http://www.rayjobs.com

http://www.darden.com

VETERANS ENTERPRISE4 MEMORIAL DAY 2005

VETERANS ENTERPRISEMEMORIAL DAY 2005 5

VETERANS ENTERPRISE8 MEMORIAL DAY 20058

Businesses that learn, imitate and adoptmilitary tactics can avoid managementproblems and improve productivity.

Applying standard military techniques tomodern business is emerging as a one of themost effective management trends.

Kevyn DeMartino, author of the new bookBullet Points, says military tactics and strategiescan be easily applied by managers andemployees to reduce the time needed to reactto new business opportunities and deal withthe inevitable problems and challenges thatarise.

Bullet Points tackles 46 key military tacticsand strategies and breaks them down into theircomponent parts so that it is easy for managersand employees to understand them and applythem. You can use tools quickly to pull

together a strategy and direct the energies ofthe people from anywhere in an organization -or even outside it - to work on a specific task.When problems arise, any trained and equippedindividual can identify the additional skills ortactics required, and the responding action canevolve until the project is successfullycompleted.

Businesses that adopt military tactics canavoid managerial over-control in many wayssays DeMartino. “The potential prize can beworth tens of thousands, even millions ofdollars to companies in profits and avoidedcosts. Adopting military tactics and disciplineproduce direct results immediately. Companiescan create more collaborative work, morecreative ideas, and better use of geographicallydistributed resources”.

USING MILITARYTACTICS ANDSTRATEGIES TODRIVE YOURBUSINESSFORWARD

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VETERANS ENTERPRISEMEMORIAL DAY 2005 9 9

Here are some examples excerpted fromBullet Points:

THE SMELL OF VICTORY“Where there’s smoke, there’s fire”

“...Most generals will tell you that there is acertain point in battle where one can sense asubtle turning of the tide. That it’s possible tofiguratively “smell victory.”

Smell, taste, sight or touch - it doesn’t matterwhich sense you prefer. In business, you shouldalways look for hints, or indications of successin any corporate effort. These “whiffs,” if youwill, can be a tonic to all organizations. Fantheir flames and they’ll spread like wildfirethroughout the company, enhancing energy,attitudes and your opportunity for long-termsuccess...”

BE DECISIVE IN THE FACE OF UNCERTAINTYMake a decision, even if it ultimately turns

out to be the wrong one

“...All military leadership training imparts(especially in difficult situations) that a leaderanalyze the information he has at hand andmake a decision. The same holds true in business- if faced with even small, seemingly irrelevantdecisions, you cannot shut down. If you do, yourisk damaging your company and the credibility

you have earned with your staff...”

“BATTLE STATIONS, ALL HANDS ON DECK!”Have everybody prepared to “fight” at a

moment’s notice

“...Examples can be found in most anycompany: a store opening that needs acoordinated advertising campaign; a productthat inadvertently causes customer injury andcreates a firestorm of adverse publicity; yourcompetitor opening a new concept store acrossthe street from yours.

Regardless of the event, you can’t have youremployees mentally freeze-up when you needthem the most. Take a page from the Navy andconstantly drill your staff in similar hypotheticalsituations. When adverse events eventually dooccur, they’ll act with calm efficiency asopposed to disorganized chaos...

DeMartino goes on to say, “In manybusinesses, security is also clearly important,and the use of military tactics offers a higherlevel of protection that other styles of doingbusiness. Corporate adoption of military tacticswill be accelerated as companies hire men andwomen who have served in Iraq andAfghanistan, and it will become more commonand more accepted as it is used with increasingfrequency and success.”

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VETERANS ENTERPRISE10 MEMORIAL DAY 2005

Whether you agree or disagree withthe war on Iraq, many observersbelieve that there is currently no

clear plan for exiting. This has created turmoilafter what was a very successful initialcampaign. Whether going to war or startingyour own business, having an exit plan iscrucial to a successful mission. Both running abusiness and fighting a war require carefulallocation of limited resources and anunderstanding of what would constitutevictory.

Unfortunately, most entrepreneurs startinga business are so overwhelmed by all of thethings that they need to do in the beginningof their company’s formation that they’re fartoo busy to worry about the end game, orhow and when they’ll eventually get out. Aswhen they’re going to war, they concentrateon the initial campaign and don’t think aboutwhat happens if they succeed through the

initial starting pains. Pretty soon, years havepassed, and they find themselves still workingendless hours to make a modest income. It’shard for them to take vacations, they findthemselves constantly fretting about day today issues and wondering whether workingfor themselves was such a good idea after all.They are trapped in a quagmire and not surehow to get out.

This was not an unusual situation amongthe dozens of entrepreneurs whom Iinterviewed for Start it, Sell it & Make a Mint(John Wiley & Sons), and yet there were fourpractical steps shared on how to createcontingency plans when it becomesimperative:

1. Recognize when the situation hasfundamentally changed. There is a differencebetween being at war and being at peace. Ifyou have survived the initial start up battle

WAR ANDBUSINESS:WHY EXITPLANNINGMATTERSWhat the war on Iraq

teaches all business owners.

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VETERANS ENTERPRISEMEMORIAL DAY 2005 11

(congratulations -- half of all businesses in theUS fail in the first two years!) then you needto start thinking about the next stage of thebusiness with a different mindset. One sureway some entrepreneurs knew when theirbusiness had “made it” was when theynoticed they weren’t as excited going to workas they once used to be. They felt stuck in arut. That’s the surest sign that something hasto be done.

Our war in Iraq officially ended when majorcombat stopped in May of 2003, however anew kind of campaign started afterward. Andthat requires a different game plan.

2. Make an attitude adjustment. Once yourealize that something has to change, thenyou need to start taking steps to adjust theway you and your business operate, you needto start thinking about the future, and moreimportantly the end game or exit plan.

To continue with the war analogy, the USclearly prepared incredibly well for beatingSaddam’s military, and our forcesoverwhelmed the Iraqi regime, however wasthe plan as clearly defined for the campaignafter the war? With a business, when youhave survived the initial start up stage youneed to leave crisis mode and start to thinkabout what victory will look like afterwards.Once you have survived and appear to beokay, you need to think about the next stageand operate with a different target. Our goalin Iraq now that Saddam is gone is toestablish a democracy. Have you changed yourgoals for the business now that you havemade it through survival?

3. Create a clear plan for your exit. Eventhough you don’t know how a business mightevolve next, knowing what the end result

looks like will help you to make decisions thatget you closer to that end goal. For example,if the exit plan is to sell your business for $5million dollars, then how much will you needto make in sales and profits in order to beworth that much? Understanding exactly whatyou need to accomplish in order to reach yourgoal helps you to decide where to allocateyour limited resources.

We can all be certain that President Bushand his team are thinking about themilestones that might begin a withdrawal oftroops, even though we’re in the midst of acampaign. Similarly, in business, you will needto have a plan even though at times it mightlook like it won’t work out as you had initiallythought.

