business pulse magazine: summer 2012

NW Business Monthly Magazine2423 E Bakerview RoadBellingham, WA 98226

PRSRT STDUS POSTAGE

PAIDPERMIT #231SEATTLE, WA

Teasers Teasers

$3.00

Name, Position, Company

Cover Lines Primary Subhead

Teasers

Teasers

N O R T H W E S T

M O N T H L Y

BUSINESSMon

th 2

010

Cover Line Primary

SERvINg WHATCOM, SKAgIT, ISLAND & SAN JUAN COUNTIES

M A g A Z I N E

Will New

Improve Our ?Leadership

HOWher way to

Erin Baked

TOP 50 PRIVATE LOCAL COMPANIES

TriVanHOLLYWOODgoes

FREE MARKETTHAT

FREE MARKET EnvironmentalismEnvironmentalismTHAT WORKS

Success

Business Climate

ankillRECONVEYANCE

Will

Industry? The Publication of The Whatcom Business Alliance

Jack Louws, Whatcom County Executive & Kelli Linville, Bellingham Mayor

2 | BUSINESSPULSE.COM2 | BUSINESSPULSE.COM

Our disciplined approach:

Offense Defense

Earnings growth Low debt

Increasing dividends Strong cash management

Values-based, high conviction investing with proven performance.

23 years of exemplary service.

Find out more today.

Please request a prospectus or summary prospectus which contains information about the investment objectives, risks, charges, and expenses of Saturna’s Funds which you should read and consider carefully. To obtain a free prospectus or summary prospectus, ask your financial advisor, visit www.saturna.com, or call 1-800-SATURNA.

Saturna’s Funds are distributed by Saturna Brokerage Services, member FINRA/SIPC and a wholly-owned subsidiary of Saturna Capital Corporation.

Visit www.saturna.com on your smart phone.

Values-Based Global Equity Managers

1-800/SATURNA www.saturna.com

Client: Whidbey Island BankPub: Business PulseAd: “Opportunities” AdLive: 7.75" x 10.125"Trim: 8.25" x 10.625"Bleed: 8.75" x 11.125"

There’s A World Of Possibilities Out There.

Whidbey I S L A N D B A N KMaking Life A Little Easier MEMBER FDIC


TABLE OF CONTENTS

Cover and Table of Contents photos by Ed Lowe.Ed is a Whatcom County resident who shoots commercial photography as Edmund Lowe Photography, based in Seattle.

Cover StoryCounty Executive Jack Louws turned playful during the cover photo session with Bellingham Mayor Kelli

Linville, sliding down a banister at City Hall. But he was a serious study in change management while talking about another slippery slope – the business climate in Whatcom County. He and Linville have zeroed in on ways to inject some positive into a negative perception.

24

Industry ReportsGo inside two complex industries. One, living large and in the red, both frozen and fresh. And the other, people seeing red on both sides of a thorny issue. Red Raspberries and Reconveyance. Big deals, both. We’ve added a bonus

Analysis of the one about trees…

30 50

Personally SpeakingErin Baker had double-vision. Baking cookies. Healthier quick-break-fast choices. “I wanted

to make a bowl of oatmeal in a cookie,” she said. Oats, fruit, nuts, big business—the ingredients of our first Personally Speaking. Her story, her words. The pleasure’s all yours.

12TriVan

Take a truck, any truck. Mold and shape and weld and rivet some aluminum, and slap a back on the

truck. A truck in which you can go after bad characters (S.W.A.T.), or put make-up on fictional characters (Hollywood crew van). TriVan Truck Body tale is shell on wheels, rising rapidly on basic sales tenets.

18

4 | BUSINESSPULSE.COM WHATCOMBUSINESSALLIANCE.COM | 54 | BUSINESSPULSE.COM


TABLE OF CONTENTS

Private Top 50All confirmed, we have listed the Private Top 50 for Whatcom County. You’ll find $2.5 billion in

regional success for fiscal year 2011, headed (again) by Haggen Inc. Plus, they employ 11,000. Upticks in con-struction and auto sales provided economic indicators.

42

Managing Editor:Mike McKenzie

Graphic Designer: Jason Rinne

Subscriptions: Janel Ernster

Administration: Danielle Larson

Feature Writers:Frances BadgettGerald BaronDakota Mackey, Intern

Mike MckenzieFrank Samuels

Special Contributors:Laura BostromDave BrumbaughDon BrunellJanel ErnsterTony LarsonDakota Mackey, InternGerry MillmanTodd MyersBob PritchettFrank Samuels

Cover Photo:Edmund Lowe Photography, Seattle

Photography:Gerald BaronDakota MackeyMike MckenzieSome Photos Courtesy Of:Matty Photography, TacomaErin Baker Wholesome Baked GoodsRader Farms Inc Trivan Truck Body

Business Pulse Magazine is the publication of the Whatcom Business Alliance. It is published at 2423 E. Bakerview Rd., Bellingham, WA 98226. (360) 671-3933. Fax (360) 671-3934. The yearly subscription rate is $20 in the USA, $48 in Canada. For a free digital subscription, go to businesspulse.com or whatcombusinessalliance.com. Entire contents copyrighted © 2012 – Business Pulse Magazine. All rights reserved.

For editorial comments and suggestions, please write [email protected]

POSTMASTER: Send address changes to Business Pulse Magazine, 2423 E Bakerview Rd., Bellingham, WA 98226.

M A G A Z I N EThe Publication of The Whatcom Business Alliance

WBA formation and BoardAlliance of Leaders CEOs and presidents from leading

Whatcom County compa-nies have stepped up to improve the local busi-ness climate through the

newly-formed Whatcom Business Alliance. Take the challenge from the President of this new organiza-tion to take their lead.

62

Guest columnsOur initial series of guest colum-nists examine diminishing coal

supplies and free-market fueled envi-ronmentalism, as well as the touchi-

est human resources issue in a book excerpt by a local businessman with the provocative title, “Fire Someone Today.” Another mentors on mentor-ing, and our new Tech Help column has its head in the Cloud.

74...

Business Pulse appreciates the generous permission to use professional photo images from the events in the Ryan Stiles Classic, courtesy of Matty Photography in Tacoma, Wash. Thank you, event volunteer Matt McDaniel

56

Ryan Stiles Celebrity Golf ClassicRyan Stiles takes improv comfort from comedic comrade Colin Mochrie. Everyone attached to Stiles’s Celebrity Golf Classic takes comfort from the civic involvement that has turned this event into a model for community philanthropy, benefiting children with burn injuries.

Fostering Business Success and Community Prosperity

www.WhatcomBusinessAlliance.com

8 | BUSINESSPULSE.COM

The Whatcom Business Alliance is a member organization created to enhance Whatcom County’s quality of life through the preservation and creation of healthy businesses and good jobs. We encourage, support, facilitate and advocate on behalf of local companies in every industry who are working to retain jobs; local companies interested in expanding their operations and startup companies interested in locating in our community.

Executive Committee

Board of Directors

ChairmanTroy Muljat

Co-Founder, NVNTD, Inc.Managing Broker,

Muljat Commercial

Jane Carten President / CEO Saturna Capital

Jeff Kochman President / CEO

Barkley Company

Bob Pritchett President / CEO

Logos Bible Software, Inc.

Brad Rader Vice PresidentRader Farms

Dave Adams, President

Emergency Reporting

Randi Axelsson, Sales Manager

Silver Reef Hotel, Casino & Spa

Janelle Bruland, President / CEO

Management Services NW

Kevin DeVries President / CEO

Exxel Pacific, Inc.

Greg Ebe President / CEO

Ebe Farms

Andy EnfieldVice PresidentEnfield Farms

Brian Gentry, Manager Community & Business ServicesPuget Sound Energy

John HuntleyPresident / CEO

Mills Electric, Inc.

Sandy Keathley Previous OwnerK & K Industries

Paul Kenner Executive VP

SSK Insurance

Becky RaneyOwner

Print & Copy Factory

Jon SitkinPartner

Chmelik Sitkin & Davis P.S.

Doug ThomasPresident / CEO

Bellingham Cold Storage

Kathy VarnerCEO

VSH, Certified Public Accountants

Karen WingerSenior VP, Commercial Banking

Wells Fargo Bank

Not Pictured: Guy Jansen, Director Lynden Transport, Inc. WBA, 2423 E. Bakerview Rd, Bellingham, WA 98226 • 360.671.3933

WHATCOMBUSINESSALLIANCE.COM | 98 | BUSINESSPULSE.COM


LEADING OFF

Improving the Business ClimateIt’s time for all of us to step up and become part of the solution

I recently attended a forum of CEOs in

Bellingham and the discussion centered on how to attract and recruit valuable high-tech employees against stiff industry competition.

The beauty of our area and its geographic proximity were the biggest positives in appealing to candidates. After all, we are the only place north of San Francisco and west of the Mississippi River that can boast nearly 6 million people within a two-hour drive, with Vancouver, B.C., to the north and Seattle to the south. We have islands, world-class skiing at Mount Baker, lakes and rivers, boating, hiking, biking, and many other recreational opportunities we’ve all come to enjoy.

The forum identified the biggest negative in recruitment as a lack of opportunity here for livable wage jobs. The wrap-up focused on how companies can leverage their assets and our attractive location in recruitment around the state and nation.

It was a valuable conversa-tion. And it’s one of many reasons I would like to introduce you to the board of directors of the newly formed Whatcom Business Alliance (WBA) in this issue of the magazine.

Bellingham and Whatcom County have earned a reputation

of having an unfriendly business climate. If we don’t engage in a serious dialogue about the prob-lem, we have no chance of solving it. The WBA and its board of suc-cessful, community-minded busi-ness leaders will make that one of its objectives.

Before I explain how, let’s first examine the basic problem. The Ferndale mayor is on record say-ing he was told by the Washington State Department of Commerce they don’t refer companies to Whatcom County any more because of an unfavorable busi-ness climate and the difficulty in getting projects off the ground. That’s disturbing..

This reputation is not imagi-nary, and we cannot ignore it lest the consequences impact our com-munity negatively. Examples:

A glass manufacturing com-pany had interest in building a facility in Whatcom County this year. They chose to expand to Burlington instead. They made their decision based not only on excessive costs and time associated with moving their project forward, but also because of a concern about the difficulty of expanding after locating here. They had a different and very positive expe-rience in Skagit County, where leaders stepped up and worked together to assist the company. Burlington waived impact fees, expedited permits, and the rest is history --our loss.

A small start-up boat company,

previously located on the cor-ner of Bakerview and Irongate in Bellingham, moved to La Conner last year. They had seven vessels under construction and 11 new projects signed, and they needed to expand. The owners live in Bellingham, their children attend local schools, and they wanted to stay. However, they felt it was not in their best interest to keep their company here.

They were selected as the Skagit County 2011 start-up business of the year. In the acceptance speech, the owner drew a sharp contrast between their experiences in Bellingham and Skagit County. The owner praised Skagit commu-nity leaders who understood the value they brought as an employer and for making the decision and the transition easy.

A major berry farm in Lynden wanted to add technology that would require millions of dollars in new investment, and building a new structure to house it. The required permits met delay after delay for over a year. After much frustration, they called the county executive to express their aggrava-tion. A few days later, the per-mit came through. They learned the lesson that the merits of the project might not matter; it’s who you know. That creates a lasting, negative impression.

I could fill these pages with stories of frustration told by local businesses of all types and sizes. Many defy common sense.

Tony Larson | President, Whatcom Business Alliance

The Whatcom Business Alliance is a member organization made up of businesses of every size and shape, from every industry. The WBA enhances the quality of life throughout Whatcom County by promoting a healthy business climate that preserves and creates good jobs.


Successful businesses increase the quality of life for everyone in Whatcom County, so we need to do everything we can to foster business success.

My intent is not to focus on problems. Rather, it’s to stimulate solutions. That’s why the WBA formed. If we’re serious about improving our business climate and increasing our civic vitality, we all need to recognize the chal-lenges that local businesses face.

Businesses battling to retain employees could greatly benefit from assistance. Companies pon-dering expan-sion could hire more employees. Startup compa-nies and people with good entre-preneurial ideas could benefit by connecting with investors and with other busi-ness people who have already been through that process suc-cessfully.

Some com-panies out-side Whatcom County are ripe for recruitment, so long as we are prepared to make Whatcom County a desirable and economically viable place for them to do business. They would do what any good business does—provide valuable products and ser-vices, employ people, increase our tax base, and give back to organi-zations in need.

So, WhAT CAn We do?We have already started by

getting business people into the conversation through an alliance of business owners and leaders. Next, we will build a communica-tion network that will allow input and serve as a voice for businesses

of every size, in every industry in Whatcom County.

All the WBA board members are leaders. They have track records of success. They care deeply about our community. They have experience in starting, owning, operating, managing, turning around, and/or selling successful companies. They and their com-panies give back to the community in large measure.

The WBA board members are serious thinkers and bring value to every conversation. They will lead the vitally important Whatcom

Business Alliance and guide it into a lasting, legacy organization of influence at every level of eco-nomic import.

The WBA is a nonpolitical, member organization open to all who share its purpose and mis-sion. It is privately funded and the board is 100-percent private sector. Its purpose is to foster business success and community prosperity, based on the belief that we will not enjoy community prosperity without business suc-cess. Businesses employ people, pay taxes, fund nonprofits, and contribute to the community in

ways that serve us all. The WBA will encourage, sup-

port, facilitate and advocate on behalf of all businesses in Whatcom County, with emphasis on all. We will bring together local business owners, company presidents, CEOs, other top execu-tives, and entrepreneurs to identify and discuss issues important to creating a vibrant business com-munity. We will be an honest bro-ker of ideas intended to improve the business climate and uphold the mission.

Business Pulse Magazine is the publication of the WBA. I encourage you to go to the website (www.businesspulse.com) or email us with content ideas ([email protected]). That could include business suc-cess stories, feature ideas, industry reports, col-umns, business challenges you might be fac-ing, or any-thing else on your mind.

We also will host events that will allow you to connect directly with other business owners and leaders. Our next big member event will take place Oct.18, 2012. You can subscribe to our newslet-ter on our website and we’ll keep you in the communication loop.

I invite and encourage you to join our efforts to build a business alliance by becoming a member of the WBA. Go to our website at www.whatcombusinessalliance.com to learn more or call me directly at 360.746.0411.

Enjoy the summer edition!

Tony Larson, president of the WBA, makes a point at its first board meeting as elected chair Troy Muljat looks on. Staff Photo


TITLE


Erin was back, with spring in her step and her trademark smile and humor

that come easily. She’d been missing in action 5 months to close 2011 and to greet 2012, dealing with medical matters, and this was moving day. Erin Baker’s Wholesome Baked Goods was settling into its sixth location since inception in 1994 (as Baker’s Breakfast Cookies), doubling its Bellingham space to more than 30,000 square feet for its retail lobby, kitchen, and shipping warehouse.

Still, she took time out to walk a block, indulge in French toast brunch with Business Pulse, and talk about her personal journey. This remarkable success story evolved from a “born-to-bake” childhood with an entre-preneurial mother. Erin took a bold idea – a cookie as a healthy alternative for a quick breakfast choice – and a neophyte business that started in a state 4-H kitchen and grew to multimillions in annual sales. Plus, it continues to fuel thousands of kids’ breakfast and hundreds of triathletes’ nutrition along the way. In her words, her story:

Founder of a burgeoning breakfast cookie and granola enterprise speaks to healthier eating

habits, a Big Hairy Audacious Goal, the business name, and the business game.

Erin BakerSpeaking ...

Personally

The Cookie Maker


TITLE


on USInG SoCIAL MedIAMy Facebook page is a reflection of my view of life …

not too much too fast, chill, use a little moderation. I blog about what’s new, a weekend’s activities, development of the business, and what I eat.

My diet has been transparent in my blog for four years. I had a food epiphany and learned I wasn’t eating enough fruit and vegetables. I began eating three pieces of fruit a day, my first step that propelled me forward to healthier eating habits — seven servings of fruits and vegetables a day — and it changed my life.

Also (re: social media), I felt like we were hiding in an alley for 12 years in our previous location. Our new loca-tion (on Ohio Street) feels much more social, and I am very excited for that.

on SPReAdInG The Food-ChoICe GoSPeL:One of my strongest desires and my top priority is to

connect with people and encourage, inspire, educate them about how to eat healthier. Hopefully, what works for me will work for them. I am betting on that.

The topics of weight and what people eat are very per-sonal, very sensitive areas. The thing about food is that it boils down to personal responsibility. I want people to respect the urgency of learning how to eat better in this packaged-food, go-go-go-go society. It’s very easy to become disconnected from real food that will keep you

Way

Get more from us...

We love you more!We are locally owned, independent and support the local community.

