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Safety Net

Larry Borysyk takes Lucille Chartier’s blood pressure

Larry Borysyk takes Lucille Chartier’s blood pressure as she exercises in Holyoke Hospital’s cardiac rehabilitation gym.

 

Lucille Chartier had no idea she had heart problems until a day last October when she got out of the shower, began sweating, and felt like she was going to pass out.

“I knew something was really wrong,” said the 68-year-old Chicopee woman, who was diagnosed with a heart attack after an ambulance took her to the hospital.

While there, she was told about a cardiac-rehabilitation program in a gym, but wasn’t given much information, and since she had never exercised on machines, she was hesitant to sign up.

Several months later, she spoke to Larry Borysyk at Holyoke Medical Center (HMC), and after he explained its program in detail and why it was important, Chartier decided to give it a try.

That was two months ago, and today she would advise anyone who has had a cardiac event to take part in cardiac rehabilitation. She enjoys walking on the treadmill as well as the camaraderie between staff and participants, and says it has helped her gain strength and confidence.

Borysyk, cardiac rehabilitation counselor at HMC, said Chartier’s initial reaction was not unusual.

“Cardiac rehabilitation is life-saving, but it can be a scary adjustment for people who have never exercised in a gym, so we try to reduce their mental and physical stress,” he told BusinessWest, adding that individuals need to slowly acclimate to the equipment. Meanwhile, people who exercised on a regular basis before a cardiac event need to relearn what they can do, and how long and hard they can safely push themselves.

Exercise can be problematic because people can become hyper-vigilant after a heart attack and think any symptom is a precursor to another event. But cardiac rehabilitation can help them learn what is normal.

“Each participant is assessed by a nurse while they are exercising to make sure they stay within their limits,” said Kelley Weider, department director of Cardiac and Pulmonary Rehabilitation for Berkshire Medical Center, adding that patients are connected to wireless telemetry monitors, and if they experience symptoms during exercise they are worried about, they are immediately evaluated.

Holyoke, Baystate, and Berkshire medical centers all have cardiac-rehab programs, and participants exercise in their gyms two or three times a week for 10 to 12 weeks under close supervision. Their blood pressure, heart rate, and heart rhythm are measured during activity, and routines are tailored to meet individual needs and fitness levels.

Participants must have a doctor’s referral, and although the majority have had a heart attack or stent placement, others have had bypass surgery, a heart-valve replacement, congestive heart failure, a heart replacement, or angina.

Kelly Weider says studies show regular exercise can help decrease the risk of a second cardiac event.

Kelly Weider says studies show regular exercise can help decrease the risk of a second cardiac event.

In addition to monitoring that takes place during each session, participants receive education on topics that include diet, stress reduction, smoking cessation, and other factors that affect heart health, and slowly build strength, get used to exercising, and understand it needs to become part of their lifestyle.

People also learn the importance of genetics and how that factor and their lifestyle have affected their health. “Heart disease does not happen overnight,” Borysyk said.

For this issue, BusinessWest examines the importance of cardiac rehabilitation, how treatment has changed, and how it helps people understand what they do can safely — and when symptoms should not be ignored.

Changes in Care

Borysyk has worked in cardiac rehab since the early ’70s, and has seen changes due to technology and medical advances that allow heart disease to be detected and treated earlier than in the past, which results in better outcomes.

“Coronary-care units were set up in the ’60s, but before that, nurses did everything for patients after a heart attack, including feeding them. They worried about compromising their damaged hearts, and as a result, people ended up as cardiac cripples,” he said, noting that, in the late ’70s and early ’80s, people were kept in the hospital for two weeks after a heart attack, but today they are released after two or three days.

Cardiac procedures and surgeries are not done at Holyoke Medical Center, and in many instances patients who go to their emergency room are transported by ambulance to Baystate Medical Center.

Heidi Szalai, manager of Baystate Medical Center’s cardiac-rehab program, which is the largest in the area, told BusinessWest that, although rehab doesn’t usually start in the hospital, staff members get patients up and moving.

“We want to make sure they’re walking and that it is safe for them to go home,” she said, adding that healing speeds up when they leave the hospital and they are told about programs available to them when they are discharged.

However, cardiac rehab doesn’t begin for a week or two after a person leaves a medical center, especially if they have had surgery, because the heart needs time to recover.

The programs start with individual assessments to determine the best plan of action. In addition to an exercise routine that is created for each participant, they are taught about risk factors that include high cholesterol, smoking, diabetes, stress, nutrition, and lack of exercise.

“They are usually on new medications, and we need to make sure they understand them,” Szalai said, explaining that some prescription drugs may slow their heart rates, and their doctors receive periodic reports about their blood pressure and how the heart responds during exercise, which helps them determine how well a medication is working and if adjustments need to be made.

Heidi Szalai

Heidi Szalai said cardiac rehab helps patients know how they should feel when they exercise and when to seek medical help.

Lifestyle changes are also discussed. “Some people have always eaten well and are doing everything they should, but need to learn to control stress and cope with it so it doesn’t affect their heart,” she continued, adding that patients have a clinician trained in mindfulness-based stress management. “We tell people that exercise is a dose of medication and has positive affects on risk factors; it helps lower blood pressure, blood sugar, cholesterol, and improves their overall sense of well-being.”

The goal is to get people exercising five days a week, which can make a profound difference because studies show finishing a cardiac-rehab program can lower the likelihood of another event.

Insurance typically covers the cost of the programs, but some people have high co-pays and cannot afford to attend all of the sessions.

When that occurs, staff in cardiac programs do their best in a limited number of sessions. Berkshire Medical Center has a program that pays half of co-pays of $15 or more for qualified individuals, and although it can help, it may not be enough.

“We’ve seen people with co-pays that are $80 a session, so even if they receive financial help, attending 36 sessions may be cost-prohibitive,” Weider said, adding that, in some instances, they have modified the program into six sessions, which is less than ideal, but helps to give a patient security and knowledge about what they can do safely.

“During the intake process, we get a sense of what they’ve done in the past as well as their level of conditioning,” she noted. “About 90% of people haven’t been exercising on a regular basis, but some were running five miles a day.”

Exercise machines are integral to the program and include different types of stationary bicycles, a treadmill, and resistance bands, which are used for strength training.

The final phase of the program is maintenance, and although people can join gyms or exercise on their own, if they still want to be monitored, most hospitals have ongoing exercise programs that cost $40 to $45 per month and are overseen by cardiac rehabilitation staff members who are available to take their blood pressure or put them on a cardiac monitor if they feel it is needed.

Some people like the idea of having that safety net ,and Weider said Berkshire Medical Center’s maintenance program has about 320 participants who want the peace of mind that comes from knowing that, if any concerning symptoms arise, they can be assessed.

“We’ve sent some people to the emergency room, but many times they simply need to be checked out and reassured that they are OK,” she said, noting that a nurse is always available.

Future Outcome

Borysyk says people with cardiac conditions who don’t exercise are at greater risk of not being able to do the things they want as they get older, especially if their diet is poor and they smoke. And although some people avoid cardiac rehab because they want to bury the memory of the event, learning what they can do safely is an excellent way to help ensure their heart health in the future.

“Many studies show that exercise is the biggest modifiable factor to decrease the risk of another heart event,” Weider said, citing one study showing that participants in a cardiac rehab program reduced their risk of another event by 25%.

In addition, it helps participants understand how they should feel when they exercise, what the red flags are, and when they need to call their doctor or go to the emergency room.

“It helps them return to what is important to them in life and gets them into a routine of exercising 150 minutes a week that they can continue when they finish the program,” Szalai said.

It’s definitely an investment of time and money, but one that yields positive results and can lead to a healthier and happier lifestyle.

Briefcase Departments

SC Learning Commons to Be Named for Benefactor

SPRINGFIELD — During his lifetime, Rev. Harold Smith dedicated himself and his many gifts to Springfield College. Mary-Beth Cooper, Springfield College president, announced that, to celebrate his rich legacy, the college will name its newly reconstructed learning commons to honor his memory and the many ways in which he helped Springfield College grow and prosper. Smith passed away March 21, 2017, in New York City, at age 83. “Harold had a passion for Springfield College and for the YMCA,” said Cooper. “His life’s work will live on in this learning commons and in the lives of our students who will study and research there.” Smith was a valued member of the Springfield College board of trustees for more than three decades, and served as chair of the board’s investment committee for 25 of those years, as well as on the executive committee and the committee on business affairs. Under his leadership, and through his investment expertise and strategy, the college’s endowment experienced unprecedented growth through a diverse portfolio. Smith was recognized for his dedication and commitment to serving others in the Springfield College tradition when he was awarded the Springfield College honorary doctor of humanics degree in 1998. He was a member of the college Naismith Giving Society, which recognizes donors who have given more than $1 million during their lifetime. He is enshrined in the YMCA Hall of Fame located on the college campus. The Harold C. Smith Learning Commons will be dedicated when the building is opened later this year to honor the man who studied for the ministry, but went on to become the president and chief investment officer of the YMCA Retirement Fund. Reflecting 21st-century library innovations, the learning commons will become the heart of the college’s academic program, providing facilities where students and faculty can study, research, work in groups, and receive writing and other academic support. Renovations of the college’s 45-year-old library began in August 2016, and the new facility will include a 24-hour reading room, a café, and a technology hub designed to promote collaboration between research and information technology, and will be home to the college’s Academic Success Center. Smith was a dedicated philanthropist and volunteer throughout his lifetime and volunteered for the League of Women Voters, the Interfaith Committee of Trumbull, and the Bridgeport Area Foundation. He was a trustee of the YMCA Retirement Fund, YMCA Greater Bridgeport, and Ursinus College, as well as a board member of the YMCA of Greater New York, Bank Mart, and Y-Mutual Insurance. Born in the Bronx, Smith was an ordained minister in the United Church of Christ and held a bachelor’s degree and doctor of divinity degree from Ursinus College, a master of divinity degree from Union Theological Seminary, and an MBA from New York University. He was a chartered financial analyst, a member of the New York Society of Security Analysts, and a member of the American Economics Assoc. He had a 40-year dual career in ministry and investments.

STCC to Offer Summer Classes

SPRINGFIELD — Springfield Technical Community College (STCC) will offer five-week and 10-week on campus and online summer classes. Session One begins June 5, and Session Two starts July 10. Summer classes an ideal opportunity for area college students to earn college credit between June and August, said STCC Dean of Enrollment Management Matthew Gravel. “The majority of classes available during summer session can be used to fulfill requirements at other colleges and universities,” he added. “Classes fill up very quickly, and we continue to offer classes across the curriculum to meet the demands of STCC students, as well as students from other colleges and universities who are home for the summer.” Academic subject areas include accounting, anthropology, biology, business law, chemistry, criminal justice, economics, electronic systems, English, finance, graphic communication and photography, history, IT, math, marketing, medical assisting, music, office information technologies, philosophy, physics, psychology, sign language, sociology, Spanish, and speech. Class schedules are available at www.stcc.edu/summer. Students can register online, by phone at (413) 755-4321, or in the Registrar’s Office, Garvey Hall South, first floor.

Daily News

SPRINGFIELD — Federal Court Judge Mark Mastroianni, who graduated from American International College (AIC) in 1986, will deliver the commencement address to graduate and undergraduate students and receive an honorary degree from the college at its commencement ceremony on Saturday, May 13 at 2 p.m. at the MassMutual Center. He will receive an honorary doctor of laws degree, awarded for outstanding achievement in the social sciences and for significant community contributions at the local and national levels.

Mastroianni graduated magna cum laude with majors in English and political science. While at AIC, he received the Outstanding Senior Award, Outstanding Achievement in History Award, and Outstanding Achievement in Political Science Award. He was named to the National Honor Society in 1985. Mastroianni attended Western New England University School of Law and graduated with a juris doctorate in 1989. He began his legal career at the Hampden County District Attorney’s Office as a prosecuting trial attorney and later moved to private practice specializing in criminal-defense litigation in both state and federal courts.

In 2010, Mastroianni announced his candidacy for district attorney of Hampden County, and won. He was elected as the only independent to serve as one of the 11 district attorneys in the Commonwealth. During his tenure, he initiated programs focusing on the use of DNA and modern forensic technology to successfully investigate previously unsolved murder and cold cases, and he began community outreach to connect with, educate, and focus on issues faced by diverse members of the community, including elders, school-age children, and those in high-crime neighborhoods.

In 2013, Mastroianni was recommended by a search committee formed by Sen. Elizabeth Warren to fill a judicial vacancy in the U.S. District Court. Warren’s recommendation to fill the judicial position was made to President Barack Obama, who noted that Mastroianni “demonstrated the talent, expertise, and fair-mindedness Americans expect and deserve from their judicial system.” In June 2014, the Senate confirmed the president’s nomination by a 92-2 vote, and Mastroianni received a lifetime judicial commission in June 2014.

Mastroianni has received numerous recognitions, including the Kent B. Smith Award for achievement and dedication to the advancement of the practice of criminal law, the Massachusetts Missing Children’s Day Award for contribution and service to that cause, and a Distinguished Alumni Award from Western New England University School of Law.

AIC alumnus James Hagan, who graduated with an MBA in 1988, will receive an honorary doctor of commercial science degree awarded for outstanding achievement and service in the field of commerce. Hagan has spent his career in the banking business, having been with Westfield Bank for more than 20 years, serving as vice president of commercial lending and chief operations officer before becoming president and CEO.

In addition, Hagan has dedicated himself to lending his time and talent to assist many organizations. He currently is serving a second term on the board of trustees for Westfield State University, where he previously served as board chair. In addition, Hagan is a member of the board of directors for Stanley Park of Westfield Inc., and a trustee of Westfield Academy Westfield Inc. and the Greater Westfield Babe Ruth League Inc. He is also a member of the St. Mary’s Parish finance council, a corporator for Westfield Athenaeum, and a Greater Westfield Babe Ruth League coach.

Daily News

HOLYOKE — Nkori Edem, a student from Mount Holyoke College, took first place at last week’s elevator-pitch competition at the Awards Ceremony & Banquet for the Harold Grinspoon Charitable Foundation’s Entrepreneurship Initiative. She pitched the Ko-Aqua Kit, a completely waterproof and airtight swim cap designed specifically for women of color.

Edem convinced a panel of judges from area banks that her pitch was the best. Rune Percy and Alexander Smith, a student team from UMass Amherst, took second place based on their business-concept pitch for ARBioDesign, which aims to save tens of thousands of patients every year by personalizing dialysis treatment using rapid and inexpensive microfluidic blood-diagnostic tests. Finally, Daniel Olive, a student at Elms College, took third place with the DBL (Don’t Be Late) Pillow, which utilizes Bluetooth technology to revolutionize waking up.

Representatives from six area banks once again sponsored the elevator-pitch competition and served as judges at the annual event held at the Log Cabin in Holyoke. The banks include Berkshire Bank, Country Bank, KeyBank, PeoplesBank, United Bank, and Westfield Bank.

The live event featured a student representative from each of 13 participating local colleges: American International College, Bay Path University, Elms College, Greenfield Community College, Hampshire College, Holyoke Community College, Mount Holyoke College, Smith College, Springfield College, Springfield Technical Community College, UMass Amherst, Western New England University, and Westfield State University. First-, second-, and third-place winners received $1,000, $750, and $500 respectively. Each student participating received $100.

Six student businesses were identified by the bank judges as Best Exhibitors. These were selected from a pool of 62 unique companies during a trade-show-type portion of the evening which featured the 2017 Grinspoon Entrepreneurial Spirit Award winners. The winning exhibitors were Elms College: JMH Partners, LLC (Kevin Hepburn, Connor Holland, John Jacquinet, and Raphael Monterio); Western New England University: Sparks to Sparkles (Rebecca Abramson); Westfield State University: JPS Design Solutions (James Schmidt); Western New England University: Napollo Music (Sebastien Percy); Springfield College: Thorello Leather Goods (Dilyara Celik), and UMass Amherst: App Outreach, LLC (Jordan Ames, Davis McVay, Rich Sadick, and Lauren Tse-Wall).

The Grinspoon, Garvey & Young Alumni Entrepreneurship Award is presented each year to an individual who has advanced substantially as an entrepreneur since receiving the Grinspoon Spirit Award. Phil Scarfi, founder of Pioneer Mobile Applications and alumnus of UMass Amherst, was awarded the 2017 Alumni Award and $1,000. Pioneer Mobile Applications is a software consulting agency, specializing in mobile app design and development.

Daily News

SPRINGFIELD — American International College (AIC) is committed to ensuring that its online courses and programs employ best practices based on the existing research literature. Course-development goals are focused on ensuring the highest levels of student learning, interaction, and engagement.

To meet these goals, AIC has become a Quality Matters (QM) member. QM is a faculty-centered peer-review process designed to certify the quality of online courses. The QM Rubric and course-review process were developed from a grant provided by the Fund for the Improvement of Postsecondary Education. QM has received national recognition for its peer-based approach to quality assurance and continuous improvement in distance learning and has more than 1,000 subscribers in North American and around the world.

The QM Rubric is research-based and promotes best practice-based quality standards. Alignment, a central concept of the QM Rubric, requires that critical course components — learning objectives, assessment and measurement, instructional materials, learner interaction, and engagement and course technology — work together to ensure that students achieve desired learning outcomes.

Daily News

CHICOPEE — The Commission on Accreditation of Rehabilitation Facilities (CARF) announced that Sunshine Village has been accredited for a period of three years for its day-habilitation, employment-services, and day-services programs. The latest accreditation is the 10th consecutive, successful three-year accreditation given to Sunshine Village by the international accrediting body.

This accreditation decision represents the highest level of accreditation that can be given to an organization. An organization receiving a three-year accreditation has put itself through a rigorous peer review process. It has demonstrated to a team of surveyors during an on-site visit its commitment to offering programs and services that are measurable, accountable, and of the highest quality. CARF accreditation is a useful tool to determine the best organization for services.

Specifically, Sunshine Village was tested against 856 standards in areas including leadership, strategic planning, financial planning, input from people served, risk management, health and safety, human resources, technology, rights of people served, accessibility, and performance improvement, as well as quality individualized services and supports.

“I am so proud that Sunshine Village has again been recognized by CARF with their highest level of accreditation,” said Gina Kos, executive director of Sunshine Village. “This is an outstanding achievement, and it shows that the organization meets our mission of improving the lives of people with disabilities. Every day, more than 230 staff work hard to achieve that mission, and this accreditation is validation of that. It shows that we do deliver on the promise of a great day — and that our employees truly shine.”

Now in its 50th year, Sunshine Village is a nonprofit organization with a main campus in Chicopee and additional sites in Chicopee, Springfield, Three Rivers, and Westfield. It has been providing day services for adults with developmental disabilities, including those on the autism spectrum, since 1967.

Daily News

CHICOPEE — A new master of business administration track at Elms College aims to help shape the future of healthcare.

Healthcare — a field that will experience 19% job growth between 2014 and 2024, according to the U.S. Bureau of Labor Statistics — is in ever-increasing need of innovation. Today’s healthcare organizations are tasked with lowering costs, improving quality, expanding access, and increasing efficiency.

