Famed American inventor Alexander Graham Bell, who created the first practical telephone, was also credited with saying, “When one door closes, another opens; but we often look so long and so regretfully upon the closed door that we do not see the one which has opened for us.”

Fortuitously for Florida's Super Region, back in 2006, officials at Embry-Riddle Aeronautical University, along with Lockheed Martin and a host of other aviation industry leaders, didn't heed those words. While at the time there was mounting concern about the future economic health of the Space Coast, given the impending end of the Space Shuttle program, their sights were set forward at another opportunity: bringing the National Airspace System up to speed.

There was no time to look back, just ahead.

In Volusia County, part of the solution is the Florida NextGen Test Bed, originally established in 2008 and last November doubled in size (to 10,000 square feet) by the Federal Aviation Administration. Operating through a partnership among the FAA, Embry-Riddle and Daytona Beach International Airport, the Test Bed contract is valued up to $50 million through 2014.

And it offers potential technological and economic boons.

For starters, the Test Bed allows the federal government to take advantage of university and private-sector expertise in developing and testing concepts and technologies in what's called Next Generation Air Transportation System, or NextGen. In simplest terms, NextGen is a multibillion-dollar initiative to transition the nation’s air traffic control system from a radar-based system to a satellite-based system. In total, the system might not be in place until 2025—with the Test Bed designed to help ensure that will happen.

Essentially, NextGen will make it easier and safer to fly—enabling more than double the number of flight plans to be processed and utilizing nearly triple the number of surveillance sources used by the current 50-year-old system. It's intended to improve travel through an integrated, adaptable air transportation system, allowing aircraft to adjust to factors such as weather, traffic congestion, flight patterns and security issues. Aside from improved air travel, other goals are reduced fuel consumption, carbon emissions and noise footprint.

NextGen is the backbone of the FAA's plans for accommodating a forecast 50 percent growth in air traffic over the next decade. Most other nations already have adopted satellite-based technology for guiding planes, or are heading in that direction, but the FAA has moved cautiously. Notably, the U.S. accounts for 35 percent of global commercial air traffic and has the world's most complicated airspace, with greater and more varied private aviation than other countries.

The Florida NextGen Test Bed, in turn, serves as a laboratory where new and emerging concepts and technologies can be demonstrated and validated. The FAA administers the Test Bed and provides guidance for NextGen proof-of-concept programs. Embry-Riddle manages the facility, conducts research there and coordinates the work of industry leaders such as Lockheed Martin, Boeing, General Electric and Harris, along with government agencies. It's one of only three in the country (New York Test Bed and Texas Test Bed are the others) and the only one at an academic institution.

In addition, the Florida NextGen Test Bed stands as a beacon of widespread collaboration in an endeavor that has undoubted global impact.

“As we modernize our national airspace, collaboration and partnership with the aviation community is key,” asserts FAA Acting Administrator Michael Huerta. “NextGen and Embry-Riddle are delivering just that with innovative research and a state-of-the-art Test Bed.”

“NextGen is a massive, complicated program, and we have to do it right,” cites U.S. Rep. Tom Petri, chair of the Aviation Subcommittee. “The Florida Test Bed is an example of a public-private partnership that will bring together government, the private sector and academia to move NextGen forward by testing and developing NextGen technologies. We need to draw on the expertise and experience of a wide range of interests if NextGen is to succeed. This is the type of collaborative effort we need to ensure that NextGen progresses so that we can enjoy the many benefits it will provide in terms of safety, the environment and greater efficiencies.”

U.S. Rep. John Mica, chair of the Transportation and Infrastructure Committee, obviously agrees. As Florida's representative for the 7th Congressional District (including parts of Orange, Putnam, Seminole and Volusia counties as well as all of Flagler and St. Johns counties), he was instrumental in making the Test Bed take hold. “The Florida Test Bed is an example of how the federal government can harness private sector and academic resources in partnership to help modernize our air traffic control system and improve the safety and efficiency of U.S. aviation,” Mica affirms.

As an example of his own influence in making the Test Bed a reality, he brought his House Transportation and Infrastructure Committee to the expansion ribbon-cutting. Prior to the ceremony, the committee held a field hearing, where members received testimony from Huerta, representatives of academia and the aviation industry regarding the status of public sector, private sector and academic work in helping modernize the nation’s air traffic control system.

There are big economic benefits, too, Mica adds: “At a time when our nation needs job creation, research on NextGen technologies will create significant opportunities for all of Central Florida. Our partners in this research are creating jobs and economic development, while developing a system that will make air travel safer and more efficient.”

And, by many accounts, this appears very real. While Embry-Riddle and Lockheed Martin spawned the Test Bed idea through what is labeled the Integrated Airport Initiative, membership today has grown to 15 partners. Lockheed Martin, as the prime contractor for the FAA's En Route Automation Modernization program—the replacement for the FAA automation systems and infrastructure used by controllers to manage airspace above 10,000 feet—remains at the forefront.

"Lockheed Martin is proud to support the FAA in transforming our national airspace, and making travel easier than ever before,” comments Sandy Samuel, vice president of Lockheed Martin's Transportation Solutions.

Meanwhile, Embry-Riddle, the world's largest fully accredited university specializing in aviation and aerospace, has garnered the trust of both the FAA and corporate partners in a quest to provide solutions to real-world aviation problems. “These are exciting times for aviation,” says Wade Lester, Embry-Riddle’s NextGen program manager. “Ultimately, we all want to make flying better for everyone.”

The challenge, and related opportunities, filters down to students at Embry-Riddle, too, who are gaining uncommon industry access. Most recently, a February convening of the NextGen Advisory Committee, along with the FAA's Huerta, Lockheed Martin Information Systems Global Solutions–Civil President John Mengucci and JetBlue Airways President/CEO Dave Barger, brought a tour of Test Bed facility and a chance to meet with students. On campus, several of the committee members participated in a CEO/Student Roundtable to discuss emerging trends in aviation, managing an increasingly crowded airspace and why those seeking careers in aviation will contribute to global economic growth.

“Embry-Riddle is proud to be on the forefront of revamping the nation’s air traffic control system,” says university president John Johnson. “We are particularly excited about the potential partnerships with major aerospace companies and the impact it will have on Daytona Beach and all of Central Florida.”

The partnerships already are paying off. Since 2008, researchers have integrated information about predicted weather and flight trajectories into the new automated en route system, as well as a terminal management system. They also have exchanged data about aircraft movement on airport surfaces and aircraft flying across the Atlantic Ocean. And, in February, the En Route Automation Modernization program, which will eventually replace the old system used at 20 FAA air traffic control centers, became operational at six sites: Chicago, Los Angeles, Oakland, Albuquerque, Minneapolis, and Denver. Two others centers, in Salt Lake City and Seattle, have been fully operational for more than a year.

Future tasks, among others, include an exchange of flight information for planes crossing the Pacific Ocean; the investigation of commercial integration of unmanned aircraft systems into the national airspace system; and the use of four-dimensional trajectories assigned to aircraft to manage aircraft routes.

And, while there have been tenuous financial times in recent years, a future has been assured. In February, after numerous delays and debates, President Obama signed a new funding agreement, authorizing $63.4 billion for the FAA over four years, including approximately $11 billion toward the air traffic system and its modernization. The agreement sets a deadline of June 2015 for the FAA to develop new arrival procedures at the nation's 35 busiest airports, so planes can land using the more-precise GPS navigation.

For the Space Coast, the timing couldn't be much better. Amid the reality of the space shuttle program ending last July and word that NASA’s Mars mission would be scaled back—in a budget that would give NASA about $59 million less than expected—there is some hope.

And anticipation. “A lot of the systems are older, antiquated. And they have to be replaced,” emphasizes Lester, a 23-year veteran of the Air Force who talks almost daily with Lockheed Martin officials and regularly with the government and other industry leaders. For good measure, he adds the fact that aviation industry represents roughly 5.5 percent of entire Gross Domestic Product.

NextGen success is a must. Yet, the transition just won't happen overnight. “It's not a flip of a switch,” Lester cites. “We're not going to say that in 2020 the switch is going to come on and all air traffic will be managed by this new system. It's more of a transformational process that has already begun.

“There are a lot of plates spinning. And the FAA is in charge of keeping all those plates spinning. And eventually they have to start stacking those plates and still keep them all spinning.”