Print & Copy Factory | 4055 Irongate Road | Bellingham, WA 98226

DESIGN | WEB | MAIL

(360) 738-4931 | printcopyfactory.com

nICoLe neLSon displays eB homestyle granola products where she greets customers who enter the retail entryway at the company’s new location on ohio Street in Bellingham.Staff Photo


ERIN BAKER

healthy and protect your body.We’ve detached from the basics

of making healthier food choices. I’m passionate about connect-ing with people on that issue and empowering them to respect and understand why healthier choices are important -- to take small steps, to exercise restraints. Basically, to let them know you can have your cookie and eat it, too.

on heR ReALLY, ReALLY BIG GoAL:

I have a Big, Hairy, Audacious Goal: reduce child obesity by 50 percent. It’s on every goal list I write, on every visualization board I create. As my life progresses and resources increase, I feel that I can make it happen, or at the very least make a dent. You build your equity, your glass is full, and you realize, “I can do this.”

All kids are at risk, and the more healthy foods we get in them the more they will crave healthy food. We provide break-fast cookies for all the Boys & Girls Clubs in Whatcom County for a healthy breakfast or snack. We also will provide a break-fast for every bag of Erin Baker Endurance Granola we sell. This will take our breakfast program beyond Whatcom County. Our 2012-2013 goal is to feed 1 mil-lion kids a healthy breakfast.

We need to teach children the skills to feed themselves. With our national sales manager in place, I can spend more time on this Big, Hairy, Audacious Goal.

Contact our Event Professionals at 800-278-7488 or [email protected]

for more information today! I-5 Exit 270 • Blaine, WA • semiahmoo.com

Restrictions apply. Valid through 10/01/12 on new bookings only.

Must mention offer code: NWBM12

Your Latitude For Inspiration!

Group Activities Pass!Book 50 or more room nights and receive a Group Activities Pass offering up to 20% OFF Resort Activities: Golf, Spa, Boat, Bicycle, Paddleboard, Scooter Rentals, Whale Watching Tours, Beach Bonfires and In-House Team Building

NWBM

The ‘BoWL oF oATMeAL’ In A CooKIe comes in a variety of 11 flavors. Fruit & nut was first to market, and it remains the most popular. Staff Photo

“I always knew what I wanted to do – be an

entrepreneur. I was born to bake. And to become a

capitalist.”


on CoMPAnY heART:The business has to say what

we are passionate about. We give back. It shows our employees the unex-pected, that they work for a company that does cool stuff. It doesn’t get any better than that. Our staff, they’re my family. I love them, and they love me.

on The BAKeR nAMe:People think my

name, Baker, is a cho-sen name related to Mt. Baker or a play on the word baker. It’s my name, and how lucky am I that I love to bake! It’s a really cool thing to see my name on our packages, always thrilling, and always a reminder of how far we’ve come.

Erin Baker’s Wholesome Baked Goods sends cases filled with baked goods every month to the Boys & Girls Clubs of Whatcom County, and doubles the amount during the summer months. The Whatcom clubs have about 5,800 members county-wide in its five clubs (Bellingham, Blaine, Ferndale, Lummi Island, and Lynden).

Christine Destry, the director of organizational advancement the county Boys & Girls Clubs administration, revealed that Erin Baker will be assisting the Whatcom clubs’ revamped nutrition program, including cooking programs using the clubs’ garden. Erin also will be the keynote speaker Nov. 8 for the Whatcom clubs’ annual fund-raising breakfast.

Her company’s triathlon team featuring athletes from all across the country also raises funds for Boys & Girls Clubs nationally. Further, through its Healthy Start Foundation, EBWBG supplies breakfast to about 2,500 kids in a local Mt. Baker “Fuel the Ride” program each week during ski season.

COOKIES FOR KIDS

ToP SheLF SnACK: Whatcom Boys & Girls Clubs enjoy daily snacks like this donated by the company.


ERIN BAKER

on SeLeCTInG ThIS CAReeR PATh:

I always knew what I wanted to do – be an entrepreneur.

At 7, I was working in my mother’s retail stores (in California). She had boutiques in the Bay Area. I was predisposed.

At 9, I was baking and selling cookies in our neighborhood. We had moved to Orcas Island.

At 12, I met Debbie Fields – Mrs. Fields Cookies. She was a young gal, personally handing out samples on Cannery Row in San Francisco. It inspired me. I thought, ”I want to do this. Erin Baker’s cookies.“ I was born to bake. And to become a capitalist.

on YoUThFUL PURSUITS:In high school I was an average

student of a mom who worked 14 hours a day. (At 5-foot-10) I played some volleyball in a Junior Olympics program in Berkeley (Calif.). Here, I mountain bike,

snowboard, paddle board, trail run, and ride horses with my buddy, Jody Bergsma. I’ve been into horses my whole life. No les-sons; I’ve never been much for

instruction. I’d just rip through the woods and jump over stuff.

I could have gone an athletic way, probably, or a studious way, but though school was a great time, super fun, my mindset was that I couldn’t wait to graduate so I could get to work. I didn’t see any way to do that playing sports or going to college.

on GeTTInG GoInG:In 1994 I applied for a business

license and made my first batch of breakfast cookies. I was waitress-ing in a Langley restaurant and I used their kitchen in off-hours. I was managing a bed-and-break-fast, the Country Cottage, and I started a dessert service to make extra money.

on The ConCePT:I wanted to figure out a way

to mass produce my product, instead of selling individual des-serts. When I set out, I wanted to make a bowl of oatmeal in a cookie package for the 45 million Americans who skip breakfast.

on hoW The PRodUCT IS UnIQUe:

First of all, whole grains and fruit are the primary ingredients. I really wanted to keep the refined flour and sugar to an absolute minimum. Basically, I reverse-engineered an oatmeal cookie. I used oats and prunes, one of the great natural preservatives with antioxidant benefits. I took out the butter and loads of sugar and sweetened with fruit puree. The only thing that makes it a cookie is that it’s round.

on Who InSPIRed heR:My mom was my only role

model, the best ever. If I wasn’t married, I’d share a home, single, with my mom (Diane Ferree). We have so much fun together. She’s still in business. She owns Lulu’s in Bellingham, which was her 20th retail store. My mom is everything to me.

on hoW IT BeGAn:One October I was lying in

bed asking myself, ”What to do? What to do? What to do?“ Then, it hit me! I was raised with very special ideas about food – butter, not margarine; whole foods, fresh, not processed, that sort of thing.

Cont #WHIRLS1090D9

“When I set out I wanted to make a bowl of oatmeal in a cookie

package for the 45 million Americans who skip breakfast.”


Within a month I was making healthy food.

I wanted a big, huge, giant bakery. I started in a 4-H building on Whidbey Island. The first year I grossed about $15,000 and net-ted about $8,000. The Fruit and Nut breakfast cookie was the first product.

With Baker’s Breakfast Cookies, we developed 30 SKUs (stock-keeping units) with three product lines –breakfast cookies, break-fast cookie mini’s, and granola. Later, we changed the brand to Erin Baker’s Wholesome Baked Goods. That was interesting when one day, doodling, I noticed that the initials fit my husband, who works in the business, and me – Erin Baker With Brian Geschwill.

on heR BAKInG:I bake at home almost every

day. I’m constantly experimenting. Recipes go through the research and development process at the bakery, but the ideas come from me.

on heR ChAnGInG RoLe:During the last decade, we’ve

experienced our ups and downs and we focused on selling what we had and defending the castle. With a new decade in front of me, I am ready to get back to a more creative role working on new products and innovation throughout the company. The food business is one that won’t go away, but the business climate is ever-changing and challenging … evolve or die.

on The IMPACT oF SMALL BUSIneSSeS:

Small business is going to carry this country. We have to change the paradigm. It’s broken. It’s become ”make as much as you can, living fat.“ We need to think about everybody else, not just ourselves. How can we get more for everybody? Use your earning power for a greater good.

on SUGGeSTIonS FoR WoMen In BUSIneSS:

Throw your weight around and make it happen. You’re fresh, you’re new, you’re now, you’re what’s happening. Women are a growing force in business, and have never been more power-ful. We’re continuing to level the playing field, and definitely the buying power in America is all about women. I pooh-pooh the

glass ceiling concept. There is no ceiling. That’s why I went into business.

--From an exclusive interview with Mike McKenzie, Managing Editor

Copyright, Business Pulse Magazine, 2012

Photos of Ms. Baker courtesy of Erin Baker’s Wholesome Baked Goods. Thank you.

TITLETITLETITLE


TRIVAN

SPOELSTRA’S SPARKS— TriVan welder Kevin Spoelstra

Story and Photos by Gerald Baron

From warm crew quarters for half-frozen oil field workers in northern Alaska to dressing rooms for

pampered Hollywood stars. From biological warfare decontamination units to SWAT and mobile-incident command centers. All on the backs of trucks.

A tour of the 40,000-square-foot design and fabrication facil-ity of TriVan Truck Body in Ferndale reveals some of the most advanced and varied truck-borne containers being built anywhere in the world.

TriVan Truck Body was started from scratch in 2003 on West Smith Road in Ferndale. Today the company employs about 120 workers in design, fabrication, and administration. And they’re looking to add many more soon, as much as doubling as the four

Basic sales methods – ‘Sales 101 … dialing for dollars’ – put Ferndale custom truck body manufacturer on a fast track

TriVan’s Truckin’

TITLE

WHATCOMBUSINESSALLIANCE.COM | 19

TITLE


partners running TriVan sustain sales growth on a semi-meteoric, but manageable level.

The breadth of markets that the company serves, both across industries and geographically, is remarkable—all built on the tech-nical expertise and craftsmanship demonstrated in every product shipped.

For oil industry leaders like •Halliburton, TriVan designs and builds mobile well-drilling control units, data centers, crew facilities, and massive generator housings that contain power units capable of powering small cities. For Hollywood, the TriVan •team gained recognition for creating some of the most innovative and sumptuous mobile dressing units and production vehicles. For governments, TriVan •makes SWAT units, mobile command centers, and National Guard biological warfare decontamination units. Crew vehicles meant to •carry conservation workers

to remote locations for the California Conservation Corps had to pass extensive safety and rollover tests.Mobile paper shredder •vans and massive Mobile Slaughtering Units (MSUs) —used by small cattle farming co-ops in remote locations—and bridge inspection vehicles represent a few more of the unique, custom-designed TriVan truck bodies.

What’s the secret? Years and years of technical expertise? A unique and proprietary process that has the truck world beating a path to their door? Well, yes, but Cason Van Driel cited basic sales techniques as the key.

The roots of the company lie in sales and, in many ways, the heart of the company is still all

about sales that led to a milestone 2,000th truck body late last year. “Sales 101,” company president and sales manager Cason Van Driel said. “It’s that simple.”

The TriVan story starts with yet another Whatcom County success story: Premier School Agendas. Two friends from Canada started that company — Hank Berends in Lynden and Dave Loeppky in Bellingham (now co-owner of Chuckanut Bay Foods just around the bend in Ferndale). They grew a small printing venture into a lead-er in publishing school agendas—a highly-competitive and specialized product.

That business thrived on a disciplined and highly-effective sales force who made certain they contacted every school and served every customer well. They hired a couple of brothers from Canada who were part of the same church community. The bond of trust paid off, and the two brothers, Cason Van Driel and Marty Van Driel, rose to become regional sales managers.

Cason Van Driel gave lavish praise to Loeppky and Berends for creating a corporate culture that

oWneRShIP PARTneRS—The four who drive the business (l. to r.): the Van driel brothers--Ryan, Marty, and Cason—and Jan Kottelenberg.

“We are sales guys at heart. That’s the core of

a business.”Cason Van Driel


TRIVAN

was productive but fun, based on respect and sales discipline. When Premier was sold in 2001 to cor-porate giant School Specialty, the Van Driel brothers began casting about to see where they

could apply the lessons learned at Premier. They had decided to save their money during their success days in selling school agendas, so they built a bank account rather than big houses in anticipation of a day when opportunity might call.

That call came January 2, 2002 from Intercontinental Truck Body (ITB) in British Columbia. It wasn’t exactly out of the blue. A younger Van Driel brother, Ryan, was a salesman for that company, which—surprise!—was run by some more guys from the same church community. The two older Van Driel brothers had approached the ITB owners about the possibility of expanding their operation into the U.S. market and, after lengthy consideration, the phone call in early 2002 started the ball rolling.

ITB was willing to make the leap, due in part to the desire of one of their partners, Aren Van Dyke, to retire. But he wanted to see if he could still put all he had learned about truck body manufacturing to work in a brand

new plant, including a patented aluminum extrusion process, i.e., forming truck panels by pushing the aluminum through a die in a unique way. Suddenly he had two accomplished salesmen eager to learn all about truck bodies and to get selling.

They all struck a partnership, including equal financial invest-ments from the partners. The Van Driels spent a year soaking up all they could about the truck body design and manufacturing busi-ness. Meanwhile, during that year Van Dyke designed and supervised the construction of the manufac-turing plant outside of Ferndale off I-5. Then, in early 2003, the sales effort took off.

Ever-smiling, fast-talking, and brimming with enthusiasm for his products, team, and company, Van Driel explained what he means by the basics of sales: “It’s dialing for dollars, picking up the phone, knocking on doors. People buy from people.” To this day, with the successful sales strategy filling up the plant with orders for special-ized orders, Cason Van Driel said the three-person sales team of

Ryan, Bob Lodder, and him stick to the discipline of five brand new sales contacts a week.

The company started out mak-ing the standard box vans seen

on trucks all over the road, like the delivery vans for Appliance Giants. ITB was good at that, and its proprietary extrusion system helped make them competitive. The method produces a simple snap-lock shape that makes the aluminum walls of vans both exceptionally strong and light. But ITB also was designing cus-tom truck bodies, and TriVan soon found business in that more tech-nically-challenging market.

The new custom business

PATenTed PAneLS—Cason Van driel examines a stack of the uniquely-designed snap lock aluminum panels produced by the company’s patented extrusion process. These set TriVan apart in the industry because of exceptional strength, yet light weight.

“It’s dialing for dollars, picking up the phone,

knocking on doors. People buy from people.”

Cason Van Driel


was a blessing, Cason Van Driel explained, because the market for standard truck bodies dropped dramatically. Big national players like Supreme Industries and Morgan have dominated the mar-ket in making the traditional products a commodity. When 2008 hit, the mar-ket for new vehicles went down the drain.

Cason Van Driel talked about the reverses and chal-lenges with a laugh. While such severe downturns could tear partnerships apart, he said that throughout the dif-ficulties their ownership group maintained a very good relation-ship. “No fights, no tension, we always got along.” Disagreements arose, he said, but respect for

each other—the heart of the lead-ers’ business philosophy and their personal beliefs—helped keep

the team cohesive. Now, with a highly-specialized design team and loads of experience in the most

At first blush, the name TriVan for a truck body design, manufacturing, and sales business seems logically sound. A van’s a truck, right?

That’s but a coincidence. Three of the founding partners were Cason and Marty Van Driel (pronounced ‘dreel’) and Aren Van Dyke. That simple. Three Vans.

Van Dyke retired, but a third Van Driel, Ryan, joined the partnership. The fourth partner, Jan Kottelenberg, fell outside of the TriVan naming, but he, too, had family connectivity—he is co-founder Van Dyke’s son-in-law.

WHAT’S IN A NAME? FAMILY, NOT TRUCK

2233 James St.Bellingham, WA 982251-800-244-1324

Hours:Mon-Sat: 9:30am-5:30pm

Sunday: 11am-4pm

INNOVI*022RU

www.innovations-fql.com

VAn And JAn—Three Van driels, brothers (l. to r.) Ryan, Marty, and Cason, join Jan Kottelenberg in front of the logo that has hauled them to the fore of their industry.


technically-challenging execution, Cason Van Driel said, “(Our) degree of specialization in design and fabrication is unparalleled. As we became more specialized, competi-tion became less and less a factor.”

Corporate culture is critical to the partners. Cason credited their Premier School Agendas experi-ence with teaching them the value of a strong corporate culture, and he emphasized that they want

TriVan to be a fun place to work. “Everyone stops for coffee at 10 in the morning, for lunch at noon, and coffee at 3 o’clock,” he said. Front office, as well as plant employees.

Break rules: no talk about work. Lots of laughs. No big egos. As Cason Van Driel sat during the interview for this article, the coffee room next to the conference room erupted in song. The team sang

“Happy Birthday” to a co-worker. The “no big ego” thing is

especially important to Cason. He started out as general man-ager and brother Marty was sales manager. They soon found that arrangement wasn’t the best fit for their skills, so they switched roles. Marty became the GM and Cason chose sales manager, and he’s uncomfortable with the title of president. He said of Marty, “He’s a great leader, decisive, con-siderate, a good money manager, always making decisions that are

in the best inter-est of the compa-ny.” The overall management role receives support from partner Jan Kottelenberg, who supervises opera-tions while Cason and brother Ryan focus on sales and customer ser-vice.

The intentional breakdown of divisions between front office and plant employees, plus the inclusion of the partners as co-workers with everyone else,

seems both intentional and natu-ral. “We don’t want to be those guys whose business starts going well and their expectation of perks grows—fancy cars, fancy this, fancy that,” Cason Van Driel said. “Then, when you’re hit with a downturn you have this big mill-stone around your neck.”

