pace - WordPress.com...6 PACE Winter, 2006 2006: Think Strategically! by William Schwab President, New Jersey Society of Association Executives President & CEO, Construction Financial

pacepacea publication of the nj society of association executives

Winter 2006

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New Jersey Society of Association Executives 5

contents

NJSAE Mission StatementThe New Jersey Society of AssociationExecutives is an organization of individualswho work within and for the associationcommunity. NJSAE seeks to enhance itsmembers’ knowledge and job performanceabilities to the highest level through peer-to-peer interaction, quality education and events.

OfficersPresidentWilliam M. [email protected] PresidentPaulette [email protected] Past PresidentDean D’[email protected] and SecretaryJames Hardenberg, CAE, [email protected] DirectorMarcie [email protected]

DirectorsAnne Bergen, [email protected]. Stuart Cameron, [email protected] [email protected] [email protected] Russo, [email protected] [email protected]

Committee ChairsAssociate Advisory ChairJim D’[email protected] ChairRay Saputelli, [email protected] ChairDean D’[email protected] EditorApril L. Coles, [email protected] ChairDean D’[email protected] ChairErica O’[email protected]

Features8 Building Stronger Boards Through

Strategic Planningby Jane Silverman

10 NJSAE/DVSAE Conference & Exhibition

14 The Block’s The Limit

16 For Those In Need

17 California Tries To Play By Its Own Fax Rules:The Impact On Associationsby Jeffrey S. Tenenbaum, Esq. and Ronald M. Jacobs, Esq.

19 Carrying the Yoke: Demonstrating Compassion at Work

22 Identity Theft – Don’t be a Victim!by Herbert W. Brownett

Departments6 President’s Perspective

7 Executive Director’s Perspective

23 Index of Advertisers

Pace is published for the New Jersey Society of Association Executives,4 Emerald Drive, Morganville, NJ 07751 phone: 732-536-0602fax: 732-972-9240by Naylor Publications, Inc.5950 Northwest 1st Place, Gainesville, FL 32607phone: 352.332.1252 or 800.369.6220, fax: 352.331.3525www.naylor.comPublisher: Marcie HorowitzEditor: April L. Coles, CMPManaging Publisher: Ray GoodwinEditor: Leslee MastersSales Manager: Tara HoffmanAdvertising Sales: Angela Campbell, Krys D’Antonio, Kathryn Hillgardner,Heather Locke, Kathryn Larsen, Beth Sheahan, Mark Tumarkin,Research: Kirsten CahillLayout & Design: Kayti TaylorAdvertising Art: Melanie Meilleur

pacepacea publication of the nj society of association executives

winter 2006

Published January 2006/NJS-Q0106/4741

ON OUR COVER:NJSAE and DVSAE executives from New Jersey, Philadelphia and DelawareValley “solve the puzzle together” at the NJSAE/DVSAE Conference &Exhibition 2005: President Bill Schwab greets Keynoter Steve Donahue;Susan Ricciardi, director of media relations for the Atlantic City Convention& Visitors Authority, shows their “Always Turned On!” video during theopening reception; the networking social reception draws a crowd.

to continue as secretary, howeverJim Hardenberg has agreed tobecome secretary. Thank you toPaulette, Jim and Dean for commit-ting to one more year in yourrespective positions.

Last September, we held a PastPresidents Breakfast with the pur-pose of discussing the past, presentand future direction of our organiza-tion. Past Presidents Phil Russo, BobWaller, Mike Darcy, Bill Foelsch andDean D’Ambrosi provided valuablecomments and insight. Several out-comes resulted from this discussion:• The need for more CEO-level

management programs;• The need for revising the bylaws in

order to provide more flexibility;• The need to approach member-

ship about serving in leadershippositions by distributing a candi-date interest form; and

• The need for a Membership Sur-vey in order to provide bettereducation programs and mem-bership services.Special thanks to The Palace at

Somerset Park for hosting thisimportant breakfast meeting.

As a follow-up, we have sched-uled a CEO program in January on“Five Principles of Board Develop-

ment,” which covers sound structure(nominating process), measurableexpectations, continuous education,staff support and objective evalua-tion. In February, we will have aCEO Roundtable, so invited CEOsonly will be able to interact withtheir peers for open discussion aboutassociation management.

A committee is in the midst ofrevising our bylaws, and Bob Walleragreed to draft changes for the com-mittee’s review. In addition, we dis-seminated candidate interest formsand membership surveys to theentire membership.

As we move ahead into the NewYear, I plan to focus on two initia-tives: leadership development andstrategic planning. Using the Con-struction Financial ManagementAssociation’s model, we will developa path for our volunteers to followas they move forward to assumeboard positions. I also want toengage both board members andpast presidents in a strategic plan-ning session to develop a vision forNJSAE.

I’m excited about serving onceagain as NJSAE president and lookforward to working with our newteam as we “think strategically!” ■

Y es, I’m back again as theNJSAE president. Last fall,the Nominations Commit-

tee approached me about taking asecond term. After much considera-tion, I agreed, in order to providecontinuity, stability and experiencedleadership during this transitionalphase of our organization.

I’m pleased to announce thatPaulette Pitrak, deputy executivedirector, Northeast Spa & PoolAssociation, will continue as vicepresident. James Hardenberg, CAE,CPA, director, New Jersey Society ofCertified Public Accountants Educa-tion Foundation, Inc., will continueas treasurer. Dean D’Ambrosi, vicepresident of membership, NationalAssociation for Printing Leadership,will continue as immediate pastpresident. Due to work commit-ments, Stu Cameron will not be able

6 PACE Winter, 2006

2006: Think Strategically!by William SchwabPresident, New Jersey Society of Association Executives

President & CEO, Construction Financial Management Association

As we move ahead into

the New Year, I plan to

focus on two initiatives:

leadership development

and strategic planning.

