Home 2008 April (Page 2)
Opinion
Investing in the Nation’s Future

In Mumbai last November, I addressed a conference of India’s leading CEOs. Their interests had a single focus: what makes the American system of higher education such a powerful force for U.S. prosperity?

It was not an idle question, as India builds economic momentum. From 12,000 miles away, they understood something easy to lose sight of here at home — that this country’s distinctively open, varied, and competitive system of higher education has served both as an escalator of individual social mobility and as an engine of our country’s economic growth. Can we afford not to continue to invest in the future of our people and our nation?

Since the GI Bill dramatically expanded America’s middle class by educating half of all returning World War II veterans, the personal value of higher education has been broadly accepted. It opens your mind, and it also expands your prospects. According to the U.S. Census, over the past 20 years, households with an increase in real income were overwhelmingly headed by someone with at least a college degree.

Perhaps less obvious but equally important is the vital role of higher education in our economy as a source of both innovators and innovations. Indeed, MIT economist and Nobel Laureate Robert Solow estimates that more than half of America’s economic growth since World War II can be traced to technological innovation — much of it spawned through government-funded, university-based research.

Backed by extensive federal investment, America’s research universities have invented many of the disciplines and technologies that define modern life, from computer science to biological engineering, from the laser to the foundations of the Internet. If you doubt the value of federal research funding, consider this: over the past 30 years, NIH investments of $4 per American per year in cardiovascular research have led to a 63% decrease in mortality from heart disease. Yet, the Administration’s proposed NIH budget for FY 2009 represents a drop of 13% from 2003 in actual, inflation-adjusted health-science spending.

Our local economy benefits profoundly from the dense concentration of colleges and universities. The region’s eight research universities employ nearly 50,000 people and provide a total regional economic impact, including everything from payroll and construction costs to student spending, of more than $7 billion. What’s more, when research universities attract federal research dollars, those funds not only support individual labs, but buoy the state’s economy as well.

Our system of higher education has, indeed, earned the envy of the world, as I heard in India. According to a Shanghai Jiao Tung University survey, the U.S. still boasts 17 of the world’s top 20 research universities. Not surprisingly, other countries are actively copying our success. China is making dramatic investments in its universities, with the aim of vaulting five of them into the top-20 ranking by 2020.

In this global context, it is particularly important to understand America’s higher-education system as a strength to be nurtured. We must continue to improve the quality of higher education and to increase accessibility. America needs a highly educated workforce. The nation also needs the fruits of university innovation. At this moment of exceptional promise in fields from energy technology to cancer research, the federal commitment to basic research is faltering. Funding for research in the physical sciences has been flat for decades. Overall federal research investment has fallen from 2% of GDP in the mid-1960s to eight-tenths of 1% today.

The result of such shortsighted research investment policies can be measured in opportunities lost: opportunities to attract the best young researchers, to accelerate the clock of discovery, and to conquer humanity’s most urgent challenges. It is time to ask just how much it would it be worth investing, as a nation, to invent our way to a better, cleaner, healthier future.-

Susan Hockfield is president of the Massachusetts Institute of Technology. This article first appeared in the Boston Globe.

Features
Comcast Brings a New Bundle to the Small-business Marketplace

Doug Guthrie

Doug Guthrie says Comcast Small Business Voice addresses the direct needs of what has been an underserved constituency.

Doug Guthrie says small businesses have traditionally been overlooked, or “underserved,” as he put it, when it comes to voice services, which is ironic, because they dominate the economic scene in most regions, including the Pioneer Valley.

“Small businesses have pretty much had to take a back seat to bigger companies when it comes to phone service,” said Guthrie, vice president of Comcast’s so-called Connecticut-West Region, which encompasses the Valley. He told BusinessWest that his company is hard at work on remedying that situation with a new product rolled out earlier this year. It’s called Comcast Business Class Voice, part of a ‘Business Class’ bundle of voice, data, and television services that is similar in many ways to the company’s Triple Play package of those three services for residential customers. The new offering should help businesses operate more effectively, said Guthrie, while also saving money in the process through monthly charges as low as $99.

Business Class Voice includes unlimited local and long-distance calling for one price, as well as features ranging from auto attendant to a host of caller ID services to three-way calling. The new product brings a number of benefits to small businesses, said Guthrie, starting with choice, meaning a viable option to the phone company. But it also offers an effective bundle, those aforementioned cost savings, and the ability for smaller companies (those with under 20 employees) to operate as much larger entities.

“The idea behind this product is to make the small-business guy feel like the big-business guy,” he explained, adding that this concept is captured in Comcast’s materials to market the new product, which feature the tag line, ‘turn your office on.’ “We’re providing power to the business people.”

Meanwhile, for Comcast, which does business in 39 states, Business Class Voice and the new bundle provide what Guthrie and others expect will be an effective vehicle for capturing a larger share of the small business market within its substantial footprint, which is pegged at $12 billion to $15 billion nationally, by most estimates.

The immediate mission, or challenge, for the company, Guthrie acknowledged, is to convince would-be customers that a cable giant that has also gained a solid footing in the business of providing reliable, high-speed Internet service can also provide a quality voice service.

He believes the product quality will speak for itself, literally and figuratively, and that Comcast can build on the track record it has compiled within the residential market.

“We have a considerable amount of experience providing voice services to residential customers,” he explained. “We want to take that know-how to the small-business market, where there is enormous potential for growth.”

Voice of Reason

Anthony Facchini says his law firm was quick to be among the first to sign on for Business Class Voice and the Comcast business bundle.

Springfield-based Facchini & Facchini has three lawyers (brothers Anthony, Richard, and Michael), 10 employees, and seven phone lines, said Fracchini, and saw in the Comcast package an opportunity to pay one bill instead of two or three, reduce some expanses, and gain better quality, reliability, and service response.

Three months after signing on, he’s reporting all of the above.

“Our bill used to be about $450 a month, and we’ve probably cut that in half,” he said. “Our Internet is much faster and more reliable, and the phone service is good; there have been just a few hiccups with it, but the service has been tremendous.”

Facchini & Facchini represents the kind of customer, and the type of response, that Comcast had in mind when it spent the bulk of 2007 putting together its new product — one that would give it the opportunity to compete against AT&T’s package of phone and Internet service that runs for $90 per month, or closer to $130 when mobile phone service is added to the mix — while also building the sales and service team that would bring it to the market.

Such small businesses have traditionally had few, if any, choices besides AT&T for land-line services, said Guthrie, adding that he believes Comcast’s business bundle will compete effectively, garner significant market share — perhaps 20% — and meet or exceed the company’s goal to create a $2.5 billion business by 2011.

He bases that estimate on the quality of the package, the quantity of specific features and services, and, perhaps most importantly, the opportunity the Comcast bundle provides for businesses in terms of cost savings and greater efficiency.

These are the selling points being stressed by a sales force amassed by Ed Gallagher, a 20-year veteran of the communications industry recruited by Comcast to become vice president and general manager of Buisness Services for Comcast’s NorthCentral Division, which encompasses all of New England. Gallagher was given the task of putting what Guthrie called the “building blocks” in place for the new business venture.

Assignments included the hiring and training of a sales force for all regions, he said, adding that, by the end of 2007, Comcast had more than 2,000 employees across the country dedicated to the small- and medium-sized business efforts, including about 750 business salespeople and 1,400 technicians.

They’ve been busy of late, said Guthrie, adding that early response to the bundle has been positive, and no doubt helped by a softened economy that has business owners thinking about costs and how to reduce them.

“All companies are looking to trim their expenses and become more efficient,” he explained. “This is the right product at the right time.”

And Western Mass. has the demographics to be the right place, he continued, adding that small businesses dominate the landscape in the 35 area communities to which the company provides service. These include Springfield, Holyoke, Westfield, Northampton, Greenfield, Longmeadow, and West Springfield.

“We see Western Mass. as a strong growth area for us,” he explained, adding that many businesspeople in the area are familiar with Comcast through their residential cable, Internet service, or even cable advertising. Such relationships, coupled with the new voice product and the “business Triple Play,” as he called it, all add up to opportunities to take market share.

Guthrie told BusinessWest that, while Business Class Voice is a new product, and it is part of a new small-business bundle, the company is bringing a significant amount of experience to this initiative that makes ‘new’ a bit of a misnomer.

For starters, Comcast is the fourth-largest residential phone provider in the nation, so it brings voice experience to the table, he explained, and it has been offering its Triple Play — cable, Internet, and voice — to residential customers for years.

“Comcast already delivers reliable voice service to thousands of business owners where they live,” said Gallagher. “These business owners now have the option of choosing Comcast for all their communications needs where they work.”

Answering the Call

“Comcast means business.”

That’s another of the marketing slogans being used for the rollout of the new small-business bundle, and it has meaning on a number of levels, said Guthrie.

First, it speaks to the company’s focus on bringing better services to small-business owners. But it also reflects the company’s aggressive plans to take market share in an increasingly popular small-business sector, which, as he said, offers vast potential.

Whether Comcast will meet its ambitious goals remains to be seen, but the company’s intentions are as clear as a bell — or a strong dial tone.v

George O’Brien can be reached at [email protected]

Sections Supplements
Green Environmental Consulting Works with Business Owners to Clear the Air
Adam Lesko

Adam Lesko, owner of Green Environmental Consulting, says indoor air quality is one of the most pressing issues associated with ‘green building.’

In the biz, it’s called IAQ — indoor air quality, an often-misunderstood aspect of environmental health and compliance.

According to Adam Lesko, owner of Green Environmental Consulting (GEC) in Florence, there are a number of things that can negatively impact the air we breathe, ranging from mold to asbestos to poorly functioning ventilators.

Sometimes, these issues lead to less-than-healthy working conditions or so-called ‘sick buildings,’ and Lesko has made it his life’s work to serve as the doctor on call.

“We specialize in indoor air quality,” he said, noting that the specialty includes remediation techniques, but also the creation of management systems for buildings, their environmental systems, and record-keeping mechanisms. “All of this relates back to the company name. It’s ‘green’ for a reason — air quality is one of the biggest concerns when it comes to environmental compliance.”

But environmental services like those offered by GEC haven’t always been in high demand.

“In the past, people have not looked at air quality as a place where long-term, positive changes could be made,” said Lesko. “Instead, most people have seen the regulations they must adhere to and the standards they’ve had to meet, and not been able to see past the upfront costs.”

Air Apparent

Today, though, environmental-compliance assistance is in increasing demand. This is due in part to a greater awareness and response to IAQ and other health- and environment-related concerns on both state and federal levels; the EPA, for example, has launched a comprehensive Indoor Environments Program, which includes guidelines for schools and school districts, homes, offices, and institutional buildings.

Trends in the marketplace, including a greater focus on ‘green building’ and LEED-certified construction, are also helping to put IAQ in the spotlight. This, in turn, is making air quality more relevant to a number of other industries, including commercial real-estate markets, construction, health care, and even education.

More than ever, said Lesko, property managers and owners are realizing a need to test for poor air quality and other environmental hazards, and to remediate any issues and avoid complaints from tenants, clients, or employees. Failure to do so can result in costly renovations and cleanup efforts, low productivity, and, in many cases, some bad publicity that can hurt a building’s reputation.

“Anyone who operates any kind of large facility has to think about this,” he said, “and we have plenty of residential work, too. The trends really follow the media — if 20/20 runs a piece on the dangers of mold, we get a lot of calls from homeowners. If there’s a news story about the mountain of paperwork facilities are required to keep, and how it keeps growing, then we hear from colleges, hospitals, schools … you name it.”

Breathing Life into the Industry

In essence, GEC provides options to clients designed to create healthier indoor working conditions. Lesko said most often, this translates into remediating issues with asbestos and mold (“mold is big this time of year,” he said, “and asbestos is always big”), upgrading air-quality infrastructure and plans (including ventilation and filtration systems), and monitoring and testing areas in which employees work to ensure they meet health and safety compliance standards.

“We do a lot of work with industrial hygiene and database solutions to manage environmental information,” he explained, noting that, until very recently, facilities charged with maintaining environmental information often did so with a pad and pencil, storing records in a conventional file cabinet.

“New technology eliminates the need for a physical paper trail and data entry, and increases access to information, thus limiting the potential for a hazardous situation,” he continued. “The most commonly cited issue associated with environmental regulations is the need for thorough, accessible records.”

Lesko had worked in this field for several years, the bulk of those with a national firm specializing in the field of environmental consulting, before striking out on his own in 2006.

“I saw an opportunity to produce a quality product, and I liked the idea of owning a local company,” he said. “I felt I could do a better job — when people work with us, they’re going to be working with a senior-level employee every time.”

His timing was good, too. Now working with a diverse set of clients in the midst of the biggest environmental boom in American history, Lesko leads a team of four, assessing needs, providing solutions, and usually offering some educational components, too.

“There have been a number of studies, for instance, looking at how air quality affects employee productivity,” he said. “In turn, there’s a lot of research on how we can improve efficiency by improving the indoor environment. Healthy employees are happy employees, and we’re definitely seeing more people take that idea seriously.”

Building Excitement

As green trends continue to explode, he said opportunities for GEC are multiplying as well. Lesko has already carved a niche for himself working with a wide range of clients, addressing their clean-air needs. He’s worked with a number of educational institutions across Western Mass. and Northern Conn., including Tantasqua regional schools, Granby public schools, Belchertown public schools, and Smith College. He also works with a number of real-estate brokers and developers offering assessment services on various properties in preparation for a sale, as well as general contractors, offering compliance assurance and monitoring programs.

“Developers are often surprised by the amount of remediation they’re required to perform on a property, and too often, that surprise comes after a property has been purchased,” said Lesko. “Our stance is that pre-investigation, so to speak, is a really smart way to do business because it offers more information on a property that can be used when negotiating prices or taking out a loan.

“There is a real and true cost associated with environmental compliance that too few people acknowledge,” he added.

There’s a residential arm of GEC too, through which Lesko and his team provide testing and inspection services to identify issues caused by lead paint, mold, asbestos, and other hazards.

But in addition, Lesko said he’s gradually moving GEC further into the green-building sector — an area in which environmental compliance is becoming more intrinsic than ever.

“We’re doing more already on the green-building side of things,” he said, “especially in the field of testing. I definitely hope this in an area in which we can grow, because there are opportunities to work with all types of buildings — both old and new.”

GEC is working toward attaining its own LEED certification to better serve the building sector. Lesko said part of the decision to move in this direction was, as in the past, driven by media attention to green-construction practices, but it’s a trend he says will likely forge significant positive changes in the industry.

“This is a good industry to join,” he explained. “Some might say that there’s been almost too much marketing of green building and green products, but a lot of good has already come out of that aggressive stance, and it’s always healthy for us to think about these things.”

Lesko says that this trendy thought process notwithstanding, green building, with environmental compliance as one of its key tenets, is leading to the design of more efficient buildings.

“It’s great because it’s driving people to think more proactively, to think about things more intelligently, and to design tighter buildings.”

The going-green phenomenon is shedding some light on Lesko’s work, which revolves around finding invisible foes and bringing others out of the shadows. “Now, more people are seeing that changes to air quality can create benefits,” he said.

And for him and his clients, that is indeed a breath of fresh air.

Jaclyn Stevenson can be reached at[email protected]

Sections Supplements
A. Crane Construction Will Build Just About Anything
Andrew (left) and A.J. Crane

Andrew (left) and A.J. Crane say cultivating relationships, not aggressive bidding or advertising, has fueled the success of their family business.

Andrew Crane says a “goofy motto” has long been at the heart of what A. Crane Construction is all about.

“Picnic tables or bridges,” he said, “it doesn’t matter.”

Not that he’d plaster the slogan on a sign or anything. The storefront in the Aldenville section of Chicopee that serves as headquarters of this 20-year-old construction business is modest, even unobtrusive, yet is still a step up in noticeability from the first 17-plus years when the company eschewed advertising and even a number in the phone book.

Yet, Crane said, he has developed a loyal clientele based on the values of quality work, attentive service, and a willingness to do any type, and any size, of commercial or residential job.

“I’ve always been in the construction business,” said Crane. “My grandfather was in it, and I liked it as a kid. My first real job was working for Daniel O’Connell for a couple of years, and from there I went on to homebuilding for a company that built post-and-beam homes.” After that, he spent eight years in the family business before striking out on his own in 1988.

For the better part of two decades, A. Crane Construction conducted business out of a house in Chicopee, doing jobs only for people Crane knew personally. A couple of years ago, he moved to Grattan Street and published a phone number — but his philosophy of attracting work remains unchanged.

“About 95% of our clients are people we know. It has always been that way,” he told BusinessWest. “We’ve built big stores, and we’ve hung mirrors. My first job was Chapdelaine’s Furniture in South Hadley, and then that summer I built a million-dollar house. But if someone calls me up for a storm door, I’ll do that, too.”

At a time when larger builders are being hard-hit by dramatic economic shifts, it’s a philosophy that has kept his team working and profits coming in.

Hammering Home a Point

After starting out alone, Crane gradually hired a team; he employs 10 people today, and the same people-we-know philosophy has taken root there, as well. “The first guy I ever hired is still here,” he said. “The second guy, too.”

Intentionally staying small, Crane has resisted the temptation to expand too quickly, which he claims would compromise quality. That has proven to be a solid business strategy at a time when increased competition in the building industry (see related story, page 29) has pushed bids downward and made it difficult for conventional firms to make a profit. Crane says he has avoided the low-bid trap by cultivating a reputation for personal service and quality control — and a stable of loyal clients — allowing him to earn more realistic profits without cutting corners.

“People who go for the lowest price these days can’t be interested in doing it for a long time,” he said. “For one thing, they can’t do it for that price if they’re properly insured; that costs a certain amount of money.

“I’d say the biggest single challenge in construction is to keep yourself legitimate,” he continued, arguing that the reputation of all builders is compromised by small, renegade contractors who act unscrupulously, whether by using shoddy materials or failing to have adequate insurance. “Anyone can put up a storm door, but I’ll bet you could go out and find six or seven out of 10 doing this business who are not properly insured. That hurts the general public, because if someone ever gets hurt or damage occurs, they won’t be able to recoup it. If everyone competing at some level works to get people a better product at less risk, they’ll be doing a good thing for the industry.”

Crane is especially proud of his term as president of the Home Builders Assoc. of Mass. (HBAM), which ended last June. He had served the organization at the local and state levels before that time, all the while learning about issues that affect his industry. The role saw him warning lawmakers of the influence that homebuilding wields over the economy locally and nationally; “nobody believed it, but now the bubble has burst, and the economy is suffering as a result,” he said. And it also led him to push for a law requiring anyone with a construction supervisor’s license to complete continuing education courses on a regular basis; after stalling last year, that bill has made progress on Beacon Hill.

“They need continuing education to learn safety rules, how to write contracts, all the things that protect the consumer. We almost got it done last year and had to wait for another session, but I’m glad it’s happening,” he said, noting that his time with the HBAM has given him an appreciation for aspects of the business that affect customers.

“I encourage every business to belong to a trade association, whether it’s for teachers, doctors, dentists, whatever,” Crane told BusinessWest. “It kind of validates your existence in business, I think, and keeps you current on all the legislative issues. It really does set you apart from the average, everyday guy.”

Steady On

Among his customers over the years, Crane has built stores and revamped displays for Manny’s TV and Appliance, as well as building facilities for Jerry’s Music Shop in South Hadley, Ondrick Natural Earth in Chicopee, Class Grass Garden Center in Granby, a 60,000-square-foot commercial complex on Cape Cod, and the Home Builders Assoc. itself. Through the years, he has seen a roughly 50-50 split between homebuilding and commercial work.

“Every year, there’s a decent-sized commercial job and a bunch of home remodeling. I have 10 remodeling jobs now, and another appliance store to build,” he said. “I like the challenge of doing both; it helps to manage the cash flow. And, again, it’s mainly people we know, not Joe Shmoe calling me to build a tire shop. And our customers keep coming back.”

“We seldom competitively bid,” said Crane’s son, A.J., who joined the company four years ago. “Plans are sent to the office all the time, but we’re often too busy.”

A.J. Crane was intrigued enough by his family’s business to earn a Civil Engineering degree to teach him everything from reading blueprints to managing large-scale construction projects. “I like working in an industry where there’s something to show at the end of the day. I’m lucky in that I have a lot of say in the day-to-day operations. My dad wishes he was in the field more,” he said, as his father nodded and smiled.

“We’ve got the second generation coming in,” Andrew Crane said, “but I’ve always operated this place like a family business. The guys who work here have become close. They’re not just employees; we care about their welfare, and we want them to work safe and happy.”

With that in mind, Crane likes the pace of growth so far, keeping the company small enough so that it doesn’t get stretched too thin. That reflects that oft-mentioned focus on individual attention, and the way it breeds loyalty. “We want to make decisions for customers like it’s our own stuff,” he said.

Besides, Crane still wants enough time in the day to shepherd schoolchildren through a crosswalk outside his office. “The cars fly by here,” he said. “When the kids get out of school, if I see them, we run out and cross them. I don’t mind. It’s a good thing.”

And just a few more people he’s getting to know.

Joseph Bednar can be reached at[email protected]

Sections Supplements

Breakfast (7:15 A.M.)

The keynote speaker is Steven Antonakas, commissioner of Banks for the Commonwealth, who will speak on the subject of “Banking, Business Regulations, and Our Economy.” He will discuss the banking and mortgage issues impacting the region and the nation, and also the proliferation of banks and whether this is a good thing for business.

Microbrew Tasting (12-2 p.m.)

Attendees can sample craft beers distributed locally by Williams Distributing, including offerings from Magic Hat Brewery and the Hook and Ladder Brewery.

Business Seminars

Subjects range from new health insurance regulations to blogging; from information technology and how to use it to innovation — what it is and what it means. (See the full schedule, page 20.)

Taste the Market (3-5 p.m.)

During this two-hour period, attendees can sample items from the menus of several of the region’s finest restaurants. The dining establishments are sponsored by show exhibitors.

Hair Styling

Attendees can enjoy free haircuts from DiGrigoli Salons. Owner Paul DiGrigoli and his team will be styling and cutting hair throughout the day.

Sections Supplements
Springfield’s Newest Destination Boosts City’s Curb Appeal
Peter Pappas

Peter Pappas stands in front of the nearly completed River’s Landing, as landscaping and exterior lighting are completed.

For years, what is now known as the old Basketball Hall of Fame stood vacant, and early in 2006, people were only cautiously optimistic about a big change to the property proposed by two developers who trace their roots back to Springfield. Two years later, the landscaping is being finished and the signage is going up at River’s Landing, and gradually, the city’s riverfront is becoming the place to be, both night and day

In the main kitchen at Onyx Fusion Bar and Restaurant, executive chef Isaac Bancaco is devising a number of dishes that pair international flavors with the traditional ingredients of New England fare.

“It’s tradition with a twist,” said the Hawaiian, recruited by Onyx to bring his unique flair to Western Mass. “Contemporary cuisine using local ingredients is going to be one of our trademarks. It celebrates what’s already here, and brings something new to the table, too.”

This is an apt description of the ‘east-meets-west’ menu at Onyx; fusion, after all, is the calling card of the restaurant. But it’s also an effective metaphor to describe what’s happening at the larger complex in which it operates: River’s Landing, the reincarnation of the former Naismith Basketball Hall of Fame, and Springfield’s newest destination.

Located adjacent to the new Hall of Fame, next to the Connecticut River, and flanked by I-91, River’s Landing is the brainchild of Peter Pappas and Michael Spagnoli. The two Springfield natives submitted their proposal for a day-into-night entertainment venue centered on health, fitness, and upscale dining to the Springfield Riverfront Development Corp. (SRDC), the private real-estate entity that owns the land, in late 2005.

The partners are dually located on the East and West coasts; Pappas is an East Longmeadow-based real estate developer and importer/exporter, and Spagnoli, a chiropractor, owns a number of medical offices scattered across the country, including several in California, where he now resides.

At the time of the request for proposals, Pappas and Spagnoli, doing business as River’s Landing LLC, were competing against a wide range of proposals for the ‘old hall,’ including a hotel and a public market. But at the end of the day, the duo’s vision won the bid based in part on the upscale yet cohesive feel it aimed to create on the still-expanding stretch of the riverfront that includes not just the Hall of Fame, but also a Hilton Garden Inn and four popular eateries — Max’s Tavern, Coldstone Creamery, Pazzo, and Pizzeria Uno (a fifth, Sam’s Sports Bar, will open in the Hall later this spring).

“It’s a perfect fit with the Hall of Fame and the restaurants that are already doing well here,” said Pappas. “There’s a theme developing that we’re really excited about.”

David Panagore, chief development officer for the city, agreed. He said the look and feel of the riverfront is one that is evolving with the Hall of Fame at its center, augmented by other sports- and fitness-related activities and a good measure of dining and hospitality options.

“There’s a theme here of physical activity that means there’s much more to do along this stretch that eat,” he said, noting that, as development talks continue, the city will be looking to broaden this theme. “We’re looking closely at ‘event commercial’ opportunities that are semi-public, if not public. Five single-family homes, for instance, aren’t even in the realm of possibility. We need something to drive visitors.”

He said the consistency of the River’s Landing project — few major changes have been made to the original proposal — is also an important aspect, because it has helped maintain faith in the riverfront’s future, and has also helped to create a strong base from which to spur further growth.

“It’s about follow-through and keeping promises,” he said of the undertaking by Pappas and Spagnoli. “That’s what’s happened here.”

Going with the Flow

Pappas said he hopes River’s Landing will serve as a model for future projects, adding that, indeed, most of the original plans have stayed intact throughout the planning and construction process, now nearing completion.

L.A. Fitness, a national health club chain, expressed interest in the property early on, and is now putting the finishing touches on a three-story facility that will be the company’s second-largest location in the country, encompassing 60,000 of the 75,000 available square feet on the property. It’s expected to open for business on May 1.

Onyx, also three stories tall, covers 12,000 square feet, and opened for dinner and cocktails last month, the same week the city hosted the Division II college basketball tournament. Development of the remaining 3,000 square feet of the building’s footprint is being completed now, in order to house a Boston-based physical-therapy and sports-medicine outfit.

