Home 2013 September (Page 2)
Briefcase Departments

Yankee Candle Sold for $1.75 Billion
DEERFIELD — Last week, Yankee Candle announced its $1.75 billion sale to Jarden Corp., a consumer products company based in Rye, N.Y., boasting a diverse portfolio of more than 120 brands, including Coleman, Rawlings, Ball, Bicycle, Diamond, Mr. Coffee, First Alert, Oster, and Sunbeam. The move comes six years after Chicago-based Madison Dearborn Partners bought the iconic scented-candle brand for $1.6 billion. Dearborn put the company up for sale earlier this year with an asking price of $2 billion. Michael Kittredge II founded Yankee Candle in his parents’ garage in South Hadley in 1969 and grew it into a multi-million-dollar retailer and tourist destination in Deerfield, employing more than 6,500 workers year-round. Kittredge sold 90% of his shares in the company in 1998 for about $400 million, and the new management took the company public in 1999.

Westfield State Trustees Cheer Dobelle’s Spending
WESTFIELD — Westfield State University President Evan Dobelle received a strong vote of support from the school’s board of trustees following an accountant’s report detailing exorbitant travel and spending habits by university officials.
“When you are a visionary and want to do something great, you’re going to have detractors,” said board member Terrell Hall during the trustees’ recent meeting, which included an hour-long presentation by accountant David Diiulis of the O’Connor & Drew auditing firm, outlining repeated violations of travel and credit-card policies involving Dobelle and other employees that emerged during a five-month review commissioned by the trustees. Among the findings was that Dobelle reimbursed the school $68,000 for personal use of a university credit card between June 2008 and February 2013, in violation of school policy barring the use of WSU credit cards for personal use. In defending the findings, Dobelle acknowledged some bookkeeping errors but insisted that all expenses were for the benefit for the university. “In no small measure due to the travel and fund-raising you and I have undertaken with various other university representatives, faculty, and students in the few years since I began this job, we have accomplished game-changing successes,” he said, citing an overhaul of WSU’s international exchange program, the implementation of new academic programs, and capital improvements on campus. “Meaningful change does not occur without substantial investment of time and financial resources, and cultivation of support. I am deeply proud of what our university has accomplished in these past few years, and am eager to continue this trajectory toward even more significant successes in the years to come.” O’Connor & Drew found that Dobelle and other officials violated the school’s travel and credit-card policies while visiting San Francisco, New Orleans, Fort Lauderdale, Orlando, New York City, Washington D.C., and other cities. Despite lacking receipts and other documentation, university officials also charged expenses from Spain, Vietnam, Thailand, and China to the Westfield State Foundation, the school’s nonprofit fund-raising arm. In particular, the report criticized university officials for using school credit cards for personal expenses, regardless of whether the money was reimbursed; booking trips with little advance notice; changing or canceling flights; and running up excessive costs for meals and hotel rooms.

Palmer, Mohegan Sun Unveil Host-community Agreement for Casino
PALMER — The town of Palmer and Mohegan Sun announced a host-community agreement last month, revealing millions of dollars in mitigation payments and setting the stage for a referendum date so residents can vote on the casino proposal. The agreement features an annual mitigation payment of $15.2 million to the town, plus shares of gaming revenues, as well as an additional, one-time $2.94 million fee for public safety and streetscape improvements in the business and commercial districts. The agreement was signed by Mitchell Etess, CEO of the Mohegan Tribal Gaming Authority, and Palmer Town Manager Charles Blanchard. “This is way more than just a walk-in casino. It will have all the components of a resort destination that will bring people from miles and miles around,” Etess said. In the first year of the casino’s operation, the mitigation payment to the town would be $18 million based on gaming revenue. Mohegan officials asked for a referendum date of Nov. 5, which the Town Council approved last week. Mohegan Sun has proposed a nearly $1 billion resort casino on 152 acres owned by Northeast Realty across from the Massachusetts Turnpike exit 8. The plan faces competition for the sole Western Mass. casino license from MGM Resorts International in Springfield and Hard Rock New England in West Springfield. The state Gaming Commission is expected to award the license in April. In addition to the mitigation payments, the Mohegan Sun project is expected to generate an estimated $900,000 to $1.4 million in annual hotel-occupancy taxes and an additional $225,000 in annual meals taxes to the town. The agreement calls for more than $40 million in improvements to the town’s infrastructure system. The casino would feature 3,000 slot machines and 80 table games in an approximately 320,000-square-foot facility. Also included in the plan is a 250-room hotel and conference center, a casual-dining restaurant, and a fine-dining restaurant, as well as a 230,000-square-foot retail development featuring more dining options and other entertainment, and a second, 300-room hotel with a water park. More than 3,000 jobs are expected to be created between the casino, water park, and retail complex.

Mass. Medical Society Issues Guide to ACOs Targeted to Physicians
WALTHAM — The Mass. Medical Society has released a new publication for physicians and their practice managers, “MMS Guide to Accountable Care Organizations: What Physicians Need to Know.” The 49-page publication provides detailed guidance on the issues that physicians should consider whether they are currently participating in an accountable-care organization, forming or joining an ACO, or entering into an integration agreement with another healthcare organization. These issues include assessing the readiness of a practice to join an ACO, choosing the right ACO, how to approach an ACO, technology considerations, legal and governance issues, financial impacts, and achieving clinical integration. “It’s becoming more and more difficult for independent practices to compete effectively in today’s healthcare system,” said Dr. Ronald Dunlap, president of the Mass. Medical Society. “Many physicians are reassessing their role in this rapidly evolving system. For some, this means becoming an employee of a larger healthcare organization. Others may want to retain some of their professional autonomy, while integrating some aspects of their practice with an ACO. These are complex issues, and there is a great need for objective, third-party information. It’s our hope that this guide will help them in the decision-making process. The book was written for the MMS and its physicians by Chris Collins, a principal at ECG Management Consultants of Boston, and J. Mark Waxman, a senior partner in the Boston office of the law firm Foley & Lardner. It is available to MMS members at www.massmed.org/acoguide.

Departments Incorporations

The following business incorporations were recorded in Hampden, Hampshire, and Franklin counties and are the latest available. They are listed by community.

BRIMFIELD

Jennifer Zollo Educational Fund Inc., 106 Wales Road, Brimfield, MA 01010. Marie Hajko, 28 7th St., Brimfield, MA 01010. Non-profit organization.

EAST LONGMEADOW

Fortune Spa Inc., 611 North Main St., East Longmeadow, MA 01028. Chengwen Jin, 3620 Bowne St., Apt. 1H, Flushing, NY 11354. Massages services.

HAMPDEN

MJ’S Mobile Detailing Service Inc., 111 Thresher Road, Hampden, MA 01036. Mark Chamberlain, same. Mobile automobile detailing services.

HOLYOKE

Ministerio El Taller Del Maestro Inc., 10 Bristol Place, Apt 1C, Holyoke, MA 01040. Ministry.

Natural Styles Salon & Spa Inc., 369 South St., Holyoke, MA 01040. Jeanne Simard, 117 Caddyshack Dr., Chicopee, MA 01020. Salon and spa.

LEE

Forzy Inc., 56 Main St., Lee MA, 01238. Anita Forzano, 300 Theresa Terrace, Lee, MA 01238. Food services, retail, restaurant, and wholesale.

LENOX

Lenox Cat Hospital Inc., 450 Pittsfield Rd., Lenox, MA 01240. Sally Umlauf, same. Veterinary services.

LONGMEADOW

Godin’s Gardens Inc., 123 Westmoreland Ave., Longmeadow, MA 01106. William Godin, same. Tree and plant nursery.

Green Earth Environmental Corp., 208 Shaker Road, Longmeadow, MA 01106. Paige Scyocurka, same. Asbestos abatement and selective demolition.

PITTSFIELD

Parkside Bar Inc., 220 West Housatonic St., Pittsfield, MA 01201. Robert Jay Casella, 9 Hawthorne Ave. Pittsfield, MA 01201. Bar.

SPRINGFIELD

Edco Group Inc., 1351 North Belcrest Ave., Springfield, MA 65802. Bill Glassman, 10411 Clayton Road, Suite 211, St. Louis, MO 63131. Scanning of medical records for hospitals.

F & L Fish Market Inc., 115 Wayne St., Springfield, MA 01118. Frankie Cardona, same. Restaurant.

WEST SPRINGFIELD

EE Enterprises Transportation Inc., 203 Circuit Ave., West Springfield, MA 01089. Jose Manuel Rodriguez-Dejesus. 40 Newland St., Springfield, MA 01107. Transportation of miscellaneous goods.

Embrace IP Inc., 2097 Riverdale St., West Springfield, MA 01089. Brett Normandeau, 33 Carol Lane, Holyoke, MA 01040, same. To engage in research and development, purchase, sale, import, export, license, distribution, design, manufacture, or rental of any telecommunications product, machine, apparatus, appliance, and merchandise.

Mass Express Transportation Inc., 25 George St., West Springfield, MA 01089. Nataliya Petlya, same. Passenger transportation via mini-van, limousine, and other passenger vehicles on a for-hire basis.

Mike’s Auto Service & Repair Inc., 173 River St., West Springfield, MA 01089. Michael Zabik, 7 Knollwood Circle, Westfield, MA 01085. Repair of domestic and commercial vehicles, both cars and trucks.

DBA Certificates Departments

The following Business Certificates and Trade Names were issued or renewed during the month of September 2013.

AGAWAM

DJJ Investments
51 Senator Ave.
Doug Janick

Mia’s
7 South End Bridge Circle
Shaun Sutherland

Regency Service Company
680 Springfield St.
Richard Walker

Wagsta
53 Tom St.
Ryan Stack

CHICOPEE

Cedar Falls Construction
209 Prospect St.
Richard Rivet

Shop Smart Convenience
659 Grattan St.
Umar Bhatti

The Portrait Mill
21 Lauzier Terrace
Jeffrey Byrnes

EASTHAMPTON

Easthampton Music Conservatory
12 Greenwood Court
Bryan Daley

Healthy Networks
150 Pleasant St.
Peter Dopp

Lisa’s Hair Design
27 Little Mohawk Road
Lisa Connor

The Greener Home Cleaner
47 Campbell Dr.
Leah Gendron

Top Down Hosting
30 Ward Ave.
Joseph Astuccio

HOLYOKE

Almonte Market II
129 Sargeant St.
Jose T. Almonte

Corner’s Delight Grocery & Deli
95 High St.
Luis A. Alvarado

Grandma’s Attic Thrift Store
1976 Northampton St.
Sharyn A. Kazunas

Intrinsic Design
24 Franks Dr.
Jonathan Falcetti

JDE Corporation
36 Ely St.
Jose T. Almonte

Mica Beauty, LLC
50 Holyoke St.
Thary Phok

Wuglyees
32 Maplecrest Circle
Deborah D. Malloy

NORTHAMPTON

D.L. Hair
4 Old South St.
Diane Lanoue

Mineral Hills Winery
592 Sylvester Road
Lawrence Godard Jr.

Pelorian Digital
1 Front St.
Richard Rasa

Pinch
179 Main St.
Jena Sujat

Queen Bee Cupcakery
150 Main St.
Frederick Villar

Sky Temple
19 Hawley St.
Curtis Hayden

Sticks and Bricks
9 Mark St.
Elizabeth Karney

PALMER

Beaudoin Stonescapes
1036 Park St.
Jesse Beaudoin

Boone Equipment Sales & Retail
1158 Park St.
William Boone

Gold Dust
1256 South Main St.
April Goldrick

LP Transportation
6 Caroline Circle
Henry Lomba

Millennium Group Inc.
2022 Bridge St.
Richard Sweeting

Northern Construction Services
1290 Park St.
Timothy LaMotte

SOUTHWICK

Caissy’s Cleaning Service
134 Feeding Hills Road
Caissy Price

J. Rad Excavating
261 South Loomis Road
Joshua Radwilowicz

NWS Fast Pitch
57 South View Dr.
Marisa Markiewicz

SPRINGFIELD

1st Stop Convenience Store
445 Main St.
Ricardo Falcon

2N1 Grocery & Restaurant
74 Eastern Ave.
Pablo Evangelista

522 Page Boulevard, LLC
522 Page Blvd.
William T. Tetreault

906 Homwin Chinese Restaurant
906 Boston Road
Fan C. Li

Alexus Taxi
34 Florida St.
Adil Ibrahim

Algonquian Construction
14 Hawthorne St.
Johnny Walker

Angels at Heart Daycare
28 Blake Hill St.
Angela S. Chest

Baystate Children’s Hospital
759 Chestnut St.
Mark R. Tolosky

Centro Commercial Lama
2924 Main St.
Pedro Gonzalez

Clean Rex
145 Ambrose St.
Glenn Mills

Clemente’s Sports Bar & Grille
90 Worthington St.
Paul V. Ramesh

Cranio and Massage Center
8 Woodstock St.
Gina Welch

Creating Healthy Academic
69 Edendale St.
Chad Haywood

DAC Handyman Services
39 Granville St.
Devon Smith

Direct to Garment Prints
76 Palo Alto Road
Brandon J. Behnk

Ebony Hill Marketing Firm
111 Florida St.
Nicole A. Hill

El Paisano Restaurant
152 Rifle St.
Ramon Romero

Elite Reporting Service
2 Mattoon St.
Debra A. Vance

Ensena Corporation
1242 Main St.
Hector Fearfield

Exercise in Disguise
140 Maynard St.
Jade L. Rivera

Felix’s Auto Repair
914 Sumner Ave.
Jill A. Crosby

Food Management Search
235 State St.
Joseph Valentine

Fresh Market and Denim
427 State St.
Marcus Navarro

Game World
2475 Main St.
Hoa K. Tran

Geo 195 Pine, LLC
195 Pine St.
Majid N. Din

Hard Body Auto Sales
160 Magazine St.
Kristine Benitez

Higuey Mini Market
298 Hancock St.
Luis J. Pena

Hubble Bubble Hookah
51 Hastings St.
Joshua J. Mastey

K & J Services
45 King St.
Kenneth Wayne

Wilma Pruitt
49 Margerie St.
Wilma Pruitt

World Concrete Contract
1655 Main St.
Daniel Rodriguez

York Street
1 Federal Court
Michael F. Mastriani

WEST SPRINGFIELD

21st Century Apps of New England
51 Van Deene Ave.
Personal Services of New England

Basic Packaging Supply
136 Wayside Ave.
James H. Pollard

Edible Arrangements
1702 Riverdale St.
Louise Beauchemin

Gooseberry Farms
201 Gooseberry Road
Leonard Lapinsky

Hooters
1290 Riverdale St.
West Springfield

Kia M. Brokos
425 Union St.
Kia M. Brokos

Noho Pride Inc.
42 Murray Place
Cindy White

Pioneer Valley Chimney
362 Amostown Road
Thomas J. Cowell

RG Management
425 Union St.
Robert H. Guarente

Rising Sun Mobility
102 New Bridge St.
Peter V. Lapik

Steven’s Jewelers Inc.
2068 Riverdale St.
Joseph E. Stevens

The Loft Salon Studio
2301 Westfield St.
Ann M. Walts

Bankruptcies Departments

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

Aubrey, Allen J.
Aubrey, Darcy E.
12 Winthrop St.
Millers Falls, MA 01349
Chapter: 7
Filing Date: 08/04/13

Bealand, Ruth B.
Bealand, James F.
627 South Road
Oakham, MA 01068
Chapter: 7
Filing Date: 08/07/13

Bower, Elizabeth April
30 Everett St.
Easthampton, MA 01027
Chapter: 7
Filing Date: 08/06/13

Brock, Laurie A.
64 Silver St.
Agawam, MA 01002
Chapter: 7
Filing Date: 08/09/13

Campbell, Donna M.
13 Highland Circle
Turners Falls, MA 01376
Chapter: 7
Filing Date: 08/04/13

Chrostowski, Mary
75 Commerical St.
Adams, MA 01220
Chapter: 7
Filing Date: 08/01/13

Courtemanche, Patricia A.
3 Homer Dr.
Monson, MA 01057
Chapter: 7
Filing Date: 08/07/13

Davis, Laurie L.
283 College Highway
Southwick, MA 01077
Chapter: 7
Filing Date: 07/31/13

DeRamus, Rosa Alice
a/k/a Motley, Rosa DeRamus
33 Kellogg Ave.
Apartment 50
Amherst, MA 01002
Chapter: 7
Filing Date: 08/02/13

Diaz, Rolando A.
a/k/a Araujo-Diaz, Rolando A.
335 Walnut St.
Holyoke, MA 01040
Chapter: 13
Filing Date: 08/11/13

Dunham, Florence E.
38 Stone Valley Road
Orange, MA 01364
Chapter: 7
Filing Date: 08/01/13

Entwistle, Elizabeth
81 Conz St. Apt. #622
Northampton, MA 01060
Chapter: 7
Filing Date: 08/06/13

Fairweather, Judith Lynn
60 Fairfield St.
Pittsfield, MA 01201
Chapter: 7
Filing Date: 08/02/13

Fisher, Amy D.
a/k/a Gates, Amy D.
44 Montgomery Ave.
Pittsfield, MA 01201
Chapter: 7
Filing Date: 08/01/13

Fitzpatrick, Erica H.
1353 Plumtree Road
Springfield, MA 01119
Chapter: 7
Filing Date: 07/31/13

Gladden, Karen M.
740 Allen St.
Springfield, MA 01118
Chapter: 13
Filing Date: 08/06/13

Gobeille, Raymond J.
48 Fairview St.
Agawam, MA 01001
Chapter: 7
Filing Date: 08/13/13

Griffin, Donna M.
73 Hall Road, Apt. 3
Sturbridge, MA 01566
Chapter: 7
Filing Date: 08/01/13

Gyllenhammer, Nancy
332 Wolf Swamp Road
Longmeadow, MA 01106
Chapter: 7
Filing Date: 08/07/13

Hachigian, Nancy J.
28 Intervale Road
Springfield, MA 01118
Chapter: 7
Filing Date: 08/02/13

Haley, Steven T.
Haley, Hope M.
a/k/a Fontana, Hope M.
1090 Shaker Road
Westfield, MA 01085
Chapter: 13
Filing Date: 07/31/13

Karowski, Robert E.
1018 High St.
Palmer, MA 010609
Chapter: 13
Filing Date: 08/09/13

Koscielski, John L.
Koscielski, Marlene A.
15 Shadowbrook Estates
South Hadley, MA 01075
Chapter: 7
Filing Date: 08/06/13

Lively, Jamie A.
a/k/a Lively, James A.
182 Northampton St.
Easthampton, MA 01027
Chapter: 7
Filing Date: 08/08/13

Lively, Marcella J.
182 Northampton St.
Easthampton, MA 01027
Chapter: 7
Filing Date: 08/08/13

Lopez, Anthony
Lopez, Caryn Marie
a/k/a Woodard, Caryn Marie
143 Atherton St.
Springfield, MA 01104
Chapter: 13
Filing Date: 08/15/13

McEwan, Jon S.
McEwan, Kathleen
a/k/a Buell, Kathleen
PO Box 711
Agawam, MA 01001
Chapter: 7
Filing Date: 07/31/13

Paradiso, Peter M.
534 Bardwell Road
Belchertown, MA 01107
Chapter: 7
Filing Date: 08/15/13

Perez, Jose A.
36 Eddy St.
Springfield, MA 01104
Chapter: 7
Filing Date: 08/13/13

Petersoli, Renette M.
268 Highland Ave.
Pittsfield, MA 01201
Chapter: 7
Filing Date: 08/05/13

Rijo-Garcia, Matilde
38 Edmund Wynne Circle
Springfield, MA 01109
Chapter: 7
Filing Date: 07/31/13

Rivers, David A.
140 Fish St., Apt. #1
Athol, MA 01331
Chapter: 7
Filing Date: 08/12/13

Roman, Jennifer
a/k/a Quinones, Jennifer M.
5 Clayton St.
Springfield, MA 01107
Chapter: 7
Filing Date: 08/15/13

Ryan, Ina F.
275 New Boston Road
Sturbridge, MA 01566
Chapter: 7
Filing Date: 07/31/13

Scott, Robert J.
Scott, Tami L.
a/k/a Moreau, Tami L.
29 Pease Road
East Longmeadow, MA 01028
Chapter: 7
Filing Date: 07/31/13

Simmitt, Lisa A.
19 Robinson Dr.
Westfield, MA 01085
Chapter: 7
Filing Date: 07/31/13

Stanton, Michael A.
201 Daniel Shays Highway
Belchertown, MA 01007
Chapter: 13
Filing Date: 08/02/13

Staples, Dennis Paul
1330 Dwight St. Apt. 1
Holyoke, MA 01040
Chapter: 7
Filing Date: 08/15/13

Stewart, Kristy P.
105 Heywood Ave.
West Springfield, MA 01089
Chapter: 7
Filing Date: 08/09/13

Table, Kimberly A.
28 Main St., Apt. 1C
Monson, MA 01057
Chapter: 7
Filing Date: 08/09/13

Van Valkenburgh, James Donald
85 Newell Pond Road
Greenfield, MA 01301
Chapter: 7
Filing Date: 08/06/13

White, Cathleen J.
657 West Royalston Road
Athol, MA 01331
Chapter: 13
Filing Date: 08/01/13

Wood, Heather M.
110 Thayer Road
Monson, MA 01057
Chapter: 7
Filing Date: 07/31/13

Zatolokin, Aleksandr
1162 Springfield St.
Feeding Hills, MA 01030
Chapter: 7
Filing Date: 08/07/13

Chamber Corners Departments

ACCGS
www.myonlinechamber.com
(413) 787-1555
• Sept. 11: After 5 – MillFest, 5-7 p.m., at Ludlow Mills. We’re bringing the After 5 networking events back bigger and better tha• ever with a MillFest. We’ll have live music, great food, lots of fun, and, of course, networking. Sponsored by Chicopee Savings Bank with support from HealthSouth and Westmass Area Development Corp. Presented i• collaboratio• with the East of the River Five Tow• Chamber of Commerce, a• affiliate of the ACCGS. Reservations are $15 for members, $25 for general admission. Proceeds will benefit the ERC5 Scholarship Fund. Reservations may be made online at www.myonlinechamber.com or by calling Cecile Larose at (413) 755-1313.
• Sept. 18: Wester• Mass. Business Forum, 8:30 a.m.-noon, at Holyoke Community College. Businesses operating today are ofte• overwhelmed by state and federal environmental, health, and safety requirements. It’s especially tough for small and mid-size businesses to keep up to date. Joi• the EPA, DEP, and other state agencies and the state’s leading business organizations for a half-day briefing where you’ll be give• the tools to ru• your business safely and i• compliance with the law — and maybe save some money i• the end. Presented i• collaboratio• with Associated Industries of Mass., the Pioneer Valley Planning Commission, Partners for a Healthier Community, and the Commonwealth of Massachusetts. Reservations are $25 for the first employee per company, $15 per employee thereafter. Reservations must be made online at www.myonlinechamber.com.
• Sept. 24: Pastries, Politics, and Policy, 8-9 a.m., at the TD Bank Conference Center, 1441 Mai• St., Springfield. For those political and policy junkies. Joi• us for our debut event featuring a policy expert and member of the Patrick administratio• for a breakfast and roundtable discussion. Reservations are $15 for members, $25 for general admission. Reservations may be made online at www.myonlinechamber.com or by calling Cecile Larose at (413) 755-1313.
• Oct. 1: Rake i• the Business Tabletop and Business Networking Event, 4:30-7 p.m., at the Castle of Knights, Chicopee. This unique tabletop showcase provides businesses and organizations with a• affordable opportunity to exhibit their products and services. Presented i• collaboratio• with the Greater Chicopee, Holyoke, and Westfield chambers of commerce. Exhibitor space is $100 and includes a• 8-foot table, two exhibitor passes, and six complimentary passes for admission. Reservations to attend are $5. Reservations may be made online at www.myonlinechamber.com or by calling Cecile Larose at (413) 755-1313.
• Oct. 2: Business@Breakfast, 7:15-9 a.m., at the Log Cabi• i• Holyoke. Speed Networking — joi• us for our take o• speed dating, a fast-paced way for you to work the room, making 50 new contacts at one breakfast. Get your elevator speech ready for this unique event. Sponsored by Series Sponsor Masiello Employment Services. Reservations are $20 for members, $30 for general admission. Reservations may be made online at www.myonlinechamber.com or by calling Cecile Larose at (413) 755-1313.
• Oct. 9: Lunch ‘n’ Learn, 11:30 a.m.-1 p.m., at One Financial Plaza Community Room, 1350 Mai• St., Springfield. The program, “Birds Tweet, but Should You? Is Social Media Right for your Business?” will discuss strategies behind using social media, determining your retur• o• investment and tips o• how to best deploy social media to your advantage. Reservations are $20 for members, $30 for general admission, and includes networking time and a boxed lunch. Reservations may be made online at www.myonlinechamber.com or by calling Cecile Larose at (413) 755-1313.
• Oct. 24: A Chocolate Affair, 6-9 p.m., at Chez Josef i• Agawam. Indulge yourself i• chocolate, shopping, and networking. Presented by the Professional Women’s Chamber, a• affiliate of the ACCGS. Exhibitor space is $70. Reservations to attend are $40. Reservations may be made online at www.myonlinechamber.com or by calling Cecile Larose at (413) 755-1313.
• Oct. 25: Super 60, 11:30 a.m.-1:30 p.m., at Chez Josef i• Agawam. Celebrate the region’s top-performing companies. Now, i• its 24th year, this awards program celebrates the success of the fastest-growing privately owned businesses i• the regio• that continue to make significant contributions to the strength of the regional economy. Presented by Health New England with support from Hampde• Bank, Sulliva• Hayes & Quinn, the Republican, and WWLP-TV 22. Reservations are $50 for members, $70 for general admission. Reservations may be made online at www.myonlinechamber.com or by contacting Cecile Larose at (413) 755-1313.

