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et us help p wer your b siness. Call 704-943-430 or visit www.Rbizclass.com tada ~TIME
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~l
Carolinas Medical Center www. caro I i nashea l thcare. o rg
Lat Williams, Mike Monk and Andrew Chambers, Scott Insurance
Scott Insurance: Over 138 Years of Results "Scott Insurance came to us with better ideas that improved our coverage and saved us money. Frankly, I don't know what else we could ask for." - Champion Industries, Winston-Salem, NC "First, Scott Insurance helped us cut our Workers' Comp costs. Then all kinds of good things started happening."- Hooker Furniture, Martinsville, VA "A lot of people make promises and then don't deliver. Scott Insurance delivers!" - Environmental Air, Greensboro, NC
Employ e e Own e d
"Our Insurance firm has done what they said they'd do. And they've kept on doing it!"- Mickey Body Co. Inc., High Point, NC Find out how you can benefit from the knowledge and service that h ave made Scott an exceptional Insurance firm since 1864. Call Andrew C hambers, Mike Monk, or Lat Williams in ou r Charlotte office at (704) 556-1341.
IN SURANCE, BENEFIT SERV I CES, BONDS AND F IN ANCIAL MANAGEMENT
INSURANCE scottins.com
f
a
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r
s
cover story The Cl-am pion of Health Care for All It's no ~-=r=t :h.1t one of the toughest jobs 1n corporate Ar1enca is !-osp1tal adm1nistrat1on. To meet 1-e ee l =r•ges, M1chael Tarwater has assumed the reim as CEO of Carolina; H ealthCare Systerr ,b-II:IJ r g w1th h1m his style and vis1on.
16 Success: FamJy Style
departments
Ricrerd McGee, of McGee Corporat1on, has "Y-'0 ;uccess stones. One is about his business The :Jt!-er ~~ about his family.
publisher's post
6
employers biz
8
Legislative and regulatory higUights for area employe rs.
20 Facing the 'Nbrld as a Family Whether it's new :cro· r .J:ti:>n or an old
biz outlook Economic Evolution: Charlon in
Per~pective
restaurant biz
building, Juba AluminUM kn:·...-~ row to make a structure look good. ~j
12
42
The Meeting House: Historic
t-ey co it all as a
Chum, Fine Cusine and
family.
Technology Mix Well for Succes .
32
biz digest
46
FN T hompson Builds 'New Foundat ion'
biz resource guide
46
on top
51
Bot Ferg.J,on
h~s
t1kero 1he helm at FN
Thc:rnp;cn bring ng vis1or and leadership to the :xgariz=tion sin·:e thE economic down-
turn.
on the cover:
36 lnternatioral House: Building Bridges
This month's cover features Michael Tanvatcr in front of a specialized device known as the 1\>ovalis. Photography by Wayne Manis.
International H ouse is a r c n:::oc·r: c rganizat1on with a mission of promotinE di- er.rt-; and international understanding 1n te c:a o:ommunity.
clfaflotte 4
octobe r 2 0 C3
g r-e a ter c1 a rlo t te biz
Member FDIC. E:Jwl -icLs "9 Lender
Co-workers
g'
Co-founders
Business Servtces. 0 r relationship bankers have one p iori y. Your $UCCess. That's why t1ey'lt work wilh you to nd the products and services you need t<l start or grow vour b sine-s;. From to ns, 1easing a d insurance to finardat and estate planning, Ne offer t e tools you a d your company need to succeed. For more i nforrnationt talk to one our bankers, visit ;rstcitizens.cGJl" or call us a.. t路88~FC DIR拢CT.
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October 2003 Volu me 4 • Issue I 0 Publisher John Paul Galles jgall es@greatercharlottebiz.com
Associate Publisher/Editor Maryl A. Lane maryl.a.lane@greatercharlottebiz.com
Creative Director/Asst. Editor Brandon J. Pham bpham@greatercharlottebiz.com
Account Executive Belinda Kendall bkendall@greatercharlottebiz.com Emily G. Lundell elundell@greatercharlottebiz.com Brian K. Williams bwilliams@greatercharlottebiz.com
Business Development Bill Lee blee@greatercharlottebiz.com
Business Attraction and job Creation for Our Future! Not only are we well aware of the bankruptcy of Pillowtex anc the profound loss of thousands of jobs in the last three months, but v1e are also painfully aware of our experience over the last three years as other textile mi ll s have closed or downsized and other manufactu ring firms have laid off workers or moved the ir production facil ities to Central and South America and Asia . We have even witnessed higher paying technology jobs being replaced by workers in India, Pakistan, the Philippines, Costa Rica , Turkey and the Middle East. The movement of jobs is not a new phenomenon. In the early 80s, we watched the metamorphosis of the automobile industry as the traditional manufacturing operations changed and international competition wrenched substantial market share from U.S . autom a-<ers. Manufacturing jobs were fleeing Mich igan for less costly production facilities in the South and the West. About the same time, textile companies began fleeing New England for the South and Mexico. The logical response to the job drain out of the U.S. is to target resources and talent in the direction of job creation for the futu re. Recent growth from the creation of call centers to the southeast offer some promise, but even they are subject to competition from overseas operations. In fact, A.T. Kearney, a global management consu ltin g firm, conducted a recent study finding that U.S. banks, brokerage firms, insurance companies, mutual funds and other financial services firms are planning to relocate more than 500,000 jobs offshore- representing eight percent of their workforce- over the next five years. These involve high-end internal functions including financial analysis, research, regulatory reporting, accounting, human resources and graphic design as well as data entry, transaction processing and account reconciliation. Overall, the study projects that these businesses will reduce annua l operating costs by more than $30 billio n.
Contributing Writers
Offsho re initiatives and outsourcing are not simple solutions for any company. It may be too
Susan Benedict Ellison Clary Susanne Deiuel Heather Head Casey Jacobus Mary Marshall John E. Silvia
early to tell how effective and valuab le these sources will prove. Nevertheless, they are to be expect-
Contributing Photographers Wayne Morris
Greater Charlotte Biz is published 12 times per year by: Galles Communications Group, Inc. 560 I 77 Center Drive, Suite 250 Charl otte, NC 28217-0735 www.greatercharlottebiz.com 704.676.5850 Phone 704.676.5853 Fax
ed, and will undoubtedly be tested in a wide range of business activities. So how and where can the Charlotte region develop its economic future? Where will new jobs come from and what business sectors will likely provide greater long-term economic advantages to the Cha rlotte area? It makes huge sense to build upon our economic foundat ion and apply our cutting edge resources to advance our economic futures. We are fortunate to have our substantial banking com munity in our central city. In addition, we have the absolute best joJ training institution in the coun try in Central Piedmont Community College and its sister colleges inside this region. We also have the rapidly advancing Uni versity of North Carolina at Charlotte with its academ ic schoo ls and its Research Institute supporting area enterprises. Add to that mix our abundant labor force and our quality of life and we have all the elements for creating jobs and attracting businesses for our future. Another important clue to our future ought to come from our success in attracting TIAA-CREF. After having been courted by other regional economic commun ities. TIAA·CREF chose to relocate its Southeastern Service Center to Charlotte. If they like Charlotte, how many ot her financial services
Press re leases and other news-related information, please fax to the attention of " Editor" or e- mail: editor@greatercharlottebiz.com Editorial or advertising inquiries, please call or fax at the numbers above or e-mail: info@greatercharlottebiz.com Subscription in quiries or change of address, please call or fax at the numbers above or visit our Web site: www.greatercharlottebiz.com All contents © 2003 , Galles Communications Group, Inc. All rights reserved. Reproduction in whole or in part without permission is
prohibited. Products named in these pages are trade names or trademarks of their respective companies. The opinions expressed
herein are not necessarily those of Greater Charlotte Biz or Galles Communications Group, Inc.
6
october 2003
firms might be attracted to our region? Given terrorist threats, energy blackouts and the high cost of living in the New York area, it would seem that other financial service companies might be seeking alternative operation centers to supplement or supplant their New York operations . In fact, impor:ant segments of the Wall Street community are actively seek ing back-up locations for the ir operations. Why not invite more of the bankin g, brokerage and in surance operations to Charlotte? What stands in the way of making Charlotte a more attractive location than other communities ? Wh at else do we need to become more attractive to these business sectors? Our path to the future is certainly built from our experience with the past. We want to plan and strategize so that our limited investments in business attraction and job creation are wisely and man ifestly focused upon real asset development that serves our long-term future. It would be espe· cia lly wise to create a financial services cluster attraction in iti ative with leadership from all the appropriate partners and stakeholders. We have the bus iness base, the resources, the location and the quality of life that form the foundation for economic growth from the financial services sector. Targeting our limited resources to key businesses in the financial se rvices sector should succeed in attracting those entities that want to cont inu e to compete and fortify their U.S. operations with a highly accessible southeastern location with a high quality of life. Who will lead the way?
greater charlotte biz
ers, CE
ents
T-1E 'V ESTIN C HA~ L OTT E S :::o ege Stre-et, ::· ar ct:e lt\'e Jr>:sd3: , r,o·.entE · 5, 2 ==6 Fro.sra-n r _rs om 3:~:::l a11 to 4-:0C p11 60~
Thi ~
Fo -u m'::.
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fo"mat 1=:3 y.A ac::e::s inf:Jrpe::rs .3-c othe- ::: ·~s ooa s. SLc:essfu , bJsiress :w1e-s cnc c:r€1" r:--:::•rriren: bLs ne§ lt:!ader:: wil d~r~e ( prEeliLt o""''S ::. .3J:.i1l u11a:J•)n ftcT OL
late y'OLr t1irl-ing with "'r igtl:en 1r.€ ~-a;€gl ::s era te•:hl cp_e that Juil: r: rctit. High l:, inte·nive ro 1nctctle ses~ on~ a !lew pres d=nts t::: o s: J3.5 ·.ey
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in a ~::t i ler ~T:Jup ~Ehn5 lnfcrm3l ooe-crEnable pa-: :i::>an:s 1o dis:u::.::. tu::. ir~s in 3 less: f: r-nal c~r:re--e, :e·1el·::p k~ con ac~. and bui j busin=ss ~p::>i _ n · ies. To EnT IJ t:lease :ontcc: one cf the supp:·rtiq sr:or~r.s is ed l::e Icw ::ne
co rr;::~zti::m s
THE PRESI EHTS' '=ActJLTY & BUSI ESS ESO
CES
Ben ~:- P-iot :c: j:>inillg 'J'~a .: 1ovi:= in febrLa~ 2C•J2, Dr. 3ilv a .vcrled :n 1d J-ill J$ ~~ i y =:c:::-v1is ~·)r tb ~ US. Se1a:-=- _I:Jin: Eco1om c Ccmmite~ ;nj Crie1 :::o:orcrT st ~or t U.SScn:Jte B3n~ i lg . -i oi:Ei1~ c.rd Urt:a1 .:llfai-s Comrittee. Ee 'on~ :::.C.pi:o f-!ill he '1\C.':i Ctie" E::: :.noniEt c~ Kempe · FJnds a· d W.an;:ging =~reccY :f ScJdder <Enp~- rf..estn=nts, nc • f : m \farci, b ec lltive Vice ~s jjeiT. cf ~H n~ Operatio1s, N3~ ~ Hr1 ct:e BJJ:ati- -c• ll 1/a--: i: n::> s:-ar§er b startT~ JP a ~Df=~sor 31 sp::rt~ f1a - d ise -i ; De ..,i1h tiE C~ ar'otte B<lxa:s rr ::rk.s tte H· d fimE in his C3re::r :rat he - as :x::e 1 IPJ•JI\·ec "th con e::~a-sion orga"izc.tiGr 1\; It= exe·: utr.E ., c.e ::re::idEnt :::·f :Lsi 1ES3 ~rah::ws ta· th = Bcbcals, /E.rd s t~':ir::cr:;ible ""=r t-::: c Lb'!Otio:<E": one ~.it.e :;ales, spor3Jl~h p, b ·Gd:a~irg ~ -oTctioo; , mo:rchanjs ng a- d
• .oTr Silli 3, Ctief Ec:.-orrirt. Waclmv\2 C~ p
TErkdil-& :neE Cer-.nc:rder See_ 'I'• cle. Ferne : .utain., ~ ! £reen.,_ v l ie - \\ h:: 1 a _ .::. rue ear subn:~'i1~ cdlid::d \I th a J=p:orese fi~rin~ ve~s~ i r t e sp'ir5:-' 2001 t-le ::t ory me:c= iD:e -r~e ti)Oal hE3d • re~. 'IJ3.'!' :::·xrnander S: ott W:cddle J"3S a: :h~ cs-t-=-r cl :1~ cc· rtro'-'€!'3~. '- 'lli~e rrnry 1- th= :Jli: rc ¥-. ',\c:cljle b·~lc:U:t slo:xl u a1d tcl)k otal r~.PJ'lsi:ifity -=:- h~-acbco: a1d t~ :c·i:rs d hi= ::.re>~~. H~ ::le=-: remor:=e 'Jve·l.knt h3pp:!n:d CCC"1p:! led r irr :c r=a:h cu: tc : r e ·Jicfi'rls ·aT i lies. • S:u:.rt Le ·!' in~ o rt, Pre~e rt l... CEO, Ven3tca er~rati: 1 - M -. --=·.rr~o1 f: uded \'ere:t :::3 in S.;;~.:emoe- d 19S3 anc r::rT3il3 :Jct ·,el:, in ·J:Iv~j i1 311 o~ t1e : ompc~'s -sjc- s:·ct~s-c :: e·:i;io-s. n [Jlarc- cf th :. ·ear, ~lr. -~virs:n !OE•: Jred S./ m I ifl(l i1 S=ries: 1., ~ Jn.J ng ·Nhich -~ :of'Tl)a~ NLI u:.e 1oa::-.""E- Iera1e it!; re,e--.ue g'•)\\':r :. nd 30 id "':' it!O PJ~i:iD ~ as tho: rrc.-~~: t:CIJ:'!r rr er : er.r s~ cor :e--: i -rt::g·=ro~ _ • IEtlllliiD113g;J U. Foo-.Jer &. EO, rr'kna ~ a n Gn: Jp, FL C- Ills ~b 1~ hcn 1-E; NC!ke·j "'th :;e_·~ral cli=n~ as tt.:!ir ir:eriT CFC• Jr nd.E.1 ries. ;:;u::h a:: p::·io:B3 o1a ~e-."JCes, mc:nu"cctur 1g o:-corTme-c=. :r1j : : lStr Jc: i()(' Pr-o\'ioust, she \1.0' Ed ":lr :;~11!:1 yzrs 3: =>r,c:e·N::ltt:rtKuse•:o:per= .vheresh~ .., 33 qu ck :1 ~fOITo- ed :J 3U•jit 11ara ~er I./Is. \1onae;nn 's fir bel ef r ••o·k a-c f<: n y bc:la1c:= ha ; :!!Btl:d her to: at:t-a ct t: r:: alent fro11 erg~ 'i·rr: s~ lied ir all ae:Js o.:. a:c•)Urtrng.
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To sign up, contact one of the sponsoring 10rganrzations: hcl.- h sta , In : Chi cres; n P'-:per: ~. _LF EJt= ·=cn Serg=.r Sn- er 3·ecter Chc:rl::·tt~ Biz Gran Th::>r--ton LL =>
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Call 1- 00-73€-3592 or isit
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-re P ·e: iden s.' FonJ11 .... as c=ated :1rJC.J:;h th= effc:~ o tt.:! A ::I,., ~ o r:r 3oa·j of 2h3rbtt~ md -he EntrE-p 'Eneu -st-iJ lnstiLte (T=: IJ t J povid o:: prn:::iic.al s:ILti::"'5., re ? i2n1 nbrnat on c. n: "a tAte co"'rtzcs r Eede j b · hr...e in ltle "1;:w ecoro11 1·.' -EI i3 t-.e mcB: 5LC:e~sful ir·:EJen:leot -e n- )rCo ' i: E _ :ati :m a c:c·p·::.rctio o·gc. r ~d sclel _· :o ES3 ist a·,j erccu~~e ·h.e E_u.~-:h o~ ,;m~ r i·~1 E1te·::risEs S' rx= 1976 -:::1 ha; ::s s i ~·ed thJLsand; of ::cnpar_1 p ·~ si c-:: nt~ i - ;olvin5 p-::blEms e:rc jevel :pi-g : ,_s r ess c::::nta ::~ · 1at on:ribu:e p ~·~fti ,e l ) k tlE boc on li 1~
Legislatve a d Re.sulatory Highlights for Area Employers -. ro3' 2004 Wage 5. Sala.rt Ad,ust m e •t
i$hed rntional "Vafe a1c sc. ry
Sorv=)' Fa)·
$Ur'-"=:~ n::re:c.se~
r::>J1ci · g
a-ea~
fer
to - Crarlott: and str-
V'/ill am M. 1"1er::-::r
h2.·e :t-oped 3.,:r.W1 in :;.oo3,
tre thi ·d :::n~eQ jte tec.r. A :otal cf I )7
Cl'Tij>'l' ie:s rESJon:ei :o The
~Ioyer~
a:::t.ustn-:n:
p ·oTi~es
coo:ll.d:e<l b(W.xldatWcrk ard
o rgan :!Aticns
orofe:;~
~~e:i<.liz
o1al or
con:..~lting
ng i-t compensa: on and i n:rease:~
:or
retiree~ . ac:co-ci1~ b
I" ~dicere anj the Nat onal Center ic - Pol 9 · A"lalys ~-
bene:iits. M=rcer ·eported t:.lat compani:!S are proje:t 1g :he folcwing
to future
20:t)3 anrual repcrn for So:i;U SecJn:)' an:!