• Use the fax blasting services ofSoftek, which provides low ratesfor NJSAE members.

• Recognize your colleagues ororganizations for outstandingaccomplishments by participatingin the Annual Awards Program.

• Contact us about available CAEresources so you can pursue yourcertification.

• Keep the Membership Directoryhandy for immediate access toleaders at the state’s major associ-ations as well as industry vendors.

• Have fun and attend our summerAnnual Golf Outing.

• Attend the Annual Conference &Exhibition and participate in thesessions, meet your colleagues, joinin the installation of officers,applaud the new award winnersand visit vendors in the exhibit hall.

• Renew your energy and enthusiasmfor your profession and career.

Resolutions for AssociateMembers:• Meet with decision makers of

NJSAE member associations.• Attend meetings and events in

order to understand the trendsand challenges of associationmanagement.

• Exhibit at the Annual Conference& Exhibition where you canshowcase your products and ser-vices to the association market.

• Become a resource for membersto turn to for assistance in yourarea of expertise.

• Sponsor education meetings thatprovide you with a forum formarketing your products/servicesand directly interacting withassociation executives.

• Use networking opportunities tosocialize and form relationshipswith association executives.

• Join members at the Annual GolfOuting and take part in thenumerous golf sponsorshipopportunities.

• Take a more active role in NJSAEby volunteering to serve on acommittee.

• Advertise in Pace Magazine inorder to provide more visibility toyour company.

• Reach out to this all-importantbusiness segment, where associa-tion activities create millions ofdollars in revenue annually formeeting facilities and serviceproviders.In 2006 . . . resolve to become

involved! ■

W e always begin the NewYear with a fresh per-spective and long list of

personal and professional resolu-tions. We’d like for you to includeNJSAE on your resolution list, sothat you will receive the full mem-bership benefits we have to offer.

Resolutions forProfessional/AffiliateMembers: • Register for cutting-edge educa-

tion programs to increase yourknowledge, skills and expertise.

• Log on to the ListServ Group forNJSAE members to find out per-tinent information about yourpressing questions.

• Participate in CEO Roundtablesand connect with your peers byexchanging ideas, experiences,successes and challenges.

• Obtain current informationabout job openings by visitingwww.njsae.org and advertise jobopportunities using ASAE’swww.CareerHeadquarters.orgjob listings.

• Read about new products andservices, current legislation andindustry trends in the quarterlyPace magazine.


Resolve To Become Involved!by Marcie HorowitzExecutive Director, New Jersey Society of Association Executives

process can help a board developimportant muscle in addressing eachof these responsibilities and hencemove a board along the path todoing its job better.

When done successfully, strategicplanning can help build a strongsense of teamwork between boardand staff. In any organization, thereis a tension between the board’s rolein governance and the staff ’s role inmanagement. In reality, both areessential for a successful organiza-tion. Board and staff need to workhand-in-hand.

Nowhere is this truer than in thestrategic planning process. Whilethe board has the ultimate oversightof any strategic plan, the staff hasthe primary responsibility for mak-ing the plan happen. When the twowork as a team, an organization

grows and thrives. When they don’t,the organization flounders. Both thestrategic plan and its implementa-tion provide the venue to build astrong team of board and staff.

How many of us are involved inorganizations where a core group ofboard members do most of thework? Or sit on boards where atten-dance at board meetings is decliningbecause the meetings are taken upwith dreary committee reports andrarely discuss the important issues?How many of us are involved inorganizations that have an “in”group who has all the information,with the rest of the board on theperiphery? How many of us areinvolved in organizations where peo-ple are unwilling to take on leader-ship roles and where recruitment fornew board members is difficult?

Nonprofits are increasinglycoming to understand thatstrategic planning is as

much about the people doing theplanning as the plan itself. Thusstrategic planning can be a formida-ble tool for board development.

Why is this? Consider the threemain responsibilities of any non-profit board:1. To set the strategic direction for

the organization2. To provide oversight and monitor

organizational performance3. To ensure necessary resources

A strategic plan provides theframework for all three of thesetasks, but many nonprofit boards arenot equally good at all three. A wellthought out strategic planning

8 PACE Winter, 2006

by Jane Silverman

Through Strategic Planning

Building Stronger BoardsBuilding Stronger Boards

into small task forces around each ofthe issues. Every member of theboard is assigned to a task force.Senior staff is also assigned to taskforces both as resources and as participants.

During the planning process, thetask forces replace most of thestanding committees. Over thecourse of three meetings, the taskforces refine goals for their issue areaand then set strategies. When boardmembers cannot attend their taskforce, they are teleconferenced in.The task forces use e-mail to workbetween meetings, review drafts andkeep everyone informed. A steeringcommittee composed of the boardpresident and the chairs of the taskforces coordinates the work andkeeps the process on track.

While this board does not achieve100% participation (boards rarelydo), the participation is neverthelesssignificantly higher than in the past.New voices are heard and issues thatpeople are often reticent to talkabout are put on the table. Whenthere are overlaps and conflictsbetween the task forces, the steeringcommittee helps to resolve them.

As the board goes through thisprocess, it is doing the most impor-tant work of an association or non-profit board—setting the directionfor the future, putting in placebenchmarks and managing resources.In addition, board members aredeveloping a much deeper knowl-edge about the organization ofwhich they are the stewards.

