Fall 2005 - King's College

A PUBLICATION OF THE FAMILY BUSINESS FORUM AT KING’S COLLEGE F FALL 2005
Mayor’s Forum: “Taking care of business” in three cities
Each year the Family Business Forum
presents a government affairs program
designed to bring local government officials
together with family business owners in an
informal and informative session. On March
16, 2005, the FBF hosted the Mayors’ Forum
featuring Mayors Lou Barletta of Hazleton,
Chris Doherty of Scranton, and Tom Leighton
of Wilkes-Barre. Patrice Persico, Director of
the Family Business Forum, was moderator.
Questions for the mayors were prepared
in advance by FBF members and sponsors.
The first question pertained to how each
mayor’s active involvement in a family business
prepared them for their current political
posts.
Each of the leaders acknowledged how
running a family business positively affected
their ability to meet new challenges. Of the
challenges emphasized were managing government
like a business, and letting people
do their job. Mayor Barletta noted the feeling
of personal responsibility gained at the helm
of a business. He said, “You never forget
the worry of meeting a payroll, or satisfying
customers.”
Participants asked why people should
care about the state of the cities, given most
do not live there. The mayors responded that
no one wants to be identified as being a part
of a ghost town or blighted city. Further, as
cities improve, the entire region grows and
benefits.
A common concern of family businesses
is that many have continued to do business
locally– only to see incentives being offered
to newcomers. Mayor Leighton explained
that it’s in everyone’s interest to attract new
people and new money, giving everyone the
opportunity to grow and reap the benefits of
incentive dollars.
Each mayor believes local colleges and
young people will play a key role in the
future of their cities, specifically, the revitalization
of their respective downtowns. The
colleges are large employers and providers of
many valuable resources to each community.
Further, reaching out to alumni to visit or return
to live is seen as a potential growth area.
From left: Wilkes-Barre Mayor Thomas Leighton; Hazleton Mayor Louis Barletta; Patrice Persico, director, Family Business
Forum; and Scranton Mayor Christopher Doherty at the FBF’s annual Mayor’s Forum.
Mayor Chris Doherty added, “Success
hinges on cities providing pleasant accommodations
for families to live, including
parks and recreation and on reaching out to
businesses that provide important commerce
and nightlife.” Conversely, the mayors’ challenges
include crime, fear of the future, and
the continual search for a quick fix.
Creating ‘Winning Workplaces’
When Ken Lehman was president of his
family’s business, Fel-Pro, he determined that
seven cents of every employee benefit dollar
was all it took to invest in a “winning workplace.”
The results were exceptional profitability,
a superb workforce with low turnover,
low absenteeism – 3 days per person per year
– and ranking fourth in 1998 on Fortunes
Magazine’s list of “100 Best Places to Work
in America.”
At its height, Fel-Pro was one of the
preeminent aftermarket parts manufacturers
in the world, with over 3,000 employees and
Finally, regarding government and labor
relations, the mayors confirmed the importance
of a good relationship and the need
to come together. However, relying on their
business background, the mayors’ added:
“You shouldn’t do anything in government,
you wouldn’t do in business.”
over $500 million in annual sales. Winning
Workplace is the name of the non-profit
foundation established by the Lehman family
after the sale of Fel-Pro. The foundation’s
mission is to help other organizations realize
the same financial and other benefits of a
progressive workplace.
On April 28, Ken Lehman and Paul Singh
discussed the merits of progressive workplace
practices with members of the Family Business
Forum.
(continued on page 5)
www.kings.edu/fbf F Fall 2005 1

A MESSAGE FROM
THE DIRECTOR
I’ve noticed an encouraging trend: family
businesses, large and small, are looking
to corporate governance to help grow and
sustain their business.
While there is a great deal of focus on
outside (non-family) board of directors, it is
important not to get sidetracked. First and
foremost the importance of effective governance
is to provide guidance, a sense of
direction and accountability (of the board
as well as management).
John Davis, senior lecturer at Harvard
Business School, said most succinctly, “Effective
governance... brings the right people
together at the right time to discuss the right
(important) things.”
Companies can move along for some
time without structures in place, but there
comes a time when either it just doesn’t
work any longer or growth is substantially
inhibited.
A misconception that I frequently hear
is that companies turn to an advisory board
in desperation. This is a dated belief. Today
the advisory board is viewed as an astute
and accepted strategy among many sophisticated
family businesses.
