“Tikkun Olam”: Massachusetts & Oregon Jewish Nonprofits Construct Coast-to-Coast Partnership to Help Homeless

“Building houses for the homeless in Portland, Oregon sounds like a great way to teach teens from Russian speaking families about tikkun olam,” thought Jookender Executive Director Sasha Grebenyuk when she learned of the opportunity to partner with Portland-based nonprofit Tivnu: Building Justice. The Jookender and Tivnu partnership made sense considering the organizations’ similar missions: Engaging social-justice oriented teens in hands-on, interactive learning from a Jewish perspective. So, Sasha said yes.

In Portland, Executive Director Steven Eisenbach-Budner was thrilled by Tivnu’s first partnership with a New England nonprofit. Fueled by their shared passion for engaging teens in social justice pursuits, Sasha and Steve took less than six months to plan a robust four-day pilot program. Planning was easy once both Executive Directors realized they shared the common objective of engaging, energizing, and enlightening teens. In late August 2019, 11 teens and two adult chaperones (parents of participating teens) from Boston area Russian speaking families made the transcontinental journey to Portland.

Four days later, the unique partnership stimulated educational and engagement benefits that exceeded everyone’s expectations. “My experiences in Portland were eye-opening,” said Gal Goldfain, one of 11 students in the Jookender delegation. “Words can’t describe how much I learned and gained.”

Based in Portland, Tivnu—the Hebrew word means “building”—is a nonprofit organization that designs and delivers “gap year” programs for Jewish teens in a city that ranks among America’s top 10 nationally for rate of homelessness. While Portland’s Jewish community of some 35,000 is about 15% of Boston’s (227,000 in the metro area), each city has a vibrant Jewish nonprofit ecosystem.

Hands-on building 'tiny houses'

Steve founded Tivnu: Building Justice in 2012 to enable Portland Jews to integrate their Jewish identities with their commitments to create communities in which the basic needs of all people are met. One of Tivnu’s primary goals is addressing Portland’s chronic homeless problem. 

Jookender’s mission similarly draws from Jewish ethics and values to teach and demonstrate Jewish values and offer programs that help others find their way to the broader Jewish community. Like Tivnu, Jookender is relentlessly inclusive.

Explaining Tivnu’s mission, Steve says, “We act from the conviction that housing is a human right and a human need. Access to housing is a cornerstone for a stable life and it’s linked to issues such as food security, environmental justice, and the overall health of neighborhoods and communities.” 

These are fundamentally Jewish issues, he emphasizes: “We work with others to bring forth tikkun olam (ed. note: In Jewish teachings, tikkun olam means any activity that improves the world, bringing it closer to the harmonious state for which it was created). We create opportunities for Jewish youth to engage in social justice work not just as individuals, but as representatives of the Jewish community in partnership with other communities.”

Energetic, resourceful, and committed to evangelizing tikkun olam, Steve was raised in an affordable housing complex in New York City. “I know firsthand the centrality of housing to family and community stability and cohesion,” he says. A builder by trade, Steve is as zealous about Tivnu’s mission as he is generous with Jewish Carpenter jokes. 

Typically, Tivnu’s Gap Year program is nine months of hands-on social justice engagement in which pre-college Jewish teens explore the bonds between Jewish life and social justice while working with and in Portland’s cutting-edge grassroots organizations, Steve explained. “Like most youth today, Jewish youth are increasingly aware of and concerned about social justice issues. Tivnu puts their awareness and concern into action.” 

Tivnu was referred to Jookender by Boston-based Combined Jewish Philanthropies (CJP), which funded most of the program through an unrestricted grant to Jookender. The partnership was also supported by The Jewish Education Project, with generous funding from the Genesis Philanthropy Group.

“We planned the four-day pilot to start, rather than commit to Tivnu’s full gap year program,” said Sasha. Of the fifty students who applied, Jookender selected 11. The program—which combined travel, hands-on working experiences, and Jewish learning related to Tivnu’s work in Portland communities—cost Jookender $10,000 for the 11 student participants. Two adults—parents of participating students—chaperoned the group. 

