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Blueprint for the Next Century | Energy, Health

Posted by Christopher Geehern on Nov 20, 2014 8:39:01 AM

(Editor's note - AIM last week released the Blueprint for the Next Century, a long-term plan for economic growth and prosperity in Massachusetts. The AIM blog will this week publish one summary each day of the four recommendations contained in the Blueprint. We invite your responses in the Comments section.)

Moderate the substantial burden that health care and energy place on business growth.

Health.EnergyWhere We Stand | Health Insurance

Massachusetts has enjoyed unique success extending health insurance coverage since the passage of health care reform in 2006 - an impressive 97 percent of residents now have health insurance, by far the largest percentage of any state. But that success is threatened by relentless acceleration of health care costs and the resulting run-up in the cost to employers of providing health insurance to workers.

Where We Can Improve

  1. Establish a more aggressive benchmark for medical spending under the 2012 Massachusetts health-cost control law. The law currently benchmarks increases in health care spending to the growth rate of the overall economy. We can do better.

  2. Keep the small-group market size the way it is. The small-group market will expand in 2016 under Federal Health Care Reform from companies with 1-50 employees to companies with 1-100 employees. Forcing employers into the small group market will cause rate increases of at least 10 percent for the 51-100 companies.

  3. Maintain the current definition of a full-time employee. The Massachusetts definition was 35 hours per week, while federal reform requires coverage for employees working 30 or more hours per week.  Employers will respond by reducing the number of hours employees can work.  We have already heard from employers who are being forced to do this because of the significant and unaffordable increases in their health insurance costs.
     
  4. Repeal the Medical Device Tax under federal health reformThe 2.3 percent excise tax on the sale of medical services is damaging to a key sector of the Massachusetts economy, costing the commonwealth’s largest medical device companies more than $400 million this year alone.

  5. Continue efforts to make cost and quality information about health care procedures and services available to consumers before treatment.  Refine and improve the information and encourage consumers to use it to make informed decisions about their health care. It’s a process that will persuade higher cost providers to lower prices. 

Where We Stand | Energy

Average electric rates in Massachusetts are the third highest in the nation for industrial ratepayers at 12.63 cents per kilowatt hour, according to the United States Department of Energy’s Energy Information Administration.  Electricity costs have reached crisis stage as a persistent shortage of natural gas for generating plants is driving power prices to record levels for the winter of 2014-2015.

Where We Can Improve

  1. Support the development of pipelines to transport natural gas into the commonwealth and the development of infrastructure to permit the purchase of hydroelectric power from Canada.

  2. Environmentalists have been fighting against more natural gas coming into the state for years, which partly explains why pipeline capacity hasn't expanded. They also say consumers can conserve a lot more energy, but Massachusetts is already at the forefront on energy efficiency efforts. The state was just ranked first in the nation for energy efficiency for the fourth year in a row by the American Council for an Energy Efficient Economy.

  3. Reorganize the Massachusetts Department of Public utilities to the structure that was in place before 2007.

    Remove DPU from under Executive Office of Energy and Environmental Affairs, where it has become a political agency, and restore its status as an independent agency under the Executive Office of Housing and Economic Development.

    Increase the number of DPU commissioners from three to five, one of whom must be experienced in commercial and industrial ratepayer issues and one of whom must be experienced in residential ratepayer issues.
  4. Cap all “green programs” or require analysis of such programs that takes into account cost to the ratepayer, not just benefit to the “green” industry.

    Make sure that any “green” programs are competitively bid and cover the lowest-cost requirements first. These bids should be technology neutral with no specific carve-outs for “favored” technology.

    Reduce/eliminate cross subsidization of “green” programs by eliminating net metering and other programs.
  5. Disallow utilities from adding “green” programs to distribution costs, a practice that results in customers paying twice for programs.
     
  6. Change energy efficiency programs to align changing models with new paradigm.

    Allow municipal electric light companies access to Regional Greenhouse Gas Initiative funds to institute energy-efficiency programs.

    Allow companies to keep a larger share of their energy efficiency money, provided they use it for energy efficiency purposes.

Topics: Health Care Costs, Energy, Blueprint for the Next Century

Blueprint for the Next Century | Regulation

Posted by Christopher Geehern on Nov 19, 2014 9:16:00 AM

(Editor's note - AIM last week released the Blueprint for the Next Century, a long-term plan for economic growth and prosperity in Massachusetts. The AIM blog will this week publish one summary each day of the four recommendations contained in the Blueprint. We invite your responses in the Comments section.)

