MCCC Open House

Growth Showcase

Spreadsheet Savvy

New Career Networking Group Forms in Ewing

Curbing Workplace Harassment

Property Managers Discuss Home Rule

Origins of Memory

Corporate Angels

Volunteer, Please

Corrections or additions?

These articles by Kathleen Spring and Bart Jackson were prepared

for the October 22, 2003 issue of U.S. 1 Newspaper. All rights

reserved.

Survival Guide

Top Of Page
MCCC Open House

High school students and their parents can learn about

the transfer programs that lead to a bachelor’s degree when Mercer

County Community College hosts an open house, "Planning for a

Four-Year Degree," on Wednesday, October 22, at 6 p.m. Call

609-586-0505

for further information.

In addition to MCCC’s academic and transfer counselors, experts from

many of New Jersey’s four-year colleges present information. The open

house takes place in the college’s Student Center on the West Windsor

Campus, 1200 Old Trenton Road.

According to Carol Tosh, MCCC’s dean for enrollment services,

the college’s Dual Admissions Agreements provide students with the

opportunity to make a smooth transition to The College of New Jersey,

Montclair State, Rider University, Rutgers University, and the New

Jersey Institute of Technology. For students who are undecided about

where they plan to continue their education, Mercer maintains transfer

agreements with hundreds of four-year schools.

Representatives from the dual admissions colleges answer questions

about their schools and discuss how Mercer’s transfer students have

succeeded there. A panel including members of the MCCC admissions

and transfer offices present information on financial aid and

scholarship

opportunities, and answer questions.

Top Of Page
Growth Showcase

Seven area companies will be represented at New Jersey

Technology Council’s Growth Company Showcase on Thursday, October

23, at 8 a.m. at the Jersey City Hyatt. Greg Hanson, head of

technology banking at Wachovia Bank, gives the keynote. Cost: $75.

Call 856-787-9700.

State Treasurer John McCormac discusses opportunities in an

afternoon meeting open only to angel investors, venture capitalists,

and investment bankers.

CEOs and CFOs of 30 regional public and private technology companies

make presentations. Princeton area participating companies include

Aereon Solutions and Quantiva at Princeton Forrestal Village; Barrier

Therapeutics at Overlook Center; Digital 5 at Quakerbridge Executive

Center; MicroDose Technologies on Route 1 North in Monmouth Junction;

StatementOne on Lenox Drive; and NanoOpto, a Somerset company with

technology developed at Princeton University.

Top Of Page
Spreadsheet Savvy

A solid corporate vision is a wonderful tool. But

without

an eye on the ledger, it remains as airy as a fantasy without a bride.

Admittedly, the language of the ledger is strange to many and all

those numbers are off-putting to some. Yet the financial statement

has most of the information a business owner needs to determine just

how far he can reach and at what star he should be aiming.

Those seeking to gain sharper accounting translation skills will want

to attend "Using Your Financial Statements to Manage Your

Business,"

on Thursday, October 23, at 11 a.m. at the Mercer County Conference

Center on the MCCC West Windsor Campus. Sherise Ritter, principal

of Hamilton-based accounting firm the Mount Ritter Group gives fiscal

advice to startups, established business owners, and investors. This

lecture is part of the day-long "Women in Business" seminar,

which begins at 8:30 a.m., and is sponsored by the College of New

Jersey’s Small Business Development Center and the New Jersey

Association

of Women Business Owners (NJAWBO). Cost: $125. To register call

609-586-9446.

For a full list of speakers and further details, check the Mercer

Conference Center website at www.MCCC.org.

"Companies tend to be started by inventive entrepreneurs and

salespeople,"

Ritter notes. "Unfortunately, there is no guarantee that a feel

for numbers comes magically packaged among these other business

skills."