The business also has a strong commitment to lean manufactur-ing.Working with Paul Akers of FastCap in Bellingham, a company with the slogan, “Lean Innovations that Change the World,” the TriVan team has embraced lean principles enthusiastically. That enhances the desire for simplicity, frugality, and productivity. “It’s

TRIVAN

THE HOLLYWOOD CONNECTIONTriVan has a footprint in a highly-competitive Hollywood marketplace. Their

makeup vans sit on sets used by TV actors during shootings of many programs, such as CSI:NY and Grey’s Anatomy, as well as the cast of the movie Men in Black III.

Under construction in the plant this summer is a production unit that includes a slide-out viewing room, director’s office, talent dressing room, and bathroom—all within one 53-foot trailer. It’s a $400,000 unit.

“Imagine that,” co-owner Cason Van Driel said, “Hollywood stars dressing in a van made right here in little ol’ Ferndale, Washington.”

He explained how this market niche sprang from a trip he made to Los Angeles and Disneyland with his family. He returned home excited about all the specialty trailers he’d seen in use by the film and television industries.

The TriVan partners scheduled a sales trip to Hollywood by picking up a directory and “dialing for dollars,” Van Driel said. The staff filled a calendar with appointments. They found a willing audience, and contracted for three trailer orders.

Van Driel said, “It’s not always about connections. You put a spring in your step and a shine on your shoes.” Now, he said, they get lots of unsolicited calls from the fleet operators in Hollywood.

WheRe The STARS ARe—The casts of many TV shows and movies get make-up facing a wall of mirrors like these in a custom TriVan creation, a market idea that sprang from a family trip to disneyland. Photo courtesy of TriVan Truck Body


about getting rid of waste, getting rid of what bugs you, and respect-ing each other,” Cason Van Driel said. “(Waste)…is like gravity, a constant force unless you strive against it.” He said going lean has made “a huge difference.”

The first 30 minutes of every day at TriVan are dedicated to dealing with what bugs them. They have a 30-minute meet-ing every Wednesday with every employee to celebrate lean accom-plishments and, he emphasized, to have fun.

Cason Van Driel summed up the business end of TriVan as “keeping more money coming in than going out… (and) keeping it real.” Through the basics. “We are sales guys at heart,” he said, once again.“That’s the core of a busi-ness.”

Break-time rules: no talk about work. Lots of laughs.

no big egos.

SMoKIn’ hoT—That’s an appropo description of TriVan’s standing in its industry, and of this welding work by Jason dawkins in the Ferndale factory.

Cason Van driel, President of TriVan, expecting to double their work force.

LEADERSHIP

New mayor, county executive meet anti-growth perception head-onBy Mike McKenzie and Dave Brumbaugh

Jack Louws, formerly a businessman in

Whatcom County for nearly three decades and now the first-year elected CEO of Whatcom County, addressed head-on the theme of the interview he granted one morning at a round table filling one end of his office at the courthouse. The topic was the Whatcom County business climate.

The conversation began with Louws frankly stating, “As a business owner involved in the business community many years in our municipalities, I am well aware that we have a reputation of

being very difficult to work with.”Can he lead change to that rep-

utation? Exuding confidence, he answered affirmatively. “If we look at our responsibility as govern-ment…business will thrive.”

Another day, Kelli Linville settled in to have her picture taken in the office of the mayor of Bellingham. She, too, won her elected position last November and took office in January this year. During an interview in her work space, she spoke of the need for a business-friendly culture in the City of Bellingham government, something that anecdotal evidence indicates is missing. “Perception is reality,” she said. “I want people to say it’s easy to do business in Bellingham.”

Can she facilitate that vision?

“That only happens by perfor-mance (not talk),” she said. “We need to be proactive.”

A setting of proactivity: Linville and Louws pull up to a table for breakfast nearly every Thursday. The local government leaders talk governance. Some of the talk is about business, they said.

The power of two, Linville and Louws believe, fortifies their respective and similar priorities.

Already, they have entered into some joint efforts, such as com-bining emergency medical servic-es, and joint water quality projects like Lake Whatcom’s need for a storm-water re-routing system.

They speak the same language applied to two largely differing domains as they address areas they expect to improve upon that

do we have leaders who will improve approach to doing

business here?



directly impact business in their domains. Speaking to specific trouble spots that impair the busi-ness environment:

Linville addressed zoning and impact fees. Louws addressed land use and zone compliance. Linville addressed city B&O tax distribu-tion. Louws addressed how to distribute rural tax effectively. Linville addressed permitting, both on line and at different fee levels for differing target areas. Louws addressed codes, regulations, hear-ing boards, and compliance.

They agreed that many things – lag time, fee schedules that seem random to many even if they are not, altered attitudes and customer

service (can-do instead of no-way), more user-friendly regulations, and clarity in communication with the constituents – must change.

And will, they concurred. Louws said, “If we work together as a community, County Council, and staff, we can make a positive economic impact by facilitating investment and growth in the pri-vate business sector.”

The leaders of the County and the County seat, Bellingham, and their staffs in their planning departments, particularly those who work in hot-button areas of permits, inspections, zoning, code compliance, and determining impact fees, face a large wall of negativity that looms over private sector business. Anecdotal evidence abounds.

During recent times, some high-profile businesses moved out of Bellingham to relocate in Ferndale, which has experienced a business

‘ThIS IS WheRe I WoRK’— Mayor Linville shuffles documents in an office anteroom with prioritized tasks set before her on a big board. Staff Photo

“We strive hard to be business-friendly. We

streamline permitting ...”Gary Young, City Administrator, Ferndale



TITLE


boom: Walton Beverage, Wilson Furniture, Barron Heating, Hempler Meats are examples of those relo-cations. “We strive hard to be busi-ness-friendly,” said Gary Young, Ferndale’s city administrator. “We streamline permitting, and aim for good balance among manufactur-ing, industrial, and retail business.”

Several local business owners, ranging from very large to very small, revealed negative experi-ences and hard feelings. One man-aging partner experienced extreme delays in opening a restaurant in the unincorporated county during July, months after its target date, caused by what the partner termed painfully slow permitting and scheduling of inspections. “You’d think,” he said, “a business that is creating jobs, and will create immediate revenues, would receive priority, the way the government talks about its budget problems.”

An equipment store owner stood at a networking meeting and told

the group a story of the forcing of his downtown business to move a door a matter of inches to meet strict code guidelines. To comply, the owner had to tear out a wall and an office to reposition a door that is never used, opening into an alley.

In another busy neighborhood, a res-taurant owner com-plained of nearly a year’s delay and extreme costs caused by “always chang-ing” permit, code, and inspection hurdles. “But you ought to talk to the people next to me,” the owner said. A door down, the owner of a niche services shop spoke of aggra-

vation and added costs, too, and then said, “I

could tell a lot of stories. But you ought to talk to those folks across the street.” The folks he referred to built a whole new wing addi-tion rather than pay a purported $200,000 in impact fees just to display some inventory in a differ-ent space.

Owners of an aluminum boat manufacturer, Mavrik Marine, received an award at a banquet and in their acceptance speech owners told why they had relo-cated from a Bellingham location and moved to Skagit County. A prominent Bellingham business-man stood at another banquet to receive an award, and he thanked all the entities he dealt with, including the City of Bellingham “which is always,” he said, pausing a few seconds, “…interesting to work with.”

All of these persons had one thing in common. You’ve surely noticed no names. They speak under the promise of anonym-

ity, because they’re fearful. They are afraid that speaking up will result in retribution. Ken Imus of Jacaranda Corp. has engaged in much-publicized harangue with the City of Bellingham over zoning, building codes, and other issues, and he often has been publicly harsh in speaking out about it. Having nurtured Fairhaven over the last 40 years into his personal-vision Dreamville, now, at 86 and still chairman of the board, he’s on the front edge of a carbon-copy plan for the Blaine and Birch Bay communities.

But Imus no longer will do business with Bellingham, his hometown, calling city officials “impossible” and used blunt terms as he gave details of many of his battles with bureaucracy. He even

sued the city once. “So many busi-ness people have thanked me for standing up,” Imus said. “They can’t because they have inventory and can’t afford the retribution.”

A downtown Bellingham owner confirmed that perception, declin-ing to disclose even the nature of a specific conflict with City inspec-tors because their rancor could damage the business if officials figured out who it was. Another person dealing with many down-town businesses freely shared stories of clashes, but wouldn’t be quoted by name. “I’m not close enough to retirement,” the person said, “to tick off the City.”

All is not dark on the business development front.

Many new businesses, par-ticularly restaurants, have opened this year. The Port of Bellingham

“I’m not close enough to retirement,” the person

said, “to tick off the City.” Business person requesting anonymity

ACTIon WhITeBoARd—executive Louws keeps a list of active projects behind doors that he opens every few days as motivation to take action steps. Staff Photo


TITLE


recently attracted Greenberry Industrial, a nationwide mechani-cal industrial services com-pany that is developing a unique product for cleaning up oil spills in Alaska, and the Port of Bellingham International Airport has generated a barrage of news stories – the second Scotty Brown’s restaurant location, new flight routes connecting to Denver and Hawaii, job creation for airplane mechanics, and more.

In April of this year, long-time local business owner and former Whatcom County Councilman Tony Larson organized a group of prominent business owners, presi-dents, and CEOs from local com-panies in many different industries and founded the Whatcom Business Alliance. The WBA is a non-political, private sector mem-ber organization created to foster business success and community prosperity by encouraging, sup-porting, facilitating, and advocat-

ing on behalf of local businesses.“Without business success,

we won’t experience community prosperity,” Larson said. He said that his board of directors have been very successful in their own businesses and they want to be

resources to assist in providing solutions that improve the business climate and local economy. “It is very encouraging to know that the County, City of Bellingham, small city leadership, and the Port are genuinely interested in work-ing collaboratively to promote a vibrant economy. The WBA will reach out and assist in any way it

can,” Larson added.The Port of Bellingham stepped

into the lead in the economic development picture regionally this year when it received the state’s Associate Development Organization (ADO) designation that previously was held by the Northwest Economic Council. Rob Fix, the interim/acting executive director, said that the Port has taken an aggressive approach to its role.

“We’re not holding back. We’ll turn over every rock,” Fix said.

Port staffers Dodd Snodgrass and John Michener set forth this spring on a plan for meeting indi-vidually with two businesses a week, mostly manufacturers, to learn their needs.

The Port is a sweet spot for both City and County. “Jack (Louws) has expressed strong support down on the waterfront,” Mayor Linville said. “What happens on the water-front also benefits the county.”

We help write success stories.At Sterling, we’re more committed than ever to getting to know our customers’ unique goals – so we can deliver smart, comprehensive financial solutions designed to help them succeed.

Talk to one of our business bankers today about your company’s goals and how Sterling can help you achieve them.

Let’s build a relationship that grows with your business, today and tomorrow.

bankwithsterling.com

“We’re not holding back. We’ll turn over every rock

(to boost business development).”

Rob Fix, Interim Executive Director, Port of Bellingham


LEADERSHIP

The two executive branch leaders sit on the Economic Development Investment Board, alongside representatives from the Port, plus two small-city mayors, some members of four agencies,

officials from the agriculture, fishing, and timber indus-tries, and an at-large appointee. Louws also has served in the past on the Growth Management Council.

Louws identi-fied regulations and compliance as the strongest areas of concern in which the most significant change could take

place. “We don’t do a good enough job of getting answers,” he said. “Too many maybes. We give

uncertainty that a business can’t respond to, and they hear it as ‘no.’ We need to look at our codes, drive out maybes, and get to yes for our customers to thrive.”

He cited thick regulatory con-

straints as an area to attack. “The County operates under a tremen-dous amount of regulatory pres-sure from federal, state, and that we imposed on ourselves. We have to find a regulation path to solu-tions.”

Sam Ryan, The County’s direc-tor of Planning and Development Services, buffers the executive’s vision for that and other reform. In her 33rd year with the county gov-ernment, Ryan grew up working with her parents’ carpet company in California and she once was a contractor herself before moving here in 1970. “I’m aware of the hang-ups and nature of things,” she said by telephone.

To help effect positive changes, she said, “We’re working at it, focusing on not being so rigid.” Her long-range planning centers on three priority areas: (a.) build-ing services with a new building plans examiner; (b.) current plan-ning that includes zoning a sub-division, and (c.) natural resources with shoreline and other issues. The County also is hiring a long-range planning expert with a finance committee background.

Ryan said perception becomes part of the problem because her department can have 10 good experiences, but when one bad one happens it starts a “domino effect.”

“Often, the perception is that we tell them no, and that’s it,” Ryan said. “But there might be alterna-tives. Is there any way we can get

“We’re working at… not being so rigid.

Customers should know we want to do what we can

to help. Sometimes (differing regulations) step on each other.” Sam Ryan, Director of Planning,

Whatcom County

CAMeRA CUT-UPS – during the cover story photo shoot in the Bellingham City hall lobby, County executive Jack Louws turns the scene around on ed Lowe, to the amusement of Mayor Linville and her executive assistant, Vanessa Blackburn. Staff Photo


to yes? If they ask just one ques-tion, it’s easy to say no. We want to get where customers know we want to do what we can to help.”

Permitting is “the villain,” she said. “Tough concept. With differ-ing regulations, sometimes they step on each other.”

The City of Bellingham can relate. Linville vowed to move per-mitting to a “simple, predictable, and clear” process, possibly creat-ing different impact fees for differ-ent areas of the city, and especially looking at online permitting options.

“Economic development is very important to me,” she said. “Without good jobs and revenues we can’t meet people’s expecta-tions.” She pointed to the signing of agreements with the County on urban growth boundaries that will “…help us as we talk about what businesses we want to invest where. If downtown and urban villages are where we want devel-opment, it should be easier to build in those locations.”

Regarding her new leadership initiatives applying to the prevail-ing Bellingham business climate:

“We will be proactive in retaining and expanding existing business. We’ll ensure there’s a project manager who advocates for major business projects. I’m looking to grow the size of the economic pie.”

Louws projected his vision progressively, as well, piggy-backing on his family’s business experience. “I like to work on and through opportunities that stand a reasonable chance of being accomplished,” he said. “I regard my work team of 820 (employees) as my partners. It’s the same way I ran a business – built on long-term relationships. Everybody needs to win. We’re able to profit, but cus-tomers are, too. It’s not a case of either-or.”

Louws operated his business of manufacturing trusses for roofs from 1982 until 2010 when he

decided to run for office, and then made the transition of CEO duties to his son, B.J. Louws’ wife, Cindy, also owns her own business.

“I can’t paralyze myself (in collaboration) from making deci-sions, to think things through, and get them done proficiently,” Louws concluded. “Even though I like partners and collaboration, I’m not afraid to make the tough decisions.”

One new business is about to

open in the county as an exten-sion of an existing rural agricul-ture operation that’s been around for years. Its general manager commented while giving a tour, “This is said to be one of the hardest places in the state, maybe even the nation, to do business.”

The newly-elected Linville-Louws leadership tandem came across emphatically and confi-dently about changing that notion in significant ways.


WOOD PRODUCTS INDUSTRY

Tiiim-berrrrr!By Business Pulse Staff and Special Correspondents

When Henry Roeder, a founding pioneer of Whatcom County during the 1850s, led a

partnership that built a saw mill at the mouth of Whatcom Creek he jump-started the county’s first industry, wood products. Timber-related business anchored the county’s economy for more than 100 years.

Now, imagine a world around us in which the loggers stop log-ging, the saw mills stop sawing, the truckers stop trucking, and the suppliers have nothing to supply. Has it come to that?

“Building drives our industry,” Gerry Millman said, seated at his office that overlooks a panorama of forestland outside of Everson. Millman owns Great Western Lumber Company, a stalwart of many decades specializing in fir products. “If nobody’s build-ing, we’re not working.” His company work force and revenues have shrunk considerably during the last five years, typical of the national trend. “Since ’07 our production has fallen off by about half, and our work force is down about one-third.”

The entire wood products industry hereabouts, from tree to truck, from mill to construction site, struggles mightily amid the national downturn in construction and demand. And, under an

Forest experts say Whatcom timber legacy might not survive latest economic, political blows


extraordinary morass of federal, state, and county land-use rules and regulations. Timber’s econom-ic impact in Whatcom County has dwindled excessively over the last several decades, and especially since the turn of this century.

“Residential and consumption lumber is down about 65 per-cent from its peak,” Millman said.

“It’s been difficult to survive with demand slumping now in its fifth year running. Residential housing

is by far the largest sector for con-sumption lumber. In our industry right now it feels like falling out of a plane without a parachute and surviving…still alive, but on the ground crawling along.”

Many naysayers, within the timber industry and without, believe that near-extinction is within the realm of possibility—a crushing blow not only to a strong economic contributor, but

MAKInG InRoAdS—Aubrey Stargell (left), a certified arborist and forester, visits with road builder Rick Scribner who is creating the path for one of the nielsen Brothers’ company-contracted harvesting and replanting sites in the Lake Whatcom watershed. Staff Photo

“In our industry right now it feels like falling out of a plane without a parachute and surviving... still alive, but on the ground crawl-

ing along.”Gerry Millman, Owner of Great Western

Lumber Company, Everson



also to a local timberland legacy and identity.

