Home 2007 August
Departments

The following Business Certificates and Trade Names were issued or renewed during the month of August 2007.

AGAWAM

Agawam Auto Mall Inc.
825 Springfield St.
Matthew Falkowski

Aspen Global
41 Belmont Ave.
Len Matz

Canterbury Café
369 Walnut St.
Randy Bianchi

Custom Maid Etc
641 Springfield St.
Julie Demos

Integrated Wealth Strategies Group
62 Suffield St.
Mark Van Valkenburg

Look Clean Commercial Services
1 Belden Center
Trina Gomes

Michael Kelleher Graphic Design
67 Hunt St.
Michael Kelleher

National Entertainment Productions
27 E. Castle Hill Road
Brent S. DeSellier

AMHERST

Dixie Brown
52 Valley View Circle
Sarah D. Brown

Jenness & Company
97 Southpoint Dr.
Lindiwe Jenness

The Parsonage Bed & Breakfast
1170 North Pleasant St.
Linda Olf

CHICOPEE

JPV Design/Paint
380 East Main St.
Joseph Paul Viens

Nicole’s Transcription Service
87 Putting Lane
Nicole M. Boisvere

Sam’s Food Store
1031 Chicopee St.
Faisal R. Khan

EASTHAMPTON

CNA Trucking
49 Mt. Tom Ave.
Ryszard Marcinowski

Five Star Remodeling
17 East St.
Kevin Perrier

Good Ink
17 Center St.
Amy Brown

EAST LONGMEADOW

Added Attractions
2 North Main St.
Carol Kononitz

GREENFIELD

At Your Service Billing
81 Wisdom Way
Elizabeth Serrano

Balin Painting Co.
15 Summer St.
Petru Balan

Pioneer Valley DingDong
267 Main St.
Joanne Kostidos

Valley Homework
45 Russell St.
Todd B. Clark

HADLEY

Longview Farm
14 Barstow Lane
Steven N. Barstow

Norma’s Notions
16 East St.
Norma Kostec

HOLYOKE

American Red Cross, Pioneer Valley Chapter
45 Lower Westfield Road
Richard A. Lee

Dock’s Classics
31 Jackson St.
James D. Perry

Egito Cleaning Service
73 Woodland St.
George M. Lewis

Fitzgerald’s Inc. of Holyoke
224 Westfield Road
Michael J. Fitzgerald

Ken’s Auto Sales
921 Main St.
Kenneth M. Cushman

Kim’s Nail Salon
98 Lower Westfield Road
Tong To

Marinello & McKenna
1500 Northampton St.
Marita Marinello

Personal Touch Caterer
250 Whitney Ave.
Susan Peloquin

Solstice Marketing Concepts
50 Holyoke St.
John Judge

Quik & Clean Coin-op Laundry
337 Appleton St.
Jacquelyn Scarfo

LONGMEADOW

Carman Associates
541 Laurel St.
Tracy E. Carman

Decosmo Construction
49 Cobblestone Road
Ted J. Decosmo

The Associates
63 Porter Lake Dr.
Thomas H. Snelham

Winchester Auto School
180 Academy Dr.
Joseph Maruca

Yelena Kofman Nailcare
17 Pioneer Dr.
Yelena Kaufman

LUDLOW

Garand Building Maintenance
115 State St.
Richard Garand

Hair West Designs
322 West Ave.
Christine D. Peacey

NORTHAMPTON

Ink Solutions
12 Main St.
Serges LaRiviere

Principle of Prediction
93 South St.
Jackson R. Jones

Salon Maria @ Shear Extreme
4 Old South St.
Maria Amarosa

Sparky’s All American Food
241 Main St.
Brian A. Benavidez

PALMER

Dream Catchers
1438 Main St.
Charles L. Hood Jr.

Palmer Sales Co. Inc.
1158 Park St.
John Boone

Skura Welding & Fabrication
2 Skura Lane
Thomas L. Skura

 

SOUTH HADLEY

Offensive Tie Music Production and Publishing
29 Camden St.
Charles Sokol

Mane Tamers
6 Hadley St.
Kathleen M. Rogers

Volpe Nails
580 Newton St.
Wendy Mailhott

SOUTHWICK

BC Enterprises
3 Depot St.
Brian Coughlin

Delreo Home Improvement
131 North Lake Ave.
Gary Delcamp

SPRINGFIELD

A and A Auto Brokers
57 Marble St.
Rufino Perez

A Master Plan 4 U
43 Ferris St.
Denise Mari Stewart

Admark Transportation
786 Newberry St.
Rene Romero

Baystate Visiting Nurse
50 State St.
Ruth Odgren

Bellucci Salon
1498 Allen St.
Maria J. Serra

C & M Concrete
27 Continental St.
Steven W. Miller

Charming Designs
377 Belmont Ave.
Miry H. Correra

City Mini Mart
150 Belmont Ave.
Asad Mahmood

Cricket’s Corner
414 Chestnut St.
Christine M. Howe

Da Shop
21B Rutland St.
George Bell Jr.

Dambrov Appraisal Group
45 Weymouth St.
David Dambrov

Duane’s Power Washing
347 Newbury St.
Duane M. Dowd

Elegancia Barber Shop
234 Orange St.
Alexandra Torres

Gamehunters
511 Belmont Ave.
Vien Nguyen

Get Rite Home Improvement
104 Bristol St.
Gregory Dwayne Brown

Hancock St. Market
260 Hancock St.
Jorge Severino

Herks.com
87 Ingersoll Grove
Paul Anthony Nuckols

Illusions
884 Summer Ave.
Angelic Santiago

Indian Orchard Grill
89 Main St.
Kenneth W. DeMars

J. Lo Home Improvement
21 Standish St.
Jorge Ivan Lopez

Jao Technologies
214 Chapin St.
Javier A. Olivera

Kaezee Property Management
50 Campechi St.
Kurt Pinnock

Kevin’s Signature Towing
14 Lockwood Ave.
Kevin John Lizak

Life Supply
271 Carew St.
John Francis Margeson

M & M Consulting and Engineering
16 Marsden St.
Richard Samuel

Madeline Vazquez
35 Ledyard St.
Madeline Vazquez

WESTFIELD

A-1 Nolan Realty
350 Elm St.
Steven Rovithis

Campus Software Solutions
207 Munger Hill Road
Michael Merigan

David E. Kingsley Electric
28 Governor Dr.
David E. Kingsley

Father & Son’s Sport Cards
22 School St.
Robert Saunders

Jani-King
15 Scenic Road
Guy Larkins

J.L.R. Transcription
93 St. James Ave.
Julie Rucki

Mesmere’s Attic
71 Elm St.
Tanya Rogalski

Westfield Auto Mall
82 Springfield Road
Michael Merigian

West Poured Concrete
196 Russell Road
Raymond West

WEST SPRINGFIELD

Century Buffet
247 Memorial Ave.
Xue Ling Ye

Consolidated Edison Energy Massage
15 Agawam Ave.
Kim C. Marsili

Fireside Designs
1769 Riverdale St.
P&P Marketing

Geraldines
1519 Elm St.
Morse Hospitality

Ideas Marketing Services
191 North St.
General Services

Macadvocate
1267 Riverdale St.
Robert Gerald

Price Rite of West Springfield
1106 Union St.
PRRC Inc.

Royal Nailes
25 Riverdale St.
Hoang Vo

Russo Opticians Inc.
1025 Westfield St.
Karen Drudi

Westside Shearing & Demo
190 Day St.
Gregg J. Villenueve

Opinion

There is considerable speculation going on these days about who holds the cards — figuratively speaking — when it comes to casino gambling in the Commonwealth and the prospects for it becoming reality.

Is it Gov. Deval Patrick, who leaned against the concept of gambling as a candidate during last fall’s campaign, but may be may be more open to the concept now that he has an aggressive list of projects to advance and few revenue sources at his disposal? Or is it Attorney General Martha Coakley, who must set down the rules by which casino owners can operate and has cautioned that casinos are “not some pot of gold at the end of the rainbow”?

Most would say it’s House Speaker Sal DiMasi, an historically strong opponent of casinos who’s been quiet of late as the governor, AG, and seemingly everyone else in Boston awaits the results of several studies on gambling being conducted concurrently.

From our view, though, it’s the residents of the state that do, or should, hold the trump card in this highly combustible debate. None of those aforementioned elected leaders will stand against casinos if they’re convinced that the majority of voters and decision-makers are for them. Whether that majority exists is still a matter of opinion, but we believe it should.

Why? Because the debate has, in our opinion, shifted on casinos — from whether they’re a good thing for society in general (of course not) to what the state should do now that casino gambling is a firmly entrenched part of that same society.

In other words, the debate isn’t about revenues any longer, it’s about common sense. Can a state desperate for revenue to fund new ventures in education, transportation, and economic development — and with a real dearth of creative and/or politically attractive ideas for funding them —afford to lose out on perhaps hundreds of millions of dollars in revenue now going to neighboring states?

We believe the answer is ‘no.’

Our stance on casinos hasn’t changed in more than a decade. We view it as a less-than-ideal source of revenue and jobs, but one that should nonetheless be pursued because no one in this state seems to have a better idea, and no one wants to pay higher taxes. Cynics would consider casino gambling a tax — one that would disproportionately impact lower-income, less-educated residents — and it may be just that. But it would be a tax that could improve the lives of most state residents while directly impacting few.

We are perhaps more vocal in our support of casinos now because we have seen Patrick’s wish list and are intrigued by it. The list includes early childhood education for everyone, free tuition at community colleges, and proposals to build and repair college classrooms and laboratories, repair infrastructure, and spur economic development and new business sectors. We’d like to see these proposals funded, and without sinking the state deeper into debt in the process.

Opponents of casinos are right when they say these operations are not cure-alls, and they have a point when they observe that casino gambling will probably bring the state only between $150 million and $450 million annually — numbers that represent a tiny fraction of the state’s $26 billion budget.

But this is revenue that the state will probably not gain from any other sources beyond higher taxes, which are unlikely given the current political climate, and could advance some of the governor’s proposals.

And that’s why it’s time for the state — meaning its residents and elected officials — to go all in on casino gambling.-

Opinion
The Drive Toward Fuel Economy

Over the past two decades, the automotive industry has been ablaze with innovation — from cars that park themselves to cars that ‘clean up’ after themselves. Literally, the automobile has grown smarter as technology has enabled manufacturers to rethink their old ways. Unfortunately, the foresight ends there.

Recently, two bills designed to increase fuel economy standards in the U.S. were introduced in the House of Representatives and promptly shot down. With them, the hope that industry standards would finally catch up with innovations in the field diminished as well. Indeed, Congress has dragged its feet for far too long in forcing automakers to improve fuel economy.

Unfortunately, this latest retreat in Congress is not the first time proposed changes — changes so minor they were not nearly enough to begin with — have hinted at improvement, only to fade rapidly. In his State of the Union speech in January, President Bush suggested a 4% annual increase in the fuel efficiency of cars and light trucks by 2017. His words did little to catalyze any concrete change. Later, a proposal to increase fuel economy standards by 4% annually from 2020 to 2031 died an early death in the House. In short, the U.S. is no better off today than it was 20 years ago as far as fuel efficiency is concerned.

Compare the U.S. to similar economies: European fleets already average 43 miles per gallon, and Japanese fleets are reaching 50 miles per gallon. While there are only two car models in the U.S. that achieve greater than 40 miles per gallon (both hybrid vehicles), there are more than 113 such vehicles in Europe.

The most astounding fact is that many of the European high-fuel-economy vehicles are produced by U.S. carmakers. How can the government let manufacturers continue to convince the nation that a fuel economy of more than 35 miles per gallon is difficult to achieve? Any rational person should not be willing to accept these manufacturers’ excuses.

If existing technology for vehicles with higher fuel economy has succeeded in Europe and parts of Asia in terms of both safety and commercial profit, why not implement policies to make similar vehicles more accessible in the U.S.? The success of the Toyota Prius and other hybrids across the U.S. shows that there is verifiable demand for more fuel-efficient cars.

Equally important is the fact that hybrid technology is not the only way to reach higher fuel economy; nearly 50% of the cars sold in Europe are clean diesel. Such models not only provide a much higher fuel economy than gasoline models, but also run faster and more efficiently and last longer.

A closer look at the diesel industry shows that innovations such as the nationwide availability of low-sulfur diesel and the commercial success of diesel particulate filters (which remove more than 99% of pollutants from diesel exhaust) have made clean diesels cleaner than other vehicles on the road. They also provide nearly 20% to 30% better fuel efficiency than gasoline engines, and low CO2 emissions.

Clearly, the barrier to improving U.S. fuel economy is not technological; the real obstacle is lack of political will. Automakers are demonstrating a remarkable ability to resist any changes in mileage standards, and instead are producing larger and heavier cars with unnecessary amenities, such as chilled glove boxes. A better way to improve fuel economy would be for the government to let market forces do the work, which is what Europe has done so successfully.

Like Europe, the U.S. should price fuel at its actual cost. It is estimated that the U.S. government subsidizes fuel at a cost of roughly $3 to $10 per gallon, if one considers all the tax breaks accorded to the oil companies as well as the costs associated with regulatory oversight, pollution cleanup, and liability. The real price of gasoline in the U.S., without the subsidies, would not differ much from the $6 per gallon in Europe.

What would you drive if you had to pay more than $100 the next time you filled up your tank? I know that I would look for better performance with higher fuel economy.

Bilal Zuberi is vice president at GEO2 Technologies Inc. of Woburn. This article first appeared in the Boston Globe.

Features
Use Them to Solve Problems, Not Track Performance

It’s yet another weekly management meeting. Everyone shows up, sits down, and takes their turn in reporting progress on assigned projects. At first glance this looks like a great way to ensure accountability for performance, but could it be sabotaging your company’s future success?

How can this be? Surely something as simple as meeting to track performance is basic MBA 101 on how to run a company, right? Well, some CEOs disagree. By challenging the assumption about these types of meetings they’ve found something remarkable — competitive advantage.

It’s not that tracking performance is wrong, but there are other ways to issue status reports on projects more efficiently. E-mail, intranets, and old-fashioned paper can allow data to be absorbed more quickly than verbal presentations at meetings. Why not use the invaluable time in management meetings for what we wish we had more time for — solving problems?

This sounds great except for one snag — the problem is we don’t like revealing problems! We’d rather reveal our “great performance.” Divulging our problems could make us look weak or incompetent, or diminish our demonstration of “brilliance” to those who could promote us. Moreso, it could open us up for retaliation or manipulation!

Of course there are organizations where these could be real fears, but cultures like these have deeper problems than ineffective use of management meetings. For the rest of us, using meetings to share and solve problems versus displaying our ‘great performance’ may offer a better opportunity to improve such performance.

Examples of organizational successes using this methodology are buried in the literature, from examples of ‘skunk-works’ projects to the recent success of Toyota. For example, one manager at the Toyota Georgetown plant used his time in management meetings to demonstrate his good performance on projects he was assigned until plant manager Fujio Cho (now the chairman of Toyota worldwide) said to him, “we all know you are a good manager, otherwise we would not have hired you. But please talk to us about your problems so we can all work on them together.” Of course, the rest is history now that Toyota has surpassed GM. Could it be that Toyota’s meetings were different than GM’s?

Problems Versus Performance

Meetings that focus on problem-solving versus reporting on good performance seem to offer companies key benefits, such as:

More efficient use of time. Time is scarce and getting moreso. Companies that use face-to-face time for problem-solving exploit the power of human dialogue versus wasting it on monologues. They create solutions and address decisions on the issues that matter. Project status reports are important, but this one-way data can be transferred using other more efficient means. Time is money. Where do you want to spend it?

Higher motivation. Solving problems generates more positive energy than status reports do. Celebration and acknowledgement of good performance should be done, but in more meaningful ways then self-proclamation in short slots of meeting agendas. When a strong staff is free to expose real issues and work on them, it pulls the team together and lessens the effect of demoralizing egos on the organizational agenda.

Profits. It doesn’t take a rocket scientist to figure out how Toyota got to the top. Continuously seeking improvements by finding and resolving problems enhances competitive advantage in any market. Tolerating a culture that avoids this in order to ‘look good’ or satisfy personal interests guarantees a dramatic financial failure. This has toppled the largest of companies, some whose executives are now facing prison time.

Make It Happen

Shifting your company’s culture to embrace problem-solving meetings can be tough. It takes more than an E-mail announcement or a speech. Some ideas include:

  • Assess management meetings you are now attending and determine if they really are necessary. If not, distribute data or information from those meetings using other methods.
  • If the meeting is important, shift the agenda from focusing on performance accolades to sharing and solving problems.
  • Challenge those who “don’t have problems.” Are they playing hard enough? Are they holding their cards too close to the vest?
  • Notice the level of defensiveness in the culture. Are people coachable? Can they disclose issues easily? Can they take feedback without it seeming so personal?
  • Start leading by example. Surface your problems first! This last idea could be difficult, but it shows you are serious. And it allows you to start challenging the group.
  • Start asking questions like: “Even though we are performing well, what’s not working or can be improved in your department?” “What is your greatest personal challenge or concern we should be talking about today?” “Where in your area are you having the most problems?”

This doesn’t mean that project performance status shouldn’t be on the agenda. A few accolades can be appropriate, but surfacing and focusing on problems and projects which are off-course so that the group can work together on resolving them is critical for sustaining competitive advantage and profits.

Is this something that everyone is ready for? No. It requires a strong, confident staff. Only solid teams thrive in an open and supporting culture. On the other hand, weak teams don’t have the courage to disclose their issues and accept help. But then, if that’s the case, perhaps you have another problem.

