Home 2007 (Page 2)
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.

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

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

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

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
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
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
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]

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

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.

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]

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.

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

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.

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
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.

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.

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

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 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

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.

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.

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]

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]

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]

Departments

Museum Marks Fifth Anniversary

October-Jan. 27 & Nov. 15-March 9: The Eric Carle Museum of Picture Book Art in Amherst recently launched a full slate of fall programs in celebration of its fifth anniversary, including two special exhibitions. “Spiderwick: From Page to Screen,” opened Sept. 22 and runs through Jan. 27. The show explores the art of Tony DiTerlizzi and Holly Black’s The Spiderwick Chronicles, and follows the story’s translation to the big screen (coming Feb. 15, 2008). The second exhibition, “Children Should Be Seen: The Image of the Child in American Picture Book Art,” opens Nov. 15 and runs through March 9. The show features the work of 84 artists in a comprehensive survey of the best American picture book art of the last decade.

Money Smart Program

Oct. 30-Nov. 27: The Holyoke Credit Union will once again offer its free award-winning financial education program titled Money Smart, which covers a multitude of personal banking and finance subjects. The course will be conducted on Tuesdays from 6 to 8 p.m. for five consecutive weeks at the Holyoke Credit Union’s main branch at 490 Westfield Road, Holyoke. The program is free to the public, however, pre-registration is required. Registration may be made at any branch location or by calling (413) 532-7007.

Women Business Owners Conference

Oct. 31: The 14th Women Business Owners Conference, hosted by the Mass. Small Business Development Center Network, is planned from 8 a.m. to noon, followed by an optional lunch. The theme is “Succession Planning: Transition & Transformation.” Among the highlights of the morning will be a panel discussion on the legal and financial considerations that are paramount to sound succession planning. Registration is planned from 8 to 8:30 a.m. in Willits-Hallowell Center at Mount Holyoke College, South Hadley. For fees and more information, call (413) 737-6712 or visit www.msbdc.org/wmass.

CPA Tech Day

Nov. 2: Uplinc Inc. will host a CPA Technology Day at the Clarion Hotel and Conference Center in West Springfield, complete with breakfast, a vendor technology fair, lunch, and seminars on topics ranging from “Product and Document Management” to “Disaster Recovery.” Vendors participating in the daylong event include Xerox, Barracuda, AmeriVault, Hewlett Packard, and Cisco. The event concludes with a full open-bar social. Reservations are limited. For more information, call (413) 693-0700, ext. 221, or visit www.uplinc.com

Entrepreneurship Summit

Nov. 5: Bay Path College in Longmeadow will host its next Innovative Thinking & Entrepreneurship Summit at 4:15 p.m., featuring breakout sessions and a lecture by keynote speaker Nadine Thompson. Thompson is the co-founder of Warm Spirit, and co-author of Values Sell: Transforming Purpose Into Profit. Breakout session topics will include ‘Coach Me Into Greatness!,’ ‘Making the Leap,’ ‘Best Practices for New Business Launch,’ and ‘Creating a Guide for a Life You Love.’ The program is free; however, pre-registration is required. To register or for more information, visit www.baypath.edu. For questions, call Kellie Lavoie at (413) 565-1054 or E-mail her at [email protected]

Guerrilla Marketing

Nov. 7: Inspired by a guerrilla-marketing philosophy, this workshop will condense an MBA curriculum’s worth of marketing planning fundamentals to seven essential sentences. Participants will leave the workshop with an actionable document designed to focus on 30-, 60-, and 90-day marketing action items relating to the only four profit-boosting methods that exist for any business. The 9-to-11 a.m. session is planned at the Andrew M. Scibelli Enterprise Center, 1 Federal St., Springfield. The cost is $35. For more information, call (413) 737-6712 or visit www.msbdc.org/wmass

BayPath Lecture Series

Nov. 9: William A. Burke III, president of LENOX of East Longmeadow, will be the featured speaker for Bay Path College’s Innovative Thinking & Entrepreneurship Lecture Series in the Blake Student Commons on the Longmeadow campus. A continental breakfast will be served from 7:30 to 8:15 a.m., followed by Burke’s presentation on innovative thinking and entrepreneurship. LENOX employs more than 700 people and markets band saw blades, hand tools, and power-tool accessories in more than 70 countries. Seeking to capitalize on the brand equity of its linear-edge products and its efficiency on the factory floor, Burke initiated a strategy calling for aggressive growth. This growth was driven by new product development, imaginative marketing, and new sales strategies. Seating is limited, and registration is required. For more information, call Briana Sitler at (413) 565-1066 or E-mail her at [email protected]

Six Flags CEO To Address A.I.M.

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

Advertising Seminar

Nov. 9: Smart Moves Advertising will offer a free interactive advertising seminar from 9:30 a.m. to noon at the Clarion Hotel and Conference Center in West Springfield to all members of the Women’s Partnership and members of the Affiliated Chambers of Commerce of Greater Springfield. Speakers will be Janet Casey of Smart Moves Advertising, Joan Letendre of Letendre Advertising, and David Horgan of Horgan Associates. Attendance is limited. For more information, e-mail Janet Casey at [email protected]

Internet Marketing 102

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 workshop 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

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

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

Sections Supplements
Giclée of New England Is Helping Turn Artists into Business Owners
Nancy Bryant

Nancy Bryant, owner of Giclée of New England, said her trade allows artists to thrive, not starve.

Nancy Bryant snapped her first photo with a digital camera at the start of this decade, and now has become one of the eminent digital artists in the region.

Her work has won awards, including one from the International Assoc. of Panoramic Photographers, and also earned her respect from a growing number of artists.

However, those artists, as well as several business owners, are increasingly seeking out Bryant to take advantage of the unique venture she incorporated in 2003 — Monson-based Giclée of New England, which is using still-emerging technology to lessen the accuracy of the term ‘starving artist,’ one piece of original artwork at a time.

It’s a term that some have trouble pronouncing, but many, especially creatives, hope to learn more about. Giclée (pronounced jee-clay) is an art and photograph reproduction process, which uses digital technology and archival inks, canvas, and papers to create long-lasting, high-quality images.

The process borrows its name from the French verb ‘to spray,’ as inks are sprayed onto paper or canvas by specific, commercial-sized digital printers. The archival nature of the prints the process creates (they last for 100 years or more, instead of just a few), as well as the color management it allows, are what make giclée prints unique, and also some of the best reproductions of artwork available for sale, in terms of resemblance to the original and longevity of the print.

From French to Folk

Giclée has an intriguing history; first developed in the early 1990s, one of its pioneers was Graham Nash, a fine art photographer better known for his musical career with Crosby, Stills, Nash, and Young. His company, Nash Editions, honed the method, and continues to offer it to photographers and artists from around the world.

But Bryant’s story is an interesting one, too, and it began with a yearning to make a living as an artist, one since expanded to help others do the same.

She graduated from Springfield Technical Community College in 1975 with a degree in graphic arts, and immediately began working in that field, pausing after a few years to start a family.

Bryant returned to college in 1988, this time at Westfield State, to complete her bachelor’s degree in fine arts. But upon completing her coursework in 1990, she realized that time and technology had made her previous job as a paste-up artist obsolete.

“My job no longer existed, and I had no computer skills,” she said, adding that she found a job working in the state’s former welfare system, where she stayed for 10 years, while becoming what she calls ‘a weekend artist.’ “It was a good, solid job, and I kept trying to create on my own time, but that’s a very frustrating thing for an artist.”

The tide began to turn, but without Bryant truly realizing it, in 2001, when her son bought her a small digital camera as a gift. The possibilities surrounding the new technology intrigued her, even though this was her first foray into the digital age.

Still, she stuck to family photos and snapshots until another development pushed her further into the digital art world. Her brother became ill, and when she went to visit him, she brought her new camera and began documenting his final days.

These portraits, titled Peter’s Journey, found their way into a local art show, and garnered some praise from other artists. One fan in particular caught Bryant’s attention, though, when he said as beautiful as the portraits were, they would soon fade, because she’d printed them on a standard desktop printer with commonly used inks.

“That’s when I realized that image permanence is an issue,” she said, noting that from that point, her immersion in the digital imaging world became nearly all-encompassing. Just months after receiving her first digital camera, she completed a course in PhotoShop, began researching long-lasting printing methods, and, like Graham Nash before her, stumbled upon giclée.

“I also finally told myself, ‘life is short. If you’re going to do it, do it now,’” she remembers. “So, I mortgaged the house, set up shop, and here I am.”

Art and Parcel

Since its start, Giclée of New England has grown each year and is now, says Bryant, a profitable operation doing a little bit better all the time.

She owns two of the massive giclée printers needed for the process, and has also expanded her services to include framing and large format printing of banners, posters, and signage (up to 44 x 40 feet). She also handles graphic design; business services including logo, letterhead, brochure, and business card design; image capture (creating a digital version of original artwork and photographs); and offers a sales and shipping service for reproduced artwork, used most frequently by working artists who reproduce their original work and sell prints, often limited edition sets, for additional profit.

The business has also grown to include the GoNE Inc. Gallery on Main Street in Monson, which displays a number of both original and giclée prints on a rotating basis.

“There are a lot of things going on,” said Bryant. “It really is a full-service shop, especially for artists. Since we can handle everything from the image capture of a piece of art to its sale, we’re helping artists make a living at what they do.”

What’s more, the very option of reproducing art is a new one for many artists, and that alone is causing business growth at Giclée of New England as the word spreads.

