Holyoke Transformative Development Initiative

Innovation District Task Force October 26, 2016 Holyoke’s Next Phase 1. Overview 2. Cluster Refinement 3. Actions for the District

2 1. Overview Holyoke has seen great progress over the past five years, but the next phase of redevelopment will take a more targeted effort to fully catalyze remaining vacancies - starting in the TDI District, and broadening to the rest of the city. Project Goals + Identify economic opportunities that will be strengthened by targeted real estate investments + Identify economic opportunities that foster inclusive growth + Create a platform to attract private and public investment from both inside and outside the region 3 Holyoke’s Innovation District is remarkable due to its unique buildings, infrastructure, canals, and the emergence of creative resources, small makers, and passion-led developers who are helping shape its future

4 1. Overview

Innovation District Momentum

Since 2012 MGHPCC opening, $112M pipeline of private investments, approximately $14M in public infrastructure spending in the District.

Select Projects: 2011 Launch of Holyoke Innovation District 2012 Massachusetts Green High Performance Computing Center opens, $90M Gateway City Arts opens 2015 Canal Walk Phase II Completed, $4.3M New train station opens, $4.2M In Development or Planning Stages Steam Building Renovation, $1M+ Canal Gallery Condos, $3.4M Cubit Building Condos and Culinary School, $5M Lyman Terrace Redevelopment, $35M Appleton Condos, $38M 5 1. Overview

Market interest is concentrated in the Holyoke Innovation District.

While the District comprises only about 6% of Holyoke’s total land area, from 2010-2015 it contained over 50% of the city’s building permit value ($98M/$182M).

6 There has been a lot of progress in a short time frame—with efforts from City, State and home-grown investors.

• MGHPCC • Race Street building activation • Cubit/HCC Culinary School • Steam Building • Gateway City Arts expansion • Canal Walk redevelopment • Wauregan • Canal Gallery • Lyman Terrace • Dwight Street Garage • Suffolk Street Garage

7 1. Overview

An Entrepreneurial, Inclusive District Employment by Firm Size The Holyoke Innovation District is entrepreneurial - small and (Private Sector), 2014 medium firms are disproportionately located in the District. 100% 10% The District is home to inclusive jobs. Compared to the rest of Holyoke, the District is home to more jobs that require HS or 14% 44% less (46% vs 38%) and fewer that require a BA/BS (23% vs 75% 61% 30%). 26%

50% 7% 14% Educational Attainment of Private Sector Workers, 2014 4% 16% 32% 31% 30% 14% 10% 29% 25% 25% 23% 36% 7% 23% 16% 14% 0% 12% HK-ID Rest of City Region 500+ Employees 250-499 Employees 50-249 Employees Less than high school Some college or Associate degree 20-49 Employees HK-ID Rest of City 0-19 Employees 8 1. Overview

Transformative Development “Redevelopment on a scale and character capable of catalyzing significant follow-on private investment, leading over time to transformation of an entire downtown or urban neighborhood, and consistent with local plans. Transformative development may involve major investment in new construction, rehabilitation and adaptive reuse, or multiple smaller investments on a sustained basis.”

- MassDevelopment, Transformative Development Initiative

9 1. Overview

Future publicly supported real estate investments will support economic specializations and growth.

Vacant and underutilized buildings in the District are future employment centers.

10 2. Cluster Refinement Cluster Selection

Custom Design and Artisanal Production Custom interiors, small batch manufacturing, prototyping, and design Cluster proposed by Mass Economics Existing Industries: Architectural, Engineering, and Related Services; Architectural and Structural Metals Manufacturing; Machine Shops

B2B Business-to-business services. Includes blue collar (e.g. facilities maintenance, wholesaling, Functional Cluster proposed by Mass Economics provision of materials and supplies) and white collar (e.g. document and record-keeping services, call centers, staffing) Existing Industries: Accounting, Tax Preparation, Bookkeeping, and Payroll Services; Investigation and Security Services; Paper Product Wholesalers