When the stacking begins, expect the Florida NextGen Test Bad to pass with flying colors.

“This will work,” Lester concludes. “And, to put it another way, it really has to.”

Did You Know?

Embry-Riddle Aeronautical University, the world's largest, fully accredited university specializing in aviation and aerospace, is a nonprofit, independent institution offering more than 40 baccalaureate, master's and Ph.D. degree programs in its colleges of Arts and Sciences, Aviation, Business and Engineering. Embry-Riddle educates students at residential campuses in Daytona Beach and Prescott, Ariz., and through the Worldwide Campus with more than 150 locations in the United States, Europe, Asia, Canada and the Middle East.

Redefining Kennedy Space Center

More potential good news for the Space Coast: In an innovative agreement that is expected to create jobs, NASA announced last October a partnership with Space Florida to occupy, use and modify Kennedy Space Center's Orbiter Processing Facility-3, the Space Shuttle Main Engine Processing Facility and Processing Control Center.

In turn, Space Florida, the aerospace economic development agency for the state, has an agreement with the Boeing Co. for use of the Orbiter Processing Facility-3 to manufacture and test the company's Crew Space Transportation spacecraft, creating up to 550 jobs along the Space Coast. The reusable capsule-shaped spacecraft will be used to transport up to seven people, or a combination of people and cargo, to space.

Additionally, Boeing is locating the company's Commercial Crew Program headquarters at the center, with the goal of developing the capability of U.S. commercial crew space transportation to and from the International Space Station and future low Earth orbit destinations.

The moves might be the first of several affecting other Kennedy facilities, as the center sorts through what it needs for the future and what can be turned over to others. The retirement of the space shuttle fleet in July made a number of facilities available for future use.

"Neither NASA nor the Space Coast can afford to stand still,” asserts NASA Administrator Charles Bolden. “We must be aggressive in pursuing this next generation of space exploration—and the jobs and innovation that will accompany it.”

"Kennedy continues working to bring new commercial space activities to the center," says Kennedy Center Director Bob Cabana. "Partnering with Space Florida to enable commercial space operations at Kennedy will help NASA maintain facilities and assets while supporting our nation's space objectives and expanding opportunities for the U.S. economy."

About Congressman John L. Mica

John L. Mica was first elected to the U.S. Congress in 1992 to represent the 7th Congressional District of Florida, including Winter Park, Altamonte Springs, Lake Mary, Sanford, Deltona, DeBary, DeLand, Daytona Beach, Ormond Beach, Palm Coast, Palatka and St. Augustine, among other cities. He is serving his 10th term.

In the current 112th Congress, Mica was elected by his peers in the House of Representatives to chair the House Transportation and Infrastructure Committee, one of the largest Congressional panels in Congress. In that role, Mica serves on all six transportation and infrastructure subcommittees: Aviation; Coast Guard and Maritime Transportation; Economic Development, Public Buildings and Emergency Management; Highways and Transit; Railroads, Pipelines and Hazardous Materials; and Water Resources and Environment.

He has been recognized as a national leader on a variety of transportation issues, both nationally and regionally.
In 2001, Mica was named chair of the Subcommittee on Aviation and served through 2006. After the 9-11 terrorist attacks, he led the effort in Congress to restore stability to the aviation industry and co-authored the Aviation and Transportation Security Law. In Florida, aside from championing the Florida NextGen Test Bed and generally remaining vigilant of statewide concerns, Mica has staunchly advocated alternative transportation systems, such as high-speed and commuter rail.

Prior to his election to Congress, Mica established several successful business ventures, ranging from real estate and communications to international trade consulting and governmental affairs.

FORWARDFlorida - The Voice of Florida's Super Region

On his typically long road trips across Florida, like many people, Mike Schultz has a routine. He often listens to current events and news on XM radio or perhaps an audio book. Other times, he returns phone calls (“hands-free, certainly”).

If he has real time to think, it's usually spent preparing for an upcoming meeting. His miles upon miles, about 30,000 driving miles annually in all, are consumed by anything but the trivial. Who cannot relate?

In some instances, though, he simply finds the weight of an increasingly needy population and a strained system on this shoulders, making his head spin right along with the tires. Most recently, his highway agenda was topped by the Governor's 2012/2013 budget proposal, where the initial plan called for deep cuts to an already-burdened program (Medicaid)—cuts that struck at the very heart of Schultz's operation, and at a time of both great promise and unnerving progress.

Such is the work (and life) of Schultz, president/CEO of the Florida Region, and executive vice president of the Florida Division, of Adventist Health System, the parent organization for Florida Hospital. At present, 15 hospitals are under his watch, each located outside of Metro Orlando, with a 16th nearing arrival. Schultz also provides executive leadership to Florida Hospital Healthcare System, consisting of the seven Orlando-area hospitals.

The Lake Mary resident is headquartered in Orlando but spends 75 percent of his time elsewhere, north in Flagler County, west in Tampa Bay and just farther north in Tarpon Springs. There, impressively, hospital chief execs report to him. Yet, his travels are even more a testament to an ambitiously expanding footprint than the 58-year-old's own ample abilities.

Florida Hospital is on the move, in a big way. And it brings to the Super Region a case study in collaboration, synergy and partnership.

Coming Together

Last September, University Community Health joined Florida Hospital Zephyrhills and Florida Hospital Wesley Chapel to form the new Florida Hospital Tampa Bay Division. UCH had sought a larger partner able to provide size, scope and access to capital. Similarly, with Florida Hospital in Zephryhills located in a fast-growing area, the advantages of a partner facility emerged, giving life to another Florida Hospital in burgeoning Wesley Chapel. Essentially, conversations spawned opportunities, which turned into reality.

At present count, the new Tampa Bay Division is a 1,003-bed system composed of Florida Hospital Tampa (the former University Community Hospital), Florida Hospital Pepin Heart Institute (the former Pepin Heart Hospital), Florida Hospital Carrollwood (the former University Community Hospital-Carrollwood), Florida Hospital at Connerton Long Term Acute Care (the former University Community Health Long Term Acute Care Hospital at Connerton), Florida Hospital Zephyrhills, Helen Ellis Memorial Hospital and Florida Hospital Wesley Chapel (opens 2012) .

In other words, extensive. And necessary.

“As we look at healthcare in the future, we realize there's going to have to be some concentration of service,” says Schultz. “Not every hospital can do everything for everybody. As we look at making sure we take advantage of the economies of scale, we believe in the synergy between Orlando and Tampa, for example.”

Des Cummings Jr., Florida Hospital's executive vice president in Orlando, goes a step further. The founding chair of the Central Florida Partnership, in 2008, says he was personally prompted to lead the organization's regional mission because of a vision that, yes, included healthcare but also encompassed much more. His explanation: “In beginning to look at the opportunities across Central Florida, we realized that now what’s happening around the world is that you’re get areas that are presenting themselves as super regions. These super regions have a much better and bigger impact as they work together in collaboration. We realized that the natural super region between Orlando and Tampa, really spread all across Central Florida, can benefit the whole I-4 corridor from coast to coast.

“The more we studied the going-global opportunity, the more we realized that we would be much more effective if we treated this as a super region, because it would bring much more strength and synergy. When you put Tampa Bay’s strengths and Orlando’s strengths together, you have the ability to compete with the Shanghi’s of the world and the Dubai’s of the world, some of those kinds of locations. If we don’t do that, we would fracture into many different communities with all kinds of entities representing us.”

Also notably, Lars Houmann, president and CEO of Florida Hospital and of the Florida Division of Adventist Health System, is incoming chair of the Metro Orlando Economic Development Commission plus is chair of bioOrlando, an organization dedicated to the development of the life sciences economy in Central Florida.

Healthcare and economic development? Absolutely.

Bigger, Better

As for Florida Hospital's newly expanded footprint, the goal is more than a name change, according to John Harding, president and CEO of the new division.

“We are committed to elevating health care in Tampa Bay through greater patient access and higher quality of care,” Harding says. “We are focused on making systemwide enhancements through capital investments, technological advancements, research innovation, strategic healthcare alliances, community outreach, and recruiting and retaining the very best talent.”

Over the next five years, the organization is investing approximately $500 million in Tampa Bay to complete clinical and facility enhancements. Additionally, since December 2010, intent on attracting top talent, the Tampa Bay Division has conducted a salary market survey and review to ensure that all employees are at competitive local and regional wages, while upgrading employee salaries if they are below fair market value. Also for the past year, the division has worked to develop strategic healthcare partnerships, including one with University of South Florida Health to provide greater access to healthcare along with developing research.