“A lot of artists are just beginning to discover reproduction,” she said, “as well as the idea that they can hold onto their original work longer, selling giclée prints for a few hundred dollars and getting more mileage out of it, while at the same time still being able to sell the original artwork, often for thousands.”

Image is Everything

Bryant said that as an artist herself, she also has a certain sensitivity for staying as close to the original creation as possible. In the early days of giclée, she explained, fading was an issue, but today’s inks, printers, and special canvasses and papers have largely negated that problem.

Later, there was the issue of metamerism, or the effect of various light sources on a print. Sunlight, for instance, could bring the pinks and reds out, while fluorescent lights cast a yellow or green hue. The newer printers, one of which Bryant owns and uses exclusively for artwork and so-called ‘critical jobs,’ have addressed this problem as well. The older printer at Giclée of New England won’t be put out to pasture, though, says Bryant — it’s perfect for banners and other non-critical orders.

But even as technology continues to improve, there is still a very strong human component to quality control at Bryant’s shop. She’s begun to develop a reputation around New England as one of the most accurate fine art reproducers in the region, due to meticulous study of her craft and attention to detail.

“I have spent countless hours learning my trade,” she said, noting that it doesn’t begin with feeding a digital file to a printer and pushing ‘start.’ Rather, Bryant must first capture the image, using a scanner mounted vertically on a hydraulic table. She then reproduces the original artwork, often in sections due to size, and readies the art for printing in PhotoShop. The method is called ‘scan and stitch,’ and amounts, in layman’s terms, to just that — piecing the image together to create a seamless product.

From that point, the image can be printed, but color correction still falls to Bryant’s eyes on many occasions, as she carefully compares the reproduction to the original.

“Sometimes, I get it on the first try. Other times, it can take 50 passes or more to get it right,” she said.

Either way, the finished print is close to indistinguishable from its original, and in the GoNE Gallery, Bryant has taken to noting which pieces are original, and which are giclée prints.

As she moves ahead with the business, Bryant said there are plenty of new plans brewing. She’s currently searching for a new home for the gallery, and is also planning to upgrade some of the equipment that is integral to the shop.
This could mean an investment of upwards of $50,000 — equipment includes digital cameras or camera backs, scanners, copy tables, and copy stands — but Bryant said a faster process will also translate into lower prices for her customers.

A Very Fine Art House

She’s also begun teaching courses, including adult education classes such as ‘how to read your camera manual’ and digital coaching for artists who hope to do some of the work she does on their own.

“I want to keep expanding to help artists market their work,” she said.

And as she does so, she’s helping the arts community thrive, printing her own creations more than ever, and perhaps giving Graham Nash a run for his money.

Jaclyn Stevenson can be reached at[email protected]

Sections Supplements
Providing Care for Aging Parents

When an aging parent needs assistance to live at home, many children opt to provide the care personally. Often, the parent will not agree to hire health care professionals to provide care due to their inability to appreciate the decline in their ability to live independently. Occasionally, the parent has concerns regarding privacy or safety, and the only caregiver they trust is their child.

Regardless of the circumstances, the ‘caretaker child’ arrangement conjures up a variety of legal issues.

A caretaker child arrangement begins when either the parent begins residing with the child in the child’s home or the child begins residing, or continues to reside, in the parent’s home while receiving care similar to that of a facility.

hen the child resides with the parent in a caregiver capacity, it is common for the parent’s home or other assets to be transferred to the child as compensation. When the parent begins residing with the child, normally the parent’s home is sold and the proceeds are used to build additional living space for the parent in the child’s home or given to the child in exchange for the services the child agrees to provide.

In either situation, it is best to establish a care agreement. This is a contract between the parent and the child and possibly the child’s spouse, in which the parent agrees to pay the child (in either a lump sum or on an ongoing basis) or to finance an improvement to the child’s home, and the child agrees to care for the parent until the parent either passes away or is no longer able to perform two of the activities of daily living. These include bathing, eating, dressing, transferring, and toileting.

When establishing a care agreement, value must be associated with the services provided. One approach involves valuing the services as a package like those at a board-and-care facility, and this is only feasible when the services rendered are substantially the same as those rendered by such a facility. In this situation, the average monthly cost of the facility may be used in the agreement as the monthly cost of the care provided by the child.

An alternative approach involves valuing each service individually. This approach should be used when a child is performing only some of the caretaking activities or when there are indications that a non-caretaker child may challenge the agreement. Tasks performed by the child may include, but are not limited to, grocery shopping, meal preparation, accounting services, driving the parent to medical appointments, housecleaning, laundry services, etc. When using the individual pricing method, the child must keep a record of the services performed and receive payment based on the actual amount of service reflected on the time sheet.

In addition to valuing the services provided, there are various other provisions of the care agreement that are equally important. The purpose of the agreement should be clearly stated and should set forth the exact services that the child will provide as well as the location at which they will be provided. The parent’s space, as well as any common areas, should be described in detail. Additionally, the agreement should set forth whether the parent or the child is responsible for paying monthly utility charges, such as gas, water, and electricity, as well as yearly expenses, such as property taxes and homeowner’s insurance.

It is imperative that the parent and child decide under what circumstances the child is willing to care for the elder. The agreement should specifically state the terms and conditions upon which the parent or the child is allowed to cancel the contract. In order to avoid the appearance of an illusory promise on the child’s behalf, the agreement should provide that cancellation shall only occur upon the occurrence of specified conditions, such as when it becomes unsafe to continue to provide care in the home.

The services that the child provides with respect to housekeeping, laundry, meals, and personal assistance should be as detailed as possible. The agreement should detail a schedule for cleaning the parent’s room and establish parameters regarding the parent’s transport to and from medical appointments by the child.

The agreement should also address any property maintenance duties the child will perform, including, but not limited to, ensuring repair of the premises or its mechanical components as needed, mowing the lawn, additional landscaping and snow removal.

In addition, a formula should be provided to determine how increased costs will be calculated whenever anticipated. For example, if the elder pays $50 per month to cover the cost of food, any increase should be tied to the annual consumer price index increase or calculated in some other definable manner so that its application is precise. Without such a provision, a disagreement may arise between the parent and the child, which could, in turn, disrupt the ongoing performance of the agreement.

Any comprehensive care agreement should also address the disposition of the parent’s property upon passing or admission to a nursing home. As the parent’s last will and testament will govern the distribution of any remaining assets, the care agreement should mandate the execution of estate-planning documents by the parent.

The impact of a care agreement with respect to the parent’s long-term care financing options is substantial.

At present, the most common options for financing long-term care include obtaining long term care insurance, privately paying for care, or obtaining Medicaid benefits. When applying for Medicaid benefits, the Division of Medical Assistance will ask whether the applicant has made any gifts during the applicable look-back period. If gifts are found, the Division of Medical Assistance will assess a penalty upon the applicant. This penalty prevents the applicant from obtaining benefits for a certain time period based on the amount of the gift. When assets are transferred to a child as payment for care provided, it may be possible to avoid this penalty as the money was transferred to pay for services provided and was not merely a gift.

Although there are many issues to address when establishing a care agreement, the benefit of such an agreement far outweighs the effort involved in establishing one.

Outlining the responsibilities of each party will prevent most disagreements during the pendency of the agreement. Ultimately, working through the issues raised in a care agreement will lay the framework for a successful arrangement between the parent and the caretaker child.

Gina M. Barry is an associate with the law firm of Bacon & Wilson, P.C. She concentrates her practice in the areas of estate and asset protection planning, probate administration and litigation, guardianships, conservatorships, and residential real estate. She is a member of the National Association of Elder Law Attorneys, the Estate Planning Council, and the Western Mass. Elder Care Professionals Assoc.; (413) 781-0560;[email protected]

Opinion
STCC Technology Park Is an Asset for the Region

Lost in the controversy earlier this year about the possible location of a new state information technology center either at the STCC Technology Park or in the former Tech High School on Elliot Street is the vital role the tech park has played, and will need to play, for Western Mass. to be considered an inviting address for new, emerging, or native tech-savvy companies.

When former STCC President Andrew Scibelli had the vision to create a technology business park adjacent to the college campus, he, and those of us who were part of the founders’ team, were responding to changes evident in a global marketplace early in the high-tech revolution. It was bold, risky, and the first of its kind.

It was just that kind of ahead-of-the-curve thinking that led STCC’s first president and visionary, Edmond Garvey, to establish STCC, known then as the Springfield Technical Institute, in 1967, turning a suddenly defunct federal armory into a center for technological learning.

Just 10 years ago, around the time the technology park was launched, E-mail and use of the Internet in daily commerce was still in its infancy. That the technology park has grown, changed, and broadened its scope is a testimony to just how fluid and dynamic this new age of technology is. Just as Edmond Garvey saw a niche to fill, so too did all of us who were involved in the startup of the park.

As I exit at the end of October from my service as chairman of the STCC Assistance Corporation Board, I leave satisfied that the park has upheld its original mission but also acutely aware that it will need vision and renewed commitment from all involved in order to respond to a rapidly changing and expanding business environment.

So much has changed, yet the focus, and need for the technology park, have never been greater. Events in the global marketplace and the acceleration of technology at all levels of business and commerce make the case that not only was development of the park the right thing to do, but that it is a critical piece of the puzzle in attracting new business development.

Flying somewhat under the radar to date, the park now has a broad range of business concerns that represent an asset to Springfield, the region, and STCC. These include organizations such as One Communications, the largest privately held competitive telecommunications provider in the U.S.; C2C, the E-mail archiving and management firm; and national and regional companies such as Verizon and Western Massachusetts Electric Company.