~C<H:
Sc :ial Securi:-, and Medica-e (h:>~f:itd
instrance) 1r= funded b·,
Pert .~ 1
15.3
.lus·Jdati::n's :i.OOJJ:.J:I4 '.Va:e g. Salary
:.4 per•:ent :or 10u rly no:r.. rior
Acfl.lSrne~:t SL'~'e:-.
:: .5 Fero:ent :cr 1:::m:xem:x derir:::a and :ech-
~Ether
ri:al errplcyees 3.b pe:rcent :or e>.empt tech-
at: ~atroll, :;o the:' rlrl a small sJrc lts
c:::J ilo!::e t11: resporded, 25 co11:>1nie: ei:her f""Jz'" o · ::Jt emplo:yee
~so
c·-..e· t1e
pa~t'"3lr.
=or
:J-panie:~
pro-
v •ing '<'.age ircrec.~e:.lheave~ pay
ir ::rea;e :::r 2!:03 i5 :;:.:!8
:~er:ent.
:Jf tile I02
empl~·ees;
rio:al an:l profe;~i::Jrnl emJ ·=-ree~ a1d mc.nage-
E\Et)'
Sc:ial Securi:y an j
v\'or4c.uWork r=JO · ted ! irilar r:!$Uits h a::lditio r Tile Ccr"erence: Board , an
acj.J5t11-:!nts in 2004 E ol those :ompa1ies
tic•n :caJsed on
re:oned that ther
pn to ei: l-e:r freeze
or
wages - - e Jay ino:r;:ases =or
2004 ;ore p·oje:ted tt:· be 3.27 pe:-::ent.
c:I~sultilg,
t u~
of~.) ~ercmt
s
fo- their :::ml
intermed'ate ' foreos:::
• \',lhe:r toda·. 's colle:ge stud-:!rts r=ach reti I'E:· 17. ~
ro I ta>< rate c·f
~o:
al
• Y/hen i""edicare Part A. is i1cludec, t 1e pa.t·c ta< burd€!1 wil l
Forecast Shows Elderl)' Entitleme.ts for 20S t)
'NC>f"ker~
I<~~
will : arn thu tear.
• f'"e:hore Pc.-t B (~.pplemen:a nedical
r .5 porti:m cf employee.s'
income> as the t;CN:rn11-:!n EeeiG to
rnvoe to - i~e to 24.4 Jer-
·: e 1t- almost ::me-lcurth o f a th = ,..<15.:5
So.:ial Securi:y and 11edicar= will o:on incre~
pe-cent tc :>cy
Se::uritr t:enef1ts.
pH l:u:lge~ over tl' e ne>:t y-=ar.
:;ume =.r
~t)OJ
1'1e:!icare-,u~ Es
m-::1: 1ge in ::!050, e mp oyees "'til face a par-
ness rd managerrmt
reported that ceompan'es are ;allot-
ting c.n ;werage
year. h:>wever: accord ing tc t - e
R~ort'~'
organi~
T1<o =.tO\':! ·e:;Jt:; ;tre- awo•rnate;< C.3 pe--::-:!rt CIV"er than t'"E fh-jirg: d other pub-
conume oo l:' 13.4 pef"cen: o: tax-
m:m; ::. 7 pe·cent f.:r exOOJ!iYes.
wrr p;mie:s tlu1: pro..i::Ed xqect :ns foc '<'.age
eLL er-.plc~e
p~c€!1 t ~ayr::>ll tax. Th = tw::J pro§ram~
ils;Jrlnce) anj its
ot~ er
government h:1l:h
pr=grarrs are paid "Jrr gerenl
re:V-:!1Je~ .
=.'Tlp:~~rs
nt!e:l r<o pay Ca11Jetiti.-e wa~: t"J recruit m -eui'1 dle test •f"'l!tl~ees One MJ oc 11alc! s.Jre you· oc:wopany s~ cu-rent is "to compare 'f(>.JI' ~1!5 ve-sus :-':her organiutims :hroo..jt. ben:hrr:ark surv<rls -he =o11o'lllif'!: d·art inch;:leo ca:a extrattted f"' 11 c:he l::lC::3Ycl£E &
Carta .Sea ngTape ~arkers
.iu/arr ~ Jrvey co•cit::ted t·:- The Er.~ Ioyer: .Association Ovl!t 140 cc -npan e; p'lrticcpaw in t1 s annLaJ ;ur~. W1 :II is vie"'ed as ore of t"'le t:est sour::«. cf lc<al cc:.npensatio1 da~ i dl:e are • The fu repc-rt i1: •.::le! e<.t<. treatkcuts lor company siz& rdmry t)p! arc ~ectgraf=hic area. =cr rror~ inforrmtian en :he .?WJ ~e & ~::ia1y Survey pe35l! ant4ct bure1 Herrin atThl! Emp er-rs .\;sodatior.
Wagejoo s (repc·r:ed on an hcur,
Tape Dispeflsers
..c: 1 - - - - - - - - - - t (/) FREE SH PPING •
in lle LE :::onl QtD.JS :;tales
Shp ·l gEs:en:hls P. : . Btx 155 ComEii:ls. NG28 31 i'C4-6i-t-I!J 5 S3 es@shiprringessmn als.com
rcur jfwJ;,rJ Supp1y Source' c• c- ober 20J3
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However, they also can be expressed as a Fercentage of taXable payroll as follows: • Adding the government's share of Medicare
AUDIO DETECTID
Part B, the burden on workers will climb to ~9.2
~
percent by 2050.
• Adding other elderly health care expenses,
AC CESS CONTROL
such as Medicaid and veterans' benefits, the total will be 33.6 percent by mid century. Young workers should take these statis-
VI 0 E 0 SUR VEILLANCE
:ics into consideration when budgeting. ~etirement
will continue to change, and the)"
11ust take steps to ensure their stability in the future . (Business Magazine)
FIRE
NC and SC Maximum Unemployment Benefits
Son it o . Because
can't afford to take chances on security.
Unemployed workers filing new claims in North and South Carolina will be eligible for slightly larger weekly benefits following a statutory re-determination by each state's Employment Security Commission (ESC).
)'OU
SoniiTol c lfers -- e -.,ost cc mpre1en5 -....e ~leCToric J:rOtecf on available today. With 6 ca :.ervi::e a d rr:x-riloring, Scritr:l c·::m c u!>kmize a system to mee-t your secu ri;- n~ds a nd nc i1tai n i v-i o qLickpriority ;ervice. Contact LS at (704) 423- 11 1 F:tr a f:;l£: securi~,r :;u • te} o' ycur fccil ties.
North Carolina's maximum weekly be r efit amount increased to $416 from the pr=vious maximum of $408.The minimum ber -:fit is $35 per week. The $8 increase for the
Soni rol Sec ~Serv ices, I nc. 81 1: ".1'/.:>od ~: d ge Cede- Drive Cha rlote. N.C 28L I 7 Visit J ~
01
ila ....-eh! "fVT'V\'.". 5-xJ itroL=:om
Yo Lr Si1g e So•rte for Complete
Se~ urity
maximum is the smallest since the early 1990s. The maximum weekly unemploymert benefit is calculated by the state's ESC usirg a formula established by the General Assembly. It is based on the average weekJf wage of North Carolina employees. Individuals in South Carolina who filed a new unemployment claim in South Ca rolin3. on or after July I, 2003 , will be eligible for a slightly larger maximum weekly benefi: of $285, up from $278 last year. The minimum weekly benefit is $20. The maximum wee . y benefit is equivalent to a little more than c6 percent of the average statewide weekly wage. (North Carolina and South Carolina
Employment Security Commissions) Happy B-Day to FMLA Last month marked the tenth annive rsary of the Family and Medical Leave Act (FMLA). Over the years, the act has been received with mixed reviews. Many emplo,·ees consider it welcome and overdue, wnile employers who are frustrated by the adJTlinistrative difficulties of the Act have dL bbed
rr
" Far too Much Leave For Anyone." The FMLA applies to companies wit· 50 or more employees and requires tha: su ch
704.815.4545 lJO r·arrfew' Mmt H1ll Road • Mattlews. NC
companies allow eligible employees to take up to twelve weeks of (unpaid) leave in =.
greater charlotte biz
~
october 2003
~
twelve-month period, for their own sEricus health condition, to care for a family member with a serious health condition, or fo · the birth, adoption, or foster placemert cf a ch ild. An eligible employee is one who ha~ twelve months of service and has wor<e at least I ,250 hours during the twelve months before the leave. An employer must mo:.i1ta n the health care benefits of an employee oo leave and, after the leave, reinstate him or her into the same or equivalent positicr. Congress is currently considering · evisions to the FMLA, including redefining w hat is a serious health condition, limiting in~e r mittent leave, and expanding coverage by including businesses with 25 or more employees. In addition, school activities and domestic violence may be considered eiig!Jie reasons for taking leave. Many states have considered makirg leave paid, but to date, only California h1s implemented any type of paid leave pro~raTI . Ten years after President Clinton signee it into law, the FMLA remains a controver;iaJ law.The statute is obviously well intentioned, but also one that has proved to be diffiClJit. to apply and the cause of many lawsuits.
(Bene(lts News)
1-9 Form: W hich IDs Ca n You Accept? When filing Employment Eligibility
#1 DAILY FEE GOLF FACILITY IN CHARLOTTE Vo ted Charlotte's Best For The Past Fow- Years 26 Acre Lighted P actice Comp lex • PGA and LPGA Fr::·fessionals oier person:1 and gro uc• i1struction for golfers of c:J I skill 1e·;els. • Nev1 covered teeing areas REGENTPARK • Pract ice mem bershir: s available GOLF P CADEMY
1i rnkey Tour nament Administrati on Span d m::> e l ime w it h :;our guests
Verification forms (1-9s) for new hires, you 11ay be unintentionally accepting document; : hat are no longer allowed. The 1-9 version that employers are :iven and the version shown on the INS web ~ i ce ist ten different documents in List A d· ar new employees can show you to prove bot1 their identity and employment eligibility. However, a " Special Instruction" section on the INS web site says four of those documents have been removed from List A, Meaning employers should no longer acc':!pt them to complete l-9s.These unacceptable cocuments and their INS form numbers re: • Certificate of U.S. Citizenship (N-5t.O
orN-561 )
15 Miootes From ptCtwn • 1-77 so th to exit ~3C, .urn left. Go 1/2 mi le c·n US 21, -:u rn left at Regent Park .
• Certificate of Naturalization (N-55C ~ '
N-570) • Un-expired Reentry Permit (1-327)
Our Business is Golf 704.547.0023 • 803.547.1300 • 800 .671. 5550
• Un-expired Refugee Travel DocumBlt
(1-571 ) In addition, new hires may show one :>: her document that is not listed on the •:>riginal Form 1-9 - an Employment
10
·: :>ctober 2C03
greater charlotte ::>i2:
::o nJ cyees '3)' make an ~ppc·intmen: wi:r
Deciali:;:ation for HR.:;:alf. .Aisc, true hJman
,'itttJ:/1 ,j,y;w/xJ; g.JO.' g·ai=l- icsrj:ormsfo:<:;forrm/i-
tne humar res::u rces depc.rtnent to ::on;;
r:!scurce orofessiona.:; 'M!re re:lOrted on ju~
9.htm; hu & i1e L1v.)
c.n:l revieV" :he:ir iles in me presence of 01
cover h<lf of the
f.uo-oo -i:z.a:c Do•:u11ent (- 7 S6).
re~pc::n :!ilg
orpani:.c.tions.
hl.IT"an re~cx.rco:!~ saf m:!mber.lf err plo::-ees t:> ~ ee
IRS Rulins ~dds Certah O ·..er-The-
c.re 1ot allco·..,·eoJ
Coum:er :Crugs to FSA"s
rr ore que:;-Jol"f; na 1 necessary as tC· wl-a: is
R.ece\.:-. the IRS :lrd :- e Treasury
ir' :he file. S::n-e
their -lies, it nay n1se
co~anies
::003 Benefi:s Sur.ey co~anies
In l oda)''s ecoxll)l, many tiCing
allow th E
~ing
hec.lt.1 :,.-e
co~ts
~rc!Er
:>~rrr it;
e - ployees :o .-,aJ<e< cop·1 o · a1y do:unelL
benefit suucure. Ln
'le>: ble spencing ::.c:c J1ts : =sAs) r::> r=iffi.
·"'- i e othe-s 'E.;'f : hilt it i; comp.ny proj:ei:)'
:lte
1.-,d COJ:ies are oot 3.nov.ed. f1o:st ccmp;,r • =~
: ive, ccmpanies need ac:urate, up-:o-date
=>e:•artmel: i:;si.Jied a rulin ~when :>urse panic. pant~ f,x cert::il1 colrtter d -llSS with pre-ta>:
o~-me
dallc.~:;. Ths
rul-
:io 1ot :>rc'lfde
<c::ce~s
tc former em.JI01ees.
bu ~ine ss
to make a.:>propri-
deci;ioiiS a 1d remair :ompeti-
nfc.rmottion C·n ter.e-"lt trend~.The Employers
ilg is a dr:~ ;de :hanJ~. an:l its i~errenta
Em pi ::~yer; shoold re.tiew the content o · :he
t..swci3.tion will be c:>'lduc.tirg the 2 ')03
tio-' "" II r~a.. ire care'..11 tha..ght a:- d plan
prsonne ile; and ~cide in advance
3ere(lc Survet
arrencine13 in alrron. all ·: ases.
Ad:m5 & 3enl'S!ti"l; ;e=
;PJ,·k£r, P'Je,
I<VW~o<. ;,-s .go•·
VVI3:
Downsizing
Lead~
to Higher
H~
S: a-'f-
to-Employee Levels Do ·r.::ur cLrren: or fermer employees ev: r -.s<
K ~ee
t1eir j:•ers·: 1nel fiL:!s? In
N:.rt· ardSoutr Caroline.. emJ:Iotees ha"e no riglt
tx:
see their Fersc:r nel ra:.:::nis :>r
files . Per~Y.. el ·T es are cc.np1ry :>·cpert:'· Wh il~ the~:
emp
:J)'eE:
otre a few
dco.rre rn~
: hat t1e
-rl.lSt :>e aJ owe: tc seo:: :i."!.
acce: s tc 05HA ne:l1cal e:::x:~::;ticn~
record:>~,
the
ha\e
laws that r;:e;ui--; errplo)'63 to gi.te employe~s
chcc;e to prcToce
g:•o:l err1= ·::~yee relati::>ns b'r' all::·...,i1g ernpby~
cur-er~ t
:.J rev ew the r o·Nn pen;cnnel
r=ccrdn.11der •:oo trclle :J cooditicns, e>en f roc
re~i-ed
tc do so b·, laY". Fo · e:xamJ:Ie,
to vaotion po'ice; ·.c ret remen: plans. As :l 'Ve)', yciJ' organ :zatic::n ,,..,ill re:eive tne final rep or: 111::1
anai)'Si~ ~r.
r o ·:hc.rge.
