Meadowlands USA - June & July

2016 Connecting New Jersey Businesses

Checking Accounts For Heroes:

Special Program For Military, Police, Fire & Emergency Workers

Catching Up With Our Founding Editor: Rich Fritzky The Banking Issue: Tips For Protecting Assets HR & Operations: Update to Overtime Laws & Legal Guidelines for Hiring Interns Pictured: Kenneth G. Emerson, Executive Vice President/Chief Operating Officer at Boiling Springs Savings Bank

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contents

Connecting New Jersey Businesses

L EADERSHIP C OUNCIL Allstate BCB Community Bank Bergen Community College Bergen Engineering/Branca Properties Boiling Springs Savings Bank Bruinooge & Associates Comfort Guard Contracting LLC Ernst & Young, LLP Eastwick Colleges Forsgate Industrial Partners FORT Group Goya Foods Hackensack University Medical Center Hartz Mountain Industries J. Fletcher Creamer & Son, Inc. JACOBS Kearny Bank Meadowlink Commuter Services MetroMultiMedia MWW Group NAI James E. Hanson, Inc. New York Jets NJSEA Onyx Equities, LLC Prime MSP PSE&G Russo Development Skanska USA TD Bank Suez Water New Jersey Inc. Verizon Publisher: Meadowlands Regional Chamber of Commerce, Inc. 201 Route 17 North Rutherford, NJ 07070 201.939.0707 Managing Editor: Joe Garavente Email submissions: jgaravente@meadowlands.org Advertising Director: Martha Morley, Greer Enterprises, Inc. 201.493.7996

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Meadowlands Business Report Harmon Meadow Retail, Restaurants & Hotels Directory Meadowlands Restaurants & Dining Event Planning & Catering Services Meadowlands Hotels & Accommodations Destination Meadowlands News From the Meadow

DEPARTMENTS

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Economic Update Accounting Business Wise Insurance & Risk Management Community Voice Lessons in Leadership Human Resources & Operations Legal Small Business Corner Public Affairs

Design: Evan Eagleson & Eric Shantzis, Eighty6 Printing: Action Graphics Meadowlands USA Magazine Distribution: MTM Resources Copyright 2016. All rights reserved. Reproduction of any artwork, editorial material or copy prepared by Meadowlands Regional Chamber of Commerce and appearing in this publication is strictly prohibited without written consent of the publisher. Additional magazines and reprints of articles are available.

FEATURES

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A Retrospective: A One Time Leader of the Band Checking Accounts For Heroes:Boiling Springs Savings Bank serves community with newest program Banking Advisement 101: Retain & protect your assets; Avoid deductions & fees

The views expressed in this magazine are those of the authors and do not necessarily represent the views of, and should not be attributed to, the Meadowlands Regional Chamber.

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JUNE/JULY 2016

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Business Report From the Desk of Jim Kirkos

President & CEO, Meadowlands Regional Chamber

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here was a time when activity leading into the summer months slowed down considerably but that is no longer the case. We here at Meadowlands USA recognize the need to keep our readership updated on important issues and information—and to also provide some reflection and perspective on critical topics.

In this issue, I took the opportunity to reflect on the experience of Rich Fritzky, a former CEO of the Meadowlands Regional Chamber, who contracted a very rare form of Neisseria meningitides and has beat back death with the utmost of grace, faith and perseverance never witnessed before. His story is full of inspiration and will make you think deeply about your own life and faith.

Our cover story features Boiling Springs Savings Bank and its efforts to advance banking programs to nonprofits, military, police, fire and emergency workers. Another editorial feature also dives into banking tips and options presented by local and regional financial institutions.

Human resource operations for small and mid-sized businesses are often a chore to understand and manage. In this issue we present the latest information regarding exempt and non-exempt employee status—and another piece covering legal guidelines for engaging college interns.

I invite you to frequently review MeadowlandsUSA.com as our digital blog content is updated almost daily and can be accessed anytime from your desktop or mobile device. I would also like to thank our contributing writers, as we continue to increase the amount of bylined content inside the magazine. This content (plus even more!) is also available online, and the digital platform allows you to comment or ask questions on published news stories.

I hope to see more members take advantage of the “submit content” function on the blog—we welcome business intelligence you feel can help organizations save money and operate more efficiently. Contact Managing Editor Joe Garavente at JGaravente@meadowlands.org if you have any questions about submitting content.

I wish your business much growth and success. Hopefully you will find some time to enjoy the summer!

Respectfully,

Jim Kirkos Follow me on twitter: @JimKirkos To stay informed about more activities from the Meadowlands Regional Chamber please visit www.meadowlands.org.

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ECONOMIC UPDATE

Growing the Technology Sector Economic Development Authority Board takes action

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he Board of the New Jersey Economic Development Authority (EDA) today approved Grow New Jersey (Grow NJ) tax credits to support the attraction and growth of companies in the technology and life sciences sector. Advanced under the New Jersey Economic Opportunity (EOA), Grow NJ is the state’s main job creation and retention incentive program.

“Technology and life sciences companies are drawn to New Jersey for its educated, skilled workforce and culture of innovation,” said EDA Chief Executive Officer Melissa Orsen. “The Grow NJ program was expressly designed to encourage investment and growth in targeted industries, including these important sectors of the state’s economy.”

Orsen notes that more than 60 percent of tax credits approved to date under Grow NJ are in a defined targeted industry; of those, nearly one-third are in the technology and life sciences sector. Other targeted sectors under the EOA include manufacturing, finance and logistics.

The technology and life sciences projects approved today represent the expected creation of more than 340 new, high-paying jobs, retention of more than 150 jobs at risk of leaving the state and private investment of over $9.1 million.

In Monmouth County, WorkWave LLC, formerly Marathon Data Operating Co., is considering a move into more than 71,000 square feet at Bell Works, the former Bell Laboratories site in Holmdel.

WorkWave is known for creating cloudbased software, mobile software and marketing solutions. Marathon Data was approved for Grow NJ tax credits in 2013, and has since outgrown its space. WorkWave will either relocate to an existing company facility in Missouri or invest $7.2 million in the Bell Works space, where it would create 247 new jobs and retain 154 at risk of leaving New Jersey In Mercer County, Grow NJ tax credits were approved to encourage P&R Dental Strategies, an analytics provider for the dental industry, to consider locating 20

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employees from out-of-state locations to a 10,000-square-foot former manufacturing site in Hamilton, allowing for expansion and employment growth. The company would undertake a $1 million renovation of the site and expects to create an additional 30 new positions by late 2018.

In Union County, DBV Technologies, a clinical-stage biopharmaceutical company headquartered in France, is considering relocating operations from New York to a 9,100-square-foot facility in Summit. The company would create 45 high-paying jobs and invest more than $900,000 in computer systems and other machinery and equipment needed to establish its United States headquarters. The alternative location is in Philadelphia.

The EDA is part of the state’s results-driven Partnership for Action. Created by Governor Christie and led by Lt. Governor Guadagno, the partnership is the JUNE/JULY 2016

hub for all economic development activity in New Jersey and is comprised of four interconnected and highly focused organizational elements: Choose New Jersey, the Business Action Center, the Office of the Secretary of Higher Education and the EDA. EDA Board meetings are typically held at 10 a.m. on the second Tuesday of each month at 36 West State Street in Trenton. The Board meeting schedule, as well as Board agendas and minutes, are available at www.njeda.com. All Board actions will take effect at the expiration of the statutory period for the governor’s review and consideration of the meeting minutes.

To learn more about opportunities for business growth throughout New Jersey, visit the state’s business portal at www.NewJerseyBusiness.gov or call the Business Action Center at (866) 534-7789.

© 2016 Ernst & Young LLP. All Rights Reserved. ED None.

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ACCOUNTING

The ACA & Small Business

Understanding the impact of new mandates & reporting requirements

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he Affordable Care Act (ACA) is one of the more complicated pieces of legislation passed in recent years, consisting of over 20,000 pages of regulations. It has added almost two dozen new taxes and changes to existing tax laws—and imposes hefty fines and penalties for noncompliance.

Many businesses in our area are small enterprises. Therefore, proper compliance with the ACA impacts not only their business operations, but most likely their individual tax obligations as well.

The employee mandate One of the most confusing parts of the ACA to small business owners is the mandate to provide health insurance for their employees. Many small business owners erroneously believe that the ACA mandate

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only applies to “big companies.”

It’s true that the number of full-time employees, or FTE’s, determine who falls under the mandate. The actuality of how the government determines how many FTE’s a company has is not simple. A company may be an “applicable large employer,” or ALE, and subject to the mandate— and not even know it!

The total number of FTE’s an employer has includes not only all employees a company might consider “full time employees”—the company also needs to take into account part-time employees, seasonal employees, leased employees, employees that were terminated during the year and any employees covered under a collective bargaining agreement.

Companies with fewer than 50 employees, who have multiple small business

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entities under common owners, could also end up subject to the ACA and the employer mandate if the total number of employees in the combined controlled or affiliated service group exceeds 50.

Noncompliance with the ACA mandate carries hefty fines and penalties should just one full-time employee receive a premium tax credit through a state exchange.

Failure to offer full-time employees (and their dependents) the opportunity to enroll in minimum essential coverage under an eligible employer-sponsored plan had fines/ penalties at $2,000 per applicable employee in 2015.

There are increases to $2,160 in 2016, prorated by month and if the employer offers its full-time employees (and their dependents) the opportunity to enroll in minimum essential coverage under an

eligible employer-sponsored plan.

The eligible employer-sponsored plan must be for a full-time employee who has been certified as having enrolled in a qualified health plan for which there is an applicable premium tax credit or cost-sharing reduction. If either is unaffordable or doesn’t provide minimum value the penalty, which was $3,000 in 2015, will be $3,240 in 2016, prorated by month. Depending on the number of employees, the penalties could add up to a substantial amount. Additionally, any penalties for noncompliance are treated as a nondeductible excise tax to the employer.

The ACA’s rules are very complex, and the record keeping is demanding. Every small business owner needs to be aware of the impact that even unintentional noncompliance with ACA could have on their business and, ultimately, on them personally.

Beyond the mandate There are other changes mandated by the ACA that small businesses need to be aware of. These include some new reporting and new forms to be filed. However, the ones

most likely to impact a company, beyond the mandate, are the new taxes created to fund the ACA. One of these is the 0.9 percent additional Medicare tax. Another tax created by the ACA is the 3.8 percent tax on net investment income.

Is the ACA “good” or “bad” for small business?

Ultimately, whether the ACA is “good” or “bad” for small business is a hotly contested question. It does have quite a few negative impacts, and also some positive ones.

On the negative side, it does increase costs, and can decrease the bottom line of small businesses that may already be struggling. The FTE mandate could cause small businesses to cut back on hiring to stay below the mandate threshold. And there is the impact on productivity of the additional time and effort it takes to ensure ACA compliance.

On the positive side, small businesses with fewer than 25 FTE may obtain a tax credit of up to 50 percent of the premium cost they pay toward their employees’ insurance. Also, eligible small employers

can purchase health insurance through the Small Employer Health Insurance (SHOP).

We are only in the first years of mandated compliance with the ACA, and can only begin to assess how it is impacting small business in our area and across the country. It is imperative that every small business owner understands the potential effects the ACA could have on their operations. They should therefore consult with tax professionals who are well-familiar with the ACA and all of its implications.

Steven Blumenthal, CPA is the Principal of MBAF CPA’s LLC, located on 440 Park Avenue South, New York, NY 10016. He can be reached by telephone at (212) 931-9254 or email at sblumenthal@mbafcpa.com.

Compliance with and understanding the difference between scams and legitimate income tax problems, can be complex. If you would like to benefit from MBAF CPA’s LLC’s expertise in these areas, or if you have further questions on this advisory, do not hesitate to contact their tax & accounting specialists at (212) 576-1400.

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ACCOUNTING

Summer Downtime

Use the slow time to streamline processes & save money

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nless your business is dependent on the Jersey Shore or other summer activities, you probably have some pockets of slow time in your business during the summer. Rather than belly-aching about how slow summer business is, use this time to plan for the busier times of the year, streamline your expenses and make your business more profitable.

Come up with projects for your staff to promote the business, identify new sources of business, locate new suppliers or evaluate things you have been looking to quantify but can never find the time to do so.

If you are looking to be a savvy business owner and run your business by the numbers, you’ve probably got everything you need at your fingertips and you just never thought about using it. If you are using Quickbooks or its equivalent competitors, compare this year’s numbers to last year’s numbers—see what has gone up or down and make sure you can explain it.

Compare meaningful time periods for your business. For instance, in our accounting firm, with the seasonality of tax season, comparing January 1 through April 15 of two years might be much more meaningful than the traditional January 1 through March 31 might be. If you are in retail, maybe you want to compare two weeks before Black Friday through December 25.

Most business owners are so busy running their businesses and putting out the fires of the day, that they never allow themselves the luxury to actually step back and take a thoughtful look at vendors, outstanding receivables, staffing, marketing or other areas that are causing cash flow issues in their business.

Are you friendly with some of your competitors? Is there something you could buy in quantity if you had shared purchasing power? Could you share an employee? Could you cut back your summer hours and save some administrative costs?

College students are off for the summer. Have you been meaning to work on your social media presence? Summer in-

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terns, paid or for credit, are a great, inexpensive resource for many special projects.

When you compare your expenses to previous periods, are there certain costs that have skyrocketed? Is it time to find a new vendor or are these increases across your industry? What is the competition doing about pricing? Is it time to raise your prices to follow your costs going up? Are there ways to change what you do or the sizes of products or service packages without sacrificing quality and your reputation?

Take a look at your receivables.

User an aging report to compare the over 30/60/90 days totals with this time, last year. Are you as diligent as you should be on collections? It is always the squeaky wheel that gets paid first! The longer you allow your receivables to go without collection calls, or duplicate invoices, the less chance of getting paid. The more time passes, the less the customer/client is able to remember how happy they were with you when you provided the goods or services.

Sometimes more valuable than getting paid is getting referrals. Reach out to happy customers/clients and ask for referrals and testimonials. Follow up with contacts and reintroduce yourself. Meet with cen-

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ters of influence: people in related fields to yours that are good referral sources.

