Greater Charlotte Biz 2010.07 by CLT.biz & Charlotte Biz & Greater Charlotte Biz

FileVault, LLC

•

LivingWell Health Solutions, LLC

•

Griffin Home Health Care, Inc. •

BizEd 2010-2011

july 2010

NASCAR HALL OF FAME IT BELONGS HERE!

7TH ANNUAL

Special Section 2010-2011 Winston Kelley Executive Director NASCAR Hall of Fame

CHANGE SERVICE REQUESTED 7300 Carmel Executive Park Dr., Ste. 115, Charlotte, N.C. 28226-1310

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

www.chestpainnetwork.org

Lee Garvey, MD | Director, Emergency Cardiac Care; Department of Emergency Medicine

Being well-connected can save your life. The regionâ&#x20AC;&#x2122;s most comprehensive Chest Pain Network connects nine area hospitals and local EMS agencies through our exclusive Yellow Phone system. When the phone rings, a wellorchestrated series of events and protocols are begun for the swift transport of heart attack patients to a waiting catheterization lab. The result is an amazing 33 percent faster response time than the national average. And another example of how our integrated network brings together people and technology to save thousands of lives every year. Only at the Chest Pain Network of Carolinas Medical Center.

If you experience chest pains, call 911 immediately.

in this issue

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cover story

NASCAR Hall of Fame Winston Kelley perched high above the first floor and gazed down on 18 historic race cars in the Glory Road exhibit. Before he knew it, he was wiping tears. “It’s that compelling for somebody who has been around the sport for a long time. We said we wanted to appeal to people from 5 to 85, die-hard NASCAR fans or not, and I think we have very much achieved that objective.” He adds, “When you walk in the Hall of Fame, you become a fan.”

departments

BizEd 2010-2011 Given the pace of change in workplace technology and the growing demand for highly skilled employees, not even the most experienced workers can afford to rely on existing skills, and neither can their employers. BizEd features business education opportunities, from traditional business education programs to customized work force training.

7TH ANNUAL

Special Section 2010-2011

FileVault Dan Peck likens records management to managing a giant haystack, pulling out needles on demand and accounting for each of them. “We strive to provide a valueadded service,” says Peck who’s developed an information dashboard for customers to see how they are doing with their record-keeping.

LivingWell Health Solutions Tom Revels founded LivingWell to help companies control health care costs and at the same time, make people healthier by offering convenient personal services to support individuals with their health improvement efforts, and by administering financial rewards and employer incentives to employees consistent with government regulations.

publisher’spost

legalbiz

Transforming the Business of Law to Meet the Needs of Business

webbiz

New Media Strategies, Secrets and Solutions

accountingbiz consultingbiz

Managing and Delivering Change to Optimize Business Value

employersbiz

Legislative and Regulatory Highlights for Area Employers

biznetwork

on the cover:

FileVault, LLC

•

LivingWell Health Solutions, LLC

•

Griffin Home Health Care, Inc. •

BizEd 2010-2011

july 2010

Winston Kelley Executive Director NASCAR Hall of Fame

NASCAR HALL OF FAME HERE! IT BELONGS

Griffin Home Health Care When Bill Griffin decided to pursue his livelihood in the home health care products and equipment industry, he was thinking of service: “I wanted to be of service to my fellow man. People don’t want to need medical equipment, but sometimes they have to.” So he strives to make the experience as pleasant and easy as possible.

Accounting, Tax and Consulting Solutions

7TH ANNUAL

Special Section

Photography by Wayne Morris

2010-2011 Winston Kelley Executive Director NASCAR Hall of Fame

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[publisher’spost] 704-676-5850

June 2010

Take Advantage of Customer Feedback!

Volume 11 • Issue 07 Publisher John Paul Galles x102 jgalles@greatercharlottebiz.com

Associate Publisher/Editor Making a move from one office to another is not a simple or easy task. Relocating people, furniture, wiring, telephones, Internet service, copiers, printers, and all the paper and “stuff” accumulated over 11 years in the publishing business is not as easy as just moving it from one space to another. John Paul Galles As any enterprise does, we engaged a number of service providers to assist us in the transition and to provide continuing service, taking advantage of the relocation opportunity to lower costs and upgrade services. By the way, we moved our offices for Greater Charlotte Biz to 7300 Carmel Executive Park Drive, Suite 115, Charlotte, NC 28226-1310. [Phone numbers and e-mail addresses remain the same.] We had planned for everything to go smoothly thoroughly and well in advance, were avid in communicating all necessary information to all parties (in writing with charts and technical information as much as possible), and kept in touch on a constant basis to monitor transition activities. Overall, we are delighted in our new digs and very happy with our service providers. One of the most unexpected aspects of the experience, and one that we found amazingly perplexing, were the reactions of some of our service providers to customer feedback. In the case of positive feedback, some providers made the initial presumption that any feedback would be negative and were reluctant at best to engage in dialogue. Others received positive feedback but either made no note of it, had no “system” to record it, or did not even acknowledge it (returning e-mails or phone calls). Likewise, in trying to resolve problems or inconsistencies, we encountered numerous difficulties in communication and resolution. Some providers wanted to sell or perform their services quickly and leave so that invoices could be sent the following day. While it may have been that they were busy and had other business activity, it often resulted in a job halfway done or incorrectly delivered. More often than not, people had not listened well, assumed that they knew the answers without even asking the questions, not communicated appropriately with team members, and/or figured someone else on their team would cover any oversights or concerns (i.e. “clean it up”). As a good consumer and wanting to be a good customer, we were just as quick to bestow accolades as we were to call mistakes, oversights and incomplete services to our providers’ attention. Uncomfortably, in a couple of instances, we did have to refuse to sign or pay for services until they were completed to our satisfaction. We made a point to accurately describe the difficulties that we encountered so that the companies involved could resolve them quickly and without further complications, and so that they could improve their performance and avoid similar situations in the future. We were determined to get things right instead of just letting go. Unfortunately, more often than not, we found that it takes substantial time and effort to even reach someone who cares and is willing to do something about the problems. In most cases, I was impressed when I got the attention of a person in charge, but it usually took a senior executive to listen and take action. I suppose it takes someone at that level to be able to focus on problems and get them fixed. The whole relocation episode has been a reinforcement of how building a quality team and having an effective customer service approach is necessary to ultimate business success.

Cont. page 39

Let me know what you think - jgalles@greatercharlottebiz.com

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Maryl A. Lane x104 mlane@greatercharlottebiz.com

Creative Director Trevor Adams x103 tadams@greatercharlottebiz.com

Advertising Sales 704-676-5850 x102 sales@greatercharlottebiz.com

partners !CC Communications, Inc. !Central Piedmont Community College !Elliott Davis, PLLC !NouvEON Technology Partners, Inc. !The Employers Association !UNC Belk College !Wishart, Norris, Henninger & Pittman, P.A.

Contributing Writers Ellison Clary Zenda Douglas Carol Gifford Heather Head

Contributing Photographers Trevor Adams Carolina Digital Photo Group Wayne Morris Galles Communications Group, Inc. 7300 Carmel Executive Park Dr., Ste. 115 Charlotte, NC 28226-1310 704-676-5850 Phone • 704-676-5853 Fax www.greatercharlottebiz.com • Press releases and other news-related information: editor@greatercharlottebiz.com. • Editorial: mlane@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 2010 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., 7300 Carmel Executive Park Dr., Ste. 115, Charlotte, NC 28226-1310. Telephone: 704-676-5850. Fax: 704-676-5853. Subscription rate is $24 for one year. POSTMASTER: Send address changes to Greater Charlotte Biz, 7300 Carmel Executive Park Dr., Ste. 115, Charlotte, NC 28226-1310.

w w w. g re a t e rc h a r l o t t e b i z . c o m

Wishart Norris Henninger & Pittman

Wishart, Norris, Henninger & Pittman, P.A.

AT T O R N E Y S AT L AW

[legalbiz]

Transforming the Business of Law to Meet the Needs of Business

A Government Loan Program Not From the SBA

Many businesses know about the two main loan programs through the United States Small Business Administration. However, you may not know about one program available through the United States Department of Agriculture (USDA): the Business and Industry Loan Guarantee Program. Administered by the Rural Business and Cooperative Program Division of the USDA, this program provides loan guarantees for private business projects in rural areas in order to provide employment and improve the local economy. The program defines a “rural” area as one with a population of 50,000 or less. This program provides guarantees for a percentage of loans of up to $10 million and, in some situations, for loans up to $25 million. The loans may be used for a variety of business purposes.

!"#$"$%&'()*+",You may have heard about the requirement to provide reasonable lactation breaks to nursing mothers while they are at work. You may have not heard about the requirement to provide these mothers a place for these breaks shielded from view, where coworkers and the public are not going to intrude. The bathroom cannot be designated at this place.

An employer with fewer than 50 employees does not have to comply if the requirements impose significant difficulty or expense. Penalties for violations include civil and criminal fines imposed by the Department of Labor. Also, if an employee wins her suit, the employee is entitled to recover reasonable attorneys’ fees and costs.

If You Can’t Say Anything Nice… If  you  have  ever  thought  about  telling  a  potential  customer  bad  things about your competition, don’t do it. The U.S. Court of Appeals  for the Fifth Circuit af@irmed a damages award against a company that  encouraged its sales agents to tell potential customers that a competi‐ tor was “out of business” or was “going out of business.” The competitor sued for defamation. The evidence presented  at trial showed that several customers refused to purchase  from  the  competitor  based  on  their  perception  that  the  company was failing. The evidence also showed a corre‐ lation between the timing of the defamatory statements  and a decline in the competitor’s sales.

"Family Responsibilities Discrimination Family Responsibilities Discrimination is a generic term referring to workplace discrimination based on family caregiving stereotypes. An employer may reassign an employee or change an employee’s responsibilities and duties based on beliefs about what the employee (a mother for example) can or should do. The reassignments or changes are not based on what the employee wants to do or is able to do. The discrimination results from actions being based on stereotypical beliefs instead of the actual employee’s ability and performance. The Center for WorkLife Law released its 2010 Litigation Update which reviewed 2,100 cases of Family Responsibilities Discrimination. The number of cases filed has been steadily increasing, with more than 200 cases being filed each year since 2006. A Family Responsibilities Discrimination case succeeded in North Carolina in 2006 with a verdict of more than $660,000 being awarded. According to the Litigation Update, more than 50 percent of these type cases succeed with an average verdict of more than $500,000. The study included 31 cases in North Carolina with a success rate of 57 percent and 14 cases in South Carolina with a 67 percent success rate. Employers should be aware of three patterns identified in the Litigation Update: # New Supervisor Syndrome: A new supervisor can change shifts, employment requirements or other expectations which adversely affect an employee who was performing well prior to the new supervisor. In certain circumstances, the new supervisors have actually commented that they wanted the employees with care-giving responsibilities to leave. # Second Child Bias: In certain situations, there were no adverse actions taken until a mother became pregnant a second time. However, once the second pregnancy occurred, supervisors took action with the expectation that the employee would no longer be committed to their job. # The Elder Care Effect: Employees caring for older parents have also been discriminated against based on what employers expected to happen. (Center for WorkLife Law; 2010 Litigation Update)

"Employee Settlements and Releases

When you have to terminate an employee’s employment, you may allow the employee an opportunity to resign. Your attorney probably advised you to get each employee to sign a settlement or release, which is a good idea. Those agreements allow an employer to be released from any claims the employee may attempt to bring against the employer. However, you need to be careful about how you attempt to get an employee to sign that release.

