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Having a Ball

The ballroom of the Springfield Sheraton was the site for the annual Bright Nights Ball, the major fundraiser for the Spirit of Springfield, staged on Nov. 17. More than 400 people turned out for the black-tie affair, which had a Monopoly theme (Hasbro Games was the sponsor), and featured a live auction that netted more than $30,000 for the Spirit of Springfield. Clockwise, from right, Urban League of Springfield President Henry Thomas, U.S. Congressman Richard Neal, Spirit of Springfield Director Judith Matt, and Springfield Mayor-elect Domenic Sarno; volunteer hostess Stephanie Malikowski and host Thomas Murca display Monopoly Express games. Those purchasing the $50 items also won chances to win prizes; (left to right) Dr. Fraud Madawwar, Joan Hebert, Col. (ret.) Ron Senz, Sarno, Leila Mudawwar, and Dr. Ronald Kanagaki; Josephine Sarnelli and Jeff Lander from Small Planet Dancers.


Positive Steps

Partnering institutions that brought the Alvin Ailey II dance company (at left) to Springfield’s CityStage for two performances are represented by, left to right, John Wilson, Springfield College; Naomi White-Innis, American International College; Jose Tolson, Elms College; Kent Alexander, Elms College; Troy Powell, associate artistic director, Alvin Ailey II; Helen Caulton-Harris, Springfield Department of Health and Human Services; Myra Smith, Springfield Technical Community College; William Blatch, Black Men of Greater Springfield; Janine Fondon, Unity First News; and Ira Rubenzahl, President of STCC.

Opinion

It’s been talked about for years, but there now appears to be some real movement in the efforts to give UMass a physical presence in downtown Springfield, and perhaps elsewhere in this region.

Looking for ways to help spark Springfield’s recovery, and also to spread the economic development wealth that the university holds, at least potentially, Gov. Deval Patrick and his administration are talking with greater urgency about creating some kind of “UMass presence” in Springfield — perhaps as part of the broad State Street corridor development/redevelopment effort.

No one knows what such a development might look like, but the parties — Patrick and his secretary of Housing and Economic Development, Daniel O’Connell; UMass administrators; and Springfield officials — have agreed that this is worth at least talking seriously about.

We concur, but would advise that all these parties perform some real due diligence and mastermind a strategy that would make a UMass presence here a long-term asset and not a quick fix designed to make it look like the Patrick camp was doing something to help Springfield. Meanwhile, this UMass presence mustn’t threaten other institutions of higher learning that have been in Springfield for decades; instead, it should complement what one or more of these schools may be doing and inspire other partnerships down the road.

Here’s one idea, actually taken from the governor’s so-called Springfield Partnership. Under the category of ‘potential future investments,’ the document lists a possible feasibility study on the development of a renewable-energy research center. If we assume for the moment that such a study reveals that this research center is indeed feasible, then it seems logical that UMass, working in concert with Springfield Technical Community College and perhaps other schools in the city, could be a catalyst for such a center.

STCC and its Technology Park (which sports a photovoltaic installation on its roof) have identified renewable energy as not merely the focus of a potential degree program, but as a very real economic-development strategy for the region, one that could, that’s could, bring large numbers of jobs to Greater Springfield — not tomorrow or next year, but over the next few decades.

It is only a matter of time, and probably not much of it, before there is an aggressive regional and national push to bring renewable energy sources to the marketplace. If the dire predictions about soaring prices for gasoline and heating oil in the coming months become reality, and the economy suffers greatly, then there will be a louder cry for alternative fuels like wind power, solar power, and others.

And just as Worcester has become a center for development in the broad biosciences field, Western Mass., and specifically Springfield, could become the hub for renewable energy research and product development.

Worcester’s base of biotechnology-related businesses wasn’t built overnight — and it’s certainly still in the early stages of development. It started with research at colleges located in and near the city, research that eventually led to jobs and, for Worcester, a reputation as a place where such businesses can get started and eventually grow.

The same can happen here, and renewable energy is just one example of how the university can help spawn some real, long-term economic development in the Greater Springfield area.

To establish a UMass presence in Springfield merely to help fill space in one or more commercial properties — the old Technical High School, for example — or maybe to help some downtown businesses by increasing foot traffic, isn’t the kind of big thinking that’s needed here.

Those at the university, the Statehouse, and Springfield City Hall need to start a dialogue about the ways UMass can make some major contributions to the local economy in a meaningful way, and for decades to come.

Opinion
A Winning Game Plan for Life Sciences

A championship team is built by investing in a nucleus of talented people and focusing that talent on achieving a common goal. This approach has been the foundation of the success of the New England Patriots.

We believe it is also the formula necessary to sustain Massachusetts’ leadership in the life sciences.

A vision, a game plan, and prudent investment are necessary elements in assuring that the Commonwealth maintains its competitive edge in the life sciences. This is the reason that we support Gov. Deval Patrick’s Life Sciences Initiative.

We have all the fundamentals in this region to elevate our position in the international life sciences community. We are home to the world’s best medical and research facilities and the best and brightest scientists, technicians, and medical practitioners. Many of the world’s leading biopharma and medical-device companies are based here. We have consistently led the nation in per-capita NIH funding, biomedical venture capital investments, and life science PhDs. This success also makes us a target — a target for every other state and international competitor for life-sciences business and talent.

When the Patriots were at risk of leaving for St. Louis in the early 1990s, we made a significant but calculated investment to purchase the team and keep it in New England. Patrick has now stepped forward to do the same with our life-sciences supercluster. It comes at a critical time.

California, New Jersey, North Carolina, Singapore, and others are aggressively investing billions of dollars to attract our top scientists and companies through lucrative grants, tax credits, and facilities. We remember how the high-tech industry all but disappeared in this region a couple of decades ago and the dramatic impact it had in terms of lost jobs and tax revenues. We cannot afford to let that happen with life sciences.

Life-sciences research and industry have a major economic impact on the region. It is growing significantly faster than other sectors, providing millions in tax revenues and thousands of high-paying jobs. These jobs expand beyond research science and PhDs. The Kraft Group’s core businesses are in paper and packaging manufacturing and distribution. These industries and many others, like information technology, software, advanced materials, and construction, benefit significantly from the growth of life sciences companies and facilities.

A recent study by the Milken Institute underscores this ripple effect, concluding that for every direct job in life sciences, 3.6 indirect jobs are created. Combine this economic activity with the fact that Patrick’s initiative also calls for life-sciences workforce and training programs, and we have a game plan that assures the best chance of success.

Massachusetts is at the cutting edge of developing cures and therapies that save millions of lives throughout the world. Over the years we have been major supporters of the Dana Farber Cancer Institute, Children’s Hospital, Brigham and Women’s Hospital, Massachusetts General Hospital, and other institutions, and we have seen first-hand how the science developed has helped in the treatment of heart disease, cancer, diabetes, and Alzheimer’s.

Whether it is addressing serious injuries from sports or aiding the recovery of children from cancer through breakthrough technologies, we are indebted to this research and cannot risk a loss of it to other regions of the nation or the world.

A few years ago, we invested our resources in keeping the Patriots in Massachusetts. It is an investment that we believe will continue to benefit the New England community for generations to come.

Now we must keep life sciences here, and we support the leadership and wise commitment of our friends in the Legislature, the business community, and the governor to maintain our excellence in scientific and medical research and industry and to maintain and grow our significant lead in the life sciences.

Robert Kraft is chairman and chief executive of the Kraft Group. Jonathan Kraft is president and chief operating officer of the Kraft Group. This article first appeared in the Boston Globe.

Sections Supplements
Business Best-sellers and Local Favorites That Are Bound to Please

It’s been a robust year for business titles, examining everything from daily work habits to global economic change. What follows is a list of popular titles available this holiday season, currently featured on amazon.com and the New York Times Best-seller lists:

• The Little Platinum Book of Cha-Ching!: Written by business guru Jeffrey Gitomer, author of the series Jeffrey Gitomer’s Little Books, ‘Cha-Ching’ offers a series of suggestions geared toward improving sales.

• The Age of Turbulence: Adventures in a New World: Currently the top-selling business title at Amazon.com, this retrospective from author Alan Greenspan takes a look at the increasingly global economy through the lens of his own life, including his childhood, his 18-year tenure as chairman of the Federal Reserve Board, and the events on and following Sept. 11, 2001.

• The 4-Hour Workweek: Escape 9-5, Live Anywhere, and Join the New Rich: A popular title this year for obvious reasons, Timothy Ferriss’s ‘4-hour Workweek’ theory was derived from more than five years of research, following successful people who have abandoned the ‘deferred-life’ plan for gaining wealth.

• Ready To Wear: An Expert’s Guide to Choosing and Using Your Wardrobe: A featured speaker at Baypath College’s Annual Women’s Conference this year, author Mary Lou Andre offers tips for matching wardrobe with lifestyle, organizing a closet, and developing an efficient shopping strategy on a budget.

• Giving: How Each of Us Can Change the World: A departure from the usual presidential memoir, this new title by Bill Clinton focuses on philanthropy and the practices corporations, small businesses, and individuals are adding to their daily lives to foster change on both local and global levels.

• Living Longer Working Stronger: Simple Steps for Business Professionals to Capitalize on Better Health: Kevin Fosnocht examines the link between healthy bodies and healthy careers, offering suggestions for more-balanced diets, better sleep habits, and maintaining good health while traveling.

• Made to Stick: Why Some Ideas Survive and Others Die: Written by Chip and Dan Heath and inspired by Malcolm Gladwell’s blockbuster The Tipping Point, ‘Made to Stick’ explains why six tenets — simplicity, unexpectedness, concreteness, credibility, emotions, and stories — make some ideas unforgettable.

…in addition to business titles, we’ve compiled a selection of books, fiction and non-fiction, penned by a few of the region’s many authors:

• Look Me in the Eye: My Life with Asperger’s: A memoir penned by local businessman John Elder Robison, owner of Robison Service in Springfield, ‘Look Me in the Eye’ examines life growing up ‘different,’ overcoming obstacles, finding success, and finally reevaluating strengths and weaknesses after being diagnosed with Asperger’s Syndrome.

• Golfing In New England: The Essential Guide for the New England Golfer: Published by Amherst guidebook publisher New England Cartographics, this guide was written by John Da Silva and edited by Valerie Vaughan, describing more than 600 public, semi-private, and resort courses in the six New England states. Course statistics, greens fees, directions, and other information is provided, as well as detailed listings of other golfing resources in each state such as golf retailers, driving ranges, golf schools, touring clubs, private golf courses, and golf associations. The guide is one of several outdoor activity guides published by New England Cartographics, all of which are available at necartographics.com

• An Execution in the Family: One Son’s Journey: Written by Western New England College professor Robert Meeropol, this memoir recounts his life and experiences following the execution of his birth parents, Julius and Ethel Rosenberg.

• Songs from a Lead-Lined Room: Notes — High and Low — from My Journey through Breast Cancer and Radiation: This memoir from Palmer resident Suzanne Strempek Shea, who usually writes fiction, recounts her experiences with breast cancer and radiation therapy.

• 1940: Now available for pre-order at Amazon.com, this novel by Northampton author Jay Neugeboren begins on the eve of World War II and follows a woman whose father has mysteriously disappeared. The book will be available in April 2008.

Compiled by Jaclyn Stevenson

Sections Supplements
L’uva Strives to Give Customers a Grape Experience
Michael Ratté

Michael Ratté says a large, diverse menu and an impressive wine list keep customers coming back to L’uva.

Michael Ratté operates an award-winning Springfield restaurant, the culmination of almost 30 years in the food-service business.

But the co-owner of L’uva didn’t start anywhere near the top; his first foray into the business was busing tables at Springfield Country Club at age 16.

“I’ve been in fine dining almost exclusively ever since, in many places in this area and elsewhere,” he said. And when it came time to actually own a restaurant, Ratté soon decided he was better off following his own instincts.

“At first, I was with a few other guys with their own concepts, and none of them were in the restaurant business,” he said. “When I pointed out the inadequacies of their ideas, they got afraid. So I bought them all out and did it on my own.”

Well, not quite.

Ratté partnered on the venture with chef Joseph Groth, who remains co-owner and head chef today, and earns credit for the eclectic nature of the expansive and ever-changing menu.

“The idea was fine dining, a big menu, and lots of wines,” said Ratté; indeed, L’uva is a French word for grape, and the wine list features more than 60 selections by the glass, 350 by the bottle, “and there are probably another 75 to 100 that aren’t even on the list.”

In this issue, BusinessWest visits what is quickly becoming a Springfield destination for food fans and wine lovers alike.

Creative Touches

Ratté has described Groth’s food creations as having Asian, French, and Italian influences, but with a distinctly American twist.

There’s an element of adventure in the menu, from a Caesar salad topped with semolina-fried oysters to entrees including maple-crusted scallops and duck with sun-dried cherries. L’uva also offers creative cheese plates, a selection of desserts all made in-house, and petite entrees that leave room for … well, salads, cheese, and desserts.

“My chef is outstanding, and this is a family venture, so everybody involved cares about what we’re doing,” Ratté said. “We’ve all been together for so long, we work really well together.”

Even though Ratté and Groth’s earliest concept, something resembling a sandwich shop, morphed into the fine-dining establishment L’uva is today — “this is a much fancier look than what we were originally going to do,” Ratté said — even then they intended to include plenty of beer and wine selections.

And L’uva has certainly forged a reputation for wine, hosting wine clubs, private wine tastings where people can learn more about different varieties, and even “wine flights” — sample servings of four different wines, offered on their own or with a meal. Just a year after its 2003 opening, L’uva was earning ‘best wine list’ honors in the Valley Advocate’s annual Best-of-Springfield poll — in addition to ‘best restaurant,’ ‘best creative American cuisine,’ and ‘best service and waitstaff.’

That latter honor is no accident; L’uva is staffed by professional waiters, some of them seasoned industry veterans — “not college kids working for extra money,” Ratté said — and customers are greeted with the option of valet parking on Friday and Saturday nights.

Ratté is pleased by the way his restaurant has become a noted part of the downtown dining and entertainment scene. “I don’t think this area is underserved by restaurants,” he said, “but I don’t think many places pay as much attention to detail as we do.”

That attention to detail is evident in the way Ratté restored the brick walls and tin ceiling of L’uva’s 1850s building. “We feature art by local artists on the brick wall on the bar side, and that changes every month, so it changes the look in here and also gives plenty of locals an opportunity to show off their works,” he said.

Forward Thinking

Ratté’s plans to open a second location in Belchertown, at the site of the former state school, fell through last year, but he continues to keep his eyes open for other opportunities to expand. “Many opportunities have arisen, but I’m waiting for the perfect fit for what we want to do.”

In any case, he said, locals who patronize L’uva at its current location don’t have anything to worry about.

“A lot of people heard about Belchertown and thought I’d leave the downtown location completely,” he said. “But that’s not true. We have a following down here, and there’s no reason to leave Springfield.”

In fact, he said, many people don’t believe that a pleasant dining experience can exist in that area of Main Street, close to the Hippodrome and the entertainment district — until they stop by for the first time.

“There’s so much negativity about the downtown, but we’ve never had any problems,” he said. “Things that happen miles away are not what the downtown is like, and any negatives here are things that happen at 2 in the morning, so it’s nothing that affects my customers.”

In fact, Ratté said all the news outside his front window lately has been positive, including the city’s installation of new sidewalks, pavement, and streetlights on Main Street. “A lot of people from the suburbs are afraid to come to downtown Springfield,” he said, “but I don’t think that’s founded.”

Changes are constantly afoot inside L’uva as well, as Groth produces a new menu four times a year, keeping some favorites but always introducing new items.

“It’s a huge menu, but our regular customers still often wind up trying everything, so it’s important to change it for them,” Ratté said. “It also allows us to take advantage of seasonal items, so we get things when they’re at their best. And we’ll go a little heavier in the winter, which is nice.

“Besides,” he added, “I have to vary it for myself. I eat here all the time.”

Joseph Bednar can be reached at[email protected]

Sections Supplements
AM Lithography Expands Its Operations in Holyoke
Jamie Meadows

Jamie Meadows says creating AM Packaging, AM Litho’s sister company, was one of the firm’s best moves.

Print, die-cut, fold, glue.

It’s a fairly simple process, and a set of procedures that is translating into new developments and strong annual growth at AM Lithography and its burgeoning sister company, AM Packaging.

The printing company extended its reach into the packaging industry seven years ago, and this year, that move has necessitated an expansion into a new facility on Winter Street in Holyoke that has the company and the city chalking one up for the team.

AM Lithography (‘AM Litho’ for short), based in Chicopee, was founded in 1985 by Allen Meadows, who remains the company’s president. Over the past 25 years, AM Litho has grown steadily, providing commercial sheet-fed printing services to a wide range of clients across the Northeast, particularly in the financial services and academic fields.

Jamie Meadows, director of sales, said AM Litho was presented with the opportunity to diversify into the packaging market by addressing the needs of an existing customer at the start of the decade, and that request has since led to the creation of AM Packaging.

Meadows said that, above all else, he sees that move as an achievement integral to the company’s identity and success.

“It’s the best thing we’ve ever done,” he said. “We’ve doubled our sales almost every year, and last year, we grew more than 50%.”

That pace signaled the possible need for expansion early on, said Meadows, and as orders continued to increase, the space required for these new products — boxes, folders, and other types of plastic and paper-based packages of all kinds — necessitated a move.

“On the packaging side, we became a company with a national reach very quickly,” he said, noting that while AM Litho prefers to keeps its client list confidential, jobs can include virtually any kind of product packaging for both corporate and retail use.

Like the printing sector in general, it’s a specialty that experiences both ups and downs. But lately, the arrow has been pointing upward at AM Packaging.

“This is a business in which we have peaks and valleys regularly; it’s not uncommon to have a very busy time followed by a slow spot,” said Meadows. “But after launching AM Packaging, we had four or five months in a row when we were just slammed, and we were simply running out of room.”

With plenty of orders lining up on the horizon as well, Meadows said he began touring manufacturing locations across the region, including in Chicopee, Agawam, and Holyoke.

“But as soon as I walked into the Winter Street location, I knew that was home. It was modern and clean, and had everything we were looking for.”

Making a Case

The 59,000-square-foot facility was once owned and occupied by Laminated Paper, which sold the location to AM Litho in July of this year. AM Litho has committed to investing more than $6 million in the building, which includes the purchase price, updates to its infrastructure, new equipment, and staffing costs.

Meadows said the benefits offered by the city of Holyoke were one draw toward the location, and a large aspect of the decision to not only purchase the Winter Street building, but also enter into a collaborative partnership with the city, aimed at fostering economic growth.

“The incentive programs they offered were great,” he said, listing the willingness of the Office of Economic and Industrial Development and Holyoke Gas and Electric to work with the company on various issues, as well as a tax-increment financing, or TIF, arrangement.

Kathleen Anderson, director of Holyoke’s Office of Planning and Industrial Development, said that collaborative approach between the city and AM Litho began very early in the process.

“Originally, I believe they approached the mayor’s office,” she said, “and they wanted to learn more about the incentives that Holyoke could offer.”

The process began, she continued, with a meeting between city officials, AM Litho’s management, and HG&E — and also a question: why Holyoke?

“Whenever someone comes to us from another community, we always ask if they’ve approached their own community first,” she said. “We’re more interested in regionalism and helping all Western Mass. communities across the board, not taking business away from anyone. Others have done the same for us.”

Anderson said AM Packaging’s need to expand necessitated an amount of space that wasn’t readily available in Chicopee, prompting a search in Holyoke. But the conversations also helped to address some of the company’s own questions and concerns, according to John Dyjach, assistant director of the Office of Economic and Industrial Development.

“They wanted to get a feel for the future of the area they were considering,” said Dyjach. “They wanted to know if it was positioned for positive growth, and if the Winter Street corridor was an area that was up and coming in general. They didn’t want to be the only ones there.”

Dyjach said Laminated Paper had taken exceptional care of the property, which was on the market for a little more than two years before AM Lithography completed its purchase.

“It’s a great, modern building, and we had a lot of people interested,” he said, “but it was a particularly good fit for AM Litho’s operations.”

In addition, the industrial section of the city also includes two properties appropriate for rehabilitation, the former Ampad manufacturing facility, and also a few parcels of land that are drawing interest from both local and out-of-state parties.

Employer Benefits

Beyond the potential for new growth on Winter Street, though, Dyjach said the city also offers industrial property owners many different levels of assistance that proved to be attractive to AM Litho.

First, there’s the role of MIDAC, the Mayor’s Industrial Development Advisory Committee, which pairs city officials with business owners to form a group with the sole purpose of attracting and retaining industrial activity. One of MIDAC’s offerings is the opportunity for potential property owners to network with current property owners, and to get answers from objective sources to sometimes-tough questions about doing business in Holyoke.

“People know it’s our job to pitch the city,” said Dyjach, “and fostering conversations with other business owners who aren’t being paid to do that allows for a level of trust to be developed.

“It also allows business owners to network with each other and, hopefully, do business with one another,” he added. “We’re as proactive as we can be to find good matches for the city and its business community.”