Urban Agriculture/Food Urban farming, food and beverage processing, manufacturing, and distribution, restaurant and retail Cluster proposed by HDR Existing Industries: Restaurants and Other Eating Places; Bakeries and Tortilla Manufacturing

Clean Energy Clean energy research and applications, manufacturing clean energy products, construction and Cluster proposed by HDR installation Existing Industries: Building Equipment Contractors; Utility System Construction

Digital Technologies/IT Computer systems design and data processing/hosting, technology firms Cluster proposed by HDR Existing Industries: Computer Systems Design; Data Processing and Hosting

Precision Manufacturing Precision equipment, machine shops, electronics, transportation equipment Cluster proposed by HDR Existing Industries: Engine, Turbine, and Power Transmission Equipment Manufacturing; Industrial Machinery Manufacturing 11 *Other HDR manufacturing activities are now captured in B2B, Food, Clean Energy clusters (e.g. wholesaling, food uses, biofuels) 2. Cluster Refinement Cluster Selection Criteria

Cluster LQ Cluster strength in Holyoke (2014)

Cluster Employment Holyoke employment in cluster (2014)

Past Cluster Employment Growth Holyoke employment trends in cluster (2004-2014)

Projected Cluster Employment Growth Projected national employment growth in cluster (2014-2024)

Job Accessibility Degree to which jobs in cluster are accessible to workers with a high school diploma or less

Average Wage Average cluster wage

Utilization of Site Assets Degree to which the cluster is compatible with Holyoke’s available sites and buildings

12 2. Cluster Refinement Cluster Overview

Custom Design and Artisanal Urban Precision Metric Production B2B Ag/Food Clean Energy Digital/IT Manufacturing

Cluster and Sub-Cluster Strengths (2014) 1.0 0.6 0.8 0.4 0.2 0.5 Employment (2014) 550 2,200 2,300 450 100 250

Past Employment Growth (2004-2014) -19% 18% -2% -11% -46% -33%

Projected Employment Growth (2014-2024) 0% 7% 4% 9% 12% -5%

Job Accessibility (%

Average Wage $61K $51K $23K $58K $97K $73K

Utilization of Site Assets 2 1 3 4 3 5

13 2. Cluster Refinement Summary of Economic Use Tradeoffs

Custom Design / Artisanal Precision Metric Production B2B Urban Ag/Food Clean Energy Digital/IT Manufacturing Cluster and Sub-Cluster Strengths 1 3 2 5 6 4 Employment 3 2 1 4 6 5 Past Employment Growth 4 1 2 3 6 5 Projected Employment Growth 5 3 4 2 1 6 Job Accessibility (% < HS Diploma) 4 3 1 2 6 5 Average Wage 3 5 6 4 1 2 Utilization of Site Assets 2 1 3 4 3 5 Total Score: 22 18 19 24 29 32 Rank 3 1 2 4 5 6 Alternate Method (Categories) 3 1 2 4 5 6

The “Rank” scoring method ranked clusters against one another for each economic use metric while the alternate “Categories” method assigned each cluster to evenly sized buckets for each economic use metric. Both methods produced the same outcomes. 14 2. Cluster Refinement Cluster Opportunities