Establish a world-class state regulatory system that ensures the health and welfare of society in a manner that meets the highest standards for efficiency, predictability, transparency and responsiveness.

RegulationWhere We Stand

Massachusetts employers acknowledge the need for effective and well-managed regulation that ensures the health and welfare of society without weakening the financial underpinnings of the job market. But the employer community believes that Massachusetts regulations and the regulators who enforce them often stray from the primary objective of protecting society and into a mindset of “punishing” businesses.

Where We Can Improve

  1. The governor should appoint an independent ombudsperson to review comments, suggestions and complaints from employers about ineffective state regulations and/or the manner in which those regulations are enforced. The ombudsperson would have the authority to determine which regulations and/or enforcement issues represent real impediments to growth and recommend changes to the Legislature or the executive branch.

    Associated Industries of Massachusetts, as the statewide business association, will establish a phone/internet hotline, or perhaps a mobile app, through which employers might report regulations they believe are not efficiently achieving their objectives. AIM would pass these communications to the ombudsperson.

  2. Encourage regulators and employers to adopt “smart partnerships” to ensure that government-business interactions solve problems instead of propping up bureaucracies.

    State Senator Daniel Wolf from the Cape and Islands, founder of Cape Air in Hyannis, recalls an example of creative problem solving that took place many years before he entered public service.  The Federal Aviation Administration required (and requires) Cape Air to scrupulously wash all aircraft. The airline did so, but then faced fines from the Massachusetts Department of Environmental Protection because there was some runoff into drains on the airport tarmac. After good-faith negotiations, the DEP and Cape Air reached an agreement: Cape Air paid for a state-of-the-art clean wash bay for Barnstable Municipal Airport, and DEP significantly reduced the fine. This was a win for the company and a win for the citizens of the commonwealth. And, it represents a great example of a “smarter partnership.”

    The governor should engage willing employers who are global leaders in productivity and process improvement to streamline the operation of state government agencies. General Electric, an AIM member, provided just such a service for the New York State Highway Department at the request of Governor Andrew Cuomo. GE Capital used its expertise in lean process to help the Highway Department reduce the processing time for curb-cut requests from 70 days to three days.

    Empower front-line regulators with the authority to approve creative solutions such as the one developed with Cape Air.

  3. Initiate a comprehensive review to identify regulations that are outdated, redundant, ineffective, inefficient or unnecessary.

  4. Eliminate current state regulations that exceed federal standards.

  5. Adopt an immediate moratorium on any state law or regulation that exceeds or duplicates a federal law or regulation.

  6. Enact broad regulatory reform at the Massachusetts Department of Revenue:

    Ensure that taxpayer returns remain confidentially held by the DOR.

    Ban DOR from lobbying the Legislature and other elected officials.

    Reform the DOR’s audit practices to ensure timely resolution of disputes and increase the use the mediation.

    Reform the Appellate Tax Board to ensure fair, equitable and timely resolution of tax disputes.

    Eliminate the practice and use of contingent auditors.

    Improve the DOR’s electronic filing system, which is one of the most challenging and complicated in the country.

  7. The state should work with cities and towns to establish a set of efficiency and fairness standards for local issues such as inspections, fees and permitting.

    Associated Industries of Massachusetts, perhaps in conjunction with the Massachusetts Municipal Association, will develop an annual rating of the business climate in cities and towns and recognize the top 10 municipalities for business.

    The commonwealth and its municipalities should move toward regionalization of functions such as inspections and permitting to improve efficiency.

 

 

Topics: Regulation, Taxes, Blueprint for the Next Century

Blueprint for the Next Century | A Uniformly Strong Business Climate

Posted by Christopher Geehern on Nov 18, 2014 7:17:46 AM

(Editor's note - AIM last week released the Blueprint for the Next Century, a long-term plan for economic growth and prosperity in Massachusetts. The AIM blog will this week publish one summary each day of the four recommendations contained in the Blueprint. We invite your responses in the Comments section.)

Create a competitive economic structure across all industries, geographic regions and populations rather than picking winners and losers.

BusinessClimateWhere We Stand

Effective governments build business climates that encourage employers in all industries to invest, expand and create economic opportunity. These governments resist the temptation to spend public resources on the high-profile industry of the moment and instead ensure that long-term business costs, regulation, education, training and responsiveness help everyone—from the multinational high-tech company to the small entrepreneur.