Don Schmincke is a business consultant and author of the CEO bestseller, ‘The Code of the Executive.’ He has worked with the U.S. Navy Fleet Readiness, DuPont, IBM, Miller Brewing, and other organizations;www.sagaleadership.com

Sections Supplements
The Many Issues in Negotiating Commercial Real Estate Leases

Commercial leases are not simply contracts; they are often roadmaps to both a landlord’s and a tenant’s future business plan for a particular premises.

Thus, both parties should exercise due diligence and take ample time to contemplate, discuss, and include within the lease all such matters that could arise during tenancy. If one distills the complexities of commercial real estate leasing to the most basic notion, the most important thing to remember is that nearly everything is negotiable for both sides.

Unlike residential real estate leases that are strictly governed by statutes and case law, the world of commercial real estate leasing is generally left to the landlord and tenant to decide. As a result, the commercial lease agreement is the bible when it comes to the landlord’s and tenant’s respective rights and responsibilities for the lease term.

How much of a ‘template’ lease is negotiable by each respective party? That often depends upon the leverage of the market and of the property being leased. For example, if the market has a significant amount of space for lease, the tenant will likely have more ability to dictate lease terms. Conversely, in a market where one particular piece of property is unique, or where the market has high occupancy rates and thus a smaller inventory of available space, a prospective tenant may find itself with less bargaining power.

Here are some considerations relative to issues that tend to emerge during lease negotiations.

Use of the Property

Regardless of market conditions, it is essential that the landlord and tenant contemplate each aspect of the tenant’s business, what the tenant’s needs will be during the lease term, and how the tenant’s use will comply with the rights, requirements, and remedies of the landlord.

For instance, if the prospective tenant intends to operate a retail store or anticipates significant customer visits, the lease should contain a specific provision governing parking spaces reserved for the tenant’s customers’ use.

In addition, if a tenant is operating, for example, a coffeehouse and bookstore, then perhaps the landlord and tenant should re-evaluate leasing the adjoining space for use as a home theater/electronics demonstration business. Since the use of the leased premises is often restricted by the terms of the lease, the tenant should ensure that the intended use is specified and permitted.

Term

The term (length) of a commercial lease is determined by its starting date (commencement date) and its date of expiration. While a lease may have a specific commencement date, it is not uncommon for a tenant’s obligation to pay rent to be delayed for a month or two, which may be referred to as the “rent-commencement date.” The lease term may consist of an initial term with optional renewal terms of an equal or shorter duration than the initial term. To avoid any misunderstandings, is often helpful to set forth actual calendar dates, including day, month, and year.

Operating Expenses, Taxes, and Utilities

Each lease should specify the party responsible for the operating expenses, e.g. maintenance of the leased premises, taxes (or tax escalator), and utilities. These costs, both individually and collectively, can be significant, and should be discussed by the landlord and tenant at the beginning of negotiations to ensure that all parties are in agreement from a budgetary standpoint.

What are the landlord’s maintenance obligations? Are they restricted to structural issues? How about the HVAC system, snow removal, and landscaping? These are just some of the issues that should be specified in the lease, including a clear understanding of which party is responsible, and at what cost, if any, to the tenant.

Very often, a tenant will pay a proportionate share of common operating costs in a building with multiple tenants. In this case, the lease should include the proportionate share as a numerical percentage (e.g. tenant’s proportionate share shall be 43%) of the total leaseable space in the premises, to avoid ambiguity.

Building Systems

As an offshoot to operating expenses, the lease should also clarify the party responsible for providing and maintaining building systems. In New England, where both summer and winter represent extreme temperatures, a tenant should ensure that the HVAC system in the leased premises is sufficient to support its needs.

Also, if the tenant will have an ongoing obligation to maintain the system, he may consider having an inspection performed prior to the execution of the lease to evaluate efficacy.

Tenant Improvements

It is common for a tenant to perform some customization prior to opening the leased premises for business. This could be minor, like painting, or significant, such as installing a kitchen or other trade fixtures. The tenant should bear in mind that, during this period, he could conceivably be paying rent, even when the business is not open for business and there is no incoming revenue. With this in mind, the tenant should consider negotiating postponement of the rent commencement date during his renovation/improvement period.

Lease Rates

A major consideration for each party to be mindful of relative to rent is the consideration of the rent that will be paid over multiple “terms.”

For instance, if a lease is five years in duration with rent fixed at $1,000 per month, and the lease allows for two renewal periods of 10 years, the rent may be fixed for the entire 25-year period. Such a lease could ultimately end up being impractical to a landlord who may have the space leased for less than market rate. Accordingly, a lease should contemplate the potential need for a rent escalator after a certain period of time so that the landlord is assured that the rent obligations of the tenant remain consistent with the appreciating value of the leased premises.

Assignment/Subletting

While at the time the lease is negotiated, a tenant expects to occupy the leased premises for the full period of the lease, it is often the case that unforeseen events in the tenant’s business modify reality. For instance, a tenant may merge with or sell its business to another party, or it may have a need for less space in year five than it had in year one.

A tenant should realistically contemplate its business needs on a going-forward basis, and negotiate the lease terms accordingly. If there is a likelihood that the tenant’s space needs may be less at some point, the ability of the tenant to sublease a portion of the leased premises to another subtenant is ideal. Also, if a tenant merges with or sells its assets to a third party, the tenant will want the ability to assign its rights in the lease to that third party.

Parting Thoughts

This summation is certainly not exhaustive, but it serves to illustrate that commercial leases are not merely contracts, but truly roadmaps, which must be read and understood so that both parties can get where they want to go, and without getting lost.

Jeffrey Fialky is an associate with the regional law firm Bacon & Wilson, P.C., who specializes in business, corporate, municipal, and real estate law; (413) 781-0560;[email protected]

Cover Story
Nadim Kashouh Has More Cafés Lebanon on the Menu
August 20, 2007

August 20, 2007

Nadim Kashouh says he’s always had a “passion” for sales — and also a fondness for the restaurant business. He’s blending both in a growing venture called Café Lebanon, although now he needs to use the plural when referring to his entrepreneurial exploits. He started in downtown Springfield, expanded into Northampton, will open soon in East Longmeadow, and is now eyeing the West Hartford market. Such growth stems from having a good product and knowing how to sell it.

Nadim Kashouh has traveled a long road to get to where he is: status as an up-and-coming restaurateur in the Pioneer Valley.

From a geographic standpoint, the trip has included stops in Monrovia, Liberia in West Africa (where he was born); Bmakkine, Lebanon, to which his family moved in 1974; Roslindale, Mass. (where he lived for a time with his sister, who emigrated a few years before he did); Nashua, N.H.; and a few other communities in Eastern New England before coming to the Pioneer Valley.

Meanwhile, career-wise, he’s logged time, though sometimes not much of it, as a line person in a Jewish deli, short-order cook, car salesman, and jewelry store assistant manager.

In all of those scenarios, he was working for someone else — something Kashouh (pronounced ‘cashew’) ultimately decided he didn’t want to do anymore. That decision came in the spring of 2000, soon after an acquaintance urged him to take a look at the Café Lebanon restaurant on State Street in Springfield, which had just closed its doors because, in Kashouh’s view, its owner couldn’t turn what seemed like vast potential into profits.

He thought he could do better, and his track record to date shows that his judgment was pretty good. After enjoying initial success at the State Street site, he relocated the restaurant to a Main Street address formerly occupied by Tilly’s. In 2005, he opened a second Café Lebanon on Conz Street in Northampton, and later this year he will open a third in the center of East Longmeadow, at the site of the former Wild Apples eatery. And he’s already looking hard at the West Hartford market and opening a restaurant there.

This isn’t a chain, said Kashouh, stressing that, while each facility will have roughly the same menu — dominated by Middle Eastern staples ranging from lamb kabobs to grape leaves — they will have their own identity and target audience.

The Springfield location does better with the lunch crowd, which features both those working downtown and others attending meeting and conventions in the city, he said, while the Northampton location fares better with dinner and those willing to travel to sample that community’s eclectic mix of eateries. The planned East Longmeadow facility will join a growing list of restaurants in that town and target both lunch and dinner crowds from several mostly residential communities.

Kashouh described his first several years as a restaurant owner as an education — one that is certainly ongoing — and acknowledged that there is a learning curve that most not in this business wouldn’t appreciate.

“It is a very tough business,” he said, acknowledging that longevity is hard to achieve because of the level of general competition, swings in the economy, and the fickleness of the dining public. “The key to success is a consistently good product and attention to every detail.”

Out on a Lamb

Kashouh told BusinessWest that while there is a sizable Lebanese population in the region, he’s not relying on it for his livelihood.

“They don’t go to restaurants very much,” he explained with a laugh that speaks of personal experience, “because they’re got a wife or a mother or a grandmother who cooks for them. They’re enjoying home-cooked meals — they don’t need to go to a Lebanese restaurant.”

Apparently there are enough area residents of Middle Eastern or Mediterranean descent, or that enjoy food from those regions, to enable two Café Lebanons to thrive, and for Kashouh to be confident enough to open a third and make preliminary plans for a fourth.

They are drawn by the menu, complete with a number of recipes Kashouh has collected from his mother and other relatives, but also by ambience and special programs, such as belly dancing, comedy, and Arabic music. The Springfield location, for example, features several wall murals, painted freestyle by artist Clint Magoon, that present an Arabian Nights feel, if not exactly an accurate representation of Lebanon.

“We don’t have deserts, and we don’t really have camels — there are some, but they’re for the tourists,” said Kashouh, as he pointed to another feature painted on one wall that is also slightly out of place (although not to him) — his Jack Russell Terrier, aptly named Jack.

All this might have been hard to imagine in 1990, when Kashouh, with but one suitcase and $500 given to him by his uncle, landed in New York and made his way to Roslindale and, soon thereafter, a job at the Jewish deli. No fan of politics, to use his own words, he sought to escape the turmoil that then defined Beirut, only a 20-minute drive from Bmakkine, and considered returning to Liberia. But civil war had broken out there, so he instead sought much higher ground.

After working a few jobs in the restaurant sector, for which he developed a liking and an understanding, Kashouh, who had what he called a passion for sales, sought to indulge it. He thought about opening an import-export business, but couldn’t get that off the ground and instead segued into automobile sales. His first experience was neither fulfilling nor profitable, but theorizing that it might be the dealership and not the business, he tried another, this one in Nashua, N.H.

And he found out it was, at least for him, the business after all.

It was in Nashua that he met Eli Hannoush, one of eight brothers who emigrated with their parents from Zaleh, Lebanon in the late ’70s and would later go on to create one of the largest jewelry store chains in the Northeast. Eli talked him into working for the chain’s Nashua store as an assistant manager, which he did for a year before taking the same role at stores in Saugus and then Peabody, Mass.

Kashouh eventually left the Hannoush jewelry chain and went to work for another, E.B. Horn, in Boston. He spent two years there, but was becoming increasingly determined to scratch his entrepreneurial itch.

“I always wanted to have my own restaurant; I always enjoyed cooking for people and catering to people,” he said. “And I said, ‘maybe I should go into business for myself.’”

He did so with the help of another Hannoush brother, Norman, who first suggested to Kashouh that he look at a building the Hannoushes owned in Salem, N.H, then a Chinese restaurant, as the site for an eatery with his name on it. He looked, but determined the storefront needed more work than his budget could afford.

“That was on a Monday,” said Kashouh, adding that Norman Hannoush quickly moved the conversation to the Café Lebanon in Springfield, opened by Lebanese native Marie Zaide, which had gone out of business the previous Saturday.

After surveying the property and gauging the market, Kashouh decided to take on the challenge — creating Nadim’s Café Lebanon, which would open three months later — with plenty of confidence and some practical experience from which he thought he could build.

“When you have a passion for something, you can learn it,” he said, referring in this case to the restaurant industry, but implying any sector. “And I’m still learning today; it never stops, really.”

Appetizing Proposition

Surveying the local restaurant landscape, Kashouh sees plenty of competition — but little if any in his specific niche, one that he is determined to exploit.

“I think there’s a great market for this kind of restaurant here,” he said. “People can only have so much Chinese or Mexican, or whatever. They’re going to want something different.”

Kashouh provides it with a menu that is Middle Eastern in nature, a cuisine that he describes with two simple words: “fresh and healthy.” The menu includes traditional favorites from that region, including lamb, chicken, and turkey kabobs, grape leaves, tabouli, and rice pilaf, with baklava, rice pudding, and other stalwarts from that part of the world for dessert.

The appetizer list is topped by something called Kibba Naya (for Friday and Saturday dinner only), which is freshly ground raw beef mixed with wheat germ, onions, and Lebanese spices, and topped with olive oil. The list also includes hummus, Baba Ghannouj (roasted eggplant), grape leaves, spinach pie, meat pie, Kibbie Krass (hand-rolled ground meatballs with wheat germ, stuffed with sautéed meat, onions, pine nuts, and spices), and Makanik, Lebanese sausage sautéed with lemon juice.

There are also combo platters named for Middle Eastern cities past and present — Beirut, Tripoli, Sidon, Byblos, and Anjar — and the traditional Lebanese “full maza,” a four-course dinner.

Kashouh had such good success with that menu in Springfield that he opted to open a second location in Northampton two years ago, or roughly the same time he was moving the Springfield facility from State Street to Main Street, where he has more room and is closer to the downtown office towers.

The Northampton location has enjoyed steady if unspectacular growth, he told BusinessWest, while Springfield has done well with its predominantly luncheon business, something he expects will improve if and when new ownership of the neighboring Sovereign Bank building (now known as One Financial Plaza) succeeds in improving on its 40% vacancy rate.

While downtown Springfield is showing signs of improvement, in terms of image and the perception of crime, there are many who are still reluctant to come into the city at night, said Kashouh, adding that this phenomenon is part of the reason why he is opening a third location in East Longmeadow, which is quickly becoming another restaurant mecca.

“East Longmeadow is fast becoming the new Northampton — there’s a lot of new restaurants opening there,” he said, citing a new Spoleto’s, Fusion, and others. Such a proliferation of eateries makes a community a good spot, he said, because although there is plenty of competition, the city or town in question becomes a dining destination.

The third Café Lebanon, due to open this fall, intends to be a big part of that mix, he said, noting that the location provides ample room for dining and other programs — belly dancing has become a permanent fixture in both Springfield and Northampton, and it will in East Longmeadow as well.

As for West Hartford, Kashouh said he has always drawn well from the Northern Conn. area (he tracks the calls for reservations through a dedicated phone number), and, while he believes many from those communities will travel to East Longmeadow, they will be better served, and he will draw more of them, with a restaurant in the Hartford area.

Desserts and Deserts

When asked about the restaurant business in general, Kashouh sounded like someone who had already learned many lessons in seven years.

“Business is up and down, but generally pretty good,” he said. “But you have to work hard all the time. You have to keep yourself above the others, somehow.

“We can’t do that just by offering a Lebanese or Middle Eastern menu that no one else has,” he continued. “It goes well beyond the food; it’s all about making sure the customer is satisfied.”

His success in that regard can be measured in many ways, but mostly by the fact that there are now several Cafés Lebanon with Nadim’s name on them, and more on the drawing board.

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

Sections Supplements
After Some Uncertain Years, the Village Commons Makes a Comeback
Jeffrey Labrecque

Jeffrey Labrecque says good relationships with tenants are helping move the Village Commons complex ahead.

Ten years ago, the Village Commons in South Hadley was having more than its share of problems. Tenants were unhappy, or else they were moving out; the stores inside weren’t what many had hoped for, and a feeling of unrest was settling over the architecturally striking shopping center owned by Mount Holyoke College. There’s been a quiet turnaround in recent years, however. Occupancy has improved to 100%, and management is involving tenants in a greater number of decisions. Now, some say ‘the Commons’ is starting to feel like the bustling retail and business center it was
always supposed to be.

Jeff Labrecque, COO for Center Redevelopment Corp. (CRC), the management firm that handles operations at the Village Commons in South Hadley, says he’d sooner hold a bottle-and-can drive than ask the shopping center’s owners for an influx of cash.

That sentiment was born, he said, from a time, not so long ago, when The Village Commons survived only when financed by its corporate parent and neighbor, Mount Holyoke College. And it has only been strengthened by a subsequent turnaround the Commons has orchestrated.

“At one time, we were draining funds from Mount Holyoke to survive,” said Labrecque, noting that when his current management team was formed, a goal was set to redefine the complex as one that could stand alone on its own two feet.

“The arrangement we made was that we would not borrow from Mount Holyoke,” said Labrecque. “That earned us the respect of the tenants, and now, 10 years later, we require no money from the college, and we never want to ask.”

Mount Holyoke College made a sizable investment in the Commons in the early 1980s to improve South Hadley’s town center and create a more welcoming atmosphere for both potential and current students, faculty, and their families, as well as general visitors.

The original vision of quaint, upscale shops and restaurants that would draw visitors from near and far has proven, however, to be largely unrealistic. But there is life in the Commons — spawned by a workable mix of office, retail, and residential tenants — and a great deal of optimism for the future.

BusinessWest looks this issue at how the picture continues to change, and for the better.

Making Change

Beyond ownership, Mount Holyoke has little involvement on a regular basis, said Labrecque. CRC handles day-to-day management of the complex, which hosts 56 businesses and 19 residential units and is led by President James Carey, who was appointed to his post in 1996. Labrecque was promoted to his current position at the same time, having previously served as director of operations at the Commons, and administrative assistant Trish Neiland rounds out the sparse team.

The Commons has navigated its share of bumpy roads since its inception, especially in the mid- to late ’90s. In addition to a lack of self-sufficiency, many storefronts were vacant, and, according to some tenants, that was due to a lack of a clear vision and a cohesive management plan.

