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Daily News

LONGMEADOW — Healthcare today requires multi-dimensional leaders whose knowledge spans professional leadership, healthcare, science, and information technology. Coupled with the dynamic complexities of the healthcare system, increasing compliance regulations, technical advances, and higher costs, the demand for professionals who have expertise in both healthcare management and organizational leadership is rapidly rising. Medical and health service managers have strong career prospects, with projected employment growth of 17% from 2014 to 2024, much faster than the average for all occupations.

To respond to this growing need, Bay Path University has launched a master of science (MS) degree program in Healthcare Management, now enrolling for February 2018.

“As with all of our programs, the curriculum for the MS in Healthcare Management supports the candidate in developing his or her skills in decision making, communication and presentations skills, interpersonal relations, and being an agent of change — all of which are needed for key level management positions,” said Liz Fleming, associate provost and dean, School of Education, Human and Health Sciences. “We are proud to add it to our increasing catalog of undergraduate and graduate certificates and degree programs in health-related fields that have been shown to result in immediate job placements upon completion.”

Healthcare administrators come from a wide variety of backgrounds. Some may have direct patient-care experience, while others may have specialized in business, administration, public health, or a specific area of healthcare, including human resources. This program is designed for individuals with or without a related undergraduate degree who hope to shape the future of healthcare.

Bay Path University’s MS in Healthcare Management, led by Terry DeVito, aims to prepare graduates for leadership roles in both traditional and non-traditional settings and industries including healthcare organizations and facilities, consulting, law, insurance and government agencies, pharmaceutical companies, and healthcare informatics and analytics. The program is designed to address the multi-dimensional complexities facing the 21st-century healthcare industry as it transforms into a business model while maintaining the humanistic needs of patients’ individual needs.

The curriculum is structured in a manner that embeds foundational information that prepares candidates for additional credentialing opportunities for professional career advancement. DeVito’s practice as a registered nurse, hospital administrator, and educator bring firsthand knowledge regarding quality in healthcare service delivery and the qualities required in leadership roles.

To learn more about this program, visit www.baypath.edu/healthcaremanagement.

Daily News

SPRINGFIELD — Clair Yiting Gu was nearly 2,000 miles from Springfield Technical Community College, but she felt at home at the annual conference of the Society of Women Engineers (SWE).

Gu was one of eight STCC students who traveled to Austin, Texas, for the SWE conference to join 14,000 attendees, including college students, academic women, and professional women.

“It’s awesome,” said Gu, a computer science student who spoke from the STCC campus after returning from the conference. “You see a lot of women engineers there. You feel like you are not alone. It’s very exciting.”

Another computer science student who attended, Darya Bandarchuk, loved the opportunity to meet women who are interested in engineering. “It was great. It was my second time going to a SWE conference. There are not a lot of events like the SWE conference. You get completely immersed in engineering. You get to go to a career fair, which is a great opportunity,” she said.

The conference, which was held in October, is billed as the world’s largest conference and career fair for women in engineering and technology. STCC prepares students for careers in the STEM fields — science, technology, engineering, and mathematics.

“As a technical community college, but also as a ‘STEMinist’ institution, I am thrilled our students had the opportunity to attend this important conference,” said STCC President John Cook.

Beth McGinnis-Cavanaugh, professor of Physics and Engineering at STCC and the SWE faculty advisor, helped raise money to bring a contingent of students and three faculty and staff to the conference. She said STCC was better-represented than any other community college in the country.

The conference provided an opportunity to attend workshops and meet with major employers from technology companies such as Google, Amazon, and Texas Instruments, among others. STCC students who want to transfer after receiving their two-year associate degree were able to meet with representatives from four-year engineering programs.

STCC students participated in presentations at the conference. McGinnis-Cavanaugh’s presentation focused on a proposal to form a SWE network among the 15 Massachusetts community colleges. STCC staff member Isabel Huff presented on gender stereotypes that can hold women back from pursuing careers in STEM.

“They’re exposed to students from all over the country, mainly from four-year schools,” said McGinnis-Cavanaugh. “They’re also exposed to a lot of professional women and professionals who are there recruiting. They have a huge career fair. They do on-site interviews and résumé reviews. For our students, it’s great exposure. They don’t generally have these kinds of opportunities.”

While the employers were mainly looking to hire students graduating with four-year degrees, STCC students received a tremendous opportunity to practice interview skills, obtain feedback on their résumés, and chat with professionals in the field, she added. As engineering is still a field dominated by men, most companies are seeking a more diverse workforce and are eager to hire qualified women.

SWE, a national professional society for women in engineering and related STEM fields, supports collegiate sections nationally and internationally. STCC is one of only 14 community colleges in the country affiliated with SWE. The chapter, formed in 2014, comprises about 20 women majoring in engineering and science transfer and engineering technologies.

“It was an unbelievable event, and it was great that the college supported their trip,” McGinnis-Cavanaugh said. “We had at least one student who had never been on a plane before. To have an opportunity to visit a city like Austin, which is a real tech hub, and then be with 14,000 women who are in STEM, is pretty incredible.”

Features

Future Tense

futuretenseFrom the beginning, perhaps the hardest thing about being in business is trying to figure out what’s coming next, how to prepare for it, how, perhaps, to capitalize on it, and, well, how to stay in business.

And at the rate technology is advancing and society is changing, this assignment has probably never been more challenging. Just ask the former owner of a Blockbuster Video franchise — although that example is dated and almost cliché.

But this much higher degree of difficulty shouldn’t stop business owners and managers from trying.

And that is the message — actually, one of many — that Delcie Bean, founder of Paragus Strategic IT and one of the region’s most heralded entrepreneurs, intends to leave with attendees of a highly anticipated series of breakfast lectures being produced by BusinessWest and sponsored by Paragus and the Jamrog Group, with additional sponsorships available. The program is unique in that the audience will be capped at 40, and attendees must be the owners of ventures with at least $1 million in annual sales.

The first installment of the Future Tense series, set for Feb. 22 at Tech Foundry in downtown Springfield, is loosely titled “An Unprecedented Technology Disruption.” That name speaks volumes about what’s on the horizon and should get the attention of every area business owner.

Delcie Bean

Delcie Bean

What we think of as fast now would be twice as fast next year and twice as fast the year after that.”

If it doesn’t, some of these comments from Bean certainly will. He told BusinessWest there are four main drivers, if you will, of this technology disruption — a confluence of extremely powerful forces, as he called it. These include virtual/augmented reality, autonomous driving, 3-D printing, and artificial intelligence/machine learning. Each one is significant in its own right, he said, but all four of them coming at once? This will be historic in its influence on business and society in general.

“We have these 40-year cycles, and when you look at the Internet and the impact it had on the latest cycle … the experts, the people who make a living predicting these things are saying that the confluence of these four things coming together is going to have four times the impact on the world economy that the Internet did, and it’s going to have that impact over the course of a relatively short period of time,” Bean explained.

“We’re 10 years into the current 40-year cycle,” he went on. “So they’re saying that, over the next 30 years, the confluence of this is all going to happen. And what’s really interesting about this is not the technology, but the rate of change; we are going to see markets, technologies, companies, and work evolve at a rate of change we’ve never seen in the history of mankind. The rate of change is going to be exponential.”

To drive these points home, no pun intended, Bean focused, as he will during the breakfast program, on one of those aforementioned forces — autonomous driving.

As the technology advances and becomes mainstream, he noted, there will be a powerful ripple effect that will impact most all businesses related to the automobile and transportation, and economic tremors felt in communities of all sizes.

The lowest-hanging fruit when it comes to anticipating change is the trucking industry and the obvious impact on jobs, said Bean, adding that, a few years later, the next ripple would be car ownership and a sharp decline in the same.

“Most people would subscribe to a car service, like a Netflix, but they wouldn’t own a car,” he explained. “And you look at what that does; if people don’t own cars, the concept of car dealerships goes away. Then gas stations go away, because you won’t be concerned about finding a convenient gas station to fill up your car — fleets will have refueling stations.

Fast Facts

What: ‘Future Tense’ a BusinessWest breakfast lecture series;

When: Over the next year; the first program, is slated for Feb. 22

Where: Tech Foundry,
1391 Main St., Springfield

Sponsors: Paragus Strategic IT, The Jamrog Group, Meyers Brothers Kalicka, P.C.. Additional sponsorships available

For More Information or to purchase tickets:
Call (413) 781-8600.

“And if there’s no gas stations, there’s no convenience stores, because the convenience store loses a lot of its impact if it’s not attached to a gas station,” he went on. “And the further out you go … you look at the impact on parking and the impact parking has on real estate, and the impact that real estate has on where people live … the ripples get wider and wider, and the further out you go, the bigger the impact on the U.S. economy and the global economy as a whole.”

And that’s just autonomous driving. The same ripple effects will result from visual/augmented reality, 3-D printing, and artificial intelligence/machine learning, he noted, adding that the changes will come in everything from the how work is done to the relevance of professions up to and including doctors and lawyers.

Summing things up, Bean cited what’s come to be known as Moore’s law. Named after Gordon Moore, co-founder of Fairchild Semiconductor and Intel, it is the observation that processor power will double approximately every two years, and it holds true a half-century later.

Bean said that same formula, more or less, will apply to the rate of change taking place in society — and, indirectly, to the definition of the word ‘fast.’

“The rate of change will double every year,” he explained. “What we think of as fast now would be twice as fast next year and twice as fast the year after that.”

How do business owners and managers prepare for such abrupt, profound, and ongoing change? That is the $64,000 question, and Bean intends to provide some answers at the Feb. 22 presentation.

As for subsequent programs, they, too, will live up to that title Future Tense and provide attendees with deep insight into how to be ready for what’s coming next.

And for many (actually, everyone, eventually), what’s next is retirement. Amy Jamrog, financial advisor with the Jamrog Group, who will lead the second program in the spring, said many people are not preparing properly for that day, or those 30 or 40 years, to be exact.

Common mistakes she sees come in many categories, ranging from failure to anticipate how much one will need in retirement, to how to decide what to do with accumulated wealth, to survival of a family business.

“Having done this for 20 years, what I’m seeing more than ever before is business owners making decisions in silos,” she explained. “They think their business, their family situation, their succession plan is unique. In some respects it is, but I don’t feel that the information is getting disseminated to the business owner and the family structure in general when it’s a family-owned business, in a way that coordinates all the pieces.

“There are tax implications to consider, there are legal considerations, and there are family dynamics,” she went on. “And the big piece we’re working on with a lot of local companies getting ready to sell is the philanthropic side. Some of these companies are going to be selling for a lot of money, and these people aren’t even thinking about giving some of the proceeds back to the community.”

For more on that, well, stay tuned for more details on future installments of the lecture series.

Registration and tickets to the Feb. 22 program, and the for the entire series, can be ordered HERE or by calling (413) 781-8600. Tickets to each program are $25 each, with all proceeds going to Tech Foundry.

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

Community Spotlight Features

Community Spotlight

Danielle Fillio says recent projects will boost Stockbridge’s cultural and tourism draws.

Danielle Fillio says recent projects will boost Stockbridge’s cultural and tourism draws.

The Elm Court Estate in Stockbridge was constructed in 1886 as a summer cottage for William Douglas Stone and Emily Vanderbilt, completed a series of renovations in 1919, and evolved into an inn in the ’40s and ’50s, hosting dinners, events, and overnight accommodations. It was eventually placed on the National Register of Historic Places.

Nowadays, it’s getting a big boost from Travaasa Berkshire County, which plans to renovate, preserve, and add to the complex in order to create a new resort — and bring in the jobs and tourism that comes with it.

“Elm Court was approved three years ago and held up in land court in Lenox, but now it’s done and moving forward with development,” said Danielle Fillio, Stockbridge’s recently appointed town administrator. “It’s a big resort with a restaurant on site.”

The property sits on the border of Stockbridge and Lenox on Old Stockbridge Road and fits well into the destination marketing of both communities, smallish towns that rely heavily on visits from outsiders to grow their tax base.

“We’re excited about bringing some jobs here, and we’ll have the meals tax, room tax, and more tourists,” Fillio said.

Meanwhile, the Boston Symphony Orchestra broke ground over the summer on a $30 million construction project at Tanglewood, a four-building complex that will house rehearsal and performance space for the Tanglewood Music Center as well as a new education venture known as the Tanglewood Learning Institute — the first weatherized, all-season structure at Tanglewood, which the BSO plans to make available for events beyond the summer months.

“Those buildings will be used year-round, which will help extend tourism through the offseason,” Fillio said, noting that Tanglewood is one of Stockbridge’s main summer draws, but the colder months could use a tourism boost.

Indeed, those two projects are indicative of how much Stockbridge relies on tourism and visitorship for economic development. With a population of just under 2,000, the community doesn’t have a deep well of residents or businesses from which to draw tax revenue, but it does boast a widely noted series of destination attractions, from Tanglewood to the Norman Rockwell Museum; from the Berkshire Theatre Festival to Berkshire Botanical Garden.

The goal, Fillio said, is to complement those regional draws with the kinds of services and municipal improvements that will best serve an older population that values the town’s rural character. And town leaders are striving to do just that.

Full Speed Ahead

Although the issue has been a contentious one, the Select Board, earlier this year, approved the hiring of Fillio, who had been assistant to the previous town administrator for a decade, to her current role. She had been serving in an interim capacity while town leaders mulled a number of options, including partnering with neighboring Lee and Lenox on a shared administrator.

We want to preserve our natural resources while bringing more people here and helping businesses.”

In her now-permanent role, she’s involved with many critical areas of town administration, from budgeting to planning, and she’s pleased with some of the recent progress to improve municipal infrastructure and attract new business.

On the former front, Stockbridge has been successful winning grants to repair a number of bridges in town, including $500,000 from the state’s Small Bridge Program and $1 million from its Small Town Rural Assistance Program to replace the deteriorated, heavily traveled Larrywaug Bridge on Route 183, just north of the state highway’s intersection with Route 102. The project will commence in 2018.

The town’s voters had previously approved a $2.6 million, 20-year bond to finance repairs to eight bridges and roadways in need of restoration. Among them are the Averic Road twin bridges off Route 183, which were closed by MassDOT in the spring of 2016.

Meanwhile, the town is looking to replace its highway garage, which is “currently falling apart,” Fillio said, and is also considering options for the quirky intersection of Routes 7 and 102 at the Red Lion Inn. “We’re going to see if we can raise funds to be able to get an updated study to see what may help us with the traffic there. The last traffic study in that area was in 2004.”

Stockbridge at a glance

Year Incorporated: 1739
Population: 1,947 (2010)
Area: 23.7 square miles
County: Berkshire
Residential Tax Rate: $9.59
Commercial Tax Rate: $9.59
Median Household Income: $48,571
Median Family Income: $59,556
Type of government: Town Administrator; Open Town Meeting
Largest Employers: Austen Riggs Center; Tanglewood; Red Lion Inn
* Latest information available

On the planning front, a visionary project committee was formed several years ago to develop recommendations that could be implemented over the next 20 years. The committee issued a report in 2016 titled “Planning a Way Forward.”

That report noted that residents value the town’s cultural institutions and historic buildings; its open space, recreation sites, and walking trails; and its downtown (although many would like to see additional shops and services, as well as more parking). Meanwhile, they want to see smart housing growth that takes into account the community’s aging population, as well as additional transportation options and better accommodation of walkers and bicyclists.

As a result, the document envisioned a Stockbridge in 2036 that mixes the traditional strengths of tourism, culture, and creative economy with green- and technology-based businesses, food production from local farmers, and agri-tourism. The ideal community would also be less auto-reliant, expanding pedestrian networks, bicycle infrastructure, and regional bus and ride-sharing services.

The report also predicts a socially and economically diverse population that provides equally diverse housing options, from apartments and condominiums to smaller single-family homes, co-housing projects, and historic ‘Berkshire cottages.’ These include a mix of sustainable new construction and repurposed buildings, including the preservation of older homes, along with an increase of people living close to the town center, including mixed-use buildings with apartments over shops to support downtown businesses.

While the overall vision may be ambitious, it encompasses the sorts of goals a town of Stockbridge’s size can reasonably set when looking to move into its next era. To help bring new businesses into this plan, the Planning Board has formed a bylaw-review committee tasked with examining all the zoning bylaws to determine what needs to change to make the town a more attractive place to set up shop.

“We want to preserve our natural resources while bringing more people here and helping businesses,” Fillio said.

Positive Signals

Businesses are certainly cheering the cell-phone tower that Verizon erected on the southern end of the town landfill earlier this year. Previously, half the town had no cell service, and downtown tourists were surprised by the lack of a signal.

“The tower is up and running, and it makes a great difference — if you have Verizon. If you have AT&T, it’s still not a huge help, but there have been talks about possibly having AT&T go up in the tower,” Fillio said. “But you can actually get service at the Red Lion now, which for years was never the case.”

It’s just one way a small town is taking small steps to preserve its cultural character while adding the kinds of amenities demanded by a 21st-century population.

Joseph Bednar can be reached at [email protected]

Opinion

Editorial

The future.

It might just be the most difficult thing about being in business — although dealing with the present can also be daunting, as anyone who has ever attached their name to a venture knows.

Looking to the horizon and projecting what possibly lies beyond it is difficult, if not impossible. And the history of business and entrepreneurship is replete with examples of people not accurately reading the tea leaves.

Indeed, who can forget Digital Equipment Corp. co-founder Ken Olsen famously, or infamously, saying in 1977, “there is no reason for any individual to have a computer in their home.” Digital, as we all know, didn’t survive to see the end of the century.

And today, as the pace of technological advancement accelerates at previously unheard-of speeds, and with huge implications for business and society in general, anticipating the future and preparing for it is becoming that much more difficult.

It was with all this in mind that BusinessWest initiated a new series of breakfast lectures under the working title Future Tense, a name that certainly sets the tone (see story, page 10).

The first lecture, to be led by Paragus Strategic IT founder Delcie Bean, will be titled “An Unprecedented Technological Disruption,” and it will address a confluence of powerful forces and the ripple effects it will produce.

This program is certainly timely, and it coincides with a lively stream of commentary about technology and where it is taking the business world in the years to come.

Much of the speculation is about jobs and professions and what will happen to them as forces such as artificial intelligence, autonomous driving, and virtual reality rumble over the business scene like the glaciers rumbled over what is now North America millions of years ago. Only, glaciers moved very slowly; these forces will move at speeds we’ll have a hard time comprehending.

And this focus on jobs is understandable, especially as parents look not only at their own careers and how long they will be viable, but also at what their children should be thinking about as they mull possible career paths.

There is already widespread talk about how time-honored professionals such as doctors, lawyers, and, yes, even journalists, could soon be replaced by machines capable of doing their work. In fact, robots are already making their presence known in the operating room at many hospitals.

But beyond the obvious concerns about jobs and careers, there is the equally daunting issue of how businesses can anticipate change, operate in an environment of continuous and profound change, and even capitalize on some of this seismic activity.

Or, put another way, how do businesses avoid becoming the next supermarket parking-lot photo kiosks, Blockbuster Video franchises, and Digital Equipment Corporations?

Obviously, they must become flexible, cognizant of change, and fully aware that competition can come from virtually anywhere, and in the future, it probably will.

Beyond that, well, nothing is obvious.

That’s why the first lecture in the series, set for Feb. 22 at Tech Foundry, should be so intriguing — and also a little scary. The remaining quarterly lectures will be equally insightful, and equally important, for business owners looking toward tomorrow and what it might bring.

That’s why we called this Future Tense. As they say in the broadcast world, stay tuned.

Opinion

Editorial

As we bid farewell to 2017, we can say it’s been a very interesting year on many levels. Locally, it was a time to see a number of projects, some of which had been in the works for years or even decades, as was the case with Union Station, come to fruition.

It was a also a year to put down some foundations, as they say in the building trades, and also for creating the proverbial framework for future progress, as was the case with MGM Springfield, I-91 reconstruction, and efforts to add new layers to the region’s entrepreneurial infrastructure.

Nationally, of course, it was a year of unprecedented divisiveness and discord on virtually every front, with the lone bright spot being the manner in which women finally — and forcefully — came forward on the matter of sexual harassment and literally changed the landscape on that topic.

As for 2018 … well, aside from the very obvious, including an end to headlines detailing mass shootings, more saber rattling, or worse, with North Korea, and endless discord on Capitol Hill, here are some of things we’d like to see in 2018:

• More progress on the opioid epidemic. We say ‘more’ because we believe some has been achieved when it comes to this brutal epidemic with regard to prescription-control measures, the addition of more treatment beds, and, most importantly, the number of overdose deaths.

It’s fair to say that no family, no street, and no business has been left untouched by this scourge. The cost has been enormous, in every way calculable, especially the most precious — human lives. Much of the talk now concerns whether we have turned a corner on this epidemic and whether the picture is brightening. In 2108, we would hope to, at the very least, end any doubt that this is the case.

• A smooth, strong start for MGM Springfield. In about nine months, the waiting and the anticipation will be over, and the casino era will officially begin in Springfield and this region. What will it be like? No one really knows, because this is something completely new for this region.

Some have doubts about whether the casino can deliver everything that backers promise it can. And the best advice we can give — and we’ve given it before — is to consider the casino a piece to a bigger economic-development puzzle. Just a piece.

However, no one wants — or no one should want — this $950 million venture to fail. It needs to succeed for Springfield and for the region as a whole. It needs to bring people here; it needs to spur new business opportunities; it needs to create additional momentum for the City of Homes.

• Even more entrepreneurial energy. We say ‘even more’ because there is already quite a bit. More is needed, though, because good jobs are the lifeblood of every city, region, state, and country. They are a precious commodity, and, in case you hadn’t heard, they are being imperiled by rapidly advancing technology and a host of societal changes.

In short, we’re going to need places for people to work beyond the casino and Amazon distribution centers. And the best hope we have for more jobs is the creation of new ventures right here in Western Mass.

• Still more innovation. We say ‘still more’ because a region noted as being a hub of innovation continues to live up to that name. Most recent examples aren’t as visible as the ice skate, the parking meter, and the monkey wrench, but it’s happening, with everything from wearable medical devices to coatings that will clear fog from eyeglasses, to bringing your dog to work.

Wait, what was the last one? Yes, bringing your dog to work (see story, page 6). It’s not just a matter of convenience and companionship, although it’s both of those. It’s also an innovative way to create a better, less stressful, probably more efficient workplace. And we need more of all of that.

With that, all of us at BusinessWest wish you a happy, prosperous new year.

Employment Sections

Labor Pains

Angst.

You won’t see that colorful noun written anywhere in the National Business Trends Survey conducted by the Employers Associations of America (EAA), said Mark Adams, but there is quite a bit of that commodity lurking behind the words and especially the numbers that are contained in that document.

There is angst — or concern, or anguish, or anxiety (all quality synonyms) — when it comes to the labor market and what is becoming increasingly a labor shortage. There is more of it when it comes to wages — employers want to raise them, but there are hindrances to doing so, especially rising healthcare costs.

And there is more angst when it comes to the juxtaposition of wages and the labor market, said Adams, director of HR Services for the Employers Assoc. of the NorthEast (EANE). Indeed, he said that, as wages remain fairly stagnant (3% increases are the norm, as they have been for several years) and the increases amount to less amid the rising cost of living, many employees are exercising their right to pursue greener pastures. And they’re finding them, leaving employers to replace them in a job market where good help is increasingly hard to find.

“It’s definitely a buyer’s market,” said Adams, noting that employees are the buyers. “With unemployment being so low, and people looking to add bodies to their organization, either through new jobs being created or replacing existing workers that are going to leave, employees realize that now is the time to explore all their options if they haven’t been fully satisfied with what they’re been earning in their organization.

“The 2.8% to 3% increases they’ve been getting are being cannibalized by rising health costs and the cost of living in general,” he went on. “So they’re not advancing financially within the organization they’re in, and a lot of them are sitting there saying, ‘I’m going to start exploring other options.’ For companies, there are a lot of openings, and they’re not finding adequate replacement workers, which puts a whole premium on ‘are we paying people enough? Are we providing a workplace that’s engaging enough?’”

Like we said, angst. There’s enough of it to temper the considerable optimism reflected in the report, said Adams, adding that nearly two-thirds of respondents (62%, to be exact) expect their 2017 revenues to exceed those of 2016, and 73% project that 2018 will be better than 2017.

