Business Woman June 2017

June 2017

Writing off your business miles Workplace wellness programs

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Inside

WHAT’S

This event is FREE to attend.

Veterans (of all ages), transitioning military, and their families are invited to join us!

4 LETTER FROM THE EDITOR

3rd Annual

7 Employee termination

Capital Area

Best practices and common pitfalls.

9 better safe than sorry

Insuring your business.

11 wonder why you hired a dud?

Values often missed when hiring.

13 Crash course

Writing off your business miles.

Aug. 29, 2017 9 a.m. – 2 p.m.

Radisson Hotel Harrisburg 1150 Camp Hill Bypass Camp Hill

4th Annual

Lancaster County

Nov. 2, 2017

9 a.m. – 2 p.m.

Spooky Nook Sports

15 Auto service

Contracts and warranties.

17 Workplace wellness programs

How they benefit employers and employees.

2913 Spooky Nook Road Manheim

19 Advanced prostate cancer It’s time to talk.

20 Professionally Speaking

Discover your strengths with Susquehanna SCORE.

22 women to watch

New hires and promotions.

23 meet and greet

Regional networking events and meetings.

Don’t miss this fun and informative event!

The Expo brings federal, state, and local agencies together with area businesses to provide information and resources to veterans and their families.

The Job Fair brings job-seeking veterans and transitioning military together with employers who can benefit from this rich source of talent personnel.

5 cover story Molly and Peter Hughes are partners in life and in business. They work to deliver agro-environmental solutions to the agricultural community.

Their opposite strengths that each brings to the business is what makes the company successful. They love having the opportunity to work with farmers, often on projects that will allow the farm to pass to the next generation.

Sponsor & Exhibitor Opportunities Available

www.VeteransExpo.com (717) 285-1350 www.olpevents.com • info@veteransexpo.com

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Editor’S

June 2017 Vol. 14 - No. 6

PRESIDENT AND PUBLISHER

Donna K. Anderson

chool’s out for the summer. (Did that 1970’s insurance. Find out why you need to have these to keep song by Alice Cooper just go through your your business interests safe. head?) Many of you have had to find day care At the cost of health insurance nowadays, aren’t we all for your children for the summer; vacations interested in staying well? Many companies are offering and outdoor cookouts are being planned; sporting activities wellness programs to their employees. The health of are in high gear; and you still have your job to do. Do you their employees benefits not only the person but also the feel like the craziness never ends? It’s life and we manage it! company’s bottom line. If your company doesn’t have a And love it, most of the time. wellness program, learn how I think every business owner you can establish one at your or HR professional has had to organization and what you deal with an employee who was should do to ensure its success. not the stellar performer they June is Men’s Health “Challenges make you discover thought the candidate was on Awareness Month. So, ladies, things about yourself that you never make sure your guys know the paper and during the interview process. How do you terminate signs and symptoms of prostate really knew. They’re what make the that employee? How do you It is the third leading instrument stretch—what make you cancer. prevent it from happening cause of cancer death in men in go beyond the norm.” again, or at least reduce the risk? the U.S. Because prostate cancer Is there a way to make better can spread outside the prostate, ~Cicely Tyson choices? How do you make sure information about advanced you meet legal requirements prostate cancer is provided when terminating an employee? within.

What special considerations are And now let me ask you —is there for persons over the age of 40? Learn more about all “School’s Out” stuck in your head? those questions inside.

Enjoy the beginning of summer.

Just like your business cannot run successfully without competent and engaged employees, you need to make sure your business is covered for other concerns that jeopardize your business like general liability insurance, workers’ Christianne Rupp compensation insurance, employment practices liability Vice President and Managing Editor insurance, or management/directors and officers liability

“”

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Sept. 28, 2017 9 a.m. – 2 p.m.

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Story

CAREER

COVER

Changing the Landscape of Agriculture

By LYNDA HUDZICK

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hen Molly and Peter Hughes first moved to Lancaster County, they never expected to stay longer than five years or so. But as they found out, this area grows on you—and this agricultural heart of the state has been the perfect place to grow their successful agricultural consulting business, Red Barn Consulting.

Molly Hughes graduated from the University of Idaho with a master’s degree in civil engineering, and Peter Hughes received his degree from Washington State University in natural resources science and in biology.

In 2001, not long after they married, the company Peter Hughes was working for filed for bankruptcy, so he and a coworker, wanting to continue to work in the natural resources field and work with the farming community, decided to start Red Barn Consulting.

“Red Barn originally started doing agricultural permitting and conservation planning for Pennsylvania farmers,” Molly Hughes said. “We quickly noticed the

Molly and Peter Hughes – partners in work and life.

demand for engineering work was growing in the need for civil design, storm-water planning, and structural design, so in 2002, I took the exam to become a professional engineer, and shortly thereafter I left my job to start working for the business.”

The business grew slowly but steadily.

In 2008, though, Molly Hughes

said that the business reached a major turning point when she and her husband found that they had a different vision for their business than their partner did, and so they bought him out.

“We never wanted to grow for the sake of doing more work,” she said.

“We felt the need to keep up with the needs of our core clientele … Peter

and I took over the business and expanded the Lancaster office. We are now in our fourth office location due to growth and are up to 17 employees.”

Although Hughes did not have a background in agriculture, her husband did, having grown up working on his cousin’s dry-land wheat farm in Washington state.

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different hats on any given day, Hughes’s favorite part of the job is coming up with solutions to design challenges.

“I very much have an engineering personality, though, so my least favorite part of my job is communicating with outside agencies,” she said.

Providing consulting and engineering services focused solely on agricultural needs is unusual and in demand, and Red Barn Consulting has been fortunate to be able to work on projects in many different geographical locations.

“Although we do work in many different states, we really enjoy the work we do in Lancaster and surrounding counties,” Hughes said.

“Many of our projects happen because the next generation wants to come home and farm with their siblings or parents. That is usually the most gratifying part of our job: sitting down and planning an expansion that will keep that farm in the family and allowing

it to pass to the next generation.”