On the other end of the spectrum is a company like Mind Wing, a small startup technology firm born in the Curtis Blake Day School at American International College that recently graduated from the STCC Incubator. The park also hosts the National Center for Telecommunications Technology, the advanced technology center that develops and pilots telecommunications courses in high schools and colleges. It is a testimony to the original vision that organizations large and small have the confidence to be stakeholders in the park.

The park has also attracted a breadth and scope of business concerns that are utilizing the park’s unique assets of security and redundant digital capacity. These are important elements needed by growing technology-based companies and can be duplicated nowhere else in the Valley.

And it isn’t just those of us who had a founding role who feel this way. The park has won some national acclaim over the years: in 2001 the Economic Development Administration recognized it for ‘Excellence in Urban Development,’ and the International Economic Development Council bestowed its Excellence in Economic Development Award on the park in 2002.

At the end of the day, it isn’t about awards or recognition, or about my own view of the Technology Park’s success and prospects.

What’s at stake here is how we do business as a larger community — putting on display all of the region’s assets as we go about the task of advancing economic development in the region.

And, as Edmond Garvey proved to all of us, we shouldn’t limit our own thinking about what is possible.

Brian Corridan is the outgoing chairman of the Springfield Technical Community College Assistance Corp.

Departments

Cutting the Ribbon

School officials, alumni and student-athletes participated recently in a ribbon-cutting and dedication of the new $5 million Wilbraham & Monson Academy Athletic Center. The 16,800 square foot facility includes a state-of-the art fitness center, new lockers for students and visiting teams, a dance studio, a boardroom, administrative offices and an outdoor deck overlooking Crystal Pond in the center of the campus. The construction project also included improvements to the Academy’s pool and gymnasium. The new fitness center was also dedicated the Jane McNamara Kelly Center for Strength & Endurance. Kelly was a long-time instructor and swim coach at the Academy. She was also responsible for bringing the Relay for Life fundraising event for the American Cancer Society to WMA. She lost her own battle to cancer in 2005. Back row: Athletic Director Skip Jarocki, Titan, team captains Eddie Jewel, Andrew Harvey, Brigid Jurgens, Russell Dinkins, Sarah Lyon, Makeeda Gibbs, and Head of School Rodney LaBrecque. Front row: Heather Hamil, Brittany Batterton, Hanah Kee, and Chelsea Goldrick.


Celebrating 40 years

Springfield Technical Community College staged a 40th anniversary gala on Oct. 19 at the Storrowton Tavern Carriage House. Nearly 200 current and former administrators, staff, faculty members, and trustees turned out. Above, current President Ira Rubenzahl, left, and former President Andrew Scibelli pose with former trustee and faculty member Dorothy Pryor (center) and Cecelia Gross, a current professor of Social Sciences. At top, Trustee Chairman Steven Bradley, left, chats with fellow trustee Maria Goncalves and her husband, Larry Tiberio.


After 5

The Affiliated Chambers of Commerce staged its September After-5 networking event at the Fathers and Sons dealership in West Springfield. At top, Webster Bank was the Gold Sponsor for the event. Above, from left, John McTighe, Sarah Chapin, and Amada Davis from Strategic Information Systems.

Sections Supplements
O.C. White’s Success Stems from 113 Years of Bright Ideas
Richard May

O.C. White’s owner, Richard May (left), and his son, Richard, stand near some of the company’s lighting offerings.

Richard May, owner of The O.C. White Company in Thorndike, has a wide array of antique lights and magnifiers adorning his office.

All of them are products made by his company, a lighting, audio, and magnification fixture manufacturer, at the start of its 113th year in business. May hopes to acquire several more, displaying them in a showroom now being devised in the six-story mill building in Thorndike, a village of the town of Palmer, into which he moved the company in March.

“It’s going to be designed as a ‘walk through time,’” May explained, noting that the showroom will have a museum-like feel and display some of O.C. White’s earliest and latest contributions to the industrial world.

Many of the items are collector’s items today, as they’ve been used through the years everywhere from textile mills to battleships. That’s a good thing for the O.C. White name, becoming more recognizable each year among antique dealers, but not for May himself, who, despite owning the company at which they were manufactured, must scour flea markets and online auctions regularly, paying top dollar for each and every piece. He purchased one lamp directly from the Edisonian Museum, a collection of antique electrics.

“There are a great many variations,” said May. “Some I’ve never seen, even after 40 years with the company. I find most of them on eBay, where antique dealers don’t think twice about paying thousands. The original molds stamped that O.C. White name right onto the piece, and that’s what the collectors look for.”

A Business with Bite

O.C. White has an intriguing history that is still being written. The company was founded in Worcester in 1894 by Otis White, a dentist who, after failing to find such an instrument in the marketplace, invented a small reflector — illuminated by a flame — to peer at teeth from all angles.

“Basically, he started this company out of need, but he was quite the inventor,” said May.

Records from those times are sketchy — “in the early years, everything was just spoken, not written down,” May noted — but White is also rumored to have invented the first tilt-back dentistry chair, before moving on to create a long-armed, swiveling light that could be easily moved back and forth from a stand.

This invention is documented, by four awards garnered by White at the 1901 Pan American Exposition, a precursor to the World’s Fair. The awards, a gold, silver, bronze, and honorable mention, hang in May’s office as a reminder of the company’s auspicious roots.

Throughout the next 50 years, O.C. White diversified, and began to create a wide range of industrial-strength lighting fixtures, including some for battleships during World War II.

By the 1950s, the company had also become the nation’s largest machine light supplier, working with nearly all machine builders in the country.

May’s father, Robert May, was working as a sales representative in the lighting industry at that time, and in 1962, he purchased O.C. White from the White family. The machine lighting market had begun to decline by the 1960s as Japanese outfits positioned themselves as the world leaders in that realm, but O.C. White was able to shift with the times, developing and manufacturing new products that catered to the electronics industry — items like draftsman’s lights, spring-armed lights, and other work-oriented products designed for industrial use and abuse.

“Our forte is offering products with a form, function, and fit that is superior to existing products on the market,” said May. “We’re not a retail outfit because we can’t outprice the lights and fixtures you’ll find at retail stores, so we make the best products that aren’t priced for normal, regular use.

“That’s how our company is different – the quality,” May continued. “It’s possible for one of our products to hold up for years and withstand the greatest abuse.”

Brick and Switch

The company moved its headquarters from Worcester to Three Rivers, another village of Palmer, in the 1980s, and recently relocated to its new home — a 92,000-square-foot brick mill building once used by Thorndike Awning, and later by Federal Paperboard, among a handful of other manufacturers. O.C. White will use all but 20,000 square feet of the property, which May said will be leased. In addition, he’s taken on what he estimates will amount to about $600,000 in renovations.

“The building is a great shell, but it needs several upgrades to bring it up to current levels for manufacturing today,” he said, noting that the historic showroom will be one aspect of those improvements, doubling as a conference room for clients and distributors, and a tutoring mechanism for new hires.

The latter will instill the importance of the O.C. White name and story, but also introduce the newest products available to the company’s 250 distributors, and how and why they came to fruition.

Today, the company still specializes in spring-arm light fixtures, as well as a suite of newer products that speak to the outfit’s ability to continuously shift gears along with the economy. It has a medical and life sciences division, for instance, that produces high-power microscopes, video monitors, and high-resolution video screens. Imaging firms such as Olympus and Leica use O.C. White components in their products. May said his company both designs and manufactures such items, sometimes contracting a portion of the manufacturing with other U.S. companies, but often completing every step in-house.

Lights and magnifiers for microscopes have become core products, as have lights for video systems and heavy-duty microphone arms that are considered some of the best in the broadcast industry. The product lines may have diversified, but May said that devising sturdy, long-lasting products is still very much a part of the O.C. White mission.

“Every day, you can see our microphone arms on television,” said May, who designs many of the products he sells himself along with O.C. White’s engineers. “They have the best functionality and hold far more weight, without jiggle or squeak. That means they won’t affect radio and television transmissions, and that’s made them the industry standard.”

Moving ahead, May said LED, or light-emitting diode technology, is the future of the business — especially small fixtures used in detail work to view small items.

LEDs form the numbers on a digital clock, assist in the transmission of data from a remote control, illuminate watches, and signal when a household device is on. They’re essentially tiny light bulbs that fit easily into an electrical circuit, but unlike ordinary incandescent bulbs, don’t have a filament that will burn out, and don’t get especially hot.

“Electronics is dying,” he said, “so the key for us will be designing high-level, better-functioning LEDs.”

Light Duty

In the meantime, he’s on the lookout for a particular model of O.C. White lamps, one that hovered over seamstresses as they hunched over industrial sewing machines in the 19th and early 20th centuries.

Finding one will help complete the showroom May is building, but, more importantly, it will help shed more light on why this company with the rich history has a seemingly bright future.

Jaclyn Stevenson can be reached at[email protected]

Departments

MassMutual Financial Group has announced that Stephen Deschenes has been hired as Senior Vice President and Chief Marketing Officer for MassMutual’s Retirement Income Group. In his new role, Deschenes will assume overall responsibility for marketing, product development, and pricing of the broad array of retirement income products. In addition, he will be charged with the management of a special, dedicated team focused on development of next-generation income products, including MassMutual’s Retirement Management Account.

•••••

Melyssa A. Brown, a Senior Associate at Meyers Brothers Kalicka, P.C. of Holyoke, has obtained a master’s degree in Business Administration from the Isenberg School of Management at UMass Amherst.