Meanwhile, more employers expect to be hiring in the year ahead than in 2017. In the Northeast region, 51% of the executives surveyed plan to increase staff in 2018, a sizable increase from a year ago, when 41% responded in such fashion.

But these positive numbers are couched in the reality that, for many employers across virtually every business sector, hiring is becoming a real challenge. Indeed, 42.3% of regional respondents (those in the Northeast and Mid-Atlantic states) identified the skilled labor shortage as a ‘serious’ challenge in the short term (up from 37.8%), while 52% identified it as a serious challenge long-term, up from 47% last year.

Adams noted that these numbers clearly reflect what he’s heard anecdotally and seen directly through EANE’s efforts to assist members with finding and hiring talent.

“We’re experiencing all that with the members we’re serving,” he explained, adding that many of the recruitment-and-hiring projects EANE has undertaken with members have taken much longer than anticipated, and some have been relaunched, simply because employers have not been satisfied with the response they’ve seen in terms of the quality of the job aspirants.

Elaborating, Adams said EANE will assist members with searches for managers or professional staff, providing services including ad placement, sourcing of candidates, prescreening, help with interview questions, actual interviewing, and more.

And, as he noted, many of these searches are taking much longer than they did even a year or two ago, and a growing number of them are not ending successfully, and for a host of reasons, ranging from lack of satisfaction with (or consensus on) finalists to disparity between what the candidate is seeking compensation-wise and what the company is willing to pay.

As the challenges to hiring and retaining good help grow, employers are responding, said Adams, adding that many are making investments in technology, equipment, benefits, training, recruitment, and other areas in an effort to navigate a job market increasingly defined by full employment or something close to it.

Indeed, the survey showed that 60% of respondents plan to invest in technology in 2018, up from 45% in 2017; 54% plan to invest in equipment, up from 45% a year ago; 41% intend to increase the training budget, up from 26% in 2017; 38% plan to heighten their emphasis on recruiting, up from 30% a year ago, and 35% intend to shift more healthcare costs to the employer, a huge increase from the 15% who responded in that fashion a year ago.

“Companies are realizing that, if they can’t go dollar for dollar to keep people in the organization or attract people, they’d better bring other things to the table to make them a company that’s going to be worthwhile to someone,” said Adams, adding that these numbers speak loudly about the extent of the problem and growing awareness of the need to do something about it.

And while it is still too early to gauge the full impact of MGM Springfield’s ongoing efforts to create its workforce of roughly 3,000 people on all of this, it’s to assume that it will only exacerbate the problem, Adams said, adding that employers are certainly expressing concerns about this development at EANE HR Roundtables.

As for wages, many companies are in a bind because, as much as they feel compelled to raise them and want to, strong forces, especially double-digit increases in healthcare insurance, act as considerable roadblocks.

“The rising benefit cost is a countermeasure that’s creating a barrier toward putting more on the table financially to induce people,” Adams explained. “And it’s becoming a paradox for companies; they want to pay people more to attract and retain them, but they have these rising benefits costs, and there’s only so much in the budget to cover both of those things.”

Meanwhile, the pay-equity act set to take effect July 1 becomes what Adams called a “wild card” when it comes to wages in 2018.

“The question becomes whether there will be additional needs to invest money into compensation budgets because of concerns employers may have about questionable difference in pay structures,” he noted.

— George O’Brien

Business of Aging Sections

Support System

hcncover1217Group classes — whether spinning or dancing or core workouts — are all the rage in the fitness world, and it’s easy to see why. Working out in a group provides not only socialization and support, but accountability and motivation to maintain one’s progress. Often, area gym owners say, the biggest challenge is just taking that first step — and learning that fitness classes are, quite simply, a lot of fun.

Maggie Bergin is certified to teach spinning, TRX, and Group X classes, and has, in fact, been teaching fitness in the Valley for the past seven years. As the communications director at Open Square, she thought it would be a natural move to open a fitness facility in that complex overlooking Holyoke’s canals.

So, last month, she launched the Reset, which specializes in group classes, hoping to draw some of the 200 people who work at Open Square, as well as employees of nearby businesses, to take part in ‘nooner’ sessions at lunchtime and classes after work.

“I love leading people through workouts,” she told BusinessWest. “I designed the Reset to accomplish the medical things we are supposed to get done in the most efficient way possible. And what are we supposed to do? Getting our heart rate up on a regular basis, using our muscles so muscle mass doesn’t decrease over time, and stretching, so we’re not tighter than bark on a tree in our 40s and 50s.”

But there’s a difference between understanding the need to work out and actually doing it, she went on.

“I see that people have less and less time; we’re drawn in 20 different directions in the morning and exhausted at night. So things have to be comprehensive and quick. People think, ‘if I can’t get a full-body workout in an hour, I’m not going to do it.’ I created this place to hit those three goals so people can keep moving and stay healthy into their 90s.”

The Reset is equipped with TRX suspension trainers hanging from the ceiling, a popular fitness device designed by a Navy Seal to have intense core workouts with a minimum of equipment. But it’s not equipment that will draw members to Bergin’s new gym, she said; it’s the appeal of working out as a group.

In fact, group training classes have become the most popular element of today’s fitness facilities. Gym owners say people who might initially be reserved about working out around others are quickly taken by the sense of community, mutual support, and socialization these classes offer.

Maggie Bergin

Maggie Bergin says exercise classes are an investment of money and time, and people want to know they’re getting results — and having fun, too.

“Some people, particularly women, feel they have to be perfect immediately, and do it exactly like the instructor immediately. That is a lie,” Bergin said. “You don’t have to do it like anyone else; you can make it your own, within safety precautions, which I’m going to take care of. You have to embrace that you’re on a journey, and in a different place than someone else in the room.”

Marie Ball, owner and group personal-training specialist at the Anytime Fitness franchise in Agawam, agrees.

“The biggest trend we’re responding to is the need for small-group personal training,” she said. “People are more focused today on socialization in fitness, which allows for accountability and motivation. They like to work out in a group.”

However, the smaller groups that Anytime runs typically max out at five to seven participants, so there’s more individualized attention from the trainer, while maintaining that social aspect people desire.

“Some of the participants may not have the same ability, so the trainer is constantly checking and instructing and making sure they’re exercising with proper form, technique, and posture,” she said. “In a large class, the trainer might not have the ability to make sure everyone is doing things properly, so there’s greater potential for injury.”

Justin Killeen, owner of 50/50 Fitness/Nutrition in Hadley, said the trend has been away from commercial, big-box gym environments filled with Nautilus and circuit equipment, and toward a more supportive, community environment. He noted that the technology on today’s group workout equipment gives instant feedback for calories burned and other data, while allowing participants to compete against each other for extra motivation.

Mostly, though, what fitness enthusiasts — especially the younger crowds — are looking for is a fun experience.

“If we have a regular spin class but don’t make it fun and interesting, it’s not as engaging, and people won’t want to come back to it,” he said, adding that people also want a progressive experience, tracking their goals with each workout. “We want to build on each workout and tie it in to your overall health and wellness.”

For this issue’s focus on fitness and nutrition, BusinessWest examines why group fitness classes are growing in popularity and how they motivate people to get — and stay — healthy.

Time and Energy

When she considers where people find that motivation, Bergin agrees with Killeen that it starts with having fun.

“I keep things light. We’re not saving babies here; we’re trying to get stronger and stay healthy,” she explained. “I take my training seriously, but I’m not a yeller. I’m going to encourage, not berate. Some people want to be berated; they respond to that. At places with multiple instructors, you can find one that works best for you.”

Finding time can also be an issue, especially for people with jobs and kids. The 24/7 model at Anytime Fitness is geared toward this issue, Ball said. “In today’s busy world, people have crazy schedules, and it’s hard to fit time in for themselves and make that investment. That’s one of the benefits of our facility. You can do this on your own time.”

She said the overnight hours are beneficial not only for those with those so-called crazy schedules, but first-timers who might be nervous about working out in front of lots of people. Many of them, however, eventually move on to daytime classes and experience the social benefits of exercising as a group.

“Every fitness club or gym has a certain demographic,” she said. “Our club is kind of mixed; some members want to come in the when the gym is quiet, and our 24/7 model lends itself to that. People can work out on their own terms and don’t have to worry about being in an overwhelmingly busy place. Many are just beginning their journey, and they’re not comfortable exercising in front of people.”

Others strictly crave the one-on-one interaction with a personal trainer, which Anytime also offers, but the most popular option continues to be those small-group classes. “People like the socialization aspect. I think some people really need that in their lives to get motivated; they like that engaging atmosphere.”

Besides its popular group classes, 50/50, as its name suggests, helps members with their nutrition plans as well, as a way to bring total wellness under one roof — and save time in the process.

Marie Ball

Marie Ball says small-group classes provide both a sense of community and more individualized attention from the trainer than a larger class.

“We try to integrate a lot of the health and wellness spectrum,” Killeen said. “People might end up going to one place for a gym, then go to nutritionist, then a massage therapist. Our goal here is to pull as many of these together as possible.”

That said, “we try to create a network of people that come together here as part of a community. We bring the whole experience full-circle for them. The nutrition piece is certainly a big part of it. The underlying concept is a balanced approach, thinking more holistically, instead of jumping in on one thing at a time — diet for a while, gym for a while, and so on.”

It helps, he said, that people today are more educated about health and wellness and have options for improving their own.

“For the first time, the younger generation has grown up with it, and they consider it a fun and social thing to do,” he said of group exercise. “If you go out with some friends and go to a spin class and head out afterward, you form friendships. It’s the best of both worlds — the social piece and the feeling that you’re progressing toward something important.”

First Steps

Still, Ball said, it can be difficult for some people to get started.

“I always say, when people walk in our door, that might be the hardest thing they’re going to do this month. That first step is so hard for people,” she told BusinessWest, adding that the sheer variety of fitness modes can be intimidating.

“It’s a good thing there’s a lot of options, but that can also be a bad thing, when they don’t even know what they need. The first step should be to check out a lot of places and find out where you’re comfortable.”

That’s why Anytime offers a seven-day all-access pass so people can get a feel for the center without a long-term, high-cost commitment.

“If people don’t feel comfortable, they’re not going to come back, and they’re not going to progress along their journey,” Ball said. “But it starts with stepping out of your comfort zone and finding like-minded people who support you. A lot of people out there though they couldn’t do it, and then they found they could. Everyone can have a success story.”

And, as Bergin said, success often starts by finding an activity that’s fun, because without that element, people don’t want to invest their money and time.

“It’s not food or shelter. You have to be interested and find joy and be willing to spend money on this thing,” she said, adding that there are always more people to reach with the message that fitness matters. “If we’d figured out how to get people motivated, we wouldn’t have an obesity epidemic and a pre-diabetes epidemic. We all know what we need to be doing.”

And she’s eager to help people find their fitness joy.

“I was always the second-to-last picked in gym. I don’t come by this naturally,” she said. “I have a deep empathy for people who haven’t found their thing yet. So, if you don’t like swimming, don’t swim. If you don’t like running, don’t run. If you want to dance in your underwear to Depeche Mode, then do that. And do it again and again and again. If I can find a thing, you can find a thing. And once you’ve found that thing, keep doing it.”

Joseph Bednar can be reached at [email protected]

Company Notebook Departments

UMass Amherst Receives $1.1 Million Grant for Large Battery Project

AMHERST — UMass Amherst has been awarded a $1.1 million state grant from the Advancing Commonwealth Energy Storage (ACES) project to work with Tesla Energy to construct a large battery at the Central Heating Plant on the west side of campus. The project involves a 1-megawatt/4-megawatt-hour lithium ion battery storage system that will be designed and constructed by Tesla Energy adjacent to the campus power plant. Working with Tesla and the UMass Clean Energy Extension (CEE), the goal is to reduce peak energy demand on the Amherst campus and related costs. The battery storage system will provide power at times when it is purchased from the power grid, help optimize how the campus integrates its current mix of power generation, and provide a research site for clean-energy experts, researchers, and students. Gov. Charlie Baker announced the award of 26 grants totaling $20 million at an event in Marlborough. “The development and deployment of energy-storage projects will be vital to the Commonwealth’s ability to continue leading the nation in energy efficiency,” he said. “Funding these storage projects is an investment in our energy portfolio that will reduce costs for ratepayers and help create a clean and resilient energy future.” Shane Conklin, associate vice chancellor for Facilities and Campus Services at UMass Amherst, noted that “not only will we see utility budget savings, our project will provide on-campus data to support research, and Tesla will provide $80,000 of educational initiatives for our students.” To meet the research goals, Tesla is contributing the funding for educational initiatives during the life of the 15-year project to pay for a range of educational opportunities for UMass Amherst staff and students, including paid internships, career mentorships, lectures, and curriculum development related to solar and energy storage. CEE will also study the operations and maximize learning from the battery-system operations. The campus currently gets 15 megawatts of power from co-generation at the Central Heating Plant and about 5 megawatts from solar voltaic generation as part of one of the most sophisticated power microgrids in the state. The battery storage capacity will be used to balance constraints on those sources and reduce instances when power is purchased from the outside power grid, campus officials say. It will also demonstrate the role that energy storage can plan within a system that has multiple sources of power. The battery system will also bring a new level of resiliency to the campus power grid that can operate independent of the electrical power system in the event of a large-scale power outage. The campus power system hosts the Mullins Center, a regional emergency shelter for Hampshire County and its population of 160,000 citizens. By charging the battery system during off-peak periods and discharging at times peak demand, such as early evening hours during winter months and middle to late afternoon during the summer months, it will help replace less efficient generators, reduce greenhouse gas emissions, and lower costs. The UMass Amherst physical plant will operate the battery system, and Tesla will manage the design, permitting, construction, and maintenance of the battery system. UMass CEE will provide operations analysis and support as part of its research.

The Yoga Shop Opens First Massachusetts Location

LUDLOW — A pair of local women entrepreneurs opened the Yoga Shop in Massachusetts on Dec. 23 at 185 Miller St. in Ludlow. Allison Gomes and Liz Salvador, who found a love for yoga and endeavor to share it with the local community, are partnering with Annie Simard and Kim Charbonneau to open the Yoga Shop’s fourth studio in its first Massachusetts location. Located just off the Mass Pike, the Yoga Shop will offer Vinyasa-style yoga classes for all levels as well as teacher trainings, workshops, and retreats under the LivFree Power Yoga brand. LivFree Power Yoga classes utilize heat and a dynamic sequence of Vinyasa poses, one of the most popular styles of yoga in the U.S., to teach fun, creative classes that leave participants feeling energized. “The Yoga Shop already has three great locations in Connecticut, and we couldn’t be more excited to grow our family and community in Ludlow,” said Simard, one of the the Yoga Shop’s founders. The Ludlow location is home to two spacious yoga studios and features a range of amenities including private changing rooms, yoga-mat storage, and a full retail boutique, Grace+GRIT, showcasing men’s and women’s activewear and a variety of accessories. A range of class package options are available.

Bradley Airport Recognized in Condé Nast Traveler

WINDSOR LOCKS, Conn. — The Connecticut Airport Authority (CAA) announced that Condé Nast Traveler has released the results of its 30th annual Readers’ Choice Awards, and Bradley International Airport has been recognized as the fifth-best airport in the U.S. with a score of 82.35. “We are very proud to have earned this prestigious recognition, and we thank not only the many travelers who voted for us, but all of the millions of passengers who choose Bradley for their travel needs on an annual basis,” said CAA Executive Director Kevin Dillon. “This distinguished award from the travel community is a testament to our continuous growth and commitment to top-quality customer service at Bradley Airport. It motivates us to keep up the momentum and continue finding creative and innovative ways to meet and exceed our travelers’ expectations.” More than 300,000 readers submitted millions of ratings and tens of thousands of comments, voting on a record-breaking 7,320 hotels and resorts, 610 cities, 225 islands, 468 cruise ships, 158 airlines, and 195 airports. The Condé Nast Traveler Readers’ Choice Awards are the longest-running recognition of excellence in the travel industry. They were announced in the magazine’s November issue and are available online at www.cntraveler.com/rca.

Bay Path Reports on Recent Charitable Activities

LONGMEADOW — In the spirit of the season, the students, staff, and faculty of Bay Path University have been hard at work giving back to the community. The university kicked off its charitable activities this fall with its 2017 Charitable Fund drive in support of the United Way of Pioneer Valley and Community Health Charities. The university’s partnership with these organizations dates back at least 14 years, and in that time, a total of nearly $200,000 was donated by Bay Path faculty and staff. For 2017, the most substantial sum to date was raised: $20,634. “The Bay Path community never ceases to amaze me with their generosity,” said Keith Sbriscia, associate director of Human Resources, who runs the United Way and Community Health Charities fund-raiser. Both Community Health Charities and the United Way are umbrella organizations that represent other nonprofits through partnerships and raise funds on their behalf through workplace giving campaigns and engagement opportunities. Partner charities also have the opportunity to receive funding through grants. Community Health Charities raises awareness and resources for health and wellness by connecting more than 2,000 of the most trusted health charities across the U.S., reaching 17 million donors every year, through workplace giving campaigns, causes, wellness programs, employee engagement, and strategic partnerships. United Way of Pioneer Valley creates opportunities and improves lives in 25 cities and towns through the United Way Community Fund, and mobilizes people and resources to strengthen area communities by tackling complex issues and driving sustainable change. The Bay Path students are equally committed to supporting the community and have coordinated many student-driven efforts this fall, including, but not limited to, book, diaper, toy, and food drives and several other donations to meet the needs of local organizations. The annual book drive, which benefits a different charity each year, generated close to 1,000 book donations for the Homework House. The university’s annual Giving Tree hosted by the Education Club to make the holiday season merrier for children from the Greater Springfield area just wrapped up collecting gifts for families in need this holiday season. The canned-food drive to assist in restocking local food pantries that run out of goods during the holiday season, hosted by the university’s Student Government Alliance, is also underway. Further, Bay Path University has selected New North Citizens Council of Springfield as its holiday charity. “The devastation in Puerto Rico from Hurricane Maria is overwhelming, and many of the families and loved ones of students, faculty, and staff have been impacted by the catastrophic damage caused by the storm,” said Kathleen Halpin-Robbins, assistant vice president and director of Human Resources. As more and more families are leaving Puerto Rico to find shelter with family and friends in the continental U.S., many cities in New England are welcoming these families. New North Citizens Council (NNCC) has been designated by Western Massachusetts United for Puerto Rico as a welcome center for Puerto Rican evacuees in Springfield.

Valley Health Systems Supports 13 Families over the Holidays

HOLYOKE — Employees of Valley Health Systems, which includes Holyoke Medical Center, the Holyoke Visiting Nurse Assoc. & Hospice Life Care, Western Mass Physician Associates, and River Valley Counseling Center, have joined together to help support 13 families in need of assistance this holiday season. The families consist of 40 children and 12 adults and are affiliated with the Holyoke Boys & Girls Club and WIC.

OMG Roofing Products Introduces RhinoBond Plate Marking Tool

AGAWAM — OMG Roofing Products has introduced a plate-marking tool designed to help roofers improve rooftop productivity by quickly locating and marking RhinoBond Plates installed under thermoplastic membranes. The new RhinoBond Plate Marking Tool is lightweight, simple-to-use, and easy-to-maneuver. Simply roll the marking tool over a row of installed RhinoBond Plates. Every time it passes over a properly installed plate, the tool leaves a temporary mark on the surface of the membrane to identify the plate location. Plate marks are made with standard blue construction crayons and typically fade away within a few weeks. The plate-marking tool is compatible with all thermoplastic membranes regardless of type or thickness. In addition, the tool’s handle is reversible for quick direction changes, and lies flat for rolling under rooftop pipes and raised equipment such as air-handling units. Other benefits of the new system include powerful sweeper magnets mounted on the front and back of the chassis that pick up any metal debris on the roof. The tool is provided in a protective carrying case for easy handling and storage. “Many roofers understand the tremendous productivity and performance benefits that RhinoBond offers,” said Web Shaffer, vice president of marketing for OMG. “In fact, some roofers have reported productivity-rate improvements of up to 30%. To enhance the systems’ overall productivity offering, we wanted to make it even easier for roofers not only to find, but also to clearly ‘see’ the installed RhinoBond Plates beneath the membrane. The new RhinoBond Plate Marking Tool makes this possible.” The RhinoBond System is designed for use with TPO and PVC roofing membranes. The system uses advanced induction-welding technology to bond roofing membranes directly to specially coated plates that secure the insulation to the deck. The result is a roofing system with improved wind performance that requires fewer fasteners, plates, and seams, and zero penetrations of the new membrane.

Jean Kelley, Joe Malmborg Attend National Conference

NORTHAMPTON — Jean Kelley and Joe Malmborg, advisors of Kelley and Malmborg Investment Consulting Group in Northampton, recently attended a national educational conference for independent financial advisors. Hosted by Commonwealth Financial Network, the nation’s largest privately held registered investment advisor – independent broker/dealer, the October event drew 1,641 affiliated advisors, staff, guests, and sponsors from across the nation. Participants gathered in San Diego, where they connected and collaborated with peers, colleagues, and industry partners to strengthen their leadership skills and enhance the high-end service they provide to clients. With the theme, “Personal Currency: Human Connections/Patterns for Success,” the conference encouraged attendees to explore how the relationships that they build, nurture, and sustain — both professionally and personally — influence their success. Keynote speakers offered topical remarks tailored specifically to an advisor audience. In an informal ‘fireside chat,’ former U.S. Secretary of State Madeleine Albright, joined by Commonwealth’s Joni Youngwirth, managing principal, Practice Management, offered insights about effective diplomacy. Albright outlined the real keys to diplomacy as the ability to put oneself in another person’s shoes and to have a clear understanding of what the other person wants. Ken Blanchard, author, leadership expert, and co-founder of international management training/consulting firm the Ken Blanchard Companies, spoke about the innate leader in everyone. International portrait photographer Platon brought the conference theme to life, sharing powerful personal stories about connecting on a human level with his subjects, including Marissa Mayer and Mark Zuckerberg. The conference concluded on a continued high note, with a closing event held at Petco Park, the home of the San Diego Padres. The attendees were treated to live entertainment, a grand tour of the facility, a BBQ, and practicing their batting skills at batting cages placed throughout the park.

Agenda Departments

Elms College MBA Classes

Starting Jan. 8: Elms College has opened registration for the spring 2018 start dates in its master of business administration (MBA) program. Classes will begin Jan. 8, and a second session of classes will begin on March 26. Elms College offers six MBA specialty tracks: accounting, management, entrepreneurship, financial planning, healthcare leadership, and the new healthcare innovation track. In each track, MBA students work with and learn from experts in these fields, and with experts in other industries, for a well-rounded learning experience. Elms’ MBA program offers a flexible, hybrid model of delivery, allowing students to participate in live classes both in the classroom and online. For students who did not major in business, Elms offers a Foundations program and an Excel for Business program. Another feature is the Pathways to Leadership program, an extension of the MBA curriculum that leads participants on a journey of self-discovery. The MBA program offers a strong understanding of business principles, plus the ability to apply those principles and create change. It was designed to give students the skills to navigate a global economy and contribute to their local communities.

Women’s Fund Mentor Match

Jan. 13: January is National Mentoring Month, and the Women’s Fund of Western Massachusetts (WFWM) announced its second annual Mentor Match, a networking event that aims to engage emerging leaders with seasoned professionals. The event will take place from 1 to 3 p.m. at the UMass Center at Springfield, and is open to the public. Featuring Bay Path University Professor Janine Fondon, WFWM board and committee members, participants and alumni of the Women’s Fund’s Leadership Institute for Political and Public Impact (LIPPI), and community members, as well as members and supporters of the Young Women’s Initiative (YMI), the Mentor Match is designed to connect members of the Women’s Fund family as mentors and mentees to share resources, experiences, and work together in order to achieve professional and personal goals. All members of the Women’s Fund community are invited to attend. RSVP by Jan. 10 by visiting www.mywomensfund.org/event/mentor-match.

