Home Posts tagged Health Care (Page 12)
Sections Supplements
Hard Times Force Businesses to Scale Back Raises
Meredith Wise

Meredith Wise called the current economic conditions a ‘perfect storm’ that is creating anxiety and uncertainty in employers.

According to a survey by the Employers Assoc. of the NorthEast, most area companies planned as late as last summer to give healthy raises to their workers for the upcoming year. A recent followup survey, however, delivered much different news. It seems the deepening recession has employers feeling skittish about increasing salaries, and has forced workers to adjust their expectations from anticipating a heftier paycheck to feeling relieved that they still have a job.

Looking forward to that raise in your paycheck? Right now, the odds say … don’t count on it.

Reflecting both national and statewide trends, Western Mass. employers are largely holding off on giving raises this year — even though a solid majority planned to increase salaries just eight months ago.

The startling turnaround is documented in a survey conducted by the Employers Assoc. of the NorthEast (EANE), and it reflects what appears to be widespread skittishness among employers as to how deep and long-lasting the current economic downturn will be.

“It’s not unexpected, but I’m a little bit surprised that it happened as quickly as it did,” said Meredith Wise, executive director of the EANE.

“When I think back, the most recent downturn before this was after 9/11,” she recalled. “People were not busy; orders were drying up, but we found that, for the most part, companies took it in stride for another 12 to 14 months before they started saying, ‘OK, we can’t ride this out,’ and started looking at cutting out increases, cutting back, doing some of those things.”

This time is different; employer behavior has changed much more rapidly, as the EANE report clearly demonstrates. The survey basically asks four main questions: were you planning in July to give increases to employees, and if so, how much? And are you planning now to give raises, and again, if so, how much? The results are broken into five categories of employees:

Union production, maintenance, and service workers. In July, 19 of 21 respondents in this category were planning to give raises, with an average increase of 2.61%. Now, only 3 of 23 plan to boost salaries — at an average hike of 0.67%.

Non-union production, maintenance, and service workers. Last summer, 87 of 105 companies planned raises, at an average of 3.18%. Now, it’s just 32 of 105, at an average increase of 1.03%.

Non-exempt clerical and technical workers. In July, 114 of 136 companies planned to fatten paychecks, by an average of 3.14%. Now, it’s 41 of 135, at an average of 0.99%.

Exempt supervisory, managerial, and professional workers. Out of 137 companies, 112 planned raises last summer, with an average hike of 3.17%. Now, it’s down to 41 of 134, with an average increase of 1.03%.

Finally, executives. They fare a little better, with 40 of 126 companies planning raises for their top dogs at an average of 1.21%. But that’s still way down from July, when execs at 98 of 128 companies could expect average raises of 3.38%.

Quick on the Draw

Clearly, unlike the post-9/11 slowdown in the economy, employers aren’t waiting to take sometimes-painful action.

“A lot of this started hitting in the summer and fall, so it was a pretty quick reaction,” said Wise. “We’re seeing layoffs, companies not doing increases … the bottom dropped quicker here than in the most recent downturn.”

The regional trend mirrors statewide reports.

Sandra Reynolds, executive vice president of Associated Industries of Mass., said a new employer survey conducted by AIM — crossing all major sectors and companies of all sizes — reports that 55% of employers say they’ve cut out raises for 2009, while others are delaying them by three to six months or more.

Furthermore, 47% of respondents say their company’s performance will be “significantly weaker” due to the downturn, and 38% say it will be “slightly weaker.” Meanwhile, 13% say they don’t expect much change from last year, and only 2% project a stronger year — hard evidence of the anxiety that has contributed to the widespread raise freezes.

“I think it’s surprising that so many have decided not to give an increase at all,” said Reynolds, noting that employers seem to be responding to the economic downturn in the same way that consumers are in delaying purchases: with a lack of confidence.

According to the AIM survey, 46% of employers have either laid off workers recently or are planning a layoff. In addition, 23% have a freeze on new hires, and another 23% will hire only to fill vacated positions. Only 14% of companies said the current conditions have not impacted their staffing plans at all.

“It seems that everyone’s reaction, employers as well as individuals, is to stop spending, which is part of the problem,” Reynolds argued. “I think this reaction is more intense than what we’ve seen in past recessions, and it’s happening more quickly.”

It’s a story being told nationwide, too. According to a survey conducted by human-resources consulting firm Hewitt Associates, a full 50% of U.S. employers are cutting salary increases for 2009. In addition, 35% are laying off workers, and 39% have instituted hiring freezes.

However, Massachusetts seems to lag behind the national average when it comes to the amount of the raise when one is offered. According to a December survey by the nonprofit human-resources organization WorldatWork, employers who are giving raises this year are increasing salaries an average of 3.1% nationwide.

Still, that’s below the 3.8% they anticipated for 2009 when surveyed by WorldatWork last April, and many companies’ plans might have changed further as the recession has deepened in recent weeks. In addition, 17% of executives polled in the survey said they would not grant themselves a raise in 2009.

Why Pay More?

Many companies that do offer raises, even in a recession, say they need to keep their people happy, as well as attract top talent.

“There are a few reasons to give raises,” said Paula Dennison, vice president of Human Resources for Baystate Health, the region’s largest employer, which will be giving pay increases for 2009. “First, we want to acknowledge our employee contributions and recognize our talent, and obviously we want to be able to secure and retain our people. On top of that, we have to remain market-competitive.”

Those are not just empty words in health care, an industry that has struggled with shortages in certain fields — from nursing to radiology to pharmacy — for some time, both locally and nationally.

“We still have openings for sure, and we have a lot of projected labor shortages,” Dennison said. “There are some significant projections around the nursing shortage, and nurses play a key role for us, so we have to be sure we’re competitive with our salary.”

She noted, however, that this year’s raises are, on average, a bit lower than recent years in terms of the overall budget, while still based on performance. “The market has dropped a little bit for some of our positions, so that’s why they’re slightly lower.”

Workers in other industries would no doubt be happy with even a modest raise right about now, said Wise. “But most of the manufacturers are not giving increases. They’ve actually cut pay,” she said.

“The health care organizations are giving increases to their people because they’re still doing pretty well,” she added. “They’re still bringing people in and making money. Financial institutions are also still giving increases. But in manufacturing, they’re seeing their increases drying up.”

Part of the problem, said Wise, is that many business owners recognize the current economic crisis as the result of several systemic failures, which will take time to repair, as opposed to a quirk of history, as the post-9/11 downturn was.

“They’re seeing it as based on more long-term problems, so it’s not something that’s going to pick up right away,” she said. “They know changes need to be made, and there’s not going to be a quick fix.

“But this is also coming on the heels of the gas prices soaring as much as they did last year, which hurt companies with shipping and transportation costs, and businesses with people on the road a lot. That increase really hit their budgets, as well as employee morale when they were paying so much for gas,” she noted. “So it has really been a perfect storm of things happening, and the reaction was a lot faster than in the past.”

That adds up to some short-term pain — hopefully, anyway — for employees around the Pioneer Valley. But with unemployment creeping up each month as well, just holding onto a steady paycheck might be job satisfaction enough.

Joseph Bednar can be reached at

[email protected]

Departments

‘Riding Out the Perfect Storm’

March 19: A panel of experts from various business segments will share their ideas and expertise on how to cope in a challenging business environment from 9 to 11 a.m. at the Scibelli Enterprise Center, 1 Federal St. in Springfield. The workshop is sponsored by the Mass. Small Business Development Center Network and the Regional Technology Corp. The cost is $40. For more information, call (413) 737-6712.

Rock ‘n’ Roll and Management Styles

April 15: “Everything I Learned About Management, I Learned From Rock ‘n’ Roll” will be presented by James M. Wilson, III, Ph.D., assistant professor of Business at Bay Path College; and Gregory Jones, director of Cannes Associates Production Management. Wilson and Jones have been conducting research for three years on the production of live concerts featuring Metallica, Green Day, Red Hot Chili Peppers, Bob Dylan, and Willie Nelson, among others, with a focus on how event management contributes to organizational theory. The free lecture at 7 p.m. will take place in Breck Suite in Wright Hall at Bay Path College in Longmeadow. The event is part of the Kaleidoscope lecture series. For more information, call (413) 565-1066 or visit www.baypath.edu.

Marketing Basics

April 1: The Mass. Small Business Development Center Network will sponsor a workshop from 3 to 5 p.m. at the Greater Northampton Chamber of Commerce, 99 Pleasant St., on the basic disciplines of marketing, beginning with research — secondary, primary, qualitative, and quantitative. The core focus will be on developing and keeping a customer. Topics will include public relations, advertising, understanding concepts in marketing, and developing a marketing plan. The cost is $40. For more information, call (413) 737-6712.

Health Care Reform Law Discussion

April 16: Sandra Reynolds of Associated Industries of Mass. will lead an interactive discussion on the Massachusetts Health Care Reform Law from 9 to 11 a.m. at the Scibelli Enterprise Center, 1 Federal St., Springfield. Discussion will focus on the individual mandate — what it means, how it works, and the impact on employers of every size. The workshop is sponsored by the Massachusetts Small Business Development Center Network. The cost is $40. For more information, call (413) 737-6712.

‘Your First Business Plan’

April 23: The Massachusetts Small Business Development Center Network, in conjunction with the Franklin County Chamber of Commerce, will offer a workshop titled ‘Your First Business Plan’ from 9 to 11 a.m. at the chamber office, 395 Main St., Greenfield. The workshop will focus on management fundamentals from start-up considerations through business-plan development. Topics will include financing, marketing, and business planning. The cost is $40. For more information, call (413) 737-6712.

World Affairs Council

April 27: Marco Werman, senior producer and anchor of The World, a daily news radio program produced by the BBC, Public Radio International, and WGBH/Boston, will discuss “Tintin and Movietone Made Me Do It” as part of a World Affairs Council of Western Massachusetts gathering at Western New England College. Werman’s talk is planned at 7 p.m. in Sleith Hall, 1215 Wilbraham Road, Springfield. The event is free and open to the public. Springfield public high-school teams who participated in the council’s fourth annual Academic WorldQuest competition in January will also be recognized at the event. For more information, call the World Affairs Council office at (413) 733-0110.

Women’s Professional Development Conference

April 30: Bay Path College in Longmeadow will host the 14th annual Women’s Professional Development Conference from 7:30 a.m. to 4:30 p.m. at the MassMutual Center in downtown Springfield. For more information, call (413) 565-1293 or visit www.baypath.edu.

Departments

State Unemployment Rate Rises to 7.4%

BOSTON — The state unemployment rate increased from 6.4% in December 2008 to 7.4% in January 2009, according to the latest data from the Executive Office of Labor and Workforce Development. The December unemployment rate, originally reported at 6.9%, was revised downward by 0.5 percentage point. In addition, job losses for the month of January totaled 4,900 as the national recession continues to negatively impact the Massachusetts economy. The national unemployment rate increased from 7.6% in January to 8.2% in February. One year ago in January, Massachusetts recorded a 4.6% rate while the U.S. rate stood at 4.9%. The state’s final annual average unemployment rate for 2008 was 5.3%, up from the 4.5% rate for 2007. The U.S. annual average rose from 4.6% in 2007 to 5.8% in 2008. Four sectors added jobs, with leisure and hospitality showing the largest increase. Professional, scientific, and business services recorded the largest over-the-month decline. A revision to the preliminary December 2008 jobs estimate resulted in a December job loss of 26,100 compared to the preliminary reported job loss of 16,800. At 3,225,300, jobs are down 72,600 or 2.2% from one year ago, with 61,300 losses since last September. Education and health services, Massachusetts’ largest sector, added 1,600 jobs in January. With job losses mounting across the industry spectrum, education and health services still managed to trend upward during the last half of 2008. In January, 3,174,100 state residents were employed, 38,800 fewer than in December, and 252,400 residents were unemployed, 32,700 more than the previous month, which resulted in a labor force of 3,426,500. The labor force is up 9,600 from January 2008, as 86,700 fewer residents were employed and 96,300 more were unemployed. Detailed labor market information is available at www.mass.gov/lmi

Supply Rates for Business Customers Decrease

SPRINGFIELD — Western Mass. Electric Co.’s (WMECO) medium and large commercial and industrial (C&I) customers who choose ‘basic service’ will see lower electric-supply rates beginning in April as a result of the latest round of competitive bidding. Medium and large C&I customers will see a fixed rate of 7.679 cents per kilowatt hour from April 1 through June 30, a decrease of nearly 25% over the current fixed rate of 10.205 cents. Peter Clarke, WMECO’s president and COO, noted that businesses can also learn how to maximize the efficiency of their energy use through WMECO’s energy-efficiency programs. For more information about energy-saving measures and programs, visit www.wmeco.com. WMECO, part of the Northeast Utilities System, serves approximately 200,000 customers in 59 communities throughout Western Mass.

Business Award Nominations Sought

SPRINGFIELD — The Affiliated Chambers of Commerce of Greater Springfield is seeking nominations for its 2009 Business Awards. Categories include: Small Business of the Year, Emerging Business of the Year, Small Nonprofit Organization of the Year, and Large Nonprofit Organization of the Year. The award recipients will be recognized at the chamber’s annual meeting on June 11. The nomination deadline is April 10. For more information and nomination forms, visit www.myonlinechamber.com

Consumer Confidence Nosedives in State

BOSTON — The Massachusetts Consumer Confidence Index has plummeted 20 points since October, the largest one-quarter drop in seven years, according to the Mass Insight Corp. As a result, consumer confidence is at its lowest point since October 1992. Many national and regional economists believe that the U.S. economy is in recession, due largely to the credit crisis and sagging home values. Additional polling data by Mass Insight shows significant public support for policies that would promote cost stability and economic competitiveness for Massachusetts employers. Specifically, the survey found that 88% of residents believed that controlling business costs was “very important” (66%) or “somewhat important” (22%), outpacing public support for reducing personal income taxes. The drop in consumer confidence is mostly a result of increased negative evaluations of current economic conditions, which fell 27 points, but the Future Expectations Index is also down 15 points. The poll showed significant support for controlling employer costs, including corporate taxes and unemployment insurance costs. Massachusetts still has the highest unemployment insurance costs in the nation, according to Mass Insight. The Massachusetts Consumer Confidence Index is published quarterly by Mass Insight, a Boston-based firm that organizes public-private initiatives on competitive issues. The index is modeled on the national Conference Board Index.

AIM’s Index Falls Further in February

BOSTON — The Associated Industries of Massachusetts Business Confidence Index fell to a new historic low in February, shedding 3.4 points to 33.3 — three points below December’s previous record. For the first time in its almost 18 years, the overall index and its sub-indices are all below 40, according to Raymond G. Torto, global chief economist at CB Richard Ellis Group Inc. and chair of AIM’s Board of Economic Advisors. Torto notes there is a faint indication that the economic decline will bottom out within six months, which may draw further strength from the enactment of the federal stimulus act and other interventions. The Index, based on a 100-point scale on which 50 is neutral, was down 16.9 points from February 2008, and about 25 points from two, three, and four years before. The past three months have produced the three worst readings since the Index was initiated in July 1991. February confidence levels were somewhat higher in Greater Boston (34.6) than elsewhere in the state (31.6), and lower for manufacturers (31.7) than for other employers (35.7). The monthly index is based on a survey of AIM member-companies across Massachusetts, asking questions about current and prospective business conditions in the state and nation, as well as about respondents’ own operations.

Berkshire Leadership Program Seeks Applications

PITTSFIELD — Applications are now being accepted for the 2009 Berkshire Leadership Program (BLP). Now in its 12th year, the BLP seeks, prepares, involves, and sustains leaders from diverse backgrounds who are committed and competent to address community challenges and improve the quality of life in the Berkshires. The BLP kicks off with a two-day retreat which includes training in all aspects of leadership, problem-solving techniques, and networking. The retreat is followed by nine weekly, four-hour evening sessions on specific topics including government, energy, economic development, tourism and the creative economy, education, health care, and leadership. Each year up to 30 candidates are selected to participate in the program. Selection is based on a written application and written references. The cost to participate is $595 and includes all meals and overnight accommodations at Jiminy Peak during the retreat. Limited financial assistance is available. Applications are available at www.berkshirechamber.com and must be received by June 1, 2009. For more information, contact Christina Barrett, program coordinator, at (413) 499-4000, ext. 15. More than 300 individuals have graduated from the program since its inception in 1997.

Employer Outreach Breakfast Planned

SPRINGFIELD — The Regional Employment Board (REB) of Hampden County will host its second annual employer outreach breakfast on March 27 from 7:30 to 9 a.m. at Big Y Foods, Inc., 2145 Roosevelt Ave. REB representatives will detail how employers can help young people find summer jobs in the coming months. For more information and to register for the breakfast, contact Kathryn Kirby at [email protected] or call (413) 755-1359.

Federal Reserve Predicts More Recession

WASHINGTON — From factories to high-tech firms across the country, business owners are pessimistic about economic conditions in the coming months. Their pessimism was evident in the Federal Reserve’s current business activity report recently released. The Fed notes sharp cutbacks in both blue-collar jobs and those for white-collar professionals. Business people rated the prospects for near-term improvement in economic conditions as poor, with a significant pickup not expected before late 2009 or early 2010, according to the Fed.

Opinion

Ed Leyden acknowledged that it’s tough not knowing if his hard, time-consuming work will pay off until seven, eight, or maybe 10 years down the road. But what he does know is that he has to keep doing it.

Leyden, president of Ben Franklin Design & Manufacturing in Agawam, was referring to the tours he gives to young people — some in high school, but many even younger — designed to impress upon them the good health of the precision-machining sector in Western Mass. and the many attractive career opportunities it offers.

These tours take a few hours, and, while they’re not exactly heavy lifting, they can be difficult because the subject matter is rather intense, and sometimes it’s difficult to make a connection with the eighth-graders wearing the borrowed safety glasses. That’s why Leyden always takes an extra few minutes to show visitors the cars, trucks, and SUVs that his employees drive. It’s often easier to make an impression that way than with 30 minutes of talk on computer-assisted design.

What Leyden adopts is what amounts to a ‘whatever it takes’ approach when it comes to sparking an interest in his sector, and he’s certainly not alone. Shop owners who are busy trying to attract business and make deadlines for current customer orders are still making time for these tours — given to groups as small as a handful of youngsters — because they know they must if they are going to have a sufficient supply of workers for next year, a decade from now, and two decades from now.

The ‘whatever it takes’ mindset prevails not only among precision manufacturers in this region, but in other sectors as well, such as health care and, to a lesser extent, ‘green’ businesses, environmental science, and the biosciences — and we’re glad this attitude prevails.

That’s because, as we’ve said many times, the region’s economy is, and will always be, only as strong as its workforce, and when it comes to economic development, this is priority one, plain and simple.

Addressing the problem requires diligence, teamwork, and imagination, in equal doses, and we’ve seen some great examples of these qualities come together. One of the latest is a program called Career Explorations — Robotics/Precision Manufacturing, one component of which was Leyden’s latest tour. The initiative is designed to introduce, or reintroduce, young people and, when possible, their parents to the precision-machining sector and, in the process, eliminate some lingering misperceptions about the industry.

In addition to tours of plants like Ben Franklin, students, in this case members of the Boys & Girls Club of Greater Springfield, visit area community colleges and Putnam High School in Springfield to see how one goes about getting on the path to such a career. There is also a series of classes in robotics designed to stir the imagination and provide lessons in teamwork.

The program involves a number of partners, from the Regional Employment Board of Hampden County to Springfield Technical Community College; from the Black Men of Greater Springfield to the National Tooling and Machining Assoc. They all understand the importance of helping young people and their parents make smart decisions about career paths and thus which high school to attend.

Such partnerships, and there are many of them, as we said, hold vast potential to reduce dropout rates and poverty rates, while also helping to ensure that the region, individual sectors of the economy, and specific businesses have the qualified employees they’ll need to keep their ventures going.

The programs have different names and varied missions, but there is a common denominator — that ‘whatever it takes’ attitude that drives Leyden, other shop owners, hospital presidents, and college administrators.

Not all of these people wind up giving tours of the parking lot, but they’re all doing essentially the same thing — making those vital connections.

They are the key to a stronger workforce, and that’s why these groups and individuals must continually look for new and effective ways to make them.-

Features
BusinessWest Will Celebrate the Difference Makers at March 26 Gala

Mark your calendar!

BusinessWest recently chose its first class of Difference Makers — four individuals and one group of young people who are all improving the quality of life in Western Mass. — and will celebrate their accomplishments at a gala set for March 26 at the Log Cabin Banquet and Meeting House in Holyoke.

Details of the event are falling into place, and the gala is shaping up as a not-to-be-missed gathering that will blend networking with some well-deserved recognition for people who are making a difference in the community.

“Our first Difference Makers have different roles, different backgrounds, and different ways to channel their generous donations of time, energy, and imagination to the community,” said Kate Campiti, associate publisher of BusinessWest. “But there are many common denominators, starting with a desire to connect people and businesses with resources.

“These resources vary,” she continued, “and include everything from library books to outfits women can wear to a job interview; from capital for sustainable energy projects to programs designed to help make individuals workforce-ready. In each case, these connections make the region a better place in which to live, work, and play, and they create a ripple effect that can be felt across the Valley.”

And this focus on the Western Mass. region has generated a theme, if you will, for the March 26 gala. Indeed, this will be a celebration of not only the Difference Makers, but the Pioneer Valley itself, with food and beverages produced locally and entertainment music provided by area artists.

“There is going to be an incredible amount of energy in the room that night,” said Campiti. “BusinessWest wants to invite all its readers to attend, celebrate excellence, and recognize all that is special about this region.”

Tickets for the inaugural Difference Makers Gala are $50 per person, and may be ordered by calling (413) 781-8600, ext. 10, or via E-mail at[email protected].

The Difference Makers for 2009, as profiled in the Feb. 2 edition of BusinessWest, are:

  • Doug Bowen, president and CEO of PeoplesBank, emphasizes a strong philanthropic platform — the bank ranks among the leading charitable contributors among Massachusetts businesses, giving well over $3 million over the past five years — as well as a solid leadership position in lending to ‘green’ businesses and sustainable-energy-related ventures. He has also steered the bank to strong profitability, while balancing his own time with service to a number of civic and charitable organizations.
  • Kate Kane, managing director of the Springfield office of the Northwestern Mutual Financial Network, has used her platform in a variety of service roles, from mentoring young entrepreneurs to helping steer the Sisters of Providence Health System through a time of uncertainty for health care providers, to serving on the board of Friends for the Homeless. She co-wrote the original business plan for the Western Mass. chapter of Dress for Success, an organization that has become an international phenomenon.
  • Susan Jaye Kaplan founded GoFIT, which introduces young people to the importance of fitness and provides them with not only running shoes but a game plan to stay in shape. Later, she co-founded Linked to Libraries, which collects new books and donates them to elementary schools across the region that serve children of low-income families. In both roles, she has started kids on the path to good habits, both physical and intellectual, that will hopefully last a lifetime.
  • Bill Ward, as executive director of the Regional Employment Board of Hampden County, has worked to create access to employment, especially for minorities, young people, and underskilled individuals. The REB’s latest project, Building a Better Workforce — Closing the Skills Gap on the Road to Economic Resurgence, brings together businesses and colleges in an effort to establish universal kindergarten, improve young education proficiency and career awareness, increase adult literacy, and boost technical training in high-growth industry sectors.
  • The Young Professionals Society of Greater Springfield, in just two years, has grown to include more than 200 members. YPS creates professional-development programs, educates members on economic and other issues of the day, and provides reasons for young professionals to plant roots in the Pioneer Valley and become valuable contributors to its long-term progress. It also conducts events intended to connect young people with the arts, promote mentoring, and facilitate efforts to give back to the community.
  • Sections Supplements
    Holyoke Gas & Electric Expands Its Fiber-optic Internet Service Once Again
    Calvin Ellis, left, and Tim Haas say business customers appreciate the high Internet speed and network security of fiber-optic technology.

    Calvin Ellis, left, and Tim Haas say business customers appreciate the high Internet speed and network security of fiber-optic technology.

    Richard Carnall sees a bright future in fiber optics — and a municipal utility ahead of its time.

    Specifically, he sees the fiber-optic Internet network built and maintained by Holyoke Gas & Electric as the model of the future — even though it was first installed in 1997, when the Web was still in its relative infancy.

    “All communications will eventually be fiber optics,” said Carnall, a sales rep for HG&E.

    “We just happened to be here a little earlier,” added Tim Haas, the utility’s senior telecommunications engineer.

    Over the past 12 years, HG&E has expanded its fiber-optic Internet and business-networking service to schools, municipal offices, and companies throughout Holyoke, as well as expanding into Chicopee and downtown Springfield, including its latest site, at 1441 Main Street, also known as the TD Banknorth building.

    Calvin Ellis, marketing coordinator at Holyoke Gas & Electric, noted that many municipal utility companies across the country have gradually gotten into the Internet business, but in 1997, such cities could be counted on one hand.

    “This was before everyone realized they needed the Internet to do business and to connect multiple sites together,” he continued, noting that industries from banking to health care make this a matter of routine today — and need to do it securely, and at high speeds.

    “Over time, customers began asking about it,” he said. “And as the Internet has become an important part of business, you’ll find multiple utilities around the country also getting into this business.”

    Full Speed Ahead

    Fiber-optic Internet, Ellis explained, utilizes thin strands of glass over which lasers are flashed at high speeds. Such an infrastructure, as opposed to one run over phone or cable lines, allows limitless bandwidth with no disturbances due to moisture or electrical interference, as well as easy scalability. “The customer calls us with his needs, and we can change his line in as little as 48 hours.”

    “That’s not something you can do in a traditional telecommunications environment,” Carnall added.

    A fiber-optic connection, the utility asserts, is the best form of Internet service available, in that it is more secure than a cable-modem connection, more reliable than DSL, and less expensive than a T1 line. Even its lowest-priced fiber-optic service, it claims, boasts upload speeds that are over 10 times faster than a cable modem.

    If, as Carnall predicted, fiber-optic becomes the dominant Web medium of the future, Holyoke Gas & Electric can take some pride in its foresight more than a decade ago.

    “That was the infancy of the Internet,” Ellis said. “Originally, we provided services to the city and schools, and then it grew to include businesses on the path.”

    In the years that followed, the utility expanded the fiber-optic service to tenants in two high-rises — Tower Square and Monarch Place — in downtown Springfield, and two years ago it struck a deal with Chicopee Electric Light to run fiber-optic service in that neighboring city as well. Late last year, the Springfield service area expanded to include tenants in the TD Banknorth building.

    Yet, Ellis said there are no plans in the works to expand HG&E’s Internet offerings to residences.

    “It’s something we have looked at and continue to do so, but expanding the business model makes sense now,” Ellis said.

    “We’re focused on the footprint we have at the moment, and within that, we’ve greatly expanded our equipment and capacity,” he added, noting that the company offers speeds up to 1 gigabyte per second.

    “We can connect multiple business sites together at faster speeds. We have the technology to allow them to speak faster to each other.”

    That’s important, Carnall said, because of the way businesses are increasingly connected digitally these days. “The Internet links organizations together,” he said. “A hospital will have separate medical centers, and a bank has multiple branches, of course.”

    “There’s nothing else at this speed to connect those sites. We connect at ethernet speeds,” Ellis said, referencing the term for a computer network that connects workstations within a single physical site. “We can get these buildings to communicate like they’re one complex; there’s really no one else that can do this.”

    The security of the network is also crucial, Haas noted, referencing the sensitive financial information that bank branches share, as well as medical information that is now governed by strict federal privacy laws. “These compliance issues are a major factor these days.”

    Indeed, the network has a redundant design which guards against interruptions, and it has also passed several quality and confidentiality audits, meeting or exceeding the privacy standards set forth by the Federal Deposit Insurance Corp. and the Health Insurance Portability and Accountability Act.

    Close to Home

    But while Holyoke Gas & Electric touts the speed and security of its expanding fiber-optic service, Ellis said, just as important to customers is the location of its headquarters.

    “Being locally owned is a plus,” he said. “Our customers know that, if there’s an issue, they can knock on our door, and the problem will be addressed. With a lot of cable and telephone companies, those calls often go overseas. That isn’t the way it’s supposed to be, but it’s true.”

    “One thing that sets us apart is how we service and support it,” Haas said. “It has a community identity.”

    Joseph Bednar can be reached at[email protected]

    Sections Supplements
    Entré Computer Rolls Out an Aggressive Growth Strategy
    The leadership team at Entré Computer, from left, Bob Bellamy, Andi Aigner, Robert Braceland, Liz Soticheck, and Norm Fiedler.

    The leadership team at Entré Computer, from left, Bob Bellamy, Andi Aigner, Robert Braceland, Liz Soticheck, and Norm Fiedler.

    The landscape in the computer sales and service realm has changed considerably over the past quarter-century, with ever-improving technology and an evolving field of competitors. Through it all, Entré Computer Center has remained a constant, enjoying steady growth fueled by a strong focus on the customer. As the company marks 25 years in business, it is embarking on an aggressive growth strategy, one that seeks to add customers to the portfolio and expand the roster of services provided to existing clients. President Norm Fiedler says the key to success is simply doing more of what the company has always done — provide solutions, not merely products and services.

    Norm Fiedler has been working in the technology field since around the birth of the personal computer. As president of the West Springfield-based Entré Computer Center, he works, and in many respects lives, in a world of bytes and hard drives, servers and high-speed printers.

    And while he’s well-versed in all that, naturally, what he really likes to talk about is … marbles.

    He has a large bowl full of them on the credenza in his office, along with a yellow polishing cloth. A booklet called The Marbles — which he wrote, had published, and now distributes to customers and seemingly everyone else who might want a copy — explains it all.

    “Life,” he writes, “is an accumulation of treasure, and the more abundant and brighter the treasure, the more rewarding and successful the life.” Treasure, in this case, means marbles, with each one representing someone that an individual has met in his or her life, he continued, listing family, friends, a next-door neighbor, a first girlfriend or boyfriend, schoolmates, and teachers.