AMHERST AREA CHAMBER OF COMMERCE
www.amherstarea.com
(413) 253-0700
• Sept. 13: Amherst Area Chamber Luncheon, 12:30-2 p.m., at the Lord Jeffery Inn, 30 Boltwood Ave., Amherst. Sponsored by UMass Five College Credit Union. Celebrate the growth and impact of local agriculture and the 20th anniversary of Community Involved i• Sustaining Agriculture (CISA). Guest speaker Phillip Korman, executive director of CISA, will discuss the economic impacts and growth of the “Local Hero” movement i• the Pioneer Valley. Tickets cost $25 per person. RSVP to [email protected].
• Sept. 25: Chamber After 5 at Florence Savings Bank, Block Party, 5-7 p.m. Hosted by and sponsored by Florence Savings Bank, 385 College St., Amherst. Explore the whole group of businesses at Amherst Crossing: Amherst Pharmacy, Coldwell Banker-Upto• Massamont Realtors, and Pioneer Valley Ideal Weight Loss. Enjoy tasty treats from Portabella Catering. Admission: $10 for members, $15 for non-members. RSVP to [email protected].
• Oct. 3: Amherst Area Chamber Annual Awards Dinner, 5:30-9 p.m., at the UMass Student Unio• Ballroom. Presented by PeoplesBank. Sponsored by J.F.Conlo• & Associates. Legacy Award: Joh• Coull; Lifetime Achievement i• Business: Ronald Nathan, Amherst Insurance Agency/the Natha• Agencies; Community Service: Family Outreach of Amherst; Chamber MVP: Cinda Jones, W.D. Cowls Land Co. Admission: $75 per ticket.
• Oct. 18: Legislative Breakfast, 7:15-9 a.m., at the Lord Jeffery Inn. Sponsored by Wester• Massachusetts Electric Co. Admission: $15 for members, $20 for non-members.

GREATER EASTHAMPTON CHAMBER OF COMMERCE
www.easthamptonchamber.org
(413) 527-9414
• Sept. 12: Networking By Night Business Card Exchange, 5-7 p.m. Hosted and co-sponsored by Eastworks Event Space, Suite 160, 116 Pleasant St., Easthampton. Co-sponsored by Riff’s Joint, which is providing hors d’ouevres. Beer and wine compliments of Eastworks. Door prizes. Tickets: $5 for members, $15 for future members.
• Sept. 13-14: Fall Recycling Days (Sept. 13: 1-4 p.m.; Sept. 14: 8:30 a.m. to noon). Responsibly dispose of your old computer, monitor, TV, stereo, and/or home or office appliances. Location: Corner of Liberty and Mechanic streets (across from the Liberty Commons Building), Easthampton. Recycling services courtesy of Duseau Trucking, Hatfield. Ope• to the public. Contact the chamber office at (413) 527-9414 for recycling fees; 100% of fees will benefit chamber community programs.
• Sept. 17: GRIST — Get Real Individual Support Today, 9-10 a.m. at the Greater Easthampto• Chamber of Commerce, 33 Unio• St., Easthampton. The GRIST group is a free member benefit, a• ongoing small group of folks who meet regularly to share ideas and get advice o• the daily challenges of running a successful business. RSVP to group leaders Derek Allard at [email protected] or (413) 282-9957, or Fra• Fahey at [email protected] or (413) 529-1189. Free to chamber members and future members.
• Oct. 1: GRIST — Get Real Individual Support Today, 9-10 a.m. at the Greater Easthampto• Chamber of Commerce, 33 Unio• St., Easthampton. The GRIST group is a free member benefit, a• ongoing small group of folks who meet regularly to share ideas and get advice o• the daily challenges of running a successful business. RSVP to group leaders Derek Allard at [email protected] or (413) 282-9957, or Fra• Fahey at [email protected] or (413) 529-1189. Free to chamber members and future members.
• Oct. 8: Mayoral Forum, 6 p.m., Eastworks Meeting Space, Suite 160, 116 Pleasant St., Easthampton. Lear• about the Easthampto• mayoral candidates’ views o• business and their plans for the future of Easthampton. Free and ope• to the public.
• Oct. 10: Networking by Night Business Card Exchange, 5-7 p.m. Hosted and sponsored by Cernak Buick, 102 Northampto• St., Easthampton. Hors d’ouevres, beer, and wine available. Door prizes. Tickets: $5 for members, $15 for future members.
• Oct. 15: GRIST — Get Real Individual Support Today, 9-10 a.m. at the Greater Easthampto• Chamber of Commerce, 33 Unio• St., Easthampton. The GRIST group is a free member benefit, a• ongoing small group of folks who meet regularly to share ideas and get advice o• the daily challenges of running a successful business. RSVP to group leaders Derek Allard at [email protected] or (413) 282-9957, or Fra• Fahey at [email protected] or (413) 529-1189. Free to chamber members and future members.
• Oct. 21: Celebrity Bartenders Night, 6-9 p.m., at Opa-Opa Steakhouse & Brewery, 169 College Highway, Southampton. Joi• us for a night of fu• with local celebrities mixing drinks. Tips benefit the chamber’s holiday lighting fund. Raffles and more fun. Admission: free.

HOLYOKE CHAMBER OF COMMERCE
www.holycham.com
(413) 534-3376
• Sept. 10: “Grow Your Business with E-mail and Social Media Marketing,” from 8:30 (registration) to 10:30 a.m., at the Greater Holyoke Chamber of Commerce Executive Conference Room, 177 High St. Sponsored by PeoplesBank and the Republican. This workshop is designed to give small businesses and nonprofit organizations some simple ideas for growing their customer, prospect, or member networks by using e-mail and social-media marketing. Admissio• is free. Brought to you by Constant Contact. For reservations, call the chamber office at (413) 534-3376.
• Sept. 11: Legislative Coffee Hour, 7:45-9:15 a.m. Hosted by Slainte, 80 Jarvis Ave., Holyoke. Sponsored by Dowd Insurance, Loomis Communities, and Resnic, Beauregard, Waite and Driscoll. Hear what the Holyoke mayoral candidates have to say about some of the key topics that will affect the city of Holyoke. Each candidate will have a• opportunity to speak and will take questions from the audience. Cost: $18 for chamber members, $25 for non-members. Continental breakfast included. The public is invited to attend. Call the chamber at (413) 534-3376 to sig• up.
• Sept. 17: Holyoke Day at the Big E, 5 p.m.
• Sept. 18: Chamber Annual Clambake, 5-7:30 p.m., at Holyoke Country Club, 1 Country Club Road. Sponsored by United Water, Pioneer Valley Railroad, and Westfield Bank. All tickets are $35. The public is invited to attend. Free golf lesso• at 3:30 p.m., putting contest, music, chowder cook-off, games, door prizes, and raffles. For reservations, call the chamber office at (413) 534-3376.
• Sept. 24: “The Power of E-mail Marketing,” bonus session: “Getting Started with Constant Contact E-mail Marketing,” from 8:30 (registration) to 10 a.m., at the Greater Holyoke Chamber of Commerce Executive Conference Room, 177 High St., Holyoke. Sponsored by PeoplesBank and the Republican. Attendance is free. For reservations, call the chamber office at 413-534-3376.
• Oct. 1: Table Top Showcase, 4:30-7 p.m., at the Chicopee Castle of Knights. Four area chambers — Greater Holyoke, Chicopee, Westfield, and the ACCGS — are getting together to present a tabletop mini-trade show. Tables cost $100. Call the Holyoke Chamber at (413) 534-3376 to secure your table.
• Oct. 3: “Ask a Chamber Expert: the Basics of Blueprint Reading,” 8:30-10 a.m., at the Greater Holyoke Chamber of Commerce, Executive Conference Room, 177 High St., Holyoke. Lear• how to define different types of scales used o• drawings; identify the height, width, and length dimensions of a drawing; interpret the various symbols and notations used o• a drawing; distinguish betwee• plan, elevation, section, and detail views; and become familiar with basic plan-reading terminology. Price includes a continental breakfast. Cost: $10 for members; $25 at the door and for non-members. Call the chamber at (413) 534-3376 to sig• up.
• Oct. 9: Autum• Business Breakfast, 7:30-9 a.m., at the Log Cabin. Sponsored by the Republica• and Holyoke Medical Center. Recognizing new members, business milestones, and networking breakfast meeting. Cost: members, $22 i• advance, $28 at the door. Call the chamber at (413) 534-3376 to sig• up.
• Oct. 16: Chamber After Hours, 5-7 p.m., at the Center for Health Education, 404 Jarvis Ave., Holyoke (former Gryn• & Barrett Studios). Business networking event to take place at HCC’s newest educatio• facility. Networking, 50/50 raffle, and door prizes. Cost: $10 for members, $15 for the public. Call the chamber at (413) 534-3376 to sig• up.
• Oct. 22: Social Media with Constant Contact Workshop, 8:30-10:30 a.m., at the Greater Holyoke Chamber of Commerce, Executive Conference Room, 177 High St., Holyoke. Sponsored by PeoplesBank and the Republican. This information-packed seminar offers a basic review of the essential strategies and best practices a business or organizatio• should understand to successfully get started with social-media marketing. Admissio• is free. Brought to you by Constant Contact. For reservations, call the chamber office at (413) 534-3376.
• Oct. 30: Manufacturing Breakfast, 7:30-9:30 a.m., at the Wherehouse, 109 Lyma• St., Holyoke. For reservations, call the chamber office at (413) 534-3376.

MASSACHUSETTS CHAMBER OF COMMERCE
www.massachusettschamberofcommerce.com
(413) 525-2506
• Nov. 12: Massachusetts Chamber of Commerce Annual Meeting & Awards Luncheon, 9 a.m. registration, at the DoubleTree, Westborough. For more informatio• o• ticket sales and sponsorship opportunities, call the chamber office at (413) 525-2506 or e-mail [email protected].

GREATER NORTHAMPTON CHAMBER OF COMMERCE
www.explorenorthampton.com
(413) 584-1900

• Sept. 11: Arrive@5, 5-7 p.m. Monthly chamber networking event. Sponsored and hosted by Baystate Health Outpatient Center, at Northampto• Crossing, 325 King St. Cost:  $10 for members, $15 for non-members. RSVP to [email protected].
• Sept. 26: Business Planning Workshop, 3:30-5 p.m., at the Northampto• Chamber, 99 Pleasant St., Northampton. Presented by the staff of the Frankli• County Community Development Corp. This 90-minute sessio• informs business owners about business planning, the loa• process, where to get help, and how to launch a food product and use the Wester• MA Food Processing Center. Lear• about available resources and walk out knowing your next step. Admissio• is free, but space is limited. RSVP to [email protected].
• Sept. 25: Incite Information, 7:30-9 a.m., at Look Park: the Garde• House. Hosted by the Greater Northampto• Chamber of Commerce. Sponsors: United Personnel, Webber & Grinnell, and Six-Point Creative Works. The speaker will be state Sen. Senator Sta• Rosenberg. Incite Informatio• is a four-part series o• the future of business i• the Pioneer Valley. The format and topics were developed from a survey of chamber members, i• which it was clear that business leaders are looking for more avenues for relevant and highly local informatio• that will help them make decisions more effectively. The series will include expert speakers who will address big issues with a local mindset. Topics for this year will include economic development, high-speed transportation, higher education, and the impact of work culture. Cost: $20 for members, $30 for non-members. RSVP required. To register, contact Esther at [email protected].
• Oct. 2: Annual Chamber Ope• House, 5-7 p.m. Sponsors: Innovative Business Systems, Pioneer Training, and Crocker Communications. The chamber’s largest fall networking event, the ope• house is designed to introduce prospective members to the chamber and its members. Cost: $10 for members, $15 for non-members. RSVP to Esther at [email protected].
• Oct. 8: Business to Customer Marketing Workshop: “On-the-spot Marketing Tips for Increasing Foot Traffic,” 1-3 p.m. Hosted and sponsored by the Greater Northampto• Chamber of Commerce. Presented by the Creative Marketing Group. The Creative Marketing Group will meet with you and your fellow retail business owners and managers at our conference-room table, liste• to your marketing and communications concerns, and help you brainstorm practical, professional solutions o• the spot. Lear• more about how to strategize, advertise, brand, and promote your business, reach the media, and maximize your message i• person, i• print, and online. Cost: free, but pre-registratio• is required, and space is limited. To register, contact Esther at [email protected]
• Oct. 22: Business to Business Marketing Workshop, 3:30-5 p.m., at the Greater Northampto• Chamber of Commerce. Cost: free, but pre-registratio• is required, and space is limited. To register, contact Esther at [email protected].
• Nov. 6: Arrive@5 Chamber Networking Event, 5-7 p.m. Hosted by the World War II Club. Sponsors: Homeward Vets. Catered by Big Kats Catering. The chamber will be collecting donations for Homeward Vets. A list of needed donations will be posted o• its website. Cost: $10 for members, $15 for non-members. RSVP to Esther at [email protected].

WEST OF THE RIVER CHAMBER OF COMMERCE
www.ourwrc.com
(413) 426-3880
• Sept. 26: Coffee with Mayor Cohen, 8-9:30 a.m., at the OMG Training Center, 604 Silver St. Agawam. For more information, contact the chamber office at (413) 426-3880 or e-mail [email protected].
• Oct. 2: Wicked Wednesday, 5-7 p.m., at Westfield Bank, 655 Mai• St., Agawam. Wicked Wednesdays are monthly social events hosted by various businesses and restaurants. These events bring members and non-members together to network i• a laid-back atmosphere. Free for chamber members, $10 for non-members. Event is ope• to the public, but non-members must pay at the door. For more information, contact the chamber office at (413) 426-3880 or e-mail [email protected].
• Oct. 10: West Springfield Mayoral Debate, 6-8 p.m., at West Springfield City Hall. Event is ope• to the public and free for both members and non-members. For more information, contact the chamber office at (413) 426-3880 or e-mail [email protected].
• Oct. 17: Business with Bacon, 7-9 a.m., at Crestview Country Club. Speaker: Gaming Commissioner Bruce Stebbins. Cost: $25 for chamber members, $30 for non-members. For more information, contact the chamber office at (413) 426-3880, or e-mail [email protected].
• Oct. 23: Business to Business Expo, hosted by the West of the River Chamber, the North Central CT Chamber, the Bradley Regional Chamber, and the East Windsor Chamber, 4:30-7:30 p.m. Hosted by Holiday Inn, Enfield. Cost: $100 for a six-foot table if you are a member of any chamber and pay i• full by Sept. 27, or $150 for a six-foot table if you are not a member of any chamber or do not pay i• full by Sept. 27. For more information, contact the chamber office at (413) 426-3880, or email [email protected].

GREATER WESTFIELD CHAMBER OF COMMERCE
www.westfieldbiz.org
(413) 568-1618
• Sept. 11: September WestNet Connection, 5-7 p.m., at the Holiday In• Express, 39 Southampto• Road, Westfield. Sponsored by CityStage & Symphony Hall. A• evening of networking. Don’t forget your business cards, complimentary hors d’oeuvres, and cocktails. Walk-ins are welcome. Cost: $10 for members, $15 cash for non-members. To register, call Pam Bussell at the chamber office at (413) 568-1618, or e-mail [email protected].
• Sept. 13: Chamber Breakfast, 7:15-9 a.m., at the 104th Fighter Wing ANG, 175 Falco• Dr., Westfield. Platinum sponsor: Westfield Bank. Gold sponsors: Berkshire Bank and United Bank. Guest Speaker: Eva• Dobelle, president, Westfield State University. Cost: $25 for members. $30 for non-members. To register, call Pam Bussell at the chamber office at (413) 568-1618, or e-mail [email protected].
• Oct. 7: Mayor’s Coffee Hour, 8-9 a.m., at the Forum House, 55 Broad St., Westfield. Mayor Knapik will speak about all that is happening around Westfield and field questions. Free and ope• to the pubic. To register, call Pam Bussell at the chamber office at (413) 568-1618, or e-mail [email protected].
• Oct. 9: October WestNet Connection, 5-7 p.m., at East Mountai• Country Club, 1458 East Mountai• Road, Westfield. A• evening of networking; don’t forget your business cards. Complimentary hors d’oeuvres and cocktails. Walk-ins are welcome. Tickets: $10 for members, $15 cash for non-members. To register, call Pam Bussell at the chamber office at (413) 568-1618, or e-mail [email protected].

Departments Real Estate

The following real estate transactions (latest avail­able) were compiled by Banker & Tradesman and are published as they were received. Only transactions exceeding $115,000 are listed. Buyer and seller fields contain only the first name listed on the deed.

FRANKLIN COUNTY

BERNARDSTON

147 Bald Mountain Road
Bernardston, MA 01337
Amount: $154,000
Buyer: Thomas V. Newton
Seller: Denison, Frances E., (Estate)
Date: 08/09/13

14 Turners Falls Road
Bernardston, MA 01337
Amount: $148,500
Buyer: Danny L. Hescock
Seller: Riley, Donnabelle N., (Estate)
Date: 07/30/13

BUCKLAND

59 Charlemont Road
Buckland, MA 01338
Amount: $200,000
Buyer: Tomothy J. Budrewicz
Seller: James A. Budrewicz
Date: 07/31/13

115 Elm St.
Buckland, MA 01338
Amount: $318,600
Buyer: Katherine M. Haydock
Seller: Gail R. Hall
Date: 08/09/13

CONWAY

116 Elm St.
Conway, MA 01341
Amount: $230,000
Buyer: Palmer L. Yurica
Seller: Ovitt, Ralph B., (Estate)
Date: 07/30/13

DEERFIELD

26 Pleasant Ave.
Deerfield, MA 01342
Amount: $215,000
Buyer: Jonathan Talbot
Seller: Bruce K. Culver
Date: 07/29/13

GILL

479 Main Road
Gill, MA 01354
Amount: $158,000
Buyer: Lea Banks
Seller: Mary E. Norrman
Date: 07/30/13

69 South Cross Road
Gill, MA 01354
Amount: $225,000
Buyer: Margaret K. Vidrine
Seller: Gary M. Weber
Date: 07/31/13

GREENFIELD

104 Davis St.
Greenfield, MA 01301
Amount: $170,000
Buyer: Ion Virlizanu
Seller: Petru Balan
Date: 08/05/13

71 Laurel St.
Greenfield, MA 01301
Amount: $158,000
Buyer: SD&CM Pitcher RET
Seller: Michelle A. Roberge
Date: 08/05/13

403 Log Plain Road
Greenfield, MA 01301
Amount: $215,000
Buyer: Kenneth F. Pleasant
Seller: Loretta A. Pinson
Date: 07/31/13

98 South Shelburne Road
Greenfield, MA 01301
Amount: $167,000
Buyer: Brian D. Godin
Seller: Toddy A. Bolvin
Date: 07/31/13

LEVERETT

410 Long Plain Road
Leverett, MA 01054
Amount: $274,900
Buyer: Jason C. Viadero
Seller: Marvin T. Ellin
Date: 08/09/13

MONTAGUE

4 Grand Ave.
Montague, MA 01349
Amount: $120,000
Buyer: James G. Martineau
Seller: FNMA
Date: 07/30/13

6 Willmark Ave.
Montague, MA 01376
Amount: $199,000
Buyer: Caroline L. McDade
Seller: Daniel E. Arsenault
Date: 07/31/13

NEW SALEM

264 Wendell Road
New Salem, MA 01355
Amount: $320,000
Buyer: Elizabeth R. Young
Seller: Rodney W. Bixby
Date: 07/31/13

NORTHFIELD

295 Birnam Road
Northfield, MA 01360
Amount: $197,000
Buyer: Stacy L. Walsh
Seller: John F. Foster
Date: 08/09/13

564 Mount Hermon Station Road
Northfield, MA 01360
Amount: $300,000
Buyer: Erica M. Smith
Seller: Cindy S. Dikeman
Date: 07/31/13

SHUTESBURY

147 Baker Road
Shutesbury, MA 01072
Amount: $240,000
Buyer: Alan Condron
Seller: Catherine D. Youngen
Date: 07/31/13

SUNDERLAND

22 South Plain Road
Sunderland, MA 01375
Amount: $242,000
Buyer: Susan J. Shepard
Seller: Leslie Ann Stiles TR
Date: 07/31/13

WARWICK

718 Orange Road
Warwick, MA 01378
Amount: $200,000
Buyer: David B. Kelly
Seller: Peter D. Hubbard
Date: 08/07/13

WHATELY

129 Christian Lane
Whately, MA 01093
Amount: $635,000
Buyer: Richard Pedersen
Seller: Howard P. Beaudry
Date: 08/01/13

North St. (WS)
Whately, MA 01093
Amount: $541,000
Buyer: Owl Hill NT
Seller: Ralph K. Farrick Funding TR
Date: 08/06/13

HAMPDEN COUNTY

AGAWAM

34 Charles St.
Agawam, MA 01001
Amount: $164,000
Buyer: Michael F. Roy
Seller: Monty LLC
Date: 08/08/13

19 High Meadow Road
Agawam, MA 01030
Amount: $277,000
Buyer: Darryl R. Page
Seller: Mark R. Langevin
Date: 07/31/13

7 Marla Place
Agawam, MA 01030
Amount: $256,000
Buyer: Kristin M. Strycharz
Seller: Dave Sanders
Date: 08/05/13

131 Moore St.
Agawam, MA 01001
Amount: $153,675
Buyer: Vanderbilt Mtg. & Financial Inc.
Seller: Michael Price
Date: 08/08/13

596 North St.
Agawam, MA 01030
Amount: $170,000
Buyer: Richard N. Majkowski
Seller: Mary A. Couture
Date: 07/31/13

34 Park St.
Agawam, MA 01030
Amount: $205,000
Buyer: Frank J. Bond
Seller: Michael A. Lacaresse
Date: 07/29/13

60 Red Fox Dr.
Agawam, MA 01030
Amount: $225,900
Buyer: Michael A. Lacaresse
Seller: Donald C. Bjorklund
Date: 07/29/13

26 Royal St.
Agawam, MA 01001
Amount: $179,000
Buyer: Mark Kenney
Seller: Raeann Sarsfield
Date: 08/02/13

915 Shoemaker Lane
Agawam, MA 01030
Amount: $260,500
Buyer: Jeannette Oyola
Seller: Shaun M. Dwyer
Date: 07/31/13

80 Simpson Circle
Agawam, MA 01001
Amount: $188,250
Buyer: Brendan Culver
Seller: Gene M. Karam
Date: 08/02/13

118 Thalia Dr.
Agawam, MA 01030
Amount: $250,000
Buyer: Kenneth Backlund
Seller: Joseph P. Cipcic
Date: 08/06/13

BRIMFIELD

10 Palmer Road
Brimfield, MA 01010
Amount: $400,000
Buyer: Aura Ent. Inc.
Seller: Laura P. May
Date: 08/02/13

Sturbridge Road
Brimfield, MA 01010
Buyer: Andrew B. Worden
Seller: Springfield Boys Club Inc.
Date: 07/30/13

CHESTER

92 Lyon Hill Road
Chester, MA 01011
Amount: $310,000
Buyer: John Ringeling
Seller: Janice F. Voorhis
Date: 08/01/13

CHICOPEE

73 Boulay Circle
Chicopee, MA 01020
Amount: $165,000
Buyer: Collin C. Edwards
Seller: Yuk Shan
Date: 07/31/13

160 Bridle Path Road
Chicopee, MA 01013
Amount: $300,000
Buyer: Julie A. Kukahiko
Seller: Jon R. Abbott
Date: 07/31/13

544 Broadway St.
Chicopee, MA 01020
Amount: $128,000
Buyer: Noreen B. Candon
Seller: Kathleen D. Laclair
Date: 08/01/13

85 Call St.
Chicopee, MA 01013
Amount: $205,000
Buyer: Juan A. Deleon
Seller: James E. Seymour
Date: 08/07/13

451 East Main St.
Chicopee, MA 01020
Amount: $147,500
Buyer: Christina Loy
Seller: Dennis Cook
Date: 08/01/13

49 Fairfield Ave.
Chicopee, MA 01013
Amount: $182,000
Buyer: Tony Tereso
Seller: Fred M. Sliwa
Date: 07/29/13

111 Garland St.
Chicopee, MA 01020
Amount: $165,000
Buyer: Donald J. Laplante
Seller: Hazel J. Levan
Date: 07/29/13

25 Henry Harris St.
Chicopee, MA 01013
Amount: $131,000
Buyer: Kelly J. Colkos
Seller: Jennifer M. Gallant
Date: 08/07/13