Take a look at your payables. Would any of your vendors extend some credit to you so that they’d be willing to wait to get paid until you get paid? You may not have had the years in business or the volume of purchases the last time you asked or maybe you have never asked.

Know your profit margins. Which are your best products or services and which are your worst, from a pure profitability standpoint? Too often business owners cannot answer that all important question.

If you cannot, then you need to set up your accounts so they tell you what you need to know to run your business more profitably.

In summary, know your numbers.

Alyssa Lebovic is a partner at Keller & Lebovic, CPA’s in Fair Lawn, New Jersey.

They “Help You Keep More of What You Make” by providing Profitability Consulting, in addition to Tax Planning and Preparation services.

Find them at www.kellerandlebovic.com or call (201) 797-1966.

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ACCOUNTING

Preventing Foreseeable Financial Pitfalls Is Your Business Risky?

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ine out of 10 start-up businesses failed in 2015, according to Forbes.

As a business owner, you probably think about risk in terms of its effect on competition, safety, expansion, new lines of business, price increases or staffing. However, your certified public accountant (functioning as the company’s external auditor) is primarily thinking of risk as it relates to the company’s financial statements.

Why? Because the auditors’ work ultimately is distilled down to one result: their opinion on your financial statements. To quote the auditors’ report, it is the auditors’ responsibility to “obtain reasonable assurance that the financial statements are free from material misstatement.”

Auditors carry the burden of tremendous risk in their practice. If they fail to choose the right procedures or if they interpret results of those procedures inappropriately when forming their opinion on the financial statements, the report may be deeply flawed.

As a result, material misstatements may go undiscovered. These misstatements are the result of either errors or outright fraud.

Errors can occur from lack of experience of the client’s accounting personnel or from basic human error. Of course, fraud occurs when someone purposely manipulates financial statements to show better results or when someone steals from the company.

However, it is critically important to understand that the service of annually auditing your company’s financial statements is not specifically designed to uncover fraud. The external auditor’s job is to identify material misstatements, not every error or instance of fraud. The auditors assess risk during the audit solely to determine what procedures to perform and the extent of those procedures.

Planning is an important component to any audit, and auditors spend significant time designing their approach. A wide range of factors surrounding your business may be considered. For example, a snapshot of your industry, external factors, your operating results, financing obligations, the owner’s relationship to day-to-day operations and overall

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integrity of management. Additionally, an auditor can look into the segregation of duties within the accounting function, internal ethics, and so on.

Auditors act as investigators during their fact-finding process. Because they must obtain a thorough understanding of the company’s accounting cycles and internal controls over the financial reporting process, interviews with key employees are essential.

Typically, meetings are held with owners, management, board members, department heads and line employees. They meet with employees both within and outside the accounting department to determine where risks might be. The company may be particularly susceptible to financial reporting errors or fraud.

After data collection is complete, auditors make their assessment of where the risk is and how fraud might occur. All of this is done to determine the nature and extent of audit procedures. The auditor also incorporates elements of unpredictability in determining audit procedures. Ultimately, no single audit is the same from one year to the next.

As the audit moves toward completion, procedures may be modified as new information becomes available. Auditors make adjustments as necessary and consider materiality throughout the audit. Adjustments below materiality are sometimes made at the request of the client. (All adjustments, unless deemed trivial, must be approved by the client.)

Before deemed complete, the auditor’s work is reviewed with respect to professional standards compliance. The reviewer checks to ensure that audit procedures identified earlier were employed and if those procedures addressed all appropriate risks. Analytical procedures in the final stages of the audit serve to highlight any unusual fluctuations not previously identified and addressed.

A time gap exists between the year-end and the date the report is issued. Auditors must also consider more recent events to determine whether there are additional risks not previously identified. Occasionally, additional accruals or disclosures are required.

Finally, the audit report is drafted based

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on the auditors’ conclusions and formation of an opinion on the financial statements. The audit report on the financial statements is presented to management prior to issuance.

The greatest value to the business owner (as well as the board of directors or others charged with governance) occurs when the auditor reports their comments and observations. This meaningful feedback enables the client to improve operations.

No owner has yet to be witnessed crying for joy at the sight of their audit teams visit. In reality, many view audits as a necessary evil to placate the needs of bankers.

Yet, some companies see the task as an opportunity to improve. Auditors maintain their independence at all times. It is through their experience that they are able to identify best practices for improving operations through better controls and processes. Acting on auditor recommendations, companies can reduce costs, improve cash flow and protect against fraud.

Frank Pawlowski is a certified public accountant and co-managing director of Hunter Group CPA LLC. He has over twenty years of experience assisting closely held businesses with his tax, accounting, audit and business consulting expertise.

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BUSINESS WISE

From Terabytes to Petabytes Defining the origins & uses of big-data

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hat is big-data? Big-data has been described as the crude oil of the digital economy.

It is a commonly used term for data that is intricate and has various capabilities.

Although big-data is structured and unstructured, it is extremely difficult to process through traditional databases.

Big-data demands a faster processing capacity than normal. However, it will ultimately benefit the business if you get it operating properly.

Digital technology is reconfiguring the world with advancements that have made our day-to-day lives more virtual and global. Smart devices now allow for always-connected interactions with others and anywhere/anytime communications.

Big-data is integrated with sophisticated algorithms and new modeling techniques. It’s combined with predictive analytics and can generate one-toone personalized offers that can boost customer loyalty. This could generate a greater share of wallet or purse, as well as creating upsell and cross-sell opportunities.

Big-data is also providing breakthrough insights into the digital persona of customers that allow for the development of new offerings. It also functions to anticipate future customer needs, and ways to improve service.

Small companies, as well as large ones, can gain a distinct competitive advantage by using analytics to uncover new patterns of customer behavior.

These insights allow for the development of marketing strategies that can lead to disruptive new products and services.

What big-data is doing is providing the most pertinent and important information in real time. It also allows access to the point of interaction or engagement with customers. By providing greater demographic and geospatial inputs never before available, big-data

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allows companies to gain, maintain, and grow their competitive advantage.

Utilizing analytical tools and smart algorithms, companies can gain valuable insights from disparate data sources, further enhancing their ability to develop more binding customer relationship models.

Steve Jobs was vastly successful with his keen insight into gauging future customer behaviors and needs. Big-data is allowing for a similar and predictable way to anticipate subtle and changing customer requirements—before they actually happen—so that modifications to products can continue to be developed to the delight of the customer.

In addition, leveraging the power of information can identify decision points that can allow for the development of a certain customized product. This is done by making it available at the right time in the adoption cycle in a specific contextual situation. It’ll be paired with the new mobile marketing technology and geolocation software. You’ll have the ability to make uniquely personalized offers to customers in motion.

This impressive technology offers a meaningful experience and reinforces customer loyalty much like Jobs accom-

JUNE/JULY 2016

plished with all of the Apple devices.

The best example of this is a smartwatch vibrating on your wrist, alerting you to an offer. This predetermined interest that can be executed in a short period of time can be for a brick and mortar outlet—all done by the touch of your finger on your smartwatch or smartphone.

The full potential of this disruptive technology is yet to be realized, but there is already sufficient experience to demonstrate that our lives will continue to be disrupted for the better as the full potential of big-data unfolds.

Robert M. Donnelly is an author, educator and brand builder for businesses and individuals. His corporate life was spent in executive positions with IBM, Pfizer and EXXON and then as the CEO for several U.S. subsidiaries of foreign multinational firms. Professor Donnelly is on the faculty of Saint Peters University, as well as Rushmore University, a global online university. His latest book is: Personal Brand Planning for life, available on Amazon. He also functions as an interim executive. You can contact him at rdonnelly@saintpeters. edu.

INSURANCE & RISK MANAGEMENT

Business Auto Insurance

Tips for buying an insurance policy for commercial vehicles

P

urchasing the right insurance should be part of any comprehensive business plan. There are a variety of business coverages to consider, the most common being commercial general liability, professional liability, commercial property and workers’ compensation coverage.

Another important coverage to consider is business auto insurance. The business auto policy is specifically intended, unlike the personal auto policy, to cover vehicles that are used or designed for commercial purposes. This would include vehicles registered or leased in a company name, used by employees to perform their jobs or often garaged overnight at a location other than the policy address.

Talk to an insurance professional to help determine what type of policy you need based on your specific circumstances.

There are number of companies represented in the Meadowlands Regional Chamber that can offer assistance, including NJM (New Jersey Manufacturers) Insurance Company. Visit the Chamber’s website for a full list of companies and agents.

Now that you’ve selected a company, it is time to submit an application. Be prepared to share information about your company’s operation. For example, the type of business (i.e. corporation, LLC, sole proprietorship, etc.), number of employees and the names and driver’s license numbers of everyone who will be driving for the company. It will also be helpful to have the following information handy regarding your vehicle(s): • Year, make, model and VIN number • After-market alterations • Gross vehicle weight • The exact use of the vehicle • The normal radius driven When purchasing your new policy, you will have to make several decisions about what you need to buy and how much you can afford to spend. Here are some questions to consider when determining

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coverage options: • How much insurance do you need if you are sued because of an accident you might have caused that injured someone else or damaged their property? This is referred to as Bodily Injury Liability and Property Damage Liability Coverage.

• How much insurance do you need if you are in an accident caused by someone who has little or no insurance? This is called Uninsured and Underinsured Motorist Coverage.

• Do you need to buy insurance to cover your vehicle if it is damaged in an accident you cause, or if it is stolen or damaged in some other way? This is Physical Damage Coverage.

• How much money can you afford to pay out of your own pocket before the insurance company begins paying if you have an insurance claim? This is your deductible.

Your insurance company will also offer several ways to customize your policy with additional coverages or endorsements.

These are optional and vary from insurer to insurer. You may need an endorsement if: • You rent vehicles in the company name.

• You have employees who may drive

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their own vehicles for company business.

• The principal operators of company vehicles don’t have their own personal auto insurance.

Keep in mind that you will need to purchase a separate workers’ compensation policy to provide medical treatment, wage replacement and disability payments for employees. It will benefit select staff members that suffer job-related injuries, including those involved in a work-related auto accident.

Lastly, if your commercial vehicle will be used to transport passengers or haul cargo across state lines, your business must be registered with the Federal Motor Carrier Safety Administration (FMCSA) and have a USDOT (United States Department of Transportation) Number. To learn more, visit www.fmcsa.dot.gov.

Jim Cronin is an assistant vice president at NJM Insurance Group, a leading provider of commercial auto insurance in New Jersey. He earned a business administration degree from Trenton State College and holds a property/casualty insurance license. He has been with NJM for almost 30 years.

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Weight Loss is a Win

Patient transitions from indulging to healthier habits

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orking long hours, eating on the run and not having enough time for exercise: That is a dangerous trio when it comes to your health.

“Pablo” was taking that gamble every day when he first came to Bergen Volunteer Medical Initiative (BVMI). Since emigrating from Peru 30 years ago, he had successfully worked in landscape construction in the U.S. But he found it harder to succeed when it came to losing weight.

Hearing about BVMI from a friend, Pablo became our patient when he was 53, weighing 215 pounds. Dr. Salvatore Laraia encouraged him to exercise more and cut down on simple carbohydrates and foods that have more sugar, less fiber and fewer nutrients. Dr. Laraia also encouraged him to lower his intake of fatty foods.

Change was not easy to adapt to.

Pablo had very little time to prepare food and cook for himself. His preference for restaurants and convenience foods—coupled with a lack of exercise—made it hard to lose weight.

But he persevered. By the time he met with BVMI Patient Navigator Vicky Fliman, registered nurse (RN), in February of 2015, Pablo had dropped 21 pounds, to a healthier 194. He was proud of his progress, but with a diagnosis of prediabetes, he needed to stay motivated.

Speaking with the patient in his primary language, Spanish, Fliman made suggestions for ways that he could eat well at restaurants he frequented. She also offered ideas for preparing quick and healthy meals at home.

“It’s important to understand and respect the cultural food habits of our patients,” said Fliman. “Simple, gradual changes can be made. For example, if you eat rice and beans more than once a day, try making that second meal lighter on the rice and heavier on fresh vegetables.”

What about the expense of healthier eating? Fliman explained that healthy 18

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food does not have to cost more.

“I make it a point to know what’s currently in the local markets,” she said.

“You can stretch your food dollars by what I call ‘eating from the earth,’ which means finding nutritious fruits and vegetables that are available at a good price because they are in season.”

Pablo’s journey to better health may not be over—it never is for any of us— but he has come a long way down that road so far.

Bergen Volunteer Medical Initiative in Hackensack provides free primary care for low-income, working Bergen County residents who do not have insurance.

BVMI does not receive payment from patients, reimbursement from insurance companies or government funding, and is supported entirely by private contributions. To schedule a tour or request more information, please contact Amanda Missey, CEO, at 201-518-8484 or amissey@bvmi.net.

Key members of BVMI’s nutrition team: Patient Navigator Vicky Fliman, RN; Certified Diabetes Educator Holly Homa, RN; and volunteer Marcia Eisen, registered dietitian.

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A picture of the whole today - Angela, Myself and Maggie (first row), Maggie, Emily, Noel, Theresa, Rose and Laura (second row) and Terry, Tommy, Billy, Joey and Frank (in rear).

Rich and his beautiful Maggie. Still Smiling.

Pictured at the Annual Giants Banquet for Rich in 2015, Super Bowl champions all. Rich is flanked by the great running back, Joe Morris. Immediately behind Joe (from right to left) are Karl Nelson, offensive lineman and two-time cancer survivor, Perry Williams, Co-Chairman of the event and Zeke Mowatt and Howard Cross, tight ends. On the left is the great Jets running back, Bruce Harper, quarterback, Scott Brunner and Stephen Baker, the Touchdown Maker with the cap.

Making my way back.

A Retrospective A One Time Leader of the Band

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ich Fritzky was my predecessor and he had much to do with the fact that I have the honor of serving as president of this great Meadowlands Regional Chamber of Commerce today.

He led our organization for more than 25 years. He is the one who first placed us on the public-private venture frontier. In addition, he established multiple nonprofits and made us the advocacy force for both the business and greater Meadowlands community that we serve today.

Rich smiled always and looked upon his work as a kind of spiritual quest. He loved our organization, he loved the Meadowlands and he loved the people he worked with. He was in at 7:00 a.m. and rarely, if ever, gone by 5:00 p.m.