Another unfortunate situation is an
ineffective board which tends to restrain
management and hinder progress.
This is where the importance of structure
and outsiders enters the picture. The
exact make-up and structure varies with
the needs of each business; however, an
effective board is a formal entity, empowered
with responsibility and the opportunity
to weigh in on significant matters. The
addition of outsiders serves to enhance
competencies, offer fresh perspective and
new insights.
As living proof of their value, Family
Business Forum member Andrew Cornell
(see page four) credits much of the substantial
growth of his family business to
board accountability, and directors from
companies several times the size of Cornell
Iron Works and with specific competencies
important to the company.
Please contact me if you are interested
in learning more about effective governance
structures and their benefits.
Are they subcontractors
or your employees?
by Mark Kneeream
Senior Manager, Parente Randolph, LLC
Evaluating and classifying workers’ employment
status properly can save time, money
and resources spent in fines or litigation.
A myth concerning employees and
subcontractors: It doesn’t really make much
difference whether they are classified as
employees or subcontractors as long as the
employee/subcontractor reports the income.
Does it really matter to the Internal Revenue
Service if a worker is classified as an employee
or as a contractor? You bet it does!
One of the most controversial issues in recent
years is the reclassification of a worker’s
status from employee to independent contractor.
The IRS claims it loses millions each
year to improper classifications, particularly
with the growing number of independent
contractors. The effects of mistreating a job
classification can be devastating.
ordinarily use their own methods.
b) Financial Control: whether the business
has a right to control the business aspects
of the worker’s job, including unreimbursed
business expenses; the worker’s investment
– an independent contractor often has a
significant investment in the “facilities”; the
extent to which the worker makes services
available to the relevant market.
Additionally, how the business pays the
worker – an independent contractor usually
is paid by the job; and the ability to realize
a profit or incur a loss – an independent
contractor can make a profit or loss.
c) Type of Relationship between the parties
including written contracts describing the type
of relationship the parties intended to create;
whether the worker is provided with employee-type
benefits; the permanency of the
relationship – an indefinite time-frame usually
indicates an employer-employee relationship;
and the extent to which services are a key
“Classifying a worker is more
of an art than an exact science.”
Many times the deductions an “independent
contractor” claims are substantial
and, on audit, if the contractor is really an
employee, the – results can be overwhelming.
An employer can be liable for additional
taxes, penalties and interest. If a subcontractor
is reclassified as an employee it could
have major implications for your business’
retirement plan.
I.R.S. Guidance
When determining whether an individual
is an employee or an independent contractor,
the I.R.S. stresses that all evidence of the degree
of control and degree of independence
must be considered. The current I.R.S. official
guidance in Publication 15-A, Employer’s
Supplemental Tax Guide – Supplement to Circular
E, indicates that evidence of the degree
of control and independence falls into three
major categories:
a) Behavioral Control: whether the business
has the right to direct and control how the
worker does the task, including instructions
given to the worker, or the employer’s right
to control how the work is done, and training
given to the worker to perform services in a
particular manner. Independent contractors
aspect of the regular business of the company.
Services that are key to business activity indicate
an employer-employee relationship.
Upon request, the I.R.S. will determine
whether a worker is an employee by filing
Form SS-8 (Determination of Employee
Work Status for Purposes of Federal Employment
Taxes and Income Tax Withholding).
Note: Some special rules apply determining
whether salespersons are common law
employees. Also, some state unemployment
compensation programs define “independent
contractor” more narrowly than the I.R.S.
Applying the Rules:
I.R.S. Offers Specific Examples
Example 1: Wallace agrees with Company
A to supply the construction labor for
a group of houses. Company A agrees to pay
all construction costs. However, Wallace
supplies all the tools and equipment, and
performs personal services as a carpenter and
mechanic for an hourly wage. He also acts
as supervisor and engages other individuals
to assist him. The company has the right
to select, approve or discharge any helper.
(continued on page 7)
2 The Family Forum F Fall 2005

FBF honors 175th anniversary
of D.G. Yuengling & Son
FBF MEMBER
COMPANIES
When one of the region’s most famous
family businesses reaches the 175 year
milestone, it’s time to celebrate. On Feb. 10,
2005, the Family Business Forum was pleased
to host an anniversary celebration honoring
D.G Yuengling and Sons, America’s oldest
brewery, and its fifth generation president
Richard L. (Dick) Yuengling.