“Innovation is the key to meeting these challenges, and MBA-prepared administrators are the leaders who will guide the healthcare system into the future,” said Kim Kenney-Rockwal, director of the MBA program at Elms College.

Students in this MBA track will learn to evaluate feasibility of ideas, formulate innovative healthcare proposals, and make recommendations to effectively facilitate adoption of new practices and technologies. They will gain leadership skills to lead the transformation from traditional organizational cultures into a culture of innovation. They will emerge from this program ready to identify misalignments in healthcare systems — and to develop business models that respond to those misalignments.

But they will do more than study innovation from a theoretical perspective. All students in the healthcare innovation track will also participate in the Lean LaunchPad, a methodology that offers hands-on, real-world experience in a startup venture.

In the healthcare and life-sciences fields, Lean LaunchPad teaches innovators, entrepreneurs, clinicians, and scientists how to assess whether their idea or technology can serve as the basis for business. The focus of the course is on the marketplace, where an idea must be validated to move into the commercial world. Teams of students will gather data essential to customer purchases before doing the science; define clinical utility now, before spending millions of dollars; identify financing vehicles before they’re needed; and assess regulatory risk before they design and build.

“The healthcare business model is going to change. When you think about innovation and change, it could mean quality improvement, new technologies, or other methods of healthcare delivery,” said Amanda Garcia, adjunct faculty in the MBA program at Elms. “There is great opportunity for people who can manage change and bring in innovative projects or new devices or new business models.”

This program will begin in this fall. Foundation courses for students entering with a non-business background will begin in June.

Daily News

NORTHAMPTON — Cooley Dickinson Health Care was awarded the Greenhealth Partner for Change award by Practice Greenhealth for the fifth consecutive year. Practice Greenhealth is the nation’s leading healthcare community dedicated to transforming healthcare worldwide so that it reduces its environmental footprint and becomes a community anchor for sustainability and a leader in the global movement for environmental health and justice.

The Partner for Change award is one of the organization’s Environmental Excellence Awards given each year to honor outstanding environmental achievements in the healthcare sector. The award recognizes healthcare facilities that continuously improve and expand upon their mercury-elimination, waste-reduction, recycling, and source-reduction programs. At minimum, facilities applying for this award must be recycling 15% of their total waste, have reduced regulated medical waste, are well along the way to mercury elimination, and have developed other successful pollution-prevention programs in many different areas.

Among Cooley Dickinson’s recent environmentally friendly practices, it has recycled 65 tons, or 85%, of the construction waste during the construction of the Comprehensive Breast Center at Cooley Dickinson Hospital; replaced kitchen dishwashers, saving 50% of water and energy use; arranged contracts for 3,500 kwh of solar power under a 20-year agreement, which is 30% of CDH’s annual usage; and replaced and upgrade lighting to LED technology in 15,000 square feet of the CDH property.

“As a Practice Greenhealth Partner for Change Award winner, Cooley Dickinson is committed to improving the health of our patients, staff, and community as a whole,” said Anthony Scibelli, vice president, Operations and chief administrative officer. “Cooley Dickinson’s employees take pride in our sustainability efforts to lessen our impact on the environment and look forward to working with Practice Greenhealth to continue this work across the country.”

The Practice Greenhealth Environmental Excellence Awards will be presented in May at the CleanMed Conference & Exhibition, a national environmental conference for leaders in healthcare sustainability.

Daily News

CHICOPEE — The Commission on Accreditation of Rehabilitation Facilities, CARF International (CARF) announced that Sunshine Village has been accredited for a period of three years for its day habilitation, employment services programs, and day services programs. The latest accreditation is the 10th consecutive, successful three-year Accreditation given to Sunshine Village by the international accrediting body.

This accreditation decision represents the highest level of accreditation that can be given to an organization. An organization receiving a three-year accreditation has put itself through a rigorous peer review process. It has demonstrated to a team of surveyors during an on-site visit its commitment to offering programs and services that are measurable, accountable, and of the highest quality. CARF accreditation is a useful tool to determine the best organization for services.

Specifically, the organization was tested against 856 standards in areas including leadership, strategic planning, financial planning, input from persons served, risk management, health and safety, human resources, technology, rights of persons served, accessibility, and performance improvement as well as quality individualized services and supports. In the past ten years, this achievement indicates Sunshine Village’s well-established pattern and commitment to practice excellence.

Upon receiving notice of the successful accreditation, Gina Kos, executive director, for Sunshine Village said, “I am so proud that Sunshine Village has again been recognized by CARF with their highest level of accreditation.  This is an outstanding achievement and it shows that the organization meets our mission of improving the lives of people with disabilities.  Every day, more than 230 staff work hard to achieve that mission — and this accreditation is validation of that.  It shows that we do deliver on the promise of a great day — and that our employees truly shine.”

Now in its fiftieth year, Sunshine Village is a nonprofit organization with a main campus in Chicopee and additional sites in Chicopee, Springfield, Three Rivers, and Westfield. It has been providing innovative day services for adults with developmental disabilities, including those on the autism spectrum, since 1967.

Daily News

SPRINGFIELD — During his lifetime, Rev. Harold C. Smith, D.Div., dedicated himself and his many gifts to Springfield College. Mary-Beth A. Cooper, Springfield College president, announced today that, to celebrate his rich legacy, the college will name its newly reconstructed learning commons to honor his memory and the many ways in which he helped Springfield College grow and prosper.

Smith passed away March 21, 2017, in New York City, at the age of 83.

“Harold had a passion for Springfield College and for the YMCA,” said Cooper. “His life’s work will live on in this learning commons and in the lives of our students who will study and research there.”

Smith was a valued member of the Springfield College Board of Trustees for more than three decades, and served as chair of the board’s investment committee for 25 of those years, as well as on the executive committee, and the committee on business affairs. Under his leadership, and through his investment expertise and strategy, the college’s endowment experienced unprecedented growth through a diverse portfolio.

Smith was recognized for his dedication and commitment to serving others in the Springfield College tradition when he was awarded the Springfield College Honorary Doctor of Humanics degree in 1998. He was a member of the college Naismith Giving Society, which recognizes donors who have given more than $1 million during their lifetime. He is enshrined in the YMCA Hall of Fame located on the college campus.

The Harold C. Smith Learning Commons will be dedicated when the building is opened later this year to honor the man who studied for the ministry, but went on to become the president and chief investment officer of the YMCA Retirement Fund.

Reflecting 21st century library innovations, the learning commons will become the heart of the college’s academic program, providing beautiful facilities where students and faculty can study, research, work in groups, and receive writing and other academic support.

Renovations of the college’s 45-year-old library began in August 2016, and the new facility will include a 24-hour reading room, a café, a technology hub designed to promote collaboration between research and information technology, and will be home to the college’s Academic Success Center.

Smith was a dedicated philanthropist and volunteer throughout his lifetime and volunteered for the League of Women Voters, the Interfaith Committee of Trumbull, and the Bridgeport Area Foundation. He was a trustee of the YMCA Retirement Fund, YMCA Greater Bridgeport, and Ursinus College; and a board member of the YMCA of Greater New York, Bank Mart, and Y-Mutual Insurance.

Born in the Bronx, Smith was an ordained minister in the United Church of Christ, and held a bachelor’s degree and Doctor of Divinity degree from Ursinus College, a Master of Divinity from Union Theological Seminary, and a Master of Business Administration from New York University. He was a Chartered Financial Analyst, a member of the New York Society of Security Analysts and a member of the American Economics Association. Mr. Smith had a 40-year dual career in ministry and investments.

Departments Incorporations

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

BRIMFIELD

Auction Barn Innovations, 33 6th St., Brimfield, MA 01010. Rusty J. Corriveau, same. Antique show and promotions.

CHICOPEE

CF & B Cleaning Inc., 43 Dickinson St., Chicopee, MA 01020. Flava Borges, same. Commercial and residential cleaning services.

EAST LONGMEADOW

Heart Mantra Foundation Inc., 20 Powder Hill Road, East Longmeadow, MA 01028. Cheri Brady, same. Organization designed to provide medical, cultural, educational and infrastructure report for the citizens of impoverished nations throughout the world.

FEEDING HILLS

Between Bridges Ministry Inc., 50 Liswell Dr., Feeding Hills, MA 01030. Lawrence E. Freeman, same. Christian outreach organization that partners with Jesus Christ to provide spiritual and physical aid to the homeless community.

PITTSFIELD

Correct Energy Construction Group Inc., 82 Wendell Ave., Suite 100, Pittsfield, MA 01201. Raymond W. Milnark, Jr., PO Box 934, Latham, NY 12110. Insulation contractor.

SPRINGFIELD

Bible Sprouts Inc., 880 Grayson Dr., Springfield, MA 01119. Adriana Nicole Brooks, same. A youth initiative for children ages 5 through 12 created to provide an alternative approach for young people learning about the word of God.

D&B Carpet Inc., 72 Rittenhouse Terrace, Springfield, MA 01108. Belkis Alvarado Sanmartin, same. Flooring contractor.

Global Cell Corp., 1655 Boston Road, Unit 3, Springfield, MA 01129. Kyarisha Rana Magar Rai, 332 Cherry St., Holyoke, MA 01040. Sale and service of cellular phones and accessories.

WEST SPRINGFIELD

Gogri N. Patel Inc., 3 Central St., West Springfield, MA 01089. Hasmukh Gogri, 3 Robin Road, Southwick, MA 01077. Retail variety store.

WESTFIELD

Greater Westfield Choral Association Inc., 155 Franklin St., Westfield, MA 01085. Jay Ducharme, 265 Western Ave., Westfield, MA 01085. Organization formed to cultivate the enjoyment of and the participation in choral music.

Hangar of Pittsfield Incorporated Enterprise, 29 School St., Westfield, MA 01085. Harold Tramazzo, same. Restaurant.

WILBRAHAAM

Ange Gardien Inc., 2 Country Lane, Wilbraham, MA 01095. Thomas R. Emery, same. Internet publishing of website and technology consulting.

Goliath Tech of MA-CT Inc., 2341 Boston Road, Wilbraham, MA 01095. Todd Thibodeau, same. Construction.

Departments People on the Move
Tim Ashe

Tim Ashe

Robert Fazzi, founder and managing partner of Fazzi Associates, has announced that Tim Ashe has been promoted to Chief Operating Officer and is now responsible for the firm’s day-to-day leadership. Ashe joined Fazzi in 2006 and became a partner in 2007. Since that time, he has led the firm’s Operational Consulting division to provide organizational, operational, turnaround, and change-management services to home-care and hospice agencies across the country. Under his leadership, Fazzi has helped hundreds of agencies improve outcomes and profitability through best practices in organizational structure, clinical and operational processes, and new models for staffing, supervision, and care management. More recently, Ashe also assumed responsibility for the company’s Outsourced Billing, Finance, and Information Technology divisions. A long-time leader in the field of home care and hospice, Ashe’s career has included a blend of clinical, operational, fiscal, and academic roles. He is a frequent presenter at national and state conferences and is often asked to contribute to industry forums. He is also the co-director of the 2016-17 National Home Care and Hospice State of the Industry Study. Fazzi will continue as the firm’s managing partner. But in transferring the leadership of the firm’s daily operations to Ashe, he will devote more time to the company’s future investments as well as to national and international community-based care issues that are close to his heart. “I want to say, at this milestone in Fazzi’s history, that I am extremely proud of what we have accomplished and contributed to our industry thus far, and I’m also incredibly excited about what the future holds,” Fazzi said. “Tim is an incredible leader. I am looking forward to working closely with him as we expand our national and international efforts.”

•••••

Regina Alexander

Regina Alexander

Spiros Hatiras, President and CEO of Holyoke Medical Center (HMC) and Valley Health Systems, announced the appointment of Regina Alexander as Director of Health Information Management at Holyoke Medical Center. An accomplished revenue-cycle and healthcare-operations leader, Alexander previously served as associate director of Health Information Management at Yale New Haven Health System in New Haven, Conn., as manager of Health Information at Rutland Regional Medical Center in Rutland, Vt., and most recently as senior product manager of Medicare Advantage for Harvard Pilgrim Health Care in Wellesley Hills. “Now that I’ve settled into my role here as director, I can take the experience of working both in a large tertiary facility along with running an operation of a similar size to HMC [at Rutland] and apply lessons learned — successful and less-successful approaches — to come up with the approach that will work best for the resources we have and the scale that we are,” she said. “Knowing what’s possible equips me to think creatively and come up with the best solutions.” Alexander is a board-certified fellow in healthcare management through the American College of Healthcare Executives, holds a master’s of business administration in healthcare from George Washington University, and a bachelor’s degree in health administration and long-term care from the University of Phoenix. With an affinity for science from a young age, Alexander began her career as a laboratory technician in her native Baltimore. She then served as phlebotomy supervisor at George Washington University and as laboratory technician at Southwestern Vermont Medical Center in Bennington. “Having a clinical background enables me to speak the language of patient care and continuity of care that is so valuable when working directly with physicians, even if what we’re talking about is revenue-related,” said Alexander, who is looking forward to managing her three areas of expertise: medical coding, HIM operations, and clinical documentation improvements. She also serves as the HIPAA privacy officer for HMC.

••••••

Pamela Sanborn

Pamela Sanborn

James Kelly, president of Polish National Credit Union, announced that Pamela Sanborn has joined the credit union as Assistant Manager of the Westfield branch. Sanborn has almost 20 years of financial-services experience, most recently as retirement service specialist with Westfield Bank. She has also held branch officer positions with Berkshire Bank, Legacy Banks, and the Bank of Western Massachusetts. She holds N.M.L.S. certification, studied at Saint John’s School of Business, and completed training with the Center for Financial Training and Massachusetts Mortgage Bankers. During her professional career, Sanborn has been the recipient of Employee of the Month and President’s Club awards. She has also received recognition for outstanding customer service. Active in charitable and civic causes, Sanborn is a volunteer and team captain for the American Cancer Society’s Relay for Life and a volunteer with Aplastic Anemia and PNH support and awareness initiatives. She also devotes time to the Westfield Food Pantry Community Garden. Her other involvements include the Chamber of Commerce and Rebuilding Springfield. “Pamela is an outstanding addition to our Westfield team,” said Kelly. “Her strong financial-services background, leadership skills, and focus on exceptional customer service are all desirable qualities that will transfer well to her new position with Polish National Credit Union.”

•••••

Amelia Holstrom

Amelia Holstrom

Skoler, Abbott & Presser, P.C. announced that attorney Amelia Holstrom will be honored as one of the Massachusetts Lawyer’s Weekly “Up & Coming Lawyers” at its Excellence in the Law event at the Marriott Long Wharf Hotel in Boston on April 27. The publication describes Up & Coming Lawyers as “rising stars of the legal community — Massachusetts attorneys who have been members of the bar for 10 years or less, but who have already distinguished themselves despite their relatively junior status.” Holstrom joined Skoler, Abbott & Presser in 2012 after serving as a judicial law clerk to the judges of the Connecticut Superior Court, where she assisted with complex matters at all stages of litigation. Her practice focuses on labor law and employment litigation. “I am truly humbled to be recognized as one of this year’s Up & Coming Lawyers among so many talented attorneys,” she said. Since joining the firm, Holstrom has assisted clients in remaining union-free; represented clients at arbitrations; and defended employers against claims of discrimination, retaliation, harassment, and wrongful-termination claims, as well as actions arising under the Family Medical Leave Act and wage-and-hour law. Additionally, she frequently provides counsel to management regarding litigation-avoidance strategies. In addition to her legal résumé, Holstrom is active in the local community. She is an ad hoc member of the personnel committee for the Food Bank of Western Massachusetts, a member of the board and executive committee for the Girl Scouts of Central and Western Massachusetts, and a member of the board for Clinical & Support Options Inc. Additionally, she formerly served as clerk on the board of Friends of the Homeless. Holstrom is a 2011 graduate of Western New England University School of Law, where she was the managing editor of the Western New England Law Review. In 2015, she was named one of BusinessWest’s 40 Under Forty honorees, and in 2016, she received the Massachusetts Bar Assoc. Community Service Award.

40 Under 40 The Class of 2017

Vice President, The Dowd Insurance Agencies; Age 33

David Griffin Jr.

David Griffin Jr.

David Griffin wears plenty of hats as vice president of the Dowd Insurance Agencies, from account executive for commercial sales on the property and casualty side to a sort of IT director.

“I drew the short straw on that,” he laughed, recalling that the firm’s leadership, which includes his father, David Griffin Sr., took his Millennial tech savvy for granted. “They needed to get the agency caught up with technology, and they looked at each other and said, ‘you know more about this stuff than we do.’”

But Griffin likes the variety of tasks at Dowd, where he’s worked for eight years.

“I was always interested in the insurance field,” he said, noting that he majored in finance at Bentley University and interned at Dowd the summer after his junior year. “I saw what they had to offer, saw what my dad did on a daily basis, and decided to go into this full bore.”

No day is the same, he went on. “I spend the day talking to different people from different industries, getting a feel for what it takes to have a successful business, how the markets impact what they do, and the trials, tribulations, and strengths of their business. The thing we always preach internally is that we want to be a trusted advisor for businesses that choose us as their agent.”

Griffin said he enjoys being part of a multi-generational family business — not just the Dowds, who are on their fifth generation at the 119-year-old firm, but also working with his father. “Culturally, it’s a great fit.”

Griffin — whose own immediate family includes his wife, Corrinne, and son, David — also manages to fit plenty of community service into his schedule, serving on the foundation board of the Sisters of Providence Health System, the Wistariahurst Museum board, and the United Way Resource Development Council. He also serves on the board of the Holyoke Rotary, where he supports programs that promote reading and boost literacy.

“It’s something that, growing up, was preached to us by our parents,” he said of his volunteer work. “In the Rotary, the dollars we raise not only stay in Holyoke, but go to their projects worldwide, so you’re helping people across the globe. To see first-hand how that works is very rewarding.”

—Joseph Bednar

40 Under 40 The Class of 2017

President, Treasurer, and Director, Five Star Transportation Inc.; Age 35

Nathan Lecrenski

Nathan Lecrenski

Plenty of 40 Under Forty winners know how to use careful navigation, vision, and execution to drive their careers in the right direction. For Nathan Lecrenski, those aren’t just metaphors, as he leads his family’s school-bus transportation business where it needs to go.

Lecrenski’s been steering Five Star Transportation Inc. since 2013, when he and his brother Darren bought the business from their mother. Since then, Five Star has grown revenues by nearly 300%, resulting in the creation of more than 110 new jobs, eight new contracts, 125 new buses, and expansion from three terminals to five throughout Hampden and Hampshire counties, with plans to add a Cape Cod location this summer.

“Numbers are my thing,” he said of his significant achievements. “I got my bus-driving license when I was 19 and a half years old, and had my own route in Amherst for almost two years.” Lecrenski is also a mechanic and can run any part of the business, but says what he likes most is planning and “supplying clients with what they’re looking for.”

Like technology, for example. All of Five Star’s radios are digital, securely controlled from any location. There’s GPS on every bus, which means Lecrenski knows if a driver speeds, and he can track any bus on any route, at any time, which could throw a (virtual) wrench into the old ‘my bus didn’t come’ stay-at-home excuse.