At the project’s start, Pappas and Spagnoli pledged $9 million in private funds to the endeavor. In 2006, when the partners first spoke with BusinessWest, they noted that this figure could rise to $13 million.

To date, Pappas said they have actually invested $14 million into the project, but lean more heavily on the fact that, as River’s Landing enters its first month as a fully functioning entity, the property is completely occupied, and improvements such as landscaping and exterior lighting, all geared toward making the building attractive and visible from the highway, are moving toward their completion on schedule.

“Action breeds action,” he said. “When people see what’s going on here, they’ll feel more comfortable with coming to the riverfront to use it. I can’t wait to see people walking along the river again.”

Walking through the building, Pappas, who’s added ‘restaurateur’ to his list of titles, said attention has been paid to spurring that action inside and outside of its walls, as well as to the city’s legacy, especially as the birthplace of basketball.

This attention can be seen in its design and in the roster of firms involved with the project; several are local businesses, while some were pulled from other regions to add a metropolitan flavor to River’s Landing.

“The basic structure of the building is the same,” said Pappas, noting, however, that it has received a considerable facelift. “The windows have been replaced, but they still offer views of the river, the Hall of Fame, the highway, and downtown, on different sides. Not only can people inside see out, but others can see in and take note that there’s a new level of activity here, and feel safer because there are eyes on them.”

Current Events

A bright gold now adorns much of the exterior, and the familiar row of multiple, vertical signs that stretch across the side of the building facing the highway, once carrying illustrations of famous Hall of Fame inductees, remains, but is now being redesigned to match the new décor.

Onyx, owned and operated by Pappas and Spagnoli, has essentially become the facility’s showpiece. The Amherst-based architectural firm Kuhn Riddle handled much of the design, while California-based interior designer Julia Wong, whose work recently appeared on E! Entertainment Television, was brought in to create a cohesive visual flow throughout the 300-seat establishment.

“We’ve incorporated the ideas of imagination, elegance, and a journey,” said Pappas, weaving from the lobby, which features a glass ‘water wall,’ into the bar and lounge area, with its multi-screen video wall and amber onyx bar.

“The design is also ‘green,’ including low-flow water systems in the bathrooms and bamboo flooring,” he noted, adding that Onyx also offers free wireless access for patrons and will soon add an outdoor patio dining area.

Onyx opened for lunch recently, and the final addition to its repertoire, a coffee and smoothie bar during morning hours, will commence in conjunction with the grand opening of L.A. Fitness, in order to better integrate the two businesses.

The club includes an Olympic-sized pool, a full basketball court on the second floor overlooking the Hall of Fame, and multiple exercise, weight, and cardio rooms. Pappas said the club’s management has been pre-selling memberships for three months, and expects to welcome thousands of members.

All of this activity is a positive sign for Springfield, said Panagore, adding, however, that there’s still a long road ahead with regard to riverfront development.

“The project is going well, and with the hotel on one end and River’s Landing on the other, this is becoming a destination site in Springfield,” he said. “In terms of moving forward, we continue to have discussions about alternative uses for the visitors center — the original study talked about co-locating it within the Hall of Fame. We’re investigating how to better position that resource, so we can drive more visitors there.”

With the York Street Jail now razed, there is another major development opportunity on the riverfront that Panagore said the city is monitoring closely.

“We’re focusing on ensuring that anything happening at the site proceeds properly. We don’t want to be getting ourselves in a snarl, or tripping over ourselves,” he said. “ We’ll clear the site and start looking for development opportunities that complement those that are already down there.”

Panagore added that the riverfront offers what he calls “curb appeal” as seen from I-91, and to be truly successful, the area must not only attract new traffic but send that traffic farther down the road.

“The riverfront projects are initially important,” said Panagore, emphasizing the word ‘initially,’ “because they help bring people to Springfield and turn around the image of the city. People who would not otherwise come to Springfield now have a reason. But we really need to move some of that energy into the downtown, so our focus is on the entire core of the city.”

There are some challenges, however, in the move to better connect the riverfront to downtown, said Panagore. While he said the city is in the middle of “ongoing discussions” regarding the maintenance and renovation of the riverside walkway that runs parallel to the Connecticut River and extends from River’s Landing to the Memorial Bridge, there are some physical impediments.

“The state has a little less than $1 million earmarked to spruce up the walkway,” he said, “But Route 91 is always going to be a constriction. The underpasses between the riverfront and the downtown are also an issue, as is the railroad. Physical barriers naturally deter visitors from taking that route; we will try to put as good a face on it as possible.”

Still, many of these conversations relate to what Panagore said is over the next hill for Springfield, while other hurdles, the largest of which is the ‘old hall’ and what to do with it, have been cleared.

“Right now, we’re working on current successes,” he said. “There are always larger conversations about Springfield’s vision, but the work is well underway, and we’re getting up on our feet.”

Going Swimmingly

A diverse mix of activity on the waterfront, long a distant hope, is now becoming a reality for the City of Homes, and it has also provided a new venue for cuisine like Bancaco’s, which draws from his own traditions and is colored by those he’s learning more about in New England.

One of his favorites is the hazelnut mahi-mahi with Maine lobster hash, and he said he’s hoping to introduce even more of these ‘east-meets-west’-inspired creations to diners at the newly opened eatery.

“Pairing traditional ingredients and techniques with those that are modern is the best definition of the word ‘fusion,’” he said.

Watching servers and prep cooks bustle in a kitchen located where he once came to learn more about some of basketball’s greats, Pappas nodded in agreement.

Jaclyn Stevenson can be reached at[email protected]

40 Under 40 Class of 2008
Age 30: Clinical Director, Center for Human Development Terri Thomas Girls Program

Ja’Net Smith has built a life and a career on the idea that, with a little perseverance, anyone can make the world better.

When a landslide destroyed the homes of several families halfway around the world in Manila, Smith boarded a plane for the Philippines to help with relief efforts. When a volcano erupted on the island of Montserrat and children were relocated to already-crowded schools in Antigua, Smith was there to provide educational support.

But it’s at home in Western Mass. where she’s found her greatest reward, working with at-risk girls. As clinical director of the Terri Thomas Girls program, which provides treatment to youths referred by the State Department of Youth Services, Smith is responsible for everything from clinician training to group counseling to press relations.

It’s a big job, but one that she says represents the kind of important work that she’s taken on since she was a teenager.

Smith says she lost sight of her dream to pursue social work only briefly; after earning a bachelor’s degree in Psychology from Boston College, she took on several jobs, including a stint as an assistant buyer for Filenes.

“But when I was presented with the opportunity to teach in the Terri Thomas program, I started to reconnect with my passion, and decided to take it even further,” she explained, noting that she returned to school to earn her master’s in social work and advanced to the clinical director’s position in 2006. “I love working with the girls. When you see a face and hear a story, you understand what has led them to this place — including neglect, trauma, and chronic disconnect from role models. The biggest goal I have is to change the perceptions these girls have of themselves, and those of others.”

In the future, Smith said she might like to continue that work through her own nonprofit group, focused on the needs of children, teenagers, and families in crisis.

“I’d love to create some sort of agency that could address their needs,” she said. “There are two things that drive me.

The first is my faith, and the second is my family. My husband is a social worker, so he understands. And our son … I want very much for him to be a visionary. I think he can change the world.”

Jaclyn Stevenson

Departments

The following is a compilation of recent lawsuits involving area businesses and organizations. These are strictly allegations that have yet to be proven in a court of law. Readers are advised to contact the parties listed, or the court, for more information concerning the individual claims.

CHICOPEE DISTRICT COURT

Gerald E. Guiel v. M.J. Nails
Allegation: Pedicure performed negligently resulting in injury: $15,000
Filed: 3/31/08

FRANKLIN SUPERIOR COURT

Homesavers Council of Greenfield Gardens Inc. v. Shaw Industries Inc. and Continental Flooring Co.
Allegation: Breach of construction contract: $330,000
Filed: 4/8/08

GREENFIELD DISTRICT COURT

Standard Funding Corp. v. Anthony’s Residential Contracting
Allegation: Breach of finance agreement: $3,426.36
Filed: 3/21/08

HAMPDEN SUPERIOR COURT

Dale Auto Body Inc. v. Western Mass. Electric Company
Allegation: Breach of contract to provide services: $29,775
Filed: 2/25/08

Denise Melanson v. Video Communications Inc.
Allegation: Employment discrimination: $25,000+
Filed: 2/19/08

Fred Quagliaroli v. The Mardi Gras
Allegation: Negligence and personal injury suffered by plaintiff when pushed by Mardi Gras employee: $300,000
Filed: 4/11/08

Witalisz & Associates Inc. v. Whispering Pines at Root Road, LLC
Allegation: Breach of contract: $777,979.62
Filed: 1/30/08

HAMPSHIRE SUPERIOR COURT

John C. Urschel v. Bioshelters Inc.
Allegation: Non-payment of promissory note and unfair and deceptive trade practices: $50,000
Filed: 3/27/08

NORTHAMPTON DISTRICT COURT

Francis Baldwin III v. The Premier Insurance Company
Allegation: Failure to pay personal injury protection benefit: $7,721.02
Filed: 3/31/08

Victory Steel Products v. Quabbin Well Drilling Inc.
Allegation: Non-payment of goods sold and delivered: $13,640.14
Filed: 4/2/08

SPRINGFIELD DISTRICT COURT

City Line Distributors Inc. v. Robe Inc. and Mark E. Robitaille
Allegation: Non-payment of produce delivered: $6,671.62
Filed: 1/29/08

Roy’s General Contracting Inc. v. MLS and IZS Enterprises
Allegation: Non-payment of general-contracting services: $2,697.00
Filed: 3/13/08

Tri-County Contractors Supply Inc. v. Total Renovations & Construction, LLC
Allegation: Non-payment of goods sold and delivered: $8,489.29
Filed: 1/22/08

WESTFIELD DISTRICT COURT

International Bar-Tech Solutions Inc. v. Southwick Electric Company Inc.
Allegation: Breach of contract for goods and services: $11,288.19
Filed: 3/12/08

Departments

Big Y Named Outstanding Recycler of the Year

SPRINGFIELD — The Springfield Materials Recycling Facility (SMRF) Advisory Board has named Big Y Foods Inc. “Outstanding Recycler of the Year.” The award was created to recognize individuals and organizations that have made contributions toward increasing recycling within their community or region. Big Y was nominated for the award by the Center for Ecological Technology (CET), a local nonprofit organization that helped Big Y increase its recycling efforts. Big Y has been composting food waste at several locations and recycling cardboard at all locations for many years. In 2007, Big Y worked with CET to expand composting and recycling efforts. Seven additional locations started diverting food waste, wood, wax cardboard, and floral waste for composting. In the spring and summer of last year, Big Y started collecting film plastics for recycling at all locations. Shrink wrap from pallet loads and case plastics are collected in the back of the store, and consumer bags are collected in the front. All film plastics are baled and marketed to Trex for use in plastic lumber manufacturing. Big Y’s expanded composting program, new film plastics recycling, and cardboard recycling efforts account for more than 13,750 tons of material diverted from landfills last year. Big Y is also a member of the Mass. Department of Environmental Protection Supermarket Certification Program. In addition, Big Y has been promoting canvas shopping bags which are becoming more popular with shoppers. The SMRF accepts and processes residential recyclables from 78 communities in the four western counties of the state. The SMRF Advisory Board recognizes outstanding individuals, departments, and organizations for their efforts to increase and promote recycling in the region through the Recycler of the Year Awards.

Russell Biomass Receives Final Environmental Certification

RUSSELL — The 50-megawatt Russell Biomass project recently received a certificate approving the Final Environmental Impact Report (FEIR) by Ian Bowles, state Secretary of the Executive Office of Energy and Environmental Affairs. Bowles issued a statement that Russell Biomass has adequately and properly complied with the Mass. Environmental Policy Act and with its implementing regulations. Russell Biomass expects its wood-fueled power plant will provide Western Mass. with electricity equivalent to an oil-fired plant that burns 480,000 barrels of oil per year. Russell Biomass notes on its Web site that it expects to generate its power by burning wood chips, a byproduct of the forest-management and wood-product industries. With Bowles’ approval, Russell Biomass can now complete the process of having its 20 permit applications reviewed by state agencies. Russell Biomass anticipates a construction start date of this fall if all applications are approved. The facility will be built on the site of the Westfield River Paper Co. that has been closed since 1994.

Food Bank Goes Green

HATFIELD — April’s celebration of Earth Day was especially meaningful for the Food Bank of Western Mass. The Food Bank received its certification from the U.S. Green Building Council through the LEED (Leadership for Energy and Environmental Design) rating system earlier this year. LEED is the internationally recognized standard for environmentally sustainable, or ‘green,’ building. With a Gold rating — the second-highest level possible — the Food Bank’s Hatfield facility becomes one of a growing number of businesses and organizations around the world that are doing their part to minimize the environmental impact of their operations. When the Food Bank began planning the renovation of its warehouse and office space a few years ago, making the building green took high priority, not only to help the environment, but also because there is a cost savings associated with energy efficient design. With lead grants from the Kresge Foundation and the Mass. Technology Collaborative, as well as generous community support, the Food Bank completed the construction of its new building in 2006 and began the process of applying for LEED certification. Dozens of green features made the building eligible for LEED, such as water and energy efficiency, sustainable materials, green cleaning and maintenance products, and recycling. The Gold-level certification that the Food Bank received in 2008 represents above-average compliance and innovation in these areas. Some highlights of the Food Bank’s environmentally designed facility include a 30-kilowatt photovoltaic solar panel system on the roof of the building that supplies about 10-12% of the organization’s electricity; energy-efficient lighting, heating/cooling, and refrigeration systems that have reduced energy use by 35% per square foot despite a building that is twice its previous size; green cleaning products, recycled paper products, and low-toxicity paints and sealants; an employee carpooling program that saves at least 10,000 commuter miles each year; outdoor landscaping that emphasizes native plants and minimizes runoff and erosion; and the 60-acre Food Bank Farm in Hadley that preserves natural riverside habitat and produces dozens of crops each year without pesticides, chemical fertilizers, or herbicides.

NewAlliance Increases Dividend

NEW HAVEN, Conn. — NewAlliance Bancshares Inc. recently staged its fourth annual meeting of shareholders, and voting results supported management’s recommendations on all items. Four members of the board of directors were voted in for three-year terms: Douglas K. Anderson, former president and COO, Savings Bank of Manchester; Roxanne J. Coady, founder, president, and CEO of R.J. Julia Booksellers, Ltd.; John F. Croweak, former chairman and CEO of Anthem Blue Cross and Blue Shield of Connecticut; and Sheila B. Flanagan, executive director of SBM Charitable Foundation Inc. Each was elected to a term expiring at the annual meeting of shareholders in 2011. Shareholders also voted to approve the NewAlliance Bank Executive Incentive Plan. The plan is a carryover from one that was in place before the bank’s conversion. However, to allow payments under the plan to be eligible for tax deductibility, shareholder approval of the plan is required periodically. In addition, shareholders voted to ratify PricewaterhouseCoopers, LLP as the independent auditor for 2008. In a separate meeting prior to the annual shareholders’ meeting, the board of directors voted to increase the company’s quarterly dividend from 6.5 cents to 7.0 cents per share, a 7.7% increase. The dividend will be paid on May 16 to shareholders of record on May 6. NewAlliance Bancshares is the parent company of NewAlliance Bank, headquartered in New Haven, with $8.2 billion in assets and a network of 89 branches in Connecticut and Western Mass.

STCC Receives $150,000 Grant for Photovoltaic Practitioner Training Program

SPRINGFIELD — Taking another step in a statewide push to promote growth in sustainable energy, or the ‘green’-technology sector, the Mass. Technology Collaborative (MTC) has awarded a $150,000 grant to Springfield Technical Community College (STCC) for development of a photovoltaic (PV) practitioner training program in Western Mass. Photovoltaic, or solar-panel, installations are becoming an increasingly popular strategic initiative for businesses and institutions looking to control and reduce energy costs, according to Thomas Goodrow, vice president for Economic and Business Development at STCC, and the grant will advance efforts to foster job growth and economic-development opportunities in this sector. Elaborating, Goodrow said the focus of the two-year grant is to provide training and practical experience in PV design and installation for licensed electricians, individuals involved in a journeyman electrician-training program, architects, engineers, and general contractors. The project plan includes developing coursework in PV design and system installation, and seeking ISPQ (Institute for Sustainable Power Quality) accreditation for training and continuing education. The program is slated to begin this fall, with a 3- to 4-month certificate course of study that will provide students with hands-on experience in a field that is expected to offer significant growth opportunities. Individuals completing the program will be prepared to sit for the industry certification exam. The PV Practitioner Training program will be conducted by STCC’s Center for Business and Technology (CBT), in partnership with the George W. Gould Construction Institute; the Solar Energy Business Association of New England, a business association of solar-energy companies based or doing business in New England; the STCC Assistance Corporation; and renewable energy companies in Massachusetts, Connecticut, and Vermont. Grant funds will be used, said Goodrow, to support curriculum development efforts that are already underway, to purchase equipment and materials that will allow students opportunities for hands-on experience, to gain national accreditation for the program, and to establish internship opportunities for students at solar-energy companies based in New England. The project team consists of STCC Assistant Vice President Mary Breeding, who directs CBT; Peter Vangel, professor and co-chair of the Laser Electro-Optics Department at STCC, who will serve as curriculum developer; Michael Kocsmiersky, vice president for Research and Development at Solar-Wrights Inc.; and Bill Stillinger, general manager of Pioneer Valley Photovoltaics Cooperative (PV Squared), a PV practitioner with many years of teaching, training, and installation experience in the field. Individuals who are interested in applying for the program should contact CBT at (413) 755-4502 or (413) 755-4225.

Bradley and Delta Celebrate Cancun Service

Windsor Locks, Conn. — Bradley International Airport (BDL) and Delta Airlines recently announced the launch of the airport’s first-ever nonstop scheduled service to Cancun, Mexico. The seasonal service to Cancun, which started April 12, operates on Saturdays between BDL and Cancun International Airport (CUN). Delta Air Lines Flight DL497 will depart Bradley at 10:40 a.m. and arrive in Cancun at 1:47 p.m. Delta Air Lines Flight DL498 will depart Cancun at 2:40 p.m. and arrive at Bradley at 7:33 p.m. Delta will operate this service using a Boeing 737-800 aircraft configured with 16 business-class seats and 144 seats in coach class. Customers should visit Delta’s Web site, delta.com, or call Delta Reservations at (800) 221-1212 for the latest flights.

Departments

The following building permits were issued during the month of March and April 2008.

AGAWAM

Six Flags New England
1623 Main St.
$8,200,000 — Construction of building including indoor “Dark Night Coaster”

CHICOPEE

Chicopee Marketplace
601D Memorial Dr.
$5,600 — Repair storefront facade at Radio Shack

Randolph Products
33 Haynes Circle
$42,000 — New roof

EASTHAMPTON

Bradley Robbins
1 Adams St.
$4,000 — Alterations

Mitchell Realty Trust
45-47 Union St.
$21,000 — New roof

Richard A. Boulanger
85-87 Union St.
$11,000 — New roof

Williston Northampton School
20 Greenwood Ct.
$20,000 — Construct bleachers

GREENFIELD

Elks BPOE of Greenfield
3 Church St.
$42,000 — Installation of fire sprinkler system

Greenfield Housing Authority
1 Elm St.
35,000 — Fire damage repairs

MacNicol, Tombs, & Brown, LLP
393 Main St.
$3,400 — Interior installation of door & glass panel to separate existing space

Middle Franklin Development Group, LLC
329 Conway St.
$51,000 — Interior alterations

HOLYOKE

City of Holyoke Water Department
West Cherry St.
$46,000 — Construct shelter and concrete pad for communications tower

Holyoke Mall Company, L.P.
50 Holyoke St.
$40,000 — Remodel existing store — “Icing”

Holyoke Mall Company, L.P.
50 Holyoke St.
$1,565,000 — Remodel existing store — “Pottery Barn”

LONGMEADOW

Clouthier’s Inc.
724 Bliss Road
$100,000 — Interior renovations

GPT-Longmeadow LLC
704 Bliss Road
$40,000 — Exterior alterations

 

LUDLOW

Barry Linton
409 West St.
$35,000 — New commercial construction

Barry Linton
407 West St.
$18,000 — Roofing and siding

Ludlow Housing Authority
87 State St.
$32,700 — Alterations

NORTHAMPTON

Big Y Foods
142 North King St.
$15,000 — Renovate former “Newstand”

First Congregational Church
129 Main St.
$409,000 — Replace plaster ceiling

First Congregational Church
129 Main St.
$832,000 — Replace slate roof

First Congregational Church
129 Main St.
$15,000 — Repair basement floor system

New England Telephone
61 Masonic St.
$81,500 — Replace AC system and minor electrical

The Coca-Cola Company
45 Industrial Dr.
$80,000 — Install footing and structural steel for mechanical unit

SPRINGFIELD

Baystate Medical Center
759 Chestnut St.
$50,000 — Renovate two existing offices

Roger Zepke
154-156 Main St.
$26,000 — Interior remodel

Steve & Mike Ferraro
1680 Wilbraham Road
$20,000 — Interior renovations

WEST SPRINGFIELD

Fred Aaron
1680 Riverdale Road
$5,000 — Interior renovations to first floor retail space

Robin C. Taylor
255 Interstate Dr.
$72,000 — Renovate 3,070 square feet of office space

Departments

State Adds 2,900 New Jobs in March

BOSTON — The Executive Office of Labor and Workforce Development recently reported that monthly survey estimates show that 2,900 new jobs were added in Massachusetts in March, its largest monthly increase since November of last year and the sixth consecutive monthly increase in jobs. The state unemployment rate also held steady at 4.4%. Revisions to the February rate, published last month on a preliminary basis at 4.5%, show the rate edging down to 4.4% and an increase of 700 jobs instead of the loss of 700 as originally estimated. The Massachusetts rate continues to outperform the national rate, which increased from 4.8% in February to 5.1% in March. The state rate has been below the U.S. rate since June 2007. Over the year, the Bay State’s unemployment rate dropped two-tenths of a percentage point from 4.6%. The largest job gains in March were recorded in professional, scientific, and business services, as well as leisure and hospitality. New jobs were also added in the trade, transportation and utilities, information, construction, and manufacturing supersectors. Also, education and health-services employment, at 632,600, was off 400 in March. Over the year, this supersector continues to show the strongest job gains at 14,900 and, along with the information supersector, posted the highest annual rate of job increase at 2.4%. Professional, scientific, and business services added 1,000 jobs in March, following a gain of 3,100 the previous month. Most of the 9,700 jobs added over the past year were in professional, scientific, and technical services industries such as computer systems design and scientific research and development. At 488,300, overall employment is up 2.0% from one year ago.

Financial activities employment was off 200 over the month due to declines in the real-estate and rental and leasing component. At 224,100, financial-activities employment is down 1,600 from one year ago, with real estate and leasing contributing to much of the loss. Trade, transportation, and utilities employment increased by 500 in March, largely due to retail trade posting its first job gain since last November. At 569,100, employment in this supersector is off 1,200 from one year ago. Retail trade lost 2,900 jobs over the year, while wholesale trade and transportation, warehousing, and utilities added 1,400 and 300 jobs, respectively. The leisure and hospitality supersector added 1,200 new jobs, the most jobs added among supersectors in March. At 305,200, jobs in leisure and hospitality have increased by 2,600 over the year. With monthly gains in each of the most recent five-month periods, jobs are up by 4,200 since October 2007. Information employment increased by 200 in March to 89,900. This supersector has added 2,100 jobs over the year and, along with educational and health services, posted the strongest annual growth rate at 2.4%. Manufacturing recorded a 200-job gain in March, its second consecutive monthly increase. At 292,900, employment is still down 4,000 or 1.3% from one year ago. Construction gained 600 jobs in March after having lost jobs over each of the four previous months. At 135,400, employment is off 2,000 or 1.5% from one year ago. The job numbers are the result of a monthly survey that uses U.S. Department of Labor Bureau of Labor Statistics methodology. More than 9,000 Massachusetts employers are surveyed to determine the number of jobs by industry. These estimates are the economic indicator used to gauge employment-growth patterns across the Bay State. The Commonwealth’s labor force increased by 2,300 over the month, as 3,700 more Massachusetts residents were employed and 1,500 less were unemployed. At 3,411,200, the labor force is slightly higher than at this time last year, as 7,500 more residents were employed and 7,000 fewer unemployed. Labor force estimates for Massachusetts, developed using the U.S. Department of Labor Bureau of Labor Statistics model, are based on information on Massachusetts residents’ employment and unemployment status, collected through a small, monthly sample survey of households.

Easthampton Awards Valley CDC Grant

EASTHAMPTON — Valley Community Development Corp. (Valley CDC) recently announced it has been awarded a $140,000 grant from the City of Easthampton for the provision of comprehensive business-development technical assistance (TA) to income-qualified Easthampton residents and businesses. Valley CDC is providing TA for a 15-month period that began April 1. The TA services that Valley CDC will provide include one-on-one counseling; business development, marketing, and technical computer workshops and seminars; credit counseling; referral to financial institutions; assistance with applications for financing; referral to professional and other resources for support and services not provided by Valley CDC; and continued outreach to artists and to former mills on Pleasant Street and Cottage Street. The grant also enables Valley CDC to retain its offices in the Eastworks building on Pleasant Street. 

Departments

The following bankruptcy petitions were recently filed in U.S. Bankruptcy Court. Readers should confirm all information with the court.

