volume six issue two
SPOTLIGHT ON
Real Estate
Philanthropy in Rhode Island
A Guide To Local Nonprofits
7
THINGS TO DO WHEN YOU’RE OVERWHELMED T H E
V A L U E
I N
Professional Growth Monthly Activities B U S I N E S S
F Owww.risbj.com R E |Cvolume A sixSissueTtwoI N1 G
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Gil Lantini Founder Ralph Coppolino Co-Founder Mike Casale Senior Designer Digital Marketing Lauren Bansbach Angelica Cabral Julia Cianciolo Alison Dupuis Nick Lovett Meghan O’Neill Contributing Writers Michael Brito C. Alexander Chiulli Larry Girouard Nellie M. Gorbea Mark S. Hayward Kristin MacRae Karyn Rhodes Dr. Ronald G. Shapiro Kristen M. Whittle
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UPCOMING EVENTS NETWORKING&WORKSHOPS
JUNE MARCH
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contents
volume six issue two
INSIDE THIS ISSUE 5 Upcoming Events
8
8 Secretary of State Nellie M. Gorbea 9 Rhode Island Philanthropy 12 Rhode Island Foundation 14 7 Things To Do When You’re Overwhelmed
14
16 Real Estate Spotlight 18 Professional Growth For The Entrepreneur
20
20 Immigration & Hiring 22 MBE/DBE: Philanthropy 24 Personnel Practices
16
ON THE COVER volume six issue two
SPOTLIGHT ON
Real Estate
26 Is There Value In Business Forecasting?
Philanthropy
Featured Professional Growth
in Rhode Island
A Guide To Local Nonprofits
29 Rhode Island Business Plan Competition
7
THINGS TO DO WHEN YOU’RE OVERWHELMED T H E
V A L U E
I N
Professional Growth Monthly Activities B U S I N E S S
F O R E C A S T I N G
Philathropy in RI A Guide To Local Nonprofits
26 www.risbj.com | volume six issue two
5
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SECRETARY OF STATE | Nellie M.Review Gorbea& Forecast SMALL BUSINESS |What Real Estate Clams Me About SMALL Manage A Remote Worker or Office SMALL BUSINESS BUSINESS || How Dear To Mom: A Taught Letter Home From ALeadership One Day Warrior
S
e c r e t a r y
O
f
S
t a t e
Nellie M. Gorbea
TURNING CUSTOMER SERVICE INTO COMMUNITY SERVICE by Secretary Of State Nellie M. Gorbea
As Secretary of State I get the opportunity to see firsthand the positive impact businesses can have on our communities. Often the excitement of a new business opening can alone generate a lot of goodwill in our neighborhoods. In some cases, Rhode Island businesses take it even a step further by taking on a greater role in the community. Business owners may contribute to community fundraisers, provide food for gatherings or other in-kind donations like volunteer time and event space. This sort of involvement allows businesses to connect with their customers and help causes they care about. Sometimes, this commitment and service to the community results in folks wanting to take it a step further. Business owners and their employees may be asked to sit on non-profit boards or even utilize their entrepreneurial expertise to help start an official non-profit corporation.
FOR THOSE WHO ARE LOOKING TO MAXIMIZE SOCIAL IMPACT AS THEY MAKE A PROFIT, STARTING A SOCIAL ENTERPRISE MAY BE THE OPTION FOR YOU. 88
RISBJ | rhode island small RISBJ | rhode island smallbusiness businessjournal journal
The Department Of State Can Help Whether it’s a volunteer run program or one with full-time paid staff, starting a non-profit corporation requires the same planning and preparation as that of starting a small business. The Department of State’s Business Services Division is prepared to help by providing the tools necessary to plan, start, and maintain this type of entity. The business portal at sos.ri.gov provides a 4-step research process to help with the planning process. Once ready with a plan, the Department of State’s interactive business assistant can help anyone interested in starting up a non-profit corporation, navigate the various requirements in Rhode Island. After answering a series of questions the business assistant will provide you with a task list that can act as your road map to starting your non-profit. This task list provides all the necessary forms, applications, tax requirements and additional contacts you may need moving forward.
