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Month: May 2010

Doing Business in: Springfield

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Officials Say City Is Positioned for a Comeback

From his office looking out on the sidewalks of Main Street in Springfield, Russell Denver can see firsthand what is happening in the downtown business district.

As president of the Affiliated Chambers of Commerce of Greater Springfield, Denver knows that a lot of work needs to happen in the city he’s called home for most of his life — and, for all but four years since 1980, where he’s worked as well. But some of the biggest points to address can’t be solved quickly by a shovel in the ground or a ribbon-cutting ceremony.

Like many others who talked with BusinessWest, he said that there’s a perception of Springfield’s safety and vitality that isn’t supported by hard evidence.

“Springfield is a big fish in a little pond,” he explained. “What happens is that the city gets magnified. For instance, do we have crime? Yes. But if those same statistics were reported in Boston, no one would even notice it.”

Addressing the empty storefronts downtown, he said, “I’m going to put a different spin on things. If you go around, you see a fair amount of vacant office and retail space. Well, that’s an opportunity, rather than a challenge. As things start to turn around, we’re going to have the locations ready so that people can move right in.”

Such glass-half-full enthusiasm is expressed by others as well.

Springfield’s chief development officer, John Judge, said that during the current down market, City Hall has been strategically addressing both strengths and weaknesses in order to make strides when the economy rebounds. He said that working toward a “21st-century downtown” is at the top of his priorities, and while the to-do list is not short for that goal, a few achievements have already been checked off as underway or complete.

In this, the latest installment of its Doing Business In series, BusinessWest takes an indepth look at the region’s unofficial capital. While there are problems shared by most every municipality across the nation after a couple of tough years, Springfield has had some of its own dark spots that are now relegated to the history books. The Finance Control Board left just under a year ago, turning the city’s red ledgers back on track, and in the recently-released budget for fiscal year 2011, Mayor Domenic Sarno unveiled plans for increased hiring in the public-safety departments and a priority for “strong and effective fiscal management,” according to the report written by Lee Erdmann, chief financial officer for the city.

Talking with various officials, a picture emerges of a city that has been maligned for what it both is and isn’t. And in the coming months, some of that will be changing, helping to drive home a important message, said Judge. “We’ve got to make sure that everything we do says that Springfield is open for business.”

The Center of It All

Denver identified one historic roadblock for business development in the city: a lack of developable real estate.

“But I think that a lot of people have done some great work, and now there is land for new construction,” he countered. “You have property at Smith & Wesson, Chicopee River Business Park, in Indian Orchard, for light industrial. So now, there’s plenty of land out there for new tenants, or for expansion and new buildings.”

Those commercial properties have been in good shape in the last year, and these pages have reported with due fanfare the addition of several big-ticket incoming businesses like Performance Food Group and the F.W. Webb Co., among others.

While those outlying properties are marketable and in the spotlight, downtown can also share some of that limelight. Denver called the four-acre York Street Jail site along the Connecticut River a “home run,” increasing developable land along what is rapidly becoming a true destination, featuring several popular restaurants bracketing the Basketball Hall of Fame.

He shifted his focus to the central business district, the area loosely defined by State Street and Court Square to the south up Main Street to the property north of the train station. “If there is only one thing that happens in 2010,” he said, “filling the vacant federal building is an absolute winner.”

Nick Fyntrilakis agrees. As the assistant vice president for Community Responsibility for MassMutual, he has been working closely on a variety of projects for the city, his hometown. He called the return of occupants to the federal building at 1550 Main Street “a key to revitalization for that section of the city.”

Plans are underway for the Springfield School Department and Baystate Health to become anchor tenants in the structure, turning the lights back on in the prominently located building that has been vacant for more than a year.

“One of the impacts from 9/11,” he explained, “is that the building was cordoned off from the street with Jersey barriers. Before that, the building was accessible via airwalks to Tower Square, it was accessible to the parking garage behind it, Uno’s was right next to CityStage, and it was a very active night spot. But all of a sudden, you lost those people that weren’t there having dinner, and the building became this real island, an air bubble of inactivity, really.

“Not only will the building in use again mean bodies downtown,” he continued, “but it flips the switch to make it another welcoming section of the city. I think the barriers and the access really had an impact on the psyche of that section of Main Street.”

Accentuate the Positive

Fyntrilakis said MassMutual is heavily invested in seven major revitalization initiatives in the city, four of which are moving “at various speeds and progressions.”

“The Corridor Storefront Improvement project is off the ground,” he continued. “Some grants were awarded last week, and you’re going to see more of that in the future. Basically any storefront along Main or State streets can receive up to $10,000 in grants, with a $2,500 match from the owners, to go toward improving their storefront — awnings, lighting, what have you. You’ll start to see pockets of those pop up.”

In addition, he mentioned projects at the former Indian Motocycle complex, market-rate housing at the building on State Street soon to be vacated by the School Department, infrastructure improvements along the State Street corridor, and the revitalization of Union Station for high-speed commuter rail.

While these are projects that will provide a much-needed boost in the right direction for retail and market-rate housing — two fundamental concepts for urban vitality — Fyntrilakis said that there are still specific, important building blocks that need to be addressed. In his opinion, the historic building at 31 Elm Street, directly across Court Square from City Hall, is a project whose importance can’t be understated.

“That property could potentially impact so much,” he said. “Moving north across Court Square, then to the MassMutual Center side, the lower part of State Street, and the beginning of the South End … getting that project online in some shape or form is absolutely critical.”

From a commercial real-estate perspective, William Low said that progress and revitalization at Elm Street “needs to happen.”

Low, senior vice president at NAI Plotkin on Taylor Street, said that, if that property is redeveloped, it will fundamentally change the landscape in downtown Springfield.

For reference, Low mentioned projects in Pittsfield that could very easily be duplicated for the vacant space, saying that, if it could happen there, Springfield can’t be far behind.

“Pittsfield has done a good job of revitalizing its downtown,” he began. “On the ground floor, you essentially just give away the real estate, just getting those spaces filled. Every time a third-tier city tries that, it works. Go to Pittsfield now and see how well it’s worked.

“Five or ten years ago,” he continued, “people in my business weren’t even considering that city. But now they are.”

Echoing just about everyone with an informed opinion, Low said that market-rate housing is of the utmost importance to foster a vibrant downtown economy. “And give them a reason to live there,” he said, counting off galleries, shops, and entertainment venues, “most of which are already here,” he added.

Citing the Quadrangle museums, Symphony Hall, Center Stage, and the MassMutual Center, he shrugged and said, “if housing has made a difference and has worked in other cities with so much less to offer, then it certainly could happen here.”

Denver said that, by realigning the income demographic for downtown with market-rate housing, the retail that consumers have long expected for the city might be a reality, but not until there are those numbers to support them.

“People complain sometimes about the type of retail that comes into downtown,” he said, “but look at the income demographics. No one should be expecting that Nordstroms will be coming to downtown — the market doesn’t support that. But should we be looking at the Gap or Old Navy types of stores, and start reaching for things like that? Absolutely.”

Eliminate the Negative

An important facet to reining in that desired demographic will be to change some perceptions concerning the downtown area. Low said that, when all one hears on the news are stories of violent crime in Springfield, the downtown becomes the symbolic hub for all of those ills.

“Sure, there’s crime in Springfield,” he said. “But it’s not in the central business district. The reality is that once you’re here, it’s nothing that you are even aware of.

“Having said that,” he added, “I would like to see more of a police presence. Every once in a while, you’ll hear talk about some kind of criminal activity, and for the next few days you’ll see police on the streets, walking around. I wish they would just stay there. That negative perception is a genuine challenge for the retail and restaurant sectors.”

From his desk at the chamber, Denver said that one of the biggest hurdles the city needs to address is the commercial real-estate tax rate, the highest in the state.

“We did a study that we handed to all city councilors last year showing that, consistently, for similarly sized properties in similarly-sized industries, you pay a higher per-foot real-estate tax than in any of the surrounding communities,” he said. “That needs to be addressed first and foremost.

He cited tax increment financing that was made available to a number of large commercial ventures in the city, among them Performance Foods, Titeflex, and Liberty Mutual. “My point to the city is that, if you can give those tax breaks — and I’m very happy you did — what about everyone else?” he asked.

Put into context, however, these hurdles don’t overshadow his feeling that the city is positioned for a comeback.

“I’m of the belief that there is a lot of good already going on downtown,” he said, “There have been nights this past winter where you had Symphony Hall sold out, CityStage sold out, and the Falcons with 5,000 people. Those people do go to restaurants, and there is the possibility that they could support strong retail.

“The product is there,” he added, “and it’s good. We need to make sure it continues to be good, and people will come.”

Profiles in Business

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Transit Company Exec Is Driven to Succeed

Peter A. Picknelly and his wife, Melissa, have a long-standing, built-in Friday date-night routine — only there’s nothing routine about it.

Each week, it’s a different restaurant, all within roughly 45 minutes of their home in Springfield, and Peter’s in charge of picking the venue and, essentially, providing the surprises. They come in the form of usually smaller, lesser-known establishments that he finds via a combination of referrals and exhaustive research.

Through that mix, he has found such gems, as he calls them, as the Mill at 2T in Tariffville, Conn., the Trattoria Rustica in Pittsfield, and Cavey’s in Manchester, Conn., all of which have made his very-much-unofficial list of favorites. “We get a kick out of finding new ones, and try not to go to the same one twice in a year,” he said. “And we hardly ever miss a Friday — only if there’s kid issues.”

Picknelly, third-generation president of Peter Pan Bus Lines, the regional transit business started by his grandfather, Peter C. Picknelly, is quick to point out that, while he’s ventured far out of the Springfield area to find new places for date-night dinners, he’s still quite partial to established eateries in and around the City of Homes. “I’m at the Fort five days a week for lunch,” he said, acknowledging that he’s exaggerating slightly, but that on those days when he’s not at that downtown Springfield landmark, he’s at one of several other nearby restaurants.

And he’s almost always there with a manager from Peter Pan Bus Lines, either a direct report or one of another few dozen department administrators. These are working luncheons for the most part, and, for Picknelly, learning opportunities.

“I bring a list of things to discuss,” he told BusinessWest. “We talk about business and family. I never leave without some tidbit of information that helps me understand the business better.”

All this time in restaurants serves to help Picknelly better focus on the two most important aspects of his life — family and the family business (the community and service to it would place a close third) — and to do what he thinks he might do best: plan.

“I’m definitely a planner,” he said, adding that this goes for his family, Peter Pan, and a host of other business ventures with which he’s involved. “And with the family, it’s vacations that I love planning; I know where we’ll be vacationing a year from now.”

That would be Tuscany in Italy, the first European excursion for the family as a unit, meaning Peter, Melissa, and their four children — Lauren and Alyssa (13-year-old twins), Peter (that’s Peter D.), 10, and Olyvia, 7. Together, they’ve been to several spots on this side of the Atlantic, including the Bahamas, Mexico, and, most recently, Costa Rica.

‘Planning’ is a term that may also be applied to Picknelly’s affinity for high-end sports cars — very high-end. The burgundy Ferrari F4-30 (license plate: PETER) now in the Peter Pan parking lot will soon be replaced by the Italian automaker’s 2010 4-58 Italia model, this one blue, and, reportedly, the first one in New England.

Picknelly, who says he’ll get nearly what he paid for the F4-30 when he turns it in, has owned a variety of fast cars over the years, including a few Lotuses and Jaguars, choices far different from his father (the late Peter L. Picknelly), who was, as most in the region know, partial to Rolls-Royces.

“I can’t see me driving one of those,” said Picknelly, adding that he hasn’t emulated his father in several other ways — he believes he’s a much better delegater and family man, for example — but took a number of life and business lessons from him.

BusinessWest will elaborate on those and other points as it continues its Profiles in Business series with a look at someone who’s a driving force in local business and the community — literally and figuratively.

In the Clutch

As he talked about the many nuances of life in a family business, Picknelly noted that there are advantages and disadvantages, and they often go hand in hand.

He acknowledged that many people look at second-, third-, or fourth-generation managers of family businesses and conclude that things have been handed to them, and that they are perhaps not as worthy of praise for their exploits as someone who started from scratch and built his or her own company.

“And there’s something to that, certainly,” he noted. “I wouldn’t be where I am if it wasn’t for my father and grandfather; I know that I’ve been incredibly fortunate. If you were to go out right now and hire a president for Peter Pan, I’m not sure I’d make the cut.

“That said, I’m quite sure that you couldn’t find anyone who would work harder in this job than me,” he continued, adding that part of what drives him is that recognition of the fact that, to many, it’s simply his last name that is responsible for his title and success.

“It does push me a little harder,” he told BusinessWest. “It’s when people say I can’t do something that I try to prove them wrong.”

While Picknelly says he’s been helped by the Peter Picknellys who preceded him, he’s had to earn his stripes. And that meant starting at the bottom, which, in the bus business, means cleaning, or ‘dumping’ (that’s the technical term), the toilets in the back of the vehicles.