•••••

Angela Gilligan has joined the Westfield office of Park Square Realty as a Sales Associate.

•••••

Coldwell Banker Residential Brokerage of New England has announced that Tim Wright has joined the Coldwell Banker Residential Brokerage office in Longmeadow as a Realtor.

•••••

Aimee Griffin Munnings, Director of the Western New England College Law and Business Center for Advancing Entrepreneurship in Springfield, has been named one of the state’s Up and Coming Lawyers by Massachusetts Lawyers Weekly.

•••••

R. Lorraine Moore of Carlson GMAC Realtors, has successfully completed the Realtor e-PRO course offered through the National Association of Realtors. Moore is an Agent in the Chicopee sales office.

•••••

Thomas P. Cohan has been appointed Director of Government Relations for New England/New York by Charter Communications.

•••••

Kimberly Allen has joined the Coldwell Banker Residential Brokerage office in Belchertown as a Realtor.

•••••

Dr. Janice Yanni has been honored with the Massachusetts Dental Society’s ‘Ten under 10’ recognition. Yanni, who was featured in the Journal of the Massachusetts Dental Society, is a graduate of Case Western Reserve University and the University of Pittsburgh.

•••••

Jason Gingerich, a Senior Investment Strategist at Prime Advisors in Windsor, Conn., has earned the Chartered Financial Analyst designation.

Departments

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

AGAWAM

HP Hood, LLC
233 Main St.
$100,000 — Installing silo on existing silo pad

CHICOPEE

CBL & Associates Properties, Inc.
601 Memorial Dr. Suite C
$310,000 — Alterations to Papa Gino’s restaurant

AMHERST

Amherst College Trustees
50 Lincoln Ave.
$10,500 — Re-shingle

Peter Grandinico
25 North Pleasant St.
$5,000 — Remove partitions to prepare for future restaurant

GREENFIELD

Rober Inc.
225-245 Mohawk Trail
$106,500 — Installation of ATM

Rudolph Boudreau
150-154 School St.
$2,000 — Re-roof

Stan Kol
22 High St.
$4,000 — Install five windows in existing openings

Stoneleigh Burnham School
574 Bernardston Road
$10,750 — Re-shingle roof

HOLYOKE

Holyoke Mall Company, L.P.
50 Holyoke St.
$40,000 — Remodel existing Sports Zone store

Holyoke Shopping Center, LLC
2251-2295 Northampton St.
$290,000 — Build out for children’s dental office

Loomis House Inc.
298 Jarvis Ave.
$31,000 — New addition and laundry room

Loomis House, Inc.
298 Jarvis Ave.
$20,000 — New exercise room and offices

Pilduski Park Trust
County Road
$25,000 — Build new storage room

LUDLOW

270 West Street Realty Trust
270 West St.
$500,000 — New commercial construction

NORTHAMPTON

Eric Suher
56 Main St.
$9,500 — Interior renovations

HS Gere & Sons, Inc.
115 Conz St.
$2,615,000 — Renovate and construct 6,669-square-foot addition

 

Micala Sidore
17 Hawley St.
$3,500 — Construct interior partitions

Patricia Miller
26 Crescent St.
$10,000 — Non-structural interior renovations

River Run Condo Associates
80 Damon Rd.
$48,500 — Install replacement egress and security doors

Strong Avenue LLC
15 Strong Ave.
$12,700 — Non-structural interior renovations

World War II Veterans Association
50 Conz St.
$130,000 — Renovate bar area, new HVAC & sprinkler systems

PALMER

Cumberland Farms
1472 North Main St.
$3,000,000 — New 3,200-square-foot commercial building

SOUTHWICK

Nicolay Gerasimehuk
797 College Highway
$3,500 — Interior renovations

Shepard Corporation
320 College Highway
$140,000 — Addition

Shepard Corporation
320 College Highway
$750,000 — Commercial storage units

SPRINGFIELD

Bruce Bromley
340 Main St.
$30,000 — Alterations in existing building to create new dance studio

Charles Eliasson
184 Maple St.
$225,000 — Repair fire damage to building

Jon Realty LLC
230 Verge St.
$10,000 — Antenna change out

Spine Realty LLC
55 St. George Road
$60,000 — Addition of new office

Springfield Grouping
333 Bridge St.
$28,900 — Alterations to existing space

WESTFIELD

Sun Healthcare Group
60 East Silver St.
$164,000 — New roof

WEST SPRINGFIELD

Mark Lucas
356 Memorial Ave.
$40,000 — Commercial renovations

Salamon Realty
52B Wayside Ave.
$256,000 — Fit out 10,250-square-foot of showroom space

Departments

Microtest Labs Wins State Award

AGAWAM — Microtest Laboratories has been honored with a Massachusetts Economic Impact Award for its strong record of job creation and business expansion. The company was named the Silver Level Award recipient in the Western Mass. region by the Mass. Alliance for Economic Development (MAED). Microtest specializes in testing services and contract manufacturing for the medical device, pharmaceutical, and biotechnology industries. MAED is a private, nonprofit partnership of business, industry leaders, and government dedicated to the economic growth of Massachusetts. MAED will recognize its 2007 Team Massachusetts Economic Impact Award winners during a luncheon on Nov. 20. For more information, visit www.massecon.com.

United Financial Bancorp Starts Second-step Conversion

WEST SPRINGFIELD — United Financial Bancorp, Inc. recently announced it and United Mutual Holding Company, its mutual holding company, have received conditional approval from the Office of Thrift Supervision to commence its second-step conversion and offering. The company also announced that the registration statement relating to the sale of common stock by United Financial Bancorp Inc., its new Maryland corporation, was declared effective by the Securities and Exchange Commission. The subscription and community offering was expected to begin on or about Oct. 22, when offering and proxy materials were mailed to eligible depositors of United Bank, the savings bank subsidiary of the company. Proxy materials will be mailed to stockholders of the company eligible to vote on or about Oct. 22. A syndicated offering of unsubscribed shares to the general public is expected to begin at a later date. The Stock Information Center, which opened on Oct. 24, may be reached at (413) 788-3333.

Easthampton Savings Opens Westfield Office

WESTFIELD — Easthampton Savings Bank recently staged grand-opening ceremonies for its new branch on Broad Street in Westfield. Katrina Dziedzic, who has more than 20 years of banking experience, serves as branch manager. The new full-service branch includes a drive-up window, safe deposit boxes, a night depository, and a drive-up automated teller machine. Founded in 1869, Easthampton Savings also has branch locations in Easthampton, Southampton, Northampton, Hadley, South Hadley, and Belchertown.

Bauzá & Associates Expands Client Portfolio

HOLYOKE — Bauza & Associates recently announced it has greatly expanded its client portfolio during the second and third quarters of 2007. The new additions to its portfolio include Comcast, Northeast Utilities, Health New England, Eastern Connecticut State University, Stamford Hospital, Hartford Foundation for Public Giving, Well Done Productions, Eastern States Exposition, and the Mashantucket Pequot Tribal Nation. “We are proud to work with such incredible organizations who understand the value of the Hispanic market and are taking the right approach to building brand awareness and driving sales with Hispanic consumers,” said Hector Bauza, president. The firm also has offices in Boston and New Haven, Conn.

Dave’s Gets OK to Expand Store

AGAWAM — Dave’s Soda and Pet City has received permission from the Planning Board to eliminate 1,500 square feet of the former Ames department store on Springfield Street to make way for adequate parking requirements. David A. Ratner, owner of Dave’s, said he hopes to move his current operation from Ramah Circle to the new site by spring, which will also include a dog obedience facility and a grooming center. Ratner noted that the new site will feature 25,000 square feet of retail space and 10,000 square feet of warehouse space. With the additional space, Ratner plans to expand the Agway line.

Breast Cancer Awareness Program Expected to Raise Donation to Local Groups

SPRINGFIELD — Massachusetts Mutual Life Insurance Co. (MassMutual) recently kicked off an innovative breast cancer awareness program that will raise an estimated six-figure contribution for local cancer organizations across the country while also educating women about financial preparedness, especially when it comes to breast cancer and other unexpected life events. The program, part of a year-long effort by MassMutual to support breast cancer awareness efforts, will make charitable contributions of up to $3,000 to local cancer organizations in the name of each MassMutual agency that conducts a Pearls of Wisdom® financial education seminar in its local community in October. Additionally, as it does every year, MassMutual will undertake a variety of activities at its Springfield and Enfield, Conn., headquarters to involve and educate its own employees on the topic of breast cancer prevention. For more information, visit www.massmutual.com/women.

Mercy Medical Center, Cancer Society Team Up To Help Cancer Patients

SPRINGFIELD — Mercy Medical Center recently signed a collaboration agreement with the American Cancer Society which partners the two organizations in an effort to save lives and improve the quality of life for cancer patients and survivors in the Greater Springfield area. Each year, Mercy Medical Center serves more than 1,200 newly diagnosed cancer patients in Greater Springfield, offering a range of patient care services, including prevention, early detection, treatment, counseling and support, and patient education. The hospital collaboration agreement will ensure that all newly diagnosed cancer patients are informed of all resources, programs, and services provided by the American Cancer Society. Mercy also offers its cancer patients the only American Cancer Society cancer resource center in the area, staffed by well-trained volunteers, where patients can seek out additional cancer-related resources in the community.