Building "Tikkun Olam"

The Jookender delegation’s four days in Portland were carefully choreographed to expose participants to as many new experiences as possible: Teens met with local homeless people, toured “tiny house” villages in Portland (Hazelnut Grove and Dignity Village), helped build green, sustainable “tiny houses” at the Portland Jewish Community Center, worked at a farm to produce goods for “tiny house” villages, and sampled distinctive Pacific Northwest Latino dishes at the popular Portland Mercado “food cart pod” (a gathering of 10 or more food carts, unique to Portland).

“The exposure to homelessness resonated deeply among delegation members—both teens and chaperones,” reflected Sasha. “Remember, the older generations—the people who were raised in the former Soviet Union—aren’t as comfortable as their kids talking about social justice issues like homelessness. Growing up in Communist societies they didn’t see homelessness. Another benefit of the pilot program was that it helps the Russian speaking Jewish community become more familiar with social justice issues particularly as they intersect with Judaism and philanthropy.”

Steve echoes Sasha’s sentiment on the pilot program’s unanticipated cultural learning component: “The visit was somewhat challenging from a cultural perspective, because most American Jews who’ve grown up in liberal households have some intellectual understanding of the reasons behind homelessness. The RSJ (Russian speaking Jewish) community approaches some of these issues from a different cultural perspective. 

"From the survey results, we know that the teens on this tour were less familiar with issues related to homelessness, so they learned more. They became open to issues related to homelessness and developed some empathy and respect for people who are experiencing homelessness."

Though the Tivnu-Jookender pilot program was short in duration, testimonials from program participants indicate it was long on inspiration. More than 90% of respondents to a post-trip survey said they’d return to this or a similar program:

• 

  Jookender group enjoys a rare relaxing moment

  - “I learned a lot of interesting new things about homelessness. I didn’t know the different ways that people could become homeless including being sick and having to pay all their money to get better. I also learned about how Portland treats homeless people and the different laws Oregon has for them.”
• - “I talked with a lot of people who are houseless. I was also presented with the term houseless by a houseless female whose nails I painted as part of the night strike. I really enjoyed the people and the little community we made. I enjoyed painting and building the tiny houses.”
• - “I enjoyed this experience but I think it should have lasted longer. The people from Tivnu were very kind. The work we did was interesting and engaging.”
• - “I now understand how fortunate I am to live in a home and now I want to help others.”

Describing the Jookender delegation as hard workers and fast learners, Steve says: “Most of them enjoyed the work. They certainly worked hard, but I’m not surprised given what I know about Russian speaking Jewish families. They stayed focused and were proud of what they accomplished.” He added, “next time, we’ll relate the learning experiences to their culture and their families’ histories of immigration.”

Jookender delegation members overwhelmingly expressed their desire to continue helping communities locally, nationally, and internationally—a yearning Sasha is positioning Jookender to fulfill. Sasha sees the success of the pilot program as a launching pad for increased engagement by American teens with underserved or underprivileged communities in Israel. “We know there are communities in Israel who could benefit from our ready, willing, and motivated teen workforce; in addition to offering help to local organizations, we’re seeking to partner with Russian community organizations in Israel.”

* * * 

Overcoming Cultural Barriers to Philanthropy & Education in RSJ Communities

Gap Years are atypical among the RSJ community because of the lingering fears among parents that a missed year could set a child back irreversibly. Sasha attributes the higher focus on completing education to memories of the USSR’s 5% quota for Jews to go to University.

“Our kids growing up now thankfully don’t have that sense of urgency, but the parents are afraid that if their kids take a gap year they won’t be as motivated to go to University and therefore, in the parents’ minds, they’ll be less likely to succeed.”

Sasha's own Gap Year heavily influences the value she places on these formative--and transformative--experiences. “I went to Israel and the experience affected me profoundly. Not only did I become more independent, but I also learned a lot about Israeli culture, history, and lifestyles. For certain kids, Gap Years can be transformational.”