MARKET/ TIME CLUSTER INNOVATION FRAME ADVANTAGES Custom Attract existing and Short- Creates accessible jobs. Building on existing momentum and artistic community; real estate cost pressures Design and growing businesses Term pushing firms out of NYC, possibly Boston; proximity to high-income consumers in Boston, NYC; intensive Artisanal across Boston/NYC use of space. Opportunities for artistic innovation in production, materials, business model development, and Production mega-region; Design/ final products. Existing momentum with Gateway City Arts, Brick Coworkshop, Holyoke Creative Arts Center. product innovation B2B Increase Holyoke and Short- Creates accessible jobs, matches space requirements, untapped regional potential for anchor purchasing regional growth; Term partnerships. Innovation District sites can be reserved for programmatic activities and shared assets for B2B Foster process and businesses such as prototyping studios and shared kitchens. Existing momentum with new MGM, other business model partner-ready anchors. innovation Urban Cultivate existing Short- Creates accessible jobs; potential partnerships with HCC culinary, restaurants/cafes. Example urban Agriculture/ assets; Foster process Term agriculture innovation opportunities include vertical farming, hydroponics and aquaculture, and the design of Food innovation closed-loop, sustainable systems. Existing momentum with Holyoke Community College Culinary School, Nuestras Raices. Clean Energy Energy innovation Long- Long-term opportunity for Holyoke, short term opportunities for demonstration projects. Building on testbed in partnership Term emerging brand as clean energy center; energy-friendly state policies, programs, and incentives. HG&E with HG&E, Aegis prototyping and data-sharing partnership would present real-world testbed opportunities for clean energy technologies including hybrid power uses, hydrokinetic energy, and energy storage and engine designs. Existing momentum with HG&E, Aegis Energy Services. Digital/IT Workforce Long- Training and education to support Holyoke residents in developing critical digital/IT skills, existing MGHPCC, development and Term HCC programs to build from. education opportunity 15 2. Cluster Refinement: Spaces Strategy: Specialized Investments to Support Holyoke’s Existing Strengths and Momentum

Activity Site Requirements Innovative uses requiring significant square feet per employee, buildings appropriate for light industrial use involving materials and machinery, truck access for movement of 1. Design/Prototyping/Production goods. Examples include specialized spaces designed for creating high-end interiors for Boston and NYC markets and facilitating B2B business model R&D. Coworking spaces for businesses requiring physical production capabilities with shared equipment, storage, and back-office functions. Requires significant square feet per 2. Shared Physical Production employee and truck access. Specialized shared physical production spaces may include shared workshops, machinery, and commercial kitchens, all explicitly designed for regional uses (e.g. HCC/MGM culinary production partnership, etc.). Requires dedicated or semi-dedicated space(s) for events. Offer programs leading to process, product, and business model innovation for established businesses as well as support for entrepreneurs. Opportunities to specialize programming include: programs 3. Programming Support Spaces/ targeting Spanish-speaking entrepreneurs; food-related business workshops (food Convening and Teaching businesses experience non-linear scaling, often need post-startup capital very early in growth cycle); B2B workshops (new customer acquisition, including anchors and large corporates, addressing unique capital challenges, greater need for working capital). Ground-level space appropriate for retail and restaurant uses with proximity to public 4. District and Activating parking. Strong need for third places for entrepreneurs to gather and socialize. Pop-ups Amenities and shared storefronts offer early use options. 16 3. Actions for the District

Overall District Strategy

2. Align Real Estate and Physical 1. Prioritize Cluster Focus Areas 3. Support Amenities ID Potential EconomicInvestments to Priority Clusters Activities • Short-Term – Foster innovative uses in • Focus on specialized real estate in the short- • Short-Term – Leverage existing visitors/foot Innovation District with Custom Design/ term (e.g. prototyping lab, shared kitchen, etc.). traffic from Children’s Museum, Volleyball Artisanal Production and B2B focus, including Align space to development strategy focused Hall of Fame, MGHPCC, and other attractions physical economy spaces and support on existing strengths and inclusion. by creating deliberate connections between programming. existing attractions and district amenities. • Program the district with offerings that support ACTIONS process, product, and business model innovation. • Consider Unique Value Capture for Targeted • Longer-Term – Foster new cluster jobs and • Pilot urban agriculture uses in conjunction with Code Enforcement Revenue support new housing, increasing demand for physical realm improvements. • Improve Signage and Wayfinding amenities by increasing the number of District • Longer-Term – Pilot clean energy partnership • Develop Competitive Incentive Program and residents and employees. opportunities with HG&E for researchers, start- Process ups. ACTIONS • Increase Tourism and Local Spending ACTIONS • Extend and Reinforce Canal Walk • Form Regional Partnerships to Grow Local and • Extend Heritage Park-Green Street Regional B2B Cluster • Visual Placemaking: Highlight Mill Buildings • Further Develop Employer Collaborative and Open Lots to Create Visual Connections Programs

17 3. Actions: Prioritize Cluster Focus Areas Form Regional Partnerships to Grow Local and Regional B2B Cluster

Description: Create regional B2B strategy in partnership with Springfield and Chicopee, with MGM $50M purchasing commitment as foundation/catalyst. Invest in shared physical production spaces, B2B innovation opportunities in process and business model improvements. Convene anchors, large purchasers to form a“Buyers Council,” implement local procurement eforts. Train regional suppliers to serve large anchors.