That pessimism (and ire, and probable law suits) stirs from

a recent decision by Whatcom County to purchase nearly 9,000 acres of forest land from an active harvest rotation owned and man-

aged by Washington’s Department of Natural Resources (DNR). The County intends to convert that acreage in the Lake Whatcom watershed into a public park. This decision, passed 5-2 by County Council following five years of heated debate, awaits the next step toward approval; it could be thwarted by legal entanglements and/or disapproval by the State Board of Natural Resources.

Many industry participants believe the reconveyance of this acreage not only signals the beginning of the end for Whatcom County’s forest products indus-try, but also becomes a test case meant to serve as a template for similar attempts to remove pro-ductive forest from the DNR’s inventory statewide.

Aubrey Stargell with Nielsen Brothers, Inc. (NBI), which brands itself as Stewards of the Northwest’s Timberlands, called this political action to remove the Lake Whatcom watershed for-est from professional conserva-tion management “the straw that could break the camel’s back” of industrial wood products in Whatcom County. “We (NBI) own land in the watershed that we manage adjacent to the proposed reconveyed land,” Stargell said. “This is a potential threat to us managing our own land.”

The economy already has brought finitely-managed wood products commerce to its knees. The Whatcom County reconvey-ance, i.e., return of lands held in trust by the state to county ownership, could be a giant step toward never hearing a tree fall in that forest.

For a variety of local activist groups and individuals, all that would be mighty fine. But that which makes preservationists grin makes conservationists groan.

“We’re not in this business just for fun,” Stargell said. “We’re supplying a market demand. Everyone in the U.S. uses wood.

nIeLSen neTWoRKInG: david nielsen (right), co-owner with brother Robert of nielsen Brothers Inc., connects with the company’s resident regulatory expert Aubrey Stargell at the entrance to a special seedling project east of Lake Whatcom. The stumps in the background illustrate how the forest harvest is managed for long-term preservation and renewable resources—the clearance of some trees so that pollination can take place for seedlings.


We need (consumption) timber, just like we need agriculture, just like we need widgets.” He out-lined how growth practices are highly-regulated within excellent environmental practices, so that a professionally-managed acre can meet demand far better than 10 acres unregulated.

“We provide a great product,” he continued, “that is renewable and sustainable. We believe we are the leaders in environmental protection.”

Ironically, a move to serve the public already feeds that public. The Lake Whatcom watershed in contention has been designated for long-term commercial signifi-cance in the County’s plans, set aside under Washington’s Growth Management Act (GMA). That assures the survival of one of the state’s and Whatcom County’s premier resource industries that pours millions of dollars into the local economy and services, such

as school districts and roads.Statistical data from several

sources indicates that Whatcom County’s move will result in extreme losses: innumerable jobs, millions of dollars in wages, and a revenue stream into the com-

munity of upward to $1 million a year granted by the state. With the reconveyance, the County gives up that revenue stream and takes on millions in costs. (Read how in the

analysis related to this article.) Another issue central to the

contentious tug-o’-war over Lake Whatcom’s timberland sprawl is management. The lands are man-aged by professionals within the DNR staff; opponents to recon-veyance point out that the County lacks an adequate infrastructure to match that level of management expertise. The public has use of some of that land, and it costs the County nothing.

“Who better to oversee the growth management than profes-sionals in that field?” Stargell asked rhetorically. He, for exam-ple, works commercially as a certified arborist with a degree in forestry from the University of Washington. He deals with regula-tory matters for a company that, since 1979, has managed its own and some contracted public tim-berland needs, harvesting and log-ging across parts of Washington, Oregon, and British Columbia. The

Computer Repair

SECOND TIME AROUND COMPUTERS

Bellingham 3863 Hannegan Road, Suite 110

360-715-3279

Lynden519 Front Street, Ste. A

360-656-5692

TWO locations to better serve you!

CCC

Affordable Laptops & Computers

Computer RepairDependable Apple and PC Diagnostics and Solutions

Quality refurbished laptops, desktop computers, LCD

monitors, printers & more

www.secondtimearoundcomputers.com

LCD Monitor

Repair

“We provide a great product that is renewable

and sustainable. We believe we are the

leaders in environmental protection.”

Aubrey Stargell, certified arborist with Nielsen Brothers Inc.


staff has many decades of experi-ence.

“In our industry we are never threatened by non-biased sci-ence,” Stargell said just days before he prepared to present such science in testimony to the state Board of Natural Resources in

Olympia this month. “We’re one of the most regulated of all indus-tries, and in Washington second to none other, which is good in most ways. We’re quite proud of our practices….”

Referring to the proposed reconveyance sought by Whatcom

County as an example, he added, “In Washington state, fair prac-tices continually evolve, and they seem to evolve on a one-way ratchet. One of the the reasons for the promulgation of rules was to provide certainty for our industry. You look at a map of our entire


LUMBERMAN MILLMAN SEES RECONVEYANCE TWO WAYSGerry Millman is owner and president of Great Western

Lumber Co. in Everson. In a far-ranging interview about the state of his industry, he spoke frankly about the impact of Whatcom County’s recent decision on reconveyance of nearly 9,000 acres of State Forest Transfer trust lands in the Lake Whatcom watershed. This has been a controversial, hot-button issue for more than five years. Millman expressed two viewpoints – one as a supplier in the forest products industry, and one as a county taxpayer. These are his thoughts, in his own words:

AS A PRoFeSSIonAL LUMBeRMAnIt is very harmful. It is

not needed. A poor decision because of the impact it will have on the sawmilling and logging industries. We work off a land base with anywhere from a 60-to-100 year rotation. We’re not planting corn in the spring and harvesting in the fall. You harvest corn this year, then next year you grow a new crop. Trees don’t grow that fast

If we use 1 percent of land every year, it takes 100 years to harvest. In year 101, we go back to number one. We harvest on a small percentage of the total land base. We have no problem with that, because sustainability is our livelihood. It becomes very critical when there’s a constant shrinking of the land base.

You hear (proponents) say, “It’s only 8,700 acres,” but when you do that over and over -- Blanchard Mountain, Lake Whatcom -- you erode the land base. The infrastructure of our industry then goes down with it – the sawmills, the equipment operators, the loggers, the suppliers….We don’t want to become Arizona, where there’s none left.

AS A WhATCoM CoUnTY TAXPAYeRWhat are they doing with my tax money? This is a real

misuse of county funds. They’re spending an enormous amount of money, more than we’ve been led to believe, and getting very little in return. They say it will protect water quality. The Ecology Department has reported clearly that logging has no impact on the water quality, so that is erroneous.

Recreation? No gain there. The DNR has already let people use the land. What does the county know about managing forest? They want to take it away from the DNR that is made up of forest managing experts.

This is rugged area. It’s not a ”Let’s drive out there, park, and have a picnic” area. Most people in the county will never set foot in this park. So the county will spend millions for something very few people will use. They’re not gaining one thing.

Further, it now becomes a liability to the county. For example, landslides happen in this part of the world, even where there’s no logging. So there’s a mess to clean up. Right now the DNR takes care of the risk, control, and expense.

Finally, the trust is designed so that revenues from the land go to beneficiaries, like school districts of Mount Baker and Bellingham, where I’m a tax-paying citizen, and road funds.

This is a fiscal matter, not political. It drives you crazy as a business owner, where you have to assess what you get in return on your investments, to see our county fiscal budget managed in such poor ways. It’s not about politics, as a business you have to balance the budget. This is fiscal insanity.


county and 60-to-70 percent is not in the land base. Every time you turn around Whatcom County is creating a new park. The County is a glut of parks. We’ve gone beyond justifiable science…into political science.”

Whether the reconveyance of Lake Whatcom watershed property receives approval or the battle over it escalates and bogs down in courtrooms (timber industry constituents have said openly that they intend to sue), the wood products industry in Whatcom County wavers and wanes. Its greenbacks fall severely short of the green grandeur of the sweep-ing forestland that stands in the middle of sparring worlds.

“Threatened,” Stargell charac-terized the industry locally, “if not endangered.”

(Author), managing editor Mike McKenzie, and the State Department of Natural Resources contributed to this industry report. Material came from one-to-one interviews of industry special-ists, and from website research of Washington state agencies and other resources.

[EDITOR’S NOTE: For the pos-sible and probable fallout of Lake Whatcom Watershed reconveyance, read the accompanying analysis of consequences for the life style and taxpayer burden for every citizen of Whatcom County. Also, lumberman Gerry Millman offers two viewpoints: one as a business owner in the wood products industry, and one as a tax paying citizen of Bellingham.]

Thursday, October 18, 201211am-7pm @ the Sportsplex in Bellingham

The Expo will include:• CEO Roundtable Luncheon• Washington Policy Institute Small Business Forum• Whatcom Business Alliance Speaker Series Event• Bellingham Chamber of Commerce Business After Business• Technology Showcase• Over 80 Business Exhibitors• Food and Beverage From Leading Local Vendors• Prize Giveaways All Day Long• Biggest Business Networking Event Of The Year

Booths Will Go Fast!Reserve Now!Call 360.746.0411 or visit us online @www.businesspulse.com

Reserve Your Booth Now for the 2012

M A G A Z I N E

The Publication of The Whatcom Business Alliance


The Consequences of Lake Whatcom Reconveyance

Analysis by Frank Samuels,Special Correspondentfor Business Pulse Magazine Whatcom County Council, supported primarily by

a variety of local activist groups and individuals, mounted an effort to permanently reacquire nearly 9,000 acres of productive forest lands owned and managed by the State Department of Natural Resources (DNR). These Lake Whatcom watershed lands in the DNR’s active harvest rotation have been designated lands of long-term commercial significance. Washington’s Growth Management Act (GMA) set the acreage aside to assure the survival of one of Washington’s premier resource industries—forest products.

The reconveyance, with unanimous consent July 5 by the state Board of Natural Resources to reconvey about 9,700 acres, exposes potentially severe economic, social and environmental consequences.

RECONVEYANCE

Photo courtesy of Washington State Department of Natural Resources. Thank you.


The ISSUeS:The Whatcom County Council

measure in May requested the final steps needed to convert a broad expanse of forested property from productive timberland to create what one activist organization calls “…the largest locally-governed park in the State.” For context, the new park would be more than three times larger than Larrabee State Park, a 2,683-acre camp-ing spread on Samish Bay near Bellingham.

Opponents of the reconveyance point out that Whatcom County already has a significant surplus of land serving its parks needs. The county’s draft parks and recre-ation plan shows documentation of holdings of more than 6,000 acres of regional parks. The cities and private interests (conservation groups, etc.) bring the countywide total to more than 26,000 acres of timber land and open space dedi-cated to regional parks that stand mostly undeveloped.

The Environmental Impact Statement for the existing Comprehensive Plan shows the county already holding enough developed park land to serve, at currently adopted levels of service, all of Whatcom County’s expected population growth through the year 2031.

Meanwhile, Whatcom County’s Comprehensive Plan defines the land being transferred out of the

ARCHER HALLIDAYP.S.

Helping Our Clients Overcome The Hurdles

They Face

(360) 756-1010www.archerhalliday.com1621 Cornwall Avenue Bellingham, WA 98225

See why so many clients from the Northwest – from individuals and non-profi ts to small and large companies – trust the people of Archer Halliday.

Estate Planning & Valuations•

Tax Returns & Tax Planning•

Tax Strategies & Implementation•

Pensions•

Growing Your Business•

Small Business Consulting•

Start Up Business Consulting•

Providing solutions for your success

Certified Public Accountants & Business Consultants

“In our industry we are never threatened by non-

biased science… (but) we’ve gone beyond justifiable science into

political science.” Aubrey Stargell, forester and certified

arborist, Nielsen Brothers, Inc., Bellingham

Reconveyance is a process by which a county can request to repurchase title to lands conveyed by the county to the State of Washington decades ago. By state law the process can only be undertaken if the requesting county is willing to use the lands to establish a park. The new park’s plan must be consistent with the state’s parks and recreation plan.

Whatcom County did not originally convey this specific Lake Whatcom property to the state; rather, the county traded for other lands that had been conveyed.

WHAT IS RECONVEYANCE?


commercial forest inventory as necessary to maintain a healthy forest products industry in the county. According to Aubrey Stargell, a forester and certified arborist for Nielsen Brothers Inc. in Bellingham, “The County Council’s action could be the straw that breaks the camel’s back.”

He explained, “Our industry is similar to the county’s agricultural industry. It takes some minimum resource base to support and sus-tain the industry. The council and many of the people supporting the reconveyance have gone to extraordinary lengths to assure the agricultural land resource is not only maintained, but increased. There does not seem to be that same level of concern for timber. We need to take responsibility for the products we all use and source

them locally”.The proposed reconveyance leads

the way to a shift in how resource lands are viewed in Whatcom County. For most of its life as a political entity, Whatcom County’s resource industries have anchored the county’s economy. The coun-ty’s comprehensive plan states, “The growth and harvest of farm prod-ucts, re-generation and harvesting of timber, and excavation of min-erals all shape Whatcom County’s landscape and strongly influence the economy. Resource lands, which include agriculture, forestry, and mineral resource lands, also largely represent Whatcom County’s cultural heritage.”

The comprehensive plan also reflects state law: “The County and the cities recognize the need for the protection and utilization

of natural resources and resource lands including agricultural, min-eral, forestry and fishing. As part of a broad based economy, produc-tive timber, agriculture and fisher-ies industries should be supported in a sustainable manner.”

As Stargell pointed out, the reconveyance could represent a rejection of the county’s long-established views regarding resource lands. Economic, social, and environmental consequences will accompany the shift.

eConoMIC ConSeQUenCeS oF ReConVeYAnCe

According to Washington State’s DNR, “The economic health of Washington’s forest-related indus-tries today is a function of the amount of land in timber produc-tion; the growth, mortality, and

PARKS oR PRodUCTS?—Looking across some forest that falls (or may never fall) under a controversial move by Whatcom County Council to have it reconveyed and converted, by law, to a public park. Sources indicate that removal of the land from state management incurs costs and liabilities, and devastates the area’s wood products legacy industry. Staff Photo

RECONVEYANCE


loss of use of these forest lands; management costs including costs of taxes and regulatory compli-ance; the strength of domestic and international markets for forest products; perceived risks due to markets and regulations; attrac-tive investments in alternative uses of capital and land; and varying management objectives of very diverse types of owners.”

Five of those factors come into play regarding the Lake Whatcom reconveyance. Realistically, recon-veyance could tip the forest prod-ucts industry over the edge of the economic precipice in Whatcom County.

If the industry vanishes, according to data available from Washington’s Employment Security Department, jobs associated with logging—jobs currently paying about 20-25 percent more than the average wage job in the county—will be lost. Based on data from Employment Security, that would amount to about $4.5 million a year in lost wages for each 100 forest products industry jobs lost as the result of the industry’s demise. (Data issues preclude accu-rate counts of exactly how many people are actually employed by the forest products industry in Whatcom County.

More directly in economic terms, Whatcom County’s web-site on the reconveyance includes estimates of revenue distribution losses as a result of the action the County Council is proposing. DNR estimates those losses to state and local governments will ini-tially average $844,000 annually year. In the near term (20 years) $16,880,000 would be lost to the Bellingham and Mount Baker School Districts, the Whatcom County Library Board, the Port of Bellingham, Whatcom County and the State of Washington.

Over the entire DNR planning horizon of 200 years, the estimated reduction in revenue amounts to more than $96 million to those

sources. Offsetting those losses, Mount Baker School District agreed to accept a $500,000 dollar dona-tion in return for dropping its opposition to the reconveyance.

Sales tax, B&O tax, fuel tax, and all other taxes and economic benefits a community gains as the result of business activity become permanent losses when land gets converted from an economic use to a non-economic use.

SoCIAL ConSeQUenCeS oF ReConVeYAnCe

The Whatcom County Comprehensive Plan recognizes that forestry is an important part of the county’s cultural heritage. But timber is not the only oppor-tunity private land owners have. An industry that no longer exists loses its hold on the hearts and minds of the residents of an area, as well as the economic value it offers landowners.

Thrill your employees with a Little Caesars’

gift card!

Thrill your employees with a Little Caesars’

gift card!

Payroll Stuffers

Customer Appreciation

A Meal for Your Whole Family


RECONVEYANCE

In a recent ground breaking series titled “Forests On The Edge” the USDA Forest Service estimates, “The number of forest land own-ers is increasing by approximately 150,000 every year as existing forested parcels are subdivided and sold.”

The subdivision and sales come as landowners holding forested land for timber uses see the local forest products industry dry up and, in the pro-cess, make the lands they hold more valuable as real estate than they are as tim-ber lands.