Badillo, Robert
Hague-Badillo, Megan K.
169 Conway St.
Greenfield, MA 01301
Chapter: 13
Filing Date: 03/12/08

Barrelet, Irene Louise
a/k/a Schleipman, Irene
33 Kellogg Ave., Apt. 4
Amherst, MA 01002
Chapter: 7
Filing Date: 03/11/08

Barry, Karon Marie
a/k/a Mullett, Karon M.
34 Putnam Ave.
Pittsfield, MA 01201
Chapter: 7
Filing Date: 03/11/08

Benoit, Michael P.
Lopez, Breanna E.
a/k/a Benoit, Breanna E.
262 Green Ave.
Belchertown, MA 01007
Chapter: 7
Filing Date: 03/06/08

Bohl, Richard J.
Bohl, Sarah J.
450 Church St.
North Adams, MA 01247
Chapter: 13
Filing Date: 03/11/08

Bosworth, Robert L.
Bosworth, Doreen P.
167 Froman St.
Athol, MA 01331
Chapter: 7
Filing Date: 03/05/08

Braica, Tammy Lin
122 Beauregard Terrace
Chicopee, MA 01020
Chapter: 7
Filing Date: 03/06/08

Brunette, Tami L.
19 Anderson St.
Three Rivers, MA 01080
Chapter: 7
Filing Date: 03/13/08

Bunns, Tricia D.
Walter, Tricia D.
184 Hamburg St.
Springfield, MA 01107
Chapter: 7
Filing Date: 03/07/08

Bydlak, Mark
68 Plantation Circle
Westfield, MA 01085
Chapter: 13
Filing Date: 03/03/08

Cameron, Lucretia D.
1259 Plumtree Road
Springfield, MA 01119
Chapter: 13
Filing Date: 03/05/08

Carmel, David P.
200 Hillside Road
Westfield, MA 01085
Chapter: 13
Filing Date: 03/03/08

Claytopia
Wiseman, Jennifer J.
34 Main St., Apt 2
Shelburne Falls, MA 01370
Chapter: 7
Filing Date: 03/13/08

Crouch, Ann Rose
13B Fort Hill Road
Haydenville, MA 01039
Chapter: 7
Filing Date: 03/12/08

Daniels, Deborah H.
P.O. Box 1823
North Adams, MA 01247
Chapter: 7
Filing Date: 03/04/08

DeCarlo, Diane
110 Monson Turnpike Road
Ware, MA 01082
Chapter: 7
Filing Date: 03/06/08

Farrier, Michael S.
174 Pineywoods Ave.
Springfield, MA 01108
Chapter: 7
Filing Date: 03/07/08

Gauthier, Eric Jon
Gauthier, Kelli Anne
16 Horsham Place
Feeding Hills, MA 01030
Chapter: 7
Filing Date: 03/03/08

Gladowski, Liane J.
2126 Baptist Hill Road
Palmer, MA 01069
Chapter: 13
Filing Date: 03/10/08

Groth, Joseph W.
291 Poplar Ave.
West Springfield, MA 01089
Chapter: 7
Filing Date: 03/06/08

Hernandez, Luis A.
46 Moulton St.
Springfield, MA 01118
Chapter: 7
Filing Date: 03/12/08

Hundley-Slater, Lisa D.
86 Norman St.
Springfield, MA 01104
Chapter: 13
Filing Date: 03/10/08

Hunsucker, Candice Kahrman
a/k/a Keddy, Candice
135 Raymond Dr.
Hampden, MA 01036
Chapter: 7
Filing Date: 03/12/08

Jessie’s Roofing & Siding
Vazquez, Efrain
PO Box 543
West Springfield, MA 01090
Chapter: 13
Filing Date: 03/11/08

Kaniecki, Pamela Ann
30 E Street Ave.
Chicopee, MA 01020
Chapter: 7
Filing Date: 03/03/08

Kiely, Sharon
35 Maple St.
South Hadley, MA 01075
Chapter: 7
Filing Date: 03/10/08

Kozak, Adam
34 River Road
Sunderland, MA 01375
Chapter: 7
Filing Date: 03/03/08

Lampron, Thomas D.
39 Circular Ave.
Pittsfield, MA 01201
Chapter: 7
Filing Date: 03/14/08

Lapa, Jessica
140 Joy St.
Chciopee, MA 01020
Chapter: 13
Filing Date: 03/14/08

Latour, Nancy A.
131 South St.
Granby, MA 01033
Chapter: 7
Filing Date: 03/02/08

Lefebvre, Richard J.
Lefebvre, Ann S.
51 Pine Lake Dr.
Westhampton, MA 01027
Chapter: 7
Filing Date: 03/14/08

Lemaire, Faith A.
36 Merriam St.
Pittsfield, MA 01201
Chapter: 13
Filing Date: 03/07/08

Lester, Donna
23 Joanne Road
Springfield, MA 01119
Chapter: 7
Filing Date: 03/05/08

Lubwama, Frederick M.
a/k/a Lubwama, Fred
52 Westfield St.
West Springfield, MA 01089
Chapter: 7
Filing Date: 03/14/08

Lussier, Danielle
58 Ward Ave.
Easthampton, MA 01027
Chapter: 7
Filing Date: 03/07/08

Malone, Kelly Marie
7 Central Ave.
Chicopee, MA 01020
Chapter: 7
Filing Date: 03/06/08

 

Marshall, Kellie R.
P. O. Box 1123
Southwick, MA 01077
Chapter: 7
Filing Date: 03/07/08

Martinez, Igor A.
37 Ainsworth St.
Springfield, MA 01108
Chapter: 13
Filing Date: 03/06/08

McCann, Gregory Michael
216 Pineview Circle
Agawam, MA 01001
Chapter: 7
Filing Date: 03/06/08

McChesney, Patricia Ann
Law Office of Patricia A. McChesney
22 Lessey St. #320
Amherst, MA 01002
Chapter: 7
Filing Date: 03/07/08

McClelland, Michael J.
McClelland, Theresa A.
P. O. Box 1974
Westfield, MA 01086
Chapter: 7
Filing Date: 03/14/08

Miazga, Lidia B.
342 Southwick Road, Apt. C1
Westfield, MA 01085
Chapter: 7
Filing Date: 03/07/08

Moore, Karen A.
36 Cosgrove St.
Agawam, MA 01001
Chapter: 7
Filing Date: 03/06/08

Morton, Carrie L.
48 Burma Road
Athol, MA 01331
Chapter: 7
Filing Date: 03/03/08

Newman, Peter L.
Newman, Judith L.
163 Franklin St.
Westfield, MA 01085
Chapter: 7
Filing Date: 03/14/08

Nunez, Juan
19 Van Horn Place
Springfield, MA 01104
Chapter: 7
Filing Date: 03/12/08

Olson, Michael Stafford
Olson, Jennifer M.
42 Wooodside Dr.
Agawam, MA 01001
Chapter: 13
Filing Date: 03/08/08

Panniello, Samantha M.
a/k/a Quinn, Samantha M.
149 Wheeler Ave.
Springfield, MA 01118
Chapter: 13
Filing Date: 03/07/08

Perkins, Daniel R.
Perkins, Mary J.
P.O. Box 307
Brookfield, MA 01506
Chapter: 7
Filing Date: 03/04/08

Poirot, Kathleen
22 Crotteau St.
Adams, MA 01220
Chapter: 7
Filing Date: 03/14/08

Reed, Mark Alan
23 Giffin Place
Feeding Hills, MA 01030
Chapter: 7
Filing Date: 03/06/08

Renaud, Barbara Mary
790 Homestead Ave.
Holyoke, MA 01040
Chapter: 13
Filing Date: 03/14/08

Reome, Alice C.
129 Catherine St.
Chicopee, MA 01013
Chapter: 13
Filing Date: 03/06/08

Riley, Carl F.
31 Sturbridge Road
Brimfield, MA 01010
Chapter: 13
Filing Date: 03/12/08

Ryan, Nathan D.
Ryan, Beth G.
a/k/a Poulin, Beth G.
30 Grove Ave.
Westfield, MA 01085
Chapter: 7
Filing Date: 03/10/08

Scanlon, Patricia F.
225 El Paso St.
Springfield, MA 01104
Chapter: 7
Filing Date: 03/14/08

Schuerer, Pamela J.
19 Pennsylvania Ave.
Chicopee, MA 01013
Chapter: 7
Filing Date: 03/11/08

Scibelli, James
Scibelli, Shelby D.
150 Nottingham Dr.
East Longmeadow, MA 01028
Chapter: 7
Filing Date: 03/05/08

Seda, William
76 Byers St., Apt. 201
Springfield, MA 01105
Chapter: 7
Filing Date: 03/11/08

Shiraki, Clayton M.
Shiraki, Ann Mary
a/k/a Sinnamon, Ann M.
98 Shea Ave.
Belchertown, MA 01007
Chapter: 7
Filing Date: 03/07/08

Skipton, Joanne M.
66 Manor Court
Springfield, MA 01118
Chapter: 7
Filing Date: 03/11/08

Sovinski, Ashley
7 Upper Church St.,
West Springfield, MA 01089
Chapter: 7
Filing Date: 03/11/08

Stanley, Gail E.
243 Union St., Unit 201
North Adams, MA 01247
Chapter: 7
Filing Date: 03/10/08

Storm, Gary D.
495 Appleton St.
Holyoke, MA 01040
Chapter: 7
Filing Date: 03/12/08

Suzumu, Fredricko
34 Steephens St.
Chicopee, MA 01022
Chapter: 7
Filing Date: 03/13/08

Thompson, Amy Lynn
356 Granville Road
Southwick, MA 01077
Chapter: 7
Filing Date: 03/11/08

Tietze, Laurie Ann
a/k/a Bryden, Laurie Ann
56 Clover Hill Drive
Feeding Hills, MA 01030
Chapter: 7
Filing Date: 03/13/08

Tripicco, Thomas G.
72 Cleveland St.
Pittsfield, MA 01201
Chapter: 7
Filing Date: 03/04/08

Walter, Alvin
101 Mulberry St. #220
Springfield, MA 01105
Chapter: 7
Filing Date: 03/04/08

Wynne, Christopher H.
40 Celestine St.
Chicopee, MA 01013
Chapter: 13
Filing Date: 03/14/08

Zerbato, Frances Jo
62 New Hampshire Ave.
Pittsfield, MA 01201
Chapter: 7
Filing Date: 03/03/08

Departments

Care Center Annual Dinner

April 29: The Care Center on Cabot Street in Holyoke will celebrate its students and staff at its annual dinner from 6 to 8 p.m. at the Log Cabin, also in Holyoke. The event features performances and presentations by Care Center students, including ballroom dancing. The Care Center provides services to pregnant and parenting teen mothers and their children. The celebration is being sponsored by Weiss Consulting, PeoplesBank, and the Northwestern Mutual Financial Network. Dinner and dancing are free, and guests will be invited to make a meaningful gift at the event. For more information, call (413) 532-2900, ext. 128. For details on the Care Center, visit www.carecenterholyoke.org.

Marketing Program

April 30: Anne West, founder and president of the Atlanta-based consulting firm Strategic Communication Counsel, will present “Remarketing Marketing … Creatively” at the Log Cabin Banquet and Meeting House in Holyoke. West offers a down-to-earth look at some common strategies and tactics that marketers overlook. The morning event is sponsored by the Ad Club of Western Mass. Registration begins at 7:30 a.m., with the seminar slated from 8 a.m. to noon. Registration includes a continental breakfast, seminar, and handouts. The cost is $75 for Ad Club members, $85 for non-members, and $50 for students. To register online, visit www.adclubwm.org.

Financial, Estate-planning Workshops

April 30, May 14, May 21: Applewood at Amherst, a part of the Loomis Communities, will host a free public series of financial and estate-planning talks, all beginning at 7:30 p.m. On April 30, Peter Ziomek, J.D., of Ziomek & Ziomek, will discuss wills, durable powers of attorney, health care proxies, and trusts. On May 14, Eva Thomson of Thomson Financial Management will share methods of maximizing one’s assets for a fulfilling retirement and beyond. The series concludes on May 21 with Hyman Darling, J.D., of Bacon and Wilson, P.C., reviewing ways to personalize one’s legacy through ethical wills, pet trusts, charitable bequests, gift annuities, or specific burial instructions. All talks will be conducted in the meeting room at Applewood at Amherst, One Spencer Dr., Amherst. Reservations are encouraged and may be made by calling Kelley Murphy at (413) 253-9833.

Women’s Professional Development Conference

May 1: Bay Path College in Longmeadow will host its 13th annual Women’s Professional Development Conference at the MassMutual Center in Springfield. Actress Jane Fonda will be the keynote speaker for the affair, which is planned from 7:30 a.m. to 4:30 p.m. For a complete list of workshops and speakers, visit www.baypath.edu. Tickets are $250 for the general public and $225 for Bay Path alumni, with an early-bird registration deadline of April 17. A vendor fair is also planned throughout the day.

RTC Digital Marketing Series

May 2: “Using Social Networks as Marketing Tools” will be offered by the Regional Technology Corp. (RTC) from 8:30 to 10:30 a.m. in the tele-classroom at the Springfield Technical Community College Technology Park in Springfield. This is the second seminar in RTC’s Digital Marketing Series, and will offer guidance on developing new relationships with clients, partners, and other key players in one’s industry. Presenters at the seminar will include Mark Firehammer, co-founder of Rumetagro Relationship Technologies, and Morriss Partee, the founder of EverythingCU.com. The class is free to RTC members and costs $50 for non-members. Advance registration is required. For more information or to register, contact Suzanne Parker at (413) 755-1301 or via E-mail at [email protected].

Business Market Show

May 7: The Affiliated Chambers of Commerce of Greater Springfield Inc. will host its 2008 Business Market Show from 7 a.m. to 5 p.m. at the MassMutual Center in Springfield. The show will feature more than 225 booths offering products and services to help, enhance, and grow one’s business. Attendance is free with a business card, and no registration is required. For a complete schedule of workshops throughout the day, as well as exhibitor listings and parking locations, visit www.businessmarketshow.com.

Customer-service Seminar

May 8: Marty Clarke, president of Martin Productions and author of Communication Land Mines: 18 Communication Catastrophes and How to Avoid Them, will present a seminar titled “Customer Service Land Mines and How to Avoid Them” from 8:30 to 11:30 a.m. at the Clarion Hotel in West Springfield. Clarke’s program will lay out a road map of how one can avoid common and damaging customer-service land mines, and begin to set a company apart in the most powerful way possible. Clarke will offer an encore seminar titled “Leadership Land Mines: 8 Managerial Catastrophes and How to Avoid Them” from 1 to 4 p.m. The presentations are presented by the Employers Assoc. of the NorthEast (EANE). The cost for either the morning or afternoon session is $179 for EANE members or $229 for non-members. The cost for the full day is $279 for both sessions for EANE members, and $329 for non-members. For registration information, visit www.eane.org.

Wine Tasting and Auction

May 9: The Chicopee Chamber of Commerce will host a wine tasting and silent auction at the Castle of Knights on Memorial Drive. Proceeds raised from the event will be used to fund chamber events. For more information on the event, visit www.chicopeechamber.org.

‘Defining the Goals’

May 20: Agawam High School is hosting a “Defining the Goals” expo from 8 to 10 a.m. Companies are invited to share products or services, as well as employment needs for the future. The event will be an opportunity to showcase a company and enlighten students regarding its operations and the educational requirements necessary to secure employment in various industries. The event is being sponsored by Engineering Projects in Community Service, Life Science Career Development grants, and MassLive. The event will include a coffee reception, scheduled presentations, and a question-and-answer session. For more information or to RSVP, E-mail [email protected].

Woman of the Year Banquet

May 21: The Women’s Partnership of the Affiliated Chambers of Commerce of Greater Springfield will honor Kristina Drzal Houghton as its Woman of the Year at its annual banquet planned at Chez Josef in Agawam. The award represents the recognition of extraordinary achievement by a woman in the Greater Springfield community whose efforts exemplify the leadership, community involvement, and professional goals of the Women’s Partnership. A reception begins at 5 p.m., followed by dinner at 6:15. Tickets are $35 each, and the deadline to register is May 9. For more information, visit www.myonlinechamber.com.

Torch Awards

May 12: The Better Business Bureau of Central New England Inc. (BBB) will stage its anual Torch Awards & Breakfast at the Orchards Golf Club in South Hadley, starting at 7:30 a.m. At the event, the BBB will honor American Pest Solutions Inc. of Springfield with its prestigious “Torch Award. It will also extend its Honorable Mention distinction to another local company, Moving/Odd Job Unlimited of Chicopee. “The purpose of this award is to recognize businesses that operate with integrity, trust, and marketplace ethics in their approach to commerce,” said Ray Frias, president of the BBB. “The Better Business Bureau is aware that there are businesses that maintain good business ethics and work every day to assure the public of their commitment to fair and honest business practices, and this award was established to focus attention on those good companies.” Also, BBB Student Ethics Award winner Evan Coleman from Amherst Regional High School will be presented with a $500 scholarship. This prestigious award recognizes students who live up to and inspire others with their commitment to ethical living. Individual seats at the event cost $20. Those interested in registering for the event may do so by visiting www.central-westernma.bbb.org/torch  or calling (413) 594-2163, ext. 105

Sections Supplements
Builders Extend Their Reach to Keep Their Crews Working
David Fontaine

David Fontaine says that his company, like most in the region, has had to travel farther to find work.

Over the past few years, commercial builders in the Pioneer Valley have lamented an influx of competition from contractors outside Western Mass. With opportunities sluggish and margins tight, many Springfield-area builders are returning the favor, seeking work — and often finding it — in Eastern Mass. and Connecticut. That geographic flexibility is critical, some say, at a time when a slowing economy and soaring costs for fuel, materials, and insurance have made it much more difficult to stay profitable.

Go east.

That seems to be the mantra for commercial builders based in Western Mass., many of whom say the Valley isn’t as fertile with projects as it was a few years ago.

“We do about 75% of our work outside the Springfield-area market,” said David Fontaine, president of Fontaine Brothers in Springfield. “The Western Mass. marketplace has really been struggling over the last few years, and we’re far healthier in Eastern Mass. I really don’t know why; it’s not for lack of trying, but rather a lack of opportunity. Most of our employees travel at least 50 to 75 miles a day each way, which is a far cry from where we were six or eight years ago.”

Dennis Fitzpatrick, president of Daniel O’Connell Sons in Holyoke, which is heavily involved in both commercial construction and civil projects, agreed. “Local projects have become a smaller and smaller piece of our business,” he said. “The private, commercial side is at a standstill here. We do a lot of work for colleges and universities, and that segment of the market — well, I wouldn’t say it’s robust, but it continues to expand in Western Mass., and that’s good for us.

“It certainly helps when the economy slows down to have diverse geographic coverage and to have a diversity of project types as well,” Fitzpatrick added. “It gives us some stability and more places to find work. This used to be a very local business, but it’s not anymore.”

Surveying the Landscape

Private-sector spending on construction suffers during economic downturns as well, but for different reasons than those that afflict the public purse.

“In the private real-estate market,” Fitzpatrick said, “companies aren’t going to make an investment when they don’t have faith in the future of the economy, and there’s not as much confidence as there was two years ago. On the civil side, things like wastewater treatment, business is slow as well, as the state and municipal governments are struggling with tax revenues.”

While public-work opportunities “muddle along,” said Fitzpatrick, Gov. Deval Patrick’s administration has given contractors some hope by proposing more funds for projects aimed at boosting that part of the economy, but construction companies are taking a wait-and-see approach to those prospects.

“The public sector is very quiet and has been for more than two years,” Fontaine noted. “In terms of general construction, the public-school market is basically nonexistent. Some public-safety facilities and libraries come around, but they’re very few and far between, especially in this general geographic area.”

Fontaine would like to express more optimism in the public sector, but said waiting can be frustrating. “I’ve read about a lot of studies, but I don’t know of many municipalities around here that are able to turn a study into a project,” he said.

As a result, his company is busy tackling fire stations in Eastern Mass., a bus-storage facility in Gardner, school projects in Waltham and Lawrence, and work for the Worcester Housing Authority. Yes, he’s also picked up jobs at Berkshire School in Sheffield, Western New England College in Springfield, and Williston Northampton School, but far more often, he’s sending crews east of the Valley.

O’Connell is also tackling some major work in Western Mass. — in addition to the new federal courthouse in downtown Springfield, the company has taken on multiple projects at Northfield Mount Hermon School and UMass and performed civil work for the Springfield Water and Sewer Authority, just to name a few recent jobs — but it has also followed leads to the east as well as south to New Haven.

Tim Pelletier, president of Raymond R. Houle Construction in Ludlow, reported “a fair amount of activity” heading into the spring. “We haven’t felt any shock waves yet.”

Elaborating, he said Houle is coming off a good 2007, and the outlook seems bright, especially given the general economic uncertainty in the air. “I can’t say we have work banked up until the end of the year, but it’s enough to keep us busy for awhile.”

Fueling Costs

But even for builders with plenty on their plates, other factors are putting on the squeeze — none more so than the cost of fuel, which has risen to rarely seen levels over the past month.

“The economy as a whole is a real problem for contracting, and fuel is the biggest one,” said Joseph Gallo, president of Bruschi Bros. in Ludlow. “What happens is, you bid for a job that might last two or three years. You can try to anticipate how costs like fuel and insurance could go up, but beyond that, there’s no way of getting reimbursed.

“It’s difficult to compensate for the way fuel has gone up and eaten into profits — if I make a profit,” he added. “If I bid too high in anticipation of those costs, I won’t get the job. So these economic factors are really creating havoc, especially in Western Mass.”

Andrew Crane, president of A. Crane Construction in Chicopee, said his company’s five trucks use $300 in gasoline per day, and he is taking pains to coordinate trips, something he never had to worry about before. “It really eats into the bottom line,” he said. “I can’t give my guys anything extra, which they probably deserve, because of costs that continue to go up, most of them related to petroleum.”

Those rising costs pose a harsh irony for builders who have found increasing opportunities outside the Valley. But flexibility, they insist, is a must in this business.

“The last two years have been difficult for us,” Fontaine said. “We’ve diversified with smaller-volume projects, smaller jobs, and just decided to travel.

“The private-sector market, metal buildings, small shopping centers, have been busy, but I don’t even see as much of that going up right now,” he continued. “In the surrounding 30 or 40 communities within 60 miles of here, it doesn’t seem like anyone is doing much of anything.

However, he added, “there are still a few very large projects out there. Smith College has some good-sized things going on.” In fact, the higher-education construction niche continues to flourish, with major projects underway or recently completed at several area institutions. Fontaine said private colleges in particular don’t follow general economic trends when deciding to expand.

“On the contrary, I think the private sector waits and tries to capitalize on a down economy, to get more bang for their buck,” he explained. “The money is there; they just pick and choose when they’ll spend it.”

The state of the residential-building market, which has been hit by a slowdown nationally, generally doesn’t directly affect commercial construction, but there are some crossover concerns. Take Bruschi Bros., a general contractor that specializes in site work, utilities, and road work, particularly in subdivisions.

“The way the economy is going, it could be a tough year,” said Gallo. “They plan these subdivisions years ahead of time; they want to plan ahead and get architects and funding in place. But if they can’t sell the homes, that cuts into their equity and cash flow,” meaning a possible slowdown in new projects to bid on.

Bottom-line Concerns

As Western Mass. has become a more competitive region for construction, one marked by slimmer profit margins, Crane said his company has been able to weather some of the difficulty by cultivating repeat business (see story, page 33). Other successful builders say the same.

“A lot of it depends on whether you have a customer base or you’re just scanning the Dodge report for work,” said Pelletier. “Fortunately, we have that customer base.”

It seems that, particularly on the cusp of a recession, the most important thing for a contractor to build might be relationships — both within the Pioneer Valley and, increasingly, many miles away from it.

Joseph Bednar can be reached at[email protected]

Sections Supplements
Texcel Sees Dramatic Growth in Medical Device Manufacturing
Keith Checca

Keith Checca stands in Texcel’s manufacturing facility in East Longmeadow, where complicated, implantable medical devices are created.

In the 1990s, Texcel, a company that designs and constructs devices and components for some of the most highly regulated markets in the world, was working on some big things — literally. The company was a major player in the aerospace and defense industries, but gradually that started to change, and today Texcel works with international clients to devise some of the smallest, most intricate medical technologies ever seen. And this, the company has found, is where its heart lies.

Larry Derose, president of Texcel, a medical device manufacturer in East Longmeadow, said there’s story behind every tiny component his company creates that speaks volumes regarding the importance of this work.

“We’ve had clients come back to us with presentations that show how a device is working in its early stages,” he said. “We’ve seen stroke victims who’ve improved enough to use the telephone or change a diaper. When you’re working to develop theories that have that kind of promise, everyone feels connected to the process, and everyone sees how important their work is.”

Derose founded Texcel in 1987, and said it was always his passion to work with this type of technology. However, only recently has the company come into its own with the development of complex, implantable medical devices — some of which many within health care and technology fields see as the future of modern medicine.

“Our long-term goal was to use our expertise in the field of medical devices,” said Derose, noting that this expertise includes the use of precise, high-powered lasers, clean-room assembly, and product and process development. “It took a number of years to achieve that while we waited for the market to develop. But new information in this field is triggering a wave of new device design and development, and that’s creating a great number of opportunities for us.”

Bionic Biology

Texcel contracts with several different international companies to help them develop devices including pacemakers, endoscopic surgical instruments, spinal orthopaedic implants, total artificial hearts, and neurostimulators. More specifically, this line of work is dubbed ‘implantable device architecture and construction.’

Some in the industry refer to Texcel as an ‘integrator,’ because it joins technology with the necessary raw materials, both figuratively and literally.

Due in part to increased activity in the development of neurostimulating devices in particular, Texcel is now enjoying a major growth period in its history. Keith Checca, director of business development for the company, said several new employees with expertise in areas specific to the medical device market have joined the company over the past three years, nearly doubling its size.

“The last two years have been really explosive,” said Checca. “We’ve realized what we’re good at, and we know how to focus it — that’s really the key for a contract company like us. Our clients are everything.”

Checca said attention to this specific niche in the medical device market is important to working with these diverse clients, most of which are kept confidential by Texcel.

“We’re big enough to offer everything that’s needed, and small enough to remain a dynamic firm that’s easy to work with,” he said. “Clients don’t want to hear ‘we can’t do that’ — they want you to be an infinite well. That’s where our focus on that niche comes back in.”

Planes, Trains, and Biomanufacturing

But it also helps to underscore the company’s long-held mission to use its capabilities for the greater good, despite many years of building to this point and working in other fields. Medical manufacturing was not as brisk in the past as it is today, Checca explained, and over the years, this has opened the door to contracts in other highly regulated fields such as aerospace and defense.