Actions: Invest in B2B innovation space/programming in District, train regional suppliers, form a “Buyers Council” to aggregate demand.

18 3. Actions: Prioritize Cluster Focus Areas Further Develop Employer Collaborative Programs Description: Convene employers, intermediaries, and training partners to catalyze additional demand-driven workforce partnerships and programming and expand existing eforts. This initiative will provide businesses with skilled workers while ofering career opportunities to local residents (e.g. existing HCC/MGM employment partnership, existing MGHPCC digital/IT partnerships).

Actions: Convene Holyoke employers to commit to local training and hiring initiatives, inform workforce intermediaries and educators, and create employer-driven workforce partnerships and programs (e.g. career pathways programs, on-the- job training programs).

Hospitality and Culinary Arts students at Holyoke Community College 19 Image Credit: Holyoke Community College 3. Actions: Align Real Estate, Physical Investments to Priority Clusters Increase Targeted Code Enforcement and Provide Unique Value Capture for District Improvements

Description: Enhance eforts to reduce perception of blight and vacancy in the District and to support the work of the Holyoke code enforcement team. New initiatives could focus on vacant zones, lot cleanup, placemaking. As an additional tool for fighting blight, the City should both raise and consistently enforce current fines for vacant, blighted buildings. Funding from fines can be redistributed by the Holyoke Redevelopment Authority.

Actions: City of Holyoke raises and enforces fines on vacant, blighted buildings.

20 District activity has increased with the development of sites and infrastructure. Now, connections must be made between activated and unactivated spaces.

21 Where there are gaps, focus on physical realm improvements and targeted real estate investment.

• Dwight and Appleton Street • Physical buildings around Canal Walk

22 3. Actions: Align Real Estate, Physical Investments to Priority Clusters Improve Signage and Wayfinding

Description: Signage and wayfinding program that incorporates local design and refines the district brand to help people find their way to and around the Innovation District, beginning with the core area and scaling up to the larger Innovation District. Actions: Design and install 1) signs at city gateways such as the highway exits pointing to downtown and the Innovation District, and 2) Innovation District signs within the core area and scale up to larger Innovation District over time. Update brochure/map of Holyoke attractions and businesses to include the Innovation District. Use signage and landscaping to create visual impact at scale where space exists in vacant or underutilized lots.

23 3. Actions: Align Real Estate, Physical Investments to Priority Clusters Develop Competitive Incentive Program and Process

Description: Goal: To increase District activity and catalyze job growth, as well as incentivize developers to act in accordance with the District vision, enhance and communicate existing and new incentives and develop a roadmap for existing and potential site developers and operators of private property. Create competitive bidding process for site development to align with District goals and increase developer/operator response. Incentives would be available for real estate proposals supporting current areas of economic interest (custom design and artisanal production, clean energy, urban agriculture and food, and B2B). The bidding process communication would ofer available opportunities, incentives, descriptions of target sectors, and clarification of what proposals must include to be considered. The bidding process and incentives will attract local property owners, outside investors, and regional businesses/operators to catalyze opportunities. The process will consider pre-bid matching to connect operators/users with potential developers/owners. Interested parties will submit proposals and be considered for incentives.

Actions: City of Holyoke and MassDevelopment design bidding process, develop and support new and existing incentives 24 3. Actions: Align Real Estate, Physical Investments to Priority Clusters

Holyoke TDI District Activation Process

1) Identify Qualified Developers • Issue RFQ for developers with experience in cluster-specific real estate development (e.g. creating spaces for urban agriculture, B2B). • Assemble priority list of qualified developers to a) acquire and develop available properties and/or b) work with existing Holyoke building owners and prospective priority cluster tenants.