Darby O’Brien, owner of Darby O’Brien Advertising, located in Building 9 of the Commons, was vocal about the center’s issues in 1997. At that time, O’Brien had been a tenant for six years, and told BusinessWest that the shops had “no buzz” and that the complex had “lost its soul.”

But he doesn’t feel that way now. O’Brien’s sentiments toward the Commons have become more positive, and he said it’s the development’s new management that has made a difference.

“I’ve been critical in the past, but things are moving well, and that’s because of the front office,” he said. “We’ve been here since this building went up, and when we first showed up, there was tenant unrest. But now, it feels like a neat little community. Jeff Labrecque is hands-on and non-stop; he understands small businesses, and really, it’s been calm ever since he stepped in.”

O’Brien said he gets the impression that through careful perseverance and hard work, many of the Commons’ issues are being resolved, or at least addressed.

“Several businesses are thriving here, expansions have happened … I noticed that the landscaping is really up to speed, and (CRC) seems to be employing local, independent companies. I think things have come together. I wondered back then how it would happen, but now I don’t even think about it anymore — this is a relaxed, fun, little neighborhood, and it feels good to be here. A lot has changed.”

Scrapping the Original Plan

LaBreque agreed that the climate at the Village Commons has in fact shifted, and while challenges remain, including the maintenance of architecturally unique buildings with unique problems, there are several positives to report.

For one, the complex is on more solid financial footing than it was 10 years ago — overall revenue at the retail stores ticked up by 3%, on average, over last year, while the restaurants averaged a 1% increase. Occupancy has also improved dramatically over the past decade. Between 1997 and 1998, CRC increased occupancy from 70% to 90%, and the Commons has been fully occupied since Sept. 11, 2002.

Currently, the ratio of office tenants to retail businesses is about one-to-one, and that’s one example of a change to what Labrecque refers to as “the original plan” for the property, which leaned more heavily on retail operations than office use.

“The original business plan that was put together was more retail and restaurants than office space,” he said, “but we’ve moved more toward office leases because those and residential rentals create stability and constant, consistent revenues.”

The original plan also included attracting upscale, trendy retailers proffering high rents. And while attracting quality tenants is still very much an objective, the focus on recognizable names and high-end merchandise has softened. Labrecque said the businesses that were expected simply never came, and many might not have even considered the Village Commons an adequate location.

“Tenants and Mount Holyoke were sold a bill of goods that didn’t play out,” he said. “For one, national tenants were promised, but the buildings here just weren’t built to attract them — they need space, on one level. There are 11 Victorian, all-wood, free-standing buildings here that are like houses — the largest space is about 3,000 to 4,000 square feet, and that’s why there’s no CVS here.”

Labrecque added that high vacancy rates became the root of other problems on the property in the late ’90s, some of which CRC is still working to correct.

“When the original plan didn’t come together, people were upset,” he said. “Tenants were unhappy, and the college was unhappy. Management wasn’t performing — they started treating it like a mall, affixing marketing fees on top of tenants’ rent.”

To begin a return to health, CRC did away with marketing fees and rents based on projected percentages of business when Carey took over as CEO, and instituted gross leases instead.

Lebrecque added that current lease rates are on par with similar markets. “ It is fair to say that the current rents are lower than the projections presented to the owner by the developer some 19 years ago,” he said.

New Day Dawning

That change, plus an overall shift to better incorporate tenants into the decision-making process at the Commons, has helped some businesses feel the same sense of inclusion that O’Brien cited as a benefit that once seemed lost.

Royanna Law, owner of Arts Unlimited, an art gallery offering framing services, retail sales, and corporate art consulting, relocated her operation to the Commons from Chicopee eight years ago, and characterized her decision as “wise.”

“The move to the Village Commons has proven to be a great place to have a business, and I really enjoy the people I work with, as well as my faithful clientele,” she said.

Law was one of the businesses that was able to expand recently within the complex, adding a gift gallery three years ago. Labrecque said hers is an example of how CRC is working with tenants to both retain them and strengthen the Commons as a whole.

“What we’re doing now is building from within,” he said. “We have a core group of tenants, and we are working to find out who needs what — expansions or changes, for instance — before going outside.”

As another example of renovations and expansion, Labrecque said the Commons will soon be seeing tenants leave for the first time in five years; 60 Minute Photo is closing its doors in response to increasingly sparse business for photo developers, and Saia Jewelers will also be leaving the complex soon.

But instead of viewing the changes as a dip in business, Labrecque sees an opportunity. The open space will allow for an office expansion project as well as a renovation of the Odyssey Bookshop, the Commons’ first tenant, and he expects the complex to be fully occupied again within a few months.

“We have an understanding of the types of businesses that do well here, and as such, we are also more discerning with leases,” said Labrecque of the decision to invest in existing tenants, rather than scramble for new ones. “We don’t fill empty spaces with the first offer we get to save face. That affects our overall stability, and just causes a lot of in and out.”

Moving forward, there are some concerns to address; the Commons is not located in a particularly high-traffic area, he said, so it must be marketed as a destination to thrive. Conversely, the shops’ parking lot is proving to be too small of late, and CRC and Mount Holyoke are also looking into a parking expansion to better accommodate shoppers, although that plan is only in the fledgling stages.

“Most of our tenants’ sales are good, but we’ve noticed they’ve maxed out,” said Labrecque. “We’re still looking at ways to pay for that investment; steel and concrete are so costly now — it will probably be some sort of platform, not a garage, and we’re asking our tenants for input on that.”

But Labrecque said infrastructure issues are his biggest challenge now, with repairs surpassing utility costs in his budget.

“The expenses keep growing. Our tenants provide us the revenue we need for upkeep, but we still spend every dollar we take in — we don’t have ‘plenty of money,’” he said. “We’re constantly correcting building issues, and it’s our largest budget buster. We’ve probably spent more than a half-million on builder blunders.”

Those issues include roof failures and water damage that began in earnest about eight years ago, with no signs of abating.

A Penny Saved Is a Penny Spent

In addition, the Commons faces retail challenges that continue to affect most small businesses and collections thereof, such as the pressure created by big-box stores and national chains that provide both convenient locations and, often, lower prices. It’s a reality, says Labrecque, that at this point in American business must be accepted.

“The nature of the business is delicate,” he explained. “The picture isn’t always great. It gets tiring at times, but it’s always challenging, and that’s what keeps us moving.”

Progress comes slowly, but there are no can drives in sight, and that’s Labrecque’s most oft-used benchmark.

“We don’t have a dime to save,” he said, “but we do have a dime to spend, and that means we spend that dime on improvement.”

Jaclyn Stevenson can be reached at[email protected]

Departments

Grant Writing Workshop

Sept. 6: The Employers Assoc. of the NorthEast will present a free workshop titled Writing a Successful Workforce Training Grant from 8:30 to 11:30 a.m. The workshop is designed for individuals who have never written a grant. To register or for more information, contact Sue Miller, director of Training and Development, at (877) 662-6444, ext. 313, or visit www.eane.org. The Employers Association of the NorthEast is located at 67 Hunt St., Agawam.

Family Business Program

Sept. 20: Greg McCann, author of When Your Parents Sign Your Paycheck, will be the guest speaker at a dinner forum hosted by the UMass Family Business Center, from 5 to 8:30 p.m. at the Clarion Hotel & Conference Center in Northampton. McCann works with family businesses in the areas of succession, communication, conflict resolution, gender issues, and development of the next generation. He will speak on what family business owners should be saying to the next generation about the company and their possible future with it — and when and how they should be saying it. To register, or for more information, contact Ira Bryck at the center; (413) 545-1537.

AIM Executive Forum

Sept. 28: The Associated Industries of Mass. Executive Forum will host Massachusetts House Speaker Salvatore F. DiMasi for a lively discussion of critical business issues facing the Legislature during the fourth quarter of 2007 at its breakfast and networking meeting. Registration, breakfast, and networking begins at 8 a.m. at the Westin Hotel, 70 Third Ave., Waltham. Speaker DiMasi’s presentation starts at 8:30. For registration information, call Julie Fazio at (617) 262-1180 or Chris Geehern at (617) 834-4414, or visit www.aimnet.org

Entrepreneurial Hall of Fame Dinner

Oct. 4: The Western Mass. Entrepreneurial Hall of Fame will honor its Class of 2007 at its Eighth Annual Induction and Banquet at the Log Cabin Banquet and Meeting House. The event, one of the region’s largest networking events, will start with a reception at 5:30 p.m. and dinner at 7. This year’s inductees are: the Bassett family (Bassett Boat Company), the Falcone family (Rocky’s Ace Hardware), Theodore Geisel (Dr. Seuss), the Gordenstein family (Broadway Office Interiors), Charles and Merriam Webster, and Noah Webster (Merriam-Webster Inc.), and the Roberts family (F.L. Roberts). Tickets are $150 per person; tables of 10 are $1,500. For more information or to order tickets, call (413) 730-6157.

Six Flags CEO to Address AIM

Nov. 9: Marc Shapiro, president and CEO of Six Flags Inc., will outline his managing style for overseeing the world’s largest regional theme park company during the Associated Industries of Mass. Executive Forum meeting at the Westin Hotel, 70 Third Ave., Waltham. Registration begins at 7:45 a.m., followed by the program from 8 to 9:15. For registration information, call Julie Fazio at (617) 262-1180 or Chris Geehern at (617) 834-4414, or visit www.aimnet.org

Bright Nights Ball

Nov. 17: East Longmeadow-based Hasbro Games will be the sponsor of the 2007 City of Bright Nights Ball, which will take on a Monopoly theme. The event, the major fundraiser for the Spririt of Springfield, which puts on the annual holiday display in Forest Park known as Bright Nights, will take place in the ballroom of the Sheraton Springfield at Monarch Place. The black-tie event features a gourmet dinner, dancing, and the opportunity to win and purchase some fabulous items. Guests will be able to purchase Monopoly deeds, everything from Baltic Avenue to Boardwalk, and redeem them for prizes. Bidding on five showcase items will begin online in early November and be completed the evening of the gala. Other premium items will be sold in an online auction. Auction items will be announced at a later date. In addition to Hasbro Games, the City of Bright Nights Ball is being supported by Baystate Health, Health New England, MassMutual Financial Group, and Sheraton Springfield. Tickets to the 12th annual City of Bright Nights Ball are $500 per couple. Tables of 10 are available for $2,500. For more information, contact the Spirit of Springfield at (413) 733-3800.

Departments

Seven Proposals Received for Union Station

SPRINGFIELD — The Pioneer Valley Transit Authority (PVTA) has received seven proposals for transportation and redevelopment planning for Union Station, according to Mary MacInnes, PVTA administrator. MacInnes said the proposals show that the Union Station project “is back on track.” The next step in the process is a due diligence review by the Selection Committee to ensure submitted responses contain the information required from the request for qualifications (RFQ). The committee will review the proposals, rank them, and select at least three finalists who then may be interviewed, according to MacInnes. The finalists will be ranked in order of qualification, and the committee will present the ranking to MacInnes. Members of the selection committee include industry and business professionals from Amtrak, Greyhound, the New England Black Chamber of Commerce, the Springfield Redevelopment Authority, the Pioneer Valley Planning Commission, and the PVTA. MacInnes expects the award to be made by the end of September. Firms submitting proposals were Lozano, Baskins & Associates, Watertown; HDR Architecture Inc., Boston; Finegold Alexander, Boston; SEA Consultants Inc., Cambridge; STV Inc., Boston; Nelson/ Nygard Consulting Associates, San Francisco, Calif.; and HR&A Advisors Inc., New York.

Near-term Home Sales Hold in Modest Range

WASHINGTON — The housing market will probably hold close to present levels in the months ahead, according to the latest forecast by the National Assoc. of Realtors. Existing-home sales are forecast at 6.04 million in 2007 and 6.38 million next year, below the 6.48 million recorded in 2006. New-home sales are expected to total 852,000 this year and 848,000 in 2008, down from 1.05 million in 2006. Housing starts, including multi-family units, are likely to total 1.43 million in 2007 and 1.40 million next year, below the 1.8 million units started in 2006. The 30-year fixed-rate mortgage is forecast to average 6.7% in the fourth quarter and then ease to the 6.5% range next year. The National Assoc. of Realtors represents more than 1.3 million members involved in all aspects of the residential and commercial real estate industries.

AIM’s Confidence Index Back Up in July

BOSTON — The Associated Industries of Massachusetts (AIM) Business Confidence Index rose 3.4 points in July to 57.6, more than recouping June’s decline, according to Raymond G. Torto, co-chair of AIM’s Board of Economic Advisors, and principal CBRE Torto Wheaton. Since April, the Index has followed an up-down-up pattern, with June’s loss virtually cancelling out May’s gain, and July’s rise returning to the higher level — above a year before (55.4), and close to the reading of July 2005 (57.8). However, the July survey was conducted before the new wave of uncertainties, particularly around the mortgage situation, that produced sharp drops in the equity markets, added Torto. Confidence levels were virtually identical in July among manufacturers (57.5, up 3.3) and non-manufacturers (57.8, up 3.6), with manufacturers more positive than others about conditions for their own firms and sales trends, but less so about recent hiring. A strong gain in confidence outside Greater Boston (+5.2) and a lesser rise within the metro area (+1.9) similarly left that split close to even (57.4-57.7). Larger firms were more optimistic than small and medium-sized employers.

Nominations Sought for ‘Super 60’

SPRINGFIELD — The Affiliated Chambers of Commerce of Greater Springfield Inc. is seeking nominations for its annual Super 60 awards program. The aim of the program is to celebrate the success of the fastest-growing privately owned businesses in the region which continue to make significant contributions to the strength of the regional economy. Nomination forms are available at the Chamber offices, 1441 Main St., Suite 136. Completed nomination forms must be received at the Chamber offices by Aug. 31. The Super 60 awards will be presented at the annual luncheon and recognition program on Oct. 26 at Chez Josef in Agawam. For more information on the nomination process, call the chamber at (413) 787-1555.

Eatery Closes Downtown Location

SPRINGFIELD — Gus & Paul’s restaurant recently closed its doors after 10 years at Tower Square, while the original Gus & Paul’s Delicatessen and Bakery on Sumner Avenue remains open. Lee L. Weissman, a co-owner of the downtown eatery, expressed his regret in having to close the restaurant in a letter to the city, and noted he hoped to sell the business. Weissman added he has begun a new career as a professional fundraiser and found it difficult to also oversee the restaurant operations. More than 20 employees lost their jobs in the closing; however, Weissman said with his family’s connections in the restaurant business, he is anticipating helping most or all of them find new jobs. Fred G. Christensen, senior property manager of Tower Square for CB Richard Ellis, said he is optimistic a new tenant can be found in the near future to take over the Gus & Paul’s site.

Study: More Employees Working Remotely Today Than Five Years Ago

MENLO PARK, Calif. — The proliferation of wireless technologies and feature-rich Internet applications is making it easier for information technology (IT) professionals to work outside of the office. A new study by Robert Half Technology shows that telecommuting is becoming more commonplace among IT professionals. Nearly half (44%) of chief information officers (CIOs) surveyed said their companies’ IT workforce is telecommuting at a rate that is the same or higher than five years ago; only 3% said IT staff work remotely less frequently today than five years ago. Improved retention and morale and increased productivity were cited as the greatest benefits among firms that allow telecommuting. While telecommuting can benefit employers and employees alike, it’s important that companies have the appropriate infrastructure in place to facilitate staff working remotely. For example, nearly a third of CIO’s (31%) surveyed felt that telecommuting employees generate too many security risks because they need to access elements such as corporate networks, systems, and intellectual property off-site. The national poll includes responses from more than 1,400 CIOs from a stratified random sample of U.S. companies with 100 or more employees.

Ivanhoe Restaurant Closes

WEST SPRINGFIELD — Steve and Ron Abdow, owners of the Ivanhoe, recently announced the closing of the landmark restaurant on Riverdale Street. According to the Abdows, a recent decision by their abutter to no longer lease parking spaces to the Ivanhoe was the catalyst in the decision to close. Since its inception, the Ivanhoe had 113 parking spaces at its disposal; however, 62 spaces would soon no longer be available as the abutter plans for future development of its site. The Ivanhoe was opened in 1967, and the theme was based on the time of Sir Ivanhoe and the Knights of the Round Table, with gothic arches and features reflective of that period.

Small Business Applications Sought for Law and Business Clinic

SPRINGFIELD — The Western New England College Law and Business Center for Advancing Entrepreneurship is now accepting applications from entrepreneurs seeking law or graduate business students to serve as consultants for their business during the fall semester. The opportunity for this free service is limited to those businesses that need consultation regarding a discrete topic. This service does not include litigation needs. For more information, contact Aimee Munnings at the Law and Business Center for Advancing Entrepreneurship at (413) 736-8462, or E-mail [email protected]

Survey: Companies Ineffective at Rewarding Good Performance

MENLO PARK, Calif. — Workers who feel their good work often goes unnoticed may have a case. More than one-third (35%) of professionals polled recently said businesses are ineffective at rewarding their employees’ strong performance. Meanwhile, 30% of managers surveyed agreed. Businesses need to make retention an ongoing priority, according to Diane Domeyer, executive director of Office Team. Rewarding employees for their accomplishments enhances productivity, reinforces positive behavior, and builds staff morale and loyalty, she added. Domeyer noted that firms that fail to reward great work risk losing employees to businesses that do invest in recognition programs. The surveys were developed by Office Team and reflect responses from 150 senior executives at the nation’s 1,000 largest companies, and 534 full- or part-time workers 18 years of age or older and employed in office environments.

Departments

Aldenville Credit Union has hired Diana M. Ramsey as Manager of its main office.