Social Enterprise For those who are looking to maximize social impact as they make a profit, starting a social enterprise may be the option for you. Along with our business assistant, we can connect you with the Social Enterprise Greenhouse, a great source for those entrepreneurs who are looking to incorporate a social enterprise or Benefit Corporation in Rhode Island. As Secretary of State, my mission is to engage and empower all Rhode
Islanders. Whether you are a new social entrepreneur or an established small business, the Department of State’s Business Services Division is here to help. You can reach us by calling (401) 222-3040, emailing us at corporations@ sos.ri.gov or visiting our office at 148 West River Street, Providence. Please feel free to contact me directly with any thoughts or suggestions at secretarygorbea@sos.ri.gov or visit our website sos.ri.gov. We look forward to working with you to grow your business or non-profit in Rhode Island.
Rhode Island Philanthropy | SMALL BUSINESS
Rhode Island Philanthropy Nonprofits
in
the
Ocean
8,143
The rough number of active nonprofit organizations registered
State
Providence
has the highest amount of Public Charities is Rhode Island:
3,131
Last year, the Food Bank
distributed
9.9 million pounds of food, 2.5 million pounds of which was fresh produce
More Than
18%
Over $8 Billion is the amount of revenue public charities pumped into the Rhode Island economy
of Rhode Islanders are employed by a nonprofit organization
52.4%
of the sources of revenue for nonprofit organizations come from private sources www.risbj.com | volume six issue two
9
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SMALL BUSINESS | Rhode Island Foundation Awards A Record $45 Million In Grants Last Year
Rhode Island Foundation hanks to generous donors, more than 1,600 nonprofits from every corner of the state received funding to promote economic security, educational success and healthy lives.
The Rhode Island Foundation awarded a record $45 million in grants in 2016. More than 1,600 nonprofit organizations working across eight broad sectors, including economic development, education and health care, received funding. As the largest and most comprehensive funder of nonprofits in the state, the Foundation works in partnership with donors and nonprofits to meet the needs of the people of Rhode Island. At the end of 2016, total assets stood at approximately $830 million. Including donations related to the celebration of the organization’s centennial, the Foundation received nearly $60 million in new gifts from individual, family, organizational and corporate donors in 2016, the second-highest total in the Foundation’s 100-year history. “We are indebted to our visionary donors for joining with us for a century to take on the state’s challenges and opportunities,” said Neil Steinberg, the Foundation’s president and CEO. “Their inspiring philanthropy makes it possible for us to invest in Rhode Island as never before.”
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awards a
The grants target eight key sectors: arts and culture, basic human needs, children and families, education, economic security, environment, health and housing. Through these grants, the Foundation invests in organizations and programs that strive for long-term solutions to significant community issues.
The recipients include: The Central Falls School Department received $68,982 to provide teachers with coaching, mentoring and training in partnership with the Blackstone Valley Prep Mayoral Academy and the Highlander Institute. Family Service of Rhode Island was awarded $44,942 to underwrite a pilot program teaming a pediatric behavioral health clinician with a pediatric community health care worker in order to better integrate behavioral and primary health care for children. The Rhode Island Marine Trades Association received $65,000 for strategic planning around the creation of a “Composites Center of Excellence” in East Bay, where the industry is centered. The initiative is expected to benefit dozens of composites-related manufacturers, suppliers and designers statewide.
Rhode Island Foundation Awards A Record $45 Million In Grants Last Year | SMALL BUSINESS
record $45 million in grants last year Nearly $300,000 was awarded to food banks, homeless shelters and free clinics that provide services to needy Rhode Islanders, including the Dr. Martin Luther King Jr. Community Center in Newport, the Jonnycake Center in South Kingstown and the Saint Mary’s Home for Children in North Providence. “From supporting programs that make it possible for young people to achieve educational success to helping Rhode Islanders lead healthier lives, our grants fuel strategies that are moving our state forward,” said Steinberg. In addition to grantmaking and fundraising, community leadership is central to the Foundation’s work. In 2016, the Foundation raised more than $350,000 for its Civic Leadership Fund (CLF), which enables the Foundation to go beyond traditional grantmaking to provide leadership and a forum for dialogue on critical community issues. Among CLF’s ongoing projects are the Buy Local RI economic development initiative and Community Conversations, a series of presentations on crucial issues. “Our Civic Leadership donors understand that progress requires many different approaches. Having the means to tackle opportunities as they arise enhances the work that our nonprofit partners already do,” said Jessica David, the Foundation’s senior vice president of strategy and community investments.