The Tivnu-Jookender pilot program was especially effective because it overcame some of the older generations’ reticence about non-traditional education, she explained. “Parents who grew up thinking that the best education is in an actual classroom saw the impact of out-of-classroom education on their kids. They see how it’s increased their kids’ interest in education—especially Jewish education. We want our kids to be more involved in their communities and to experience different ways to help those communities. This is the kind of counterculture thinking Jookender brings to our programming.”

Because the philanthropic culture is new to the RSJ community, Sasha says organizations like Jookender face two challenges: The first is helping Russian speaking Jews understand the importance of philanthropy; the second is instilling a “culture of philanthropy” among a demographic for whom charitable giving remains unfamiliar. “The older generation recognizes that we have some old-fashioned ideas about community engagement, philanthropy, and even education. We don’t want to pass those ideas to our kids.”

Featured "Times of Israel" Blogger: Read My Premier Post!

This article was originally published by the Times of Israel, where I am a blogger. 

Massachusetts Nonprofit Jookender Connects & Educates Russian Speaking Jews

A new Tribe has emerged in Massachusetts, and—like the 12 of the Old Testament—this Tribe is sowing the seeds of Jewish identity and community engagement in a traditionally insular and insulated segment of American Jewry: Russian Speaking Jews (RSJs).

Numbering about 80,000 of Massachusetts’ approximately 293,000 Jews (Jewish Virtual Library), “most RSJs arrived here after 1985 with very little formal Jewish education,” says Sasha Grebenyuk, Executive Director of Jookender Community Initiatives. Jookender—a new 501(c)(3) organization based in Framingham, Massachusetts (a Boston suburb)—introduces secular Russian-Jewish families to Jewish heritage and culture and offers programs to rekindle their feelings of Jewish identity.

“When these current parents were growing up in Russia, they weren’t exposed to Judaism,” Sasha explains, attributing the lack of Jewish knowledge, identity, and affiliation due to aggressive Soviet state-sponsored anti-religious programs and propaganda. 

Judaism and Jews were especially targeted: In 1919, Soviet authorities abolished Jewish community councils, which traditionally maintained local synagogues and were responsible for Jewish education. They created the Yevsektsiya (a Jewish section of the party), which generated and disseminated propaganda against Jewish clergy and religion. According to Wikipedia, 

“The training of rabbis became impossible until early 1940's, and until the late 1980s only one Yiddish periodical was published. Because of its identification with Zionism, Hebrew was taught only in schools for diplomats. Most of the 5,000 synagogues functioning prior to the Bolshevik Revolution were closed under Stalin, and others were closed under Khrushchev. The practice of Judaism became very difficult, intensifying the desire of Jews to leave the Soviet Union.”

After three generations of subjugation and marginalization, the results were predictable, says Sasha: “Most of the current RSJ parents have minimal personal experience and practical knowledge of Jewish ethics, rituals and traditions. When they emigrated to Israel or America in the 1990s, they didn’t know what they didn’t know. I created Jookender to fix that.” 

A Russian Jew who grew up in the grasp of Communism and moved to America in 1994, Sasha is among a handful of RSJ community leaders who have the contacts, credentials, and credibility to engage Jews from the former Soviet Union. Operating Jookender on a shoestring budget, Sasha and her small team of volunteers provide programs and services that achieve outcomes far exceeding the nonprofit’s income. 

Julia Atkin—a fervent Jookender booster—shared Sasha’s experience. Ms. Atkin, who grew up in the Ukraine, feels deeply connected to Judaism but eschews the ‘religious’ label. She and her family have engaged in several Jookender programs (including participating in The Tribe pilot) create a warm, welcoming environment in which she and people like her can rekindle their Jewish kavanah (intention).

“I have blurry memories of my grandparents lighting candles and going to shul but as a child, I had no connection to Judaism. In my teenage years, when Communism started to erode, I got reintroduced to and reconnected with Jewish rituals and traditions. That inspired me to spend a year in Israel studying in a religious program. 