28 Kane Dr.
Chicopee, MA 01013
Amount: $141,500
Buyer: Edward H. Greeno
Seller: Deborah S. Stec
Date: 07/31/13

Lombard Road
Chicopee, MA 01020
Amount: $2,137,500
Buyer: Blue Bird MHC LLC
Seller: GL Realty LLC
Date: 07/30/13

501 Memorial Dr.
Chicopee, MA 01020
Amount: $1,250,000
Buyer: Chick Fil A Inc.
Seller: Columbus Ave. Realty LLC
Date: 08/06/13

32 Morris St.
Chicopee, MA 01020
Amount: $155,000
Seller: MHFA
Date: 08/09/13

518 Pendleton Ave.
Chicopee, MA 01020
Amount: $280,000
Buyer: Waycon Inc.
Seller: Edward Kleciak
Date: 08/02/13

552 Pendleton Ave.
Chicopee, MA 01020
Amount: $184,000
Buyer: Daniel R. Lowe
Seller: Kyle Thibeault
Date: 08/02/13

23 Pleasant St.
Chicopee, MA 01013
Amount: $147,900
Buyer: Manuel A. Salgado
Seller: John J. Moccio
Date: 08/02/13

42 Poplar St.
Chicopee, MA 01013
Amount: $151,000
Buyer: Eugene V. Gruszka
Seller: Michelle L. Gamelli
Date: 07/30/13

40 Randall St.
Chicopee, MA 01013
Amount: $134,000
Buyer: Robert A. Tardiff
Seller: Sophie M. Malikowski
Date: 08/08/13

16 South Winthrop St.
Chicopee, MA 01020
Amount: $205,000
Buyer: Craig A. Viens
Seller: Debra A. Sherrer
Date: 07/29/13

47 Tanglewood St.
Chicopee, MA 01020
Amount: $225,000
Buyer: Anthony Matos
Seller: John Chmura
Date: 07/31/13

169 Waite Ave.
Chicopee, MA 01020
Amount: $140,000
Buyer: Bethanie L. Sawyer
Seller: Derek P. Swistak
Date: 08/02/13

129 Woodlawn St.
Chicopee, MA 01020
Amount: $115,000
Buyer: Laura J. Hurler
Seller: Sandra M. Turban
Date: 07/31/13

108 Woodstock St.
Chicopee, MA 01020
Amount: $126,000
Buyer: Alexandra Gonzalez
Seller: Jennifer L. Weir
Date: 07/31/13

116 Woodstock St.
Chicopee, MA 01020
Amount: $138,000
Buyer: Monika M. Konopko
Seller: Wojcik, Walter, (Estate)
Date: 07/31/13

7 Zoar Ave.
Chicopee, MA 01020
Amount: $150,000
Buyer: James Sheftall
Seller: Richard S. Harty
Date: 08/01/13

EAST LONGMEADOW

137 Allen St.
East Longmeadow, MA 01028
Amount: $341,500
Buyer: Patrick R. Tudryn
Seller: Angelo Pananas
Date: 08/09/13

Auburn St.
East Longmeadow, MA 01028
Amount: $272,000
Buyer: John J. Kelly
Seller: Michael F. Torcia
Date: 08/09/13

101 Bayne St.
East Longmeadow, MA 01028
Amount: $230,000
Buyer: Leo A. Riendeau
Seller: Cynthia K. Therien
Date: 07/31/13

11 Betterley Lane
East Longmeadow, MA 01028
Amount: $425,000
Buyer: John S. Chmura
Seller: Bretta Construction LLC
Date: 07/31/13

10 Crescent Hill
East Longmeadow, MA 01028
Amount: $126,000
Buyer: Wells Fargo Bank NA
Seller: Jason L. Campbell
Date: 07/30/13

125 Dearborn St.
East Longmeadow, MA 01028
Amount: $335,000
Buyer: John M. Dickson
Seller: Rocco M. Carabetta
Date: 07/30/13

53 Edmund St.
East Longmeadow, MA 01028
Amount: $185,000
Buyer: Eric A. Krupka
Seller: David J. Pallatino
Date: 08/01/13

27 Fairview St.
East Longmeadow, MA 01028
Amount: $165,000
Buyer: Thaw Dar
Seller: Anthony Moriarty
Date: 08/09/13

29 Millbrook Dr.
East Longmeadow, MA 01028
Amount: $239,900
Buyer: Timothy L. Collins
Seller: Bailey, Robert J., (Estate)
Date: 08/02/13

198 Porter Road
East Longmeadow, MA 01028
Amount: $294,900
Buyer: Sharon E. Bonasoni
Seller: Michael A. Torcia
Date: 08/02/13

25 Spring Valley Road
East Longmeadow, MA 01028
Amount: $280,000
Buyer: Anthony Moriarty
Seller: Paul Courville
Date: 08/09/13

8 Vadnais St.
East Longmeadow, MA 01028
Amount: $272,500
Buyer: Lawrence Bradley
Seller: Mary E. Karpells
Date: 08/09/13

18 Wood Ave.
East Longmeadow, MA 01028
Amount: $140,300
Buyer: CLLC LLC
Seller: Michael P. Galvagni
Date: 08/02/13

GRANVILLE

359 South Lane
Granville, MA 01034
Amount: $157,000
Buyer: Joel R. Lewis
Seller: Randall S. White
Date: 08/01/13

HAMPDEN

Bennett Road
Hampden, MA 01036
Amount: $125,000
Buyer: Vincent P. Murphy
Seller: David F. Wentworth
Date: 08/02/13

4 Mount Vision Road
Hampden, MA 01036
Amount: $192,900
Buyer: Steven A. Aulisio
Seller: Kathleen Foster
Date: 08/02/13

63 Old Orchard Road
Hampden, MA 01036
Amount: $200,000
Buyer: James E. Gagnon
Seller: Ruth A. Hatch
Date: 07/31/13

26 Walnut Road
Hampden, MA 01036
Amount: $262,000
Buyer: Jason Lopes
Seller: John E. Mullaney
Date: 07/31/13

HOLLAND

10 Old County Road
Holland, MA 01521
Amount: $289,000
Buyer: Michael R. Vieira
Seller: Paixao Properties Inc.
Date: 08/09/13

53 Sandy Beach Road
Holland, MA 01521
Amount: $176,500
Buyer: Christopher Polkowski
Seller: J. B. Noble
Date: 08/08/13

HOLYOKE

3 Brenan St.
Holyoke, MA 01040
Amount: $125,000
Buyer: Christopher Kulig
Seller: USA HUD
Date: 07/29/13

1594 Dwight St.
Holyoke, MA 01040
Amount: $380,000
Buyer: William M. Radner
Seller: William M. Radner
Date: 07/29/13

3 Hendel Dr.
Holyoke, MA 01040
Amount: $207,500
Buyer: Robert A. Recoulle
Seller: Jeffrey L. Stoloff
Date: 07/31/13

108 Meadowbrook Road
Holyoke, MA 01040
Amount: $168,550
Buyer: David Vogel
Seller: Paul, William F., (Estate)
Date: 07/31/13

Michelle Lane
Holyoke, MA 01040
Amount: $315,900
Buyer: Diana C. Abbott
Seller: J. N. Duquette & Son Construction
Date: 07/31/13

211 Oak St.
Holyoke, MA 01040
Amount: $250,000
Buyer: Richard Rubin
Seller: Hang Z. Huang
Date: 07/31/13

4 River Terrace
Holyoke, MA 01040
Amount: $265,000
Buyer: Samuel W. Craig
Seller: Kenneth J. Watson
Date: 07/29/13

138 Saint Jerome Ave.
Holyoke, MA 01040
Amount: $125,000
Buyer: Eric Reynolds
Seller: Patricia A. Griffin
Date: 08/08/13

LONGMEADOW

100 Arlington Road
Longmeadow, MA 01106
Amount: $335,000
Buyer: Judith A. Delong
Seller: George E. Markoulakis
Date: 07/30/13

Blokland Dr.
Longmeadow, MA 01106
Amount: $345,000
Buyer: Brenda L. Kashmanian
Seller: Paul J. Girard
Date: 07/29/13

263 Burbank Road
Longmeadow, MA 01106
Amount: $250,500
Buyer: Aruna Priya
Seller: George J. Krol
Date: 08/01/13

9 Churchill Dr.
Longmeadow, MA 01106
Amount: $544,500
Buyer: Harlan M. Wahrman
Seller: Robert T. Brooks
Date: 07/30/13

96 Colton Place
Longmeadow, MA 01106
Amount: $365,900
Buyer: Nicholas Pesce
Seller: David Dambrov
Date: 07/31/13

58 Fairfield Terrace
Longmeadow, MA 01106
Amount: $306,000
Buyer: Christopher M. Buendo
Seller: St.Michaels Construction Corp.
Date: 07/30/13

69 Fairfield Terrace
Longmeadow, MA 01106
Amount: $299,000
Buyer: Joanna Smiley
Seller: Ralph K. Chamberlain
Date: 07/31/13

13 Glenwood Circle
Longmeadow, MA 01106
Amount: $212,500
Buyer: Kimberly Guarnaccia
Seller: Christopher Karwoski
Date: 07/29/13

259 Inverness Lane
Longmeadow, MA 01106
Amount: $280,000
Buyer: Thomas L. Spiwak
Seller: Bettirose Eisner
Date: 08/09/13

5 Laurel St.
Longmeadow, MA 01106
Amount: $945,000
Buyer: Denis G. Gagnon
Seller: Laplante Construction Inc.
Date: 08/07/13

154 Lawrence Dr.
Longmeadow, MA 01106
Amount: $477,750
Buyer: Marieanne Dambrov
Seller: Mayer A. Kahan
Date: 07/31/13

1497 Longmeadow St.
Longmeadow, MA 01106
Amount: $267,250
Buyer: Jeremy R. Stambovsky
Seller: Todd E. Frederickson
Date: 07/31/13

335 Maple Road
Longmeadow, MA 01106
Amount: $193,000
Buyer: Michael J. Mowbray
Seller: Jeffrey A. Lomma
Date: 08/01/13

117 Pleasantview Ave.
Longmeadow, MA 01106
Amount: $277,500
Buyer: Christopher M. Carr
Seller: Elaine M. Geha
Date: 07/31/13

97 Roseland Terrace
Longmeadow, MA 01106
Amount: $291,821
Buyer: Mica LLC
Seller: Radomir Lazic
Date: 08/09/13

62 Woodsley Road
Longmeadow, MA 01106
Amount: $705,000
Buyer: Todd Adelson
Seller: Jennifer L. Cambi
Date: 08/01/13

LUDLOW

834 Center St.
Ludlow, MA 01056
Amount: $128,500
Buyer: Christopher J. Sherman
Seller: Gail T. Green
Date: 07/29/13

334 Chapin St.
Ludlow, MA 01056
Amount: $251,500
Buyer: Derek J. Chandonnet
Seller: Angelo Parlengas
Date: 07/29/13

99 East Akard St.
Ludlow, MA 01056
Amount: $177,000
Buyer: Michelle A. Carner
Seller: Michelle J. Crochiere
Date: 07/31/13

43 Hampshire St.
Ludlow, MA 01056
Amount: $158,000
Buyer: M. L. Bradway-Marshall
Seller: Jose A. Andre
Date: 08/05/13

96 Holy Cross Circle
Ludlow, MA 01056
Amount: $218,500
Buyer: Laura S. Markiewicz
Seller: Riverbend 2 Props. LLC
Date: 07/30/13

425 Holyoke St.
Ludlow, MA 01056
Amount: $312,500
Buyer: Nicholas J. Emmett
Seller: Philip J. Dunaj
Date: 08/07/13

17 Irla Dr.
Ludlow, MA 01056
Amount: $295,000
Buyer: Brian A. Rogowski
Seller: Robert E. Wojtczak
Date: 08/09/13

494 Lyon St.
Ludlow, MA 01056
Amount: $249,000
Buyer: Alexandre A. Carvalho
Seller: Richard S. Zych
Date: 08/07/13

50 McLean Pkwy.
Ludlow, MA 01056
Amount: $235,000
Buyer: Crystal M. Mateus
Seller: Patrick R. Tudryn
Date: 08/09/13

27 Munsing Ave.
Ludlow, MA 01056
Amount: $269,900
Buyer: Jacqueline C. Rosa
Seller: Mark P. Russell
Date: 07/31/13

46 Pinewood Road
Ludlow, MA 01056
Amount: $140,500
Buyer: Kevin J. Leclaire
Seller: Kevin J. Leclaire
Date: 08/05/13

23 Power Ave.
Ludlow, MA 01056
Amount: $198,000
Buyer: Danielle M. Lombardi
Seller: Norman D. Dudley
Date: 08/09/13

35 Rogers Ave.
Ludlow, MA 01056
Amount: $165,000
Buyer: Kazimierz Borawski
Seller: Rosemary Rudloff
Date: 07/31/13

18 West Akard St.
Ludlow, MA 01056
Amount: $129,000
Buyer: Jamie L. Thomas
Seller: Gerald Boduch
Date: 07/31/13

18 Warwick Dr.
Ludlow, MA 01056
Amount: $150,000
Buyer: CSB Svc. Corp.
Seller: Lesley A. Kowalczyk
Date: 07/29/13

683 West St.
Ludlow, MA 01056
Amount: $180,000
Buyer: Mario Ferrentino
Seller: Kelly A. Tracy
Date: 07/31/13

136 Yale St.
Ludlow, MA 01056
Amount: $120,000
Buyer: Yale Street LLC
Seller: Giza Mondry, Helen, (Estate)
Date: 08/05/13

MONSON

28 Bethany Road
Monson, MA 01057
Amount: $129,000
Buyer: Sarah E. Longo
Seller: Teresa Kelley-Coffey
Date: 08/09/13

87 Lakeside Dr.
Monson, MA 01057
Amount: $335,000
Buyer: Alan Ehrlich
Seller: Christine E. Evans
Date: 07/31/13

9 Lincoln St.
Monson, MA 01057
Amount: $170,000
Buyer: Wesley R. Crouch
Seller: Henry L. Padden
Date: 07/29/13

245 Palmer Road
Monson, MA 01057
Amount: $123,000
Buyer: Sequoia Props. Realty LLC
Seller: Aldrich, William H., (Estate)
Date: 08/08/13

4 Zuell Road
Monson, MA 01057
Amount: $230,500
Buyer: David J. Kane
Seller: Michael R. McCurry
Date: 08/06/13

PALMER

16 Cedar Hill St.
Palmer, MA 01069
Amount: $185,000
Buyer: Joseph Amegah
Seller: Ye X. Yan
Date: 08/05/13

1033 Chestnut St.
Palmer, MA 01069
Amount: $171,500
Buyer: Acacio Sanches
Seller: Kathy A. Foster
Date: 08/01/13

28 Deborah St.
Palmer, MA 01069
Amount: $171,000
Buyer: Jessica M. Unsderfer
Seller: Derek J. Chandonnet
Date: 08/02/13

25 Geraldine St.
Palmer, MA 01069
Amount: $150,000
Buyer: Frederick J. Kotowski
Seller: Adam V. Hageman
Date: 07/30/13

2010 High St.
Palmer, MA 01080
Amount: $127,300
Buyer: Daniel Delisle
Seller: Steven A. Runnals
Date: 08/01/13

1505 North Main St.
Palmer, MA 01069
Amount: $128,000
Buyer: Linda S. Pardo
Seller: Cabot Realty LLC
Date: 08/02/13

1520 Park St.
Palmer, MA 01069
Amount: $330,000
Buyer: Ruport Realty LLC
Seller: Paul J. Les

2021 Prospect St.
Palmer, MA 01080
Amount: $121,000
Buyer: Jeremy R. Tuomisto
Seller: Roger W. Barnes
Date: 07/30/13

101 River St.
Palmer, MA 01069
Amount: $133,100
Buyer: Glen W. Shorette
Seller: Robert W. Shorette
Date: 08/06/13

118 State St.
Palmer, MA 01069
Amount: $119,000
Buyer: Carrie Morris
Seller: Eric G. Hiersche
Date: 08/07/13

RUSSELL

175 General Knox Road
Russell, MA 01071
Amount: $195,000
Buyer: Katherine A. Stokowski
Seller: Freniere, Richard M., (Estate)
Date: 08/07/13

135 Timberidge Dr.
Russell, MA 01071
Amount: $137,900
Buyer: Shannon L. Trusty
Seller: FNMA
Date: 07/30/13

SPRINGFIELD

27 Ashland Ave.
Springfield, MA 01119
Amount: $127,200
Buyer: Maureen E. Anton
Seller: Kimberly A. Nadolski
Date: 07/30/13

49 Bartels St.
Springfield, MA 01128
Amount: $150,277
Buyer: Hassan Mourad
Seller: Mohammad Niroomand
Date: 08/01/13

53 Bissell St.
Springfield, MA 01119
Amount: $150,000
Buyer: Desiree S. Davis
Seller: FNMA
Date: 08/02/13

43 Caitlin Dr.
Springfield, MA 01118
Amount: $190,000
Buyer: Antonio Teixeria
Seller: Jason A. Lopes
Date: 07/31/13

25 Canton St.
Springfield, MA 01104
Amount: $117,500
Buyer: Jose Cruzado
Seller: Lori A. Ruell
Date: 08/08/13

110 Carr St.
Springfield, MA 01118
Amount: $175,800
Buyer: Giuseppe Leone
Seller: Jeffrey W. Duda
Date: 07/29/13

50 Chauncey Dr.
Springfield, MA 01129
Amount: $135,000
Buyer: Carl J. Shaw
Seller: Stanley J. Rodak
Date: 07/31/13

82 Cherry St.
Springfield, MA 01105
Amount: $192,500
Buyer: Roberto Rodriguez
Seller: Homer Foucher
Date: 08/09/13

274 Christopher Dr.
Springfield, MA 01119
Amount: $180,000
Seller: David B. Failey
Date: 07/30/13

120 Clarendon St.
Springfield, MA 01109
Amount: $180,000
Buyer: Jack C. Dubose
Seller: Wesley Methodist Church
Date: 08/09/13

27 Deepfield Road
Springfield, MA 01118
Amount: $172,937
Buyer: Marilynn Jones
Seller: Philip D. Wood
Date: 07/29/13

5 Fair Oak Road
Springfield, MA 01128
Amount: $166,000
Buyer: Laura A. Phelan
Seller: Sara A. Brassil
Date: 07/31/13

174 Fort Pleasant Ave.
Springfield, MA 01108
Amount: $150,000
Buyer: Berkshire Land Co. LLC
Seller: HSBC Bank USA
Date: 07/29/13

49 Garcia St.
Springfield, MA 01129
Amount: $142,000
Buyer: Cassandra Washington
Seller: Maroun Ghossein
Date: 07/31/13

98 Gilman St.
Springfield, MA 01118
Amount: $125,000
Buyer: Andrew D. Galaska
Seller: Joseph M. Daley
Date: 07/31/13

26 Granger St.
Springfield, MA 01119
Amount: $151,000
Buyer: Sergio Flores
Seller: Mikhail S. Kutsel
Date: 08/07/13

239 Hanson Dr.
Springfield, MA 01128
Amount: $125,000
Buyer: Thomas L. Gregoire
Seller: Steven A. Aulisio
Date: 07/30/13

36 Hartwick St.
Springfield, MA 01108
Amount: $131,500
Buyer: Timothy A. Bradley
Seller: Timothy L. Collins
Date: 08/02/13

77 Laurence St.
Springfield, MA 01104
Amount: $185,000
Buyer: Nelson J. Milano
Seller: Elaine C. Graham
Date: 07/30/13

595 Main St.
Springfield, MA 01105
Amount: $326,000
Buyer: Glory Inc.
Seller: 587 Main Realty Corp.
Date: 08/08/13

3400 Main St.
Springfield, MA 01199
Amount: $6,500,000
Buyer: Baystate Medical Center
Seller: Stutz Realty LLC
Date: 07/30/13

134 Mallowhill Road
Springfield, MA 01129
Amount: $135,000
Buyer: Shi L. Wu
Seller: Flavin, Chester E., (Estate)
Date: 07/30/13

Park Dr.
Springfield, MA 01101
Buyer: Denis G. Gagnon
Seller: Laplante Construction Inc.
Date: 08/07/13

53 Pennsylvania Ave.
Springfield, MA 01118
Amount: $172,000
Buyer: Michael R. Grimaldi
Seller: Jason N. Shrock
Date: 07/31/13

9 Ridgeway Circle
Springfield, MA 01118
Amount: $240,000
Buyer: Kathleen G. Walsh
Seller: Andrew F. Wissemann
Date: 08/02/13

201 Rosemary Dr.
Springfield, MA 01119
Amount: $137,000
Buyer: Jose A. Lebron-Vega
Seller: Daniel Garrity
Date: 08/02/13

105 Saint James Circle
Springfield, MA 01104
Amount: $155,000
Buyer: Ruth N. Rodriguez
Seller: CDM Props. LLC
Date: 08/01/13

251 Senator St.
Springfield, MA 01129
Amount: $125,039
Buyer: Olga Jagiello
Seller: USA HUD
Date: 08/09/13

44 Texel Dr.
Springfield, MA 01108
Amount: $138,900
Buyer: Robert D. Rizzuto
Seller: Connie R. Chaitovsky
Date: 08/02/13

509 Tiffany St.
Springfield, MA 01108
Amount: $118,000
Buyer: Eliezer Reyes
Seller: Kathryn L. Calabrese
Date: 08/06/13

705 Union St.
Springfield, MA 01109
Amount: $115,000
Buyer: Joshua Reid
Seller: Hallerin Realty LLP
Date: 08/08/13

297 West Allen Ridge Road
Springfield, MA 01118
Amount: $127,000
Buyer: Phuc N. Nguyen
Seller: Marlin Investments LLC
Date: 07/31/13

32 Warriner Ave.
Springfield, MA 01108
Amount: $131,250
Buyer: Monty LLC
Seller: Corey J. Fisher
Date: 08/01/13

1468 Wilbraham Road
Springfield, MA 01119
Amount: $149,000
Buyer: Greychi Alvarado
Seller: Rebecca Before
Date: 08/02/13

193 Winterset Dr.
Springfield, MA 01129
Amount: $168,000
Buyer: James J. Lucek
Seller: Daniel J. Manning
Date: 07/31/13

SOUTHWICK

20 Iroquois Dr.
Southwick, MA 01077
Amount: $275,000
Buyer: Richard S. Zito
Seller: Barbara W. Sokolowski
Date: 08/02/13

17 Juniper Road
Southwick, MA 01077
Amount: $191,000
Buyer: Eric M. Brogan
Seller: Daniel A. Erwin
Date: 07/31/13

29 North Lake Ave.
Southwick, MA 01077
Amount: $124,900
Buyer: Michaelene J. Gurka
Seller: Debra A. Croteau
Date: 08/09/13

WALES

7 Church St.
Wales, MA 01081
Amount: $205,000
Buyer: Andrew P. Duquette
Seller: Donald R. Bancroft
Date: 07/30/13

WESTFIELD

48 Bailey Dr.
Westfield, MA 01085
Amount: $350,000
Buyer: Johnathan J. Timek
Seller: Scarfo Construction Inc.
Date: 07/30/13

1087 East Mountain Road
Westfield, MA 01085
Amount: $115,500
Buyer: Anil K. Mallavarapu
Seller: Bank Of America FSB
Date: 07/31/13

455 Falley Dr.
Westfield, MA 01085
Amount: $480,000
Buyer: Sarah E. Scott
Seller: Kelly A. Prenosil
Date: 08/08/13

32 Heritage Lane
Westfield, MA 01085
Amount: $299,000
Buyer: Christopher N. Riga
Seller: Daniel R. Gintowt
Date: 07/29/13

37 Joseph Ave.
Westfield, MA 01085
Amount: $160,000
Buyer: Corrine K. Holland
Seller: Holland, Andree J., (Estate)
Date: 07/31/13

8 Leaview Dr.
Westfield, MA 01085
Amount: $280,000
Buyer: Dawn R. Schlien
Seller: Joan H. Ugolik
Date: 07/31/13

17 Linden Ave.
Westfield, MA 01085
Amount: $169,847
Buyer: Michael C. McGrievey
Seller: Julieann A. Schortmann
Date: 08/07/13

156 Meadow St.
Westfield, MA 01085
Amount: $120,000
Buyer: John R. Gordner
Seller: Teresa M. Orlandi
Date: 07/31/13

139 Springdale Road
Westfield, MA 01085
Amount: $150,000
Buyer: Jason M. Perron
Seller: Barbara J. Bell
Date: 07/31/13

315 Steiger Dr.
Westfield, MA 01085
Amount: $310,000
Buyer: Christopher O’Brien
Seller: Jason P. Queenin
Date: 07/31/13

36 Stephanie Lane
Westfield, MA 01085
Amount: $298,000
Buyer: Timothy E. Slowick
Seller: Christopher M. Watroba
Date: 08/01/13

Violet Circle
Westfield, MA 01085
Amount: $117,000
Buyer: Kopatz Construction Inc.
Seller: Scarfo Construction Inc.
Date: 08/01/13

WILBRAHAM

5 Autumn Road
Wilbraham, MA 01095
Amount: $455,000
Buyer: Jessie E. Donovan
Seller: Gregory G. Loboda
Date: 08/01/13

8 Briar Cliff Dr.
Wilbraham, MA 01095
Amount: $190,000
Buyer: Kristin M. Gates
Seller: Sturbridge Dev. LLC
Date: 08/09/13

