North Coast Business Journal - January 2009

POSTMASTER: TIMELY MATERIAL. PLEASE EXPEDITE.

Celebrating 15 Years of Service

INSIDE THIS MONTH Happy New Year .........................2

Legal: Adult Children Issues .......5

Retirement: The 46.3% Tax Bracket .........................9 Sales: Setting Business Goals.13

IT: An Ounce of Prevention ...... 15

Taxes: Implications of the Housing Act ......................... 21

www.ncbj.net

FOCUS

“The Business Voice of Erie, Huron, Ottawa, Sandusky and Seneca Counties”

Published and Owned by Schaffner Publications, Inc.

JANUARY 2009 Vol. 15 No. 1

ON

Standard Mail U.S. Postage Paid Tiffin, OH 44883 Permit #88

FIVE COUNTIES

2009 – A Look Ahead from our Area Chambers As we enter the new year, the consumer media are full of all sorts of forecasts for the future – but few have the knowledge and insight to predict what will happen to area businesses and our local economies that depend on their taxes and their employees’ wages.

We decided to put out a call to Executives at the sixteen Chambers of Commerce serving our circulation area of Erie, Huron, Ottawa, Sandusky and Seneca counties – to get their “grass roots” opinions. At press time, we had not heard back from all of them, but would like to share with you the thoughts of those who responded.

Jeffrey H. Bryden, Editor Erie County Chamber of Commerce The Erie County Chamber of Commerce looks into 2009 with concerns about the area economy.

We’ll know more specifically when we host noted economist, Dr. Ken Mayland, for his annual Economic Outlook Presentation to the Erie County Chamber in early February. But, now is the time when those businesses who support their local chambers must utilize them more than ever. The area’s chambers of commerce, including the Erie County Chamber of Commerce, are a tool that can make and save a business money, simply by that business utilizing the services and programs available to them through their chamber.

In the case of the Erie County Chamber, our group programs for workers’ compensation, long distance telephone services, and medical insurance are tools on the savings side. Our programs, such as Business After Hours, seminars, and promotional opportunities provide a business several ways to get their name in front of people. We urge local businesses to explore their local chamber’s programs and services, and use them to the maximum.

Continued on page 3...

We’re a proud member of the following: Bellevue Area Chamber of Commerce

Elmore Chamber of Commerce

Chamber of Commerce Erie County Chamber of Sandusky County of Commerce

Fostoria Area Chamber of Commerce Genoa Chamber of Commerce

Huron Chamber of Commerce

Milan Chamber of Commerce

Put-in-Bay Chamber Oak Harbor Area of Commerce Chamber of Commerce

Vermilion Chamber of Commerce

Marblehead Peninsula Norwalk - Huron County Tiffin Area Chamber Willard Area Chamber Port Clinton Area Chamber of Commerce Chamber of Commerce Chamber of Commerce of Commerce of Commerce

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January 2009

North Coast Business Journal

Commentary Happy New Year to You – and to our Chambers of Commerce!

By Jeffrey H. Bryden Editor As we begin a new year of publishing for the North Coast Business Journal, we’re well into our teenage years – we’ve just turned 15 years old!

Pretty soon we’ll be asking for the car keys!

A new year is always a good time, personally and professionally, to reflect on the past and to make plans and resolutions for the future. As we look back at last year, a year of editorially visiting and focusing on every major city in our five counties, there was one thing that seemed to stand out on a consistent basis – it was the leadership and dynamics of our area’s Chambers

“The Business Voice of Erie, Huron, Ottawa, Sandusky and Seneca Counties”

205 S.E. Catawba Road, Suite G, Port Clinton, Ohio 43452 419-734-4838 • Fax 419-734-5382 Publisher Editor Director of Sales Creative Services Manager Accounting Manager Layout & Graphic Design Circulation Manager

JOHN SCHAFFNER JEFFREY H. BRYDEN jbryden@ncbj.net DAVE KAHLER dkahler@ncbj.net HEIDI RIFE hrife@ncbj.net CINDY CONSTIEN cindy@thebeacon.net JENNIFER DAUBEL jdaubel@thebeacon.net BRUCE DINSE

North Coast Business Journal is owned and published monthly by Schaffner Publications, Inc., and is mailed free to chamber of commerce members in a five-county area: Erie, Huron, Ottawa, Sandusky, and Seneca counties.

The editorial deadline is the 25th of each month, with the advertising deadline the end of each month. No part of this publication may be reproduced or transmitted in any form without the expressed, written consent of the Publishers.

We welcome submissions from readers in the form of letters, articles or photographs, although we reserve the right to edit and condense any articles submitted. Submissions should be sent to the editor at the above address. Include a stamped, self-addressed envelope if you would like an item returned. We prefer material (copy & photos) to be submitted electronically.

www.ncbj.net of Commerce.

In virtually every city our paper visited, the local Chamber served as our “home base,” providing us insight and introductions into the c o m m u n i t y ’ s infrastructure and, in many cases, hosting our editorial planning meeting with local business, education, government and

healthcare leaders.

It was interesting and rewarding to see not only how enthusiastic these Chamber executives were about their city’s history and its economic opportunities (both retail and industrial), but also how knowledgeable they were about “who to see,” or “who’s the expert,” or “where to go,” for information on any particular question tossed at them.

So, as we were discussing the focus of this January issue, we decided to ask the leadership of the sixteen chambers in our five-county circulation area to share their thoughts about last year and the year ahead. You’ll find their insight in the pages that follow.

We continue to find the North Coast Business Journal’s membership in local Chambers to be one of the key reasons for our paper’s continued success – in fostering our ability to gather the news and deliver the news of businesses and of

economic development in the five counties we serve.

If you received this issue of the NCBJ in the mail, it’s because of your local Chamber membership.

Our membership in sixteen area chambers allows us to mail you your copy free of charge each month – yet another benefit you get from belonging to your Chamber.

In the coming issues of the NCBJ, we’ll be re-visiting all of these new and old Chamber friends as we take the North Coast Business Journal on the road again with city-by-city focused editorial. If you have a story about yourself or your business that would be of interest to our business readers, let us know -- here at the Journal or contact your local Chamber executive and let them relay the news to us. If the news is timely, let’s hear about it right away! If the news is closely linked to your specific community, you might want to wait to tie it in to your city’s local focus issue. If the new is too self-promoting, though, we’ll be very happy to show you how to convert it into an ad!

Here’s our city/area focus schedule for the coming year: February – Bellevue; March – Fostoria; April – Sandusky County; May – Huron & Vermilion; June – Marblehead and the Islands; July – Milan & Willard; August – Norwalk; September – Port Clinton; October – Sandusky; November – Tiffin; December – Western Ottawa County: Elmore, Genoa and Oak Harbor.

Thanks for your continued support and readership! Best wishes to another great year for all of us.

Six Changes Employees Should Prepare for in a Recession New priorities.

Companies may be re-evaluating their programs and focusing on initiatives that will generate immediate revenue.

Be flexible when you’re asked to take on new projects, and work with your manager to identify initiatives that are most important to the bottomline.

Internal moves. Many companies may be filling open roles internally instead of hiring, so this could be a good time to put feelers out if you’re interested in a different sort of position within your company.

Added responsibility. Employees may be asked to take on additional tasks as companies becoming leaner. Be willing to learn new skills; your firm may offer to subsidize training. Also, identify tasks that can be delegated or put on hold as your duties expand.

More reporting. Managers performing cost/

benefits analyses of specific programs may request more detailed reports on the time and expense associated with your projects. Carefully track expenditures and monitor how your time is allocated so you don’t have to scramble to provide this type of information. Also, proactively provide recommendations that could trim costs or increase a program’s impact.

Pared down perks. Firms looking for ways to reduce budgets may cut down on pricey “extras.”

For example, this year’s holiday party may be a potluck versus a lavish spread. Accept that sacrifices are being made, and try to maintain a positive disposition.

Layoffs. It’s not a prospect anyone likes to think about, but it’s wise to be prepared, especially if your firm is struggling. Increase your networking activities and update your resume so you can launch an immediate job search if necessary.

Regional Business News at www.ncbj.net

North Coast Business Journal

www.ncbj.net

A Look Ahead Continued from cover...

Fostoria Area Chamber of Commerce Dear Chamber Member Investor, Yet again I will say it is hard to believe the end of 2008 is upon us. It has been a year of ups and downs in our community with the announcements of manufacturers leaving our community and exciting announcements of new industry, like POET, and expansions and changes in ownership, like with Norton and SMI Crankshaft.

For the Fostoria Area Chamber of Commerce, 2008 was another strong year for membership.

This year our member retention rate was 97% and we increased our membership by 7%, adding over 15 new members. I am confident this is due to our diligent efforts to provide our members with excellent service as well as a solid return on their investment through our cost savings programs.

We have seen a large increase in the number of members utilizing our workers’ compensation group rating plan and our health care plans. If you have not looked into these benefits, I strongly encourage you to do so. The current economic times are tough and your membership can save you money. We welcome the opportunity to talk with you about these programs. Thank you for your continued support of the Chamber and the Fostoria Community. We look forward to another great year serving you and helping you find business success.

Norwalk-Huron County Chamber of Commerce Plans are nearly final for 2009 at the NorwalkHuron County Chamber of Commerce. We will stay tightly focused on our businesses this year with a lineup of seminars designed to improve our businesses from top to bottom(line). Starting in April we’ll offer all area businesses the opportunity to do a SWOT analysis (strengths, weaknesses, opportunities, threats) on their business, with follow up to help them utilize the information.

Following throughout the year will be seminars on writing and updating Business Plans for all ages of businesses, Internet Marketing, International Business: How to begin, why businesses should and dealing with the issues of Importing/Exporting, and PTAC, government contracting.

The Education Committee is traveling to area schools to see first-hand some of the exciting programs our students have access to. One such program is Norwalk High School’s Project Lead the Way, an engineering program encouraging our students to be innovative. Connecting our students and our businesses is an important step in securing a strong future for our community.

Our first event is the Home & Business Show on February 28th. This one day, affordable show is an outstanding opportunity for our members to showcase their unique qualities and capabilities.

This will be our 8th consecutive show and everyone is invited to attend.

Admission is free,

January 2009

demonstrations go on throughout the day and lunch is available. Along with the show the Program Committee is already working on plans for GOBA, Great Ohio Bicycle Adventure, as Norwalk will be the start & end city for this year’s ride. Along with hosting approximately 2500 cyclists for the weekend we’ll also sponsor a day long street fair to showcase the great history of “wheels� in Huron County.

We’ll continue to search out additional costcutting benefits for our members in 2009. Last year, members utilizing the chamber bulk mail program saved over $13,500.00 while sending out more than 45,000 pieces of mail. Savings like this add up fast for businesses and our member-only benefits are an important part of what the chamber does for our members.

This year we will continue to expand our efforts of the Huron County Visitor’s Bureau starting off with a three day AAA Vacation Expo in Columbus.

We’ll showcase some of our top businesses and attractions from the county and encourage potential visitors to “set their own pace� with visits to Summit Motorsports Park or one of our 6 county museums, spend a day at a number of community festivals, hike or bike our Rails to Trails, stroll along our historical districts, whatever fits their style!

The chamber’s year promises to be a busy one and we can’t wait to get started!

Continued on page 4...

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January 2009

North Coast Business Journal prospective visitors all over the country. Relocation packets also go out to those considering a move to the Huron area.

The monthly Business After Hours provide members with the opportunity to network with other business owners and increase their customer base. And there are terrific advertising opportunities available on our website, www.huron.net, as well as in our full-color monthly newsletter, The Wave.

The Huron Chamber is a charter member of the Business Resource Network, a group of area professionals who have created a website offering assistance to business owners and various educational programs.

No matter what town your business is located in, Chamber membership is a real value.

Oak Harbor Area Chamber of Commerce The Oak Harbor Area Chamber of Commerce is gearing up for the Annual Dinner which will be held January 22, 2009 at 6 pm. This event which is open to our membership will be a time to thank those you have supported the Chamber throughout the year. If you would like to know more about this event, please give the office a call, Without generous major sponsors, support sponsors and our membership, the Chamber would not have been able to offer the community, our awesome five events that are held throughout the year.

With your continued support and encouragement we hope to continue these events for many years.

A Look Ahead Continued from page 3...

Huron Chamber of Commerce The New Year is a time for self-examination and setting goals.

The Huron Chamber of Commerce would like to take this opportunity to thank all of its members for their continued support of our organization and the North Coast Business Journal for spreading the word about Chamber activities and objectives.

We realize that these are tough economic times, which can create a hardship when small businesses are considering whether or not to continue their Chamber membership. Please be aware that we are all in this together and that your membership provides you with many benefits, some that you may not ever be aware of.

First and foremost, Chamber membership is tax deductible as a business expense, not a contribution.

Through the Huron Chamber’s membership in the Northern Ohio Area Chambers of Commerce, members can receive a discount on health insurance, credit cards processing, workman’s comp insurance and package shipping.

Our Huron Chamber also offers its members complimentary use of the group’s bulk mailing permit. It has proven very popular and cost-saving with members.

We strongly promote tourism for the Huron area, answering hundreds of inquiries annually and sending out information on member businesses to

www.ncbj.net

EXCEEDING EXPECTATIONS THROUGH EXCEPTIONAL SERVICE.

The Chamber is also in need of volunteers for these events. Many hands make light work and we also enjoy many memories and share lots of laughs while planning. Please give the Chamber a call at 419-898-0479, if you would like to help.

Five Major Events: Easter Egg Hunt, July 4th Fireworks, Golf Outing, Apple Festival, Olde Fashioned Christmas.

Port Clinton Area Chamber of Commerce President’s Message My name is Laura Schlachter. I am the new President / CEO of the Port Clinton Area Chamber of Commerce. I am extremely honored and excited to be working in such a charming and friendly community. I want to thank everyone for welcoming me to the Chamber!

I have had the pleasure of working for Main Street Port Clinton for the past 2 ½ years as their first Program Manager. During that time, I had the opportunity to work in Port Clinton as we strived to revitalize and rehabilitate our historic downtown.

As President, I am looking forward to my new responsibilities and working in the entire PC community. I intend to utilize my education in city and regional planning and my passion for this community in order to make positive things happen.

I truly hope that my energy and enthusiasm is contagious. I look forward to working with all of you.

Continued on page 6...

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North Coast Business Journal

www.ncbj.net

LEGAL Adult Children Issues in This Economy

BY JEFFREY ROTH, PARTNER, ROTH AND BACON In the year 2008, it started with one or two calls. Soon, I realized there was a potential serious issue. The issue was actually the personal or economic problems of your children.

Parents were letting me know that their adult children had economic concerns and were wondering what they (the parent) should do. I had no magic answer for that but I did let them know that they needed to review their trust or estate to prevent their assets from suddenly going to creditors of the child if the parent were to die. Here are a few examples of the situation that can develop.

DIVORCE Your son or daughter calls and states that things are not going well and that they may file for divorce in the near future. If you die and leave anything to your child shortly before the divorce then your assets could be counted in the child’s assets. This happened several years ago. I rewrote the trust leaving the child out of the final distribution. Sure enough, the father died and the daughter in law tried to get to the assets. By preplanning, the assets were protected and eventually got to the son’s family.

