Page 38 - BusinessWest August 19, 2024

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Easthampton
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Moe Belliveau stands in the soon-to-open WorkHub on Union at the chamber offices in Easthampton.
Staff Photo
high energy there and the many forms of support for small businesses, especially at the chamber.
They took their concept to Cottage Street, and thus far they’re off to a solid start, said Stacey, adding that they spent much of their first year building vis- ibility, setting goals, and developing a game plan for continued growth.
CO.STARTERS has played a big role in all that, she told BusinessWest, adding that she found, through the program, a solid support network provid- ing both feedback and mentorship.
Overall, their venture looks to meet what they consider a need — there isn’t a store like this in East- hampton, and its prices are lower than what can be found at the mall — while also promoting sneakers as, among other things, wellness.
“I think a great pair of sneakers will change your attitude for the day,” she explained. “I’ve worked in the office, in the corporate world, and you always had
to wear uncomfort- able shoes; I’m try- ing to promote how you can wear a nice pair of sneakers with casual work pants, and you’re going to have a real- ly comfortable day at work.”
Building Momentum
It’s called the Growing Green project.
This is one of several housing ini- tiatives unfolding
in the community, each one different, and each one with a story behind it.
Growing Green is a rural project planned for 56 acres just off Main Street near the border with South- ampton. It’s a partnership between the Kestrel Land Trust and the Community Builders Inc. said LaCha- pelle, adding that 22 of those acres will be set aside for housing — 87 units in the affordable category — and the rest will be preserved as open space, with Kestrel and the Massachusetts Audubon Society over- seeing the conservation.
“It’s a very interesting project — it’s really cutting- edge,” said the mayor, adding that the initiative will soon be the focus of an upcoming article in Sierra, the magazine of the Sierra Club, because of the way it demonstrates that new housing (a regional and national issue) and land preservation can be under- taken in the same project.
The new units of housing are expected to come online in 2028 or 2029, with the ultimate timing to be influenced by when the developers can secure low- income-housing tax credits, said LaChapelle, adding that other housing initiatives in the community are decidedly more urban in nature.
They include redevelopment of one of the two remaining former mill buildings in the Ferry Street complex — Building 11 to be specific (leaving the
largest of the mills, Building 7 still to be developed), said the mayor, adding that this project, being under- taken by Springfield-based Home City Development Corp., will create 96 units of housing — 90 in the ‘affordable’ category, with the other six being market rate. Low-income tax credits will be needed for this project as well, she said, adding that the hope is that these units can come on line at the end of 2026. Meanwhile, more housing is planned for three recently decommissioned schools — Maple, Cen-
ter, and Pepin — into 69 units for those of mixed incomes, said the mayor, ading that the buildings “tri- angulate” the downtown district.
Also, what’s known as the original Town Lodging House on Oliver Street, known to many as the ‘Poor House,’ is being renovated into housing (perhaps 30 units in the affordable category) by the city in part- nership with Valley CDC in an initiative with another long time horizon — 2029 at the earliest.
“That’s a building with a lot of restrictions — there’s a historical restriction on it, an affordable- housing restriction on it, there’s an agricultural restriction on it ... it’s very complex to develop,” LaChapelle said. “But historically, it’s a very cool proj- ect, and Valley CDC has been working with the city to keep those aspects — some of the history of the build- ing, some of the architecture — while putting together modern housing units.”
These projects comprise several hundred units that are needed, not just because of overall demand for housing, she said, but due to a need, in these changing times, of housing of a somewhat non-tradi- tional sense.
“There’s just a conundrum around housing these days,” she told BusinessWest. “When you close you eyes and dream the American dream in New Eng- land, it’s literally a white house with black shutters and a picket fence. There simply isn’t enough land for that, and it doesn’t fit the lifestyle like it did 25 or 30 years ago. With the housing units we have planned, there’s a big cross-selection; with those three schools in the downtown, there’s high walkability — you can park your car and forget about it for a week.”
Like the mayor said, there’s a full menu of options — and a wide range of growth opportunities — in a community that has come a long way in 30 years and continues the process of reinventing itself into a dynamic, in-demand community. BW
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Employment
Continued from page 12
Bridging the Generational Divide
The challenge arises when these two distinct mind- sets interact within the same workplace. Conflicts can ensue when a traditional employer hires a modern- thinking employee, or vice versa. Such clashes can lead to misunderstandings, stress, and a decrease in productivity, highlighting the need for a more integra- tive approach to workforce management.
In an ideal workforce, employers would adopt a more inclusive and flexible mindset that accommo- dates diverse work philosophies. This involves creat- ing policies that respect traditional values of structure and stability, while also embracing the flexibility and innovation that modern workers bring. Ensuring clear communication and mutual respect among employees can foster an environment where varied work values coexist harmoniously.
The Road to a Symbiotic Workplace
The future of work doesn’t have to be confined to a choice between living to work or working to live. Instead, it can be a blend of both philosophies, taking the robustness of traditional structures and merging them with the flexibility and innovation of modern approaches.
My experience in talent recruitment has shown me that both employers and employees seek a produc- tive, symbiotic relationship that supports individual and collective growth. To achieve this, it’s crucial to go beyond merely matching skills and qualifications. We must understand and integrate the nuanced prefer- ences, goals, and aspirations of the workforce.
Creating such a workplace requires an ongoing dialogue between different generations and mindsets.
It needs adaptation and compromise from both sides to forge a solid partnership that withstands the tests of time and challenges of a changing world. Only through such integrative efforts can we build a work- force that not only bridges the gap between genera- tions but also thrives on the diverse strengths each brings to the table.
With a balanced approach, we can ensure that both the live-to-work and work-to-live philosophies contribute positively to our collective professional landscape, leading to increased satisfaction and pro- ductivity across the board. BW
Nicole Polite is CEO of the MH Group, a staffing and recruiting firm in Massachusetts and Connecticut, and the author of Expectations Aligned: Forging Better Paths for Employers and Employees to Meet in the Middle, which will be released on Sept. 16.
38 AUGUST 19, 2024
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