The Forest Service report says that by 2030 in Whatcom, Skagit, and Snohomish Counties “approximately 165 square miles of forested lands (105,600 acres) of currently rural, forested lands are projected to reach exurban-urban densities….”

enVIRonMenTAL ConSeQUenCeS oF ReConVeYAnCe

Healthy forest lands require attention to remain healthy. More than a century ago during an era before widespread fire suppres-sion, the United States Geological Survey’s 1898-99 annual report on the nation’s forest reserves said of Whatcom County’s forests:

“…They have been almost entire-ly destroyed by fire…530 square miles have been burned; 164 square miles have been logged…” While DNR will continue fighting fire on the reconveyed lands, it will be up to Whatcom County to provide for fire prevention.

On a more immediate basis, problems with timber supply similar to those seen in Whatcom

County have led to a timber pro-cessing industry in which wood is shipped for processing hundreds of miles away by rail, truck, or other means. There is no argument about the environmental impacts of long distances between a resource, production facilities, and the end user. Green certification systems like Leadership in Energy and Environmental Design (LEED)

have made the case and offer extra points for locally-produced materials.

In terms of larger environ-mental issues, the Forest Service has made the case for the part a healthy forest products indus-try can play in protecting the environ-ment. Strategies

put forward by the Service in its national Forest Service Open Space Conservation Strategy include the encouragement of “…natural-resource-based industries to provide economic incentives for landowners to retain working land…,” and “provide and encour-age landowner assistance and incentives to help keep working lands working.”

ConCLUSIon: IndUSTRY eXTInCTIon PoSSIBLe

Whatcom County decision-makers, in choosing to request reconveyance of thousands of acres of productive forest land, are probably tolling the end of the forest products industry in Whatcom County and, in the pro-cess, choosing to accept the eco-nomic, social, and environmental deterioration that this choice makes inevitable.

United Way of Whatcom County

(360) 733-8670 unitedwaywhatcom.org like us on Facebook!

ADVANCING EDUCATION INCOME AND HEALTH

GIVE. ADVOCATE. VOLUNTEER.

If the industry vanishes, according to data available

from Washington’s employment Security

department, jobs associated with logging —jobs currently paying

about 20-25 percent more than the average wage job in the county—will be lost.


SOMETHING SPECTACULARLY NEW AT THE FAIR

The Northwest Washington Fair runs August 13-18 in Lynden, and this year a time-tested favorite, the Gondola Ferris Wheel, will light up the sky with its spectacular new LED light show rising to 80 feet high.

The 16 spokes of multicolored lights made their debut on the 4th of July at Oak Harbor after the creator from Germany built it in China this year for Davis Amusements in Oregon.

A 20-minute display features evolving schemes of 123 colors, with combinations of 1,600 modules and 19,000 individual lights.The turbo, light-emitting diodes shine 80 percent brighter on 90 percent less power.

Mutton Bustin’. All during the fair and through the Lynden PRCA Rodeo following the fair, riders ages 4-8 and weighing 65 pounds or less head into the ring on bucking sheep to see who can ride one the longest.

AND ONE THAT NEVER GETS OLD AT THE RODEO


TECHNOLOGY TRENDS

Life in the Tech LaneWhaT is cLoud compuTing? shouLd i use iT?

The “Cloud” is a remote network of computers that stores an immense amount of infor-mation, ranging from music to photos to your entire computer hard drive. This information is stored remotely, i.e., “in the Cloud.”

The “Cloud,” simply put, is a company that provides a storage service to you. This remote storage provides two big advantages:

1. By safely storing your

files off-site on a provider’s server you avoid the possibilities of your

computer’s data get-ting stolen, damaged, or erased.

2. Your data remains accessible and can synchronize across many devices (tablets, smartphones, PCs, etc.). One thing to remember when decid-ing to use a cloud solution: If you have sensitive files, con-

sider the privacy agreements and determine if you trust a provider with your data. Some common cloud computing service providers: Dropbox, SkyDrive, iCloud, and the newly released Google Drive.

WhaT is The besT Way To sTream movies on my Tv?

First, you need an account to a streaming service, such as Hulu and Netflix.

Second, your TV must be “web-ready,” which means you can connect it to the Internet through your home network. Newer TVs have this functionality built-in and it can be configured in the menu section of your TV.

However, if you have an older TV you will need a secondary device like the newer video game consoles (Wii, Xbox, etc.), a Roku, or an Apple TV. These devices have extra settings and apps that can link up to your steaming ser-vice.

Keep in mind, each of these devices will have different service options and may not connect to every streaming service on the market. So be sure to research your streaming service and con-nection device before you make a purchase.

Experts at Tech Help in Bellingham, a division of Big Fresh Media, provide answers to the ques-tions that are trending among clients. If you have a tech question for our experts, send an email to [email protected].

When the worst happens, call us to fi x it.

360.734.8911 • 360.306.8175Complete Computer System Service

Data-Link West Inc

Bellingham

$10 offComputer Repair


PRIVATE TOP 50

Top 50 businesses drive local economy with more than $2.5 billion in sales

Compiled by Business Pulse Magazine Staff

Regardless of your viewpoint of the local economy for 2011, reces-sion or recovery, most agree that small business is the economic driver. Our local businesses employ people, provide the essential products and services we all need and desire, increase our tax base so our government can provide services, and they tend to be out in front when community organiza-tions need help. The com-panies listed on the Business Pulse Magazine Private Top 50 are all privately held with their corporate offices located in Whatcom County. They employ nearly 11,000 people with combined sales over $2.5 billion. Their suc-cess is vital to the quality of life we all enjoy in Whatcom County.

Once again, we found super-market stalwarts Haggen Inc. and The Markets standing 1-2 on the list. Their combined sales exceeded $800 million with more than 1,500 jobs in Whatcom County and about 2,400 more at their stores else-where.

There are several changes from the last report.

Haggen sold to a Florida invest-ment firm in February ’11, and Don Haggen, our publication’s first-ever Whatcom Business Person of the Year and Lifetime Business Achievement Award recipient, who guided the family business into the largest independent grocery chain

in the Pacific Northwest, died in August ’11.

Still, the company remained independent and headquartered in Bellingham, therefore qualifying

with the two criteria for our annual listing—privately-owned with cor-porate headquarters in Whatcom County.

Heavy construction was strong in 2011 and we saw a significant rebound in auto and truck sales, which mirrored a national trend.

With the county’s Big 5 con-struction contractors – Dawson, IMCO, Exxel Pacific, Diamond B, and Haskell – revenues showed around a 25 percent increase over the previous year to surpass $400 million during 2011. Haskell, in its 112 year and fifth generation of family leadership, reflected the larg-est gain over last year’s report, from No. 12 in the county to No. 5 on a revenue gain of between $20-30

million.A report in the Wall Street

Journal in January, citing Autodata Corp.’s annual year-end reports on auto sales, noted a jump in

American light vehicle sales for Detroit’s Big Three, led by Chrysler’s 26 percent increase. General Motors sales went up 13 percent and Ford’s 11 percent last year. Car sales in the U.S. increased each of the last four months of 2011.

Locally, that was good news for several Whatcom dealerships who kept pace, and even peren-nial local vehicle sales pac-esetter Wilson Motors in Bellingham experienced an uptick despite Toyota taking

a huge hit from the negative indus-trial impact of the earthquakes and tsunami in Japan early last year.

In auto dealer news, Jerry Chambers Chevrolet on our list sold on April 30 this year to a dealer in Oregon, but remains in business here and is listed based on con-firmed sales during 2011. And, Diehl Ford in Bellingham bought Pioneer Ford in Lynden this summer, and folded all inventory and services into the downtown Diehl location.

One new name cropped up among the 50 leaders in Whatcom County, TriVan Truck Body in Ferndale. A profile of the business appears elsewhere in this issue.

diehl Ford, which opened in 1908, is the third oldest Ford dealer in the world, and now the only one in Whatcom county. They are #40 on the private 50.

Continued on page 49


Company Location Founded Employees: Region Total Top Executive

More than $600 million1. Haggen Inc.

Supermarkets and pharmaciesBellingham 1933 1,000 3,000 C.J. Gabriel, Jr.

More than $200 million2. The Markets LLC

Supermarkets (The Markets, Cost Cutter, Food Pavilion)

Bellingham 2008 512 900 Kevin Weatherill

More than $100 million

4. Dawson Construction General construction

Bellingham 1960 125 125 Peter Dawson

$65-90 million

6. LTI Transport of dry-and liquid-bulk commodities

Lynden 1947 110 550 Brad Williamson

7. Exxel Pacific Integrated design and construction

Bellingham 1989 100 100 Kevin De Vries

8. IMCO General Construction Heavy construction

Bellingham 1978 180 180 Frank & Patti Imhof

9. Samson Rope Synthetic rope manufacturer

Ferndale 1878 200 300 Steve Swiackey

10. Whatcom Farmers Co-Op Convenience stores, energy/propane, and agronomy sales

Lynden 1941 125 125 Don Eucker

$45-65 million11. Wilson Motors

New and used car dealershipBellingham 1960 100 100 Julian Greening

& Rick Wilson

12. Anvil Corporation Engineering and procurement solutions

Bellingham 1971 300 400 John Macpherson & Jim Wakefield

13. Diamond B Constructors Commercial and industrial contractors

Bellingham 1909 180 180 Peter Chapman

14. Absorption Corp Pet litter, bedding & food; spill cleanup & industrial products

Bellingham 1985 68 118 Ted Mischaikov

3Grizzly IndustrialWood Working and metalworking machinery

Location: BellinghamFounded: 1983employees: 250 (90 regional)Top executive: Shiraz Balolia

In 2011, another banner year for this international 9-figure sales powerhouse, brought a personal honor to founder Shiraz Balolia, too. On Oct. 5 the U.S. F-Class Open Rifle Team named him captain to lead it toward the 2013 World Championships that will be held for the first time in the United States.

3

HaskellLarge-scale construction

Location: BellinghamFounded: 1890employees: 250 (150 regional)Top executive: Fred Haskell

Working on a huge power plant near Modesto in its extensive projects list, Haskell made the largest confirmed gains among the Top 50. Operating in its third century, since 1890, and in the fifth generation of family leadership, the company reported sales between $20-$30M higher than 2010. That moved them from the 12th highest in Whatcom County to No. 5.

55



15. Alpha Technologies Power solutions for cable broadband, telecommunications, and renewable energy

Bellingham 1976 200 350 Fred Kaiser

17. Mt. Baker Products Manufacturers of plywood veneer, lumber and plywood

Bellingham 1993 120 120 Rob Remington

$35-40 million18. Seafood Producer's Co-Op

Fishery, processor and marketer of premium seafoodBellingham 1944 9 9 Thomas McLaughlin

19. Saturna Capital Mutual funds manager and investor

Bellingham 1989 57 71 Jane Carten

20. Keith Oil Wholesale petrolium bulk station

Ferndale 1980 7 7 Sam Boulos

21. Walton Beverage PepsiCo beverage distribution

Bellingham 1931 140 140 John Walton & Phil Isle

22. Logos Bible Software Computer software

Bellingham 1992 280 300 Bob Pritchett

$25-35 million23. Hardware Sales

General hardware, cabinets, office furniture, and B-to-B industrial sales

Bellingham 1962 120 120 Jerry McClellan

24. Andgar Corp. Residential heating/AC; metal fabrication; architectural metal; biogas digester technology

Ferndale 1935 110 110 Todd Kunzman

25. Mt. Baker Imaging Radiology, image interpretation, and imaging during low-invasive surgery

Bellingham 1965 104 104 Dr. Peter Buetow

26. Farmer's Equipment Berry harvesters, farm & construction equipment

Lynden 1935 74 74 Ken Stremler

27. Tiger Construction Excavating and commercial building contractor

Everson 1974 40 40 Ken Isenhart

28. Roger Jobs Motors New and used car dealership

Bellingham 1985 43 43 Roger Jobs

29. Superfeet Worldwide, Inc. Premium insole wholesalers

Ferndale 1977 55 100 Scott Dohner

PRIVATE TOP 50

Smith GardensWholesale producer of garden plants,

nursery, and garden center suppliesLocation: BellinghamFounded: 1901employees: 600 (200 regional)Top executive: Eric Smith

With 111 years of business in the same family, the 1.2M square feet of greenhouse includes four locations. Smith ships daily in season to six states, including Alaska, with more than 300 plant varieties under the brand Northwest Grown. It’s one of the area’s top employers, with up to 200 seasonally in the region and 600 total.

1616



$20-25 million30. Hoagland's Pharmacy

PharmacyBellingham 1981 83 83 Mike Hoagland

31. Chambers Chevrolet New, used car dealership

Bellingham 1972 55 55 Chad Chambers

32. Sound Beverage Wholesale beer, wine, and distilled beverage

Bellingham 1950 75 75 Dean Shintaffer

33. Dewey Griffin Motors New and used car dealership

Bellingham 1967 47 47 Dick Meyer

$15-20 million34. Scholten's Equipment

Agricultural and construction equipment salesLynden 1982 25 25 Duane Scholten

35. Bellingham Cold Storage Full-service public refrigerated warehousing

Bellingham 1946 162 162 Doug Thomas

36. Specified Fittings HDPE & PVC pipe fitting manufacturer

Bellingham 1997 115 135 Kathleen Gundel

37. Cascade DAFO Designer, manufacturer of dynamic orthoses and pediatric bracing

Ferndale 1982 230 230 Cheryl Persse

38. DIS Corp Producing information systems for dealers/distributors of agricultural equipment, construction equipment, and lift trucks

Bellingham 1980 95 129 Bob Brim



39. Wood Stone Wood- and gas-fired pizza ovens and other restaurant-quality commercial and home cooking equipment

Bellingham 1990 99 99 Keith Carpenter & Harry Hegarty

41. A.L.R.T. Corporation Logging and road construction

Everson 1990 60 60 William Westergreen

42. Great Western Lumber Saw mill, planing mill

Everson 1951 45 45 Jerry Millman

43. Western Refinery Services Industrial maintenance and construction

Ferndale 1990 100 100 Bill Van Zanten & Ryan Likkel

44. Birch Equipment Equipment and tool rental

Bellingham 1972 70 70 Sarah Rothenbuhler

$11-15 million45. Barron Heating

Heating, air conditioning, ventilationBellingham 1972 65 65 John Barron

46. TriVan Truck Body Manufacturer of custom-designed, specialty commercial-use truck bodies

Ferndale 2006 120 120 Cason & Marty VanDriel

47. Mills Electric Electrical contractor

Bellingham 1911 100 130 John Huntley

48. King Nissan Volvo New and used car dealership

Bellingham 1973 35 35 Frank King

$7-10 million49. Western Forest Products

Commercial distributor of lumber productsBellingham 1981 25 25 Terry Dawn

50. Erin Baker's Wholesome Baked Goods Bakery for all-natural breakfast cookies, organic home-style granola and organic mini-breakfast cookies

Bellingham 1994 47 47 Erin Baker

Management Services Northwest Janitorial, general building maintenance, landscaping & groundskeeping

Ferndale 1995 115 250 Janelle Bruland

Samuel's Furniture Retail furniture, interior design services

Ferndale 1991 28 28 Elie Samuel

Pro CNC Engineering services, contract assembly, verti-cally-integrated CNC machine shop

Bellingham 1997 67 67 Paul Van Metre

PRIVATE TOP 50

Diehl Fordnew and used car dealership

Location: BellinghamFounded: 1908employees: 52Top executive: bob & mike diehl

4040 With sales holding steady and the service department showing a 12 percent increase over the previous year, Diehl recently purchased Pioneer Ford in Lynden and moved inventory and customer services to Bellingham.



Bornstein Seafood Bellingham 1936 Meyer Bornstein

Family Care Network Bellingham 1999 Dr. Marcy Hipskind

Barlean's Oil Ferndale 1989 Bruce Barlean

Elenbaas Company Sumas 1941 Dennis Elenbaas

Redden Marine Bellingham 1959 Randy Chiabai

Trillium Corp Bellingham 1974 David Syre

Anderson Paper & Packaging Ferndale 1991 Rick Anderson

*As of press time, we at Business Pulse Magazine were unable to confirm the specific sales numbers for the private companies listed below. However, we believe that all of them meet the criteria to make the Private Top 50 list. They are listed alphabetically. If you are aware of any company not listed that you think meets our criteria, please email us at [email protected].

On the employment front, Logos Bible Software created 83 new jobs, with 76 of them local, push-ing them to 300 as the company moved up one revenue bracket into the #35 million-plus range. Exxel

Pacific added 30 local employees to hit 100. No significant trend, up or down, appeared on the list; some companies added 5-10 positions, yet other offset it by trimming staff.

All 53 companies confirmed their 2011 revenue and employment numbers for this report.

We use categories of revenue that reflect ranges of gross sales because many businesses prefer to reveal approximations. Based on reliable reporting sources we believe that other companies meet the criteria for inclusion, but they declined to reveal their information.

Continued from page 44

TITLE

The Freeze FrameIn the United States and some global markets for

red raspberries, Whatcom County reigns. Frozen, that is. In the parlance of those who farm the red raspber-ries, IQF – individually quick frozen. Tiny, yet still in one piece, the raspberry goes straight from the cane into deep-freeze.