UMass Professors, Town Officials Launch Wireless Network

AMHERST — In a distinctive town-gown electronic partnership, researchers from the University of Massachusetts Amherst and town officials have unveiled the first phase of a community wireless mesh network in the downtown area. This network allows the public and town workers access to a broad range of services from WiFi-equipped mobile devices including laptop computers, hand-held devices and smartphones. The new wireless network is the result of collaboration between Kristopher J. Pacunas, information technology director for the Town of Amherst, and Mark Corner and Brian Levine, professors in the UMass Amherst computer science department. The network has been in the testing phase for the last several months. UMass researchers are using the network to run a number of projects in mobile computing, networking for disaster management, and municipal sensor networks. The system will be managed and maintained by the town’s information technology department. Equipment and installation were funded through several grants to UMass Amherst from the National Science Foundation and the Defense Advanced Research Projects Agency. In addition to providing Internet access to the public, town officials have begun experimenting with operating some town services over the network, suggesting the potential to reduce costs for phone lines that the town leases for data from sewage and water sensors. In addition, town officials hope the network could greatly increase the monitoring of the town’s infrastructure, including traffic signals and pollution. For more information about the project, visit www.amherstma.gov/communitywireless.

Enterprise Fund Provides Business Loans to Two Local Companies

HOLYOKE — The Western Mass. Enterprise Fund announced it has provided small business loans recently to Cubit Wire & Cable Co. Inc. of Holyoke and Australis Aquaculture, a fish farm and processing company in Turners Falls. The small business loan to Cubit Wire in Holyoke will be used as working capital and will enable the company to capitalize on new opportunities and increase sales volume resulting in new job creation. Cubit focuses on manufacturing a special type of wiring for equipment such as ambulance track lights, railroad track lights, industrial air conditioning, aircraft instruments and pool vacuums. Cubit is a certified minority owned business and began operations after acquiring the former American Electric Cable Company in 2004. Australis will use the loan to purchase filleting and processing equipment needed to process its primary product Barramundi in house. The company has turned a previously unknown fish in the United States into a significant seafood trend. Australis has relationships with several of the country’s leading supermarket and restaurant chains. Australis grows its fish in an ecologically friendly indoor facility located in Turners Falls. According to Christopher Sikes, executive director of WMEF, “These loans highlight the diversity of our portfolio and the small businesses that operate in Western Mass. sometimes unnoticed. One company provides a unique and growing food product available throughout the country and another is a minority owned company with great potential for growth.”

ECS Announces Stock Ownership Plan

AGAWAM — Environmental Compliance Services, Inc. (ECS) announce the establishment of an Employee Stock Ownership Plan (ESOP). “The timing is right to continue our growth trajectory and to maintain the strong commitment of our dedicated and passionate employees,” said Mark Hellstein, Founder and President. “The employees have made this company what it is and they deserve the opportunity to control their destinies.” Currently celebrating its 25th year in business, ECS is a pioneering environmental consulting firm with more than 200 professionals. ECS’ full line of services includes site assessment, remediation and engineering, fuel system management, multi-media services, and cost-recovery services.

Departments

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

AGAWAM

Carla Santia & Associates
154 Brookfield Lane
Carla Santia

Coach T’s
360 N. Westfield St.
Beverly J. Weil

AMHERST

C & C Clothing and C.D.’s
233 North Pleasant St.
Danielle Lesure

Choice Travel of Amherst
12 White Pine Road
Ati Jain

Cross Culture Journey’s
12 White Pine Road
Ati Jain

Rampage
233 North Pleasant St.
Valerie Vasquez-Alexander

Third Eye Production
28 Amity St.
Adrian D’Errico

CHICOPEE

Gracey’s Cleaning Services
155 State St.
Grazyna Syrek

Jan Peters Pottery
159 Moore St.
Janice B. Peters

Sayegh Jewelers Inc.
601 Memorial Dr.
James A. Sayegh

Zasco Productions Inc.
340 McKinstry Ave.
Michael W. Zaskey

EASTHAMPTON

Molly Montgomery Painting
69 Pleasant St.
Molly Montgomery

EAST LONGMEADOW

All For You Agency
469 Prospect St.
Galina Gertsezen

Bretta Automotive
20 Dorset St.
Roland Bretta

Caldwell Banker Residential Brokerage Real Estate School
55 North Main St.
NRT New England, LLC

College Counseling Services
14 Baldwin St.
Joan Tompkins

International Paintless Dent Removal
302 Somers Road
Wayne Pilon

The Pizza Shoppe
134 Shaker Road
Nichloas Giuggio

GREENFIELD

Carried Away
10 Miles St.
Mona A. Minor

Cycle Werx
322 Deerfield St.
Peter R. Graves

Freelance Writing By Josephine
57 Congress St.
Josephine Griswold

Hannoush Jewelers
269 Main St.
Joseph Hannoush Family Inc.

HADLEY

Barley Education Associates
105 Honey Pot Road
Patrick L. Leighton

Buck Brothers Concrete
340 River Dr.
Leonard Buck

Ken’s Catering
61 Middle St.
Kenneth Berestka

HOLYOKE

Barber Magic
1312 Dwight St.
Laura M. Renardson – Chabot

Eastern Arts MA
50 Holyoke St.
Lian Liu

Kid’s Foot Locker # 6715
50 Holyoke St.
Delphine Coot

Libreria Roca de Santidad
364 High Street
Juan Morales

Rayzor Sharp Images
118 Maple St.
Raymond Rodriguez

Sam’s Food Stores
515 High St.
Syed A. Ali

Sporting Chance Inc.
50 Holyoke St.
Rick Gileau

T. J. T. Furniture Store
677 High St
Margarita Herrera

LONGMEADOW

Accounting and Management Services
109 Colony Road
Monica Crowley

C & S Marketing
50 Yarmouth St.
Carlo A. Simeoli

FARaero
100 Cobblestone Road
Michael Gitlen

LUDLOW

Element Salon & Day Spa
21 Harding St.
Dani Montgomery

Golden Age Club of Ludlow
37 Chestnut St.
Florence M. Perrault

Joseph Kozicki Plumbing & Heating
153 Chapin St.
Joseph Kozicki

NORTHAMPTON

Healthy Homecare
71 Gleason Road
Sarah W. Nenner

Kunhardt Financial & Insurance Strategies
8 North King St.
Daniel B. Kunhardt

Prism Transcription
61 North Main St.
Mary Cassidy

Shelburne Falls Coffee Roasters
124 King St.
Curtis Rich

Staples
136 North King St.
Staple the Office Superstore Inc.

The Historic College Inn
74 Bridge St.
Todd Marchefka

PALMER

Northern Drywall
3119 Main St.
Jason Lebeau


 

O’Connor Auto Body
45 Commercial St.
Daniel P. O’Connor

Office Care of New England
55 Beacon Dr.
Kathleen Dyer

Rainbow Realty
324 Old Warren Road
Lewis Paul Councilman

RepairMasters
9 Ridge Road
James M. Hurley

SPY Enterprises LLC
2278 Main St.
Lynn Sampson

Total Quality
3171 Foster St.
Keith Lindsey

USAVE Discount Mattress
241 Wilbraham Road
Richard Plante Jr.

Walt’s Wallpapering & Painting
77 Nipmuck St.
Walter J. Reynolds

SOUTH HADLEY

Bridal Heirlooms
17 College Highway
Christine Auffrey

Covet Audio
51 Lamb St.
Eugene C. Trottier

Intelicoat Technologies
28 Gaylord St.
Robert B. Thumith

My Mushroom Mittens
536 Newton St.
April Prentiss-Was

Quality Auto Repair
3 Main St.
Brian Bogart

SOS Heating and Air Conditioning
89 Pitroff Ave.
Timothy Sosnicki

SOUTHWICK

Craft Manor Gifts
160 Point Grove Road
Raymond J. Coperchioli

SPRINGFIELD

J&D Polishing
33 Mohawk Dr.
Dennis Nelson

JC Remodeling
12 Ames St.
Melvin J. Gali

Jaisiah’s Dream
276 Longhill St.
Lucy L. Savage

Joey’s Place
356 Parker St.
Roberto Galvan

Knox Food Market
17 Knox St.
Tariq Mahmood

Latin Barber Shop
2881 Main St.
Jose Miguel Gonzalez

Le’ Buddies Helping Hands
79 Rochelle St.
Althea Carter

Liranzo Restaurant
895 Carew St.
Andrea Liranzo

Love 2 Sparkle Boutique
45 Monticello Ave.
Heather Ann Watling

New Era
902 Carew St.
Jason Torres

Payson Renovation
36 Wildwood Ave.
Stephen Carl Payson

Pennington Painting Company
363 Sunrise Terrace
Dustin Pennington

Puerto Del Sol Travel
270 Grisham St.
Maria R. Lozada

Pyramid Services Company
20 Dartmouth St.
Gregory R. Gavin

Reliable Painting and Roofing
217 Chapin Terrace
Eric Warren

Small Repair/PC
50 Hollywood St.
Fred Moskowitz

Tree Huggers Tree Care
85 North Branch Parkway
Norbert Maleshefski

White Glove Cleaning
28 Beaumont Terrace
Chandlen Daniels

YNV Entertainment
22 Phoenix St.
Moises Cepeda Jr.