The result is a very differentboard from the one that began theprocess. It is a well-informed boardthat is reengaged in the organiza-tion, ready to tackle the key issuesand much better equipped to workconstructively with staff. The boardis transformed in other ways, too.Most of the standing committees areeliminated and replaced with taskforces and working groups aroundthe strategic issues identified in the

plan. Some of these will be short-lived as their tasks are accomplished.Most importantly, the board has amuch more flexible structure that isresponsive to emerging challenges.

Meetings are different as well.Time is no longer taken up by com-mittee reports. Routine issues arehandled by a consent agenda. Boardmeetings now focus on one or twostrategic issues and end with deci-sions having been reached. Theboard adopts a set of metrics, a“dashboard” to monitor organiza-tional performance. Each meetingbegins with a look at the dashboardwhich often sets the agenda for thediscussion.

The board, in short, becomes aforward-looking, problem-solving,decision-making board as it movesplan implementation forward. Thisis the kind of board that engages itsmembers. The board has learnedhow to be this type of governancegroup as a result of the strategicplanning process.

All boards have their ups anddowns over the course of an organi-zation’s life. Most organizationstoday understand that strategicplanning is an important tool nomatter what the state of the organi-zation. Too often, though, plans siton the shelf and nothing happenswith them. As a result, there is con-siderable cynicism about the strate-gic planning process itself. Organi-zations need to have fully engagedboard and staff working together toensure that plans take on a real lifethat enriches the organization. Thestrategic planning process itself cancreate such a team. ■

Jane Silverman is president of JaneSilverman and Associates, LLC, aconsulting firm that specializes instrategic planning, governance andorganizational development for non-profits and associations. She welcomesyour comments on this article, [email protected].

All of these are signs of an unin-volved board. Organizations withthese characteristics are often in thestages of maturity and decline whereleadership is no longer engaged bythe mission and support is wavering.A strategic plan can set such anorganization on a more positivecourse. This, however, has as muchto do with the reengagement of theboard around important issues aswith the plan itself.

Consider the following situation:A national membership organizationhas been running a deficit and los-ing members over a number ofyears. At the same time, it still hasconsiderable influence as an advo-cate and a staff that is well-respectedbecause of their knowledge of theissues. The board of this organiza-tion has gotten a reputation as a“difficult” board. Meetings are poor-ly attended. The executive commit-tee is viewed as a board within aboard and others feel outside thedecision-making process. Becausethe organization is perpetually incrisis mode, board members havebecome more involved in manage-ment and second guess the staff atevery turn. There is a general feelingof disengagement even as boardmembers recognize that the organi-zation is at a crisis point.

With new leadership, the boarddecides that it needs a strategic planto set it on a course to turn the orga-nization around. Should a smallgroup undertake the planningprocess and present it to the fullboard? Should they try to do it ontheir own or bring in a consultant?How much should the staff beinvolved?

The board hires a consultant whoadvises them that the planningeffort will have the best chance forsuccess if it fully engages all boardmembers and senior staff. After aretreat to launch the process andidentify the critical issues that willframe the plan, the board divides


10 PACE Winter, 2006

On December 6-7, NJSAE held its AnnualConference & Exhibition at TropicanaCasino and Resort in Atlantic City. For the

very first time, we partnered with DVSAE, associationexecutives from Philadelphia and the Delaware Valley.Two hundred forty-eight participants successfullyjoined in “Solving The Puzzle Together.”

Attendees had the opportunity to sample wonder-ful food and enjoy a chocolate fountain, and wereentertained by a Latin trio at a Cuban-themed net-working reception. They also participated in eight in-depth and cutting-edge educational sessions, such asmember retention, employee satisfaction issues, onlinemember services, speakers during a showcase presenta-tion, developing a leadership path for volunteers, col-lecting relevant membership data, investment andreserve policies and gaining control of your life.

Breakfast participants enjoyed the drum-beatingand engaging keynoter, Steve Donahue, who used hisodyssey in the Sahara Desert as a metaphor for life’sjourney. Attendees also learned about new productsand services from 65+ exhibitors in a “sold-out” tradeshow. The accomplishments of the 2005 Board ofDirectors were acknowledged and the winners of this

2006 Board of Directors (standing from left to right) Erica O’Grady;Joe Fallon; Edwina Lee; April Coles, CMP; Dean D’Ambrosi;Jim Hardenberg, CAE, CPA; Ray Saputelli, CAE; and Brian Summers; (kneeling) Bill Schwab and Paulette Pitrak.

Keynote Speaker Steve Donahueengaging attendees to respond todrum beats.

President Bill Schwab presiding over Opening Session.

Conference Chair Paulette Pitrak expressingher appreciation to the Planning Committee.

year’s Positive Impact Awards were applauded. Participants also had theopportunity to meet the newly elected 2006 Board of Directors.

We appreciate the support from our Conference Sponsors: PlatinumSponsor Atlantic City Convention & Visitors Authority; Host SponsorTropicana Casino And Resort; Gold Sponsor Atlantic Exposition Services;Silver Sponsors Rent-A-PC/All Service Computer Rental, J.H. Cohn,Hermitage Press, and Madison Avenue Incorporated; EntertainmentSponsor Destination A.C.!; PR Sponsor Mid-Atlantic Events Magazine;Conference Bag Sponsor Brown Dog Marketing; and Friend PhiladelphiaConvention & Visitors Bureau. Past President Sponsors included MichaelDarcy; Dean D’Ambrosi, National Association for Printing Leadership;Bill Foelsch, NJ Recreation & Park Association; Margaret Timony, Drug,Chemical and Associated Technologies Association; and Bob Waller, Asso-ciation Headquarters.