Fresh raspberries, those typically on the produce shelves at grocers, arrived there from California, or Chile, or Mexico, for anyone not fortunate enough to have a field to hand-pick from.

“If you eat a domestically grown frozen raspberry anywhere in the United States, odds are good that it came from Whatcom County or somewhere in the Pacific Northwest,” Henry Bierlink said during an interview about the fruit touted by the organization he heads, the Washington Red Raspberry Commission.

Among its members, 22 are, as the commission’s website states, “Suppliers of the taste and nutrition everyone wants.” About half of them process and

package in Whatcom County. Among the roughly 150 raspberry growers in the state, about 120 farm in Whatcom County, according to the commission’s reported data.

Sixteen commission members (minimum: 3 tons of raspberry harvest required) appear on the list of Fresh/U-Pick, and all but one in Yakima grow them in local communities Ferndale (the most), Lynden, Everson, Maple Falls, and Lummi Island. “There are a (comparatively) few fresh,” Executive Director Bierlink said, “but 99 percent of our output goes to freezers.”

The IQF movement, bolstered by remarkable tech-nology and equipment advancements for harvesting machinery and freezer/processor/packaging capabili-ties, has opened Whatcom County red raspberry grow-ers to the marketplace universe….The box.

Not just any cardboard box. Brad Rader, who man-ages the berry farm his parents relocated to Lynden 26 years ago, held up this special box so that the label showed the brands clearly, boldly: Kirkland Signature.


Frozen assetsWhatcom County high on the IQ(F) chart with

multi-layered production and major-league brands

By Mike McKenzie

Photo courtesy of Rader Farms

TITLE


Rader Farms. Co-branding like this is unique to Costco.

“IQF and retail bagging changed the landscape of our business,” Rader said. This particular co-branded product, carried in a majority of Costco warehouses, is a package called Nature’s Three Berries—a mixture of red raspber-ries and blueberries grown on the Rader farm and black-berries that are grown in the Willamette Valley of Oregon.

The oTher package

Sitting on a stand in the front lobby of the Rader offices there is a two-serving Jamba Razzmatazz at-home smoothie kit.

“Our red raspber-ries and blueberries are mixed with yogurt cubes and sliced straw-berries,” Rader said. “Blend it together with apple juice and in just minutes you have a smoothie that tastes just like the one you get in a Jamba Juice restaurant.

With Jamba smoothies and new ownership the Rader business has spread to Walmart, Target, Fred Meyer, Safeway, Kroger and far beyond. Rader Farms, Inc. was purchased by brand innovator Inventure Foods Inc. (NASDAQ: SNAK) in 2007 and evolved into a unique agri-busi-ness model.

The Farm“We became a vertically-integrat-

ed farm to retain controls,” Rader said. “During hard times years ago some berry growers didn’t have a home for their fruit. That’s why we decided to control all parts of the

business with vertical integration —growing, picking, IQF, bagging. Now as our demand for raspber-ries and blueberries has grown we have added local growers, and also have supply agreements with high-quality local processors.”

The farm’s 55,000 square-foot processing plant, built in 1995, operates year-round, two shifts,

five days a week, and produces IQF and puree used for jam, jelly, yogurt, etc. They employ about 150 full-time, and another 250 seasonally.

Rader Farms represents but one of numerous examples of how the tiny, popular red raspberries grown in abundance throughout Whatcom County – once a prima-ry fare for roadside stands – have circulated worldwide and become

the centerpiece of mega-businesses through expansion and creativity.

Through generational expertise, and blessed with ideal loam soil and marine micro-weather condi-tions, the local growers became world-class trendsetters.

Another model, a few miles removed on another outer edge of

Lynden, Enfield Farms, branched out in niche directions over the last several years, as well.

The buiLdingLast year in time for

the summer harvest Enfield Farms moved into its new, custom-designed 30,000-square-foot processing plant. It contains an impressive maze of immense, high-tech machinery that performs extraordinary tasks in processing red raspberries (and blue-berries) from the 760-acre farm for freezing, packing, and distribut-ing internationally. It has unique features that add to the quality fac-tor, such as a device with a precise camera system to identify the quality of berries indi-vidually so they can be sorted out for appropri-ate uses, or eliminated.

Again, exemplary of the cutting-edge indus-try the red raspberry

has become in the Nooksack River Valley, Enfield Farms branched out into related ventures such as pack-ing for food retailers, and food science and plant breeding.

Built on a partnership with the New Zealand Institute of Plant and Food Research, the Enfields’ Northwest Plant Company main-tains experimentation on new cul-tivars by the hundreds. One variety introduced a few years ago, the


operaTing in The red—Workers at curt maberry Farms in Lynden transfer premium ripe red raspberries from the conveyor to containers, prepping for the iQF deep-freeze process. Photo courtesy of Curt Maberry Farms


RASPBERRY INDUSTRY

Wakefield, holds up more sturdily by comparison to the most widely-grown variety in the state since its development 45 years ago at Washington State University, the Meeker, and others among the 20 most common grown in the state.

A seven-minute video about the Wakefield on You Tube fea-tures Julie Enfield, the director of research with a degree in hor-ticulture from Washington State University, and several growers. They explained how the Wakefield, which has been in development 11 years, meets primary goals of longevity for a longer, larger har-vest; of enhancing the quality of taste and looks while retaining high antioxidant values; and, that

is more resistant to rot, mold, and diseases.

“Two of our major things we’re constantly working on,” said Andy Enfield, a company vice-president, “is producing the highest quality possible, and food safety. Those are big concerns and getting bigger over time.”

Enfield Farms also oper-ates a packing process for private-label retail customers, not only for Enfield’s own red raspberries and blueberries, but also other fruits and some vegetable. The company packs in a variety of containers, and

then stores and ships for food service companies in the U.S., Canada, Japan, and other interna-tional markets.

The inTernaTionaL horizonThis summer the 8th biannual

conference of the International Raspberry Organization (IRO) took place in nearby Abbotsford, British Columbia. Presentations by mem-bers ranged from Chile to China, Bulgaria to Serbia, United Kingdom to United States, Australia, Poland, and, of course, Canada. The talk of the town was the federally-approved, federally-approved U.S. Processed Raspberry Council.

BARBIE’S BERRIESBy Dakota Mackey and Business Pulse Staff

Barbie’s Berries, a small family-owned farm, contributes to Whatcom County’s massive red raspberry industry that, according to the Washington Red Raspberry Commission, produces the world’s largest crop per capita.

Barbie’s, nestled among local giants 20-to-50 times larger, is one of 16 suppliers in the Fresh/U-Pick membership listing published on the commission’s website, a group of growers that provides a fresh-berry alternative to the frozen, packaged products that most Whatcom County large farms produce.

Owners Barbie and Randy Kraght sell not only red raspberries, but also strawberries, blueberries, and blackberries fresh in-season and frozen the rest of the months, both to individuals and to retail outlets. They are distributing this year to Lynden Dutch Bakery, and to Bellingham locations of Great Harvest Bread Company, Community Co-Op Bakery, Haggen, and Grace Café.

The Kraghts find gratification in having people come to the farm to pick their own berries. “Seeing people’s smiles and getting compliments about our berries is a main reason why we love what we do,” Barbie said.

In 1996 the Kraghts began growing strawberries on their four acres between Ferndale and Lynden. After two years and many requests for other berries, the Kraughts expanded their fields and fruit fare. Now they farm five times more space with all berries. Randy works the land, while Barbie organizes and manages the business. Their sons—Jake, 19, and Josh, 17—work on the fields as part of the family business.

“The best part is knowing you can provide a product unlike no other to local people,” Barbie said, referring to the uniqueness of the experience people get from selecting their own berries and eating them right away, rather than the fresh berries that have been preserved, packaged, and shipped from afar and sold in a store.

Barbie’s Berries makes a notable impact on the local economy. Now comprising 20 acres of in the fresh-market, hand-picked sector, the farm provided about 55,000 pounds of red raspberries last year. The business employs five full-time staff, 15-20 workers seasonally, mostly students, with a $100,000 annual payroll.

barbie’s Tips For Freezing red raspberries aT homeIndividual U-pick or retail customers have no commercial, high-powered

freezing and packing technology like the large commercial producers utilize in the IQF industry. The raspberry requires delicate handling, hence Barbie recommends the following steps for home-kitchen freezing:

1. Put the raspberries unwashed in a gallon-sized Zip Lock bag. 2. Lay the bag flat on a cookie sheet so that the berries are in a single layer.3. Freeze the berries on the cookie sheet.4. Rinse the berries only after they have been thawed for eating.

barbie’s berries staff sets up the freshly-picked berry stand Staff Photo


The U.S. Department of Agriculture gave the Council a thumb’s up after 88 percent of growers and importers voted to form an alliance among interna-tional growers that will strengthen research, breeding, and promotion of the red raspberry as a so-called super food.

Adam Enfield, a vice president at Enfield Farms who serves as president of the Washington Red Raspberry Commission, said that this development definitely takes the industry to the next level. “The future looks bright with a national research-and-development pro-gram,” he said.

“There’s progress any time the

red raspberry field workers machine-pick the crop during summer harvest on dozens of farms in Whatcom county, reaping world-leading yields per capita.Photo courtesy of Cheryl De Haan, Whatcom Farm Friends. Thank you.

“There are a few fresh (suppliers), but 99

percent of our output goes to freezers.”

Henry Bierlink, Executive Director of the Washington Red Raspberry Commission


TITLE


industry is working together,” Adam Enfield said. “It’ll be good to bring in the Canadians, the Chileans, the Serbians, and others.”

The FuTureWith formation of the national

council, the work lying ahead will be centered on health research and on promotions to increase consumption, also refocusing the Washington commission to strictly field research.

“What do we do now that we’re not doing any more marketing?” Adam Enfield said. “We have to rethink how the commission will become research-focused on plant breeding, chemicals, technology…do we keep the membership assessment the same – half a cent a pound – or go up to one cent a pound?”

Henry Bierlink, executive direc-tor with the Washington commis-sion, views the national council as a boon to the nation’s top regional producer, the Northwest, which already has flourished like never before. Last year was record-set-ting in Whatcom County with 66.3 million pounds of red raspberries reported – more than 2 million more than the previous best yield in 2000.

The red raspberry industry within the county employs between 3,000-4,000, including the temporary jobs during the summer harvest, though some part-time workers will harvest and then prune for employment

“The future looks bright with a national research-and-promotion program.

There’s progress any time the industry is working together.”

Adam Enfield, President of the Washington Red Raspberry Commission, and a Vice

President at Enfield Farms

u-pick oFFers Fresh opTion—The clark family from parkville, mo., spent some vacation time this summer in barbie’s berries fields. here in a row of red raspberries ken and kim clark try to keep up with their twins, mckenna and mason. BP Staff Photo


TITLE


from six to nine months. Bierlink said, “In a $400 million-plus farm-gate market (agriculture in Whatcom County), red raspberries account for about $70-80 million out of the field.”

He described how the industry here differs from other world-leading regions. “It’s very distinct with the IQF because they’re pro-cessed to stay fresh year-round,” Bierlink said. “Here, the cycle is from the end of June, all of July, and in August we’re done. “Places like California, Mexico, and other nations the fresh are available all year.”

Bierlink also pointed out that the processed red raspberry stretches far in use. The highest grade are individualy quick frozen (IQF), and are treated the best with the most care, he said. Then some raspberries are classified B-Grade – they go for straight pack or sieved for use in pies, jams, packed together in their own juice and sometimes sugar, and the individual berries are still discernible. The C-Grade raspberries are put in to drums right out of the field and sent to juice plants where they are concentrated.

He has watched the economic impact on Whatcom County about double in the last five years, pri-marily because of new growers and fields. Now, with continued discoveries in food science and farming/processing technology, the growth potential appears boundless.

KeyBanc Capital Markets Inc., Member NYSE/FINRA/SIPC and KeyBank National Association (KeyBank N.A.) are separate but affiliated companies. Securities products and services are offered by KeyBanc Capital Markets Inc. and its licensed securities representatives.

Securities products and services: Not FDIC Insured • No Bank Guarantee • May Lose Value

Banking products and services are offered by KeyBank N.A. Member FDIC and Equal Housing Lender.

©2012 KeyCorp. ADL4779

You expect an expert in capitalmarkets and also in your market.That’s Key, where you get the best of both worlds. We are KeyBank, the community bank you know with local knowledge and expertise.

We are also KeyBanc Capital Markets Inc., a full service investment bank that in 2011 raised over $125 billion in the capital markets, including debt, equity, and M&A advisory.

Together, we have the experience and the capabilities to help you succeed. We’re not just the expert you deserve. We’re what you expect.

To learn more, visit key.com/whatyouexpect.

“if you eat a domestically grown frozen raspberry anywhere in the united

states, odds are good that it came from Whatcom county or somewhere in the pacific northwest.”

Henry Bierlink

You might know him as Lewis from the hit TV series The

Drew Carey Show. You might recognize him from his recurring role as Dr. Herb Melnick on Two and a Half Men.

Maybe you know him from his favor-ite world of comedy, improvisation. He was a performer with the TV hit on both British and American TV, Whose Line is it, Anyway? and holds ownership of a Bellingham improv stronghold, The Upfront Theatre.

However you know him, Ryan Stiles is one of our region’s brightest stars. He also is a passionate, generous sponsor of a pros-pering celebrity event in Whatcom County that benefits the Burned Children Recovery Foundation (BCRF). The BCRF was founded in 1989 by Michael Mathis, who experi-enced severe burns as a child. He operates a recovery house in Everett (with a plan to

move to Whatcom County) and Camp Phoenix—a summer venture to help children who are victims of severe burns regain social skills in a place of warmth, acceptance, and celebration. Stiles is a very funny man with a

very serious mission. Every year he hosts an event-packed weekend of comedy and golf in the Ryan Stiles Celebrity Golf Classic, presented by Silver Reef Hotel Casino Spa. In just two years the event has written checks totaling $270,000 to BCRF through an exclusive comedy show at Mt. Baker Theater a huge dinner and auction, and the golf tournament.

Stiles doesn’t do it alone. It takes a com-

Corporate backing of comedy/gala/golf funfest keeps doors open for a floundering foundation

PHILANTHROPY – Stiles Celebrity Classic

By Frances Badgett

celebs, community businesses team up on behalf of

burn victims


Photo courtesy of Matty Photography


munity. And strong corporate backing. Silver Reef, under the auspices of Chief Operating Officer and General Manager Harlan Oppenheim, took on title sponsor-ship from the outset in 2010.

Four Elite Partners ($5,000 contributors) help underwrite the celebrity-filled weekend: Jonathan Rands Attorney at Law, Ludeman Capital Management, BP Cherry Point, and Coastal Industrial Services. Another dozen busi-nesses contribute as A-List part-ners ($2,500); Supporting Cast organizations make in-kind con-tributions, and numerous others sponsor the theater event, golf holes, carts, and celebrity trans-portation.

Pulling it all together requires a strong management team. Randi Axelsson and Kent Loomer, a close friend of Stiles’, serve as the volunteer event organizers. Loomer got to know Stiles while attending improv classes at The Upfront Theater, where Loomer now is a regular performer. He also does acting and film produc-tion, all avocations during down time from his full-time work as an operator at BP Cherry Point.

Axelsson is hotel sales man-ager at Silver Reef on the staff of Chad Sherfey, the director of hotel operations who allots Randi time to deliver as tournament co-direc-tor. “Silver Reef donated close to

$60,000 worth of services the first two years,” Axelsson said. “We comp all the rooms for the celebs and the BCRF board members. We donate the entire gala space and dinner. And we provide most of what goes into the goodie bags

for our golfers.” As the hub of the event activi-

ties, Silver Reef “puts quite a bit into it, and gets quite a bit out of it,” Sherfey said. “It’s a wonderful cause that lets us work with many folks we normally might not

checking in—event host ryan stiles (left) presents the founder of the burned children recovery Foundation, michael mathis, with a donation of $120,000 following the 2011 comedy and golf fund-raiser in bellingham. (Photo courtesy of Matty Photography)

“you spend a whole weekend with funny

people. it’s a great cause, and i’m so glad we’re able

to put a smile on the kids’ faces.

The event is heartfelt and so well done.”

Kris Palmerton, Coastal Industrial Services



because they might not be casino-driven. We give use of our hotel, spa, meeting space, and great din-ing options to support an excel-lent community event.”

immediaTe impacTOutstanding locations, accom-

modations, and cool swag are all essential elements of a success-ful event. The impact of this new event in 2010 was immediate. During conversation over dinner at a Bellingham restaurant, Stiles said, “The first year we spon-sored this event, the burn center was within three days of closing because of lack of funds. I’d been wanting a charity event, Randi knew about the burn foundation…the timing was perfect.”

The event kept the center alive, and he, deeply involved hands-on, and the event team have worked hard ever since to make the week-end memorable for both the BCRF and the people who participate.