The event began with a cocktail reception,
featuring taste-testing stations of Yuengling
products – foods that either included
Yuengling products or were designed to enhance
the flavor of each different kind of brew.
Guests sampled the assorted beverages
including Black & Tan, classic Traditional
Lager, and Lord Chesterfield.
For the formal portion of the program, Patrice
Persico, director of the Family Business
Forum, officially welcomed Dick to the Family
Business Forum at King’s and presented
him with a plaque marking the company’s
notable anniversary.
Dick then shared a brief history of the
company. While the company weathered
Prohibition, it wasn’t until the early 1990s
that D.G Yuengling and Sons saw tremendous
growth following the introduction of
Yuengling Traditional Lager and entrance into
the Philadelphia market.
Since then growth has exploded. Dick
was quick to note that while D.G Yuengling
and Sons is the fifth largest brewer in the
country – No. 4 is many, many times larger.
In fact, growth has been careful and deliberate.
Yuengling’s marketing budget is no match
for the national competitors so introduction
into a new market has to be well thought out.
The reception gave Dick Yuengling an opportunity to
introduce himself and chat with the guests.
Unprecedented growth caused capacity
issues and the necessity of a new, modern
facility. During the three-year construction
period, Dick chose not to raise prices to meet
demand, but closed down distribution.
Among the many questions posed by the
audience, Dick commented on the cultlike
demand for their products: he noted
that although it is beyond their control and
in a heavily regulated industry, Yuengling
beer shows up in states where they are not
licensed to be.
On the family front, Dick admitted that
he is struggling with his plans for succession.
He wants the company to stay in the family;
and he has four daughters, all of whom are
active in the business. Stay tuned for news on
sixth generation leadership from America’s
oldest brewery.
A. Rifkin Co.
ACT Management Consulting
Balester Optical
Benco Dental Supply Co.
Concrete Step Units
Corcoran Printing
Cornell Iron Works, Inc.
Craft Oil Corp
Creative Printing Services
Dempsey Uniform & Linen
Diamond Manufacturing Co.
EPSCO/Hillside Farms Dairy
Erwine Home Healthcare
Friedman Electric Company
Gebhardts
Gemaric Service Corp.
Gerrity’s Supermarket
Gertrude Hawk Chocolates
Guyette Communications
Harrold’s Pharmacy
Highlights for Children
HPG International
International Gymnastics Camp
Jonah Frameworks
Kane Is Able, Inc.
Keystone Automation
Knowlton Construction
Krispy Kreme Doughnut Co.
Louis Pagnotti Inc.
Love’s Thermal Systems
L.R. Costanzo
Maid Rite Steak Company
Mericle Real Estate Management
Penn Paper & Supply Co.
Pesavento Monuments
Power Engineering
Reilly Associates
Riggs Asset Management
R.J. Walker
Ruckno Construction Co.
Savello USA
Straub Metal
The Pepper Jam Network
The Scranton Times
Complete up to publication date
FBF members enjoyed a cocktail reception, featuring taste-testing stations of Yuengling products.
www.kings.edu/fbf F Fall 2005 3

Family profile:
After 175 years, Cornell Iron sees a bright future
Interfamily struggles. A sibling partnership
failure. Twice at the brink of bankruptcy.
A 90 percent drop in sales. Ten straight
years of operating loss during the Depression.
Catastrophic fire. And union violence.
According to Andrew Cornell, president and
CEO, Cornell Iron Works, Inc., “If you live to
be 177, these are the things you’re going to
be up against.”
“It is incredible what the firm has
endured. The company went from 5,000
employees in the Industrial Revolution down
to 3 during the Depression. A photo of the
massive Park Avenue mansion, once owned
by Andrew’s great great-grandfather, hangs in
Cornell’s corporate offices as a reminder of
the glory days.
Founded in 1828 as manufacturers of
“plain and ornamental” ironworks, Cornell
grew from a small blacksmith shop to one
of the largest producers of iron. The firm
provided gun turrets for warships during the
Civil War, iron to erect the largest buildings
in New York City, and iron components for
the Brooklyn Bridge and Statue of Liberty.
Cornell’s core business today, manufacturing
closure products such as overhead
rolling doors and security grilles, stems from
J.B. Cornell’s 1854 patent method of joining
metal slats for revolving shutters for store
windows. Andrew observed that despite a
number of missed opportunities, most notably
due to Andrew Carnegie’s displacement
4 The Family Forum F Fall 2005
of iron in favor of steel, Cornell is nonetheless
a viable business. “We’re going on 180
years, and there is still a need for security
doors.”