4. Be adaptable and stay persistent. There isno straight path to victory. Understandingthat the best laid plans will need majoradjustments is very important. You cannotpossibly know what will happen over time, sokeep your eye on the end game and beadaptable as to how you get there.

Running a business is a constant battleagainst competitors, against changing timesand tastes, and against our own limitationsand limited resources. However, unlike a war,if you have a clear plan for victory, there is noone opponent stopping you from attainingthose goals. Plan well and execute, and you,too, can be victorious.

Joe John Duran CFA is a renowned expert inthe field of entrepreneurship.His highlyacclaimed book, Start It, Sell It and Make aMint, 20 WealthCreating Secrets for BusinessOwners (Wiley and Sons), and website,www.startitsellit.com, provide inspiration andpractical tips to help business owners.

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VETERANS ENTERPRISE12 MEMORIAL DAY 200512

One of these is Jason Dunham, a twenty-two-year-old Marine corporal from theone-stoplight town of Scio, New York,

whose stunning story reporter Michael M.Phillips discovered while he was embeddedwith a Marine infantry battalion in the Iraqidesert. Corporal Dunham was on patrol nearthe Syrian border on April 14, 2004, when ablack-clad Iraqi leaped out of a car andgrabbed him around his neck. Fighting hand-to-hand in the dirt, Dunham saw his attackerdrop a grenade and made the instantaneousdecision to place his own helmet over theexplosive in the hope of containing the blastand protecting his men. When the smokecleared, Dunhams helmet was in shreds, andthe corporal lay face down in his own blood.The Marines beside him were seriouslywounded. Dunham was subsequentlynominated for the Congressional Medal ofHonor, the nations highest award for militaryvalor.

Phillipss minute-by-minute chronicle of thechaotic fighting that raged throughout thearea and culminated in Dunhams injury

provides a grunts-eye view of war as its beingfought todayfear, confusion, bravery, andsuffering set against a brotherhood forged incombat. His account of Dunhams eight-dayjourney home and of his parents heartrendingreunion with their son powerfully illustrates thecold brutality of war and the fragile humanityof those who fight it. Dunham leaves anindelible mark upon all who know his story,from the doctors and nurses who treat him, tothe readers of the original Wall Street Journalarticle that told of his singular act of valor.

The Gift of ValorMichael PhillipsPrice: $ 19.95ISBN: 0-7679-2037-6

AUTHOR BIOGRAPHY:

MICHAEL M. PHILLIPS, a staff reporter for theWall Street Journal, has done four tours in Iraqwith the Third Battalion, Seventh Marines. Helives in Washington, D.C., with his wife and twochildren.

THE GIFTOF VALOREvery day ordinary young Americans

are fighting and dying in Iraq, with

the same bravery, honor, and sense

of duty that have distinguished

American troops throughout history.

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VETERANS ENTERPRISEMEMORIAL DAY 2005 13

LF

VETERANS ENTERPRISE14 MEMORIAL DAY 2005

VETERANS ENTERPRISEMEMORIAL DAY 2005 15

HEADQUARTERS GRAND ARMY OF THE REPUBLIC

Washington D.C. May 5, 1868

General Orders No. 11

I. The 30th day of May, 1868, is designated for the purpose of strewing with flowers, orother decorating the graves of comrades who died in defense of their country during thelate rebellion, and whose bodies now lie in almost every city, village and hamletchurchyard in the land. In this observance no form of ceremony is prescribed, but Postsand comrades will, in their own way, arrange such fitting services and testimonials ofrespect as circumstances may permit.

We are organized, Comrades, as our regulations tell us, for the purpose among other things,“of preserving and strengthening those kind and fraternal feelings which have bound togetherthe soldiers, sailors and marines who united to suppress the late rebellion.” What can aidmore to assure this result than by cherishing tenderly the memory of our heroic dead? Weshould guard their graves with sacred vigilance. All that the consecrated wealth and taste ofthe nation can add to their adornment and security is but a fitting tribute to the memory ofher slain defenders. Let pleasant paths invite the coming and going of reverent visitors andfond mourners. Let no neglect, no ravages of time, testify to the present or to the cominggenerations that we have forgotten as a people the cost of a free and undivided republic.

If other eyes grow dull and other hands slack, and other hearts cold in the solemn trust, oursshall keep it well as long as the light and warmth of life remain in us.

Let us, then, at the time appointed, gather around their sacred remains and garland thepassionless mounds above them with choicest flowers of springtime; let us raise above themthe dear old flag they saved; let us in this solemn presence renew our pledge to aid and toassist those whom they have left among us as a sacred charge upon the Nation’s gratitude –the soldier’s and sailor’s widow and orphan.

II. It is the purpose of the Commander-in-Chief to inaugurate this observance with the hopethat it will be kept up from year to year, while a survivor of the war remains to honor thememory of his departed comrades. He earnestly desires the public press to call attention tothis Order, and lend its friendly aid in bringing it to the notice of comrades in all parts of thecountry in time for simultaneous compliance therewith.

Department Commanders will use every effort to make this Order effective.

By Command of:

N.P. Chipman - Adjutant General

John A. Logan - Commander-in-Chief

TEXT OF THE ORIGINAL ORDER CREATING DECORATION DAY

NOW KNOWN AS MEMORIAL DAY

VETERANS ENTERPRISE16 MEMORIAL DAY 2005

In fact, the success of DeFazio’s store hasprompted One Hour Martinizing toconcentrate on expanding within the area.

Martinizing hopes to have a total of 25 storesby 2008 and is actively recruiting franchisees forexclusive development agreements.

“We thought if we did things right, we coulddo fairly well in the dry cleaning industry,” saidDeFazio, who bought his partner out in 1998.

With the expansion, DeFazio was able to addmore equipment and a tailor’s shop in the frontof his Martinizing Dry Cleaning store located onRoute 19, three-quarters of a mile north ofDonaldson’s Crossroads and four miles south ofSouth Hills Village.

DeFazio admits he knew little about the $7billion dry cleaning industry when he decidedto start his business. “The only thing I knewabout dry cleaning was that I dropped myclothes off and for all I knew, they took it outback, hit it with a magic wand and it wasclean,” he said with a laugh.

A good location and attention to customerservice are the main reasons DeFazio gives forhis success. If there are problems with defectivegarments, DeFazio assists customers inreturning them to the clothing manufacturerfor possible replacement. “We really try to dothe best we can for our customers,” DeFaziosaid.

HIGH ON DRYWhen George DeFazio and his business partner opened their Martinizing

Dry Cleaning business in 1996, it had only 1,750 square feet of space.

But the store expanded to 4,500 square feet in 2001 and in eight years

the 45-year-old DeFazio has become one of the most successful

franchisees of Martinizing Dry Cleaning.

VETERANS ENTERPRISEMEMORIAL DAY 2005 17

DeFazio is a 13-year Marine Corps veteran,having retired as a captain in 1993 afterworking in the areas of artillery and laterfinance. DeFazio said the discipline he learnedfrom the military was an asset when he was justgetting started. “In the beginning, beingorganized and having a ‘never give up’ attitudereally helped,” DeFazio said. “I learned there isalways a way to get things done.” Franchisingholds appeal for many veterans, so much sothat the International Franchise Associationsponsors a program called VetFran, which offersdiscounts or incentives to veterans buyingfranchises.