Kris Palmerton of Coastal Industrial Services in Ferndale—an

industrial cleaning company that has been in operation for three generations—got involved the first year as an Elite Partner. “I love how the program is put on. You spend a whole weekend with funny

people,” he said. “It’s a great cause, and I’m so glad we’re able to put a smile on the kids’ faces.”

In interviews, an aspect of the Classic that all the financial back-ers noted was how professionally the event is run. “I look at things from an operational standpoint,” Palmerton said. “…And it is so well put together, it runs smooth-ly, and you never see anyone walk out of there without a smile.”

Strong credit goes to about 80 volunteers, ranging from firefight-ers to motorcycle riders, man-aged by Axelsson and Loomer. “We completely trust each other,” Loomer said. “If I can’t make a meeting, I can fully trust Randi to take over.”

Laughs pave The WayMatt Atkins of event sponsor

Ludeman Capital commented on the use of humor within the con-text of the Foundation’s serious mission. “You’ll be laughing your guts out one minute,” he said, “then drawn to tears the next.”

Stiles credited that to who he considers the stars of the week-end: “The humor comes from the kids. They are really funny.” And it’s no secret that humor heals. As Palmerton remarked, “Humor is the best medicine.”

An important component of philanthropy from a participating corporation’s standpoint is how the money they raise is used. The Ryan Stiles Golf Classic donates

“you’ll be laughing your guts out one minute, then drawn to tears the next.”

Matt Atkins Ludeman Capital Management

PHILANTHROPY

The kids are reaLLy Funny’—That’s what stiles said, even though he and his cohorts from the world of comedy fill the house and keep it rocking under colorful lighting at mount baker Theater. ‘The humor comes from the kids….” (Photo courtesy of Matty Photography)


every dime to the Burned Children Recovery Foundation. Axelsson said, “Ryan’s Friday night show raises the money we need for operating costs. I am able to get most everything else we need donated or sold to us at cost.”

The Elite Partners also receive invitations to opening day of Camp Phoenix. “We get to hear the personal stories from some of the people who have been touched by this cause,” Attorney Jonathan Rands said.

Axelsson described how impor-tant the camp has become to those who support the charity event. “Opening day is quite an exciting time,” she said. “Seahawk cheerleaders, the Seahawk drum-ming band, and the Seahawk’s mascot, Blitz (attend). About 100 Harley-Davidson riders come in and take the kids out on motorcy-cle rides throughout the day. It is also the day we present the check to the charity.”

She said that some celebrities and many friends of the event return later in the summer to attend the camp. “The men who built the custom motorcycle for

our first year auction return to camp every year,” Axelsson said.

Visiting the camp isn’t always easy. Stiles said, “This isn’t a ‘pretty’ charity. It’s hard. Some of

cLassic Leadership—after addressing a local rotary club breakfast: (l. to r.) ryan stiles, tournament co-director randi axelsson with silver reef hotel casino spa, burn founda-tion creator michael mathis, and tournament co-director kent Loomer with event elite partner bp cherry point. Staff Photo


PHILANTHROPY

the stories are really hard to hear.” This year visitors won’t have to travel far—Camp Phoenix is on the shores of Lake Samish, near Stiles’ home. “I told everybody not to come on my property,” he said. Truth is, Stiles is very personally involved with the camp, cooking chili and spending time with the campers.

The Elite Partners made it clear that their support for the BCRF is heartfelt. “When I started my law office,” Rands said, “I wanted to make a concerted effort to give back. It’s really worthwhile, and it’s the right thing to do. We like helping a charity that is right here in our area.”

Ludeman Capital Management has its own Agros Foundation, which helps a village in Honduras meet basic needs. The Ryan Stiles Celebrity Golf Classic fits the company’s philanthropic mission, according to Atkins, a financial advisor with Ludeman. “It’s a priv-

ilege for us,” he said. “When you get around someone like (child-hood burn victim and burn center founder) Mike Mathis, you hear his story…about his burns, the surger-ies, and the way society treated him, it’s moving….You realize the desocialization these kids face.”

comedy kicks iT oFFWith corporate backing to

underwrite costs and lay a foun-dation of a financial windfall for burn victims, the general public follows suit by participating in the theater, at the dinner-auction, and/or on the golf course.

The Friday comedy night at Mount Baker Theater leads off the weekend. Three of Stiles’ comedy-circuit friends will join him on stage – Joel Murray from The Second City improv theater, Mo Collins from Mad TV, and Jeff Davis from Who’s Line Is It, Anyway?

The gala auction and dinner

take place Saturday night at the Silver Reef. Loomer said they put a new spin on the auction this year. “We asked for sponsorships for individual kids of $1,500 each,” he said. “That way, if peo-ple don’t win an auction item, or they want to contribute in a direct way, they can.”

Local firefighters create a vol-unteer highlight that night by dressing in full regalia and spot-ting for the auction. This year they will also serve as table cap-tains.

Sunday the golf tournament tees off. A foursome plays with a celebrity in each grouping. While the gala dinner-auction is limited to players and sponsors,

Camp Phoenix convenes August 18-25 at Lutherwood Camp & Retreat Center. Its doors open to anyone who wants to visit on opening day.

Even after their tournament weekend and the opening day of camp, Axelsson’s and Loomer’s work isn’t finished. They visit each of the Elite Partners and ask for feedback on what went well, and what could go better. “It sets us apart,” Loomer said. “And it seems to work. They couldn’t be happier with the event and its organizers.

As Rands put it, “It’s just sim-ply a great event, a great week-end, and a great cause.”

“When i started my law office, i wanted to make a concerted effort to give back. We really focused on it in the last year. it’s really worthwhile, and it’s

the right thing to do.”Jonathan Rands


TheBellingham

Golf & Country Club3 7 2 9 M e r i d i a n S t . , B e l l i n g h a m , WA 9 8 2 2 5 • 3 6 0 - 7 3 3 - 3 4 5 0 • w w w. b e l l i n g h a m g c c . c o m

18 Holes

Fine Dining

Pool

Event Center

Fitness

Catering

Speci

al

Pool Pack

ages f

or

the 201

2 Seaso

n


WBA BOD

introducing…Whatcom business alliance Leadership

Board of Directors provides exemplary shining light to guide a new voice and climate for business in the region

By LineWho would you go to if you

needed surgery? Or if you needed you car repaired? You’d seek advice from those who have already done it successfully. You’d seek a track record of success.

Why would we as a com-munity not do the same as it relates to facilitating busi-ness success, job creation, and community prosperity? To do so, we must engage those with the most to offer. Those who own, manage, and grow successful busi-nesses. Those who have created living-wage jobs and have led by

example as community partners.Business leaders tend to be very

busy people. Running successful companies takes a lot of time and energy. Factor in family obliga-tions, community involvement, and

all the other activities that make life busy, and they find it difficult to assume more responsibility.

Fortunately, a number of local business leaders have agreed to commit their time and talents to the newly-formed Whatcom Business Alliance. The men and women from across a broad spectrum of the pri-vate sector of our business community, have agreed to step up and lead the WBA on vitally important issues. They bring a wealth of expertise from business

backgrounds of varying sizes and sectors.

We are pleased to introduce you to the Board here.

DAVE ADAMSPresident/Co-Founder,emergency reportingBellingham

Number of employees: 25Years in this position: 9Years in the industry: 24

Education: Western Washington University

Spouse, Maggie; children, Alex and Garrett

On the front burner: Release of company’s first IOS and Droid apps at the largest fire chief conference in the world in August 2012. Contracts with DOD agencies to small volunteer fire departments, and partnerships with leading 911 dispatch software companies across the country.

direcTors address viTaL issues: (l. to r.) bob pritchett, Founder/president/ceo of Logos bible software; Jeff kochman, president/ceo of barkley company; and andy enfield, vice president at enfield Farms. [bp staff photo]


RANDI AXELSSONHotel Sales Manager,silver reef hotel casino spaFerndale

Years in this position: 4Years in the industry: 20

Education: Pepperdine University; Univ. of California-Santa Barbara

Spouse, Eric Axelsson; children, Briana Cyr, Christopher Howard

On the front burner: Ryan Stiles Celebrity Golf Classic (co-chair, company is name sponsor) annually in July, Chair of the board of directors of Bellingham Whatcom County Tourism

JANELLE BRULANDPresident/CEO,management services northwestFerndale

Years in this position: 17Years in the industry: 17


Spouse, Graham Youtsey; daughters Terell Weg, Payton, Paige, and Matia, and son Blake.

On the front burner: Srategic planning and business development as Management Services Northwest continues to grow as a regional provider of facilities management in Washington, Oregon and Idaho.


WBA BOD

KEVIN DEVRIESChief Executive Officerexxel pacific, inc.Bellingham

Years in this position: 23 Years in the industry: 26

Education: Dordt College (Iowa)

On the front burner: Completion of $20-milliion campus center for Bellingham Technical College during Summer 2012, and a 25-story residential building project in downtown Seattle targeted for September 2013.

JANE CARTEN, EXECUTIVE COMMITTEEPresident/Directorsaturna capital corp.Bellingham


Education: MBA, Western Washington University

On the front burner: The Amana Income Fund, managed by Saturna Capital, received the 2012 Lipper Best Fund Award for superior 10-year performance among 40 funds in Lipper’s Equity Income category.


GREG EBEPresident/CEOebe FarmsFerndale

Years in industry (civil engineering): 19 years

Education: Seattle University, bachelor’s degee in civil engineering.

On the front burner: Ebe Farms uses GPS technology to plant, cultivate and harvest seed-potato fields with an accuracy of a half-inch.

ANDY ENFIELDVice Presidentenfield FarmsLynden

Years in this position: 3 Years in the business: 12

Education: Washington State University

Spouse, Lisa; children Henry 2, Hazel 2 months

On the front burner: Raspberry harvest, processing through August 2012. Growing the client base for IQF, repacking.


WBA BOD

JOHN HUNTLEYPresident/CEOmills electricBellingham

Years in this position: 6 Years in the company: 37


Spouse, Tanna; children Jeremy, 29, Joshua, 26

On the front burner: Expanding into other neighboring states, Montana and Idaho. Concentrating on marketing, especially on industrial projects.

BRIAN GENTRYManager, Local Government & Community Relationspuget sound energyBellingham

Years in this position: 1

Education: Bachelor’s degree, Washington State University

Children, Bella Kate and Sabrina

On the front burner: A new substation for Point Roberts and upgraded power lines for improved reliability throughout the county. Constant system improvements.


GUY JANSENDirectorLynden, inc.Lynden


Spouse, Kathy; children Jason, Jody and Zakary

On the front burner: Helping make Whatcom County and the state of Washington more business friendly and support local businesses.

SANDY KEATHLEYFormer owner (sold June 2012)k&k industriesBellingham


Education: Washington State University BA; Western Washington University, master’s.

Spouse, Ben Kinnebrew

On the front burner: Recently cut metal for superstructure of three new Washington state ferries, plus tour boat in Fiji and fishing boat in Homer, Alaska.


WBA BOD

JEFF KOCHMAN, EXECUTIVE COMMITTEEPresident/CEObarkley companyBellingham

Years in this position: 15 Years in the business: 22


Spouse, Kim; children, Brooks, Alexander, Marie

On the front burner: Opening in November 2012 of the massive 68,000-square-foot, 16-screen Regal Cinemas hi-tech theater in Barkley Village, plus 37,000 square feet of neighboring retail and restaurants.

PAUL KENNERExecutive Vice Presidentbrown & brown of Washington, dba snapper shuler kenner insuranceLynden


Education: University of Washington

Spouse, Christine; children Krista, Jennifer, Steven and David

On the front burner: Free state-of-the-art driving simulator to clients of all ages, providing experience in handling inclement weather and other hazardous situations.


TROY MULJAT, CHAIRMANOwner/Managing Brokermuljat group commercial and Landmark real estate managementBellingham


Education: Seattle Pacific University, bachelor’s degree in marketing.

Spouse, Heather; children, Cameron, 15; Chloe, 13; Marissa, 11; Bryce, 8; Luke, 5; and Sadie, 4.

On the front burner: A new start-up called NVNTD (www.NVNTD.com) to help create innovative ideas and bring them to market. Overseeing the commercial leasing and investment sales division of the Muljat Group; leasing for the retail market is very strong due to the influence of Canadian visitors. Chair of WBA Board.

BOB PRITCHETT, EXECUTIVE COMMITTEEPresident & CEOLogos bible softwareBellingham

Years in this Position: 20 Years in the industry: 25

Education: Drexel University

Spouse, Audra; children, Jacob, 18; Kathleen, 17.

On the front burner: Moving into social and mobile changing technology for the individual market; embracing both areas to make it easier for average church people to connect with each other and the Bible.


WBA BOD

BECKY RANEYOwnerPrint & Copy FactoryBellingham

Years in this Position: 20 Years in the industry: 20

Education: Art Institute of Seattle

Spouse, Larry Raney

On the front burner: Grow full-service range of the business (digital printing, web solutions, and more); chair of WBA Small Business Advisory Committee

BRAD RADER, EXECUTIVE COMMITTEEVice President/General ManagerRader Farms, Inc.Lynden


Education: Oregon State University

Spouse, Kari; children Arianna, 9, and Sofia, 7

On the front burner: Co-branding with Jamba Juice on a two-pack home-mixed fruit smoothie, Razzmatazz, using Rader raspberry pieces (and other fruits); annual raspberry harvest through August.


JON SITKIN Shareholder/Principalchmelik sitkin & davis p.s.Bellingham


Education: Seattle University, Law; Western Washington University.

On the front burner: Growth and maturing of the firm, securing the long-term future with the integration of two new young principals.

DOUGLAS THOMASPresident/CEObellingham cold storageBellingham



Spouse, Sandy; daughter, Lauren

On the front burner: New $4.5 million ice house in Summer 2012. Including the storage bins and with the machines operating at capacity, BCS now can have 470 tons of shaved and block ice available daily for commercial fishing boats and BCS tenants.


TITLE


WBA BOD

KAREN WINGERSenior Vice President, Commercial BankingWells FargoBellingham


Spouse, Robert Vineyard

On the front burner: International expansion, including a new office in Vancouver B.C.

KATHY VARNERChief Executive Officervsh, pLLcBellingham

Partner/Founderreset games, LLc, Bellingham

Years in this position (VSH): 10 Years in the Industry: 25


Spouse, John; children, Alexis and Levi

On the front burner: U.S. and cross-border tax issues, helping VSH gain Canadian and multinational clients.


TITLE



ANALYSIS: NATURAL RESOURCES

Don C. Brunell | President, AWB

Don Brunell is the president of the Association of Washington Business, the state’s oldest and largest business association with more than 7,800 members representing 700,000 employees as both the state’s chamber of commerce and the manufacturing and technology association. About 90 percent of members employ fewer than 100 people. More than half employ fewer than 10. For more about AWB, visit www.awb.org.

killing king coal Recently, the

Environmental Protection Agency proposed new air quality regulations for power plants that activists say will finally kill King Coal.

The rule would require all new power plants to cut emissions of carbon dioxide (CO2) by almost 44 percent. Natural gas plants can meet the standard; coal-fired plants cannot without expensive carbon capture-and-storage tech-nology that is not available com-mercially.

EPA Administrator Lisa Jackson is on record that the standards will apply only to new power plants. However, citing the Clean Air Act, the climate program policy director at the Natural Resources Defense Council, David Doniger, said, “We look forward to reaching an agreement with EPA on…completing the standard for new sources and developing stan-dards for existing sources.”

Regardless, Rolling Stone reported, “For all intents and purposes, coal is dead as a new power source for 21st-century America.”

iF noT coaL, WhaT?Coal supplies 40 percent of

America’s and half of the world’s electricity, and coal use is expect-ed to increase to meet global demand. U.S. Energy Secretary Steven Chu said, “Coal is an

abundant resource….we (must) figure out a way to use coal as cleanly as possible.”

The federal government has partnered with states, municipali-ties, and private utilities to devel-op and test clean coal technology:

Using superheated tempera-•tures to reduce emissions; Coal gasification, which •turns coal into a form of natural gas;Storing CO2 emissions from •coal plants underground; And turning coal into gas •while it’s still underground, eliminating the need for coal mines.

The Sierra Club, which vows to “retire one-third of the nation’s aging coal plants by 2020,” makes no distinction on its hit list between aging plants and new high-tech projects. Its website recently declared, “106 retired, 416 to go.”

The growing supply of cleaner, affordable natural gas mitigates any demise in coal use, according

to some analyses. Environmental protesters, however, continue working to stop natural gas proj-ects and “fracking”—the use of high-pressure water and chemicals to release previously inaccessible natural gas.

The U.S. Chamber of Commerce maintains a database of natural gas projects across the country stopped, delayed, or threatened by protests that leave squeeze from both ends: natural gas plants in populated areas are dangerous, yet natural gas plants in outlying areas cause the need for pipelines.

so, iF noT naTuraL gas, Then WhaT? Wind poWer?