A key to their success, Andrew says, is
that the company doesn’t look back: “History
is nice, but if an order is late the customer
doesn’t care how old you are.” The focus is
squarely on the future. As the current steward,
his goal is long-term earnings growth.
In order to grow, Cornell is taking more
risks, including the purchase of a competitor
and the development of new business lines.
Andrew acknowledged that new ventures
and risks are a constant worry, but adds, “I
lose just as much sleep over not growing.”
Andrew’s message to other family businesses
would be: “Failure is okay. In my
mind, if you’re not failing sometimes, you’re
not taking enough chances.”
Andrew also credits the board of directors
for bringing Cornell to a place where rapid
growth is possible. For years the board was
made up of family members, but in an effort
started by Andrew’s late father, Keen Cornell,
the board is now composed of outsiders
including three from businesses several times
the size of Cornell, a customer, an architect,
and a rotating, non-voting family member.
Andrew writes a letter every quarter to
keep Cornell shareholders up to date, noting:
“I want each shareholder to really understand
the business.” He is also quick to acknowl-
With a long family history, Cornell Iron Works President
Andrew Cornell is focused on the future and is grateful to
a proactive board of directors.
edge, his job is to perform to shareholder
expectations.
When asked what he brings to his position
in comparison to other leaders, Andrew
says that above all he tries to create a sense
of excitement among customers and employees
about the company’s future. “I want both
groups feeling as though they are on the right
bus. There is always a smarter businessperson,
or someone with greater resources. I try
to focus on keeping employees and customers
convinced that our future is bright.
Strong leaders have high emotional intelligence
Developing leadership qualities is especially
complex and challenging when applied
to a family business. As Fredda Herz Brown
noted in her presentation on June 8, leadership
development in a family business is challenged
by long transitions that involve many
people, boundaries within the family that are
difficult to define, and an “historical and emotional
system.” These are the normal baggage
– good and bad – found in every family.
The qualities of a good leader, according
to Herz Brown, are: having a strong sense
of emotional intelligence regarding self and
others; caring deeply about others; possessing
vision and focus; and the ability to tell a
story that is forward thinking, based in history
and inspiring – i.e., what we’re doing and
why we’re doing it. She added that a good
leader also needs to keep a stakeholder and a
family view.
Studies have shown that those with
higher emotional intelligence tend to make
better leaders. Some of the characteristics of
a person with higher emotional intelligence
is the ability to maintain a calm presence,
be in tune with themselves, know their own
triggers, and manage their own anxieties.
They are resilient and are able to admit mistakes.
Many good leaders are also spiritual,
giving people a sense that things are okay
– maybe hairy, but okay.
A revealing and interesting portion
of Fredda’s presentation included several
clips from the movie “Saving Private Ryan.”
Beginning with the landing at Normandy
(without the graphic scenes), Capt. Miller
(Tom Hanks) imparts a sense of calm, gives
direction and is able to rise above the chaos
around him. He told the story well, explained
the mission and was able to get the
group to believe in the mission. He cared
deeply for his men, but didn’t allow himself
to be truly “one of the guys.”
Herz Brown then showed an interesting
and, what some may consider, insignificant
example of a leader loosing control. When
the situation changed and obstacles were
thrown his way, Capt. Miller retorted to Pvt.
Ryan that he must comply with orders, they
were from his superiors. In other words, “Do
as I say, because I say so.” He lost focus,
vision and could no longer tell the story. In
the end creative compromise resolved the
issue.
What is needed for successful leadership
development? Herz Brown suggested three
essential keys: education, experience and
feedback. She then quickly added opportunity,
plus a good role model and mentor.

Workplaces
(continued from page 1)
Paul Singh began by sharing research that
suggests there are six essential characteristics
of high-performance workplaces: trust,
respect, and fairness; open communication;
rewards and recognition; learning and development;
teamwork and involvement; and
work/life balance.
Singh shared a few compelling statistics
relating to financial return on investment.
“Over a seven-year period, the stock price of
companies listed on the “100 Best Places to
Work in America” outperformed the S&P 500
by over 430 percent.” Additionally, firms that
are considered good places to work realized
a 118 percent higher sales growth and 314
percent higher profit growth.