We here at Meadowlands USA, which Rich edited and wrote the bulk of during those years, decided that it was time to catch up with our once leader who was brought down by a horrific disease, Neisseria meningitis—a monster that kills more than 90 percent of those who get it. A monster of a disease that kills more than 90 percent of those who get it.

Hospitalized for fully 15 months, from Oct. 5, 2005 through Dec. 21, 2006, he spent three months in a coma and a hyperbaric chamber. He had it two packed in ice with a fever that daily topped out at 107 degrees and endured many days in surgery. After battling renal, respiratory and circulatory failure, he was rendered a quadruple amputee. The ossification of all of his joints and the extreme atrophy left him without the ability to move at all. Rich had expe-

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rienced eight months that were devoted to a daunting therapeutic effort to restore life.

While Rich, ever reluctant to use the word miracle, got a fair share of what he calls, phenomenon. There’s one miracle among quite a number that we’re compelled to share: The meningococcal bacteria, which infected him, fries the neocortex of the brain. Every time, it does this. It destroys the home of all of the good stuff: wisdom, emotion, memory, knowledge, etc.

Accordingly, about six weeks into the coma, his doctors met with his wife, Maggie, to give her the bad news about Rich’s brain. They told her that he had been lost to the deadly bacteria and what was described as thousands of mini-strokes. The MRIs and brain scans they had done, repeatedly confirmed this.

She was told that “Even if he were to awake, he would neither recognize nor know her, nor his children, nor ever—ever— again be able to utter a cognitive thought.” And yet, in a moment’s grace, he woke three days later and scanned the room. He spotted Maggie and softly said, “I love you, Maggie,” before immediately drifting right back into the depths of the coma. Just 10 seconds of grace, four words and the greatest of messages: “The science be damned—I am still here.”

This beyond-the-science phenomenon was confirmed by Dr. Leon Smith, the guru of American infectious disease doctors. Upon meeting Rich years later, he smiled, shook his head and said, “In 50 years in infectious disease, I have neither seen nor heard of any

Recouping from multiple amputations.

one—not a one—ever going into a meningococcal-driven coma for any extended period of time who ever came back whole or even lucid, until you.”

But the sustaining impact of this disease was devastating as it left Rich a frequent flyer to hospitals and rehabs. To go into detail would be overkill, but suffice it to say that he went on to beat other brushes with death and dealt with everything. He had more than 30 major surgeries to C. diff to MRSA to extensive bed sores to the reconstruction of his backside to kidney transplants to pulmonary embolisms to intestinal blockages to end-stage renal disease to cancer to diabetes and more.

Smiling always, no matter the challenge, he developed his own theology of suffering along the way. He had one that he insisted “only took him to higher ground and invited him to strive to see the world as God does.”

Having served as a communications specialist for the mayor of Boston and having taught at Seton Hall Preparatory School and Bergen Community College before coming to the Chamber, he has now served as a member of the adjunct faculty of Fairleigh Dickinson University for more than 35 years. And while he misses the classroom, where he described himself as “a warrior,” he continues to teach online today.

He teaches classes that he himself developed. They include The American Experience, Business in a Global Society and The Political Vision and Genius of Abraham Lincoln. He is excited about developing a fourth, Political Theory and the American Mind. It will be offered for the first time in the fall of 2016.

“It is about the wonder of who we are and what we are made of and the essence of heritage and legacy and what we, given it, ought to be aspiring to be. It is about evolving and living political ideology,” he said. “Very sadly, however, all too many who aspire to lead us today know little or nothing of it.”

Beyond teaching, Rich writes. Interestingly, with the small stub of the only finger left to him. He is no fan of the vagaries of voice recognition technology. Years ago, he self-published a pas-

Grandchild Meg, Rich’s tracheotomy buddy, on the day of the Run for Rich in May of 2006.

sionate and humorous work celebrating his and Maggie’s 12 children! That book is entitled It Isn’t Cheaper by the Dozen Anymore and Rich still has a handful of rare copies left.

Two of his books were published just last year: A Pilgrim’s Song – Mary Varick and her Theology of Suffering and What Must Needs Come – A Legacy of Gettysburg. The first is a moving story about his aunt. She devoted her life to her fellow disabled and to bringing them joy, love and God. The second is a powerful and inspiring view of the third day at Gettysburg. He looks at it through the lens of the mind, heart and soul of the man who called all of the questions and made all of the decisions there: Robert E. Lee. A third book, entitled Tidings of Great Joy, about Advent, the great gifts that he received during his original 15-month exile and Christmas homecomings, is in the publication process now and will be released later this year. A fourth, with a working title of Conversing with Old Abe, is born of his firm belief that our greatest president has words, advice and inspiration yet to offer as to how we grapple with the great issues of our time. “Abraham Lincoln can and should be a living force for all of us today and not merely a dead saint,” he said.

Rich also speaks, largely to church groups, Knights of Columbus, youth ministries and the like, about everything from suffering to faith to grace. Of Rich’s powerful and moving speeches, Monsignor Paul Bochiccio of Immaculate Conception in Montclair said, “Rich touches the broken places in people. He, in so movingly speaking to both his extraordinary aunt’s and his own horrific experiences, becomes a healing force for many as he helps them to see that there is joy, love and purpose on the other side of great struggle.”

“He spoke to our seminarians,” added Monsignor Joseph Reilly, rector of Immaculate Conception Seminary at Seton Hall University, “and lifted up those who had already devoted their lives to Christ. Needed or not, he strengthened their faith and their resolve in a moving engagement with them.”

He also speaks to secular organizations like our own Chamber, Continued on pg. 22

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21

A most welcome visit from Rich’s Aunt Dot Cassidy, now 98 years old.

George Martin, Defensive End , Captain of the 86’/87’ Super Bowl champion Giants and Co-Chairman of the event & Harry Carson, Hall of Fame Middle Linebacker, present Rich with Carson’s jersey.

Laura and Rich.

(from left to right) Rich is surrounded by Theresa, Rosie, Maggie, ‘Good-Old’ Pat Dewald, Tommy, Joey, Krysta and Frank.

Billy and Rich.

Continued from pg. 21

at events for the Meadowlands YMCA and Comprehensive Behavioral Health Care, and he is just beginning to address Civil War roundtables and forums.

“I live,” said Rich, “With the ‘Why did I survive when most did not?’ guilt and I have dwelled long and hard upon the ‘Why me—why did I catch the break?’ questions. Of course, there’s my family, but I have always felt that there had to be more. I find the answer in the ability I seem to have to touch and move people, in helping them to find a spark in something that they may not have noticed or considered before. There’s great purpose and meaning in that.”

Family, of course, remains the alpha and omega of his life.

At the epicenter is Maggie, who 10 years ago took on the role of caregiver as well as wife. Elegantly and without a hitch, she became the one who enables Rich, along with the regular assistance of their sons Bill and Frank, and the “when in a pinch” help of Teri, Tom and Joe. All 12 are now grown, five are happily married, one is about to be and more certainly will be. There are now 12 grandchildren with two more on their way, and where it will end, no one knows. All we can be certain of is that there is no end in sight.

“I am mightily blessed to have Maggie,” said Rich, “And to be enveloped by an atypical and large While he is devoted to his family, his teaching, his books, his speeches and his presentations. The paradigm of his life is not complete, he remains dependent on his Friends of Rich Fritzky Trust, which was formed shortly after he first got sick.

“I am out there plowing the fields, trying to move my books and looking for paid speaking opportunities,” he said, “but to date, they largely remain labors of love, labors that I enjoy and that I view as a means of paying forward the goodness and grace that has been and continues to be extended by so many to me.”

For the time being, he noted, as he meets medical challenge

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after medical challenge. He is sustained by the Annual Giants Banquet (a collaboration of some wonderful Giants veterans), his friends, Fairleigh Dickinson University and some God-given benefactors.

He calls them “blessings” and “instruments of grace.” However, he looks to “that happy day” when his books catch on and generate real revenue—and he adds a few paid speaking engagements to the pro bono ones that feed his soul.

The angels in his life, most of them former Chamber colleagues, he notes, seem to understand and appreciate where he is.

“So, they stay the course with me,” he concluded. “They don’t duck, they astound and they wonderfully hold me up whenever I falter. There are no words in the English tongue that do them justice.”

Rich looks back with no small measure of pride upon what was accomplished during his tenure. We as a management staff do our best to keep the Chamber “firing on all cylinders,” extending the legacy that Rich has established.

“We placed thousands of people in jobs and trained thousands more and it was our advocacy that led to everything from the Passaic River Bridge, to the Little Ferry Circle, to the Meadowlands Parkway, and to the Berry’s Creek Bridge roadwork improvements,” Rich said. “It was 25 years of our advocacy that led to the construction of the Meadowlands Rail Station. Rich Roberts—the then transportation planner for the Meadowlands Commission— and I made a presentation to an NJDOT and NJ Transit Task Force in 1989, upon which the planners for both hummed The Impossible Dream to us.”

“In the beginning, it was only us, until Allied Junction came into the picture. And there was so much more, but it didn’t get any better than the role we played in helping the Kenmare Alternative High School for Unwed Mothers and the Saint Joseph’s Home rise in Jersey City or to see our youth service projects get underway in

area high schools or to have founded the best transportation management agency in the United States today, our own Meadowlink.”

From what he referred to as his “distant perch,” he celebrates the Chamber’s “superior and wide-ranging programming” today.

He apprieciates the great work that it has done to promote the region as a destination, its continued advocacy on the transportation and environmental fronts. The sheer extent of its reach and its effort to help bring American Dream Meadowlands home for the region and the state.

“Before Mills even came into the picture, there was a terminal construction proposal, and I then worked long and hard on the original Mills Corporation development proposal on the Empire Tract and eventually on Xanadu—what were the seeds of American Dream Meadowlands. What they will eventually bring to fruition will, people forget, be the result of a 25-year plus effort.”

In closing, Rich asked us to please note this. In his day, he explained, he was long embattled with Captain Bill Sheehan, the Hackensack Riverkeeper. “I then held up the massive environmental mitigation components of a few major proposals, while he held up his ‘line in the sand’ hands-off vision. I am glad that those battles are over today, as I have such respect for Capt. Bill and his passion for what is the very spine and lifeblood of the Meadowlands.”

Most people who have lived what Rich has would have understandably given up. But our old friend, broken as he is—and he describes himself as utterly broken—is simply not ordinary. He still moves at lightning speed, teaching as many as three classes at a time. Rich still writes prolifically for both himself and often for others as well. He is known for preparing an array of speeches and presentations and getting around to them with the help of Maggie and the 12. Cancer and diabetes be damned, he is relentless.

Meadowlands USA checked and we know that Rich spent last Saturday with LAMP’s Lay Missionaries and some of Mother Theresa’s Missionaries of Charity at a conference in the Bronx. He has presentations coming up at Saint Kateri Tekawitha in Sparta, at Our Lady of the Lake in Sparta, at Trinity United Methodist in Hackettstown, at Queen of Peace in our own North Arlington and hopefully at Sacred Heart in our own Lyndhurst. He has a June 14 date with the Phil Kearny Civil War Roundtable and expects to also address the Central Jersey Robert E. Lee Roundtable. Everything from an address at a hospital in Harlem to a seminary in Yonkers to a leadership conference in Andover to a series of book signings in Gettysburg over the anniversary of the battle in early July are on his immediate docket.

What we want you to know is that, be it a business, a secular or a faith-based setting, Rich has the gift of moving. He is motivating and inspiring people in a powerful way. His message of enduring hardship, overcoming obstacles, maintaining a strong sense of faith and hope are remarkable. So think of him if you want to shake it up and do your own a favor.

By Jim Kirkos, President & CEO of the Meadowlands Regional Chamber.

Should you need a speaker, we highly suggest you consider Rich Fritzky. You can buy his books at either Amazon Books or Barnes & Noble Books and maybe, just maybe, consider his Friends of Rich Fritzky Trust c/o Joe Sireno at 9 Roseville Road, Stanhope, NJ 07874.

Should you want to know more, you can visit www.richfritzky. com or richardfritzky.tateauthor.com. Rich can be reached at rfritzky@msn.com or (973) 446-0798.

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Helping People Meet Life’s Challenges

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LESSONS IN LEADERSHIP

Benefits of Successful Integration

Commended leadership advisements that can help your business

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aintaining the status quo is rarely an option for leaders these days. Mergers, acquisitions and strategic alliances are all more common than ever. Effective leaders understand there are times when these integration efforts are the only way for their organizations to survive, much less thrive. Yet, leading such a change is no easy feat. Consider the following leadership lessons that can help: • Don’t be afraid to say, “I don’t have that answer yet.” Sometimes leaders confuse being candid with making up a specific response when they don’t even have one. The irony is that candor and honesty sometimes calls for the leader to say, “At this point, we haven’t resolved that issue, but as soon as we do, we will hold a public forum, announce it and have an open discussion with all of you.”

• Assign one of your top people to handle the day-to-day operational details. As the leader driving the integration effort, never assume you will be able to handle the day-to-day minutia and still keep your eye on the big picture. Rather, pick one of your best operational “get it done” people for that role, with a direct line to you, and ensure he or she gives you regular updates on where things stand.

• Draft players based on skill set and merit when building your new team. Avoid putting people in key leadership positions based on 24

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politics and “horse trading.” These leaders are often miscast and do not perform particularly well. Instead, look at your talent pool in both organizations from the beginning of the integration process and put the best people in the right seats on the bus based purely on qualifications and skill set.

• Acknowledge that two very different organizational cultures are being asked to come together. This is, in many ways, unnatural. Smart leaders decide to establish one “new culture” that blends the best of what each team brings to the table and start to foster that culture from day one—not just in words, but also in deeds. The leader’s actions must reflect this new culture in meetings and in decisions, as well as in the way the organization is branded internally and JUNE/JULY 2016

externally.

• Hold very open and public forums. Give employees the opportunity to ask questions on any topic related to the merger, acquisition or integration. This helps cut down on the spread of gossip and misinformation.

The more you are seen as upfront and out front, talking openly, honestly and with confidence about these changes—even when you don’t have all of the answers—the more the people within the organization will sense that there is nothing to hide. In turn, this will help build the kind of trust necessary to move forward.

Now, your turn What do you think is the key to leading a successful integration? Write to me at sadubato@aol.com.