Many thanks to the following companies who provided grand prizedrawings at the conclusion of the conference: Sheraton Atlantic City Con-vention Center Hotel; Wyndham Philadelphia; Ocean Place Resort &Spa; The Communication Solutions Group; Foxwoods Resort Casino;Lackawanna County CVB; Trump Taj Mahal; Tropicana Casino AndResort and The Quarter’s Gourmet Restaurants-The Palm, Club Libre,Carmine’s; Carion Hotel Cherry Hill; Detroit Metro CVB; and Softek.Congratulations to the prize winners!

Don’t miss out on next year’s conference on December 5-6, 2006!

NJSAE/DVSAEConference & Exhibition


P resident Bill Schwab and Past President Dean D’Ambrosi presented awards to associations that have truly excelled this year.Positive Impact Awards were given to those organizations that utilized original thinking to successfully implement aproject/activity that produced a positive impact on the organization, its membership and/or its vital communities.

Bob Waller (center) accepting award from President Bill Schwab (left) and Past President Dean D’Ambrosi (right).

New Jersey State Association of Chiefs of Police(NJSACOP)NJSACOP has a unique, graduate-level training experience called “TheANTIETAM Leadership Experience: A Staff Ride for Law EnforcementLeaders.” It is a certified program that helps police commanders learn from thepast by analyzing the Civil War battle of Antietam through the eyes of those whowere there. This three-day experience helps professionals evolve their ownleadership and decision making skills. NJSACOP was presented this award forthis exciting training and educational approach for law enforcement leaders.

National Association of Professional Pet Sitters(NAPPS) - Managed by Association HeadquartersNAPPS developed a comprehensive plan, The Disaster Preparedness Plan, for petowners and pet sitters. The plan provides step-by-step instructions foremergency management and was posted on their website. The response frommembers has been overwhelming, and Florida-based members were able tosuccessfully utilize their plans. The next phase of the plan will be thedevelopment of a national network. NAPPS was presented this award forresponding to their members’ needs and developing this wonderful initiative.

Mitch Sklar (center) displays award with President Bill Schwab (left) and Past President Dean D’Ambrosi (right).

Chamber of Commerce - Southern New JerseyThe chamber developed a comprehensive report entitled “Meeting TheChallenge: Saving Taxpayer Dollars By Adopting Best Business Practices,”which made 43 recommendations that would save state government from$300-$350 million annually. State Treasurer McCormac acknowledged theChamber’s report as “the single best document by an outside entity that hehas seen during his tenure as treasurer.” The Chamber of Commerce -Southern New Jersey was presented this award for this report, which willhopefully have a significant positive impact on the taxpayers of New Jersey.

Debra DiLorenzo (center) receives award from President Bill Schwab (left) and Past President Dean D’Ambrosi (right).

Construction Financial Management Association (CFMA)CFMA has a premier leadership development program called “CFMA at SpringCreek — The Annual Retreat for Incoming Chapter Presidents.” This leadershipdevelopment program is held for incoming chapter presidents near the GrandTeton Mountains. These sessions encourage leadership skills, creativity andenthusiasm. This program was featured in an August article in the New YorkTimes. CFMA was presented this award for this best practice, which has had asignificant impact on the association.

Mike Molaro (center) accepts award from President BillSchwab (left) and Past President Dean D’Ambrosi (right).

2005 NJSAE POSITIVE IMPACT AWARDS


2005 NJSAE POSITIVE IMPACT AWARDS continuedThe Wound, Ostomy andContinence Nurses Society(WOCN) - Managed byAssociation HeadquartersWOCN publishes an in-depth publication entitled“The Professional Practice Manual,” which guidesnurses in developing and maintaining a professionalpractice. The 250-page manual is meant to be aresource as well as a tool to expand scope of practice.This updated document is based on principles oforganizational leadership and management, and reflectsthe increased utilization of technology in nursingpractice. WOCN was presented this award forproviding continuing education by publishing thiscomprehensive manual for nurses.

Bob Waller expresses thanks for receiving award.

Past President Mike Darcy getting ready to eat at the reception.

Wendy Shar Wenal at Tropicana Casino and Resort’s exhibit.

Behind the scenes -volunteers collatingconference handouts:(left to right) AlanHorowitz, NJSAEPresident Bill Schwab,Jennifer Crosier, DVSAEPresident MargeBaumbauer, DVSAEExecutive Director Beth Goldstein, andConference ModeratorDina O’Rourke.

Participants at an education session.


Joanne Lombardi and Past Presidents Joe Simonetta and Bill Foelsch enjoying thereception.

Walt Disney Parks and Resorts Josh Gold, Lynne Trombley andDiana Voto posing at exhibit.

Latin trio entertains at reception.

Attendees enjoying the chocolate fountain.

Emcee Chuck Leonard (right) announces raffle prize with Mike Stoeckle (left) and JoeFallon (center) from Hermitage Press.

Mark Levin speaking about “Retention Wars.”

With the return of flushtimes to the lodgingbusiness, thanks in part

to increased meetings attendance,hoteliers are now steadfastly holdinggroups to their room blocks —often charging attendees much high-er transient rates once the blocks arefull.

The trend has been gainingstrength for a year and a half, buthas really blossomed in the past sixmonths, according to industry insid-ers. The situation most often occursin first-tier cities during times ofpeak demand — say, midweek inNew York or Chicago during thespring or fall, when groups are moreapt to meet and more transient busi-ness travelers are in town.