“The medical device market was evolving, but aerospace and defense were already here,” he said, adding, however, that as global needs and trends began to shift, Texcel began taking on more medical device work, and today, that sector represents more than 95% of the company’s contracts.

A handful of aerospace- and defense-related partners remain, but with an FDA- and ISO-registered environment in which to work and a medical technology boom underway around the world, Checca said the company has long been primed and ready to become a strong player in this sector.

“Equipment-wise, we haven’t had to change much,” said Checca. “We are a laser-processing, controlled environment, and that’s technology that is being adopted by the medical community. This has been not so much a facility-changing event as it has been a culture-changing event.”

New partnerships have also emerged, including one forged in June with Microtest Labs of Agawam. The strategic alliance will capitalize on a particularly healthy aspect of medical manufacturing — combination products, which pair devices with pharmaceutical or biologic components like those Microtest works with. The market is expected to reach approximately $9.5 billion in 2009.

Checca added that the existing emphasis placed on quality of both work product and service has been another hallmark of Texcel’s foray into this arena.

“Perfect is barely good enough,” he said, borrowing a phrase he said he heard at a recent internal meeting. “We’re lucky to have built a culture focused on that very early, and it’s something of which we are constantly aware.”

Theories of Evolution

Still, Checca added, with such growth spurts come some requisite internal changes, including some to workforce development and process management. With potential openings for professionals ranging from engineers to manufacturing technicians and assembly operators, Texcel has forged relationships with several area colleges, including Springfield Technical Community College, Western New England College, UConn, and the University of Hartford, to create a sort of educational pipeline to its doors.

“It’s a little hard to find applicable experience in this area because there aren’t as many companies doing what we do,” he said. “But last year, the story would have been all about growth; we climbed that hill, and we’re still breathing heavy, but now we’re moving forward.”

Checca said Texcel is likely to continue expanding in size, both physically and in terms of staff, which now totals about 65 people.

“There will be further growth at a slower pace,” he said. “Now, we’re more focused on refining the mix. The life cycle of some of the products we manufacture is very long, often five or six years until they’re ready for use on humans, and until our client is ready to ask us for more than a few. To that end, we’re looking now to be even more efficient on the manufacturing side, and changing how we manufacture.”

One way the company is striving to do this is through ‘cellular manufacturing,’ which spreads work on a single item out more evenly throughout the facility. Checca calls it a “tried and true manufacturing principle” that can be applied to many different industries, and can especially help improve efficiency among growing businesses.

It’s also another system of checks and balances in this highly regulated environment, which also includes several clients (Checca estimates there are about four dozen) with varying development schedules.

“These companies don’t follow the old vertical-integration model,” he said. “Because the process of developing a medical device is a long one, they need suppliers that can cover the needs of an entire product, and that will remain strong partners for the long term.”

Part of Texcel’s business model is to actively seek out these types of companies, and educate the industry as a whole regarding its capabilities.

“But they’re out there searching for us, as well,” Checca said. “If we’re doing our job right, we find them before they find us.”

The Human Experience

Derose said that active recruiting, so to speak, leads to a greater number of opportunities to help in the creation of new, innovative, and potentially life-saving devices.

“It’s inspiring when a client approaches us with a product that hasn’t been recognized by the public or even the medical community yet,” he said. “Usually, when a client comes to us, they’re in the embryonic stage of development. We’re a high-tech manufacturer, but really, we act like a fulfillment agency.

“We help them convert a dream into a reality.”

Jaclyn Stevenson can be reached at[email protected]

Sections Supplements
Private Clubs Have to Work Harder to Sell the Lifestyle
Chris Tsandilas

Chris Tsandilas, general manager of Crestview Country Club in Agawam, says people need a reason, or reasons, to join to a private club.

“Closing the gap.”

That’s a phrase you hear at most all private country clubs these days — and it gets right to the heart of the matter.

The gap, in this case, is the differential between what a club wants its membership number to be and what it happens to be. And while the size of the gap varies — from a few members to a few dozen or more — all clubs have one, and this phenomenon is part of a changing dynamic in the private-club realm.

Indeed, while declines in membership are nothing new — they always accompany downturns in the economy — the current gaps are different because closing them represents a sterner challenge than in the past, and it will be this way for the foreseeable future.

That’s because times are changing, said Chris Tsandilas, general manager at Crestview Country Club in Agawam. He told BusinessWest that, while country club memberships never really sold themselves, today they are in many ways a harder sell. There are many reasons for this, but primarily, people today, especially members of younger generations, have many alternatives for spending their time — and their money — and a country club membership doesn’t move near the top of the list as easily as it once did.

“Today, people think long and hard before they join a private club,” said Tsandilas. “You have to create a reason or reasons to join … you have to create an atmosphere.”

For most clubs, this means working harder on selling themselves, and in some cases, this involves old-fashioned marketing — if the bylaws and tax code permit.

Crestview, which has a current gap of about 20 members, is one of those clubs doing such marketing, and its messages and their presentation speak to those comments about ‘reasons.’ In one print ad, the phrases “championship golf course,” “no tee times,” “practice facilities,” “family recreation,” and others are in a bigger, bolder typeface because they speak to the benefits that golfers and families can realize from membership.

Meanwhile, another ad references a “home away from home” atmosphere, which, said Tsandilas, is what many families are looking for in the post-9/11 era — a safe place for children and a relaxing atmosphere for adults that doesn’t require getting on an airplane.

Jody Cunningham agreed. She’s the first woman president in Springfield Country Club’s 110-year history, which makes it one of the oldest clubs in the country. She presides at a time when the membership capacity is 400 and the current gap is about 50. Some members would prefer that SCC not close that gap (the course would be less crowded), but club officers want at least a smaller number to ensure that an institution on solid financial ground remains that way.

And to do that, it is putting heavy emphasis on families, said Cunningham, adding that this is a national trend to which SCC and all other clubs must respond.

While focusing on families, clubs are also trying other strategic initiatives aimed at adding value to the equation. Twin Hills Country Club in Longmeadow, for example, has lowered its fees by roughly 20% (it is even publishing its rates, which is almost unheard of in this industry — but there’s a reason), while adding such amenities as on-site therapeutic massage, new stand-alone junior memberships, and a dining membership.

The club, which has survived a battle to turn its acreage into a housing development, had what current President Bob Bonsall called a make-or-break year in ’07, and made it. Golf membership, which was at an anemic 160 to start last year, is currently at 215, still well below the 240 Bonsall and others have set as the goal for this year, and it could ultimately go as high as 300. If it does, the club will have gone a long way toward ending what has historically been underutilization of the course and many of its facilities.

Like others we spoke with, Bonsall said that joining a club is an investment, and clubs have to be diligent and imaginative in finding ways to convince people that these are investments worth making.

In this issue, BusinessWest looks at the changing landscape for private clubs, and how they’re all working to close those gaps.

Dues and Don’ts

Hubert deRenzy says it feels like he’s been membership chair at SCC “forever.” It’s been several years, anyway, and he’s been a member at the club since the early ’80s. He’s seen a number of changes, especially in recent years, regarding demographics — no longer are club memberships dominated by specific ethnic or religious groups; ‘diversified membership’ and ‘melting pot’ are the phrases heard today — and overall image.

“It’s no longer the cigar-smoking, card-playing, old boy’s network,” he explained. “Those people are getting older … there are still card games, but no cigar smoking, obviously. Today, it’s about women and young families.”

To attract them, Springfield, like other clubs, is becoming somewhat less formal, although some clothing policies remain, while creating more programs that families can enjoy together. This is what members of Generation X, who are starting to join clubs, are looking for, said Cunningham.

“They’re forgoing the vacations where they’re going away,” she said of that constituency, citing personal experience and anecdotal evidence. “They want places where they can have structured and non-structured activities, where they can drop the kids off and know they’re safe. We’re noticing that with a lot of our social memberships.”

The club is responding with initiatives like the so-called Camp for Champions, a summer program that involves both children and their parents.

“They can do tennis, golf, swimming, arts and crafts, even family bingo out by the pool,” said Cunningham. “There are teen pool parties, where they can float in an innertube and watch a movie; it’s all about the family … what can we provide for their kids, and what can we provide as a family unit.”

By responding with family-oriented programming, the club is broadening its appeal — and its audience, said Cunningham, noting that this is the challenge facing all clubs in the current environment.

Tracing recent history at Crestview, Tsandilas said membership had been steady until earlier this decade, when it started trending down, for reasons that are now considered part and parcel to national patterns. Eventually, club officers decided to “get serious,” as he put it, about shoring things up.

A number of strategic initiatives have been or are still being discussed, he told BusinessWest. These include everything from opening the dining room to the public — a step that was rejected — to establishing a real-estate component that would create what Tsandilas called “instant members” (an option that is still on the table, but considered impractical at this moment) to marketing efforts.

The club had never marketed itself before, and that step was certainly not commonplace in this region when it was first discussed a few years ago, said Tsandilas. But it was becoming more prevalent in other regions of the country, he continued, and when members brought back magazines and newspapers from other regions that had ads for private clubs, talks escalated, and Crestview eventually decided to “take the leap.”

Working with Stevens Design Studio in Westfield, the club has put together a marketing campaign that features print and radio ads that center on the benefits to golfers that are not to be found on public courses (no waits for tee times) and that ‘home away from home’ theme.

“This can be your second home, instead of a trip to the Cape,” he said. “You can vacation here.”

Efforts to get serious have reduced the gap in recent years, said Tsandilas, noting that there is still work to be done. “Twenty members makes a difference,” he explained, noting that, by his estimates, each member spends roughly $10,000 with the club each year. “That’s money we could definitely use to provide our members with the atmosphere and services they deserve.”

Food for Thought

SCC’s tax status doesn’t permit advertising, said deRenzy, adding that the prevailing strategy at that club is to make all members feel as if they are part of the membership committee and share responsibility for gap-closing duties. And they’re given incentives, such as pro shop credits, for doing so, a tactic being repeated at many other clubs.

While looking for new members, those at Springfield are also debriefing those who are leaving, to track the reasons why and see if there are patterns that the club can address. Meanwhile, SCC is reaching out to some who have left, he continued, with the hope of bringing them back on some level, perhaps as dining members.

Twin Hills has had good success with a dining membership featuring no food minimums that it introduced last year as one of many steps to stabilize and increase membership, said Bonsall. Other initiatives included a business membership that did not fare as well, and an overall reduction in fees aimed at convincing prospective members that a club traditionally viewed as expensive is in fact within their price range.

Overall, Bonsall explained, Twin Hills has been underutilized, a condition that resulted from bylaws, since revised, that capped golf membership at 250. The course can handle many more, and so can the dining room, he said, adding that the dining membership is targeted at residents of Longmeadow and nearby Enfield — which boasts many over-55 housing developments — who don’t have a wealth of dining options.

“Longmeadow doesn’t have many restaurants, and many people are looking for a reliable place with a quiet, relaxed atmosphere,” he said, noting that Twin Hills sold about 90 dining memberships last year, and would like to get that number to 200 or beyond.

“Historically, we’ve been underutilized, and underutilizing your facilities doesn’t make much economic sense,” said Bonsall. “It doesn’t make any sense to have the dining room just sitting there and the banquet facility just sitting there, and the golf course there with no one using it, so we’re just emphasizing ways to increase utilization.

“We recognize that, nationally, the demand for the game of golf and for the country-club lifestyle is way off from what it was five to 10 years ago — that’s a phenomenon that affects everyone,” he continued. “So in effect, we’re competing for a smaller pool of potential members; in our view, that means we have to figure out how to appeal to a broader segment of the population, and we’re doing that by repositioning the club.”

Ludlow Country Club already appeals to a fairly broad audience, said current Vice President Peter Karalekas, noting that membership traditionally hovers around 520, much higher than most other private facilities. It’s currently at 490 or so, and many members like that number because it represents opportunities to get better tee times on weekends.

But, like Tsandelis, Karalekas said a few dozen memberships adds up, especially at a time when fuel prices and many other expenditures are soaring.

“I could live with this number [490] if the membership demonstrates a willingness to pay higher rates, but at the moment, I haven’t exactly seen any such willingness,” he said, noting quickly that dues numbers lower than those at many other clubs (and that haven’t increased in three years) have created that larger membership.

Besides, higher fees probably would not offset additional losses in membership or other losses in revenues, he said, leaving LCC in the same boat as other clubs — closing the gap.

He’s confident Ludlow can do that, perhaps with a simple push on junior memberships, but he’s concerned about the bigger, longer-term picture. LCC’s membership is aging, and he wonders out loud whether there will be enough members of the younger generations to fill the void.

“Everyone’s essentially fishing in the same, smaller pond,” he said. “I’m not sure we’re there yet, but soon we’ll be oversupplied when it comes to clubs in this area.”

Join the Club — Please

Just before talking with BusinessWest, Tsandilas sold another membership, closing the gap to that 20 figure.

Like most before it, this sale was several weeks in the making, he said, adding that this is an indication that few, if any, are rushing to join clubs today. Prospective members are being deliberate and weighing all their options, meaning not just other clubs, but also other uses for dues and other expenses.

In these changing times, he stressed again, people are thinking long and hard before signing on the dotted line, and they need good reasons to do so.

George O’Brien can be reached at[email protected]

Sections Supplements
Indian Orchard Partnership Says Blossoming Gallery 137 Is Just the Beginning

It’s a welcoming atmosphere at Gallery 137 in Indian Orchard.

The storefront-style windows let in natural light, hardwood floors speak to the quality materials of days gone by, and displays of handmade crafts and original artwork adorn the walls and shelves.

But to its directors and the Springfield arts community, this is more than just a gallery; it’s the start of what many hope will be a larger cultural movement in the city.

Gallery 137 opened at 137 Main St. in September 2006, in what was once Stella’s Restaurant, a popular Indian Orchard eatery for many years. Its focus is on exhibiting contemporary art of all kinds, as well as promoting accompanying educational and community-minded projects.

However, it’s also a project of the Indian Orchard Main Street Partnership (IOMP), a 501(c)3 nonprofit aimed at expanding cultural opportunities in the neighborhood, including through the development of arts-based businesses. The partnership also works to increase visibility of the artists working in the nearby Indian Orchard Mills, drive traffic to the mills’ existing Dane Gallery, and promote the Main Street Art Walk, which runs along the roadway adjacent to Gallery 137.

Brian Hale, a board member of the IOMSP, spearheaded the gallery project. The owner of Design Workshop Inc., a boutique graphic design firm based in the Indian Orchard Mills, Hale said he joined the board when he relocated the business to the neighborhood five years ago. He is also actively involved with the X Main Street Partnership, a similar organization that is now concentrating much of its efforts on the renovation and restoration of the Bing Theatre in another Springfield neighborhood, Forest Park.

“There are many ‘Main Street’ programs around the country, all geared toward revitalizing urban economic areas,” he said. “However, right around the time I joined, the community development block grant funding that had been available was pulled from the city, and the group was suffering.”

Hale said a number of area legislators, including former state Sen. Brian Lees and Reps. Sean Curran, Tom Petrolati, and (now-Sen.) Gale Candaras stepped in to champion the cause, securing a $100,000 earmark for the partnership.

“It paid for renovations to the gallery space, the Web site, promotions, and salaries,” Hale noted, adding that the earmark has remained in place for three years and allowed the group to hire artist Heidi Coutu to serve as its executive director a year ago.

Coutu is a co-founder of Minds Island, one of the first online businesses designed to promote artists’ work. Now, she says she’s focused not as much on hawking individual works, but rather on selling an entire area, through the power of cultural programming.

“With its proximity to the Indian Orchard Mills, the great ‘bones’ of Main Street, and the devoted supporters of the project, I am confident that a real art scene is emerging in Springfield at last,” she said. “Plus, the residents, businesses, and artists of the city will all be the benefactors.”

The IOMP has also drafted a specific set of goals aimed at augmenting that scene, the centerpiece of which is Gallery 137.

“The foundation is set,” said Coutu, “and I’m working to expand each aspect on Main Street.”

Curb Appeal

Hale told BusinessWest that putting more arts-related businesses and activities front and center — i.e., right on the Orchard’s main thoroughfare — is one way to make cultural opportunities more visible to both visitors and residents.

“We’re trying to move the arts scene of Indian Orchard from the mills to Main Street, and to add more creative businesses to the neighborhood,” he said. “In doing that, we’re also tying in educational components, doing some streetscaping, and adding banners that speak to the arts, to get people thinking about it — because that’s half the battle.”

This larger, behind-the-scenes aspect of Gallery 137 alone makes it unique; however, it’s also an intriguing addition to the Indian Orchard neighborhood for other reasons. Hale explained that the gallery does exhibit local artists, and includes a number of local artist members, who are eligible to participate in its annual juried show.

“But we’ve shown the work of many regional artists, and some international artists,” he said. “We try to show everything — crafts and contemporary art in many different mediums — that is accessible to many people.”

The gallery’s current show is titled “A Sense of Place,” and includes a collection of sky, sea, and landscape images by artists Robert Masla, Grant Strange, and Jeff Kern.

In the recent past, shows have included “Uncommon Threads,” an exhibit of contemporary fiber art; an arts-and-crafts boutique exhibit held near the holidays; a selection of work by married artists Rod and Carole Guthrie; and a multimedia show titled “The Female Mystique,” featuring paintings, photography, sculpture, and other works.

Gallery 137 also hosts a “First Fridays” series each month, sponsored in part by the Springfield Cultural Council. These events bring music, spoken word, and other performance arts to the space, thus expanding its cultural impact and welcoming more diverse audiences.

“We have opened 11 exhibitions, which have included local, national, and international artists,” said Coutu, “and we have packed the house with our First Friday live performances.”

Class in Session

Meanwhile, the gallery hosts art classes for children taught by artist and gallery volunteer Merilee Hale, a project that has led to other off-site programming around the city.

“We do outreach in the Springfield schools with art-based programs to help children access art and foster creative thinking,” explained Coutu, noting that other entities, including area businesses, have also taken note of the IOMP’s work and created connections. “We have begun a collaboration with Hampden Bank, which has offered wonderful support to our project, with a rotating exhibition and an art walk that will include their lobby, the gallery, and our new ‘art corner’ in the Indian Orchard Library.”

All of these inroads are leading to the same place, Hale added — to a neighborhood that is more culturally enriched, and therefore more likely to attract positive attention from various sources.

“We’re increasing access to cultural events for the people in the community, but that also brings people into the city,” Hale said. “This is a gateway neighborhood, and a wonderful place to jump-start cultural tourism.”

Changes Afoot

That, after all, is the primary goal for the IOMP and Gallery 137 — to use cultural development as an economic driver.

“It’s a good fit for this area,” he said. “We’re not where, say, Easthampton is yet, but that’s where it’s heading.”

In the future, Hale said he’d love to see a few more galleries, an arts-related business, two or three more restaurants, and perhaps a coffee bar where art aficionados can rest their weary feet.

In the meantime, Gallery 137 is a nice venue from which to watch the changes.

Jaclyn Stevenson can be reached at[email protected]

Sections Supplements
Grounded Mobile Training Center Needs to Get Back on the Road

Western Mass. and the nation are now facing a critical shortage of skilled labor. Concerned groups include the Department of Defense, the Aerospace Industries Assoc., the National Defense Industrial Assoc., and the National Tooling and Machining Assoc., and they are treating this as one of the most critical threats to our national security, our economy, and our way of life.

This problem covers the entire pipeline, from highly skilled machinists who can operate the high-tech equipment utilized in today’s manufacturing facilities, to degreed engineers. If we do not find and commit to a solution, we will no longer be able to compete on the world stage, both economically and militarily.

According to a survey of local precision manufacturers conducted by the Western Mass. chapter of the National Tooling and Machining Association (WMNTMA), there are more than 400 openings in the 413 area code at the moment. An aging workforce will add 200 to 300 more per year, even if the economy is flat. Nationally, there are tens of thousands of high-paying jobs, and companies in Western Mass. are turning away work due to an inability to find qualified employees.

There are a number of factors contributing to these sobering statistics, among them being the ongoing challenge of convincing young people and their parents that manufacturing, specifically precision manufacturing, is alive, well, and has a bright future. Another challenge is to simply inspire young people to want to join this sector, and this can best be done by showing and telling them what it’s all about.

Unfortunately, one of the more effective vehicles — literally and figuratively — for handling these assignments, a mobile training unit operated by Mass. Manufacturing Extension Partnership (MassMEP), has been grounded due to funding cutbacks.

This unit must be put back on the road, and recent experiences in Western Mass. involving this important teaching tool will explain why.

A Front-row Seat

When members of the WMNTMA visit middle schools and high schools, the comment heard all too often from the workers of the future is, “I thought manufacturing was dead.”

If those in this industry do not change this perception, it will be.

We continually hear about layoffs and shutdowns. This is the information on which today’s parents and children base their career decisions. The focus is on unemployment, not openings. According to reports issued by the Mass. Department of Labor, there was approximately one unfilled job for every two unemployed people in the state as of last December, and roughly 7% of the unfilled jobs were in manufacturing.

Meanwhile, 100% of graduates from manufacturing technology programs at local vocational high schools have jobs, go into the military, or go to college upon graduation. Neither our elected officials nor our educators preach this message, and that’s why those in high-tech, precision manufacturing need to educate teachers, parents, and kids — to balance the message.

Gov. Deval Patrick and top educators in Massachusetts have identified the need to improve interest and performance in grades K-12 relative to STEM (science, technology, engineering, and math) education. I personally sit on the NDIA’s STEM workforce committee, which is addressing the problem on a national level along with the AIA. Keeping in mind this broad-based focus and awareness, I asked my son, Ethan, a high school junior with an interest in engineering, whether his teachers were relating the STEM subjects to real-world applications and careers. Disappointingly, his answer was “no.”

If we want students to be excited, to learn, and to retain, then we must relate the raw information covering formulas and technologies to exciting real-world applications. This in turn will provide a vision as to how education prepares them for careers and their future.

Today’s high technology manufacturing world is the broadest, purest application of STEM. At my company, Westfield-based Peerless Precision Inc., we use metrology, physics, chemistry, computers, robotics, engineering, algebra, trigonometry, and geometry every day. The future of manufacturing is not about cheap labor. It is about using all of the STEM disciplines to improve productivity and develop new technologies. We need to include application into education.

With all this in mind, I called Jack Healy, president of Worcester-based MassMEP roughly a year ago, and asked if the WMNTMA and the Regional Employment Board (REB) of Hampden County could borrow its Mobile Training Unit (MTU) in an effort to reach out to local middle-school students.

This vehicle had — that’s past tense — 12 computers, a mini-mill, and a mini-lathe. It was in use by MassMEP to train unemployed people in the Northeast to be machine operators. Healy immediately agreed to let us use it for a two-week period, and even provided personnel to operate the vehicle and act as instructors. David Cruise, manager of Regional Networks (part of the REB), worked with middle-school counselors at four Springfield public schools and arranged for the MTU to visit each.

The result was that 320 eighth-graders participated in 45-minute educational seminars, during which they learned how STEM is used in the real world. Cruise described the program as “an integrated STEM-related education activity that links mathematics and science with practical applications of CAD (computer-aided design) and observation of the operation of a mini-milling machine and a lathe. In addition, each student was presented with career information and informed of the educational requirements that are needed in today’s high-technology, precision-manufacturing environment. The program was presented in a highly interactive manner that gave students and accompanying faculty valuable information that exposed them to a myriad of career pathways.”

This was followed by tours of EASTEC by 140 students from six middle schools with funding obtained from the Society of Manufacturing Engineers (SME). At EASTEC, the students had their first exposure to the full scope of today’s high-tech, precision-manufacturing equipment.

This successful program was expanded in the fall of 2007, when the MTU toured 13 area middle schools. This time, almost 1,000 eighth-graders participated in this STEM career-awareness program, which was was followed by Middle School Precision Machining Career Awareness Day, which teamed each of the 13 schools with a local precision machine shop. Almost 200 students who had expressed interest in manufacturing after the seminars were given tours of local high-tech manufacturing facilities. They saw the clean, well-lit, technology-driven companies that are based in this area.

And here are some of the comments from school personnel after tours of the mobile lab and local manufacturing facilities:

  • “The lab gave students a view of a concept that was totally alien to their world. Some students were very fascinated and truly interested in pursuing this venture”;
  • “I think it was helpful for them (the students) to see the inside of an actual workplace”;
  • “Each student came back with favorable comments”;
  • Faculty members have repeatedly said how important they think opportunities like this are for our students. I will be delighted to support future collaborative projects”; and
  • “We had a great day with the mobile lab. Students liked it, and teachers appreciated the opportunity. Matt [Healy] was great with the kids.”
  • Buck Upson, president of Pioneer Tool Supply Co. in West Springfield, observed one of the seminars at Van Sickle Middle School in Springfield, and came away impressed with what he saw.

    “I was standing in a position where I could observe two students. Two young boys, silent, with boredom and apathy painted across their faces, entered the bus and slouched down nonchalantly,” he recalled. “Within minutes they were sitting up straight and leaning forward to actively listen to the teacher. Very soon thereafter, they were asked to program a basic part on the computer workstation. Both of them finished the task before the teacher completed the step-by-step instructions. They had grasped the concept without aid. At the end of the session, they left the bus energized and openly enthusiastic, talking about what they had learned and wanting to learn more.”

    Meanwhile, Clem Fucci, chair of the Manufacturing Technology Department at Westfield Vocational Technical High School, had a similar reaction.

    “Several parents approached me to tell me that their sons or daughters had toured the bus,” he said. “I cannot stress enough what impact that bus has had with helping to recruit young people into pursuing a precision manufacturing and engineering career here in its first year. I hope the bus will have a long-term relationship with us to help fill the pipeline for precision machining and engineering.”

    Fueling the Imagination

    In the eyes of all of the business people and educators who were involved, this program has been the single most successful outreach program to middle-school students that they can remember. It motivated and excited students, faculty, and parents. It brought STEM to life. It showed that STEM education is relevant to their future.