When DeFazio opened his Martinizing DryCleaning store eight years ago there were eightother dry cleaning businesses located within

one mile in either direction from his store onRoute 19. Today, there are still seven, yetDeFazio does little marketing outside of ValPakmailings and some other minimal promotions.“I concern myself with my business and that’sit,” DeFazio said. “I don’t do nearly as muchmarketing as my counterparts.” But 75 percentof Martinizing’s customers are part of its VIPprogram, which for a one-time $15 fee entitlesthem to 10 percent of all orders and after-hoursgarment drop-off.

Much like the millions of pounds of clothesthat tumble annually through its machinesacross the world, Martinizing Dry Cleaning isputting a new spin and direction on a namethat has been synonymous with the industrysince 1949.

George DeFazio with daughter Michelle in his Martinizing Dry Cleaning Franchise. DeFazio said the discipline helearned from the military was an asset when he was just getting started.

VETERANS ENTERPRISE18 MEMORIAL DAY 2005

Martinizing Dry Cleaning is the mostrecognized name in dry cleaning and thelargest dry cleaning franchisor in the UnitedStates with 619 locations worldwide. But 80percent of its current franchisees signed onbefore 1987, when Martinizing Dry Cleaningintroduced a new franchise agreement offeringimproved support that was more reflective of afull-format franchisor.

Now, the concept named after Buffalo, NewYork chemist Henry Martin, who pioneered on-site dry cleaning, is looking to increase itsindustry dominance, harkening back to itsheyday of the 1960s when thousands ofMartinizing Dry Cleaning stores dotted the U.S.landscape.

The Cincinnati, Ohio-based franchisor intendsto accomplish the task by attracting multi-unitinvestors, a growth vehicle that has never been

more popular in the franchising industry. Thecompany began ramping up for the push twoyears ago when it made staff changes,realigned its marketing and real estatedepartments, and improved marketing andoperational support for franchisees.

“We’ve always been the largest franchised drycleaner as far as units go, but that has neverbeen Martinizing’s goal. Our goal has been tobe the best!” said Frank Knowles, director offranchise development, who joined thecompany two years ago as part of the newgrowth movement. “They always tried to growone unit at a time. Our new approach willtarget great business people who can grow inmulti-units.”

How times have changed. Although it alreadyhas a strong presence in different regions of thecountry, five core areas have been selected to

“We’ve always been the largest franchised dry cleaner as far as units go, but that has never been Martinizing’s

goal. Our goal has been to be the best!” said Frank Knowles, director of franchise development.

VETERANS ENTERPRISEMEMORIAL DAY 2005 19

be the foundation of Martinizing Dry Cleaning’snew growth. Orlando, Pittsburgh, Phoenix,Nashville, and Cincinnati represent areas thatalready support successful stores, have a multi-unit operator in place or show potential forstrong growth.

Exclusive multi-unit development agreementshave already been reached for Orlando (10stores), Tampa (10), Des Moines, Iowa (5) andMesa, Ariz. (3).

“Our focus will be on identifying potentialmulti-unit operators who qualify for 5-, 10-,and 15-unit exclusive development areas withinthese markets,” said Jerry Laesser, vicepresident of marketing and franchisedevelopment. “Yes, we will continue to grantsingle-unit franchises as we have for more than

50 years; however, our impetus will be on multi-unit exclusive developments. Our plans call for100-plus store growth in the next three to fouryears under this strategy.”

Martinizing Dry Cleaning markets itself as apremium provider to an upscale customer base(median household income of $60,000-plus),without premium pricing. According to theInternational Fabricare Institute there areapproximately 30,000 dry-cleaning businesses inthe United States, “but the good news for us,”Laesser said, “is that there are not a whole lotof high quality dry cleaners.”

Competition primarily comes from establishedregional chains of quality cleaners. The so-called “dollar cleaners” and stereotypical mom-and-pop stores aren’t seen as threats since they

According to the International Fabricare Institute there are approximately 30,000 dry-cleaning businesses in the

United States, “but the good news for us,” Laesser said, “is that there are not a whole lot of high quality dry

cleaners.”

appeal to a different clientele. More recentplayers such as Zoots, founded in 1998 by TomStemberg and Todd Krasnow, creators of Staplesoffice supply stores; and Hangers, which uses aliquid carbon dioxide system to clean garments,also are not seen as threats.

“You always have folks coming into themarket who think they have a bettermousetrap,” said Laesser. “People think theyhave the next McDonald’s and they don’t.”

There is already a strong base of multi-storeoperators within the Martinizing Dry Cleaningsystem, but many of those are “grandfathers,”those who joined the system before 1987 whenthe new franchising agreement was introduced.They don’t pay the standard four percentroyalty fee. Instead, they pay a set yearly feeadjusted annually based on the Consumer PriceIndex.

Almost 30 percent of the company’s U.S.franchisees own more than one store and thatsame group accounts for almost 70 percent ofthe chain’s 405 stores in the United States. Butthe multi-unit operator that Martinizing DryCleaning is going after now is far different fromthe investor that helped the company grow onestore at a time.

Knowles, the director of franchisedevelopment, has first-hand experience of howfranchising has changed. In the 1960s he spenttime as a missionary in Africa and was anassistant chaplain at the Utah State Prison,where he counseled some of America’s mostnotorious criminals, among them Ted Bundy.Knowles has been in franchise development for34 years, getting his start with the Spudnutsdoughnut chain.

“In the earlier days, a good candidate for uswas a blue-collar worker who had $50,000, wastired of doing whatever he did and wanted tobuy a franchise for he and his wife to run,”Knowles said. “But now, with the wayMartinizing Dry Cleaning has fine-tunedeverything, we’re almost offering investors aground-floor opportunity with a company thathas been established for 50 years.”

Multi-unit investors with Martinizing DryCleaning must have a net worth of $500,000and many will likely be refugees from corporateAmerica, where they have gained strongmanagement and marketing skills but havebecome disillusioned with their careers.“They’re tired of it,” Knowles said. “They’releaving with substantial amounts of money andlooking for something better, and somethingfor themselves.”

Almost 30 percent of the company’s U.S. franchisees own more than one

store and that same group accounts for almost 70 percent of the chain’s

405 stores in the United States. But the multi-unit operator that Martinizing

Dry Cleaning is going after now is far different from the investor that helped

the company grow one store at a time.

VETERANS ENTERPRISEMEMORIAL DAY 2005 21

Underscoring Martinizing’s Dry Cleaning’sdedicated growth strategy is its use of Claritas,the largest demographic research company inthe country, to identify prime demographics forstore locations. Eddie Bauer, BMW of NorthAmerica and the Los Angeles Times are amongClaritas clients.