"When we moved to the U.S. in 1999, my husband (a Russian Jew) and I wanted to expose our children to Jewish rituals, traditions, and values. We were referred to Jookender, whose programs have increased our knowledge of and appreciation for Judaism and Israel."

Kira Shandalov, a senior at Reading High School who is also enrolled as a Freshman at Middlesex Community College, has been involved with Sasha and the Jookender team for two years. A native Israeli, Ms. Shandalov moved to the U.S. in 2015. Fluent in Russian, Hebrew, and English, Ms. Shandalov is a popular teacher in The Tribe and a regular participant in Jookender’s programs. “I worked with about 30 kids; they were very enthusiastic. The Tribe is a great program for kids, especially around the holidays.”

Like many Russians and Israelis, Ms. Shandalov also hesitates to describe herself as ‘religious’. “I have some religious knowledge from my upbringing. In Israel, you live it. But in America, it’s not as omnipresent. That’s why I love being involved in The Tribe: I feel connected to my roots and to this community.”

A 2015 study of the RSJ community provides hard numbers supporting these personal observations and experiences. 

Commissioned by Combined Jewish Philanthropies (CJP, Boston’s Jewish Federation), the study reported that 10% of Jewish households in the Greater Boston area included a Russian-speaking Jew or someone who was born or raised in Russia or the former Soviet Union. 

Nineteen percent of these Russian speakers reported being interested in Religious Services and only 21% were involved with synagogues. While the study’s results suggested the contemporaneous system wasn’t adequately serving Boston’s RSJ’s educational needs, it highlighted the need for grassroots organizations like Jookender to fill in those gaps.

What is The Tribe?

Jookender was one of two organizations (the other was the Worcester Jewish Community Center) to pilot The Tribe’s first year. Funded by the Gemunder Family Foundation, the Armonia Foundation, The Adam and Gila Milstein Foundation, The Lesser Family, and The Frieze Family, The Tribe is a pluralistic program designed to educate, engage, and energize Jewish families.

Conceived and developed by Jewish communal service veteran Arinne Braverman, The Tribe engaged about 100 families in Boston and Central Massachusetts. From October 2017 through June 2018, tribes of eight to 10 families met monthly in members’ homes or community centers.

As Jews increasingly migrate from strict religious affiliations to a more pluralistic approach, Ms. Braverman says The Tribe offers an inclusive roadmap. Intentionally pluralistic, Ms. Braverman calls The Tribe “a values-based program that welcomes everyone who is the parent or guardian of a Jewish child—whether Jewish or non-Jewish. Tribe members journey together to gain a general understanding of Jewish values.”

Describing The Tribe’s curriculum as “approachable, flexible, and fun”, Ms. Braverman explains the modules correspond to Jewish holidays and each month covers certain Jewish values and ethics.

“This flow builds parents’ knowledge about Jewish history, culture, and traditions and inspires their kids to learn more about Jewish values and ethics such as honoring parents and teachers, performing deeds of loving kindness, peace in the home, positive speech, and welcoming guests/providing hospitality.

“The Tribe was created to highlight Jewish values and to be accessible to families who did not previously connect with Judaism through religious ritual,” she says. “We selected Jookender because we thought niche populations would be best served by the small group model and we wanted to prioritize engaging currently underserved and marginally affiliated Jews,” she adds. 

Seventy-seven families with children from kindergarten to 3^rd grade participated in The Tribe pilot. From these, Sasha and her team created nine tribes, each with nine to 12 families and a leader. Although some of the families knew each other before being invited to join The Tribe, most met during the program.

While most families used The Tribe’s curriculum, Sasha explains, some innovated and created additional lessons based on the provided pedagogy. Most popular among all the tribes were holiday traditions. Sharing the story of a family who knew nothing about Jewish holiday cuisine so they made dishes to share with tribe members, Sasha says such lessons resonated because they brought tribe members together—especially around food.