2) Identify Interested Building Owners and Tenants • Issue RFI for Holyoke building owners interested in partnering with tenants and developers to activate space with priority cluster uses. • Issue RFI for prospective tenants in priority clusters; information to be gathered includes like size of activity (sq ft, employment) and specific real estate needs.

3) Provide Technical Support and Identify Catalytic Opportunities • MassDevelopment and the City of Holyoke will support owners and tenants in tenant/site matchmaking, in identifying qualified developers, and in packaging relevant city, state, and federal incentives to close funding gaps for site activation projects • MassDevelopment and the City of Holyoke will also use the RFQ and RFI processes to identify catalytic real estate opportunities in the TDI District. For example: o An existing building owner interested in working with MassDevelopment and the City to package relevant city, state, and federal incentives to develop new, cluster-specific real estate. o A national developer interested in acquiring and developing property to match a priority cluster use or to host an identified priority cluster tenant. 25 3. Actions: Align Real Estate, Physical Investments to Priority Clusters Develop Competitive Incentive Program and Process

Potential Innovation District Incentives Include:

State Incentives Supporting Developers Municipal Incentives Supporting Developers Low Income Housing Tax Credits Community Development Block Grants (CDBG) MassDevelopment financing, including Predevelopment HOME Investment Partnerships Program Grants via HUD and/or Real Estate Loans and Guarantees Façade Improvement Program (Greater Holyoke Centennial Foundation) MassHousing Workforce Housing Initiative Center City Housing Incentive Program (HDIP) MA Historic Tax Credits Electric and Gas Utility Economic Development Incentives Brownfields-related programs; Brownfields Tax Credits, and Abandoned Building Tax Deduction assessment and remediation funding Industrial Loan Program MassDevelopment Grants, including Collaborative Housing Improvement Program Workspace Grants and Manufacturing Innovation Grants for HOME Funds equipment Redevelopment Area Low-Cost Liquor Licenses for New Restaurants Commercial Area Transit Node Housing Program Foreign Trade Zone (FTZ) MA Growth Capital Corporation TDI Microloan Program Tax Incentives (TIF and STA funding) MassDevelopment Commonwealth Places matching funds for place-making projects

26 3. Actions: Support Amenities Increase Tourism and Local Spending

Description: Increase visitor numbers as well as visitor activities and spending in Holyoke. Each year, 62K visitors to Children’s Museum, 8-9K visitors to MGHPCC, 5K to Volleyball Hall of Fame.

Actions: Create Holyoke Tourism Plan Task Force to identify, initiate, and promote attractions and amenities for Holyoke visitors. Coordinate marketing and promotion with visitor centers (e.g. “district dollars;” map of recommendations; shared events/festivals; local tours; pop-up local vendor tables in attraction lobbies, along High Street, and in Heritage Park); survey visitors and host visitor focus groups to create responsive programming and specialty oferings. Holyoke Carousel, image by Paul Cooper Consider applying for National Historic Park designation. 27 28 3. Actions: Support Amenities

Continue and Reinforce the Canal Walk

Description: Enhancements to existing Canal Walk and continued expansion to refine the district brand, generate foot traffic, and strengthen district connections. Actions: Extend the Canal Walk conceptually with paint and signage, and eventually build out. Develop a Holyoke Heritage Walk with Heritage Walk markers. Light the canal and bridges along the Canal Walk and scale up as the Canal Walk is built out.

29 30 3. Actions: Support Amenities

Extend Presence of Heritage Park – Green Street

Description: Enhance existing street redesign plans to include green infrastructure and landscape, expanded public space, and street furniture to create a park-like green street that increases park visibility, strengthens neighborhood connections, increases capture rate of park and museum visitors (a significant Holyoke attraction). Action: Incorporate green stormwater infrastructure, public space and street furniture into the redesign of Heritage Street to extend the presence of Heritage Park. Screen parking garages with landscaping. Develop new entrance into Heritage Park from Suffolk St and improve Appleton and Dwight St entrances.