“Yeah, I did that — I’ve done just about every job in the company,” said Picknelly, noting that he started working in the garage on weekends and during the summer when he was just 13. He would later go on to take a number of different positions, from dispatcher to manager of the company’s then-much-smaller Boston operation when he was a student at Boston University. Years ago, he actually drove a bus on occasion when the company was short-handed and needed someone, but hasn’t done that for decades, and couldn’t now because his standard Class 2 license wouldn’t credential him to do so.

He kept moving up the ladder, and eventually assumed the title of president several years ago, when his father became chairman.

Over the past several years, he’s strived to continue growing Peter Pan, even in the face of mounting competition from new carriers, and even improved rail service to many cities the company serves.

“The business has changed considerably over the years … it is more competitive now than perhaps it ever was,” he said. “We just have to put ourselves in a position to succeed.”

As Picknelly mentioned, he took a number of life and business lessons from his father, and far more of the latter than the former. One of the keys from that realm was achieving diversity in one’s business portfolio, as a hedge against the vagaries of the economy and society in general, he said.

The younger Picknelly has accomplished this through both acquisition and new-business development. In the first category are purchases of companies including Camfour, a firearms distributor based in Westfield; Belt Technologies, an Agawam-based maker of metal belts and pulleys for several applications, including aerospace, medical equipment, and food processing; another firearms distributor in Austin, Texas; and a woodworking company based in Connecticut.

As for new business development, Picknelly, in conjunction with Greyhound, started a second transportation-based operation, called BoltBus. Designed as competition for so-called street-corner operators who offer low fares and few, if any, frills, BoltBus, which features more leg room and WiFi, among other amenities, has been an enormous success, said Picknelly. With runs to and from several large Northeast cities and New York, the carrier is boasting 80% capacity for all its runs, about one-third higher than the average for the industry.

Meanwhile, Picknelly has started a real-estate operation, called OPAL, an acronym that takes the first letters of his children’s names, in reverse order from when they were born.

Among other initiatives, OPAL is the main developer of the intermodal transportation facility taking shape in an old downtown fire station in Holyoke. It will feature a bus terminal, a two-story learning center to be operated in conjunction with Holyoke Community College, and a Head Start facility.

The value of such diversity was clearly on display during the recent economic downturn, said Picknelly. “Belt Technologies has been a victim of the economy,” he said, “but Camfour had its best year ever. Now, Belt is starting to pick up a little, and Camfour is slowing somewhat. My father always used to stress the importance of diversity, and I’ve learned that lesson well.”

But while Picknelly has emulated his father in many regards, from most business philosophies to work within the community, he’s written a much different script in what he considers the most important realm — family life.

“My father always used to say that if he had to do it all over again, he would have spent more time with his children,” said Picknelly, adding that his early years did not include trips to the Bahamas, and probably because of that, he devotes what he considers excessive amounts of time and energy to family.

“It’s very important to me; I love being a dad,” he said, adding that, unlike his father, he doesn’t micromanage every aspect of his businesses, and that leaves him time for other, more important things.

In High Gear

A quick look around Picknelly’s office and adjoining conference room provides ample evidence of the forces that shape his life.

There are photos of the generations that preceded him, models and pictures of buses from several different decades, a globe (presumably to help with planning the next family vacation), and several drawings crafted by his youngest child, Olyvia.

Together, they explain what drives him, professionally and personally, to succeed at whatever he’s doing.

Even picking the restaurant for date night.

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

Showcasing Local Manufacturing Might

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Details are still falling into place, but a planned conference to showcase the region’s manufacturing sector and resources that support it appears to be exactly what this region — and this all-important sector of the Knowledge Corridor’s economy — needs.

It’s called AMICCON, or the Advanced Manufacturing and Innovation Competition & Conference, and it is being designed as both a showcase of the region’s manufacturing might and diversity, and also a vehicle for possibly generating more business and economic development in the region.

Conference creators, or founders, including several area manufacturing executives, banking and finance leaders, and economic-development officials, say many manufacturers and supply-chain members in this region are simply not aware of all that is produced in the Springfield-Hartford corridor. As a result, companies are looking to makers in other time zones — and on other continents — to supply items that could supplied by companies in their own backyard.

But there is much more to this conference, planned for Sept. 23, than simply meeting and greeting, although that is certainly important. Indeed, the event is being crafted — as we said, it is still very much a work in progress — to not only spotlight manufacturers, but introduce them to innovators, venture capitalists, and support organizations that can make them more competitive globally.

In other words, this conference and continuum is about making important connections — with potential new customers, new markets, and new partners.

For example, the program is slated to include two programs to be staged by the Mass. Export Center, one an experts panel that will discuss a variety of issues, and the second a seminar called “International Traffic in Arms Regulations for Defense and Aerospace Export.” Together, they will help manufacturers understand the many nuances of exporting and grasp the many growth opportunities represented by selling products overseas.

There will be other educational programs that will make the day eventful and enlightening, but organizers don’t want this to be about one day.

Instead, they want to incorporate ongoing programs that would create a continual spotlight on the manufacturing sector and a year-round focus on ways to bolster that important economic engine. Thus, the word ‘continuum’ is part of the program and its acronym.

A key component of that continuum will be something called the Advanced Manufacturing Innovation Competition (AMIC), which, as the name suggests, is designed to not simply showcase talented precision manufacturing, but promote innovation that may lead to the kind of new-product development that gave the Springfield area its heritage.

When many people think of the term ‘economic development,’ thoughts turn to efforts to bring new companies and new jobs to a region. And while that is a big part of that equation, it is just a part. Another huge part is work to help existing companies to not simply stay in business and remain in the 413 area code, but grow their books of business and their workforces.

The manufacturing sector, specifically the precision-manufacturing component, has long been this region’s identity. The best days for that industry have long since past, but that doesn’t mean there can’t be a bright future.

The AMICCON conference and continuum should go a long way toward putting that sector not simply in the spotlight, but in a better position to achieve long-term health and vitality.

Volume Business

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Volume Business
Features
Link to Libraries is Filling Shelves ? and Engaging Young Minds
Volume Business

Susan Jaye-Kaplan, left, and Janet Crimmins.

What began as an intriguing effort to help the beleagured, understocked library at the White Street School in Springfield has blossomed into a success story on a number of levels. It’s called Link to Libraries, the brainchild of co-founder Susan Jaye-Kaplan and Janet Crimmins, which is devoted to not simply stocking library shelves in schools and nonprofits, but also promoting a love for books and a desire to learn.

Janet Crimmins says that new books touch nearly all the senses, especially for young people.

Sight is the most obvious, she noted, referring to both the cover and, of course, the words inside. But there’s also hearing, at least when a book is read aloud; touch — “young people like to hold new books,” she explained — and even, or especially, smell.

“New books have a wonderful smell to them, and we hear that over and over — kids love that smell,” said Crimmins, one of the founders of a nonprofit group whose official mission it is to put new or gently used books in the hands of young people across Western Mass. The unofficial mission would be to stimulate all of those senses.

It accomplishes the latter by fulfilling the former.

And if there’s a problem, it might be that this organization is doing that job almost too well. Indeed, a waiting list of groups seeking donations of books is so long — 80 or so at last count — that Crimmins and co-founder Susan Jaye-Kaplan both used the word ‘daunting’ to describe it.

But that waiting list aside — and all agree that it is a good problem to have — Link to Libraries has become an inspiring success story for the region, one that prompted a number of area businesses to step forward and assist a cause of significant importance to the region and its fortunes moving forward.

Indeed, at a time when many municipalities and nonprofit groups are struggling with their budgets, libraries are often victims of circumstance, said Kaplan, noting that many facilities have dramatically cut back on new book purchases, or cut them out altogether.

Link to Libraries was created essentially to help fill this huge void, she said, but it is not just the fact that the organization is stacking shelves that makes this story so compelling. Rather, it’s how, and with what.

“We want to give books that take a child to a place he or she has never been before or give them an experience they never had before,” said Crimmins, a licensed speech and language therapist who provides communication intervention to young children. “So one book may be about going to the moon, and another may be about the Great Wall of China. We also want books that deal with children’s emotions, like self-esteem or bullying, and the books may present a different way of dealing with that emotion, one the child had never thought of.”

Said Kaplan, “this is certainly not the only organization out there that is donating books, but there are some things that set us apart. The main difference is that we focus on giving very specific kinds of books, and we focus very differently than other organizations on whom we donate to.”

As for that ‘how,’ the organization, working with all-volunteer help, is getting area businesses and people working for them actively involved in the process, through book drives, read-aloud participation, donations of warehouse space (Rediker Software in Wilbraham), and more.

“We’re completely volunteer-driven, which is one of the best things about Link to Libraries, because more than 82 cents of every dollar donated is used to puchase new books,” said Kaplan, noting that volunteers, ages 12 to adult, handle everything from packing books to developing and updating the Web site, located at www.linktolibraries.org.

For this issue, BusinessWest looks at the stated mission of Linked to Libraries — “to collect and distribute new and gently used books to elementary schools and nonprofit organizations throughout Western Mass. and Northern Conn. and to enhance language and literacy skills of children of all cultural backgrounds to enable them to learn about their world through reading” — and how, by carrying it out, the organization is writing the book on changing young lives.

The Plot Thickens

A quick look at the list of facilities and nonprofits that have received books from Link to Libraries over just the past 16 months reveals the extensive reach of this organization.

There are dozens of schools, of course, in several area communities, including Springfield, Holyoke, Chicopee, Ludlow, Westfield, Easthampton, West Springfield, Pittsfield, and Greenfield. But there’s also the Helen Berube Teen Parenting Center in Pittsfield, Square One centers in Holyoke and Springfield, the Haitian Relief Program, several area YMCAs, and the Hampden County Women’s Correctional Facility, in conjunction with Square One (all chosen sites are in underserved locations where more than 85% of the children receiving books are on free or reduced lunch).

In all, more than 10,000 books (175 per site), with a value of more than $100,000, have been distributed, said Kaplan, noting that it all started with a donation of 65 books to the White Street Elementary School in Springfield. Actually, it started with Kaplan’s response to a story in the local newspaper about the school and how it was in dire need of books.

She sent out an e-mail to all the members of a group she had formed called the Good Reads Book Club asking for donations of specific books, those recommended by Crimmins. She had 51 books soon after, and also had a sense that this initiative could easily be expanded well beyond her book club — and equally far beyond the White Street School.

She was right.

Working with Crimmins, a host of other volunteers, and area businesses that have become essentially partners-in-books, Kaplan, also founder of GoFIT, has matched her passion for physical fitness with a zeal to promote reading, learning, and love of books.

And those three elements explain why the organization is committed to doing much more than delivering boxes of books to libraries. As both co-founders emphasized, part of their mission is taking great care about what’s in those boxes.

The underlying philosophies can be seen in the some of the titles that are distributed regularly, from President Obama; A Day in the Life of America’s Leader (put out by Time magazine) to Freedom Ship, a story (based on a true incident) about a boy and his family, all born slaves, working on a Confederate steamship during the Civil War; from We All Went on Safari; A Counting Journey Through Tanzania to Anne Frank’s Diary of a Young Girl.

“The books we’re looking for are those will be suitable for a long-term shelf life in a school library or a nonprofit organization that serves kids,” said Crimmins. “We want to give books that are all curriculum-based, and we cover all genres, including biographies, poetry, multi-cultural books, and more.

“Some of the books we like most are fiction based on non-fiction,” she explained. “So the kids can read books that are fictitious about a 9-year-old who was a slave in south and made it out of slavery with his family. We want books that children can read, relate to, and make text-to-life connections.”

Some recent initiatives undertaken by Link to Libraries and its volunteers help further explain how organization’s mission is being carried out.

One is the Link to Libraries read-aloud for public elementary schools. Initiated last year, it is intended to incorporate newly acquired vocabulary into students’ lexicon, while also involving the readers in the community, specifically the education system of a specific community.

Elaborating, Crimmins said that, based upon the grade level of the class, a theme book of fewer than 36 pages is chosen from the Link to Libraries stock, or inventory. The language-based book is chosen targeting at least six different vocabulary words students may not be familiar with.

There is considerable stimulation of the senses in these exercises, she explained, noting that students must look at the pictures as well as the reader, listen, and take part in an interactive discussion that follows the reading. And as part of the read-aloud experience, each child is given a book to take home, thus encouraging them to begin their own at-home libraries. Earlier this year, the read-aloud program was extended to toddler day care programs in both Western Mass. and Northern Conn.

Meanwhile, over the past several weeks, Link to Libraries volunteers have become involved in the actual development of a school library, at the New Leadership Charter School in Springfield, which never had one before. It opened on May 5 to considerable fanfare.