A stable and predictable business climate is particularly important to capital-intensive sectors of the economy like manufacturing. No sector creates more economic value than manufacturing in Massachusetts. Manufacturing productivity surged 8.7 percent from 2007-2011, far faster than the overall growth rate of 1.7 percent. Each Massachusetts manufacturing worker adds an average of $178,625 to gross state product versus $114,568 for all private-sectors workers.

Manufacturing remains a key area of interest for Associated Industries of Massachusetts, which has represented the interests of such companies since 1915.

Where We Can Improve

Business Climate

  1. Structure economic development incentives around the business requirements of employers rather than the preconceived notions of which geographic regions would benefit most from job growth. Incentives to locate in Gateway Cities are important, but no more important than the needs of companies that might grow in Massachusetts, but are unable to locate near older industrial cities.
  2. Extend economic development incentives to companies in all industries, in all regions, rather than limiting benefits to biotechnology, clean technology or other selected sectors.
  3. Use economic development to encourage projects that benefit the highest number and variety of wage earners.
  4. Build flexibility into economic development incentives so the commonwealth will have the opportunity to respond to new challenges as they arise.
  5. Let business needs drive the process.

Manufacturing

  1. Massachusetts must solve the long-term electricity cost crisis that threatens the survival of manufacturing in the commonwealth. (Health Care and Energy Section)
  2. Employers, government and citizens must together elevate the role of vocational education and its potential to provide people the skills they need to realize their economic objectives. (Work Force Section)
  3. We should replicate partnerships such as the $9.7 million Berkshire Innovation Center in Pittsfield. A membership cooperative led by companies such as Crane & Company and General Dynamics, the 20,000-square-foot center will include tools for precision analysis and microscopy, rapid 3D prototype printing and other operations crucial to expanding productivity for smaller companies.
  4. The Massachusetts Advanced Manufacturing Collaborative should work to re-establish the once close connection between the innovation sectors of the economy and the commonwealth’s base of advanced manufacturers. Medical researchers, clean-tech entrepreneurs, nanotechnology developers and others need access to the unparalleled engineering and manufacturing expertise of Bay State companies to make their ideas tangible.  Allow innovation to drive downstream benefits in other sectors of the economy.
  5. Organize a “Trade Mission to Massachusetts” that would expose innovators from Greater Boston to potential partners and manufacturers in other parts of the commonwealth. It’s a way to encourage an exchange of ideas and the formation of long-term connections.
  6. Government and the private sector must help Massachusetts manufacturing companies expand markets overseas, especially as U.S. government spending on defense and health care declines.
  7. Ramp up the frequency and variety of trade missions. These missions make practical connections for employers and raise the visibility of exporting as a key issue.
  8. Support appropriate free trade agreements between the United States and important trading partners (T-TIP between the US and the European Union; and the Trans-Pacific Partnership), as well as initiatives such as trade promotion authority, re-authorization of the Export-Import Bank and immigration reform.
  9. Improve the current structure for encouraging foreign direct investment in Massachusetts.
  10. Establish an online portal to facilitate connections between Massachusetts companies and collaborators, partners and investors overseas.

Business Formation

Business formation and entrepreneurship represent the source of regeneration for an economy. It is particularly important in Massachusetts, which ranks among the highest in the U.S. for patent creation and venture capital investment.

  1. Government should remove impediments to the e-service economy (Uber etc.) by changing the independent contractor law.
  2. Support Best Return on America’s Investment Now, or BRAIN Act, which would create a visa for foreigners who receive an advanced degree in science, technology, engineering and math.
  3. Exempt businesses earning less than $500,000 from the corporate income tax.
  4. Reduce fees for starting and maintaining a business (LLCs have $500 initial filing fee and $500 annual filing fee; reduce to $125).
  5. Encourage the development of the Maker Economy and creative production facilities such as Industry City in Brooklyn.  The maker movement is the umbrella term for independent inventors, designers and tinkerers who combine crafts, manufacturing, open-source learning and personal technology like 3-D printers. The creations, born in cluttered local workshops and bedroom offices, are meant to appeal to consumers looking for locally-sourced, high-quality products instead of generic, mass-produced, made-in-China merchandise.