ILLNESS This is the hardest one to explain. The case is when the adult child has a serious long term illness. It is anticipated that the child will have large medical bills. If they run out of funds then they may apply for government assistance. In either event, if the parent dies and a large amount of money would pass on the death of the parent, it would immediately go to the payment of medical bills and not be available for the surviving spouse and grandchildren. Preplanning can provide an alternate distribution that would protect your assets and see that the assets get to your loved ones.

Now for the new 2008 twist.

JOB LOSS Your child is doing well and just bought a large home in a gated community. You receive the call that he or she lost their job and the house is up for sale. It will not take long for the bills to mount. The credit card interest rate triples and the penalties for mortgage nonpayment make home ownership out of the question with no possibility of sale in sight. If the parent dies, the inheritance is immediately available for all of the excessive charges that have accumulated. Bypassing the child will eliminate the loss of your estate for payment of excessive debts.

REAL ESTATE This has several scenarios.

1. Your child called a couple of years ago and proudly announced that he was able to get a 95% loan on a new home that they could never have purchased otherwise. The interest rate was great and only adjusted every three years. You know the rest of the story.

The rate increased and your child could no longer afford the payments. At this point many children just quit paying.

Sometimes the bank will string the children along and let the debt grow with “interest only” payments that will also soon be unable to be paid.

2. Your child bought a house at a great price and even got a fixed rate loan. Then, the bank offered an equity loan with a large amount of available credit and a check book. All your child had to do was use the checking account for his everyday needs. Along came a new car and the family vacation. It was so easy and the payments in the beginning were small. What a great piggy bank. With every check came a larger payment.

Soon the limit was reached and the payments were equal to the first mortgage payments.

3. The children hear from the infomercial that they can buy a house for no money down, fix it up and double their money. The bank helped with the plan and they are on their way to a fortune.

The expenses are more then they anticipated but they would sell the house in six months and get their money back with a great profit. They may even quit their day job it was going to be so lucrative. You also know the last chapter of this story. The children still own the house and the mortgage payment has taken all of their other available

January 2009

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assets. One child went into this venture with a partner. The partner moved to Nevada and the bank is calling the child to make the monthly payments. Since the loan was personally signed, the bank is looking only to your son. Even if the son can sell the house, they cannot find the partner whose name is on the deed. The legal cost and time to get a clear deed will add months and money to the problem.

All of the above have happened this year and will continue to happen. Even though this is your adult child’s problem, if you pass away your estate could be available for payment without any control mechanism in place.

BANKRUPCTY Your child has done everything right and started his own business. You are so proud of his accomplishments. Then comes the call that with all that is going on with the economy, sales have slowed. Normally this call comes long after the problem could have been solved. He is so far behind that bankruptcy is the only answer to clearing all of the old debt.

If you die shortly before he files, his share of your estate is immediately available for payment of all of the worthless debt.

Legal continued on page 12

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January 2009

North Coast Business Journal benefits of membership log onto the Chamber Web site at www.scchamber.org.

The Chamber’s Annual Dinner will be held on January 29, 2009 at Terra State Community College in Fremont. During the program the leadership of the Chamber of Commerce will be passed on from current Chairman of the Board Dr. Marsha Bordner, Terra State Community College, to Mr. Rick Egbert, Carbo Forge, as the incoming Chairman. Highlights of the evening will be the Chamber’s recognition of the Member of Year Awards and the communitywide awards including Citizen of the Year, Distinguished Service, Clark Ambassador and the Athena Award being sponsored by Memorial Hospital. Registration begins at 6 p.m. with the dinner program beginning at 6:30 p.m. Registration is $35 per person and reservations are due by January 19, 2009.

During the first quarter of the year the Chamber will be asking all businesses in Sandusky County to become part of a new Sandusky County Business & Industrial Guide. The Chamber traditionally has updated this publication and made it available for sale to anyone interested in marketing to businesses in the county. The new version will require all participating businesses to log onto the Chamber web site to enter their information. Once the data has been entered the guide will be downloadable via purchasing it from the site. This new data collection process will allow for the publication to be current at all times, as the participating businesses will control updating their information.

A Look Ahead Continued from page 4...

Over the last several weeks, I have been hard at work learning the operations of the Chamber so that I can better serve the Port Clinton community.

The Chamber will continue to plan, develop, implement, and support programs designed to improve the economic and business climate of the greater Port Clinton area.

Through the Chamber, we will be able to accomplish what no one individual can do alone.

The strength of the PCACC lies in attracting a greater number of members, thus creating a pool of resources from which to draw ideas, energy, and financial support.

We are in the best position in the community to make positive and amazing things happen. But, we need your involvement and input. I challenge and encourage you to help us continue to make a difference in the Port Clinton community. If you are not already a member, please join. We need you!

Sandusky County Chamber of Commerce 2009 Preview from Chamber of Commerce of Sandusky County The Chamber of Commerce of Sandusky County is preparing for a number of exciting things for the New Year. The Chamber Board of Trustees and Staff are working on plans for the Annual Dinner, launching of a new Sandusky County Business & Industrial Directory, and the second annual “Best of Sandusky County Pizza Challenge” event. To help you learn about the many services and

www.ncbj.net The Second Annual “Best of Sandusky County ~ Pizza Challenge 2009” is once again being organized by the Chamber Foundation of Sandusky County to raise funds for student scholarships. The event, co-chaired by Barb Mason, Elmwood Assisted Living, and Bill Baker, Baker & Bonnigson Reality & Auctioneering, is going to be held on Sunday, April 19 from noon to 3 p.m. at the Sandusky County Fairgrounds. All pizza vendors in Sandusky County are invited to be part of this years’ event to try to earn the title of being the “Best of Sandusky County” for 2009. The vendors will compete for the People’s Choice Award, the blind Quality Taste Award and a Celebrity Choice Award. Plus this year, a special team of youth will be taking part as judges to select the Kids Choice Award. Interested vendors should contact the Chamber before the end of January by calling 419-332-1591.

As a membership based organization the Chamber is always recruiting new members. In 2009 the Chamber will continue the $25 Gift Card rewards for members who refer a new member. Plus, the Chamber is encouraging all members to make the most out of their dues investment by participating in the many activities that promote your business beyond the face value of the dues investment.

The Chamber of Commerce of Sandusky County has proudly served the Sandusky County business community since 1946. For membership benefit information and for a complete membership directory log onto www.scchamber.org. The Chamber hours in 2009 will be Monday through Thursday, 8:30 – 4:30 p.m.

Mercy Hospital of Willard Announces The Sleep Disorders Center Open House Mercy Hospital of Willard announces the addition of The Sleep Disorders Center to the many services offered by the hospital. The public is invited to an Open House celebration on Tuesday, January 27, 2009 from 5:00 p.m. – 7:00 p.m. to discuss sleep disorders, treatments and ask questions about sleep. The Sleep Disorders Center is located at 830 Maplewood Avenue, Willard, Ohio. Visitors will learn more about the importance of sleep and how to determine if they should talk to their physician about a sleep diagnostic study.

“The Sleep Disorders Center offers spacious bedrooms with recliners and televisions, a living room, and a kitchen stocked with beverages and snacks,” said Lynn Detterman, Interim President and CEO of Mercy Hospital of Willard. “We have attempted to make the environment of The Sleep Centers Disorder as close to a home-like atmosphere as possible.”

According to a recent National Sleep Foundation poll, more than 70 percent of American adults say

they experience frequent sleep problems. While such problems and the resulting sleep loss are often due to poor sleep habits and stress, they can also be caused by undiagnosed sleep disorders including sleep apnea, restless legs syndrome, and narcolepsy that can be treated by a physician or sleep specialist.

To get a good night’s sleep remember to avoid drinking alcohol or caffeinated beverages in the evening; drink less fluids before going to sleep; exercise regularly, but preferably not right before bedtime; avoid heavy meals close to bedtime; try a relaxing routine, like soaking in hot water (a hot tub or bath) before bedtime; and establish a regular bedtime and wake-time schedule.

To learn more about the benefits of adequate sleep, the serious health and safety consequences of sleep disturbances and sleep disorders, and ways to ensure a good night’s sleep, visit The Sleep Disorders Center on January 27 and talk to a sleep specialist, or make an appointment with your

physician to discuss your concerns.

Mercy Hospital of Willard is a community hospital committed to providing excellent health care services to its patients and families. Area residents benefit from excellence in personalized inpatient, outpatient, and emergency care. As a member of Mercy Health Partners, Mercy Willard is linked to a comprehensive range of primary and critical care health services including Life Flight. Mercy Health Partners is a not-for-profit health system in Northwest Ohio dedicated to improving the health of people in its communities with emphasis on its 150-year mission of caring for all in need. Mercy is composed of St. Vincent Mercy Medical Center, St. Charles Mercy Hospital, St. Anne Mercy Hospital, Mercy Children’s, Hospital, Mercy Hospital of Tiffin, Mercy Hospital of Willard, Mercy Hospital of Defiance, St. Vincent & University Medical Center Life Flight, and Mercy College of Northwest Ohio. Please visit mercyweb.org for additional information regarding Mercy Health Partners.

Coming in February: Focus on Bellevue

www.ncbj.net

Northcoast Jobs Connection January Schedule for Ottawa County

North Coast Business Journal

January 2009

7

Choose Family Practice Physicians who Believe in Mercy Hospital of Willard.

Bill Back, MD*

The Northcoast Jobs Connection Job Stores and the Seneca One Stop offer numerous services and resources for job seekers and employers. Seminars are free and open to anyone in the community. The seminars are also available to be customized for employers and delivered on site.

Willard Medical Center 419-933-2811

Evillo M. Domingo, MD* Mercy Family Practice 419-896-3844

The area seminar dates in January are: At the Ottawa County Community Resource Centre, 8043 W. SR. 163, Oak Harbor Jan. 15 – 8:30 a.m. to 3 p.m. – “Get a Job or a Better Job, POD.” Learn how to prepare for and conduct a successful job search. This session includes a review of unemployment services provided by the state, information about other community resources and a free lunch.

David A. Jump, DO* Willard Area Medical Associates 419-935-6761

James E. Rosso, MD*

Jan. 22 – 8:30 a.m. to 3 p.m. – “Resume Writing Assistance.” Work one-on-one with a specialist and produce a good resume before you leave. By appointment only through the Job Store.

Jan. 23 – 9 a.m. to noon – “Stop Thinking Like an Employee, Think Like a Boss.” Discuss the employer side of hiring and retaining good employees.

Jan. 29 – 8:30 a.m. to 3 p.m. – “Resume Writing Assistance.” Work one-on-one with a specialist and produce a good resume before you leave. By appointment only through the Job Store.

Job Store officials are asking that people who are interested in these workshops should register by emailing Carol Guice at cguice@terra.edu or by calling her at 419307-1189.

For more information on the Job Stores, log onto www. northcoastjobs.org. Or in Ottawa County, call the Job Store at 800-665-1677 or 419-898-3688, ext. 270 or call Denise Ventrone at 419-898-6242 at the Community Improvement Corporation.

The Northcoast Jobs Connection One-Stop System is a collaboration of 22 partners in Erie, Huron, Ottawa, Sandusky and Seneca counties and is partially funded by those organizations. Terra Community College contracts with the Department of Job and Family Services to provide the services of the Job Store. It is located at 8043 W. State Route 163, Oak Harbor and is open 8 a.m. to 5 p.m. on Mondays, Wednesdays and Fridays and from 8 a.m. to 6 p.m. on Tuesdays and Thursdays. All basic services are free of charge.

Willard Medical Center 419-933-2811

Robert W. Secor, MD* Willard Medical Center 419-933-2811

Jeffrey E. Sizemore, DO* Willard Area Medical Associates 419-935-6761

not pictured

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8

January 2009

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Main Street Port Clinton Update

By Laura Schlachter, Program Manager Main Street Port Clinton has some wonderful and exciting news! First, we are thrilled about our new relationship with the Port Clinton Area Chamber of Commerce. Come and visit us at our new home at 110 Madison Street.

Main Street Port Clinton is pleased to announce the creation of an Architectural Treasure Hunt for downtown Port Clinton.

The Architectural Treasure Hunt is a creative and fun way to showcase downtown Port Clinton’s architectural character and charm. MSPC hopes that the Architectural Treasure Hunt will make people excited and passionate about the history of our community. Correct entries will be entered into a drawing for a television which will be raffled off at the Main Street Port Clinton Walleye Festival over Memorial Day weekend. Special thanks to the Ottawa County Community Foundation for support of this project. Stop by the Chamber and pick up your treasure hunt today!

The City of Port Clinton and Main Street Port Clinton have received a $15,000 grant from the

Ohio Department of Development for the Tier 1 Community Development Block Grant for downtown planning activities. The $15,000 matching grant will be used to create a downtown development and streetscape plan and market analysis. In early December, the City and MSPC began working with Kinzelman Kline Gossman (KKG), the planning consultant for these projects. The tasks ahead will be creating focus groups to see how best to improve the looks of downtown and what type of businesses to attract. MSPC has committed $13,500 and

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the City has committed $1,500 for completion of these projects.

Heritage Ohio recently announced that MSPC is recipient to a $25,000 matching grant for our Exterior Building Improvement Program for downtown Port Clinton.

Fourteen property owners who are members of Main Street Port Clinton will receive funding for projects that they will complete by March 2010. These projects include exterior painting, window replacement, signage, new awnings and canopies, and roof repair. We are pleased to partner with downtown property owners are we strive to revitalize and rehabilitate downtown Port Clinton.

Guiding us into the New Year is your Main Street Port Clinton Board of Directors. They

have been voted on by the membership. The officers are Mary Snyder with Mary’s Blossom Shoppe, President; Dr. Tom Rowe with Harbor Light Health Care, Past-President; John Madison with The Frederick Agency, Vice-President; Dawn Zink with Zink Calls, Treasurer; and Rich Gillum with Kocher and Gillum, Secretary. Other Board Members include John Bennett with Second Street Diner; Jim Jachimiak with Kalahari Resort and Convention Center; Liz Skrinak with Merrill Lynch; Tom Brown with NOMMA; and Paul Rothschild with Split Winds Gallery. Ex-Officio Board members include Duane Myers with the Ottawa County Visitors Bureau; Mayor Tester representing the City of Port Clinton; and Jeff Morgan representing Port Clinton City Council.

We must come together with community pride to promote and revitalize our historic downtown.

It takes an entire community working together, not just one person or a small group of individuals.

Statistics show that a vibrant central business district will resonate throughout the entire Port Clinton area. Most businesses located in a historic downtown are family-owned and operated. When you shop local you are affecting the lives of families and neighbors right here from Ottawa County. For every dollar invested in the downtown district, nearly eight dollars of additional revenue is generated in our community.

Main Street Port Clinton asks that you make a commitment to the future of our City by volunteering and making a difference. We need you! Please contact MSPC at 419/734-7600 or email historicpc@portclinton.org.

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RETIREMENT

January 2009

9

now, it’s not too complicated.

