Greater Charlotte Biz 2008.12 by CLT.biz & Charlotte Biz & Greater Charlotte Biz

Ferguson Stein Chambers

•

Argand Energy

•

Johnson C. Smith University

• Windsor Run by Erickson

december 2008

Confidence

Restoring

United Way Leaders Repair Image, Wrestle Economy

5601 77 Center Dr., Ste. 250, Charlotte, N.C. 28217

CHANGE SERVICE REQUESTED

PRSRT STD U.S. Postage PAID Permit No. 505 Charlotte, NC

(l to r) Mac Everett Interim President and CEO Carlos Evans Chairman United Way of Central Carolinas, Inc.

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p u r s u i n g a b a l a n c e o f b u s i n e s s a n d l i fe

www.belkcollege.uncc.edu december 2008

in this issue

United Way of Central Carolinas Regaining public confidence is where Carlos Evans sees United Way of Central Carolinas by this time next year. Meanwhile, Mac Everett, interim president and CEO, wrestles with a double whammy spawned by an executive pay controversy and a tanking economy. Both Everett and Evans are determined to succeed.

Ferguson Stein Chambers Sixties Charlotte struggled to remedy racial separation that permeated the South. In the black community, perhaps no one strived harder for change than Julius Chambers and the attorneys he assembled in his civil rights law practice.

16 greenbiz

Argand Energy Solutions Co-founders Erik Lensch and Chris Salmon share a commitment to solar energy and work to ensure a better quality of life for future generations through the deployment of clean, reliable, and sustainable energy solutions.

Johnson C. Smith University Making a commitment to take the university from good to great on the higher educational landscape, President Ronald Carter is eager to lead the school on its path to becoming a nationally recognized premier independent urban university.

december 2008

cover story

Windsor Run by Erickson As the twenty-second addition to the Erickson family of retirement communities and the first of their communities in the Carolinas, Windsor Run boasts a full-service, maintenance-free campus with climate-controlled walkway and loads of amenities for its residents.

departments publisher’spost

workforcebiz

employersbiz

Work Force Training and Development Legislative and Regulatory Highlights for Area Employers

bizXperts

greenbiz

biznetwork

bizbits

ontop

Smart Salvos, Select Strategies and Succinct Solutions Promoting Environmental Sustainability

on the cover:

Ferguson Stein Chambers

•

Argand Energy

•

Johnson C. Smith University

• Windsor Run by Erickson

december 2008

(l to r) Mac Everett Interim President and CEO Carlos Evans Chairman United Way of Central Carolinas, Inc.

Restoring

Confidence United Way Leaders Repair Image, Wrestle Economy

Photography by Wayne Morris

(l to r) Mac Everett Interim President and CEO Carlos Evans Chairman United Way of Central Carolinas, Inc.

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p u r s u i n g a b a l a n c e o f b u s i n e s s a n d l i fe

december 2008

[publisher’spost] Hopeful and Fearful Since the election of President-elect Barack Obama, I have been struck by the disparate reactions that range from elation and jubilation on one side of the political spectrum, to downright fear and anxiety on the other. I don’t recall such strident sentiments evoked during previous presidential turnovers. Certainly, the election of an African-American is an historic event to be noted and commemorated, but he was not elected because he is African-American. As a political junkie, I watch campaigns and elections intently and seek to understand the strengths and weaknesses of candidates, wondering about their capacity to bring about change and how they will impact the American public. While every president is elected with great expectations, few deliver meaningful and lasting changes consistent with their campaign promises. The transition from candidate to elected official is a metamorphosis that moves a person from outside the “system of government” to the inside, where they must step up and perform alongside new players with their own interests. With our governmental system of checks and balances, change is not given, nor easy nor simple. During my tenure in Washington, D.C., I had the privilege of observing the transition from Reagan to Bush and from Bush to Clinton. Turning over the reins of government was relatively smooth and seamless without much rancor and drama from both administrations. Bush (41) was a Republican succeeding two-term Reagan, another Republican. His misfortune was facing an entrenched Democratic Congress that had been fighting with Reagan for eight years. All they could do was to use their power of veto to keep a balance in government. Bush was driven from his “no new taxes” pledge in the middle of his first term and lost his re-election. Clinton succeeded Bush (41) and had great expectations for his agenda even though he was elected with less than half of the popular vote. He thought that a Democratic presidency and a Democratic majority in the Congress could deliver on campaign promises. To his dismay, the entrenched Democratic Congress thought they knew more about public policy-making than the young new president. Together, they failed to perform to the satisfaction of the public and the House of Representatives turned to a Republican majority only two years into the Clinton administration. Over eight years, Clinton and Congress reached agreement on welfare reform and balancing the federal budget, but little else. President-elect Obama will enter the White House with a majority of the popular vote and with substantial Democratic majorities in the House and the Senate. Many of those newly elected officials rode on the success of the Obama campaign. There is an expectation that our new president will have a Congress much more amenable to supporting his campaign promises than many previously elected presidents. Following Bush (43) who also had the benefit of a Congress with a majority of members from his own party when he was first elected, President-elect Obama has already announced his ambitions to undo many of the changes that were delivered by Bush and the Republican Congress. In our current economic state of volatility with all the evidence of a recession, a concomitant decline in manufacturing and consumer spending, as well as our recent experience with the banking crisis and the foreclosure of homes, we all have hopes that the new administration will perform on the campaign pledge to produce “change we can believe in.” At the same time, we are also fearful of the unknown and we do not want our world, our country or our lives to fall in to despair. I guess the range of emotions is justified after all. We will simply have to wait to see how President Obama performs. As a nation, we need our economy to turn upward. We need jobs to be created. We need the opportunity for wealth creation. We are watching and hopeful; we are anxious and fearful. We are in this together. We are Americans who have met crises before and successfully navigated our way through with notable results. Starting out with a positive outlook and openness of mind is a good approach. biz

december 2008

704-676-5850

December 2008 Volume 9 • Issue 12 Publisher John Paul Galles x102 jgalles@greatercharlottebiz.com

Associate Publisher/Editor Maryl A. Lane x104 maryl.a.lane@greatercharlottebiz.com

Creative Director Trevor Adams x103 tadams@greatercharlottebiz.com

Editorial & Sales Assistant Janet Kropinak x109 jkropinak@greatercharlottebiz.com

Account Executives All Advertising Inquiries x106 sales@greatercharlottebiz.com Marsha Bradford Sandra Ledbetter Dave Cartwright Bradley Jackson

Contributing Writers Ellison Clary Brandee Dishner Janet Kropinak

Contributing Photographers Janet Kropinak Wayne Morris Galles Communications Group, Inc. 5601 77 Center Drive • Suite 250 Charlotte, NC 28217-0737 704-676-5850 Phone • 704-676-5853 Fax www.greatercharlottebiz.com • Press releases and other news-related information: editor@greatercharlottebiz.com. • Editorial: maryl.a.lane@greatercharlottebiz.com. • Advertising: jgalles@greatercharlottebiz.com. • Subscription inquiries or change of address: subscriptions@greatercharlottebiz.com. • Other inquiries: please call or fax at the numbers above or visit our Web site www.greatercharlottebiz.com. © Copyright 2008 by Galles Communications Group, Inc. All rights reserved. The information contained herein has been obtained from sources believed to be reliable. However, Galles Communications Group, Inc. makes no warranty to the accuracy or reliability of this information. Products named in these pages are trade names or trademarks of their respective companies. Views expressed herein are not necessarily those of Greater Charlotte Biz or Galles Communications Group, Inc. No part of this publication may be reproduced or transmitted in any form or by any means without written permission from the publisher. For reprints call 704-676-5850 x102. Greater Charlotte Biz (ISSN 1554-6551) is published monthly by Galles Communications Group, Inc., 5601 77 Center Dr., Ste. 250, Charlotte, NC 28217-0737. Telephone: 704-676-5850. Fax: 704-676-5853. Subscription rate is $24 for one year. POSTMASTER: Send address changes to Greater Charlotte Biz, 5601 77 Center Dr., Ste. 250, Charlotte, NC 28217-0737.

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North Carolina Ranked #1 Top Business Climate for seven of the last eight years.*

POYNER SPRUILL is helping businesses across the state shape the future of North Carolinaâ&#x20AC;&#x2122;s economy.

Source: Site Selection Magazineâ&#x20AC;&#x2122;s U.S. Business Climate Ranking, November 2008

p u r s u i n g a b a l a n c e o f b u s i n e s s a n d l i fe

december 2008

M A N U F A C T U R I N G

L E A D E R S ’

A C A D E M Y

Whowill lead? What if 50% of your workforce was gone tomorrow? The Charlotte region has always been a leader in the manufacturing sector but a shortage of qualified leaders may impact this essential industry in the future. According to the Centralina Economic Development Commission (CEDC), the manufacturing industry could face a labor crisis as 50% of the skilled workers begin to retire in the next six years. The future of the region’s manufacturing industries will depend on the willingness and ability of the current manufacturing firms to invest in the next generation of manufacturing leaders. Employers who are ready to commit to their business and the future of the industry will soon have new resources to help them get there. CPCC’s Manufacturing Leaders Academy will launch in January 2009 with the goal of developing tomorrow’s manufacturing leaders by equipping them with the essential combination of leadership and process improvement skills. The Academy runs from January 14 – June 3rd on the CPCC Harris Campus and space is limited! Search us online for more information on this innovative new program for manufacturing firms.

CPCC Corporate Learning Services, call 704.330.4660 or visit http://cce.cpcc.edu/mla 6

december 2008

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Work Force Training and Development

[workforcebiz]

Preparing tomorrow’s leaders today New initiative to help address national work force crisis

he nation’s manufacturing industries will soon experience a critical shortage of qualified leaders. In Industry Week’s “Small Steps Make a Huge Difference When Promoting Manufacturing Careers” (Aug. 18, 2008), the statistics are echoed nationwide: “With half

of the nation’s 14 million manufacturing workers nearing retirement, 90 percent of America’s manufacturers say they are struggling to find qualified workers.” Indeed, the Centralina Economic Development Commission reports that up to 50 percent of skilled manufacturing workers will be eligible to retire in the next six years. With more than 167,000 workers employed in its manufacturing sector, Charlotte will most certainly feel the impact as generations of employees with immeasurable knowledge and skills leave the businesses they have built. The ability of the region’s manufacturing firms to remain competitive will depend on how quickly those businesses can prepare the “next generation” of manufacturing leaders. The manufacturing industry must respond both quickly and strategically; with broad vision and specific focus. Employers who emerge from the storm with a stronger labor force and more skilled leaders will be those who invest in their employees today by equipping them with the necessary leadership and specific technical skills alike. To help the Queen City’s manufacturing sector remain competitive in a growing global market, Central Piedmont Community College (CPCC) is launching the Manufacturing Leaders’ Academy (MLA) in January 2009. This initiative will enable businesses to address

broad leadership competencies and specific business skills essential for tomorrow’s manufacturing leaders. According to Bill Dillon, CPCC associate dean and former plant manager at Moen, the MLA program targets the sweet spot for many manufacturing companies. “The launch of this program is timely for manufacturing plants and facilities who have spent years looking at ways to increase productivity and streamline processes, and who are now shifting their focus to developing the next generation of managers and leaders,” he comments. “The MLA program preserves the essence of process improvement strategies while equipping tomorrow’s leaders with the people skills they will need to lead a new generation of manufacturing employee.”