150 Chilson Road
Wilbraham, MA 01095
Amount: $220,000
Buyer: Scott M. Mchugh
Seller: Mark E. Przechocki
Date: 08/05/13

5 Elm Circle
Wilbraham, MA 01095
Amount: $200,000
Buyer: Valerie Labine-Perry
Seller: Jeanne M. Moriarty
Date: 08/08/13

17 Falcon Hts.
Wilbraham, MA 01095
Amount: $1,250,000
Buyer: Jay C. Falik
Seller: Diana J. Walker
Date: 07/30/13

5 Fox Hill Dr.
Wilbraham, MA 01095
Amount: $299,000
Buyer: Mark E. Przechocki
Seller: Raymond J. Wright
Date: 08/05/13

9 Harness Dr.
Wilbraham, MA 01095
Amount: $410,000
Buyer: Rory M. Sullivan
Seller: Kristin M. Gates
Date: 08/09/13

15 Meadowview Road
Wilbraham, MA 01095
Amount: $249,500
Buyer: Gregory J. Rogers
Seller: Rory M. Sullivan
Date: 07/30/13

2 Pidgeon Dr.
Wilbraham, MA 01095
Amount: $237,900
Buyer: Shelby L. Cook
Seller: Kenneth J. Marowski
Date: 08/08/13

3 Powers Dr.
Wilbraham, MA 01095
Amount: $415,000
Buyer: Philip J. Dunaj
Seller: Mary K. Counos
Date: 08/07/13

34 Pomeroy St.
Wilbraham, MA 01095
Amount: $222,500
Buyer: Daniel J. Manning
Seller: Lillian F. Malandrinos
Date: 07/31/13

17 Ripley St.
Wilbraham, MA 01095
Amount: $187,500
Buyer: Elizabeth M. Nelson
Seller: Mary Boyajy
Date: 07/30/13

28 Soule Road
Wilbraham, MA 01095
Amount: $220,000
Buyer: Kerrin M. Bigda
Seller: Alexander A. Berezkin
Date: 07/30/13

443 Stony Hill Road
Wilbraham, MA 01095
Amount: $185,000
Buyer: Michael R. Parker
Seller: Robert L. Gaudette
Date: 07/31/13

899 Stony Hill Road
Wilbraham, MA 01095
Amount: $235,000
Buyer: Brian Cunningham
Seller: Elizabeth K. Lee
Date: 08/02/13

WEST SPRINGFIELD

77 Armstrong St.
West Springfield, MA 01089
Amount: $135,000
Buyer: Thomas W. Clutz
Seller: Francisco Rodriguez
Date: 07/30/13

116 Chestnut St.
West Springfield, MA 01089
Amount: $192,500
Buyer: Craig A. Dore
Seller: Charles L. Dore
Date: 07/31/13

25 E. School St.
West Springfield, MA 01089
Amount: $180,000
Buyer: Chitra K. Rai
Seller: Karl F. Schwarzkopf
Date: 08/01/13

49 E. School St.
West Springfield, MA 01089
Amount: $245,000
Buyer: Yekub Shakhanov
Seller: Morray Inc.
Date: 07/31/13

104 Edgewood Road
West Springfield, MA 01089
Amount: $259,900
Buyer: Miriam B. Steinberg
Seller: Kelley A. Breck
Date: 07/31/13

18 Hillside Ave.
West Springfield, MA 01089
Amount: $157,500
Buyer: Justin S. Bergeron
Seller: Jonathan Bernard
Date: 07/30/13

25 Irving St.
West Springfield, MA 01089
Amount: $167,500
Buyer: Battista Property Mgmt. LLC
Seller: Richard N. Majkowski
Date: 07/31/13

112 Lewis Ave.
West Springfield, MA 01089
Amount: $215,000
Buyer: Oleksandr Demyanchuk
Seller: Timothy A. Neal
Date: 08/08/13

190 Lower Beverly Hills
West Springfield, MA 01089
Amount: $182,250
Buyer: Keith B. Lee
Seller: Jennifer L. Bharvirkar
Date: 07/29/13

29 Robinson Road
West Springfield, MA 01089
Amount: $183,000
Buyer: Nico Paolucci
Seller: Timothy E. Slowick
Date: 07/29/13

19 Spring St.
West Springfield, MA 01089
Amount: $118,000
Buyer: Marina Efremova
Seller: NSP Residential LLC
Date: 07/30/13

31 Sunnyside St.
West Springfield, MA 01089
Amount: $115,000
Buyer: Vyatcheslav Tsukanov
Seller: Alfred A. Bernard
Date: 07/31/13

104 Vincent Dr.
West Springfield, MA 01089
Amount: $246,000
Buyer: Matthew L. Krokov
Seller: Flagstone Props. Inc.
Date: 07/31/13

33 Windsor St.
West Springfield, MA 01089
Amount: $140,000
Buyer: Vasiliy Panchenko
Seller: Earl F. Camp
Date: 07/29/13

HAMPSHIRE COUNTY

AMHERST

56 Berkshire Terrace
Amherst, MA 01002
Amount: $312,000
Buyer: Matthew J. Spitzer
Seller: Annaliese Bischoff
Date: 08/05/13

55 Chapel Road
Amherst, MA 01002
Amount: $395,000
Buyer: Haivan V. Hoang
Seller: Canale, Parola Ercole, (Estate)
Date: 07/29/13

40 Dickinson St.
Amherst, MA 01002
Amount: $325,000
Buyer: Todd Volk
Seller: Gloria B. Morton TR
Date: 08/09/13

15 Hawthorn Road
Amherst, MA 01002
Amount: $745,000
Buyer: William M. Doerr
Seller: Bercume Construction LLC
Date: 08/02/13

43 Hitchcock Road
Amherst, MA 01002
Amount: $464,000
Buyer: Amherst College
Seller: William C. Taubman
Date: 08/01/13

Lindenridge Road
Amherst, MA 01002
Amount: $200,000
Buyer: Bercume Construction LLC
Seller: Western Development Corp.
Date: 08/06/13

N/A
Amherst, MA 01002
Amount: $301,000
Buyer: Jon W. Holcombe
Seller: Anne M. Taylor
Date: 08/05/13

374 Old Montague Road
Amherst, MA 01002
Amount: $612,000
Buyer: Vlad Zakashansky
Seller: Carol S. Gross
Date: 08/02/13

24 Potwine Lane
Amherst, MA 01002
Amount: $180,000
Buyer: Michael MacDonald
Seller: David E. Seymour
Date: 08/01/13

80 Rolling Ridge Road
Amherst, MA 01002
Amount: $336,000
Buyer: Michelle E. Farkas
Seller: Susan A. Howard
Date: 08/01/13

682 Station Road
Amherst, MA 01002
Amount: $340,000
Buyer: Abida Adnan
Seller: Mass. Properties Mgmt. LLC
Date: 07/31/13

45 Woodlot Road
Amherst, MA 01002
Amount: $480,000
Buyer: Qian Ya
Seller: Richard Rubin
Date: 07/30/13

BELCHERTOWN

81 Allen Road
Belchertown, MA 01007
Amount: $260,000
Buyer: Kyle J. Thibeault
Seller: Chester A. Banach
Date: 08/02/13

29 Mill Valley Road
Belchertown, MA 01007
Amount: $238,000
Buyer: William M. Watson
Seller: Mitchell W. Vincent
Date: 07/31/13

5 Tucker Lane
Belchertown, MA 01007
Amount: $220,000
Buyer: Marianne Waszkelewicz
Seller: Mary A. O’Neil
Date: 08/09/13

CHESTERFIELD

125 Bryant St.
Chesterfield, MA 01012
Amount: $360,000
Buyer: Michael Alterman
Seller: Linda E. Jones
Date: 08/06/13

EASTHAMPTON

6 Adams St.
Easthampton, MA 01027
Amount: $260,000
Buyer: Natali Hernandez-Gardiol
Seller: Mukunda Feldman
Date: 07/30/13

22 Carillon Circle
Easthampton, MA 01027
Amount: $237,000
Buyer: Kevin R. Doherty
Seller: Michael E. Czerapowicz LT
Date: 07/31/13

16 Chapman Ave.
Easthampton, MA 01027
Amount: $219,900
Buyer: Michael L. Mactavish
Seller: John R. Gasperini
Date: 08/01/13

10 Holyoke St.
Easthampton, MA 01027
Amount: $239,900
Buyer: Susan M. Tallon
Seller: David G. Poppie
Date: 08/09/13

19 Knipfer Ave.
Easthampton, MA 01027
Amount: $150,000
Buyer: James L. Patterson
Seller: Laurie A. Kline
Date: 08/09/13

20 Knipfer Ave.
Easthampton, MA 01027
Amount: $229,900
Buyer: John B. Allison
Seller: Kevin C. Netto
Date: 07/31/13

305 Loudville Road
Easthampton, MA 01027
Amount: $187,390
Buyer: Justin T. Skoronski
Seller: FNMA
Date: 08/09/13

75 Northampton St.
Easthampton, MA 01027
Amount: $245,000
Buyer: Auouk Alquier
Seller: Bruce C. Nolan
Date: 08/09/13

157 Park St.
Easthampton, MA 01027
Amount: $279,000
Buyer: Daniel J. Hartman
Seller: Rosa M. Gomes
Date: 07/29/13

19 River Valley Way
Easthampton, MA 01027
Amount: $125,000
Buyer: Jeffrey S. Cahill
Seller: EH Homeownership LLC
Date: 08/07/13

86 Williston Ave.
Easthampton, MA 01027
Amount: $190,000
Buyer: FHLM
Seller: Shawn T. Asher
Date: 08/01/13

3 Windsor Circle
Easthampton, MA 01027
Amount: $280,000
Buyer: Robert E. Sass
Seller: Mark M. Hammond
Date: 08/07/13

GRANBY

300 Batchelor St.
Granby, MA 01033
Amount: $180,000
Buyer: Matthew Hamel
Seller: Jeannette A. Boczon
Date: 08/09/13

50 Morgan St.
Granby, MA 01033
Amount: $242,000
Buyer: Robert H. Mongeon
Seller: David E. Bolio
Date: 07/31/13

6 Oak Dr.
Granby, MA 01033
Amount: $205,000
Buyer: Tomothy S. Sorrentino
Seller: Claude D. Lambert
Date: 07/30/13

204 School St.
Granby, MA 01033
Amount: $178,000
Buyer: James N. Brousard
Seller: Jeanne Yocum
Date: 07/30/13

HADLEY

14 Aloha Dr.
Hadley, MA 01035
Amount: $285,000
Buyer: Richard M. Klein
Seller: Higgins, Barry R., (Estate)
Date: 08/01/13

59 River Dr.
Hadley, MA 01035
Amount: $684,935
Buyer: John H. Kokoski
Seller: Peter J. Klimoski
Date: 07/31/13

72 River Dr.
Hadley, MA 01035
Amount: $175,000
Buyer: Marjorie Rule
Seller: Williams H. Wallis
Date: 08/02/13

26 Russell St.
Hadley, MA 01035
Amount: $170,000
Buyer: Jerry Rybczynski
Seller: Edward W. Forman
Date: 07/29/13

8 Stockbridge Road
Hadley, MA 01035
Amount: $276,000
Buyer: Jeffry J. Gummeson
Seller: James J. Dinopoulos
Date: 08/09/13

22 Sylvia Hts.
Hadley, MA 01035
Amount: $575,000
Buyer: Yadin Mor
Seller: James T&B Henderson LT
Date: 07/29/13

HATFIELD

64 Bridge St.
Hatfield, MA 01038
Amount: $248,000
Buyer: Mary K. Shoro
Date: 07/31/13

115 Elm St.
Hatfield, MA 01038
Amount: $255,000
Buyer: Jefferey P. Laflamme
Seller: Hatfield Village LLC
Date: 08/02/13

17 King St.
Hatfield, MA 01038
Amount: $299,900
Buyer: Stephen Luippold
Seller: Jacob N. Masenior
Date: 08/05/13

104 Mountain Road
Hatfield, MA 01038
Amount: $412,000
Buyer: Christyn J. Fagan
Seller: Paul D. Palmisciano
Date: 08/06/13

NORTHAMPTON

24 Adare Plce
Northampton, MA 01060
Amount: $465,000
Buyer: Julie N. Tomlinson-Nolan
Seller: Steven R. Roszko
Date: 08/09/13

18 Cherry St.
Northampton, MA 01060
Amount: $284,500
Buyer: D. McKay Separate Share TR
Seller: Judy A. Madzunovic
Date: 07/29/13

22 Claire Ave.
Northampton, MA 01062
Amount: $225,000
Buyer: Sarah D. Haessler
Seller: Amherst Green Dev. LLC
Date: 08/05/13

95 Emerson Way
Northampton, MA 01062
Amount: $511,000
Buyer: Jennifer M. Recht
Seller: Rosemund LLC
Date: 08/09/13

22 Fort Hill Terrace
Northampton, MA 01060
Amount: $363,500
Buyer: Jeremy F. Hartman
Seller: O’Neill, Mary E., (Estate)
Date: 08/01/13

72 Fox Farms Road
Northampton, MA 01062
Amount: $362,500
Buyer: Craig N. Ruberti
Seller: Helen R. Covekk RET
Date: 08/01/13

235 Glendale Road
Northampton, MA 01062
Amount: $159,900
Buyer: James A. Coyle
Seller: Terrie M. Jarosz
Date: 08/01/13

16 Hancock St.
Northampton, MA 01060
Amount: $389,000
Buyer: Peter A. Thunfors
Seller: Lorena Donaldson-Zurita
Date: 08/05/13

39 Ladyslipper Lane
Northampton, MA 01062
Amount: $459,000
Buyer: Adam P. Kittredge
Seller: Carol R. Schroeder
Date: 07/31/13

97 Laurel Park
Northampton, MA 01060
Amount: $203,000
Buyer: Terence Ragasa
Seller: Jena M. Sujat
Date: 08/08/13

29 Longview Dr.
Northampton, MA 01062
Amount: $190,500
Buyer: Christopher C. Slack
Seller: Lois E. Newton
Date: 08/09/13

22 Maple St.
Northampton, MA 01062
Amount: $333,000
Buyer: Katherine Eileen
Seller: Eric A. Cohen
Date: 07/30/13

178 North Elm St.
Northampton, MA 01060
Amount: $241,350
Buyer: Catherine McCune
Seller: Kevin L. Alix
Date: 07/30/13

280 Old Wilson Road
Northampton, MA 01062
Amount: $551,000
Buyer: Olena Parkhomenko
Seller: Kerry Brozyna
Date: 08/01/13

7 Pine St.
Northampton, MA 01062
Amount: $250,000
Buyer: Alexander M. Kalish
Seller: Craig N. Ruberti
Date: 08/01/13

17 Prospect Hts.
Northampton, MA 01060
Amount: $284,000
Buyer: Marvin T. Elline
Seller: Susan J. Meunier
Date: 08/09/13

111 Prospect St.
Northampton, MA 01060
Amount: $675,000
Buyer: Deevia C. Patel
Seller: Fay A. Klein
Date: 07/31/13

327 Riverside Dr.
Northampton, MA 01062
Amount: $305,500
Buyer: Lindsay S. Pope
Seller: Byongok Chon
Date: 08/07/13

306 Rocky Hill Road
Northampton, MA 01062
Amount: $370,000
Buyer: Lynne M. Davis
Seller: George W. Adams
Date: 08/02/13

459 Rocky Hill Road
Northampton, MA 01062
Amount: $250,000
Buyer: Elizabeth M. Skelley
Seller: Robert K. Eckert
Date: 08/09/13

137 Spruce Hill Ave.
Northampton, MA 01062
Amount: $227,900
Buyer: Magdalene Aulik
Seller: Robert Eveleigh
Date: 07/31/13

140 Williams St.
Northampton, MA 01060
Amount: $142,800
Buyer: Dana L. Goldblat
Seller: Samuel Conklin
Date: 07/29/13

PLAINFIELD

278 Prospect St.
Plainfield, MA 01070
Amount: $275,000
Buyer: Bruce G. Hooke
Seller: Jonathan R. Lawrence
Date: 08/07/13

SOUTH HADLEY

14 Broad St.
South Hadley, MA 01075
Amount: $225,000
Buyer: Matthew Yee
Seller: Robert A. Recoulle
Date: 07/31/13

112 Granby Road
South Hadley, MA 01075
Amount: $222,000
Buyer: Sharon M. Styffe
Seller: Nichilas S. Collins
Date: 08/01/13

32 Leahey Ave.
South Hadley, MA 01075
Amount: $278,500
Buyer: Michelle L. Fitzell
Seller: Thomas W. Carey
Date: 07/29/13

3 Leblanc Dr.
South Hadley, MA 01075
Amount: $387,500
Buyer: Kelley A. Fike
Seller: Anthony G. Catterton
Date: 08/01/13

101 Pine St.
South Hadley, MA 01075
Amount: $200,000
Buyer: Arthur E. Procter
Seller: Christopher J. Potito
Date: 07/31/13

11 Ranger St.
South Hadley, MA 01075
Amount: $185,000
Buyer: Christopher S. Sormanti
Seller: Michael P. Lynch
Date: 08/02/13

9 Spring Meadows
South Hadley, MA 01075
Amount: $345,000
Buyer: Scott A. Lynch
Seller: Sandra Schuhlen
Date: 07/31/13

26 Upper River Road
South Hadley, MA 01075
Amount: $300,000
Buyer: Daniel F. Muldoon
Seller: James W. Knapp
Date: 07/31/13

7 Warner St.
South Hadley, MA 01075
Amount: $205,000
Buyer: Steven K. Eckman
Seller: Daniel E. Cyr
Date: 08/09/13

4 Wright Place
South Hadley, MA 01075
Amount: $212,000
Buyer: Joseph D. Mancinelli
Seller: Susan L. Anderson
Date: 08/09/13

SOUTHAMPTON

72 Glendale Road
Southampton, MA 01073
Amount: $365,000
Buyer: Patricia A. Hoynoski
Seller: Richard L. Truehart
Date: 08/01/13

14 Mountain View Circle
Southampton, MA 01073
Amount: $197,500
Buyer: Elizabeth M. Farrell
Seller: Richard Blackbird
Date: 08/07/13

WARE

19 Eagle St.
Ware, MA 01082
Amount: $159,900
Buyer: Joseph P. Sutkaitis
Seller: Joseph Wilga
Date: 07/31/13

46 Eddy St.
Ware, MA 01082
Amount: $128,000
Buyer: Jonathan Underwood
Seller: Pioneer Valley Redevelopment LLC
Date: 08/08/13

15 Hillside Terrace
Ware, MA 01082
Amount: $276,500
Buyer: Dale A. Walker
Seller: Sean S. Murray
Date: 07/31/13

West Warren Road
Ware, MA 01082
Amount: $150,000
Buyer: West Warren Road LLC
Date: 07/30/13

WESTHAMPTON

91 North Road
Westhampton, MA 01027
Amount: $258,000
Buyer: David G. Poppie
Seller: Mark A. Miller
Date: 08/09/13

14 Pine Island Lake
Westhampton, MA 01027
Amount: $212,000
Buyer: Nicholas S. Divenere
Seller: Donald R. Affhauser RET
Date: 08/07/13

54 Pine Island Lake
Westhampton, MA 01027
Amount: $650,000
Buyer: Diana C. Killip
Seller: Robert D. Marmor
Date: 07/31/13

WORTHINGTON

47 Conwell Road
Worthington, MA 01098
Amount: $340,000
Buyer: Madeleine A. Cahill
Seller: Klouda FT
Date: 07/31/13

Building Permits Departments

The following building permits were issued during the month of September 2013.

AGAWAM

Aesha Management, LLC
632-634 Springfield St.
$50,000 — New storefront and renovations

CHICOPEE

Century 21 A-1 Nolan
73 Waite Ave.
$6,000 — Strip and re-roof

City of Chicopee
31 Springfield St.
$191,000 — Remove asbestos contaminated material

Center Group, LLC
13 Center St.
$75,000 — Enlarge bathroom and elevator shaft

Francais Properties, LLC
60 Haynes Circle
$240,000 — Remodel existing warehouse with new houses

Friendly’s Ice Cream
529 Memorial Dr.
$6,000 — New siding

Montogomery Development Group
21 Baystate Road
$525,000 — Construction of a dental office

OSG of Chicopee
1505 Memorial Dr.
$200,000 — Remodel interior of Chicopee Urgent Care Center

Riverbend Medical Group
444 Montgomery St.
$18,000 — Modifications to existing ductwork

Slats Realty Trust
14 Sheridan St.
$9,000 — Strip and re-roof

EASTHAMPTON

Autumn Properties, LLC
247-251 Northampton St.
$9,500 — Install partitions to create office space

CIL Realty of MA Inc.
296 Loudville Road
$465,000 — Construct a 3,200-square-foot group home

Kevin Perrier
123-133 Union St.
$17,000 — Interior renovation for office space

Trinity Lutheran Church
2 Clark St.
$3,000 — Replacement windows

SOUTH HADLEY

Center for Redevelopment
29 College St.
$5,000 — Install siding

NORTHAMPTON

Caroline Gottlieb
49 Market St.
$5,000 — Exterior repairs

Dori Mead
186 Main St.
$56,000 — Interior renovation for Dobra Tea

Eugene Mongeon
26 Trumbull Road
$4,000 — Roof repairs

Richard Finck
63 Main St.
$8,000 — New roof

Evert Fowle
16 Center St.
$3,000 — Replace ceiling

Main Street Properties, LLC
92 Main St.
$51,000 — Install 44 rooftop solar panels

Maplewood Shops Inc.
2 Conz St.
$10,000 — Install replacement windows

Northampton Treatment Facility
170 Glendale Road
$4,000 — Replace antenna panel

Peter Whalen
7 Old South St.
$24,000 — Install 40 replacement windows

Smith College
College Lane
$30,500 — New suspended ceiling in Ainsworth Gym

Smith College
Neilson Dr.
$25,000 — Laundry room renovation in Washburn House

Smith College
West St.
$12,500 — Dormer repairs at Lilly Hall

William Mock
106 Damon Road
$3,806 — Repair building from auto accident

PALMER

Ronald Foskit
18 Barker St.
$5,000 — Strip existing shingles and re-roof two buildings

SOUTHWICK

Roof Maintenance and Systems
542 College Highway
$89,000 — Re-roof

SPRINGFIELD

1350 Main St., LLC
1350 Main St.
$109,000 — Renovation of office space

3640 Main St., LLC
3640 Main St.
$174,000 — Build out of 6,000 square feet of tenant space

Bethany Road Properties, LLC
121 Memorial Dr.
$181,000 — Build out for offices

Boriquen Apt. Limited
2748 Main St.
$28,000 — Install frame out to provide for office use

Springfield College
263 Alden St.
$10,000 — Create student post office

WGBY
44 Hampden St.
$59,000 — New roof

WESTFIELD

Rosow Westfield, LLC
66 South Broad St.
$9,500 — Interior repairs

WEST SPRINGFIELD

Center for Human Development
332 Birnie Ave.
$6,000 — Office renovation

Mansfield Paper
380 Union St.
$5,000 — Replaced damaged wall

Pearson Limited Partnership
61 Century Way
$5,000 — Office renovation

Troy Industries
151 Capital Dr.
$210,000 — Strip and re-roof

Law Sections
Skoler, Abbott & Presser Helps Employers Navigate Legal Minefields

Susan Fentin

Susan Fentin says she much prefers helping clients sidestep employment-law pitfalls than defending them in court.

Employment litigation was a lot easier a generation ago.
“In the late ’70s and early ’80s, the courts started looking for exceptions to employment at will,” said Ralph Abbott, a partner with Springfield-based employment-law firm Skoler, Abbott & Presser, referring to a company’s right to fire someone for any reason. “Prior to that, when somebody sued a company on an employment matter, you went to court and said the magic words ‘employment at will,’ and then it was over.”
However, the regulatory landscape surrounding employment law has changed dramatically since Title VII of the Civil Rights Act of 1964 barred discrimination on the basis of sex, race, color, religion, and national origin. The evolution of that law, and new protections under the Americans with Disabilities Act (ADA) of 1990 and the Family Medical Leave Act (FMLA) of 1993, just to name two developments, have significantly broadened the scope of workers’ rights.
“Now, if an employee feels they’ve been treated unfairly and looks around for a reason to file a lawsuit, it’s pretty easy to find one,” said Susan Fentin, another partner at the firm.
“It’s just become so much more complicated,” added Timothy Murphy, another partner. “You really do need to have the support of a law firm that specializes in this.”
Specifically, Skoler, Abbott & Presser practices only management-side employment law, counting among its clients businesses of all types, from mom-and-pop companies to multinationals. However, its work spans much more than defending companies against worker grievances in court.
“We much prefer keeping clients out of trouble than defending them when they get into trouble,” Fentin said. “With just a 15-minute phone call, we can say, ‘let’s handle it this way.’ It doesn’t always mean we avoid litigation, but they can set themselves up in a better position.”
Abbott explained that the practice is divided into three “buckets.” There’s traditional labor work, such as negotiations, arbitrations, and advising clients on remaining union-free. Another bucket is employee litigation, including actions under the Mass. Commission Against Discrimination and a host of other state and federal agencies. The third area of practice is the everyday work, as Fentin described, of advising clients on the ever-changing world of employment law and how it applies to their companies.
Take wage-and-hour claims, which Abbott called the “lawsuit du jour” in his field these days, with issues ranging from unpaid overtime hours to misclassification of employees as independent contractors.
“The state law changed a few years ago, with triple damage mandatory for any state wage-and-hour violation — even ones that are good-faith mistakes,” Murphy noted. “As you can imagine, as these claims become more lucrative, more folks are looking at these types of lawsuits, so we’ve seen a real spike there.”
The result, Abbott said, is that there’s more risk than ever for employers and their management and human-resources teams, who often don’t have the resources to keep up with how quickly regulations are changing.
“People aren’t born to be managers; they don’t come out of the womb like that,” he told BusinessWest. “They’ve been promoted, usually because of meritorious service, but they need the skills and training to avoid the pitfalls. People just don’t know this stuff.
“That’s where we come in,” he continued. “We see employers as basically well-meaning people trying to do the right thing under difficult circumstances.”
They might do everything right and still get sued, Fentin noted. “All we can do is manage the level of risk and minimize the possibility of a suit to the greatest extent possible.”