And on a more tangible level, the TIF, offered by the city in concert with the Commonwealth, is designed to give new industrial property owners the opportunity to save money in the early years of developing a new business venture.
There is a 100% property tax exemption in the first year of ownership, 75% the following year, 50% the third, and 25% in the fourth year, said attribution. The program spans five years; in the final year, the property owner pays all taxes, but is eligible for additional benefits from the state.

“It’s a substantial savings — tens of thousands of dollars,” said Dyjach, “and in the long run, it helps property owners increase the value of their facilities, by freeing up funds for renovation and other improvements.”

Anderson said the program has been in place for several years, and reflects Holyoke’s standing as a regional economic target area in the state. Chicopee, Westfield, and Easthampton share the same distinction.

“It creates a significant payback for the city by allowing for investments in new jobs and revenue gains,” she said. “The criteria for inclusion is a good-faith effort on the part of the company to hire people from within the city, particularly those in low- to moderate-income brackets.”

Pulp Non-fiction

Meadows said that part of the bargain has been a relatively easy task thus far, given the rapid growth of AM Packaging.

“We’re committed to hiring at least two Holyoke residents in the first three months of operation,” he said. “We’ve been there four months now, and we’ve added eight employees.”

The company, which now employs a total of about 150 employees in Chicopee and Holyoke, is also positioned for what Meadows said he expects will be rapid growth.

“Our short-term, modest goal would be to grow 25% in the next year,” he said. “But that’s a goal we could blow out of the water. AM Packaging is becoming a serious player in the area and a major part of our business.”

That said, Meadows, and also officials in Holyoke, hope the growing company will print, die-cut, fold, and glue its way to greatness — and, in the process, seal a positive fate for the Paper City.

Jaclyn Stevenson can be reached at[email protected]

Sections Supplements

It’s the last workday before Christmas, and there’s a gilt-wrapped package on your desk from a co-worker.

What could it be? Personalized golf balls? A handy letter-opener? The latest best-selling title atamazon.com?

The anticipation can fill many an employee with glee — but others with dread. Gift giving at the office can be a tricky task, and sometimes, a well-intentioned present can backfire.

A few Western Mass. professionals answered the call (anonymously) from BusinessWest to ’fess up about the best and worst holiday gifts they’ve received, and their stories offer some insight into what to give and what to shelve.

For one bank vice president, his favorite gift was also his most lamented. A client presented him with a brand-new set of Callaway golf clubs as a special thank you for a year of good advice; however, the gesture was too extravagant for him to accept.

“They were even left-handed,” said the southpaw, “but as a gift that cost in the thousands, of course I couldn’t take them.”

The clubs did eventually find a good home, though, as a raffle prize raising funds for a local Boys and Girls Club. But the story calls attention to a common error in the arena of corporate gift-giving: before you reward a colleague for a job well-done, make sure your sentiments — and your spending — are in line with their company handbook.

That said, the pendulum shouldn’t swing too far in the other direction, from fabulous to free. A stylist in Hampden recalls a well-traveled client presenting her with a bag of used hotel samples of shampoo and conditioner. “We laughed for weeks over that one,” she said.

An account executive in Springfield said that after many years of graciously accepting the good, the bad, and the ugly, she’s drafted her own short-list of appropriate Yule-tidings.

“One of the worst gifts I received was a ‘boxed’ bread called Panettone,” she began. “It’s supposed to be an Italian treat, but upon taking it out of the packaging, it was dry and spongy and utterly gross. My husband and I played a really awesome game of catch.”

Instead of petrified pastries, she suggests small, crowd-pleasing items for coworkers, such as scratch tickets, movie passes, or gift cards, especially for coffee and gas.

“No plush items, they should only be given to children under the age of eight,” she said. “No items that play Christmas carols, and please, do not re-gift items! It’s so obvious!”

Instead of rewrapping, consider donating unwanted items to a local survival center, she said.

Finally, a business owner in Springfield bravely shared a tale that teaches us to reel in our holiday expectations in the workplace. Every job is different, as she found shortly after finishing college, and even a fruitcake isn’t mandatory.

“After working in restaurants for the many years it took me to complete my college education, I had my first office job working for a non-profit organization,” she recalled. “In restaurants, the holidays were a bountiful time. Not only did we get good food to eat and very generous tips from regular customers, we’d always get gifts of nice bottles of wine or other swag, plus at least a $100 bonus from the owners.

“At the holiday party at my new office job, I was absolutely astonished when our holiday cards were empty, except for a nice note from the executive director of the agency,” she continued. “Flabbergasted, I asked the accounting department if we should expect our bonuses in our paychecks that week. After all, in my conception of ‘office job,’ big Christmas bonuses were the norm. The accountant gently informed me that non-profits had to account for every dime of government funding and couldn’t just give money away. I turned about 12 shades of red and slunk back to my rickety metal desk.”

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Printers Are Rolling Out More Environmentally Sound Practices
Andy Timmons

Andy Timmons says green printing can provide some effective marketing for companies like John C. Otto.

Starting with a long tradition of streamlined production and strengthened by a number of recent conservation-focused initiatives, printers are emerging at the forefront of the green movement, as they incorporate new programs aimed at keeping the presses running lean, mean, and earth friendly.

Ben Franklin, a printer by trade, may not have seen the green-printing trend coming during his years at the press.

But Andy Timmons, executive vice president at John C. Otto Co. in East Longmeadow, thinks Franklin would have embraced the new, environmentally friendly practice, and seen its worth as a tool to streamline business and bolster the bottom line.

“Printers are some of the most adaptive, technology-driven people in this country,” he said. “We welcome change because it’s necessary to improve the work we do every day. There’s no other industry that spends as much time as we do re-evaluating workflow, and it’s always been that way, since the beginning.”

That sentiment is carrying John C. Otto and other printing companies forward, as the latest major change to their work picks up both speed and attention.

‘Green’ is a ubiquitous term these days, speaking to the practices of all businesses and individuals that reduce negative impact on the environment. There’s a strong focus on recycling, as well as on incorporating organic materials whenever possible, to reduce the use of petroleum-based products.

For printers, this means switching to vegetable-based inks, recycling paper by the ton, and monitoring energy consumption. It means placing recycled paper towels in the bathrooms, turning the heat down during slow production times, and keeping a close eye on direct mailings. Two holiday calendars sent to the same office? Not anymore.

Timmons said that, more than anything else, the devil is in the details when it comes to going green. But increasingly, the printing industry is being seen as one of the leaders of the movement.

The Kings of the Forest

One of the buzz terms prevalent in the printing industry recently is ‘FSC certification,’ a designation granted by the Forest Stewardship Council. It follows a rigorous audit and application process, and essentially verifies that any ‘certified’ product can be traced back to an FSC-certified forest, which has gone through a similar certification process.

According to the FSC Web site, the purpose of the certification effort is to “shift the market to eliminate habitat destruction, water pollution, displacement of indigenous peoples, and violence against people and wildlife that often accompanies logging.” In order to use the FSC logo as an ‘environmental claim’ on paper, the product must have flowed through the FSC ‘Chain of Custody,’ or COC, from a certified forest to a paper manufacturer to a merchant and, finally, to a printer who has obtained certification.

Certified paper producers are becoming the norm, and that’s prompting the next industry in the chain, printers, to join.

“The paper companies really drove this,” said Timmons, noting that John C. Otto obtained its FSC certification last year, along with 68 other companies owned by Consolidated Graphics, its parent company, which mandated the change. “It was a situation in which we felt like we had to get on board or get out of the way.”

Becoming FSC-certified requires an investment, and can be time-consuming, said Timmons, adding that the audit process requires an examination of every part of the printing process, which a company must then record and disclose.

“There’s a substantial fee — thousands of dollars,” he added. “It’s not crushing, but it’s enough to get your attention.”

From that point, the certification process requires that a printer use FSC-certified papers, non-toxic inks, and recyclable plates, and must monitor its paper-recycling efforts closely. If and when a company is approved by the FSC, it is provided with a standard operating procedure for printing an FSC job, which involves everyone from the customer and salesperson to the prepress operator and bindery and shipping personnel.

A series of FSC logos are also provided, which can be placed on a completed product to announce its place in the Chain of Custody, but only after the FSC has reviewed and approved the project and its standing as forestry-friendly.

Power and Process

Certification is still a relatively recent phenomenon in the printing industry; the FSC maintains a directory of certified printers across the country, and as of Nov. 5, there were 614 FSC printers in the nation, including 10 in Connecticut and 18 in Massachusetts. Of those, only two, John C. Otto and Bassette Printers in Springfield, make their home in Western Mass.

Still, the process is becoming the next step for many outfits in their ongoing ‘green’ efforts. June Roy-Martin, communications and business development manager with Quality Printing in Pittsfield, said she first looked into the program a year ago, and at that time was told by industry insiders to hold off because FSC didn’t formally apply to printers yet.

“I made some calls regarding FSC certification because I noticed the trend in the paper companies, and was told that it might be something for us to look into in the future,” she said. “But that was just a year ago, and now it’s definitely something we’re moving forward with.”

Roy-Martin explained that while her company has yet to secure FSC certification, Quality Printing has already instituted a number of environmentally sound practices. She agreed with Timmons that printers are a breed that is accepting of change, and that the industry is, in many ways, at the forefront of the green movement.

“Over the years, we have always tried to listen to what our customers are saying to us in terms of technology and the environment,” said Roy-Martin. “We have had a recycling program for all end-cuts of paper and office paper for many years, as well as a program for aluminum plates. Over the past five years in particular, we have phased into using exclusively soy-based inks and a wide range of recycled papers, and we only deal with paper distributors that are FSC-certified.”

There are other initiatives planned at Quality Printing, among them the incorporation of renewable energy sources, such as solar power.

“Printers in general accrue very high energy costs, and we don’t want to continue to drain the supply,” she said, noting that in light of Gov. Deval Patrick’s focus on renewable energy, she hopes that state or federal assistance could offset the costs associated with installing a solar power system. “We hope to get grant funding for it, but regardless it will be an investment we’ll make, and we’ll make it because we want to.”

Then there’s something called the ‘merge and purge.’ Often overlooked as merely an administrative function, Quality Printing’s practice of reviewing the names on a mailing list and carefully cross-checking names with addresses has allowed the company to eliminate duplicate mailings to one office or home, said Roy-Martin. The little things are more important than ever, she added, because clients are becoming the industry’s watchdogs.

“We failed to merge and purge once, just once, and you can’t imagine the phone calls,” she said, adding that requests for more environmentally friendly practices are frequent, especially among clients in the academic and non-profit fields, and could very well be a deciding factor in an organization’s decision to contract with a given printer.

“The health of our business has become directly related to environmental printing; we have to be aware, or customers aren’t even going to consider us,” she said. “It’s important to our clients to do business with good stewards of our world, and they’re not afraid to tell you how they feel about it.”

Full-court Press

Deanna Gaulin, safety manager and director of Human Resources at Hitchcock Press in Holyoke, a paper converter and printer specializing in film and foil laminations, gravure printing, specialty coating, and embossing, said that while she, too, will soon be embarking on the long, detailed process of FSC certification, many practices that are now seen as ‘green’ have been part of the printing process for some time, and have given the industry an important boost when incorporating new initiatives.

“I think you’re hearing more and more about green printing, but for many printers, things that are seen as environmental now have long been part of the nature of the job,” she said. “Computerized pre-press operations, for example, have reduced the amount of processing chemicals we use, and save water and energy. Communicating by E-mail saves time, but also paper, and labeling waste carefully keeps paper out of the landfill.”

Gaulin noted that, from a price standpoint, the demand for environmental products has made adding new aspects to Hitchcock’s repertoire simpler, too.

“Certainly, an important aspect of green printing is the paper we use, and we utilize recycled paper whenever possible, as well as vegetable-based inks,” she said. “Our customers are absolutely asking for these things more often, and unlike in the past, it’s not more expensive to use now — sometimes it’s cheaper. In making the switch, we’ve had no difficulty whatsoever.”

That, in turn, has allowed Hitchcock to make some of those smaller changes that are contributing to the green movement — the shop uses ecologically sound cleaning supplies, has installed a sensor system for lights to curb electricity use, and sometimes mixes its own inks to avoid ordering multiple colors.

“We also follow all Mass. DEP regulations and obtain a DEP compliance certification yearly, something we don’t have to do, but volunteer do,” said Gaulin. “We find that using environmentally sound measures not only benefits the environment, but protects the bottom line and minimizes waste.”

Green in the Genes

Timmons agreed that embarking on the FSC-certification process was made easier by the cost-saving, conservation-minded measures John C. Otto had already employed.

“We’ve always had a low output of anything harmful to the environment,” he said, “and we passed the FSC test the first time around. Still, it was eye-opening to see how much waste printers create as part of normal business.”

That has led to a new level of environmental stewardship at the company, but also to a new marketing benefit. Timmons said the FSC logo, or any proof of green practices on the part of a printer, not only retains clients who recognize the importance of environmentalism, but can also generate business.

“Initially, we didn’t see business grow directly out of this,” he said, “but as customers gravitate more toward green printing, the FSC logo makes a very powerful statement for us. We’re seeing an increased level of business that is continuing to pick up steam.”

Timmons said about two in 10 print jobs at John C. Otto now carry an FSC logo, and he theorizes that as that pace quickens, green printing will become yet another intervention that leads to an improved workflow.

“Printers must constantly revise the work they do,” he said, echoing one of Ben Franklin’s more famous quotes, first printed on his own press: keep thy shop, and thy shop will keep thee.

“The printing industry is defined by change,” Timmons concluded. “But you know what? We’re used to it.”

Jaclyn Stevenson can be reached at[email protected]

Sections Supplements
At 60, the ‘Pedlar’ Blends Fine Fare with a Large Dose of History
Yankee Pedlar Inn

Yankee Pedlar Inn

The horse and buggy out by the curb have stood the test of time, although not without incident (‘Dobbin,’ as he’s called, has been ‘kidnapped’ and returned several times). He is a fixture in Holyoke, as is the landmark he’s associated with, the Yankee Pedlar Inn. Now marking its 60th year in business, the ‘Pedlar,’ as it’s called, blends history with fine food; tradition with a setting often described as unique.

The Yankee Pedlar Inn turned 60 a few months ago.

Six decades of uninterrupted business is quite a feat in the restaurant/banquet sector, but there haven’t been any real celebrations to mark the occasion, said Kim Clayton-McGrath. She’s sales manager at the ‘Pedlar,’ as it’s called, and daughter of current owners Martin and Rosemary Clayton, who purchased the Holyoke landmark in 1995.

“We’ve just been plugging along day to day, working hard … it’s been that way for the past 60 years,” she said of the definite lack of fanfare with regards to the recent milestone, noting that this industry, which is always challenging, is even more so these days with the economy sagging and soaring gas prices keeping people home. “We’re focused on today and tomorrow.”

And besides, she told BusinessWest, the Pedlar celebrates its history and traditions every day, not on those round-number anniversaries, and it does so in a number of ways.

There are the pictures on the walls of the Holyoke Room — one of several smaller banquet rooms — showing the landmark in its many stages of its development. And one of the other rooms is named Simone’s in honor of a recently deceased employee, Simone Patenaude, who worked there “forever,” said Clayton-McGrath.

There’s also the picture of the Pedlar’s first owners, Eugene and Catherine Tamburi, hanging in one of the hallways. Meanwhile, there’s a mural in the Tavern Bar & Grill, the main restaurant, that offers a time-altered view of life at the Pedlar; it includes personalities from the past (the Tamburis, Patenaude, and Johnny Marion, who played the piano there back in the ’50s and ’60s) sharing the room with some from the present, including the Claytons and waitresses, or “fixtures,” Sandy Mumblow and Carole Mazzu.

And then, there’s Dobbin, the stuffed horse attached to an antique carriage that has stood outside the Pedlar since 1953. Dobbin wasn’t in The Wizard of Oz, but he’s been a horse of many different colors. Now white, he’s been black and also spotted. He was painted green, gold, and white (by parties unknown) for one recent St. Patrick’s Day week (the route for the city’s famous parade winds past the landmark), and has also been hot pink for one recent holiday season.

“Who knows how many different colors you’d see if you scraped all that paint off,” said Clayton-McGrath, adding that the equine’s tail was recently stolen and replaced, for the umpteenth time. “He’s been kidnapped I don’t know how many times, but always returned to us; that horse is a legend around here.”

And like Dobbin, the Pedlar is a survivor, withstanding changes to Holyoke’s downtown and overall character; mounting competition, especially in Holyoke, where there are several banquet and meeting facilities; those higher gasoline prices; and several cycles of the economy. The facility owes its resilience to the fact that it is a landmark, said Clayton-McGrath, one to which individuals, families, businesses, and organizations have remained loyal for decades.

But it also has some features that make it stand out in a crowded marketplace. They include those smaller, and also unique, banquet rooms, something missing at most halls, she said, and also the Pedlar’s Opera House. Added by the Tamburis in 1973, the two-level room has been the site of theatrical performances, charity events, hundreds of weddings, and, until recently, a regular Sunday brunch.

That tradition was halted on the basis of pure economics, said Clayton-McGrath, noting that for some time the weekly brunch was taking in less money than it cost to put it on.

The demise of the brunch — there is some talk of reviving it — is a reminder that businesses, even those as old and storied as the Pedlar, have to balance tradition with good business sense. The ability to do this has given the landmark both a rich past and strong prospects for the future.

Talking Turkey

Clayton-McGrath sat down with BusinessWest just a few days before Thanksgiving.

This is always a busy time at the Pedlar. More than 1,000 people traditionally come through the doors for the holiday buffet, she explained, and there are always a number of gatherings of all sizes, including several high school reunions, scheduled through the long weekend.

Having all those activities go off as planned requires large doses of preparation and attention to detail, she said, noting that the staff at the Pedlar have had plenty of practice. Many of the employees have been with the establishment for years, if not decades. They’ve seen times change, but not the Pedlar’s blend of atmosphere and tradition.

It all started on June 7, 1947, roughly a year after the Tamburis purchased what had long been the home of Judge John Hildredth, who left England in 1871 to settle in Holyoke. The home, situated at the junction of roads known now as Routes 5 and 202, was built in 1875, and its size and location made it ideal for an inn.

Over the years, however, the restaurant, which seated only 25 when the Pedlar first opened, became increasingly popular, requiring the Tamburis and subsequent owners to devote ever-larger amounts of square footage to dining and banquet facilities. Today, only a few of the original guest rooms remain, and they are used as bridal suites.

Those rooms are put to great use, because the Pedlar has long been a very popular site for weddings, said Clayton-McGrath, and the Opera House has much to do with this phenomenon. “A bride feels like a princess in this room,” she said while decending from the Opera House’s balcony. “You can get some incredible pictures in here.”

Capable of seating more than 200, the room features a chandelier from the former New York Metropolitan Opera House, which was torn down in 1963, and a large wooden bar rescued from Kenilworth Castle. This was Holyoke’s version of the famed English castle, a brick-and-stone mansion that was home to E.C. Taft, one of the city’s many prominent mill owners, and torn down in 1959. Many artifacts from the castle, as well as pictures of it, dominate another of the smaller dining areas known as the Kenilworth Room.

In 1977, the Yankee Pedlar was purchased by the Banks, Frank and Claire, who put their own stamp on the facility through nearly two decades of ownership. They added the Garden Room, another popular site for weddings, those of the smaller variety; the Herb Terrace; and Simone’s, a small, French bistro-style restaurant inspired by a trip to Europe.

The Clayton family, which had been in Holyoke for three generations and owned the Martin J. Clayton Insurance Agency, located just down the street from the Pedlar, purchased the landmark in 1995. A year later, they remodeled the former sandwich and pub area known as the Oyster Bar and renamed it the Tavern Bar & Grill.

Food for Thought

How Clayton-McGrath, a former paralegal, came to be sales manager for her parents’ business venture is largely a matter of circumstance. She and her husband, Neil McGrath, a football coach by trade, were living in Maine (he was coaching at the state university), when the Pedlar was acquired. When Neil took a job at UMass in the mid-’90s, the couple relocated to Holyoke, and Clayton-McGrath accepted an invitation to help manage the city landmark.
She started with mother’s hours, but eventually made this a full-time exploit, something she believes her father had in mind from the beginning.

These days, Clayton-McGrath and other members of a management team that includes “Master” Chef Ed Klinger, Banquet Manager Nancy Wheeler, HR Director Abby Leroux, and Martin Clayton (now semi-retired and living in Florida) are leading the Pedlar through a time of change and challenge.

While the restaurant side of the business remains fairly steady, there are simply fewer people going to dinner, lunch, and, yes, brunch, these days, said Clayton-McGrath. There are several reasons for this, including time constraints on business people, a smaller business community in Holyoke, the general economy, and even gas prices.

“When gas hits $3 a gallon, a lot of people just don’t want to move out of their driveways,” she said, noting that she’s seen a drop in business since the most recent climb to that price threshold. “Just about everything affects this business; when people have less money to spend, they just don’t go out to eat as much.”