That same U.S. Chamber data-base includes wind farm projects delayed or derailed because of dis-putes over their impact on scenic areas dotted with windmills, and on migrating birds

Renewable energy alone is not the answer. Sec. Chu suggested that, even utilizing every type of alternative energy in every pos-sible location, renewable sources could supply only 20-30 percent of U.S. energy needs.

If campaigns succeed to elimi-nate oil, coal, natural gas, and nuclear power, where will the other 70 to 80 percent come from?

“coal supplies 40 percent of america’s and half of

the world’s electricity, and coal use is expected to increase to meet global

demand.”


Traditional ServiceMeeting Modern Needs.

TTTTrrrraaaaddddiiiittttiiiioooonnnnaaaallll SSSSSeeeerrrvvviiiiccceeMMMM tii MMM dd N dd

Proudly Serving Whatcom, Skagit, Island and Snohomish Counties

Lynden • Ferndale360-354-4471

Mount Vernon360-424-4471

Proudly Serving The Community for 65 Years


ENTREPRENEUR/START-UP TIPS

Laura Bostrom | Accelerator Program Director, NW Innovation Resource Center

The NW Innovation Resource Center provides services so entrepreneurs can create economic opportunities and jobs through innovation. A non-profit organization based in Whatcom County, the NWIRC accelerates early-stage startup companies and their rate of success through mentorship, resources, and accountability.

Jump-start your startup: use mentors

Starting a new business requires sound answers

to innumerable questions. The knowledge required is extensive. Rather than trying to do-it-all and learn-it-all yourself, use your network. Involve experienced business people as mentors and improve your chances of success for your new enterprise.

The benefits of a mentor or adviser are numerous. A mentor for a startup business can pro-vide a new business owner the experience that the new owner lacks. Mentors can help you avoid the predictable mistakes and offer tactical and strategic advice. Starting a business can be an exhausting and lonely time. Expanding your team with helpful advisers increases your knowledge base and your enthusiasm.

At the NW Innovation Resource Center we work with entrepre-neurs to identify their unique needs and then we find mentors who can advise in those areas. We recommend that entrepreneurs and mentors talk about opportu-nities, and then identify possible solutions and determine recom-

mended next steps. A similar approach, beginning with simply making a list of your needs, will help you target your conversation as you begin working with a men-tor.

Locating helpful mentors is your next step. You can find advisers in your extended business network or trade associations. Local business groups, such as the Whatcom Business Alliance, exist to provide connections for busi-nesspeople. Or, take a targeted approach to mentor recruiting: Identify who you would like as a mentor, and contact them directly.

Tim Niemier, a local small-boat designer, said he sought potential mentors when he was building his original business, Ocean Kayak. He favored the direct approach when contacting pioneers in the industry.

“I would just call them up,” he said. Niemier said he thought about the kind of business person he wanted to be, and then sought out mentors who fit that descrip-tion. Some of Niemier’s mentors had 30 years of experience in paddle sports and plastics. “Things I had thought about doing, they had already done. It was like a database.”

One of his mentor contacts was Yvon Chouinard, founder of Patagonia. During the meeting

Chouinard explained Patagonia’s catalog and how they had incor-porated customer essays about the products into the catalog. The essays reinforced the company’s quality and environmental values while showing the products in use.

Niemier turned the idea into an effective marketing piece for Ocean Kayak by emphasizing the utility and lifestyle associated with their products. “It was more fun than a brochure,” Niemier said. “The piece made us look like we were a bigger company than the big companies with the glossy brochures.”

Whether you want advice on marketing, finance, or cash flow, you can find advisers who have experience relevant for your industry. Take the first step and ask a potential adviser for some of his time. The process of talk-ing through the opportunities and issues of your business will jump-start your thinking and will move your business forward.


Our State’s Business Climate is Tough.But you can do something about it.

All across Washington state, employers and business owners are adjusting to the new economy, eagerly anticipating a recovery. They’re doing their fair share by cutting costs, innovating — even retooling — to retain and create jobs.

Any hope of a sustained recovery rests with private sector job growth — a critical piece to solving our state’s significant, recurring budget woes.

Lawmakers must take particular care not to jeopardize a restart of our economy by piling additional tax and regulatory costs on employers. Policymakers should instead be considering incentives that will help retain and recruit employers and jobs.

That’s why AWB is encouraging members to contribute to a media campaign that will build greater support for employers, and job creation, across the state.

We can’t control the ups and downs of our economy. But we can promote a more business-friendly climate in Washington state. Your contribution will help ensure your voice is heard clearly in Olympia.

To help ensure your voice is heard in Olympia, visit www.AWB.org and click on “We Mean Business.”

PO Box 658, Olympia, WA 98507-0658 800.521.9325 www.AWB.org

#wemeanbusiness

Deborah Barnard, Co-OwnerBarnard Griffin Winery, Richland

“Thanks to the savings we’re enjoying with AWB’s group health care plan, we’re still able to cover 100% of our employees’ health care premiums. Finally, a program we can depend on to keep costs under control.”


THE ENVIRONMENT

Todd Myers | Environmental Director, Washington Policy Center

The Washington Policy Center is an independent, non-partisan think tank promoting sound public policy based on free-market solutions. Todd Myers is one of the nation’s leading experts on free-market environmental policy and is the author of the 2011 landmark book Eco-Fads: How the Rise of Trendy Environmentalism is Harming the Environment. His in-depth research on the failure of the state’s 2005 “green” building mandate continues to receive national attention. Myers holds a Master’s degree from the University of Washington.

Free market environmentalism That Works

When it comes to helping the

environment, politicians like to tell us that without them, businesses would severely damage the environment – recklessly using resources in the search of profit. The simple truth, however, is that companies have been the most effective at finding ways to do more with less, reducing the number of resources we use and improving environmental sustainability.

The free market is more effec-tive at providing environmental solutions than politically-moti-vated programs that often are designed to generate public image benefits rather than actually help-ing the environment.

Here’s one recent example.Many hotels now place a card

in the bathroom exhorting guests to help the planet by reusing their towels, thus reducing the amount of water and energy used by the hotel. Such appeals are typically based on guilt – guests reuse the towels, and the hotel receives the

financial benefit.The success of such efforts,

however, is entirely contingent on the convenience and good will of the guests.

Westin Hotels, however, har-nessed the free market to find a better way. Recently, when I checked into my hotel in Charlotte, N.C., I noticed a door hanger lying on the bed which read:

“Make a green choice. Enjoy a $5 voucher at participating food and beverage outlets or 500 SPG Starwood points awarded at checkout for each night you decline housekeeping.”

Instead of guilt, Westin recog-nizes that sharing the benefit of conserving resources is likely to make the program more successful. And they are seeing results.

Westin reports that the pro-gram has grown in each of the first three years. They estimate 16 percent of guests take advantage of the program. This is remark-able considering what it might take otherwise to cut water use for laundry by about one-fifth.

The Westin chain conceived its program in Seattle where the “green” ethic is ubiquitous, but it goes beyond simply cultivating a green image. Westin enjoys finan-cial benefits in two ways. First,

it saves money by reducing the laundry and housekeeping costs. Second, it is an initiative Westin uses to attract corporate custom-ers from organizations that require their employees to stay at “green” hotels.

Those most likely to be incen-tivized by the program and use it are business travelers, and Westin’s Starwood points are a particularly attractive reward.

Interestingly, Para seemed sheepish when I asked if the hotel benefited financially from the pro-gram. By providing benefits to the hotel and customer, however, the program is more likely to stand the test of time. Too many green programs are based on people’s willingness to endure inconve-nience or cost, and such projects get jettisoned when times get tough. With the hotel benefiting, they are more likely to continue and even expand the program.

Instead of apologizing for the benefits they receive, Westin should be proud. Those financial rewards may encourage other hotels to follow suit, further reducing overall resource use.

By harnessing the incentives of the free market, Westin, its cus-tomers and the environment all benefit.


800-676-8406201 E Chestnut St, Bellingham, WA 98225

www.benchmarkds.com

We offer you the best of both worlds: the fl exibility and responsiveness you’d expect from a local business, combined with the power and resources of the recognized leader in the offi ce products and document services business: XEROX Corporation

ColorQube™

The greenestMFP on theplanet!

Solid ink technology generates 90% less landfi ll waste!

Simple. Affordable. Sustainable.


H.R. PROTOCOL

Bob Pritchett | President/CEO, Logos Bible Software, Inc.

Bob Pritchett co-founded Logos Research Systems, Inc. (now renamed for its niche-market product, Bible software) in 1992, and the business perennially has made fastest-growing companies lists regionally and nationally. He is on the executive committee of the Whatcom Business Alliance board of directors.

never Fire blind-Folded

You need to be completely prepared

before actually letting someone go.

...Make sure that you are not going to violate any employment or discrimination laws.

Check any relevant employment contract for special notice or sev-erance pay requirements.

Inform various staff members or departments (payroll, security, network administration, etc.) who may need to know of the firing beforehand in order to cancel security codes and network access and to calculate final compensa-tion.

The most important preparation is to be firmly decided. The meet-ing where you fire someone is a presentation, not a negotiation.

When you announce that you are firing someone, you are tak-ing your professional relation-ship with that person over a cliff. There is no way back to the top..; there is only pathetic grasping at branches on the way down. The employee may suggest a change in job description, different working hours, or reduced compensation, or may ask for another chance to make improvements in her per-formance. You have reviewed all these options before deciding to fire, so you can clearly and polite-

ly explain that the decision has been made and that there is noth-ing to negotiate.

Five Steps to the Firing Presentation:

1. You’re fired.2. Why you’re fired.3. Things we need from you.4. Things you need from us.5. Good-bye.If you have followed the right

steps before firing people it won’t be coming as a complete sur-prise…(Unless you are firing them because they can’t see things com-ing.)….Give only a short, verbal reason for firing someone. Don’t elaborate, and don’t put it in writing. Imagine that there is a Miranda warning for supervisors:

You have the right to remain silent. You have the right to an attorney. If you can afford an attorney, you are wrong because you can’t afford not to have an attorney. Anything you say will be recorded, discussed, analyzed, dis-sected, twisted, and thrown back at you in a court of law, and in the eating and drinking establish-ments where your employees con-gregate

[Reprinted by permission from: Fire Someone Today, Bob Pritchett (2006), Thomas Nelson Inc., Nashville, Tennessee. All rights reserved.”]

ADVERTISER INDEXALCOA Intalco . . . . . . . . . . . . . . . . . . . . . . . . 79Anderson Paper . . . . . . . . . . . . . . . . . . . . . . . 41Archer Halliday . . . . . . . . . . . . . . . . . . . . . . . 37Assoc. of Washington Business . . . . . . . . . 77BAI Environmental . . . . . . . . . . . . . . . . . . . . 23Bank of the Pacific . . . . . . . . . . . . . . . . . . . . 29Barkley Company . . . . . . . . . . . . . . . . . . . . . 84Bellingham Golf & Country Club . . . . . . . . 61Benchmark . . . . . . . . . . . . . . . . . . . . . . . . . . . 79Best Western Lakeway Inn . . . . . . . . . . . . . 73Big Fresh Media. . . . . . . . . . . . . . . . . . . . . . . . 5Chmelik Sitkin & Davis. . . . . . . . . . . . . . 47, 59Cornwall Chroma . . . . . . . . . . . . . . . . . . . . . 60Data Link West. . . . . . . . . . . . . . . . . . . . . . . . 42Edmund Lowe Photography . . . . . . . . . . . . 28Exact Scientific . . . . . . . . . . . . . . . . . . . . . . . 23Gateway Centre. . . . . . . . . . . . . . . . . . . . . . . 54Hilltop Restaurant. . . . . . . . . . . . . . . . . . . . . . 9Innotech Metal Designs. . . . . . . . . . . . . . . . 32Innovations for Quality Living . . . . . . . . . . 21Key Bank . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 55LaserPoint Awards. . . . . . . . . . . . . . . . . . . . . 25Little Ceasars . . . . . . . . . . . . . . . . . . . . . . . . . 39Mills Electric. . . . . . . . . . . . . . . . . . . . . . . . . . 75Morgan Stanley. . . . . . . . . . . . . . . . . . . . . . . 49NW Business EXPO . . . . . . . . . . . . . . . . . . . . 35Northwest Propane. . . . . . . . . . . . . . . . . . . . 75Oltman Insurance . . . . . . . . . . . . . . . . . . . . . 31Peace Health St. Joseph Medical Center. . 83Print & Copy Factory . . . . . . . . . . . . . . . . . . 13Saturna Capital . . . . . . . . . . . . . . . . . . . . . . . . 2Scotty Browns . . . . . . . . . . . . . . . . . . . . . . . . 15Second Time Around Computers . . . . . . . . 33Semiahmoo Resort . . . . . . . . . . . . . . . . . . . . 14Silver Reef Casino . . . . . . . . . . . . . . . . . . . . . 82Skagit State Bank . . . . . . . . . . . . . . . . . . . . . . 7Solutions Electrical . . . . . . . . . . . . . . . . . . . . 20Sterling Savings Bank. . . . . . . . . . . . . . . . . . 27TAG. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 57The United Way. . . . . . . . . . . . . . . . . . . . . . . 40The Unity Group . . . . . . . . . . . . . . . . . . . . . . 77US Bank. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 81VSH . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 81WBA. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17, 53WECU . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 43Whirlwind Services . . . . . . . . . . . . . . . . . . . . 16Whidbey Island Bank . . . . . . . . . . . . . . . . . . . 3


Member FDIC

Strength makes a difference. U.S. Bank is the financial partner that’s strong, stable and committed to providing high quality,innovative products and services that meet the needs and demands of our customers. Our strong capital position, growing depositbase and solid credit quality allow us to invest in our company, our customers and our communities so we can keep looking up.

In keeping with our commitment to the Community, U.S. Bank in Bellingham welcomes Mike Yeend, Sr. Vice President andCommercial Team Leader. Mike is responsible for serving and growing the Northwest Washington Region’s commercial clientrelationships. He is located at the U. S. bank office at 121 W. Holly Street in Bellingham.

In addition, we are pleased to introduce Mike Cromer, Vice President and Relationship Manager in the Northwest Washington Region.Mike is responsible for managing and growing business client relationships within the Northwest Washington Region. Mike is alsolocated at the U.S. Bank office at 121 West Holly Street in Bellingham, Washington.

Community Roots.National Strength.

Mike Yeend Mike Cromer

usbank.com


TITLE

Representatives are ready to book your next event in the Pacific Northwest’s

newest event space.

EXPERIENCEEVENTS

6,300 sq ft of Indoor Function Space

19,800 Additional sq ft Coming Spring 2013

Full Range of Custom Catering Packages

Professional Sales Staff

Airport Shuttle Available • 1 Exit North of the Bellingham Airport

Three Diamond Hotel Rating • 105 Beautiful Rooms & Suites

Complimentary Wi-Fi • 7 Diverse Dining Choices

Full Service Spa (Discounts for Hotel Guests)

Indoor Pool & Whirlpool • Sauna & Steam Room

Visit SilverReefCasino.com for event room and catering menu details. For more information or to schedule your event or conference, please contact Linda Barsalou. 866.383.0777 ext. 140 or [email protected]

Room Name Sq. Ft. Size Ceiling Theater Classroom Reception Rounds (8) Fixed

Pavilion 4,150 62’x67’ 14’ 440 200 400 300 -

Pavilion East 2,010 30’x67’ 14’ 200 80 200 125 -

Pavilion West 2,010 30’x67’ 14’ 200 80 200 125 -

Legacy 1,000 35’x28’ 11’ 100 40 100 70 -

Legacy Pre-function 680 26’x26’ 14’ - - 70 - -

Executive Boardroom 510 19’x26’ 12’ - - - - 14

Coming Soon Sq. Ft. Size Ceiling Theater Classroom Reception Rounds (8) Fixed

Event Center 10,100 120’x85’ 18’-20’ 1,000 600 1,000 700 -

Event Center North 5,070 57’x89’ 18’-20’ 500 250 500 350 -

Event Center South 5,070 57’x89’ 18’-20’ 500 250 500 350 -

Event Center Pre-function 1,500 - 18’-20’ - - 150 - -

Theatre 7,000 64’x87’ 12’-25’ 153 - - - 153

Theatre East 2,300 - 12’-25’ 53 - - - 53

Theatre West 4,700 - 12’-25’ 100 - - - 100

Director’s Room 800 21’x37’ 12’ 70 30 80 60 -

Chairman’s Room 360 20’x17’ 12’ - - - - 14

Management reserves all rights. ©2012 Silver Reef Casino

I -5 Exit 260 • 4 Min. WestHaxton Way at Slater Road(866) 383-0777

24/7 ACTION SilverReefCasino.com

EXPERIENCEEVERYTHINGN

Vancouver, B.C. BC, CANADA

WA, USAPEACE ARCH

Ferndale

EXIT260

Bellingham

Seattle


TITLE

business pulse magazine: summer 2012

Documents

whatcom county resident

summary prospectus

com4 businesspulse

com2 businesspulse

business pulsead

free prospectus

n kmaking life

n ewill newimprove