Founded with a $10,000 gift from Jesse Metcalf in 1916, the Foundation celebrated its centennial last year with a series of community activities highlighted by a campaign to raise $10 million to improve Roger Williams Park. The Foundation has already raised more than $8.1 million, including $1.95 million from The Champlin Foundations to restore the Park’s historic Bandstand, Temple to Music and Museum. More than 150 donors have contributed to the campaign. In addition to funding the immediate restoration of the park, the Foundation will create a $5 million endowment to provide a permanent source of funding for the Roger Williams Park Conservancy, an independent nonprofit organization dedicated to ongoing stewardship of the park. The Rhode Island Foundation is the largest and most comprehensive funder of nonprofit organizations in Rhode Island. Through leadership, fundraising and grantmaking activities, often in partnership with individuals and organizations, the Foundation is helping Rhode Island reach its true potential.
For more information visit
www.rifoundation.org. www.risbj.com | volume six issue two
13
SMALL BUSINESS | 7 Things To Do When You’re Overwhelmed
7 T H I N G S TO D O W H E N YO U ’ R E
by Kristin MacRae
You’re disorganized at work and your life is chaotic. You find yourself stuck because you can’t get past the feeling of overwhelm and you just don’t know how to move forward. Do you crave structure and organization but don’t know where to begin? This feeling of overwhelm can be avoided if you take a step back, breathe, break the process down, and put a plan into motion. Here are 7 things to do when you’re overwhelmed:
Stop. Don’t move. When people are overwhelmed they tend to waste energy. They get stuck and get busy but not productive. Take a minute to step away from the situation and breathe. Before you start bouncing around your office, take a minute to empty your mind. Plan your next move and waste less energy. Empty your mind. Sit for a few minutes and just empty your
mind. Jot down everything you have to do and everything that’s running through your mind. Don’t worry about the order of things you need to do, just write. Once your thoughts are on paper, then you can break them down and organize them. You may find you have a sense of relief after you do this. Now that everything is on paper, it’s not as bad as you thought. You can now get a solid plan of what you need to accomplish and use this to-do list as a guide.
Just say no. It’s ok to say no. If you have the option to say no, do it. Sometimes you have to say “no” at the time so you can focus on more important things that are going on in your life.
Don’t procrastinate. If you have time to
14
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tackle your task now, do it. You may get busy and as your deadline approaches, you may not have the time to spend on this. Block off some time when you work your best and just do it.
Break it down. Break the process down into pieces. Once you break the process down, it’s not going to be as overwhelming as you thought. People tend to look at the big picture and think that it’s just too much and they shut down and nothing gets done or they wait until the last minute. Map out your project and tackle in small increments. Step away. Go for a walk, exercise, or get some fresh air. Stepping away from the situation will clear your mind and help you focus. When you go back to your project you’ll find that you’re more productive and have a clearer vision of what you need to accomplish. Relax. This feeling of overwhelm will pass. It’s not the end of the world. If you put a plan into motion of how you’re going to attack your project, the end result will be amazing. You will look back and say, “Wow, that wasn’t so bad.” Following all of the tips above will help you get a handle on your situation. You may find you were wasting energy and creating more work for yourself in the past. Sometimes situations aren’t as bad as they seem, but we tend to make more out of a situation because we dive head first without a plan or process. Next time you’re feeling overwhelmed, approach it differently and then observe how you feel after you’ve completed your project.
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15
REAL ESTATE
NEWS
A SPECIAL INTERVIEW WITH
PHILIP TEDESCO CEO OF THE RHODE ISLAND ASSOCIATION OF REALTORS With 5000 members in Rhode Island and nearby neighboring states, the Rhode Island Association of Realtors and its subsidiary, the State-Wide Multiple Listing Service, is one of the largest Rhode Island-based trade organizations. As Realtors, members of the Association have assisted thousands of families in attaining the dream of home ownership but their value goes far beyond the closing table. Most are extremely active in their local communities and have their fingers on the pulse of the needs of their fellow citizens and local organizations. They are dedicated to elevating the quality of life within their communities and often rely on one of the best resources for doing so -- the Realtor Foundation: Rhode Island. The Foundation is a non-profit organization founded in 2006 that not only aids families that need help with rent, home repair and other housing-related needs, but also organizes volunteers and raises funds for disbursement to local charitable organizations that support the Foundation’s mission to help those affected by personal or natural disaster. Rhode Island Small Business Journal caught up with Philip Tedesco, CEO of the Rhode Island Association of Realtors to learn more about the Realtor Foundation: Rhode Island and
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RISBJ | rhode island small business journal
how people or organizations in need can access its resources. Q: It’s been just over ten years since the Realtor Foundation was incorporated. Why was it started and how has it grown? The Foundation was originally developed following the aftermath of Hurricane Katrina. That year, members of the Realtor Association built a “house in a box” with Habitat for Humanity that was sent to New Orleans, but we had no structure of our own that allowed for tax-deductible contributions to help those affected by the devastation. Once we identified that issue, we put a non-profit 501c3 structure in place that allowed us to provide assistance in a number of capacities and refocused our resources toward Rhode Islandbased needs. For example, we developed a relief fund for those who sustained damage to their homes during the flooding of 2010. We also became involved with the National Guard’s Family Assistance Center and established an extremely active Troop Support Task Force. The Task Force raises funds every year to help military families with housingrelated needs and it also supports the Family Assistance Center by volunteering at a variety of events
REAL ESTATE
NEWS
As our Foundation has grown, we’re now in the position to play an even greater role in assisting those who have been affected by natural disaster and their families by East Greenwich retailers and restauranteurs. We’re honored to be able to take part in opportunities like these which aid our fellow Rhode Islanders and strengthen our cities and towns. Q. What are your goals for this year?
