Restaurants Archives - Page 6 of 15

Seventh Annual Gala Set for March 19 at the Log Cabin

The big night is almost upon us.

That would be March 19, of course, and the annual Difference Makers gala, an event that has become a not-to-be-missed networking opportunity and, much more importantly, an opportunity to celebrate groups and individuals who are making a difference in Western Mass.

The tradition began in 2009 with the first class of Difference Makers, which featured a diverse group that showed the many ways one can make a positive impact. It included Bill Ward, director of the regional Employment Board of Hampden County; Susan Jaye Kaplan, founder of GoFIT and co-founder of Link to Libraries; the Young Professional Society of Greater Springfield; and PeoplesBank President Doug Bowen and Kate Kane, managing director of the Springfield office of Northwestern Mutual, both of whom have donated countless hours to area nonprofits and economic-development-related agencies.

Each successive class has had both its own unique character and a common bond with all the others — individuals, groups, or companies who have stepped up and used their talents, energy, and imagination to improve quality of life in this region.

The class of 2015 HERE carries on that legacy. This year’s honorees are:

• Katelynn’s Ride: The K-Ride, as organizers call it, was created in 2011 to honor the memory of Katelynn Battista, who lost her courageous battle to leukemia at age 11. The event raises money for both Baystate Children’s Hospital and the Dana Farber Cancer Institute through the Jimmy Fund. Locally, some of the funds awarded to Baystate have gone to support a new position, a nurse practitioner who acts as a liaison between the families of cancer patients and the teams of specialists that provide needed care.

• MassMutual: The financial-services giant is being honored not simply for the depth of its philanthropy or community involvement, but the strategic nature of such endeavors. Focused in three areas — education, economic development, and ‘community vitality,’ the company’s many contributions are long-term in focus with the goal of strengthening the community and building a quality workforce.

• Judy Matt, president of the Spirit of Springfield: For more than three decades, Matt has been at the forefront of coordinating family-focused events for the residents of Springfield and surrounding communities. That list includes Fourth of July fireworks, the annual pancake breakfast (once touted as the world’s largest), the Big Balloon Parade, and Bright Nights, the holiday lighting display that is on many national lists of must-see attractions.

• The new ownership team of the Student Prince and the Fort: Last summer, Rudy Scherff, second-generation co-owner of the Springfield-based institution known as the Student Prince and the Fort, announced that, if new ownership could not found, the iconic restaurant and tavern would likely close amid falling profits and rising costs. Into the breach stepped a somewhat unlikely group — Peter Picknelly, owner of Peter Pan Bus Lines; the Yee family, owners of the Hu Ke Lau in Chicopee and other restaurants; and Kevin and Michael Vann, father-and-son consultants who have worked with a number of restaurateurs over the years.

• Valley Venture Mentors: Through a host of initiatives ranging from monthly mentoring sessions to shared-workspace initiatives, to a new accelerator program which just welcomed its first cohort of 30 companies, VVM is, according to many observers, making real progress in creating an entrepreneurial renaissance in Springfield and the region as a whole.

The March 19 event will feature butlered hors d’oeuvres, lavish food stations, a networking hour, introductions of the Difference Makers, and remarks from the honorees. Tickets are $60 per person, with reserved tables of 10 available.

For more information or to order tickets, call (413) 781-8600, ext. 100, or go HERE.

Winds of Change

By BusinessWest Staff March 10, 2015

Manufacturing Sections

Excel Dryer Gains Market Share by Touting Green Benefits

Denis (left) and Bill Gagnon show off XLERATOR models branded with company logos, one of the product’s aesthetic selling points.

If there’s one statistic that drives Excel Dryer, it’s this one: 85%.

That’s the percentage of commercial restrooms in the U.S. that eschew hand dryers for paper towels. That represents significant — and attainable — opportunities, said William Gagnon, vice president of marketing for the East Longmeadow-based company started by his father, Denis, in 1999. After all, when Excel launched its signature product, the XLERATOR, in 2001, that number was 90%. And it continues to shrink.

“Excel Dryer works with all commercial facilities because all businesses have restrooms,” he told BusinessWest, listing some segments that purchase the most hand dryers, including schools; the hospitality industry — including restaurants, hotels, resorts, casinos, and amusement parks — assembly areas like stadiums, convention centers, and concert venues; healthcare; government; retail stores; and transportation facilities like airports, DOTs, and public-transit centers. “We are very successful with all facilities that focus on saving time, money, and the environment.”

The challenge is educating people about the benefits of using high-speed, energy-efficient hand dryers, which improve the user experience compared to older dryers, he said, adding that the XLERATOR dries hands three times faster than conventional hand dryers.

But the education efforts are working, and so is word of mouth.

“Since this new category of hand dryers has become available, hand dryers have gained significant traction versus paper towels,” Gagnon said, citing a report from Dodge Data and Analytics that Excel Dryer products are now listed among the specifications in more than half of new commercial construction projects that include hand dryers. “This means that architects and interior designers working in the commercial-restroom field prefer Excel Dryer models to any others on the market.”

Indeed, the XLERATOR’s initial success — it burst onto the market with a 700% increase in sales between 2001 and 2008 — was no fluke; the company continues to record double-digit growth each year, and 2014 was the best year in Excel’s history.

In fact, Gagnon says Excel has done nothing less than revolutionize the hand-dryer industry, changing the environment in commercial restrooms in more ways than one.

Heating Up

Environmental concerns are, in fact, at the top of Excel’s marketing strategy, but Gagnon said it’s fighting a messaging war with paper-towel manufacturers.

Specifically, he noted that paper-industry giants fund studies claiming that recycled paper towels must be better for the environment than electric hand dryers. “That couldn’t be further from the truth,” he added, claiming that Excel’s high-powered dryers actually represent a 70% reduction in carbon footprint compared to recycled paper towels.

“The paper industry also likes to say that paper towels are more sanitary,” he went on, “but independent, third-party studies from leading academic and research organizations debunk this myth time and time again.”

He cited a study from the Mayo Clinic that found no difference between paper towels and hand dryers in removing bacteria from washed hands. However, another study published in the American Journal of Infection Control found 17 species of bacteria on unused, recycled paper towels, and noted that this may have implications in industrial and clinical settings, like hospitals, which house immunocompromised individuals. “When a leading publication about infection control warns against using paper towels in healthcare settings,” Gagnon said, “that’s a pretty strong statement.”

To further emphasize the company’s dual emphases on cleanliness and ecological impact, Excel Dryer recently launched a new product, the XLERATOReco, which uses what Gagnon calls “no-heat technology” to dry hands quickly using only 500 watts.

“It offers all the same features and benefits of the original XLERATOR hand dryer, except for the heating element,” he explained. “This hand dryer significantly reduces energy consumption and is the best choice for facilities looking to reduce costs and energy usage.” He added that it’s also an attractive choice for facilities in warmer climates where the heating element is not as beneficial.

Even the original XLERATOR, because it dries hands so quickly, uses 80% less energy than conventional hand dryers, Gagnon said, and provide a 95% cost savings versus paper towels, once the initial cost of installation is recouped — typically, within one year. Add it up, and the Excel team believes it has a winning formula for continued growth, and not just domestically.

“Approximately 25% to 30% percent of our sales are exported outside of the United States, and we are experiencing tremendous growth in international markets,” he told BusinessWest. “For example, the European adoption rate of energy-efficient technology is significantly higher than here in the U.S. They have much stricter energy restrictions and less room in landfills for waste, so high-speed, energy-efficient hand-dryer technology is much more prevalent there.”

In fact, he added, the ratio of hand dryers to paper towels in commercial restrooms in Europe is three to one, a stark reversal of the U.S. model. “As awareness for energy conservation increases, environmentally friendly, energy-efficient hand-dryer adoption rates will increase on a global scale. The United States is not as far down the path of adopting sustainable solutions, but the demand in European markets is a good indication that energy-efficient technology is the way of the future.”

At the same time, Gagnon said, Excel has managed to keep its manufacturing base in East Longmeadow, using Kaizen Cell procedures to become more efficient instead of cutting costs by moving operations overseas, like others in its industry have done. In doing so, Excel continues to add manufacturing jobs locally.

Giving a Hand

Despite its continued growth, Excel isn’t resting on its success. It has added adjustable speed and sound control for sound-sensitive areas, and a HEPA filtration system and Microban anti-microbial wall guards to support hygienic standards. Excel also recently unveiled a sixth-generation motor for longer lifespan. Now, the control assembly features error codes to make maintenance easier.

On the aesthetic side, the device’s custom digital image covers can feature corporate colors, logos, images, and taglines. “You can see our custom covers here locally at the Naismith Memorial Basketball Hall of Fame and all across the globe,” Gagnon noted.

“Big brands like Starbucks, Dunkin Donuts, Coca-Cola, and even the New England Patriots have them in Gillette Stadium,” he added. “It’s great to see companies support sustainable solutions and co-brand the XLERATOR hand-dryer models with their unique style. It says a lot when an organization like the Patriots believes in your brand enough to put their logo on your product.”

The covers can also feature sustainable messaging, including statistics from the EPA, explaining why hand dryers are a better choice for the environment than paper towels, Gagnon said, adding that customers have increasingly come to appreciate the green appeal of the product.

In fact, Excel is the first hand-dryer company to become affiliated with the U.S. Green Building Council (USGBC), which hosts the largest green-building trade show, and is the force behind LEED (Leadership in Energy and Environmental Design) certification for environmentally friendly buildings. “We don’t just talk the talk; we walk the walk,” Gagnon added. “Our latest Excel Dryer corporate office expansion was LEED Gold-certified.”

In addition, the company touts its membership in the Green Building Initiative and the Sustainable Buildings Industry Council, and endorsements by the Green Restaurant and Green Hotels Assoc. and a listing on the GreenSpec guide to ecologically conscious building products.

“According to the EPA, one ton of paper towels requires 17 trees, pollutes 7,000 gallons of water, and takes up 3.3 cubic yards of landfill space,” Gagnon noted. “This is just too taxing on our environment. We need to find better, sustainable solutions. Going green is no longer just a movement; it’s becoming the expectation, and we are proud to be a catalyst for positive change.”

In addition, Excel is an original seed sponsor of the Green Apple Day of Service, a program of Green Apple, a cause-marketing initiative of the USGBC Center for Green Schools.

“Three years ago, they launched a national day of service, challenging school officials to improve education facilities and promote a safer, healthier, and more sustainable place to learn,” he explained, adding that Excel has participated each year by donating custom-covered Green Apple XLERATOR hand dryers to schools around the world. The Green Apple dryers are available for any facility to purchase, and a part of the proceeds goes back to support the Green Apple initiative. The next day of service is scheduled for Sept. 25.

“As awareness of green industry has grown, so has our business,” he said, “and we look forward to continue partnering with green-industry thought leaders and organizations to continue building momentum.”

(Rest)room for Growth

To that end, Gagnon anticipates sharing more developments in the coming year, from a hand-dryer model compliant with the Americans with Disabilities Act to a new, integrated sink system that features the latest XLERATOR technology.

“We continue to focus on innovative solutions for the industry,” he told BusinessWest. And with so many commercial spaces still dependent on paper, he knows there are plenty of minds left to change.

Joseph Bednar can be reached at [email protected]

Patrick McCarthy Selected for Leadership Program

By BusinessWest Staff March 4, 2015

SOUTH HADLEY — Patrick McCarthy, Sodexo Dining Services general manager for the Loomis Communities, has been selected for the Sodexo National Emerging Leaders program, joining 29 of his peers who have been identified as leaders in their field.

The Sodexo Emerging Leaders program consists of an intensive, nine-month leadership-development course focusing on leadership at a strategic level. The course study includes trainings at the Sodexo North American headquarters in Gaithersburg, Md., as well as peer project assignments and online interactive trainings.

“This is a dynamic and challenging opportunity to develop strategic leadership skills and work in partnership with senior leaders on high-visibility business situations,” McCarthy said.

Prior to working for Sodexo and the Loomis Communities, McCarthy attended classes at the Culinary Institute of America and owned restaurants in the Pioneer Valley.

With a mission of enriching the lives of older adults, the Loomis Communities offers independent-living apartments and cottages, assisted living, and skilled nursing care on four campuses in the Pioneer Valley: Applewood in Amherst, Loomis House in Holyoke, Loomis Lakeside at Reeds Landing in Springfield, and Loomis Village in South Hadley.

Chef Fund-raiser to Benefit Gray House Rescheduled for March 2

By BusinessWest Staff February 26, 2015

Departments People on the Move

CHICOPEE — The Small Plates Chef Fund-raiser to benefit the Gray House has been rescheduled to Monday, March 2. It was originally scheduled for Jan. 26, then Feb. 9, but was postponed both times due to a snowstorm. The Gray House is hoping “the third time is the charm,” said Dena Calvanese, executive director at the Gray House.

Chef Hubert Gottschlicht of the Munich Haus in Chicopee will hold a cooking class and demonstration at the Munich Haus from 6 to 8 p.m. Tickets are $50 and can be purchased through PayPal at bit.ly/1AciOLh. Tickets must be purchased in advance, as seats are limited. Participants can watch the master chef prepare several German delicacies and join in or sit back and enjoy the presentation. A light buffet will be provided in addition to a cash bar. 

“This is a great way to enjoy a night out with friends and eat some fabulous food, all while benefiting a good cause,” said Dena Calvanese, executive director of the Gray House. “We’re planning on holding these events on a monthly basis, if possible, with different area restaurants. We held our first Chef Fund-raiser in November with Samuel’s Sports Bar at the Hall of Fame, which sold out quickly.” 

The Gray House is a small, neighborhood human-service agency located at 22 Sheldon St. in the North End of Springfield. Its mission is to help neighbors facing hardships to meet their immediate and transitional needs by providing food, clothing, and educational services in a safe, positive environment.  For more information about the Chef Fundraiser, visit www.facebook.com/thegrayhouseinc or call Calvanese at (413) 734-6696, ext. 100.

Editorial

By BusinessWest Staff February 24, 2015

Opinion

Hopefully, the Economy Will Thaw Out

Gov. Charlie Baker recently took a rather unusual — some might call it desperate — step in this state’s battle against what Mother Nature has wrought this winter.

Indeed, as yet another huge storm barreled down on the Eastern part of the state the day before St. Valentine’s Day — a huge day and night for restaurants and a host of other businesses — he urged residents to make this year’s holiday Valentine’s Week instead.

That’s right, he made a rather impassioned plea (in the form of an official proclamation) to people who were going to cancel whatever plans they had for that night and stay in — something his own office encouraged them to do — and spend that money another night. Beyond that, he encouraged state residents to find ways to spend money with those small businesses that have been getting clobbered by this brutal winter. And Boston Mayor Marty Walsh did pretty much the same thing.

Like we said, a desperate measure. But desperate times call for those, and in the Bay State, well, things are getting pretty desperate, and unless things change, we’re looking at a repeat of last year.

That’s when people here and across the state were introduced to — and then painfully familiarized with — the phrase ‘polar vortex.’ You remember — several weeks of intense cold that seemed like it would never end.

It was a tough time for everyone, but especially for business owners, as people took ‘hunkering down’ to a new level. Talk to any car dealer, or any retailer, for that matter, and they’ll tell you that business just stopped last winter. Consumers stayed home until the trees started budding, and when they eventually came back out, they weren’t exactly in a spending mood.

Indeed, the economy didn’t really thaw out until the fall, when people finally started spending again. What was supposed to be a great year for the state’s economy turned out to be a good quarter — if that.

Now it’s 2015, and the polar vortex is back with a vengeance, only this time it’s been accompanied by about four feet of snow in the Greater Springfield area and about twice that in Worcester, Boston, Lowell, and Fall River. And with that snow have come a number of lost days for workers and businesses — three Mondays in a row, to be exact — and a significant amount of lost momentum when it comes to a state economy that’s still somewhat fragile.

By most estimates, Massachusetts companies have lost more than $1 billion, and perhaps as much as $2 billion, due to faltering sales and lost productivity, causing the economy to contract by a full percentage point. And to make matters worse, many businesses have incurred significant, and unanticipated, costs from the cleanup of all those storms. While it’s true that some businesses are thriving from all this — travel agents, ski areas, snow-thrower dealerships, and any store that sells snow shovels — and that matters are far worse in the Boston area than they are here, many local businesses are suffering mightily.

It’s probably enough to put a serious dent in all those rosy projections about the state’s economy that were put forth late last fall, when all the arrows were seemingly pointed upward and most of the usual-suspect obstacles to growth — everything from a lack of consumer confidence to high gas prices to a struggling job market — were trending positively.

That’s probably. We saw what a bitterly cold winter can do the economy last year. We can hope that the weather — and spending — warm up, and quickly. Or we can do as the governor suggests and hunker down when the snow is falling but support local businesses when it stops — if it stops.

Valentine’s Week? Maybe it should be Valentine’s Month.

People on the Move

By BusinessWest Staff February 24, 2015

United Personnel announced the promotion of two staff members, as well as the addition of a new senior staffing consultant:

Jennifer Atwater

• Jennifer Atwater, Assistant Vice President of Operations for Hampshire and Franklin counties, has been promoted to Vice President of Operations for these regions plus Berkshire County. A graduate of Massachusetts College of Liberal Arts, her duties will include staff management, client and candidate relations, recruitment, and business development. As a member of the United Personnel team for 15 years, Atwater brings a wealth of human-resources knowledge and recruiting expertise to her new role. In addition to her work at United Personnel, she serves as an ambassador to the Holyoke Chamber of Commerce and is a member of the Human Resources Roundtable for Associated Industries of Massachusetts;

Becky Ramah

• Assistant Vice President of Information Technology Becky Ramah has been promoted to Vice President of Information Technology and Communications. Ramah has been with United Personnel for 21 years in a variety of progressively responsible roles, including recruitment, placement, and on-site project management. Ramah’s new role encompasses all information-technology operations as well as social media and marketing. She is a graduate of UMass and serves on the board of directors of Womanshelter/Companeras; and

Halina Dumas

• Halina Dumas joins the team as a Senior Staffing Consultant. Dumas, a graduate of UMass Amherst, has 15 years of staffing-industry experience in professional, accounting, and administrative placement for a national firm. She will be overseeing placements for both large and small clients in Hampden, Hampshire, and Franklin counties.
•••••
Dr. Charlotte Boney, a nationally recognized pediatric endocrinologist and physician educator, has been named to the position of Tufts University School of Medicine chair of Pediatrics at Baystate Health and vice president of the Pediatric Service Line at Baystate Children’s Hospital. Before coming to Baystate Children’s Hospital, Boney was director of the Division of Pediatric Endocrinology in the Department of Pediatrics at Hasbro Children’s Hospital in Providence, and professor of Pediatrics at Warren Alpert Medical School of Brown University. “I am thrilled to be joining Baystate. Baystate Children’s Hospital has a proven track record in delivering state-of-the-art clinical care, but it is the department’s commitment to serving the community’s children and their families, and to training future pediatricians, which really attracted me to this position,” she said. Boney attended the University of the South in Sewanee, Tenn. and the University of Tennessee College of Medicine in Memphis, where she was a member of the Alpha Omega Alpha Honor Medical Society. She completed her internship and residency at Johns Hopkins Hospital in Baltimore and a fellowship in pediatric endocrinology at the University of North Carolina at Chapel Hill. She joined the faculty at Brown University in 1994 and became program director of the fellowship in Pediatric Endocrinology in 2003 and director of the Division of Endocrinology in 2005. She received numerous teaching awards at Brown, including the Dean’s Teaching Excellence Award every year from 2004 to 2011 and again in 2013. Boney also has a distinguished research career, supported by National Institutes of Health funding, during which she focused on the biology of adipocyte (fat-cell) development. She has also conducted clinical research in pediatric obesity and diabetes. Additionally, she has served on numerous hospital, university, regional, and national committees. Boney’s professional memberships include the Endocrine Society, the Pediatric Endocrine Society (for which she served on the board of directors), the Society for Pediatric Research, the Obesity Society, and the American Pediatric Society. She recently joined the sub-board in pediatric endocrinology at the American Board of Pediatrics. She has also authored some 40 scholarly publications, including peer-reviewed journals and abstracts, and is the author of several textbook chapters. She also serves as a member of the editorial board of the American Journal of Physiology, Endocrinology and Metabolism. “It is my hope in my new role at Baystate Children’s Hospital to expand clinical programs, strengthen education programs, and generate new knowledge in pediatric medicine,” she said.
•••••

Kevin Joyce

After a stint working as a senior member of IBM’s Business Analytics Division in the Boston area, Holyoke native Kevin Joyce has returned to the Pioneer Valley and taken a position at Webber & Grinnell Insurance. Joyce began his insurance career in 2005 with Phillips Insurance of Chicopee. In his five years at Phillips, he built a significant book of business comprised of property owners, manufacturers, restaurants/hospitality, contractors/sub-contractors, and technology operations. “I’m very excited to be back in the community I love, working with a great firm and clients that I’m passionate about,” Joyce said. Added Mathew Geffin, vice president of Business Development, “we are very excited that Kevin is joining the team at Webber & Grinnell. Kevin is a son of the Pioneer Valley and understands the values and needs of our business community.” As one of the largest insurance agencies in Western Mass., Webber & Grinnell currently serves more than 5,000 automobile and homeowner policyholders, and insures nearly 900 businesses throughout the region.
•••••
Mark Goggins has joined Ostberg & Associates, the Northampton-based financial-services and insurance firm. Goggins brings more than 20 years of experience in the mortgage business with Mortgage Master and Applied Mortgage Services, as well as earlier work history with John Alden Insurance and Goggins Real Estate. “We couldn’t be more thrilled to bring Mark to our team,” said company President Robert Ostberg. “Mark’s integrity, his reputation for building and maintaining personal and professional relationships, and his deep commitment to the community will help Ostberg & Associates continue to provide exceptional service to our clients and our community.” Goggins graduated from UMass with a degree in political science. He has served as a coach with the Northampton Recreational Department and the Suburban Basketball league, and is currently on the board of Nonotuck Resource Associates.
•••••
Monson Savings Bank has announced the following:

Carolyn Weeks

• Carolyn Weeks has been promoted to Branch Manager of the Wilbraham office. Weeks began her career at Monson Savings in 2007 as a part-time customer service associate while still in college. In 2009, she came back to the bank and has risen through the ranks to customer service associate supervisor, assistant branch manager, and now branch manager. She is a UMass graduate with a bachelor’s degree in business administration; and

• Anthony Jianaces has been promoted to Branch Manager of the Hampden office. Jianaces joined the bank in 2012, also as a part-time customer service associate. He has since been promoted to assistant branch manager and now branch manager. He is a registered financial representative and holds his series 7, series 66, and insurance licenses. He is a graduate of Stonehill College with a bachelor’s degree in business administration. “I am extremely pleased to announce these promotions,” said Steve Lowell, president of Monson Savings Bank. “Carolyn and Anthony are both very talented and impressive young professionals who have already made significant contributions to the success of Monson Savings.”

Anthony Jianaces

Difference Makers 2015: The New Owners of the Student Prince and Fort

By BusinessWest Staff February 10, 2015

Class of 2015 Difference Makers

Rescue of a Springfield Landmark Gave the City a Needed Shot in the Arm

From left, Andy Yee, Mike Vann, and Peter Picknelly, members of the new ownership team at the Student Prince and the Fort.
Photo by Denise Smith Photography

Steve Roberts was recounting some of the hundreds of memories he’s stashed away from nearly a half-century of frequenting Springfield’s iconic Student Prince restaurant, a.k.a. the Fort.

He talked about his favorite items on the menu, some of the traditions, like Game Fest, some of the many special occasions that have taken place there, the countless times he took clients there for lunch and dinner, and … swiping beer glasses.

“As a kid, stealing shells (smaller glasses), mugs, and steins from the Fort was a sport,” he said of the pilferage, adding quickly that he was more than a little embarrassed to admit his actions, which occurred more than four decades ago. But feelings of guilt or remorse have mostly been replaced by a sense of pride from having made good with the Fort’s owner at that time, Rupprecht (Rupert) Scherff.

“I can remember one day when I came in … I was married, I was back in town, I’d been living in my house for a few years, and I said to Rupert, ‘can I buy 24 shells and six steins?’” said Roberts, now the CEO of the third-generation business F.L. Roberts. “And he looked at me and said, ‘you haven’t stolen enough of them?’

“I said to him, ‘Rupert, I’m embarrassed; you tell me how many of those you think I’ve stolen of each,’” he went on. “He gave a number, and I told him to pack up a case of each, subtract from the cases what he thought I’d stolen, add a few more to that total, and bill me for whole cases. And Rupert and I were friends from that moment on.”

These days, Roberts is adding more memories to his huge portfolio, and because he can, Peter Picknelly and Andy Yee, who partnered with Kevin and Michael Vann to create and execute a survival plan for the Student Prince and the Fort, have been chosen by BusinessWest as Difference Makers for 2015.

Some might ask why such an honor would be bestowed on a few businesspeople who stepped in and purchased the landmark when the next generation of the Scherff family declared they could no longer make a go of it. But those who have frequented the establishment and understand its place in the city’s history — and its psyche — see no need to ask.

They know why. Because they, like Roberts, don’t have to stop collecting memories on Fort Street.

By now, most know the gist of this story — how Rudi Scherff, Rupert’s son and co-owner, announced early last summer that the landmark was struggling and would likely close if new ownership could not be secured. And how Roberts convinced the Vanns, who have consulted for a number of restaurant owners, to survey the landscape at the Fort. And how the Vanns saw a business with challenges, but ones that could be overcome. And how they helped facilitate talks and eventually a partnership between Peter Pan Bus Lines CEO Peter Picknelly, who not long after Scherff’s announcement made clear his intent to save the icon, and Yee, whose family owns the Hu Ke Lau in Chicopee and other eateries.

Andy Yee, right, with then Gov.-elect Charlie Baker at the well-attended grand reopening of the Student Prince and Fort on Dec. 3.
Photo by Robert Charles Photography

While that story played out, another one emerged. In this one, the city of Springfield, which had been visited by so much bad news in recent years and had lost some of its identity — including some other iconic, family-owned restaurants — over the past few decades, was spared more of the same.

It’s not hyperbole to say that the city itself was lifted by the turn of events.

“For them to step forward was really a huge shot in the arm for the entire city,” said its mayor, Domenic Sarno. “It sent a ripple effect of anticipation and helped spread a can-do attitude here in Springfield. You can’t put a price tag on the morale boost this has given the city.”

The significance of the reopening hit home for Picknelly, and in a poignant way, on Dec. 18 as the Student Prince — and the Picknelly family — continued a long-standing tradition of caroling at the restaurant.

“That would have been my mother-in-law’s 82nd birthday — she passed away more than 10 years ago,” he recalled as he set the stage. “We go every year as a family with my in-laws, and we honor her; that’s the only thing she ever wanted to do for her birthday — have the whole family go out and hear the carolers.

“I was looking around that night … the place is humming, it’s packed, people are smiling, they’re having a great time, families are together,” he went on. “And I’m saying to myself — and I later said to Andy — ‘imagine this not happening in our city.’”

Because of the new ownership team’s decisive action, no one has to engage in that exercise.

It’s Their Bread and Butter

As he talked about his decision to help resuscitate the Student Prince, and all that has happened since, Picknelly stressed repeatedly that he entered this journey knowing little, if anything, about the restaurant business.

Peter Picknelly says he’s proud to be able to continue such long-standing Student Prince traditions such as caroling during the holidays.
Photo by Denise Smith Photography

Suffice it to say that he’s learning fast — about everything from the wholesale price of veal shank to how many 12-ounce glasses of beer there are in a keg (330 by his count), to Christmas Eve and how a decision to close at 2 p.m. that day was a “critical mistake” that won’t be repeated.

And he’s also learning about just how loyal customers are to the landmark’s many traditions — large and small.

Like the slices of bread that were, for decades, served before lunch or dinner, almost always with pats of butter that were rock hard and therefore impossible to spread. As part of a strategy to implement change where they thought it was needed, Picknelly and Yee eventually replaced the bread with fresh rye rolls brought in daily from a bakery in Boston.

But not for long, as things turned out.

“This just blows my mind,” said Picknelly. “I thought these rolls were awesome — every morning delivered from Boston. But the number-one complaint we received from people … they wanted that old sliced bread back. So we stopped the rolls, and we’ve got the sliced bread. I don’t get it, it blows my mind, but that’s what they want.”

Actually, the partners were able to improve on that tradition, said Yee, by serving it with “whipped, room-temperature butter that’s easily spreadable.”

In a way, that’s what they are doing with many facets of the restaurant — from the décor to the layout of the bar to the menu items. The new owners are making improvements without changing the character of this 80-year-old institution or the tangibles and intangibles that “make the Fort the Fort,” as Yee said.

And many improvements were needed, said Mike Vann, who recalled for BusinessWest the prognosis that he and his father, Kevin, arrived at for the Student Prince after a thorough look at the operation last summer.

“We concluded that the patient needed to be fixed,” he said, adding that its condition was far from critical, but it was worsening. “The revenue, generally speaking, was still very strong, so it was a matter of cost containment and cost management. They were still doing pretty good numbers, but the food costs were high, and the labor costs were high, and when you walked through the building, you could see that it needed some love and attention — it hadn’t had that in a while. From a financial standpoint, these were fixable things.”

