Network Security

Corporate Training That’s Really Mickey Mouse

Financial Planning for the Next Century

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These articles by Melinda Sherwood was published in U.S. 1

Newspaper on

October 20, 1999. All rights reserved.

Women in Philanthropy: Nancy Kieling

Something is happening in the world of philanthropy:

women are becoming major players. It’s not that they haven’t been

consummate do-gooders in the past, but women, for the first time,

can also be major donors, says Nancy Kieling, director of the

Princeton Area Community Foundation. "The women who are now in

their 40s and 50s are women who have been at the leading edge and

just behind the leading edge of the women’s movements," says

Kieling,

"and that has brought them into the workplace and they’ve been

there long enough that a significant group have reasonable incomes

of their own. As a result, their relationship to their money is

changing."

Kieling is a panelist at "Women: The Force Behind Philanthropy

in the 21st Century," a teleconference sponsored by Merrill Lynch

on Tuesday, October 26, at 6 p.m., which will be broadcast to all

branch offices. Other guest speakers on the panel include Merrill

Lynch’s Donna Bandelloni, of the Nonprofit Financial Services,

Susan Cruz, resident vice president of Merrill Lynch’s Lexington

office, Jennifer McPartlin, vice president of the Private

Portfolio Group/Trust Portfolio Group, and William P. Burks,

also of Princeton Area Community Foundation. Call 609-683-8683.

With their own income, Kieling expects women to show a more

independent streak in giving, which will be a definite break from the

past. "There is some anecdotal evidence of women who had inherited

wealth from a husband or a father and used it in a way that he would

have, by making a gift to her father’s alma mater instead of her own

alma mater, for example," says Kieling.

At Princeton University, in fact, the development department has taken

it upon themselves to learn more about why women open their purses.

The university’s first class to include women — the Class of 1973

— is coming of age, so to speak, for major gift-giving.

Michele Minter, associate director of leadership gifts at Princeton, says

the department has just completed two thirds of its year-long focus

group studies on women in various cities. "Our motivation for

doing this is that Princeton went coed 27 years ago," she says,

"so some of the women are starting to reach a level of seniority

in the alumni community, and we’re trying to figure out what that

means, not just as donors but as volunteers."

The giving patterns of Princeton alumnae, says Minter, are in line

with what national studies seem to indicate about women. Specifically:

women do not respond as positively towards competitive giving as men

do. "We are finding that competition is not an effective a

fundraising motivator for women," says Minter, "like saying

that this is a goal and we have to beat the previous class."

It’s a personal touch that seems to win women over. "It’s who’s

doing the asking," says Minter. "They tend to give more money

to organizations that they feel involved with, where they volunteered,

for example."

Similarly, women also expect a more intimate relationship with their

gift — they tend to want a degree of control over how it is

allocated. This presents a challenge for many universities and

fundraising organization that rely on nonspecific giving. Minter is

not sure how Princeton, which is on the last stretch of a five-year

campaign to raise $900 million (it’s at the $866 million mark), will

incorporate the new knowledge. "We’re going to present this

information to the Board of Trustees and think about what implications

it has long term," she says. "Princeton has a huge annual

giving operation, that’s unspecified gifts, and it’s not that women

don’t support that, but they seem more supportive if they know how the

money will be used, for a specific project. Financial aid was an area

where they all were interested, for example."

The Princeton studies are consistent with what Kieling has seen in

her own organization, which just started the Women and Girls Fund,

a vehicle for projects as varied as a battered women’s shelter or

a summer program in math and science for middle school girls. "If

women can come together around a common cause and get something done

collaboratively, they enjoy that," says Kieling, who holds a BA

in history from the University of Wisconsin, Class of 1971. Although

the professional organization spearheading the new fund, Women in

Development, has incentives in place for women to give cash, Kieling

says she will take whatever they can give, whether it’s their time

or money: "I live by he motto that one makes a gift it’s a good

day in philanthropy."

— Melinda Sherwood

Top Of Page
Network Security

Hackers, disgruntled employees, and industrial spies

pose a challenge for network engineers, and the relatively small

number

of network personnel poses a serious problem for many companies, says

Colin Schreiber, manager of educational services at NextGen

Internet. "There’s a very big shortage of qualified network

personnel,

and a big gap in skills among those who know network security and

its complexities," says Schreiber, an instructor for "Securing

Your Corporate Assets: Risks and Solutions of conducting

E-Business,"

on Friday, October 22, at 8:30 a.m. at NextGen’s office at 311

Enterprise

Drive. Call 609-419-0513. Free.

The risks: unauthorized users in a company’s computer system or the

pirating of E-mails on the Internet. "It happens all the

time,"

says Schreiber, who holds a BS from Rider University, Class of 1985,

and worked in South Africa as an operations manager in a consumer

electronics company before joining NextGen. "Hackers see a gap

in the company’s firewall and for the fun of it go in and cause all

havoc. There’s industrial spies that would go in and gain a

competitive

edge and then there’s disgruntled employees who have access to the

network and they could be a potential risk to the company."

NextGen introduces trainees to a variety of assessment techniques,

whereby they can examine the security of a company’s network, and

to a variety of security solutions that include both policy and

technology.