Today's CEOs and top businesses know that in order to remain viable in today's marketplace, they must consider ways to remain competitive in products, processes, and through their people. The MLA program is designed to help businesses in the manufacturing sector achieve all three by producing the next generation of manufacturing leader, with the management, problem solving and communication skills necessary to achieve personal and professional success. Today’s top executives say that developing their current and future leaders is one of their greatest challenges. “Strong leadership is the backbone of an organization. Leaders create the vision, support the strategies, and are the catalyst for developing the individual bench strength to

p u r s u i n g a b a l a n c e o f b u s i n e s s a n d l i fe

move the organization forward...Developing leaders to their full potential remains one of the great challenges for organizations today.” So says the Critical Leadership Skills report by The Ken Blanchard Companies. According to the report, 1,400 leaders, managers, and executives evaluated the most critical leadership skills as: !"Communication/listening:

43% management skills: 17% !"Emotional intelligence and empathy: 15% !"Values and integrity: 8% !"Vision: 6% !"Empowerment: 6% !"Effective

Using research conducted by lead agencies throughout the U.S., CPCC has customized the Manufacturing Leaders Academy curriculum to address the leadership areas most preferred by organizations, and then tailored leadership development to the issues facing manufacturers. Participants in the 22-week program will explore a variety of areas that span leadership and management topics side by side with knowledge and content from the process improvement portfolio. Employees who complete the MLA curriculum will be better prepared to effectively lead work teams and enhance business processes within their organization. According to the program’s director, Mona Rabon, “Our goal is to help Charlotte’s manufacturing employers navigate through the labor crisis with ease and emerge with highly competent and confident leaders.” Employers who are interested in learning more about the Manufacturing Leaders Academy are encouraged to contact CPCC’s Corporate Learning team to discuss options for enrolling identified employees. Call 704330-4660 or visit http://cce.cpcc.edu/MLA for more information. biz This section is intended to highlight work force training and development programs and initiatives delivered by community colleges within the Charlotte region. Community colleges are invited to submit substantive content ideas to editor@ greatercharlottebiz.com.

december 2008

[employersbiz]

Legislative and Regulatory Highlights for Area Employers

TOP 5 LEGAL TIPS FOR EMPLOYERS CONDUCTING LAYOFFS IN CURRENT ECONOMY There’s truth in the statement, “When people are employed and happy, they sue less.” Unfortunately, the current state of the economy has left many employers in the uncomfortable position of having to reduce their work force by engaging in group layoffs and other adverse employment actions, thereby prompting the inevitable flurry of lawsuits. Here are some top legal tips for avoiding lawsuits from former employees: »1. Provide outplacement services. Employers can go a long way toward increasing goodwill with just-released employees by offering to help them find alternative work. Providing some type of outplacement assistance can do more than keep things amicable among former employees and minimize the risk of future litigation; it can also alleviate fears among current employees who may be worried about their own job security. »2. Comply with WARN Act notification requirements. Many employers aren’t familiar with the federal WARN

Act, which requires covered employers to give 60 days’ advance notice before ordering a plant closing or mass layoff that will affect a substantial number of workers. Covered employers generally include those with at least 100 full-time employees. There are severe monetary sanctions for failing to comply with the requirements of WARN.

reasons, closing the door on potential lawsuits stemming from claims of retaliation. There is also a risk with a layoff that the employees will be prompted to pursue other claims such as class actions for wage and hour violations seeking, for example, payment of unpaid overtime or compensation for meal and rest period violations.

»3. Avoid discriminatory layoffs. It is important to review decisions about who will be laid off, and who will be retained, to avoid claims of discrimination in the layoff selection process. This includes a review of the impact of the layoff on employees in certain age, gender, racial, ethnic and other protected categories, as well as making sure that the company has a cogent business justification for its determinations as to who will be included in the layoff, and who will not.

»5. Be careful laying off older workers. The federal Older Workers’ Benefit Protection Act places certain important restrictions on separation agreements or severance packages involving employees who are 40 or more years old, including those involved in group layoffs (defined broadly to include layoffs of two or more employees at one time). To ensure that a layoff does not violate this act, employers should consult with an employment law attorney to make sure they have the proper language for any agreements with laid off employees over 40. This includes a required chart listing ages and positions within the affected department of the company noting those included and not included in the layoff. (CCH Online)

»4. Analyze potential for retaliation and other claims. A careful review by human resources and legal counsel will help to ensure that any decision to lay off staff will be supported by legitimate business

IRS Cost of Living Adjustments The Internal Revenue Service (IRS) has just announced a number of cost-of-living adjustments related to retirement plans that will be effective in 2009. Here are some of the highlights: #The annual limit on elective deferrals to Section 401(k) plans, 403(b) plans, and Section 457 plans will increase from $15,500 to $16,500. The annual limit for “catch-up” contributions for individuals age 50 and over for these plans will increase from $5,000 to $5,500. For SIMPLE 401(k) or IRA accounts, the annual limit will remain at $2,500. #The minimum compensation that will require a simplified employee pension (SEP) contribution will increase from $500 to $550, and the annual limit for salary reductions under a SIMPLE retirement plan will increase from $10,500 to $11,500.

december 2008

#The IRS has provided additional guidance about who is a “highly compensated” employee and who is a “key employee”. #There are several adjustments for Health Savings Accounts (HSAs), transportation fringe benefits, and long term care insurance premiums. #Also, the maximum compensation for determining the Social Security wage base will increase from $102,000 to $106,800 (which means deductions for Social Security will stop once this income level is reached). For full details about these changes, visit: www.irs.gov/ newsroom/article/0,,id=187825,00.html. This bulletin discusses personal taxes and exemptions/deductions and at the bottom of the article, click on IR-2008-118, and it will provide details about the information listed above. (Internal Revenue Service)

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Legislative and Regulatory Highlights for Area Employers

%"Generations

[employersbiz]

and Total Rewards

If you are an HR professional or a business owner you know the many trials and tribulations of having four generations in the work force. They just don’t seem to play well together because they value and expect very different things. These issues cause friction, decrease productivity and increase turnover. It is not work relationships alone that are affected by generational issues. Your organization’s ability to gain and retain a quality work force is based in part on its total rewards and, in this area, each generation’s desires vary greatly. Let’s examine the generational differences in terms of Traditionalists, Boomers, Gen X, and Gen Y. A reward system built on the Traditionalists’ view of “work now and benefit later” simply won’t do for Boomers who are already planning their retirement and need help. It also won’t work for Gen X who are more in-the-moment and respond to theater tickets or gift certificates. It certainly holds no appeal for Gen Y who value partnerships and immediate interpersonal relationships. The question becomes, “How do we create a total rewards package that addresses the value of four generations?” The answer is to analyze the commonalities and make sure you have them in place. Then you can address the differences. One common area of concern and value for all generations is development and training. The Traditionalists are more likely to stay with a company if they feel their value and expertise is appreciated and utilized. The Boomers are recognizing the need to re-design themselves. They frequently look for the company to help grow into another position. Gen X values skill development. They see the world as versatile and flexible and believe the more and varied their skill sets, the more marketable and valuable they will be to employers. Finally, Gen Y simply values a challenging environment where learning is expected,

encouraged and assisted; even if it doesn’t directly relate to their position. It’s time for a new approach that includes all four generations’ development needs. $Consider utilizing the knowledge and experience of the Traditionalists in designing training programs or as trainers. $ Use the Boomers to bring new ideas and skills into the organization. Send them to trainings that can help the organization, as well as the Boomer, prepare for the future. $ Implement cross-training to help Gen X feel they are becoming more competent and valuable. $ Use Gen Y to spearhead efforts to create a learning organization. Create multigenerational teams to generate training programs and curriculum. For instance, the Boomers could research new and useful ideas or skills. The Traditionalists could help modify them to the organization’s current functions, processes and culture and strategic plan. Gen X would benefit from helping to teach and implement the ideas and Gen Y could bring their technosavvy to bear on training materials and methods. By incorporating these ideas everyone benefits and is part of the organization. Equally important, the organization benefits from less generational friction, better trained and more flexible staff, increased production and growth, and an increased reputation for being on the cutting edge of total rewards. (EA Facts) The Employers Association provides comprehensive human resources and training services to a membership of over 865 companies in the greater Charlotte region. For more information, please call Laura Hampton at 704-522-8011 or visit www.employersassoc.com.

