Page 48 - BusinessWest August 4, 2025

Easthampton >>Continued from page 12
the structure, which is similar in many ways to Chi-
copee’s City Hall and designed by the same architect,
Charles Parker.
As for phase 3, the projected cost is expected to
approach $7 million, said Maxey, adding that work
covers a wide spectrum, including the ceiling, light-
ing, sound baffling, asbestos remediation, sprinkler
and fire suppression systems, bathroom renovations,
creation of a green room and offices, and more.
Fundraising continues, and the stated goal is cer-
tainly a challenge, but Maxey is confident that the
community will continue to support the initiative.
“We have a ways to go — we’re about halfway
there,” she conceded, adding that the overall price tag
for the project has soared from roughly $6 million to
more than $11 million, mostly due to inflation and
rising construction costs.
Once funding is secured, she believes phase 3 can
be completed in perhaps 18 months, ushering in the
next chapter in the story of CitySpace.
Making Connections
As for next chapters, the Easthampton chamber is
writing itself, with Kostek taking the helm after long-
time executive director Moe Belliveau stepped down
earlier this year.
Kostek said he was looking for a new challenge
after his position with the United States Tennis
Assoc. New England was eliminated.
He said his work at the USTA, much of it focused
program development for young people, is similar to
his new role at the chamber in that they both involve
relationship building.
“One of the things I liked most about my work
with USTA was meeting people and developing rela-
tionships, and I think a lot of these same things apply
here, at the chamber ... meeting with members and
discussing with them what the chamber offers and
what we can do moving forward.”
Kostek said he’s spent much of the time since his
Hydro >>Continued from page 20
new federal administration.
“We’re happy with that,” Josh said. “We are really
focused on the city and state work, which is our bread
and butter. The MassDOT work is great. So many
bridges are failing, which is an opportunity for us.”
Meanwhile, the new hydro excavation service
creates another competitive advantage as the broth-
ers map out a future of growth in their new roles
as majority owners come January. “My parents will
always work,” Josh was quick to add. “But it’s very
exciting.”
Meanwhile, ROAR continues to be a profitable side
venture for the firm. About a decade ago, John Sr. and
Laurie considered how much dirt they were digging
up through their civil engineering and construction
projects, so instead of piling it up and letting it go to
waste, they began cleaning it and separating usable
product to sell. That enterprise later expanded into
“We are really focused on the city and
state work, which is our bread and
butter. The MassDOT work is great. So
many bridges are failing, which is an
opportunity for us.”
bark mulch, processed gravel, and all kinds of trap
rock, all of which is sold to smaller construction com-
panies, landscapers, and homeowners.
Plenty of New Faces
While work has been steady at J.L. Raymaakers
& Sons, industry challenges persist, especially lead
times on certain supplies that remain high. Workforce
Holyoke >>Continued from page 45
of action is that, if you have a strong principal and
you give them the tools and resources, they need to
improve the quality of instruction, which will have an
impact on student achievement,” he explained. “We’ve
invested heavily in developing our leaders.”
These investments, as well as curriculum changes
and other steps, have helped create the “Holyoke way
of doing things,” as Soto put it.
“This is how we’re going to get out instruction,
these are the teaching strategies we want teachers
to use, and when we walk through classrooms, this
is what we expect to see,” he explained. “Our leaders
have been doing a very good job implementing those
practices.”
Looking ahead, Soto and Garcia said the plan is to
... well, keep following the blueprint, stay on the path
that led to the return of local control, build on what’s
been accomplished, and address areas where prog-
ress has been elusive, such as MCAS scores.
“One of my theories of action is that, if
you have a strong principal and you give
them the tools and resources, they need
to improve the quality of instruction,
which will have an impact on student
achievement.”
“We’re starting to hit our stride now,” Soto said.
“With students, we have a strong focus on early lit-
eracy, our graduation rate is up to 77%, we have
strong strategies in place ... we’ve invested well over
$130 million in our schools. We’ve been working on
all those things over the past three years, and we’re
finally starting to see some promising data.”
Garcia agreed. “Are we where we want to be right
48 << PICTURE THIS >>
AUGUST 4, 2025
arrival getting to know the community, meeting with
his members, and gauging what they like, dislike, and
want more of.
In that last category are face-to-face networking
opportunities, he said, adding that he plans to add
such events, including After-5s and more Coffee and
Connections events at the WorkHub, to the calendar.
Also on his to-do list is growing overall member-
ship and especially membership for WorkHub on
Union. The facility has attracted only a few regular
users to date, he said, adding that he plans to more
aggressively market it across multiple platforms to
get the word out.
“It’s a great space, and I think there is a real need
for facilities like this,” he said, noting that there are
several workstations, as well as a shared conference
room, kitchen, and other facilities. “And it’s open
24/7.” BW
growth and retention is a hurdle across the industry
as well, but the firm has managed to navigate that
environment, Josh said.
“Luckily, we did well this year. We brought on nine
new employees. This has been the best year for hir-
ing people,” he told BusinessWest. “It is a challenge,
though. I tell everyone that the work is there, and we
can buy the equipment, but finding good help — reli-
able help that cares — is still a challenge. We’ve had
some young guys come on that are doing well, which
is good.”
And, as he noted earlier, that help is needed as the
project flow remains strong. “We’ve moved into Con-
necticut. We have a bridge starting up in Suffield, and
we’re doing a very large sewage pump station down in
Wallingford; that’ll be in November. So we’re kind of
all over now.” BW
now as far as performance? No, but have we shown
incremental gain and progress? Yes,” said the mayor,
adding that the right systems and leadership are in
place for continued improvement.
Meanwhile, Holyoke’s progress over the past sev-
eral years, and its eventual emergence from receiver-
ship, has caught the attention of the other two school
systems still under state control, Garcia said, adding
that the School Committee continued to meet every
month for 10 years, despite the presence of a receiver,
and it also met regularly with the various receivers.
This commitment and level of collaboration does
not exist in Lawrence and Southbridge to his knowl-
edge, the mayor noted, adding that this page is one of
many that those communities could, and should, take
from Holyoke’s playbook.
Or its blueprint. As he said, there wasn’t one for
a community emerging from receivership. But now,
Holyoke has created one. BW
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