“Our company was started in the ’60s, a decade before the first personal computers came out,” he said. “It’s amazing to see how technology has driven innovation and success in the transportation industry.”

But Lecrenski says the real key to his success is the relationships he’s forged, not only with his brother, but with his vendors, clients, and business associates. “Nothing we do is a one-man or one-woman job. Partnering is the real key to success; it’s given us the support and control we need to grow.”

Lecrenski, who has two boys, Grayson and Preston, with wife Stephanie, inspires teamwork on the home front and in his community as an active volunteer with Boy Scouts of America and as a youth soccer coach, coaching Grayson’s team for three seasons.

“I’ve learned, on board a bus or on the field, there’s usually one child who leads the group,” he said. “Once you’ve earned their respect, the whole group comes together.”

—Alta Stark

40 Under 40 The Class of 2017

CEO, GigXero Inc.; Age 37

Kristopher Pacunas

Kristopher Pacunas

Kristopher Pacunas may not be able to leap tall buildings in a single bound, but this superman of the Internet is using his amazing powers in a never-ending battle for the ultimate online experience — one high-density building at a time.

Pacunas is the founder and CEO of GigXero, which installs and services high-speed (gigabit and above) Internet connections nationwide, with large-scale commercial and mixed-use residential buildings already under contract in Massachusetts, Connecticut, New Jersey, and Illinois. GigXero access is 20 to 100 times faster than incumbent cable companies.

“I think the Internet is as important as electricity — you can’t go without it,” said Pacunas. “But if you’re always experiencing slow downloads or constant buffering, it can cost businesses a lot of money. My goal is to create a superior Internet experience that will make a big difference in everyday life.”

He launched GigXero in 2015, starting with an apartment building in Amherst. Residents list the high-speed service as their favorite amenity. He also completed a $200 million development in Newark, N.J., providing high-speed, low-cost Internet access for buildings and their tenants, including at least one Internet-dependent business that brought in 1,000 jobs simply because of the extremely fast, reliable, and secure service.

“We’re focusing on where we can make the most difference,” Pacunas said.

He has been achieving goals through technology since attending Springfield Technical Community College. He left before graduating, he explained, because he became distracted by job opportunities, including his position as IT director for Belchertown, which he started while still at STCC. In 2001, at the age of 22, he aced five interviews to become Amherst’s IT director.

“The fourth and fifth interviews were basically just exercises for the town to find reasons not to hire me,” said Pacunas, who now lives in Belchertown with his wife, Courtney, and their six children. “They wanted to be sure my age wouldn’t be an issue.”

One of his proudest Amherst achievements is a mile-long, contiguous, and completely free public outdoor wi-fi network, enabling seamless connectivity throughout the town. “You could eat, shop, or walk without skipping a beat, a big plus to economic development,” he noted.

The secret to his success? Pacunas says it’s simply his passion for what he does. “I’m a highly driven geek who thinks he can make the Internet better.”

—Alta Stark

Daily News

NORTHAMPTON — Dr. Robert Fazzi, founder and managing partner of Fazzi Associates, has announced that Tim Ashe has been promoted to chief operating officer and is now responsible for the firm’s day-to-day leadership.

Ashe joined Fazzi in 2006 and became a partner in 2007. Since that time, he has led the firm’s Operational Consulting division to provide organizational, operational, turnaround, and change-management services to home-care and hospice agencies across the country. Under his leadership, Fazzi has helped hundreds of agencies improve outcomes and profitability through best practices in organizational structure, clinical and operational processes, and new models for staffing, supervision, and care management. More recently, Ashe also assumed responsibility for the company’s Outsourced Billing, Finance, and Information Technology divisions.

A long-time leader in the field of home care and hospice, Ashe’s career has included a blend of clinical, operational, fiscal, and academic roles. He is a frequent presenter at national and state conferences and is often asked to contribute to industry forums. He is also the co-director of the 2016-17 National Home Care and Hospice State of the Industry Study.

Fazzi will continue as the firm’s managing partner. But in transferring the leadership of the firm’s daily operations to Ashe, he will devote more time to the company’s future investments as well as to national and international community-based care issues that are close to his heart.

“I want to say, at this milestone in Fazzi’s history, that I am extremely proud of what we have accomplished and contributed to our industry thus far, and I’m also incredibly excited about what the future holds,” Fazzi said. “Tim is an incredible leader. I am looking forward to working closely with him as we expand our national and international efforts.”

Law Sections

In Defense of Employers

By Jennifer A. Rymarski

Every day, the news bombards us with articles about trends in business, including, but not limited to, the death of the organizational hierarchy, how to foster transparency, the fundamental differences between managing and leading, and in particular, Millennials: how to attract them, how to keep them, and why they are not being compensated enough. Some go so far as to harshly conclude why Baby Boomers and Gen-Xers hate them.

Jennifer A. Rymarski

Jennifer A. Rymarski

My summation is that, with every generational workforce, there are positives and negatives. Yet, the cultural shift that is upon us may feel like a tidal wave to many employers. Undeniably, people are living longer and working longer. A single organization can employ people ranging in age from their 20s to their 70s.

Companies need to innovate from both a mechanical and technical perspective as well as with their culture, and younger generations can help businesses usher in changes. However, businesses still need to be managed appropriately and must continue to operate reliably and dependably to deliver the products and services that generate the revenue needed to keep people employed with comparable benefit packages.

Millennials may be up and coming, but Baby Boomers and Gen-Xers still maintain the majority roles of management, hiring and firing. Employers need to be prepared for the new norms, such as:

• Analyzing if and how to staff your business with flex-time employees and how this may impact existing employees;

• Training and supervising;

• Managing incidents, grievances, discipline, and performance reviews;

• Deciding what benefits to offer and how to implement these benefits;

• Determining how to classify workers;

• Developing and maintaining leadership and team development across all cultures and generations;

• Updating and managing technology;

• Considering business outlooks and implementing change;

• Ensuring the business and its employment practices are in compliance with the law; and

• Mitigating risks and defending against contractual disputes, discrimination, and terminations.

Get It in Writing

Navigating all this can be challenging for all employers, regardless of size or industry. An employee handbook is a must for delineating a company’s expectations, policies, and practices. These handbooks outline the company’s mission statement and can address everything from dress codes and scents in the office to cell-phone and computer policies, vacation- and personal-time accrual, bereavement and other leave, and discipline policies.

While having a handbook is a great way to introduce an employee to the organization, management needs to also be aware of the policies therein and act consistently in accordance with it. This handbook should also be reviewed periodically to ensure it is current with changes in the law.

Another useful tip for employers is to have clearly defined job descriptions, both for advertising purposes and so the prospective employee has a clear definition of the duties and responsibilities of the job, including but not limited to hours, physical or travel demands, whom this individual will report to, and any benefits that may be available.

Establishing a firm training schedule and/or having a training manual can assist all employees (those newer and those more established). With all the new technology available and the demands of the consumer and business clientele, companies cannot continue to rely on the proverbial ‘way it was always done,’ and maintaining open communication about processes and projects on a daily, weekly, monthly, or quarterly basis will not only help the manager define expectations, but will give employees a sense of contribution to something larger than just their day-to-day job.

Benefit packages are typical, yet, given the diversity in the workplace, a one-size-fits-all model may no longer be relevant. Student debt, healthcare, fitness, daycare, and financial well-being are all considerations. The challenge for employers is not only the straight costs of these benefits and related perks, but how to measure the impact of the benefits on the lives of employees and the overall impact to company morale. Seeking the help of a financial advisor and evaluating multiple vendors for benefit packages are recommended. Soliciting feedback about how your employees feel about the organization’s culture can also be a useful and eye-opening exercise.

With respect to grievances and discipline, an established written process for dealing with grievances and investigations is recommended. Likewise, discipline policies — progressive or otherwise — should be well-defined and documented. Performance evaluations are best done on a continual and day-to-day basis, as opposed to stockpiling issues for a year-end review. Documentation and acknowledgement of issues contemporaneous with events is more useful from a legal perspective.

Career Defining

As to more technical legal issues, an organization needs to closely examine how it is classifying its workers — as an employee (who will receive a W-2) or an independent contractor (who will receive a 1099). There has been considerable scrutiny of independent contractors, and the law establishes a standard that presumes employee status and gives the employer an opportunity to rebut the presumption by examining whether the individual is free from the control and direction with the performance of the services, the service is performed outside the usual course of the business, and the individual is customarily engaged in an independently established trade or business of the same nature as that involved with the service performed.

Because of advances in technology, the trend appears to be for more flexible workers and freelancers. However, companies can and do unwittingly expose themselves by misclassifying workers and/or not properly paying wages in violation of the law. Staffing with flexible schedules or freelancers may also pose work-coverage issues, not to mention compensation issues and general frustrations for full-time employees.

Thus, the question of whether flex time can work for your organization and how it can be implemented need to be closely examined. Other legal issues include whether the employee is ‘at will’ or contracted. If an employment contract is necessary, employers need to be mindful of laws that impact contract provisions, such as non-competition, non-solicitation, contract renewal, and contract termination.

If a contract is drafted by the employer, it is construed against the drafter; therefore, having these contracts reviewed and prepared by legal counsel, as opposed to trying to utilize one that was used five years ago with the names changed, is risky. This is particularly important if the employee is exposed to confidential and proprietary information that the employer seeks to protect. Massachusetts recognizes an employer’s interest in protecting its legitimate business interests; however, any agreement containing restrictive covenants needs to be reasonable in scope, time, and geographic area.

In Compliance

When examining a company’s compliance with state and federal laws, employers need to be mindful of everything from the content of their employment application to accommodating workspaces, as well as ensuring there is no discrimination or harassment based on age, gender, sexual orientation, race, or disability. If a business is offering goods and services, it must also comply with laws ensuring access for the hearing- and sight-impaired.

One consideration for employers (including nonprofit entities who have volunteer boards) is for the company to purchase insurance that would cover employment-related matters. With employment-related litigation and jury verdicts on the rise, a policy of insurance may be a worthwhile investment.

The foregoing are just a few of the considerations from a legal perspective that can impact a business. While there are lawyers, organizations, and professional-services firms to help businesses structure and define these crucial aspects of an organization, satisfying the various generational divides that exist in organizations may pose a more amorphous challenge for company leadership. Addressing the legal and quasi-legal management issues on a thoughtful and prospective basis as opposed to a reactionary basis provides the best chance for success and better preparedness to defend against any legally related employment challenges.

Jennifer A. Rymarski is a civil-litigation attorney at Morrison Morrison, LLP who helps businesses navigate through employment-related matters; (413) 737-1131.

Building Trades Sections

Flush with New Ideas

Craig O’Connor says bathroom makeovers by Affordable Bath

Craig O’Connor says bathroom makeovers by Affordable Bath can include deep soaking tubs, which are growing in popularity.

It’s one of the most important rooms in the house — resale-wise, and otherwise. And yet, many people live with something that’s been outdated for 20 years or more. New materials, products, and techniques provide an array of creative and often-affordable options for giving the bathroom a new life.

 

A bathroom makeover can be functional and involve a simple update, or turn the space into a spa-like retreat with recessed lighting, a heated floor, a spacious tiled shower with multiple shower heads and built-in benches, or a deep soaking tub where the water vibrates in response to soft music.

The choices are almost limitless, and thanks to new materials and technology, there are solutions for every budget that result in a fresh, clean, updated look.

“The two rooms that affect resale value the most are the kitchen and the bathroom; they tend to be most expensive to remodel, but are also the most important,” said Jason Cusimano, owner of Bathfitter of Western Mass. in Greenfield, which specializes in customized acrylic tub liners, wall systems, and shower-to-bath conversions.

Jim Belle-Isle agrees. “The bathroom is the first thing people see in the morning and the last room they see before they go to bed,” said the owner of BathCrafters in Chicopee, which also specializes in custom acrylic tub liners, wall systems, and conversions.

 

The two rooms that affect resale value the most are the kitchen and the bathroom; they tend to be most expensive to remodel, but are also the most important.”

 

Affordable Baths Inc. in Springfield, meanwhile, does complete makeovers that begin with gutting the entire room. The existing footprint can be replicated, or the room may get an entirely new design, which allows a homeowner to be as creative as their budget and imagination allow.

“Many people are suffering with bathrooms that have been outdated for 10 or 15 years; they wait to remodel until they are ready to put their house on the market, but if you are going to spend the money, you should do it at least a few years before you sell so you can enjoy it,” said Craig O’Connor, owner of Affordable Baths, adding that a remodeled bathroom adds instant equity to a home.

Local bath remodelers say the majority of their clients are 35 and older, and are remodeling or making changes because the room is outdated or has problems due to mold and mildew. Baby Boomers also make up a large part of their business, and those who plan to stay in their homes often want the bathtub converted into a spacious shower stall with grab bars, a seat, and recessed soap holders.

“Twenty years ago, we did one shower conversion for every tub makeover. Now the ratio is one-to-one,” Cusimano said as he spoke about the growing trend. “The bathroom usually has a small footprint, but eliminating a tub can make the space seem amazingly larger.”

Trends and styles come and go, but white fixtures are the most popular, followed by neutrals that include beige and gray. Although many remodeling shows on TV feature bathrooms with intricate tiles and daring designs in shower stalls, grouted seams require maintenance, and most New Englanders want surfaces that are easy to clean and prefer wall surrounds or large, block-style tiles.

For this edition and its focus on home improvement, BusinessWest explores options offered by local remodelers that range from complete makeovers to less-costly renovations that include relining and resurfacing tubs, sinks, wall tiles, and bath surrounds, extending their life and giving them a clean, updated look.

Changing Trends

O’Connor’s Springfield showroom contains tiles, vanities, showerheads, shower stalls, faucets, lighting, countertop samples, flooring, and everything else needed for a complete bathroom remodel. The typical cost of a job in New England is $14,000, but Affordable Bath can usually do a complete remodel for $10,000, as long as the footprint isn’t changed. However, the price rises if people choose costly options such as heated floors, custom tile bath surrounds, or vanities larger than 36 inches.

The room is gutted down to the studs, and the remodeling takes a week or two to complete. It can be inconvenient for homeowners who have only one bathroom, but the new bath or shower is ready for use by the end of the first week, and clients are offered Porta Potty units.

Gunmetal-gray-colored vanities are growing in popularity, but most people choose shades of brown, and quartz countertops are replacing granite; the material is slightly more expensive, but doesn’t require maintenance and resists stains.

O’Connor told BusinessWest that many people whose master bathrooms have Jacuzzi tubs are eliminating them or replacing them with deep-soaking or claw-foot models.

Jim Belle-Isle

Jim Belle-Isle says BathCrafters can install a new bathtub liner and wall system in one or two days to give the room an updated look.

Claw-foot tubs come in cast iron, which retains the temperature of the water for long periods of time, or acrylic, which weighs less and is a good choice for second floors.

Some Baby Boomers and seniors are also looking toward the future and choosing walk-in tubs.

“The surfaces are heated, and the jets can be positioned to hit the knees, hips, or lower back,” O’Connor said, adding that roll-in showers with fold-down seats and grab bars are another option that eliminate the need to step over a wall to bathe.

“We’ve created bathrooms that range from a basic remodel that meets practical needs to spaces that provide the comfort of a private, spa-like retreat,” he continued, noting that the company recently remodeled a master bathroom and installed an oversized Jacuzzi tub and separate shower with multiple showerheads, custom tiles, a built-in bench, and a frameless glass exterior.

Although a complete makeover is the ultimate choice, there are many options for people who don’t need or want that option or can’t afford it. They include having a custom-made acrylic tub and liner installed over the existing one. The liners usually have lifetime warranties, and the entire job can be done in about two days and enhanced with a new sink with fancy faucets and a new toilet.

“We have more than 1,000 acrylic molds that fit every cast-iron or steel tub, along with multiple designs and colors,” Cusimano said, adding that bronze or brushed nickel drains or overflows are popular and an average job costs $3,000 to $4,000, although prices for tub-to-shower conversions range from $1,000 to $7,000, depending on factors that include how much plumbing is required and whether the homeowner wants built-in seats and other high-end features.

He told BusinessWest that acrylic is a very high-end plastic and far more durable than old bath surrounds that tend to be made of fiberglass. The material is easy to clean, and the finish never wears off, as acrylic is not a coating.

Many bathrooms remodelers are called upon to change have baby-blue or pink tubs and fixtures, and tiles that were also used as wainscoting and were popular in the ’40s and ’50s.

The tiles are often removed before a new wall system is put in place, and water damage caused by small cracks in the tiles or grouting behind them is repaired.

“There can be hundreds of seams in a tiled bathroom where water can get in,” Cusimano said, adding that some people have no idea that this has been happening.

Most tub liners and wall systems need beading where the edges meet, but new barrier materials are infused with mildicides and antimicrobial additives.

The wall systems Bathfitter uses don’t come in pieces, but are custom-made after taking measurements with a laser. They extend from the edge of the tub or shower to the ceiling, and the corners are bent so there are no seams inside the tub.

Soap dishes and corner caddies can be added, along with acrylic on the ceiling, and bowed rods are gaining popularity as they make the area seem more spacious.

BathCrafters also makes custom tub liners that are formed to fit perfectly over existing tubs, and if tile walls are in excellent shape, Belle-Isle said, they can be covered with acrylic liners, which reduces the cost of removing them. In addition, tile wainscoting in dated colors can be covered with tile-shaped acrylic.

“The biggest decision they have to make is whether they want a shower door. It does pose a maintenance issue, but some people want glass doors without metal frames,” he noted.

Although tub surrounds come in many colors and designs, neutral palettes allow people to change the look of the bathroom in the future without having to spend a lot of money. “People can get creative with floor tile, vanity tops, and paint colors,” Belle-Isle said, adding that he often reminds customers that it is much easier to redo a floor than a tub and surround.

“Remodeling can cost a lot, but the main issue in a bathroom is usually the tub or shower. Many don’t want to completely gut the room, but they do want a look that is modern and doesn’t require much maintenance, and we can provide that,” he continued, adding that everything he installs is customized to fit.

Miracle Method of Ludlow offers another option that is the least expensive choice but completely updates the look of a bathroom, tub, or shower area and extends the life of existing tubs and showers that are scratched, chipped, or contain outdated colors. After the tub or wall surround is professionally cleaned, a high-end coating is applied, which contains a bonding agent that fuses with the old surface.

Owner Jim Kenney says the entire process takes five to six hours and cures overnight. Prices start at $585 for a standard bathtub, and sinks, countertops, and tiled walls can also be sprayed.

“We can change the entire color scheme and use the same acrylic on tile walls, which will give the room a fresh new look and bring it up to date,” he explained.

In addition, Miracle Method does step-through cutaways in bathtubs that turn them into shower stalls and are popular with seniors. “We cut a 24-inch wide step into the side rail so it is easier to get into,” Kenney explained, adding that he leaves five inches on either end of the cutaway and can install grab bars and apply a non-slip surface to the floor before the coating is sprayed onto it. The cost of this makeover with grab bars is about $1,450, and it is a growing part of his business.