31 32 3. Actions: Support Amenities

Visual Placemaking: Highlight Mill Buildings, Fill Vacant Spaces, Reinforce Connections Across Inactive Spaces to Create Visual Vibrancy at Scale

Description: Artistic enhancements to mill buildings that highlight them as a distinctive feature of the district and also mitigate the impact of vacant buildings with the resulting impact of refining the district brand at scale, improving the appearance of the district, and signaling positive change Action: Light the mill buildings, especially along the canal Improve the appearance of vacant buildings through interventions such as painted boards, vinyl wrapping, sculpture

33 34 For Discussion

Potential interim uses for open lots (multiple uses and programming can occur simultaneously)

Landscape remediation Visually impactful placemaking

Phytoremediation Biofuel production Stormwater Large-scale Signage management installation

Urban agriculture / production space

Freight Farms hydroponic farm in a box Greensgrow raised Beta Box mobile prototyping lab bed farming

35 Appendix

36 Innovation District Population and Demographics 27% of city residents live in HK-ID Very high poverty: 54% compared to 16% in rest of city (US: 13%) Very low labor force participation (50%) Moderately high unemployment (12%) Low levels of formal education (41% of HK-ID residents have < high school diploma, 6% have B.A. or higher) Largely Hispanic area (86%), >95% native born with >1/2 of those born in Puerto Rico 35% of all HK-ID residents speak English “less than very well” compared to only 12% in the rest of the city

37

37 2. Overview Geography TDI HK-ID City Land Area (acres) 39 740 12,620 Holyoke Innovation District Population (2010) 80 10,500 39,900 (HK-ID) Study Area Population (2010/2014) NA 11,000 40,100 Employment (2014) 730 4,400 18,200 1.2 square miles - 6% of city land Employment Growth (2011-2014) -22% 5% 2% 11K residents - 27% Holyokeof city Transportation population Center Employment Delta (2011-2014 -200 +210 +390 Population Growth (2000-2010) -27% -1% 0.1% City Hall 4.4K private sector jobs - 24%Depot of Sq. city (Amtrak) Population Delta (2000-2010) -30 -110 +42 private sector jobs Population Growth (2000-2014)* NA 4% 1% MGHPCC Population Density (pop. per acre) 2.0 14.2 3.2 Holyoke Medical Center (2010) Holyoke TDI Study Area Employment Density (employees per 18.9 5.9 1.4 acre) (2014) 45 acres - <0.4% of city land 80 residents - 0.2% of the city population

730 private sector jobs - 4% of the 38 city private sector employment * 2000 – 2014 growth and delta uses 2000 Decennial Census and 2014 - 5 year ACS data. Note that these data are not available for the TDI due to geographic limitations in the ACS data 39 Precision Manufacturing and Digital/IT Recommendations Precision Manufacturing: Real Estate Mismatch: Modern manufacturing requires new or rehabbed buildings, runs counter to McCabe rehabilitation strategy. Infrastructure Mismatch: Highway access/road quality in Innovation District not conducive to advanced manufacturing. Negative Trends: The cluster declined in the city over the last decade, and is projected to decline significantly in the city, region, and nation over the next decade. Significant existing industrial vacancy in ID. Digital/IT: Very low Digital/IT LQ in Holyoke. HDR assumption that Digital/IT would locate in other Pioneer Valley areas (e.g. Amherst, Northampton, Springfield); expert interviewees advised: “don’t try to force businesses into an area where they don’t want to go.”