“It’s been quite a three weeks — it’s been hectic, but a lot of fun,” said Kaplan, referring to the days just before the opening. She noted that the endeavor, like all things involving Link to Libraries, has been undertaken with the help of dozens of volunteers and the contributions (which come in many forms) of area businesses, which, in this case, include MassMutual, Peter Pan, Northwestern Mutual, Bay Path College, Rediker, and others.

The Next Chapters

Looking far down the road — how far they’re not sure — Kaplan and Crimmins said there may be a day when libraries won’t have books; everything will be online or on tape.

For now, though, the need still exists, and it’s probably greater than ever before, as evidenced by that waiting list of schools and nonprofits seeking donations. So Link to Libraries will go on soliciting book drives and other types of support, filling the warehouse, and then stacking library shelves.

Or, to put it another way, it will go on stimulating the senses, especially through that smell that the kids all love and hopefully won’t ever forget.

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

Trying to Better Their Odds

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Trying to Better Their Odds
Features
As Key Votes Loom, Palmer Casino Backers Put Their Chips on the Table
Trying to Better Their Odds

Paul Brody says the state needs a casino ‘outpost’ in Western Mass.

For years now, casino backers, including those pushing for a resort operation in Palmer, have said it’s a question of when, not if, such gaming operations are approved. They’re saying it again this year, and with a House vote to support casinos already secured, and confidence that the Senate will follow suit, attention is now focused more than ever on where casinos will be located. Mohegan Sun, which would develop the $1 billion Palmer facility, believes it has a winning hand, because it maintains that the state needs what it calls a “Western Mass. outpost.”

The storefront has been open for just over a year now. In fact, an open house was recently staged to mark the anniversary.

It’s right in the middle of Main Street in Palmer, clearly visible to those approaching downtown from Route 32. The Mohegan Sun sign is large and prominent in the window.

Visitors to the former retail space — now decorated in the motif of the casino in Uncasville, Conn. operated by the Mohegan Tribal Gaming Authority, complete with a few seats from the arena where the WNBA’s Connecticut Sun play — have a few primary objectives, said Paul Brody, vice president of development for that organization.

Some want to pose questions about the potential impact on their homes or businesses from a proposed $1 billion casino complex on land just off the exit 8 interchange of the Turnpike. “They want to know about traffic and how that will be and how it will be mitigated,” he said. But most are inquiring about jobs and, more specifically, what kinds of opportunities will be created. Mohegan Sun isn’t taking job applications, but it is signing people up, with the intent of calling them back if the complex becomes reality.

“And some others … they just want to know what’s going on with this thing,” said Brody, one of four Mohegan employees who staff the storefront. “They want to know if this is going to happen, and when — whether it will be one year, two years, or more.”

And Brody says he tells them basically what he also told BusinessWest when it stopped by the office: that these are certainly critical times for those who support — and oppose — organized gaming in Massachusetts, and especially for those who have invested considerable time (several years), energy, and emotion in Mohegan Sun’s proposed complex, which would be built on a hill high above the pike and Route 32 and include a 164,000-square-foot casino, a 600-room hotel, 12 restaurants, and 100,000 square feet of retail space.

The state House of Representatives has passed a bill calling for two casinos and several slot operations at racetracks (called racinos by some), and the Senate is due to vote on its own version later this month. There is strong sentiment that the Senate will also vote to support some kind of gaming package, but the devil is in the details, and Brody acknowledged that, while he is not conceding anything regarding the broad vote to green-light casinos, he said the conversation is, in many ways, shifting to where they’ll be located, not if.

And thus, Brody also tells visitors, as he told BusinessWest, that, in response to a request for data that might help legislators determine where, Mohegan Sun commissioned a study that shows that a casino in Palmer, or “Greater Palmer,” as she called it, would benefit the state more than one built in another proposed location (Milford), assuming that the second casino is built at the Wonderland complex in Boston.

The study, conducted by Morowicz Gaming Advisors, LLC, concludes that a casino in Palmer, instead of Milford in Central Mass., would result in $43.8 million in additional gaming revenue annually to the state, and nearly $100 million more in out-of-state dollars coming to the Commonwealth, primarily because it would lure more New York State residents than one farther east.

The study — which, to no one’s surprise, is being questioned by the backers of a Milford casino, who have a different take — is one of many ways backers of the Palmer resort are trying to build momentum at a time that many consider critical to the town’s future.

They’re presenting the proposal as more than a casino, but also as a way for an economically beleaguered community to replace manufacturing jobs that have left over the past two decades and provide long-term stability, while also bringing other types of development to nearby vacant or underutilized real estate. Meanwhile, they’re presenting it as the state’s best bet for a secondary resort outside Boston.

“This is not just a singular project on the hill, but potentially other kinds of development that will blend with the flow of traffic,” said Leon Dragone, president of the Northeast Resort Group, which owns the proposed casino property and leases it to Mohegan Sun, and now also occupies the space two doors down from Mohegan on Main Street. “There are several other properties we’re looking at.”

The Hand That’s Been Dealt Them

There’s a cluster of signs greeting motorists getting off the exit 8 interchange, most of them directing them to businesses and attractions in Palmer, to the right down Route 32, or in Ware, a few miles to the left.

But there are three relatively new additions that, along with a smattering of lawn signs along Route 32 supporting the casino effort, tell of the sense of urgency in Palmer these days and the importance of the casino to the town’s fortunes.

There’s the ‘Mohegan Sun — A World at Play’ sign in bright yellow, flanked by two signs of support, one for each of two recently formed groups: Palmer Businesses for a Palmer Casino and Citizens for Jobs & Growth in Palmer.

Robert Young is a member of both groups. He owns a landscaping company and has lived in Palmer most of his life, or at least long enough to see most manufacturing jobs leave and nothing of any substance to fill the employment void. Indeed, as he listed the manufacturers that have departed, including Tambrands, Zero Corp., Pearson Industries, and others, he said efforts to attract different kinds of employers, including those in high tech and the biosciences, have not met with success.

He acknowledged that the former Tambrands complex, seeking new tenants for more than a decade now, has attracted some new businesses, but few if any that are large employers.

“Palmer is a town that’s dying, and it’s been dying for a long time,” he said, noting that the ease with which Mohegan Sun and Northeast found vacant storefronts in the middle of downtown says something about the deterioration of the central business district. “We’ve lost tons of manufacturing jobs and support jobs, and nothing has materialized to replace them.

“We have no more jobs for a lifetime,” he continued, noting that, in his view and in the opinion of those who undertook a study on the subject at UMass, casino jobs are the new factory jobs that can support families for decades.

But jobs are not the only component of the argument being proferred by the support groups and other Palmer-site backers, who say a casino could lead to other kinds of economic development in the community and, in the process, fill a number of vacant parcels in and around Palmer with everything from additional hotels and restaurants to golf courses.

“There are a number of sites that could potentially be developed,” said Dragone, citing a 30-acre parcel once proposed for a Lowe’s and a 95-acre parcel in Ware as just two examples.

He said a North Carolina-based firm is being considered to create a master plan for nearby undeveloped parcels. Speaking broadly, he said a casino in Palmer could do for the town and surrounding region what the resort in Uncasville has done for Mystic, Conn., about a half-hour down the road, known for attractions such as its aquarium and Mystic Seaport.

“It’s quite legendary what’s occurred there, which has been a direct result of the blossoming of the gaming industry in the southeastern part of Connecticut,” he said. “It’s become much more of a year-round tourist attraction, where before, it was mostly seasonal.”

Doubling Down

While the Palmer casino support groups present their arguments about the benefits of resort casinos in general and a Palmer facility in particular, Mohegan Sun is devoting most of its efforts now toward pressing the case for a Western Mass. casino, said Brody, who is now splitting his time between Palmer and Boston, where he and lobbyists hired by the firm are trying to gain the ear of lawmakers.

The Morowicz Gaming Advisors’ numbers already have the attention of many legislators. They show that if there was one casino in Boston and a second in Palmer, the total gross slot and table revenues for the state in 2014 would be $1.168 billion, as opposed to $1.124 million for a Boston/Milford mix. Meanwhile, total out-of-state money coming into the Commonwealth would be $216.4 million with a Boston/Palmer scenario, compared to $119.1 million with a Boston/Milford combination.

The former numbers result from a Central Mass. facility essentially “cannibalizing” (the report’s authors’ word) the Eastern Mass. casino and racinos, while the latter is due largely to Palmer’s proximity to New York, resulting in reduced drive time for New York residents traveling to Palmer, as opposed to Central Mass.

Those in the industry say individuals will generally drive no more than two hours to frequent a casino, said Brody, which puts a Palmer resort in reach for people in Albany, Schenectedy, and Troy, and a Milford facility less so.

While Milford-resort backers have questioned the study’s results, Brody said that, objectively speaking, they are hard to argue with.

“There’s no outpost in the western portion of the state to attract the gaming revenue from this area and the New York, Vermont, and New Hampshire area,” he explained, adding that, in addition to that geographical logic, it’s clear, to him at least, that a Central Mass. casino would be far more vulnerable to cannibalism from existing facilities and ones that could come on the drawing board.

“What happens if New Hampshire launches gaming in the next few years at Rockingham and Seabrook?” he asked rhetorically. “That will have a profound impact on that whole Central Mass./ Eastern Mass. area. There’s a huge concentration of either existing or proposed facilities, all in or near Eastern Mass., and that’s why the math from this study is so compelling.”

Time will tell if the numbers and words coming out of the Mohegan camp will sway the decision makers in Boston, but Brody remains cautiously confident, and conveys this to visitors to the company’s storefront.

He said the volume of traffic increases when “something happens” like the House vote or when a key player endorses casinos. And that means the facility is quite busy these days.

“People sense that this is closer to reality than ever before,” he said. “We see it in the community, and we see it right here. There is still a ways to go, but people are excited; they sense that this is real.”

Roll of the Dice

Brody told BusinessWest that Mohegan Sun opened its storefront on Main Street to provide a resource for those with questions, opinions, and desires to land one of the projected 3,000 jobs to be created at the proposed resort. Meanwhile, the company wanted to provide a highly visible way of showing that, in some ways, it was already part of the Palmer community.

Whether Mohegan eventually assumes an exponentially greater presence and occupies a hilltop rather than a 1,000-square-foot storefront remains to be seen. The Legislature still has to decide if it will give the go-ahead for casinos, and then, if it does take that step, where to put them.

The Palmer site’s backers think they have a good hand, but they’re working hard to improve their odds in any way they can.

And in only a few weeks, they should find out if that hand is a winner.

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

Briefcase

By
Briefcase Departments

Advanced Manufacturing Conference, Continuum Coming to the Region

SPRINGFIELD — The first highly concentrated, cluster-centric, regional manufacturing conference of its kind will be held Sept. 23 at the MassMutual Center in Springfield. The event, called the Advanced Manufacturing and Innovation Competition & Conference (AMICCON), is being staged in response to growing recognition among area manufacturers and supply-chain members that there is an urgent need to find and meet one another. “AMICCON was formed to identify who’s here in manufacturing, expose them to OEMs [original equipment manufacturers] and procurement, and to make these introductions,” said co-founder Ellen Bemben. “The ultimate goal is to be the advanced manufacturing region in the U.S., where exotic manufacturing, such as micro, nano, and precision meet higher specifications and tighter tolerances, and short runs are the norm.” Industry sectors to be represented at the event will include plastics and advanced materials, precision machining, paper and packaging, electronics, ‘green’/clean technology, and medical devices. Business opportunities in defense and aerospace will also be highlighted at the event. OEMs and their supply chains are being invited personally to participate. “AMICCON is also a new consortium on innovation that also delivers manufacturers to innovators and new markets in order to cause new business,” said Gary Gasperack, vice president and general manager (retired) of the Spalding Division of Russell Corp. “We are very excited about introducing it to our region.” The Mass. Export Center has already produced two programs for AMICCON: an Export Experts Panel, and a seminar, “International Traffic in Arms Regulations for Defense and Aerospace Export.” Planning of the event has been ongoing since last fall among founding members that include Stan Kowolski, president of FloDesign Wind Turbine Corp.; Eric Hagopian, president of Hoppe Tool; Anne Paradis, president of MicroTek; Joe Peters, president of Universal Plastics; Ann Pieroway, president of the Mass. Export Center; and Jeff Sattler, president of NUVO Bank. More details on AMICCON and registration information will be announced in the coming weeks, said Bemben.