    “These marbles, these relationships need to be polished,” he said, noting that co-workers and clients are also marbles, and the fact that he treats them as such explains the solid, consistent growth of this company over the past quarter-century.

    “This is the basic philosophy that has defined this company, and my life really,” said Fiedler. “We’re all about relationships … and that’s what differentiates us from our competitors.”

    And now, as the company celebrates that milestone quietly, Fiedler and his leadership team are preparing to grow that marble collection in a figurative, if not literal, sense, through aggressive expansion plans laid out over the past several months.

    That plan calls for 20% to 25% annual growth (and those are conservative estimates) over the next several years, and to meet those goals, Fielder is relying on strong teamwork and a core of leaders — specifically an expanded sales team charged with acquiring new business and essentially turning it over to account managers and customer-service representatives who will work to not only retain these additions to the portfolio but provide them with a evolving, expanding roster of services.

    Leading the team will be Robert Braceland, vice president of sales and marketing, who came to the company about two years ago. He told BusinessWest that his job boils down to customer acquisition, and he intends to do so across a wide spectrum of business sectors.

    Other members of the team are vice president Andy Aigner, accounts manager Bob Bellamy, and Liz Soticheck, director of administration and human resource management, who Fiedler described as the “glue” of the company. They all have key roles in the relationship-building process, and for this issue, they talked with BusinessWest about where they want to take this company and how they intend to reach that destination.

    Crafting a Game Plan

    Braceland called it a ‘SLED’ business.

    That stands for ‘state, local, and education,’ he explained, meaning, essentially, public-sector entities that comprise a significant niche in the technology-solutions-providing business.

    And it’s just one of many targets identified in Entré’s growth strategy. Others include the health care sector, the retail (or point-of-sale) segment of the market, large companies — meaning those with more than 500 employees — and many others.

    Adding business, or marbles, in each of these sectors, essentially comes down to taking market share from the many types of competitors in this market, said Braceland, listing everything from small technology solutions companies to national office-supply chains such as Staples. Entré will approach this exercise with an eye toward heavy emphasis on its strong customer-relations work, which he says comes down to partnering with the client to meet as many of its needs as possible.

    “‘Partner’ is an overused term these days,” Braceland acknowledged, “but that’s the best way to describe what we are and what we do. We partner with our clients to help them make the most of the opportunities that today’s technology offers them.”

    It’s been this way since Fiedler and business partner Kirk Barrell ended their search for a new, joint entrepreneurial venture back in 1983 by becoming part of a then-fledgling chain that eventually grew to 350 locations across North America (Fiedler’s was No. 53). The West Springfield facility, located on Memorial Avenue, is just one of 11 remaining privately held entities that still have the Entré name, and the only one in this region.

    “I was looking for a new opportunity,” said Fiedler, who worked for many years in sales and marketing for companies in the abrasives field. While with Bendix Corp., he met Barrell, and when the two found themselves unemployed after the company was sold, they invested significant time and energy deciding where to take their careers.

    “We were looking for something for the long term,” he explained, “and decided that the personal computer was where we wanted and needed to be.”

    Much has changed since 1983, said Fiedler, noting that many of the chains and individual companies that Entré competed against back then, such as Computerland and MicroAge, are long gone, and technology continues to improve and evolve. Meanwhile, the scope of Entré’s mission has changed as well; it began as a retail company and has evolved into a business-to-business entity focused much more on service. What remains constant, however, is the company’s resolve to be not merely a provider of products and services, but a deliverer of solutions.

    And what has fueled success has been that focus on relationships, he said, adding quickly that these come with both clients and employees, and both are equally important — and also intertwined.

    “Most of our employees have been with us for a number of years, and our philosophy has always been employees first,” he explained. “Because if employees are happy and motivated and feel good about themselves and their company, they’ll take good care of the customers.”

    It is this solid operating platform that Fiedler and other members of his team believe will support the company through its growth initiative and help it meet or exceed some aggressive goals.

    Taking Their Best Shot

    As he outlined that growth strategy for taking Entré to the next level, forged late last year, Braceland said it will have two main thrusts — acquiring new customers across all those sectors he mentioned, and providing more services to those clients, as well as to a strong core of 200 existing customers.

    These services include everything from installation to network issues; parts to printer repairs; supplies to something called ‘end-of-life’ work, meaning environmentally friendly disposition of equipment, a growing concern for ‘green’-conscious businesses of all sizes and an emerging opportunity for ventures like Entré.

    “As companies come out of older technologies, including PCs, servers, printers, and empty toner cartridges, they’re faced with the question of what to do with it,” said Braceland, adding that helping them find an answer is a relatively recent addition to Entré’s roster of services. “The worst thing they can do is take it to the landfill, first because this equipment is hazardous to the environment, and secondly, because there’s potentially confidential data sitting on those devices.

    “What we do is provide corporations with options as far as protecting their data and disposing of what’s called E-waste,” he continued, adding that Entré has been successful in adding this work on to other services ranging from hard-drive sweeping to print management.

    Describing the latter, he said it comes down to helping companies reduce their printing costs across the board and make the most effective use of the technology they’re invested in.

    Overall, said Aigner, who brings many years of experience in the food-service industry to his role at the company, Entré has shown the willingness over the years to make what he calls “investments” in the customer and service to same, and this won’t change as the company grows. What will change, though, if all goes expected, is the number of investments being made.

    Bellamy said that the main goal, and the primary challenge, for Entré is to get that proverbial foot in the door at companies and public entities like school departments. Once it does so, he’s confident that the company can get all the way in.

    “If people give us the opportunity to show what we can do, we make the most of that opportunity,” he explained. “If we get a chance, we perform, and we win. That’s how we’re going to win market share.”

    Braceland concurred. He said Entré and its sales team has been cultivating new customers and relationships for the past year or so — this is a lengthy process that usually takes several months — and that this work is starting to bear fruit. Once the company gets its foot in the door, he continued, it goes about the process of gaining the trust of the client.

    In this business, as in all others, trust must be earned, and this is accomplished by meeting and exceeding expectations, anticipating client needs, and then devising strategies to meet them.

    “Our aggressive goals for growth will be met through what I call efficient customer life-cycle management,” he explained, adding that this comes down to consistently adding services for existing customers while efficiently managing the client base.

    Time to Shine

    Summing up where Entré stands with implementation of its growth strategy, Fiedler said, “we’re at the 10-yard line, with 90 yards to go.”

    But there is no shortage of confidence that this team will reach the end zone, because of the expertise and determination it brings to the assignment.

    Not to mention that philosophy that has propelled Fiedler and other team makers for a quarter century — the notion of marbles, continually polishing them, and growing the collection.

    If all goes as planned, Fiedler may need a bigger bowl for that credenza.

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

    Sections Supplements
    $1.6 Million Grant Will Fund Efforts to Build Awareness of Careers in Health Care
    The SIMS Medical Center at Springfield Technical Community College, which uses more than a dozen patient simulators, will be a key component in efforts to raise awareness of opportunities in health care and what’s involved with various careers.

    The SIMS Medical Center at Springfield Technical Community College, which uses more than a dozen patient simulators, will be a key component in efforts to raise awareness of opportunities in health care and what’s involved with various careers.

    Facing spiraling demand for workers in many health care careers — as well as a recognized lack of awareness concerning the many opportunities in this field — a host of partners will take a $1.6 million federal grant and put it to work in ways designed to put more employees in the pipeline.

    Mike Foss says that Springfield Technical Community College tries to do what he calls “exit interviews” with individuals who decide to leave the school’s various health programs before graduating.

    “There are several reasons why they might do so,” said Foss, STCC’s dean of the School of Health and Patient Simulation, who told BusinessWest that the college has been charting responses, unofficially at least, for some time now. “Sometimes it’s finances, other times there are personal issues, and they need to drop out. And sometimes they just disappear and don’t give a reason.”

    “But many times, people will say that they just had no clue about what they were really getting into,” he continued, adding that often this means they found themselves in over their heads, and other times that they were preparing for work that simply didn’t intrigue or challenge them to the extent they thought it would.

    And while dropping out is certainly a setback for the student in question, career-wise and otherwise, he continued, it is for the health care community as well, because it means there will be one fewer person entering a field such as nursing, physical or occupational therapy, or radiology, at a time when the industry is desperate for qualified people in those and many other professions.

    Thus, reducing the number of people who might someday say they didn’t know what they were getting into when they enter a health program is one of many outcomes Foss and a host of others will work to achieve through a $1.65 million, three-year grant from the U.S. Labor Department. The grant was given to STCC, but it is intended for what Foss calls an “unprecedented collaboration” involving no fewer than 16 partners.

    These range from the three other community colleges in Western Mass. (Holyoke, Berkshire, and Franklin) to several regional employment boards; from major employers, including several area hospitals, to The World Is Our Classroom; from Springfield Public Schools to the Mason Square Veterans Outreach Center.

    Together, all those involved with the Community Based Job Training Grant, as it’s called, will work to make people of various age and demographic groups more aware of the many career paths that can be taken in health care, and also the academic preparation needed to get into specific fields and the rigors of the courses of study.

    Such insight is necessary, Foss told BusinessWest, because despite widespread focus in the press on shortages of personnel in several health care fields, many people are simply not aware of what opportunities exist beyond becoming a physician or a nurse.

    “When people come to us and say, ‘I want to be a fill-in-the-blank,’ usually a nurse,” he explained, noting that by ‘us’ he means area colleges, health care providers, and other constituencies, “we’ll ask, ‘what other fields in health have you considered?’ And they’ll look at you like they don’t know what you’re talking about, because all they know is nurses and doctors.”

    Jean Jackson agreed. As vice president of Workforce Planning for Baystate Health, she will be one of those developing strategies for filling an estimated 10,000 positions (new and created through retirement and attrition) over the next 10 years or so, and she knows this will be an extreme challenge in many fields, due in part to that lack of awareness when it comes to options and opportunities in this sector.

    “Unless you’re in health care or know someone who works in health care and you’re exposed to it, you’re probably not aware of all the different opportunities that exist,” she said. “Someone can apply to nursing school, not get in, and not be aware that there are many other attractive alternatives.”

    Kelly Aiken, project manager with the Regional Employment Board of Hampden County, said there are a number of quantifiable and qualifiable goals with regard to the grant-funded initiatives, including an across-the-board increase in applications for health care programs at area colleges; reaching full capacity for these programs — or getting much closer to that mark; increasing graduation rates in many programs; and, in general, producing graduates that are able to meet the needs of area health care providers.

    When asked when the region could or should expect to see progress in these realms, Aiken told BusinessWest that it would be difficult to give a more scientific answer than ‘as soon as possible.’ But she and others certainly hope to see recognizable improvement by 2015. That’s the date many experts have identified as a critical point, when the region and nation will certainly be feeling the impact from a wave of retirements in nursing and other fields, as well as soaring needs for the huge (and aging) baby boom generation.

    “It will be a perfect storm of conditions,” she said of that not-so-far-off time. “And we need to be ready for that storm.”

    Course of Action

    Aiken told BusinessWest that the various initiatives to be spawned through the Community Based Job Training Grant will dovetail with other health care workforce-building efforts created and funded through a host of programs with some serious acronyms.

    For example, there’s ‘Collaborating for the Advancement of Nursing: Developing Opportunities,’ or CAN DO, a program funded through the Robert Wood Johnson Foundation that is designed to put more nurses in the pipeline and provide incentives for those in the field to pursue advanced degrees so they can teach the subject and thus help bolster the ranks.

    There’s also a broad initiative to put more health care workers in the flow that is part of the region-wide program called Building a Better Workforce — Closing the Skills Gap on the Road to Economic Resurgence. That project is designed to clear pathways for lower-skilled incumbent workers by providing certified nursing assistant (CNA) and acute-care training.

    Motivation for these various endeavors is supplied by trends and statistics clearly indicating growing demand for workers in a number of fields across health care — and hard questions about just how all this demand is going to be met. For example, projections from the Bureau of Labor Statistics concerning the fastest-growing jobs between 2006 and 2016 show a list dominated by careers in health care.

    Among the top 30 are specialties ranging from personal and home care aides (with projected growth in need of just over 50% by 2016) to physical therapist assistants (32.4%); from pharmacy technicians (32%) to medical assistants (35.4%).

    Familiarizing young people (and some who are maybe not so young) with these professions and detailing how one can enter such fields is the broad goal of the Labor Department grant, said Foss, who drew a parallel between this collaborative effort’s mission and a spike in interest in the emergency medical technician (EMT) field, and others, after 9/11.

    “There was a lot of press given to EMTs, paramedics, firefighters, and police,” he said of the days, weeks, and months after 9/11. “From what we understand, there was a sudden surge in EMT and paramedic programs across the country; the media was making people aware that this was a career possibility.

    “We want to do the same thing with some of these other careers,” he continued, “because if a student doesn’t really know what the opportunities are, it’s very difficult for them to make a reasoned and rational decision like ‘maybe I shouldn’t be in nuclear medicine; maybe I should be a respiratory therapist.’”

    But individuals need to know more than what the opportunities are, he said, adding that many current applicants for programs are not aware of what they’ll need in terms of preparatory course work to be accepted into a program. “And that’s extremely frustrating.”

    To address all this, the grant has many provisions. They include:

    • Two educational programs to be offered at all four community colleges; one will be a half-day, intense ‘medical encounter’ for high-school students, while the other will be a semester-long course — Introduction to Patient Skills — that will promote understanding of what it’s like to work in health care. The Springfield Public Schools and the regional employment boards will assist in recruiting students for these experiences.
    • One full-time counselor will be hired at each of the colleges to provide targeted, individual counseling to guide the students into academic programs and careers, as well as follow-up assistance. Counselors from each of the colleges and hospital partner sites will receive academic advising training from the National Academic Advising Assoc.; high school guidance counselors will also have an opportunity to attend a medical encounter.
    • Funding will be provided to revamp the existing Web site healthprograms.org, which gives information and contacts for health programs at the four Western Mass. community colleges.
    • Study in Contrasts

      To execute many of these initiatives, especially the ‘medical encounter’ and the semester-long course, STCC will make broad use of its SIMS Medical Center (SMC), which uses more than a dozen patient simulators to closely replicate the medical workforce environment of today, said Foss. The center includes a four-bed acute care unit, trauma room, surgical suite, basic care unit, and the two-bed Berkshire Bank Critical Care Unit.

      “Such exposure will likely eliminate much of the students’ ‘not knowing what they’re getting into,’” said Foss, adding that work with the simulators offers first-hand, almost-real-life experience with what it takes to be a health care provider. “They’d be working on these patients as if they were in charge of them.”

      And the situations that participants will find themselves in should introduce them to a number of different health care professions, he continued. “They get to touch the patients and work with them — change bandages, check vital signs, do documentation, and learn communications skills. And there’ll be some blood and gore as well.”

      All this will hopefully create not only awareness, but interest, said Jackson, noting that, with many health care professions, current supply doesn’t meet demand, and demand is only going to increase.

      She hopes and expects that the ‘medical encounter’ and especially the first-year, semester-long course at each community college will help prompt many students who are undecided about which career path to take — and many freshmen fall into that category — to take a hard look at health care and take that road.

      Direct exposure to specific careers and the work involved could help open people’s eyes in ways that literature or even a Web site cannot, she continued.

      “Instead of just reading or hearing about what a surg-tech (surgical technician) does, people can get a flavor for what the work is really like,” Jackson explained, adding that such direct contact will likely help increase graduation rates in various programs down the road.

      Meanwhile, there must be simultaneous efforts to build awareness among younger people (in high school and even earlier) so that, when they do graduate, they have the prerequisites needed to pursue health careers in college.

      This is where The World Is Our Classroom, which works with area employers to exposes young people to careers in everything from manufacturing to environmental engineering, will play a role, said Aiken, adding that involvement of a host of diverse groups to advance workforce-development strategies is part of a nationwide trend toward what she called “sector-based partnerships.”

      The region is developing several of these partnerships, she told BusinessWest, citing others involving precision manufacturing and early-childhood education, and early-stage work for one in ‘green’ jobs, for example.

      “That’s a workforce-development trend,” she explained, “and one that will help us put our ducks in a row and make us more attractive for more federal funding.”

      Close Encounters

      Summing up the many goals set by the partners involved with the Labor Department grant, Foss said STCC and the other players obviously want to compel more people to explore health care careers and, when the fit is right, pursue one of them.

      But beyond that, he said the ultimate goal is to help those who contemplate such moves to make the “right decisions and be prepared to be a competent and dedicated health care worker.”

      If all goes as planned, he’ll be doing fewer of those exit interviews, and encountering far fewer people who didn’t have a clue about what they were getting into.

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

      Departments

      Horizon Solutions Breaks Ground in Holyoke

      HOLYOKE — Horizon Solutions, an electrical/industrial distribution company, recently broke ground for a Northeast regional office at 701 Kelly Way in Holyoke, in the Crossroads Business Park. Formal groundbreaking ceremonies were staged on Jan. 30. The Southampton-based O’Leary Group acquired the property from the O’Connell Development Group, and will build a 12,814-square-foot office and training facility for Horizon Solutions. The newest tenant in Crossroads was formed in 2000 through the merger of Holmes Distributors of Portland, Maine, Oakes Electric of Holyoke, and RERO Distribution Group of Rochester, N.Y. Approximately 25 employees will work at the Holyoke location. The development is the first project within the city’s Chapter 43D Priority Development Site that was designated by the state Legislature a year ago. Chapter 43D guarantees an applicant a decision on permitting reviews within 180 days. The city completed all approvals within 69 days for the project.

      College Consulting Firm Launched in State

      FEEDING HILLS — Researching and applying to colleges is one of the biggest challenges of a student’s life, and a new business aims to make that process run smoothly. College CoPilot Inc. will offer students and their families a consulting and project-management resource to assist in the areas of test registration, major selection, college choice, application completion, scholarship searching, and campus tours. The same services can also be extended to those finishing community-college programs or students seeking to transfer to a new college. For more information, call (413) 237-3654 or visit www.mycollegecopilot.com. President Cori Rolland notes that spring SAT deadline registration is just around the corner, and colleges need to be chosen to receive the scores. Rolland added that now is the time for high-school juniors to start planning for college.

      STCC Receives $1.6M from Labor Department

      SPRINGFIELD — Efforts to expand the pool of potential health care employees in Western Mass. will get a boost from a recent federal grant. Springfield Technical Community College (STCC) has received a $1.65 million grant to create a partnership among Western Mass. colleges, medical institutions, community-based organizations, and economic development agencies, with a goal of increasing the number of potential health care workers in the region. The $1,655,957 award was announced recently by the U.S. Department of Labor, as part of the President’s Community-Based Job Training Grants program. STCC was the only Mass. institution selected in this round of the highly-competitive grants program. “If the Western Mass. economy is going to grow, we will need a well trained workforce. This important grant will provide community colleges and community-based institutions with the resources they need to train and educate local workers. I believe this federal assistance will help our region compete in the new global economy,” said Congressman Richard E. Neal. Michael Foss, dean of Health and Patient Simulation at STCC, said, “This is an unprecedented collaboration, and while the primary impact will be in Western Mass., we feel certain this will become a model for the nation.”

      The 16 partners in the Community-Based Job Training Grant project are Baystate Health, Berkshire Community College, Berkshire Health System, Berkshire County Regional Employment Board, Franklin/Hampshire County Regional Employment Board, Greenfield Community College, Health Careers Opportunities Project, Holyoke Community College, Holyoke Medical Center, Mason Square Veterans Outreach Center, Mass. AHEC Network (Area Health Education Center), Mercy Medical Center, Regional Employment Board of Hampden County, STCC, Springfield Public Schools, and The World Is Our Classroom. As part of the three-year grant project:

      • Two educational programs will be offered at all four community colleges; one is a half-day, intense medical encounter for high school students; the other is a semester-long Introduction to Patient Skills course, which will promote understanding of what it’s like to work inhealth care.
      • The Springfield Public Schools and the Regional Employment Boards will assist in recruiting students for these experiences.
      • The three partner community colleges will receive approximately $200,000 each to expand their capacity to deliver the patient care experience.
      • One full-time counselor will be hired at each of the colleges They will provide targeted, individual counseling to guide the students into academic programs and careers, as well as follow-up assistance.
      • Counselors from each of the college and hospital partner sites will receive academic advising training from the National Academic Advising Association (NACADA.) High school guidance counselors will also have an opportunity to attend a medical encounter.
      • Funding will also be used to revamp the healthprograms.org Web site that gives information and contacts for health programs at all four Western Mass. community colleges.

      Class of 2009 Difference Makers
      Managing Director of the Springfield Office of the Northwestern Mutual Financial Network
      Kate Kane

      Kate Kane

      Kate Kane was talking about Worcester, and, more specifically, her efforts to help create an extension of the program Dress for Success, which provides a set of clothes to underprivileged women for a job interview or their first day on a new job, in that city.

      “It was a huge chore,” said Kane, managing director of the Springfield office of the Northwestern Mutual Financial Network. She was born in the Worcester area and worked there for some time, and her father was a “Worcester boy.” But she still found herself treated like an outsider in this endeavor, which made it hard to get things done.

      “It’s a very closed community … people are very suspicious of those who did not grow up there,” she said, proffering the theory that this attitude likely results from that city’s historic competition with Boston. “I was out there for five years trying to start this charity — I was trying to give something away, and they made it so hard.

      “It’s a very interesting experience trying to break through in that market, which is not at all like Springfield,” she continued. “Here, from the get-go, it’s been very easy to meet people, very easy to get involved; people welcome your help.”

      For persevering in Worcester (that Dress for Success facility is finally slated to open in a few months), and for taking full advantage of the opportunities she’s been given to give back to the community in Western Mass., Kane has been named to the inaugural class of Difference Makers by BusinessWest. And it’s not just the long list of groups she serves — from Dress for Success to the Sisters of Providence Health System; from the Women’s Fund of Western Massachusetts to the Andrew M. Scibelli Enterprise Center at the Technology Park at STCC — but also the attitude she brings toward that work that has brought her this distinction.

      “What I’ve tried to do is have a consistent orientation to the things I do,” she said. “One of those things is a sense of economic justice and helping people who haven’t been given the tools to learn about money and finances, and really try to provide them access to those tools.”

      She says that people in her capacity and who possess her skills have a moral responsibility to find ways to utilize those skills to help those less fortunate. She told BusinessWest that she gives — time, energy, and expertise — but also receives back.

      “To me, it’s about the gift,” she explained. “I’m giving the gift of my time, but in return for that I’m getting the gift of all these lessons that I get to learn.”

      Kane was still planning to pursue a career in teaching when, soon after graduating from Vassar, she took a job in the Worcester office of Northwestern Mutual in 1986. But she adjusted her career plans in only a few short months.

      She would still become a teacher, in a number of ways, but the setting and the actual work would be much different. She’s in the financial-services sector, not academia, and instead of English literature, she’s teaching sales professionals how to reach their maximum potential. She does so by taking them out of their comfort zone and imploring them to continually seek new and greater and challenges.

      This, in a nutshell, is what her predecessor in Springfield, Paul Steffan, did with her several years ago, when he coaxed her into trading her position as ‘field director,’ in which she was quite comfortable, for the managing director’s seat. In that capacity, she recruits, develops talent, mentors rising stars, and sets a tone for the office. She describes herself as an able listener and, ultimately, a “doer.”

      And it is these talents that she brings to the many kinds of work she does within the Western Mass. community, and also Hartford and, most recently, Worcester, where she tapped into more than a decade of experience with Dress for Success, which is now a national and international phenomenon. She co-wrote the original business plan for the Western Mass. chapter of Dress for Success — the first one in the Bay State — which now outfits, or ‘suits,’ nearly 500 women a year through a boutique located at the Mass. Career Development Institute in Springfield.

      In recent years, she’s broadened the scope of her work to include everything from mentoring young entrepreneurs as they work to reach that proverbial next level to serving at the board at the SPHS and helping steer that system through a time of extreme challenge and uncertainty for all health care providers, to taking a board seat with Friends for the Homeless and assisting that group to find long-term solutions to one of nation’s most perplexing societal issues.

      She’s also served as president of the Women’s Partnership, been part of the Affiliated Chambers of Commerce of Greater Springfield, and been a long-time board member and Governance Committee member with the Women’s Fund, which administers a $3 million endowment and donates tens of thousands of dollars each year to area nonprofits.

      These groups have different missions, but there are common threads that Kane says appeal to that sense of economic justice she described. Meanwhile, she says each assignment allows her to grow professionally and personally.

      “I try not to get stuck just doing the things I’m good at,” she said, referring specifically to her work with the Women’s Fund. “I’m an action person, a ‘do’ person — ‘let’s just do it.’ So it’s been good for me to be on a committee that’s all about process.

      “I try to find ways to have the community-service work to teach me things,” she continued. “Such work can not only provide life lessons, but also help you run your businesses better; there’s a lot of things you can learn from the nonprofit environment and take back to your business.”

      Returning to the subject of Worcester and trying to do charitable work there, Kane said that if more people had that experience, they would have a greater appreciation for working in Springfield. “It’s like night and day.”

      Kane hasn’t merely worked in both cities, she’s broken through in both, and especially in the Pioneer Valley, where’s she’s been a learner and a teacher.

      — George O’Brien

      Departments

      Attorney Richard T. O’Connor has joined Bacon Wilson P.C. in Springfield. O’Connor is a member of the Health Care Department and will focus on matters involving medical groups, regulatory compliance, and managed-care agreements.

      •••••

      Douglas J. De Leo has been elected to the Board of Trustees at the Clarke School for the Deaf in Northampton. De Leo and his family participate in the Parent-Infant Program at Clarke’s Family Center, and recently hosted a reception in Westfield to introduce the community to Clarke’s outreach efforts. De Leo is the founder of NWS Corp., providing business and academic telecommunications networks to corporations, college campuses, and military complexes across the United States.

      •••••

      Marilyn Ghedini has joined Masslive.com in Springfield as an Account Executive specializing in real estate. Ghedini has 28 years of real estate experience, and served as president of the Greater Springfield Assoc. of Realtors in 2002.

      •••••

      Morgan Stanley in Springfield announced the following:
      • Michael D. Ravosa has been promoted to Associate Vice President, Financial Advisor, in the firm’s Global Wealth Management Group office, and
      • John S. Bonatakis has been promoted to Associate Vice President, Financial Advisor, in the firm’s Global Wealth Management Group office.

      •••••

      MassMutual’s Retirement Services Division in Springfield announced the following:
      • Karen Buoniconti has joined MassMutual’s TPA service organization, supporting the western region;
      • Jim Keating has been named Relationship Manager for MassMutual’s TPA service organization, serving the northeast region, and
      • Eric Sarrazin has joined MassMutual’s TPA service organization.
      The new TPA relationship managers are focused on assisting advisors with plan reviews, investment-change processing, product and service education, and other valuable support for TPA-serviced plans on MassMutual’s platform.

      •••••

      Country Bank of Ware has named Denise D. Hawk as First Vice President and Director of Retail Lending. She has more than 20 years of experience in the lending industry and will manage the origination functions of the bank’s residential and consumer loans, and direct the lending team’s efforts.

      •••••

      lia sophia in Chicopee announced the following:
      • Tammy Biller has received top honors for the Excellent Beginnings Program for outstanding sales accomplishments and professionalism;
      • Brittany Burtness has received top honors for the Excellent Beginnings Program for outstanding sales accomplishments and professionalism, and
      • Lynn Lafrennie has received top honors for the Excellent Beginnings Program for outstanding sales accomplishments and professionalism.

      •••••

      Sean Wandrei, CPA for Meyers Brothers Kalicka of Holyoke, has been named a member of the Board of Directors of the Young Professional Society of Greater Springfield. He will serve a two-year term as Treasurer. Wandrei has more than 12 years of experience in public accounting with a focus on taxation.

      •••••

      Bulkley, Richardson and Gelinas of Springfield announced the following:
      • Jenelle C. Dodds has been named a Partner;
      • Vanessa L. Smith has been named a Partner;
      • Daniel M. Rothschild has been named Counsel, and
      • Eric D. Beal has been named an Associate.

      •••••

      Skoler, Abbott & Presser, P.C. announced the following:
      • Ralph F. Abbott, Managing Partner, has been named a Super Lawyer by Boston magazine. Abbott’s practice is in the area of labor relations, helping companies manage union negotiations, collective bargaining agreements, and labor arbitrations, as well as working with companies that want to remain union-free.
      • Jay M. Presser, Partner, has been named a Super Lawyer by Boston magazine. Presser heads the Litigation Department, which focuses on preventing and defending employment-related litigation, including employment discrimination and wage-and-hour matters as well as other legal matters brought by employees against their employers.
      • John H. Glenn, Partner, has been named a Super Lawyer by Boston magazine. Glenn’s practice is predominantly in labor relations, helping companies manage union negotiations, collective bargaining agreements, and labor arbitrations, as well as working with companies that want to remain union-free.
      • Marylou V. Fabbo, Partner, has been named a Super Lawyer by Boston magazine. Fabbo’s practice concentrates in employment-related matters, defending lawsuits in state and federal court and before administrative agencies, such as the Mass. Commission Against Discrimination. Fabbo also assists employers with preventative measures that avoid such litigation, including handbook and policy review and development, performance management, and disciplinary issues.
      • Susan Fentin, Partner, has been named a Super Lawyer by Boston magazine. Fentin’s practice concentrates in employment-related matters, defending lawsuits in state or federal court and before administrative agencies, as well as assisting employers with preventative measures that avoid such litigation.
      The firm, which practices exclusively labor and employment law and represents only management, has offices in Springfield, Worcester, and Meriden, Conn.