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Deborah Falcon has been promoted to Vice President of Retail Banking at Greenfield Co-operative Bank.

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A.G. Edwards & Sons Inc. has promoted Marianne D. Bannan to Senior Registered Financial Associate in its Springfield office.

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Mark Matteson

Mark Matteson has been named Administrator of the Transitional Care Center at Holyoke Medical Center.

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Tighe & Bond of Westfield has relocated environmental scientist Russell Fleury to its Worcester office to expand its offerings there. Fleury is certified as a Hazardous Materials Manager.

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Karen Gaughan-Blake has joined the Westfield office of Carlson GMAC as an Agent.

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Karen J. Buell is now a Mortgage Consultant with PeoplesBank. She joined the bank in 2006 and completed its management development program before becoming Assistant Branch Manager in East Longmeadow.

•••••

UMass Amherst announced the following:
• Max Page, Associate Professor in the Art Department, has been awarded a Howard Foundation fellowship for the 2007-08 academic year;
• Anna Nagurney, the John F. Smith Memorial Professor at the Isenberg School of Management, is one of five new fellows elected by the Regional Science Assoc. International;
• Michael J. Constantino, Assistant Professor of Psychology, has been selected to receive the American Psychological Foundation’s Division 29 (Psychotherapy) 2007 Early Career Award;
• John Clark, Professor of Environmental Toxicology and Chemistry in the department of Veterinary and Animal Sciences, was elected a fellow of the American Chemical Society by the Division of Agrochemicals at the 233rd national meeting conducted this spring in Chicago;
• Susan Shapiro, Associate Professor in the department of Judaic and Near Eastern Studies, has been awarded the Master Visiting Professorship in Jewish Studies at the Pontifical Georgorian University in Rome, where she will teach ‘Post-Holocaust Philosophy and Theology’ during the spring 2008 semester;
• Mary Andrianopoulos, Associate Professor of Communication Disorders, gave an invited keynote address at the first annual Symposium on Voice and Swallowing and Their Disorders conducted this spring in Athens, Greece;
• Michael Carolan, a student in the school’s program for Poets and Writers, recently won second place in the Atlantic magazine’s writing contest, and
• Francoise N. Hamlin, Assistant Professor of History, was awarded the Charles Warren Faculty Fellowship in American History from Harvard University for the 2007-08 academic year.

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Douglas K. Engebretson

Douglas K. Engebretson, FAIA, was recently elected President of the National Council of Architectural Registration Boards. Engebretson is the President of Tessier Associates Inc. in Springfield.

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The Bank of Western Massachusetts has promoted Brian C. Smith to Senior Vice President and Treasurer. Smith joined the bank in 1999.

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Mark L. DeJackome has been promoted to Security Director for Holyoke Mall at Ingleside.

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Keith McInnes has joined Savage Range Systems as Project Coordinator.

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Greg Garabedian has been promoted to Vice President and General Manager for Charter Communications’ New England and New York operations. He will be headquartered in Worcester.

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Cynthia R. Custeau

Neige D. White

Florence Savings Bank recently announced the following:
• Cynthia R. Custeau has been named Assistant Vice President and Branch Manager for the Granby office, and
• Neige D. White has been named Operations Risk/Security Officer.

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The Northampton Veterans Administration Medical Center has announced the following:
• Dr. Gonzalo H. Vera Jr. has been appointed Service Line Manager for Mental Health, and
• Dr. Daniel Levy has been named Local Service Line Manager, Primary Care and Specialty and Acute Care.

Departments

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

AGAWAM

Chris Auto South Inc., 207 Main St., Agawam 01001. Mary Ellen Biscaldi, 115 Granville Road, Southwick 01077. Purchase, sale, and repair of used motor vehicles.

Gavel Homes Sales Inc., 13 Southbridge Dr., Agawam 01001. Michael Werman, 152 Whitaker Road, Westfield 01085. Real estate investment and sales.

AMHERST

Amherst Auto Express Inc., 118 South East St., Amherst 01002. Amir Mikhchi, 18 Foxglove Lane, Amherst 01002. To operate a motor vehicle repair business. sic

BRIMFIELD

Sharp Trucking Co. Inc., 52 East Hill Road, Brimfield 01010. Shane Michael Bravetti, same. Trucking company local freight delivery.

CHICOPEE

Sal’s Quality Stores Inc., 73 Oakwood St., Chicopee 01020. Shirley Lussier, same. E- commerce retail of general merchandise.

EAST LONGMEADOW

Cook Builders Supply Co. Inc., 6 Old Pasture Dr., East Longmeadow 01028. Michael J. Kane, same. Sales and leasing of building and landscaping supplies, materials, tools, etc.

FLORENCE

Therese Connor Nursing Education Inc., 7 Main St., 1st Floor Left, Florence 01062. Steven James Connor, 93 Allen St., Greenfield 01301. (Nonprofit) To provide scholarships to students pursing a nursing career and/or to already licensed nurses furthering their education, etc.

GRANVILLE

Home Improvement R Us Inc., 27 Blandford Road, Granville 01034. Scott A. Vogus, same. Home improvement, remodeling and construction.

HADLEY

Haber Brothers Inc., 47 Lawn St., Hadley 01075. James A. Haber, same. Road, bridge, site work, construction, etc.

HOLLAND

Cyber Forensics Security Investigation Inc., 293 Stafford Road, Holland 01521. Thomas Crouse, same. To provide security, forensic and investigative services for internet users, etc.

 

HOLYOKE

Sanctuary Animal Clinic Inc., 210 Linden St., Holyoke 01040. John Perdrizet, same. Veterinarian services.

HUBBARDSTON

Unique Materials Solutions Inc., 59 Brigham St., Hubbardston 01452. Thomas Colyer, same. Marketing representative for refractory materials.

LUDLOW

JOI Ride Limousine Service Inc., 58 Cady St., Ludlow 01056. Zorana L. Owens-Imbody, same. Limousine service.

MONTGOMERY

D & N Cormier Inc., 78 Pine Ridge Road, Montgomery 01085. Donald C. Cormier, same. Food service and real estate management.

NORTHAMPTON

Living City Properties Inc., 150 Main St., Suite 310, Northampton 01060. T. Wilson Flanders, 7 School St., Shelburne Falls 01370. Real estate ownership and management.

SPRINGFIELD

John B. Stewart, P.C., 126 Dwight Road, Springfield 01108. John B. Stewart, same. The general practice of law.

Top Notch Painters Plus Inc., 84 Commonwealth Ave., Apt. 1R, Springfield 01108. Kevin A. Stringer, same. Professional painting services, interior or exterior.

WEST SPRINGFIELD

Bertera Nissan Inc., 499 Riverdale St., West Springfield 01089. Aldo M. Bertera, 162 Forest Ridge Road, West Springfield 01089. The retail sale and service of new or used automobiles, trucks, etc.

Billy’s Malawi Project Inc., 152 Piper Road, West Springfield 01099. Timothy C. Allen, 141 Newton Road, Springfield 01118, (Nonprofit) To provide funds in support of the community of the Village of Cape Maclear (Chembe Village), Malawi, Africa, etc.

WILBRAHAM

Western Mass. Chapter of The Clinical Laboratory Management Association Inc., 111 Bartlett Ave., Wilbraham 01095. Beverly Miller, same. (Nonprofit) To empower laboratory professionals through forward-thinking education, networking and advocacy opportunities, etc.

Departments

Pride Purchases Inland Oil Stations

SPRINGFIELD — Pride Stations and Stores recently announced the purchase of three self-service gasoline stations in West Springfield, Westfield, and Southwick for an undisclosed amount. The Citgo-branded stations have been owned and operated by the Burek Oil Company, also known as Inland Oil, for more than 60 years. Plans include adding the sale of Massachusetts Lottery, and converting to the complete line of Pride renewable fuels. In other company news, Pride recently opened a station in Palmer, and has four sites under construction in Ludlow, Springfield, and Westfield.

WCA Places 251st on VARBusiness Top 500 List

SOUTHWICK — Whalley Computer Associates (WCA) was recently ranked by VARBusiness Magazine as the 251st largest computer reseller in North America. This designation places WCA in the top one-third of 1% of the more than 120,000 VARs throughout North America, according to Paul Whalley, vice president, WCA. “This year’s move for our company in ranking from 289th to 251st is a reflection of the investment we put this year into the number of customer service programs that we established,” he said.

Fuss & O’Neill Acquires ProActive

MANCHESTER, Conn. — ProActive, a New Haven-based network management firm, recently became part of Fuss & O’Neill Technologies, LLC of Manchester. ProActive provides managed services including IT infrastructure, security, and solutions. ProActive was founded by Brian Doyle and Frank Gesino, where they developed ProActive Management Services. Doyle will become vice president of business development, and Gesino will become vice president of professional services for Fuss & O’Neill Technologies. Fuss & O’Neill Technologies, LLC is part of the Fuss & O’Neill Inc. family. The firm’s practices include civil and environmental engineering, structural engineering, industrial plant services, building systems, manufacturing solutions, and design-build.

Baystate Offers Incisionless Stapled Anastomosis

SPRINGFIELD — A team of Baystate Medical Center physicians recently performed the world’s first reported stapled NOTES cyst-gastrostomy to successfully treat and save the life of a seriously ill patient who had been hospitalized for months with a chronic infected pancreatic pseudocyst — without the need of an abdominal incision. The emerging field of NOTES (natural orifice translumenal endoscopic surgery) is a cutting-edge surgical and gastroenterological approach which involves passing flexible surgical tools and a camera through the patient’s natural orifices to eliminate incisions, resulting in less pain and infection, and quicker recoveries. In addition, patients who are high-risk candidates for surgery may be able to be treated with this new, less-invasive surgical approach.

New Family Restaurant Opens in Chicopee

CHICOPEE — Cote’s Family Restaurant officially opened its second location in the city with a ribbon-cutting on July 25 at 582 Chicopee St., formerly LaCroix’s Market. The restaurant, boasting more booths and an ice cream counter, will offer a full menu including daily specials, homemade soups, homemade desserts, and monthly breakfast specials.

LiftTruck Celebrates 20th Anniversary

WEST SPRINGFIELD — LiftTruck Parts and Service Inc., a leader in the material handling industry, is celebrating its 20th year in business. The company is a full-service material-handling firm, with a wide range of specialties, including new and pre-owned fleet sales, service, parts, short- and long-term rentals, financing, on-site maintenance, and others. Founded by owner Mario Sotolotto, Lifttruck is an authoriuzed distributor for the material handling products of Mitsubishi Forklift Trucks and Komatsu Forklift USA Inc.

MassMutual Invests In NovaStar Financial

SPRINGFIELD — MassMutual Capital Partners, LLC, a subsidiary of Massachusetts Mutual Life Insurance Co., and Jefferies Capital Partners are investing $48.4 million into troubled NovaStar Financial. Based in Kansas City, Mo., NovaStar specializes in single-family mortgages for borrowers who may have difficulty qualifying for loans under conventional standards. The agreement includes NovaStar’s board of directors being expanded from six to eight.

Departments

The following Building Permits were issued during the months of June 2007.

AGAWAM

OMG Inc.
153 Bowles Road
$60,000 — 2,000-square-foot interior alterations

AMHERST

Amherst College Trustees
214 Main St.
$45,000 — Install a VESDA fire detection system

CHICOPEE

Avery Denison
One Better Way
$340,000 — Install eight overhead doors and nine lock levelers in existing building

CBL Management Inc.
601 Memorial Dr.
$2,000,000 — Renovation of Ocean State Job Lot

City of Chicopee
617 Montgomery St.
$150,000 — Construction of flagpole, equipment cabinets, and utility backboard on existing rooftop

Golden Mustard LLC
82 Rivers Ave.
$6,000 — Cut back roof overhang, remove front porch, and re-side existing

Golden Mustard LLC
88 Rivers Ave.
$6,000 — Cut back roof overhang, remove front porch, and re-side existing

Jeff Kozianowski
591 Memorial Dr.
$181,000 — Interior improvements to the Dollar Tree

M6 Limited Partnership
36 Johnny Cake Hollow Road
$70,000 — Remodel four guest rooms

Pasterczyk Welding Shop Inc.
1737 Donahue Road
$10,500 — Addition to existing building

EASTHAMPTON

Eastworks LLP
116 Pleasant St.
44,000 — Masonry repair

Robert Sullivan
122 Pleasant St.
$14,000 — New roof

Will Bundy
116 Pleasant St.
$26,000 — Expansion of Blue Moon Deli

EAST LONGMEADOW

Redstone Rehabilitation
135 Benton Drive
$45,000 — Alteration to an oxygen storage room at the nursing home

GREENFIELD

31 Ames St. LLC
31 Ames St.
$1,200 — Frame and drywall bathroom

Franklin County Community Development Corporation
324 Wells St.
$7,000 — Construct metal stud partitions

Knickerbockers Realty, LLC
95 Davis St.
$2,400 — Strip south side roof and re-shingle

Richard M. Katz
5 Traver Court
$47,000 — Renovations on first floor

HADLEY

Anthony Gleason
10 South Maple St.
$6,000 — 12 x 90 Overhang in front of building

LONGMEADOW

Interfaith Homes of Longmeadow
114 Emerson Road
$3,119,000 — Addition to elderly housing facility

 

Town of Longmeadow
34 Williams St.
46,000 — Re-roof

LUDLOW

St. John the Baptist Church
201 Hubbard St.
$1,328,000 — New commercial construction

NORTHAMPTON

Billmar Corporation
330 North King St.
$3,354,000 – Construction of pre-engineered metal building

Coolidge Northampton LLC
243 King St.
$102,000 — Install roofing

Ethan Kramer
73 Bridge St.
$6,500 — Insulate and drywall basement walls

PVTA
1 Roundhouse Plaza
$6,500 — Install roofing

Smith College
25 Prospect St.
$110,000 — Remodel four bathrooms in Talbot House

Smith College
36 Bedford Terrace
$60,000 — Repair exterior siding and paint

Smith College
110 Elm St.
$3,378,000 — Renovations to Haven House

Smith College
College Lane
$572,000 — Renovations & additions to Chapin Dining Hall

Smith College
100 Green St.
$44,000,000 — Construction of new science and engineering building

Trident Realty Corporation
15 Hawley St.
$9,000 — Interior partitions

SOUTHWICK

T.J. Welch
622 College Highway
$ NA — Construction of office building and garage

SPRINGFIELD

Baystate Health Inc.
89 Belmont St.
$35,000 — Interior renovations at My Sister’s House

Granite City Electric
95 Fisk Ave.
$38,000 — Interior renovations

Yukon Associates
95 Fisk Ave.
432,000 — Addition of two handicap accessible bathrooms

WESTFIELD

DevCon Shop LLC
431 East Main St.
$61,000 — Commercial renovation

WEST SPRINGFIELD

Billie’s Cream Puffs
Eastern States Exposition
$2,500 — Addition of partition walls for storage

Steve O’Toole
425 Union St.
$22,000 — Renovation of existing commercial office

Departments

New Director Chosen for Control Board

SPRINGFIELD — The Springfield Finance Control Board voted last month to appoint Stephen Lisauskas as its executive director, succeeding Philip Puccia, who resigned, effective July 19, to take a job with JP Morgan Securities. Lisauskas had previously served as deputy director under Puccia.

Gov. Patrick Eyes Workforce Priorities for Springfield

SPRINGFIELD — The Patrick Administration recently announced its partnership with the City of Springfield and the Hampden County Regional Employment Board to assess the workforce needs of the city to bring about greater economic opportunity. The workforce assessment will bring together employers as well as local community and business organizations to prepare an inventory of existing workforce development programs and activities to assess what skill sets are needed to fill the jobs of today and in the future. The Patrick administration will also work with city officials to secure funding as part of this assessment process. End goals include addressing the basic literacy of the city’s workforce by increasing public and private resources; establishing growth areas in key sectors, and better aligning economic and workforce development strategies. Administration officials also recently announced that the state’s 16 workforce boards, including the Hampden County Regional Employment Board, will play a stronger role in the approval process of state Workforce Training Fund grant applications.

Investors Hoping for Steady Interest Rate

WASHINGTON — Both food and energy costs nationally retreated in June, which boosted wholesale inflation to better than expected readings, while homebuilders’ confidence dropped to the lowest level in 15 years as the housing slump continued, according to several national reports. All of the positive findings — including industrial production being on the upswing — is good news at the Federal Reserve, since it indicates the recent acceleration in inflation appears to be abating. Investors hope that the economy’s current performance will result in the Federal Reserve staying the course on unchanged interest rates, thus giving borrowers a break until 2008.

Adjustable-rate Mortgages, Predatory Lending Attributing to Foreclosures

SPRINGFIELD — A staggering number of foreclosures across the region are being attributed to a slumping real estate market, adjustable-rate mortgages, and predatory lenders, according to officials from the Hampshire County and Hampden County Registries of Deeds. In Hampden County, foreclosures have doubled, from 278 in fiscal 2006 to 529 in fiscal 2007, while in Hampshire County, foreclosures rose by 78.8% to 59 in the fiscal year that just ended June 30. In Franklin County, officials note that foreclosures have also doubled, from 26 in 2006 to 60 in fiscal 2007. Foreclosure filings noted at the registries of deeds are actual foreclosures in which a lender has repossessed a property.

GSCVB Awarded Grant for Web Site Enhancements

SPRINGFIELD — The Greater Springfield Convention & Visitors Bureau (GSCVB) was recently awarded a $11,000 grant from the Massachusetts Cultural Council to enhance its Web site with additional information about cultural attractions in the region. The funds have been used to create a highly graphic landing page and add an electronic postcard component to the site. The site address is www.valleyvisitor.com.

