Month: July 2014

WILBRAHAM — Paul Robbins, principal with Paul Robbins Associates Inc., has won two awards in the 2014 Summit Creative Award competition for his documentary-style video titled “Wally, Derek, Gladys” produced for HAPHousing, the region’s largest nonprofit developer of affordable housing. The video received a silver award in the fund-raising category and a bronze award in the not-for-profit category.

Robbins is now a six-time winner of the Summit Creative Award for video. “Wally, Derek, Gladys” is a 12-minute video that documents the lives of three individuals who received assistance from HAPHousing. The video recounts the story of Wally Quinones and her family, who lost their home in the June 2011 tornado; the journey of Derek Washington from incarceration to working dad; and the story of Gladys Morales, which starts in a women’s shelter and ends with home ownership. The video is rendered on the home page of the Paul Robbins Associates website at www.paulrobbinsassociates.com.

Robbins has previously won Summit Creative Awards for two other videos he produced for HAPHousing, and one for a video he produced for Springfield’s Friends of the Homeless. He also produced an award-winning video for the Western Mass. Network to End Homelessness.

This year’s panel of international judges included a host of creative directors from design agencies around the world, including Brazil, Sweden, Australia, Russia, Canada, and the U.S. Entries in 20 creative categories are judged against a stringent set of standards. During the blind judging events (entrant company names are withheld), the board of judges searches for innovative and creative concepts, strong execution, and the ability to communicate and persuade. This year’s contest received more than 5,000 submissions from 24 countries, including Australia, Korea, India, Hong Kong, Denmark, Germany, Brazil, Sweden, the United Kingdom, the United Arab Emirates, and the U.S.

Paul Robbins Associates is a strategic communications agency that provides services for corporations, nonprofit organizations, and public-policy initiatives ranging from public relations, marketing, and crisis-communications services to online content management and website-redesign strategy.

Karen Curran Designated as Certified Financial Planner

NORTHAMPTON — Karen Curran, financial consultant at Thomson Financial Management, received her CFP (certified financial planner) designation. The CFP mark distinguishes those individuals who have met the rigorous experience and ethical requirements of the CFP board, successfully completed financial-planning coursework and passed the extensive CFP certification examination.

Curran has worked at Thomson Financial since 2008 and is a registered representative, with securities and financial planning offered through LPL Financial, a registered investment advisor, member FINRA/SIPC. Thomson Financial Management, located in downtown Northampton, is an independent, fee-based financial-services firm specializing in financial planning and investment management.

Developer Sought for Tornado-damaged Elias Brookings School

SPRINGFIELD — The city of Springfield has released a request for proposals seeking a developer for the former Elias Brookings School building located on Hancock Street in the Six Corners neighborhood.

“We’re very excited about the potential of this property and bringing new life back to a former school building,” said Mayor Domenic Sarno. “There has been significant interest in this opportunity, and we expect that will translate into strong competition for the property.”

The former Elias Brookings School site is an important part of the overall revitalization of the Six Corners and Old Hill neighborhoods. The building is located in the midst of significant infrastructure investments planned for the next two years, which include roadway improvements, upgraded streetscapes and lighting, a new middle school, a renovated park, and new, single-family homes along Central Street.

The city has already committed $13 million in Community Development Block Grant Disaster Recovery (CDBG-DR) funds for several projects in the neighborhood. Construction of the new Elias Brookings School has already begun, and the school is scheduled to open in 2015. Further, infrastructure-improvement projects such as the realignment of Central Street and installation of streetscape improvements are anticipated to begin in the next construction season.

The RFP is available in the Office of Procurement, Springfield City Hall, 36 Court St., Room 307. Proposals are due on Sept. 12 by 2 p.m.

Management

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Is Coach Class Really Cheaper Than Business Class?

By FRANC JEFFREY

Most business owners are acutely aware that every penny they spend on what might be considered non-essentials is one cent that’s not being invested back in their business, whether it’s flying three executives from New York City to Chicago to meet with a prospect, or flying 100 executives from New York to Frankfurt to attend a major pharmaceutical conference.

There’s a lot of time and energy spent on financially planning these all-important trips. But there’s one cost-saving measure that you should skip. Simply put, flying anything less than first class is not only a strategic mistake, but could hurt a potential deal.

A little TLC and some much-appreciated extra leg room might not seem worth the added expense of paying for a ticket upgrade. But have you really thought about what that higher fare buys you?

In a recent New York Times article, David Liu, co-founder and CEO of TheKnot.com, explained why he thinks business owners and executives should rethink their habits of flying coach.

“I’ll never forget one of my first meetings with a venture capitalist,” recalls Liu. “I booked the round-trip ticket for less than $200. Of course, on the way back, there were three layovers. It didn’t matter to me because any money I saved could be used to hire personnel.

“It was a great meeting because she understood how we were trying to grow the business. I told her that I was leaving for the airport at 3 p.m. for a red-eye back to the East Coast. She was really confused because, obviously, a red-eye flight doesn’t leave midafternoon. But then, I told her my flight from Los Angeles had several layovers and I was actually going to get back to New York at 6 a.m. She looked at me like I was crazy.”

Adds Liu, “I remember her telling me that travel can make people stressed, and they couldn’t afford to have a stressed-out CEO. She rebooked the flight for me and got me a first-class ticket. I’ve always remembered her advice that having a chief executive who is half-dead from bizarre travel schedules doesn’t do a company any good. Unless your company is in its infancy or dire financial straits, take a clear-eyed look at the costs associated with economy, and the case for avoiding cattle class becomes clear.”

It seems quite clear that companies should consider more than simply the cost when it comes to booking travel for their employees. Businesses instead should be making travel plans that are based around what the executive or company wants to achieve from the trip, and understand that important contracts can be lost as a result of staff arriving fatigued by their travel experience.

The majority of those deciding on business travel policy, whether it is HR, finance, or procurement personnel, tend to base policy on their own science, but almost exclusively base that decision from a cost perspective. However, to ensure that the process of travel is efficient, effective, and safe, a much wider focus is required.

Companies should be asking the question: “how can we expect our executive to win a major piece of business if they are being asked to make a presentation after getting up at 4 a.m. and sitting in a cramped seat for a long, trans-Atlantic flight?” Even a short-haul flight averaging four hours can easily equate to an eight-hour working day when traveling to and from the airport, checking in, and security and immigration queues are taken into account.

This will be a tiring experience for the employee, and particularly so when traveling economy. Work productivity in economy is limited, due to lack of space, facilities, and distractions. With long-haul destinations, economy flights can have an even greater negative impact upon the performance and well-being of the employee.

It is important to research all aspects when considering business travel options, particularly when business travel remains the third-highest expense for any business. This is particularly true when the journey is undertaken overnight, when the traveller may get little or no rest, leaving them fatigued for the business ahead.

Those in charge of booking travel should consider a higher class of cabin with flat or partially flat beds to ensure the employee is comfortable and well-rested. And a number of airlines have been doing their part to see that top executives and other business travelers arrive at their meeting at the top of their game.

Lufthansa Airlines offers first-class passengers a dedicated lounge featuring beds, showers, office space, special security screening, and chauffeured limousines directly to the aircraft.

Don Buckenburg, Lufthansa’s managing director for sales, North America, says that many airlines offer a suite of enclosed space with a door, creating a passenger’s “own little cabin.”

“When we developed first class, we asked customers what they wanted, and our customers responded that they like open space, but they also like privacy,” said Buckenburg. “So now you have a seat, but a wall that separates you. You press a button, and a wall comes up.” The retractable wall allows couples or fellow travelers to decide whether to be connected or separated.

In addition, according to Buckenburg, flight attendants are specially trained to serve first class, understanding how to “read” the passenger differently and knowing the wine and menus with precision.

Bountiful food, sparkling champagne, and walls that go up and down are all very nice. But ask business travelers what they want most on their flight, and the overwhelming majority will respond in unison — “more leg room.” The bottom line is, nobody wants to limp into an important business meeting.

Flying coach tends to be uncomfortable for anyone of larger than average height or weight. The leg room is limited, so your knees might be cramped against the seat in front of you, and you might find your shoulders are pressed against your neighbor. Plus-size passengers might also find that the armrests are too close together to sit comfortably in one seat. And sleeping is hard for some because the seats recline only a few inches in coach.

Airlines such as Delta are now offering up to four inches more leg room and 50% more seat recline in their business class. That might not sound like much difference for the additional cost, unless you’re a 6-foot, 4-inch CEO flying from Chicago to Paris. And then it sounds like heaven.

At all times, the purpose of the trip must be taken into account to ensure employees can perform to their best ability and achieve the goals set forth by the company.

You may find that pivotal business results, such as winning that crucial contract, are not being achieved due to inefficient travel policies, which could have a serious financial impact on the business. As a result, many business organizations are finding that business class flights are in reality much cheaper than economy class for the majority of their traveling executives — particularly when weighed against the potential for lost business.

Franc Jeffrey is CEO of EQ Travel, with offices in the United Kingdom and Boston. With more than 25 years experience in worldwide corporate travel, Jeffrey is an experienced travel and event-management professional, with a track record in corporate-travel management, negotiating rates, and implementing travel technologies; [email protected]; www.eqtravel.com

Company Notebook

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Bay Path Is Now Officially a University
LONGMEADOW — Bay Path faculty, staff and students marked July 1 as the official first day as a university — in fact, the first women’s university in the Commonwealth. Before a crowd of more than 250 members from the Bay Path community, President Carol Leary said, “we are enthusiastic about becoming Bay Path University as it more appropriately reflects the complexity, drive, and bold dreams of this institution. Our three campuses have been expanded by a location in downtown Springfield, bringing us back to our roots, that boasts the first online college in the country exclusively for women. Soon, we will have a new location in East Longmeadow with a 57,000-square-foot building to house our programs in health science.” She noted that 19 graduate degrees, online learning communities, and athletic fields round out the picture of “today’s Bay Path.” This spring, the college secured approvals for the transition to university status from the Mass. Department of Higher Education and the New England Assoc. of Schools and Colleges (NEASC). With this approval, the board of trustees also reaffirmed the university’s mission to the education of women at the undergraduate level. Bay Path is a four-year, private university with an enrollment of more than 2,400 students at its Longmeadow campus and satellite campuses in Sturbridge and Burlington. The university offers undergraduate degrees for women, graduate degrees for men and women on campus and online, and the American Women’s College, offering accelerated degrees programs for adult women online or on campus through its One-Day-a-Week program.

Jewish Lifecare Announces Campaign
LONGMEADOW — Dr. Robert Baevsky, chair of the Jewish Lifecare board of directors, announced that Susan Kline and Stephen Krevalin, longtime volunteers for the organization formerly known as Jewish Geriatric Services, are chairing Project Transformation: A New World of Care, a $9 million capital campaign in support of several projects that will transform elder-care services at Jewish Lifecare. “Jewish Lifecare has always prided itself on being a progressive, forward-looking organization that continuously engages the ever-changing needs of the elderly,” said Baevsky. “Project Transformation: A New World of Care continues our journey of culture change and person-centered care, as we enhance, build, and expand services and facilities to improve health outcomes and enhance resident dignity, independence, and quality of life.” Both Kline and Krevalin are former chairs of the Jewish Lifecare board of directors. Kline served as chair from 2012 to 2014, during which time she led the strategic-planning process leading to Project Transformation. Krevalin served as chair from 1996 to 2000, and has served on or chaired numerous committees, including the 2012 Centennial Celebration. Both Kline and Krevalin also served on the rebranding committee, leading to the organization’s rebranding as Jewish Lifecare. “For the past two years, it has been my privilege to chair the board of directors and help shape this transformational journey,” said Kline. “As we move away from traditional models of care and embrace the small-house model of care, we will not only improve the care provided, but also enhance the dignity of those living here.” In addition to her Jewish Lifecare volunteerism, Kline has also long been associated with the Harold Grinspoon Foundation, currently overseeing all HGF programs and grants in Western Mass. Krevalin, a managing partner at Bacon Wilson, P.C., and his family have given back to the Jewish Lifecare community for generations. The Project Transformation: A New World of Care campaign will support the construction of a state-of-the-art, 24-bed rehabilitation facility; renovations to the Leavitt Family Jewish Home in the small-house model of care; and other significant upgrades to the entire campus. Other funding sources will include an owner’s equity contribution and bank financing. Jewish Lifecare has engaged the architectural firm of Perkins Eastman, as well as Jude Rabig, two of the foremost experts on culture change and small-house design in the U.S., to assist in the design of the upgrades and new facility. Groundbreaking for the new rehabilitation center is expected later this fall, with construction to be completed by the fall of 2015.

Plastics Manufacturer Pioneers New Technology
LUDLOW — Meredith-Springfield Associates Inc., a plastics manufacturer specializing in extrusion blow molding and injection stretch blow molding, is pioneering the use of new technology to manufacture sustainable plastic packaging for major brands like Mrs. Dash, owned by B&G Foods. “An analysis of the Mrs. Dash packaging process revealed the need to create a more sustainable bottle,” said Mel O’Leary Jr., president and CEO of Meredith-Springfield. “While sustainable packaging has become a point of interest for manufacturers with regard to environmental benefits, significant cost savings can also be realized. Sustainable package innovation offered by advanced plastic molding technology minimizes packaging costs, which in turn reduces warehousing and transportation costs as well.” Meredith-Springfield constructed pilot molds and conducted design experiments with the objective of reducing the amount of PET (polyethylene terephthalate) used in the creation of Mrs. Dash packaging. “Manufacturers seeking more sustainable plastic packaging should look for innovative ways to reduce PET,” said O’Leary. “For Mrs. Dash, we are using the most advanced plastic molding technology to alter the amount of plastic and place PET only where it most impacts package performance.” By adjusting the weight-bearing performance of the packaging, Meredith-Springfield was able to reduce the weight of a Mrs. Dash bottle by more than 25%. The more sustainable packaging saves B&G Foods an excess of 200,000 pounds of PET resin per year and reduces related costs of optimizing other aspects of the molding and delivery process. “In reducing the weight, we carefully engineered the placement of remaining mass of plastic to go into the areas of the bottle which would maximize top-loading ability,” said O’Leary. The entire redesign resulted in a significant cost savings for B&G Foods, but required in-depth research and development. The new extrusion blow molding machine produces more than 100,000 Mrs. Dash bottles in each 24-hour production period and is capable of delivering more than 35 million units per year. “This process is a major volume addition to our evolving PET business,” said O’Leary. “It provides economies of scale with resin, packaging, and transportation purchases, so it helps lower all costs and adds to our critical mass on both extrusion blow molding and stretch blow molding capabilities.” The machine is a one-step process for making specialty PET bottles versus a two-step process used to make carbonated beverage bottles. Beverage bottles require multiple steps; first, a ‘preform’ is molded in an injection molding machine and then transferred to a reheat-stretch machine. “Our technology is the most energy-efficient method available,” said O’Leary. “It goes from plastic pellets to finished bottles on one machine.”

Holiday Inn Express Ludlow Receives Recognition for Service
LUDLOW — Pioneer Valley Hotel Group announced that its Holiday Inn Express Ludlow received recognition from InterContinental Hotels Group (IHG) for service excellence among the 47 Holiday Inns and Holiday Inn Expresses in the Greater Boston region. The three-story, 71-room hotel at 321 Center St. ranked first in overall service, first in lowest percentage of guest problems, and second for overall guest satisfaction. General Manager Melissa Labonte said that “it is an honor to be recognized for the hard work my staff puts in each day. We really do believe our guests are like family. When they are here, they are home.” The hotel is located just south of the Mass Pike. Guests enjoy complimentary high-speed wireless Internet throughout the hotel, as well as Express Start breakfast in the lobby each morning. The hotel also features a fitness center, indoor heated pool, and 24-hour business center. Holiday Inn Express Ludlow is owned and operated by Pioneer Valley Hotel Group, LLC. Reservations can be made by calling (413) 589-9300 or visiting hiexpress.com/ludlowma. Group and meeting inquiries can be directed to Connie Foster, the hotel’s director of sales, at (413) 750-3106 or [email protected].

Leavitt Family Jewish Home Accredited by Joint Commission
LONGMEADOW — The Leavitt Family Jewish Home at Jewish Lifecare has earned the Joint Commission’s Gold Seal of Approval for accreditation by demonstrating compliance with the Joint Commission’s national standards for healthcare qualityand patient and resident safety in nursing homes. The accreditation award recognizes the nursing home’s dedication to continuous compliance with the Joint Commission’s state-of-the-art standards. The Jewish Home underwent a rigorous, on-site survey on June 18. A Joint Commission surveyor evaluated the nursing home for compliance with standards of care specific to the needs of patients and residents, including infection prevention and control, leadership, and medication management. “In achieving Joint Commission accreditation, the Leavitt Family Jewish Home has demonstrated its commitment to the highest level of care for its patients and residents that goes above and beyond federal and state requirements,” said Gina Zimmermann, executive director, Nursing Care Center Accreditation for the Joint Commission. “Accreditation is a voluntary process, and I commend the Jewish Home for successfully undertaking this challenge to elevate its standard of care and instill confidence in the community it serves.” The Joint Commission’s Nursing Care Center accreditation program, formerly the Long Term Care accreditation program, was established in 1966 and accredits nearly 1,000 organizations offering nursing home services. The Joint Commission’s standards address important functions relating to the care of patients and residents and the management of nursing-care centers. The standards are developed in consultation with industry experts, providers, measurement experts, and consumers. “With Joint Commission accreditation, we are making a significant investment in quality on a day-to-day basis from the top down. Joint Commission accreditation provides us a framework to take our organization to the next level and helps create a culture of excellence,” said Stephen Roizen, administrator of the Leavitt Family Jewish Home. “Achieving Joint Commission accreditation, for our organization, is a major step toward maintaining excellence and continually improving the care we provide.”

Briefcase

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Legislature Approves UMass Funding Increase
BOSTON — UMass President Robert Caret commended the state House and Senate for approving a major funding increase for the UMass system, funding sufficient for a second consecutive tuition and mandatory-fee freeze for in-state undergraduate students. “UMass is poised at the brink of a new era as a result of what would be an extraordinary, two-year, $100 million state investment in its future and in the futures of the tens of thousands of students who bring their aspirations and abilities to our campuses every year,” Caret said. “We are honored by this expression of support from the Legislature, particularly because the members of the House and Senate, given how in tune they are with their constituents, take this step because they recognize the vital role that UMass plays in every corner of the Commonwealth.” Henry Thomas III, chairman of the UMass board of trustees, called the Legislature’s action “historic,” adding: “over the past two years, the University of Massachusetts has received one of the largest increases of any public university in the nation, and this provides opportunity for our students and a strong foundation for our Commonwealth’s future. In addition to thanking the Legislature and its leaders, I want to commend President Caret for his leadership and vision and note the key role the chancellors play in making this process work. We are here in part because we have demonstrated the significant steps the university has taken in the areas of efficiency, transparency, and accountability — and these steps have been championed by our leadership team at the system and campus levels.” He added, “this historic moment would not be occurring without the support of our governor, as Gov. Patrick has been our university’s staunch ally throughout his tenure in office, vividly understanding education’s transformative power.” The fiscal year 2015 state budget approved by the House and Senate funds UMass at $519 million — a $40 million increase over FY 2014 and enough for the second tuition-and-fee freeze as envisioned under Caret’s 50-50 proposal. The state budget approved by the Legislature now goes to Patrick, who has 10 days to review it. Because the $40 million appropriation increase the university received in FY 2014 carried with it an additional $10 million in state fringe-benefit funding, UMass actually saw a $50 million hike in state funding during the year — a pattern that would be repeated in FY 2015 if funding for UMass remains at $519 million. Advanced by Caret after he assumed the UMass presidency in July 2011, the 50-50 plan called for a two-year, $100 million increase in state funding for UMass, with the goals of strengthening the university overall and equalizing the amount of money students and the state provided for educational programs. UMass said it would freeze tuition and mandatory fees in each of the years it received full funding of the 50-50 program. UMass received the first year of 50-50 funding during 2013-14 and froze tuition and fees for in-state undergraduate students. Student charges vary from campus to campus, but under the rates recently approved by the UMass board of trustees, tuition and mandatory fees for in-state undergraduate students at UMass Amherst in 2014-15 will remain at $13,258. The cost of attending the university’s flagship campus with room and board factored in would be $24,215. “College affordability is an issue that is on people’s minds in every corner of the Commonwealth,” Caret said. “Students and parents want to be sure that there is going to be an affordable, high-quality educational opportunity available for the young man or young woman who has worked hard and has achieved at the K through 12 level. And that is what is so important about the action the House and Senate has taken. The Legislature is saying that the Commonwealth of Massachusetts and the University of Massachusetts stand ready to be your partners in achievement. That is a critical message, and one that is being heard across the state.”

State Business Confidence Off in June, Up on Year
BOSTON — The Associated Industries of Massachusetts (AIM) Business Confidence Index recorded a reading of 53.7 in June, making for a second-quarter average of 53.8. “The positive quarterly average reflects the diminution in recent months of major economic-policy conflict in Washington, which has contributed to stronger business confidence,” said Raymond Torto, global chairman of research at CBRE and chair of the AIM Board of Economic Advisors (BEA). “With less ambient uncertainty, employers are becoming more positive about adding personnel, a sign of confidence that is reflected in our survey. The other notable improvement is in responses from small employers, those with 25 or fewer employees, who are now about as optimistic as mid-size firms.” The AIM Index has appeared monthly since July 1991. It is calculated on a 100-point scale, with 50 as neutral; a reading above 50 is positive, while below 50 is negative. The index reached its historic high of 68.5 on two occasions in 1997-98, and its all-time low of 33.3 in February 2009. In June 2013 it stood at 48.9. Nearly all of the sub-indices based on selected questions or categories of respondent were down from May, but all were up from last June. The Massachusetts Index, assessing business conditions within the Commonwealth, was up 3.3 points on the year to 50.9, and the U.S. Index of national business conditions was 7.6 points ahead of last June at 48.2. “Massachusetts has generally outperformed the nation economically since the onset of the recession,” said Alan Clayton-Matthews, professor at the School of Public Policy and Urban Affairs at Northeastern University, and a BEA member. “Our state is well-positioned to continue to thrive, but is inevitably standing out less as the rest of the country returns to normal performance.” The Current Index, which assesses overall business conditions at the time of the survey, was 4.1 points above last June’s level at 52.8, and the Future Index, measuring expectations for six months out, was up 6.7 points from a year before at 54.6. “The consensus of economic forecasts calls for faster growth through the rest of this year and into 2015, and most respondents to our survey agree,” Clayton-Matthews noted. “Small and large employers are more optimistic about the near future than mid-size companies; manufacturers rate current conditions lower than other employers, but have similar expectations for the second half of the year.” The Company Index, reflecting survey respondents’ assessments of conditions for their own operations, was up 5.3 points on the year to 56.5. The Employment Index was up the same amount at 54.6, and the Sales Index gained even more, 7.6 points to 57.6. All three were off fractionally from May. “The employment results, even with a marginal loss for the month, continue to reflect a moderate upward trend,” said BEA member Elliot Winer, chief economist for Northeast Economic Analysis Group LLC. “Among employers responding to the survey, 41% expected to add personnel in the next six months, while only 10% foresaw staff reductions, a marked improvement from the already positive 38%-23% split for the prior six months.” Confidence fell in the manufacturing sector (down 2.9 to 51.5) but rose among other employers (up 2.8 to 56.8), and lower outside Greater Boston (52.8, down 1.5) than within the metropolitan area (54.1, down 0.2). Small employers (25 or fewer employees) were about as confident as mid-size firms (26 to 100 employees), while employers of more than 100 were more positive. “Responses on employment were, however, remarkably uniform,” Winer noted, “by region, for manufacturers and other employers, and for companies of all sizes.”

Construction Spending Inches Higher in May
WASHINGTON, D.C. — Total construction spending edged higher for the third straight month in May, as solid increases in private non-residential and public construction outweighed a downturn in residential projects, according to an analysis of new Census Bureau data by the Associated General Contractors of America. Association officials cautioned that the pickup in highway spending is in jeopardy of reversing sharply unless policy makers act urgently to shore up the federal Highway Trust Fund. “The May figures show that construction activity continues to expand, but with lots of variability by month and project type,” said Ken Simonson, the association’s chief economist. “These uneven patterns seem likely to continue for the rest of the year.” Construction put in place totaled $956 billion in May, 0.1% above the upwardly revised April total and 6.6% higher than in May 2013. For the first five months of 2014, total spending rose 8.2% from the January-May 2013 total. Private residential construction spending in May retreated 1.5% from April, when homebuilders may have put in extra hours to make up for adverse winter weather in many regions. The May total was 7.5% above the May 2013 level, representing an 11% increase in single-family spending, a 31% boost for multi-family, and a 2.4% decline in improvements to existing housing. Private non-residential spending rose 1.1% in May and 11% over 12 months. The largest private segment, power construction — comprising work on oil and gas fields and pipelines as well as electricity projects — rebounded 4.3% from a sharp drop in April and was up 30% year-over-year. Among other major private nonresidential segments, commercial construction climbed 6.5% over 12 months, manufacturing construction rose 6.7%, and office work jumped 23%. Public construction spending rose 1.0% for the month and 1.2% year over year.

Cost of Unemployment Insurance to Fall
BOSTON — Massachusetts employers will save money on unemployment insurance under legislation signed by Gov. Deval Patrick Thursday as part of a compromise to raise the state’s minimum wage. The new law freezes the rates for the insurance this year at 2013 levels, and lowers them slightly in 2015, 2016, and 2017. Currently, Massachusetts has the fourth-highest unemployment-insurance cost, with companies spending $714 per employee, on average. Under the new law, the minimum wage in Massachusetts will increase to $11 per hour by 2017, from $8.