Modern Look

Bathrooms are used on a daily basis by homeowners as well as their guests, and can reflect a person’s decorating style or simply serve as a functional room that meets basic needs.

But the look and age of the tub, sink, toilet, and walls can make it a place to avoid or one that is enjoyable to visit, Belle-Isle said. “When the environment in a bathroom is pleasant, it makes a big difference in a person’s overall mood.”

Daily News

EASTHAMPTON — Hogan Technology announced that the company is helping small to mid-sized businesses reduce their office expenses and increase productivity by capitalizing on the growing trend of remote workers. It’s no secret that Millennials have made a major impact redefining the modern workplace, and remote workspaces have become more commonplace than ever before. Hogan Technology has taken a proactive role in educating businesses on the benefits of a remote workforce as well as providing the technology to make this transition.

As new technologies have made it easier than ever before to work productively from any location, at any time, the number of remote workers has dramatically increased. While some managers are hesistant to embrace this new modern style of workplace and consider this trend to have overstepped its boundaries, these numbers show no sign of slowing down. In fact, according to Time magazine, by 2025, three out of every four workers globally will be Millennials.

While Millennials are often thought of to be the primary generation forcing this workplace shift, that’s not the case. PricewaterhouseCoopers’ NextGen study found that “64% of Millennials surveyed would like to occasionally work from home. This study also showed a slightly higher percentage, 66% to be exact, among members of Gen X and Boomers that would prefer to work from home,” which implies that every group in the workforce, not just Millennials, prefers a remote workspace.

For any organization that wishes to remain at the forefront of their industry, this new paradigm cannot be ignored any longer. However, the most innovative C-level executives are finding ways to utilize a remote workforce to increase productivity, raise employee happiness, and create more profitable organizations.

Business owners that embrace remote working are noticing an increase in productivity from their off-site employees. According to Inc. magazine, remote workers are almost twice as likely to work beyond 40 hours per week. The technology that Hogan Technology provides enables managers and employees to collaborate through videoconferencing; access all of their company’s data, programs, etc. in a cloud workspace environment; and leverage a cloud-based phone provided to the employee in their home. Businesses can significantly downsize their physical office and reap the rewards of reduce costs.

The benefits to the remote worker are obvious. Employees can spend more time with their loved ones, instead of wasting several hours every day stuck in stress-inducing, gridlocked traffic. Flexibility is another obvious benefit, and while remote working is still largely considered to be a perk, managers are rewarding their proven staff members with it.

“The happier our employees are, the happier our customers end up,” said Sean Hogan, president of Hogan Technology. “Many business owners are afraid of declining productivity if they embrace a remote workforce; however, we’ve experienced quite the opposite. There’s been a much higher focus on delivering results, instead of aimless chatter around the water cooler. There are specific technological tools that greatly contribute to the success of a remote workforce.”

Daily News

AMHERST — The noted linguist, philosopher, author, and political activist Noam Chomsky will speak at the Mullins Center at UMass Amherst on Thursday, April 13 at 7:30 p.m. The event is free and open to the public, with seating available on a first-come, first-served basis. Doors will open at 6:30 p.m.

Chomsky’s presentation is titled “Prospects for Survival.” His visit is sponsored by the UMass Amherst Political Economy Research Institute and is being presented as part of the celebration for the inauguration of the newly constructed Crotty Hall. Crotty Hall is the new home of the UMass Amherst Department of Economics. It is also the first net-zero-energy building to be constructed at UMass Amherst.

Institute professor emeritus at Massachusetts Institute of Technology, Chomsky is the author of hundreds of books, essays, and articles on topics such as linguistics, war, politics, and mass media, including the seminal 1967 essay “The Responsibility of Intellectuals” and his most recent volume, “Who Rules the World?”

Daily News

SPRINGFIELD — Beginning in August, the UMass Amherst College of Nursing’s accelerated bachelor’s in nursing program will be taught at the UMass Center at Springfield in Tower Square.

The 17-month program, designed for students with bachelor’s degrees in other subjects or people interested in a career change, will enroll 80 students each year. Courses will be taught by UMass Amherst College of Nursing faculty using state-of-the-art teaching technologies in newly renovated and expanded classrooms to allow for the intensive clinical work that nursing education demands.

“Moving these students, who come to us with prior experiences and education, to an urban campus perfectly poises us to take advantage of all the teaching and service opportunities among diverse communities in the Springfield area. This was also an exciting opportunity to expand and renovate our technologies, simulation center, and health laboratories to be ahead of a rapidly changing healthcare environment,” said Maeve Howett, clinical professor and assistant dean of Undergraduate Nursing Education.

The Springfield location will put students in close proximity to two of the busiest medical facilities in Western Mass., Baystate Medical Center and Mercy Medical Center, as well as a wide range of other clinical learning opportunities.

Less than three years old, the 26,000-square-foot space features 10 classrooms and clinical simulation areas specifically designed for the needs of the nursing program. In addition, a simulation lab is designed and furnished to resemble an apartment, offering the opportunity for students to practice at-home care. Cameras throughout the space allow student performance to be recorded and played back in any of the classrooms, conference rooms, or breakout spaces to be reviewed with instructors and peers.

Telehealth facilities will allow students to practice this technology and become leaders in its use as it is increasingly implemented in healthcare facilities. Whether giving patients in remote locations access to top healthcare experts or allowing elderly patients to remain in their homes during health visits, nurses will know how to listen to a heartbeat through a stethoscope, thousands of miles away, and recognize symptoms via high-definition video.

“Incorporating telehealth and other technologies into our nursing students’ education will give them new insights into providing health care for Massachusetts residents and will also help shape the future of healthcare for our nation and globally,” said Stephen Cavanagh, dean of the UMass Amherst College of Nursing.

Education Sections

Dollars and Sense

financialaidart

Attaining a college degree is a stern challenge. These days, paying for one is probably an even bigger challenge, for both students and their families. Area colleges are responding proactively with programs and initiatives that put information into the hands of those who need it and help students and families understand all the options and opportunities available to them.

Springfield College students Olivia Otter and Emily Giardino are well aware of the cost of higher education.

Although Springfield College (SC) was Otter’s first choice and she was thrilled to be accepted, she needed to see the financial-aid package the school offered her before she could commit to entering the freshman class.

“This year I signed up to be an RA [resident assistant] so I won’t have as much debt when I graduate,” said the 20-year-old sophomore, explaining that the job provides her with free housing and a reduced rate on her meal plan.

Giardino, meanwhile, is a junior and has a merit scholarship and a grant. Her mother, Trish Giardino, found the financial-aid process daunting but said that, at one point, their financial needs changed, and they were able to benefit from the college’s appeal process.

Families have very different financial situations, but they are faced with common denominators: the cost of higher education continues to climb, and the amount of student debt is reaching new, alarming heights.

Springfield College students Emily Giardino (left) and Olivia Otter

Springfield College students Emily Giardino (left) and Olivia Otter say the amount of financial aid students receive can play an important role in the school they choose to attend.

Studies show 44.2 million Americans owe $1.28 trillion in college debt, and the average class of 2016 graduate has $37,172 in student loans, which is 6% more than 2015 graduates owed. Graduate students incur even more responsiblity, with an average of $57,000 in loans because there isn’t much financial help available for them.

Although some people question why higher education is so costly, Stuart Jones says the demand for amenities such as great food, health and counseling services, and advanced technology continues to rise, and these are certainly factors.

“We call it the arms race,” said Springfield College’s vice president for Enrollment Management. “When families visit us, they judge our buildings and compare them to what they see at other schools. Plus, today’s students want to have fun and want to know whether the school holds events like movie nights and carnivals. They want a great education, but also want a great experience, and that comes with a price tag.”

Full tuition at SC is $36,000 annually, or $43,000 with room and board, but 85% of its students receive financial aid. “We have a responsibility to help families get the help they need, so we really work hard to keep costs down; for six consecutive years, our tuition has remained lower than the national averages for colleges of the same size,” Jones said.

Kathleen Chambers said Western New England University (WNEU) is tuition-driven: the majority of the price it charges pays for the school’s operating budget, and 90% of its students receive some sort of financial aid.

“It’s our job to help parents and students meet the bottom line,” said WNEU’s director of financial aid, adding that the school’s tuition plus room and board is $49,000.

We have a responsibility to help families get the help they need, so we really work hard to keep costs down; for six consecutive years, our tuition has remained lower than the national averages for colleges of the same size.”

Public schools tend to be less expensive, but families still typically need help to pay for schooling. Suzanne Peters, director of Financial Aid Services for UMass Amherst, said 80% of the school’s full-time undergraduate students have loans, grants, or other forms of aid. Tuition at UMass Amherst is $30,000, which includes room and board, books, and transportation, and www.umass.edu/umsa contains forms, information, and search engines for a wide range of scholarships which students are urged to explore.

“Part of going to college is learning to advocate for yourself, but we give families as much information as we possibly can and things to think about, such as interest rates and repayment terms,” Peters said, noting that private schools usually have more scholarship money to award students than public schools.


List of Colleges in Western Mass.


For this issue and its focus on education, BusinessWest looks at what public and private schools do to help students and their parents access the help they are eligible for so they can earn a degree that will lead to a satisfying and well-paid career.

Variable Factors

Guidance counselors at high schools have information about financial aid and can steer prospective college students and their parents to appropriate resources. Most high schools also hold financial-aid information nights, while colleges and universities hold similar sessions during annual open houses.

Peters said UMass Amherst goes out into the community and puts on 100 presentations every year for prospective students and their parents, as well as panel discussions for guidance counselors, programs for incoming families, and financial-literacy sessions on campus that remind students about the debt they are accumulating.

Stuart Jones

Stuart Jones says Springfield College is unique in the amount of money it awards to graduate students.

Catherine Ryan, director of Financial Aid at Westfield State University, said that school also gives presentations and works closely with community colleges because many students transfer there after completing two years of schooling.

In general, private schools are the most costly form of higher education. State schools are less expensive, and their price tag is determined by a tiered system: community colleges are the least expensive, state universities cost more, and the UMass system is at the top of the tuition-cost pyramid.

Ryan said Westfield State costs $9,275 without room and board and $20,000 with it.

“Some students expect to be able to borrow the full amount of the cost of their education, but that’s not possible,” she noted, explaining that there are limits to federal loans. “It’s important for families to research the cost of each college the student is interested in because there are a lot of different price tags. I tell them to be organized and look at a wide range of schools.”

There are three main sources of funding for higher education. The first comes from the government via federal loans, Pell grants, state grants, and work-study programs.

The second source is scholarships or awards from a college or university, and the third is independent scholarships that are given out by a wide array of local and national groups.

“It’s our job to educate students about where they can find scholarships and grants,” Jones said, adding that millions of dollars of scholarship money goes unclaimed every year, and students should visit www.fastweb.com, the nation’s largest scholarship clearinghouse.

“We give families the tools they need to explore options and tell them what they need to know about private loans,” he went on. “But we are very honest about the amount of debt the student is likely to incur, and although some really want to come to Springfield College, we know they can’t afford it and have to help them face that reality.”

Chambers agreed, and said 90% of students at WNEU receive financial aid, and the admissions office gets in touch with students after they receive their financial-aid package to answer any questions. But they have also had to tell some students it is not realistic for them to attend the school.

However, experts say every student should fill out the Free Application for Student Aid, or FAFSA, which automatically qualifies them for low-interest and forgivable federal loans if they meet eligibility standards. It is also the first step needed to qualify a parent for a federal PLUS loan, which can be used to help pay college costs.

Catherine Ryan, director of Financial Aid at Westfield State University

Catherine Ryan, director of Financial Aid at Westfield State University

Experts say the form is important even for the wealthiest families because students may qualify for merit scholarships or other forms of aid if they don’t meet the benchmarks for federal programs. In addition, the most generous private colleges have awarded need-based aid to some students from families earning more than $200,000 a year.

However, Peters noted that it’s critical to read the FAFSA directions carefully. For example, it’s important to understand where to include the student’s tax information and where to use the parent’s.

The U.S. Department of Education recently announced new income-reporting rules for FAFSA beginning with the upcoming 2017-18 school year. Instead of using prior-year income as ‘base year’ income, it will now use what it refers to as ‘prior-prior year income.’ For example, the FAFSA will report 2015 calendar year income to schools the student designates on the form for the 2017-18 ‘expected family contribution’ determination instead of 2016 calendar-year income.

In addition, for the first time, families were able to fill out the FAFSA in October instead of having to wait until Jan. 1. Students who did so right away and were accepted at colleges received financial-aid packages early, which gives them more time to consider their options.

Ryan cautions that the FAFSA should be filled out as soon as possible each year because students who file after March 1 may lose out on help, as a college may have allocated all of its resources by that date.

Different Circumstances

Although every family is expected to contribute toward their child’s education to fill the gap between what can be borrowed and what is given to them in grants, sometimes this is not possible. “The amount is often double or triple what parents expected to pay,” said Ryan. “Middle-class families don’t quality for a lot of aid at public schools, so they should start conversations about affordability long before the student is ready to enroll in college.”

Although most schools don’t have an extra pool of money to help students beyond their initial offer, experts say if a family’s circumstances change, they should alert the financial-aid office, because special situations are taken into consideration. If extra aid is not available, private loans can be an option, but a student needs a credit-worthy co-signer, and interest often begins accumulating as soon as the loan is processed.

“But if a parent lost their job, or there is a death, divorce, or other significant change in the family, they should contact us,” Ryan noted.

Jones said some families try to negotiate the amount of aid the student will receive. “Some don’t really need our help and simply want a bargain, while others really do need assistance,” he noted, adding that, in some instances, SC is able to offer them more grant money.

Ryan said Westfield doesn’t have a reserve fund, but it looks at individual situations, and students sometimes opt to attend classes part-time while they work or help their family.

But most schools offer payment plans, and if parents request a meeting with the financial-aid office, they will be advised about their options.

“We have our own scholarship program, but it is only for upperclassmen,” Chambers noted.

Ryan said Westfield State may offer the neediest students a package that includes federal loans, a Pell grant, a state grant, and grant money from the school, which in some cases equates to the majority of the cost.

Kathleen Chambers

Kathleen Chambers says 90% of students at Western New England University receive financial aid.

But when it comes to helping graduate students, most colleges and universities don’t have much to offer.

“Most graduate students who receive financial aid receive it in the form of a job as a teaching assistant or research assistant,” said Patrick Callahan, a spokesperson for UMass Amherst. “When they apply for admission to a graduate program, they are considered for this type of aid, which is typically based on qualifications rather than financial need.”

He added that some graduate students receive fellowships that help with the cost of living or scholarships that reduce their tuition cost. Fellowships can come from university sources or outside sponsors, such as the National Science Foundation.

UMass Amherst has a robust assistance program that offers tuition credits as well as health benefits, and Westfield State offers its own programs.

Springfield College awards scholarships for excellence as well as associateships that provide students with free or discounted tuition and a living stipend in exchange for work on campus that does not exceed 20 hours a week.

Chambers said WNEU’s School of Law offers merit money based on a student’s undergraduate academic record and their results on the Law School Admission Test, but noted that graduate students can get an unsubsidized federal loan of up to $20,500 for their first year of study, which is considerably higher than the amount an undergraduate can borrow.

Countdown Begins

Time is of the essence, and most colleges send out financial-aid packages by March 1 because students must decide by May 1 which school they will attend.

The amount they borrow is a very important factor, but Chambers noted that higher education is an investment. “Unlike a car or house, a degree can’t be taken from you.”

Jones added that, although affordability and financial aid are critical factors in decision making, many parents say support services, the safety of a campus, and whether the school is student-focused also weigh into the equation.

“They want to know if the school is going to give their son or daughter the greatest chance at success,” he said.

When they finish their schooling and settle into careers, the amount of debt they owe may well figure into that definition, so it is indeed a situation that deserves serious consideration — because it will affect their lives for years to come.

Entrepreneurship Sections

Business Is Blooming

Christine Adams

Christine Adams combined a long-time love of flowers, design expertise, and an entrepreneurial itch to create a success story in Florence.

 

Christine Adams tells of a trip she and her husband, Chip, took to the White Mountains in New Hampshire many years ago, and a sign that caught her attention along a scenic hike.

“We walked by this rickety old bridge, and I looked up and saw a sign that said ‘Badger’s Realty,’” she said, adding that the name struck her for some reason. “I said to Chip, ‘that’s going to be the name of my store someday.’ It wasn’t just the name — the look of the building was ratty, and I loved it. I just love rustic. And it just stuck with me.”

Fast-forward to Adams’ current business, Florence-based Badger’s Flowers & Co., where she creates floral arrangements for weddings and other events that are anything but ratty; in fact, she has won awards from WeddingWire and the Knot for her work with clients. But she took a circuitous route to entrepreneurship.

“I was a bookkeeper for an architecture firm in my single days,” she said. After she got married, her husband, a TV producer, wound up traveling quite a bit, and she stayed home with her two children. When they reached school age, she worked part-time — mother’s hours, as she put it — at a local florist for the better part of a decade.

“When the kids went off to college, it was time to reinvent myself,” Adams told BusinessWest, and she again looked to the world of flowers, but as her own boss this time. “I thought, why not try doing this? So, about three years ago, I had a website made, and a friend of a friend told a friend getting married, they called me, and it just slowly started trickling in.”

Helping clients decide on everything from bridal bouquets and boutonnieres to table centerpieces and outdoor arbors, in styles ranging from rustic to garden to classic elegance, Adams has taken her passion for design (she attended Rhode Island School of Design, and holds a degree in business management) and married it — pun intended — to a desire to provide brides and their families with what she calls ‘wow’ moments.

“I love the experience of meeting with people. I’ve had brides, grooms, moms, and dads spend hours here, chatting over coffee or wine,” she said, explaining that she takes on no more than one event per weekend, often traveling to New York or Boston during the week — as well as local flower farms — for some hard-to-find flower or specialty ribbon. “It’s a boutique style of business. I pride myself on bringing something with a specialty touch. I’m always looking at how I can make it a little different.”

Tech Savvier

Interestingly, it wasn’t the floral-design element of Adams’ business that challenged her at first. It was the decidedly 21st-century business models she had to get used to.

“It’s funny — at one point, I noticed I was getting nothing, so I hired a guy to take a look at my website. He said, ‘whoever did your website didn’t fill in your geographic information, so you’re located in New York.’ Since he tweaked it, I started getting hits again.

 

Flowers come easy for me. My learning curve has been social media and having to learn, at this point in my life, how Instagram works. I met with a marketing consultant, and as soon as I did what she suggested, my visibility doubled.”

 

“Learning technology and social media is so new to me, but it’s such an integral part of this business, because that’s where everyone goes for their information,” she went on. “Much of my demographic is out of state; I get calls from San Francisco, San Diego — people whose parents live here, or they went to college here, and they’re coming back to get married. I don’t feel like I’m competing with local businesses, with so much of my business coming from out of state.”

She did, however, recently join the Berkshire Wedding Collective, a group of wedding vendors that provides an online information portal for people seeking such services in Western Mass., and also got involved with the Greater Northampton Chamber of Commerce, through which she has taken classes in Google AdWords, Excel, and other business tools.