Knowing the Pulse of Your Team

Steps to connect with employees & create opportunities for success

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here is no exact science to the art of leadership. People are moved and motivated by all kinds of people, events, and circumstances. So how do you keep people happy and productive, and how much of that has to do with great leadership? What do your employees want and need to stay motivated? What can you as a leader do to make a difference, truly get to know your team members and find out what makes them tick?

Achieving this often requires connecting on a personal level and maintaining this personal relationship on a consistent basis. Leaders have a critical responsibility to monitor the pulse of their team. Here are some tangible tips and tools that belong in your leadership tool kit: • Take the time to check in with your people and find out how they are feeling about what they are doing. The more input team members have into the way they do their job and the more they have the opportunity to share with you their own ideas and needs, the more motivated they are likely to be.

For example, seek out your employees’ thoughts on finding a new way of doing old tasks. Ask, “what exactly would you change to get job X done in a more efficient or effective manner?”

• Go out of your way to catch employees doing something right. This often doesn’t come naturally to managers. As leaders, it is so easy to be blinded by people falling short or not meeting our expectations that we miss when they get it right. Look for employees’ successes and when you find them, immediately let the employee know exactly how much you personally

• Don’t make every decision.

Rather, challenge team members to find the solution on their own with difficult problems and questions.

Your objective is not only to get them to think for themselves but also to have them identify options and alternatives that you as a leader may not have thought of. In the process you will not only engage team members and motivate them, you will also get to know them better—including the way they think or don’t think about strategic issues and decision making.

appreciate it and how the organization benefits from their efforts.

• Establish trust among team members by creating opportunities to build personal relationships with each other.

You can’t force team members to like each other or to be friends, nor should you even try. But truly getting to know your people will also present the potential to put them in situations where they can interact, connect, and find common ground with their colleagues. Often, in a way they wouldn’t be able to do if you as a leader weren’t aware enough to create such a positive and collaborative environment.

• Share the spotlight by encouraging team members to voice their opinions. Allow team members to make presentations both internally and externally; in fact, don’t only allow it, but encourage it, report it, and reward it. Just because you may be the official leader of a team doesn’t mean you should be doing all the talking. In fact, when you do this you send the message to your team that you believe you are the only one that has something to say. Plus, you lose touch with team members because they’re convinced you have no confidence in them and their abilities.

What specific steps do YOU take to monitor the pulse of your team?

Write to Steve Adubato at sadubato@ aol.com.

Steve Adubato Ph.D., is the author of numerous books including his latest, You Are the Brand, and his upcoming book, Lessons in Leadership. He is also an Emmy Award-winning anchor on Thirteen/WNET (PBS) and NJTV (PBS) who regularly appears on CNN, FOX News, and the Today Show. Steve also provides executive leadership coaching and seminars for a variety of corporations and organizations both regionally and nationally. To read more Lessons in Leadership visit www.Stand-Deliver.com. Find and follow Steve on Twitter and Facebook at: @SteveAdubato @SteveAdubatoPhD

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Checking Accounts For Heroes

Boiling Springs Savings Bank serves community with newest program

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utside of George Bailey, we do not always put banker and hero in the same sentence. Yet, Boiling Springs Savings Bank, with a simple credo—“Local Values, Local Roots & Local Management”—is a community hero in many ways. Acts of heroism range from helping to restore the Fourth of July fireworks to Rutherford in 2013 to their Community Alliance Program (CAP), which reinvests more than $400,000 into the communities in which the bank has branches.

Recently, Boiling Spring Savings Bank introduced a new way to be a hero—by honoring heroes who are military, police, fire and emergency workers 26

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with a special Heroes Checking Account.

“Our focus, as a community bank, is on key components that support our local organizations and nonprofits,” says Kenneth G. Emerson, recently named executive vice president and chief operations and strategy officer at Boiling Springs Savings Bank. “Recognizing our heroes is a key component of how we serve the community, consistent with CAP. I’m very proud of the team that composed that product.”

Initiated as a suggestion from a branch manager, the Heroes Checking Account allows first responders and military personnel to earn interest on their checking account with a minimum in-

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vestment of $100, unlimited checks and other perks. The program launched in May, Heroes Appreciation Month, with a Facebook “Show Us a Hero” campaign and advertising within the branches.

“Because this came from our branch managers, it addressed the customers’ needs directly,” says Andy Jones, chief marketing officer of BSSB. “The branches got excited, it caught on quickly. It was such a natural fit; it underlies the value in all our programs. Sometimes, some of the best things are the things you don’t even have to think about.”

The Heroes initiative fits a progressive plan of serving the bank’s customers by addressing how they bank, what their

values are and what kind of access to their money they need. With the official slogan “Come Home to Better Banking,” Boiling Springs Savings Bank reinvests in the community through competitive mortgage and savings interest rates, free online and mobile banking and a variety of savings and checking accounts.

Because Boiling Springs Savings Bank is a mutual savings bank, it does not issue stock or have shareholders—its charter calls for profits to be redirected to the community.

Mr. Emerson, who has acted as both the bank’s chief technology officer and chief risk officer during his 14 years at the bank, assumed his current role in January. His focus shifted to maintaining the bank’s 77-year tradition in the community—while attracting and growing its customer base, most notably by expanding Boiling Springs Savings Bank’s online and mobile services.

“The challenges of the banking world take the electronic world by storm,” says Mr. Emerson, citing the use of smartphones, the scarcity of branch visits and the decline of ATM transactions as current trends. “People are more frequently paying bills, reconciling accounts and receiving alerts online, which gives us less opportunity to have conversations about their financial goals and provide customer service to them. The key is to provide all the online convenience they need but be able to reach out quickly and address any glitches or questions they have personally to serve them.”

Boiling Springs Savings Bank was the first New Jersey bank to use electronic check presentment and the bank continues to modernize and stay current on electronic issues. The new BSSBank. com website, scheduled for fall 2016, will work across all devices and act as a virtual branch that can capture the customers’ attention and enable their transactions. With the ability to open accounts online and other procedures that were formerly differently regulated, customers will have more access and control, while the bank will still be able to address their needs. BSSB is currently evaluating the programs that automate these functions to make sure they fit the regulatory standards of their institution, migrating to a real-time solution.

“Customers are assuming a self-service role with the advancements of bank tech,” adds Mr. Emerson. “Younger customers avoid physical branches, so we Continued on pg. 28

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Continued from pg. 27

have created a new community online that provides a reasonable level of visibility yet is vibrant and conducive to the multiple ways in which people can interact with our services.”

Another way Boiling Springs Savings Bank appeals to millennials is in reflecting the generation’s commitment to altruism and sense of service and value.

“We are that kind of institution,” states Mr. Emerson.

Since its founding in 1939, Boiling Springs Savings Bank has been deeply involved in its community as a benefactor and through volunteerism. The Heroes initiative is a natural extension of the bank’s own board of directors, management and staff volunteering as emergency responders and other roles within the community.

Just recently, BSSB’s president and CEO, Robert E. Stillwell, joined forces with the board and senior management to paint and install flooring through Habitat for Humanity of Bergen County.

The bank has a long tradition of sponsoring teams and organizations, as well as donating to community causes. In 2006, the bank introduced a new product to actively support the nonprofit organizations within the bank’s marketplace. The Community Alliance Program (CAP) went beyond the scattered donations of the individual branches to really 28

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encourage local involvement between the bank and nonprofits. About 400 organizations are signed up, with about 140 actively receiving funds amounting to over $400,000 annually.

CAP encourages organizations to direct their supporters to open accounts and designate their organization as a recipient of CAP benefits, allowing them to receive a quarterly check if enough participants (20) are involved, with no effect to the accounts or cost to the participants. The more accountholders who choose a nonprofit, the greater the funds the nonprofit receives. CAP makes outlying branches relevant as active participants in their community, not just sponsors of occasional events and sports.

In addition to CAP funds, the bank supports local organizations by sponsoring concerts, holiday celebrations, sports teams and many other local events—as well as with straight donations to many organizations. The bank also has a history of supporting organizations with deep ties to the community, such as housing-related and low-income causes, as well as senior centers and educational institutions.

In Rutherford, where Boiling Springs Savings Bank is headquartered, the bank has also stepped in to support local events when other donors have bailed. Similar tales emerge from other branches.

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“Everything we have done, from locating our headquarters in Rutherford to our CAP program, shows we are a local bank with deep commitment to our community,” adds Mr. Jones. “Because of our mutual savings bank status and history in this area, we try to support as many organizations as we can and will continue to be deeply involved and supportive of our local neighbors.”

With assets of nearly $1.5 billion and 17 branches in Bergen, Essex, Morris and Passaic counties, Boiling Springs is big enough to offer comprehensive banking services, yet small enough to give customers personal, friendly attention.

BSSB has been named “One of the Best Places to Work” by NJBIZ magazine, as well as “One of the Best Banks to Work For” by American Banker magazine. Many of the employees at Boiling Springs have long tenures, developing careers, not just jobs. Customers have the ability and security of working with senior officers who are their neighbors.

For more information about Boiling Springs Savings Bank, please visit www. bssbank.com.

Pamela Tully is a freelance writer, editor and marketing professional. She can be reached at pmtully@gmail.com.

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HUMAN RESOURCES & OPERATIONS

Transforming an Employee’s Experience How to amplify employee motivation & involvement

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icture the most passionate professionals you work with. What varieties of individuals appear in your mind? Pros eager to uncover new information? Achievement drivers? People who welcome extra assignments?

Behold, your most immersed personnel. These professionals launch the firm headfirst into boundless, affluent opportunity. A multitude of industries contain only a few of these special producers. Hence, how can you craft a culture that preserves and comforts engaged employees?

A 2013 Gallup study discovered that 29 percent of U.S. workers believed they were thoughtfully active in an establishment, while 54 percent categorized them-

selves as relatively detached, meaning they appear at work but are not stimulated.

These disengaged workers branded their stances as displeased and disconnected from their firm’s overall success. Congruently, 18 percent deemed they were enormously disengaged—defiant through criticizing and complaining— ultimately spiraling the firm and its bottom line.

It is crucial to conserve a modest objective to fuel employee success. Thus, your ambition is to assist workers in unearthing individual and organizational victory, which in turn will fashion an exceptional atmosphere composed of inspiration and unwavering commitment.

Professionals are propelled by in-

trinsic drivers—fastened to passion and embracing a firm sense of determination, independence, education and vision. Extrinsic drivers implement elevations in salary and bonuses.

To sprout and uphold a highly-stimulated workforce that supports steadfast contentment through opportunities, training and constructive criticism, follow these guidelines: • Provide commanding projects to drive employees to improve their competences • Provide flexibility on concluding an approach to certain tasks • Harmonize workers with regions of influence and partiality • Provide professional feedback on direction and association of novel assignments • Inform employees on their importance and impact on the firm • Find ways to assist workers in building connections with their colleagues How do you characterize success? Examine the results with workers. Solutions (intrinsic drivers) can be used to calculate promotions (extrinsic drivers).

Corporations fixated on extrinsic incentives burden teams to bill more hours by rewarding top producers. Corporations that concentrate on intrinsic incentives— but do not present habitual company values—typically generate excessive employee discontentment and turnover. A business that integrates a fusion of these two benefits is most fruitful at piloting workers and producing a constant cultural setting of encouraged staff that will contribute to inclusive corporate evolution.

Kim Bustamante is director of operations for Wiss & Company, LLP where she is responsible for resource management, technology and culture-keeping at the firm.

Reach her at kbustamante@wiss.com or 973.994.9400.

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Exempt, or Not Exempt?

New salary income rules are coming

T

hat’s the $921 question. Big changes are coming to overtime rules. What’s changing? Who’s affected? How can you control your overhead—and stay compliant?

In 2004, the Department of Labor (DOL) updated the standard salary level for “exempt” employees—those who did not have to be paid time and a half for overtime hours in excess of 40 hours per week.

At the time, the DOL set the minimum compensation for “exempt” employees at $455 per week, or $23,660 for a full-year worker.

This past fall, the DOL proposed an update to this rule—one that has rocked the business community. Among other things, the DOL proposes to increase the standard salary level to $921 per week, or $47,892 per year.

Here’s what you need to know:

to issue the proposed rules in November 2014, but they weren’t released until May 2015. Now, it’s not clear when the finalized rule will appear. And the upcoming presidential election may represent another “wild card” in the process.

Nevertheless, experts are convinced that the minimum salary threshold will be increasing. The question is how high it will go.

Who does it affect?

As it currently stands, the proposed rule will affect every worker who makes more than $47,892 per year. The Department of Labor relied upon 2013 data in the development

What’s the rule?

The current proposal would: • Set the standard salary level at $921 per week ($47,892 per year) for all salaried workers.

• Increase the total annual compensation requirement for “highly compensated employees” to $122,148.

• Create a method for automatically updating these levels in the future.

In other words, employees who make less than $47,892 per year would have to receive time and a half for overtime work— no matter what kind of work they do.

When does the rule take effect?

The public comment period for the proposed rule ended on Sept. 4, 2015. During the comments period, the DOL received over 270,000 comments, including 50,000 in just the last week before the comments period closed.

The deluge of comments represents just one more delay in this rulemaking process. Originally, the DOL had planned

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of the “Notice of Proposed Rulemaking,” under which the 40th percentile of weekly earnings for full-time salaried workers was $921 per week. Using 2016 data, however, it’s likely that the threshold will increase to $970 a week, or $50,440 per year.

In addition to the threshold increase, the DOL has recommended eliminating an exemption based on job description. So managerial or professional workers who are currently exempt based on the work they do won’t be exempt on this basis any longer. The proposed rule would apply to all workers.

However, this plan isn’t set in stone.

When it released the proposed rule for public comment, the DOL specifically asked for feedback on how to change the duties tests. It also asked commenters to weigh in on how well the current duties tests work to screen out employees who are not doing the kind of work the tests are meant to identify. It is possible that the finalized rule will include some kind of duties test for screening out bona fide white-collar exempt employees.

How can we implement the new rule?

While the final rule is not in place yet, many companies are already strategizing methods for implementing this or a similar rule. Here are some steps to consider: • Sort employees by salary. The numbers make it easy to see who will be considered “exempt” and who won’t— just look at their annual salaries.