24 Years In Business

p u r s u i n g a b a l a n c e o f b u s i n e s s a n d l i fe

december 2008

[bizXperts]

Smart Salvos, Select Strategies and Succinct Solutions

how to properly prepare for the unexpected Meet Adam and Andrea, a couple driving down life’s highway. They live in a quaint four-bedroom bungalow in south Charlotte. Adam is a senior vice president at a large international bank. Andrea, when not shuttling their three children to school, gymnastics, or oboe lessons, fashions herself as an amateur Donald Trump. Over the years, the couple has purchased and sold numerous investment properties, often making a profit. Their current real estate investments include two rental properties, a cabin in Asheville and a beach house in Wilmington. The couple has $87,000 in equity in their home and own two cars. Adam has a significant life insurance policy and the couple has several well-funded retirement accounts. Adam and Andrea have also established 529 plans for each of their three children. To the world, it appears that Adam and Andrea are well on their way. Unfortunately, while Adam and Andrea were speeding along, they never stopped to prepare for those times when their journey would be slowed by an unexpected turn in the road. It wasn’t that Adam and Andrea were lazy. The couple spent considerable time and money on their careers, investments, and accumulating wealth. However, they spent no time or money on protecting that wealth. They failed to create a comprehensive Asset Protection Plan, assuming their fortune would continue on cruise control. It never does. Over the last several years, the CEO at Adam’s bank developed a penchant for polo, dry martinis, and credit default swaps. Recently, it was announced that Adam’s company will be purchased for pennies on the dollar by another bank. Adam will suffer a significant pay cut. Preoccupied with the bad news, Adam, driving his bright yellow second-generation Hummer, crashed into Al, the driver of an electric powered hatchback. When Adam reached into his glove compartment to provide proof of insurance, all he found was the past due auto insurance bill. Inconveniently, Al, an avid environmentalist, refused to discuss an immediate settlement for the damage to his car and insisted on filing a lawsuit to expose the truth. When Adam arrived home that night, he found Andrea reading about the free fall in the real estate market. The couple decided to have their rental properties appraised. Although they discovered the cabin had appreciated, the beach house was underwater. Thinking his day couldn’t get any worse, Adam opened two letters sitting on his desk. The first, from a lawyer, recounted the sad tale of Ilene, who broke her ankle when she tripped over the couple’s giant fish statue in the foyer of the cabin. The second letter was from the family who sweated out the week of July fourth when the

december 2008

air conditioner at the beach house died and were demanding their money back. Wanting to quickly move past these obstacles, Adam and Andrea spoke with Jack, a friend of a friend, who fashioned himself an expert at avoiding life’s little hassles. Jack suggested Adam and Andrea follow his patented four-step plan. First, put all Bob Wishart their money in a revocable trust for the benefit of their children; second, simply walk away from the lawsuits and their mortgages on the rental properties; third, keep insurance premiums on their home low, fail to report the incidents at the rental properties; and fourth, if the above were not enough, declare bankruptcy to make all their debts disappear. Adam and Andrea almost followed Jack’s advice, which would have been a big mistake! Jack’s patented four-step plan would have been, at best, ineffectual and, at worst, even more costly for Adam and Andrea. By waiting so late to seek help, Adam and Andrea had limited options for asset protection other than minimizing the damage already done and ensuring no further damage. However, with a little planning and understanding of the protections offered by forming and holding assets in corporate entities, the role and requirements of insurance, the differences between types of trusts, the obligations of a property owner for the shortfall between a property’s value and the mortgage on the property, the personal exposure one faces from a judgment, and the complexities of bankruptcy, Adam and Andrea could have ensured their trip down life’s highway was interrupted by only speed bumps rather than detours that left them looking up from the bottom of a ditch. In this column next month, we will discuss what Adam and Andrea should have done, and more importantly what they could have done to protect themselves before any one of the parade of horribles had occurred. The best advice they could have received was that the earlier the intervention by those with the proper expertise, the smoother the ride. Bob Wishart is a founding partner and head of litigation of Wishart, Norris, Henninger & Pittman, P.A., a law firm which focuses on helping business owners define and achieve their business and personal objectives. Contact him at 704-364-0010 or visit www.wnhplaw.com.

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Smart Salvos, Select Strategies and Succinct Solutions

[bizXperts]

intentional leadership 106: 360 degree feedback As a business owner or executive, you may think you have an intuitive sense of how things are going with your business. You may even think you have a pretty good idea of how you rate as a leader. Here is an inconvenient truth: chances are—you don’t. Many leaders are surprised to hear this, some even take offense. But it’s not personal—it is simply that as the decision-maker, you are also “the boss.” You may be a great leader, and you may think you are doing a great job. The problem is, if you aren’t, most people won’t tell you. The reality is that people are often concerned with their own survival, and this means protecting a ‘cordial’ relationship with the person who signs their paychecks. When employees start tiptoeing around their leadership, valuable data—to identify opportunities, take corrective measures, or implement effectively—gets stuck. What’s more, communication suffers, misunderstandings occur, and people become more concerned with protecting their job or status than bringing value to the company. As a leader busy managing the day-to-day tasks of running a company, it is surprisingly easy to become out-of-synch or excluded from knowing what is really going on. The good news is that you can get a reliable reading on your organization. And, as a leader you can start by soliciting

candid, constructive and honest feedback on your performance from the people who interact with you most. By leading the way, you immediately open the channels for valuable information, demonstrate that your employees can trust the process, and set a standard for the rest of your team. A highly effective way to get the information Mike Whitehead you need is to conduct 360 degree assessments. A “360” is a process of gathering data from your associates, peers, and direct reports to gauge strengths and weaknesses in areas such as: managing people, direction setting, integrity and trust, listening ability, leadership ability, communication, empowerment, strategic vision, and decision making—just to name a few. It takes courage to institute a regular feedback mechanism such as a 360. Many folks squirm when it comes to hearing how others perceive us to be. But remember this: people behave with you based on how they perceive you, not as you are. Go ahead and take the leap. Create an organizational culture where constructive feedback is the norm, not the exception. And have it start at the top with you. Mike Whitehead is president of Whitehead Associates Inc., a consulting firm specializing in leadership and culture development, and founder of The Center for Intentional Leadership. Contact him at 704-366-5335 or visit www.whiteheadassociates.com.

new year’s resolutions for employers 2008 is coming to a close. We’ve made it through an election, dealt with the volatile stock market, and watched the financial bailout unfold. It’s been a tumultuous year. If these issues have distracted you from good business basics, consider this your reminder, and resolve to pay attention to these things in 2009. 1. Hire smart. Getting the right people requires a thorough process and time to work that process. If you need to hire, don’t wait so long that you have to rush the process. Putting the wrong person in a job is more painful than living with a vacant position for longer than you’d like. Use outside resources if necessary to help you manage a good hiring process. 2. Fire smart. Often employers say, “I should have fired him months ago,” after finally making the decision to let someone go. Firing someone is hard, but keeping unproductive people in your company punishes all the other employees on your team. Take care of business, even when it is difficult. Sometimes, giving the “gift of goodbye” is a gift for everyone. 3. Communicate. Employees are nervous in many industries. The constant news about the economy can cause sleepless nights and stress

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headaches. Don’t make them guess what’s going on in your company. Communicate. Even when the news isn’t great, it’s better that they hear it from you along with your plans to deal with the issues than for them to have to make up their own story, or to hear it from someone else. 4. Listen. During times of uncertainty, many people Denise Altman need to talk through issues to process them. Even if you’ve “already told them” what they are asking, take the time to listen to their worries and ideas and respond to them. Being heard means being valued. 5. Appreciate. When employees are working hard for your company, let them know you appreciate what they do. You don’t have to spend a lot of money to make this happen. A kind word and a pat on the back can go a long way. Management by exception isn’t a good rule—reward good employees in part by letting them know you notice their good work. Denise Altman is president of Altman Initiative Group, Inc., helping companies develop better hiring and employee management processes. Contact her at 704-315-9090 or visit www.altmaninitiative.com to request a copy of “Giving the Gift of Goodbye.”

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(l to r) James E. Ferguson II, Esq. Julius L. Chambers, Esq. Founding Partners Ferguson, Stein, Chambers, Gresham & Sumter, P.A.

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by ellison clary

[bizprofile]

!"#$%&'()$*+),* Charlotteâ&#x20AC;&#x2122;s Ferguson Stein Chambers et al. Have Made an Integral Difference

'60s

Sixties Charlotte struggled to remedy racial separation that permeated the South. Enlightened leaders were coming to grips with the push of African-Americans to realize constitutional rights in education and employment and voting. In the black community, perhaps no one strived harder for change than Julius Chambers and the attorneys he assembled in his civil rights law practice. Started as a solo practice, Ferguson, Stein, Chambers, Gresham & Sumter, P.A., as it is known today, was the first integrated law firm in North Carolina history. With fellow founding partners James E. Ferguson II and Adam Stein, along with lawyers from NAACP Legal Defense and Educational Fund (LDF), the firm successfully litigated a number of key cases before the Supreme Court of the United States that would help to shape evolving American civil rights laws, including the school busing decision in Swann v. Charlotte-Mecklenburg Board of Education (1971), and two important Title VII employment discrimination cases, Griggs v. Duke Power Co. (1971) and Albemarle Paper Co. v. Moody (1975). A Promising Start Growing up during the Jim Crow era in rural Montgomery County, Julius Chambers had seen firsthand the effects of discrimination in his fatherâ&#x20AC;&#x2122;s Mount Gilead garage when a white customer refused to pay a $2,000 repair bill on a truck and his father could not find a lawyer to file suit against him. Chambers has said that this experience made him resolved to pursue a career in law in order to help end segregation and racial discrimination. So, after graduating from high school in 1954 (the same month as the landmark Brown v. Board of Education ruling), he enrolled at North Carolina Central University. He was the president of the student body at NCCU and graduated summa cum laude with a B.A. in history in 1958. He then earned an M.A. in history from the University of Michigan. In 1959, Chambers entered law school at the University of North Carolina at Chapel Hill, where &

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1964: Julius Chambers opens law firm on East Trade Street in Charlotte, with help from the NAACP Legal Defense Fund and the Field Foundation. 1967: Chambers persuades James Ferguson to join his firm and the two soon add white attorneys Adam Stein and Jim Lanning, creating the state’s first integrated law practice. October 1970: Chambers argues Swann v. Charlotte-Mecklenburg Board of Education in the U.S. Supreme Court, the first of eight appearances before the high bench. In April 1971, the Court decides 9-0 in favor of Swann, a ruling that leads to busing to integrate the Charlotte-Mecklenburg Schools.

December 1970: Chambers argues Griggs v. Duke Power Company before the U.S. Supreme Court. In March 1971, the Supreme Court decides in favor of plaintiff Willie Griggs, who had brought an employment discrimination suit. July 1972: James Ferguson first defends the “Charlotte 3” in a civil rights-related burning of horse stables on Snee Farm. After years of legal battles, N.C. Governor Jim Hunt commutes the sentences of the three men in 1979. September 1972: Ferguson first defends the “Wilmington 10” in a race-related firebombing of a Wilmington grocery. Ultimately, in 1980, the U.S. Fourth Circuit Court of Appeals overturns the convictions and exonerates the

he became the first African-American editor-inchief of the law review and graduated first in his class in 1962. Chambers also became the first African-American to gain membership in the Order of the Golden Fleece, the university’s highest honorary society. He went on to earn his LL.M. from Columbia University Law School, also while serving as the first intern for the NAACP Legal Defense Fund (LDF) in New York, having been selected by the organization’s director-counsel at the time, Thurgood Marshall. In June 1964, Chambers returned to his home state and opened a law practice in a cold-water walk-up on East Trade Street in Charlotte. Chambers’ ambition was that it be a general practice law firm that would, among other things, provide legal services to the African-American community in a society that was mired in racial inequities and longheld prejudices. The Early Years Chambers got help from the LDF as well as The Field Foundation in the early years as he handled everything from criminal to personal injury cases. The revenue stream helped finance the civil rights efforts that were his reason for being. “We used to pride ourselves in doing noncivil rights work and getting paid so we could do civil rights work where we didn’t get paid,” Chambers chuckles as he reminisces with long-time partner James Ferguson about the early days. Ferguson summarizes the mission Chambers defined.