“Flowers come easy for me. My learning curve has been social media and having to learn, at this point in my life, how Instagram works,” she said, before opening up her account and scrolling through dozens of examples of her work that potential clients can peruse. “I met with a marketing consultant, and as soon as I did what she suggested, my visibility doubled. I wouldn’t have guessed that.”

Christine Adams makes effective use of Instagram

Christine Adams makes effective use of Instagram to display dozens of photos to inspire clients planning their own weddings.

As someone who was once very shy, business networking is new for her as well. “But at the same time, I can see the benefit, and I’m slowly growing more comfortable.”

It’s the one-on-one sessions with clients where she feels truly at ease, though. It’s in those discussions where she can formulate a vision. Sometimes the budget doesn’t match the wish list, but when everything comes together and the client gets that ‘wow’ feeling, it’s gratifying. “It’s a collaboration, and I want people to be happy.”

She told of a bride from San Diego coming back to Western Mass. to be married near her parents, who live in South Hadley. She loved patriotic colors, but didn’t want a bright, gaudy red, white, and blue design. Adams found a ribbon featuring a motif of American flag colors, but more subdued, and when she showed her the ribbon via Skype — and how it could match with ivory fabric — the client loved it.

That give and take is the heart of the business, but an element she wouldn’t have as much time for if she operated a storefront flower shop rather than working out of her home, a restored 1800s farmhouse that’s been in her husband’s family for five generations. “When you have a flower shop, you can’t take all this time with people.”

Bursting to Life

Adams delights in hard-to-find flowers to pepper arrangements of more traditional choices. “I might hit Boston or New York for those specialty stems that say, ‘wow.’ You don’t need a lot of them. Even few items like that gives it a special look, and really sets it apart.”

The challenge doesn’t always end with the order, however.

“It’s in my contract that Mother Nature is a variable,” she said, recalling one wedding where cafe au lait dahlias were a featured item. When she went to pick them from the wholesaler a few days before the wedding, inclement weather had rotted those particular flowers. But while her heart was racing, she called local farmers and ended up with smaller dahlias that were just as striking, and visited a market in Boston for some other unique pieces. “When I delivered them, there was a ‘wow,’” she said.

Indeed, weather that’s too hot, too wet, or too dry can mess with the best-laid plans, she said, but scrambling to replace an item and still coming up with something impressive is an oddly gratifying experience.

Adams’ satisfaction isn’t priority one, of course; her clients’ happiness is. And the comments on her website testify to that.

“She is truly a floral artist with an eye for design like I have never witnessed in my life,” one bride from Westfield wrote. “She is so extremely talented, but most importantly so extremely passionate about her work, and her clients. When I first saw her stunning work, I was truly taken back. I witnessed her hard work first-hand — the time, effort, and passion she put into every arrangement, like a piece of art.”

Reactions like that provide a ‘wow’ factor of their own.

Joseph Bednar can be reached at [email protected]

Company Notebook Departments

Hogan Technology Invited to Technology Assurance Group Convention

EASTHAMPTON — Hogan Technology announced that Sean Hogan, the company’s president, has been invited to attend the 17th annual Technology Assurance Group Convention, an organization of dominant unified-communications companies in North America representing $350 million in products and services. The event, to be held in Houston on April 2-5, brings together the most successful leaders in the unified-communications sector in order to elevate the industry as a whole, through the sharing of best business practices, CEO-to-CEO collaboration, and exchange of viewpoints as the future of technology. The theme of this year’s convention is “teamwork drives success.” It will focus on the power of teamwork, and is fittingly situated at the nation’s epicenter for space exploration. “We’re proud to have Sean Hogan attend our event,” stated Brian Suerth, president of Techology Assurance Group (TAG). “Sean brings a tremendous amount of insight, and we’re thrilled to have him share his views with our membership. His contributions throughout the year to his fellow members have raised the bar for every company in the technology space. In sum, we’re honored to have Sean in attendance.” One of the keynote speakers at the TAG Convention is Col. Richard “Mike” Mullane, a former pilot and astronaut who developed his expertise in leadership and teamwork through an array of combat reconaissance missions in Vietnam and space-shuttle missions for the U.S. Mullane will share his insights and collaborate with TAG members in order to help advance their leadership and teamwork abilities. Also in attendance will be some of North America’s elite technology manufacturers. These providers will deliver futuristic technology to TAG members in order to accelerate the technological proficiency of small to mid-sized businesses. With their new software, cloud computing, and auxilary equipment, businesses will be better-positioned for strong growth in 2017. “I look forward to attending this year’s event and coming back with new ideas to improve our customer experience,” Hogan said. “The better we understand teamwork, leadership, and technological expertise, the more profitable our customers will become. We consider this event a privilege to attend, especially because of the high-caliber peers, and it also serves as a very effective way to keep our customers miles ahead of their competitors, sustaining their competitive edge through our delivery of futuristic technology.”

Health Program at STCC Wins Accreditation

SPRINGFIELD — The Health Information Technology program at Springfield Technical Community College was awarded accreditation, a big step forward for an area of study that can help hospital workers like Pamela Rau advance in their careers. Rau, 53, of Southampton, worked at Shriners Hospitals for Children in Springfield for more than 20 years when she decided to seek an associate degree in health information technology from STCC. She needed the diploma to continue working as a supervisor in health-information management. Rau was part of the first graduating class in June. “It was interesting because what I learned on the job coincided with what I learned in school,” she said. “And the things I learned in school helped me grow in this position in my job.” Her next step is to take a certification exam to become a registered health-information technician. She also hopes to earn a bachelor’s degree in healthcare administration. But her academic journey started with STCC’s Health Informatics and Information Management (HIIM) program, which awards degrees in health-information technology. On Dec. 20, the two-year-old program received accreditation from the Commission on Accreditation for Health Informatics and Information Management Education (CAHIIM). Accreditation, a tool for assuring academic quality, shows that the program meets a certain minimum standard. A graduate of the accredited HIIM program at STCC becomes eligible to take professional certification exams. Tracey McKethan, department chair and professor of Health Information Technology, said the program went through a rigorous process involving an on-site review by accreditors and met 33 standards. “There are no other programs like this in Western or Central Mass. or in Northern Conn.,” McKethan said, noting that STCC’s program has a 100% graduation rate. The HIIM program prepares students, who are awarded degrees in health-information technology, for certification and practice as registered health-information technicians. The program has transfer agreements with four-year institutions, which means students can apply their credits from STCC to pursue bachelor’s degrees. Master’s programs also are available. The technicians typically work at hospitals, nursing homes, long-term-care facilities, mental-health centers, or large medical practices. As the custodians of patient medical records, the technicians must be able to translate complex data into understandable, simplified information for the general public. For more information, call the admissions office at (413) 755-3333 or visit www.stcc.edu/apply. Fall applications are due by April 30.

Rick’s Place Wins Grant from New York Life Foundation

WILBRAHAM — Rick’s Place recently received a $10,000 Grief Reach grant from the New York Life Foundation, which will enable the organization to make significant improvements to its technological capacities, including major website enhancements. The New York Life Foundation created the Grief Reach program to help providers overcome barriers to bringing grief-support services to youth not served by existing bereavement programs. One hundred and ninety-five Grief Reach grants totaling nearly $6 million have been awarded since the program’s inception in 2011. The New York Life Foundation has been one of the leading funders in the childhood-bereavement field, investing more than $30 million to date in support of grieving children and their families.

Banking and Financial Services Sections

Taking Account

Principals Patrick Leary (left) and Doug Theobald

Principals Patrick Leary (left) and Doug Theobald

The field of accounting is broad, diverse, and constantly changing, so the leaders of Moriarty & Primack are rightfully proud that their firm has weathered those changes with near-constant growth and little turnover. They credit a culture of connection, where open communication is valued in the office and client relationships dig deeper than mere numbers on a ledger. As it approaches its second quarter-century, those are values the company intends to preserve.

After a quarter-century in business, it’s natural for an accounting firm to re-evaluate its place in the financial-services industry — particularly for a firm with the consistent growth record of Moriarty & Primack.

“We’re probably at the cusp where we’re not a small firm anymore, but not a large firm, either — maybe a medium-sized firm,” said Patrick Leary, CPA, Assurance Services partner with the firm, which now totals almost 40 employees. “So, what does that mean to our clients and how we market ourselves in the community?”

When he and other leaders of the Springfield-based firm sat down with BusinessWest recently, they talked about how the company’s evolution had sparked conversations, now ongoing, about its messaging and growth strategy going forward. What kept coming up was a wave of young talent.

“You can certainly say we’re younger than we were 10 years ago,” Leary said. “That certainly changes the firm’s culture — younger people with lots of energy, people who are building their careers, striving to move forward.”

They also bring their own, varied perspectives, said Douglas Theobald, Tax Services partner and the firm’s president, noting that they were recruited from both Western Mass. colleges and well outside the region, and hail from both accounting programs and other professions, bringing a richness of life experience to their jobs.

This group — which definitely doesn’t represent the old vanguard of “green-eyeshade accountants,” Leary noted — also bring key experience in modern modes of communication and connection.

“The world is changing so quickly, with social media and technology and such,” said Margie Smith, human resources director, “and they are really savvy in all those areas in a way that some of us older folks may not be.”

 

We’re probably at the cusp where we’re not a small firm anymore, but not a large firm, either — maybe a medium-sized firm.”

 

Conversely, noted Lisa Behan, CPA and director, the company’s leaders can model the close client relationships that have been a hallmark of Moriarty & Primack’s 24 years in business. “The only way to teach them that is to show them.”

To that end, Leary said, the firm’s leaders make an effort to draw younger employees into many of their client discussions, if only to help them gain experience in myriad areas. “That builds our bench; someday our clients will be going to them with these questions, and the more situations we throw our staff into, the better they’re going to be in their career.”

Smith said the younger employees appreciate that culture. “It helps them develop more quickly than they might otherwise. We also have an open-door policy here. Everyone is approachable, and they know they can come to anyone, anytime, with any questions. There’s a lot of collaboration here, and everyone is on a first-name basis. It’s not ‘Mr. Theobald’ or ‘Mr. Leary’; it’s Doug and Patrick. That open-door policy helps everyone work together and makes them feel like they can ask questions, that questions aren’t stupid.”

For this issue’s focus on financial services, Moriarty & Primack’s leaders spoke with BusinessWest about how asking the right questions, and answering them with a culture that prioritizes relationship building, has fostered continual growth since 1993, and likely more moving forward.

Making a Name

Richard Moriarty and Jay Primack were long-time employees of Coopers & Lybrand when they decided to put their own names over the door, using their experience and effective recruiting of talented CPAs to make their firm one of the standouts in the local accounting community. They started in a 1,000-square-foot office in One Financial Plaza, then expanded that footprint before moving one block down Main Street to Monarch Place in 2001.

Now in its second generation of leadership, said Theobald, the firm has come to focus on four key areas: Auditing services to business clients, nonprofits, and other business entities; tax-consultation and compliance services to business clients, individuals, and other segments; business-valuation work; and employee benefit plans.

From left, Doug Theobald, Margie Smith, Lisa Behan, and Patrick Leary

From left, Doug Theobald, Margie Smith, Lisa Behan, and Patrick Leary say the company benefits from a culture of open communication.

“Those are our core service lines,” Leary added. “It’s a fairly traditional core set of services for a CPA firm of our size.”

Theobald said the firm is well-versed in virtually every industry, but its accountants aren’t afraid to consult with someone else in the company who might have broader experience in a certain field.

“We do collaborate internally amongst ourselves. Patrick may have more experience in the construction field than I have, and if I have a construction client, I can come to him with a question. And vice versa — he might come to me with a tax issue. That’s been very successful for us; we work with individual clients with a team approach, and try to use the best knowledge we can internally.”

That’s an important part of the culture, Leary added. “We tell our people that nobody here knows everything. To me, being a good CPA means asking a lot of questions. We’re not going to go to a client and just pretend we know all the answers.”

That emphasis on candor and communication appeals to Behan, who joined the firm last year from Owens & Co. in Connecticut. “I’ve seen the whole profession change over the past 10 to 20 years around relationships as opposed to technical expertise,” she said. “What’s really important to clients now is the trust, the connections, the relationships, the experience … a lot of intangibles around our relationships with clients. Twenty years ago, what we did was more of a commodity, and less personal.”

Theobald agreed. “The only way you can be successful in this business is by driving deep in relationships with your clients. They look to you as a confidant. We clearly bring technical expertise, or you wouldn’t be working with us, but it’s also a relationship built on trust. We wouldn’t have approached Lisa to join this business if she didn’t have both those skill sets.”

Smart Growth

Behan’s arrival was one example of organic growth, Theobald said, as she brought her own client base into the firm. Other growth over the years has been driven by acquisition, referrals, and a broadening of services.

“We realize we’ve got to continue to grow, and we give our staff as much opportunity as possible to grow,” he told BusinessWest, and that means drawing in new clients from near and far. “We are committed to Springfield, and we value the Pioneer Valley; we work here and reinvest in this community. But we’re also very active outside Western Mass. — in the Boston marketplace, in the Hartford marketplace. We realize that, if we want to grow the firm, we have to expand our footprint, and we’ve done this very successfully.”

To move forward, though — beyond that ‘medium-sized firm’ status — Moriarty & Primack is now examining its growth goals and formulating new marketing strategies, which is in some ways untilled ground.

A wave of new employees over the past decade

A wave of new employees over the past decade, many of them young professionals, has given Moriarty & Primack an injection of energy and ideas.

 

“I think our success has been built off hard work and past successes with clients,” Theobald said. “We do very little in marketing, but get a lot of referrals — but we only get those referrals if clients have seen us do a good job, and are confident in our ability to work together, to bring high-end service with good ideas and good execution.”

Smith noted that the firm has also committed to boosting employee training and updating its technology and infrastructure to better serve clients, which is critical in an age when so much business is handled by electronic means.

“A lot of times growth is a byproduct of where the industry as a whole is going, and so much these days is done electronically,” Theobald said. “We can serve clients totally through electronic means. We might meet with a client twice a year but still do a lot of work with them throughout the year.”

Behan agreed. “Relationships can really be built and maintained electronically. We have clients on the West Coast … so much of it is phone and e-mail. If you stay on it and maintain these relationships, you don’t always have to be face to face with people anymore.”

Busy clients tend to appreciate doing business through those channels, because carving out an afternoon meeting can be a real commitment on their end, Leary added. “We get it. We know how clients work — they may wake up at 5:30, check their e-mail, and get a lot of work done during that quiet time.”

The challenge, Theobald said, is to be accessible at all hours, but respectful of the work-life balance that’s such a key factor in retaining talent in the Western Mass. marketplace “Young professionals don’t want to work 8 to 7 every day; they want that work-life balance, and that forces us as managers to run a business that can effectively serve clients but also be a good fit for the staff.”

Getting Involved

So far, it’s working, Theobald added. “We’re only as successful as our staff, and we have a low turnover rate, which translates into continuity of service and not having to retrain the staff every so often. Turnover is very disruptive to a firm, and that is maybe the best judge of what we are doing right as a firm.”

Moriarty & Primack keeps employees engaged in ways that go beyond their job description, he added — for example, though a social-action committee through which employees decide  where to target the firm’s charitable resources, whether through dollars or events. “They like that; it’s empowerment. They’re contributing more than just in an accounting sense.”

The company also manages a mentorship program for younger staff, who have the opportunity to give and get feedback, Smith said. “They can help grow their own careers by talking to someone more experienced, and have someone watching out for them a little bit.”

These sorts of endeavors have myriad positive effects, Leary said, notably building employees’ knowledge — about their field and what’s happening in the community — which they can bring to bear in the future as they move throughout their careers.

As Moriarty & Primack looks to its second quarter-century, he went on, its leaders are drawing on history and experience to craft a vision of what they want to look like down the road.

“We’re a much larger firm than we were 10 years ago, and we’re a more diverse firm,” he told BusinessWest. “So we’re going through a strategic thought process: how do we get from here to there, how do we continue to distinguish ourselves from our competitors? The goal is to create a good strategy and execute it.”

It’s a vision that appeals to Behan. “I admire that Doug and Patrick are looking years down the road instead of looking back. They’re open-minded to how the firm might look in 10 years.”

It will certainly look much different — and has for a long time — from that small office Richard Moriarty and Jay Primack launched 24 years ago, Theobald said. “But we owe a lot to them for what they started.”

Joseph Bednar can be reached at [email protected]

Banking and Financial Services Sections

Seizing an Opportunity

Adam Corcoran

Adam Corcoran says the new facility in Belchertown exudes what he and others call the ‘Alden mystique.’

Adam Corcoran calls it the “Alden mystique.”

And by about the third casual reference to it, he was hard-pressed by BusinessWest to elaborate and elucidate as to just what that is.

He struggled a little with that assignment, because, in his view, and those of others around him nodding their head in agreement as he spoke, this isn’t exactly something you can see or easily qualify.

“The Alden mystique? It’s hard to explain, really … it’s more something you feel; it’s our personality, for lack of a better word,” said Corcoran, president of Chicopee-based Alden Credit Union. “It’s our brand — it’s who we are, it’s everything we say, and how we say it; it’s everything. You have to witness the service and get the full effect to really understand.”

Whatever the Alden mystique is, it will be — again, according to the people acquainted with the phenomenon — very much in evidence at the new, 4,000-square-foot Alden Financial Center on State Street in Belchertown, set to open its doors at the end of this month.

“It speaks to who we are — it adds to our mystique,” said Corcoran, adding that the name ‘financial center’ is significant, because this isn’t a branch, in the strictest definition of that term, and so, therefore, that is not what it is. Rather, it’s a full-service facility to be staffed by a full-time investment/financial advisor, a full-time property and casualty insurance advisor, and those providing traditional banking and loan services.

“It’s truly a one-stop financial center,” said Corcoran, and one that speaks to the credit union’s explosive growth in recent years, from $78 million in assets in 2010, when Corcoran arrived, to $161 million at present — and its ambitious plans to continue on that trajectory.

Indeed, the Belchertown facility, formerly occupied by Easthampton Savings Bank before it relocated to another location in Belchertown, is part of a strategic initiative to better serve the credit union’s many customers in the Ludlow-Belchertown area, and attract more of them, said Corcoran. But it was also pursued (ultra-aggressively, as we’ll see shortly) out of sheer necessity; the company has been growing at such a rate that it simply needed more space, and in a hurry.

 

The Alden mystique? It’s hard to explain, really … it’s more something you feel; it’s our personality, for lack of a better word. It’s our brand — it’s who we are, it’s everything we say, and how we say it; it’s everything.”

 

“One of the biggest challenges we’ve had over the years has been trying to find space for the staff we’ve assembled to support the growth we’ve had,” he explained. “Our main office in Chicopee is only so big … we’ve had board meetings in the basement for years. We then moved into the administration building across the parking lot from us, but it seems like every year we run out of space.”

That shouldn’t be the case any longer, he went on, noting that the new center in Belchertown should provide adequate space for years to come.

Meanwhile, it will become the cornerstone of expansion efforts in an area identified as one with high growth potential.