Greenfield Launches Technology Master Plan
GREENFIELD — The town of Greenfield announced recently that implementation of the town’s technology master plan is underway. The master plan, an initiative started by Mayor William Martin in the fall of 2010, is another step in the mayor’s continuing “Stabilize and Expand Greenfield” Campaign, an effort to create a sustainable and resilient community that also prepares for opportunities created by external forces in the form of jobs, grants, loans, and recreational, cultural, and societal enhancements, as well as upgrades related to infrastructure, buildings, and quality of life. The plan includes upgrading the town’s information-technology assets and building a town-wide ‘last-mile’ broadband infrastructure to serve every business and resident that chooses to subscribe. “This is the culmination of three years of independent research and planning,” Martin said. “We have read and reread the information, discussed with internal and external experts, and now seek to follow a pathway outlined by this research and discussion that will produce a new, technology-rich future for the town of Greenfield. It will allow us, as local providers, to serve our citizens and businesses in a proactive, efficient, and user-friendly manner. We will have the ability to provide Internet access to many of our citizens who cannot currently access the Internet today or are prevented from a rapid and broad connection.” Beginning in 2010, Martin and Economic Development Director Robert Pyers began an effort to focus on the town’s lack of telecommunications and information-technology infrastructure. They believed that an investment in technology would help spur economic development, enhance public-health and public-safety communications, increase quality educational opportunities, and encourage government efficiency and local democracy. Research had also shown that investing in technology would help the town retain technology-based businesses and spur a knowledge-based economy while helping residents take advantage of the global educational, economic, and entertainment resources available through the Internet. “Over the course of the past three years, we have engaged three consulting firms to plan our approach,” said Martin. “The three Massachusetts-based consulting firms include Kelley Management Group Inc. of Wilbraham, JFK Systems of Somerset, and the Skyline Group from Uxbridge. Each has completed their studies and presented their strategic recommendations, which we are now deploying.” Kelley Management Group produced a Municipal Telecommunications Business Plan, which recommends that Greenfield move forward as a municipal telecommunications services provider with full town ownership and control. KMG’s business plan suggests the town will provide the best telecommunications services to every municipal entity, business, and residence at the lowest possible cost. Martin has accepted this plan and is moving forward with the creation of a town-owned Greenfield Technology Division, which will operate a break-even business with reserves for investment into future capital expenditures. JFK Systems developed a comprehensive municipal information-technology strategic plan, which defines and coordinates how the town focuses its IT resources and provides a consistent process necessary to link the various IT departments’ plans and initiatives with the needs of the citizens of Greenfield. The Skyline Group produced a municipal LAN/WAN site-assessment report and recommendations for the town’s municipally owned and town-occupied buildings. This report gives an assessment, inventory, and analysis of current network infrastructure, along with the risks associated with the current deployment. It also provides recommendations to achieve network enrichments in preparation for the town’s new municipal telecommunications network and services. Implementation of the technology master plan is a three-step process that is currently underway. The process begins with upgrading and/or selecting new municipal IT business applications that support the town’s business processes and incorporate industry standards and best-practice functionality and technologies. The next step in the process involves a redefinition of the technical requirements of the newly selected municipal IT business applications — requirements such as CPU speed, memory, data-networking speed, storage, data management, security, data sharing, etc. — and then building an optimal IT infrastructure, including computers, printers, servers, local area networking, etc., required to support it. The final step is the town’s most ambitious and will have the greatest impact on the community: Greenfield will build a low-cost, high-speed ‘last-mile’ broadband infrastructure to support the town’s new IT infrastructure, and to meet the voice, data, and Internet needs of every business and resident.

2015 Healthcare Costs Projected to Grow 6.8%
Growth in healthcare spending is expected to tick upward next year, in part because consumers are now seeking care they put off during the economic downturn, according to a report released this week. Authored by PricewaterhouseCoopers’ Health Research Institute, the report forecasts medical cost growth of 6.8%, compared to 6.5% for this year. The projected increase is slight compared to double-digit increases seen before the downturn, but the rate of growth had been slowing in the past five years, so the upward shift is worth noting, said Ceci Connolly, managing director of the institute.

Number of Jobless Seeking Aid Falls
WASHINGTON, D.C. — The number of Americans seeking unemployment benefits declined late last month, the latest evidence that an economic slowdown earlier this year hasn’t caused employers to cut jobs. Weekly applications fell 2,000 to a seasonally adjusted 312,000, the U.S. Labor Department said. The four-week average rose 2,000 to 314,000, but the average has fallen 9% since Jan. 1.

Home Sales Post Largest Gain Nationally Since 2011
WASHINGTON, D.C. — Sales of previously owned homes posted the best gain in nearly three years in May, the National Assoc. of Realtors reported, rising 4.9% to a seasonally adjusted rate of 4.89 million. That gain was the fastest since August 2011; still, sales are 5% below the pace of May 2013. And the pace of home sales is well below the 5.1 million homes sold in 2013 and off the pace of 5.5 million annual sales that would reflect a healthy economy. Sales were dampened by last year’s rise in mortgage rates, tight supplies, and tougher lending standards.

People on the Move

Departments People on the Move

Hampden Bancorp Inc. announced the following:

Robert Massey

• Robert Massey has been named Chief Operations Officer. He has more than 38 years of experience in banking, most recently serving as chief financial officer, a position he had held from 2008. He began his banking career with Amherst Savings Bank in 1976. During his career, Massey has held senior positions of responsibility for financial reporting, investments, retail banking, information technology, bank operations, human resources, and auditing. He joined Hampden Bank in 1991 as its treasurer. He is a 1973 graduate of Holyoke Community College and 1975 graduate of UMass Amherst. He has served on the boards of several community organizations and is currently president of Hampden Savings Charitable Foundation, treasurer of Hampden Bank Charitable Foundation, treasurer of Nonotuck Resource Associates Inc., audit committee chairman for the Western Mass. Council of Boy Scouts of America, and a board member for the American Red Cross Pioneer Valley Chapter. Massey has been past president of the Great Trails Council Boy Scouts of America, finance officer of American Legion Post 271, and a former instructor for the Center for Financial Training; and

Tara Corthell

• Tara Corthell has been named Chief Financial Officer. She joined Hampden Bank in 2006 as vice president, finance manager. In 2013, she was promoted to senior vice president, director of finance, and she oversees the finance and accounting areas, including internal and external financial reporting, managing the accounting department, budgeting, investments, borrowings, and other finance and accounting functions. She earned a bachelor’s degree in finance and accounting as well as a master’s degree in accounting from Western New England University. Prior to joining to the bank, she held accounting and finance positions at the Hartford Insurance Co. in Connecticut and State Street (formerly Investors Bank and Trust) in Boston. She is an active member in several professional organizations and a student mentor at Brookings Elementary School in Springfield.
•••••
North Brookfield Savings Bank (NBSB) announced several promotions in its branches and corporate offices:

Patty Ostrout

Laurie Wisniewski

• Vice President Patty Ostrout has been promoted to Senior Vice President of Retail Banking. With more than 25 years in the financial industry, Ostrout started with NBSB in 2012;
• Operations Manager Laurie Wisniewski has been promoted to Vice President of Operations. She started as a teller at NBSB in 1985 before holding positions in accounting and other aspects of the organization. Her promotion to vice president of Operations means she is coming full circle, as she’ll be working closely again with the branches and in the deposit areas of banking;

Tammy Martin

Courtney Fitzmaurice

• Branch Administrator Tammy Martin has been promoted to Assistant Vice President/Branch Administrator. Martin received her bachelor’s degree from Worcester State College (now Worcester State University) and has more than 10 years of experience in the banking industry. She has been at NBSB for nearly two years; and
• Credit Analyst Courtney Fitzmaurice has been promoted to Assistant Vice President/Commercial Portfolio Manager. A graduate of Worcester State University and the Massachusetts Banker’s Commercial Lending School, Fitzmaurice joined the bank in 2011. As commercial portfolio manager, she will work directly with small businesses through the expanding Business Center at NBSB, which offers a wide range of loan and deposit products for business customers. The Business Center was also recently named a preferred lender for the U.S. Small Business Administration.
•••••
Berkshire Hills Bancorp Inc. announced that William Ryan has been appointed to its board of directors as Chairman. Ryan was formerly chairman of the board and CEO of TD Banknorth. The company also announced that Lawrence Bossidy has retired from Berkshire’s board of directors. Bossidy has served as Berkshire’s lead independent director since 2012, and previously served as chairman since 2002. Ryan is the majority owner of the Maine Red Claws, an NBA Development League basketball team affiliated with the Boston Celtics. He also serves as a trustee of the Libra Foundation and serves on the board of advisors at the University of New England.
•••••

Cheri Mills

PeoplesBank announced the appointment of Cheri Mills as Assistant Vice President and Consumer & Business Banking Center manager at the St. James Avenue office in Springfield. She brings more than 27 years of banking experience to her new position. Mills attended Holyoke Community College and Elms College. She serves as the president of the Wilbraham Middle School PTO, registrar and volunteer coordinator for the Falcon Youth Football Assoc., and secretary/treasurer of the Morgan Memorial Scholarship Foundation.
•••••
Baystate Health recently announced three leadership appointments for its regional community hospitals:
• Steven Bradley succeeds Chuck Gijanto as President of Baystate Franklin Medical Center and the Baystate Northern Region. Bradley has served for 14 years as Baystate Health’s vice president for Government and Community Relations and Public Affairs. He led the team that garnered state approval for Baystate Medical Center’s $300 million Hospital of the Future project, and more recently helped facilitate a resolution to a lengthy labor dispute at Baystate Franklin Medical Center. Prior to joining Baystate Health, Bradley served as regional director for what was then known as the Mass. Department of Mental Retardation, where he carried administrative, financial, and regulatory responsibilities and provided leadership to 6,000 direct and contract employees serving thousands of patients and families in the region. Bradley also served as chief of staff to state Sen. Stanley Rosenberg (D-Amherst), and has grown to know Franklin County well in that role and in his subsequent positions. He has served as selectman in the town of Pelham and as board president for the Massachusetts Public Health Assoc., and is past chair of the board of trustees for Springfield Technical Community College and the Affiliated Chambers of Commerce of Greater Springfield’s legislative affairs committee;
• Dennis Chalke has been named Senior Vice President of Community Hospitals for Baystate Health, an expansion of his current role. Chalke currently serves as Chief Financial Officer and Treasurer for Baystate Health, and will continue in that role in addition to his new position. In his expanded role, he will oversee the presidents of Baystate’s community hospitals and regions. He has more than 26 years of healthcare experience, having joined Baystate in 1988. Chalke holds an MBA from UMass Amherst and a bachelor’s degree in economics from Ithaca College; and
• Dr. M. Shafeeq Ahmed will continue in his role as Chief Operating Officer and Chief Medical Officer for Baystate Mary Lane Hospital, and will also serve as Acting President of Baystate Mary Lane Hospital. Ahmed’s responsibilities include leadership for inpatient and outpatient practice operations, hospital medical-staff oversight, provider recruitment, quality and patient-satisfaction program oversight, leadership development, strategic planning, and financial stewardship. He was recently named one of “100 Hospital and Health System Chief Medical Officers to Know” by Becker’s Hospital Review. Prior to his arrival at BMLH, Ahmed had served as president of the medical staff, chief of Ob/Gyn, and a member of the board of directors at the Naval Hospital at Cherry Point in North Carolina. Ahmed is also a member of the Baystate Medical Practices board of directors, and he has served as vice president of the BMLH medical staff. He completed his bachelor’s and master’s degrees at Boston University, received his doctorate in medicine from Boston University School of Medicine, and completed his ob/gyn residency training through Tufts University at Baystate Medical Center.
Additional leadership appointments for the Baystate Eastern Region will be made at a later date, with Ahmed continuing to serve in a senior leadership role.
•••••

Danielle Drapeau

Florence Savings Bank announced that Danielle Drapeau has joined the bank as a Mortgage Production Officer. Drapeau brings more than 20 years of banking experience to her new role with FSB. Most recently, she was an underwriter-officer with United Bank, located in West Springfield. Her experience includes underwriting loans that include FHA, VA, Fannie Mae, and USDA Farmers Home. FSB President and CEO John Heaps Jr. said that “Danielle is a welcome addition to our team here at Florence Savings Bank. Her expertise will provide tremendous value to us and to the customers we serve.”
•••••

David Chase, vice president and commercial lender for Hampden Bank, was recently named a 2014 Community Bank Hero by Banker & Tradesman magazine. This honor is given to business professionals who provide outstanding service to their clients, and who have gone above and beyond for the community. Chase was recently honored at an awards gala held at the Hyatt Regency Hotel in Boston. A lifetime resident of Western Mass., he is actively involved with several organizations, including the West of the River Chamber of Commerce as a board member. Chase is also a board member of the Gray House, where he volunteers his time to the organization’s efforts to revitalize the community.

Incorporations

Departments Incorporations

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

ADAMS

Dealer Helpers of MA Inc., 69 Columbia St., Adams, MA 01220. Daniel Gendron, same. Advertising, marketing, consulting, and product enhancement.

BELCHERTOWN

Halon Landscapes Inc., 324 Barton Ave., Belchertown, MA 01007. Mitchell Halon, same. Landscape services.

BRIMFIELD

Autism In My Pocket Inc., 101 John Haley Road, Brimfield, MA 01010. Robin Lee Gamache, same. Nonprofit organization designed to help families understand what autism is and how they can get help. Dedicated to helping parents and their families learn about interventions and treatments and where they can turn to in finding the help they need.

CHICOPEE

Ace Metal Fabricators Inc., 1045 Burnett Road, Chicopee, MA 01020. Mark Duda, same. Metal fabrication.

EAST LONGMEADOW

Bkaye Insurance Company Inc. 444A North Main St., Suite 230, East Longmeadow, MA 01028. Bryan Kaye, same. Insurance agency.

FLORENCE

Capers Construction Inc., 423 Ryan Road, Florence, MA 01062. Michael Capers, same. Residential construction.

HOLYOKE

Care Improvement Inc., 17 Nick Cosmos Way, Holyoke, MA 01040. Jose Dias, 53 Christopher Dr., Westfield, MA 01085. Commercial and residential building maintenance and repairs.

Holyoke Auto Glass Inc., 1584 Dwight St., Holyoke, MA 01040. Mark Sadler, same. Auto Glass sales and installation.

LENOX

Buddy Boys’ Specialty Foods Inc., 120 Reservoir Road, Lenox, MA 01240. Jason Macioge, same. Manufacturing of food products.

LONGMEADOW

Harrington Holdings Inc., 163 Western Dr., Longmeadow, MA 01106. Robert Harrington Jr., same. Commercial real estate services.

LUDLOW

1ST American Sewer & Drain Inc., 58 Cross Circle, Ludlow, MA 01056. Matthew Faulha, same. Service of maintaining sewer and drain lines.

Cops Under Fire Project Inc., 261 Woodland Circle, Ludlow, MA 01056. Frank Joseph Gallo, same. Provides therapy and non-medical services (e.g., trainings).

MONSON

Chicopee Auto Farm Inc., 290 Wilbraham Road, Monson, MA 01057. Dwayne Pafumi, same. Sales and marketing of automobile parts and used automobiles.

NORTH ADAMS

East Drink Inc., 135 Bonair Ave., North Adams, MA 01247. Jared Bruce Decoteau, same.

PITTSFIELD

Berkshire Muslims, 5 Melville St., Pittsfield, MA 01201. Gokseven Yidiz, 87 Michael Dr., Pittsfield, MA 01201. A mosque serving the communities of Western Massachusetts with attendant facilities.

Food Allergy Allies Inc., 93 Blythewood Dr., Pittsfield, MA 01201. Gail Cantor, same. Organization designed to educate people about restaurants, hotels, and other establishments that support and make accommodations for people with life-threatening food allergies

SOUTHAMPTON

Fitzgibbon Enterprises Inc., 31 Bissonette Circle, Southampton, MA 01073. James FitzGibbon III, same. Commercial real estate appraisal services.

SPRINGFIELD

Care Point Home Healthcare Inc., 155 Maple St., Suite 401, Springfield, MA 01105. Susan Kibaiya, 10 Primrose Way, St., Apt. 1108, Haverhill, MA 01830. Home healthcare services.

WEST SPRINGFIELD

Alsm Trucking Inc., 191 North Blvd., West Springfield, MA 01089. Alexander Blinov, same. General freight trucking service.

Badazz Runners Inc., 47 Southworth St., West Springfield, MA 01089. Jessica Lynn Pereplyotchi, same. Organization established to raise money for runners who either can’t afford or are in the need of running items.

WESTFIELD

EAA, 1561 Inc., 110 Airport Road, Care of Bruce Green, Westfield, MA 01085. Lindsey Pell, 23 Stafford Water St., Somers, CT 06071. Non-profit organization of aviation pilots and enthusiasts promoting general aviation through community outreach and awareness.

WORTHINGTON

Family FM Inc., 712 Route 112 South, PO Box 84, Worthington, MA 01098. Tim Allen, same. Radio broadcast designed to provide wholesome family programing and spread the love of God.

Doing Business as Certificates

DBA Certificates Departments

The following Business Certificates and Trade Names were issued or renewed during the month of June 2014.

AGAWAM

Cirillo Realty
986 Main St.
Cirillo Realty

GD Courier Services
101 High St.
Gary Dionne

Moe’s Donuts
185 James St.
Maureen Weiner

Winnersatthewire.com
53 Provin Mountain Dr.
James Lockwood

CHICOPEE

Golden Mirror Hair Salon
218 Exchange St.
Gladys Pedrosa

Honey Land Farms
1296 Montgomery St.
Sattar Ahmed

Kind Discounts
585 Sheridan St.
Thomas Schofield

Storm Ready
1512 Memorial Dr.
Robert Prince

HOLYOKE

Cellular Galaxy
50 Holyoke St.
Swostik Magal

Classic Magic Beauty Salon
594 Dwight St.
Betsie Pagan

Holyoke Laundromat
556 High St.
Alexander Katsman

Indigo Painters
322 Pine St.
Raquel Figueroa

My Assistive Technology Resources & Services
214 Southampton Road
Michael Clark

Quick Stop Food Mart
172 Sargeant St.
Tariq Khan

Trak II Convenience, LLC
330 Main St.
Johnny Kayrouz

Wright’s Masonry
113 Westfield Road
Timothy J. Wright

NORTHAMPTON

Action Based Therapeutic Solutions
25 Bank Row
Adam Barcroft

Baseball Treasures
355 Main St.
George Price

Mobil Food & Tobacco
142 Mohawk Trail
Aneesa Batool

Nails 2 Go
30 Mohawk Trail
Rebecca Vishaway

Red Door Studios
13 Federal St.
Jason Blais

PALMER

A Plus Landscaping
1332 Thorndike St.
Eric Taylor

Evolution Limousine Service
3054 High St.
Kevin Wenzel

Woods Group Realty
1415 Park St.
Debra Woods

SPRINGFIELD

A & B Transport
2055 Allen St.
Freddy Rosario

Abacus Insurance
712 Boston Road
Pedro Berrios

Advanced Cash Services
931 Belmont Ave.
Angel Plaza

Ali Ozan Koseglu
16 Gold St.
Ali O. Koseglu

Anglin Superior Innovations
83 Hazen St.
Shari K. Anglin

Atwater Children’s Boutique
142 Springfield St.
Kathleen McCormick

Avado Clothing Company
1508 Plumtree Road
Anthony Tyrone

Baystate Wesson Women’s
3300 Main St.
Baystate Medical

Big D Jamaican Cuisine
646 Page Blvd.
Donovan Simon

Brodowski Home Improvement
38 Fallston St.
David Brodowski

Citizens Landscaping
88 Better Way
Frank J. Silva

D & G Jamaican Cuisine
5 Preston St.
Danail A. McKenzie

Dean’s Sewer & Drain Cleaning
134 Sunrise Terrace
Dean Veratti

Ebidbooks.com
731 Carew St.
Derek R. Remy

En Cellphone Accessories
279 Milll St.
Porfirio Diaz

Express Grocery
1133 State St.
Emiliano D. Rodriguez

Farone Inc.
1441 Main St.
Maria Alfarone

Fresh International
27 Terrace Lane
Kirk Rigg

General Contracting Services
656 Alden St.
Anny Mendoza

Handy Hammermen
152 Quincy St.
Alban Medina

J & J Market & Deli
1344 Dwight St.
Jose Duverge

J.P. Removal Services
116 Middlesex St.
Justin Patterson

WESTFIELD

Anytime Clock & Watch Repairs
48 Elm St.
Ray Messier

Black Dragon’s Kajunkenbo Karate
81 Main St.
Lynne M. Smith

Riverside Productions, LLC
77 Mill St.
Joseph Albano

S.K.
4 School St.
Sergey Kimenko

Ski’s Landscaping
708 North Road
Mike Szewczynski

T & T Cleaning Service
6 Crestwood Circle
Therese Trottier

WEST SPRINGFIELD

99 Second Hand
242 Memorial Ave.
Lien Chen

A Pittiefull World
49 Baldwin St.
Diminic Alfano

Apple Ridge Yard Services
129 Apple Ridge Road
Wendy Browning

Applied Chemistries Inc.
145 Western Ave.
Brian St. Pierre

Bobcat of Greater Springfield
181 Wayside Ave.
Brian St. Pierre

Car Hunter
54 Oleander St.
Roman Shtefan

Doggy Doody Disposal
165 Ohio Ave.
Theresa Selvoski

Elegant Nails
634 Kings Highway
Lien T. Tran

Global Dynamix Construction
26 Wilbert Dr.
Daniel Tarnovskiy

Over the Moon
206 Norman St.
Pauline R. Delton

Runze Center for Tai Chi
214 Elm St.
Wentao Wei

Spirit Halloween Superstore
219 Memorial Ave.
Barry Susson

US Trucking Express
56 Lathrop St.
Andrei Mineev

Bankruptcies

Bankruptcies Departments

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

Aldrich, Denise R.
191 Brickyard Road
Athol, MA 01331
Chapter: 13
Filing Date: 06/09/14

Alexander, William S.
Conniff, Nancy J.
19 Jerilis Dr.
Springfield, MA 01119
Chapter: 7
Filing Date: 06/12/14

Alvarez, Patrick
Alvarez, Barbie
77 East St.
Adams, MA 01220
Chapter: 7
Filing Date: 06/02/14

Bass, Jessica J.
359 Springfield St.
Agawam, MA 01001
Chapter: 7
Filing Date: 06/05/14

Bassett, Jennifer Leigh
21 Grove St.
Orange, MA 01364
Chapter: 7
Filing Date: 05/30/14

Bensley, Brian P.
Bensley, Carolyn A.
a/k/a Chapin, Carolyn A.
166 Glenoak Dr.
Springfield, MA 01129
Chapter: 7
Filing Date: 06/13/14

Benvenuti, Carri A.
465 Nassau Dr.
Springfield, MA 01129
Chapter: 7
Filing Date: 05/30/14

Bianchi, Lucy A.
3 Springhouse Road
Hampden, MA 01036
Chapter: 7
Filing Date: 06/13/14

Bimbane, Cory E.
465 Chapel St., #9
Lee, MA 01238
Chapter: 7
Filing Date: 06/09/14

Cangemi, Tinamarie L.
1377 Sumner Ave.
Springfield, MA 01118
Chapter: 7
Filing Date: 06/13/14

Carner, Tracy Ann
19 G St.
Turners Falls, MA 01376
Chapter: 7
Filing Date: 06/10/14

Carter, Stuart
PO Box 65
Bernardston, MA 01337
Chapter: 7
Filing Date: 06/11/14

Castonguay, Robinann M.
15 Jared Lane
Southwick, MA 01077
Chapter: 7
Filing Date: 06/04/14

Cleveland, James A.
Cleveland, Sheri L.
52 Cheney St.
Orange, MA 01364
Chapter: 7
Filing Date: 05/31/14

Cone, George A.
50 South Westfield St.
Feeding Hills, MA 01030
Chapter: 7
Filing Date: 06/11/14

Coogan, Chantal M.
86 Hopkins Place
Longmeadow, MA 01106
Chapter: 7
Filing Date: 06/13/14

Daigneault, Paul J.
Daigneault, Laura L.
PO Box 105
Barre, MA 01005
Chapter: 13
Filing Date: 06/10/14

Dance Connection
Lash, Carla J.
a/k/a Danos, Carla
a/k/a Tranghese, Carla
44 Wood Ave.
East Longmeadow, MA 01028
Chapter: 7
Filing Date: 06/09/14

Ethier, Mark E.
Ethier, Elzbieta B.
93 Meadow St.
2nd Floor, Front
Westfield, MA 01085
Chapter: 7
Filing Date: 05/31/14

Ferris, Stephanie J.
a/k/a Seymour, Stephanie J.
104 Johnson Road, Unit 605
Chicopee, MA 01022
Chapter: 7
Filing Date: 05/30/14

Feudo, John M.
157 South St.
Chicopee, MA 01020
Chapter: 13
Filing Date: 06/13/14

Finley, Paul E.
Finley, Melissa M.
a/k/a Blascak, Melissa M.
a/k/a Breton, Melissa M.
125 River Road
Agawam, MA 01001
Chapter: 7
Filing Date: 06/06/14

French, Dale Sheldon
French, Michelle Rose
21 Montgomery Ave.
Pittsfield, MA 01201
Chapter: 7
Filing Date: 06/10/14

Grand Home Design
Grand Construction
Duquette, Gregg
Duquette, Lisa M.
3824 Chestnut Hill Ave.
Athol, MA 01331
Chapter: 7
Filing Date: 05/31/14

Griswold, Elizabeth L.
11 Margerie St.
Westfield, MA 01085
Chapter: 7
Filing Date: 06/13/14

Harfoush, Roger N.
193 Langevin St.
Chicopee, MA 01020
Chapter: 7
Filing Date: 06/08/14

Hart, John P.
Hart, Rosemary J.
249 Pearl St.
South Hadley, MA 01075
Chapter: 7
Filing Date: 05/30/14