In a reverse of a few years ago,planners are finding that the grouprates they negotiated back then arenow substantially cheaper than thetransient rate, sometimes by asmuch as $100. Rates and occupan-cies are typically much higher atfull-service hotels in first-tier cities.In New York during the first half ofthis year, for example, the averagerate reached nearly $205 and occu-pancy stood at more than 80 per-cent, according to PKF Consulting.Exacerbating the supply-demanddynamic in first-tier cities is the factthat many conventions are relocat-ing from New Orleans through nextyear as a result of Hurricane Katrina.

This embarrassment of riches —too many attendees for the numberof blocked rooms — most oftenaffects association conventions ofabout 2,500 or more people. Suchgroups need to book large meetingsyears in advance to secure not onlyall the hotel rooms they need, butalso convention center space.

So a few years ago, when meetingattendance was down and groupswere getting hit with big attritionfees, planners cut back on theirblocks for many meetings scheduledto take place now and in the next


Block’sThe

TheLimit

increase her block at cut-off for thetwo dozen meetings she plans annu-ally, but she said hotels resist morefrequently now and she doesn’talways get her way.

Attorney AffirmationTwo lawyers who typically repre-

sent groups in contract negotiationssaid hotels are taking a tougherstance this year, particularly in thepast few months.

“There are more times now whenthe hotels are saying, ‘No, if yourblock is filled, you’re going to pay ahigher rate for more rooms,’” saidJohn Foster, of Foster, Jensen &Gulley in Atlanta.

Foster initially asks that hotelsallow attendees to reserve rooms atthe group rate as long as the hotelhas any rooms available. As a fall-back position, he asks that hotelsaccept attendee reservations after thecut-off date at the group rate, up tothe number of rooms that wereavailable in the block at cut-off.

More often than not, Foster con-ceded, hotels in first-tier cities rejecthis opening offer, but accept his fall-back position.

The experience of James Gold-berg, of Goldberg & Associates, inWashington, D.C., parallels Foster’s.

“Previously, hotels had beenaccepting reservations over theblocks at the group rates, but thisyear they’re saying that they’ll allowgroups only to fill their assignedblocks, and no more, at the grouprate after cut-off,” said Goldberg.

He also noted, “If you’re doing amultiple-property meeting, maybeyou don’t want the hotel to takereservations over the block. Youdon’t want to exceed the block inone hotel and pay attrition fees atanother one where you’ve fallenshort.”

Hilton’s Armitage concurred thatthe company’s hotels will most likelyallow groups to fill their blocks aftercut-off at the group rate, but gettingmore rooms than originally blockedcould pose a problem.

“We’ll work with the customer aslong as we can to fill the block,” hesaid. “But if a group signed a con-tract two to three years ago and sixmonths out wants more rooms, thehotels will look at other customersand decide whether they can providethose extra rooms and at what price.It’s not a given that groups can getrooms at the last minute at thegroup rate.”

By all accounts, the situation willcontinue through next year, whenthe hotel industry is expected toenjoy another year of robust growth.

“I expect this easily to go into2007,” said Foster, adding, “Thebest strategy depends on how far outplanners are booking. If the bookingis more than a year away, I recom-mend being conservative with theblock. If the booking is in the next12 months, I recommend planningfor a small cushion in the roomblock on the premise that if thegroup doesn’t need the rooms thehotel won’t have any troublereselling them.” ■

Excerpted from the November 7,2005, issue of Meeting News maga-zine, www.meetingnews.com.

year or two. This previously conserv-ative approach to determining roomblocks, combined with newlyincreasing attendance, means thatgroups are often caught short onrooms at the group rate.

For example, meetings with vol-untary attendance at Hilton hotelshave exceeded their blocks by anaverage of 10 percent since last year,according to Steven Armitage,Hilton’s senior vice president ofsales.

For Small Meetings, TooOccasionally, even small meet-

ings, typically booked only a fewmonths in advance, can get caughtin the crunch.

For a group of fleet-managementfranchisees that meet annually, Han-nah Greenberg, director of confer-ence services for Meeting Mavericksin Voorhees, N.J., typically books 60rooms for the second night, com-pared with the 75 she books for thefirst night because, often, fewer peo-ple stay that last night.

But she also has negotiated con-tracts that allow her to increase herblock until cut-off and still receivethe group rate.

In Chicago last year, her hotelaccepted a handful of attendees whoexceeded the block at the group rate,but about five others faced theprospect of paying $100 more at thetransient rate. They opted to bookrooms at a hotel down the street at asubstantially lower rate.

This year in Washington, D.C.,Greenberg had a hard time getting14 extra rooms on the second nightat any rate. After confirming Green-berg’s rooming list, a hotel represen-tative informed her that the hotelwas oversold and that she wouldhave to drop the extra room reserva-tions. Greenberg prevailed only aftera series of testy exchanges with hotelmanagers.

Greenberg said she often managesto negotiate terms that allow her to


If the booking is more

than a year away, I

recommend being

conservative with the

block. If the booking is

in the next 12 months, I

recommend planning

for a small cushion in

the room block…

that ended up being thrown out, sowe started delivering them to hospi-tals, especially to children. Theywere very well received, and every-one walked away feeling good.”

Unlike some other charity efforts,this one is for-profit. Special E isbuilding a network of partners,including caterers, venues andflorists, that will pay a fee to be apart of the network in the interest ofpublic relations and generating busi-ness. Planners can use Special E tomake donations through sites or ser-vices outside of the network, butgenerally there is a charge for doingso; donations can be made for freewhen booking through Special E.

For centerpieces and other floralarrangements, “We’ll get in touchwith a floral-design company and let

them know that the planner wouldprefer they be delivered to a local hos-pital or nursing home,” Kalt added.