An employee recently sued his employer for using “undue influence” when the employee signed a settlement agreement allegedly under threat that the employee would otherwise lose his job. Fortunately, for the employer, the court found that the employer did not use any “undue influence” over the employee. When asking an employee to sign any settlement or release agreement, make certain that you have talked to your attorney to be sure all of the regulatory requirements for the agreement have been met. Certain laws require notice periods and specific

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

steps and language for the agreements. Also, use clear, plain language in your agreements. Allow the employee time to review the agreement and have an attorney review it prior signing. Content provided by Wishart, Norris, Henninger & Pittman, P.A., which partners with owners of closely-held businesses to provide comprehensive legal services in all areas of business, tax, estate planning, succession planning, purchases and sales of businesses, real estate, family law, and litigation. For more information, please call Robert Norris at 704-364-0010 or visit www.wnhplaw.com.

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UNIFY YOUR

No Matter Where You Are or What Device You Use, It's Just Like Being There!

COMMUNICATIONS

TO CONNECT SEAMLESSLY

Voice • Video • Data

Making IT Work!

962 5- D So u t h ern Pin e B lv d . • Cha rl ot te , NC 28 2 73 P h on e: 704. 831. 2 50 0 • To ll F r e e : 866. 70 8 .0 8 8 6

# $ % & ' ( )*) + , & - # )*) . / ( / ' $

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CC Communications

[webbiz]

New Media Strategies, Secrets and Solutions

"It’s Time for Home (Page) Remodeling Just within the past twelve months, customers have started to interact with your Web site in dramatically different ways. Today, visitors are accessing your Web content through a great diversity of devices such as smart phones and iPads, and they are searching for information using a broad range of different online resources including social media sites and multimedia portals. If you haven’t retooled your company’s home page recently, you are probably witnessing a decline in your Web site’s critical sales and marketing performance and you are very likely missing important new opportunities that can speed, expand and enhance your overall customer experience. It’s time to spruce up and modernize your home page design. Think “Home Improvement.” Multi-platform connection… Today, customers use a growing variety of appliances to access your Web site and each can significantly alter the look and functionality of your Web presence. For instance, iPhone and iPad users cannot view content or navigation that is animated using Adobe Flash programming, and different devices cannot support other common design features. Starting with your home page, construct a series of different page presentation views that are created specifically for each leading appliance. Then, embed a device recognition application, such as DeviceAtlas, into your home page that can automatically detect how a visitor is connecting and redirect that customer to the appropriate page version that will best convey your information. ~Kip Cozart

Social Media Integration… Make sure to cross-promote supplemental content that you post through other online media channels, including social networking portals like Facebook, LinkedIn, MySpace and MerchantCircle, blogs and mini blogs such as WordPress, Blogger or Tweeter, as well as e-commerce and coupon promotion sites like Amazon.com, Ebay.com, Groupon.com and SocialLiving.com. Now more than ever, visitors rely on your initial welcome page to serve as their “home base,” leading directly to all available sources of information about your company from a central, organized location. Single “Call to Action”… Information overload is an increasing problem for communicating with today’s online audience. In the past, companies tended to offer customers numerous choices for interaction on the home page (submit a form, participate in a survey, chat by text with a salesman, call a phone number, browse a catalog, view a video segment, download a PDF file, register for a contest, subscribe to a mailing list, and so on). Nowadays, too many choices presented all at once too often results with no action taken at all. Instead, consider promoting a single “call to action” on your home page. Under this approach, the customer perceives a clear and definite invitation to interact within the very first moments of the Web site visit and makes a conscious decision to carry the conversation further. Then, position additional call to action appeals throughout the rest of the Web site on a page-by-page basis. Stay tuned…additional home (page) remodeling tips coming next month!

QUESTION

"web @

WORK MRA Services, Inc.—VSNi Intranet Technical Documentation Portals MRA Services, Inc. of Kannapolis, N.C., provides technical documentation and related product support services to the passenger transit industry. In 2006, MRA partnered with CC Communications to design an Intranet Web portal for the Charlotte Area Transit System (CATS) that provides access to all technical documentation for the Lynx light rail vehicle. This highly successful online system provides CATS maintenance and operations personnel with streamlined access to critical documentation. Since then, MRA and CC Communications have also built similar online portals for transit authorities in Denver, Portland, San Diego and other cities. A document management portal for Calgary is now in progress and is expected to launch in the near future.

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

ANSWER

What in the world is Google Caffeine?

~Charlotte, NC

Good question. Google Caffeine, or simply “Caffeine” as it has come to be known, is Google’s new Web indexing system. Google launched Caffeine in early June, replacing their current search index. Why? According to Google, the new Caffeine indexing system will deliver 50 percent “fresher” search results. How? Caffeine will greatly expand Google’s collection of indexed Web content. Content from Web sites, blogs, news releases, forums and other online sources will be available much sooner after it is published than ever before, improving your real time search results. For additional information on Google Caffeine, check out the launch announcement on the Google Webmaster Central Blog at http://googlewebmastercentral.blogspot. com/2010/06/our-new-search-index-caffeine.html. Have a question about Web design or online marketing? Submit your question to www.greatercharlottebiz/webbiz. Questions & Answers may be reprinted here in upcoming editions of Greater Charlotte Biz! Content contributed by CC Communications, a Web design, programming and Internet media company providing a full array of services to businesses and organizations to enhance and produce effective Web, e-mail, multimedia marketing initiatives and business process improvements. For more information, contact Kip Cozart at 704-543-1171 or visit www.cccommunications.com.

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Elliott Davis

[accountingbiz]

Accounting, Tax and Consulting Solutions

"Ten Considerations When Selecting an Auditing Firm Does your summer business checklist look something like this? $ Clean out and organize files $ Plan company summer outing $ Choose a new independent auditing firm Although not the most appealing task on your “To Do” list, selecting the right auditing firm can be invaluable to your business. A good auditor serves as a check and balance system for your ideas, suggests recommendations to enhance your operations and control systems, and inspires confidence in your financial results with your financial institution and investors. Sound like your current relationship? If not, here are 10 important considerations when selecting a new auditing firm. Seek out recommendations from other similarly sized companies. These recommendations will provide you with valuable insights about a firm’s reputation and its ability to meet the needs of a company of your size and operational level. Obtain referrals from your financial institution or investors. These professionals provide capital to business leaders like you based on an auditor’s report, so it is always a good idea to make sure they are comfortable with the expertise and integrity of your auditing firm.

Ask your other trusted business advisors. Most likely your attorney, insurance broker or other professional service provider has established relationships with auditing firms and can provide you with advice on who may be best suited for your business. Select a firm that will invest time in learning your business. A good auditing firm will ask: What keeps you up at night? In order to be highly effective and efficient, your auditors must understand your business. In your proposal responses, pay attention to how much the auditing firms talk about themselves versus how much they talk about your business, needs and issues. Choose a firm that has experience in your industry. Inside knowledge of your industry will give your firm greater insight on how to approach your company’s audit. Also, a firm with experience in your industry may provide you with valuable benchmarking information that could help enhance your operational results. Consider the firm’s comprehensive resources. The complexity of your business and its evolution over time may require resources over and above an audit. Be sure to inquire about the full scope of solutions offered by your firm, keeping in mind independence obligations. Take into account the firm’s locations. If your company has offices in other regions or countries, you will want to consider how

4 5 6 7

these locations will be served. Many firms are members of national and international associations and can help meet your needs through these affiliations. Ask for the firm’s most recent peer review report. In general, most firms are required to undergo peer reviews of their auditing practices every three years. The reviews are designed to test a firm’s quality control standards and practices. Factor in cost. Ask prospective firms to supply you with an estimate of how long an audit will take and how much it will cost. A word of caution: audits are not commodities. The cost should not be an overriding factor in and of itself; consider the value of the services being delivered. Establish a trusted relationship. Your auditing firm is involved in the most intimate details of your business finances. You must select an audit team with whom you can establish rapport. You are looking for a trusted advisor with whom you can build a longterm relationship.

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~Keith Hendrix, CPA, Shareholder

"Being audited by the state? Be sure your use tax is paid! In this era of deficits and shortfalls, state auditors are becoming more aggressive in their scrutiny of sales and use tax paid by businesses. »Use Tax 101 | Use tax is regularly the cause of large tax assessments and is the alter ego of sales tax. Tangible items purchased by consumers are generally subject to sales tax. If sales tax were not charged on the initial sale, use tax would become due in the same amount the sales tax would have been, if the vendor had charged it. A primary difference between use tax and sales tax is that sales tax is paid to the vendor and use tax is generally paid directly to the government.

»Bargain or Burden | Many businesses are happy when they avoid sales tax when purchasing items like computers or supplies online, but what they may not know is that a use tax liability is generated as soon as they receive the property. Since taxpayers are often unaware of this tax or not properly self-assessing, states center a great deal of attention on this issue. Their auditors will focus heavily on purchases made from out-of-state vendors and purchases made online. »Auditor Scrutiny | Auditors will dig deeply, examining even the most complicated situations. For instance, purchases of checks by a bank may or may not be subject to tax depending on what the bank does with the checks. If a bank gives them to customers, it creates a use tax. But if the bank sells them to customers with a sales tax charge, use tax is avoided. Database subscriptions, software licenses, and software maintenance and support agreements are also items that

auditors will surely review. Beware; states treat these items differently for sales and use tax purposes, so vendors and end users are often confused as to whether sales or use tax is due. For example, remote access to databases (access to a research tool over the Internet, for example) is subject to sales tax in South Carolina but not in North Carolina. These fine gradations in taxability make it difficult for taxpayers to comply, thus attracting the attention of auditors. Other areas of interest for auditors include supplies, computers and peripherals, equipment, furniture, promotional items, and signage, among other things. »Prepare Your Business | It is important for businesses to have processes in place to properly self assess and pay use tax in order to avoid assessments and penalties. These processes will vary from business to business depending on purchasing volumes, purchasing patterns and staffing. Payment of current use tax will not exempt your business from audit requirements. However, in our experience, businesses with no use tax payments and no system in place to address this issue are more likely to be targets. Also, keep in mind that your exposure will continue to build as long as a system to calculate and pay any amounts due is not in place. An experienced state and local tax advisor can help your business develop procedures to pay the proper amount of use tax and avoid unwelcome tax assessments. Content contributed by the Charlotte office of Elliott Davis, PLLC, an accounting, tax and consulting services firm providing clients the solutions needed to achieve their objectives in 10 offices throughout the Southeast. For more information, contact Dan Warren at 704-808-5210 or visit www.elliottdavis.com.

~Jack Schmoll, CPA, Senior Manager, Elliott Davis, PLLC

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FROM DORM ROOM TO

GLOBAL ENTERPRISE Belk College graduate Michelle Menard started Choice Translating while still a student at UNC Charlotte. Today, Michelle and her husband Vernon, the companyâ&#x20AC;&#x2122;s COO and an honorary 49er, have offices in Charlotte and Lima, Peru and clients around the world. To learn more about how the Belk College of Business can inspire the entrepreneur in you, visit belkcollege.uncc.edu.