Hartley, Lisa M.
65 Kane Brothers Circle
Westfield, MA 01085
Chapter: 7
Filing Date: 06/03/14

Jones, Gina Marie
130 Arcadia Blvd.
Springfield, MA 01105-1014
Chapter: 13
Filing Date: 06/13/14

Kirkman, Robert R.
Kirkman, Ruth D.
57 Mckinley Terrace
Pittsfield, MA 01201
Chapter: 7
Filing Date: 06/10/14

Krokov, Christine
228 Kings Hwy.
West Springfield, MA 01089
Chapter: 7
Filing Date: 06/05/14

Lamson, Katherine
350 Meadow St. #38
Agawam, MA 01001
Chapter: 7
Filing Date: 06/02/14

Lapointe, Pierre J.
5 John Dr.
West Springfield, MA 01089
Chapter: 7
Filing Date: 06/03/14

Larry’s Rubbish Removal
Patterson, Lawrence H.
Patterson, Suzanne E.
90 Mattawa Circle
Orange, MA 01364
Chapter: 7
Filing Date: 05/31/14

Lash, Thomas S.
44 Wood Ave.
East Longmeadow, MA 01028
Chapter: 7
Filing Date: 06/09/14

Lindquist, Lisa Ann
a/k/a Eddings, Lisa Ann
a/k/a Wilson, Lisa Ann
a/k/a Possiel, Lisa Ann
100 Narrow Lane
Phillipston, MA 01331
Chapter: 13
Filing Date: 05/31/14

Lobik, Kathleen M.
1385 South Branch Parkway
Springfield, MA 01129
Chapter: 7
Filing Date: 06/13/14

Matlasz, Jennifer L.
a/k/a Diloreto, Jennifer L.
340 Dale St., Unit G
Chicopee, MA 01013
Chapter: 7
Filing Date: 06/13/14

McAuslan, Kathleen Joan
181 Glendale Road
Southampton, MA 01073
Chapter: 7
Filing Date: 06/11/14

Messinger, Robert Joseph
15 Goddu St.
Ludlow, MA 01056
Chapter: 7
Filing Date: 05/31/14

Nevins, Craig J.
60 Auburn St.
Chicopee, MA 01013
Chapter: 7
Filing Date: 06/04/14

Noble, David A.
12 4th Ave.
Westfield, MA 01085
Chapter: 7
Filing Date: 06/06/14

Orellana, Carson L.
31 South St.
Bernardston, MA 01337
Chapter: 7
Filing Date: 05/30/14

Ortiz, Fredesvinda
438 Carew St., 2nd Fl.
Springfield, MA 01104
Chapter: 7
Filing Date: 05/30/14

Otero, Luis A.
PO Box 70025
Springfield, MA 01107
Chapter: 13
Filing Date: 05/31/14

Pleasant, Helen F.
12 Main Road, Apt. 102
Gill, MA 01354
Chapter: 7
Filing Date: 06/05/14

Rhodes, Marcia M.
126 Union St., Unit 813
Westfield, MA 01085
Chapter: 7
Filing Date: 06/03/14

Rodriguez, Eric
147 Beech St.
Holyoke, MA 01040
Chapter: 7
Filing Date: 06/12/14

Santana, Veras
15 Edgewood St.
Springfield, MA 01109
Chapter: 7
Filing Date: 06/02/14

Schneider, Heather M.
102 Mill St., Apt. 2L
Springfield, MA 01108
Chapter: 7
Filing Date: 05/31/14

Serra, Anthony G.
73 Barrett St.
Northampton, MA 01060
Chapter: 7
Filing Date: 06/04/14

Turniak, Annette L.
4 Stillbrook Lane
Feeding Hills, MA 01030
Chapter: 7
Filing Date: 05/30/14

Vazquez-Prieto, Jacinda Ester
95 Linden St., 3L
Holyoke, MA 01040
Chapter: 7
Filing Date: 05/31/14

Real Estate Transactions

Departments Real Estate

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

FRANKLIN COUNTY

ASHFIELD

1230 Conway Road
Ashfield, MA 01330
Amount: $167,000
Buyer: Maggy P. Potter
Seller: Mark L. Viehmann
Date: 06/06/14

BERNARDSTON

89 Hoe Shop Road
Bernardston, MA 01337
Amount: $179,900
Buyer: Christopher D. Yetter
Seller: Calvin M. Brown
Date: 06/13/14

COLRAIN

318 Greenfield Road
Colrain, MA 01340
Amount: $175,000
Buyer: Joseph Starzyk
Seller: Lise M. Weller
Date: 06/02/14

320 Greenfield Road
Colrain, MA 01340
Amount: $175,000
Buyer: Joseph Starzyk
Seller: Lise M. Weller
Date: 06/02/14

322 Greenfield Road
Colrain, MA 01340
Amount: $175,000
Buyer: Joseph Starzyk
Seller: Lise M. Weller
Date: 06/02/14

CONWAY

137 South Shirkshire Road
Conway, MA 01341
Amount: $404,500
Buyer: Mauricia Alvarez
Seller: Carl Doerner
Date: 06/12/14

Whately Road
Conway, MA 01341
Amount: $120,000
Buyer: City Of Northampton
Seller: Adelia A. Bardwell
Date: 06/06/14

DEERFIELD

39 King Philip Ave.
Deerfield, MA 01373
Amount: $304,000
Buyer: Paul A. Pierce
Seller: Robert F. Scott
Date: 06/10/14

6 North Hillside Road
Deerfield, MA 01373
Amount: $324,000
Buyer: Yan Yan
Seller: Deborah S. Dachos
Date: 06/02/14

GILL

141 Center Road
Gill, MA 01354
Amount: $222,000
Buyer: Heather L. Powers
Seller: Robert L. Powers
Date: 06/13/14

GREENFIELD

270 Chapman St.
Greenfield, MA 01301
Amount: $175,000
Buyer: Fawn-Marie Santiago
Seller: Phyllis A. Canon
Date: 06/13/14

245 Federal St.
Greenfield, MA 01301
Amount: $123,866
Buyer: Hess Realty LLC
Seller: Amerada Hess Business Facilities TR
Date: 06/12/14

159 Leyden Road
Greenfield, MA 01301
Amount: $172,000
Buyer: Erin R. Scanlon
Seller: Maxine R. Lewis
Date: 06/03/14

61 Madison Circle
Greenfield, MA 01301
Amount: $240,000
Buyer: Anne R. George
Seller: 61 Madison Circle NT
Date: 06/13/14

51 Silver Crest Lane #51
Greenfield, MA 01301
Amount: $313,400
Buyer: Nancy C. Wrisley
Date: 06/13/14

55 Silver Crest Lane #55
Greenfield, MA 01301
Amount: $304,472
Buyer: Diane M. Burns
Date: 06/03/14

LEVERETT

Cave Hill Road
Leverett, MA 01054
Amount: $210,000
Buyer: Leverett Conservation Commission
Seller: Gary L. Jensen
Date: 06/10/14

MONTAGUE

5 Lyman St.
Montague, MA 01349
Amount: $179,914
Buyer: US Bank
Seller: Michael P. Burek
Date: 06/05/14

371-373 Montague City Road
Montague, MA 01376
Amount: $199,000
Buyer: Lawrence G. Young
Seller: Adam T. Marchacos
Date: 06/05/14

ORANGE

64 Briggs St.
Orange, MA 01364
Amount: $200,000
Buyer: Briggs Street RT
Seller: Philip C. Pedersen
Date: 06/11/14

88 East Road
Orange, MA 01364
Amount: $159,900
Buyer: Pamela J. Koshinsky
Seller: John P. Currie
Date: 06/04/14

SHELBURNE

455 Colrain Shelburne Road
Shelburne, MA 01370
Amount: $269,900
Buyer: Bruno D. Lerulli
Seller: Nancy L. Nichols
Date: 06/06/14

SUNDERLAND

211 North Silver Lane
Sunderland, MA 01375
Amount: $200,000
Buyer: Ramhari P. Lamichhane
Seller: Toyoko Dirusso
Date: 06/10/14

44 South Silver Lane
Sunderland, MA 01375
Amount: $335,000
Buyer: Korraine M. Carulli
Seller: Michael A. Labelle
Date: 06/13/14

WHATELY

3 North St.
Whately, MA 01093
Amount: $450,000
Buyer: Ann E. Barker
Seller: Bombard, Pauline L., (Estate)
Date: 06/02/14

HAMPDEN COUNTY

AGAWAM

195 Anvil St.
Agawam, MA 01030
Amount: $315,000
Buyer: John W. Hendricks
Seller: CDC Realty Inc.
Date: 06/12/14

58 Bessbrook St.
Agawam, MA 01030
Amount: $220,000
Buyer: Lisa G. Doten
Seller: Bryan T. McEwan
Date: 06/06/14

27-29 James Ave.
Agawam, MA 01001
Amount: $190,000
Buyer: Natalia P. Sinigur
Seller: Charles A. Calabrese
Date: 06/03/14

927 Main St.
Agawam, MA 01001
Buyer: GMAC Mortgage LLC
Seller: Michael J. Parzich
Date: 06/06/14

411 North Westfield St.
Agawam, MA 01030
Amount: $245,000
Buyer: Uladzimir Mamentau
Seller: Raymond E. Pellerin
Date: 06/13/14

395 Suffield St.
Agawam, MA 01001
Amount: $223,000
Buyer: Kimberly L. Potito
Seller: John W. Hendricks
Date: 06/06/14

164-166 Walnut St.
Agawam, MA 01001
Amount: $184,000
Buyer: Yegor Muravskiy
Seller: Samuel P. Fay
Date: 06/03/14

BLANDFORD

Gore Road
Blandford, MA 01008
Amount: $134,981
Buyer: Berry Brook Forest LLC
Seller: Hull Forestlands LP
Date: 06/10/14

CHICOPEE

97 Arnold St.
Chicopee, MA 01013
Amount: $185,000
Buyer: Steven P. Hebert
Seller: Richard A. Letendre
Date: 06/11/14

44 Bell St.
Chicopee, MA 01013
Amount: $175,200
Buyer: Thomas Marszalek
Seller: Barbara Marszalek
Date: 06/03/14

90 Britton St.
Chicopee, MA 01020
Amount: $120,000
Buyer: US Bank
Seller: Chris Reome
Date: 06/06/14

14 Clyde St.
Chicopee, MA 01013
Amount: $195,000
Buyer: Charles A. Urkiel
Seller: Rebecca M. Wolanczyk
Date: 06/11/14

75 Dejordy Lane
Chicopee, MA 01020
Amount: $277,000
Buyer: Thomas J. Wodecki
Seller: Cecile I. Larose
Date: 06/09/14

75 Dobek Ave.
Chicopee, MA 01020
Amount: $220,000
Buyer: Thomas Berta
Seller: David R. Descoteaux
Date: 06/02/14

150 Empire St.
Chicopee, MA 01013
Amount: $189,900
Buyer: Jessica Ojeda
Seller: Luis Builders Inc.
Date: 06/06/14

17 Fay St.
Chicopee, MA 01020
Amount: $178,000
Buyer: Michael J. Brushway
Seller: Eric J. Grenier
Date: 06/13/14

126 Garland St.
Chicopee, MA 01020
Amount: $175,000
Buyer: Jeffrey A. Zawisza
Seller: Thomas J. Wodecki
Date: 06/09/14

163 Hafey St.
Chicopee, MA 01013
Amount: $175,000
Buyer: Juan G. Hernandez
Seller: Regan, Genevieve E., (Estate)
Date: 06/09/14

91 Haven Ave.
Chicopee, MA 01013
Amount: $230,000
Buyer: Ryan J. Watkins
Seller: Laurie A. Pafumi
Date: 06/12/14

130 Lawndale St.
Chicopee, MA 01013
Amount: $125,000
Buyer: Gina M. Montemagni
Seller: Lynn A. Bowler
Date: 06/03/14

114 Manning St.
Chicopee, MA 01020
Amount: $185,000
Buyer: Lisa M. Pise
Seller: Jonathan Scully
Date: 06/06/14

136 Medford St.
Chicopee, MA 01020
Amount: $296,000
Buyer: Jeffrey Godere
Seller: Daniel Garrity
Date: 06/13/14

78 Old Lyman Road
Chicopee, MA 01020
Amount: $270,000
Buyer: Jonathan Scully
Seller: Michael Dean
Date: 06/06/14

39 Raylo St.
Chicopee, MA 01013
Amount: $172,500
Buyer: Janina Lepecki
Seller: Fagerstrom, Mary, (Estate)
Date: 06/13/14

75 Savory Dr.
Chicopee, MA 01020
Amount: $212,000
Buyer: Christopher J. Moreno
Seller: Michael K. Rose
Date: 06/13/14

EAST LONGMEADOW

66 Baymor Dr.
East Longmeadow, MA 01028
Amount: $202,000
Buyer: Jennifer A. Buoniconti
Seller: Satoko Igarashi
Date: 06/03/14

15 Channing Road
East Longmeadow, MA 01108
Amount: $258,000
Buyer: Tayyab Rahil
Seller: Carol A. Boudreau
Date: 06/12/14

116 Colony Dr.
East Longmeadow, MA 01028
Amount: $259,553
Buyer: US Bank
Seller: Toni A. Cimino
Date: 06/02/14

83 Oak Brook Dr.
East Longmeadow, MA 01028
Amount: $250,000
Buyer: Shawn N. McGillveary
Seller: Maryanne Lheureux
Date: 06/06/14

103 Pleasant St.
East Longmeadow, MA 01028
Amount: $164,000
Buyer: Maryanne R. Lheureux
Seller: Scott Q. Potter
Date: 06/06/14

228 Shaker Road
East Longmeadow, MA 01028
Amount: $130,000
Buyer: Timber Development LLC
Seller: Maria T. Lopez
Date: 06/05/14

28 Winterberry Lane
East Longmeadow, MA 01028
Amount: $399,000
Buyer: Daniel J. Balboni
Seller: Winterberry LLC
Date: 06/09/14

GRANVILLE

222 South Lane
Granville, MA 01034
Amount: $239,900
Buyer: Mark W. Scully
Seller: Samantha Alfano TR
Date: 06/09/14

HAMPDEN

232 North Road
Hampden, MA 01036
Amount: $280,000
Buyer: Cornelius R. Flynn
Seller: John D. Flynn
Date: 06/11/14

HOLLAND

54 Mashapaug Road
Holland, MA 01521
Amount: $180,000
Buyer: Chad R. Graves
Seller: Wilbert J. Fetzer
Date: 06/13/14

215 Stafford Road
Holland, MA 01521
Amount: $119,000
Buyer: Gerald Germaine
Seller: FNMA
Date: 06/11/14

HOLYOKE

22 Anderson Ave.
Holyoke, MA 01040
Amount: $174,900
Buyer: Luis Gonzalez-Quinones
Seller: Sarah W. Adelman
Date: 06/06/14

1144 Hampden St.
Holyoke, MA 01040
Amount: $152,500
Buyer: Nestor C. Restrepo
Seller: Viva Development LLC
Date: 06/06/14

11 Labrie Lane
Holyoke, MA 01040
Amount: $315,000
Buyer: John P. Cloutier
Seller: Leo W. Tisdell
Date: 06/13/14

22 Lexington Ave.
Holyoke, MA 01040
Amount: $269,900
Buyer: Diane G. Martel
Seller: Sue C. Root
Date: 06/11/14

172 Sargeant St.
Holyoke, MA 01040
Amount: $150,000
Buyer: Zafar Iqbal
Seller: Imran B. Raheel
Date: 06/12/14

200 Sargeant St.
Holyoke, MA 01040
Amount: $149,900
Buyer: Lindsay A. Greenwood
Date: 06/02/14

44 Vassar Circle
Holyoke, MA 01040
Amount: $194,379
Buyer: Florence Savings Bank
Seller: Adele L. Weiniger
Date: 06/09/14

37 Woodbine Lane
Holyoke, MA 01040
Amount: $165,000
Buyer: Nancy J. Burns
Seller: John G. Mclean
Date: 06/13/14

LONGMEADOW

146 Brooks Road
Longmeadow, MA 01106
Amount: $504,000
Buyer: Cameron W. Donaldson
Seller: Mark Richardson
Date: 06/13/14

212 Burbank Road
Longmeadow, MA 01106
Amount: $246,000
Buyer: Ruth Kurniawati
Seller: Brigid M. Wezowicz
Date: 06/09/14

37 Chatham Road
Longmeadow, MA 01106
Amount: $470,000
Buyer: Mark Drauschke
Seller: William S. Anderson
Date: 06/02/14

195 Eton Road
Longmeadow, MA 01106
Amount: $495,100
Buyer: Kathleen Kerrigan
Seller: Ann Q. Southworth
Date: 06/06/14

141 Homestead Blvd.
Longmeadow, MA 01106
Amount: $200,000
Buyer: Nigrano Properties LLC
Seller: Lionel Gemme
Date: 06/10/14

90 Jonquil Ln
Longmeadow, MA 01106
Amount: $406,000
Buyer: Jagdischandra B. Patel
Seller: Stanton, Alicia M., (Estate)
Date: 06/09/14

37 Lawnwood Ave.
Longmeadow, MA 01106
Amount: $135,000
Buyer: Carole Chatagner
Seller: Craig R. Stevens
Date: 06/11/14

24 Massachusetts Ave.
Longmeadow, MA 01106
Amount: $179,000
Buyer: Melissa Mehlman
Seller: Jean Deresienska
Date: 06/02/14

38 Prynnwood Road
Longmeadow, MA 01106
Amount: $425,000
Buyer: Stephen P. Hefner
Seller: Katherine C. Charbonneau
Date: 06/02/14

28 Sheffield Ave.
Longmeadow, MA 01106
Amount: $196,949
Buyer: Berkshire Land Co. LLC
Seller: Charles Kearse
Date: 06/03/14

33 Wildwood Glen
Longmeadow, MA 01106
Amount: $247,000
Buyer: William P. Ciosek
Seller: Camille M. Forgues RET
Date: 06/10/14

LUDLOW

1400 Center St.
Ludlow, MA 01056
Amount: $180,000
Buyer: RRR Homes LLC
Seller: Luso FCU
Date: 06/06/14

110 Clearwater Circle
Ludlow, MA 01056
Amount: $325,000
Buyer: James M. Roy
Seller: Mark S. Gagnon
Date: 06/06/14

71 Colonial Dr.
Ludlow, MA 01056
Amount: $270,000
Buyer: Joseph W. Wilson
Seller: Richard C. Royce
Date: 06/13/14

35 Edison Dr.
Ludlow, MA 01056
Amount: $170,500
Buyer: Manuel Coelho
Seller: Ida M. Methot
Date: 06/11/14

235 Kendall St.
Ludlow, MA 01056
Amount: $357,000
Buyer: David N. Vermette
Seller: Thomas P. Cote
Date: 06/12/14

218 Lyon St.
Ludlow, MA 01056
Amount: $249,900
Buyer: Rebecca M. Wolanczyk
Seller: Maryann Nowak
Date: 06/11/14

Miller St.
Ludlow, MA 01056
Amount: $1,990,000
Buyer: Ampersand Collins Hydro
Seller: I Maxmat Corp.
Date: 06/06/14

620 Miller St.
Ludlow, MA 01056
Amount: $850,000
Buyer: Raymond A. Recor
Seller: Thomas M. Ahearn
Date: 06/13/14

117 Overlook Dr.
Ludlow, MA 01056
Amount: $245,000
Buyer: Michael E. Kane
Seller: Sandra Kane
Date: 06/12/14

50 Ridgeview Circle
Amount: $135,000
Buyer: Marcio A. Duarte
Seller: George Zina
Date: 06/03/14

69 West Akard St.
Ludlow, MA 01056
Amount: $235,000
Buyer: Andrew Rose
Seller: Joseph E. Clark
Date: 06/11/14

MONSON

156 Moulton Hill Road
Amount: $234,900
Buyer: Saul Lara
Seller: Garrett W. Sopko
Date: 06/12/14

180 Palmer Road
Monson, MA 01057
Amount: $121,000
Buyer: Marion E. O’Brien
Seller: Irene A. Guilmette
Date: 06/05/14
MONTGOMERY

286 Main Road
Montgomery, MA 01085
Amount: $260,000
Buyer: Daniel J. Pais
Seller: David Vickers
Date: 06/13/14

PALMER

6 Deborah St.
Palmer, MA 01069
Amount: $167,827
Buyer: Bank New York
Seller: Mark A. Pascale
Date: 06/05/14

4474 High St.
Palmer, MA 01069
Amount: $174,000
Buyer: Kyle S. Tourville
Seller: Maryann F. Bacyk
Date: 06/13/14

20 Memory Lane
Palmer, MA 01069
Amount: $210,000
Buyer: Julie A. Gromosky
Seller: Elizabeth O’Neill-Sheehan
Date: 06/12/14

1686-1688 North Main St.
Palmer, MA 01069
Amount: $163,900
Buyer: Gregory A. Bossie
Seller: Timothy R. Walder
Date: 06/13/14

1029-1033 Park St.
Palmer, MA 01069
Amount: $220,000
Buyer: Penny Enterprises LLC
Seller: Richard Hamilton
Date: 06/06/14

10 Ruggles Court
Palmer, MA 01080
Amount: $133,000
Buyer: Erin Crawford
Seller: Kyle S. Tourville
Date: 06/12/14

1152 South Main St.
Palmer, MA 01069
Amount: $168,000
Buyer: Oleg Loginov
Seller: Sarmento J. Paixao
Date: 06/11/14

SOUTHWICK

119 Feeding Hills Road
Southwick, MA 01077
Amount: $189,000
Buyer: Jeremy M. Martin
Seller: Brian J. Morrissey
Date: 06/13/14

91 Foster Road
Southwick, MA 01077
Amount: $280,000
Buyer: David T. Plakias
Seller: Western Mass Rendering Co.
Date: 06/05/14

7 Pine Knoll
Southwick, MA 01077
Amount: $319,000
Buyer: Scott J. Citro
Seller: Joseph Commisso
Date: 06/06/14

69 Will Palmer Road
Southwick, MA 01077
Amount: $370,000
Buyer: WWD LLC
Seller: Berry Holdings LLC
Date: 06/03/14

73 Will Palmer Road
Southwick, MA 01077
Amount: $370,000
Buyer: WWD LLC
Seller: Berry Holdings LLC
Date: 06/03/14

SPRINGFIELD

365 Abbott St.
Springfield, MA 01118
Amount: $204,000
Buyer: Vannessa M. Gwin
Seller: PCI Construction Inc.
Date: 06/12/14

21-23 Beaudry St.
Springfield, MA 01151
Amount: $126,000
Buyer: Nancy Pereira
Seller: Natalia D. Quiterio
Date: 06/05/14

39 Briarwood Ave.
Springfield, MA 01118
Amount: $157,075
Buyer: Tuyet T. Nguyen
Seller: Peck, Charles E., (Estate)
Date: 06/13/14

44 Burns Ave.
Springfield, MA 01119
Amount: $139,900
Buyer: Glenda Lopez
Seller: MHFA
Date: 06/05/14

237 Carver St.
Springfield, MA 01108
Amount: $145,000
Buyer: Maria E. Morales
Seller: Zampiceni, John J., (Estate)
Date: 06/02/14

114-116 Commonwealth Ave.
Springfield, MA 01108
Amount: $117,565
Buyer: Midfirst Bank
Seller: Tuequang Ho
Date: 06/04/14

453 Cooley St.
Springfield, MA 01128
Amount: $1,850,079
Buyer: Hess Realty LLC
Seller: Amerada Hess Business Facilities TR
Date: 06/12/14

377 Cottage St.
Springfield, MA 01104
Amount: $300,000
Buyer: GEG Realty LLC
Seller: Francis Properties LLC
Date: 06/11/14

39 Hartwick St.
Springfield, MA 01108
Amount: $193,000
Buyer: Autumn Ricci
Seller: Thomas S. Banes
Date: 06/04/14

35 Jonquil Dr.
Springfield, MA 01119
Amount: $143,000
Buyer: Champion Mortgage Co.
Seller: Phyllis L. Larson
Date: 06/13/14

233-235 Kent Road
Springfield, MA 01129
Amount: $156,750
Buyer: Jo A. Cadieux
Seller: Michael D. Jurkowski
Date: 06/13/14

198-200 Leyfred Terrace
Springfield, MA 01108
Amount: $174,079
Buyer: FNMA
Seller: Mohammad S. Minhas
Date: 06/12/14

109 Loretta St.
Springfield, MA 01118
Amount: $125,000
Buyer: Joseph Carvalho
Seller: Walter M. Tassinari
Date: 06/05/14

6 Loretta St.
Springfield, MA 01118
Amount: $125,000
Buyer: Yesenia J. Jusino
Seller: Thomas R. Berta
Date: 06/05/14

39 Mapledell St.
Springfield, MA 01109
Amount: $135,489
Buyer: FNMA
Seller: Rosalda Martinez
Date: 06/04/14

2071 Page Blvd.
Springfield, MA 01151
Amount: $400,000
Buyer: International Christ Center
Seller: Charles E. Talbot Building
Date: 06/06/14

32-34 Parallel St.
Springfield, MA 01104
Amount: $139,000
Buyer: Wells Fargo Bank
Seller: Roberto J. Bou
Date: 06/05/14

80 Rockland St.
Springfield, MA 01118
Amount: $120,000
Buyer: Sabra P. Jacobs
Seller: Bradford H. Paskewitz
Date: 06/02/14

365 Roosevelt Ave.
Springfield, MA 01118
Amount: $135,000
Buyer: US Bank
Seller: Lorraine Flascher
Date: 06/06/14

230 Russell St.
Springfield, MA 01104
Amount: $222,000
Buyer: Steven Exware
Seller: Sodi Inc.
Date: 06/10/14

1476 South Branch Pkwy.
Springfield, MA 01129
Amount: $175,000
Buyer: Agostino D. Lopes
Seller: Joyce E. Lavoie
Date: 06/05/14