EMT Training, CNA Plus Programs at STCC

Starting Jan. 22: Springfield Technical Community College will again offer its popular Emergency Medical Technician (EMT) Training Program, as well as the Certified Nurse Aide (CNA) Plus Program, both starting in January. The EMT program consists of about 171 hours of lectures, 15 to 20 hours of online instruction, an auto-extrication class, and an eight-hour clinical hospital emergency-room observation designed to prepare the student for the Massachusetts State Certification Examination. The program, based on the Department of Transportation curriculum for Basic Emergency Medical Technician, is approved by the Massachusetts Office of Emergency Medical Services. Daytime and evening classes start Jan. 22. Visit www.stcc.edu/wdc or call (413) 755-4225 to enroll. The CAN Plus Program at STCC is designed to provide participants with job skills that will allow entry into the healthcare field as well as preparation for the Massachusetts state board examination to become a certified nurse aide. Day classes, which start Jan. 22, will be held Monday through Thursday, 9 a.m. to 2:30 p.m. Students will receive clinical experience in a local nursing home under the supervision of registered nurse (RN) instructors. Major topics will include vital signs; moving and turning patients; personal-care basics; bed making; bed, bath, and feeding; record keeping; and responding to emergencies. This course will also include a Home Health Aide Training Certificate and an Enhanced Alzheimer’s Module. Students will attend a job fair scheduled at the conclusion of this program. Evening Classes for BASIC CNA start Jan. 28, and will be held Monday through Friday, 4-9:30 p.m. The Workforce Development Center at STCC offers a wide variety of entry-level health programs. Visit www.stcc.edu/wdc or call (413) 755-4225 to enroll.

EMT Training at HCC

Jan. 30 to April 28: Holyoke Community College is now enrolling students for its spring-term Emergency Medical Technician training program. The HCC EMT Training Program consists of 170-plus hours of in-class lectures and additional online study, training, field trips, and workshops that prepare students to take the state certification exam. The majority of the training takes place on Tuesdays and Thursdays fom 6 to 10 p.m. at HCC’s new, state-of-the-art Center for Health Education, home to the college’s Nursing and Radiologic Technology programs. Last year, HCC received a $127,741 state Workforce Skills Capital Grant to purchase new equipment to enhance its EMT training program. The course uses equipment identical to that found in modern ambulances. The program makes extensive use of the medical simulation labs in HCC’s Center for Health Education. Some of the grant money was used to purchase a patient simulator specifically designed for EMT and paramedic training that hemorrages and can be hooked up to a defibrillator. The course is taught by instructor Mike Marafuga, an EMT with the Southwick Fire Department. For more information or to register, contact Ken White at (413) 552-2324 or [email protected].

40 Under Forty Nomination Deadline

Feb. 16: BusinessWest magazine will accept nominations for the 40 Under Forty Class of 2017 through the end of the work day (5 p.m.) on Friday, Feb 16. The annual program, now in its 12th year, recognizes rising stars within the Western Mass. community, which includes Berkshire, Franklin, Hampden, and Hampshire counties. This year’s group of 40 will be profiled in the magazine’s April 30 edition, then toasted at the June 21 gala at the Log Cabin Banquet & Meeting House in Holyoke (see below). The nomination form, which can be found online at businesswest.com/40-under-forty-nomination-form, requests basic information and can be supported with other material, such as a résumé, testimonials, and even press clippings highlighting an individual’s achievements in their profession or service to their community.

Difference Makers

March 22: The 10th annual Difference Makers award program, staged by BusinessWest, will be held at the Log Cabin in Holyoke. The winners will be announced and profiled in the Jan. 22 issue. Difference Makers is a program, launched in 2009, that recognizes groups and individuals that are, as the name suggests, making a difference in this region. Tickets to the event cost $75 per person, with tables of 10 available. To order, call (413) 781-8600, ext. 100 or visit www.businesswest.com. Sponsors to date include Sunshine Village and Royal, P.C. Sponsorship opportunities are still available by calling (413) 781-8600, ext. 100.

40 Under Forty Gala

June 21: The 12th annual 40 Under Forty Gala is a celebration of 40 young business and civic leaders in Western Mass. The lavish cocktail party, to be held starting at 5:30 p.m. at the Log Cabin in Holyoke, will feature butlered hors d’oeuvres, food stations, and entertainment — and, of course, the presentation of the class of 2017. Also, the third Continued Excellence Award honoree will be announced. Tickets will go on sale soon at $75 per person (tables of 10 available), and the event tends to sell out quickly. For more information, call (413) 781-8600, ext. 100, or e-mail [email protected].

Daily News

CHICOPEE — Elms College’s School of Nursing recently held a white-coat ceremony to honor the college’s third class of DNP (doctor of nursing practice) students as they move from the classroom into clinical practice training. The 17 honorees started the program in fall 2016 and will begin their clinical practice in January.

“This ceremony formally acknowledges that our DNP students will begin their clinical rotations within regional healthcare facilities and practice settings, specific to their advanced nursing-specialty track,” said Teresa Kuta Reske, director of Doctoral Studies and program development for the DNP program at Elms College.

The ceremony included remarks from Kathleen Scoble, dean of the School of Nursing, and Elms President Harry Dumay, as well as an oath, a blessing of the white coats, and the presentation of the coats to the students.

“Your chosen profession, or should I say your vocation, is needed more than ever,” Dumay told the honorees. “While advances in science and technology contribute to extend life expectancy and to prolong individuals’ active participation in society, the demands on our healthcare system are more numerous and complex. The need for practitioners who are trained at the highest level, with multiple skills and real-life experiences, who are ready to reinvent themselves as knowledge expands and technology evolves, is more acute today than ever. Your training as a doctor of nursing practice is preparing you well to meet today’s and tomorrow’s societal needs.”

In the keynote address, Lisa Erickson, director of Advanced Practitioners for Baystate Health System, told the white-coat honorees to “go your own way. Do not let a job description define you or your role. Go into territory that is new or less known, or even completely unknown. You are ever-evolving — your role will always evolve. As Thoreau wrote, ‘go confidently in the direction of your dreams.’”

The Elms College DNP program addresses the growing need for advanced-practice nurses in adult and family care as the population ages and the demand for primary care continues to grow, Scoble said. “Our first DNP-NP class has graduated and entered the practice field, and our second cohort will be graduating this spring. We are delighted to be marking the passage of our third cohort into their advanced-practice clinical training.”

Features

Impact Hire

Jim Ayres

Jim Ayres

Jim Ayres, who took the helm at the United Way of Pioneer Valley this past spring, arrived knowing he would be leading the organization through a time of significant change and challenge. His elaborate to-do list includes efforts to increase efficiency, do a better job of telling the United Way’s story to the younger people who probably don’t know it, and continuing the work of building coalitions to take on the many issues confronting the region’s communities and families.

There’s an old map hanging on the wall just inside the door to Jim Ayres’ office within the United Way of Pioneer Valley’s suite at the TD Bank building.

One of many he owns, it depicts Hampden and Hampshire counties and the areas just outside them, which means it covers the territories served by his last two employers — the United Way of Hampshire County was the other.

There’s no visible date on the map, but there are plenty of clues as to how old it may be. For starters, Dana, one of four towns disincorporated in 1938 to make way for the Quabbin Reservoir, is on the map. (Greenwich, Prescott, and Enfield were the others). Also, Holyoke takes what’s known to some as its ‘old’ shape, meaning the one before the area in Northampton known as Smith’s Ferry (that finger-shaped sliver of land so recognizable on today’s maps) became part of the city in 1909.

The map drives home the point that changes to the region’s landscape came about slowly, over several decades.

And that is in sharp contrast, in most respects, to the changes in the landscape for the United Way as a whole, the two that serve the region on the map, and the one based in Springfield in particular.

Indeed, that suite of offices downtown is roughly half the size it was just a few years ago (the Springfield Symphony Orchestra now occupies the other half), and the group working there is also about half the size it was not long ago. And most importantly, its annual fund — the amount it puts to work in the communities it serves — is about half as big (roughly $2 million) as it was.

A decision by MassMutual to no longer run a traditional United Way campaign and instead contribute to groups serving the community through its own foundation played a huge role in those developments, but other factors have contributed as well.

These include everything from changes in the demographic breakdown of the region’s business community (there are far fewer large employers now) to changes in how businesses of all sizes give back to the community — there’s more direct giving now, and also a host of new vehicles such as Valley Gives Day and individual foundations like the one at MassMutual.

“United Ways are in a place where technology, giving practices, and general educational changes have all changed the work that we need to do,” Ayres explained. “And while for a long period of time United Way was a household name and people widely understood what United Ways did, a lot of that has changed.

“There are a lot of other options now for people to give to support organizations in their community,” he went on. “It really behooves our organization to make the case as clearly as possible about what we do and the benefits of giving through this particular option.”

All this adds up to a serious, complicated, even painful period of adjustment that is very much ongoing, said Ayres, who last spring took on the job of leading those efforts for the UWPV.

He did so for a number of reasons, including the fact that he isn’t daunted by stern challenges; in fact, he’s always embraced them. Also, though, he believes he possesses the proper skill set for the multi-faceted task at hand, including the ability to build coalitions, strong communication skills — both within an organization and externally as well — and even achieving success in a region dominated by small (make that very small) businesses, Hampshire County. He also has an MBA, one focused on nonprofit management, and another degree in international relations focused on migration issues.

There are a lot of other options now for people to give to support organizations in their community. It really behooves our organization to make the case as clearly as possible about what we do and the benefits of giving through this particular option.”

“My career in Western Mass. has been about bringing people together in communities to make communities a better place to live and a better place for kids to grow up,” he explained.

Ayres said this adjustment period for the UWPV involves a number of initiatives, from work to become leaner and more efficient to efforts to better tell the agency’s story and relate its still-substantial role in bettering life for residents of area communities, to initiatives that go well beyond merely writing checks.

For this issue, BusinessWest talked at length with Ayres about his new assignment with the United Way of Pioneer Valley, and also about the changing landscape for the United Way and philanthropy in general, and how organizations like the one he now leads must adjust to those changes.

Change Agent

As noted earlier, Ayres brings a diverse skill set to his current role, one amassed through nearly 30 years of work in education and nonprofit management, realms he says have more similarities than most would believe.

A graduate of Hampshire College, where he concentrated in “political and social issues in education,” he started his career in Boston’s Chinatown and surrounding neighborhoods as co-director and lead classroom teacher for the Boston Catholic Chinese Community Children’s Program.

After relocating to Western Mass., he went to work for the Springfield Public Schools, specifically as education summit coordinator and ‘community involvement coordinator.’ In that role, he said, he built effective coalitions between the school system and community stakeholder groups, including neighborhood associations, human-services providers, parent groups, communities of color, and private industry.

From there, he went to work for the Hampshire County Action Commission, serving as project director of the Hampshire County Family Network. In that role, he developed and administered a multi-agency collaborative that provided comprehensive services for families and children. Later, he became executive director of the Northampton-based Center for New Americans, a regional education, advocacy, and resource center for immigrants and refugees in Western Mass.

uw_4p_ful_pioneervalley_v3

His career with the United Way began in 2011, when he became CEO and executive director of the Hampshire County agency. During his tenure there, he was credited with energizing the organization and expanding the donor base, funding diversity, and overall revenue at a time when most United Ways were going in the other direction.

“I had worked in individual organizations, but had been very interested in addressing challenges from a strategic level and from a macro level,” he noted while explaining why he joined the national organization. “And United Ways are organizations very well-suited to do that; we have relationships with the nonprofit service community, and we have relationships throughout the business community and with individuals as well. And United Ways are uniquely positioned to pull those assets together to make a difference, so I was excited to join the United Way and do that work.”

His track record of success in Hampshire County certainly caught the attention of UWPV’s board as it went about the task of finding a successor to the retiring Dora Robinson, and Ayres came on board late last spring.

Since then, he’s been focused on what he called “structural changes,” a broad term used to describe efforts to enable the agency to operate as efficiently as possible while still carrying out its multi-dimensional mission, shore up relationships with existing businesses, and develop ways to recover the donations lost from MassMutual’s decision.

At the same time, he and the agency continue to proactively adjust to that changing landscape described earlier, he said, adding that both assignments obviously constitute work in progress.

As he talked about the assignment he’s assumed — and the situation facing all United Ways across the country — Ayers said the challenges come on many levels, including one that Baby Boomers probably couldn’t fathom — name recognition and awareness.

Indeed, while those who grew up decades ago are well-versed when it comes to the United Way name, mission, and even some of the controversies that have enveloped the agency over the years, Millennials are far less familiar with the organization — and the concept.

“We’re finding more and more young people we approach either in the workplace or in the community who are very open to the idea to the idea of supporting the United Way, but haven’t necessarily heard of it before,” he said. “Or, if they have heard of it, they aren’t necessarily familiar with what it is that the United Way was created to do. So introducing ourselves, or re-introducing ourselves, is very important.”

And in that respect, the United Way has dropped the ball, or at least taken its eye off it, he went on, adding that, in many ways, it failed to realize these generational differences.

“A lot of United Ways didn’t recognize the degree to which generational changes were going to impact our work and have wound up playing catch-up,” he explained, adding that this was a challenge to most all United Ways, including the UWPV.

Forward Progress

Another challenge, obviously, is to maintain the ability to stand out amid the many other ways that individuals and businesses can contribute to nonprofits and causes.

“The history of United Way, and a piece of where we see our impact, is allowing people to give easily through payroll deduction — giving where they work,” he told BusinessWest. “And giving with the trust to know that the dollars they give will have a long and lasting impact. Part of the power of United Ways come from our ability to aggregate those gifts; so, even though roughly 40% of the gifts we receive are from people giving between $1 and $4 per paycheck, we’re able to aggregate those into significant-size grants that really change the capacity of the organizations we work with.”

A lot of United Ways didn’t recognize the degree to which generational changes were going to impact our work and have wound up playing catch-up.”

Overall, the United Way and individual chapters like the UWPV have to do a better job of telling their story, said Ayres, adding that this is just one of the subjects discussed at the regular gatherings of United Way officials.

Part of this ‘telling the story better’ involves making it clear the many ways in which this is still your father’s, or your mother’s, United Way, but one that nonetheless has changed with the times. And these discussions focus on everything from a more results-driven approach to the agency’s giving to the ways it goes beyond awarding grants, to its ongoing ability to bring groups together to tackle larger problems that require such coalition-building efforts.

And Ayres had specific thoughts on all of the above, starting with the coalition-building work, which, he said, is essentially the essence of the United Way.

“This organization is based on the idea that, to create a meaningful and lasting impact in our community, very few of us have the resources, the time, or the volunteer hours to do that on our own,” he said. “But if our businesses, our employees, and our neighbors are able to come together and work on challenging problems together, we’re able to have a much stronger impact than we would alone.”

And this operating philosophy is being put to work, and to the test, with efforts to assist those who have left hurricane-ravaged Puerto Rico for communities in Western Mass.

“Many of the funders in Hampden County have been asking the question, ‘what can we do to support those individuals, and what can we do help the organizations that are going to helping those displaced people coming in, and what can we do to shore up the core functions that those organizations already provide so they don’t have to pivot away from their core services?’” he said. “So United Way convened a core group of eight or nine foundations and funding organizations to look at how we can use our dollars collaboratively.”

A fund has been established by the United Way to provide grants to the welcome centers that are assisting those displaced by the hurricane, he went on, adding that this is just one example of the agency’s coalition-building powers, and also an example of how it can and does go well beyond the traditional payroll-deduction method of raising funds for specific causes.

“This was a case of philanthropic organizations putting our heads together and saying, ‘how can we be stronger?’” he went on, adding that, moving forward, the United Way will playing even more of a convening role, as he called it, because this is one of its greatest strengths.

Mapping Out a Course

Getting back to that map on Ayres’ wall, it does a good job of driving home the point that time doesn’t stand still.

Dana, Prescott, Greenwich, and Enfield were erased from the map almost 70 years ago. And the Smith’s Ferry area has played a huge role in Holyoke’s history.

Time doesn’t stand still for the United Way, either. Thus, it is incumbent upon the organization to change with those times in order to be relevant and continue to carry out its important work.

It doesn’t say as much on Ayres’ job description, but that’s essentially what he was hired to do.

And he believes he’s in the right place at the right time.

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

Economic Outlook Sections

On the Bright Side

By Richard Sullivan

Richard Sullivan

Richard Sullivan

The state of the region’s economy is strong, and the economic outlook is bright. That’s a simple statement, but let’s look at the facts that support that optimism.

We all have read of the important investments that MGM and CRRC, the Chinese rail-car manufacturer, are making in Springfield. Less-reported is the some $5.2 billion of economic-development projects that have recently occurred or are currently underway in our region.

In a 2016 study, the Economic Development Council of Western Mass. (EDC) catalogued the growth in each community — from housing developments to manufacturing companies expanding and relocating to the area; from transportation investments to growth in our public and private education systems. That study shows strong and important regional investments, and this trend is continuing.

MGM and CRRC are certainly important regional economic-development projects for the jobs they are creating, the taxes they will pay, and the many public benefits they are required to provide through their host-community agreements. However, the biggest economic impact the projects will have is when they contract with local businesses as part of their operational and supply chains. MGM specifically is using best efforts to annually contract locally for $50 million in goods and services. These dollars will stay local, provide additional economic opportunities, and create more jobs in companies that are part of the fabric of our communities, hiring our neighbors, paying local taxes, and supporting our local charities. It is an opportunity we are capitalizing on, but one that we can’t lose sight of.

Another bright spot within the local economy is tourism. You may think Boston, San Francisco, or New York, but maybe not Western Mass., when it comes to this important sector. However, tourism is the third-largest industry in the region. Approximately 3 million visitors come to the area each year, spending $750 million, producing an estimated $17 million in state and local taxes, and supporting 5000 jobs.

Mary Kay Wydra, president of the Greater Springfield Convention & Visitors Bureau, is bullish on the growth of tourism in Western Mass., with the addition of MGM, the Dr. Seuss Museum, a soon-to-be-refurbished Basketball Hall of Fame, continued investment at Yankee Candle and Six Flags, and more. She is confident that annual visitorship will grow. Tourism is a vital part of our economy and will become even more important beginning in 2018.

Still another source of optimism and good news is the growing amount of entrepreneurial energy in the region.

Indeed, at the recent “State of Entrepreneurship in the Valley,” hosted by Steve Davis and the EDC entrepreneurship committee, the focus was on the growth of a relatively new sector for the region — innovation, startups, and entrepreneurship. In 2015 and 2016 alone, more than 9,000 people attended a Valley Venture Mentors (VVM) event; there are currently 613 part-time and 227 full-time jobs in the startup ecosystem, and just under $27 million of revenue and investment was created in the region. If all the startups were under one roof, they would represent the 11th-largest company in Springfield.

The entrepreneurship ecosystem is growing up and down the Valley. VVM works closely with initiatives in Franklin County and SPARK in Holyoke; our local colleges and universities have all carved out leadership positions; Greentown Labs, based in Somerville, Mass., has opened a manufacturing office at the Scibelli Enterprise Center; and the Grinspoon Entrepreneurship Initiative is a national leader in elevating the importance of entrepreneurship and recognizing entrepreneurial excellence among college students. A new group, Women Innovators & Trailblazers (WIT), is establishing itself in order to ignite a women-led innovation economy in Western Mass. and beyond. This is an exciting and quickly growing sector in the region.

I see additional new sectors growing in the region that can become centers of excellence for Western Mass. This year, UMass Amherst, in cooperation with the EDC, hosted an event highlighting its national leadership position in the field of green technology and the environment. The event was sponsored by the Massachusetts Clean Energy Center and focused on building technologies, water innovation, and clean energy and storage. Companies from across Massachusetts came to discuss the quickly growing green-technology cluster and the partnerships that can be developed between the private sector and the university for research and development, but also talent development.

Bay Path University recently staged its fifth annual Cybersecurity Summit, showcasing the work it is doing in the field of cybersecurity. President Carol Leary, who serves as a member of the Department of Homeland Security’s Academic Advisory Council, said “it is critical for higher education to be a central part of this emerging cyber ecosystem. We are developing the right talent, the diverse talent needed to be a part of the cybersecurity workforce. To the students pursuing a cybersecurity career — you are the future, you are qualified, and we need you more than ever.”

Western Mass., because it is home to a significant number of universities, colleges, community colleges, and technical schools, finds itself in an enviable position because it can supply the workforce of the future.  Still, there is no doubt that the biggest issue facing our existing companies, and the companies of the future, is their ability to find, develop, and retain a high-quality workforce.

We need to coordinate with all the great workforce-development organizations in the region and leverage the high-quality education institutions that call Western Mass. home to meet this demand.

When we do, our future economy will be bright.

Richard Sullivan is president of the Economic Development Council of Western Mass.; [email protected].

Education Sections

The Plot Thickens

An architect’s rendering of the new branch library to be built in East Forest Park.

An architect’s rendering of the new branch library to be built in East Forest Park.

As she talked about libraries, and borrowed (that’s an industry term) from Mark Twain when she said their death was greatly exaggerated, Molly Fogarty used some words and phrases that definitely brought her argument home.

That’s because these are not the kinds of things that would have been said about these institutions a century ago, or perhaps even a decade ago.

“Libraries help level the playing field,” said Fogarty, director of the Springfield City Library. “They help people cross the digital divide; they’re technology hubs.”

Elaborating, he said that, in this computer age, access to the Internet isn’t anything approaching a luxury. It’s a necessity, for those who want to learn, apply for a job, or fact-check a work project.

And providing that access is just one of the ways libraries have changed over the years, from when they were mostly, but not entirely, book repositories.

“Books are still a big part of what we do, but there’s so much more,” she said. “Libraries are the one place where you can get help, get questions answered, use a computer, borrow materials, attend a program … and it’s all free. We have 700,000 visitors a year, and if we weren’t here, where else would they go?”

Molly Fogarty

Molly Fogarty stands in Wellman Hall at the main branch of the Springfield City Library. It’s empty at this moment (the library was closed at the time), but within five minutes of opening each day, she said, each computer is occupied.

Which brings us to the planned new East Forest Park branch of the Springfield Library. This is a facility that has been talked about for decades, and it’s been on the proverbial drawing board for a few years now. Funding has been secured from the city and state that will cover a good deal of the $9.5 million price tag, and a capital campaign, titled Promise Realized, has been launched to raise the remaining $2 million.

Matt Blumenfeld, a principal with Amherst-based Financial Development Agency (FDA), which has coordinated fund-raising campaigns for new libraries and additions across the state and beyond, said the Springfield project provides an intriguing tutorial, if you will, on the changing and expanding role of libraries and their continued importance to individual communities.

Library-building projects contribute jobs and additional vitality to downtowns and specific neighborhoods, he told BusinessWest, but the libraries themselves act as community resources vital to residents.

“It’s much more than the children’s room and a lending library,” he said, adding quickly that these components are obviously still part of the equation. “It’s a community information hub, and that’s so important in communities where there is a lot of need.”

For this issue and its focus on education, BusinessWest looks at the East Forest Park branch project and the many ways in which it captures the changing landscape for libraries and shines a bright spotlight on their growing, not waning, importance to those who walk through their doors.

A New Chapter

Blumenfeld calls it his cubicle.

This is the small office cleared for FDA on the fourth floor of Springfield’s Main Library on State Street, one of the city’s enduring landmarks.

Two desks have been shoehorned into the space, which is a command post of sorts for the Promise Kept campaign, which was launched in September and will continue for the next 15 months or so.

Blumenfeld, who has operated out of such spaces at more libraries than he can count, will be in his cubicle at least two days a week by his estimates as he coordinates the campaign and makes the case for individuals, families, and businesses to donate.

It’s a strong case, and, as noted earlier, one he’s made often in this region over the past several years. Indeed, FDA coordinated the campaigns for new libraries or expansions in West Springfield, Chicopee, and Holyoke, among many others.

He said Springfield’s campaign, already off to a solid start, is similar to many others in that many of those being asked to contribute have questions about the future of both books and libraries.

“The challenge we always have in a campaign is to get donors to understand that the library of the future serves many of the same functions as the library they think about,” he explained. “The Holyoke Public Library was founded with the motto ‘the People’s College,’ and that’s really the sense of what a library is. It’s a learning commons for everyone, and all you have to do is walk through the door.”

The case for libraries is best summed up in those phrases used by Fogarty earlier. Indeed, while libraries will always be a place to borrow a book, video, or piece of music, and also a place where people can find quiet and a place to read, study, and conduct research (often with others), these facilities now level that playing field Fogarty mentioned.

And this role takes on new meaning in communities like Springfield, where many families live at or below the poverty level and Internet access is often beyond their budget and, therefore, their reach.

To get her points across, Fogarty talked about what would be a typical day at the main branch, and specifically the computer room.

Matt Blumenfeld

Matt Blumenfeld says that today, libraries are community information hubs, and, therefore, vital resources for cities and towns.