WESTFIELD

Angelo’s Market
266 Elm St.
Angel Morales

Frankie’s Barber Shop
36 Mechanic St.
Frankie C. Pileggi

Liberty Exercise & Wellness
15 Coolidge Ave.
Susan M. Gouin

North East Lawncare & Landscape
543 West Road
Jeffrey Stokowski

Tobacco Barn
53 Elm St.
Mina Rishamwala

Wal-Mart
141 Springfield Road
Wal-Mart Stores East, LP

Wintersales
80 Tannery Road
John D. Strauss

WEST SPRINGFIELD

Greenwich Logistics International
71 Craig Dr.
Aloyce C. Assenga

Los Duenos Del Estilo Barber Shop
1146 Union St.
Luis Rivera

Sol’s Tire Service Inc.
953 Union St.
William R. Ellis

S.T.A.N.
791 Piper Road
Stanley J. Zalewski

T-130 Productions
11 Pleasant St.
Christopher Thibault

Ten Thousand Angels
1130 Memorial Ave.
David John Rowe

West Side Hypnosis
12 Railroad St.
Louise Ellen Jahr

Zenith Auto
86 Exposition Ave.
Igor Kuznetsov

Sections Supplements
As the Market Slows, More Firms Are Bidding for Less Work
Kerry Dietz

Architect Kerry Dietz says she seeing and hearing some “hunger” in the construction market.

Many in the construction sector are starting to see more signs that the market is tightening up. There are more companies bidding on projects — no less than 16 firms vied for rights to build the new clubhouse at the Ledges Golf Club in South Hadley, a comparatively small project — and more companies from outside the region are joining the fray. These indicators point toward continuation of a relatively flat period for most builders, but there is considerable optimism that there will be enough work to go around in 2008.

Joe Marois has noticed some bigger crowds lately at the so-called ‘walk-throughs,’ at which construction companies can get a feel for a specific project before deciding whether, and how much, to bid on it.

“At some of them, there’s enough people at the walk-through to do the job,” joked Marois, president of the South Hadley-based construction company that bears his name, noting quickly that this is not a laughing matter for most of the players in this sector.

The big turnouts mean that many companies are looking for work, at least in part because there’s less of it to find, and some of those outfits are coming from outside of this area code. The heightened competition brings the bid prices down, he continued, which is good for the customers, but not necessarily for the company winning the bid, which is ultimately looking at a smaller profit margin or, in some cases, just breaking even.

“We’re working hard to keep the lights on … we’ve had to work twice as hard for about half as much, it seems,” said Marois, exaggerating to make a point — that his firm has been successful in finding plenty of work, although many of the projects are smaller in size than what it usually pursues. He sees an abundance of projects for the balance of ’07 and the looming spring building season, but admits there is some apprehension in the industry about what lies ahead.

‘Flat’ is the term he and others used to describe the current state of the local construction market, and there are concerns for the year ahead about everything from the prices of steel and other building materials to the subprime lending mess and perceptions of same.

“The subprime housing situation hasn’t had an impact on the commercial market,” said Peter Wood, vice president of Sales and Marketing for Associated Builders in Southampton. “But what may impact the commercial segment is the lack of discretionary income after we get through a winter of continually rising commodities prices.”

Wood agreed that there is heightened competition touching many segments of the market, some more than others. There has been less overall impact in Associated’s specialty, design-build work, he noted, adding that the company has remained busy, has a number of projects on the books for next spring, and hasn’t seen a pronounced decline in margins.

“We’re still seeing opportunities to sell our product and without having to discount it,” he said. “That’s because we’re not really in a bid market, we’re in a service market.”

Kerry Dietz, owner of Dietz & Co. Architects, said her sector has also seen a surge in the number of companies bidding on projects, and also some firms from well outside this region vying for work in the 413 area code. There are several factors contributing to this, she said, including some general uncertainty about the economy, which may be prompting some business owners to err on the side of caution when it comes to building projects.

But also, some public initiatives have been slower in developing than many in this sector had expected, she said, noting that state funding of school projects — renewed after several years when the pipeline was closed off — has been slower than anticipated (the new Putnam High School in Springfield is the first project). This has no doubt forced companies specializing in school work to continue looking elsewhere, she continued, adding that funds for another state initiative involving public housing have started to trickle in.

In this issue, BusinessWest examines the state of the construction sector, and what looms ahead for an industry that is often a good predictor of the economy as a whole.

Board Feat

As he talked with BusinessWest about the general state of the building sector, Wood clicked his way to a story in the local paper about the bidding for the contract to erect a new clubhouse at the Ledges Golf Club in South Hadley.

“It says that 16 contractors — that’s a lot, that’s huge — had taken out documents to bid on what will be about a $700,000 project,” he said, noting that the clubhouse work accurately reflects what is happening within the local market, especially the publicly funded projects “Clearly some of those companies are not from around here — that’s what happens when the economy goes south for builders; that’s good for the club because it will get a good price, but it’s not good for the people trying to do business in this area.

“What happens when the market gets tight is that prices get lower in the bid process,” he said. “But you can’t swap a dollar for a dollar to stay in business; you still have to be allowed to make a profit in the business sector.”

The Ledges bidding war provides an effective backdrop for Q4, and may be a harbinger of what’s ahead, said Wood, noting that as 2007 winds down, many in this sector are still doing well, but all players are watching the landscape closely in search of clues for what might happen in the short and long term.

People like Tim Pelletier. “I’m just lying in the weeds watching to see what happens,” said Pelletier, president of Ludlow-based Houle Construction. Like others, he sees the heightened competition for jobs as a clear sign that companies are hungry for work, sometimes just to keep crews busy so they don’t lose valued employees.

“When you see people that you haven’t seen before, and when you see people start to come up from Connecticut, that tells you that things are getting tighter,” he said.

There are several theories as to why. First, the residential market has slowed down (although not as much here as elsewhere), forcing some companies that specialize in that work to veer toward commercial projects until the housing skies brighten, said Pelletier.

Meanwhile, there are more concerns about the economy — again, more nationally than regionally — and other factors that are contributing to some hesitancy in the building market.

“I’m hearing some hunger, and seeing it,” said Dietz, noting that the architectural community is often among the first sectors to note turns or trends in the economy. “Some of the sub-trades haven’t quite felt the pinch yet because they’re still working, so they think there’s plenty of work coming afterwards. They’re not at the beginning of the food chain, they’re more toward the end, so they’re not seeing it as much, but I suspect they will.”

Overall, Dietz expects more flat times ahead before the picture improves.

“I think the beginning of 2008 will be on the slow side for everybody,” she said, “but by the end of the year we’ll see some action as the housing controversy will settle down and people will get over it.”

Dietz said that at the moment, her firm is ‘slammingly’ busy — there were four proposals submitted during one recent week — but, as is typical is this business, she can’t really project more than a few months out.

Like others we spoke with, she said the perception that the economy may be slowing down may be a bigger factor in what happens across this sector than reality. Overall, she said, the problems with the housing market, and the economy in general, are not as bad as many of the headlines make it appear.

“Housing goes up like 80,000%, and then goes down a tiny fraction of that and everyone talks about the burst bubble,” she said. “I think we’ve lost our perspective on the economy in a lot of ways.”

Marois said his firm is also busy, albeit with projects it might not have pursued if times were better.

“We’ve had a lot of small jobs, and we’re going after things we normally wouldn’t go after,” he said. “But I’m noticing that there’s a lot out there to bid on … things are ramping up a little bit, and that’s unusual for this time of year.”

Finishing Work

Summing up the state of the market, Marois said that few if any companies are in panic mode. But these are times when firms must focus on the bottom line, be alert to opportunities, and do what’s necessary to ride out the storm.

“You have to really pay attention to survive right now,” he explained. “You have to watch what you’re doing, stay lean, and just be careful.”

And also expect those large crowds at the bid walk-throughs — at least for the time being.

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

Departments

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

A1 Pizza
Durmaz, Koray
Durmaz, Jessica
a/k/a Savage, Jessica
86 Walter St.
Chicopee, MA 01013
Chapter: 7
Date: 09/14/2007

Acus, Donald E.
Acus, Sarah M.
a/k/a Cortesi, Sarah M.
21 Berkshire Ave.
Southwick, MA 01077
Chapter: 7
Date: 09/12/2007

Auger, Diane Marie
15 Chapel St.
West Warren, MA 01092
Chapter: 13
Date: 09/12/2007

Cahoon, Jean L.
155 Veazie St.
North Adams, MA 01247
Chapter: 7
Date: 09/10/2007

Day, Lee J.
88 Lyman Road #4
Northampton, MA 01060
Chapter: 7
Date: 09/10/2007

Darling, Patricia A.
1549 Allen St. Apt. 1
Springfield, MA 01118
Chapter: 7
Date: 09/10/2007

Doran, Amelia
PO Box 216
Great Barrington, MA 01230
Chapter: 7
Date: 09/12/2007

Fazio, Aldo R.
6 Lyric Ave.
East Longmeadow, MA 01028
Chapter: 7
Date: 09/10/2007

Fazio, Candice L.
a/k/a Brown, Candice
579 Barry St.
Feeding Hills, MA 01030
Chapter: 7
Date: 09/10/2007

Herbert, Oliver S.
Herbert, Elizabeth J.
a/k/a Rocasah Elizabeth J.
P.O. Box 60751
Longmeadow, MA 01116
Chapter: 7
Date: 09/10/2007

Hill, John E.
Hill, Marcia J.
79 Forest Ridge Lane
Agawam, MA 01001
Chapter: 7
Date: 09/13/2007

Jasienowski, Shannon N.
19 Helen St.
Chicopee, MA 01020
Chapter: 7
Date: 09/11/2007

Jones, Melanie F.
39 Duggan Circle
Springfield, MA 01119
Chapter: 13
Date: 09/12/2007

Kelley, Samuel T.
33 Claremont St.
Springfield, MA 01108
Chapter: 13
Date: 09/11/2007