“Multi-unit development is the kind of kick inthe pants you need for a franchise system likeours that has some real positives going for it,”Laesser said. “We have really re-inventedourselves and we’re a much more dynamiccompany than we were even two years ago.”

To learn more about franchise opportunitieswith Martinizing Dry Cleaning, contact them atthe following address or phone numbers or visitthem online.

Martinizing Dry CleaningMartin Franchises, Inc.422 Wards Corner Rd.Loveland, OH 45140-6950513-351-6211800-827-0207www.martinizing.com

VETERANS ENTERPRISE22 MEMORIAL DAY 2005

VETERANS ENTERPRISEMEMORIAL DAY 2005 23

Veterans have learned well the lessons oftaking responsibility for your actions,being accountable and owning your

present situation. For these reasons, ActionInternational, the world’s #1 business coachingteam, feels Veterans make incredible franchisees.

“Veterans are excellent candidates for franchiseopportunities,” says Action’s US Sales ManagerRichard Bernstein, “because their military trainingensures they have the discipline to follow aproven formula for performance, willingness towork hard to reach goals, and strong belief incore values, all of which are assets necessary torun a successful franchise business.”

As such, Action International is proud to be apart of a special program through theInternational Franchise Association (IFA) thatoffers Veterans financial incentives for purchasinga franchise.

The Veterans Transition Franchise Initiative,known as VetFran, was re-initiated following theSept. 11, 2001 terrorist attacks. Currently 123veterans have acquired franchises and more than80 are in various stages of negotiation.

Nearly 150 franchise systems that are membersof IFA participate in the program, which offersveterans a “best deal” through discounts or otherincentives that are determined by each company.VetFran is supported by the U.S. Dept. of VeteransAffairs, the U.S. Small Business Administration andthe Veterans Corporation. IFA representsfranchisees, franchisors and suppliers whoconduct business across a broad spectrum thatencompasses 75 different industries operating inmore than 100 countries.

FINANCIAL INCENTIVES AVAILABLE TOVETERANS PURCHASING A FRANCHISE

“VetFran is the franchising community’s way ofsaying ‘thank you’ to veterans who have placedtheir lives on the line to protect America’sfreedom,” said The Dwyer Group Pres. and CEODina Dwyer-Owens, who chairs the programwhich was initiated by her late father, DonaldDwyer, during the Gulf War.

Veterans interested in the VetFran programshould visit the IFA website http://www.franchise.org, which has hotlinks to all ofthe companies participating in VetFran.

Action International is a business coaching andtraining company that works with small tomedium sized business educating the businessowner how to improve the sales and marketing intheir business.

For more information on opportunities withAction International, visit them online atwww.action-international.com, or call toll-free 1(888) 483-2828.

Action International, headquartered in Las Vegas,Nevada, is one of the fastest growing franchises(#16 Entrepreneur Magazine, Feb. 2004) and is thelargest business coaching company in the world.The company was established in 1993 in Australiaby a young visionary named Brad Sugars. Bradrecognized early on that most owners of small-and medium-sized businesses were unaware ofhow to effectively grow their businesses andachieve their goals. He developed acomprehensive system and methodology to assistbusiness owners in achieving their goals andrealizing their dreams with dramatic results. Thecompany began franchising in 1997, and now has550+ franchisees working in 18 countries aroundthe globe.

VETERANS ENTERPRISE24 MEMORIAL DAY 2005

MEMORIAL DAY CEREMONYHONORS MILITARY HEROES

US Army Military District of

Washington Public Affairs

ARLINGTON NATIONAL CEMETRY

A patriotic ceremony honoring the service and

sacrifice of America’s military members is scheduled for

May 30 at 11 a.m. in Arlington National Cemetery.

This year’s event, which marks the 137th observance

of Memorial Day on these hallowed grounds, will be

hosted by Maj. Gen. Galen B. Jackman, commanding

general of the U.S. Army Military District of

Washington and Joint Force Headquarters – National

Capital Region.

A wreath-laying ceremony will take place at the

Tomb of the Unknowns, followed by a remembrance

ceremony in the Memorial Amphitheater. The event

will commence with a prelude concert by the U.S. Air

Force Band at 10:20 a.m. inside the amphitheater.

Both ceremonies are free and open to the military

community and general public. No tickets are needed

to attend this event.

For people interested in observing the wreath

ceremony, space is limited to standing room only.

Inside the amphitheater, seating is also only available

on a first-come, first-served basis. The amphitheater

can accommodate 5,500 people, but attendees are

encouraged to arrive early to ensure access to the

event.

At 8 a.m., the cemetery gates open and a free

shuttle service will begin transporting people from the

visitors’ center to the amphitheater. Attendees will be

admitted into the ceremony site at about 8:30 a.m.

People driving to the cemetery may park their

vehicles for free in the visitors’ center parking garage

until 1 p.m. In addition, Metrorail will be operating all

day, so attendees may ride the “blue line” to the

subway station located just outside the cemetery’s

main entrance.

Meanwhile, DoD identification card holders may

park at Fort Myer, then either ride a free shuttle from

the Memorial Chapel or walk through the Old Post

Chapel Gate to the event.

Be advised that pedestrian traffic will be limited to

the following routes in the cemetery:

From the ANC Visitors’ Center – Turn left onto Eisenhower

Drive and proceed south. Turn right onto Porter Drive

and walk up the hill. Turn right onto Memorial Drive,

then move to the security checkpoints.

From Fort Myer’s Old Post Chapel Gate – Travel east on Meigs

Drive, then turn left onto McPherson Drive. Stay left at

the fork in the road and continue south. Turn left onto

Porter Drive and walk down the hill. Make a left onto

Memorial Drive and enter at the security checkpoints.

Heightened security measures will require attendees

to pass through a checkpoint to gain access to the

ceremony site. Purses should be limited to essential

items and will be subject to security inspections.

Potential weapons will be confiscated. Furthermore,

large backpacks, camera bags, coolers, picnic baskets

and insulated beverage containers will not be allowed

on the premises.

For details, call the Public Affairs Office for the U.S.

Army Military District of Washington at 202-685-4645 /

3041.

VETERANS ENTERPRISEMEMORIAL DAY 2005 25

VETERANS ENTERPRISE26 MEMORIAL DAY 2005

GRAMBLING STATE

The Veterans Corporation

Offers Entrepreneur

Training Programs and

Business Resource Centers

to Veterans Interested in

Starting or Expanding

Small Business Ventures

By Richard Chudy

VETERANS ENTERPRISEMEMORIAL DAY 2005 27

According to the Census Bureau and theSmall Business Administration (SBA),there are between 4.2 and 5.5 million

veteran-owned businesses currently operatingin the United States. With the total number ofU.S. small businesses estimated to be 22.6million at the end of 2001, veteran-ownedbusinesses account for up to 24.3 percent of thetotal. Considering that there are a total of 25.6million veterans in the U.S., nearly 21 percent ofveterans have made the decision to be theirown boss and start their own businesses. Whilethe statistics are eye opening, it is no surprisewhen you consider that ex-military personnelpossess many of the skills and characteristicsrequired to become successful entrepreneurs.The bottom line - veterans are a vitalcomponent in the success of our economy. Thejob at hand - provide veterans with theeducation, training and resources necessary tobuild a successful business.