“When we open the central library, within five minutes, all of the computers are being used,” she said, adding that there are 45 of them currently, and they will be used by roughly 100,000 visitors over the course of a year.

“People are waiting to get in,” she went on. “And we have a reservation system; if a computer isn’t available when they arrive, they can make a reservation for later in the day — and they do.”

There’s a reason for this — actually, several of them, she said.

“There is a digital divide in this country; if you have a computer at home and you have sufficient Internet access, your children are able to do their homework at home, you’re able to do research at home, you can apply for a job at home. If you don’t…”

Her voice tailed off as if to say, before she actually said it, that those on the wrong side of this divide are at what would have to be considered a societal disadvantage.

“You can’t apply for a job right now unless you do it online,” she went on. “That’s the way you can do it. So we’re bridging that digital divide for a large number of people.”

And this bridge involves more than a computer and a mouse, she went on, adding that library staffers will assist patrons with setting up an e-mail account, with writing a résumé, and in countless other ways.

They’ve been doing all that in what has passed as the East Forest Park branch for the past 15 years or so. This would be the small storefront, a former video store, actually, on Island Pond Road. There are six computers at that facility, said Fogarty, adding that there will be 56 at the new, 17,000-square-foot, single-story branch to be built on the grounds of the Mary Dryden School on Surrey Road.

The new facility will feature a so-called ‘teen zone,’ a children’s area, and “quiet study rooms,” said Blumenfeld, adding that now, perhaps more than ever, libraries have become gathering spots and resources for all members of a family.

Fogarty agreed, adding that the Springfield City Library has literally thousands of programs for young people and adults alike, and they are focused on everything from workforce training to adult literacy; from poetry to creative writing. And many of them have waiting lists.

The Last Word

The tagline for the Springfield City Library reads “All Yours, Just Ask.”

Those four words speak volumes — in every way, shape, and form — about this institution and all those like it. There is so much there for the visitor, and all he or she has to do is ask.

It’s always been that way, but today, when there is a digital divide that represents an extremely deep crevasse, the importance of libraries, contrary to what may be becoming popular opinion, has never been greater.

And in that respect, ‘Promise Kept’ is more than a slogan attached to a fund-raising campaign — it’s an operating mindset.


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

Insurance Sections

Avoiding the Winter Blues

policysecartWinter weather brings a host of insurance risks to homes and businesses, from ice dams wreaking havoc on a building’s interior to frozen and burst pipes causing serious water damage, to liability issues if someone falls on the ice on the front sidewalk. Insurance policies help protect property owners against exposure to such events, but just as important are common-sense preparations to minimize such risks in the first place.

John Dowd Jr. remembers 2011 well. That’s the year that brought Western Mass. a tornado in June, a tropical storm in August, and the out-of-nowhere snowstorm in late October. It was, in short, a rough year for insurance claims.

But the first rush of claims arrived in February, recalled Dowd, president and CEO of the Dowd Insurance Agencies in Holyoke. That was when a constant barrage of snows and thaws built up ice dams along countless homeowners’ rooflines, many breaking through the walls and dousing the interior with water.

“Ice dams are nothing new; it’s the confluence between snowfall and warming temperatures that create the backup,” he said. “That year, it was especially bad, coming after heavy snowfalls and creating enormous claims. People had situations where water was literally pouring into their living room.”

That’s especially true of older homes, he added, as many newer houses are built in a way that minimizes the flow of warm air into the cracks that fosters the growth of ice dams. However, while the damming phenomenon is nothing new, what has changed is insurance companies’ tolerance for paying for the damages, he went on.

“There’s a national database of claims histories that insurance companies can access. If you’ve had claims, they ask you what steps you’ve taken to keep this from happening again,” Dowd explained, citing options from professionally installed electrical wiring on the roof to plastic panels designed to prevent dams from forming. “And if you haven’t taken those steps, in some cases, insurance companies are not going to insure you.”

While some of those remedies, like the wiring, aren’t cheap, he added, no one wants to go through an ice-dam experience — not the insurance company, and certainly not the homeowner, who must grapple with interior damage and loss, and perhaps mold issues down the line.

David Matosky, operations director at First American Insurance in Chicopee, noted that standard homeowners’ insurance typically covers damage to a structure as a result of an ice dam, but will not cover the expenses to eliminate or prevent the root cause of the ice dam. It also will not cover water damage to the contents of the structure as a result of the dam, though customers can check with their agent to see if they can add such coverage.

David Matosky

David Matosky says home and business owners can avoid winter-related claims by taking some strategic steps.

And it’s a growing concern at a time when the climate seems to be changing — check out all the leaves still on trees a week into December — and temperatures that fluctuate between freezing and balmy. Those kinds of conditions with snow mixed in are fertile ground for ice dams. “That’s when you get big problems,” Dowd said, “so it’s smart to invest in some kind of protection.”

In fact, ice dams are far from the only winter hazard that concerns homeowners, business owners, and insurance companies alike. And, like the dams, most of those hazards can be anticipated, and steps taken to minimize the risk well in advance.

“Make sure your attic is properly insulated,” Matosky said. “Take the time now to buy a shovel and roof rake, not after you’ve gotten 15 inches of snow. And you have to be consistent and clean snow from the roof on a regular basis, as long as it’s safe — we don’t recommend people going up on a two-story house to clear snow, so maybe bring in a professional who knows how to do it. If you have damaged singles on the roof or the drip guards are in need of repair, take care of that now, before the snow starts falling.”

After all, insurance professionals say, buying coverage is just one element in protecting one’s assets from seasonal damage; the other is simply common sense and preparation.

People Get Ready

Matosky noted that, while it’s good to have insurance, filing a claim is never an enjoyable experience.

“There’s a distinction between a loss and claim. A loss is when something bad happens; a claim is where you’re able to have the loss paid for,” he said. “In some events, you may have a loss but not have a claim, and you’re left holding the bag.”

That’s why the best way to prepare for winter events is to take the necessary steps to minimize the chances of a loss in the first place, he said. That means not only buying a roof rake before the snow season begins, but also maintaining and testing snow-blowing equipment before a blizzard kicks up. “One of the worst things is getting 12 inches of wet, heavy snow, and you go to start your snowblower, and it doesn’t start.”

Dowd’s agency recommends several steps to prepare for winter, advising clients to insulate the pipes in their crawlspaces and attic, as exposed pipes are most susceptible to freezing, and to seal air leaks, not only to improve the home’s heat efficiency, but to protect the pipes. With severe cold, even a tiny opening can let in enough cold air to cause a pipe to freeze; and

Also, before winter hits, homeowners should disconnect garden hoses and use an indoor valve to shut off water to the outside, then drain water from outside faucets to reduce the chance it will freeze in the short span of pipe just inside the house.

Be Aware of
Indoor Risks, Too

With fires and space heaters for warmth, candles and holiday décor for ambiance, and more indoor cooking and entertaining, the risk for fires in homes increases exponentially in the colder months. The Dowd Insurance Agency in Holyoke offers these helpful tips to keep in mind:
• Be sure your chimney is inspected and cleaned regularly based on how much you use it, and ensure the flue is open before you light a fire.
• Candles should not be left to burn unattended, or within easy reach of children, pets and flammable materials like curtains and holiday decorations. The same goes for space heaters.
• Take care not to overload electrical outlets with holiday decorations or small appliances like space heaters.
• Do not leave items on the stove unattended, and keep towels and other flammable materials away from the cooktop.
• Be sure you have a fire extinguisher easily accessible in your home, and that you know how to use it.

Power loss after a storm is another hazard, which is why Dowd recommends people have a backup generator easily accessible, so they can at least run the heat, their refrigerator, and a few lights. He recalled the freak October 2011 snowstorm that felled trees and power lines throughout Western Mass. and knocked out power in some communities for extended periods.

“We had no lights, no heat for a week in my house, and I didn’t have a generator, so we just lived without power,” he told BusinessWest. “We felt like we were pioneers.”

Loss of power can also cause pipes to freeze up, which is especially dangerous for people who head down south for vacations during the winter. Fortunately, Dowd said, technology is available to alert people remotely when temperatures drop in their home. Even so, he added, it’s a good idea to shut off the water main before leaving for an extended time, so if power shuts off and the pipes freeze and break, the water damage in the home will be minimal.

Other holiday risks may not be so obvious, such as the possibility that thieves are scoping out houses that may be stocked with Christmas gifts. Dowd recommends shutting the curtains at dusk to prevent would-be burglars for scoping out what’s in the house, or using a timer for indoor lights while away so the house doesn’t look empty, or installing motion-sensor lights outdoors as a deterrent. Such a device, or, even better, a complete security system, may qualify for a discount on the homeowner’s insurance policy.

Staying Upright

While water and fires can cause tremendous damage in a home, there are other hazards that increase during the colder months as well. One of the most important is the liability risk from slips and falls on driveways and sidewalks that may not be completely cleared of ice and snow, or properly de-iced or sanded, after a weather event.

“That’s an issue for commercial properties as well as landlords and homeowners,” Matosky said. “Most towns have ordinances that you have to remove snow and ice from your sidewalk at the end of a storm.”

And that means keeping it off, both with additional shoveling or plowing as necessary and with ice-melting agents. “And if the commercial property is hiring someone to do the snow removal, they should make sure they have the correct coverage; if they don’t plow or shovel correctly, and someone falls, they need to make sure they have the coverage to respond to such a claim.”

Property owners with steeply pitched roofs often have to worry about snow constantly falling as the weather warms after a storm, and they could be liable if snow or ice falls on a passerby, so they need to take a combination of steps, from clearing snow regularly, if possible, to simply posting signs or barricades to keep people out of danger spots.

Meanwhile, with more homes and businesses installing solar panels on the roof these days, there’s also the danger of sheets of snow sliding off those panels onto the ground below.

A lot to think about? Sure, but planning ahead for the winter weather — and responding quickly after a storm — can go a long way toward avoiding the types of losses and claims that cause headaches for property owners and insurers alike.

“We’re conditioned in our business to think of the worst-case scenario — what could happen? — and then develop a disaster plan,” Dowd said. “These things probably won’t happen, but they may happen, and you want to do all you can to mitigate the damage.”

Joseph Bednar can be reached at [email protected]

Departments People on the Move
Keith Nesbitt

Keith Nesbitt

Community Bank N.A. announced that Keith Nesbitt has been promoted to vice president, commercial banker. In his new role, Nesbitt will manage new business with present and prospective customers, as well as maintain current customer relationships. He will also be responsible for providing direct service to commercial customers pertaining to deposit, loan, and other products and services. “We are very pleased to recognize Keith for all of his incredible efforts and contributions to Community Bank N.A.,” said Geoffrey Hesslink, regional president. “He has always gone the extra mile to meet the needs of our customers and possesses a wide knowledge of loan management. I am excited to see what he will do for our customers at this next level.” Nesbitt joined the Community Bank N.A. team through its acquisition of Merchants Bank earlier this year. He joined Merchants in 2016 as the regional commercial credit officer for NUVO, a division of Merchants Bank. Nesbitt has 12 years of experience in commercial lending, portfolio management, and credit administration in regional and community banking institutions. Nesbitt earned his bachelor’s degree in advertising from University of Georgia, his master’s degree in education from Georgia State University, and his MBA from Keller Graduate School of Management. Outside of the office, he is a member of the Western Massachusetts Football Officials Assoc.

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Sarah Pfatteicher

Sarah Pfatteicher

The board of directors of the Five College Consortium has appointed Sarah Pfatteicher to be its new executive director, succeeding Neal Abraham, who will be retiring after nine years at the helm of the higher-ed collaboration. Pfatteicher is currently associate dean for Academic Affairs and a research professor at the University of Wisconsin-Madison. “The board was impressed with the breadth and depth of experience that Sarah will bring to the position,” said Jonathan Lash, president of Hampshire College and of the Five College board of directors. “The level of leadership she’s shown at the University of Wisconsin in both academic and administrative endeavors is remarkable, and will serve the consortium well.” Pfatteicher attended Northfield-Mount Hermon School and graduated from Smith College before earning her Ph.D. at the University of Wisconsin-Madison. She has held a variety of positions at the university and currently oversees more than 70 academic programs, services for 5,000 students, and a budget of $2.3 million. She has extensive experience in both academic and administrative efforts, having created new academic programs, led a major curriculum revision, coordinated strategic planning efforts, and helped develop a blueprint for diversifying the institution, all while teaching engineering courses. “I’m excited to return to the Pioneer Valley and honored to have the opportunity to work with these unique and storied institutions,” Pfatteicher said. “I’m particularly drawn to the unusual breadth of the Five College portfolio and its inclusion of both academic and administrative programs. I believe my own diverse higher-ed background will make me a good fit.” Chosen in a national search that considered some 200 candidates, Pfatteicher will begin working at Five Colleges on April 23.

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Olugbemiga Adekunle

Olugbemiga Adekunle

Holyoke Community College recently welcomed Olugbemiga Adekunle as its new dean of Science, Engineering and Mathematics. Adekunle had previously worked at Blue Ridge Community College in Virginia as a Computer Science professor and more recently as associate dean of Science, Technology, Engineering, Mathematics and English. He holds a bachelor’s degree in computer engineering from the University of Maryland Baltimore County and a master’s degree in electrical and computer engineering from the University of Illinois at Urbana-Champaign. He is currently pursuing his Ph.D. in instructional design and technology at Old Dominion University in Norfolk, Va. Before arriving at HCC in September, Adukenle spent the summer as a research fellow at the NASA Glenn Research Center in Cleveland for the third time to gain experience in systems engineering. “All of his experiences will serve him well in this position and support his work on behalf of the division,” said Monica Perez, vice president of Academic Affairs. Adekunle, whose parents moved to the U.S. from Nigeria before he was born, grew up in Nashville, Tenn. and later in Baltimore. At six-foot-five, he is an avid basketball player who also enjoys rapping, comedy, improv, and Star Wars. “I see people as well-rounded,” he said. “I want people to see me that way too.” He said he is excited to have a new challenge and the chance to put his administrative experience into action at HCC. “The focus of my work is making sure that students are successful. I also aim to ensure that faculty are supported and get appropriate training to help them advance their careers.”

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Donna Elmendorf, Dr. Claudia Gold, and Kate Jewson of the Austin Riggs Center have been recognized for their work in the Human Development Strategic Initiative, receiving the prestigious Anna Freud Educational Achievement Award from the American Psychoanalytic Assoc. (APsaA) schools committee. This annual award is presented to a person, school, or educational institution that furthers psychoanalytically informed work with educators, schools, and students in grades pre-K to 12. The prize and the accompanying honorarium will be presented during APsaA’s national meeting in February 2018. Founded in 1911, the American Psychoanalytic Assoc. is the oldest national psychoanalytic organization in the U.S. In 2016, the Austen Riggs Center launched its Human Development Strategic Initiative, the goal of which is to bring a deep, psychoanalytic understanding of human development to address social problems in Berkshire County. In order to do so, the initiative is working in close partnership with existing community organizations, including the Chapter One initiative of Berkshire United Way, a broad community coalition of practitioners who interface with young children and families. The program’s first project, the Discovering Your Baby Project, has as its centerpiece deepening the understanding and practice of infant mental health in Berkshire County through the use of the Newborn Behavioral Observations (NBO) system. The NBO, a clinical adaptation of the Neonatal Behavioral Assessment Scale (NBAS) developed by pediatrician T. Berry Brazelton, is explicitly designed not as an assessment, but as a relationship-building tool. The NBO is a family-focused intervention that can include mothers, fathers, siblings, and extended family. Thus far, a range of practitioners have been trained, including all maternity nurses at a local hospital (130 to 150 babies delivered each year), who have integrated the NBO into routine care. According to Elmendorf, director of the Austen Riggs Center Therapeutic Community Program, Activities Program, and Human Development Initiative, “we recognize that the capacity for regulation of attention, behavior, and emotion that is essential for success in school is laid down in the moment-to-moment interactions between infants and their caregivers. All those working together in Berkshire County share a primary task of promoting healthy parent-infant relationships starting at birth.” Gold, an infant mental health specialist, added, “families from the full range of socioeconomic backgrounds in our community may have struggled with generations of mental illness, substance abuse, or other adverse childhood experiences. As a small rural community, we are able to offer a population-based, rather than risk-based, intervention, normalizing and destigmatizing the challenges of the transition to parenthood.”

Daily News

AGAWAM — OMG Roofing Products has introduced a plate-marking tool designed to help roofers improve rooftop productivity by quickly locating and marking RhinoBond Plates installed under thermoplastic membranes.

The new RhinoBond Plate Marking Tool is lightweight, simple-to-use, and easy-to-maneuver. Simply roll the marking tool over a row of installed RhinoBond Plates. Every time it passes over a properly installed plate, the tool leaves a temporary mark on the surface of the membrane to identify the plate location. Plate marks are made with standard blue construction crayons and typically fade away within a few weeks.

The plate-marking tool is compatible with all thermoplastic membranes regardless of type or thickness. In addition, the tool’s handle is reversible for quick direction changes, and lies flat for rolling under rooftop pipes and raised equipment such as air-handling units. Other benefits of the new system include powerful sweeper magnets mounted on the front and back of the chassis that pick up any metal debris on the roof. The tool is provided in a protective carrying case for easy handling and storage.

“Many roofers understand the tremendous productivity and performance benefits that RhinoBond offers,” said Web Shaffer, vice president of marketing for OMG. “In fact, some roofers have reported productivity-rate improvements of up to 30%. To enhance the systems’ overall productivity offering, we wanted to make it even easier for roofers not only to find, but also to clearly ‘see’ the installed RhinoBond Plates beneath the membrane. The new RhinoBond Plate Marking Tool makes this possible.”

The RhinoBond System is designed for use with TPO and PVC roofing membranes. The system uses advanced induction-welding technology to bond roofing membranes directly to specially coated plates that secure the insulation to the deck. The result is a roofing system with improved wind performance that requires fewer fasteners, plates, and seams, and zero penetrations of the new membrane.

Headquartered in Agawam, OMG Roofing Products is a leading manufacturer of commercial roofing products featuring specialty fasteners, insulation adhesives, drains, pipe supports, productivity tools, and edge-metal systems.

Daily News

HOLYOKE — Holyoke Community College recently welcomed Olugbemiga Adekunle as its new dean of Science, Engineering and Mathematics.

Adekunle had previously worked at Blue Ridge Community College in Virginia as a Computer Science professor and more recently as associate dean of Science, Technology, Engineering, Mathematics and English.

He holds a bachelor’s degree in computer engineering from the University of Maryland Baltimore County and a master’s degree in electrical and computer engineering from the University of Illinois at Urbana-Champaign. He is currently pursuing his Ph.D. in instructional design and technology at Old Dominion University in Norfolk, Va.

Before arriving at HCC in September, Adukenle, who goes by Gbemiga (pronounced BENG-gah), spent the summer as a research fellow at the NASA Glenn Research Center in Cleveland for the third time to gain experience in systems engineering.

“All of his experiences will serve him well in this position and support his work on behalf of the division,” said Monica Perez, vice president of Academic Affairs.

Adekunle, whose parents moved to the U.S. from Nigeria before he was born, grew up in Nashville, Tenn. and later in Baltimore. At six-foot-five, he is an avid basketball player who also enjoys rapping, comedy, improv, and Star Wars.

“I see people as well-rounded,” he said. “I want people to see me that way too.”

He said he is excited to have a new challenge and the chance to put his administrative experience into action at HCC. “The focus of my work is making sure that students are successful. I also aim to ensure that faculty are supported and get appropriate training to help them advance their careers.”

Daily News

SPRINGFIELD — Debra Boronski, regional director for the Massachusetts Office of Business Development (MOBD), will hold office hours for business and community leaders on Monday, Dec. 18 from 8:30 a.m. to 12:30 p.m. at the Massachusetts Small Business Development Center office located in Building 101 of the STCC Technology Park, 1 Federal St., Springfield. Meetings will be held in the Peter Pan Room, located on the second floor.

MOBD is the state’s one-stop source for businesses seeking to relocate to Massachusetts and businesses wishing to expand their current operations here. It offers a range of expertise and services to help businesses flourish in Massachusetts. Its staff operates in regions across the state, providing businesses with on-the-ground knowledge and viable connections. It works closely with the private and public sectors to coordinate a range of resources.

Boronski oversees 117 cities and towns in Western Mass. and the Berkshires. Interested parties mail e-mail [email protected] or call (413) 733-5357 to reserve a time slot.

Health Care Sections

Screen Pass

socialmediadangerIn a nation where the vast majority of adults have a social-media presence, it’s not surprising that kids are clamoring to get in on the fun. But for teenagers, and especially the middle-school set, social media comes with its own set of additional traps, often magnifying and broadcasting incidents of peer pressure and bullying. There’s no real consensus on when kids should be allowed to use these ubiquitous tools, but experts agree that parents need to be involved in that decision — and well beyond.

Technology moves quickly, Dr. Bruce Waslick said. And young people are much better at keeping up with it than their parents.

“I’ve raised three kids, and the technology changed a lot from the time my first kid became a teenager to the time my third kid became a teenager,” said Waslick, chief of Child Psychiatry at Baystate Medical Center. “Things are moving so fast.”

Perhaps the most significant technological shift over the past decade — a seismic cultural shift, really — is the technology that almost 80% of all Americans are carrying in their pockets and purses: the smartphone.

nd make no mistake — it’s a tool that teens and tweens crave, particularly for access to the very public online realm of social media. But should they have that access? It’s a question doctors, parents, and tech experts have been grappling with for years, and still one without a definitive answer.

“So many kids now have access to smartphones and social media, and part of it can be great,” Waslick told BusinessWest. “People get connected to all kinds of information, and social media can be positive, helping kids communicate with each other and make relationships.

“The hard part is, kids are just so young, and they don’t know a lot about the world at that point, and they’re getting involved in very complex kinds of social-media functions they may not fully understand,” he went on, citing pitfalls from magnified self-image issues to cyberbullying. Online predators are another real concern, he said, because of the ease with which they can insinuate themselves into kids’ lives.

“In the old days, friends introduced you to friends, and vouched for them. Now, with a couple clicks, people get connected to people all over the country, and the world, with little filtering or regard for what they actually know about the people they’re connecting with.”

Melanie Hempe, a registered nurse and founder of Families Managing Media, a site that explores the hazards young people face in the online world, told Psychology Today that teenagers and pre-teens have a way of wearing their parents down with their desire to fit in to the Internet culture.

“Maybe because we’re exhausted from their constant begging for a phone, or because we think that all their friends have one, or because we want to upgrade ours to the latest model … we cave. We act on impulse. Our brain seems to regress like theirs, and we give them our old smartphone,” she explained. “And with that one little decision comes the world of social-media access — something we haven’t thought about and something none of us is prepared for.”

And she believes it’s a bad decision to give in, particularly before the high-school years. “Because the midbrain is reorganizing itself and risk-taking is high and impulse control is low, I can’t imagine a worse time in a child’s life to have access to social media than middle school.”

Specifically, she said, a tween’s underdeveloped frontal cortex can’t manage the distraction and temptations that come with social-media use. For example, “a tween’s ‘more is better’ mentality is a dangerous match for social media. Do they really have 1,456 friends? Do they really need to be on it nine hours a day? Social media allows — and encourages — them to overdo their friend connections like they tend to overdo other things in their lives.”

Dr. Bruce Waslick

Dr. Bruce Waslick

It’s a legitimate concern, said Dr. Yolanda Chassiakos, who serves on the executive committee of the American Academy of Pediatrics’ Council on Communications and Media. She cited a 2016 study showing that three-quarters of teenagers own a smartphone — close to the national average — and 24% of all adolescents report feeling “addicted” to their phone.

“Even parents young enough to be ‘digital natives’ themselves are worried about how to guide their children in this new digital media world and ensure the risks of media use and overuse are avoided,” she wrote, adding that increased sedentary media use usually corresponds to decreased sleep and a greater risk of obesity — as well as the psychological dangers Waslick and others have cited.

“Excessive media use has been associated with challenges such as isolation, victimization, depression, and Internet addiction,” she went on. “Unmonitored media use can leave children and teens vulnerable to online predators or allow them to make unwise decisions such as sharing inappropriate texts, videos, or photos.”

In other words, it’s a minefield. Just like the middle-school years themselves.

Not All Bad News

Waslick was quick to note the ways in which social media can exacerbate the social hazards tweens and teens already face.