Using her own feel for numbers, Ritter has proved herself a valued

decision-guiding resource for owners and investors over the past two

decades. Born and bred in Hamilton, and still a Hamilton resident,

Ritter attended Rider University, graduating with a B.S. in business

and accounting. In l984, as a young CPA, Ritter joined the firm in

which she is now principal. It was then called Lee and Sexton.

"Back

in those days," she recalls, "business owners of surprisingly

successful companies would literally bring in their accounts in a

shoe box. Now, they bring the numbers in on a disk, but I’m not sure

there’s always a great deal more comprehension."

Today Ritter and the Mount Ritter Group have carved out a specialized

financial consulting niche, specializing in closely held companies,

yet their client list covers the full business spectrum. The main

education gap noted by the Mount Ritter Group lies in clients who

understand each spreadsheet, but cannot unite them for a full

corporate

picture. Like the old stereopticon, which photographed the same scene

twice at slightly different angles, each of several financial sheets

is required to gain a comprehensive picture of a company’s status

and prospects:

The balance sheet provides a snapshot of your company’s

assets and liabilities on a given day. This essential tool gives an

accurate picture of your company’s immediate health. It also comes

in particularly handy when you want to determine just where you stand

after weathering a rough fiscal storm or after launching a new

product.

But it is only a point on the chart of history. While it may provide

a viable voice at the planning table, it shouldn’t be the only voice.

The income statement is designed to show asset and liability

flow over a given period, generally a quarter or a year. It displays

past activity and current trends. A summarized version of this goes

out each year to shareholders in public companies. On this sheet,

little facts come to light revealing exactly what it has taken to

get your company to where it is. Your earned income might show a great

boost in May, corresponding to an added operating expense in the

salaries

and wage column. Hiring those two seasonal sales people seems like

a sharp move. Now study the sheet. Did the income flow remain steady

after their short term contract ended? Do you need them back on full

time?

Statement of changes in cash flow makes plain the nuances

of daily business dealings. Frequently, the income statement shows

simply the amount of cash that came to the table in, say, the past

fiscal year; the amount spent that year; and the resulting net profit.

While straightforward, the picture presented is not complete.

For example, many firms operate on the accrual method. When the

service

is delivered with an accompanying invoice for $50,000, that amount

is tallied under the income column, though the actual check may remain

"in the mail" for months. Additionally, in the changes of

cash flow statement, different uses of cash are separated out. That

new back hoe, which is generating income this year and beyond, is

not lumped in with the static operating expense budget, which merely

keeps the doors open.

For the investor, literacy in reading financials is important,

too. Over 80 percent of those investing in publicly held companies

last year never looked at the annual report or any documentation

before

buying. Then they wonder in horror why their life savings plunge.

While there’s no such thing as guaranteed investment, Ritter insists

you can greatly enhance the odds by first giving your candidate a

little fiscal examination. Basically Ritter is a firm believer in

history. Study the sales line. Is the product itself consistent with

other high sales items in the market? Also have sales increased over

time? Is this a growing firm?

In matters of price, do more than check to make sure you are not

buying

at the height of a stock’s historic range. Examine the price/earnings

ratio. Compare how this company’s financial values rate with industry

standards. Publications such as Moody’s and Standard and Poor have

the numbers already crunched for most publicly held firms, listed

by industry category.

Finally, Ritter advises, look within. Examine management. Do their

resumes display expertise at manipulating stock for the benefit of

senior management alone? How do they handle operating expenses?

"Any

firm that shows a $500,000 annual jump in operating expenses,"

says Ritter, "is probably not being run by capable people who

can control costs."

— Bart Jackson

Top Of Page
New Career Networking Group Forms in Ewing

Toward the end of the summer, Pat Fletcher’s

outplacement

counselor at Lee Hecht Harrison told her that support groups for job

hunters in the Princeton area are getting crowded. The former Cyanamid

scientist was encouraged to form her own group, and she did.