It’s important to the Hugheses that they provide their clients with the absolute best value possible because often, the projects they work on with their clients may be the biggest business decisions those clients have had to make so far.

“With this in mind, we strive to provide value to them in areas they may have never considered,” Molly Hughes said. “I never want to sacrifice quality for quantity and would prefer to lose money on a job than do a job poorly.”

The success of Red Barn Consulting is due mostly to satisfied clients recommending their work to others.

“We have never been good about self-promoting,” Hughes said. “Doing a good job for our clients is really our best form of advertising.”

And when things don’t go so well on a project, as is inevitable for any business, Hughes said that “whether it is our fault or not, I feel a strong sense of duty to make it right. I hate to see our clients being treated unfairly.”

The Hugheses are big believers in volunteerism, and in particular right now, they prioritize volunteering with organizations and activities that have a direct impact on their two young sons.

“We constantly talk about how the boys will only be this age once, and it is a priority to be involved in their daily lives,” Molly Hughes said.

She also said that she feels moved to support people who are struggling and strives to instill those values in her sons also.

“They are growing into compassionate little boys, and we are really proud of both of them.”

As Red Barn Consulting continues to grow as well, both Molly and Peter Hughes feel a sense of gratitude for the chance to work with those in the agricultural community.

“Farmers are really the salt of the earth,” Molly Hughes said, “and my husband and I always talk about how thankful we are to work for such honest, hardworking, and decent people.”

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“We have always believed that farmers are the first environmentalists since they work hard to protect the soil and water resources and are stewards of their own land,” she said.

Red Barn was designed to assist the agricultural community through the permit process, which can be extensive.

“There are a number of state and federal environmental regulations that a farmer must comply with,” Hughes said. “Pennsylvania has some of the most robust clean-stream laws in the nation because of its proximity to the Chesapeake Bay. We have a permitting section and an engineering section that work closely with the farmers to make sure they have the proper plans to stay in environmental compliance.”

Hughes said that because she and her husband have opposite strengths when it comes to what’s needed to make the business successful, it has made for a good working relationship.

Although they both wear many

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CAREER

Employee Termination: Best Practices, Common Pitfalls

By MEGAN JOYCE

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n a sliding scale of workplace pleasantness, few—if any—professional circumstances manage to rank below employee termination.

Having to fire or lay off an employee is generally not on a manager’s wish list, and rare is the employee who relishes being shown the door.

Terminating an employee may be one of the “necessary evils” of the working world, but there are best practices for mitigating a potentially conflict-ridden situation; these protect the interests of both employer and employee and ensure the legality of the process for all involved.

Contrary to those best practices are the common missteps employees and employers make in the event of a firing or layoff.

Jennifer Craighead Carey, partner at Barley Snyder Attorneys at Law who specializes in labor and employment law, said there is one error of which both parties are frequently guilty.

“For both employers and employees, a common mistake is a lack of civility in the termination process,” Carey said. “The employer may react out of anger and fire an employee on the spot, sometimes in the earshot of others. Or, the

employee may become irate and use foul or threatening language he or she later regrets.”

Carey also warns employers against disregarding their own procedures. If the company has a progressive disciplinary policy, for example, the company should have documented evidence the policy was followed, except for instances of egregious conduct, such as theft or violence, she said.

“Another common mistake is an employer who puts up with bad performance for many years and then suddenly wants to pull the trigger and terminate without going through some type of performance counseling,” Carey added.

She further cautions employers against abruptly terminating a longtime employee, especially one over age 40. Without a record of progressive discipline, it is more difficult for an employer

to defend against a complaint of age discrimination, Carey said, particularly when dealing with a long-term employee.

Pennsylvania is an at-will employment state; an employer or employee can end the relationship at any time, with or without cause or notice, but the at-will doctrine does not trump employment discrimination laws.

“Consequently, employers are advised to have a legitimate, nondiscriminatory reason for termination in order to defend against a charge of discrimination,” Carey said. “Also, employers may not terminate employees for certain public policy reasons, e.g., filing a workers’ compensation claim or serving on a jury.”

In the event of a layoff, a separation agreement can be a valuable document for both employer and employee that serves as a record of

the severance package granted the employee.

“Separation agreements are generally offered in two situations,” Carey said. “The first situation is where the employer wishes to foster an amicable separation of employment, usually in challenging situations. The second situation generally involves a layoff or workforce reduction, either directed at an individual or a group of individuals.”

According to Carey, the separation agreement customarily offers monetary consideration that the employee is not already entitled to in exchange for a release of all claims the employee may have against the employer.

Employers are also advised to consider the age of the employees they must sever. Under the Older Workers Benefit Protection Act, an employee over 40 must be given “reasonable consideration”— something he or she was not already entitled to receive—in exchange for that release of claims, such as one week of severance pay for each year of service.

Additional features of the separation agreement: • The employee must be offered the opportunity to consider the

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agreement for 21 days and the opportunity to revoke the agreement within seven days after signing it.

• If the separation involves a group termination, e.g., a decision to terminate more than one person (such as a workforce reduction), the time to consider the agreement is extended from 21 to 45 days for all persons over 40.

• The employee must be told of his/her right to consult a lawyer.

• In a group termination where a claims waiver is sought, the employer must also provide to employees over 40 a list of the job titles and ages of those both selected and not selected for termination.

“The purpose behind the statistical disclosure is to evaluate whether the decision has a negative impact on older workers suggestive of age discrimination,” Carey said.

There are other legal requirements that may need to be heeded when drafting a separation agreement, including Equal Employment Opportunity Commission considerations—an employee cannot waive his or her right to file an EEOC charge or participate in an investigation, for example, and publicly traded companies should be sure to reference whistleblower protections.

“The law in this area is constantly evolving, so employers should have separation agreements reviewed by legal counsel to ensure they meet current legal requirements,” Carey added.

When it comes time to sit down face-to-face for the termination meeting, keep it brief, Carey advised, with a succinct reason for the termination and an explanation of any post-employment benefits. This is also an opportunity to collect any company property.