Union Labels
Since its inception in 1964, Skoler, Abbott & Presser has worked with employers in the realm of labor relations and collective bargaining, including all aspects of the National Labor Relations Act of 1935.
But that law, too, has evolved with the times. “One major change is that it’s starting to expand the concept of protected, concerted activity into areas where it was never utilized before,” Abbott said. “We’re seeing that they’re poking more into employment relationships than they have in the past.”
Take the brave new world of social media, for example. The National Labor Relations Board (NLRB), which administers labor law under the act, has made several high-profile rulings regarding the right of employees to complain about their jobs on Facebook and other sites.
Abbott cited the term ‘electronic water cooler’ when talking about the Internet and social media. “In the old days, when employees gathered around and moaned and groaned about their supervisor or what the company was going or not doing, they’d do it around the water cooler. Now it’s done online, and that has created problems for employers, who see all their dirty linen exposed to the world.”
The NLRB has stepped forcefully into this new paradigm, ruling on multiple occasions that such speech is protected. “The world has changed, and (so has) the way people communicate; people will say things on Facebook and not realize the implications,” Abbott said — and companies must understand and learn to deal with this reality.
This federal push for expanded workers’ rights comes at a time when only seven in 100 private-sector workers in the U.S. are in a union, Murphy noted.
“The NLRB is trying to establish some relevance in an environment where the standard labor relationship is not as predominant as it used to be,” Fentin added.
Abbott agreed. “We’re not seeing the uptick in union organizing — in New England and other parts of the country — that was expected with the present administration and its pro-labor view,” Abbott said of President Obama’s five years at the helm. “That hasn’t materialized into greater numbers of new members for unions or significant organizing drives, so the NLRB is now looking for relevance; they’re looking to expand their clout in the world.”
That’s evident in the recent strikes of fast-food restaurants by employees looking to significantly increase their wages. “That’s not related to a union,” he said, “but it’s clearly aided and supported by unions that want to pressure the fast-food industry on the wage issue.”
Meanwhile, unions are certainly not dead, Fentin said, which is why the firm continues to offer strategies to clients looking to remain non-unionized. “The manufacturing sector in Massachusetts has obviously shrunk over the years,” she noted, “but a fair number of clients in human-services agencies are now big targets for unions. We’ve had a couple of clients targeted by union-organizing drives.”

Educate and Connect

The firm’s client training goes well beyond union avoidance, however, encompassing seminars and briefings on topics such as personnel policies, sexual harassment, wage-and-hour laws, discipline and documentation, drug testing, workplace safety, and, of course, the broad implications of the aforementioned ADA and FMLA.
“The firm teaches master classes in both of those,” Fentin said. “The FMLA is a complicated statute to administer; it requires a lot of procedural paperwork.”
It also has a higher profile than it used to, she added. “More people are aware of it, and more likely to believe that they were treated wrongly because of their protected class.”
In addition, “we do a lot of training in discipline and documentation to make sure supervisors understand the importance of being fair and having a business-based reason” for firing, she explained. “We have an at-will law in Massachusetts, but, frankly, if you don’t give a good reason, people will feel they’re not being treated fairly.”
The firm’s educational efforts extend beyond its clients, she added. “We also write and edit the Massachusetts Employment Law Letter. That requires us to be constantly on top of what’s going on. It’s really written for the HR professional — it’s not esoteric; it’s written in plain language so anyone can take an issue we’re talking about and apply it to their own situation.”
Fentin said her work sometimes feels more like family law than business law because it often involves people with long-standing relationships, and when someone feels wronged, the process can get messy. “I had a mediation yesterday that failed because the employee wanted her day in court, and wanted to be vindicated,” she recalled. “It can be an emotional relationship.”
Murphy said the firm encourages clients to talk with a lawyer before they make any personnel decision that can lead to litigation.
“We walk through what the options are so the problem doesn’t happen,” he said. “We take a lot of pride in keeping people out of trouble, even though that’s not the most lucrative course. We’re building long-term relationships — we’ve had some clients since the 1960s. We don’t want to have one transaction with a client; we want to understand their business and be a partner with them, to help them thrive without having to worry about litigation or union problems.”
Abbott said a good result often comes down to simply treating people well and keeping the lines of communication open. “Unions aren’t going to get any traction in a company that treats their employees fairly. You don’t have to be the best-paying company in the world, but you do have to be focused on the employer-employee relationship. And that commitment starts at the top of the company.”
Fentin sees much of her role as trying to keep honest business people out of trouble. “All they’re trying to do is run their businesses. They don’t want to discriminate against anybody, and they want to make sure they’re doing things the right way.
“It is expensive if it ends up in court,” she added. “Talk about a drain on management morale, a time drain, a financial drain. It’s not fun. The better route is to develop strategies that keep you out of trouble.”

Something New
From anti-bullying policies in the workplace to regulations regarding the use of smartphones at work, “there’s always something new bubbling up,” Fentin said. “There’s never a dull month.”
Medical marijuana is another one of those new, hot issues, partly because of the rift between state laws, in states like Massachusetts where its use has been sanctioned, and federal law, which still maintains that it’s illegal. For instance, what if someone uses marijuana for health reasons at home, then fails a drug test at work because traces are still in his system?
“We’re still looking for court guidance on that,” she said. “Frankly, these decisions will take a long time to bubble through.”
Yet, such uncertainty isn’t frustrating to Fentin, but gratifying in a way, because she knows that clients have much at stake from such issues, and she and her fellow attorneys at Skoler, Abbott & Presser are equipped to help employers deal with them.
“This isn’t something abstract — I’m talking about people and how to help them keep their jobs and make their businesses more efficient,” she said. “I love my clients; my clients are my friends.”
Abbott had a similar take. “I believe a lot of people think of a company as a logo, a building, a product,” he said. “Our view of a company is of people — it’s managers, it’s HR people, trying to do the best they can under tough circumstances.”

Joseph Bednar can be reached at [email protected]

Manufacturing Sections
Toolmaker Disston Completes Its Move to Chicopee Location

Mark Marzeotti

Mark Marzeotti says Disston’s move to Chicopee is part of a larger strategic initiative to make the company more competitive.

In the annals of handsaw manufacturing, the name Disston holds a special place.
Indeed, for decades, that brand was synonymous with quality and the phrase ‘top of the line.’ Visit eBay, and dozens of the company’s saws are listed, some with price tags well above $100, depending on the age and condition of the item in question.
But one doesn’t see that name or distinctive medallion much anymore. Instead, the current iteration of the Disston Saw Works of Philadelphia, started in 1840 and later known as Henry Disston & Sons Inc., makes a number of power-tool accessories, including bandsaw, reciprocating jigsaw, and circular saw blades, and other products for the industrial markets under the brand names Blu Mold, Blu Mold Xtreme, RemGrit, and Aggressor. It also makes tools for the consumer market, with most carrying private labels such as Craftsman (Sears and Kmart), Master Mechanic (TrueValue), and Cobalt (Lowe’s).
But while the Disston name is, for now at least, gone from the marketplace, more importantly for the region, it remains a part of the its still-vibrant manufacturing sector, and now appears on signage at the old Buxton warehouse and distribution facility on Plainfield Street in Chicopee.
The company completed the relocation of its remaining U.S. operations from Deerfield to that site last month, the latest step in what has been a large-scale reorganization aimed at keeping the company competitive and reducing its overall cost of doing business, said Mark Marzeotti, Disston’s vice president of Sales & Marketing.
Most of the domestic manufacturing operations have been moved to China, Marzeotti explained, noting that almost all of the company’s main competitors, including Black & Decker/DeWalt, Skil, Stanley, Irwin, and others, moved all or most production overseas years ago.
“We’re one of the last companies to transition manufacturing of power-tool accessories to China,” he noted. “And we were truly at a disadvantage on a cost standpoint, due to labor-cost differences, by continuing to manufacture in the United States; this seems to be the nature of the beast as it relates to our industry.”
The Chicopee plant, which staged an open house on Aug. 30, is roughly half the size (100,000 square feet, compared to 250,000 square feet) of the Deerfield facility, and more efficient, said Marzeotti, noting that several potential sites were explored before Disston settled on the former Buxton building.
There are currently 50 employees at the Chicopee facility, down from 65 in Deerfield (a number that has been falling steadily in recent years), he continued, adding that there is optimism that this figure could rise, based on recent success in that aforementioned consumer market.
Tracing the Disston company’s recent history, Marzeotti said it was owned for several years by Greenfield Industries, which eventually sold it to Stephen Chen, an entrepreneur and owner of several manufacturing operations, including one that made bandsaw blanks for Disston.
Over the past 24 months, Chen moved most components of the U.S. operation to China, where he owns several plants and is also involved in a number of joint ventures, said Marzeotti, adding that the light-manufacturing operations now in Chicopee are centered on production of Remgrit brand products — hole saw, bandsaw, and reciprocating saw blades with a carbide grit edge — for the industrial market, as well as custom welding of bandsaw loops, another subspecialty the company developed in recent years.
Company officials determined that they could these manufacturing components in this country because they are higher-margin products, said Marzeotti, and also because there is not U.S.-made competition in those categories.
Growth in employment numbers at the Chicopee plant is likely, he told BusinessWest, because of improved volume in the consumer market and projections for more of the same in the near future.
“We won a recent review at TrueValue and went from 100 SKUs to 700 SKUs, we’ve added 22 Craftsman-branded items at Kmart, and we’ve doubled our business at Sears,” he explained, adding that, while these consumer accounts and other industrial accounts involve mostly products overseas, there will be likely be a need for additional employees to receive, repackage, and distribute these products, and that work would be done in Chicopee.
Looking down the road, Marzeotti said the company is mulling the possible return of the Disston brand of handsaws. “Since handsaws are still sold, it would likely make sense for us to come out with a premier line of handsaws under the Disston label,” he said, adding quickly that there is no timetable for such an initiative.
In the meantime, though, the company will work to expand production of those other brands that currently roll out of its plants, and grow market share in the ultra-competitive power-tool-accessory market.
And the Chicopee plant will play a big part in those plans.

— George O’Brien

Sections The Business of Aging
JGS Strategic Initiative Continues a Tradition of Culture Change

Martin Baicker and Susan Halpern

Martin Baicker and Susan Halpern both used the word ‘transformational’ to describe Jewish Geriatric Services’ plans to adopt the so-called small-house model.

Martin Baicker calls it “the continuation of a journey that started years ago.”
That’s how he chose to describe a strategic initiative at Longmeadow-based Jewish Geriatric Services (JGS), which he serves as president and CEO, to adopt what’s known as the “small-house model of care” into some of its facilities.
The ‘small house,’ or ‘Green House’ model, as it’s also called, involves a more personal, home-like setting for elder care, one that represents the next iteration of ongoing culture change within the industry — and at JGS, said Baicker.
“This furthers a long tradition of caring and embracing culture change — our board is forward-thinking and has always wanted to be on the cusp of what is the latest thinking in terms of care for seniors,” he explained, adding that the ‘journey’ he mentioned started in the ’90s, with movement from the traditional nursing-home setting and operating philosophy to something known as the “neighborhood model.”
This was an effort to “de-institutionalize” nursing homes and make them more home-like, he noted, adding that it involved everything from incorporating carpeting and softer colors on the walls to adding amenities such as common areas, fish tanks, and solariums, to creating a sense of neighborhood by assigning facilities names, such as the ‘New York Unit,’ given to the short-term-care unit.
The small-house model goes further, and, as the name suggests, involves placing 10 to 20 private rooms in a setting that approximates a small house, he continued, noting that the private rooms would be supported by a central living room, or hearth, as well as a dining room and full kitchen.
“People will have their privacy in the rooms, but they can go out to the central living area, or hearth, to engage other residents, visit with family, to have activities — it’s like a home, it’s like a living room,” Baicker told BusinessWest, adding that the concept will first be adopted for a new short-term-care rehabilitation center, and will then be phased into the long-term-care facility, the Julian J. Leavitt Family Jewish Nursing Home.
But the small-house model involves much more than facilities design, said Baicker, adding that it also requires a change in philosophy and operational design that begins with self-directed work teams committed to providing services when and how residents want them.
“The small-house model provides flexibility and choice for each resident,” he explained, “with a personalized team of multi-skilled staff, along with an environment that encourages residents to be an active participant in their care and treatment.”
Susan Halpern, vice president of Philanthropy for JGS, agreed.
The JGS team

The JGS team, left to right: Marty Baicker (president and CEO), Susan Kline (chairman of the board), Susan Halpern (VP of philanthropy), Randy Locklin (JGS project manager), Martin Siefering (principal at Perkins Eastman and project director), Eric Dalen (architectural team leader at Perkins Eastman), Katherine Cienciala (project manager at Perkins Eastman), Paul Steidl (Perkins Eastman), Bob Petroff (executive vice president and administrator of the Julian J. Leavitt Family Jewish Nursing Home), and Karen Johnson (VP of human resources). Missing from photo: Ed Roman (JGS CEO).

“We feel that this is the most transformational thing that we’ve done here since we moved to our Longmeadow campus in the early ’70s,” she said, adding that the scope and potential impact of the initiative should resonate when JGS launches a capital campaign to fund the initiative in the near future.
For this issue, BusinessWest takes an in-depth look at the small-house model of care, and at JGS’s work to stay at what Baicker called the “cutting edge” of advances in the delivery of care in the nursing-home setting.

At Home with the Idea
Baicker said the decision to move ahead aggressively with adoption of the small-house model was one of many suggestions forwarded by a committee assembled by JGS called the Future Vision Task Force.
The group, comprised of board members, key constituents, and JGS staff, spent more than a year researching innovative ways of providing elder care and making recommendations to the full board, he went on.
These suggestions included movement into palliative care, expanding and enhancing technology, general campus-wide enhancements and improvements, and expanding the adult-day-health program with a dementia specialty.
Topping the list, however, was incorporation of the small-house model into both the nursing home and a new short-term-care rehabilitation center.
The small-house model differs from a traditional nursing home — designed much like a hospital with long corridors, rooms on both sides, and a central nursing station — in terms of facility size, interior design, organizational structure, staffing patterns, and methods of delivering skilled professional services, said Baicker, adding that units are designed from the ground up to look and feel like a real home.
“Our goal is to transform how care is delivered at JGS,” he said, adding that, while the model has been embraced in many areas of the country, it is still relatively new to Western Mass., with Mary’s Meadow in Holyoke, a facility operated by the Sisters of Providence Health System, being the only small-house facility currently operating in Greater Springfield.
Beyond the dramatic departure from traditional nursing-home design, the small-house model represents significant change in overall operating philosophy, said Baicker, adding that this evolution, if you will, is “about enhancing dignity and providing JGS residents with cutting-edge rehabilitation and long-term care.”
He summed up this evolving approach with the phrase “resident-directed model of care.”
“The small-house model provides flexibility and choice for each resident with a personalized team of multi-skilled staff, along with an environment that encourages residents to be an active participant in their care and treatments,” he said.
Elaborating, he said that, historically, and in the traditional nursing-home model, residents work around the schedule of the staff. In the small-house model, the staff works around the schedule of the residents.
“To me, it’s about dignity and choice,” he went on. “People can choose to wake up when they want to wake up, not when people tell them to wake up. They can eat when they want, bathe when they want … it’s a philosophical change that’s a work in progress; we want this to be like their home.”
There will be an organizational, or structural, change to accompany the philosophical change, he told BusinessWest, adding that at the heart of this development will be self-directed work teams that represent a dramatic departure from the traditional staffing hierarchy at nursing homes.
“What’s going to change in the small-house model is you’re going to flatten that hierarchy,” he went on, adding that certified nursing assistants (CNAs) will be providing most of the care. “We’ll create a cross-trained, multi-skilled position; these individuals will do traditional things that CNAs have done in the past — the personal care they’ve provided — but in our model, they’ll also do other things. They’ll provide some activities, they’ll do laundry, and in some models, they’ll cook.
“They will spend a lot more time with the residents because they’re in the house doing all these other tasks,” he continued. “The CNAs will spend the bulk of their time with the residents, which is important, because if their condition changes, they’ll notice it first.”
The small house will be a self-contained unit in every sense of that phrase, he said, adding that the self-directed teams will make their own schedules, and there will be much more engagement between the residents and the staff.
“This will be a great place for staff to work,” Baicker noted. “They’ll work in the same place every day and with the same residents every day. And when that happens, it’s almost like they become family members.”
To assist with implementation of these sweeping changes, JGS has assembled a team of experts to work with the staff. The company has selected the architectural firm Perkins Eastman, an international leader in the design of elder-care living facilities, and designer of several small-house facilities. Additionally, JGS has engaged Judith Rabig, one of the foremost experts on culture change and small-house design, to assist with the planning process. Rabig is a nurse and gerontologist who has created plans for more than 20 small houses across the country. She is also the director of the National Alliance of Small Houses.

Room for Improvement
Baicker and Kimball Halpern told BusinessWest that there are no timetables in place yet for the capital campaign or the start of construction, although the project has reached the design phase. And the overall price tag for the initiative has yet to be determined.
What is known is that GJS is committed to continuing a tradition of being at the forefront of change and innovation in elder care, and movement to the small-house format is merely the latest example of this philosophy.
As Baicker said, it’s simply the continuation of a journey.

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

Law Sections
Rulings Blur the Lines on Associational Disability Discrimination

SUSAN G. FENTIN

SUSAN G. FENTIN

Two recent rulings by Massachusetts appellate courts have both confused and clarified the state’s anti-discrimination statute, Mass. Gen. L. Ch. 151B, which bars employers from discriminating against employees based on their handicap/disability.
In July, the Massachusetts Supreme Judicial Court (SJC) ruled, in Flagg v. AliMed, that Ch. 151B can, under certain circumstances, protect an employee when the employee himself is not actually disabled but instead is associated with a disabled individual. Then, in August, the Massachusetts Appeals Court dismissed a similar lawsuit brought by an employee who claimed that he was terminated because of his association with his autistic son.
In Flagg, the employee had worked for AliMed for 18 years with good performance appraisals. Flagg was a salaried employee entitled to benefits under AliMed’s health-insurance plan. Unfortunately, his wife had to have surgery to remove a brain tumor, and Flagg then became responsible for caring for the couple’s children. Flagg asked for permission to occasionally be briefly absent from work to pick up his daughter from school, and his manager told him to do whatever he needed to do to take care of his family.
AliMed later terminated Flagg, however, allegedly because he had failed to punch out and had, therefore, been paid for hours he had not actually worked. Apparently, the real reason for the decision to terminate Flagg was that his wife had again been hospitalized, and AliMed did not want to be financially responsible for the enormous medical bills. Flagg sued, but the trial court dismissed his suit on the grounds that the plain language of the statute protects only a handicapped employee, not an employee who is associated with a handicapped person.
Flagg appealed, and the SJC overturned the trial court’s decision. The SJC concluded that, when an employer takes action against an otherwise satisfactory employee because of his spouse’s impairment, it is targeting the employee as the direct victim of its discriminatory attitude, punishing the employee as if he were the handicapped individual himself. Accordingly, the SJC ruled that Ch. 151B could be read to incorporate the concept of handicap discrimination based on association.
The Massachusetts Appeals Court’s decision in Lashgari v. ZOLL Medical followed the SJC’s decision in Flagg, but reached the opposite result. In Lashgari, the employee claimed that he was forced to resign because of mistreatment by the employer. The employee alleged that he told his supervisor in February 2010 that he could not work overtime because his autistic son required constant care. He was subsequently demoted by a different member of management and placed on a performance-improvement plan.
This demotion apparently led to severe emotional distress, and ultimately, the employee felt he had no choice but to resign. In its decision, the Appeals Court affirmed the trial court’s decision dismissing the case. Citing Flagg, the court ruled that Lashgari’s complaint did not allege any facts that would show that he was fired because of his association with his handicapped son. The court found no connection between Lashgari’s conversation about his son’s autism and the subsequent adverse employment actions imposed by another supervisor, and the timing of the demotion, by itself, was not enough to support a claim of associational disability discrimination under Ch. 151B.
Significantly, in a concurring opinion to Flagg, two justices raised their concern that the decision might be interpreted more broadly than the SJC had perhaps intended. Although the Flagg decision, in a footnote, states that it is not intended to address reasonable accommodations for employees who are associated with disabled individuals, the concurring opinion cautioned that this ruling should be strictly limited to cases where a spouse’s disability could, for example, increase the employer’s health-insurance expenses or where the employer might fear that an employee could contract a disabling or contagious disease through his association with a disabled person.

Bottom Line
The SJC’s decision in Flagg makes it clear that an employer may not terminate an employee because of fears that its health-insurance premiums will go up, even if those expenses will not increase because of an employee’s own disability but instead because of a disabled individual associated with the employee. It is unresolved at this point whether the SJC’s Flagg decision will impact the ability of an employee to claim he is entitled to a reasonable accommodation for the disability of someone with whom he is associated.
Following the SJC’s decision, this case was returned to the Superior Court for trial, and we can imagine that the damages here will be hefty if the jury finds for Flagg.

Susan G. Fentin is a partner at the firm Skoler, Abbott & Presser, P.C., and editor of the Massachusetts Employment Law Letter; (413) 737-4753; [email protected]

Law Sections
Understanding the New 3.8% Investment Income Tax

Richard Gaberman

Richard Gaberman

The new 3.8% tax on ‘passive’ income known as the Medicare tax, which was included in the Patient Protection and Affordable Care Act, will now affect individuals whose adjusted gross income, depending on marital and filing status, is more than $125,000, $200,000, or $250,000.
However, it does affect trusts and estates with adjusted gross income in excess of $11,950. Thus, it is more important than ever for the executor or trustee to determine the adjusted gross income for the individual beneficiaries in order to determine whether to distribute income from the estate or trust to such beneficiary to avoid the 3.8% tax if that beneficiary’s modified adjusted gross income is below his or her applicable threshold.

Some Basic Information
• This new tax was effective as of Jan. 1, 2013.
• The tax applies to all taxpayers whose income exceeds a certain ‘threshold amount.’
• With respect to individuals, the NIIT is equal to 3.8% of the lesser of (a) net investment income (NII) or (b) the excess (if any) of the modified adjusted gross income (MAGI) less the threshold amount. This is basically adjusted gross income but increased for certain items of an income and for the earned-income exclusion. The threshold amounts for individuals are $250,000 if married and filing jointly, $200,000 if single, and $125,000 if married but filing separately. These are not inflation-protected.
• With respect to estates and trusts, the NIIT is equal to 3.8% of the lesser of (a) the undistributed NII or (b) the excess (if any) of the adjusted gross income over the dollar amount at which the highest tax bracket begins for that taxable year. For 2013, the highest tax bracket applicable to estates and trusts starts at $11,950. The estate and trust threshold amount is inflation-protected.
• NII includes interest, dividends, annuity distributions (if taxable), rents, royalties, income derived from passive activity, and net capital gain derived from disposition of property. It does not include salary, wages or bonuses, distributions from IRAs or qualified plans, any income taken into account for self-employment-tax purposes, gain on a sale of an active interest in a partnership or S corporation, and items that are otherwise excluded or exempt from income under the income-tax laws, such as tax-exempt bond interest, capital gain excluded under IRC §121, and veterans’ benefits.
• The NIIT will be paid with Form 1040 or Form 1041. The NIIT is subject to estimated tax penalties.
• NII includes income and gains from trades and businesses that are either passive activities (within the meaning of IRC §469) or a trade or business of trading in financial instruments or commodities. Note that, under IRC §469(c)(1), passive activity is any activity involving a trade or business in which the taxpayer does not ‘materially participate.’ Thus, one needs to review the passive-activity rules. If the taxpayer does materially participate in the activity, then NIIT will not apply to that income. The IRS regulations describe material participation for individuals, but not for an estate or trust.
• Dispositions of an interest in partnerships and S corporations require advanced planning. If the taxpayer is not active in the business, the 3.8% tax will apply to the capital gains. Note that there are ways to avoid (or defer or reduce) the 3.8% tax. Examples would involve a charitable sale, an installment sale, a 1031 real-state exchange, and a sale to family members in lower tax brackets provided the later sale to a third party occurs after two years.
Also, with respect to estates and trusts, how does an estate or trust become active in a trade or business? The executor or trustee must be active in the trade or business. An active beneficiary (who is not a trustee) will not cause the estate or trust to be ‘active.’ For example, a mother is the trustee of the trust that owns a business, but the business owned by the trust is managed by her child, who is the beneficiary of that trust.