      •••••

      Tastefully Simple Inc. in Agawam announced the following:
      • Kelly Jendza has joined the firm as an independent Consultant;
      • Kristin Gagnon has joined the firm as an independent Consultant;
      • Jennifer Denault has joined the firm as an independent Consultant;
      • Amber Fazio has joined the firm as an independent Consultant;
      • Judy Koralik has joined the firm as an independent Consultant;
      • Andrea Hartin has joined the firm as an independent Consultant;
      • Kathryn Callahan has joined the firm as an independent Consultant, and
      • Erin Burke has joined the firm as an independent Consultant.
      As consultants, the women offer the company’s gourmet foods and beverages to guests at home taste-testing pa

      Departments

      WFCR Opens Springfield Broadcast Center

      AMHERST — The first new studio space in nearly 50 years for 88.5FM WFCR and 640AM WNNZ – NPR News and Music for Western New England, officially opened for business on Jan. 14 in downtown Springfield. Comprising a state-of-the-art production facility, broadcast studio, and news bureau, the WFCR/WNNZ Springfield Broadcast Center has been built within the broadcast complex of WGBY Channel 57. The new center will enable the station to produce a broader range of content and report more fully on Hampden County and Northern Conn. The move is also representative of the commitment that UMass Amherst, WFCR’s license holder, has for the Springfield area under the new Greater Springfield-UMass Amherst Partnership, according to general manager Martin Miller. The studio will be staffed full-time by two WFCR reporters and student interns from across the five-college consortium and colleges in the Greater Springfield area. WFCR’s plans also include a bilingual reporter who will cover issues in all of the emerging communities of Western Mass. and Connecticut, added Miller. WFCR’s main headquarters will remain in Hampshire House on the UMass Amherst campus, which is also being rehabilitated as part of the station’s $4.2 million capital campaign.

      Dog Combating Bedbugs

      SPRINGFIELD — “Bingo,” a NESDECA-certified search dog, is helping one local company combat bedbugs. American Pest Solutions Inc. has entered into a partnership with New England Canine Detectives for the use of a bedbug-detecting dog — Bingo — in its effort to combat the region’s growing bedbug infestation. Bingo is a beagle specifically trained to locate bedbugs, according to American Pest Solutions President Bob Russell. By using Bingo to quickly and efficiently locate bedbug infestations in homes and businesses, pesticides do not need to be used, added Russell. Russell noted that the region is experiencing what he calls a “bedbug epidemic,” and that using a dog like Bingo to find them quickly is “unbeatable.” For more information, call (413) 784-0044. American Pest Solutions Inc. is located on Williams Street.

      Moriarty & Primack, P.C. Employees Give Back to Community

      SPRINGFIELD — Each holiday season, employees of Moriarty & Primack, P.C. seek new ways to give back to the community, and last month was no exception. In addition to a donated Disney-themed tree for the Boys and Girls Club’s Festival of Trees, employees also organized dress-down days to benefit nonprofits and local charities. In November, employees’ dress-down funds provided breakfast at Thanksgiving for 300 people at the Friends of the Homeless. In December, employees contributed $540, and the company matched with an additional $540, to purchase toys for the Holyoke-Chicopee-Springfield Head Start’s All I Want For Christmas campaign. Additionally, employees donated $575 to the Toy for Joy Fund.

      JCC Opens Fitness Store

      SPRINGFIELD — As area residents gear up to get fit in the new year, the Springfield Jewish Community Center (JCC) can help with its new “jcc FIT stuff” store. Fitness performance clothing, nutrition bars, boxing gloves, squash balls, yoga equipment, swimming gear, and other fitness-related items are offered for men, women, and youth to aid athletes both young and mature. All food items offered are kosher and were chosen by Kathy Roberts, RD, LDN, nutritionist and JCC member, with a focus on low-fat content, low-sodium content, and low sugar without artificial sugars or additives. Proceeds raised from store purchases benefit JCC youth athletic programs and scholarships for recreational and sports programs. For more information, call (413) 739-4715.

      Nursing Center Has New Mission

      WESTFIELD — Westfield Harborside Healthcare Rehabilitation and Nursing Center has undergone a transformation with a new name and mission statement. Now known as Westfield Care and Rehabilitation Center, the skilled nursing facility also recently unveiled its new mission statement — “Caring Is the Key in Life.” The corresponding new logo, a sun resting in the palm of a hand, symbolizes the act of caring by providing support to those who receive its services with a sense of warmth. The center’s new name was determined by a team of local managers with input from employees. Administrator George Mercier noted that the new external identity mirrors what the organization represents — a daily commitment to providing quality health care services to everyone entrusted to their care. The new logo replaces the center’s former logo which depicted a white sailboat on a blue background. Westfield Care and Rehabilitation Center is operated by the SunBridge Healthcare Corp., based in Irvine, Calif.

      Opinion

      BusinessWest launched a new recognition program late last year. It’s called Difference Makers, and as we said in our initial announcement, while that name says it all in some ways, in other ways it really doesn’t.

      That’s because the phrase ‘making a difference’ is somewhat overused and has lost some of its meaning and its punch. With this new program, BusinessWest wants to bring some attention and acclaim to those who really are making an impact in the community we call Western Mass., and are inspiring others to do the same.

      When we unveil the first round of winners in early February, you’ll see what we mean.

      But let’s back up a minute.

      BusinessWest already had a few recognition programs with its name on them. One is the Top Entrepreneur award, given since 1996 to individuals who exemplify the proud tradition of entrepreneurship in this region, a tradition shaped by people like Milton Bradley, George Davis, Everett Barney, and Horace Smith and Daniel Wesson, and carried on by recent winners such as Jeb Balise, the Falcone family (founders and operators of Rocky’s Hardware), and the recipients for 2008, Arlene Kelly and Kim Sanborn, who have created two businesses that have changed the face of health care business operations.

      We also created 40 Under Forty. Well, actually, we started our own version of what has become a national trend among business publications — to recognize up-and-coming talent in a given market.

      Both programs have become huge successes, and play key roles in helping this publication relate the accomplishments of some very talented people. But something was missing.

      Not all people are true entrepreneurs (although most in business are at least entrepreneurial), and, alas, certainly not everyone doing important things and making lasting contributions is under 40. So we created another program that can, and will in many cases, recognize those who don’t fall into one or either category.

      These can be individuals who are making great strides in business and thus perhaps changing the fortunes of a company, a business sector, a community, or a region. They can be individuals who are making an impact in the community through donations of money, time, energy, and inspiration to nonprofits and those served by them. They can be leaders who are at the forefront of change and improvement in the quality of life for people who live, work, and play in this region.

      The timing of this program is important. While we didn’t exactly plan it this way, Difference Makers becomes a counterbalance to the successive waves of negative news about the economy, the stock market, job losses, and the incredible toll all this is taking on individuals and communities. There are still good things happening in the region, and some of that news is being buried in the avalanche of negative press.

      But BusinessWest is not a ‘good-news journal.’ That’s not our purpose, and it never will be. Instead, our mission is to simply hold up a mirror to the region and especially its business community and effectively reflect that image — good, bad, ugly, or promising.

      Difference Makers is part of all this mirror-holding work that we do.

      It was created to reflect the work of people (some of which goes largely unnoticed or underappreciated) that contributes to progress in this region and makes Western Mass. special.

      The stories vary, of course, but they all start with unique people who, well, want to make a difference — and are doing so.

      So who are the first Difference Makers? For that, you’ll have to wait two weeks. We need to build up some suspense.-

      Features
      Avid Ironworks Forges a Place in the Region’s Construction Industry
      Janice Visconti

      Janice Visconti says her career change from nursing to president of Avid Ironworks has been a successful blending of business and family.

      When Janice Visconti left a career of more than 20 years to run the family business, she knew that her new role would surprise those who had known her as a pediatric nurse.

      “It’s definitely a career change,” she told BusinessWest. “I see people I used to work with, and they ask, ‘are you still at the hospital?’ And I say, ‘oh, you won’t believe where I am.’”

      To be specific, she’s in the president’s chair at Avid Ironworks in Springfield, which her husband, Dave, and her father-in-law, Joseph, launched in 2005.

      Dave had built and operated an independent metal-fabrication business since the mid-1980s, but closed shop about five years ago. He reopened with his father at the helm as a silent partner, but Janice bought him out in 2006.

      The timing was right to switch careers, she said, because she wasn’t actively working in nursing. About five years ago, after the Viscontis’ 9-year-old son lost a five-year battle with neuroblastoma, the importance of family overshadowed career goals, and Janice quit her job in home care to spend more time with her daughter, now 11. When the opportunity arose to join her husband in the family business, it just made sense.

      “I like the flexibility of it, the challenge of doing something different and working for myself,” she said. “After my husband had done it for years, he said, ‘I don’t want to be the president of a company anymore.’ He just wanted to go in and work. I started getting interested in doing some office work, and he asked me, ‘why don’t you own the company?’”

      At first, Janice worked at home away from Avid’s small headquarters on Rose Street in Springfield, but when a larger, neighboring building became available, the entire operations moved there. “It’s worked out well,” she said.

      Eager to Work

      Avid Ironworks serves as subcontractor for a variety of general contractors, with output including rails, stairs, catwalks, and other ornamental metals; gas metal arc welding, gas tungsten arc welding, and aluminum, stainless, and carbon steel welding; and a range of other services.

      “We fabricate iron and materials here in the shop, and we have welders that will install on site,” Visconti said.

      “We’re working on colleges, libraries, police stations, fire stations — that’s where the work is right now. There are a lot of bids out there in the public sector. We used to concentrate on private work, but then we became DCAM-certified.”

      That certification by the Mass. Division of Capital Asset Management opens doors for contractors and subcontractors seeking public-sector work in the Commonwealth, and it also promotes diversity, in particular businesses owned by women and minorities, which is a benefit for Avid.

      “With these public jobs, you have to be DCAM-certified to work on them,” Visconti said. “We have to submit a bid to DCAM, and they have to choose the lowest responsible bidder, and the general contractor who wins that bid has to choose you. It’s good in a way; it gets the general contractors working with a lot of different people. We’re already pre-qualified, so we can do the job.

      “It’s definitely a process, though,” she continued. “A lot of general contractors stay away from that because there’s a lot of paperwork for anything dealing with the state. But once you get certification, it’s nice because it opens up lots of doors.”

      For instance, she’s spoken with general contractors in Connecticut who had to become DCAM-certified to move into Massachusetts. “With work starting to dry up in Connecticut, they’re moving over the border, but that gives us more opportunities to work with different contractors.”

      On top of that, Avid has also been certified through the State Office of Minority and Women Business Assistance.

      “Being a woman in the workforce, that’s supposed to help with gaining contracts and being more competitive with other companies,” she said. “That was the whole purpose of it. I own a business in a competitive market, and if this gives me any type of advantage, that’s good.”

      Still, she said, Avid typically bids on DCAM work that must go to the lowest bidder, so she hasn’t seen many ill effects of being a woman in an overwhelmingly male field.

      In fact, due to DCAM, “there are contractors out there who will contact us because they need to work with more women and minorities,” she said. “The state of Massachusetts is definitely pushing toward equal opportunities, and that’s definitely a plus.”

      The ability to bid low also gives Avid an advantage over Eastern Mass.-based entities.

      “There are a few companies in this area that we’re quite competitive with, but a lot of the companies out east, their prices are really out there,” she said. “I don’t know if they have so much work that they don’t need to move into our area, but we really don’t compete with them.”

      What growth Avid had attained in the past few years, however, must be balanced against the financial dark clouds impacting industries of all types.

      “The steel prices alone have gone way up. The delivery freight surcharges, the gas surcharges, everything went up,” said Visconti — and that was before the sharp economic downturn started to put the clamps on some expected work.

      “Things are definitely slowing down. In the wintertime, it’s always down anyway in this trade. But there’s some work that was out to bid, and they’re holding off or cancelling the jobs, and that affects us as well as everyone else. We’re lucky to be busy, but right now we’re expecting 2009 and possibly 2010 to be slow. Hopefully not too slow.”

      Family Affair

      Ironworking runs in the blood for Dave Visconti, whose grandfather worked at the Moore Drop Forging Co. in Springfield. And the company he founded truly is a family business; while he serves as operations manager, the Viscontis have a nephew on board as project manager.

      Like most businesses these days, Avid is concentrating on simply surviving the next year or two. But down the line, Janice Visconti isn’t as interested in growing physically as much as maintaining a solid schedule of work.

      “We don’t want to grow too big; that’s not always the best way, and we’re happy where we are,” she said. “We just want to stay busy and continue to provide a quality product in a timely and cost-effective manner for our customers.”

      Meanwhile, Visconti doesn’t want to be the silent executive her father-in-law was. After all, she didn’t leave a career in health care to sit in an office and crunch numbers — so she became a certified welder in 2006.

      “I figured, if I’m going to own this company, I want to learn the business. I don’t just want my name on it. So I got down there and learned how to weld,” she said.

      Sounds like the framework of a successful second career.

      Joseph Bednar can be reached at[email protected]

      Sections Supplements
      Thinking Outside the Box — and the Textbook — at Academy Hill
      Jake Giessman, or ‘Mr. G,’ as he’s known, with several of his students at Academy Hill. He described 2008 as a breakthrough year for the facility.

      Jake Giessman, or ‘Mr. G,’ as he’s known, with several of his students at Academy Hill. He described 2008 as a breakthrough year for the facility.

      Jake Giessman says there are a number of quantitative measures to gauge the growing success and visibility of Academy Hill, the private school in Springfield that he directs.

      For starters, there’s the enrollment figure, which has climbed from roughly 60 to just over 100 since he arrived as a teacher in 2001. There’s also the spiraling number of applications to the school, located in a former nursing home off Liberty Street, as well as an expanding geographic radius of the students enrolled; it now stretches from Northern Conn. to Sturbridge and beyond.

      While admittedly proud of such numbers and compass points, Giessman, or Mr. G, as most of the students call him, is admittedly more intrigued by some of the qualitative measures. These include the comments and actions of the private schools trying to recruit his graduates — people like Matthew Woodard, who, when he was 11, wrote a concerto for a string quartet that was performed at Carnegie Hall, and many others.

      “There was one student last year — he was the top choice at every school he applied to,” Giessman recalled. “People were calling me on my cell phone around financial-aid decision time … they were asking, ‘which school does he want to go to? Which way is he leaning?’

      “Last year was amazing that way; it was the year we broke through with the prep schools,” he continued. “People know about us now; we’ve got kids that schools are fighting over.”

      Such attention provides ample evidence of how Academy Hill has emerged as an intriguing option for area parents of students who have “higher academic potential,” said Marjorie Weeks, director of Advancement for the school, who chose that phrase carefully.

      Apparently, the words ‘gifted’ and ‘talented’ are not used, or used as much, to describe such students, she explained, noting that they often generate stigmas that can impact students, parents, teachers, and administrators at such facilities. So the school uses the slogan “nurturing and challenging bright minds,” and makes use of that phrase ‘higher academic potential,’ she said, adding that it is the school’s mission to help young people realize that potential.

      It does so through its philosophy of engaging students and going well beyond textbooks and the Internet when it comes to imparting lessons in science, mathematics, social studies, Latin, and even economics.

      Take as an example the recent field trip by middle school students to help them understand the causes and impact of the economic downturn. In addition to reading about the recession, the students visited those on the front lines of the meltdown — from bond tradesmen to a bankruptcy attorney — to gain firsthand knowledge. They even visited the local newspaper to see how the news is reported.

      And soon, they’ll be heading back downtown, to visit with people like Allan Blair, president of the Economic Development Council of Western Mass., and Tim Brennan, executive director of the Pioneer Valley Planning Commission, to see what they and others are doing to pull the region out of recession.

      “With the first visit, we wanted to help explain what this crisis was all about,” said Giessman. “This time, we want to explore what’s happening to us and what’s going on here in the Valley.”

      In this issue, BusinessWest goes inside the classrooms and hallways at Academy Hill to gain some perspective on the school, its progression, and plans for future growth.

      Textbook Examples

      Joshua Jacobson was talking about obesity, what prompts it, and why there is cause for alarm in this region and across the country.

      But he didn’t stop with a visual presentation that included a host of statistics about how overweight the country has become, lists of the physical problems — from diabetes to sleep apnea — that obesity can contribute to, and speculation about how the trend, if not reversed, could lead to skyrocketing health care costs across the nation.

      Instead, the composed, articulate eighth grader from Westfield also engaged his audience of other middle school students in a discussion about what causes obesity, how those who are overweight feel from a self-image perspective, and what can be done to stem the tide.

      “The goal is to create a dialogue,” said Giessman as he talked about Jacobson’s contribution to a program called Forum.

      A required part of the curriculum involving students of all ages, Forum (called the Good Morning Show for those in the early, or lower grades) requires students to make original presentations to their peers — eighth graders do six a year, while kindergartners do three. In doing so, they gain experience with public speaking and also some self-confidence, said Giessman, while generating thoughtful discussion — and maybe action — concerning the subjects involved.

      And that list includes everything from ‘the origins of the universe’ to ‘the development of the elevator’ to ‘my new kitten,’ he told BusinessWest, adding that Forum is just one of the many ways in which Academy Hill goes about that task of helping students realize potential.

      Overall, the school takes a team approach to that assignment, he continued, adding that this includes teachers, administrators, parents, and, as the Forum program clearly demonstrates, the students themselves.

      Cultivating and nurturing this team approach has been Giessman’s unofficial job description since he became head of school in 2006 and ushered in an ongoing period of growth and development.

      Tracing the history of the school, Giessman said it began in the ’70s as a parent-run cooperative that included weekend and afterschool enrichment. It became a day school in the mid-’80s, during the hey-day of the ‘gifted and talented’ school, he continued, and operated in space leased first from Wilbraham-Monson Academy and then MacDuffie School. In 2000, the school moved to its present site, one that afforded considerable space for the expansion that’s been realized.

      Current tuition is $10,000 per year, and this accounts for most of the school’s annual budget, said Weeks, noting that there is an annual giving campaign and other fund-raising efforts. These include a recent auction that included a reserved parking space near the front entrance that is now the property of ‘Olivia’s Mom,’ who paid $500 for it.

      Prospective students’ applications are weighed on a number of factors, said Giessman, listing a short IQ test (scores are not disclosed, but most all students are in the high-average to well-above-average range); references, especially from teachers recommending the school to parents; and student interviews. “There’s no single factor that trumps everything else,” he noted. “In the end, they need to be able to come here, want to come here, and be able to get down to the business of learning.”

      Students can start at the kindergarten level, but many begin a few years later, because it is generally between second and fourth grade that parents and teachers will recognize strong academic ability and conclude that a child may not be getting everything that he or she needs in a traditional school, he explained.

      Students come from a wide area, he told BusinessWest, listing such remote communities as Brimfield, Sturbridge, Mongtomery, and Washington. Meanwhile, the school’s location near both Baystate Medical Center and Mercy Medical Center has made it a popular alternative for professionals working at both facilities.

      They are drawn not simply by geography, however, but by what Giessman described as a “more creative curriculum and more social environment” than what might be found at public schools or other private facilities. “Learning here is cool.”

      Lesson Plans

      In his tenure, Giessman, who was a member of BusinessWest’s inaugural class of 40 Under Forty in 2007, has led efforts to add and grow a middle school (grades 5 through 8), increase enrollment, improve visibility, launch the school’s annual fund, a campaign for unrestricted gifts, and initiate other fund-raising efforts.

      These days, he devotes time to a number of duties, from teaching classical literature, including some Shakespeare — comedies like A Midsummer Night’s Dream and Much Ado about Nothing were on the recent reading list — to crafting a long-term strategic plan for the school.

      That document calls for, among other things, achieving continued growth in enrollment, nurturing the seeds recently planted for an endowment, and generating continued expansion and refinement of an educational approach he described this way: “picture in your head what typical teaching is … and that has nothing to do with what goes on here.

      “Teaching as an art form is, by and large, a way of forcing or tricking kids into learning,” he continued. “Here, it’s different; it’s more akin to coaching or being part of the team with the students. In the conventional setting, it’s as if the students are holding the teacher back; here, the teacher has to scramble not to hold the student back.”

      As Weeks led a tour of the school, she explained this phenomenon, and also how Academy Hill has grown, evolved, and created its current look and feel.

      Describing that feel, she said it’s a more-casual learning environment, one that involves very small classes and an individualized approach. “There’s a lot of freedom,” said Weeks, “but also a lot of structure, because young minds need both.” Elaborating, she borrowed a well-worn line from the theme song to Cheers: “everybody knows your name.”

      And by everybody, she meant parents, who play an active part in many of the programs at the school. They can often be seen sitting in the back rows during the Forum and Good Morning Show presentations, Weeks explained — “those sessions can be really entertaining; it’s worth spending your morning coffee watching them” — and they take part in many of the classroom activities as well.

      “Parents are part of the equation here,” she continued, adding that teachers and administrators want them to participate. “We encourage them to work through their passion points; we try to hone their energies into what they’re good at.”

      And while there is a sense of competition in this school for those with ‘higher academic potential,’ said Giessman, there is also what he called a “culture” of support that dominates this learning environment and is embraced by students and parents alike.

      “Students here are driven, but there’s a sense of support and encouragement among the kids,” he explained. “I don’t know if that’s because of who they are or because of the way we’re structuring measures of their achievement, but it’s there.”

      When asked where his students go from Academy Hill, Giessman smiled and said, “wherever they want.”

      Some return to public school systems — several are now enrolled at Longmeadow High School — but many attend private secondary schools, and they are, as Giessman said, recruited heavily. “The prep schools of Connecticut and Western Mass. are actively recruiting our students,” he explained. “And some from the Boston area are also sending representatives out to grab some of our graduating eighth graders; it’s great to see such strong interest.”

      Chapter and Verse

      When asked about some of the many R-rated aspects of Shakespeare’s writing and how he handles them given the age of his students, Giessman, who reads those works to his charges and pauses often for questions and discussion, said, “well … there are some things you gloss over.”

      But there isn’t much glossing over of anything else at Academy Hill, where students not only absorb the Bard, they act out some of his plays; A Midsummer Night’s Dream and Julius Caesar were among the recent performances, and one student actually wrote an adaptation of Twelfth Night.

      Such talent has caught the attention of the prep schools, thus putting Academy Hill on the map, and giving Giessman a rather intriguing measure of the success he and his staff has achieved.

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

      Sections Supplements
      For Area General Contractors, It’s Truly Survival of the Fittest
      Eric Forish

      Eric Forish says his company has added services and diversified, making it better-prepared for the rigors of the current downturn.

      The economic downturn has hit a number of sectors hard, but perhaps none more than the construction industry, which has been impacted by everything from the sharp decline on the stock market to the collapse of the auto industry to falling confidence among business owners who might otherwise be looking to build or expand. There is some optimism, though, mostly in the form of hope that an economic-stimulus package will put some projects into the pipeline.

      David Fontaine has seen a lot of things in his three decades in business — but nothing quite like the current spate of challenges facing the construction sector.

      “We are probably at the low point of my 30-year tenure here,” said Fontaine, president of Fontaine Brothers in Springfield, which specializes in public-sector work and built the MassMutual Center, among many other local landmarks. “On average we have about 13 or 14 projects ongoing, and right now we are at four. The public sector bottomed out a few years ago, and in times like that you will typically see the private sector jump in and say, ‘now’s a good time for us.’ It just doesn’t seem like that really happened.”

      Russell Sprague, president of 100-year-old A.R. Green & Son Inc. in Holyoke, noting that his volume is down 50% from a typical year, used similar language. “It’s gloomy out there right now; Public works projects are down, in general, and the sizes of the projects you do see are smaller.”

      His company recently built the new field house at Smith College, but he doesn’t expect to see much more work on that scale anytime soon. “At the colleges, you don’t see the same scope of projects; there’s maintenance work on buildings that might have been deferred, but now they’re doing that work because they have to. Public-school construction has come to a screeching halt. I haven’t seen any of those in bid for the last six months.”

      Other general contractors we spoke with sounded similar notes. Overall, say players in this field, there’s less work and far more competition for what work is available. These converging trends are driving bid prices — and therefore margins — way down.

      Some contractors have been affected more than others, depending on their specialties, but nearly all of them are feeling the pinch, with builders noting downturns across virtually every sector — from higher education to ski resorts — that are impacting construction volume.

      “We do a lot of work up in Vermont, and that area is really slowing down,” said Gene Kurtz, president of Kurtz Construction in Westfield, referring to ski country. “All the resort areas had seen a lot of high-end work, but that was Wall Street money. It’s basically stopped.”

      Steve Killian, senior vice president of Barr & Barr Inc., a New York-based construction management firm with a local office in Springfield, said similar things about the higher-education sector, noting that, while his firm handled some large-scale projects last year at Mount Holyoke, Williams, and Yale, he’s not expecting the same volume in 2009.

      That’s because college endowments were hit hard by the disastrous year on Wall Street, and many schools are re-evaluating some large-scale capital improvements.

      “We’ve had a few projects pulled back or taken off the table,” Killian explained, noting that Yale is still going through with several aspects of a $1 billion capital campaign, but other schools have slowed down their construction activities significantly. “Williams College put the next phase of their 100,000-square-foot Stetson/Sawyer project on hold for about a year, maybe six months, depending upon the market.”

      While most all companies are struggling to some degree, some are faring better than others because they saw this slide coming and prepared accordingly — by getting leaner and meaner, and, when and where possible, diversifying their services.

      Looking forward, most companies say they will try to focus on more than mere survival, and instead position their companies for when the better times arrive, possibly on the wings of an economic stimulus package that might move construction projects into the pipeline and put crews to work.

      Building a Consensus

      But gauging when that day will arrive is difficult, and it has become the $64,000 question.

      Indeed, while most contractors have lived and worked through many economic cycles, this one has some twists and turns that make predicting the future quite difficult.

      “This will be the fourth recession I’ve seen,” said Fontaine. “The other three, you had a pretty good idea of how long they would last. This one here, I don’t think anyone has a grasp of how long it’s going to go on.”

      As for the present, area contractors say they are focused on making the best of a bad situation. And for many, the hope is that planning for the current downturn and effective strategic response will not only get them through, but create some potential growth opportunities.

      Eric Forish, president of Westfield-based Forish Construction, noted that this family business has been operating for more than 60 years, longevity achieved through diversity and flexibility.

      “Because of our conservative, Yankee values, we have tended with time to maintain that philosophy of saving for a rainy day,” he said, “and this is that rainy day.

      “We’ve positioned ourselves appropriately for 2009,” Forish continued. “We’ve maintained a diverse client base — private sector, public sector, institutional work, not just construction, but design services. We have a diverse portfolio of our operation. It’s proven successful for 63 years.”

      Preparation for the recession was key to keeping ahead of the current, Kurtz agreed, noting a period of streamlining that his company undertook earlier in 2008. Coupled with reorganizing the company, he mentioned some other new developments which position his company well.

      “One of the things we’ve done in the last couple of years,” he said, “is to increase the number of services and products we can offer, and that is helping us a great deal. We have a line of Lester buildings (pre-engineered metal structures) for small to mid-sized manufacturing facilities. Those buildings are marketable, affordable, and very popular right now. We’ve got a few of those projects in process.”

      Said Killian, “the recession has been reflected in every aspect of our market. Our response as a company has been that we saw some of this coming, and we started making some reductions in both internal costs and overhead costs early on, in the last two quarters of 2008, which really helped. We prepared ourselves for an ’09 that’s a little more lean than we would like.”

      Overall, though, no amount of preparation could have readied some companies for the severity of the downturn that hit in 2008, as reflected in U.S. Labor Department statistics showing that that the non-residential construction sector lost 6,800 jobs last December, and that for the year, job losses totaled 53,400, the biggest annual decline since 1991, or during the last major recession.

      The fallout resulted from slowdowns, or near halts to building in several sectors, an environment created by factors ranging from the 35% decline on Wall Street, which impacted colleges, health care facilities, and any other institution with an investment portfolio, to a precipitous decline in confidence among business owners of all sizes.

      Pounding the Pavement

      Despite these challenges, there is some work out there, said Carol Campbell, president of Chicopee Industrial Contractors, a firm that specializes in assisting clients, mostly manufacturers, with moving and installing equipment, work that often goes on regardless of the economic conditions.

      “The companies that we’re working with might be dealing with their own layoffs,” said Campbell, “ But these are projects that have been in the pipeline for several years. So, while we are doing a multimillion dollar project, the company itself might be streamlining its own internal organization.”

      CIC has done some streamlining of its own, said Campbell. “We’re a little smaller than we were two years ago — we’re down four employees — but taking that into consideration, we are strong.”

      One of the biggest challenges facing builders is the mounting level of competition for existing work, a climate created by declining volume across the state and the region, which has prompted firms from Worcester, Boston, Connecticut and other points on the compass to vie for work in the 413 area code.

      “Yes, there are opportunities,” said Forish, “but they are getting fewer, and they are drawing more attention — competition is extremely keen. If you look at a public bid list, a few years ago you’d see maybe a half-dozen builders, but now you are seeing two or three times that number.”

      Most everyone agreed that the growing legions of bidders have led to some shocking numbers for profit margins on jobs, with some builders possibly trading a dollar to make a dollar. “I think there are guys out there who didn’t prepare well that are cutting their bids down just to get a cash flow,” said Killian.

      Added Sprague, “a lot of these guys coming from Connecticut or Eastern Mass., quite frankly, I don’t know how they’re doing it, because they are coming in with numbers that I consider to be below my costs. It’s scary.”

      While the current conditions are bleak, there is some optimism concerning 2009, mostly in the form of conjecture concerning the size and scope of an economic stimulus package that many analysts believe will be passed in the next few weeks.

      In its 2009 economic forecast, the Associated Builders and Contractors (ABC) says that while this “looks like a challenging year for the commercial and industrial construction industry, the next federal stimulus package being discussed … may emerge as a countervailing force.”

      Currently, communities across the nation are putting together wish lists for possible federal funding as part of this proposed stimulus package from President Obama. Forish mentioned that builders are watching carefully what public projects might become available from that incentive. “If local communities see some of that funding, that will enable them to go forward with construction projects that they wouldn’t be able to undertake otherwise.”