95 Saffron Circle
Springfield, MA 01129
Amount: $158,545
Buyer: Deutsche Bank
Seller: Melissa Lamb
Date: 06/04/14

25 Spear Road
Springfield, MA 01119
Amount: $143,000
Buyer: Terry L. Riley
Seller: Ann M. Commiskey
Date: 06/06/14

151 Springfield St.
Springfield, MA 01107
Amount: $195,000
Buyer: Michele A. Vanhal
Seller: Craig J. Kumiega
Date: 06/04/14

37-39 Tulsa St.
Springfield, MA 01118
Amount: $175,000
Buyer: Michelle M. Macklin
Seller: Aaron D. Hyte
Date: 06/13/14

WESTFIELD

12 Dug Road
Westfield, MA 01085
Amount: $178,000
Buyer: Jill-Anne H. Robinson
Seller: William J. West
Date: 06/06/14

12 Congress St.
Westfield, MA 01085
Amount: $174,000
Buyer: Kristin J. Martin
Seller: Nicholas B. Tooker
Date: 06/13/14

55 Kittredge Dr.
Westfield, MA 01085
Amount: $215,000
Buyer: Jason W. Stark
Seller: Margaret J. Stark
Date: 06/13/14

2 Long Pond Road
Westfield, MA 01085
Amount: $165,000
Buyer: Denise Mrowka
Seller: Daniel Goodin
Date: 06/02/14

167 Loomis Rdg
Westfield, MA 01085
Amount: $385,000
Buyer: Brian J. Cusack
Seller: Gerard E. Proulx
Date: 06/12/14

N/A
Westfield, MA 01085
Amount: $184,000
Buyer: Michael L. Perrier
Seller: Drew J. Smith
Date: 06/06/14

N/A
Westfield, MA 01085
Amount: $214,000
Buyer: Noreen E. Jachym
Seller: David A. Wagner
Date: 06/10/14

51 Pineridge Dr.
Westfield, MA 01085
Amount: $339,900
Buyer: Ian P. Noonan
Seller: Douglas A. Reed
Date: 06/12/14

14 Southgate Ave.
Westfield, MA 01085
Amount: $140,000
Buyer: Home Run Properties LLC
Seller: Gabrielle Collins
Date: 06/13/14

24 Toledo Ave.
Westfield, MA 01085
Amount: $266,000
Buyer: Peter E. Theroux
Seller: Jonathan C. Yvon
Date: 06/09/14

10 Violet Circle
Westfield, MA 01085
Amount: $372,000
Buyer: Bryan T. Mcewan
Seller: RLP LLC
Date: 06/09/14

WILBRAHAM

22 Brooklawn Road
Wilbraham, MA 01095
Amount: $219,000
Buyer: Kelly M. Lemek
Seller: Lorraine S. Sartori
Date: 06/11/14

71 Cherry Dr.
Wilbraham, MA 01095
Amount: $309,900
Buyer: Sean J. Lundy
Seller: 2301 Boston Road LLC
Date: 06/02/14

37 Cypress Lane
Wilbraham, MA 01095
Amount: $405,455
Buyer: Derrick L. Tallman
Seller: Mile Oak Land Holdings
Date: 06/11/14

965 Main St.
Wilbraham, MA 01095
Amount: $334,900
Buyer: Peter L. Fitzgerald
Seller: Derrick L. Tallman
Date: 06/13/14

563 Monson Road
Wilbraham, MA 01095
Amount: $354,000
Buyer: Melinda J. Nadeau
Seller: Mark Pariseau
Date: 06/09/14

196 Springfield St.
Wilbraham, MA 01095
Amount: $278,055
Buyer: Michael A. Hatch
Seller: Kelly B. Moran
Date: 06/03/14

9 Tinkham Glen
Wilbraham, MA 01095
Amount: $269,900
Buyer: Kenneth J. Knowles
Seller: Cynthia A. Russell
Date: 06/10/14

18 Wandering Meadows
Wilbraham, MA 01095
Amount: $445,000
Buyer: Kara A. Arcidiacono
Seller: Hampden Bank
Date: 06/06/14

WEST SPRINGFIELD

77 Albert St.
West Springfield, MA 01089
Amount: $197,249
Buyer: FNMA
Seller: Timothy Hart
Date: 06/13/14

18 Chestnut St.
West Springfield, MA 01089
Amount: $171,500
Buyer: Tariq Rahmat
Seller: Marino Realty Corp.
Date: 06/13/14

115 Garden St.
West Springfield, MA 01089
Amount: $154,000
Buyer: Jacqueline C. Laprise
Seller: Tracey L. Holden
Date: 06/06/14

15 Highland Park Dr.
West Springfield, MA 01089
Amount: $178,000
Buyer: Mark G. Christodlous
Seller: Alice J. Zuvers
Date: 06/12/14

67 Maple Terrace
West Springfield, MA 01089
Amount: $176,000
Buyer: Kenneth Hutchinson
Seller: Scott J. Citro
Date: 06/06/14

58 Morgan Road
West Springfield, MA 01089
Amount: $175,000
Buyer: Javed Naqvi
Seller: Dorothy G. Marquis
Date: 06/12/14

931 Morgan Road
West Springfield, MA 01089
Amount: $355,000
Buyer: Richard J. Champigny
Seller: David J. Piacentini
Date: 06/13/14

17 Morningside Terrace
West Springfield, MA 01089
Amount: $175,000
Buyer: Diane T. Fortin
Seller: Vitaly Dzhenzherukha
Date: 06/13/14

81 Paucatuck Road
West Springfield, MA 01089
Amount: $280,000
Buyer: Kevin M. Cote
Seller: David J. Redman
Date: 06/05/14

521 Piper Road
West Springfield, MA 01089
Amount: $212,500
Buyer: John Giavis
Seller: Daniel A. O’Sullivan
Date: 06/13/14

50 Van Horn St.
West Springfield, MA 01089
Amount: $187,000
Buyer: Timothy W. Riley
Seller: Joseph L. Hart
Date: 06/04/14

50 Worcester St.
West Springfield, MA 01089
Amount: $145,500
Buyer: Dmitriy Shapkin
Seller: Diane T. Fortin
Date: 06/13/14

HAMPSHIRE COUNTY

AMHERST

49 Berkshire Terrace
Amherst, MA 01002
Amount: $390,000
Buyer: Ashley W. Lawrie
Seller: Brett A. Marquard
Date: 06/02/14

20 Clifton Ave.
Amherst, MA 01002
Amount: $302,000
Buyer: Mustin Williamsberg NT
Seller: Timothy I. Watt
Date: 06/10/14

75 Country Corners Road
Amherst, MA 01002
Amount: $549,900
Buyer: Luke Zbylut
Seller: Stephen J. Sweet
Date: 06/02/14

66 Curtis Place
Amherst, MA 01002
Amount: $206,000
Buyer: Ryan Bearer
Seller: Kimberly A. Chapin
Date: 06/11/14

130 Leverett Road
Amherst, MA 01002
Amount: $132,500
Buyer: Hong C. Chow
Seller: Bernard F. Mikelis LT
Date: 06/03/14

212 North East St.
Amherst, MA 01002
Amount: $319,700
Buyer: Brenda L. Flanigan
Seller: Patnaude FT
Date: 06/12/14

50 Overlook Dr.
Amherst, MA 01002
Amount: $339,435
Buyer: Cynthia W. Kuusisto
Seller: Comerchero FT
Date: 06/02/14

648 Station Road
Amherst, MA 01002
Amount: $485,000
Buyer: Peter F. Mackey
Seller: Peter G. Crouse
Date: 06/05/14

80 West St.
Amherst, MA 01002
Amount: $160,000
Buyer: North Pleasant St. Partners
Seller: Lillian A. Gnatek
Date: 06/10/14

BELCHERTOWN

15 Blacksmith Road
Belchertown, MA 01007
Amount: $155,000
Buyer: Keith Laflamme
Seller: Edward R. Mitnick
Date: 06/13/14

300 Cold Spring Road
Belchertown, MA 01007
Amount: $325,000
Buyer: Shawn W. O’Rourke
Seller: David H. Kusnierz
Date: 06/05/14

9 Cottage St.
Belchertown, MA 01007
Amount: $190,000
Buyer: Leon Milici
Seller: Donna S. Havens
Date: 06/02/14

31 Cottage St.
Belchertown, MA 01007
Amount: $229,000
Buyer: William J. Erikson
Seller: Christopher J. Hardiman
Date: 06/09/14

51 Howard St.
Belchertown, MA 01007
Amount: $190,000
Buyer: David E. Turgeon
Seller: Shawn W. O’Rourke
Date: 06/05/14

66 Meadow Pond Road
Belchertown, MA 01007
Amount: $352,000
Buyer: Peter M. Cardos
Seller: Lafleur & Sons Inc.
Date: 06/12/14

17 Moss Lane
Belchertown, MA 01007
Amount: $240,885
Buyer: Christian Hansen
Seller: FNMA
Date: 06/11/14

31 Old Sawmill Road
Belchertown, MA 01007
Amount: $320,000
Buyer: John A. Benoit
Seller: Robert Morin
Date: 06/13/14

161 Warner St.
Belchertown, MA 01007
Amount: $312,000
Buyer: Jeffrey D. Gagner
Seller: Richard L. Mallory
Date: 06/02/14

EASTHAMPTON

34 Broad St.
Easthampton, MA 01027
Amount: $205,000
Buyer: Alanna L. Donnelly
Seller: Emily A. Pritchard
Date: 06/09/14

16 High St.
Easthampton, MA 01027
Amount: $249,000
Buyer: Nicholas D. Duprey
Seller: Sarah L. Overstreet
Date: 06/04/14

92 Line St.
Easthampton, MA 01027
Amount: $210,000
Buyer: Brooke A. Silva
Seller: Ashtons Acquisitions LLC
Date: 06/06/14

166 Line St.
Easthampton, MA 01027
Amount: $195,000
Buyer: Ashley V. Donovan
Seller: Revampit LLC
Date: 06/11/14

4 Sheldon Ave.
Easthampton, MA 01027
Amount: $227,500
Buyer: Donna M. Mason
Seller: Edward A. Perreault
Date: 06/13/14

33 Stone Path Lane
Easthampton, MA 01027
Amount: $350,000
Buyer: Cynthia P. Frye
Seller: Barbara E. Lis
Date: 06/12/14

15 Taft Ave.
Easthampton, MA 01027
Amount: $236,000
Buyer: Andrzej S. Ciborowski
Seller: Patricia A. Vachon
Date: 06/06/14

GRANBY

75 Cold Hill
Granby, MA 01033
Amount: $320,000
Buyer: Sarah W. Adelman
Seller: Robert L. Ward
Date: 06/06/14

474 East State St.
Granby, MA 01033
Amount: $225,000
Seller: Anthoney C. Whalen
Date: 06/09/14

1 Pleasant St.
Granby, MA 01033
Amount: $125,000
Buyer: Property Group Inc.
Seller: Richard L. Jarvis
Date: 06/05/14

HADLEY

21 Shattuck Road
Hadley, MA 01035
Amount: $390,000
Buyer: Daniel P. Gray
Seller: Massoud Rahmati
Date: 06/02/14

HATFIELD

239 Straits Road
Hatfield, MA 01038
Amount: $212,500
Buyer: Nathan J. Carpenter
Seller: Anne C. Madocks
Date: 06/09/14

MIDDLEFIELD

25 Reservoir Road
Middlefield, MA 01243
Amount: $153,000
Buyer: Jonathan E. Ziskowski
Seller: FHLM
Date: 06/06/14

NORTHAMPTON

8 4th Ave.
Northampton, MA 01060
Amount: $397,500
Buyer: Alisa Ainbinder
Seller: Richard D. Lloyd

71 Cherry St.
Northampton, MA 01060
Amount: $292,000
Buyer: Richard D. Lloyd
Seller: Tara K. Emery
Date: 06/05/14

113 Fern St.
Northampton, MA 01062
Amount: $169,000
Buyer: Cynthia J. Stahler
Seller: Steohen A. Korowski
Date: 06/13/14

49 Grant Ave.
Northampton, MA 01060
Amount: $305,000
Buyer: Erik K. Olsen
Seller: David J. Anusiewicz
Date: 06/04/14

85 North Maple St.
Northampton, MA 01062
Amount: $284,000
Buyer: Emily Pritchard
Seller: Freferick G. Olander
Date: 06/09/14

27 Olive St.
Northampton, MA 01060
Amount: $375,000
Buyer: William Sporer
Seller: Thomas H. Friedman
Date: 06/02/14

199 Pine St.
Northampton, MA 01062
Amount: $750,000
Buyer: Cabot Realty LLC
Seller: Sugar Hill Holdings LLC
Date: 06/04/14

492 Pleasant St.
Northampton, MA 01060
Amount: $1,550,000
Buyer: ES 480 Pleasant St LLC
Seller: Quickbeam RT
Date: 06/03/14

56 Summer St.
Northampton, MA 01060
Amount: $399,900
Buyer: Kristin K. Prentice
Seller: Donna M. Yerkes
Date: 06/05/14

PELHAM

378 Daniel Shays Hwy.
Pelham, MA 01002
Amount: $198,000
Buyer: Isa Wang
Seller: Linda M. Goodman
Date: 06/04/14

97 Packardville Road
Pelham, MA 01002
Amount: $280,000
Buyer: Delbert M. Davis RET
Seller: Charlene Davanzo
Date: 06/04/14

SOUTH HADLEY

98 Bardwell St.
South Hadley, MA 01075
Amount: $215,000
Buyer: Jacqueline Finnegan
Seller: Daniel M. Sherry
Date: 06/09/14

294 Morgan St.
South Hadley, MA 01075
Buyer: Property Group Inc.
Seller: Richard L. Jarvis
Date: 06/05/14

50 Silver St.
South Hadley, MA 01075
Amount: $226,900
Buyer: Daniel S. Egan
Seller: Cray FT
Date: 06/13/14

8 Silverwood Terrace
South Hadley, MA 01075
Amount: $325,000
Buyer: Joel A. Prough
Seller: Marion, Raymond A., (Estate)
Date: 06/11/14

SOUTHAMPTON

254 College Hwy.
Southampton, MA 01073
Amount: $170,000
Buyer: Kyle K. Lavalley
Seller: Nancy E. Johnson
Date: 06/05/14

11 East St.
Southampton, MA 01073
Amount: $302,500
Buyer: Mark Nimkoff
Seller: Duncan W. Crane
Date: 06/09/14

67 Moose Brook Road
Southampton, MA 01073
Amount: $247,000
Buyer: Daniel M. Sherry
Seller: Joanne H. Alderman
Date: 06/09/14

74 Pleasant St.
Southampton, MA 01073
Amount: $150,000
Buyer: James F. Boyle
Seller: Nicholas M. Simonich
Date: 06/13/14

Strong Road #A
Southampton, MA 01073
Amount: $345,000
Buyer: Thomas M. Bacis
Seller: Triple 7 LLC
Date: 06/04/14

Strong Road #B
Southampton, MA 01073
Amount: $345,000
Buyer: Thomas M. Bacis
Seller: Triple 7 LLC
Date: 06/04/14

Strong Road #C
Southampton, MA 01073
Amount: $345,000
Buyer: Thomas M. Bacis
Seller: Triple 7 LLC
Date: 06/04/14

WARE

73 Anderson Road
Ware, MA 01082
Amount: $180,000
Buyer: Laura J. Miner
Seller: Gloria R. Gelinas
Date: 06/13/14

301 Beaver Lake Road
Ware, MA 01082
Amount: $245,000
Buyer: John E. Motyka
Seller: Catherine M. Beaupre
Date: 06/11/14

18 Grove St.
Ware, MA 01082
Amount: $164,000
Buyer: Deutsche Bank
Seller: Michael King
Date: 06/09/14

67 Old Poor Farm Road
Ware, MA 01082
Amount: $179,900
Buyer: Kate E. Masse
Seller: William Dickey
Date: 06/13/14

18 West St.
Ware, MA 01082
Amount: $120,616
Buyer: Hess Realty LLC
Seller: Specon 5 LLC
Date: 06/12/14

WESTHAMPTON

61 Chesterfield Road
Westhampton, MA 01027
Amount: $350,000
Buyer: Matthew F. Montague
Seller: Peter & Mary Montague LT
Date: 06/06/14

Spruce Hill Road
Westhampton, MA 01027
Amount: $248,423
Buyer: Berry Brook Forest LLC
Seller: Hull Forestlands LP
Date: 06/10/14

48 Tipping Rock Road
Westhampton, MA 01027
Amount: $230,000
Buyer: Matthew J. Hathaway
Seller: MT Tom Properties LLC
Date: 06/02/14

WILLIAMSBURG

164 Main St.
Williamsburg, MA 01096
Amount: $241,000
Buyer: Richard A. Krzanowski
Seller: Leigh A. Smith
Date: 06/06/14

Building Permits

Building Permits Departments

The following building permits were issued during the month of June 2014.

AMHERST

W.S. Pickering and Son
831 Main St.
$3,000 — Replace siding

CHICOPEE

City of Chicopee
687 Front St.
$11,000 — Strip and re-roof

The Wendy’s Company
786 Memorial Dr.
$845,000 — Construct 3,464-square-foot Wendy’s Restaurant

LUDLOW

American Tower Corporation
185 Ravenwood Dr.
$22,000 — Install cell tower antennas

Moody Street Realty and Trust
100 Moody St.
$38,000 — Install new roof system

SOUTH HADLEY

C. Davis Associates
73 Alvord St.
$15,000 — Install new antennas

SPRINGFIELD

Baystate Health
1300 Main St.
$828,000 — Interior renovation of existing space

Caring Health Center
1051 Main St.
$45,000 — Complete fit-up for pharmacy

Karaaslan Realty, LLC
159 Dickinson St.
$30,000 — Renovations to change from bar to pizza place

Mass Mutual
1295 State St.
$5,100,000 — Interior renovations

State Street Retail, LLC
656 State St.
$54,000 — 2,400-square-foot addition for tenant space

WESTFIELD

L&R Market Inc.
35 North Elm St.
$111,000 — New walk-in cooler

WEST SPRINGFIELD

Bella Napoli
185 Elm St.
$145,000 — Renovate 3,906 square feet to create a new restaurant

Fred Aaron
1458 Riverdale St.
$180,000 — New roof on commercial building

Springfield Inn
1573 Riverdale St.
$5,000 — Renovate manager living space

Meeting Expectations

Meetings & Conventions Sections

Hotel Northampton Blends Location, History, and Amenities

Mansour Ghalibaf says the key to his success at the Hotel Northampton is listening to guests and always striving to meet their needs.

The recipe for success at the Hotel Northampton, which hosts about 1,000 meetings and conventions every year, contains ingredients that are difficult to replicate.
First, there is the old-fashioned historic charm of the hotel itself, which was built in 1927 with great attention to detail and an elegant ballroom designed for formal affairs. Next is the advanced technology available to meeting planners, including state-of-the-art sound systems and audio-visual equipment.
Then there’s a third fundamental — the hotel’s location.
It is set in the heart of Northampton’s thriving downtown, which allows people who attend business retreats, meetings, and conferences to season their stay with visits to eclectic shops, restaurants, museums, and art and entertainment venues.
But perhaps the most critical ingredient is owner Mansour Ghalibaf’s belief about the importance of catering to clients and surpassing their expectations.
“Everything we do is for our guests,” said Ghalibaf, who has 33 years of experience in the hotel business, began working at Hotel Northampton in 1990, and purchased it in 2006. “We listen to our customers, and whatever they want … they get.”
That extends to unusual ethnic foods. “We have had people who are planning weddings ask for foods that are not on our menu. Our chef has gotten recipes from them, and we have prepared the food under their guidance and had them taste it to be sure we got it right,” he told BusinessWest.
He added that many people who come to the hotel to stage a social event such as a retirement party need help with the planning process. “We know it’s something people don’t do often, and we want their event to be successful, so our staff members act as consultants and advise them on what they need to do,” he said. “We want them to be happy.”
In fact, Hotel Northampton’s service and amenities have caused it to be featured in more than one edition of Yankee magazine, and the hotel and Ghalibaf have also won a number of awards.
But he doesn’t seek that type of publicity. He prefers to go about his business quietly, showing due respect to guests and conference planners whose events range from meetings that take half of a day to itineraries that last up to a week.
“Every group needs a different type of setup, and we have a lot of repeat business from groups who come here and appreciate the high quality of our food as well as the service,” he said. “We conduct a follow-up survey which is sent to all of the managers who attend a conference, then review the results. It’s important to listen to your customers, and it’s something we have done for a long time.”

Staying Power
The hotel has 6,000 square feet of meeting space for event planners to choose from, with offerings that range from the formal to the informal. There are also 196 rooms for overnight stays, which include a cottage with two suites and two large rooms.
The hotel’s insider boardroom, which Ghalibaf describes as “elegant,” is often used for meetings of 18 people or fewer, while the executive boardroom can hold up to 20.
The T.K. Room is larger and can accommodate up to 45 meeting participants, while the Northampton Room holds 50 to 55. “It has windows on three sides and is a very bright room,” he said.
The Hampshire Room holds up 80 people, but large groups often prefer to stage meetings in the ballroom, where tables and audio-visual equipment are set up according to need.
“The hotel has a lot of the technological equipment that groups need, and we also work with a local company, so we are able to provide everything from lighting to a closed-circuit camera,” Ghalibaf noted. In addition, wireless and wired Internet access is available throughout the hotel.
Meeting planners also have their choice of two award-winning restaurants on the premises — the historic Wiggins Tavern and Coolidge Park Café, which offers seasonal outdoor dining.
But there is a wide variety of other eateries within walking distance, and the hotel’s location definitely adds to its appeal.
“Northampton is a vibrant city with theaters, restaurants, and shops with welcoming merchants, which helps to make our hotel exclusive and very unique,” said Ghalibaf, adding that many firms that host retreats for their managerial staff look for a place where they can enjoy local comedy, restaurants, and other attractions, and Hotel Northampton gives them that option. “We’ve had groups that also schedule activities such as whitewater rafting or golf; the atmosphere and number of things to do here allows participants to enjoy each other’s company and build camaraderie.”
The food is also a source of pride, and Ghalibaf said the hotel has received an untold number of letters from guests who rave about the cuisine. “Most of our ingredients are fresh. We don’t try to save money on food.”
The menu is enhanced by the fact that he is serving his second term as chair of the Mass. Restaurant Assoc., which gives him access to a variety of chefs. “The hospitality community is close-knit, and everyone helps each other,” said Ghalibaf, adding that restaurants in Northampton have borrowed food from other nearby eateries if they run out of an item. “These things all make a difference, and our guests reap the benefits.”

On Location
The Hotel Northampton was built in 1927, thanks to funding by the chamber of commerce and local businesses that felt the city needed an upscale place for guests to stay.
Three years later, entrepreneur Lewis Wiggins moved the Wiggins Restaurant from Hopkinton, N.H. to Northampton, where it was attached to the hotel’s lower level. The tavern had been built in 1786 by his grandfather, Benjamin Wiggins, and the move was tricky.
In order to accomplish it, the building had to be disassembled, then carefully reconstructed, using the carved paneling, hand-hewn beams, and stone and brick hearths brought to the site from New Hampshire.
When the restoration was complete, Lewis, who was a renowned antique collector, filled the tavern with antiques from the original building as well as others purchased throughout New England.
He continued to add to the collection, and by 1937, two staff members were assigned to mingle with guests and discuss the hotel and its antiques. Many of these pieces still grace the hallways, restaurants, and lobby of the hotel, which went through a number of owners over the years.
Ghalibaf was hired in 1990 to handle the hotel’s operations and budget, and in 2006, he purchased it with partner and hotelier Tony Murquett from the United Kingdom. Since that time, Ghalibaf has worked to improve the property and provide noteworthy service in the historic setting, which appeals to wedding planners as well as conference planners.
In fact, the hotel hosts about 75 weddings each year, and many are held in the ballroom. “Discriminating couples appreciate its atmosphere. There is nothing like it in Massachusetts — it’s very elegant and was designed for balls,” said Ghalibaf, as he talked about the room’s arched windows and historic charm.

The Hotel Northampton hosts about 75 weddings per year, many of them in its sumptuous ballroom.

However, he allows only one wedding a day to take place on the property. “We give the space exclusively to the bride and groom. It’s their day,” he explained, adding that the hotel works with local businesses that provide wedding cakes, photography, and horse-and-buggy rides.
Event planners also find the space attractive, and in some instances, classroom-style tables are set up for a morning or afternoon meeting. When it ends, participants are given a break, while employees, including members of the management staff, rush to replace the long tables with round ones so lunch or dinner can be enjoyed beneath the enormous crystal chandelier in the room’s unusual setting. However, some groups choose to eat in Wiggins Tavern, while others dine downtown.
“The ability to enjoy downtown Northampton also makes our hotel exclusive and very unique,” said Ghalibaf. “But the bottom line is that, if people have a good experience, they will come back.”
This pattern extends to Hollywood actors and actresses. Indeed, Ghalibaf noted an instance where word of mouth, which has increased the hotel’s business exponentially, made a difference.
It occurred when actor Michael Caine was staying at Hotel Northampton during the filming of the movie The Cider House Rules — several scenes were shot on the grounds of the former Northampton State Hospital.
“He was in our cottage for two weeks and no one knew it,” said Ghalibaf. “The staff kept it quiet, and we did a lot of work behind the scenes because we wanted to respect his time and privacy. As a result, he was able to put on a hat and sit in the café without anyone bothering him.”
When Caine returned to Hollywood, he told his peers about the experience, and later, actor Mel Gibson stayed at the hotel during the filming of Edge of Darkness.
Tom Cruise and Nicole Kidman also stayed there during the first days of the filming of Malice. In addition, the Dalai Lama was a guest at the hotel in 2007 when he came to the city to speak at Smith College. Ghalibaf said his hotel stay required unusual security measures, but everything possible was done to secure his privacy. “We try our best to provide comfort and relaxation and fill every need.”