First Five Floors of One Financial Plaza Sold

SPRINGFIELD — Eastco Realty Co. LCC recently purchased the bottom five floors of 1350 Main St., also known as One Financial Plaza, for $2.4 million, according to documents filed at the Hampden County Registry of Deeds. Daniel M. Eastman of Somers, Conn., is president of Enfield Enterprises, a construction firm based in the city, and is manager of Eastco Realty. The first five floors consist of approximately 103,000 square feet, and half is currently occupied by Sovereign Bank and offices. The top 12 floors were purchased earlier in the year by a group of local investors. The remaining floors comprise approximately 220,000 square feet. Both groups of investors expect to work together to bring in quality tenants.

Opinion
Culture and History — a Platform for Growth

Springfield’s rich history, combined with the national surge in cultural tourism, can be a key element in the city’s economic renewal. Other Massachusetts cities using historical resources have successfully become tourist destinations: Salem explores its witchcraft trials; Lowell tells the human tale of its extensive mills.

Based on the recognition that historical assets are valuable for the economic future of communities, a new concept has emerged — cultural heritage tourism. The National Trust for Historic Preservation defines cultural heritage tourism as “traveling to experience the places, artifacts, and activities that authentically represent the stories and people of the past and present,” and notes that “cultural heritage travelers stay longer and spend more money than other kinds of travelers. Good cultural heritage tourism improves the quality of life for residents, as well as serving visitors.”

Springfield has many assets to support this kind of tourism — an abundance of architecturally and historically significant buildings, a wealth of famous individuals associated with the city, a rich storehouse of records and artifacts in museums and libraries. Moreover, many events from Springfield’s past illustrate major themes in American history:

  • Springfield, founded by puritans in 1636, was greatly damaged by the Wampanoag Confederation in 1675 during King Philip’s War;
  • Daniel Shays’ rebellion in 1787 demonstrated the need for a strong federal constitution, and propelled the convening of the Constitutional Convention;
  • The technological innovations developed at Springfield Armory spread in a precision manufacturing corridor from Vermont to Connecticut, and made possible the mass production of goods;
  • The courageous involvement of Springfield’s citizens in the anti-slavery movement made the city a significant stop for the Underground Railroad;
  • Automobiles, motorcycles, and airplanes were partially invented or popularized here;
  • Weapons developed at Springfield Armory contributed to the outcomes of the Civil War, World War I, and World War II.
  • Springfield has already made a solid start in burnishing and presenting its past, through discovery tours, the growing Museum of Springfield History and the Connecticut Valley Historical Museum, and other venues. However, more can and should be done to build Springfield into a major cultural destination.

To develop heritage tourism, the National Trust recommends that communities follow these principles:

  • Collaborate: Much more can be accomplished by working together than by working alone. Successful programs bring together partners who may not have worked together in the past;
  • Find the fit: Balancing the needs of residents and visitors is important to ensure that cultural heritage tourism benefits everyone. It is important to understand the kind and amount of tourism that a community can handle;
  • Make sites and programs come alive: Competition for time is fierce. To attract visitors, a community or region must be sure that the destination is worth the drive;
  • Focus on quality and authenticity: Quality is an essential ingredient for all cultural heritage tourism, and authenticity is critical whenever heritage or history is involved; and
  • Preserve and protect: A community’s cultural, historic, and natural resources are valuable and often irreplaceable.
    So, what are the next steps for Springfield?
  • Call together stakeholders to discuss the future of cultural heritage tourism in Springfield. Participants should include major institutional representatives and city officials, as well as other interested parties;
  • Take an inventory of the cultural and historical assets of the city — an important step necessary for further action. This inventory should be sent to the individuals and organizations of step one;
  • Examine successful cultural heritage efforts in small cities similar to Springfield. Much can be learned from their experiences; and
  • Develop a plan for collaboration and further activity. A critical issue will be leadership: who will provide that important ingredient that will lead to further progress?

Ira H. Rubenzahl is the president of Springfield Technical Community College;[email protected]; (413) 755-4424.

Features
New Control Board Chair Chris Gabrieli Assesses the Work Remaining
Chris Gabrieli

Chris Gabrieli says Springfield should be helped by the attention being paid nationally to the plight of struggling urban centers.

Chris Gabrieli wouldn’t use the words ‘easy’ and ‘hard’ to describe the work already completed by the Finance Control Board in Springfield, and that which still remains to be done.

“It’s all hard … very hard,” said Gabrieli, who was recently appointed chairman of the board by Gov. Deval Patrick. “But it’s hard in different ways.”

Elaborating, he said the progress made to stabilize the city financially and gain new contractual agreements with most city unions was hard because the steps taken to achieve it were politically unpopular and impacted the lives of city workers and residents alike.

“It’s hard to drive change when there is real sacrifice involved; there are people who have paid a real price for those changes,” he said.

“It’s almost a zero-sum game. For the city to balance its budget means in large part it is spending less money on some things it was spending more money on before. And that ‘more money’ predominantly went to people.”

As for the work ahead, “turning the tide,” as he put it, from a social and economic development standpoint, is politically easier — “we’re all for it” — but hard because the problems come with no simple, controllable solutions.

“The next set of levers — deeply improving schools or trying to figure out an economic strategy that will lead to a healthy boom in high-paying jobs — those aren’t directly under the control of any government, especially local government,” he explained. “So that’s hard in a different way.”

But these are issues and challenges being faced by dozens of cities across the country that, like Springfield, thrived in an industrial economy but have struggled to make the adjustment to a knowledge-based economy, he said, adding that the collective attention being paid to such intertwining issues as crime, education, housing, and finding new sources of jobs could help Springfield achieve real progress in those areas and others.

“The 19th and 20th century economies built around factories were very decentralized; many, many cities boomed in that setting — there were mostly winners,” said Gabrieli, a successful businessman but unsuccessful gubernatorial candidate in 2006. “But the 21st-century economy tends to have winners and losers geographically.

Putting Springfield in the latter category, where it has lots of company in the form of many Northeast urban centers, Gabrieli said the next (and probably last) two years of control board duties will be focused on advancing efforts to put Springfield in the ‘winners’ category.

In this issue, BusinessWest talked with Gabrieli about his new role in Springfield and his current work to craft a business plan for the control board moving forward.

City Limits

Gabrieli said he has a personal attachment to Springfield and its plight — sort of.

He was born and raised in Buffalo, N.Y., a city of some half a million people and not one but two control boards, one county and one city.

Like Springfield, Buffalo thrived in the 19th and 20th centuries (or most of them) with jobs in steel, auto parts manufacturing, grain processing, and other sectors. “Now, they’re gone, or only tiny fractions of them remain,” he said, adding that he monitors progress, or a lack of it, in his hometown from afar. “The city is still struggling; these are hard problems it’s facing.”

The same can certainly be said of the City of Homes, he said, adding that many city residents and officials mistakenly believe that the problems they face are ‘Springfield-specific,’ as he put it.

“That’s a huge misunderstanding for people to think that way,” he said. “This is a national problem … there are dozens of cities struggling with the same issues.”

This fact should help in that ‘tide-turning’ process he described, because many think tanks are now focusing on the plight of large urban centers in the 21st century. “The Brookings Institute has been on this for a while, and there are a number of groups studying what’s happening in our cities.”

It was the opportunity to be part of what will certainly be a regional and national effort to revitalize struggling municipalities — and take a lead role in a community he came to know and understand during the ’06 campaign — that prompted Gabrieli to accept Patrick’s offer to chair the control board.

“It’s important for Springfield and important for the state,” he said of the board’s assignment and the obvious need to succeed. “Before I said ‘yes,’ though, I had to take a look at Springfield’s situation and the control board’s situation to make sure that I could be useful.”

Gabrieli brings to his assignment a resume replete with triumphs in business and considerable work with nonprofits and public policy, particularly in education and lengthening the school day. A co-founder of the health care software company GMIS, he later joined Bessemer Venture Partners, where he remains active as a senior partner focused on the biotech sector.

From 1996 to 2002, Gabrieli served as chairman of MassINC, a non-partisan, independent policy think tank, and he currently serves as chairman of Massachusetts 2020, which leads the state’s first-in-the-nation initiative to redesign and expand learning time in public schools.

Gabrieli admitted to being somewhat embarrassed that he couldn’t clearly recall his stance on the control board during the gubernatorial campaign — specifically whether it was still needed and for how long. But he is solid in his belief now that, while many, especially those within the business community, feel more secure with the control board in place, soon the city needs to take control of its own fortunes.

“I think it’s important when you have a control board like this that there be a very clear path to restoring self-government,” he said. “It is efficient to have a control board, and there are some important things you can get done with the advantage of both the autonomy and amount of power invested in it.

“But ultimately, messy though it can be,” he continued, “democracy and self-rule are the best things for local government.”

Issues and Answers

Before such self-rule can be restored, however, the Patrick administration has deemed more direction from the control board is necessary, and in areas that go well beyond restoring fiscal order.

“I think the board has played a powerful role in re-setting Springfield’s financial system, its budget drivers, and other things, to the point where the city can be reasonably healthy from a financial standpoint on its current basis,” said Gabrieli. “That was difficult, and it took an autonomous, outside force to get it done. But the harder problem is to fundamentally turn the tide; what can be started in conjunction with the state and other, private forces beyond city government in Springfield to move Springfield forward?

“Very little of what the control board did in its first three years was aimed at that, nor should it have been,” he continued. “They had to deal with a serious fiscal crisis, and that demanded all of the board’s attention.”

Elaborating on the work still remaining for the control board, Gabrieli said it comes down to what he called “four streams that run together into a negative cycle that reinforces itself”:

  • The economy and the as-yet-unsuccessful quest for new sources of jobs;
  • Public safety, meaning crime and the perception of same;
  • Education, and, more specifically, high dropout rates and low percentages of college graduates within the city;
  • Springfield’s “demographic challenge,” meaning the flight of the middle class to the suburbs and the resulting preponderance of lower-income families in many neighborhoods.

There is no clear ranking of these issues in terms of priority, he said, nor any need to do such an exercise, because they all need to be addressed simultaneously and with equal vigor.

To tackle the remaining challenges, the control board will be developing a business plan, he said, and hiring a new CEO to carry it out. That individual is Stephen Lisauskas, who succeeds Phillip Puccia after serving as his primary assistant for the past two years, and was considered a logical choice by the board.

Moving forward, Lisauskas, a soon-to-be-hired deputy director, and others will continue to focus on ways to restructure and institutionalize financial processes and policies, said Gabrieli, while also working on those societal and economic development-related issues that will ultimately determine the city’s ability to fully recover.

“If you were to go forward 20 years from now, the things that the control board has done and will continue to do to provide strong fiscal systems now won’t make much of a difference in 20 years either way,” he said. “They will help a lot to make sure that, over the next five to 10 years, Springfield isn’t fighting fires on the fundamental fiscal issues, but if you were to ask, will the city be any healthier and stronger in 20 years, the answer is probably not.

“I think long-term health rests on those other issues, like education and jobs,” he continued, “which are way beyond budgeting.”

While he has focused much of his civic energy on education, with Mass. 2020 and other initiatives, Gabrieli has also been involved in job creation through Bessemer, and understands that tapping into new sources of employment is critical to the city’s chances for achieving a real turnaround.

“The jobs that made Springfield great in the 19th and 20th centuries are vanishing; we’re still seeing significant job loss in manufacturing,” he explained. “We should do everything we can, obviously, to preserve what’s left, but manufacturing is not going to be the base for healthy growth in Springfield in the future.

“Cities need an economic driver,” he continued. “What will Springfield’s be? That’s a question that still hasn’t been answered, and we need to answer it.”

For some Bay State cities, answers have been found, but they center largely around geography, meaning they’re within commuting distance to Boston and other communities inside Route 128 that have thrived in the knowledge economy, he said. Lowell is perhaps the best and most noted success story, he told BusinessWest, but Worcester and other former manufacturing centers have also benefited.

“Those cities have an edge that Springfield just doesn’t have and won’t ever have,” he explained. “That’s going to make it that much harder to find an economic driver.”

On the Clock

When asked how much the control board can accomplish over the next two years, Gabrieli said there are a number of variables that could impact that equation — from the level of state assistance to work nationally on the myriad issues impacting urban centers.

One thing that is known is that progress won’t be achieved quickly or easily, in Springfield, Buffalo, or any of the other former industrial hubs now looking for the proverbial ‘next big thing.’

That’s because, as Gabrieli said, all of this work is hard.

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

Features
Springfield Day Nursery Goes Forward to ‘Square One’
Joan Kagan

Joan Kagan believes the name ‘Square One’ properly conveys the importance of early childhood education.

When a brand has been around for 124 years, any thoughts of changing it — be it through a name, a look, or both — need to be backed up with some pretty good reasons for doing so.

At Springfield Day Nursery, administrators and board members believed they had many, especially the general thinking that the key words in the name — Springfield and nursery — were simply, well … obsolete.

The former, because the company has opened a new facility in Holyoke that makes it a truly regional venture, and the latter because the term ‘nursery’ implies simply child care, at a time when the company’s mission is broader and more focused on early education and preparing children to learn.

“The name Springfield Day Nursery just didn’t work anymore,” said President and CEO Joan Kagan, adding that, after much talk and work with a consultant, the company settled on a replacement — Square One — that it believes conveys all that the old name didn’t.

“Everything starts at square one,” said Kagan. “That’s why we chose that. During one’s first five years, the stage is set for all future growth and development — cognitive, social, emotional, and even physical. That’s why preschool is so important.

“It’s not just about caring for children, which is important, but not the entire story,” she continued. “You also need to encourage and stimulate and support the development of children. ‘Square One’ conveys all that.”

The new name will grace five facilities operated by the company, including the new, 8,000-square-foot center within the Holyoke Health Center that opened its doors late last month. That operation, the company’s first foray into Holyoke, was prompted by recognized need in that city, and an opportunity to meet it, said Kagan, adding that the expansion re-emphasizes Square One’s mission and its commitment to meeting it.

In this issue, BusinessWest looks at how ‘Square One’ came to grace the doors and stationery of this Springfield-area institution, and how the change represents going forward, not back.

Learning Curve

Kagan told BusinessWest that talk of a name change surfaced several times at SDN over the past several years. The reason is simple: the industry has evolved considerably since 1883, and especially over the past decade or so, and the terms ‘nursery’ and ‘day care’ no longer reflect what progressive service providers offer today.

The pending expansion into Holyoke — something that’s been in the planning stages for more than year — prompted SDN’s board to revisit the name-change issue several months ago, said Kagan, adding that it was a changed mission, not geographic reach, that ultimately convinced the board to take the bold step.

And even then, it was a hard vote for some. “One board member told me that her head said ‘yes’ when it came to changing the name,” said Kagan, “but her heart told her ‘no.’”

Such is the level of name recognition that SDN had (and still has) in the region, she said, adding that despite all the equity the company has in that name, change was necessary.

“The term ‘day care’ is being phased out,” said Kagan. “The name Springfield Day Nursery was very appropriate 124 years ago, when this really was a nursery and took care of children and diapered them and fed them and rocked them and sang nursery rhymes to them. It was a good place for working parents to place their children when they went to work.

“Over the years, Springfield Day Nursery has adopted its programming to reflect research that demonstrates that between birth and age 5, 85% of one’s brain development occurs,” she continued, “and ‘who you are’ is developed.”

Elaborating, she said those first five years comprise what she called “windows of opportunity” for learning and also cognitive, social, and emotional development. If those windows are missed, she explained, it’s difficult to recapture them later on down the road — and it gets more so as years go by.

Recognizing all this scientific evidence and the clear picture it paints about the importance of early childhood education, administrators at SDN knew that, despite all the equity tied up in their name, a change was necessary.

Darby O’Brien, owner of the advertising and marketing agency that bears his name and was eventually hired to create a new brand, said this realization facilitated the re-branding process and created the energy needed to carry out the assignment amid strong emotional attachment to the original name.

O’Brien said his agency first became involved with Springfield Day Nursery several years ago, when SDN administrators approached one of his clients, Charles Epstein, president of Epstein Financial Group, for some form of corporate contribution.

Instead of writing a check, Epstein instead launched a program to encourage area businesses to ‘adopt’ area children and help underwrite the cost of their early childhood education through participation in a scholarship program called Get Off on the Right Foot. In a series of ads the O’Brien agency created, Epstein implored area business owners to “make a difference,” and help strengthen families through scholarships. Several chose to participate.

Through his work with Epstein, O’Brien said he gained some unique perspective on the SDN mission, which he applied to his assignment to help create a new name and look for the institution.

A number of options were considered, he said, but Square One quickly emerged as the most appropriate, because it speaks to the essence of the mission.

Kagan agreed. “We needed to find a name that exemplified who we are,” she said, “and that we do advocacy, parent education, and support; are one of the leaders of early education and care; and are advocates for change.

“The name indicates who we are and what we do,” she continued. “We get kids off to a good start, and we’re preparing future employees for area companies; Square One is where is all starts.”

The new name and imagery will grace four facilities in Springfield and new one in Holyoke that Kagan said was born purely out of need, as evidenced by some telling statistics.

“They showed that in Holyoke 37% of the children entering kindergarten have not had a a quality pre-school education,” she said. “And when I talked to the superintendent of schools, he said the number was actually much higher than that. Knowing those statistics, we made a decision that Holyoke would be a place where we could provide services.”

Kagan said the new facility, which started with 32 children but has capacity for more than 100, would serve a constituency that, by and large, is not being served by existing providers, in part due to capacity issues, but also because many of the families in questions are not aware of the programs or state funding available for them, and don’t know how to access services.