      In the meantime, those managing firms must be diligent — and imaginative — in their pursuit of opportunities, said Peter Wood, president of Business Development at Associated Builders in South Hadley.

      “There are always opportunities if you expand your marketing and continue to network to find the projects that are out there,” he told BusinessWest, adding that he believes Western Mass. has weathered the financial crisis better than many other parts of the country.

      “Health and service industries, while they are impacted, they do need to keep up their facilities, whether it’s new construction or an upgrade of existing structures. From a construction standpoint, that work still tends to be available.”

      The Real Dirt

      Fontaine isn’t alone in his assessment about these being the worst of times — or the worst that most can remember.

      Most general contractors have been through downturns, and they’ve weathered storms. But this one is different. A confluence of factors has made finding work and keeping crews busy increasingly difficult. This is a time to be a resourceful and creative, say the contractors we spoke with.

      That’s because there is no real margin for error.

      Departments

      Chicopee Bancorp Opens South Hadley Branch

      CHICOPEE — The newest Chicopee Savings Bank opened its doors on Dec. 15 at 32 Willimansett St., South Hadley. The full-service branch offers two drive-through teller windows, a 24-hour drive-up ATM, and night depository service. This is the bank’s seventh branch location, and as part of expansion plans, Chicopee Bancorp Inc., the holding company for Chicopee Savings Bank, is preparing to open its eighth branch in Ware later this month. Visit www.chicopeesavings.com for more information.

      Atlantic Fasteners Receives Lockheed Martin Contracts

      WEST SPRINGFIELD — Lockheed Martin recently awarded Atlantic Fasteners two-year contracts totaling $940,000. The aerospace division of Atlantic Fasteners won the contract bids in December, the largest to date in the division’s history. The contracts’ combined value is nearly five times higher than the division’s previous two-year contract with Lockheed Martin, according to Marc Dionne, director of the aerospace division. An authorized Lockheed Martin supplier since 2000, Atlantic’s aerospace division has earned exceptional quality and delivery ratings in the high 90s and often 100% from Lockheed Martin, according to Dionne. Dionne added that recent steps to increase the aerospace division’s national visibility by investing in technology have paid off, pointing to the recent introduction of online pricing as one example. Atlantic Fasteners now uses a bar-code inventory-management system and offers online ordering, RFID, and electronic invoicing. Through December 2010, Atlantic Fasteners will supply hundreds of fastener varieties to Lockheed Martin’s business units across the country. Atlantic Fasteners is an employee-owned company that stocks thousands of varieties of military, aerospace, and commercial fasteners.

      Lenox Softworks Launches Microscope Software Program

      LENOX — Lenox Softworks (LSW) recently debuted a Mac-compatible version of LX-ProScope HR, a customized version of the LUXUS software used with handheld USB microscopes. Patrick Consolati, product manager, noted that these capabilities make the LX-ProScope HR applicable to several industries, but its uses in health care are particularly diverse. Consolati added that its use in health care fields includes dermatology to evaluate skin changes. The technology creates a digital record of any fluctuations in a skin spot’s color or size and evaluates the overall health of skin and hair. Using the enhanced software, LX-ProScope HR provides for images to be captured at various screen resolutions, using an array of interchangeable, fixed lenses that magnify up to 400 times. The Windows version of the software was released by LSW last year. In addition to the recent Mac launch, Consolati said a host of new features have also been added to enhance both versions. LUXUS LX-ProScope HR was conceived in 2003 through a collaboration between LSW and Bodelin Technologies, based in Lake Oswego, Ore. Visit www.luxussoftware.com for more information.

      Baystate Medical Earns Fifth Beacon Award

      SPRINGFIELD — Baystate Medical Center’s Daly 6-2 Surgical Intermediate Care Unit has joined the ranks of the top health care teams in the nation, becoming one of only two such units to win the American Assoc. of Critical Care Nurses’ Beacon Award. Baystate has won five Beacon Awards altogether. The hospital’s Adult Intensive Care Unit (ICU) earlier this year won a critical care Beacon Award for the fourth consecutive time. Intermediate care units meet an important need for care for patients who are too sick for a standard medical-surgical unit but do not require the level of care provided in an ICU, according to Deborah Morsi, vice president of Patient Care Services for Baystate, and chief nursing officer for Baystate Health. Morsi commended the Daly 6-2 nursing and patient care team for their dedication and commitment to providing the best care to patients. As recipient of a Beacon, Daly 6-2 met rigid criteria for excellence, adhering to high standards of quality in leadership, recruiting, and training nurses, and caring for patients and their families.

      Loomis Communities Supports Nonprofits

      Throughout 2008, employees and residents of the Loomis Communities worked collaboratively to raise more than $19,000 in support of other nonprofit organizations across the region. Outreach efforts included conducting blood drives for Cooley Dickinson Hospital, Mercy Medical Center, and the American Red Cross, and selling Valentine’s Day cookies to benefit the American Heart Assoc. In addition, residents and staff participated in the daffodil sale and Relay for Life for the American Cancer Society, and partnered with the Sodexo Foundation with the Power of Change campaign to benefit the Food Bank of Western Mass. Organizations also benefiting from the Loomis Communities’ efforts included the Alzheimer’s Assoc., Brightside for Families and Children, and the Holyoke Visiting Nurse Assoc. Loomis Communities is a nonprofit continuing care retirement community that provides lifestyle and health care options to enrich the lives of older adults. The communities include Applewood at Amherst, Loomis House in Holyoke, and Loomis Village in South Hadley.

      Rockridge Residents Raise Money for Food Bank

      NORTHAMPTON — Once a month, Rockridge Retirement Community residents give up dessert for a day and instead donate that money to the Food Bank of Western Mass. During the holiday season, Rockridge residents presented their first $150 check to the Food Bank. Rockridge spends approximately $50 per day on making homemade desserts for residents, according to Diana Hitchcock, director of dining services. No-Dessert Day at Rockridge has allowed the community to donate $50 per month to the Food Bank. Beth Vettori, executive director at Rockridge, added that what the residents agreed to do reflects on the overall mission of the community. She noted that No-Dessert Day is a “powerful example” of the way residents inspire on a daily basis to give of themselves to help others in need.

      Insurance Center Answers the Call

      WEST SPRINGFIELD — After the recent ice storm that affected several hilltown counties, hundreds of calls regarding damage claims flooded into the Heritage Insurance Agency — which was also hit hard with electrical and communication outages. Its sister agency, the Insurance Center of New England, came to the rescue by deploying resources to answer customers’ calls and concerns about the damages to their property. The Insurance Center was able to redirect calls to its West Springfield location from customers calling to report claims on their cell phones. The Insurance Center of New England is a division of ICNE Group, a regional insurance agency for commercial products, group employee benefits, and personal insurance lines based in West Springfield. ICNE Group also operates offices in Chicopee, Gardner, Athol, Danvers, Fitchburg, Lowell, and Winchendon.

      MBA Foundation Donates to WestMass ElderCare

      HOLYOKE — An early holiday present was delivered recently by the Mass. Bankers Assoc. Foundation to the offices of WestMass ElderCare Inc., for its ongoing charitable purposes. Celebrating its 12th anniversary, the foundation awarded $5,000 to WestMass ElderCare through the nomination of PeoplesBank. WestMass ElderCare programs include elder home care, congregate and home-delivered meals, personal care management, adult foster care, nursing home ombudsmen, money management, and supportive housing programs. More than 3,000 individuals are served through its programs and services, according to Priscilla Chalmers, executive director of WestMass ElderCare. Chalmers noted that the organization was “extremely humbled” by the acknowledgement. The MBA Foundation has contributed more than $1 million to community organizations since it was created in 1996.

      Opinion

      A Boston Globe sports columnist was writing recently from Seattle. He was trying to describe just how bad things are for the sports teams and their fans there, and he summoned this phrase: “reading the sports page here is like reading the business page everywhere else.”

      Ouch.

      That says a lot about how last place has become the mailing address for most teams in that city — but also about how painful it was, and is, to turn to the business section. It has been replete lately with stories about layoffs, failing banks, climbing mortgage-foreclosure rates, stocks tumbling hundreds of points on a regular basis, businesses closing, car dealers posting wretched numbers, and retailers having lousy months, quarters, shopping seasons (take your pick, they all work).

      Locally, residents were treated to all of the above, with specific examples ranging from the collapse of Skybus and the closing of its operation at Westover to the loss of SunEthanol (now Qteros) to the Worcester area, the closing of several car dealerships, and even Springfield’s ranking among the fastest-dying cities in the U.S.

      It wasn’t all bad. It just seemed that way.

      Amid the gloom and doom there were some bright spots, and in an attempt to maybe get 2009 off to a decent start, BusinessWest thought it would recount five of those positive stories. In no particular order:

      • A blueprint on workforce development. Toward the end of 2007, regional economic-development leaders initiated a program to improve the quality and quantity of the region’s workforce for the long term. Called Building a Better Workforce — Closing the Skills Gap on the Road to Economic Resurgence, the endeavor took its first major steps forward in ’08 with programs to put workers in the pipeline for the health care and precision-manufacturing sectors, and also increasing access to preschool. Perhaps more important, the first steps will get a number of businesses and institutions actively engaged in an issue of vital importance to the region’s future
      • The emergence of YPS. That’s the acronym for a group called the Young Professional Society of Greater Springfield, which, while only a few years old, seems to possess enormous potential to not only keep more young people in this region, but also help prepare them to be leaders — in business and the community.
      • New life for an old mill. Westmass Area Development Corp. announced plans to acquire the old Ludlow Manufacturing Associates complex in the center of that community. This is a 20- to 30-year proposition that looks to transform the nearly 1 million square feet of mill space and 79 acres of adjacent undeveloped land into a business and industrial center. At a time when the inventory of traditional greenfields is shrinking, the Ludlow development is an imaginative attempt to give companies more opportunities to move to and grow within the Pioneer Valley.
      • The start of a ‘green’ wave. Yes, the region will lose Qteros, one of the best emerging ‘green’ stories in Western Mass., but there are some other signs of potential growth in the realm of ‘green jobs.’ In Wilbraham, a company called FloDesign is making progress on a prototype that may revolutionalize the design of wind turbines. Meanwhile, in Greenfield, there are the makings of a ‘green’ cluster. And everywhere, there is a commitment to creating jobs in what looks like a sector with enormous promise. Stay tuned.
      • Liberty Mutual brings hundreds of jobs to Springfield. With what seems like a big assist from Gov. Patrick, Liberty Mutual announced that it would locate a call center in the Technology Park at STCC. Cynics will say that these are just call center jobs and that the company would have done the city more good if it had located downtown. The bottom line is that these are new jobs, and decent jobs, coming in a year when there weren’t many gains in that department. Meanwhile, a big part of this good story is the fact that Springfield triumphed over many other job-hungry cities in what became known as Project Evergreen.
      • There were other somewhat uplifting stories from 2008 that, while they didn’t obscure all the bad news, generated some hope for 2009 and well beyond. Let’s see if the region can build on this in the year ahead.

        Sections Supplements
        Nominations Sought for the Third Annual 40 Under Forty

        Two years ago, BusinessWest initiated a new recognition program called 40 Under Forty. It was blueprinted to identify and then honor 40 outstanding young individuals in business and service to nonprofit agencies. But there was a much broader goal — to shine a spotlight on the wide and deep pool of young talent in this region. To say that the program has met and exceeded its goals would be a huge understatement. Now, it’s time for Year 3, and the work to identify the Class of 2009.

        Anyone who says that youth is wasted on the young isn’t talking about these fresh faces.

        We’re referring to the first two classes of BusinessWest’s 40 Under Forty program, which for the past two years has honored area business and civic leaders in their 20s and 30s — heck, two were barely out of their teen years — and is now gearing up to identify a third group of high achievers in 2009.

        “It’s really cool to be recognized with such a great group of people,” said Rob Anthony, program manager at WMAS in Springfield and one of the 2008 honorees, who were profiled in the pages of BusinessWest and toasted at what has become a must-attend gala and networking event in the spring. “You see what kind of talent is out there, and it definitely gives you a promising feeling for what the future has in store.”

        But the 80 individuals celebrated in 2007 and 2008 are only the tip of the iceberg. In both years, business leaders chosen to judge applications have said that the 60 or so individuals who didn’t score high enough to make the cut were certainly talented and valuable assets for the region.

        So now it’s time for the third installment of a recognition program that has captured the attention of the region and its business community, bringing into sharp focus what most already know: that Western Mass. is home to a creative, motivated, and successful group of young business leaders, entrepreneurs, and innovators.

        “This region draws a lot of unique people who — I know this sounds cliché, but it’s true — think outside the box,” said Amy Davis, a 2008 honoree and president of New City Scenic & Display in Easthampton. “I think people have moved from the cities and from other places to come here because it is a little bit different. People here are pretty eclectic, I’d say.”

        With that quality comes the sort of creativity and flexibility that responds quickly to economic trends — and forges new ones.

        “These are survivors,” she said, “people who, when things get tough, change it up a little bit. They’re able to go with the flow more than people in more conventional circumstances. I think there’s a unique and varied pool of talent in this area.”

        Indeed, previous honorees have emerged from law, education, retail, health care, social services, finance, and many, many other fields — some forging completely new paths in computer technology, renewable energy, and ‘green’ business. In all cases, they have been successful in business and active in civic volunteerism, the latter being a critical consideration when judging applicants.

        Michael Presnal, executive chef and proprietor of the Federal Restaurant in Agawam — one of three 2008 honorees who work in the restaurant business — was pleasantly surprised at the depth of talent on display in the Pioneer Valley.

        “There were a lot of interesting people at the gala, and I didn’t realize how many creative people we have in the area,” he said. “It was fun, and I got a lot of positive feedback, a lot of calls to congratulate me. It was very positive for the restaurant as well.”

        Sections Supplements
        Bolstered by Its Diversity, the Local Job Market Remains Fairly Stable
        Bill Ward

        Bill Ward says this region, once dominated by manufacturing, has diversified economically over the years, which insulates it during a downturn.

        Bill Ward says he grew up in the town of Bethlehem, Pa., a community that through much of its history owed its identity and its livelihood to the steel mills that took the same name.

        “About 60% of the population worked for Bethlehem Steel, and there was probably a supply chain of another 20%,” said Ward, executive director of the Regional Employment Board of Hampden County, referring to conditions years ago (the company was dissolved in 2003). “When that industry went, there was nowhere to hide.”

        He related that story to explain why concern, and not panic, is the watchword for the region’s job market. It comes down to one word: diversity.

        “We’re not as sector-sensitive here,” he explained, adding that the once-manufacturing-dominant region now has jobs spread across a number of business groups, none of which seem to have been very hard hit to date by a recession that is devastating other parts of the country, where unemployment is approaching 10%

        Indeed, ‘stable’ is the word that Ward and others used to describe sectors ranging from health care to education; from financial services to manufacturing. They mixed it in with ‘holding their own’ to describe these industries and the impact to date.

        There have been some layoffs and hiring freezes in each of these sectors, said Ward, but nothing approaching the shock waves hitting construction-related businesses in many regions and the widespread devastation in the financial districts in New York, Boston, Charlotte, N.C. (home to several large banks, including Bank of America), and even Hartford.

        This is evidenced by a current unemployment rate in the region that is slightly below the national average of 6.5%. As of the end of October, jobless rates in Springfield (7.8%) and Holyoke (7.5%) were significantly higher than the state average of 5.5%, but many Hampden County communities lie well below that figure.

        That’s not to say that there isn’t concern or apprehension about the future of the local job market. Some sectors, especially those dependent on state and federal funding (and there are many), are hurting, and there are some warning signs, said Rexene Picard, executive director of the Springfield-based one-stop career center FutureWorks.

        These include growing numbers of individuals showing up at her agency and also at CareerPoint in Holyoke looking for job opportunities, and also greater interest in temporary employees, with some business owners wary of hiring on a more-permanent basis due to uncertainty about what the future will hold.

        “The major impact that I see every single day is the number of people coming in for unemployment assistance,” she told BusinessWest. “I’ve never seen it this difficult.”

        Seeking Hire Ground

        Moving down an unwritten list of the region’s major employment sectors, Ward and Picard said none of them have been unscathed by the downturn, but, by and large, they remain stable — there’s that word again.

        The term accurately describes the state of manufacturing, an important sector because it brings money into the region from outside its boundaries and has a high ‘job-multiplier effect,’ said Ward, meaning that for every job in that realm, another two to three are created in other sectors.

        “If you lose manufacturing jobs, your economy is likely taking a bigger hit than what a raw number of job statistics would suggest,” he explained. “In general, though, the high-tech and precision manufacturing sector in Western Mass. is holding its own.”

        The same can be said of the financial-services arena, said Ward, noting that other regions and individual cities, such as Hartford, with its high concentration of insurance industry-related jobs, have been hit much harder.

        “The dramatic financial collapse we have seen on the national level and on the state level are clearly reverberating in our region, but we are not going to see a big hit like you see elsewhere,” he told Business-West. “Our financial markets are stable, but I’m sure they’re very cautious as well.”

        Picard agreed, and noted, as others have over the years, that the region actually benefits from its historically moderate pace of growth in trying times such as these.

        “In contrast to the financial sector in Boston, we haven’t grown as rapidly out here,” she explained, “so we aren’t laying off as many now.”

        In health care, one of the region’s strongest employment sectors, the sagging economy has created a new set of hurdles for an already-challenged industry (see related story, page 26). These have led to some layoffs at Northampton’s Cooley Dickinson Hospital and Baystate Health, the region’s largest employer, as well as some hiring freezes involving non-clinical workers. But overall, the sector remains solid, and in some cases is still experiencing difficulties filling job openings.

        This is a separate challenge for the region, said Picard, noting that there are ongoing efforts to close a recognized skills gap with many positions within the health care industry and to put workers into the pipeline.

        As for the education sector, another pillar of the local job market, the private colleges have yet to be seriously affected by the economic downturn, said Ward, and the public schools have taken small-scale steps to date. This could change, however, as those institutions adjust to $1 billion in budget cuts recently announced by Gov. Deval Patrick, and the possibility of additional reductions.

        There are a number of institutions threatened by federal and state cutbacks, said Picard, listing her own as just one example; the two one-stop career centers have been forced to lay off 11 workers between them, she explained, adding that a host of social services, encompassing everything from mental-health services to childcare to transitional services (all of which are in greater demand during an economic downturn), are seeing their funding cut.

        Meanwhile, other sectors are struggling. The sharp decline in the housing market has deeply impacted Realtors, said Picard, and also businesses in a host of related industries, including retail, which is smarting from an overall erosion in consumer confidence.

        This phenomenon can be seen in a drop-off in holiday-season hiring, said Picard, with many stores wary about adding additional personnel. A lackluster holiday shopping season is predicted for the region and the nation, and if this comes to pass, then January will not be kind to some workers in that sector.

        “What we’re hearing is that, come January, we might see additional layoffs,” she explained, “or actually more stores closing.”

        Overall, caution is the prevailing attitude among employers, said those who spoke with BusinessWest, and this is reflected in greater reliance on temporary workers and temp-to-hire scenarios.

        Rick Caneschi, corporate account manager for the Valley Employment Group, has seen seen such patterns develop, especially the hiring of temporary workers instead of permanent employees, a clear sign that business owners are apprehensive about the months ahead. And he knows from experience and navigating through more than three decades of business cycles that 2009 will be more challenging than ’08.

        “I hate to say it, but I think it’s going to get worse before it gets better,” he said. “We’re seeing more and more companies asking how long they can keep their temporary employees on the payroll; they are being very cautious.

        “It was in 1989 when we had an economic slowdown,” he continued. “But it was in 1990 when we saw the cuts. The question I ask myself is, where will we see the cuts in 2009?”

        Strength in Numbers

        This is the question on everyone’s mind as a dizzying year draws to a close.

        The volume of traffic at FutureWorks is certainly enough evidence that the local job market is not exactly healthy, but it remains stable, as the experts told BusinessWest, and the signs point to more of the same in the year ahead.

        “It’s going to be tough here,” said Ward, “but we do have that fundamental diversity, which gives us strength.”

        Sections Supplements
        A Well-designed Document Can Help Employers Avoid Lawsuits

        An unfortunate reality of any business, especially in the current economic climate, is that an employer will, at some time, have to terminate an employee. Employers must carefully navigate this process to avoid the numerous pitfalls that can result from the need to terminate employees.

        Terminated employees may challenge the legality of their termination, often by contending that they were discriminated against, constructively discharged, or even retaliated against for acting as a ‘whistle-blower’ regarding the practices of the employer. Even if these claims are unfounded, the employer will incur some legal fees responding to any allegations.

        Severance agreements are a useful tool that employers may wish to consider when making the decision to terminate an employee. Such agreements are designed to avoid litigation by providing former employees with valuable consideration in exchange for a release of certain claims against the former employer. However, if the severance agreement is drafted incorrectly, it can also be the cause of litigation. Further, employers must take into consideration several federal laws that protect the rights of employees. Failure to do so can render a severance agreement unenforceable despite the value the employer has already given to the former employee.

        There are many important factors that must be taken into consideration when negotiating a severance agreement: provisions for wages, taxes, continued health care, other benefits, assistance in locating future employment, and, of course, the all-important release. These provisions should be specifically detailed in the agreement with regard to the amounts being paid to the employee as well as rights and responsibilities. Broad or over-generalized statements should be avoided because they can lead to unintended consequences that may negate the employer’s protections under the agreement.

        The severance amount can be paid either as salary or in one lump-sum payment. The agreement should specify the manner of payment, along with what portions of any payment represent normal wages, back pay, and any other sums that are included. Emotional-distress damages are often included as well, which raises important tax questions for the employer and the employee. Emotional-distress damages are not subject to the same tax withholdings as wages, which generally shifts the burden of paying these taxes to the employee, rather than being deducted and paid by the employer.

        Care must be taken in explaining this to avoid misleading the employee. The employer will need to include the wage portion in the employee’s W-2, and issue a 1099 for any non-wage payments.

        Provisions providing for continued health care benefits must also be carefully drafted. These provisions should explain the duration of continued coverage, which party has responsibility for premiums, and the employee’s COBRA rights. Ancillary benefits, such as accrued vacation time and retirement, must also be dealt with.

        Releases must be carefully drafted to achieve their expected results. Employers should be aware that certain claims cannot be waived under Massachusetts law. These claims include worker’s compensation claims, unemployment benefits, and payment of wages. Additionally, the protections of certain federal statutes, such as the Fair Labor Standards Act, cannot be waived, either. Including language in the agreement that purports to waive an employee’s rights in these protected areas could itself expose an employer to liability.

        Other employee protections can be waived, such as age-discrimination claims, but employers must be sure to meet the technical requirements for these waivers to be effective. For instance, the federal Older Workers Benefit Protection Act (OWBPA), which sets requirements for an effective release of claims under the federal Age Discrimination in Employment Act (ADEA), requires that releases be written in plain and understandable language, that individual employees are provided with at least 21 days to consider the waiver and 45 days in the event of a group reduction in force, and that the employee has seven days to rescind the agreement, so that it does not become effective until the eighth day after it is signed by the employee.

        Additionally, the employee should be notified that it is his right to seek the advice of counsel before signing the release. Failure to follow the technical requirements of OWBPA will leave an employer open to litigation despite the consideration already given by the employer. The release may also provide that, even if someone else pursues a claim on behalf of the employee (such as the EEOC), the employee will not seek to be paid any monies by the employer other than those received in the settlement.

        Although properly worded severance agreements will cost the employer some money in the short run, they can serve as an effective insurance policy for the employer against claims by discharged employees, whose claims may or may not have merit, but at the very least, will cost the employer legal fees to defend them.v

        Paul H. Rothschild, Esq. is chairman of Bacon Wilson, P.C.’s Litigation Department. His practice is concentrated in general litigation, as well as personal injury, product liability, medical malpractice, and employer/employee disputes. He also represents a number of employers in general business and higher education, providing advice on issues relating to termination, discrimination, and avoidance of disputes; (413) 781-0560;[email protected]

        Sections Supplements
        The Dangers of Estate-planning Software Programs

        The recent sophistication of software has contributed to an increase in homegrown estate planning. These mass marketers of legal services misinform people into thinking that they are saving money and that they are receiving sound legal advice. This is simply not true.

        As an estate-planning attorney, I felt an obligation to learn more about these sellers of legal advice. As such, I visited the Web sites and researched the software applications of several well-known estate-planning services.

        One of them called itself a ‘Legal Documentation Service.’ The service purported to “save time and money on common legal matters … and create reliable legal documents from your home or office.” Another purported to “help protect your family and your assets, and save on legal fees.”

        The process of preparing the documents among these companies was similar. Each required you to answer a series of questions, either online or via their software package, and your documents are prepared either instantaneously or within 48 hours. However, one software-based company suggests that you read an accompanying book, which is hundreds of pages in length. Although, you may not need to read the entire book, I do not understand how the public can decipher which parts to skip over and which to read thoroughly with only a basic understanding of estate planning. This seems like a hefty burden on the consumer and not quite the time-saver that the company publicizes.

        Intrigued, I moved forward. I started answering the will questionnaires of several services, and due to my own thorough understanding of the intricacies of estate planning, I was perplexed that my options were limited on these questionnaires. Among other issues, I specifically wanted to better understand my options regarding the inheritance distribution alternatives for my children:

        • Could the distribution ages be staggered so that the children would not receive a windfall at age 18?
        • Could I separate principal and interest?
        • Could my children approach the trustee for health or educational needs prior to the set distribution age?
        • So, I called the telephone number provided on one of the Web sites, and I spoke to a young woman who was very pleasant. But when I asked if she could provide me with examples of how I could distribute my assets to my children in the event that I survive my spouse, she simply stated, “you can distribute any way you wish.”

          Although this may be somewhat accurate, it did not truly answer my inquiry. I then asked if she was a practicing attorney, and she answered that she was not.

          This was just the first of many questions that I had about the questionnaire. Another question regarded whether or not I was required to state my desire for organ donation and cremation in my will instead of my health care proxy. The representative answered that I am only able to insert this information into the will. Many attorneys suggest that this language be included in one’s health care proxy because that document is usually reviewed prior to the will.

          As such, the will may be read by your loved ones well after your body has been buried, and therefore, your intent will not be adhered to. But several of these companies do not allow this flexibility.

          Additionally, with many services, nothing prevented me from including a disabled child, who would be receiving governmental assistance, as a beneficiary under the will. As experienced estate planners know, the receipt of assets by a disabled individual on governmental assistance most often disqualifies them from governmental benefits.

          One company uses the tag line: “We Put the Law on Your Side,” a claim that a law firm cannot make under the marketing rules that govern the legal profession. Nevertheless, the company claims to be a leading legal Web site. Huh? The people that work on the documents are not attorneys, and they cannot, by law, give legal advice.

          To further illustrate this point, one Texas court went so far as to declare that a software-based mass marketer of legal documents constituted the unauthorized practice of law because its process was too interactive and sophisticated.

          Most companies do a review, making sure that all answers are completed in the questionnaire and that all spelling is correct. These minor tasks are akin to a very narrow role as a proofreader of the consumer’s data entries. This has to be limited by law, since no attorney is involved in this process.

          These companies hope that you will never read their disclaimer or terms-of-use disclosure. One such disclaimer provides that they are not providing any legal advice, that their documents may not work in your situation, that their documents may not be valid in your state, and that you agree to hold them harmless for any consequences resulting from your choice to use their services rather than seeking the advice of an attorney. Another disclaimer provides that “this product is not a substitute for … an attorney” and “we’ve done our best … but that’s not the same as personalized legal advice” and “if you want help understanding how the law applies to your particular circumstances, or deciding which estate-planning documents are best for you and your family, you should consider seeing a qualified attorney.”

          How can this provide the end-user with the confidence that their estate-planning documents are both legally binding and appropriate to their particular situation?

          Probate law is strict and unforgiving. Good estate-planning attorneys work diligently to keep abreast of changes in the law through memberships in such organizations as the National Academy of Elder Law Attorneys Inc. and the Estate Planning Council of Hampden County, and through extensive, continuous reading and legal research. Creating your own legal documents provides a false sense of security, and the inaccuracies are usually discovered only when it is too late to do anything about them.

          Most people need the perspective that an impartial, experienced estate-planning attorney provides. You are playing with fire if you engage the services of these companies for the following reasons:

          • These programs largely disregard specific laws that can dramatically affect your estate;
          • Your unique issues and circumstances can be flushed out and addressed only through consultation with an attorney; and
          • You are not securing the experience and the knowledge of an attorney trained to handle the specific circumstances of your estate.
          • Another inaccuracy that I found regarded the fee structure. One company claims that, “with [the company’s] lawyer-free service you can save up to 85% off the rates an attorney would charge for the same procedure.” Upon a review of what the company claimed to be an estimated fee that an attorney would charge for the preparation of the will, I was flabbergasted. I can only speak for my firm, but our fee is approximately 4.5 times less than the estimated fee quoted on the Web site.

            Moreover, one company suggests that its service is equivalent to the services of an attorney, which is undoubtedly inaccurate as outlined above. In fact, a Colorado attorney boasts that he loves these online and software companies because he has been retained by individuals to correct mistakes included in documents prepared through one of these companies, and he has earned more than what he would have if he had performed the work in the first place.

            In conclusion, the subjects that typically matter the most to you — your health, your family, and your finances — warrant the attention of an experienced, trained professional who will put their bar license and malpractice insurance on the line to provide you with the advice, counsel, opinions, and recommendations that are essential to drafting a proper estate plan.

            People generally create estate plans for the peace of mind that they provide. The question is whether or not a software program and/or an unlicensed, uninsured, and largely unregulated document preparer can provide you with the peace of mind that your estate plan was done appropriately and addresses your specific needs.