All this has contributed to a greater emphasis on the banquet and special-event side of the ledger, which, while it’s not recession or gas price-proof, continues to thrive at the Pedlar, despite mounting competition.

This success is due to a blend of flexibility, tradition, a diverse and reasonably priced menu, and strong customer service, she explained, noting that the Pedlar has eight banquet rooms of various sizes, many of which can accommodate groups of 20 or fewer, which helps the landmark stand out.

“The smaller parties add up,” she explained. “And people are very grateful when they can find a small room; we hear so many people say, ‘we can’t get anything anywhere for a party of 20; no one will take us.’”

As she offered a tour of the Pedlar, Clayton-McGrath started in one of those smaller facilities, the Kenilworth Room. She pointed to a stained-glass window that is just one of many artifacts from the mansion.

From the Tavern and its famous mural, Clayton-McGrath proceeded to the Holyoke Room, complete with photos of the Pedlar taken over several decades, as well as pictures of other landmarks, including Mountain Park, its famous carousel, and City Hall.

Other venues include the Pedlar Club, used typically for cocktail and hors d’oeuvres receptions; the Loft, so named because it’s on the second floor; and the Oakdale.

This volume and variety of smaller rooms gives the Pedlar the flexibility to handle functions ranging from small bridal showers to anniversary parties; from bus tours (many originating in Connecticut or New Hampshire stop at the landmark on their way to or from Yankee Candle, the Holyoke Mall, and other tourist stops) to a host of holiday parties.

“We’re booking more Christmas parties than ever before,” said Clayton-McGrath, noting that the Pedlar can handle virtually any-sized get-together. “And we’re doing more in January every year — that’s because everybody’s really busy in December, and we’re all looking for something to do in January.”

And then, there’s the parade.

Planning for the colossal undertaking is essentially a year-round undertaking, she said, noting that the Pedlar plays host to many meetings and events. Parade week is an especially busy time, and for Clayton-McGrath and most others, work on the day of the parade starts well before the sun comes up and ends long after it’s gone down.

“It’s just crazy, crazy here,” she said of parade day, noting that people start setting up chairs outside the Pedlar at 7 a.m. “It’s fun morning, noon, and night — we have the workers’ breakfast at 6 and the after-parade dinner.”

Mane Event

Glancing out her office window in the direction of Dobbin and the ancient buggy, Clayton-McGrath said the latter is overdue for an overhaul.

“It’s very, very old wagon, and we’re constantly putting tape around it and telling people to stay off,” she said, adding that many try to sit in for the parade, and the Pedlar doesn’t want to see anyone hurt. “It needs some work.”

Though it’s weathered, the buggy has stood the test of time — as has the Pedlar. It’s done so through a blend of tradition and atmosphere and more than a little … well, let’s call it horse sense.

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

Departments

Bright Nights

Nov. 21-Jan. 1: Bright Nights at Forest Park in Springfield opened Nov. 21, and will run Wednesdays through Sundays until Dec. 9. Bright Nights will then be open nightly from Dec. 12 through Jan. 1. Buses run nightly from 5 to 6 p.m., and cars from 6 to 9 p.m. Sunday through Thursday, and from 6 to 9 p.m. on Fridays, Saturdays, and holidays. For more information on admission, call (413) 733-3800 or visit www.brightnights.org.

ACCGS Government Reception

Nov. 28: The Carriage House at Storrowton Tavern, Eastern States Exposition, West Springfield, will be the setting for the Affiliated Chambers of Commerce of Greater Springfield Inc.’s annual Government Reception. The 5 to 7 p.m. event allows ACCGS members to meet socially with local, state, and federal elected officials and begin or renew commitments to work together. For more information on tickets, visit www.myonlinechamber.com.

Day of Health

Dec. 5: The YMCA of Greater Westfield and Noble Hospital will team up for a Day of Health from 10 a.m. to noon and again from 5 to 7 p.m. at the YMCA on Court Street, Westfield. A series of free screenings will highlight the festivities, including blood pressure, body-fat analysis and BMI, foot care, pulmonary function, and sun and skin damage. Also, a fasting full lipid profile, a blood test for total cholesterol, HDL-cholesterol, LDL-cholesterol, and triglycerides, will be available for $25. Appointments for the cholesterol screening are available from 7 to 9 a.m. and can be made by calling Noble Health Beat at (413) 568-2328. In addition, Therapeutic Massage of Greater Westfield will treat participants to a five-minute mini-massage, and Beauty by Jeunique Custom Bras and Shape Ware will be on hand to ensure women have the perfect fit. For more information on the event, contact Charlene Call, member retention/wellness director, at (413) 568-8631, ext. 305.

Entrepreneurial  Boot Camp

Dec. 7: The Regional Technology Corporation (RTC), in partnership with the Harold Grinspoon Charitable Foundation, will stage the half-day “Entrepreneurial Boot Camp & Flavors of Capital” seminar at the Kittredge Center for Business & Workforce Development at Holyoke Community College, starting at 8 a.m. The first half of this event will feature a workshop on “How to Speak Investorese,” presented by Paul Silva, managing partner at Angel Catalyst. Banks, investors, and funding agencies use specialized language to describe and analyze companies. Companies that don’t speak this language have much more difficulty in securing funding. This lecture will teach attendees the basics of how to talk to bankers, investors, and granting agencies so they will hear the actual potential of their business. Attendees will also be shown how to identify weaknesses in their business before they become a problem — and stop them from being funded. The focus of the second half is a panel discussion on the “Flavors of Capital,” moderated by Joseph Steig, managing director of Innovation Path Inc. and co-founder of the River Valley Investors angel group. Attendees will learn which types of funding source are a good fit for a given opportunity. The panel will include experts from venture capital, angel investors, regional banks, the Western Mass. Enterprise Fund, and others. Following these presentations, attendees can talk one-on-one with the presenters and visit their tabletop displays for helpful literature and handouts. Cost of the event is $25 for RTC members and $50 for non-members. Advanced registration is required, and seating is limited. Contact April Cloutier at [email protected]  to register.

UMass Dinner Forum

Dec. 11: The UMass Family Business Dinner Forum will host two topics, “The Starbucks Experience: Lessons in Leadership to Spark You and Your Business to Unimaginable Success,” and “Should We Grow Our Business by Acquisition?” Registration is required. For more information and to register, contact Ira Bryck at (413) 545-1537 or via E-mail at [email protected] .

Departments

State Gives Go-ahead for Massive Baystate Expansion

SPRINGFIELD — The state’s Public Health Council has given Baystate Health the green light to proceed on a $239.3 million expansion project. After hearing testimony from hospital administrators and civic and business leaders, the board voted unanimously to approve Baystate’s application for the project, which will add 48 beds to the 653-bed facility. Baystate President and CEO Mark Tolosky said he expects construction to begin in the summer of 2009, and that the facility will be open in 2012. Mercy Medical Center had initially opposed the expansion plans, but later dropped that opposition when state analysts clarified themselves and said the space will not be used for additional beds, but to supplant existing beds.

Center Untangling Wireless Communication Challenges

AMHERST — A new research center that will address far-reaching problems in wireless communication will be established at UMass Amherst, thanks to a $200,000 start-up grant from the UMass President’s Science and Technology Initiatives Fund and the President’s Creative Economy Fund. The Center of Excellence in Wireless Communications should lead to broad new capabilities in areas from emergency preparedness and homeland security to health care, education, and entertainment. Led by Dennis Goeckel, the new center will bring together more than 15 researchers from the fields of networking, communication systems, electromagnetics, and circuits to tackle the challenges that arise in an increasingly interconnected world. The UMass Amherst campus is providing an additional $40,000 in funding.

Study: Health Insurance Mandates Hurt Low-income Employees

WASHINGTON, D.C. — A new study presented as part of a Cornell University symposium finds that ‘Pay or Play’ laws, which require employers to provide health insurance to their employees or pay a fine, will reduce employment for the least-skilled members of the workforce. The study, sponsored by the Employment Policies Institute and authored by Cornell University economists Richard Burkhauser and Kosali Simon, uses federal Current Population Survey data to calculate that for every 100 newly insured employees resulting from a Pay or Play law, 10 low-wage employees will lose their jobs. For a copy of the study, titled “Who Gets What From Employer ‘Pay or Play’ Mandates,” visit epionline.org. The Employment Policies Institute is a noprofit research organization dedicated to studying public-policy issues surrounding entry-level employment.

AIM Applauds Introduction of Comprehensive Energy Bill

BOSTON — The Green Communities Act of 2007, previewed at a press conference recently by Speaker of the House Salvatore DiMasi, will, when enacted, place an improved focus on cost-saving energy-efficiency programs and renewable energy for both citizens and business owners throughout the Commonwealth, according to Richard Lord, president and CEO of Associated Industries of Mass. (AIM). AIM is a nonpartisan, nonprofit employer association of more than 7,000 state businesses and institutes. AIM applauds those representatives from business, energy, and environmental groups for coming together to develop an energy-reform package designed to control costs by enhancing existing energy efficiency programs in Massachusetts and encouraging the development of additional cost-effective sources of alternative energy. Last summer, AIM issued a statement that called for the reinvigorating of state energy programs, in light of the fact that Massachusetts consumers face some of the nation’s highest costs for electricity. Most recently, AIM conducted several briefings across the state outlining the results of a member survey detailing the impact of high costs of electricity on businesses. While nothing in the short term can lower the cost of electricity to the level in some other states, the Green Communities Act should serve to ensure a more efficient use of current resources as a first step to more stable rates for electricity in the future, according to Lord.

Family Businesses Face Future Risks

SPRINGFIELD — Family businesses are optimistic about growth but not immune to future challenges, according to a survey sponsored by MassMutual, the Family Firm Institute, and the Cox Family Enterprise Center at the Kennesaw State University Coles College of Business. Increasingly led by women and driven by strong ethical and family-oriented values, family businesses are most at risk for financial troubles centered on the lack of formal succession planning and preparation, and the personal financial issues of family business owners, according to the study.

2008 Woman of the Year Nominees Sought

SPRINGFIELD — The Women’s Partnership, a division of the Affiliated Chambers of Commerce of Greater Springfield Inc., is once again seeking nominees for its Woman of the Year Award. This is one of the highest regarded awards by citizens and is recognized as the top citation earned locally. Women in the Pioneer Valley are eligible for nomination and a Chamber affiliation is not required. The nominee should best exemplify ideals of outstanding leadership, accomplishments, and service to the community. Services can be rendered over a lifetime or for more recent achievements. Nomination forms can be requested by calling (413) 543-8000, via E-mail to [email protected], or at the Affiliated Chamber of Commerce of Greater Springfield office, 1441 Main St., Springfield. The deadline for nominations is Jan. 9.

Survey: Firms Pursuing Technology Upgrades

MENLO PARK, Calif. — When asked what initiatives were top of mind for their firms over the next two years, chief financial officers (CFOs) surveyed most often cited technology upgrades (53%) and business process improvement measures (50%). Companies are focused on shoring up their infrastructures to create greater efficiencies and control costs, according to Paul McDonald, executive director of Robert Half Management Resources. McDonald added that technology upgrades allow firms to boost critical network security, facilitate global collaboration and enable easier interaction with customers. The survey was developed by Robert Half Management Resources and includes responses from 1,400 CFOs from a stratified random sample of U.S. companies with 20 or more employees.

Departments

Panera Bread Opens in Chicopee

CHICOPEE — Panera Bread opened its 4,500-square-foot bakery/café on Memorial Drive on Nov. 23, featuring intimate seating areas, comfortable chairs, a fireplace, a community table, and free WiFi Internet access. Panera Bread offers a variety of artisan breads and other specialty breads, along with bagels, pastries, baked goods, and hot and cold espresso beverages. Chicopee’s site is open for breakfast, lunch, and dinner, offering hand-tossed salads, signature sandwiches, and hearty soups served in edible sourdough bread bowls. Panera Bread also operates bakery/cafés in West Springfield, Hadley, and East Longmeadow.

Big Y Celebrates Grand Opening

NORTHAMPTON — The D’Amour family celebrated the grand-opening celebration of its Big Y World Class Market on North King Street on Nov. 8 with a cake-cutting ceremony.

HCC Recognized By National Council

HOLYOKE — Region I of the National Council for Marketing & Public Relations recently announced that Holyoke Community College (HCC) has been chosen to receive five first-place (Gold) and two third-place (Bronze) Medallion Awards for its public-relations efforts. HCC was recognized for its success in feature and news story placement, writing, event and publication marketing, transportation advertising, and publication design. The National Council for Marketing & Public Relations represents marketing and PR professionals at 600 community and technical colleges in the United States, Canada, and Scotland.

Hatch Mott MacDonald Relocates

HOLYOKE — Hatch Mott MacDonald, a consulting engineering firm, has moved its offices to 150 Lower Westfield Road. The firm provides engineering services in the transportation, tunnels, water, wastewater, environmental, pipeline, and utility markets.

Researcher Awarded $737,000 NIH Grant

SPRINGFIELD — Alan Schneyer, a scientist at the Pioneer Valley Life Sciences Institute (PVLSI), has been awarded a research grant from the National Institute of Diabetes and Digestive and Kidney Diseases of the National Institutes of Health. The grant, titled “Physiologic Roles of Activin and Myostatin Antagonists,” provides Schneyer with $737,000 to conduct research into diabetes over the next three years. He recently joined PVLSI from Massachusetts General Hospital and Harvard Medical School. Schneyer noted that his research will focus on looking for hormones that “lead to more and better-functioning insulin-producing cells.” In particular, the grant will fund studies on a protein called Follistatin, which plays an important role in normal development and appears to cause proliferation of insulin-producing cells.

Bay Path Receives Foundation Grant

LONGMEADOW — Bay Path College is the recipient of a $30,000 grant from the Berkshire Bank Foundation – Pioneer Valley, which establishes an endowed scholarship fund to support adult women who are earning their college degree through Bay Path’s One-day-a-week Saturday program. Michael Oleksak, president of the Berkshire Bank Foundation – Pioneer Valley, noted that it chose Bay Path’s innovative program since education is one of its main priorities.

Square One Adds Go FIT Program to Curriculum

SPRINGFIELD — Square One, formerly Springfield Day Nursery, recently announced the incorporation of the Go FIT program into its curriculum. Square One operates day-care and after-school programs in several locations serving more than 1,000 children daily in Greater Springfield and Holyoke. The ultimate goal of the collaboration, which includes partners like Springfield College, Partners for a Healthier Community, and the Food Bank of Western Mass., is to improve the overall health and well-being of families and children in the local communities.

Berkshire Hills Assets Climb

PITTSFIELD — Berkshire Hills Bancorp, parent company of Berkshire Bank, recently reported 2007 third-quarter core income of $4.4 million. Core income increased by $0.01 per share before one-time items and Berkshire’s investment in new branches. Third-quarter core 2006 income was $4.7 million. Last year’s results included a $0.03 per-share one-time catch-up dividend received from the Federal Home Loan Bank of Boston. Berkshire’s investment in de novo branches increased expenses by $0.03 per share to $0.07 per share in this year’s third quarter, compared to $0.04 per share in 2006 (all per-share numbers are after-tax).

MassMutual Has Record Payout

SPRINGFIELD — MassMutual recently announced it has approved the payment of about $1.38 billion in dividends to eligible participating policyholders in 2008 — an 11.2% increase over the approved payout for 2007 and the largest ever for the company since it was founded in 1851. The total approved payout for 2008 reflects a dividend interest rate of 7.9% on most of its eligible participating policies, the company’s highest rate in five years. The previous record amount was the 2007 approved dividend payout of $1.25 billion.

City Contractor Achieves Firestone Award

SPRINGFIELD — Firestone Building Products Company recently named Morris Roofing & Sheet Metal Corp. a recipient of the 2007 Partner in Quality Award. The award recognizes the company for its commitment to installing quality roofing systems. The award recognizes contractors who installed a minimum of four warranteed Firestone roofs in each of the past five years, maintained at least 1 million square feet of Firestone roofs under warranty, and achieved an annual Quality Incidence Rating (QIR) of 2.0 or less. The Firestone QIR measures each contractor’s quality performance based on warranty repair incidences per million square feet under warranty.

Stuff a Stocking Receives Help From Baystate Rug

CHICOPEE — Stuff a Stocking’s campaign is underway, and Baystate Rug and Flooring has made a corporate donation to the local organization to kick off the holiday season. Stuff a Stocking tries to contribute at least two or three toys and food certificates to needy families in the city during the holidays. Stuff a Stocking organizers will host a breakfast buffet on Dec. 9 from 8 a.m. to noon at the Moose Family Center on Fuller Road to raise funds for its cause. For more information, contact Jorge Morgado at (413) 237-5316.

Business Weaving with Bread Bags

SPRINGFIELD — Valley Vogue Collections, a small business based in Indian Orchard Mills, has introduced a new series of bags that are woven from bread bags collected from Palmer’s Converse Middle School cafeteria. Dubbed the “Bread Bag,” the lunch bag is not only strong and durable, but can be rinsed and dried in time for the following day. Valley Vogue Collections plans to debut the lunch bag at a series of fairs and shows this holiday season.

All About You, LLC Debuts

WESTFIELD — Marge Pietras and Holly Proulx have opened All About You, LLC, a professional home-care company servicing clients and families in Hampden and Hampshire counties. The company specializes in case management, personal care, home management, and skilled nursing services. Both women are professional nurses who, combined, have more than 50 years of skilled nursing and administrative experience.

W.F. Young Purchases S.C. Firm

EAST LONGMEADOW — W. F. Young Inc. recently announced the acquisition of Equine America Inc., a South Carolina company that sells horse care products. Equine America product lines’ sales and marketing will be headquartered here. Tyler Young, president of W. F. Young, noted that the purchase of Equine America represents a significant step to broaden its product line and expand its market share within the equine health care industry. W. F. Young is best known for its Absorbine line of horse care products and the Absorbine Jr. line of consumer health care products.

Departments

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

CHICOPEE DISTRICT COURT

Gilbert & Son’s Insulation Inc. v. Sturbridge Hills Inc.
Allegation: Breach of contract: $11,841.34
Filed: 9/24/07

Jazmin Castro v. Michael’s Towing
Allegation: Negligence causing personal injury: $2,255
Filed: 10/10/07

Pamela & Edward Rivera v. Neighborhood Home Improvement
Allegation: Breach of contract for home improvements: $9,500
Filed: 10/12/07

FRANKLIN SUPERIOR COURT

Dorothy A. Tyler v. Montague Energy Group, LLC
Allegation: Breach of contract and fiduciary duty: $50,000
Filed: 10/26/07

HAMPDEN SUPERIOR COURT

Bernadine Smith v. CitiMortgage Inc.
Allegation: Predatory lending and unfair trade practices: $175,000
Filed: 10/4/07

Elio Alfonso v. Commerce Insurance Company
Allegation: Breach of contract: $8,500
Filed: 10/18/07

Mark & Debra Discawicz v. Town of Ludlow
Allegation: Negligence causing damage to home: $150,000
Filed: 10/17/07

Mauricio Martinez, Reymundo Lopez, and Luis Morales v. Armida Arreola and Transcontinental Refrigerated Lines
Allegation: Motor vehicle negligence: $150,000
Filed: 10/15/07

HOLYOKE DISTRICT COURT

Broadcast Music Inc. v. Iron Horse Music Hall
Allegation: Breach of contract: $3,107.97
Filed: 10/11/07

Chiropractic Healthcare Centers v. National Grange Insurance Company
Allegation: Breach of contract — non-payment of medical bills: $2,403.12
Filed: 5/15/07

Danny M. Sola and Juanita Santos v. Infinity Auto Repair & Detailing
Allegation: Negligent repair of auto and unfair and deceptive acts and practices: $7,500
Filed: 10/1/07

NORTHAMPTON DISTRICT COURT

Baker Tanks Inc. v. Hydropress Environmental Services
Allegation: Non-payment of goods sold and delivered: $13,678.19
Filed: 10/17/07

PALMER DISTRICT COURT

Richard and Jennifer Toelken v. Windmere LLC and Newcastle Development Corp.
Allegation: Breach of purchase and sale agreement and construction of new home; failure to return security deposit: $17,000
Filed: 10/15/07

SPRINGFIELD DISTRICT COURT

A. Boilard Sons Inc. v. R. L. Lafley Construction Co.
Allegation: Non-payment of goods and materials: $11,032.95
Filed: 10/16/07

Kelvin Quamina v. Caribbean American Cultural Center
Allegation: Breach of contract: $4,234.27
Filed: 9/28/07

WESTFIELD DISTRICT COURT

George Panagos v. Thomas Tomlinson d/b/a Hire Image
Allegation: Negligence in reporting of plaintiff as guilty of felony instead of misdemeanor: $2,000
Filed: 10/1/07

Robert Todt v. Borges Construction
Allegation: Suing for damages done to home: $7,184.79
Filed: 9/27/07

Departments

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

AMHERST

Avenues of Peace Inc., 409 Main St., Suite 123, Amherst 01002. Michaela Deangelis, 163 Buffam Road, Pelham 01002. (Nonprofit) To offer teaching, counseling, supporting, etc., to facilitate the sharing of physical, emotional, financial resources, etc. for needy people of all races and creeds, etc.