Here’s where the real fun begins. If the taxpayers’ combined income is over $44,000 ($34,000 if single), the taxable amount of Social Security equals: the lesser of (1) 85% of the benefit, or (2) the sum of 85% of combined income over $44,000 ($34,000 if single) plus the lesser of $6,000 ($4,500 if single) or the amount of Social Security taxable under the old rules. Nobody ever said new tax laws created tax simplification.

Here’s how we come up with that 46.3% bracket. In order to illustrate an increase in the marginal tax, you have to compute taxable income. Taxable income, as we all know, is net of allowable deductions and exemptions. The standard deduction (that many retired people claim), personal exemptions and the tax brackets are all adjusted annually for inflation.

Assume Hank is over 65, files single, utilizes the standard deduction, and has total 2008 adjusted gross income (exclusive of Social Security benefits) of $39,000 and receives $21,900 in Social Security benefits. That makes his income $49,950 (39,000 + (21,900 x .5)). He exceeds the threshold, so taxable Social Security equals the lesser of (1) $18,615 (85% of $21,900), or (2) the sum of $13,558 (($49,950 - $34,000) x 85%) and $4,500. Since $18,058 is less than $18,615 the taxable amount of his Social Security benefits equals $18,058.

That makes his final adjusted gross income $57,058 ($39,000 plus $18,058). After he takes his 2008 standard deduction of $6,800 ($5,450 + $1,350 for age 65 or over) and a personal exemption of $3,500, his taxable income is $46,758. That puts him in the 25% marginal tax bracket. If Hank’s income goes up by $10 of taxable income he will pay $2.50 in taxes on that $10 plus $2.13 in tax on the additional $8.50 of Social Security benefits that will become taxable. Combine $2.50 and $2.13 and you get $4.63 or a 46.3% tax on a $10 swing in taxable income. Bingo...a 46.3% marginal bracket.

Check with your financial planner or tax advisor about how changes in your investments and income can affect your overall tax picture.

This material was prepared by Raymond James for use by Douglas Gildenmeister, Senior Vice President, Investments of Raymond James & Associates, Member New York Stock Exchange/SIPC.

AND ESTATE PLANNING THE 46.3% MARGINAL BRACKET Douglas Gildenmeister, Senior Vice President, Investments Retirement Plan Consultant The Gildenmeister Wealth Management Group of Raymond James & Associates, Inc.

Despite recent legislation aimed at decreasing the tax burden on individuals, the top marginal tax bracket for many retirees is a whopping 46.3%. Why? Because Social Security benefits are subject to income tax.

Those affected are Social Security recipients who have the good fortune (misfortune?) to be subject to both the 25% income tax bracket and the 85% inclusion rate for Social Security benefits.

Here’s how it works. First, you must understand how Social Security benefits are taxed. The income tax formula begins with the calculation of combined income. For all practical purposes, combined income equals adjusted gross income (not including Social Security), plus municipal income, plus one half of the taxpayer’s Social Security benefit.

So far, so good. If a married couple’s income is under $32,000 ($25,000 for a single taxpayer), Social Security benefits are not taxable. If combined income is between $32,000 and $44,000 (or $25,000 and $34,000 for a single person), the taxable amount of Social Security equals the lesser of one half of Social Security benefits or one half of the difference between combined income and $32,000 ($25,000 if single). Up until F I S H E R - T I T U S

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And we thank you — our community members — for choosing Fisher-Titus Medical Center as your health-care provider.

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10 January 2009

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Port Clinton Area Chamber - Downtown Committee

By Carol Morgan, Chair The Downtown Business Committee is comprised of downtown business owners and people who want to see the downtown prosper and grow. We meet the first Thursday of every month (except for January, it is held on the second Thursday) at the Port Clinton Chamber office at noon. We encourage everyone to come with brown bag lunch and ideas or comments.

Some of the projects we do or sponsor are: Beautification Committee – planting and maintaining flower beds around the downtown trees. This past October, Greg Scalf from the Port Clinton High School gathered 32 students to help us clean liter from the downtown streets, alleys and pier.

Port Clinton Arts Council – it was due to our wanting to purchase a bronze statue that we helped form what will soon be an independent 501 C3 non profit organization.

Community Halloween Spooktacular – held the Saturday before Halloween at the PC Middle School. We invite our community youth for a fun filled afternoon of games, crafts and wonderful treats. We have volunteers from various

t

organizations that help the children to create wonderful memories of community. We partner with the school system and city for this event.

Gift of Lights – this project started 3 years ago as a way of decorating the town and helping non profit organizations. This year 20 trees light up the boulevard on the first block of Adams Street. Trees are purchased by local organizations and businesses and decorated.

You can vote for the tree you like best for only $1 a vote and the money raised goes to a local non profit. The winning tree gets to select what organization will receive the following year’s money. We partner with the school system and the city for this event.

This year we brought back the Wishing Well.

Certificates were passed out by participating downtown businesses. After Purchaser’s received 5 stickers from 5 different businesses they were able to redeem the certificate at the Chamber for a $10 gift certificate to use at participating businesses. Neidecker Leveck Funeral Home was gracious by donating $10 for every gift certificate. It was amazing how fast the certificates where getting filled the very first week end of the event.

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Community Christmas – Held the first Sunday of December. Starting at the Adams Street Gazebo the Holiday gets started with caroling being led by Greg Fox and PC School students. This is the first year for the Lucky You awards that where drawn at the Spooktacular, which allows 4 local children the honor of escorting Santa to the event. After the Christmas tree is lit by the Mayor and the Lucky You award winners, caroling continues at St. John’s Lutheran Church Hall. Cookies, cocoa, caroling, visiting with Santa and a new addition this year is the decorating of a gingerbread house by the community. The house will then be displayed at the PC Chamber office. This is the kick off to a new event for next year, stay turned.

Riverfront Live – Held from May to August, this free concert series was started as a way of getting people downtown. Held every Friday and Saturday evening on the riverfront, local talent is show cased for people of all ages.

For a small organization, we accomplish a lot and would love to have new faces attend the meetings and join us in helping make Port Clinton memories for all!

North Coast Business Journal

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January 2009

We’re Celebrating Great Care!

Memorial Home Health Care has been named one of the top home health care providers in the Country!

IT’S QUITE AN HONOR

to be named to the 2008 HomeCare Elite. This group of providers are rated as the best Medicare-certified home health care providers in the United States.

Only the top 25% of the nation’s home care providers are named to the HomeCare Elite. And Memorial Home Health Care is among this extraordinary group!

The ranking is done based on performance measures in: • Quality Outcomes • Quality Improvement • Financial Performance

It’s All About Caring Memorial Home Health Care is unique. Our nurses, therapists and other health care professionals have a special commitment to the people who depend on them. There is a special relationship between the health care providers and their patients — and a trust that is built on not only the care that is provided, but the sincere compassion that our staff has for each and every patient. And it’s the caring that sets Memorial Home Health Care apart.

Memorial Home Health Care Services Congratulations to the Memorial Home Health Care team and thank you for the extraordinary job you do!

Memorial Home Health Care offers a broad scope of home care services including: • Skilled Nursing Care • Physical, Occupational and Speech Therapy • Home Health Aides • Social Services

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12 January 2009

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CHAMBER CALENDAR Erie County Chamber of Commerce January 14

January 29

New Member Showcase Business After Hours 5:00 p.m.

Lyman Harbor Marina RSVP to 419.625.6421 Annual Meeting & Awards Banquet 5:30 p.m.

Castaway Bay Ballroom.

Fostoria Area Chamber of Commerce January 22

January 29

Fostoria Economic Development Corp.

Chamber Annual Dinner Sponsored by Mennel Milling 5:30 pm St. Wendelin Parish Life Center Community Conversations & Coffee Sponsored by AEP 7:30 am Fostoria Country Club

Marblehead Peninsula Chamber of Commerce January 15

Business After Hours 5 to 7pm Hosted by: Crow’s Nest

February 5

Directors Meeting Otterbein North Shore 7:00 pm (New time)

Norwalk-Huron County Chamber of Commerce January 14

January 15

Membership Committee, 8:00 am, Chamber office Huron Co. Safety Council, 7:30 am, Norwalk High School, RSVP req., Topic: Greening Your Fleet

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Oak Harbor Area Chamber of Commerce January 22

Annual Dinner 6:00 p.m.

Community Market VFW Hall

Sandusky County Chamber of Commerce January 16

Coffee & Contacts, 8-9 a.m. reservation required.

January 29

Annual Dinner 6 p.m., Terra State Student Activity Center

Port Clinton Area Chamber of Commerce January 12

Board Meeting 8 am Chamber Offices

Willard Area Chamber of Commerce January 29

January 15

Chamber Workshop “Is Senior Care The New Employer Challenge?”

11:30 – 1 p.m.

Magruder Hospital Conference Room B

January 26

Chamber Foundation Board Meeting Chamber Offices 8:30 am

January 29

Marketing Meeting 9 am Chamber Offices

Annual Meeting American Legion SR 99

Legal continued from page 5 problem could have been solved. He is so far behind that bankruptcy is the only answer to clearing all of the old debt. If you die shortly before he files, his share of your estate is immediately available for payment of all of the worthless debt.

CONCLUSION This is not the complete list. The purpose of this article is to make you aware that your adult child’s problem may still be yours. If there are any red flags of concern you may consider revising your estate plan so that your assets will not be available for his debts. I am not saying that your child gets nothing, but there are ways to protect your assets and see that he or she or their family receive their inheritance after the crisis has passed.

How that is done is the subject of another article but I felt it was important to bring this to your attention. If you are unaware of any problem, you may seek to find out for their protection. With the current state of affairs, this situation will not go away any time soon.

Jeff Roth is a partner with Forrest Bacon and David Bacon of the firm ROTH and BACON with offices in Port Clinton, Upper Sandusky and Marion, Ohio.

Mr. Roth is also licensed and practices in Florida. His practice is limited to wealth strategy planning and elder law in both states. Nothing in this article is intended for, nor should be relied upon as individual legal advice.

The purpose of this article is to help educate the public on concepts of law as they pertain to estate and business planning. Jeff Roth can be reached at ohiofloridatrust@aol.com (telephone: 419-732-9994) copyright@Jeffrey P. Roth 2009.

North Coast Business Journal

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SALES Setting Business Goals

By Roger Bostdorff A new year has just started. This is an ideal time to look at 2008 and review what went right and what could have gone better for your organization. What better time than now to have you and your management team set your 2009 Business Goals? Why would you set Business Goals for your company? You will do the best you can and let the chips fall where they may. You have been doing it this way and there is no need to make any change.

Am I summarizing some of your current thoughts?

If your results for 2008 are not where you think they should have been, maybe setting goals for 2009 will help. If you are happy as to where you are projecting your finish in 2008, don’t you ask yourself if they could have been even better if you and your team had set Business Goals? For an organization to achieve their long term objectives, setting annual Business Goals is a must, especially in the economy we are challenged with currently. However, setting those

goals is only the first step.

I am sure that you have all heard the saying that if you don’t know where you are going, then any road will do. I am suggesting that the same is true for business. By having you and your management team set Business Goals, you now have a target to shoot at.

These goals/objectives certainly should include revenue but they can and should include much more.

Growth in Market Share, Improved Customer Satisfaction, Reduction in Accounts Receivable Days Outstanding, Increased Safety on the Plant Floor, Productivity Growth/Employee, and improvement in Employee Morale are just some of the areas that goals/ objectives can be set for the upcoming year.

Setting goals and objectives for an organization need to be done with the management team not just by the owner or President. The reason that this is important is because the 2nd step after creating these goals is to set a game plan in place to achieve these goals.

Everyone needs to have buy-in here to increase the odds of success. This also is the only way you get ACCOUNTABILITY!! Once the goals are set, they need to be broken down by unit and communicated to the individuals on the various teams (e.g. sales, production, HR, etc.). I have asked Presidents of companies if they have set goals for this year. I usually get a yes. However, when I ask if these goals have been shared and broken down by unit I usually get the “deer in the headlights stare.” By communicating these goals and breaking them down by unit and even individual you change the game. When an employee understands what he/

January 2009

13

she needs to do and why it is important towards the company’s objective, a major shift occurs. You take an employee with an employee’s attitude and change him/her to a teammate. This is an altogether different attitude.

Set Goals, and create a game plan to achieve these goals? We all know we should do this but who has the time. We don’t have time to drain the swamp we are too busy shooting alligators!! I remember an interview on 60 Minutes many years ago with Bob Knight, then the basketball coach for Indiana. The interviewer asked Knight if he was so successful because he wanted to win more than everyone else. Knight’s answer was classic. He said, all college coaches want to win as much as he does. However, not all are willing to pay the price to prepare to win like he does.

Are you and your team willing to pay the price of preparation to win? I guarantee you that your competition is focusing on 2009 and beyond right now!! Can you afford not to?

Roger Bostdorff is the President of B2B Sales Boost. He spent over 30 years with IBM in sales and sales management. B2B Sales Boost is a consulting company helping organizations improve their sales and overall business processes. You can find more about B2B Sales Boost on the web at www.b2bsalesboost.com or calling 419-351-4347. If you would like to receive the B2B Sales Boost Newsletter please send an email to sales@b2bsalesboost.com

14 January 2009

North Coast Business Journal

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Heidelberg Names New President

Huntington brings rich blend of higher education, corporate experience Heidelberg College’s Board of Trustees has announced the appointment of Dr. Robert H. Huntington as its next president following a nationwide search. Huntington, who lives in Medfield, Mass., brings to Heidelberg 15 years of experience in higher education and 25 years of corporate experience, having served in a variety of management roles at Dunkin’ Brands Inc. for more than 21 years. For the past 10 years, he has been a member of the board of trustees at Lasell College in Newton, Mass., serving on several of its major committees.

Heidelberg’s 13th president, Dr. F. Dominic Dottavio, left the college in July to become the president of Tarleton State University in Stephenville, Texas. Dr. James A. Troha, vice president for Student Affairs, is serving as interim president.

A Phi Beta Kappa graduate of Middlebury College, Huntington earned his master’s degree in German literature from Middlebury’s University of Mainz (Germany) program, his MBA degree from Dartmouth’s Tuck School of Business and his Ed.D. degree from the Harvard University Graduate School of Education in higher education administration, planning and social policy.

Huntington, who will assume office on July 1, said he is deeply honored to be appointed Heidelberg’s next president. He and his wife, Susan McCafferty, have visited the campus and the Tiffin community.

“Everyone whom we have met in Tiffin has impressed us in so many ways,” he said. “The spirit and momentum of Heidelberg is inspiring. “I want to thank the Board of Trustees for their confidence in me to succeed Interim President Jim Troha as he continues to lead the institution successfully this year.”

He added that he is enthusiastically looking forward to joining the strong leadership team, faculty, staff, administration and students at Heidelberg. Sondra Libman, chair of Heidelberg’s board, said Huntington emerged as the clear choice of both the search committee and the board, and enjoyed tremendous support from the many members of the Heidelberg community with whom he met.

“His experience with planning, budgeting and fundraising, combined with his fine understanding of the issues facing higher education, impressed all of us. We were as impressed by his warmth, intelligence and understanding of Heidelberg,” Libman said.

Trustee Doug Stephan, who chaired the presidential search committee, noted that the pool of 75 candidates was extremely strong.