SPHS Announces Departure of President, CEO McCorkle

SPRINGFIELD — The Sisters of Providence Health System (SPHS) announced recently that Vincent McCorkle, president and CEO, will be leaving the organization to become president and CEO of Akron General Health System in Akron, Ohio, and will begin his new position on July 1. McCorkle has served as president and CEO for the SPHS since October 1997. Prior to being named to those positions, he served from 1996 to 1997 as executive vice resident of SPHS. He joined SPHS in September 1993 as president and CEO of the Acute and Ambulatory Care Network, the position he held until 1996. McCorkle has been an active community leader since moving to Springfield in 1993. He has served on the boards of numerous community agencies, such as the Economic Development Council, Business Friends of the Arts, the Springfield YMCA, United Way of the Pioneer Valley, the Springfield Urban League, and many others. In 2006, he was recognized with the Pynchon Award, the region’s most distinguished service award. “The decision to leave the Sisters of Providence Health System was incredibly difficult,” said McCorkle in a prepared statement. “It has been a privilege and an honor to have served the community through the healing ministry of the Sisters of Providence Health System. It has also been my privilege to serve with a team of the most talented and dedicated physicians, nurses, other professionals, and support staff that you will find anywhere in health care. Although my professional journey leads me to new challenges at Akron General, I am grateful for the time with SPHS and the Greater Springfield community. I will truly miss my SPHS colleagues and the many Western Mass. community and business leaders I have had the pleasure of working with.” Dr. David Chadbourne, chairman of the SPHS board of trustees, praised McCorkle for his work with the system and in the community. “Vince has provided the Sisters of Providence Health System with 17 years of dedicated and committed service and visionary leadership,” he said “He guided SPHS through some challenging financial times and led several innovative initiatives that have resulted in the expansion of SPHS’ programs and services. He has left an indelible mark on an organization that, thanks in large part to his hard work, is well-poised to continue the healing legacy of the Sisters of Providence well into the future.” The Board of Trustees has named Dr. William Bithoney, chief medical officer of the SPHS and chief operating officer of Mercy Medical Center, as the interim CEO. Bithoney will serve in this role until the conclusion of a national search for McCorkle’s permanent successor.

Poll Shows Casino Support, with Limitations

BOSTON — A recent survey conducted by Western New England College shows that most adults support casinos in the Bay State, but many don’t want one in their own community. The telephone poll of more than 500 adults conducted in mid-April, and partly during a floor debate on casinos on Beacon Hill, found that 58% support the approval of casinos for the state, while 35% are opposed. The poll also found that 53% in the state are opposed to a casino in their community, while 41% would support it.

UMass Entrepreneurship Initiative Stages Contest

AMHERST — The UMass Amherst Entrepreneurship Initiative (UMass EI) recently awarded seed capital to aspiring student entrepreneurs through its seventh Executive Summary Competition, which is sponsored by the National Collegiate Inventors and Innovators Alliance. The competition consisted of businesses ranging from ladies’ shoes to investment consulting in Haiti. A notable feature of this year’s competition was the very strong performance by students from Mount Holyoke College. This year’s top place was a tie between two teams. Filmix was awarded $750. The company enables independent filmmakers to post their work online, where customers may sample and download the films. The team consisted of Vladislav Yazhbin, a triple major at UMass (Mathematics, Computer Science, and individualized major in Human Computer Interaction) and Vennie Encheva, a triple major at Mount Holyoke College (Mathematics, Economics, and Politics). Also awarded $750 was Rocky Mountain Field Hockey, the company of UMass student Sarah Williams, a major in Landscape Architecture, a company dedicated to promoting advanced field-hockey training for high-school players in Colorado aspiring to play in college. Participating in the competition were three other teams. Foodcycle coordinates the collection and removal of food waste from commercial kitchens. The team consisted of two UMass students, Rose Weiss and Mauricio Abascal. The team received $500 from the judges and an additional $250 as the audience’s favorite. DisaporConex offered an investment platform through which Haitian immigrants can connect effectively to businesses and schools in Haiti. The company is led by UMass students Jean Arnaud and Adrien Tofighi. Three Mount Holyoke students — Alex Ivanova, Gergana Kostadinova, and Divisha Chumun — with a company called Vedette pitched their concept of an innovative ladies’ shoe with detachable high heels. Noting the prominence of Mount Holyoke students in the competition, EI co-organizer Dan Gordon, a professor of History, said, “these young ladies are each fluent in many academic disciplines and brought tremendous entrepreneurial spirit to the class. There were 75 applicants for the competition, and all the Mount Holyoke students made it to the finals.” The competition’s judges included nine distinguished bankers, investors, grant issuers, and entrepreneurs. The mission of the UMass EI is to help students turn ideas into businesses. The organization inspires students to explore the entrepreneurial career path, trains them in how to evaluate their ideas, and then connects them to the resources needed to take the first steps in starting their own business. Students participating in EI’s program have opportunities to earn academic credit, win prize money, and connect with experienced mentors.

Building Permits

By
Building Permits Departments

The following building permits were issued during the month of April 2010.

CHICOPEE

City of Chicopee
80 Medina St.
$221,000 — Install new entry stairs and other renovations

MLJD Realty Trust
351 Front St.
$3,000 — Renovation for beauty salon

EAST LONGMEADOW

Shaker Bowl
168 Shaker Road
$10,000 — Renovations

GREENFIELD

John Chikalos
130 Colrain Road
$43,000 — Install entrance vestibule and other renovations

Spike Segundo, LLC
21-23 Bank Row
$40,000 — Build out of proposed pizza place

HADLEY

Richard Hollrock
294 Russell St.
$14,800 — Interior basement build out

Shardool Parmar
37-41 Russell St.
$2,500 — Interior renovations

HOLYOKE

Loomis House Inc.
298 Jarvis Ave.
$12,550 — Addition to sprinkler system

LUDLOW

Ludlow Lodge of Elks
69 Chapin St.
$3,100 — Alterations

NORTHAMPTON

Brian Smith
35 New South St.
$99,500 — Interior renovations

Clarke School for the Deaf
83 Round Hill Road
$78,000 — Wall repair

Hampshire Management Group
5 Strong Ave.
$25,000 — Interior renovation for restaurant

Northampton Brewery
11 Brewster Ct.
$6,200 — Install ventilation for dishwasher

Peter Whalen
7 Old South St.
$17,000 — Install new roof

  

Yankee Wood Industries Inc.
195 Industrial Dr.
$17,500 — Erect interior walls

SOUTHWICK

SRZ, LLC
587 College Highway
$1,500 — Store renovations

Westfield Bank
214 College Highway
$24,000 — New ATM

SPRINGFIELD

Baystate Medical Center
759 Chestnut St.
$32,000 — Kitchen renovation

Big Y Trust
1090 St. James Ave.
$20,000 — Add frying operation to seafood department

C&W Shopping Center, LLC
1915 Wilbraham Road
$3,600 — Create an office within an existing retail space

City of Springfield
3-7 Elm St.
$40,000 — Tenant fit-out for UMass Architecture Department

Glorious Gospel Church
315 Cottage St.
$350,000 — Interior renovations to convert space to sanctuary

Splitfinger, LLC
372 Pasco Road
$25,000 — Convert existing space to retail use

Springfield College
263 Alden St.
$6,117,000 — Renovate existing building

WESTFIELD

Granville Road, LLC
78 Granville Road
$16,000 — Renovations

Westfield Bank
300 Southampton Road
$14,500 — Re-roof

WEST SPRINGFIELD

Affordable Shoes
366 Memorial Ave.
$10,000 — Renovate 2,880 square feet of space to be used as a shoe store

C’Jack Realty Associates, LLP
1053 Riverdale St.
$2,000 — Renovate commercial space to include hair products

John Naqvi
662 Kings Highway
$9,000 — Strip and re-roof

Profiles in Business

By
Peter Picknelly
Features
Transit Company Exec Is Driven to Succeed

Peter Picknelly

Peter Picknelly, president, Peter Pan Bus Lines

Peter A. Picknelly and his wife, Melissa, have a long-standing, built-in Friday date-night routine — only there’s nothing routine about it.
Each week, it’s a different restaurant, all within roughly 45 minutes of their home in Springfield, and Peter’s in charge of picking the venue and, essentially, providing the surprises. They come in the form of usually smaller, lesser-known establishments that he finds via a combination of referrals and exhaustive research.
Through that mix, he has found such gems, as he calls them, as the Mill at 2T in Tariffville, Conn., the Trattoria Rustica in Pittsfield, and Cavey’s in Manchester, Conn., all of which have made his very-much-unofficial list of favorites. “We get a kick out of finding new ones, and try not to go to the same one twice in a year,” he said. “And we hardly ever miss a Friday — only if there’s kid issues.”
Picknelly, third-generation president of Peter Pan Bus Lines, the regional transit business started by his grandfather, Peter C. Picknelly, is quick to point out that, while he’s ventured far out of the Springfield area to find new places for date-night dinners, he’s still quite partial to established eateries in and around the City of Homes. “I’m at the Fort five days a week for lunch,” he said, acknowledging that he’s exaggerating slightly, but that on those days when he’s not at that downtown Springfield landmark, he’s at one of several other nearby restaurants.
And he’s almost always there with a manager from Peter Pan Bus Lines, either a direct report or one of another few dozen department administrators. These are working luncheons for the most part, and, for Picknelly, learning opportunities.
“I bring a list of things to discuss,” he told BusinessWest. “We talk about business and family. I never leave without some tidbit of information that helps me understand the business better.”
All this time in restaurants serves to help Picknelly better focus on the two most important aspects of his life — family and the family business (the community and service to it would place a close third) — and to do what he thinks he might do best: plan.
“I’m definitely a planner,” he said, adding that this goes for his family, Peter Pan, and a host of other business ventures with which he’s involved. “And with the family, it’s vacations that I love planning; I know where we’ll be vacationing a year from now.”
That would be Tuscany in Italy, the first European excursion for the family as a unit, meaning Peter, Melissa, and their four children — Lauren and Alyssa (13-year-old twins), Peter (that’s Peter D.), 10, and Olyvia, 7. Together, they’ve been to several spots on this side of the Atlantic, including the Bahamas, Mexico, and, most recently, Costa Rica.
‘Planning’ is a term that may also be applied to Picknelly’s affinity for high-end sports cars — very high-end. The burgundy Ferrari F4-30 (license plate: PETER) now in the Peter Pan parking lot will soon be replaced by the Italian automaker’s 2010 4-58 Italia model, this one blue, and, reportedly, the first one in New England.
Picknelly, who says he’ll get nearly what he paid for the F4-30 when he turns it in, has owned a variety of fast cars over the years, including a few Lotuses and Jaguars, choices far different from his father (the late Peter L. Picknelly), who was, as most in the region know, partial to Rolls-Royces.
“I can’t see me driving one of those,” said Picknelly, adding that he hasn’t emulated his father in several other ways — he believes he’s a much better delegater and family man, for example — but took a number of life and business lessons from him.
BusinessWest will elaborate on those and other points as it continues its Profiles in Business series with a look at someone who’s a driving force in local business and the community — literally and figuratively.

In the Clutch
As he talked about the many nuances of life in a family business, Picknelly noted that there are advantages and disadvantages, and they often go hand in hand.
He acknowledged that many people look at second-, third-, or fourth-generation managers of family businesses and conclude that things have been handed to them, and that they are perhaps not as worthy of praise for their exploits as someone who started from scratch and built his or her own company.
“And there’s something to that, certainly,” he noted. “I wouldn’t be where I am if it wasn’t for my father and grandfather; I know that I’ve been incredibly fortunate. If you were to go out right now and hire a president for Peter Pan, I’m not sure I’d make the cut.
“That said, I’m quite sure that you couldn’t find anyone who would work harder in this job than me,” he continued, adding that part of what drives him is that recognition of the fact that, to many, it’s simply his last name that is responsible for his title and success.
“It does push me a little harder,” he told BusinessWest. “It’s when people say I can’t do something that I try to prove them wrong.”
While Picknelly says he’s been helped by the Peter Picknellys who preceded him, he’s had to earn his stripes. And that meant starting at the bottom, which, in the bus business, means cleaning, or ‘dumping’ (that’s the technical term), the toilets in the back of the vehicles.
“Yeah, I did that — I’ve done just about every job in the company,” said Picknelly, noting that he started working in the garage on weekends and during the summer when he was just 13. He would later go on to take a number of different positions, from dispatcher to manager of the company’s then-much-smaller Boston operation when he was a student at Boston University. Years ago, he actually drove a bus on occasion when the company was short-handed and needed someone, but hasn’t done that for decades, and couldn’t now because his standard Class 2 license wouldn’t credential him to do so.
He kept moving up the ladder, and eventually assumed the title of president several years ago, when his father became chairman.
Over the past several years, he’s strived to continue growing Peter Pan, even in the face of mounting competition from new carriers, and even improved rail service to many cities the company serves.
“The business has changed considerably over the years … it is more competitive now than perhaps it ever was,” he said. “We just have to put ourselves in a position to succeed.”
As Picknelly mentioned, he took a number of life and business lessons from his father, and far more of the latter than the former. One of the keys from that realm was achieving diversity in one’s business portfolio, as a hedge against the vagaries of the economy and society in general, he said.
The younger Picknelly has accomplished this through both acquisition and new-business development. In the first category are purchases of companies including Camfour, a firearms distributor based in Westfield; Belt Technologies, an Agawam-based maker of metal belts and pulleys for several applications, including aerospace, medical equipment, and food processing; another firearms distributor in Austin, Texas; and a woodworking company based in Connecticut.
As for new business development, Picknelly, in conjunction with Greyhound, started a second transportation-based operation, called BoltBus. Designed as competition for so-called street-corner operators who offer low fares and few, if any, frills, BoltBus, which features more leg room and WiFi, among other amenities, has been an enormous success, said Picknelly. With runs to and from several large Northeast cities and New York, the carrier is boasting 80% capacity for all its runs, about one-third higher than the average for the industry.
Meanwhile, Picknelly has started a real-estate operation, called OPAL, an acronym that takes the first letters of his children’s names, in reverse order from when they were born.
Among other initiatives, OPAL is the main developer of the intermodal transportation facility taking shape in an old downtown fire station in Holyoke. It will feature a bus terminal, a two-story learning center to be operated in conjunction with Holyoke Community College, and a Head Start facility.
The value of such diversity was clearly on display during the recent economic downturn, said Picknelly. “Belt Technologies has been a victim of the economy,” he said, “but Camfour had its best year ever. Now, Belt is starting to pick up a little, and Camfour is slowing somewhat. My father always used to stress the importance of diversity, and I’ve learned that lesson well.”
But while Picknelly has emulated his father in many regards, from most business philosophies to work within the community, he’s written a much different script in what he considers the most important realm — family life.
“My father always used to say that if he had to do it all over again, he would have spent more time with his children,” said Picknelly, adding that his early years did not include trips to the Bahamas, and probably because of that, he devotes what he considers excessive amounts of time and energy to family.
“It’s very important to me; I love being a dad,” he said, adding that, unlike his father, he doesn’t micromanage every aspect of his businesses, and that leaves him time for other, more important things.