Michelle Menard Class of 1997

Vernon J. Menard III

NouvEON

[consultingbiz]

Managing and Delivering Change to Optimize Business Value

TOP 5 REASONS

Why Strategic Initiatives Fail and a Way to Make Success Visible We have all found ourselves, at one time or another, lamenting the “what ifs” after a great new strategic initiative comes charging out of the gates only to lose momentum and eventually fall into a ditch dying a slow quiet death. It happens in every company.The interesting part is it happens less frequently in some companies than in others. Do they avoid or minimize the pursuit of new initiatives? Do they take some magical approach to driving initiatives? In these increasingly tough economic times, companies are not afforded the luxury of avoiding new initiatives. They are either getting better or they are falling behind, so the answer is obviously the approach they’re taking. Let’s take a quick look at the top 5 reasons why strategic initiatives fail and what companies can do to help keep initiatives out of the ditch. According to a recent study performed by Industry Week, the top 5 factors that are common elements of a failed initiative are: 1. Strategy is not clearly communicated to the stakeholders 2. Lack of support by key leaders in the organization 3. Decision-makers do not understand the relevance or are unable to measure progress 4. Lack of impact on employee compensation 5. Technology needed for implementation is not available It comes as no surprise that these items will spell doom for most any initiative. It doesn’t have to be all of the items together either. A single setback in any one of these areas can knock an initiative right off of its tracks. If you are going through the efforts of researching, funding and implementing a new initiative, you certainly want to put a system in place to help ensure its success. An excellent tool to use is called Dashboarding. Dashboarding is taking key metrics associated with your strategic initiative and displaying them in easily digested information. With Dashboarding you are taken through the process of identifying metrics that quantify success. If you had to narrow down the Key Operating Indicators around the initiative to a handful, what would they be? Now let’s put them in an easy to read and understand format that will be visible to everyone. As this dashboard is updated and distributed on a regular basis it keeps the initiative fresh and allows you to measure your success on an ongoing basis. In a word, it is POWERFUL! In summary, continue to roll out great new initiatives as they are needed to insure your companies continued growth and success. Just remember, using Dashboarding as a tool to avoid the common elements of “initiative failure” will keep you out of the ditch and headed straight to the bank.

Patrick Sullivan, Managing Consultant and Process Excellence Knowledge Domain Leader

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BENEFITS OF DASHBOARDING

Benefit 1

The first benefit to Dashboarding is its ease of use. Once the metrics quantifying success have been established, it is just a matter of updating your information at the frequency you see fit. The centralized data sheet is then available to feed other easy-to-read graphs and charts. You will be able to compare any of the data across metrics, over time or any combination of the two. Dashboarding utilizes basic Excel functions, so there is no need to learn a new software package.

Benefit 2

The second benefit to Dashboarding is its flexibility. It can be used to track anything that has data. A special centering function can be incorporated to allow the gauge to update its own parameters based on year to date data. This way, no matter what parameter you are measuring, the gauge will make it comprehensive. An example of this is a gauge that measures in thousands and you are reporting on a metric that has less than 10 items.

Benefit 3

The third benefit of Dashboarding is its ability to be customized. You can put as many gauges in the dashboard as you would like. In practicality, no more than 5 or 6 are recommended, but this is more of a business standard than it is a limitation to the dashboards. You can add your company logos, colors, vision statements or anything you would like to the face of the dashboard. You can even put important reminders or emergency contact information and directions, if desired.

Content contributed by NouvEON, a management consulting firm. For complete white paper on Dashboarding, visit www.nouveon.com/dashboarding whitepaper.pdf. To contact NouvEON’s Dashboarding expert, e-mail him at psullivan@nouveon.com or follow on Twitter@NouvEON.

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THE EMPLOYERS ASSOCIATION

Legislative and Regulatory Highlights for Area Employers

Trusted HR Advice, Tools & Training

[employersbiz]

"'&*$.(#"*&!%'"(

DRIVING COSTS JUMP WITH RISE IN GAS PRICES North Carolina motorists are paying an average of 75 cents more per gallon of gas than this time last year, causing an expected dramatic rise in total vehicle ownership costs. The owner of an average sedan in the state driving 15,000 miles in a year can expect to pay 61 cents per mile to drive in 2010 compared to 56 cents last year, according to an analysis by AAA Carolinas. The average sedan in 2010, driven 15,000 miles, will cost $9,098 to drive based on current prices, compared to $8,399 last year. The increase can be largely attributed to a rise in the price of regular unleaded gasoline from $2.02 in April 2009 to $2.78 in April 2010. This is still less than April 2008 when gas was $3.59 for a gallon of self-serve regular unleaded.

The owner of an average sedan in the state driving 15,000 miles in a year can expect to pay 61 cents per mile to drive in 2010 compared to 56 cents last year. The total costs include insurance, maintenance, gasoline, tires, taxes, registration, depreciation and finance charges based on driving 15,000 miles a year.The most expensive ownership cost per mile is 26 cents for depreciation based on 18 percent per year for a new 2010 model year automobile. AAA’s annual driving cost analysis informs motorists of operating

expenses and the real costs of operating an automobile. Behind depreciation, the next most expensive category is operating costs, which include gas, maintenance and tires, and is expected to cost 16 cents per mile.

The average sedan in 2010, driven 15,000 miles, will cost $9,098 to drive based on current prices, compared to $8,399 last year. AAA compared the cost of vehicles in five separate vehicle categories, small, medium and large sedans as well as SUVs and minivans. The cumulative final estimate in this release is based on an average of the three sedan categories. SUV costs increased the most rising to an average of $12,198 a year to own and operate, almost $1,000 more than last year. AAA’s analysis uses the U.S. Environmental Protection Agency’s (EPA) revised fuel-economy estimates intended to better reflect “real world” conditions as opposed to laboratory tests. Annual driving costs calculations use standardized criteria designed to model the average use of a vehicle for personal transportation over five years and 75,000 miles of ownership. Actual driving costs will vary based on individual driving habits, location, operating costs and other factors. (www.aaacarolinas.com;Your Driving Costs)

2010 DRIVING COSTS FOR NORTH CAROLINA Small Sedan

Medium Sedan

Large Sedan

Car Average

$16,673.00 29 $2.7860 15,000

$21,833.00 25 $2.7860 15,000

$27,704.00 22 $2.7860 15,000

$22,070.00 25 $2.7860 15,000

$30,947.00 19 $2.7860 15,000

$23,998.00 20 $2.7860 15,000

OPERATING COSTS Gas Maintenance Tires TOTAL OPERATING COST PER YEAR TOTAL OPERATING COSTS PER MILE

$0.0961 $0.0398 $0.0055 $2,120.53 $0.14

$0.1114 $0.0467 $0.0085 $2,499.60 $0.17

$0.1266 $0.0507 $0.0077 $2,775.55 $0.19

$0.1114 $0.0457 $0.0072 $2,465.10 $0.16

$0.1466 $0.0547 $0.0093 $3,159.47 $0.21

$0.1393 $0.0476 $0.0067 $2,904.00 $0.19

OWNERSHIP COSTS Full-coverage Insurance** License, Registration First-year sales and property taxes*** Depreciation (15,000 miles annually)+ Finance Charges++ TOTAL OWNERSHIP COST PER YEAR TOTAL OWNERSHIP COST PER MILE TOTAL COST PER MILE TOTAL COST PER YEAR

$618.00 $68.00 $613.70 $3,001.14 $900.34 $5,201.18 $0.35 $0.49 $7,321.72

$520.00 $68.00 $803.63 $3,929.94 $1,178.98 $6,500.55 $0.43 $0.60 $9,000.15

$630.00 $68.00 $1,019.73 $4,986.72 $1,496.02 $8,200.46 $0.55 $0.73 $10,976.01

$589.00 $68.00 $812.35 $3,972.60 $1,191.78 $6,633.73 $0.44 $0.61 $9,098.83

$590.00 $68.00 $1,139.10 $5,570.46 $1,671.14 $9,038.70 $0.60 $0.81 $12,198.17

$501.00 $68.00 $883.32 $4,319.64 $1,295.89 $7,067.85 $0.47 $0.66 $9,971.85

Cost of Car Average mpg Cost per gallon* MILES PER YEAR

*Price based on April 7, 2010 average NC gas price for a gallon of unleaded self-serve fuel. **Based on full-coverage policy, $100,000/$300,000 coverage with $500 collision deductible and $100 comprehensive. ***NC sales tax at 3%, NC property tax estimated at .6808/$100 +Depreciation based on AAA average residual value estimates ++Finance charges for 1 year based on 6% for 60 months after 10% cash down

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

SUV

Minivan

Content contributed by The Employers Association, providing 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.

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Workers with college experience have held up better during the current downturn, and new research suggests that demand for more educated employees may outstrip supply over the next decade. There may not be enough graduates to meet the demands of the U.S. work force by 2018.By 2018, the United States will see 46.8 million job openings, 63 %—29.5 million—of which will require some college education. One-third, or 16 million positions, will require a bachelor’s degree or higher, according to a report by the Georgetown University Center on Education and the Workforce. Companies will seek 22 million new postsecondary degree-holders, but just 19 million or so will have earned an associate’s degree or higher by then, according to the report. The difference averages to a 300,000 annual deficit of college graduates between 2008 and 2018.

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The shift toward a “college economy” stems from a greater reliance on technology, which has recently replaced many blue collar jobs: a change from 25 million jobs for degree-holders in 1973—28% of the work force—to 91 million in 2007—42% of the work force. The report estimates that 45% of the expected 166 million work force in 2018 is expected to hold an associate’s degree or higher. “The implications of this shift represent a sea change in American society,” the report states. “Essentially, postsecondary education or training has become the threshold requirement for access to middle-class status and earnings in good times and in bad. It is no longer the preferred pathway to middle-class jobs—it is, increasingly, the only pathway.” (The Wall Street Journal; Demand for Educated Workers May Outstrip Supply by 2018; June 15, 2010)

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compiled by heather head

Business Education Directory

Work Force

A Comprehensive Resourse for

TRAINING & EDUCATION IN THE CHARLOTTE MARKETPLACE

2 0 1 0 elcome to our seventh annual Greater Charlotte Biz directory of Charlotte regional business education opportunities, from traditional business education programs to customized work force training. As our economic climate continues to challenge businesses and employees, companies have been forced to trim training and education budgets, lessening the availability of resources for workers needing hone and build their skills. According to the U.S. Chamber of Commerce, the quickening pace of change in workplace technology and the growing demand for flexible, highly skilled employees means that not even the most experienced workers can afford to rely on existing skills. And neither can the employers: “To remain competitive, businesses must invest not just in the preparation and recruitment of new talent, but also the continuing development of workers at all stages of their careers. Unless America makes dramatic improvements in education and work force training, it will pay a terrible price, risking its place as an economic superpower and its identity as a striving, middle-class democracy.”