The importance of finding someone to provide that love and attention hit home to the Vann family and many others, said Mike, because the city had already seen two of its iconic restaurants — Lido’s (or the Lido, as it was known to many) and Sylvano’s, Italian restaurants located only a few blocks from each other on Worthington Street in the city’s downtown — close their doors.

Both were, like the Student Prince, family-owned Springfield institutions that provided memories for several generations of many families.

“When Lido’s closed, that was huge news,” said Vann. “Our family was there for four generations. For us, having the Lido close was devastating, because that’s where we would go for our family meals. And one of the biggest lessons I’ve learned about the Fort so far is how many families have traditions that revolve around it.

“The Fort was the last iconic restaurant in Springfield,” he went on, adding that, for him, his father, and really all those who were and still are involved in the endeavor to keep it from becoming another statistic, it has been a rewarding experience on many levels.

Salad Days

The story of how Picknelly, the Yee family, and the Vanns came together as the new ownership team has already been told through a number of media outlets and is fast becoming part of Springfield lore.

To recap, Roberts, concerned about the fate of the restaurant he’d been coming to since the ’60s, learned of the seriousness of the situation from Rudi Scherff. He then asked the Vanns, as veteran consultants to restaurateurs, to look at the books, draw up a road map for the future, and explore options for a new ownership team. Meanwhile, Picknelly, who had been coming to the Fort for as long as he could remember with parents, grandparents, and his own children, had let it be known that he would step forward and be part of the effort to revitalize the institution.

But he knew he needed a partner, because, as noted earlier, he knew very little about this business.

Andy Yee, on the other hand, grew up in the industry, learning the ropes from his father, Johnny, who started the Hu Ke Lau in 1965 and eventually opened a number of restaurants around the country. The two came together as a result of what has already become a famous phone call.

“He called up and said, ‘Andy, this is Peter Picknelly … I got your cell phone number from a mutual friend of ours, [state Rep.] Joe Wagner,’” said Yee, noting that he prepared himself for a long conversation. “Within 15 minutes, we knew we had a deal. We didn’t actually have one, but knew there would be one.”

It would take several weeks to hammer out all the details — Picknelly would take a 50% stake in the operation, the Yee family 40%, and the Vanns 10% — but long before the ink on any paperwork was dry, there was anticipation, enthusiasm, and, as Sarno mentioned, a can-do attitude.

It would be needed, because the new owners set an aggressive target date for reopening — the day before Thanksgiving — and were already scaling up plans to give the landmark a new, more modern look, a slightly revamped menu, and a new lease on life.

The festive scene at the restaurant’s grand reopening ceremonies on Dec. 3.
Photo by Robert Charles Photography

Darby O’Brien, whose South Hadley-based advertising agency was hired to handle the marketing for the ‘new’ Student Prince, coordinate its grand-opening ceremonies (which included a visit from the governor-elect), and other duties, believes the enthusiastic response from the public regarding the new ownership team and its plans helped inspire what became a comprehensive makeover.

“I don’t think they were going to spend the kind of dollars they did to bring it back, but the response from people all over the place once they announced this team-up really excited them, and they just pushed it,” he told BusinessWest. “They said, ‘let’s do it now,’ rather than just clean it up, brush it up, and get back in the ring. They said, ‘let’s do this thing right.’

“My biggest concern was about whether they understood the charm, the character, the personality, and the traditions that have been a part of this restaurant for years,” O’Brien went on as he recalled his thoughts as the new owners went about their work. “I knew Peter did, but I wasn’t sure about Andy. I was wondering, ‘where would he take it?’ What really impressed me quickly was the fact that he had this really talented Boston designer who really understood German restaurants and really understood all of the Fort’s personality and character — and enhanced it.”

O’Brien went so far as to draw an intriguing analogy between the Fort and the iconic, 103-year-old home of the Red Sox, which has been renovated and in some ways modernized in recent years, but in ways that haven’t compromised its character.

“I said to those guys in the beginning, ‘you’re like the caretakers of Fenway Park,’” said O’Brien. “[Red Sox owner] John Henry and company understood the character of the place, and they really brought it up to date, but they didn’t jeopardize the place. I think that’s what they’ve done with the Fort — they did a really interesting job with the place.”

Icing on the Cake

The renovated and revitalized Fort has been open only a few months, but all those we spoke with said the new ownership team is off to a fast and solid start.

O’Brien praised its ability to listen to commentary and criticism — and there’s been a lot of both — and respond accordingly and appropriately, as evidenced by the return of not only the sliced bread, but the Fort’s signature ‘boot’ glasses, in a street-legal size.

Roberts, who has frequented the restaurant eight or 10 times since it reopened, by his count, gave it good reviews while noting that there are still some bumps to smoothen out and changes to make — like bringing back lunch specials. Overall, he’s confident that the new owners will make their business venture successful.

Vann, for his part, believes considerable progress has already been made.

“The response thus far has been great — people are in there, they’re coming back, and they’re talking about it,” he said. “It’s definitely relevant; it’s a place that people want to be seen at and want to eat at. From that standpoint, it’s mission accomplished.”

Perhaps, but Picknelly and Yee would probably prefer ‘mission in progress.’

Indeed, they say they’re mulling more changes and additions that fall into that category of improvements that don’t alter the landmark’s overall character.

Plans are being drafted for more and different kinds of entertainment, pig roasts on Fort Street during the warmer months, additional choices during Game Fest, and much more.

And then, there’s the menu, which remains a work in progress, said Yee, adding that the Fort reopened with what he called menu release 1.0, and he’s already working on version 1.2.

“We have a lot of eyes on us on this one, and we continue to work through the steps and measures to get the menu where we want it to be and get everything just right; we’re still fine-tuning,” he said. “The menu is not an exact science; it’s really what the people want, and the Fort is such an institution that people are programmed to enjoy their favorites for a long, long time.

“Like the veal shank,” he went on, referring to a long-time favorite of many. “I’m pulling my hair out trying to source out a veal shank to make it affordable because it’s such a high-price item.”

Picknelly said one overarching goal is to make the Fort, which has traditionally been what he called a ‘holiday restaurant,’ into more of a 12-month venue.

“What we’re trying to do is make the Fort a destination — and not just for Christmas,” he explained. “We’re looking to make this an event place; we want to make the restaurant a Springfield institution year-round.”

While the Fort is off to a good start, all those involved know that a host of challenges await and success is certainly not guaranteed. But already, the new owners are feeling a sense of accomplishment from keeping the landmark open and allowing new memories to be created.

To emphasize that point, Picknelly returned to Dec. 18 and the carolers.

“There are thousands of families that would have lost this tradition if the Fort had closed,” he said. “And no matter what we do going forward, that night made it all worthwhile — for me, anyhow.

“They were singing ‘Silent Night,’ first in German and then in English, and they turned the lights down,” he went on, recalling the most poignant moment from that evening. “They turned the lights back on, and there were people crying in the restaurant. I already knew that this was a good thing to do for the city, but at that moment, I realized just how important it was.”

And so did everyone else.

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

Gaming Face

By BusinessWest Staff February 10, 2015

Law Sections

Each Day Is Different for MGM Springfield General Counsel Seth Stratton

Ask Seth Stratton for his job description, and he’s likely to respond, “which day?”

“I don’t know the answer, and that’s the exciting part of this job,” said Stratton, who was recently named vice president and general counsel for MGM Springfield, making him only the company’s second full-time hire, after President Michael Mathis.

“This is a unique development,” Stratton said of the $800 million resort casino expected to open in 2017. “Western Massachusetts has never seen this type of development, and the statute [legalizing casinos] poses legal questions that haven’t been addressed yet in Massachusetts. My job description is to oversee legal affairs and government relations. But what that means day to day is the exciting part.”

Technically, Stratton’s job is overseeing legal affairs and government relations for MGM Springfield — an extension of work he had been performing with the company while working at Fitzgerald Attorneys at Law in East Longmeadow. But as the casino project moves forward, his job will shift often.

“Last week, we were making sure legal notices go out to the tenants of the buildings that comprise the project parcel. They’ll be vacating a lot of those buildings, and we need to make sure we prepare the legal notices they need in a way that’s informative but complies with the law,” he explained.

“We were also in Boston last week, in front of the Gaming Commission, dealing with a few issues that were required under statute — implementing some monitoring of electronic gaming and an affirmative diversity plan for hiring; MGM is committed to that,” he continued.

“That was last week. And I think a good part of the development period will be like that. It’s going to be an ongoing development project, and there are going to be a whole lot of legal issues — in construction, as we start to roll out our hiring, and making sure we’re complying with gaming statutes and regulations. As things start to normalize, we’ll have a better sense of what the average day for the general counsel of MGM Springfield is like.”

Before being hired away from Fitzgerald, Stratton worked with MGM Springfield for almost three years, negotiating agreements with the city of Springfield and surrounding communities as well as advising on permitting and real-estate acquisitions, all the while becoming a familiar face at the Massachusetts Gaming Commission, presenting on legal issues relevant to the casino project.

Now that role has expanded, and Stratton understands the complexity of navigating a project that will eventually employ some 3,000 people in an industry making its debut in the Commonwealth.

“We’re working with outside counsel in Las Vegas, making sure that an enterprise this size is complying with all the laws and regulations,” he told BusinessWest. “A lot of it is working with the Gaming Commission on regulatory and statutory compliance to gaming laws and regulations, as well as local compliance issues. We have an agreement with the city of Springfield, they did a great job in the interests of the city, and they’re very clear they will hold our feet to the fire on all these issues.”

In other words, bring on the myriad challenges.

“That’s the reason I jumped at the opportunity to take this job,” he said. “It’s really a cool opportunity where the job description changes on a weekly basis based on what’s going on at the moment.”

Coming Home

Stratton is, for lack of a better term, a Springfield guy, through and through.

“I was born and raised in East Forest Park,” he said. “My parents were both born and raised in Springfield. My wife and both her parents were born and raised in Springfield. I went to Cathedral.”

Seth Stratton says the proposed $800 million casino is a “unique development,” one that will certainly keep him busy in his role as general counsel.

However, armed with a bachelor’s degree in political science from Colgate University and a master’s in public affairs from UMass Boston, he couldn’t find a suitable job in Springfield, so he went to work for state Sen. Brian Lees at the State House. After earning his law degree from Suffolk University Law School, he took a job as a litigation associate at Brown Rudnick in Boston.

When his first child was born, however, he and his wife decided they wanted to live near their families in Western Mass., so they moved back to Longmeadow.

“There was nothing really comparable to what I’d been doing in Springfield, so I took a job with a similar firm in Hartford,” he said, referring to his counsel position in the Financial Institutions Litigation Group at Bingham McCutchen in Hartford. “But I felt disconnected form the community I lived in; I didn’t feel connected to the business community here.”

That’s when an opportunity opened up at Fitzgerald, where Stratton took on a diverse litigation and dispute-resolution practice focusing on a wide range of corporate, commercial, and personal disputes. “They were looking for a litigator, and I knew of their reputation, so I went to work there. That way, I worked five minutes from where I live, and I could be involved in the legal community in Western Mass.”

Within a month after taking the job, the casino legislation passed, and MGM eventually came poking around Springfield, and hired Fitzgerald to handle legal and governmental matters.

“We were essentially the local counsel for MGM in connection with local matters,” Stratton said. “About two years ago, I really started getting busier and busier; there was a lot going on, and I really became enmeshed in the project. I worked directly with Mike Mathis. We have similar backgrounds. He’s a lawyer by training, a former litigator, so we worked very well together. And I started getting more involved in these issues.”

One of his first roles involved negotiations of the host-community agreement with Springfield and surrounding-community agreements with neighboring cities and towns.

“That was a lengthy process. Under statute, we had to reach out to the surrounding communities and negotiate with them, and that involved knowing who the players were and knowing what the communities are all about. That’s where my local experience, being local and involved in local politics, helped me to negotiate and handle arbitrations in front of the Gaming Commission.”

He worked extensively on the West Springfield and Longmeadow deals, and though both towns prevailed in arbitration, “we were satisfied with the results, which were consistent with the statute’s intent. We eventually ended up with surrounding-community agreements with all the communities abutting Springfield.”

As he became more involved with MGM through Fitzgerald, he worked on regulatory aspects and compliance issues with the Gaming Commission, and on the host-community agreement with Springfield.

“I worked pretty closely with the city solicitor on a number of items,” Stratton said. “I think it was helpful that folks I was dealing with in the city, and in the surrounding communities, knew I’m from the city, I have local roots, and I think that gave me credibility in these discussions that an outsider with a similar legal background may not have had. And MGM recognized that as a benefit.”

Added Mathis, “from day one as one of our local counsel, Seth has been a steady sounding board for the entire MGM Springfield team. We feel fortunate that he is not only a respected lawyer, but also cares deeply about the future of this area and the city of Springfield. His advice is always informed by his concern for local issues.”

Stratton praised Mathis equally effusively. “He’s a dynamic, young leader in this industry — very bright, very energetic, very demanding. Working with him over the last couple years has been very exciting. I truly have been impressed with the quality of professionalism and work ethic from all the individuals I’ve dealt with at MGM. To become a part of that culture is something I really appreciate.”

Bringing Springfield Back

Stratton also has a vision for his home city’s future, with MGM Springfield at the center of the revival.

“It sounds a little colloquial, but I grew up off Sumner Avenue and Allen Street, and I remember Christmas Eve, my father doing last-minute shopping at Baystate West. I remember hopping on the PVTA bus from Sumner Avenue to downtown and going to Johnson’s Bookstore,” he recalled.

“I love the idea that there could be more of those opportunities for people hoping to go to entertainment venues in downtown Springfield. For people living in these neighborhoods to go to MGM Springfield, not only to the casino but for some of the retail and restaurants, that would be exciting to me.”

While the city’s downtown has generated momentum lately with a growing number of businesses and colleges setting up shop, Stratton didn’t sense much excitement in the area around the time the gaming legislation was passed.

“I didn’t have the impression things were happening,” he said. “But right away, I realized this project had the opportunity to be the spark Springfield needed. Springfield does have its challenges. I’m not under the impression that MGM Springfield will be the hero, but I definitely think it has a catalyst ability, to be the spark that gets people excited about reinvesting in downtown.

“The idea that my wife and I can hop in the car and go to dinner and a show and then be home in five minutes, that’s truly exciting to us as a family,” he continued. “There are so few of those opportunities. When we do have time to go out to dinner, we’ll drive to Northampton, but it’s never been on our radar to go to Springfield. That’s going to change, and that’s really exciting for us.”

For now, though, Stratton continues to press his legal expertise and local knowledge to help bring that vision to reality. He expects his role to continue expanding, encompassing federal issues as well as state-level regulations, as groundbreaking, construction, and hiring and training strategies all move forward.

“It all changes day to day,” he said. “And that just makes the job more interesting.”

Joseph Bednar can be reached at [email protected]

Kevin Joyce Joins Team at Webber & Grinnell

By BusinessWest Staff February 6, 2015

NORTHAMPTON — After a stint working as a senior member of IBM’s Business Analytics Division in the Boston area, Holyoke native Kevin Joyce has returned to the Pioneer Valley and taken a position at Webber & Grinnell Insurance.

Joyce began his insurance career in 2005 with Phillips Insurance of Chicopee. In his five years at Phillips, he built a significant book of business comprised of property owners, manufacturers, restaurants/hospitality, contractors/sub-contractors, and technology operations.

“I’m very excited to be back in the community I love, working with a great firm and clients that I’m passionate about,” Joyce said.

Added Mathew Geffin, vice president of Business Development, “we are very excited that Kevin is joining the team at Webber & Grinnell. Kevin is a son of the Pioneer Valley and understands the values and needs of our business community.”

As one of the largest insurance agencies in Western Mass., Webber & Grinnell currently serves more than 5,000 automobile and homeowner policyholders, and insures nearly 900 businesses throughout the region.

Small Plates Chef Fund-raiser on Feb. 9 to Benefit Gray House

By BusinessWest Staff February 4, 2015

CHICOPEE — The Small Plates Chef Fund-raiser to benefit the Gray House has been rescheduled to Monday, Feb. 9. It was originally scheduled for Jan. 26 but was postponed due to a snowstorm.

  “This is a great way to enjoy a night out with friends and eat some fabulous food, all while benefiting a good cause,” said Dena Calvanese, executive director of the Gray House. “We’re planning on holding these events on a monthly basis, if possible, with different area restaurants. We held our first Chef Fundraiser in November with Samuel’s Sports Bar at the Hall of Fame, which sold out quickly.” 

Participants can watch the master chef prepare several German delicacies and join in or sit back and enjoy the presentation. A light buffet will be provided in addition to a cash bar. 

Fueling Speculation

By BusinessWest Staff January 27, 2015

Commercial Real Estate Sections

Will Falling Gas Prices Be Good for Business?

The downward trend in fuel prices has delighted consumers, but businesses have mixed thoughts when assessing the long-term impact.

In 2008, as gas prices hit $4 per gallon, the blame game heated up as well, with Congress berating oil-company CEOs for profiteering during an economic slowdown, and the execs sniping at Congress for restricting drilling and refining at home, contributing to a dependence on oil-rich but often-unfriendly foreign governments.

Caught in the middle of that exchange were average Americans, who — already buffeted by an economic crash that bled jobs and drained retirement portfolios — increasingly found themselves diverting money from other household needs in order to fill up the gas tank.

At the same time, businesses of all kinds were forced to make tough decisions, from retail stores pondering whether to pass hefty shipping surcharges to customers, to construction firms seeing profits shrink as the cost of fuel and supplies far outstripped what they had anticipated during the bid process.

Now that gas prices have reversed course and plummeted, even dipping below $2 for regular at many stations in Massachusetts, one would expect those trends to be reversed, giving businesses some reprieve from six years of sky-high rates.

Not so fast.

“What I’ve found funny is that a lot of our paper suppliers — paper companies and different media outlets that make deliveries here — put on a gas surcharge,” said Steve Lang, president of Curry Printing in West Springfield. “But it never seems to come off. When we’re dealing with UPS, they’ll add their little surcharge in there for high gas prices, but it doesn’t come off when the prices come down.”

In fact, some analysts say the plunge in global oil prices will eventually affect small businesses in negative ways. Expected cutbacks and layoffs in the oil industry could be felt in related industries, such as the housing market in areas where petroleum companies operate, as well as restaurants and retailers that rely on oil-industry workers as their customers, Rohit Arora, CEO and co-founder of Biz2Credit, wrote in Inc.

“Lower oil and gasoline prices have many, many benefits for consumers and will likely help vitalize auto-industry sales and the spending of newly found disposable income,” he noted. “This is good news for small-business owners, of course. However, prices that are too low could eventually have serious negative implications longer-term.”

In short, while consumers are pleased with more money in their pockets, the impact on businesses of all kinds remains mixed, and uncertain.

Food for Thought

Retail businesses are anticipating that more disposable income will trickle down as increased sales. But so far, that hasn’t happened at Big Y, said Claire D’Amour, the chain’s vice president for corporate communications.

“Right now, it’s hard to tell, I think,” she told BusinessWest. “Low gas prices means there’s more disposable income, more cash in people’s wallets, but whether that’s translated into opportunities for higher sales, well, we haven’t seen anything specifically pointing to that this year.”

In reality, she noted, “after 2007, people changed their shopping patterns; they became more thrifty. With more money in their wallets now, will we see that change? We did have robust sales for the holiday season, which we’re happy about. But is that a reflection of gas prices? It’s hard to be sure.”

In fact, consumers aren’t seeing lower prices at food stores, for reasons that extend far beyond the retail sector. According to the U.S. Department of Agriculture, recent food-production challenges include a cattle herd that’s been much smaller than normal, which affects beef prices, and poor weather in the West that has hindered certain crops. High wheat production, on the other hand, has kept cereal and bread pricing relatively stable.

Still, the U.S. Department of Labor reports that the Consumer Price Index (CPI) for all items rose just 0.8% over the past 12 months, the second-lowest rise in the past 50 years, exceeded only by 2008, the year financial markets — and the economy in general — spun into crisis. The 2014 CPI has much to do with energy costs, which fell 10.6% over the year, with gasoline falling 21%.

The drop is due mainly to the highest global oil production since 1989, but industry analysts differ when it comes to how long this period might last.

“Most of us in the industry are surprised that it’s fallen as hard and fast as it has,” Ryan Lance, CEO of ConocoPhillips, said at a meeting of the Center for Strategic and International Studies. “I don’t know that I have a real good answer to that question, other than it doesn’t feel like the fundamentals would support that kind of fall.”

Instead, Lance predicts oil prices will rebound faster than anticipated, as they did in 2009, on the heels of the Great Recession. “People were worried about the global economy, and prices went to $30, $40 a barrel, and just a matter of months later, it was back to $100 a barrel,” he said. “And that’s the kind of volatility we’re in.”

After a strong holiday season, Big Y executives are unsure how gas prices will affect consumer behavior heading into 2015.

On the other hand, Larry Zimpleman, chairman and CEO of Principal Financial Group, told the Wall Street Journal that he predicts the era of relatively tight supplies controlled by OPEC, and resulting high energy prices, to be coming to an end.

The reasons why are numerous, including continuing sluggish growth in both emerging and developed economies, reducing the demand for oil; new technologies, such as fracking, making previously shuttered oil fields productive once again, increasing the volume of oil coming onto the market; and continued incremental improvement in alternative sources of energy, like wind and solar. “Thus,” he said, “I think pressure is likely to remain on oil prices for an extended period.”

That’s good news for general contractors, said Craig Sweitzer, president of Craig Sweitzer & Co., a construction firm in Monson with seven employees.

“It’s absolutely huge,” said Sweitzer, who has seven gas-powered vehicles in his fleet. “We’re lucky, because we decided to upgrade and give everyone a truck last year, which we’d never done before. Add in insurance and taxes and fuel, and it was a huge windfall to have gas prices go down. We drive big trucks that consume a lot of fuel; it’s a very big part of our expenses.”

He noted that some contruction-related industries — like road pavers, which use oil in their asphalt products — have clauses built into their contracts that protect against sudden increases in fuel prices, “but we’re the little guys, and people don’t typically do that with us. The airlines, for instance, pre-buy on their contracts, but we’re completely prey to the market.”

Moving On Down

The drop in energy prices is equally welcome at other businesses that use a lot of gas, like commercial movers.

“In our case, there are two parts to our company,” said Rod Sitterly, president of Sitterly Moving & Storage in Springfield. “One would be local household and commercial moving. Gas prices have very little effect there because everything is local; the truck sits there for five hours, then goes two miles to its destination. So, for the local household and local commercial jobs, there’s very little effect. Some moving companies were charging a fuel surcharge for those moves, but we never did.

“The long-distance moves, that’s a totally different story,” he continued. “Obviously, fuel is a bigger segment of the cost. The major movers, the major van lines — we’re with Atlas, for example — for the moment, they have an 8% fuel surcharge that has been as high as 14%, so there has been a significant decline in that.”

He noted that this environment stems from the days when industry rates were regulated by the Interstate Commerce Commission, and companies were allowed to tag on fuel surcharges to reflect rising gas prices.

“Since deregulation, you can charge whatever you want, and over time, a lot of charges have gone away — but the fuel surcharge never did,” Sitterly said. “For long-distance moving, obviously it has a big effect. Even people moving themselves to Florida or someplace long-distances often don’t consider how much they’ll pay to get to their new location.”

Big Y, with more than 50 stores across the region, saw its fuel surcharges on produce trucked from California and other distant locales increase by $1 million in just six months in 2008, when oil prices shot up. While those fees are not an issue right now, D’Amour said, the company is not yet benefiting in other ways one might expect now that energy prices have fallen.

“In terms of our utilities, a lot of utility rates get locked in, so they’re not fluctuating,” she said, adding that the chain has also seen little decrease in production costs — say, for canned goods — passed down to retailers. “We’re not seeing reductions, but there’s a huge lag time.”

As for how less-expensive gas might change customer spending habits, she reiterated that Big Y, like other businesses, are still waiting for positive signs.

“There were lots of lessons learned from 2008 in terms of how people buy — whether they might splurge here or there [with extra cash] or pay off another credit card. Right now, it’s hard to tell.”

For others, like Sweitzer, the benefits are clear and immediate — and come with a political upside.

“Now that America is one of the largest oil producers, you feel good buying gas; it’s a win-win economically and culturally,” he told BusinessWest. “Everyone feels it. I’m sure a lot of people had a better Christmas because of the extra money in their pockets.”

Joseph Bednar can be reached at [email protected]

Success Stories

By BusinessWest Staff January 27, 2015

Eastworks Sets the Standard for Repositioning of Old Mill Properties

By KEVIN FLANDERS
It never takes guests very long after passing through Eastworks’s front doors to realize the building hosts an unusually eclectic lineup of tenants — even for a mixed-use facility.

Turn right at the first corridor and you’ll discover a Registry of Motor Vehicles branch. A climb up the stairs to the second floor will position you in the midst of a community of artists and photographers. One floor higher, an array of nonprofit organizations has formed a close-knit micro-community dedicated to improving and enriching lives. And spread out along the first floor are businesses ranging in specialty from fitness to hair care.

It wasn’t always this way.

Nestled on the banks of Lower Mill Pond, the 500,000-square-foot Eastworks building, a converted mill, was once known as West Boylston Textile Company and later served as the headquarters building for Stanhome. But times have changed and so, too, have buildings throughout New England that once brought thousands of jobs during the height of mill and factory operation. In a wave of repurposing projects that marked the early 2000s, many of these buildings have found new life as mixed-use facilities.

And in Western Mass., Eastworks has led the way.

Eastworks’ tenants — from residents of fifth floor loft apartments to artists and artisans creating their latest works — understand that the momentum of one individual is far inferior to the power of teamwork. By working together to organize events and promote each other’s businesses and organizations, the Eastworks community has taken the craft of collaboration to the next level.

Kim Carlino, Eastworks’ marketing and outreach coordinator, said solidarity within the building is one of the major reasons for the success of its tenants. Business owners are focused each day on their own ventures, she said, but also on helping those around them do well.

After all, a flourishing business next door often means more customers dropping in.

“We have a lot of active tenants who want to get involved in different events and support each other,” Carlino said. “Whenever we get those kinds of interactions and guests are coming into the building for events, the tenants feel good about what’s going on. It’s important that they all have a sense that they’re a part of something.”

Eastworks owner Will Bundy stands in one of the few undeveloped spaces within Eastworks.

When Eastworks owner Will Bundy bought the property in 1997, he envisioned a dynamic in which tenants, simply by coming to work every day, could benefit from the building’s evolving diversity. And this vision has become reality.

Indeed, the accessibility of shops, restaurants, offices, and open spaces has facilitated a symbiotic environment, with customers for one business or organization frequently shopping elsewhere in the building once their initial plans are complete.

Sometimes this is the result of word of mouth. On other occasions, it’s due to the many events held each week at the building and an increased emphasis Eastworks’ leaders have placed on marketing.

“We’ve been very successful here; the clientele is loyal, and the building has a lot of foot traffic that really helps,” said Erin Killian, a hair stylist at The Lift Salon, one of many first-floor businesses.

A primary reason for the successes at The Lift Salon and other businesses is the bond that has been strengthened between Eastworks and area communities. Carlino, following her hiring in 2014, made significant progress in improving Eastworks’s already solid relationship with Easthampton and surrounding towns. By organizing a unique mix of promotional events and inviting more people into the building, she has allowed tenants to maximize their exposure.

“One of the biggest things we have to offer here is space, and we try to use that space for as many community events as possible,” added Carlino, who also writes a newsletter that helps bring tenants’ accomplishments and services to the forefront. “It’s very powerful to be able to get people to see and feel everything that’s happening. We want to show them what’s going on, not tell them.”

Eastworks recently hosted a well-attended open studio event that featured the work of its artists, in addition to promoting nonprofit organizations and businesses in the building. The staff has also scheduled panel discussions, performances, and a variety of entertainment options that bring tenants and guests together. The weekly Seth Show, for example — featuring comedian Seth Lepore — has quickly escalated in popularity.

“We’ve had some really interesting events happening throughout the building,” said Bundy, who has been impressed by the quantity and quality of recent programs. “The community aspect has really taken off since Kim came on board. When you dedicate space to events, people want to get involved.”

Building Momentum

When a residential or commercial space becomes vacant in the Eastworks building, it doesn’t remain that way for very long.

With more than 100 business and nonprofit tenants currently calling the old mill home, spots in Eastworks’s lineup are in high demand. Even during the stagnating economy of the Great Recession, new tenants were still coming in between 2007-09.

Bundy said the building’s reputation for accommodating a vibrant, inclusive mixed-use community has served it well over the years, especially during economically challenging times. While many similar operations were losing tenants by late 2008, Eastworks operators saw their framework reaffirmed, a community-based model that has proven sustainable.

“During the recession, very few people were looking for spaces, but the people who came didn’t want to be anywhere but here,” Bundy recalled. “That was a huge indicator that we’d established a brand that is viable.”

Carlino added that the consistency of the Eastworks culture has helped attract many tenants, especially those looking to join the ranks of the arts and nonprofit communities. Unlike some mixed-use facilities, where tenants rarely interact and collaborate, Eastworks has become known for fostering a high level of engagement.

“We have a very established presence and reputation. When people come here, they know what to expect,” said Carlino, who likened every tenant to an individual piece of the building that, when put together as a whole system, makes Eastworks an exciting place to live and work.