"The top security companies in the world are always trying to

better their own encryption — they want to better themselves and

be ahead of the hacker community," says Schreiber. "They will

always be pushing the envelope." And so too the hackers and spies.

Top Of Page
Corporate Training That’s Really Mickey Mouse

Say the word "Disney" and most people think

fairy dust and enchanted castles, but Disney is not all kids’ stuff.

Orlando’s Disneyland employs over 55,000 "cast members"

(Disney-speak

for employees), who run everything from retail stores to the Magic

Kingdom’s own utility company. As corporations go, it doesn’t get

much larger or more diversified that Disney, and it takes more than

a talking mouse to hold it all together, says Craig Taylor,

director of the company’s business programs. "The wonderful

experience

that you have here doesn’t happen by chance," he says. "It’s

a very well thought out, engineered performance. We are helping people

to have magical memories and a fantastical experience, but at the

same time we are a large, serious, focused business."

During the "quality assessment" era of the 1980s, that

business

gained a reputation for its service, and consequently did what any

gigantic, self-respecting corporation would do — it set up a

professional

training organization, known as the Disney Institute, to promulgate

its values, and to generate a new source of revenue. At the request

of the New Jersey Chamber, a Disney cast member comes to the Forsgate

Country Club in Monroe on Tuesday, October 16, to share the Disney

approach to leadership, service, and customer loyalty. Cost: $395.

Call 732-329-9642.

"We’re going to take a peak behind the curtain and show how we

create the magic," says Taylor. The Disney philosophy: The

frontline

is the bottomline. Even Disney executives occasionally meander up

and down Disneyland’s Main Street — an amicable, helpful,

suit-and-tie

character in this fantasy-come-to-life world. "Everybody is part

of that same positive Disney culture," says Taylor. "It’s

everybody’s job to be true to the vision to make sure we are all

contributing

to that."

Although he holds a BA in psychology from the University of Florida,

Class of 1974, Taylor now practices "guestology:" the art

of knowing what the customer wants. "When we make business

decisions,

we always ask ourself how that would impact the guests," says

Taylor. "We’ve learned that the heart of driving our business

is that a wonderful experience keeps people coming back. But we also

know that what contributes to that is our cast members have a good

experience — they have a great employment experience because of

the kind of leadership they get."

Good leadership, Disney-style, begins with good story-telling

naturally.

It’s part of the culture to pass down the company’s "magic

moments,"

brilliant strokes of customer service genius, like the time when an

employee sent chicken soup up to a honeymooner sick in bed, or enticed

a scared child who was the designated ringbearer at a Disney World

wedding to walk down the aisle in exchange for a private meeting with

Mickey Mouse. "We perpetuate the culture by telling stories,"

says Taylor, who will be spending the holiday this year in search

of more magic moments: "I’ll take a shift in Epcot or MGM studios

because we always want to stay in touch with our guests."

Top Of Page
Financial Planning for the Next Century

A single money card holds all of your assets: checking

and saving accounts, money market, stock portfolio. When it’s time

to apply for a mortgage, your bottomline is only a card swipe away.

A lender grants or denies your application on the spot.

Welcome to the not-so-distant future, where technology makes it

possible

to review a person’s entire financial portfolio online. Some may think

it’s a luxury, others a curse. Either way, now is the time to create

a unified financial plan, says Vince Tarduogno, director of

marketing for financial planning at Merrill Lynch. "Over the next

15 to 20 years you’re going to see the boomers moving into their

retirement

years and it’s conceivable that they’re going to spend as much time

in retirement as they spent working," he says. "It means that

they’re going to have to accumulate assets that will last upwards

of 30 years. People have to take a look at all of their goals, they

have to understand where they are today."

Merrill Lynch is offering "Financial Planning for the Next

Century,"

a free seminar, on Saturday, October 23, at 10 a.m. at the office

on 100 Franklin Corner Road. Call 888-243-1764.

Longer retirement is just one of the trends Merrill Lynch’s

researchers

say will define the next century. Tarduogno, who holds a degree from

Queens College, Class of 1972, and has worked for Merrill Lynch for

24 years, also anticipates less hand-holding from governments and

corporations. "There is going to be more responsibility placed

on the individual for their financial life," he says. "In

the past, most people were covered by a defined benefit plan —

a pension plan; today, most people are covered by 401K plans where

they are responsible for defining how much money they put in. When

they retire, they’re responsible for the management of those

monies."

With greater independence, comes greater responsibility — and

with all the choices, it may be necessary to have a financial planner.

"In the past they had conventional mortgages, but today there’s

a whole slew of different types of mortgages depending on the

individual’s

needs," says Tarduogno.

Finally, says Tarduogno, inflation is going to make it necessary to

start saving earlier. "You really have coming up a new

babyboom,"

he says, "which started in the mid-1980s, and they face growing

demands in terms of meeting education costs, which continue to

accelerate

above the rate of inflation, and having to provide care for their

parents."

New technology gives people an opportunity to put all their assets

under one roof. "Today an individual can get a comprehensive plan

for a reasonable cost and get access to modeling tools, so that they

could go in and see `what if I increased the amount I give to my

401K’,"

says Tarduogno. "Your accounts could all be interrelated and you

have a card that is tied to those accounts, and every time you

purchase

something, you could earn travel rewards. There’s really a chance

to simplify things and get piece of mind."


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