Veteran business owners are receiving greaterattention and exposure as evidenced by theenactment of the Veterans Entrepreneurshipand Small Business Development Act of 1999.The legislation created the National VeteransBusiness Development Corporation (mostcommonly known as The Veterans Corporation).The Veterans Corporation is tasked withproviding veterans and service-disabledveterans with access to capital, entrepreneurialeducation, an electronic marketplace, businessnetworking and other services. The corporationserves all veterans of U.S. Armed Forces as wellas active-duty military personnel and reservistsseeking to become small business owners.

Veterans who are interested in pursuing smallbusiness development and ownership have theopportunity to take advantage of the TheVeterans Corporation (TVC) FastTracentrepreneurship-training program. TVCpartnered with the Kaufman Foundation in

developing the FastTrac program. Two coursesform the core of TVC’s Veteran EntrepreneurialTraining Program (VET) - FastTrac NewVentureand FastTrac Planning. The programs aredesigned to better prepare American veteransfor success as small business owners or to assistexisting veteran business owners increaseprofitability. In 2001, 1,100 veterans completedthe training program. In 2005, the goal is totrain at least 10,000 veterans. In addition to theFastTrac NewVenture and FastTrac Planningprograms, plans are in place to develop six toten additional FastTrac courses dealing withtaxes, human resources and regulatory topics.

Originally launched in Colorado in 2004, theFastTrac/VET program is gradually working itsway west. The NewVenture program is designedto aid veterans who have an idea for a newbusiness determine whether or not there is aviable commercial potential with participantscompleting a feasibility study. Students conductan in-depth analysis that includes financing,budgeting, pricing and marketing. The Planningprogram is designed for current businessowners who wish to take their business to thenext level. Once the eleven-week course iscompleted, participants will come away with aclear and concise business plan thatencompasses growth strategies, cash-flowmanagement and tactics to gain a greater shareof the market.

President and CEO Walt Blackwell ofBethesda, Maryland heads The VeteransCorporation. Blackwell brings over 30 years ofglobal management and communicationsexperience to TVC. During his 25 years withIBM, he worked in product development,internal communications, and employeerecognition and developed a non-profitorganization to promote technology educationin local schools.

VETERANS ENTERPRISE28 MEMORIAL DAY 2005

One of Blackwell’s responsibilities will be tooversee the development of Veteran BusinessResource Centers (VBRC’s) across the nation. Thefirst VBRC was opened in St. Louis and hasproven to be a much needed and successfulventure. The St. Louis VBRC serves as one ofseveral potential models for individuallytailored, community-based service centers thatwill serve veterans of all types with a focus onentrepreneurship, market promotion andcommunity development and leadership.

VTC has begun the process of developingVBRC’s in other cities including Austin, Atlanta,Boston, Denver, Philadelphia and San Diego.The pilot program in St Louis will most likelyserve as a model for development of the newcenters. The St. Louis model was built on the six

activities or pillars of TVC.

Access and Assessment - VBRCs will serve as“concierge” for the local Veteran community,providing access to ideas and services, andconducting ongoing assessments that willidentify gaps in local business services, anddesigning a local program that provides specificaccess to education, tools, technology, capital,services, mentorship, networking and markets.

Business Incubators - All of the providers andparticipants of current TVC programs across thenation think that business incubators are asignificant element of the success of newentrepreneurs. Most of them have so littleinfrastructure that access to a copy machine anda computer loom as large obstacles to success.

VETERANS ENTERPRISEMEMORIAL DAY 2005 29

Incubator space for a wide range of types ofbusiness starts will be an important base foreconomic development.

Community Leadership/Advocacy - VBRCs willserve to galvanize community leadership withnew energy and ideas from Veteran leaderswho will work together to transformcommunity economic development into anengine for enterprise and local prosperity.

Entrepreneurship Training/Counseling - VBRCsand affiliated groups will conductentrepreneurship seminars and work with e-learning programs, business plan development,product development, marketing that includese-commerce, public and private procurement,legal assistance, accounting, insurance, licensing

and certification, and technologies.

Networking - VBRCs will form a nationalnetwork that provides a constant flow of newideas and best practices into communitydevelopment efforts. These networks willinclude a wide range of business leaders andaffinity groups as well as core Veteranorganizations.

Mentoring - Leaders from business communitieswill do one-on-one mentoring as an integralpart of the activities of the VBRC. This will addan important element to the spirit and spreadof the entrepreneurial movement. It is equallyimportant to support peer mentoring, as thebest network (as attested to by current clientsof the VBRC) is often one another and in the

Military training provides many useful skills in preparation for business

ownership including leadership skills, organization, decision making and

many others. Coupling these skills with real-world business education and

training can make the difference in whether or not a business idea can

become a viable entity.

VETERANS ENTERPRISE30 MEMORIAL DAY 2005

case of veterans, is essential to success.

While these pillars address the needs of thecommunity, veterans who have have used theresources of TVC are the best indicators of justhow effective the programs and centers are inthe real world.

From Lawrence F. Kuberski, President ofGateway Tool and Cutter Grinding Services, St.Louis -

“The St. Louis VBRC was my champion forchange when I needed one. This group can goplaces effectively that the rest cannot. I visitedthe VBRC in 2004 and met Patrick Heavey andRoger Horn. These two gentlemen took thetime to hear my story and make themselvesavailable to discuss opinions that I might haveas both a veteran and as service-disabledveteran.

“Patrick Heavey, who is the director of thiscenter, has worked with me on several occasionsproviding insight and guidance. I would highlyrecommend both these gentlemen because theyconduct themselves in a professional mannerand because they take the time to understandindividual situations. The guidance I havereceived thus for has been invaluable.”

From Charles MacMullen, MacMarCommunications -

“The course provided was very valuable in

helping my business partner and me as weresearched the market we were addressing forMacMar. We were able to network with severalother entrepreneurs attending the course, heartheir ideas and not only gain their perspectiveson starting a small business in general and butalso their perspective on how my partner and Iwere structuring MacMar. It also helped us runthe numbers and determine if it made sensefinancially to start MacMar Communicationsand what fee structure we needed to adopt inorder to be financially successful.

From this foundation we have built MacMar,and to date it has been a successful venture.Additionally, since taking the course, we havebeen invited to several networking events,some specifically for veterans and some withother small/medium size businesses.Subsequently we have identified new businessfrom a couple of these contacts - which is ahuge benefit of working with the VBRC.”

From Rod Davis, who operates a businessinstalling and maintaining fire alarms andsuppression devices -

“The VNRC has been invaluable in assistingwith identifying all manner of opportunities forour company to grow. The center personnel areextremely efficient and knowledgeable aboutdoing work with the federal government. Mr.Heavey and Mr. Horn go above and beyond inorder to help our company become a successfulone. We look forward to more centers being

“The St. Louis VBRC was my champion for change when I

needed one. This group can go places effectively that the

rest cannot.”Lawrence F. Kuberski, President of Gateway Tool and Cutter Grinding Services, St. Louis

VETERANS ENTERPRISEMEMORIAL DAY 2005 31

opened to allow other veterans the access tothe great resources the VBRC provides.”