throughout the year. For instance, when troops return from deployment, our Task Force members meet with them to educate them about the resources available to them to help them with their housing needs. We’ve funded a military lounge at TF Green Airport and organized and or/ participated in events for military families like the National Guard’s Holidays for Heroes celebration and the Annual Realtor Troop Support Military Spouse Appreciation Night in East Greenwich –which is a fantastic show of appreciation to our troops
As our Foundation has grown, we’re now in the position to play an even greater role in assisting those who have been affected by natural disaster by providing resources to non-profit entities with programs already in place that dovetail with our mission. We’re very excited this year to introduce a grant program to organizations that need resources for programs that help those affected by personal or natural disaster. Eligible non-profit organizations can apply for up to $5000 per quarter. Q. How do people find out more about the Realtor Foundation: RI They can find information about the Foundation and the quarterly grants on the Realtor Foundation’s website at www.realtorfoundationri.org or email me at phil@riliving.com. The site details the types of situations which we provide assistance for and on the other side of the coin, it has information about how people can donate or volunteer to help.. www.risbj.com | volume six issue two
17
PROFESSIONAL GROWTH | Monthly Activities: Communications Planning
Professional Growth Monthly Activities
by Dr. Ronald G. Shapiro, PhD
Effective communication is essential to maintain high employee morale as well as excellent customer relationships. Customers are more likely to want to do business with representatives who are pleasant to speak with, listen to their concerns and offer solutions which are geared to meeting the customer’s needs. Likewise employees are likely to have higher morale, higher retention rates, and better performance when they are working with colleagues, managers, and direct reports who show genuine concern and communicate more effectively. Both customers and employees may be turned off by people who offer solutions without first understanding their problems and needs. Even worse, customers and employees may be turned off by people who ask questions by rote, administer surveys or seek feedback without listening to or reading and fully understanding the answers. Thus, this month’s professional
s t h g u Tho Create Traits e t a b e D
growth activities focus on improving communications.
The Eyewitness
Objective: Increase observation skills, encourage recognizing and admitting not knowing and avoiding filling in details inappropriately based upon pre-conceived notions. I show an on-stage participant a birthday bandana for a few seconds, blindfold them with the bandana and then ask them to describe the bandana. Frequently they will describe what they expected to see rather than what was actually there. Participants may say that the bandana was decorated with pictures of balloons, because balloons are frequently associated with birthdays, but our bandana does not have pictures of balloons. If the participant does not say the bandana contained
I tell a blindfolded participant that I have hidden a present for them. Their job is to tell us what the present is and where it is located. 18
RISBJ | rhode island small business journal
A
Monthly Activities: Communications | PROFESSIONAL GROWTH
l l i k S Listen Adjust Solve
Communications
balloons and I ask the color of balloons they are likely to answer with a color name. If I ask how many balloons there are frequently participants will respond with a number greater than zero. I may also use an auditory example of people responding based upon expectations rather than reality. I may mention that I’ve said “Hello” to people and asked a question in which “Fine” would not be a responsive answer. The person I’ve spoken to has responded “Fine” expecting me to have asked “How are you?” On other occasions I’ve been asked “How are you?” and have responded with an answer such as “Running late” and the person has responded as if I said “Fine” and continued their conversation.
Find the Present
Objective: Improve skills in asking appropriate questions, listening to and carefully processing the answers. I tell a blindfolded participant that I have hidden a present for them. Their job is to tell us what the present is and where it is located. They are allowed to move around and/or ask yes/no questions as appropriate. The “price” for asking a question is they may get spun around. Their present is a check for either $1.01 (or if it is their birthday and they freely share their age, the check may be made out for their age). It is hidden in the blindfold.