So what’s it like to make a living at Eastworks? If you were to ask 20 tenants to name their favorite aspect of the experience, you probably wouldn’t get many repeat responses.

At top, major upgrades and renovations have taken place on every floor at Eastworks. Above, hairdressers are busy at the Lift Salon.

For Andre Boulay, who co-owns YoYo Expert with his wife Devon on the second floor, event space is one of the best benefits for his business, enabling him to put on several yo-yo contests and connect face-to-face with customers. As a retailer of high-end and professional yo-yos, it’s important for Boulay to have space for his business and also events that demonstrate the products.

Boulay has also taken advantage of opportunities to schedule events that overlap with those of Eastworks’ artists. On such days, the increased volume of guests positively impacts everyone involved.

“We’ve coordinated and run our contests in conjunction with those events a few times to help bring in some extra people,” said Boulay, whose business moved to Eastworks from its previous Amherst office in 2013. “There are lots of opportunities like that to work collectively, and that is definitely an appealing aspect to the Eastworks model. Being in a building with so many creative professionals means constant inspiration around every corner.”

Meanwhile, thanks to Eastworks, Heather Beck doesn’t have to worry about a long commute to her second job. In fact, the only thing separating her two vocations is a staircase.

When Beck isn’t in the basement making custom jewelry for her clients of Heather Beck Designs, the business owner enjoys a nice change of pace by spending a few days each week bartending at the Hideaway Lounge upstairs.

“It’s a great community of people from all different backgrounds who seem to end up together in this one vast space,” Beck said of Eastworks. “There are many entrepreneurs who are inspiring to me who have space right down the hall from my studio.”

“From the Seth Show,” Beck added, “to dance competitions, yo-yo meet ups, Nerd Nite, local artists’ installations, and showcasing work in the Holiday Pop-up Shop, there’s no shortage of events to attend and feel like you belong.”

As an artist and an entrepreneur, Beck and others agree that Eastworks provides the best of both worlds. From offering feedback or simply friendship, tenants are always supporting each other and pushing their neighbors to keep chasing their dreams.

Many artists at Eastworks also have a passion for sharing and teaching their crafts. In addition to making jewelry, Beck also conducts workshops out of her studio, where she uses the space in a variety of creative ways.

“Having an artist space here is magical,” Beck said. “It has really propelled my business as a jeweler and teacher forward, and I’m always meeting new artists and like-minded people through the connections made here at Eastworks.”

Though Eastworks is known for its team-centered community of tenants and the events that interconnect them, its smaller perks are equally as meaningful for many individuals. Ted Barber, the co-founder of Prosperity Candle, enjoys the ability to bring his dog to work each day — something many members of the Eastworks family are known for, even Bundy, whose four-legged friend often accompanies him from floor to floor.

“I love being in this building,” Barber said. “It has the perfect balance of everything, from full loading dock services to a great restaurant and bar, plus community events every week. And we’re on the south side, so we get spectacular views all year long.”

What’s Next?

Change, it seems, is a relative constant at the former mill, just as the colors of its mountainous vista are always changing by the season. But this time Eastworks’ neighbors are getting in on the changes as well — a collection of buildings that, along with Eastworks, once comprised the thriving Easthampton mill network.

The owners of five surrounding mills recently joined Bundy in a comprehensive renovation project that will increase accessibility and parking for all guests. The back sides of the mills, Bundy said, are in the process of being revamped, in addition to the creation of new parking spaces and paths that will allow for easier travel between buildings.

The project is expected to be finished by the fall of 2016, and, once complete, guests will be able to park and navigate by foot with greater efficiency and safety. Additionally, the project will allow for the nearby bicycle path to be lighted from Ferry Street to Union Street.

“There will be better cohesiveness between all of the mills when this is finished,” explained Bundy, who described the project as helping to give the buildings an enhanced neighborhood feel. “They’ll be far more attractive and easier to access for guests.”

Bundy was impressed by the level of teamwork shown from the mill owners as they progressed through the project. From the selection and hiring of a civil engineer to the grant application process, owners have collaborated to ensure a safer and more convenient experience for their customers.

“We have had a great relationship throughout the project,” Bundy said. “A number of people came together to make this happen.”

The other mills involved in the project are The Paragon, Sulco, Three Kingdoms, Mill180, and The Brickyard.

At Eastworks, meanwhile, plans are also in place to continue improving the building’s interior. There is currently about 20,000 square feet of available space in the building, Bundy said, and the management team intends to use every last inch for a viable purpose. At least some of that space might eventually house future tenants, while the remaining space could be used for additional community events.

“The spaces are very affordable, and our building is run in a thoughtful manner. Management is always on site,” Bundy said.

Regardless of how the space is used, there is no doubt that, once developed, it won’t be vacant for long.

Fund-raiser with Munich Haus Chef to Benefit Gray House

By BusinessWest Staff January 15, 2015

SPRINGFIELD — On Monday, Jan. 26, Chef Hubert Gottschlicht of the Munich Haus will conduct a cooking class and demonstration to benefit the Gray House. The event will take place at the Munich Haus from 6 to 8 p.m. Tickets cost $50 and can be purchased through PayPal at bit.ly/1AciOLh. Tickets must be purchased in advance, as seats are limited.

  “This is a great way to enjoy a night out with friends and eat some fabulous food, all while benefiting a good cause,” said Dena Calvanese, executive director of the Gray House. “We’re planning on holding these events on a monthly basis, if possible, with different area restaurants. We held our first chef fund-raiser in November with Samuel’s Sports Bar at the Hall of Fame, which was a success and sold out quickly.”

Participants can watch the master chef prepare several German delicacies and join in or sit back and enjoy the presentation. A light buffet will be provided in addition to a cash bar.

 The Gray House is a small, neighborhood human-service agency located at 22 Sheldon St. in the North End of Springfield. The Gray House mission is to help its neighbors facing hardships to meet their immediate and transitional needs by providing food, clothing, and educational services in a safe, positive environment.  For more information about the chef fund-raiser, visit www.facebook.com/thegrayhouseinc or call Calvanese at (413) 734-6696, ext. 100.

Body of Work

By BusinessWest Staff January 13, 2015

Tattoo Shops Thrive as Industry Gains Acceptance

Tattoo Afterlife co-owners
Timmy Barnes and Matt Olivieri

When Timmy Barnes was busy drawing on his friends in high school, he never considered making a career out of tattoos.

But it wasn’t long before he was making a more permanent impression, tattooing customers out of his basement. Licensed in Massachusetts since 2005, he’s now known widely — internationally, actually — as Timmy B, and co-owns Tattoo Afterlife in Northampton.

“Most people get tattooed for the same reason they buy a certain type of clothing or get plastic surgery: it’s an expression of themselves,” he told BusinessWest. “When you see a tattoo, you instantly know a little more about that person without them having to say anything.”

At the custom shop he opened with business partner Matt Olivieri, customers don’t pick images from a book; the artists who work there, in a converted auto garage on Pleasant Street, are aiming for something more unique.

“You come in and tell us what you like, things about your life that you want to showcase, and we will make you something we feel best represents you,” Barnes said. “This is a shop that people seek out, rather than walk in and wing it.

“A lot of people can mimic what we do, but it’s not the same,” he added. “It’s like a pair of shoes you really like — you’re not going to pay for a knockoff; you’ll pay for the version you really want. There is a difference.”

Olivieri, who also owns a line of organic skin-care products (more on that later), isn’t a tattoo artist himself, but has long loved the craft.

“I’m somebody who gets tattooed because I like the art. Some of mine have personal meaning, but I’d say 80% don’t. I like to get tattooed by friends, people I trust, and I let them run with the art. Then again, some people only want something on their body that has meaning. It’s really all about you and how you want to express yourself.”

Scot Padgett, the resident artist at Living Art Studio on Main Street in Northampton, has been practicing body art for decades, and has seen attitudes toward tattoos shift dramatically over the years.

Scot Padgett, whose work is seen here, says custom tattoos have become increasingly popular as clients have become more savvy.

“Make no mistake, there was a lack of social acceptance years ago,” he said. “Today, if you walk down the street here, it’s not unusual to find arm sleeves and body pieces and even people with work on their faces, which a lot of us in the businesses don’t necessarily agree with. There is a level of social acceptance now. For that reason alone, there’s a whole additional clientele who, maybe 20, 25, 30 years ago, wouldn’t have even considered it.

“We used to deal with the 18-to-25, male demographic,” he continued. “Today, the median age is around 40, and 70% female. Before, people were covering stuff up so they wouldn’t give their mother a heart attack; now they’re coming in with mom — or grandma. I definitely think there’s been a lessening of the social stigma.”

Mary Bowen, shop manager of Off the Map Tattoo in Easthampton, sees the same, ever-widening range of customers.

“We have lots of 18-year-olds getting their first tattoos, and 75-year-olds getting their first tattoos … someone working on a full body suit to someone pretty committed to getting just one,” she said.

Bowen recalled a three-generation appointment, where a woman came in with her mother and her 89-year-old grandmother for matching tattoos. “When we say you’re never too old, we mean it literally.”

Padgett welcomes the new openness to tattoos, which first became legal in Massachusetts in 2001. “People ask how long I’ve been doing this, and I say, ‘since before it was cool,’” he said. “When I got into this, you were just as likely to be ostracized by your own family members than by the community at large.”

Moving the Needle

Padgett tattooed in Connecticut for more than a decade before the Bay State came calling in 2001, and he worked with Northampton’s Board of Health on the language regulating tattoo shops, which vary from community to community.

“Unlike many states, there’s no statewide regulation,” he said. “I think there should be a federal mandate that, if it’s legal in one state, it should be nationwide. Not only is that not the case, but our state has put the onus on individual municipalities.”

Like Barnes, he emphasizes custom tattoos, a philosophy that has gained a significant foothold in the industry.

“In the old days, you’d have what was known in the vernacular as ‘flash’ on the walls,” he said, referring to stock art that tattooers would reproduce on clients. “There would be commercially available flash that people would buy and sell and circulate around the industry. When you’d go into a shop, you’d see the same designs hanging on the wall, and typically people would come in and choose from the commercially available product. It was not unusual to see the same eagle or sailing ship on other people — hundreds of people.”

Not only are custom tattoos more gratifying for him, they also allow the customer to fully embrace the experience, which results in fewer regrets.

“You’re less likely to make an error in judgment if you take the time to think about it, make an appointment, show up for the appointment, talk about it, as opposed to walking in off the street on a whim and pointing to a piece of art,” Padgett said, noting that he emphasizes the education and information aspect of his trade. “I’d rather you call me Tuesday and say, ‘I’m not sure about Wednesday’s appointment’ than call me Thursday and say, ‘I’m not sure about Wednesday’s appointment.’”

After all, he added, “it’s not like getting a bad haircut.”

Padgett, a widely recognized artist, recently tattooed a customer from Iceland, and attracts repeat business from far-flung tattoo enthusiasts. “I have clients from all over the place. That’s not a ‘hooray for me’ thing; it’s just that people have a comfort level for certain people. We try to provide an experience. I think that’s what brings a lot of people back.”

Tattoo Afterlife is a much newer presence in Northampton, having opened just five months ago.

“Business has grown every single month,” Olivieri said, adding that the shop will soon offer the services of six artists. The other side of the business is Tranquillity Massage, with two full-time massage therapists offering five types of massage, for customers who want to relax before getting inked. “We try to take care of our clients, make it a whole experience for them. We want them to feel as comfortable as possible while they’re here.”

Tattoo Afterlife has also made connections with local businesses — a hotel, restaurants, a neighboring bar — to offer discounts to customers, especially those traveling to Northampton from far away. And many do — the weekend before speaking with BusinessWest, Barnes tattooed clients from New Jersey and Australia, who had come specifically to seek him out.

“It’s a huge thing, with people from all over the world seeking out their favorite artists and turning appointments into vacations,” Olivieri said. “At the end of the day, it’s permanent, so if you’re going to fly across the world, you might as well check out the scenery and what’s going on locally. We try to be a part of that whole process when people come to town. We want to bring something to the table.

“At the end of the day, this is a service industry,” he added. “We’re all about customer service.”

Global Outlook

Gabriel Ripley, who opened Off the Map nine years ago and has since expanded it to shops in Oregon and Italy, got into the field via a different type of customer service: by using his computer-programming expertise to launch tattoonow.com, which develops and designs websites for tattoo artists. From there, he branched out by opening a tattoo shop, which features seven artists in Easthampton alone.

Mary Bowen says today’s tattoo enthusiasts often seek out favorite artists, and appreciate the fact that Off the Map brings in guest artists regularly.

“We’ll also bring in guest artists regularly — from all over the country and overseas as well,” Bowen said. “It’s great for the tattoo artists here because everyone can continue to learn from each other, and it’s great for the clients, who get access to these artists close to home. As custom tattooing is becoming more popular, people are becoming collectors of tattoo artists. The old-school way was to buy from the same person forever; now people seek out a specific style for each tattoo.”

She said the people have myriad rationales for wanting body art. “Oftentimes it’s a celebration, or people get a memorial tattoo to deal with life changes, whether it’s dealing with grief or getting a new job or getting divorced. Everyone has their own personal catalyst.”

Olivieri tells a similar story. “The other day, we had a guy who fought in Vietnam, 60 years old, who had never gotten a tattoo but was intrigued by it. Timmy has tattooed rock stars, medical doctors, and kids who turned 18 and just wanted a tattoo. It used to be that, if your were tattooed, you were looked at as a certain genre of human being, but that has now vanished. It’s now mainstream and socially acceptable to get tattoos, so all those people who were on the fence all those years are making appointments. They know they won’t be frowned upon or looked at differently.”

Bowen agrees. “They might have been thinking about this for years, if not decades. But reality shows have brought tattooing to the forefront, and it’s become more socially acceptable; at this point, it’s almost more unusual to meet someone who doesn’t have a tattoo.”

Still, she added, it’s a decision that shouldn’t be rushed. “It’s important for people to look at websites, do some research, check out the quality of the work, call the studio or stop in. I’ve gotten comments here like, ‘you’re nicer than I expected; you’re not scary at all!’ There’s this old-school perception of bikers in leather and jeans, smoking cigarettes and doing tattoos.”

Though the reality, in most cases, is far more pleasant — and sanitary — “the anxieties about getting a foot in the door are pretty significant for people,” she continued. “It’s a lifelong choice, so we don’t want them to feel pressured.”

That said, “we’re definitely growing. We’ve officially maxed out our space. Most of our artists are booked out weeks, if not months, ahead of time. A lot of times, it’s the guest artists who take walk-ins. We have a large clientele and huge support in the Valley,” Bowen said, citing several best-of citations in Valley Advocate reader polls. “It’s wonderful to hear that positive reinforcement. And we’re certainly not slowing down.”

Piece in the Valley

Olivieri and Barnes opened their first venture on Long Island, but weren’t happy with the lifestyle there, so they opened Tattoo Afterlife in Northampton, not far from Barnes’ hometown of Belchertown, and put the custom nature of the shop’s art front and center.

“You can’t come in here with a photocopy and say, ‘put it on my body,’” Olivieri said. “Every single person here is an artist. Tattooers understand the trade and can take anything and put it on your body, but here, everyone has an art background; they strive to give you something 100% original and custom, one of a kind. They’re trying to create art every single day.”

Olivieri focuses most of his energies on running the business end of the shop and selling products, particularly Redemption Aftercare, an organic, vegan, petroleum-free balm designed to be applied during and after a tattoo. A New Yorker named Bili Vegas created the formula, and he and Olivieri own and market the product. He also sells tattoo and skin-care products from other companies, including Eternal Ink and Stencil Stuff.

Redemption Aftercare, Olivieri said, “is the only balm in the world that’s USDA-certified organic and contains no chemicals and no petroleum — both things that stop the healing process. There’s a huge niche for us, as people are starting to become more aware of what they’re putting in their bodies.”

That’s particularly true in progressive Northampton. “It’s a very liberal town, and it’s open to new ideas,” he said. “And, frankly, there are five colleges with 65,000 students within a 15- to 20-mile radius. With tattooing becoming more popular, kids want to get tattooed, and lot of kids here are well-off. It’s a very good market for what we do.”

Northampton, Barnes added, “has everything you want from a big city, but mom-and-pop versions of it. All the businesses know each other, and all the employees downtown know each other. It’s an easy place to market and cross-promote. Everyone is on each other’s team.”

In that spirit, Barnes wants Tattoo Afterlife to become known for more than body art, as he and Olivieri plan a series of community events and fund-raisers to boost the profile of their craft.

“Tattooing has always had this stigma, but it’s getting harder to stereotype us,” Barnes said. “How can you call us a bunch of gnarly drug addicts and bikers when we’re raising money for children’s charities? I want to take this thing to the next level, to push the boundaries. We’ll always do tattoos, but what else can we do?”

Cost and Effect

Bowen admits that tattoos can be a significant financial investment, but added that enthusiasts are willing to pay the artists they admire. “You have to keep your budget in mind, of course. But the choice shouldn’t be made solely on price; if someone is very inexpensive, there’s probably a good reason why.”

The other big anxiety, beyond price and permanence, is pain.

“Lots of people get nervous about the pain; it’s not a pain-free process,” Bowen said. “A lot of times, people have nerves, but in the end, it’s not nearly as bad as they thought it would be. The mental is often far more significant than the physical pain of it.”

Usually, a glass of water or coffee is enough to calm a new customer’s nerves, Olivieri said, but for others, “we have a good rapport with the bar across the street. If they need a couple of hours to think about it, they can go there and have a drink. There’s no pressure here. Our job is to make the client feel as comfortable as possible.”

That said, “people are more excited than nervous,” he noted. “Timmy has a six-month waiting list, and some customers have been waiting years to see him, so when they get here, it’s like Christmas morning. They say, ‘you don’t know how long I’ve waited,’ and we say, ‘no, we get it.’”

Bowen likes to quote Ripley, her shop’s owner, in explaining that kind of excitement.

“One of the phrases Gabe uses is ‘making the world better, one tattoo at a time.’ We hope, by creating art, we’re positively impacting people’s lives — helping them move their lives in a more positive direction.”

Making art, in other words, that’s much more than skin deep.

Joseph Bednar can be reached at [email protected]

Community Spotlight: Enfield, Conn.

By BusinessWest Staff December 30, 2014

In Enfield, Growth Efforts Focus on Thompsonville

Peter Bryanton says Thompsonville was a thriving center in its heyday, but may be on its way back.

Enfield town officials have had a revitalization plan for the village of Thompsonville for more than two decades now. It was created in 1992 after the former Bigelow-Sanford Carpet Co. was transformed into a 470-unit apartment complex.

Community Development Division Director Peter Bryanton said that Thompsonville was a thriving center in its heyday, with stores, eateries, and businesses that benefitted from the people who lived in the neighborhood and worked in the Bigelow factory. But after the mill closed in 1971, the area began to languish, and many neighborhood businesses closed their doors.

However, when construction on Bigelow Commons began, small businesses began to open again. “Town officials thought Bigelow Commons was a new starting point and formed a committee to work toward revitalizing the village. The Thompsonville Revitalization Strategy Plan was created as a result of their effort, and although it was a good plan, it was never implemented due to a lack of funding and resources,” Bryanton told BusinessWest, adding that updates were made in 2010.

But over the past year, a great deal of progress has occurred, and what was once a dream is fast becoming a reality. In fact, the town held a recent breakfast for commercial real-estate investors, developers, consultants, and other interested parties, which was attended by more than 100 people. The goal was to let them know about projects and new initiatives that have drawn residents and tourists into Thompsonville, and why it is has become a desirable investment.

“We told people what we’ve done and where we are headed, and we also created a book for them that shows every piece of property available in Enfield,” said Courtney Hendricson, assistant town manager of Development Services, adding that the impetus behind the recent initiatives was the announcement that a commuter rail line linking New Haven, Hartford, and Springfield will begin operating in 2016.

“Our plan revolves around building a new, multi-modal transit center that will include commuter rail and bus service; we know that many people want to live near these stations,” she said. “Rail service will make it easy to get to different places without owning a car, and surveys show that people in their 20s and 30s overwhelmingly want a walkable lifestyle. There is generally a 30% increase in property values within a half-mile of a transit station.”

Bryanton agreed. “Revitalization is finally happening; five years ago it was just an idea, but now it’s a reality. Once Enfield has commuter rail service, it will become a destination for people looking for a lifestyle based around public transit — we just need to get the transit center built,” he said, adding that it will be located in the former Westfield Casket Hardware building on 33 North River St.

He added that the four-story structure, which sits on the Connecticut River, is owned by Enfield Community Development Corp. and is in good shape.

“The ground floor will be used as the entranceway to get upstairs to the second floor, where the rail platform will be located. The third and fourth floors will be turned into loft apartments,” Bryanton said, adding that a portion of space on the first and second floors will also be designated for mixed use, which will allow people to shop, eat, and do business at the station.

However, land is needed to build a parking lot and a bus turnaround, and the town has been negotiating with Northeast Utilities about a plot adjacent to the building that was once home to a power plant. It is contaminated, so the negotiations are focused on who will pay for the cleanup, which will likely be a joint effort financed with brownfield grant money and funds from NU.

“In addition to the parking lot and bus turnaround, we also plan to build a new riverfront park on the property,” Bryanton said.

Town officials are lobbying the state and federal government to get funding to build the transit platform. “State officials told us they will build it after the rail service begins, but that means it would not stop in Enfield when it starts up, which is key to our development focus,” Hendricson said.

However, work is progressing, and Connecticut recently launched the Hartford Line. The commuter rail service will use Amtrak’s New Haven–Springfield Line and supplement existing intercity rail services between the two cities. The project is a joint venture between Connecticut and Massachusetts, with support from the federal government.

Once the line is operational and the transit platform has been built, Enfield officials say, they plan to focus their efforts on promoting public transportation, which will help spur private investment in the village.

Multi-faceted Approach

Hendricson said the town’s economic-development efforts rest on five pillars.

The first is an initiative called Riverfront Recapture, which involves capitalizing on access to the Connecticut River. “It’s our greatest natural resource and borders many of our neighborhoods as well as downtown Thompsonville, so we feel it has a lot of potential,” she explained, adding that the town plans to build a hiking and bicycling trail along the river, extending from Fresh Water Pond to the business corridor and down to the river. It is currently in the design stage.

The second and most important pillar is the revitalization plan for Thompsonville. “But we don’t want to ignore our other neighborhoods, which include Hazardville,” Hendricson said, noting that lessons learned from a successful streetscape plan implanted there, as well as from projects completed in other areas of town, will be employed in Thompsonville’s revival.

She also stressed that town officials feel it is important to celebrate the businesses that stayed open after the Bigelow carpet factory closed and have done well.

The fourth pillar is to continue to attract new businesses and retain the 3,000 companies that make Enfield their home. “They include many Fortune 100 companies,” said Hendricson. “We share the headquarters for MassMutual and are home to the headquarters for the North American and South American branches of Lego. The Hallmark Distribution Center and Advanced Auto Distribution Centers for the entire East Coast are also in Enfield, and we have many small, mom-and-pop businesses and home-based operations.”

Finally, town officials also plan to take advantage of the traffic that the MGM casino in Springfield will generate. “We believe Enfield could serve as a secondary destination because we have so many retail businesses and restaurants,” Hendricson said, discussing how the commuter rail platform in Thompsonville will play into the equation.

The revitalization of that village is being done in stages. The infrastructure around Fresh Water Pond, located in the center of the neighborhood, has been upgraded with new lighting, benches, planters, and trash receptacles. “We are also working to improve a walking path around the lake,” Hendricson said. “It is an ongoing effort.”

Engaging the interest of businesses and residents is another element in the plan. “It’s critical to make sure the neighborhood meets their needs,” she went on.

Hendricson noted that Thompsonville contains many multi-family homes, and although officials hope new residences will be built, they want to retain the character that was established when the carpet mill was thriving. “We’re not looking to change the proportion of multi-family housing. But we are looking to increase the number of housing options, so people can choose to live in a loft apartment, a multi-family residence, or a single-family home,” she told BusinessWest.

Town officials have staged new events over the past year to attract people to the center. The signature event was a Community and Farmer’s Market, staged from June through October on Wednesdays from 4 to 8 p.m. in front of Fresh Water Pond. There were 30 to 40 vendors each week, including artisans, farmers, food trucks and community groups, said Hendricson, adding that the market was a great success and went far beyond expectations.

Festivals were also held for families on Earth Day and Halloween, which generated positive feedback, while a presentation for business owners allowed officials to share their vision for the future. “We gave awards to businesses who have been in Thompsonville for years; we wanted to recognize and thank them. We plan to do this annually,” Hendricson said.

In addition, land was set aside to create a community garden. “There were 50 plots, and we asked people to pay $25 to become a member. They received soil and seeds, and they shared equipment. The town provided water, porta-potties, and security cameras, and a master gardener from the University of Connecticut gave a weekly seminar,” Hendricson said. “The garden was run by volunteers, and people are already asking if we are going to do it again next summer. We’ve been really working to engage the community.”

Another initiative, which focused on the use of alternative transportation, proved highly successful. Called the Magic Carpet Shuttle, it’s a bus service that takes people through the town with a number of dropoff spots. It connects to the Hartford Express (run by the Connecticut Department of Transportation) in the Macy’s parking lot.

“We started the shuttle to prove that residents will use other modes of transportation, but it has taken off beyond our expectations,” said Hendricson. “We expanded the route and the hours because 100 to 150 people ride on it every day.”

The success of these programs is being used to show investors that the outlook for Thompsonville is bright. “We’ve been meeting with developers in Greater Hartford and Springfield who are looking for opportunities,” she went on.

The town is also in the process of changing the zoning in the village, Bryanton added. It is mostly residential, but will soon have more areas designated for mixed-use development.

Moving Forward

Town officials believe their vision for Thompsonville will be realized over the next few years.

“We’ve done our homework and are making it into a desirable destination by bringing back its economic vitality,” Hendricson said. “There is so much potential, and I can easily picture it becoming a walkable, safe, attractive downtown for tourists and residents. I have no doubt it will happen.”

Bryanton agreed. “It’s been a long process to get where we are today, but we are finally on the doorstep,” he said. “We have a vision, and we know that, once the transit center is in place, people will come here.”

Enfield at a glance

Year Incorporated: 1683 in Massachusetts; annexed to Connecticut in 1749
Population: 44,654 (2010)
Area: 34.2 square miles
County: Hartford
Residential Tax Rate: $29.13 (plus fire district tax)
 Commercial Tax Rate: $29.13 (plus fire district tax)
Median Household Income: $69,356
<strong>Family Household Income: $80,997
Type of government: Town Council; Town Manager
Largest Employers: MassMutual; Hallmark Cards Distribution Center; the Lego Group

* Latest information available

Landmark Decisions

By BusinessWest Staff December 30, 2014

Architecture Sections

Gillen Collaborative Architects Offers a Unique Approach

Several years ago, William Gillen changed his business model to one where architects work independently but market themselves as a team.

When William Gillen created Gillen Collaborative Architects Inc. in Amherst, he based his business model on decades of honed experience. “There is no payroll here, so there is no pressure to generate a bill. If one of us wants to spend 24 hours working with a group, we do it,” he said, noting that the two registered architects under his umbrella are self-employed and can work independently on their own projects, or collaboratively as a group, while sharing resources and information from their own areas of expertise.

The trio, which includes Gillen, Carol Vincze, and John Krifka, have more than 100 years of combined experience, and venture into territory that most architects don’t have the time or interest to explore.

For example, when Krifka began working on a contract to renovate the Berkshire Family and Probate Court in Pittsfield and restore its north façade, he came up with an idea to create a documentary that would benefit the public, the city, the state, and groups interested in historic restoration.

After he spoke to city officials about obtaining a grant to pay for a detailed video production of the restoration and renovation, UMass graduate student John Dickson heard about it from the Pittsfield Historical Commission and received permission to document the work as part of his thesis. In addition to a written document, he created a seven-minute video with Pittsfield Community Television titled “Conserving the Old Berkshire Athenaeum,” which can be seen on YouTube.

Since the work on the courthouse is not yet complete, he is also working on another version, which he expects will be at least an hour in length. The finished product will be shown on public-access TV and will serve as a tribute to the artisans who created the 1876 building as well as those who painstakingly matched intricate patterns on the crumbling stone.

“City officials feared the project would disrupt parking and traffic to and from local business, so the idea was born partially to help to help establish liaisons,” Krifka said, explaining that he met with the Town Council and businesses owners to promote the video because he believed it would generate a lot of interest. “Stone structures aren’t built anymore, and I knew this was something that wouldn’t happen in Pittsfield again, so I really wanted it to succeed.”

A photograph was taken of every stone that was removed from the building, and Dickson interviewed a number of artisans about their restoration techniques, including a stained-glass specialist who described the process of reconditioning and replacing missing glass from original windows.

“People will learn many interesting things from the video, such as the fact that you can take a damaged stone with a decorative pattern and build up the missing part with modern materials,” Krifka said, adding that Dickson shared his work with the Western Mass. Historical Commission Coalition at its meeting in July.

“Bill, Carol, and I like to generate ideas,” he added. “But if we were just employees, it wouldn’t be in our interest to do things like this.”

Carol Vincze (right, with John Krifka) says the freedom she has at Gillen Collaborative Architects serves her well in her work.

Vincze agreed and said sharing space with co-workers is a growing trend that allows people to socialize while working independently or in collaboration with each other.