Special E also welcomes hotelamenities, paper products and cloth-ing. “I produced one event where wehad 5,000 shirts made with thewrong logo that were of absolutely nouse to us, and that happens everyday,” Kalt said.

Based in central New Jersey, thefirm aims to have satellite offices soonin Boston, Washington, Chicago,Miami, Dallas, Los Angeles, SanFrancisco and Toronto. ■

For more information: 888-448-1930 or www.aspeciale.com. Excerptedfrom the November 21, 2005, issue of“Meeting News” magazine, www.meetingnews.com.

O ne in 10 households in theUnited States faces hunger,according to Bread for the

World Institute, a Washington, D.C.-based research and education organi-zation dedicated to hunger-relatedissues. Yet meetings take place everyday where well-prepared, balanced,nutritious meals are thrown away.

A new company called Special Ehas been launched with the goal ofmaking sure that excess is delivered tothose in need.

Special E’s founder and president,Robert Kalt, discovered first-handwhat a difference donations can makewhile producing events for Johnson& Johnson.

“Quite often a lot of food was leftbehind and thrown out,” he said.“We also had beautiful centerpieces


Whether you’re hosting an intimate dinner for 4,000,an expo for 10,000 or an event on a granderscale, success starts at the Garden State

Convention & Exhibit Center. FEATURING NEW JERSEY’SMOST EXPANSIVE AND VERSATILE COLLECTION OF EXHIBIT, HOTEL

AND MEETING SPACE, the center has been home to some ofthe most acclaimed events in the region. Perhaps that iswhy we have more repeat business than any other facilityin the state.

CONVENIENTLY LOCATED just 20 minutes from NewarkInternational Airport, the Garden State Convention &Exhibit Center is in the heart of New Jersey. We offerapproximately 70,000 square feet of exhibit space as wellas 50,000 square feet of additional meeting space. Withmore than 1,500 hotel rooms within walking distance,there’s always room at the Garden State Convention &Exhibit Center.

IF YOUR EVENT IS IN NEW JERSEY, IT’S GOT TO BE AT THE

GARDEN STATE CONVENTION & EXHIBIT CENTER, SOMERSET.

For more information on dates and rates, call today.

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Visit us on the Web: http://www.gsec.comor e-mail us at [email protected]

Where Great

Things HappenWhere Great

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The Victorian Manor can provide you and your event a variety of customizable packages, that can be held in any one of our nine meetingrooms. All our rooms are fully capable to batch into the internet, and haveparabolic lighting. Plus, your every need will be taken care of by your personal captain assigned to your event. The Victorian Manor is also centrally located in the heart of New Jersey, making us easily accessible nomatter where you are coming from in New Jersey or New York. Please call oneof our representatives today, and see the difference we can make for you andyour event.

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732-549-2859

Those in NeedFor

invitation “may be obtained for a spe-cific or unlimited number of adver-tisements and may be obtained for aspecific or unlimited period of time.”In other words, a person may requestone fax advertisement without con-senting to receive future such faxesfrom the sender.

The California law includes anexemption that is very important fortax-exempt trade and professionalmembership associations. It exemptsfrom the law’s requirements faxes sent“by or on behalf of a professional ortrade association [but not other typesof tax-exempt nonprofit organizationssuch as charities or educational orga-nizations] that is a tax-exempt non-profit organization and in furtheranceof the association’s tax-exempt pur-pose to a member of the association,”so long as three conditions are met.

First, the member must have vol-untarily provided its/his/her fax num-ber to the association. In this regard,

if a member company representativeprovides consent to a trade association(of which the company is a member)to send fax advertisements to one ormore company fax numbers, it isadvisable to obtain a representationfrom the individual that he/she hasthe authority to provide such consenton behalf of the company, and, ifapplicable, on behalf of multiple faxnumbers at the company.

Second, the primary purpose ofthe fax must not be “advertising thecommercial availability or quality ofany property, goods, or services of oneor more third parties.” Thus, unlessapplicable express consent has beenreceived (such as via the membershipapplication or renewal form), anyfaxes to association members thatinclude promotions for co-brandedproducts or products or servicesoffered by endorsed affinity providers,for-profit subsidiaries and possiblyeven related foundations or chapters,

On October 7, 2005, Cali-fornia enacted a new law(CA Senate Bill No. 833,

as amended) that will have a signifi-cant – and potentially adverse – effecton associations nationwide that sendfaxes. The California law, whichapplies to all faxes sent to or fromCalifornia, makes it a crime to sendany “unsolicited advertisements” byfax without the recipient’s “priorexpress invitation or permission.”This is what is commonly referred toas an “opt-in” law. It takes effect onJanuary 1, 2006.

The new law eliminates the “estab-lished business relationship” exemp-tion for sending unsolicited faxes thatCongress carefully crafted just thisyear (which preserved the FederalCommunications Commission’s long-standing interpretation of the TCPA).Consequently, it directly conflictswith the fax provisions of the federalTelephone Consumer Protection Act of1991 (“TCPA”) and the federal JunkFax Prevention Act of 2005 (“JFPA”),which amended the TCPA. (For anarticle on the application of theTCPA and JFPA to associations, seehttp://www.venable.com/publications.cfm?action=view&publication_id=1318&publication_type_id=2&practice_id=212.) Fortunately for trade and pro-fessional membership associations(but not other types of nonprofits),there is an exemption in the Califor-nia law that negates some – but clear-ly not all – of the potential negativeimpact.