• Calculate the hours each person actually works. For exempt employees making less than $50,440 per year, figure out how many hours they actually put in each week. Workers who

hit close to the 40-hour number every week probably won’t earn a great deal of overtime—but those who routinely put in 50 to 60 hours per week will.

• Determine the most cost-effective option. Some employees work enough hours over 40 each week that simply paying them more than $50,440 per year is the most cost-effective option.

For others, this is not the case. You won’t know until you do the math, though, so focus on the employees who are regularly clocking more than 40 hours per week.

• Create a no-overtime rule. Tell your staff that they are not allowed to put in overtime. While you will still have to pay if someone breaks the rule, you can also impose sanctions, up to and including firing the person for their transgression.

Who can help?

Staffing firms specialize in helping their clients control staffing costs without sacrificing quality. For special projects or a sea-

sonal rush, your staffing partner can help you find qualified temporary staff to help you avoid excessive overtime costs. For direct hire positions, work with your recruiter to create a clear job description that states the job’s expectations—and keeps them within the 40-hour window.

Ted Kissel is President & CEO of UNITEMP Temporary Personnel. Headquartered in New Jersey, UNITEMP was founded in 1969 by Ted’s father. UNITEMP is a staffing company dedicated to providing employers with experienced and tested administrative, technical and professional temporary and contract staff. Ted began managing UNITEMP’s Meadowlands office in 1989 and became President in 1995.

The company is independently owned (by Ted) and operated—and is a longtime member of the Meadowlands Regional Chamber of Commerce.

Ted is a Certified Staffing Professional CPC and Technical Services Certified TSC through the American Staffing Association.

Ted can be reached @ tkissel@unitemp. net, (201) 678-3212 and www.unitemp.net.

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LEGAL

Conducting an Internal Investigation How to properly address an employee complaint

W

hen an employee brings an internal complaint to management’s attention before filing a charge or lawsuit, employers have the unique opportunity to head off costly litigation by conducting a thorough investigation and, when necessary, taking appropriate corrective action.

Unfortunately, too many employers make the costly mistake of not taking full advantage of this opportunity by conducting a shoddy investigation.

In no particular order, below are the top 10 tips for employers when an employee brings an internal complaint to management’s attention.

1. Assign the investigation to the “right” person.

Using an outside person with no particular ties or preconceived notions about the persons being interviewed or allegations raised will give credibility to your investigation and its findings. Companies tend to have their “own people” (human resources or a member of upper management) investigate internal claims. Cost savings is usually the number one reason companies prefer to have their own people conduct an investigation. Do not be shortsighted.

Remember, upper management and your human resources personnel are still employees themselves. They have their own loyalties and their own biases toward other employees of the company which may skew your investigation.

Using an independent and neutral third party to investigate the matter will save you money down the road when litigation is either avoided entirely, or your investigation proves to significantly limit your liability.

2. Interview the right witnesses.

Names provided by the complaining employee or alleged wrongdoer are your starting point, not your end point. Never limit your investigation to just the complaining employee, the alleged wrongdoer and the names of possible witnesses provided by each. Think outside the box and consider

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interviewing others 1) who worked the same hours as the parties, 2) who report to the parties involved or 3) whose work stations are in close proximity to the parties involved.

3. Expand your investigation when necessary.

During an interview, a witness may disclose different workplace concerns than those raised by your complaining employee. Tunnel vision will be costly. Once you learn of a possible workplace concern, you have an obligation to investigate it.

4. Remember your goal.

You should have one goal when conducting an investigation and one goal only: to discover what actually occurred. Wanting to prove or disprove that something occurred will skew your view of the witnesses, the parties and the information provided. Stay focused on fact finding.

5. Consider all relevant documents.

Any investigation of wrongdoing should start with reviewing the company’s internal policies and practices regarding the event in question (e.g., code of conduct policy, anti-discrimination policy, progressive discipline policy, etc.). Most likely, whatever the complained of conduct is, it can be tied to some internal policy or practice which has allegedly been violated.

Make sure you also ask about and review JUNE/JULY 2016

all written communications (social media posts, emails and text messages) between the parties and even potential witnesses.

6. Do not show your cards.

As the investigator, your role is to uncover information in the possession of others.

Your job is to ask questions, not answer questions or provide information. Sharing information with a witness may inadvertently lead the witness and influence their perspective.

7. Do not allow witnesses to share information.

Every person being interviewed should agree to keep the contents of your interview confidential. Most investigations take more than one day. An employee who has not yet been interviewed, but learns in advance what questions are being asked and what answers were provided, may end up copying responses or being influenced by what was already said. This will compromise the integrity of your investigation.

8. Communicate your findings to the complaining employee.

While there is no legal requirement that you share your findings with the complaining employee, it is just good practice to do so and could even be just what stops an employee from filing a lawsuit. While details do not need to be shared, a complaining employee should be told in summary

what your conclusion is and whether any steps are being taken to address their concerns. Employees who feel they have been heard and taken seriously are less likely to proceed with litigation.

9. Follow up after your investigation is complete.

If any wrongdoing is discovered, remedial action should be recommended and taken. Afterward, remember to follow up with the complaining employee! Make sure the remedial action taken actually resolved the problem. If no wrongdoing occurred, it is still wise to circle back with the complaining employee and find out how they are doing and if they have experienced any new concerns. Again, knowing they were heard and taken seriously may go a long way in preventing litigation.

10. Recognize a complaint.

This may very well be the most important step employers can take. Employees often report complaints by stating they want management to keep their confidence and not tell anyone they complained or they may state words to the effect of “I don’t want you to do anything, I’m just venting.”

Management’s standard response to these statements should always be: “I can’t do nothing.”

Your obligation is not just to the company, but to protect the employee, even from him/herself. This means all complaints should be addressed, even the “unofficial” complaints.

Deena B. Rosendahl, Esq., of Kaufman, Semeraro & Leibman, is an attorney with 20 years of experience specializing in employment law and business law. Representing both employers and employees, Rosendahl brings a unique perspective when litigating employment cases as well as counseling and advising employers on day-to-day employment-related questions and concerns. Rosendahl regularly represents business owners in negotiating, reviewing and drafting various business contracts—including commercial lease agreements, license agreements, service contracts and shareholder agreements—and, when necessary, prosecuting and defending commercial litigation claims. Rosendahl can be reached at Drosendahl@northjerseyattorneys.com.

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LEGAL

Hiring Unpaid Interns Responsibly Avoid penalty by understanding federal & state regulations

U

npaid internships are authorized under both federal and state law.

However, there are both federal and state requirements which have to be met in order to hire unpaid interns. The federal level is governed by the Department of Labor. The state level is governed by a series of requirements for employers in the New Jersey Administrative Code.

The requirements are very strict and include tying the internship to specific learning objectives and the intern’s academic program.

Employers should be cautious when hiring unpaid interns because the penalties for failing to follow the state and/or federal requirements can be very costly.

Federal standards First, federal law places requirements on employers who hire unpaid interns. Under the Fair Labor Standards Act (FLSA), the federal government places a variety of regulations on employers. However, in certain circumstances, unpaid interns do not fall under the protection of the FLSA. Generally, interns at not-for-profit organizations are not considered “employees” under the FLSA. Therefore, the not-for-profit employers are not subject to the limitations of the FLSA and may hire unpaid interns. However, the same exception does not apply to for-profit employers.

The Department of Labor has set forth a six-part test to judge whether an intern at a for-profit employer falls under the protection of the FLSA:

on occasion its operations may actually be impeded; 5. The intern is not necessarily entitled to a job at the conclusion of the internship; and 6. The employer and the intern understand that the intern is not entitled to wages for the time spent in the internship.”

1. “The internship, even though it includes actual operation of the facilities of the employer, is similar to training which would be given in an educational environment; 2. The internship experience is for the benefit of the intern; 3. The intern does not displace regular employees, but works under close supervision of existing staff; 4. The employer that provides the training derives no immediate advantage from the activities of the intern; and

If all six of the requirements are met, the intern is not considered an “employee” under the FLSA and may be kept on an unpaid basis.

The Department of Labor recommends that these standards are strictly enforced and failing on even one factor will make the intern an “employee” under FLSA. However, the courts have not been so eager to enforce the test presented by the Department of Labor.

Recently, courts have proposed alternative standards to those set forth by

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the Department of Labor. In Glatt v. Fox Searchlight Pictures, Inc., three unpaid interns claimed that they were owed the rights of “employees” under the FLSA. Initially, based largely on the factors presented by the Department of Labor, the district court granted the plaintiffs’ motion for partial summary judgement. However, the Second Circuit Court overturned the district court’s decision and found that following Department of Labor’s six-step test would have negative consequences.

Accordingly, the Second Circuit applied a “primary beneficiary” test to replace the Department of Labor’s six-part test. This “primary beneficiary” test would weigh seven factors against both the employer and intern. The seven factors to be considered by courts applying the “primary beneficiary” test are: 1. “The extent to which the intern and the employer clearly understand that

there is not expectation of compensation. Any promise of compensation, express or implied, suggests that the intern is an employee—and vice versa.

2. The extent to which the internship provides training that would be similar to that which would be given in an educational environment, including the clinical and other hands-on training provided by educational institutions.

3. The extent to which the internship is tied to the intern’s formal education program by integrated coursework or the receipt of academic credit.

4. The extent to which the internship accommodates the intern’s academic commitments by corresponding to the academic calendar.

5. The extent to which the internship’s duration is limited to the period in which the internship provides the intern with beneficial learning.

6. The extent to which the intern’s work complements, rather than displaces, the work of paid employees while providing significant educational benefits to the intern.

7. The extent to which the intern and the employer understand that the internship is conducted without entitlement to a paid job at the conclusion of the internship.”

The test is meant to provide courts with more flexibility when deciding whether interns should be considered “employees” for the purposes of the FLSA. Glatt is representative of the unpredictable nature of court cases regarding the issue of unpaid interns. Ultimately, employers should proceed with caution when hiring unpaid interns and make sure to take all precautionary steps to abide by the FLSA standards.

Additionally, under the Fair Labor Standards Act, employers who violate the regulations and terms are subject to penalties. FLSA Section 216 sets forth the penalties for a violation of the Act. The penalties can be costly, consisting of both back pay and damages.

Federal standards do not apply to some small businesses However, it should be noted, not all for-profit employers are subject to the rules set forth by the FLSA. The FLSA

applies exclusively to three categories of employers: “1) employers whose annual gross volume of sales made or business done is not less than $500,000 (exclusive of excise taxes at the retail level that are separately stated); or 2) employers engaged in the operation of a hospital, an institution primarily engaged in the care of the sick, the aged or the mentally ill who reside on the premises; a school for mentally or physically disabled or gifted children; a preschool, an elementary or secondary school or an institution of higher education (whether operated for profit or not for profit); or 3) an employer who is engaged in an activity of a public agency.” Therefore, it is possible for some small businesses to hire unpaid interns under federal law.

New Jersey requirements Unlike at the federal level, all not-forprofit organizations in New Jersey are treated in the same manner as for-profit organizations regarding unpaid interns.

Also, New Jersey state law is stricter than federal law. Under N.J.A.C. Sec. 12:56-18.2, there are eight requirements for an employer to hire an unpaid intern under the school-to-work program: 1. “The student shall be at least 16 years of age; 2. The activity must be related to a formal written school-to-work transition plan for a student learner; 3. There is collaboration and planning between worksite staff and school staff resulting in clearly identified learning objectives related to the non-paid activities; 4. Any productive work is incidental to achieving learning objectives; 5. The student learner receives school credit for time spent at the worksite and the student is expected to achieve the learning objectives; 6. The student learning is supervised by a school official and a workplace mentor; 7. The non-paid activity is of a limited duration, related to an educational purpose and there is no guarantee or expectation that the activity will result in employment; and 8. The student learner does not replace an employee.”

If an employer is unable to prove

that they satisfy all eight requirements, they will be barred from hiring unpaid interns and have to pay the interns for their services.

Interns are not volunteers Furthermore, some may notice that N.J.A.C. Sec. 12:56 does not apply to volunteers. However, “volunteer” is limited to a “person who donates his or her service for the protection of the health and safety of the general public. Such a person would include, among others, a volunteer fireman, rescue worker, an aide in the care of the sick, aged, young, mentally ill, destitute and the like or assistant in religious, eleemosynary, educational, hospital, cultural and similar activities.” As a result, it is highly unlikely that many employers will be able to hire unpaid interns behind the veil of volunteerism.

More importantly, penalties for noncompliance with the New Jersey Statutes can be costly so employers should proceed with caution. A first offense for violating the statute can lead to a $1,000 fine and/or a 90-day imprisonment. Additionally, there could be administrative penalties up to $250 for a first offense and $500 for subsequent offenses.

In sum, there are not many options for those organizations looking to hire unpaid interns. With the rise in controversy and the progression of the law heading toward more rights for interns, it seems that the window for employers hiring unpaid interns is closing. As a business owner, when you make the decision to hire an intern, review these guidelines carefully to avoid a costly and embarrassing misstep.

Arthur “Scott” L. Porter Jr. Esq. is the senior and managing partner of Fischer Porter & Thomas, P.C. He represents many businesses in New Jersey and the New York metropolitan area, where he focuses his practice on civil litigation and transactional/corporate matters. In these capacities, Porter is recognized as a fierce advocate for his clients, and he maintains an active trial practice. Porter is admitted to practice in the state and federal courts in New York and New Jersey and has an active trial and appellate docket. More information is available at www.fpt-law.com.

MEADOWLANDS USA

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LEGAL

Wage & Overtime Rule Changes

What employers need to know about new federal regulations

T

he Federal Fair Labor Standards Act (FLSA) was announced by the U.S. Department of Labor (DOL) on May 18, 2016 to become effective on Dec. 1, 2016. It will establish minimum wage, overtime pay, recordkeeping and youth employment standards. It will be affecting employees in the private sector and in federal, state and local governments.

A few conditions must be met before a company falls under the FLSA. 1. An employer-employee relationship must exist between a covered business entity and a worker. This is a question of fact that the court or DOL will make after reviewing the circumstances surrounding the relationship between the worker and the company.

2. The business enterprise must be engaged in interstate commerce. Interstate commerce is broadly defined as commercial trade or business, the movement of goods or money or transportation across state lines.