In High Gear
A quick look around Picknelly’s office and adjoining conference room provides ample evidence of the forces that shape his life.
There are photos of the generations that preceded him, models and pictures of buses from several different decades, a globe (presumably to help with planning the next family vacation), and several drawings crafted by his youngest child, Olyvia.
Together, they explain what drives him, professionally and personally, to succeed at whatever he’s doing.
Even picking the restaurant for date night.

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

Doing Business in: Springfield

By
Springfield, Mass.
Features
Officials Say City Is Positioned for a Comeback

Springfield, Mass.

Springfield, Mass.

From his office looking out on the sidewalks of Main Street in Springfield, Russell Denver can see firsthand what is happening in the downtown business district.
As president of the Affiliated Chambers of Commerce of Greater Springfield, Denver knows that a lot of work needs to happen in the city he’s called home for most of his life — and, for all but four years since 1980, where he’s worked as well. But some of the biggest points to address can’t be solved quickly by a shovel in the ground or a ribbon-cutting ceremony.
Like many others who talked with BusinessWest, he said that there’s a perception of Springfield’s safety and vitality that isn’t supported by hard evidence.
“Springfield is a big fish in a little pond,” he explained. “What happens is that the city gets magnified. For instance, do we have crime? Yes. But if those same statistics were reported in Boston, no one would even notice it.”
Addressing the empty storefronts downtown, he said, “I’m going to put a different spin on things. If you go around, you see a fair amount of vacant office and retail space. Well, that’s an opportunity, rather than a challenge. As things start to turn around, we’re going to have the locations ready so that people can move right in.”
Such glass-half-full enthusiasm is expressed by others as well.
Springfield’s chief development officer, John Judge, said that during the current down market, City Hall has been strategically addressing both strengths and weaknesses in order to make strides when the economy rebounds. He said that working toward a “21st-century downtown” is at the top of his priorities, and while the to-do list is not short for that goal, a few achievements have already been checked off as underway or complete.
In this, the latest installment of its Doing Business In series, BusinessWest takes an indepth look at the region’s unofficial capital. While there are problems shared by most every municipality across the nation after a couple of tough years, Springfield has had some of its own dark spots that are now relegated to the history books. The Finance Control Board left just under a year ago, turning the city’s red ledgers back on track, and in the recently-released budget for fiscal year 2011, Mayor Domenic Sarno unveiled plans for increased hiring in the public-safety departments and a priority for “strong and effective fiscal management,” according to the report written by Lee Erdmann, chief financial officer for the city.
Talking with various officials, a picture emerges of a city that has been maligned for what it both is and isn’t. And in the coming months, some of that will be changing, helping to drive home a important message, said Judge. “We’ve got to make sure that everything we do says that Springfield is open for business.”

The Center of It All
Denver identified one historic roadblock for business development in the city: a lack of developable real estate.
“But I think that a lot of people have done some great work, and now there is land for new construction,” he countered. “You have property at Smith & Wesson, Chicopee River Business Park, in Indian Orchard, for light industrial. So now, there’s plenty of land out there for new tenants, or for expansion and new buildings.”
Those commercial properties have been in good shape in the last year, and these pages have reported with due fanfare the addition of several big-ticket incoming businesses like Performance Food Group and the F.W. Webb Co., among others.
While those outlying properties are marketable and in the spotlight, downtown can also share some of that limelight. Denver called the four-acre York Street Jail site along the Connecticut River a “home run,” increasing developable land along what is rapidly becoming a true destination, featuring several popular restaurants bracketing the Basketball Hall of Fame.
He shifted his focus to the central business district, the area loosely defined by State Street and Court Square to the south up Main Street to the property north of the train station. “If there is only one thing that happens in 2010,” he said, “filling the vacant federal building is an absolute winner.”
Nick Fyntrilakis agrees. As the assistant vice president for Community Responsibility for MassMutual, he has been working closely on a variety of projects for the city, his hometown. He called the return of occupants to the federal building at 1550 Main Street “a key to revitalization for that section of the city.”
Plans are underway for the Springfield School Department and Baystate Health to become anchor tenants in the structure, turning the lights back on in the prominently located building that has been vacant for more than a year.
“One of the impacts from 9/11,” he explained, “is that the building was cordoned off from the street with Jersey barriers. Before that, the building was accessible via airwalks to Tower Square, it was accessible to the parking garage behind it, Uno’s was right next to CityStage, and it was a very active night spot. But all of a sudden, you lost those people that weren’t there having dinner, and the building became this real island, an air bubble of inactivity, really.
“Not only will the building in use again mean bodies downtown,” he continued, “but it flips the switch to make it another welcoming section of the city. I think the barriers and the access really had an impact on the psyche of that section of Main Street.”

Accentuate the Positive
Fyntrilakis said MassMutual is heavily invested in seven major revitalization initiatives in the city, four of which are moving “at various speeds and progressions.”
“The Corridor Storefront Improvement project is off the ground,” he continued. “Some grants were awarded last week, and you’re going to see more of that in the future. Basically any storefront along Main or State streets can receive up to $10,000 in grants, with a $2,500 match from the owners, to go toward improving their storefront — awnings, lighting, what have you. You’ll start to see pockets of those pop up.”
In addition, he mentioned projects at the former Indian Motocycle complex, market-rate housing at the building on State Street soon to be vacated by the School Department, infrastructure improvements along the State Street corridor, and the revitalization of Union Station for high-speed commuter rail.
While these are projects that will provide a much-needed boost in the right direction for retail and market-rate housing — two fundamental concepts for urban vitality — Fyntrilakis said that there are still specific, important building blocks that need to be addressed. In his opinion, the historic building at 31 Elm Street, directly across Court Square from City Hall, is a project whose importance can’t be understated.
“That property could potentially impact so much,” he said. “Moving north across Court Square, then to the MassMutual Center side, the lower part of State Street, and the beginning of the South End … getting that project online in some shape or form is absolutely critical.”
From a commercial real-estate perspective, William Low said that progress and revitalization at Elm Street “needs to happen.”
Low, senior vice president at NAI Plotkin on Taylor Street, said that, if that property is redeveloped, it will fundamentally change the landscape in downtown Springfield.
For reference, Low mentioned projects in Pittsfield that could very easily be duplicated for the vacant space, saying that, if it could happen there, Springfield can’t be far behind.
“Pittsfield has done a good job of revitalizing its downtown,” he began. “On the ground floor, you essentially just give away the real estate, just getting those spaces filled. Every time a third-tier city tries that, it works. Go to Pittsfield now and see how well it’s worked.
“Five or ten years ago,” he continued, “people in my business weren’t even considering that city. But now they are.”
Echoing just about everyone with an informed opinion, Low said that market-rate housing is of the utmost importance to foster a vibrant downtown economy. “And give them a reason to live there,” he said, counting off galleries, shops, and entertainment venues, “most of which are already here,” he added.
Citing the Quadrangle museums, Symphony Hall, Center Stage, and the MassMutual Center, he shrugged and said, “if housing has made a difference and has worked in other cities with so much less to offer, then it certainly could happen here.”
Denver said that, by realigning the income demographic for downtown with market-rate housing, the retail that consumers have long expected for the city might be a reality, but not until there are those numbers to support them.
“People complain sometimes about the type of retail that comes into downtown,” he said, “but look at the income demographics. No one should be expecting that Nordstroms will be coming to downtown — the market doesn’t support that. But should we be looking at the Gap or Old Navy types of stores, and start reaching for things like that? Absolutely.”

Eliminate the Negative
An important facet to reining in that desired demographic will be to change some perceptions concerning the downtown area. Low said that, when all one hears on the news are stories of violent crime in Springfield, the downtown becomes the symbolic hub for all of those ills.
“Sure, there’s crime in Springfield,” he said. “But it’s not in the central business district. The reality is that once you’re here, it’s nothing that you are even aware of.
“Having said that,” he added, “I would like to see more of a police presence. Every once in a while, you’ll hear talk about some kind of criminal activity, and for the next few days you’ll see police on the streets, walking around. I wish they would just stay there. That negative perception is a genuine challenge for the retail and restaurant sectors.”
From his desk at the chamber, Denver said that one of the biggest hurdles the city needs to address is the commercial real-estate tax rate, the highest in the state.
“We did a study that we handed to all city councilors last year showing that, consistently, for similarly sized properties in similarly-sized industries, you pay a higher per-foot real-estate tax than in any of the surrounding communities,” he said. “That needs to be addressed first and foremost.
He cited tax increment financing that was made available to a number of large commercial ventures in the city, among them Performance Foods, Titeflex, and Liberty Mutual. “My point to the city is that, if you can give those tax breaks — and I’m very happy you did — what about everyone else?” he asked.
Put into context, however, these hurdles don’t overshadow his feeling that the city is positioned for a comeback.
“I’m of the belief that there is a lot of good already going on downtown,” he said, “There have been nights this past winter where you had Symphony Hall sold out, CityStage sold out, and the Falcons with 5,000 people. Those people do go to restaurants, and there is the possibility that they could support strong retail.
“The product is there,” he added, “and it’s good. We need to make sure it continues to be good, and people will come.”

Editorial

By
Opinion
Showcasing Local Manufacturing Might

Details are still falling into place, but a planned conference to showcase the region’s manufacturing sector and resources that support it appears to be exactly what this region — and this all-important sector of the Knowledge Corridor’s economy — needs.
It’s called AMICCON, or the Advanced Manufacturing and Innovation Competition & Conference, and it is being designed as both a showcase of the region’s manufacturing might and diversity, and also a vehicle for possibly generating more business and economic development in the region.
Conference creators, or founders, including several area manufacturing executives, banking and finance leaders, and economic-development officials, say many manufacturers and supply-chain members in this region are simply not aware of all that is produced in the Springfield-Hartford corridor. As a result, companies are looking to makers in other time zones — and on other continents — to supply items that could supplied by companies in their own backyard.
But there is much more to this conference, planned for Sept. 23, than simply meeting and greeting, although that is certainly important. Indeed, the event is being crafted — as we said, it is still very much a work in progress — to not only spotlight manufacturers, but introduce them to innovators, venture capitalists, and support organizations that can make them more competitive globally.
In other words, this conference and continuum is about making important connections — with potential new customers, new markets, and new partners.
For example, the program is slated to include two programs to be staged by the Mass. Export Center, one an experts panel that will discuss a variety of issues, and the second a seminar called “International Traffic in Arms Regulations for Defense and Aerospace Export.” Together, they will help manufacturers understand the many nuances of exporting and grasp the many growth opportunities represented by selling products overseas.
There will be other educational programs that will make the day eventful and enlightening, but organizers don’t want this to be about one day.
Instead, they want to incorporate ongoing programs that would create a continual spotlight on the manufacturing sector and a year-round focus on ways to bolster that important economic engine. Thus, the word ‘continuum’ is part of the program and its acronym.
A key component of that continuum will be something called the Advanced Manufacturing Innovation Competition (AMIC), which, as the name suggests, is designed to not simply showcase talented precision manufacturing, but promote innovation that may lead to the kind of new-product development that gave the Springfield area its heritage.
When many people think of the term ‘economic development,’ thoughts turn to efforts to bring new companies and new jobs to a region. And while that is a big part of that equation, it is just a part. Another huge part is work to help existing companies to not simply stay in business and remain in the 413 area code, but grow their books of business and their workforces.
The manufacturing sector, specifically the precision-manufacturing component, has long been this region’s identity. The best days for that industry have long since past, but that doesn’t mean there can’t be a bright future.
The AMICCON conference and continuum should go a long way toward putting that sector not simply in the spotlight, but in a better position to achieve long-term health and vitality.