She explained that the freedom she has at Gillen Collaborative Architects served her well when she redesigned the Amherst Survival Center. It serves more than 4,400 needy individuals each year, and Vincze was determined to see firsthand how it used its existing space before she began forming ideas for a design.

“I visited the center at least six times and ate lunch there. I also watched people come and go, and interviewed members of the staff who told me it was important to build a feeling of community,” Vincze said. “They thought they needed six rooms for activities, but it quickly became clear which areas could be combined.”

As a result, she was able to create a workable design, assist with the client’s fund-raising efforts, oversee the bidding and construction administration, and do everything else required to finish the project on time and on budget.

Business Changes

Gillen, who farms 20 acres and owns several real-estate firms in addition to his architectural company, changed his business name several times and had a number of partners in the course of more than five decades of work.

In 1969, the Boston architectural firm that employed him asked him to move to Amherst to take over a satellite office, and all went well until the recession of 1975.

“A moratorium was placed on most state projects, and it knocked the wind out of our sails,” he recalled. “There was not enough work for the architectural firm to keep its Amherst office, so they allowed me to take it over.”

He named his new business William Gillen Architects, finished the projects started by his previous employer, and began paying the employees’ salaries.

A short time later, he formed a partnership with architects John Kuhn, Christopher Riddle, and Dennis Gray, and the business was renamed Gillen, Kuhn, Riddle and Gray Inc.

The firm grew quickly, and although Kuhn and Riddle left in 1988, Gillen and Gray stayed together and kept 10 of 30 employees. In the early ’90s, they were joined by former classmate Kevin Omarah, and the firm’s name changed to Gillen, Gray and Omarah Architects Inc.

“But Omarah died, and Gray moved to Salem, and I became Gillen Architects again; by that time, I knew I needed to be more than a one-man band to do sizeable projects,” Gillen said, explaining that it is risky for a client to do a project with only one architect.

In the late ’90s, Kathleen Ford joined him from New York City, and Ford Gillen Architects was born. The duo worked together for a decade, but after she left and Gillen found himself on his own again, he began collaborating with Vincze because he needed help to complete some large state projects.

“Several years ago, I changed my business name and model again to better reflect what I was doing and market more effectively,” Gillen said, adding that he formed a collaborative because he wanted to eliminate the stress of constantly having to meet payroll. “I created a model where we are all independent, but can also work together and market ourselves as a group.”

However, each of the architects has their own niche.

Gillen specializes in historic preservation and unpretentious architecture that is harmonious with a neighborhood. Meanwhile, Vincze is LEED-certified, and Krifka has done a number of institutional and commercial projects for nonprofit organizations.

Gillen provides space inside a building he owns on Main Street as well as a full-time receptionist who acts as an administrative manager and does all of the paperwork.

“We share resources and networking, but since each architect has their own business, there is no set time for any of us to arrive or leave. But we’ve been very fortunate; architecture is very competitive, and we’ve been awarded several half-million-dollar contracts,” he told BusinessWest, outlining projects that include renovations and updates to buildings at UMass Amherst and county courthouses.

A year ago, the trio was hired to create a master plan for St. John’s Episcopal Church in Northampton, which is located in the Elm Street Historic District.

“We marketed ourselves as a group, but Carol is the project manager,” Gillen said, noting that the renovation plan is in the design stage and includes adding an elevator, a social hall, and office space.

Vincze spent untold hours at the church, helping members of the building committee generate ideas.

“We work really well with committees made up of lay people. In fact, we spend more time figuring out what people need and how much it will cost than any architectural firm I have ever worked for,” she said, adding that she is also involved with a design for a new, large mixed-use building in South Amherst that is under construction.

Gillen’s project history is storied and includes the conversion of the former Northampton railroad station in 1980 into restaurants, as well as the 2002 design of the Strong Avenue shops and condominiums in Northampton, which won accolades from the city. Meanwhile, Krifla’s previous employment included stints with three architectural firms in New York.

Their combined experience has served them well. In fact, over the past three years, the trio has undertaken at least 100 projects.

“Many of them were small, but they were punctuated by the $3.5 million Pittsfield District Courthouse renovation and restoration and a $2.5 million upgrade to the Gardner District Courthouse,” Gillen said. “We also just completed the preliminary work to put a new boiler room in the Pittsfield Superior Courthouse, which will provide heat for the entire district.”

He added that he and designer Lisa Lindgren, who has also begun working collaboratively with him, are creating plans for a house in Hadley.

Attention to Detail

Vincze said one thing that sets Gillen Collaborative Architects apart from other firms is that the architects see their projects through from start to finish.

“We maintain continuity with our clients from the time of the first interview to opening-day ribbon-cutting ceremonies and the years beyond,” she told BusinessWest.

Gillen added that the architects take pride in being accessible, even when it involves little or no notice. “Yesterday at 7:48 a.m., a masonry contractor called me and asked if I could meet him at St. John’s in 40 minutes. I wasn’t dressed, but I got there on time. Then I was told a general contractor was going to remove the staging on the courthouse in Pittsfield over the weekend and needed our architects to take a close look at it, so I volunteered to go there on Friday so the contractor could meet his schedule.

“The bottom line,” he stressed, “is that, if one person is successful, we are all successful.”

Yellow Cab Co. to Offer Free Rides Home on New Year’s Eve

By BusinessWest Staff December 24, 2014

SPRINGFIELD — The United Way of Pioneer Valley is once again teaming up with Yellow Cab Co. of Springfield, Williams Distributing, and Rock 102/Lazer 99.3 to offer the Dial-A-Ride program for Pioneer Valley residents to get a free cab ride home on New Year’s Eve.

The program begins on Dec. 31 at 8 p.m. and continues through 6 a.m. on New Year’s Day. During these hours, Yellow Cab will offer a free ride home to anyone in the service area. The Yellow Cab number is (413) 739-9999.

“Our goal each year is to help Pioneer Valley residents get home safely on New Year’s Eve,” said Andrea Gauvin, marketing and communications coordinator for the United Way of Pioneer Valley. “Operating a vehicle under the influence can change your life and the lives of the people that you love this holiday season. It’s not worth the risk. We want people to know that they have an option.”

The Dial-A-Ride program seeks to reduce the number of alcohol-related traffic accidents in the Pioneer Valley during the New Year’s holiday, encouraging residents to make the right choice and get home responsibly. According to Yellow Cab Co., the number of rides given fluctuates from year to year.

“We do it to give back to the community,” said Kamyar Rahmani-Kia, operations manager at Yellow Cab. “Some years are busier than others, but if we give just one ride home, it’s worth it.”

For the past 34 years, the United Way has partnered with Pioneer Valley businesses to coordinate the program. Besides Yellow Cab, Rock 102 helps with publicity, and Williams Distributing distributes promotional materials to its customers. Hundreds of local restaurants, bars, and package stores will place publicity posters in their establishments. 

Community Spotlight: Deerfield

By BusinessWest Staff December 16, 2014

Efforts to Revitalize Deerfield Gain Momentum

From left, Kayce Warren, Carolyn Shores Ness, and Paul Olszewski are working to revitalize Deerfield’s Center Village District.

The Yankee Candle Flagship Store is one of the most popular attractions in New England and draws tens of thousands of people to Deerfield each year. But although the complex is only about a quarter-mile from the village center, most visitors fail to go the distance and discover what the downtown area has to offer.

“In the past, our downtown businesses have missed out on the opportunity to benefit from the potential associated with Yankee Candle,” said Deerfield interim Town Administrator Kayce Warren. “So we’re working to make the center into a place that people will want to visit — a place where they can shop, eat in our restaurants, buy produce from local farm stands, and just enjoy.”

The idea is not new, and town officials and community-based groups began focusing on sustaining the economic viability of the town decades ago.

But last March, a study called the South Deerfield Complete Streets and Livability Plan was completed, outlining a revitalization plan for the future. The 116-page document is part of the Franklin Council Regional Government’s Plan for Sustainable Development and contains measures that will bring South Deerfield into the 21st century and transform its downtown into a thriving, walkable destination. It encompasses economic development, land use, and transportation, and details topics ranging from driving routes and parking to bike paths, new sidewalks, and an enhanced streetscape design.

However, the plan is married to two other initiatives. The first involves a joint effort between the Planning Board and the Deerfield Economic Development Industrial Corp. (DEDIC), which owns and manages Deerfield Industrial Park. The board requested help from DEDIC several months ago to change the zoning within the park to allow for commercial development, because it is currently zoned strictly for industrial use. It’s considered a critical component in helping Deerfield move forward, since manufacturing has declined and DEDIC has had to turn away interested commercial developers and businesses in recent years.

“The industrial park is only about a mile from downtown, and if more businesses move here and the streetscape plan is implemented, it would not only generate an increase in tax dollars, but would also bring more employees to town who could shop, eat, and do business in the village,” Warren said. “An influx of new businesses would support both our public and private sectors.”

The third initiative is focused on sustaining the agricultural history of the town by enacting measures to help local farms prosper, as well as preserving the farmland that plays a major role in Deerfield’s bucolic landscape and economy. Efforts have been spearheaded by the nonprofit organization Community Involved with Sustaining Agriculture, or CISA.

“We recognized in the ’70s that agriculture was an important economic generator. Our soil is in the top 5% in the world, especially along the Connecticut River, so the potential for production is huge,” said Carolyn Ness Shores, a member of the Board of Selectmen and Board of Health. “We have struggled to maintain a balance for many years, but there has been a resurgence of interest in our downtown, and the goal of the streetscape plan is to revitalize this center and connect it to Yankee Candle and our industrial park, which will make it more attractive to businesses and residents.”

Need for Change

Today, the village center contains two banks, an antique store, an art gallery, several restaurants and farm stands, a few retail shops, a gas station, some small businesses, and the offices for CISA and state Rep. Stephen Kulik.

But it has been apparent for quite some time that the formerly thriving downtown has not been headed in a sustainable direction.

“When we applied for a grant for the streetscape plan, we knew we had to figure out how to attract people and give them a reason to be downtown. I was on the Planning Board for more than 20 years, and it has been a long-term vision,” Shores Ness said, adding that it’s important to consider Deerfield’s economic history to realize the value of the three-pronged plan.

Paul Olszewski agrees. “Things started to slide in the ’70s when large companies closed or were sold,” said DEDIC’s chairman of the board, citing Deerfield Plastics and Oxford Pickle Co. as examples.

Things came to a head in that arena in 1977, when Millers Falls Tools, which is owned by Ingersoll Rand, threatened to move out of the area and take 700 to 800 jobs with it. When that occurred, a group of business people and residents in Deerfield took action, and, led by John Ciesla, DEDIC was formed as an emergency response.

“A group of folks worked night and day to build Deerfield Industrial Park along with a new building on the property, and tax incentives and other measures were used as a carrot on a stick to get Millers Falls Tools to relocate from Greenfield to the building,” Olszewski said. The plan worked, and the tool company became the anchor business in the new park, which was zoned for manufacturing and industrial development.

A few years later, the nonprofit Deerfield Land Trust was formed by a small group of concerned citizens with the goal of preserving agricultural land. It was a grassroots effort, and Shores Ness said meetings were held at her kitchen table.

“At the time, the balance between agriculture, industry, and residential was about 30/30/30. But since then, the town has struggled to maintain that balance,” she told BusinessWest. “However, we’ve managed to keep a uniform tax rate that is conservative and stable, which helps to make Deerfield attractive.”

Years ago, long before it became a household name, CISA took a proactive stance on the agricultural front and began encouraging people to “buy local” and “grow local.”

“We have fought hard to get equity in the farm bill,” Shores Ness said, adding that $32 million in federal funds is distributed in Massachusetts each year, and Deerfield gets a large proportion of the money. “But it’s a constant struggle for farmers to sustain their businesses. It would be very easy for them turn their land into building lots, but if that happens, the top 5% of the best soil in the world will be lost forever.”

Hope for the Future

Olszewski said the town’s geographic location is ideal for businesses, because it sits directly off Interstate 91, is close to the Five Colleges system and a half-hour from the Mass Turnpike, and is expected to benefit from the planned resumption of rail service via Amtrak’s Vermonter passenger train. But, despite all that, other efforts have been needed and initiated to promote economic development.

In 2009, the town purchased the former Oxford Pickle Co. property and leveled the 15-acre site. It was zoned for all types of business, and currently the town is negotiating with New England Natural Bakers, which wants to build on a portion of the property.

Warren said the hope is that other businesses will follow, because the site is adjacent to the downtown area.

Olszewski said DEDIC is also working with the Planning Board to change the zoning in the industrial park to include commercial development, and will present the plan to residents at the April 2015 town meeting.

He said two pivotal events occurred that led DEDIC to become active again, as the board hadn’t done much for years.

“Last year, Disston Tools closed their plant in the industrial park; they were the anchor tenant and were leasing the building that Millers Falls Tools had been in before them,” said Olszewski. “Then John Ciesla died. He was DEDIC’s original chairman and spearheaded the effort to purchase land in 1977 to create the industrial park.”

The terms of the board members had expired, and the selectmen made new appointments during the summer. And since Olszewski took over as chairman, he has spent a lot of time in Boston working with the Department of Housing and Urban Development, and has requested funding to pay for technical assistance to update the new zoning plan that will be presented to residents in April.

If this occurs, he said, it will open doors in the industrial park.

For example, there is a building set on five acres that could be used as an incubator for small businesses or offices. “People could be very creative with the space. But time is of the essence, as the building has been empty for several years, and we want to see something done with it while it is still in good shape and we can still market it,” Olszewski went on, adding that, if the zoning plan is approved, DEDIC could also help market the remainder of the Oxford Pickle site.

However, implementation of the streetscape plan will be required to keep the three sectors of the community balanced and interconnected, which includes filling empty storefronts as well as attracting entrepreneurs to purchase or lease land preserved for farming, which can be found within a half-mile of downtown.

“The new streetscape plan will provide connectivity, and if agriculture and economic development keep pace, it will keep the downtown viable,” Warren told BusinessWest, adding that local produce is used by the restaurants in town and sold in its farm stands.

Olszewski added that niche farming is becoming fruitful, as evidenced by the success of Berkshire Brewing Co. in South Deerfield, which has negotiated with MGM to carry its ales and lagers in the casino slated for downtown Springfield.

But in order for everything to gel, funding is needed to implement the streetscape plan. It was a complex endeavor to create it, and included incorporating suggestions from residents culled from numerous focus groups and meetings.

However, the final version contains many bullet points, which include improving the street markings and adding parking areas; making the center look more like a village through the establishment of green spaces, trees, and other beautification measures; designing bicycle lanes; establishing pedestrian plazas; introducing a farmer’s market with high-end foods and a bakery; exploring the use of the pickle factory as an incubator for UMass Amherst; and creating a new intersection and a more unified identify.

“But we need money to do all of these things, and it’s very competitive to get federal funding for streetscape projects,” Shores Ness said.

However, the selectmen voted to make obtaining federal funding for the streetscape a priority earlier this month, and the town is working with the Franklin Regional Council of Governments on that goal.

Optimistic Outlook

The potential of the combined initiatives has amped up town officials’ enthusiasm about the future.

“What’s exciting is that everyone is working together to make our center village vital again,” Shores Ness said. “It’s been a long process and a slog for a lot of people in town, but we think we have all of the pieces in place, and we are getting to the point where we can overcome the last hurdle and move into the 21st century.

“We have a vision for Deerfield, and we plan to make our downtown a walkable, sociable place where people feel safe and where businesses want to settle, due to our unique, viable mix of sectors,” she went on. “There will be connectivity between the synergy of Yankee Candle, the industrial park, and our center village district.”

And when that happens, the balance the town once knew will finally be restored.

Deerfield at a glance

Year Incorporated: 1677
Population: 5,125 (2010)
Area: square miles: 33.44 square miles
County: Franklin
Residential Tax Rate: $13.71
Commercial Tax Rate: $13.71
Median Household Income: $66,970 (2012)
Family Household Income: $86,165 (2012)
Type of government: Town Meeting; Board of Selectmen
Largest Employers: Yankee Candle Co.; Pelican Products; Deerfield Academy

* Latest information available

Community Spotlight: Palmer

By BusinessWest Staff December 2, 2014

In Palmer, Life Goes On After Failed Casino Bid

Linda Leduc and Charles Blanchard say it’s important to implement strategies to raise Palmer’s profile and reputation as a business-friendly town.

Charles Blanchard says many residents and people who drive through Palmer think, because the majority of its mills have closed, that industrial jobs no longer exist in town.

“We hear it all the time,” the town manager said, adding that this is an erroneous conclusion, and a new video, titled Industry Alive in Palmer: An Inside Look at Local Businesses, has been created to dispel that notion.

It was shown for the first time on Oct. 14 during a Town Council meeting and showcases eight of the town’s successful manufacturing companies. They range in size from large to very small, but many have been operating for generations inside former mills and locations such as the Maple Tree Industrial Center, a 48-acre site on Route 20 with access to rail that abuts the Massachusetts Turnpike.

“There are people doing things behind walls here better than anywhere else in the world; it’s just interesting that it’s happening in Palmer,” said Mark Borsari, president of Sanderson MacLeod Inc., a company featured in the video that makes twisted wire brushes.

Darcy Fortune agrees. “I’m a fifth-generation Palmer resident, and before I did the interviews for this video, I did not realize how many factories, foundries, commercial distribution facilities, and industrial parks we have here in town,” said the co-creator of the production. “Although Palmer is known as the Town of Seven Railroads, it should actually be called the Hub for Industrial Activity.

“People work hard here every day behind the scenes to produce products that are distributed all over the world,” she went on. “These establishments are participating in the American dream, and they deserve recognition, along with the smaller mom-and-pop businesses that prosper here. Palmer is an ideal place to live, work, and operate a business.”

Getting that message across was the unofficial motivation behind the video, which shows that there is definitely life in this community after a high-stakes attempt to bring a casino to a site off Turnpike exit 8 — an endeavor that went on for several years — came to an abrupt end 13 months ago when town voters voted against the plan.

And while the casino dominated talk in the town, officials there didn’t wait for the matter to be decided before moving forward with a number of economic-development-related initiatives. These include everything from a tax-increment-financing (TIF) zone to establishment of so-called priority-development sites, a status that requires officials to issue permits for new businesses in those sites within 180 days, to the creation of the new position of economic development director. Linda Leduc, who had been serving as the town’s planner, now has that new title as well, and she’s moving ahead with a number of strategic initiatives ro raise Palmer’s profile and bring more businesses to the community.

“We have a variety of strategies and resources that can help businesses that want to move here,” she noted. “They include our priority-development- zoned properties, which have an expedited permitting process, as well as our single tax rate. We just want people to know that Palmer is a business-friendly town.”

Making Strides

Leduc said she plans to use the video as a marketing tool at economic-development conferences and other appropriate settings. She told BusinessWest that she and Blanchard came up with the idea for the production after she became economic-development director last year, and they began to tour local businesses with Lenny Weake, president of the Quaboag Hills Chamber of Commerce.

“We wanted to see what types of businesses were in town, make sure the town was meeting their needs, and find out what they needed to help them grow and prosper,” Leduc said, adding that the visits generated a wealth of information and insight.

Blanchard said they visited 16 companies. “Along the way, we met a lot of owners, learned about their businesses, and became excited about what was going on in Palmer. Many had developed a strong niche in the marketplace, and their prosperity has been a well-kept secret,” he told BusinessWest, citing examples that included a foundry, a precision metal company, a construction firm, and a major tree service.

After the trio completed their visits, Blanchard approached M-Pact TV General Manager Bruce Henriques with the idea of creating a video that would focus on companies involved with manufacturing and distribution. M-Pact is the town’s public-access station and airs in Palmer and Monson on channels 7 and 12.

Henriques said he would be happy to do the work at no charge. “I had been self-employed most of my life when I took this job 15 years ago, and I wanted to give the station a more commercial feel and do more for the business community, so it was an ideal fit,” he explained. “I know some of the business owners who are profiled in the video, and they have gone through some tough times over the years. I felt they deserved a break; they supply jobs and are doing some great things people aren’t even aware of.”

Leduc concurred. “We wanted people to understand the types of businesses we have here and why they are successful, and the video speaks loudly about why a business would want to be located in Palmer.”

Since its completion, the video has been shown frequently on the public-access channels and has also been posted on the town’s website, YouTube, and Facebook. Companies featured in the production include Palmer Foundry, Mustang Motorcycle Seats, Rathbone Precision Metals Inc., Sanderson MacLeod, Maple Leaf Distribution Services Inc., Palmer Paving Corp., Northern Tree Service, Northern Construction Service LLC, Architectural Millwork Specialists, and BL Tees Inc.

Beyond simply telling Palmer’s story, though, town officials are also taking steps to incentivize businesses to move there.

Within the TIF zone, for example, a new business that opens there can negotiate an agreement with the town to pay taxes on a graduated rate for a period of no less than five and no more than 20 years. The state also offers incentives connected with the agreement, and Leduc said Palmer Corp. and, more recently, Detector Technology Inc. have taken advantage of the program.

“Palmer Corp. moved into warehouse space and made $1 million in improvements,” she noted, “while Detector Technology acquired a second building and changed warehouse space into manufacturing space.”

Right Place, Right Time

Blanchard believes there is plenty of opportunity to build a business in Palmer’s four villages, including space in a mill in Thorndike that is only partially occupied. He also believes the town is an ideal location for businesses due to its location.

“Palmer has access to a number of major highways,” he said, adding that, in addition to the turnpike, Routes 20, 32, 181, and 67 run through town. “Plus, there are a number of freight lines that go into Palmer Industrial Park, and there is an off-loading rail-line facility at Maple Street Industrial Park on Route 20.”

Blanchard cited Sherwood Industries, which is not showcased in the video, as a prime example of how Palmer’s access to rail is beneficial to businesses.

“They bring lumber products here by rail from the Northwest, then distribute them all over the Northeast and into the Carolinas,” he said. “And last year, they received an industrial rail access grant to extend rail service onto their property to allow more products to be brought in and distributed.

“There was also another grant issued to expand rail service in our industrial park,” he went on, adding that many local businesses not featured in the video are doing well, such as American Dry Ice, which distributes carbon dioxide and dry ice to various firms, including hospitals and restaurants.

Leduc agrees there is plenty of room for new businesses. “Palmer Technology Center and Maple Tree Industrial Park have unfilled space, and there are some empty storefronts available in Depot Village,” she said.

The town also has five priority-development sites, and in 2009, the community received a $15,000 grant to conduct a study to determine what was needed in terms of water and traffic control to put the sites to “their highest and best use,” said Leduc. These sites include:

• Olson Farm, 30 acres of open land zoned for mixed business along Route 20;
• The Holbrook site, a downtown parcel of less than a half-acre on the corner of Route 20 and Bridge Street;
• Chamber Road Industrial Park, a site containing two parcels of shovel-ready land totaling 10.7 acres;
• Thorndike Energy, an old mill complex located off Church Street on five acres with the potential for 90,000 square feet of renovated building space; and
• The area formerly slated for the casino, 152 acres across from the turnpike exit controlled by Northeast Realty.

Moving Pictures

Leduc, Blanchard, Fortune, Henriques, and other people who helped create the video hope it will inspire new businesses to consider moving to these sites or other available properties in Palmer. However, Blanchard said the production has already had an impact within the town.

“It opened new lines of communication between town officials and existing businesses, which we hope will continue whenever an issue comes up and they need support,” he told BusinessWest.

Meanwhile, the screening before the Town Council probably inspired a vote to make the town more business-friendly, or at least not less so.

“They were scheduled to vote on the tax-classification rate that night,” said Blanchard. “Although we have historically maintained a single tax rate, the council was considering changing it because of rising costs. But the video made them recognize the value of maintaining the single tax rate, and they voted to continue it to help the businesses in Palmer.”

It is the hope of those involved that the video, not to mention the many other initiatives undertaken by town officials, will yield more success stories to relate in the years and decades to come.

Palmer at a glance

Year Incorporated: 1775
Population: 12,140 (2010)
Area: 32 square miles
County: Hampden
Residential Tax Rate: Palmer, $19.36; Three Rivers, $20.06; Bondsville, $19.97; Thorndike, $20.25
Commercial Tax Rate: Palmer, $19.36; Three Rivers, $20.06; Bondsville, $19.97; Thorndike, $20.25
Median Household Income: $50,050
Family Household Income: $58,110
Type of government: Town Council
Largest Employers: Baystate Wing Hospital; Sanderson MacLeod Inc.; Camp Ramah; Big Y

* Latest information available

Chamber Corners: Upcoming Events

By BusinessWest Staff December 2, 2014

Chamber Corners Departments

ACCGS
www.myonlinechamber.com
(413) 787-1555

• Dec. 8: ACCGS Suppler Diversity Pre-certification Workshop, 10 a.m. to noon, hosted by UMass Center at Springfield, 1500 Main St., 2nd Floor. Presented in partnership with the MA Supplier Diversity Office and the Black Leadership Alliance. Reservations are free, but required. Reservations may be made online at www.myonlinechamber.com.

• Dec. 10: ACCGS Lunch N Learn, 11:30 a.m. to 1 p.m., Dodge Room, Flynn Campus Union, Springfield College, 263 Alden St.. Springfield. “Cybersecurity: It’s Everyone’s Business,” sponsored by VertitechIT. Cost: $25 for members, $35 for general admission, including lunch. Reservations may be made online at www.myonlinechamber.com.

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

• Dec. 4: Holiday Open House, 4:30-6:30 p.m., at the Chamber Office, 264 Exchange St., Chicopee. Sponsored by Charter Business. Free to attend for all members. RSVP requested.

• Dec. 11: Workshop 6: “Strategic Networking: Networking to Increase Profitability,” 9-11 a.m., at Days Inn, 400 Memorial Dr., Chicopee. Cost: $20 for members, $30 for non-members.

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

• Dec. 11: Holiday Dinner Dance 2014, 6 p.m. Details to follow. Comedy show, dinner, and the big raffle drawing for $5,000. Call the office to sign up for a table at (413) 527-9414.

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

• Dec. 10: Holiday Business Breakfast, 7:30-9 a.m., at the Log Cabin Banquet and Meeting House, 500 Easthampton Road, Holyoke. Sponsored by Holyoke Gas & Electric, Health New England, Holyoke High School Madrigal Choir, and Bresnahan Insurance. Business networking while enjoying a hearty breakfast and sounds of the season. Cost: $22 for members in advance, $28 for non-members and at the door. To sign up, call the chamber at (413) 534-3376 or visit holyokechamber.com.

GREATER NORTHAMPTON CHAMBER OF COMMERCE
www.explorenorthampton.com
(413) 584-1900

• Dec. 10: Joint Chamber Mixer for Greater Northampton and Amherst Area chamber members, 5-7 p.m., hosted by the Lord Jeffrey Inn, 30 Boltwood Walk, Amherst. Sponsored by Florence Savings Bank. Cost: $10 for members, $15 for non-members.

PROFESSIONAL WOMEN’S CHAMBER
www.professionalwomenschamber.com
(413) 755-1310

• Dec. 9: PWC Ladies Night, 5-7 p.m., hosted by Cooper’s Fine Gifts & Curtains, 161 Main St., Agawam. Reservations are free, but required. Reservations may be made through Gwen Burke at [email protected] or (413) 237-8840.

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

• Dec. 3: Wicked Wednesday. 5:30-7:30 p.m., hosted by Squires Bistro at Cooper’s Commons, Agawam. Wicked Wednesdays are monthly social events, hosted by various businesses and restaurants, that bring members and non-members together to network in a laid-back atmosphere. Cost: free for chamber members, $10 for non-members at the door. Event is open to the public. For more information, contact the chamber office at (413) 426-3880 or [email protected].

Community Spotlight: Southampton

By BusinessWest Staff November 18, 2014

Southampton’s Building Boom Brings Challenges

Although the downturn in the economy in 2008-09 caused building to come to an abrupt standstill in most cities and towns across Western Mass., Southampton was an exception.

“Building never came to a halt here, and new housing continues to go up,” said Ed Cauley, vice chair of the Board of Selectmen.

“Right now, there are four new subdivisions with 35 lots in various stages of development, plus a half-dozen single lots where new homes are being built; there is a lot of growth going on,” he continued, adding that the new homes are priced between $400,000 and $500,000.

Heather Budrewicz says 24 building permits for new homes have been issued this year in Southampton.

Town Administrator Heather Budrewicz agrees. “We’ve already issued 24 building permits for new homes this year. The market turns over very fast, and I don’t know of any new houses that are sitting empty,” she said, noting that, in 2009, 26 new homes were built; in 2010, the number increased to 32, and since that time, at least two dozen houses have been built every year.

In fact, Selectman David McDougall calls home ownership in Southampton “the dream,” explaining that, as people become successful, they want to build a home in the country on an expansive lot.

“But if you work in Springfield or the surrounding cities, your options are limited,” he said. “You can buy land in Montgomery or Huntington, but they are farther out and require longer commutes. Southampton is one of the last areas that is convenient to I-91 and has reasonably priced land that people can build a dream on.”

Cauley also cites Southampton’s location and adundance of land as attributes that have led to the town’s popularity, but said the school system, large amount of open space, and opportunities for recreation also attract homeowners, who often move to the town from Holyoke and Westfield.