            Todd C. Ratner is an estate planning, business, and real estate attorney with the Springfield-based law firm of Bacon Wilson, P.C. He is a member of the National Academy of Elder Law Attorneys and recipient of Boston Magazine’s 2007 Massachusetts Super Lawyers Rising Stars award; (413) 781-0560;[email protected]

            Features
            Attorney Marty Dunn Stands Tall Against ALS
            Marty Dunn with his daughter, Kellis; his son, Ryan; and his wife, Anne Marie.

            Marty Dunn with his daughter, Kellis; his son, Ryan; and his wife, Anne Marie.

            Marty Dunn first started noticing a slight slurring of his speech about a year ago. Soon, others noticed as well. Eight months later, he would be officially diagnosed with ALS — amytrophic lateral sclerosis, or Lou Gehrig’s disease. It’s been a strange, almost surreal 2008 for Dunn, vice president of contracts for Chicopee’s Turbocare and a well-known attorney in the region. But the past is certainly not his focus. Instead, it’s the present and especially the future. There is much planning to do for Dunn, who wants to be an inspiration, not the object of pity, and a determination to make the very most of the time he has left — especially this time.

            Marty Dunn extended his right arm and started shaking and flexing his hand, as if to provide some visual effects for some comments about his thumb.

            It’s simply not as opposable as it was or should be, said Dunn, adding that a lack of mobility and resistance in his thumb has affected, to one degree or another, his ability to eat, write, brush his teeth, turn the car key in the ignition, or do any of those myriad other things that one does with their dominant hand. “It really messes things up.”

            Aside from a slurring of his speech, which has become progressively worse over the past year or so, these thumb problems are the first outward manifestations of amytrophic lateral sclerosis, or ALS, otherwise known as Lou Gehrig’s disease.

            Dunn knows there will be more.

            Many more.

            He just doesn’t know when they’ll appear, or where, or to what degree they will impact that intangible known as quality of life — for himself and those around him, especially his wife, Anne Marie, daughter, Kellis, and son, Ryan.

            This is one of the exceedingly cruel aspects of ALS — a progressive neurodegenerative disease that affects nerve cells in the brain and spinal cord — and there are many. There is no cure for this menace, named after the New York Yankees star who contracted it, and no one really knows definitively what causes it. A diagnosis is, in most all cases, a death sentence. But those who have it just don’t know how long that sentence is or what the weeks, months, and years ahead of them will be like.

            All they can do is think and hope and prepare for what they know, or think, is coming — which most people would find incomprehensible and exceedingly depressing.

            But Dunn, an attorney, vice president of contracts with Chicopee-based Turbocare, and former associate with the Springfield-based firm Bacon Wilson, isn’t sitting around feeling sorry for himself. He has much better things to do with his time — especially this time, before ALS takes from him his ability to speak, eat, write, type, walk, and be independent.

            He knows those days are coming. He just doesn’t know when.

            “I never miss an opportunity to spend time with the kids now,” he told BusinessWest. “I’d like to think that it was always like that, but it wasn’t. Now, it means so much more to me.”

            One thing Dunn wants to do with this time is try to raise awareness of ALS in the hope that maybe someday the causes will be known and a cure can be found. “ALS is relatively rare, and it doesn’t get the federal money that other, more widespread diseases do, so anything I can do to draw attention to it will help.”

            He’s not going to climb a mountain, stage a telethon, or even blog about his experiences, but he will try to help people understand this disease and perhaps comprehend the many ways it impacts the lives of its victims and all those around them. Ultimately, he doesn’t want to be a victim and object of pity, but rather an inspiration to others fighting battles like his own.

            And one way of doing that is agreeing to sit with BusinessWest and talk about ALS, what he’s experiencing, and what he wants to do “before it’s too late,” a phrase he used on a few occasions to convey his determination to make the most of what is now a truly precious commodity.

            Indeed, as he recalled a time recently when Anne Marie said, “why did this happen to us? — we’ve always done everything right … we’re good people,” Dunn said he replied, “why not us? What makes us so special? Life isn’t fair, and I’ve been pretty lucky through my life.”

            That was his way of acknowledging that ALS strikes indiscriminately, and that time spent asking ‘why?’ isn’t time spent wisely.

            And he’s becoming quite an expert on that subject.

            Body of Evidence

            It was a Sunday-afternoon football party with some of his neighbors in East Longmeadow, like so many before it, until

            Dunn recalls that it was quite cold that day late last fall, and that the New England Patriots triumphed (they won every regular-season game last year). But by day’s end he would have something much different and far more menacing to remember the occasion by.

            This was the first time someone made reference to his speech and that it didn’t seem right. “Someone said, ‘your voice sounds funny,’” he recalled, adding that he had noticed something himself, a slight slurring, in the days preceding, but didn’t think much of it. But with this second reference, he began to think that maybe something was wrong. And with some hard prompting from Anne Marie, he would eventually seek out some answers.

            As he would find out much later, the ALS had actually invaded his body several months earlier, and this lengthy time before the first visible manifestation of the disease is part and parcel to ALS.

            This was just one of the many things Dunn would learn during an almost surreal 2008 for the Springfield native, Cathedral High School and AIC graduate, and Navy veteran who once worked for the late Congressman Edward Boland as an aide in the mid-’80s, first in Springfield and then in Washington.

            “That was a fantastic experience,” he said of his time in D.C., adding that it helped propel him into a career in law, one that would take some time to develop.

            Indeed, after leaving Boland’s staff, he went to work to what was then Continental Cablevision (there have been several new owners and names since) as government affairs manager, and later at MassMutual and Aetna in what he called “systems jobs.”

            During his time with Aetna, he attended Western New England College Law School part-time. Upon graduation in 1998, he went to work for Bacon Wilson, where he specialized in corporate law, especially commercial transactions. He also handled some immigration work and residential real estate.

            In 2006, he left the firm for Turbocare, a subsidiary of Siemens that makes replacement parts for steam and gas turbine engines manufactured by Siemens and other makers. His work involves international contracts, as the title suggests, but Dunn also serves as in-house attorney for the company, handling a broad array of duties that he categorized as “office work.”

            But this was the kind of behind-the-scenes, transactional legal work that appealed to him, and he had settled into the job nicely by late 2007. Soon, though, things would become rather unsettled.

            Questions, but No Answers

            There are many things that medical science doesn’t know about ALS, said Dunn. What causes it and how to cure it are at the top of the list, but it is also not easy to diagnose.

            In fact, it was actually late summer, more than eight months after that first reference about his voice and nearly two months after Dunn finally went in for tests, before doctors could actually, and officially, confirm that this was the problem.

            “A diagnosis of ALS is a diagnosis of exclusion,” said Dunn, noting that there are several neurological disorders that could have been the cause of his slurred speech. “They start out with a list a mile long and they slowly eliminate things; the thing at the bottom is ALS.”

            He remembers several procedures, none of them pleasant, as doctors worked their way down that long list. “They shock you with electric shock, and stick needles in you all over the place,” he recalled, “in the tongue, in the extremities, anywhere and everywhere.”

            Before any of that, doctors found something else to be concerned about — an abnormal heartbeat, which required some immediate attention. By the time a measure of control with his heartbeat had been achieved, doctors were making some headway in their process of elimination.

            “But it would be Aug. 29, a date Dunn won’t ever forget, when he received not only the official word, but a letter that he would have to use as he sought benefits from the Veterans Administration and other agencies. “That’s my kick-off date.”

            He told BusinessWest he greeted the news with “shock and horror,” with thoughts soon returning to some recent experiences, when he watched a boyhood friend’s mother suffer from and then succumb to ALS.

            “It was horrifying … it was very hard to watch it unfold,” he recalled of this exposure to ALS, which played itself out over the course of four or five years. “I heard from my friend frequently; I would visit him and see his mother. I could see what it was doing to her, so there’s some tragic irony to all this.”

            When all was said and done and ALS was confirmed, Dunn said he actually felt sorry for the neurologists who made the diagnosis, who feel helpless in such situations. “Once they come away with this diagnosis, they shift from a curative type of consultation to saying, ‘well, you should make the most of the time you have left.’”

            Upon learning that he was afflicted with ALS, Dunn then did what people do these days when they want information; he googled the acronym.

            Then he started reading, a sobering experience, to say the least.

            Among the things he’s learned is that ALS strikes about 30,000 people a year. That’s a big number, but not big enough, apparently, to drive the pharmaceutical companies to invest large amounts of time and money to finding a cure; there’s simply not enough of a payback.

            He’s also learned that while life expectancy varies, most victims have between two and five years to live. But what none of the sites he clicked on could tell him was just how quickly this disease will take over his body and what he can expect next. He’s not sure exactly why, but he believes his progression will be slow, which is both good and bad.

            Dunn has learned that there are essentially two informal types of ALS. One starts from the head, or top, and works its way down the body. The other moves in reverse, striking the legs and then heading north.

            He has the former, which explains why his speech was the first thing to be impacted. The thumb problems followed, he said, adding quickly that while it’s not getting any worse — yet — it’s not getting better, impacting myriad daily activities.

            “My writing is getting really sloppy,” he said. “I have trouble holding a fork — I really have to grab it — and I can’t really turn the ignition in the car.”

            No one really knows exactly what will happen next or when, but Dunn is pretty much resigned to the fact that soon (a decidedly relative term for those with ALS), he will lose his speech altogether, and he will need to communicate via a computer. Next, or maybe simultaneously, he will lose the ability to swallow, meaning he will need a feeding tube for nourishment.

            Knowing that such things are coming, but not knowing when, is difficult, he said, adding that he is determined to make good use of his time before such quality-of-life-limiting things happen.

            Desire to Inspire

            Dunn said that putting the acronym ALS together with the word blessing in the same sentence is awkward and somewhat perverse.

            But that’s the term he chose to describe one aspect of this disease: time — to think and reflect and relish and maybe do some of the things one might do if he or she knew there was only so much time, or quality time, left. And also time to get one’s affairs in order and make sure that people are taken care of to the best of his ability. Dunn has been doing all of that, and he noted that many people don’t have that luxury.

            “First and foremost, I wanted to do those things they say you should do for your family,” he said, listing a will and a health care proxy, among others. “There are a lot of business-related issues that have to be addressed, and you want to make sure everything’s been done right.”

            His situation improved in September, he said, when the Veterans Administration, acting upon statistics showing that those who served time in the military had a much greater chance of contracting ALS than non-veterans, altered its policy on the disease. Before that, Gulf War and Vietnam-era veterans who contracted the illness would be eligible for service-connected pensions. However, that policy now includes everyone.

            “That opens up some new avenues of help for me and other veterans who have it,” he explained, adding that his wife will now receive a small pension because of that policy change and that ‘service-connected’ designation attached to his ALS.

            Dunn said he doesn’t have any firm plans for the future, but he is mulling a host of possibilities. He intends to take the family on a vacation to Disney World — “it’ll be the 100th time, but if it makes them happy, that’s all I care about” — and is thinking about a visit to Ireland, something his wife wants to do.

            “I have to take advantage of the time I have, meaning while I’m still mobile and can still speak,” he explained. “Hopefully, I’ll be around for quite a few years, but there will come a point where there will be wheelchairs and other things I’ll need, and it just won’t be the same.”

            In the meantime, Dunn is taking inspiration and support wherever and whenever he can find it.

            He’s been given a number of books on the subjects of death and dying, including Randy Pausch’s The Last Lecture, from which he’s gained determination to honor the late educator’s call for those staring at death to be ‘Tiggers’ and not ‘Eeyores’ (characters from Winnie the Pooh) as they live out their lives.

            “He says you can either be an Eeyore and sit in the corner and say, ‘oh, woe is me,’ or you can bounce around like Tigger and just enjoy life. That’s what I plan to do.”

            Overall, he doesn’t dwell on the hand he’s been dealt or rant at his misfortune. “Sometimes the ball bounces in your direction, which it usually has for me, and sometimes it doesn’t,” he said. “I’ve been more fortunate than most.”

            Dunn was honored this past Veteran’s Day with the role of grand marshal in Springfield’s Veteran’s Day Parade, and a few days later he was the guest of honor at a huge fundraiser at the Basketball Hall of Fame. More than 500 friends, family members, colleagues, and former colleagues gathered at an event that had the look and feel of a Frank Capra movie and drove home the point that Dunn will have plenty of support as he battles ALS.

            Doug Guthrie, now vice president of the Connecticut-West Region for Comcast, with whom Dunn had worked at Continental Cablevision some 20 years earlier when both were just getting started in their careers, organized many of details of the event (which raised more than $25,000 by some very early estimates) and introduced Dunn to those gathered. Meanwhile, attorneys at Bacon Wilson sold hundreds of tickets to the event, and organizers collected raffle prizes from dozens of area businesses and attractions.

            AnnMarie Harding, marketing director for Max’s Tavern and hostess of that football party in East Longmeadow 11 months earlier, handled most of the logistics, with help from some interns at WNEC, Dunn’s alma matter.

            Dunn wrote out his remarks, telling those assembled that by doing so, someone else might finish if he couldn’t. He had to stop several t
            mes, with each pause pierced by a cry of “we love you, Marty,” or “we’re here for you, Marty,” always from a different corner of the room, and each time providing enough to give Dunn whatever it took to read on.

            He told those gathered what he later told BusinessWest — that he intends to be around for a while, and for the time being, it will be “business as usual”— or as usual as it can get when one’s been handed a death sentence.

            He doesn’t know for how long, but one more thing Dunn has learned about ALS is that one lives for the moment and prepares for the future.

            He’s got that part down.

            Lasting Impressions

            When asked if he could ever truly put aside his plight and not think about it, Dunn said there are actually some times when he can forget he has ALS.

            “But it’s not easy,” he said, “not when every time you start to talk you’re reminded. The only respite you get is when you’re sleeping.”

            And now, there’s the thumb.

            Returning to that subject, he flexed his hand a few more times. Dunn said that from that all he’s read and all he knows, it will slowly get worse and that this will impact so many aspects of his life and those around him.

            “It’s really going to sink in when I can’t hold a football anymore and I won’t be able to play catch with Ryan,” he said, stopping for a minute as if to let that eventuality wash over him. And in a very rare display, you could see the pain on his face.

            That’s because he knows that day is coming.

            He just doesn’t know when.

            And that’s the curse of ALS.

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

            Departments

            MassMutual Promotes Two in Succession Plan

            SPRINGFIELD — MassMutual promoted its two co-chief operating officers to new roles recently as part of a succession plan for the $500 billion company. Roger Crandall took over as president on Dec. 1, taking the role formerly held by Stuart Reese, who will remain as chairman and chief executive officer. Meanwhile, William Galvin Jr. will take over on Jan. 1 as CEO of Oppenheimer Funds Inc. in New York City. He will replace John Mirphy, who will continue as chairman of Oppenheimer Funds until his retirement at the end of 2009. Galvin is currently the executive vice president of MassMutual’s U.S. Insurance Group.

            Big Y, HNE Produce Video on Healthy Food Shopping

            SPRINGFIELD — Knowing that good health begins with solid choices of food, Health New England (HNE) and Big Y World Class Markets have come together to produce a new DVD titled Healthy Directions/Living Well Eating Smart — A Grocery Store Tour. In the video, Carrie Taylor, Big Y’s registered dietitian, leads viewers through each section of the market, discussing smart meal choices and providing tips on becoming a savvy shopper. “We hope people see that eating healthy is easy, affordable, and delicious,” she said. The idea for the DVD began with live grocery store tours that HNE conducts at Big Y stores for its members who have diabetes. “During our tours, shoppers would see us and ask if they could tag along,” said Lynn Ostrowski, director of Brand and Corporate Relations at HNE. “We realized that everyone wants to learn how to make better food choices.” The DVD is free, and can be obtained by calling HNE at (413) 233-3032, E-mailing [email protected], or E-mailing Big Y at [email protected].

            WNEC Receives Distinction

            SPRINGFIELD — Western New England College (WNEC) is featured in the first edition of the Colleges of Distinction guidebook, a new publication that provides a fresh look at some of America’s higher education institutions. Based on the opinions of guidance counselors, educators, and admissions professionals, the guidebook honors colleges that excel in key areas of educational quality and appeal to students’ unique and varied interests. To qualify for inclusion in the guidebook, WNEC was evaluated for its performance in the “Four Distinctions” — Engaged Students, Great Teaching, Vibrant Communities, and Successful Outcomes. Guidance counselors and admissions professionals around the country recommended WNEC in all four categories. WNEC was also noted for its active student body, devoted faculty, and academic programs based on developing collaboration, communication, and problem-solving skills.

            BMC Unit Earns Beacon Award

            SPRINGFIELD — Baystate Medical Center’s Daly 6-2 surgical intermediate care unit has joined the ranks of the top health care teams in the nation, becoming one of only two such units ever to win the American Assoc. of Critical Care Nurses’ Beacon Award. The honor is a first for an intermediate-care unit at Baystate, and the first such award for an intermediate-care unit in all of New England. Intermediate-care units are reserved for patients who are too sick for a standard medical-surgical unit but do not require the level of care provided in an ICU. As recipient of a Beacon, Daly 6-2 met rigid criteria for excellence, adhering to high standards of quality in leadership, recruiting, and training nurses, and caring for patients and their families.

            Springfield College Raises $44.5 Million

            SPRINGFIELD — Springfield College recently wrapped up its largest fundraising campaign in its 123-year history with a record $44.5 million pledged, exceeding its goal by more than 10%. The college entered the public phase of the campaign in 2005 with $20 million raised. Last year, The Kresge Foundation announced a $1 million challenge grant if the college were to raise $39 million by June 30, 2008. The challenge was met. Altogether, the college received nine gifts of $1 million or more, 67 gifts of $100,000 or more, and 376 contributions of $10,000 or greater. There were over 15,000 donors from all U.S. states and 15 foreign countries. Supported by campaign funds, the college constructed its Wellness Center and Field House, expanded and renovated Schoo-Bemis Science Center to create a modern, interdisciplinary science teaching facility, and broke ground for the Campus Union complex. College officials also established 50 endowed scholarships and 16 named funds supporting the college.

            Giving Tree Nearing Milestone

            SPRINGFIELD — Hasbro Games recently launched the 24th annual Hasbro Children’s Giving Tree at the Eastfield Mall on Boston Road to make the holidays a bit brighter for underprivileged children in the area. Leaders from Hasbro Games, the United Way of Pioneer Valley, the Salvation Army of the Greater Springfield Area, and Rachel’s Table were all on hand for the festivities, which included 60 children singing holiday songs and bringing donated food items. The Children’s Giving Tree campaign, which runs through Dec. 12, provides food, games, and toys to children in need who reside in the Greater Springfield area. Hasbro officials also encourage area residents to drop off nonperishable food items to the mall during the campaign, which will be distributed to Rachel’s Table.

            Captain Charles Leonard House Unveils Improvements

            AGAWAM — Agawam’s historic Captain Charles Leonard House opened its doors to the public on Dec. 7 to celebrate the holiday season and the near-completion of an extensive capital-improvement project. The improvements include extensive mechanical and structural work, as well as the new historically accurate exterior color scheme and foundation plantings. Inside, the Old Kitchen has been redecorated to better represent its original use as a tap room. Plans for an extensive landscape-restoration project featuring native species, historically appropriate plantings, and an outdoor reception area was also on display. That project has been put on hold, as state funding was recently cut by Gov. Deval Patrick due to the current financial crisis.

            Opinion
            Don’t Limit Access to Higher Education

            By most accounts, we are now entering the worst economic crisis since the Great Depression. Nationally, the signs abound: the loss of home value, the meltdown in the stock market, the rise in unemployment, collapse of the credit markets, and a record $1 trillion federal deficit.

            As these dramatic changes reverberate through the economy, a college education becomes ever-more important to secure a decent paying job and enter a stable career; studies show the link between higher levels of educational attainment and higher average salaries. Furthermore, certain associate degrees such as those in nursing, allied health, computer science, and manufacturing, pay much greater dividends becaue jobs in these fields are in high demand.

            In this environment, individuals are facing hard choices about where to commit to spend their money. Where to go to college and how to pay for higher education ranks among a family’s most important decisions.

            One may choose between public and private colleges, with elite private colleges now costing — without room and board — upwards of $40,000 per year. Within the public sector, there are three options: university campuses, state colleges, and community colleges. In Massachusetts, average student charges per year without room and board for these three segments are:

            • $9,585 for the four UMass campuses;
            • $6,400 for the nine state colleges; and
            • $3,862 for the state’s 15 community colleges.

            Since community colleges are the least expensive, they are becoming more and more popular as a way to stretch a family’s and student’s limited resources. And people are flocking to these local colleges. Fall 2008 figures show community colleges now dominate enrollment in the state with 89,000 students, compared with 46,928 at the four university campuses, and a total of 37,509 at the nine state college campuses.

            This fall, community colleges statewide had an enrollment increase that averaged 5.3%, the largest jump of any segment. Although the Commonwealth’s community colleges offer only the first two years of a baccalaureate degree and a number of two-year career programs, the quality of instruction is superb. Consider that community colleges are teaching institutions with a focus on undergraduate students. Faculty are hired because of their knowledge and their ability to teach, not for research skills.

            Springfield Technical Community College, for example, offers 60-plus career programs in business, health professions, computer science, and engineering technology. In addition, the college has a robust liberal arts curriculum leading to transfer to baccalaureate colleges throughout New England. Local private colleges — AIC, Elms, Bay Path, Western New England, and Springfield College — court STCC graduates through agreements that provide guaranteed scholarships for students with good grades.

            Many STCC students also transfer to the public institutions, most notably UMass Amherst and Westfield State College.

            So, for those worried about the economy and the future, community colleges continue to be the best deal in the state.

            However, the current state budget deficit now threatens the accessibility and affordability of public higher education just when Massachusetts residents most need it.

            Community colleges are the most lean and efficient segment of higher education, educating more students with less funding. They enroll more than half of public higher-education students, yet receive approximately one-quarter of state funding. Consequently, it will be more difficult for these institutions to absorb major funding cuts without affecting the quality of the education and resources so important to students and to our economic future.

            Education is the economic driver for our state, producing the skilled and knowledgeable employees needed by business, schools, and industry — particularly the health care industry.

            While cutting funding for education will save money in the very short term, it will represent a far greater loss for our citizens and our state.

            Ira Rubenzahl is president of Springfield Technical Community College.

            Opinion

            Here are some signs of the times as a dreary 2008 comes to a close and a 2009 cloaked in anxiety and uncertainty sets to begin:

            • Safe sales are up. Many retail outlets reported a run on the metal vaults this fall as people sought ways to feel secure about what to do with their money; people must be putting such acquisitions to use, because by the end of June, domestic bank deposits had slipped by nearly $40 billion;
            • The Boston Globe prints an “Economic Survival Guide.” Headlines on the various pieces range from “Deal with getting laid off” to “Get by working part-time” to “Share bad news with your kids.”
            • Increasing use of the word depression — not the medical term, but the economic term. (Well, both, actually.) Usually put to use in clauses such as ‘worst since the Great Depression,’ the term has been employed more often lately to describe what may come to pass in 2009. FYI: Webster’s Collegiate defines depression as “a period of low general economic activity marked especially by rising levels of unemployment.”
            • All this points to what could be some very difficult times ahead even in a market (here comes that line again, sorry) that doesn’t see the serious swings, up or down, that other markets experience. We suggest that elected leaders in Congress, already under a great deal of stress with regard to the economy, piece together some kind of strategy for minimizing the damage from this severe downturn.

              As we’ve said many times before, this means a focus not on gimmicks or quick fixes or knee-jerk responses, but on well-thought-out strategic initiatives that will put resources, bailout funds, or whatever we might call them to the best use.

              And one of the best places to start is not with the auto industry — although we concede that a well-orchestrated plan of support designed to change the way the Big 3 does business and not promote business as usual is needed — but rather with direct infusions to states and communities.

              Unlike businesses, these entities cannot run deficits, and when revenues decline, as they have across the board, then painful cuts have to made, reductions that could potentially make the recession, or depression, of 2009 that much worse.

              As a point of reference, recall the budget cuts announced recently by Gov. Deval Patrick. They totaled $1 billion or so, and included cuts across the board — to colleges and universities, public-safety agencies, health care providers, parks, libraries, museums, day centers, nonprofit agencies that serve the poor, the blind, and those with HIV … you name it.

              These cuts add up. Community colleges will have to lay off staff, cut programs, raise fees, or all of the above, possibly, if not probably, reducing access to education. Meanwhile, health care providers will be forced to reduce staffs (several already have in fact), and some programs, such as those provided at Providence Behavioral Hospital in Holyoke, are imperiled. (In recent years, due to falling reimbursements, Providence has become almost dependent on emergency allocations from the Commonwealth.)

              And the Bay State is not unique in these actions, not by a long shot. New York’s Gov. David Paterson recently announced more than $5 billion in cuts, and California faces a $17 billion shortfall.

              There are movements being considered to send aid directly to cities, towns, states, and households that are all in a state of crisis on par with the Big 3, and we hope these calls are heeded. While a bailout of the automakers is needed to prevent a collapse of one or more of those companies, thus facilitating full-scale depression, support to cities, towns, and states is also needed.

              If it’s not forthcoming, we’ll all probably get more practice saying ‘depression,’ and we’ll certainly need that economic survival guide.

              Cover Story
              A Passion for Wellness Has HNE Moving Up the Charts
              Cover 11/24/08

              Cover 11/24/08

              Health New England has been moving up in the national rankings of health plans — all the way to No. 1 in one agency’s ratings for customer service. While such scores are generating headlines, it’s what’s behind the attractive ratings that constitutes the real story — specifically, the company’s strong focus on wellness, healthy communities, and strong growth, and not simply the bottom line.

              Peter Straley says there are a host of quantitative methods for measuring the relative success of a health care plan such as Health New England — and by that he doesn’t mean the bottom line, but rather efforts to effectively serve clients.

              There are numbers, and lots of them, said Straley, the company’s president and CEO, such as those awarded in national rankings of health insurance providers, and for HNE, they’re getting lower, which is the direction of choice in such matters. On Nov. 17, U.S. News & World Report, collaborating with the National Committee for Quality Assurance (NCQA), placed the company at number six out of 239 commercial health care plans; it ranked 11th three years ago and 9th in 2007. And in NCQA’s own annual report — the Quality Compass 2008 — Health New England was ranked No. 1 in terms of customer service among 160 health plans evaluated.

              Meanwhile, there are some numbers that are rising — again, the desired trend — such as the totals for members (more than 100,000) and companies (more than 5,000) being served by the 22-year-old venture, and even in the number of physicians’ offices stocking a series of educational pamphlets, or comic books, created by the health plan.

              They teach young people about everything from asthma to diabetes to the importance of weight control, said Straley, and they speak to the general operating philosophy that has enabled Health New England to score so well in those national rankings.

              Summing it up, Straley said HNE has always focused on creating healthy communities — in every way that word can be defined — and not on the perceived role of an HMO, simply deciding what gets covered and what doesn’t.

              “The true HMO was designed to take a holistic view of the person,” he explained. “It wasn’t about denying care or paying bills; it was about trying to engage you in what will make your life fuller and richer — which you can’t do unless you’re healthy, or as healthy as you can be.”

              Overall, Straley attributed HNE’s success in the national rankings to its ability to listen and learn. In the case of the former, this means hearing from a host of constituencies, from individual members to business owners; from doctors to hospital administrators. And with the latter, it means observing what has worked and what hasn’t when it comes to health-plan administration and employing best practices.

              In this issue, BusinessWest talks at length with Straley and others at HNE about why the company is turning heads on a national level, and how it certainly isn’t satisfied with the glowing approval ratings it has earned to date.

              A Cover Story

              Indeed, Pat Scheer, HNE’s Quality Operations manager, says the company wants to continue the current trend and do better than sixth in the next U.S. News/NCQA ranking. He and Straley believe that number will continue to fall due to the common denominator known as passion that they say permeates the company of some 240 employees.

              These individuals, including Straley himself, know and live among the people they insure; this lack of corporate distance means feeling a personal responsibility for how well providers, employers, and consumers are treated.

              “What differentiates HNE,” Straley said, “is that we really want to help people get the benefit of their health plan. Because, what’s your biggest fear? That something has just happened to you or a family member, and they’ll say, ‘oh, we don’t take that insurance here.’ We want to make sure that people are confident that, if they need their benefit, they’re going to get it. Because we’re going to see these folks on the soccer field or in the grocery store, we take it really seriously.”

              It’s been this way since HNE was created in the mid-’80s amid concern from area doctors that Blue Cross’ new HMO would drain patients away from their practices—and potentially deliver lower-quality care.

              A group of physicians collaborated with Michael Daly, then-CEO of the system now known as Baystate Health, and other administrators to integrate their own financing and delivery of health care through creation of a new HMO.

              The result of that collaboration, said Staley, is that HNE remains sensitive to both the doctors providing the care and the employers who choose HNE for their employee insurance. “The ultimate goal is to provide high-quality health care,” he explained, “and we don’t think you can do that with a sledgehammer from either vantage point, because that’s been tried, and that’s failed.”

              How these efforts to strike a needed balance and promote healthy communities become visible to the national organizations that rank health plans is another story — and Scheer’s bailiwick.

              “Managed-care organizations have a choice whether or not to seek the NCQA accreditation or not,” he explained. “Back in 1991, HNE was actually the first health plan in the country to seek that accreditation level, and we’ve been accredited ever since.”

              There are dozens of standards by which a health plan is judged, he said, including whether a company has a quality care committee; whether it collects data and how that data is used; how medical necessity is determined; how quickly a company responds to a patient appeal; and how the appropriateness of a provider is determined. The NCQA also asks for an additional 74 measures called HEDIS — the Health Care Effective Data and Information Set — as well as customer service surveys.

              “It’s not something where we can say, ‘hey, everybody, NCQA is coming in three months, so get ready,’” Scheer explained. “They look back for a two-year period to be sure that you have quality-committee meetings. They say, ‘show me the minutes for the last 24 months. Show me that you’re taking action.’ There’s no possible way you can bluff anyone.”