The Career Networking Group, meeting on the fourth Tuesday of the

month, has its next session on Tuesday, October 28, at the First

Presbyterian

Church of Ewing at 100 Scotch Road. There is no charge. Call

609-433-6191

for more information.

Fletcher builds upon her own experience, along with outplacement

advice

she received, in getting the group up and running. While it sounds

like the most tired of cliches, she says that the downsized people

she knows, and those she is meeting at her new group, tend to have

been comfortably employed at the same place for a long time —

10, or 15, or 20, or more years.

Despite all the press that rampant downsizing has received, these

terminated people never expected to be on the receiving end of a pink

slip. Few are prepared. Given the pressures of everyday life —

meeting deadlines, flying away on business, getting the kids to

soccer,

and into college — this is hardly surprising. Managing the

day-to-day

routine is enough. Prudent preparation for job separation takes a

back seat. Until it happens.

Like other downsized professionals, Fletcher is seeing the world of

work with new eyes. Doubly so because her husband, Shahn, who also

worked at Cyanamid, was RIFed too. Their career directions were

abruptly

altered by their employer. Their reaction, after considerable thought,

was to restructure their work lives to build in stability and cut

down on anxiety.

Fletcher, a West Trenton resident, studied biology at Trenton State

(Class of 1987). She joined Cyanamid not long after, working first

as a bench scientist and then running contract field studies. Her

expertise was in animal health and in crop health. Agriscience,

though, has largely left New Jersey, so she turned in another

direction

after her layoff in 2001.

"I took a year to finish my business degree," she says. She

had been working on an MBA part time, but decided to attend Rider

full time in order to obtain the degree quickly. At one time, she

had considered going for a Ph.D., but she decided that the lifestyle

was too insecure. "This is just a real time of change in the

industry,"

she says. "That’s the reason I decided not to go for the Ph.D.

You can still have a great career, but not stability."

Even Ph.Ds. are adding on an MBA, she has seen. The degree opens up

a host of management opportunities, but even the added flexibility

is no guarantee of employment, not now.

With jobs in agriscience neigh-on-to nonexistent in the Garden State,

Fletcher, the mother of Emma, a seven-year-old, signed on for a long

commute — to Nutley — to take on a contract job in human

pharmaceutical

R&D with Roche. "It was a little tough on the family," she

says, "but it was a nice transition. I wanted human health."

The contract ended just as summer was beginning. She took the summer

off, and is again looking for work in the pharmaceutical industry.

Meanwhile, her husband is launched on a far more extreme career

make-over.

A chemist specializing in crop health studies, he had worked his way

up to more and more responsible positions during his 12 years with

Cyanamid. Downsized one year after his wife lost her job, he faced

an even greater quandary. He had not completed his college degree,

and while that was not a bar to advancement with Cyanamid, he knew

that it would make it extremely difficult for him to get a similar

job elsewhere in a tightening labor market.

He did some "serious soul searching," according to his wife,

weighing not only what kind of career he wanted to have, but also

about what kind of life both of them wanted for their family. His

solution: a career as a plumber.

Blue collar jobs are way out of vogue, Fletcher realizes, and she

is positively gleeful about the fact that most Central Jersey folks

relentlessly push their young toward four-year colleges. Few

tradespeople

means more work for those who enter the trades, she figures.

Shahn Fletcher, now an apprentice in Union 9, explored plumbing as

a career possibility by taking evening courses at Mercer County

Community

College. There he found that the basic task a plumber faces —

analyzing a problem — is very similar to the work he enjoyed at

Cyanamid. He did well in his coursework, and with encouragement from

his teacher, pursued the union’s application and screening process.

He will be an apprentice, earning approximately 50 percent the rate

of pay for a master plumber, for five years. After that, says

Fletcher,

"the sky’s the limit." Her husband is thinking ahead both

to owning his own business and to the possibility of teaching.

Meanwhile,

he loves his work, which, she reports with tremendous relief, provides

benefits for their family.