Collaboration. Synergy. Partnership. In action.

Schultz believes the synergy will help to reduce healthcare costs for providers, patients and employers at a time when savings could be especially important. Gov. Rick Scott's budget proposal for 2012/2013, for example, targets cuts to Medicaid, a state-federal healthcare program for low-income adults and children that covers 2 million Floridians. Those cuts would come in the form of the state paying less to hospitals that treat Medicaid patients—$2 billion less. Not incidentally, Florida Hospital's seven-hospital system in Metro Orlando is the nation's largest provider of Medicare services.

As an way to minimize that impact, Schultz points to the synergy of newly heightened efficiency at Florida Hospitals facilities across the state, where the implementation of systemwide electronic medical records and physician orders are designed to increase patient safety and provide faster, more accurate access to information.

Another potential money-saver is the creation of the Concert Health Plan, an Adventist Health System subsidiary. The fully insured, locally based health insurance was founded with the goal of improving benefits and reducing costs for small and large Central Florida employers, while staying in tune with the healthcare needs of their employees. The emphases are on service, claims administration and provider network.

“This is designed to take a population of people and better manage their health. And they're incentivized to stay well,” Schultz says.

Taking the Initiative

In keeping with the theme of wellness, Florida Hospital's Healthy 100 is an overarching initiative to promote the benefits of a healthy lifestyle—taking a proactive approach regarding health instead of a reactionary stance (www.healthy100.org). “It's about extending lives and reducing costs,” says Cummings, who is among the authors of the book “8 Secrets to a Healthy 100.”

“It’s the old classic phrase, ‘Doing good, doing well.' If we’re going to solve the healthcare issues of America without bankrupting our society, we’ve got to have a different vision.”

Hospitals, in turn, would then be viewed not as a last resort, but as the first step toward advancing health.

For patients with less hope for a healthy 100, the potential of collaboration, synergy and partnership is evident at the Moffitt Cancer Center in Tampa, the Sanford-Burnham Medical Research Institute in Orlando and Florida Hospital. If a Memorandum of Understanding proceeds, the three institution will target cancer and begin work on groundbreaking applications in Personalized Medicine before extending into areas such as diabetes and heart disease.

Moffitt is a recognized leader in cancer care, listed in U.S. News & World Report as one of “America’s Best Hospitals” for cancer. With five research centers and world-class capabilities in drug discovery, stem cells, nanomedicine and translational medicine, Sanford-Burnham is working to discover the next generation of treatments for cancer, neurodegenerative diseases, infectious and inflammatory diseases, diabetes, childhood diseases and many other conditions. Along with Florida Hospital,they will take lifesaving research from discovery through translation into healthcare, delivery to patients and then widespread dissemination to the world.

“When the three of us come together, we hit every phase of medical research,” says Dr. Bill Dalton, Moffitt's president, CEO and center director. “This could have a profound impact.”

Dalton should know. He received the 2010 Leadership in Personalized Medicine Award from the Personalized Medicine Coalition (launched in 2004 to educate the public and policymakers) for his pioneering work putting the concepts of personalized medicine into practice for improved patient outcomes and lower costs. Moffitt’s Total Cancer Care is an approach to enhancing access to evidence-based, personalized cancer treatments and information/decision tools for patients and clinicians. Dedicated for use in development of personalized medicine, Total Cancer Care is one of the largest cancer tumor bio-repositories and data warehouses in the United States. Moffitt has Total Cancer Care consortium members in 10 states.

“When you bring other players with different core competencies,” Dalton says, “the whole becomes greater than the sum of its parts.”

Now, add Sanford-Burnham to that equation.

“Partnership is a central strategy of Sanford-Burnham research,” comments Dr. John C. Reed, CEO of Sanford-Burnham. “We look forward to collaborating with Moffitt Cancer Center and furthering our relationship with Florida Hospital. Through partnerships with clinical organizations, we accelerate the translation of laboratory discoveries towards novel therapies to enhance patient care.”

Collaboration. Synergy. Partnership.

And for Schultz, the car rides are getting longer.

 

“The more we studied the going-global opportunity, the more we realized that we would be much more effective if we treated this as a super region, because it would bring much more strength and synergy. When you put Tampa Bay’s strengths and Orlando’s strengths together, you have the ability to compete with the Shanghi’s of the world and the Dubai’s of the world, some of those kinds of locations. If we don’t do that, we would fracture into many different communities with all kinds of entities representing us.”

– Des Cummings Jr., Florida Hospital

 

Meet Mike Schultz

Finance and hospital administration have consumed much of Mike Schultz's life (in and out of cars). Aside from Florida, our cover subject has worked extensively in California, Illinois, Tennessee, North Carolina and Kentucky. (Not coincidentally, he's a big basketball and football fan while also enjoying golf, snow skiing and boating.) Schultz has been a vice president with Adventist Health System since 2000, initially as president/CEO of the Appalachia Region. He received his Bachelor of Science in Business Administration from Southern Adventist University in Collegedale, Tenn., and his Master of Business Administration from Loyola University of Chicago.

Florida Hospital—At A Glance

Florida Hospital | Tampa Bay Division

• Florida Hospital Tampa
• Florida Hospital Pepin Heart Institute
• Florida Hospital Carrollwood
• Florida Hospital Zephyrhills
• Florida Hospital at Connerton Long Term Acute Care Center
• Florida Hospital Wesley Chapel (Opens 2012)
• Helen Ellis Memorial Hospital

Florida Hospital | Flagler/Volusia Division

• Florida Hospital DeLand
• Florida Hospital Fish Memorial
• Florida Hospital Flagler
• Florida Hospital Memorial Medical Center
• Florida Hospital Oceanside

Florida Hospital | Orlando Division

• Florida Hospital Altamonte
• Florida Hospital Apopka
• Florida Hospital Celebration Health
• Florida Hospital East Orlando
• Florida Hospital Kissimmee
• Florida Hospital Orlando
• Florida Hospital Waterman
• Florida Hospital Winter Park
• Memorial Hospital

Florida Hospital | Heartland Division

• Florida Hospital Heartland Medical Center
• Florida Hospital Lake Placid
• Florida Hospital Wauchula

Fit-Friendly Company

Quite apparently, Orlando Health isn't only focused on healing patients. Central Florida’s fifth-largest employer, serving 1.6 million area residents and nearly 3,000 international patients annually, is also intent on keeping its employees healthy.

Recently, Orlando Health was recognized as a Platinum-Level Start! Fit-Friendly Company by the American Heart Association. The Start! initiative is designed to help employees eat better and move more. Orlando Health is one of 215 platinum level Fit-Friendly Companies nationwide.

Platinum-level employers are cited for offering employees physical activity options in the workplace; increasing healthy eating options at the worksite; promoting a wellness culture in the workplace; implementing at least nine criteria outlined by the AMA in the areas of physical activity, nutrition and culture; and demonstrating measurable outcomes related to workplace wellness.

Orlando Health has an employee wellness program called Healthy U, established to provide information about health promotion and disease management programs, and products, plans and services at Orlando Health. Healthy U initiatives also include health fairs with free dance/fitness sampler sessions, healthy food tastings/samplings and Healthy U Minutes (movement to music activity) in meetings.

“We are creating an environment that supports and influences healthy living among team members and the community through various programs, initiatives and resources,” comments Lee O’Donnell, Orlando Health's corporate manager of Lifestyle Medicine.

 A Healthier Tampa Bay

How healthy is Tampa Bay?

In 2010, that question sparked the ONE BAY: Healthy Communities initiative, which led to a comprehensive report, released last February, that provides a benchmark for the health of the eight-county Tampa Bay region. Now this month, some 500 city and county government leaders, health professionals, civic organizers, educators, parents and others have been invited to help “create the vision and agenda for a healthier Tampa Bay in the next 50 years.”

In addition, ONE BAY: Healthy Communities—one of three initiatives under the regional visioning process called ONE BAY—will announce the launch of a national initiative called “The Race to a Healthy America.” Inspired by authors Jonathan Fleece and David Houle of “The New Health Age,” Tampa Bay seeks to engage regional leaders in a common agenda that policy makers, employers and citizens will rally behind to promote well-educated and healthy citizens.