              All health plans are required to have the collection of their data audited, to make sure they’re adhering to the technical requirements. So while accreditation happens every three years, Scheer says documenting their efforts is a rigorous process that begins again the minute the current accreditation process is complete.

              Well Done

              Behind those attractive rankings are programs and operating philosophies grounded in imagination, innovation, and a commitment to the broad subject of wellness.

              “I love wellness … it’s all about behavioral change, and doing what your mother said you ought to do all along,” Straley joked, adding that one of HNE’s successful wellness initiatives is that series of comic books that educate young people on health-related issues.

              During their creation, the books were reviewed by medical personnel — and kids. The comic books have been distributed to pediatricians’ offices and offered to schools, and several have won National Health Information Awards.

              “What we’ve found,” Straley said, “is that the pediatricians are doing a great job of explaining to mom and dad what the condition is and what the kids should do. And the kid is standing beside them getting some of it, but then they’re out on the playground and have an attack and wonder what to do.”

              It’s an instance, he noted, where improving health care does not involve new science or treatment methodologies — just providing practical information in an accessible format.

              It also means providing members with options, and plans specifically tailored for their changing needs.

              Thus, in January of 2009, HNE will begin offering Medicare Advantage coverage for the first time. For people who are 65 and older, the Advantage plan allows them to remain within the system of their current HMO with Medicare coverage and the option to purchase additional benefits. On a day-to-day basis, the switch to some Medicare-paying benefits will be invisible to the consumer; they will experience the same health care package they had before turning 65.

              “The individual who’s 64 years old and has our insurance through her employer is still the same person at 65,” said Straley. “She’s still seeing the same doctor. She still has the same issues. Nothing has changed.”

              Enrollment levels in Massachusetts in Medicare Advantage plans are currently below the national average, but with HNE’s entry into the arena, that’s likely to change.

              Meanwhile, HNE’s focus on overall wellness extends well beyond what would be considered traditional health care. Indeed, the company participates in the larger health of the community by supporting cultural institutions like the Springfield Symphony and museums, and helping fund and organize kids’ programs with the Urban League.

              “Quality of life,” said Straley, “is not just are you coughing, but are you healthy physically, mentally, and spiritually?” It’s not just the right thing to do, he added — it also makes financial sense to support other businesses and the quality of life in Springfield and surrounding areas.

              The company has become involved in the issue of homelessness for both reasons, helping raise money for a new resource center that will break ground next spring, eventually providing around-the-clock counseling, medical care, and other support services to homeless individuals.

              “I think that it’s a failing of society when we don’t take care of people who are most in need,” Straley told BusinessWest. “This is not something you should blame people for — you need to provide help. But I’m also interested in economic development, and if we have people panhandling on the streets, it does not reflect well on Springfield.”

              Turning again to the challenges being faced on a national level in caring for people’s health and well-being, Straley said HNE is already confronting the central issue that health plans will face as more people are insured: how to change the delivery of services to accommodate demand. “As you get more experienced, you literally can do more with less,” he said, offering an example: “If you do group information sessions rather than individual sessions, you’re dealing with 80% of the solution for 10 people all at once, and that creates capacity. There are pieces that you want to keep individual, but there are behavioral pieces that could be done differently.”

              As a self-described “walking billboard for the company” (he often wears HNE logos), Straley expects people to approach him with questions. He listens, gives them his card, and says he’ll get somebody on it. It’s part of his belief that communication is at the core of the company’s success. “We try really hard to communicate clearly. We’ll try anything. We’ll write comic books! We’ll send you a memo! It doesn’t mean we’re always successful, but it’s the way you’d want a friend sitting across the table to tell you, ‘well, here’s how it works.’

              “As you can tell, I’m so proud of what the people in this company do,” he continued, “and how connected they are to the communities that we serve, and just how passionate they are about not wanting to be the big, bad HMO the way the industry gets painted. We’re really different, and they care about that. We’re committed to what we do, and we know how important people’s health is. At the end of the day, if your health isn’t good, the rest doesn’t matter a whole lot.”

              The Bottom Line

              Returning to the subject of numbers, Straley said HNE passed the 100,000-member plateau two years ago, and has been enjoying steady, controlled growth since — a pattern he desires.

              “I don’t want explosive growth,” he explained. “I want steady growth where we can manage the quality of the product we deliver.”

              If one does that, he said, the numbers, including those in the customer service rankings, should take care of themselves.

              Departments

              Joseph Wojnas of Hatch Mott MacDonald in Holyoke has obtained his Leadership in Energy and Environmental Design accreditation. Wojnas is a Physical Engineer and works as a project manager on municipal infrastructure and natural-gas pipeline projects.

              •••••

              Todd M. Crevier, a real-estate Sales Professional, recently joined Keller Williams Realty and will be working in the Longmeadow office.

              •••••

              Amy Egan has joined the Enfield, Conn. office of Prudential Connecticut Realty as a Sales Executive.

              •••••

              Dr. Pikeshkumar Patel has joined the practice of Baystate Medical Practices – Greenfield Gastroenterology. Patel, a Gastroenterologist, is on the medical staff at Baystate Franklin Medical Center.

              •••••

              Wendy M. Murakami has been appointed Wellness Coordinator at Ruth’s House, a program of Jewish Geriatric Services. Ruth’s House is an assisted-living residence.

              •••••

              Joe Moleski has been named by Penske Truck Leasing to the newly created position of Vice President/Sustainability.

              •••••

              Speech Therapist Natalie Powers has joined the Rehabilitation Department at Baystate Rehabilitation Care located at Baystate Mary Lane Hospital in Ware.

              •••••

              Chicopee Savings Bank announced the following:
              • Kerri Herzig has joined the bank as Assistant Vice President-Financial Reporting, and
              • Lloyd Hall has joined the bank as an Internal Auditor.

              •••••

              Don Rivard of Rivard’s Resources: IPM was recently recognized as a “Boston Hero at Home” by the Boston Public Health Commission. The award represents contributions to improving the health and quality of life for Boston residents, particularly those with asthma. Rivard is a former resident of Springfield.

              •••••

              Terry Ianello, owner and operator of Terry Etc. Hair & Nails Salon in Springfield, has recently returned from a five-day trip to France. Ianello was one of 12 hair designers across the United States invited as guests of Rene Furterer, the hair-care division of French pharmaceutical giant Pierre Fabre.

              •••••

              Environmental Compliance Services Inc. has named Michael Murdzia as a Senior Project Manager.

              •••••

              The Community Foundation of Western Massachusetts announced the following:
              • Elizabeth D. Scheibel has been named the new Chair of the Board. Scheibel is the Massachusetts District Attorney for the Northwestern District;
              • Sandy Belden, retired President of the Community Bank of Syracuse, has been named to the Board;
              • Dianne Doherty, Regional Director of the Mass. Small Business Development Center, has been named to the Board;
              • Sue Lobello, former Chair of the Board of The Food Bank of Western Mass., has been named to the Board;
              • Steve Mitus, Executive Vice President of Balise Auto Sales, has been named to the Board, and
              • Jay Primack, Managing Partner of Moriarty and Primack, P.C., has been named to the Board.

              •••••

              William B. Meyer Inc. has named Mike Humen to serve as Director of Business Development.

              •••••

              Adam D. Raczkowski has been appointed President of W. F. Young Inc. of East Longmeadow. Raczkowski is only the third president in the company’s history who is a non-family member.

              •••••

              The Children’s Study Home announced the following:
              • Shawn M. deVillier, Senior Vice President of Investments at Raymond James in Springfield, has joined the Board of Directors, and
              • Dale Desmarais, General Sales Manager at Grynn and Barrett in Holyoke, has joined the Board of Directors.

              •••••

              Vascular and interventional radiologist Dr. George Hartnell has joined the medical staff of Cooley Dickinson Hospital in Northampton.

              •••••

              Ronn Johnson, Director of Community Responsibility at Massachusetts Mutual Life Insurance Company in Springfield, will become a member of the Early Education for All (EEA) Campaign’s advisory committee. EEA is a coalition of leaders from business, early childhood, labor, religion, health care, education, and philanthropy, working in partnership with families, grass-roots leaders, and state policymakers to make high-quality early-education available to every Massachusetts child.

              •••••

              Todd Peetros has been named an Account Executive at Integrity Graphics Inc. of Windsor, Conn. He will be responsible for sales and the development of targeted markets.

              •••••

              John Mankowski has been appointed to Manager of Engineering for Convergent Lasers at PRIMA North America Inc, the North American subsidiary of PRIMA INDUSTRIE S.p.A., Torino, Italy.

              •••••

              The Greater Springfield Convention & Visitors Bureau announced the following:
              • Greg Chiecko, Sales Director at the Eastern States Exposition, will serve as Chairman of the Board of Directors;
              • Peter Rosskothen, Owner of The Log Cabin & Delaney House, will serve as Vice Chairman of the Board of Directors;
              • Joseph Carvalho, President and Executive Director of the Springfield Museums Assoc., will serve a two-year term on the Board of Directors;
              • John Doleva, President and CEO of the Naismith Memorial Basketball Hall of Fame, will serve a two-year term on the Board of Directors;
              • Carolyn Edwards, Senior Marketing Director of Prime Outlets, has been named to a two-year term on the Board of Directors;
              • Debra Flynn, Owner of Eastside Grill, has been named to a two-year term on the Board of Directors;
              • Robert Gilbert, President and CEO of Dowd Insurance, has been named to a two-year term on the Board of Directors;
              • Harlan Kent, President and COO of Yankee Candle Company, has been named to a two-year term on the Board of Directors;
              • Larry Litton, Park President, Six Flags New England, has been named to a two-year term on the Board of Directors;
              • Bruce Nable, President, SER Expo Services, has been named to a two-year term on the Board of Directors, and
              • Christina Pappas, President, Open the Door Communications, has been named to a two-year term on the Board of Directors.
              Members of the Board of Directors who have been nominated to serve an additional two-year term include:
              • Stu Hurwitz, Owner of the former Rein’s Deli;
              • William Rogalski, General Manager of the Holyoke Mall at Ingleside;
              • Robert Schwarz, Vice President of Peter Pan Bus Lines, and
              • Daniel Walsh, Vice President and Managing Director of Columbus Hotels.
              The following individuals, whose terms will expire in 2009, will remain on the Board of Directors:
              • John Hesslein, Station Manager of CBS-3 Springfield;
              • Matt Hollander, General Manager of the MassMutual Center;
              • Kevin Kennedy, Communications Director at Museums10/Five Colleges, Inc.;
              • Bruce Landon, President and General Manager of the Springfield Falcons Hockey Club;
              • Judith Matt, President of the Spirit of Springfield;
              • Tim O’Brien, President of Scorpio Communications;
              • Shardool Parmar, Co-owner of the Pioneer Valley Hotel Group;
              • Paul Picknelly, President of Sheraton Springfield Monarch Place Hotel;
              • Rod Warnick, Hospitality Tourism Management Department Head at the UMass Amherst, and
              • Lenny Weake, President of the Quaboag Valley Chamber of Commerce.

              •••••

              Winners of the 2008 Pacesetter Awards were recently announced by the Greater Holyoke Chamber of Commerce as follows:
              • CRA Inc. was named Small Business of the Year;
              • Conklin Office Furniture Inc. received the Pacesetter Award;
              • Square One received the Non-Profit Operational Excellence Award, and
              • Western Mass. Enterprise Fund Inc. received the Business Advocate of the Year Award.

              Cover Story
              Tim Sneed Charts a New, More Entrepreneurial Course at MCDI
              Cover 11/10/08

              Cover 11/10/08

              Earlier this decade, the Mass Career Development Institute and the acronym MCDI became almost synonymous with the mismanagement and corruption that plagued Springfield. Work to stabilize and refocus the institute began with now-former Director James Morton, and it continues with his successor, Tim Sneed, who is also developing a new strategic plan while also building awareness and transitioning the nonprofit workforce-training entity away from its partial subsidy from the city. ‘Transition’ is a word you hear often with regard to this agency, which Sneed is giving a more-entrepreneurial character as it strives to be an even-more-pivotal force in regionwide economic development efforts.

              Tim Sneed was winding up his tour of the many facilities at the Mass. Career Development Institute (MCDI) with a quick stop in the expanded metal shop area. He stopped at a trash barrel in the making, quickly recognizable as the same model seen on many streets in downtown Springfield.

              The unit features several iron rods twisted and welded into a somewhat artistic yet obviously functional shape as part of the training that individuals involved in this particular program gain as they look to enter or re-enter the workforce in one of many sectors that are struggling to find qualified help. As he looked over the nearly finished product, Sneed, MCDI’s executive director since early 2007, mused about an already-existing inventory and opportunities to make and sell more of the units, and said with a chuckle, “I’ve got 20 of these to sell; I want to be the trash barrel vendor of choice in this region.”

              He would use such phraseology early and often as he talked with BusinessWest, and offered the rubbish-receptacle-manufacturing work as one very small but nonetheless significant and symbolic example of what he wants to do at and with MCDI. His mission is to do some shaping of his own — in this case transforming the once-troubled agency that became symbolic of the corruption and mismanagement that plagued Springfield earlier this decade (more on that later) into a major player in the revitalization of the city — and improvement of the economic health and well-being of the region as a whole.

              He wants the nearly 40-year-old institute, now located in a former box-making plant on Wilbraham Avenue, to be a learning and training facility of choice, and he’s already taken some significant strides in that direction.

              Indeed, the former financial management executive at Solutia (formerly Monsanto) and MassMutual, working in concert with a revamped, committed board of directors, is positioning the institute, which provides training in areas ranging from computer programming to culinary arts to that aforementioned welding and machinery, to be an integral player in workforce-development efforts in the region.

              And this commitment comes at a time when workforce development has been identified as the most critical economic-development issue facing the region.

              In many ways, Sneed is continuing the work started by now-former MCDI Director James Morton, who, before moving on to become director of the YMCA of Greater Springfield, commenced the often-difficult work of stabilizing the agency after a scandal involving previous Director Gerry Phillips tarnished its name. But Sneed told BusinessWest that the image-restoration efforts are now mostly in the rear-view mirror.

              The task at hand has several components, he said, starting with awareness-building efforts and development of a new, comprehensive strategic plan that will evaluate specific programs and identify ways to strengthen and grow them. Meanwhile, the nonprofit agency is also transitioning itself away from its partial subsidy from the city in an agreement forged with the Finance Control Board.

              To successfully handle all of the above, MCDI must become, in a word, far more entrepreneurial, said Sneed, noting that this means everything from program development to trash-barrel production and sales.

              In this issue, BusinessWest talks at length with Sneed about his plans for MCDI and how he intends to make that vision reality.

              Work in Progress

              Sneed told BusinessWest that when he first came to Springfield and Monsanto, the expectation would be that the stay would be only a few years in duration, as it had been been with other stops while working for that company.

              But more than two decades later, he’s still working in the region and with several of its nonprofit groups, such as the Martin Luther King Center, where he served as chairman of the board for two terms, and the Community Music School, among others. Such involvement helped create what Sneed called a mid-life crisis of sorts regarding his own career.

              “I always said that if I had the opportunity to become the exec of a nonprofit agency, I’d try to take advantage of that,” he explained. “Lo and behold, a year and a half ago, this position opened up.

              “I didn’t know anything about MCDI at the time,” he continued. “Someone referred my name to (former) Mayor (Charles) Ryan; he called me in, we talked, and three weeks later I was hired. I see this as an opportunity to really contribute directly to the community.”

              Since arriving at MCDI, Sneed said he has focused his energies on improving visibility, especially within the business community, developing a strategic plan, recruiting a strong board of directors to provide better oversight, and instilling that more-entrepreneurial character he talked about. Add it all up, and it translates into work to make MCDI run more like a business itself than the quasi-public entity, or city department, that it has been.

              “There’s probably a notion that MCDI is some sort of social-service organization,” he said. “I am of the notion that I don’t want to be a social-service agency — I want to be a training facility. And that’s the direction we’re taking.”

              Such an attitude will be necessary as MCDI transitions itself away from its city subsidy, which is about 20% of a roughly $5 million annual budget also funded with help from state and federal allocations. Specifically, MCDI receives funding from the federal Department of Housing and Urban development, the federal Workforce Investment Act, the Employment Board of Hampden County, the Department of Labor and Workforce Development, and the Commonwealth Corp., among other sources.

              Separation from the city will occur over the next four years, said Sneed, adding that this period of transition will allow MCDI to cultivate other funding sources and become more-entrepreneurial in its operations. And when asked where and how, he said, “everywhere and with everything.”

              “The obvious challenge for us is to replace that revenue we receive from the city,” he explained, adding that there were plans to begin transitioning MCDI away from city assistance roughly a year ago, but they were pushed back, in part to provide more time to cultivate a strategic plan for moving forward and closing that funding gap.

              Such work boils down essentially to partnership-building, said Sneed, adding that this has been the blueprint for MCDI since its start back in 1970, but these efforts now take on an ever-more-critical nature.

              And they represent a form of ongoing evolution at the institute, which has seen a number of changes since it was founded as the Hampden District Regional Skills Center. Now, as then, the mission has been to work with various challenged constituencies — the homeless, those on transitional assistance (formerly known as welfare), the unemployed and under-employed, those once incarcerated, and youths at risk among other groups, and, “graduate them into the economy,” as Sneed put it.

              Over the years, technology and other changes in the workplace have presented new opportunities and challenges for the institute, which has, generally speaking, responded effectively to demands for both broader skill sets and qualified help in specific sectors of the economy. Since its inception, MCDI has transitioned more than 18,000 people into full-time employment, the majority of them women and minorities.

              But the institute was rocked by scandal earlier this decade, with Phillips eventually removed from his position amid allegations ranging from creation of no-show jobs to inappropriate use of funds to improper relationships with students — sometimes in exchange for those no-show jobs.

              Morton, a former attorney and long-time teacher in Springfield, succeeded in putting the institute back on solid ground, reaffirming its relevance within the region, and even gaining some positive headlines, said Sneed, adding that his role is to build on what’s been done and move MCDI forward through creation of more and better partnerships with area economic-development agencies.

              Training Grounds

              Sneed said MCDI has always been performance-based in its operations, but now, it will be even more so as it becomes more entrepreneurial in nature.

              “The incentive was never to get people in the door, but to get them jobs, and that’s more true today than ever before,” he said, adding that this operating philosophy (and funding provision) dovetails nicely with a new sense of urgency within the community regarding workforce development.

              Indeed, the Regional Employment Board, working in concert with a host of other agencies and institutions, has blueprinted something called Building a Better Workforce — Closing the Skills Gap on the Road to Economic Resurgence, and MCDI is already slated to play a role in one of its first initiatives.

              It’s a project within the health care sector to increase pathways for lower-skilled incumbent workers by providing certified nursing assistant (CNA) and acute-care training. The program will eventually involve both current health care workers and those outside that sector and, essentially, provide an entranceway and then a clearer path to better-paying jobs in that industry, which is struggling to fill vacancies in many areas.

              MCDI will join Springfield Technical Community College and Holyoke Community College in training efforts aimed at making participants ready to work in an acute-care setting.

              Meanwhile, the institute is also playing a part in efforts to help bring more skilled individuals into the manufacturing sector, and, specifically, the precision-machining quadrant, said Sneed, adding that work to secure more contracts of this type will be the real key to closing the funding gap that will result from the transition away from city support.

              And to get them, MCDI must improve its visibility, he explained, but also continuously prove to business owners, groups like the REB, and other partners and potential partners that it can produce results.

              “We have to show people that we can deliver — just like any business must,” he said, adding that, to continuously gain those desired results, the institute must make sure its programs are relevant, up-to-date, and provide graduates with those skills that employers are demanding.

              Thus, the institute uses advisory boards to review the needs of various business sectors and even specific businesses to help make sure the institute is graduating individuals who can meet those needs.

              These include the so-called “soft skills,” he continued, referring to everything from punctuality to communication to proper attire — something the institute helps to address through the Dress for Success venture, which provides graduating women with clothes and shoes for interviews or their first day on the job.

              “It’s always been our mission to have people be job-ready,” he explained. “And that’s why we have conversations with people, starting on day 1, about what it takes to be ready.”

              As for visibility, or marketing, this is something on which MCDI has traditionally not focused much of its time, energy, or budget (as a look at its Web site will reveal), but this philosophy, like many other day-to-day operations, will change with the institute’s more businesslike approach.

              “We have to market ourselves more aggressively, we know that,” said Sneed, who has gone so far as to hire a consultant to assist with such matters. “We have to get our message out; too many people still don’t know who we are, why we’re here, or how we can help them. ”

              And the message to be sent, he said, is that this is no longer a ‘troubled’ agency with a dark cloud hanging over it. “We’ve managed to put that behind us; we’re focused on the future and being a key part in workforce-development efforts here.”

              Moving forward, Sneed said his basic mission is simply to make the institute’s phone ring more often — make that much more often. Calls are traditionally from companies that need help, or a problem solver, he explained, adding that his level of success in making MCDI a thriving, independent entity will ultimately be measured by that volume of phone calls.

              “We want to be this region’s training facility of choice — it’s as simple as that,” he said, using, again, words that he summoned often.

              Trash Talking

              As Sneed gave BusinessWest a tour of the institute’s many programs — stopping in the computer lab, one of the English for Speakers of Other Languages (ESOL) labs, the commercial kitchen, and the Dress for Success shop, among others — he moved quickly and purposefully. He wanted to provide a detailed look at what the institute does and how it does it, but he also had work to do.

              MCDI is entering a new, intriguing, and very challenging phase of its existence, and Sneed is quite busy with the many aspects of partnership-building, strategic planning, and developing new and reliable sources of revenue. If it all sounds like the process of running a business, that’s because that is increasingly what this entity has become.

              And Sneed just might be able to sell a few trash barrels while he’s at it.

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

              Departments

              Instinctive Leadership Workshop

              Oct. 28: Ravi Kulkarni and Lynn Whitney of Clear Vision Alliance will present a workshop on “Instinctive Leadership” from 8:30 to 11 a.m. at the Baystate Reference Labs conference center, 361 Whitney Ave., Holyoke. The session will focus on understanding and adapting communication styles to connect effectively with others, as well delve into the correlation between good parenting skills and good leadership skills. Pre-registration is required. For more information, call (413) 283-7091 or E-mail [email protected]. Kulkarni and Whitney will also present a Nov. 11 workshop on inspiring and motivating others to take responsibility for their own actions, and a Dec. 9 workshop will explain how to empower others to develop the skills necessary to become future leaders.

              Creating Business Plans

              Oct. 30: The Mass. Small Business Development Center Network will present “Your First Business Plan” from 9 to 11 a.m. at the Franklin County Chamber of Commerce, 395 Main St., Greenfield. The workshop will focus on management fundamentals from start-up considerations through business-plan development. Topics will include financing, marketing, and business planning. The cost is $35. For more information, call (413) 737-6712 or visit www.msbdc.org/wmass.

              Estate Planning Talk

              Oct. 30: Hyman Darling, JD, of Bacon Wilson, P.C. will discuss “Personalizing Your Legacy” during a free talk in the dining room at Loomis House, 298 Jarvis Ave., Holyoke, beginning at 7 p.m. Darling will discuss ethical wills, provisions for a child or grandchild with special needs, charitable bequests, and gift annuities. For more information, contact Carol Constant, director of development for the Loomis Communities, at (413) 532-5325, ext. 184.

              Fusion Marketing

              Nov. 6: The Mass. Small Business Development Center Network will present a workshop that delivers the essential elements necessary to boost customer visits and sales through what is known as fusion marketing. This concept can also be described as ‘tie-ins,’ ‘joint ventures,’ ‘strategic alliances,’ and ‘cross-promotions.’ Participants will take away a simple system, action plan, and accountability mechanism that will help them cultivate multiple fusion-marketing partners. The program from 9 to 11 a.m. includes a 20-page workbook. The session is planned at the Andrew M. Scibelli Enterprise Center, 1 Federal St., Springfield. The cost is $40. For more information, call (413) 737-6712 or visit www.msbdc.org/wmass.

              MHA Workforce Summit

              Nov. 7: The Mass. Hospital Association will present “Hospitals as Employers of Choice: Maintaining a Competitive Edge by Being the Best of the Best” from 9 a.m. to 2:30 p.m. at the Conference Center at Waltham Woods in Waltham. The eighth annual workforce summit will highlight many of the best practices that are helping hospitals recruit and retain a strong workforce. Topics scheduled for discussion include: “Planning for the Future to Heal the Health Care Staffing Shortage,” “Creating an Engaged Workplace at all Levels,” “Mentoring as a Health Care Workforce Retention Tool,” and “Massachusetts’ Top-Rated Hospitals Share Retention Strategies.” For registration information, call (781) 262-6059 or visit www.mhalink.org.

              Using the Internet To Grow Business

              Nov. 12: Hidden Tech and the Mass. Small Business Development Center Network will host “Using the Internet to Grow Your Business” from 5:30 to 7:30 p.m. at the Andrew M. Scibelli Enterprise Center, 1 Federal St., Springfield. Meet the valley’s Web service resources — the people and companies that can help businesses start, improve, or expand their Web presence. The cost is $10. For more information, call (413) 737-6712 or visit www.msbdc.org.

              ‘Your First Business Plan’

              Nov. 13: The Amherst Area Chamber of Commerce will co-sponsor “Your First Business Plan” from 9:30 a.m. to 12:30 p.m. with the Mass. Small Business Development Center Network at the Amherst Town Hall, 4 Boltwood Walk. The workshop will focus on management fundamentals from start-up considerations through business-plan development. Topics will include financing, marketing, and business planning. The cost is $35. For more information, call (413) 737-6712 or visit www.msbdc.org.

              WMEF Annual Meeting

              Nov. 14: Western Mass. Enterprise Fund Inc. will host its annual meeting from 8:15 to 10:30 a.m. at the Log Cabin, 500 Easthampton St., Holyoke, with a focus on helping to create economic resilience. As part of the annual event, several awards will be presented, including “Micro Enterprise of the Year,” “Small Business of the Year,” and “Community Partner of the Year.” Local business product and service displays are also planned. For more information, contact Lee Reiner at (413) 420-0183, ext. 100. Attendees must RSVP via E-mail to [email protected] by Oct. 31.

              City of Bright Nights Ball

              Nov. 15: A Japanese Garden setting — complete with Tea House — will set the mood for the 2008 City of Bright Nights Ball in the Grand Ballroom at the Sheraton Springfield-Monarch Place. The event is the largest fund-raiser of the year for the Spirit of Springfield. The black-tie event features a gourmet dinner with the flavors of Japan, dancing, and the chance to win and purchase a variety of gift items. Tickets are $500 per couple, and tables of 10 are available for $2,500. For more information, visit www.spiritofspringfield.org or call (413) 733-3800.

              Understanding the Basics of Cash Flow

              Nov. 19: Representatives of Boiselle, Morton & Associates, LLP will present a workshop to help individuals understand the basics of cash flow, the timing of cash inflows and outflows, how to determine the company’s cash flow, how to improve cash flow, and how cash flow is different from profit. The program is an offering of the Mass. Small Business Development Center Network. The cost is $40. For more information, call (413) 737-6712 or visit www.msbdc.org.

              Clean-energy Conference

              Nov. 22: Robert Pollin, an economics professor at UMass Amherst, will discuss results of his recent study on the outlook for green jobs and working toward a low-carbon economy at the Clean Energy Connections Conference from 9 a.m. to 4:45 p.m. at the MassMutual Center in Springfield. Pollin will identify sectors where new jobs and growth might be expected. The keynote speaker will be Bracken Hendricks, a founder of the national nonprofit Apollo Alliance, and co-author of Apollo’s Fire: Igniting America’s Clean Energy Economy. Hendricks and Pollin collaborated on a national “Green Recovery” study produced by the Center for American Progress, which determined that a $100 billion national investment in energy efficiency and renewable energy would create at least 2 million jobs nationwide and more than 42,000 jobs in Massachusetts alone. Other featured speakers are State Sen. Benjamin Downing; State Rep. Daniel Bosley; Phil Giudice, a commissioner of the Mass. Department of Energy Resources; and Chris Kilfoyle, president of Berkshire Photovoltaics Corp. The conference is intended to be a forum for individuals and organizations accelerating the growth of the clean-energy economy in Massachusetts and those seeking clean-energy career information. Pre-registration is required. For more information, visit www.umass.edu/green or call (413) 545-2706.

              The Creative Economy

              December 9: The Studio Arts Building at UMass Amherst will be the setting for an informative program on how the ‘creative economy’ plays an increasingly important role in Western Mass. in job creation, revenue growth, and quality of life. Speakers will be artists Josh Simpson and Scott Prior, who will speak about their work and their marketing efforts, beginning at 6 p.m. The cost is $25. For more information, call (413) 737-6712 or visit www.msbdc.org.

              Departments

              Health New England Recognized for Outstanding Customer Service

              SPRINGFIELD — According to a report released by the National Committee for Quality Assurance (NCQA), Health New England (HNE) achieved the highest rating in customer service among 160 commercial HMO/POS health plans surveyed in the U.S. In the Quality Compass 2008 report, HNE achieved the highest ratings in the country in the ‘Customer Service’ composite measure. HNE scored 93.46, which means 93.46% of the respondents answered ‘Always’ or ‘Usually’ to questions such as: “in the past 12 months, how often did your health plan’s customer service give you the information or help you needed?” and “in the past 12 months, how often did your health plan’s customer-service staff treat you with courtesy and respect?” The NCQA publicly reports comparative results of health plans regionally and nationally in its annual Quality Compass report. NCQA is a private, non-profit organization dedicated to improving health care quality. It accredits and certifies a wide range of health care organizations and recognizes physicians in key clinical areas.

              Berkshire Hills Completes Stock Offering

              PITTSFIELD — Berkshire Hills Bancorp Inc. has raised $36 million through its public stock offering and has issued 1.5 million shares of common stock. The company expects to record net proceeds from the offering of approximately $33.5 million. Additionally, the underwriters have an unexercised 30-day over-allotment option to purchase an additional 225,000 shares. Sandler O’Neill + Partners, L.P. acted as lead book-running manager, and Keefe, Bruyette & Woods Inc. was a co-manager for the offering. Due to strong investor demand, the company increased the amount of the offering by 20%, according to Michael P. Daly, president and CEO.