"A Challenging Economic Environment Traditionally, employers have turned to community colleges and MBA programs for work force training in traditional classroom-style. These options are still viable, even more so now that many institutions specifically tailor programming to meet specific employer needs and also offer flexible, Extent to Which Customized Training Program Met Company Expectations

online options for easier accessibility. However, in a tough economy, employers must also look to untraditional, cost-effective options to enhance their education and training options. David R. Wetzel, author and continuing education specialist, offers the following six tips for increasing work force training on a tight budget: Overall Impact of Customized Training Program on Company Operations

94% of clients rated the training Average = 4.58 excellent or Rating Rating Scale: 5 - excellent (highest) 1 - unacceptable (lowest) very good

94% of clients rated the training Average = 4.56 excellent or Rating Rating Scale: 5 - excellent (highest) 1 - unacceptable (lowest) very good

Acceptable

92% of clients rated the training Average = 4.54 excellent or Rating Rating Scale: 5 - excellent (highest) 1 - unacceptable (lowest) very good 10

1 Very Good

Overall Effectiveness of Customized Training Program in Preparing Company Employees for Productivity 88

Excellent

1. Identify experts from inside the company in specific areas of production, sales, management, technology, and other key areas. Organize a series of brown bag lunches at each of which one of your resident experts conducts an in-house training session. 2. Encourage employees to join professional, civic, and other local organizations related to their career field. These organizations provide employees with the latest information, strategies, and techniques for improving productivity and efficiencies. 3. Share the cost of training by offering flex-time to accommodate employees’ attendance in work force education programs. 4. Encourage enrollment in online education experiences. Provide the use of company resources to access the Internet and other technologies necessary to participate. 5. Offer employees tuition reimbursement in place of other financial incentives for exceeding work goals or completing specific education requirements on their own. In addition to opting for less expensive types of training and sharing the costs of %

Marginal

Excellent

Very Good

Acceptable

Marginal

1 Excellent

Very Good

Acceptable

Marginal

Continuous Improvements Evaluation Projects Completed July 1, 2008 through June 30, 2009

Source: NCCCS Customized Training Program Trends & Statistics 2008-2009 Annual Report at www.ncccs.cc.nc.us/Business_and_Industry/reports.htm

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BUSINESS EDUCATION College/University Location Appalachian State University-Walker College Boone The Art Institute of Charlotte Charlotte Belmont Abbey College Belmont Capella University-School of Business & Technology (online program) Catawba College-Ketner School Salisbury Catawba Valley Comm. College Hickory Central Piedmont Comm. College Charlotte (6 locations) Cleveland Comm. College Shelby Davidson College Davidson DeVry University-Keller Graduate School of Management Charlotte Duke University-Fuqua School Durham Elon University-Martha and Spencer Love Elon Gardner-Webb University-Godbold School of Business Boiling Springs Gaston College Dallas/Lincolnton/Belmont Johnson C. Smith University Charlotte Johnson & Wales University-College of Business Charlotte King’s College Charlotte Lenoir-Rhyne University-Charles Snipes School Hickory Livingstone College Salisbury Mitchell Comm. College Statesville/Mooresville Montreat College-School of Profess. & Adult Studies Charlotte/Asheville/Montreat NC A & T State University-School of Business & Economics Greensboro NC State University-College of Management Raleigh Pfeiffer University Durham/Misenheimer/Charlotte Queens University-McColl School Charlotte Rowan-Cabarrus Comm. College Kannapolis/Salisbury/Concord South Piedmont Comm. College Monroe/Polkton/Wadesboro Strayer University Charlotte/Huntersville UNC Chapel Hill-Kenan-Flagler Chapel Hill UNC Charlotte-Belk College Charlotte UNC Greensboro-Bryan School Greensboro University of Phoenix Charlotte (3 locations) USC Columbia-The Moore School Columbia, SC Wake Forest University School of Business Winston-Salem/Charlotte Wingate University-School of Graduate & Adult Ed. Wingate/Matthews Winthrop University Rock Hill, SC York Technical College Rock Hill, SC

training, it’s important to evaluate the training investment to ensure that it is truly meeting company goals and providing a valuable return on the company’s investment. "Measuring Training ROI Just like advertising investments, companies who continue to invest in meaningful ways through a recession gain market share and reap the benefits: When the economy heats back up, those who have continued to invest will have an edge on their competitors who did not. But also like advertising, difficult economic times make the job of measuring ROI more important than ever. “We recommend that organizations make measuring the value and impact of learning a priority,” says Doug Howard, CEO, Training Industry. “This way, training organizations can make better-informed budgetary decisions about which training should be supported, and which training needs to be improved.” He suggests the following steps for measuring and ensuring a return: # Make sure your training is targeted and really needed. It’s difficult to spend your training dollars wisely when you don’t understand what training your team members really need. Consider spending some time and part of your budget assessing your team’s strengths and weaknesses before investing in training. # Establish measurable returns. You can’t measure results unless you establish your benchmarks. This step also will require time and money, but its value in ensuring your training is on target will pay its own dividend. # Work with vendors that truly understand your needs. If you’re working with an outside vendor or consultant who insists on telling you what your needs are, rather than taking the time to truly understand them, you’re probably wasting your money. Choose a vendor who knows how to get to the core of your issues and bring about positive change within your organization. # Make sure your training is flexible and customized. “Boxed training” rarely brings about lasting change. Make sure your training and development efforts are flexible and customized to the unique needs of your organization.

The information included herein was solicited directly and extracted from the Web site for each school. Only licensed and accredited programs are included in this survey. Prospective students should contact a school directly for additional information.

EDUCATION PAYS

Co-worker Training

Unemployment rate in 2009 2.5

Doctoral degree

2.3

Professional degree

3.9 5.2 6.8 8.6 9.7 7.9

Average, all workers

1,257 1,025

Associate degree

761 699

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DISTANCE LEARNING Apprenticeship Programs Community College UNIVERSITY COURSES

626 454 774

Average, all workers

Note: Data are 2009 annual averages for persons 25 and over. Earnings are for full-time wages and salary workers. Source: Bureau of Labor Statistics, Current Population Survey, May 27, 2010

(-/012345

1,529

Bachelor’s degree

Less than a high school diploma

14.6

WORKSHOPS

$1,532

Master’s degree

Some college, no degree High school graduate

Supplier Training

Median weekly earnings in 2009

"Covering All 16 Counties of Business Education in the Charlotte Region

w w w. g re a t e rc h a r l o t t e b i z . c o m

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DIRECTORY Telephone 828-262-2057 704-357-8020 704-461-6665 888-CAPELLA 800-CATAWBA 828-327-7000 704-330-2722 704-484-4000 704-894-2230 704-362-2345 919-660-7700 800-334-8448 704-406-4375 704-922-6200 704-378-1010 980-598-1000 704-372-0266 828-328-1741 704-216-6000 704-878-3200 800-436-2777 336-334-7500 919-515-2011 704-463-1360 704-337-2525 704-637-0760 704-290-5100 704-499-9200 919-962-5327 704-687-2213 336-334-5000 704-501-3077 803-777-3176 704-365-1717 704-849-2132 803-323-2186 803-327-8000

Web Site business.appstate.edu artinstitutes.edu belmontabbeycollege.edu capella.edu catawba.edu cvcc.edu cpcc.edu clevelandcommunitycollege.edu davidson.edu keller.edu fuqua.duke.edu elon.edu business.gardner-webb.edu gaston.edu jcsu.edu jwu.edu/charlotte kingscollegecharlotte.edu lr.edu livingstone.edu mitchellcc.edu montreat.edu ncat.edu/~sbe mgt.ncsu.edu pfeiffer.edu mccollschool.edu rowancabarrus.edu spcc.edu strayer.edu graduateschool.unc.edu belkcollege.uncc.edu uncg.edu/bae phoenix.edu moore.sc.edu business.wfu.edu wingate.edu winthrop.edu yorktech.edu

Pub/Pri Public Proprietary Private Private Private Public Public Public Private Private Private Private Private Public Private Private Private Private Private Public Private Public Public Private Private Public Public Private Public Public Public Private Public Private Private Public Public

Accreditation SACS/AACSB ACICS SACS/NCATE NCA SACS SACS SACS SACS SACS NCA SACS/AACSB SACS/AACSB SACS/ACBSP SACS/ACBSP SACS/ACBSP NEASC ACICS/CAAHEP SACS SACS SACS SACS SACS/AACSB-International SACS/AACSB SACS/IACBE/ACQUIN ACBSP/AACSB SACS SACS MSCHE SACS/AACSB SACS/AACSB SACS/AACSB-International NCA/ACBSP SACS/AACSB SACS/AACSB SACS SACS/AACSB SACS/ACBSP/ABET

Undergraduate Graduate Online BS/BA MBA/MS AAS/BA Yes BS/BA BS MBA/MS/PhD Yes BS MEd Yes AA/AAS AA/AAS Yes AA/AAS Yes BA BS MBA Yes BS/BA MBA/EMBA/PhD Yes BS/BA MBA BS MBA/IMBA/MAC/MBA-Plus Yes AAS Yes BS BA/BS/AS AAS BA MBA BS/BA/BFA/BSW AA/AAS Yes AS/BS MBA/MSML/MAEd BS MA/MS Yes BA/BS MBA/MAC/ME/PhD Yes BS MBA/MHA/MS/MA Yes BA PMBA/EMBA/MSOD Yes AA Yes AA/AS/AAS Yes BS/AA MBA/MS/MSI Yes BS MBA/EMBA/MAC/PhD Yes BS IMBA/MBA/MAC/PhD/MS Yes BS/BA MBA/MS/PhD/MA BS/AAS MBA/MS/PhD Yes BS MBA/IMBA/MACC/MA/MHR/PhD Yes BS MS/MBA/MA BS/BA/BLS MBA/MAEd/MAT/PharmD Yes BS/BA PharmD/MBA/EMBA/EdD AAS Yes Please send your school updates to editor@greatercharlottebiz.com.

"Training for executives and owners While employers are thinking about the best use of their training budgets for employees, it’s important not to forget that even executives and owners can’t afford %

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

UNEMPLOYMENT RATE BY LEVEL OF EDUCATION Less than High School Diploma, 25 yrs. & over Some College or Associate Degree, 25 yrs. & over

High School Graduates, No College, 25 yrs. & over Bachelor’s degree and higher, 25 yrs. & over

18% 16% 14%

Unemployment Rate

"Measuring Up Is your company spending too much on training? Is it spending too little? Although there is no pat answer to these questions, understanding your goals and measuring your ROI are two valuable tools for addressing the issue. According to The Corporate Learning Factbook, in the U.S. the average total training expenditure by corporations for 2009 was $694,000. That number includes $1,273 spent per employee plus $87,000 on learning technology. The average cost per training hour was $111, approximately 65 percent of which was payroll expense.

12% 10% 8% 6% 4% 2% 0%

n-9

n-0

n-1

http://www.calculatedriskblog.com

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“WE MAKE CELL PHONES WORK IN BUILDINGS.” IN-BUILDING ANTENNA Cellular

REPEATER

DONOR ANTENNA

Indoor Antennas

to rely on existing skills. Constant learning and improvement are the keys to getting to the top, and they are keys to staying there. Jay Jamrog, from the business think tank i4cp, says: “The recession was a real wakeup call on leadership for companies. They’re looking at the changed environment and asking themselves whether they’re training leaders with the right competencies.” According to i4cp’s research, in-born qualities such charisma have only a small effect on a leader’s effectiveness in driving a company to profitability. Instead, business knowledge and the ability to execute strategy well topped the list of critical leadership qualities. To back up that data, i4cp found that high-performing companies place much greater emphasis on training leaders in specific business competencies than do low performers. Specifically, 66 percent of highperforming companies say that they train their leaders in operations, compared to 44 percent of low performers. However, the same think tank’s data shows that outsourced training for leaders—including both off-the-shelf programs and custom-designed coursework provided by vendors—has very little impact on the bottom line. The most effective training for executives, it turns out, is also the least utilized: role-playing simulations and business case studies developed and implemented in-house. “With case studies,” Jamrog says, “the key seems to be to have leaders look at issues in their own company. They work on an actual business problem at the company and try to learn from solving it.” Simulations and roleplaying can be more expensive both in terms of money and time, but according to i4cp, they are also more effective. Although internal training and development efforts are crucial and cost-effective, traditional formal programs have their place in executive development also. Programs like those offered at Duke University’s Fuqua School of Business or Wake Forest’s Executive MBA program, for instance, offer cross-pollination experiences that are simply not available through in-house training and development. Regardless of the type of training, as our economy changes and our world continues to be driven by new technologies and a global perspective, it is clear that successful companies must invest in training and development at all levels in order to continue to compete. biz

Amplifier/BDA/ Microcell

IN-BUILDING CELLULAR & WIRELESS SOLUTIONS

!"#$%&''()*+,(-) #,-)*.($#'(-

#)#8:CB8EKC3D)/9C3995)%F:C3?:) #)L3QQ)R2<93)I3@35C3B)%<QKC8<9: #&RKEQ8>)%5=3CF)%<QKC8<9: #&\8B3)I3@35C3B`+#/)%F:C3?: #&R<89CaC<aR<89C)%<QKC8<9: #&P8a\8)%<QKC8<9:

That’s a lot simpler than saying, “We integrate optical technology in distributed antenna systems providing efficient indoor coverage for licensed 800 and 1900 frequency bands, WLAN, WiFi and 700/800 MHz public safety bandwidths.” We install in-building networks using a single distribution backbone with a multi-band distributed antenna system that can accommodate CDMA, TDMA, GSM, iDEN, 1xEV-DO, Edge and WiFi 802.11x, all in an interference-free environment. Call us…we are a national provider of turn-key wireless solutions backed by professional installations and reliable products.