“Route 10 runs through Southampton, and we’re close to I-91 and exits 3 and 4 off the Massachusetts Turnpike; we’re a bedroom community, but are close to Northampton and Easthampton, which have a lot to offer in the way of arts and restaurants,” Cauley said, explaining that residents are able to enjoy living in a rural atmosphere but also benefit from nearby shopping and entertainment venues.

“Southampton is a beautiful place. It’s picturesque, people are friendly, we have a great school system, the taxes are reasonable, and we provide good services,” he went on.

The town was once an agricultural community, and although there are still two working dairy farms, several equestrian operations, and a number of small farms, former farmland has become a prime focus for developers, and because there is so much of it, Cauley said the majority of lots in new subdivisions are at least an acre in size.

“Plus, we have 14 conservation areas that contain 600 acres. They range from 9 to 200 acres and are under the jurisdiction of the Conservation Commission,” Budrewicz said. “We also have three parks, including Labrie Field, which contains 19.4 acres and is a multi-field athletic complex that is so new, we are still waiting for the grass to reseed itself so the soccer fields can be fully utilized.”

Growing Pains

However, rapid growth in Southampton has led to significant financial problems as voters have repeatedly turned down proposals to increase taxes.

In July, a Proposition 2½ override was rejected by voters. Town officials were hoping to raise $1 million to avoid budget cuts, and said if the override was passed, $200,000 would have gone into two dwindling stabilization accounts and $40,000 would have gone into a fund to pay future employee benefits.

But it didn’t happen, and there have been repercussions, which include a change in the student/teacher ratio at Norris Elementary School. “It’s a very small school, and for many years the ratio of students to teachers was 17/1, which is what you find at many private schools,” Budrewicz said. “But this year, we had to change, and it is now 24/1.”

Town officials say they may also have to close the library, and although Cauley says the town’s police officers, firefighters, and other service providers are doing an excellent job, the growth in population indicates a need for more feet on the street.

“We’re a small town that is growing faster than other communities, and we would like to be able to do more, but we have been forced to tighten our belts,” he said.

McDougall said there has been significant controversy surrounding the budget, but what new residents often don’t realize is that the town spends $1.19 in services for every dollar it takes in, with 60% of the annual budget allocated for educational expenses.

The shortfall and differing opinions in the community led the selectmen to request a review of their budget process this summer by the Department of Revenue’s Division of Local Services. The results were released last month, and state inspectors said the town is in a “vulnerable financial condition,” and noted that voters have failed to pass every Proposition 2½ override proposal on the ballot since 1991, although 39 override questions have been put before them during that time period, ranging from $1,500 to the recently requested $1 million.

In addition, a recent report from the Pioneer Valley Planning Commission shows the number of housing units in Southampton grew by 47% between 1990 and 2010, and the population increased by 93% between 1970 and 2012.

And therein lies the problem, said McDougall.

“Proposition 2½ was passed in the early ’80s when the town’s population was between 1,500 and 1,900 people. At that time, the town was a small farming community, but since then it has become a bedroom community of about 6,000 people, and the budget has not kept pace with the growing cost of services,” he noted, explaining that the town is losing money on new homes.

“When new roads go in, they have to be plowed, which requires trucks and manpower. The police need to patrol these roads, but the police force has shrunk in size in the last decade due to a lack of funds. We only have one full-time firefighter, our chief, with the rest working part-time or on-call. People complain that we are slow to plow the roads, but we just don’t have the resources,” he went on. “Our Finance Committee has been advocating for an override to Proposition 2½ for six years to reset the financial equation, so it’s not a new problem, but one that has slowly grown. No one wants to pay more taxes, but we have gone from having $670,000 in our stabilization fund in 2007 to $90,000 today in two accounts, and although some people say we are mismanaging the money, it’s hard to do when you don’t have any.”

The Department of Revenue also noted the difficulty of balancing the town’s budget due to the shortfall, but recommended a number of changes, which the selectmen have begun to implement.

Moving Forward

However, town officials don’t expect the growth to stop or even slow down, and Cauley says the town is a great place to live because there is a lot to do, including activities staged by the school and a wide variety of sports teams for children.

Recreation includes fishing on the Manhan River, along with an endless number of hiking trails. “We’re in the foothills of Pomeroy Mountain, and hikers who go to the top can see UMass Amherst on one side and Mount Tom on the other side,” Cauley said, adding that other enjoyable venues include concerts at Conant Park held throughout the summer and fall, as well as the annual Celebrate Southampton event that evolved from the former Old Homes Day.

“One-third of the area that makes up Hampton Ponds is in Southampton, and we also have a Memorial Day parade with ceremonies that a large number of people march in,” Cauley told BusinessWest.

Residents also enjoy the Manhan Rail Trail, which starts on Coleman Road and continues through Easthampton into Northampton. In fact, it is so popular that a new greenway project is underway that would connect to the trail and extend in the opposite direction toward Westfield.

Charlie McDonald, chairman of the Conservation Commission, said a group called The Friends of Greenway has kept the idea moving forward over the past few years. The initiative involves purchasing 4.25 miles of old railroad track owned by Pioneer Valley Railroad and transforming it into a bike path.

Two years ago, after the section of rail corridor was appraised at $340,000, the Conservation Commission applied for and received a state Local Acquisition for Natural Diversity Grant. It will pay for 80% of the land, and the town will be responsible for the remaining 20%, which will come from Community Preservation Act funds.

“In November of 2012, 80% of the residents at a town meeting voted in favor of purchasing the track,” McDonald said, adding that the Mass. Department of Transportation has been supportive, and the town is currently in negotiations with the railroad to purchase the property.

After that occurs, officials will find a company to remove the rails in exchange for keeping and selling them. “The final step will be to develop a design for a permanent, paved trail,” McDonald said.

He believes the project will enhance quality of life in town and may lead to economic growth, because it will bring new people into Southampton. “This is a residential community, and many people like to bike and take their children with them. So the new trail will make it safer and give people a great place to exercise, as well as connecting the town to a variety of cities through a network of trails, he explained.”

Continuing Process

In short, although Southampton is primarily a residential town, it has a balanced slate of offerings. “We don’t have a lot of restaurants and businesses, but we have enough,” Cauley said.

McDougall agreed. “People move here to escape the noise and crowds in nearby cities,” he said.

Still, both say it is a mixed blessing, due to the budget situation. “People want a simple answer, but it’s a complicated issue, and it will take earnest, open discussions to solve it,” McDougall said. “But it’s not a new problem, and the dream of owning a country home with a long driveway in Southampton will continue.”

Southampton at a glance

Year Incorporated: 1753
Population: 5,792 (2010) 
Area: 29.1 square miles 
County: Hampden 
Residential Tax Rate: $15.20
Commercial Tax Rate: $15.20
Median Household Income: $61,831
Family Household Income: $64,960
Type of government: Town Meeting; Board of Selectmen
Largest Employers: Town of Southampton/Norris Elementary School, Big Y
* Latest information available

Living Local Tasting and Silent Auction to Benefit Dress for Success

By BusinessWest Staff November 6, 2014

SPRINGFIELD — Tonight, Nov. 6, Dress for Success Western Massachusetts will hold its annual Living Local Tasting and Silent Auction. The event will be held at Studio 9, One Financial Plaza, 9th floor, from 5:30 to 8:30 p.m. The public is invited to come support the empowerment of women in the Springfield community.

This is an ideal opportunity to start holiday shopping. Many local retailers and restaurants will be offering refreshments and gifts throughout the night. Items to be auctioned off include an oil change from Bob Pion Buick GMC, painting classes and bottles of wine from Painting with a Twist, leather handbags from Buxton, tickets to the Majestic Theater, and much more. Entertainment will be provided by Brian Nicks Production.

Proceeds from this event support the careers and families of hundreds of women in the Pioneer Valley. Dress for Success Western Massachusetts assists women from a diverse group of nonprofit and government agencies, including homeless shelters, immigration services, job-training programs, and domestic-violence shelters.

Event sponsors include Hampden Bank, Northwestern Mutual, and St. Germain Investment Management. Tickets cost $10 and can be purchased at the door or by stopping by the Dress for Success Boutique at 503 Worthington St. in Springfield. For more information about the Living Local Tasting and Silent Auction, visit dressforsuccess.org.

Community Spotlight: Stockbridge

By BusinessWest Staff November 4, 2014

Stockbridge Broadens Its Palette of Offerings

Chuck Gillett and Jorja Ann Marsden say town officials and residents alike are adamant about maintaining the historic character of Stockbridge.

In 1967, artist Norman Rockwell told the editors of McCall’s magazine that they could not showcase his work titled “Main Street” unless they let readers know the scene depicted Christmas Eve in Stockbridge, where he lived and had his studio.

Today, the painting is of one of Rockwell’s masterpieces that reflect life in small-town America, and Stockbridge has become a destination for tourists who appreciate its history and character.

“Some people view Stockbridge as the quintessential New England village and come here just to see that,” said Selectman Chuck Gillett.

Jorja Ann Marsden agrees. “A woman from Virginia recently stopped in my office just to tell me how nice it is that we don’t have a single stoplight,” said the town administrator. “She said we should keep things that way.”

Town officials are well aware of the importance of maintaining the town’s charm, and it’s something the Board of Selectmen keeps in mind when making decisions.

“We see ourselves partly as a travel destination,” Gillett said, as he named a list of things to see and do, and spoke about them in detail. They include the Norman Rockwell Museum; Tanglewood (its entrance is in Lenox, but 90% of the grounds are in Stockbridge); the Berkshire Theater Festival; the Kripalu Center for Yoga & Wellness; Chesterwood, the 144-acre summer estate and studio owned by renowned American sculptor Daniel Chester French, who is best known for his statue of Abraham Lincoln in the Lincoln Memorial in Washington, D.C.; Naumkeag House & Gardens, a 44-room Gilded Age estate built by 19th-century attorney Joseph Choate; and the National Shrine of Divine Mercy.

“Many people drive here purposefully just to go to our museums, see a play, or visit an historic site,” Gillett said, adding that, in addition to attracting tourists, 64% of the town’s residents are second homeowners from New York, Connecticut, and New Jersey.

Although they all enjoy the town’s ambience and cultural attractions, tourists are often dismayed to discover there is no cell-phone service downtown.

However, the problem is being addressed by the selectmen, and Gillett said it’s important to resolve this dilemma, because, in addition to being an inconvenience, the lack of service poses a significant safety issue. “Our downtown is only one block, but it’s a big problem for people who stay at the Red Lion Inn because they expect to be able to use their phones. But more importantly, we have had situations where police, firefighters, and emergency medical technicians needed to communicate via cell phones and were unable to do so.”

Historic Preservation

Gillett and Marsden agree that town officials and residents are adamant about maintaining the historic character of Stockbridge.

That principle was one of the major reasons why the selectmen voted unanimously in September to issue a special permit to allow Denver-based Travassa Experiental Resorts & Spas to add a four-story wing to Elm Court on 310 Old Stockbridge Road.

Gillett explained that Travassa plans to preserve the historic integrity of the palatial, Gilded Age mansion, which it purchased for $9.8 million in 2012, with plans to transform it into an elaborate, high-end resort/spa with a restaurant. The estate, which sits on close to 90 acres and is situated in the northeast corner of town, hearkens to a time when wealthy families built cottages in the Berkshires and used them as summer homes.

“Andrew Carnegie and George Westinghouse lived here, and there are about 15 similar homes in Stockbridge and Lenox,” Gillett said, noting that Elm Court was built in 1885 by William Douglas Sloane and Emily Thorn Vanderbilt.

The estate remained in the family until 2012, but Gillett said it was unoccupied from the early ’70s until 2002, when Vanderbilt descendants Robert and Sonja Berle began restoring it. “They ran a bed and breakfast there,” he noted.

But when the couple put the estate on the market, many townspeople feared it would be torn down, which has been the fate of several similar cottages. Although Gillett said the Berle family was committed to finding a buyer who would use it for an appropriate purpose, the property was on the market for about five years before it was sold.

Still, the proposal to turn it into a hotel evoked some controversy. “About 200 people attended a meeting held by the selectmen to discuss the proposal. They didn’t think we should grant the permit because they believed the hotel would be too big and would create too much traffic,” Gillett said.

After much consideration and three separate hearings over a four-month period, however, the selectmen agreed to issue Travassa the permit it was seeking.

“The majority of residents felt it was a positive project. They wanted to see the cottage saved and hoped to prevent it from being turned into multi-housing units. But we had to create a special, cottage-era estate bylaw so they can build the annex,” Gillett said, noting that 16 of the resort’s rooms will be inside Elms Court and 80 will be in the new building.

The project is expected to cost $50 million, and Travassa still needs to seek approval from Lenox officials, because the driveway and about 50 feet of the road in front of Elms Court are located in that town.

“We see it as another business in Stockbridge that will be significant,” Gillett noted. “The hotel and spa will bring new tax revenue to the town and will also generate economic activity for Stockbridge and Lenox because it will create jobs and bring tourists here who will frequent our shops and restaurants and visit our cultural attractions.”

Other efforts to improve Stockbridge include $500,000 of infrastructure work to enhance the downtown area.

“Last year, Main Street was repaved and a bike lane was added along two blocks that run from Route 7 and Route 102 to the Red Lion Inn,” said Marsden. “This year the other end of the street is being repaved. The area extends from the Red Lion Inn to the First Congregational Church of Stockbridge.

“The town also invested $150,000 of taxpayers’ money in new sidewalks because the ones downtown were dangerous,” she went on. “They had been undermined by frost heaves and tree roots, and we felt it was an important safety issue.”

And then, there are the ongoing efforts to bring cell-phone service downtown. Lack of it has become a safety issue in the community, said Marsden, who cited two recent examples.

“In one instance, a man fell off a roof and hit his head on a rock; his co-workers had to run a block to get to the police station because they couldn’t use their cell phones to call for help,” she said, adding that a similar scenario occurred when a driver hit a bicyclist near the fire station.

“We have also had power outages which had the potential to create problems for our elderly citizens who rely on their cell phones to get help if they have an emergency,” she went on.

In the past two years, Gillett said, town officials have contacted cell-phone service providers and encouraged them to install a tower that would provide service to the downtown district. They also hired an engineer to examine a portion of the town landfill to determine if it would be a suitable location. Since there is no electricity on the property, National Grid was brought to the site, and a representative told town officials it will cost $400,000 to install underground electric lines, which are needed for the tower to operate.

But the site has been deemed appropriate, and on Oct. 8, the selectmen passed an article that will allow a tower to be built on the property.

“We’ve put out a request for proposals; they’re due Nov. 19, and we hope to have service downtown by the end of next summer,” Gillett said. “The tower won’t be visible and will have a positive effect on the health and safety of our residents, as well as the tourists who shop downtown.”

Marsden added that expanded cell-phone service will also benefit home-business owners who need to stay in touch with their clients during a power outage.

However, this is not the only step the town has taken to promote safety. Last year, officials purchased a $470,000 rescue vehicle that is fully equipped with the Jaws of Life, as well as medical and stabilization equipment, including foam to extinguish fires.

“We put aside money for four years until we could afford to purchase the vehicle,” Gillett said, adding the selectmen believe it is important to be proactive in matters that affect the health and safety of residents. “We owned some rescue equipment before we made the purchase, but it was kept at a number of different sites,” he explained. “Now it’s all in one place, and the rescue vehicle has already been put to use.”

Continued Progress

Marsden said town officials are determined to preserve the historic charm of Stockbridge, while taking steps to keep up with the times.

“We are a very small community and want to maintain our small-town feel as well as the historic integrity that exists here. But we are looking toward the future,” she said.

Gillett agreed. “It’s important to us to maintain our reputation as the quintessential New England village in a typical New England setting. But we will continue to do all we can to maintain the safety of our residents, as well as the visitors who come to our town.”

Stockbridge at a glance

Year Incorporated: 1739
Population: 1,947 (2010) 
Area: 23.7 square miles 
County: Berkshire 
Residential Tax Rate: $11.12 
Commercial Tax Rate: $11.12
Median Household Income: $48,571 (2010) 
Family Household Income: $59,556 (2010) 
Type of government: Open Town Meeting
Largest Employers: Kripalu Center for Yoga & Health, National Shrine of Divine Mercy, Red Lion Inn

* Latest information available

Holding Up the Fort

By BusinessWest Staff November 3, 2014

Cover Story

New Owners Change the Face of a Landmark

Andy Yee, left, and Peter Picknelly, two of the partners resurrecting the Student Prince.

Andy Yee remembers hearing his phone ring, recognizing the number as Peter Picknelly’s … and then grabbing a chair.

That’s because he had a pretty good idea why the chairman and CEO of Peter Pan Bus Lines was calling, and therefore he also knew that this was unlikely to be a short conversation.

He was right.

By the time it was over, the two business executives and serial entrepreneurs hadn’t actually finalized a deal to become partners in a plan to reopen and revitalize the Student Prince restaurant (a/k/a the Fort) in downtown Springfield, whose owners, the Scherff family, had announced their intention to close and hopefully sell the establishment. But they were well on their way.

It would take only a few more meetings to seal a deal that would eventually involve some other players as well, said Yee, a principal with the Bean Group, which operates three establishments in the area, most notably the Hu Ke Lau in Chicopee. And this was because all those involved recognized the importance — to them personally, but also to the region — of bringing back a restaurant that they described not with that noun, but instead with a host of others, including landmark, institution, icon, and ‘home.’

“The Fort is just a part of Springfield’s DNA,” said Picknelly, finding yet another phrase to describe the property at 8 Fort St. “I’ve been going there since I could walk, and now I bring my kids, and I want them to be able to continue going there.”

He now owns 50% of the business, with the other half split between Yee and Kevin and Michael Vann, the father-and-son principals of the business consulting group the Vann Group, who became involved early on in the process of sizing up if and how the Fort’s fortunes could be reversed — and by whom.

In interviews with the media just after it was announced that he would lead a team to acquire the Student Prince and reopen it, Picknelly used the word “tweak” early and often to describe what needed to be done with regard to everything from the décor to the menu.

But as Yee and Picknelly looked more closely at matters, they decided that tweaking wasn’t going to be nearly enough.

The partners are planning a major overhaul, but one they insist will not change the character of the establishment, but merely make it more appealing to a wider and deeper audience, especially the younger generations.

“We’re enhancing the charm of the Fort,” he said, adding that the beer-stein collection will remain — and be expanded — while other qualities of the landmark, such as the carolers during the holiday season, will be preserved. “Our design team says we’re bringing back old Germany, we’re bringing back old Boston, we’re bringing back old New York. The wonderful work that that the Scherff family did for eight decades will only be enhanced and improved upon.”

An artist’s rendering of the layout of the bar area at the new Student Prince.

The partners are putting in a new kitchen, tearing down the wall between the two bars that existed previously and installing a new one, and putting in new furniture, among other steps. But mostly, they say they’re opening things up and “connecting people” in ways the old configuration couldn’t.

As they discussed what’s happened since they got started with the project in late summer, both Yee and Picknelly said it’s been a labor of love for them, one that has revealed to all those involved just how revered the Student Prince was and how no one wanted to see talk of it restricted to the past tense.

They told BusinessWest that constituencies ranging from Springfield city officials to beer distributors to individuals they passed in the aisle at the supermarket have praised their efforts and said, in essence, ‘what can we do to help?’

“I was at an event recently, and I got surrounded by people saying, ‘thank you for saving the Student Prince,’” said Yee. “It’s been great hearing those kinds of comments — the message of us saving this brand is huge, not just in Hampden County, but Hampshire County as well.”

Picknelly agreed. “There’s an enormous sense of pride in bringing this iconic restaurant back. As I told my wife, it’s the right thing to do.”

For this issue and its focus on entrepreneurship, BusinessWest talked with those involved with revitalizing the Student Prince about their efforts and the passion that drives them.

Art of the Deal

As he searched for ways to explain the importance of the Student Prince to his family — and the region as a whole, for that matter — Picknelly decided that he could best tackle that assignment by recalling a question — and especially the answer to it — that he put to his father, Peter L. Picknelly, on his 70th birthday, just a few years before he passed away.

“I asked him, ‘what are some of the most memorable things in your life?’” he recalled. “And one of the first things he mentioned was getting off the train after the Korean War and walking down Main Street toward the bus terminal, which was on Bridge Street back then. He came up to Fort Street, looked down, and saw Ruppert [Rupprecht Scherff] standing there. And he said, ‘I knew I was home.’

“I don’t know why he took the train instead of the bus,” he went on with a laugh, adding that he still gets emotional when he tells that story, which he has often over the past five months, since Scherff’s son, Rudy, told him his family — including his brother, Peter, and sister, Barbara Meunier — were looking to sell and asked whether he knew someone who might be interested in taking over.

Scherff made similar calls to others who had been friends and long-time customers, including Steven Roberts — president and CEO of F.L. Roberts and, like all the others involved in this project, a long-time patron of the Fort — who would help set in motion a chain of events that would bring a new ownership team together.

“I always saw the Fort as a symbol of Springfield,” said Roberts, who recalls going to restaurant shows with both Rudy Scherff and his father, Ruppert. “There were businesspeople that I had relationships with who came to Springfield once a year at least, to go the Fort restaurant — they loved it.

“I saw the possible disappearance of the Fort as an arrow in the heart of Springfield and its sex appeal, and I could not imagine that happening,” he went on. “I had to do something to help Rudy out of his dilemma.”

Roberts said his primary contribution was suggesting people that Scherff might turn to for assistance, and one of the first names he gave him was Kevin Vann, a consultant to many in the restaurant sector who described himself as a “first responder” in this rescue effort.

“Steve knows us and knows our history with hospitality and restaurants as far as consulting and business advice, and asked if I would take a peek under the hood,” Vann told BusinessWest, adding that he talked at length with Scherff about the situation at the Fort and gained a full appreciation of the financial situation.

Vann didn’t get into any specifics or provide any numbers, but summed things up this way: “Rudy sensed it was time for the Fort to get some help.”

So Vann and others set about getting him some.

With Picknelly ready to step in, the search commenced for a restaurant-sector veteran with whom he could partner to orchestrate the turnaround effort. One of Vann’s first calls was to the Yee family to gauge its interest in expanding its hospitality-sector influence into downtown Springfield.

“The Vanns had been counsel to the Yee family for many, many years,” he noted. “We looked around and wondered who we could bring in that knows how to operate restaurants, plural, successfully, and I thought of them immediately. Before you know it, we were all sitting at the table; it was kind of meant to be.”

Andy Yee stands in the new kitchen at the Fort, one of many steps taken to revitalize the Springfield landmark.

The Yee family brought more than a half-century of restaurant experience to that table. It was Andy’s father, Johnny, who started the Hu Ke Lau on Memorial Drive in Chicopee in 1965. He would eventually go on to operate several restaurants around the country before selling them off one by one.

Andy Yee and his siblings, Anita, Edison, and Nick, as well as several of their children, now operate three establishments — the Hu Ke Lau, Johnny’s Tavern in Amherst, and Johnny’s Bar & Grill in South Hadley (the latter two named after Johnny Yee, who passed away in 2003).

In all three establishments, the family has learned how to cater to the needs of various audiences, including the younger generations, said Yee, adding that this is a skill set that will be needed at the Fort.

Landmark Decisions

When asked about what he thought happened to the Fort over the past several years, Picknelly chose his words carefully, not wanting to be critical of the family that kept the landmark open all those years.

He said, in essence, that the establishment had not kept up with the times and was not doing all it could to appeal to younger audiences. “They were not as agile as they needed to be,” he explained.

Bringing much more agility — and responsiveness to the wants and needs of younger constituencies — is the unofficial mission for the new leadership team, and Picknelly and Yee said they will carry out that assignment in a number of ways.

Indeed, as they talked about their plans moving forward and a slated reopening on the night before Thanksgiving, Picknelly and Yee noted that there is considerable work to be done at the Student Prince — starting with replacing the hundreds of items that grew legs between the time Rudy Scherff announced his intention to shutter the restaurant and when the doors actually closed.

“People took beer mugs, they took silverware, they took plates — at least a third of their plates are gone; people were putting them in their pocketbooks,” said Picknelly, referring to long-time patrons who wanted to bring a piece (or several pieces) of the Fort home with them when they left for what some felt might be the last time. “They were coming out with plastic utensils toward the end because they had no silverware left.”

Turning serious, the two said the task they’ve undertaken is to maintain the restaurant’s character, or “what made the Fort the Fort,” said Yee, while also modernizing it, creating that aforementioned connectivity, and making the landmark a preferred venue for the younger generations who have not supported it to the extent their parents and grandparents did.

Inside, the partners are giving the Fort a new, more open, more contemporary look, while still maintaining the old-world charm that patrons coveted.

Steps include a new kitchen, the revamped bar area, improved traffic flow for patrons and staff alike, new woodwork and chandeliers, and a much larger ladies room, something Picknelly mentioned as a real priority.

Meanwhile, there will be some changes to the menu as well.

“German food is very heavy,” said Yee, adding that many people, especially the younger generations, prefer lighter fare, and the new Fort will respond accordingly.

The key to long-term success — the partners, and most observers, are expecting a very strong start and holiday season — is getting the younger professionals to make the Fort one of their destinations, said Yee.

“We want to make sure that young professionals are frequent fliers at the Student Prince,” he told BusinessWest. “This has always been a venue for conducting business — personally, I’ve made a number of deals at those tables — and now we want this to be a place where these emerging young professionals can do business.

“We want them to come and see for themselves, and we’re going to be accommodating to their palates,” he went on. “They have certain likes that we’re attuned to and that we’ll provide.”

Fare Game

As they relayed memories of visits to the Fort decades ago, both Yee and Picknelly recalled the restaurant’s legendary glassware known as a boot — because that’s what it was shaped like.

A boot held nearly 30 ounces of beer, said Yee, adding that is now illegal to dispense brew in such quantities.

However, the partners say they will likely introduce a smaller, street-legal version of the glass, something that will honor the traditions and the charm of the landmark, but also work in this different era.

In a way, that’s what’s happening with every aspect of this turnaround effort, from the design of the bar to the items on the menu.

If it all meshes as Yee, Picknelly, and the other partners believe, then this critical part of Springfield’s DNA will have a chance to write much more history and create many more memories.

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

Western Mass. Sports Commission Delivers ‘Fan in a Can’

By BusinessWest Staff October 28, 2014

SPRINGFIELD — The Western Mass. Sports Commission (WMSC), a division of the Greater Springfield Convention and Visitors Bureau (GSCVB), recently put together a memorable direct-mail campaign called “Fan in a Can,” providing rights holders with all of the necessities they need to be a fan … literally.

With plenty of indoor and outdoor facilities to choose from, along with the area’s outstanding attractions, full complement of lodging and restaurants, easy accessibility, and great affordability, Western Mass. offers everything event planners need to host an unforgettable and highly successful event. Close to 200 cans are in the process of being mailed out across the nation to senior-level planning executives within sports organizations for all types of events from disc golf, rowing, and bowling to more traditional sports like soccer and basketball. The eye-catching tin can includes a foam finger that screams “we’re #1,” a pom-pom, a cowbell, a temporary tattoo, a Lands End winter beanie, and a printed, call-to-action sales piece.

“We hope that, by doing such a fun and interactive direct-mail piece, potential event planners who would not have considered Western Mass. as a location for their next event will now reach out and have a conversation with us about bringing their event to our area,” said Mary Kay Wydra, president of the GSCVB. “On behalf of the Western Mass. Sports Commission, we look forward to working with event planners and are excited to bring a diverse mix of sports to the area.”

  The WMSC will be at TEAMS Expo in Las Vegas in November where rights holders will be able to find a Fan in a Can on display and speak to a representative from this region regarding hosting potential events. For regional information, visit the GSCVB website at www.valleyvisitor.com, or contact Director of Sales Alicia Szenda at (413) 755-1346 or [email protected] to plan your next sports event.

Comeback Stories

By BusinessWest Staff October 21, 2014

Holiday Party Planner Sections

Hadley Fire Victims Maintain an Entrepreneurial Spirit

Chuong Son, left, and Jorge Sosa and his wife, Dora Saravia, are among those who have overcome myriad challenges and gotten back in business.

A year later, Chuong Son remembers each of the many emotions he experienced that fateful night when he learned that the Norwottuck Shoppes, the Hadley strip mall that housed his Vietnamese restaurant, was ablaze — and also those that characterized the weeks and months to follow.

The first was an intense fear that he might have been the one responsible for this conflagration that lit up the night sky and displaced a dozen small businesses.

“I remember it like it was yesterday. A friend of mine called me … he was driving down the road and said, ‘there’s smoke coming from where your store is at the back of the building; did you leave something on?’” said Son, who emigrated to this country in 1989 from Vietnam. “We got scared and nervous and made the drive right down there.”

Later, he would learn, from one of the firefighters who responded to the blaze, that the prevailing theory was that it started in the laundromat located within the mall, news that brought a sense of relief, to be replaced later by a feeling of relative calm rooted in the belief that his business was insured for $1 million.

This was followed by disappointment and anxiety, however, when he was informed that his insurance involved two fewer zeros. And over the next 10 months, there would be gratitude, frustration, resolve, and finally pride and controlled euphoria as he reopened Banh Mi Saigon, a Vietnamese sandwich shop he operates with his wife, Mung Pham, on Main Street in Northampton.

The emotions Son felt during his long climb back were common among the other business owners victimized by the blaze — especially the frustration and resolve.