Landmark Decision
Other factors play into the success of the hotel, which is listed in the National Trust for Historic Preservation’s Historic Hotels of America. They include the fact that General Manager Essie Motameni has more than 40 years of experience in the hotel business, as well as frequent upgrades to the property, such as new locks installed last month that work when a guest holds an electronically programmed card in front of the door of their room.
“We take care of our guests and all of their needs and provide 21st-century technology and convenience with the charm of yesteryear,” said Ghalibaf, recounting ingredients in the recipe that is responsible for the Hotel Northampton’s award-winning success.

BFMC Offers Writing and Yoga Retreat for Those Touched by Cancer

GREENFIELD — Baystate Franklin Medical Center’s Oncology Department will offer a free one-day workshop, “Spirit of the Written Word with Gentle Yoga,” for individuals living with a cancer diagnosis.

The workshop will take place on Saturday, Aug. 2 from 10:30 a.m. to 4:30 p.m., at the Shelburne Falls Yoga Studio and Gathering Room, 1 Deerfield Ave., Shelburne Falls. Funding has been provided by BFMC’s Wheeling for Healing bike event.

The workshop is open to anyone with any kind of cancer, at any stage of the cancer journey. If space permits, participants may also bring a loved one (check with facilitator for space availability). No writing or yoga experience is required, and all sharing is voluntary and confidential. Yoga mats and props will be provided. Participants should bring a bag lunch.

Facilitating the workshop is Pam Roberts, a writer, artist, yoga teacher, and breast-cancer survivor. She has been leading writing, art, and yoga workshops and classes in New England for more than 10 years. Roberts is a certified teacher of Kripalu yoga and ‘yoga of the heart’ therapy for cancer and cardiac patients. When she was diagnosed with breast cancer 20 years ago, Roberts found writing to be an important part of her healing process. She believes deeply in the transformative and healing power of writing within a safe and supportive workshop environment, and honors the ability of gentle yoga to help calm the body and still the mind.

The workshop is limited to 12 participants; registration is required. To register or for more information, contact Roberts at (413) 625-2402 or [email protected]. Information is also available in the Oncology Department at Baystate Franklin Medical Center.

The Wheeling for Healing bike event, benefiting BFMC’s oncology patients and services, will take place on Sunday, Aug. 24, starting and ending at the White Eagle Polish Picnic Grounds, Plain Road, Greenfield. For more information on the bike event, visit baystatehealth.org/wheelingforhealing, or contact the Baystate Health Foundation at (413) 794-4288.

Cardiology Department at Noble Hospital Welcomes Dr. Shantilal Kenia

WESTFIELD — Noble Hospital continues to grow its Cardiology Department with the addition of Dr. Shantilal Kenia, who will join Dr. Medhi Pajouh, chief of Cardiology at Noble.

Kenia received his medical degree from Bombay University, Seth G.S. Medical College in India; and completed an internship at King Edward Memorial Hospital, residencies at Beth Israel Medical Center in New York and Muhlenberg Hospital in New Jersey, and a fellowship in cardiovascular diseases at Baystate Medical Center and Tufts University. He is board-certified in internal medicine and cardiovascular diseases.

In addition to joining the Cardiology staff at Noble, Kenia will continue to see patients at the Cardiovascular Associates of Western Massachusetts office located at 65 Springfield Road in Westfield.

Chamber Corners: Upcoming Events

Chamber Corners Departments

AMHERST AREA CHAMBER OF COMMERCE
www.amherstarea.com
(413) 253-0700

• July 21: Amherst Area Chamber of Commerce 11th Annual Golf Tournament, 10:30 a.m. to 7 p.m., at Hickory Ridge Golf Course, Pomeroy Lane, Amherst. Registration and lunch are from 10:30 a.m. to noon, with a shotgun start at noon, and reception and dinner starting at 5 p.m. Cost: $125 per player. Presented by Hampshire Hospitality Group. Co-scholarship sponsor: Cooley Dickinson Health Care. Silver sponsors: Encharter Insurance, J.F. Conlon & Associates, MBA. Lunch sponsor: Davis Financial Group, LLC. Dinner sponsor: Fallon Community Health Plan. Bronze sponsors: Daily Hampshire Gazette, NEPM, Steve Lewis Subaru. Carts sponsor: Taylor Rental. Water sponsor: Atkins Farms Country Market. Towels: Hampshire College.

CHICOPEE CHAMBER OF COMMERCE
www.chicopeechamber.org
(413) 594-2101

• July 16: Summer Sizzle, 4:30-7 p.m., hosted by the Chicopee Moose Family Center, 244 Fuller Road in Chicopee. This year’s theme is Old Vegas. Enjoy a great menu by Log Rolling, featuring Golden Nugget chicken, Caesar’s Palace salad, roulette burgers, Sinatra franks, Sahara sweet potato fries, Flamingo french fries, Stardust sides (cheese, peppers, and onions), Desert Inn desserts, iced tea, and lemonade. After you enjoy dinner, stop by one of the many casino games and see if you can win big, or play a few of the popular summer games such as the water balloon toss. Tickets cost $25.

• Aug. 21: Member Workshop, 9-11 a.m., hosted by La Quinta Inn & Suites, 100 Congress St. in Springfield. Sponsored by First American Insurance Agency. “You’re Social. Now What? Is It Working?” You’ve thought about what social networks to use for your business or nonprofit, and you’re ready to take the next step. Where do you go from there? This workshop will give you a closer look at the popular social-media channels — Facebook, Twitter, LinkedIn, Pinterest, and Google+. We’ll show you the benefits of using each, how other organizations are marketing with them, and some dos and don’ts of each channel. You’ll also get tips on how to tell if your social media activity is working. Free to members.

GREATER EASTHAMPTON CHAMBER OF COMMERCE
www.easthamptonchamber.org
(413) 527-9414

• July 25: 30th Annual Golf Tournament, at Southampton Country Club, 329 College Highway, Southampton. Scramble format with 9 a.m. shotgun start. Games, contests, and raffles. Team fees include lunch and steak dinner. Major sponsors: Easthampton Savings Bank and Five Star Building Corp. Event sponsors: Innovative Business Systems Inc. and TurningLeaf Design. Opportunities for business exposure include tee sponsors, donations to the golfer’s gift bag, and raffle-prize donations. Team fees: $440; tee sponsorships: $75/$125. This year’s 30th anniversary tournament will honor William Cater Jr., the first golf chairman. Contact the chamber to sign up a team, arrange a sponsorship, or make a raffle or gift prize donation.

• Aug. 14: Networking by Night Business Card Exchange, 5-7 p.m., hosted by Freedom Credit Union and Wireless Zone of Easthampton, 422 Main St., Easthampton. Sponsorship opportunities available for this event. Door prizes, hors d’ouevres, host beer and wine. Tickets: $5 for members, $15 for future members. RSVP requested at (413) 527-9414.

GREATER HOLYOKE CHAMBER OF COMMERCE
www.holycham.com
(413) 534-3376

• Aug. 13: Networking Across the River, 5:30-7:30 p.m., hosted and sponsored by Brunelle’s Marina, 1 Alvord St., South Hadley. Join an evening of networking with the Greater Holyoke and South Hadley/Granby Chambers of Commerce as we cruise along the Connecticut River on the Lady Bea. Tickets are $20 for members. Seats are limited. To sign up, call the chamber office at (413) 534-3376 or register online at www.holyokechamber.com.

• Aug. 20: Chamber Summer Business Breakfast, 7:30-9 a.m., hosted by Yankee Pedlar, 1866 Northampton St., Holyoke. Sponsored by Lyon & Fitzpatrick, LLC Tickets: $20 for members and advance reservations, and $30 for non-members and at the door. Price includes a hot buffet.

NORTHAMPTON AREA YOUNG PROFESSIONAL SOCIETY
www.thenayp.com
(413) 584-1900

• July 24: Metacomet Monadnock Hike, 5:30 p.m. Join us for a 4.6-mile loop hike on Mt. Holyoke in Hadley. We will take a rarely traveled route that includes some of the best views in Massachusetts, along with a plane crash site, old carriage roads, and the famous Summit House. This hike has 1,200 feet of elevation gain and is mostly moderate with some strenuous sections. Be sure to bring sturdy shoes, water, a flashlight, and bug spray. We will meet at 5:30 at the Metacomet Monadnock trailhead on Old Mountain Road in Hadley. Please note that the trailhead is not at the gate for the auto road up Mt. Holyoke; it is located at the other end of Old Mountain Road. You can park on the side of the road next to the trailhead. Look for the NAYP sign.

WEST OF THE RIVER CHAMBER OF COMMERCE
www.ourwrc.com
(413) 426-3880

• Aug. 18: Annual Golf Tournament, at the Ranch Golf Course, Southwick. Registration is at 11:30 a.m., with lunch at noon and a shotgun start at 1 p.m. Cost: $125 for golf and dinner. For more information or for tickets, contact the chamber office at (413) 426-3880 or e-mail [email protected].

GREATER WESTFIELD CHAMBER OF COMMERCE
www.westfieldbiz.org
(413) 568-1618

• Sept. 8: Open House, 4-7 p.m. The Greater Westfield Chamber of Commerce is pleased to announce its new office at 16 North Elm St. in Westfield. Please join us for an open house.

YOUNG PROFESSIONAL SOCIETY OF GREATER SPRINGFIELD
www.springfieldyps.com

• July 24: Great Golf Escape 2014, hosted by Wyckoff Country Club, Holyoke. Wyckoff is an 18-hole, par-69, 6,100-yard championship golf course built on the rolling property at the base of Mt. Tom. Gold Sponsors: Country Bank and Insurance Center of New England.

Agenda

Agenda Departments

Yidstock 2014
July 17-20: Boasting an array of films, concerts, lectures, and workshops, Yidstock 2014: The Festival of New Yiddish Music lands in Amherst for four days. The third annual festival will bring the best in klezmer and new Yiddish music to the stage at the Yiddish Book Center at Hampshire College. The $185 festival pass ($145 for Yiddish Book Center members) includes admission to all concerts, lectures, and workshops. The weekend will offer an intriguing glimpse into Jewish roots and jazzy soul music through popular Yiddish bands like the Klezmer Conservatory Band, Klezmatics, Frank London’s Klezmer Brass All-Stars, and more. Friday and Saturday feature dance workshops as well. In addition to the festival-pass option, tickets may be purchased for individual events as well. See www.yiddishbookcenter.org/yidstock for more information.

NECBL All-Star Game
July 20: The Valley Blue Sox will host this year’s New England Collegiate Baseball League All-Star Game at MacKenzie Stadium in Holyoke, with events — including a home-run derby, a 60-yard dash, and an accuracy throwing competition — starting at 12 noon, and the game’s first pitch at 5 p.m. Tickets range from $5 to $8. For more information or to order tickets, call (413) 533-1100 or e-mail [email protected].

Leadership Skills for Supervisors, Managers
July 24: Ensure the future of your organization by providing leadership skills for your supervisors and managers. The Principles of Leadership II series, sponsored by the Employers Assoc. of the NorthEast, emphasizes team-building skills. Participants will learn how to develop high-performance teams, lead change, and take their time-management and interpersonal skills to the next level. The series follows on the heels of Principles of Leadership I, which focused on the one-to-one relationship between the supervisor or manager and each of his or her direct reports. Participants in Principles of Leadership II, which begins on July 24, must complete five core programs — on topics ranging from team dysfunction to problem-solving skills; from time management to emotional intelligence — to receive the certificate of completion. To register, contact Sue Miller, director of Learning and Development at the Employers Assoc., at [email protected] or (877) 662-6444, ext. 3013.

Jazz & Roots Festival
Aug 9: Following in the footsteps of the Hoop City Jazz and Arts Festival, which drew more than 20,000 people to downtown Springfield, is the inaugural Springfield Jazz & Roots Festival, intended to celebrate the emergence of Springfield’s Cultural District and promote an arts-driven, community-oriented, and sustainable revitalization of the city. The free, outdoor festival, to be held in Court Square in downtown Springfield, will feature locally and internationally acclaimed musical artists, a variety of ethnic cuisines and local food producers, and more. This inclusive event aims to bring people from Springfield and the surrounding region together to foster connection, stimulate the local economy, and highlight positive initiativescontributing to the betterment of Springfield’s residents, and uniting the city with the rest of the Pioneer Valley. The organization’s mission is to use music and art to celebrate community and culture, build shared purpose, and catalyze social and environmental change. For more information, contact Stephanie Killian at (413) 303-0101, ext. 102, or [email protected].

Western Mass. Business Expo
Oct. 29: BusinessWest will present its fourth annual Western Mass. Business Expo at the MassMutual Center in downtown Springfield. The business-to-business show, which last year drew more than 2,000 visitors, will feature more than 100 booths, seminars, and Show Floor Theater presentations; breakfast and lunch programs; and a day-capping Expo Social. Details about specific events, programs, and featured speakers will be printed in future issues of BusinessWest. Comcast Business will again be Presenting Sponsor, while the social will be sponsored by Northwestern Mutual and MGM Springfield. Current Silver Sponsors are Health New England, Johnson & Hill Staffing, and DIF Design, and additional sponsorship opportunities are available. For more information on sponsorships or booth purchase, call (413) 781-8600.

Court Dockets

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.

CHICOPEE DISTRICT COURT
Laura Zych v. Complete Restoration Solutions Inc.
Allegation: Negligence and failure to warn of accumulation of liquid on floor causing a slip and fall: $3,608.57
Filed: 6/11/14

FRANKLIN SUPERIOR COURT
Jennifer Atlee and Marko Packard v. Michael G. John d/b/a Excavating, Etc. and Timothy E. Maginnis
Allegation: Negligence in the design and installation of a septic system: $28,000
Filed: 6/10/14

Kevin Davis, as parent of Nicole Davis, and Leah Davis v. Zoar Outdoor Adventure Resort Inc.
Allegation: Failure to properly supervise a whitewater rafting trip and failure to respond to a medical emergency involving the minor plaintiff: $50,000
Filed: 6/6/14

Laura Doull, et al v. Anna C. Foster, N.P. and Robert J. Miller, M.D.
Allegation: Failure to adequately monitor and document dosage of progesterone therapy leading to right heart failure, severe VTE due to thrombophilia ascribed to progesterone: $1,000,000+
Filed: 5/15/14

GREENFIELD DISTRICT COURT
M. Solomon Casket Co. of Rhode Island Inc. v. Fiske Funeral Home Inc., d/b/a Fiske-Murphy & Mack Funeral Home
Allegation: Non-payment of goods sold and delivered: $18,235.99
Filed: 6/9/14

Western Mass Electric Co. v. Somerset Long Term Care, LLC
Allegation: Non-payment of electrical services provided: $24,795.63
Filed: 5/2/14

HAMPDEN SUPERIOR COURT
Bakaert Corp. v. Rene America Co.
Allegation: Non-payment of goods sold and delivered: $27,579.93
Filed: 6/14/14

City of Springfield v. MGB Inc.
Allegation: Breach of contract: $59,750
Filed: 6/9/14

Pedro T. Perez v. Pascacio Reynoso and Springfield Homeowners Assoc. Inc.
Allegation: Misrepresentation in the sale of a business and breach of contract: $130,000
Filed: 5/30/14

Raymond St. Hilaire v. Western MA Environmental, LLC
Allegation: Negligence and breach of warranty in connection with remediation work done at the plaintiff’s residence: $100,000+
Filed: 5/30/14

HOLYOKE DISTRICT COURT
Elena Reyes v. Premier Plus Consulting, LLC and Raymona Dube
Allegation: Defendant accepted payment for services they failed to provide: $5,495
Filed: 5/23/14

Jennifer P. Kalvinek v. Oscar Reyes d/b/a Reyes Auto Sales
Allegation: Fraudulent sale of vehicle, odometer fraud, breach of Truth in Lending Act: $20,000
Filed: 6/9/14

PALMER DISTRICT COURT
Adler Tank Rentals, LLC v. GML Construction Inc.
Allegation: Non-payment of goods sold and delivered: $6,817.51
Filed: 6/17/14

Country Development Corp. v. Maureen Basile d/b/a Maureen’s Sweet Shoppe
Allegation: Breach of lease agreement: $11,957.30
Filed: 6/3/14

SPRINGFIELD DISTRICT COURT
Islam Agayev, a minor, by his parents and next friends, Ravshan Agayev and Dilbar Takhsilova v. Everett Beird, Eric Fleming, 3PD Inc., and Tony Walters Services
Allegation: Negligence causing the minor plaintiff to be struck by a refrigerator falling off of a truck: $60,000
Filed: 5/1/14

M.B. Haynes Corp. v. Alliance Medical Gas Corp.
Allegation: Enforcement of a previous judgment: $14,781.74
Filed: 5/19/14

Western Mass Electric Co. v. Ronald H. Lynde, Roy Bros. Inc., and Safety Insurance Co.
Allegation: Defendant struck and damaged plaintiff’s electrical facilities and failed to make a reasonable offer of settlement: $9,755.34
Filed: 5/15/14

Into the Unknown

Cover Story

All Bets Are Off on the State’s Casino Referendum

Paul Robbins calls it “casino fatigue.”

He describes this condition as being burned out by the long, drawn-out, often controversial process of bringing casino gambling to the Bay State, to the point where this frustration will manifest itself at the polls in November when state residents will vote on a referendum that will decide the fate of the industry here.

“You may have voters who say, ‘you know what? This was an experiment, it came and went, it’s a mixed bag, there’s a lot of questions … let’s just vote ‘no,’” said Robbins, principal with the marketing and public relations firm Paul Robbins Associates, adding quickly that the amount of casino fatigue that exists now — and will exist come Nov. 4 — is one of a great many unknowns when it comes to what will be perhaps the most expensive and most closely watched referendum vote in the state’s history.

Some others? Here’s just a short list:

• Will the casino operators come together and form an effective coalition to fight the referendum question?
• How hard will Mohegan Sun — which has proposed a casino at Suffolk Downs in Revere, but is the short answer to the question ‘who benefits most if the anti-casino forces prevail?’ because of its operation in Connecticut — fight to win this referendum battle?
• How will area communities (like Longmeadow and Northampton) that are not necessarily happy with MGM’s plans for a casino in Springfield, or the way they’ve been treated by the company, vote come November?
• How will MGM, which has drawn considerable praise for the campaign to win the vote in Springfield and then the Western Mass. license, scale up its campaign and make it statewide?
• How prominently will Springfield, the only community with a casino license, and its story, involving everything from high unemployment to tornado damage, be on display in this campaign? And how will that story be received?
• How will the highly publicized struggles of the casino industry in Atlantic City — several facilities have closed or gone bankrupt in recent months — play into the equation in Massachusetts?
• How will the casino referendum impact the many political races on the ballot this fall, from the governor’s contest to the pitched battle for the Senate seat being vacated by Gail Candaras?
• How will the confusing nature of the question itself — a ‘yes’ vote means opposition to casinos and a ‘no’ vote means you support them — impact the outcome?
• What will ultimately determine how this casino vote will go?

Mike Mathis, like Springfield Mayor Domenic Sarno, used the word ‘grassroots’ early and often as he talked about the upcoming campaign concerning the casino referendum question.

Many of these questions are not yet answerable, but BusinessWest put them to a host of key players, including analysts like Robbins and Tony Cignoli, president of A.L. Cignoli Co.; Springfield Mayor Domenic Sarno; Mike Mathis, president of MGM Springfield; and others.

They are, for the most part, predicting a close contest, one where Springfield’s story will get a considerable amount of play, and one where the outcome will likely be determined by how effective the rival camps are at getting their points across and separating fact from conjecture — words that have different meanings to different people.

For example, Mathis noted, casino opponents and some analysts say that economic conditions have changed considerably since the gaming legislation was passed in 2011, and believe there is sentiment that casinos are no longer needed as a stimulus for jobs and economic development. But Mathis said that whatever progress has been made is more or less confined to the eastern part of the state, and conditions elsewhere, and especially Springfield, remain dire.

“In November 2011, the state’s unemployment rate was 7%. Today, it’s about 5.5% across the state, but lower in the east, so clearly the Greater Boston area is in the middle of a recovery,” he explained. “In November 2011, the unemployment rate in Springfield was 10.5%, and today, it’s still 10.5%, and across the region it’s probably 7.5%. It’s great that the rest of the state is recovering, but Springfield still needs this economic injection.”

Cignoli said that sentiment has been borne out in some recent headlines, such as those from North Adams — the mayor there said the fiscally struggling city was “one cycle away from Detroit” — and suggested that a case can, and will, be made that cities and towns need casino revenue.

Tony Cignoli says Western Mass., and especially the city of Springfield, will likely play a big role in the upcoming referendum fight.

“I can see the gaming folks showing up in North Adams and saying, ‘gosh, we realize that you’re about to go under; you’re one year away from insolvency,’” he said. “They can make a case to the people of North Adams — ‘here’s your salvation, here’s that chunk of change you need.’”

Overall, there is no shortage of speculation concerning this referendum and the factors that will determine the outcome. For this issue, BusinessWest takes an indepth look at the many nuances of this critical moment in the state’s history and what will likely determine the fate of the casino industry in the Commonwealth.

Playing the Odds

Mathis told BusinessWest that MGM has not faced a referendum question quite like the one in Massachusetts — where companies that have earned licenses can have them swept away by a vote of the residents — but it has confronted statewide votes on casino issues, such as a recent, hotly contested bid to expand gaming in Maryland with a sixth license in Prince George’s County.

MGM learned a number of lessons from that campaign and others like it, he said, including several involving not underestimating the opposition — and the many forms it takes.

Indeed, he noted that, in addition to in-state opponents to the planned expansion, there were casino rivals in neighboring states that had a vested interest in the outcome, and thus injected themselves into the fray by secretly funneling money to those opposing the measure.

“When the state Supreme Judicial Court ruled that this question could go on the ballot, there were lawmakers and different businesses in Connecticut and Rhode Island that were given a real gift — the possibility that they can keep their operations in full force and Massachusetts would continue to give them hundreds of millions of dollars in tax revenues and tens of thousands of jobs,” he said. “We are very concerned about the outside influences that may impact this campaign and try to protect their own across state lines.

“Foxwoods is looking for a potential license in the southeast part of the state, and Mohegan is looking for a license in Boston, but a facility like Twin River in Rhode Island has no conflict of interest — they clearly want this law to go away so their slots facility can continue to generate the millions of dollars of revenue that they see,” Mathis went on. “So there’s a real potential for outside influence, and I suspect it will come through late financial contributions to casino opponents, and it will come in such a form that you won’t find out where the money came from until after the race is over.”

But outside influence is just one of many factors that those we spoke with believe could possibly determine the outcome of the referendum question. Others range from the amount of money that will be spent to present both sides of the argument to the tone of the messages that are sent, to that aforementioned ‘casino fatigue’ and just how much of it exists.

The most recent polls, including one conducted by the Boston Globe just before the SJC’s decision on the referendum, show there that there is still support for casinos in the state, with more than 50% of those queried backing the licensing of up to three facilities.

But Robbins said the poll numbers can, and often do, change quickly in the heat of campaigns. He noted that the numbers on this referendum are narrowing and that opposition forces have certainly picked up momentum in recent months, in part because of changing economic conditions since the legislation was passed, and also because casinos in other states are struggling.

But there are other factors in play as well, he said, noting that casino operators made a number of mistakes during the licensing-contest portion of this process that have cast the industry in a more negative light. He lists everything from Hard Rock’s proposal to place a casino on the Big E grounds — a plan that drew considerable criticism inside and outside West Springfield — to what he considers Mohegan Sun’s bungling of its plans to place a casino off Turnpike exit 8, a gambit that ended abruptly when Palmer voters narrowly rejected the proposal last November.

Paul Robbins says the so-called ‘casino fatigue’ factor is one of many unknowns going into what is expected to be an intense campaign leading up to the referendum question.

“Somehow, Mohegan took a consistent 20-point lead in polling over the past two years and lost a nail-biter — by less than one percentage point,” Robbins wrote in a recent blog post titled “The Massachusetts Casino Wars.”

“Some of this was just bad communications or a lack of communications,” he went on. “Mohegan presented its casino renderings — affectionately called by some opponents ‘the spaceship,’ because it looked like one and it landed in front of voters with no input from the local community. Mohegan also promoted one of the traffic options being a five-lane access road — communicating this proudly on the front of mailers to residents living in a two-lane, rural community. Not terribly smart.”

Robbins said the fate of the referendum may come down to how deep — and effective — a coalition of supporters becomes. And he threw into question, as other analysts have, just how hard Mohegan Sun will fight for this question.

“They’re conflicted, there’s no doubt about it,” he said. “At the end of the day, they’re the ones that stand to benefit most if gaming is defeated.”

Mathis concurred. “What Mohegan is proposing at Suffolk Downs is a $1 billion facility; what they have in Connecticut is a $5 billion facility,” he explained. “They pay an 18% tax rate in Connecticut, and in Massachusetts they would pay a 25% tax rate — anyone can do the math. I think they do want a presence in Boston, and I think they are fighting hard for that license, but at the same time, I don’t think they’d be harmed if, at the end of the day, they didn’t have that license.”

Dicey Situation

Overall, Mathis expects the emergence of a broad pro-casino coalition, one that will involve not only the casino operators, but also labor groups, business and economic-development organizations, convention and visitors bureaus, and elected leaders in communities, like Springfield, that have the most at stake.

“The issue for us it to make it as broad as we can and make sure that all the different supporters who have a stake in this are part of the effort,” he explained. “When most people think about a coalition, they think about MGM Springfield and the other casino applicants, but that’s secondary to us; what we’re attempting to do is build a coalition around Massachusetts stakeholders who are already here.