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“Wilmington 10.” 1980: Chambers argues and wins Moody v. Albemarle Paper Company before the U.S. Supreme Court. The case challenged job competency testing and a seniority system for advancement. 1984: Chambers departs the firm to become third director-counsel of the NAACP Legal Defense Fund in New York, following Thurgood Marshall and Jack Greenberg. 1992: Former Chambers partner Mel Watt is elected to North Carolina’s 12th Congressional District, created in redistricting after the 1990 census. Watt continues to hold the seat today. 1993: Chambers accepts position as chancellor of North Carolina Central University.

“It was to represent minorities who couldn’t get quality representation,” Ferguson says. “It was to try to bring about a society where people would be treated equal and have their rights respected by the government and everybody else. That remains the mission.” Ferguson, 66, was fresh from Columbia University Law School in 1967 when he joined Chambers. The two had met a year earlier at the New York City offices of the LDF. Chambers knew Ferguson also wanted to concentrate on civil rights, but didn’t understand why he planned to return to his hometown of Asheville. He invited Ferguson to spend an Easter weekend with him and wife Vivian. Before leaving Charlotte, Ferguson committed to join Chambers. It wasn’t long before Chambers also added white lawyers Adam Stein and Jim Lanning, creating the state’s first integrated law practice. Through his 43 years, Chambers, 72, has been known for his calm and quiet demeanor. “If you sit down and talk with people, you can accomplish much more than if you start off yelling and screaming,” he says simply. “I’ve seen it work in a lot of situations.” Chambers used his low-key, reasoned approach in arguing eight cases before the U.S. Supreme Court. He won them all. Among them was Swann v. Charlotte-Mecklenburg Board of Education. The ruling that busing could be used to integrate the CharlotteMecklenburg Schools helped shape modernday Charlotte. Darius Swann was a Presbyterian minister who had moved to Charlotte from missionary work in India to teach at Johnson C. Smith

1996: Chambers argues before the U.S. Supreme Court in Shaw v. Hunt, the landmark redistricting case related to the creation of North Carolina’s 12th Congressional District and one other to ensure equitable minority representation. 2001: Chambers retires as chancellor at N.C. Central, returns to Charlotte law firm he founded. He subsequently also takes the title of director of the Center for Civil Rights, a component of the University of North Carolina School of Law. 2004: Ferguson Stein firm presented with the Civil Rights Legacy Award by the Lawyers’ Committee for Civil Rights Under Law. 2008: Chambers awarded the first annual Mecklenburg County Bar Diversity Champion Award.

University. He and his wife thought integration had taken hold. They learned differently when the school system wanted son James to attend first grade at an all-black school farther from his home than a white elementary. “I think the first thing that struck us about Julius Chambers was that he was a very quiet person, not a lot of bombast,” Swann recalls. “But he is a tenacious person and very able. We grew to have absolute confidence in his ability.” Speaking in 1970 before the justices in the Swann case, Chambers admits he was excited, but he employed his typical soft-spoken demeanor. “I knew the importance of what we were trying to establish,” he recalls. “If a judge would say something I thought was wrong, I’d just talk instead of yelling.” The favorable ruling came in 1971, and it ultimately produced the busing for school integration that made Charlotte a model. Advancing Steadfastly Joe Moody of Roanoke Rapids presented Chambers an employment discrimination case in 1966 and Chambers got it to the Supreme Court in 1980. “It was amazing,” says Moody, who watched Chambers argue his case against Albemarle Paper Company before the high court. “He was so smooth and soft-spoken. And he knew what he was talking about.” Chambers remembers he was skeptical about winning because Moody was challenging job competence testing as well as a seniority system for advancement. But he prevailed. In 1995, Chambers argued a landmark

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redistricting issue before the Supreme Court. The justices affirmed two N.C. congressional districts redrawn to ensure equitable minority representation. One of those seats is held by U.S. Rep. Mel Watt of Charlotte, a member of the Chambers practice from 1971 until 1992 when he was elected to Congress from the newly created 12th District. Watt points to Griggs v. Duke Power, another Supreme Court win for Chambers. The justices ruled in 1971 that it was unconstitutional to require an employment test that was not job-related. That allowed blacks to advance from menial employment into myriad positions previously not open to them. “It changed the whole employment dynamic,” Watt says. It is not an overstatement, he adds, that Chambers’ victories changed life in America. To honor the contributions of Chambers, The Charlotte Post Foundation gave him its Luminary–Lifetime Achievement award in September. “Charlotte has Mr. Chambers’ imprints all over it,” said Gerald Johnson, publisher of The Charlotte Post. “He has touched the lives, both directly and indirectly, of so many of us that it is past time to say thank you.” Courage in Face of Violence Jack Greenberg, professor at law at Columbia University, has known Chambers since the 1960s at the LDF. He remains impressed with Chambers’ courage. In the ’60s, the firm’s efforts were met several times with violence. Chambers’ car was burned; so was his home. While Chambers was at a speaking engagement in January 1965 in New Bern, his car was destroyed by a bomb. “I went outside and looked to see what had happened,” Chambers says. “They had put dynamite in my gas pipe. There was nothing one could do. We decided to continue with the meeting.” In November 1965, in the midst of the first hearings of the Swann school busing case, Chambers’ home was bombed along with three other homes of African-American leaders: then North Carolina NAACP President Kelly Alexander, his brother Frederick Alexander (a Charlotte city councilman) and community activist Reginald Hawkins. Amazingly, no one was injured in these bombings. The bombings received a great deal of national television and newspaper coverage, including an article in the New York Times. In February 1971, the firm’s offices in a Fourth Ward house were also firebombed. Chambers believes he knows why. He was

pushing to integrate Charlotte’s Shrine Bowl, a high-school football all-star game between the best white players in North Carolina versus their counterparts in South Carolina. After the fire, landlords didn’t want to lease space to the firm, which ended up in a hotel on West Trade Street. That led Chambers to convince other black professionals to share the cost of erecting a multi-story building on urban redevelopment land, part of a huge tract in Second Ward where the African-American neighborhood of Brooklyn had been razed. The group sold the building—now known as Bob Walton Plaza—to Mecklenburg County in 1995 and the Chambers practice moved to Kenilworth Avenue. For his part, Ferguson argued cases such as the Wilmington 10 in which the defendants in a race-related grocery bombing were sentenced to a total of 282 years. Under intense pressure, Gov. Jim Hunt reduced the sentences. Later, the U.S. 4th Circuit Court of Appeals overturned the convictions. He also handled the case of Daryl Hunt, an African-American from Winston-Salem wrongfully convicted of rape and murder of a young white woman. Hunt served more than 19 years before DNA evidence exonerated him. Ferguson has remained with the firm since joining, even as Chambers left in 1984 to be the third director-counsel for the LDF, following Thurgood Marshall and Greenberg. In 1993, Chambers left New York to return to North Carolina as chancellor of his alma mater, North Carolina Central University. When he retired in 2001, he returned to the firm he founded. Along with his legal work, Chambers serves as director of the Center for Civil Rights, a component of the University of North Carolina School of Law. Continuing Their Tradition Today, Chambers and Ferguson say they continue the tradition of their practice. “The area that demands most of our time, energy and resources is employment,” says Ferguson. “But we do police misconduct cases and we still have a school case or two. Virtually everything we do is classified as plaintiff’s attorney work, including the civil rights cases.” Daily, the pair sees evidence of success. “One of our priorities was to integrate the schools,” Chambers says, “and you look and see some of the schools are integrated. We wanted to remove employment barriers. You can see some of the things that have changed.” Yet they also recognize challenges. “We thought once we won the Swann case we wouldn’t have to worry about the kind of

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education children were getting,” Ferguson says. “But look at what’s happened. Most in Charlotte-Mecklenburg are racially identifiable schools. It’s going to take something to straighten it out, or you’re going to have generations of children who are not realizing their educational potential.” What’s in the future? Chambers and Ferguson are quick to point to their sharp young lawyers, but neither man is ready to retire. “A lot of folks struggling at the bottom of the economic ladder are going to find their plight is worse because of the economic meltdown,” he says. “It’s going to be African-Americans, Hispanics, and poor folks in general. Somebody’s got to address it, and we hope to be a part of that.” “We’ve been able to stay close to our original mission,” says Ferguson, “but that has not been without sacrifice.” “Fergie’s right,” Chambers says. “In trying to recruit, you have to tell the candidate he or she isn’t going to make a million dollars.” Through the turmoil, was either man ever afraid? “It’s a lifetime commitment to make society a better place,” Ferguson says. “You can’t do this work and be scared.” “Afraid of what?” Chambers answers, still quietly. “We wanted to encourage others to assert their rights. And you couldn’t do that being afraid. So we stepped out and did what we had to do. I think we made progress.” biz Ellison Clary is a Charlotte-based freelance writer.

Ferguson, Stein, Chambers, Gresham & Sumter, P.A. 741 Kenilworth Ave., Ste. 300 Charlotte, N.C. 28204 Phone: 704-375-8461 Principals: James E. Ferguson II (Founding Partner); John W. Gresham; Geraldine Sumter; Henderson Hill; C. Margaret Errington; Stephan Luke Largess; Jacob H. Sussman; William G. Simpson Jr.; Lareena J. Phillips; Tanisha P. Johnson Of Counsel: Julius L. Chambers (Founding Partner); Jonathan P. Wallas; Adam Stein, (Founding Partner) Established: 1964 Business: Premier trial firm with a national reputation in civil rights, criminal defense, employment, catastrophic injury, and medical malpractice. www.fergusonstein.com

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HOW SOLAR WORKS

PV Array

Solar electricity allows us to harness the sun's energy to produce electricity without noise, emissions, pollution, moving parts or fuel.

Direct Current (DC)

Photovoltaic cells are made of very pure semiconductor grade silicon, the most common element in the Earth's crust, similar to that used in computer chips. Electricity is produced as photons of sunlight penetrate the silicon, bumping electrons into a flow. PV cells are connected together to make a module. Modules are the building blocks connected together to make an array.

(l to r) Chris Salmon Erik Lensch Co-founders Argand Energy Solutions, LLC

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The photovoltaic effect produces DC (Direct Current) electricity. This DC power is converted to AC (Alternating Current) electricity to match the American standards of AC frequency and voltage. The conversion is made by an important system component called the inverter. The array and inverter are engineered for efficiency and compatibility. The AC electricity can then be used to power your home, school or business.

Inverter

Alternating Current (AC)

Electric Panel

Energy you don't use is credited to you as it passes through your utility meter and into the utility grid.