The search committee - which included trustees, faculty members, administrators and a student - interviewed nine semifinalists in October and brought three finalists to campus the week of Nov. 10.

“All those we interviewed in October had the qualifications and experience to be our next president,” Stephan said. “Our three finalists were truly outstanding.”

Not only did Huntington impress those on campus, he received high praise from colleagues in higher education. Judith B.

McLaughlin, director of the Harvard Higher Education Program and chair of the Harvard Seminar for New Presidents, was one of the people who nominated Huntington for the Heidelberg presidency. “He has the personal and professional characteristics that make him a strong and caring leader,” McLaughlin said. “Above all, he has a deep, long-standing commitment to higher education, valuing it for all that it has been and can be, and having the vision and leadership to move Heidelberg to the next level of achievement.”

Another of Huntington’s former professors and mentors, Kent J. Chabotar, president and professor of political science at Guilford College, also believes Huntington will make a strong and effective leader at Heidelberg, “I have known Rob for 20 years, ever since he was my student at Harvard. He combines experience in business and higher education in so many areas of critical importance to a college president, including strategic planning, academic leadership, finance and communication.”

During Huntington’s time on the board at Lasell College, he chaired the Academic Affairs committee for eight years and currently chairs the Institutional Advancement committee. He also is a member of the Finance Committee and served on Lasell’s last presidential search committee and its Sesquicentennial Capital Campaign Annual Fund Committee. He has been a teaching fellow, an instructor and a teaching assistant at Harvard, teaching at both the undergraduate and graduate levels.

Additionally, he has served as an alumni career counseling volunteer at Harvard, Dartmouth and Middlebury.

Simultaneously with his work in higher education, Huntington has worked for more than 21 years at Dunkin’ Brands, where he has held numerous positions, including executive roles as vice president for Enterprise Support Services, vice president for Organizational Learning and Development, vice president for Global Integrated Planning and Marketing Effectiveness, vice president for Business Reinvention and Strategic Planning and vice president for Multi-Brand Development.

Huntington also serves on non-profit and philanthropic boards and is currently executive board chair of the Unitarian Universalist Church in Medfield. He and his wife, Dr. Susan M. McCafferty, met during their undergraduate days at Middlebury. She is a licensed clinical psychologist, having earned her doctorate from the Massachusetts School of Professional Psychology, and a licensed attorney with her Juris Doctor Degree from Harvard Law School. Presently, she is not employed outside the home and is engaged in volunteer activities. Their two children, ages 11 and 8, attend the Medfield Public Schools.

Dr. McCafferty has said that she is eager to become involved in the life of both Heidelberg and the Tiffin community.

North Coast Business Journal

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Information Technology An Ounce of Prevention

By Don Knaur

January 2009

15

If you follow the steps outlined above, you will probably have a Happy Computing New Year. On the other hand, if you don’t follow this advice, other Computer Shop owners in the area and I will probably have a very prosperous New Year.

I am always searching for new and interesting article topics. I would appreciate any suggestions you have for topics. Please E-mail these suggestions or requests for information to helpdeskohio@bpsom.com or call me at 419-448-8020 and I will use as many of them as possible.

Don is the CWO (Chief Working Officer) of Help-Desk, Ohio, a complete computer service center, located in Suite A of the Courtlee Interiors’ Building, 2499 W. Market in Tiffin. Don has a degree in Computer Programming from Tiffin University and has been an Information Technology Professional for over 20 years. He started Help-Desk, Ohio in the spring of 1996 and opened his shop in March 2001. Don welcomes calls for advice or information at 419-448-8020.

I believe “An ounce of prevention is worth a pound of cure” is attributed to Ben Franklin in Poor Richard’s Almanac over 200 years ago. That saying is still applicable in today’s computerized world. If you can prevent “Malware,” which includes viruses, spyware and extortionware, from establishing itself on your PC, it will save you several pounds (sterling) worth of cure.

The one thing that all of the most damaging types of “Malware” have in common is that they change the settings in the Windows registry on your PC. This registry file has ultimate control of your PC. It tells Windows which files to use and where to find them. Therefore, once a piece of “Malware” takes control of your registry it has control of your computer.

Unfortunately, PC users in the state of Ohio spend millions of dollars every year to get their registry files repaired or replaced.

Halleluiah! There is now an economical way to protect yourself from these losses. Spybot Search & Destroy 1.6.1.41 Beta is now available and it is Dr. Christopher Emery D.O. is a board FREE! Spybot has been available for years and has been mentioned several times in this column. However, this version has the “Tea Timer” portion certified doctor of family medicine. He joins of the program available. “Tea Timer” is a real time monitor for your Dr. Andrew Bejarano, D.O. and Dr. Keri Registry files. “Real time” means that it is always running in the Ketvertis, M.D. in the NOMS Healthcare background. When a change is made to your Registry files, “Tea Timer” Primary Care office located in Huron, Ohio. immediately warns you of the change and asks you to approve or disallow the change. If you do not allow the change, the Malware is then defeated He is accepting new patients ages newborn and you can continue using your PC. Regrettably, if you allow the change, through geriatric. you will probably be visiting a PC repair shop in the near future.

This new version of Spybot Search & Destroy can be downloaded from Dr. Emery is a native of western Pennsylvania http://www.filehippo.com. As always, I recommend that you download and save the file to a download folder on your PC before you install it. and has served twice in the U.S. Army, enlisted Once you have downloaded the file, I recommend that you check to see as an army medic/laboratory technician and if you have an older version of Spybot on your PC. If you do, it would be then as a captain/physician as part of the advisable to remove it before you install the new version. Checking and Health Professions Scholarship Program. removal can be done by going to the “Add or Remove Programs” section on your “Control Panel,” which can be reached from your “Start” button.

All of the programs, other than Windows, installed on your PC will be Dr. Emery received his B.S. degree in Biology listed alphabetically in this section. If you find it, simply highlight Spybot from Clarion University of Pennsylvania, and Search & Destroy by left clicking on it and then left click on “Remove.” a Doctorate of Osteopathic Medicine from Once you have removed the old version or determined that it was not installed on your PC, you may then install the new version. The the Ohio University College of Osteopathic installation procedure is very simple. Just double left click on the file you Medicine in Athens, OH. His wife, Sandra have downloaded and follow the prompts. I recommend accepting the Weaver-Emery, D.O. is also part of the NOMS default values for all choices that the install program offers you. There is Christopher Emery, D.O. Ch riist stop toph her Emer her E meryy D O one exception- the license option which defaults to don’t accept needs to Healthcare Primary Care team and practices Board Certified in be changed to “Accept.” However, you should also check the last install Osteopathic Family Medicine at the Internal Medicine office in Sandusky. window where the click box says “Finish” to make sure the “Run Tea They have three children.

Timer” box is checked. Once the installation program is complete, Spybot will be started. There is a legal disclaimer box displayed on start-up. It will offer you the opportunity to check a box telling it not to display this Please call 419-433-6117 to schedule an window again. I always check that box. The first time Spybot starts there appointment. will be a second window displayed giving you advice. I usually click on “Next” until it offers the opportunity to start using the program. Just start Spybot and run the “update” option. When the possible updates are found, it displays them with check boxes for each update. Not all of the boxes www.nomsdrs.com will have a check, so I always put a check in the open boxes. Once the update is complete, you will be advised to run the “Immunize” option.

FA M I LY P R A C T I C E That is good advice. To follow it, just left click on the “Immunize” button.

When this action is completed, you then need to click on the “Immunize” 808 S. Main Street, Huron, OH 419-433-6117 tab on the top of the window. Once that action is complete, you have a fully running copy of the program.

NOMS Healthcare Welcomes

Christopher Emery, D.O. to their Primary Care Team

16 January 2009

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North Coast Business Journal

January 2009

17

18 January 2009

North Coast Business Journal

www.ncbj.net

The Small Business Recession Plan “B”: How to Create the Six-Part Contingency Plan That Will Help You Guide Your Business Through the Storm These tough times are uncharted territory for many small business owners. Ed Hess says creating a recession contingency plan will help you navigate this bleak economic period—and still be around to enjoy a sunnier tomorrow.

If you’re a small business owner, your list of worries seems never-ending. For starters, consumer confidence is down and your sales are starting to reflect that reality. And as experts predict a deep recession, it’s doubtful things will start looking up anytime soon. Yes, you’ve been wringing your hands and obsessing over the financial news for months, while simultaneously scrambling to keep your customers happy and your business strong. But action is the best antidote for agonizing, says Ed Hess— and now is the perfect time to create a recession contingency plan that will help you guide your business through any future rough patches.

“Too often, when the economy goes south, a small business owner is paralyzed by anxiety and isn’t able to act quickly enough to save his or her company,” says Hess, Professor of Business Administration and Batten Executive-in-Residence at the Darden School of Business at the University of Virginia and coauthor (with Charles Goetz) of So, You Want to Start a Business? 8 Steps to Take Before Making the Leap (FT Press, September 2008, ISBN: 978-0-13-712667-5, $18.99). “Having a well conceived contingency plan in place gives you peace of mind when trouble hits and enables you to act quickly.”

For small business owners, Hess says, contingency planning is one of the best and most effective preventive actions you can take in a down economy.

“Contingency planning will allow you to make the best possible decisions for your business if things continue to get worse before they get better,” says Hess. “Even if you are an eternal optimist—after all, many of us entrepreneurs are—you’ll be wise to have a contingency plan in place if, say, one of your biggest clients succumbs to the bad economy, or if you have to face the difficult decision of whether or not to lay off an employee.”

If you’re unsure where to start when it comes to crafting your contingency plan, Hess explains the critical elements you’ll want to include: A People Plan. For small business owners, employees are often like family.

That means the most difficult decisions you’ll have to make will probably pertain to them. That said, it’s important that you remain objective when creating the “People” section of your contingency plan: 1. What people assets are critical for you to keep? Why?

2. Who can “afford” a salary cut?

3. Who could undertake more responsibility?

4. Who are your definite keepers?

5. If you had to cut 10 percent of your workforce, what would your severance policy be?

6. How would you treat departing people so as to engender trust, respect, and loyalty of those remaining?

7. How would you implement a people “cut”?

“By answering these questions truthfully and thoroughly, it will be much easier for you to make decisions concerning what to do with your workforce during the slow economy,” says Hess. “Sometimes cutting back on your workforce, at least temporarily, is a necessary evil. Knowing that when you do so you are simply following a plan will help you manage some of the guilt that will come if you have to let someone go or reduce employee pay.”

A Key Customer Plan. It’s likely that your customers are feeling just as much anxiety as you are right now, so it’s best to handle them with kid gloves. Fail to do so and you risk damaging a relationship that will not only help get you through these hard times but which could prove very profitable when things pick back up. Here are a few things to consider when developing the customer section of your contingency plan: 1. Who are your most profitable customers?

2. Who are the most loyal?

3. Who must you keep long-term at all costs?

4. How is the downturn affecting each of your customers?

5. How can you get closer to them?

6. Which customers have pressures of their own that will force them to ask you to cut prices? And how should you respond? Should you extend credit, put them on an agreed-upon payment plan, etc.?

7. What can you do to attract new customers?

“You and your customers are in the same boat,” says Hess. “They face the same struggles as you. In your dealings with them, it’s important that you strike a safe balance between managing their best interests and managing your own. The contingency plan will help you do that and help you make decisions that will allow you to strengthen your customer relationships now. When things pick back up, your customers will remember the way you treated them and will want to do even more business with you.”

A Cost-Cutting Plan. When deciding where you could cut expenses, it’s important to consider what you could do

to cut costs immediately by 10-15 percent.

You should also go through your expenses line by line and consider which expenses are not necessary for your survival. Be sure to involve your employees when creating this section of the plan. Because they are on the front lines every day, they may have a better idea of what can be cut. For example, maybe they’ve noticed that you have an incoming paper supply that could be reduced. You should also include in your plan what to do if the amount you pay to lease office or warehouse space becomes unmanageable.

“Naturally the decision to cut certain expenses will be easier to make than others,” says Hess. “Just remember that now is the time to get back to the basics.

You don’t need lots of bells and whistles to run a successful business, and taking a look at your expenses will help you separate the necessities from the frills.”

A Cash Flow Plan. Cash flow is key to running any small business, and managing yours is never more important than in a tough economic period. That’s why you should include cash flow management in your contingency plan. There are two specific groups to consider: your customers and your vendors. First, think about how you can get delinquent customers to pay up. Talk with your customers and help them set up a payment plan with you so that you know you will be getting paid when you need it most. Also, consider giving a discount to those customers who agree to pay in cash. You should also think about how you can defer your cash outflows such as payments to vendors. Ask if you can go to a 60- or 90-day payment cycle.

“Keeping up a healthy cash flow is vital during a slow economy,” says Hess. “You might have to have tough conversations with customers who need to pay up or a vendor who you’d like to defer a payment to, but if these conversations help you keep cash in your business when you need it most, they will be worth it.”

A Financial Safety Net Plan. So what do you do when all of your customers have paid up and you’ve extended your payments to vendors, and you are still having cash flow problems? Quite simply, you consider more drastic ways of putting cash into your business. It’s time to fall back on the financial safety net that you’ve created for your company. What will your safety net be? Will you draw on your home equity? Stop taking a salary? Ask friends or family for a cash infusion? Sell off some of the company’s assets? Reduce employee salaries? Apply for a small business loan?

“You don’t want to be making these decisions when you are already in desperate need of cash,” says Hess. “While you are

still in good shape, plan out the first three ways you could immediately increase your cash flow. And do everything to ensure that you are protecting your credit so that if you do need a small business loan you can get one. Make certain to pay your bills on time. Don’t let anything fall through the cracks. If you are having trouble making a payment, let the company or bank know why. If there is a dispute on a payment, get something in writing that says you aren’t to blame. Being turned in to a collection agency will tank your credit score. You absolutely can’t risk it.”

An Exit Plan. There are some situations you simply can’t plan for. You can’t know for sure how your industry will be affected by the down economy. It’s possible that no matter what you do the slow economy will make it too difficult for you to keep your doors open or too difficult for you to navigate on your own.

“The exit plan is the hardest for any small business owner to put together,” says Hess. “No entrepreneur wants to give up on a venture, but sometimes you have to face reality. So, think about what lengths you are willing to go to in order to keep your doors open. If you are open to taking on a partner, what kind of person is going to add the necessary skills to the business to help you keep the doors open? Or if you decide to sell the business, would you want to stay on and keep working for the company or would you want to go your separate ways?

“Of course, keep in mind how long these transitions will take to make,” he adds. “As a small business owner you naturally have a strong attachment to your business.

When you put so much blood, sweat, and tears into your business, it can be difficult to pull the plug at the right time. If you decide what your exit strategy will be before you are experiencing serious problems, you can take your emotions out of the decision-making process and come up with a clear-headed solution that protects your best interests.”

Creating a contingency plan will help you minimize the risk of any surprises that pop up—and they will!—during a slow economy. But keep in mind there are some basic things that you absolutely can’t lose focus on during a recession.

“You should be aggressively going after new customers, marketing your business nonstop, and giving your customers worldclass service,” says Hess. “Yes, these are trying times for small business owners, but the obstacles are not insurmountable.