Recognition
Objective: Recognizing special events and accomplishments. Good communication also includes recognizing important events and accomplishments as our clients and employees would like us to. For some people, it means not saying anything, or offering a simple greeting. For others it may include sending flowers or chocolate or having a cake. For more adventuresome people it may include featuring them in some special activities. For example, one participant in the activities mentioned in this article was Jennifer Laroche, a middle school teacher from New Hampshire. We celebrated Jen’s birthday during a Mind Games program at the 2016 New England League of Middle Schools (NELMS) conference at the RI Convention Center (RICC)2 by inviting her to be our on-stage participant in the activities described in this article. Jen, who appears in the accompanying photograph, enjoyed our program, stating that it was “my best birthday, ever.” The audience selected her as the outstanding participant at the program. She was recently selected as our Education by Entertainment outstanding participant for 2016. Her students are fortunate to have her! I would like to thank Industrial Consultant Dr. Margarita Posada Cossuto for helpful comments. 2 The NELMS conference is presented every year at the RICC, because of the quality of the center!!!
Dr. Ronald G. Shapiro
Independent Consultant in Human Factors, Learning and Human Resources www.risbj.com | volume six issue two
19
Immigration LEGAL | Immigration & Hiring: What Supervisors Need To Know
W H A T
S U P E R V I S O R
by Karyn Rhodes
Under the Immigration Reform and Control Act, hiring of undocumented workers and employment discrimination is prohibited by employers. And while the requirements for documentation to comply with the law may seem straightforward, errors are common, putting companies at risk for civil and criminal penalties.
What the Law Requires
The Immigration Reform and Control Act requires: • Proof of identity: employers must confirm the identify of all new hires • Verification of employment eligibility: employers must verify the eligibility of new employees to work in the United States • Completion of Form I-9: all new employees and employers must complete certain sections of the Employment Eligibility Verification Form, also known as Form I-9
Documentation Options
Certain documents can satisfy both the proof of identity and employment eligibility requirements, which are commonly known as List A documents and include: • U.S. passport or U.S. passport card • Permanent Resident Card of Alien Registration Receipt Card, or INS Form I-551 • Foreign passport that contains a temporary I-551 stamp or notation on a machine-readable immigrant visa, or MRIV • Employment Authorization Document that contains a photograph or INS Form I-766 If a worker doesn’t have a List A document, a List B document can be used to establish identity. List B documents include: • Driver’s license or ID card issued by the state or outlying possession of the U.S. • ID card issued by federal, state or local governmental agencies or entities • School ID card with photograph • Voter registration card • U.S. military card or draft record • Military dependent’s ID card • U.S. Coast Guard Merchant Mariner Card • Native American tribal document • Canadian driver’s license Individuals under the age of 18 who don’t have documentation from either List A or B can provide alternative documents, such as a school or medical record. While List B documents establish identity, they are not valid for
20
RISBJ | rhode island small business journal
employment eligibility. If an employee presents a List B document, one of the following List C documents must also be presented to verify eligibility: • U.S. Social Security card • Original or certified copy of U.S. birth certificate • Certification of birth abroad • Native American tribal document • U.S. Citizen ID card (INS Form I-197) • Resident Citizen ID card (INS Form I-179) • Unexpired employment authorization document issued by the Department of Homeland Security All documents presented must be originals and unexpired. And remember that, when verifying employee eligibility, employees must be allowed to choose from the USCIS lists of acceptable documents; employers can’t ask for specific documents. Timeframes for Documentation Compliance New employees have three business days from the start date of employment to produce the required documentation. If a worker can’t produce the necessary documents but has a receipt indicating that he or she has applied for them, the deadline extends to 90 days from the date of employment to provide the actual documents. There is no need to keep copies of the documents unless an employer uses E-Verify.