FORWARDFlorida - The Voice of Florida's Super Region

For short, the facility goes by the name of CAMLS. Yet, it could just as well be JOBS.

This month, the Center for Advanced Medical Learning and Simulation opens in downtown Tampa. Initially, CAMLS brings some 150 new jobs; officials, though, believe many more will arrive in the form of healthcare and training companies.

The 90,000-square-foot center is focused on training and testing healthcare workers on ultramodern medical simulators and contains a virtual care center where doctors and nurses can better work together, hopefully reducing costly mistakes. In addition, the facility is dedicated to an important industry sector for Tampa Bay: Applied Medicine & Human Performance, which was cited as one of four high-impact growth industry sectors that will spur future job growth. (The other sectors are High-Tech Electronics & Instruments; Business, Financial & Data Services; and Marine & Environmental Activities.)

According to officials, Applied Medicine & Human Performance represents a refined set of medical research and services activities that have the potential to “differentiate” the Tampa Bay region. Consequently, the intent is to build regional research capabilities and expertise to become a recognized center of excellence for specific, targeted areas of biomedical research, clinical trials, medical manufacturing and health information technology.

In other words, officials hope to capitalize on CAMLS.

FORWARDFlorida - The Voice of Florida's Super Region

Keeping your competitive advantage means protecting your intellectual property. (Note: This article is copyrighted. But feel free to use all or part of the information.)

By Ava K. Doppelt / Allen, Dyer, Doppelt, Milbrath & Gilchrist, P.A.

If your business has unique products or services that set you apart from your competition, you should do everything you can to protect and enforce your rights in those products. At the same time, you also should avoid stepping on someone else’s rights.

In other words, get to know as much as you can about intellectual property, or IP.

Intellectual property refers to certain types of intangible creations of the mind in which the owner has exclusive rights, such as literary, musical and artistic works, inventions and discoveries, as well as brand names and logos. Although many of the legal principles governing intellectual property have evolved over centuries, it wasn’t until the 19th century that the term intellectual property was first used. Intellectual property is protected through the law of copyrights, patents, trademarks and trade secrets. Most countries have their own laws and procedures for protecting intellectual property.

Essentially, if someone infringes on your protected intellectual property, or exposes your trade secrets, you may have the right to sue to protect your rights.

Copyright: a form of protection provided to owners of "original works of authorship," including literary, dramatic, musical, artistic, architectural and certain other types of original works. Copyright is generally thought to have been invented after the advent of printing press and has origins in Great Britain. The Statute of Anne (1710) was the first law to protect copyright as a matter regulated by the government and courts, rather than by private parties. The copyright clause of the U. S. Constitution authorized copyright legislation: "To promote the Progress of Science and Useful Arts, by securing for limited Times to Authors and Inventors the exclusive Right to their respective Writings and Discoveries." The Library of Congress registers copyrights, which generally last for the life of the author plus 70 years.

Patent: an exclusive right granted to anyone who invents any new, useful and non-obvious process, machine, article of manufacture, or composition of matter, or a new and useful improvement, and who claims that right in a formal patent application. Patent protection is also available for new product designs and certain plants. Most types of patents last for 20 years from the date they were filed. A patent gives its owner the ability to seek an injunction through the federal court system to stop an infringer from making, using or selling the patented invention during the term of the patent.

Trademark: any word, name or symbol adopted and used by a manufacturer or merchant to identify its goods or services, and distinguish them from the similar goods or services of others. A trademark consists of words, slogans, designs or a combination of these elements. A trademark may be designated by the following symbols: ™ for an unregistered trademark or ® for a trademark registered in the U. S. Patent and Trademark Office.

Service mark: The term "trademark" is a general term that can be used to cover marks applied both to goods and services. When a distinction is made, the term "service mark" is used to refer to marks used for services, such as a restaurant or a theme park, as opposed to goods. An unregistered service mark can be designated by SM.

Trade secret: any valuable information that isn’t generally known, and which businesses keep private to give them an advantage over their competitors. For example, customer lists, marketing plans, instructional methods and pricing policies can be trade secrets. A trade secret can also be a combination of publicly known data that’s been collected through the efforts of the owner and provides a competitive advantage. A company can protect its confidential information through non-compete and non-disclosure contracts with its employees. However, this doesn’t protect against the use of trade secrets once they become known, nor does it prevent independent discovery.

One other note: While these basics are a good start, it's also important to find dynamic, effective and experienced intellectual property representation from the beginning. Be smart with intellectual property.

ACCOUNTING

Offseason Prep

A year-round approach to the year-end audit can save time and money while reducing stress and headaches.

By Michael Kosinski / CliftonLarsonAllen LLP

Spring is here, but for most controllers and chief financial officers, life boils down to just two seasons: the year-end audit and every other day on the calendar. Although this time of year falls within the cherished audit off-season, finance executives would be wise to use this lull to prepare for the audit itself.

If transforming your year-end audit into a year-round exercise sounds about as fun as reading the tax code or getting your teeth pulled, consider that oiling the audit machine now will make the entire process smoother and more cost-effective down the road. Even better, it can help you leverage what could be just another compliance function into something truly advantageous for your organization.

I advise taking a three-pronged strategy for gearing up in advance and deriving the most benefit from your annual audit—both in cost and value.

1. Spend a few dollars now to save money later. Overcome your fear of the billable hour. Many CFOs and controllers I talk to are reluctant to call their CPA when questions and unusual situations arise, because they worry they’ll be charged for the time. Instead, they wait to address these issues during the audit—when CPAs are onsite anyway—thinking it will spare them the extra expense. All too often, however, these issues don't get addressed in sufficient detail because of audit deadlines and time pressures.

Most CPAs I know won’t charge you for an incidental phone call here and there, and include them as part of the overall audit package. When deeper consultation or research is called for, they’ll typically give you an estimate before moving forward with any out-of-scope work.

Consider how planning and interim work, if completed onsite now, will shorten the final year-end phase. You’ll have a more efficient audit—and be able to work on other issues that impact your organization. Two areas to look at:

• Your job schedule and indirect cost allocations. You can reduce the time spent completing the job schedule for items such as excluded indirect costs at the end of the year, rather than during the audit, when there often isn’t enough time to allow the internal accounting staff to research the issues.

• The document request list. Work with your auditor to determine a format that is easy for you to complete. This may be by audit section, if your books are completed in time for the auditors, or in chronological order, if they aren't yet finished.

2. Modify your closing process. Once the audit is complete, be sure to review the internal control suggestions and look for opportunities to improve your procedures. Analyze the prior year’s adjustments and reread the management letter for insights on closing. Discuss the methodology your auditor used to come up with the adjustments.

Consider using the auditor’s schedules in your closing process to provide more accurate interim financial information to management and reduce the time needed to close your books. I’ve had clients spend a lot of time and effort attempting to copy changes I made, when they could have simply asked for my work paper. You can also review your closing schedules for calculations that are particularly cumbersome. Perhaps your auditor has taken a more basic approach and can give you a calculation for simplifying your month-end closing.

3. Do your own legwork. Being prepared for your audit can help reduce fees. For instance, your administrative staff should gather your invoices, and prepare confirmations and legal letters in advance. Incorporate schedules supporting the footnotes into your closing process and coordinate schedule preparation with your auditors so they align with your closing. This will reduce the time auditors have to spend preparing schedules. Review the footnotes for schedules that you can prepare internally as well.

You may also want to prepare easy schedules, such as lease and loan maturity. Clients who organize their own information generally know more about their financial statements. As a result, they need to discuss fee increases with auditors less frequently. When a client has all the audit information ready and has no significant proposed adjustments, we can spend the extra time discussing their operations, rather than trying to put together schedules from source documents.

Better preparation will yield more accurate financial information, help control costs and create a less intrusive audit. By taking these three steps, you can convert your annual audit from a distraction to a powerful exercise in operational efficiency. The trick is to shift your thinking from the audit as a singular activity to a year-round process and make the “offseason” work in your favor.

HUMAN RESOURCES

The Compliance Challenge

When it comes to health and welfare plans, employers have much to lose for being in the dark.

By Benjamin S. Lupin / Corporate Synergies Group LLC

Why is health and welfare plan compliance such a challenge for employers?