Topics: Massachusetts economy, Economy, Blueprint for the Next Century

Blueprint for the Next Century | Work Force

Posted by Christopher Geehern on Nov 17, 2014 10:28:00 AM


(Editor's note - AIM last week released the Blueprint for the Next Century, a long-term plan for economic growth and prosperity in Massachusetts. The AIM blog will this week publish one summary each day of the four recommendations contained in the Blueprint. We invite your responses in the Comments section.)

Government and business must develop the best system in the world for educating and training workers with the skills needed to allow Massachusetts companies to succeed in a rapidly changing global economy.

Work_ForceWhere We Stand

What if you created an economy and no one came? Massachusetts employers almost unanimously name the shortage of qualified workers as the central impediment to the future of the economy. The worker shortage crosses almost every industry, from manufacturers in the Pioneer Valley to software companies in Boston’s Innovation District to research and engineering firms on the North Shore.

Where We Can Improve

  1. Take advantage of the opportunity provided by the Work Force Innovation and Opportunity Act of 2014 to align the commonwealth’s work-force training programs with the needs of employers and job seekers. The act requires Massachusetts to develop a four-year strategy – in the form of a single, unified strategic plan for core programs—for preparing an educated and skilled work force and meeting the hiring needs of employers. Massachusetts policymakers should rationalize the distribution and control of federal work-force training money to maximize results.

    Develop as part of the review a strategy to consolidate educational and work-force development systems that remain Balkanized in Massachusetts and widely inconsistent in terms of outcomes.

  2. The governor should convene the Massachusetts High Demand Career Initiative, a broad consultation among business, education, government, labor and the general public to address the range of long-term issues embedded in the skilled-worker shortage. The initiative would send an unmistakable signal about the commonwealth’s determination to be the global leader in work-force skills.

  3. Employers, government and citizens must together elevate the role of vocational education and its potential to provide people the skills they need to realize their economic dreams.

    The commonwealth should work with private employers, led by AIM, to initiate a multi-year marketing and communications initiative to promote the value offered by vocational education and skills training. The initiative must address the ingrained cultural bias among parents and the general public that vocational education is for students who cannot succeed in college-preparatory high schools. The message should be that college is not the only pathway to success.

    Conduct a detailed inventory of the work-force needs and compensation opportunities in each region of the commonwealth; compare the findings to the programs offered at the state’s 15 community colleges, 39 vocational high schools and traditional high schools that offer vocational programs.

    Develop a strategy to ensure consistent excellence among vocational schools. Some of these schools are among the best in the country, but municipal officials say others are dumping grounds for school systems seeking to boost the MCAS scores of their traditional high schools.

    Distribute educational aid in a manner than eliminates the waiting lists that exist at half of the commonwealth’s vocational high schools.

    Encourage acceptance of the Manufacturing Assistance Center Workforce Innovation Collaborative curriculum by vocational schools and community colleges around the state.

    Encourage more industry-driven, demand-based training partnerships in developing fields, such as the aviation technology programs currently being developed on Cape Cod and in the City of Westfield.

    Allow vocational schools to work with community colleges to grant associates degrees.

  4. In skill areas not currently served by vocational education, employers, government and educators should create a system in which public schools provide students with strong, fundamental math, science and communication skills while businesses develop programs to teach specific job skills.

    Evaluate high schools based not only on the number of graduating students who attend college, but on the number who graduate and obtain gainful employment.

    Establish a statewide recognition program to honor schools with the best record of graduating skilled workers.

    Replicate the example of Tech Foundry in Springfield, which provides information technology training to students in Springfield after school, on week-ends and during school vacations. Students work with business mentors to determine the IT skills that employers need and then earn skill badges and later intern with employers. The initiative is funded by foundations and the private sector.

    Replicate the similarly successful model of organizations such as Girls Who Code, which work to inspire, educate and equip girls in a manner that will create gender parity in the computing field.

    Implement the recommendations of the Massachusetts Computer Action Network to integrate curriculum in the public schools that will prepare students for careers in computer science and other technical fields.

  5. Expand performance-based funding for Massachusetts community college and public four-year institutions.

    Support the recent recommendations of the Massachusetts Higher Education Commission establishing five-year performance benchmarks on work-force development and civic learning for the entire system.

  6. Global companies with a significant presence in Massachusetts should establish partnerships that harness the intellectual capital of the region’s colleges and universities. State government should consider modest financial incentives to encourage such partnerships.