    Unfortunately, MassMEP no longer has the Mobile Training Unit because it has lost state funding for its traditional program operations. However, based on the success of this outreach program, WMNTMA members are proposing a new, expanded vision and mission for the mobile training unit.

    They believe this program would be a perfect model for outreach to grades 6-8 throughout the state and throughout the school year. It would bring STEM alive by showing our young people how these skills are used every day in precision manufacturing. And to make things ‘real,’ demonstrations would be followed by tours of high-tech manufacturing facilities near the schools.

    Industry leaders know the program works based on the sample of 1,300 students who have participated thus far. We need to build on this successful, tested model. And we need to find funds, whether in the private or public sector, to make this happen.

    Every day we hear about failures in our education system. This program has been a success. And we need to find a way to resurrect and expand it.v

    Larry A. Maier is president of Peerless Precision Inc. in Westfield;[email protected]

    Sections Supplements
    The Movement Is Helping a Local Hand-dryer Manufacturer Make New Inroads
    Denis Gagnon

    Denis Gagnon says the ‘green’ movement has helped boost sales of his hand dryer, but its performance is what ultimately prompts businesses and institutions to ditch paper towels.

    There are a number of factors that separate success from failure in business, and no entrepreneur would dare understate the importance of timing in that mix.

    Not the owners of Skybus, and certainly not Denis Gagnon.

    He launched what many observers consider to be a breakthrough product, the Xlerator, in the challenged but potential-laden hand-dryer market — only about 10% of the estimated 22 million public restrooms in this country are outfitted with such devices — and he did so at just about the time the nation and the business community were starting to toss around the phrase ‘going green.’

    The potent combination of a product that is changing perceptions of the long-hated hand dryer and a growing desire to be more environmentally sensitive has fueled a 700% rise in sales for East Longmeadow-based Excel Dryer — the company Gagnon purchased in 1999 — since the Xlerator first hit the market in late 2001.

    But he stressed repeatedly that the ‘green’ phenomenon is simply part of the equation, and that businesses and institutions need much more than green ambitions to ultimately remove the paper-towel dispenser. First, the hand dryer has to work in a way that it hasn’t historically (meaning it has to work, period) — and the Xlerator has that covered, as anyone who has used the facilities at the Basketball Hall of Fame can attest. Meanwhile, the numbers, meaning those referring to energy savings and overall cost reduction, also have to work.

    And they do; the Xlerator, says Gagnon, is three times faster than competitors’ products, and it uses 80% less energy.

    “I don’t think ‘green’ has changed people’s attitudes about hand dryers — the Xlerator has changed those attitudes,” he told BusinessWest. “A hand dryer that works can stay on the wall by itself, because people don’t mind using it.”

    This combination of factors, as well as a weak U.S. dollar, have helped put the Xlerator in facilities like Heathrow Airport (there are some 800 of them in place there) and the new Wembley Stadium, both in London. It has also made it necessary for Gagnon to expand his plant in East Longmeadow — a 10,000-square-foot addition used for warehousing and distribution was recently christened — and also expand his workforce from roughly 30 to 42.

    Add all this up, and it provides an effective lesson in the importance of timing, and equals one of the more intriguing and inspiring manufacturing-sector success stories being written in the Pioneer Valley.

    “This goes to show that manufacturing can thrive in this region,” said Gagnon, “if you stay ahead of the curve. We invented the perfect product in the hand-dryer industry for the green movement; we’re now the standard.”

    In this issue, BusinessWest reviews the latest chapters in the Excel story, complete with triumphs and some growing pains, and what is likely to come next for a company that is helping end-users ‘throw in the towel.’

    Helping Hands

    That phrase is one of many the company uses in its marketing, which is one realm that has been considerably altered by the ‘green’ movement, said Gagnon. Where once the focus was squarely on performance (and in many ways, it still is), there are some new pages to the script — several of them, in fact — focused on the environment and the prevalence of green building and design.

    They detail all of the memberships, certifications, and testimonials that Excel and the Xlerator can now put on the resume. Here are some examples:

    • The Xlerator can help facilities earn coveted LEED (Leadership in Energy and Environmental Design) credits, as set by the U.S. Green Building Council, in two categories — ‘minimum energy performance’ and ‘optimizing energy performance.’ Gagnon noted that the council will be putting Xlerators in its new corporate headquarters building in Washington, and Excel will work to maximize exposure from that contract;
    • The dryer was voted one of the top 10 products of 2002 by the editors of Environmental Building News, a leading newsletter on environmentally responsible design and construction;
    • The Xlerator is endorsed by the Green Restaurant Assoc. as the best environmental solution in the hand dryer category for the restaurant industry;
    • Excel Dryer is an ally member and approved vendor of the Green Hotels Assoc., and the Xlerator is the recommended hand dryer for green hotels;
    • Excel is a registered supporter of the Green Building Initiative, which has as its mission the goal of accelerating the adoption of business practices that result in energy-efficient, healthier, and environmentally sustainable buildings, and is also a member of the Sustainable Buildings Industry Council, a national leader in defining the whole-building approach to design; and
    • The company also prints some statistics giving prospective clients and green- leaning businesses some food for thought. For example, 17 trees are consumed to make one ton of paper; one ton of paper production pollutes 20,000 gallons of water; and one ton of paper consumes three cubic yards of landfill.
    • Add up all those numbers, and it’s clear that Excel dryer has the right product at the right time — when businesses large and small are realizing that going green isn’t just the right thing to do, but is also becoming increasingly necessary to earn some clients’ business.

      Gagnon acknowledges that his company is in a good place, and that things are most likely to improve, because the ‘green’ wave will only grow in size and importance to business owners. But despite all this, the hand dryer remains a comparatively hard sell — it still fares best in facilities like airports, schools, stadiums, and schools, where there isn’t a premium on customer service — and there is considerable work for his company to do moving forward in this changing environment.

      This work comes in several areas, from physical expansion and new production strategies designed to reduce lead times and cycle times to ever-more-aggressive marketing; from continued R&D to make the Exelerator even faster, more germ-free, and perhaps even less noisy (although that’s proving to be an extreme challenge) to sales strategies aimed at positioning the company for new building projects and renovations. Excel is also expanding the product line by customizing models to match an institution’s color or include its logo.

      Gagnon is addressing all these issues simultaneously. He told BusinessWest that one of his growing pains was reducing a lead time (eight weeks) that was costing him some new customers down to three weeks, and he’s done it through his addition and some Kaizen projects that have brought some new efficiencies to the production process.

      Meanwhile, he has stepped up his marketing efforts and continues to find new ways to put the Xlerator front and center. The latest is a two-minute piece shot at the Hall of Fame that will be part of a series on environmentally friendly products that will be shown on public television this spring.

      The spot features Hall of Fame President John Doleva talking about how the shrine was focused on environmentally friendly building products and practices as it was preparing to open its new facility in 2003, and made the Xlerator part of that mix, said Gagnon, adding that he expects the message to resonate with institutions planning new construction or renovations.

      And while pursuing new and existing markets in the U.S., the company is also looking abroad, and the timing is right in that regard as well. The weakened U.S. dollar has helped most companies that export products, and Excel is no exception. The Wembley Stadium and Heathrow contracts, the latter of which includes the new T-5 terminal, have put export volume at roughly 30% of total sales, and Gagnon says that number could go higher still because ‘green’ building is an increasingly global phenomenon.

      “Our export business has grown dramatically,” said Gagnon, adding that the weakening dollar has been one of many converging factors that have produced 50% sales increases the past four years.

      As for customizing the Xlerator, Gagnon says the company can match a PMS color or a swatch to suit a college’s or corporation’s color schemes, and it can also put a company logo on dryers, as it has for Office Depot.

      Overall, Gagnon expects that his company probably can’t sustain its blistering pace of growth, but he does foresee continued improvement in sales figures here and abroad as the green movement swells, and also as more people come to like a product they have traditionally disdained.

      High and Dry

      As he surveys the situation, Gagnon sees a number of signs of success. The new addition is perhaps the most visible, but there’s also the growing sales numbers, press accounts that include such outlets as the Wall Street Journal, network television news, the Learning Channel, and more, and even a patent-infringement lawsuit against a company that produced knockoffs of the Xlerator.

      “They say imitation is the greatest form of flattery,” said Gagnon. “There’s a sure sign we’re doing something right.”

      Excel is doing a lot of things right, but challenges remain. There’s a reason why only 10% of the public bathrooms in this country don’t have hand dryers — many people still aren’t sold on them.

      The ‘green’ wave will help sell them, and that phenomenon is only part of the reason why — for Gagnon, Excel, and the Xlerator — the timing was perfect.

      George O’Brien can be reached at[email protected]

      Sections Supplements
      UWW’s Arts Administration Program Represents a Degree of Progress

      What do a mural and a balance sheet have in common?

      Ask an artist, and he may scratch his head. Ask an accountant, and he’ll probably compare costs of supplies versus profit from the sale of the piece.

      For some artists, it’s all about their passion for a chosen medium, whether it be theater, paint, glass, or design. But what happens when their creativity becomes something more than just a whim, perhaps even a moneymaker? For some, the idea of balancing the accounting books and figuring out grant applications can be a daunting task, but that’s where the UMass Amherst University Without Walls program comes into play.

      With a new Arts Administration focus area, artists and those interested in working for organizations, ranging from museums and nonprofits to personal businesses, can learn how to turn their creativity into a viable, sustainable company and earn a degree they’ve always coveted.

      “A lot of people start working in an artistic field because they have a passion for something,” said Maren Brown, Director of UMass Amherst’s Arts Extension Service, which is collaborating with UWW on the program. “But then they move up the ladder and have to start figuring things out by the seat of their pants. This program is here to help them.”

      For more than 37 years the University Without Walls program has been helping working adults achieve undergraduate degrees through online, weekend, and evening classes. The program allows individuals to not only take classes that fit their schedule and lifestyle, but also tailor their degree concentrations to their interests and goals. Recently, the program adopted a new Arts Administration focus through which students can learn about fundraising, marketing, financial management, and broad planning, among other topics pertaining to the administrative and financial aspects of a business.

      The UWW Arts Administration focus area is the first of its kind for undergraduate arts degrees and is completely conducted online, which makes it even easier for those with busy schedules and family commitments to participate.

      “It’s a unique opportunity for people who find themselves managing a variety of businesses in the creative economy,” said Cynthia Suopis, director of UWW.

      She told BusinessWest that the idea for the degree program came from an Arts Management certificate program that the Arts Extension Service has offered for some time. “It was more like a marriage of convenience between the two entities [UWW and AES],” said Suopis. Since an increasing number of students from UWW were taking Arts Administration courses at AES, the two departments decided to allow students to actually pursue a degree focused on it. Cost per credit for the course ranges from $290 to $350.

      The program also offers a certificate for those who already have a degree but still want the know-how.

      Thus far, the program has seen more than 44 UWW students participate in the three semesters it has been in place.

      But simply teaching individuals how to run a business isn’t the only thing that’s beneficial about the program. Students are also required to have hands-on experience either through an internship or from their own personal experience in a creative field. In addition, the program attracts people from all walks of life, and classes are taught by people working in the industry, making for helpful networking opportunities.

      “We have students who are artists who want to open a business, those who already have one, others who work in nonprofits like museums or galleries, and some who simply want to make a career change to something that identifies better with their personal passions,” said Brown.

      The Arts Administration focus is especially beneficial to those working in a nonprofit organization, maintains Marie Waechter, associate director of Corporate Support for WGBY.

      “Nonprofits have to be more competitive and are often working with fewer resources than a for-profit company, thus nonprofit employees are often doing four jobs instead of one or two,” she said, adding that the program’s fundraising and finance classes can help nonprofit employees learn how to leverage their business enough to accumulate the funds they need to keep it moving forward.

      And that’s not all. With the U.S. Department of Labor estimating a 30% growth in the arts and entertainment industries over the next eight years, more artists and professionals in the creative economy will be seeking business advice. Waechter says that’s especially true for Western Mass., where a number of thriving businesses are centered on the arts.

      “This area is dependent on the arts and has become a cultural corridor that attracts many visitors,” she explained. Travelers are destination-driven, she pointed out, but the area’s cultural atmosphere and artistic feel often inspire visitors to stay longer, and take in more than just Six Flags or the Basketball Hall of Fame.

      “They come for an event,” said Waechter, “but stay two or three more days for the atmosphere.”

      Suopis said she hopes the program will benefit not only the creative community, but the regional economy as a whole, since it will be sending more-educated and newly transformed, business-minded individuals into the workforce.

      “We’re training these students to be very informed, well-rounded, ethical, and critical decision-makers,” she said, adding that another benefit to be gained from the program is that it allows people who may have otherwise thought it unfeasible to pursue a career in the arts by arming them with the right skill sets to be successful. “Finally, people can follow their passion.”

      Sections Supplements
      Swing Analyzer Helps Players Iron Out Equipment Decisions
      Jason Fiddler

      Jason Fiddler, here juxtaposed against some of the data being analyzed by Swing Labs Performance Fitting, says the system helps players find the right equipment for their game.

      Jason Fiddler sees it every day — many times a day, in fact — and it frustrates him to no end.

      The problem? It’s people trying to fit their golf game to the equipment residing in their bag. It should be the other way around, said Fiddler, store manager for Fran Johnson’s Golf & Tennis in West Springfield, especially when equipment makers are becoming increasingly innovative — and the innovations come with steep price tags.

      “Your equipment should be working for you … you shouldn’t be working for your equipment,” he said, adding that Fran Johnson’s has added a new service that will help most players find the right clubs and even the right ball to suit their swing.

      It’s called Swing Labs Performance Fitting, a software program that works with launch-monitoring equipment to analyze a player’s swing and performance, and then recommend options for equipment that will help them get the most out of their abilities — and thus enjoy the game more.

      “I see far too many people try to make the club fit their game,” he said, adding that people will do things to add loft, like tee the ball higher, or de-loft clubs, for example. “Instead, they should be getting equipment that really does fit their game, and this system will help them do that.”

      Swing Labs is part of a broad strategic initiative to take Fran Johnson’s, which opened 33 years ago, in new directions and to new places — literally and figuratively. While adding the swing-analysis component and reconfiguring the storefront on Riverdale Street in West Springfield to accommodate it, the company is also opening a second retail outlet at the Western Mass. Family Golf Center on Route 9 in Hadley.

      That facility features a driving range and miniature golf course, said Cindy Johnson, owner and president of the company, adding that the 1,200-square-foot retail store will be a perfect fit and a natural expansion for the venture started by her father in the basement of the family home.

      “This is a great facility that draws people from all over that area,” she said of the golf center. “We’re going to fit in nicely there … it’s a great opportunity for us to gain more exposure for the Fran Johnson’s name.”

      Swing Shift

      Swing Labs measures such things as ball speed, total distance and carry distance, launch angle, backspin, sidespin, and much more, said Fiddler, former director of golf operations at the Ranch in Southwick, who took up Johnson on her offer to join her company. “It dissects the swing in more ways than any human being needs to know.”

      It then crunches those numbers, and rates which equipment options — from balls to clubs to shafts — would be best for the player in question, he said, adding that the software was developed in California, but the system was first introduced in Florida a few years ago and is becoming increasingly popular at golf shops across the country.

      Fran Johnson’s acquired the software early last year, and spent several months getting kinks out of both the technology and the setup for the testing area. The company eventually determined that the original site was too cramped and lacked privacy, so a separate room was carved out of what had been retail space, and racks for clubs and balls were relocated.

      The Swing Labs technology isn’t for everyone, Fiddler admits, but it can help most players. The system essentially picks up patterns in an individual’s performance, and some high handicappers are so inconsistent that that they don’t really have patterns, meaning that Swing Labs isn’t appropriate for them.

      “They go left, and then they go right … they go high and then they go low,” he said of such players. “We could help them, but generally speaking, the better the player, the more this system can benefit them.”

      Meanwhile, the system has a flaw, if one could or should call it that: It can only analyze what the launch monitor sees, meaning the swing that the player in question brings to the facility that day.

      “It can’t analyze what you did last summer,” Fiddler explained, noting that, while the system is ready and able, and the appointment calendar is filling up fast, players would be advised to wait until their swing is grooved for the season before heading to the test mat.

      Sessions take perhaps 45 minutes to an hour, and players are advised to arrive 15 or 20 minutes before their appointment to warm up, and thus maximize the benefit they’ll derive from the analysis. Players generally take 10 to 15 swings, and are given a full readout on their performance, as well as a ranking of several options. Individuals can be tested for irons ($50), the driver ($50), or both ($80).

      And while the focus is obviously on clubs, their dimensions, loft, and other specifications, attention is also paid to shafts and which ball a player should be using, said Fiddler, adding that there are myriad options regarding both, and picking the right one can make a big difference in one’s score.

      “A lot of people don’t realize that 90% is all about the shaft now,” he said. “The way ball flight can be manipulated now by changing shafts is unbelievable; we’ve had a ton of testimonials … people saying they’ve added 20 or 30 yards because of a new shaft.”

      The same is true for balls, he said, using the Titleist Pro V1, a very popular choice among touring professionals and low handicappers, as one example.

      “The majority of people playing that ball shouldn’t be playing it,” he said, adding quickly that this situation exists despite a high sticker price. “They’re hurting their swing; performance golf balls like the Pro V1 are designed for someone who really goes after the ball, swinging really hard and putting a lot of spin on the ball. Maybe 90% of the players out there can’t make a Pro V1 do what it was designed to do.”

      Fiddler told BusinessWest that early indications are that the Swing Labs system will be a popular service, and with good reason — golf equipment today is engineered to help players improve their games, but they must make intelligent choices about clubs and balls, and not make judgments based on TV commercials or how others in the regular Saturday foursome fare with what’s in their bags.

      “If you’re going to spend $400 or a driver or $1,000 on a set of irons,” he said, “you’d better get the right equipment.”

      The Swing Labs system is a natural extension of the services at Fran Johnson’s, said its owner, as is the Hadley location, a move that has been pondered for several years now, but the timing and conditions were finally right to take the leap.

      The expansion, she continued, gives Fran Johnson’s a presence in Hampshire County — something it has never had before and has coveted — and with relatively little risk, or exposure, for the company. The lease is short-term, with the expectation that it will be lengthened, and the rates are favorable.

      “This provides an opportunity to expand our brand, and it wasn’t cost-prohibitive,” she explained.

      The new location will compete against a Dick’s Sporting Goods location on the other side of Route 9, a situation that mirrors conditions in West Springfield, but Johnson believes there are opportunities to both attract Dick’s customers and better serve loyal Fran Johnson’s customers from Hampshire County with another, much more convenient location.

      Addressing the Problem

      The facility will be small, but it will have “a little of everything,” said Johnson, as will the pro shop at Cherry Hill Golf Club, a municipal track in Amherst, which Fran Johnson’s will now stock with equipment.

      The corporate name will be prominently displayed in that shop, she continued, adding that the venture, like the Hadley facility and the Swing Labs system, are relatively low-risk, high-reward opportunities for the company to be even more of a driving force in the local golfing community.

      George O’Brien can be reached at[email protected]

      Opinion

      One of the area residents interviewed by a local TV station said it felt like a family member had passed away.

      At first blush, this sounded a little melodramatic, but the more one thinks about it, there are some similarities. The announcement that low-cost carrier Skybus was shutting down came suddenly, without any real warning, and it left many in the area with a pronounced feeling of loss. This sensation came in different ways for different people.

      For those who used Skybus — and some flew on it regularly — this was a personal loss because it eliminated what had become a popular, low-cost option for business and pleasure travel. And there are few, if any, real alternatives left. And for those who didn’t fly the airline but had read or heard about it, this was the loss of one of the real feel-good stories to reach this area lately.

      Skybus was something positive. A new airline had chosen Chicopee, population 50,000 or so, to be one of its centers of operations, and for nine months or so, things worked at least well as anyone hoped they could, and probably much better than most anticipated. Heck, there were people who showed up at Westover just to watch the planes land and take off.

      And now, it’s gone. Chapter 11 doesn’t always mean the end, but in this case, it’s the end at least for a while; the conditions that doomed the carrier, at least according to its chairman — soaring aviation fuel prices and the downturn that stunted ticket sales — will be with us for a while.

      What are we to take from all this? Many things, actually. For starters, people here can see that this economic downturn, recession, or whatever people want to call it, is very real, and it’s not just something happening somewhere else — it’s happening in Chicopee, as the now-quiet terminal at Westover attests.

      Then there’s the plight of the airline industry, but that’s another story, and there isn’t nearly enough room here to discuss what the demise of several small carriers and changes at some of the big outfits means for the nation, this region, and all those who travel. In short, this sector is in real trouble, and things are probably going to get worse before they get better.

      But what of that feel-good story and the fact that it ended so quickly and so badly? There are some positives that this region can take away from this, and we hope they are not lost amid all the jokes, the sadness, and the frustration.

      First, people need to remember that Skybus, despite what seemed like a good business model, one based on the European carrier Raynair, was a gamble — actually, a pretty big gamble. The people at Westover knew this, Allan Blair and others at the Economic Development Council of Western Mass. knew this, and Chicopee Mayor Michael Bissonnette and others managing that city knew this.

      It was a gamble they thought was worth taking, and while some might disagree, probably with the benefit of 20/20 hindsight, history should prove them right.

      If nothing else, they showed that passenger service in and out of Westover is viable. There are enough businesses, college students, and people with means for a venture here to succeed. Yes, Westover is out of the way, and it is no one’s real airport of choice, but it became one.

      And while the numbers were never very thoroughly crunched, anecdotal evidence suggests that, while the region is good for passenger service, such passenger service is good for the region. We don’t know how many more people came to the Valley because of Skybus, but the service couldn’t have hurt the area, and it probably helped.

      We don’t know enough about the airline industry, or simple mathematics, to know if maybe another airline with a different model and considerably better timing could make it work in this market, but we’d like to think so.

      Looking back, Skybus was (it’s hard to use that tense) fun. It gave the region a little boost, while giving some people a $10 ticket to Columbus, Ohio, where … well, use your imagination. This really was the feel-good story of ’07, but this is ’08, and fun will be just a little harder to come by.

      Like that person said … it really is a little like a death in the family.

      Sections Supplements
      Guy Piccolo Turned a Simple Airport-parking Venture into an International Success
      Guy Piccolo

      Guy Piccolo, owner of Executive Valet Parking and a suite of other national parking services, said recognizing new opportunities early on has been a key aspect of his company’s growth.

      In a way, Guy Piccolo’s career began with a pizza pie and VW bus.

      His father, Domenico, an Italian émigré and long-time owner of Piccolo’s Pizza in Windsor Locks, had purchased a lot of land in the early 1970s, with hopes of relocating his restaurant and, ultimately, lowering his overhead.

      But as he kneaded dough, he began to recognize a different opportunity. Business at nearby Bradley Airport was booming, and the proof was in the passersby — trudging past Piccolo’s Pizza with suitcases in hand.

      “When the parking lots at the airport were full, people would actually park their cars on the soft shoulder of the highway and walk in,” said the younger Piccolo.

      With a vacant lot in his possession, his father capitalized on the overflow. He started by waving cars onto the land, and later shuttling travelers to and from the airport in a bright yellow microbus.

      By 1972, Piccolo Valet Parking was collecting $2 a day per car for the service, and business was bustling — the idea of off-site airport parking was still a new one nationally. However, Domenico Piccolo never got to see the true extent to which his business idea would grow; in 1975, he succumbed to Hodgkin’s Disease, and though still in high school, his son assumed full responsibility for the business at the age of 17, maintaining it for more than 20 years.

      By then, he said he was ready for a change — but the industry his father helped create wasn’t ready to let him go. And through the use of the Internet, this second-generation owner is taking a relatively simple business — parking cars — to a new and different place.

      New Frontiers

      “I thought I wanted to take some time off or try something new, but that only lasted about six months,” Piccolo said with a laugh, noting that he sold Piccolo Valet Parking to a national parking outfit in 1997, only to purchase the existing Executive Valet Parking in Suffield in 1998. He pulled two partners into the venture: Tom Lombardi, former marketing manager at Piccolo Valet; and Bob Bielecki, an IT professional who soon found an intriguing niche in the business (more on that later).

      “Just because you have a great idea doesn’t mean it will work,” said Piccolo. “Without all three of us, this business never would have taken off. We each bring our own expertise to the table.”

      In general, the timing was good for a new business. Like his father before him, Piccolo was able to respond to a parking shortage in the late 1990s, as Bradley constructed a new garage.

      “Three days a week, the lots were full, and cars were being redirected here,” he said. “That’s essentially what grew the business. We were getting 100 phone calls a day.”

      But there was one challenge that Piccolo hoped to surmount at the same time: marketing in his industry was expensive and time-consuming, and not as effective as he would have liked. It required making many print orders for flyers, postcards, and coupons to spread the word, and closing a sale often meant convincing someone over the phone in just a few minutes. Plus, in 1999, the Internet was still a new fad in many households.

      But, saying he’s lucky to have inherited his father’s business sense, Piccolo saw an opportunity on the Web. He and his partners launched executivevalet.com that year, directing travel agents, corporate clients, and others to the site to research and compare parking rates. He said that, with Bielecki’s background in IT and Lombardi’s marketing prowess, the initiative matured as quickly as the Internet itself at the time, and the Web soon became his primary marketing vehicle.

      “It eliminated those printing costs, and all of a sudden, business exploded, so I stayed with it,” he said.

      Wheeling and Dealing

      Instead of merely augmenting his first Web site, however, Piccolo decided to make a bigger move, further integrating technology into the Executive Valet business model. He purchased dozens of domain names related to airport parking and Bradley Airport specifically, such as bradleyairportparking.com, and other variations. All of these URLs directed customers to Executive Valet, and by the early years of this decade, the site was bringing in about $10,000 a month in sales.

      That got Piccolo thinking again.

      “I thought, if this works here, this could work everywhere,” he said.

      Pooling their individual strengths, Piccolo, Lombardi, and Bielecki set out to extend their online presence to other geographical regions. They used the same tactic, reserving domain names, but this time targeted several major airports in cities such as Chicago, L.A., and Miami.

      “We bought as many names as possible,” Piccolo said, “but we had an idea to have one, national Web site doing business in several cities.”