“While the employer should provide a listening ear to the employee,” Carey said, “the termination meeting is not the time to debate the reasons for termination or review all of the employee’s history with the company.

The employer has made the determination to move forward, and this should be the focus.”

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CAREER

Better Safe than Sorry: Insuring Your Business

By BARBARA TRAININ BLANK

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ow do you keep a new business safe? In one word: insurance.

“Insurance is the transfer of risk to the carrier for a fee,” said Scott Rogers, president of the Glatfelter Agency/Susquehanna Agents Alliance in York.

Which forms of insurance are key?

General liability is important because it includes coverage for the business owner against claims by a third party for bodily injury and property damage.

While coverage limits are important, the real protection comes from the carrier covering expense costs associated with legal costs to defend a claim against the business, its owners, or its employees.

The extent of coverage may be dependent on location.

You may want to review an assessment of the exposure with a Trusted Choice agent to determine the potential extent of your liability, which could vary depending on whether the business is located in a residence, is leased/rented property, or is owned, Rogers said.

A Trust Choice agent, Rogers explained, is an independent agent belonging to the Independent Insurance Agents of America.

If you’re leasing the premises, it’s important to review the indemnification clause in the lease agreement before it’s executed. It will outline the terms as well as the conditions the tenant must follow when securing coverage.

If you own the property, the mortgage clause will include

conditions related to the insurance required to be in compliance with the loan provisions.

Home-based businesses are rarely covered under the traditional homeowners’ insurance policy. It’s

important to ask your agent whether your particular business can be covered—whether an endorsement can be added or a separate policy is required.

“Don’t assume coverage is

automatically included for general liability or business property,” Rogers said.

Property insurance should be secured to ensure that if a covered property loss occurs, it will allow

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the insured to continue business operations. Many leases include provisions requiring property insurance to be secured for the businesses’ personal property, tenant improvements, and business income/ extra expense losses.

“It’s good business practice to secure adequate limits of coverage to protect the business’s assets,” said Rogers.

The limit of coverage will be dictated by several factors; most important is the replacement cost of the property at the time of loss.

Property insurance covers several perils, including theft, fire, and lightning. Other coverages not typically included are flood and earthquake, which can be added if the exposure exists.

General liability insurance provides protection to the named insured (business and individuals) listed on the policy. Coverage should extend to the premises and activities associated with the business if work is conducted away from the described premises.

Workers’ compensation insurance is required for all businesses with W-2 employees. The type of business being operated, the range and scope of work conducted by the employee(s),

“”

It’s good business practice to secure adequate limits of coverage to protect the business’s assets.

as well as the location of the work conducted will be considered in classifying employees under the accurate workers’ compensation class code, which will generate the relative premium for the business.

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If your business uses contract employees, you should apply a litmus test to decide if they are truly independent contractors or employees.

“Review state and federal

~ June 2017 | BUSINESSWoman

guidelines related to independent contractors to determine if your contract employees must be covered by workers’ compensation,” said Rogers.

Depending on a number of factors, commercial automobile coverage may or may not be required for your new business. This includes the ownership, use, and type of vehicles.

“Before using a personal automobile in the course of business, discuss with your agent its intended use,” said Rogers. “If the vehicle is classified as commercial use, secure a separate business automobile policy. Checking with your agent or insurance carrier prior to use of any privately owned vehicle can avoid heartache in the future.”

As a simple rule, if the vehicle is registered in the business’s name, business auto coverage would be required. Individually registered vehicles typically can be used in light business under a personal automobile insurance policy.

If your business offers professional services, or you are consulting for others for a fee, it’s advisable to get professional liability.

Examples of businesses that should carry this liability include beauticians, realtors, architects, engineers, and computer and business consultants. It protects the business against allegations that services

secured did not perform or result in the intended outcome that was mutually agreed upon, whether under contract or through verbal commitment.

Excess policies are fairly inexpensive, relative to the first million dollars of coverage secured under general liability. Most buyers avoid purchasing higher limits, but it is good business practice to entertain higher limits to protect employer and company assets.

Similar to professional liability, businesses should consider a management/directors and officers liability policy. It protects your company’s personal assets and the decisions of management. Whereas general liability covers bodily injury and property damage claims, a directors and officer’s policy covers wrongful acts by the officers, management, and entity for actions alleged against the company.

If you have employees, consider employment practices liability insurance. It protects management decisions against actions by an employee who feels he or she has been mistreated, such as through wrongful termination, harassment, or discrimination claims.

Benefits insurance may be another option to consider to attract and retain qualified employees. This coverage is changing, and it’s important to understand how it works and when it may be required.

Cyber/privacy liability coverage protects the personal and confidential information with which your business has been entrusted.

It also covers the notification costs required by law and related costs associated with a breach. This coverage isn’t provided under your standard general liability insurance or the other policies previously listed.

“Cyber/privacy liability is a growing coverage,” said Rogers.

“More businesses are purchasing it, because a breach is not a matter of if but when. It’s best to be protected, as this coverage remains affordable and is becoming broader.”

Not all actions may be covered by insurance policies; your agent should be able to explain those that aren’t.

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CAREER

Wonder Why You Hired A Dud?

By KEVIN HERRING

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hat happened?” you ask.

HR screened the résumés and gave you the best of the stack. You checked for education, work experience, and skills, and they were all there. You interviewed her and she sounded bright and enthusiastic—a real gogetter.

It all felt right. How could she have been so wrong for us?

You’re not alone. A manager of a fast food restaurant posted a job for a part-time food-service worker— someone to make sandwiches and serve customers. Among the teenagers who typically applied, he was hoping to find someone who was a good student in school, dependable, and not afraid to work.

Student government officer, previous employment, and decent grades suggested a good fit. But he ended up with a self-absorbed social media addict who found customers inconvenient.

At the other end of the spectrum, the CEO of a biomedical company hired an attorney as general counsel.

To the CEO, everything seemed perfectly in sync. In his words, “He looked great on paper, he matched the job specs perfectly, and I thought we really hit it off.”

Two months later, the attorney

resigned. All the CEO could do was shake his head and say, “I don’t understand.”