              Three Local Companies Win Impact Awards

              WELLESLEY — Three Springfield companies were among a host of businesses across the state recently recognized by the Mass. Alliance for Economic Development for their “outstanding contributions” to the state economy. The state organization recently announced the winners in preparation for its Nov. 25 awards luncheon at the Renaissance Boston Waterfront Hotel. Solutia received a Gold Impact Award, while Liberty Mutual received a Silver Impact Award, and the Court Square Group received a Bronze Impact Award. The winning companies were selected after a reception with their competitors and judges at an event at the University of Massachusetts Club, hosted by UMass President Jack Wilson. The reception enabled representatives from the companies to present their attributes in the categories of job growth, facility expansion, investment, and community involvement since Jan. 1, 2007. For more information on the Nov. 25 luncheon, visit www.massecon.com.

              Eastfield Mall Adds Electric Security Vehicle

              SPRINGFIELD — Eastfield Mall recently purchased a three-wheeled electric vehicle, the T-3, which assists security officers patrolling the mall’s parking lots. On days with appropriate weather, the T-3 will replace one of the two trucks that would normally patrol the lots, according to Arlene Putnam, general manager of Eastfield Mall. The T-3 can go up to 20 mph and has a nine-inch platform to give the officer enhanced visibility over parked cars and crowds. The vehicle is also equipped with a horn, siren, headlights, and emergency lights. The T-3 uses rechargeable batteries, and the cost of running it is under 10 cents per day, added Putnam. Made by T-3 Motion, the environmentally friendly vehicle is a zero-emissions vehicle and gets the equivalent of more than 500 miles per gallon. Putnam noted that the T-3 purchase is the largest investment that mall management has made in taking steps to lessen the impact of the mall on the environment.

              Stevens Design Studio Changes Name

              WESTFIELD — Owner Tina Stevens recently announced that Stevens Design Studio at 470 Southampton Road has changed its name to Stevens 470 to better represent its current business model for delivering marketing expertise and creative solutions. Stevens 470 references its studio location and serves as an invitation to visit and exchange information and ideas on marketing, design, and technology. Stevens added that her team of marketing strategists, designers, and Web developers provide comprehensive programs for marketing products and services.

              Banco Santander To Acquire Sovereign Bancorp

              NEW YORK — Banco Santander, S.A. and Sovereign Bancorp Inc., the parent company of Sovereign Bank, recently announced that Banco Santander will acquire Sovereign in a stock-for-stock transaction. Under the terms of the agreement, Sovereign shareholders will receive 0.2924 Banco Santander American Depository Shares for every one share of Sovereign common stock they own. The transaction is subject to customary closing conditions, including bank regulatory approvals in the U.S. and Spain and approval by both companies’ shareholders. Sovereign Bancorp is a financial institution with principal markets in the Northeastern U.S. Banco Santander, S.A., the largest financial group in Spain and Latin America, is the largest bank in the euro zone by market capitalization and was fifth in the world by profit in 2007. For more information, visit www.santander.com.

              United Financial Posts Strong Third-quarter Numbers

              WEST SPRINGFIELD — United Financial Bancorp, the holding company for United Bank, reported net income of $2.4 million, or $0.15 per diluted share, for the third quarter of 2008 compared to net income of $1.3 million, or $0.08 per diluted share, for the corresponding period in 2007. The company’s improved results were due largely to a significant increase in net interest income, driven by net interest margin expansion and growth in average earning assets, and, to a lesser extent, growth in non-interest income. The company also announced a quarterly cash dividend of 7 cents per share, payable on Dec. 1, 2008 to shareholders of record as of Nov. 6, 2008. As for other third-quarter results: total assets increased $155.8 million, or 14.4%, to $1.2 billion at Sept. 30, 2008, from $1.1 billion at year-end 2007, reflecting growth of $111.2 million, or 55.2%, in securities for sale and $38.5 million, or 4.7%, in total loans, Balance sheet expansion was funded by increases of $42.2 million, or 5.9%, in total deposits and $118 million, or 109.4%, in Federal Home Loan Bank advances.

              Sections Supplements
              List of Top Performers Showcases Region’s Vibrancy, Diversity

              The region’s economy may be softening, but there is still plenty to celebrate in terms of business growth and diversity, as the Super 60 Class of 2008 reveals. The ‘Revenue’ and ‘Revenue Growth’ lists represent a wide range of business sectors, and include enterprises ranging from a Ford dealership to the Springfield YMCA.

              Russell Denver acknowledged that the region’s economy — like the nation’s — has slowed somewhat in recent months, and that there is some uncertainty about the future, especially in the wake of the turmoil on Wall Street and within the financial services sector.

              But the president of the Affiliated Chambers of Commerce of Greater Springfield said there are many strong signs of continued vibrancy in Western Mass. As evidence, Denver, a lawyer by trade, offered up what he considers exhibit A: the collective companies on the ACCGS’s Super 60 list for 2008.

              The enterprises on the ‘Total Revenue’ and ‘Revenue Growth’ lists, which range from a software maker to a local college; a car dealership to the Springfield YMCA (the nation’s second-oldest Y), were feted at the annual Super 60 luncheon, staged Oct. 24 at Chez Josef. There was much to celebrate, said Denver, noting that this year’s list features wide diversity, as seen above, several repeat winners from last year and beyond, and a number of newcomers.

              All of these characteristics reflect the strength of the local economy, said Denver, who told BusinessWest that the ACCGS started this recognition program 18 years ago — it was called the ‘Fabulous 50’ in the beginning, but it’s been expanded since — to showcase the region’s strength, resiliency, and ability to continuously spawn new ventures.

              “The list for 2008 shows that a number of companies are doing well — they’re thriving,” said Denver. “This area is a successful place to do business. This Super 60 list doesn’t just reflect that; it helps attract other businesses to this area.”

              Some statistics help explain Denver’s bullishness on the local economy. The ‘total revenue’ winners, for example, combined to amass close to $1 billion in the past fiscal year, with average revenue for all participants exceeding $19 million and more than $32 million for the top 30. Meanwhile, in the ‘growth’ category, average growth exceeded 30% for all participants, and topped 51% for the top 30. More than four-fifths (84%) recorded growth in excess of 20%, while nearly half had growth in excess of 60%

              Seven of the ‘revenue’ winners also qualified for the ‘growth’ category, while seven of the ‘growth’ winners also qualified for both lists.

              A look at both categories reveals the diversity — in terms of business sector, size, and geography — that Denver spoke of, as well as good mixes of return companies and newcomers.

              The ‘revenue’ category was topped by Southwick-based Whalley Computer Associates Inc., a veteran of the Super 60 competition and frequent top-five performer. Placing second was Ware-based Berkshire Blanket Inc., while Springfield College, the top finisher in ‘revenue’ in 2007, came in third.

              The ‘revenue’ list also includes several companies in retail: Bassett Boat, Louis & Clark Drug, Rocky’s Hardware, and Marcotte Ford, for example, as well as technology: Rediker Software and Valley Communications; manufacturing: Univer-sal Plastics, University Products, and Astro Chemicals; service: Disability Management Services, Braman Chemical Enterprises, and even the New England Farmworkers Council; and health care: Jewish Geriatric Services and Pioneer Spine & Sports Physicians Inc.

              On the ‘Revenue Growth’ side of the ledger, Springfield-based Complete Payroll Solutions topped the charts, while another Springfield company, R & R Industries, a wholesaler of scrap metal and distributor of truck and automotive parts, finished second, and East Longmeadow-based Biolitec, a maker of medical lasers and fiber-optic medical laser delivery systems, placed third.

              Also appearing on the ‘growth’ category are companies with names indicating that this roster crosses a wide spectrum of business sectors: Dimauro Carpet & Tile, Haluch Water Contracting, Kleet Lumber, McHill Hose & Coupling, Parts Tool & Die, FieldEddy Insurance, Dietz & Co. Architects, and many others.

              In the pages that follow, BusinessWest provides snapshots of all 60 companies. The top three finishers in each category appear in that order, with the rest of the lists running alphabetically.

              Departments

              HNE Achieves High Rating on Customer Service

              SPRINGFIELD — Health New England (HNE) recently achieved the highest rating in customer service among 160 commercial HMO/POS health plans surveyed in the U.S., according to a report released by the National Committee for Quality Assurance (NCQA). In the Quality Compass 2008 report, HNE achieved the highest ratings in the country in the ‘customer service’ composite measure. HNE scored 93.46, acknowledging that 93.46% of the respondents answered ‘always’ or ‘usually’ to questions including, “in the past 12 months, how often did your health plan’s customer service give you the information or help you needed?” HNE is a managed-care organization with a service area covering Franklin, Berkshire, Hampden, Hampshire, and parts of Worcester counties. NCQA is a private, nonprofit organization dedicated to improving health care quality, and publicly reports comparative results of health plans regionally and nationally in its annual Quality Compass report.

              United Bank Opens Express Branch in Northampton

              NORTHAMPTON — United Financial Bancorp Inc., the holding company for United Bank, has opened its Express Branch, its second Northampton location and the 16th banking office in the network. Located near Interstate 91, the Express Branch offers both walk-in and drive-up banking with a drive-up ATM, drive-up teller window, and a night depository, as well as lobby teller service for account opening and routine banking transactions. The downtown office opened in June 2006.

              Aucella & Associates Wins National Award

              WESTFIELD — Aucella & Associates has won an American Graphic Design Award for its 2008 Pilgrim Candle catalog from Graphic Design USA. The catalog was recognized for meeting a difficult design challenge, according to Phil Aucella, president. Aucella noted that he found a “visually interesting way” to differentiate Pilgrim from its competition. Overall design elements encourage the reader to learn more about the products while featuring each item in a manner that highlights the entire line, he added. For more information on the catalog, visit www.aucellainc.com.

              Renz Marks 30 Years in Region

              AGAWAM — On the heels of Renz’s 100th anniversary in Germany, Renz America celebrated its 30th anniversary locally on Sept. 26 with a tour of its facility in the Industrial Park. Company President Peter Renz opened the 48,000-square-foot facility for tours to local dignitaries, customers, and vendors. Renz America, which employs 27 in town and more than 200 worldwide, manufactures punching and binding equipment for Ring-Wire wire-comb binding, plastic-spiral or ‘coil’ binding, and plastic-comb binding. The company also produces Ring-Wire and plastic-spiral-binding supplies. Additionally, covers are made in a variety of styles, materials, and textures. For more information on the company, visit www.renz.com.

              BMC’s Cardiac Care Work Recognized

              SPRINGFIELD — Masspro has recognized Baystate Medical Center for leadership in the areas of acute myocardial infarction, heart failure, pneumonia, and surgical care. Masspro monitors and promotes health care quality in Massachusetts on behalf of the federal government. The award acknowledges Baystate’s work as part of a federal Centers for Medicare and Medicaid Services project to set benchmarks for high-quality health care in hospitals. In participating in the project and sharing best practices, Baystate has helped establish applicable standards for excellence in patient safety and the overall quality of care in the state and around the country. Baystate was also cited by Masspro for its frequent mentorship of Massachusetts hospitals in caring for heart attacks and heart failure, and for surgical care. Baystate is one of only two hospitals in the state to be recognized in that area.

              Cartelli Named President of Fathers & Sons

              WEST SPRINGFIELD — Damon S. Cartelli, son of former Fathers & Sons Inc. president and founder Robert T. Cartelli, assumed full ownership of the dealership last month. Since 1974, Fathers & Sons has grown into a multi-franchise dealership representing six car manufacturers at three locations in town — Porsche, Audi, Volvo, and Saab at Fathers & Sons Collection, 989 Memorial Ave.; Volkswagen at Fathers & Sons Volkswagen, 434 Memorial Ave.; and Kia at Kia of West Springfield, 468 Memorial Ave. Cartelli began working for his father when he was 14, performing a variety of duties ranging from managing the lot to washing cars and working in the service department. After graduating from Boston College in 1994, he joined his father selling cars and honing his skills to be the successor in the family business. He received a diploma from the National Automobile Dealers Assoc. (NADA) Dealer Candidate Academy in 1998, and was named general manager in 2001, overseeing 120 employees. Cartelli is a member of several business and trade organizations including NADA.

              Big Y Supports Breast Cancer Awareness

              SPRINGFIELD — Big Y Supermarkets are raising awareness and funds for breast cancer in October by donating proceeds from its produce department as well as select products to the Susan G. Komen for the Cure foundations in Massachusetts and Connecticut. Last year, the chain raised more than $85,000 and hopes to top that amount with this fall’s campaign. The program is called “Partners of Hope” to reflect the partnership, commitment, and support of breast-cancer awareness and research. In addition to partnering with many manufacturers to procure pink-labeled products with funding toward breast-cancer research and awareness, Big Y will be selling pink T-shirts, pink-frosted cupcakes, pink travel mugs, water bottles, and more. Pink paper ribbons will also be available for a $1 donation and will be posted in each supermarket. For information on additional programs, visit www.bigy.com.

              River Valley Market Celebrates in Style

              NORTHAMPTON — More than 10 years of effort to build a green grocery in the Valley was marked by a grand opening party on Oct. 1 which was attended by more than 750 member-owners and staff of the River Valley Market on North King Street. The community-based market specializes in fresh, local, and organically grown foods with an emphasis on supporting regional farmers in their quest to care for the land and supply foods that the community can trust. Throughout October, there will be a host of free activities, cooking tests, specials, door prizes, and food demonstrations to celebrate the grand opening. River Valley Market is open daily from 9 a.m. to 9 p.m. For events and specials, visit www.rivervalleymarket.com.

              Coldwell Banker Employees Donate $25,000

              SPRINGFIELD — Through the efforts of sales associates and employees of the Coldwell Banker Residential Brokerage offices, the fund-raising arm of the firm recently donated $25,000 to benefit the Greater Springfield Habitat for Humanity. The funds raised will enable the organization to complete the 171 Cabot St. project this fall. Offices participating in the efforts included those in Belchertown, Chicopee, East Longmeadow, Longmeadow, and Westfield. Additionally, employees have been supporting the local Habitat for Humanity through a variety of fund-raising initiatives and volunteering, according to Mary Leahey, regional vice president of Coldwell Banker Residential Brokerage. Leahey noted that the foundation of the business is providing homes, so the partnership with Habitat for Humanity “emphasizes our sincere dedication to all families and achieving their homeownership dreams.”

              Cooley Dickinson to Join New Alliance

              NORTHAMPTON — Cooley Dickinson Health Care Corp. recently announced it will join New England Alliance for Health (NEAH), a health care alliance that will be formed to include hospitals in Massachusetts, New Hampshire, and Vermont on Jan. 1, 2009. This change is coming as the Dartmouth-Hitchcock Alliance (DHA) plans a restructuring that includes dissolving the current DHA on Dec. 31, 2008. Craig Melin, president and CEO of Cooley Dickinson, noted that ,through membership in DHA, the hospital realized savings through the coordination of equipment, supplies, pharmaceuticals, and insurance-coverage purchases. Melin added that the alliance also provided for improved productivity and efficiencies in contract management and information systems. Melin noted that he expects Cooley Dickinson to achieve similar benefits through NEAH.

              SPHS Capital Campaign Gets $400,000 Boost

              SPRINGFIELD — The Sisters of Providence Health System’s capital campaign has received contributions totaling $400,000 from two prominent businesses — Big Y World Class Markets and the MassMutual Financial Group. The Hope and Healing Capital Campaign supports Mercy Medical Center’s construction of the new Mary E. Davis Intensive Care Unit and renovation of the Ambulatory Surgical Center. Big Y World Class Markets contributed $250,000 to the campaign, and MassMutual Financial Group has donated $150,000 to the campaign. Officials from both businesses were recognized at a special reception at Mercy Medical Center on Sept. 16. Additionally, health system employee donors have contributed almost $500,000 to the fund-raising effort over the past two years. The capital campaign is on track to raise $6 million by the end of the year, according to Mercy officials..

              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

              Belmont Laundry Inc. v. Prospect Lawn
              Allegation: Breach of contract: $7,043.40
              Filed: 9/10/08

              GREENFIELD DISTRICT COURT

              Janine Boudreau Health Care Inc. v. Anchorage Nursing Home
              Allegation: Non-payment of billing services rendered: $12,000
              Filed: 9/23/08

              HAMPDEN SUPERIOR COURT

              Darlene Marchand v. Thomas Kaye M.D., Catherine Dutton R.N., Patricia Kress S.T., Judith Stacy R.N., & Valley Neurological Surgery, P.C.
              Allegation: Medical malpractice: $25,000
              Filed: 8/28/08

              Dr. Vijai B. Pandey v. Liberty Mutual Insurance Company
              Allegation: Breach of contract: $250,000
              Filed: 9/11/08

              Ludlow Construction Co. Inc. v. City of Marlborough
              Allegation: Non-payment of services rendered: $31,319.30
              Filed: 8/21/08

              Tom Ferreira v. Stop & Shop Supermarket, LLC
              Allegation: Slip and fall: $38,571.94
              Filed: 9/23/08

              HAMPSHIRE SUPERIOR COURT

              Darren D. Powell and Paul S. Bargreen v. Russell St. Realty Corp.
              Allegation: Breach of settlement agreement: $200,000
              Filed: 9/15/08

              Matthew & Jennifer Massengil, as parents of Ellinor Massengil v. Joseph E. Lellman M.D., New England Orthopedic Surgeons, and Charles L. Bernstein M.D.
              Allegation: Misdiagnosis of hip dysplasia requiring corrective surgery: $135,000
              Filed: 9/29/08

              NORTHAMPTON DISTRICT COURT

              Berkshire Design Group Inc. v. Valley Planning Inc.
              Allegation: Non-payment of professional services rendered: $23,769.36
              Filed: 9/23/08

              Berkshire Design Group Inc. v. Tomlinson Builders
              Allegation: Non-payment of professional services rendered: $12,214.87
              Filed: 9/23/08

              Krisen Day v. Fraternal Order of Eagles of Northampton Inc.
              Allegation: Plaintiff seeks return of real-estate deposit because of title defect: $20,000
              Filed: 9/29/08

              PALMER DISTRICT COURT

              Kathy Lucas v. BNC Countertops Inc.
              Allegation: Breach of contract in counter installation: $4,643.63
              Filed: 8/28/08

              SPRINGFIELD DISTRICT COURT

              Arch Aluminum & Glass Company Inc. v. Hampden Structural Systems d/b/a Private Garden, Joseph and Katherine Hickson
              Allegation: Non-payment of goods sold and delivered: $7,981.15
              Filed: 9/16/08

              Palazzesi Realty v. Pet Resorts International, LLC
              Allegation: Failure to pay rent: $6,600
              Filed: 9/19/08

              Sections Supplements
              Flexible Arrangements Are Gaining Attention, Acceptance
              Bill Ferris

              Bill Ferris says there is mounting evidence that flexible work schedules lead to greater productivity from those happy to be in such situations.

              Paraphrasing Mark Twain, most business owners and managers today would say that the death of the traditional five-day workweek has been greatly exaggerated. That being said, the so-called flexible work arrangement, of FWA, seems to gaining more acceptance as it garners headlines and attention from the academic community. Some of that study is inconclusive, but much of it suggests that such flexibility yields happier, more productive employees, while helping companies attract and retain top talent.

              Bill Ferris says the acronym FWA hasn’t yet worked its way into the mainstream at most companies or business-related organizations, but it’s probably only a matter of time before it does.

              It stands for ‘flexible work arrangement,’ said Ferris, a professor of Management at Western New England College who has studied the subject extensively, and as that name suggests, it connotes work schedules or conditions that are, well, flexible, as opposed to inflexible, which is the word that ruled in corporate America for decades. It’s a term that now covers everything from telecommuting to variable scheduling to compressed workweeks, he explained, and although it is hardly a recent phenomenon — progressive companies have been employing the concept, if not exactly the acronym, for many years now — it is gaining more attention, and more headlines.

              The state of Utah recently went to a four-day workweek, for example, while France abruptly and unceremoniously abandoned its experiment with that concept and went back to the five-day variety. Meanwhile, as gas prices soared above the $4 barrier there was much talk, and some action, among employers about compressing the workweek, offering more telecommuting opportunities, or both to help their workers save at the pump. And the airline JetBlue has been drawing considerable attention from the press, academia, and the business community for deploying an army of stay-at-home moms to handle its ticket-reservation work, and with apparent success.

              “They just log in and log out according to specific hours, and all seems to work … JetBlue apparently has a much more responsive network than many its competitors,” said Alan Robinson, a professor of Management at UMass Amherst. He noted that the company’s workforce is also more diverse than many others, because it can hire women with young children, and the airline, like other companies, can free up — or not lease — tens of thousands, if not hundreds of thousands, of square feet of prime commercial real estate by having people work at home.

              But in the end, flexible work arrangements shouldn’t be about, or all about, gas prices or real-estate costs, said Debra Palermino, vice president of Corporate Human Resources at MassMutual. Instead, flexibility with schedules is more about productivity, recruitment, and retention, she explained.

              “These are the things that are driving what we do here,” she said, noting the financial services giant has been utilizing flexible work arrangements, if not exactly calling them that, for many years now in several different departments. “This is a matter of work design for us; it’s not a commuter-cost issue here. It concerns how we can do our work in the most efficient way and in the way that is most attractive to the kinds of employees we’re going to need to do that kind of work.

              “We ultimately have a vision to have as much flexibility as the company can afford and can manage,” she continued, adding that this phenomenon includes arranging for a valued employee to stay with the company after relocating to Florida.

              “He had been here many years, was a top performer and an excellent employee, and we just didn’t want to lose him,” Palermino explained. “We worked out an arrangement whereby he could continue to work for us in Florida, and it it’s been quite successful.”

              There are some issues and shortcomings to address when it comes to FWAs — not everyone can work at home, most companies need to staff the office and the phones five days a week, not four, and the FedEx bills can get excessive with many employees working remotely. Meanwhile, for those who can and do work at home, for example, there are matters of isolation and socialization (or lack thereof) to contend with. And there is always the matter of productivity to measure and re-measure, as well as lingering skepticism among many employers.

              Meredith Wise, executive director of the Employers Association of the NorthEast, told BusinessWest that soaring gas prices — which have been retreating but always threaten to skyrocket again — have prompted some of her agency’s members to visit or revisit the subject of flexible work arrangements, and especially the four-day workweek.

              Some are hesitant, she explained, because of studies and anecdotal evidence indicating that productivity declines when people work four 10-hour days instead of five eight-hour days, and additional concern about rising health care claims from such arrangements as minds and bodies tire with a longer day.

              “For many businesses, there are too many challenges to overcome and too many questions with regard to a four-day or four-and-a-half-day workweek,” she explained, noting that this sentiment seems to apply to other types of flexibility with regard to work, especially among smaller companies.

              But Ferris says there is gathering evidence that with such flexibility comes generally happier employers and improved productivity. So much evidence, in fact, that he believes the traditional five-day workweek is, or will soon be, obsolete.

              “It’s dead … it’s gone,” he said, noting, for starters, that people in many professions work, or are on call, literally or figuratively, almost 24/7. Meanwhile, technology enables people to work when and often where they want, and progressive companies must recognize and take full advantage of this phenomenon is they want to compete.

              In this issue, BusinessWest looks at the concept of work, the increasing prevalence of FWAs, and what it all means for companies and their employees.

              Hour Town

              Ferris told BusinessWest that the concept of the flexible work arrangement, like distance learning and its potential and limitations, has become the subject of considerable study, debate, and conjecture within academia — and Corporate America, as well — and he’s one of those involved in such activity … sort of.

              Some of his current students are involved in such study, he said, noting that one, a graduate student, is conducting what’s known as evidence-based management research to test her hypothesis that telecommuting workers who want to telecommute (that’s an important distinction) are more productive than workers who toil in the corporate office.

              “She believes that’s what she’ll find, and there’s reason for her to think she’s right,” said Ferris, who told BusinessWest that many of his current and former students, ages 21 to 30 or so, are working increasingly in flexible work arrangements, giving him a test group, if you will, to monitor and measure.

              “They’re in all kinds of different businesses,” he said of his charges. “They’re working at home, and their companies are looking for ways to have more of their people working at home.”

              Study results, not to mention anecdotal evidence, are varied, said Ferris, but some trends are emerging, with many of them pointing toward FLAs being beneficial to companies and employees alike.

              “What has been discovered, by and large, is that people who want to be on flexible work arrangements are happy about it, and typically produce better or as well as people who are not,” he said. “People even report that they’re sick less and call in sick less, because they’re already home doing their work. They put in more hours per week, typically, than people who go to work.

              “They’re healthier, they work more, and they bill more hours,” he continued, noting that that this healthier state results from not being around sick people at work. And they’re more productive, he conjectured, because they’re not interrupted or sitting in meetings all day that accomplish little if anything.

              Robinson told BusinessWest that, from his view, most of the studies on this matter are in progress, and that he relies mostly on anecdotal evidence — or his own experiences — when weighing the matter of flexible work arrangements.

              “I’m much more productive at home, and part of the reason for that is that you can’t hang a do-not-disturb sign on your office door for three hours,” he said. “There are studies that show that every time you’re distracted, it takes you 15 minutes to get back to you where you were.”

              For these reasons and others, he said, it makes sense for companies to permit telecommuting when and if the technology and the circumstances permit.

              But while the academic community continues to study the various aspects of the flexible arrangements, work — as it is now defined or carried out — goes on in the real laboratory, the workplace.

              Remote Possibilities

              This includes corporations like Mass-Mutual, where flexibility has been part of the equation for many years now, said Angela Derouin, a human resources business partner at the company. She noted that, while some departments can’t really offer such arrangements — security and call-center operations, for example — most can and do, with the extent of the programs typically determined by the manager in question.

              Derouin estimated that roughly 400 of the company’s 5,000-odd employees have some form of flexible work arrangement (matching industry averages), and the number is rising, due to both the popularity of such programs and the company’s degree of satisfaction with what it has seen and heard.

              “We hope that in certain areas where we know the work can be done at home and we can accelerate the technology support it, we can put more people to work in their home,” she said, referring to just one piece of the efforts with regard to FWAs.

              Indeed, flexibility includes telecommuting locally; working in Florida, as that one producer does, or other states; compressed schedules; and flexible schedules — people coming in later and leaving later, for example. “I come in really early, but the person next to me arrives at 9,” she explained.

              Generally, said Derouin, people working in such arrangements are as productive or more productive than they might be in a traditional work arrangement. Why? Because they’re happy to have that flexibility and want to keep it.

              “We find that when people are successful while working at home and want that arrangement to continue because they like it and it benefits them in many ways, they’re wiling to work hard and make sure they’re available on the phone or via E-mail. They work very hard to make the arrangement successful so they can keep it.

              “We want everyone to be productive, whether they’re working here or working remotely,” she continued. “But we see those in flexible arrangements doing whatever they can to make it work, because their ability to work in that way is dependent on business needs, and it’s at the discretion of the company.”

              Ferris said this trend is prevalent elsewhere; those granted flexible work arrangements view them as a priviledge, not a right or something they can take for granted. “So they put in the effort to maintain that privilege.”

              Beyond productivity and morale issues, however, another benefit to FWAs is the ability to recruit and retain employees — most of whom work in and around Springfield, but some others don’t.

              “We have employees spread out across the country, and it has worked out very well,” said Palermino, adding that this ability to have people work in Florida, California, and even overseas will prove valuable as companies across all sectors face the challenge of finding enough qualified workers in the years and decades ahead.

              But as FWAs become more popular, there are issues and challenges that companies must contend with, said said Derouin, who cited isolation as one possible problem. She said the term gaining acceptance in corporate America is ‘social distancing.’

              “Those companies that have done it in a big way are dealing with this now,” she explained. “They’re asking themselves, ‘how do you maintain espirit de corps?’ and ‘how do you maintain your sense of an entity if you’re so isolated?’ Companies are responding by forming agreements where there are certain times in a week or month when people have to come in.”

              Overall, experts say that an array of potential problems and issues — from isolation to distractions from young children — can be overcome (see related story, page 28).

              As for skeptical managers, Palermino acknowledged that there are some gray areas when it comes to productivity within some departments — meaning that it’s not all numbers on a balance sheet — which makes it challenging to gauge whether people are more or less successful in a flexible work arrangement. But in most cases, performance is outcome-based, giving most managers a fairly clearly read on whether something is working or not.

              Meanwhile, not everyone desires flexible work arrangements, said Ferris, noting that many individuals want and need interaction with others in the workplace.

              That’s why the traditional five-day workweek won’t disappear from the landscape any time soon, he noted, adding, however, that flexible work models are becoming more prevalent — where and when they are applicable.

              Time Passages

              Ferris told BusinessWest that, in time, and probably not much of it, the term ‘telecommuting’ will eventually fade from the business lexicon, as will ‘flex time’ and other phrases that seem destined to replaced by FWA or something like it.

              “That’s because ‘flexible work arrangement’ typically means you spend some time in the office and some time out of the office doing office work, so it covers all those terms,” he explained, adding quickly that the issue for business owners and managers certainly isn’t terminology.

              Instead, it’s recognizing that, in many respects and in a great many professions, work is changing, and the old rules — which add up to inflexibility — no longer apply.

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

              Departments

              PeoplesBank Opens Second Springfield Office

              SPRINGFIELD — PeoplesBank has opened a second full-service office at 1240 Sumner Ave. PeoplesBank also has a city location at 1900 Wilbraham Road, as well as offices in Amherst, Chicopee, East Longmeadow, Hadley, Holyoke, Longmeadow, South Hadley and Westfield.