“There’s a lot of peer pressure, as well as contacts with people posting inappropriate things online, disclosing personal details, getting into fights, a certain amount of cyberbullying,” he said.

The public nature of social media can take typical embarrassments and more serious incidents like bullying and magnify them, he added. “Sometimes, kids think when they type something, it’s like texting to somebody, but it’s being read by so many people. And one-on-one bullying is horrible enough, but bullying in front of large groups of people at the same time can be worse.”

However, not everyone who studies this issue comes to the same conclusions. Caroline Knorr is the Parenting editor of Common Sense Media, a website that exists to give parents a window into popular media in order to make good decisions for their kids. And she’s not convinced that online networking is the minefield some make it out to be.

“Yes, the risks of social media are real,” she said. “But new research is shedding light on the good things that can happen when kids connect, share, and learn online. As a parent, you can help nurture the positive aspects by accepting how important social media is for kids and helping them find ways for it to add real value to their lives.”

She identified a few ways in which social media can be a positive force, such as strengthening friendships, offering a sense of belonging, providing genuine support, and helping young people express themselves.

“Online acceptance — whether a kid is interested in an unusual subject that isn’t considered ‘cool’ or is grappling with sexual identity — can validate a marginalized kid,” she explained. “Suicidal teens can even get immediate access to quality support online. One example occurred on a Minecraft forum on Reddit when an entire online community used voice-conferencing software to talk a teen out of his decision to commit suicide.”

One other positive is the ability to do good, Knorr said. “Twitter, Facebook, and other large social networks expose kids to important issues and people from all over the world. Kids realize they have a voice they didn’t have before and are doing everything from crowdfunding for people in need to anonymously tweeting positive thoughts.”

One example of positive action using social media is an anti-bullying movement initially launched in Western Mass. that has spread across all 50 states and to more than 50 countries, with celebrities getting into the act. The core of the campaign is using the ubiquitous ‘selfie’ to spread an anti-bullying message on social-media platforms.

“The social-media effort was started by the kids of Unify,” said Edward Zemba, president of Unify Against Bullying, an organization based in East Longmeadow. “It was their way of bringing awareness to the silence of bullying. As parents, we all know that this issue is difficult enough to address when we talk about it. However, when children are left alone to deal with it in silence, things can get far worse.”

In January, the kids of Unify set a goal. By the end of the year, they wanted to have 50 celebrities participate in their selfie challenge. “Bullying is about trying to look cool,” said Zemba’s 14-year-old daughter, Julianna, one of the organization’s founders. “If celebrities send a message that bullying isn’t OK to kids, they’ll listen differently than if it’s from their parents, or even friends.”

With well-known figures such as Chris Evans, Zach Braff, and actors from series such as The Walking Dead, Game of Thrones, and Stranger Things participating, they are well on their way. Even athletes from NASCAR, the WWE, the Boston Bruins, the WNBA, and New England Patriots cheerleaders have posted selfies.

Chassiakos agrees that new media can provide a host of benefits and opportunities to grow in a positive way. “Because these platforms are interactive, children and teens can use them to learn, connect, and communicate with family and friends, and engage in creative activities. The key is moderation and balance; media use should not replace or displace other activities that promote healthy development and wellness.”

Parental Guidance Suggested

Unfortunately, Waslick said, there really is no hard-and-fast age when kids are ready to dive into social media.

“There may be kids who can appropriately use social media at an earlier age, although I don’t recommend that,” he told BusinessWest. “Others may be more fragile and shouldn’t be exposed to social media until they’re older, more mature, and able to handle certain things. I think parents should weigh this on an individual basis and then monitor how it’s going.”

That often includes insisting being a part of the teen’s social-media network — a Facebook friend, for example — even though they may not be crazy about the idea.

“Parents can be valuable ‘media mentors,’ guiding older children and teens on practicing online citizenship and safety, treating others with respect, avoiding cyberbullying and sexting, being wary of online solicitation, and avoiding communications that can compromise personal privacy and safety,” Chassiakos noted. “Parents also should be good role models by balancing their own media use with other activities.”

After all, Waslick said, even the best-intentioned kids end up with bad experiences online — not just bullying, but situations as simple as finding out about a party they weren’t invited to, or seeing a romantic interest cozy up to someone else online.

“These are normal things that happen during the middle-school years, but on social media, it plays out differently — more publicly,” he said. “While it’s an individual, case-by-case thing, parents should have a say in whether their kids are ready for it, and whether they understand what they’re getting involved in.”

He compared parental guidance in social media like learning how to drive. “That’s what a learning permit is for, so parents can supervise them while they learn to drive. I think getting involved in social media is like that; parental supervision is a good idea.”

Hempe insists that social media is an entertainment technology that doesn’t help kids raise their intelligence, develop socially in a healthy way, or prepare them for real life or a future job. She also feels it replaces learning the ‘work’ of dealing face-to-face with their peers, and often frays connections with family and real-world friends.

If they must partake, she suggests a few tips, including delaying access, following their kids’ accounts, allowing computer use only on large screens in the home, setting time limits for use, and planning non-tech family time together — in other words, replacing the screen with something positive and healthy.

“Don’t give that smartphone all the power in your home,” she said. “Help tweens choose healthier forms of entertainment. They have the rest of their life to be entertained by social media, but only a limited time with you.”

That’s advice few parents would argue against — no matter how much they trust their kids.

Joseph Bednar can be reached at [email protected]

Community Spotlight Features

Community Spotlight

Jennifer Tabakin

Jennifer Tabakin says Great Barrington is making important progress in efforts to attract young people and young families to the community.


Jennifer Tabakin acknowledged that, figuratively speaking, at least, City Hall in New York and Town Hall in Great Barrington are much more than 125 or so miles apart.

In most all ways, they’re worlds apart, and she should know, because she’s worked in both settings, and is firmly entrenched in the latter as town manager.

In New York, she worked for former Mayor Michael Bloomberg for several years. To be more specific, she worked under the deputy mayor for Economic Development after a stint in state government with the Metropolitan Transportation Authority working on capital projects.

“I did construction and operation coordination in lower Manhattan, and worked on parks, waterfront parks, and other projects in the Bronx, as well as being a general policy advisor,” she told BusinessWest, adding that, while she greatly enjoyed that work, she decided to leave Manhattan for a different kind of challenge, that of managing a small community — and a much different kind of lifestyle — in the summer of 2013.

“From my perspective, being able to have a career first in city government and then transitioning to local government in a town has been a great opportunity to add another chapter to a very interesting career,” she explained, adding that she chose Great Barrington for this transition, as she called it, for several reasons.

For starters, she was familiar with it — her parents have long lived in nearby Lenox — and she admired its mix of rural beauty and a bustling downtown and vibrant arts scene. But there was more, in the category of professional challenges.

“It had a diversity of really interesting projects and issues, and an engaged and active community,” she noted. “It had enough challenges so that I thought it was a great place to be a town manager.”

And while she acknowledged the many differences between Gotham and the region within the Berkshires known as South County, she said that, overall, the basic principles of economic development are pretty much the same in both settings — primarily, it comes down to making the community in question a better one in which to live, work, play, and start a business, and using public investments to do all that and spur private investment.

Tabakin said she saw that formula work in New York, and she’s seeing it bring progress in Great Barrington, as well. Indeed, a number of public investments, including a huge reconstruction project in the city’s already-thriving downtown as well as road upgrades, two bridge-reconstruction initiatives, and upgrades to the wastewater-treatment plant, have coincided with, and in many ways inspired, a host of private investments.

These have come in many forms, including new restaurants — the town now boasts more than 77 of them — additional housing developments, mixed-use projects, and a host of arts-focused initiatives.

At or certainly near the top of that list is an ambitious undertaking known as St. James Place. Opened in 2017 as a home to small and mid-sized Berkshire County arts groups in need of performance, rehearsal, and office space, it was, as the name suggests, created out of the historic St. James Episcopal Church on Main Street by Sally and Fred Harris, parishioners who wanted to do something to preserve the deteriorating landmark.

Today, billing itself as “a place for art,” this facility is living up to both that tagline and its significant promise as a setting for many forms of artistic expression.

It recently hosted an intriguing seminar called “Close Encounters with Music: The Politics of Opera,” and on Dec. 9 it will host a performance of the Berkshire Children’s Chorus. Later next month, it will be home to the Great Barrington Holiday Arts Market and a performance by the group Crescendo called “Three Wise Kings Follow a Star.”

SEE: Great Barrington at a glance

Year Incorporated: 1761
Population: 7,104 (0000)
Area: 45.8 square miles
County: Berkshire
Residential Tax Rate: $14.60
Commercial Tax Rate: $14.60
Median Household Income: $95,490
Median Family Income: $103,135
Type of Government: Open Town Meeting
Largest Employers: Fairview Dialysis Center; Fairview Hospital; Kutscher’s Sports Academy; Prairie Whale
* Latest information available

Meanwhile, several of the office spaces for lease have been filled by arts-related groups such the Berkshire Playwrights Lab, Flying Cloud, and the Berkshire Opera, and the facility is home to the People’s Pantry.

“The idea is to have a place that supports the community, and we do that in a number of ways,” said Fred Harris, adding that the nonprofit, like most, operates as a business would and is making strides it its efforts to be successful economically.

There are many other inspiring stories like the one that has unfolded at St. James Place, said Tabakin, adding that, while there are many issues to contend with, including an aging population, there is a great deal of momentum and positive energy in this jewel of southern Berkshire County.

Progress Report

Getting back to the circumstances that brought her and her family to Great Barrington, Tabakin said familiarity and quality of life were certainly big factors. But there was also that chance to put the considerable experience she accumulated in New York to work addressing an intriguing set of issues and challenges that sold her on the job she’s now in.

“It’s extremely busy and its very active,” she said of the community. “But there’s an enormous amount of interesting projects and land-use issues and policy issues, and budget issues … there was and is a lot going on.”

Indeed, while there are many priorities, one of the biggest is attracting more young families to the community. Like other towns in rural Berkshire and Franklin counties, Great Barrington has seen the average age of its residents rise in recent years, said Tabakin, noting that the community has always been a popular spot for retirees, and there are a number of New Yorkers with second (usually summer) homes in town.

But unlike many other communities, Great Barrington seems to be making great strides in attracting young people and especially young families, she went on, adding that it has many of the necessary ingredients, including attractive housing, quality schools, a vibrant downtown, a burgeoning cultural community, outdoor activities, and more.

Including perhaps that most important ingredient: jobs. They come in a number of sectors, including education (Simons Rock of Bard College is located within the town); healthcare (Fairview Hospital); technology (perhaps a dozen IT companies call the town home); the arts and tourism, the nonprofit community, and even special effects — there are a few such studios located in Great Barrington.

“Over the past several years, we’ve seen more young people move to certain areas of town,” she explained. “It’s observable, and there are reasons for it; we did a renovation of a new playground, we have cultural events that appeal to different generations, and we have a lot of people moving here who are committed to the school system.”

The opportunity to work with a broad team of officials to build this portfolio of attractive qualities is big part of what brought Tabakin to South County, and she noted that there are some new chapters to the story being written.

They include a project to build a new home for the Berkshire Co-op on Bridge Street, new construction that will also include space for smaller retail outlets, said Tabakin, adding that the co-op’s current location will be razed to make room for a condominium project. Overall, this project will achieve a number of ends.

“What this will do is open up the entirety of Bridge Street to additional development,” she explained. “And it’s adjacent to Berkshire Community College’s South County campus, an area that has already seen a lot of activity, so that’s exciting. And this will help us maintain a mixed downtown, where you have residential, working places, shops, and restaurants.”

Also in the works is an ambitious project in the village of Housatonic, an old mill town within Great Barrington populated by art galleries and people who have stayed there long after the mills closed.

The town had issued an RFP for redevelopment of the century-old elementary school in Housatonic, said Tabakin, and a local group of partners has come forward and is now working on the planning phase for the project. Preliminary plans call for business-incubator space and some commercial space on the first floor and apartments on the second floor.

As for St. James Place, Harris said the facility is, as he noted, making great strides toward meeting its broad mission and breaking even financially.

While doing so, it has become an important component — one of many, actually — in an emerging story of a community now hitting a lot of high notes, both figuratively, but also (especially in the historic church building) quite literally.

“The town has a great deal of depth,” said Harris. “And it has a great audience base, and it has more than enough vitality to attract people. There are a lot of good things happening here.”

Optimistic View

Looking back on what has transpired since she arrived as town manager, Tabakin said that, beyond the new developments, restaurants, and capital projects, maybe her biggest accomplishment has been to inspire others to get involved with the community and be part of the many forms of progress taking place.

Indeed, there has been plenty to get involved with, including everything from ‘green’ initiatives such as a ban on plastic bags and sustainable-energy initiatives to work in the schools, neighborhoods, and amply green spaces the town works diligently to preserve.

“One of the things I’ve done is to share my passion for local government, and I’ve gotten a group of people enthusiastic about being involved,” she told BusinessWest. “And I’m proud of it, because it’s so critically important at this period of time that we all do what we can to make sure we’re actively participating in making our place, our home, our community a wonderful place to live.

“It’s a wonderful learning opportunity and brings people together,” she said of this heightened involvement. “And from that, we’ve been able to accomplish a lot and serve as a model for other places.”

And while a great deal has been accomplished, there is a general sense that, that when it comes to forward progress, this community is just getting started.

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

Daily News

LONGMEADOW — Bay Path University’s Center of Excellence for Women in STEM will host a discussion on the new era of molecular biology today, Nov. 28, at 5:30 p.m. in Breck Suite on Bay Path’s Longmeadow campus. Attendees will learn about genome editing and its impact on current molecular research, with a focus on the revolutionary new technology known as clustered regularly interspaced short palindromic repeats (CRISPR), which allows researchers precise editing of the genome.

CRISPR has already had a profound impact on research laboratories working to engineer better crops, cure genetic diseases, modify animal and human embryos, and enhance de-extinction efforts. Speakers at this event will discuss their research experiences with the social, technical, and ethical concerns arising with the new technology, as well as how they have overcome hurdles in CRISPR gene editing.

“New Era of Molecular Biology” will feature expert panelists including Madelaine Bartlett, assistant professor at UMass Amherst and researcher in plant developmental evolution; Sandra Haddad, assistant professor at Bay Path University and molecular biology researcher; and Sallie Smith Schneider, director of Biospecimen Resource and Molecular Analysis Facility, Pioneer Valley Life Sciences Institute, and breast-cancer researcher. The panelists will follow keynote speaker Vincent Rotello, professor of Chemistry and distinguished professor at UMass Amherst.

Rotello earned his bachelor’s degree in chemistry at Illinois Institute of Technology and his PhD in chemistry from Yale University. He has received numerous awards and recognition in his field of study, and is a fellow of both the American Assoc. for Advancement of Science (AAS) and of the Royal Society of Chemistry in the U.K. He is currently editor in chief of Bioconjugate Chemistry, and is on the editorial boards of 14 other scientific journals. He is actively involved in the area of bionanotechnology, and his research includes programs in delivery, imaging, diagnostics, and nanotoxicology.

“New Era of Molecular Biology” is free and open to the public. For more information and to register for the event, visit www.baypath.edu and click on ‘Events.’

Daily News

SPRINGFIELD — On Wednesday, Nov. 29, Springfield Technical Community College will offer Health Careers Exploration Night, an opportunity for anyone interested in becoming a healthcare professional to learn more about STCC’s programs.

Open to the public, the free event will take place from 4 and 6 p.m. While no registration is required, visitors should check in with organizers in the first-floor lobby of Building 20, on the Pearl Street side of the campus.

The night will feature tours of STCC’s SIMS Medical Center, a nationally recognized patient-simulation facility, and tours of departments. Visitors can meet faculty and current students and observe demonstrations and hands-on activities. The event is ideal for anyone thinking about changing careers or becoming a medical professional, to find out if the healthcare field is a good fit.

“This event is a wonderful opportunity for prospective students to explore health careers and meet faculty, staff, and current students. Attendees will be able to ask questions and experience hands-on opportunities that will allow them immersive experiences in each of the healthcare professions offered at STCC,” said Christopher Scott, dean of the School of Health and Patient Simulation.

STCC offers more than a dozen programs to get started on the path to a health career, including cosmetology, dental assistant, dental hygiene, diagnostic medical sonography, health information technology, medical assistant, medical coding and billing specialist, medical laboratory technician, medical office administrative assistant, nursing, occupational therapy assistant, physical therapist assistant, radiologic technology, respiratory care, sterile processing technician (a new program), and surgical technology.

Anyone needing accommodations to fully participate in this event should contact the Office of Disability Services at (413) 755-4785. For more information, contact the School of Health & Patient Simulation at [email protected] or (413) 755-4510.

Cover Story

A Huge Opportunity — Clearly

From left, principals Marc Gammell, Yinyong Li, and Kenneth Carter

From left, principals Marc Gammell, Yinyong Li, and Kenneth Carter

There’s no word yet on whether the creators of FogKicker will embrace Johnny Nash’s 1972 reggae hit ‘I Can See Clearly Now’ as their theme song, but it would certainly work. The product, developed in the polymer science lab at UMass Amherst, has proven itself successful in keeping a range of surfaces, from scuba masks to bathroom mirrors, clear of fog. Partners Yinyong Li, Marc Gammell, and Kenneth Carter are scaling up their venture, Treaty Biotech LLC, and while their vision of the future isn’t totally clear, it is certainly coming into focus.

They call it ‘big glass.’

That’s the term the principals at Treaty LLC, developers of the product known as FogKicker, summon as they talk about larger surfaces such as car windshields, bathroom mirrors, and shower doors.

And they foresee a day when their product will be in widespread use on all of the above, and more, to clear away annoying — and sometimes dangerous, especially when it comes to those windshields — fog.

We made a strategic decision to go after this niche market, where we knew there was a problem, where there are anti-fogging products out there that work fairly miserably, and where we knew we could gain a foothold.”

But for now, they’re more focused on what would have to be labeled ‘small glass,’ or at least ‘smaller glass,’ as in the goggles used by scuba divers, snorkelers, swimmers, skiers, mountain climbers, and others. And in this realm — large in its own right by any estimation — those who developed FogKicker in the polymer science lab at UMass Amherst can see some clear opportunities, pun obviously intended.

“There are certainly a number of applications for this product — everyone has a bathroom mirror,” said Yinyong Li, who, along with Kenneth Carter, a professor in the Polymer Science and Engineering Department at UMass Amherst, discovered that nanocellouse, a biological material plants use to help them absorb and circulate water, could also be used to solve one of society’s big problems — keeping glass surfaces free of fog.

Cellulose, of course, is used in the production of a number of paper products, said Yinyong, adding that, in many respects, FogKicker acts like an invisible paper towel to absorb moisture and keep glass surfaces clear of fog.

Yinyong, the company’s chief technology officer, who attained his Ph.D. from UMass in 2016; Carter; and third partner Marc Gammell, who recently earned his undergraduate degree at UMass, are making giant strides forward in the process of taking FogKicker from discovery in the lab to successful business venture.

They have succeeded in raising capital, and also in raising the product’s — and the company’s — profile, through appearances like the one late last month on the CNBC reality program Adventure Capitalists, for example.

The video clip shows Gammell and Carter (an experienced diver himself), both clad in FogKicker pullovers, appearing on a dock somewhere with the ocean in the background, making a pitch for their product — and also for what the two called ‘smart capital,’ as well as individuals to join their team.

The creators of FogKicker are in the process of scaling up their venture, focusing first on sports goggles and other smaller glass surfaces.

The creators of FogKicker are in the process of scaling up their venture, focusing first on sports goggles and other smaller glass surfaces.

“We want someone who has industry-specific connections,” Gammell, the company’s CEO, says in the video, referring specifically to the diving market. “Someone who has some serious marketing clout, someone who knows their way around building a brand; we want a real team player that brings that to the table.”

In a nutshell, that short video, which also goes into some detail about the product and how it works, neatly sums up where this company is right now and what it’s doing to get where it wants to go.

It has a product that works — one that those in the diving industry have been quick to embrace, as we’ll see — and a road map of sorts for getting to the next level with small glass and ambitions for doing the same with big glass.

For this issue, BusinessWest talked at length with the FogKicker team about their vision for their product and their company, and how things have come into focus, in every sense of that word.

Glass Act

As they talked with BusinessWest about FogKicker and their plans for it, Yinyong, Gammell, and Carter were getting ready to travel.

Their destination was Orlando and, more specifically, the week-long Diving Equipment & Marketing Assoc. (DEMA) trade show. Armed with a new and vastly improved show booth, the partners were — wait for it — looking to make a splash with their growing portfolio of products.

Or another splash, to be more precise.

Indeed, it was at the 2016 DEMA show in Las Vegas that the partners first caught the attention of the diving community, and in a big way.

The FogKicker principals, from left, Kenneth Carter, Marc Gammell, and Yinyong Li, display their products at one of the many trade shows they’ve exhibited at recently.

The FogKicker principals, from left, Kenneth Carter, Marc Gammell, and Yinyong Li, display their products at one of the many trade shows they’ve exhibited at recently.

“We were met with huge enthusiasm, and seemingly overnight, our product was available all over the world, because this is a worldwide conference, and people were buying cases and cases of it,” said Carter, the company’s chief scientific officer.

This response came, he went on, because FogKicker established itself as a clear (literally) improvement over other methods of keeping scuba masks clear of fog — from saliva to soaps that were already on the market, both of which eventually wash off and lose their effectiveness. “This is one of the first water-resistant anti-fogging coatings that have been produced.”

But to tell this story, we need to go back further, to earlier this decade, when Yinyong and Carter, using funding from the National Science Foundation, started to look at ways that nanocellulose, derived from paper pulp, could be used in electronics.

“Cellulose is one of the most abundant products in the world; it’s the basis of wood, paper, trees, algae, and plants in general,” said Carter. “Paper makers grind it up into a pasty pulp, and they spread it over wires, and that’s how we make paper — it’s essentially just dried cellulose.

“What was discovered a while ago is that, if you keep breaking that pulp down, mechanically breaking it down and chemically treating it, you can get to what’s known as nanocellulose — nanoscopic particles of cellulose,” he went on. “We were playing around with it, and trying to think of other things we could do with nanocellulose.”

The two discovered they could take many common sources of the material, such as waste paper, cotton, or recycled paper, and convert them into nanocellulose. The bigger discovery, as it turned out, came when they placed this material on various surfaces and, in doing so, created completely transparent coating that did not fog up when exposed to humid air or steam.

“Because it’s paper, it’s very absorbent to water — we all know that paper loves water,” Carter explained. “When things fog up, what’s happening is that water vapor in the air is hitting a cooler surface, and it condenses, forming tiny beads of water, which we see as fog.”

When water hits the nanocellulose films, it gets absorbed, said Yinyong, and doesn’t form those beads, thus eliminating fog.

Fast-forwarding through the all-important discovery phase to ensure that the product is unique and the patent-disclosure process, Yinyong made the concept an entry in the 2015 Innovation Challenge at UMass Amherst, and he came away with the $20,000 grand prize.

He also came away with an eventual partner in this fledgling business venture. Indeed, Gammell was another contestant at the Innovation Challenge. He didn’t fare nearly as well with his entry, but he would also have to be considered a winner, because he was so impressed with what Yinyong brought to the table that he asked if he could be a part of it.

“I was pitching my own crazy business idea, and Yingong was pitching FogKicker,” he recalled. “Yingong wound up going to the finals, and I went just to watch him do his extended pitch, and afterwards, I was so pumped up about FogKicker and his work with nanocellulose that I introduced myself and told him I wanted to help him any way I could.”

Things have accelerated at an impressive pace since then, with FogKicker and Treaty Biotech LLC moving on to more innovation and entrepreneurship competitions, including the Venture Well program in Hadley and Valley Venture Mentors’ Accelerator program, and winning some prize money at nearly all of them.

They also took part in the National Science Foundation’s Innovation Corps, or I-Corps, as it’s called, a program that prepares scientists and engineers to extend their focus beyond the university laboratory and move forward with NSF-funded projects ready for commercialization.

“It’s like a boot camp — they scrutinize everything you do,” said Carter, adding that Treaty LLC won $50,000 to do customer discovery.

And those efforts took the partners to Tek-Divers, a Middle Eastern outfit that offers a wide range of recreational diving and extreme deep diving.