“One of the things we decided was that expanding for the sake of expansion and just putting branches up where we had an opportunity to do so was not really the way to go,” said Alden board chairman David Hodge, referring to a branch opened in Amherst in 2012 and closed three years later due to underperformance. “We all thought this [State Street] location was a great opportunity to not only solve our space problem, but better serve existing new customers and generate additional growth.”

 


List of Credit Unions in Western Mass.


 

For this issue and its focus on banking and financial services, BusinessWest takes an in-depth look at the new Alden Financial Center, the circumstances that made in a necessary reality, and the role it will play as the credit union seeks to continue and even accelerate an ambitious pattern of expansion — in every sense of that phrase.

Site for Sore Eyes

Corcoran told BusinessWest that Alden undertook what would be considered a very elaborate search for a location for its new financial center, one that would take it to several communities and a host of potential sites, many of which did not fit that aforementioned Alden personality for one reason or another, or didn’t work from a financial perspective.

To say that it became enamored with the State Street parcel in Belchertown, owned by Pride Stores, would be a huge understatement, as Corcoran’s recollection of efforts to acquire it reveals.

“This wasn’t even available when we first looked at it,” he recalled. “When we first inquired, they said, ‘oh, you want to rent it?’ We said, ‘no, we want to buy it,’ and they said, ‘but it’s not for sale.’”

Continuing with the story, he said the credit union asked the individual in question if inquiries could be made into if, and under what circumstances, the property might come up for sale.

“Some time went by, and we got a call back, and the person said, ‘I hear you’re interested in leasing the bank space in Belchertown,’” he went on. “I said, ‘no, we’re interested in buying it,’ and he said, ‘but it’s not for sale.’ And I said, ‘we’ve had this conversation.’”

Adam Corcoran, left, and David Hodge

Adam Corcoran, left, and David Hodge, chairman of the Alden board of trustees, believe the new facility in Belchertown will enable the credit union to continue its torrid pace of growth.

In essence, Alden wasn’t interested in taking ‘no’ for an answer, and it didn’t, eventually convincing Pride to let it acquire the property and the 1.3 acres it sits upon, a small portion of a much larger development (still owned by Pride) that includes a Tractor Supply Store, Planet Fitness, and other retail outlets, and will soon include a Pride store itself.

Why was Alden so persistent? A combination of factors, said Corcoran, including the geographic location — the proximity to communities with many customers and Belchertown itself, still one of the fastest-growing communities in the region — but also potential traffic flow at that expanding retail site, complete with the new Pride store, and the attractive physical space in the building itself. Also, there are no other credit unions in the vicinity.

“This was one of those things where timing and the pieces to the puzzle all came together,” he said. “It’s worked out fantastic so far.”

To get a better appreciation of all that, we need to back up a bit, to when Corcoran came to the company. It had $78 million in assets and roughly 12,000 members. Today, as noted, the numbers are $161 million and 22,075, respectively, and growing, with all of that growth coming organically and well ahead of the pace industry-wide, he noted.

When asked how this was accomplished, he made perhaps the first reference to the Alden mystique, noting that, during his first few years at the helm, the institution built up what he called its “infrastructure.”

By that, he meant a foundation on which to grow, meaning everything from products, a staff, new branches, and a platform for providing quality service, to aggressive marketing and smart use of improved information technology.

“We’ve set the bar higher for ourselves when it comes to the value we provide the membership and potential new members,” he explained. “We haven’t been afraid to take risks; sometimes they’ve worked out, and sometimes they haven’t, but we haven’t been afraid.”

In that ‘haven’t worked out’ category is that aforementioned branch in Amherst, undertaken as part of a partnership with UMass Amherst Athletics. The branch, located on Main Street, was not ideal, with no drive-up window and limited space, said Corcoran, and didn’t develop as expected.

Thus, the credit union, still desperately in need of more space, commenced a search for a more strategic location in Hampshire County, and for something that would be much more than a branch.

The search ended in Belchertown.

Center of Attention

Thus begins an intriguing new chapter in the story of this nearly 90-year-old institution.

Its marketing slogan is ‘Banking. No Boundaries,’ and that saying now has new meaning with the Alden Financial Center. The literal boundaries have been extended, and the figurative ones — well, there weren’t any to begin with, as evidenced by the Alden mystique.

That phenomenon is, as Corcoran said, hard to see and define. It’s the institution’s personality. And it will be on full display at this new facility.

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

Daily News

SPRINGFIELD — Holly Chaffee, president of Porchlight VNA/Home Care, and Sharon Grundel, director of Healthcare Training Development at Springfield Technical Community College (STCC), presented to healthcare leaders at the Organization of Nurse Leaders Quarterly Educational Meeting at Mohegan Sun in Uncasville, Conn. on March 10. The presentation detailed the partnership the two organizations developed in 2015 to bring an innovative approach to in-home, direct-care worker training, including the use of new technology.

The training program was made possible with a grant from the Training and Workforce Options (TWO) collaborative between STCC and Holyoke Community College and the Mass. Department of Higher Education’s Nursing and Allied Health Grant Initiative: Direct Care Workforce. The collaborative effort includes representatives of Porchlight VNA/Home Care, O’Connell Care at Home, Berkshire Healthcare Systems, and Wingate Healthcare.

The healthcare sector is critical to the Western Mass. economy as it generates 16% of the jobs and 19% of the annual payroll for the area. The grant ensures a well-prepared healthcare workforce by addressing the need to recruit, train, and retain entry-level home-care providers, which is a consistent economic hardship for home-care agencies. Collaborative partners receive up-to-date training for its workers through the grant at no cost while contributing in-kind resources and employee paid leave time.

As part of this, Porchlight committed to filling the designated number of training slots available and providing data to support grant objectives. Trainees were introduced to a number of new modalities, including a simulation lab and Alzheimer’s Assoc. habilitation curriculum to improve both technical and essential skills.

“I remain much more calm now with difficult clients,” one participant said in a testimonial. Another said, “simulation was the coolest! I learned so much, even though it intimidated me at first.”

Chaffee and Grundel meet regularly along with other key stakeholders to plan training and curriculum details and discuss the grant’s performance. To date, the partnership has sent a total of 15 incumbent direct-care workers through the program for an advanced level of training to boost skills for care at home. Trainees also successfully completed certification programs for home health aide and first aid and CPR.

Daily News

NORTHAMPTON — Robert Cummings, CEO and founder of American Benefits Group (ABG), has been nominated for the 2017 EBN Innovator Award by Employee Benefit News, a leading national benefits-industry publication serving 106,800 senior-level benefits decision makers across all platforms. This audience includes human-resources executives and benefits directors, whose sphere of responsibility and influence spans health and retirement plans, voluntary benefits, legal and regulatory compliance, employee training and development, benefits procurement, technology, strategic direction, and finance.

Cummings founded ABG in 1987 and was an early adopter and innovator of flexible spending accounts in the late 1980s. The company added COBRA administration services and commuter benefit accounts in the 1990s, and health savings accounts and health reimbursement arrangements when they came into being in the early 2000s. For decades, ABG focused exclusively on working with Western Mass. employers, providing full benefits strategy, funding, communications, and administrative solutions. The company began to focus on a national expansion of its specialty employee-benefits administrative services beginning in 2007.

Today, ABG serves a diverse base of more than 1000 employer clients nationwide from its home offices near downtown Northampton. ABG’s employer clients range from small and mid-size businesses to high-profile Fortune 1000 employers and global organizations, covering all of the continental U.S.

Recognition on the national stage is not new for ABG. In 2014, the Institute for Health Care Consumerism presented the company with a Superstar Innovator Award, and in 2015 ABG was recognized by its platform provider, consumer account technology giant Alegeus Technologies, as its national Customer Service Champion. ABG also serves as the preferred platform partner for consumer-account-based plans and COBRA administration services for NFP, one of the largest global insurance and corporate benefits brokers and consultants.

Cummings has been on the leading edge of technology innovation since before the Internet, as ABG was one of the first benefits administrators in the nation to adopt debit-card payment technologies. The ABG debit card allows consumers to pay expenses from their consumer pre-tax accounts directly at the point of service, and auto-substantiates the majority of their transactions. ABG was one of the first adopters of web-based participant portals and mobile applications that offer instant account access and management anytime, anywhere. In 2010, ABG was again at the forefront of the market with its introduction of a live participant-feedback review portal, where participants could rate their experience and post live reviews that are shared online. Basically a private Yelp review and rating portal for its own clients, the company has leveraged this to garner thousands of five-star feedback reviews.

Working with the top global benefits consulting and brokerage organizations like Mercer, Lockton, HUB, Gallagher, and NFP, as well as leading independent benefits consulting and brokerage firms from across the country, ABG has been able to achieve consistent growth. In 2016, the company grew revenue by a record 35%, and it has achieved compound annual growth since 2010 of more than 20% per year.

Opinion

Opinion

By Robin Saunders

Some years ago, I earned a college degree in cybersecurity and healthcare information technology, becoming the first woman in the U.S. with such a degree. This wasn’t an accomplishment I set out to achieve — I just always had a driving interest in technology, so it was the natural thing for me to do.

I’ve always been fascinated by technology and the sciences. It never occurred to me at the time that these fields were considered the domain of males, or that females were hard to find in industries related to technology.

I describe myself as a geek, though stereotypically the word ‘geek’ tends to conjure a male. But I learned early that the description fit me to a T.

My fascination with technology started in my childhood. My father loved electronic gadgets and would arrive home after a long day in his New York office with “something wonderful” that he found to increase his productivity. When he retired his cool gadget, I loved taking it apart and studying it.

It was my dad who took me on my first trip to Radio Shack, which was famous for its electronic kits. I would purchase these kits with money earned from babysitting. By the time I was in college, I was able to build a quadraphonic stereo — making the woofers and tweeters, back when the word ‘tweet’ meant something different.

Technology and technology-centered careers were never mentioned as career choices in the all-girls school I attended. The closest to a technology career was ‘medical technology.’ MD pathologists had been assisted for many years by medical technicians, mostly men, but the field of medical technology was just beginning, and women started to enter the field.

When I enrolled in a master’s program in 1980 and took my first computer programming course, I was one of five women in a 30-student class.

It is no secret that males have filled most of the jobs and careers having to do with technology and its offspring — the new careers emerging in the cyber arena.

The statistics are quite stark when it comes to women in technology and cybersecurity. Today, only 9% of cybersecurity jobs worldwide are filled by women. And jobs overall in the realm of cybersecurity abound, with 2 million such jobs worldwide going unfilled, some 200,000 in the U.S. alone.

If job fillers in the cyber economy were reflective of the gender ratio in the larger population, that would mean 1 million jobs waiting to be filled by women around the globe and 100,000 jobs available right now for women in the U.S.

Today, I’m director of Graduate Programs in Communications and Information Management at Bay Path University, an all-women’s university in its undergraduate programs that serves both men and women in its online graduate programs. And while there are many male students in our graduate programs, there is no question more women are entering this field; from my perspective, it is about time.

In the Knowledge Corridor that runs north-south along the Connecticut River in Connecticut and Massachusetts, the need in the realms of technology and cybersecurity is growing. With global financial-services companies, research universities, and biotech startups, there is ample opportunity for work in this arena.

My experience in technology and in teaching has taught me one important lesson — that women have the ‘right stuff.’ Call it women’s intuition or a sixth sense. In my view, women possess exactly what the field of information security needs. Not only can women match their gender counterparts in mastering technical skills, but some studies have shown that they may be better at the interpersonal and communication abilities that account for the rest of the job.

In a nutshell, women want a stable job, want to do work that they are passionate about, want to be successful in their careers, want to give back to the community, and want to make a lot of money. The emerging field of cybersecurity offers the perfect fit.

Women have been taught from a young age to be aware of their surroundings and to be very security-conscious. I think women intuitively grasp the need for security.

High employer demand, fabulous salaries, great promotion prospects — what’s not to love about cybersecurity?

If information security is a man’s world — as it is so commonly declared — then how do you explain the wonderful women who continue to perform and succeed just as impressively as the next man? And how to explain the increasing number of women earning an undergraduate or graduate degree in cybersecurity and related data and technology programs?

Many of the pioneers in computer science were women. Ada Lovelace was the first computer programmer, Grace Hopper built the first compiler, and a team of six female mathematicians created programs for ENIAC, one of the first fully electronic general-purpose computers. In fact, programming and operating computers was once seen as women’s work.

We have all discovered the great opportunity and connectivity that the Internet has brought into our lives, but it also adds to the complexity of the cyber threat. That threat of security also offers an opportunity to little girls who may have a fascination with all things technological, like me.

Calling all women: the cybersecurity field needs you, and there are a million jobs waiting.

Robin Saunders is director of the MS in Communications and Information Management program at Bay Path University.

Manufacturing Sections

Making a Name for Itself

From left, Frank Mitchell, Chris Brucker, Jack Mitchell, and Mark Mitchell

From left, Frank Mitchell, Chris Brucker, Jack Mitchell, and Mark Mitchell show off one of the company’s custom machines — one that will slice sapphire.

Since it was launched by John Mitchell in 1920, Mitchell Machine has grown and diversified — shifting from producing parts and tools for the Springfield Armory and Indian Motocycle to designing and manufacturing complex machines for the semiconductor industry. But since day one, the company has essentially been doing the same thing — producing solutions for its clients.

 

 

It’s called a ‘sapphire wafer slicer.’

And that’s exactly what the blue-painted piece of machinery is — a device that slices sapphire substrate into razor-thin wafers for use in the production of light-emitting diodes (LEDs) and other products.

As they gathered for a photo in front of this piece of equipment, which was due to be shipped out to an unnamed customer within a matter of days, those at Mitchell Machine were careful to position themselves so that they were shielding anything that might be the slightest bit proprietary in nature.

It has been this way — sort of, and in most respects — at this landmark Springfield company since it was started by Jack Mitchell’s grandfather, John Mitchell, in 1920.

Back then, said Jack, one of the third-generation owners (his brother, Frank, is the other), this was mostly a parts manufacturer, supplying several companies but especially two huge customers steeped in history and lore and located just blocks away from the Hancock Street plant — the Springfield Armory and Indian Motocycle.

Chris Brucker

Chris Brucker says Mitchell Machine has a long track record of providing solutions to its clients.

The second generation of ownership — John’s sons, Frank, John, and Richard — led the company through its first evolutionary process, into the tool and die business in the ’50s. Today, the company handles everything from production of special machinery — like the sapphire wafer slicer — to subcontract machining; from design and manufacturing of robotics equipment that can provide companies with cost-effective automation, to machine design and engineering services for companies that would prefer to outsource such important work.

The common denominator when it comes to everything that goes on in (or out of) the plant today, and what transpired decades ago, is the fact that Mitchell has always been in the business of providing solutions to many different kinds of customers.

“When people have problems in manufacturing — when they need to do something faster, they need automation, they need robotics — they require solutions, and we provide them,” he explained, adding that, as Baby Boomers retire and the task of replacing highly skilled workers becomes ever more daunting, manufacturers are increasingly looking at using technology to do (or help do) what people have traditionally done.


Chart of Largest Manufacturers in the region


Mitchell works with clients in a host of business sectors, including automotive, communications, machinery, electronics, plastics, printing, rubber, optics, and semiconductors.

Many of these solutions are one truly one-of-a-kind in nature, meaning the company won’t even make two of them, he went on, adding that such undertakings make the business unique and the work quite intriguing. But it also brings challenges, especially the need to keep a steady flow of projects in the queue.

“We rarely do the same thing twice — there’s not a lot of volume production — and this requires a lot of skill,” he said, adding that individual projects generally take anywhere from five to 18 months or more to complete. “So you need a lot of projects in the pipeline, and you need financial security, because it’s a long time between drinks.”

This need to continually bring in new work led Mitchell to become one of a handful of area companies to take part in Valley Venture Mentors’ first accelerator program for established manufacturers.

Mark Mitchell, Frank’s son, and thus a fourth-generation leader of the company, led Mitchell’s involvement in the intense, three-month accelerator program. He said it was helpful on many levels, but especially with marketing and raising the company’s profile, thus generating new clients.

“There was a lot of insightful reflection on the company, how we produce, and how can market ourselves,” he noted, adding that, while the company made some direct contacts that might lead to additional business, many of the takeaways involved operations and becoming more visible. And one of the first orders of business will be a new and improved website.

For this issue and its focus on manufacturing, BusinessWest takes an in-depth look at Mitchell Machine’s long history of providing solutions for customers, and how, as it approaches its centennial, it continues to find new ways to expand an already-impressive portfolio of projects.

Parts of the Whole

Jack Mitchell told BusinessWest that, when his grandfather arrived at his home in Springfield’s Hungry Hill section one afternoon in 1920, he had what amounted to good news and bad news for his wife.

“The good news was that he bought a building and was going to start a business,” he explained. “And the bad news was that he didn’t have his existing job anymore, and he had to rely strictly on himself. And he had six children; needless to say, my grandmother was quite alarmed.”

That job was as a toolmaker with Colt Industries in Hartford, he went on, adding that his grandfather’s story was typical of many machinists working for the Armory and other companies at the zenith of this region’s industrial age; individuals with an entrepreneurial bent who decided to take their assembled skills and go off on their own with a career turn (that’s an industry term) that would bring with it a whole host of risks, sacrifices, and unknowns.

To make ends meet, Mitchell noted, his grandfather would work at shops like Van Norman Machine Tool and Bosch Machine during the day, and work at the company with his own name on it at night, logging 16- to 20-hour days, usually six days a week.

What’s happened since that start, though, is far from typical.

Indeed, the company has, as noted, reached fourth-generation involvement (a rarity in any sector, but especially manufacturing) and continues to find new and different ways to grow, evolve, and, yes, manufacture solutions for clients across a wide range of business sectors.

Relaying some of the company’s rich history in Springfield, Mitchell noted that, during World War II, it made parts, gauges, and other equipment for essentially two clients — the Armory, which, by the war’s height, was employing more than 15,000 people in arms production, and Indian, which by then was producing motorcycles exclusively for the military.

“At that time, we had more than 100 people working in a very small section of our current shop,” he explained. “It was a 24-hour-a-day, seven-days-a-week operation during the war.”

After the war, the company acquired new, larger equipment, and subsequently diversified into the manufacturing of complete, custom machines, and for companies across the country, not simply across town.

Then, as now, it served a host of different sectors, many with a presence in this region, including the paper industry (many communities in the area had plants), tire making (those products were produced in both Chicopee and Springfield), and molded fiber, among others.

“To this day, Michelin is still a customer — we’ve been serving the tire industry since the ’50s,” said Mitchell, adding that many customers in the portfolio have been with the company for decades.

Mark Mitchell

Mark Mitchell says the company’s participation in the manufacturing accelerator has provided new business leads and insight into how to raise Mitchell’s profile in the marketplace.

The company’s next important step in diversification came in 1992 with the establishment of Mitchell Engineering, which took the company into the design-and-build realm when it came to custom machinery and robotics and to a new dimension in providing clients with solutions.

Today, such work represents roughly 60% of the annual revenues, with the rest coming in the form of subcontract machining.

As noted, Mitchell Engineering is in the business of providing solutions to problems, many of them workforce-related, he said, citing, as one example of the work it undertakes, an assignment involving Sanderson MacLeod, the Palmer-based manufacturer of twisted wire brushes.