It’s frustrating, to say the least.

We go to all that work and end up with a dud. Why does it work out that way when we try so hard to use a logical process to get the right people?

Of course we want people with the right education or training and the kind of experience that suggests they can do the job. That’s what we use an application or résumé for. We also want to be confident that we can work with them and they’ll get along with the rest of the team. So we interview them to get a feel for their personality.

But what we often miss are their values and how they’ll demonstrate those values at work. Résumés and personality interviews don’t always tell us that.

The values that should matter to the business are things like

laser-focus on serving customers, drive to achieve results, and not being willing to push out shabby products. Do those values show up on a résumé?

What about the things people value about the job? Do they value being able to work on their own without a lot of direction? Do they want to be part of a chummy, collaborative social group? Are they looking forward to organizing people or strategizing for products?

Do they value being creative or solving problems?

Those values have a lot to say about how the person will feel about the job. If you don’t find them out beforehand, and the person has expectations that aren’t met, somebody is going to be disappointed.

Don’t let that happen to you.

Here’s a checklist for avoiding mismatches like the ones we’ve been talking about.

1. Don’t just hire on skills, smarts, personality, or training and education. If you do, you’re likely to miss the person’s values—the most important factors that will determine how well they fit in your company.

2. Determine values employees should have so you’ll know what to look for before you spec the job or interview candidates.

3. Identify the values important for a person to be happy in the job based on what the job entails so the employee isn’t surprised and disappointed after they take the job.

4. Look in the résumé for clues that may hint at those values and reveal what’s important to the candidate, such as caring about quality or valuing independence.

For instance, if the applicant claims to enjoy working independently, or gives an example

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5. In the interview, ask candidates to share their experiences dealing with situations common to your workplace. Look for evidence of what they value and how they show it.

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Ask what they did when they noticed it.

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7. Ask questions to determine what they value most about work to see if what they’re looking for

matches the opportunity.

For instance, ask if they prefer to be responsible for a specific set of narrowly defined tasks or if they like to be accountable for an outcome they figure out how to accomplish on their own.

Ultimately, you want to hire competent people. But that’s not enough to ensure a fit. You want people who value doing what’s necessary to help you succeed in the business. You also want the work to provide what they value in the work. If you miss on either, you may end up with a dud.

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Writing Off Your Business Miles: A Crash Course

By JOSHUA BROST

Lifestyle

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rack the miles you drive for work to deduct the cost from your taxes. Use a mileage log to give an accurate number to the government.

When you drive for work, you’re eligible to take a write-off for nearly all of the miles you drive for business. And, while most selfemployed professionals understand the need to track the miles they drive for business, few actually do a consistent job of keeping an accurate mileage log.

What is the Deduction?

The U.S. Internal Revenue Service allows anyone who drives for work to take a standard deduction of a set amount per mile for each business mile they drive. The 2017 IRS mileage rate is set at 53.5 cents per mile (a little lower than in 2016). So, as you can imagine, that deduction adds up fast.

However, there remains quite a bit of confusion regarding the mileage deduction, specifically who can take it and what’s required to document your drives.

Basically, you can deduct any driving you do for business, as long as it’s not your commute (this is important) and you weren’t reimbursed for it.

Types of trips that qualify for the deduction include: travel between offices; errands that you need to do in the course of your day, such as trips to the bank, office

supply store or post office; travel to the airport when you drive there for a business trip; drives to any odd jobs you’re performing to earn extra income; and visiting customers.

It’s a long list and by no means comprehensive. But it should give you an idea about the sheer number of drives that could be putting money back in your pocket at tax time.

When tracking miles for tax

reasons, there are a few key things you need to remember in order to maximize your deduction and not run afoul with the IRS. Make Sure You Keep a “Contemporaneous” Log The IRS requires that you record the start point, end point, date, mileage, and reason for every single business drive you make. In addition, the IRS requires that your

mileage log is contemporaneous, meaning kept in near-real time.

As you can imagine, this is a lot of work and extremely time consuming. As a result, many people end up “estimating” their miles at the end of the year. Avoid this at all costs because the IRS will not only reject such a log, but will also subject you to fines and interest if it determines your log is not contemporaneous.

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Lifestyle

You’ll avoid problems with the IRS, and save a lot of time, if you record your business miles each day, or use a mileage tracking app to automate the process and record each drive as it happens.

Make Sure You’re Tracking All of Your Miles A lot of people think the deduction is so small that it’s not worth the hassle of keeping a detailed and accurate log.

It’s easy to understand why 53.5 cents doesn’t sound like that much money, but those miles add up fast.

Many professionals remember to log the longer drives they make in the course of running their business but don’t bother logging their shorter drives, thinking it’s not worth the effort.

If you’ve been logging your miles, take a look at your past logs.

Did you document your drives to get gas? How about the drive to the coffee shop to bring your client a coffee for a meeting? Or trips to buy office supplies, the post office, or

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hardware store?

Even though those drives seem short, remember that a trip to a location 1 mile away is actually $1.08 in roundtrip deductions.

This multiplies over the course of the year. Now that’s serious tax savings.

office, you cannot deduct your drive from home to your first business event or from your last appointment to home.

However, one way to avoid the commuting rule is to have a home office that qualifies as your principal place of business. In

“”

You can deduct any driving you do for business, as long as it’s not your commute and you weren’t reimbursed for it.

If You Can, Have a Home Office While you can take a tax deduction for the work miles you drive, you can never deduct your commute to and from work. This means that you can’t deduct your drive to and from your principal office. If you don’t have a regular

~ June 2017 | BUSINESSWoman

this event, you can take a mileage deduction for any trips you make from your home office to another business location.

You can deduct the miles you drive from home to your second office or a client’s office or to attend a business-related seminar.

The commuting rule doesn’t apply if you work at home because, with a home office, you never commute to work since you’re there already. As long as you follow IRS guidelines, you can also deduct your home office expenses.

Remember to consult a tax professional about your specific situation.

MileIQ is an app that automatically logs your drives and calculates their value. You can try it for free. For more information about writing off your business miles, visit the MileIQ blog.