“The Tribe inspires curiosity and a yearning for learning, especially for Jews who may not have been exposed to the richness of our heritage and traditions. It offers a step-by-step framework within which families can experience those things together,” Ms. Braverman says. “Inclusive and intergenerational, The Tribe is an engaging point of entry or re-entry into Jewish life.”

Stories and Statistics Show Success

Where many point to declining Jewish identity and engagement as existential threats to American Jewry’s future, the success of both Tribe pilots shows that creative, inclusive, and pluralistic programming can produce positive outcomes in the RSJ community.

In addition to post-participant surveys that reveal measurable program engagement milestones, participants’ personal stories describe the life-altering impact of reconnecting with long-forgotten (or never learned) Jewish rituals, ethics, and traditions. Sasha says, “The Tribe’s family orientation actually strengthens religious affiliation by exposing Jewish liturgy, rituals, and traditions to previously disengaged families.”

In terms of measurable impact, Ms. Braverman highlights Jookender’s 333% increase in connection to the Jewish community. “I was surprised by the results of Jookender's participation. Sasha had a 50-family waitlist of families eager to participate in the program's first year.”

Ms. Atkin shares the joy of seeing her children discover Judaism like she did: “The Tribe and Jookender’s other programs give my kids the childhood I dreamed for them—to learn, embrace, and practice Judaism with people who are like them, in an environment free of fear.” Sasha cites an unanticipated community benefit of The Tribe’s structure and programming: “Some tribes grew very close socially in addition to learning from the curriculum.”

Program satisfaction isn’t limited to parents. Kira Shandalov says the kids she taught were curious and hungry to learn more. “At all ages, I’ve discovered a deep desire among this community to know more about Jewish heritage, ritual, and tradition.” The Tribe kids are engaged not just by fun and games, but also by teen madrichot (counselors/teachers) whom Sasha and the Jookender team actively recruit and train. Of Ms. Shandalov, Mrs. Atkin says: “Kira was amazing. Her energy and passion really connect with the kids. They look at her and see a model of what they could be.”

Sasha highlights Jookender’s training of teen volunteers and mentors like Kira. “The training we give our teen volunteers has a ripple effect,” she explains. “First we make sure these young men and women acquire and retain Jewish historic and cultural knowledge. Second, we equip them to go to tribes and teach. Third, teen teachers make it more affordable for families with young kids to participate in Jookender’s programs.”

Count Worcester Jewish Community Center Executive Director Emily Rosenbaum as a fan of The Tribe. With her 10-year-old daughter, Ms. Rosenbaum was a member of the Northern Worcester County Tribe.

From a professional and personal perspective, Ms. Rosenbaum says that The Tribe makes it easier for unaffiliated Jews to access comfortable and convenient Jewish fellowship: “The pedagogy is thoughtfully and sensitively constructed to connect Jewish education with practical Jewish values. It shares vital lessons about valuing, maintaining, and manifesting Judaism in our daily lives.”

She believes The Tribe’s non-intimidating, haimish engagement style and flexible, approachable curriculum is appealing because it “caters to people in their comfort zones, involves families, builds community connections, and ultimately enhances Jewish learning."

Following Pilot Program Success, an Uncertain Future

Pointing to overwhelmingly positive objective and subjective feedback, Sasha and the Jookender team are actively seeking funds to grow The Tribe’s reach and impact. Normally calm and unassuming, Sasha lights up when sharing The Tribe’s impact in the community her team serves: “I’m thrilled The Tribe appears to strengthen connections to our faith, especially among the RSJ community. It fulfills our cravings to be more connected with our faith and fellow Jews.”

Although The Tribe pilot was fully funded, Sasha says the budget-conscious nonprofit lacks the resources to conduct as robust a program as in the first year. Reluctantly conceding that philanthropic support to expand Jookender’s other programming remains a question mark, Sasha and the Jookender team are optimistic donors will realize the importance, value, and impact of Jookender’s programming in the RSJ community, and respond accordingly.