“They dive under some of the most extreme conditions out there — so we went to talk to them, realizing, who better could tell us whether we had something interesting than people who put their lives on the line?” said Carter. “And immediately, they loved us; they said, ‘boy, this stuff is great.’ And they bought a lot of it.”

View to the Future

The partners at Treaty LLC have been putting the capital they’ve attained from competitions and other sources to use in the many specific areas covered by that broad term ‘scaling up.’ That process includes everything from prototype development and production (now taking place at a location in Springfield) to marketing, like the DEMA show; from gaining more capital, through a variety of methods, including that Adventure Capital episode, to adding more team members, something the partners expect will happen over the next several months.

Product development was an exercise in listening to the experts and responding to what they said, Yinyong noted, adding that initial thoughts about possibly creating one-use disposable wipes were discarded amid feedback from divers and environmentalists fearful of the ocean being littered with the packages for those wipes.

What emerged instead was a felt-tip-marker-like device that places drops of FogKicker on a surface to be rubbed in. To date, the company has sold roughly 30,000 small bottles of various solutions.

As noted earlier, Treaty Biotech is, for the most part, focused on that ‘smaller glass’ market, and especially the sports-goggle market and the scuba/snorkeling market.

“We thought really hard about what would be best way to roll this out,” said Carter. “Of course, you would sell more volume and more bulk material if you put it in squirt bottles for home use, but how do you even approach that market?

“So we made a strategic decision to go after this niche market,” he went on, “where we knew there was a problem, where there are anti-fogging products out there that work fairly miserably, and where we knew we could gain a foothold.”

Even within that seemingly small niche, the numbers are impressive and the sales potential considerable, said Yinyong, noting that the business plan estimates that there are 14 million scuba divers and snorkelers in the U.S. alone, and maybe 25 million worldwide.

Educating them about their product is important, he said, because many are firmly convinced that anti-fogging products don’t work, or don’t work any better than their own saliva.

The appearance on Adventure Capitalists, a show billed as the outdoor person’s Shark Tank, is expected to help boost efforts in this regard. Contestants make presentations to a panel of investors — all of them involved in sports, business, and investing — who then put those products through their paces, often in harsh conditions.

But there are, of course, much bigger numbers in the ‘big glass’ market, said Gammell, who did some quick math and estimated that there are more than 250 million car and truck windshields in this country alone.

Meanwhile, there are probably 100 million bathroom mirrors within the residential market alone, he said, adding quickly that the commercial market — hotels, motels, gyms, and other segments — is equally potential-laden.

And there are other markets as well, including the huge healthcare field, Gammell noted, adding that all of these markets and others are potentially within the company’s reach.

To reach them, the company and its principals are moving in a number of directions, from an aggressive push for seed funding from investors to talks with contract manufacturers about scaling up production; from a website makeover to a new trade-show booth for the DEMA event and many others to follow.

“Big glass … we could be there in a year,” said Gammell. “And in a year, hopefully we’ll have big accounts with Dick’s Sporting Goods, CVS, Cabela’s, Bass Pro Shops, and others. And we’ll have some hires — we’ll have a bigger team.”

Bottom Line

If you listen to the lyrics from “I Can See Clearly Now,” they include lines you would never, ever hear from aspiring entrepreneurs, such as “I can see all obstacles in my way,” or “I think I can make it now, the pain is gone,” or “all of the bad feelings have disappeared,” or even (and especially) “look all around, there’s nothing but blue skies … look straight ahead, nothing but blue skies.”

Yinyong, Gammell, and Carter certainly know better. They know there are obstacles they probably can’t see, and there are obviously some clouds within that blue sky.

But overall, the future is certainly bright for FogKicker, and there are enormous opportunities for this venture — clearly.

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

Banking and Financial Services Sections

Unlocking Financial Health

KeyBank’s Courtney Jinjika and Jeff Hubbard

KeyBank’s Courtney Jinjika and Jeff Hubbard

KeyBank is fairly new to the Western Mass. financial marketplace, taking over eight Hampden County branches following its acquisition of First Niagara Bank last year. But its leaders are already fluent in speaking the language of the region’s customers, who want their institutions to be customer-friendly and civic-minded. With a host of high-tech products melded with a focus on helping customers effectively use them to manage their financial health, Key seems ready to unlock more business.

It’s called HelloWallet.

“It’s an online platform that KeyBank uses to help customers make smarter, more confident financial decisions. The user first inputs information about their account balances, income, spending, demographics, and more to produce a score of sorts — a picture of where they are financially, where they want to be, and how to get there, by setting budgets, planning for retirement, and more.

“We focus on bringing financial confidence and wellness to all of our customers — individuals and business — across a broad spectrum of needs,” said Courtney Jinjika, the bank’s regional retail executive for Connecticut and Western Mass. “A key differentiator for us is HelloWallet, an online, real-time financial-assessment and planning tool, which, coupled with personalized guidance from their trusted banker, helps our clients achieve financial wellness and accomplish their goals.”

When it acquired HelloWallet last year, KeyBank saw it as one of several strategies for better connecting their clients, both retail and commercial, to helpful financial resources.

“Our focus is on our clients’ overall financial wellness and helping them make solid financial decisions,” Jinjika explained. “With HelloWallet, we integrated a tool into our system that allows clients to assess where they stand within a few components of overall financial wellness; it actually gives recommendations and feeds information back to bankers, who are able to reach out to clients and help them make difficult financial decisions and guide them to better financial wellness.”

As a digitally based tool, it also appeals to the growing set of customers who prefer resources they can access at any time, not just in a branch, said Jeff Hubbard, Key’s market president for Connecticut and Western Mass. “It’s an exciting tool to offer to customers, and a way to better focus on financial literacy.”

The theme of connection is one KeyBank touts in its marketing efforts and its services, Hubbard noted. When the institution, currently the 29th-largest bank in the U.S. by asset size, acquired First Niagara Bank in 2016, it inherited a large footprint in Western Mass. and Connecticut to complement its existing New England presence in Maine, Vermont, and the Boston area.

And if there’s one thing Hubbard understands about Western Mass., where KeyBank now operates eight branches boasting 70 employees, it’s that customers appreciate a community-focused model.

Those eight branches — in East Longmeadow, Feeding Hills, Holyoke, Ludlow, Southwick, Westfield, and two in West Springfield — have been busy introducing resources including commercial lending, residential mortgage lending, investments, wealth management, and insurance.

In doing so, Hubbard said, it’s also touting the value of “meeting customers on whatever playing field they might want to be on.”

High-tech, Personal Touch

Jinjika said bank employees are skilled at helping customers navigate the various high-tech banking options available to them, from online bill pay and remote deposit capture to the HelloWallet tool, and show them how they can use them to monitor their financial wellness. There’s also an online scheduling tool customers can use to make appointments at the branch and outline what issues they want to discuss.

After all, Hubbard said, online banking hasn’t killed branch banking, not by a longshot. It has certainly forced the branch model to evolve in the ways Jinjika described, but a street-level presence remains crucial.

“Lots of people want to visit a branch for lots of reasons,” Hubbard said. “Here, they’ll visit highly trained, experienced people who want to help them. To be successful in the Springfield market, you need to meet people anywhere they want to meet.”

A decade ago, he went on, products like remote deposit capture for businesses seemed strikingly innovative, and now clients have come to expect them as a baseline. Meanwhile, Millennials might have led the way in adopting technology that allows them to control their finances from their computers and smartphones, there’s less of a demographic breakdown today.

“Millennials get on board faster; they’re quicker adopters, but they’re targeted at everyone,” Jinjika said. “Keeping people out of the branch line is a good thing, so adoption rates are pretty strong.”

In addition, Jinjika said, the vast majority of customers seeking to make major life changes, like a home mortgage, want to sit down with a professional.

“When our clients have a concern or are making major financial decisions, they want to do that in person at the branch,” she explained. “What we find is that they’ll do their research online, but when it actually comes down to fully making that decision, they want to sit down with someone and get answers face to face.”

The same goes for commercial customers, Hubbard said, noting that Key likes to tout itself as a “Main Street bank with Wall Street capabilities,” which can leverage its investment-banking team and industry-specific bankers to bring added resources to commercial clients. We believe that these capabilities, along with our state-of-the-art cash-management services and insurance and benefit consulting services, give us a competitive advantage with our business clients.

He understands the fierce competition in a market that many analysts have called overbanked in recent years, but said loan demand is steady.

“We’re certainly getting our fair share,” he told BusinessWest. “Springfield is a wonderful market with lots of opportunities. We’re grateful to have into some very large clients, very good-sized companies in Greater Springfield, in addition to small, mom-and-pop businesses.”

Another business-minded program is Key@Work, which partners with companies and provides free and discounted banking services employees at no cost to the employer. A dedicated Key@Work ‘relationship manager’ delivers a customized program on site to meet the specific needs of workers through financial-education presentations and one-on-one financial assessments.

It’s another way KeyBank aims to broaden its customer base in its existing branches, rather than having to open new branches to grow.

“We’re very happy with the branch locations we have today,” Hubbard said. “The objective is to get our employees out of the branch into the community and grow our business organically.”

Community Ties

The bank also understands that the region’s community-banking culture means community involvement on a charitable level, Hubbard said, noting that Key expects to make $100,000 in community sponsorships and charitable grants to nonprofits serving the Greater Springfield market in 2017. “We think it’s very important to support the market where we live and work. That’s something we take seriously.”

On a national level, KeyBank also released its National Community Benefits plan last year, which includes $16.5 billion in investments across the communities it serves. The commitments are part of a comprehensive blueprint for steps Key will take over the next five years.

As part of a partnership with the National Community Reinvestment Coalition, KeyBank committed to $16.5 billion in mortgage lending, small-business lending, community-development lending, and philanthropy, with the goal of stimulating job and economic growth in those communities. KeyBank has also committed to reducing neighborhood blight as well as maintenance and disposition of foreclosed properties.

Additionally, the KeyBank Foundation is committing $175 million in philanthropic investments for its traditional priorities of education and workforce development. The investments will also focus on the stabilization of urban neighborhoods and rural communities through local capacity building, affordable housing, and building technical assistance to execute locally.

Nationwide, KeyBank employees will support the plan through local service projects and board leadership. Employees will continue to be heavily engaged in their communities, with the expectation of 500,000 of additional volunteer hours over the next five years.

“Key has jumped into this in a big way,” Hubbard said, noting that the effort crosses 15 states, but each market will feel an impact. “This is a broad but very meaningful delivery of strong foundational support.”

The bank has also earned national recognition as one of Points of Light’s top 50 most community-minded companies for the last three consecutive years; a Top 50 Company for Diversity by Diversity Inc. for the last seven years, and eight annual ‘outstanding’ ratings from the Community Reinvestment Act for its levels of lending, investment, and service to low- and moderate-income communities — one of less than 10% of all U.S. banks to achieve that goal.

Those accolades further demonstrate, Jinjika noted, that KeyBank aims to be an effective partner both for customers who walk in the branch and in the communities surrounding those branches.

“We keep clients at the center of all we do,” she told BusinessWest. “We compete where some of the bigger banks won’t, and where the smaller banks can’t. We really think about the individual in front of us when we put together a package that will work for their financial wellness.”

Joseph Bednar can be reached at [email protected]

Banking and Financial Services Sections

Moving Forward

Jim Curran was asked about the heightened state of competition within the commercial-lending realm in Western Mass. and how People’s United Bank is responding to this changing landscape.

Jim Curran

Jim Curran

He began his answer by noting that, while conditions in this region are perhaps somewhat more competitive than they were when he first started working in this market more than 30 years ago, the reality is that there have always been a lot of strong competitors for People’s United, formerly the Bank of Western Mass.

And he knows that because he worked for some of them.

“It’s been a competitive market for 30 years,” said Curran, the recently named senior vice president and regional manager for Central and Western Mass. “When I sit and talk with people about how competitive the market is today, that’s the same conversation we were having 20 years ago; nothing’s really changed in that regard.”

But many other aspects of banking, and doing business in general, have changed over the past few decades, including everything from the way people work to the technology they use, and that’s why Curran will be managing an office occupying the 10th floor of Monarch Place.

Indeed, the 32 employees at the regional office have moved only a few hundred feet across Main Street in downtown Springfield, but the relocation from the property most still know as Harrison Place (even though it had the People’s United name over the front) to Monarch Place is a considerable step forward, said Patrick Sullivan, the bank’s market president for Massachusetts.

He told BusinessWest that the move has been in the planning stages for more than 18 months, and arose from simple necessity.

When I sit and talk with people about how competitive the market is today, that’s the same conversation we were having 20 years ago; nothing’s really changed in that regard.”

“That’s an old building, and its functionality just doesn’t suit today’s world with the technology and the way people work; when you have an old building, you just can’t do certain things,” he explained. “We were spread out over four floors at one time, and, more recently, we were in two or three floors; now, we’re all on one floor, and that’s much more efficient.

“The new building will allow for greater synergies and collaboration between our cross-functional teams,” Sullivan went on, “including commercial, wealth management, consumer, and insurance services.”

The search for new quarters was an extensive one, he noted, adding that a number of sites were considered — within downtown, outside it, and also outside Springfield itself. Ultimately, the bank, which had been headquartered at Harrison Place for more than 20 years, decided to stay in the central business district.

“Although our customers are spread throughout Western Mass., centrally, downtown Springfield is the best place for our people,” he explained.

Curran agreed, saying that “there’s a lot of really good, positive energy with this move.”

As noted, Curran brings to his new position at People’s United a wealth of experience in banking, commercial lending, and in serving business owners in the Western Mass. market.

Most recently, he served seven years as executive vice president of Berkshire Bank and regional manager of the Western Mass./Central Mass. and Northern Conn. commercial-banking teams. In that role, he established Berkshire Bank’s present Central Mass. location, recruited the commercial-lending and credit team, built market identity and brand awareness, and built a loan portfolio from scratch to $215 million.

Prior to that, he served in a similar role with Santander Bank and its predecessor, Sovereign Bank, managing a team with a portfolio of commercial loans that approached $1 billion prior to the Santander acquisition of Sovereign in 2009. He got his start in banking with Bank of New England (later Fleet Financial) in 1983.

Those stops on his résumé translate into being part of that considerable competition within the commercial lending market that he spoke of earlier, so he obviously speaks from experience when he addressed how to thrive within such an environment.

Specifically, he said it comes down to several factors, including having a large portfolio of products, being local (instead of just saying your institution is local), and understanding customers and their needs.

“That’s the beauty of this bank,” he said. “When you go into a relationship, you have everything in front of you to deliver the financial services and products to that customer — whether it’s the retail side or additional services like treasury management, or whether you’re looking to do an interest-rate derivative on a large commercial real-estate deal or you’re simply looking to do payroll for a manufacturer with 30 people.”

Sullivan agreed. “The competitive advantage we have is to keep all our bankers as local as possible,” he said. “But we have people who know how to take care of a Western New England University or a Springfield College, or a healthcare system, or make a $200,000 loan fast. We stick to our core competency, which is commercial lending, which is important, because it’s competitive out there.

“We respect the fact that the local banks are good competition,” he went on. “We have to out-local them and also out-product them; that’s the world today.”

— George O’Brien

Sections Women in Businesss

Market Shift

jane-albert-7-of-8From her early days in marketing, Jane Albert had a goal — to work in the field of healthcare, and specifically for Baystate Health, the region’s largest health system. To achieve that goal, and eventually be part of the organization’s senior leadership, she was willing to take risks, welcome new opportunities as they arose, and continually make connections — all the while never losing sight of who her customers are and how to most effectively meet their needs.

When she was 8 years old, Jane Albert was the only one of her friends allowed to ride her bike from her Springfield neighborhood all the way to City Line Pharmacy in East Longmeadow. She immediately saw the money-making possibilities.

“I would buy candy there and set up a table on my front lawn to sell candy to all the kids in my neighborhood, and I’d mark the candy up,” she said. “I evaluated the demand for certain types of candy; at first, I bought what I liked, but then I saw what they were buying.”

When someone would complain about the prices, she’d note they could easily ride to the pharmacy and buy their own. Except that they couldn’t.

What she didn’t realize at the time, she said, was that she was exercising the four ‘Ps’ of marketing that students of the subject learn in college: product, price, place, and promotion. “The candy was the price, and the price was the markup based on the demand. The place was local — my front yard — and promotion was word of mouth; kids rode their bikes around and said, ‘Jane’s selling candy.’”

While Albert didn’t know at the time that marketing and business development would become her career and driving passion, it’s easy now to look back and recognize an early aptitude for it — and the connecting threads between candy and healthcare as she settles into her latest role at Baystate Health, as senior vice president of Marketing, Communications & External Relations.

“It all goes back to that entrepreneurial spirit — even in healthcare, what do people want, and how do we deliver that and make them happy? And how do you determine what people want, or give them something they can’t get somewhere else?”

Her marketing career started in the 1990s with a moment of ‘bartering’ with Braman Chemical owner Jerry Lazarus, who was in her home on a pest-control call. “I shared ideas with him on how he could improve his marketing outreach. He was so taken with the ideas, he didn’t charge me. I thought, ‘oh, this is really valuable. I have good things to offer that I could package.’”

With a baby at the time, and a part-time teaching gig at what was then known as Western New England College, she launched a solo venture as a marketing consultant — something she could do with her skills and still be home with her family at night.

During that time, Albert developed a footprint across the Northeast and partnered with marketing and research firms and ad agencies to increase the value of what they brought clients. Some were more receptive that others — one client didn’t think she brought as much value working from home than someone with a “fancy office.”

“I said he was getting me 24/7 and wasn’t paying for overhead — just paying for brainpower,” she recalled. He challenged her by calling her at 6:45 one evening, when he figured she’d be cooking dinner. She took the call with one hand while stirring food on the stovetop with the other.

I’m always looking to the future and what’s next — I’m a visionary planner. And I knew my next step was not going to be a college president. So I asked, what’s next for me?”

Meanwhile, she was proving her value in other ways as well. While teaching at WNEC, she developed a plan to create a marketing department. Later, “the president called and said, ‘we like what you did. Will you be our first director of marketing?” She took that job, and when current President Anthony Caprio came on board, he promoted Albert to vice president of Advancement and Marketing.

She liked that job, though she missed the classroom culture, that moment of seeing the lights go on for a student who made a connection between the textbook and real life. “But I was able to promote a good school, and that was gratifying as well.”

But it would not be her final career stop. Far from it.

“I’m always looking to the future and what’s next — I’m a visionary planner,” she told BusinessWest. “And I knew my next step was not going to be a college president. So I asked, what’s next for me?”

The answer, she decided, was in healthcare.

“I was born at Baystate and raised in Springfield, and I wasn’t going to relocate anywhere,” Albert said. “I had heard a lot about Baystate’s leadership under [then-President] Mike Daly, and that’s where I had my sights set. You can have so much impact on people in healthcare, and I saw the impact Baystate had on so many people, so I wanted to work there and get involved in healthcare.”

But no opportunities in her field of marketing were available right away, so, as a stepping stone, she went to work for Veritech, a 25-person multi-media company that specialized in healthcare, heading up its business-development arm — a move that baffled friends and family who wondered why she would shed the prestige of being a college’s vice president for something seemingly much less glamorous.

But she had a plan.

“The core of their business was healthcare education,” she explained. “The founder was really a man ahead of his time. He created digital patient-education programs online, but it was too soon; there was no payment model for it. But I loved his company. My thought was that I’d take over his company when he retired, or use that as a launchpad to get to Baystate.”

Two years later, she got a call from the head of Baystate’s Marketing department — a job opportunity had opened up, with the health system looking to install a manager of Medical Practices Marketing. Again, friends wondered whether it had been worth leaving her vice presidency at WNEC to wind up in a managerial role in a massive health system.

“I did it because, looking at the long term, I wanted to be here at Baystate,” she said. “It was a significantly different job, obviously, compared to Western New England, but I said, ‘I’m in it for the long haul, and I’m going to go for it and do the best I can.’”

Fifteen years later, she’s sure that was the right decision.

Up the Ladder

When preparing to take a photo for this article, Albert joked that BusinessWest should take one of all her Baystate business cards. Indeed, it’s an impressive collection.

For instance, Baystate’s physician practices, the focus of her first stop, is an important part of the network, today boasting more than 80 primary- and specialty-care doctors. “My job was to promote the physicians and the practices to the general community, so they would know what we had to offer.”

During her time in that role, Albert presented the first marketing plan to integrate two legacy medical groups to become one organization, known today as Baystate Medical Practices.

But much of the day-to-day work was about building bridges between the doctors and their patients, and between the practices and their communities, she added. “That’s the most important piece, the relationships. That’s what it’s all about. When doctors have good relationships with patients, the patients share that with others. When the doctors have good relationships with other doctors, they refer to one another.”

She was later appointed manager of Corporate Marketing, overseeing Baystate Health’s marketing efforts, loyalty programs, and events, followed by a stint as director of Public Affairs & Internal Communications. She then returned to Baystate Medical Practices, successfully launching the organization’s first physician-referral office, working under the leadership of Mark Keroack, who later became president of Baystate Health.

“That office was really about developing relationships between Baystate doctors and community physicians, and paving a pathway for better access to each other, and for patients to get appointments,” she explained. “I knew so much about Baystate that moving into this operations role was really exciting. It was a place I could grow and have an impact.”

But not long after, a search committee embarked on a nine-month search for a key dual role in the system: vice president of Philanthropy for Baystate Health and executive director of the Baystate Health Foundation. They failed to identify the ideal candidate, however, and turned inward, to someone with a deep understanding of the system’s needs and some experience in fund-raising. That’s right — it was time for Albert to order a new set of business cards.

Among her accomplishments in that role, she led a transformation of the foundation to align philanthropic support with a new strategic plan, and oversaw the completion of a $5 million capital campaign for the new surgical center at Baystate Franklin Medical Center in Greenfield.

Four years later, though, it was time for another move, this time into the health system’s senior leadership team. As a member of Keroack’s cabinet, she now oversees the functions of marketing and digital strategy, government and public relations, community relations and public health, communications, and philanthropy.

That’s … quite a long list.

And it’s not a job performed in the quiet of her office; with a wry smile, she held up that day’s schedule, an uninterrupted block of meetings with different departments — squeezing in BusinessWest among them — and made it clear most days are like that. But she relishes her raft of new responsibilities.

“There’s been a lot of change over the last few years,” Albert said, referring to both her role and the evolving shape of healthcare as well. “But change brings opportunity. Healthcare is changing every single day, and so is our environment, so we have to be able to change, to meet the needs of our patients, families, donors, and legislators.”

The biggest challenge in healthcare is government changes and reimbursements. You’re dealing with an industry where more than half the revenues are provided by the government. There’s continual change, and that makes it difficult.”

Indeed, that latter group is often the most demanding.

“The biggest challenge in healthcare is government changes and reimbursements. You’re dealing with an industry where more than half the revenues are provided by the government. There’s continual change, and that makes it difficult.”

In addition, Baystate serves a population with high levels of poverty, and Medicaid reimburses only 75% of costs, on average. “We’re losing 25 cents on the dollar for every Medicaid patient. And when you have a charitable mission to take care of everybody — no one gets turned away — it becomes challenging to afford all that we need to do.”

Improving the Prognosis

‘All that’ extends well beyond everyday care, of course, including attracting top talent, investing in innovative technology, providing the teaching resources of an academic medical center, and, now, partnering with UMass Medical School on a Springfield branch.

“That’s why philanthropy is so important,” she added, particularly at a time when hospitals are expected to keep communities healthy, improve the patient experience, and reduce costs — the so-called ‘triple aim.’

“Healthcare used to be based on, the more you did, the more you got paid,” she said. “You’d send a patient for six tests, an X-ray, and three specialists. Now, healthcare is reimbursed based on how healthy you keep patients.”

And preferably not in hospitals. Take asthma, for instance, a particularly pervasive issue in the Pioneer Valley. If a child’s asthma is not controlled and he or she winds up in the hospital, it results in poor school performance, missed work for the parents, and higher costs for the health system — a vicious cycle. The better option? Preventive efforts to keep the child healthy at home.

“Where do you find a business that tries to keep you away from that business, and that’s a success?” Albert asked. “But that’s where we are. Our goal is population health and doing all we can do to keep people healthy. We look at social determinants of health — access to food, incidence of diabetes and obesity, which can lead to heart disease … all those things drive the cost of health way up. It’s a much better picture when people are healthy, and that’s what we want.”