Lehman reviewed some of the key ingredients
to the success of his family business.
He spoke of how that success was based on
the founders’ values, which include maintaining
a “family company and a company
family,” and adhering to common sense and
the golden rule. The company’s core values
mirror many of the essential characteristics
noted above, along with providing a congenial
workplace and encouraging personal
development.
Explaining that most programs were
low-cost and easy to implement, Fel-Pro
found that employees’ positive response far
exceeded the cost. People-friendly initiatives
can be as simple as a greater understanding
of the workforce culture; and sensitivity
Will Conyngham, of Hillside Farms Dairy, gave a family
business presentation prior to the program.
to a parent’s need for a flexible schedule;
providing tuition assistance and establishing
programs to help employees deal with stress,
family problems or substance abuse.
While some of the programs seemed out
of reach for member family businesses, such
as an on-site daycare and summer camp,
Lehman pointed out that the key is to address
the serious needs of your workforce and the
results will outweigh the cost.
For more information and tool kits, visit
Winning Workplaces at www.winningworkplaces.org.
ADVISORY BOARD
P.J. Dempsey
Dempsey Uniform & Supply
Scott Lynett
The Citizens’ Voice
Jane Ashton
Greater Wilkes-Barre Chamber
of Business and Industry
Kathleen Calpin
Kane is Able, Inc.
Rev. John J. Ryan, C.S.C., Ph.D.
King’s College
Bob Adcroft
Krispy Kreme Doughnut Co.
Bill Desciak
NE PA Industrial
Resource Center (NEPIRC)
Phil Santarelli
Parente Randolph, PC
Deborah Kolsovsky
PNC Advisors
Michael Pacyna
PNC Bank
Karyn Reilly
Reilly Associates
Lee Piatt, Esq.
Rosenn, Jenkins and
Greenwald, LLP
Mary Siegel
Ruckno Construction Co.
Borrow Presentations
On Video Today!
Did you know videotapes of most
Family Business Forum presentations
are available exclusively for members
to borrow? Was there a program you
missed, or a program that you would
like to share with family members or key
employees?
The FBF Library contains many
family business periodicals and books,
including those authored by our presenters.
Contact Patrice Persico at (570)
208-5972 or patricepersico@kings.edu
for more information on how to obtain
videotapes and other resources from the
library.
Ken Lehman believes adhering to common sense and the golden rule is the key to family business success.
www.kings.edu/fbf F Fall 2005 5

Photos from
recent FBF events
Lou Valentas, PNC Bank, and Nick Gallo ’04, Savello U.S.A.
Peter Danchak, PNC Bank; Scott Lynett,
The Citizens’ Voice; and Kristin Dempsey,
P.J. Dempsey, and Pat Dempsey, Dempsey
Uniform & Supply
Mary Siegel, Ruckno Construction; Rev. Jack Ryan, C.S.C., Director of the
McGowan School of Business; and JoAnn Jones, Ruckno Construction.
Patrice Persico presents
Dick Yuengling with a plaque
commemorating 175 years in business.
Brown family event features Phil Clemens
The Settlers Inn set the stage on May
25 for a special event hosted by Kent and
George Brown of Highlights for Children. The
Browns invited family businesses located in
Honesdale, Harding and surrounding areas to
learn more about family business education
and ways to strengthen their companies.
At the beginning of the evening, Kent
and George accompanied by their wives
Jody and Katharine mingled with guests at a
cocktail reception, which featured a variety
of hors de oeuvres and appetizers. Families
in attendance shared many of their business
stories about how their business got started,
6 The Family Forum F Fall 2005
some of the trials along the way, and where
they are today.
For most in attendance, this was their first
exposure to an educational/social gathering
of and for family businesses.
After a few words of welcome by George
Brown and Family Business Forum director
Patrice Persico, the program was turned over
to Phil Clemens, chairman and CEO of Hatfield
Quality Meats and veteran FBF speaker.
Clemens, who has been active in his family’s
106-year-old company since his early teens,
developed a passion for helping other family
businesses realize their potential and plan for
their future.
The topic “Are You a Family Business or
a Business Family” is based on Clemens’
personal experience. He told of policies
and practices that were pushing his business
under. The family business needed to be run
professionally, including an outside board of
directors, merit pay, and advancement – all of
which turned the business around, and profits
soared.