Orgari;:atiors wl-o .jo not participa:e may pJrchJ~e
i1 r.c tal wo riOor·:e
thE surve::- fo - $195.
biz
Find 115> Fublind in "1-R Depc. · trrert 3e1chmc.rks me Amlys; 2003" by ile 3seaL c·f I'Jatiooa Affa
"'5
ir conjurcticrL Wlt 1
HR stz.ff to t=tc. ru-nber of enplo)'Ees i! I 0 HR stc.ff to e-.e-y I 00 "''orkErs, up s:aff to
e~i'
I JO e11ployees in
~-or~~
:. '?
pa~ ye-~.
Howe·ter the r-::ss·chers expJain t· at :1-e L ~·surge i~ ~:el:-
3:ce;!. f1a-yempbyer~
ike~·t
v,idespreac ·: onpany r::du:li:>n;
t1anagem:n: injic:lte that the medic.n r.:do of
1·e lilrited. E!'TTicyer:o shoJid ::>: ;tate~ t1<rt
due:::~
.the 5o:iet/ foc HIJllan Resources
awa1= tb'l.t t his i:; an issue tha va·ies by state. Tl-ete are numerou.:>
s·..1f ra:ios i; :•eingnet ·uitr some ci;m
in thi; rrcrth.The
rneml::e- of TEA, b·t :>artie pa: ng in me sur-
A. ,;li.51t irc-e<Ee in HR-to-empbyee
Access m P.ar-;onnzf Fi l-3
b~i ·ni n,s
2003 &cne(lts Suro,.ey p-ovides infc·rmation 3.bout top cs ran5 nb: fro m medical benefits
t:1e r polic; "' I oe for ac;:ess.
Jno sear.J-
"fe>,br:: SfJ= - :'io'!g J-.cco ~ rts)
are
and changes i1
d Je to the fact that sa-.e
-H pcrsorm:!l -,a'P- beer, retained s1ort-:e ·m tt hardiE: tnz <fee-math of 1ob cuts hillrg
F-eezes .nd =.y·Jffs .A.rrex1g other "ind ·gs, benefits and em:>lc·yme·r co ntirue to be t1e tcp are3S cf
Th= En;:hfer.; Asscdc-.ion is ::1 ncnpo'it ~har/oee OTani=ct.::n {:JoviJing:.ornpr=h€11sivE .1u.non re~our:ES and trai.J.rg.seuices. Founded n /958, the As:.::octbn mch!c-m :J brood-ba;ec' membfrs." p o-- o·..c:r T'JO cc.m: ones "'rotT all illdustries h tht! gr~ter Cllanc:t:~ g1on. f..s C/le cf ov~r N non(roft; HR oJ£s.ociations rctiorcJly t>rotidirJs .-,1. suvices to re~cnal men bushb~. The Elrt:lo If ·s Associo;:i:m partdpates h a 'lOtiJttcl inform•ri·J~ ex.:hcr~ge unc'El" the auspi:e ~ of the t ·krdorcJI A!..<eC :Jticn c( Manu"'GCarers. -~e abate eoc:::="Jts we·e Iaker ~ron The /1' an~e1t Re~ort th~As~ocJCtior '~ monthly newsf::tter. Fer m•rf .iil(ormaion, pi~He call Lauro ham?f=n Gt 704-S2; -8{1/ r or tisit tle Web si:E at. IMNW.=~~n'Jioyersa!SC.c .:tm.
SOLITHERN TREE &
L~mSCAPE
CO., INC.
4 TR~REEN La:ldcare Company 7~- ": 75-7555
Nww.sot..llernJree.com ,grea1e - Clar ::Jtt:: bi<:
octobEr 2003 II
by john e. silvia
Economic Evolution: Charlotte in Perspective The tagline of the Levine Museum of the
economy has grown and what sectors
understate the economic contribution of
New South, one of Charlotte's most dis-
are driving the city into the future .
that sector to state output.
tinct ive museums, reads "From Cotton
Charlotte's economy has moved in
For Charlotte, four employment sec-
Fields to Skyscrapers." It is curious for
two directions : greater diversification of
tors stand out: manufacturing, wholesale
a city to characterize itself so easily by
business and employment (see Exhibit
and retail trade, services, and finance-
its economic evolution rather than any
I), and a greater international focus.
insurance-real estate (noted as FIRE in the pie chart and referred to as "finan-
other aspect of its society or history.
Change in the labor market is often the
And yet, the tagline is quite accurate .
simplest and most direct way to look at
cial services" hereafter) . Each of these
Since the advent of the skyscraper,
the diversification of the economy, as
sectors provides a different look at the
Charlotte has evolved into a diverse
employment data is usually the most
evolution of Charlotte's economy and
economic society, marked by rapid
comprehensive and long-term data avail-
each sector appears to be at a different
growth and commerce . Today, Charlotte's
able . However, employment data is not
stage of growth. There is a decline in
economy is more complex than one sup-
the same as the economic contribution
manufacturing, stability in wholesale and
ported by one or two industries; the city
of that sector to the economy. The
retail trade, and rapid growth in services,
is home to many business sectors . This
numbers for manufacturing employment
including government. The fourth group,
article will look at how Charlotte's
in North Carolina, for example, actually
financial services, is an
Dr. john SiMG hos setved os chief economist
Chip Panel of Economic Fotecosters end
fiWWÂŤhcMa Bonk, N.A. since Februory 2002. l'rlor to joinlnf Wochcwio, SiMo worbd on C4pitol Hill OS senior economist for the SenCJte joint Economic Committee and chief economist
(or the Senate 8on1cinf, Housing and Urban
Affairs Commlctee. Prior to C4pitDI HRI, he was
Associotion and is vice president of the
ch;r( economist of Kmlper Funds and manag-
lftJ director of Scudder Kemper lmestmenes, Inc. And befOre joininf Kemper Funds, Silvia john E. Silvia, Ph. D. Chief Economist Wachovia Bank, N.A.
WOtbd (or Harris Bonk and taufht economics
Federal Reserve Bank of Chicago, and the
at lndltma University.
Public Securities AssociatiOn.
S1via holds a 8achelor ofAm and a Ph.D.
decree In Economics fi'om Northeostvn tA1iverlity In 8oston and has a Moster~
Food Bank of Metrolina, a Charlotte dYk
""'" in lkoftemla fl'om 8town Unlversllr in
aggregate. He is olso a member of the
PaMdence.
Business Advisory Committee for the
S1via serves crs a member of the Slue
12
october 2003
Charlotte.
greater charlotte biz
Employment for Charlotte, NC May 2003 Exhibit 1
Manufacturing 14%
Transportation and Utilities 4%
Value of Construction Permits Exhibit 2 3500 3000 2500 2000 1500 1000 500 0
~~~~~~~~~~wu~~~~~~~~~~~~~~
,oj\':,.,¡{ ,o,.f..,o,"''q,._o,"''o,,o,q,o,o,'t>~o,'t>\o,'t>'\o,<tJ"",o,<tJ"'._o,<tJ\o,'t>"._o,q,'t>,o,q,O,,o,o,o,o,OJ"._o,o,'\o,"'"'...o,o,"",o,o,">,o,o,\o,OJ'\o,OJ~o,o,~0o0.,0o~0o., 0
.
Total Construction Value (dollars)
greater charlotte biz
â&#x20AC;˘
Residential
Non-residential Value
octobe:r 2003 13
interesting growth story unique to
manufacturer employs fewer people, but
Avenue or Chicago's Magnificent Mile. In
Charlotte .
ec: ch job nas become far more productive,
contrast, retail trade has evolved into a
c..rd the value of worker output has
more dispersed, more democratic activity
Manufacturing
il : reased.
story is complex. Declining jobs in recent
'i.tlolesale and Retail Trade
the ;econd largest job pool among all sec-
ard retail trade employment masks the
tor~ .
more than doubling of such employment
products make up one of the largest
where .
In recent years, stability in wholesale
years are juxtaposed with what remains as In addition, manufacturing-related
without all the congestion costs of elite shopping areas that exist in cities else-
Charlotte's manufacturing employment
Services
Rapid growth in services such as law,
frc路m 1977 to 1997. Charlotte retains its
accounting and consulting, as well as the
export segments of the Charlotte econo-
higory as a major regional trading center
government sector has altered the nature
my. LOcal manufacturers, in essence, behave
e路te n though it lacks a single " magnet"
and the stability of the labor market in
mucfl like their national counterparts. Each
reLail location like New York's Fifth
Charlotte. Service employment tends to be more wh ite-collar and more stable than manufacturing employment. This is particularly true when we look at the rise in government jobs. Over the last three years , services and government positions have produced an actual gain - despite sub-par employment nationwide . Longerterm, the service sector has more than tripled since 1977.
' ' Charlotte retains its history as a major regional trading center even though it lacks a single 'magnet' retail location like New York's Fifth Avenue or Chicago's Magnificent Mile. ' ' Financial Services
Perhaps the biggest "surprise" of the Charlotte economy is the financial services sector. This sector has made huge gains, as Charlotte is now known as a global banking center. A history of statewide branching, executive leadership and an apparent local financial conservatism IOOI MOREHEAD SQUARE DRIVE SUITE 400 CHARLOTTE, NC 28203
c~np...?: rr.J.ttrs
(plus the relaxing of barriers in interstate banking rules in recent years) allowed
1roLtU Jl~p~c.
local financial institutions to develop without the speculative excesses associ ated with financi al institutions in the " big
8oo. 849路8路::>08 704. 375-8000 334.6526 fax
www. Fnaujjlns. com
city." Moreover, in recent years, Charlotte's financ ial se r vices sector has started to branch out beyond banking with the arrival ofTIAA-CREF. A second neasure of the evolution of
14
october 2003
g ~ eater
charlotte biz
lt
Economic evolution
in Charlotte has resulted in a more diversified economic base, and the quality of the newcomer population has fostered
Moreover, today's Charlotte newcomer is
population has fostered the need for high
often an experienced , mid-career profes-
quality public services. People are migrat-
sional with a family. Many come with an
ing to Charlotte by choice, and FXJiicy-
international background and their contri-
makers should reflect on a) what makes
butions and expectations are qu ite differ-
these new Charlotte citizens chcose this
ent than past newcomers . Meanwhile ,
city and b) what makes them walt to
increases in nonresidential construction
stay. Looking forward , the issues of
also reflect the arrival of more firms and
growth and prosperity in Charlo: te sug-
businesses to Charlotte , in search of bet-
gest that the old norms of doing business
ter markets and transportation facilities.
may not reflect the new realities of
Economic evolution in Charlotte has
Charlotte as an emerging econo11ic
resulted in a more diversified economic
growth engine .
bi
base, and the quality of the newcomer
the need for high quality public services. ' ' the Charlotte economy is the rapid growth in the number and value of residential and, until the 200 I recession, nonresidential permits as well (Exhibit 2). Construction brings a new source of above-average growth to Charlotte, and encourages better education, transportation and other public facilities . Moreover, growth in the construction sector represents a more secular, long term trend than just a business cycle short-run move. As seen vividly in some of the exhibits at the Levine Museum of the New South, Charlotte's growth was formerly dependent on an inflow of rural farmhands moving to the city in search of
N orth Carolina A& T State University
employment in the textile mills. Today's
has created a tradition of helping
newcomers are also searching for
students achieve their dreams.
employment, but they also want nice
From running for President of the
homes and good shopping opportunities.
United States to exploring space, our
tt
People are migrating to Charlotte by choice, and policymakers should reflect on a) what makes these new Charlotte citizens choose this city and b) what makes them want to stay. ' '
greater charlotte biz
graduates leave their mark on history.
North Carolina A&T State University explore. discover. become. A& T students are; 路 Involved in cutting-edge partnerships from NAS.l. to NASCAR Recruited by hundreds of Fortune 500 companies Tomorrow's leaders in b.Jsiness, engineering, and technJiogy
To find out how A&T can help your business ilchieve more, call 1-800-443-8964 or visit www.ncat..edu october 2003
IS
Froot row, l-R: Shara Biggers, Cl\0 adm .•istratiJe assistant; \ ce pres· en · ma~ufacturing : Back rc't\:
e~i
s~cte
cGee,
McGee, vice pres•e1t-
sales; Riclilr ncGe~. prasident; Todd cGte, ice president- PEra:ions, o..: 'r1cGee Corporatioo.
Richard 1V!c(Jee has tu~'O ~ucces.s :tories. One is about hi~ busi ne~s. The other is about his family. l\1cGee·~
bu:;iness, Lie McGee C) ·pc ration, mc.y be
one ofOla-·ctte's best-kept sec6s, 3im::Jb this manu=·acturing facility ra[J;ets
.1 n~y ~-
ecause ecfic
niche in a rc.tional c:cmmercial marh.et. TJ-e::; design, f.lbricate ac d insta canopies :":11 gas _tatrns. A.n::l, according 11: Rkhard McGee, hi:; :r.anufact·JCes more
canopie~
:ompan~ ~Lrrently
h 1\m.e-ica ban afly
cf his com=€ti~ors, .arge or smdl
tion alsc
Je~ignsand
rv cGee'3 r:orpon-
manLf::ctures fas.::ias md
pre-engi "Jeered h .ill dings fc1 .he peU•)!elJID and conv~ni
ce store ndustry, rrakirg 'LS : cn)ary
the indus ry's domh.ant, greater charlotte biz
sing~ :-
-ouce SLppli.er. ,.. october
~C03
17
A liule reluctant to divulge his annual sales, McGee does admit that his company has grown over 30 years to be a $15 million investment occur:ying 175,000 square feet , including the plant, machinery and equipment. 1l all started in 1961 when Richard was 18 years old. His father, Henry McGee, had a Ford traclOr dealership in North Carolina that he sold lO enter into his own business of making residential awnings and carport canopies. He needed help and Richard joined him right out of high school. They did everything. They designed, fabricated and installed. By the mid-'60s, they branched into commercial storefronts. About six months later, brother Charles joined the company. In the late '60s, oil companies were introducing self-service gas stations lO the public. They required a newer, more comemporary canopy design, and were often connected to convenience slOres. "We were already in this business , "says McGee . "So we decided to focus on that evolving market. The requiremems were simply for bigger structures with heavier weight materials." The concept of canopies for gas stations was not new. They were added lO gas stations as early as the 1920s to protect cuslOmers from heat and rain. But most of these vintage gas stations, now becoming rare, had canopies attached to the main building- resembling a house with an extended roofline. As early as the 1930s, gas stations began to take on a more industrial 3hape lO accommodate the addition of repairs and other services. The growth of 3elf-se rvice stations continued this "mod~rniza tion " and the number of stations 3ignificantly increased vvith the develop-nent of interstate highways and ncreased vehicle use. lt's not unusual nowadays to see a gas station on every corner. Most have a canopy sepanted from the retail building.