With the right plan in place, you can create strong, long-lasting relationships with your customers and a business that can weather any storm.”

North Coast Business Journal

www.ncbj.net

January 2009

19

But when it came time to pay the bill, they them for being wealthy, and they just may not discovered something important. They didn’t have show up anymore. In fact, they might start drinking enough money between all of them for even half overseas where the atmosphere is somewhat Thanks to a Norwalk-Huron of the bill! friendlier.

County chamber member for this And that, boys and girls, journalists and college professors, is how our tax system works. The people David R. Kamerschen, Ph.D. enlightening example! who pay the highest taxes get the most benefit Suppose that every day, ten men go out for beer from a tax reduction. Tax them too much, attack and the bill for all ten comes to $100.

If they paid their bill the way we pay our taxes, it would go something like this: The first four men (the poorest) would pay nothing.

The fifth would pay $1.

The sixth would pay $3.

The seventh would pay $7.

The eighth would pay $12.

The ninth would pay $18.

The tenth man (the richest) would pay $59.

So, that’s what they decided to do. The ten men drank in the bar every day and seemed quite happy with the arrangement, until one day, the owner threw them a curve. ‘Since you are all such good customers, he said, ‘I’m going to reduce the cost of your daily beer by $20. Drinks for the ten now cost just $80.

The group still wanted to pay their bill the way we pay our taxes, so the first four men were unaffected.

COMFORT They would still drink for free. But what about the other six men - the paying customers? How could s Accommodates large & they divide the $20 windfall so that everyone claustrophobic patients would get his ‘fair share?’ They realized that $20 s Stereo/CD player with patient divided by six is $3.33. But if they subtracted that headphones from everybody’s share, then the fifth man and the sixth man would each end up being paid to drink s Shorter scan times than Open MRI his beer. So, the bar owner suggested that it would be fair to reduce each man’s bill by roughly the CONVENIENCE same amount, and he proceeded to work out the amounts each should pay. s Easy Scheduling: 8:00am – 4:00pm And so: The fifth man, like the first four, now paid s Mondays & Wednesdays – late nothing (100% savings) appointments until 7:00pm The sixth now paid $2 instead of $3 (33% s 24-hour report turnaround savings).

The seventh now paid $5 instead of $7 (28% savings).

T he eighth now paid $9 instead of $12 (25% savings).

The ninth now paid $14 instead of $18 (22% savings).

The tenth now paid $49 instead of $59 (16% savings). – than any open MRI – than any open MRI – than any open MRI Each of the six was better off than before. And the first four continued to drink for free. But once 30% larger than Open MRIs Scans up to 3x faster Exact detail = better interpretation outside the restaurant the men began to compare 550 lb weight limit their savings. ‘I only got a dollar out of the $20,’ declared the sixth man. He pointed to the tenth man, ‘ but he got $10!’ ‘Yeah, that’s right,’ exclaimed the fifth man. ‘I only saved a dollar, too.

It’s unfair that he got ten times more than I!’ ‘That’s true!!’ shouted the seventh man. ‘Why should he get $10 back when I got only two? The wealthy get all the breaks!’ ‘Wait a minute,’ yelled the first four men in unison. ‘We didn’t get anything at all. The system exploits the poor!’ The nine men surrounded the tenth and beat him 3T ,AWRENCE $RIVE s 4IFlN /HIO up. The next night the tenth man didn’t show up for drinks, so the nine sat down and had beers without him.

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20 January 2009

North Coast Business Journal

Eight Ways to Show Your Employees the Love When You Can’t Show Them the Money Thanks to the struggling economy, many small business owners are putting a freeze on raises and bonuses. But according to Ed Hess and Charles Goetz, that makes it all the more critical to show your appreciation in other ways if you want them to stick around for the long haul.

America may be in one of the longest economic tough periods in recent decades, but if you’re a small business owner, you know that doesn’t mean less work for you. On the contrary, it means there’s much more. You’re hustling to attract more customers, bending over backwards to keep the ones you have, and scrambling to keep up with the day-today tasks that keep the business flowing. If you’re lucky, you don’t have to shoulder this extra work on your own, because you have a team of hard-working employees toiling right alongside you. But here’s the real question: In the (understandable) absence of raises and bonuses, how long can you expect them to stick around?

“Remember: Our economic situation will not always be this bad,” asserts Ed Hess, Professor of Business Administration and Batten Executive-in-Residence at the Darden School of Business at the University of Virginia and coauthor along with Charlie Goetz of the book So, You Want to Start a Business? 8 Steps to Take Before Making the Leap (FT Press, September 2008, ISBN: 978-0-13-712667-5, $18.99).

“Sure, your employees will stay with you while the job market is poor,” he continues. “But if they don’t feel like you’ve treated them well or appreciated their hard work

during the slow economy, they’ll be on to greener pastures when things turn around. That’s why slowdowns like this one are critical times for caring relationship building.”

Many small business owners wrongly assume that employees respond only to money, a belief that’s distressing indeed in these cash-strapped days. In times like this, it is important to go back to basics and remember that employees want the same things owners want: to be appreciated, to be listened to and respected, to have a chance to be all they can be, and to be part of something special.

“Did your second grade teacher make you feel good by paying you money?” says Hess. “No, she gave you a gold star to commemorate your achievement and told you what a great job you did. That principle works in the business world too.

“There are many great ways to keep up employee morale and build loyalty that can cost you very little or even nothing,” adds Goetz, who is a Distinguished Lecturer in Entrepreneurship at Goizueta Business School, Emory University. “You just have to pay attention to your employees’ needs and be creative.”

For example: Say, “Thank you!” It’s so simple, it almost seems silly to mention it, but just telling your employees, “Thank you,” when they’ve done a great job will go a long way. Verbal recognition of the work they do will not only keep their morale up, it will increase the mutual respect that exists between the two of you. As a result, they’ll not only work hard for you, but they’ll stick with you through thick and thin.

“This is such a simple thing to do it’s shameful that more business owners don’t take advantage of it,” says Hess.

“Overworked entrepreneurs sometimes get the attitude that they’re working hard so why shouldn’t their employees? Well, if they don’t feel appreciated, their hearts won’t be in their work, even if they are putting in the face time. A sincere ‘Job well done’ to them is a small price to pay for that extra bit of effort that makes all the difference.”

Give them inexpensive bonuses. While money is tight, you can’t give your employees significant raises or bonuses, but you can show your appreciation with other small, less pricey rewards. A few great options include a gift certificate to a local restaurant or tickets to a show or ball game. Alternately, consider giving them a Friday afternoon off with pay.

“These small thank yous allow you to say to your employees I appreciate you and I care about you as a person,” remarks Hess. “And they show your employees you think of them as more than just a way to make money.”

Provide them with free meals. The quickest way to your employees’ hearts is

www.ncbj.net through their stomachs. Providing a catered lunch once a month or doughnuts in the morning is a great way to keep up employee morale and to say thank you to your employees.

Also don’t forget to take advantage of birthdays and anniversaries. Celebrate each of them with a small party (that includes cake!), and not only will your employees appreciate your recognition of them, but it provides a great opportunity for everyone to get together, mingle, and have an enjoyable time at work.

Award them! You might want to a have a better system than Michael’s “Dundies” on The Office, but coming up with a way to award great work at your business is a fun way to show your employees that you value their hard work.

“Whether it’s a simple blue ribbon they can hang in their cubicle or a framed certificate, present the award in front of all of your employees and tell them exactly why you are giving it,” says Hess. “This provides the employee being awarded some time in the spotlight and gives you an opportunity to reiterate to your employees that quality work is valued at your company.”

Write them a thank you note. Taking the time to write a short thank you note to a hardworking employee is always well worth it. Let the note be a nice surprise for them by putting it in their mailbox at work or by mailing it to their home. And make it specific—”Thank you for staying late last Thursday to work on the Acme presentation” is a lot more powerful than a vague “Thanks for all your hard work!”

“You’ll be surprised by how much these notes are valued by your employees,” says Goetz. “It reminds them that you value the work they do for you. And it reminds you that your employees are a big reason why you are able to keep your business going in these tough economic times.”

Help them improve themselves. Your employees appreciate it when you are willing to invest in their future and help them widen their horizons. You can do this by paying for them to attend a class at a local community college or a seminar that interests them.

“Let your employees decide whether the classes are workrelated or not,” says Hess. “If they are, great! You’ve paid for them to learn skills that will help them do their jobs better.

If they aren’t, that’s great too, because you’ve likely helped them build on areas that will make them feel better about themselves and thus make them happier employees.”

Help them get healthy. Providing your employees with a gym membership can have multiple benefits. It’s another great way for you to say thank you and help them improve their lives, but there are other benefits as well. First of all, you can get a group deal at your local gym so the cost to you won’t be very significant. Secondly, your exercised employees will have more energy that they will expend at work. Finally, their improved health will help you save on health insurance and paid sick days.

Ask them what they’d like to improve about the business. You might be surprised by what you hear. One employee might suggest some new office chairs while another might suggest a new way for processing orders.

Either way they will be changes that will help them do their jobs better. It will make them feel like they have some ownership in your company—plus, it can be hard for an employee to leave when he feels that he has helped build your company into the great business it is.

“But remember, once you’ve asked your employees what they’d like to change, there’s no turning back,” says Goetz.

“You must take their suggestions seriously and show them you value their suggestions by acting on some of them as quickly as possible.”

“Your employees know that times are tough, so it is unlikely that they are going to be screaming ‘Show me the money’ at you,” says Hess. “But when all of this is over, you don’t want them looking back and thinking Man, I really worked hard for my boss when he needed me and not once did he say thank you.

Your employees want to do a great job for you. They want you to care. So show it to them! It’s that simple.”

North Coast Business Journal

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Taxes

A number of terms and conditions must be met for the credit to apply.

The two key rules are that: (1) you (and if married, your spouse) didn’t own a principal residence during the 3-year period before you make the crediteligible home purchase; and (2) you must buy a new principal residence after April 8, 2008, and before July 1, 2009.

The credit for new homebuyers is available in full only if AGI (adjusted gross income, with some modifications for highly specialized income) doesn’t exceed $150,000 if you file a joint return ($75,000 for all other filers). The credit phases out over the $150,000 to $170,000 AGI range for joint filers ($75,000 to $95,000 for all other filers).

In general, you claim the credit on the tax return you file for the year you buy the principal residence.

However, if you buy the home after Dec. 31, 2008, and before July 1, 2009, you have the option of claiming the credit on your 2008 tax return instead of your 2009 tax return.

You’ll have to start paying back the credit over 15 years as an extra tax amount on your Federal returns beginning with the tax return for the second year after the year in which you buy the new home. First-time homebuyers who buy principal residences in 2008, and claim a $7,500 credit, will pay it back (1) starting with the 2010 tax return they file in 2011, and (2) ending with the 2024 tax return they file in 2025, at the rate of $500 per year.

In general, the payback of the credit is accelerated if you sell the principal residence (or stop using the home as your principal residence) before the end of the pay-back period.

Property tax deduction for non-itemizers.

For 2008 only, those who take the standard deduction instead of itemizing deductions may claim an additional standard deduction for State and local property taxes paid (but taxes written off as business deductions don’t count). The deduction is $1,000 for joint return and $500 for all other

Major Tax Implications of the Housing Act

By Jeffrey J. Rosengarten, CPA Payne, Nickles & Company H.R. 3221, the “American Housing Rescue and Foreclosure Prevention Act of 2008”—the Housing Act—was signed into law by the President on July 30, 2008. This sweeping measure was designed to shore up the ailing housing market as well as tighten lending practices and reform financial institutions associated with that market. It also contains a number of tax changes, including tax breaks for homebuyers and homeowners, relaxed requirements for tax-exempt bonds, eased AMT rules, tax changes for businesses, as well as highly specialized changes affecting low-income housing and special investment vehicles called Real Estate Investment Trusts (REITs).

Following is an overview of some of the more widely applicable tax changes in the Housing Act. A tax credit—with a twist— for first-time homebuyers. The new law gives first-time homebuyers a $7,500 tax credit (or, in the unlikely event the home costs less than $75,000, a credit equal to 10% of the home’s purchase price). The top credit amount is $3,750 for married persons filing separate returns. The new credit, like other tax credits, reduces a person’s tax liability on a dollar-for-dollar basis (and if the credit is more than the tax you owe, the difference is paid to you as a tax refund). However, unlike other Federal tax credits (for example, the child credit), the new credit must be paid back to the Government ratably over a period of 15 years. So, as a practical matter, the new credit for first-time homebuyers is the equivalent of an interest-free loan from the Government.

January 2009

21

filers (or actual property tax paid, if that’s less).

Reduced homesale exclusion for some sellers.

After 2008, some homesellers who don’t use their properties as principal residences for their entire ownership period may wind up paying more of a tax bill than they would under current rules (or pay tax when none would be owed currently). The tax break affected is the homesale exclusion, which generally allows up to $250,000 of homesale profit to be tax-free if a home was owned and used by the seller as a principal residence (i.e., main home) for at least 2 of the 5 years before the sale. In general, the tax-free break can only be used once every 2 years. The tax-free profit amount is up to $500,000 for married taxpayers filing jointly for the year of sale if several conditions are met. A reduced maximum exclusion may apply to taxpayers who must sell their principal residence because of health or employment changes (or certain unforeseen circumstances) and as a result (1) fail the 2-out-of-5-year ownership and use rule, or (2) previously used the homesale exclusion within two years.

For sales after 2008, gain potentially eligible for the homesale exclusion will be reduced proportionately for the period of time a home wasn’t used as a principal residence. The prime example is a vacation home that is turned into a principal residence by its owners, but the new rule also can hit individuals who use a property as a main home for a while, rent it out for a period of time, and then move back in. There are, however, a number of exceptions. For starters, pre-2009 periods of non-principal-residence use don’t count, and neither do periods of temporary absence totaling no more than 2 years due to health or employment changes (or certain unforeseen circumstances), or up to 10 years of absence for qualifying members of the military or certain government employees. Finally, non-principalresidence use doesn’t count if it occurs (1) in the five years preceding the sale, but (2) after you permanently stop using the home as a main home.

As you can see, the new rule is quite complex and down the road will cause big headaches for some homesellers unless they’re careful and get an expert’s advice. continued on page 31...

22 January 2009

North Coast Business Journal

www.ncbj.net

Firelands Receives Chest Pain Center Accreditation Firelands Regional Medical Center recently received full Cycle II accreditation status as a Chest Pain Center from the Society of Chest Pain Centers Accreditation Review Committee. The accreditation carries a three-year term. Firelands Regional Medical Center is the only hospital in the area to hold this distinction as a Chest Pain Center. Firelands has held this accreditation since 2005 and its reaccreditation will take it through 2011.

“This accreditation encompasses the care of a patient with chest pain type symptoms from the time of onset at home,” says Bill Turton, Director of

Emergency Services at Firelands Regional Medical Center. “Our EMS departments do assessments on the patient and begin treatment right in the home to reduce further injury to the heart muscle. They then relay these assessments to the Emergency room by radio and send the EKG by cellular system to our ER physicians.

This early recognition sets the rest of the care in motion.”