Achieving that goal requires everyone in the health system to align behind a single mission, and that requires a culture change, she explained, from the doctors performing cutting-edge surgery to maintenance staff raking leaves and improving the aesthetic appeal of a building that few customers are really happy about entering.

“There aren’t a lot of businesses where people don’t want to come to your business, so we want to make it as pleasant an experience as possible,” she said. “That is our focus. The world is changing, so we need to understand what the patient wants and how we can best deliver it.”

The bottom line, Albert said, is trying to make a difference and make the world a better place, as cliché as that might sound.

“I’m excited about where I am in this role,” she said, reflecting simultaneously on all the stops along the way. “People can see you can go from a manager up the line. An organization of this size provides those opportunities.”

It’s certainly a long way — figuratively, anyway — from just over the border in East Longmeadow, where an 8-year-old with a knack for marketing first began figuring out what her customers wanted and how to deliver the goods.

Joseph Bednar can be reached at [email protected]

Briefcase Departments

Employer Confidence Hits Another High for 2017

BOSTON — Employer confidence in Massachusetts hit another high for 2017 during October as economic growth accelerated and companies remained optimistic about the national outlook. The Associated Industries of Massachusetts (AIM) Business Confidence Index edged up 0.3 points to 62.7, leaving it 6.5 points better than in October 2016. The uptick was driven by a brightening view of employment growth and firming confidence among manufacturers. The reading came as MassBenchmarks reported that the Massachusetts economy grew at 5.9% during the third quarter, almost double the rate of the national economy. Payroll employment grew at a 2.1% annual rate in Massachusetts in the third quarter as compared to 1.2% nationally. “The acceleration of the Massachusetts economy in the third quarter provided additional fuel to an already solid sense of confidence among employers as we head for 2018,” said Raymond Torto, chair of AIM’s Board of Economic Advisors (BEA) and lecturer at Harvard Graduate School of Design. “At the same time, optimism about the national economy suggests that employers believe growth rates throughout the U.S. will increase even more if Congress follows through on its proposal to lower the corporate tax rate from 35% to 20%.” The AIM Index, based on a survey of Massachusetts employers, has appeared monthly since July 1991. It is calculated on a 100-point scale, with 50 as neutral; a reading above 50 is positive, while below 50 is negative. The Index reached its historic high of 68.5 on two occasions in 1997-98, and its all-time low of 33.3 in February 2009. The Index has remained above 50 since October 2013. The constituent indicators that make up the overall Business Confidence Index were largely higher during October. The Massachusetts Index, assessing business conditions within the Commonwealth, slipped 0.3 points to 65.1, still 4.1 points more than a year earlier. October marked the 91st consecutive month in which employers have been more optimistic about the Massachusetts economy than the national economy. The U.S. Index of national business conditions rose 2.7 points to 62.5, continuing a 13.3-point surge for the 12-month period. The Current Index, which assesses overall business conditions at the time of the survey, increased 0.7 points to 63.6, while the Future Index, measuring expectations for six months out, remained even at 61.9 points. The Current Index has risen 7.6 points and the Future Index 5.6 points during the past year. The Company Index, reflecting overall business conditions, lost 0.3 points to 62.0. There was better news in the Employment Index, a key predictor of economic health, which rose 2.0 points to 57.8.

Arrha President Testifies on Bill to Modernize Credit-union Laws

SPRINGFIELD — Michael Ostrowski, president and CEO of Arrha Credit Union, testified on an act to modernize credit-union laws before the state Joint Committee on Financial Services. Ostrowski testified on allowing technological advances, increasing transactional authority for chartering and merging credit unions, and increasing state authority for low-income designation. “A top priority of Arrha Credit Union is to be able to fully utilize today’s advances in technology. We are not allowed to offer electronic loan applications, along with other credit unions. Our members want technological convenience in today’s advanced electronic world,” Ostrowski said. “Also, mail was meaningful during the time this law was enacted; however, today’s electronic voting has largely taken the place of mail ballot voting, and is more easily accessible for members to actively participate in our governance. Such technological advances will provide convenience, time-saving opportunities, and cost-saving opportunities. It is important for Arrha Credit Union to stay as technically advanced as possible to best serve our membership and communities.” Arrha Credit Union supports the provisions of this bill, which allows the Massachusetts commissioner of Banks to recognize the credit-union low-income designation for state-chartered credit unions. A credit union that receives the low-income designation is a credit union in which has more than half of its members have a family income 80% or less than the median family income for the metropolitan area where they live or national metropolitan area, whichever is greater. This authority will open an opportunity for credit unions to gain access to grant money to provide additional training opportunities for its staff, better and more tailored products for its low-income base, and other such improvements. It will also allow for expedited and easier recognition of credit for Community Reinvestment Act purposes. “Arrha Credit Union is considered a low-income-designated credit union and has used its low-income designation in the area of auto lending with 100% loan-to-value ratios, which allows us to better and more timely serve our members,” Ostrowski said. “It is clear that values and general banking business dynamics change very quickly in this day and age; as a result, it is necessary that our laws are also kept up-to-date, modernized, with today’s needs.

Unemployment Rates Decrease Across State in September

BOSTON — Local unemployment rates decreased in 19 labor-market areas, increased in two areas, and remained the same in three areas in the state during the month of September, the Executive Office of Labor and Workforce Development reported. Compared to September 2016, the rates were up in 18 labor-market areas and remained the same in six labor-market areas. Six of the 15 areas for which job estimates are published recorded seasonal job gains in September. The gains occurred in the Springfield, Worcester, Brockton-Bridgewater-Easton, New Bedford, Peabody-Salem-Beverly, and Leominster-Gardner areas. From September 2016 to September 2017, 14 of the 15 areas added jobs, with the largest percentage gains in the New Bedford, Haverhill-Newburyport-Amesbury, Barnstable, Boston-Cambridge-Newton, Lynn-Saugus-Marblehead, and Springfield areas. In order to compare the statewide rate to local unemployment rates, the Bureau of Labor Statistics estimates the statewide unadjusted unemployment rate for September was 3.5%. Last week, the Executive Office of Labor and Workforce Development reported the statewide seasonally adjusted unemployment rate dropped to 3.9% in the month of September. The statewide seasonally adjusted jobs estimate showed a 9,300-job gain in September and an over-the-year gain of 62,300 jobs. The unadjusted unemployment rates and job estimates for the labor market areas reflect seasonal fluctuations and therefore may show different levels and trends than the statewide seasonally adjusted estimates. The estimates for labor force, unemployment rates, and jobs for Massachusetts are based on different statistical methodology specified by the U.S. Department of Labor’s Bureau of Labor Statistics.

Board of Higher Education Votes to Join Agreement on Online Learning

BOSTON — The state Board of Higher Education recently authorized the state’s commissioner of Higher Education to submit an application to join the State Authorization Reciprocity Agreement (SARA), a multi-state approach to regulating the growing number of online learning programs offered by colleges and universities across the U.S. The board’s unanimous vote follows an extensive review of what joining SARA would mean for the Commonwealth. Last year, Massachusetts Education Secretary James Peyser chaired a legislative Special Commission on Interstate Reciprocity Agreements, which issued a report that was reviewed by the Board of Higher Education as part of its decision-making process to join SARA. In December 2016, the U.S. Department of Education incorporated recommendations from the state Board and Department of Higher Education, the Office of the Attorney General, and the Executive Office of Education in final authorization regulations for postsecondary online education. “As we strive to make higher education more affordable and accessible for residents of the Commonwealth, adding online learning options is a critical step in the right direction,” Gov. Charlie Baker said. “We are pleased to join SARA with the assurance that we would be able to continue vital consumer protections for our students, and look forward to preparing our application.” Added Peyser, “if Massachusetts’ application for SARA membership is approved, students in the Commonwealth will see a multitude of options in online education open up for them, and our state’s colleges and universities will find it less cumbersome and costly to offer online courses to students in other states.” Massachusetts will be the 49th state to join SARA, if its application is accepted by the National Council for State Authorization Reciprocity Agreements. Currently, the Board of Higher Education regulates the degree-granting authority of most post-secondary institutions with a physical presence in the Commonwealth, granting them the ability to offer specific credit-bearing programs of study and to use the terms ‘college’ or ‘university’ in their names. At present, it does not exercise oversight over out-of-state institutions that offer only online programs to Massachusetts students. With the proliferation of distance-learning providers and modalities, the need for a new, more nimble regulatory approach that will allow for greater access and options for students — while maintaining robust student protections and safeguards — has emerged. “Massachusetts has a strong history when it comes to regulations and standards that benefit consumers — in this case, students — and we were willing to take our time in deliberating whether to join SARA rather than rush into an agreement that might shortchange them,” said Carlos Santiago, state commissioner of Higher Education. If Massachusetts’ application to join SARA is accepted, institutions in the Commonwealth may be able to submit applications to begin operating under SARA by the summer of 2018.

Connecticut Airport Authority Seeks Development Proposals

WINDSOR LOCKS, Conn. — The Connecticut Airport Authority is seeking developers to enter into a long-term land lease to develop, operate, and maintain commercial property owned by Bradley International Airport located on a vacant, 4.8-acre parcel on Ella Grasso Turnpike. A pre-proposal meeting will be held on Wednesday, Nov. 8 at 10 a.m. in the Human Resources Conference Room located at 334 Ella Grasso Turnpike, Suite 100, Windsor Locks. Full copies of the request for proposal may be downloaded at www.ctairports.org/economic-development/procurement, or by e-mailing [email protected].

Daily News

WARE — Country Bank President and CEO Paul Scully announced that Debra Cole has been promoted to first vice president of Operations. She has been with Country Bank for 33 years, beginning her career there as a file clerk. Over the years, she has held various roles within the Operations area, where her experience and expertise has allowed her to transition seamlessly into her new position.

“We are thrilled to have Deb in this role and know that she will continue to advance the bank’s technology and streamline processes to ensure our customers continue to experience the highest quality that banking has to offer,” said Mary McGovern, CFO of Country Bank.

Cole graduated from the New England School for Financial Studies and the American Bankers Assoc. Stonier Graduate School of Banking. She received high honors while at Stonier and also earned a Wharton Leadership Certification. She is currently a student at Springfield Technical Community College and will complete her degree in business administration in 2018.

“I am passionate about solving problems and improving processes,” Cole said. “I also truly enjoy helping those that I work with grow in their positions and seeing them succeed and advance in their careers.”

Cole has volunteered numerous hours over the years at the Relay for Life event in Belchertown and supports the American Cancer Society annually.

Daily News

HADLEY — Michael Ostrowski, president and CEO of Arrha Credit Union, announced a plan to close the Hadley Branch at 140 Russell St. The credit union submitted a request for permission to Commissioner Terence McGinnis, Division of Banks, Commonwealth of Massachusetts in Boston.

“We have made this request due to the Hadley branch not meeting its original projections,” Ostrowski said. “After two years, the branch has over 80% of its deposits in certificates of deposits. We have made efforts to grow this branch; however, due to the competitive market, we continue to have minimal member transaction accounts.”

He added that closing a branch is a decision the organization does not take lightly.

“We feel that we are part of the Hadley community and will continue to serve our members using convenient technology, online banking features, and welcoming them to our Springfield branch at 145 Industry Ave. or our West Springfield branch at 63 Park Ave.”

The closing will not happen until late January, he went on, and personal letters will be sent to all members who have accounts at the Hadley branch to notify them of the decision.

“We are grateful to the Hadley branch staff for all their hard work and to the members who joined,” Ostrowski said. “We care about our members, and we appreciate their loyalty. The staff at our Hadley branch will be offered comparable positions at our other two branch locations in Springfield and West Springfield.”

Daily News

SPRINGFIELD — Michael Ostrowski, president and CEO of Arrha Credit Union, testified on an act to modernize credit-union laws before the state Joint Committee on Financial Services. Ostrowski testified on allowing technological advances, increasing transactional authority for chartering and merging credit unions, and increasing state authority for low-income designation.

“A top priority of Arrha Credit Union is to be able to fully utilize today’s advances in technology. We are not allowed to offer electronic loan applications, along with other credit unions. Our members want technological convenience in today’s advanced electronic world,” Ostrowski said. “Also, mail was meaningful during the time this law was enacted; however, today’s electronic voting has largely taken the place of mail ballot voting, and is more easily accessible for members to actively participate in our governance. Such technological advances will provide convenience, time-saving opportunities, and cost-saving opportunities. It is important for Arrha Credit Union to stay as technically advanced as possible to best serve our membership and communities.”

Arrha Credit Union supports the provisions of this bill, which allows the Massachusetts commissioner of Banks to recognize the credit-union low-income designation for state-chartered credit unions. A credit union that receives the low-income designation is a credit union in which has more than half of its members have a family income 80% or less than the median family income for the metropolitan area where they live or national metropolitan area, whichever is greater. This authority will open an opportunity for credit unions to gain access to grant money to provide additional training opportunities for its staff, better and more tailored products for its low-income base, and other such improvements. It will also allow for expedited and easier recognition of credit for Community Reinvestment Act purposes.

“Arrha Credit Union is considered a low-income-designated credit union and has used its low-income designation in the area of auto lending with 100% loan-to-value ratios, which allows us to better and more timely serve our members,” Ostrowski said. “It is clear that values and general banking business dynamics change very quickly in this day and age; as a result, it is necessary that our laws are also kept up-to-date, modernized, with today’s needs.

Daily News

SPRINGFIELD — A new educational and workforce development partnership between Springfield Technical Community College and Northeastern University creates an opportunity for current STCC students, graduates and the general public to earn bachelor’s degrees in mechanical engineering technology and advanced manufacturing systems onsite at STCC.

In a ceremony on Wednesday at STCC, leaders from both institutions officially signed a memorandum of understanding to mark this partnership.

In the planning stages for more than a year, the agreement with STCC marks the first time Northeastern has partnered with a community college to offer bachelor’s degrees on site.

“Our engineering and manufacturing programs continue to be a signature of STCC, and we are very pleased to collaborate with Northeastern to deepen and enhance workforce efforts for Western Massachusetts,” said Dr. John B. Cook, president of STCC.

“We’re pleased to partner with Springfield Technical Community College as it expands opportunities for students,” said Dr. Mary Loeffelholz, dean, Northeastern University College of Professional Studies. “Both of our institutions value experiential learning and industry-aligned degrees to prepare students for career and life success.”

Students may choose either a pathway to a bachelor of science degree in mechanical engineering technology or in advanced manufacturing systems from Northeastern to be completed online and at STCC.  Both degrees are part of the Lowell Institute School at Northeastern, which offers 15 bachelor’s degree programs, 10 of which are available completely online.

“This partnership with STCC is in keeping with the mission and tradition of the Lowell Institute School which began when A. Lawrence Lowell created the Lowell Institute School for Industrial Foremen in 1903,” said Dr. Kemi Jona, founding director of the Lowell Institute School and associate dean of undergraduate programs. “The goal then was to bring essential knowledge and opportunity to the people doing the work driving the economy of the new century. Today, the Lowell Institute School is still committed to this goal, reaching students in new ways and places.”

The agreement maximizes convenience and cost-effectiveness for STCC graduates who wish to obtain bachelor’s degrees in the two programs, said Dr. Adrienne Smith, dean of the School of Engineering Technologies & Mathematics at STCC.

Smith said most STCC students have families in the area and would prefer to get their bachelor’s degrees in the Springfield area. In addition to some online courses, classes will take place in the evening and possibly Saturdays, a benefit for the many students who work full time during the day, she said.

“This is a great opportunity for our students,” Smith said. “Rather than traveling to Boston, they can come to our campus in the evening for classes. They are already familiar with our institution. They are familiar with our classrooms and labs. It will be like coming home to get their bachelor’s degree.”

Daily News

SPRINGFIELD — Western Mass. is known for many things — its beauty, its many distinguished colleges and universities, its recreational facilities, high quality of life, and much more.

It is also known, historically, as a region defined by entrepreneurship and innovation — people who started business ventures, and people who created better products and ways to do things. Examples abound, from the Blanchard Lathe and the M1 rifle, both invented by those working at the Springfield Armory, to the monkey wrench, ice skate, automobile, and motorcycle — all either invented or first manufactured here.

This legacy of entrepreneurship and innovation continues today, and it is visible in every corner of the region, from Williamstown to Hampden; Greenfield to Great Barrington. And this is what is being celebrated at the Business & Innovation Expo of Western Mass., produced by BusinessWest and HCN and presented by Comcast Business. The event takes place on Thursday, Nov. 2 at the MassMutual Center.

The event’s exhibiting businesses and educational seminars will reflect and spotlight the many aspects of entrepreneurship and innovation and leave attendees both inspired and better able to confront the many challenges facing those in business today — and those they will face tomorrow as well.

The day will get off to an an inspiring, energizing start with a fund-raising breakfast for Revitalize Springfield’s JoinedForces program, with master of ceremonies state Rep. Aaron Vega. Later, at the luncheon, keynote speaker Ron Insana, senior analyst and commentator with CNBC, will present a talk titled “Trumponomics,” which will address how Washington will affect the economy in the years ahead.

Throughout the day, there will be informative seminars and special programs tailored to address the issues and challenges facing all those in business today. Highlights include an “Ask the Expert Roundtable” that will feature area experts answering questions on subjects ranging from employment law to social media; from the Affordable Care Act to becoming a better public speaker; from family businesses to interviewing job candidates. There will be a number of informative seminars on subjects ranging from cybersecurity to marketing myths to innovation in continuous improvement, as well as programs to introduce attendees to the transformative technology of virtual realty, robotics, and machine-tooling demonstrations.

Attendees can also take part in the Springfield Regional Chamber’s Speed Networking event; a match-making program featuring corporate sponsor MGM Springfield, which will be opening its $950 million casino in less than a year; the day-capping Expo Social, featuring a best-in-show food-sampling competition; and much more.

Daily News

LONGMEADOW — The 5th Annual Cybersecurity Summit will be conducted on the Longmeadow campus of Bay Path University on Nov. 9. This free event will start with a networking continental breakfast at 7:30 a.m., followed by an open lecture and panel to begin at 8 a.m. Speakers include:

  • Timothy Connelly, executive director and CEO of the Mass. Technology Collaborative including the new Cybersecurity Growth and Development Center;
  • Tim Russell, Supervisory Special Agent in Cybersecurity, FBI / Boston; and
  • Dr. Carol Leary, president of Bay Path University, member of the U.S. Department of Homeland Security Academic Advisory Council.

This year’s summit will be Building a Cybersecurity Ecosystem: the Roles of Higher Education, Law Enforcement, and Technology. Today, cyber attacks are becoming increasingly commonplace. From the most recent, Equifax, to Dyn and Yahoo, these incidents not only impact a company’s bottom line and integrity, but also reach down to the consumer level compromising personal information and security.

The Commonwealth of Massachusetts is taking the lead in fighting cyber attacks and crime through the Cybersecurity Growth and Development Center. The center works with the private sector to provide business development support, helps existing cybersecurity firms grow in Massachusetts, oversees programs to increase the cybersecurity talent pipeline in the state, and collaborates with businesses to help inform the state’s cybersecurity strategy. The open lecture / panel will elaborate and discuss these goals, current issues in cybersecurity, and focus on the tremendous need for cyber professionals.

“When Gov. Charlie Baker announced the new Massachusetts cybersecurity center at MassTech, he pointed to the Commonwealth’s global leadership in this sector, but also noted that we can do more when it comes to developing our cyber workforce and realizing the full potential of our cybersecurity ecosystem,” said Connelly. “Bay Path’s forum will be an important opportunity for us to engage with and gain feedback from cybersecurity thought leaders from across the region on how best to develop these new efforts.”

For more information or to register, visit: www.baypath.edu/cybersummit.

Employment Sections

Hire Degree of Difficulty

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The region’s staffing industry has always been a solid barometer of the overall economy, and that is certainly true in this economy. Firms report that demand for qualified workers is high, and the pool of talent is small and in some respects shrinking. Meeting the demands of various sectors, firm owners and managers say, requires a mix of persistence, imagination, and, well, hard work.

Andrea Hill-Cataldo calls it the ‘Perm Division.’

That’s ‘perm,’ as in permanent-hire, or direct-hire, work. The venture she founded nearly 20 years ago, Johnson & Hill Staffing Services, has always provided such services. But they didn’t comprise a division of the company, and there weren’t staff members dedicated directly to them.

Until recently.

Indeed, the Perm Division is now staffed, and it is quite busy, said Hill-Cataldo, helping companies secure everything from administrative assistants to CFOs and CEOs. And it’s busy for several reasons.

They include the fact that many businesses, bolstered by a prolonged recovery that shows few if any signs of slowing down and challenged by everything from retiring Baby Boomers to on-the-move Millennials, are hiring. And also the fact that many of them need some help with that hiring.

“When businesses aren’t sure what they want to do, they might go temp or temp-to-hire, or they might just wait and see,” Hill-Cataldo explained, noting that the third option involves trying to get by without filling a vacancy. “But when they’re hiring on a permanent basis right off the bat, they’re pretty confident, and they know they need that position filled.”

The creation and consistent growth of Johnson & Hill’s Perm Division — and the reasons for both — are clear examples of how the staffing industry, as it’s called, is an effective economic indicator in its own right, and also how its operations essentially reflect, as a mirror would, what is happening with the local economy.

Andrea Hill-Cataldo

Andrea Hill-Cataldo says her company is meeting client clients and creating effective matches — but it is has never had to work harder to do so.

Discussions with Hill-Cataldo and others in this sector reveal that they are busy virtually across the board, meaning nearly all sectors of the economy; that they are handling increasing volumes of work in temp-to-hire and permanent hiring scenarios; and that they are becoming increasingly challenged when it comes to meeting the needs of their clients for qualified, motivated workers.

“Our work becomes more difficult as the pool of candidates gets smaller,” said Jennifer Brown, a certified staffing professional and vice president of Business Development at Springfield-based United Personnel, noting that, despite these challenges, the firm is meeting growing client needs across two main divisions — manufacturing and ‘professional’ positions.

All these developments reflect what is happening regionally, where companies are reasonably confident, need qualified help, and are having trouble finding it. And also where workers are equally confident, not shy about moving on to different challenges seemingly every few years, and are doing so in huge numbers, leaving their employers with the task of somehow replacing them, a situation that will certainly be exacerbated as MGM Springfield goes about filling roughly 3,000 positions over the next 10 months or so.

They also reflect the unemployment numbers and what’s behind them. This area’s jobless rate is higher than the state’s and the nation’s, which might sound beneficial for staffing agencies. But observers say it’s higher for a reason — most of those out of work lack many of the skills (technical and ‘people’ skills alike) to attain work.

The mirror-like quality of the staffing industry even extends to the broad realm of technology.

Jackie Fallon, president of Springfield-based FIT Staffing, which specializes in finding IT personnel for clients large and small, said a growing number of clients want and often desperately need individuals to collect and mine data, keep their systems safe from hackers, and enable computers (and therefore people) to continue working.

But in addition to now knowing how to find and evaluate good candidates (one big reason FIT is extremely busy these days), they are often surprised by and put off by the sticker price of such qualified individuals. They often want help at lower wages than what the market is often dictating, thereby adding a degree of difficulty to the search process.

“Think about a small manufacturer,” said Fallon while offering an example of what she’s running into. “Someone running a plant doesn’t want to pay an IT guy more than he or she is paying the plant manager. But that’s what the market is like out there; that’s what people are getting, and it’s creating challenges for companies.”

For this issue and its focus on employment, BusinessWest talked at length with several staffing-agency executives about what they’re seeing, hearing, and doing, and how all of that reflects the bigger picture that is the region’s economy.

Getting the Job Done

Hill-Cataldo was asked about how challenging it is to meet the needs of various clients and whether she was, in fact, able to keep up with demand. And with her answer, she probably spoke for not only everyone in her specific sector, but almost every business owner in Western Mass.

“It’s much more challenging to find qualified candidates than it probably ever has been, and I’ve been doing it for 25 years,” she explained. “We’ve never had to work this hard to get the right people; we’re getting them, but we’re just putting tremendous amounts of resources into doing that, and more hours. We have to work very hard.”

Jackie Fallon

Jackie Fallon says the need for data and security specialists continues to soar, making her company extremely busy.

Brown and Fallon used similar language, by and large, and collectively, their words speak volumes about the employment situation and this particular cycle that the region and its staffing agencies find themselves in.