ASHLAND

Hardwickgate Inc., 14 Hardwick Road, Ashland 01721. William J. Ryan, same. Manufacturing representation and sales.

GRANBY

Carl’s Tree Service & Enterprises Inc., 155 Carver St., Granby 01033. Carl Anderson, same. Tree service.

HADLEY

Valley Building Company Inc., 10 Bayberry Lane, Hadley 01035. Peter A. Gelinas, same. To develop, renovate and sell real estate.

HAMPDEN

Min Chao Inc., 5B Allen St., Hampden 01036. Zeng Min Gao, same. The business of a restaurant.

HATFIELD

EK Onkar Inc., 60 Main St., Hatfield 01038. Amrik Singh, 440 Rocky Hill Road, Northampton 01060. Convenience store.

HOLYOKE

Max Salvage & Maintenance Inc., 20 Hadley Mills Road, Holyoke 01040. Maxwell Perez, 43 Park Slope, Holyoke 01040. Property salvage and maintenance.

The Coffee Stop Inc., 50 Holyoke St., Holyoke 01040. Mohamed El Khashab, 64 Pierpont St., Waterbury CT 06708. Ayman El Khashab, 68A Biddle St., Springfield 01129, clerk. Coffee shop.

 

LUDLOW

Atlantic Crushing and Recycling Inc., 83 Carmelina Circle, Ludlow 01056. Paulo C. Baltazar, 308 Woodland Circle, Ludlow 01056. To operate a crushing and reclycing business.

SPRINGFIELD

A.H. Renaud Construction Inc., 18 Cherokee Dr., Springfield 01109. Adam H. Renaud, same. Residential construction.

Dinapal Inc., 85 Braddock St., Springfield 01109. Nadine Pallazola, same. Customer service.

DNA Photography Inc., 57 Florence St., Springfield 01105. Darnel Ali, same. Photographer development and public awareness.

WESTFIELD

Belles Enterprise Inc., 141 Old Stage Road, Westfield 01085. Terrie Belle Duval, same. To run a bar.

WILBRAHAM

Freeze Operations Holding Corp., 1855 Boston Road, Wilbraham 01095. George M. Condos, same. (Foreign corp; DE) Manufacturing representation and sales.

Reen Motorsports Inc., 6 Maynard Road, Wilbraham 01095. Robert P. Reen, same. To deal in all types of vehicles, motorized or otherwise propelled.

WEST SPRINGFIELD

Flooring Dimensions Inc., 145 Quarry Road, West Springfield 01089. Mark M. Salamon, same. Flooring installation.

Departments

The Super 60

The Affiliated Chambers of Commerce of Greater Springfield staged their annual Super 60 luncheon on Oct. 26. The event recognized the top performers in the categories of revenue and revenue growth.

Above: keynote speaker Dale Collie shares his war stories and the U.S. Army’s ‘6 Elements of Surprise.’

Above: receiving the award for the top ‘Growth’ company, Kleer Lumber, LLC, is Walter Valentine, center, president and CEO, along with Peter Straley, president and CEO of presenting sponsor Health New England, and Meghan Sullivan, with platinum sponsor Sullivan, Hayes & Quinn.

Center right: receiving the award for the top ‘Revenue’ company, Springfield College, is Brendan Neal, director of Community Relations, along with Straley and Thomas Burton, president of platinum sponsor Hampden Bank.

Above: nearly 700 Western Mass. business leaders attended this year’s luncheon at Chez Josef.

Departments

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

AMHERST

Jacobs and Swender Inc., 26 Sumner Mountain Road, Amherst 01002. Paul D. Jacobs, same. (Foreign corp; NY) Consulting and writing.

ASHFIELD

Common Good Finance Corp., 48 Buckland Road, Ashfield 01330. William Spademan, same. Forming a bank (but not being a bank and not acting as a bank).

BUCKLAND

Shelburne Falls Theatre Arts Inc., 142 Bray Road, Buckland 01338. Janice Kay Dompke, same. (Nonprofit) To provide the local community with creative arts performances, etc.

CHICOPEE

Allium Home Care Inc., 333 Front St., Suite 1, Chicopee 01013. Lorraine Marie Tunstall, same. Health care.

E Beals & Sons General Contracting Inc., 140 Joy St., Chicopee 01013. Jessica Lapa, same. Residential and commercial real property renovations.

QuickService Solutions Inc., 21 Duprat Ave., Chicopee 01020. Christine M. Cote. same. Refurbishing parts.

EASTHAMPTON

Riya Bansri Inc., 21 Kingsberry Way, Easthampton 01027. Chandresh Patel, same. To operate a package store/convenience store.

EAST LONGMEADOW

Letendre Painting & Decorating Consulting Inc., 444A North Main St., Suite 280, East Longmeadow 01028. Sandra Lee Beaudry-Letendre, same. Consulting businesses on house painting.

Six-Point Creative Works Inc., 88 Fernwood Dr., East Longmeadow 01028. David G. Wicks, same. Marketing and advertising service.

Sumner Avenue Inc., 167 Pease Road, East Longmeadow 01028. Pamela McCarthy, same. Real estate.

HOLYOKE

Mass Auto Sales Inc., 1616 Northampton St., Holyoke 01040. Jefffrey E. Richardson, same. Automobile purchase and sales.

LONGMEADOW

Green Earth Energy Corp., 208 Shaker Road, Longmeadow 01106. Christopher I. Seyocurka, same. Consulting for the design and installation of geothermal energy systems and other non-fossil fuel energy sources.

Starr Landscape Construction Inc., 844 Longmeadow St., Longmeadow 01106. John Burritt, same. Landscaping.

 

MONSON

Beth Deb’s Family Dining Inc., 10 Wales Road, Monson 01057. Stephen J. Wark, 210 Wales Road, Monson 01057. To purvey food and beverages of all types.

NORTHAMPTON

Family Financial Associates Inc., 355 Bridge St., Suite 5, Northampton 01060. Maureen L. Goddard, 98 South Mill River Road, Deerfield 01373. Wealth management and financial planning.

SOUTH HADLEY

Maramor Inc., 514 Amherst Road, South Hadley 01075. Russell Mariani, same. Marketing health and fitness products and services.

SPRINGFIELD

Crown Pizza and Fried Chicken Inc., 1208 Main St. Springfield 01103. Vincent Maldonado, 135 Spring St., Suite 3A, Springfield 01150. A wholesale and retail food sales vendor dealing in multiple restaurant locations.

Dafrauda Inc., 57 Florence St., Springfield 01105. Darnel J. Ali, same. (Nonprofit) Fraud awareness, detection, and prevention.

Rodriguez International Trade Co. Inc., 228 Tiffany St., Springfield 01108. Juan Ramon Rodriguez, Jr., same. Retail, wholesale apparel, footwear, electronics.

Wellness for Abundant Living Ministries Inc., 1410 Carew St., Springfield 01104. Annie B. Watson, 705 Rainbow Road, Windsor, CT 06095. Betty Johnson, 208 Massachusetts Ave., Springfield 01109, clerk. (Nonprofit) To provide healing, empowerment, and health in people through education toward total wellness, etc.

WESTFIELD

Radisson Heights Association Inc., 37 Radisson Lane, Westfield 01085. James Crean, same. (Nonprofit) To own and manage property known as “Open Spaces” within the Radisson Heights, a/k/a Plantation II Residential Subdivision in Westfield, etc.

WILBRAHAM

Chicopee News Distributor Inc., 655 Glendale Road, Wilbraham 01095. Leonard Surdyka, same. Newspaper distribution.

WEST SPRINGFIELD

Anvil Ornamental Inc., 94 Miami St., West Springfield 01089. Kenneth G. Rose, same. Metal fabrication and installation.

T.P.I. Group Consulting Services Inc., 28 Poplar Ave., West Springfield 01089. Billy D. Ballard, same. To provide technical and professional training and consulting services to general business entities, etc.

Departments

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

AGAWAM

Viktoria’s Cleaning Service
418 Meadow St.
Viktoria Zagorodrjuk

AMHERST

Atkins Farms Country Market
1150 West St.
Pauline Lannor

Dancer Computers
450 West St.
Daniel S. Kaden

Echo Hill Art
64 Heatherstone Road
Natalie Stafford

Judy Associates
6 High Point Dr.
Judith Tambasco

Kelly’s Restaurant
314 College St.
Stephen M. O’Brian

Lincoln Real Estate
25 North Pleasant St.
Peter P. Grandinico

Mass Players Soccer League
134 Summer St.
Christopher Monteiro

New England Dance Quarters
316 College St.
Penny Manheim

Northeast Environmental Solutions
577 West St.
Taylor Davis

R & T Package Store
505 West St.
Leonard H. Pratt

Silicon Goblin Technologies
171 State St.
Steven Linberg

Stone House Farm
649 East Pleasant St.
Candace Talley

Sunrise Annex B & B
1330 S. East St.
Margaret Holcomb

The Mercantile
11 East Pleasant St.
Adrian Wilkins

UMass Rugby Football Club
302 Orchard Hill Dr.
Diego De Leon

CHICOPEE

Atlantic Marine Communities
4 Stephens St.
Atlantic Marine Corps Communities, LLC

Colonial Restorations
1174 Montgomery St.
James G. Chartier

Extreme Stucco & Painting
21 Nassau St.
Anatoliy Maksimchuk

JDR Sales
79 Shepard St.
John D. Roux

Reliable Limousine Services
376 Chicopee St.
Anzhelika Salagornik

TNG Stenography
807 Sheridan St.
Nicole E. Guilbert

EAST LONGMEADOW

Arnold’s Meats at the Barn, LLC
359 Shaker Road
Susan Katz

IRM Insurance Agency Inc.
75 North Main St.
Barry M. Stephens

Peppa’s by the Slice Pizza
33 Harkness Ave.
Argiro Degulielmo

The Pizza Shoppe
134 Shaker Road
Nicholas Guiggio

GREENFIELD

C & M Online Services
178 Chapman St.
Edward C. Craig Jr.

Dave’s Drywall & Painting
167 Conway St.
David R. Deforge

Historic Factories, LLC
2 Mead St.
Albert L. Shane

House Imagination
178 Chapman St.
Maria M. Ortiz

K & K Auto Sales
381 High St.
William D. Kilgour

Problem Wildfire Solutions
83 Puckett Lane
Rocky Fletcher

HADLEY

I.T.S./ Designers 2
12 Middle St.
Chester E. Abel

KFC
3 S. Main St.
John P. Hayes

Matthew Hallmark
115 Hampshire Mall
Ann M. Hofferberth

Michael Community Therapeutics
138 Russell St.
Kent S. Hesse M.D.

HOLYOKE

Boobu-Akees
10 Clinton Ave.
Marisol Cartagena

Calendar Club
50 Holyoke St.
Omar Khan

Flats Market
36 Ely St.
Evaristo Almonte

New Realty
183 Sargeant St.
Sarah Rose Stack

Now Who’s Next
241 Main St.
Eric Nieves

Pioneer Valley Flea Market
2200 Northampton St.
Richard A. Burns

Rivera’s Variety Store
368 High St.
Saiid Rivera

Seamus Pub LLC
80 Jarvis Ave.
Eileen O’Leary Sullivan

Target Optical Shop
50 Holyoke St.
Jack Dennis

 

LONGMEADOW

Cellular Products Consulting
116 Brooks Road
Michael Keene-Moore

Richard M. Russo Real Estate
61 Nevins Ave.
Richard M. Russo

LUDLOW

Balance Professional
77 East St.
Lori Miller

NORTHAMPTON

Fitness Together
18 Strong Ave.
Brandon Reed

Hair by Patrick
56 Main St.
Patrick J. Mansfield

Island Homes, USA
19 Tyler Court
Alan Michael Miller

M & M Links
28 Pleasant St.
Maureen Abdullah

PALMER

Gales Newsstand
1363 Main St.
Robyn Ottomaniello

GQ Painting
11 Holbrook St.
Gerald Quesnel

Sweet Pumpkin Catering
57 Laurel Road
Sara J. Sullivan

SOUTH HADLEY

Able Security Company
94 Hadley St.
John Muise

Advanced Telemessage Service Inc.
138 College St.
Morando DeFronzo

Mandarin Gourmet
481 Newton St.
Michael Wong

Spectrum Educational Technologies
30 Riverboat Village Road
Jason Frey

SPRINGFIELD

Al’s Paintball Discounters
171 Marsden St.
Andrew a. Clough

C.I. Clean
58 Dresden St.
Charlie Moore

Castellanos Restaurant
2895 Main St.
Samuel Rivera

Cephas Property Management
211 Wilbraham Road
Roberto McCarthy

Charlene’s Boutique
180 Eastern Ave.
Charlene Naylor

Crystal and Glass Creation
33 Greenbrier St.
Cynthia K. Lincoln

Cuddly Creation
1065 Boston Road
Michael Ventrice

Eric-N-Son’s Trucking LLC
52 Pearl St.
Eric Bernard Denson

H & L Auto Sales
1535 Bay St.
Larry J. Cole

J.B. Creative Photos
167 Laconia St.
Sheila M. Cotto

Jimenez Barber Shop
278 Oakland St.
Juan Jimenez

Josie Jewels
90 Allen St.
Jo Sette

Linda’s Dance Studio
233 Franklin St.
Linda C. Toombs

M Brothers Auto Repair
279 Mill St.
Jose Medina

Mbane International
147 Maple St.
Makala Francis

Medina Financial Inc.
2705 Main St.
Jose Juan Medina

WESTFIELD

AMR Automotives
170 Lockhouse Road
Michael Chaplin

Budget Rent-A-Car Inc.
190 East Main St.
Anne Lomonaco Avis

Day Lumber Company
34 South Broad St.
Jason Ryan Kaplan

Deals “4” Wheels, Inc.
115 Springfield Road
Darlene Roache

Coggin Creek Stables
1008 Granville Road
Brenda L. Coggin

WEST SPRINGFIELD

Alpha Home Improvement
1241 Elm St.
Gregory Gilbert

Connecticut Remodeling
15 Prince Ave.
Peter Gurchenko

J.A.M. Candles
76 Irving St.
Jessica Markel

Leo Hood D.M.D
1284 Elm St.
Leo Hood

Preco Power Equipment
2385 Westfield St.
John Grimaldi

Pavel Water Filtration
70 Windsor St.
Henry H. Pavel

Sharon’s Hair Care
1027 Westfield St.
Sharon Edith Hallmark

Opinion
Transparency at Our Hospitals

Ten years ago, the idea of tying Medicare or Medicaid reimbursements to hospitals’ performance on specific clinical measures would have been unthinkable. Today, not doing it is unthinkable.

Having worked in the hospital and health care industries for decades and in many states, we have seen firsthand how others approach quality-improvement efforts. What business leaders, opinion makers, and patients in Massachusetts need to know is that — far and away — hospitals here are leading the nation when it comes to taking on quality improvement. The type of work underway to improve patient safety through increased transparency and public reporting is unlike anything going on around the country. And it is all voluntary.

Well before federal Medicare officials announced their recent plan to no longer pay for certain preventable hospital errors, including falls and pressure ulcers (or bedsores), Bay State hospitals were collecting data in these very areas. Recently, Massachusetts hospitals, using a consumer-friendly Web site, started reporting data on falls to the public and will unveil bedsore data later this year.

Also, while the Institute for Healthcare Improvement is urging hospitals nationwide to get trustees more involved in the quality and safety agenda, Massachusetts hospitals, through a grant from the Blue Cross Blue Shield Foundation, are developing a model trustee curriculum that is being piloted around the state.

This is not just a sampling of health care facilities; 100% of Massachusetts hospitals are reporting their numbers, sharing best practices with one another, and implementing new clinical protocols. We are finding that transparency and openness breed new conversations, a heightened focus on correcting problem areas, and, ultimately, improved care.

It is not just the federal government looking at ways that payments can move the needle on hospital quality. In August, the Medicaid program in Massachusetts also introduced plans to make the payment-quality connection. Unlike the federal government’s plan to withhold payment for hospital errors, the state, in partnership with Massachusetts hospitals, developed a ‘pay for performance’ initiative, which in effect gives hospitals an added bonus for a job well done in certain areas.

Under the plan, Massachusetts hospitals can earn bonuses totaling $20 million for more effectively managing such concerns as pediatric asthma, pneumonia, surgical infections, and racial and ethnic health disparities.

For years, hospitals — particularly those in urban areas — have been retooling their delivery systems to meet the changing needs of a diverse patient population. Interpreters and disease-prevention programs aimed at curbing illnesses more prevalent among certain minority populations have been the norm for hospitals in Massachusetts. Under the new Medicaid regulations, all hospitals will have an added incentive to look more closely at the issue and will be rewarded for a job well done.

Why have Massachusetts hospitals placed such an emphasis on being open with the public? The single most important reason is that we owe it to our patients. Having a loved one hospitalized can be a heart-wrenching and stressful time. Reducing the number of questions around health care quality can inform and ease the minds of our patients. Also, as transparency efforts become the standard in Massachusetts, the industry will take the lead in managing health care costs, a goal we can all support.

Virtually anywhere you look, you can find easily accessible performance information in many different industries. An airline’s on-time arrival performance or your local school’s standardized test results are two good examples. It is only common sense that information on how well your local hospital treats certain illnesses should be there for you to look at as well.

Lynn Nicholas is president and chief executive of the Mass. Hospital Assoc. Robert Norton is president and chief executive of North Shore Medical Center. This article first appeared in the Boston Globe.

Features
Chamber Seeks a New Model of Governance for Springfield
Victor Woolridge and Russell Denver

Victor Woolridge, left, and Russell Denver say Springfield needs both a strong mayor and a chief administrative officer.

Victor Woolridge equates it to a project manager.

That’s the simplest and, in his mind, most effective way to describe a new position that Springfield Chamber of Commerce leaders would like to see added to the city’s management structure.

“Chief administrative officer would be the technical term,” said Woolridge, president of the Springfield Chamber and managing director of the real estate finance group at Babson Capital Management. “But this individual, this CAO, would essentially be a project manager, handling a specific assignment, and reporting back to those in charge.”

Among those in charge would be Springfield’s mayor, who, according to the informal proposal being shaped by chamber leaders, would have pre-control-board levels of power, but be serving a four-year term (twice the current length) and earning close to $150,000 per year (more than half again the current rate of compensation). And the CAO’s assignment would be to see that Springfield, which Woolridge described as a “complex, half-billion-dollar entity,” is being managed effectively, and that there is no backsliding from the fiscal and administrative progress achieved by the Finance Control Board that has been essentially running the city for more than three years.

“We’ve been focused on repositioning the top level of local government in such a way that there would be a smooth transition from the control board to local control,” he explained, adding that the CAO his group envisions would act much as the executive director of the control board, Stephen Lisauskas, currently does.

The multi-pronged initiative to change the shape of the of the city’s management structure results from a mix of recent events and new research into the governmental models being used in municipalities across the country, said Russell Denver, president of the Affiliated Chambers of Commerce of Greater Springfield.

He told BusinessWest that the chamber has been supportive of many suggestions spelled out in the Urban Land Institute (ULI) study of the City of Homes undertaken in 2006, including one to examine the city’s management structure and change it if necessary. Chamber leaders generally agree that change is needed, said Denver, and, after some research and calls to cities with various models, they have zeroed in on one that keeps Springfield’s strong mayor, but adds a layer of professional management needed to keep a city with a $515 million budget running smoothly.

“The job of mayor is so complex,” said Denver, “that we need someone in there day to day pushing all the new initiatives that the control board has put forward and making sure that the ball keeps moving.”

The chamber’s pursuit of this model, which is relatively new to Massachusetts, was at least partly inspired by a 1999 report penned by the private, non-profit group the Worcester Regional Research Bureau. Prompted by renewed calls to change that city’s structure from a council-city manager format to a strong mayor (the shift was not approved), the report analyzed trends and concluded that, among other things, there has been a blurring of the traditional lines in municipal governance.

There is movement toward adapting modified city manager and strong mayor formats, said Roberta Schaafer, executive director of the research bureau, adding that these models contain elements of both. She said a number of cities, including Philadelphia, Oakland, St. Petersburg, Fla., San Jose, Calif., and Kansas City, Mo., have embraced formats that include a strong mayor and an administrator carrying titles ranging from city manager to managing director to city administrator.

“The two forms seem to be merging — there doesn’t seem to be the sharp distinction there was before,” she said, noting that council-manager governments have become more political over the years, thus defeating the purpose for which most were established.

However, at the same time, municipal management has become increasingly complex, thus requiring the services of professional administrators to assist strong mayors.

The challenge ahead for those pushing for change in Springfield is to build support for the new model — they have been doing so at informal coffee hours with business owners and managers, while also meeting with city councilors and the city’s legislative delegation — then implement the change through one of several methods available (more on that later), and get all this done so the changes are in place for the 2009 election.