“We compete for these licenses from time to time, and we understand that we go in not knowing if we’re going to be successful or not,” he went on. “Frankly, we can afford to lose and life will go on for us, and we’ll do it again in another jurisdiction, probably internationally. But what we’ll leave behind is a great gateway city like Springfield that is in the middle of a renaissance partly inspired by what we’re trying to do downtown. Those are the people that the rest of the Massachusetts residents need to hear from.”

Sarno agreed. He expects that the city’s story — all of it, from its economic struggles to its resiliency in the face of natural disasters — will be a big factor in the referendum battle. And he believes the task at hand is to convince those who don’t want a casino in their backyard that there will be benefits — for the state, this region, and especially Springfield — to putting one in someone else’s backyard.

“What’s important for people across the state to know is that, in Springfield, we’re trying to stand on our two feet, and that’s not easy because we don’t get a tremendous amount of unrestricted government or local aid,” he explained. “We have to send out a heartfelt message that, while someone may not want a casino in their community, this is important for our city, it’s an outside-the-box proposal, and it’s woven into the fabric and the mosaic of Springfield.”

MGM’s $800 million casino plan translates to $25 million in direct aid to Springfield each year, he went on, as well as 2,500 to 3,000 permanent jobs, a unique opportunity to revitalize 15 blighted, tornado-ravaged acres in the South End, and a real chance to move the city out of decades of stagnation. And he believes that story will resonate around the Commonwealth.

As they talked about the campaign ahead, Mathis and Sarno made repeated use of the word ‘grassroots.’ They said this was the tone of the initiative that was successful in Springfield, and it will be scaled up and taken statewide.

“The Springfield campaign was door-to-door, and we think that’s the key to a successful campaign statewide,” Mathis explained. “The question is how do you scale it up, and how do you make sure that the rest of the state, which isn’t directly impacted by all the great things that are happening in Springfield, understands at least how important it is to Springfield.

“We’re going to do that in a number of ways,” he went on. “Most importantly, we’re going to go back to our supporters in Springfield and Western Mass. and make sure that they’re engaged and they’re talking to their friends and neighbors and colleagues across the state about how important this industry and this development is to them; it’s as simple as that.”

Elaborating, he said the broad strategy will boil down to two primary missions: educating and communicating.

“This is a new industry in Massachusetts, so what we did in Springfield was educate them about the industry, which is not the old industry,” he told BusinessWest. “What the antis [opponents] want to do is put us in a box and rely on old, tired stereotypes. We at MGM are a Fortune 500, international hospitality company; we got that message across in Springfield, and we need help getting that message out to the rest of the state.”

Bill Mandel, a professor of Political Science at Western New England University who believes that pro-casino forces will prevail come November, said one key for gaming supporters is to drive home all the economic-development aspects of their argument and convince voters in every corner of the state that this is a critical matter for some communities — like Springfield.

“Leaders in Springfield really need to go out and sell this to the rest of the state as something that we need and want,” he explained. They need to go out there and say ‘we want it,’ and explain to the people of Arlington, Belmont, and Foxborough that, while it may seem abstract to them, it’s very important to us. That may be a critical strategy.”

Playing Their Cards Right

Cignoli told BusinessWest that, while there are many question marks concerning the upcoming referendum fight, some things are known.

For starters, it appears certain that the turnout will be high — perhaps record-setting, given the casino question and a number of high-profile races, especially the one for governor. What isn’t known, although there is speculation, is which side gets helped the most by that turnout.

Robbins said conventional wisdom holds that the side that spends the most money benefits from a high turnout. However, Cignoli said a high turnout generally brings out opponents.

What’s also certain is that this will be a lucrative year for the media, with the pro-casino forces expected to spend heavily on print, radio, television, and social media to get their message across, said Cignoli, who projects that $10 million and perhaps much more could be spent on the casino referendum, because of the stakes involved.

“There’s so much on the line, not only for the developers, but all the people around them who will try to motivate this issue,” he explained. “There are the political consultants, the lawyers, the lobbyists — this has been a full-employment bonanza for a lot of these people, especially in the Boston area. So they’re going to double down, no pun intended, and go the full nine yards.”

And he expects the Western Mass. market to get a decent share of that windfall, because he believes this region will play an important role in this contest, even though the vast majority of votes are concentrated in the eastern part of the state.

“It’s going to be close, so that means every vote is going to count,” he explained. “It’s polling 50-50 right now, and in a tight race, you have to pay attention to Western Mass., especially because of the urban base in Springfield, which can turn out a significant vote. You need every single vote you can get in Western Mass.”

And to get votes, in this region and elsewhere, Cignoli believes the pro-casino forces will lean heavily on MGM and the strategy that worked well for it in Springfield — primarily a focus on jobs, economic development, and revitalizing the tornado-ravaged South End — as well as Penn National’s slots parlor in Plainville, which is already under construction.

“MGM ran a fantastic public-relations campaign leading up to Sarno choosing them to move forward,” said Cignoli, “and they ran a very good referendum campaign. So you can use the better elements of that out and about and in the other 350 cities and towns. They were textbook perfect in their campaign in Springfield — can that translate and help them elsewhere? That’s the big question.

“Also, Penn National will be front and center as well,” he continued. “They won a license for slots, and they’re in the ground. They’re pouring concrete, you can see cranes, you can see jobs, you can see economic impact already.”

But while the stories in Springfield and Plainville may sway some of the voters in communities not directly impacted by casinos, the question of ‘what’s in this for me?’ may ultimately decide how this referendum question goes, he went on.

“That’s the big litmus test this year,” he told BusinessWest. “If I live in Pittsfield, North Adams, or Fall River, what’s in this for me? Why should I care if this benefits Revere, Everett, Greater Boston, Springfield, or Plainville? You have to motivate those voters in those other places.

“And if you’re a proponent of casinos, you have to worry about the parochial aspects of this,” he went on. “Longmeadow may be getting a settlement from MGM, but do the people there really want this? This is their first opportunity to vote for or against this. And in Northampton, there’s always been that rivalry with Springfield, and Northampton has been out there very clearly with their concerns about a revival in Springfield and MGM in Springfield and what that means to their nightlife and their entertainment district. Casino proponents have to make a case to everyone and explain what’s in it for them.”

Cignoli told BusinessWest, and several other media outlets, that conventional wisdom suggests that it’s easier to secure ‘no’ votes in such referendum questions, and in this case, ‘no’ is a vote against casinos.

But Mandel said that conventional wisdom may not apply in this case, because of the many factors mentioned earlier, and especially the large amounts of money that pro-casino forces will spend to get their messages out.

“There’s a good amount of time left, and there’s going to be a lot of money thrown into this,” he noted. “Any thoughts right now as to how this may go might well be off the mark.”

No Sure Bets

There is considerable time before November, leaving plenty of opportunities for speculation about the vote and what might drive its outcome.

What’s certain is that this will be a high-profile, high-stakes contest, where, as Cignoli suggested, all the parties involved will be doubling down.

That’s because, when this is over, all the chips will be in the middle of the table, and the winner really will take all. n

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

Community Spotlight: East Longmeadow

Community Spotlight Features

Balanced Growth Continues in East Longmeadow

Paul Federici says a favorable business climate bodes well for further economic development in East Longmeadow.

Paul Federici says East Longmeadow has undergone a growth spurt over the past several years, and the trend is continuing.

“The town has been fortunate to have new developments in both our residential and commercial areas,” said the clerk of the Board of Selectmen. “Real estate has picked up tremendously in terms of new construction as well as sales of existing homes, and there has also been a steady increase in commercial growth.”

He attributes the upswing to the availability of property, East Longmeadow’s favorable business climate, and the town’s many amenities. “Businesses and individuals like what we have to offer, and our single tax rate is a big incentive for businesses to move here. We’ve never had a serious discussion about changing the rate because town officials want to keep business owners happy and give them the ability to grow without additional tax burdens. Plus, residents and employees can take advantage of our restaurants, shops, and businesses.”

Robyn Macdonald agrees. “The school system is great, and the town is very safe. The crime rate is very, very low,” said the director of Planning, Zoning, and Conservation. “The single tax rate has a lot to do with the increase in business.”

This business growth is important because East Longmeadow suffered a loss of tax revenue during the recession. “We had a severe slowdown of residential building after the downturn in the economy,” Federici said. “A number of businesses moved out of our industrial area or ceased to operate, and the Appropriations Committee had to tighten their purse strings.”

Although the town fared better than others of its size, Macdonald added, foreclosures occurred for the first time in years. “There were also fears that other businesses would be forced to leave.”

But that has changed, and a surge in balanced growth has helped to improve East Longmeadow’s financial outlook. “Last year, the town was given a triple-A rating by Standard & Poor,” Federici said, referring to the upgrade in long-term bond rating from AA to AA+.

Federici credits the strong fiscal rating in part to dedicated efforts by the Appropriations Committee and town department heads to adhere to tight budgetary constraints while retaining high standards, which include working closely with new businesses to minimize the pain of relocating to the community or opening new.

“Building Commissioner Dan Hellyer does an outstanding job of helping builders get permits and other things they need, which range from utilities to curb cuts,” he said.

As a result, the landscape continues to evolve. “I’ve lived here since 1996, worked in East Longmeadow since 1986, and have witnessed tremendous growth over the years,” said Federici. “We foresee it continuing because we have a favorable business climate.”

Altered Landscape

Roughly 70% of the town is zoned for residential use, and a number of new, high-end housing developments have taken root over the past few years.

“It’s good to see so many developers have confidence in East Longmeadow and are willing to put their shovels in the ground and build houses in anticipation of selling them,” Federici said.

Al Joyce, president of Rose Bud Builders of East Longmeadow, said his company has a new subdivision on Wisteria Lane, off Somers Road (Route 83). “It contains eight lots. Five homes have been built and sold, and the remaining three are under construction,” he said.

In addition, the Great Woods development of single-family homes on Shaker Road and Prospect Street continues to expand. “Phase 11 is almost complete, and we are anticipating Phase 12,” Macdonald said.

Meanwhile, Kent Pecoy & Sons Construction Co. also has a new subdivision called Bella Vista that contains 30 lots, and Macdonald said the homes are all large, with five bedrooms.

“A ribbon-cutting ceremony was held after the first one was completed about 18 months ago, and they are selling as fast as they are built; prices start at about $500,000, and demand continues to be strong,” Federici said.

“Families see East Longmeadow as a good place to live and buy a home. It is a growing community with a great school system and a busy rotary area filled with shops and restaurants,” he added, noting that a new high school has been proposed as well.

Town officials are also happy that Bay Path University in Longmeadow has chosen to expand its campus to East Longmeadow. It is building a new, two-story, 56,000-square-foot structure that will be called the Center for Graduate Studies in Health Sciences; construction is underway, with a completion date expected in early 2015.

“It will be prestigious to have their graduate-studies program here, and it’s also nice to see a parcel of land that sat vacant for many years put to such a good use,” Macdonald said. “The building will be absolutely gorgeous and fits in well with the neighborhood, as there is a residential area across the street and subdivisions on the other side of it.”

Federici agrees. “It’s wonderful that they have chosen to expand from Longmeadow to East Longmeadow, and the college is already doing a lot for us,” he said, noting that Bay Path has made a commitment to provide the town with an annual payment (as a nonprofit, it is exempt from paying taxes), and plans to offer scholarships to East Longmeadow High School graduates and town employees.

Growth is also occurring a short distance away in the town’s Industrial Garden district. A vacant building on 126 Industrial Dr. was given new life when it was purchased by the Arbors Kids two years ago. “They renovated it and have been very successful. They offer full-time day care, after-school care, and summer camps, which is a great addition to the town,” Federici said, adding that, a short distance away, a new self-storage facility is also in the initial phase of construction.

Go Graphics is another firm that finds East Longmeadow attractive. It relocated from a shopping plaza on North Main Street to a 5,000-square-foot space on Benton Drive in the industrial park. “The company that was in the space before them left because they downsized, and Go Graphics took advantage of the opportunity to move there, which gave them room to expand,” Federici said.

Nearby, he added, the Deer Park section of the Industrial Garden district is also growing. “GMH Fence relocated from Parker Street to a space on Benton Road as they needed more space.”

Change has also taken place in the town center. “Bentley’s Bistro on North Main Street just celebrated its one-year anniversary, and Baystate Rug opened next door about a month ago,” Federici said, adding that the side of the building that houses Bentley’s had been vacant for close to a year, and the portion that is home to Baystate Rug had been empty for almost two years.

The former Spoleto’s restaurant building at 84 Center Square has also changed hands. It was sold to its long-term managers, has reopened as Center Square Grill, and has a staff of about 75 employees.

And Macdonald said a new gas station and convenience store have been approved at the corner of Chestnut Street and Shaker Road on an empty piece of property. “It will contain a 6,500-square-foot building,” she told BusinessWest.

Housing options for older adults are also expanding. The Fields at Chestnut, a condominium association with individual homes for people age 55 and over, continues to grow. “It’s in Phase 5. Most of the homes contain 2,200 square feet, and they are sold as fast as they are built,” Macdonald said.

The town also boasts a new assisted-living facility. Emeritus at East Longmeadow opened a few weeks ago on the grounds of the former Bluebird Acres apple orchard on Parker Street. The property had been vacant for a number of years, and Federici said it offers assisted-living apartments as well as a unit for people with dementia. “It is a well-staffed facility,” he told BusinessWest.

Solid Base

Federici is happy about the surge in residential and commercial activity, especially since East Longmeadow does not have an economic-development director and the marketing budget is limited.

“The town is definitely on the upswing, and the growth is balanced,” he said. “New businesses and families are moving here, and we still have our stalwarts — Lenox and Hasbro. Lenox has been growing and has spent tens of millions of dollars on their facility and training for their employees in the last decade.

“There is still plenty of open land and space available,” he went on. “The town has a lot to offer, and the future looks bright.”

East Longmeadow at a glance

Year Incorporated: 1894
Population: 15,720 (2010)
Area: 13 square miles
County: Hampden
Residential Tax Rate: $20.47
Commercial Tax Rate: $20.47
Median Household Income: $62,680 (2010)
Family Household Income: $70,571 (2010)
Type of government: Open Town Meeting; Board of Selectmen
Largest Employers: Hasbro Games, Lenox, Lower Pioneer Valley Educational, Redstone

* Latest information available

Editorial

Opinion

Maybe the Legislature Finally Gets It

The adjectives used in the comments made in reaction to the state Legislature’s recent approval of a major funding increase for the University of Massachusetts pretty much tell the story.

‘Extraordinary’ was one of the words UMass President Robert Caret used to describe the Legislature’s commitment to another $40 million increase in funding for the university (subject to approval from the governor), which will become $50 million due to an additional $10 million in state fringe-benefit funding, and $100 million over the past two years for the same reason.

Meanwhile, Henry Thomas III, chairman of the UMass board of trustees, summoned ‘historic’ to describe the Legislature’s action.

They’re both right. It is historic, and in most ways, it is extraordinary.

That’s because the Legislature has made it a habit to traditionally underfund public higher education, at least when compared to other states, and the schools, and the students attending them (or not attending because they couldn’t afford them) have suffered accordingly.

We’re not sure why this track record for underfunding public schools, and especially the university, continued for so long, but the prevailing theory is that in a state known around the world for its prestigious private institutions — Harvard, MIT, Smith, Wellesley, Mount Holyoke, and dozens more are on that list — it’s been easy to overlook the public institutions and perhaps take them for granted.

But it seems that attitudes are changing, and that’s good, because they need to change.

Indeed, as the cost of higher education continues to increase at rates far greater than that of inflation, access to such an education becomes threatened. Harvard, Smith, Amherst, and Wellesley can always find students with families willing and able to spend $60,000 per year to come to their campuses, and they have huge endowments to help talented students who don’t have such resources to attend as well.

Public schools, including the university, do not have such luxuries. As their costs continue to rise, they must pass them on to students in the form of higher tuition and fees, putting a college education out of reach for some.

It is this simple math that prompted Caret to propose his so-called 50-50 plan, which called for a two-year, $100 million commitment from the state, with the goals of strengthening the university and equalizing the amount of money students and the state provided for educational programs. In exchange for full funding of the 50-50 program, UMass has committed to not raising tuition and fees for in-state undergraduate students, an important initiative when the cost of attending the university’s flagship campus in Amherst has reached $24,215, including $13,258 in tuition and mandatory fees.

The Legislature’s commitment to the university is worthy of terms like ‘historic’ and ‘extraordinary’ for those reasons mentioned above and the fact that this vote amounts to a change of course. But also because this action amounts to an important economic-development strategy.

Indeed, to succeed in this state’s knowledge-driven economy, a college education is becoming increasingly essential. Meanwhile, there is considerable evidence to suggest that those who attend the state’s public institutions are more likely to stay in this state than those who graduate from those prestigious private institutions.

Thus, the Legislature’s investment in the university is an investment in the state’s future and could be a pivotal weapon in the ongoing fight to halt that phenomenon known as brain drain.

Moving forward, our only hope is that we can soon retire words like ‘historic’ and ‘extraordinary’ when talking about the Legislature’s funding of public higher education, because consistently appropriate funding levels will mean that they no longer apply.

Time will tell if that happens. For now, we’ll just join Caret, Thomas, and others in applauding the Legislature for doing the right thing and the appropriate thing.

Opinion

Opinion

A New Framework for Medical Care

By KERRY ANN HAYON

Whether practices have gone through the National Committee for Quality Assurance’s (NCQA) rigorous process or have unofficially structured themselves as a medical home, the patient-centered medical home (PCMH) movement here in Massachusetts continues to expand.

The PCMH elements outlined in Chapter 224 — the state’s healthcare cost-containment law — and the goal of the state Executive Office of Health and Human Services are to have all primary-care practices in the state become patient-centered medical homes by 2015.

The PCMH movement has been focused on primary-care practices, but specialty practices are increasingly adopting the concept of the medical-home model as well. In order to accommodate this growing demand, the NCQA recently rolled out a patient-centered specialty-practice designation.

In talking with physicians and practice managers, I often encourage them to start by considering the following high-level framework:

• Do you have access to data? The ability to drill down and access patient-level, disease-specific data and to identify what your practice considers complex and high-risk patients is an important component of the medical-home model.
• What are your processes? Often practices have processes, but they may not be clearly outlined, documented, or well-communicated. Having your staff trained on reliable, consistent processes in place is key.
• How do you communicate? Com-munication can be considered a core-framework component of the PCMH model. It is extremely important to have communication among practice staff, between care providers both in the practice and externally, with patients, and with other support services and other healthcare institutions. Consistent communication on essential patient information with key stakeholders in a timely and consistent manner is critical.
• Do you engage your patients? Engaging patients is not just a buzzword in a PCMH model; it is a crucial element. Identifying how to engage your patients and mechanisms that work for your particular patient base will be required.
• Is your practice accessible? Appoint-ment availability during office hours and the ability to reach a care provider during off hours is extremely important. Providing same-day appointments for patients who require them is a must-pass element in the NCQA’s criteria. You may want to start with reviewing your data, determining where you currently stand, and working on necessary improvements in access.

While it is important to note that implementing a medical-home model calls for attention to numerous requirements with a considerable level of detail, reflecting upon where your practice stands in relation to this high-level framework is a great first step in considering what elements you may already have in place and what elements may need to be implemented.

Kerry Ann Hayon is manager of the Mass. Medical Society’s (MMS) Physician Practice Resource Center. This article first appeared in Vital Signs, an MMS publication.

Change Agent

Dena Hall Takes Regional President’s Role at United Bank

Dena Hall was talking about some of the many things that have changed since she was promoted to Western Mass. regional president at United Bank roughly a month ago.

She said her phone calls are being returned more frequently and more promptly now. Meanwhile, she’s taking more calls, including some from people who want to know if the attractive positions that once dominated her business card — senior vice president of marketing and community relations and president of the United Bank Charitable Foundation, are “up for grabs.” They are not — she’ll still have those duties.

She said she’s had more invitations for lunch — often to hear requests for monetary donations, from a board member from the bank, or both — and has accepted a good number of them, a slight departure from her previous practice, because she desired to be in the office as much as possible.

And her 6-year-old son isn’t shy about telling anyone and everyone that his mother is now president of the bank. “He leaves off the word ‘regional,’ and we just him let him run with that,’” she said with a laugh.

But mostly, Hall, now arguably the highest-ranking female bank executive in the Western Mass. region, is focused mostly on what hasn’t changed.

“A lot of what I’m doing in this new role I was doing before, between my role with the United Bank Charitable Foundation and being involved in the community, because … that’s who I am,” she told BusinessWest. “I’ve always been one of the faces of the bank, and I’ve always been interacting with the community, fielding customer complaints and compliments. It was happening before; it’s just happening more now.”

Indeed, Hall doesn’t expect much of a learning curve as she moves on with life as regional president. But there is a lot to do as she takes this lead role with what is being called the ‘new United Bank.’

That’s the marketing term that’s been used since a merger of equals between United and Glastonbury, Conn.-based Rockville Financial was announced several months ago, and especially since the union became official on May 1. As with any merger of this type, there is change, she noted, and helping customers and employees understand and cope with it has become a big part of her job description.

“There’s a huge change-management component to what we’re going through right now,” she told BusinessWest. “It’s hard to change, and people need some leadership through change, and that’s one of the things we’ve been doing all along, as a team, and myself in particular — guiding the people here through the change process that’s happening, because some things are different.”

Overall, the task at hand is taking two roughly $2.5 billion banks and shaping them into an efficient, competitive, growth-driven $5 billion bank, a number that means different things to different people, she acknowledged.

“A lot of people have said we’ve turned into a big bank because we have $5 billion in assets,” Hall noted, referring specifically to the many community banks populating Western Mass. and Northern and Central Conn. “But we’re still so tiny when compared to Bank of America or Santander or even TD Bank. Our value proposition is that we create a good alternative to those banks. We’re big enough to manage all the necessary regulatory burdens that are put on us as a bank, but small enough to deliver that really good customer service.”

The broad goal for all those at the merged bank is realization of what Hall called a “new normal,” something that won’t be achieved until probably early next year after the second of two data conversions, this one involving Rockville Bank customers, is complete.

For this issue and its focus on banking and financial services, BusinessWest spoke at length with Hall about her new — and continuing — responsibilities with the bank, and how this process of establishing a new normal will play itself out.

Balance Statement

“Day 61.” That’s how, after doing some quick math, Hall referred to July 1, the day she spoke with BusinessWest.

That means it was the 61st day since the merger between United and Rockville became official, or legal. There was a lengthy countdown before May 1, she noted, and the day counting has gone on since, at least internally.

“We counted down to legal day 1 — from the time this merger was announced until the day the companies came together, there was a countdown, like ‘what do we need to do to get to legal day 1?’” she explained. “Now that we’ve hit that, and there were struggles — everyone has struggles coming together — we’re still counting, saying ‘this is day 14’ or ‘this is day 30 — let’s figure out how, by day 40, we can be in a better spot.’”

It was day 31 when it was announced by the new bank that Jeff Sullivan, then serving as the combined entity’s president, was leaving to pursue “other opportunities.” In the same press release, it was announced that Hall, who joined United just nine years earlier, would add the title ‘regional president’ to those she already had, and that Michael Moriarty, previously senior vice president and team leader, would become executive vice president and Western Mass. commercial banking executive.

Hall told BusinessWest that a press release was being readied to announce that she would be assuming the roles of ‘executive vice president and chief marketing officer’ and ‘head of Community Strategy,’ but Sullivan’s decision brought about a quick change of plans — and titles.

She acknowledged that Sullivan’s departure just a month or so after the merger became official was “certainly not ideal,” because Sullivan was, in many respects, the face of the old United Bank, or what she called the “legacy United,” which he served as executive vice president and chief operating officer, and also because it undoubtedly raised eyebrows concerning how well the banks were coming together as one.

Dena Hall says that creating a “new normal” at what is being called the new United Bank is at the top of her current to-do list.

But she noted that, in mergers of equals, there are often differences of opinion about how the combined institution is to be managed, and this was this case with Sullivan’s decision to move on.

“Our merger of equals is so much different than a traditional acquisition, because you’re bringing two companies, two cultures, two management teams, and, in our case, two boards together,” she explained. “And in theory, we were evaluating the practices that each one had and taking the best one.

“What we learned, and what we’re still learning, is that what worked for a $2.5 billion bank isn’t going to work for a $5 billion bank growing to $7 billion, $9 billion, or $10 billion, wherever we go down the road,” she continued. “We’re still working through all the pieces that are necessary to build this new company, because we’re really building a new bank; we’re keeping what was good about both companies, but we’re building something new.”

Sullivan’s departure did leave a critical void in the form of a strong local presence in a top leadership role, said Hall, adding that William Crawford IV, the CEO of the new United and Robert Stewart Jr., chairman of the bank’s board, recognized the need to fill it.

“They decided that local presence and geographic leadership is important,” she noted. “And it’s particularly important here in Springfield, because when you look at the legacy United, 70% of our business is here in Springfield, so if there’s a place where we need some strong geographic leadership, especially at a time when the banks are merging, it’s in Springfield.”

Hall and Moriarty, serving in their respective roles, fill the void left by Sullivan’s departure and provide that geographic leadership, she said, adding that the bank’s decision to place her in the regional president’s position sends a clear message — actually, several of them.

For starters, it demonstrates that the bank is progressive — there are few women in top leadership positions at area banks, and none around Hall’s age — 40.

Also, the decision confirms the importance of this region to the merged bank moving forward.

“With mergers like this, jobs like this one often go out of the area,” she explained. “When there’s a merger, the geographic leader either comes in from the outside or the geographic leadership role goes away, and the president’s role goes somewhere else.

“The fact that our company has created this role, placed it in West Springfield, and given it to me speaks a lot for where the company is going,” she went on. “We’re both community banks with 120-plus years of history, but at the same time, we’re progressive, and we’re leaning toward maintaining our current customer base, but also attracting a younger customer base, going online, and going more mobile. Putting Mike and I in these roles when we’re both young and local makes a statement.”