And like all businesses, staffing firms see life change considerably with those cycles.

When times are worse, or much worse, as they were during and just after the Great Recession a decade ago, there are large numbers of skilled people looking for work. The problem is, there isn’t much of it to be had as companies, out of necessity, make do with fewer bodies.

During such cycles, more hiring is done on both a temporary and temp-to-hire basis (providing some work for agencies) because companies generally lack the confidence to bring people on permanently.

When times are better, of course, the situation is reversed. There are more positions to fill as companies staff back up, but fewer qualified individuals to fill them. There are still large amounts of temp-to-hire work because companies generally want to try before they buy (and with good reason), but also considerably more permanent hiring, hence Johnson & Hill’s Perm Division.

If it sounds like there are no easy times for staffing agencies, that’s about how it is, although these would obviously be considered better times, or even, for some, the best of times.

“Technology is always in high demand because everyone needs it,” said Fallon. “We’re really busy; we had our best year ever last year, and this year, we’re continuing that trend.”

Both United and Johnson & Hill are also having a very solid year, continuing a recent run of them, and for a variety of reasons that have to do with the economy and a changing environment when it comes to the process of hiring.

Elaborating, Hill said busy managers often lack the time to recruit and interview candidates. Meanwhile, others aren’t fully up on the methods required to reach younger audiences and assemble a strong pool of candidates. Thus, they’re leaving it to the experts.

“The way companies recruit now has become so complex that, if you don’t need to hire on a large scale, you don’t have the time to invest in social-media campaigns and all the things you need to do to build that pipeline of people coming into your organization,” she explained. “That’s what we do all day; we’re building a pipeline of people for the positions we need to fill. That makes it cost-effective for us, and far less so for small companies that can just offload the whole process.”

Brown agreed, and said this helps explain why United’s Professional Division, as it’s called, is quite busy. But there are other factors, and they include the fact that, in most all respects, the market has shifted in favor of the employees and job seekers, who, like employers, have large amounts of confidence.

“With this economy, there are opportunities,” she explained. “People aren’t fearful about moving from one company to another, whether they want to enhance their skill set to get ready for the next step or relocate, or just earn more money.”

Meanwhile, larger numbers of Baby Boomers are making the decision to retire, leaving companies with the often-challenging task of replacing long-time, valued employees.

Pipeline Projects

In this environment, where agencies have to commit more time, energy, and financial resources to the task of creating solid matches (that’s the operative word in this industry), staffing work requires persistence, resourcefulness, imagination, and often working with partners to help individuals gain the skills needed to enter the workplace and succeed there.

“Before, it might take a few days to find someone; now, it might take a few weeks,” said Hill-Cataldo, as she addressed that persistence part of the equation. “Searches are more difficult and time-consuming.”

Jennifer Brown

Jennifer Brown says the key to making successful matches is to fully understand a company’s culture, and finding individuals who can thrive in that environment.

Brown agreed, but stressed that, while the work is harder and it takes longer, there can be no shortcuts, because a firm can only succeed in this business if client needs are met — that is, if successful matches can be made.

And one key to accomplishing this is understanding not only a firm’s needs, but its culture, and then essentially working in partnership with the client to create what all parties concerned would consider a proverbial good hire.

“We need to make sure that the candidate we’re seeking aligns with what the client is looking to fulfill with the position,” Brown told BusinessWest, adding that this often goes beyond expected technical skill sets and into the realms of teamwork and company culture.

And with both sides of that equation, United is devoting time and resources to many forms of workforce development to help provide candidates with needed skills, she said.

As an example, she said the firm works with Goodwill Industries to present a training program to assist individuals with acquiring the essential skills to succeed in the workplace today.

“We need to make sure that the candidate’s character aligns with what the company is looking for, but also their competency as well,” she explained, adding that this is both an art and a science.

All of these traits are also needed within the broad spectrum of technology, said Fallon, adding that this has proven to be a lucrative, yet still challenging niche for the agency because, as she noted, technology is a critical component in every company’s success quotient, and also because the needs within this realm continue to grow.

This is especially true on the data side of the equation, as evidenced by growing use of the acronym DBA, which still stands for ‘doing business as,’ but increasingly, it also stands for ‘database administrator.’

“These are individuals in high demand,” said Fallon. “Data is a company’s goldmine; they need to protect it, and they need to make sure it’s running smoothly.”

Likewise, system security specialists are in equally high demand, said Fallon, adding that such professionals can and usually do demand a six-figure salary, a number that causes sticker shock in this region, which further complicates that aforementioned process of creating solid matches for both temp-to-hire and, increasingly, permanent-hire scenarios.

Matters are even further complicated by the fact that, increasingly, IT specialists can work remotely, which makes competition for them regional if not national or even international in scope.

“Someone can live here, work for a company in Boston, and maybe go into Boston once a week or maybe even less,” she explained, adding that firms in urban areas not only understand this, but they are generally less intimidated by the salaries such individuals are commanding.

The lesson companies can take from this is to be flexible and, when possible, allow people to work remotely, said Fallon, adding that, for various reasons, including an unwillingness, or inability, to meet those six-figure salaries, FIT has to cast an extremely wide net in its efforts to make matches.

“It’s easier for us to find someone from the Midwest to come here than it is someone from Boston — unless they were originally from this area,” she explained. “There’s more opportunity in Boston and places like it; if something doesn’t work out, they can walk down the street and find something else.”

Body of Work

While there are opportunities for staffing agencies during virtually all economic cycles, it is times like these when firms are particularly busy and when, like FIT, they are likely to record that proverbial ‘best year ever.’

But, as Hill-Cataldo noted, the rewards don’t come easy, and firms like hers must work harder than ever to not only meet the needs of clients, but exceed them.

In this respect, and many others, the staffing industry is reflecting the bigger picture and the economy of this region.

In other words, it’s a work in progress — in all kinds of ways.

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

Employment Sections

Outside the Silos

Anne Kandilis

Anne Kandilis says collaboration between employers, educators, and economic-development leaders will be the key to the new job portal’s success.

Anne Kandilis spends a lot of time talking with area employers, so she knows there are jobs to be had. How to connect those jobs to people who can perform them — well, that’s an issue that has plagued Western Mass. for a generation.

“One local employer told me, ‘I’m about half the size I could be, but I can’t find enough skilled workers,” said Kandilis, Working Cities Challenge director at the Economic Development Council (EDC) of Western Massachusetts.

Furthermore, she noted, many of these jobs are blue-collar positions that don’t require a college degree, but the disconnect remains due to a perception among job seekers that it’s too difficult to retrain for a new career.

“For Springfield and the whole region, how do we break down those barriers that make it difficult for job seekers to find jobs, and for employers to find quality workers?” she asked. “That’s really the premise of Springfield WORKS.”

Springfield WORKS, a collaboration by city, community, education, and employer leaders to develop strategies to transform the region’s workforce ecosystem, was funded with a three-year grant from the Boston Federal Reserve Bank’s Working Cities Challenge grant. One concrete application of those strategies, an innovative job portal, was launched with fanfare last week during an event at Tower Square.

The event, titled “Innovations in Developing and Delivering a Workforce,” offered the first public presentation of the portal, which aims to connect job seekers and current workers with a roadmap to available positions. Importantly — because this has too often been the missing piece, Kandilis said — the portal will also serve as a resource on where to acquire needed skills with available training.

Statistics bear out why the effort is important. Specifically, the region’s low unemployment rate does not reflect the total number of people not participating in the labor force. Approximately 42 out of 100 Springfield residents aged 16 to 64 are not working, Kandilis said, and the initiative is a response to employers needing more qualified candidates to support operations and growth.

The 14 original partners in Springfield WORKS — the organization boasts more than three times that today — “all came together and said, ‘we have a workforce … not a crisis, but a mismatch between jobs and skilled workforce,” she told BusinessWest.

The problem isn’t isolated to the Pioneer Valley. At a recent meeting of Knowledge Corridor representatives, she noted, a speaker addressed this very skills gap, and CNBC recently called it one of the greatest threats to economic growth.

“The partners are really the key to making this happen,” she said, noting that an employer advisory group meets every month to discuss what’s working, what’s not, and where opportunities might exist to connect employers with job seekers. That’s where the new portal comes in.

Come Together

Springfield WORKS sprang out of a spirit of collaboration, as it explains on its website.

“By bringing together diverse stakeholder groups — including employers, secondary and post-secondary education providers, economic- and workforce-development professionals, workforce-training providers, community-based organizations, municipal government, and residents — the Springfield WORKS initiative holds all of us accountable for making sure the city of Springfield develops a bold and innovative strategy for our residents that have significant barriers towards full participation in the labor force,” the description reads. “This bold goal will be achieved by utilizing technology, collaboration, impact-driven coaching techniques, and data in order to empower residents to understand the opportunities that exist, the skills required to pursue those opportunities, and the training opportunities and support services that will enable them to be successful.”

Jobs are the goal, but check out some of the other words repeated in that mission statement of sorts. Skills. Education. Training. Of all the connections the job portal aims to make, those may be the most important.

When a user logs in, he or she can search for jobs among participating employers (about 20 to date — from major players like MassMutual, Baystate Health, and MGM Springfield to smaller companies — with more expected to join the effort) or by category (there are 17 listed, from sales to food service; from technology to healthcare).

Each job opportunity lists a series of ‘top skills,’ many of them soft skills like effective communication and customer service, and ‘prerequisites,’ including degrees or certifications necessary. Those listings then link to programs at Holyoke Community College, Springfield Technical Community College, and FutureWorks (again, more training partners are expected to sign on in the coming months) where specific programs can help a job seeker achieve those goals. In many cases, Kandilis said, employers are looking for someone with the right soft skills, and can train them for the rest.

“I think this is a game changer. It creates a conversation,” she told BusinessWest. “We don’t always have opportunities like this because of the way we operate in silos. This creates a huge opportunity for connections and strategies that are community-driven, and employers are a huge part of the conversation — because we start with the skills they need.”

Not often, she stressed, have employers, workforce-development agencies, colleges, and job-training entities come together to connect with job seekers at the same time.

“When the partners came together, they had to figure out what the problem was and what to do about it. The goal was to figure out how to collaborate and align our systems so job seekers can find them, and so employers who want quality employees can hire them,” she explained. “We have a skills and education gap, and we have supports, but they have not been aligned.”

The portal, however, is just one prong of a multi-faceted strategy to not only identify needs, but to put a big dent in the region’s unemployment figure, with Springfield WORKS as the backbone organization.

“By driving this through skills that are in demand, we’re able to align training and education in a way that has not been done before,” Kandilis said. “Every job is connected to a skill, and every skill is linked to a training if it’s available. So we’ll see which skills are aligning and matching up with training.”

From there, training programs can be broadened with a specific focus on where the greatest needs are. “We want to expand access to quality training, coaching, and mentoring, and make sure it aligns with the jobs that are in demand,” she went on. “And I’ve asked [employers] about not only the jobs open today, but the ones they hire for all the time.”

In short, she added, “our portal shows what jobs are available, but we also want to be the first step in a career ladder.”

Bridging the Gap

Kandilis did some quick math to show how the availability of quality jobs affects families, noting that a sustainable wage for Western Mass. is around $43,000 for a family of four. An $11-per-hour job comes out to $22,000 a year.

“That’s a big gap,” she said. “But we have a lot of jobs, and we have a lot of jobs that are not just entry-level jobs, but really pay well. Some start at $14 an hour, but you can make $18 within a year. Achieving economic stability, for someone who has been living in poverty, is a life-changing experience for the whole family.”

Springfield WORKS is tackling a number of related issues, from legislation that aims to make it easier to move from public assistance to the workforce to grappling with the need many individuals have for child care and public transportation at odd hours. Again, the partners will seek collaboration, hoping to connect job seekers with not only career opportunities, but the training and education necessary to land them.

“We want to change that number from 42% who aren’t working to 25%, and lower if we can get there,” Kandilis said. “We are excited. Everything is ready. We’ve worked really hard. Employers have been phenomenal in their participation. At the end of the day, we want to be the region that companies want to move to because of our workforce.”

Joseph Bednar can be reached at [email protected]

Sections Technology

Innovation at Hand

10-nintendo-3ds-xlAn on-the-go society demands on-the-go technology, and the array of smartphones, tablets, wristband health sensors, and portable game systems only continues to expand as the major players compete for their share of a growing pie. In its annual look at some of the hottest tech items available, BusinessWest focuses on those mobile devices, which are connecting more Americans than ever, 24/7, to bottomless online resources and, sometimes, to each other.

If it seems like everyone’s on their smartphone these days, well, that’s a bit of an exaggeration.

But not by much.

According to a Pew Research Center survey conducted last November, 77% of Americans (77%) now own a smartphone, with lower-income Americans and those ages 50 and older exhibiting a sharp uptick in ownership over the previous year. Among younger adults, ages 18 to 29, the figure soars to 92%.

The 2017 results won’t be available until later this year, though the percentage is expected to rise even higher, because, well, it’s been on an upward trend since 2011, when Pew first started conducting these surveys. That year, just 35% of Americans reported they owned a smartphone of some kind.

These numbers don’t include plain old cellphones (remember when they seemed like the pinnacle of communications technology?). If those devices are included, 95% of Americans can reach in their pocket to make a call.

But BusinessWest’s annual rundown of the hottest technology — which, this year, focuses on mobile devices — isn’t interested in what was hot a decade ago. Following are some the most buzzworthy new smartphones, tablets, wearable fitness devices, and handheld game consoles, according to tech media.

Smarter — and Bigger

We’ll start, as many lists do this season, with the Samsung Galaxy S8 ($749), which Gareth Beavis at Techradar calls “the best phone in the world for a few reasons, but none more so than the display: it makes every other handset on the market look positively antiquated.

The camera and screen quality are both excellent, he continues, and while the phone is pricey, it’s worth the cost. “With the screen, Samsung has managed to find some impressive innovation at a time when there’s very little to be found in smartphones.”

Eric Walters at Paste added that, while the Galaxy S8 isn’t perfect, it’s the best Samsung has ever made, and an easy frontrunner for phone of the year. “It not only pushes the company’s portfolio forward, but the entire industry with its elegant and futuristic design that prioritizes the display without bloating the size. It’s an impressive achievement of design and engineering, but the quality isn’t surface deep. The entire experience of using the S8 is a rich one.”

One of the hottest trends of the past few years has been a shift to ‘phablets,’ smartphones that boast a much larger screen size than their predecessors. The Google Pixel 2 XL ($849) “improves on the first in lots of ways, but mostly it just looks a whole heap better,” writes Max Parker at Trusted Reviews, praising the device’s modern display and large size in a package that fits the hand well.

“But it’s the software that really wins here,” he adds. “Google’s approach to Android is fantastic, and the Assistant is an AI that’s already better than Apple’s Siri. The camera is stunning, too. It’s a 12-megapixel sensor that takes stunning photos in all conditions, and it’s packed with portrait mode tricks, too.”

Apple continues to be a key player in this realm, too, of course, and while the iPhone 8 Plus ($799) isn’t a big change over last year’s model, it boasts some substantial advantages, notes Mark Spoonauer at Tom’s Guide, and may turn out to be the equal of the iPhone X, to be released in early November.

“The new iPhone supports wireless charging, and its dual rear cameras are dramatically improved,” he adds. “Coupled with Apple’s new crazy-powerful A11 Bionic chipset, those lenses deliver portrait lighting — a new mode that lets you manipulate the light in a scene before and after the fact. The iPhone 8 Plus also delivers excellent battery life, lasting more than 11 hours in our testing.”

For those who prefer full-size tablets, competition continues to be fierce in that realm, with Apple again drawing headlines with the iPad Pro ($599).

“With Apple’s fastest-ever mobile processor, the 10.5-inch iPad Pro is easily the best tablet out there right now,” says Lindsay Leedham in Lifewire, who praised its camera, speakers, 256 GB storage, and True Tone display. “The iPad Pro uses sensors to detect the light in whatever room it’s in to adjust the color temperature of the display to the ambient light. The effect makes the screen look more like paper, and is most noticeable when it’s turned off and the screen switches to a bright bluish light.”

Meanwhile, for those on a budget, the Amazon Fire HD 8 ($79) is the best sub-$100 tablet available, according to Sascha Regan at PC Magazine.

“While you shouldn’t expect to compete against the iPad at this price point, the Fire HD 8 fits the bill for media consumption and light gaming,” she writes, calling its battery life adequare but praising its dual-band wi-fi. “In several tests at different distances from our Netgear router, we often got almost double the speed on the HD 8 than on the Fire 7. That made a real difference when doing things like downloading comics.”

Health and Leisure

Wearable technology, which focuses on tracking health and wellness habits, continues to be popular, although Fitbit, far and away the dominant player in this market, may be reaching saturation in the U.S., while smaller competitors eat away at its global market share, according to International Data Corp.

Still, its new products continue to wow reviewers. “Guess what: Fitbit’s newest tracker is its best one yet,” raves CNET’s Dan Graziano about the Fitbit Alta HR ($149). “For me, it’s all about design. I’ve been wearing the Alta HR for almost a month and plan to continue wearing it even after this review. It’s comfortable to wear and doesn’t sacrifice any features, but what sold me was the seven-day battery life.”

For those looking to spend more, the Fitbit Surge ($249) is a satisfyingly sophisticated piece of machinery,” writes Jill Duffy at PC Magazine. “It not only tracks your steps and sleep, but also alerts you to incoming phone calls and text messages, keeps tabs on your heart rate with a built-in optical heart rate monitor, uses GPS to track outdoor activity, and has much more functionality, especially for runners.”

Looking over the rest of the field, Marko Maslakovic at Gadgets & Wearables finds plenty to like about the Garmin Vivosport ($199), which is waterproof, comes with built-in GPS and all-day stress tracking, and counts reps and sets in the gym.

Though it’s slim and fits snugly on the wrist, “Vivosport has some pretty decent specs under the hood,” he adds. “You’ll get everything you could possibly hope for 24/7 activity tracking, including detailed info on steps, calories, distance, heart rate, activity, floors, and sleep. The GPS makes for more precise distance, time, and pace tracking, along with route mapping for your runs. It will track your swims in the pool, too. This is probably Garmin’s best fitness band yet.”

For technology enthusiasts whose tastes favor gaming on the run over, well, running, the portable-console market continues to thrive, with the longtime market leader making some new waves this year with the Nintendo Switch ($299).

“You can use it as a stationary console with your TV or transform it into a portable gaming device in literally seconds. You will keep all the data and can continue your game on the go,” Slant notes. “Nintendo Switch is light and feels comfortable in hand. It doesn’t cause any wrist strain. It also has a kickstand that folds out from the back of the console, so you can put it on the table.”

The publication also praises its graphics and controllers, but notes that it can be hard to find, lacks long battery life, plays poorly in direct sunlight due to screen glare, and doesn’t boast a wide variety of popular games — yet.

Game variety is no issue for the Nintendo 3DS XL ($199), which boasts two large screens, glasses-free 3D, and some of the best video games available on a mobile console, according to Top Ten Reviews. On the downside, battery life is not ideal.

Still, “thanks to its backwards compatibility with DS games and its huge selection of classic and new games in the Nintendo eShop, the 3DS XL is the best handheld game console available,” the site continues. “The 3DS family has the best games on a mobile category, and the Nintendo 3DS XL is the best handheld console available.”

Joseph Bednar can be reached at [email protected]

Daily News

SPRINGFIELD — Bulkley Richardson has named Elizabeth Quick its new executive director. In this position, she is responsible for overseeing all business operations including finance, human resources, information technology, business development/marketing, and facilities.

“We are pleased that Elizabeth will be joining us,” said Peter Barry, chairman of the firm’s executive committee. “She has directed many programs and business systems for law firms throughout Massachusetts, Connecticut, and Washington, D.C. Based on her experience and her abilities, we are confident that she will be a major contributor to continuing the firm’s success.”

Quick said she is excited about her new opportunity. “I look forward to working with this talented group of professionals as we continue to serve Bulkley Richardson clients and the community. Continuous improvement of systems and management to foster the firm’s delivery of superior legal services is an important focus for me.”

An experienced operations professional, Quick’s career spans more than 25 years as a legal-industry administrator. She has developed and implemented new processes, along with coordinating all administrative functions required to ensure smooth day-to-day operations. She has a strong network of colleagues and vendors which has allowed her to streamline tasks to bolster productivity and performance.

Prior to joining Bulkley Richardson, she worked as a multi-location administrator for a law firm with offices in New York, Washington, D.C., and Connecticut. She was responsible for strategic planning, expansions and moves, human resources, budgeting, day-to-day operations, business lines of insurance, and cohesive interaction with the management group in benefits, finance, technology, recruiting, and marketing to forward the firm’s overall success and business operations.

Quick earned her bachelor’s degree, summa cum laude, from Eastern Connecticut State University, and received her associate degree from Manchester Community College, and was honored with the David A. Greenberg Award for Academic Excellence and the Fred A. Ramey Jr. Award for Outstanding Business Student. She is a member of the Assoc. of Legal Administrators (ALA), and also a member of the Nutmeg and Capitol chapters of ALA.

Quick is based in Bulkley Richardson’s Springfield office. She succeeds Patrick Hourihan, who retired in September after 36 years of service to the firm.

Daily News

SPRINGFIELD — The City2City initiative, formed in 2010 as a way to identify best practices in metro areas that can be applied to the Springfield metro region, will host a one-day trip around the Pioneer Valley on Monday, Oct. 30 to highlight new or ongoing collaborations.

Organizers will fill a Peter Pan coach, and stops include the Basketball Hall of Fame, where a major renovation is planned; the Pioneer Valley Riverfront Club, which has opened the Connecticut River to rowing and recreation; the Massachusetts Green High Performance Computing Center in Holyoke; the Ludlow Mills project and renovation of Mill 10 into a residential community; and Union Station in Springfield.

As part of the program, the Community Foundation of Western Massachusetts will host TED-style talks on a number of collaborative local initiatives, including the Healing Racism Institute of Pioneer Valley, the Springfield Innovation District, Leadership Pioneer Valley, Valley Venture Mentors, and Partners for a Healthier Community/the Public Health Institute of Western Massachusetts.

The full program can be accessed online by clicking here.

There is limited seating on the trip, but space is currently available, and the cost is $75 to cover meals. Peter Pan Bus Lines has donated a coach to transport participants on the trip, being dubbed “One Day, One Region, One Experience,” as travelers will see and hear about successful collaborations up close.

City2City was created to connect leadership from the Pioneer Valley with other metro areas adopting successful strategies in a number of areas, originally with the assistance of the Federal Reserve Bank of Boston. Previous learning trips have been taken to Winston-Salem and Greensboro, N.C.; Grand Rapids, Mich.; New Haven, Conn.; Bethlehem and Allentown, Pa.; and Chattanooga, Tenn.

The trip to the Pioneer Valley was designed to take stock of current collaborations in economic development, technology, health and wellness, tourism, and innovation. The initiative is being hosted by the Pioneer Valley Planning Commission and is co-chaired by Shayvonne Plummer of the Economic Development Office of the City of Springfield and Paul Robbins, principal of Paul Robbins Associates Strategic Communications.

Daily News

CHICOPEE — Elms College will host a panel discussion on healthcare innovation on Thursday, Nov. 9 at 5:30 p.m. in the Dooley College Center dining room annex.

The panel, “Driving Change in the Business of Healthcare,” is presented as a collaboration between the college’s MBA program, Center for Entrepreneurial Leadership, and School of Nursing’s doctor of nursing practice program.

The panelists — entrepreneurs and innovators in the business, technology, and clinical sides of healthcare — will share stories of innovating, changing, disrupting, enhancing, advancing, and problem solving in medical and healthcare settings. They will talk about their own paths to innovation: what was easy, what was challenging, and what they would tell new entrepreneurs about getting started. In addition, they will discuss how to identify needs in the field and create solutions that meet those needs.

Panelists include entrepreneur Rick Crews, president of Medvest LLC, d/b/a AFC Urgent Care; healthcare innovator Grace LaValley, cardiovascular nurse at Baystate Health; technology entrepreneur Bryan Shnider, co-founder and CEO of TrueMedIT; and healthcare app designer Robert Horton, nurse manager at Baystate Health.

This event is free and open to all entrepreneurs, business leaders, and people who work in the healthcare field. Refreshments will be provided. Seating is limited, and registration is requested. To register, visit www.elms.edu/innovationpanel.