The program ended with many thoughtful
questions and requests for advice on how to
start planning for the future, and start becoming
a business families.

Subcontractors
(continued from page 2)
A company representative makes frequent
inspections of the construction site. When a
house is finished, Wallace is paid a certain
percentage of its costs. He is not responsible
for faults, defects of construction, or wasteful
operation. At the end of each week, Wallace
presents the company with a statement of the
amount he has spent, including the payroll.
The company gives him a check for that
amount from which he pays the assistants,
although he is not liable for their wages. Wallace
and his assistants are employees.
Example 2: An auto sales agency furnishes
space to a mechanic who performs
auto repair services. The mechanic provides
his own tools and supplies. He seeks out
business from insurance adjusters and other
individuals and does all the body and paint
work that comes to the agency. The mechanic
hires and discharges his own helpers,
determines his own and the helpers’ working
hours, quotes prices for repair work, makes
all necessary adjustments, assumes all losses
from uncollectible accounts, and receives (as
compensation for his services) a percentage
of the gross collections from the auto repair
shop. The mechanic is an independent contractor,
and the helpers are his employees.
Classifying a worker is more art than
exact science. If you have a question on the
subject of independent contractor versus
employee, please contact Mark Kneeream,
Parente Randolph at 570.820.0313 or e-mail
mkneeream@parentenet.com.
New FBF Fees
Patrice Persico, director of the Family Business
Forum, announced a change in annual
membership fees. Replacing previous options of
“Associate Membership’ and “Full Membership”
will be one encompassing membership plan that
entitles member companies an unlimited number
of participants to attend all programs.
The membership fee is set at $1,200 annually.
However, in an effort to streamline membership
options, encourage attendance, as well as meet
the needs of small family businesses, FBF has
added a level for companies with fewer than 10
employees: For $500 annually, small companies
can now reap all the same benefits of their larger
counterparts.
The “Sustaining Membership” level is
unchanged. This level provides an opportunity
for local family businesses to give back, help
underwrite speaker costs, and sustain the program
for years to come.
For more information, contact Patrice Persico at
570 208-5972; e-mail: patricepersico@kings.edu .
FBF PROGRAM PARTNERS
King’s College was founded in 1946, by the Holy Cross Fathers
of the University of Notre Dame. King’s mission is to educate the
mind, to nurture faith, and to inspire responsible citizenship and
generous service. In U.S.News and World Report, King’s has been
placed for the past 12 years among the best institutions in the nation for academic quality. King’s College
McGowan School of Business achieved accreditation from AACSB International-Association to Advance
Collegiate Schools of Business, becoming one of only 39 exclusively undergraduate colleges nationwide to
hold this accreditation. In addition, King’s was named one of only 16 Leadership Institutions nationwide to
participate in the AAC&U Greater Expectations initiative. Visit www.kings.edu.
Blue Cross of Northeastern
Pennsylvania has a proud history of
providing affordable, quality health
care coverage in northeastern and
north central Pennsylvania. An Independent licensee of the Blue Cross and Blue Shield Association, our
commitment to members and customers highlights how dedicated health care organizations can improve
the health of those they serve. We’re doing this by offering innovative products, delivering health and
wellness information, and enrolling members in disease management programs. Together, we are making
a difference – one life at a time.
Greater Wilkes-Barre Chamber of Business and Industry works to unite business and
industry with the vast resources of our region in an effort to foster business growth and
investment, create quality jobs and improve the quality of life for residents of the Greater
Wilkes-Barre area. For more information on business programs or workforce issues
contact Jane Ashton, Director, Workforce Development at (570) 823-2101, or visit www.
wilkes-barre.org.
Northeastern Pennsylvania Industrial Resource Center, Inc. (NEPIRC)
is a not-for-profit organization with the mission of assisting businesses
throughout northeastern Pennsylvania increase their competitive position,
productivity and profitability through the application of proven
business growth and process improvement strategies. As part of a nationwide
network, NEPIRC offers world-class consultative services to businesses of all sizes and industries,
helping them increase sales revenue, control production costs, improve worker skills, increase product
quality, generate new product ideas and enter new markets. NEPIRC measures its success by carefully
evaluating the positive financial impacts its projects have upon the organization’s clients and is available
to help your company meet the challenges of today’s business environment. For more information about
NEPIRC and its services, please contact Bill Desciak, NEPIRC Executive Director, at 800-654-8930 or
bill@nepirc.com.