• Joshua Brost is a mobile mechanic and automotive technician with YourMechanic, a company that offers repair, maintenance, and diagnostic services in the U.S. YourMechanic connects mobile mechanics to customers who seek affordable, convenient, and honest car-repair services at their home or office. For $20 off any service until 12/31/17, use code SouthCentralPA. Check out www.YourMechanic.com for additional details.

Auto Service Contracts and Warranties

Auto Service Contracts 101 A service contract is a promise to perform (or pay for) certain repairs or services. Sometimes called an “extended warranty,” a service contract is not a warranty as defined by federal law.

A service contract may be arranged at any time and always costs extra; a warranty comes with a new car and is included in the purchase price. Used cars also may come with some type of warranty coverage.

Research Your Options Auto service contracts are sold by vehicle manufacturers, auto dealers, and independent providers.

If you’re considering a service contract, shop around so you understand exactly what you’re buying.

Do I have to buy a service contract?

You are generally not required to

buy an auto service contract when you buy a car. You also are generally not required to buy a service contract to get financing.

If the dealer tells you that you have to buy a service contract to qualify for financing, contact the lender to find out if this is true.

Some people have had trouble canceling their service contract after learning that the lender didn’t require one.

Also beware of dealers who may try to include an auto service contract in your loan without your consent. If you see a charge for a service contract that you didn’t agree to, tell the dealer to take it out before you sign the loan agreement.

Does the service contract duplicate any warranty coverage?

Compare service contracts with the manufacturer’s warranty. New cars come with a manufacturer’s warranty, which usually offers coverage for at least three years or 36,000 miles, whichever comes first.

A service contract likely will not provide benefits until the manufacturer’s warranty expires.

Check over the documents to make sure this is true before you agree to buy a service contract.

What is the length of the service contract? If the service contract lasts longer than you expect to own the car,

Lifestyle

I

f you’re shopping for a new or used car, the salesperson may encourage you to buy an auto service contract to help protect against unexpected or costly repairs.

While a service contract may sound like a good idea, it may overlap with the vehicle’s existing manufacturer’s warranty. Before you spend the extra money, do some research to see if an auto service contract makes sense. Coverage varies widely.

ask if it can be transferred when you sell the car and whether there is a fee, or if a shorter contract is available.

If you’re buying a “demonstrator” — a new car that hasn’t been owned, leased, or used as a rental, but has been driven by dealer staff — ask when the warranty coverage begins and ends. It may have begun when the dealer put the car into service.

Who backs the service contract?

Find out who performs or pays for repairs under the terms of the service contract. It may be the manufacturer, the dealer, or an independent company.

Many service contracts are handled by companies called administrators that authorize the payment of claims to any dealers under the contract.

If you have a dispute over whether a claim should be paid, deal with the administrator. If the administrator goes out of business, the dealership still may be obligated to perform under the contract.

The reverse also may be true: If the dealer goes out of business, the administrator may be required to fulfill the terms of the contract.

Whether you have any legal remedies depends on your contract’s terms and/or your state’s laws.

Find out if the auto service contract is underwritten by an insurance company. It’s required in some states. If the contract is backed BUSINESSWomanPA.com

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by an insurance company, contact your state insurance commission to ask about the solvency of the company and whether any complaints are on file.

Insurance regulations generally require companies to:

Lifestyle

• Maintain an adequate financial reserve to pay claims • Base their contract fees on expected claims; some service contract providers have been known to make huge profits because the cost of their contracts far exceeds the cost of repairs or services they provide • Seek approval from the state insurance office for premiums or contract fees Check out the dealer and the administrator with your local or state consumer protection office or local automobile dealers association to see if any complaints are on file against the company. You also

can search online for complaints.

If you decide to buy a service contract through a dealership — and the contract is backed by an administrator or a third party — make sure the dealer forwards your payment and you get written confirmation.

Some people discovered too late that the dealer failed to forward their payment, leaving them with no coverage months after they signed a contract.

Contact your local or state consumer protection office if you have reason to believe that your contract wasn’t put into effect as agreed.

How much does it cost? Usually, the price of the service contract is based on the car make, model, condition (new or used), coverage, and length of contract. The upfront cost can range from one to several thousand dollars.

In addition, you may need to pay a deductible. Find out if the deductible is charged on a per-visit or per-repair basis. This can make a

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big difference.

For example, assume you have a $100 deductible and your car needs to have three parts repaired. With the deductible per visit, you pay $100.

If you have a deductible per repair, you pay $300.

Service contracts often limit how much they will pay for towing or related rental car expenses — meaning you have to cover the remaining cost. There also may be transfer or cancellation fees if you sell your car or end the contract early.

What’s covered? Few service contracts cover all repairs.

Common repairs for parts like brakes and clutches generally are not included in auto service contracts. The best advice: If an item isn’t listed, assume it’s not covered.

Watch out for absolute exclusions that deny coverage for any reason. For example: If a covered part is damaged by a non-covered part, the claim may be denied. Or if the contract specifies that only “mechanical breakdowns” will be covered, problems caused by “normal wear and tear” may be excluded.

If the engine has to be taken apart to diagnose a problem and during the process the mechanic discovers non-covered parts that need to be repaired or replaced, you may have to pay for the labor involved in the tear-down and re-assembling of the engine.

You may not have full protection even for parts that are covered in the contract. Some companies use a “depreciation factor” in calculating coverage: The company may pay only partial repair or replacement costs based on your car’s mileage.

How are claims handled? When your car needs to be repaired or serviced, you may be able to choose among several service dealers or authorized repair centers. Or, you may have to take it to the dealer you bought it from.

That could be inconvenient if you bought the car from a dealership in another town.

Find out if your car will be covered if it breaks down while

you’re using it on a trip or if you take it when you move out of town.

Some auto service contract companies and dealers offer service only in specific geographical areas. Find out if you need prior authorization from the contract provider for any repair work or towing services.