Form I-9
In addition to appropriate documentation, a Form I-9 is also required for every new employee – and for all active employees hired after November 6, 1986. These forms are not submitted to USCIS but are subject to audit with just
n
R S
& Hiring Immigration & Hiring: What Supervisors Need To Know | LEGAL
N E E D
three days’ notice. And certain industries historically face a greater risk of audit, including landscaping, office cleaning, manufacturing, hospitality and agriculture. For the Form I-9, both employees and employers must complete certain portions of the form: • Employees: Before or on the first day of employment, the employee must complete Section 1. While employers must make sure each new employee completes this section, they do not need to check for the accuracy of the information – that’s the employee’s responsibility. • • Employers: Employers must complete Section 2 of the form no later than three days after the date of employment. While the two-page Form I-9 may be short, completing it correctly can prove very challenging. Many employers struggle to complete Section 2 correctly. Common mistakes – and
T O
K N O W
fineable offenses – include: • Leaving lines blank • Providing incorrect information • Failing to sign and date the form • Using write-out instead of crossing out, initialing and dating the information • Accepting the wrong documentation
2017 Changes to Form I-9
Adding to the complexity surrounding Form I-9 are frequent changes to the form. In fact, there’s a new form for 2017, which must be used effective January 22, 2017. The new form reflects some changes, which require employers’ attention. Specifically: • Middle Initial: While the middle initial field used to be optional, it is now required. If an employee does not have a middle initial, then N/A should be entered. • PO Box: A PO box is now allowable on the new form. • Apartment Number: For those employees without an apartment number, N/A must be entered in the field. • Birth Date: The new form requires that the date of birth be entered in an easily recognizable format. Previously, a strict month, day and year format was required. • Social Security Number: A social security number is still optional – and N/A doesn’t need to be entered – unless the employer is using the E-Verify system. • Email: The employee email field is still optional and N/A is not required. • Phone: While optional, N/A must be entered if an employee doesn’t have a telephone number. • Notes: There’s a new field that allows employers to enter notes, although it is not required. Even the largest HR departments struggle to comply with Immigration Reform and Contract Act requirements. The key is to understand exactly what’s expected. For more information on the law’s requirements or guidance for properly completing Form I-9, visit www. Uscis.gov/I9-Central.
Karyn Rhodes
Director of Human Resource Consulting at The Hilb Group in Warwick
www.risbj.com | volume six issue two
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MBE/DBE | Philanthropy
Philan L E T ’ S
L O O K
A T
by Michael Brito
When we think of ways to grow our companies, few of us think of how we are able to impact the growth of others. However, this is the very key that unlocks the door to fulfilling the goal we set at the birth of our businesses…we just didn’t know it! When we were setting things in motion we agreed that our ultimate objective was to get to a place that afforded us the blessing of “giving back”. Giving back is a nice way of paying forward those little miracles that, along the way, enabled us to be where we are today. Without the people, places and things
W H A T
T H I S
that were so encouraging when needed, it would have been impossible for us to continue.
Remember; ”A great man is one that plants a tree under which he knows he will never sit” We are called to be “gardeners” in so much that we are to plant the seeds of encouragement, strength and stability within the young (and even seasoned) entrepreneurs we come in contact with along our way. Call it networking, call it mentoring, call it advising, counseling, call it whatever you wish as long as it becomes a verb instead of a noun!
Call it networking, call it mentoring, call it advising, counseling, call it whatever you wish as long as it becomes a verb instead of a noun 22
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Philanthropy | MBE/DBE
nthropy E A N S
T O
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As my DBE/MBE Company grew, I was very eager to become a source of value to those emerging behind me. This may be due to my personal vision and Christian view where we are seen only to be caretakers and trusted stewards of our companies thereby being totally available to our fellow DBE’s/ MBE’s. Let’s look at what Webster has to say…
What does this translate to when considering our own growth? When we reach out to others we are already in the “growth posture” needing to move forward; we move them=we move ourselves! There are so many ways to motivate, so many ways to build up ourselves through the act of defending against attrition, so prevalent in the minority business community. Our outreach can take many forms through industry focused involvement, teaching a class with a DBE/MBE target, assisting a small company with bid preparation, joining a board to give voice to the minority community, offer training on best practices, and many more! As you can see, these efforts will expand your own brand as you gain recognition by leading others down the path you’ve already traveled. Increased brand
B O T T O M - L I N E recognition equals increased client base equals increased revenue. I have to be clear that I defiantly am not suggesting we engage in any philanthropic endeavors with the motivation being “what’s in it for me” however this is the cycle of fruition realized when we do the right thing!
So, how do we begin? Examine your present situation regarding existing resources. If you are able then go for it and seek out some small ways to become a company known for its charitable mindset. Never jeopardize your company’s welfare but do realize that we must have some of our time, talent or treasure to share, no matter the amount!
Think about it: The Dead Sea is dead because it takes all it can from its Northern neighbor the Sea of Galilee and gives nothing away!
Michael Brito
DBE Account Manger, Mission-360, Turino Group, mbrito@turinogroup.com www.risbj.com | volume six issue two
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LEGAL | Personnel Practices: Electronic Communications: Best Practices For Employers
Personnel Practices E L E C T R O N I C C O M M U N I C AT I O N S : B E ST P R AC T I C E S FO R E M P LOY E R S by C. Alexander Chiulli, Esq. and Kristen M. Whittle, Esq.