“There needs to be a strategy developed and then an implementation phase to ensure that, from a timing perspective, all this happens as the control board is wrapping up its work,” said Woolridge, noting that the board is slated to depart in roughly 18 months.

In this issue, BusinessWest looks at the changes proposed for management of the city, why they are being considered, and how they might become reality.

Form and Function

Denver told BusinessWest that chamber leaders have been looking at Springfield’s governmental structure, and if and how it should be changed, for roughly a year.

A working group, led by Woolridge, has met more than a dozen times to discuss the matter. Focusing strictly on the mayor’s position and questions about whether to add a professional administrator, this panel has come to some conclusions:

• First, that the strong-mayor form of government should be maintained in Springfield.

“I think the residents of Springfield want to see their mayor back in control,” said Denver, noting that the control board has been running the ship the past three years.

• Second, that the term for that office should be four years, not two, to give the office holder time and opportunity to achieve progress without facing an election every other year.

“With elections every two years, the mayor of Springfield spends one year managing and one year running for re-election, and that’s not an efficient way to run a city,” said Denver. “Boston’s mayor has a four-year term, and we think that’s appropriate.”

• Third, that the salary for the mayor’s job be increased from the current $95,000 to $150,000 to attract a wider pool of candidates.

“Most of our mayors and mayoral candidates have been coming from the City Council,” said Woolridge. “This isn’t necessarily bad, but if the salary was higher, we could attract some people from the business community who could run, but haven’t run historically because they’re making more than what the mayor’s job pays.”

• Fourth, that the strong mayor format be modified to include a new position — chief administrative officer — and that this individual serve a five-year term to provide a measure of continuity needed when there is a change in mayoral administrations.

Pursuit of a CAO has been inspired by the success of the control board in restoring fiscal order in Springfield, said Denver, and a desire among many in the business community to maintain this level of professionalism and accountability in city operations.

“This individual, this CAO, would be the day-to-day manager of the city, which would allow the strong mayor to focus on bigger-picture matters,” he explained. “The mayor would be more of an advocate on both the state and federal levels for additional funding, and would be the one creating relationships with federal, state, and local officials.

“Do you need a mayor sitting in on contract negotiations? No, a city administrator could handle that,” he continued. “The CAO can take all the recommendations included in various reports and make sure that those things get done. These are the day-to-day things you need to keep the city moving in the right direction, and you can’t have the mayor involved in all of them — there aren’t enough hours in the day.”

Detail Work

This CAO would work for the city and report to the mayor and city council, said Woolridge, returning to his analogy of a project manager.

“If we’re building a large office building, and we’re the partners, then we’re in control,” he explained. “But we hire a professional project manager to make sure all of the disciplines are coordinated and our strategy is effectively implemented.

“That person reports back to the people in charge,” he continued, “and the people in charge continue to direct that individual on which way to go. But that project-manager type of person is responsible for coordinating all the efforts.”

Schaafer had a somewhat different analogy — that of a college president and a provost. The former represents the school and works primarily to set a vision, while also building an endowment, she explained, while a provost acts as a chief of operations.

Divisions of labor vary from city to city, said Schaafer, referring to specific duties for both mayors and professional managers in the new, “modified” formats, but, in general, the mayor is responsible for developing a vision, while the administrator carries it out, essentially making sure that the trains run on time.

While Schaafer sees some benefits to the strong mayor/CAO model and understands why Springfield would pursue it in light of its recent fiscal problems and scandals, she questions plans for a five-year contract for the manager. In most models she’s seen, the CAO is chosen by the mayor, appointed by the council, and can be terminated only for cause. Having a five-year term for the CAO but a four-year term for the mayor makes little sense, she said.

And while chamber leaders hope and expect that the changes in governmental structure will lead to improvement in how the city is run, some research suggests that governmental structure does not play a deciding role in municipal performance.

A 2004 study undertaken by the research bureau suggests that a change in government is not likely to have a dramatic effect (positive or negative) on performance areas ranging from economic development to crime; from test scores in schools to muncipal fiscal health.

“There are many other factors that influence municipal health, such as national economic trends, availability of land to develop, quality of workforce, state tax structure, local policies, and individual leadership qualities,” stated the report’s authors. “The form of municipal government has little effect on these factors except that the form and particular provisions within a charter may encourage or discourage strong leadership. Both mayor and manager forms of government are capable of producing strong leaders.”

There are several ways for Springfield to implement a change, including a special act of the Legislature, a charter commission, or even a decision of the control board, said Denver, noting that voters would need to approve a lengthening of the mayoral term from two to four years.

The key is to move the process forward, said Woolridge, noting that those backing this initiative do not have time of their side.

“We’re talking about a broad strategy,” he explained. “The details of how it might get implemented and determining what the right course is … those haven’t been fully vetted yet. The timeline needs to be looked at, and there are a lot of issues lying under the water that have to be looked at. But you develop the vision and strategy first before you work out the details, and we’ve done that.”

Taking a Strong Position

Just how those details will be worked out remains to be seen, but Springfield chamber leaders believe the strong mayor/CAO model they’re pursuing represents a real chance to maintain the momentum achieved on several fronts by the control board, while also making the mayor’s position more attractive, from a fiscal standpoint, and more effective.

“It’s the best of both worlds,” said Denver, noting that, with this model, city residents can elect someone to set a tone and develop a vision for their city, while a professional manager can handle the myriad details involved with carrying out that vision.

If all goes as planned, the very top of city management will look much different in January 2010. That’s when the ‘project manager’ will report for duty.

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

Features
Elms College Launches Master’s Program in Nursing
Kathleen Scoble

Kathleen Scoble says future nurse managers need to learn both clinical and business skills to succeed.

It’s a vicious circle, one that Elms College hopes to straighten out.

The shortage of nurses across the U.S. and in Massachusetts has been a problem for much of the past decade, with a generation of older nurses retiring or preparing to retire at a faster clip than young nurses are entering the workforce — all at a time when people are living longer than ever before, often with chronic conditions that require ongoing medical care.

It’s also a trend that is expected to accelerate, with a recent study by the Mass. Assoc. of Colleges of Nursing anticipating a statewide 25,000-nurse shortage by 2020 — about three times the shortfall today. Meanwhile, the national shortage projection for 2020 is a staggering 340,000.

There’s an irony to the situation, however. Since the shortage has been on national media radar, colleges that offer nursing programs have, virtually across the board, reported a spike in interest from applicants looking to train for what has become one of the most secure careers available. However, many of those schools are turning applicants away at an alarming rate, or at best wait-listing them — because of a shortage of nursing faculty to teach them.

Elms College in Chicopee has taken a proactive approach, albeit one that will take a few years to bear fruit. It has instituted a new master’s degree program in nursing, which consists of two tracks: a master’s in Nursing Education, a 36-credit program that prepares graduates to educate the next generation of nurses in a variety of settings; and a master’s in Nursing and Health Services Management, a 42-credit program aimed at creating a stream of nurse managers.

Each track will enroll between 15 and 20 students at a time. In addition, two 12-credit certificate programs will also be offered in each of the specialty areas.

Kathleen Scoble, director of Nursing at the Elms, said modern nurses need to be equipped with both clinical and business skills, and to that end, the new programs will be taught by an interdisciplinary faculty from nursing, business, and education.

“Elms College has a strong history of responding to changes and needs in the community, the educational environment, and particularly the health care community,” Scoble said. “We acknowledge and share our health care community’s need to prepare nurses for leadership and management roles, and as nurse educators.”

Mary Tarbell, acting dean of Nursing at Springfield Technical Community College, said hospital patients are sicker, on average, than they used to be, noting that a gallbladder removal is now an outpatient procedure, when it used to require an overnight stay. Meanwhile, patients now listed as critically ill would not have survived a generation ago.

Such situations require specialized skills, which is why hospitals and other organizations fret that a shortage of nurse leaders and managers — and the expected further exodus of those nearing retirement age — has made it difficult to properly train and support less-experienced nurses.

Both nursing professors and nurse managers are among the nursing careers that require post-graduate degrees, and Elms administrators say the college is meeting a real need.

“We need significantly greater numbers of nursing faculty and also nursing leaders and managers,” Scoble said. “We’ve heard of high vacancy rates in management positions. This is an attempt to increase those numbers.”

The two tracks are complementary in many ways, she noted, because nursing education does not have to end with an associate’s or bachelor’s degree. In fact, she said, while studies have shown a relationship between the continuing education of a nursing workforce and improved patient care, many acute-care hospitals in Western Mass. have reported low levels of baccalaureate- and master’s-prepared nurses.

The shortage has played out in measurable ways locally, said Mary Brunton, director of Patient Care Services at Baystate Medical Center, who said her hospital has experienced growing waits in the Emergency Department due to more and sicker patients.

That’s one of the factors that led to Baystate’s planned $259 million expansion, which will require an influx of nurses — including those with advanced degrees — well beyond the average 100 or so Baystate has hired annually in recent years to keep pace with retirements and patient needs.

“We anticipate needing many more nurses after we open this building,” Brunton said, noting that the Elms master’s program will help students find quality career opportunities at Baystate down the road. “This is beneficial not just to these students, but to us.”

At the Elms, that means fewer applicants languishing on waiting lists and, eventually, more key jobs being filled at facilities throughout Western Mass.

“All programs in our area have had to deal with this shortage, with positions going unfilled,” said Cynthia Dakin, associate professor of Nursing at the Elms. “Whether big or small, everyone is feeling the same crunch.”

Joseph Bednar can be reached at[email protected]

Sections Supplements
EverythingCU Creates a Community for Credit Unions
Morriss Partee

Morriss Partee, owner of EverythingCU, says his work with credit unions is providing his Holyoke-based company with a national reach.

For Morriss Partee, owner and creator of EverythingCU.com, a multi-faceted resource center and online community for credit unions, people are what it’s all about, and what drives his business forward.

People and gnomes, that is.

Can’t forget the gnomes, the unofficial mascots and a point of pride for EverythingCU and its members, who join to take advantage of products and services designed to make credit union operations smoother, but also to become part of a community that is far removed from preconceived notions of the world of financial institutions.

“Other people want to copy us, but so far no one has,” Partee said. “I think it’s the eBay effect: they’re the best online auction site not because of their technology necessarily, but because that’s where everyone is.”

With 5,620 registered members and counting, EverythingCU.com seems to be positioning itself for a similar reputation.

“We’ve got a formula that is based on three things: education, innovation, and fun,” Partee explained. “These are what attract and inspire people, and also make our members feel like they’re one of the cool kids.”

This philosophy is reflected in several aspects of EverythingCU.com, which began as a strictly marketing-based endeavor in the late ’90s and has since grown to become a more far-reaching information portal for credit unions and their marketing departments across the country.

Understanding Assets

As exhibited by its garden-dwelling poster children, there’s a certain quirkiness about this business. EverythingCU first unearthed the gnomes three years ago, and members, who became honorary gnomes for participating, refused to give up their status after the event. Today, the pointed-cap-wearing, white-bearded mini-members continue to surface in marketing materials, message boards, and in the company’s virtual Gnome Hall of Fame.

But the fun and games are just one part of EverythingCU’s business model, albeit an intrinsic aspect that keeps members coming back for more.

“Just a little bit of personality and character goes a long way,” said Partee, noting that this ‘a-ha moment’ helped to nurture a seed of an idea that began when Partee was a freelance marketing consultant, convinced that the world of financial services didn’t have to be a boring one.

Partee said he first began working with credit unions in 1996, joining forces with the UMass Five College Federal Credit Union in Hadley to offer design work for logos and other materials.

At the start, he was afraid the work was not going to be terribly creative.

“I was envisioning lots of coins and bills and dollar signs,” he said. “I thought it was going to be pretty boring.”

But with the support of the credit union’s then-president, Jon Reske, Partee decided early on to forgo graphics of piggy banks for more creative imagery, ideally depicting people — members — who are intrinsic to the health and longevity of any credit union.

“It was at that time that I truly started to understand that credit unions aren’t all about money, they’re all about the members,” he said.

“And in the sphere of people’s lives, the creative options were endless. We could use images of what credit unions did to make life easier or better, and once we started down that path, everything was a home run.”

The Loan Ranger

Partee maintained a working relationship with Reske and the credit union for three more years, when, in 1999, he began thinking about his next venture. At the same time, the Internet exploded, and he began taking stock of his talents, strengths, opportunities, and interests, to see if he might be able to parlay them into a business with an online component.

“I was trying to think of what I loved and what inspired me,” he said. “I had always enjoyed marketing and business, as well as art, music, computers … by that time, I was working with a few credit unions, but I thought, what do I know about them, besides they all seem to pay me on time? What does the world of CUs look like?”

That was enough to prompt Partee to delve further into that world, though, by creating a ‘discussion site’ online to serve as a sort of idea generator and focus group all in one.

“I thought, I may not know everything about credit unions, but I do know I need more clients like Jon Reske,” he said, noting that he obtained a public directory of credit unions across the country and invited their marketing directors to join the forum he’d created. Not long after, he was welcoming between 15 and 20 new members a day.

“Then after about a year, people started showing up on their own,” he said. “It morphed quickly from a marketing tool to a community of like-minded people.”

A few “environmental factors,” as Partee calls them, also helped spread the word about what would soon be named EverythingCU. Credit union deregulation created a world of new opportunities as well as a new level of competition.

“There was a rush among select-employer-group credit unions to go community, and that got people competing with each other more than ever,” he explained. “All of a sudden, credit unions in the same communities didn’t want to talk to each other anymore. On a national level, though, trading ideas and best practices still felt safe.”

The business began its existence as CUMarketingDept.com, offering marketing, design, and consulting services to the national credit union industry. It operated under that moniker until 2003, when Partee said technology and the need among credit unions for guidance in many different areas of business prompted a name change that would better reflect the diverse services the company offered.

“It’s been a gradual evolution,” said Partee. “We’ve moved away from just marketing to focus more on products that serve credit unions in general, and we’re offering more strategic planning. A lot of our focus is on consulting and helping credit unions adapt to today’s wired world. In essence, we’re helping credit unions find their way.”

The Power of the Product

EverythingCU.com does this through a wide range of technology-based channels. The site is member-based and open only to credit union employees and their dedicated marketing agencies, in order to maintain a level of privacy.

There’s a strong social media aspect — similar to professional networking sites like Facebook and LinkedIn, members post photos and news bits about themselves and their workplaces, create profile pages, and participate in regular discussions regarding everything from holiday hours to promotions to vendors (who, incidentally, are blocked from joining EverythingCU and soliciting its members).

A suite of ‘gadgets,’ online and technology-based tools designed by EverythingCU specifically for use by credit unions, is also available. These items include an online switch kit that streamlines the process of joining a credit union for new members (typically, such kits have been paper-based, until recently). Customized with a given credit union’s name, address, and routing numbers, and tailored to match the look and feel of a Web site, the switch kit creates a complete set of letters and forms as a PDF, while allowing members to type their information into a template only once, and negating the need for a credit union to create such an online option for themselves.

EverythingCU products also include a marketing budget report that allows institutions to compare their own budgets to those of their peers and competitors. The report includes customized Web pages, which show how one marketing budget compares to another using key result metrics such as loan growth, salaries, and expenses.

The report also includes a display of the top credit unions by asset size and membership, as well as those with the largest marketing budgets.

In addition, the site includes a section on branding and what EverythingCU can offer as a marketing firm — brand development, branding workshops, and Web site design are among its specialties.

Meetings of the Mind

Partee said EverythingCU’s break-out product, however, has proven to be its interactive Webinars, or online seminars that facilitate discussion among professionals in credit unions across the nation. The interface was developed in-house and allows members to glean information from a wide variety of guest ‘speakers,’ as well as virtually raise their hands to ask a question on topics such as developing better relationships with select employer groups or determining a marketing budget.

“We’ve tried to make the Webinars as ‘live’ and in-person as possible,” said Partee, “and we’ve realized how cool the credit union discussions can be. The Webinars allow people to share ideas, documents, and what has worked and not worked for them. They create a private place for public institutions.”

The importance of that private place goes back to the trend among credit unions, especially of late, to become isolated as they strive to protect confidential information from their competitors, while at the same time learn new practices in an increasingly competitive climate.

“Essentially, many credit unions are operating in secrecy,” said Partee. “It’s a big problem facing the industry; while they need to find examples of practices that are successful, they need to protect their own ideas and protect themselves from an onslaught of vendors. And as non-profits, their budgets must be closely monitored constantly.”

Regardless of the venue, areas in which credit union professionals can have meaningful discussions that sometimes include proprietary information is a key tenet at EverythingCU. The team, which currently includes six employees, also travels frequently to discuss branding and other marketing initiatives, and in 2005 held its first credit union branding conference with a twist — the Triple B, or Branding, Bonding, and Brew — in Portland, Ore. The following year, a similar conference was held in Baltimore, and Partee said he’s currently planning a third event for 2008, which could be located in the central part of the country, in order to cover all territories.

Gnome-man’s Land

It’s an extremely diverse business model, but one that has created a niche for credit unions that previously did not exist.

“We’ve brought credit unions to the forefront of ‘World 2.0,’ and we’re thrilled with it,” said Partee. “I think we have the best people involved, and we’re working for a mission we can believe in.”

And with a little irreverence for good measure, the company continues to grow its member base and develop new programs and products. At the start of the year, EverythingCU unveiled its latest draw, Stampede! The World’s First Branding Game, starring Tumbleweed the Branding Gnome.

“It’s our way of being authentic, and showing people that we’re real,” said Partee. “It’s what makes us great; it’s what makes us human.”

Jaclyn Stevenson can be reached at[email protected]

Sections Supplements
Bell & Hudson Builds a Legacy on History, Philanthropy, and Forward Thinking
Jim Phaneuf

Jim Phaneuf, owner and president of Bell and Hudson insurance, says streamlined management and philanthropy are two key aspects of the agency’s business model.

The sign on the front of the building says Bell and Hudson Insurance was founded in Belchertown in 1890. But the agency’s president and owner, Jim Phaneuf, estimates that it was a bit earlier.

A history buff and active member of Belchertown’s Historic Society, Phaneuf found a yellowed copy of the Belchertown Sentinel, the town’s local paper, not long after taking ownership of the agency.

In the issue, dated Sept. 1, 1950, George F. Bell spoke with reporters on the occasion of his retirement, and said that in actuality, the agency was formed during the Civil War by Frederick Taylor, a Granby businessman who owned a textile mill and created an insurance arm to protect his own holdings.

The business stayed part of the Taylor family until 1913, when Bell purchased it, taking Byron Hudson on as a partner in the 1930s.

Bell & Hudson, in its current permutation, was officially incorporated in 1940, serving Belchertown and its surrounding communities ever since.

The business was sold in 1950 to the Fuller family, which maintained ownership until 1992, when Phaneuf took the helm after five years of employment with the agency.

He said that as the business continues to grow and change with the times, honoring both history and community remain high on its list of priorities.

“I’ve been the steward of this business for some time now, and I’ve watched the town grow — and along with it, the business,” said Phaneuf. “It’s a great community.”

Blizzards and Benchmarks

Bell & Hudson has a strong philanthropic presence in Belchertown, said Phaneuf, adding that the agency is ‘there’ for the community in myriad ways, from fund-raisers for cancer to disaster preparedness.

“We’re ready to serve our customers in a blizzard,” he said, “because it’s during those times that people need their insurance companies. We’ve made great strides to be ready, with electric generators and other things, and we started that before it was on more people’s minds after Katrina.”

The agency has received high marks for its efforts to streamline various insurance processes and to make them more accessible, including claims-handling and customer service. It has twice received the Mass. Assoc. of Insurance Agents’ Five-star Award of Distinction, given to agencies across the state that, through an extensive, on-site examination performed by the MAIA every three years, prove exemplary performance in a number of key areas, such as customer focus and human resources practices.

Bell & Hudson is currently one of 32 agencies in the state to receive the five-star rating, but Phaneuf said even without the prize, the process of identifying best practices is a valuable one, which the agency uses to continuously improve.

“Agencies must go through a three-day audit. Auditors meet with employees, and look at performance in critical areas,” he said. “They look to see if an agency has a clear mission, and that staff members are well aware of that mission. They look at decision-making, corporate values, technical issues … even if we don’t get the five-star rating, at the end we have a great white paper that shows us what things we need to work on.”

Making the Upgrade

But there’s also a record of what the agency is doing right. Bell & Hudson, which specializes in various types of insurance for both families and businesses — most of its corporate clients are medium- to large-sized outfits with up to 125 employees — excels in technology-based systems that automate standard inquiries, claims, and other communication between the agency and the insurance companies with which it works. Phaneuf said keeping up to date with these systems has allowed the business to grow without necessitating more staff; there are currently 12 employees, a number that has not changed much in the past decade.

“Because we started earlier than most with our computer system upgrades, our number of employees has stayed level,” he said. “The upgrades never end; they are an expense, but it’s something we have to do to maintain a competitive edge and stay ahead of the curve.”

At this point, Phaneuf added, Bell & Hudson’s offices are also close to being paperless, and the systems also help navigate the many different filing practices of the 10 companies with which the agency works.