Loomis, Thomas P.
11 Stanley St.
Greenfield, MA 01301
Chapter: 7
Date: 09/10/2007

Malejka, Patricia Ann
254 South St.
Holyoke, MA 01040
Chapter: 7
Date: 09/07/2007

Malone, Arthur D.
64 Carlisle St.
Springfield, MA 01109
Chapter: 7
Date: 09/13/2007

Malumphy, Bernard J.
58 Taylor St.
Pittsfield, MA 01201
Chapter: 13
Date: 09/11/2007

 

Neves, Bret J.
95 Stafford Road
Wales, MA 01081
Chapter: 7
Date: 09/14/2007

Owens, James J.
4 Williston Drive
Ware, MA 01082
Chapter: 7
Date: 09/14/2007

Parker, Wilmer A.
52 Pendleton Ave.
Springfield, MA 01109
Chapter: 13
Date: 09/13/2007

Pinney, Edward L.
a/k/a Pinney, Edward V.
Pinney, Stella A.
a/k/a Antico-Pinney, Stella R.
297 Granville Rd.
Westfield, MA 01085
Chapter: 7
Date: 09/07/2007

Provost, Judith A.
439 Beech St.
Holyoke, MA 01040
Chapter: 7
Date: 09/10/2007

Provost, Desiree N.
122 Bellwood Road
Springfield, MA 01119
Chapter: 7
Date: 09/12/2007

Ray, Rachel M.
88 Providence St.
Chicopee, MA 01020
Chapter: 7
Date: 09/12/2007

Richer, Michelle D.
58 Camden St.
South Hadley, MA 01075
Chapter: 7
Date: 09/10/2007

Rodriguez, Keishla
588 Chestnut St.
Springfield, MA 01107-2045
Chapter: 13
Date: 09/14/2007

Samimi, Behzad A.
36 Emerald Road
Springfield, MA 01119
Chapter: 7
Date: 09/11/2007

Slick, Nancy Marie
180 Montgomery Ave. Ext.
Pittsfield, MA 01201
Chapter: 7
Date: 09/14/2007

Smith, Eric T.
18 Lombard Ave.
East Longmeadow, MA 01028
Chapter: 7
Date: 09/10/2007

Sullivan, Kimberly A.
57 Chilson St.
Springfield, MA 01118
Chapter: 13
Date: 09/13/2007

Villemaire, James Clifford
24 Marion St.
Chicopee, MA 01013
Chapter: 7
Date: 09/13/2007

Watson, William Paul
28 Berbay Circle
Springfield, MA 01109
Chapter: 7
Date: 09/12/2007

Welz-Andrews, Ann
42 Navajo Dr.
North Adams, MA 01247
Chapter: 7
Date: 09/12/2007

Wolf, Donna Marie
4 Amostown Road
West Springfield, MA 01089
Chapter: 7
Date: 09/12/2007

Zorfas, Harvey
Zorfas, Cynthia W.
P.O. Box 256
Pittsfield, MA 01201
Chapter: 7
Date: 09/14/2007

Features
As Confusion Mounts, Cautious Optimism Surrounds Health Insurance Reform
Christine Phillips and Carole Parlengas

Christine Phillips (left) and Carole Parlengas of United Personnel say health insurance reform could have some rocky times ahead, but they view the changes as necessary and important.

‘One calendar month is the calendar month, commencing with the first calendar month following the first day of employment, unless the first day of employment is the first day of a calendar month, in which case the calendar month commences with the first day of employment.’

That’s how one sentence, regarding employee start dates and how they affect a company’s calculation of full-time equivalent (FTE) employees, reads on the Mass. Office of Labor and Workforce Development Web site.

Carole Parlengas, vice president and CFO, and Christine Phillips, executive vice president with United Personnel, a staffing agency based in Springfield, said it’s also a good example of the verbiage surrounding the Commonwealth’s health insurance reform legislation that has their heads spinning.

“If just one sentence is overwhelming, think of all the other things we haven’t even seen yet,” said Parlengas, to which Phillips added that, while in many respects United Personnel has stayed ahead of the game in terms of implementing new requirements, there’s still an anxiety level surrounding what needs to be done, and how.

“From the beginning, we’ve said that we will work with whatever the state gives us in order to stay legally compliant and in step with the legislation,” said Phillips, “but we’re still nervous, because we’re not always sure what the state is doing. And from what I’m hearing, we’re actually ahead of some other companies who’ve gotten lost in the quagmire and are waiting for more direction.”

United Personnel represents the business sector that could be experiencing the most problems with the Commonwealth’s implementation of health insurance reform, signed into law by former Gov. Mitt Romney in April 2006. It requires all Massachusetts residents to have health insurance — the deadline was this past July — and through mandates and new filing requirements, places this responsibility not only on individuals, but state agencies, health plans, and employers as well.

Devil in the Details

While the plan has received little public criticism of late on administrative or legislative levels, employers are beginning to feel the weight of the new paperwork required by the law.

Staffing agencies are particularly stymied, trying to understand how to efficiently file new forms when employees are temps, often starting a new position multiple times throughout the year. This makes it difficult to pinpoint how many FTEs an agency actually has, not to mention those employees are scattered throughout various businesses, not contained in one office.

“I don’t think the administration ever thought about transient employees,” said Parlengas, who, over the course of the last month, has attended several meetings with legislators, health insurance companies, and other staffing agencies across the state as they scramble to find their place in the puzzle. “They thought of seasonal and part-timers, but not the temps.”

This concern has moved closer to the forefront in recent weeks due to the arrival of the first round of new annual filings for employers that are part of the legislation.

Employers were notified the week of Sept. 24 that beginning on the first of October, they would receive their first Fair Share Contribution report (FSC), which can be completed online and details whether or not an employer with 11 or more FTE employees has made a ‘fair and reasonable contribution’ to their employees’ health insurance, and if not, to what extent a per-employee Fair Share Contribution (of up to $295 per employee annually) must be paid.

Employers have also received a second form, the Employer Health Insurance Responsibility Disclosure report (HIRD), which confirms whether or not an employee has been offered a Section 125 plan, a pre-tax payment system for health coverage and the minimum requirement for employers. Forms must be signed by each employee regardless of their decision to accept or decline the plan, and must be kept on file for three years.

Further, they must be filed with the state by Nov. 15, and that quick turn-around has many people reeling. Staffing agencies have arguably felt the pressure first, but Phillips said she wonders if similar worries will surface in other industries, such as health care, which employs a large number of per diem employees, and in restaurants, in which servers rarely work ‘normal’ hours.

“The data is the scariest thing; it’s going to be a few rocky years for some companies,” she said. “It’s the biggest piece of this right now — record-keeping, and producing the data the state needs.”

In some ways, the problems brought on by the new filing requirements start at a very basic level, Phillips noted. For one, the computer systems currently used at United Personnel have no way of ‘answering’ the questions posed by the state: questions such as ‘what is the percentage of the premium cost for individual coverage your business offered to contribute for all full-time employees?’

“We need certain tools in order to report the data correctly that we don’t have; our databases weren’t built to deal with such sophisticated queries,” she said, adding that for now, the process has become a very human one — and therefore very time- and resource-consuming. “It’s daunting that record-keeping has become so important … especially when we don’t even understand what constitutes a calendar month.

“I think that when this was being planned out, the administration was thinking in terms of standard jobs, and standard hours,” she continued. “When I think of people in restaurant and hospitality jobs, or the medical field, I think they must have some of the same challenges as we do. I don’t think the administration thought long on logistics.”

Painting with a Broad Brush

Still, some with a bird’s-eye view of the reform say that while some roadblocks are bound to crop up, the plan has moved ahead as smoothly as they could have hoped.

Mike Widmer, president of the Mass. Taxpayers Assoc. (MTA), spoke with BusinessWest a year before the health coverage deadline, and at that time cautioned employers against leaping to any conclusions when the legislation’s reporting components began to fall into place.

“The classic, Massachusetts response at the first sign of trouble is ‘man the torpedoes,’” he said in May 2006. “We have to keep working, to progress into new territory.”

Today, his sentiments have not changed much.

“Massachusetts gets very high marks for how well the implementation has gone, and I include the Connector in that,” said Widmer, referring to the Commonwealth Health Insurance Connector Authority, an independent public authority created to implement significant portions of the health care reform legislation, including assisting qualified Massachusetts adult residents with the purchase of affordable health care coverage.

“The administration in general deserves high marks for implementing health care reform. It could have been a problem with a Democratic governor taking over after a Republican governor, but they’ve been sensitive to this and have not tried to reinvent solutions to the issues.

“It took a broad and unusual coalition to pull this off, and a group of constituencies sought to achieve compromises that have held together,” Widmer continued. “We’ve enrolled 200,000 people to date, and moreover, the Connector Authority votes on tough issues, like affordability. Those votes have been largely unanimous, and that reflects the compromise and proves that the board is not going to the mat on every issue.”

Widmer said he, too, has some looming concerns despite his confidence in the system, including the possibility of losing key federal funds.

“We are negotiating with the federal government to maintain funding in 2008 that is critical,” he said. “Once the reform was in place, they approved it, and we didn’t lose the money, but now, we must re-evaluate, and that’s going to determine how much funding we’ll get.”

The Finer Points

Jeff Ciuffreda, vice president of Government Affairs with the Affiliated Chambers of Commerce of Greater Springfield, agreed that while much remains to be seen, the current climate in the region seems to be one of acceptance of the law, and of respect for its objective. But like Widmer, he also guards his optimism.