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by janet kropinak

Solar

[greenbiz]

Argand offers solar energy solutions for greener tomorrow

lternative energy is a hot ticket item and one that has either grabbed or been brought to the attention of every American. No one argues its importance, not just as an economic issue, but also because of the impact of traditional fuels on the environment, as well the implications of energy dependence for nation security. Globally, people are increasingly integrating solar into their electricity and heating systems. Coupled with tax incentives and rebates to ease the initial costs, solar is quickly becoming the smart choice— both financially and environmentally—for home and business owners alike. Erik Lensch and Chris Salmon share a commitment to solar energy and ensuring a better quality of life for future generations through the deployment of clean, reliable, and sustainable energy solutions. As co-founders of Argand Energy Solutions, they are helping meet these growing demands. Shifting to Solar Erik Lensch began his foray into solar energy with Innovative Solar Solutions (formerly known as SC Solar, Inc.), a Charlotte-based Internet retailer and supplier of solar equipment. As interest in solar energy grew, Lensch was getting calls for people looking for a local solar installer. “There weren’t a lot of companies who had the necessary training to take customers through the entire process, from design to installation,” recalls Lensch. Lensch, with a background in marketing and finance,

Utility Meter Utility Grid

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approached Chris Salmon with the idea of launching a company to focus on solar installations. In early 2007, Lensch combined his business savvy with Salmon’s technical skills, electrical license, and their combined appreciation for solar energy to form Argand Energy, a full-service renewable energy company, focusing on solar system design and installation. Today, Lensch acts as president to both Innovative Solar Systems and Argand Energy. At Argand, his focus includes managing the sales people, business development activities, and the financial aspects of the company. Although both companies are in the solar industry, the challenges and opportunities facing each company and the resulting business model of each, vary considerably. “Innovative Solar is capitalizing on the growth of solar through a global, Internet-based retail model while Argand basically operates as a local solar electric and solar hot water contractor,” explains Lensch. Salmon, who has over 20 years of experience as an electrical contractor, heads up Argand’s installations. His electrical and plumbing background includes photovoltaic, solar hot water installations, and heavy industry including everything from 1,000-ton presses to nuclear fuel pellet burners, robotic welders, and powder coat paint systems. &

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Optima Engineering chose Argand for one of the first PV and solar thermal installations in the city of Charlotte. Located on the roof of their new LEED-certified office building in South End, phase I of the PV project is made up of 39 solar panels which feed DC power to two inverters. The solar thermal portion consists of a solar hot water heater mated to an 80-gallon storage tank.

Lensch and Salmon both completed the Renewable Energy Technologies: Photovoltaic Track at North Carolina State University and are certified SMA-Sunny Boy installers. Salmon also holds distinction as South Carolina’s only North American Board of Certified Energy Practitioners (NABCEP)-certified PV installer and North Carolina’s fourth. He also recently achieved his NABCEP certification for solar hot water installation, making him one of only 72 installers in the U.S. to achieve both designations. As awareness and demand of solar energy has grown, so has Argand. The company continually adds to its sales team and trains new installers. Because solar energy is still a relatively new industry, finding the right workers does come with certain educational challenges. At present, Argand has a team of trained professionals with over 75 years of combined experience in the field of photovoltaics, solar thermal, electricity generation, and construction. With offices in Charlotte and Columbia and a satellite office in Charleston, they are wellpositioned through the Carolinas and accessible to growing markets such as Georgia and Florida. Argand has completed projects for a wide range of commercial and government customers including Norfolk Southern Railroad, CharlotteMecklenburg County, Half Moon Outfitters, the Town of Bethune (S.C.), Charleston Battery Soccer Stadium, and Optima Engineering. From the beginning, Argand’s mission has been to educate people on the benefits of solar energy and in turn, help people make better decisions that ultimately help the environment. Energy Solutions Argand’s business focuses on photovoltaic, solar thermal and wind power; they handle every

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aspect of the energy system’s installation and maintenance. This includes designing the right system, obtaining all necessary permits and approvals, inspecting the installation, applying for available renewable energy rebates and incentives, as well as providing instruction—teaching you how to optimize your energy system. Solar electricity, also called PV or photovoltaic power, offers an easy, cost effective way to be part of the solution to the energy crisis. This process involves the installation of attractive, maintenance-free solar panels on your roof or nearby area which turn sunlight into clean, valuable electricity. The energy can then be used in your home or business or sold back to the electric utility. Optima Engineering chose Argand for one of the first PV and solar thermal installations in the city of Charlotte. Located on the roof of their new LEED-certified office building in South End, phase I of the PV project is made up of 39 solar panels which feed DC power to two inverters. The solar thermal portion consists of a solar hot water heater mated to an 80-gallon storage tank. Optima President Keith Pehl weighs in on the benefits of the decision: “Our total energy due to LEED design will be about 30 percent less than normal. Our PV system should generate 11 percent of our total energy.” Pehl appreciated Argand’s strengths and services: “Argand impressed me with their nononsense approach to renewable energy. While every company wants to make money, it quickly became evident that they are in business because of their passion for the systems that they design and install.” Solar panels are also gaining in popularity for residential homes. Lensch breaks down an average project for a homeowner:

“The typical system to meet about half of the total electricity bill would be about $40,000 before tax credits and incentives. This cost would drop to about $18,000 after tax credits, and they could generate about $1,100 a year from a system of this size if they opt to sell all the electricity their solar panels generate to the NC GreenPower program.” NC GreenPower is an independent, nonprofit organization established to improve North Carolina’s environment through voluntary contributions toward renewable energy. In addition to lowered electric bills, installing solar energy also adds value to your home. According to The Appraisal Institute, a solar electric system increases home value by $20,000 for each $1,000 in annual reduced operating costs.

“Argand impressed me with their nononsense approach to renewable energy. While every company wants to make money, it quickly became evident that they are in business because of their passion for the systems that they design and install.” ~Keith Pehl Optima Engineering

Argand also installs solar hot water systems. Using the sun’s energy to heat water is so efficient because they use solar energy in its most basic form—heat. Solar hot water can be used for swimming pools, domestic hot water tanks and commercial processes. “Solar hot water systems are a wise investment with a typical payback period of about five to six years,” explains Lensch. Argand’s other area of concentration is wind power, which is one of the fastest growing sources of power in the nation. Wind power energy systems in the U.S. produce enough electricity for almost 3 million homes. Argand installs wind turbines which are safe,

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SPECIALISTS IN VOICE NETWORKS FOR 28 YEARS.

Examples of Renewable Energy Tax Credits Eligible Renewable/Other Technologies: Passive Solar Space Heat, Solar Water Heat, Solar Space Heat, Solar Thermal Electric, Solar Thermal Process Heat, Photovoltaics, Landfill Gas, Wind, Biomass, Hydroelectric, Renewable Transportation Fuels, Spent pulping liquor, Solar Pool Heating, Daylighting, Anaerobic Digestion, Ethanol, Methanol, Biodiesel. Applicable Sectors: Commercial, Industrial, Residential, Multi-Family Residential Amount: 35% Maximum Incentive: $1,400 - $10,500 (varies by technology); $2.5 million for commercial applications. Carryover Provisions: Credit is taken in five equal installments; allowable credit may not exceed 50% of a taxpayer’s liability for the year, reduced by the sum of all other credits. Eligible System Size: No stated size limits for systems. Maximum of 50 kWh battery storage capacity per kW of hydro generator capacity (DC rated); maximum of 35 kWh battery storage capacity per kW for other technologies. Equipment/Installation Requirements: System must be new and in compliance with all applicable performance and safety standards.

quiet and attractive and can be installed on a rooftop or ground-mounted on a pole to meet local and neighborhood requirements. When asked about a favorite project, Salmon is quick to answer HRH Vineyards in Tennessee, noting that owner Peter Howard was a “great example of someone doing this for all the right reasons.” The project’s system, which was one of the largest private installations in Tennessee and the largest for a Tennessee winery, produces an estimated 22,543 kWh of electricity per year that will be sold back to the TVA through the TVA Green Switch Program to offset HRH Winery operation costs and eliminate 15.30 tons of CO2 emissions. Lensch notes Mecklenburg County’s Freedom Center completed in November 2007 as a notable project. Argand provided the installation services for a ballasted-type PV system for the county government office building. The installation is the largest municipal PV system in the Charlotte region. Green is Trendy While Lensch and Salmon are both appreciative of being part of an industry which is seeing annual growth upwards of 30 percent, they are also cautious of others jumping on the green bandwagon in the hopes of making a quick buck. “Right now, with the current state of the economy, there are very few industries that are seeing this kind of growth,” says Lensch. However, both he and Salmon are &

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GREER & WALKER, LLP C E RT I F I E D P U B L I C A C C O U N TA N T S

december 2008

“One of the only arguments you can make against going solar is the initial cost, but even those have seen dramatic decreases recently. The benefits: a lower energy bill, added home value, energy independence—and that doesn’t even touch on the benefits to the environment.” ~Erik Lensch Co-founder

fearful of businesses coming into the field without a real commitment to the environment or to solar energy. “There are a lot of people who come out and think they can do what we do without having a full understanding of solar power,” remarks Salmon. “This can end up being very costly and counterproductive for the consumer.” Getting consumers over the initial cost of a solar system is perhaps the hardest part of Argand’s business. “One of the only arguments you can make against going solar is the initial cost, but even that has seen dramatic decreases recently,” comments Lensch. “The benefits: a lower energy bill, added home value, energy independence—and that doesn’t even touch on the benefits to the environment.” “Furthermore,” Lensch continues, “After the initial investment has been recovered, the energy used from the sun is free and if your system

produces more energy than you use, your utility company can buy it from you, creating a credit on your account.” Helping Argand in the fight for energy independence is heavyweight Duke Energy, who in 2007 supported the development of the new Renewable and Energy Efficiency Portfolio Standard (REPS) in North Carolina which requires the utility to satisfy 12.5 percent of its customers’ power needs with renewables or energy efficiency by 2021. With an increasing number of government tax incentives and an energy crisis looming, interest in solar power is only likely to increase. Argand doubled its size over the past year and Lensch says he wouldn’t be surprised if they quadrupled in 2009. Today, Argand’s business model is divided 70/30 between commercial and residential but Lensch expects to see these numbers even out due to recently enacted tax incentives for residential customers. “We are offering people a low risk way to invest while increasing their home value,” says Lensch. “Right now people are scared to put their money into the stock market and not likely to see a return on real estate purchases, so solar energy is one of the safest ways to use your capital.” In five years, Argand hopes to be a major player in the southeast with an expansion into Florida. “Above all, we are looking to build brand recognition throughout the region and southeast as a quality full-service solar energy company,” states Lensch. “As the technology behind what we are doing becomes more mainstream, the practicality and economics will continue to improve,” Salmon says.