Estates and Trusts
• The estate trust that accumulates income will pay the income taxes attributable thereto unless and to the extent that such income is distributed to any beneficiaries thereof. Note that, if a beneficiary is below his own applicable threshold, then the estate/trust may avoid the 3.8% NIIT to the extent the NII is distributed to such beneficiary who, after that distribution, is still below his threshold.
• However, note that if an irrevocable trust is a ‘grantor trust,’ then all of the income of that trust is reportable by the grantor on his or her personal income-tax return.
• Trusts not subject to NIIT generally involve split-interest charitable trusts and grantor trusts. However, distributions from a charitable trust to a non-charitable beneficiary may carry out NII subject to the 3.8% tax.
• What about electing small-business trusts (ESBT)? Although the proposed regulations recognized the ESBT as separate trust funds for each beneficiary, it does require consolidation into a single trust for determining the adjusted gross income threshold amount.

Planning for Reducing NII
• Consider municipal bonds, a 1031 exchange, an installment sale, tax-deferred annuities; life insurance; ROTH IRA conversions (helps to reduce MAGI), rental real estate (due to the benefit of the depreciation deduction), and oil and gas investments (helps reduce MAGI).
• Regarding estate/trust distributions, principal issues include the executor and trustee fiduciary duties and liability when making distributions to one or more beneficiaries. From an income-tax-planning point of view, consider distributions to lower-income-tax-bracket beneficiaries to save income taxes that would otherwise be payable by the estate or trust which may be in a higher income-tax bracket. Consider distributions to beneficiaries who may not have to pay the 3.8% NIIT. You need to read the applicable provisions of the will or trust that governs the executor’s or the trustee’s right to make distributions to the beneficiaries. Also, although accumulated pre-2013 NII is exempt from the 3.8% NIIT, under the proposed regulations, the first NII being distributed to beneficiaries does not come from the pre-2013 NII income. It is deemed to come from 2013 or later NII first.
• The gain on the funding (pecuniary bequests) of a marital deduction and bypass trust may be subject to the 3.8% tax. The tax planning for estates and trusts is now more complicated due to the new 3.8% tax, the high 39.6% income tax rate, and the huge spread between the low $11,950 threshold for estates and trusts and the high threshold for individual beneficiaries. At the same time, the fiduciary must be aware of potential fiduciary liability when making or not making distributions to the beneficiaries. Read the will and trust documents, and seek the advice of a qualified attorney and accountant.

Richard M. Gaberman, Esq. is of counsel at Springfield-based Robinson Donovan, P.C. He has been recognized for 20 consecutive years by Best Lawyers in America in the practice areas of tax law, trusts and estate, real-estate law, and corporate law. He has also been recognized for 10 years by Super Lawyers for New England in the practice area of estate planning; (413) 732-2301; [email protected]

Law Sections
10 Things You Should Know About Reverse Mortgages

ANN I. WEBER, Esq.

ANN I. WEBER, Esq.

If you watch TV these days, it’s hard to avoid Fred Thompson, Robert Wagner, and a host of other actors encouraging you to consider a reverse mortgage if you are strapped for cash.
Although these financial tools can be useful, they are expensive, both in terms of bank fees and interest payments, and they can put your financial health, your home ownership, and your children’s inheritance at risk.
Because of these problems, the default rate on reverse mortgages has been significant. In response, Congress recently passed the Reverse Mortgage Stabilization Act of 2013, which gives new powers to federal regulators to change the rules of the program “to improve … fiscal safety and soundness.” As a result, most homeowners will no longer have access to large lump-sum payments up front, they may be required to set up escrow accounts for insurance and property taxes, and financial assessments will be required.
If you are thinking about applying for a reverse mortgage, here are 10 things you should know before proceeding.

1. A reverse mortgage is a loan, which accumulates interest over the life of the loan. The homeowner remains responsible for ongoing taxes and home insurance.
A reverse mortgage is similar to a purchase mortgage in that it is a loan from a bank or mortgage company to an individual. However, instead of using the funds advanced by the bank for purchase of a residence, a senior homeowner (62 or older) can use a portion of his or her home equity as collateral and receive cash in return. Reverse mortgages have fees due upon origination and servicing fees annually, and the loan will have to be repaid with interest, which accumulates over the life of the loan. The principal and accumulated interest are due when the homeonwer dies or no longer lives in the home as their principal residence.
There are three types of reverse mortgages:
• Single-purpose loans for home repair, handicap access, etc. issued by state, local, or charitable agencies. These are usually the least expensive;
• Home Equity Conversion Mortgages (HECMs), issued by banks or mortgage companies that are approved Federal Housing Authority lenders. They are federally insured and regulated. These are the most common and have some consumer safeguards due to federal regulation; and
• Proprietary loans backed by the companies that develop them. You are on your own here, but greater amounts are frequently available from these lenders.
The home is still owned by the borrower, who remains responsible for upkeep, real-estate taxes, and insurance on the home. Failure to maintain these payments can result in default and foreclosure, and as a result, escrow accounts may be required under the new law.

2. Reverse mortgage loans can be structured in a variety of ways.
The loan can be structured to make equal monthly payments to the homeowner for as long as the homeowner lives in the home or over a fixed number of years. Alternatively, the loan can create a line of credit that the homeowner can draw down at any time until the line of credit is exhausted. Some reverse-mortgage companies offer a combination of the above options. The loan plus accumulated interest is due when the homeowner dies or leaves the home for 12 months or more.
Note that, as of April 1, 2013, the federal government will no longer allow standard fixed-rate HECM mortgages to offer a lump-sum payment. Smaller lump-sum payments are still available under the HECM Saver program, which pays out a smaller percentage of the equity value of the home.

3. The amount available depends on several factors.
The older the homeowner, the more the homeowner can borrow against the value of their home. HECM loan maximums are determined based on the age of the borrower, the equity in the home,  and the current interest rate. Under federal law, loans may not exceed $625,500. However, under the new law, amounts available will be based on a lower percentage of equity, and borrowers with credit issues or little income may find that reverse mortgages are no longer a viable option for them because a financial assessment is now required.

4. Interest rates and fees are significantly higher than for conventional mortgages.
Interest rates for reverse mortgages are higher, sometimes significantly so, than for conventional mortgages, and reverse mortgages have frontloaded fees such as points, origination fees ($2,000 or 2% of the value of the home, regardless of the loan amount, whichever is higher), mandatory counseling, appraisal fee, financial-assessment fee, credit-report fee, pest inspection, flood insurance if applicable, as well as mortgage insurance. There may also be annual servicing fees charged over the life of the mortgage;  $10,000 in fees is not unusual for an upfront fee even for a relatively modest loan.

5.  The home should be mortgage-free.
While you may be able to borrow enough money to pay off an existing mortgage depending on your age and the amount of the existing mortgage, this will reduce the amount of cash that you can receive under the reverse mortgage. Consequently, it is generally more cost-effective to utilize a reverse mortgage with a home that is mortgage-free.

6. A reverse mortgage is not a good option if you are planning to sell or move in the foreseeable future.
Most reverse mortgages are not used over a short-term period due to the upfront fees. Therefore, a home-equity line or conventional mortgage may be more appropriate to provide liquidity over the short term. Also remember that the state or local government may have lower-cost loans for specific purposes.

7. Reverse mortgage payments are not taxable, nor are the payments considered countable income for purposes of MassHealth (Medicaid) eligibility.
However, lump-sum payments or any part of a monthly payment retained after the month of receipt will be part of countable assets. If you or your spouse are facing the possibility of long-term or nursing care, the monthly payments you receive under a reverse mortgage do not affect MassHealth eligibility. However, if you receive a lump sum or do not spend the entire monthly payment, the amount remaining after the month of receipt will be considered a countable asset.
Also, if you vacate your home for an extended period of time, usually 12 months or more for any reason, including a stay in a nursing home, the reverse mortgage may be called by the bank or mortgage company. If you do not have the funds to pay off the mortgage, the home can then be foreclosed upon and lost to the homeowner should he or she later be able to return home.

8. If the borrower is married, both spouses should be listed on the mortgage.
If only one spouse is listed on the mortgage, should the borrower spouse die, the survivor can be evicted if his or her name is not on the mortgage. In addition, problems have arisen for surviving spouses when only the deceased spouse is listed as a property owner on the deed. This situation can arise when couples opt to put a reverse mortgage in the name of the older spouse in order to maximize the loan’s proceeds. The federal government is considering instituting provisions later this year to address this problem.

9. This probably should be the option of last resort.
If you have other sources of funds for your living expenses, it is generally better use those first before moving to the reverse mortgage because of the outlay in fees and accumulating interest. You may want to consult with an attorney to be sure you understand the rules and review all your options.

10. If a reverse mortgage seems right for you, calculate all the fees and shop around.
Closing fees can vary significantly among lenders, so vigilance in comparing vendors can really pay off.

Attorney Ann (Ami) I. Weber is a partner with Springfield-based Shatz, Schwartz and Fentin, and concentrates her practice in the areas of estate-tax planning, estate administration, probate, and elder law, and she has a particular interest in creative estate planning for authors, artists, farmers, and landowners. She is a board member and past president of the Estate Planning Council of Hampden County Inc., and is a former (and founding) board member and current member of the Massachusetts Chapter of the National Academy of Elder Law Attorneys. She has recently been named one of the Top Fifty Women Lawyers in New England by Super Lawyer magazine. She is a frequent author and speaker on issues regarding estate planning, (413) 737-1131; [email protected]

Law Sections
Genetic Information, Employment Discrimination, and the Law

Karina L. Schrengohst

Karina L. Schrengohst

In May 2013, actress Angelina Jolie announced that she underwent a preventive double mastectomy after learning through genetic testing that she carries a genetic mutation (BRCA1), which significantly increases her risk of breast and ovarian cancer. The very same month, the Equal Employment Opportunity Commission (EEOC) brought the first lawsuits it ever filed alleging genetic discrimination under the Genetic Information Nondiscrimination Act (GINA).
This relatively new federal law, which was passed in 2008, prohibits employers with 15 or more employees from discriminating against applicants or employees because of their genetic information. Massachusetts’ anti-discrimination law, which applies to employers with six or more employees, also prohibits discrimination on the basis of genetic information. Genetic information includes, for instance, information about an individual’s genetic tests and the genetic tests of family members, as well as information related to an individual’s family medical history. This means that employers cannot request genetic information of applicants or employees and cannot use genetic information as a basis for employment decisions such as hiring, firing, pay, promotion, and other terms or conditions of employment.
GINA protects individuals, like Jolie, from being discriminated against because an employer believes they are at an increased risk of developing certain medical conditions, such as cancer. Jolie’s genetic information, however, can be found in publicly available sources, which falls within one of GINA’s narrow exceptions.
On May 7, 2013, the EEOC filed its first-ever lawsuit under GINA against fabric distributor Fabricut Inc., which had offered a temporary employee, Rhonda Jones, a permanent job subject to a pre-employment drug test and physical. As part of her medical examination, which was conducted by a third-party medical examiner, Jones was required to fill out a standard questionnaire, which asked her to disclose family medical history, such as whether there was a history of heart disease, hypertension, cancer, diabetes, arthritis, or mental disorders in her family. Fabricut rescinded its job offer after Jones’ medical examination resulted in the conclusion that she needed further evaluation to determine whether she suffered from carpal tunnel syndrome.
The EEOC filed a lawsuit claiming that Fabricut violated GINA when it asked for Jones’ family medical history in its post-offer medical examination (and violated the Americans with Disabilities Act when it refused to hire her because it regarded her as disabled). Fabricut immediately settled the case for $50,000.
In its press release about the Fabricut settlement. The EEOC noted that one of the six national priorities identified in its strategic enforcement plan is emerging and developing issues in equal-employment law, which includes genetic discrimination. Thus, it came as no surprise when, on the heels of this lawsuit, on May 16, 2013, the EEOC filed its first-ever class-action lawsuit under GINA against Founders Pavilion Inc., a nursing and rehabilitation center. Similar to the Fabricut situation, the EEOC claimed that Founders violated GINA by requesting family medical history from prospective and current employees as part of its pre-employment, annual, and return-to-work medical exams. The EEOC also alleges that Founders violated the Americans with Disabilities Act by withdrawing offers of employment based on the results of post-offer medical exams.
In light of the EEOC’s recent heightened interest in enforcing employee rights under GINA, employers should take steps to reduce their risk of liability. Obviously, employers should be careful to ensure that they do not inquire about an applicant’s or an employee’s genetic information.
Another way employers can reduce their risk is to include the following cautionary language on all forms requesting medical information about applicants or employees: “The Genetic Information Nondiscrimination Act of 2008 (GINA) prohibits employers and other entities covered by GINA Title II from requesting or requiring genetic information of an individual or family member of the individual, except as specifically allowed by this law. To comply with this law, we are asking that you not provide any genetic information when responding to this request for medical information. ‘Genetic information,’ as defined by GINA, includes an individual’s family medical history, the results of an individual’s or family member’s genetic tests, the fact that an individual or an individual’s family member sought or received genetic services, and genetic information of a fetus carried by an individual or an individual’s family member or an embryo lawfully held by an individual or family member receiving assistive reproductive services.”
This safe-harbor provision from the GINA regulations provides a level of protection because genetic information received in response to a request for medical information, such as those pursuant to the Americans with Disabilities Act or the Family Medical Leave Act, will be deemed inadvertent and, thus, not a violation of GINA. Finally, the two recent cases filed by the EEOC illustrate the importance of employers working with their third-party medical providers to ensure that the providers’ practices do not violate GINA by requesting family medical history or other genetic information.
Just as Angelina Jolie took preventive measures to reduce her risk of cancer, employers can take preventative steps to reduce their risk of facing a lawsuit for genetic discrimination.

Karina L. Schrengohst, Esq. is an attorney at Royal LLP, a woman-owned, SOMWBA-certified, boutique, management-side labor and employment law firm; (413) 586-2288; [email protected]

Modern Office Sections
How to Build a Culture of Ethics Inside Your Company

By CHUCK GALLAGHER

Roger, a good friend and an ethical individual, was at a business conference recently with a co-worker, Sam, who decided to take a few of his subordinates out for an evening of entertainment — that is, entertainment not sanctioned by the company. The next day, as Sam was preparing to submit his receipts for his expense report, Roger noticed that he was submitting the receipts for his prior night’s activities. More importantly, Roger noticed that Sam’s description on the receipts was inaccurate. Sam flat-out lied on his expense report.
Roger wondered what would be the ethical thing to do. On one hand, he could ignore what he saw and just let it pass, rationalizing that it was not his business. Or he could confront Sam and encourage him to reconsider his choice, suggesting that following the ethics policy of his company would create better consequences. Or, lastly, Roger could comply with the company’s guidelines and report the ethical lapse.
The question isn’t what did Roger do. The question to consider is, what would you do?
If you chose the third option — the one that is expected as part of compliance with most organizational ethics guidelines — you would be labeled a ‘whistleblower.’ Who wants to be called that? Snitch, tattletale, and other negative words from childhood come to mind when someone is called a whistleblower. Yet, if your company or association is committed to creating a culture of ethical behavior, the term ‘whistleblower’ is the number-one key to ethical success.

How Can That Be?
Statistics indicate that, 42% of the time, someone tipping off an employer about an ethical lapse or potential fraud is the number-one way companies maintain ethics and prevent fraud. Amazing as it may seem, internal staff is the best police system for maintaining ethical behavior.
Most are amazed that it is that high; all too often, we want to look the other way, or are afraid to confront those committing ethical blunders. It’s easy to understand the hesitancy; many of us are afraid to rock the boat. Often, what we fail to realize is that the person committing an ethical blunder is putting the company in danger. So, how do we create a culture of ethical actions? Here are five ways to start.

1. Recognize that unethical choices never start large. The ‘unethical continuum’ is a natural progression of what many call a slippery slope of human action. This progression allows small infractions to go unnoticed or unreported until the day people or companies are in the midst of a full-fledged ethics disaster. Sam didn’t intend to act unethically; he felt that he was doing the right thing by treating his subordinates to something beyond the norm at the company function. His challenge was figuring out who would be responsible for the expense. The challenge with his ethical choice was a common problem: rationalization.

2. Understand the three components of human behavior that lead to ethical lapses. When a human makes a choice, any choice, there are typically three components that come together that allow a choice to be made and move forward: need, opportunity, and rationalization. While, as employers, we have little control over an individual’s need, we do have some level of control over the opportunity to make ethical choices and how one might rationalize behavior.

3. Be clear about what ethical behavior looks like. Large companies have clearly drafted ethics and compliance policies that employees are expected to understand and follow. The smaller the company, the less likely there will be a clearly written ethics policy. But large or small, the challenge for all companies is communication about what is acceptable and unacceptable. Creating an ethics policy and training it effectively are keys to exposing rationalization and improving ethical behavior within an organization.

4. Train, train, train! Let’s be honest: most ethics training is boring. It centers on the rules and never gets to the heart of what motivates human behavior. And, frankly, if we don’t understand what starts folks on that slippery slope downward into the unethical realm, then we miss the opportunity to change behavior before it is too late. Effective training should move beyond just what’s included in the ethics and compliance policy and delve into why people make unethical choices, what can be done to prevent unethical choices, and what motivates our behavior. Telling someone what to do is far less effective than helping them see the value in consistently making ethical choices.

5. Encourage accountability. What keeps people between the ethical lines is shared accountability. We are our brother’s keeper. If one is to be kept within the ethical lines, then we must have not only the roadsigns (ethics policy), but the practical means to correct behavior. As stated earlier, 42% of the time, ethical blunders are reported by co-workers or those who witness the issue. And while the term ‘whistleblower’ sometimes carries a negative connotation, the reality is that someone who cares enough to call ‘foul’ on unethical actions is the most valuable ethics asset an organization has.

When in Doubt, Do the Right Thing
Ethical missteps are all the same; they will eventually lead to a negative outcome. Little infractions that go undetected or unreported often lead to larger infractions until unethical becomes illegal. Perhaps we should reframe or replace the word ‘whistleblower’ with ‘ethical partner.’
One thing is certain: ethical choices are empowered choices, and that is certainly one critical component of business success.

Chuck Gallagher is the president of the Ethics Resource Group and an international expert in business ethics. He provides training, presentations, and consultations with associations and companies on ethics and creating ethical cultures; [email protected]

Opinion
The Tech Tax, from a Tech Firm’s Angle

By DELCIE BEAN

In July, Massachusetts imposed a 6.25% sales tax on ‘computer system design services,’ which means this state now has the highest tax on computer and software services in the country.
Large and small tech firms across the state are dismayed at the new tax’s potential effect on our businesses. We are confused by the vagueness of the tax — it’s unclear in many cases what services are to be taxed and what aren’t. The state Department of Revenue originally promised a clearer definition of what was and wasn’t taxable by October; however, it now appears to be backing off even that date.
Meanwhile, the tax still must be collected, all the way back to July 31, one day after the DOR first offered a definition of the tax. We feel ambushed by the 11th-hour manner in which it was pushed through, just before legislators’ summer break, with no allowance for consumer or business input.
One of the particular challenges of this law is that the staff of my company, Paragus Strategic IT, collectively records approximately 500 unique billable events each day and would therefore need to train its entire staff on how to make very complex assessments of whether each of the individual tasks they performed was taxable or not — using a definition so complex that the state can’t even define it.
Couple this with the fact that Paragus, like most IT companies, uses a ticketing system to keep track of the billable work it does for its clients, and that these systems were not designed to allow technicians to mark work as taxable or non-taxable. In order to properly manage these changes without compromising profitability and efficiency, six to 12 months would have been required. Instead, Paragus is faced with having an administrator spend 20 to 30 hours a month going through the billable work of all technical employees and identifying which work is taxable or not.
We are not alone. As reported in the Boston Globe, Springfield attorney Scott Foster, a partner with the law firm Bulkley, Richardson and Gelinas, LLP, has announced plans to challenge the tax in court, declaring it unconstitutional. This announcement resulted in Gov. Deval Patrick officially going on the record as saying he was concerned about the impact on the state’s efforts to expand its technology industry.
I started the company that became Paragus Strategic IT when I was 13 years old. What was once a one-man operation has turned into a company with 31 full-time employees and clients all over New England. For the past two years, we were named in the top third of Inc. magazine’s annual ranking of the 5,000 fastest-growing businesses. In 2012 we were named the second-fastest-growing outsourced IT firm in all of New England. Our growth has allowed us to add a staff member approximately every six weeks.
Like other local tech companies, we are doing what we can to bring jobs and economic vitality to the Pioneer Valley. This new tax isn’t making our job any easier.
In the near term, I am worried about how our clients will react to the new charges and how we will possibly become compliant in the very short period of time allotted. In the long term, I am concerned about the tax’s effect on one of the state’s major growth industries. This new tax is one more sign that Massachusetts might not truly be vested in the long-term best interests of the technology sector, making it harder to attract the biggest employers.
A 2014 ballot initiative is being filed to repeal the tax. Until then, we are doing what we can to operate under this new tax, to the best of our understanding, with as minimal impact to our clients as possible. We do encourage people to take a look at the tax and to think about the role of the tech industry in the Pioneer Valley, both now and in the years to come — and to think about whether there might be a smarter way to raise the extra revenue.

Delcie Bean is founder and president of Paragus Strategic IT.

Opinion
Bradley Can Be an Economic Driver

When most people consider the phrase ‘economic development,’ they think of companies moving into industrial parks and new office towers being built in larger metropolitan areas. If they’re well-informed, individuals will also think about workforce-development initiatives, to make sure the new tenants in the industrial parks and the office towers have an ample supply of qualified workers.
Few people mulling the subject of economic development would think of an airport as being part of that equation. But they should.
Indeed, an airport can be a key contributor to a region’s economic vitality, and for a number of reasons. These range from making it easier for people to get from here to there — a phrase that covers everything from business people getting to customers and potential customers (and vice versa) to tourists coming into an area to visit and spend money — to airport land that can become home to large employers.
Which brings us to Bradley International Airport in Windsor Locks.
Historically, it has been a regional asset, serving both Northern Conn. and Western Mass., and it has been a factor in economic-development efforts in both states. But the reality is that it could be more of a factor, and it needs to be more of a factor.
Kevin Dillon said as much in a wide-ranging interview with BuisnessWest for the story that starts on page 6. Dillon was appointed executive director of Connecticut Airport Authority (CAA), which oversees Connecticut’s six airports, roughly a year ago.
While there are many components to Dillon’s job description, by far the most important is to take Bradley from a potential-laden airport — a description it has owned for decades — to one that is living up to all or most of that potential.
Thus far, he’s off to a good start.
He’s succeeded in convincing American Airlines to add a nonstop flight from Bradley to Los Angeles — that route commenced late last month — and there will be new routes to Florida, involving JetBlue, and Atlanta, courtesy of Southwest Airlines, starting this fall. New routes such as these make it easier for business people and tourists to get where they want to go, which means more volume for the airport, which translates into more opportunities for that airport to add services and amenities.
The next logical step is a return of trans-Atlantic service from Bradley, which existed briefly several years ago before being discontinued, due mostly to spiraling aviation fuel prices.
With trans-Atlantic service, this region becomes closer to Europe, and vice versa, a development that will ultimately benefit area companies that do business overseas, and also tourism-related ventures in this area that should be helped by the simple fact that this region will be more accessible.
But beyond new routes and all they bring, Dillon and the CAA are trying to bolster economic development around all of Connecticut’s airports, but especially Bradley, through the introduction of economic-development zones that would feature tax incentives for those who locate or expand within them.
Anyone living or doing business in this region knows that when a large employer locates or expands anywhere in the Hartford-Springfield area — or New England’s Knowledge Corridor, as it’s called — individuals, businesses, and municipalities on both sides of the border benefit.
As we said, Dillon and the CAA are off to a good start. There is still much work to do if Bradley is going to realize the vast potential it possesses and become a real force in economic development.
But early returns are promising, and from our perspective, the sky’s the limit when it comes to how much a factor Bradley can become.

Community Profile Features
Businesses Reflect Southampton’s Rural Character

Eric Snyder

Eric Snyder says a small but healthy collection of businesses operate in Southampton, a town that values its rural character.

Bruce Coombs has observed the slow pace of progress in Southampton over the years, a quality long ingrained in the fabric of this rural community.
He owns two businesses on College Highway, the section of Route 10 that runs north and south through town: land-surveying firm Heritage Surveys, and a second enterprise, Heritage Books, located in the historic 1904 building that once housed Southampton Library.
“I started Heritage Surveys in 1976 in the basement of the building which is currently a Subway,” he told BusinessWest. In the decades since, “we’ve had to deal with various town boards and officials — not only in Southampton, but in other towns — and that’s a constantly changing scenario because board members change continuously. There have been some great people on the boards who are very cooperative and easy to deal with, and there have been others on the boards with personal axes to grind, who haven’t been as cooperative.”
Still, he was quick to add, “we deal with that in all communities, and Southampton currenty has a pretty good Planning Board and Conservation Commission, and I’m able to work with them. We currently have two subdivision projects before the Planning Board.”
To be sure, Southampton’s residential growth has outpaced its commercial growth, with the housing stock rising more than 50% from 1990 to 2010, and population rising from 4,500 to more than 5,800 over that period. Meanwhile, the number of companies doing business in town has hovered around 125 for the better part of the last decade.
“We have approximately 33 members from Southampton,” said Eric Snyder, president of the Greater Easthampton Chamber of Commerce, which includes Southampton in its purview.
“They are primarily the smaller businesses,” he added. “There’s limited manufacturing here, and they also seem to be on the smaller side. We have a couple of machine-shop members, contractors, things like that.”
Still, despite the lingering effects of the Great Recession, “our understanding is that business is holding on well here. There are a lot of successful family businesses — historically, a lot of businesses here have been family businesses. And our local businesses are holding their own in this economy.”