    One such model is the new joint research facility established by Raytheon Company with the University of Massachusetts in Lowell. The project is focused on the advancement of innovative technologies in a collaborative, state-of-the-art institute. Raytheon is committing between $3 million and $5 million over the next 10 years.

    The State of New York provides financial incentives to companies that establish or training partnerships with public or private colleges and universities. Such incentives are notable in that they are not geared to one-time efforts to attract a single employer, but rather to sustained efforts that build a cooperative infrastructure between employers and higher education.
  1. Employers must establish a consistent level of engagement with educational institutions and training providers to ensure a pool of skilled potential employees.

    More employers must create internship programs and Massachusetts must encourage such programs. The companies that are most successful in attracting talent are almost always those that have invested in creating on-the-job educational opportunities for students in the workplace.

    Replicate partnerships such as the manufacturing skills training program developed in Springfield by Springfield Technical Community College, Holyoke Community College and the University of Massachusetts with private support from companies such as Smith & Wesson, MassMutual and Suffolk Construction.

    Employers in the information technology field must engage with public and private four-year colleges to ensure that these institutions are teaching up-to-date skills. Many employers complain that while community colleges turn out graduates with appropriate skills, a significant number of graduates of four-year colleges come to the workplace with outdated skills.

  2. Massachusetts should conduct a comprehensive best-practices audit to determine the best approaches to work-force training being used on in other states and countries. South Carolina, for example, has developed a successful manufacturing apprenticeship program in which promising young people are paid both for working and for their classroom studies. The program is based on those prevalent in Germany and is being driven by German companies such as BMW, which operate plants in South Carolina.

  3. Emphasize the role that returning veterans can play in filling needs for employees. Hiding in plain sight here in Massachusetts and throughout the country are millions of men and women who have technical skills forged in an arena where split-second decisions mean the difference between life and death. Post 9-11 era military veterans represent a massive untapped source of talented people who already know the value of showing up for work on time, teamwork and accomplishing a mission.

    Encourage employer support for hiring programs such as New England Tech Vets (www.newenglandtechvets.org) or Helmets to Hardhats (www.helmetstohardhats.org), a union initiative to connect veterans with building and construction careers.

“My job is to prepare students for jobs that have not yet been created using technology that has not yet been invented.”
School Principal

Topics: Blueprint for the Next Century

Where are the Workers for the New Economy?

Posted by Christopher Geehern on Nov 14, 2014 8:59:30 AM

(Second of two parts)

Eric Fogg, Bill Bither and Jacob Lauzier carry all the promise and challenge of the Massachusetts economy when they arrive for work each day in a nondescript office in the college town of Northampton.

BlueprintNextCentury-1The entrepreneurs are hard at work on a venture called MachineMetrics, a cloud software solution that improves the productivity of manufacturing facilities by collecting, analyzing and visualizing data from machines, parts and people. The two have already signed up high-profile regional manufacturers like Savage Arms in Westfield and Valley Steel Stamp in Greenfield as customers.

It’s an almost mystical handshake from the future of the economy to the present, from one generation to another, acknowledging the seminal role that both must play to ensure prosperity for the people of Massachusetts in the next century.

“We need to persuade software entrepreneurs looking to create the next app or something in the software industry that there is a tremendous amount of opportunity in manufacturing. We need young entrepreneurs to connect with manufacturing companies and work on new ideas,” said Fogg, who spent 16 years in precision machining and owned his own shop.

MachineMetrics is the kind of company that may ultimately determine the ability of Massachusetts to build upon an economy that  in many ways remains a paradox—an international center of technology, innovation, medical research, financial services and higher learning near Greater Boston but a more traditional, amorphous economy outside of Route 128. Fogg, Bither and innovators like them hold the unique promise of joining the “eds and meds” economy of the 617 area code with existing industries struggling to create jobs for residents in the rest of the state.

It is a promise that will be played out against a vibrant and unforgiving global economy in which investment, resources, jobs, people and capital flow at blinding speed to the most competitive environments. States, regions and nations no longer have the luxury of taking their job bases for granted – failure to nurture the business climate not only impedes the growth of existing companies, but also leads to a silent and corrosive flow of job expansions to other locations that provide employers with the best opportunities for success.