Be sure to ask: how long it takes to get authorization, whether you can get authorization outside of normal business hours, and whether the company has a tollfree number for authorization. Test the toll-free number before you buy the contract to see if you can get through easily.

You may have to pay for covered repairs and then wait for the service company to reimburse you.

If the auto service contract doesn’t specify how long reimbursement usually takes, ask. Find out who settles claims in case you have a dispute with the service contract provider and need to use a disputeresolution program.

Are new or reconditioned parts authorized for use in covered repairs? If this concerns you, you will want to know whether the authorized repair facility maintains an adequate stock of parts. Repair delays may occur if authorized parts are not readily available and must be ordered.

What Are My Responsibilities?

Under the service contract, you may have to follow all the manufacturer’s recommendations for routine maintenance, like oil changes. If you don’t, it could void the contract. To prove you have maintained the car properly, keep detailed records, including receipts.

Find out if the contract prohibits you from taking the car to an independent station for routine maintenance or performing the work yourself. The contract may specify that the dealer that sold you the car is the only authorized facility for servicing the car.

• Source: Federal Trade Commission – www. consumer.ftc.gov

Workplace Wellness Programs Benefit Employers and Employees

By BARRY SPARKS

F

employers to make changes in the workplace to curb rising costs of insurance premiums and medical claims, which are at an

all-time high.

Four of the 10 most expensive health conditions are related to heart disease and stroke. They are:

high blood pressure, heart attack, diabetes, and chest pain.

Fewer employers can continue to ignore the startling statistics.

Wellness

ive years ago, Renee Covell experienced health issues and was admitted to the hospital. During her stay she reflected on her life.

“I asked myself, ‘If I were to die, what three things would I have wished I had done?’” says Covell.

The first thing on Covell’s list was to get healthy. She had been out of shape most of her life. She started training to get fit. Eighteen months later, she competed in a body-building contest.

“Fitness became one of my passions. My other passion was business,” says Covell, a business professor at Penn State University who has a doctorate and an MBA. Covell combined her two passions by founding Vell9Fitness, a corporate wellness firm based in Lebanon County and committed to helping companies create on- and off-site wellness programs.

“We see a world in which business can grow and thrive by helping their employees grow and thrive,” says Covell.

The idea of workplace wellness programs has grown significantly over the past decade. Seventy-six percent of employers offered some type of wellness program resource or service to employees in 2014, according to the 2015 Healthcare Trends Institute. That figure is up from 58 percent in 2008.

Jason Lang, director of the Centers for Disease Control and Prevention’s Health Promotion Program, says, “All workplaces should provide opportunities for employees to improve their health and well-being.”

The CDC has called upon

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“”

Productivity losses linked to employees who miss work cost employers $225 billion annually, and $1.87 trillion spent on healthcare in 2010 was used for treating preventable conditions.

Workplace wellness programs are a win-win for employers and employees, says Covell. Employer benefits include:

The idea of workplace wellness programs has grown significantly over the past decade.

Seventy-six percent of employers offered some type of wellness program resource or service to employees in 2014.

• Reduced, or contained, healthcare costs • Increased employee productivity • Reduced costs of disability, drugs, and absenteeism • More effective recruitment of new employees and retention of current employees • Reduced effects of workplace stress • Improved morale through the creation of a happy, supportive environment “Providing wellness programs helps reduce healthcare costs

for employers,” offers Covell.

“Researchers discovered that medical costs fell $3.27 for every dollar spent on wellness programs.”

According to a national survey, 72 percent of employers said wellness programs reduced their cost of healthcare, and 80 percent who measured the return on investment

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said it had a positive impact, according to the CDC. Covell recommends four necessary steps to create a new workplace wellness program: assessment, planning, implementation, and evaluation.

“Without assessing the current state of wellness prior to implementing the program and determining what works best for your company, you will never know its impact,” says Covell.

Measurable assessment items include productivity, healthcare costs, improved health outcomes, organizational change, employee surveys, and feedback.

Getting buy-in from senior management is one of the keys to implementing a workplace wellness program, stresses Covell.

“These programs are growing in popularity because senior management can measure the results and see positive outcomes,” she says.

Covell admits that starting a workplace wellness program is a bigger challenge for smaller companies.

“Smaller employers often focus on the upfront costs of a workplace wellness program,” she says.

“But, there are various elements that can be incorporated into the workplace, depending on the budget. There is no ‘one size fits all.’”

Covell suggests smaller employers can offer discount gym memberships, wellness newsletters, and educational programs and

workshops, as well as coordinated activities.

Employees garner multiple benefits from workplace wellness programs. Benefits include: • Improved health and well-being • Increased production • Higher morale and greater job satisfaction • I ncreased awareness and knowledge of ways to improve their health • Reduced personal healthcare costs • A less stressful workplace “Many employees appreciate the opportunity to be part of a workplace wellness program,” says Covell. “They want to improve their health, but they need structure, a sense of community, and help in incorporating healthy activities into their lifestyle.

“Mandating employees be part of a workplace wellness program is a bad idea,” she continues.

“Employees should be excited about joining a program. Employers can show them how the program can positively impact them and their families.”

Covell says an employee wellness committee is an essential part of a workplace wellness program.

Typically, a wellness committee is composed of employees from various departments or divisions.

The committee provides ongoing feedback to senior management.

Covell recommends employees partner with a workout buddy for support. Statistics show that people are more successful with their workout routines or activities if they do them with a friend or coworker.

“We envision that our clients’ employees will come to work happy, well rested, and motivated, and they will go home, still energized and ready for their second job that their home lives bring them,” says Covell.

That’s a combination that benefits employers, employees, and their families.

It’s Time to Talk about Advanced Prostate Cancer

“I

About Advanced Prostate Cancer Testosterone, which is the primary

male hormone, fuels the growth of prostate cancer cells.2 However, even when a patient is receiving treatment to help lower testosterone levels, prostate cancer can continue to progress in several ways: Castration-resistant prostate cancer occurs when the disease continues to progress despite low levels of testosterone.3 Metastatic prostate cancer occurs when the cancer has traveled to other parts of the body, such as the bones, lymph nodes, bladder, and rectum.4 When the cancer spreads outside the prostate, and progresses despite treatment, it is called metastatic CRPC.5 Several studies have estimated that, within five years of diagnosis, 10-20 percent of men with prostate cancer will develop CRPC.6 This may seem overwhelming, but fortunately there are ways to educate yourself to be prepared for possible progression and help make well-informed treatment decisions with a physician.