In our technology-driven world, billions of emails and text messages are sent daily, and the use of social media such as Facebook, Twitter, LinkedIn, and Instagram has reached unprecedented levels. Technology has become essential to operating an efficient business, and concerns involving electronic communication are more likely than ever to arise. As a result, employers must carefully consider the handling of electronic communications in order to maintain a productive work environment and ensure legal compliance. The following are best practices for employers when managing their employees’ electronic communications.
Develop Clear Workplace Policies and Procedures
Regardless of the type of business, employers should disseminate clearly worded policies addressing the use of electronic communications in the workplace. In this regard, workplace policies provide notice about an employer’s expectations as well as set forth procedures for different situations involving electronic communications. Such policies typically provide notice of the employer’s right to search, monitor, and intercept any communications created or shared on employer-owned networks or devices. A welldrafted policy may include company practice for personal vs. work email, social media use, passwords and account logins, company hardware and devices, and the steps for handling electronic communications after separation from employment.
Require Separate Work and Personal Email Addresses and Use
Though some employees may prefer to combine personal and professional email use in a single email address, the combined use of one email address can become complicated quickly if an employee leaves for a new job or is terminated. In addition, an employee’s use of a personal email address for work purposes can be particularly problematic, as an employer may not be able to
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access necessary business information contained in such emails after separation, and cannot control the security of such accounts. Accordingly, employers should include a provision in an electronic communications policy requiring that company email addresses be used for work-related communications only, and that personal email addresses not be used for work-related purposes.
Utilize Unique as opposed to Shared Login Information
Many companies also make the mistake of sharing passwords and login information to accounts and applications among their workers. In these instances, however, employers often lose track of who possess access to what accounts and thus risk allowing a former or current employee to see unauthorized or confidential information. Employers should also take care to deactivate employee passwords and access to email and any other work-related accounts immediately after an employee separates from employment.
Show Caution in Accessing Private Employee Information Although an electronic communications policy should
Personnel Practices: Electronic Communications: Best Practices For Employers | LEGAL
Employers should also take care to deactivate employee passwords and access to email and any other work-related accounts immediately after an employee separates from employment. make it clear that employer-owned devices such as a laptop or smartphone are not private and subject to being searched, employers should not equate an employee’s failing to logout of an application or account as consent to, for example, read text messages or view Instagram posts. Employers are similarly restricted under Rhode Island law from asking for social media passwords. While publicly available information (e.g., Tweets from an unrestricted Twitter account), may be viewed by an employer, as could any member of the public, an employer typically cannot ask or pressure an employee to provide personal postings or other confidential information, nor attempt to obtain this information by creating a fake account or otherwise circumventing an employee’s privacy. Under Rhode Island law, an employer can, however, require an employee to divulge social media account information when it is reasonably believed to be relevant to an investigation of allegations of employee misconduct or violations of workplace-related laws, provided that the information is accessed and used solely to the extent necessary for purposes of that investigation or related proceeding.
C. Alexander Chiulli, Esq. Associate, Barton Gilman LLP Kristen M. Whittle, Esq. Associate, Barton Gilman LLP www.risbj.com | volume six issue two
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SMALL BUSINESS | Is There Value In Business Forecasting?
IS THERE VALU
by Larry Girouard
Does your company have a sales forecast for 2017? Most small businesses spend little time forecasting sales for the upcoming year. The one thing you can say with 100% certainty about a business forecast is that it will be wrong. So, why expend a lot of sweat equity on developing it? What’s the use? From my perspective, the sales forecast is one of the most important exercises that a company can perform. It is the one document that provides a roadmap that describes where the company is going. Most managers and employees spend their time within the confines of the business’ (SP?) four walls. They process paperwork, assemble products, sit in meetings and the like, with little or no view regarding where the company is going, and what value their contribution is to the bigger picture. Think about this >> any self-sustaining company must cover their basic operating costs, inventory costs, salaries, marketing expenses and other expenses that arise on a day-to-day basis. In order to better plan for these expenses the company must have a good sense for where revenue has historically been generated and where new business is coming from. This sales information must be presented with some detail to be of any real value for planning purposes.