“This process focuses on breaking down departmental silos and brings us together for the purpose of providing the best cardiac care possible,” adds Tina Ammanniti, Director of Cardiac Services at Firelands Regional

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2 0 0 9 B O W L I N G G R E E N S TAT E U N I V E R S I T Y

Medical Center. “The success of the Chest Pain Accreditation team is the involvement of team members from various departments such as the Emergency Room, Cardiac Cath Lab, Education, Community Outreach and Security that truly make this possible.”

Heart attacks are the leading cause of death in the United States, with 600,000 dying annually of heart disease. More than five million Americans visit hospitals each year with chest pain.

The goal of the Society of Chest Pain Centers is to significantly reduce the mortality rate of these patients by teaching the public to recognize and react to the early symptoms of a possible heart attack, reduce the time that it takes to receive treatment, and increase the accuracy and effectiveness of treatment.

The Chest Pain Center’s protocol driven and systematic approach to patient management allows physicians to reduce time to treatment during the critical early stages of a heart attack, when treatments are most effective, and to better monitor patients when it is not clear whether they are having a coronary event. Such observation helps ensure that a patient is neither sent home too early nor needlessly admitted.

With the rise of Chest Pain Centers came the need to establish standards designed to improve the consistency and quality of care provided to patients.

The Society’s accreditation process insures centers meet or exceed qualityof-care measures in acute cardiac medicine.

The Chest Pain Center at Firelands Regional Medical Center has demonstrated its expertise and commitment to quality patient care by meeting or exceeding a wide set of stringent criteria and by completing on-site evaluations by a review team from the Society of Chest Pain Centers.

The Firelands Chest Pain Center: Is integrated with the local emergency medical system, providing patients with consistency of care and prompt acute cardiac treatment.

Provides patients with quick assessment, diagnosis, and treatment, saving valuable time, when time matters most.

Effectively treats patients with low risk for acute coronary syndrome.

Provides patients with the best trained medical personnel possible, based on national Chest Pain Center requirements.

From cardiac testing through cardiac

rehabilitation, Firelands’ Heart Institute provides a wide spectrum of inpatient and outpatient heart care. Firelands is the only area Medical Center that provides Open Heart surgery, including emergency Open Heart surgeries.

Firelands also provides two state-ofthe-art Cardiac Cath Labs for diagnostic and interventional procedures. A team of vascular surgeons offer minimally invasive and open vascular surgical procedures.

Assisting patients in recovery after a heart attack, the Comprehensive Cardiac Rehabilitation Program at Firelands provides education, rehabilitation and lifestyle changes to prevent future heart attacks.

Firelands Heart Program is ranked as one of the top 100 Heart programs nationally by Thomson Healthcare for superior performance in the treatment of heart attack, heart failure, angioplasty, and heart bypass surgery. Firelands provides patients with the best trained medical personnel possible, based on national Chest Pain Center requirements. Firelands Registered Nurses and cardiovascular technicians have over 92 combined years in heart care.

About the Society of Chest Pain Centers (SCPC) The Society of Chest Pain Centers is a patient centric non-profit international professional organization focused upon improving care for patients with acute coronary syndromes and other related maladies. Established in 1998, the Society is dedicated to patient advocacy and focusing on ischemic heart disease.

Central to its mission is the question, “What is right for the patient?” In answer, the Society promotes protocol based medicine, often delivered through a Chest Pain Center model to address the diagnosis and treatment of acute coronary syndromes, heart failure, and to promote the adoption of process improvement science by healthcare providers. To best fulfill this mission, the Society of Chest Pain Centers provides accreditation to facilities striving for optimum Chest Pain Center care. SCPC is headquartered in Columbus, Ohio.

For more information on the Society of Chest Pain Centers visit www.scpcp. org or contact Robert Lipetz, Executive Director at 614-442-5950 or director@ scpcp.org.

North Coast Business Journal

www.ncbj.net

January 2009

23

Fisher-Titus Patient Experience in Top Ten Percent Fisher-Titus Medical Center is among the nation’s top 10 percent in patient experience, and has received the H e a l t h G r a d e s Outstanding Patient Experience Award™ , according to HealthGrades, the nation’s leading independent health-care ratings organization.

Patrick J. Martin, presi- The designation is based dent of Fisher-Titus on patient survey data collected as part of the federal government’s Hospital Consumer Assessment of Healthcare Providers and Systems, or HCAHPS. The federal HCAHPS initiative gathers patient responses to 27 survey questions related to physician and nurse communication, speed of responsiveness, hospital cleanliness and noise levels, medication information and post-discharge care instructions.

“We are very proud of the care our employees and physicians provide to patients every day and are pleased to be recognized by HealthGrades with the Outstanding Patient Experience Award,” said Patrick J. Martin, president of Fisher-Titus.

To determine the recipients of the HealthGrades Outstanding Patient Experience Award, HealthGrades analyzed HCAHPS survey results released in September for 2,592 hospitals nationwide. Hospitals had to meet bed size, survey size and clinical-quality thresholds to be considered for the award. The award is the first HealthGrades distinction based on patients’ perspective of hospital care.

“The HCAHPS survey is just one tool we use to evaluate the care we provide and to find ways to ensure we are addressing all of our patients’ care needs,” said Martin. “Our scores in the survey, upon which the HealthGrades Award is based, were above the state and national averages for all areas surveyed.”

“HealthGrades Outstanding Patient Experience Award™ reflects Fisher-Titus Medical Center’s • Computer Graphics • Layout and Artwork • Rubber Stamps • Circulars • Envelopes • Résumés • Letters • Notices • Newsletters • Books • Pamphlets • Journals • Catalog Sheets • Sales Bulletins • Letterheads • Business Stationery • Business Forms • Price Lists • Flyers • Business Cards

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strong commitment to providing its patients with a superior level of service, something the entire organization can take pride in,” said HealthGrades Executive Vice President Sarah Loughran.

FTMC also was recognized in October with two HealthGrades 5 Star Ratings for Clinical Excellence Cholestectomy and for Treatment of Respiratory Failure.

24 January 2009

North Coast Business Journal

www.ncbj.net

The Sales Pro’s Bail (Yourself) Out Plan: Eight Strategies for Turning the Slow Economy into a Successful Selling Period If the $700 billion bank bailout and the possible auto industry bailout have you waiting for the government to cast its benevolent eye in your direction, don’t hold your breath. George Ludwig says great salespeople in every industry will do everything they can to bail themselves out of this tough economy.

If you haven’t felt assaulted by bad economic news lately, you live in the woods with no TV, no newspaper, and no Internet service. The stock market has lost trillions. Real estate values and sales have declined at record rates all across the U.S. Layoffs are epidemic, small businesses can’t get loans they need to make ends meet, and retirement 401k’s have plummeted 30 percent on average. And to add insult to injury, banks and automakers have their hands out, imploring Uncle Sam to rescue them from their own incompetence and bad judgment.

If you’re a business professional or salesperson, you may well be wondering: Who’s going to bail me out?

The answer, of course, is “No one.” Not the government, not the new president, not your employer, not your customers. According to George Ludwig, you must use smart, time-tested business and sales strategies to bail yourself out.

“Each and every one of us must do our part to conquer this crisis,” says George Ludwig, author of Power Selling: Seven Strategies for Cracking the Sales Code (Kaplan Publishing, ISBN: 0-7931-8571-8, $19.95). “We must participate in our own rescue by not giving up, by refusing to use the slow economy as an excuse for poor performance, by staying in front of our customers, and by continuing to use proven ‘best practices’ to reach sales success.”

Ludwig compares the current situation to a whitewater rafting trip he took years ago on the Colorado River in the Grand Canyon.

“We were about to head out, and our instructor was giving us last-minute safety lessons,” says Ludwig. “He warned us that if we should capsize he might not be able to get to us immediately and that we had to participate in our own rescue. He told us to be resourceful and do everything we could to save ourselves until he could get to us. And I think that’s what we salespeople must do now. We must participate in our own rescue, be accountable for our actions, and realize there is no point in waiting for the government or anyone else to throw us a lifesaver.”

So how do business and salespeople conquer this crisis and orchestrate their own rescue plan? Here are eight fundamental keys: Put the economy in perspective. The economy has been falling, not failing. It’s down, but it’s down from the biggest economic boom of all time, the biggest housing boom of all time, and the easiest loan requirements of all time. Sure, home sales are down 33 percent, but even with this negative statistic, five million homes will still be sold this year.

“All of this just means the low-hanging fruit of two years ago is a little higher in the tree,” says Ludwig.

“There’s still business in the marketplace—just not as much as a couple of years ago. We’re all going to have to work harder and smarter than ever before, but sales opportunities are still available.”

Replay the crises that you’ve overcome in the past.

Virtually every person and business has conquered at least one crisis. Now’s a good time to reflect on those memories and remember how you came through those crises and found yourself stronger. Remind yourself that tough times never last, but tough people do.

“I always reflect on nearing bankruptcy myself back in 2001 after I started my own business,” says Ludwig.

“After a couple of years of hard work, I was able to bounce back to enjoy success. I think you’ll find that reflecting on a difficult period that you’ve already overcome will give you the confidence you need to conquer the current economic crisis. I truly believe that new growth and more prosperity are just down the road.”

Decide that you will make it through the slow economy.

This economic crisis is like a crucible that provides us an opportunity to do what’s necessary to recast and forge ourselves into something bigger, better, and stronger. We can’t control the events of our lives, but we can control what we decide to think, believe, feel, and do about those events.

“The only way to come out of this crisis triumphant is to make a defiant decision to think and act like you can’t be stopped,” says Ludwig. “Just as your muscles won’t grow stronger without your making the committed decision to push past your comfort zone into harder resistance, you can’t recast yourself in the event of a crisis without making a committed decision to be an unstoppable selling machine during the recession.”

Strengthen your body and your mind. Because fear and worry hijack the mind, one of the best ways to stay healthy and focused during the economic crisis is to strengthen yourself both physically and mentally. Start today on a committed exercise and fitness plan that will not only condition you to feel stronger than ever before, but that will also help you manage the stress and anxiety that you are feeling these days.

Condition your soul through daily meditation, by talking to the Higher Being of your choosing, or by writing down what you’re grateful for. You might also want to consider giving yourself a vacation from all of the bad news in the media every day. Feed your mind pure, powerful, and positive stories and information by reading biographies of people who have triumphed over crisis, by listening to inspirational music, and by watching uplifting movies.

“No matter how bad things are for you or your business right now, rest assured there is someone out there who has it worse than you, who doesn’t know where his next meal is coming from or where he’ll be sleeping on a given night,” says Ludwig. “Take time to reflect on how truly blessed you are. Your positive thinking will attract more good things your way.”

Focus only on your goals. One of the Laws of the Universe is the Law of Attraction. Perhaps you read about it in the recent national bestseller The Secret.

Simply stated, it’s the idea that everything that comes into our life, we’re attracting into our life. And those things are attracted to us by virtue of the images we hold in our minds. Unfortunately, most people spend more time thinking about what they don’t want than what they do want, and then they wonder why what they don’t want keeps winning out. In a down economy, people’s powerful fears about what might happen are even more likely to become self-fulfilling prophecies.

“To keep this from happening to you, write down exactly what you want to accomplish from a sales and business standpoint and then review those goals every day,” says Ludwig. “Connect frequently to all the emotional reasons why you want to achieve those goals.

Write down what it will mean for you and your family.

How will it affect your retirement? Will it help you send your child to college? Will it make a much needed vacation a possibility? Stack the deck with so many

compelling reasons why, that you simply can’t resist achieving your vision. Handling a tough today is much easier if you have an unshakable vision of a bright tomorrow.”

Keep training to get better. If there’s ever a time to keep getting better at what you do, it’s during a down economy. Continuously learning and improving is the only way to be more effective and efficient than ever before and to ensure you are doing everything in your power to out-do your competitors.

“Too often, successful salespeople and managers develop an overconfidence in their abilities and in ‘their way’ to sell or do business,” says Ludwig. “Then they hit some hard times, struggle, and start blaming the economy, when their own failure to keep learning and training is partly to blame for their slow period. When times are tough, salespeople can’t afford a single misstep.

“One of the primary reasons I’m in the training business is because I know from personal experience that virtually any person can improve through effective training,” he adds. “So, start reading a sales book during your lunch break, attend a public sales seminar, or get your company’s salespeople some outstanding training ASAP.” Step up your high-impact sales activity. During a tough economy it becomes mission critical to spend a greater percentage of time performing high-impact sales activities, which involve selling or prospecting to wellqualified ideal buyer types face-to-face or on the telephone. In other words, stop wasting so much time on things that don’t matter.

“Recent research confirms salespeople on average spend only 90 minutes per day in high-impact selling activities,” says Ludwig. “That’s a death rattle in a tough economy. Everyone must prioritize their time and make sure they schedule quality high-impact selling time every day and become more efficient in executing all the other tasks they have to perform.”

Take the modeling-for-success shortcut. One other fundamental for achieving success rapidly in tough and uncertain times is to find a mentor, coach, or colleague who’s achieving the outcomes you desire and model his approach. Or find someone who has experience overcoming past economic crises and ask her what strategies she plans to employ. Spend time with this person so that you can observe the skill sets necessary to achieve success.

“This is simply a shortcut as opposed to the trial and error approach most people take in their pursuit of success,” says Ludwig. “You find someone who is achieving what you want to achieve in these economic times and then model his or her behavior. Just keep reminding yourself, if they can do it, you can do it.”

“As President Obama takes office and we wish him great success helping us rescue the economy, we can’t forget that each and every one of us salespeople is ultimately responsible for our own rescue,” says Ludwig.

“Use the challenges you are facing to energize and motivate you during the slow economy. And remember that if you make it a priority, sales success is possible.

You know the saying, ‘What doesn’t kill you makes you stronger.’ Well, it applies in sales too. If this economic period doesn’t put you out of business, it will make you a stronger and better salesperson.”

North Coast Business Journal

www.ncbj.net

January 2009

25

Genoa Welcomes Opening of “Rayz CafĂŠâ€?

Ray and Jet’s, a Genoa dining outpost for many years, burned down a little over a year ago. Now, built with some of the same bricks used in the previous restaurant, Rayz CafÊ has risen on the same spot on Main Street in downtown Genoa.

The new restaurant features some of the old favorites blended with some new items and themes.

The new cafĂŠ has expanded in size and features and will include an ice cream and pizza parlor.

While the new expanded area (The Parlor) will feature the same menu as the cafĂŠ, it will be more family-oriented. In the spring, owner Ray St.

Marie plans to open a walk-up window out front for ice cream-only customers and also an outdoor patio and bar in the rear of the building.

Funding of the rebuild was provided by loans from the Ottawa County Revolving Loan Fund and Genoa Bank.

A community fund-raiser also brought in $17,000.

General contractor was D&R Enterprises. Zeller Construction and Wojo’s Heating and Air Conditioning were also involved in the project.

St. Marie says he is grateful to the citizens of

Genoa, his former employees, the downtown merchants, and the Genoa Chamber of Commerce for all the support and encouragement given to him throughout the last year.

t On Podiat h g i l t o ry Sp NOMS Healthcare Podiatric Specialists

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Small Business Basics is a two-hour, free seminar that will answer your questions about starting, buying or expanding a small business. This seminar will take the confusion out of your efforts and help you to avoid costly mistakes and unnecessary steps.