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Argand Energy Solutions, LLC 2725 Westinghouse Blvd., Ste. 100 Charlotte, N.C. 28273 Phone: 704-583-9295; 877-939-9599 Principals: Erik Lensch, President and Cofounder; Chris Salmon, Lead Installer and Co-founder Founded: 2007 Employees: 15 Other Offices: Columbia, S.C.; Charleston, S.C. Business: Licensed, full-service renewable energy company with a focus on solar system design and installation for commercial, government, and residential customers in the southeast. Services offered range from system design, financing, engineering, feasibility studies, complete installations, and ongoing system monitoring and maintenance services. www.argandenergy.com

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(l to r) Mac Everett Interim President and CEO Carlos Evans Chairman United Way of Central Carolinas, Inc.

Regaining public confidence is where Carlos Evans sees United Way of Central Carolinas (UW) by this time next year. The UW board chairman believes it’s on track to realize that vision. “We will be a leaner agency,” Evans says as he reels off a list of priorities. “We’ll be more efficient, we’ll be less about programming and more about maximizing dollars going to agencies, and there will be more transparency.” Meanwhile, Mac Everett wrestles with a double whammy spawned by an executive pay controversy and a tanking economy. The interim UW president

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and chief executive is trying to raise as much money as possible to address burgeoning health and human services needs. Both Everett and Evans are determined to succeed. Neither imagined their predicament before the late-summer revelation that Gloria Pace King, former UW CEO, had negotiated a $2 million pension package with her board’s Executive Committee. A Governance Review Panel, chaired by Bob Sink of the Robinson Bradshaw & Hinson law firm, is reviewing how the Executive Committee came to approve the pay and pension package with scant knowledge of the full board. The panel’s report is anticipated on December 14.

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by ellison clary

[bizprofile]

Restoring Confidence United Way Leaders Repair Image, Wrestle Economy

UW Mission: To advance the common good, creating opportunities for a better life for all by focusing on education, income and health, thereby creating long-lasting community change. LIVE UNITED is a call to action for everyone to become part of the change.

In addition to a faltering economy, public outcry about compensation issues, including King’s $290,000 a year salary, crippled fundraising for the United Way. UW funds support 91 health and human services agencies in Mecklenburg, Cabarrus, Union and Anson counties as well as the Mooresville-Lake Norman area. King has been relieved of her duties and United Way chairman Graham Denton has resigned. Evans, scheduled to take the helm in January 2009, assumed board leadership early. Everett, retired leader of Corporate and Community Affairs for Wachovia, agreed to serve as interim president and CEO. He started working a week before his official September 1 employment date. Scaling a mountain of adversity, Everett is quick to address a sticking point to some—his own $20,000-a-month salary. “This is not a volunteer job, this is a full-time job,” says Everett, 62, who remains general chairman of the Wachovia Championship,

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Charlotte’s stop on the PGA tour, and is involved in a number of other community initiatives. “I committed $20,000 to the United Way campaign this year,” he says. “It’s my pledge. Not because it’s a month’s salary but because I believe in the United Way and have a passion for the United Way. I’m not uncomfortable that I’m getting paid to do this job.” He has plenty of other concerns. Though the United Way raised a record $45.3 million for 2007, an economy whose vital signs consistently tracked downward was making that amount look unattainable even before the unrest about King’s compensation. Leadership decided this year’s campaign would have no goal. That proved prescient when Wachovia sought a buyer to avoid failure and Wells Fargo won the bidding war to acquire one of Charlotte’s crown jewel headquarters companies. &

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Without the United Way, the millions of dollars necessary to meet community needs just would not get raised. Individual agencies would beef up development staffs, adding to their operating costs while being less effective.

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More Dollars a Big Need When the drive should have ended in midNovember, pledges were nowhere near last year’s level. Much more than public anger about the compensation package, Everett blames the sour economy. “The economic environment in which we operate today is unlike anything I’ve seen in my 30 years in Charlotte,” says Everett. “It’s the general economic condition, but more specifically, it’s the challenges that the financial services industry faces and the fact that this economy in Charlotte is driven so much by two large financial services organizations.” Charlotte’s economy isn’t as diverse as some believe, he says, and adds that 37 percent of last year’s United Way contributions came from Bank of America and Wachovia. So Everett leads a continuing fundraising effort, even though the official deadline has passed. It’s a difficult undertaking. “People are being very conservative in how they allocate their dollars now; that goes for what they’re spending on their needs everyday, but also in their charitable contributions,” Everett says. Economic uncertainty also feeds mushrooming community needs, making UW dollars more critical. Everett cites much longer lines outside Charlotte’s Crisis Assistance Ministry, which serves the working poor who face financial emergencies. To help ease the shortfall, Everett has reduced the United Way operating budget by $1.7 million by cutting all non-essential spending. He has scuttled programs such as leadership development, and has scaled back events such as kickoffs and celebrations. He is reallocating some of a $1.4 million special grants budget back into the pool of funds for member agencies. And he’s deliberating about how much of the United Way’s $12 million reserve fund can be used to help make up for the campaign shortfall. “We’re getting great support from the agency leaders,” Everett says. “We’ve focused on the agencies as our customers.” Some people have said they will give directly to the agencies, Everett acknowledges, but adds that United Way distribution is

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extremely efficient. “Many of the people who come to the United Way agencies for help have multi-dimensional needs, so they need not just one agency but a number of agencies,” he explains. The United Way funds each of those agencies, he says. Admitting Mistakes,Taking Action Everett sums up his modus operandi: “I don’t know anything to do when you lose somebody’s trust except to stand up and admit that mistakes were made, apologize for those mistakes and tell people what you’re going to do to fix them,” he says. “And more important than telling them is to take some action.”

That should eliminate what led to board members being unable to explain the former CEO’s compensation package. The details were embedded in the budget the full board approved, as was the outline of King’s Supplemental Executive Retirement Fund. The Executive Committee of the United Way approved those matters, but didn’t share them with the board. “The mistake that was made was not discussing the issue of her compensation in the full board setting,” Evans says as he zeroes in on instituting more accountability. “If it had been exposed to a broad enough group, the Executive Committee would have learned that this was a

“We will be a leaner agency. We’ll be more efficient, we’ll be less about programming and more about maximizing dollars going to agencies, and there will be more transparency.” ~Carlos Evans

level of compensation that our community just couldn’t get comfortable with.” The Executive Committee members have apologized after acknowledging their mistake, Evans says, adding, “Exactly how that occurred will be a function of what Bob Sink reports.” Sink says his committee of seven members that he handpicked with an eye for varied outlooks has logged hundreds of hours. “We’ve had professionals come in from consulting organizations, trying to give us a good perspective on what the best practices are for non-profit governance,” he says. “I don’t think the public will be surprised &

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Evans has an action plan to achieve his vision by this time next year. The 57-year-old executive vice president is in charge of Wholesale Banking at Wachovia. He moved to Charlotte in 1991 with a Bank of America predecessor. “There should be no secrets,” Evans says, referring to United Way governance. UW audited financials and tax returns have long been posted on its Web site. He’s opened all UW board meetings, and minutes of committee and board sessions alike appear on the Web site, as well.

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at anything we say,” Sink continues. “I hope they’ll find the recommendations consistent with their own thoughts.” A Call to Action After the Sink committee’s report, Evans plans an offsite retreat for the United Way board. The focus will be a long-term view of how the agency should operate. One concern is how much programming the United Way should do. There has been media criticism of $4 million the agency spent last year on four internal programs. That funding means that close to 25 cents of every dollar

goes to internal programs aimed at community benefit as well as to fundraising and general administration costs. Evans says there is no effort to hide those expenses, but he hopes the board will seriously consider which community service-oriented internal programs are necessary, and whether they should be as large as they are. “Those programs take dollars that could otherwise go to the agencies,” he says simply. Leaders at the United Way member agencies applaud the idea of putting those internal programs through the same rigorous process they experience as they justify funding, he adds.

“Many of the people who come to the United Way agencies for help have multi-dimensional needs, so they need not just one agency but a number of agencies. The United Way funds each of those agencies." ~Mac Everett Interim President and CEO

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Board membership, now at 60, probably will shrink, although Evans adds that number includes all former chairs, and they are not expected to attend meetings. “The working group of members is a much smaller number,” he says, “but I think Bob Sink will say, from a sheer governance point of view, it’s too big.” A search committee will seek a permanent chief executive, and Evans has ideas about its direction. He hopes it will consider the possibility that a committed area person might take the job for a relatively modest salary just to benefit the community. “I don’t want to inhibit anyone from other United Ways,” he says of possible candidates, “because we’re going to look across the board. But I think there’s a real question about what do we need at this point in time.” The board’s strategic planning will drive what kind of person the new executive should be, he adds. For the next executive, he says, “I think we’ll pay a competitive salary, but it will be less than what we’ve been used to paying.” The new executive will take over a United Way that, by many standards, compares well with its counterparts nationally, Evans says. Under King, the UW grew from $17.5 million raised in 1993 to $45 million in 2007. The United Way model remains relevant and necessary, Evans adds. Without the United Way, the millions of dollars necessary to meet community needs just would not get raised, he asserts. Individual

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agencies would beef up development staffs, adding to their operating costs while being less effective. “Companies like Wachovia, Bank of America and Goodrich couldn’t let 91 agencies run in-house employee campaigns,” he says with a head shake. Yet Evans quickly reiterates his commitment to change, calling it necessary to restore the community respect that the United Way deserves. So for late 2009, when Evans is winding up his chairmanship, here’s what he sees: “The United Way will be in a position where people trust it, where they feel good about where their contributions are invested and they feel good about the outcomes resulting from the dollars they give.” Jane McIntyre, chair of the area’s Council of Agency Executives, feels there is reason to believe in Evans’ vision. McIntyre is chief executive of the YWCA of Central Carolinas. “I do think that when trust is lost, it has to be earned,” she says. “It does not happen overnight. It will take some time. “But it will be restored,” she adds. “I am confident about that.” biz

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United Way of Central Carolinas, Inc. 301 South Brevard Street Charlotte, N.C. 28202 Phone: 704-372-7170; 866-744-7778; United Way 2-1-1 Principals: Carlos Evans, Chairman; Mac Everett, Interim President and CEO Founded: 1931 Employees: Approximately 90 Mission: To improve people’s lives by mobilizing the caring power of communities; to advance the common good, creating opportunities for a better life for all by focusing on education, income and health, thereby creating long-lasting community change. LIVE UNITED is a call to action for everyone to become part of the change. Business: An autonomous organization supporting 91 member agencies that address health and human services needs of individuals in Mecklenburg, Cabarrus, Union and Anson counties as well as the MooresvilleLake Norman area. It is governed by a local board of directors made up of volunteers from the geographic area it serves. United Way of America is a national trade association whose primary objective is to support activities of over 1,300 local United Ways across America. www.uwcentralcarolinas.org

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Dr. Ronald L. Carter President Johnson C. Smith University, Incorporated

december 2008

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by janet kropinak

[bizprofile]

Surrounded by Success

-#..)// JCSU offers turning point experience

Servant leadership, enterprise, quality, innovation and caring are the five core values of Johnson C. Smith’s new president. Dr. Ronald L. Carter, a native of High Point, N.C., became the 13th president of Johnson C. Smith University on July 1, 2008, succeeding Dorothy Cowser Yancy, Ph.D. Carter brings an impressive record of community leadership, academic administration, and budget management to the position. Making a commitment to take the university from good to great on the higher educational landscape, Carter is eager to lead the school on its path to become a nationally recognized premier independent urban university.