Thus, the main challenge for Square One is one of outreach, something smaller early-education providers cannot do easily,

“These are children who weren’t going anywhere,” she said, referring to early-childhood-education facilities. “We’ve been doing huge amounts of outreach, going into homeless shelters, abuse shelters, and housing projects and finding families that need some help accessing services.”

Building Blocks

O’Brien told BusinessWest that his firm has handled a number of re-branding efforts involving both companies and nonprofit agencies, and ranked Square One’s the smoothest to date.

Cooperation from a large board of directors has been a factor in the ease of transition, he said, but a bigger one has been recognition of the need to rebrand.

“There’s a lot of emotion and equity tied to this name,” he said, referring to Springfield Day Nursery, “but as board members looked at their programs, they knew they had to go in another direction.”

That would be forward to Square One.

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

Sections Supplements
How to Make Your Business a Better Candidate for Financing

It is common for businesses to need conventional financing from time to time for continued growth and maybe even ultimate survival in the marketplace. What, if anything, can a small-business owner do to make his or her company a more attractive candidate to obtain that financing?

There are several areas that are traditionally given a fair amount of weight by a lender when considering your financing request. If you give ample attention to these areas, you can enhance, and in some cases assure, your success in obtaining the necessary financing commitment that you are looking for.

First is the ever-important balance sheet. Along with a supporting profit-and-loss statement, this document provides a prospective lender with an immediate and succinct overview of your company’s ongoing business operations and profitability, as well as a reasonable indication of where your company is headed in the near future. A balance sheet that is truly ‘balanced’ is in effect a snapshot, if you will, of your company’s business at a particular point in time. It provides an effective tool when searching for the right financing.

Second is a strategic business plan. All well-run companies, both large and small, employ a business plan that will look out over a period of five to 10 years. It generally includes plans for strategic growth and related financial projections as to both anticipated income and the financial needs of your company.

It is important for you to remember that, generally, you are asking a prospective lender to partner with your company for the long haul, and it only makes sense that such a partner would like the comfort level of knowing that you have had the foresight to require such a business plan and are demonstrating your intention to implement it. This is indicative of smart management, which is also an important criteria considered by a lender.

The third area of interest to a prospective lender is a combination of your company’s track record and what is happening in your particular industry. It is easy to understand that a company with a proven track record of consistent profitable business operations is an easier sell than a new business start-up.

This is particularly true if your company’s business is in a new or relatively untested industry. Providing financing to such an industry may be viewed as involving substantially greater risk to the lender. As a result, the lender may propose, among other things, aggressive financing terms that you may find hard to live with or unacceptable. The financing you are seeking may be declined unless you can demonstrate with a fair degree of certainty that the projected growth in this new industry can be realized, or that your company has the ability and is willing to provide strong collateral security for the requested financing.

The fourth and final area that can provide your company with a springboard advantage to obtaining your necessary financing is your proposed collateral security. While no lender will approve requested financing solely on the basis of the value of the underlying collateral to be pledged as security for such credit facilities, offering your prospective lender strong, easily valued, and easily accessed loan collateral is a critical component that cannot be overlooked.

Your collateral may consist of a security interest in the personal property assets of your company (i.e. furniture, fixtures, equipment, etc.), accounts receivable, real estate mortgages, or personally pledged collateral (i.e. certificates of deposit, brokerage accounts, etc.). The actual value of, straightforward access to, and ease of potential liquidation of this collateral are all considered in the financing approval process.

Consequently, when your company is seeking financing, either initially, as an expansion of existing credit, or as a refinance, it would behoove you to review and consider your company’s strengths and weaknesses in each of the above areas. Providing a solid and inclusive financing application package to your prospective lender that addresses each of these areas in a professional and businesslike manner can help assure success in your quest for the right financing for your business.

Gary G. Breton, Esq., is a member of Bacon & Wilson, P.C.’s Banking and Finance Department. His major emphasis of practice includes representation of financial lending institutions, as well as both individual and business borrowers. He also represents business clients in the startup, purchase and sale of businesses; (413) 781-0560;[email protected].

Sections Supplements
Is Application of the Bay State’s Anti-SLAPP Statute Too Broad?

In 2006, concerned citizens of the town of Falmouth filed suit in Suffolk Superior Court seeking review of a decision of the state Department of Environmental Protection. The suit named both the department and the town. The town responded with counterclaims against the plaintiff/citizens for malicious prosecution and abuse of process, essentially claiming that action was only brought as a tactic to delay the community’s plan to construct a sewer collection and treatment system.

What makes the case remarkable was the town’s aggressive choice to counterclaim against its residents for protesting proposed land development. The trial court recently dismissed the town’s counterclaim under the provisions of the anti-SLAPP statute and awarded the plaintiff/citizens $30,000 in fees expended in defense of the town’s counterclaims. This case demonstrates how the reach of the anti-SLAPP statute has evolved.

In 1994, Massachusetts enacted the so-called anti-Strategic Lawsuit Against Public Participation (anti-SLAPP) law. Since then, the statute has been widely used in many circumstances perhaps never envisioned by the original lawmakers

The Mass. Supreme Judicial Court (SJC) describes the original legislative purpose behind anti-SLAPP as a quick method to dispose of meritless suits brought by large private interests intended to deter or punish common citizens from petitioning the government in lawful exercise of their political or legal rights. Plaintiffs in SLAPP lawsuits commonly allege that the defendant defamed them, maliciously prosecuted claims, or otherwise unlawfully interfered with the plaintiff’s business interests.

When the first cases involving anti-SLAPP reached the trial court, many judges inferred the existence of a requirement that the matter involve a matter of ‘public concern.’ The SJC subsequently rejected that narrow interpretation of the statute, finding that the Legislature specifically considered and rejected such a limitation.

As a result, Massachusetts appears to be the only state instituting anti-SLAPP that failed to include public concern as an element of the petitioning activity. Thus, the Bay State’s anti-SLAPP statute has been invoked in such cases as a trademark dispute between corporations; a dispute between two psychiatrists, one of whom rendered an unfavorable expert opinion concerning the other’s medical practices; a lawsuit between a divorced couple over the veracity of the ex-wife’s claim of physical abuse; and breach-of-contract actions between commercial landlords and tenants. While important to the litigants, these cases are hardly the David v. Goliath scenarios involving political rights that the law was arguably initially aimed at.

When a defendant’s right to petition clashes with a plaintiff’s right to recover for injury allegedly caused by the defendant, the power and breadth of the anti-SLAPP statute becomes clear.

The statute identifies five types of actions that broadly define the right to petition, which the law is intended to protect. They include what most would agree is classic petitioning activity, such as: making statements at a legislative hearing, voicing one’s opinion regarding an issue under consideration in a governmental proceeding, making statements aimed at encouraging governmental review of an issue, and enlisting public participation to affect governmental review. The definition also contains a catch-all clause protecting “any other statement falling within constitutional protection of the right to petition government.”

The protection provided by the anti-SLAPP statute (G.L. c. 231, §59H) allows defendants in SLAPP suits to file a special motion to dismiss the case early in the proceedings. If the defendant can show that the plaintiff’s claims of harm are solely based on the certain petitioning activities described above, the burden shifts to the plaintiff to demonstrate the following:

• That the claimed petitioning activities are devoid of any reasonable factual support or any arguable basis in law; and
• That he or she has suffered harm.

If the plaintiff cannot meet this burden, the sanction is that the plaintiff’s case is dismissed, and costs and attorney’s fees incurred by the defendant in bringing the special motion to dismiss are awarded. Some argue that because of the broad language used in the statute, the Legislature has created a cure that is worse than the affliction.

Since 1994, more than 600 decisions involving the anti-SLAPP statute have been reported. Use of the anti-SLAPP statute is widespread because it is broadly phrased to apply to almost any enterprise or action where business activity, citizens’ interests, and government regulation or control do or could possibly intersect. The language of the statute provides the special motion-to-dismiss remedy to a defendant who claims her actions are based on the exercise of her “right to petition under the Constitution of the United States or of the Commonwealth.”

In January 2007, the SJC re-examined the anti-SLAPP statute in Cadle Company v. Schlichtmann. Schlichtmann was engaged in a lengthy legal battle with a debt collection agency, Cadle, over certain debts allegedly owed.

Interestingly, Schlichtmann was the attorney featured in the book A Civil Action and portrayed by John Travolta in the movie of the same name. Schlichtmann also represented clients who allegedly had been victimized by Cadle’s “fraudulent business practices.” He allegedly made numerous statements to the news media claiming Cadle was doing business illegally, using strong-arm tactics, hiding assets, and that the principal of Cadle was a fugitive from justice.

Schlichtmann also set up a Web site that described Cadle as “a collection arm of a fraudulent enterprise” whose “sole purpose and intent … is to defraud consumers and businesses.” The Web site provided links to news articles containing Schlichtmann’s statements, copies of demand letters, court pleadings and documents, and contact information for Schlichtmann’s law firm.

Based on the content of the Web site, Cadle filed suit against Schlichtmann alleging defamation, libel, tortuous interference with advantageous contractual business relations, and unfair and deceptive trade practices. It sought monetary damages and a permanent injunction against Schlichtmann for maintaining what it claimed were false accusations on his Web site. This lawsuit demonstrates the clash of rights that the anti-SLAPP statute is intended to address.

Certainly Schlichtmann had the right to petition the Commonwealth to take action against Cadle. Meanwhile, Cadle had the right to try and prevent or recover for damage from what it claimed were demonstrably false statements.
The SJC concluded that Schlichtmann had created the Web site “at least in part to generate more litigation to profit himself and his law firm.” Based on that finding, the court ruled that his special motion to dismiss was properly denied because the statements were published not as a member of the public who had been injured by the alleged practices, but as an attorney advertising his legal services.

It is this type of mixed-motive scenario that forces courts to make difficult decisions between one person’s right to petition and another’s right to prevent or obtain relief for damages caused by dissemination of false information. To further complicate these issues, the court’s decision is usually made shortly after a suit is filed and before a plaintiff is fully able to develop the factual basis of its claim through discovery.

The Massachusetts anti-SLAPP statute was passed despite then-Gov. William Weld’s veto, which described the statute’s effect as “a bludgeon where the scalpel will do.” It cannot be denied that anti-SLAPP has altered the legal landscape in Massachusetts. It is a potent weapon for those who are petitioning for change while seriously affecting the ability or willingness of people to bring suit for defamation or injury to business interests.

As a practical matter, the anti-SLAPP statute seems to give the upper hand to a defendant. If the plaintiff fails in her attempt to exercise her rights, she must pay the defendant’s attorney’s fees and costs. No such risk exists for the defendant if the special motion to dismiss is denied.

This reality, coupled with one’s ability via the Internet to widely disseminate information, creates challenging issues for lawyers, litigants, and the courts, for which there are no easy answers.

Robert S. Murphy Jr., a partner at Bacon & Wilson, P.C., is a civil litigator with extensive experience in representing both plaintiffs and defendants; (413) 781-0560;[email protected]

Cover Story
The Arrival of Skybus is Fueling the Region’s Imagination
August 6, 2007

August 6, 2007

Skybus Airlines began daily flights to and from Westover Metropolitan Airport in Chicopee last month. Tourism and economic development leaders say it will take weeks, perhaps months, to effectively gauge the impact of the service on the local economy, but early evidence shows it could benefit several business sectors while putting the Pioneer Valley on the map.

Columbus, Ohio?

Allan Blair understands that these are usually the words, and the accompanying punctuation, that people utter when they first hear about Skybus, the self-proclaimed “next generation of low-fare airlines,” which uses that city’s airport as its hub, and its recent decision to initiate non-stop flights to and from Westover Metropolitan Airport in Chicopee.

But Columbus — Ohio’s capital, a city of 700,000 people, and home to Ohio State University’s main campus, the largest in the country with 100,000 students — isn’t the story, said Blair, executive director of the Economic Development Council of Western Mass. and director of the Westover Metropolitan Development Corp., who now knows much more about that municipality than he did a few months ago.

Well, it’s part of the story, because some people leaving Westover make that community their destination, he said. But the larger pieces involve where they can get to from there — and for rates that are only a fraction of what other airlines charge — and, even more importantly, the 100 or so people now arriving in Chicopee each night at or around 6:53 p.m.

Skybus now flies from Columbus to smaller airports outside several major cities — Burbank (Los Angeles), Bellingham, Wash. (Seattle and also Vancouver, British Columbia), Portsmouth, N.H. (Boston), and others — and is projected to add many more as it tries to replicate the hugely successful model pioneered by Europe’s Ryanair.

On July 16, Skybus started flying in and out of Westover, which, depending on the marketing material in question, makes the official destination Hartford, Springfield, Chicopee, or some combination thereof, which is a problem Blair is addressing. There were 101 people on the inaugural inbound flight and 86 on the outbound back to Columbus, including Blair and Westover airport director Michael Bolton.

Blair and others involved in economic development and tourism in the Pioneer Valley weren’t sure what all those people were going to do after they arrived in Chicopee that night, but they worked hard to find out. And they will continue to poll passengers as they arrive — and depart from Westover — because that’s how they’ll determine just how much of an impact Skybus and its new service will have on the region and its hospitality-related businesses.
Blair anticipates there will be boosts in hotel stays, restaurant visits, stops at area tourist attractions, and other benefits, because the airline’s ultra-low fares — the first 10 tickets for each flight sell for $10 each — will bring people to the area (at least to start their travels) who may not make it here otherwise.

“You’re going to be having roughly 700 people coming into the area every week,” said Blair, doing some quick math in his head as he talked. “We don’t know how many of them will be needing hotels, but if it’s 20%, which is probably a good estimate, that’s 140 room nights that you wouldn’t have had, which will make an impact.”

Chicopee Mayor Michael Bissonette has been doing some math of his own. Basing his calculations (from some unknown formula) on 80 of the passengers arriving each evening staying an average of three nights each and spending $200 a day, he pegs the potential windfall at a very unscientific $20 million a year. And he expects his city, which has several hotels, restaurants, and car rental agencies within a few miles of the airport, to get a good share of whatever the final number is.

Some quick polling revealed that some who arrived that first night, and on subsequent arrivals, were taking advantage of the low fares to see relatives in the region. Others were using Chicopee as a staging area for visits to Albany, the Boston area, the Cape, or other destinations within 100 miles or so. And still others were intent on exploring Western Mass. and its many attractions.

“This is another gateway into Western Mass., another way to get people here,” said Mary Kay Wydra, executive director of the Greater Springfield Convention and Visitors Bureau (GSCVB), who can’t hide her enthusiasm about the arrival of Skybus. “It’s a great opportunity for this region, and we have to take full advantage of it.”

In this issue, BusinessWest talked with Blair, Wydra, and others about how the Valley intends to do just that.

Flight Plan

Blair told BusinessWest that it will be at least several weeks and probably many months (meaning deep into the new school year at area colleges) before the EDC and the GSCVB have some working data to effectively gauge the economic impact of the Skybus flights, the first commercial activity at Westover in nearly 20 years.

In the meantime, there is some qualitative and anecdotal evidence that the airline is bringing some attention — and visitors — to the area, while also making Columbus and other points near and far from that city more accessible (meaning affordable) to area residents.

Wydra said her office has detected a noticeable uptick in the volume of calls from people inquiring about the region and what they can do here when they arrive. “As soon as this was announced [in the spring], the phone started ringing, and it hasn’t stopped since,” she said, adding that those at the GSCVB are tracking how many of the calls are Skybus-inspired, and it’s a good number.

“We’ve seen a real increase in inquiries coming out of the Columbus area, and lots of E-mails from Ohio, with people looking for visitor information,” she said. “In the beginning, we were getting deluged with calls about how to get transportation while at the airport.

“There were calls from people looking to come and visit family,” she continued, “and even some people who used to live here and are planning to come back because they want to go to the Big E.”

Meanwhile, Wydra, Blair, Bissonnette, and others are already compiling stories from friends, relatives, and area business people who are taking advantage of the Skybus service with scheduled trips to Ohio and elsewhere.

“I know someone who’s flying to Columbus and then heading to Cleveland to watch the Indians play the Red Sox,” said Bissonnette, adding that the excursion will be easier, and probably cheaper, than getting tickets for a game at Fenway. “I know someone else who’s flying out to Columbus to play Jack Nicklaus’s course [in nearby Dublin]; he’s paying much more for the green fees than for the flight, but Skybus is what’s making it doable.”

Such stories are at the heart of what inspired the no-frills airline, which starts with those $10 seats and moves on from there, with the price of tickets getting progressively higher as the date of the flight in question draws closer and the number of available seats dwindles. Overall, fares run roughly 50% of the going rate of other carriers serving the same markets. Already, the lowest price available for most tickets for the Columbus-to-Chicopee run over the next few months is at or more than $70, which area tourism leaders interpret as solid interest in the Pioneer Valley.

On the drawing board since the late ’90s, Skybus takes its cue from Ireland-based RyanAir, which uses smaller airports, modern equipment, outsourced services, fees for everything from luggage service ($5 for the first bag, $50 and more when it gets past two) to pillows and blankets, and placing ads on the side of its planes in order to keep fares low. The 150-seat Airbus 319 that landed at Westover on July 16, painted in the company’s bright orange color, came practically out of the box, as did others in the growing fleet, which helps keep maintenance costs down.

The company’s operations took flight on May 22, with initial service offered to Burbank, Portsmouth, and Kansas City, Mo. Flights to Richmond, Va.; Fort Lauderdale, Fla.; Greensboro/Winston Salem, N.C.; Bellingham; Oakland; and a second flight to Burbank were added over the next month.

The next wave came in mid-July, with Westover, San Diego International Airport, and St. Augustine, Fla. (providing access to Jacksonville and Daytona Beach) added to the mix.