But benefits and the prospect of hefty earning power

are not the main reasons that Fletcher is delighted with her husband’s

choice. "We’ve balanced our career portfolio," she says.

The couple wants more children, and is expecting to adopt a child

from Korea within the year. Two parents in pharmaceutical jobs can

make family life difficult, especially now. Fletcher says increased

competition in the industry translates into long, unpredictable hours

for R&D employees.

"It’s very hard to plan ahead," she says. "You end up

flying by the seat of your pants to meet strategic deadlines. If

you’re

at the bench, you can’t project where your project will go. Things

happen that you can’t predict. It ends up being your life. You have

to give up a lot of social life and family life to do well at

work."

The rigors are bad enough when one parent is involved, but maintaining

the routine of family life can get impossibly difficult when both

parents live by the ups and downs of a promising drug compound.

Beyond the long, unpredictable hours, there is now a constant anxiety

over job loss. With a career in plumbing, Fletcher figures her husband

will never have to worry about having work again. After having done

through a dual lay-off, she says this peace of mind is incalculable.

"It’s relieved tremendous stress from our shoulders," she

says. "When your job is not secure, there is background noise

every day sucking your energy away. Not to have to worry about it

is freeing."

With steady income flowing into her home once again, Fletcher is

putting

energy into finding another pharmaceutical job and getting the new

networking group going. Even after a decade and a half in the industry

and with a new MBA to her credit, Fletcher knows her job search will

not be easy. She and her husband have stayed in close contact with

about 20 to 30 of their former Cyanamid clients. Some accepted jobs

in other states with BASF, which acquired parts of the company. Many

made the switch from agricultural science to pharmaceutical science.

Others moved into other careers, including teaching. Some older

workers,

seeing little future in the industry, opted for retirement.

Drawing on her friends’ experiences, as well as her own, Fletcher

offers these networking suggestions.

Start while you are working. Like so many pieces of advice

that are repeated constantly, this one tends to be ignored. "If

you’re sheltered in a company, you don’t know what networking

means,"

she says. This was the case with her, and with her co-workers. They

had plenty of notice that Cyanamid would likely be downsizing, but

"were in denial." Little time was spent building outside

contacts

as the end approached, and little time had been spent on networking

during years — or decades — at the company.

"I had never networked," says Fletcher. "I had my nose

to the grindstone. I realized that I had done myself a

disservice."

Widen your circle. During outplacement, Fletcher was put

into a networking group made up of people of a variety of ages from

a number of occupations. This diversity, she points out, means that

people can freely share contacts and leads without worrying about

protecting their own job prospects.

Find a safe practice space. Networking groups like the

one Fletcher is starting provide "a safe place for people to go

to practice interview skills." When she first began outplacement,

Fletcher was shy about presenting herself to strangers. It is hard

to believe that now. She comes across as confident and unusually

articulate,

and she credits networking practice in a safe arena for the change.

Give and receive encouragement. Job searching, by definition,

she points out, is all about rejection. Spend a little time at it,

and you begin to believe that no one would want someone like you.

Networking with a group reassured her that "my background has

value."

Networking among friends, while productive, felt to Fletcher like

imposing. Sharing leads with a group of job seekers, on the other

hand, was nothing but positive.

Work a plan. During outplacement, Fletcher found that

it was all too easy to become discouraged about the difficulty of

finding a job. She was encouraged to think of the hunt as a project.

"It made immediate sense to me," she says. She realized that

a job search is very much like the work she — and most

professionals

— do. It is a project, and it has to be managed logically.

"The best thing you can do," she says, "is to give

yourself

a task."

After suffering a fate that most Central Jersey families are

afraid to even worry about, Fletcher is emerging from the termination

of both bread earners’ incomes with a whole new perspective on the

world of work. Priorities reassessed, and portfolio rebalanced, she

is ready to move ahead.

Top Of Page
Curbing Workplace Harassment

Business owners and the supervisors they hire need to

be careful not to let harassment into the workplace. How careful?