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www.nomsdrs.com w The Small Business Development Center Program of Ohio (SBDC) is funded in part through a cooperative agreement with the U.S. Small Business Administration (SBA). The SBDC program is also funded in part by the Ohio Department of Development. All opinions, conclusions recommendations expressed are those of the author(s) and do not necessarily reflect the views of the SBA. Reasonable accommodations for persons with disabilities will be made if requested at least two weeks in advance. Contact the SBDC at Terra Community College, 419.559.2210.

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26 January 2009

North Coast Business Journal

www.ncbj.net

Preventing the Unkindest Cut: Why NOT to Slash Marketing— a Whole New Way to Think About the “M” Word If your CFO is poised to chop your marketing budget, grab his hand. Sharan Jagpal, author of the new book Fusion for Profit, says that’s the worst move your company could make right now. Here, he explains a few steps you should take instead.

When times get tough, companies have a knee-jerk tendency to start slashing & burning. They lay off employees.

They search for cheaper healthcare benefits and eliminate holiday bonuses. They seek ways to reduce overhead and extraneous costs. Sometimes this crude surgery improves the health of the overall organization; sometimes it doesn’t.

But in the thick of all the “bad economy” clear-cutting, there’s one business function that should never get the ax—and yet, it’s all too often the first victim.

Marketing.

That’s right, says Sharan Jagpal, Ph.D. To cut back on your efforts to market your products and services when people are already reluctant to buy is akin to corporate suicide.

“In a recession, it’s harder to gain new customers, to convince existing customers to buy more, and to win back customers who have left,” says Jagpal, author of Fusion for Profit: How Marketing & Finance Can Work Together to Create Value (Oxford University Press, 2008, ISBN: 978-019-537105-5, $59.95), a book that develops new theories and empirical methods for business decision making. “So companies often need to be spending more money, not less. They just need to be smart about it.”

It’s this simple: During any period of economic hardship, there are winners and losers. Choke your marketing efforts down to a trickle—or just as bad, direct your dollars into the wrong channels—and you’ll surely find yourself among the latter group. Overhaul your approach to marketing and you’ll be positioned to swoop down and grab some of the customer dollars that previously went to a competitor or even capture an untapped market.

“Consider, for example, that in a good economy the vacation and videogame industries do not compete with each other,” says Jagpal. “In a bad economy, consumers may have no option but to forgo vacations. But to compensate for this loss, they may reward themselves with a small, affordable purchase such as a videogame. And that’s why it’s important to pay attention to shifts in consumer spending—if you’re a videogame maker, you may well benefit from a dramatic increase in your marketing right now.”

Before you, the hypothetical videogame maker, can achieve such a feat, you must first get your marketing and finance departments working together rather than clashing against each other. It’s no secret that finance people typically wield the cost-cutting blade—while marketing people are perceived as free-spenders who have a tough time quantifying their ideas. Fortunately, says Jagpal, common ground does exist.

“When these two groups stop talking at each other, when they get out of their functional silos and start working together, they can create marketing strategies that help an organization thrive even in the grimmest economy,” he notes. “But that means Finance must squelch its knee-jerk reaction to cut the marketing budget, and Marketing must learn to create metrics that demonstrate the bottom-line impact of their ideas.”

How can this be done? Jagpal offers the following insights to help you get started: · “Old school” resource allocation methods are woefully inadequate. In many companies, resource allocation decisions are based on cash flow inputs dictated by the finance department. However, cash flows are critically dependent on the company’s marketing decisions: the price charged for a product or service, the advertising budget for the product or service, the channels of distribution

used for selling it, and so forth.

And here’s the real problem: It’s difficult to know how these marketing decisions affect cash flow. In particular, says Jagpal, it’s hard to measure the degree of uncertainty involved when a company chooses a particular marketing policy. Decision makers agonize over questions like: * “How can I measure the effects of my company’s marketing policies on cash flow?” * “How can I quantify the uncertainty in cash flows when my company chooses a particular marketing strategy?” * “What are the short- and long-term effects of different marketing policies on my company’s performance?”

Fusion for Profit is the first book to address these questions (and many others) head-on. Aimed at diverse audiences— it’s a crossover book that’s equally appropriate for academics and business practitioners—it provides sound, to-the-point strategies and techniques decision makers need to know if they’re to coordinate Marketing and Finance to maximize organizational performance.

Clearly, such a transformation is easier said than done!

There must be fundamental changes in the mindsets of managers at all levels in the organization and across functional areas. · Marketing people must shine some light into the murky waters of the profit and loss statements and balance sheets.

Finance people often perceive marketing as a bottomless pit into which money disappears. Marketing professionals, perhaps rightly, see this perception as unfair. Still, their indignation doesn’t change the fact that they must convince others to get behind their ideas financially, Jagpal points out. While behavioral measures such as share of voice and product awareness are fine as subgoals, they are simply inadequate tools upon which to base resource allocation.

“The marketing department must explicitly recognize that a whole new set of metrics is urgently needed,” he reflects. “That means marketing people can’t stay inside their silo anymore, but must reach across the aisle and coordinate decisions with the finance department.” · To avoid strategic blunders, Marketing and Finance must work together to measure risk and balance it against return.

Let’s say you’re comparing two marketing strategies, each of which requires the same dollar expenditure. You can either 1) focus on acquiring new customers, or 2) focus on retaining the customers you already have. Now, let’s say the market-growth strategy will, on average, produce higher average profits than the customer retention strategy. You might assume the decision is a no-brainer, but Jagpal says it’s more complex than it first appears.

“The market-growth strategy is not necessarily superior,” he insists. “Even though, on average, this strategy will produce more profits than the customer retention one, it is much riskier. Indeed, depending on the magnitude of the uncertainties involved, after comparing risk and return, it may be better to focus on the strategy with lower average profits.”

So, regarding the “market growth” vs. “customer retention” question, how should a company decide which is best? Jagpal says two steps are necessary: The marketing department must provide quantitative estimates of the risk and return of the cash flows from these two strategies, and The finance department (or senior management or CEO) should determine which strategy provides a higher return after adjusting for risk. In this analysis, the ownership structure of the firm is critical. A publicly owned firm should focus on market risk—i.e., the risk to stockholders after they have diversified their holdings across firms. A privately held firm should choose the optimal strategy based on the owner’s tolerance for risk and return.

“Starbucks is a prime example of a company that made the mistake of focusing on market growth at the expense of risk,” notes Jagpal. “In October 2006, the company dramatically raised its long-term store opening goal to 40,000 from its prior goal of 30,000. The stock market responded positively to this announcement and the company’s shares closed higher by 7.6 percent that day. But subsequently, Starbucks’s share prices plunged and the company paid the price for choosing the wrong strategy. It paid a high price for ignoring risk!” · Involve both Marketing and Finance when designing salesforce compensation plans. How a company pays its salespeople can have a dramatic impact on profits. Consider a PC manufacturer like Dell that sells to two segments: the transaction segment where customers buy once and the relationship segment where customers make multiple purchases over time. What types of compensation plans should the PC manufacturer use for people who sell to these segments?

To address this question, says Jagpal, the PC manufacturer should view the effort of a salesperson who sells to the relationship segment as an investment. Decision makers must keep in mind that the profits generated by that salesperson are uncertain. Consequently, it is best for the manufacturer to share both current and future profits with her. In other words, it should pay the salesperson targeting the relationship segment a lower base salary and a higher commission rate than a salesperson targeting the transaction segment. Interestingly, the salesperson targeting the relationship segment will, on average, make more money than the “transaction” salesperson. However, her income will fluctuate more.

“Odd as it may seem, the PC manufacturer must employ different sales force compensation plans for its salespeople who target different market segments, even though they are selling the same products,” says Jagpal. “And in order to choose the optimal pay plan, the company must coordinate the decision across its marketing and finance departments.

Why? Because each plan has a different effect on the firm’s net risk and return after paying the salesperson.”

Of course, these tips barely scratch the surface of the valuable information in Fusion for Profit. But they do illuminate the overarching truth that inspired the book: The best marketing strategies, those that yield long-term value, are based not on trends, anecdotal evidence, or past “success stories” but on rigorous new scientific methods explicitly developed for analyzing data that are often imprecise.

Indeed, says Jagpal, the methods laid out in his book can save many failing business models worldwide—regardless of whether the business in question is publicly owned by shareholders, privately held by lofty hedge funds, or privately held by mom-and-pop stores.

“What worked yesterday won’t necessarily work tomorrow,” he points out. “And what works for a large publicly held corporation won’t necessarily work for a privately owned small business. Every company is different.

If you want solid, long-term performance, you need a marketing strategy that’s organic, that’s understood and agreed-upon by marketing and finance leaders, and that’s backed by state-of-the-art empirical methods.

“Fusing marketing and finance may sound daunting, but the hardest part is making the psychological leap,” adds Jagpal. “Once you’ve bought into the idea, you’ll get excited about the possibilities. There’s great opportunity out there—yes, even in an economic downturn—and when key players work together, your company can seize it.”

North Coast Business Journal

www.ncbj.net

Cancer Program Approved by The Commission On Cancer of The American College Of Surgeons The Commission on Cancer (CoC) of the American College of Surgeons (ACoS) has granted a Three-Year Approval with Commendation to the Cancer Program at Firelands Regional Medical Center.

A facility receives a Three-Year Approval with Commendation following the on-site evaluation by a physician surveyor during which the facility demonstrates a Commendation level of compliance with one or more standards that represent the full scope of the cancer program (cancer committee leadership, cancer data management, clinical services, research, community outreach, and quality improvement). In addition a facility receives a compliance rating for all other standards.

Established in 1922 by the American College of Surgeons, the CoC is a consortium of professional organizations dedicated to improving survival rates and quality of life for cancer patients through standard-setting, prevention, research, education, and the monitoring of comprehensive, quality care. Its membership includes Fellows of the American College of Surgeons and 42 national organizations that reflect the full spectrum of cancer care.

The core functions of the CoC include setting standards for quality, multidisciplinary cancer patient care; surveying facilities to evaluate compliance with the 36 CoC standards; collecting standardized and quality data from approved facilities; and using the data to develop effective educational interventions to improve cancer care outcomes at the national, state and local level.

The American Cancer Society (ACS) estimates that more than 1.4 million cases of cancer will be diagnosed in 2008. There are currently more than 1,400 CoC-approved cancer programs in the US and Puerto Rico, representing close to 25 percent of all hospitals.

This 25 percent of hospitals diagnose and/or treat 80 percent of newly diagnosed cancer patients each year. In addition, a national network of more than 1,600 volunteer Cancer Liaison Physicians provides leadership and support for the CoC Approvals Program and other CoC activities at these local facilities.

The Approvals Program, a component of the

CoC, sets quality-of-care standards for cancer programs and reviews the programs to ensure they conform to those standards. Approval by the CoC is given only to those facilities that have voluntarily committed to providing the highest level of quality cancer care and that undergo a rigorous evaluation process and review of their performance. To maintain approval, facilities with CoC-approved cancer programs must undergo an on-site review every three years.

Receiving care at a CoC-approved cancer program ensures that a patient will have access to: • Comprehensive care, including a range of state-of-the-art services and equipment.

• A multispecialty, team approach to coordinate the best treatment options • Information about ongoing clinical trials and new treatment options • Access to cancer-related information, education, and support • A cancer registry that collects data on type and strange of cancers and treatment results and offers lifelong patient follow-up • Ongoing monitoring and improvement of care • And, most importantly, quality care close to home.

Cancer patient data are reported by each CoC-approved cancer program to the CoC’s National Cancer Data Base (NCDB), a joint CoC/American Cancer Society program. The NCDB currently contains patient demographics, tumor characteristics and treatment and outcomes information for more than 18 million cancer patients diagnosed and treated at hospital cancer programs in the US between 1985 and 2004. These data account for approximately two-thirds of newly diagnosed cancer cases in the US each year.

NCDB data is regularly used to monitor and improved the quality of patient care delivered in CoC-approved cancer programs. The CoC requires programs to implement quality improvement initiatives that promote the delivery of quality, multidisciplinary cancer care and lead to ongoing educational interventions with local providers in the CoCapproved cancer programs.

January 2009

Erie County Economic Development Corporation Elects 2009 Officers.

At its annual organization meeting, the Erie County Economic Development Corporation (ECEDC) Board elected John Hoty, Hoty Enterprises President, as the new ECEDC President for 2009.

“It is an honor and a challenge to be selected by this Board to lead the organization. In these difficult economic times, ECEDC is re-doubling its efforts to retain businesses and industries in Erie County, while attempting to attract new businesses at the same time,” explained Hoty.

Also elected were: Vice President, James Smith, Bowling Green State University; Treasurer, Andy White, Huron City Manager and Secretary Doug Phares, Publisher of the Sandusky Register. Elected to three-year terms were: Jim Miller, Citizens Banking Company; Mary Jane Hill, Flynn, Py and Kruse; James Springer, Industrial Nut Corporation and James Smith.

According to Mark Litten, Executive Director of ECEDC, “After completing the Strategic Planning Process in 2008, Erie County businesses and residents will see an emphasis on communication of the plan’s details in the coming year. The Board Planning Committee has developed a power point presentation to support that effort.”

Any groups that are interested in having the presentation made at one of their meetings should contact: Ron Parthemore at spsron@gmail.com or 419-202-0307.

27

John Hoty, Hoty Enterprises President

Doug Phares, Publisher of the Sandusky Register

James Smith, BGSU

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28 January 2009

North Coast Business Journal

www.ncbj.net

term as President on December 31, 2008. Dr. Garlapati, as Medical Staff President, also serves as a member of the hospital’s Board of Trustees during his year of service.

James Bosse, D.O., a family medicine physician, is serving as president-elect during 2009.

The new secretary/treasurer is Wade Young, M.D., who specializes in Ophthalmology. Dr. Young replaces Munir Ahmad, M.D. in this position. The executive committee’s member at-large is Christopher Sears, M.D., an internal medicine physician. John

On The Move

Mercy Medical Staff Officers Named for 2009 Krishnaiah C. Garlapati, M.D. begins his term as Mercy Hospital of Tiffin Medical Staff President for the year 2009, as of January 1, 2009, according to Dale Thornton, President & CEO at Mercy Hospital of Tiffin.

Dr. Garlapati, an internal medicine physician, replaces Wesley Hedges, M.D. who will complete his

Krishnaiah C. Garlapati, M.D.

James Bosse, D.O.

F. Vela, M.D. served as the executive committee member at-large for 2008.

“On behalf of all the staff at Mercy Hospital of Tiffin, I would like to express sincere gratitude to the 2008 medical staff officers for their dedication and commitment,” Thornton said. “Their leadership was very important as we prepared for, and moved into the new hospital. We are very appreciative of the time they spent in guiding medical staff decisions throughout the year. I look forward to working with the new medical staff officers in 2009. Their leadership will be extremely important as we attempt to expand services and recruit new members for the medical staff.”

Medical staff officers are elected by their peers on the active medical staff of Mercy Hospital of Tiffin.

Wade Young, M.D.

Christopher Sears, M.D.