MGHPCC does not attract firms or generate IT-related spin-ofs, minimal economic Innovation District Retail Employment Density per Square Mile, benefit from attracting additional data centers. 2013 The Holyoke ID has extremely low retail employment density (a proxy for amenity Detroit ID 2,820 Kendall 1,970 density). Kendall Square has 13X higher retail employment density than Holyoke. University City 1,540 Pittsburgh 1,020 MA IT increasingly concentrating within Route 128 Corridor. In 2004, Boston, Atlanta 760 Cambridge, and Waltham comprised 22% of both the total private sector economy Birmingham 570 and private sector employment in computer systems design and related services. In Bufalo 360 Cleveland 220 2014, this sector in Boston, Cambridge, and Waltham made up 35% of the state’s STL Cortex 180 employment and 23% of total private sector employment. OKC 170 Indianapolis 160 Summary: Holyoke is non-competitive in attracting Digital/IT uses. Digital/IT Holyoke 150 companies are generally drawn to areas with strong competitive profiles in terms of Texas Medical Center 40 750 1,500 2,250 3,000 size and education level of labor force, transportation access, strong amenities. 40 B2B Metric B2B 2014 Employment 2,200 B2B displays strong recent growth across diverse sub- • % HS Diploma 55% sectors, and is large and low-risk • Room for further growth exists (LQ < 1) %

Existing Leaders and Potential Partners 2004-2014 Holyoke Employment Growth • Partnership opportunities with surrounding hospitals, colleges/universities, and large Blue Collar - Of Site 30% (150) organizations (e.g. ISO New England)

White Collar 22% (165) Opportunities: • Blue collar innovation hub Blue Collar - On Site 4% (25) • New anchor purchasing program

0% 10% 20% 30% 40%

41 Urban Agriculture/Food Metric Urban Ag/Food 2014 Employment 2,300 • Production/Agriculture jobs accessible, could provide food, spices, % HS Diploma 22% etc. to new local restaurants, cafes, breweries, HCC culinary; co-op models have been used for food production (e.g. Evergreen in %

Bartender, Food Truck Driver Chef Food Scientist and Permaculture Feast Waiter $10 Warehousing/ $18 $22 Technologist $32 Packaging $12 Opportunities: Average Annual Wage of Food -Related Industries • Potential urban agriculture partnership with Grocery Store Food Mfg. Alcoholic Bev. $23K $48K Wholesaling $64K New HCC culinary school in Cubit building and Gateway City Arts kitchen incubator and café

Restaurant, Bar Farmer Beer, Beverage Mfg. $51K space $16K $32K 42 Custom Design and Artisanal Production Metric Artisanal Design 2014 Employment 550 Area is existing strength, offers opportunity for on-the-job training • % HS Diploma 61% programs • Architectural Product Manufacturing and Design represent growing %

Existing Leaders and Potential Partners Sub-Cluster Strengths, 2004-2014 • Gateway City Arts, Brick Coworkshop, Holyoke Creative Arts Center, SPARK, Dirk Auferoth and Custom Product Mfg. 2.0 2.4 Associates, LLC

Architectural Product Mfg. 0.5 0.4 Opportunities 0.5 • Holyoke Creative Arts Center move to TDI Design 0.1 district, Brick Coworkshop and SPARK recent 0.0 1.0 2.0 3.0 founding

Holyoke LQ (2014) Holyoke LQ (2004) 43 Clean Energy Metric Clean Energy 2014 Employment 450 • Holyoke’s low energy costs, clean energy, and local utility company are % HS Diploma 57% undeniable assets. Emerging brand as clean energy center. • Cluster offers a longer-term opportunity: currently very little current %

% of Jobs Existing Leaders and Potential Partners Projected Growth requiring (2014-2014, U.S.) • Holyoke Gas and Electric, MGHPCC, UMass

Construction 14% Aegis Energy, Holyoke Water Works, ISO 89% New England.

Energy Inputs 2% 80% Recent Investments • Aegis Energy expansion. HG&E solar Energy Products + Services -0% 49% investments.

44 Digital/IT Metric Digital/IT 2014 Employment 100 • Digital/IT skills an increasingly foundational 21st century skill-set, % HS Diploma 30% • To prepare a next generation workforce, digital/IT capabilities can be %

Existing Leaders and Potential Partners • Holyoke Community College, CareerPoint, Digital/IT Educational Requirements Holyoke Works, Dean Technical High School, Girls, Inc., MGHPCC, Veritech IT, Porterhouse Bachelor's degree or higher 52% Media

Some College, Associates degree 14% Opportunities HS diploma 30% • Existing - and expanding - MGHPCC partnerships and programs

45