"Extremely careful," says Patrick Collins, head of the

labor and employment group at the Somerville law firm, Norris

McLaughlin

& Marcus. Vigilance is essential, but it is not enough. A new court

ruling mandates proactive anti-harassment measures as well. This is

an issue for companies of all sizes. Collins points out that even

small companies, even companies with only one employee, can be sued

over harassment claims. Penalties, he says, "can be

devastating."

Collins gives a free talk on "Anti-Harassment Training in the

Workplace: What Every Employer Needs to Know" on Wednesday,

October

29, at 8 a.m. at the Raritan Valley Country Club. Call Cathy Wolfe

at 609-722-0700, ext. 251, for more information.

Collins has been advising and representing employers and managers

for most of his adult life. This makes for interesting conversation

during family get togethers. "My mother was president of her union

local," he says, "and my father worked 30 years — almost

40 years — at Johns Manville."

Feeling no twinges of conscience for representing management —

even in union matters — Collins points out that new protections,

including whistleblower statues and anti-discrimination laws, didn’t

exist when his parents were working.

A graduate of Glassboro State (Class of 1979) who holds a J.D. from

Seton Hall, he clerked for an appellate judge for a year, and then

signed on with Norris McLaughlin, where he gravitated to labor law.

His only other job, aside from summers at Johns Manville, was

"flipping

burgers during college."

In New Jersey, anti-harassment laws cover every protected class. Gays,

older workers, women, people with disabilities, members of minority

groups — nearly everyone in the workplace is protected one way

or another. What’s more, Collins says, an important consideration

for employers is that they can be liable for creating a hostile

workplace

even if offensive language or conduct is not aimed at anyone in

particular.

If an employee finds continual disparaging jokes about gays or

mentally

handicapped people or Armenians offensive, he can sue despite the

fact that he may not be gay, mentally handicapped, or Armenian.

Collins

gives the example of a man who emerges from his cubicle every day

to read from his Dirty Joke of the Day calendar. A woman sitting in

the corner, just barely within the calendar guy’s line of sight, could

sue for sexual harassment. Likewise, an employee with a gay brother

or a Japanese wife might take offense at negative comments about gays

or Asians, and despite the fact that no one was directing comments

at him, or even knew about his brother’s sexual orientation or his

wife’s ethnicity, could sue.

In many cases of harassment, a supervisor targets an underling, or

a group of underlings. These cases have always substantially exposed

the employer because the supervisor’s job is to act for the employer.

Cases involving one employee harassing another, however, were often

explained away by an employer’s statement that he knew nothing about

the conduct. Then last year the New Jersey Supreme Court, in Gaines

V. Bellino, ruled that an employer could not use this defense unless

he could show that he had provided anti-harassment training for his

supervisors.

If an employer needed an incentive to put an anti-harassment program

into play, this ruling certainly provides it. Here is Collins’ advice

on creating a harassment-free workplace:

Don’t get zapped by E-mail. "People feel no compunction

about sending off an offensive joke or a profanity-laced response

to an E-mail," Collins observes. The girlie calendars have been

taken down from most office walls. The ethnic jokester’s water cooler

performances have been canceled. The gay basher has been silenced.

But while overtly offensive language and behavior is less in evidence

in most workplaces, off-color E-mails are flying through office

servers.

Employers must set up policies for office E-mail use that make it

clear that offensive language has no place in this office

correspondence.

Otherwise, the meek guy who takes pain to offer no offense to anyone

he encounters in office halls may well think nothing of letting loose

on the keyboard. "People are unbelievably careless," says

Collins. "They think that when you hit `delete’ the record is

gone."

The record most certainly is not gone. It sits waiting to bite its

sender.

When a supervisor is accused of harassment, his accuser’s attorney

will ask to see all of the E-mail he has sent. The missives may have

been intended only for the eyes of his college roommate on the West

Coast, says Collins, but suddenly, they can be evidence against him.