"harriscommunications.net

"#803-325-1717

Harris Communications

Use BusinessWise ...to identify future clients.

Extensive local b2b data Drip marketing at its best!

!AAAOEK:893::A8:3O><? Charlotte 6100 Fairview Rd. Suite 330 Charlotte, NC 28210 Phone: 704.554.4112

Atlanta 6190 Powers Ferry Rd. Suite 190 Atlanta, GA 30339 Phone: 770.956.1955

Dallas 15851 Dallas Pkwy Suite 600 Addison, TX 75001 Phone: 214.561.8692

BusinessWise Better Data...Better Decisions

Heather Head is a Charlotte-based freelance writer.

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We surf the Internet … We dive into magazines… 123)&9C3B93C)8:)3b28Q5B5C896c.5657893:)5B3)39U3Q<@896O ) )))))123)&9C3B93C)6B5E:)F<Kc.5657893:)3?EB5>3)F<KO ) ))))))))))123)&9C3B93C)8:)8?@KQ:8U3OOO.5657893:)5B3)8??3B:8U3O ) ))))))))))))))))))))))))))))))))))))))))))))))))And both media are growing. Barely noticed amidst the thunderous Internet clamor is the simple fact that magazine readership has risen over the past five years. Even in the age of the Internet, even among the groups one would assume are most singularly hooked on digital media, the appeal of magazines is growing. Think of it this way: during the 12-year life of Google, magazine readership actually increased 11 percent. What it proves, once again, is that a new medium doesn’t necessarily displace an existing one. Just as movies didn’t kill radio. Just as TV didn’t kill movies. An established medium can continue to flourish so long as it continues to offer a unique experience. And, as reader loyalty and growth demonstrate, magazines do. Which is why people aren’t giving up swimming, just because they also enjoy surfing.

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Executive Looks. Exceptional Prices. Space Planning

The Power of Print®

Reupholstery

11 Facts About Magazines 1. Magazine readership has grown over the past five years. (MRI) 2. Average paid subscriptions reached nearly 300 million in 2009. (MPA)

NEW

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Winston Kelley Executive Director NASCAR Hall of Fame

iven his strong racing roots, perhaps it’s predictable the executive director of Charlotte’s NASCAR Hall of Fame grew emotional just before grand opening. Winston Kelley perched high above the first floor and gazed down on 18 historic race cars in the Glory Road exhibit. Before he knew it, he was wiping tears. “It’s that compelling for somebody who has been around the sport for a long time,” Kelley attests. Twenty-four hours later, crowds flocked to first-day festivities for the shiny keeper of NASCAR’s most precious artifacts and proudest history. They also played on more than a few interactive exhibits that can rev most anyone’s engine. Many more visited the Hall for two other occasions in May. One was the induction to the Hall of Fame for its first five members: NASCAR founder Bill France Sr.; his son Bill France Jr. who has run the sport for nearly three decades; Richard Petty, the driver whose nickname “The King” sums up his dominance; Dale Earnhardt, whose seven NASCAR championships match Petty’s; and Junior Johnson, former driver and car owner whose youthful moonshine runs were more than lore. Then there was the NASCAR Sprint All-Star Race under the stars and the Coca-Cola 600 that bookend center city Charlotte’s Speed Street, celebrating the Queen City’s particular version of rapid transit.

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by ellison clary

[bizprofile]

NASCAR HALL OF FAME IT BELONGS HERE!

"May 2007

"Grand Opening May 2010

Carolina Digital Photo Group

From Rendering to Reality Through it all, Kelley and his crew of nearly 30 full-time staffers and 100 part-timers kept people shuffling through the 150,000 square feet of racing history and fun. And if old cars caused Kelley to cry, he also chokes up recounting how the Hall fueled bright eyes for a young boy confined to a wheel chair. And he takes pride in knowing staffers belted out impromptu versions of the Happy Birthday song to other youthful fans. “When parents stop you and say your staff did something extra that made a kid’s day, that’s pretty cool,” Kelley says. “The thing I’m probably as pleased about as anything is how much fun the kids are having.”

But the Hall caters to multiple demographics. “We said we wanted to appeal to people from 5 to 85, die-hard NASCAR fans or not, and I think we have very much achieved that objective,” Kelley adds. » Kelley’s Racing Pedigree Kelley, 52, is a former Duke Energy executive with an impressive stock car resume. His hobby for nearly three decades was working as a radio race reporter and he’s been a statistician and public address announcer at tracks in Bristol, Va., and North Wilkesboro, N.C. His dad, Earl Kelley, was the original public relations director at Charlotte Motor Speedway.

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

Kelley helped Charlotte civic leaders land the NASCAR Hall, then signed on to steer it. To turn dreams into bricks and mortar, he worked with a team that included his boss, Tim Newman of the Charlotte Regional Visitors Authority (CRVA); city of Charlotte officials such as Ron Kimble, assistant city manager, and Jim Schumacher, city engineer; exhibit designers Ralph Applebaum & Associates; Bank of America executive Cathy Bessant; Wachovia executive John Tate; and NASCAR offi% cials and construction executives.

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»GLORY ROAD A banked ramp leading to the second floor of the Hall, Glory Road features 18 historic cars and highlights 46 current and historic tracks. It also mimics the various degrees of banking at racetracks, including the impressive 33 degree incline found at Talladega Superspeedway.

»THE GREAT HALL Considered the "Times Square" of the Hall, this large, open greating area on the main level includes rotating exhibit displays and a 14' x 18' indoor video billboard displaying lively video scenes and graphics.

»HIGH OCTANE THEATRE A 278-seat state-of-the-art theater with a 64' wide-curved projection screen and surround sound. The theater features informational films about the history of NASCAR and is available for after-hours facility rentals.

»CEREMONIAL PLAZA A 19,000-square-foot exterior patio site, where the grand opening ceremonies were held, will be the home of induction ceremonies, commemorative brick pavers and special events.

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“I cannot tell you how many times I’ve walked through the building and people have lined up to say thank you,” Kelley smiles. “My standard response is that I accept on behalf of thousands of others, and thank you for being here.” Kelley says the finished product is about the way he envisioned it, both inside and out. He likes the spacious plaza that fronts the main entrance facing Charlotte’s ever-expanding skyline. The adjacent Buffalo Wild Wings Café adds vibrancy as a commercial component. Overall, the oval structure evokes visions of super speedways. Inside, the pedal meets the metal. From NASCAR insiders as well as casual fans, Kelley says, the most frequent comment is, “This has far more than we anticipated.” A popular exhibit is the aforementioned Glory Road that displays, among others, the 1939 Ford driven in 1948 by Red Byron, NASCAR’s first champion. And there’s a replica of the 1959 Oldsmobile that Lee Petty steered into the winners circle at the first Daytona 500. But there’s much more. The experience of piloting a racer is so realistic that driver Brad Coleman of the Nationwide Series and NASCAR Camping World Truck Series played with it for an extended time, making sure he turned the day’s best lap. And two-time Sprint Cup champion Terry Labonte praises it for its reality quotient. Then there’s a pit crew challenge, where Hallgoers can compete with each other in a complete pit stop including jacking and fueling a car and changing tires. When they need a pit stop of their own, visitors can enjoy a snack bar and gift shop. » Moonshine Moorings Although illegal spirits didn’t foster NASCAR, there is a connection to the fast-driving moonshine haulers of yesteryear, some of whom became or inspired racers. So how can anyone fail to be impressed by the moonshine still designed, built and installed by inductee Johnson? Envisioned as a scale model, Johnson produced a full-sized distilling contraption. He vows it will work if supplied fire, water and sour mash. Some thought NASCAR wouldn’t allow a still in its Hall of Fame, but Kelley maintains its inclusion was never questioned. Keeping watch on the exhibits is Kelley’s threeheaded team of Kevin Schlesier, Buz McKim and Michelle Leopold. McKim is a NASCAR historian whose connections galore allow him to acquire all manner of memorabilia. Schlesier manages the department and focuses on exhibit rotation and display. Leopold is the collections manager and is charged with the care of the artifacts. All of that is critical for fueling top-notch visits. Open seven days a week with a base ticket

of $19.95, the Hall is economically accessible. Kelley and top lieutenants are tweaking the experience in a few areas. One is signage. The Hall shares a 1,000 space underground parking deck with the adjacent 19-story NASCAR office tower. Getting from the garage to the front door has puzzled some. Others sometimes veer off track once in the Hall itself. The team has more way-finding in the works, both outside and inside. Visitor flow is another point of emphasis. “People are probably staying a little longer than expected, but many are under-budgeting the amount of time they need, because there’s so much in here,” Kelley says. Exhibit designers classify museum visitors in three categories: streakers, strollers and studiers. Many of the Hall’s visitors seem to be strollers and they are averaging between three and four hours in their visits. From his excursions on the floors of the facility, Kelley has met people from as far away as California and he says foreign countries have been represented, too. » Hall Has Magnetic Attraction The Hall planners and developers are hoping their attraction will have a magnetic effect on tourism and convention business. Kelley offers: “We definitely feel like we’re serving the purpose we intended, which is to be another reason people would want to come to Charlotte.” CRVA’s Newman goes further. He points to the largest convention in Charlotte’s history, this spring’s gathering of the National Rifle Association, for whose leaders the promise of the Hall being open was a big enticement. “The Hall and adjacent Crown Ballroom have helped us book at least two major conventions a year for each of the next five years, so we are already delivering on this investment,” Newman beams. Built into the Hall, the Crown Ballroom is an addition to the Charlotte Convention Center. Of its 100,000 square feet, 40,000 are inside the NASCAR facility. The largest space of its type in the region, it seats 4,200 theater-style and 2,400 for a sit-down dinner. It’s shared by the museum, which also boasts The Great Hall to accommodate receptions in the 675 range and dinners for up to 350. And there are smaller gathering areas, too. Those who have participated in special events at the Hall which included meals have been impressed with the food service provided by the Convention Center, Kelley says. Another area of concentration for Kelley is in Hall sponsorships. So far, nine have been sold and that has raised about $4 million. More need to be bought for the Hall to pay off a non-recourse loan of $21.5 million from Bank of America and Wachovia.

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“Two things impacted the ability to close sponsorships,” Kelley explains. “It was hard to get somebody to sign up for something they could see only on a sheet of paper. As we started getting something that people could really see, interest started to pick up.” The economic downturn also hurt, Kelley says, drying up dollars as marketing executives grew more deliberate in their decisions.