“There’s an unusual brush that only one person could make,” Mitchell told BusinessWest. “And that individual was retiring. They came to us, and we designed and built a machine that could actually perform the task that this person did.”

Designs on Growth

There are dozens, if not hundreds, of similar stories in the portfolio, he went on, adding that the machine to slice sapphire — which is ideal for use in both LED and non-LED applications due to its high temperature resistance, high strength, and good electrical insulation — certainly falls into this category.

“Sapphire is harder than silicon, so it’s a more difficult thing to do,” Mitchell noted. “This is a prototype machine — nothing like it has ever been built before.”

Many of the products and solutions that roll out the door command similar language, said Chris Brucker, an applications engineer for the company, adding that the solutions are generated through intense collaboration, or interface, with the client concerning the problem and the best means of solving it.

“Our clients will have an application that they’re looking to automate, or generate better quality, less scrap, fewer direct labor hours … all those kinds of things to stay competitive, increase profits, all those good things companies want to do,” he explained. “I go in and talk to them, understand their process from their perspective, find out what they need to do,” he went on, “and then develop concepts for a special piece of machinery or automation.”

As noted earlier, projects of this nature generally take at least six months from start to finish, and many require much more time.

Thus, there is that heavy premium on constantly generating new work for the pipeline, said those we spoke with, adding that, as might be expected, it comes in two forms — additional work for existing clients, and attracting new clients.

And recent efforts have been focused on both, said Jack Mitchell, adding that this is a relationship business, and once one has been established, the goal is to grow it.

He said there are many examples where subcontracted machining has also led to work designing and manufacturing custom equipment or the promise of such work, including one case involving a medical-equipment manufacturer.

“It started with a small, complex part, and moved to a much more complicated assembly of parts, to creating a tool they could use,” he explained, adding that the next step could be work to design a production line for the company.

As for attracting new clients, word of mouth has always been and will always be the best form of marketing, said Mark Mitchell, and the company does take part in several large trade shows each year. Still, there are many who don’t know the Mitchell name and all that it stands for, and this nagging reality was perhaps the primary motivation behind participation in the manufacturing accelerator program, although connecting with new customers directly was also a goal.

“We’ve quoted on a number of projects as a result of the program,” said Mark, adding that the program reaffirmed the notion that original equipment manufacturers, including many in this area, are not fully aware of the resources (such as Mitchell’s expertise) that are available to them.

Slices of History

The small conference room at Mitchell Machine speaks to the company’s long history, and brings the past, present, and future together efficiently.
Indeed, along with a few golf pictures (which reflect a passion for the game shared by several generations of the Mitchell family), the walls feature a few framed replicas of World War II-era posters proudly touting the contributions of defense contractors toward victory in Europe and the Pacific.

“Your Work Means Victory — Build Another One” reads one poster depicting a shipbuilder.

There’s also a 10-pound block of silicon sitting on a base in the middle of the table. It’s there as a nod to the fact that Mitchell has designed and built machinery that will shape that silicon in the production of microchips.

As the company prepares to turn 100, it is still doing what it was doing when John Mitchell came home with that mix of good news and bad news — produce solutions. And along with those, it is making (and has always made) a proud name for itself.

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

Manufacturing Sections

On the Cutting Edge

Marianne Halpern

Marianne Halpern displays the Thunderbird, one of the knives now being produced by Three Rivers Mfg., a subsidiary of Halpern Titanium.

Marianne Halpern says the company used to be called Custom Knife Supply because … well, that’s what it did — that’s all it did.

It supplied custom parts — blades, handles, hinges, and other components — to knife makers across the country, she said of the venture that she and her husband, Les, started out of their home in Monson, more as a money-making hobby than anything else.

When it became much more than that — the two eventually left their day jobs to pursue this full-time — and did much more than supply knife parts, a name change was certainly in order, Halpern told BusinessWest.

The search for something new and more accurate wasn’t exactly involved or scientific in nature, Halpern went on, adding that credit for what’s now in block letters on the business cards goes to the woman who handled that printing job.

“She asked what we did and what materials we worked with,” Halpern noted, adding that, when given a quick primer, the printer, desiring to make the principals’ name part of the equation, said, ‘how about Halpern Titanium?’

This question soon became the answer, said Halpern, because ‘Titanum,’ all by itself, says a quite a bit. “It has a definite ring to it.”

Indeed, this silver-colored, low-density, high-strength metal is practically synonymous with ‘cutting edge’ when it comes to its use in everything from artificial joints and dental implants to golf clubs; from eyeglass frames to Corvette engine parts.

Meanwhile, the metal itself is not exactly easy to fabricate into any of the above, Halpern went on, adding that, in many ways, this name connotes precision and expertise to those who read it.

Exactly how much the new name has helped the company is a matter of debate, but what isn’t is the fact that Halpern Titanium, now located in the Palmer Technology Center (the old Tambrands complex in Three Rivers) continues to grow and diversify itself into a major player within this industry.

The company, which also specializes in other materials, including carbon fiber, fiberglass, and stainless steel, now makes parts for a number of knife makers, many based in Oregon due to very liberal knife laws there (quite of the opposite of what are on the books in the Bay State), but manufacturers of other projects as well. And within the past 18 months or so, it has taken its expertise to a new and different label by introducing its own brand of knives, produced by a subsidiary named Three Rivers Manufacturing (TRM).

That venture has already produced several models, including the Nomad, the Class Action, the BT 1000, and the Thunderbird, which earned an enthusiast review from a trade publication called Knife News.

The Nomad Slipjoint

The Nomad Slipjoint, complete with titanium frames and royal blue G-10 handle, is one of several knives now bearing the Three Rivers Mfg. (TRM) name.

“Designed by company founder Les Halpern, the Thunderbird’s distinctive geometry injects some new life into familiar tactical knife attributes like a wharncliffe blade, titanium framelock, and sculpted pocket clip,” the magazine wrote. “The narrowing frame is embellished with deep milled-out grooves to create a look that harkens back to the tail fins found on the classic 1950s American-made automobiles.”

TRM, currently selling direct to consumers from its website, hopes to roll out several new models in the years to come, said Halpern, adding quickly that the parent company’s main purpose in life is to help a host of major knife makers earn similar platitudes for their products.

For this issue and its focus on manufacturing, BusinessWest takes an in-depth look at a company with a sharp — as in sharp — focus on controlled growth and further expansion of each of the many components within the business plan.

Cutting to the Chase

The printer who handled the Halperns’ business cards had more to do than help come up with a new name. Her eventual assignment was to pack a ton of information on that small space, while putting it all in something approximating titanium’s color on a black background.

In short, there’s a lot to read there.

Beyond the typical name, address, phone, and e-mail, the card provides a quick education into the services provided and materials used — at least to those versed in this field and the language associated with it.

Indeed, there are phrases like ‘dynamic waterjet cutting’ and ‘swiss turning,’ and listed materials including ‘titanium sheet bar and plate’ and the related ‘6AL/4V, CP Grades 1-4’ (an alloy of that metal), as well G-10 (fiberglass) and carbon fiber sheet. One could also note that free quotes are available and that this is a certified women-owned business.

Like we said, there’s a lot to read. And it all translates into the fact that this company has come a long way from the Halperns’ basement in Monson.

That’s where things started almost 20 years ago, said Marianne, noting that she was a teacher at Tantasqua Regional Senior High School and Les was a designer in the adaptive equipment department at the Monson Developmental Center when they started to fashion parts for knife makers on the side — and got really good at it.

So good, as noted, that they started thinking about this as a career move.

“I took a leave of absence from my job in 2000, and never went back — and I never looked back, either,” she told BusinessWest. “Les retired, and he never looked back.”

Instead, they’ve been looking both outward and inward with an eye on finding new ways to do what the company has essentially done from the very beginning — serve as a solution finder for many of the nation’s most prominent knife makers.

“Companies come to us with a specific need they need to address,” she said, adding that solutions include everything from parts to whole-knife manufacturing and assembly (although not much of that) to assistance with designing new products for the market.

When asked to list some of these customers for which solutions are provided, Halpern said those names are among the many things are kept confidential within this large, tight, and highly competitive business.

To effectively convey what the company does, Halpern had to repeatedly stop in mid-sentence, get up from her chair, and find a knife with which she could show the company’s contribution rather than explain it.

She picked up an elaborate multi-tool product assembled by one of those companies she couldn’t name to explain how it makes one small carbon-fiber piece that holds the tool bit in place. She picked up another knife to show off one of the many types of handles (a good number of them produced from G-10), and on it went.

Les Halpern

Les Halpern, seen here at the prototype CNC machining center, wears many hats for the company, including knife designer.

“For many customers, we’ll make one part, like the handle, and they’ll make the rest,” she explained. “We’re a team with that company, and we have many, many relationships like that. They don’t have to worry about that part of the knife.”

Getting to the Point

There are many visible signs of growth at Halpern Titanium, starting with its facility in Palmer.

The company started with roughly 3,000 square feet, a few machines, and the Halperns handling almost all the assigned duties. The footprint has expanded to 20,000 square feet, there are now 12 employees and 25 machines, and the Halperns, while they still work long hours, don’t have to do it all.

A growing client list is another measure of success, she said, adding that the company has staked out a position as one of the clear leaders in this field.

“There’s not a lot of competition out there — it’s not easy to do what we do,” she said, noting, again, the difficulty of working with titanium, G-10, and other materials.

The new subsidiary, TRM, is still another sign of growth and progress, she said, adding that she and Les decided roughly 18 months ago to take their acquired expertise and put the company’s name on its work instead of someone else’s.

“We had been making private-label knives for other companies for 18 years, and we often thought that it would be a good idea to do some of our own,” she explained. “And we recognized that making something for someone else that they sell is very different from making something yourself that you have to market, but we wanted to give it a try.”

Working in tandem with some noted custom knife designers, TRM brought a few products to the marketplace last year, she went on, including the Nomad, complete with an array of handle colors, such as ‘blaze orange,’ ‘cranberry,’ ‘forest green,’ and ‘battleship gray.’ The Thunderbird will be available online shortly.

Results thus far have been generally positive, said Halpern, and the company is learning the new elements of business associated with this venture, especially the marketing side of the equation and its various social-media platforms.

“It’s a whole different experience trying to market a product,” she explained. “I’m very active on social media — Twitter, Facebook, Instagram … and I’m gradually building a following for our company.”

She and others will attempt to expand this following in June at the Blade Show in Atlanta, billed as the largest knife show in the country, sponsored by Blade magazine. Attendees will include custom knife makers, manufacturing operations, collectors, and many more constituencies.

This means those representing both TRM and Halpern Titanium can multi-task, which is essentially what those at this corporation are now doing on a daily basis.

Indeed, Halpern noted, with the many different kinds of operations, including production of its own brands, now taking place, the company must conduct what she called a “balancing act” to ensure that each has the ability to thrive and grow.

“On the private label, we want to continue with those companies that want to add new products and grow with them,” she explained. “Meanwhile, we’re adding new customers selectively, making sure it’s a good fit, and we want to continue with our own models, introducing maybe a few new ones each year. Let’s see where that all takes us.

“It’s definitely a balancing act; we keep evolving as we need to,” she went on. “You can’t just stand still — in any kind of business, but especially this one. You have to be ready to add things to your repertoire.”

Getting a Handle

Things like the Thunderbird, with its narrowing frame and deep milled-out grooves, and the Nomad, with its blaze-orange, cranberry, and battleship-gray handles.

This company that was started in a basement continues to build upon its repertoire and its track record of excellence within the knife industry.

As the name suggested by that printer a while back suggests, this company is on the cutting edge — in just about every aspect of that phrase.

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

Departments Incorporations

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

BELCHERTOWN

Medical and Life Care Consulting Services Inc., 38 Barton Ave., Belchertown, MA 01007. Cynthia M. Bourbeau, same. Medical consultation.

CHICOPEE

JFR Investments Inc., 26 Lorraine St., Chicopee, MA 01013. Fernando Ramirez, same. Real estate.

M&S Bluebird Inc., 727 Grattan St., Chicopee, MA 01020. Stanley R. Grochmal, Jr., 26 Candlewood Drive, Otis, MA 01253. Rental mobile home park.

HOLYOKE

Mater Dolorosa Church Preservation Society of Holyoke Inc., 62 Richard Eger Dr., Holyoke MA 01040. John Fydenkevez, 384 East Main St., Chicopee, MA 01020. Nonprofit organization designed to preserve and maintain the Mater Dolorosa Church building at 71 Maple St. in Holyoke, Massachusetts, for its historical and architectural attributes.

PITTSFIELD

Movemint Inc., 82 Wendell Ave., Suite 100, Pittsfield, MA 01201. Julian Dano, same. Nonprofit committed to combining innovation in technology and nonprofit work to establish and support sustainable projects for communities in need which benefit education, health, economy, environment, and other designated areas within a given community.

Hearing Aid Associates Inc., 169 1st St., Pittsfield, MA 01201. Darren Rucch, same. Sales — selling hearing aids.

SPRINGFIELD

Krex Transport Inc., 32 Lindsay Road, Springfield, MA 01128. Kevin C. Roberts, same. Delivery services.

Liu 138 USA Inc., 309 Berkshire Ave., Springfield, MA 01109. Wen Qing Liu, 141-15 33rd St., Flushing, BY 11354. Food services.

Lou Cadorette & Co., 11 Maplewood Terrace, Springfield, MA 01108. Lou Cadorette, same. Business consulting and tax preparation.

SOUTH DEERFIELD

Mighty Mentorship Inc., 18 Grey Oak Lane, South Deerfield, MA 01373. Justin Denial Davis, same. Nonprofit organization mentoring emerging adults and military veterans to encourage positive personal results to benefit the community.

SOUTHWICK

LJ’s Unlimited Landscaping Inc., 10 Lexington Circle, Southwick, MA 01077. Leonard J. Allen III, same. Lawn care and landscaping.

WEST SPRINGFIELD

Kalmm Times Child-Center Corp, 30 Ames Ave., West Springfield, MA 01089. Keyla Diaz, same. Child care services.

Daily News

SPRINGFIELD — The health information technology program at Springfield Technical Community College was awarded accreditation, a big step forward for an area of study that can help hospital workers like Pamela Rau advance in their careers.

Rau, 53, of Southampton, worked at Shriners Hospitals for Children in Springfield for more than 20 years when she decided to seek an associate degree in health information technology from STCC. She needed the diploma to continue working as a supervisor in health information management. Rau was part of the first graduating class in June.

“It was interesting because what I learned on the job coincided with what I learned in school,” Rau said. “And the things I learned in school helped me grow in this position in my job. I was very impressed with the program.”

Her next step is to take a certification exam to become a Registered Health Information Technician (RHIT). She also hopes to earn a bachelor’s degree in health care administration. But her academic journey started with STCC’s Health Informatics and Information Management (HIIM) program, which awards degrees in health information technology. On Dec. 20, the two-year-old program received accreditation from the Commission on Accreditation for Health Informatics and Information Management Education (CAHIIM).

Accreditation, a tool for assuring academic quality, shows that the program meets a certain minimum standard. A graduate of the accredited HIIM program at STCC becomes eligible to take professional certification exams.

Tracey A. McKethan, department chair and professor of health information technology, said the program went through a rigorous process involving an on-site review by accreditors and met 33 standards. “There are no other programs like this in Western or Central Mass. or in Northern Conn.,” McKethan said, noting that STCC’s program has a 100% graduation rate.

The HIIM program prepares students, who are awarded degrees in health information technology, for certification and practice as registered health information technicians. The program has transfer agreements with four-year institutions, which means students can apply their credits from STCC to pursue bachelor’s degrees. Master’s programs also are available.

The technicians typically work at hospitals, nursing homes, long-term care facilities, mental health centers or large medical practices. As the custodians of patient medical records, the technicians must be able to translate complex data into understandable, interesting and simplified information for the general public.

“It’s a growing field,” McKethan said. “With more regulations being pushed out by the government and insurance companies, you really need these highly skilled, credentialed people in certain positions at hospitals and larger practices.”

For more information, call the admissions office at (413) 755-3333 or visit www.stcc.edu/apply. Fall applications are due by April 30.

Daily News

EASTHAMPTON — Hogan Technology announced that Sean Hogan, the company’s president, has been invited to attend the 17th annual Technology Assurance Group Convention, an organization of dominant unified-communications companies in North America representing $350 million in products and services.

The event, to be held in Houston on April 2-5, brings together the most successful leaders in the unified-communications sector in order to elevate the industry as a whole, through the sharing of best business practices, CEO-to-CEO collaboration, and exchange of viewpoints as the future of technology. The theme of this year’s convention is “teamwork drives success.” It will focus on the power of teamwork, and is fittingly situated at the nation’s epicenter for space exploration.

“We’re proud to have Sean Hogan attend our event,” stated Brian Suerth, president of Techology Assurance Group (TAG). “Sean brings a tremendous amount of insight, and we’re thrilled to have him share his views with our membership. His contributions throughout the year to his fellow members have raised the bar for every company in the technology space. In sum, we’re honored to have Sean in attendance.”

One of the keynote speakers at the TAG Convention is Col. Richard “Mike” Mullane, a former pilot and astronaut who developed his expertise in leadership and teamwork through an array of combat reconaissance missions in Vietnam and space-shuttle missions for the U.S. Mullane will share his insights and collaborate with TAG members in order to help advance their leadership and teamwork abilities.

Also in attendance will be some of North America’s elite technology manufacturers. These providers will deliver futuristic technology to TAG members in order to accelerate the technological proficiency of small to mid-sized businesses. With their new software, cloud computing, and auxilary equipment, businesses will be better-positioned for strong growth in 2017.

“I look forward to attending this year’s event and coming back with new ideas to improve our customer experience,” Hogan said. “The better we understand teamwork, leadership, and technological expertise, the more profitable our customers will become. We consider this event a privilege to attend, especially because of the high-caliber peers, and it also serves as a very effective way to keep our customers miles ahead of their competitors, sustaining their competitive edge through our delivery of futuristic technology.”

Daily News

HOLYOKE — The Dowd Insurance Agencies announced that David Griffin Jr. has been promoted to vice president. Griffin is based out of the Holyoke office and works with the other branches based in Hadley, Southampton, Ludlow, and Indian Orchard.

“The Dowd Insurance Agencies is the oldest family-owned agency in Massachusetts,” said David Griffin Sr., “and I am very proud that my son has chosen to continue that legacy of family leadership. We look forward to the future with a strong management team in place. Now a part of that team, Dave earned his place by honing in on his sales and customer-service skills and adding responsibilities that benefit our internal team and our customers.”

Griffin began his role as vice president this past December and looks forward to continuing to grow the organization through new-business development, strategic initiatives, operational efficiency, and managing the firm’s use of technology.

“Dave has grown considerably in his evolving role here at Dowd,” said John Dowd Jr., president and CEO of the Dowd Insurance Agencies. “While sales is his primary function, his aptitude and enthusiasm for technology has been a welcome skill set for our agency, and he is now in charge of IT here at Dowd. Dave has demonstrated a command of these responsibilities in a relatively short period of time. We decided it was time to make him an officer of the corporation where he can interact regularly with senior management and help manage the overall direction of the agency going forward.”