“The roll-out of the products is being seen as fairly good,” he said, “and overall, we haven’t heard a lot of negative feedback. I do hope, though, that there aren’t too many people adopting a ‘let’s-wait-and-see’ attitude.”

Ciuffreda said he fears some employers may be unclear on some of the details of the legislation, in particular the role of the Fair Share Contribution, and that this could create a backlash later in the year as tax time approaches.

“I hope this lack of feedback isn’t a sign that employers are not understanding some of the fine complexities of the law,” he said. “When they file their taxes, they could face the first phase of penalty, and we could hear more complaints.

“The biggest misconception is that the Fair Share Contribution of $295 is a good deal, but that’s just the first part,” he added. “It could get exceedingly worse for those employers.”

That’s because if employees at a given company (of 11 employees or more) accrue more than $50,000 in health care costs drawn from the free care pool the legislation is aimed at eliminating, the employer is responsible for at least a portion of the bill, and possibly the whole amount.

“If the legislation hasn’t gotten people’s attention, those penalties will,” said Ciuffreda. “They’re not meant to fine; they’re meant to make health care ultimately more accessible for everyone, and by the end of this year, we’ll have a clearer picture as far as how that is progressing.”

Agents for Change

Despite the challenges they’re currently facing, Phillips and Parlengas also agreed that with any new legislation, especially one with such broad implications, there are bound to be some stumbling blocks.

Overall, though, they’re optimistic that the Commonwealth’s health insurance reform will achieve its goal — to make health care universally accessible to Massachusetts residents.

“We’re patient, and we’re positive,” said Phillips. “We have a commitment to making sure we’re compliant and we take doing business in this state very seriously.”

“Something needed to be done,” added Parlengas. “Even though it’s confusing now, and the employer bears the brunt — it’s important.”

Jaclyn Stevenson can be reached at[email protected]

Opinion

This issue, BusinessWest begins a series of articles on how other cities are faring with the challenges facing all urban centers in the 21st century, with the goal of identifying strategies and philosophies that may be incorporated in this region. We start with Lowell, a community similar to Springfield in many ways — it is a former manufacturing (textiles) hub, runs along a major river, pursued minor league baseball (successfully), and was managed by a finance control board during its darkest days — and also a community hailed by many as a model for urban revitalization.

The comeback effort, waged over the past 30 years or so, was recently called into question by some academics and economic development experts, who say that Lowell hasn’t created enough new jobs and still has high rates of poverty. This may be true, but by most estimates, what Lowell has accomplished is worthy of praise and emulation. The city is vibrant, with perhaps 3,000 more residents living in its downtown (most all of them with disposable income) than just seven years ago, and it has re-invented itself as a cultural destination, and an attractive place to live and work.

Springfield has those same goals, but it faces some handicaps that Lowell doesn’t. It is too far from Boston and the Route 128 beltway to gain appreciably from the strong economy there. Meanwhile, it doesn’t have the millions of square feet of vacant mill space that developers transformed into condos and apartments in Lowell’s downtown area.

But there are plenty of lessons Springfield officials can take from Lowell, and we hope they do. Here are a few:

  • Embrace the Past: Lowell’s revitalization efforts started with the Lowell National Historic Park, which pays tribute to the city’s heritage as a planned industrial city, and it was moved forward by the fact that the city didn’t bulldoze all those old mills. Springfield can learn from this and try to create more cultural and historical attractions. The Armory museum is already here, and it can supplemented by facilities that recognize the city’s manufacturing heritage, the products made here, the many ‘firsts’ for which the city is known, and the entrepreneurs who started those ventures.
  • Focus on Market-rate Housing: Lowell found a way to add market-rate housing to its downtown without displacing poor residents and those in subsidized housing. Springfield can do the same, but it will have to be more creative. It doesn’t have mills, but it does have upper-floor spaces in many buildings downtown. And if the struggles to attract commercial tenants to One Financial Plaza continue, maybe, just maybe, several floors could be converted to market-rate (not subsidized) housing. It may be necessary to incentivize developers to build such projects, and if that’s the case then the city needs to find a way.
  • Embrace the Arts: The key to urban residential development in any city is to make that urban area attractive enough for people to want to live there. Thus, Springfield has a lot of work to do. Part of the success formula in Lowell was a full embrace of arts and culture. The city boasts a number of museums and galleries, and hosts several music and cultural festivals each year. These assets are complemented by restaurants and clubs that keep the downtown humming throughout the day. Springfield can and must do the same.
  • Foster Teamwork: Little of what has happened in Lowell could have been accomplished without teamwork and consensus-building. Creating the same type of working environment in Springfield will be an important assignment when — and even before — the control board eventually finishes its work here. One planning official in Lowell said a key to progress there was the ability to get officials to share in the responsibility for getting things done — and then share the credit. This may be the most important lesson Springfield can learn.
  • Be Positive: It would wrong to say that the “Lowell miracle,” as some call it, was made doable by a can-do attitude. But it certainly helped. At some point early in the revitalization process, Lowell started believing in itself. In Springfield, it seems, a ‘can’t-do’ attitude seems to prevail.
Sections Supplements
Misclassifying Construction Employees as Independents Can Lead to Serious Problems

Over the course of the past several years, there has been an upward trend in the misclassification of employees as independent contractors. While such a classification may have benefits to an employer, such as reduced insurance costs and certain tax benefits, it often has adverse affects on the individual that is misclassified, such as the inability to seek unemployment compensation when needed.

Construction companies are especially vulnerable to misclassifying their employees as independent contractors, and this can lead to very serious legal and financial penalties down the road.

To determine whether or not an individual is an employee, Massachusetts General Law states that an individual performing a service shall be considered an employee unless:

  • The individual is free from control and direction in connection with performance of the service, both under his contract for the performance of a service and in fact;
  • The service performed is outside the usual course of business of the employer; and
  • The individual is customarily engaged in an independently established trade, occupation, profession, or business of the same nature as that involved in the service performed.

The presumption that an individual is an employee may be rebutted only if the presumed employer established that it has met each of the above three tests. The employer bears the burden of proving all three conditions.

The Massachusetts Supreme Court has held that an employer’s direction and control of an employee versus an independent contractor follows the common-law analysis of a master-and-servant relationship. If the employer dictates stipulations such as mandatory work hours, place at which work is performed, and job oversight, with threat of discharge as penalty for lack of compliance and employer displeasure, the individual should be classified as an employee.

Although this three-part test seems straightforward, there are some instances where the line between employee and independent contractor becomes blurred. This is commonplace in the construction industry. Most construction projects have a general contractor and several subcontractors or independent contractors. But under what circumstances should these people actually be classified as employees of the general contractor?

By way of example, consider a home remodeling company that installs residential siding. It may be tempting to classify the company’s salesmen as independent contractors to avoid paying workers compensation and taxes. However, if these individuals’ sales appointments are generated and arranged by the remodeler, and the salesmen are required to show up at a predetermined time arranged by the remodeler, it would be a difficult legal argument to prove that the employer doesn’t have control over them. Therefore, the employer would fail the first requirement of the above, control over an employee.

The salesman is selling siding specifically for the remodeler, which would also cause his classification as an independent contractor to fail the second requirement that his business must fall outside the normal course of business of the employer, since selling siding is core to the remodeler’s business. By means of comparison, the marketing and accounting of the remodeling business may be subbed out to independent contractors, as these are completely outside the business of selling and installing siding on peoples’ homes.

In addition, the employer would have to prove in court that the salesman was customarily engaged in an independently established business of the same nature in order to pass part three of the above test. To be classified as an independent contractor, the siding salesman would have to be wearing the hat of his own independent enterprise or also selling products for other companies as well as those of the remodeler.

Continuing with our residential siding example, consider also the classification of siding installers. Those who work only on projects for a particular remodeler, with materials and tools supplied by that remodeler, at a rate set by the remodeler, and in a manner under which the remodeler determines when and how the subcontractor performs, would likely fail all three of the above stipulations classifying an independent contractor. Such conditions transform an independent contractor relationship into an employer/employee relationship.

A good example of the discrepancy between the employee/independent contractor designation centers on a case involving an insurance salesperson. The employer laid down many requirements, but when the salesperson visited clients or perspective clients, no one followed him to direct him as to details. He exercised his own skills and judgment, choosing among a number of allowable ways to present his products, and he closed sales as he judged best for each particular customer. Nonetheless, the court found him to be an employee.

In holding that he was in fact an employee, the court stated that his employer held a significant amount of discretion as to how he performed. For example, he sold only products of the employer, and he did not perform services of the same manner for any other employers. This finding proves that just because one performs services outside of an employer’s office, that does not always make him an independent contractor. The employer can still have a significant amount of control as to how the employee performs.

When a general contractor classifies his workers as independent contractors as opposed to employees, he usually does not provide for worker’s compensation insurance. Should one of those workers become injured, and it is later determined he should have been classified as an employee, the general contractor can be held liable for the worker’s pain and suffering, which is not permitted in a worker’s compensation claim. Similarly, if the general contractor’s workers’ compensation insurer conducts an audit and determines that workers should have been classified as employees and included on the workers’ compensation policy, they can back-charge the employer for the premium he should have paid. This can result in a large amount of money owed immediately.

Any employer, and in particular construction companies, should seriously consider the classification of their workers. Failure to do so correctly can lead to a multitude of problems in the future.

Adam J. Basch, Esq., is an associate with Bacon & Wilson, P.C. He is a member of the Litigation Department with expertise in the areas of construction, employment, and general litigation, as well as personal injury and creditor representation; (413) 781-0560;[email protected].