Hall acknowledged that, traditionally, such positions within the banking industry have not gone to those from the marketing realm, but rather to commercial lenders. But the priority in all cases is to choose someone who knows the community and has created relationships within it.

“What banks are looking for in regional leaders now are people who are connected to the community — that’s the most important thing,” she noted. “Whenever you go through a merger, the automatic response is, ‘you’re leaving the community; you’re pulling out of the community.’ So regardless of the previous role, putting someone in this role who has a good connection in the community already is the driving factor behind making it successful.”

By All Accounts

It hasn’t rained much on Fridays in recent weeks, and that’s bad — in probably only one respect — because there’s a new policy in place at United’s regional operations facility in the center of West Springfield.

It’s called ‘rainy day Friday pizza,’ which pretty much says it all. If it rains on Friday — actually, even if it’s just cloudy and there’s a decent chance of rain — then Hall orders pizza for the entire building. OK, someone else does the ordering (probably 12 pizzas), and Hall pays the tab.

“This is something they do down in Glastonbury, and we thought it was kind of fun,” she told BusinessWest. “It’s only rained one Friday since we started it, but people really enjoy it. And it’s just one of the ways we’re trying to make sure that people feel valued in our new company and reaffirming to them that their role is still important even through perhaps their supervisor has changed or their job has changed.”

Implementing this new program — she’s also researching how to get a Ding Dong cart to stop by the headquarters building regularly — is clearly the least stressful of the myriad assignments facing Hall in her new role as regional president, and also with those other roles she still carries out.

Chief among them is leading the work to create that new normal she described, adding that this will be a work in progress as two bank cultures and two bank staffs are melded into one.

Hall has considerable experience with this, not only from when United acquired Worcester-based Commonwealth National Bank in 2009 and Enfield-based New England Bancshares in 2012, but also from when Woronoco Savings, which she served as assistant vice president and director of marketing, was acquired by Berkshire Bank a decade ago, a move that ultimately eliminated her job and prompted her to join United.

“I’m spending a lot of time helping people understand some of the things that are happening and why,” she told BusinessWest. “Communication is good at some levels and not so good at other levels, and decisions are made, and people may not understand why, and they instantly jump to the ‘blame the merger’ answer.

“It’s not usually ‘blame the merger,’” she went on, “but rather, ‘let’s look at the process and figure out what the best way is to accomplish what we need to accomplish, and if that means changing a process that we’ve had in place for a long time for the betterment of the organization, let’s have a conversation about it.’”

Creating greater efficiency is the ultimate goal with most of this change, she went on, adding that there have been some staffing reductions designed to eliminate redundancies across the board. And some operations have been moved, such as the loan center, which was relocated from West Springfield to South Windsor, Conn., and others that will be moved to West Springfield from Connecticut.

Beyond her work as change agent, Hall will play a key role in a rebranding initiative that will unfold in September. There will be a new logo and a new identity, she said, and not because of the merger, but because it was simply time for a new look.

“It’s time to give United Bank a facelift, and also position ourselves so that customers understand a little more about who we are, not necessarily here in Springfield, but in other areas,” she explained. “We have to make ourselves known in Connecticut. Because we just acquired New England Bank two years ago, no one really knows who we are; if you’re in one of the branch towns, like Cheshire or Southington, you know who United Bank is, but if you’re in West Hartford, you don’t know who United Bank or Rockville bank are.

“So we’re going to spend some time and money in Connecticut,” she went on, “making sure that everybody knows who United Bank is, what we do, what we offer, and why we’re a good alternative to the big banks.”

The new logo, which has been finalized but not unveiled, will be phased in, starting with the Rockville branches, which must become ‘United,’ by early October, said Hall, adding that there will be other changes, including new products, that are part and parcel of the process of becoming a new bank.

“We’re keeping some products and introducing new products, on both sides, so I’ll certainly have a number of conversations with people in the community and customers about the changes we’re making,” she said in conclusion. “And that’s OK. We need to have an open dialogue; I don’t every want someone to think they can’t walk in here and talk to any member of our staff about something that they’re feeling is not necessarily how they want it to be with their bank.”

Topping the List

As she talked with BusinessWest, Hall was getting ready to head out on a vacation for a few weeks. One of the things she did before leaving was make it clear who was responsible for ordering pizza if it rained on Friday.

That’s because continuing that new policy is one of the many components that go into the process of working through change and building a new bank.

In many respects, that process is just beginning, said Hall, noting while there will now be a number of titles crowding the business cards she’s awaiting, they can perhaps all be summed up with the phrase ‘change agent.’

It’s a role she’s excited about, and for all those reasons mentioned much earlier — from the phone calls being returned to her son getting some new bragging rights.

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

Stronger Together

Greenfield, Northampton Cooperative Banks Agree to Merge

Citing mutually beneficial strengths that will benefit customers, two of the region’s cooperative banks have agreed to merge in a deal expected to be finalized early next year.

Greenfield Co-operative Bank and Northampton Cooperative Bank announced last month that they plan to form a single entity under a consolidation plan that has been approved by the boards of directors of both banks. Both are state-chartered cooperative banks that, when merged, will operate under the name Greenfield Co-operative Bank. The combined banks will boast about $495 million in deposits, more than $60 million in capital, and 95 employees.

“I can’t think of a more logical and mutually beneficial combination of strengths than this partnership. Both banks are well-capitalized, operate under similar charters, and are located in adjacent counties,” said Northampton Co-op Bank President and CEO William Stapleton.

The merger will give customers of both banks access to 10 full-service locations and 11 ATMs located in Hampshire and Franklin counties. Both Stapleton and Michael Tucker, president and CEO of Greenfield Co-operative Bank, cited this expanded access as one of the reasons for the deal, adding that the banks will also benefit from improved economies of scale and more efficient operations. They emphasized that no layoffs or office closings will result from the merger.

“Both of our institutions are very similar in operations and culture,” added Stapleton. “We are small, friendly, customer-oriented institutions, and proud of our long traditions in outstanding community service. Customers of both banks will continue to be served by the same dedicated people they have always known.”

Subject to normal regulatory and closing conditions, the consolidation is expected to become official during the first quarter of 2015.

The Northampton Cooperative name will continue to be used on all current and future offices in Hampshire County, as a division of Greenfield Co-op. All current and future Franklin County offices will continue to operate under the Greenfield Co-operative Bank name, and it will remain a subsidiary of Greenfield Bancorp, MHC, the mutual holding company.

Stapleton will serve as CEO of the holding company and chairman of the combined bank, with Tucker remaining as president of the holding company and president and CEO of the combined bank. The bank and holding company boards will include the members of both bank boards to assure continuity of both institutions.

“As mutual institutions,” Stapleton said, “we can continue to take the long-term view, and we will work together to ensure that this new, local community bank is here for the next century of service to our marketplace.”

In addition to expanded branch and ATM access for customers, Northampton Cooperative customers will have access to new financial services and low-cost Mass Save energy loans through Greenfield Co-op. In addition, Tucker said, a single cooperative bank expands opportunities for commercial lending, such as SBA loans.

“Customers of both banks will continue to have excellent deposit products,” he added, “including free mobile and online banking with free bill pay and free debit-card services.”

Both banks have served their communities for more than 100 years. Northampton Cooperative Bank has four full-service offices, two in Amherst and two in Northampton.

Meanwhile, Greenfield Co-operative Bank boasts six full-service offices: two in Greenfield and one each in Northfield, Sunderland, Shelburne Falls, and Turners Falls, in addition to its Commercial and Financial Services office in Greenfield.

Financing Your Business

Look Beyond Interest Rates and Consider the Global Picture

Gary G. Breton

Obtaining commercial business financing from any financial institution can be complicated. It requires substantial consideration of a variety of factors.

A business lender will, in virtually all instances, propose terms that are necessarily protective of its own best interests, so you, as a business borrower, must be very careful to do the same. Unfortunately, in many instances, business borrowers are lured into their decision to sign on the dotted line solely by attractive interest rates, which have, for the last few years, been historically low.

Basing your decision on this sole criterion can be a dangerous mistake. A number of other global factors should be carefully considered before a commitment letter is signed and delivered, as many of the terms may be negotiable.

First and foremost, of equal importance to financial considerations should be a careful evaluation of the account officer who will be handling your credit facilities. This individual should be someone with whom you are comfortable and share an open and honest mutual respect. He or she must have both the desire and the ability to understand and care about your business. The lines of communication must be strong between you, and if you find that you are not comfortable with him or her during the loan application process, you may want to consider asking for another representative or, if necessary, consider another financial institution.

Another one of the global factors to consider is loan collateral when evaluating loan terms. Whenever possible, it is recommended that business assets, which would include items such as equipment, furniture, fixtures, inventory, accounts receivable, and related business real estate, be utilized before your personal assets.

When discussing any necessary pledging of personal assets as part of a financing package, you should also discuss and negotiate the possibility of marshaling. By having the lender agree to a marshaling provision in your financing terms, you can ensure that business assets, rather than personal assets, will be utilized first, in order to pay any outstanding indebtedness in the event that your business encounters future problems and a liquidation proceeding is necessary.

Marshaling will designate the order of liquidating pledged assets, leaving any personal assets intact as long as possible. Failing to resolve this issue during the loan-application process will allow the lender the ability to elect which assets it will first proceed against at its sole discretion, if and when your business defaults on the loan.

When evaluating business loans, it is also important to consider the covenants required by the lender and set forth within the loan-commitment letter. These covenants, which may be both affirmative and negative, govern specifics of certain actions that you can and cannot do throughout the term of the loan. They may run the gamut from predetermined salary limitations for the company’s principals to prohibitions on future acquisition of capital assets, as well as on additional borrowing from third-party lenders.

Carelessly crafted loan terms can leave you without options in the event that your financial needs change, and without an adequate provision to allow for expansion in the amount or type of credit facilities. Additionally, financial covenants, such as maintaining a minimum net worth or loan balance to fair-market collateral value, which can apply to both equipment or real estate, may effectively provide the lender with a report card for your business.

Such covenants establish financial expectations that must be met on an annual basis as a condition of the loan. Therefore, it is important to include your business accountant in such reviews and negotiations in order to provide reasonable assurance that the covenants can be complied with on a timely basis.

While it is true that an attractive interest rate may initially be very seductive for a business borrower, evaluating an extension of business credit based upon any single standard tends to be dangerous because it provides the potential that the loan may not be advantageous to your business on an overall basis. By focusing on a lower interest rate, you may be overlooking other critical aspects of the loan, which may be far more harmful than an extra ¼ or ½ of a percentage point on the proffered interest rate.

One overriding factor to keep in mind is that, in many instances, a number of the terms and conditions of a loan commitment may be negotiable. No business should enter into a loan commitment with a financial institution without the benefit of its professional advisors, who will work to protect its best interests.

Gary G. Breton, Esq. is a partner with Bacon Wilson, P.C. and a member of its banking and finance department. His major emphasis of practice includes representation of financial lending institutions, as well as both individual and business borrowers. He also represents numerous business clients in startup and ongoing business operations as well as the purchase and sale of businesses; (413) 781-0560; [email protected]

Money Managers

A chart of area financial services and brokerage firms

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Eat and Greet

Meetings & Conventions Sections

A chart of the region’s meeting and convention facilities

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Fine Lines

Architecture Sections

Kuhn Riddle Continues to Build on a Solid Foundation

By KEVIN FLANDERS

John Kuhn, president of Kuhn Riddle Architects

When local architects John Kuhn and Chris Riddle began their first project together in 1978, they never imagined it would lead to a thriving partnership.

In fact, they had no idea where it would take them. But success, they’ve learned, is a lot like architecture — you start off with a foundation and steadily build your way upward.

Kuhn and Riddle made a risky decision back in 1978, quitting their jobs after receiving a $500 commission to complete a sketch for the Northampton Armory. Kuhn admits it wasn’t one of their most calculated moves, but looking back on it almost 40 years later, he realizes their decision built the foundation for what would eventually become Kuhn Riddle Architects (KRA), one of the most successful firms in the area.

“We were working for a firm in Springfield at the time and carpooling together,” recalls Kuhn, president of the Amherst-based firm. “We’d been talking about what it might be like to get work on our own, and then we saw an article about the building being renovated in Northampton. If we’d known better, who knew what would have happened?”

Fast-forward 36 years — past the initial years of uncertainty, past the fire that engulfed one of KRA’s early buildings, past the painstaking process of building not only structures but relationships — and the firm is prospering in a challenging climate. With 16 employees, it isn’t the largest or smallest firm around, which Kuhn believes is conducive for success in projects of varying scales.

“It’s been a spotty market, and we’ve been fortunate to stay fairly busy,” he told BusinessWest. “Being profitable in a competitive industry is a challenge, and you have to work hard to keep work coming through the door. We’re big enough that we can handle larger projects, but small enough where everyone still wears a lot of hats.”

Kuhn estimates that the firm completes between 50 and 100 projects a year, many of them involving major renovation and reuse efforts. This year, KRA designed renovations for the building that formerly housed the First Baptist Church of Amherst — which now serves as non-academic offices for Amherst College — in addition to renovating an Easthampton mill into affordable housing units and redesigning a Springfield building for National Public Radio.

With dozens of old, once-bustling buildings now sitting dark and abandoned, New England towns are perfect for renovation projects that save structures and money. Like many area architectural firms, KRA has mastered the ability to modernize and repurpose old buildings that would otherwise remain blights on their communities and eventually be torn down.

“Redevelopment and adaptive reuse of buildings brings a lot of work for us,” said Kuhn, who remembers being excited about architecture ever since he took a mechanical drawing class back in high school. “Oftentimes, a building will be renovated for a completely different use. The Amherst College project is a good example; it was once a church and is now used for office space.”

For this issue and its focus on architecture, BusinessWest goes behind the scenes at KRA to see how it takes concepts off the drawing board, or the computer screen, as the case may be, and makes them reality.

Growth — by Design

The building in which Kuhn and his staff work each day is also a testament to the power of redevelopment. The Amherst Cinema Building at 28 Amity St., which houses the KRA offices, Amherst Cinema, Arise Pub and Pizzeria, GoBerry Frozen Yogurt, and HB Financial, among other businesses, has become a major recreational and commercial hub in downtown Amherst. But it wasn’t always that way — many residents recall the building’s former distress before KRA completely overhauled it in 2006.

“The building was an empty black hole, a dead zone in the middle of town,” said Kuhn, who described the 28 Amity St. renovation as the most personally rewarding project in his career. “We were able to renovate it into a mixed-use building that everyone can enjoy. It was rewarding for us to transform a building that served no purpose into a vital part of the town center.”

The renovated Amherst Cinema Building is now one of the highlights of downtown Amherst and home to KRA’s offices.

For local business and civic leaders, the project was not only a restoration, but a reclamation. Don Courtemanche, executive director of the Amherst Area Chamber of Commerce, described the work Kuhn and his staff put into the building as a major revitalization effort for the town and region.

“The building had fallen on hard times and was in desperate need of reinvention,” said Courtemanche. “Now it’s one of the most active parcels of real estate in downtown Amherst thanks to John’s design and vision for what it could look like. He took the project on full speed ahead, and the building has become a mixed-use, vibrant powerhouse of downtown activity.”

The project also emphasized Kuhn’s belief in the importance of strengthening cities and towns at their cores by renovating and redeveloping in downtown sections, as opposed to taking on multiple projects calling for new construction at the fringes of towns that offer few geographical benefits.

‘If it’s old and broken, fix it up’ would be a fitting summary of KRA’s stance on redevelopment — and at 28 Amity St., arguably the new heart of downtown Amherst, the benefits and opportunities are endless, even after normal business hours.

“The building doesn’t go dark at five o’clock like a lot of downtown buildings. With the cinema and the shops, it’s alive even on weeknights and weekends,” Courtemanche added.

Yet another advantage for Kuhn to renovating the building that would house his firm’s offices was the ability to include details to enable his employees to maximize their production each day. With spacious rooms and high ceilings comprised of the original beams and trusses, the building has a historical yet modern air, far removed from the standard office environment.

“It was a great opportunity for us to design our office and create new workspace,” Kuhn said.

Building Solid Relationships

A successful career can often distance business leaders from their early adversities, but Kuhn still remembers the struggles he and Riddle endured, the ones they had to persist through in order to build their firm into its current incarnation. Their first few projects were completed out of a cramped, rented space in 1978.

“That’s how we got started,” said Kuhn, “in someone else’s office” — until they partnered with Bill Gillen and began to establish an identity in the community. In November 1989, a fire totaled their office and forced the staff to move to another building. On several occasions thereafter, business threatened to dry up, but through it all Kuhn and Riddle stuck together and used their struggles as learning tools.

“We always had a solid relationship, both professional and personal,” Kuhn said of Riddle, who is now retired. “We were different, we worked well together, and I don’t think we ever said an angry word to each other in all of those years.”

This rendering shows an interior view of the renovated Fuller Block in downtown Springfield, which will house National Public Radio.

One of the most important lessons Kuhn and Riddle learned during their challenging years was the value of building lasting relationships. Recently, KRA has completed several projects for Yankee Candle, a relationship that has strengthened with each new endeavor. Local high schools and universities are also a wellspring for annual construction opportunities, as they are constantly expanding and evolving to better serve their student populations.

“For us, it’s more about looking for clients rather than projects,” said Kuhn, whose portfolio also includes the $22 million expansion and renovation of Amherst Regional High School and extensive work at River’s Landing Complex in Springfield. “We like to establish long-term relationships with companies and institutions. A primary source of work for us has been repeat customers.”

It’s always difficult to predict the future when it comes to the construction industry, but Kuhn anticipates housing will dominate KRA’s focus over the next five years. In a bustling college town like Amherst where apartment units don’t go vacant for very long, student housing is always a hot topic, but it’s become even more of a focal point in an economy that has seen student costs soar. There will also be an increased need, Kuhn believes, for affordable-housing opportunities for families living in and around Amherst.

“Housing of various types will continue to be a challenge, especially student housing and affordable housing,” said Kuhn, whose firm is also working on a project at Springfield’s American International College, as well as a renovation to the Common School in Amherst. “Housing for retirees is also a huge, untapped market.”

Following the recent completion of a successful affordable-housing project in what has been a busy 2014 for KRA, the firm is eagerly anticipating the opening of 43 units at Olympia Oaks in town. The conversion of abandoned mills, warehouses, churches, and other defunct buildings into affordable-housing units and senior-living facilities has become a popular construction approach over the past 10 years, one that KRA and other firms have taken advantage of with their expertise in adaptive reuse.

“It’s nice to be as flexible as we are in the marketplace,” Kuhn said. “We can handle a range of different projects.”

Drawing on Experience

No matter how big or small the project, Kuhn and his staff are ready to tackle it, not simply with the goal of renovating or constructing buildings, but continuing to transform promising real estate into vital assets for area communities.

In a nutshell, this is what the company has built on that foundation that Kuhn and Riddle laid all those years ago — and continue to build today.

Urban Renewal

Architecture Sections

Jablonski DeVriese Architects Strives to Preserve the Past

Steve Jablonski, left, and Brian DeVriese say the Northeast offers a rich lode of opportunity in preservation and renovation work.

Their business cards read ‘preserve, adapt, renew.’ That’s the philosophy Stephen Jablonski and Brian DeVriese bring to each of their architectural projects — whenever possible, anyway.

Take, for example, the Clifford A. Phaneuf Environmental Center at Forest Park, which has housed the Environmental Center for Our Schools (ECOS) program — utilized by thousands of Springfield public-school students and teachers annually — since 1970.

The structure was built in the 1930s as a warming house for ice skaters, Jablonski said. “It was built by the Springfield DPW, right after the Depression, but it’s basically sat there for 70, 80 years without any renovation whatsoever.”

Hence the $2.5 million expansion and renovation expected to go out to bid to contractors soon. The plan is to update the building and bring it up to safety codes; provide space for revenue-generating activities during after-school hours, weekends, and the summer months; and incorporate ‘green’ technologies such as a hydro-geothermal HVAC system; cutting-edge insulation; and energy-efficient windows, all of which will contribute to the project’s LEED Silver rating.

“It’s a fairly major expansion and renovation,” Jablonski said before detailing how the design reflects all three elements of Jabonski DeVriese Architects.

“We’re preserving it, maintaining its character; we had to submit documentation to the Mass. Historical Commission,” he explained. “We’re adapting it because it wasn’t originally designed as an educational facility. And we’re renewing it by adding on and preparing for the future.”

Nearby, however, another project at Forest Park does none of those things. The firm has designed a new storage facility for the Bright Nights displays, which Spirit of Springfield had been keeping in a ramshackle horse barn.

“Preserve, adapt, renew isn’t practical in this case because all the posts are rotted, and there aren’t any character elements to this horse barn,” Jablonski said, although the new structure will include classrooms for a skills-training center for the manufacturing and contstruction trades, part of a federally funded workforce-training program that will involve local unions, Springfield Technical Community College, Roger L. Putnam Vocational Technical Academy, and the Regional Employment Board of Hampden County.

So, yes, there is some ‘adapting’ going on.

“It’s kind of a niche market that’s prevalent in Western Mass., and in the Northeast in general — historical-preservation projects, adapting, preserving, renewing,” Jablonski told BusinessWest. When he and DeVriese merged their solo practices in 2011, “we figured, well, everyone seems to have a specialty. We were trained to do anything. But people want to know if you have a specialty now.”

Simply put, he said, “we preserve old buildings. It’s something that’s really starting to grab hold in society. Preservation is good. People are moving back to urban areas. Mid-size cities that have architectural character, like Springfield, are on their way up, no matter what people say about the city. I live in Springfield, I was born here, and I’m a big fan of Springfield. That’s not to say that problems don’t exist, but it’s on its way up. ”

When some people see a neglected building, DeVriese added, their first instinct is to knock it down, but he and and his partner see potential — not just to maintain and enhance the strucutre’s architectural heritage, but to improve its environmental impact. “After all,” he said, quoting noted architect Carl Elefante, “the greenest building is the one already standing.”

For this issue’s focus on architecture, Jablonski and DeVriese talked with BusinessWest about some specific ways in which they’ve preserved some of the region’s heritage by putting their names to some truly unique projects.

Together Again

Jablonski had been working as a sole practitioner in Springfield since 1995, and DeVriese had managed a solo practice in Shelburne Falls since 1997, when they began collaborating on projects, notably the design of the Museum of Springfield History at the Quadrangle — a classic adaptive-reuse project, since it’s housed in a former Verizon office building.

“Steve approached me about helping with the Springfield Museums project, and that was a significant project for both of us,” said DeVriese. “We started doing more and more together over the years, and in 2011 we incorporated as partners. We were very, very busy at the time.”

For example, the museum project led to Springfield College hiring the firm for its complete renovation of Judd Gymnasia, renamed the Stitzer YMCA Center. For that design, Jablonski DeVries received the Paul E. Tsongas Award from Preservation Massachusetts, as well as the Springfield Preservation Trust Award for restoration and stewardship.

“For me, there was a lot more activity in this area than in Franklin County, an opportunity to work on larger projects with a longer duration,” DeVriese said. “I like Steve, and he’s great to work with.”

As for Jablonski, he said he’d occasionally been frustrated by a reluctance by state and municipal officials to award large contracts to solo architects — and he wanted an occasional day off. “For me, taking on a partner made a lot of sense, just having the ability to take a vacation and share the burden of production.

“To be honest, a lot of people advised me not to do it,” he continued. “To them, it was counterintuitive: ‘you started it, you should keep it to yourself and benefit from it.’ What they don’t realize is keeping it to yourself is not strategic; sure, you can keep it to yourself, and not get bigger projects, or run yourself into the ground because you can’t take vacations. You can have it all to yourself, but life isn’t as good.”

The pair made headlines soon after their merger when Springfield College — a long-time Jablonski client — tapped the firm to work with Erland Construction of East Windsor, Conn. to repair three residence halls hard hit by the June 2011 tornado.

The pair went through every room in every dorm and itemized all the damage to help the contractor develop a repair estimate. Once they decided the structures were salvageable, the architects and contractors had a significant challenge: to complete the work in 10 weeks, in time to house returning students.

A rendering of the new Clifford A. Phaneuf Environental Center at Forest Park, which houses an environmental-education program for Springfield students but hasn’t been renovated in more than 70 years.

The goal was not just to repair, however, but to improve the dorms where possible. After seeing several architectural renderings, in addition to replacing windows and doors torn apart by the twister, the college decided to replace the original building exteriors with higher-quality, better-insulated panels than what had existed before.

Ten weeks and $5 million after the twister ripped through, little evidence remained of anything other than a summer remodeling job. That project earned a Rebuilding Project of the Year Award in 2012 from the New England chapter of the Construction Management Assoc. of America, which selected the effort from all renovation and modernization projects under $10 million.

College Try

Architectural design for college campuses is nothing new for the firm. “We’re identified really strongly with three or four sectors,” Jablonski explained, including higher education; municipal and government work, which includes schools, libraries, park buildings, and museums; and historical buildings of all kinds, which can cut across many sectors.

“It’s been harder than Brian and I ever thought to break into new markets,” he said, “but we both decided that we can’t put all our eggs in one basket — like the city of Springfield — especially when we have an economic downturn.”

That said, “I’d say about 90% of our clients are repeat customers,” he noted, citing Springfield College and the city of Springfield as two of the most long-standing, going back 20 years. “That says we have to be doing something right. It’s not just what drawings you do; it’s showing up on time and having some flexibility, because there’s always an issue, always some problem, so you have to be flexible. When we get repeat customers, we’re pretty sure we’re doing something right, or they’d go somewhere else. There’s definitely competition in the Valley.”

Jablonski said the firm is willing to do residential restoration, although they don’t actively market in that arena, but there isn’t enough of such work to make a living doing it exclusively. Still, “when someone approaches us, obviously we do it. We recently got a really nice, very large total rehab in Longmeadow.”