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!"#$%&'(')**#+,"-%". /0,12%13&%" '0"G(+./%'02*6;%3(:;4U"2V%>+C0;*/%^(:%,(% ,4*%\20."#%7C*+;%^(:%'(+D;%="+;%,(%[0//] Friday, July 16 WKA"G%P%X-GY Saturday, july 17 WKA"G%P%I-GY Sunday, July 18 WK@-G%P%Z-GY !"#$%&%'()*+%,(-%.*/01+*2/%34(56"/0+1% ,4*02%789:0/0;*%<(##*6;0(+/%=0;4%>+62*.0?#*% Then he adds a reason for optimism: “When the market was down and groups were interested in paying a lower amount for a sponsorship, the banks said: ‘Don’t undersell the asset. We know we’ve got an exceptional facility. We provided a very low interest loan. We’ll extend that.’ They didn’t want the money just for the sake of having the money.” Kelley has no target number for sponsorships, but points to a display which recognizes the nine. “We’d like to fill up that wall with quality sponsors,” he smiles, adding that the Hall wants to cultivate community partner% ships, as well.

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NASCAR VAULT Transporter Simulator

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» A Good Decision Though owned by the city and operated by the CRVA, the Hall is a NASCAR licensee. NASCAR feedback has been excellent, Kelley says, adding, “They are very proud of the facility and the way it accurately portrays the history of NASCAR.” Would NASCAR ever move its end-of-year banquets to Charlotte and the Hall? Kelley thinks that’s a possibility. The annual bash for the Sprint Cup, NASCAR’s top competition, moved from a long run in New York City to Las Vegas in 2009 on a three-year contract. Kelley says he personally feels NASCAR will consider rotating the event at some point. “Do I think Charlotte has a chance to get the Sprint Cup banquet here at some point?” he asks rhetorically. “Absolutely.” A more solid bet is that the banquet for the

“We said we wanted to appeal to people from 5 to 85, diehard NASCAR fans or not, and I think we have very much achieved that objective.” ~Winston Kelley Executive Director NASCAR Nationwide Series and NASCAR Camping World Truck Series will move to the Queen City from the Miami metro area. Competitors at that level don’t enjoy travel budgets nearly as lavish as Sprint teams, and congregating

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near their Lake Norman base could carry strong appeal, Kelley thinks. “We have let them know we are very interested,” he says, and he is bolstered by a more recent confirmation of a fete for a NASCAR Touring Series booked for December. Another mission for Kelley is making the Hall an even stronger part of Charlotte’s Speed Street. There was a Food Lion live music stage near the entrance this year, but Kelley and supermarket brass are kicking around ways to enhance that experience. Meanwhile, the overall aura of the NASCAR Hall of Fame shines brightly. Charlotte’s Rick Hendrick, who presides over Hendrick Motorsports as well as the Hendrick Automotive Group, calls the Hall “something spectacular, an unbelievable place.” It’s humbling, he adds, to enjoy the facility and simultaneously think of how far NASCAR has come. He especially appreciates the museum’s wide appeal. “When you walk in the Hall of Fame,” he says, “you become a fan.” biz Ellison Clary is a Charlotte-based freelance writer.

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400 East Martin Luther King Jr. Blvd. Charlotte, N.C. 28202 Phone: 704-654-4400, 877-231-2010 Principal: Winston Kelley, Executive Director Staff: About 30 full-time, approx. 100 part-time Operations: Owned by the City of Charlotte, licensed by NASCAR, operated by the Charlotte Regional Visitors Authority Facility: 150,000 square feet on four levels; 40,000 square feet of exhibit space; nearly 1,000 artifacts Admission: $19.95 adult, $17.95 military and seniors, $12.95 child Operation: 7 days a week, 362 days a year www.nascarhall.com

301 S. McDowell St., Ste. 502, Charlotte, NC 28204 704.371.5000 • www.danielratliff.com 26

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by zenda douglas

•••••••••••••••••••••••••••• ••••••••••••••••••••••••••••••• ••••••••••••••••••••••••••••••••••• ••••••••••••••• ••••••••••••••••••••••••••••• •••••••••• ••••••••••••••••••••• ••••••••••••••••••••••••••••••

THE HOUSE OF INFORMATION

$."$(6+#,()7%!$ easing the pain of information management

he company is enclosed within a secured fence. No name is on the door. Inside the vast, windowless building, boxes of records are stacked on steel racks from floor to ceiling. Every item in storage is bar-coded. This is the setting for the serious business of records and information management. This huge collection of paper files, back-up tapes and microfiche inherently holds work histories, successes and failures, dreams and plans and other evidence of the businesses which are FileVault clients. Physically, FileVault is a 100,000-squarefoot archive with a second storage facility nearby which is equally secure and perfectly tempered to its contents. Beyond space, what it represents to its clients is convenience, peace of mind and staying out of trouble. “I like to think of it as managing a giant haystack, pulling out needles on demand and accounting for each of them,” says Dan Peck, founder and CEO of FileVault.

Peck started FileVault, L.L.C. in September of 2001 after a summer spent talking with administrators and information and financial managers about their records management strategy. What Peck found was a lot of frustration: “Either they had popping veins or deer-in-the-headlights expressions.” Peck identified five common concerns, which he refers to as “pains”: space (cluttered work environments); accessibility (getting what is needed when it is needed); compliance (with applicable legislation); security (with regard to their own teams or other people); and workflow (efficiency of transactions). “One-hundred percent of people who seek our help are interested in addressing one or more of these concerns,” says Peck. As someone who was looking to start a % business, Peck saw these challenges as

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"Using comparisons to the design and construction of a house, which includes tradesmen, a contractor and an architect, Peck describes the development and evolution of his company: â&#x20AC;&#x153;We start out as tradesmen with the basic service of archival and retrieval. Next, we become contractors; planning, negotiating and managing outsourced services on behalf of the client. Finally, we work with the client in the design and strategy of their information management system to create optimal workflow efficiency.â&#x20AC;?

Daniel Peck Founder and CEO FileVault, LLC

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opportunity. “Today, we are blessed with a wonderful business and wonderful clients,” says Peck who shares that his clients number in the hundreds and range from mom-and-pop enterprises to Fortune 100 companies. Serious About Security When Peck started his business on September 9, 2001, he had no idea that the world of information management was about to undergo a massive change. Forty-eight hours later, the World Trade Center collapsed under terrorist attack. “I came to work and a friend called from a nearby diner and said, unbelievably, ‘We’re watching planes crash into the twin towers on television’” Perceptions of security were altered. As 9/11 changed the world, it was also a turning point in how businesses thought about the security of their information, says Peck. In a matter of weeks, the country was also engrossed in the Enron scandal and the unraveling of Andersen. Doubt and suspicion over corporate malfeasance and the destruction of records ramped up legislation that was already in the works and inspired new legislation such as the Federal Information Security Management Act (FISMA) and the Sarbanes-Oxley acts of 2002. “As a result, corporations got serious and focused about managing their information in a way they hadn’t before,” says Peck. “We now saw C-level employees rather than line staff taking responsibility for handling records management.” Security is chief among FileVault’s goals. They maintain a strict confidentiality policy regarding the identity of clients. Records are strategically mixed so that, in the unlikely breach of property, no one could gain access to all of any one company’s records. “We get paid to protect our clients’ information—to avoid having client material turn up lost in a restaurant or in the river,” says Peck, showing a bit of dark humor. Peck recounts one case whereby the client needed a tape to be in Denver by the end of the next business day. “We put a staff member on a plane with the tape,” remembers Peck. “It physically never left our control until we handed it over to the client.” FileVault clients include medical centers, law firms, financial service firms, manufacturers, consumer products companies, local governments and other types of businesses of all sizes. Peck likens the broad range of client size to rabbits, deer and elephants. “The best practices that the elephants demand help us to be better stewards for the rabbits.” Records, too, are a variety pack. A single record may be a paper file, microfiche, back-up tape, x-ray,

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"Records Performance Tracking

legal evidence, health report, spreadsheet, drawing, a physical widget or lot sample, or a myriad of other things deemed necessary for business to operate and be in compliance. Still, by and large, it’s paper. Despite years of discussion about a paperless society and the reality that people under 35 are more used to touching a keyboard than handling pulp, there is quite enough paper alone to keep the records management industry going for decades longer. “The rumors of the death of paper have been greatly exaggerated,” chuckles Peck. While it is commonly thought that magnetic or online media will predominate in records storage, another challenge has presented itself. Technology isn’t keeping up with demand. “We’re now storing and accessing absolutely everything!” Peck exclaims. “The volume of data is growing at a far faster rate than the density of the medium that we store it on.” Peck explains further that while gigabyte users reach for terabytes, the growth of information races ahead. The self-described “passionate entrepreneur,” sits back and smiles. His business is in demand. Entrepreneurial Destiny Despite growing up in an entrepreneurial

family, Peck didn’t think he’d be an entrepreneur. He majored in English at Princeton and received a master’s degree in city planning, thinking that was his career path. “After working for awhile, I decided that the public was a tough boss and that I had a more entrepreneurial bent,” laughs Peck. Returning to his hometown of Richmond, Virginia, and his family’s scrap metal recycling company, Peck started an intrapreneurship within his family’s business called James River Ventures. He spent his 20s purchasing ships from the U.S. Navy and cutting them up for scrap metal while they were still floating. With a team of about 80 people, the company floated the ships up the river on a tugboat and secured them in Chesapeake, Virginia. “There weren’t many of us around the country,” says Peck, reminiscing about the adventurous achievement. Around the time of global consolidation for that industry, Peck’s family sold the entire company to an Australian enterprise looking for a mid-Atlantic location. Marriage relocated Peck to Charlotte in the late 1990s where he started a mortgage information business. The company did not fare well and lasted for only a year.

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~Dan Peck Founder and CEO “At the time, it was tough, but I’ve come to view it as some of the best entrepreneurial experience I’ve had,” says Peck. An acquaintance, who worked in the industry with a local company that got bought out by a national company, brought Peck’s attention to records and information management. “He convinced me that this was not a dispassionate business; this is actually a relationship business.” Peck credits this realization and insight for his success. “This is not “Dial 9 for your vital records”; it’s about Sally talking to Sharon and dealing with human beings in real time,” says Peck. “We’re dealing with a sense of security and a reality of urgency,” explains Peck. “I really saw an opportunity for a local company to do this work and do it differently.” Bear-hugging the Account “We strive to provide more than a commoditytype service but rather a value-added service,” says Peck, who explains the development of an information dashboard for customers to see how they are doing with their record-keeping. “Nobody else in the whole industry does this,” says Peck. Each quarter FileVault meets with its clients to discuss performance and news about the industry. Peck refers to it as “bear-hugging” the account. “We’re agnostic about which records % management approach they choose but we

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••••••••••••••••••••••••••••••••••• •••••••••••••••••••••••• ••••••••••••••••••• •••••want ••to•be•partners ••••in•helping • them know their options,” says Peck. Using comparisons to the design and construction of a house, which includes tradesmen, a contractor ARCHITECT and an architect, Peck describes the development and evolution of his company: “We start out as tradesmen CONTRACTOR with the basic service of archival and retrieval. Next, we become contractors; planning, negotiating and managing TRADESMAN outsourced services on behalf of the client. Finally, we work with the client in the design and strategy of their information management system to create optimal workflow efficiency.” For the future of Peck’s house of information there is interest in being more of an architect, or partner, than a tradesman only. Plans center on the development of intellectual property with strategic consulting. FileVault prides itself on outstanding customer service. “The only time we have ever lost a customer is when a national firm tells its branches that they must work with another vendor to honor a national agreement,” claims Peck. FileVault, too, has national clients as far afield as Colorado and New York. Peck’s management style is decidedly lean. With just 15 employees, FileVault exceeds $2 million in

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revenue annually. There is no clerical staff; no back-office employees. The bookkeeper and the chief financial officer have their own business. WORKFLOW RECORDS INTELLIGENCE Most surprising, his executive CONSULTATION STRATEGY assistant is a virtual assistant. “I’ve only met her two or three times,” • • • • MANAGEMENT confesses Peck, though he has no • • • Z hesitation in saying, “She runs my life.” ARCHIVING RETRIEVAL Traditional employees either touch records or talk with clients, according to Peck, who believes that this approach adds value to the company. “An entrepreneur has to have a laser beam focus on time management and value creation,” he affirms. A big fan of coaching, Peck attends one meeting or event per quarter with The Strategic Coach to stay abreast of the principles of entrepreneurship. In turn, he coaches others just starting out. He is a member of the Professional Records and Information Services Management (PRISM) Association and has also sat on its board. FileVault’s main facility has a capacity of one ~Dan Peck million boxes. The second facility near UNC Founder and CEO Charlotte has a capacity for one million tapes, which are stored in cabinet drawers, customdesigned for security. For companies who are experiencing the pains of records and information management, FileVault is ready to offer relief. Welcome to Peck’s house of information! biz

INFORMED CONFIDENCE

PROCESS ANALYSIS

•

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“We’re dealing with a sense of security and a reality of urgency. I really saw an opportunity for a local company to do this work and do it differently.”