David Griffin Jr. has been a member of the Dowd team since June 2009. He began his career in the insurance industry as a property and casualty underwriter for Liberty Mutual with stops in Schaumburg, Ill. and Charlotte, N.C., before coming back to Western Mass. He is a 2007 graduate of Bentley University in Waltham, where he earned his degree in finance, and he received his designation as a certified insurance counselor in 2014. Currently, Griffin is an active member of the community, serving on the boards of directors for the Holyoke Rotary Club, the Sisters of Providence Health System (foundation board), and Wistariahurst. Additionally, he also supports the United Way of Pioneer Valley as a member of the resource development committee.

Community Spotlight Features

Community Spotlight

Linda Leduc, Meena Patel, and Charlie Blanchard

Linda Leduc, Meena Patel, and Charlie Blanchard say the new Junction Variety store will include 1,800 square feet of space suitable for retail or office use.

A dozen years ago, Meena and Bharat Patel purchased Junction Variety store in Palmer. They established a loyal client base, but several years ago, the cost of operating the antiquated building, combined with the need for extensive repairs and inadequate parking, forced them to make a decision about whether to remain in town and build a new structure or move their business elsewhere.

“We decided to stay here; I love Palmer,” said Meena. “The people are very supportive, and we have good relationships with our customers.”

Last June, ground was broken on a new, 40,000-square-foot facility. It is expected to be completed within a few weeks, and once the store is moved, the old building will be demolished, and a parking lot with 20 parking spaces will take its place.

Junction Variety will occupy 2,200 square feet of the new structure, which will almost double its current size, and the remaining 1,800 square feet will be available for lease as office or retail space.

The project is part of a flurry of commercial activity that began last year and is rapidly accelerating, creating momentum in this community.

“It’s definitely a sign of the recovering economy. Things are happening a lot faster now than they did in the past, and we are very busy,” said Town Planner and Economic Development Director Linda Leduc, who explained that, a few years ago, projects were permitted that never moved forward, but today construction often begins months after the permitting process is complete.

The list of developments, moves, and expansions nearing completion or underway is lengthy, as Leduc and Town Planner Charlie Blanchard explained during a lengthy interview with BusinessWest. It includes four new solar farms (last year the town had five, which brings the total to nine), construction of a $17.2 million Emergency Department at Baystate Wing Hospital that will begin this year, a $2 million expansion of an advanced-manufacturing company that was recently finished, grassroots efforts in Three Rivers that are leading to change, and churches in residential neighborhoods being reused in creative ways.

Construction is also underway at Town Hall. A $400,000 heating and air-conditioning system was installed over the past two years and paid for with funds from the Green Community Act. And this year, renovations are being made to the entire building to make better use of space vacated by the Police Department when it moved into a new, $7.4 million facility several years ago.

Specifically, the public meeting room will be expanded and gain a new entrance; a new conference room and additional storage space will be created; the Board of Health, Conservation Department, Building Department, and Veteran’s Agent will move into larger offices; and new lighting, windows, and carpeting will be installed throughout the building.

“We have a lot of activity taking place for a town this size,” said Blanchard, attributing it not only to renewed confidence in the economy, but to the willingness of officials and the Town Council to work with businesses and make changes to accommodate their needs.

For this, the latest installment of its Community Spotlight series, BusinessWest takes a look at projects that were recently completed, underway, or on the drawing board throughout the four villages that make up the town of Palmer.

Diverse Undertakings

Change continues to take place in Depot Village, the first commercial district travelers pass through after they exit the Mass Turnpike.

Last year, Mark Baldyga of Baldyga Inc. stopped selling travel trailers and made the decision to focus on autobody work and used-car sales, which necessitated a move, because his 1221 South Main St. location didn’t provide the frontage and exposure he needed.

Finding a suitable property proved difficult, but he hoped to remain in Palmer because he grew up in the town, has spent more than 30 years on the Fire Department, and has an employee who is also a firefighter.

“I have a good reputation, and people here know me, which is one of the main driving forces for my business,” Baldyga said, adding that he has close ties with the community.

His search led to a two-acre parcel on Route 20 with the frontage he needed. However, before he purchased it, he petitioned the town to change the area from general zoning to highway business so he could move forward with his plan.

The petition was accepted, and Baldyga split up the acreage, which was needed because the rear portion of the plot contained a multi-family home.

Ground was broken last spring for a new, 5,500-square-foot building that is nearing completion; he expects to reopen in a few weeks.

He told BusinessWest that the neighbors were not only accommodating, but supported the zoning change, and it has worked out well for everyone involved.

“The town will get more taxes, businesses of a similar nature can move here now, and my tenants are happy because I made improvements to their apartments and cleaned up the property,” he noted, adding that, if the zoning change hadn’t been approved, he would have had to leave Palmer.

Michael’s Party Rentals purchased Baldyga’s former location, and President Michael Linton said the company moved from its Ludlow locations and did a substantial renovation of the 20,000-square-foot building, included the addition of a showroom, design center, and state-of-the-art tent-washing machine.

Other moves have occurred in Depot Village. Last year, the Fire Service Group purchased the former American Legion building on 1010 Thorndike St., which allowed the company to expand from a smaller location, and construction plans have been approved for a Dollar General store on the corner of Breckenridge and Park streets that will be built after the single-family home on the site is demolished.

Progress has also taken place at Detector Technology, a precision-manufacturing firm located in Palmer Industrial Park.  Blanchard said the company needed room to expand and purchased a building from Wayne Buxton, who was using it to house his ShedWorks Inc. business.

“Wayne needed to downsize but wanted to stay in Palmer, so he kept half of the lot and is building a new, smaller structure on it,” Blanchard noted, explaining that Detector Technology recently finished a $2 million renovation of the former Shedworks.

Baystate Wing Hospital is also building a $17.2 million, 37,000-square-foot Emergency Department on its Palmer campus. Ground was broken in November, and the institution is meeting all its timetables.

“They are a major employer and are making a big investment that will be beneficial to our residents as well as the region,” Leduc said.

The town’s capped landfill on Emery Street is another property that has been given new life. Leduc said a request for proposals was issued for the site several years ago, but nothing came to fruition until Syncarpha Solar, which owns and operates a solar farm on the adjacent former Palmer Metropolitan Airport, made the decision to build a second facility on the landfill.

“We were happy they were interested in generating additional solar power on the site,” Leduc said, adding that the town had five solar farms, and, in addition to the new one on the landfill, Nexamp, Nextsun Energy, and Beaumont Solar also built solar facilities last year.

“Two are operating, and the other two are waiting to be interconnected, but once that happens, Palmer will be generating almost 25 megawatts of electricity on its nine solar farms,” she noted.

The facilities will bring in new revenue and result in energy savings. Palmer will receive $121,000 annually for the next 25 years in lease payments from the solar farm on the capped landfill, and will begin getting net metering credits this year from Blue Wave Solar on Baptist Hill in Three Rivers, which Blanchard estimates will save the town 30% to 40% of the generated cost of electricity.

New Life

Two other projects Leduc describes as “exciting” involve the conversion and reuse of former churches.

Artist Bruce Rosenbaum and his wife, Melanie, recently purchased St. Mary’s Episcopal Church on Main Street in Thorndike. It had been vacant for several years, and will become their residence and the new home for Mod Vic Steampunk Design when the couple moves from Sharon.

“It was a perfect situation,” Leduc said, explaining that churches often are located in the middle of residential districts, and although the town is willing to rezone whenever it makes sense, it’s not always possible.

The Rosenbaums created the first functional steampunk house in the world, and their business repurposes and infuses modern technology and gadgets into period, relevant antiques and salvage objects.

“We work with clients in the U.S. and internationally to design one-of-a-kind pieces, creatively combining eras and ideas to transform the ordinary into incredible steampunk functional art,” Bruce said, adding that the couple has clients all over the world and looked throughout the Commonwealth and in Connecticut before deciding that St. Mary’s Church was a great place to expand their business.

The 1876 gothic structure, with 30-foot ceilings and tall stained-glass windows, three wooded acres, and 30 parking spaces in the middle of a residential neighborhood appealed to them, especially since they have clients in Amherst, Holyoke, Northampton, and Springfield, including MGM.

They worked with the town to get a home-occupation permit before purchasing the home earlier this month, and are looking forward to relocating and creating a showroom and gallery in the historic space, as well as holding steampunk workshops for families.

In addition, Amherst Railway Society purchased the Crossroads Christian Church on South Main Street in Depot Village and plans to move there on June 16.

“It’s a nostalgic reuse of a historic church and very fitting since Palmer is known as the Town of Seven Railroads,” Leduc said.

Collaborative efforts to revitalize Main Street in Three Rivers are also bearing fruit, thanks to work by the consortium On the Right TRACK (the acronym stands for Three Rivers Arts Community Knowledge), which has been working to build a cultural and creative economy in the village.

The Quaboag Valley Community Development Corp. was awarded a $13,500 Adams Art Grant for fiscal years 2016 and 2017, and the town completed a market-assessment and business-recruitment tool as well as a feasibility study showing that a building on 2032 Main St. obtained through the tax-title process has potential for redevelopment.

“The town will put out a request for proposals as soon as we have grants in place for the building,” Leduc said.

A number of property and business owners also began meeting 11 months ago in a grass-roots effort to help the revitalization effort, which includes changing the perception of the area and filling vacant storefronts.

Community Development Director Alice Davey said Nancy Roy, of Interactive Schoolhouse, was instrumental in starting the group. The agency received $35,000 from MassDevelopment and used the money to hire Union Studio in Providence, R.I. to design a conceptual plan for the center. The consulting firm held a public presentation several weeks ago to get input from residents, and the final report is expected in the near future.

Davey said suggestions put forth during the meeting included making the downtown more pedestrian-friendly, building a walking path with river access around the perimeter of Laviolette Park and upgrading the parking there, and expanding Hryniewicz Park, which is used for movie nights, concerts, and other events staged by the town’s recreation department and the Quaboag Hills Chamber of Commerce.

“It’s an exciting time for Three Rivers,” she noted. “The public meeting was well-attended, and residents and property owners eagerly anticipate the final plan and development of a course of action to implement some of the recommendations.”

Forward Movement

Bruce Rosenbaum says steampunk is more than just art: it’s a way to creatively problem-solve, learn how to adapt to a situation, and be resilient.

“You look at an object, know the purpose it was designed for is obsolete, then find a way to give it new life and make it beautiful and functional,” he said, adding that the idea translates to people and cities, and he is excited to work with Palmer “as the town re-imagines itself.”

That certainly applies to Three Rivers, and progress is indeed underway that will put the Town of Seven Railroads on the map as it moves forward on a fast track that is attracting new businesses and helping existing ones to expand and grow.

 

Palmer at
a Glance
Year Incorporated: 1775
Population: 13,050 (2015)
Area: 32 square miles
County: Hampden
Tax Rate, residential and commercial: Palmer, $21.57; Three Rivers, $22.25; Bondsville, $22.06; Thorndike, $23.01
Median Household Income: $51,846
median family Income: $68,200
Type of government: Town Manager; Town Council
Largest Employers: Baystate Wing Hospital; Camp Ramah of New England; Big Y World Class Market
* Latest information available

Daily News

CHICOPEE — To expand opportunities for school nurses to fulfill Massachusetts state education requirements, the School of Nursing at Elms College announced a new master of science degree and a graduate certificate in school nursing.

In Massachusetts, school nurses are required to earn a board certification in school nursing or a master’s degree within five years of starting employment — but there is currently only one school-nursing-focused graduate program in New England.

“The addition of the school nursing track to our MSN program demonstrates Elms College’s commitment to addressing the needs of the surrounding communities, as well as the needs of nurses to continually develop themselves as professionals,” said Cynthia Dakin, director of graduate nursing studies at Elms.

School nursing is a multi-faceted role that includes assessment; diagnosis; outcomes identification; planning, implementing, and coordinating care; health teaching and health promotion; and consulting. The school nurse must work with school physicians, licensed practical nurses, health aides, counselors, and psychologists. School nurses often oversee the health of a large group of students with vastly different needs, and these students are sometimes spread over several schools.

The new school-nurse track at Elms College will include the college’s current MSN curriculum components, with a special focus on school nursing: four courses in the graduate nursing core, three courses in the direct-care core, four courses in functional-area content (in this case, courses focused on content specific to the role and practice of the school nurses, as defined by professional standards, plus two courses related to technology and informatics), and two school nurse practicum courses.

The graduate certificate in school nursing will be similar to the certificate programs Elms offers for the other MSN tracks. It will not fulfill the state American Nurses Credentialing Center board-certification requirement, but will benefit nurses who have completed a graduate degree in another area or discipline and want to update their knowledge base specifically related to school nursing.

All bachelor’s-level nurses will be eligible to enroll in the graduate certificate in school nursing. This program will consist of 12 credits, with four functional-area courses and one direct-care course from which the student could choose to complete the 12 credits. This track will offer multiple class options over the course of study: traditional classroom attendance, live stream, and archived videos.

The school nursing track is already enrolling students to start in required graduate core classes in fall 2017, and the first school-nursing functional-content courses will roll out starting in spring 2018. Elms College’s MSN program is accredited by the Commission on Collegiate Nursing Education (CCNE), which encourages and evaluates programs for high-quality educational programming that plans and delivers academic excellence and innovation while fostering partnerships within the diverse healthcare setting.

Daily News

WESTFIELD — NetLogix recently welcomed Jenny Aldrich as business development representative. Aldrich brings a background in a variety of technology organizations, ranging from IT network planning, security, and management, as well as SaaS business applications.

Leveraging her experience with medical and insurance business systems will be a benefit to NetLogix’s new clients. Over the years, she has seen firsthand where IT networking solutions have provided stability, security, and growth to companies in the legal, medical, insurance, nonprofit, manufacturing, distribution, banking, and engineering fields.

“I really enjoy helping companies focus on their ‘top line’ by delivering effective technology solutions,” Aldrich said. “I have worked for large, small, and tech startup companies, and one thing stays consistent: you have to really love your clients’ business as much as they do.”

Added Marco Liquori, NetLogix CEO, “I am extremely excited about the opportunities that Jenny can create for NetLogix. The addition of a dedicated resource for new clients is a key to our success.”

Daily News

SPRINGFIELDSpringfield Technical Community College will offer a 16-week “fast track” customer-service certificate training program this spring that is designed to help students develop a range of skills, from interview techniques to job-hunting strategies.

The fast track option allows students to earn 24 college credits over two eight-week sessions that begin March 20. They can apply these credits directly to an associate degree in business administration. Four courses are offered per session, and classes are held Monday-Friday, 8 a.m.-2:30 p.m.

An STCC fast-track customer-service certificate allows people to become eligible for jobs in a number of different industries, including call center operations, financial services, sales, hospitality, customer service for manufacturing operations and retail and other organizations.

“Customer-service employees typically are considered the ‘face’ of the companies they represent. They need to have good problem-solving skills,” said Lidya Rivera-Early, GPSTEM (Guided Pathways to Success in Science, Technology, Engineering and Mathematics) project director at STCC. “Customer service is a great starting point for a career in any company.”

Rivera-Early said someone working in customer service will need a good foundation of skills in marketing, computer literacy, communication and business etiquette to support the needs of both the customer and employer.

Requested by area industry partners, the Fast Track Customer Service Essentials Certificate program will help students develop essential workforce readiness skills.

“Our fast track program will include career readiness courses to support students as they transition to employment,” Rivera-Early said.

The program will include speed interview networking sessions and job-placement assistance. Students will hear from guest speakers and go on company tours.

To enroll in the program, contact the STCC Admissions Office at (413) 755-3333 or visit www.stcc.edu/admissions. Space is limited. The program is not free, but financial aid is available for those that qualify.

Daily News

SPRINGFIELD — Lili Dwight, a founder of Galactic Smarties in Deerfield, has the idea to develop a fire alarm system so tech-savvy that it can tell the user, via a smartwatch, where the fire is and the best route to safety.

Chris Landry, co-founder of Habit Stackr in Northampton, wants to develop an app that helps people leverage willpower to end their struggles with follow-through on daily health and wellness routines.

As the two entrepreneurs chosen to serve as Pathlight fellows in Valley Venture Mentors’ (VVM) four-month, intensive Accelerator program, Dwight and Landry have the opportunity to develop their new technology, which will best serve people with intellectual disabilities but will also serve the wider population.

Pathlight, headquartered in Springfield, has served people with developmental and intellectual disabilities throughout Western Mass. since 1952. Meanwhile, Valley Venture Mentors offers support to business startups. The two nonprofits collaborated on the Pathlight Challenge to encourage entrepreneurs to consider people with disabilities when designing new products. The Pathlight Challenge is supported in part by a grant from the Westfield Bank Future Fund.

In January, Galactic Smarties and Habit Stackr were chosen by the mentor group to complete the Accelerator program, along with 34 other entrepreneurs in a pool of 200 applicants from around the world. One key benefit to the two chosen entrepreneurs is that they will have a built-in test audience in the people served by Pathlight.

“We’re very excited about the people who applied,” said Ruth Banta, executive director of Pathlight, noting that 45 entrepreneurs applied to take part in the Pathlight Challenge specifically. “We think this process will expose a large number of entrepreneurs and innovators to people with disabilities and autism — and to Pathlight itself and the possibilities we offer. That whole awareness piece is really exciting for us.”

Banta said Pathlight has already been working to connect the entrepreneurs with Pathlight families and supporters “to help them get more information from people with disabilities and learn what their needs and potential are.”

Dwight said participants of Milestones, a movement, recreation, and enrichment program in Hadley for adults with disabilities, helped her to prepare for the first weekend of work in the program. “They will be a great resource when I design the user experience. Having Pathlight as a resource has been huge already in understanding the experience of communicating with a variety of people with a cognitive impairment.”

Dwight has a longtime background as a technology developer, and she has patented such innovations as walls with infrared devices installed within them that offer an alert when a person has fallen. She and her business partner, Kristin Harkness, expect their alarm will evolve into one that can be customized to meet specific needs and abilities. But she said the two need help with the business end of development.

Landry has spent the bulk of his career working on communications and development with nonprofits, and Bob Dolan, the other Habit Stackr co-founder, is a cognitive neuroscientist who has focused on designing and evaluating ways to support learning for people with diverse learning abilities and challenges. They aim to build an app that will help people effectively apply willpower so they can take part in regular activities that promote well-being, such as meditation, exercise, and journaling.

“This was an idea that I had based on my need to be really effective because I’m self-employed and trying to figure out how to get the things done and have the impact I want to have in the world,” Landry said. “We’re trying to help people who may need some support with attention or executive function challenges or are just frustrated by their inability to establish good routines and make them a daily habit.”

The Valley Venture Mentors Accelerator program connects startups with experts, investors, and engaged and collaborative peers and offers the chance to win up to $50,000 in grants to develop their business or product. Participants meet for a long weekend once a month for four months, and the program began the first weekend in February. The Pathlight fellows will graduate from the Accelerator in May, when they will also unveil their new products.