"It's true , the market is constantly expanding," says McGee , whose operation manufactures on the average about 20 jobs at a time but can handle more. "As soon as one gas station is lOrn down, another is built across the street." And selling gas is very competitive. Oil companies want their stations to be more appealing, cleaner, brighter and easier to get to than their competitors across the street. McGee includes among his customers such recognizable national companies as BP, Amoco,
McGee
Corporation
McGee Corporation President: Richard M. McGee 12701 E. Independence Blvd. Matthews, NC 28106 Employees: Approximately 200 Years in Business: 42 www.mcgeecorp.com
~~service
office here and several manufacturers' reps throughout the country. Plus , we market directly to oil companies and to local district 'jobbers. ' l guess the mix is about 50/50. Additionally, we attend major trade shows such as the Oil Marketers Association and the National Association of Convenience Stores, but that is just lO maintain a presence before our customers. I'd say that we 've built about 95 percent of our business on relationships and service." "Service is very important lO us ," continues McGee. "Lots of businesses talk about it but few really do it. We try to put ourselves on the customers' side try to deliver the kind of service that sets us apart." Is there any competition? McGee says, "There are only abou t three or four large companies who do what we do, but there are hundreds of smaller companies out there. We compete with them too. That's why service and performance are so important to us. " Backing up that service promise is a crew of 230 fulltime employees, including 80 plant employees and about 150 subcontractors who are on McGee's payroll lO do installations. "We're particular about who we hire on every levelfrom lOp management to truck drivers lO our installation crew. We are a strong company and look for the caliber of employees who are proud to be associated with us. " Being the largest manufacturer and installer of structures for petroleum retailing in America means utilizing the latest in construction technology with an estimated investment of over $15 million. McGee's designers and engineers use AuwCAD design systems featuring a wide network of technical applications that are directly linked lO computerized manufacturing systems for production. Virtually every component utilized in each of McGee's product lines is
is very important
to us. Lots of businesses talk about it but few really do it. We try to
put ourselves on the customers'
18
october 2003
side - try to deliver the kind of service that sets us apart." -Richard McGee, president
Exxon, Mobil and Shell/Texaco. Recently, they completed a job for WalMart in California, and have plans to do two to three more . Local cuswmers include Brewer Hendley, a major oil distributor in Monroe, Petro Express and Sam's Mart. just how did they get these premium clients7 McGee says, "Believe it or not, most of our business now comes from referrals. We have a national sales
greater charlotte biz
designed and manufactured in-house. "We are performance and deadline driven," says McGee. "And we like to be
"We ar~ r::erformance
and deadline drh:en. And we like
able to control every aspect of production in-house. " The result, main components are produced faster and never touched by a human hand from beginning to end. One machine fabricates extra-long gutters, flashings and trims without seams to eliminate leaking, and can be adjusted to run a job with new specifications in less than 60 minutes - a process that used to take days. Another machine, the "shot blaster" automatically scours and removes all rust oxidation, loose mil scale and oily film from raw structural steel to prepare it for prime coating- a process that reduces the natural corrosion process resulting from exposure to the weather elements. At the heart of McGee's state-of-thean manufacturing facility are the fully automated steel fabrication lines. All lines are centrally controlled and programmed from one main computer console enabling rapid job setup. With these lines, McGee can now cut , punch and weld all of the steel components for canopies in just hours. The most recent acquisition is a $2,000,000 machine that transforms pre-finished 12,000 lb. coils of steel and aluminum into structural panels of
to be able
control evEr) aspect of produ~t_on in- house. iC
-Richard l\.1cGee, president the quality of o-:: t :ud:s <.r.:. uh·crs , but c on~ r.:>l :he '---co ;: :::~ :Te:igr _ 1nc deli'ery tilT E. Cou [.;>e _ c - ~0 lE --.;>f-_e: e-~,
50 Oat bed trailers ar =- five ' _;
~i>: Sllli\ -
er trucks art a ~ Jl a.f::c-·e a xr _hir:.~ d ;e on th r:: ad Tc ·n.int:Cn t:-, ~ :- a-dsc-r:_e Oeet
o~
truc-<s , ~'>'\c•::;;x. m;~io...;J us a com-
plete ::l.ie3el m~ter. ~ r.2 e dq::=-nment with cenified c n-st;;..f" :necill.ri~s 0:1c .1-e j..:: is c2ivere>J or: ; i·e, MeG ~ ~nds c: .:re\·. ~r e:xp ~ e::-.ced instal atio""l pe::om:.c.l : o ra..l.~ sure .hat the str..:ct-re i= pm-r: crly i<l.>Lllec. T:1.U: br ng:; us t:: -::.ic-l.arc ~1c::;ees
:oecond success story: His family. This s JeLnitely a family business. "M} kid3 l.a\'e been helping out around rere ~ir ce .hey were about 10 years old, " 5ays YlcGee. "''d give them each son eth.ing ::liferent to do. So they grew ur knO\\ lJ15 their way around here. Now thu thq re yo·Jng adults, I'm proud to say ~acr c them works here in a critical rcle. !<:e-Jir, age 36, is our vice president of sales <.nd marketing. Todd , age 34, is the vi::e president of operations Swede, age 31, i~ or vice president of manufacturin?,. Anc Shara, age 24, works with Kev11 <E a sales administrator Kevin, Tod::l and Swede are graduates of Wingate Coll~g~. Shara is still in school. Each h~s a :!Ue ·em responsibility and believe t cr n ·-·t, they get along just fine. Weal ha-.<e 3 j~ to do and take pride in doing it 'N~ll. I r . very lucky to get to work witl my [<jds every day. " Either kind of success woold -n.o. k~ a man proud. Richard McGee rns b.JLl.. biz Susan Benedict 1s a Charlotte-Jase:J (reefance writer.
virtually any length at the rate of 120 feet per minute. It "roll forms" aluminum structural panels and deck pans (canopy roofs) into panels of any length at the rate of 120 feet per minute. If graphics or logos are required , McGee offers complete automated inhouse graphics identification applications in a variety of styles, sizes and colors to match their client's project requirements. When complete , each element is inspected for accuracy and fit prior to loading and wrapped in plastic for shipping. To deliver these jobs across the country, McGee has an impressive Oeet of trucks, cranes and customized trailers, available seven days a week to meet production deadlines. McGee says , "By owning our trucks, we not only control
greater charlotte biz
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greater char I::J tt e biz
october 2003 21
Bu b~ ~ d, s its C•1trr:n~tment tc br.u y. johr ]LJ::t t~e· _,; 1.e ·~rnpzny :y,;;~s its sua:ess D un:ctq::wrrising c_nl ·y an:lse:tYK:!. · ~ L's re Jt.·.--::1:; easJ to b:! suc·:~s3fu v- h~nyoJ =u;.Jund y.•u-s::lf with in- o:a-ive
peep~
ghen tu coali.y
<-rK.
icc , 'h~3 :.:'
~A - d
a·d meu that gi\e= a buildir:g m !:>1eric chan<. juba f,lurr.innms worl: as a suh_ontr;;c or includes n,,v c:nstt L-
ti.Jr- of lo-.v-, mid- :;:rd h gh-ris:: :·1 :lirg: aS weJ as " re - ::h:ldi11 ~:( J=fO. [C Sin
v..}i:::.1 dn old :uil:litg 13 §.-vD ~ f:lo_e ft b-J ter wing t-e ~ td fo ci"1;9 ;m:_ ;;:placiq~
Lk--:n with 1e:v; n- ate-ia..s Vvh:ile Juw fc.ces a §;Teal :.e~ of
CC•ID{:C~
LiO:l tf..rougl-coL ~ J- .i! scr·Ji..::~
etec in ·1-_e =oJtbe::stErn
sen·-
LS ,jon sa, c t:t.:
h .[~
t-~
c.:orr pa1y str.:l: 01::t fer :Ls hncna km, : '.l::.lit ,_, ;;L:i s:::.rvi..:e And L"l<.• ;e _-:- g;;.
whot cur ~ompany .s at• JL
- inno>aL ·:n anc qt:;:.lit:. and se~·'ic. In the .c years s net. ils ince::a.icr~ jubc. A un n:.~ has LC\"C" miso-ed ::t J:a.::!.inc o· go:::1: over bu-:..gt:t. =:::1 ove1 :;.;J
L De<; LS ~ chn, ..:l -~ E ~ :" 0
a.:hi:!Ve .vhc:1 you =urrcJrcl ;out~el- -,dt - peo~
\'ho are :crr.m ·e::: tc l 1. his cas<: t:hoxp::.:-Jple, by ::m _;;_rgc:. ;:.·e jc.hn~ C\m fa::::..-ly. tb~m
yeaG in J·.1: high 1ia"li iL? -:onso·Lc_kn ind.sn,·. ]c -'1 says he'E n:ve- b~n : nvol·:~ ir. Ltigaticr . Ht: allributcs t.1::rt to a :::nmiLmen. ah...Gi)'S ~= rn~~L ::r exce~:l ::ns _om~r cx:r:.cc:t<tLions, a 1J D d-~li\e- .vori: that .s beau_i..-uJ , fJn ..k·:I.d. and durul ...
h_
obu5l. :n:::1 1
b..:.ck: leathe:- 3.L"J'C ders ar::be-CLCnk; ar_a ra~ n<Jgnrr.~e-: ~-' ."1L£
shn. ]ol-n e uj~~ : -;nJdtnc. His c-: rL'der·~ 13 b <:=ed ir pr c:-v.: 3_• ye;:rs' e:>- pcr i~n :.: ir :l; ~ gl ;s, gla~ing ~r::i ~deor facng; irdu:tr:. He
The Bt.. r ~ ;> c I = ml JJba AlnrrinL '11S "'ro-~ncomp~st3 -nuch tt:::m: ·han !"lC n~:n:: mplie.-. ?rom :!e.,- ~r c imp iE rr ::r tatior~. L1£: c:n~pa-y · .orf.:;: iminuLe :· ;it< generil cont:a·:L·)rs to instdr :uiJ._irg fa::ings -th:: CLmtrwall, -naPlC. sa s. gLn.:tg.
we -[c:l ~Ol C:>~::ar ~ ;ioi[;,.- t.:> his OAT., h_gi1-
"1iLg J3 c. fie :d .m:::oc -ic,
:lrG m:l\i'l.~ inL> pr.• XL -nc.nar::D:!nt aiC. <:8 Illilling. bcfo.c fourd.nf'~uta Al~-n
nun.
Jo<r's wilt ]::-1i -J ba , G.n .:l~art, impr:c:a · 1
ONE FCRTHE OFFteE
ONE FOR
HOME
ONE
FOR..,..HE
RoAD
oc::::J:er 200:::
g-~<:-:er·
:harl ::Jt:e b z
dr::ssed md ?;IC·c·med wo:na"1 . .:natchc:~ joon n coL- den•: e ; hot:~h :1.cs is a qllii:ter s:>r. She l:egan her ·,vtoor",z in ':-.z indu"tr:' a~Jcrn'; pa ~ t-ti-ne seo:ret:Jt? \vi:ltle hz 'A'<'; oz.mging 5-ou.h=z.ot op ~ -atiolli f:x <.-o ~cr compc.ny. T- 2001 sl1e uok ::M:r 3.5 CEO fc,- j d::1
Alurr im m, .a r::Jle she
sh-:.
still g-c•v.>'lns irw 111 par:icular, sr.:: Lncls t oall:mgi~ to l::~ a won ar_ in a largelr mc.le-d:x:J. -a;:d industry, cu1 she is Cete·mite: tO CJ1LnLe "m::eing e;;:pect~1·ioc.3
S<.fS
lS
cod !eJrni:-g Lh: best
ropwac:h "- t •JUT comp~ny ao we go b~\-.ar:l'
V1.ichdc J ..1l::a King, ]or n md j~n 's
ol:lest c.au3,hter, l::ecame C.fre:::tor :r a:·n-mll!1blion a:1•:. ht:-na-, ::s:mrc-:; •JT · he ~Clllxry ir. 19c;5 dtt:r sePTi'lg l5 1-cnrnr ·u;.ouces cir~ctor ·o r a cabi<et agerc; tc Lhe govemo· L • Soutl:::ar:Jlira. _m1w _- uba Riley. t'·eir )'Ollllgt:st •.c.Lghter anC. VF ;;;~les nd :::stimarin& h1s bi:en wJrki~ 'A-'ith ner fatr.er ;·r r"' 1-e 5tarted .he eo mpz.ny ·,vh le ~he ,.,c.s m h.g':l. schx . H: us ~ d .o tah cut of school1o ~o o~ b·1s -
oc-
ness.
. r~·s ,.,-,~~
-lim. f.nother daughter
wor-~c. "J"i.i 1:-2 corrq:a:1.y for several yeaE ::e_-01 i:Jl.ing c. ]:OSition else-
whe:te.
o- J·.e jub:~
t~am
are the Ray brotb~r::. L::r..s-·.i.me he-,ds of John's, wht• en::- b..-xc bring mQre than 50 yea-s cT cc--,;_r-J~tion e~:penise to the A.s.J
coap:::ny. J:x :-..r:y ku Si:rves as the VP of ( e.u ~·j:eu;:.::11S, l-a•/mg joined the conpa-:r:' _:J. 2(01 V-'itn more than 40 years '1 1< bor e:;tirrctir.g, field enginecrir..;, ar.d pw_ ect nunagement. Mike Ra;, :;::.1.0 ::r-:oject ntanager, joined five yecro ;e.g::> 'Vi.h J•;er 10 years of industry exp~n~cr .
jcci ]Lb ~ .s
~eticer
t about the role
fa nil:- r::b:.u.-.-.ships pb.y in choosing offi.:~r= for the com-::Jz.ny, emphasizing in~•ea:J the ;bJs anC. expertise of the Ju ::z l an. 3n joh i~ unselfconsciously f:ra::" 'T_ his enth..1siasm for his family,o.tciT. '"1. t.bn't thin~-<: there's anything in if~ mJr~ 1e ·resh ng and more
re.;nn..rg t 'Ln se~ · nf your family work ar •l -.a zn mterc~t in the same bnstTss.hll :;ou hve," he says with a
•e
satisfied smile. He's equally frank about his admiration for all the people he works with, including those not re lated by blood or childhood memories. When john talks about his staff, crews, and advisors , his already imposing frame seems to swell. "''ve been blessed with a lot of competency [in my people] ... lt's pretty much impossible to fail if you have those kind of people around you."
A lv\arnage of Bu iness -:tnd Family In 1993, john juba was managing southeastern operations for a company similar to the one he would soon start. Joni was helping in the office and janruJ was attending him on business trips and generally supporting his work. General contractors and building owners knew and trusted him for the quality of work his people produced. Many told him that he should stan his own company based on his excellent reputation. One contractor promised him a job under his own auspices. The time was ripe, and john turned in his )o-
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charlotte
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z
october 2003 2.::
·r had e•"1e r think
res gnation and enthusiastically hun§
L'L ci-
::m hi> sign. Although she a g-ees the? coos<: : 1e
Edd gu;' ::t.."1d one
picit:. ~
::nillior
it hd fcv tir=s, but it
me) b!ve only lud three ::t t:J.at time,"
rigl:-t time , joni's view of the ..:onp~r.:;:;
ne eba.ckles
stan was tempere:l by a less san:suine vie·_r cf the world 'Tm a securit,r nuL,'
JUstness p.an ar_:l
"E-u: .ve ,t:J~d ::mt with~ :~ wtE
;.Jmething I
anr.~a.lly,
from
3. ;:a[
s1ys J~·tr.
oE .hrer - the :=e ·atd
g_ )-,'. Johr, a:-_d Jc.r n3 v,h.J ....-a~ sti[ _n
b...?,:, :;cho .•I- the cr'lp;: ny hao:.
SJ:O"VD
:::::· erqxoy Ltw~en 50 ~n:l ~00 ndiv _.:J-
>he laughs. "l\eedless to say, I w1s qui_e
ti:::m hs W•Tk ir_ ti-.z iudL.;tr.r had
ulo , dcpen : ing on t"<e !;e930n iiDJ the raket Up to 18 d tho>e 1re HinL'U'r
nervous abJut it. " But >he suppcrted
ear:~n:
- -~:ve,
h3d :_:>lannec for :;e-,ercl >=-ars. " In addihirr
J
ool:rl : ep..tl1C: on and a
")oo
su:e: of our .:;uccess the :iay that "Ve -:;:ar:ed : he business," he says. "I had
he::trt that you're gong to
b~
be 5uccess::'ul. a'"d if you
suc-
:e>s ~ul. "
nm~d t ate e ·Jmpeuiven~ss
F- - Be ter =>nd f, r \ erSt: ~
Like rr r
c:>IL:cnies , _t.. be..
f'l..r:-.innm 1-a; beer hit her:! b:- lhe
eve-r lose thcr then that's
nuTeJ:t :::con:>:ni: cbmate. ~a>'S j ::;;lr, !--: compaq. ha,; had to -es ruc:-Jte it;
the -irst step in n•:::-t being
; rcEs sigr ·ly, but t 1eir co:-anirnerL -o
s.Jccessful:
lfsi'l qualit·, rrakes · t :lif!Ja.Jt tc k\o\-Cr
.\ltl-oug1 John's confidence was :om"Jlete, there was one: barrier tJ
ir th:: f elc.
hffi-e to :<.nolk in your
cno-lgh for twJ. "1 was 100 percent
1.bsdutely no doubts th :u we'd
an:1 the re;1 are IUJ.ago.:: and
~-ern~
the Jecisior and John's confi ::en:e NC.~
- capiJ:aL
-::1.e : ompary needed equipment, labor-
"Jti::.es rn1c:. lilld ir udry3 r--ic(-driv-
-John juha president
ers, , nd materiJls. The family needed to Eat. -he1r unconventional busine,s
e::- :narko:t, tr u c:J.r 1nke: i
tou.;:-~
tc
c•::n pe:e Ir. iao:t, jcl- n cit~~ h: (B't 18
an<: founder
rr •::ntbs as th ~ greate5t cbl t.r.ge he
finan::e solujon- a yard sale. Acually, .o .rong retw01k of ::cJ.ta::-:: In its first
co . q:n}- has ~aced s::· far_ ''111£ p"ice3
zarnhg a few thousand dollars ea·:h
:• ~c;r, t<c cor:r::ar.y:O r::ve:n1_.:3 topped $-1-
_ r.1c, and reLnanced their house br
nifli::JL In the year 2000 ::::mLal rev-
ttx w.: 'e so:.cing =\LC.•ted :::Jthy (J.' ctb :::)ll1p.rr es) arE r-ric~,; hat vere
no 1-cr few thousand. Ultimately they
enue hit $23 mil.icr Since: : he: eco-
cu.:te-d s:::<,
n :·mic so-w-down r.:,•ent.. -:" have
h~ J~cause
:te Lmily held a series of yard sa:es,
-2.ise
$18,000, a rceager but nffi:::ien _
d-:>p:r.:d, bur stiL av::rage Sl 7
~nm.