From Ed Harrington, The Task Force Inc:

“I was drawn to the VBRC because I had beentold it provided the most comprehensiveassistance available to Veterans to learn how tostart my own business. I was seekinginformation and insights from experiencedleaders and managers and I wanted to use mytime effectively to determine the right courseof action to take. I found the VBRC extremelyhelpful and always willing to find the rightresources for me to set up our business. Theyreferred me to Mr. Louis Celli, Jr. who is thePresident of Leader’s Advantage, Inc.; a firmdedicated to helping veteran’s establish theirown businesses.”

“Mr. Celli provided us an in-depth level ofexperience and expertise in getting our businessstarted. He helped us enroll in a course forentrepreneurs that he developed andimplemented. His instruction was precise andtargeted to the necessary actions required forbusiness start-up and for long-term success. Hebrought in seasoned business leaders, financial/banking, legal and marketing experts to give uskey pointers to use so we could precludemaking mistakes as we started. Mr. Celli haslived up to his pledge of continuing assistance,he has met with us and helped clear the way forfinancing and expansion of our services. As aresult of Mr. Celli’s efforts we have our firstcontract and will have two more contracts inplace by the end of May.”

To learn more about TVC and theprograms available, visit them online atwww.veteranscorp.org, email them atinfo@veteranscorp.org or call them at

1-866-2VETCORP.

VETERANS ENTERPRISE32 MEMORIAL DAY 2005

VETERANS ENTERPRISEMEMORIAL DAY 2005 33

VETERANS ENTERPRISE34 MEMORIAL DAY 2005

The job market is undergoing a profound and long-lasting transformation. The days when someone couldwork for one company during his or her entire careerand retire with a pension are long gone. Becausecorporate loyalty no longer exists, we have essentiallybecome a nation of freelancers. Computers are makingus more efficient, but fewer of us are needed to do thework, and outsourcing is reducing the number of jobsavailable. We are being laid off and downsized, but notnecessarily re-hired as the economy improves. Eventhose of us who are employed are frightened.

This instability means that to stand out from thecompetition, we need to be constantly marketingourselves in increasingly creative ways. The techniqueswe’ve always relied are no longer sufficient. Like anactor, looking for work is becoming a constant series of

auditions. This article provides a roadmap for how tofind work in a world where the rules have changed. Byusing the same strategies that have been usedsuccessfully for decades by the best-selling brands(Coca-Cola, Microsoft, Kodak, etc.), you will begin tolearn how to brand, market and promote “you.” Andthese techniques will work whether you are looking fora job, seeking freelance work, or creating new revenue-generating opportunities for yourself.

1. Discover What You’re Good AtWhat do you love doing? What gets you into the

“zone,” so immersed in your work that you look up andit’s three hours later and you wonder where the timehas gone? What do you enjoy so much that you’d do itfor free, and so well that people will pay you a lot ofmoney for it?

2. Identify Your Marketable SkillsWhat skills have you developed in your education

and career that you can monetize? What - and how

in the JOB MARKETWINNINGEight Steps to Creating

Your Personal Brandby Chaz Austin

VETERANS ENTERPRISEMEMORIAL DAY 2005 35

many - transferable skills do you have? For example, ifyou led outings for your church group, that says thatyou are a leader, good at handling details, and canmanage diverse personalities in a variety ofcircumstances - all qualities that make for a goodmanager.

3. Match Your Skills to the MarketplaceOnce you know what you enjoy and have identified

your marketable skills, it’s time to see if - and how - youcan combine the two. The question “What do you wantto do when you grow up?” should be, “What do youenjoy doing that people will pay for?” Learn todistinguish what you enjoy and are good at, from whatyou enjoy, are good at - and can sell.

4. Define Your USP (Unique Selling Proposition)Many people can do what you do, but no one has

your unique combination of skills. How do you definethem in a Sound Bite (also known as an Elevator Pitch),so that in ten or fifteen seconds, people will knowexactly what it is you offer? In a world where businesspeople are constantly bombarded with informationfrom phones, the web, email, faxes, etc., ten or fifteenseconds (about the average elevator ride) is all the time

you have to get them interested in you. Define andrefine your pitch so the people you meet will want toknow you better.

5. Develop Your Branding Message and “Story”People tend to hire people they know and with

whom they are comfortable. The more engaging youcan make the stories you tell about your history, themore people will enjoy talking to you, the more timethey will spend with you, and the greater the chancesof deepening your relationship. Learn to tell interestingstories about yourself and how you got to where youare. This is not the time to be modest and shy.

6. Make Your Resume Your Personal BrandingStatement

Your resume is not a history of your workexperiences or a confessional where you account foreverything you’ve ever done. It’s where you list yourspecific accomplishments, including marquee nameswith whom you’ve been associated, and quantifiableresults (numbers). Your next employer is interested inyour demonstrated history of success and how that willapply to making money for him or her. Everything elseyou’ve done is irrelevant. Like makeup on a woman, your

VETERANS ENTERPRISE36 MEMORIAL DAY 2005

resume needs to accentuate your best featureswhile hiding your flaws. Your resume is the script fortelling your professional life story.

7. Network Effectively80% of all jobs are filled before they’re even

advertised. In the new world of work, networking iswhere it all happens. Discover how to gain access tothe people who are in a position to either hire or referyou.

Whenever you look for work, you’re answering threequestions: who’s my market (audience)?, how do I findthem?, and what do I say to them so they buy what I’mselling? (my skills and services). Finding a job is thesame process as getting a date. You need to develop asense of relatedness, mutual interest, trust, andopportunity before you get the job offer (or the date).

8. Interview So They Remember YouIf you’ve networked well, you already know the

people in the company in which you want to work. Theyknow you and want you to join their team. When it’stime for the formal interviews, expect to be askedquestions like, “Describe your greatest weakness in theworkplace.” Prepare answers that will show you in the

best possible light (in this case it might be somethinglike, “I tend to work too hard, but I’ve learned throughexperience that to maximize my efficiency, I need tostop working after 12 or 14 hours, get some rest andcome back refreshed the next day.”).

Discover what you love that’s marketable, and thenmatch those skills to what the market is buying. Onceyou’ve done that, define your USP, branding messageand story. Then create a resume that’s your brandingstatement, so you can network effectively andparticipate in memorable interviews. These eight stepsare the tools you need to build a great career.

Writer BiographyA recognized specialist in Career Branding and Marketing,Chaz Austin consults to a wide range of business professionals,and teaches Career Planning, Marketing, and networking skillsat colleges in southern California, including UCLA, LoyolaMarymount University, and the Fashion Institute of Design andMerchandising. He has spoken about branding and promotionto the American Society for Training and Development,International Society For Performance Improvement, SwedishTrade Council’s Global Executive MBA Program, Network ofIndian American Professionals, and the Korean Institute forPublic Administration, among others. He holds an M.A. inBroadcast Communication Arts from San Francisco StateUniversity.