An unsolicited advertisement isdefined much like it is under theTCPA to mean “any material adver-tising the commercial availability orquality of any property, goods, or ser-vices.” The law does not specify howexpress invitation or permission mustbe obtained (notably, it is notrequired to be in writing) and express


by Jeffrey S. Tenenbaum, Esq. and Ronald M. Jacobs, Esq.Venable LLP, Washington, D.C.

California Triesto Play by ItsOwn Fax Rules:The Impact on Associations

members that merely promote theassociation’s products or services (if infurtherance of the association’s pur-pose); for example, a fax to membersthat solely promotes the association’sannual conference would still fit with-in this exemption.

Third, the member must not haverequested that the association stopsending faxes containing the unso-licited advertisements of third parties.Note that while the California lawdoes not require the inclusion of opt-

out notices, the JFPA does, and suchopt-out notices must provide therecipient with the ability to opt-out ofreceiving all future unsolicited faxadvertisements, not just those adver-tising the products or services of thirdparties. Just as has been recommend-ed for opt-out notices under the fed-eral CAN-SPAM Act regulating e-mail(see http://www.venable.com/publica-tions.cfm?action=view&publication_id=1172&publication_type_id=2&prac-tice_id=212), associations should becareful to not utilize unnecessarilybroad opt-out notices that, if exer-cised, would require the association tolimit the transmission of faxes thatmay not constitute “advertisements”and are not regulated by either thefederal or California laws, such asnewsletters or legislative updates.

Like the federal law, the Californialaw requires all faxes sent to or fromthe state to contain certain identifyinginformation on either the first page orin the top or bottom margin of eachpage sent (i.e., date and time sent,and name and telephone or fax num-ber of the sender (not the broadcastfax company, if one is used)).

Finally, in addition to possibleinjunctive relief, the new law imposesdamages of up to $500 per violation,which a court may increase up to$1,500 per violation if it finds theviolation to be willful or knowing.The law makes clear that these dam-ages are in addition to the $500 perviolation available under the TCPA.Notably, like the TCPA, the Califor-nia law contains a private right ofaction, allowing recipients of illegalfaxes to sue the sender for damages.As with the TCPA, this provides the law with some real enforce-ment “teeth” that heighten the impor-tance of compliance for all affected associations. ■

For more information, contact theauthors at 202/344-8138 / [email protected], or at 202/344-8215 / [email protected].

must have a primary purpose otherthan those advertisements. (It isunclear whether, even if express con-sent is provided to an association byits members, that consent wouldextend to affiliated entities such asrelated foundations, for-profit sub-sidiaries and chapters; thus, any con-sent obtained from members general-ly should be crafted broadly to coverall such affiliates.) Note that this sec-ond prong of the exception does notlimit faxes sent by the association to


Many employees have family orfriends to share the load, but whatabout at work? Employees spendeight hours a day, five days a week inthe business world and are taught notto share personal issues or care forothers for fear of being perceived asweak or becoming distracted from thework.

With no yoke to rely on, how doesone continue to be effective at work?Does the suppression of feelingsimpact the work environment?Absolutely. (See the Toxic Restraintsidebar.) A demonstration of compas-sion within the workplace becomesthe yoke for employees.

Many workplace cultures placeextreme pressure on employees to be aconsistent producer and to ignoreanything personal and emotional inthe office. It is unrealistic for man-agers and leaders to ask employeeswho are dealing with tragedies andcrises to leave their emotions at home.

The suffering and pain does not disappear.

The authors of “Leading in Timesof Trauma” conducted three years ofresearch at the CompassionLab, ajoint project between the Universityof Michigan Business School and theUniversity of British Columbia, anddemonstrated that it is universallynatural for humans to show compas-sion. But organizations either restraincompassion or create a culture ofdemonstrating compassion. Theresearchers clearly proved that expres-sions of compassion do heal.

A compassionate work environ-ment allows employees to not use uptheir energy trying to hide their painfrom others. Compassion is a criticalcomponent within the workplacebecause it maintains a high perfor-mance in others, lessens the immedi-ate suffering of those directly affectedby the trauma and increases companyloyalty.

Ayoke is a smooth concaveshape made to fit aroundthe back and neck of oxen

or other draft animals, and isdesigned so the animals do not toucheach other and the weight of the loadis equally distributed.

Today when we hear the wordyoke it is most often used to describea person carrying a very heavy emo-tional load, or one who is filled withanguish. All of us know someonewithin our workplace or professionalassociations who is carrying a heavyemotional load.

There are tens of thousands of uswho are dealing with or have dealtwith personal issues and tragediesthroughout our lifetime. Whether it’sbecoming a caretaker for a parent, thedeath of a child, diagnosis of a severeillness, a relationship breakup, financialproblems, a job loss or legal issues,there are many of our colleagues whoare hurting and/or grieving.


Carrying The Yoke:

Toxic RestraintA vice president of a Fortune

500 company shared with mehow she carefully crafts a mes-sage about herself within herworkplace. She spends a lot ofenergy controlling exactly whatshe wants them to know. Fiveyears ago, her disabled husbanddied. Only two people within herinner circle knew about thefacts, but did not know her feel-ings. She warns, “You must becautious — there is a dividingline of secrecy. You do not wantto be perceived as weak becauseit will be used against you. Oncean employer smells weaknessthat is how they will always per-ceive you; they will never focuson your competencies. If you telltoo much, the respect disap-pears. My advice: Act out a partevery day.”

Demonstrating Compassion At Work

debilitating effects of pain on perfor-mance. Pain may be caused by anabusive boss to a sudden death. Whensuffering is recognized, it becomes apositive force for change. Researchshows that if pain is ignored, the bot-tom line suffers. Humans requirehumane responses even though theworld of business is harsh. Many lead-ers rate poorly at this skill.