PNC Bank is one of the largest diversified financial services companies
in the United States, operating businesses engaged in regional community
banking; wholesale banking, including corporate banking, real
estate finance and asset-based lending; wealth management; asset management; and global fund processing
services. At June 30, 2005, PNC’s consolidated total assets were $90 billion. A leader in philanthropy
and community involvement, PNC Bank contributes financially through grants and sponsorships as well
as employee volunteer efforts. Michael Pacyna, Business and Corporate Banking Market Manger, can be
reached at (570) 961-7217 or (570) 821-4303. Deborah Kolsovsky, Wealth Management Managing Director,
can be reached at (570) 961-6868. www.pncbank.com.
Parente Randolph, LLC, is one of the top 30 certified public
accounting and consulting firms in the country and the largest
independently owned audit firm in Pennsylvania providing all of
its clients with a full range of accounting, audit, tax and business
consulting services. Quality service is the Firm standard, as they
are committed to learning the clients’ business needs, offering fresh ideas and providing guidance for
future growth. Parente Randolph provides the experience a client needs and the personal attention they
deserve. The Firm’s association with Baker Tilly, a global association of accounting firms, links its clients to
a network of talent ranked among the top ten internationally.
Rosenn, Jenkins and Greenwald, L.L.P. is Northeastern Pennsylvania’s
largest law firm committed to providing clients with results-oriented
legal services and personalized attention. With offices in Wilkes-Barre,
Scranton, Hazleton and Milford, the firm specializes in family-owned
businesses, assisting clients with purchase and sale transactions,
succession planning, commercial transactions, employment, environmental, tax matters, regulatory compliance
and litigation. Contact Bruce Rosenthal, corporate; Alan Hollander, estate and tax; Jim Oschal,
litigation; Lee Piatt, small business, Mark Van Loon, real estate at (570) 826-5600 or www.rjglaw.com.
www.kings.edu/fbf F Fall 2005 7

Core Program Schedule
Accountability in Your Family Business:
Say What You Mean, Do What You Say ... and Take Responsibility!
Presented by Lee T. Capps, Loyola University Chicago & ClearSpace, LLC
September 22, 2005 F 8-11 a.m.
Parenting & Grandparenting Children in Successful Families
Presented by Thayer Cheatham Willis, author and wealth counselor
November 4, 2005 F 8-11 a.m.
Communication and Conflict in Family Business
Presented by Joseph Astrachan, Cox Family Enterprise Center
December 2, 2005 F 8-11 a.m.
Preparing Successors for Leadership
Presented by Phil Clemens, Chairman & CEO, Hatfield Quality Meats
January 31, 2006 F 6-9 p.m.
FBF Regional Government Forum (Members Only)
Featuring Lackawanna County Commissioners Robert Cordaro, A.J.
Munchak, and Mike Washo and Luzerne County Commissioners Greg
Skrepenak, Todd Vonderheid, and Steve Urban
March 16, 2006 F 8-9:30 a.m.
Skill Builder Program and Company Tour: Lean Office Case Study
at Benco Dental (Members Only)
Presented by NEPIRC and hosted by The Cohen Family
April 5, 2006 F 8-10 a.m.
Boards in Family Businesses
Presented by Glenn Ayres, Doud Hausner & Associates
May 12, 2006 (tentative) F 8-11 a.m.
FBF BENEFITS
F Exceptional programs and workshops
F Networking opportunities with fellow family business owners
F Ancillary programs including programs for human resource
managers & CFO or finance managers, skill building workshops
and company tours
F Family business resource library including videotapes of all
programs
F Non-solicitation by corporate partners and members is
guaranteed.
F Privacy ensured with signed confidentiality agreements
F Interaction with and exposure to faculty and students of
King’s College
FAMILY BUSINESS FORUM
MISSION STATEMENT
To provide a learning and networking forum for family
businesses, program sponsors, and the students and
faculty of King’s College, which enhances the family business
community in Northeastern Pennsylvania.
PUBLICATION
Non-Profit Org.
U.S. Postage
PAID
Permit No. 281
Wilkes-Barre, PA
THE WILLIAM G. McGOWAN SCHOOL OF BUSINESS
KING’S COLLEGE
133 North River Street
Wilkes-Barre, PA 18711
Preparing for the future of your business and your family.
www.kings.edu/fbf
8 The Family Forum F Fall 2005