With so many Jewish education and outreach programs in Massachusetts, Jookender’s outsized impacts have gone largely unnoticed. “We prefer to have our results speak for our organization instead of slick marketing materials,” says Sasha. “But more support could help us achieve much, much more.” Specifically, she mentions growing the number of tribes and expanding the number of people who can participate in Jookender’s popular Teens4Teens program and Family Camps.

Discover more about Jookender.

Thank you, British Airways

Consumers have from the beginning of consumerism chosen every day where to invest our dollars, ducats, or denarii. We ought not overlook the power of that choice.

With that truism in mind, here's the story of how and why I chose British Airways for my imminent trip to Singapore. The story illustrates both the power of an educated consumer as well as the psychological impact of attentive and personalized customer service.

Several airlines fly the Boston-Europe-Singapore route, including U.S. and non-U.S. flag carriers. I chose British Airways because of the following reasons:

1) Convenience: The fight I chose leaves Boston in the morning and arrives at Heathrow shortly after 7 p.m local time. It departs shortly after 9 p.m. and arrives in Singapore Friday evening at 5 p.m local time. This minimizes layover time and the disruption of my normal biorhythms. The schedules of other carriers were simply not as convenient.

2) Price: On such a long trip, it's preferable to fly B-class. But if you can't afford it, BA offers "World Traveler Plus": Premium economy class that gives passengers more leg room, a deeper seat recline, and the privacy of a different section. The price for premium economy isn't that much more than "World Traveler" (economy) class, and on long flights like theses, the extra room and privacy are well worth the investment. No U.S. flag carrier offers premium economy on this particular route, so this was a no-brainer.

3) Customer service: We've come to accept that the customer service of U.S. flag carriers is, well, substandard. When I called BA to select a seat in advance of the flight, they explained that seating assignment opened 24 hours before the flight. Because I am traveling alone, I offered to sit in one of the single seats in premium economy class. It was a ploy, and I'm sure the representative with whom I was speaking (who did NOT have an Indian accent, but rather a crisp British one) recognized it as such. Nevertheless, she graciously accepted my "offer" and assigned me to that seat. What's more, she assigned me preferable seats for each leg of my trip, to and from Singapore. I very much doubt a CSR for a U.S. flag carrier would offer to go that extra mile.

4) Online check-in: While this is standard for all airlines, British Airways adds a few touches that make it seem special. For example: They have a checklist for international travelers (I've traveled internationally a lot but it helps to have a checklist of items you need to ease border crossings); they acknowledged my special meal and asked me if I wanted email confirmation of that special order; they offered "Skymall" products they felt might make the trip a little easier. All unnecessary touches that made me feel valued.

Being a "marketing guy" I generally recognize when I'm being sold or up-sold. I know the language, I know the tactics, I know the tools. Even though British Airways used the language, the tactics and the tools, I didn't feel pressured.

On the contrary, having educated myself and following a positive customer service experience, I felt grateful that they were offering me products/services I might find valuable or useful on my long journey. I was happy to be exposed to those purchasing opportunities...

Who knows? I may buy those customized airline slippers after all.

While Other Local Airports Thrive, High on a Hilltop, Worcester's Airport Remains Disused

Yesterday's Wall Street Journal featured an article in the Personal Journal section about the potential success rural regional airports can have in relieving congestion at larger airports closer to urban areas.

Referring to the notion that "the idea has worked elsewhere," the article mentioned airports around Boston as examples of this success. Providence and Manchester are the prime examples, along with "fledgling development" at Worcester, Mass., and former military bases in Portsmouth, N.H., and Bedford, Mass.

I'm assuming here that the "fledgling development" at ORH refers to the $15.7 million white elephant of a terminal, $1.4 million invested to expand the airport access road (which as all locals know is just a shortcut to avoid Webster Square and get to Paxton), and $12 million to enhance operational reliability including a Surface Movement Control Guidance System (SMCGS).

Propaganda from the Worcester city "machine" about ORH says there is "strong commitment from local, state and federal officials to ensure the airport's future viability" but beyond the aforementioned efforts I have uncovered no concrete manifestations of that commitment.