"He may be saying `I’m a perfect gentleman,’" says Collins.

He may be saying his accuser is crazy, that she is a gold digger.

But E-mails full of four-letter words and sexual jokes will strengthen

the case against him — and against his employer.

Chances are that the employer had never chanced upon an offensive

E-mail sent by the accused, but it doesn’t necessarily matter. It

may be enough that the behavior went on during work hours on work

equipment. An employer who can show, however, that he has promulgated

rules on E-mail use, and that he enforces them, puts himself in a

more favorable light.

Rein in the yelling. Some supervisors yell. A lot. Their

superiors may get used to walking in on the noise, and it may seem

harmless enough. But Collins has seen cases where employees discerned

a pattern in the in-your-face management style. In their view, the

supervisor’s shouting was directly largely at women or at Asians or

at Jews. The yeller was setting himself up for a harassment suit.

Set up a complaint procedure. In a recent case, Collins

relates, a black female Nordstrom’s employee accused two white males

of harassing her. "It went on for a long time, and she didn’t

tell anybody," he says. Finally, the woman snapped, and reported

the pair to HR. They were promptly fired.

The woman sued. Nordstrom’s defense was that it had an anti-harassment

policy, it had told employees to report harassment, it had told them

to whom they should report it, and it had done a prompt and thorough

investigation.

"The court," says Collins, "said `you’re right.’"

Watch those cliques. Many a harassment complaint arises

when a new employee joins a long-established group. His co-workers,

perhaps of different ethnicity or sharing a different religion, may

freeze him out. If this newcomer receives a negative review, he may

be inclined to sue, stating that his poor job performance was the

result of a hostile work environment.

Prepare the men on the loading dock for visitors. Another

situation that gives rise to claims of harassment involves the

secretary

sent out to the loading dock to deliver a message. If the loading

dock crew is has cultivated a "just us guys" culture, complete

with sexual innuendo, they may behave in ways the lone visiting female

may find offensive.

Realize that intentions don’t count. Accused of harassment,

a number of defendants have protested that they were "just joking

around." It absolutely doesn’t matter. Says Collins, "The

gee-I-was-only-kidding defense doesn’t work. The intent of the

harasser

is completely ignored in the analysis."

Scare supervisors straight. Collins frequently leads

anti-harassment

training sessions. Supervisors taking the classes sit up straighter

when he lets them know that they can be individually liable for

harassment.

The knowledge that their savings and homes are on the line is a

powerful

incentive for them to keep their departments harassment-free.

Assess the costs. The penalties a court can assess for

harassment, says Collins, are "the biggest nightmare a company

can face." The courts have "incredible equitable power,"

he says. They can award lost pay and can force a company to rehire

an employee. It doesn’t matter if another person has been hired in

the meantime. That person may have to be bumped.

In addition, the courts can assess both compensatory damages and

punitive

damages. If the plaintiff wins, his company ends up paying his legal

fees, as well as its own legal tab. "We’re seeing seven-figure

awards," says Collins.

As crippling as the monetary awards may be, the damage doesn’t stop

there. "These cases are enormously time consuming," he says.

They’re also "extremely emotional," and do nothing to improve

company morale.

Provide an ongoing example. Employers who want to do

everything

they can to keep harassment claims at bay will draft anti-harassment

policies and procedures, and will provide anti-harassment training.

But that is just the easy part, says Collins. "The employer and

the managers set the example," he says. "They have to walk

to walk."

Top Of Page
Property Managers Discuss Home Rule

The New Jersey Chapter of the National Association of

Industrial and Office Properties (NJ-NAIOP) hosts a seminar on the

Smart Growth debate, "Regional v. Home Rule: What is Our

Future?,"

on Wednesday, October 29, at 8 a.m. at the Woodbridge Hilton in

Iselin.

Cost: $65. Call 201-998-1421.