“Sometimes it’s difficult to support many different companies, but as an independent agency, it’s good for us in the long run because we’re satisfying the needs of our customers, whatever those needs may be,” he said. “Essentially, we sell promises, and a core part of our business is making sure those promises have been fulfilled. Working with insurance carriers can be sticky, and that’s exactly why there’s a need for independent agents. We speak their language.”

To ensure that nothing gets lost in the translation, employees are required to complete mandatory continuing-education courses each year to stay equally current with new trends and practices.

“I keep the staff on a course of continuous improvement,” said Phaneuf, noting that this has also helped him retain qualified personnel over the years. “It’s a challenge finding good people, and our staff members are mostly local people who take pride in their work. We have very low turnover; the average tenure is 10 years.”

This course includes certification and licensing programs that lead to a number of professional designations within the insurance industry, such as C.P.C.U. (Chartered Property & Casualty Underwriter), C.I.C. (Certified Insurance Counselor), and C.I.S.R. (Certified Insurance Service Representative).

A Putt Above

Beyond their career obligations, though, Bell & Hudson employees are also actively involved with the community, often planning large-scale events on their own time.

The agency’s largest philanthropic endeavor is its annual Putt-a-thon, or mini-golf tournament, which raises thousands of dollars each year for the Jimmy Fund and the Dana Farber Cancer Institute. Fighting cancer is a cause that’s dear to many at Bell & Hudson; several employees have been closely affected by the disease.

Dana Farber currently benefits from 150 individual golf tournaments, and Phaneuf said early on, he and his staff wanted to break from tradition and try something different. They devised a mini-golf tournament that the institute at first regarded with some skepticism. But those doubts were quickly erased when residents in the greater Belchertown area flocked to Evergreen Golf three years ago to putt 100 holes, and gather pledge donations for each hole. Local businesses also serve as sponsors. That first year, Bell & Hudson presented a check for $17,000 to Dana Farber, and this year, it raised close to $40,000.

The event, combined with other community assistance initiatives the agency has launched, as well as its strong track record in implementing current technology and processes to augment service, prompted the Quaboag Valley Chamber of Commerce to name Bell & Hudson its business of the year.

“It’s an amazing thing,” said Phaneuf of the putt-a-thon. “The event is still evolving — we’re still working out a kink here and there, and it has rained all three years we’ve had it. But if there’s a need, the people of this community come together. We have welcomed children from age 6 to an 86-year-old woman who came out to support us — and finished all 100 holes.”

Company Policy

What’s more, the event has spurred other communities to begin holding similar putt-a-thons, and Phaneuf said Dana Farber credits Bell & Hudson with devising the model.

“It’s not just about golf,” he said. “Actually, it’s not about golf at all. It’s about people — we might have put it together, but the customers make it happen.”

The agency’s philanthropic work also helps Bell & Hudson foster a level of comfort among clients and in the community that began in the 1800s, when Frederick Taylor sought his own peace of mind by forming what would become one of Belchertown’s longest-held and most successful small businesses.

“People like doing business locally,” Phaneuf said, “and honoring that is what helps us succeed more than anything.”

Jaclyn Stevenson can be reached at[email protected]

Sections Supplements
Take Steps Now to Ensure Lifelong Financial Security

For parents of a grown child with disabilities, the most pressing question is “what will happen to my child when I’m no longer here?” This concern grows more urgent as parents retire or experience a decline in health.

Today, more than 700,000 adults with disabilities live with caregivers over age 60. While this reflects the positive trend of longer life expectancies for the seriously disabled and the general population, it also presents a new challenge for older parents: the need to make plans to preserve their children’s lifelong financial security.

Fortunately, it’s not too late to get started. Partnering with a team of professionals who are knowledgeable about disability issues — including a trusted financial advisor who can look at the impact on your overall financial goals — will help you take the steps necessary to secure a bright future for your child.

Step 1:Create a ‘Life Plan.’ The first step is creating a ‘Letter of Intent’ or ‘Life Plan’ that will serve as a road map for everyone involved in your child’s future care. With the help of a social service representative who specializes in your child’s area of disability, you can write (or record or videotape) your preferences, including where your child will live, what types of enrichment programs they’ll attend (e.g., vocational or adult activity programs), what type of daily care they’ll require, and who will assume a guardianship role.

To help caregivers view your child as a unique individual, it also is important to provide as much detail as possible about the child’s life, including medical and therapeutic history, challenges and triumphs, hobbies and interests.

Step 2:Calculate the Cost. The next step is estimating the cost of your child’s future lifestyle. A financial advisor trained in disability issues can help you do this using a specially designed financial calculator. You can find one by visiting www.totalmerrill.com/specialneeds. Based on information you provide about your child’s anticipated income and expenses — including costs for housing and enrichment programs — and assumptions about inflation and investment returns, the calculator will estimate how much you’ll need to set aside to close any shortfall in monthly needs.

Step 3:Preserve Public Benefits. As you take the next few steps, it will be critical to consider how your actions may impact your child’s eligibility for means-tested public benefits such as Supplemental Security Income (SSI). SSI serves as the gateway to Medicaid and numerous other programs that form the bedrock of support for the seriously disabled. Your child’s uninterrupted eligibility depends on having limited income and no more than $2,000 in assets.

Step 4:Fund Your ‘Special-needs Goal.’ Most parents wish to supplement SSI income to provide their children with a higher quality of life. If you’ve already set aside funds in your child’s name, named your child as beneficiary of policies or accounts, made a bequest through your will, or encouraged relatives to do the same, you’ll need to make some changes — with the help of a financial advisor and attorney — to avoid jeopardizing your child’s eligibility for SSI.

If you plan to fund your child’s needs with retirement plan assets or proceeds from the sale of your home or business, a knowledgeable financial advisor can suggest ways to balance your child’s financial needs with your own. If saving for this goal is out of the question, a financial advisor can help you consider cost-effective alternatives like purchasing a ‘second-to-die’ life insurance policy payable after both parents die.

Step 5:Consider a Special Needs Trust (SNT). However you fund your goal, where you place the assets will be of paramount importance. Generally, the only way to supplement the lifestyle of an individual receiving means-tested public benefits is to place assets in an SNT.

A disability and elder law attorney can help you establish a trust in a manner that supports your overall estate-planning goals.

Step 6:Plan Ahead for Long-term Care Needs. Finally, you’ll need to ensure that your own health care expenses won’t deplete assets set aside for your special-needs child. A long-term care insurance policy is one possible solution. A disability and elder law attorney can help you consider other alternatives, such as placing assets earmarked for your child in a ‘Disability Annuity Trust’ held inside an SNT.

Following an organized plan of action and working in concert with the right professional resources can ensure your child’s future. Partnering with the right financial advisor is essential to this strategy, and can help you assess and attain your most important intergenerational financial goals.

Chris Sullivan is vice president of Special Needs Financial Services at Merrill Lynch.

Sections Supplements
Organizers Are Setting the Stage for the Second Annual ADDYs Competition
Alta Stark and Kate Campiti

Alta Stark, left, and Kate Campiti say they hope to welcome the business community at large to this year’s ADDYs celebration.

It will be a few more months before we know who’s taking home the gold, silver, and bronze, but creative firms across the region are ready to show their mettle.

The Advertising Club of Western Mass. (or Ad Club) is currently gearing up to stage its second annual regional ADDY Awards, a national competition for the advertising and marketing industry, on March 20.

The awards, which honor the best in advertising, marketing, and multimedia design at three levels — regional, district, and national — across the country, made their Western Mass. debut last year, replacing the Creative Merit Awards previously awarded on a local basis only by the Ad Club. The ADDYs are the largest competition within the advertising industry, attracting more than 50,000 entries each year, and their local presence stems from a new partnership with the American Advertising Federation, forged by the Ad Club last year.

The 2007 awards were a milestone for the region, awarding more than 50 trophies to dozens of area ad agencies and marketing firms in categories such as direct marketing, interactive media, radio and television spots, and mixed-media campaigns. The 2007 ADDYs also sent several local gold- and silver-award winners on to the next level of competition, in hopes of garnering a national-level honor.

Alta Stark, president of the Ad Club, said part of the draw of the ADDYs is that potential for national exposure, as well as the opportunity to be judged by a panel of professionals not living or working in the region.

“I think that offering a competition that affords the chance to advance to the next level, and to perhaps be judged on a national scale, has had a huge impact,” said Stark. “Really, at that point you’re looking at the best and brightest of the entire country, and getting to that point is a very real possibility for the enormously talented people working in this area.”

Last year’s success has only fueled more interest in the event, and as planning moves forward, Stark added that many aspects of the 2007 awards will remain the same, while other things will be altered to make the Western Mass. ADDYs even more memorable than their inaugural celebration.

“We are going to change some little things; for instance, there was a concern last year about the need to better label the entries, and that’s important because there are so many diverse entries that are awesome to look at,” she said. “But overall, last year’s event was very well-received, and we’re not planning any sweeping changes.”

The first thing that will be staying the same, said Stark, is the venue — CityStage in downtown Springfield. She said the theater provides an ambiance that gives the ADDYs a professional feel that is not stuffy or staid.

“It offers the perfect place to showcase the work, and a good stage on which we can offer entertainment,” she said, noting that, not unlike the Emmys or Oscars, there will be a performance aspect of the event as well, which is still being determined.

Last year, for example, dancers from the Tyie Thomas Center for the Performing Arts in Springfield performed a routine set to music from the hit soundtrack to Dreamgirls.

In fact, the biggest change Stark said she’d like to see is a greater response from the business community at large.

“I want to invite the entire creative community to join us,” said Stark. “We’re moving along and bringing people together, and there’s a great energy right now.”

Kate Campiti, an Ad Club board member and this year’s ADDY chairman, said that while last year’s ceremony provided a strong base from which to build the annual event, there are some broad aspects of the competition she’d like to see augmented incrementally over the years, the first being the celebration of the region’s top-notch work.

“In the future, we’d like to see our Best in Show winner have the opportunity to showcase their designs the following year, by creating some of the collateral print pieces to promote the ADDYs,” said Campiti.

She agreed with Stark that the venue was a hit last year. “The venue was definitely well-received, and it played into the whole feel of what the ADDYs represent,” she said, adding that she, too, hopes that the business community, not just people in marketing and advertising fields, will turn out in March to support the event.

“The ADDYs are one way that the Ad Club can introduce the marketing industry to other sectors,” said Campiti. “It’s also a larger event than many people first think. The ADDYs welcome entries from not just advertising agencies, but also students, individuals, consultants, and in-house marketing and graphic designers, as well.

“All entries are showcased at the event, not just the winners, so everyone who comes can see what a given business is doing to promote themselves,” she continued. “The creative people who’ve done the work should definitely come, but also the businesses for whom they’ve done the work.”

Campiti added that the effort to boost participation will include revamping the Ad Club’s sponsorship packages for the ADDYs to prompt more businesses to take part and add a little more bang for their buck, too. Last year, the ADDYs were sponsored by one ‘gold’ sponsor — Baystate Medical Center — and four ‘silver’ sponsors: St. Germain Investment Management, Hampden Bank, Zasco Productions, LLC, and Health New England. This year, Campiti said she’ll happily welcome more.

“From what I understand, our sponsors loved it last year, and I want to give them more if we can — I want to highlight them a little more, and add value to the sponsorship.”

All of these efforts, Campiti concluded, are aimed at building stronger relationships between the creatives of the area and the businesses they serve.

“There should be a synergy,” she said, “and that’s what we hope to create, as well as a celebration of our region’s best work.”

Jaclyn Stevenson can be reached at[email protected]

Sections Supplements
Eight Strategies to Hold onto Valued Accounting and Finance Professionals

Competition for the most skilled accounting, finance, and audit professionals is growing at a time when the pool of candidates in many areas is shrinking.

A shortage of talented, experienced workers combined with the retirement of the first wave of Baby Boom-age professionals has business owners and hiring managers worried — and for good reason.

More than half (52%) of hiring managers surveyed by Robert Half International and CareerBuilder.com cited the shortage of qualified workers as the primary recruiting obstacle they face.

But the challenge doesn’t end once companies find and hire good employees. Retaining top performers is also difficult. One-quarter (26%) of employees polled in the same survey said they are looking for new positions, and 44% plan on leaving their current employers within the next three years.

To gather the thoughts of some of the brightest minds in the field, our company recently formed the Robert Half International Financial Leadership Council — a distinguished group assembled to address issues facing the accounting and finance fields, including recruiting, retention, and globalization. The council consists of executives from business and private industry, public accounting, academia, and professional associations. Members discussed issues and offered potential solutions in a number of key areas.

Here are some of their observations and recommendations regarding the retention of peak performers:

‘Re-recruit’ Top Performers

You can bet that if you employ a number of talented and experienced professionals, there are plenty of other companies out there that have taken notice. Before your competitors have a chance to woo those workers away, you must ‘re-recruit’ them yourself. This means ‘selling’ them all over again on the advantages of working for your company, highlighting what’s unique and special about it.

Provide Well-defined Career Paths

While you should avoid making pie-in-the-sky promises, you should be able to help them envision tangible rewards on the horizon — including promotions, raises, performance bonuses, training opportunities, and profit sharing. This applies to both junior staff members as well as to those employees who already have considerable tenure.

While the old-style corporate hierarchies are a relic of the past, you can still create tiers of advancement within your business. In the context of performance reviews, talk to your employees about their aspirations and goals. Using their input as a point of departure, brainstorm ways you might structure job descriptions and positions to accommodate and advance those goals.

Foster Skill Building Through Cross-training

If your company is a small one with limited upward mobility, you may want to offer cross-training as a way to help staff develop new skills and stay motivated and interested in their work. Your employees will value opportunities to gain exposure to roles and projects not necessarily in their job descriptions or current competency areas.

The benefit for your company is that you will have a more versatile group of employees with a better understanding of how all the separate parts come together to make the whole.

Institute Comprehensive Mentoring Programs

In addition to traditional one-on-one mentoring relationships, consider setting up groups of mentors from various areas of the company who will focus on high-potential employees. Each group will meet regularly to brainstorm ways to help a specific top performer build on key strengths and achieve professional goals. To provide employees incentive to serve as a mentor, you might tie compensation and advancement to their success in developing the careers of their mentees.

Offer Alternatives to Full Retirement

Although approaching traditional retirement age, some of your older workers may not be ready to leave altogether, and you may not be ready to lose them. Instead, give them the option of alternative work arrangements, such as project-based roles, phased retirement, or cyclical work periods.

Your company will retain the knowledge and expertise of your most experienced workers, while enabling them to extend their careers and engage in meaningful work.

Explore Flexible Work Arrangements

A strategy best reserved for top performers, flexible work options can help you hold on to valued employees who might otherwise be tempted to leave. While some employers are wary of non-traditional arrangements, it is possible to set up mutually beneficial situations. The key is to tailor the alternative arrangement — whether telecommuting, flex time, or compressed schedule — to the individual employee. It’s also more likely to work if you hold employees accountable for integrating their arrangements into the overall schedule of the company.

Improve and Adjust Compensation

Money isn’t everything, but it still holds considerable importance for most employees. Periodically review your compensation and benefits structure to ensure that you are offering competitive wages and the types of benefits that are most valued by today’s workers. To ensure that all workers are fairly compensated, you may have to make adjustments in the salaries and benefits of your most experienced staff members before you modify starting or junior-level salaries.

Keep in Touch with ‘Alumni’

As you adopt new retention strategies and programs, you may find yourself wishing you’d done it sooner, so that you could have held onto valued former employees. But remember that in today’s job market, ‘good-bye’ doesn’t mean forever. These days, workers may transition in and out of employment over the course of their careers. Why not broaden the idea of retention to include them? Instead of forgetting about workers who have left your company, maintain contact and call these alumni when you have suitable openings.

Employee retention has become one of the critical staffing challenges of our time. Stable employment and lucrative compensation no longer have the influence they once did to keep workers with a company for the long term. When creating or refining your retention program, strive to select a combination of strategies that is affordable, sustainable, and compatible with your broader business goals. Effective retention tactics will enhance your company’s reputation as a desirable place to work — which not only helps you keep valued staff, but also serves as part of your recruitment strategy to attract more high-quality candidates in the future.

William N. Driscoll, New England District president, is based in Robert Half International’s Boston office. He oversees operations for RHI’s 17 offices throughout Massachusetts, New Hampshire, Maine, Connecticut, and Rhode Island.

Features
Explaining the Link Between Education and Economic Development
Sally Fuller and Bill Ward

Sally Fuller and Bill Ward hope the Nov. 19 conference will energize business owners and managers, and drive home the connection between education and workforce development.

While there is some general understanding within the business community of a recognized link between education, especially early-childhood education, and workforce development, many are still missing that message. A Nov. 19 conference will attempt to drive that point home and, in the process, mobilize area business owners and managers for what will be an ongoing fight to ensure that companies have qualified workers for the short and long term.

Bill Ward calls it “an economic imperative.” That’s how he chose to describe this region’s need to focus on workforce development for the long term and, even more specifically, to drive home the connection between education, at all levels, and economic development.

Some business owners and managers understand this relationship, said Ward, director of the Regional Employment Board of Hampden County, but too many do not. Changing that equation is the unofficial mission of a group of area business and civic leaders who will punctuate their efforts with a conference titled ‘Building a Better Workforce: Investments in Education and Early Development.’

It will feature, among other speakers, Dr. James Heckman, the Nobel laureate in Economics from the University of Chicago, who will present the economic case for investing in young children.

In an op-ed piece that appeared last year in the Wall Street Journal, Heckman said there are many reasons why investing in disadvantaged young children has a high economic return. “Early interventions for disadvantaged children promote schooling, raise the quality of the workforce, enhance the productivity of schools, and reduce crime, teenage pregnancy, and welfare dependency,” he wrote. “They raise earnings and promote social attachment. Focusing solely on earnings gains, returns to dollars invested are as high as 15% to 17%.”

Sally Fuller hopes these and other numbers resonate with conference attendees. Fuller is project director of the Cherish Every Child Initiative launched by the Irene E. and George A. Davis Foundation. Cherish Every Child has a number of focus points, she said, but has made universal early-childhood education one of the biggest planks in its platform.

Fuller and others involved with planning the Nov. 19 conference hope to energize those in attendance for what will be a lengthy and challenging battle to improve education at all levels and, eventually, build a bigger, stronger workforce for the region.

“I have a Chinese menu full of options for business people who want to get involved,” said Fuller, using the word interventions for the first of many times to describe what individuals and companies can do. Menu items include everything from tutoring programs to mentoring junior high school students; from initiating literacy programs to lobbying state legislators to fund universal early education.

Some businesses are already doing such things, and some view it as a “good thing they can do,” said Fuller, adding quickly that such thought patterns need to be altered, because such interventions go well beyond good deeds — they are part of a larger economic-development strategy.

“The research clearly shows that if we can intervene with children at a very early age, that will have a significant economic impact,” she said. “Granted, it’s way down the road, but it’s there, and it’s real.”

Carol Baribeau agreed. As regional director of Public Affairs for Verizon, she’s been involved in a number of programs to promote literacy and early childhood education — and she’s heard Heckman’s message about reaching children at an early age.

“I’ve seen a huge amount of research and science that’s telling us we need to begin the quality education at the youngest, youngest levels,” she said. “We need everyone — educators, families, policy makers — to understand that education is truly a life-long process, and it has to begin at the earliest ages.”

In this issue, BusinessWest turns a spotlight on the workforce-development conference, the motivation behind it, and most importantly, what organizers say needs to happen when it’s over.

Schools of Thought

They’re called “dropout factories.”

That’s the term used by the authors of a nationwide study on graduation rates to classify high schools where no more than 60% of a freshman class will graduate from that institution. Springfield has four of these factories — Central, Commerce, Putnam, and the High School of Science and Technology — while Holyoke has two, and Greenfield and Ware also find their high schools on the list.

These dropout numbers comprise just part of the qualitative and quantitative evidence that points to a mounting problem in the Pioneer Valley, said Ward, one that will have serious consequences for the economy if it is not addressed, and soon.

“These dynamics, on some scale or another, exist in all urban areas,” he noted, referring to dropout rates, poverty, crime, homelessness, and others that can be traced back to disadvantaged youths. “But once the problem reaches a certain scale or proportion — with more and more children dropping out of school and more people going into poverty — it begins to have a more significant impact on the economy.”

And this is the point that Springfield and Holyoke have reached, he told BusinessWest, adding that there are other demographic trends that will impact the future workforce.

Indeed, as he talked about the region, its workforce, and the future, Ward said population growth in the region has been flat, and that it is unrealistic to expect large numbers of people to move into the area down the road. Thus, the Valley’s workforce will be mostly homegrown, which is not an appealing situation when there are eight dropout factories in the 413 area code.

“There are changes in how work is being done … it’s more complex and requiring more and more skills,” said Ward, who said he hears from business owners on an almost daily basis about how difficult it is to find qualified help.

Couple that with the fact that our population is flat, and one can see that we face a real problem.

“These dynamics are forcing us to take a look at finding ways to do better with the people that we have, to grow our own,” he continued. “There’s now an economic imperative, not just a social imperative, to find new and better ways to link economic development and education.”