Shared Vision Prior to becoming president of Johnson C. Smith University (JCSU), one of the nation’s oldest historically black universities, Carter had spent more than 30 years serving students and universities. He graduated from Morehouse College in 1971, and began his distinguished career at Boston University’s Martin Luther King Jr. Center, where in 1981 he became the school’s youngest dean of students. Some years later, Carter found himself significantly drawn to the plight of Nelson Mandela through interactions with his relatives, compelling him to put his abilities to work in South Africa. Prior to Mandela’s release from prison in 1990 and the abolition of apartheid, Carter was named senior administrator of the Health Services Development Unit at the University of the Witwatersrand in Johannesburg, South Africa, and within five years became the dean of students. In 1997 Carter returned to the United States as the

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provost and dean of faculty at Coker College in Hartsville, S.C. His almost 11-year tenure at Coker College included key roles in the private liberal arts college’s strategic planning, academic and student development, financial management, and fundraising. With research and teaching interests in the areas of medical ethics, ethical theory, and philosophic-religious issues, Dr. Carter has held faculty positions at both Coker College and Boston University. Carter’s many community involvements include serving as ethicist for the Pee Dee Regional Center Ethics Committee, chairman of the Darlington County Disabilities and &

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“JCSU embraces its responsibility to provide leadership, service, and lifelong learning to the larger community.” ~Dr. Ronald Carter President

Special Needs Board, member of the Greater Timmonsville Friends United Board of Directors, and chair of the Darlington County Habitat for Humanity board. With such a distinguished resume it is no wonder he’s been recognized as a Sloan Scholar at Morehouse College, a Danforth Fellow at Boston University, and a Merrill Scholar at Robert College in Istanbul, Turkey. When approached with the opportunity to return to Charlotte, Carter says he was “stunned by the city’s growth and excited about the possibilities.” On what was the deciding factor in his

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decision, Carter answers quickly: “the leadership statement offered by the board of trustees,” which he says identified a shared vision. The university was looking for an individual committed to education, engagement and carrying forward JCSU’s 142-year-old mission to provide an outstanding education for a diverse group of talented and highly motivated students from various ethnic, socioeconomic, and geographical backgrounds. The statement further outlined its goals to produce graduates who are able to communicate effectively, think critically, learn independently as well as collaboratively, and demonstrate competence in their chosen fields. “As I read through the leadership statement, I found myself checking off each of the outlined objectives,” Carter remembers. “It soon became apparent that this was a very good fit for me. I came to JCSU excited and ready to engage the university and community.” A self proclaimed communitarian, Carter lays out a plan to find social capital in the community. “There is no doubt in my mind that JCSU is poised to become a nationally recognized university,” says Carter. It would appear that Carter’s hopes are already being recognized. JCSU was ranked No. 10 among the nation’s top black colleges for 2008 and 2009 by U.S. News & World Report.

Prioritizing During his inaugural speech, Carter laid out six priorities which would be at the forefront of his thinking moving forward. Quality—which Carter explains as a shift in the weight between quantity and quality in the university’s policies and procedures in favor of quality. Second, Carter is committed to developing a focused university strategy that is based on a comprehensive management information system and measurable outcomes. Third, Carter desires to attract, hire and maintain a strong and differential faculty and fourth, attracting a critical mass of highly motivated, high achieving students across racial, ethnic and national boundaries. The fifth priority is a promise to accelerate the university’s scheduled maintenance plan, especially in the classrooms and dormitories. And Carter’s final priority is to lead sustained and actionable conversations with the city and coalitions of developers concerning revitalization of the Urban District that is Johnson C. Smith’s front door. For Carter, the list goes on. “We will continue to find new ways to create synergy with the city of Charlotte,” explains Carter. “We are working hand in hand with city leaders, as the city grows, we grow.” Carter goes on to explain progressive Charlotte’s role in attracting students. “Not only does Charlotte offer a variety of internship and job opportunities, but it is also an attractive location for potential students. They want to come here and live here.” And with its proximity to center city (a twominute drive) students are offered an abundance of entertainment and cultural experiences. An important element to the synergy between the city and JCSU is the school’s desire to give back to the community. Each student is required to serve 120 hours of civic engagement.

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“JCSU embraces its responsibility to provide leadership, service and lifelong learning to the larger community,” Carter explains. The school’s 1,527 students are benefited from the 13:1 student/faculty ratio, which allows for a personal experience both inside and outside the classroom. Another benefit to the students is the laptop they are given upon enrollment, which comes from the school’s initiative to become an IBM Thinkpad University. JCSU’s commitment to technology is further demonstrated by its state-of-the-art Technology Center which allows all students to witness new technologies and experience technical interaction firsthand. “By infusing technology into all disciplines, JCSU places students and faculty on the leading edge of technological advancement,” explains Carter. “It means using technology as an instrument and as a new tool added to our courses and programs.”

student, Carter answers that they are searching for highly motivated individuals who aren’t looking to get lost at a large campus. Assisting in the transition from high school to college is the university’s Freshman Academy Learning Community which guarantees firstyear students the right schedule to best meet their academic goals. Each student receives an adviser who acts as a mentor and personal case manager throughout their JCSU experience. “We offer our students a turning point experience,” says Carter. “Therefore, we need students who are ready to wrestle with big thoughts and great ideas, students ready to engage.” Encouraging this process of engagement for students are what Carter refers to as a “superb faculty.” “Our professors are not only passionate about their discipline but also able to transform that to engagement,” he says proudly. “They are involved in the life of the university; their job is not only to teach but to coach.”

“We offer our students a turning point experience. Therefore, we need students who are ready to wrestle with big thoughts and great ideas, students ready to engage.” ~Dr. Ronald Carter

opportunity for some students to pursue higher education.” Helping weather these turbulent times is the alumni association and board of trustees, who continue to help the school grow—even financially. Where does Carter see the university in five years? “We will be recognized for top-quality and highly motivated national and international students, outstanding teaching and learning, an excellent applied research focus, and a comprehensive, cohesive curriculum at both undergraduate and graduate levels.” He continues: “Our core institutional beliefs will pivot toward a value-based quality liberal education, career preparation, service orientation to the communities surrounding the university, and alliances with Charlotte’s communities, professional organizations, business and corporations.” “Watch us,” Carter says with enthusiasm. “We are going to go from a hidden gem to a crown jewel.” biz

Bright Future Almost six months into the job, President Carter is at home in his office and speaks with excitement about the future. The future at JCSU includes graduate degrees in business administration and computer science, as well as a new Metropolitan College geared to non-traditional and part-time students. Although the creation of graduate degrees is a long-term goal for JCSU, Carter proudly describes their newest program. A few weeks ago the school announced the formation of the Applied Research Center for Global Studies, which will host classes overseas and offer students the opportunity to study abroad. To make these classes an option for all students, the program dictates that upon enrollment students will secure a passport to ensure they are eligible to participate should an opportunity arise that fits within their discipline. “We are so excited about this program. Today, more than ever, it is important to teach and prepare students for a global economy,” says Carter. “Our hope is that this will help students not only see the bigger picture but also prepare for it.” Though Carter projects optimism, he is realistic about the obstacles the economic crisis is causing the university. Although JCSU’s endowment has been hurt by the economy and fundraising numbers are down, Carter’s largest concern is how this crisis is going to impact the eligibility for student loans. “This is a major concern for us as a university,” explains Carter. “These stricter policies for student loans are going to seriously limit

Janet Kropinak is a Charlotte-based freelance writer. Photos provided by JCSU Office of Public Relations.

President

JCSU is accredited through the Southern Association of Colleges and Schools (SACS), the National Council for the Accreditation of Teacher Education (NCATE), the Association of Collegiate Business Schools and Programs (ACBSP), and the Council on Social Work Education (CSWE). The university offers a liberal education in conjunction with concentrated study in specialized fields, in preparation for advanced study and specific careers. Students are offered opportunities for learning in 26 fields of study including business administration, computer engineering, social work, criminology, and liberal arts. Through three colleges—the College of Arts and Letters, the College of Professional Studies, and the College of Science, Technology, Engineering and Mathematics, and its academic units—the university confers three degrees: the Bachelor of Arts, Bachelor of Science, and the Bachelor of Social Work. When asked what makes a good JCSU

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Johnson C. Smith University, Incorporated 100 Beatties Ford Rd. Charlotte, N.C. 28216 Phone: 704-378-1000 Principal: Dr. Ronald L. Carter, President Established: 1867 Enrollment: 1,527 (full-time); 36 (part-time) Faculty: 105 full-time; student/faculty ratio 13:1 Tuition: $21,886.00 per academic year (2008-09) Awards: Ranked No. 10 in U.S. News & World Report America’s Best Black Colleges (2008, 2009) Programs: Business Administration, Biology, Chemistry, Communication Arts, Computer Engineering, Information Systems Engineering, Computer Sciences/Information Systems, Criminology, Economics, Elementary Education, English, French, General Science, History, Health Education, Mathematics, Mathematics Education, Music Business and Technology, Liberal Arts, Physical Education, Political Science, Psychology, Sacred Music, Social Science, Social Work, Spanish Business: Private, co-ed, four-year liberal arts institution located in the heart of Charlotte. The university is affiliated with the Presbyterian Church and is a historically black college. www.jcsu.edu

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The Erickson Name Over 25 years ago founder and CEO John Erickson and his wife Nancy developed the idea of Erickson Communities with two special customers in mind, his parents. One of 14 children, Erickson imagined a different lifestyle for his parents, but as he looked around at what was affordable for a hard-working, middle-class couple, the choices were few. That’s when Erickson Retirement Communities first began in Baltimore, Md. Now, Windsor Run is the twenty-second addition to the family and the first community in the Carolinas. The land on McKee Road in Matthews was chosen because of the beautiful farm, contouring land and mature trees while being in near proximity to the energetic downtown activity of Charlotte.