Resistant to Change
Southampton’s rural character is almost two centuries in the making, dating back to the mid-19th century, when manufacturing mills began to spring up across Massachusetts. In particular, communities along the Connecticut River and its tributaries developed thriving mill industries.
In the 1840s, a businessman named Samuel Williston proposed to build a mill in Southampton, but the town was reluctant to support such industry and the influx of immigrant workers that came with it. So, in 1847, Williston established his National Felt Mill in neighboring Easthampton, and Southampton focused mainly on agriculture as its primary economic base, in so doing maintaining a more rural character than nearby communities like Westfield and Holyoke.
Today, Southampton is still largely rural — only 1% of the town’s land is zoned commercial, virtually all of it along the Route 10 corridor — and serves primarily as a bedroom community for Greater Springfield and Northern Conn. In fact, of the town’s roughly 5,800 residents, close to 40% commute to jobs in Springfield, Holyoke, Westfield, Northampton, Easthampton, Chicopee, West Springfield, Amherst, or South Hadley, while only about 350 work in Southampton itself.
The town’s economy consists mainly of small stores, restaurants, and service businesses, many of them family-owned or home-based, with a smattering of chains, including Big Y, Rite Aid, and Tractor Supply.
When town officials were preparing a master plan for Southampton earlier this year, they solicited opinions from residents, who, for the most part, are interested in expanding the town’s municipal tax base, but at the same time eager to protect the community’s rural character.
“The greatest challenge in achieving this vision,” the planners wrote, “will be determining what type of economic growth should be promoted in the future and what type of public infrastructure, such as water and sewer service, will be feasible to support economic growth in areas where it is desired.”
In addition, the report noted, “residents expressed a preference for encouraging types of economic growth that maintain and expand the town’s existing and proposed recreational opportunities and amenities, especially those that are connected to Southampton’s natural, cultural, and recreational resources. This approach would benefit residents directly and also serve as an economic marketing attraction. Further, residents said they would also like to support small businesses and provide services that support home-based businesses, such as coffee shops, computer support, and meeting locations.”
Home-based enterprises — about 85 residents work from home — indeed make up a significant portion of the town’s business culture, while working farms, while not as numerous as they once were, are still prevalent, with 43 still in operation.
Among the businesses operating in the town’s tiny commercial zones, Big Y is by far the largest employer, with 170 jobs in Southampton, while other moderate-sized companies include Heritage Surveys, Marmon Keystone, Connecticut Valley Biological, and Lyman Sheet Metal, all of which employ between 10 and 25 people.

Nature’s Way
What Southampton lacks in commercial zoning, it makes up for in spades when it comes to open space. In fact, 87% of the land in town remains in a natural, undeveloped state, with about 22% of that, or some 4,100 acres, designated as open space or recreational lands, most of which is permanently protected from future development.
That natural character of the town’s geography is a treasured facet of Southampton life to many residents, and helps explain the slow pace of economic growth. In fact, a 2005 open-space survey revealed that residents enthusiastically support the development of bike paths, sidewalks, conservation trails, and playing fields, even as they’re less concerned with attracting an influx of businesses.
“While the market ultimately drives the types of businesses that will choose to locate in Southampton, the town can take active steps to encourage the preferred types of business through its zoning bylaws and infrastructure improvements,” the recent master plan states. “It is possible for this bedroom community to increase its commercial base and maintain its rural character, but town officials will need to be wise on where they place their investments.”
Away from his land-surveying business, Coombs is able to interact with a wide variety of residents on the weekends, when his bookstore is open for business (he also maintains a website offering access to 30,000 books). No matter which hat he happens to be wearing, “this is really a great town to live and work in.”
But it’s not always a town that embraces change, he added.
“I had been on the planning board for about 10 years, and also served on the Rural Lands Committee,” he said. “At one point, we did kind of a zoning review that was partially funded by the Forestry Service. It was a project that included some master planning, and we came up with proposed revisions to the bylaws. It was defeated.”
Added Snyder, “there is a certain amount of retail businesses in a couple of centralized areas — basically on the Route 10 corridor, College Highway — but, personally, I get the impression that residents would prefer to keep the character of the town as it is — primarily a rural-based community.”
Coombs called the growth he has seen — primarily on the residential side — normal, “non-offensive” growth.
“I think people like living here,” he told BusinessWest, “and they like to move to Southampton from other communities — more so than moving the other way.”

Joseph Bednar can be reached at [email protected]

Manufacturing Sections
Savage Arms Continues a Tradition of Entrepreneurship, Innovation

Al Kasper

Al Kasper says a passionate team focused on innovation and lean manufacturing is the key to success at Savage Arms.

Al Kasper says there are three business fundamentals that have made 119-year old Savage Arms, the world’s largest manufacturer of hunting rifles and shotguns, so successful since its well-documented recovery from Chapter 11 bankruptcy two decades ago.
The first is a dedicated and passionate leadership team, one that has been hand-picked over the past 20 years. The second is a focus on lean manufacturing that was decidedly missing for most of the ’70s and ’80s, one of the main reasons for the company’s financial turmoil. And the third is a practice of innovative product development, enabled by a company-wide philosophy of not only listening to customers and industry experts, but also responding proactively to what they’re saying.
Kasper — who took the helm as president and CEO after ATK, an aerospace, defense, and commercial-products company, completed its acquisition of Savage in June — said those traits were instilled by his predecessor, Ronald Coburn, who is credited with rescuing the company from bankruptcy.
And today, they are taking Savage to the top of a highly competitive shooting-arms industry, with more than $200 million in annual sales, said Kasper, adding that the lessons learned then still apply today.
“Ron, himself, went out and sold,” recalled Kasper, who joined Savage 1996 as Coburn was staging the comeback. “Coming out of bankruptcy, the company didn’t have a lot of resources, so he literally went customer to customer — Wal-Mart, Kmart, and others — and was successful getting our rifles into those stores at the time.”
The efforts brought much-needed revenue to the company and gave it the time and breathing room to create a culture defined by innovation and entrepreneurship.
Indeed, while fixing what wasn’t working from an operations standpoint, and putting the company on a sound fiscal footing, were Coburn’s primary missions at first, he later created — and continued to inspire — new-product development and continuous improvement in production efficiency that caught the attention of the world.
Looking back, Kasper pointed to the year 2001, what he called ‘the renaissance’ of Savage Arms, and what followed, which was the growing popularity of the model 110, the flagship rifle of the company, and important innovations such as the AccuTrigger and AccuStock (more on them later) — key developments in taking the company to where it is today.
While talk of more stringent gun-control measures is driving sales of guns and ammunition to new heights in this country, Kasper said the lessons learned years ago and the ability to stay on the cutting edge of innovation are the real driving forces behind Savage’s continued success.
For this issue and its focus on manufacturing, BusinessWest toured the cavernous, 350,000-square-foot Savage Arms plant in Westfield to get a first-hand look at how the entrepreneurial spirit that originally defined the company and then enabled its historic comeback is still very much in evidence.

Taking Their Best Shot

The famous Savage Arms Indian head logo

The famous Savage Arms Indian head logo is on display in the company’s museum-like front lobby. It was a gift from Chief Lame Deer to company co-founder Arthur Savage in 1919.

Tracing the company’s history, Kasper said the story begins with Arthur Savage, inventor of the model 99 hammerless lever-action rifle, and Joshua Stevens, inventor of the .22-caliber long rifle cartridge, two entrepreneurs who struggled to get their own ventures off the ground, but persevered and came together to launch the Savage Arms Company in Utica, N.Y.
“Arthur Savage was a prolific inventor — he started with a rifle and built the company from that point,” said Kasper as he showed BusinessWest the expansive front lobby at the plant, which serves as a museum of sorts, showcasing hundreds of rifles, handguns, and some of Savage’s other developments, including an upright washing machine invention and the world’s first motorized lawnmower.
By 1919, Savage and Stevens were manufacturing high-powered rifles, .22-caliber rifles, pistols, and ammunition. Their products caught the attention of Cheyenne Indian Chief Lame Deer, who struck a deal for lever-action rifles in return for Indian-reservation support and endorsement — as well as the imagery that became the Indian head Savage Arms logo, which remains in use today.
Savage passed away as World War II was beginning, but the company provided a variety of weapons for that conflict, including something called the Savage-Halpine torpedo, as well as machine guns for planes and ground forces.
The company moved to the Westfield location in 1959 and continued to grow, said Kasper, but between the early ’60s and late ’80s, several public and private corporations owned and sold Savage Arms.
“These owners were conglomerates and/or private-equity holders that just continually took cash out and put no cash in,” said Kasper, adding that the slide that ended in the Chapter 11 bankruptcy filing was a two-decade-long decline characterized by inefficient operations — to the point where the cost of making some products exceeded their sales price — and an overall lack of passion in the leadership of the company. With no new-product development and no advancement in equipment, the quality of the products plummeted, and the company fell on very hard times.
Enter Coburn as president and CEO in 1989. Kasper said he analyzed the production line and determined that the only product being made profitably was the lowest-volume product, the model 110 bolt-action rifle.
“Ron did a phenomenal job of taking the corporation from bankruptcy in 1988 and righting the ship, positioning the company to begin a growth path,” said Kasper. “He simplified the right products, stayed the course, and started putting a team together.”
Indeed, Coburn halted all production and, once his analysis was complete, began to focus on lean manufacturing of that one product.
By 1995, Coburn raised enough money to purchase Savage Arms and took it private, later hiring Kasper to assist him with the financials and operations of the company.
In the years to come, the company would put its name on a number of landmark innovations, including the SNAIL, a Savage-designed and patented environmentally friendly shooting-range system that has since been adopted by the NRA, FBI, numerous special forces, all major firearms manufacturers, police, military, and private shooting clubs in the U.S. and 14 other countries.
Meanwhile, in 1998, a hunting handgun called the Striker Rimfire was introduced through a newly acquired factory in Canada, and in late 2000, Savage developed the world’s first smokeless muzzleloader and introduced a number of short magnums to complement its Centerfire rifle series.
While Coburn may have started the rebirth of Savage Arms through independent retailers and national giants like Wal-Mart, in recent years, the rise of mega-specialty sporting-goods stores, like Dick’s, Cabela’s, and Bass Pro Shops, gave Savage even more effective points of sale. Featuring Savage Arms products in an atmosphere that is almost Disney-like for hunting and target-shooting enthusiasts, the manufacturer rose to prominence and caught the attention of ATK.
On June 24, ATK announced that it had completed the acquisition of Savage Sports Corp., allowing Savage’s products to be natural complements to ATK’s existing hunting and shooting sports ammunition and accessories business. Ron Johnson took over briefly as Savage’s CEO after Coburn’s retirement until the sale with ATK, then moved on to head up Savage’s BowTech Archery brand, which ATK did not acquire.
“The Savage acquisition adds tremendous capability to our hunting and shooting sports portfolio,” said Jay Tibbets, ATK Sporting Group president. “Their current offerings are well-positioned as affordable, high-quality products, and Savage Arms will help make us a more valued supplier to our customers.”
Kasper praised ATK’s flexible integration plan and its understanding that, with limited resources, and business being as healthy as it is, shipping products on time and keeping customer service at a high are main focuses.
The company now boasts 468 employees in the Westfield plant, and another 158 split between the Ontario, Canada plant and the Suffield, Conn. sales and marketing office.

High-caliber Innovation
Returning to the Coburn legacy, Kasper explained that the former CEO and the team he was building had no qualms about reaching out and seeking advice from experts and those who love hunting and target shooting, and this willingness to reach out has become another key element in the company’s success.
Bill Dermody, director of marketing for Savage, calls this practice “corporate humility,” while quickly acknowledging that this is his term for outreach.
“At Savage, if we want to get into a certain market — long-range target shooting, for example — we don’t assume we know everything,” Dermody told BusinessWest. “We’ll go out and find experts on that topic and bring them in and have them advise us on how that product needs to be.”
But simply soliciting feedback isn’t enough, said Kasper.
“It’s whether you listen to them or not that matters most, and we know our competitors are hearing the same things and seeing the same things in the marketplace,” he said.  “Yet, we’re the first to be there and address the issue with a particular product.”
In addition to calling upon experts, listening to customer opinions is a company policy, and commentary is solicited via e-mail and phone, and at more than 70 consumer events and 85 private gun clubs per year in the U.S. alone. Such outreach has been a driving force in the company’s new-product development, strategic plan, and pattern of innovation in recent years.
For instance, the model 110, the former staple of the company during the 2001 renaissance period, is now obsolete. “That gun today has no common components to what Ron was peddling in the ’90s,” Kasper said with a laugh.
The reason is the AccuTrigger.
It was developed by the company in early 2003, and it became the answer to a nagging problem within the industry — the need for a better, crisper trigger that would prevent discharge from jarred or dropped guns. The trigger problem was inadvertently supporting an already established, and quite aggravating, after-market industry of custom gunsmithing, known as ‘trigger jobs,’ that brought an additional expense to gun owners.
“So we looked at these things that gunsmiths were doing to customize rifles and said, ‘how can we do that on a manufacturing basis?’” said Dermody. “How do we give the end user what he wants right up front as a final product?”
The AccuTrigger did more than just solve a safety and accuracy issue for all rifles; it set a new standard in the industry and put Savage back on the map.
“AccuTrigger made people that had never considered buying a Savage want to pick up a Savage and check it out,” said Dermody. So significant was the development that it pulled customers from major competitors like Ruger and Remington.
“If imitation is the sincerest form of flattery, we’re the most flattered gun company out there,” Dermody added. “And it took everybody [competitors] about five to six years to figure out a way around the patent.”
Not content to rest on its laurels — another trait instilled by Coburn and his leadership team — the innovators at Savage looked for the next problem to solve. They found that, due to the market moving from wood stocks, which would scratch, warp, or dent, to synthetic stocks, which were lighter and less rigid, a new problem had arisen: heat and stress would cause the stock to flex ever so slightly, causing the bullet to fly off line.
The solution, eventually named the AccuStock, was an aluminum-rail system molded into the stock, engaging the action three-dimensionally along the rifle’s entire length.
Both the AccuTrigger and AccuStock are textbook examples of how Savage Arms has stayed on the cutting edge of technology in the industry and how its tradition of innovation has generated visibility and, more importantly, sales.
Today, Savage Arms offers more than a dozen gun models, but there are more than 1,000 SKUs to customize each product. The biggest seller now is the Axis bolt-action mounted rifle, designed and developed to be a low-cost, high-value, entry-level hunting and sporting rifle, offered in a number of calibers.

Triggering Results
The front lobby at Savage has always been a tribute to the past, and for a few decades, that’s all it was, because the past was all the company could celebrate.
But today, the pieces on display, including some of the innovations of the past few decades, are symbols of an ongoing tradition of excellence and innovation, and a clear indication that this company isn’t done with creating products that can change an industry.
“The most important part of Ron’s legacy is the team he built here,” Kasper said. “We’re not short on ideas; there are exciting opportunities that lie in front of us.”

Elizabeth Taras can be reached at [email protected]

Sections The Business of Aging
Footit Health Care Store Offers Products to Enhance People’s Lives

Marc and Kathleen Lucas

Marc and Kathleen Lucas say the name they gave their business years ago — Footit Health Care Store — speaks volumes about its product lines and overall mission.

When Footit Surgical Supplies Inc. opened in 1953, medical equipment was in its infancy and people had to use their own money to pay for things like wheelchairs and walkers.
“Medicare didn’t exist, and most people didn’t live long enough to need a lot of the things available today, so there weren’t many choices,” said Marc Lucas, who, with his wife, Kathleen Lucas, bought the business from Wallace P. Footit in 1991.
But over the next few decades, sweeping changes in medicine, insurance, and other sectors extended life expectancy and created a new focus on health, wellness, and staying active, which led to a remarkable array of new products.
In 1991, the Lucases changed the name of their business to Footit Health Care Store, which reflects the wide variety of products and services offered in the 4,000 square foot facility in West Springfield.
In addition to walkers, canes, wheelchairs, scooters, incontinence products, and items to help people who are aging, have a disability, or have had surgery, the store is filled with ingenious products to make life easier and more enjoyable. They range from orthopedic bed pillows to waterproof cast covers that allow children or adults with broken limbs to go swimming and/or bathe with ease; from diffusers for people who love the smell of burning candles but don’t want the smoke, to clothing in hard-to-find sizes, such as bras with cup sizes up to J and shoes of all types, including dress and athletic styles in widths up to 6E.
In addition, there are bath products, salves for dry skin, and a custom car seat cushion for people with bad backs. The rear portion is bent to match the shape of a person’s lumbar spine, and Footit allows customers to borrow one at no charge before they purchase the product.
The company has always kept pace with new developments in health care. It was the first in the area to carry lamps that emit a special type of light to help with seasonal affective disorder (commonly known as SAD), which can make people tired and depressed during the winter due to lack of sunlight.
“Years ago, a few psychologists sent people to our store for the lamps. We looked into it and got one that people could rent,” said Kathleen, adding that, although the lamps come in a variety of styles today, a decade ago they were very large and unattractive.
Other products are versatile, such as a no-rinse shampoo that can be applied directly to the hair, then towel dried after being rubbed in. “It comes in a bottle or inside a shower cap. You put the cap on, massage the head, then remove it, comb, and style your hair,” Kathleen said. “Our products include a toilet seat that heats up, washes you with warm water, and blows you dry with the touch of a button.”

Growing Demand
Marc said people are living longer and healthier lives than they did in the past. “They want to maintain their lifestyles and remain in their homes as long as possible rather than going into nursing homes,” he told BusinessWest.
In most cases, that means they and/or their caretakers need to purchase equipment to make it possible for them to remain independent. Although they may have to pay for it themselves, Marc said it is cost-effective, because assisted-living facilities typically cost between $2,500 and $5,000 a month, and nursing homes cost about $10,000 a month.
Kathleen’s 93-year-old mother lives with the couple, and they have installed a stairway elevator in their home and have a lift chair that can raise someone from a sitting to standing position, along with other aids, such as several types of walkers.
But Kathleen said the most immediate need people must deal with is making their bathroom accessible, which can be done with equipment such as a shower chair, raised toilet seat, or removable shower grip bar that adheres to vinyl or tile walls via suction.
Scooters and travel chairs, which are a lightweight version of a wheelchair, also allow people to remain active in the community.
“Trends are changing, and our product selection mirrors this,” Kathleen said, as she showed off a 19-pound travel-style wheelchair that is easy to lift in and out of a car. “In the past, people with mobility issues stayed home, but now they want to get out and live normally.”
Other products that make it possible are lazy-susan-style car seats that swivel, and an adaptive device that helps people with arthritis to open a car door. In fact, there is a plethora of seemingly unlimited choices and styles of medical equipment. “We carry about 125 different canes,” said Kathleen, offering just one example. “Some people want ones that are pretty, while others want canes that can fold and fit into their purse.”
Footit also carries clothing for women who have had mastectomies, which includes bras, camisoles, and bathing suits. “There has been a lot of change in mastectomy products since we opened,” she said. “Back then, prostheses were very heavy and didn’t feel natural, and insurance only allowed women two bras a year to hold them. Now many insurance companies will pay for three bras every six months, and some of them are gorgeous. We also do bra fitting for people who want to be more comfortable.”
Footit has a shoe department, and although the styles are limited, there is footwear for people with diabetes and shoes for people with wide feet. “As people get older, their feet get wider, and having the right shoes is important because they want to keep moving,” said Marc, who is a certified orthotist.
But their most popular product is compression stockings for men and women. “When we first opened, the ones for women looked like granny stockings. But today they are sheer and come in a wide variety of colors and patterns,” Marc said.
However, it’s not just the products they carry that have made them successful. It’s the personal service they provide and their attention to detail. “We have always made sure that everyone knows exactly what will be covered by insurance,” Marc said.

Gradual Shift
Footit’s foray into the field of healthcare products began when he was a college student. He was working part-time as a delivery boy for Springfield Medical Supply, and when it announced it was closing, he borrowed $350, bought the store’s inventory, and became an entrepreneur.
“He sold his products to doctors,” Kathleen said. “He went door to door and supplied them with unusual items, such as corset-style back braces for women and trusses for men with hernias.”
She added that Footit was imaginative and willing to try new products, and it quickly developed a following. “Wally knew everyone in the area who was in the medical field, and found a need for things that other people might have missed.”
Marc agreed, adding that, when local doctors retired, Footit bought their medical equipment, then resold it to other physicians. “Wally was innovative in the way he approached business,” he said.
A decade after Footit opened his business, hospital stays became shorter, and a national trend toward home-based recovery began. So he continued to expand his inventory, and in 1963 opened a retail store at the ‘X’ in Springfield’s Forest Park. “He had grown up in the neighborhood, and the X was the place to shop at that time,” Kathleen said.
As demand for healthcare products grew, Footit’s business became important to the area. “If people had surgery and needed a walker, back brace, compression stockings, ostomy supplies, or products for their feet like moleskin or an arch support, they had to go to a medical-supply store to get it, and Wally’s compassion, sense of humor, and longtime relationships with area medical professionals made Footit Surgical Supplies a favorite for local doctors who prescribed products for their patients,” Kathleen said. “His advertising slogan was ‘your doctor knows us,’ because they truly did.”
When the owner of Vernon Medical Supply in Springfield retired, Footit purchased that business, which allowed him to add a new product line to his inventory. “It was located on Vernon Street, which is now Boland Way, and the company dated back to the turn of the century,” Kathleen said. “They made orthotics, prostheses, artificial legs, braces, and trusses. Wally moved their equipment, but continued the operation.”
Footit was dedicated to his customers, and after Marc and Kathleen purchased the business in September 1991, he did all he could to help them become successful, including working at the store for a month. They also found allies in loyal medical-supply salespeople who told them which products to buy. In addition, a salesman urged Marc to become certified in orthotics long before insurance companies required it for third-party payments.
The couple made some changes, and in 1994, when the need for more space and parking became apparent, they moved Footit Health Care Store to Memorial Avenue in West Springfield, where they are located today.
Marc and Kathleen are proud of the service they provide and the number of products they carry, which appeal to a wide range of people.
“In the past, people only came to us because they needed something after surgery,” Marc said. “Now, they come because they want a healthy lifestyle.”
Kathleen agreed, but insisted that their mission remains unchanged. “We take great pride in being a leader in the community and helping to restore dignity and independence to people. Footit has solved problems since 1953, and we want to be here for another 60 years,” she said. “We also want to educate the community about products that are available to enhance their lives. It’s all part of what we do.”

Environment and Engineering Sections
The Dennis Group Becomes a Leader in Food Engineering

DennisGroupSabraPlant

The 120,000-square-foot Sabra hummus plant near Richmond, Va., which the Dennis Group built in 2009, will double in size by 2014.

A large poster hanging in the stairway of the historic Fuller Block building in downtown Springfield effectively tells the story of the company now occupying most of that landmark.
Well, sort of.
The black-and-white image, affectionately titled ‘The Geeks’ by staff at the Dennis Group, presents what looks like three college students eating hamburgers, with some accompanying verbiage: “we were fascinated by food even before we become engineers.”
It all makes sense — if one is familiar with the company and the niche it has successfully cultivated over the past quarter-century. This would the field known simply as ‘food engineering,’ although that phrase is somewhat of a misnomer and certainly needs some clarification, said Dan McCreary, one of the firm’s four partners.
The company doesn’t actually engineer food, he noted, adding that it designs and builds specialized plants that process many of the convenience-based foods consumers buy every day, from prepackaged lettuce to energy drinks to frozen, ready-to-heat sandwiches.
“We’re actually architects and process engineers for the food industry,” McCreary went on, acknowledging that the latter term itself requires explanation.
And he provided one, noting that there is an elaborate process involved with building such facilities — from selection of a location (more on that later) to operations to energy efficiency, a subject of increasing importance as fuel costs rise and the desire to be ‘green’ increases.
By excelling in the art and science of helping clients navigate this process, the Dennis Group has witnessed explosive growth since it was launched by founder Tom Dennis in his attic. It now boasts nearly 200 employees in its Springfield headquarters (now spaced over four of the renovated Fuller Block’s five floors) and another 100 in satellite offices strategically located in Salt Lake City, San Diego, Toronto, and Atlanta.
Meanwhile, the client list has grown to include many of the household names from the food industry — Nestle, Dole, Tropicana, PepsiCo, and numerous others — and the Dennis Group now books projects totaling more than $500 million annually.
Some of this success can be traced to timing — specifically, an explosion in the popularity of convenience-based foods and the almost (that’s almost) recession-proof nature of the food industry, said McCreary, noting that “people have to eat.”
But beyond these realities, the firm’s remarkable growth can be traced to its relationship-building abilities — it has drawn repeat business from many clients as they have grown and expanded into new business opportunities — as well as an operating philosophy based on calculated risk taking and what often would be considered unorthodox thinking.
As one example, McCreary, who spoke for the company while Dennis was attending to business at one of the satellite offices, cited some aggressive action during the recent economic downturn.
At the height of the Great Recession, two of the firm’s $100 million projects were essentially halted, he noted, but Dennis’ response was not to trim staff and hunker down, but rather hire some of the the talent that was becoming available.
“He said, ‘we’ve often struggled to find the right people when the economy was good, and now, with the engineering, architectural, and construction industry being hit so hard, there’s talent out there,’” McCreary recalled. “So we went on a hiring spree.”
The bold move paid off for the company, he went on, because it was well-positioned to seize the opportunities that came about as economic conditions improved — and it did, adding a number of projects to the portfolio.
For this issue and its focus on environment and engineering, BusinessWest takes an indepth look at the Dennis Group, its appetite for growth, and its status as a true leader in the large and still-expanding realm of food engineering.