How Can a Doctor Diagnose Advanced Prostate Cancer?

Unlike some other types of cancers or diseases, men living with

advanced prostate cancer may not experience symptoms.2 High levels of prostate-specific antigen may indicate cancer or other prostate health issues.2 Other symptoms of advanced prostate cancer may include bone pain or problems urinating.7 If appropriate, a doctor may recommend additional tests, such as MRI, CT, PET, or bone scans, to confirm if the cancer has spread.4 An Advanced Prostate Cancer Diagnosis – Next Steps Everyone’s experience with advanced prostate cancer is unique.

There is no one-size-fits-all option, so it’s important that men discuss treatment and lifestyle priorities with their doctor, who can help treat the cancer in a way that’s appropriate for him. Priorities can help the patient and his doctor have detailed conversations about what’s important to him in any future treatment.

For more information about prostate cancer progression, including a doctor discussion guide, please visit www.knowyourprostateplan.com.

• (BPT) – Brought to you by Astellas Pharma Inc. and Pfizer Inc.

American Cancer Society. Key Statistics for Prostate Cancer (01-05-2017). http:// w w w.cancer.org/cancer/prostatecancer/ detailedguide/prostate-cancer-key-statistics.

Accessed 01-31-2017.

1

Urology Care Foundation. Advanced Prostate Cancer Patient Guide. www.urologyhealth.org/ educational-materials. Accessed 02-16-2017.

2

3 Prostate Cancer Foundation. PSA Rising During Hormone Therapy. https://www.pcf. org/c/psa-rising-during-hormone-therapy/.

Accessed 02-13-2017.

4 Cancer.Net. ASCO Answers Prostate Cancer. http://www.cancer.net/sites/cancer.net/files/ asco_answers_guide_prostate.pdf. Accessed 0217-2017.

Cancer.Net. Treatment of Metastatic CastrationResistant Prostate Cancer. (09-08-2014). www. cancer.net/research-and-advocacy/asco-careand-treatment-recommendations-patients/ treatment-metastatic-castration-resistantprostate-cancer. Accessed 02-16-2017.

5

Kirby M, Hirst C, Crawford ED. Characterising the castration-resistant prostate cancer population: a systematic review. Int J Clin Pract 2011;65(11):1180-1192.

6

American Cancer Society. Prostate Cancer Overview. (02-09-2016). https:// old.cancer.org/acs/groups/cid/documents/ webcontent/003072-pdf.pdf. Accessed 02-032017.

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Wellness

’ve experienced a lot since I started riding this prostate-cancer rollercoaster,” said Glenn D., a patient with advanced prostate cancer.

“There were some tough days when I was so sick I thought I wouldn’t make it. And, by working with my doctor to develop an individualized regimen for me, there have been some great days where I actually felt like myself again.”

An estimated 161,000 men in the United States will be diagnosed with prostate cancer in 2017.1 According to the American Cancer Society, behind lung cancer and colorectal cancer, prostate cancer is the third-leading cause of cancer death in men in the U.S.1 Glenn is living with advanced prostate cancer, which differs from earlier-stage prostate cancer in that it may have spread from the prostate or has not responded to treatment.2 Because prostate cancer can sometimes spread, or get worse, it is important to focus awareness on the potential for disease progression and how to plan for it.

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Susquehanna SCORE What Will You Find Out about Yourself Only After You Start a Business?

“Until I started a business, one thing I didn’t know I could accomplish was that I could make over $100,000,” says a Central Pennsylvania Susquehanna SCORE mentor and independent human resources firm owner.

But success for her hasn’t been only about money.

“I discovered that with my own business, I could have a ‘job’ and still be very involved in my community and volunteer efforts.”

Start a business, and you’ll learn you have skills you didn’t know you had—like York County’s Sheri Karan, who discovered that she could do cold calling, a small-business survival skill that it turned out she enjoyed.

Or like Mechanicsburg sugarandsucculents.com online retailer Taylor Scarboro, who learned she could “build a brand and sell that experience to the customer.”

Brands are community experiences—people sharing values around a product or service.

“Until I started a business,” says organizational development consultant Julie Poland, “I didn’t realize that I could create a business community, a group that is devoted to the concept that a rising tide lifts all boats.

“When I started, I saw primarily through the lens of my business. Now I see things more in terms of partnerships and synergies among businesses that expand my capabilities and provide comprehensive support to shared clients.”

Community-builders thrive on the energy, excitement, and ideas that flow from this reservoir of clients, colleagues, family, and friends.

But as SCORE client and farm-to-freezer entrepreneur Mary Ellen Martin says, “We can’t be all things to all people, and I’ve learned to stay true to my original mission.” To do that, she “has had to learn how to say no.”

Sometimes life itself says no. Hershey’s Hope Pesner says, “I haven’t started a business, only looked into it. I am an individual with a disability, Asperger’s syndrome. But this disability has given me a

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~ June 2017 | BUSINESSWoman

wealth of gifts that I’ve learned how to tap into. I have the ability along with the disability.”

Likewise, retirement is not a disability for many retired women who extend their skills into a new realm.

As graphics entrepreneur and Susquehanna SCORE mentor Judy Orcutt counsels, “As a retirement business, it is important that you not seek loans or use your own retirement nest egg to fund it.”

While such a discipline might limit having the cash to quickly build a business, it keeps overspending in check.

And then comes success, which can take you out of your comfort zone. As daring as it was to start your business, growth forces you to decide whom you need to hire as a first employee.

Angela Huyghue of One on 1 Accounting was happy to discover she was “able to build a business large enough to be able to employ others.”

Want to discover how strong you are? Start a business and learn what great things you can accomplish!