The fast-moving fire quickly raced through the strip mall, displacing 12 small-business owners.

The former resulted from fights with insurance companies over coverage and, especially, large amounts of confusion and misinformation that characterized attempts to secure support and loans from agencies such as the Small Business Administration. And the latter defined the efforts to overcome all that and get back in business.

Not all of them have made a full recovery, but as the anniversary of the Oct. 27 blaze approaches, one of the many themes of this multi-tiered story has been the ability of several business owners to overcome various forms of adversity and continue to demonstrate a strong entrepreneurial spirit.

Consider the case of Jorge Sosa and his wife, Dora Saravia, owners of Mi Tierra, a popular Mexican restaurant leveled by the blaze. After struggling through a period when simply paying his mortgage and the loan on a box truck he had recently purchased for his business became a stern challenge, Sosa secured a loan from the Samuel Adams Brewing the American Dream program, in conjunction with Common Capital. He used that money to acquire a $54,000 tortilla-making machine and become a partner in a Springfield-based venture called Estelita’s Taqueria, which supplies tortillas to a number of local clients.

Meanwhile, thanks in large part to the cash flow created by that venture, he is ready to reopen Mi Tierra on the site of a former Japanese restaurant further west on Route 9. As he talked with BusinessWest about the past 12 months — as well as what lies ahead — he was putting some finishing touches on the new eatery with the goal of making a statement by opening one year after the tragedy.

“It’s been a long nightmare,” he said, using that word for the first of many times. “It’s been very difficult for many of us to make it back. But here we are.”

Three other businesses destroyed in the fire — a bakery, a dry cleaner, and a karate studio — have reopened almost across the street in the former Registry of Motor Vehicles plaza, while for others, the recovery is still a work in progress.

Overall, it’s been a trying ordeal and a learning experience, not only for the business owners, but for the agencies that have provided various forms of assistance.

Len Gendron, chairman of the Western Mass. chapter of SCORE (the Service Corps of Retired Executives), said that agency, which eventually provided assistance to several of the displaced business owners, will likely be more proactive the next time such a crisis occurs.

“Ordinarily, we don’t go straight to the victims in such cases — we do solicit, but we don’t go out and touch them,” he explained, adding that things changed when a news accounts indicated that, nine months after the fire, many business owners were having problems getting any real assistance.

“We reacted to that, approached the victims, and said, ‘how can we help?’” he went on, adding that SCORE set up meetings with the SBA and local banks and later assigned mentors to those who attended the meeting. “This was a good experience, and it opened our eyes to what these disaster victims go through, and we’ve decided, as a chapter, that, should we get another business disaster like this, we’re going to step up very early and offer our assistance.”

From the Ground Up

Like Son, Sosa is able to recall many moments, and emotions, both during that fateful night and then over the next several months.

He remembers being at work that evening when one of the bartenders on duty alerted him to “some kind of fire on the roof.”

He recalls going outside to investigate and seeing nothing emanating from his kitchen. He went back inside, saw growing amounts of smoke, and directed patrons to leave. He stayed, with the goal of finding out what had happened — but for too long.

“I started to get scared — the smoke was starting to get really, really thick,” he noted. “I was trying to see where the fire was coming from and if there was any way to stop it; the police started screaming, ‘get out,’ and that’s when I realized I couldn’t breathe anymore and just got out.”

He also recalled a question from his 8-year-old daughter a few days later. “She said, ‘are we going to lose our house because we don’t have a job?’” he told BusinessWest, adding that while he gave a resounding ‘no,’ deep down, he wasn’t entirely sure.

Such sentiments help explain that, while the fire was a fast-moving conflagration that started near the middle of the strip mall and worked its way to both ends, devouring everything in its path, this was in many ways a slow-moving ordeal that tested the patience, and the will, of those involved.

Son remembers help coming from many directions — from monetary donations collected and distributed by the Amherst Area Chamber of Commerce soon after the fire, to assistance from representatives of U.S. Rep. Jim McGovern’s office, to direct support from Common Capital and SCORE more recently. And he was grateful for all of it.

“We come from a place where people are very reserved; culturally and traditionally, people keep to themselves and don’t open up in terms of receiving help from the public,” he explained. “Going through this situation, we found out that there were people who didn’t even know us but took the time to send encouraging e-mails and donate their hard-earned money to help us rebuild.

“People came out of nowhere and said, ‘how can we help you?’” he went on. “Coming from where we’re from, it’s difficult to open up to receive that help, so just the initiative from all these people saying ‘we can help you’ helped us in terms of being more open. We did all that we could to reopen just because of strangers who helped us out.”

But while there was support from the community and many agencies, there were also large amounts of confusion, miscommunication, and, as it would turn out, misinformation, that would frustrate and delay comeback efforts.

Gendron told BusinessWest that many problems were related to SBA loans, who was eligible for them, and what they could be used for.

“The real problem wasn’t a lack of information, because there was a lot of it being provided, but it was conflicting information,” he explained. “These folks were reaching out to everybody, and everybody told them something different.”

Elaborating, he said the governor had declared the area an economic disaster, but his administration didn’t fully explain that this designation, and the support it creates in the form of loans, is not related to rebuilding, as most fire victims assumed, but for paying bills that were due at the time of the disaster and for carrying forward.

“The victims started calling around and even reached an SBA representative down south, who basically told them they weren’t qualified, which was true — they weren’t qualified for rebuild loans. They started reaching out to absolutely everybody, and everybody had a different answer. It got totally confused, and they didn’t get the information they needed.”

Len Gendron says the fire and its aftermath have provided a learning experience on many levels — for the victims, but also for the agencies that worked to help them.

Meanwhile, victims faced another challenge. While the Norwottuck Shoppes sat on heavily traveled Route 9, considered a prime location for commercial real estate, business owners there were generally charged rents far below what others in that area were paying — and far below what they were being quoted for possible new sites they could call home.

“They had more affordable rents for a prime location like that than you would find in downtown Northampton or downtown Amherst,” said Dan Crowley, who covers Hadley and some other towns for the Daily Hampshire Gazette. “To recreate that tenant/property-owner relationship from scratch somewhere else was going to be difficult — it was going to be more expensive for them.

“And a lot of them really liked being where they were, in the center of Hadley,” he went on. “In listening to them, I got the impression that this was working for them and appealing to them. And some of them had been there a long time — they had established clienteles and relationships with customers that develop over 10, 15, or 20 years.”

It was one of Crowley’s stories recounting the challenges and frustrations of the victims that caught the attention of those at SCORE, which later scheduled meetings, assigned mentors, and helped link victims with needed support from banks and agencies such as Common Capital.

Recovery Mission

Sosa told BusinessWest that the fire occurred at a time when things were really coming together for Mi Tierra.

The couple had recently purchased tortilla-making equipment and was supplying them to a steadily growing list of clients. Meanwhile, the restaurant and its recently opened bar were drawing a steam of regular and new customers.

Things all changed in a matter of those few chaotic minutes when he realized the building was on fire.

And if there was chaos that night, there would be more in the months to come, as the couple would wrangle with insurance providers and struggle to get their various business operations back up and running.

“It’s been a long, very difficult year,” said Sosa, adding that the financial support from Common Capital and the Samuel Adams Brewing the American Dream program have been instrumental in creating needed cash flow, momentum, and resolve to reopen Mi Tierra.

He acknowledged that there is a good amount of risk with this new venture — the footprint is much larger and the rent considerably higher than what they were paying — but he believes it is worth taking on.

“People have supported us over the years, and we believe they will continue to support us here,” he said. “We can offer a lot to our clients. It’s going to be difficult, but we can make this work.”

Son used similar language to describe his comeback. He told BusinessWest that, while the fight to get back on his feet has been long and difficult, he drew needed inspiration from the many forms of support he has received, and has been driven by his desire to be in business for himself.

He arrived in Amherst after a long, twisting journey that took him from Vietnam to Thailand and then Camden, N.J. He worked for many years in the food-services operation at UMass Amherst, but long desired to start his own venture. Realizing that there were no Vietnamese restaurants in the region at the time, and sensing there was a need for one, he opened Banh Mi Saigon, complete with just 20 seats, in the Norwottuck shops in 2012.

It took some time to build a clientele, primarily because few were familiar with Vietnamese food and the company had little, if any, money for advertising. Slowly but surely, however, the venture established a firm footing.

As he watched the fire quickly consume the wood-framed strip mall, Son knew he would soon have to start over. But little did he know how difficult that would be.

“We thought we were covered for $1 million, so we went to sleep saying to ourselves, ‘I think we’ll be all right; we can rebuild easily with $1 million,’” he told BusinessWest. “But then we called the insurance company and found out we were only covered for $10,000, and it took all our savings, $100,000, to build the place.

“We didn’t know what to do or who to ask for help, and we didn’t think we could do it again because we didn’t have the capital,” he went on, adding that, through the help of SCORE and his mentor, Dan Healy, he was able to secure a $50,000 loan from Common Capital, the Holyoke-based nonprofit loan fund, to relaunch Banh Mi Saigon.

After the fire, Son originally desired to stay in Hadley, but he eventually set his sights on the Northampton location — the former home, ironically enough, to a failed Vietnamese restaurant — because he thought that made more sense and offered more potential to help him grow the venture.

He said business was slow at the start (he ropened in late August), but it has picked up via word of mouth and repeat business. (He is closed Mondays, the day BusinessWest visited, but several people came to the door in the belief that he might be open).

He is optimistic, but also realistic, and understands that he must drive more volume to his venture if he is going to pay rent that is roughly five times higher than what it was in the Norwottuck Shoppes.

The Bottom Line

Summing things up for his family — and no doubt all the others impacted by the fire — Sosa again reached for the word ‘nightmare,’ but quickly added that it’s been one with countless instances of people, often perfect strangers, reaching out to help the victims of this tragedy realize new dreams.

“We’ve gone through every emotion,” he said. “Many times we cried because of our situation, and many times we cried out of happiness for what friends had done for us.”

And a full year later, with their business once again open, they will likely cry again.

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

Party Platforms

By BusinessWest Staff October 21, 2014

Restaurants, Banquet Facilities Anticipate Busy Holiday Season

Ruby Meng says many companies pulled back on holiday parties during the recession, but they’re coming back now.

It was clear to Erin Corriveau that the corporate holiday party was back when a past client called to book a December get-together — in April.

“The days fly off — there are only so many Thursday, Friday, and Saturday nights” between Thanksgiving and the New Year, considered prime holiday-party season, said Corriveau, catering and events manager at Lattitude in West Springfield. “We had a few people book very early — but you can never actually book a date too early. They do run out quickly.”

In fact, Corriveau said, Lattitude’s new banquet room — which opened last November and allowed the restaurant to handle much larger parties than before — was completely booked two months ago for every Thursday, Friday, and Saturday evening in December.

“A lot of companies have been with us for many years — well over 10 years — and they tend to book year after year,” added Ruby Meng, director of sales at the Hotel Northampton, which has also experienced robust holiday-season reservations this year.

“We’re booked pretty solid on weekends, and weekdays are starting to get close. People are looking to do gatherings and holiday parties, and they’ve also inquired about holiday brunches, a little earlier in the daytime. It’s a creative way to capture more of their employees, who may be busy in the evening or on weekends.

“We’re doing pretty well,” she added, noting that many businesses pulled back on entertainment budgets during the Great Recession, but most are returning. “Companies are bouncing back. A few years back was tough, but we are seeing more companies opening up and being more generous, doing giveaways, raffles, things like that for their employees.”

Robin Ann Brown, director of sales at the Lord Jeffery Inn in Amherst, said holiday gatherings are popular, but not always under that moniker. “A lot of companies are calling them ‘annual events’ or ‘awards banquets,’ versus an actual holiday party.”

She said the industry hasn’t completely recovered from the drop in sales during the recession, simply because many companies that cut parties from the budget haven’t put them back in, even though times are better.

Still, according to Jennifer Marion, assistant director of events for the Willits-Hallowell Center at Mount Holyoke College, business has picked up this year, and companies are starting to spend more money.

“One party with a menu already confirmed for December is doing clams on the half shell, baked stuffed lobster … they’re definitely choosing more elaborate menus that, in the past, their budgets wouldn’t have allowed them to do.”

What’s also changing is what style of party companies are seeking out. For this issue’s focus on holiday party planning, BusinessWest looks into the current trends, and why this season has so many restaurants and banquet facilities feeling merry indeed.

Stand or Sit?

Most area facilities are reporting a definite shift away from sit-down dinners in favor of cocktail parties, food stations, and passed hors d’ouevres, which encourage people to mingle and interact.

“One of the trends we’ve been seeing is stations instead of a true-sit down — chef carvings, high-end hors d’ouevres, passed wine, passed hot cocoa with peppermint Schnapps,” Brown said. “And a lot of people are doing more chamber music or jazz bands than dancing music.”

“We’re getting both,” Meng said. “More people are starting to inquire about station packages, moving toward a cocktail style. People are getting a little more creative, too, maybe bringing in a comedian or activities to keep people entertained. And, of course, bands and dancing, those are a given.”

Added Marion, “we can do either a long cocktail party with a lot of hand-passed hors d’ouevres or stations, or do a bigger, full sit-down meal. Buffets are most popular right now; they give people more choices. But, if it’s a more formal group, they tend to go more with a served meal.”

Corriveau said it’s important to be flexible because of all the different party preferences in the business world — and at Lattitude, that flexibility extends to the site of the party.

“A lot of business parties are held on site, but we also do off-site deliveries and catering,” she noted, adding that the day and location of business parties often depends on the size of the company. “Monday through Wednesday, the crowd tends to be smaller businesses, versus the larger companies that tend to take up the weekend dates. Or, if businesses want a typical potluck lunch but don’t feel like getting dressed up and going somewhere, we can bring a holiday party to them on company premises.”

Like others we spoke with, Corriveau has seen a shift away from formal, seated dinners. “We used to do more sit-down affairs, and businesses can certainly do that, but more companies that are booking parties want their employees to enjoy themselves, to mix and mingle and socialize. We do a lot more of the social, passed-appetizer type of party. When you’re home having a Christmas party, everyone is moving around, and that’s the feel they’re going for. We’re still doing sit-down parties, but people seem to be moving away from that.”

Companies are also increasingly moving away from Saturday nights and asking for Thursday and Friday reservations, Brown said. “Family time is limited, so a lot of companies choose not to do it on weekend nights, so people can spend time with their families at home.”

Creating Traditions

With many of these trends consistent across the industry, how do the area’s many banquet facilities set themselves apart among fierce competition? In the Lord Jeff’s case, it’s emphasizing the facility’s embrace of the holiday season and its traditions.

“People gravitate toward the Lord Jeffery Inn because we’re an historic inn, and holidays have that historic tradition about it. The Lord Jeff speaks tradition,” Brown said, citing, as examples, a Sunday brunch with Santa, high tea on Saturdays, and carolers on Friday nights.

“Those are the traditions the inn has put in place since we renovated, and people have been very receptive. During the holidays, we’re extremely busy.”

The inn can accommodate both large and small gatherings, she added. “A lot of companies don’t have large holiday parties, so for parties of, say, six to 12, we’ll do smaller events in our beautiful greenhouse room, where you can see it snowing right on the roof, and fireplaces all around. When companies don’t want to spend money on large events, the greenhouse room holds up to 18.”

She said the nostalgic holiday appeal of the facility is reflected even in its twinkling seasonal lights, which are visible from the Commons in downtown Amherst, making the Lord Jeffery Inn an attractive option for parties of all sizes.

“Even if companies are not going to do a full dinner, they might take out the board of directors or top employees for a dinner for 20,” she explained. “They like the carolers on Friday, and the high tea. People drive over an hour to come to high tea; again, it’s a holiday tradition.”

Lattitude believes its new banquet facility is fast becoming a regional tradition.

“Prior to the banquet room, we had a smaller room, and we’d certainly get smaller holiday-party requests,” Corriveau said. “But since adding the banquet room last year, we’ve had our share of larger parties. We were full every Thursday, Friday, and Saturday in December two months ago. People were calling early. We even had somebody book a holiday party this past April.”

The new space boasts a private bar, sandblasted brick walls, and steel beams, and is “very much a reflection of the restaurant,” she said, adding that it holds about 120 seated and up top 150 standing.

“A lot of people are just learning about it. It’s literally where Memo’s used to be in this building,” Corriveau said. “Unless they’re walking in it, they don’t realize it’s there. All of a sudden, they walk in and ask, ‘what is this?’ We do a lot of business parties, weddings, bridal showers, rehearsal dinners, bereavements, a lot of events. It’s warm and inviting. That’s the number-one thing people say when they walk into that room.”

Easy Pickings

Jen Marion says the Willits-Hallowell Center can provide any type of party setup, but buffets are most popular right now.

Inviting is certainly a trait banquet facilities are aiming for, but so is convenience.

“We’ve done parties for a church group, insurance companies … parties ranging in size from 30 people to as many as 100,” Marion said of her facility on the scenic Mount Holyoke campus. “We have holiday packages, including hors d’ouevres, dinner, dessert, and coffee, and we’re happy to customize that for people with select menus and décor. You pick a menu and let the guests know, and we do the rest. It makes it easy in terms of planning. Usually one consultation appointment with me, and it’s over.”

Well, except for the actual party, that is. The season for celebrating is only beginning.

Joseph Bednar can be reached at [email protected]

Chamber Corners: Upcoming Events

By BusinessWest Staff October 21, 2014

Chamber Corners Departments

ACCGS
www.myonlinechamber.com
(413) 787-1555

• Oct. 29: ACCGS Western Mass. Business Expo Breakfast, 7:15-9 a.m., MassMutual Center, Springfield. Keynote Speaker: Gov. Deval Patrick. Cost: $25 in advance, $30 at the door. Reservations may be made online at www.myonlinechamber.com.

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

• Oct. 24: Legislative Breakfast, 7:15-9 a.m., hosted by the Lord Jeffery Inn, 30 Boltwood Ave., Amherst. Sponsored by Western Massachusetts Electric Co. Your chance to rub elbows with Amherst-area elected officials. Cost: $15 for chamber members, $20 for non-members. To RSVP, call Tammy-Lynn at (413) 253-0700 or e-mail [email protected].

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

• Oct. 23: Auction/Beer & Wine Tasting, 6-9 p.m., Delaney House, 3 Country Club Road, Holyoke. Cost: $35 pre-registered, $40 at the door. The public is welcome to attend and enjoy tastings from Kappy’s Liquors and Williams Distributing Corp., delicious gourmet food from the Delaney House, take some photos in the complimentary photo booth, and bid on many auction items, including gift baskets and gift certificates to area restaurants.
• Oct. 30: Taking Care of Business, Workshop 4, 9-11 a.m., Hampton Inn, 600 Memorial Dr., Chicopee. “How to Retain Your Top Talent.” Topics include recruitment and turnover costs, production loss, and retraining. Presenter: James Percy, Willard Financial Group, LLC. Cost: $20 for members, $30 for non-members.
• Nov. 7: CheckPoint 2014 Legislative Symposium, 11:30 a.m., hosted by the Log Cabin Banquet and Meeting House, Holyoke. The Greater Westfield, Chicopee, Holyoke, and South Hadley/Granby chambers of commerce will bring legislative leaders from Washington, D.C. and Boston to Western Mass. State House Speaker Bob DeLeo, state Senate President-elect Stan Rosenberg, and U.S. Rep. Richard Neal have agreed to participate, along with the entire House and Senate delegations from the chambers’ cities and towns. Cost: $50 for members, $60 for non-members. Registration and networking begin at 11:30 a.m., with lunch from noon to 1:30 p.m. From 1:30 to 3 p.m., a panel discussion will ensue with the state delegation, with questions from the audience, followed by a cocktail reception, which area mayors and town administrators will also attend. To register, call (413) 568-1618.

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

• Oct. 23: Workforce Training Speaker Breakfast, 7 a.m., hosted by Southampton Country Club, 329 College Highway, Southampton. Sponsored by Franklin/Hampshire Career Center and Batchelder Associates. Part of the Chamber’s Speaker Series 2014. Come and learn about available state funding for employee training and technical assistance for any size business. Breakfast includes coffee, tea, and juice station; scrambled eggs; French toast; sausage; home fries; assorted breakfast pastries. Cost: $15 for chamber members, $20 for non-members. Call the chamber to sign up. Seating is limited.
• Nov. 1: 14th Annual Sock Hop Bowl-A-Thon, 3 p.m. and 6:30 p.m., hosted by Canal Bowling Lanes, 74 College Highway, Southampton. Sponsored by TurningLeaf Design and Easthampton Savings Bank to benefit the Chamber’s downtown holiday-lighting fund. Free pizza for bowlers, raffles, contests, and lots of fun. Music by DJ Fred. Donations accepted for raffle at each session. Cost: $100 per five-member team. Lane sponsorships: $50. For more information or to enter, call the chamber.
• Nov. 4: GRIST (Get Real Individual Support Today) meeting, 9-10 a.m. at the chamber office. Speaker: Ruth Griggs of RC Communications, on “Marketing Planning 101.” Cost: free, but attendees are asked to RSVP.

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

• Nov. 7: CheckPoint 2014 Legislative Symposium, 11:30 a.m., hosted by the Log Cabin Banquet and Meeting House, Holyoke. The Greater Westfield, Chicopee, Holyoke, and South Hadley/Granby chambers of commerce will bring legislative leaders from Washington, D.C. and Boston to Western Mass. State House Speaker Bob DeLeo, state Senate President-elect Stan Rosenberg, and U.S. Rep. Richard Neal have agreed to participate, along with the entire House and Senate delegations from the chambers’ cities and towns. Cost: $50 for members, $60 for non-members. Registration and networking begin at 11:30 a.m., with lunch from noon to 1:30 p.m. From 1:30 to 3 p.m., a panel discussion will ensue with the state delegation, with questions from the audience, followed by a cocktail reception, which area mayors and town administrators will also attend. To register, call (413) 568-1618.

GREATER NORTHAMPTON CHAMBER OF COMMERCE
www.explorenorthampton.com
(413) 584-1900

• Nov. 5: November Arrive @ 5, 5-7 p.m., hosted by the Food Bank of Western Mass., 97 North Hatfield St., Hatfield. Sponsor: Homeward Vets. Cost: $10 for members, $15 for non-members.
• Nov. 12: “Creating an Online Marketing System,” 11 a.m. to 12:30 p.m., hosted by Greenfield Savings Bank, Community Room, 325 King St., Northampton. Sponsor: Tina Stevens 470. Speaker: Tina Stevens. Topics will include maximizing your online messages, effectively using calls to action, understanding the flow of search, setting goals and expectations, understanding the return on investment of online marketing, and developing a plan. Cost: $20 for members, $25 for non-members.
• Nov. 14: “Tips, Tricks, & Shortcuts,” 9-11 a.m., hosted by the Greater Northampton Chamber of Commerce, 99 Pleasant St., Northampton. Sponsored by Pioneer Training. Speaker: Don Lesser. This workshop will present our favorite tips, tricks, and shortcuts that we have collected and developed over 15 years of teaching and using Microsoft Excel. Cost: $20 for members, $25 for non-members.
• Dec. 10: Joint Chamber Mixer for Greater Northampton and Amherst Area chamber members, 5-7 p.m., hosted by the Lord Jeffrey Inn, 30 Boltwood Walk, Amherst. Sponsored by Florence Savings Bank. Cost: $10 for members, $15 for non-members.
• Dec. 15: New Member Orientation, 3-4 p.m., hosted by the Greater Northampton Chamber of Commerce, 99 Pleasant St., Northampton. This is the chance to tell us more about your business and how the chamber can best serve you. Cost: free.

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

• Nov. 3: Mayor’s Coffee Hour, 8-9 a.m., hosted by Holiday Inn Express, 39 Southampton Road, Westfield. Additional information will be posted as the event draws near. For more information, Call Pam at the Chamber office, (413) 568-1618.
• Nov. 12: After 5 Connection, 5-7 p.m., hosted by Riverbend Medical Group, 395 Southampton Road, Westfield. Additional information to be posted as the event draws closer.

PROFESSIONAL WOMEN’S CHAMBER
www.professionalwomenschamber.com
(413) 755-1310

• Oct. 29: Western Mass. Business Expo Luncheon, 11:30-1 p.m., MassMutual Center, Springfield. Featuring Patricia Diaz Dennis, former senior vice president and assistant general counsel of AT&T and former White House presidential appointee. Tickets: $40. Make reservations online at www.myonlinechamber.com. This Luncheon is included in the PWC Luncheon Season Pass, but reservations are required.

SOUTH HADLEY/GRANBY CHAMBER OF COMMERCE
www.shchamber.com
(413) 532-6451

• Nov. 7: CheckPoint 2014 Legislative Symposium, 11:30 a.m., hosted by the Log Cabin Banquet and Meeting House, Holyoke. The Greater Westfield, Chicopee, Holyoke, and South Hadley/Granby chambers of commerce will bring legislative leaders from Washington, D.C. and Boston to Western Mass. State House Speaker Bob DeLeo, state Senate President-elect Stan Rosenberg, and U.S. Rep. Richard Neal have agreed to participate, along with the entire House and Senate delegations from the chambers’ cities and towns. Cost: $50 for members, $60 for non-members. Registration and networking begin at 11:30 a.m., with lunch from noon to 1:30 p.m. From 1:30 to 3 p.m., a panel discussion will ensue with the state delegation, with questions from the audience, followed by a cocktail reception, which area mayors and town administrators will also attend. To register, call (413) 568-1618.

Tickets Selling Fast for Habitat for Humanity Fall Feastival on Nov. 6

By BusinessWest Staff October 17, 2014

WEST SPRINGFIELD — A limited number of tickets are available for the 14th annual Fall Feastival benefiting Greater Springfield Habitat for Humanity. The event takes place Thursday, Nov. 6 from 6 to 9 p.m. at Springfield Country Club, 1375 Elm St., West Springfield. Courtesy valet parking is available.

The evening features a lavish menu provided by 12 of the area’s most popular restaurants, including Chez Josef, the Country Club of Wilbraham, Elegant Affairs, Heartfelt Fine Gifts, Lattitude, theLog Cabin/Delaney House, Nadim’s Mediterranean Restaurant and Grill, Pintu’s Indian Palace, Springfield Country Club, Tekoa Country Club, the Latin Gourmet, and the Magic Spoon.

Guests will have an opportunity to bid on silent and live auction items, including a Naismith Memorial Basketball Hall of Fame dinner for six prepared by Steve Jackson, former chef for the Chicago Bulls; a one-week Florida escape with four Disney one-day park-hopper passes; Red Sox/Yankees tickets in the Jim Beam Suite at Yankee Stadium; four VIP tickets and backstage passes to the Dropkick Murphys’ St. Patrick’s weekend concert at the House of Blues in Boston; a Napa getaway for two with luxury timeshare condo accommodations; and a backyard barbeque package catered by Log Rolling (Log Cabin/Delaney House) with musical entertainment provided by Pridefalls.

The event’s Gold Sponsor is Babson Capital Management, LLC, while the Silver Sponsor is PeoplesBank. Bronze Sponsors include Consigli Construction; Freedom Credit Union; the Home Builders and Remodelers Assoc. of Western Mass.; Hastings; Meyers Brothers Kalicka, P.C.; Nicholas LaPier CPA, P.C.; TD Bank; and TNG General Contracting. Additional sponsorship opportunities are available by contacting Jeff LaValley at (413) 739-5503, or [email protected].

Tickets cost $75 per person and are available by registering securely online using a credit card at www.habitatspringfield.org, or by calling (413) 739-5503.

In recognition of the 14th annual Fall Feastival, and of 27 years serving the community and aiding 58 families through home ownership and home-preservation opportunities, Springfield Mayor Dominic Sarno has proclaimed Nov. 6 Greater Springfield for Humanity Day.

Community Spotlight: Williamstown

By BusinessWest Staff October 7, 2014

Banking and Financial Services Sections

Williamstown Officials Look to Drive Development

From left, Select Board Chair Ron Turbin and Selectmen Hugh Daley and Andy Hogeland enjoy the weekly Williamstown Farmer’s Market.

Hugh Daley doesn’t mince words or spare any hyperbole when he talks about all that Williamstown has to offer visitors and residents alike.

“It is so beautiful that, once people move here, they never want to leave,” said Daley, one of three selectmen serving this picturesque community in the northwest corner of the Bay State. “You can hike in the morning, spend the afternoon in a world-class art museum, and have a nice dinner without ever having to get in your car.”

Andy Hogeland, another selectman, was equally descriptive. “People can go to the farmer’s market for fresh produce and community conversation, then walk to see the Magna Carta exhibit at the Clark Art Institute, or attend the Bluegrass Festival in North Adams,” he said during an interview late last month.

And board Chair Ron Turbin isn’t shy about extolling the town’s virtues either, noting that its elementary school is a state-of-the-art green building, and the Massachusetts School Building Authority recently approved a feasibility study to renovate or rebuild Mount Greylock Regional High School, which serves Williamstown and Lanesborough.

But all three elected leaders are quick to note that this community is lacking something — an economic-development plan. “About 10 years ago, an ad hoc committee was formed to focus on economic development, but nothing much happened,” Turbin said.

That is about to change, though, because Daley and Hogeland have spent the past four months working on a plan to foster growth. They were elected to the board in May after two longstanding members retired, and are adamant about pursuing options that will revitalize the town by encouraging business expansion and increasing the number of young families who live there.