      Eventually, the trio directed all of the domain names they’d reserved to one address, airportparkingreservations.com. They’d forged relationships with eight privately owned airport parking lots and valet services in eight cities across the country, and travelers could log on to the site to reserve a space ahead of time. The new site launched on Jan. 1, 2000, and by June of that year, airportparkingreservations.com was serving 65 cities. Today, it serves 90 cities in the U.S., the U.K., and Canada, offering reservations at multiple locations in most cities. The site charges a nominal reservation fee of $5, and that’s where the business makes most of its profits.

      Further, the site has about 1,500 online partners, which link to the site when offering airport parking services. These partners are largely travel agents and online travel service providers, such as Orbitz, who are paid commissions by airportparkingreservations.com per booking.

      Piccolo said growth was, again, explosive in the first few years, posting upwards of 200% annual increases. Now, it’s leveled off somewhat, but Piccolo still expects to improve on this year’s sales by 25% next fiscal year.

      “When we started, we were the only ones,” he said. “Now, I’d say we have about 30 competitors, but we’re still the largest.”

      On the Fly

      To date, airportparkingreservations.com has booked more than 1 million reservations, and for travelers using Bradley Airport, Executive Valet is still doing well in Suffield, just minutes from the terminal. Plus, the business continues to evolve. Piccolo said another new Web site, called ParkSleepFly.com, was recently launched. Through relationships with various hotels (about 800 of them in the U.S., U.K., Canada, and Mexico), travelers can book a night in a hotel before or after a flight, and also park at the establishment during the trip.

      And he says there are other ideas in the works along the same lines, such as ParkingUSA, which will offer parking reservations at the airports themselves, and CityParkingUSA, which will allow for reservations in lots and garages for drive-only travel to major cities, such as New York and Boston. Both of these projects are expected to roll out this year, in the summer and fall months.

      “The timing is right,” Piccolo said. “We started so early that we got way ahead of the competition, and they’re just starting to catch us now.”

      Indeed, the parking phenomenon Domenico Piccolo started in the 1970s is showing no signs of slowing with his son at the helm. And when asked about its beginnings, the latter is always sure to pull out a photo he keeps on his desk of his dad standing by the VW bus that started it all, still wearing his pizza shop apron, but looking off into the distance — as if he knew big things were on the horizon.

      Jaclyn Stevenson can be reached at

      [email protected]

      Sections Supplements
      Lime Rock Park Launches a Series of Improvements to Rev the Economic Engine
      Skip Barber

      Skip Barber, owner of Lime Rock Park, is currently focused on improvements to the track that will bring in new audiences.

      Fifty years ago, a racetrack opened in Northern Conn. on what was once a potato farm. Today, Lime Rock Park remains one of the most uncommon tracks in the country, but as audiences change and competition mounts, this historic destination is gearing up for a series of improvements and new programs to keep the spectators coming back.

      Maria Jannace, chief marketing officer for Lime Rock Park, says that running a racetrack is a detail-oriented venture.

      There are gourmet hot dogs to secure, for one. Jannace said Lime Rock, an historic facility set in the foothills of the Berkshires in Lakeville, Conn., is no “Oscar Meyer racetrack.” The iced tea, Harney’s, has some cache, too — it’s the official tea of Buckingham Palace.

      Beyond concessions, there are races to plan, sponsors to secure, town noise ordinances to abide, and dozens of one-day events to coordinate.

      “The details are important to every single aspect of running this track,” said Jannace, adding that she started coming to Lime Rock as a child with her “racehead” dad.

      As a lifelong fan-turned-professional, Jannace said she believes that many people don’t have a true understanding of the business of racing, because it’s such a beloved pastime.

      “The racetrack business is unusual,” she explained. “People don’t think about what it takes to plan these kinds of events because, to them, it’s a fun day outside.”

      But the fans are also an extremely loyal bunch — to the track and its sponsors — if not a fickle one as well. Jannace said their opinions color every decision at Lime Rock, and work continues behind the scenes to preserve that carefree feel among visitors.

      “We take people into consideration with everything we do,” she said. “Many of them are attached to this place.”

      And, she hopes, many more soon will be, through a series of ongoing developments at the track aimed at increasing attendance, bolstering an already rich legacy, and diversifying the Lime Rock experience.

      The Rubber Meets the Road

      The park’s owner, Skip Barber, is keeping an eye on one of the larger projects. Barber became a household name in 1975 when he started Skip Barber Racing Schools (he sold the business five years ago, but it remains headquartered at Lime Rock Park, and it is the track’s best customer). Since then, Barber has gone on to lend his name to an entry-level race series, a national championship, and a master’s national championship for drivers over the age of 40.

      On hand opening day in the park’s clubhouse, Barber was busy watching cars that were part of a BMW racing club run the course, and also surveying the newly-seeded lawn.

      He’s a stickler for perfect grass.

      By June, the park will be looking much different, as a series of upgrades to the track itself, some of its buildings, and the surrounding grounds were launched this month. Roughly $5 million has already been appropriated for the projects, a figure that’s likely to cover the start of repairs, but not all of them.

      First, said Barber, frostheaves will be addressed, and the underground causes remedied. The track, already unique in shape, will retain its course, but will be repaved, and a number of ‘optional corners’ are being added to diversify the route.

      “Much of this is a safety issue,” he added. “Cars are getting faster and better.”

      Finally, renovations are being made now to various buildings on the property, including the Club at Lime Rock, a members-only hospitality area Barber hopes to expand. Currently, there are about 100 members, who can take advantage of not only amenities on race days, but reserved ‘club days’ squeezed into the park’s already tight schedule of events.

      “We’ve carved out a chunk of time for the club, because otherwise the track would be full,” Barber said. “We’re in the process of building our membership, and I hope to eventually reach 300 people.”

      Members Only

      Club membership, similar to a country-club or golf-club model, is one way Lime Rock is taking steps to attract new, younger constituencies.

      “We’re looking to develop a new core audience,” said Jannace. “We face an interesting problem here in the foothills; people drive right through. Once we get them here, we know we can get them to come back, but first we need to let people know that this corner of Connecticut is not empty.”

      So far, the promotions, events, and activities at the track, both race-related and otherwise, are doing their job to bring in crowds; Jannace said ticket sales increased by 37% in 2007 over the previous year.

      The track hosts four major events for the public each year: the Grand-Am GT Classic on Memorial Day weekend, which features races as well as an exotic car show; the American Le Mans Northeast Grand Prix in July; the Mohegan Sun NASCAR Camping World 200 in August; and the Rolex Vintage Festival on Labor Day weekend, featuring a collection of historic cars.

      Throughout the track’s season, which begins in April and generally extends through October if weather permits, Lime Rock hosts several types of organizations that rent the course on a daily basis. These include racing and driving schools conducting classes, car clubs, and corporate clients, who can take part in race car-centered team-building activities or simply conduct meetings or hold parties on the expansive grounds.

      For children, there’s a bounce house, a kid’s club, and games, while adults can take advantage of an outdoor market called Locals on the Green, which welcomes area vendors of all types of wares to the track for recurring shopping fairs.

      Several New England-based companies serve as sponsors at the track, and Jannace said she hopes to cultivate that model as well to create a sort of showcase for regional businesses.

      “We’re not looking for mega-brands as much as ‘special attention’ brands,” she said. “Motorsports fans are loyal to sponsors because they understand the expense of the sport. Without sponsors, they realize that there is no operation.

      “It’s a viable way to get a brand’s name out there, and we offer an incredible avenue for people to expose their products to a captive audience,” she added.

      That attention to detail that Jannace says is so integral to running the racetrack is part of the sponsorship process, too. Just as it’s not an ‘Oscar Meyer’ racetrack, it’s not a Budweiser track, either — its official beer is Boston-made Harpoon. Big Y supermarkets sponsors the kids’ club, a Mohegan Sun car can be seen at some races, and while Coca-Cola is a major sponsor and beverage provider, the park has a clause in its agreement to sell Crystal Rock bottled water, another New England outfit, alongside Coke products.

      A Day at the Park

      Jannace said Lime Rock is a unique track for these reasons and many others. While Sunday is considered ‘racing day’ by most enthusiasts, for instance, the park never holds a race on a Sunday, in order to comply with Lakeville’s noise restrictions.

      Physically, the track is also unique in that it doesn’t offer the typical oval-shaped course, nor does it include grandstand seating.

      “It feels like a park — hence the name,” she said. “It’s also the only track in America that has an open hillside for seating instead of grandstands. It creates a very family-friendly atmosphere; often, we see kids flying kites, families spread out with lawn chairs … it really is a day at the park, and we work to maintain that.”

      In fact, the family feel created by the open (if not well-manicured) hillside of Lime Rock Park is just one aspect of a larger effort on the part of park staff to position the track as a destination and a entertainment option in an increasingly competitive market.

      “This is not the healthiest time for sports car racing, and there are a lot of options out there today. People have a lot of choices,” said Jannace. “We compete with other entertainment venues as well as other sports, but even in good economic times we market ourselves as an entertainment venue.”

      These tough economic times are signaling a potential drop in ticket sales this year, but Jannace added that she hopes to counteract this trend through several initiatives aimed at further broadening Lime Rock’s appeal.

      She’s actively promoting the track to European travelers, who are expected to take advantage of the weak dollar during key travel periods, and ramping up promotions. Several sponsors have donated prizes for raffles, such as overnight stays at Mohegan Sun, a set of tires, or a two-day driving class offered by BMW, and the track now has a presence on MySpace to cater to younger fans.

      Landmark Decisions

      Jannace is also looking closely at the arena of historical tourism as another avenue to increase Lime Rock’s visibility. One project she’s particularly excited about is the track’s pending application for inclusion on the National Register of Historic Landmarks. It would be an intriguing addition; presently, there’s only one racetrack listed, the famed Indianapolis Motor Speedway.

      “I think we have a good chance of getting it,” she said. “We’ve been running nonstop for 50 years, and not many tracks can say that.”

      In addition, Lime Rock hosted a race in 1959 that has become one of the most famous events in the sport’s history. Called the Formula Libre, the event marked the first time cars of all different types met on the start line. Jannace said it was a radical concept in racing at the time. “Different types of cars don’t usually mix,” she said.

      Foreign sports cars like Ferraris and Maseratis were matched against sprint cars — high-speed, lightweight vehicles designed to run short distances. Rodger Ward, a driver racing in an 11-year-old Kurtis Midget, made history by winning the race, overtaking an Astin Martin. Ward also won the Indianapolis 500 the same year.

      There are other notable aspects of the track and its history, too, including its ownership. In addition to Barber’s contributions to the sport, Lime Rock’s first owner, John Fitch, made a name for himself developing safety equipment and systems for both racetracks and traditional streets and highways.

      “It’s neat to have had all of those things start here, and they also fit the criteria for a national landmark,” said Jannace.

      Far from the Finish

      She’ll know if Lime Rock made the cut by October, but in the process of culling the many stories of the track — and every last detail — Jannace said she learned enough about its past to build a lengthy list of facts, strengths, and opportunities that will help guide the racetrack through choppy economic waters and beyond.

      “It’s not just about asphalt,” she said. “It’s about creating a sense of place, and the more we learn about the track, the more we realize how varied the reasons are why people love it.”

      Barber, still keeping one eye on the grounds and scanning for brown spots on his prized lawn, agreed that it’s a special spot for many race fans, but added a wrinkle.

      “People say racing is part of a lifestyle,” he mused. “But I think it’s part of life.”

      Jaclyn Stevenson can be reached at

      [email protected]

      Sections Supplements
      There’s Often Some Rough Going in the Business of Golf
      Tim Kurty

      Tim Kurty at the ‘new’ Mill Valley Golf Links.

      It looks like fun — and sometimes it is. But owning and managing a golf course is also hard work, and there are challenges around every dogleg. Owners must contend with mounting competition, swings in the economy, and even the weatherman and the dreaded five-day forecast.

      If Tim Kurty could do it all over again, he would probably change the name.

      When some people hear ‘Mill Valley Golf Links,’ they summon memories from a few decades ago, he said, when the always-picturesque course in Belchertown had only nine holes, was too short by most players’ standards, and was in pretty tough shape, primarily because previous ownership didn’t invest in automatic watering equipment.

      “None of that is true anymore,” said Kurty, a retired MassMutual employee who bought the facility nearly a decade ago with two partners and is now the sole owner. “But a lot of people go with what they remember, and they only know the old Mill Valley.”

      Getting them to try the new version, which opened nine new holes in 2004, is one of many challenges facing Kurty, who is a proud member of a fairly unique fraternity — entrepreneurs trying to make it in a changing, and in many ways more difficult, golf industry.

      “A lot of people say this is a dying sport,” said Kurty, repeating an often-voiced opinion that the game does not resonate with younger generations, despite the presence of Tiger Woods, and that the future doesn’t look as bright as the present or certainly the past. He doesn’t agree with that sentiment, at least based on what he can see from his clubhouse porch. Indeed, Mill Valley, despite those perceptions he noted, remains a popular venue, especially among women and couples, who come to socialize as much as to play golf.

      Still, this is a tough business, he acknowledged, one in which players — meaning those owning the golf courses, not those playing them — must be diligent about all the factors they can control, especially the applicable contributors to overhead, because there are many things they can’t control, like diesel fuel prices or the state of the economy.

      And don’t forget about the weather — or the daily forecasts of same.

      Ted Perez Jr. gives the five-day forecast a prominent place on the list of challenges facing course owners, right there beside soaring insurance costs and a growing population of municipally owned courses that don’t have the same expenses, or revenue pressures, as the privately owned tracks.

      “People like those five-day forecasts,” said Perez, the pro at East Mountain Country Club, a course built by his father in the early ’60s only a drive and a wedge from the main runway at Barnes Municipal Airport in Westfield. “The problem is, the forecasters tend to play up the negative, even the slightest bit of it. If there’s 30% chance of rain, that means there’s a 70% chance that it won’t. But what graphic do they use? — the one of the cloud with rain coming out of it; people see that on Tuesday, and they change their plans for Saturday.”

      Paul Napolitan doesn’t like the long-range forecasts, either, and he says the shorter-range variety can also cause trouble.

      “They kept saying it was going to rain yesterday,” said Napolitan, co-owner with his brother, Tom, of St. Anne’s Country Club in Agawam, which was built by their father in 1963 on his family’s farm. “My office has all kinds of windows … I kept looking out them, saying, ‘where’s that rain?’ We never got a drop, and that happens all the time.”

      Despite those inaccurate forecasts, St. Anne’s has seen steady increases in rounds and revenues over the past several years. Napolitan attributes this to his ability to deliver value — St. Anne’s has one of the lowest rates in the area and is in generally good condition — and some imaginative steps that bring benefits to players and, especially, associate members.

      Take his so-called ‘points program,’ for example.

      Members get points for each dollar they spend beyond their yearly dues, he explained. When they reach 200, they’ve earned a free round, and at lower thresholds they can earn a sleeve of balls or other equipment.

      “We’re innovative here … we do a lot for our members,” he said. “You have to be creative today and really focus on customer service. It’s not like the old days when you could wait for business to come to you; now, you have to earn their business.”

      In this issue, BusinessWest talks with some individuals who won’t round up or down when talking about how many Saturdays were washouts last year — they know exactly, and, fortunately, it wasn’t a big number — and who say that, while golf is a sport, it’s also a very competitive business, and in both cases, it’s not as easy as it looks.

      Avoiding the Rough

      Before talking with BusinessWest on the warm but misty Tuesday that Napolitan referenced (in fairness to the forecasters, it did rain a little in Belchertown), Kurty had just finished putting out yardage markers on several holes. These are white poles placed on the edges of the fairways to tell players when they are 200, 150, or 100 yards from the middle of the green. Earlier in the day, he rung up a few greens fees, sold a membership, took a beer delivery, and met with his insurance agent.

      This, he said, is life for a golf course owner like himself, and it is a matter of necessity, not want.

      “People have to be able to do everything here,” he explained, adding that it is not uncommon for those who mow the fairways to fill in behind the bar or in the kitchen if needed.

      There is no counter in the pro shop at Mill Valley — “people get trapped behind a counter,” said Kurty — and one person will usually act as cashier, armed with a wireless credit-card swiper, starter (the individual charged with getting groups off in good order), and designated checker for coolers; courses lose money when players bring their own beer on the course, and there are strictly enforced rules forbidding such action.

      Perez can relate to all this. On the day he spoke to BusinessWest, he opened the pro shop, as he always does, but also got a pot of coffee going in the snack bar area in preparation for a group of senior men heading out in about a half hour; it’s still early in the season, and the person handling the snack bar doesn’t come in until 8:30 or so — much later than she would in the middle of summer — to reduce costs.

      The ability to multi-task is just one skill that golf course owners and managers must possess, said Napolitan, adding that they must also be determined, imaginative, and responsive to the needs of customers.

      These are all lessons he learned while growing up with the game — and the business.

      His father started with nine holes that he designed and built himself, and added a second nine in 1970. Napolitan said he handled every job there is on a golf course, starting when he was in grade school. “I was a cart kid, I washed dishes … I did everything.”

      Those experiences gave him an appreciation for how a staff has to work together efficiently to make an operation run profitably, he said, before returning to that word ‘innovative’ to describe the approach he and his brother take at St. Anne’s.

      “Sometimes it’s little things, but important things, like our cart enclosures,” he explained, referring to the devices that protect occupants from cold, wind, and rain. “Things like that add up; overall, though, it comes down to having what every business must have — a good product.”

      That adjective couldn’t be applied to Mill Valley, or at least not to the course, said Kurty, when he and partners Silvia Bertolaccini, a former LPGA player; and Stan Kogut, the long-time course superintendent at Ludlow Country Club, acquired it.

      So the three pumped some money into the layout and the clubhouse, with the goal of building upon a loyal membership base that existed despite the course’s problems. The biggest investment came in the form of a second nine holes.

      The partners acquired 150 acres from the Canadian National Railroad, then swapped that land for 54 acres closer to the original nine holes that were owned by the town. Kurty and Kogut, who passed away last year, designed a few of the new holes themselves, and also did some of the tree-clearing work while also handling the extensive permitting and red tape that accompany such an undertaking.

      “When you build a golf course, you get to meet a lot of people at the DEP,” said Kurty, referring to the state Department of Environmental Protection. “And you get to know them on a first-name basis.”

      The investments, totaling roughly $3 million, have paid off, said Kurty, noting that they have helped to stabilize and expand the membership base, while also (through the help of some aggressive marketing) bringing some new players to the course. Overall, the Mill Valley operation is at or near the break-even point financially, and with most of the hard work and major expenditures in the rear-view mirror, the future looks bright.

      “The course just has to mature some,” noted Kurty, adding quickly, however, that he, like all course owners, must be diligent to control expenses, while making the venue attractive to a broad range of constituencies.

      Going for the Green

      Perez concurred. He said there was a time when the nickname ‘Easy Mountain’ used to bother members of his family. It doesn’t anymore.

      The moniker has become part of the local golfing lexicon to connote that the layout is not as demanding as most others, primarily because it’s short and, for the most part, wide open. Some steps, such as the addition of a few new sand traps, have been taken over the years to make the course a little tougher, said Perez, but “the Mountain,” as it’s also called, will always be what his father intended it to be — a place for working people of average golfing skills — and it won’t pretend to be anything else.

      “Nowhere on the scorecard does it say that this is a ‘championship’ course, because it’s not,” he said, adding that the track appeals to a broad range of players, including women, and this helps at a time when competition is mounting, the number of golfers remains relatively flat, costs are soaring, and courses like East Mountain simply can’t pass on all those increases to the players in the form of higher greens fees.

      Not when there are several municipal courses in the area that have lower fees, lower expenses, and even get grants from the Legislature, like the one given to the Ledges in South Hadley to build a new clubhouse.

      “They got a $260,000 grant — they don’t have to pay that back,” said Perez in a voice displaying a sense of astonishment, as he referenced the Ledges, the still-struggling ‘muni’ that opened a few years ago. “Some legislators told us that municipal golf courses were long ago put in the category of parks and recreation. Well, it’s not recreation, it’s a business.

      “It’s not a level playing field,” he continued, referring, again, to the municipal tracks and some of the competitive advantages they enjoy. “We put a big addition on our clubhouse years ago … we got a grant, too; it was called a loan from the bank, and we had to pay ours back; banks are rather insistent about that.”

      While he tried, unsuccessfully, not to rant about municipally owned courses, Perez said they comprise just one of the challenges facing golf-course owners today. Overall, he said, there are still ample revenues for the courses in the area, but expenses are rising at an alarming rate, and facilities like his can’t pass them on.

      Using diesel fuel as an example, he said those skyrocketing costs touch everything from the equipment used on the course to the food served in the snack bar. Meanwhile, other costs, from labor to insurance, are also soaring.

      “Our insurance bill this year is $149,000,” he said. “Just 12 or 15 years ago, it was more like $50,000. Many of our expenses are moving in that same direction, so you have to get as many rounds as you can.”

      Thus, East Mountain opens early in the season and stays open late — it has developed a reputation as a course one can play when others are closed — but sometimes Mother Nature prevails, such as this past winter.

      “We closed last December 3rd, and didn’t open again until March 14th,” said Perez, adding that he doesn’t have to check those dates — they’re etched in his memory. “In the winter of ’06 and ’07, we were closed for seven weeks total; this past winter it was three and a half months. Things have a way of balancing out, but it’s hard when you have no control over things.”

      To survive and thrive in this environment, said Kurty, privately owned courses have to do whatever is necessary to control overhead, while also being creative in developing new revenue streams and creating new customers.

      As an example, he pointed to the two large card tables that were still occupying the pro shop in early April. They were used for Texas hold ’em events on Friday nights during the winter, one of the many steps taken to keep revenues coming in during the long offseason.

      Kurty went as far as to describe Mill Valley as “a great sports bar with a golf course wrapped around it.” Elaborating, he cited events such as regular summer clambakes; for $45, participants can play a round of golf and eat lobster and clams.

      Napolitan told BusinessWest that the focus on customer service at St. Anne’s has yielded strong results. The club now boasts 600 members and has been averaging nearly 50,000 rounds per year, which is about the max.

      “We peaked in 2005 — it was so crowded we couldn’t get people out,” he said, adding that volume has decreased only slightly, and he believes the future is looking good for his club and the industry in general.

      “I think golf is picking up, and Tiger Woods has certainly had something to do with that — he’s bringing people into the game,” he said. “Overall, this is still a fun business. I love it; it’s great coming to work every day.”

      Perez wouldn’t go that far.

      “This used to be fun, and a lot easier — if you had a course in the ’90s and it wasn’t making money, something was wrong,” he said. “Now, it’s a lot harder.”

      Clubhouse Turn

      Perez told BusinessWest that his now-semi-retired father still jokes about one of the things he would do if he could do it all over again.

      “He said he would have bought up all the radio stations in the area,” said Perez, “and for the weather forecasts, every day they would say ‘sunny and in the 80s.’”

      That would have eliminated just one of the challenges facing golf course owners, and there are plenty more, as Perez and others noted.

      This is a realm the Legislature may consider parks and recreation, but it is really a business — one in which adversity as well as storm clouds (real and proverbial) are par for the course.v

      George O’Brien can be reached at[email protected]

      Sections Supplements
      Liability Coverage Is Critical to a Company’s Insurance Planning

      Running a business is an endless challenge to gain and keep customers, control expenses, outwit the competition, and keep a productive and efficient workforce. You also have to prepare for ordinary but potentially critical threats to your company’s survival: physical losses to your building, equipment, or cars; an injury to one of your workers; and, of course, the possibility of someone suing your company, alleging that an employee did something wrong or was negligent in some way.

      Fortunately, much of the impact of these ordinary but very real risks can be reduced or mitigated through the use of an insurance program that includes a general-liability policy and a property-insurance policy. Additionally, Massachusetts requires that corporations purchase workers’ compensation insurance, and also requires all automobiles to have liability insurance.

      With this full insurance planning in place, a business may be financially protected from the impact of most risks it faces. However, this ‘insurance confidence’ may be premature. The company still faces the critical exposure of a lawsuit brought on by an employee. In fact, statistics show that an employer is more likely to have an employment claim than a property or general-liability claim. And, unfortunately, a standard general-liability policy specifically excludes employer’s liability.

      It might be easy to think some types of ‘discrimination’ lawsuits happen only in large companies. Past results show this not to be accurate. A surprising 41% of all employment-practices liability claims are brought against small businesses consisting of 15 to 100 employees. However, many employers reason that they ‘know’ all their employees and this would not happen in their company. However, they do not know everyone they interview for a job, and those applicants can certainly claim discrimination.

      Necessary Measures

      Many business owners may believe that their general-liability policy will respond to any lawsuit brought against them. This is not the case. In order to have insurance coverage for this exposure, an employer needs to purchase an employment-practices liability-insurance (EPLI) policy.

      The EPLI policy has been developing over the past 10 years. It has grown to be more than a policy regarding sexual harassment. When evaluating a proposed EPLI policy, it is important to review the key elements to determine which are more favorable to your situation. The key elements of this type of policy are the acts that are covered, the types of damages covered, and the specifics of your defense.

      Insurance carriers that offer EPLI cover what are considered traditional wrongful-employment practices, such as discrimination, harassment, and wrongful termination. However, employment-practices law has evolved rapidly, and creation of additional causes of action can outpace the development of some insurance policies. Other covered acts to look for include failure to provide equal-employment opportunities, retaliatory discharge, employment-related misrepresentation, wrongful deprivation of career opportunity, wrongful failure to hire, and termination in breach of an implied contract.

      It is common for the EPLI policy to pay for compensatory damages. However, in these types of cases, any ruling of guilty can include fines, penalties, and punitive damages. You should be clear on the types of damages that are covered under the policy before you accept the proposal. You want to be sure that the policy will reimburse you for all the costs to defend the case, regardless of whether you win or lose. In the event the employee wins the suit, you want to be reimbursed for the judgment and settlement costs.

      It is probably true that the majority of employment practices claims are settled out of court. However, that does not mean that the legal costs to dispute a case are insignificant. It is reported that the average defense cost for an EPLI case is over $45,000.