Many in the business community tend to think that the job of preparing people for the workforce is to be handled by the school systems, he told BusinessWest, “but we can’t afford to think that way anymore; we need to see business people come to the table with an open mind, and use their leadership and problem-solving skills to work on some of these very tough issues.”

Changing the outlook for the Pioneer Valley, workforce development-wise, will require a broad focus on education at all levels, said Ward, noting that the business community must play a major role in this effort.

Some businesses are already involved, primarily out of a strong need for qualified workers for the short and long term, but also out of recognition that this is a regional issue impacting all businesses.

“We take the philosophy that the only way out of poverty is to have a job, and the only way to have a job is to have an education and speak English,” said Bob Schwarz, executive vice president of Communica-tions for Peter Pan Bus Lines, a company that has invested significant time, energy, and resources on literacy programs like the REB’s Literacy Works campaign, and adult basic education, or ABE.

In fact, the company will create a learning center in an intermodal transportation center it is building in conjunction with the Pioneer Valley Transit Authority in downtown Holyoke. Construction is set to begin soon, with ABE classes due to begin at the center next September.

Like others we spoke with, Schwarz said organizers of the workforce development conference face a stern challenge in enlightening the business community about the link between education and workforce development, and then mobilizing it for the work that will have to be done in the years ahead.

“One of the biggest challenges we faced with Literacy Works was to persuade the community at large that there was a literacy problem that we faced, and that there is a connection between employment and one’s ability to speak and read English,” he said. “A lot of human resources directors knew how important it was, but not many small business owners — and even our legislators had to be educated about the importance of ABE to workforce development.”

Driving Forces

This broad message is what will be driven home at the Nov. 19 conference, he said, adding that he hopes and expects that what will result is the necessary commitment to what will be an ongoing campaign.

“We need to get people committed to putting their shoulder behind this,” he explained. “This isn’t something you can start and then walk away from … this is a long-term commitment.”

To get this commitment, conference organizers are leaning heavily on Heckman. The Davis Foundation has been working to bring him to the Pioneer Valley for about two years now, said Fuller, adding that she expects his remarks to be well worth the time and expense.

Heckman’s basic message is that investing in disadvantaged youths is good for the economy, and that such investments yield far better results than adolescent and young-adult remediation programs when it comes to lifting people out of poverty.

“It is a rare public policy initiative that promotes fairness and social justice and, at the same time, promotes productivity in the economy and in society at large,” he wrote in the Journal. “Investing in disadvantaged young children is such a policy.”

There will be several other speakers at the conference, said Fuller, including Paul Harrington from the Northeastern University Center for Labor Studies, who will address the status of the region’s workforce, and Dana Mohler-Faria, Gov. Deval Patrick’s education advisor, who will provide insight into the governor’s “Cradle to Careers” initiative and its planned impact on the development of the state’s workforce.

And while the morning-long event is expected to inform attendees, its primary focus is to inspire, said Fuller, who told BusinessWest that involvement from business owners is needed for a number of initiatives — from lobbying for early-childhood education to helping current and future preschool teachers earn college degrees .

Combined, these efforts can work effectively to close what she called the “achievement gap” among children in the region.

“We know how much we’re spending on special-education diagnoses in Springfield, we know how many kids will be involved in the criminal justice system, and we know how many children are going to drop out of high school,” she said. “But we now also know, thanks to research, that we can level the playing field for children, especially disadvantaged children.

“In Holyoke, 47% of the children in the public school system have not experienced early-childhood education,” she continued. “It is very, very difficult to get those kids to the point where they can read at grade level in the third grade. We have an opportunity to close that gap.”

Part of the challenge facing those who have developed the conference and are stressing the link between education and economic development is to convince business owners to invest in something that probably won’t bear fruit for a decade and a half, said Ward, who admitted that this is no small hurdle.

“The mindset in corporate America today has been accused of being too short-sighted … they’re focused on short-term gains, how their stock is doing, and how they’re looking for the next quarter,” he said. “If you say ‘early-childhood education’ to them, they do the math and say, ‘I won’t see any impact out of this for 14 years … I may not even be here in 14 years.’

“This is the kind of knee-jerk reaction that we have to change,” he continued. “Because there are some direct benefits that can be seen. When you reach out to young children today, you’re also reaching out to their parents, many of whom see their children reading and want to be able to read with them.”

Baribeau concurred, and noted that those preaching the importance of education to the future workforce have to be diligent about spreading awareness and gain the commitment needed to turn the tide.

“Everybody, not just the major employers we have in this region, but everybody needs to make this a priority if Massachusetts and the Springfield area are to be successful,” she said.

Class Dismissed

Fuller told BusinessWest that when she talks with business owners and managers about the many ways they can intervene with the education of people of all ages, but especially children, their eyes tend to glaze over, in large part because they don’t see or fully understand the connection between such steps and regional economic development.

“They still tend to look at these as good things they can do, being good corporate citizens,” she explained. “They need to understand that it’s much more than that — we’re talking about the future workforce here. It’s not just doing good.”

Indeed, as Ward said, it’s an economic imperative.

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

Sections Supplements
The Alternative Minimum Tax Has Morphed into a Beast; Is Legislative Relief Forthcoming?
Attack of the AMT

Attack of the AMT

The Alternative Minimum Tax, or AMT, as it’s called, was put in place to ensure that wealthy individuals pay a minimum amount of income tax. Over the years, though, the AMT has come to have a growing, often detrimental, impact on taxpayers in many different brackets. Lawmakers are talking about steps to reduce the pain, but when will they come?

The Alternative Minimum Tax (AMT) is a separate federal income tax system that runs parallel to the regular federal income tax system. Although the minimum tax provisions have been amended several times since the concept of a minimum tax was first introduced in the 1969 Tax Reform Act, the underlying purpose of the AMT provisions has always been to ensure that taxpayers with substantial economic income pay a minimum amount of federal income tax.

At the U.S. Senate Finance Committee’s hearings on the Alternative Minimum Tax (AMT), Senate Finance Committee Chair Max Baucus (D-Mont.) underscored the urgency of dealing with the AMT now, stating that “the AMT has morphed into a terrible beast.” He noted that more people making less than $100,000 pay the AMT than people making more than $1 million. In 2005, 3.6 million taxpayers paid the AMT, and 4.2 million are estimated to have paid it in 2006. “Without the patch, the number of Americans affected by the AMT for 2007 will explode from about four million to more than 23 million,” he said. He also noted that most of the 23 million would be middle-class taxpayers earning between $50,000 and $200,000.

AMT normally equals 26% of net alternative minimum taxable income (AMTI) up to $175,000 ($87,500 for married filing separately) and 28% of net AMTI above that amount. AMTI is computed on Form 6251 (Alternative Minimum Tax — Individuals) and is based on regular taxable income adjusted for specific adjustment and preference items and any AMT NOL. However, the regular tax capital gain rates also apply for AMT purposes. Each taxpayer is then allowed an exemption amount to arrive at the taxable amount of AMTI (net AMTI).

The exemption amount is intended to prevent AMT from applying to taxpayers in lower tax brackets or with few adjustments or preference items. The exemption amounts and phase-out ranges are not adjusted for inflation; thus, AMT may affect taxpayers who in the past have not had exposure to AMT if their income is steadily increasing each year (since the regular tax is adjusted for inflation each year). In addition, the exemption amount, combined with the mechanics of the AMT computation, may not prevent certain taxpayers who theoretically should not be subject to AMT from falling into an AMT situation. For example, taxpayers who claim a large number of personal exemptions may be subject to AMT even though they have no AMT preference items.

For tax years beginning after 2006, absent a law change, the AMT exemption amounts will drop from $62,550 to $45,000 for joint filers and surviving spouses, from $42,500 to $33,750 for unmarried individuals, and from $31,275 to $22,500 for married individuals filing separately. In addition, alternative minimum taxable income (AMTI) of married individuals filing separately for tax years beginning after 2006 will be increased by the lesser of $22,500 or 25% of the excess of AMTI (without regard to the exemption reduction) over $165,000; for 2006 it was increased by the lesser of $31,275 or 25% of the excess of AMTI (without regard to the exemption reduction) over $200,100.

While many of the adjustments in calculating AMT apply in only selected situations, certain adjustments and preferences affect most tax filers. For example, individuals are not allowed personal exemptions or the standard deduction. For individuals who itemize their deductions, taxes and most miscellaneous itemized deductions are not allowed. The exclusion of a deduction for taxes is a significant adjustment for residents of Massachusetts who pay state income taxes at a rate of 5.3% and local property taxes on real estate and vehicles. The non-deductibility of miscellaneous itemized deductions for AMT purposes can become a significant problem for taxpayers who have significant employee business expenses or investment-related expenses.

Regular Tax and AMT Computation

In August 2007, John and Sally sold a parcel of land they held for many years, realizing a long-term capital gain of $400,000. Their other sources of 2007 income and the computation of their regular tax and AMT are as follows:

Salary $ 100,000
Interest income $ 12,550
Long-term capital gains $ 400,000
Adjusted gross income $ 512,550
Standard deduction ($ 10,300)
Personal exemptions (after phase-out) ($ 2,200)
Taxable income $ 500,050
Regular tax $ 78,128
   
AMT computation:  
Regular taxable income before personal exemptions $ 502,250
AMT adjustments and preferences $10,300
AMTI before exemption $512,550
AMT exemption (after phase-out)
AMTI $ 512,550
Tentative minimum tax $ 89,263
Regular tax ($ 78,128)
AMT total tax liability $ 89,263

For AMT purposes, medical expenses are allowable as a deduction only to the extent that the expenses exceed 10% of adjusted gross income as computed for regular tax purposes versus the 7.5% threshold used for regular tax purposes. Here’s an example: An individual taxpayer has adjusted gross income of $80,000 and incurs $7,000 in medical expenses. For regular tax purposes, $1,000 of the medical expenses is deductible as an itemized deduction ($7,000 — [$80,000 x 7.5%]). For AMT purposes, none of the expenses are deductible ($7,000 — [$80,000 x 10%]). Thus, the taxpayer must increase AMTI by $1,000.

Although the capital gains provisions are favorable to taxpayers, they complicate the AMT calculation. Further complications occur when calculating the capital gain if an asset’s basis is different for regular tax and AMT purposes. Also, even though net capital gains and qualified dividends are subject to the preferential capital gains tax rates for AMT purposes, they are fully included in AMTI. High AMTI can result in the phase-out, or complete loss, of the AMT exemption. That, coupled with the difference between the lowest tax rates of 10% for regular tax and 26% for AMT, makes it possible for a substantial capital gain to cause a taxpayer to be subject to AMT.

Despite having only one small AMT adjustment or preference item (i.e., the standard deduction), the Frosts are subject to AMT in 2006. Their total 2006 tax liability of $89,263 includes $11,135 of AMT.

The alternative minimum tax (AMT) can affect the year-end planning of taxpayers with large amounts of preference items. If the AMT applies, and the taxpayer’s regular taxable income is relatively small, year-end tax planning may have to be geared more to reducing the AMT than the regular tax.

On Oct. 30, House Ways and Means Chair Charlie Rangel (D-N.Y.) introduced H.R. 3996, the “Temporary Tax Relief Act of 2007.” The bill, which was slated to be taken up by the Ways & Means Committee on Nov. 1, would, among other changes:

• Allow taxpayers for 2007 to use non-refundable personal credits to offset both regular tax and AMT; and
• Increase the AMT exemption amount for 2007 to $66,250 for joint filers and to $44,350 for individuals.

In an Oct. 30 letter to Acting IRS Commissioner Linda Stiff, Rangel, Baucus, Ways & Means Committee ranking member Jim McCrery, and Senate Finance ranking member Charles Grassley committed themselves to enacting legislation that for 2007 would allow taxpayers to use non-refundable personal credits to offset both regular tax and AMT, and increase the AMT exemption amount to $66,250 for joint filers and to $44,350 for individuals. (As a corollary, the AMT exemption for married filing separately would increase to $33,125, half the joint filer amount.)

In effect, the letter urged the IRS to proceed with printing its 2007 tax forms as if these changes had already been enacted. However, the acting commissioner wrote back on Oct. 31, and said the IRS wouldn’t reprogram its systems for the 2007 tax year until the patch is passed and signed into law. In a covering E-mail, an IRS spokesman said the IRS wouldn’t reflect the AMT patch on its 2007 forms until then, either.

As released by Rangel, the bill and accompanying summary do not include provisions that would offset the cost of the AMT patch, the extenders, and the home mortgage debt provisions. Revenue-raising provisions that would offset the cost of the revenue losing provisions — required under the “pay-go” rules the Democratic leaders want to follow — will be added in the chairman’s mark for full committee consideration. Republican leaders are on record as strongly opposing the inclusion of revenue-raising provisions.

So stay tuned to see if the beast will soon be tamed.

Kristina Drzal Houghton, CPA, MST, is partner in charge of Taxation at Meyers Brothers Kalicka; (413) 536-8510.

Departments

Internet Marketing 102 Workshop

Nov. 13: Level the playing field by learning best practices in advertising and how to better target your customers with keyword-triggered advertising on the big search engines. Additionally, participants will learn the Pay-Per-Click advertising that works on Google and Yahoo. The 1 to 4 p.m. workshop is planned at the Andrew M. Scibelli Enterprise Center, 1 Federal St., Springfield. The cost is $40. For more information, call (413) 737-6712 or visit www.msbdc.org/wmass.

WNEC Workshop

Nov. 13: Dr. Fran Harris, inspirational speaker and former professional basketball player, will present a workshop titled “Student Entrepreneurship” as part of a series sponsored by the Law and Business Center for Advancing Entrepreneurship at Western New England College in Springfield. For more information, visit www.law.wnec.edu/lawandbusiness.

Doing Business in China

Nov. 14: Western New England College will host an International Business Breakfast on “Doing Business in China” at 7:30 a.m. in Rivers Memorial Hall. The event is open to the public. During the breakfast, a panel of business leaders and educators will discuss their experiences and offer insight into cultural aspects of doing business in China. The nation represents one-fifth of the world’s population, an enormous market full of opportunities and pitfalls for American businesses. Tickets are available for $15 each by calling the college’s School of Business at (413) 782-1231.

Books to Blogs and Back

Nov. 15-18: Museums 10 will sponsor “Books to Blogs and Back” with special events planned Nov. 15-18. Highlights include: “The Research Library in the New Age of Information” keynote lecture by Robert Darnton, Nov. 15, 7 p.m., in Gamble Auditorium at Mount Holyoke College Art Museum, South Hadley. On Nov. 16, a Books to Blogs Expo is planned from 9 to 11 a.m. in the Miles-Smith Wing, Information Commons, at Mount Holyoke College. Interactive activities and exhibits relating to the history of book creation and publication are planned. Also on Nov. 16, Jason Epstein will lecture on “Farewell to Gutenberg” in Dwight 101 at Mount Holyoke College’s LITS; a panel discussion on “The Past and Future of the Book” starts at 1:30 p.m. in Gamble Auditorium at the Mount Holyoke College Art Museum; and an opening and reception titled “Children Should Be Seen: The Image of the Child in American Picture Book Art” begins at 7 p.m. at the Eric Carle Museum of Picture Book Art in Amherst. On Nov. 17, Historic Deerfield hosts “The Printer’s Apprentice” from 10 a.m. to 4 p.m. in the Wilson Printshop. The program is free with museum admission. Lastly, on Nov. 18, the Amherst Cinema Arts Center will present Jacob the Liar (Jakob der Luegner) at 2 p.m. The movie is based on the novel written by Jurek Becker. His widow, Christine Becker, will be at Amherst Cinema to talk about Jurek Becker’s life and written work. The cost is $7.50 for adults, $6.50 for seniors and students, and $5.50 for members. For more information on the weekend programs, visit www.museums10.org.

SCORE Workshop

Nov. 16: Dave Wentworth, a SCORE counselor and businessman, will present “What Is the Future of Your Non-Profit?” from 9 a.m. to noon at the Scibelli Enterprise Center, One Federal St., Springfield. Wentworth notes that much of the workshop content was developed by the national SCORE organization under a Kellogg Foundation grant. A fee of $25 covers the cost of materials. For additional attendees from the same organization, the fee is $5. For more information and to register, call (413) 785-0314.

Bright Nights at Forest Park

Nov. 21-Jan. 1: Bright Nights at Forest Park in Springfield opens Nov. 21 and runs Wednesdays through Sundays until Dec. 9. Bright Nights will then be open nightly from Dec. 12 through Jan. 1. Buses run nightly from 5 to 6 p.m., and cars from 6 to 9 p.m. Sunday through Thursday, and from 6 to 9 p.m. on Fridays, Saturdays, and holidays. For more information on admission, call (413) 733-3800 or visit www.brightnights.org.

Family Business Dinner

Dec. 11: The UMass Family Business Dinner Forum will host two topics: “The Starbucks Experience: Lessons in Leadership to Spark You and Your Business to Unimaginable Success,” and “Should We Grow Our Business By Acquisition?” Registration is required. For more information and to register, contact Ira Bryck at (413) 545-1537 or via E-mail at [email protected].

Departments

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

Addy, Brenda Louise
378 1/2 Old Columbia St.
Adams, MA 01220
Chapter: 13
Filing Date: 09/27/07

Aucella, Maria L.
151 Benz St.
Springfield, MA 01118
Chapter: 7
Filing Date: 09/18/07

Ayala, Lemuel O.
58 Taft Ave.
Chicopee, MA 01020
Chapter: 13
Filing Date: 09/28/07

Bailey, Eugene F.
25 Hastings St.
Greenfield, MA 01301
Chapter: 7
Filing Date: 09/27/07

Bailey, Tina A
288 Silver St.
Greenfield, MA 01301
Chapter: 7
Filing Date: 09/27/07

Beaudet, Mark C.
350 East Main St.
Chicopee, MA 01020
Chapter: 7
Filing Date: 09/20/07

Benitez-Santiago, Maria E.
50 Susan St.
Springfield, MA 01104
Chapter: 7
Filing Date: 09/25/07

Benoit Enterprises
Benoit, Kenneth M.
Benoit, Bertha M.
174 Yale St.
Athol, MA 01331
Chapter: 7
Filing Date: 09/19/07

Benoit, Michael J.
11 Kenwood Park
Springfield, MA 01108
Chapter: 7
Filing Date: 09/26/07

Benson, David. A.
31 Carpeniter St.
Warren, MA 01083
Chapter: 7
Filing Date: 09/26/07

Brown, Frances
84 Fairview Ave.
Athol, MA 01331
Chapter: 13
Filing Date: 09/25/07

Brunelle, Richard T.
53 Alvord Ave., Floor 3
Chicopee, MA 01020
Chapter: 7
Filing Date: 09/26/07

Butcher, Rosemarie Ann
3 Wilde St.
Shelburne Falls, MA 01370
Chapter: 7
Filing Date: 09/25/07

Caron, Dianne M.
7 Exchange St., Apt. #
Barre, MA 01005
Chapter: 7
Filing Date: 09/18/07

Cassidy, Andrew Francis
34 Belvidere St.
Chicopee, MA 01013
Chapter: 7
Filing Date: 09/24/07

Combs, Jean E.
Combs, Preston
330 Pochassic Road
Westfield, MA 01085
Chapter: 7
Filing Date: 09/28/07

Cook, Edgar Lum
9 Bancroft Road, Apt. B
Northampton, MA 01060
Chapter: 7
Filing Date: 09/19/07

Cordero, William Joel
148 Woodlawn St.
Springfield, MA 01108
Chapter: 7
Filing Date: 09/24/07

Dyer, Marretta O.
5 Sibley Ave.
Westfield, MA 01085
Chapter: 13
Filing Date: 09/17/07

Ely, Louis E.
Ely, Paula L.
74 Bryant St.
Pittsfield, MA 01201
Chapter: 7
Filing Date: 09/17/07

Farmer, Raymond Francis
Farmer, Doris Karen
75 Old Poor Farm Road
Ware, MA 01082
Chapter: 7
Filing Date: 09/27/07

Farry, Seth
Farry, Michele M.
99 Stafford Road
Wales, MA 01081
Chapter: 7
Filing Date: 09/19/07

Fonseca, Joel J.
20 Joy St.
Chicopee, MA 01013
Chapter: 13
Filing Date: 09/21/07

Franklin Barber Shop
Bob’s Barber Shop
Elder, Robert W.
Elder, Marion L.
a/k/a Pease, Marion L.
4 Clark St.
Westfield, MA 01085
Chapter: 7
Filing Date: 09/24/07

Gonyea, Joseph Lawrence
Gonyea, Catherine Marie
138 Massachusetts Ave.
Ludlow, MA 01056
Chapter: 13
Filing Date: 09/21/07

Gonzalez, Jesus M.
70 Harrison Ave., Apt. 40
Springfield, MA 01103
Chapter: 7
Filing Date: 09/26/07

Gregoire, Joyce M.
8 Yale St.
Chicopee, MA 01020
Chapter: 7
Filing Date: 09/20/07