The challenges that MachineMetrics faces are emblematic of those facing the commonwealth as a whole:

  • Will the advanced manufacturing companies to which they want to sell their idea survive in the relentlessly high-cost, high-regulation environment of Massachusetts?
  • Will machinemetrics find the skilled, educated and motivated people it needs to grow and to develop new iterations of the company’s software?
  • Will young companies located in western Massachusetts and other areas outside the Cambridge/Boston innovation beltway develop the critical mass needed to extend opportunity throughout the state?
  • Will the machinemetrics platform make manufacturers so efficient that they will be able to increase business without creating new jobs?
  • Will government regulators encourage the growth of companies like machinemetrics, or will they set up bureaucratic impediments like the ones that recently convinced a neighboring software company in Amherst to move to Texas?
  • Will the government research money that built Massachusetts into a world class center of high education, medical science, biotechnology and defense technology continue to flow or slow to a trickle?

Massachusetts employers share a remarkable consensus about the answers to these fundamental questions. It is a consensus that forms the foundation of the Blueprint for the Next Century, a long-term plan for economic growth and prosperity in the commonwealth. Associated Industries of Massachusetts, the statewide employer association, is publishing the Blueprint on the occasion of its 100th anniversary in 2015.

The employers of the commonwealth respectfully propose the following initiatives to ensure the future of the Massachusetts economy:

  1. Develop the best system in the world for educating and training workers with the skills needed to allow Massachusetts companies to succeed in a rapidly changing global economy.
  2. Support business formation and expansion by creating a uniformly competitive economic structure across all industries, geographic regions and populations, rather than picking winners and losers.
  3. Establish a world-class state regulatory system that ensures the health and welfare of society in a manner that meets the highest standards of efficiency, predictability, transparency and responsiveness.
  4. Moderate the immense long-term burden that health care and energy costs place on business growth.

The Blueprint for the Next Century charts a course that will provide every citizen with the opportunity to build a life, prosper, support a family and share in the economic fortunes of Massachusetts. It is a call to action that embraces the dictum of Theodore Roosevelt, who said “We should not forget that it will be just as important to our descendants to be prosperous in their time as it is to us to be prosperous in our time.”

AIM stands for jobs, economic opportunity, fiscal predictability, business formation, innovation, education and a government that acknowledges that the private sector has the unique ability and responsibility to create the common wealth for the people of Massachusetts.

Topics: Regulation, Health Care Costs, Energy, Workforce Shortage, Blueprint for the Next Century

Blueprint for the Next Century | A Plan for Economic Growth and Prosperity

Posted by John Regan on Nov 13, 2014 1:08:03 PM

(First of two parts. The Blueprint for the Next Century will be presented to Governor-Elect Charlie Baker tomorrow at the AIM Executive Forum.)

A visionary group of Massachusetts industrialists joined together in 1915 to promote economic growth, innovation and high-value jobs as a means of creating prosperity for the people of Massachusetts. They formed Associated Industries of Massachusetts (AIM) with the goal of working cooperatively with government and people with differing points of view to advance the common good.

BlueprintNextCenturyThrough 100 years of boom and recession, two world wars, a moon landing, the development of the Internet and the mapping of the human genome, AIM has participated in the public debate with the goal of making the “shining city on a hill” envisioned by Massachusetts’ first governor an “economic city on a hill” for the rest of the world. AIM today represents more than 4,500 employers from every sector of the Massachusetts economy who together embody the learning, intelligence, ingenuity, work ethic and resilience that makes Massachusetts unique.

It is in that spirit that the employers of Associated Industries of Massachusetts celebrate a century of collective civic engagement by publishing the Blueprint for the Next Century, a plan for economic growth and prosperity for the next 100 years.

AIM’s work on economic and business policy issues boils down to the nexus of a person, a job and an employer. The creation of a job and a person’s ability to do it weaves together every important aspect of social and economic stability – the desire for a better life, the ability to support a family, the confidence to start a business, and the need to support efficient government management of services such as education, health care, and public safety.

Economic growth strengthens these bonds. The employer buys new equipment; workers use pay increases to send their children to college; and communities find ways to fix broken water mains. Economic downturns, conversely, strain the bonds between employer and community members who suddenly worry about layoffs, turmoil in the markets, the value of savings and municipal budget cutbacks.

AIM, like Massachusetts itself, remains forward looking. We embrace change and eagerly anticipate the challenges of the next century. Our Blueprint for the Next Century presents a positive agenda for meeting those challenges.

Tomorrow: The recommendations.

Topics: Massachusetts economy, Blueprint for the Next Century

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