That's an easy question. Benefits rules and regulations are constantly changing and developing, and these complexities make it understandably difficult for many employers to stay on top of details. There is a risk of legal liability and fines associated with being unaware of certain compliance obligations, errors and failure to meet filing deadlines, which means noncompliance isn’t just a human resources issue—it can have implications for an entire organization. In fact, in addition to the employer’s risk of audits, as well as lawsuits and fines, certain employees who have direct involvement with benefits plans can face personal fines.

Failure to comply with rules and regulations can also jeopardize the health plan’s tax-favored status, forcing certain benefits to become taxable, which defeats one of the primary benefits of providing the plan in the first place. As a result, it's in an employer’s best interest to be proactive by reaching out to the benefits broker, consultants and insurance carriers for advice and support. The reality is that noncompliance with laws and regulations always comes back to the employer.

The first step is an internal compliance assessment to determine if the current process meets all regulatory obligations. Begin by identifying all communications, documentation, filings and other requirements that pertain to the benefits plan. Review each component to confirm compliance with all applicable requirements. The assessment should address annual employee notices, such as HIPAA, whether the employer’s plan documents are in order, filings are meeting deadlines, etc. Developing a continuing dialogue with the benefits broker helps ensure the employer understands and meets each compliance obligation. Look for the broker to deliver a compliance report card that includes a series of questions on every plan in the employer’s offering and for all employee groups in each plan.

A main cause for confusion is filing the Form 5500, a Department of Labor document that assures employee benefit plans are operated within certain standards and that participants and beneficiaries have access to information to protect their rights and benefits. Employers want to know if they are required to file a Form 5500, what the filing rules entail, when to file, potential filing extensions and so on. The benefits broker should advise the employer about all Form 5500 filing rules, because compliance regarding this document is an important obligation.

Employers with fewer than 100 employees at the beginning of a year don’t have to worry about the filing, but organizations with more than 100 employees must file. If a Form 5500 hasn’t been filed, employers can bring their filings up to date using the government’s Delinquent Filers Program. While there is a penalty for filing late through the program, the fine is typically smaller than failing to comply and getting caught in a government audit.

Confusion can also surround requirements for maintaining plan documents in order to comply with the Employee Retirement Income Security Act, or ERISA. Nearly all health and welfare plans are ERISA-covered plans, so a formal plan document is required for employer-sponsored plans that cover two or more employees. The employer must also maintain a Summary Plan Description (SPD), a plain-language summary of what is typically a technical plan document. An SPD must be in place for all employer-provided plans and available to any participant or beneficiary who asks to review them. The SPD must also be distributed to participants. ERISA documents and SPDs aren't filed with the government; they’re for day-to-day plan administration. But if an employer can’t produce these documents during a government audit or upon request, there are penalties involved and the potential for employee lawsuits.

To protect its clients from compliance issues, the benefits broker should routinely provide summaries of changes in the laws and regulations. This sharing of information is the foundation of maintaining a good relationship between the employer, benefits broker and third parties, such as carriers. If the employer’s broker conducts an onboarding compliance assessment, it’s important to revisit every topic on the assessment every two to three years. Why? Regulations change all the time. The benefits broker and other service providers should alert the employer to all revisions and provide information on the impact of these changes.

Finally, what are important issues employers should keep an eye on?

No. 1 is healthcare reform. With all the new rules and developments, that’s the elephant in the room. Employers, regardless of their size, are obligated to stay informed and react to changes that affect their benefits plans. Sometimes employers don’t know that an aspect of healthcare reform pertains to them, and this can lead to noncompliance.

Annual notices are another issue. It’s critical to remember there are certain required notices that must be provided annually to employees. Some topics that require annual notices include COBRA, HIPAA and Medicare Part D. The employer is required to provide these notices to every employee each year, and open enrollment is a good time to distribute the documents. Noncompliance with HIPAA notice regulations, for example, brings risks of fines and lawsuits that can impact the employer and certain employees involved with the administration of the benefits. There can be per-day penalties for each day the employer fails to provide the notices, and all it takes is one disgruntled employee to create an issue.

A third important issue is the “benefits information glut.” The key to handling the constant stream of compliance information is not to be afraid to ask the benefits broker or carrier for clarification. There are no stupid questions when it comes to compliance. It’s better to ask for support now, than not to ask at all and pay later.

FORWARDFlorida - The Voice of Florida's Super Region

We know that education changes lives. We see it every day among our students—those on the path to the career they’ve always wanted, others working toward an advanced degree that will propel their career forward, and especially those who are the first in their family to go to college. But the University of South Florida also plays a significant role in transforming the economic, artistic and cultural development of our region, even as Florida endures its economic woes.

USF’s critical role as an economic catalyst was never more evident than in the recent threat of severe budget cutbacks. The incredible response from across the Tampa Bay region, the state and even the nation said it all: This university is vitally important to our future in a myriad of ways, not the least among them is preparing a new generation to be successful in the global economy. We are so thankful to all those who rallied to support USF and spoke out for our region’s well-placed priorities.

Many already know that USF produces thousands of new graduates in much-needed science, technology, math and engineering fields each year, and that we also have help attract high-tech, high-wage jobs to the region. Our impact on the local economy is estimated a $3.7 billion annually, and we are incredibly proud that USF ranks ninth in the world among universities generating new U.S. patents. But it is USF’s unique role in helping maximize our future potential as a region that makes us particularly excited about the years to come. The Martin Prosperity Institute projects that Tampa Bay will lead America’s large metros in the growth of creative class jobs—fields such as science, technology, engineering, finance, management, the arts, entertainment and media—in the coming years. These are the jobs our region wants and needs; salaries average more than $70,000 a year and employees benefit from the great personal fulfillment that comes from using their analytical, cognitive and creative talents to the fullest potential.

A strong university is a key driver for creative class job growth, the institute reports, and USF’s strengths in academics and innovation are right on target. We have never wavered in our focus on growing and diversifying the economy, working to attract such notable private research institutes as SRI and Draper Labs to the area. More recently, we’ve worked to bring cancer-research group IRX Therapeutics back to the Tampa Bay region, where its work began many years ago. These entities are engaged in some of the most exciting and revolutionary research in healthcare, energy and marine technology occurring anywhere in the world. In March, USF’s Center for Advanced Medical Learning and Simulation (known as CAMLS) opened in downtown Tampa. The $38-million, 90,000-square-foot facility is a national model for improving medical training and patient safety and creating healthcare solutions through cutting-edge technology.

Before its doors even opened, CAMLS created a domino effect of investment, with developers initiating a $300 million hotel, office and retail development to serve new businesses attracted to Tampa by CAMLS along with tens of thousands of medical professionals who will train here each year. And while state budget cutbacks have meant we are doing more with less, there is no doubt we are doing more. Our campus looks and feels different than the day I arrived 12 years ago in so many ways. We have created a modern, vibrant environment where students not only learn alongside some of the most talented faculty and researchers in the world, but can effect change of their own.

Our campus has become a national model of sustainability because our students have been committed to making it happen. From solar-powered car charging stations and water recycling to more energy-efficient student housing and locally produced food in our dining halls, we work collaboratively with students to create a campus that leads by example. Our focus is on finding fresh and new ways to leverage our growing national and international reputation in ways we’ve never tried before. USF has joined with three tremendous institutions that neighbor our campus—Busch Gardens, Moffitt Cancer Center and Florida Hospital Tampa—in the Tampa Innovation Alliance, a nonprofit entity exploring ways we can make the distressed commercial areas around us better. We intend to do our part in positioning the north Tampa area for investment and relocation by innovative, high-tech companies looking to be part of something special.

We have weathered tremendous challenges in recent years. But I am proud that we have grown stronger, more focused on our mission and more certain of our abilities to improve the lives of our students, our communities and our region.

FORWARDFlorida - The Voice of Florida's Super Region

Brevard County Commissioner Andy Anderson was named a 2012 honoree of the 2012 Brevard Walk of Fame by Eckerd, an organization that offers life-changing behavioral health and child welfare services, including the Hi-Five and Computers 4 Kidz programs in Brevard. The Brevard Walk of Fame recognizes the most prominent and influential business and community leaders in Central Florida, as well as celebrities. Anderson has served on the Commission for 22 years and is a former member of the Palm Bay City Council. Other 2012 honorees include Kennedy Space Center Director Robert Cabana; Gatto’s Tire & Auto Service President Pam Gatto; community activist Jim Handley; former Viera Hospital President and CEO Chris Kennedy; Gray Robinson attorney Jack Kirschenbaum; Florida State Rep. Debbie Mayfield; Johnson Law Center P.A. attorney Kendall Moore; retired vice president/general manager of Boeing Florida operations Lee Solid; Certified General Contractors President Jim Stivers; Channel 13 News anchor and reporter Allison Walker; TV news personality Barbara West; and retired professional wrestler Jake "The Snake" Leo Smith.