Salad Days
They’re called Uncrustables.
That’s the name Smucker’s has put on a simple yet fascinating product — a frozen, ready-to-eat peanut butter and jelly sandwich, one that comes, as that name suggests, without the crust.
“It’s every kid’s dream — they stamp out the center of the sandwich so there’s no crust,” said Tony Graves, another senior partner at the Dennis Group, noting that Smucker’s reached out to the Dennis Group to design and build what eventually became the largest automated bakery in the world, in Scottsville, Ky., to produce Uncrustables.
Smucker’s addition to the supermarket’s frozen-foods aisle is just one example of the direction the nation — and the food industry that serves it — is taking, said Graves and McCreary, noting that there is ever-greater demand for convenience products, including some that probably couldn’t have been imagined a decade or two ago.
Like packaged salad.
“It’s the simplest ideas that are amazing,” said McCreary, who was vice president of Finance for Dole when it ventured into the packaged-salad business more than 20 years ago. “I mean, how hard is it to make a salad? Who is going to buy this? But, as it turned out, everyone did.”
And this phenomenon is one of the many reasons why the Dennis Group has enjoyed steady growth for the past 26 years, said McCreary, who hired the firm (then with 20 employees) to expand Dole’s facilities in California to accommodate the new product lines, and then was recruited by Tom Dennis to join him in his growing venture.
McCreary said he was attracted to the Springfield-based firm by everything from its already-established reputation for excellence to its decidedly different operating philosophy, or culture.
McCreary described the style as “informal,” and as an example, he referred to his business card, which lists only his name and contact information.
“We don’t have titles … we have very little in terms of a management structure,” he explained. “We have 300 people, but we don’t have an employee handbook — not because we forgot or it’s too hard, but because we want people to use their own judgment.
“Our philosophy is that we hire bright, ambitious people,” he went on, “and if we trust an employee to handle millions of our clients’ dollars, then we trust them to know what a sick day is.”
But what ultimately attracted McCreary to the Dennis Group was its vast growth potential, which he recognized while the firm handled Dole’s expansion efforts.
Taking such a facility from the drawing board to reality is a lengthy, complicated process (there’s that word again), he went on, adding that the Dennis Group ultimately owes its sweeping success to its ability to effectively guide clients through the many steps involved.

The Complete Package
The firm’s full menu of services includes everything from design to construction management; from identifying and handling environmental concerns to waste disposal and energy consumption, he told BusinessWest, adding that the process usually begins with the all-important questions of what to build and, perhaps more important, where.
Indeed, geography is a key consideration in the food-production industry, McCreary and Graves explained, adding that location has an impact on everything from energy costs to distribution.
“With these large companies, if you’re trying to distribute a product nationwide, you want to be more toward the center of the country, rather than up in the corner in some cases,” McCreary said, pointing in the air to the Western Mass. region.
“The process begins with questions like, ‘where do your raw materials come from?’ ‘where do you distribute the product?’ and ‘where is the most beneficial location to meet those needs?’” he continued, adding that, once a preferred geographic region is identified, the Dennis Group works with the client to select a specific location.
And there are a number of factors that go into picking a site — from cost and availability of power (food-processing plants consume huge amounts of energy) to the ability of a given community to handle the large waste streams such plants generate.
“A lot of what we solve with a simple checklist of site needs is an educated guess for what the building size will be and how it can be laid out on the site,” said Graves. “It’s what we try to accomplish before the client makes a mistake.”
Ten sites that might be favorable for new building, he added, will quickly turn into only two sites, due to the complexity of the food-production processes and distribution needs.
With assistance on the economic-development side for regional tax-incentive financing, grants for employee training, etc., the Dennis Group is able to identify and design a purpose-built structure around a customized site, and provide construction management for production of a variety of foods and beverages.
In food engineering, as in most business sectors, success breeds more success, said Graves, who has been with the company for 21 years. He said the food industry, while large in terms of dollars, is much smaller in terms of players and the individuals managing them. In this environment, a good track record can help foster relationships that bring new additions to the portfolio.
“You run into the same people year in and year out,” he explained. “They move around within the industry and bring us along with them.”
One example of such relationship-building is the Sabra hummus company. The Dennis Group started working with it in 2009, when it was a $40 million enterprise that wanted to go national. Currently, the firm is leading a project that will double the size of a 120,000-square-foot plant for what is now a $500 million company.
While repeat business is a leading contributor to the firm’s continued growth, the need within the food industry to reduce energy consumption and retrofit aging plants so they are more efficient has also become a source of new business.
“In food, it’s ‘heat things up, cool things down,’ and you’re always cleaning things in these plants,” said Graves. “So that’s where all their energy usage is, and sometimes energy costs more than the raw materials.”
One of the firm’s recent projects, the Frito-Lay Sun Chips plant in Casa Grande, Arizona, is a net-zero facility, meaning that it has annual zero net energy consumption and zero carbon emissions; its energy is supplied by solar-powered facilities.

Food for Thought
Looking ahead, McCreary and Graves said the Dennis Group is well-positioned for continued growth in a number of respects, from those aforementioned relationships within the food industry to simple geography, especially in the form of its satellite offices in Salt Lake City and Atlanta, areas clients are increasingly targeting for new building and expansion.
Meanwhile, the nation’s consumers have a seemingly unlimited appetite for convenience food, and an imaginative and resourceful food industry continues to find new and different ways to meet that demand.
These trends and developments bode well for a company that has always had designs on being a business leader — in every sense of that phrase.
Those who don’t know the story of the Dennis Group probably won’t understand the relevance of that poster in the Fuller Block stairway.

Elizabeth Taras can be reached at [email protected]

Features
The Armor Are Winning in the Ways That Matter Most

Alex Schwerin

Alex Schwerin says the Armor have made incremental progress in virtually every business aspect of the operation since the team started play in 2009.

Alex Schwerin says there a number of ways to measure the success of a minor-league sports franchise like the Springfield Armor, which he serves as president.
And the won-loss record, while certainly one of them, wouldn’t be near the top of his list.
“The record on the court goes up and down, but that’s the nature of minor-league sports,” he explained. “Some years you’re good; some years you’re bad. In our league [the NBA’s Developmental League, or D League], the rosters turn over every year. Some years, you’re going to have good players; some years, you’re going to have bad players. One year, you make the playoffs; the next year, you’re not as good.”
He said the more effective barometers are found off the court, in overall ticket sales, sponsorships, merchandise sales, and the broad category of community involvement. And with these metrics and others, the Armor’s team — meaning those in the franchise’s office in Monarch Place — have been able to consistently move the needle in the desired direction.
“Every year has been a little better than the year before, and in pretty much all aspects of the business,” said Schwerin as he talked with BusinessWest a few months before the start of the Armor’s fifth season. “We’re gaining ground — not by leaps and bounds; it’s not like we’re selling out every game now — but each year has been a little better.”
And while it doesn’t say as much on his job description, continuing this pattern is essentially Schwerin’s primary assignment as president. And he believes he and the rest of the staff are in a good position to do just that.
One big reason why is the nature of the club’s affiliation with the NBA’s Brooklyn Nets, the parent club. Since the start of the 2011-12 season, the Armor have been in what’s known as a ‘hybrid’ affiliation, he noted, adding that this is the D League’s version of the relationships that exist between major-league baseball teams and their minor-league clubs.
The team is still privately owned, he explained, but it is affiliated with the Nets, who essentially handle all aspects of the basketball operation, from setting the roster to hiring the team’s new coach — Doug Overton, who was an assistant in Brooklyn for many years — to establishing a system of play.
“The Nets basically oversee the basketball side of the organization for us, and this leaves us to do the things we do best — ticket sales, entertainment, community involvement, sponsorship sales, and marketing the team,” he went on, adding that, prior to the establishment of the hybrid arrangement, management was involved in drafting players and hiring a coaching staff.
With those responsibilities now being handled by the brass in Brooklyn, Schwerin and his staff of 10 can focus on those off-the-court metrics he mentioned earlier, including something called the Read to Achieve Program, which may be the most intriguing measure of the team’s place in the region.
Launched in 2011, this initiative invites area elementary schools to essentially partner with the club to provide incentives for students to read, he said. When specific goals set by a participating school are met, students can win prizes provided by the team through sponsors. The big prize, earned when goals are hit for all four weeks of the program, are tickets to an Armor game.
Last year, 15,000 students enrolled in 45 schools across 12 communities took part, said Schwerin, and very early into the signup phase for the upcoming season, 14,000 students in 38 schools across 16 communities are set to participate.
“This program works on so many levels,” he said. “It’s a good community initiative — it promotes reading, and it’s helping schools incentivise kids to do what they should be doing. But it also drives additional attendance to the game and helps us introduce the Armor to more families.”
For this issue, BusinessWest talked at length with Schwerin about the Armor, the progress the team has made in its first four seasons in Springfield, and how the pieces are in place for continuing and hopefully accelerating the pace of progress the franchise has enjoyed.

Court of Opinion
As he talked about his club, Schwerin also made a number of references to the parent team in Brooklyn, which is generating a good deal of talk in the NBA, and for a number of reasons.
These range from the club’s move last year from New Jersey to the now-thriving borough of New York, to the blockbuster trade made with the Boston Celtics earlier this summer. That deal sent a number of draft picks and a few players (including one who spent most of last year with the Armor) to the Celtics, in exchange for three players, including future hall of famers Paul Pierce and Kevin Garnett.
The deal is expected to help the Nets become contenders and perhaps push league champion Miami as it goes for a three-peat in 2013-14, but it is not expected to do much in terms of the Armor’s fortunes, said Schwerin, who noted that one scenario could change that equation dramatically.
Indeed, the current NBA collective bargaining agreement stipulates that, if veteran NBA players recovering from injury agree to do so, they can be assigned to the team’s D-League affiliate for a rehab stint. When asked about the prospect of having Pierce or Garnett (both of them older players who have been nagged by injuries in recent years) in Springfield for a game or two, Schwerin smiled broadly but quickly acknowledged that such a development is unlikely.
What is likely, though, is a continuation of the club’s pattern of continuous improvement in most matters off the court, said Schwerin, adding, again, that the club’s place in the standings is something mostly beyond the Springfield-based management’s control.
What that staff can do, thanks to the hybrid affiliation agreement, is focus all its energies on things it can control — and its basic overall mission, said Schwerin, which is not necessarily to win basketball games, but instead to provide “affordable family entertainment.”
This has been Schwerin’s assignment since he became the Armor’s first employee in the summer of 2009, after he left a job with the Modesto Nuts, the single-A affiliate of Major League Baseball’s Colorado Rockies, to be closer to his then-girlfriend (now wife), whom he met while they were both attending UMass Amherst; he was in the school’s Sports Management program.
He told BusinessWest that, while he certainly knows basketball, he’s more than willing to hand over all personnel and other game-related matters to the Nets, an operational development that brings a number of benefits for the organization, and is certainly a stronger affiliation than when the team had ties to three teams — the Nets, New York Knicks, and Philadelphia 76ers — for its first two seasons.
“The Nets, because they’re hiring the coaches and hiring the athletic trainer, will have a much higher comfort level with sending their players down on assignment to Springfield during the season,” he said. “Also, the players who are playing in Springfield are playing in their [the Nets’] system, with the same terminology on the court, the plays, and defensive schemes.
“So if they do call a player up,” he continued, “the learning curve is much shorter in terms of getting them in the flow; the player already knows what it’s like to play in the Nets’ system.”
But the biggest benefit is that the Armor’s Springfield-based staff can devote its energies to the business side of the ledger, meaning everything from booking flights and hotels for the team’s many road trips, to making the very most of the team’s 24 home dates, especially those that fall on weekends.

Favorable Bounces
There are 16 tilts in that category, including some Sunday contests, said Schwerin, adding that, while his staff doesn’t ignore those contests that fall on the other days of the week, there is simply little that can be done to make those games lucrative.
“We’d love to have 24 Friday and Saturday nights because those nights are clearly better from a business perspective, and it’s much easier for fans to attend, but the reality is that there are only so many Fridays and Saturdays to go around in the wintertime,” he said, adding that the MassMutual Center’s primary tenant, the Springfield Falcons, also covets those evenings. “Our philosophy is basically to focus on the big nights, focus all our resources on those, and make our big nights bigger.
“We have 24 home games, and the approach we take is that we have 24 opportunities to entertain the fans and hopefully make sure they have a good time,” he continued. “If we’re successful, they’ll want to come back and see more games, and they’ll also tell their friends.”
Overall, attendance has been rising steadily, if not dramatically, since the first tipoff in the late fall of 2009, and is now averaging roughly 2,700 per game, he said, adding that, with the Armor (and the D-League in general), attendance isn’t determined by the roster, its record, or a given night’s opposition. Instead, it’s driven by just how well the organization delivers that aforementioned product — affordable family entertainment.
“Most of the people who are coming to our games are not necessarily coming because the team wins or loses or because they like the point guard,” he explained. “They’re coming because their daughter is in a dance studio that’s performing at halftime, or their son is on a youth basketball team that’s going to get to high-five the players before the game on the court.
“It’s the experiences that we’re providing that drive attendance,” he went on. “So we have to make the product appeal to more than just basketball fans — it has to appeal to families.”
There are a number of specific initiatives geared toward making the team and its games family-friendly, he said, citing appearances by the team mascot at events across the region and throughout the year; entertainment before games, at halftime, and during timeouts; and T-shirt giveaways during contests.
All of this and more is designed to bring people to the MassMutual Center, and then, hopefully, back again.
One key to making the Armor a known commodity and an attraction is community involvement, said Schwerin, adding that it has come in many forms since the team debuted — from tornado-relief efforts two years ago to recognition efforts for fallen police officers; from toy drives during the holidays to promotions designed to support the fight against breast cancer.
The team has been recognized by the league for making more than 100 community appearances in each of the past two years, he went on, adding that the mascot and/or players have appeared at some event — from fall festivals to the July 4th parade in East Longmeadow — almost every weekend.
But the most visible, and effective, initiative within the community is Read to Achieve, he went on, adding that the cause is an important one, and the team’s efforts in this regard build visibility and credibility with its most important constituency — families.
“When the kids come, we parade them around the court and recognize them,” said Schwerin, noting that the winners from a specific school all come on the same night, and their parents and friends can purchase discounted tickets for the same contest. “This recognition increases the interest level of the kids and prompts them to use their free ticket — they want to get recognized — and it also increases the involvement from parents, family, and friends, who want to see their son, brother, niece, or nephew honored on the court.
“This program ties in very well with our grassroots marketing efforts,” he went on. “We don’t have a lot of resources to buy a bunch of TV advertising, billboards, and print ads to help become ingrained in the community and have everyone know what we’re doing. Read to Achieve allows us to get in front of all these kids and, in turn, their parents. We get more exposure from this program than from anything else we do.”
Based on the strong interest expressed to date, Schwerin expects that the team will likely sign up at least 70 schools for the next year of the program, and in communities stretching from Hartford (the team draws well from Northern Connecticut) to the Berkshires.

Winning Formula
While he likes to think about the possibility, Schwerin acknowledged that it is highly unlikely that Kevin Garnett or Paul Pierce will be coming through the door at the MassMutual Center this winter.
But there will certainly be many less-sensational ways for this now-established franchise to continue moving the needle in the right direction when it comes to attendance, sponsorship, and awareness within the community.
Success on the court is important to any basketball team, but for this operation, there are, as Schwerin noted, many other, more effective ways to measure success in this league.
And by most accounts, the Armor are winning in the ways that matter most.

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

Cover Story
Why Workplaces Must Nurture the Millennial

Charles Schewe

Charles Schewe says businesses need to harness the strengths of Millennials, from their idealism and confidence to their entrepreneurial bent and technological savvy.

Charles Schewe recalls a conversation he had with the head of a local bank, who told him about a recent interview with a young job seeker.
“He told me one of these guys came in, and halfway through the interview he said, ‘every day from 1:30 to 3, I go to the gym; I hope you can accommodate that.’”
That interviewee isn’t alone; the generation known as Millennials — who currently range in age from 13 to their early 30s — have a reputation for demanding work-life flexibility.
“Older people say, ‘what, are these people crazy?’” Schewe said. “There’s a sense that this is inappropriate, and we have to change them. But wait a minute — there are 72 million of them.”
Schewe, an author and professor of Marketing at the Isenberg School of Management at UMass Amherst, has been studying generational differences for more than 20 years. His most recent book — Defining Markets, Defining Moments: America’s 7 Generational Cohorts, Their Shared Experiences, and Why America Should Care — distills much of that research and applies it to the marketplace.
He says the Millennials — the second-largest generation in American history, behind the Baby Boomers — have arrived in the workforce with the baggage of a reputation for being lazy, entitled, narcissistic, and restless, perceptions that are, in many cases, exaggerated at best.
But whatever they bring to the business world, both positive and negative, Schewe said, their Boomer and Gen-X employers and managers had better learn how to incorporate their very distinct work styles. “Baby Boomers came up with casual Fridays; now it’s casual every day, and people at the top can’t change that. We need to learn to love them, not leave them, because they are the future of the workforce.
“The demographics are evident,” he reiterated. “There are 72 million of them marching into their 20s and early 30s, and they’re a force to be reckoned with, both in the marketplace and especially in the workplace.”

Tumultuous Times
The first step in dealing with Millennials, Schewe said, is understanding them and recognizing the factors that have shaped them. The term ‘cohort’ isn’t precisely a synonym for ‘generation,’ but a parallel to it, representing a group of people connected and shaped by common experiences.
“There’s a perception of Millennials out there — that they’re entitled, they’re lazy, they want everything but don’t want to give much, and so on. But that may not be true,” he told BusinessWest. “In the work I do and have done for the last 20 or so years with generational cohorts, there’s an understanding that what happens to us, what we experience from our environment and events — particularly hugely cataclysmic events when we’re coming of age, roughly 17 to 23 years of age — creates values that remain relatively stable in our lives.”
There are recent historical examples of this, he explained. “People in their 90s who experienced the Great Depression still save. The ones who went through World War II are still the most patriotic of any age group. Each group has different sets of values from the other groups, and yet there’s a cohesion of values within each group.”
The Millennials, who were born roughly between 1980 and 2000 — although some set the dates as far ahead as 1984 to 2004 — are, by either account, the second-largest cohort the U.S. has ever seen, trailing only the Baby Boomers. The earliest of them came of age during the rise of the Internet, and that has become perhaps their most important cultural touchstone.
“The introduction of the Internet changed everything,” Schewe said. Notably, it ushered in a brief moment of economic hope, followed by disillusionment, which then set the stage for the disappointments of the past decade.
“We didn’t know it at the time, but look back and see how different the world was in the late 1990s,” he said. “Young people all thought they would retire by 30 — they’d get an Internet company going and sell it off. But the [dot-com] bubble burst in 2000, then we had 9/11, then the wars in Iraq and Afghanistan.”
That was followed in short order by the global implosion of the financial markets in 2008 and the Great Recession, all of which has brought worry to a generation otherwise known for its confidence and high levels of education. But the Internet spawned something else as well — the sense of being connected to a global community, combined with a drive for technological advancement.
“The Internet has morphed into a constancy of change, and a media change — the life expectancy of a cell phone today is 18 months, and then we’ve got to get something new,” Schewe said. “We have this sense of constant speed. This sense of urgency and speed of change is a value Millennials have.”
Other factors — from the first African-American president to the scandals of Enron and Bernie Madoff; from the incompetence following Hurricane Katrina to the shootings at Columbine, Virginia Tech, and Newtown — have also coalesced into the Millennial generation’s unique mix of idealism and skepticism.

Workplace Revolution
But how does this youngest sector of the workforce interact on the job? That’s where executives and managers begin to wring their hands.
“I would say the cohort gap between Millennials and older managers is dramatic,” Schewe said. “There’s a huge gap and huge conflict between older managers who expect some sort of respect, and young people who come in and call the CEO by his first name; older people aren’t used to that. [Young workers] come in and dress the way they want to, and they expect that’s acceptable.”
They also have a reputation for casual irreverence that, as a professor, Schewe says is not completely unearned.
“I need to put on the syllabus that I prefer to be called Professor Schewe; they’ll call me Charles or Schewe, like, ‘hey, Schewe, when’s the exam?’ Or they’ll walk out the door to go to the bathroom in the middle of class — but they only do that once,” he told BusinessWest.
“They don’t have the respect for older people” that previous generations have shown, he continued. “We always thought wisdom, age, and experience had some sort of status … but that isn’t the way now. In part, it’s because they’re on top of things more than we are, particularly the technological advancements, and that gives them a sense of superiority over older people. In the past, there was some expectation of deference, but nowadays it’s just assumed we’re on an equal plane.”
The Millennial reputation for restlessness is also borne out by recent career trends. “On average,” he said, “a college graduate will have three career shifts by the age of 30. That’s not the way it was when this boy went into the job market. You were loyal to General Motors, and if you were lucky enough, you had a job all your life. Today, if they’re not happy, they’re likely to take your investment in them and go somewhere else.”
To slow down that revolving door — and avoid the costs of constantly recruiting, hiring, and training new employees — he said companies need to create a sense of community among their employees, as that’s something young workers crave.
“They’ve always been put in teams, even in school. They’re used to working with people,” Schewe said, noting that today’s forward-thinking companies are built much more around collaboration than in the past — and feature communal activities outside the office as well — because Millennials tend to be happier in such an environment. Again, he noted, if they’re not happy, they’ll jump ship.
Meanwhile, “they’re also extremely entrepreneurial, so give them challenges they can jump on, and they can take with them a sense of success, of being their own boss. That will make them more incentivized. And, of course, they’re multi-taskers, so give them multiple projects at the same time.”
The generation’s technological savvy can benefit the workforce in multiple, and often unexpected, ways, Schewe noted. For instance, it can become a sort of reverse mentorship, with Millennials teaching their managers about ways to incorporate new technology in the workplace.
That’s not easy for some older supervisors, who tend to look at employees below them in the managerial hierarchy as somehow lacking, he went on “when, in fact, they have skills and opportunities to guide managers above them. Companies should take advantage of that, and Millennials feel good about that. These people are far more creative and innovative in their thinking than prior generational cohorts.”
In addition, “they’re not going to be satisfied if they’re forced to do menial tasks; they need to be challenged,” he noted. “If, in their situation, they’re not being challenged, the company ought to think about moving them laterally — not down, because they’ll feel undervalued — but move laterally to find that sense of challenge.”

Changing Tides
Evidence suggests plenty of reluctance to embrace the Millennial way; recruiting firm Adecco found in a 2012 study that hiring managers were three times more likely to hire a worker over the age of 50 as they were to hire someone between 18 and 32. And 75% of managers in the survey said Millennials’ biggest job-seeking mistake was wearing inappropriate clothing to the interview, while 70% cited potentially compromising social-media content as a red flag to hiring.
But Schewe said Millennials bring plenty of positives as well, including their well-honed sense of idealism. While previous generations dreamed of working for a large company and making a large salary, today’s college students are just as likely to say they want to improve the world in some way. Others say money is less important than doing work that gratifies them or offers scheduling flexibility or work-life balance, so they have time to pursue their other interests.
“As an employer, how do you harness that? The answer is, you can shift the company — as any company should be doing anyway — in order to be more consistent with the marketplace, more into social responsibility, sustainability, even volunteerism. It’s unbelievable what my students do in terms of volunteering. It’s so pervasive at the university. They value that, and you as a company ought to tap into that,” he said, either by sponsoring programs or offering time off to pursue such activities.
The bottom line, he said, is that the career landscape will gradually be overtaken by a highly educated cohort — more than two-thirds of high-school graduates now go on to college, as opposed to 45% in 1960 — with much different ideas of how a workplace should operate.
Some Millennial habits seem odder than others — for instance, stories abound of young people bringing their helicopter parents to job interviews. And it’s not entirely predictable how the recent recession and a still-contracted job market will change the economic values of today’s college students.
Whatever the case, Boomers and Gen-Xers need to be ready, Schewe said.
“The point is, as an older cohort with a different set of values, you can’t just say, ‘they’ve got to bend to us; we’re not going to bend to them.’ There are just too many of them, and their values are too pervasive and too deeply embedded to be ignored.”

Joseph Bednar can be reached at [email protected]