Managerial Excellence Award presented at Mercy Tiffin, Ohio – Dave Recker, Manager of Plant Operations, was named as the 2008 Managerial Excellence Award winner at Mercy Hospital of Tiffin, according to Diana Olson, Chief Human Resources Officer at the hospital. Recker was one of two nominees in this, the third year for the award.

Hospital managers are nominated by their peers based on their ability to make a difference both inside Mercy Hospital of Tiffin and in the community. Other criteria include accountability as a leader, growth in their profession, being a high

achiever, enthusiasm and a serving as a role model for others to emulate.

Dave’s nomination read: “Dave Recker reflects the characteristics and values of a true leader. He is described by others as always demonstrating a positive attitude with an innate ability to remain calm in the face of pressure while continuing to calm and reassure others. While he is of quiet demeanor, he has a presence that has earned the loyalty and respect of his staff, his peers and his leaders. He is committed to patient care and patient safety and to continuously improving

the services under his leadership. He is known to carry a long list of “to dos” yet he always ensures that others feel they are his sole priority. He is committed to Mercy’s Mission and Values and as noted by one of his nominators, he ‘stands out as a shining star’ among our management team.”

Nichol Hohman, Manager of Marketing & Physician Relations, was the other 2008 nominee. Past winners include Sue Bigelow, Manager of Imaging Services, and Travis Grasley, Manager of Cardiopulmonary Services.

Warm Hands, Warm Hearts at Mercy Tiffin Three years ago the “Warm Hands, Warm Hearts” project was started by Health Ministries of North Central Ohio to help meet the need for winter clothing in our community. . That tradition has continued into 2008. Due to the generosity and kindness of neighbors and friends in our community and employees of Mercy Hospital of Tiffin, needy children in Seneca County in grades K through 6 will be warm again this winter. An area school principal expressed his thoughts that this project is making a big difference.

“I wish you could see the look that comes across the faces of these little kids when given a warm hat, glove or scarf,” the principal said.

Mercy Hospital of Tiffin Mission Committee members assisted with the Warm Hands, Warm Hearts project this year and also collected coats that were distributed to a local charity.

Pictured at right: Mary Lee Creeger from Autumnwood Care Center/Volunteers of America (second from left) poses with Mission Services Committee members Jan Dickerson, Sharon Holman and Susan Starner by the hats, scarves and mittens donated for the Warm Hands— Warm Hearts project.

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January 2009

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Mercy Hospital of Willard Honors Two Award was created in 1999 by Mercy Hospital of Willard to honor one past and one present affiliate who emulate Catherine McAuley’s example of service to others. Catherine McAuley, foundress of the Sister of Mercy, dedicated her life to the service of others. Past award recipients are: Anna Belle Steely, RN, John E. Rosso, MD Sister Rita Mary Wasserman,

The 10th Annual Catherine McAuley Lifetime Commitment to Service Awards were presented to active affiliate, Rose Wurm and past affiliate, Addie Snay. The awards were announced during a ceremony held at Mercy Hospital of Willard on September 26, 2008. A reception honoring the winners and former employees followed the ceremony. Rose and Addie were presented with a beautiful vase etched with the Mercy Hospital of Willard logo and wooden base with an engraved plaque. In addition, a $750 certificate for donation to the charity or non-profit organization of the winner’s choice was presented. Pictures of the winners will be placed in the main hall of the hospital along with a plaque listing past award winners.

Rose Wurm, Vice President of Clinical Services, began her career at Mercy Hospital of Willard in 1967 as a staff nurse.

She has achieved her bachelor’s and master’s degrees in nursing, and is also a Licensed Social Worker. For more than 40 years, Rose has remained dedicated to nursing and patient care and to Mercy Hospital of Willard and the Willard community. She has been a resident of Willard for over 41 years. Rose is well-respected and has served as a role model for many nurses and co-workers. Rose truly upholds the ethics and core values of Mercy, not only in her professional life but her personal life as well. She is extremely experienced and educated in all areas of the hospital. Her expertise goes beyond nursing. Rose knows every “nook and cranny” of the hospital as well as she does her home – many times over her 40 years it must have felt like home. She is on the advisory boards of North Central State College School of Nursing and Med-Central Mansfield School of Nursing. Rose is also an active member of St. Francis Xavier Catholic Church.

Addie Snay began working at Mercy Hospital of Willard in 1991. She was a member of the Mercy family for 14 years.

Addie provided gentle and compassionate care to persons in need of a radiological exam. During her employment she became actively involved with mammography and breast cancer awareness. Addie volunteered whenever possible to promote breast cancer awareness. She gave multiple presentations to the public in such venues as the Senior Centers in Willard and surrounding communities, churches, factories, women’s groups and health fairs. Addie has even graciously volunteered to assist with breast cancer awareness since leaving our employment. Her commitment to Mercy Hospital reached beyond the Radiology Department. Addie served on the Mission Services Committee where she was an eager volunteer for mission projects and events. She was active in her church and did volunteer work with the Parish Nurse. Addie exemplifies our Core Values as she lives her Christian faith each day.

Prior to the award presentation, Robert Gospodarek, President and CEO, Mercy Hospital of Willard said, “This is truly the most prestigious award that can be bestowed upon a staff member.”

The Catherine McAuley Lifetime Commitment to Service

RSM, Madeline McClure, Evelyn Langjhar, RN, Arlene Moll, RN, Janet Dean, LPN, John V. Emery, MD, Song Sivongsak, Kaye Anderson, Barbara Frisch, LPN, James Detwiler, Phyllis Sands, Tik Liem, MD, Lola Giles, RN, Beth Goodsite, RN, CMCN, Julie Landoll and Audrey Fridsma, RN.

Mercy Home Care celebrates

15 Years of Service Services Provided: Skilled Nursing Occupational, Physical & Speech Therapy Home Health Aide Services Infusion/Intravenous Therapy Antibiotics Hydration Pain Management Total Parenteral Nutrition Others as indicated Community Referrals Mercy Home Care’s commitment to excellence ensures that our staff meets all professional, educational and training requirements. Mercy Home Care is a Medicare & Medicaid certified agency and is accredited by The Joint Commission.

To receive more information on Mercy Home Care services, please contact us at 419.455.8180 or 1.800.481.7755.

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North Coast Business Journal

On The Move NOMS Adds Hemeyer to Primary Care Team N O M S Healthcare is pleased to announce the addition of Edward Hemeyer, M.D., to the N O M S Primary Care team.

Dr. Hemeyer is b o a r d certified in Family Medicine and Environmental Medicine. He is one of the only three physicians in Ohio

that is Board Certified in Environmental Medicine. He is also a fellow of The American Academy of Environmental Medicine.

Dr. Hemeyer earned his B.S. Degree in Biology from Youngstown State University in Youngstown, Ohio and his Doctor of Medicine Degree from Wright State University in Dayton, Ohio.

Dr. Hemeyer will continue his practice of Family and Environmental Medicine in Bellevue, Ohio. In addition to Environmental Medicine, he also specializes in allergies. He currently resides in Bellevue.

TBH Employee Earns Certification

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FTMC Nuclear Medicine Department Passes State Inspection With No Deficiencies Fisher-Titus M e d i c a l C e n t e r ’s n u c l e a r medicine department r e c e n t l y completed an Ohio State Department of H e a l t h inspection and was found to have no deficiencies.

This unannounced inspection occurs at least once every three years and lasts about 6 hours. This inspection measures a facility’s radiation safety, radiation exposure, quality control and operating procedures.

“We were given a 100 percent with no violations during this inspection,” said Dr. Matthew G. Gutowicz, Jr., chief of the Department of Radiology and Nuclear Medicine. “This achievement is an honor and demonstrates the level of quality that our technologists and radiologists take to provide the best possible care to our patients.”

In addition to this inspection, FTMC’s Nuclear Medicine Department has been accredited by the American College of Radiology (ACR) since 2001.

FTMC’s nuclear medicine department includes a staff of four nuclear medicine technologists. Another important part of the team is FTMC board certified radiologists, Dr. Matthew F. Gutowicz and Dr. William L. Ferber, who combine their training, expertise and experience to read and interpret the nuclear medicine tests. Dr. Gutowicz is the only board certified physician in nuclear medicine in the area.

Nuclear Medicine utilizes small amounts of radioactive drugs to look at internal organs, bones or soft tissues.

Radioactive materials are introduced into the bloodstream by injection, orally or by inhalation. A special camera records the travel of the material as it travels through the body to help diagnose diseases and disorders such as cancer, blocked arteries and thyroid disease.

In 2007, 3,522 tests were performed at FTMC and included bone scans, lung scans and thyroid tests.

The Bellevue Hospital (TBH) has announced that Sarah Eads, BS, RN, CCRN, has been certified in acute adult critical care nursing.

Eads is employed in TBH’s Intensive Care Unit.

She completed her work with the American Association of Critical Care Nurses (AACN).

Certification is good for three years.

Eads has been employed with TBH for the past 11 Firelands Regional Medical Center recently was recognized as a Gold-Level years. She resides in Clyde with her husband, Tim, Fit-Friendly Company by the American Heart Association’s Start! Movement and their two children. for helping employees eat better and move more. “Firelands Regional Medical Center is honored to receive a Gold award from the American Heart Association in recognition of the strength of our employee wellness-focus,” states Charles Stark, President & CEO. “Being a leader in healthcare, Firelands understands the importance of maintaining a healthy workforce, and therefore works hard to encourage our employees to adopt healthier lifestyles”.

FRMC Receives Gold

Firelands Nurse Receives Certification Firelands R e g i o n a l Medical Center is pleased to announce that Tonia Copsey, BSN, RN, ET/ CWOCN, has completed the accredited course of study and clinical instruction in the R.B. Turnbull Jr. School of Enterostomal Therapy Nursing at The Cleveland Clinic Foundation, Cleveland, Ohio.

Copsey is the Clinical Coordinator for Firelands Regional Medical Center’s Wound Care Center as well as an Enterostomal Therapist.

Wound, Ostomy, Continence

Nursing (WOCN) is a specialized field of nursing involving the care of patients with abdominal stomas, dermal wounds, pressure ulcers, incontinence and related skin conditions.

WOC nurses are in demand in colorectal surgery, urology, pediatrics, oncology and rehabilitation departments, to name a few. Their expertise makes them valuable not only in he hospital; but also in outpatient clinics, private practice, home care, at extended care facilities, in industry and research and in nursing education programs.

Tonia Copsey has been an employee at Firelands Regional Medical Center Marisa Munafo, RN, Coordinator of “Biggest Loser” program; Chuck Stark, CEO/ for three years. She resides in Clyde President; Brooke Codney, American Heart Association; Jim Sennish, VP, Human with her husband Chad.

Resources, Jim Johnson, Director of Dietary. PHOTO COURTSEY OF THE SANDUSKY REGISTER

North Coast Business Journal

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Taxes continued from page 21...

Specialized AMT relief provisions. The AMT (alternative minimum tax) means a higher tax bill only if the “tentative minimum tax” (the tax found by applying the AMT rules) exceeds the regular tax bill. The AMT is a hazard because many tax breaks (“preferences”) allowed for purposes of calculating regular taxes are disallowed for AMT purposes, and some types of income exempt from regular tax are added back to arrive at tentative minimum tax.

The new law includes the followed specialized relief measures for individuals and businesses: • The tax rules provide an income tax credit for putting up low-income housing, and another income tax credit for rehabilitating older buildings.

Under current rules, these tax credits are allowed in full against regular income taxes, but can’t be used to offset the AMT. Under the new law, the low-income housing credit claimed for buildings put in service after 2007, and the rehabilitation credit for post-2007 expenses, can both be used to offset the AMT. • Interest on certain tax-exempt private activity bonds is taxed for AMT purposes even though it’s tax-free for regular tax purposes. The new law exempts from the AMT three special classes of bonds issued after July 30, 2008: (1) certain exempt facility bonds used at least 95% for qualifying residential rental projects; (2) qualifying mortgage bonds; and (3) qualifying veterans’ mortgage bonds.

New writeoff choices for corporations. To stimulate a sagging economy, the Economic Stimulus Act of 2008 (signed into law in February

of this year) allowed businesses to claim a bonus first-year depreciation deduction of 50% for most machinery, equipment and software acquired and placed in service after 2007 and before 2009. However, many corporations are struggling and can’t make good use of the enhanced depreciation writeoff. The Housing Act gives such corporations an alternative tax break. For tax years ending after Mar. 31, 2008, corporations otherwise eligible for bonus depreciation may instead elect to claim additional research tax credits or certain minimum tax credits. This alternative choice is highly specialized and will require detailed analysis of a corporation’s tax situation.

Information reporting of merchants’ credit card transactions. After 2010, banks will be required to file an information return with the IRS reporting the total dollar amount of credit and debit card payments a merchant receives during the year, along with the merchant’s name, address and taxpayer identification number (TIN). Similar reporting also will be required for third party network transactions (e.g., those facilitating online sales), with exceptions for certain small merchants. The new information reporting requirement is designed to boost the tax compliance rate of merchants.

If you have any questions about how these rules apply to your specific situation, please consult with your tax advisor.

(Author’s note: This article is not intended to offer professional tax advice. Please consult your tax advisor.)

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32 January 2009

North Coast Business Journal

Community

Benefit Report 2008 QUALITY CARE EMERGENCY DEPARTMENT VISITS........19,879 INPATIENT ADMISSIONS............................2,806 OUTPATIENT VISITS................................100,874 SURGICAL PROCEDURES..........................5,238 LAB TESTS...........................................1,211,126 PHYSICAL THERAPY TREATMENTS......100,692 DIAGNOSTIC IMAGING SCANS................25,231 PAIN MANAGEMENT PATIENTS..................4,788 HOME HEALTH CARE VISITS.....................8,800 HOSPICE VISITS........................................17,693 HEALTHLINK VISITS..................................13,529

COMMUNITY INVESTMENT MOBILE MEALS SERVED..........................11,180 TOTAL VOLUNTEER HOURS.....................30,234 TOTAL PAYROLL AND BENEFITS.............................$27.8 MILLION CHARITY UNCOMPENSATED CARE.............$7.7 MILLION CAPITAL INVESTMENTS................$1.6 MILLION UTILITY PAYMENTS.......................$1.1 MILLION DOLLARS SPENT LOCALLY...........$8.1 MILLION

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Saving Lives, Serving the Community The people of Memorial Health Care System are proud to be active members in the community. Throughout the year, we treat thousands of people from our community. While the residents of our community benefit from having healthcare services within the community, the entire service area benefits from Memorial’s presence. Through the people we employ, local businesses we purchase goods and services from, or the charities we support, the best benefit of all is that Memorial is committed to making Sandusky County a better place to live and work.

Our intimacy with the community allows us to excel through our family of services, including Memorial Home Health Care, The Center for Mental Health and Well-Being, Midwest Pain Treatment Center, HealthLink Occupational Health Services, Summit Employee Assistance Program, Weitzel-Kern Surgery Center, and the Herbert-Perna Center for Physical Health. It’s programs like these that make Memorial Health Care System the first choice quality healthcare provider in Sandusky County and neighboring communities.

715 South Taft Avenue, Fremont, Ohio 43420 ■ 419.332.7321 ■ www.fremontmemorial.org