More cities and flights to each destination will be added as the market dictates, said Denis Carvill, vice president of Ground Operations for Skybus. While waiting for the inaugural inbound flight to arrive, he told BusinessWest that the company became attracted to Westover for its location (close to Springfield and Hartford, but also not far from Boston and New York), facilities, infrastructure, runway length — and apparent interest among Columbus-area residents.

“Our research showed that this one of the places to which people wanted to go,” he explained, listing everything from colleges to attractions to family as reasons why.

While the airport was a good fit for the company, much work, following some lengthy negotiations, had to be done to make it ready for the July 16 startup.

Bolton said talks between Westover administrators and Skybus officials started in late 2005. The airline was looking for deals — meaning it wanted everything for free — so the talks never really got off the ground. But there were subsequent rounds of negotiations that eventually led to a deal late last year.

Terms of the agreement between the airport and the airline were not disclosed, but Bolton said a three-year contract was inked that included several of what he called “introductory rates” on such things as landing fees, parking fees, and handling fees. There were many logistics to be worked out over the past several months, including Skybus’s hiring of an outside company called Quickflight to handle ticket counters, baggage handling, and other tasks; a staff of roughly 15 works a three-hour shift each day. Meanwhile, the airport hired additional personnel to handle obviously larger auto parking operations.

New signage, a temporary baggage-claim area on the tarmac, and other additions were made, said Bolton, who told BusinessWest that, with revenues from parking and the assorted fees paid by the airline, the airport should at least break even the first year, with expectations of higher profits down the road.

Beyond the revenue, however, the airport will — after 10,000 paying passengers have filed through it (probably late this year) — qualify for Federal Aviation Administration entitlements that will pay for a new baggage area and new restrooms.

Winging It

In addition to his many duties with Westover and the EDC, Blair has also been monitoring the passenger volume on incoming and outbound Skybus flights, checking rental car business activity, and trying to gauge any increase in hotel room stays.

In time, said Blair, the Skybus service will increase awareness of the Hartford-Springfield area on a national level. “It will put us on the map — that’s what air service does,” he explained, adding that from this there will be benefits to the tourism sector and perhaps broader economic development initiatives. “This can only help this region grow.”

Measuring the direct impact from the visitors will be difficult, said Wydra, noting that it’s much easier to track the spending of convention-goers than it is for people coming in to see friends or family or moving on to other destinations like the Cape.

“When they come for a convention in Springfield, you can see the added number of rooms at the Marriott and the Sheraton,” she explained. “But when they come in to see family or to take in Six Flags, you don’t know where they’re staying — and many are staying with family.”

But over time, and probably not much of it, Wydra believes the Skybus service will have measurable results on several types of businesses, because the low fares will bring travel (or more travel) within reach for more people.

“I think you’ll see more people coming in to the area colleges for parents’ weekends’ and others coming in for homecoming that might otherwise have stayed home,” she said. “There will be more people coming in to visit family members, and others making two visits instead of one. These are the kinds of things those lower fares will do.”

A quick visit to the Skybus Web site reveals that early bookers on flights to Columbus are not thinking too far out — not yet, anyway. While most dates in August had the cheapest seats remaining going for $90 or $110 (there were some with $70 seats available), the November calendar shows many dates with $10 seats still there for the taking, including the days around Thanksgiving; the Christmas season seats seem to be going much faster. As for flights from Columbus to Chicopee, there are only a few dates remaining on the 2007 calendar when $10 seats can be had, and, on most days, the lowest-priced ticket is moving toward $70.

The 7:21 p.m. departure time for the outbound flight has passengers in Columbus by around 9, making it difficult to get connecting flights until the next morning, said Bolton, adding quickly that, even with a hotel stay factored in, Skybus allows travelers to get from Hartford/Springfield to Los Angeles, San Diego, and other destinations for far less than they could on other airlines.

There was no negotiation about the departure time from Westover, he continued, adding that the airport, like most others now hosting Skybus service, is already lobbying for earlier flights and additional flights.

While already enthused about the potential gains from the Skybus flights, area officials know there is work to be done to help maximize the impact.

For starters, Wydra said she’s working with Bolton and others at the airport to place more material about the region in the hands of those arriving from Columbus. Those on the inaugural flight were given gift bags complete with tourism guides to the region, a luggage tag with the Pioneer Valley logo on it, a coupon book, and a map. Budgetary considerations won’t permit all incoming passengers to get the same treatment, but Wydra said racks could be placed at the terminal with some information.

Meanwhile, Wydra is also exploring ways to create greater awareness of the Pioneer Valley in the Greater Columbus area to more effectively leverage the Skybus service to Chicopee. Advertising in Columbus-area media outlets will be expensive given the size of that market, she explained, but she is looking at ways to gain additional funding from the state for such marketing efforts while also exploring possible collaborations — with groups like the Springfield Business Improvement District and area tourist attractions and hospitality facilities — to share those costs.

During his short stay in Columbus, Blair took in some of the sights — “there really is a lot to do there” — while also meeting with Skybus officials to discuss ways to give Western Mass. possibly greater play in marketing of the Chicopee service. The map on the company’s Web site identifying service areas lists the Westover stop as “Hartford,” in a likely nod to current awareness of that city among travelers who use Bradley Airport, while some marketing and press advisories list the stop as “Hartford/Springfield.”

“There is a connection to Hartford, which is understandable,” he said, “but we want there to also be a connection to Springfield and Chicopee.”

Blair says there is also work to be done as far as ground transportation from Westover for arriving passengers. While the demand for rental cars is being met, he told BusinessWest, taxi service could be improved, and public transportation to downtown Springfield or perhaps area colleges would be a good addition.

Flights of Fancy

As the ‘Spirit of Columbus’ taxied to the terminal area at Westover on July 16, water cannons from two fire trucks based at the airport created an arch and a rainbow.

And as passengers disembarked, some in a large crowd gathered nearby started clapping. T
e assembled included elected officials, economic development leaders, press, military personnel from Westover Air Reserve Base, and some who were just curious.

Actually, that word pretty much describes everyone in attendance, as uncertainty and intrigue abound when it comes to this venture and what it will eventually mean for the region and its hospitality-related businesses.
Blair, for one, is certainly confident that the flights will have an impact, that the region will register gains in visibility and tourism-related spending — and that people will soon stop saying, “Columbus, Ohio?”

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

Sections Supplements
Hampden Bank Makes Some Public Pronouncements
Tom Burton

Tom Burton shares the spotlight with Hampden Bank, which saw its name in lights in Times Square.

Hampden Bank President Tom Burton and an entourage of officers and board members were in Times Square late last month for a ceremonial ringing of the closing bell on the NASDAQ, where the bank’s stock has been trading since last spring. Behind the pomp and circumstance, those same people have been hard at work crafting a business plan for what is certainly a new era in the history of the 155-year-old institution, but one marked by the same values and philosophies that have yielded steady growth in recent years.

Tom Burton started making phone calls back in late January. And he had to keep on making them well into the spring.

After all, it isn’t easy to earn the honor of ringing the ceremonial opening or closing bell on the NASDAQ Stock Market. There are hundreds of companies looking for that privilege and only so many days in a year, said Burton, president of Hampden Bank, who told BusinessWest that winning such a once-in-a-lifetime opportunity boils down to one thing: persistence.

His eventually paid off.

There he was on July 27, carrying out a short, simple, but very well-choreographed push of a button that ended what was, overall, another turbulent day in Times Square and on Wall Street. Actually, it was the end of the worst week the Dow had suffered in five years (a loss of 500 points over two days), and the NASDAQ Composite didn’t fare much better — a 1.4% slide that Friday, following a 2% drop the day before.

But there was much whooping and hollering as Burton and an entourage of 17 Hampden Bank officers and board members counted down the final seconds of the trading day inside NASDAQ’s elaborate studios — and it wasn’t because the bank’s stock price had managed to gain a nickel, to $10.25, by the closing bell.

Instead, those gathered were celebrating the 18-month-long process of getting to that July 27 pomp and circumstance and, more importantly, the promise of the future, or what Burton, in an wide-ranging interview with BusinessWest earlier in the month, called the start of a new era for the 155-year-old Springfield institution — one as a publicly traded bank.

Overall, though, while there is much anticipation about what will happen at the bank now known to investors as HBNK, very little has changed at Hampden since it completed its initial public offering six months ago, said Burton. It has roughly $50 million in new capital to work with thanks to that offering. It also has a new $3.4 million foundation with which it can make a real difference in the community. And it has stockholders to which it is now accountable.

But none of this really changes the bank’s operating philosophy, said Burton, nor does it substantially alter the bank’s basic game plan moving forward. Hampden had been enjoying steady, often double-digit growth over the past several years, he explained, and the conversion to a stock bank was simply seen as the most effective way to continue that pattern.

“The way we do business hasn’t changed,” he said, adding that the conversion simply offers opportunities to do more business, perhaps across more sectors, and probably in places the bank hasn’t done it before. “The business is still the same — it comes down to a focus on the customer.”

Like other banks that have made full or partial conversions to stock institutions in recent years, Hampden is now faced with the challenge of effectively leveraging the capital it has raised. While doing so, the bank will be “judicious and conservative,” said Burton, noting that options come in many flavors — including adding additional branches to the current roster of seven; being more aggressive in the commercial lending arena, which is facilitated by a larger lending limit; and possibly acquiring businesses in other financial services sectors, such as lending outfits and insurance agencies.

A business plan is being crafted that will eventually include some of those options, he said, adding that common sense will dictate how and when the bank carries out growth strategies.

In this issue, BusinessWest recounts an historic day in the life of Hampden Bank, but also takes a broad look at the months and years ahead.

Stock Answers

Hampden Bank board member Mary Ellen Scott, president of United Personnel in Springfield, was doing a little sight-seeing in Times Square about an hour before the bell-ringing ceremony when a television reporter put a microphone in front of her and started asking questions about the stock market and the miserable week that was mercifully coming to an end.

She thought her comments — broad statements about remaining upbeat and investing for the long term — were destined for some local broadcast. Instead, they became part of Katie Couric’s report that night on CBS. Such was the level of national angst concerning the markets, which, after enjoying a mostly prosperous 2007, were being taken down by a few bad earnings reports and the sad state of the housing market. (They did rebound somewhat the following Monday).

The troubles for the Dow and NASDAQ were certainly the topic of discussion in New York and practically everywhere else that Friday, but they couldn’t put a damper on the afternoon’s festivities, which climaxed a process that began nearly two years earlier.

Actually, Burton told BusinessWest, talk of making a conversion had been ongoing at the bank for several years. It had long been considered one of the options to continue what has been a strong pattern of growth — assets have more than tripled since Burton arrived in 1993 (from roughly $150 million to the more than $500 million today) — and, in early 2006, it was deemed to be the best option.

“Toward the end of 2005 we were talking about ways to get more capital to keep the momentum going,” he explained. “We either had to get more capital or we had to slow down, and we agreed that it would be very disappointing to slow down.”

The bank’s officers and board members considered several options, including full or partial conversion, and chose the former. The resulting IPO, one of the most successful bank offerings in recent years, was oversubscribed, eventually netting just over $50 million.

When considering how to invest that money, Burton said the bank will continue to operate in much the same way it has since its very humble beginnings as an institution created primarily to serve the working-class population of Springfield, especially those toiling for the Western Railroad.

The bank’s geographic reach and product lines (for most of its existence it handled only variable-rate mortgages and consumer loans) remained generally unchanged until fairly recently, when it expanded into other communities, added a line of commercial products and services, and fully embraced technology to allow customers to do banking when and where they wanted.

Throughout it’s history, said Burton, Hampden has taken its cue from its customers, and that won’t change now that its stock is traded on the NASDAQ.

“Any business, no matter how it’s owned, whether it’s private or public or whatever … if it’s not focused on its customers, it’s not going to be successful,” he said. “We’re always been driven by our customers, and we always will be.”

Trade Secrets

As he talked about leveraging the capital raised by the IPO, Burton used the words judiciously and conservatively early and often. He said the bank has already started to become more aggressive in the commercial-lending realm, which is an ultra-competitive sector, and one in which a higher lending limit — Hampden recently raised its in-house limit from $4 million to $10 million — is a real asset to any institution.

“That $10 million number represents probably 99% of the commercial activity in this market,” he said. “Now, we can do larger loans and better serve our customers, which is important because this is a very competitive commercial market that has a lot more players than it did years ago.”

As for additional branches, Burton acknowledged that many areas and specific communities are now heavily banked, if not overbanked — Belchertown, Ludlow, East Longmeadow, Longmeadow, Westfield, and others would fall in those categories — but there are still some opportunities to be had for new locations.

“Even within the city of Springfield I think there are places that might be underserved,” he said, adding that there are also some communities that, while they are heavily banked, may also yield opportunities for new locations. The bank currently has three offices in Springfield — the latest opened in Tower Square two years ago — and one each in Longmeadow, West Springfield, Agawam, and Wilbraham. Further expansion, said Burton, will be dictated simply by what makes sense for the bank.

“We do a lot of demographic studies on potential sites, and there are lot of things that come into play,” he said of the decision-making process when it comes to new branches. “We start by looking at the level of competition, but we also look at the populations in a given area; you don’t want just high-wealth or just low- to moderate- income. You need a good cross-section for a branch to work.”

Overall, Burton projects continued solid growth, in keeping with expectations for a bank of this size in a region that is seeing relatively little commercial and residential growth and is among the state’s most competitive banking markets.

“We’re not going to get to $1 billion in assets in five years; that’s not realistic given this market,” he said. “We just want to continue the momentum we’ve gained in recent years.”

The visit to Times Square, which took six months of phone calls with NASDAQ officials to schedule and coordinate, was just a small part of that momentum-continuing process, he explained, adding that he was persistent in his quest to gain closing-bell ceremonies as a way to officially mark the next chapter in the bank’s story while also generating even more enthusiasm within the bank.

“It’s something I considered very important, something I really wanted to do; it truly is a once-in-a-lifetime opportunity,” he said that Friday, adding that seeing the bank’s name in lights on the NASDAQ tower served to symbolically reinforce the motivation for taking the bank public — bringing the institution to a higher level within the community.

As for the bank’s stock, Burton says he monitors it, but is not obsessed with the minor fluctuations that have characterized activity since trading began. Taking some of Scott’s advice, he’s thinking long-term. “I don’t check it every 15 minutes; I don’t feel it necessary to do that. I know the quality is there, and I don’t have to worry about what it’s doing hour to hour.”

In Closing

There is no actual closing bell to ring at the NASDAQ. Like everything else about the 35-year-old market, this ceremony is technology-driven; the push of a button closes down trading electronically. Meanwhile, the final countdown, with its yelling and clapping, is broadcast live on the NASDAQ tower in the heart of Times Square, providing Burton, the others, and Hampden Bank more than 15 seconds of fame.

The proceedings are well-orchestrated, with the steps laid out in advance and considerable coaching about where to stand, where to look, and how loud to yell. After the ceremonies, the group moved to a well-marked spot across the street from the tower to get just the right angle for pictures.

There is no such script for what a community bank does after it goes public, however. Burton and others at Hampden Bank are still writing one. There will some new plot twists — and no one really knows the ending — but the overall story line will be the same for the foreseeable future.

“This is a new era for the bank,” said Burton, “but we’re going to continue doing things the way we’ve always done them — with the customer coming first.”

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

Sections Supplements
Attorneys Honor the Past, Consider the Future at Doherty Wallace Pillsbury & Murphy
Gary Shannon, Michele Rooke, Deborah Basile, and Rebecca Bouchard

Attorneys at DWP&M (left to right): Gary Shannon, Michele Rooke, Deborah Basile, and Rebecca Bouchard

Doherty Wallace Pillsbury & Murphy has cultivated a strong niche in the Commonwealth’s legal community over the past four decades, and has earned its place as one of the most respected firms in Western Mass. Currently, however, DWP&M is working toward growing its numbers, its presence, and its knowledge base in a diverse set of fields, in response to growing demand for specialty legal services and a client base that needs answers to their questions faster than ever before.

“Twenty years ago, I was much more of a generalist than I am today,” says Paul Doherty, a founding partner of the Springfield-based law firm Doherty Wallace Pillsbury & Murphy, P.C.

Doherty, who specializes in business law and works with a diverse set of clients, explained that the legal profession has shifted greatly since his career began. He said that acceptance of change on myriad levels has become doubly important to law firms, especially those like DWP&M, as it’s called, due to a general shift in the American culture toward speed and convenience.

“There have been huge changes in the peripheral things,” he explained. “Everything is faster. We used to receive a request from a client, and then have two days of breathing room. Clients are more sophisticated today, more knowledgeable, and more mobile, and we need to be that much more on our toes.”

That has led to another shift in the legal profession, a movement away from ‘general practice’ and toward an environment defined by a number of niche specialties, in response to those same cultural and technological changes.

In recent years, Doherty, Wallace has added new specialty areas to its suite of services, while at the same time remaining rooted in the traditions that enabled the firm to excel — a respect for this high-stress profession, for one, and a strong knowledge base in several key areas of law including litigation, corporate, real estate, and estate and probate practices.

Now celebrating its 40th year in business, Doherty Wallace is moving forward in some new, promising directions. The firm, which includes 23 attorneys, has already cultivated a strong presence in the region’s legal landscape, but continues to evolve with national trends and those within the region.

’Hamping it Up

One recent change, for example, has been the addition of a Northampton office to to better serve clients in Hampshire County. Gary Shannon, an attorney at DWP&M specializing in estate law and probate litigation, said the new location was added in November of last year, through the acquisition of Tom Growhoski’s law practice.