Early in my career I was VP of Sales for a small manufacturing plant with annual sales of around $20M. Every year, just prior to the start of the fourth quarter, I was asked for next year’s sales forecast, with an expanded view toward both the 3 and 5 year forecasts. It was not enough to report that we expected to grow 5%-10%. I wish it were that simple. The company wanted to know the forecast with details such as, sales by customer, sales for each product within a customer, new product sales initiatives and the expected sales levels for those products, the timing for these product sales, pricing and price increases for each product, and so on. Developing the company’s operating budget for the upcoming year was based on these sales projections. It provide operations and finance with the foundation for determining manpower and new equipment requirements, the need for a 2nd shift, negotiating raw material purchasing requirements and the like. While the forecast paints the picture for what the market will need from the company in the coming year, if it is guaranteed to be wrong, where is the value? Actually, forecasting is far from being a back of the envelop guess, especially if you expect it to have any value for business planning. Good forecasting is based on past sales history records, direct input by contacting the company’s largest customers (those that
While the forecast paints the picture for what the market will need from the company in the coming year, if it is guaranteed to be wrong, where is the value? 26
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Is There Value In Business Forecasting? | SMALL BUSINESS
UE IN BUSINESS
make up 80% of the company’s business), and looking at market trends that impact the products/services you sell. This will result in the forecast model beginning to approach reality. Many of your larger customers will be forecasting their next year sales, and if asked, will tell you what their expectations are for the purchase of products, or services, that your company provides. You need only to ask them. Most will be happy to provide that information because they want you to be in the best position to service their needs in the coming year. The bottom line is that there are many methodologies that can be applied to forecasting that improves their accuracy year after year. As a result forecasts become a very valuable tool for business planning. For example, tracking sales patterns in your business over the past 5-10 years will reveal the seasonal peaks and valleys for the sales of different products throughout the year. While management may already know this intuitively, applying a mathematical model to these variations in the form of a forecast allows the finance department to better anticipate cash flow requirements, and the issues that can be impacted by cash flow, well before they happen.
Controlling the Sales Function
Beyond the value of the forecast to business operations and finance, it also provides a very powerful management tool for tracking the actions of the sale department. One of the biggest challenges of a business owner is controlling the sales function. Sales people generally do not like to be pinned down. While this may well be the nature of sales people, a detailed forecast is a great way to frame their behavior and actions. Meeting forecasts must be an integral part of their job descriptions. The sales function is responsible for, and accountable to, the forecast each month, quarter and annually. Since nothing
happens until something is sold, the internal operation of the company is fully dependent on the sales department’s execution of the sales forecast. In the absence of a sales forecast, the sales department remains rudderless, aimlessly wandering from customer to customer without any real direction, or focus. If you expect your sales force to be effective, they must perform to a game plan of some kind. The forecast provides the framework and timeline for their activity, and is essential in holding the sales department accountable to the rest of the organization. The debate that seems to continue in many companies between sales and operations is when sales states to operations, “Why don’t you make what we sell”, and operations retorts, “Why don’t you sell what we make?” The sales forecast, to a large degree, mitigates this debate.
Flying Blind
Finally, a company operating without a detailed forecast is flying blind in a land filled with the very rugged terrain of competition. A forecast is essential in navigating the competitive landscape because it becomes a powerful tool for discussing strategy and tactics.
Summary
The value of having a forecast is to better understand internal operating cost demands, improve communications from the sales department, and help to focus corporate outreach at the expense of competition. The power of a well-designed forecast cannot be overstated. Start your forecast today! The return on your invested time will be profound.
Larry Girouard
CEO of the Business Avionix Company, LLC A Business Consulting Firm www.risbj.com | volume six issue two
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CHANGE MEETS OPPORTUNITY
Taking the lead when change equals opportunity for our clients and employees is what drives
Pannone Lopes Devereaux & West is now
our innovation. We’re proud to announce as of February 21, 2017, we are changing our name to Pannone Lopes Devereaux & O’Gara. And our Rhode Island headquarters will relocate to the state-of-the-art Northwoods Office Park in Johnston.
One thing will never change...
Our great legal teams working for YOU.
Northwoods Office Park 1301 Atwood Avenue, Suite 215 N Johnston, RI 02919
401-824-5100 pldolaw.com
$10 Gift CertifiCate For Havana Cigar Club
(Limit One Per Customer. Must Present Ad For Discount)
From Your Friends at RISBJ
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• Full Bar for Both The Public & Members • Largest Walk-in Humidor in the State • Fresh Air Cycles 14x Per Hour • Function Room • Card Tournaments, Cigar Nights, Scotch Tastings and Much More
www.risbj.com | volume six issue two
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