Since 1964, SCORE (“Mentors to America’s Small Business”) has served communities through entrepreneur education dedicated to the formation, growth, and success of small businesses. For more information about starting or operating a small business, call Tammi Dawson at Susquehanna SCORE, (717) 845-8830, or see us at www.susquehanna.score.org.

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Your guide to choosing the right living and care options for you or a loved one.

21st Edition Available!

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Call today for your free copy! (717) 285-1350

Check it out at BusinessWomanPA.com BUSINESSWomanPA.com

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Watch

Women to

Jacqueline Glass has joined Berkshire Hathaway HomeServices Homesale Realty as a Realtor®. She is a former business owner and is active in the Lancaster County Beekeeper Association.

Rebecca Olejniczak has joined Capital Senior Services, LLC, as an independent health insurance agent. She is licensed and certified with all top-rated carriers and specializes in Medicare Supplement and Advantage plans.

Dana Sinsheimer has been appointed district manager for Investment Real Estate, LLC. Sinsheimer started with the company as a property manager and most recently held the position of assistant district manager. She is a member of the SSA Young Leaders Group.

Celebrate your achievements!

Did you or someone in your organization get a promotion? Did you hire someone spectacular? Did you or your company receive an award?

BusinessWoman magazine would love to let the world know!

Upload your picture(s) and information at: businesswomanpa.com/career-moves-achievements Email your announcements of career advancements and professional new hires to crupp@onlinepub.com. Photos should be saved as a tiff, jpeg, pdf or eps at 300 dpi.

Mail to: BUSINESSWOMAN, 3912 Abel Drive, Columbia, PA 17512. Photos sent through mail will not be returned. Please – no duplicate releases.

facebook.com/bwmagazine

Marketing and Your Business You need to get your product or service in the hands of potential consumers. Marketing does that, and it includes sales, public relations, pricing, packaging, and distribution.

Connections

We’ll gather fresh information on marketing strategies, and bring them to you once a month in an easy-to-read e-newsletter called The Fresh Press.

We won’t spam you with offers. That’s not what this newsletter is. Look for an email from The Fresh Press in your inbox or go to www.BusinessWomanPA.com and sign up to receive this FREE newsletter.

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~ June 2017 | BUSINESSWoman

Meet and

Greet

American Business Women’s Association (ABWA) Camelot Chapter 6 p.m.

3rd Monday of the month Radisson Hotel Harrisburg, Camp Hill Marianne Troy, President 717.802.5622 mariannetroy@gmail.com www.abwacamelot.com Lancaster Area Express Network 7:15 – 9 a.m.

3rd Wednesday of the month Lancaster Country Club 1466 New Holland Pike, Lancaster Gail Tomlinson 267.278.6011 tomlinson.gail@comcast.net www.LAEN-ABWA.org Lebanon Valley Chapter 6 p.m.

4th Wednesday of the month Hebron Fire Hall 701 E. Walnut St., Lebanon Penny Donmoyer 717.383.6969 www.abwalebanonpa.com Penn Square Chapter 11:45 a.m. – 1 p.m.

1st Thursday of the month Hamilton Club 106 E. Orange St., Lancaster Laurie Bodisch, president 717.571.8567 lbodisch@fult.com www.abwapennsquare.org

Wheatland – Conestoga Chapter 6 p.m.

1st Tuesday of the month Heritage Hotel 500 Centerville Road, Lancaster Linda Landis, President 717.880.6074 lalandis0114@comcast.net www.abwa-wc.org Yellow Breeches Chapter 6 p.m.

4th Wednesday of the month Comfort Suites 10 S. Hanover St., Carlisle Kerina DeMeester kerina1011@gmail.com Central PA Association for Female Executives (CPAFE) 1st Wednesday of each month Refer to website for the meeting location Lori Zimmerman, President 717.713.7255 info@cpafe.org www.cpafe.org Executive Women International Harrisburg Chapter 5:30 p.m.

3rd Thursday of the month Rotating location Deb Pierson dpierson@piersoncci.com www.ewiharrisburg.org Faith & Business Women Networking 8:15 a.m.

1st Friday of the month York Springs Foursquare Church 400 Main St., York Springs 717.659.9488 or 717.752.6104 FABWomen1@gmail.com

Insurance Professionals of Lancaster County (IPLC) 5:45 p.m.

3rd Tuesday of the month, Sept. – May Heritage Hotel 500 Centerville Road, Lancaster Krista Reed, Treasurer kreed@gunnmowery.com www.internationalinsuranceprofessionals. org/group/117 International Association of Administrative Professionals Capital Region of Pennsylvania LAN Meeting Locations Vary Pam Newbaum, CAP-OM LAN Director pneubaum@pinnaclehealth.org 717.782.5787 www.iaap-harrisburg-pa.org Pennsylvania Public Relations Society 5:30 p.m.

Last Thursday of the month Erin Kanter, President pprshbg@gmail.com www.pprs-hbg.org Shippensburg Women’s Area Networking (SWAN) Noon 1st Wednesday of the month Rotating location Amanda Ridgway, President shipswan@yahoo.com www.facebook.com/shipswan

Women’s Business Center Organization (WBCO) 11:30 a.m. – 1:30 p.m.

2nd Tuesday of the month Sept. through April Alumni Hall – West Campus York College of PA 441 Country Club Road, York Lynne Breil, Executive Director lynne@theprofessionaledgeinc.com Julie Sterner, Administrator jsterner@ycp.edu www.wbcoyork.org Women’s Capital Area Networking (WeCAN) 11:30 a.m. – 1:30 p.m.

3rd Wednesday of the month Radisson Hotel 1150 Camp Hill Bypass, Camp Hill Abeer Allen, President 717.514.4449 info@wecanconnect.org www.wecanconnect.org Women’s Network of York 11:30 a.m.

3rd Tuesday of the month Out Door Country Club 1157 Detwiler Drive, York Lori Detter, President president@wnyork.com www.wnyork.com

Get BusinessWoman delivered right to your door. Subscribe online at BusinessWomanPA.com BUSINESSWomanPA.com

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Connections

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