VETERANS ENTERPRISEMEMORIAL DAY 2005 37

MIAMI DADE COLLEGESTEPS-UP SUPPORT FOREMPLOYEES ON MILITARYLEAVENew plan calls for “gap pay” and a

support network for families of

personnel on military duty

In times of war, military reservists often

sacrifice their earning potential for the

honor to serve their country. In many cases, this

means that whole families see their income

drastically reduced, at a time when they are also

trying to cope with the added burden and stress of

having a family member away from home, in the

line of fire.

Starting on Monday, January 3rd, those reservists

on military leave for long-term deployment from

full-time positions at Miami Dade College (MDC) no

longer need worry about their families having to

make ends meet on reduced pay while they are off

fighting in Iraq, Afghanistan, or other hazardous

posts. In a move that coincides with the general

goodwill of the holiday season, Miami Dade

College’s District Board of Trustees approved a

measure that will complement the roster of benefits

already offered to faculty and staff members on

military leave.

The approved plan, presented by Miami Dade

College vice provost Jesse Alvarez at the latest

Board of Trustees Meeting, calls for the College to

provide “gap pay” to personnel on military leave.

“Gap pay” refers to complementary pay that

reimburses employees the variance between lost

civilian wages, and their military deployment pay.

For example, once the new plan goes into effect, an

employee paid $1,000 at the College who is paid

only $800 on military duty would receive $200

from the College to make up the difference.

“This is a way of giving back to the dedicated

folks who are giving so much to our country,” said

MDC president Dr. Eduardo J. Padrón. “It’s because

of them that we can continue to live under the

liberty which we so treasure. We are so proud of

their efforts and courage.”

The new plan also includes other enhancements

such as allowing employees to combine their state-

mandated, 30-day paid military deployment leave

with the 17-day paid leave the College allows for

military training. MDC is also stepping-up outreach

efforts to the families of employees on military duty.

College officials are committed to contacting

employee family members at least once every 45 or

60 days, to ensure that they are being properly

cared for and are having their immediate needs met.

The enhanced benefits and “gap pay” plan was

crafted in part with feedback from MDC employees

who are active in the military. “It’s the right thing

to do; it’s the patriotic thing to do,” Alvarez said.

“The college is making a statement that we support

our employees in the armed forces. So, when an

employee goes out and does their military duty, they

are doing it with the added security of knowing that

the college is supporting them and their families.”

Faculty and staff were not the only beneficiaries

of the enhanced benefit plan; the Board of Trustees

also approved a number of special considerations for

students who are called to duty. MDC will mail

letters of support to all students who are deployed,

and will grant them preferred status upon their

return, once they are ready to register for classes.

Miami Dade College has approximately 15

employees active in the reserves or in the National

Guard. During the last two years, eight employees

have made use of the temporary duty, or training

leave option. More recently, four employees used

long-term leaves of over 90 days for military

deployment. At least two others are already

scheduled for deployment leaves of 90 days or

more.Media Relations Department are availableon the web at www.mdc.edu.

VETERANS ENTERPRISE38 MEMORIAL DAY 2005

The announcement comes on the heels of afederal acquisition rule allowing agencies toprovide sole-source and set-aside contracts to

service-disabled, veteran-owned small businesses.Federal contracting officers welcome the rule as anadditional means to helps agencies devote threepercent of their spending to service-disabled,veteran-owned small businesses, a goal set byCongress and supported by President Bush.

“This effort reflects President Bush’s commitmentto the men and women veterans of the U.S. military,who have given so much to protect and defendfreedom and democracy for our great country,” saidGSA Administrator, Stephen A. Perry. “As a majorfederal acquisition agency, GSA is leading the effortto expand opportunities for service-disabled,veteran-owned small businesses to compete forcontracts with federal government agencies.

GSA’s Region Six Administrator, Bradley Scott ofKansas City, Mo., presented the initiative to veteransand agencies on May 27 at GSA National CapitalRegion (NCR) all-day event, Opening Doors forAmerica’s Heroes: Growing Success ThroughGovernment Contracting, hosted by NCRAdministrator Donald C. Williams at the RonaldReagan Building and International Trade Center.

“Our service-disabled men and women havedeveloped great strengths that, when applied tobusiness, can greatly benefit the civiliancommunity,” said Scott, who has spearheaded GSA’sservice-disabled, veteran-owned small businessinitiative.

GSA has developed partnerships with the SmallBusiness Administration, the Department ofVeterans Affairs, the Department of Defense andthe Defense Logistics Agency. For information,please visit: GSA's Service-Disabled Veteran-OwnedSmall Business Web Page.

GSA was created by Congress to help agenciesimprove efficiency and better serve the public. Onbehalf of federal agencies, GSA acquires officespace, equipment, telecommunications, informationtechnology, supplies and services, and providespolicy solutions for more than one million federalworkers in more than 8,000 buildings in 2,000 U.S.communities.

FOR MORE INFORMATION, CONTACT THE GSA AT:1800 F STREET, NW WASHINGTON DC 20405

WWW.GSA.GOV

EXPANDED OPPORTUNITIES FOR SERVICE-DISABLED VETERANS TOGAIN ACCESS TO $260 MILLION IN GOVERNMENT CONTRACTS

VETERANS ENTERPRISEMEMORIAL DAY 2005 39

Senate Passes Landrieu-KerryReserve Fund For Reservists andSmall Businesses

The Landrieu-Kerry Amendment carves a $1.2 billionfund for reservists and small business owners out of the$70 billion tax cut in the president's budget. Theamendment will help employers of Guard and Reservistsmake up the difference between their military andcivilian pay. Small businesses will be eligible for anadditional tax credit for wages they pay to temporaryworkers hired to fill in for Guard or Reservists, so theycan have their jobs back when they return home.

“The American people will choose tax relief forreservists over tax giveaways for millionaires any day. Iam glad Congress rejected short-sighted budgetpriorities and instead decided to stand up for ournation's military families. Mary Landrieu and I havefought a long time to make this tax relief a reality, andat last in a time of war Washington has responded to theeconomic struggles of so many reservists serving ourcountry,” said Kerry.

“This is the first victory in a larger battle. When wereturn in April and the emergency war supplementalcomes to the floor, I will fight to pass as much of myMilitary Family Bill of Rights as possible.”

“Today's victory matters to families sacrificing for thecountry they love. Too often, our troops must surrendera part of their income to serve, and too often, smallbusinesses struggle to absorb the loss of an employee.The Landrieu-Kerry plan helps our citizen soldiers, theirfamilies and their employers make ends meet. It allowsthem to rest assured that when they return from Iraqand Afghanistan, their homes and their jobs will bewaiting for them. Too much about this budget leavesour nation’s military families behind, so this is oneimportant step in the right direction,” Kerry added.