Zenda Douglas is a Charlotte-based freelance writer.

FileVault, LLC 839 Exchange Street Charlotte, N.C. 28208 Phone: 704-392-6269 Principal: Daniel Peck, Founder and CEO Founded: 2001 Employees: 15 Revenue: $2+ Million Clientele: More than 175 firms including TIAA-CREF, Philip Morris USA and MaguireWoods Industry Associations: Professional Records and Information Services Management Association (PRISM) Business: Business records management company delivering simple robust systems for the management of corporate records in all media formats including paper, magnetic media and digital data. www.filevaultusa.com

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FEWER HEALTH CLAIMS LivingWell Advocates Prevention Through Personal Responsibility

scalating health care costs fuel a firestorm of issues for companies struggling to maintain profitability yet offer affordable health insurance to employees and their families. But ever-increasing health care costs are really just a symptom of a much bigger problem, according Tom Revels, a health care executive with 17 years’ experience in hospital management, including serving as president of both the Northeast Medical Center in Concord and Presbyterian Hospital in Charlotte. “Our health care system in this country isn’t as broken as most people think,” he says. “On the contrary, I would argue it works well in repairing people when they show up at hospitals with their problems.” “The reason that health care costs continue to skyrocket,” says Revels, “is that people neglect their health and then show up in the health care system when their need for services and procedures is most dire—and most costly. “It is easier and far less expensive to diagnose and treat chronic health problems as early as possible. A person who discovers he has high blood pressure when it is still borderline in the higher range may be able to control his condition using less costly, non-invasive care. “But most Americans procrastinate. They wait too long to respond to symptoms,” Revels points out. “The vast majority of insurance claims are not used for preventative health care.” “If you get people to respond earlier, you reduce both the cost of health care and the number of specialized services they need,” says Revels. “Early detection is key.” Your Health,Your Responsibility In 2005, Revels founded LivingWell Health Solutions in Charlotte, to help employers reduce their health care costs by engaging employees in proactive disease prevention activities. “Our program helps companies succeed in controlling health care costs,” says Revels, “and at the same time, makes people healthier—a win-win situation.” The company has an impressive rate of growth: its business has doubled every year since 2005 to its current client base of 140-plus companies in 15 states, providing health risk management to about 26,000 employees. LivingWell’s client retention rate is also impressive—98 % percent.

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“Our program helps companies succeed in controlling health care costs, and at the same time, makes people healthier—a win-win situation. Our approach is a paradigm shift for employees, telling them: ‘Your Health is Your Issue,’ and you need to take responsibility for it.”

Thomas R. Revels President and CEO Living Well Health Solutions

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“Government-controlled health plans are not a good business solution. Private employers can step up to the plate and see light at the end of the tunnel. I have proof—LivingWell Health Solutions is changing lives and saving money.” ~Tom Revels President and CEO

LivingWell delivers on its promise to significantly reduce the number of insurance claims by offering convenient personal services to support individuals with their health improvement efforts, and by administering a financial reward system consistent with government regulations that enables employers to provide incentives to employees actively participating in wellness programming. LivingWell’s Health On-Site service consists of clinics staffed by nurse practitioners, offering chronic disease management, health evaluation and coaching, and diagnosing and treating minor medical conditions. Nurse practitioners can also write prescriptions, treat minor medical conditions, perform routine and specific physicals, and analyze lab results. Employees make appointments or stop in the clinic as necessary. “Employees receive routine health care and can manage their chronic conditions such as high blood pressure, high cholesterol and diabetes,” explains Revels. “We also offer coaching and specialized programs such as smoking cessation and weight management.” “Our approach is a paradigm shift for employees, telling them: ‘Your Health is Your Issue,’ and you need to take responsibility for it.” The cost of providing care at a Health On-Site clinic is significantly lower, or about 61 percent of the cost of a visit to a doctor’s office, says Revels. Companies today have employees that are less healthy than they were 10 or 15 years ago and it

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is more expensive to take care of them, says Matt McQuide, a broker with Benefit Control Companies in Charlotte who recommends LivingWell’s risk management program to his clients. “When we started offering onsite clinics, we saw real results,” says McQuide, a 15-year veteran in the field of helping companies better manage their health care costs. “It works. Employees get healthier and claims go down. “It’s the only thing I’ve ever seen that gets people healthier—and they don’t resent it,” continues McQuide. “It’s convenient, and easy to use. You don’t have t o wait six weeks to get an appointment, take off half a day of work, and sit in a waiting room for an hour just to see your doctor for 10 minutes only to get kicked out when your time is up.” The Health On-Site clinics help individuals understand and work with the individual health risk assessments they receive when they begin in the LivingWell program. Other options are available to companies to participate in a wellness program without offering the on-site care. LivingWell’s HealthDIRECT program provides for health assessments and the development of annual intervention plans which are presented to program participants. A Health Educator either onsite or by phone coaches and guides individuals in their efforts to remain healthy. Creating a Personal Relationship LivingWell follows HIPAA regulations to ensure

confidentiality and safeguard the health information of employees who visit its work site clinics. Employees sign medical release forms to allow LivingWell to receive information about their insurance claims. Any results of routine screen or lab tests conducted by LivingWell will be sent to the employee at their home. “It gives employees a way to talk to their health care practitioners,” explains McQuide, “helping them create a personal relationship they didn’t have before. Sue stops in the clinic to get something for her sinus infection. All of the sudden, she’s talking about her blood pressure and high cholesterol and has an appointment set up to come back in a month to get both checked.” McQuide has clients in all industry sectors. He works with 14 clinics open from four hours a week for a company with fewer than 100 employees to a full-time clinic with three nurse-practitioners for a company of 6,000. “In story after story, we hear how much people like the clinics,” explains McQuide. “At first, we weren’t sure if blue-collar workers would embrace the idea, but they did. I’ve been to meetings where truckers tell each other that they need to go to the clinic, and when asked if they liked the clinics, stood up and clapped. I know of a CEO who started the clinic but had no intention of using it. He eventually visited, found out he had cancer and was able to go get treatment for it.” LivingWell’s Revels says he hasn’t found a client yet that did not experience desirable changes in plan costs and improvement in the health status of plan members. “Today’s more sedentary lifestyle in which many of us are working long hours in high-stress jobs exposes us to health risk factors,” says Revels. Revels cites his personal background as an example. A native of Durham, he attended both UNC and Duke. His family medical history includes a father who had a heart attack at age 49 and openheart surgery at 51. As a hospital president, he was very aware of the studies linking preventative health care with improved health and lower health care costs. Still, he was too busy to regularly visit his doctor and found himself cancelling appointments for physicals because it took too much time. “Life is so fast-paced. If I’m out of the office for half a day, I have 144 e-mails when I return,” he says. “People don’t want to be away from work today. Companies are downsizing and there are less people to do the work. Employees want to keep up with their work load.” Now, with a Health On-Site clinic just steps away from his office, Revels takes part in health care screenings. The nurse practitioner reminds

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him to stop in check his blood pressure and it’s fast, easy and convenient for him to do it. Attesting to Healthy Results Karen Ingram coordinates benefits for the city of Salisbury. Her office has been working with LivingWell for more than three years and offers an on-site clinic for 20 hours a week, four hours each weekday. “The individual Health Report Card given each employee,” says Ingram, “is easy to read and colorcoded like a stoplight: red for health risk factors that need to be improved, yellow for health risk factors that need to be watched, and green for health risk factors that are okay.” The individual is responsible for improving his or her health, says Ingram adding, “The nurse practitioner does not ‘cherry-coat’ the health risks.”

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Employee Participation Rates Everyone from the Salisbury mayor and City Council members to policemen, firemen and sanitation fleet workers frequent the clinic, says Ingram, adding that 99 percent of employees are very pleased with the services while a few complain that they don’t want to hear about their problems or be told they need to lose weight. Salisbury saw a marked improvement in its insurance rate claims after the first year and expanded its program to allow the spouses of employees access to the to the Health On-Site clinic. Ingram says the city will implement a compliance component to the program in July, requiring employees with red or orange risk factors to visit the clinic either quarterly or every six months, depending on the condition. While most employees choose to participate in LivingWell’s program, others may be encouraged to do so by financial incentives, or disincentives, offered by their employer. “Some companies offer participants to pay up to % 20 percent less for their health plan membership

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LivingWell’s clients range from retailers to professional services from textile mills and lumber plants to mines and universities. Even hospitals and physician groups participate. One option available for smaller companies is to open a cooperative Health On-Site clinic, working together to both pay for its cost and find a location convenient to employees from the participating companies. The first cooperative clinic opened last July and there are now two, one in Kannapolis and the other in Lenoir City, Tenn. Two state departments are also part of LivingWell’s client base. The North Carolina Departments of Commerce and Treasury are involved in a demonstration project to evaluate the impact of health improvement programs. The UNC Center for Health Promotion and Disease Prevention has been engaged to provide an objective evaluation of health impact over the first two years of the project, says Revels. According to Revels, health risk management

Impact Statement

CHANGING UTILIZATION PATTERNS SAVES DOLLARS AND IMPROVES HEALTH ! • Age specific screening service utilization increases 150% • Over 69% of all high risk individuals participate in the program • Prevalence of acute care episodes decreases by 31% • 81% of high risk health conditions improve • Late stage disease diagnosis is reduced by 37% • Specialty health care service consumption declines by 19% • Generic medication usage increases to 150% • Lost work time declines by up to 31% • Save $3 to $5 dollars per dollar invested in the program

than those plan members who opt not to proactively address their health issues. The LivingWell Adherence Program is based on people taking reasonable steps to attempt to minimize their health risk. The rewards are not based on arbitrary outcome goals,” says Revels.

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programs like LivingWell are expected to see continued support from the government as the new health care reform bill takes effect because programs that engage people in a meaningful way to manage their health conditions will be eligible to offer higher incentives to individuals. “Instead of offering employees a discount of up to 20 percent on their health care contributions or premiums, the new legislation would allow employers who offer risk management programs to offer a 30 percent and in some cases, 50 percent discount,” explains Revels. But Revels says he does not look to the federal government to solve or bring down the high cost of health care. He spoke recently about the success of LivingWell’s solutions as part of a Congressional panel. “Government-controlled health plans are not a good business solution,” says Revels. “Private employers can step up to the plate and see light at the end of the tunnel. I have proof—LivingWell Health Solutions is changing lives and saving money.” biz Carol Gifford is a Charlotte-based freelance writer.