“When people choose to make the decision to live in a continuing care community, they have just extended their life and made it better.” ~Lydia Hill Retirement Counselor Like all other Erickson communities, Windsor Run will provide a full-service, maintenance-free campus with loads of amenities for the people who live there. Upon its opening at the beginning of 2010, there are plans for a 56,000-square-foot clubhouse that will accommodate two restaurants, an all-season aquatics center and fitness center, creative arts studio, woodwork and hobby shop, billiards lounge and computer lab. Those in the community can also enjoy the

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many conveniences that an Erickson community provides with a full-service bank and 24-hour ATM, postal center, hair salon, day spa and the marketplace which serves as a grocery to the neighborhood. The idea is that you never have to leave your neighborhood for the things that you need, unless of course you would like to schedule the driver at Windsor Run to take a group to the movies or nearby mall. Perhaps the community’s most unique feature is the climate-controlled walkway that connects the entire campus. If the North Carolina weather is not suitable to be out and about, the people who live in Windsor Run can leave their home and walk to the clubhouse any time of the year in the comfort of these walkways. This way, rain or an early spring frost will not keep anyone away from their activities. Tom Senger, director of sales at Windsor Run, is excited about leading the staff at the community and eagerly awaits the opening in 2010. With a background in sales and marketing and having been a business owner himself, Senger says: “I treat Windsor Run as if it were my own company. The entire staff here is willing to roll up their sleeves and work for the good of the company and for our new friends who are joining our priority list every day.” He explains that the marketing strategy of Windsor Run is strictly inbound, which means the sales staff is only taking calls and inquiries from those who have heard about Windsor Run through television and radio ads or from their monthly publication, The Erickson Tribune. The magazine highlights current events and features short biographies of new staff members, company news and even a challenging crossword puzzle. “It is a totally different approach,” Senger explains, “because we are setting up the process to educate them rather than sell them.

When they call the welcome center, one of our friendly and knowledgeable staff sends them an information package to fully explain what we have to offer. Later, we invite them to one of our weekly luncheons.” The luncheons, held every Thursday, are an opportunity for those interested in Windsor Run to hear Senger give a presentation of the community and its amenities and ask any questions they may have. “People are not only buying into and investing in their life when they make a decision to live at Windsor Run, they are buying us,” says Senger. “When we open, we will work in the clubhouse, which is the first floor of their home. They have to like us and trust us. That is why we take our time informing them and getting to know them.” A Growing Family Already, over 400 people have joined the priority list to be the first to select their homes when the buildings open. “Everyone is really engaged in the process,” Senger says. “You form these great relationships where someone will call or pop in to see if there are any new people who have joined the list or if there are any new floor plans available. They are very curious to see who their neighbors will be and anxious to move in.” Another key member of Windsor Run’s team is Lydia Hill, retirement counselor. Hill was drawn to Erickson for many reasons, namely the way Erickson approaches aging. “Many people have not aged the way they need to. Many have let life pass them by and allowed their health to weigh them down,” Hill explains. “When people choose to make the decision to live in a continuing care community, they have just extended their life and made it better.” Hill’s role is to meet with people who are interested in learning more about the Windsor

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Run community and show them the virtual tour healthy eating habits and ultimately take full which allows them to envision their new neighcontrol of the rest of their lives. borhood. She is also responsible for explaining “The amenities, staff and lifestyle encourage what makes an Erickson community stand alone residents to concentrate on living and proactive in a sea of competitors, which begins with its aging,” she explains. financial structure. The security staff are all trained as medical The key difference is the 100 percent refundfirst responders and there is a doctor’s office able entrance deposit. Those interested in joinon the campus if residents are in need of care ing the community have worked hard and are nearby. The board-certified doctors only see looking to continue to live a life of independence two patients each hour to ensure quality time. and freedom. Most have found however, that the While focusing on existing problems, they also burdens of a home or yard have become more take time to develop plans and educate patients of a hassle. on the little steps they can take that add up to The 100 percent refundable entrance deposit an overall better health picture. is a way for those people to ensure that their Erickson’s commitment to providing the money is being preserved for their future and the best service is also proven in their Capital future of their estate. At any time if the individual Improvement Plan. The owners and staff realor couple chooses to leave the community, the ize that the campus is not only a business but a monies are returned in full. home to thousands of individuals and couples. There is also a convenient monthly service Therefore any time there is a need for new carpackage that includes home maintenance, one pet, appliances or fixtures, the Capital Improvemeal a day, utilities, transportation and access ment Plan fund takes care of those needs as they to all of the amenities. If a person living in an arise. They recognize that many people live in Erickson community depletes their assets, the an Erickson community for years and want to entrance deposit will be accessed at that time. provide a lifetime of quality service. What is special and quite unique to ErickNot only does Erickson provide a wonderful son is that even in the rare event that someone place to live, but a fantastic work environment depletes the deposit; Erickson’s own Benevolent as well. Featured in Fortune magazine’s Top Care Fund will allow them to stay for as long as 100 Places to Work, employees are surrounded they choose to do so. This is the way that the by an energetic team and managed with & Erickson staff can confidently say that those who join can truly live out their life at “People are not only buying into and Windsor Run. Hill echoes investing in their life when they make a this sentiment: “We don’t decision to live at Windsor Run, they are ever want someone to have buying us.” to leave if they don’t want to.” Total Care Community Hill shares that Erickson communities like Windsor Run focus on all aspects of physical and cognitive care by providing an atmosphere for each and every person who lives there to feel free to explore new hobbies, learn better exercise and (l to r) Lydia Hill Retirement Counselor Julia Schnell Director of Development Tom Senger Director of Sales Windsor Run Retirement Community

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“From marketing to housekeeping, drivers to executive directors, everyone who works here smiles, cares and works cohesively to create this energetic and nurturing environment.” ~Julia Schnell Director of Development encouragement, professionalism and care. “We had a great training experience in Baltimore. Erickson really invests in their employees, which is rare these days,” Senger explains. “The culture of the company was best demonstrated when we had our groundbreaking here at Windsor Run. Over 50 people from corporate came to support us and cheer us on. Not only that, but John and Nancy’s four children are all involved in the company in some capacity. I believe we all see the vision and importance of redefining retirement living and all love what we do. At the rate we are growing, we hope to open more communities every year, something we are all excited about.”

“I love it because they choose smart, kind and compassionate people who want the best for the people who are live here,” adds Hill. “From marketing to housekeeping, drivers to executive directors, everyone who works here smiles, cares and works cohesively to create this energetic and nurturing environment.” Julia Schnell, director of development, echoes the praise for her company by her coworkers. “I am extremely excited about the 2010 opening due to the fact there has been such a positive response to our project. This is a tremendous responsibility as well as a great opportunity to offer the Erickson lifestyle to more people.” As director of development, Schnell is responsible for the entitlement of the property which includes significant ongoing involvement with the Town of Matthews staff. She is also responsible for the management of the design, construction and turnover of the site and facilities to the Windsor Run Community.” All staff members are excited about Windsor Run being the first community opened in the Carolinas. With a solid, enthusiastic staff in place and a business model with proven success, Erickson’s newest addition will be a sure success and a wonderful addition to the Matthews area. biz

Windsor Run, Inc. an Erickson Retirement Community

2010 McKee Road Matthews, N.C. 28105 Phone: 800-515-0886 Principals: Tom Senger, Director of Sales; Lydia Hill, Retirement Counselor; Julia Schnell, Director of Development Ownership: Privately held Headquarters: Baltimore County, Maryland Founded: 1983 Employees: 12,000 Awards: Fortune’s 2008 Top 100 Companies to Work For Business: Windsor Run is Erickson’s newest retirement community for adults over the age of 62. The Erickson network currently comprises of 23 campuses across Colorado, Illinois, Kansas, Maryland, Massachusetts, Michigan, Missouri, New Jersey, North Carolina, Ohio, Pennsylvania, Texas, and Virginia, which are home to more than 23,000 people and employ more than 12,000. www.ericksoncommunities.com/wrc

Brandee Dishner is a Charlotte-based freelance writer.

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Health Care Carolinas Medical Center has been named a 2008 recipient of the 12th annual Ernest Amory Codman Award recognizing excellence in the use of outcomes measurement by health care organizations. Carolinas HealthCare System, the third largest public healthcare system in the United States, has joined the Premier healthcare alliance. Connie Bonebrake, vice president of Post Acute Care Services at Carolinas HealthCare System, has been named executive in residence. Connie Bonebrake Manufacturing Falcon Metal Corporation has been named among Charlotte’s Best Places to Work by the Charlotte Business Journal. Real Estate Commercial/Residential H M Properties has been selected for the 2008 Best of Charlotte Award in the Real Estate Agents category by the U.S. Local Business Association.

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[ontop] Rick Montgomery has been promoted to managing broker of REO properties at WEICHERT, REALTORS Rebhan & Associates. Jon Hines has been named broker-incharge of the company’s Lake Norman office. Coldwell Banker United, Realtors’ has added Jerry O’Neill as vice president of sales in its Rock Hill office and Ashley Dembowski as vice president of sales in the Arboretum office. Stan Suther of Century 21 Hecht Realty has earned REALTOR e-PRO certification. Trinity Partners has named Peter Conway as managing Stan Suther partner. Karen Sos has joined Allen Tate Company’s Mooresville Brawley School Road office. Shiricka Fair and Donna Goforth have joined the Cornelius office of Lake Norman Realty, James Schubbe has joined the Denver office, and Donna Brinager has joined the Statesville team. Retail & Sports & Entertainment Autobell Car Wash’s custom cartoon/coupon calendar has won a Gold Award in the marketing/ promotion/calendar category at the annual MarCom Awards. 2009 Auto Bell Calender Autobell Car Wash has been named Outstanding Philanthropic Organization by the Association of Fundraising ProfessionalsCharlotte Chapter. BI-LO board member Randall Onstead has been named chairman of the board and interim CEO of the company. Vic Morris has joined Carolina Tractor as vice president of sales for the construction equipment division. Vic Morris Technology Knowmad Technologies has been named WebGUI Contributor of the Year. William Ives Consulting has won Microsoft’s Bump the Slump competition, based on their IT winning entry, Virtualize Your Business. biz To be considered for inclusion, please send your news releases and announcements in the body of an e-mail (only photos attached) to editor@ greatercharlottebiz.com, or fax them to 704-6765853, or post them to our business address—at least 30 days prior to our publication date.

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