In “What Good Is Compassion atWork?” the researchers have the fol-lowing suggestions to help the healingprocess begin:• Create an environment where

everyone can express how they feel(i.e., questions about well-being,words, gestures, listening, hugs,giving tangible materials such asmoney, flowers or food).

• Create an environment in whichthose who experience or witnesspain can find ways to alleviate theirown and others’ suffering (i.e.,people offering or giving freely oftheir time, stepping in to help witha project, offering work scheduleflexibility).Colleagues do not want to burden

others at work, but sorrow and emo-tional trauma are a big part of everyhuman life. Sorrows do pass, butwhile managing pain, most employeeswant to express themselves, get over

it, and have their bosses and col-leagues back off for just a while.

Compassion is listening intentlyinstead of making the judgment,“What’s wrong with him today?” Theworkforce needs listeners. Listening toour colleagues only strengthens ourrelationships and our business part-nerships. It is only human nature toshow a little human kindness. Thesufferers do not want advice — theywant to be understood. Here is achallenge: Ask someone you knowhow they are doing, and really listen.

One thing we know for sure: Gen-uine compassion and empathy healsevery hurting human soul and light-ens their yoke. ■

Michele C. Wierzgac, MS, CMM, isa sought-after speaker, trainer, consul-tant, and board retreat facilitator. Hertopics cover a broad range of businessissues including marketing, brand man-agement, communications, new businessmarkets and trends for numerous orga-nizations and industries. She has beenrecognized on a number of occasions forher “forward thinking” abilities. Wierz-gac founded Michele & Company in1996 after a career in college adminis-tration. She welcomes you to contact herat [email protected] or708.598.6600.

The researchers also identifiedthree leadership skills and companypractices that are critical in the work-place during times of suffering:• Communicate some form of expres-

sion publicly and immediately.• Personal involvement of leadership

is critical.• Ask the employees for help in

expressing some form of compassion.In “Toxic Emotions at Work,”

Peter J. Frost writes that managersmust adopt compassion to avoid the


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Debbie SchmidtSheet Metal Contractors Association of So. & Central NJ

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Y ou may have read or heard astory of someone who is avictim of “identity theft.”

An identity thief steals your identityand uses it to get credit cards andtake out loans, leaving a trail of debtsin your name. Victims usually don’tfind out that their identity has beenstolen until they receive a collectionnotice or are turned down for credit.While the direct financial exposurefor debts is limited, it may takecountless hours of personal time andthousands of dollars in legal fees toclear your name.

How To ProtectYourself

Your first line of defense is to pro-tect your personal information. Thisincludes your Social Security num-ber, bank account numbers, existingcredit account numbers (credit cards,mortgage, auto loans, etc.) andaddress.

In order to protect your personaldata, experts recommend the follow-ing:• Do not carry your Social Security

card or check book with you orleave them where others can seethem.

• If you are asked for your SocialSecurity number, ask back “Why

is it needed?” Many times, ifchallenged, businesses will notrequire it or will require only thefinal four digits.

• Pay as many of your bills as possi-ble with direct debit or automaticcharges to a credit card. Utilizebank checks as little as possible, asthey show your bank accountnumber. If you do use checks, donot have your address on checksor show full credit account num-bers in the memo section on yourcheck. The last four digits of anaccount number is usually suffi-cient. Just remember, a number ofpeople handle your check as it isprocessed.

• Don’t use your mother’s realmaiden name or your real city ofbirth as account identifiers; makeup something. Add passwords toall online and offline accounts.This prevents someone fromaccessing your accounts even ifthey do have your name, addressand Social Security number.

• Buy a cross cut shredder anddestroy all unsolicited credit cardoffers and blank “courtesy” checksand shred all old financial recordsbefore throwing them away.

• Do not mail bills from your homemailbox. The little flag sticking upis an invitation for identitythieves. They will steal your mail,open it, get the information theyneed, and then reseal and mail thebills, so you are none the wiser.The next line of defense is to

monitor your credit report. Monitor-ing your credit report will not pre-vent identity theft, but it will quicklyalert you if there is a problem. If newaccounts are opened, credit inquiries

are made or address changes request-ed, it will show up in your creditreport.

There are three major consumercredit reporting services: Equifax,Experian and Trans Union. Mostlenders access and feed data into allthree. You can monitor your creditreport in three ways. First, all threecredit services and other independentservices offer credit monitoring ser-vices that run anywhere from $40 toover $100 per year. These services typ-ically offer either daily or weekly alertsto changes in your credit report and acertain number of free reports a year.

The second option is a new feder-al law, which takes effect in our areaon September 1, 2005. Under thislaw, each of the three major creditservices must give you, free of charge,one report per year. You can staggeryour report requests and, in essence,get a free one every four months.Under this option, the reports arefree, but an identity thief can do a lotof damage in four months.

You may request free reports asfollows: on line: annualcreditreport.com; phone: 1-877-322-8228;write: Annual Credit Report RequestService, P. O. Box 105281, Atlanta,GA 30348-5281.

When you apply for the freereports, the various credit serviceswill try to sell you additional add-onservices. Carefully evaluate thevalue/cost of the add-on services vs.having regular ongoing credit moni-toring service. ■

Herbert W. Brownett is Senior VicePresident of Finance and Administra-tion of The Nor wood Company inWest Chester, PA.

by Herbert W. Brownett

IDENTITY THEFT–DON’T BE A VICTIM!

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Documents

pace - WordPress.com...6 PACE Winter, 2006 2006: Think Strategically! by William Schwab President, New Jersey Society of Association Executives President & CEO, Construction Financial