“We want to encourage new investments and get more businesses to move here,” Daley said. “The area offers great appeal, and we are formulating a plan to identify the type of businesses we hope to attract; we need to figure out who our audience is so we can pitch Williamstown to them.”

Such action is particularly important now because the town’s population is shrinking, and many residents are growing older, which is occurring in many neighboring communities in the Berkshires as well.

However, it became more evident earlier this year when the Berkshire Regional Commission released demographic data showing that, although Williamstown is a college town (it is home to prestigious Williams College), its overall population is graying, and with some potential economic consequences.

“If we don’t start working on economic development and regenerate our population, we will become even smaller, and 20 years from now the town may not offer the same opportunities we have today,” Daley said, adding that jobs are needed so young people will feel confident they can move to the area and thrive.

Hogeland recently met with the economic-development director from North Adams, where a “Vision 2030” master plan has been adopted, and says he plans to stage additional meetings with other town economic directors to share and compare ideas.

“We can learn from each other,” he said. “The towns in Berkshire County need to be less competitive between themselves and more complementary so they can team up and market themselves to the broader community, which includes promoting tourism on a regional basis.”

He pointed to examples where it is already happening, such as a partnership between the Clark Art Institute and the Massachusetts Museum of Contemporary Art in North Adams. Bus service was instituted between the museums a few months ago, Hogeland said.

He told BusinessWest that Williamstown’s new plan will have several themes, and efforts to increase tourism will be high on the list. “Town officials will strive to promote the town’s attractions so guests will stay in the area longer,” he noted, adding that a group of volunteers has already developed a new website, www.destinationwilliamstown.org, which lists myriad cultural events in Berkshire County.

Hogeland and Daley also want to pursue greater access to broadband connectivity so families and individuals who want to live in Williamstown and work remotely will have the power they need. “It will give them the best of all worlds,” Hogeland said.

New Initiatives

The selectmen noted that several new housing projects are underway, which will increase options available to prospective residents and those who already live there.

The first is Cable Mills on Water Street, which will be a community of 82 new and renovated mixed-income homes. Units will range from lofts and flats to townhouses and single-family-style duplexes created through an adaptive reuse of three historic mill buildings and a number of carefully designed new homes, all set on a nine-acre site.

“It’s a very interesting project and a great regenerative use of an old industrial site that is within walking distance to downtown,” Daley said.

When the project is complete, Hogeland added, it will benefit existing businesses on Spring Street, and may also promote additional development on Water Street, which is already home to three restaurants, two art galleries, and a new retail store.

Earlier this year, he went on, the downtown area, which includes the dramatically expanded Clark Art Institute, was designated as a Massachusetts Cultural District. It includes Spring Street and the upper part of Water Street, and town officials hope it will help their efforts to draw more people downtown and promote events in Williamstown.

“We would also like to create an attractive walkway between Water Street and Spring Street, which are connected now by Latham Street,” Turbin said, adding that the Mass. Dept. of Highways is also scheduled to repave Water Street and some sidewalks.

Hogeland believes the relatively inexpensive cost of living in Williamstown helps make it an ideal setting for businesses whose clients are elsewhere, such as Integrated Eco Strategy on Water Street, which does LEED-certified work.

Turbin agreed. “The only thing we don’t have here is traffic,” he said.

The second initiative, which is a new housing complex for seniors, will replace affordable housing that was lost when Tropical Storm Irene flooded Spruces Mobile Home Park.

“The park had about 300 residents, many of whom were elderly,” said Turbin. “There are still about 40 mobile homes there, but most of the residents were displaced. We are committed to providing replacement housing for them, which is important, as the park is in the flood plain and will be closed in another year.”

A grassroots organization called Higher Ground, which began in the churches to collect money for displaced residents of the park, came up with the concept for the new complex, called Highland Woods, and construction has begun on land donated by Williams College.

“Highland Woods will contain 40 units,” Turbin told BusinessWest. “It has come about as a result of a true partnership between three nonprofit organizations, which include Higher Ground, Berkshire Housing Development Corp., and Boston’s Women’s Institute for Housing and Economic Development, who are working on it with support from the town.”

Daley agreed. “It’s a reuse and redevelopment of existing space, which we want to focus on in order to protect and preserve the natural beauty of our town,” he said.

In addition, Berkshire Housing Development Corp. and Boston Women’s Institute for Housing and Economic Development are also studying the best way to convert the former PhoTech mill property on Cole Avenue into housing. The property has been a vacant eyesore for at least 15 years.

“They are the lead developers and will figure out how many units could fit here and how much it would cost to bring the project to market,” Daley said. “There were proposals for the site in the past, but they never came to fruition.”

Preservation efforts were also furthered two years ago when the town created a new agricultural commission. “We want to preserve opportunities for farmers to prosper and promote the sustainable agriculture that already exists in Williamstown,” Turbin said.

Work in Progress

The new economic-development plan will include proposals to promote business growth as well as welcome new companies to town, and officials say there is space for start-ups along with larger firms.

Williams College owns much of the property on Spring Street and leases second-story office space to commercial enterprises. There are also three sites available on Route 2, which include a plot of land and two empty buildings.

One of those properties is the former Williamstown Financial Center, a 16,000-square-foot, state-of-the-art building in an attractive location, with parking, that has been vacant for about a year and is for sale, Daley said.

The second site is a 3,500-square-foot office condo, and Daley said space is also available in a building on Spring Street whose landlord rents to small businesses that share amenities, such as a conference room. “We feel we can help companies grow from home-based businesses into firms with offices,” he noted.

An additional 1.2-acre site at 59 Water St., which housed a town garage in the past, is also available and is zoned commercial.

Hogeland said town officials will refine the economic-development plan they are developing with feedback from the public, which they hope to receive at several community forums that are in the planning stages. “We need to find out what people here want and need, and we hope the new plan will encourage residents to get involved in the community,” he said.

However, the first draft will be presented to the selectmen this month.

“We want to protect the current economy, enhance and entice new investments from existing businesses, and augment what we have by getting new people and businesses to move here,” Hogeland told BusinessWest.

The selectmen said Williamstown benefits from a very active chamber of commerce and generous support provided by Williams College. In addition to donating land for Highland Woods, the college donated $1.5 million to help pay for the elementary school, helped fund a new youth center, and held a business-plan competition last winter for its students that gave winners seed money to start new businesses in Williamstown.

“The town and the college work together whenever our interests align, and it supports our community projects at all levels,” Hogeland said. “We have a lot of professors on our boards, and the college has work-study programs in our schools,” including one called Reading Buddies.

Bright Future

Hogeland owns a manufacturing company in North Adams and believes other business owners may want to settle in Williamstown and enjoy its many offerings, even if their business is located elsewhere in Berkshire County.

“We have everything — good quality of life, access to a high-quality educational system, culture, and hiking trails,” he reiterated. “The pursuit of an economic-development plan is a great step forward for the town.”

Williamstown at a glance

Year Incorporated: 1765
Population: 7,754 (2010) 
Area: 46.87 square miles 
County: Berkshire 
Residential Tax Rate: $15.28 
Commercial Tax Rate: $15.28
Median Household Income: $40,223 (2010) 
Family Household Income: $70,000 (2010) 
Type of government: Town Manager, Board of Selectmen
Largest Employers: Williams College, Steinerfilm, Town of Williamstown

* Latest information available

The IRS and Form 1099-K

By BusinessWest Staff September 23, 2014

Government Secrecy on Cash and Credit Transactions Is Troubling

By PAUL MANCINONE

Back in May 2013, our firm wrote an article for Accounting Today, “Taxing Times for the Restaurant Industry.” We followed that up with another, “Taxing Times Two for the Restaurant Industry,” which was published last month. Most recently, the Kiplinger Tax Letter contacted us, and we shaped the 1099-K paragraphs published in the Aug. 29 issue of its biweekly Tax Letter. These articles focused on the use of Form 1099-K, the IRS-mandated procedure for reports issued by credit-card companies to taxpayers that accept credit cards for payment, which we’ll attempt to summarize herein.

While the articles were focused on the restaurant industry, an area where we do a lot of representation work, the issue is not at all exclusive to any particular industry, although the IRS and the Massachusetts Department of Revenue (DOR) do target restaurants heavily. This trend involves any retail enterprise that collects its revenues in both cash and credit-card transactions. Any small business that accepts cash and credit cards as payment is a potential target.

If you aren’t familiar with Form 1099-K, you should be. According to the IRS, “the 1099-K is an IRS information return for reporting certain payment transactions to improve voluntary tax compliance.” That’s for sure! The IRS has a mechanism to compare Form 1099-K to gross receipts reported on a tax return, which is then used to create audit leads.

As an example, let’s again look at the restaurant industry. Let’s say there are two restaurants, located in the same geographic area, both with $1 million in gross receipts. Restaurant 1 has 75% in credit-card sales, while Restaurant 2 has 95% in credit-card sales. The IRS and the state DOR can now very easily see that Restaurant 1 does 25% of its sales in cash, and Restaurant 2 does only 5% of its sales in cash. No need to guess which restaurant here is the audit lead — it’s Restaurant 2.

This type of analysis is happening right now, to all types of closely held retail enterprises, such as hair salons, restaurants, hardware stores, jewelers, ski shops, grocery stores, you name it. The IRS is compiling the data it receives from tax returns from these various industries, obtaining an acceptable ‘range,’ and using the data to compare with retail establishments that appear to be reporting less than what the IRS believes to be their fair share of cash sales, and going after them.

But what is a reasonable percentage of credit-card sales for a particular industry? If an auditor says, “your client’s credit-card-to-gross-receipts percentage is too high,” i.e., meaning not enough cash reporting, that is based on what authority? I would suggest that the 1980s are long past, and plastic here to stay. Everyone reading this knows the prevalent use of credit cards, even at low-price-point establishments like the local donut shop, where cash was king just 10 years ago. Yet, this is an audit approach used by the IRS and the DOR. Even worse, tax representatives, as well as all the targeted industries, are fighting with one hand tied behind their backs, and here’s why.

We submitted a Freedom of Information Act request to the IRS, specifically requesting research data related to credit-card-to-gross-receipts percentage as it relates to the restaurant industry, preferably allocated by region, if at all possible. Oh, we got an answer, all right. Our “request was denied for law-enforcement purposes.” So not only is the IRS targeting closely held retail establishments, using this 1099-K analysis as its tool, but it’s not going to share the results of its studies, which, by the way, were gathered from tax returns of U.S. taxpayers.

I believe this was very unfortunate, but not much of a surprise. The IRS is a little weak in public opinion right about now, and not exactly transparent. But this secrecy is shortsighted. Taxation in the U.S. is getting increasingly voluntary as the IRS gets its funding scrutinized (and diminished) in the wake of the Lois Lerner fiasco. One would think that releasing this data would be a wonderful aid. At least then it would get a dialogue going between accountant and business owner.

Maybe there are valid explanations for a high credit-card percentage. And if there isn’t a good explanation, having access to this ‘secret IRS data’ may raise revenues for the U.S. Treasury, as errant retail establishments can pay more attention to their income reporting (i.e. self-audit). The IRS refusing to reveal this data does nothing to help the voluntary compliance that is unquestionably more necessary with the IRS’s limited resources.

Maybe a business has been subject to theft — less cash. Perhaps it’s in a business area with patrons using credit cards almost exclusively — less cash. There are myriad explanations to address a variance. But there is no way to know if there is a variance if the IRS is not forthcoming with benchmark data.

I believe that this type of information will eventually be released via litigation. It seems to me that, at a tax-court adjudication level, if a taxing authority uses a credit-card-to-gross-receipts test as part of its analysis, that data will need to be produced at the litigation level and subject to review by the opposing side.

For retail establishments that find my thoughts a potential concern, I would urge them to get into contact with their trade associations to request this information and publish it for its members. From my experience, no one has as of yet. It is as important, if not more so, than the other multitude of trends these associations release — the vast majority of which are interesting, but much less relevant to income taxes.

We also urge the IRS to reconsider its poor decision to refrain from releasing this data, gathered from taxpayers, for the benefit of taxpayers.

Paul L. Mancinone is president of Paul L. Mancinone Co., P.C. in Springfield; (413) 301-8201.

Big Picture

By BusinessWest Staff September 23, 2014

Commercial Real Estate Sections

Art and Commerce Intersect at Thriving 1350 Main Street

Evan Plotkin says 1350 Main Street, with its robust leasing activity and artsy “vibe,” is a microcosm of what could happen across downtown Springfield.

There’s an art and science to marketing commercial real estate. In some cases, lots of art.

Take 1350 Main Street, or One Financial Plaza, in downtown Springfield, which was recently branded the MassLive Building after its newest tenant, which is leasing 11,000 square feet of space and paying for the right to emblazon the tower with its logo. MassLive is among several companies and colleges that have recently forged deals at 1350 Main, drawn by its location, its noteworthy art galleries (more on that later), and what Evan Plotkin describes as a palpable “vibe” at the site.

“One of the fascinating things about this building is that it represents, in my mind, a microcosm of an economic-development concept that is arts-driven,” said Plotkin, president of NAI Plotkin, which co-owns the property. “When we acquired this property in 2007, the storefronts [on the first floor] were empty. We made major improvements in the plaza, including bringing the fountain back, putting in benches, and creating an environment conducive to gathering.”

That’s quite a contrast to seven years ago. When NAI Plotkin invested in 1350 Main, occupancy was 34%, the café now in the lobby was just a dark space, and there wasn’t much reason anyone would want to be on the property if they didn’t work in the tower, he said. “Most companies we approached said there was not enough foot traffic, and they would not be willing to make an investment.”

But some of the more recent tenants — like the Baystate Innovation Center, which will move in around Nov. 1; Bay Path University, which leased space last year; 180 Fitness, which opened its doors on Jan. 1; and MassLive — say that’s changed dramatically.

“What I’m hearing over and over again is that what we’ve done here is build a community in this building,” Plotkin said. “That happens because we’re getting people out of their offices, and they’re able to interact with each other, and that’s how innovation happens. That’s why the Innovation Center, of all the places they could have gone, wanted to be here, because they felt it was right for innovators because of the vibe this place gives off.”

That vibe includes a unique collection of paintings, sculptures, and other works of art assembled by John Simpson, manager of the Hampden Gallery at UMass Amherst and an art professor in the Commonwealth Honors College at the university. He has been working with Plotkin over the past few years to bring art to 1350 Main, from the impressive ninth-floor art gallery to the myriad paintings decorating the lobby.

Plotkin has also revitalized the outdoor pavilion, not only with those aforementioned tables and fountain, but with regular music events. The Palazzo Café, opened in 2007, remains busy, and 180 Fitness has not only thrived in its new space, but is attracting people who have no other connection to the tower.

“We’re talking about marketing their membership to the new market-rate housing developments coming to downtown,” Plotkin said. “I’ve offered these types of opportunities so we can start connecting the dots downtown. We need to stop building silos and start looking beyond the walls where we live and work and realize we have this incredible, walkable city.”

And that, he told BusinessWest, is the real story of the newly christened MassLive Building — not the success of the tower itself, which has more than doubled occupancy in the past seven years, to 79%, but how it models the kind of vibrancy he envisions for the entire downtown area.

Framing the Issue

Plotkin placed 1350 Main in the context of a recently released report detailing a potential innovation district centered around Worthington Street and Stearns Square. “There are major improvements being proposed in that study that will ultimately attract restaurants and other retail to that dining district. That’s what we did here by improving the outdoor community space and creating vibrancy here.”

John Simpson, who curates the art at 1350 Main Street, has also painted a series of murals, like this one of B.B. King, on the walls of nearby 31 Elm St., bordering Court Square.

That included offering an extremely attractive rate to the Palazzo Café. “Someone had to prime the pump. We had to do something to increase the vibrancy in the area, knowing that a retailer was reluctant to take that kind of risk. A small business can’t afford to take the risk if there isn’t foot traffic. It’s incumbent upon private business and, I think, the public sector as well, to create an environment where people want to gather.”

It’s clearly working. “We’re getting companies — large, established companies — renewing their leases now, even when they have term left. They’re seeing the demand for the building and understanding that, as vacancy goes down and demand increases, rates usually go up.”

As for MassLive, “we’re happy to be identified with them. It’s a very positive organization, and it says a lot that the company wants to grow in Springfield. They can go anywhere they want, but their commitment to Springfield is important.”

Although it’s significant for the building’s branding, the MassLive lease is just one more in a string of deals, including Thing5’s occupancy of the entire sixth floor in 2012. “In the last three years, in a declining market, we’ve leased 90,000 square feet of space,” Plotkin said. “So I look at this as a microcosm of what is possible.”

He looks specifically to Stearns Square, a gathering place that the city is looking at as a linchpin of its innovation district. “The fountain hasn’t worked in 15 years, and the turf has been worn away by concerts, with no restoration to it. You have vacant properties all around.”

It will take investment — both from the city and private developers — to change the aesthetics and provide incentives to attract retailers and restaurants, and hopefully housing will follow, he explained. “There has to be that initial investment by the property owners and the city to make the infrastructure improvement.”

Simpson will continue his mural project and liven up this alleyway connecting Elm Street and State Street.

That will require the participation of organizations like the Springfield Business Improvement District, the Convention and Visitors Bureau, the mayor’s office, and other stakeholders, working together to promote the cultural assets of the city and continue developing the market-rate housing necessary to drive more retail, dining, and other business. “That’s what’s going to make site selectors look at downtown as a cool, vibrant place,” Plotkin said.

“It helps to have the other dynamics going on,” he continued, “with Union Station up there, the possibility of MGM coming in, and the sale of Morgan Square to a company that’s investing in market-rate housing. We have UMass downtown, Bay Path College, Cambridge College, NPR — all these companies and schools down here. Now you need to create an urban theme park — an urban campus, in the colleges’ case — where students and faculty leave their buildings. That’s a huge customer base, and they feel trapped in their buildings. We need to get them out.”

In other words, create foot traffic.

“To create an urban theme park, where you can access your cultural assets, you have to deal with people’s fear,” he continued. “But the more you engage people in walking, the more foot traffic you have, the less people are concerned about crime. You have fear when you have no people around, when you have vacant storefronts. People don’t want to walk on a block where they don’t see anyone.”

Art of the Deal

Plotkin and Simpson believe that art installations can go a long way toward creating an atmosphere where people want to be outside.

“John and I have been collaborating on public art for almost as long as I’ve been here, and it’s been a wonderful thing,” Plotkin said. “Even people who are not art aficionados can’t help but be taken by the beauty of our lobby and the paintings there. Then, when we take them up to the ninth floor, the incredible gallery up there, and they see the different conference rooms and a fitness center on the other side of the hall, people talk about mind, body, and spirit all here on one floor.”

The floor has become a popular spot for business meetings and school tours, but in 2007, it was considered a liability.

“That was a dark floor with a former call center and a cafeteria,” Plotkin said. “I was told by the appraiser, when I bought the building, that they deducted value from the ninth floor because of the cafeteria; the way it was laid out, it would cost so much to restore it to office use.”

Instead, he continued, “we have turned that space in to this beautiful asset which, if nothing else, has brought people here who would otherwise never see the building. We’ve created this vibe and this word of mouth about the building being such a cool place. Nobody has anything like this downtown. But I remind people that we’re trying to do this all over the downtown.”

Take neighboring Court Square, for example. During the Jazz & Roots Festival held there last month — an event that drew several thousand music lovers — Simpson painted a series of murals of musical icons on the black panels covering the darkened storefronts of 31 Elm St., a project that’s far from complete.

“Not a day goes by that people don’t thank us for doing it,” Simpson said of the public art displays he’s helped bring to 1350 Main and downtown in general. “A woman just told me it makes her day.”

It’s just one way the downtown can distinguish itself as a place people want to live, work, and shop, Plotkin said, noting that Springfield’s location at the center of the Knowledge Corridor, at the crossroads of Interstates 90 and 91, already make it an intriguing location for site selectors.

“But if we don’t have a city that people want to work in, if they say, ‘look, I don’t want to move to Springfield because I’m afraid there’s nothing to do,’ or any number of other reasons, that needs to change.

“The walkability of the city is what we have going for us, but we have blockages,” he added. “I use the analogy of a heart that’s pumping; if you have blocked arteries, you have extremities that aren’t getting oxygen. I would say that’s an example of what’s happening in many pockets of the city. It takes four and a half minutes to walk from here to the riverfront, but nobody talks about that; no one thinks of going there. We need to bring back these linkages and create walkability. If you don’t have walkability, people feel isolated.”

On the Horizon

Plotkin continues to work to fill that remaining 21% of the MassLive Building. For instance, he’s been talking to a video-game company interested in space. “They’re impressed with 1350 Main Street and the murals and sculptures all over.”

And he’s confident that the city and its developers will continue to work together in a holistic way to create the environment — the vibe — needed to keep drawing businesses and jobs downtown.

As one example, he cited MassMutual’s recent $5 million investment in the Springfield Venture Fund — an attempt to cultivate high-potential startups in the City of Homes — as an example of a proactive effort to keep talent local and stimulate the economy. “But that alone won’t do the trick. We need to create an environment downtown where people want to go. I’m seeing a huge uptick in rents. It’s working at 1350 Main, and it will work in other places. It’s not that complex — in fact, it’s very simple.

“At the end of the day,” he added, “we’re trying to get students who are graduating from the colleges up and down the Knowledge Corridor to say, ‘why not Springfield?’ By attracting retail, restaurants, coffee shops, we will generate the foot traffic to support other businesses. And it just builds on itself.”

Plotkin said he’s consulted with other property owners on how to bring art into their buildings, yet some people have wondered why he’d help rival real-estate owners accomplish something that already distinguishes his own tower.

“But it’s not about having exclusivity in having good taste in art; it’s about putting a mirror up and saying, ‘look, you can do this too,’” he said. “I hope other businesses downtown do this; imitation is the best form of flattery. Let’s talk about it so we’re not just an island here all by ourselves. We’re connected.”

Joseph Bednar can be reached at [email protected]

Community Spotlight: South Hadley

By BusinessWest Staff September 23, 2014

South Hadley Leaders Seek Rebirth of the Falls

Michael Sullivan says the Falls offers opportunities for investors, business owners, and developers.

Two years ago, South Hadley won a Communities by Design award from the American Institute of Architects, or AIA. In addition to the accolades, it earned town leaders a visit from a sustainable-design assessment team, which created a revitalization plan for the Falls section of town.

The committee that crafted the winning proposal is called the Rise of the Falls Facilitation Group, and part of its work involves implementing recommendations put forth in the report.

It has been updated with new ideas and adjustments, but the vision of a rebirth of the industrial neighborhood, which had fallen into a state of disinvestment, has become a focus for town officials.

“The Falls was once the center of life and commerce in South Hadley, and we want to restore that vibrancy today,” said John Hine, chair of the Board of Selectmen.

Frank DeToma agreed. “The Falls has enormous potential, and a lot of people are working to move the area toward that goal,” said the board’s vice chair.

The South Hadley Falls Neighborhood Assoc., which was formed two years ago in response to a recommendation by the AIA, has taken a proactive approach to improvement. It publishes a monthly newsletter, continuously lobbies the Select Board to take action that will help that section of town, and has created events that have brought thousands of people to the area.

Its efforts have been supplemented by the Rise of the Falls group, which is working to create a historic district in the neighborhood. Other initiatives are being undertaken by the four-month-old South Hadley Redevelopment Authority, which has been tasked with improving economic conditions in the Falls. The group has chosen a consultant to write a redevelopment plan, which it needs to move forward, and was in negotiations with the firm when BusinessWest went to press.

However, over the past year, these endeavors received a major boost from a number of noteworthy projects. A new library has been built at the corner of Main and Canal streets on a formerly vacant lot, and is slated to open this fall. Its brick façade is reminiscent of the industrial history of the Falls, and the public spaces inside have beautiful views of the Connecticut River.

The library is situated above a new, $12 million park slated to open this month. It is set on the banks of the river and overlooks the Holyoke Dam.

John Hine, left, and Frank DeToma hope the vibrant neighborhood that once existed in the Falls can be revived to meet 21st-century standards.

Work on the park began in April when the Texon factory building, which was an eyesore that had been vacant for 20 years, was torn down. “It was a very complicated demolition,” DeToma said.

But it is complete, and the park, which features a lookout platform, will be handicap-accessible and enhanced by attractive landscaping and plantings that will be installed in October.

Town officials don’t plan to hold a grand opening ceremony until next May, because the park must remain closed from Nov. 1 to April 1 due to a mandate by the Army Corps of Engineers. “But we will have limited access for special viewings if the conditions are right,” said Town Administrator Mike Sullivan. He explained that the park is being built by Holyoke Gas & Electric as remuneration to the town for using its half of the river, which came about through an agreement with the Federal Energy Regulatory Commission.

In addition to the breathtaking lookout platform, the park will feature walking areas and a quarter-mile pathway that will begin at the Vietnam Memorial Bridge.

“It is very much in keeping with the master plan of trying to link the village common with the Falls through a series of bike paths and walkways, and we are hoping that, in the future, this path can be linked to the beachgrounds below,” said Sullivan, adding that the town is working with the Pioneer Valley Planning Commission to create a comprehensive plan for a bicycle and pedestrian pathway.

“It’s all part of our efforts to redevelop the Falls,” DeToma said.

Innovative Measures

Work by the South Hadley Falls Neighborhood Assoc. is ongoing because it wants people to see what the Falls has to offer. The association has organized many activities, including a block party, a fall cleanup day, a tag sale, a winter luminary, and other social events.

The Falls Fest music festival, held at Beachgrounds Park in July, attracted more than 6,000 visitors, and Sullivan says the area has the potential to become a center for the arts.

“Many people don’t realize what a beautiful piece of earth it is,” he said. “It’s important for visitors to come here because there’s a rule of thumb that, if people visit a place eight times in a year who have not visited before, they are five times more likely to consider it as a place to live and establish a business.”

Other efforts to bring people to the Falls are being undertaken by the Rise of the Falls group. A few months ago, it met with representatives from the Bike/Walk Group, the Tree Committee, the Falls Neighborhood Assoc., and the Board of Health to discuss how to create a map that would showcase the walkability of the neighborhood. The meeting was fruitful, and maps will soon be published that will outline four self-guided walking loops.

Housing plays a vital role in revitalization, and officials are looking at opportunities to create a variety of new units. A property at 1 Canal St. owned by the town is large enough to house 14 units. “We think it would be an ideal place for commuter housing,” Sullivan said.

He explained that this type of housing, typically made up of apartments that contain 400 to 600 square feet, appeals to young people who are living at home but want to live independently while paying off student loans. “It’s an interesting new phenomenon and would be a way of putting more wallets in the Falls,” he said.

A developer wants to build three duplex homes very close together on Ludlow Street, and the former Carew Street School building, owned by Lake Star Development, could also be turned into housing. In addition, the town is working with the Pioneer Valley Planning Commission and the Department of Housing to create a 40R district that would increase the amount of land zoned for dense housing.

Currently, the Falls contains many two- and three-family homes. However, a number of owners had stopped renting their apartments, so last year the town held a symposium to educate them on best practices to attract good tenants.

“It was well-attended, and I think it made a difference,” Sullivan said. “If we can increase the number of people in the Falls, there will be a tipping point that makes it worthwhile for people to invest in small businesses, such as barbershops, dry cleaners, and the traditional services needed in a small village.”

Zoning changes may be needed, but the infrastructure is in place, and several initiatives are in the works, including an application for a grant that would make housing-rehabilitation funds available to qualified Falls homeowners.

The vision of recreating a walkable village will also be boosted, Sullivan said, when Amtrak’s Vermonter passenger train begins running from Springfield to St. Albans, Vt., because people from the Falls will be able to walk to the Holyoke station and go to New York or Montreal.

Another bonus is the fact that the Falls has a number of very successful restaurants, which officials say are an important part of creating a walkable, vibrant neighborhood.

“There is El Guanaco, the Vietnamese restaurant Sok’s, and Ebenezer’s, which has typical pub fare,” said DeToma. “Plus, The Egg & I and the Ruse are South Hadley institutions.”

Hine agreed. “The village has good bones. We just need to add meat and muscles to the skeleton that is there,” he said.

That will happen when new businesses make their home in the area. However, interest in the neighborhood is already beginning to rise. The new Patriot Care Corp. medical-marijuana cultivation center will create 30 jobs, and town officials have been working with other companies considering the location, Sullivan said.

Seemingly unlimited opportunity exists in a five-building complex on Gaylord Street that was once a bustling mill. “It has 270,000 square feet of unoccupied space, and some of it is in move-in condition; it would be ideal for a small manufacturer who needed 20,000 to 30,000 square feet,” Sullivan said, adding that Lake Star Development, which owns the property, is willing to subdivide it.

“We believe the complex is also an ideal area for startups or venture capitalists. One section contains 159,000 square feet that is wide-open space and could be converted to a research facility,” Sullivan said, adding that E Ink moved into a 45,000-square-foot space in a building there three years ago.

Potential also exists in the former library on 27 Bardwell St., and DeToma said residents have suggested ideas for the structure that range from a bed and breakfast to an art gallery.

Efforts are also being made to address neglected properties, and although Sullivan said some owners are less than cooperative, town officials believe their efforts will yield positive results.

“In the short term, it’s very painful as people shake their fists and call us names, but the reality is that, long term, it will result in a better appearance and draw more people who are willing to make investments,” he told BusinessWest.