CITRUS

Citrus County Government has revised the structure of its senior staff—using two existing department director positions to create a dual-role position that fulfills the duties previously handled by the former deputy administrator, who departed last June. Effective last month, Ken Frink, director of public works, and Cathy Pearson, community services director, become assistant county administrators. Both assume significant additional responsibilities while maintaining their current primary roles. The positions are supported by assistant directors within their respective departments. The hope is for greater operational balance and efficiency. Also, the plan continues the county’s efforts to reduce the size of government and reflects an annual cost savings of approximately $80,000.

HERNANDO

As part of its continuous surveillance, Fitch Ratings has affirmed Hernando County's $41 million in outstanding water and sewer revenue bonds at "AA-" rating and revised the outlook from Negative to Stable. The change reflects improved financial performance for fiscal year 2011 and an improvement in pro-forma financial results over previous projections. County officials cited a concerted effort by the Utilities Department, Clerk’s Finance Department and Budget Office. Fitch Ratings is a global rating agency that is recognized as providing objective and balanced credit opinions, along with research and data.

HILLSBOROUGH

The Hillsborough County Commission on the Status of Women selected three women for induction into the 2012 class of the Hillsborough County Women’s Hall of Fame: Phyllis Busansky, Gwendolyn Miller and Jan Platt. Busansky served as the county’s director of Aging Services and director of Human Resources, and as executive director of Florida's Welfare-To-Work agency. She also served on the Hillsborough Board of County Commissioners and as the Hillsborough County Supervisor of Elections before her death in June 2009. Miller committed 35 years to educating community children in Hillsborough schools. She was elected to the Tampa City Council, serving as chair. Platt served on Tampa City Council as well as the Hillsborough Board of County Commissioners. Also, she has actively served on many community boards. The Hall of Fame was created to recognize women who have made significant contributions to the betterment of life for county residents.

LAKE

County Manager Darren Gray has unveiled an initiative that urges all county departments to take the steps necessary to become certified as “business friendly.” As part of the certification process, department heads and staffers are tasked with reviewing processes to identify ways of enhancing the overall customer experience, as well as find ways to exceed customer expectations create an “open for business” environment. After the reviews and enhancements are made within each department, a meeting with the County Manager and department head will be conducted to assess the department’s customer service level. Once that review is completed, the County Manager’s certification goes into effect. To date, several departments have received the certification, including the Office of Economic Development & Tourism, County Manager’s Office, Office of Information Outreach, Public Works Department, Information Technology Department, Growth Management Department, Facilities Development & Management Department and Employee Services Department.

MANATEE

Manatee County Administrator Ed Hunzeker had much to highlight when he outlined accomplishments achieved by Manatee County Government during 2011. Among them are community projects that came to fruition, including the Fort Hamer Rowing Park, Marine Rescue headquarters, Tom Bennett Park, the Palmetto Transit Station, Myakka Community Center and Rocky Bluff Library. Notably, they occurred with an annual budget that was $22 million less than in 2010. Other organizational highlights: Manatee County’s Green Team led the organization’s efforts to become a Green Certified Government in April; in September, the Federal Emergency Management Agency presented the county with a prestigious Class 5 Community Rating, which saves thousands of Manatee County flood insurance policy holders on their annual premiums; the Commission moved in October to unanimously adopt a “no kill” policy and direct Animal Services to work toward a 90 percent live release rate for all dogs and cats that come through its doors; and throughout 2011, the Commission approved more than $3.6 million in economic development incentive grants to 39 companies.

ORANGE

Fitch Ratings, a global credit ratings agency, confirmed the financial strength of Orange County Government by awarding the highest possible score. Fitch announced an “AAA” credit rating for general obligation debts for the county. Additionally, Fitch awarded the county with “AA+” and “AA-“ ratings for sales tax, capital improvement, public service tax and tourist development tax revenue bonds. While Orange County doesn't currently have outstanding general obligation debt, the Fitch rating is a sign of the strength of the county's economy. Orange County was also approved for the issuance of Orange County Sales Tax Revenue Refunding Bonds–Series 2012. The Fitch report also cited a low and stable tax rate, above-average wage growth, sound sales tax coverage, a broad employment base with a significant tourism component, ample reserves and healthy prospects for continued economic expansion as factors in the rating.

OSCEOLA

Osceola County Commissioner Brandon Arrington has been elected chair of MetroPlan Orlando. At age 37, he is the youngest person to serve that role at MetroPlan Orlando in recent history; it also makes him part of the only bi-generational family to serve in a leadership capacity on the board. His mother, Mary Jane Arrington, served as MetroPlan chair in 1998 and 1999 while also serving as an Osceola County Commissioner. As the metropolitan planning organization for Orange, Osceola and Seminole counties, MetroPlan Orlando is comprised of elected officials from the three-county area, along with the largest cities in the region and representatives from the region's transportation operating agencies. It's ultimately responsible for implementing the counties’ transportation planning process. Arrington was also recently appointed vice-chair of the 2012 Central Florida Commuter Rail Commission and is the 2012 vice-chairman of the Lynx board of directors.

PASCO

County officials are actively seeking input from residents as they move through the current planning and budget process and chart a course for the county's future growth and development. This month, they are asking citizens and business owners to attend one of three meetings—March 22, March 27 or March 29—to discuss results and trends revealed from a recent survey. (For specific meeting times, go to www.bringingopportunitieshome.com.) Over the past month, the National Research Center Inc., on behalf of Pasco County, mailed more than 1,200 surveys to a random sample of citizens, asking about the quality of county services. In 2009, the Board of County Commissioners developed a strategic plan, based on significant citizen input, that is focused on issues such as jobs and economic development, financial sustainability, growth management, customer service levels, transportation and environmental protection. As that strategic planning cycle comes to a close, the input will also be used to assess progress.

PINELLAS

Pinellas Citizen University begins a new session April 12, offering residents a chance to learn how county government works and go behind the scenes in
the various service departments. Similar to leadership classes, the 10-week program brings students face to face with county administrators, elected officials, local experts and other decision-makers, exploring a range of county functions. Operations include, among others, planning a hurricane evacuation, balancing a $1.6 billion county budget, sitting in a grand jury room, listening to 9-1-1 calls and touring a county jail. Each week, the class meets at a different county facility, as participants learn firsthand how Pinellas County provides services to nearly 1 million residents.

POLK

The Polk County Board of County Commissioners has launched a redesigned website,
www.polk-county.net, to improve both look and navigation. The website provides better access to county services for residents, businesses and visitors. Enhanced features include a new menu structure and a “most popular” feature, an enhanced video library with built-in viewer, an improved Google Search tool that make information easier to find, direct access to the county’s Facebook and Twitter social media accounts, language translation, font resizing, and a new Citizen Service Center.

SARASOTA

Beginning this month, vendors who want to do business with Sarasota County will be able to use a new, simplified online procurement system. The eProcure system provides a free, single website for county solicitations, policies, procedures and forms. Vendors who register with eProcure are automatically notified when bids are issued that potentially match their qualifications. A major advantage of the system is vendors may claim local preference when they register instead of completing stringent preference guidelines each time they submit a solicitation. The new system eliminates internal redundancies, improves reporting capabilities for vendor contracts and reduces the county’s environmental footprint by saving vendors the cost of preparing and printing submittal materials. Eprocure registration take place through April, and vendors must register to do business with Sarasota County. Vendors may continue to register after April, but they will not be notified about bids until they complete the registration.

SEMINOLE

The Seminole County Fire Department has both given and received. The fire department partnered with the Remembrance Rescue Project and has been showcasing FDNY's Rescue 4 throughout the county. The Remembrance Rescue Project is a not-for-profit created by firefighters to preserve awareness to the significance of 9/11 through the stories from FDNY Rescue 4. Rescue 4 is currently the only fire apparatus from 9/11 operating outside the city of New York and is currently touring as a 9/11 artifact, education project and fundraising tool for children of fallen firefighters. In addition, the Seminole County Fire Department has received two refurbished 6-by-6 units by virtue of a partnership created between Florida Forest Service and PRIDE Enterprises. These types of units are needed to help mitigate fires, as well as transport firefighters and evacuate residents in certain emergencies. The units are also helpful for the county’s prescribed fire program, which partners with Seminole County Natural Lands and Florida Fire Service. It’s estimated that a new unit would cost $120,000 to $150,000.