Guarnera, Barbara Lee
20 Guy Place
West Springfield, MA 01089
Chapter: 7
Filing Date: 09/28/07

Habiger, Stephan M.
6 Margaret Dr.
Wilbraham, MA 01095
Chapter: 7
Filing Date: 09/24/07

Hudson, Raymond J.
84 Day St.
West Springfield, MA 01089
Chapter: 7
Filing Date: 09/26/07

Jackson, Tod William Herb
Suber, Diane Carol
35 Calley St.
Springfield, MA 01129
Chapter: 13
Filing Date: 09/28/07

Kaniecki, Marylou
1035 Homestead Ave.
Holyoke, MA 01040
Chapter: 13
Filing Date: 09/18/07

Keane, Paul A.
Keane, Sharon L.
179 1/2 Elm St.
Pittsfield, MA 01201
Chapter: 13
Filing Date: 09/28/07

Kroll, Ann Marie
P.O. Box 521
Haydenville, MA 01039
Chapter: 7
Filing Date: 09/25/07

Lamoureaux, Michael J.
Lamoureaux, Kathleen A.
49 Perrine Avenue
Pittsfield, MA 01201
Chapter: 13
Filing Date: 09/21/07


 

Lapie, Alexander
239 Maynard St.
Feeding Hills, MA 01030
Chapter: 7
Filing Date: 09/27/07

Lavalette, Patricia Sistino
169 Commnwealth Ave.
Springfield, MA 01108
Chapter: 13
Filing Date: 09/24/07

Lavallee, Lionel J.
52 Harvey St.
Springfield, MA 01119
Chapter: 13
Filing Date: 09/28/07

Lenhart, Erich A.
Lenhart, Tina M.
948 North Orange Road
Athol, MA 01331
Chapter: 7
Filing Date: 09/25/07

Lightcap, Thomas K.
Lightcap, Ellen J.
60 White Fox Road
Feeding Hills, MA 01030
Chapter: 13
Filing Date: 09/25/07

Martinez, Reinaldo
Martinez, Minerva
184 Lancashire St.
Springfield, MA 01104
Chapter: 7
Filing Date: 09/24/07

Marvici, Catherine A.
163 Warrenton St.
Springfield, MA 01109
Chapter: 7
Filing Date: 09/28/07

McDermott, Robert J.
McDermott, Christine E.
8 Swamp Road
West Stockbridge, MA 01266
Chapter: 7
Filing Date: 09/26/07

Murphy, Gregory
65 Orchard St.
Pittsfield, MA 01201
Chapter: 13
Filing Date: 09/18/07

Pagan, Rafael
280 1/2 Walnut St.
Springfield, MA 01105
Chapter: 7
Filing Date: 09/26/07

Paksi, Anna
395 Porter Lake Dr., Apt. 106
Longmeadow, MA 01106
Chapter: 7
Filing Date: 09/28/07

Paropkari, Usha R.
31 Halmstad St.
Worcester, MA 01607
Chapter: 7
Filing Date: 09/25/07

Pedroza, Ramonita
83 Wallace St.
Springfield, MA 01119
Chapter: 7
Filing Date: 09/26/07

Pellegrini, Laurie A.
12 Moody St.
Ludlow, MA 01056
Chapter: 7
Filing Date: 09/25/07

Pluta, Helen S.
109 High St.
Gilbertville, MA 01031
Chapter: 7
Filing Date: 09/28/07

Ramos, Elizabeth
33 Merrill Road
Springfield, MA 01119
Chapter: 13
Filing Date: 09/21/07

Ramsey, Desmond A
74 Ralph St.
Springfield, MA 01109
Chapter: 7
Filing Date: 09/24/07

Record, Tanya M.
96 Liberty St.
North Adams, MA 01247
Chapter: 7
Filing Date: 09/26/07

Rittmaier, June M.
78 Main St.
Monson, MA 01057
Chapter: 7
Filing Date: 09/25/07

Rodrigues, Rachael
23 Gatewood Road
Springfield, MA 01119
Chapter: 13
Filing Date: 09/27/07

Rolon, Rebecca A.
a/k/a Barron, Rebecca A.
130 Garnet St.
Springfield, MA 01129
Chapter: 7
Filing Date: 09/28/07

Santiago-Torres, Elsa
170 Nursery St., Apt.
Springfield, MA 01104
Chapter: 7
Filing Date: 09/26/07

Sawin, Donald L.
51-G Northampton St.
Easthampton, MA 01027
Chapter: 7
Filing Date: 09/25/07

Sheehy, Nancy M.
3 Swayze Dr.
Nantucket, MA 02554
Chapter: 13
Filing Date: 09/17/07

Stack, Judith E.
23B Miles Morgan Court
Wilbraham, MA 01095
Chapter: 7
Filing Date: 09/19/07

Stairs, Jeromy Jacob
Stairs, Jennifer Renee
135 Union St.
Westfield, MA 01085
Chapter: 7
Filing Date: 09/24/07

Talbot, Roger B.
408 Front St.
Chicopee, MA 01013
Chapter: 7
Filing Date: 09/17/07

Tavenner, Florence J.
20 Joy St.
Chicopee, MA 01013
Chapter: 13
Filing Date: 09/21/07

Valego, Joseph J.
31 Meadow St.
Agawam, MA 01001
Chapter: 13
Filing Date: 09/17/07

Valle-Miletti, Antonio
5 Gilman St.
Springfield, MA 01118
Chapter: 7
Filing Date: 09/19/07

Vega, Loida
a/k/a Vega Rodriguez, Loida
83 Edgeland St.
Springfield, MA 01108
Chapter: 7
Filing Date: 09/28/07

Wallace, Rebecca S.
21 Cherry St.
Westfield, MA 01085
Chapter: 7
Filing Date: 09/24/07

Wolf, Yvonne C.
64 Timber Lane
Springfield, MA 01119
Chapter: 13
Filing Date: 09/25/07

Wood, Roscoe E.
Wood, Laura K
20 Tavistock St.
Springfield, MA 01119
Chapter: 7
Filing Date: 09/26/07

Yule, Lynette M.
542 Amherst Road
South Hadley, MA 01075
Chapter: 7
Filing Date: 09/27/07

Departments

The following building permits were issued during the month of October 2007.

AGAWAM

Ken Vincunas
806 Suffield St.
$710,000 — Construction of new bank facility

Polish American Club
139 Southwick St.
$41,000 — Install fire sprinkler system

Town of Agawam
57 Wright St.
$3,000 — Build divider wall for conference room

AMHERST

South Congregational Church
1066 South East St.
$10,500 — Strip and re-roof

Trustees of Hampshire College
893 West St.
$20,000 — Construction of pavilion

CHICOPEE

35 Center Street LLC
35 Center St.
$9,500 — Construction of handicap ramp

All Care Dental
601 Memorial Dr.
$175,000 — Interior fit out

Arkadia LTD Partnership
265 New Ludlow Road
$3,000 — Interior renovations to create office space

Mass Mutual
350 Memorial Dr.
$196,000 — Strip and re-shingle

EAST LONGMEADOW

Springfield Mass Mutual Credit Union
157 Shaker Road
$115,000 — Commercial renovations

GREENFIELD

Donoghue Realty Inc.
86-88 Lincoln St.
$14,900 — Re-roof

Lewis Becker
4 Wilson Ave.
$2,200 — Remove & replace rotted sills

PDV Inc.
278 Main St.
$36,000 — Interior renovations

Super 8 Motel
21 Colrain Road
$7,500 — Refinish existing EFIS on exterior wall of building

HADLEY

Gulmohar Realty Corporation
237-239 Russell St.
$26,000 — Addition

Gulmohar Realty Corporation
237-239 Russell St.
$14,000 — Minor interior renovations to conference room

Paul Zahradnik
245 Russell St.
$250 — Install door in non-structural wall

Peter Grandonico
108 Russell St.
$3,000 — Renovations to windows

Russell Street Realty
191 Russell St.
$181,000 — New retail business foundation only

HOLYOKE

Iglesia Bautista
434-440 High St.
$264,000 — Renovate existing space into church

UPC North, LLC
75 Whiting Farms Road
$1,454,000 — Construct one-story manufacturing addition to existing building

LUDLOW

Ronald Chiasson
564 Holyoke St.
$15,000 — Minor alterations

Rudolph H. Cira
114 Rood St.
$100,000 — New commercial construction

The Pro’s Choice Inc.
386 East St.
$2,500 — Construction of a handicap ramp

NORTHAMPTON

Birch Hill LLC
70 Riverside Dr.
$22,000 — New roof

Cooley Dickinson Hospital Inc.
30 Locust St.
$2,800 — Relocate break room to create new courtesy room

 

Coolidge Northampton LLC
241 King St. Suite 226
$10,000 — Construct partition walls

Edwards Church of Northampton
297 Main St.
$12,500 — New roof

FJ Roberts Company
3 Main St.
$2,000 — Repair flat roof

Forty Main St. Inc.
40 Main St. Suite 103
$12,000 — Construct walls for office space and conference room

Herbert Ross III
28 North Maple St.
$3,500 — Construct partition walls

PALMER

Cumberland Farms Inc.
1468 North Main St.
$150,000 — New construction of service station

Cumberland Farms Inc.
1468 North Main St.
$100,000 — Store renovations

SOUTH HADLEY

Hampden Eye Care
470 Granby Road
$35,000 — Renovations

MHC Merrill House
50 College St.
$5,000 — Roof repair

SPRINGFIELD

Bee-Line Corporation
85 Page Blvd.
$19,000 — Commercial renovation

City Cleaners
1072 State St.
$16,000 — Re-roof

Community Music School of Springfield
127 State St.
$265,000 — Renovations to third floor and new entrance

Hispanic Resources Inc.
114 Calhoun St.
$3,000 — Re-roof

Lilly Enterprise
622 Cottage St.
$2,000 — Pour footing for radio base

Logic Realty Group
457 Sumner Ave.
$5,000 — Frame partition walls for office space

Mass Mutual
1500Main St.
$62,000 — Alterations to suite 900

Springfield Lodge of Elks
440 Tiffany St.
$172,000 — Commercial renovations and fencing of entire compound

Springfield Rescue Mission
19 Bliss St.
$3,600 — Exterior renovations

Trak Realty LLC
475 St. James Ave.
$500,000 — Construction of new filling station

WGGB
1300 Liberty St.
$28,000 — Installation of satellite dishes

William Fallon
1171 Main St.
8,500 — Install exhaust hood for restaurant

WESTFIELD

Berkshire Industrial
109 Apremont Way
$724,000 — Commercial addition

Frank DeMarinis
Servicestar Industrial Way
$28,500 — Commercial renovation

WEST SPRINGFIELD

Donald Obitz
1340 Piper Road
$45,000 — Renovate existing restaurant

Fred Aaron
1458 Riverdale St.
$11,000 — Renovate existing retail space

Departments

UMass Amherst Connections to Springfield on the Table

AMHERST — Daniel O’Connell, state secretary of the Executive Office of Housing and Economic Development, recently visited UMass Amherst to discuss the campus’s connections to Springfield, research and development in the life sciences, and the latest advances in clean energy development and technology. O’Connell met with university administrators and top faculty, toured campus laboratories, and met over lunch with regional mayors and legislative and business leaders. Among the research areas discussed were the wind energy laboratory run by James Manwell; the nanotechnology work conducted by James Watkins and his team; life sciences research underway in the laboratory of Lila Gierasch; and work on biomediation and microbial fuel cells being done by microbiologist Derek Lovley.

HNE Earns Top-10 Spot in National Ranking

SPRINGFIELD — Health New England (HNE) recently announced it placed among the top 10 health plans in the nation. HNE was ranked ninth among the 250 plans reviewed in the just-released U.S. News & World Report/NCQA America’s Best Health Plans 2007 ranking. Each year, U.S. News & World Report works with the National Committee for Quality Assurance (NCQA) to determine the rankings. Health plans are rated on a variety of measures including access to care and service, overall member satisfaction, preventative care, and overall quality. HNE is a managed-care organization serving more than 100,000 members and 5,000 employers in Western Mass.

Hampden Bank Set to Open Indian Orchard Branch; Launches On-site Teller

SPRINGFIELD — Hampden Bank recently announced plans to open its eighth full-service branch at 187 Main St., in the Indian Orchard section of the city, later this month. The 3,300-square-foot facility is currently undergoing renovations and upgrades that are designed to make both transactional and consultative services convenient for customers. Services will include drive-thru banking, a drive-up ATM, and a walk-up cash dispenser. Also, on-site parking for more than 20 vehicles will be available. In other news, Hampden Bank has launched “On-site Teller,” a banking deposit technology system that will allow business customers to make deposits from the convenience of their own office. In simple terms, the product lets customers make daily deposits of checks from their place of business. By electronically scanning each item, the paper transactions are converted to digital images for high-speed electronic processing, and then are immediately transmitted to Hampden Bank, thereby eliminating trips to the bank. For more information, visit www.hampdenbank.com.

STCC Foundation Major Gifts Campaign Halfway to Goal

SPRINGFIELD — The Springfield Technical Community College (STCC) Foundation recently announced that its first Major Gifts Campaign, The Best Return on Your Investment, has so far secured $2,394,906 in donations, 53.2% of its goal. Most recently, contributions to the campaign were made by TD Banknorth, pledging $50,000, and Hampden Bank, pledging $25,000. Additionally, the Springfield Medical Assoc. has pledged $10,000. The campaign is set to conclude on Dec. 31, according to Bill Kwolek, executive director, STCC Foundation.

Webster Bank Opens in Longmeadow

LONGMEADOW — Webster Bank recently opened its fourth de novo branch at 398 Longmeadow St. This is the 27th opening of a Webster de novo branch since 2002. During a ribbon-cutting ceremony on Oct. 19, Webster Bank officials presented a $1,500 corporate donation to Louis Abbate, executive director of the Willie Ross School for the Deaf Inc.

Berkshire Hills Assets Climb to $2.5B Following Acquisition

PITTSFIELD — Berkshire Hills Bancorp, parent of Berkshire Bank, recently reported 2007 third-quarter core income of $4.4 million. Core income increased by $0.01 per share before one-time items and Berkshire’s investment in new branches. Third-quarter core 2006 income was $4.7 million. Last year’s results included a $0.03-per-share one-time catch-up dividend received from the Federal Home Loan Bank of Boston. Berkshire’s investment in de novo branches increased expenses by $0.03 per share to $0.07 per share in this year’s third quarter, compared to $0.04 per share in 2006. Third-quarter highlights also included the completed acquisition of Factory Point Bancorp in Manchester Center, Vt., on Sept. 21, adding seven branches, and bringing the total offices to 48 locations in three states.

NewAlliance Reports Third-quarter Earnings of $7.4M

NEW HAVEN, Conn. — Net income at NewAlliance Bancshares Inc., for the third quarter was $7.4 million, lowered by two unusual items — the loss on a restructuring of its securities portfolio and a tax-reserve adjustment relating back to the prior establishment of the NewAlliance Foundation in 2004. Without the two events and merger and acquisition charges, core earnings were $13.8 million, up 24% from the prior quarter’s comparable earnings of $11.1 million, and down just $187,000 from the same quarter a year ago. NewAlliance also announced that its board of directors approved a quarterly dividend of 6.5 cents per share for the quarter ended Sept. 30, 2007, level with the dividend paid following the second quarter.

Performance Food Group Opens Plant

SPRINGFIELD — With an investment of $30 million, the Performance Food Group (PFG) recently unveiled its new plant in the Smith & Wesson Industrial Park. The 236,000-square-foot distribution facility, the first tenant of the industrial park off Roosevelt Avenue, is considered a milestone in the rebuilding of the city’s infrastructure. In addition to carrying nationally known labels, PFG has developed its own proprietary brand food and food-related products created to meet its customers’ specific needs.

Frigo’s Plans Fall Opening

EAST LONGMEADOW — Frigo’s Gourmet Foods will be bringing its selection of foods to its newest location at 159 Shaker Road in the coming weeks. The new store will carry the same array of prepared gourmet foods and imported groceries that customers have been able to purchase at the 90 William St., Springfield location for many years. The new location will also offer a fine selection of cheeses, specialty foods, as well as catering services and gift baskets.

Easthampton Savings Assets at $742M

EASTHAMPTON — Easthampton Savings Bank recently announced its total assets reached a record $742 million by the end of the third quarter. Assets rose by $47 million over the 12 months ending Sept. 30, a 7% increase. The bank also reported net income of $3.2 million in the third quarter, and its loan portfolio grew by $42 million. Additionally, deposits grew by $23 million, or 4%, to end the quarter at $550 million.

Steve & Barry’s Set to Open

AGAWAM — Steve & Barry’s, known for its high-quality products at affordable prices, will soon open a new store in the former Food Mart in the Agawam Towne Square. The 42,000-square-foot space boasts several exclusive lines, including the Starbury Collection, BITTEN, bubbagolf, and dear. In addition, Steve & Barry’s showcases the Big Ben Wallace Collection, an affordably priced line of sneakers and athletic apparel created by four-time NBA All-Star and four-time NBA Defensive Player of the Year Ben Wallace. The company boasts 200 super-stores in 33 states and plans to open approximately 70 stores before the end of the year.

W.F. Young Inc. Marks 115 Years

EAST LONGMEADOW — W.F. Young Inc., best known for its Absorbine product line for both human and horse health markets, celebrated 115 years in business this fall. The family-owned and -operated organization is now led by Tyler Young, president and CEO, the fourth generation of the Young family to lead the company. Though the company is one of the largest marketers of horse care products in the world, its philosophy remains the same as in 1892 — creating a partnership with consumers with innovative new offerings to add to its equine products portfolio. In addition to its equine brands, Absorbine Jr. is one of the best-selling liquid external analgesic products in the United States and is marketed worldwide.

ElectroTerm/ Hollingsworth Moving Operations

SPRINGFIELD — ElectroTerm/ Hollingsworth, a solderless terminal manufacturer and distributor, will move its operations from 90 Memorial Dr., across from Smith & Wesson, to the Cabotville Industrial Center on Front Street in Chicopee. The firm, which employs 56, will continue to maintain a manufacturing operation in Rhode Island.

Opinion

It looks good on paper — even if it isn’t formally down on paper yet.

That’s our initial reaction to a change in Springfield’s governance, as proposed by Chamber of Commerce leaders. They seek a longer term for the mayor, a substantial raise for that office, and the addition of a new position — that of ‘chief administrative officer,’ which is not, at least according to those pushing this initiative, to be confused with a city manager.

Instead, this individual would be part of what would have to be considered a modified ‘strong mayor’ form of government, a model that has been incorporated by several municipalities, including Philadelphia, Oakland, Kansas City, Mo., and St. Petersburg, Fla. Those cities have kept, or returned to, a strong mayor, one who sets a vision for a city and devises strategies for carrying it out, while also adding a layer of professional administration, something most say is needed at a time when municipal management is becoming increasingly complex.

Chamber leaders say such a model can and will work in Springfield, and we believe that it should at least be given serious consideration.

We understand clearly why business leaders would be seeking such a structural change. They have witnessed the progress achieved on several fronts by a control board completely unencumbered by politics, and don’t want to see the city backslide in any way. While no one will say it publicly, there are many who believe Springfield is better off with a control board and are not looking forward to the day when the board concludes its work here.

The proposed changes to Springfield’s governance are being put on the table to quell those fears, and put in place a format that takes the best from both the strong mayor and council-city manager forms of government.

Here’s how it works: The model calls for a mayor who would be elected by the voters and have what amounts to pre-control-board power, meaning the authority to set policy, present a budget, and, overall, set a tone for the city. But it also includes a new position, what chamber leaders call a ‘chief administrative officer,’ who would handle the day-to-day operations of the city and, in simple terms, carry out that mayor’s vision.

This format provides the city with an elected CEO, someone who will be accountable to voters in a way that no city manager could be. But it also puts in place an administrator who can handle the myriad, often complex nuances of what amounts to a $500 million entity — and can also make sure the city doesn’t spend more money than it has, a condition that spelled doom during the Mike Albano administration.

As we said, it all sounds good, and much of this plan makes sense. Two-year terms for mayors are impractical. The second year of each term is spent running for office, and, as we’ve seen this year, each issue, each decision, becomes highly politicized. Meanwhile, raising the salary from the current $95,000 to $150,000 makes clear sense, and we’ve made this argument many times. While there is the danger that one might run for mayor just for the money, there is also the opportunity to attract many quality candidates who wouldn’t run otherwise because the money isn’t good enough. As for the CAO position, it carries the potential for helping Springfield to continue the progress it has made over the past few years.

Despite all its apparent good sense, however, the chamber’s initiative may not be an easy sell. After all, it represents substantial change, and change is always greeted with skepticism. Meanwhile, this modified strong mayor form of government, while gaining favor in other parts of the country, remains an unknown quantity in the Bay State.

And there are many details to be worked out as to just how the responsibilities will be divided among the mayor and CAO, who will appoint the latter, how long a contract that individual will have, and much more.

As we said at the top, the chamber’s proposal looks good on paper — but cities, especially this one, aren’t managed on paper.