      Because defense costs can be such a significant portion of the claim, it is important to understand how those costs impact the limits of the policy. In some cases there could be a separate limit for defense costs. Other carriers may include defense, judgment, and settlement costs all within one limit.

      Other Issues

      Another issue in regard to the defense of your employment-practices claim is your right to influence the defense attorney and that individual’s strategy. It is important to understand your ability to select or the input you have in the selection of the attorney defending your case. Under some policies, the attorney may be designated entirely by the insurance carrier.

      Another critical element of the defense is the settlement conditions. Some policies may require you to consent to the recommended settlement offer or you will forfeit the coverage provided. Other policies may impose a dramatic increase to your co-insurance percent.

      An employment-practices liability-insurance policy has many critical details that will make a real difference when a claim comes your way. In order to exercise the most influence over the many issues discussed here, you could purchase an EPLI ‘standalone’ policy. This would allow you greater flexibility over the terms of your policy. However, for those business owners whose insurance program consists of a business owner’s policy, many insurance companies now offer some optional EPLI coverage that may be added.

      It is important to discuss what options are available with your independent insurance agent. While it may be a little difficult now to work through the details of such an involved insurance policy, it will be time well-spent in the likely event of an employment-practices claim.

      Sections Supplements
      Auto Insurance Gets Competitive in Massachusetts

      The last time Massachusetts introduced market competition to auto insurance, the experiment lasted only 12 months. Now, 30 years later, the state has once again shifted away from its fully regulated system into something called ‘managed competition.’ The state insurance commissioner vows to steer clear of past mistakes and promises rate reductions for many drivers. But motorists with not-so-clean records may be surprised to see their costs going up — while insurance agencies help consumers navigate an often-confusing maze of new options.

      Is the Bay State’s switch to competitive auto insurance rates cause for celebration or concern? The answer might just depend on your driving record.
      “The new, managed-competition system penalizes people with bad driving records, and rates are going to be higher for operators who are considered higher-risk, which includes youthful drivers,” said Diana Paris, personal lines manager for the Insurance Center of New England in West Springfield. “At the same time, good drivers are seeing big savings, and that’s a good thing.”
      “Based on what we’re seeing, a lot of people are going to save money — primarily the best drivers,” meaning those with the fewest accidents and citations on their record, noted James Phaneuf, owner of Bell and Hudson Insurance Agency in Belchertown. “Early indications seem to be that less-experienced drivers may pay slightly more for their insurance, so not everyone will save money under this system.”

      For much of the past century, all rates for automobile insurance in Massachusetts have been set by the state Division of Insurance — until this month, the only such regulated system among the 50 states. Anyone who requested a premium quote for a certain level of coverage would receive the same price from any number of companies, unless they were eligible for a group discount.

      Managed competition, which began on April 1, allows insurance companies to offer their own rates. Although these rates may vary, they must still be approved by the Division of Insurance — hence the term ‘managed.’ For the first time since a disastrous attempt at changing the system 30 years ago, Massachusetts drivers may now compare the different rates, benefits, and services offered by the 19 insurance companies competing for their business in the Commonwealth.

      Many are busy doing just that, and — if the agencies interviewed by BusinessWest are any indication — actively seeking professional help to navigate the sudden plethora of options.

      “There are some fairly subtle pricing differences between companies — and some significant ones,” said William Grinnell, president of Webber and Grinnell Insurance in Northampton. “The good thing about being an independent agent is that we represent several different insurance companies and are able to shop them to consumers. So we’re getting a lot of calls asking, ‘what’s my premium going to do?’ ‘Can I do better with another company?’”

      The verdict is still out on how many motorists will actually wind up paying less, but consumers and agents alike have been generally receptive to the change, which is also bringing new business into the Bay State; Progressive Insurance will begin selling insurance to drivers here in May, bringing the total number of competitors to 20.

      In this issue, BusinessWest examines the benefits of managed competition, as well as some the possible pitfalls, as insurance options open up like a six-lane highway.

      Engine Stall

      Under the prior, regulated system, insurance providers were required to apply specific surcharges for certain accidents and traffic violations, a program known as the Safe Driver Insurance Plan (SDIP). Now, insurance companies will be permitted to develop their own rules, subject to state approval, for imposing surcharges for at-fault accidents and traffic violations. They may also use the state-established SDIP in setting their rates.

      The last time Massachusetts waded into managed competition was three decades ago, and the result was not exactly what state leaders had intended. Consumers weren’t given much time to prepare for the change in early 1977, and premiums shot up more than 25% for some motorists. Lawmakers quickly passed a law capping increases at 25% over 1976 levels, and in 1978, amid widespread discontent, Massachusetts reverted to a fully regulated system yet again.

      In 2005, then-Gov. Mitt Romney once again called for a more-competitive system, and in 2006, Gov. Deval Patrick promised during his campaign to increase competition to lower insurance rates. Last year, state Insurance Commissioner Nonnie Burnes, a Patrick appointee, began doing just that.

      To avoid the rate-spike problems of 1977, she capped any increase at 10% for the worst drivers, as well as forbidding insurance companies from using certain socioeconomic factors, including credit scores, in setting rates.

      The decision hasn’t been without controversy. Martha Coakley, the state’s attorney general, has called the new system “confusing” and frets that some drivers, even many with clean records, could face rate increases. But competition also opens up a world of price incentives that allow drivers to shop for the plan that best suits their own circumstances. Among them are:

      • Accident forgiveness. “One difference is the disappearing deductible,” said Grinnell. “If you’ve been with a company for a certain number of years, if you have an accident with a $500 deductible, certain companies will forgive that deductible. And if you’ve owned a car for 10 months and it’s totaled, they might buy you a brand-new car, rather than one that’s depreciated by 10 months. Those little built-in bells and whistles are nice additions, but they’re not necessarily across the board.”

      • Elimination of ‘short-rate values.’ These are fees that insurers typically charge for early cancellation of a policy. But under the new system, some customers will not have to wait for their policies to expire to rework them or change companies altogether. “One way insurers are competing for your business under managed competition is by offering to waive or credit short-rate values. Others are rewarding customers who stay with them,” said Burnes. “You should check with your insurance agent to determine the insurance choices that are in your best interest.”

      • Discounts when someone insures both their house and vehicle with the same company. Not all insurers offer this incentive, and even when they do, there’s an important caveat. “Insurance companies can’t use your credit as an underwriting tool on auto insurance, but they can and do use it on home insurance,” said Phaneuf. “So, while it generally makes more sense now to have your home and auto insurance with the same company, it’s not always easy to place them with the same carrier if there’s an issue of bad credit.”

      In general, he added, “it’s more complicated now. You need an agency with a trained staff to guide you through the maze.” For that reason, area insurance agencies generally agree that the change to managed competition will be good for their business, because a more complex landscape should funnel more customers to them for help.

      “Is it going to be more confusing? Yes,” said Phaneuf. “Every company has different rates, policy features, and benefits. More than ever, people are going to need an independent agent to go to work for them.” At the same time, however, auto insurance has become more complicated for the agencies, too, meaning they’ll have to work to earn the extra business.

      “It’s going to make the agent’s job tougher than it was previously,” he continued. “In the past, there was one state-set rate, and we competed in areas other than rate — such as being local, having a professional, trained staff, and being involved in the community. Those are still critical areas, but we realize that price is important to customers.”

      Paris noted that motorists won’t always get all the information they need from advertisements and Web sites. “It is confusing, and the hype and advertising on television don’t tell the whole story,” she said. “They tell the good parts, but not the bad parts. Someone who had two accidents roll onto their driving record last year might call us, saying, ‘I can save all kinds of money,’ but the price actually went up.”

      Road Conditions

      Coakley has argued that the average auto insurance rate would have declined this year without managed competition, an assertion with which Phaneuf agreed. “So, whether managed competition is a good thing will take a couple of years to figure out,” he said. “Personally, I think a less-regulated market will be a good thing, particularly for good, responsible drivers.”

      Indeed, Burnes said drivers with clean records should see a 10% savings, on average, in the coming year, perhaps more if they shop around. The Division of Insurance is helping consumers do just that with a Web site (www.mass.gov/autorates) on which users can answer a few questions and generate a list of sample premiums being offered by the state’s 19 insurers (Progressive will increase that number to 20 next month).

      “When consumers use our site, they are struck by the huge variations in prices and discounts being offered by different companies, and it really motivates them to get serious about calling their agent and starting to comparison-shop,” Burnes said.  “The savings for good drivers has the potential to be significant, so it’s worth it for all consumers to do a little legwork.”

      BusinessWest has heard reports of confusion with the Web site, with some customers complaining that the rates quoted on the site don’t jibe with those quoted by an agent. Paris said agents expect questions and even some confusion, but they also see the value in giving consumers a choice.

      “It’s more complicated, and people who want to save money have to do a little homework,” said Grinnell. “But I think competition is a good thing, not just for consumers but for agents, too, because competition makes all of us better.”

      Features

      It’s Not Exactly Business as Usual in the Valley, but There’s No Panic, Either

      ‘Survival mode.’
      That’s a term being seen and heard with increasing frequency these days as the media covers the ongoing economic downturn and how individuals, families, businesses, and municipalities are responding to life within it.

      This phrase and others like it may accurately depict the current picture within some areas of the country, and even some parts of the Bay State, said Ken Albano — putting the accent on ‘may’ — but they’re a bit overblown for the Pioneer Valley, where, it seems, most companies seem intent on doing more than merely surviving.

      “A lot of people are saying, ‘knock on wood, I’m doing OK,’” said Albano, a business law specialist with the Springfield-based firm Bacon and Wilson, who spoke about life for his clients, as well as for his law firm. “They’re just not saying it very loud because they’d prefer to fly under the radar screen and not say they’re doing OK, in case something happens.”

      Others used different words and phrases to convey essentially the same thing — that the economic downturn (there still appears to be some debate over whether this is officially a recession) has business owners cautious and wary about what might happen. But no one is yet drawing up comparisons to 1991, the height of the last deep recession, when the phones simply stopped ringing at many companies.

      It’s not exactly business as usual in this region, by most accounts, and there are some definite signs that times are tough. Indeed, the demise of low-cost carrier Skybus earlier this month brought the downturn home to the Valley and, specifically, to Westover Metropolitan Airport in Chicopee, with an exclamation point. Meanwhile, there are real concerns about the residential real-estate market and its fate. There is talk of large-scale cutbacks across the Commonwealth as state and municipal officials grapple with budget deficits and declining tax revenues, and most all businesses have been touched in some way by high gas prices and sky-high diesel fuel prices.

      But many of those asked to give a quarter-pole analysis of 2008 and the state of the local economy were sounding mostly optimistic tones. Here are some observations:

      • Laura Stevens, president of the regional offices of Keller Williams Realty, said that, contrary to popular opinion, houses are moving — if they’re priced right, that is. “The problem we have is that a lot of people simply don’t want to believe that their house has lost 10% of its value since last year, and they’re stubborn,” she said, referring to the average drop in the Valley, by most estimates, that she believes represents a market correction that was overdue. Stevens remains optimistic that sellers will come to grips with reality and that, likewise, buyers will realize that there is no real advantage to waiting, two prerequisites for reducing a bloated inventory that is keeping prices lower. The question is, when?

      • Arlene Putnam, general manager of the Eastfield Mall in Springfield, said most retailers there enjoyed a fairly strong February — “why, no one is really sure.” Despite mostly gloom-and-doom headlines and sound bites locally and nationally, she expects this sector to hold its own amid a general decline in consumer confidence and capitalize on those economic-stimulus checks that people will be getting later this year.

      • Kenneth Boutin, senior vice president and senior credit officer at Holyoke-based PeoplesBank, wasn’t projecting a strong first quarter for commercial lending activity last fall, but to his surprise the numbers are solid, with business owners in many sectors making investments in new equipment and facilities. Some industry groups are doing better than others, he acknowledged — hospitality is struggling somewhat, for example — but most are exercising caution, not hunkering down.

      • Joe Ascioti, president of Reliable Temps in Agawam, said that, thus far, he’s seeing little evidence of companies cutting back or delaying planned hiring. He admits, though, that the picture is seriously clouded by the much-bigger story — ongoing struggles in many sectors to find enough good help. This is evidence, he said, that shortages in labor that many have projected for years down the road — when smaller generations are going to be asked, unrealistically, to fill the huge void left by retiring Baby Boomers — are already here.

      In this issue, BusinessWest takes an in-depth look at the economy as the second quarter of ’08 begins, and the issues that will determine what happens short- and long-term.

      House Money

      Stevens told BusinessWest that, in response to one reporter’s question a few months ago, she said that “if there was a recession, her company was choosing not to participate in it.”

      That was her way of saying that Keller Williams is having a solid start to ’08 and that, overall, the local housing market is not as depressed as many other areas of the country, nor is the picture as bad as most would believe.

      She used the word “stable,” and went so far as to say that a long, bleak winter may have as much to do with the current conditions as any downturn in the economy, and that the picture will improve when the weather does.

      “We’ve been ignoring the headlines and advising our clients to essentially do the same,” she said. “We tell them that if they put a reasonable price on their house, someone will buy it. I can sell anyone’s house in a day — you just have to price it right.”

      It appears that not enough people in the Valley are heeding such advice, because the local housing market has declined to the point where firms such as Bacon Wilson, which handle large volumes of real estate closings, are certainly feeling an impact on the bottom line.

      Albano said this is part of a broad trickle-down effect from a slow housing market that he and most others believe is perhaps the most important factor impacting the fate of the local economy short- and long-term. That’s because this trickle-down impacts businesses ranging from law firms to homebuilders to retailers, and it’s real, based on what he’s seen and heard anecdotally.

      “It all starts with the real estate market, and right now, it’s slow,” he said, adding that he can qualify matters more easily than he can quantify them. “There were times during the boom three or four years ago when a deal would come in the door and you’d have to order a title exam from the local title examiner. The feedback you’d get was, ‘maybe next week at the earliest.’ That’s not happening now; people are sitting around waiting for the phone to ring because people aren’t buying and selling homes.

      “I represent a few local developers who opted to get into the over-55-development concept,” he continued. “It still is a great concept … but for people to move into one of these complexes, they need to sell their house; there’s a big backlog of inventory at these over-55 developments because people have signed up to move in but they can’t until they close on their existing home.”

      While he insists he’s a “glass-half-full person,” and sees plenty of positive signs regarding the economy, Albano says the residential market is the key, and there are real questions about when it will rebound. “I’m glad I’m not a mortgage broker right now, and I’m glad I’m not a Realtor.”

      Stevens is a Realtor, and she expressed some cautious optimism that the market will improve, but included a number of caveats. Specifically, she said some attitudes will have to change if the big picture is to brighten considerably.

      Elaborating, she said that both buyers and sellers should think through their strategic outlook and not respond to headlines, perceptions, or their what neighbor might be thinking or doing. For sellers, she said, most expectations on price are not realistic, and this is contributing to high inventory: “if a house is priced right, it will sell; if it’s not, it won’t.” As for buyers, if they wait to pull the trigger due to reasonable expectations that prices will go still lower, they will only see any benefit offset by rising interest rates.

      When or how much they’ll rise is anyone’s guess, she continued, but logic dictates that they can’t go much, if any, lower. “Once the economy stabilizes, rates will rise, and buyers will be sorry.”

      Overall, Stevens said sellers are only hurting matters by rushing to sell now, amid fears that conditions will only worsen. Such actions will simply turn those fears into reality, she explained, because a glut of homes with ‘for sale’ signs keeps prices down, while giving buyers more reason to hesitate, which just deepens the cycle.

      “More people are trying to sell because they fear what’s coming — sellers are the ones panicking the market,” she said, noting that her firm currently has about 130 listings, when it normally would have roughly 90. “If they would just stay put, the inventory would go down, buyers wouldn’t have so much to choose from, and they’d bid against each other on houses.”

      Banking on It

      While the residential housing market bears watching, so too does the commercial-lending realm; when conditions worsen, some business owners will put off expansion plans or investments in new equipment and facilities until they feel more confident about the future.

      But thus far in ’08, there has been little such hesitancy, said Boutin, who admits to being more than little surprised by the numbers recorded by the PeoplesBank commercial-lending department thus far this year.

      “We’re ahead of the pace for the past few years,” he said, attributing this to, among other things, several strong sectors, including health care and education, as well as a manufacturing base that is considerably smaller than it was years ago, but still has many strong players that have flourished in niche markets.

      “This market doesn’t see as the highs or the lows that other areas, like Boston, do,” he said, referring to the Valley’s traditional performance during economic declines and upswings. “We’re ‘steady Eddie.’”

      Donna Bliznak, vice president of Commercial Loans at PeoplesBank, told BusinessWest that there isn’t much, if any, speculative borrowing at present, but companies are responding to what they need in terms of growth strategies. She cited one manufacturer that secured $1 million for new equipment and another that borrowed $2 million to invest in new technology. “There’s been a steady stream of business coming in the door.”

      Mary Meehan, another vice president of commercial loans at PeoplesBank, said the commercial real-estate market remains fairly steady, with many clients and potential clients looking for investment opportunities.

      Still, all three bankers noted that it’s early in ’08, and many business owners are still analyzing year-end accounting statements. The next few months will provide a good barometer of overall business confidence, said Bliznak, adding that some sectors are more vulnerable to worsening conditions than others.

      One sector that would certainly appear to be in harm’s way is retail, and some components of this industry, especially restaurants, hotels, and other hospitality-related businesses, are being impacted as consumers tighten their belts.

      Putnam acknowledged that seemingly non-stop gloom-and-doom coverage of the scene nationally tends to wear down consumers — “those headlines scare people” — but she is optimistic that the worse may be over, and some first-quarter numbers support her positive feelings.

      Indeed, while most retailers did not enjoy a good holiday season and that trend continued into ’08, there was, at least at Eastfield Mall, a noticeable bounce in February.

      “Many of our stores reported increases over last year’s numbers,” said Putnam, adding that some imaginative steps, such as a ‘summer in February’ program staged during school vacation week, succeeded in bringing people to the mall.

      “And if you can get them to the mall, they will spend money in the stores and eat lunch here,” she said, adding that confidence among consumers remains generally high locally, and it should remain that way unless the situation changes for the worse in dramatic fashion.

      And she doesn’t believe it will. A veteran of several economic cycles, Putnam said that, generally, when people start talking about definitely being in a recession (as many economists are with regard to the current conditions), the nation is already on its way out of recession.

      “I think we’ve hit that magic point, and there’s no place to go but up,” she said, expressing confidence that a presidential election, which generally helps boost an economy, coupled with those economic-stimulus checks, should brighten the picture for retailers within a few months, and certainly by back-to-school sales time.

      What the jobs picture will look like by then is anyone’s guess, said Ascioti, who admitted that he is having a hard time making complete sense of what’s going on now. In general, he said, businesses are not showing signs of cutting back or putting off hiring, and are proceeding as they would during better times.

      But there is a problem, he continued, noting that businesses in many sectors continue to struggle in their search for qualified help. Many are turning to companies like Reliable Temps for help, he continued, which helps explain a strong Q4 in ’07 and a good start to ’08 for the firm.

      “Companies are wanting us to find them good, quality people they can hire, and to me, that’s not indicative of a recession,” he said. “All of our seasonal people are starting to pick up, and our phones are ringing; we’re seeing a lot of people looking for work.”

      But it leads to questions for the long term. “People were projecting that, down the road, there would be real shortages of people for many different jobs because the Boomers would be retiring and there wouldn’t be enough members of the younger generations willing to go into those fields,” he said. “Well, it’s starting to happen now.”

      Summing things up, Albano said Bacon Wilson is responding to the current downtown as most responsible businesses would — with caution and what he called “smart spending.”

      This strategic approach applies to everything from additional hiring to marketing to charitable giving, such as sponsorship of benefit golf tournaments. “We’re going to be prudent and spend when and how it makes sense to do so.”

      That’s all most companies are doing for now, he said, displaying that ‘glass-half-full’ mentality. “I talk to a lot of people in business, and, for the most part, they are doing OK.”

      Knock on wood.

      Departments

      Power Breakfast

      On March 28, the Western Mass. public colleges — Greenfield Community College, Holyoke Community College, Springfield Technical Community College, and Westfield State College — hosted a breakfast at STCC for the Western Mass. legislative delegation, to discuss budgets and funding needs for the educational institutions. First, HCC President William Messner gives information on the dual-enrollment and endowment-incentive programs. Second, STCC President Ira Rubenzahl (second from right) is shown with legislators (left to right) Rep. Cheryl A. Coakley-Rivera, Rep. John W. Scibak, Rep. Donald F. Humason Jr., Sen. Michael R. Knapik, Rep. Angelo Puppolo, Rep. Michael F. Kane, and Rep. Thomas M. Petrolati, speaker pro tempore. (Legislators not shown are Sen. Stephen Buoniconti and Rep. Benjamin Swan.)

      Departments

      The following Business Certificates and Trade Names were issued or renewed during the months of March and April 2008.

      AGAWAM

      Alena M. Martin’s Transcription Service
      55 Norris St.
      Alena M. Martin

      All-Event Tent Rental
      88 Butternut Dr.
      Sean Walsh

      Connecticut Pie Inc.
      120 Bowles Road
      Patrick Macari

      The Salon
      5 South End Circle
      Kirsten Hughes

      Northeast Infrared Tech
      73 North Westfield St.
      Brendon Pohner

      On Time Auto Service Inc.
      14 Sherwood St.
      Bryan Perry

      The Pink Elephant
      1090 River Road
      Debrah Tlaszcz

      AMHERST

      Affordable Housing Perspectives
      37 S. Prospect St.
      Joseph P. Heneful

      HouseHealing.com
      21 Hadlock St.
      David Farkas

      Latinos
      460 West St.
      Norma Lopez Streciwilk

      Lukengu Painting
      730 West St.
      Lukengu Tsimpanga

      CHICOPEE

      Artworks
      185 Chicopee St.
      Kimberly L Haight

      Cote Construction Co.
      65 Langevin St.
      John G. Cote

      Lasting Impressions
      705 Britton St.
      Jeremy A. Lempke

      Mass Energy Savers Corp.
      267 Chicopee St.
      Christian B. Poirier

      EAST LONGMEADOW

      Wheeler & Son
      132 Allen St.
      Jack Lawrence Wheeler

      White Dog Services
      191 Maple St.
      Robert Nowak

      GREENFIELD

      Aerus Electrolux
      34 Bank Road
      Joseph Knight

      Concentra Urgent Care
      489 Bernardston Road
      America Current Care of Massachusetts

      Midnight Auto Inc.
      112 So. Shelburne Road
      Lawrence Hoffman

      Pace Coaching
      44 Plantation Circle
      Debbie Turgeon

      The Greenfield Firm
      125 Mohawk Trail
      Bharti K. Patel

      Reflexology Center for Natural Wellness
      127 Leyden Road
      Susanne M. Whitney

      HOLYOKE

      Cano’s Used Tires
      640 South Bridge St.
      Pedro Garcia

      Eyewear Fashion
      50 Holyoke St.
      Abous Khan

      Golden China
      455 South St.
      Guo Lian Chen

      Holyoke Animal Hospital
      320 Easthampton Road
      Linda J. Henderson

      Mt. Tom Groom Shop
      320 Easthampton Road
      Linda J. Henderson

      Mt. Tom Kennels
      320 Easthampton Road
      Linda J. Henderson

      Patalarga Auto Repair
      63 Commercial St.
      Pablo Guerrero

      Snap Fitness
      506 Westfield Road
      David Garvey

      South St. Market & Deli
      512 South St.
      Luis A. Alvarado Jr.

      The Desired Image
      592 Dwight St.
      Sandra Santiago

      LONGMEADOW

      Fun N’ Sun Travel & Cruise
      33 Woodland Road
      Karin K. O’Keefe

      LUDLOW

      Biermann Plumbing & Heating
      23 Oregon Road
      Kevin J. Biermann

      NORTHAMPTON

      Lieberman’s Gallery
      34 North Maple
      Douglas Kerwin

      Movement Resource
      100 Main St.
      Jennifer Sarah Polins

      NewYork Shop Exchange
      263 Main St.
      Marcia J. Hawkins

       

      QA3
      69 Old South St.
      Elizabeth Hynes

      PALMER

      Palmer Co-op Center
      1239 South Main St.
      Paul & Jane Vatour

      Revolutionary Gamer
      1428 Main St.
      Steven J. Provost

      Win Win Investing
      3166 Main St.
      Shawn N. Galarneau

      SOUTH HADLEY

      Arbor Valley Landscaping
      28 Fairlawn St.
      Michael A. LaValley

      Developingwebsite.com
      319 Alvord Place
      Robert Magels

      Easy St. Antiques & Collectibles
      35 Easy St.
      John J. Perreault

      Heart Beats
      82 Charon Ter.
      Alice Lachman

      Jag & Son Carpentry
      568 Granby Road
      Paul M. Jagodowski

      SPRINGFIELD

      Jane’s SPA Inc.
      249 Belmont Ave.
      Fenghua Yu

      K & M Group of Companies
      35 Larkspur St.
      Monday Adenomon

      Kim D’s Billiard
      113 Vermont St.
      Khanh Dao

      Kristoriya
      1 Federal St.
      Viktoriya Romanchenko

      Mass GRA
      151 Glenwood St.
      Kelly Mahaffy

      Masters @ Custom
      128 Hampden St.
      Jermaine Barnett

      Mind Power Entertainment
      89 Santa Barbara St.
      Sharief Al Ansar

      Mitchell Landscaping
      105 Princeton St.
      Brian Lee Mitchell

      Rivera’s Home Improvement
      14 Batter St.
      Abraham A. Rivera

      Smart Shopz
      56 Randall Place
      Dorothy Flowers

      Stop-N-Save
      172 White St.
      Hassan Sheikh

      St. Corner SIPS
      1655 Boston Road
      Frank Falco

      T P’s Dance Academy
      1665 Main St.
      Tyrone Germain Polk

      The Flower Box
      596 Carew St.
      Michael L. Moline

      Willis & Family Contractors
      127 Carver St.
      Monroe L. Willis

      Workflow Solutions
      47 Elwood Dr.
      Ken Fetterhoff

      WESTFIELD

      Balise Ready Credit
      99 Springfield St.
      Balise Motor Sales Co.