10
20
::C'7~n
yec.r, ag::> ··says]Jh
ever!- ead has
incea~ cci,
pr·=·-- r m..-gi::-.:o keep [<:ttins _ g'nu StiL,
:1ei1l-~r
rl~t::xtdrnt ~ t~.b
o~e::-.,.
johr ror ]cui se::rr:s
or worned.
S :o.,r~
Jeni -e3-
"We'-.;c. been §oing tboog::: c.
d:iJ'kJlt t :ne ... l:o·J: our -ept..t3tion
s ~··J.:J. our b·:nding :::ap<..city i3 gc•od. ;n.:: tinanciall)- we're =oiid.' _u!-n •::Jn(L::;
EltRAORDIMAR1
rn:l adds: tha t th:: : oopc..r:y !no
t:l~
bm~il
of !';e~c.phcal o:pr:ai- they em ~ <·. advantage bett~r m ..::rc:=c:::n:::rr.i.e= in s:::.me pa-:s c_ t~ :au 1e:c..: t. Even more i:up:Xl3..."1 _ t•1 the:
c:
liVING
E ERYoa'f
·:o:::rp31y's lou_§- term s._cce::s. n jch::- 's
cpi-:-- on, i,; till: ::c.me trirg L1al bas rr::c-&: i1 ~u : c~wl oo f:~r- cp.11 it:y :>~o
F e. -"illrl n:Jt j
FEBRUARY 19-21, 2004
CHAR LOnE- CONVENTION CE Ttll :=iooe 20C4 is a three-day e-Jent aincd at 181png per~ profe&Sionals fuse faitl, lne, a1d career to rENea Juist to the r wond and li.'e an extraord nary life ever, de,·
'IJORT -1 AMERICAN MISSIONBO.ARD '1ESINS 'E.~"TE' ~-lff SEAN 1-i.AJ'JNITYMHl<\P'fWJ>IJT'r
DR. BO'l RECORD /I.Jllm. ~ PRE.300f
~ IRK CAMtRCN foCTOR VICl ORIA JACKffiN ICII'e G-iEr, LAURIE P.\STOR.lVNffi!Sl JAY SEKULlW ~n~MY •\NCY rTANLEY PI()TOR. A.J1l10R vooo!E sAuc 1AM Evne.. r
www . elevate2004 . coll
-cb 24
onct)e
oo=tober 2003
iJ~L
Et
the pee pit:
'.ol:l.•)
v0rk
:::cr .- ~ C:::>rJipa~,..
c::nference r.:lfi str:-atior c oli ne ea -ly regi~ratic.rrd is coonks llil8ugh C•cl:ltlcr s3 e v.et:.s l e force-tail;
-;.+en he :::·mpany v1as fc••r.dcd n 1 ;19::' jo)}-n_ kne= that a~ bo.Jgh his .:- du ;:-~ ba::kgnrund w.:~; sole, his <:.ck :f e~~·rrien•:e in -nanagcrr.en p'lt hi1 at :1 :Ls:t::\-ant.:~ge.. :..C· he recruitcc 1 wi·:k: sr:e : o: p-Jfe3::; onals "'o.i~ h "'VhJm :1 ~ hd 1: JS ru:s re:la_ orshi.:::,; inro c..n inf::ruu.l -rl.r sor; b:•< -d. =nduded cr t~c b·: 3.:: .;on: the com:::>anyS.•:J'A. &CC•)un.:stt=, :nonqs, 1:ondins agen , hDtL"1Ce l-6-~D Ln•i t:"lei:- in-home chief 'irun:::a: :fice-. Tbe ·bca;-,_l" neel:3 inb-mJll an grE:t!er :harl·:>i:te
:>1£
a regular basis, and also gathers at r ~ >orts once cr twice a year to dis: 11ss tae company's growth, direction, sc ~engths, and weaknesses. 1~
"Jext Generation
The difficulties they are facin5 no·.-· :uve not dimmed the j uba family 's -,· sion for the fu ture. "My n.:le is tc be proactive and not reactive ," says jc-li. <-I'm a worst scenario person, and _· m •::Onstantly !coking ahead." And th:: -...l'_ure she sees for the company tTay aN always be "a bed of roses," bu it's rlefinitely or_e of success. That v:sion includes branchins iru.o related lines of business. A1thou5h. Joni :s reserved abou t the specifics ·he ? ~ anned diversification, j ohn offe-s c. sneak peak. "We've considered tiE possibility of being more self sufficie-ll a•·i being able to manufacture custom pnduc ts," he says. Although rr.ost of ..he sc~ppliers vvho manufactur=: the C...Jrt3.mvrall, glass . and other materials j nba Lses in the r insta llations are reliJbl~ and high quality, certain specialt; pod nets can be difficu lt to obtain in a timely and cost-effective manner, esj:eciallyduring busy periods. So j uba plc.ns tc begin manufacturing some of th.Joe ~hemselves as early as next mon..h a-d :ertainly within the next two yeJ.rs. Whatever forms the divers-ilicai'or takes, both john and jom are cc nfider that the CJmpany will cor.tin ue t:> be successfu: "You have to know :n your heart thc.t you're going to be st:c:ess-\:1 ' says j oh:-t , "and if you ever lose that tie...J. that's the first step in not being ~uc :::s~ ful. " He expects the company to gro.v 1 revenue and employment over ne ne->L several years. And although he pkes about seeing Pebble Beach in his O'.\T future, he has no plans for hancmg Lh : company down to anyor_e. "I :-e:Jly e-J.. :Jy the work and I'm more excited tcdc.y than I was the first day I got imo ti-e busine.. s." Besides, wher_ you're alrta.d:: surroun::led by your family ar_d closes:. friends at wo rk, what more coL:d r=:ti?ment fOSsibly offer? biz
o:
Heather Head is a Char'otte-bcsed freelance writer.
greater charlotte biz
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october 2003 :.S
by susanne deitzel
â&#x20AC;˘
profile]
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The Champion of Health Care for All TilrW<-ltc r brir1gs l)c>ld clt1d de t( rtllill{ f(~<-lCi(~rsl1ip to tl1( tl<l ti(>tl's fC)ttrtl1 lclfg( St f)ltblic l1Caltl1Cclf( sySt( 111
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It's no secret that one of the toughest jobs in corporate America is hospital administration. Whether politically posturing. fighting for funding, serving the needs of the sick and indigent, or maintaining an acceptable level of profitability, a l1eadacl1e lurks around every corner. So wl1at is a publicly funded healtl1care system to do? Carolinas HealthCare System (CHS) chose to recruit plainspoken, impassioned and seasoned veterans to lead the cl1arge in creating top-rated care to sustain the growing population of the Carolinas. greater c h ar lo tt e biz
>october 2003 27
tlumblc But Auspicious Origins Carolinas HeallhCare System has its 01igin in a four-story, 300-bed hospital in Dilworth built on land purchased by the Board of St. Peter's Hospital. The need for its existence was due largely to the dearth of Charlotte's hospital beds relative to the city's growing population in the 1930s. Its construction was the product of a broad collaborative civic effort led by the Mecklenburg Medical Society involving St. Peter's Hospital, St. Peter's Episcopal Church , the Chamber of Commerce, the city and county governments, the federal government, the Duke Endowment, over $135 ,000 in volunta1y contributions and a $350,000 bond issuance, all totaling $1,250,000. Dedicated as Charlotte Memorial Hospital in 1940, the entire property was deeded to the newly established Charlotte Memorial Hospital Authority in 1943, by which legal entity it still operates. Enlarged with additions and expansions over the decades, Charlotte Memorial Hospital has since been renamed Carolinas Medical Center (CMC), and has over 795 beds. Today, CMC, in conjunction with 14 other hospitals and numerous other healthcare operations, is the flagship facility of the Carolinas HealthCare System, which itself comprises nearly 5,000 beds and serves patients across both North and South Carolina. Since the time of its creation, the hos-
Carolinas 1lealti1Carc
WW\\".C<ln>lill<lSil<' <lltht Clrt' .(>rg
28
october 2003
pita! has provided a certain refuge for the disenfranchised, poverty-stricken populations of Charlotte, as it was and is one of the few places where these patients would not be turned away. This dedication to equally available health care has not been without cost, though, and by 1980, the hospital lacked adequate facilities, was low on morale and was barely getting by financially It was losing funds so rapidly that it became very problematic to help the underprivileged patients to which it was committed. Enter Harry Nurkin and Michael Tarwater. Both arriving from the University of Alabama in 1981 , they chartered a course for change that would forever alter the Queen City's medical landscape. As CEO , Nurkin had a dynamic , charismatic persona credited with raising Carolina's Medical Center from third to first position in a three-system town. For over 20 years, working with management structure, improving facilities and morale, and fusing the structure of university hospital and community hospital as one, Nurkin and Tarwater, his chief executive of operations, worked side by side to create what has become the largest public hospital system in the Carolinas, and one of the largest in the nation.
Changing of the Guard
In September 2002, Tarwater assumed the reins as the CEO of Carolinas HealthCare System following urkin's retirement. system Tarwater's familiarity with the system, his contribution to CHS's success, not to mention his style and vision, made him a shoo-in for the job. In fact, he was the only candidate nominated for the position, and quickly moved to implement the next steps towards the system's evolution. Like Nurkin, Tarwater got into the administration game at a young age, and so carries a youthful smile, a foot-
ball player's physique, and a schoolboy's passion for airplanes. Nonetheless, he tackles the day-to-day chores of the huge operation with an air of imposing knowledge and ample gravitas. Now 22 years into his service with the facility, Tarwater says the initial challenges he faced are still the most formidable: "We have the same problems, they are just getting bigger. The financing of health care, collections and insurance continue to be our biggest battles." "The financing of health care is eroding in a number of ways. There is more clamoring for dollars, especially since there are more niche players seeking to improve their financial lot," explains Tarwater. By niche players, Tarwater refers to the increasing number of private facilities focusing on the more profitable segments of health care, rather than full-scale treatment offerings. "Outpatient care and upscale technology such as MRI 's are perfect examples. These are areas from which a medical facility can maintain profitability. However, many practices believe that they should be able to pull these services out of the hospital environment and offer them in an office environment." In fact, there has been much debate over free enterprise and whether or not large healthcare systems like CHS are monopolizing the rights to provide these services. Tarwater fiercely rejects this assertion. "If you remove the profitable mechanisms in a hospital's operation, you are completely removing the underpinnings of a system created to take care of all people, not just the ones who are able to pay for it. " For example, Carolinas Medical Center has an MRI machine set up and staffed to run 24 hours a day, 7 days a week. Says Tarwater, "This involves a huge expense. However, anyone who needs an MRI at any hour can receive it. Contrast that to a private office that staffs only from 7 a.m. until 6 p.m. to manage costs. The patient who needs care in the small hours of the night after a car accident is out of luck and ends up at the hospital. Despite serving patient needs only a portion of the day, the private office pulls the mainstay of regularly scheduled use of the MRI from the hospital , significantly diminishing
greater charlotte biz
hospital revenues while leaving necessary emergency procedures to be performed by the hospital." The increasing unaffordability and unavailability of health care are also impacting the system. Elaborates Tarwater, "Consider the number of medically indigent individuals, without insurance or the money to pay for services independently, who wait until the last minute for care. Not being able to pay a clinic to be treated for a low grade infection, the patient waits until he or she has full-fledged pneumonia and has to make a very expensive emergency room visit. These are services that we most often do not get paid for. If you remove the profitable segments of care, you become unable to provide the unprofitable segments of care, thus freezing out an entire population from wellness." Competition from private offices is not the only hurdle endemic to the financial spectrum of hospital administration. Too, there is the ever-expanding role of technology, its subsequent costs, and the role of managed care companies that muddy the equation. Says Tarwater, "We as a society are constantly striving to do things better, faster, less invasively and with shorter recovery times. There is no doubt that this is better for the patient, but it all comes with a cost. For example, patients are now opting for laparoscopic appendectomies. We have to pay four times as much for the technology to provide this procedure but we are currently reimbursed for only the traditional cost. In addition, due to antiquated pay structures, if the patient leaves the hospital in one day, rather than the traditional four days, we are only reimbursed for 25 percent of the original fee." With respect to managed care companies, Tarwater offers a metaphor for the ramifications of condoning these types of alternative healthcare providers: "!consider mental health (MH) services to be 'the canary in the mine.' The general exclusion of MH services from many companies' insurance coverage has led numerous MH facilities to close their doors. If the canary stops singing, there is something bad in the air and you know
greater charlotte biz
its time to get out of the mine. We need to learn from this misfortune, and begin addressing these issues now to minimize the impact on the community and the patient." In the meantime, Tarwater continues to keep CHS on top of the problem. "We are scrambling to make sure we know 'the how, the when and the what' coming down the technology pipeline. This way we can address the issues with managed care companies and assure the best treatment for the patients needing certain procedures. "
The Greater Good Since the days of Charlotte Memorial, Carolinas HealthCare has been rooted in the philosophy that the community good and overall welfare of the population is its greatest concern. Tarwater champions the CHS traditional hospital facility over the up-and-comers and advocates the Certificate of Need legislation from the mid-'90s to keep technology in the hospital environment, and most importantly, to share its offerings with the community for the broadest possible access for patients and medical professionals. As an example of broadening access, Tarwater points out CHS's expansions: "We've implemented an experiment to redirect patient traffic to less-crowded facilities, and set up a number of clinics in less-advantaged communities such as Biddlepoint and Nonhpark. In so doing, we've decreased wait times, decompressed the busier facilities, improved work flow, and increased patient satisfaction." The good news is also bad news. According to Tarwater, those facilities have hit capacity very early, but they set a precedent for future plans to address the needs of the expanding Charlotte population. Tarwater has led CHS in an expansion project designed to attract the best physicians by creating new office buildings adjacent to CMC to enhance accessibility between their practices and the hospital. CMC is also undertaking a new addition to its surgical tower, which will host eurosurgical Intensive Care, Trauma Intensive Care, and Surgical Intensive Care. Tarwater alludes to undisclosed plans also forthcoming in addition
to the $70 million expansion, while noting that the fastest growing areas for the healthcare system are in the University area, Pineville and Mercy locations. Despite these new facilities and improved conditions, hospital administrations still must deal with increasing scarcity of qualified health professionals to fill them. Whether it involves physicians retiring due to increasing insurance premiums, insufficient pay for allied health professionals, or the increasing age of physicians in certain sp~cialties that aren't attracting a new host of prodigies, the drive to attract the best and the brightest must continue. Says Tarwater, "CHS is addressing these needs through our own training facilities and in a concerted effort with area universities. We have two schools of nursing at CHS, as well as schools for radiologic technology, certified nurse anesthetists, and medical technologists. We serve as clinical training sites for nurses from UNCC, CPCC and other programs. We also conduct residency training programs. " By creating the >-
ALTMAN 1n1t1at 1ve group ,1 nc
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vehicles for training, as well as providing attractive options for the deep well of talent Charlotte has fostered in health care, we are attacking this issue head-on. "
"We have never abandoned our commitment to the comrnunity to get where we are. I don't think that n1any players in this industry can claim that to the same degree we can." - lll
PO Box7148 Charlotte, NC 28241-7148 2920 Wh' ehall Park Drive, 28273-3333
704-588-8882 Fax 704-588-8886
30