VOLUSIA

As the month began, ground was scheduled to be broken on the county’s consolidated Emergency Operations and Sheriff’s Communications Center. The 43,000-square-foot, $21 million facility is being built to withstand 180 mph winds; construction is expected to be complete by spring 2013. Features include an emergency operations room that can hold 90 emergency support personnel during disasters, 60 consoles for dispatchers, state-of-the-art news media broadcast room, citizens information center, ham radio center, 80-foot backup radio tower, backup generators, helicopter pad, County Council liaison room, meeting rooms, kitchen, and bunk rooms for men and women. The building is designed to be “green,” and county officials will apply for LEED silver certification upon completion. The current Emergency Operations Center was built in 1976 and covers 9,000 square feet. Last year, all public safety dispatching in the county for law enforcement, fire and emergency medical services was consolidated into a single, unified system under the Sheriff’s Office. The county’s emergency dispatchers currently work out of two different centers.

FORWARDFlorida - The Voice of Florida's Super Region

Imagine benefiting from the combined experiences of many successful entrepreneurs—mentorship-on-steroids, if you will. Imagine the direction and velocity your company can achieve with a proven network of critical resources and connections.

That's what the Entrepreneurs Academy delivers, with the next classes set for May 30-31.

The Entrepreneurs Academy was created by entrepreneurs for entrepreneurs to accelerate innovation and growth by helping companies navigate the rich set of resources available in the Orlando Economic Center.

“We are proud to present the Entrepreneurs Academy,” says Leslie Hielema, president or Orlando Inc. “We know your time is invaluable, and through the Entrepreneurs Academy you will make crucial connections that would otherwise take you years to assemble.”

Your entrepreneurial journey is unique, with the individual path to success filled with its own twist and turns. To address unexpected challenges, it takes time to find the right resource at the right time. The differences among the many resources available aren't always clear, nor are the right sequencing or ways to ensure that the correct resource isn't overlooked. As an entrepreneur, where do you turn? The Entrepreneurs Academy helps you create a customized roadmap for your specific journey.

In this exclusive, two-day interactive session, you’ll meet and work with experts and entrepreneurs who represent elements of the entrepreneurial ecosystem: advocates, entrepreneurial educators, funding sources, professional services, recognition, resource providers, sources of innovation and talent. All of them are focused on helping you take your business to the next level. These power-packed days will help you gain a competitive edge—setting your goals higher, solving problems faster and achieving more in less time.

Dwain M. DeVille will serve as director of the Entrepreneurs Academy. An entrepreneur and one of Central Florida’s top CEO coaches, DeVille has helped entrepreneurs in the areas of strategy, tactical planning, product development, communication, mergers and acquisitions, and succession. This diverse experience has given him a keen awareness of the challenges entrepreneurs encounter, earning him the respect and trust of his clients. An author and founder of WaterMark International Inc., Dwain serves as a trusted advisor to some of today’s top entrepreneurs. His client list covers the spectrum of business, from small enterprises to major universities and corporations, including the Fortune 100.

If you're an entrepreneur with two to 25 employees and are looking for this type of dynamic learning environment, visit www.orlando.org/academy to register or for more information.

Entrepreneurs Academy

May 30-31

More info or to register: www.orlando.org/academy

Orlando Inc.

Orlando Inc. is one of four lines of business of the Central Florida Partnership and is specifically focused on Regional Entrepreneurship. A “Five-Star Chamber”— the highest level of achievement awarded by the U.S. Chamber of Commerce—Orlando Inc. is uniquely positioned to serve the growing needs of businesses and entrepreneurs throughout Central Florida, connecting entrepreneurs to success.

FORWARDFlorida - The Voice of Florida's Super Region

Many Americans struggle to fit exercise and wellness into their lives. Long workdays, often spent sitting at desks, can be a black hole when it comes to practicing healthy habits.

Workers spend so much of their time at work—wouldn’t it be wonderful if they could take steps to maximize their health during the workday? AvMed Health Plans works with businesses every day to help them improve the health of their employees while maintaining a healthy bottom line. In addition to providing affordable health plan options, AvMed supports clients with wellness education.

“Having healthier employees is an advantage for everyone,” says James M. Repp, AvMed senior vice president of sales and marketing. “A healthier workplace is more productive and more energetic. Workplace wellness programs are a win-win for both the employer and the employee.”

Workplace wellness is a way for employers to cut costs. In a case of practicing what you preach, AvMed rolled out an employee wellness program that evaluated employees' fitness by taking biometric measurements such as weight, body mass index, blood pressure, cholesterol levels and glucose levels. After determining the baseline biometrics, goals are set for employees based on guidelines and recommendations from the American Heart Association and American Diabetes Association. Measurements are taken again after one year of participating in the program, and employees receive financial rewards based on their improvements.

Wellness tools keep employees motivated. Consider the following ideas:

• Lunch-and-learn sessions with health professionals, including fitness trainers, nutritionists and doctors
• Free access by phone and online to a certified healthcare coach
• Health-risk assessments
• Online health information and tools such as meal planners and exercise planners
• Monthly wellness newsletter
• Weight-loss contests
• Discounts to fitness centers
• Weight Watchers (which comes to the workplace once each week)
• Classes such as yoga and Pilates

 Adding Wellness to Your Workday

• Take the stairs instead of the elevator

• Park farther away from your building.

• Set an alarm to ring once each hour to remind yourself to stand up and move or stretch.

• Gather co-workers for fitness activities, such as taking a walk before or after work, or working out to a DVD at lunchtime.

• Get a headset for your phone so you can stand up and move around during phone calls.

• Wear a pedometer to track how much you walk each day. Your goal should be 10,000 steps per day or at least 30 minutes of moderate exercise daily, according to the President’s Council on Physical Fitness and Sports.

• Talk to the managers at local gyms. Many will be willing to arrange a group discount for your workplace’s employees.

FORWARDFlorida - The Voice of Florida's Super Region

The numbers stack up to big potential, especially across one of the world's most popular vacation and business travel destinations.

Green buildings require less energy, emit less carbon dioxide, use less indoor water and send fewer pounds of solid waste to landfills, all while providing healthy and comfortable indoor environments. Hotels, meanwhile, represent a landscape of more than five billion square feet of space nationwide, encompassing five million guest rooms, and consume nearly $4 billion in annual energy costs. So what better place than Orlando, with its 50 million-plus visitors each year, to combine green with hospitality to make an environmental statement?

Last fall, the Central Florida Chapter of the U.S. Green Building Council answered the question with the launch of Green Destination Orlando—a program that aims to make Orlando the most green destination in the world.

The idea is to create a total sustainable experience that begins the moment visitors arrive at a local airport, including transportation to their hotel, their stay and daily activities, and their trip back to the airport. The plan calls for a sustainable loop that never breaks.

Ambitious, for sure. And making baby steps toward becoming real.

Since the launch, according to Dina M. Belon, hospitality advocacy chair for the USGBC Central Florida Chapter, hotels and restaurants, among others, are signing up to participate. Just don't expect instant gratification, she adds, because the tiered approach is not only completely volunteer but also demands measures of both detail and patience. One tier, or step, leads to another in an continual process.

“The GDO program is designed to help the participants with ongoing progress on the green initiatives versus a certification that you complete and that is it,” describes Belon, who is a principal and owner of RUSH Hospitality in Titusville, which specializes in resort renovations. “The program is designed to help properties make significant progress with their green building practices over time.”

Notably, the program has already garnered national attention and become the basis for the pilot of a national program that encourages other hospitality destinations to follow suit. Under the USGBC, hospitality communities are working together to transform cities, towns, counties, regions and states into green destinations by challenging local hotels, conference centers and restaurants to track energy and water use, waste data and other sustainability metrics. And as a byproduct, in hospitality's ultra-competitive marketplace, the efforts allow meeting planners to access real and verifiable documentation of the destination's sustainability efforts to aid in their decision making.