This includes movement between New Jersey, New York, Pennsylvania, Connecticut or any one of the 50 states, the District of Columbia or our five territories, including Puerto Rico.

The interstate commerce might also include business communications across state lines.

3. The business enterprise must employ at least two employees.

4. The business enterprise must generate gross annual sales of $500,000 or more.

5. Hospitals, care centers, public agencies and schools may be viewed as engaged in interstate commerce.

Businesses that may not be covered by the FLSA, due to sales less than $500,000, might still have to comply with FLSA recordkeeping requirements.

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Interstate commerce is regulated by the federal government as set forth in Article I of the Constitution. This is what gives the federal government the right to establish employee/employer wage and hour laws and rules that impact small local and huge global businesses in much the same way and therefore makes it important for all businesses to have a clear understanding of the rights and duties that are applicable to employers and employees. This article will broadly highlight the legal requirements but may not answer all questions. Therefore, it is important to have knowledgeable human resources and legal services to rely on for refined support.

New Jersey’s wage and hour laws are very similar to the FLSA and enforced by the New Jersey Department of Labor and Workforce Development.

Basic FLSA rules 1. Minimum wage of $7.25 per hour

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within the 50 states (however, each state has a right to establish a minimum wage greater than $7.25 per hour but not less than the $7.25 per hour FLSA rate).

2. Wages are due on the regular payday for the covered pay period.

3. Deductions made from wages for cash or merchandise shortages, employer required uniforms and tools etc. cannot reduce an employee’s wages below the $7.25 per hour FLSA rate.

Moreover, deductions for similar reasons cannot reduce the amount of overtime pay an employee might otherwise be entitled to.

4. Employers that pay tipped employees at least $30.00 per month in tips can pay a minimum hourly rate of $2.13 per hour so long as a combined hourly

rate for documented hours of work equals $7.25 per hour.

FLSA does not require employers to provide compensation for vacations, holidays, severance or meal or rest periods.

Employers are also not required to provide sick pay or premium pay for weekend work. However, other benefits that relate to state law or union agreements may provide such coverage. It is important that employers discuss these matters with human resources, labor relations representatives or employment lawyers to fully address these employment issues when questions arise.

The FLSA contains several exemptions and partial exemptions for certain roles from minimum wage and overtime pay requirements: • Executive, administrative and professional employees (teachers, outside sales employees and certain other employees).

• Certain seasonal employees.

• Farmworkers.

• Employees of hospitals and residential care centers.

• Employees of public agencies (fire and police departments).

The foregoing should be analyzed on a case by case basis.

Recordkeeping Employers must record and maintain: • Wages, hours of work and related information.

• Each employee’s name, address, occupation, gender and date of birth if under 19 years of age.

• The day and hour the work week begins.

• Total hours worked each workday and each work week.

• The total daily or weekly straighttime earnings.

• The regular hourly pay rate for any week when overtime is worked.

• Total overtime pay for the work week.

• Deductions from or additions to wages.

• Total hours worked and wages paid each pay period.

• Dates and amount of wages paid and for each covered pay period.

Overtime pay calculation Overtime must be paid at a rate of at minimum one and one-half times the

employee’s regular hourly rate of pay for work in excess of 40 hours in a work week.

from overtime requirements by virtue of their earnings, has been raised from $100,000.00 to $134,000.00.

Recent changes to overtime threshold On May 18, 2016 the U.S Department of Labor announced changes to the overtime exemption for executive, administrative and professional employees. The current regulations state that in order to be classified as an exempt employee, such an employee’s annual earnings must be a minimum of $23,660.00 per year ($455.00 per week).

The regulation will require minimum annual earnings of $47,476.00 ($913.00 per week) for an executive, administrative or professional employee to be considered exempt from overtime pay.

Employers will be able to count up to 10 percent of nondiscretionary bonuses and commissions in the calculation to achieve the $47,476.00 earning amount.

This is a new element to the regulation but could in reality be difficult to navigate at the end of the day.

The threshold for highly compensated employees, who are totally excluded

In sum, overtime pay and regulations continue to be a challenge for many if not most employers. This includes the classification of workers. However, there might be an issue of whether individuals engaged as independent contractors look and feel more like employees and therefore are treated for overtime and other purposes as employees as opposed to independent contractors.

Herbert Law Group’s team of lawyers have extensive senior level legal, human resources and business executive experience with national law firms, global Fortune 100 corporations and with national unions. Members of the HLG team have authored books and legal treatises on important issues related to our principle practice areas. HLG provides quality representation to businesses located in New Jersey, New York, Connecticut and Pennsylvania and to individuals. To learn more about the firm, please visit www.herbertlawllc.com.

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Banking Advisement 101 Retain & protect your assets; Avoid deductions & fees

B

anks are everywhere and deliver a crucial service to the public. They offer a location to store members’ money and also provide additional financial services. According to the Federal Deposit Insurance Corporation (FDIC), there were 6,799 FDIC-insured commercial banks in the United States as of 2014.

They allow us 24/7 access to our money and protect our money from hackers or thieves. However, with banking comes great responsibility. It varies on the banking branch, but every bank has their own fees or fine print that some people overlook. This guide will help you to determine what kind of deductions to avoid, alternatives and what some benefits are that banks offer.

What to avoid: 1. Maintenance fees - Many banks are now charging monthly fees if the balance in a checking account falls below a certain amount (usually $1,500), but you may be able to waive these fees by setting up direct deposit.

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2. Overdraft fees - This is one of the most common fees that people get charged for. There is a way of evading it, just by simply telling your bank that you do not want to be a part of the overdraft program. The other choice is to setup an overdraft transfers on your account. This will allow the bank to take money from another account. It could take money from your savings or charge it to your credit card.

3. Do not over-purchase and blow through paychecks. Banks have your transaction records and analyze them. They could be giving you an unfavorable interest rate based off of your transaction history.

4. Automated Teller Machine (ATM) fees. There is usually a fee if you do not use an ATM that is provided by your bank. The fee varies on the ATM that you are using. There will be a substantial amount of money missing from your account over time if you are

constantly using ATM’s that are not your banks.

5. Some banks do have additional restrictions outside of the usual maintenance, overdraft and ATM fees. Depending on how your business operates you may be charged with a fee. According to NerdWallet, you can face a fee up to $0.75 per transaction or per $100 cash deposited over the set limit.

6. Branch withdrawal fee. Some banks charge a fee, usually $5 or $10, just for going inside the bank to make a deposit or withdrawal on site.

7. Avoid fraud and protect your accounts. $16 billion was stolen from 12.7 million U.S. consumers in 2014 compared with $18 billion and 13.1 million victims a year earlier, according to the Insurance Information Institute.

Be careful what website you use your debit or credit card on.

The sites you use should be a secure payment and should also keep your information safe from people that will sell your information or use it for themselves. However, if your card information is stolen, your bank should contact you if they notice any suspicious activity occurring in your account. They’ll also additionally refund you for the purchases that you didn’t make and will issue you a new card.

Brick-and-mortar bank’s benefits: 1. Many banks offer financial incentives ($100-$200) to new customers that sign-up for a direct deposit account. This perk alone can be tempting to some and convince them to get a direct deposit account there.

2. The customer service that is provided by banking professionals is seen by many as a benefit. Online-banking only has phone customer assistance.

3. By going to a regular bank weekly or however often, the employees and bank manager will know who you are. This relationship could increase the chances of you getting a loan in the future.

4. Most traditional banks offer online services similar to those of the online-only banking, plus the in-person branch assistance.

5. The various financial services that brick-and-mortar banks provide exceed the capabilities of an online bank.

6. The Federal Deposit Insurance Corporation (FDIC) protects your bank accounts deposits up to $250,000 for each depositor at each insured bank. Not all banks are insured by this policy.

7. It us more personal: You get to walk-in and are greeted by a teller or employee that will assist you.

If you are not enticed by banks or are not satisfied with a traditional bank’s service, then there are alternatives. You could choose to give your money to a credit union instead. They are similar to banks, however, the main difference is that they are nonprofit and are owned by their members.

Unlike credit unions, banks are controlled by shareholders.

Credit unions may offer more favorable interest rates—and have numerous free ATM’s at your disposal that won’t cost you a fee.

Online banking is also a possible option that might provide you with the banking needs that you are looking for. Online banks have relatively high interest rates, excellent customer service, low fees and the added bonus of 24/7 access to your bank account, according to Business Insider.

It varies at the traditional bank, but a typical requirement is to have around $4,500 in your savings account to not be charged a monthly fee. Online banks usually necessitate $350 in your savings account to be granted acceptable. They also have greater interest rates than brick-and-mortar banks. By banking online you lose the human contact experience and your account security could be compromised. According to TIME in 2011, approximately 360,000 Citibank credit cards were compromised by a security breach— about 80 percent more than were initially suggested.

It is a very significant choice to decide where to store your hard-earned money. There are various financial organizations where you can deposit your money. They will all have their own incentives to persuade you to choose them. It is a matter of if you understand what comes with the enduring commitment: the fees, the services, the interest rates, convenience and so on. This all comes into consideration when you decide on a reliable credit union or bank to capitalize on.

Jonathan Sanzari is a contributing writer & copy editor with Meadowlands USA. He has an associate degree in arts from Passaic County Community College and a bachelor’s degree from Ramapo College of New Jersey in communication arts, focusing in journalism. He can be reached at musa@meadowlands.org.

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SMALL BUSINESS CORNER

Understanding Gross Margin

How to use gross margin to price products & grow business

I

gnoring your financial statement is like ignoring the health of your business. Startups and new business owners often overlook understanding gross margin. This can have a direct impact on your ability to effectively manage a growing business, price your products and, most importantly, make a profit.

The gross margin represents the percentage of total sales revenue that the company retains after incurring the direct costs associated with producing the goods and services sold. The higher the percentage, the more your business retains on each dollar of sales to service its other costs and obligations. Although, gross margin is so much more than that. It is a measure of your production efficiencies and it determines your break-even point. It is a key calculation as you assess your startup business risk and profitability.

The importance of knowing your gross margin Understanding and monitoring gross margins can also help business owners avoid pricing problems, avoid losing money on sales and ultimately stay in business. If you don’t know what your gross margin is, then making sense of anomalies in your income statements becomes tricky. Many businesses that appear to be thriving often fail be-

cause their prices are too low or their costs are too high and they can’t make a profit.

Establishing a low price strategy is tempting, especially when dealing with cutthroat competition—however, it’s rarely sustainable and it can be tough to increase prices later, even with a loyal customer base. Using gross margin calculations and other factors as you plan your business can help you avoid pricing mistakes before it’s too late.

Cost control is another area that can trip up small business owners. It’s surprisingly easy for staff to ignore cost control procedures, which can quickly erode your margins. For example, if higher cost materials have made their way into your production process (and this could be something as simple as a chef using a higher quality food product or making bigger sandwiches in the kitchen than had been budgeted for)—then you have a problem.

Knowing what your gross margin is on every product throughout the life cycle of your business and acting on any variations you detect can help you identify these problems before it’s too late.

Calculating your gross margin Calculating gross margin is easy if you have been in business long enough to get some recordkeeping under your belt, but

for startups the process is a little more complex. If it’s an existing business, start by looking at historical data over a business quarter or year and identifying your company’s total revenue for this period and the costs of goods sold (raw materials and labor).

Gross Margin (%) = (Revenue – Cost of Goods Sold)/Revenue If it is a startup business and you do not have any income reports to go by, calculating your potential gross margins involves some research. Consider the following: • What is the competition doing?

If you can, try to find out the gross margins of your competitors or industry averages to benchmark where yours should be. Even if their financial data is not in the public domain, their pricing and your understanding of costs will give you a rough estimate as to where your margins should be.

• Assess your costs and explore ways you can decrease these over time.

This should give you an early indication of the profitability of your business. Remember that gross margins change over time through reduced costs and increased efficiencies.

Using gross margin to calculate product pricing While understanding gross margin can help you avoid pricing and cost control nightmares, should you be using it to calculate pricing? Many businesses go this route because it clearly expresses how many of your sales dollars are profit. However, many other factors help determine your pricing strategy, including potential market share, distribution costs, seasonal considerations, perceived value and more.

Mariama Bramble is a contributor to the SBA’s blog which can be found at www. sba.gov/blogs.

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SMALL BUSINESS CORNER

Improve Your Online Market Ways to expand your brand using the Web

I

f you operate a “local business” (meaning one that gets most of its customers from your local area), don’t overlook the internet as an important way to attract new customers and stay top of mind with existing customers or past customers.

According to Google research, having good online information gets more people to shop in brick-and-mortar stores and businesses. For local businesses, there are some specific steps to take to make sure that your business can be found by searchers in your geographical area—because, after all, you want local shoppers. So being found by local searchers is the name of the game for you—not just Web visibility in general.

Here’s a checklist of important steps to gain more traffic on your site: 1. Address the basics of standard search engine optimization.

Every website owner should pay attention to some standard types of search engine optimization (called SEO). Think of a well-optimized website as the foundation for good local search visibility. At a minimum, this includes making sure you use relevant keywords (i.e., terms that people might search for) in your content. Your site should have enough relevant content so that you draw in visitors with informational articles, product descriptions and other types of content that prospective customers might be searching for.

You need to keep that content fresh by updating it and adding to it from time to time. Good content not only helps attract visitors but it also helps your site rank higher in search results for related searches. Also pay attention to the technical fundamentals of your site. Search engine spiders need to be able to find and index all your relevant content. Speed of your site pages is also important to search engines these days.

2. Include information about your business on your website.

Check your website. Is it easy to find your address for each of your locations? Is all

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information accurate? Are there phone numbers and email addresses? Are your products and services listed? Do you have hours of operation on your site? Information that is easy to find not only helps website visitors find you, but this information gets picked up by search engines. Address information in particular helps make sure geographically local searchers can find your business.

3. Make your website mobile friendly.

Many local users are looking for places on the go using a smartphone. That’s why it’s important to make your site mobile friendly. If someone wants to know your address and hours, they should be able to access that information effortlessly. If your site is not easily readable on a phone, or if the links or buttons are too small to navigate with fingers, you could miss out on a sale.

4. Claim and complete your Google listing.

For local businesses, Google has a powerful free feature called “Google My Business.” This is a place where you can list your business. This listing helps your business show up for geographically relevant Google searches, on Google Maps and in mobile search results. Claim your listing, or if you already have done so, verify accuracy and complete any additional information.