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Fighting the Good Figl1t Tarwater's mission is clearly that of patient advocacy He says that one of Carolina HealthCare System's greatest accomplishments is that, in the exponential growth and success the system of healthcare facilities has experienced, it has not sacrificed access or tne quality of care for the patient. With conviction, he maintains, "We have never abandoned our commitment to the community to get where we are. I don't think that many players in this industry can claim that to the same degree we can. " Tarwater is in an excellent position to witness the effects of the changes in healthcare delivery, and sees a number of significant hurdles to surmount in maintaining affordability and equal access to health care. He says that the most important message he has for the medical, legislative and local community is twofold: "One, don't be deceived by those who would have you think that free enterprise can work for health care the way we have grown to expect it. With an average of 50 percent of patient revenues coming from federal and state government through Medicaid and Medicare, we are very tightly regulated. These agencies only pay a percentage of costs, however, they require that we abide by strict policies or get closed down." He proffers an example. "Try to
greater charlotte biz
compare health care to retail. Let's say you go into the store to buy three bags of groceries. You tell me you are going to pay for half of the groceries, and I don't have a choice. Now how long can I do that? Does that sound like I will be able to 'go out and compete'7" "Free enterprise only works in health care if you don't care about those who cannot pay," he elaborates. "If you refuse the regulations, you cannot treat these underprivileged people. That is not consistent with our mission , and is not consistent with what Americans expect from their healthcare system." "ln addition ," Tarwater continues , "we need to realize that Medicare and Medicaid, while providing finite assistance, are integral to community health. If you eliminate or reduce these services , the need for treatment doesn't go away. So, by subtracting support from these programs , you are taking funding needs that have been provided for by a large (state and national) constituency, and placing them in the laps of the local communities. To compensate for the things that don't and can't get paid for, the businesses that are paying end up paying more in premiums. This functions to handicap an already faltering economy further by increasing benefit costs expenses to area businesses. " While the handholds seem few, and the pinnacle insurmountable in the healthcare arena, Tarwater is steadfastly dedicated to achieving his mission. "Say what you will about health care in this country; I have not met very many Americans who do not want the best, newest and fastest equipment and the brightest , most talented professionals treating them or their loved ones. And, by the way, they want it now. Look around the globe and you'll find the best right here at home. Of course, all that has a cost. We are determined to provide the best possible health care and, at the same time , will continue to focus our creative healthcare team on the many challenges of managing healthcare costs. " biz
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Suzanne Deitzel is a Charlotte-based freelance writer:
greater charlotte biz
october 2003 31
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Isaacs says he's hoping to stay around awhile before he retires to his Lake Norman hcuse near Cornelius. And that's fine \vith wife Mary, who's a principle at Isaacs & Home Architects Inc. in Charlotte. A Long, Winding Road
tl-e:re w e_:;, •::::::tSfllSLS atcu oN~:a .. nco: :le:l tc :·e dCil.c,, TI-e d.J.y the gr:mp spem dc:c.chn§ tlr ccxnpary'' .?,O·ais an d c irectior: c.efined ::t dear 9:r<.l:ZS:r h:: ac::::: The ...,ene:rable CD<stru:::::on cm:.tEctJr re:.:<'Titly ::1.;·_, a coning out par:y ·.:: ::hare i.:: 'kw " o _nda.ion with c: sele::t a-:c....::n:e ;n: t 'l.e Ci _.r C ....1b Prooinertl? dE!Jb.: .:d. -v;;:~: t.f.e omprry's reoN logo. a stl.::-,::Ez-d;:ed mar- t.h:n, r..acf been ·.1sed :.n a dc€en dispame :lcs-sn; arrl cclors. Fergmo- felt a leoti"e ,.zlfocacon ·'vith some : f cu fri ~ncis , " _, uding a:chiteCG. clienG m d e 11plO'fee ;, "0\.J.S .:m '\J:xopri:u:e ::hrisiiCJ.ir.g of d:e ne~ : ~ar izaticn. Althcu ~ b tl:e coop::tny ~errai.r..E ..:1 the eaJy ; L~E~S Jf install:r g its -.e ~, mlru-e fer21 :ct Stys he anc his grc.,._in§ lq;i:·n of ~mJ:lO?ee" vh.:>'w bou5:-: intc· the New :::'cu:nd,tio< were xcud D u!l'Veil w·- a L1e~ had w J r~:l o::- s.r.•:::: F:::Jruary ' It ~ s J..lr ·:hance tc• 3::1 {, 'T.1i,; i:; tre n ~ "'- F:--ll honp;on , .. FeT§lJ-SOn sc.:~ yoL know 'Wh•J :ho;;e i:w: ted ~1=le wi 1 _e l? ::-ro ·) f hei - Jest :ri~ n cis. - - .} the 50 (i:t:IV' ' E :l) w il[ Ur::l ir to 5JO '' ::Oe:rg1.6o1 al~ o p~ans tc take hi:. ·-r:::w F·JJndati: n O"'' on :he na::l. Ee ·~--us similar aL:! e- ce;; to l:ear L in t~ Trir g.e c.-~ . where t1e cc·rr:pany J~ned a EaJeigh J tice in A.JriL He'll tell L~
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anC. ~ paLJ.rbu-g, S.C. , w:1ere the coopany either alre;; c y has a p~se:r,ce or aspires 10 o::1.e Chc.i.rmn ~old Isaa:::s, w·u ·s seen FN T10llp:;::n ~\.olve fr::>m 3 farrily-owr.ed firm :J c.: s-Jbsi:liacy of Birn:ngr.2ltl , Ala.b:lSed 3:E6.;:I<: Ire 3inc ~ he sta~:ec in 1963, says l-e h ...: \'c clungeio vital. "-::-h ~E u.er:: rumxs t l :lt FN Tr_orrps:m u.as i-. trooble. c.nd was goir.g o·Jt o:- b.1sixss " says Isaax::;. \'-'hen tho! IE&K Jrns:: asf<ee Isaacs, 67, how tc btea..-< FN -::-hor.1p,on ou· of i:s lethar_;f, b :: con7ilced then to \;::_ him find a re:tJl.KE:Ik'llt ·c·r :he lorrn ~r lea.:lershir t.f.at qJictly lclt "lf: ~ r a shcn-livd stc.y E~&K ~ t1e ttumbs up :me Isaa:s cc:1led ::~--gusor. , whom he'd know"'l fx -.ear.y 30 ~ear::, from the Ra:eigl:. ob:::: o ~ Bovi" Lend L-!ase whe~ he w<G r:r~b"'15 over about $2(•0 millio:l v.or:h ,::.fb•smes5 anr.uaL]. The BE&r~ leace:-ship like:l the 5+-?ear-old Fergu:;m:., ·Jo e ?,teW Lp in H3.rrisburg ar.d Isaac:s ir.5t3. led hi3 :,ro·nger frimd c.s presi~ - .m::l c:1~f executiye oJ:fice ~. "I le[ Bo-Jby t:=.ke lhe tall and run with i· ," lSl3.3 ~:;s. "long te:::r., we'll re_nfo::-ce thlt HJ ThollpS•Jn i.> l-ere ferever a:1d v."C'J e:.:pmd in the :narke _pla: e.' \\-itt rarid mpro, ement ir. -ncral=: ,
How did a firm founded in 1887. that built area icons such as Cricket Arena, the Charlotte Coliseum and Ericsson Stadium, come to need a shot of vision and leadership to inoculate it from stagnation? It's a winding road with familiar characters such as founder john Noll, namesake FN. Thompson and his son-in-law Charles Mikell. Mikell , who died recently, sold the company to Turner Construction Co. of New York City in 1979. When Turner hit financial hard times a decade later, it divested FN Thompson, which was thriving, to BE& K Inc. The Birmingham, Ala.-based i:ldustrial contractor found the commercial focus of FN Thompson a snug fit. Later, as Isaacs neared traditional retirement age , BE&K decided to turn over day-to-day operations to other management. A downward drift ensued and the company lost direction during 2000 and 2001 , say Isaacs and Ferguson , plus other top executives. Indeed , though the firm was busy with SouthPark Mall expansion, TIAACREF offices in University City and two phases of the Mecklenburg Intake and Detention Center (county jail) - projects Isaacs estimc.tes at $280 million taken together - its annual gross revenue remained stagnant, dropping from 115 million in 1998 to $103 million for 2002. Meanwhile , employment dwindled by half, to about 100. Now, Isaacs says, Ferguson is steering FN Thompson toward restoring its prominence among commercial construction companies. Further, Ferguson and his re-energized management are expanding FN Thompson's scope. Along with its traditional concentration on commercial construction , FN . Thompson is expanding its presence in health care, higher education , retirement living, hospitality and sports, Ferguson
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says, and plar:s to move into transportation and distnbution. The company recently completed a
$35 million Enovation of three facilities fo~ Washington & Lee University in Virginia. Earlier this summer it completeci buildings in Spartanburg for the headquarters of a hotel chain, projects at Converse College and an Episcopal church, all totaling more than $2 7 milli:•n. The company is also working on a nearly $10 oillion student recreation c:-nter for v.:estern Carolina University in Cullowhee c.nd recently landed two 1:-.ealthcare rrojects, a dental school at UNC-Chapel Hill and an addition to Wilkes Regional Hospital. The "N~w Foundation" is energizing, says Ray Novick, senior vice president and top financial executive . "We were setting a little stodgy," adds Novick, who j::Jined the company in 1982. "Planning used to be a four-letter word around here. Now it's a good four-letter word." Ready agreement comes from Skip i:-l.ildebrand, a vice president who joined the company from Rodgers Builders about the :ime Ferguson signed on. "This company never had a growth business plan," Hildebrand says. "They just worked fer their friends." Some Surpri e
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Some of those friends were getting old, says Ferguson, who adds that he's surprised at the enthusiasm for the "New Foundation" that FN Thompson's younger ·.vorkers have shown. "They are the future leaders and they are the ones that have worked the hardest and are willing to make the sacrifices to put in place the new systems and procedures,"' Ferguson says. Cary Rhodes, a project manager who joined FN Thompson straight out of Clemson University five years ago, says he likes the clear direction Ferguson has helped establish. The vast majority ofF Thompson's workforce, he maintains, now bdeves in the "New Foundation. " "I think they're starting to realize that we're trying to make it better for all of us," says Rhodes, who leads an employee team setting ;tandards and policies to keep the company up-to-date on technology
greater charlotte biz
o.:l·:::b.e- 20( 3 35
by casey jacobus
International House: Building Bridges of Friendship Across Cultural Divides Akhmetzhan Abdullayev is a lawyer with the
"In addition to becoming acquainted with the cui-
largest law firm in Kazakhstan. He is responsible for
ture, I wanted to learn more about the training of
managing a staff of 35 and for developing a new line
lawyers in the United States;' says Abudllaye\: "I partie-
of the firm which will provide legal investment and
ularly wanted to observe the administrative proce-
business consulting services. The firm's clients are
dures within law firms here to compare with the way
nearly 90 percent foreign-owned oil companies.
we do things."
Abdullayev was one of nine business leaders who
Lynn Foster, whose law firm Hamilton, Gaskin, Fay
came to Charlotte for a month this summer to partici-
and Moon served as the business host for Abdullayev,
pate in a program designed to assist Kazakh entrepre-
said the experience was equally beneficial for the
neurs and business managers in making the transi-
Americans involved.
tion from a communist system to a free market-oriented economy. greater charlotte biz
"We just loved it;' she says. "I would hire Abdullayev." >october 2003 37
It-at ~:d-=-~sE o:· :.:-Jo~catx:m and gocdwil is ~Ly '>'--ffi.t ll.-.e C: mmunity Conr..e:::tio : ~
I=Jsrnn E de:sig1:2d to facil-
itate CcmDU!Ii::' •::::cot1IU!cdc.r.!:' is a citizen di :u:::J.:3.:::_:;- p-ognm. cfne -J .S. Cepa ._e:-_t o· :.me ~ dn:ri~L ~d in OlarJ.: . t~
r I:J~r_acoJ.a . H:n:~e of :w:etr.:•ina 1 .1 c Fe>gr m c[ers ;•ractical traini=!'; 8!)pXl..nitie5 i_:-_ · U:.ited State:; ::.:::- bu;bEs le<:d~r~ ·oT. Russia, Belar_;s, UcabE, hlokiJVl to:a:::~khstan Jnd o .e:r n~ -r :n::iqcndt.r _ ~res.
:.e
P:: ressi::rU:; fror:1 hEs:: :nmtries "Jc.rrcp:e :.n ~ :o fi ..e...._.. ~c<. Jrograms in va::-i: us c. tiE ~ chrm..ghYJ rb: country. :n O!J rbr-e, I -.e-r:atio~ - --I.::ll.Ee partnus.,,;_}·_ :=hx .:::Le S:.st~ Cille~ to provide a t:Jti. im~-s .or. i:-.t•:: P..r:13"ican bLshe:::; a:1d :::.~l:oR by arr.mgi:- g for the partie i "lo3Jll5 t:J .1-CTk in ::::r-~':>Uc area com:xci::s arc ::13c.niz:Grics cr :1 to live in aR;:. hones :::::c be ~;--pc•=e:i t:.• a variety cf cr.e:i:::a~ <:::J=er:e.LC~.
"We are an Jrgar.ization that brings
cultures tog_~thc, " 3~/s Lc.ra Printz program ::::1.magcr (o Citizen Diplc·ma::)Pograrn:; at lnterm:ional House . "Thi: E a great •ny :o I.Tl.ite =ur world, by brir.ging eve~onc to~the -. It i:; amazing th': friendd-_i:ps that :le e op tnrough these personal n:. bu;ine:o;; relationship=." Fo,terir g C"'ss-~L ILral Understa 1di::-tg
Inteoatbna_Hc.se is a non pro -it
_oht's Bcr-:sr Chur:::::. :: n Hawthor:1e :...ace v ~ to donate: -he :.eoc~assical ~·tY:t.
ho s:: ne::t deer :o tl-.e :h·;rci to as .l ::~:r:callcGtion cor the r.ew org::nizc..ric . The hcu;e a: 32L. ~ err::
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as c: roc-u~ OC•USE :rrd : :mnt::d former U S. Ambc:;;ad::r to 3~azil Hw:chel V
organizat.on ;.>lith a m:..:;sior. of promJtins diversity nc. intern ~ j 1nal •;nderstar:din_?,
~:: h"""lSc•n 3.;:
in the bcal c :>mnur.it .z It developed from a uniqu ~cc-uer_cal Ll.inistry founde:d ~
func-a~
the Charbue Are:1 Oe -gy Associatior_ in the early l98)s tc me t the needs o: the international.:orr.: m.o ty in Charlotte. Tii:; orgmizJti:m, which ~"- r became International HotEe . C::Jmrr.unity Co legE and lnternati:mal M':Ii =try of Charlot=e, wa~ inconor=.ted .n \i:o.y 1<;81. ln 1983 the =on~egation at St.
Lane hc..C: beer_ des:gned by
uoD:i G<Ik:me arch.tc t Fra:-tklin Gordon h- jarlles Uo;<f Smen in :i. 914. Du~:ng :·,c 19~Cs t:±e bui:.Jing wa:; used
•)nc of b: ocsi~ts. In 1959 t"•e :resiccu:e V"a3 c:Jiverted into a
lnue
-=-he po o~e of De lease aEreement b::t~en che bo.lr:l c·f .:i::-eciOrs :f the Corn:nun_t,r Co lege rn::i ln:ernational },jn_:;try of Charlotte 3.nd the board of St.
]c•ir.'; Bapts: Ciurc::J. e..oqocntly detailed tl-e :ew -:urpos ~ ·J f :l-e ol:ihou:;e: ·:merrutior."I H::u~e '" ll l:e a place ln.o:oaticmals c:X: All".erk:ans can
vAle -~
rree to st.are. icb:s c..rd con::e::-ns, where
-5-e1ter cha • ot-:e biz
personal faith commitments can be strengthened , where the boundaries of distance, language and culture can be broken in exchange for care, peace and compassion. " From the very beginning International House was the medium for programs that fostered understanding between people of different countries and cultures. One of the earliest programs was the "Friendship Connection," which allowed internationals to make new friends and develop English language skills in an informal setting. Another early program was "Living in America: A Program for International Women," which provided practical information on living in Charlotte and the U.S. , as well as an opportunity to discover new friendships and share cultural awareness. In addition to helping newcomers from foreign countries adjust to life in Charlotte, International House also focused on raising interest and awareness about international themes and issues among Charlotteans. Americans were invited to weekly "Foreign Language Lunches. " These events focused on a different country each month and gave Americans an opportunity to practice speaking foreign languages , such as Spanish, French, German and Italian. They also brought together natives of the spotlighted country with Americans who had experience there to offer insight into the culture. Over the years, International House expanded its offerings in both of these areas, introducing new arrivals to life in the U.S. while at the same time expanding the worldwide view for the local community through informative lectures and presentations. The "Cultural Awareness Series" introduced the Chinese New Year, Indian folktales , African culture and japanese tea ceremonies to participants. Programs such as the "Living in the U.S. " series helped internationals become better acquainted with U.S. culture, while "Doorway to the U .. " (currently known as "Doorways") brought together American and international women for social and cultural exchange. In addition to programs for adults, International House has also developed
greater charlotte biz
prog:-ams for children. Through various summer camp programs and periodic worbhops, International House has taken thou=:ands of children from school groups, scout troops and other youth groups on imaginary journeys around the world to experience other cultures and languages. While working to introduce Cha::i.otteans to the art, music, food and languages of various cultures, lnte:national House has also invited overseas visitors to come to Charlotte. In 198:':•, the organization became home to the :::harlotte Council for International Visi: Jrs (CCIV) (currently known as International Visitor Program (IVP)) , a member of the National Council of International Visitors under the auspices of t"-:e United States Information Agency and administered by the U.S. Department of ~tate, Bureau of Educational and Cultural Affairs. IVP facilitates the exc.ange of future foreign leaders with local professionals in their areas of interest. Last year IVP brought 134 visitors from over 58 different countries to Charlotte.