Far-reaching Vision

Sullivan said South Hadley is using many tools to encourage investors, residents, and visitors to view the Falls as a great place to live and work.

“Everything we’re trying to do is inherently contained within the name of the committee, the Rise of the Falls,” he said. “And the area has so much to offer — riverfront property, a very affordable tax rate, and the influence of colleges and urban centers like Chicopee and Holyoke.”

DeToma agreed. “The Falls is getting lots of attention, and it’s going to pay off soon.”

South Hadley at a glance

Year Incorporated: 1775
Population: 17,514 (2010)
Area: 18.4 square miles
County: Hampden
Residential Tax Rate: $18.65 or $19.21
Commercial Tax Rate: $18.65 or $19.21
Median Household Income: $46,678 (2010)
Family Household Income: $58,693 (2010)
Type of government: Town Meeting; Board of Selectmen
Largest Employers: Mount Holyoke College, Loomis Communities, E Ink

Latest information available

Editorial

By BusinessWest Staff August 26, 2014

Opinion

In Pursuit of an Innovation District

Kevin Hively, one of the authors of a redevelopment plan for the area impacted by the natural-gas explosion in 2012 — and the streets surrounding the so-called ‘blast zone’ — hit the nail on the head while explaining why this plan is ambitious and why it will be quite challenging to convert into reality.

“We want to create an innovation district with a lot of energy and momentum taking place,” he told those assembled at a press conference earlier this month staged near where the blast took place. “But the fact of the matter is, innovation districts are driven by talent, and talent is driven by job opportunities and quality of life.”

Right now, Springfield can’t say it offers either one. And that’s why there’s not much talent here around which to create an innovation district.

But there is promise for both, and that is the city’s ongoing mission — to convert that promise into something tangible, something that will attract talent.

Backing up a bit, the report, called “The Worthington Street District Plan,” lays out not only what the city can do with the multi-block area in its central business district, but also the stern challenges that lie in the way.

Indeed, as Hively pointed out at the press event, probably every city in the country would like to create a thriving innovation district, but certainly not all of them can. To replicate, even on a much smaller scale, what has been accomplished in Cambridge, Silicon Valley, and North Carolina’s Research Triangle will take some luck, a good deal of patience, and, well, some innovation.

And the city is not exactly starting from a position of strength. While this area of the city has some assets, most of them — like Apremont Triangle, Stearns Square, the existing entertainment district, and Union Station — are not going to attract that aforementioned talent, at least not in their current form.

But there is some momentum in a few key areas — promoting entrepreneurship, opening up avenues to capital, and promoting innovation. This momentum is best exemplified in initiatives like Valley Venture Mentors, which encourages entrepreneurship and helps fledgling businesses get off the ground; the Baystate Innovation Center, described as a mix between an incubator and an accelerator now taking shape in downtown Springfield; and Tech Foundry, which is billed as a training ground for those who might enter the technology field.

And there are other positive developments, such as the new UMass Center at Springfield in Tower Square and the potential for a casino in the South End.

But as Hively pointed out, talent is driven by job opportunities and quality of life. Springfield can’t match Cambridge, Boston, or San Francisco, or even Providence or Lowell at this time.

It must do something about both crime and the perception of crime, foster the development of more restaurants, shops, and cultural attractions, and, above all else, help create attractive places for people to live.

At the moment, there is a distinct lack of people who have a desire to live, work, or start a business downtown, and this is the equation that simply must change.

How? That’s the $64,000 question. Most observers say you can’t just build housing and then hope eateries, clubs, and shops will follow. Likewise, you can’t — or shouldn’t — open those businesses until you are sure there is a critical mass of people with disposable income to support them.

Is an innovation district possible? Of course it is. Is it doable in Springfield? Perhaps, but, then again, most every city has tried or is trying to create one, and success has been hard to come by.

One thing is for sure. There is little, if any, time to waste, and the city will have to be energetic and imaginative if it is going to attract the talent needed to make an innovation district thrive.

At the Crossroads

By BusinessWest Staff August 26, 2014

At a Time of Change in Retail, Holyoke Mall Marks 35 Years

Holyoke Mall General Manager William Rogalski

When the Holyoke Mall opened in the Ingleside section of the city in 1979, shopping malls were the hottest trend in retail.

These days, as the center celebrates its 35th anniversary, they’re anything but, losing ground to online retail options and smaller shopping centers. But Holyoke Mall remains a draw, said General Manager William Rogalski.

“Certainly, our traffic is good. In recent years, sales have fluctuated with the economy, but we’re still a significant part of people’s shopping experience,” he told BusinessWest. “Online shopping does affect us, but I’m still of the belief that people still like to see it, touch it, feel it, and try it on before they buy.”

To get shoppers inside the mall, though, variety and a fresh experience are key — part of the mall’s mission to get visitors to “stay longer and shop more,” to quote an oft-repeated mantra at Ingleside.

“We’ve always tried to be a shopping center where everyone can go, from the high end — like Apple, Sonoma, Pottery Barn, and a new store opening up, Michael Kors — to traditional retail tenants, to value tenants like Burlington Coat Factory and everything in between,” said Rogalski. “That’s what makes the difference for people here — there’s something for everyone.”

The fact is, despite the surge in online retail, consumers still visit brick-and-mortar stores for the vast majority of their shopping, according to a 2013 Nielsen report titled “Brick by Brick: The State of the Shopping Center.”

“Shopping centers aren’t just places to buy things,” the report notes. “They’re social centers, places for entertainment, and employment hubs. They’re also transforming what consumers can expect from a shopping experience.”

With the increasing diversification and aging of the U.S. population, the report continues, the line between shopping, entertainment, and community building has blurred, and this blending of experiences has created an opportunity for retail centers to strengthen social ties within communities that are looking for communal experiences.

“It’s a gathering point, even for people who don’t even shop, like mall walkers; for them, it’s a social experience,” Rogalski said. “And it’s nice to have them. Frankly, they’re a good source of information. They’re here every day, as we are, but we don’t see everything. In some cases, they become our eyes and ears. We’ve made some relationships, made some good friends.”

The goal of any mall, of course, is to ring up sales, and to that end, Rogalski — and Pyramid Management Group, which owns Holyoke Mall and 19 other properties in Massachusetts and New York — are not sitting on past laurels, instead moving forward with a series of renovations and possible future additions to keep the crowds coming back and spending money.

For this issue, Rogalski — a West Springfield native who actually worked at the just-opened Holyoke Mall in 1979, at Blake’s department store — sits down with BusinessWest to discuss some of those changes, and why he believes malls are far from irrelevant in the 21st century.

The Mall’s Changing Face

Signage goes up at Holyoke Mall in 1979.

At its opening, Holyoke Mall was one of the largest shopping centers in the Northeast, with 125 stores covering 1.1 million square feet and surrounded by 5,000 parking spaces. Today, almost 200 stores (counting kiosks) sprawl across 1.6 million square feet of shopping space, and the construction of additional parking garages has expanded vehicle capacity to 7,052.

But the mall still needed some work, said Rogalski, who has managed the facility for a dozen years. “We’re working on a major renovation now, retiling the whole center. We’re redoing the wood trim, replacing the wooden handrails with metal handrails, upgrading restrooms, and putting in a new guest-services area.”

Other changes will include refacing the mall’s signature glass elevator, new directional signage in the hallways, a continuation of energy-efficient lighting upgrades, new interior landscaping, and what’s known in the industry as ‘soft seating areas’ to help guests relax and extend their stay.

“It’s a pretty significant renovation. People will notice,” Rogalski said, adding that the work is largely taking place overnight so as not to disrupt shoppers. During BusinessWest’s visit, much of the the top floor had been torn out, awaiting new white tile, and fire alarms were being tested in the future location of Michael Kors.

He added that customer feedback has guided some of the changes, and mall management is also listening when it comes to future additions — including, perhaps, a movie theater. The Ingleside Eight Screen Cinema, which opened in 1979 and was located downstairs, beside the current food court, was shuttered in 1998.

“Of [Pyramid’s] 14 enclosed centers, we are one of two that does not have a movie theater. That’s definitely in the cards somewhere down the road for us,” he said, noting, however, that the mall is currently about 95% leased. “In one regard, that’s a good thing. But in another, it’s not so good, because we need to create space to include a movie theater. We’d be fine from a parking aspect; it’s a matter of getting contiguous space to do a theater.”

Pyramid is exploring other entertainment options as well, Rogalski added. “There’s always a buzz that gets created when we bring in new stores, restaurants, or entertainment. A lot of the changes happen gradually, but it’s always good to add new blood.”

Holyoke Mall, which attracts between 18 million and 19 million visitors a year, saw a downturn when the economy went south six years ago, but the hit wasn’t as severe as it was for retail centers in other regions.

“That’s probably more a reflection of Western Mass. as a whole as related to the general economy. Maybe because it’s our Yankee roots’ we’re a bit more conservative,” he noted. “When the nation is on a high, we don’t hit the high peaks; we roll a little bit below that. And when the nation hits lows, we roll a little bit above that; we skew more along the center line and don’t waver too far. That’s not to say we don’t have ups and downs, but they’re not as dramatic.”

Rather, the dramatic shifts come with the seasons, especially the holiday rush, from Thanksgiving through New Year’s Day, when many retailers find out whether they will turn a profit for the year.

“We’re in our second-best season now, back-to-school time,” Rogalski said. “Then we’ll have a little dip, accentuated by having the Big E for three weeks, drawing everyone’s attention. We certainly don’t shut down, but we feel the impact. Then we ramp up for the holidays. It’s a critical time, and it has been extended with the advent of gift cards — now it really flows into the end of December and the beginning of January.”

He added that malls tend to be slaves to the weather, citing a downturn in sales due to this year’s harsh, extended winter. “That impacted spring sales because people just weren’t in the mood. That’s one thing we can’t control.”

Gauging the Future

There’s plenty that malls can control, however, and it’s critical that they keep an eye on trends that have battered some shopping centers and helped others.

On the plus side for Holyoke Mall is its enviable location at the crossroads of two major interstates. While malls located away from highways have struggled in recent decades, Ingleside’s location draws shoppers from as far away as New York to the west, Hartford to the south, Worcester to the east, and Vermont and New Hampshire to the north. “We are at the intersection of 90 and 91,” Rogalski said. “Pyramid definitely paid attention to Marketing 101: location, location, location.”

America’s first enclosed mall, Southdale Center in Edina, Minn., was a true innovation in the way it invited people to browse, eat, hang out with friends, or just wander about. Early malls encouraged walking by placing anchor stores as far apart as possible, forcing visitors to pass dozens of small shops.

The model caught on big time, and the number of regional malls more than doubled from 1973 to 2006, topping 1,500 nationally, according to CoStar Realty Information. But since 2006, only one traditional enclosed mall has been built, in Salt Lake City. Analysts point to a number of factors hurting enclosed malls, from the growing popularity of smaller outdoor shopping centers to the rise in e-commerce.

But Pyramid has been proactive with freshening up a number of its properties, Rogalski said, including Walden Galleria near Buffalo, N.Y., Destiny USA in Syracuse, N.Y., Palisades Center in West Nyack, N.Y., and, of course, Ingleside.

Of course, no property that’s been around as long as Holyoke Mall will look much like it did 35 years ago, if only because the retail world is constantly in flux. Of the original 125 stores at Ingleside, only a few remain, including anchors JCPenney and Sears, as well as American Eagle Outfitters, Deb, Foot Locker, General Nutrition, Kay Jewelers, Motherhood Maternity, and Radio Shack.

Enclosed malls have been hurt by the decline of traditional anchors; Holyoke’s other two original anchors, G. Fox and Steiger’s, are long gone. But at the same time, the definition of an anchor has broadened significantly, and Holyoke Mall now boasts 12 anchors after launching with only four.

“We were probably the first developer out there that saw value in bringing in big-box retail,” Rogalski said. “Some said it can’t be done, that they want to be in strip locations, pad locations. But now you see the Targets, the Best Buys, you see Babies R Us, Hobby Lobby, AC Moore, those type of retailers. We thought they would be successful in a closed shopping center, and they’ve been wildly successful.

“Sometimes it takes retailers a while to think out of the box and get them out of their comfort zone,” he said. “But, at the end of the day, this is the Northeast; we aren’t sunny and 70 degrees 12 months of the year. It’s a nice convenience for shoppers to have all this under one roof.”

That kind of convenience, he said, will continue to make the Holyoke Mall a destination, especially given its prime location at the crossroads of the Pioneer Valley.

“It’s easy to get to, easy to park, easy to walk,” Rogalski said. “It definitely is an attraction.”

Joseph Bednar can be reached at [email protected]

Communty Spotlight: Westfield

By BusinessWest Staff August 12, 2014

New Developments Send Westfield’s Spirits Soaring

Kate Phelon says a host of new restaurants and other new businesses are bringing a renewed sense of vibrancy to Westfield’s downtown area.

This summer, Westfield was ranked as a “City on the Rise” and one of the “Best Cities to Live in Massachusetts” on different websites. Officials are pleased by the accolades, and believe they reflect a number of dramatic changes that are attracting people to its shops, restaurants, and year-round events.

“It’s an exciting time for us due to new developments at the airport and the continued growth and revitalization of our downtown,” said Peter Miller, the city’s director of Community Development, who noted everything from a number of new restaurants in the central business district to a growth spurt at the municipal airport in the city’s north end.

The $80 million Great River Bridge project is finally complete, and Miller said it is significant because people avoided coming to the city for years because of the traffic congestion.

“Westfield had developed a reputation for being a traffic nightmare,” he said. “But we finally have a pattern that flows and is aesthetically pleasing. We’ve restriped and fully reconstructed our roads, we have new plantings and new sidewalks, and have renovated four parks. We also made a commitment to use the Park Square Green as a gathering space. It is the focal point of the city, and we are working to develop programs and community-based activities that will be held there throughout the year.”

Westfield-Barnes Regional Airport is also experiencing growth, and Miller said a $21 million resurfacing project of the 9,000-foot runway is complete. It was paid for by a partnership between the city, the state Aeronautics Commission, and the federal government.

In addition, Gulfstream Aerospace Corp., a unit of Virginia-based General Dynamics, has completed a $23 million expansion, which led to the creation of more than 100 new jobs. The Westfield location has also been chosen to service the new Gulfstream G650 aircraft, a twin-engine, $100 million corporate jet.

“When the company decided to expand, Westfield was one of four airports across the nation they looked at. It’s impressive that Barnes was chosen, and it put Westfield on the map for people who use corporate aircraft,” said Kate Phelon, executive director of the Greater Westfield Chamber of Commerce, as she explained that the area’s skilled workforce was a critical factor in the decision.

However, Miller said there are a number of other things that made the airport attractive. He cited its modern terminal, which was constructed in 2006, as well as the availability of 24/7 runway access and fire service, made possible through a partnership with the 104th Fighter Wing of the Massachusetts Air National Guard at Barnes.

“We’ve learned through this expansion that we can really position ourselves as a hub for aircraft maintenance and specialized services,” said Miller. “We’ve been building toward this for the last decade, but in the past we didn’t have the facilities to accommodate it. The runway and new terminal were the game changers.”

The change has sparked growth, and several developers and fixed-base operators have been expanding to accommodate the increase in traffic. “Rectrix and Whip City Aviation are also in the process of evaluating and expanding their hangar space,” Miller said.

In addition, Papp’s Bar & Grill opened at the airport several months ago. “It’s very unique and has an observation deck bar. We think it will attract more people to the airport and make them aware of how much activity is generated there,” he noted.

The city is also developing a new program at Westfield Vocational Technical High School that will train students for careers in aviation.

Phelon said a representative from Gulfstream is on the high school’s advisory board and has been instrumental in the creation of the program, which is important, because there are not enough skilled workers to fill available positions at Gulfstream.

“We’re still trying to identify a facility to house the program at the airport, but hope to launch it in the fall of 2015,” she explained. “It will be the third of its kind in the Northeast and will give students another choice of careers in a growing industry where they can get a job that pays well after graduating from high school.”

Takeoff Mode

The city’s downtown also boasts a number of new attractions, and the Hangar Pub & Grill, which opened during the first week in June, is thriving. “It has a great atmosphere and is a place where families and students can come together and enjoy themselves,” Miller said, adding that Westfield is its second location; the first is on University Drive at UMass Amherst.

Phelon also believes the restaurant will result in an increase in foot traffic downtown. “The Hangar is a well-known name, and we see it as a magnet that will drive traffic to our downtown and help other new businesses. It is so popular that some nights there is a line of people waiting outside the door.”

Other new, popular eateries include Wings Over Westfield, which opened in the former School Street Bistro building; Two Rivers Burrito Co.; and Clemenza’s Brick Oven Pizza.

However, there is still room for growth, and Miller said the city is hoping to attract other restaurateurs to the city. “The Hangar has demonstrated that there is an audience for new eateries.”

In addition, city officials are focused on filling empty commercial space that includes a full block on Elm Street. “We’re focusing on attracting investors from the region because they understand our market and culture,” Miller said.

Another development, finally coming to fruition after more than a decade of work, is the extension of the Columbia Greenway rail trail. “Westfield is the northern terminus of the trail, and this summer it will be extended into our downtown,” Miller said. “We’re looking forward to it, as we believe it will introduce an entirely new population to our shops, businesses, and restaurants.”

Phelon agreed. “Rail trails have become so popular that we believe it will inspire entrepreneurs and further economic development,” she said.

Other news includes a groundbreaking ceremony this month for a new, $7 million, 22,000-square-foot senior center being built on Noble Street, which will serve thousands of residents. It is expected to be completed next summer.

The city’s marketing tagline is “Business Focused, Community Driven,” while the chamber’s is “The Power of Community,” and Miller said the concept of community is something city officials take very seriously.

“We’re very fortunate to have a diverse group of people working toward the goal of creating a place where community matters, neighbors engage with each other, and people know each other,” he said.

Phelon concurred and said the chamber is using all its resources to promote activities and events that bring people together.

“We’re the only chamber of commerce in the area that hosts free, monthly coffee hours with the mayor,” she said, “which is a great opportunity for people to learn about what is going on in the city.”

Although the Westfield Business Improvement District dissolved earlier this summer, Miller said, “our message to businesses and the public is that the city and chamber stand committed to continuing the progress made in the past seven years. We will continue to raise the bar, and the social, community aspect of our city is being fostered through festivals, new restaurants, Westfield State University, and the efforts of our chamber.”

Two MusicFest concerts staged this summer each attracted more than 1,000 people, and local restaurants took advantage of available vendor space during the concerts, which created a festive atmosphere in the city.

Upcoming events include a MusicFest featuring a Beatles tribute band on Aug. 21, a fall street festival called Megaplanetpalooza on Sept. 20, a Haunted Chocolate Walk on Oct. 25, and a Lantern Light Parade Nov. 29, as well as an expansive, city-wide event titled “The Universe According to Josh Simpson,” which is ongoing through October and includes exhibitions of the glass blower’s work in galleries, banks, and restaurants, as well as demonstrations, a film series, lectures, raffles, and children’s activities.

Phelon said these events and others, such as Small Business Saturday, are advertised on the chamber’s website, through mailings, and in its newsletter. “We want to do all we can to support businesses and entrepreneurs who have taken a chance on our downtown.”

A partnership between the city and community radio station WSKB 89.5, which is operated by Westfield State University, kicked off in June and also serves to publicize local events.

“A different personality hosts the show every weekday between 6 and 8 a.m.,” Miller said. Officials from the city’s nonprofit organizations take to the air on Mondays and Tuesdays, Mayor Daniel Knapik is the host on Wednesdays and Fridays, and Patrick Berry from Westfield News Group is the featured guest on Thursdays.

“It’s a great way to learn about what’s going on in the community and gives people another way to interact,” Miller said. “The university approached us with the idea, and we were more than pleased to use the station to promote local events.”

Plane Speaking

Officials say Westfield is accomplishing its goal of becoming a vibrant community.

“There’s a synergy happening among the people who live and work here,” said Phelon. “Plus, Westfield is the only community in Massachusetts whose population has grown in every census conducted over the past 60 years. We’re also the largest city before you get to the hilltowns, and it may inspire growth when people come here, eat in our restaurants, and attend our events. We’re very proud of how our city looks, and with the upgraded traffic flow, it’s a great place to visit.”

Miller agreed. “We have a lot more to offer now,” he said, “than we ever had before.”

Westfield at a glance

Year Incorporated: 1669
Population: 41,094 (2010) 
Area: 47.3 square miles 
County: Hampden 
Residential Tax Rate: $18.18 
Commercial Tax Rate: $33.84
Median Household Income: $57,018 (2010) 
Family Household Income: $55,327 (2010) 
Type of government: Mayor, City Council
Largest Employers: Westfield State University, Noble Hospital, Savage Arms Inc., Mestek Inc., National Envelope
* Latest information available

Continuum of Care

By BusinessWest Staff August 12, 2014

Business of Aging Sections

Armbrook Village Helps Seniors Navigate Stages of Life

By JAMES PALEOLOGOPOULOS

Executive Director Beth Cardillo

In the sleepy northwest corner of Westfield lies a winding path marked by a sign that reads “Armbrook Village: A Senior Living Residence.” But that description only tells part of the story.

This modern, 109,000-square-foot structure, which looks like a recently finished condominium complex with its siding, flowerbeds, and bleach-white balconies, is part of a growing wave of senior-living communities that offers older citizens a variety of options along the continuum of aging, its 122 units encompassing independent living, assisted living, and what’s known as Compass Memory Support Neighborhood, which allows residents with memory loss to receive constant treatment and supervision in a secure setting.

The result is an interactive community in the best sense of the word, said Beth Cardillo, executive director.

“We’re not going to get any bigger; we were built to operate at a very manageable size,” she told BusinessWest, adding that the facility, which serves seniors from age 60 to 100, is nearly three-quarters full. “We know everyone in the building. We know everybody’s daughter and son, we know everybody’s grandkids, and we work hard to provide a community atmosphere.”

Armbrook Village was built by East Longmeadow developer Michael McCarthy, along with other investors, in 2012 after he saw the benefits his late mother, Jean, experienced at a senior-living residence in Springfield. However, without any background in elder care or independent-living arrangements, he hired Senior Living Residences (SLR) — a Boston-based company specializing in senior housing operations with a special emphasis on dementia and Alzheimer’s disease — to manage the facility.

Managing 12 communities from Boston to Milford, SLR is affiliated with Boston University’s Alzheimer’s Disease Center, and seven of the chain’s communities feature Compass Memory Support Neighborhoods. With most of the residences located in Eastern Mass., Armbrook Village is the only SLR community on the Bay State’s western region, but it operates with the same goal as all the company’s properties — providing cost-effective care to all residents, whether they’re living independently and going to work each day or need assistance getting up in the morning.

Modern Living

For those living in the studio, one-bedroom, or two-bedroom apartments, Armbrook provides perks that allow residents to be totally on their own, “but not completely,” Cardillo said. Those perks include services ranging from emergency pull cords in each unit to transportation to doctor’s appointments.

The facility also makes it a point of encouraging its residents to get out into the community by providing transportation to restaurants, symphonies, and museums, among other destinations throughout the year. Independent-living residents also have access to three meals a day, prepared with an emphasis on ‘brain-healthy’ foods, as part of Armbrook’s affiliation with BU’s Alzheimer’s Disease Center.

According to Cardillo, SLR emphasizes such a diet throughout its communities, with a number of menu items built around a Mediterranean diet of fish, whole grains, and other foods that are both nutrient-rich and contain omega-3 fatty acids, a fat believed to help reduce the risks of dementia.

“Our statistics show it’s good for the brain,” she said. “A lot of olive oil, a lot of vegetables, a lot of fish, a lot of chicken — all studies point to certain herbs and foods not curing dementia, but adding to the mix of prevention.”

Independent-living residents enjoy other amenities as well, with apartments equipped with kitchens, washers and dryers, and walk-in showers. The apartments are designed to be “desirable,” said Cardillo, breaking away from the past industry standard of small, converted rooms.

“Years ago, I think, when assisted living became popular, they were taking the place of older buildings, maybe a converted school, a converted monastery. So the rooms were a lot smaller,” she told BusinessWest. “But now, when families are starting to look for apartments for their elders, they’re thinking, ‘just because Mom is 90 doesn’t mean she has to live in a small apartment.’”

Meanwhile, assisted-living residents receive help with many activities of daily living. Among those services are assistance with getting up in the morning, showering, getting dressed, as well as help with taking medication. Three meals a day are provided.

“Our assisted living is almost the same, only a little bit smaller, because they don’t need a full kitchen because we’re supplying the meals,” she explained.

Then there’s the Compass Memory Support Neighborhood, which features everything found in assisted living, plus some additional services. A smaller neighborhood with 25 units, it’s “the world in a smaller place” for residents with certain memory-related disorders, Cardillo said. “It’s a world that’s easier to negotiate, and it’s filled with activities all day long.”

The rooms were designed to be compact, she continued, since a number of residents there have a hard time finding their way around in bigger spaces. At the same time, the neighborhood’s activity rooms were designed to be larger, allowing residents to conduct activities and ensure that they are not isolating themselves in their own rooms, but staying involved in the community.

“We know that, with dementia, structure and socialization are key,” Cardillo said. Part of that socialization includes bringing out residents for art, photography, and adult learning activities, said Brenda Lopes, director of the Compass Memory Support Neighborhood.

“Here at Armbrook, we do a lot of adult learning, including a program called Reconnections,” Lopes said. “In it, we bring the memory-support residents back into the past with, say, imagery of Frank Sinatra and the Rat Pack or from World War II, and it works to help them connect the past with the future.”

That, along with a number of individualized programs and daily exercise, are among the routines that not only keep the residents active but also work against the effects of dementia and Alzheimer’s.

To enhance their care of residents, SLR involves staff in joint training operations through Boston University and, in Armbrook’s case, participation in a graduate study program with American International College’s occupational-therapy students. Part of a research project conducted by the students, the goal is to have residents in the Memory Care wing increase their daily activities through interacting with music as the AIC students observe its effectiveness and results.

Making Westfield Dementia-friendly

As part of its efforts to improve life for people with memory issues, Armbrook has launched a campaign to make Westfield one of the first ‘dementia-friendly’ communities on the East Coast.

Specifically, inspired by the story of Watertown, Wis. and its own drive to make the town friendlier and safer to those who are experiencing dementia, Cardillo set out earlier this year to coordinate with businesses and departments across Westfield to create an environment where, if an individual with memory loss were to wander into a restaurant or other establishment, staff would know the right steps to handle the situation.

“We’re trying to have more people learn more about dementia, so that, say, if an 85-year-old woman walks into the bank and is very confused, the tellers will be able to know what to do, properly identifying any confusion or memory issues,” Cardillo said. “I would like to do trainings throughout the community and here at Armbrook to teach people a little more about dementia, so that they can embrace it and not be scared by it and have the resources to know what to do.”

In addition to local banks, grocery stores, and other places of business, Cardillo wants to include the city’s police and fire officials, who sometimes find themselves dealing with people, either on the phone or at a scene, with some form of memory loss.

Already, a “virtual dementia tour” has begun involving the Fire Department, said Cardillo, a short (10-15 minutes) explanation of the symptoms of dementia. Hoping to include Noble Hospital and the local senior center, among other organizations, she plans to produce a PowerPoint in the near future as she continues to meet with officials such as the mayor and Chamber of Commerce.

“It’s about giving people the tools they need in order to know what to do when they come across somebody with dementia,” she said — tools her team at Armbrook Village provide to residents every day.

National Retail Federation Launches Small Business Retail Council

By BusinessWest Staff July 30, 2014

WASHINGTON — The National Retail Federation today announced the formation of the Small Business Retail Council to organize, recruit, and engage Main Street merchants and independent community retailers in grassroots advocacy activities. The council will represent and be responsive to the needs, concerns and interests of local shops, and provide the association’s small business members a forum to discuss the most pressing public policy issues and priorities. “We are bringing together some of the retail sector’s best small business leaders to build upon their integral role in drafting and shaping public policy,” NRF President and CEO Matthew Shay said. “Working with our state retail association partners, we hope to amplify the voice of small retailers in advancing the retail community’s agenda. The Small Business Retail Council will enhance and strengthen the partnership between small business owners and NRF, and optimize industry engagement on our common goals.” The Small Business Retail Council will consist of two co-chairs that will lead a five-to-seven member steering committee that will identify priorities, propose strategies and solutions, and participate in the coordination of grassroots advocacy. Membership on the council will be comprised of independent retailers from around the country as well as small retailers that currently serve on the NRF board of directors, including Dave Ratner of Dave’s Soda and Pet City of Agawam, Massachusetts and Beth Aberg of Random Harvest, Inc. of Washington, D.C. NRF made the announcement during this week’s Retail Advocates Summit, its annual congressional fly-in. More than 150 large and small retailers and state retail association executives are in Washington to advocate on the retail industry’s public policy priorities. Issues discussed include the need to level the sales tax playing field between brick-and-mortar retailers and online sellers, effective patent reform legislation and continued reforms to the swipe fees structure. NRF is the world’s largest retail trade association, representing discount and department stores, home goods and specialty stores, Main Street merchants, grocers, wholesalers, chain restaurants and Internet retailers from the United States and more than 45 countries.

Buffalo Wild Wings to Open Chicopee Location

By BusinessWest Staff July 30, 2014