Rather, there are the high-profile "committees" comprised of local functionaries, the cash-cow feasibility studies that go to local firms, and the back-and-forth recriminations that mark business as usual in Worcester.

So I wrote a letter to the editor of the Journal to help clarify why ORH remains disused--and likely to remain so for the foreseeable future.

* * *

Dear Editor,

Regarding Scott McCartney's article in which he highlights the growth of Stewart and similar airports located near highly congested urban areas, the airport in Worcester, Massachusetts was once positioned as "Logan East." However, beset by internecine local politics and notoriously bad weather, there is currently no scheduled airline service to Worcester.

I assume Mr. McCartney's "fledgling development" refers to the $15.7 million terminal and the more than $12 million invested in operational reliability enhancements, including a Surface Movement Control Guidance System (SMCGS).

What exactly the SMCGS is controlling and guiding is to be determined: ORH hasn't had commercial service since August 2006, when Allegiant Air cut ties with the airport, citing high fuel costs and passenger loads in the 75% range. ORH was last year snubbed by low-cost carrier Skybus Airlines, which opted instead to serve Chicopee's Westover Metropolitan Airport.

Compounding ORH's inconvience is the lack of a direct connection to an interstate highway (potential passengers must travel at least five miles on winding surface streets to reach the airport).

While more than six million potential passengers live within a 50-mile radius of ORH, the airport's marble floors and plate glass windows have made ORH a dusty, disused, out-of-the-way example of why some rural airports cannot attract the passengers and commercial airlines so vital to alleviating air traffic problems across the U.S.

You'd Think Worcester Would Make It More Affordable to Drink...

But, alas, no. In yet another sign that Worcester's elected representatives are utterly misguided and out of touch with those whom they purport to serve, we have this nugget from a recent edition of the Worcester Business Journal:

The Business of Booze: Worcester's Liquor License Fee Increases 38 Percent

Written by the clever and indefatigable Matt Brown (who manages to come up with pretty interesting stories in this desultory town), the article discusses how Worcester's license commission almost a year bumped up the annual liquor license cost from $2,000 to $2,750.

The increase is squeezing the purveyors of a substance that makes tolerable the fact that one is consigned to live in Worcester--that is, drink enough and you'll forget you're here.

The justification for the increase is laughable if you aren't familiar with the irrepressible attitude of Kevin O'Sullivan, chairman of the commission. I've met Kevin several times and he by God is a believer in Worcester. He's highly energetic, incredibly well connected, and believes strongly in Worcester's prominence as New England's second largest city.

His reasoning is that as New England's second largest city, Worcester should have liquor license fees similar to comparable cities like Boston, Hartford, and Providence. (Aside: I've been to Providence and I work near Hartford. The former is sufficiently attractive so as not to induce residents to want to drink themselves into a stupor to forget where they are; the latter closes down at 5:30 so there's no opportunity to do so.)

Quoted in the article, O'Sullivan says, "... I think Worcester has proven to be business-friendly." Let's review:

• Mass pike pass through Worcester? REJECTED
• Municipal government structure design? UNWIELDY
• Municipal services? REDUCED
• Main Street? HIDEOUSLY UNATTRACTIVE
• Opportunities for newcomers? MINIMAL

If the failure of well-intentioned initiatives to attract, bring and retain businesses Worcester (see "Destination Worcester", "Choose Worcester", etc.) is any indication, Worcester has proven repeatedly that it is NOT business friendly.

With respect to Mr. O'Sullivan, applying perfume to excrement makes the latter temporarily smell nicer. You look at it, it's still shit. Civic pride and blowsy rhetoric aside, the fact is Worcester has a long way to go before it can be considered either within or without the Commonwealth as "business-friendly."

Until Worcester has the kind of services that define world-class cities (like Providence and Boston), it's unfair to charge world class city license fees to hard-working restaurant owners. The increase represents precisely the kind of backward thinking that has relegated Worcester to joke status.

Now where's my drink?