Focusing on the Former Soviet Republics
International House began participating in the state department's Business f Russia program in 1994. Professionals from Russia came to Charlotte to participate in business internships and to stay with local families . In 1997 the program expanded into the renamed Communit;.Connections/ Business for Russia, exten.:.ing its focus to include the former republics of the Soviet Union. "At this point the program is focusing only on those countries who are overcoming the effects of communism,' says Printz. "We want to help them ma::i.mize the opportunity to grow into a fre: market system. Eventually, the prograrr: will be expanded to include Middle Eastern countries." Under this business-training program, International House has hosted c. number of different groups from varioLs countries. This year three groups came from Russia with program themes inclL:iing "Historic and Cultural Preservation and "Media&. Information Access." >-
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october 2003 39
Other groups came from Belarus and Moldova with programs entitled "Business Development and Education Administration. " A group from Voronezh, Charloue's Russian "Sister City" will be in Charloue in October. This summer's "Business for Kazakhstan" was the first time the International House has hosted a program for Kazakh leaders. Kazakhstan, a country slightly less than four times the size of Texas , is located in emral Asia, bordering the Caspian Sea, Russia ,
Turkmenistan, Uzbekistan, Kyrgystan, and China. lt is important to world energy markets because it has significant oil and natural gas reserves. As foreign investment pours into the coumry's oil and natural gas sectors, Kazakhstan is beginning to realize its enormous production potential. lt could become a major world energy producer and exporter over the next decade. Nine business leaders from Kazakhstan's largest city, Almaty, participated in the Business for Kazakhstan pro-
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gram this summer. They included two lawyers , the financial director for an insurance company, the manager and part owner of a coffee shop , the art director and co-owner of an advertising company, a banker, the business manager for a company that bottles and sells mineral water, a social worker, and a financial consultant. Each of them did an internship with a Charlotte company and each of them stayed with a Charlotte host in a local home Bill Pugh recently hosted Abdullayev. Pugh , who works for Centralina Council of Governments, also hosted one of the Community Connections participants from Moldova earlier this year. He likes the idea of iaving someone stay with him from a coumry that he knows nothing about. "It's a substitute for traveling to a foreign country," says Pugh. "This is a great way to learn about different coumries and cultures." The only problem Pugh encountered hosting his :路oreign visitors centered around meals and mealtimes. "It takes some understanding on both sides ," he says. "Americans are used to eating on the run. lt was important for the internationals to know what we were going to eat and when." Stew Lillard is a veteran home host. Lillard, on the faculty at UNCC, answered an ad in 1997 and has hosted 22 visitors since then , including two from Kazakhstan. "I have a big house in the Sharon community and with the kids out of college , there's plenty of space, " says Lillard. 'Tve had an .merest in Russia since my college days.' Lillard sc.ys he has had only two experiences that were not pleasant and they were the result of communication problems. He has taken a few courses in Russian and now has about 100 words of conversation. He has also traveled to Ru sia five times and has visited former guests from t e Ukraine and Moldova. "I almost said no to the group from Kazakhstan because it is not Russia ," Lillard says. "[ didn't have time to learn about a different culture. But both of my guests spoke good English. l found them
greater charlotte biz
delightful. For two weeks it felt like I was in their country." In addition to locating home hosts for the Kazakhstan delegation, International House lines up business hosts according to the foreigners' interests. Pat Edmonston was amazed at how well people in her law firm, Rayburn, Cooper and Durhan PA., responded to atalia Yelizarova's presence. "We were unusually fortunate in that Natalia was a delightful person with good English and a strong grasp of legal concepts," says Edmonston. "It was good for our people. It gave them a chance to reach out and learn about another culture. They really liked it. " Aigul Arystanova, financial director of a firm in Kazakhstan that provides non-life insurance products such as compulsory insurance for third party liability, personal insurance and property insurance, did her Charlotte internship with Royal Insurance. Although she says she was anxious and worried about coming to America, she was very glad to have had the opportunity "It was perfect," she says. "I stayed with a couple and they helped me learn about the community. I learned a lot of business practices and information from Royal. I enlarged my knowledge of Americans. It was a good experience." The positive testimony from home hosts, business hosts, and foreign guests indicates that the Community Connections program is working effectively to bridge the gap between cultures. Printz says it is a good program because there are so many ways for people to get involved. "It's a great way to unite our world , to bring everyone together and form friendships," she says. "We all learn from one another and that benefits both economies and cultures as a result. " "As our world becomes smaller through technical advances and integrated economies, International House and Community Connections serve as vital components for establishing traditional relations one individual at a time. This is essential for any successful international business venture." biz
Casey jacobus is a Charlotte-based freelance writer.
greater charlotte biz
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1 w<.50 an ickal ''a_" to he:i: imJ -he >taLDnL bLsire· , - ;ay'' 2. oo . ."' - 11) was j_ot 2:"; wLe:- h ~igred the p:!pc-, . '· s~a-t ~c TJ- e Mce:::n,;; n)U~e in J ~tlCCS 'd lxa_t•n rd fo:::Lscd I) :r...::1u :::0:1. a ·c;b 'T])rca::h o r-omt.:-t.JJra..) A•~-Jc.1n cui3.ne. :: 01 de;crlxs 'rio s.ylc 1s ·-..lot r::no in ~:::,r <1--e.'· b.1. ~ Fusi~n. of ~rythng 1c ~~. :J-:d ~p~ncc:;, ro cmge; ·elcraiCd to ~Jmencbnm. -:JJ a.:bpt:'.~ tc rroJ_ ~J <r.'Jil >b lit~: 7. rn s c...J.lm<.LL a x•nt th~ e::Ltire d-ni.:l.~ .:.;.:poi- 1.::e f·om .1c ccLus.; b:: ng s~1 _ c the ..i 1e cr d r OV" 1· 1ov:~ - he tcJ<t .u-~s. tre '· Jors mJ the pia,. TCS2'1t:.tiJ1, Zi::I1 ir tti1lly :.corJ:2~ n-at:d. sJ ::~1 en r ed, sen icE md 'lfl'C G-.,cr.ull~ -c <isc r:Jnec 'JUS mSS opcr: dcus f_,r _grcale· .d fc£1cy '\lith the c.s.; ~ruxL o 'h.s dad I<:er £en a1:! h~ \-'ife C) F:o.·bb rs Z::..::n, -vho ks in te•::molos.· u d •.·pc -a..i•Jo 01. Bank Am(rCJ, he: d~~d a-::oonucr ry;tor tba ca-Jul~ non 1cr- al rans..1ct :J:-ts. "C::rnpJtoizat ••:- 1o.s. bc::n :ru . i3 w o_l bu;ues; e:;reci<.ll~ v.i· _, ~~.. :-c:u-t CaLLge; in the Co:t)ll >my: :;ays !.icT. 'with tr 2 rec ..ssiot. ~"lc: tre ::Tees : f .c nJ i3m x
44
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tl:.e restaur<llt itdusny. ~-..e 1ad to ..,e 1c e tc: adjuot •- L ie::ty Tec.hm.oo_.:;y :nabl.es us w dJ so. Thu.J~-- t.~e rar-t:l a:...c<S of inbr11ati:xJ, we l-'1•)',« -vllerc: we. ~nd at <. lttres ir terns c · 'ina.'ldal50, i:-\"l: .o~ and Clsh fto,v. ~hio :p d, 1ccess t.t:: ·.r tal nf01 m1ti•: n rr <: kes t:.s moe rc:silim· C.u ing down times. allC"Vi.n.~ ...b to plm :::co-dingly." ThrJug1 :-..s tedm:l,~-::a apr-o~r . Zio:•n gain~ gra:e · COOt:Jl ~~ - tiE rectanrart's :Jpe:atio-t:- ac:::oLr.thg lab01·, co:.t of gocdo o;:JI:l , -rim Jf Slle::., aswe .l a~ mst centro! of v,:in~ . Lq:Jor :r..:: ee-. Z]l)n ad::is, .. Inside cf t.J.ree: yars we suqJase:l ou initial prclit md os~ p::·fcrmarce e;q:.ectJt:cr s, P"-rng -:Jff .:kC .s .:ut of e1sb !lew." In a;:citio• all thE rc:;taurant'; rec~Je5 art a sc :c mp.Jt:J.·-bl.Se_ , aliowi.n.2 his chefs el.S.' C..::::o>SS ihrcoLgh Fe lm Pilots. ext nc•m:-t :ior pli:E to open h.s second resmra:rt ir (obny Poce, _t Lre cc-ner of Go<.:; md Re.1 Rnads. lt -vil ~e called One: • 3ig_-c anJ 'jfm: B::r, o- ec being ceri.,.ed f::cn ti-E Lltir vvud, oeno:J~; tho:: m ·d:' of \-'ine: T ~ ·.::he:G w I J '-oss reci~s c ~ the co rap .ler Jasc ar~ system pro:nrns '"'U : or LnJe tJ ke2p
Zion and his staff updated on all aspects of the business. Both restaurants are designed to seat 56 in the dining room , 48 on the patio and 20 in .he bar area. The Meeting House decor is te:-ra cotta with black and white prints in sepia wash highlighting culinary specialties, while the Oneo Bistro boasts a more modern contemporary setting and will feature watercolors of cooking and wine brushed by a local artist with ties to PrO\'ence. -=:-he combined number of employees will grow lO 40 with Zion splitting his tirr:e between the two restaurants. Zion designs his menus with attention to easonally available ingredients and with input from staff members. When purchasing foods, he seeks out the highest quality ingredients with fish !lown in from llawaii, mushrooms from Oregon and foie gras from France. Daily visits to the market ensure fresr., high quality produce. Wintertime produce comes from fam1crs who specialize in greenhouses. "We create menus out of necessary perimeters with ingredients dictating our possibilities," adds Zion. 'That's what makes it fun. " The Meeting House also features its own Wine Bar just steps from the dining area. Couches and comfy chairs beckon guests lO this rela'<ing area well known for its spectacular collection of fine wines. "We offer 50 different wines by the glass, a trend we started fcur years ago when few other restaurants offered such diversity," adds Zion. As ~ine buyer, Zion orders wine from all over the world. The Wine Spectator has t\vice awarded The Meeting House with their Award of Excellence, recognizing its commitment to a fine \'lrine list. "The Me~ting House appeals to a broad array of clientele, captivating all age groups. We keep people coming through our signature 'mains' and by changing the menu every two to three weeks lO meet the desires of regulars who yearn to see and uy new things." Zion admits that The Meeting House was his first experience away from classical French food . "My menu is creative, based on lighter preparations and unique ingredients," he says. Zion's signature 'starter' rock shrimp and blue crab johnny Cake' is an adaptation of the old colonial johnny Cake dish ma:le of mashed potawes and
greater charlotte biz
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h.:: [;:shi. n:-d Jnc ll1o:ierniz<:d r ·,- a ;o::i'::. •C •.:J~:~ --L ~- wa-m &·iE: anc ~-p na:.l1 s~l 'k.s ~cr..1n th _ rocr u shcc: d;:-:> o-t L...oo x::atcd his 3"Jec ;; ll? be ecru:;: c_ m- _&c -; w=rc · >·:·eri -?;a cv<:nT. ;sea ::::- rc::;:: XI . --..vc d...."tided t.c mak~;: .vrm 5.~ ;ll rd Lrt dicnts cve:i L." con
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I "'hi ::h Zion is \'e r:' d::firiJ.dy onr: ~hz 'i';5 L 1i' "t· · die-for' molten ;::-..cclaJec:a~c, OJZ'Tl.i, with ri•2h1CSS W:ll'T )OL~U ir:o h: Cl1lCr. "The 3eC:Tl S 0 lte ra•in~ LiTe: • re,·eals Zxn. 'T··e \\.OrkeJ 1arcl c.jn;; c.or -:ntiona\lv LllConv::-n.ooa - ad.tnt5-Zl -u ''Ob erving sc•rrc :::f the ··e=t che6 i: the world 'la5 had an un·xL~ en ny : rca or; I bend tre m:e~ l htLe . -,..~}-_sk:.ru; J -~ echniques of my cb;,·cal. Fr ~c:h ~.p.;:ri(ncc: with k•cc1 ir.gredcms . .J.JI ~OJ a; d1~s ,; to ma>:imE:e rhi'; c.mCL.rt ol {Ja,·o( ·-lil .·_... ingredients ·,\-e l..l'X:. I <.die-<'~ J1i'; c:pt 11<:l flavor Jn:i te}:LUJ( ::Jf l:"~ f OdUCl T, .:I.J'C 'ing fla,•ors ard cc•mti:- ~b \'a'i·::-us cps : I operation~, 3uch ~; r:Ja:;t..r:;~ anc poll ;ec. -ing or bJasir:g ar:i r ar: ~c ring. '
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3C 11N:d Fci:lt BoLievarc . SLit! A. Vlinston-Saltm,I'K: 27Do ·
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Mary MarsrcJli is a Charlotte-based freelance wt<;er.
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N:1t an :or panies are c~p~le of provid· i"{ tomJ; k.- hfomJti01 )'OL ~ed to make en ~~c.nd de:ision about 3n c~~lort. That's ~ ile cal[ o::r co Jlny Total lnfo)rmation Soun
His sevn chefs have an international flare., includi~ Canadian, British and Frerch. All rue impressive credentials. The Meeting :-louses sous chef, James Weare, worlc::l in hotels and restaurants throughout Erope. Oneo Bistros sous che~ Richarc Euchsbaum , gained experience at CoiTL1anders Palace in New OrlEans and Lucas Carton in Paris. Zion, wb.J grew up painting and drawing, beLo>\'eS that cooking is one part scietce, one pan an. "As an artist , l enjoy the :reative !!.3pect of the business. Cocking is m ~xtension of my artistic talemo - its a oeJtive outlet. In music or an, one gains ITLl:Urity from the learning and gro'Ving pr~ss. DUling this journey, they reall.ze that • t.mately all things are refined through si~·Lcity" Zion, w:-c just turned 30 , has built up an enviable eputation- one he plans to carry over to his new restaurant. "My goal is Ln cominu~ serving good food and wire ," says ~ion. "Mingling \Vith my guests anc seeing them enjoy what we've created is cne of the more gratifying aspect of the business. fu we prepare to open the new res aurant <£C: !juggle between the two lootions, rr: diems know they ~ill be well tak:n cared regardless of where 1 am. With the technolo~· we've implemented, our exe:ellem st< f , and our outstanding menu, its going to be a smooth transition." biz
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If you are ~-aying les; for background checks, are gooc you are ietting less. The missing iTorEtion could be the ci terence between making c good hirt or a .:ostly mi~ke. hw much s that wath to your company? c~ar c ~
1• 8-J 0• 84:5 •.L 1~ · ·NWW.~pplicant>ackground.com october 2003 45
[bizd i g e s t l - - - - - - - - - - - - - -jump Into the Fastlane for the Discovery Place Exhibit , SPEED! Rev up your engines for SPEED, the newest
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704-54 Fax:
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of Indianapolis 500 winning times. STOP! - Explore the causes and conse-
Oct. I, 2003 . SPEED is a 6,000-square-foot
quences of rapid deceleration. What hap-
experience delivering a high-speed plunge
pens when speed vanishes? What does it
into the world of high performance, limit
mean to say that stopping is really accelerat-
stretching and barrier smashing motion.
ing? Guests will hear stories of what it's like
Using examples from modern transporta-
when racecar drivers "Hit the Wall" and
tion such as racecars, planes, boats and
crash .
eccentric and cutom vehicles, the exhibits in
Searc C::msu ltant
n
exhibit to come to Discovery Place , o pening
DRAG! - Despite Newton 's laws, com-
SPEED engage guests of all backgrounds and
mon experience shows us things slow
ages. The experiences focus on the science
down. Here we find out why. What are the
and technology of pushing the envelope to
various impediments to speed, both on solid
ach ieve record-setting speed while explain-
ground and in the air? In Drag! "Spin Your
ing the limits of getting there. For example ,
Wheels" while racing cars on a slippery sur-
the " Penny Smasher" allows guests to see
face and learn how aerodynamics help vehi-
the effect of speed during rapid decelera-
des preserve speed.
tion.