Diversity in the Workplace

By
Sections Supplements
How Best to Develop a Corporate Strategy That Generates Results

As you look around your office, is everyone just like you? Probably not.
The demographics of the American workforce have changed dramatically over the past 50 years. In the 1950s, more than 60% of the American workforce consisted of white males. They were typically the sole breadwinners in the household, expected to retire by age 65 and spend their retirement years in leisure activities. Today, the American workforce is a better reflection of the population, with a significant mix of genders, race, religion, age, and other background factors.
The long-term success of any business calls for a diverse body of talent that can bring fresh ideas, perspectives, and views to their work. The challenge that diversity poses, therefore, is enabling your managers to capitalize on the mixture of genders, cultural backgrounds, ages, and lifestyles to respond to business opportunities more rapidly and creatively.
Diversity is no longer just a black/white, male/female, old/young issue. It is much more complicated and interesting than that. In The Future of Diversity and the Work Ahead of Us, Harris Sussman says, “diversity is about our relatedness, our connectedness, our interactions, where the lines cross. Diversity is many things — a bridge between organizational life and the reality of people’s lives, building corporate capability, the framework for interrelationships between people, a learning exchange, a strategic lens on the world.”
A benefit of a diverse workforce is the ability to tap into the many talents which employees from different backgrounds, perspectives, abilities, and disabilities bring to the workplace. An impressive example of this is found on the business cards of employees at one Fortune 100 technology company. Employees at this company have business cards that appear normal at first glance. On closer inspection, the raised Braille characters of employee information are evident.
Many companies, however, still face challenges around building a diverse environment. Part of the reason is the tendency to pigeonhole employees, placing them in a certain silo based on their diversity profile. If an employee is male, over 50, English, and an atheist, under what diversity category does this employee fall? Gender, generational, global, or religious? In the real world, diversity cannot be easily categorized, and those organizations that respond to human complexity by leveraging the talents of a broad workforce will be the most effective in growing their businesses and their customer base.
So, how do you develop a diversity strategy that gets results? The companies with the most effective diversity programs take a holistic approach to diversity by following these guidelines:

Link diversity to the bottom line. When exploring ways to increase corporate profits, look to new markets or to partnering with your clients more strategically. Consider how a diverse workforce will enable your company to meet those goals. Think outside the box. At a Fortune 500 manufacturing company, Hispanics purchased many of the products. When the company hired a director of Hispanic markets, profits increased dramatically in less than one year because of the targeted marketing efforts. Your new customers may be people with disabilities or people over the age of 65. How can your employees help you reach new markets?

Walk the talk. If senior management advocates a diverse workforce, make diversity evident at all organizational levels. If you don’t, some employees will quickly conclude that there is no future for them in your company. Don’t be afraid to use words like black, white, gay, and lesbian. Show respect for diversity issues and promote clear and positive responses to them. How can you demonstrate your company’s commitment to diversity?

Broaden your efforts. Does diversity at your company refer only to race and gender? If so, expand your definition and your diversity efforts. As Baby Boomers age and more minorities enter the workplace, the shift in demographics means that managing a multigenerational and multicultural workforce will become a business norm. Also, there is a wealth of specialized equipment available to enable people with disabilities to contribute successfully to their work environments. If your organizational environment does not support diversity broadly, you risk losing talent to your competitors. How can your recruitment efforts reach out to all qualified candidates?

Remove artificial barriers to success. The style of interview — behavioral or functional — may be a disadvantage to some job candidates. Older employees, for example, are less familiar with behavioral interviews and may not perform as well unless your recruiters directly ask for the kind of experiences they are looking for. Employees from countries outside the U.S. and non-Caucasian populations may downplay their achievements or focus on describing, who they know rather than what they know. Train your recruiters to understand the cultural components of interviews. How can your human-resources processes give equal opportunity to all people?

Retain diversity at all levels. The definition of diversity goes beyond race and gender to encompass lifestyle issues. Programs that address work and family issues — alternative work schedules and child and elder care resources and referrals — make good business sense. How can you keep valuable employees?

Provide practical training. Using relevant examples to teach small groups of people how to resolve conflicts and value diverse opinions helps companies far more than large, abstract diversity lectures. Training needs to emphasize the importance of diverse ideas as well. Workers care more about whether or not their boss seems to value their ideas than whether they are part of a group of all white males or an ethnically diverse workforce. In addition, train leaders to move beyond their own cultural frame of reference to recognize and take full advantage of the productivity potential inherent in a diverse population. How can you provide diversity training at your company?

Mentor with others at your company whom you do not know well. Involve your managers in a mentoring program to coach and provide feedback to employees who are different from them. Some of your most influential mentors can be people with whom you have little in common. Find someone who doesn’t look just like you. Find someone from a different background, a different race, or a different gender. Find someone who thinks differently than you do. How can you find a mentor who is different from you?

Measure your results. Conduct regular organizational assessments on issues like pay, benefits, work environment, management, and promotional opportunities to assess your progress over the long term. Keep doing what is working, and stop doing what is not working. How do you measure the impact of diversity initiatives at your organization?

In the book Beyond Race and Gender, R. Roosevelt Thomas defines managing diversity as “a comprehensive managerial process for developing an environment that works for all employees.” Successful strategic diversity programs also lead to increased profits and lowered expenses.
The long-term success of any business calls for a diverse body of talent that can bring fresh ideas, perspectives and views and a corporate mindset that values those views. It’s also no secret that the lack of diversity can affect your ability to communicate effectively with diverse clients.
Link your diversity strategies to specific goals like morale, retention, performance, and the bottom line. Build your business with everything you’ve got, with the complex, multi-dimensional talents and personalities of your workforce, and make diversity work for you.

Judith Lindenberger, principal of the Lindenberger Group, LLC, and Marian Stoltz-Loike, CEO of SeniorThinking, provide human-resources learning and consulting; www.lindenbergergroup.com; www.seniorthinking.com

The Nuts and Bolts of the Problem

By
John Ratzenberger
Sections Supplements
John Ratzenberger Brings His Summer-camp Initiative to STCC

John Ratzenberger

John Ratzenberger

John Ratzenberger says that, when he speaks to groups of manufacturers, which he does often, he likes to hang around after the microphone is shut off and listen to what his audience members have to say.
And he’s generally alarmed by what he hears.
Such was the case at a recent gathering of machining company executives in Chicago, where Ratzenberger, best known to most as Cliff, the postal carrier he portrayed for more than a decade on Cheers, spoke about the perilous state of the sector, which he says is seriously threatened because young people don’t want to get into it anymore.
“I stayed and talked to some of the people there,” he told BusinessWest in a phone interview from his hotel room in the Windy City. “Every single one of them was worried — really worried. I was talking to one guy with an aircraft-manufacturing company who said most kids coming out of high school can’t even read a simple ruler. You ask them to find 3/4 of an inch, and most can’t do it.”
Beyond their lack of ruler-reading skills, most young people simply don’t have an appreciation for how to make things, or, equally important, how making things can be an attractive career, said Ratzenberger, who has made enlightening them a passionate endeavor for the last seven years or so.
His vehicle for getting the word out is an organization he founded called Nuts, Bolts & Thingamajigs, or NBT. That agency is now partnering with the Foundation of the Fabricators & Manufacturers Assoc. Intl. and the National Assoc. for Community College Entrepreneurship to develop a national program that builds on a summer-camp initiative blueprinted by NBT.
At 16 community colleges nationwide, including Springfield Technical Community College, students at week-long summer camps will be exposed to math, science, engineering, and entrepreneurship principles, while having an opportunity to see the technology being used in industry today.
“Those shop classes that high schools had years ago … they’re gone, a thing of the past,” said Ratzenberger. “These camps will do what those shop classes used to; they’ll expose young people to vocational and technical trades. Many young people today have no role models when it comes to fixing things themselves or taking pride in building something useful, and they dismiss the idea of considering a career in one of the manual arts such as manufacturing, electrical, plumbing, carpentry, or welding.”
Ratzenberger will be in the Springfield area for a few days in May to promote NBT and, more specifically, the summer-camp program. He has a few speaking engagements booked, including one before the local chapter of the National Tooling & Machining Assoc. on May 12 at the Springfield History Museum.

Trade Partners
The community colleges hosting manufacturing camps this summer are located in such places as Blue Bell, Pa., Marysville, Calif., Tupelo, Miss., Fergas Falls, Minn., and Appleton, Wis. That geographic coverage helps explain that the pending shortage of people who can build things with their hands is truly national, said Ratzenberger, noting also that time is of the essence.
“In four years, this is a problem that everyone will be talking about,” he told BusinessWest. “And in six years … well, by then it will be too late.”
This is the consensus opinion he’s gathered from those talks with manufacturers after his speeches about NBT and its mission. Ratzenberger said the problem has been building for some time now, and there are many reasons for it.
They range from negative portrayals of craftspeople in movies and television — “see a plumber on TV and he’s always portrayed as a simpleton, a loser,” said Ratzenberger — to parents and guidance counselors who are steering people away from the trades and toward a college education, whether they’re suited for one or not.
“So with all that happening, why would anyone want to explore those fields?” he asked before answering his own question. “It’s simple: they’re not.”
The summer camps are designed to do what the old shop classes did, and that’s at least enlighten young people about the trades and inform them about career opportunities, said Ratzenberger. “They’ll learn what it’s like to weld, bend metal, punch holes in metal, and more,” he said. “And we need to do that, because we’re simply running out of people who can do those things.”
And the prospects for filling the voids created by retiring machinists and craftspeople don’t look positive, and won’t until some perceptions about this sector change, he said.
Citing a recent poll conducted by NBT, Ratzenberger said that a majority of teens (52%) have little or no interest in a manufacturing career, and another 21% are ambivalent. When asked why, nearly two-thirds of respondents said they seek a professional career, while others cited issues such as compensation, career growth, and physical work, or a desire to avoid it.
“It’s absolutely critical for this mindset to change because, when America recovers from its economic downturn, there will be a dire need for skilled manpower in the trades,” he continued. “Numerous surveys conducted by the manufacturing organizations predict a labor shortage if we don’t inform the nation’s youth about the available opportunities and enlist them to fill the sophisticated, high-tech jobs available in areas such as robotics and laser technologies.”
The summer camp at STCC, to be called “Manufacturing Your Future,” is designed to do just that and, in the process, help in the process of putting more people in the pipeline, said Adrienne Smith, dean of the School of Engineering Technologies at the college. She said participants, 13- and 14-year-old technology students from area schools, will use technology to create a product from start to finish, providing them practical manufacturing experience in 3D design, computer numerical control programming, welding, and other applications.
Meanwhile, students will also visit area manufacturers to get an up-close look at manufacturing processes, new technology, and, perhaps most importantly, the people doing such work.
Overall, she said, the camps are designed to enlighten, inform, and ultimately change some of the attitudes that young people and their parents have about manufacturing.

Something to Build On
When asked if he could quantify or qualify how much progress NBT has made with fueling interest in the trades since it was formed, Ratzenberger paused and then said it would be difficult to do so.
The anecdotal evidence, such as that provided by the manufacturing executives he spoke to in Chicago, would seem to indicate that, however much progress has been achieved, there is still a lot of work to be done.
The planned summer camps won’t solve the problem, but they may help move an industry closer to a solution — and enable more young people to read a ruler.