The Landrieu-Kerry amendment provides a taxcredit of up to $15,000 per employee to allAmerican businesses that supplement the income ofa reservist employee that has been called up toactive duty. For small businesses, the legislation alsoprovides a credit of up to $6,000 per employee toassist with the hiring of a temporary replacementfor each reservist employee on active duty, and forsmall manufacturers, this credit limit is $10,000.

VETERANS ENTERPRISE40 MEMORIAL DAY 2005

ACHMM, IHMM Work to Support Those

Who Served in the U.S. Armed Forces,

Help Create Career Opportunities

Outside of the Military

Active-duty service members, military veterans andtheir dependents now have an opportunity to earn oneof the hazardous materials industry's top credentials aspart of a benefit being offered by the Department ofVeterans Affairs (VA).

The Institute of Hazardous Materials Management(IHMM), with the support of the Academy of CertifiedHazardous Materials Managers (ACHMM), has workedwith the VA to have active-duty military as well as"eligible" veterans and their dependents reimbursedfor the cost of taking the Certified Hazardous MaterialsManagers (CHMM®) exam.

The CHMM® exam encompasses a broad-basedknowledge of science, technology, regulations andmanagement principles pertaining to the field ofhazardous materials management. Prior to taking therigorous three hour exam, the candidate mustdemonstrate a maturity of judgment regardingmanagement of programs and proper use of resourcesin the hazardous materials and environmental, healthand safety fields. Maturity of judgment is assessedthrough personal references, demonstrated experience,and possession of a baccalaureate degree from anaccredited institution in a field relevant to hazardousmaterials management. By successfully passing thecomprehensive exam, professionals earn the right touse the prestigious CHMM® credential designation

after their name on business cards and stationary, andto stamp reports with a professional certificationstamp.

"For these young men and women who have servedour nation proudly and are returning home seeking aunique opportunity to re-enter the workforce,achieving the CHMM® provides a tremendousjumpstart to a career in the hazardous materialsindustry," said John Frick, Ph.D., CHMM, ExecutiveDirector of IHMM. Frick spearheaded the VA initiativeshortly after joining IHMM in 2003 after a 29-yearcareer as a civilian employee at the Department ofDefense.

"There is a tremendous and growing need withinthe environmental, health and safety fields to developa well-trained talent pool. The CHMM® is one of aselect few accredited credentials in the industry," Frickadded.

Today, more than 9,000 professionals are CHMMspracticing in a wide range of disciplines includinghomeland security, environmental protection,engineering, health sciences, transportation and publicsafety. The CHMM® program is accredited by theCouncil of Engineering and Scientific Specialty Boards(CESB).

"The military provides an excellent introduction tothe hazardous materials industry. Today's servicemembers deal with life and death situations in whichthey need to make split-second decisions regardingdangerous substances and situations," said, ACHMM

PRESTIGIOUS HAZARDOUSMATERIALS CREDENTIALOFFERED AS VA BENEFITFOR ACTIVE-DUTYSERVICE MEMBERS &VETERANS

VETERANS ENTERPRISEMEMORIAL DAY 2005 41

President-Elect John Mitchell, CHMM, a programmanager with Shaw Environmental & Infrastructure,Inc., which provides a broad range of environmental,security and engineering services to clients in the U.S.and abroad.

"This program provides a cost-effective means toquickly employ America's heroes. It also serves as a wayto promote the hazardous materials industry andcreate a new generation of hazardous materialsmanagers," said Mitchell, who served from 1983to1995 with the U.S. Army Reserve as a helicopter crewchief.

According to Master Sergeant Randy B. Hart, USAFRof Asheville, North Carolina, "The CHMM® is a mark ofexcellence within the industry. It is more than just atheory-based credential; the CHMM® is centered in riskmanagement and application and is extremely task-oriented."

"With the training learned in the military in terms ofexplosives, munitions and other hazardous materials,taking those skills to an industrial setting is a naturalnext step. The VA benefit is truly an added bonus forthose of us who served," said Hart, who has taken theCHMM® exam and is awaiting his reimbursement fromthe VA. He was a safety and explosives instructor withthe Air Force and now is a safety, health andenvironmental manager with Raflatac, Inc., one of theworld's leading suppliers of paper-based and filmicpressure sensitive labelstock.

Individuals must have a bachelor's degree (or foreignequivalent) and three years of appropriate experiencein a related field. The current charge for the CHMM®exam is $240, which includes a $90 non-refundableapplication fee and a $150 exam fee. After passing theexam, individuals must pay a first- year certification fee($70) or a prorated amount for a partial first yearbefore certification becomes official.

To assist professionals with the CHMM® exam,ACHMM offers a National Overview Course (NOC)based on the body of knowledge of the field ofhazardous materials management as defined by IHMM.The three-day course consists of a comprehensivereview of environmental laws and regulations andapplicable health and safety requirements. The courseis designed to assist individuals in preparing for theCHMM® certification examination administered by theIHMM. The NOC is not required, but is offered as one

of several preparatory review courses for the CHMM®exam. To learn more about the National OverviewCourse, including times, locations and fees, visitACHMM's Web site at www.achmm.org. Furtherinformation about the CHMM® exam and the VAbenefit is available at www.ihmm.org.

The VA will reimburse candidates for the cost of thetest; however, it will not pay for any of the other feesconnected with the certification process. If individualstake the CHMM® exam anytime after October 2, 2002and meet the eligibility requirements, they may file forreimbursement of the $150 exam fee. Re-take fees alsoare reimbursable.

Candidates should mail a copy of their test results tothe VA office that handles their education benefits. Toreceive a copy of test results or for more informationabout the IHMM and the VA benefit, candidates cancall the IHMM at (301) 984-8969 or send e-mailinquiries to ihmminfo@ihmm.org. For more details oneligibility requirements and reimbursementprocedures, visit the VA web site at www.gibill.va.govor call 1-888-GIBILL-1.

About ACHMM

ACHMM (www.achmm.org) is a nonprofit organization with

the mission of fostering the professional development of

members through educational programs, peer group

interaction and recognition of the Certified Hazardous

Materials Manager (CHMM®) credential as the standard of

excellence in the industry. Made up of 66 chapters and more

than 6,000 credentialed hazardous materials managers, the

Academy is based in the Washington, D.C. metropolitan area,

and is represented in 37 states and the District of Columbia. As

a member benefit, ACHMM holds an annual conference

featuring high caliber technical presenters and professional

networking opportunities.

About IHMM

The Institute of Hazardous Materials Management

(www.ihmm.org) was founded as a nonprofit organization in

1984, and launched the Certified Hazardous Materials

Manager (CHMM®) program in June of that year. Today, there

are more than 13,000 professionals who have received the

CHMM® credential.

For more information: Alan Greilsamer, Communications

Resources, LLC" (703) 760-7007/agreilsamer@communications-

resources.com

VETERANS ENTERPRISE42 MEMORIAL DAY 2005

VETERANS ENTERPRISEMEMORIAL DAY 2005 43