PUSH! - Explore the sources of speed
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Throughout the exhibit, there are sto-
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ries of people who tested the limits of
speed and how do you keep it? Learn about
speed. Air Force Colonel John Paul Stapp
g-force, acceleration and thrust and how
has done what no one before him dared to
they effect how fast we go. Climb into the
do. he survived a rapid deceleration totaling
bobsleds to simulate the push you need to
45 g's in a control led experiment. strapp
go fast.
went from 632 mph to 0 mph in 1.4 secAc lp•inte ::»~!: i:::ll clt.::w nt ll! S"';t~ f'I S Alt-ar In tA>e
pg. 48 pg. 29
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pg.25 pg. 31 pg. BC pg. 2 pg. 25 pg. 30 pg. 39 pg. 22 pg. 13 pg. 48 pg. 5 pg. 41 pg. 35 pg. 14 pg. 19 pg. 9 pg. 15 pg. 23 pg. 24 pg. 40 pg. 7 pg.lO pg. 52 pg. 1 pg. 46 pg. 3 pg. 47 pg. 8 pg. 9 pg. 49 pg. 11 IBC pg. 41 pg. 51 pg. 45 pg. 44 IFC og. 50 " . 47
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46
and where it comes from . How do you get
ZOOM! - Strange things happen at high
onds, causing bruises over 90 precent of his
speeds. What is a sonic boom? Find out just
body, including the insides of his eyelids.
how fast the speed of sound is and why we
SPEED is divided into five main sections:
call the speed of light the ultimate barrier.
GO! - Investigate spped as a quanity.
Hear your voice travel through 564 feet of
What is speed and how fast do we achieve
tubing and reach your ear with a half-second
it? What are the features that enhance or
delay.
retard speed? What are the mathematical
SPEED was developed with support
relations that govern the concept of going
from the National Science Foundation and
fact? In GO! guests can build their own car
in cooperation with the Science Museum
to find out how different designs impact
Exhibit Collaborative . It will be at
speed and experience " Carvolution" to find
Discovery Place through Feb. 6, 2004.
::>ut how design has affected over 90 years
Tourism Brought $2.5 Billion to Mecklenburg County in 2002 The North Carolina Department of Commerce has released preliminary num-
revenue. Mecklenburg ranked I st among
bers for 2002, and they show that
North Carollina's I00 counties. Wake
Mecklenburg County brought in more
County, where Raleigh is located, was a
than $2.5 billion of the state's tourism
distant second with just over $1 billion.
greater charlotte biz
Report Highlights Principles to Guide North Carolina's ew Economy Jump starting Innovation : I 0 Principles
to
Guide North Carolina's New Economy, a report issued by the Institute for
.. Great spirits have always encountered vic enr oppcsition from nediocre minds' - Abert Einstein
Emerging Issues at NC State University, is being sent to policy makers, business leaders and university officials around the state and the nation. The report aims to help these leaders develop new ways of thinking about innovation, technology and
:=LJSt::)rn designe:::i le.~er5t-ip prcgrcrns. fo r exe:..Jtives,
prof.essionc_s and entrepreneur~
creativity and the role they play in the state's economy. Developed out of the 2003 Emerging Issues Forum, key points of the report include:
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• State government needs the capacity for ongoing, independent assessments
\;xi'H TEH : AC
A.:S•~''-PTES
:fe velop<n_~
of alternative economic development
- ~ --
ezdo-;, d ~oo lK ar'tnc:•
strategies. • Private sector leaders, especially those from the new economy, must shoulder greater responsibility for helping set strategic priorities for the state.
WE FILL TEMPORARY, TEMP-TOA D DiRECT HlRE OSJTIONS.
RE,
• Universities can further contribute to job growth by bolstering collaboration among their technology transfer and economic development offices. • Regional economic development can be strengthened significantly by a clearer niche-strategy, especially with regard to science and technology investments. • Rural and inner city economic development can be enhanced considerably by focusing on seeding small , indigenous businesses. A "think and do" tank, the Institute for Emerging Issues is committed to helping government, business, and non profits makes sense of the future. It identifies emerging trends in North Carolina, sharpens public debate on their impact, proposes strategic responses , and stimulates action by the public and private sectors.
greater charlotte biz
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47
IM.f.'_EMENTATIOr-1 • TRAINING CENTER • SUPPORT •
SE ~;: \I'ICES
AccuPointe Professional Accounting Syst9rrs
[ bizdigest..~-----~ North Carolina Ranks ll thin High-Speed Internet Subscriptions Based on a recent Federal
u
ATED
SY S T E M S
&
CONSULT INC
Communications Commission report on high-speed services for Internet access, the number of North Carolinians who
Complete Service Management Software
subscribe
to
high-speed Internet
increased more than ten-fold from December 1999 to December 2002. The jump from 57 ,881
to
594,039 users
resulted in the state being ranked I I th nationally in number of subscribers
to
high-speed Internet access . With 57,881 users in December 1999, the state ranked 16th nationally, when compared to the other states contributing data for the study. The I I th place ranking as of December 2002 means North Carolina has jumped ahead of five states in three years. North Carolina's progress is due in
WHO DO YOU CALL? Are your salaries competitive?
part to effo r ts by the Rural Internet Access Authority and the e-NC Initiative to connect all North Carolinians to the Internet and a better future . Gov. Easley recently signed a bill continuing the work of the Rural Internet Access Authority through 2006. The bill renames the organization the e-
• - - e best re sour~e f:Jr Charlotte re] ional co1pensati: n daca • C.:-1ers sa l::ry cats -'or over 290 b=nch11ark. po ~ i ~iom: \"tth 230 CIXllJ:anieE • Av~ rs g e/Weigh :e] Ave"age/ Pe ~cEntile /Pay Rsnge Statistics • In : Jstry, cci..Jn!1' ar d cJmpany size treak:cuts
NC Authority. To date, the authority's efforts to connect residents and businesses to the Internet have focused on rural areas . A recent survey of North Carolina businesses found that 81 .3 percent of businesses with computers in the most rural
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counties - those without a population center of I 0,000 people - were connected to the Internet - making the two statistically comparable. In North Carolina then, both rural and urban Internet users are taking the Internet at the same rate.
48
:::clo:;er 2003
greater charlotte biz
Privately Held Companies and Nonprofit Organizations Comply with the¡Sarbanes-Oxley Act According to AMA Study Since the passage of the Sarbanes-Oxley Act of 2002, many publicly traded companies have revised their financial reporting and accounting practices and
Assu
â&#x20AC;˘
updated their codes of ethics . Although they are not directly affected by the new legislation , some privately held firms and nonprofit organizations are taking steps to avoid any of the ethical dilemmas that have recently plagued a number of publicly traded companies . According to an American Management Association (AMA) survey, 33 percent of the public companies have hired or appointed a chief governance officer, compared to 3 I percent of the nonprofit organizations and 12 percent of the private firms . And 54 percent of
Change One Element OJ Surgery And You Can Have A CJmpleteJy Different Outcome.
the public compan ies have offered briefing for their senior managers on corporate governance issues, compared to 42 percent of the nonprofit organizations and 28 percent of the private firms . According to AMA 's survey, 79 percent of respondents from the public companies said their corporations had updated and promulgated their code of
Advances in the skills of anesthesiologists, state-of-the-art monitoring technology and new medications have made surgical anesthesia incredibly safe. But safety can never be assumed. That's why the 50 ? hysicians with Southeast Anesthesiology Consultants are dedicated to staying abreast of the latest advancements in t.kir field. Many of our physicians have completed fellowship raining in sub- specialty areas of anesthesia,
ethics, compared to 54 percent of the
ranging from cardiac care to pediatrics. 'When it comes to patient safety and comfort, the physicians of Southeast Anesthesiology
nonprofit organizations and 37 percent
Consultants never asrume anything.
of the private firms. And 56 percent of respondents from the public companies said the corporate governance and ethical policies have been posted on their company's Web site , compared to 33 percent from nonprofit organizations and 14 percent from the private firms .
Southeast Anesthesiology Consultants We assure safety. We administer comfort.
greater charlotte biz
october 2003 49
More Companies Have Crisis Management Plans American Management Association Survey Shows More companies have crisis management
And 39% said that key personnel across all
plans in place today than they did at this
business lines have been trained in cr isis
time last year, an American Management
management skills, compared to 29% last
Association (AMA) survey shows.According
year.
to the results , 64% of executives said their
AMA's survey also shows that execu-
companies have a crisis management team
tives have a high level of concern for evacu-
compared to 54% last year, while 42% have
ation planning (34%), employee screening
conducted crisis drills or simulations, up
(30%), cyber threats (28%), workplace vic-
from 39% in 2002.
lence (26%), travel safety (23 %) and haz-
The survey also shows that more com-
ardous material/mailroom safety (20%).
panies have ongoing and back-up communi-
More companies believe they are better
cations plans with senior management
prepared to handle natural disasters (65 %),
(84%), employees (81 %), emergency respon-
technology failures or loss of data (64%),
dents (64%) and media (40%), than they do
workplace violence/unethical behavior of
with insurance carriers (33 %), regulatory
employees (57%), industrial accidents/fatali-
bodies (32%), contractors (3 I%), legal enti-
ties (50%), disturbances such as terrorism
ties (27%) or family members (26%).
or political unrest (45 %), compared to crime
More than a third of respondents (38%)
(35 %), major fraud (28%), death of senior
said that their companies offer formal train-
executive (28%) o r malicious rumor/slander
ing on security issues, up from 35% in 2002.
(I I%).
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october 2 0 03
greater ::1-c.rl::>tte biz
Queen's University of Charlotte jumped two spots to No. 18 in its category on U.S. News & World Report's 2004 list of Best American Colleges. The new rankings mark the eighth consecutive year that Queens University of Charlotte has been ranked in the top tier of schools in the South in the "Best Universities - Master's" category. U.S. News & World Report also ranked Queens University of Charlotte No. I 0 on its list of " Best Value" schools in the South in the " Best Universities Master's" category. This is also the eighth consecutive year that the school has earned " Best Value" recogn ition . The full-time MBA program at
Wake Forest University's Babcock Graduate School of Management has been ranked No. 42 in the world in the third annual survey of graduate business schools conducted by America Economia, a business magazine which is published in Spanish and Portuguese and circulated throughout Latin America. Wake Forest's MBA programs appear consistently among the top schools in the national and international rankings, including surveys by Business Week , the Financial Times of London, U.S. News & World Report and The Wall Street journal.
Charlotte Tractor has been named as the number one construction equipment dealer for Kubota in the United States for 2002. The John Deere Worldwide Commercial & Consumer Equipment Division, based in Cary, N.C., was recently honored by the Professional Engineers of North Carolina (PEN C). Two of the company's commercial mowers were selected as Mega Company recipients of the Governor's New Product Award at PENC's 2003 Annual Meeting.
Incite Communications, a regional marketing and advertising firm , and Carolina Pad & Paper, a paper products manufacturer, have won the Chamber's C.C. Cameron Business Involvement in Education Award for their donations of time and supplies to Classroom Central, a free store for area teachers which is stocked by Charlotte businesses. Daniel S. Fogel has joined Wake
Forest University's Babcock Graduate School of Management as the assistant dean and dean of Charlotte MBA programs and executive professor of strategy. He is based at Wake Forest MBA's Charlotte campus
in the city's SouthPark area. Fogel is responsible for the university's evening and Saturday MBA programs at the university's Charlotte campus. Fogel also will be responsible for nondegree executive education programs offered through the Charlotte campus starting in January 2004. The NBA Charlotte Bobcats have announced their new executive team which includes Charlotte Sting general manager Bernie Bickerstaff, vice president of basketball administration Karl Hicks, executive vice president of administration Colleen Millsap, executive vice president of arena development, operations and entertainment Barry Silberman, executive vice president and chief financial officer Peter Smul, vice president of ticket sales and service/Charlotte Sting senior vice president of business operations Steve Swetoha, executive vice president of business operations Tom Ward and executive vice president of corporate affairs Chris Weiller. "This is as strong a team of executives as any in sports, and one that is as committed to the Charlotte community as it is to the Bobcats organization;· says EVP and CEO Ed Tapscott. " I'm proud to be surrounded by such a >-
"Our Business is Making r · ok Better." A family tradition for over 54 years committed to providing the best quality service and products in the industry. That was our philosophy then, and it still shows today.
e
aseof:
UnHorm Service, Inc.
704-865-6211 greater c h arlotte biz
P.O. Box 12632 • Gastonia, NC 28053 Fax: 704-865-6213 •1-8()()-452·4508 www.sunshlneuniform.com
·Industrial Uniforms • Executive Uniforms • Entrance Mats • Custom Logo Mats • Linen Products • Restroom Supplies ·Custom Corporate Apparel ·Custom Embroidery • First Aid Delivery Service • Basic First Aid, CPR and AED Training
october 2003 51
smart and hardworking group.They combine intelligence, experience and diversity, with a work ethic that is unparalleled." First Charter has announced the promotion of Jeff Mylton to the position of senior vice president and senior commercial relationship officer. Perkins & Will was recently ranked 2nd internationally in the 27th annual survey of global designers by Building Design & Construction. Robbie Lowrance, former executive vice president for RNS International, has joined Merit Properties of Charlotte as associate broker. The accounting firm of Vance Flouhouse & Garges, PLLC is pleased to announce their merger with the Charlotte office of Pierce , Harrell & Co. Bill Harrell joins Vance Flouhouse & Garges as the newest partner. Compass Career Management Solutions, an international outplacement/career transition consulting firm , was selected by Procter and Gamble to assist with its Greensboro, N .C. ,
downsizing. The Park Hotel has hired Jodie Black as senior sales manager; Black had previously been regional director of sales for NASCAR Silicon Motor Speedway and director of marketing and membership development for the PGA's Tour Tournament Players Club at Piper Glen. Diamonds Direct has opened a new diamonds salon across from the main entrance to SouthPark Mall at 4521 Sharon Road. Paul Sutter has joined Lodestone Digital (formerly lnteractiveFun!) as director of sales. 89.9 WDAV, the classical music station licensed to Davidson College, has announced the appointment of three new members to the Advisory Board:Mark Erwin , Polly Hollis and Elizabeth Nesbit Miller. Bethany Blankemeyer has joined Stark & Associates, Inc. , a business-tobusiness public relations firm as account coordinator. Gordon A. Young has joined the Charlotte office of Mercer Human
Resource Consulting as leader of the office's retirement practice. The staff of the Charlotte office of Century 21 Commercial has joined Coldwell Banker Commercial MECA. This includes Century 21 Commercial Charlotte principal broker Eddie Blanton, CCIM , as well as brokers Phil Davis, Chris Sheppard and Troy A. Legge and Jennifer Bohannon. Deloitte & Touche, LLP has admitted Jeff Kirkland and John Seabrook to the partnership. Cogdell Spencer Adviso rs, a healthcare real estate organization , has hired Lesley Lynton as executive assistant. Lisa Marie Schneider,Au. D. IV has joined the Charlotte Audiology team. Re/Max Executive Realty has announced that JoAnn Doyle, Jonathan Hopkins, Patrick Waddell, and Suzanne Wharton have joined the firm. Greg Jones has been promoted to project manager within the Residential Team and Tracy Sagehorn has been promoted to marketing assistant at ColeJenest & Stone, P.A. i
The R.L. Bryan Company Serving the needs of South Carolina since 1844
Corporate Printing • Office Furniture • Interior Design Children's Bookstore for Teachers www.rlbryan.com • 52
october 2003
1. . 800 . . 4 7 6 . . 1844 greater charlotte biz
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