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

Something to Pay Attention To

By
Sections Supplements
Department of Labor Is Viewing Most Internships as Employment Arrangements

Amy Royal

Amy Royal

With the summer months approaching and the economy still in a slump, many area businesses are likely to be flooded with the résumés of high-school and college students seeking internships. Before taking action on any of these résumés, it is important for businesses first to be aware that many internships must be paid.
The idea of a paid internship may seem like an oxymoron since the word ‘intern’ usually connotes an unpaid arrangement. Indeed, internships are generally thought of as unpaid, mutually beneficial arrangements: the intern gains valuable work experience that will undoubtedly be included on her résumé, and the business gains free labor for the summer, labor that will undoubtedly answer the telephone, file, copy, and perform other miscellaneous tasks. But for the purposes of wage-and-hour laws, our traditional notion of what an internship should be is irrelevant.
The Fair Labor Standards Act (FLSA), which is the federal law requiring the payment of minimum wages and overtime compensation, generally prohibits unpaid internships, especially in the private, for-profit sector. Unpaid internships in the public sector and at nonprofit, charitable organizations, where the interns volunteer without the expectation of compensation, are usually permissible. Yet, at for-profit companies, the FLSA by and large requires that interns be paid at least the minimum wage as well as any overtime compensation for hours worked above 40 in a given week. In other words, under the FLSA, interns will oftentimes be treated as employees and must be compensated for all hours worked.
Just in time for the summer months, the U.S. Department of Labor’s Wage and Hour Division, which is the federal agency with enforcement authority over wage-and-hour laws, appears to be cracking down on unpaid internships. In fact, just last month, the DOL published a fact sheet on its Web site, titled “Internship Programs Under the Fair Labor Standards Act,” which makes it clear that the DOL will view most internships as an employment arrangement requiring compensation.
Although the fact sheet reiterates the FLSA’s implied mandate that internships be paid, it sets forth a six-part test for determining the circumstances under which an internship can be unpaid. As the fact sheet is quick to point out, these circumstances are very narrow, and the determination of whether an internship meets this narrow exception depends upon all of the facts and circumstances of each internship program, including the following six factors:
• The internship, even though it includes actual operation of the facilities of the employer, is similar to training, which would be given in an educational environment;
• The internship experience is for the benefit of the intern;
• The intern does not displace regular employees, but works under close supervision of existing staff;
• The employer that provides the training derives no immediate advantage from the activities of the intern, and on occasion its operations may actually be impeded;
• The intern is not necessarily entitled to a job at the conclusion of the internship; and
• The employer and the intern understand that the intern is not entitled to wages for the time spent in the internship.
If each of the above factors is met, then an employment arrangement does not exist under the FLSA, and, as a result, the FLSA’s minimum wage and overtime provisions do not apply. Under the DOL fact sheet, an intern will be considered an employee if she is engaged in any business operations or is performing any productive work for the business, such as filing, copying, answering telephones, or other clerical work or assisting customers. Additionally, if an intern is placed with a business for a trial period with the expectation that she will be hired on a permanent basis at some later date, that intern will also be considered an employee, entitled to minimum-wage and overtime compensation.
The fact that an intern may be receiving some benefit in the form of a new skill, work experience, or better work habits in the course of their internship is irrelevant and will not exclude them from the FLSA’s minimum-wage and overtime requirements. In fact, meeting each of the six exclusion factors will be very difficult, and the DOL, given its ramped-up enforcement efforts, is likely to be highly skeptical of businesses that do not pay their interns, scrutinizing them very closely.
Educational internship programs are generally exempt from the FLSA’s minimum-wage and overtime requirements. Indeed, the more the internship is structured around an educational program, the more likely it will be considered an unpaid arrangement. Usually, this occurs when a college or university oversees the internship program and provides credit for participation in the internship. Even then, the intern cannot be performing any services that would benefit the business. If the intern does, the internship arrangement will come within the FLSA’s protections.
Before taking on any interns this summer, businesses should carefully examine the nature of the work the intern will be doing. Bear in mind that any tasks that benefit the business, such as filing or copying, entitle an intern to compensation of at least minimum wage and overtime pay, when applicable. Businesses that erroneously label an individual an intern violate the minimum-wage and overtime laws, and can face severe penalties.

Amy B. Royal, Esq. specializes exclusively in management-side labor and employment law at Royal & Klimczuk, LLC, a women-owned, boutique, management-side labor and employment law firm; (413) 586-2288.

Small-business Owners and Health Care

By
Kristina Drzal Houghton
Sections Supplements
Recently Enacted Legislation Has Provisions That Impact the Bottom Line

Kristina Drzal Houghton

Kristina Drzal Houghton

For owners of small businesses and their workers, the recently enacted health-reform legislation has some key provisions to pay attention to. The major ones include tax credits, excise taxes, and penalties.
But whether a business will be affected by them depends on a variety of factors, such as the number of employees the business has. This article explains how the health care legislation impacts a small business in each of these areas.

Tax credits to certain small employers that provide insurance. The new law provides small employers with a tax credit (i.e., a dollar-for-dollar reduction in tax) for non-elective contributions to purchase health insurance for their employees. The credit can offset an employer’s regular tax or its alternative minimum tax (AMT) liability.

Small-business employers eligible for the credit. To qualify, a business must offer health insurance to its employees as part of its compensation and contribute at least half the total premium cost. The business must have no more than 25 full-time-equivalent employees (FTEs), and the employees must have annual full-time equivalent wages that average no more than $50,000. However, the full amount of the credit is available only to an employer with 10 or fewer FTEs and whose employees have average annual full-time equivalent wages from the employer of less than $25,000.

Years the credit is available. The credit is initially available for any tax year beginning in 2010, 2011, 2012, or 2013. Qualifying health insurance for claiming the credit for this first phase of the credit is health-insurance coverage purchased from an insurance company licensed under state law. For tax years beginning after 2013, the credit is available only to an eligible small employer that purchases health-insurance coverage for its employees through a state exchange, and is only available for two years. The maximum two-year coverage period does not take into account any tax years beginning in years before 2014. Thus, an eligible small employer could potentially qualify for this credit for six tax years, four years under the first phase and two years under the second phase.

Calculating the amount of the credit. For tax years beginning in 2010, 2011, 2012, or 2013, the credit is generally 35% (50% for tax years beginning after 2013) of the employer’s non-elective contributions toward the employees’ health-insurance premiums. The credit phases out as firm size and average wages increase.

Special rules. The employer is entitled to an ordinary and necessary business-expense deduction equal to the amount of the employer contribution minus the dollar amount of the credit. For example, if an eligible small employer pays 100% of the cost of its employees’ health insurance coverage and the amount of the tax credit is 50% of that cost (i.e., in tax years beginning after 2013), the employer can claim a deduction for the other 50% of the premium cost.

Self-employed individuals, including partners and sole proprietors, 2% shareholders of an S corporation, and 5% owners of the employer are not treated as employees for purposes of this credit. There is also a special rule to prevent sole proprietorships from receiving the credit for the owner and their family members. Thus, no credit is available for any contribution to the purchase of health insurance for these individuals, and the individual is not taken into account in determining the number of full-time equivalent employees or average full-time equivalent wages.

Most small businesses are exempted from penalties for not offering coverage to their employees. Although the new law imposes penalties on certain businesses for not providing coverage to their employees (so-called ‘pay or play’), most small businesses won’t have to worry about this provision because employers with fewer than 50 employees aren’t subject to the pay-or-play penalty. For businesses with at least 50 employees, the possible penalties vary depending on whether or not the employer offers health insurance to its employees. If it does not offer coverage and it has at least one full-time employee who receives a premium tax credit, the business will be assessed a fee of $2,000 per full-time employee, excluding the first 30 employees from the assessment.
So, for example, an employer with 51 employees who doesn’t offer health insurance to his employees will be subject to a penalty of $42,000 ($2,000 multiplied by 21). Employers with at least 50 employees that offer coverage but have at least one full-time employee receiving a premium tax credit will pay $3,000 for each employee receiving a premium credit (capped at the amount of the penalty that the employer would have been assessed for a failure to provide coverage, or $2,000 multiplied by the number of its full-time employees in excess of 30). These provisions take effect Jan. 1, 2014.

The ‘Cadillac tax’ on high-cost health plans. The new law places an excise tax on high-cost, employer-sponsored health coverage (often referred to as ‘Cadillac health plans’). This is a 40% excise tax on insurance companies, based on premiums that exceed certain amounts. The tax is not on employers themselves unless they are self-funded (this typically occurs at larger firms). However, it is expected that employers and workers will ultimately bear this tax in the form of higher premiums passed on by insurers.
Here are the specifics. The new tax, which applies for tax years beginning after Dec. 31, 2017, places a 40% non-deductible excise tax on insurance companies and plan administrators for any health coverage plan to the extent that the annual premium exceeds $10,200 for single coverage and $27,500 for family coverage. An additional threshold amount of $1,650 for single coverage and $3,450 for family coverage will apply for retired individuals age 55 and older and for plans that cover employees engaged in high-risk professions.
The tax will apply to self-insured plans and plans sold in the group market, but not to plans sold in the individual market (except for coverage eligible for the deduction for self-employed individuals). Standalone dental and vision plans will be disregarded in applying the tax. The dollar-amount thresholds will be automatically increased if the inflation rate for group medical premiums between 2010 and 2018 is higher than projected. Employers with age and gender demographics that result in higher premiums could value the coverage provided to employees using the rates that would apply using a national risk pool.
The excise tax will be levied at the insurer level. Employers will be required to aggregate the coverage subject to the limit and issue information returns for insurers indicating the amount subject to the excise tax.

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

Picture This

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Departments Picture This

Women’s Leadership Conference

More than 1,000 people were in attendance for Bay Path College’s 15th annual Women’s Leadership Conference at the MassMutual Center on April 30. The day-long event featured a number of keynote speakers and panels. Clockwise from left: one of those keynoters, Soledad O’Brien, an anchor and special correspondent for CNN, signs a book for Rhyshia Manga, a student at Bay Path; Vivian Ortiz, left, representing the President’s Office at Mass Bay Community College, visits with Patricia Faginski, vice president of client services at St. Germain Investment Management; Bay Path staff recognize President Carol Leary, center, for 15 successful years overseeing the annual conference.

Business Market Show

The MassMutual Center hosted hundreds of exhibitors at the 2010 Business Market Show on May 5. Clockwise from top left: from Holyoke Gas & Electric, Calvin Ellis (left), marketing coordinator, and Rich Carnall, telecommunications sales representative; from GetSet Marketing in Springfield, from left, Yelena Zinchenko, graphic designer, Michael Herbert, marketing consultant, and Dan Bessette, vice president of marketing and sales; from the Zoo in Forest Park, Emily Bouwer, animal care staffer; and from the Mercy Medical Center Blood Bank, back row, from left, Cindy Brown, medical assistant, Frank Menard, mobile tech, Paulina Tomaszewska, medical assistant, Geri Morris, medical assistant, and (kneeling) Gina Duncan, blood donor recruiter.

People on the Move

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Departments People on the Move

United Bank announced that Jennifer Boyle has been promoted to the position of Business Intelligence Officer, responsible for providing database systems management, analysis, and administration in support of the bank’s information-reporting needs. Boyle joined United in 2005 as electronic report writer with previous experience as a systems analyst with Senior Care Management Services in Pittsfield, a provider of nationwide long-term care management services. Through its Wealth Management Group and its partnership with NFP Securities Inc., United is able to offer access to a range of investment and insurance products and services, as well as financial, estate, and retirement strategies and products.

•••••

Curran & Berger, LLP, a Northampton-based immigration law firm, announced that associate Margaret A. Wheeler has joined attorneys Joseph P. Curran and Dan H. Berger in the growing practice. Wheeler has been an immigration attorney since 1997, and has practices in variety of venues. She has been an in-house counsel for several academic institutions and for Microsoft Corp. She has been an active member of the American Immigrations Lawyers Assoc. since 1998. Prior to joining Curran & Berger, she was assistant university counsel and immigration attorney for the University of North Carolina, office of the president, in the Division of Legal Affairs. She is a member of the Massachusetts and District of Columbia bar associations.

•••••

The Polish National Credit Union announced the following:
• Jeri Kreinest has joined the PNCU Lending Department as a Mortgage Originator. She brings eight years of mortgage experience to her new position. Most recently, she was a senior loan officer with Bank of America/Countrywide. She will work out of the credit union’s branch locations in Westfield and Southampton; and
• Dawn Barba has joined the Lending Department as a Mortgage Originator. She has worked in the mortgage industry for 12 years, with the last five as an underwriter of conventional, FHA, VA, and rural-housing mortgages. She will work out of PNCU’s new Mortgage Center on Main Street in Chicopee.

•••••

Alice E. Pizzi has joined the management-employment law firm Sullivan, Hayes & Quinn. Pizzi, a cum-laude graduate of UMass earned her law degree from Western New England College School of Law, where she received academic awards in labor law and in evidence. Before joining Sullivan, Hayes & Quinn, she was a compliance officer with the MCAD. Admitted to the bar of Massachusetts and presently pending admission to the bar of New York State, Pizzi will focus on defense of discrimination, harassment, and labor cases, working out of the firm’s Springfield and New York City offices.

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Christina Barrett has joined Berkshire Community College as Director of Marketing & Public Relations.

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Ashley Sulock has joined the Berkshire Chamber of Commerce as director of Marketing & Communications.

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Glandina Morris has joined Cambridge College in Springfield as an Admissions Counselor. Prior to joining the school, she served as the acting Director of Communications for Boundless Playgrounds, a national nonprofit organization based in Connecticut. In her new position, she will develop new strategies for education and outreach for the undergraduate and master’s Management programs.

•••••

Susan A. Mielnikowski, an associate with the Springfield-based law firm Cooley Shrair, has been invited to present the continuing-legal-education seminar “Trust Basics for the General Practitioner.” The Mass. Bar Assoc., Western New England College, School of Law, and the Berkshire, Franklin, Hampden, and Hampshire county bar associations are co-sponsoring the seminar, which will be presented for practitioners who work with trusts in their applications.