“We’ve long served Hampshire County,” said Shannon, “and through mutual clients we got together with Tom. We’ve seen business growing in particular in the Route 5 corridor, but when we first started seriously looking at Hampshire County as a growing area, we were surprised at how many clients we already had.”

Shannon, who joined DWP&M in 1973, said Growhoski will maintain a full-time presence in the office, and work toward cultivating the office and the firm’s Northampton presence is currently underway.

“We’re in the process of building that up now,” he said. “The goal is to better serve our clients, as well as add exposure of the firm.”

But physical expansion isn’t the only way the firm is evolving; new areas of practice are also being pursued, such as intellectual property law and education law, the former a rapidly expanding field and the latter not a new specialty, but one that is experiencing great demand of late.

Deborah Basile, an attorney and shareholder with DWP&M’s intellectual property practice area, said the firm has built a booming business in patent and intellectual property law.

“People, ideas, and concepts are all fertile in the Valley, so clearly, it’s an opportunity for us,” she said. “We always tend to look at the future in terms of emerging practice areas, in order to get ahead of the curve.”

Basile’s own areas of practice, intellectual property and patent law, illustrate that goal, which is not so simple as adding a line to a firm’s list of services and waiting for the phone to ring. Many areas of practice, including Basile’s, are complicated and require a deep understanding of current laws and standards in the marketplace.

Patent law, for instance, is the practice of counseling individuals and businesses on the protection afforded by patents, trademarks, and copyrights and on the protection of business trade secrets from misappropriation (see related story, page 30). DWP&M works with larger businesses in protecting and licensing technology, as well as with inventors at all levels, drafting and prosecuting utility and design patents on their behalf.

It’s also a discipline that differs from many in the field of law; in order to take the patent bar exam, a degree in the sciences is required, whereas the majority of attorneys have educational backgrounds in English or another liberal art, said Basile, who has a bachelor’s degree in biology.

Basile said she saw the area of law as one that could benefit Doherty Wallace, but also one in which she discovered a particular passion.

“I really love it,” she said. “I love to see an inventor spread his creation out on the table after months of tinkering in the basement, or to enter a large corporation that has something new to introduce to the marketplace.”

What’s more, Basile said patent law is a field that has no shortage of work, especially in the Pioneer Valley.

“The phones keep ringing,” she noted. “Of late, people are really interested in maintaining brands and creating new ones — it has been a good growth area.”

Similarly, Basile’s burgeoning work in intellectual property law and Internet law, which can include negotiating hosting agreements, licensing content on the Internet, and online privacy concerns, has also been brisk, and as one of few large firms handling the specialty in the area, she said she’s becoming well-acquainted with the many facets of this still-new, and fast-changing, specialty.

“I think intellectual property litigation is one area in which we’d like to see growth,” she said.

Another area that is growing is that of education law, which includes working with school officials in responding to parents who seek special education programs for their children, for example, as well as defending special education complaints before the Mass. Bureau of Special Education Appeals.

There’s also a school consultation aspect of the practice, which includes advising school administrators in student disciplinary matters, among other types of work. It’s not a new field, but one that is seeing a greater need in area municipalities, as school-related issues become more far-reaching and complex.

Rebecca Bouchard, an attorney who once served as a high school teacher, coach, and administrator, said one reason she sought out Doherty Wallace as a potential employer (she joined in 2006) was because it handled education law before many other firms did; attorney Claire Thompson has long served as the firm’s leader in this area. Bouchard added that while it’s not a specialty that is growing at the same pace as intellectual property and patent law, it’s a field in which few attorneys practice, thus creating a valuable niche for Doherty Wallace.

“The reason I came to the firm, one reason, anyway, was that it was well-established in the areas of education and employment law,” Bouchard said, referring to her two main specialties. “Claire Thompson had built that established education law practice, and adding another lawyer who brings a background, skills, and interest in this field has allowed us to serve more clients well.”

Bouchard added that education law is not as far removed from business law, one of Doherty Wallace’s core strengths, as some might suspect.

“A school is essentially a small business,” she said. “There are real estate concerns, employment concerns, and often disputes. It requires a strong understanding of federal and state laws, and those laws are in constant flux.

“In terms of performance, there is a lot of pressure in education law,” she added. “We are serving the needs of students, and doing so is harder all the time.”

Bouchard and Basile, among others, represent the changing face of DWP&M in many ways. In addition to representing growth specialties, they are both relatively new to the firm, joining some attorneys who have built their practices with the firm over three or four decades. They’re also part of the firm’s cadre of female attorneys — two are partners, four are associates, and one is of-counsel.

Bouchard said that’s one example of Doherty Wallace’s progressive approach to law, which honors tradition while not turning a blind eye to changing trends and needs among its client base.

“This is a well-rooted law firm that isn’t afraid of change,” she said, echoing Doherty’s sentiments about the new face of law practice and Doherty Wallace’s adherence to the shift.

Past, Present, and Future

Doherty said change can be invigorating, and while he’s seen it at his own firm and within his profession, the understanding that change is constant within the legal community has stabilized DWP&M as it moves ahead, faster all the time.

“One of the reasons I like what I do are those three or four phone calls I wasn’t expecting that day,” he said. “There are a lot of challenges, but there are also plenty of good things happening.”

Jaclyn Stevenson can be reached at[email protected]

Departments

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

Alonso, Aurelia
23 Hanover St.
West Springfield, MA 01089
Chapter: 7
Filing Date: 06/27/07

Amos, Craig A.
PO Box 1671
North Adams, MA 01247
Chapter: 13
Filing Date: 06/28/07

Anderson, John Everett
177 Marion St., 1st Fl.
Chicopee, MA 01013
Chapter: 7
Filing Date: 06/21/07

Anglero, Alfonso
5A Summer St.
Easthampton, MA 01027
Chapter: 7
Filing Date: 06/18/07

Arrington, Lucien
593 South Branch Parkway
Springfield, MA 01118
Chapter: 13
Filing Date: 06/21/07

Atwell, Jennifer L.
522 Union St.
North Adams, MA 01247
Chapter: 7
Filing Date: 06/26/07

Axsmith, Kim Georgeanna
PO Box 575
Leeds, MA 01053
Chapter: 7
Filing Date: 06/25/07

Baldwin, Bernard L.
800 Washburn Road
Barre, MA 01005
Chapter: 13
Filing Date: 06/22/07

Barber, Heather N.
125 Pearl St.
Gardner, MA 01440
Chapter: 7
Filing Date: 06/28/07

Bertera, Michael C.
P.O. Box 1062
Southwick, MA 01077
Chapter: 7
Filing Date: 06/18/07

Bisbee, Debbie J.
39 D St.
Athol, MA 01331
Chapter: 7
Filing Date: 06/28/07

Blanchet, Billy A.
59 Hanover St.
West Springfield, MA 01089
Chapter: 13
Filing Date: 06/24/07

Bouchard, Lawrence M.
Bouchard, Dawn M.
8 Second Ave.
Ware, MA 01082
Chapter: 7
Filing Date: 06/18/07

Brunson, Dorothy G.
P.O. Box 90462
Springfield, MA 01139
Chapter: 7
Filing Date: 06/28/07

Canard, Jason Nicholas
2 Cadwell St.
Amherst, MA 01002
Chapter: 7
Filing Date: 06/28/07

Case, Jonathan E.
Case, Susan M.
a/k/a Hawes, Susan M.
27 Pineywood Road
Southwick, MA 01077
Chapter: 13
Filing Date: 06/22/07

Casey, Ellen A.
29 New Hampshire Ave.
Pittsfield, MA 01201
Chapter: 7
Filing Date: 06/25/07

Cassamas, Leslie Ann
Rougeau, Leslie Ann
31 Russell St.
North Adams, MA 01247
Chapter: 7
Filing Date: 06/28/07

Castro, Basilio
33 Merrill Road
Springfield, MA 01119
Chapter: 13
Filing Date: 06/21/07

Castro, Iris
1570 North Main St.
Palmer, MA 01069
Chapter: 7
Filing Date: 06/21/07

Champion Childcare Inc.
PO Box 4493
Springfield, MA 01101
Chapter: 11
Filing Date: 06/22/07

Clarke, Clyde M.
45 South Main St., Apt. 1
Gardner, MA 01440
Chapter: 7
Filing Date: 06/28/07

Colon, Lillian
1162 Springfield St.
Feeding Hills, MA 01030
Chapter: 7
Filing Date: 06/19/07

DeMarco, Joseph William
DeMarco, Rita Delores
48 Brooklyn St.
North Adams, MA 01247
Chapter: 7
Filing Date: 06/22/07

Doolin, Demetra C.
70 Hood St.
Springfield, MA 01109
Chapter: 7
Filing Date: 06/19/07

Douglas, Lamont H.
73 Flint St.
Springfield, MA 01109
Chapter: 13
Filing Date: 06/26/07

Dubowski, Carl W.
Dubowski, Cecile M.
67 Lavender Lane
Springfield, MA 01129
Chapter: 7
Filing Date: 06/25/07

Filiault, Tina C.
1256 Main St.
Holyoke, MA 01040
Chapter: 7
Filing Date: 06/28/07

Girard, Sherry Ann
42 Chapin St.
West Springfield, MA 01089
Chapter: 13
Filing Date: 06/20/07

Grondin, Robert Joseph
Grondin, Jennifer Leigh
a/k/a Gladstone, Jennifer Leigh
a/k/a Allsop, Jennifer Leigh
86 Sheri Lane
Agawam, MA 01001
Chapter: 7
Filing Date: 06/26/07

Hamel, Gregory J.
2 Stratford Road
Holyoke, MA 01040
Chapter: 7
Filing Date: 06/21/07

Hann, Robert K.
4 Upper River Road
South Hadley, MA 01075
Chapter: 7
Filing Date: 06/20/07

Hawley, Erik A.
91 Baystate Road
Pittsfield, MA 01201
Chapter: 7
Filing Date: 06/26/07

Jaikissoon, Stephen A.
Jaikissoon, Jerelyn J.
55 Hawks Circle
Westfield, MA 01085
Chapter: 13
Filing Date: 06/19/07

 

Kooblall, Mahash P.
Kooblall, Denise I.
9 Bray Park Dr.
Holyoke, MA 01040
Chapter: 13
Filing Date: 06/24/07

LaPointe, Michelle J.
2 Stratford Road
Holyoke, MA 01040
Chapter: 7
Filing Date: 06/21/07

Lightcap, Thomas K.
Lightcap, Ellen J.
60 White Fox Road
Feeding Hills, MA 01030
Chapter: 13
Filing Date: 06/20/07

Lyons, John J.
Lyons, Jane M.
100 Tallyho Dr.
Springfield, MA 01118
Chapter: 7
Filing Date: 06/27/07

McDonald, Jennifer Marie
66 Central Ave.
North Adams, MA 01247
Chapter: 7
Filing Date: 06/18/07

Medina, Maria M.
511 Whitney Ave. Apt. 2
Holyoke, MA 01040
Chapter: 7
Filing Date: 06/25/07

Mnatsakanyan, Vatchagan
25 Grassy Meadow
Wilbraham, MA 01095
Chapter: 7
Filing Date: 06/29/07

Moseley, Felicia M.
189 St. James Blvd.
Springfield, MA 01104
Chapter: 7
Filing Date: 06/21/07

Moye, Mary A.
80 Rochelle St.
Springfield, MA 01109
Chapter: 13
Filing Date: 06/26/07

Nataro, Tynia M.
a/k/a Scales, Tonia M.
19 Lake St.
Pittsfield, MA 01201
Chapter: 7
Filing Date: 06/26/07

Niquette, Joan A.
80 Damon Road, Unit 8103
Northampton, MA 01060
Chapter: 7
Filing Date: 06/28/07

Padro, Roger F.
185 Dwight St., Apt. 1
Springfield, MA 01103
Chapter: 7
Filing Date: 06/21/07

Pelletier, Timothy
198 Russell St.
Springfield, MA 01104-1427
Chapter: 13
Filing Date: 06/23/07

Perez, Carmen V.
185 Dwight St., Apt 10
Springfield, MA 01103
Chapter: 7
Filing Date: 06/21/07

Pioneer Valley Design Center
Robitaille, Denise Marie
37 Christopher St.
Chicopee, MA 01020
Chapter: 7
Filing Date: 06/28/07

Poor, Joseph A.
398 Montcalm St.
Chicopee, MA 01020
Chapter: 13
Filing Date: 06/23/07

Powers, Karin A.
41 Draper St.
Springfield, MA 01108
Chapter: 7
Filing Date: 06/26/07

Psholka, Thelma Jean
PO Box 601
West Springfield, MA 01090
Chapter: 7
Filing Date: 06/21/07

Randall, Robert A.
740 Church St.
North Adams, MA 01247
Chapter: 13
Filing Date: 06/22/07

Ray’s Family Cafe
Iwanik, Karen M.
a/k/a Doolittle, Karen
248 Pearl St.
Gardner, MA 01440
Chapter: 7
Filing Date: 06/28/07

Regan, John Michael
43 Waterford Dr.
Westfield, MA 01085
Chapter: 7
Filing Date: 06/25/07

Richardson, Cheryl A.
65 Belmont Ave. Apt. 1-L
Springfield, MA 01108
Chapter: 7
Filing Date: 06/28/07

Rosario, Francisco Manuel
Rosario, Angela Corrine
263 Tyler St.
Springfield, MA 01109
Chapter: 7
Filing Date: 06/27/07

Santana, Rolando
75 Congress St.
Holyoke, MA 01040
Chapter: 13
Filing Date: 06/23/07

Santos, Lillian
68 Bremen St.
Springfield, MA 01108
Chapter: 7
Filing Date: 06/21/07

Santos, Orlando
P.O. Box 28
Feeding Hills, MA 01001
Chapter: 7
Filing Date: 06/21/07

Scorza, Mario J.
29 Buckingham Place
Springfield, MA 01109
Chapter: 7
Filing Date: 06/21/07

Sevene, William H.
172 Dorset St.
Springfield, MA 01108
Chapter: 7
Filing Date: 06/22/07

Stewart, Denise
459 Page Blvd.
Springfield, MA 01104
Chapter: 13
Filing Date: 06/20/07

Suleski, Kelly C.
11 Palmer Ave.
Chicopee, MA 01020
Chapter: 13
Filing Date: 06/22/07

Texidor, Haydee
a/k/a Natal, Haydee
PO Box 80155
Springfield, MA 01138
Chapter: 7
Filing Date: 06/28/07

Vaz, Emma
a/k/a Barrett, Emma
45 Oak Grove Ave.
Springfield, MA 01109
Chapter: 7
Filing Date: 06/18/07

Watkins, Samuel L.
PO Box 91001
Springfield, MA 01139
Chapter: 13
Filing Date: 06/20/07

Wellspeak, Mark S.
14 Matthews Road
Southwick, MA 01077
Chapter: 7
Filing Date: 06/27/07

Opinion

It’s way, way too early to speculate about what the arrival of the low-fare airline Skybus at Westover Metropolitan Airport in Chicopee will mean for that facility, the region’s tourism and hospitality sector, and the Western Mass. business community as a whole. But at this early juncture, it all looks good — very good.

There is a buzz at the airport each evening just before 7, as the inbound flight from Columbus, Ohio arrives, carrying an average of about 100 passengers. These are, by and large, people who wouldn’t be coming into the Pioneer Valley otherwise. They are taking advantage of the carrier’s low fares (some tickets sell for as little as $10) to fly into a stop labeled ‘Hartford’ on the Skybus map of its routes.

Many of those arriving in Chicopee are moving on to other destinations — Boston, Cape Cod, Albany, and others — while some are making the Valley their destination, which means they’ll be spending some money here.

It will take several weeks or perhaps months or even a full year to gauge just how much they’re spending and what the overall impact from the one daily flight will be, but early returns show that people are renting cars, staying in area hotels, eating at local restaurants, and visiting area attractions. Skybus isn’t transforming the local economy, certainly, but all signs show that it will provide a needed boost in the form of both awareness and actual spending.

This is what Westover officials envisioned when they first sat down with Skybus administrators more than two years ago, but it took quite some time and considerable negotiations to make the vision reality.

The success of Southwest Airlines, among others, would certainly indicate that low-fare carriers make travel (or more travel) feasible for many people. Thus, they make the cities they fly to more accessible. Any time a region is more accessible, it benefits economically — if it is positioned to take full advantage of its opportunity.

And here, the Valley has some work to do. It needs to step up marketing efforts in Columbus and perhaps other cities served by Skybus to keep the region visible and plant the seeds for more visits. Meanwhile, all those involved with tourism and hospitality in this region have to work together to generate positive experiences for visitors, stays that will prompt them to return and also offer positive reviews that will prompt others to come here.

Overall, what people have to remember is that the current Skybus service is a start. Eventually, there could be a different flight, one departing earlier — thus giving passengers better odds of making connecting flights the same day — or two daily flights. And perhaps there could eventually be more low-fare airlines operating out of the airport.

This is a start — but a very solid start.-

WGGB Acquired by BusinessWest Publisher

On July 31, BusinessWest publisher John Gormally entered into an agreement with the Sinclair Broadcasting Group to acquire substantially all the assets of WGGB Channel 40 in Springfield for $21.2 million.

Gormally, who founded BusinessWest in 1984, has created Gormally Broadcasting LLC, a venture that will now make ABC40 the only locally owned television station in the Greater Springfield market.

“I’m very excited about the prospects of returning local ownership to Channel 40, which has been a Springfield-area institution for more than a half-century,” said Gormally. “I look forward to working with the staff at the station and members of this community to make Channel 40 an even greater asset to our region.”

The sale of the station is expected to close in the fourth quarter of 2007.