      Lucky Nails & Spa
      336 Dickinson St.
      Huan Van Huynh

      Moir & Ross
      203 Western Ave.
      Bradford B. Moir

      Union Park Condo Association
      42 Pheasant Crossing
      Rene Lucier

      Salon Cabellos
      10 Morris St.
      Albertina Guzman-Picot

      VK Nails & Spa
      135 Lucerne Road
      Todd Lefebvre

      Wendy’s
      14 Miller St.
      Robert Meyers for Wendy’s

      WEST SPRINGFIELD

      Father & Sons Inc.
      434 Memorial Ave.
      Damon Cartelli

      Friendly Beauty Salon
      553 Union St.
      Natalya Poltavets

      Memorial Pizza
      1140 Memorial Ave.
      Erhal INC.

      Niguette Studios
      51 Ashley St.
      Leshe Niguette

      Tenant Finders of Western
      Massachusetts
      30 Moseley Ave.
      Debra Fletcher

      Your Everlasting Solution
      62 Westfield Road
      Cherie Renee Brisebois

      Departments

      The following is a compilation of recent lawsuits involving area businesses and organizations. These are strictly allegations that have yet to be proven in a court of law. Readers are advised to contact the parties listed, or the court, for more information concerning the individual claims.

      CHICOPEE DISTRICT COURT

      Arnold’s Meats v. Iron Door Tavern
      Allegation: Non-payment of meat and food products received: $3,871.54
      Filed: 2-21-08

      Griffin Greenhouse Supplies Inc. v. Westover Greenhouse Inc.
      Allegation: Non-payment of goods received: $3,785.72
      Filed: 2-28-08

      Griffin Greenhouse Supplies Inc. v. Grandview Farms Inc.
      Allegation: Non-payment of goods received: $6,925.69
      Filed: 2-28-08

      State Lottery Commission v. Lacroix’s Market
      Allegation: Non-payment of services rendered: $21,377.96
      Filed: 2-28-08

      HAMPDEN SUPERIOR COURT

      Maria Silva v. Bertera Chrysler Jeep Inc.
      Allegation: Breach of contract: $20,000
      Filed: 2-15-08

      Richard Stanton v. Lauries Glass LTD
      Allegation: Negligence and breach of implied warranties causing injury: $13,365.75
      Filed: 1-22-08

      Superior Auto Transport, LLC v. Phil’s Auto Express
      Allegation: Breach of sales contract: $234,520
      Filed: 2-19-08

      The Sherwin Williams Company v. Engineered Floors Inc.
      Allegation: Non-payment of goods sold and delivered: $29,461.48
      Filed: 1-04-08

      HAMPSHIRE SUPERIOR COURT

      Karen Riley v. Magnat Rolls Inc.
      Allegation: Employment discrimination based on age and disability: $82,878
      Filed: 3-05-08

      Paul & Anne McGrath v. David Campbell Builders
      Allegation: Breach of construction contract and negligence causing fire: $138,281.14
      Filed: 2-29-08

      Scott & Lyndia Brough v. Zerteck Inc., d/b/a Boat-N-Ry Warehouse and Forest River Inc.
      Allegation: Breach of contract and fraud and deceit in sale of motor home: $165,000+
      Filed: 2-26-08

      Whiteway Construction Corporation v. Town of Tewksbury
      Allegation: Breach of contract for construction of Tewksbury Senior Center: $500,000+
      Filed: 2-28-08

      HOLYOKE DISTRICT COURT

      Minerva Lopez v. Holyoke Medical Center
      Allegation: Negligence in property maintenance causing personal injury: $24,476.75
      Filed: 3-07-08

      NORTHAMPTON DISTRICT COURT

      Diane Blahusch v. Remax Teamwork Realty
      Allegation: Breach of purchase and sale contract and professional negligence: $24,000.00
      Filed: 3-05-08

      New Penn Motor Express Inc. v. Johnson Metal Products Inc.
      Allegation: Non-payment of goods sold and delivered: $9,162.53
      Filed: 2-28-08

      Sherwood Lumber Company v. Eastern Lumber & Millwork Inc.
      Allegation: Non-payment of goods sold and delivered: $16,621.49
      Filed: 2-19-08

      Vaughn Munson v. Hotel Northampton
      Allegation: Breach of contract for snow removal: $3,800
      Filed: 2-26-08

      PALMER DISTRICT COURT

      Jeanne Rose v. Lowe’s Inc.
      Allegation: Negligence in property maintenance causing injury: $3,463.00
      Filed: 2-27-08

      Leonard’s of Connecticut Inc. v. The Livery
      Allegation: Non-payment of goods sold and delivered: $12,414.67
      Filed: 2-28-08

      SPRINGFIELD DISTRICT COURT

      Bradco Supply Corporation v. Mello’s Home Improvement
      Allegation: Non-payment of goods sold and delivered: $5,241.48
      Filed: 1-09-08

      PFG Springfield Corporation v. Brennan’s Inn
      Allegation: Non-payment of goods sold and delivered: $42,515.78
      Filed: 3-04-08

      Sunshine Village Inc. v. Superior Mechanical Contractors Inc.
      Allegation: Breach of contract for services: $20,000
      Filed: 2-14-08

      Departments

      Comcast Launches FOX 6 Springfield

      SPRINGFIELD — Comcast recently announced its launch of the region’s newest television station, FOX 6 Springfield, and the channel’s HD simulcast. The launches of FOX 6 Springfield and FOX 6 Springfield in HD, available on Channels 6 and 861, respectively, provide Comcast customers with some of the network’s most popular shows, from American Idol to 24 and House, along with matchups from NASCAR, Major League Baseball, and the National Football League. With more than 300 HD choices, Comcast plans to significantly expand the number of HD choices to 1,000 by the end of this year. FOX 6 Springfield and FOX 6 Springfield in HD are now available in Agawam, Amherst, Bernardston, Buckland, Chester, Conway, Deerfield, Erving, Gill, Granby, Granville, Greenfield, Hatfield, Holyoke, Huntington, Longmeadow, Monson, Montague, Northampton, Northfield, Palmer, Pelham, Shelburne, South Hadley, Southwick, Springfield, Sunderland, West Springfield, Ware, Westfield, Westhampton, Whately, and Williamsburg. Local Connecticut news, weather, and programming are still available on WTIC Fox 61 on Channel 292 for Comcast basic cable customers with a digital box. In addition to traditional television viewing, Comcast’s HD on Demand platform allows digital-cable customers with an HDTV and HD-capable cable box to choose from a variety of HD selections each month. Comcast’s New England regions serve 2.6 million customers in Massachusetts, New Hampshire, Vermont, Maine, Connecticut, and New York.

      Berkshire Service Experts to Give Away Programmable Thermostats

      WEST SPRINGFIELD — As the 28th annual Earth Day approaches (April 22), Service Experts Inc., and its full-service heating and air conditioning center in the Valley, Berkshire Service Experts, will help customers in the Springfield area recognize they truly can make a difference. Service Experts will install a free programmable thermostat in every U.S. and Canadian household that schedules a heating or cooling system tune-up during the month of April. Service Experts’ Earth Day program will create the same environmental effect as planting 330 trees for every single homeowner who makes one small household change. Thermostat manufacturers such as Lennox that are providing thermostats for the special Earth Day campaign estimate that up to 75% of North American homes do not have programmable thermostats. Most homes between 15 and 25 years old still use the original mercury-based models, which are toxic if not disposed of properly. Service Experts will remove the home’s old thermostat, and properly dispose of and recycle it at no charge.

      Work Opportunity Center Receives Grant

      AGAWAM — The Work Opportunity Center Inc. in Agawam has received a $2,500 grant from the NewAlliance Foundation, which will help purchase a passenger van for the agency. The private, nonprofit organization provides developmentally disabled individuals with vocational training and employment opportunities. Currently, the center serves 110 individuals in three work programs within the Greater Springfield area.

      MassMutual Launches Recruiting Web Site

      SPRINGFIELD — Building on several years of successful efforts to recruit and retain top financial services professionals, Massachusetts Mutual Life Insurance Co. (MassMutual) recently unveiled a Web site that introduces career changers, industry veterans, and college graduates to a career with the company through the eyes and words of its agents. The Web site, one of several initiatives the company has undertaken to grow its ranks of successful professionals, features a MassMutual agency manager, sales team manager, experienced agent, career changer, new agent, and intern who describe their careers and experiences in their own words. Visitors to www.massmutual.com/mycareer hear and see agents describe the company’s entrepreneurial business model, training and support services, and the meaningfulness of their work. The online introduction and other efforts by the company are succeeding, as the number of new agents and the company’s rate of retention have both risen significantly, according to Scott Rich, vice president, Net Field Force Growth. Rich added that, during the past two years, MassMutual has increased its net field force by 10%.

      Capuano Care Moves to New Corporate Location

      EAST LONGMEADOW — Capuano Care is moving into its new corporate headquarters on April 14. The larger office at 265 Benton Dr., Suite 201, will allow the firm to better serve its rapidly growing client base as well as its professional in-home health care staff, according to Fannie Y. Lin, president and CEO. Lin noted that the company has been growing so much in the last two years that it needed a larger and more efficient space to accommodate additional support staff. Capuano Care is a full-service, Medicare/Medicaid-certified, and private home health care business serving clients throughout Hampden and Hampshire counties. For more information, visit www.capuanocare.com

      Departments

      The following bankruptcy petitions were recently filed in U.S. Bankruptcy Court. Readers should confirm all information with the court.

      A Cut Above the Rest
      Custom One Design Inc.
      Antiposti, James Michael
      Lafayette St.
      Springfield, MA 01109
      Chapter: 7
      Date: 02/29/2008

      Agin, Betty Jean
      30 Wing St.
      Indian Orchard, MA 01151
      Chapter: 7
      Date: 02/25/2008

      Anna, Jenny L.
      a/k/a Aultman, Jenny L.
      11 South St.
      Easthampton, MA 01027
      Chapter: 7
      Date: 02/26/2008

      Ashley, Ann F.
      a/k/a Ashley-Scott, Ann F.
      183 Trafton Road
      Springfield, MA 01108
      Chapter: 7
      Date: 02/28/2008

      Berneche, Daniel G.
      P.O. Box 628
      Ware, MA 01082
      Chapter: 13
      Date: 02/28/2008

      Bird, Derek Henry James
      Bird, Nanc Lee
      222 Federal St.
      Belhertown, MA 01007
      Chapter: 13
      Date: 02/19/2008

      Bosse, Theodore H.
      Bosse, Gwendolyn J.
      500 North Woodstock Road
      Southbridge, MA 01550
      Chapter: 7
      Date: 02/29/2008

      Bousquet, Gary H.
      88 Montgomery St.
      Chicopee, MA 01020
      Chapter: 7
      Date: 02/27/2008

      Boyd Associates
      Boyd, James F.
      Boyd, Colleen M.
      68 Roosevelt Ave.
      Chicopee, MA 01013
      Chapter: 7
      Date: 02/29/2008

      Brandl, Timothy Scott
      116 Conway St.
      Greenfield, MA 01301
      Chapter: 13
      Date: 02/29/2008

      Butler, Eleanor M.
      P.O. Box 6782
      Holyoke, MA 01041
      Chapter: 7
      Date: 02/1/2008

      Butler, James Ernest
      Butler, Karen Amy
      32 Woodhill Road
      Monson, MA 01057
      Chapter: 7
      Date: 02/29/2008

      Byrns, Ann S.
      375 College St., No. 108
      Amherst, MA 01002
      Chapter: 7
      Date: 02/25/2008

      Cady, David P.
      Cady, Susa M.
      159 West Ave.
      Ludlow, MA 01056
      Chapter: 13
      Date: 02/21/2008

      Carlson, Elizabeth A.
      a/k/a Jean, Elizabeth A.
      43 B Perrine Ave.
      Pittsfield, MA 01201
      Chapter: 7
      Date: 02/20/2008

      Casimiro, Maria Teresa
      57 Enfield St.
      Indian Orchard, MA 01151
      Chapter: 7
      Date: 02/29/2008

      Cayea, Jeremiah Josiah
      Cayea, Kiley M.
      a/k/a Danduran, Kiley Marie
      111 Quaboag St.
      Warren, MA 01083
      Chapter: 7
      Date: 02/16/2008

      Colon, Brenda
      50-52 Stebbins St.
      Springfield, MA 01109
      Chapter: 13
      Date: 02/22/2008

      Connors, Marie Teresa
      118 Sunridge Dr.
      Springfield, MA 01118
      Chapter: 7
      Date: 02/29/2008

      Cook, Theresa
      44 Central Ave.
      Chicopee, MA 01020
      Chapter: 7
      Date: 02/27/2008

      Crooks, Carla M.
      188 North Main St.
      South Hadley, MA 01075
      Chapter: 7
      Date: 02/29/2008

      Curtis, Crystal Lynn
      110 Adison St., 2nd Floor
      Chicopee, MA 01020
      Chapter: 7
      Date: 02/25/2008

      DeFlumere, Erin V.
      104 Johnson Road, Unit201
      Chicopee, MA 01022
      Chapter: 7
      Date: 02/20/2008

      Devine, Kathleen Ann
      267 Nottingham St.
      Springfield, MA 01104
      Chapter: 7
      Date: 02/29/2008

      Drolet, Michael J.
      a/k/a Drolet, Tayna L.
      16 Gould St.
      Ware, MA 01082
      Chapter: 7
      Date: 02/29/2008

      Dudek, Yvette L.
      5 Hillside Ter.
      Ware, MA 01082
      Chapter: 7
      Date: 02/28/2008

      Dunn, Shawn
      1059-1061 Main St.
      PO Box 52
      Warren, MA 01083
      Chapter: 13
      Date: 02/21/2008

      Dutton, Francis A.
      42 Sterns Ter.
      Springfield, MA 01105
      Chapter: 7
      Date: 02/27/2008

      Elias, Thomas J.
      530 East New Lenox Road
      Pittsfield, MA 01201
      Chapter: 7
      Date: 03/01/2008

      Fagullar, Corey E.
      88 Providence St.
      Chicopee, MA 01020
      Chapter: 7
      Date: 02/26/2008

      Fernandez, Franklin Ray
      66 West St., Apt. 3
      Northampton, MA 01060
      Chapter: 7
      Date: 02/26/2008

      Flores, Ramona
      262 Carew Street
      Springfield, MA 01104
      Chapter: 13
      Date: 02/27/2008

      Frew, Angela M.
      143 State St.
      Belchertwon, MA 01007
      Chapter: 7
      Date: 02/27/2008

      Fryc, Charles E.
      1449 West St.
      Pittsfield, MA 01201
      Chapter: 7
      Date: 02/28/2008

      Gagnon, Shawn
      Gagnon, Jennifer
      56 Fountain Road
      PO Box 312
      Wales, MA 01081
      Chapter: 7
      Date: 02/26/2008

      Gaydos, Margaret E.
      P.O.Box 242
      Chicopee, MA 01021
      Chapter: 7
      Date: 02/19/2008

      Gengreau, Yvette D.
      21 Norma St.
      Palmer, MA 01069
      Chapter: 7
      Date: 02/29/2008

      Giddens, Charles T.
      342 Southwick Road, Apt. 59
      Westfield, MA 01085
      Chapter: 7
      Date: 02/27/2008

      Graham, James F.
      Graham, Erika B.
      15 Mandalay Road
      Springfield, MA 01118
      Chapter: 7
      Date: 02/27/2008

      Hawkins, Deborah A.
      73 Edgeland St.
      Springfield, MA 01108
      Chapter: 7
      Date: 02/27/2008

      Ingham, William E.
      7 Olde Plains Hollow
      South Hadley, MA 01075
      Chapter: 7
      Date: 02/26/2008

      Jenkins, Matthew Mahavendra
      149 Federal St.
      Florence, MA 01062
      Chapter: 7
      Date: 02/21/2008

      Johnson, Russell E.
      Johnson, JoAnn
      97 Wachusett St.
      Springfield, MA 01118
      Chapter: 13
      Date: 02/25/2008

       

      Johnston, Charles S.
      97 Federal St.
      Florence, MA 01062
      Chapter: 7
      Date: 02/29/2008

      Kennedy, Kevin M.
      Kennedy, Carolynn L.
      79 Huntington Ave.
      Chicopee, MA 01020
      Chapter: 7
      Date: 02/27/2008

      Kennedy, Lauralene H.
      11 Ham Hill Road
      Southwick, MA 01077
      Chapter: 7
      Date: 2/26/2008

      Kleeberg, Keith P.
      190 Pomeroy Meadow Road
      Southampton, MA 01073
      Chapter: 7
      Date: 02/29/2008

      Koch, Alvah H.
      Koch, Linda M.
      39 Ferncliff Ave.
      Northfield, MA 01360
      Chapter: 7
      Date: 02/29/2008

      Konvelski, Gary Stanley
      PO Box 762
      Turners Falls, MA 01376
      Chapter: 7
      Date: 02/29/2008

      Kum, Roger Olston
      128 Benton St.
      Springfield, MA 01109
      Chapter: 13
      Date: 02/26/2008

      Larriu, Valerie T.
      P. O. Box 3824
      Springfield, MA 01101
      Chapter: 7
      Date: 02/29/2008

      Lavoie, Estelle Marguerite
      1128 Thorndike St.
      Palmer, MA 01069
      Chapter: 7
      Date: 02/29/2008

      Leblanc, Robert L.
      Leblanc, Tanya E.
      490 Vernon Ave.
      South Barre, MA 01074
      Chapter: 13
      Date: 02/29/2008

      Little Ducklings Daycare
      Belden, Stephanie A.
      Old Farm Road
      Springfield, MA 01119
      Chapter: 7
      Date: 02/20/2008

      Lloyd, Alan M.
      6 Mattson Blvd.
      Ware, MA 01082
      Chapter: 7
      Date: 02/29/2008

      Mango, Tricia A.
      2015 Oak St.
      Three Rivers, MA 01080
      Chapter: 7
      Date: 02/18/2008

      Martinez, Elvis A.
      Martinez, Isania M.
      152 Rollins St.
      Springfield, MA 01109
      Chapter: 7
      Date: 02/27/2008

      McClenahan, Jesse M.
      a/k/a Perez, Jesse M.
      3 Ethan Ave.
      Westfield, MA 01085
      Chapter: 7
      Date: 02/26/2008

      McClenahan, Shannon
      a/k/a Smith, Shannon A.
      50 Southampton Road
      Westfield, MA 01085
      Chapter: 7
      Date: 02/26/2008

      Mika, James N.
      Mika, Sally E.
      372 Granville Road
      Southwick, MA 01077
      Chapter: 7
      Date: 02/22/2008

      Moye, Mary A.
      80 Rochelle St.
      Springfield, MA 01109
      Chapter: 7
      Date: 02/26/2008

      Padro, Paula
      10 Chesnut St., Apt. 601
      Springield, MA 0103
      Chapter: 7
      Date: 02/19/2008

      Peloquin, Armand P.
      Peloquin, Jeanne I.
      34 Coolidge Road
      Chicopee, MA 01013
      Chapter: 7
      Date: 02/27/2008

      Pettibone T. J.
      c/o Eric Kornblum, Esq.
      68 Court St.
      Westfield, MA 01085
      Chapter: 7
      Date: 02/16/2008

      Pizzonia, Joseph
      Pizzonia, Karen J.
      126 Unkamet Dr.
      Pittsfield, MA 01201
      Chapter: 7
      Date: 02/29/2008

      Pohner, Donnamarie
      244 Edendale St.
      Springfield, MA 01104
      Chapter: 7
      Date: 02/28/2008

      Puffer, Wayne Eric
      137 Batchelor St.
      Granby, MA 01033
      Chapter: 13
      Date: 02/29/2008

      Regan, Sonya A.
      29 Dwight Road
      Springfield, MA 01108
      Chapter: 7
      Date: 02/27/2008

      Roberts, Judy A
      29 Harding St.
      Springfield, MA 01109
      Chapter: 7
      Date: 02/28/2008

      Rodas, Luis E.
      216 Stebbins St.
      Belchertown, MA 01007
      Chapter: 7
      Date: 02/28/2008

      Rogers, Rickey E.
      47 Gatewood Road
      Springfield, MA 01119
      Chapter: 7
      Date: 02/23/2008

      Santaniello, Anthony J.
      Santaniello, Elaine F.
      59 Senecal Place
      East Longmeadow, MA 01028
      Chapter: 7
      Date: 02/21/2008

      Shevlin, Bernard S.
      137 Fernwood Dr.
      East Longmeadow, MA 01028
      Chapter: 13
      Date: 02/29/2008

      Siano, Pamela A.
      33 Avon Place
      Springfield, MA
      Chapter: 7
      Date: 02/23/2008

      Simmons, Aretha
      192 Kirk Dr.
      Springfield, MA 01109
      Chapter: 13
      Date: 02/18/2008

      Stephens, Michael R.
      781 Pendleton Ave.
      Chicopee, MA 01020
      Chapter: 13
      Date: 02/20/2008

      Stewart, Ramona L.
      56 Dunmoreland St.
      Springfield, MA 01109
      Chapter: 7
      Date: 02/21/2008

      Strong, Ruth Jane
      190 Granby Road
      South Hadley, MA 01075
      Chapter: 7
      Date: 02/29/2008

      Taylor, Lue E.
      816 Sumner Ave.
      Springfield, MA 01108
      Chapter: 7
      Date: 02/27/2008

      Tebaldi, Margaret J.
      231 Ambrose St.
      Springfield, MA 01109
      Chapter: 7
      Date: 02/28/2008

      Thompson Linda Darlene
      37 Chicopee St.
      Chicopee, MA 01013
      Chapter: 7
      Date: 02/25/2008

      Thulen, Virginia M.
      a/k/a Desmarais, Virginia
      a/k/a Jabs, Virginia
      16 Treehouse Circle, Apt.2
      Easthampton, MA 01027
      Chapter: 7
      Date: 02/29/2008

      Tirrell, Richard N.
      Tirrell, Pamela J.
      94 James St.
      Greenfield, MA 01301
      Chapter: 7
      Date: 02/26/2008

      Ward, Kathleen M.
      10 – A Elm Circle
      South Deerfield, MA 01373
      Chapter: 7
      Date: 02/29/2008

      Williams, Carlisa
      50 Joan St.
      Springfield, MA 01129
      Chapter: 13
      Date: 02/22/2008

      Zomek, Kevin D.
      112 Silver St.
      Agawam, MA 01001
      Chapter: 13
      Date: 02/25/2008

      Departments

      Marketing Program

      April 30: Anne W. West, founder and president of the Atlanta-based consulting firm Strategic Communication Counsel, will present “Remarketing Marketing … Creatively” at the Log Cabin Banquet and Meeting House in Holyoke. West offers a down-to-earth look at some common strategies and tactics that marketers overlook. The morning event is sponsored by the Ad Club of Western Mass. Registration begins at 7:30 a.m., with the seminar slated from 8 a.m. to noon. Registration includes a continental breakfast, seminar, and handouts. Cost is $75 for Ad Club members, $85 for non-members, and $50 for students. To register online, visit www.adclubwm.org

      Financial and Estate- planning Workshops

      April 30, May 14, May 21: Applewood at Amherst, a part of the Loomis Communities, will host a free public series of financial and estate-planning talks, all beginning at 7:30 p.m. On April 30, Peter Ziomek, J.D., of Ziomek & Ziomek, will discuss wills, durable powers of attorney, health care proxies, and trusts. On May 14, Eva Thomson of Thomson Financial Management will share methods of maximizing one’s assets for a fulfilling retirement and beyond. The series concludes on May 21 with Hyman Darling, a partner with Bacon Wilson, P.C., reviewing ways to personalize one’s legacy through ethical wills, pet trusts, charitable bequests, gift annuities, or specific burial instructions. All talks will be conducted in the meeting room at Applewood at Amherst, One Spencer Dr., Amherst. Reservations are encouraged and may be made by calling Kelley Murphy at (413) 253-9833.

      Women’s Professional Development Conference

      May 1: Bay Path College in Longmeadow will host its 13th annual Women’s Professional Development Conference at the MassMutual Center in Springfield. Actress Jane Fonda will be the keynote speaker for the conference, which is planned from 7:30 a.m. to 4:30 p.m. For a complete list of workshops and speakers, visit www.baypath.edu. Tickets are $250 for the general public and $225 for Bay Path alumni, with an early-bird registration deadline of April 17. A vendor fair is also planned throughout the day.

      Business Market Show

      May 7: The Affiliated Chambers of Commerce of Greater Springfield Inc. will host its 2008 Business Market Show from 7 a.m. to 5 p.m. at the MassMutual Center in Springfield. The show will feature more than 225 booths offering products and services to help, enhance, and grow one’s business. Attendance is free with a business card, and no registration is required. For a complete schedule of workshops throughout the day, as well as exhibitor listings and parking locations, visit www.businessmarketshow.com

      Customer Service Seminar

      May 8: Marty Clarke, president of Martin Productions and author of Communication Land Mines: 18 Communication Catastrophes and How to Avoid Them, will present an informative seminar titled “Customer Service Land Mines and How to Avoid Them” from 8:30 to 11:30 a.m. at the Clarion Hotel in West Springfield. Clarke’s program will lay out a road map of how one can avoid common and damaging customer-service ‘land mines,’ and begin to set a company apart in the most powerful way possible. Clarke will offer an encore seminar titled “Leadership Land Mines: 8 Managerial Catastrophes and How to Avoid Them” from 1 to 4 p.m. The presentations are presented by the Employers Association of the NorthEast (EANE). The cost for either the morning or afternoon session is $179 for EANE members or $229 for non-members. The cost for the full day is $279 for both sessions for EANE members, and $329 for non-members. For registration information, visit www.eane.org

      Wine Tasting and Auction

      May 9: The Chicopee Chamber of Commerce will host a wine tasting and silent auction at the Castle of Knights on Memorial Drive. Proceeds raised from the event will be used to fund Chamber events. For more information about the event, visit www.chicopeechamber.org