Bradley Campbell, commissioner of the New Jersey Department

of Environmental Protection, moderates. Speakers include John

Kitchen,

chair of the Somerset Regional Center Partnership, and president of

Title Central; Barbara Lawrence, executive director of New Jersey

Future; Mimi Letz, mayor of Parsippany-Troy Hills Township;

Robin Murray, deputy director of the Office of Smart Growth,

Dennis Toft, partner and head of the Environmental Department

of Wolff & Samson; and Eric Witmondt, CEO of Woodmont Properties.

The seminar focuses on the concept of "smart" growth

management, where the decision-making authority should lie, and its

long-term implications. The speakers offer their opinions on the many

pending legislative and regulatory initiatives along with their impact

on the public at large and the real estate community.

Top Of Page
Origins of Memory

Eric Kandel, Nobel Laureate in medicine, gives

a free talk on "Molecular Mechanisms for the Establishment and

Perpetuation of Memory Storage" on Wednesday, October 29, at 4:30

p.m. in Wolfensohn Hall on the campus of the Institute for Advanced

Study. Call 609-734-8037 for more information.

Kandel is a professor at Columbia University’s Center for Neurobiology

and Behavior and senior investigator at the Howard Hughes Medical

Institute. His 2000 Nobel Prize, shared with A. Carlsson and P.

Greengard,

was for "discoveries concerning signal transduction in the nervous

system."

Kandel plans to discuss a general molecular mechanism, which emerged

from studies of sea slugs and mice, "whereby a transient

short-term

memory is converted into a stable, self-maintained, long-term

memory."

Top Of Page
Corporate Angels

Shapes USA at Southfield Shopping Center in West

Windsor, sponsored a 10-woman team for the Komen Race for the Cure

on Sunday, October 19. Members of the fitness and nutrition club have

raised more than $1,000 in donations toward breast cancer research

from merchants in the shopping center as well as from friends and

family.

The New Jersey Chapter of the National Association of Industrial

and Office Properties selected the city of Asbury Park for its

fourth annual Community Service Day, this Wednesday, October 22.

NJ-NAIOP

has formed a partnership with the city, the NJ Department of Community

Affairs’ Adopt-A-Neighborhood Program, the New Jersey Department of

Corrections, and Interfaith Neighbors to refurbish the West Side

Recreation

Area.

The partnership was scheduled to construct a tot lot, renovate a

gazebo,

and add landscaping and other improvements.

Co-chairs for this year’s event are Bob Klausner of the Shultz

Organization

and Russ Tepper of Matrix Development.

Top Of Page
Volunteer, Please

Only 5 percent of eligible Americans give blood. As

a result of the growth and aging of the population and with medical

advances requiring more blood for advanced cancer treatments,

surgeries,

and traumas, demand for blood products is growing at a much greater

rate than supply. In response, the Red Cross has launched one

of the largest initiatives in its history, a national campaign to

encourage regular blood donation.

On Monday, October 27, the Save A Life Tour 2003 comes to Red Cross

headquarters at 707 Alexander Road. This visit coincides with the

grand opening of the region’s first and only automated Blood Donor

Center, at this location. It is open to visitors from 3 p.m. through

7 p.m. on the day of the tour.

The Blood Donation Center optimizes blood donations through automation

and a more consistent donation schedule. A donor can either donate

whole blood or blood components through automation. After a whole

blood donation a unit is separated into its three main components:

red blood cells, platelets, and plasma. Barring automation, it takes

six different whole blood donors to produce one unit of transfusable

platelets.

Through automated donation, a donor is able to donate the components

needed by patients. For example, full units of all three components

or larger units of certain components can be collected.

The Blood Donor Center will have regular hours during the week and

on weekends. Call 1-800-Give-Life to schedule an appointment. In

addition

to an ongoing need for donors, the Blood Donor Center is seeking

volunteers.

Call 609-951-8550.

Corrections or additions?


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