The program is based on a four-level rating system. A total of 100 points are available based on scores earned on two checklists, plus five bonus points for innovations in operations. GDO program levels, ranking lowest to highest are: Blue (40-49 points); Teal (50-59 points); Green (60-69 points); and Evergreen (70-100 points).

To begin the process, businesses register and complete Checklist 1, entitled "Perform Inventory and Analysis." This checklist helps the business understand the existing condition of the property and identify and analyze opportunities, and must be completed within one year of registration to maintain designation as a participant. Businesses must demonstrate ongoing improvement year over year and score at least 10 of 20 available points to move on to Checklist 2, entitled "Making Changes." In this phase, the business starts with low-cost improvements and works toward more substantial opportunities. The objective of the program is to show continuous improvement each year until the business has achieved the “Evergreen” designation.

Those who continue to earn the designation will be provided with a Green Destination Orlando logo for marketing use. The GDO program is a multiyear process that can prepare a facility to apply for the USGBC LEED Existing Building Certification.

“Similar to LEED, the participant has the option on what points best work for them to pursue,” says Belon. 

The decision to participate in the GDO pilot program was simple, contends DeeDee Baggitt, director of engineering and facilities at Rosen Hotels & Resorts. The hotel group already participates in the Florida Department of Environmental Protection's Green Lodging program. “To create a totally sustainable experience, we needed to create a program in which all types of hospitality businesses, not only hotels, can participate," Baggitt says. "Rosen Hotels & Resorts has been participating in sustainable practices for years, not only because it's good for the environment but also because many of these practices also save money in the long term. In addition, our guests notice and appreciate our efforts and reward us with their loyalty, so it's a win-win situation."

Guess one cannot say that the business of green never goes on vacation.

Existing Green Beats New Green

The tide has shifted, officially.

As 2011 closed, LEED-certified existing buildings had outpaced their newly built counterparts, according to the U.S. Green Building Council. The square footage of LEED-certified existing buildings surpassed LEED-certified new construction by 15 million square feet on a cumulative basis.

"This new data marks the first time that LEED-certified existing buildings have surpassed LEED-certified new construction cumulatively," cites Rick Fedrizzi, the USGBC's president, CEO and founding chair. "The market is becoming increasingly aware of how building owners can get better performance through green operations and maintenance."

Historically, USGBC has seen the stock of LEED-certified green projects overwhelmingly made up of new construction projects, both in volume and square footage. That began to change in 2008, when the LEED for Existing Buildings: Operations & Maintenance program began experiencing substantial growth. In 2009, projects certified under LEED for Existing Buildings: O&M surpassed those certified under its new construction counterpart on an annual basis, a trend that continued in 2010 and 2011.

Not coincidentally, a recent report by Capital-E found that efficiency financing has the potential to soar from $20 billion to $150 billion annually, creating more than one million jobs. Also, in its Green Outlook 2011 report, McGraw Hill Construction found that by 2015 the green share of the largest commercial retrofit and renovation activity will more than triple—an opportunity of up to $18 billion in major construction projects alone.

Did You Know?

Projects worldwide are proving that green building doesn’t have to mean building new. By undertaking a large renovation, officials of the recently LEED-certified Empire State Building have predicted they will slash energy consumption by more than 38 percent, saving $4.4 million in energy costs annually and recouping the costs of implementation in three years. The second tallest building in the world, Taipei 101, earned the top environmental honor, LEED Platinum. The skyscraper was designed to use 30 percent less energy, reducing annual utility costs by $700,000 a year. San Francisco’s Transamerica Pyramid also earned LEED Platinum as an existing building, 39 years after it was originally built. The landmark’s onsite cogeneration plant saves an average of $700,000 annually in energy costs.

FORWARDFlorida - The Voice of Florida's Super Region

The Health Insurance Tax Credit could provide a strategic boost and a bottom-line win.

By Janet H. Rapp / GellerRagans

Although the Patient Protection and Affordable Care Act may be under review by the U.S. Supreme Court, there remains a current opportunity for small businesses to benefit. For the qualified employer providing healthcare insurance for employees, the Health Insurance Tax Credit returns 35 percent of insurance premiums to the business. This allows more businesses to be strategic in their benefit packages while keeping costs in line with budgets.

The seemingly low qualification limits have prevented some companies from investigating the credit. However, the exclusion of business owners and their family from the equation allows the tax credit for more businesses than may be expected. The healthcare tax credit is available to small businesses with:

• Fewer than 25 full-time equivalent employees;

• Average wage below $50,000 per year; and

• Employer pays at least 50 percent of the health insurance premium for the employee.

The mechanics can appear daunting, but the basic qualification test is relatively simple.

A full-time equivalent employee (FTE) is determined based on a work year of 2,080 hours, which is 40 hours per week for 52 weeks. Therefore, a business’s FTEs are determined by total hours worked by employees divided by 2,080. For example, two workers with 1,000 hours each of work per year, resulting in one FTE (2000/2080 = .96).

Average wages are total wages paid by the business, excluding the owner and any family on payroll, divided by the number of FTEs as determined above.

Once qualification is determined, the actual credit is up to 35 percent of premiums paid, although not more than 35 percent of the State Average Premium for Small Group Markets. The 2011 amount for Florida is $5,218 for individual coverage and $12,550 for family coverage.

When computing the amount of the credit, insurance premiums paid for vision, dental and medical care can be included in the calculation. The insurance plan must be a “qualified arrangement,” meaning the employer pays a uniform percentage of the premium cost for covered employees. The employer is not required to pay 50 percent of the premium for employees who elect additional coverage, such as dependent coverage. The only requirement is for the employee premium.

The future of healthcare reform may be under scrutiny, but because of the significant tax credit benefit currently available, businesses should review the ability to provide insurance to employees and how they structure the benefit.

This credit is essentially a discount to provide insurance of up to 35 percent of premiums paid. If an employer is paying less than 50 percent of the premium, now is the time to evaluate that decision. Increasing the employer paid portion to half may provide a better tax break through the credit.

In 2014, with the credit increasing to 50 percent of employer paid premiums, and with market competition driving down costs, employers will increasingly be able to expand their employee benefit packages while staying within their budget.

As in any tax planning matter, consulting your professional advisor is necessary to be certain your business is taking the best advantage of opportunities available.

FINANCES

The Fundamental Five

What’s your 2012 financial outlook? It's never too late to take stock of your own personal financial stability.

 By Richard Schram / CredAbility

Every day in our workplaces, we talk about strategic plans, where we are in meeting goals, doing benchmarks and analyses, and comparing where we are this year compared to last year.

As we hope for a better 2012—yes, it's only February so there's still hope—it’s time to use those same workplace practices to improve our own personal financial health. And the upside is that five easy steps can get you going in the right direction.

1. Don’t raise your personal debt ceiling. CredAbility’s quarterly Consumer Distress Index shows that Florida continues to be one of the most consumer-financially distressed states, though people are slowly increasing their net worth. We must proceed with caution. With U.S. consumer credit card debt nearing $800 billion, people are turning to their credit cards, borrowing against their home or withdrawing from retirement accounts to keep things afloat. Consumers must continue to look at reducing expenses instead. Making a few small changes can add up to big savings. For those struggling with credit card debt, debt management plans are a sound option to pay down debt and work out reduced payment programs with creditors.

2. Think like a CEO. Set goals, priorities and a budget. Successful money management is a process. Get your financial house in order by writing down what you want to accomplish with your finances this year. Bankruptcy filers often site an “unforeseen” event as the cause of their financial downfall, so consider starting an emergency savings account and setting aside three to six months of living expenses. Incorporate your goals into a savings and spending plan. Track what you spend for a month to analyze savings opportunities. Start small—put 10 percent of take-home from each pay check into an interest-bearing account. At the end of a year, you’ll have a little more than one month’s salary as your emergency money.

3. Increase your knowledge and understanding. Obtain a credit report. Your credit reports can provide a snapshot of your overall financial situation. Reviewing your credit reports for accuracy can also help you to identify errors or fraudulent activity. Also, sign up for free workshops or webinars that can enhance your knowledge.

4. See the big picture. Know where you stand. Determine your net worth. Having your credit report and financial statements will help you know what you owe (liabilities) and what you own (assets).

5. Seek expert counsel. You don’t have to solve your financial problems alone. Seek out a reputable and accredited agency with certified credit counselors.

FORWARDFlorida - The Voice of Florida's Super Region