5. Leverage Facebook’s “local” features.

Facebook is a hugely popular site with one billion monthly users. And Facebook

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has been adding to its features to enable consumers to connect with local businesses. Make sure to set up a Facebook page.

Complete your address information to enable your page to be found for nearby locations. Keep your page updated from time to time. Facebook business pages typically have places for consumers to review a business, so be sure to monitor reviews.

6. Check and claim all online listings.

Use the free checker tool at Moz Local to see how your business appears in other places online where business listings appear. Claim and update any incomplete or inaccurate listings.

7. Set up profiles on social sites.

Social media is the online equivalent to word of mouth in person. If you set up profiles on social media sites, there’s more likelihood that prospective customers will find your business. Stay active there, too.

Social mentions help you stay on people’s radars and provides great free advertising for your business. Follow these approaches to make sure your local business gets as much online visibility as possible.

Anita Campbell manages several online communities and information websites, reaching over 6 million small business owners, stakeholders and entrepreneurs annually—including Small Business Trends, a daily publication about small business issues, and BizSugar.com, a small business social media site.

EGGS & ISSUES EVENT DETAILS

SPECIAL RATE

Thomas Bracken and Michele Siekerka, leaders of the two largest Trenton based business groups, are Co-Chairs of ONJ. They will be on hand to openly discuss the issues that are confronting us right now and in the future. This event will help you better understand what is at stake and how you can get involved. Business owners must take an active role in being a part of the solution.

PUBLIC AFFAIRS

Meadowlands Regional “2040 Foundation” Leadership, Vision, Education, Action

I

n 2009, the Meadowlands Regional Chamber (MRC) established the 2040 Council, an economic development “think tank” comprised of C-Suite level executives from small to large companies who have invested mightily here in the Meadowlands region.

Business leaders met regularly throughout the year to discuss “big picture” issues that would affect the economy now through the year 2040: transportation infrastructure & mobility, flood control, education & workforce development, the regulatory environment and overall economic development.

This prestigious and dynamic group, the Meadowlands Regional 2040 Council, has for the past few years helped shape the public affairs advocacy initiatives of the MRC—tackling the tough issues that affect business owners and residents of the region.

In 2012, the MRC adopted a five-year Strategic Business Plan that called to transition the 2040 Council into a 501c3 Foundation so the necessary resources could be established to have a real and lasting impact. The mission of the “2040 Foundation” is to provide a business perspective and a long-term vision to plan for a growing and sustainable economy through the year 2040.

One of the driving goals for the 2040 Foundation is to enhance the local economy by strengthening the workforce and improving the overall quality of life for the Meadowlands community, so the group has identified educational outreach as key to their mission. The 2040 Foundation will help promote awareness of workforce training programs to ensure that our region maintains high quality human capital to meet the needs of growing businesses. An educated and better developed workforce will retain existing companies and entice new businesses to relocate or invest in the Meadowlands.

The group is comprised of business leaders that have deep roots in the region and a strong commitment to improving the area for those who live and work here.

“Goya Foods has invested almost $1 billion dollars in a new 650,000 square-foot headquarters facility and state of the art distribution center here in the Meadowlands. The future of the region is critically important to our business and our family,” comments Peter Unanue.

Today the Meadowlands Regional 2040 Foundation, now fully installed as a foundation, has a nine member board of trustees led by Chairman Fletch Creamer of J. Fletcher Creamer & Son and Vice Chair Bill Hanson of NAI James E. Hanson.

Fletch and Bill are joined by Rich Branca, CEO of Bergen Engineering; Dominick D’Agosta a former senior banking executive; Alex Klatskin, CEO of Forsgate Industrial Partners; Jim Napolitano, James R. Napolitano, LLC; Ed Russo, CEO of Russo Development; John Saraceno, Principal of Onyx Equities; Tony Scardino, former Mayor and NJ Senator of Anthony Scardino & Associates, Inc.; and Peter Unanue, COO of Goya Foods.

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Coming Soon: Economic Development Resource Guide The 2040 Foundation will be producing an Economic Development & Relocation Guide in supplement to Meadowlands USA, showcasing the Meadowlands Region’s vibrant marketplace through descriptive and statistical overviews on local municipalities, county government and the regional economy.

With a circulation of 12,000 copies, the guide will be direct-mailed to corporate site selector consults, incoming businesses and businesses prospectively looking to relocate to the area. We are partnering with New Jersey Economic Development Authority, Choose New Jersey, municipal chambers of commerce and county governments to help distribute this publication. The publication is expected to be released September 2016.

Chairman Fletch Creamer of J. Fletcher Creamer & Son

Vice Chairman Bill Hanson of NAI James E. Hanson

Rich Branca, CEO of Bergen Engineering

Dominick D’Agosta a former senior banking executive

Alex Klatskin, CEO of Forsgate Industrial Partners

Ed Russo, CEO of Russo Development

John Saraceno, Principal of Onyx Equities

Tony Scardino, former Mayor and NJ Senator of Anthony Scardino & Associates, Inc.

Peter Unanue, COO of Goya Foods

0316

EAST

MEADOWLANDS RESTAURANTS & DINING

Al Di La Italian Bistro East Rutherford 201.939.1128

Boogie Woogie Bagel Boys Weehawken 201.863.4666

Chili’s Restaurant Secaucus 201.319.0804

Annabella’s Fine Foods, Inc. East Rutherford 201.804.0303

Buffalo Wild Wings Secaucus 201.348.0824

Chipotle Mexican Grill Secaucus 201.223.0562

Café Four Fifty Five Secaucus 201.864.5391

Chit Chat Diner Hackensack 201.820.4033

Café Matisse Rutherford 201.935.2995

Colonial Diner Lyndhurst 201.575.1696

Caffe Capri East Rutherford 201.460.1039

Cosi Secaucus 201.330.1052

Candlewyck Diner East Rutherford 201.933.4446

CUPS frozen yogurt that’s hot Secaucus 201.351.5140

Bagels Plus & Deli Secaucus 201.330.0744 Bareli’s Secaucus 201.865.2766 Bazzarelli Restaurant & Pizzeria Moonachie 201.641.4010 Bel Posto Hackensack 201.880.8750

Carrabba’s Italian Grill Secaucus 201.330.8497

Biggies Clam Bar Carlstadt 201.933.4000 Bistro Six-Five Zero Hasbrouck Heights 201.288.6100 Bonefish Grill Secaucus 201.864.3004

Dunkin Donuts/Subway Secaucus 201.206.6660

Chart House Weehawken 201.348.6628

Elegant Desserts Lyndhurst 201.933.0770

Cheeseburger In Paradise Secaucus 201.392.0500

Flaming Grill & Supreme Buffet East Rutherford 201.438.1115

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Gabriel’s Grill and Bar Hasbrouck Heights 201.288.9600 Gainville Cafe Rutherford 201.507.1800

Il Cafone Lyndhurst 201.933.3355 Il Villaggio Carlstadt 201.935.7733

Giovanni’s Restaurant Elmwood Park 201.791.3000

Jack Austin’s Eat and Drink Weehawken 201.348.4444

Good Chinese Kitchen North Bergen 201.295.0806

Jerry’s of East Rutherford East Rutherford 201.438.9617

Harold’s New York Deli Lyndhurst 201.935.2600

Kilroy’s Sports Bar Carlstadt 201.896.8900

Houlihan’s Hasbrouck Heights 201.393.9330 Houlihan’s Secaucus 201.330.8856

La Reggia Ristorante Secaucus 201.422.0200 Little Italy Cafe Secaucus 201.348.1400

Houlihan’s Weehawken 201.863.4000

Marco Polo Pizza/Breakfast Grill Weehawken 201.863.0057

I Am Cupcakes Little Ferry 201.440.4249

Martini Grill Wood-Ridge 201.393.2000

MEADOWLANDS RESTAURANTS & DINING

Medieval Times Dinner Tournament Lyndhurst 201.933.2220

Mitchell’s Fish Market Edgewater 201.840.9311 Morton’s Steakhouse Hackensack 201.487.1303 Muscle Maker Grill Lyndhurst 201.935.6644 Nanina’s In The Park Belleville 973.751.1230 New China Inn Rutherford 201.438.0234 Oceanos Restaurant Fairlawn 201.796.0546 Olive Garden Secaucus 201.867.3543

The Power Of

Outback Secaucus 201.601.0077

Ruth’s Chris Steak House Weehawken 201.863.5100

Subway Hasbrouck Heights 201.727.0373

Panera Bread Secaucus 201.348.2846

Sabor Latin Bistro Weehawken 201.943.6366 Saladworks East Rutherford 201.939.8886

Subway Weehawken 201.865.2500

Penang Malaysian & Thai Cuisine Lodi 973.779.1128 Perkins Restaurant and Bakery Lyndhurst 201.934.9100 Pink at Meadowlands Racing and Entertainment East Rutherford 201-843-2446 Redd’s Restaurant & Bar Carlstadt 201.933.0015 Red Lobster Secaucus 201.583.1902 Rutherford Pancake House Rutherford 201.340.4171

Sal’s Good Eats Teterboro 201.375.4949 Segovia Restaurant Moonachie 201.641.4266 Son Cubano at Port Imperial West New York 201.399.2020

Subway Secaucus 201.325.0300 Subway North Bergen 201.869.4469 Taverna Mykonos Elmwood Park 201.703.9200 The Balcony Carlstadt 201.933.0071

Starbucks Coffee East Rutherford 201.438.0584

The Crow’s Nest Hackensack 201.342.5445

Stefanos Mediterranean Grille Secaucus 201.865.6767

The Oceanaire Seafood Room Hackensack 201.343.8862

The Original Pita Grill Hoboken • 201.217.9777 Thistle Restaurant Lyndhurst • 201.935.0004 Tokyo Hibachi & Buffet Secaucus • 201.863.2828 Urban Plum Secaucus • 201.520.0574 Varrelman’s Bakery Rutherford • 201.939.0462 Vesta Wood Fired Pizza and Bar East Rutherford 201.939.6012 Victory Sports Bar and Club at Meadowlands Racing and Entertainment East Rutherford 201-842-5101 Volares Restaurant Rutherford • 201.935.6606 Waterside Restaurant and Catering North Bergen 201.861.7767

ISSUES

Visit www.meadowlandsusa.com to view our media kit and editorial calendar Every issue of Meadowlands USA magazine is packed full of useful information to help you grow your business and to help other businesses find you.

Talk about value? With readership at an all time high you’ll receive great exposure while paying very affordable advertising rates, much lower than any other New Jersey business publication.

It’s a great investment since each issue has a shelf life of two months and appears on our website Meadowlands.org at no additional cost to advertisers.

For more information and a complete 2016 editorial calendar, please contact Martha Morley, Advertising Sales Director at (201) 493-7996.

10% OFF Group & Corporate Events for Meadowlands Regional Chamber Members

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EVENT PLANNING & CATERING SERVICES 4 Wall New York Moonachie 201.329.9878

CeCe Productions, LLC Rutherford 201.672.0050

Fiesta Banquets Wood-Ridge 201.939.5409

Nanina’s In The Park Belleville 973.751.1230

SBI Productions Secaucus 201.939.6005

16W Marketing Rutherford 201.635.8000

Chit Chat Creative Caterers Hackensack 201.820.4033

Flyte Tyme Limousine Mahwah 201.529-1452

New Meadowlands Sportservice, Inc. East Rutherford 201.916.3568

Seasons Catering Washington Township 201.664.6141

AAA Giants Limousine & Car Service Secaucus 201.679.2860 Adam Leffel Productions / Petals Premier Event Design Hackensack 201.487.1300 Al Di La Italian Bistro East Rutherford 201.939.1128 Annabella’s Fine Foods, Inc. East Rutherford 201.804.0303 Any Excuse for a Party Fairfield 973.808.8700 Audience Pleasers Upper Montclair 888.283.7532 Bayway Catering Red Bank 908.862.3207 Brennan’s Secaucus MeadowlandsFlorist Secaucus 201.876.0580 Bounce Music & Entertainment Fort Lee 201.490.1091

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Classic Party Rentals Secaucus 201.809.4840 Content Party Rentals East Rutherford 201.623.0400 Culinary Conference Center At HCCC Jersey City 201.360.5303 DDM Production Jersey City 917.418.8625 Elan Catering & Events Lodi 973.777.0503 ELS Limousine Service Meadowlands Area 877.435.9733 Entenmann’s Florist Secaucus 201.864.2320

Freeman Kearny 201.299.7400 Garden Vista Ballroom Passaic 973.777.6655 Graycliff Catering Inc. (The Graycliff) Moonachie 201.939.9233 Heights Flower Shoppe Hasbrouck Heights 201.288.5464 In-Tents Party Rentals Wood-Ridge 201.282.2026 In Thyme Catered Events Rivervale 201.666.3353 Jimmy’s Artistic Creations East Rutherford 201.460.1919

NY NJ Car Service, LLC Lodi 201.283-9400 Outsource Incentive Consulting Corp.

Lyndhurst 800.842.2855 Party Makers West New York 201.580.1736 Pegasus Worldwide Limousine Carlstadt 800.877.3427 Personal Touch Caterers Hackensack 201.488.8820 Pink at Meadowlands Racing and Entertainment East Rutherford 201-842-5013

Kismet Limousine Teaneck 973.876.3410

Positive Impact Partners East Rutherford 201.939.8601

Event Journal, Inc. Bethpage 516.470.1811

Meadowlands Exposition Center Secaucus 201.330.7773

Premier Entertainment East Rutherford 201.842.1698

Fabulous Foods Meadowlands Area 800.365.4747 NJ 212.239.6700 NY

Metropolitan Exposition Services Moonachie 201.964.1800

Saint Peter’s University Conferences & Events Jersey City 201.761.7414

Evelyn Hill Events New York 212.344.0996

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Showstoppers Plus North Brunswick 732.297.0031 Sireno Communications Sussex 973.875.4079 Smooth Sailing Celebrations Oak Ridge 973.409.4456 Statue of Liberty & Ellis Island New York 212.344.0996 Sterling Affair Caterers Carlstadt 201.372.0734 Stout’s Transportation Trenton 1.800.245.7868 Sweet Dreams Studio Photo Booth Madison 703.585.4704 The Balcony Carlstadt 201.933.0071 Victory Sports Bar and Club at Meadowlands Racing and Entertainment East Rutherford 201-842-5013 The Viv Experience Ridgefield 201.390.2311

Il Villaggio_Oct2015_V1_Il 10/20/15 4:29 PM Page 1

“A diamond in the shadow of the Meadowlands, old-style cuisine that never disappoints” Zagat Survey, America’s Top 1000 Italian Restaurants 2008

“Best of Award of Excellence” - Wine Spectator Magazine

Come experience Il Villaggio’s distinguished cuisine in our newly renovated restaurant Since 1979, Il Villaggio has been consistently providing guests with truly memorable dining experiences.