•••••

Susan Jaye-Kaplan, co-founder of Link to Libraries and founder of Go FIT, is featured as a contributor in the newly released book, 365 Ideas for Recruiting, Retaining, Motivating, and Rewarding Your Volunteers: A Complete Guide for Nonprofit Organizations, by Sunny Fader. Published by Atlantic Publishing, the book is aimed at helping nonprofit volunteer recruiters and managers hone their skills. It includes the experiences of large, successful nonprofits such as March of Dimes and the American Cancer Society, as well as smaller regional and local organizations.

•••••

Kathleen M. Plate was recently hired to begin a development effort at Human Resources Unlimited, a regional human-services agency whose mission is to maximize opportunities for growth and independence of disabled and disadvantaged people. In her new position as Director of Development, Plante will generate the program and operating funds necessary to serve HRU’s constituents by creating a sustainable fund-raising strategy. Prior to joining HRU, Plante was director for advancement at Holyoke Catholic High School and director of sales for the Affiliated Chambers of Commerce of Greater Springfield.

Court Dockets

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Court Dockets 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.

HAMPDEN SUPERIOR COURT

3640 Main Street, LLP v. Eastfield Glass Inc. and Saloomey Construction Inc.
Allegation: Negligent installment of commercial window system and failure to honor warranties: $500,000
Filed: 4/11/10

Hammer & Steel Inc. v. Quaboag Transfer Inc.
Allegation: Contractual dispute regarding storage and handling: $25,000+
Filed: 3/31/10

HAMPSHIRE SUPERIOR COURT

Robert P. Sullivan v. University of Massachusetts, Allison Berger, and Jo-Anne Thomas Vanin
Allegation: Violation of civil rights and First Amendment: $25,000+
Filed: 4/7/10

Silvia & Ronald Ash v. Instar Services Management, LLC
Allegation: Negligence and conversion of personal property and extreme emotional distress: $100,000
Filed: 3/25/10

NORTHAMPTON DISTRICT COURT

Inpro Corp. v. Creative Construction & Remodeling, LLC
Allegation: Non-payment of goods sold and delivered: $3,758.16
Filed: 3/12/2010

PALMER DISTRICT COURT

Cargill Animal Nutrition Inc. v. Arooth Brothers
Allegation: Non-payment of goods sold and delivered: $18,082.93
Filed: 3/22/10

Citibank, N.A. v. LDH Inc.
Allegation: Failure to pay for monies loaned: $18,098.98
Filed: 3/16/10

Majestic Masonry v. Aecon Inc.
Allegation: Breach of contract by failing to pay for contracted work: $5,600
Filed: 3/17/10

SPRINGFIELD DISTRICT COURT

Atwood Fire & Security v. 380 Union St. Properties, LLC
Allegation: Non-payment of services rendered: $6,605.29
Filed: 4/4/10

Comcast Spotlight Inc. v. Priore Design Inc.
Allegation: Non-payment for advertising services rendered: $10,603.51
Filed: 2/22/10

Elite Towing & Auto Repair v. Berkshire Bank
Allegation: Enforcement of mechanics lien: $8,991
Filed: 3/3/10

Marie Norgaisse v. Real Estate Renovations, LLC
Allegations: Failure to provide reasonable performance and breach of contract: $50,000
Filed: 2/22/10

USA Hauling & Recycling Inc. v. Pinocchio’s On the Go
Allegation: Non-payment for waste-removal systems: $7,406.77
Filed: 2/24/10

WESTFIELD DISTRICT COURT

Kelley Fradet Lumber Inc. v. Precision Panels Inc.
Allegation: Non-payment of goods sold and delivered: $20,624.64
Filed: 3/24/10

Pioneer Valley Winnelson Co. Inc. v. Welch Plumbing & Heating
Allegation: Non-payment of goods sold and delivered: $14,354.86
Filed: 3/11/10

Company Notebook

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Company Notebook Departments

Here’s the Scoop: Rondeau’s Marks 70 Years

PALMER — Alvin Rondeau’s Dairy Bar, a Quaboag region institution, is this month celebrating its 70th birthday. It was on May 18, 1940 that Alvin “Mike” Rondeau opened his ice-cream shop, which has endured and now has fourth and fifth-generation members of the family carrying on the tradition. Indeed, Dick Rondeau, Alvin’s grandson, now works alongside his son, Dick, and grandson, Michael. The establishment, located on Route 32, specializes in hot dogs, hamburgers, fresh seafood, and, of course, ice cream. As in past years, Rondeau’s will mark its birthday celebration with a special. From May 18 to May 20, ice-cream cones, hot dogs, fries, and soda will all be 70 cents each.

Hampden Bank Turns 158, Is Named Sponsor of Jazz & Art Festival

SPRINGFIELD — Hampden Bank recently celebrated its 158th anniversary, an occasion the institution’s president, Tom Burton, marked by looking forward, not back. “Reaching this milestone on my watch is indeed a privilege. I couldn’t be more proud of our people, who we are, and what we’ve accomplished on behalf of those we serve,” he said. “As we move toward the end of the first decade of the 21st century, we will not rest on our laurels; we will continue to vigorously support our communities, and we will work tirelessly to brighten the days of our customers.” In other news, the bank announced that it is the named sponsor of the fourth annual Hoop City Jazz & Art Festival, partnering with presenting sponsor MassMutual and a host of other businesses and organizations. The event, to be staged July 9-11, is being moved to downtown Springfield at Court Square and the City Hall Esplanade.

Tiger Press Adds New Color Production System

NORTHAMPTON — Tiger Press announced that it has installed a new Ricoh C900 color production system at its manufacturing facility in Northampton. The system can produce more than 5,000 color impressions per hour on a variety of coated and uncoated stocks. Digital files are handled using the newest Fiery controller with built-in color calibration and imposition. “This new digital press enables us to offer color reproduction of short-run orders for a fraction of what our competitors are charging,” said Reza Shafii, president of Tiger Press. The C900 has a unique square-saddle-stitch capability that allows a spine for larger books, a special feature for customers in need of high-quality, short-run booklets with limited budget, he continued. In addition, Tiger Press has developed an advanced proofing technique for projects that will be produced on uncoated stock. Printing on recycled, uncoated paper is becoming more popular as companies strive to become more eco-friendly.

Curran & Berger Adds Location in Springfield

SPRINGFIELD — Curran & Berger, LLP, the Northampton-based immigration-law firm, has opened a satellite office at 1145 Main St. in Springfield. The new location will provide a convenient meeting space for legal staff to meet with its clients, said partners Joseph Curran and Dan Berger.

Friendly’s Restaurants Introduce New Salads

WILBRAHAM — In response to a desire among many adult Americans to eat healthier, Friendly’s has introduced a new selection of freshly made salads. Beginning in late March, more than 500 Friendly’s restaurants began offering seven new salads, including Southwest Chipotle Chicken Salad, Bleu Moon Sirloin Salad, and Apple Harvest Chicken Salad. In addition, Friendly’s has partnered with Healthy Dining, an organization that recommends dietician-approved menu items at restaurants. As part of the partnership, healthydiningfinder.com will highlight several the healthier options that are available at Friendly’s restaurants. These choices will be highlighted in Friendly’s menus. For more information on the new offerings, visit www.friendlys.com.

Mercy Medical’s EEG Lab Achieves Accreditation

SPRINGFIELD —- The Electroencephalographic (EEG) Lab at Mercy Medical Center has been awarded accreditation by the EEG Laboratory Accreditation Board of the American Board of Registration of Electroencephalographic and Evoked Potential Technologists (ABRET), making it one of only two EEG labs in Massachusetts to achieve that distinction. The ABRET lab-accreditation process involves evaluation of technical standards, the quality of the laboratory’s output, and lab-management issues. According to ABRET, successful accreditation indicates that the EEG lab has met strict standards and is recognized for providing quality diagnostics. “The ABRET accreditation is another example of Mercy Medical Center’s success in providing outstanding patient care throughout our facility, and delivered daily by highly trained professionals using quality diagnostic tools,” said Sharon Adams, RN, vice president of Patient Care Services at Mercy Medical Center. “This independent, objective verification of quality management and policies also allows physicians and patients to choose the EEG Lab at Mercy with the confidence of knowing that they will receive quality diagnostics.” The EEG Lab at Mercy Medical Center provides testing for 540 patients each year, and the ABRET lab accreditation is effective through 2015. EEGs are used diagnostically for many neurological problems, including stroke, seizures, migraine headaches, tumors, headaches, and dizziness. With this accreditation, Mercy joins Children’s Hospital of Boston as one of only two facilities in Massachusetts with EEG labs that meet ABRET standards.

Mont Marie Scores Highest in Region in Survey

HOLYOKE — Family members rated the care that their loved ones receive at the Mont Marie Health Care Center as the best in Western Mass., according to a survey just released by the State Department of Public Health. The Mont Marie Health Care Center, a not-for-profit skilled-nursing facility owned and operated by the Sisters of St. Joseph of Springfield, was among 430 nursing homes surveyed by the state last fall. The center scored 4.79 in overall satisfaction, well above both the statewide average of 4.22 and the Western Mass average of 4.20 (on a scale of 1-5). When asked if they would recommend the Mont Marie Health Care Center to a friend or family member, 98% of the respondents said ‘yes.’ Commenting on the high score, center Administrator Sr. Elizabeth Sullivan said, “the numbers indicate the trust level and credibility that family members have in our staff, who respond to the needs of residents on a daily basis with compassion, respect, and diligence.” The survey collected detailed information about nursing-home staff, physical environment, activities, personal-care services, food and meals, and residents’ personal rights. It also asked respondents to rate overall satisfaction and ability to meet residents’ needs. Surveys were mailed to approximately 34,600 family members of nursing home residents across the state.

Chamber Corners: Upcoming Events

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Chamber Corners Departments

ACCGS
www.myonlinechamber.com

May 19: Women’s Partnership Luncheon, 11:30 a.m. to 1 p.m., hosted by Hilton Garden Inn, Springfield. Cost: $20 for members, $25 for non-members.

Young Professional Society of Greater Springfield
www.springfieldyps.com   

May 20: Great Golf Escape and May’s Third Thursday, 11 a.m., hosted by Tekoa Country Club, Westfield. Corporate Sponsor: Hampden Bank. Community Spotlight: the World Affairs Council of Western Mass. Cost: $40 per person includes 18 holes, cart, lunch, draft beer ticket, admission to Third Thursday; shotgun start at 11 a.m. Nine holes costs $25 per person and includes cart and admission to Third Thursday; shotgun start at 1 p.m. Golf group lesson costs $10 per person and includes admission to Third Thursday. E-mail [email protected]  with questions about the event or sponsorship.

Chicopee Chamber of Commerce
www.chicopeechamber.org

May 14: Annual Auction & Beer and Wine Tasting, 6 to 9 p.m., hosted by Castle of Knights, Chicopee. Antique appraisers will be on site; bring in items to be appraised.

May 19: Salute Breakfast, 7:15 – 9 a.m., hosted by Elms College.

May 26: Business After Hours, 5 to 7 p.m., hosted by E & G Automotive, Chicopee.
Tickets to all events can be purchased by calling (413) 594-2101 or online at www.chicopeechamber.org .

Greater Easthampton Chamber of Commerce
www.easthamptonchamber.org

May 12: Networking by Night Business Card Exchange, 5 to 7 p.m., hosted by Amy’s Place Bar & Grill, Easthampton.  Sponsored by Easthampton Savings Bank. Door prizes, hors d’ouevres, cash bar. Cost: $5 for members, $15 for non-members.

Greater Holyoke Chamber of Commerce
www.holycham.com

May 17: 42nd annual Holyoke Chamber Golf Tournament, hosted by Wyckoff Country Club, Holyoke. Registration and lunch at 11 a.m., tee off at noon. Cost: $125 per golfer, $25 for dinner only. Call the chamber at (413) 534-3376 for tickets or more details.

May 19: Chamber After Hours, 5 to 7 p.m., hosted and sponsored by Holiday Inn of Holyoke. Presented by the Greater Holyoke Chamber of Commerce Ambassadors. Cost: $5 for members, $10 for non-members.

Greater Westfield Chamber of Commerce
www.westfieldbiz.org

May 12: WestNet networking event, 5 to 7 p.m., hosted by The Ranch Golf Club, Southwick. Highlight your business and bring a door prize. Cost: $10 for members, $15 for non-members. For reservations, call Marcia at (413) 568-1618 or e-mail [email protected] .

May 24: 49th annual Golf Tournament, hosted by Shaker Farms Country Club, Westfield. Registration at 10 a.m., shotgun start at 11 a.m. Cost: $125 per person or $500 for a foursome and dinner. Contact the chamber for sponsorship information. For reservations, call Marcia at (413) 568-1618 or e-mail [email protected] .

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