              Employment Supports Program Opens

              AGAWAM — The Work Opportunity Center Inc. recently conducted a grand opening of its Employment Supports Program at 1666 Main St., Springfield. The program’s primary focus will be to assist individuals in Hampden County to find gainful and meaningful employment. The new facility will provide a greater variety of computer skills training, especially in Microsoft Word, Excel, and Publisher, as well as computer basics and Internet navigation. Consumers in the Employment Supports Program are referred primarily by the Department of Mental Retardation, the Department of Transitional Assistance, and the Mass. Rehabilitation Commission. Since 1969, the Work Opportunity Center has been assisting adults with developmental disabilities to secure training and employment.

              ACCGS, Hampden Bank Sponsor Initiative for Business Growth

              SPRINGFIELD — The Affiliated Chambers of Commerce of Greater Springfield (ACCGS) and Hampden Bank recently announced a sponsorship to support the efforts of local small and mid-sized business owners to participate in a successful organization that has helped many local business owners to profitably grow their businesses. The ACCGS will become a sponsor and supporter of the Breakthrough Executive Board, which is comprised of a group of local business owners who have joined together to promote the growth and management of their companies. Both organizations will be inviting local business owners to attend an executive briefing session titled “Seven Things CEOs of Breakthrough Companies Know That You Don’t” on Sept. 24 and Oct. 9 at the Clarion Hotel & Conference Center in West Springfield, 8 to 10:30 a.m. For registration information, call (413) 583-3653 or E-mail [email protected]. Financial assistance for Board membership is supported by the State Workforce Development Fund, and discounted fees are available to ACCGS members and Hampden Bank business-banking customers.

              SPHS Awarded Commonwealth Corps Grant

              SPRINGFIELD — Commonwealth Corps volunteers will join the ranks of the Sisters of Providence Health System (SPHS), thanks to a $131,000 grant from the Mass. Service Alliance in partnership with Commonwealth Corps. Under the grant program, volunteers will work with nonprofit organizations to provide direct services for unmet community needs and recruit new volunteers to encourage continuation of such service. The Mercy Healthy Communities Corps Team will be in place for one year and will serve in various programs and departments throughout SPHS. In addition to recruiting volunteers for the Volunteer Services Department at Mercy Medical Center, the new corps members will assist with Project Homeless Connect and Dress for Success through the Healthcare for the Homeless Department, provide health care education and support at MercyCare-Forest Park and Providence Prenatal Center of Holyoke, and offer mentoring services to children at Brightside for Families and Children. Corps members will receive a living stipend and completion bonus. For more information, contact Colleen Condon, director of volunteer services at Mercy Medical Center, at (413) 748-9078.

              $9.2M Hotel Renovation Underway at UMass

              AMHERST — For the first time since the Campus Center Hotel at UMass Amherst opened its doors in 1970, the facility is undergoing a complete renovation of its guest rooms, lobby, and adjoining areas. Instead of one-bedroom and two-bedroom junior suites, the refurbished hotel will offer a mix of room types with new king, queen, or double beds. In addition, each room will be outfitted with new desks with ergonomic chairs, dressers, coffee makers, hair dryers, plasma televisions, and high-speed Internet connections. Closets with glass doors will be constructed, and in the bathrooms, bathtubs will be removed and replaced with walk-in glass showers. The room doors will be refinished to a dark walnut color, according to Meredith Schmidt, director of the Campus Center/Student Union complex. The remodeling will be completed two floors at a time so that the hotel can remain open and accommodate guests during construction. The tentative completion date is April 2009. The Boston office of the international architectural firm Gensler is overseeing the renovation. Schmidt said the firm’s renovation plans reflect a conscious respect for Bauhaus architect and influential modernist Marcel Breuer, who designed the Campus Center with his associate, Herbert Beckhard. Eastern General Contractors Inc. of Springfield is carrying out the modernization project.

              MMWEC Requests Federal Probe

              LUDLOW — Massachusetts and six other states receiving hydroelectric power from New York are seeking a federal investigation into the causes of multi-million-dollar increases in the cost of delivering the power across New York’s electric transmission system. Allegations of potential illegal activity and abuse of power-market rules have surfaced in calls for a Federal Energy Regulatory Commission investigation into alleged manipulative practices that by one estimate have cost consumers more than $450 million since January 2008. Forty Massachusetts municipal utilities receive a 53-megawatt allocation of low-cost, hydroelectric power generated at the Niagara Hydroelectric Project in Western New York. While the cost of generating the power has remained relatively stable at around 3 cents per kilowatt hour, the cost of delivering the power to the Massachusetts border has nearly tripled in recent months, to approximately $3 million. Massachusetts is represented in the case by the Mass. Municipal Wholesale Electric Co., which manages the state’s allocation of New York power through an agreement with the state Department of Public Utilities. Under federal law, Massachusetts is entitled to a share of the Niagara Project power, which is delivered to the residential customers of the state’s municipal utilities. Other states receiving a share of the power are Connecticut, Rhode Island, Vermont, New Jersey, Pennsylvania, and Ohio.

              Loomis Communities Support Alzheimer’s Association

              Residents and staff of the Loomis Communities have joined forces this year to raise $7,000 to support the Alzheimer’s Association. Activities have ranged from a bridge marathon that raised $2,440, to sales of blueberry muffins, forget-me-nots, and Alzheimer’s Assoc. bracelets. Additionally, residents and their family members and staff will walk in the Alzheimer’s Association Memory Walk on Sept. 21 at Stanley Park in Westfield. The Loomis Communities consists of three not-for-profit continuing-care retirement communities in the Pioneer Valley, including Applewood at Amherst, Loomis House in Holyoke, and Loomis Village in South Hadley. For more information on any of the Loomis Communities’ projects, contact Rob Claflin at (413) 253-9833.

              $40 Million in Improvements, Repairs Undertaken at UMass

              AMHERST — As work on several major building projects continued this summer at the UMass Amherst, more than $40 million in safety, building, and infrastructure improvements and repairs were also in progress across the campus. Safety-related projects included the installation of sprinkler systems and upgraded emergency lighting and fire alarms in several residence halls and other campus buildings, according to Jim Cahill, director of facilities and campus planning. The work was in addition to major projects, including the construction of the central heating plant, Integrated Sciences building, and the Recreation Center, as well as the renovation of Skinner Hall. Other improvements ranged from laboratory renovations and repairs and building facades to roof replacements, the reconstruction of a parking lot, and overhauls of classrooms. The projects were supported by state and federal funds, the UMass Building Authority, and campus monies.

              Opinion

              We’ve said this before, but it bears repeating.

              The most significant economic development initiative taking place in the City of Homes — and this region, for that matter — isn’t riverfront development in Springfield. It’s not the former York Street Jail site or the Court Square project. It’s not South End revitalization or the so-called State Street Corridor project. It’s not the new industrial park at Smith & Wesson, nor is it Union Station. It’s not the ongoing marketing of the Knowledge Corridor, and it’s not the work to create so-called ‘green-collar’ jobs — although all those efforts are important.

              No, the most critical economic development work happening at the moment is a multi-faceted undertaking called Building a Better Workforce — Closing the Skills Gap on the Road to Economic Resurgence, and if it doesn’t make the headway its planners anticipate, then none of those other projects really matter.

              That’s because workforce quality and quantity are the most pressing issues facing Greater Springfield today. Improvement in both is absolutely necessary if existing companies are going to be able to grow and prosper, if new businesses can be attracted to this region, and if new industry clusters, such as sustainable energy and the biosciences, can be developed here.

              Knowing this, area civic and economic development leaders came together late last year with a mission to craft a strategic plan to stabilize and improve the workforce for today and, especially, tomorrow. The first steps in this ambitious initiative were announced late last month, and by all accounts they appear destined to do what the plan’s authors want — create some quasi-immediate results while also generating much-needed momentum for what will be a massive undertaking.

              Building a Better Workforce has four main strategic initiatives: establishing universal pre-kindergarten; improving youth education proficiency and career awareness; increasing adult literacy education services; and increasing technical training in high-growth/high-demand industry sectors. The initial steps announced last month address all four, and include a project within the health care sector to increase career pathways for both incumbent workers and external candidates; an endeavor to create opportunities for education and training for those involved with early-childhood education or looking to enter that field; internships, mentoring, and year-round learning opportunities for disadvantaged students (a project funded by several area companies), and efforts to improve adult basic education.

              These first steps are being taken out of an awareness that most of Springfield’s workforce-related problems stem directly from high poverty rates and equally high drop-out rates at the city’s high schools. Breaking the cycle of poverty and keeping people in school are the primary directives.

              Building a Better Workforce organizers have identified projects that will help bolster early-childhood-education programs — a recognized ingredient in the broader effort to develop learning skills that will enable individuals to compete in a global economy — and also help clear some of those ‘career pathways’ mentioned by all those involved.

              The health care initiative, for example, is designed to enroll some lower-skilled workers, such as housekeepers and food-service employees, in a training program to become certified nursing assistants in an acute-care setting. This step up the career ladder is intended to give those individuals involved some confidence, as well as exposure to higher-paying health care positions they will hopefully aspire to.

              It all looks good on paper — as do the other first steps in this three-year, $13 million program. As they talked about this plan and its components, those gathered at a recent City Hall press conference used words like ‘ambitious,’ ‘aggressive,’ and ‘critical’ to describe it. But they also used the terms ‘realistic’ and ‘achievable.’

              Let’s hope they’re right, because, as Bill Ward, director of the Regional Employ-ment Board of Hampden County, told BusinessWest, Springfield is at a “tipping point” in terms of economic health and vitality. Steps must be taken to ensure that it tips the right way, and Building a Better Workforce appears to be off to a solid start toward accomplishing that mission.

              Departments

              Witalisz & Associates Inc. of Westfield announced the following:
              • Bernadette Bain joins the firm as a Realtor/Consultant;
              • Grace Sullivan joins the firm as a Broker/Realtor, and
              • Barbara Petrucelli joins the firm as a Broker/Realtor.

              •••••

              Gary Gray has joined Morgan Stanley’s Global Wealth Management Group in Springfield as a Financial Advisor.

              •••••

              Suzanne Cappella of Holyoke and Patricia Bray of Monson have received top honors in lia sophia’s Excellent Beginnings Program Achievers program for outstanding sales accomplishments and professionalism.

              •••••

              April M. Beston has been promoted to Branch Manager for Berkshire Bank’s Ludlow branch on Center Street. Beston is responsible for branch sales and operations, new business development, and educating customers on products and services offered by the bank.

              •••••

              Lisa Patenaude has been named Partner at Meyers Brothers Kalicka in Holyoke. In addition to her work in the Health Care Services Division, she also works with clients in the manufacturing, real-estate, retail, construction, and personal-service industries.

              •••••

              Dr. David I. Peck attended the fourth annual International Assoc. of Comprehensive Aesthetics (IACA) conference recently in Orlando. Peck’s aesthetic dental case was recognized at the IACA for case success and was chosen by the Aesthetic Eye of the IACA to be displayed at the conference.

              •••••

              Berkshire Bank of Pittsfield announced the following:
              • Eliot Chartrand has joined the bank as a Mortgage Originator and will work out of the Memorial Drive office in Chicopee, and
              • Michael A. Mirski has been promoted to Vice President and Regional Branch Manager for the Pioneer Valley region. Mirski will be located at the bank’s Court Street, Westfield location.

              •••••

              Bryarly C. Lehmann of Bryarly Consulting LLC has been certified as an owner’s project manager by the Massachusetts School Building Authority after completing the authority’s certification process this June. Lehmann is certified to manage, in accordance with the law, all aspects of school-building renovations and new construction for an owner within the Commonwealth of Massachusetts as funded by the MSBA.

              •••••

              As part of its expansion into contract surety bonding to local construction firms, the FieldEddy Insurance network has hired Bruce Wilson as Account Executive.

              •••••

              Dr. Sean Dacus joins South Deerfield Family Practice and certified family nurse practitioner Gail Blanchard in providing primary-care medicine for infants through seniors.

              •••••

              Florence Savings Bank announced the following:
              • Kimberly L. Baker has been named Assistant Vice President, Commercial Loan Administration Officer;
              • Douglas B. Baker has been elected Vice President and Branch Manager of the Williamsburg branch;
              • Toby L. Daniels has been elected Vice President and Branch Manager of the Hadley branch;
              • Sandra P. Smith has been elected Vice President and Branch Manager of the downtown Northampton branch;
              • Beth M. Carr has been elected Vice President of Operations, and
              • Thomas G. Conner has been elected Vice President and Branch Manager for the Easthampton branch.

              •••••

              Peg McDonough has joined Bank of America as a Reverse Mortgage Equity Loan Officer for Hampden, Hampshire, Franklin, and Berkshire counties. McDonough will specialize in educating seniors on the benefits of a reverse mortgage and help determine if it’s the right financial tool to meet their individual needs.

              •••••

              New Alliance Bank announced the following:
              • Brandon E. Braxton has joined the firm as a Vice President in the bank’s business-banking unit, and will work out of the Park Avenue, West Springfield office, and
              • David A. Chase has joined the firm as a Vice President in the bank’s business unit, also working out of the West Springfield office.

              •••••

              Michelle N. Theroux has been appointed Vice President of Clinical Services for the Center for Human Development.

              •••••

              Dr. John Tsongalis has joined Northampton Family Practice. He provides primary and preventative care to family members of all ages, from newborns to adults.

              •••••

              Jeffrey J. Trant has been named Director of Lighthouse. Trant will be responsible for the operational and strategic management of the program, as well as the promotion of strength-based recovery practices.

              •••••

              Dr. Steven Weinsier, a cardiologist with specialized training in peripheral vascular disease and coronary interventions, has joined Cooley Dickinson Hospital’s medical staff and Northampton Cardiology Associates.

              •••••

              Grace L. Smith has joined Webster Bank as a Residential Mortgage Officer serving the Greater Springfield market.

              •••••

              The National Assoc. of Workforce Development Professionals announced the election of Keith Hensley, Executive Director of Workforce and Economic Development at Holyoke Community College, to its board of directors.

              •••••

              Lisa Christie has been honored for her client service excellence in her work at the branch office of Norm Stafford in South Hadley.

              •••••

              The Scuderi Group of West Springfield has named Bill Wrinn as Director of the company’s global marketing and communications initiatives. Wrinn is responsible for building awareness of the Scuderi Group and the company’s Air-Hybrid Engine to the automobile industry and the investment and business communities worldwide.

              •••••

              Human Resources Unlimited of Springfield has appointed Aimee Bell as Transportation Manager. Bell is a National Safety Council Defensive Driving certified instructor.

              •••••

              Jennifer DeMoe has joined the staff of United Bank as Vice President of Finance.

              •••••

              The Mass. Supreme Judicial Court appointed Jacqueline E. Farrow to a five-year term on the Board of Directors of the Massachusetts Legal Assistance Corp. Farrow is employed by the Stavros Center for Independent Living, where she serves on the Advocacy Committee.

              •••••

              Gerri Hedblom has joined Park Square Realty’s Westfield office as a Sales Associate. Hedblom has more than five years experience in the local real-estate market, specializing in residential listings and sales.

              •••••

              PeoplesBank has announced that Janice Mazzallo, Senior Vice President, Human Resources, has graduated with honors from the American Bankers Association’s National School of Banking at Fairfield University.

              •••••

              Thomas M. Cleary Jr., D.D.S., has joined the dental practice of Thomas M. Cleary, D.M.D., of Easthampton.

              •••••

              Michael and Traci Connors, owners of Sir Speedy at 1441 Main St., Springfield, announced they were recently honored with a Sir Speedy Century Club Award for the second consecutive year. The award recognizes Sir Speedy’s top 100 centers by sales, placing Sir Speedy of Springfield in an elite group of franchises represented worldwide.

              •••••

              Jewish Geriatric Services announced the following:
              • Laurie Lipscomb Alves, RN, Assistant Director of Nursing, was awarded Wound Care Certification granted by the National Alliance of Wound Care;
              • Donna Campbell has been honored as a 2008 Massachusetts Long Term Care Foundation Scholarship recipient;
              • Gina Francis-Wilson has been honored as a 2008 Massachusetts Long Term Care Foundation Scholarship recipient;
              • Diana Thamage-Kibodya has been appointed Resident Service Coordinator at Genesis House – Housing for Independent Seniors, and
              • Moira Chiusano will serve as a Social Worker at the Wernick Adult Day Health Care Center.

              •••••

              Franklin County Home Care has named Terrie Edson, R.N., as its Program Director of the Men’s Health Partnership and Women’s Health Network.

              •••••

              Lisa K. Reilly, APR, Assistant Vice President of Advertising and Public Relations for the Retirement Services Division of MassMutual Financial Group in Springfield, has completed the Examination for Accreditation in Public Relations, allowing her to use the APR professional designation.

              •••••

              Neurosurgeon Dr. Robert Schapiro has joined Baystate Neurology in Springfield. He specializes in the treatment of tumors, spine and pediatric neurosurgery.

              •••••

              Heather Johnson has earned membership with the National Association for College Admission Counseling. She is an educational consultant specializing in boarding school and college guidance. She is a professional member of the Independent Educational Consultants Association and a member of the New England Association of College Admission Counselors.

              •••••

              Primary care physician Dr. Ritika Bhatt has joined Baystate Medical Practices in Springfield.

              Features
              ‘Profit Recovery’ Firm Is Changing the Methodology and Image of Collections

              Alan Surprenant says he can understand why some companies and professionals are somewhat passive when it comes to the matter of collecting past-due bills.

              There is a fine line that most must walk, he explained, noting that, while business owners obviously want and need to get paid, they usually don’t want to offend long-time — or potential long-time — customers, who may end a relationship if they sense over-aggressiveness in pursuit of payment.

              Meanwhile, many business owners and managers simply don’t want to turn over a percentage of what they are owed (usually 25% to 50%) to a collection agency, he continued. Some try small-claims court (if the amount owed fits that category), but often they just get a ruling in their favor, and not a check. “Courts don’t collect money.”

              So many companies try to do things on their own and mostly wait and hope that the payment will come in soon, said Suprenant, Western Mass. and Northern Conn. sales representative for a company called GreenFlag Profit Recovery. This strategy, if one can call it that, often leads to bills getting ‘stale’ — six months overdue or older — when the odds of getting paid are much lower than when a bill is 60 or 90 days out.

              GreenFlag takes care of most all of these concerns, said Surprenant and Michael Bernier, the company’s sales manager. It does so by convincing companies to more-aggressively, but not over-aggressively, pursue payment much earlier than they might otherwise, and in a manner that Bernier says “takes some of the stink out of collections.” And the company also has a flat-fee schedule, sometimes as a low as $10 or $12 per bill.

              Thus, it relies on volume, which it achieves through both its 123 offices scattered across the country and a willingness to accept everything from a five-figure bill all the way down to a few bounced checks.

              Summing things up, Surprenant said GreenFlag acts more like an extension of a company’s accounts-receivable department than a hired gun brought on to go after a few past-due bills.

              “I like to call what we do pre-collection work,” he explained, adding that the company takes its name because it’s not recovering money, but instead is recovering profits, and at a time when many business owners are facing noticeably slimmer margins. “What we’re doing is putting a system in place that prevent accounts from going into what most would consider the ‘collections’ state.”

              Bernier told BusinessWest that his company, like all collections businesses, is busier at times like these, when the economy is slower and when consumers, be they individuals or businesses, have decisions to make about which bills to pay, and when, because they can’t pay them all on time. Virtually every industrial sector and individual business sees its accounts-receivable file impacted by times like this, but some, including professionals such as health and dental care providers, lawyers and accountants, and service-oriented ventures, feel it more, usually because of the size of the bills they send out.

              And then there are the fuel-oil dealers, who deliver a commodity that is essential but increasingly difficult to afford.

              “Some have just gone out of business, and a lot of it has to do with getting paid, or not getting paid, as the case may be,” said Bernier, noting that some, when possible, are demanding cash on delivery. “When you talk to talk to those people today, they’re generally not as concerned with how many gallons they’re delivering as they are with just getting their money.”

              In this issue, BusinessWest takes an indepth look at GreenFlag and its different approach to collections. In the process of doing so, we’ll shed some light on an all-important but still somewhat overlooked aspect of business management — getting paid.

              Due Diligence

              As he talked about those ‘decisions’ now facing individuals and business owners, Bernier recalled a recent visit to the convenience store.

              “There was a guy in line ahead of me who had $10,” he explained. “He bought a pack of cigarettes and said, ‘put the rest on pump 2.’ He needed those cigarettes, and put what was left on gas, which was what … just over a gallon — maybe?’”

              The anecdote is somewhat extreme, but drives home a point, he explained. Specifically, most all people have less buying power than they did a few weeks or a few months ago, and they have decisions to make about how they spend what they have. There are some things they need (or believe they need), like cigarettes, some things they can do without (many are in fact cutting back), and some things they need but don’t necessarily have to pay for right away — and don’t.

              Anyone who handles accounts receivable can see this phenomenon at work, said Surprenant, adding that, while collections are an ongoing issue for most businesses, they are a far-more-pressing concern at the moment, because more people are having trouble paying bills, and small businesses, which are also facing rising costs, need proper cash flow. If they don’t have it, then they can easily find themselves on the other end of the bill-collection problem.

              Despite all this, Surprenant says he consistently sees a lack of proper attention and/or a lack of understanding regarding the matter of getting paid. Thus, he says he spends a good amount of time educating or re-educating clients about the art and science of collections.

              It certainly isn’t rocket science, he explained, but there are some points that business owners should keep in mind, starting with the long-held mindset concerning this business.

              “A business owner always thinks that they’re going to figure out a way to collect the money without going to collection,” he explained. “And the reason they do is because their thought is that ‘collections’ is percentages, or giving up a big piece of what they’re owed, and they don’t want to do that.”

              At the top of that list when it comes to re-educating clients is emphasizing the need to start getting serious about collecting a debt well before it becomes stale, said Surprenant.

              Elaborating, he said that too many business owners will wait several months before thinking about taking a bill to collection, and for all those reasons listed earlier. The basic mentality held by many is to take a bill to collection only when they’ve become convinced they’re not going to get paid, and when they are subsequently less concerned about paying the collector’s percentage.

              “This is backward thinking,” said Bernier, who told BusinessWest that there are ways to go after past-due bills earlier, and without being over-aggressive to the point of alienating people.

              He calls GreenFlag’s methodology “a diplomatic and professional approach.”

              It starts with what he calls a “courtesy letter,” which politely asks if the tardiness is an oversight. The letter then invites and encourages prompt payment to the vendor in question and not the collection agency, which is the standard procedure so that the agency can take its cut first.

              This letter generally yields one of four responses, said Bernier: prompt full payment, partial payment, negotiation of a payment schedule, or it’s ignored. And in this last scenario there is a series of follow-up letters (one issued every 10 days) designed to generate a different, better response.

              Generally, GreenFlag is able to generate one, he said, adding that the company has been able to recover roughly 56% of the debts it is assigned, a rate four times the national average of 14%, as estimated by the American Collectors Assoc.

              This track record has enabled Green-Flag’s regional office to build a client list that includes everything from sole proprietorships to a health care system to a pharmacy chain (which needs ongoing help collecting from people who order prescriptions online and then don’t pay).

              It also includes several oil dealers, said Bernier, who expects this coming winter to be as difficult for those businesses (from a collections standpoint) as it will be for those facing soaring fuel-oil prices.

              But the current bill-collecting climate is challenging for most all businesses, he continued, noting that some physicians have reported growing problems with self-pay accounts, and many dentists are being challenged to collect the difference between what they are owed and what the insurance company will pay.

              “Every business that extends credit or accepts checks is feeling the pinch right now,” said Bernier, who noted that many expect conditions to get worse before they get any better.

              By All Accounts

              Returning to the matter of that fine line he referenced — the one that everyone has to walk when it comes to accounts receivable — Surprenant said business owners must be aware of it and respect it.

              But they don’t have to be paralyzed by it, and thus become passive with regard to an important issue for everyone doing business.

              “These are your profits we’re talking about,” he said. “Many professionals and business owners are concerned about diplomacy, and they need to be, but the bottom line is, well … the bottom line, and making sure its healthy.”

              Features
              Whom Do You Pay First When Cash Gets Tight ?

              This region and its business community are facing some frightening times. Energy prices are at record highs, which not only affect what we pay at the pump, but push up prices on most goods, as transportation and other costs increase. Furthermore, consumers are unwilling or unable to spend as they have in the past due to these perceived price increases.

              As a result, many businesses are experiencing cash-flow problems that they have not experienced for many years and are struggling with how to keep current. Here is some practical advice on how to maneuver through these challenging times.

              When the inevitable cash crunch hits, are you prepared for it, and what will you do?

              The first thing that needs to be dealt with in order to prevent a crisis is a complete review of your company’s budget to determine any areas where there may be some fat or other reasons to curtail expenses. This is a difficult decision because certain expenses that appear discretionary, such as promotional and advertising costs, may be quite essential to keeping a business going in order to get to a turnaround.

              A more difficult decision involves personnel costs. These are usually the highest expenses in a business, exclusive of inventory. Cutting back on personnel sends a message to the community — and, more importantly, to your employees — that things are not going well. This could have a deleterious effect on your organization. Therefore, it is important at some point to communicate, with at least the key employees, as to what the situation is with your business and to elicit their help and support during difficult times.

              Once you are satisfied that the budget is in proper form and reasonable, how do you ride out the storm?

              In almost every business, a substantial amount of the expenses are compensation-related items such as health care and payroll taxes. Certainly the payroll and related costs must be paid in a timely manner in order to maintain the normal business operation. Taxes, including payroll taxes, sales taxes, and others, are not necessarily due on a weekly basis, and if these payments slip, the usual business operations can appear unaffected for a relatively indefinite period of time. For this reason, there is a great temptation on the part of many business owners to use these funds for temporary working capital.

              This is probably one of the worst mistakes you can make. Not only do these overdue taxes result in exorbitant interest charges and penalties, but in the event of a disastrous result, such as liquidation of your business, they do not enjoy a priority over that of secured creditors, and if they remain unpaid, they become the personal obligation of the principals of the business.

              In most cases they can never be discharged, even in individual bankruptcies. Therefore, it is not in your best interest to use these funds as working capital. You should assiduously make these payments so they do not come back to bite you. Do not give in to the temptation to delay on these items.

              Other substantial costs are likely to be loan payments to secured creditors. Typically, secured creditors are banks, and they are secured by liens on substantially all the assets of your business. In virtually every case, they are also guaranteed by the principals, and it is entirely likely that they will have liens on your other assets that are outside of the company’s operations, such as homes and bank accounts. These secured creditors have a priority lien on the assets that secure their loans, and as a result have the right to seize and foreclose upon your assets if defaults occur. Obviously no business can survive without its major assets, so these debts need to be handled with great care if not paid.

              Many times, secured loan terms can be re-negotiated and modified by agreements with the secured creditors in advance. Such renegotiated terms can be beneficial to both parties. Hopefully, terms can be arrived at that will allow you to reduce your monthly payments, while at the same time providing the secured party greater confidence that the newly negotiated payments can be made.

              These negotiations can also be beneficial to lenders in that they can provide information about your business and its future, as well as instill greater confidence that the reduced payments can not only be met, but will give your business the relief that it needs in order to avoid further defaults.

              Any further defaults are likely to lead to perhaps a liquidation, foreclosure on assets at fire-sale prices, and not only the loss of your business but substantial losses to the lender, as a result of a forced liquidation sale remedy. The secured creditors, if given the appropriate information, may be willing to work with you to help you through difficult times in the hopes that your business can prosper. This will potentially increase its recovery either by refinancing with other lenders or by maximizing results by an orderly liquidation if things do not pan out as planned.

              This is certainly a much better approach and less stressful for all parties as opposed to allowing these loans to go into delinquency due to non-payment. Most secured creditors are willing to work with their borrowers through troubled times as long as they are fully aware of the circumstances and do not feel that they are being further endangered. Therefore, it is best to talk early and often with these lenders in order to receive their help, support, and patience.

              Obviously these discussions should be held only after substantial preparation with your financial advisor and attorney, and all parties should be present at any meetings with lenders.

              Potential Short-term Cash Relief

              Generally this leaves a third group: unsecured trade creditors. These creditors, some of whom are likely your friends and associates, are really at the bottom of the food chain in the event of a foreclosure or other liquidation. They are usually suppliers of goods or services on open accounts, and their rights are generally subject to the secured creditor’s claims and the priority tax and wage claims. They have little or no leverage except to cease to deliver goods and/or take legal action.

              This is the group that can most likely be worked with in order to obtain some limited relief. Since these creditors stand to lose the most by both their inability to collect the outstanding debt and the potential loss of what may be a good customer, it is likely that they will agree to a limited moratorium on payments as long as they are not prejudiced any further.

              They should insist upon and be offered at least payment for any new goods or services delivered from this time on so that they do not lose any further ground. Most likely, a liquidation by secured creditors will leave them high and dry, so there are real incentives for them to provide some relief as long as they are being fairly treated. Hopefully, a relatively short time period for a moratorium on payments will provide the time to scale down costs, increase sales, and take whatever other steps are necessary in order to bring the cash flow back in line.

              The best time to deal with these issues is early, before any crisis appears. In this way, companies are most likely to be able to negotiate terms that are helpful without creating a history of broken promises and a breakdown of relationships. The goal is to ultimately reach a commitment that leads to a turnaround of the business.

              It is highly likely that a company that would otherwise be a candidate for a reorganization proceeding such as a Chapter 11 bankruptcy can avoid that if these issues are recognized early. The alternatives, although possible, are costly and stressful.

              In summary, it is key to recognize the problem early, create a plausible solution, and discuss it openly with the various creditor groups. This planning will enhance the likely survival and future prosperity of any business that is properly planned and operated.

              Paul R. Salvage, Esq. is senior partner and co-chair of Bacon Wilson’s Business Reorganization and Insolvency department. His law practice deals with sophisticated workout and bankruptcy matters, representing both creditors and individuals or companies facing financial difficulties. His additional specialties include creditor’s rights, business law, and real estate; (413) 781-0560;[email protected]