Our menu specializes in classic northern Italian dishes, which include a wide variety of fresh fish & seafood specials that change daily. Complete your dining experience with our wide selection of homemade desserts.

Il Villaggio caters to Bar/Bat Mitzvahs,Weddings, and Private/Corporate Events.

Monday-Friday: 11:30 am -11:00 pm • Saturday: 5:00 pm - 12 Midnight Sunday: Private Events Only 651 Route 17 North, Carlstadt, NJ 07072 Telephone: 201.935.7733 • info@ilvillaggio.com • www.ilvillaggio.com

MEADOWLANDS HOTELS & ACCOMMODATIONS AVE CLIFTON

by Korman Communities Clifton 973.859.3200 Candlewood Suites Hotel Secaucus 201.865.3900 Clarion Hotel Empire Meadowlands Hotel Secaucus 201.348.6900

Econo Lodge Carlstadt 201.935.4600 Embassy Suites Hotel Secaucus 201.864.7300 Fairfield Inn by Marriott East Rutherford 201.507.5222

Holiday Inn Express Paramus 201.843.5400

Hyatt Place Fair Lawn/Paramus Paramus 201.475.3888

Holiday Inn Express Hotels & Suites Carlstadt 201.460.9292

La Quinta Meadowlands Suites Secaucus 201.863.8700

Holiday Inn George Washington Bridge Fort Lee 201.944.5000

Marriott at Newark Liberty International Airport Newark 973.623.0006

Courtyard by Marriott Lyndhurst 201.896.6666

Hampton Inn at The Meadowlands Carlstadt 201.935 9000

Courtyard by Marriott Secaucus 201.617.8888

Hilton Garden Inn Ridgefield Park 201.641.2024

Days Inn North Bergen 201.348.3600

Hilton Garden Inn Secaucus 201.864.1400

DoubleTree by Hilton Fort Lee - GWB Fort Lee 201.461.9000

Hilton Hasbrouck Heights Hasbrouck Heights 201.298.2417

Homewood Suites

by Hilton East Rutherford East Rutherford 201.460.9030

DoubleTree by Hilton Hotel & Suites Jersey City 201.499.2578

Hilton Meadowlands East Rutherford 201.896.0500

Hyatt Place Secaucus/Meadowlands Secaucus 201.422.9480

Holiday Inn Hasbrouck Heights Hasbrouck Heights 201.288.9600

Quality Inn Lyndhurst 201.933.9800

Holiday Inn Secaucus Meadowlands Secaucus 201.348.2000

Red Roof Inn Secaucus 201.319.1000 Renaissance Meadowlands Hotel Rutherford 201.231.3100

Residence Inn Saddle River 201.934.4144 Saddle Brook Marriott Saddle Brook 201-843.9500 Sheraton Lincoln Harbor Weehawken 201.617.5600 Springhill Suites Newark 973.624.5300 Teaneck Marriott at Glenpointe Teaneck 201.836.0600 The Meadowlands River Inn Secaucus 201.867.4400 Westin Hotel Jersey City 201.626.2900

Residence Inn East Rutherford 201.939.0020

ONE VENUE, UNLIMITED POSSIBILITIES. Meadowlands Racing & Entertainment is the perfect venue for any occasion.

MEADOWLANDS PACE / JULY 16 Racing’s biggest party! T-Shirt Giveaway, Live Music, Win $500 Win Wagers and More! First Post 6:30 p.m.

LIVE RACING FRI + SAT / 7:15 P.M.

For dining options email catering@playmeadowlands.com | playmeadowlands.com | 201-the-bigm | e. rutherford, nj 07073

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DESTINATION MEADOWLANDS Recreation, Sports & Entertainment

Hackensack Riverkeeper Meadowlands Museum Rutherford Hackensack 201.935.1175 201.968.0808

AMF Wallington Lanes Wallington 973.773.9100

Harlem Wizards Secaucus 201.271.3600

Aviation Hall of Fame Museum of NJ Teterboro 201.288.6344

Kerasotes Showplace 14 Secaucus 201.210.5364

Bergen Performing Arts Center Englewood 201.816.8160

Liberty Science Center Jersey City 201.200.1000

Chuck E. Cheese’s North Bergen 201.861.1799 Field Station Dinosaurs Secaucus 855.999.9010 GolfTec-Englewood Englewood 201.567.0103

Make Wine with Us Wallington 201.876.9463 Meadowlands Area YMCA Rutherford 201.955.5300 Meadowlands Environment Center Lyndhurst 201.460.1700

Meadowlands Racing and Entertainment East Rutherford 201-843-2446 Medieval Times Dinner & Tournament Lyndhurst 201.933.2220 Nereid Boat Club Rutherford 201.438.3995 New Jersey Sports & Exposition Authority (Main Ticket Number) 201.935.8500 North Arlington Bowl-O-Drome 201.998.9621 NY Giants 201.935.8222

NY Jets 516.560.8100 NY Red Bulls Harrison 201.583.7000

Pole Position Raceway Jersey City 201.333.7223

River Barge Park Carlstadt 201.460.1700 Rock Spring Club West Orange 973.731-6464 Six Flags Great Adventure Jackson 732.928.2000 Smooth Sailing Celebrations Oak Ridge 973.409.4456 Statue Cruises Jersey City 201.432.6321 The Players Club Paramus 201.483.9690 World Golf Network RiverVale 973.509.3111 Youth1 Media Montclair 973.509.3111

Health, Fitness & Beauty Alternative Two, Inc. Lyndhurst 201.729.1217 CKO Kickboxing Lyndhurst 201.438.5425

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European Wax Center Rutherford 201.935.9299 King’s Court Health & Sports Club Lyndhurst 201.460.0088

Gucci Secaucus 201.392.2670 Heights Beer & Wine Emporium Hasbrouck Heights 201.426.0555

LA Fitness Signature Club Secaucus 201.751.9940

Raymour & Flanigan Secaucus 201.809.1353

Meadowlands Athletic Club Lyndhurst 201.933.4100 New York Sports Club Hoboken 201.222.5771 Planet Sun, Inc. Rutherford 201.941.6000 Simply Face & Body Ramsey 877.57.SIMPLY The DOJO Rutherford 201.933.3050 Title Boxing Club East Rutherford 201.933-2800

Retail & Outlet Shopping Best Buy Secaucus 201.325.2277 Calvin Klein Company Store Secaucus 201.223.9760 Country Whimsey Rutherford 201.438.0488 East Rutherford Jewelry Exchange East Rutherford 201.507.0009

Tommy Hilfiger Clearance Secaucus 201.863.5600 Westfield Garden State Plaza Paramus 201.843.2121

NEWS FROM THE MEADOW

Skanska Gives Back to Hospital

Casino Gaming Rally Draws Business, Union & Political Leadership

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kanska USA recently donated a check to Hackensack University Medical Center in the amount of $30,000, representing proceeds from the Fifth Annual Dan Wurzburg Memorial Golf Outing, held in Vernon, NJ. Mr. Wurzburg, who passed away in January 2011, was a patient of David Siegel, M.D., Ph.D., chief, Myeloma Division, John Theurer Cancer Center at HackensackUMC. Mr. Wurzburg worked for Skanska for 19 years before his death.

This most recent contribution brings the donations to the fund to more than $150,000 to date.

he Meadowlands Regional Chamber hosted a rally at its Rutherford headquarters on Friday, June 3 to formally cast support for a statewide referendum on casino gaming in North Jersey, which is set to be on the ballot in November.

The rally drew more than 100 business leaders, labor union officials, politicians and union workers. Senate President Stephen Sweeney, D-Gloucester, was joined by state Senators from Bergen County, Paul Sarlo, Loretta Weinberg and Bob Gordon—all voicing support for the referendum.

Stay tuned for more updates from the Meadowlands Regional Chamber on this very critical economic development issue.

Explore the Real Meadowlands!

Join us for an Eco-Cruise, paddling tour, or a river cleanup on YOUR Hackensack River. www.HackensackRiverkeeper.org

For more info call: 201-968-0808 MEADOWLANDS USA

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NEWS FROM THE MEADOW

INDEX OF ADVERTISERS

Scarinci Hollenbeck’s Employee Earns Honor

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carinci Hollenbeck is proud to announce that Peter S. Moeller, Director of Marketing and Communications, was named one of New Jersey’s “Best of the Best” under 40 in the field of marketing and communications by the New Jersey Advertising Club (NJADClub) in conjunction with the Jersey Shore Public Relations and Advertising Association (JSPRAA). As one of the 35 professionals receiving the award, Peter was chosen based on his outstanding work, creativity, leadership and giving back to the marketing and communications industry, as well as his community involvement.

Ruggles LLC’s Chief of Operations Joins the Baldrige National Board of Examiners

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he National Institute of Standards and Technology (NIST), an arm of the U.S. Department of Commerce, has invited Bill Ruggles, COO and Managing Partner of Ruggles & Ruggles, LLC (Ruggles2), to become a member of the National Board of Examiners for the 2016 Malcolm Baldrige National Quality Award.

This year, 34 organizations from 5 sectors and 20 states have submitted applications for this prestigious National Quality Award, demonstrating the relevance and value of the Baldrige Excellence Framework to organizations of multiple sizes and sectors. This year’s applicants include 21 health care organizations, 4 educational institutions, 4 non-profit organizations, 3 small businesses, and 2 service businesses.

The Baldrige Performance Excellence Program, which is the feeder program for this Award, is committed to: raising awareness about the importance of performance excellence in driving the U.S. and global economies; providing organizational assessment tools and criteria; developing and educating leaders in all types of organizations about the practices of national role models; and, recognizing them with the Baldrige Award in six categories: manufacturing, service, small business, health care, education, and nonprofit.

Ruggles, who previously served as a New Jersey State Baldrige Examiner, is currently assigned to a 9-person, virtual team of Examiners to evaluate a Health Care sector application using 7 categories: Leadership; Strategy; Customers; Measurement, Analysis, and Knowledge Management; Workforce; Operations; and Results.

For more information about the Baldrige Program, go to www. nist.gov/baldrige.

AVE, www.aveliving.com.........................................................................................13 Boiling Springs Savings Bank, www.bssbank.com............................................Cover BCB Community Bank, www.bcbcommunitybank.com.........................................15 Chart House, www.chart-house.com.......................................................................48 Comprehensive Behavioral Healthcare, Inc., www.cbhcare.com...........................23 Ernst & Young, www.ey.com....................................................................................7 Fairleigh Dickinson University, fdu.edu/petrocelli.................................................19 Frank’s GMC, www.FranksGMC.net.........................................................................43 Gehtsoft, www.gehtsoftusa.com.............................................................................11 h323HD, Inc., www.h323hd.com...........................................................................29 Hackensack Riverkeeper, www.hackensackriverkeeper.org...................................55 Harmon Meadow Plaza...........................................................................................31 Hunter Group, www.TheHunterGroup.com.............................................Inside Cover Il Villaggio, www.ilvillaggio.com...........................................................................51 Jewel Electric, www.jewelelectric.com....................................................................29 Kearny Bank, www.KearnyBank.com......................................................................29 Meadowlands Racing & Entertainment, www.playmeadowlands.com..................52 MeadowlandsUSA, www.meadowlandsusa.com...........................................43 & 49 Meadowlands Regional Chamber, www.meadowlands.org...................................45 Medieval Times, www.medievaltimes.com............................................................54 Mitchell’s Fish Market, www.mitchellsfishmarket.com.............................................1 NAI James E. Hanson, www.naihanson.com.............................................................5 Nanina’s In The Park & The Park Savoy, www.naninasinthepark.com.....................53 Overhead Door, www.DockNDoor.com...................................................................56 Palisades Medical Center, www.palisadesmedical.org..............................Back Cover Paramount Exterminating, www.ParamountExterminating.com...........................43 Pole Position Raceway, www.polepositionraceway.com.........................................49 PSE&G, www.pseg.com...................................................................Inside Back Cover Ramapo College, www.ramapo.edu/certificates.............................................17 & 33 Scarinci & Hollenbeck, www.scarincihollenbeck.com.............................................35 Spencer Savings Bank, www.spencersavings.com...................................................2 The Table: Metropolitan New Jersey Dining Guide, www.mlcvb.com..................48 Suez Water New Jersey Inc., www.unitedwater.com..............................................13 XCEL Credit Union, www.XCELfcu.org.com...............................................................9 For more information on advertising in Meadowlands USA magazine or online advertising at www.meadowlands.org please contact Martha Morley at 201-493-7996 or email: greerentps@aol.com Call for new items! If your organization has news or announcements to share with our audience, please send to Joe Garavente at JGaravente@meadowlands.org or call 201-939-0707

Overhead Door Company of The Meadowlands For all your Loading Dock and Overhead Door Needs Commercial • Industrial CORPORATE OFFICE: 20 Meta Lane I Lodi, NJ 07644 I 973-471-4060 CONTACT: Jai Patel I Jai@DockNDoor.com I www.overhead-doors.com Other Offices Serving: Westchester County, All Boroughs of New York City Recent Jobs: MetLife Stadium • Yankees & Citifield Stadium • World Trade Center

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We have the energy to make things better [

... for you, for our communities and for our children.

]

www.pseg.com/sesamestreet

To download the app, visit www.pseg.com/sesamestreet or scan the QR code below.

The PSEG Foundation is proud to partner with Sesame Street on a new, free app called Let’s Ger Ready: Preparing Families for Emergencies. This unique app, geared toward pre-school children, introduces ways to prepare for emergencies in an entertaining and ageappropriate way and provides a number of resource guides and short videos to help parents, educators and other caretakers as they guide the children through the learning process.