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LivingWell Health Solutions, LLC 8757 Red Oak Blvd., Ste. 250 Charlotte, N.C. 28217 Phone: 704-344-6315 Principal: Thomas R. Revels, President and CEO Established: 2005 Employees: 35 full-time; part-time staff at clinic locations Locations: Headquartered in Charlotte; satellite offices in Lenoir City, Tenn., and Lynchburg,Va. Business: Health risk management and wellness services to help employers reduce health care costs and improve the health of employees; individualized solutions for clients include work site clinics that offer diagnosis and treatment of medial conditions, prescriptions, routine physicals and test and lab procedures. www.livingwellcooperative.com

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Cont. from page 4

[publisher’spost]

And good customer service does not end with initial installation or servicing, but continues beyond that point to following up to assure that customers are fully utilizing the services, not getting caught up in automatic billing snafus, etc. Significantly, good customer service can be a relatively inexpensive way to market your products and services, as it can lead to increased utilization of products or services and testimonials to potential prospects in the marketplace. We are determined to maintain strong working relationships with all of our service providers. In fact, we expect to extend a testimonial on behalf of each of them to support their business growth. We are good at referrals, but we don’t just hand out testimonials willy-nilly. We want to contribute to their success.

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In that regard, and in testament to my practice of providing referrals, I do have one suggestion across the board… Probably the most common failure we experienced in services being provided was team failure. Whereas procedures had been put in place for successful delivery, it was individual team members—often “invisible” (behind the scenes/behind the 800 numbers) that dropped the ball. Often, these individuals were never identified; nor was any attempt made to hold them accountable. It is hard to imagine a team performing their best when there is no measure of their own performance nor accountability. One great experience that can improve a team’s performance is PIT (Performance Instruction & Training) run by a fellow named Breon Klopp, who helped build 5 Off 5 On Race Team Performance, a pit crew training school in Mooresville. PIT helps business teams work more effectively together to reduce the time spent collectively by the team on a customer by clearly defining and improving the accuracy of the performance each individual team member to the benefit of the customer. It requires that each person contribute in a highly effective environment so precisely, that collectively they deliver confidently on each of the important tasks to its proper completion. I think this type of team-building exercise would have resulted in better performance in some of the snafus we experienced and saved valuable time (and energy). It is critical in this increasingly competitive world that we all evaluate the “efficiency” with which we receive services as well as provide them on a regular basis, and providing and paying attention to customer feedback is the most direct way to do that! biz

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William H. Griffin President and CEO Griffin Home Health Care, Inc.

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by heather head

Healthful Home

PROVIDER

Griffin Home Health Care Puts You in Good Hands

“We continue to grow, however our goal remains the same: To provide the best quality patient care and to strive for excellence in our every endeavor. You not only have our commitment, but our promise.” ~Bill Griffin President and CEO

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[bizprofile]

As the 28 percent of the total U.S population represented by baby boomers begins turning 65 this year, many increasingly require wheelchairs, lift chairs, respiratory equipment, and other medical equipment and supplies. Fortunately for Charlotte baby boomers, locally owned and family-operated Griffin Home Health Care has been connecting people with medical equipment, supplies and services for more than a quarter of a century and is poised to serve the aging population—and many others who require home health care equipment and supplies—with the quality service and care they expect. It all began at the local Eckerd’s soda counter where 15-year-old Bill Griffin was working and dreaming of owning his own business in the mid 1960s. By the time he was 17, he had been promoted to become the youngest assistant manager the drug store chain had ever had. He would spend the next 50 years living up to the promise his employers saw in the eyes of that bright teenager. Today, Griffin Home Health Care is one of the largest homehealth companies in the Charlotte region, providing a wide variety of medical supplies and accessories with a heavy dose of service and customer care. Caring Background While in school, Bill’s father moved to the eastern part of the state to join a boyhood friend in the funeral business. Bill became interested in the business and did a couple of science projects on embalming and funeral service. In an industry that many young people prefer to avoid or ignore, Griffin saw an opportunity—in his words, “to serve his fellow man.” At the age of 19, he went to work for the Harry & Bryant Funeral Home in Charlotte. In fact, he lived at the funeral home prior to his marriage. Although he loved the industry, he says he had a “yearning desire to be in business for myself,” and the funeral service business was too expensive for a young man of moderate means to start on his own. With regret, Griffin left the funeral home and started climbing the rungs towards business ownership. He went back to work for Eckerd’s, where he was put in charge of turning around a difficult store in the Cotswold area that had received a number of complaints. Following his success in that venture, in 1977 he moved to New York to serve as director of merchandise for a small drug chain encompassed under the Shop-Rite supermarket chain. Moving back to Charlotte, he converted that success into a position as merchandise administrator for about 70 Eckerd % stores in the Carolinas.

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When most people think of home health care products or medical equipment, they think of hospital beds, mobility assistance and bathroom equipment. When Griffin decided to pursue the industry, he was thinking of service: “I wanted to be of service to my fellow man.”

“But I still had that yearning desire to be in business for myself,” he remembers. “So I joined with a friend as assistant manager for an independent drug store over on Graham Street. I was frank with him: ‘I’d like to be in business for myself, and I’d like to be in the service industry.’” Griffin’s moment came in 1983 when he and his venture partner traveled to Asheville for a 3-day seminar on home medical equipment: “I knew before I left Asheville that this was my calling. Number one, I could be of service to my fellow man, which was very important to me. And number two, I could be in business for myself because I could get into it in a small, progressive way.” So later that year, Griffin opened a new

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venture in a corner of his friend’s drug store on Graham Street. The partnership worked well but by 1989 it was clear that Griffin’s business was ready for expansion. They moved into about 2,400 square feet of their current location. Unfortunately, the weekend of their move was the same weekend the legendary Hurricane Hugo hit Charlotte. “That weekend was crazy. I was delivering oxygen tanks to people who didn’t have power, and moving equipment and inventory to the new location,” remembers Griffin. But with the determination that characterizes everything in his business, Griffin met both demands and the company quickly got settled into their new location. Serving His Fellow Man When most people think of home health care products or medical equipment, they think of hospital beds, mobility assistance and bathroom equipment. When Griffin decided to pursue the industry, he was thinking of service: “I wanted to be of service to my fellow man.” “People don’t want to need medical equipment,”

he says. “But sometimes they have to.” So he strives to make the experience as pleasant and easy as possible. He says in every transaction there are three groups of people to consider: The patient, the stockholders, and the company team members. He adds that the patient also includes the insurance companies, government (Medicare/Medicaid), physicians and referral sources, and other institutions that pay the bills. “If we consider all three groups of people in any decision that we make, we will not make a wrong decision,” he explains. “We consider the safety of the employees, the satisfaction of the patient, and the profitability of the company.” But ultimately, he says, his goal is to serve the families, and to serve them well. And customers take notice. Every month, the company sends out customer service surveys to ensure they are meeting their goals in that regard. And every month, the surveys come back with satisfying comments. In May 2010, for instance, one customer exclaimed, “We have always experienced helpful, courteous service any time we have dealt with your company. Perfect!”

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“Pleasant people,” “Very professional,” and “Great service and great products,” are among the comments Griffin says he can’t hear often enough. In this industry, part of the equation for good service is making sure the employee is trained to think on behalf of the customer. “There are many things to think about when a loved one is coming home from the hospital,” Griffin explains. “And the patient may not have the experience to know what they need to know.” For instance, when scheduling a hospital bed delivery, the scheduling staff are trained to make sure the recipient understands that he or she needs to be present to receive training on the equipment. These are the sort of details Griffin’s staff are trained to think through on behalf of the patient. Healthy Growth Despite Griffin’s emphasis on training and long-time experience, as in all companies, there are challenges. Staffing is one of them. Griffin says his son, who is general manager for the Charlotte location, handles many of the staffing functions for the company and has taught him some valuable lessons in managing the people. Nevertheless, mistakes do happen. Griffin sighs uncomfortably when he admits that his company recently failed to call a customer with a quote before performing a repair. In a business that caters to the elderly and those with medical challenges, many customers are extremely price conscious and must be very careful of their funds, so a mistake like that, even in amounts less than $100, is no small affair. Of course, the company made it right with the customer and Griffin says he accepted the incident as an opportunity to ensure the mistake would not be repeated. With new training and procedures in place, hopefully future customers will not face that frustration. But whatever frustrations customers may face, they can be assured that they will not do so alone. Griffin says he makes a point to call customers about two days after each delivery to ensure their satisfaction. “We call it the sunshine call,” he smiles. “And it is the sunshine call. But it’s also a nip-it-in-the-bud call. If Grandma says the mattress is kind of lumpy, then we will have someone come out and replace the mattress for her right away.” Griffin’s emphasis on service and his commit% ment to providing quality products that meet

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market demands have served the company well. About 10 years ago, the company began to outgrow its original 2,400 square feet and Griffin approached the landlord to request more space. The company now occupies 9,800 square feet, including a warehouse with a delivery bay, a showroom, and several staff areas. Down one hall are restrooms and a fitting room where the company will soon install a therapy bed for respiratory equipment fittings. Additionally, last year the company purchased a second location in Gastonia, which is operated by Griffin’s brother. He says he hopes to grow into other communities with new locations either by building new stores or absorbing other businesses. The business has grown in terms of services and products as well as space and locations. Griffin says the advent of sleep apnea treatments represented the largest shift in emphasis within the medical equipment industry of his career. Sleep apnea equipment sales now represent a significant portion of the company’s revenues, enough to justify the hiring of two respiratory care practitioners who work in and outside the store and assist patients with set up and proper fit of respiratory equipment and supplies. A Healthy Future The company’s growth has raised its own challenges, not least of which is the need for new computer technology. Griffin says the company has recently switched all of its data to a new online computer system that provides scalability for the future and also allows multiple locations to access the same data. Like many industries, medical equipment sales and service requires revenue streams from multiple sources in order to remain viable. More than most industries, Griffin Home Health Care must rely on two large and powerful bureaucracies for much of its livelihood: government, and insurance. In fact, says Griffin, between 65 percent and 75 percent of his company’s revenue comes from government and/or insurance. Another 15 percent results from contracts with hospice care and

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similar organizations, and the remaining 10 to 20 percent comes from private individuals. Because of the company’s heavy reliance on governments and insurance, Griffin has been involved in lobby efforts to keep health care options reasonable for families relying on government or insurance for their medical needs. Additionally, the company must constantly be alert to changes in legislation and insurance practices. About 15 years ago, Griffin was instrumental in organizing a network of medical equipment suppliers in North Carolina to help independent providers remain competitive in a market that was quickly changing thanks to the onset of managed care. The resulting corporation has become the most successful network of medical equipment providers in the country. Griffin says he’d like to see his company become a chain of locations throughout the Southeast, serving more families with better service and products. He expects plenty of surprises and plenty of challenges, but he’d like the next 25 years to be as good as the last. Change is the name of the game,” he says. “It has been, and continues to be a wonderful journey.” biz Heather Head is a Charlotte-based freelance writer.

Griffin Home Health Care, Inc. 4231 Monroe Road Charlotte, N.C. 28205 Phone: 704-347-1993 Principal: William H. (Bill) Griffin, President and CEO Established: 1983 Locations: Charlotte and Gastonia Employees: 20 Business: Providing medical equipment, supplies, and services for home health care customers; North Carolina Home Care License to provide Clinical Respiratory Services. www.griffinhomehealthcare.com

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Luxury!at your Finger Tips

Chad Allison

Jack Kelege

Christopher Designs

Jeff Cooper

Quality | Excellence |

Value |

Education | Selection