And they don’t limit themselves to high-profile jobs, recently taking on, for example, several dentistry offices and small projects for the city of Northampton, as well as preparing to tackle a cold-storage warehouse with a commercial kitchen on Warehouse Road in Springfield for the city’s school system, which recently expanded its free-lunch program to all students.

“I enjoy working with municipalities professionally and appreciate the quality of people involved in local government,” said DeVriese, who has been a selectman in Heath for 15 years. “I’ve done a lot of work with small towns over the years, so it’s nice to know they can come to us to get their problem solved.”

Meanwhile, the Springfield Museums project caught the attention of the Coast Guard Academy in New London, Conn., which tapped Jablonski DeVriese to design an addition to its athletic hall of fame.

“It’s not the first time someone called us up because they’d seen our work, but it is a good example of how we must be doing something right,” Jablonski told BusinessWest. “There is a lot of complexity in this business, and it’s nice to get some confirmation from someone looking at something and saying, ‘ooh, that’s nice.’”

Building for the Future

Things are looking equally good at the Springfield offices of Jablonski DeVriese, where the partners are growing a promising future.

For one thing, they’ve hired two junior architects. Nirati Shukla, who earned a bachelor’s degree from the Center for Environmental Planning & Technology in Gujarat, India, and a master’s from the New Jersey Institute of Technology, is certified as LEED AP and specializes in sustainable design. Marcel Alvarez immigrated from Ecuador and is currently a U.S. citizen. He is a graduate of Holyoke Community College and the architecture program at UMass Amherst.

And, as both Jablonski and DeVriese repeatedly stressed, there’s no shortage of opportunities to turn inadequate or neglected buildings into something that will reflect the future while respecting the past.

“Smart people are finally putting two and two together,” Jablonski said. “Instead of a continuous cycle of building new, let’s preserve it, adapt it, renew it.”

Joseph Bednar can be reached at [email protected]

The Original Inbox

Sales and Marketing Sections

Today’s Direct Mail Offers Great Opportunities

Tina Stevens

I often write about digital marketing technologies, but it is a great time for your business to take a fresh look at the direct-mail marketing channel.

I often hear people dismiss mail as ‘old school,’ and many seem to consider it ineffective. Two points on that. First, have you noticed how little mail you now receive in your mailbox? You may interpret that to mean ‘everyone knows mail doesn’t work.’ But research shows that mail does work when used intelligently as a component of your marketing plan. And that uncluttered mailbox means there is a bigger chance that your mail piece will be noticed.

Second, data shows that direct mail generates a higher response rate than e-mail. Consider how many promotional e-mails you receive versus direct mail in a given day. That large volume of e-mail makes it difficult for e-mail to penetrate your attention and grab your interest. Once that e-mail scrolls by, it is pretty much gone forever in terms of the recipient. The response rate for direct mail is 4.4% compared to 0.12% for e-mail, according to data from the DMO Council.

Direct Mail Is Effective

Direct mail is the original big data channel. Direct mail is where marketers began to segment, customize, target, and measure the results of their actions when sending catalogs, magazines, postcards, etc.

We have been refining, improving, and utilizing these processes for a long time. Today’s software programs have added even more power to data management and manipulation. The amount of data that is available for direct mail is extensive, and it is very accurate, especially when compared with some of the consumer data gathered online.

Your house list of customers, prospects, and contacts is your big data. You should be carefully growing and managing your house lists; they are a valuable component of your marketing efforts. When using direct mail, you can analyze and segment your internal lists based on the data you have collected about customer preferences and purchases. You can use your software to clean up your lists by removing duplications and identifying addresses that need to be completed.

You can also have your list run through a National Change of Address update for further accuracy. For small and local businesses that have a very targeted audience, direct mail can be highly effective when used with your house list.

Purchased mailing lists are also a viable option when using direct mail for prospecting. They let you reach out to potential customers that are located in the vicinity of your retail location and share similar characteristics with your customer base. Working with a mail house or list company, you can use a data-profiling program to review your customers and then create a model for your best prospects. Most consumers have many e-mail addresses while they have just one mailing address, which helps make direct mail more efficient for prospecting.

People Like Direct Mail

We continue to hear that we need to deliver the right message to the right person at the right time. Just as important, we need to deliver that message in the recipients’ preferred media.

A study by Epsilon noted that consumers trust some marketing channels more than others. You may be surprised that it also found that 50% of U.S. consumers prefer direct mail to e-mail. This preference also includes 18-24 year olds, so you should not assume that a younger audience will ignore your direct mail.

Meanwhile, according to the U.S. Postal Service, 98% of people retrieve their mail daily, and 77% of people sort it immediately. That means there is an excellent chance that your recipient will at least touch and see your mailing. It is up to you to ensure that your mailing is timely and relevant to the recipient so that you capitalize on this valuable opportunity.

Integrating Direct Mail into the Mix

Using direct mail alone can be successful for your retail business when utilizing your house lists and quality prospecting lists. It can be more effective when combined with other marketing activities to enhance and strengthen the results of your marketing efforts.

Direct mail can be used in conjunction with e-mail to improve performance, heighten engagement, and provide new creative opportunities. When well-combined, they can provide a 10% to 30% uplift in conversion, according to Epsilon. You can also link print with other online actions to increase response. Your direct mail can include a PURL (personalized URL) or a QR (quick response) code to easily send the mail recipient to an online message that reinforces the print message.

In addition, you can also utilize variable data technology to provide customized messages and unique PURLs or QR codes for a totally customized experience. These PURLs and QR codes are very trackable so you can measure and test the response to your mailing. Consider creating a first impression with direct mail, reinforcing it with e-mail, and using your website to expand on it and encourage response.

Tina Stevens is president of Stevens 470, a full-service marketing, advertising, and design firm in Westfield; (413) 568-2660; [email protected]

Beyond the Brochure

Sales and Marketing Sections

Six-Point Creative Works Is Doggedly Determined to Help Clients Grow

Meghan Lynch, president and CEO of Six-Point Creative Works, and her colleague, Dexter

If there was ever a time when effective marketing meant a snazzy brochure and not much else, Meghan Lynch said, that time is long past.

“You can create a brochure, but if it’s created in a vacuum, it’ll be used in a vacuum,” said Lynch, president and CEO of Six-Point Creative Works, a seven-year-old advertising, branding, and marketing firm in Springfield that goes well beyond that simple description. “You want to make sure you’re giving people the tools that will serve them well in the field.”

Elaborating, she noted that “lots of companies tend to think of marketing in terms of the physical item that is produced, or a website. But the jobs that really excite us, and I think the jobs where we bring the most value, are open-ended questions like, ‘we are trying to enter a market we’ve never been in before; how do we tap into that?’ or ‘how do we make sure this product launch is successful?’ or ‘we’re going through a merger; how do we make sure we don’t lose the value of our brand while getting new value from this new business?’

“Very rarely is the answer to those questions a brochure,” Lynch went on. “It’s usually a complex strategy and a lot of different messages hitting at different times and in various ways.”

And that means becoming a true partner with its client businesses.

“I think we work really well with clients who either don’t have their own marketing department, or might have one or two people in marketing, but don’t have a full, large department, and feel like they need some creative support,” she explained. “For companies with no real marketer or just a small, limited marketing department, we can almost serve as their marketing department.”

Moreover, she added, “we like to think of ourselves as part of the company, which means we can get into aspects of their business that aren’t usually our business. We’ve helped industrial companies spec and source products; we will help companies design products, get into their product development, how does something feel in your hand, how is it packaged on the shelf? Companies trust us to collaborate with us on all aspects of the organization.”

That’s pretty serious business for a firm whose mascot is a cute, exuberant cartoon dog, and an office where every day is take your dog to work day; while she spoke with BusinessWest, Lynch occasionally petted her brown mixed breed, Dexter, who had curled up on a chair next to her. Nearby, another employee’s dog, a black Swiss mountain mix named Quincy, wandered about, occasionally sniffing at the visitor.

“We found that having dogs as part of the work environment is really a positive thing,” Lynch said. “If somebody’s having a stressful day or dealing with some stuff at home, they might just need to hug a dog or need somebody to show them some attention; it’s definitely a good balancer.

“And if you start to get too caught in your own head, a dog will do something funny and pull you out of it,” she added. “It reminds you that life is short. Marketing, while certainly important, is not the Baystate ER. It helps you keep things in perspective, keep that work-life balance I also think is so important in having a happy, productive team.”

For this issue’s focus on sales and marketing, we visit an agency that has gone to the dogs in all the right ways while helping its clients reach the audience they need to succeed and grow.

Shedding Expectations

Speaking of going to the dogs, the economy was about to do just that when Lynch joined co-founders David Wicks, chief creative officer, and Marsha Montori, chief creative strategist, in launching Six-Point in 2007.

“We felt like, if we can make it when things are bad and companies aren’t spending money, then when things turn around, we should be OK,” Lynch said. “Even though it was a risk to start a business, it was something we felt so strongly about, and something we were so excited about, that it didn’t seem like a risk to us; it felt natural.”

All three founders came from both strategic and creative marketing backgrounds, “and we wanted to have an agency that was a perfect balance between strategy and creative, instead of prioritizing one over the other, because they really go hand in hand,” she explained. “We had a few loyal clients in the beginning — most of whom are still with us — and we really grew from there.”

Meghan Lynch says Six-Point’s cartoon canine mascot reflects the loyalty, exuberance, and energy the company wants to bring to its clients.

In fact, Six-Point soon outgrew its original space on Bridge Street in downtown Springfield and relocated to larger quarters nearby, with a Hampden Street storefront. Lynch said it has always been important to have a Springfield address and identify with a city the partners believe is on the rise. “We’ve had a really good experience down here, and I we have a good neighborhood that provides a good working environment for our employees, even though much of our business comes from outside the area.”

The six points in the company name are based on six basic stages of creating a strategy for clients: rapid ramp-up and coming to basic decisions about goals and strategy; creation of a detailed communications action plan; creative development and turning goals into effective concepts; execution of the plan; tracking return on investment; and future evolution of brand strategy.

Most of Six-Point’s clients are nonprofits, consumer brands, and industrial or business-to-business companies.

“Once in a while, the discussion comes up, ‘do you specialize in a certain market?’ I think sometimes there’s a certain power in that, but with the team we have in place, our clients really benefit from the fact that we work in a number of markets,” Lynch said.

“If you only do nonprofit work, or only do industrial work, or only do consumer work, you can get tunnel vision and don’t become an asset to clients,” she went on. “They’re already in that industry; they already have that expertise. They’re counting on us to bring that outside perspective … we get people to think outside of their day-to-day environments. We’re not caught up in their jargon or other things unique to their market.”

For example, “consumer marketing tends to be on the cutting edge, pushing the envelope, and we bring some of that mentality to industrial companies, bring some of that emotional branding, which can be really powerful and not usually seen in those industries,” she explained.

“A lot of those clients want to talk about features and benefits, and sometimes forget that, at the end of the day, the decision to do business with a company is an emotional one. It’s about trust, and not always a logical argument, but a gut feeling — ‘I like that company; they look like they have their act together. I want to do business with them.’ We work hard to create those emotional connections, regardless of industry.”

Paws and Effect

When it all clicks, Lynch said, it’s a gratifying feeling.

“Whether it’s renaming a company or creating a new logo or doing a product launch,” she went on, “when you see the client start to feel that energy, we know we’re hitting it right, and we don’t have to convince them of it.”

Six-Point’s recent work with Hot Table, a small but growing chain of panini restaurants, is a good example. The firm designed the eatery’s new logo — a simple, stylized sandwich with the signature grill marks of a panini press — in addition to other branding and marketing services.

“That was really fun because [owner John DeVoie] came in with a big vision,” she told BusinessWest. “He has the bones of greatness in his company, and a very clear vision about what he wants Hot Table to mean; he wants to make it synonymous with panini.

“It’s really fun to work with somebody who comes in with energy and a big vision and just trusts you to execute it with him,” she added. “I showed him a lot of logos, and when he saw the grill marks we created, he said, ‘that’s it.’ He sees the potential that has as a brand mark. He got excited, we took his vision seriously, and we also see his potential.”

But marketing isn’t only an outreach to potential customers, Lynch stressed; it’s also a process of buy-in from employees of the client company.

“One thing a lot of companies are realizing is that they have an internal audience as well, and in order to create a successful brand, you need your employees to be on board as well,” she said. “Brand launches and product launches that aren’t internally launched properly do not do as well as those where everyone internally is on the same page, speaking the same message, excited about what’s happening.”

Take Bay Path College, another long-time Six-Point client, which recently became Bay Path University.

“They’re an example of a well-kept secret that’s starting to get out,” Lynch said, adding that university President Carol Leary has long had a clear vision for what becoming a university would bring to the table. “There’s a lot going on there, and not everyone grasps the good work they’re doing.”

So Six-Point created an internal video shown at a recent convocation of professors.

“We interviewed students on what they felt like as freshmen and what they feel like as seniors and the changes these women have undergone; some started out as shy and unsure and are now successful, confident women,” Lynch said. “I left the interviews thinking, ‘I need to keep track of these women; I might want to hire them.’ They were changed, and the stories they told were amazing.”

The video was powerful, and an effective marketing piece in its own right, even though it would never be seen outside the campus community, because it inspires people to be ambassadors for their own organization, and empowers them to better articulate the importance of what they do.

“It hones the power of the brand and storytelling to make people feel good about the work they do every day. They get a strong sense of why they show up for work every day,” Lynch said. “Sometimes it takes somebody from outside to remind you, ‘holy cow, we’re amazing.’ When you get into the day-to-day, you can lose that excitement.”

Telling Tails

Lynch enjoys the “rush” of hitting the sweet spot in a marketing campaign or branding effort, and credited her staff with those successes.

“We have a group of very like-minded, curious, creative, and really brilliant people,” she said, noting that only about half the agency comes from an advertising-agency background; everyone else comes from other industries. “Even though we all have marketing in common, we’re not lifetime agency people. And the whole team shares that sense of excitement when we hit it right. I don’t feel like I have to rally the team; we do that for each other. It’s just a really, really nice environment to work in.”

A literature major in college, Lynch said she considers herself more analytical than creative, but added that Six-Point has several people in each category. “What we have in common are a love of good work and a love of problem solving. We bring our different skills, and there’s room for both here, which I really appreciate. There’s not a sense that the creative types, the artists, get special recognition. All are important for who they are and what they bring to the client.”

The idea, she said, is to come up with concepts that fit the client’s needs, not the personal taste of the team. “There’s no ego here, which makes me happy. I feel like we truly foster collaboration and appreciation of the good idea and the right solution over my point of view or my creative preference.”

It makes for an energetic, upbeat environment that any dog — real or cartoon — would appreciate.

“Our mascot reminds us not to take ourselves too seriously,” Lynch said. “We try to embody that loyalty and exuberance a dog brings to everything; he’s always excited to see you, always brings energy to whatever he’s doing. Every time he sees a tennis ball, it’s like the first time. We want to bring that to the client, that sense of refreshment and enthusiasm. That’s often what people count on us for.”

Joseph Bednar can be reached at [email protected]

Community Foundation Awards Team Jessica $25,000

BELCHERTOWN — Team Jessica Inc. has been awarded a $25,000 grant from the Credit Data Services Inc. Fund and the Edwin P. and Wilbur O. Lepper Fund at the Community Foundation of Western Massachusetts.

Team Jessica will use these funds to support the building of Jessica’s Boundless Playground (JBP), an effort that has been ongoing for the past four years. JBP will be the only 100% all-inclusive playground in the area. It is designed to be a multi-generational activity structure that engages people of all ages and abilities. JBP will also allow wounded veterans in long-term rehab to experience the healing power and simple joy of playing with their own children.

The playground equipment and poured-in-place rubber surfacing will cost approximately $405,000. Team Jessica has hosted several fund-raising events over the past four years, and the effort has raised more than $300,000, including three Community Preservation Act grants from the town of Belchertown totaling $140,000, and a $40,000 grant from the Beveridge Family Foundation. This $25,000 Community Foundation grant will bring the fund-raising total to $325,000.

“We’re in the last phase of fund-raising, working very hard every day,” said Vicky Martins Auffrey, Team Jessica president and mother of the playground’s namesake. “We plan to order the equipment on Aug. 1 and start the community build Sept. 13. Being awarded this grant is such an honor and makes all our plans closer to reality.”

Added Patti Thornton, Team Jessica’s grant writer, “these final weeks before ordering the playground equipment are crucial in regard to fund-raising. We are waiting to hear back from a few key players, so getting the letter from the Community Foundation was something we needed. It is helping us keep the momentum into the home stretch.”

To learn more, visit www.teamjessicaonline.com, www.facebook.com/teamjessicainc, or www.twitter.com/teamjessicainc.

Wheeling for Healing Bike Ride to Raise Funds for Cancer Services

GREENFIELD — Registration is now open for Baystate Franklin Medical Center’s seventh annual Wheeling for Healing bike ride benefit on Sunday, Aug. 24, starting and ending at the White Eagle Polish Picnic Ground, 249 Plain Road, in Greenfield. Proceeds will raise funds for BFMC’s cancer programs and services.

The $40 registration fee ($20 for children 12 and under) includes the ride, exhibits, a barbeque lunch, and live music by the Renegades following the ride. Individuals who don’t wish to ride but would like to join the fun can attend the barbeque only ($25). Health New England is the presenting sponsor for the event.

Last year, proceeds from Wheeling for Healing were used to purchase new infusion chairs for patients undergoing chemotherapy at Baystate Franklin. “Patients often spend a whole day with us — sometimes several days in a row — and many are coping with significant discomfort. Making sure that they have comfortable seating is critical,” said Naomi Bolognani, manager of BFMC’s Oncology Department. “Our patients know, first-hand, what would help increase their comfort while in our unit, so we invited them to share their opinions on the chairs’ features, including the color of the upholstery.”

Bolognani further explained that the department was able to offer financial assistance to patients, covering some expenses — such as wigs and some medications — that were not covered by the patients’ health insurance. The department also used Wheeling for Healing funds to purchase a new waiting-room TV with a special CARE channel, so patients can enjoy calming views of scenes from nature, accompanied by soft, soothing music.

Chairing this year’s Wheeling for Healing steering committee for the second year is Susan Eckstrom, who joined the committee in 2012. “I am honored to be serving as the chair of a very devoted and hard-working steering committee. We all need a team helping us cope with a diagnosis of cancer,” she said.

Added Kelli Barry, philanthropy officer at Baystate Franklin and a member of the Wheeling for Healing committee, “we are encouraging participants to collect pledges to help raise additional funds for cancer programs and services at Baystate Franklin. Virtually no one today is untouched by cancer. We all know family members, friends, or colleagues who have battled this disease, and this is a chance to raise funds to honor or remember someone special to you. Better yet, consider putting a team together to raise more donations for someone who is special to all of you.”

Participants can go online, design their own web pages, complete with photographs, and send out e-mails to solicit additional pledges. Anyone who raises $100 or more in pledges will receive a commemorative sports (wicking) T-shirt. “It can be fun and very rewarding, knowing that every pledge you receive supports Baystate Franklin’s Oncology Department,” Eckstrom said.

The event features four different courses for participants — a family-friendly, three-mile flat ride; a 10-mile route featuring the Greenfield bike trail; a moderate, 25-mile ride through Bernardston, Gill, and the Turners Falls and Greenfield bike trails; and a challenging, 50-mile route that goes up into the hills of Warwick and Wendell. This event is not a race, and participants are encouraged to sign up for a course that matches their level of ability.

For more information or to register for or sponsor Wheeling for Healing, visit baystatehealth.org/wheelingforhealing, or call the Baystate Health Foundation at (413) 794-4288.

Market Mentors Relocates, Doubles Space

WEST SPRINGFIELD — Market Mentors, LLC, a full-service marketing, advertising, and public-relations firm, announced the grand opening of its new office located at 30 Capital Dr. in West Springfield.

The grand opening of the new Market Mentors office comes on the heels of the company’s 10th-anniversary celebration last summer. Clients of the firm represent a broad range of industries, including banking, financial planning, healthcare, higher education, insurance, law, political, nonprofit, retail, as well as manufacturing and industrial — many of which contributed to the design of the new office space, said company President Michelle Abdow.

She added that environmentally friendly business practices are becoming more than just an initiative, and the ‘green’ movement has created an entirely new set of industry standards that were included in the construction. “Working with our clients to build our new space was a natural extension of our professional relationship,” Abdow said. “For example, our new offices feature high-efficiency and energy-saving lighting from Hampden Zimmerman and appliances including high-speed, energy-efficient XLERATOR hand dryers from Excel Dryer.”

David Reynolds Joins United Northeast Financial Advisors

GLASTONBURY, Conn. — William Crawford IV, CEO of United Bank and United Financial Bancorp Inc., announced that David Reynolds Jr. recently joined United Northeast Financial Advisors, a division of United Bank.

United Northeast Financial Advisors, located at United Bank and Rockville Bank, provides customized investment solutions to customers. As United’s newest financial advisor, Reynolds will be responsible for covering the bank’s branches in Suffield, Agawam, Feeding Hills, and Windsor Locks. He is based at Rockville Bank’s Suffield branch located at 275 Mountain Road. He has been hired as assistant vice president in addition to being a financial advisor.

Reynolds comes to United Bank with more than 20 years of experience in investment and securities-related organizations, including expertise in investment-product and brokerage-industry knowledge and defined contribution, pension, and investment-product sales experience. Most recently, he was regional sales director for American United Life Insurance Co. in Glastonbury from 2007 to 2014, where he was responsible for half of the company’s New England territory, earning recognition for top-10 sales performance.

From 2000 to 2007, Reynolds was regional vice president for Wachovia Bank/Evergreen Investments in Hartford and vice president and principal of USI Consulting Group in Glastonbury, an employee-benefit consulting firm, for 11 years. His extensive career in financial services also includes his role as vice president of Finance and treasurer for North American Holding Corp., a diversified financial-services firm.

“Having someone of David’s caliber and industry knowledge join United Northeast Financial Advisors provided us another great opportunity to add the best talent to our already strong, full-service team at United,” said Crawford. “United Bank and our customers in Connecticut and Massachusetts will significantly benefit from David’s two decades of experience in providing sound financial guidance and the kind of exceptional service our team of bankers and financial advisors have the reputation for delivering.”

Cooley Dickinson Welcomes Thoracic Surgeon Dr. Neal Chuang

NORTHAMPTON — Dr. Neal Chuang, thoracic surgeon, has joined Cooley Dickinson Hospital’s medical staff. As a surgeon who performs operations on the lungs, esophagus, and other organs in the chest, Chuang specializes in lung cancer, esophageal cancer, and minimally invasive thoracic surgeries. He is board-certified in general surgery and thoracic surgery.

Chuang earned his medical degree from the New York University School of Medicine, where he also completed NYUSM’s surgery-residency program, research fellowship, and cardiothoracic-surgery fellowship. In addition, he completed a minimally invasive thoracic-surgery fellowship at Mount Sinai School of Medicine. For more information or to schedule an appointment, call (413) 748-9628.

WNEU Small Business Legal Clinic Accepting Applications

By BusinessWest Staff July 11, 2014

SPRINGFIELD — The Western New England University Small Business Legal Clinic is now accepting applications from entrepreneurs and small-business owners seeking legal assistance for the fall 2014 semester.

Under faculty supervision, law students assist clients with legal issues including choice of entity, employment policies, contract drafting, regulatory compliance, and intellectual-property issues relating to trademark and copyright. This is a free service available to local businesses that would not otherwise have the resources to obtain these types of services. The Small Business Clinic at Western New England University School of Law has assisted more than 250 small businesses.

“The clinic is a great resource for entrepreneurs who lack the finances to retain an attorney,” said Assistant Clinical Professor of Law Robert Statchen. “By using the clinic’s services, businesses can avoid problems by getting legal issues addressed early and correctly. It also provides students with a great opportunity to get real-world experience.”

The Small Business Legal Clinic asks small business owners to submit their applications by Aug. 1. Applications received after that date will be considered if additional resources are available. Students will begin providing services in September. For more information, call the Legal Clinic at (413) 782-1469 or e-mail [email protected].

The Western New England University Small Business Legal Clinic was established to provide law students with an opportunity to provide practical consultation to entrepreneurs starting new and building existing small businesses in the community. The initiative strengthens alliances within the community by using the resources of the university to foster new-business development. For more information, visit www1.wne.edu/cie.

Berkshire Bank Selected a Winner in 35th Annual Telly Awards

By BusinessWest Staff July 11, 2014

PITTSFIELD — Berkshire Bank was named a Bronze winner in the 35th annual Telly Awards for its piece titled “Life Is Exciting. Let Us Help.” This is the third time Berkshire Bank has received the Telly Award distinction.

The winning spots were 30- and 60-second animated commercials developed by Berkshire Bank, featuring Berkshire Bank’s spokesperson, nine-time national champion, and Hall of Fame basketball coach Geno Auriemma, as the voiceover, and focusing on finding consumers exciting moments. The spot was broadcast throughout New England and New York in support of Berkshire Bank’s “Life Is Exciting” campaign.

The Telly Awards, founded in 1979, are the premier award honoring outstanding local, regional, and cable TV commercials and programs, the finest video and film productions, and online commercials, video, and films. This year, nearly 12,000 entries from all 50 states and numerous countries entered the Telly Awards. Fewer than 10% of entries are chosen as Winners of the Silver Telly, the event’s highest honor. Approximately 25% of entries are chosen as winners of the Bronze Telly.

“The Telly Awards has a mission to honor the very best in film and video,” said Linda Day, executive director of the Telly Awards. “Berkshire Bank’s accomplishment illustrates their creativity, skill, and dedication to their craft, and serves as a testament to great film and video production.”

Britney Schline Joins Berkshire Museum as Collections Manager

By BusinessWest Staff July 11, 2014