Consumers Guide To The Experts

TOP PROS IN 50 FIELDS SHOW YOU
HOW TO HIRE THE BEST . . .

FROM ACCOUNTANTS TO VETERINARIANS
The Consumer’s Guide to
EXPERTS Susan T. Shay

EXPERTS
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EXPERTS
TOP PROS IN 50 FIELDS SHOW YOU
HOW TO HIRE THE BEST. . .
FROM ACCOUNTANTS TO VETERINARIANS
Susan T. Shay
KIPLINGER BOOKS
Washington, DC
Published by
The Kiplinger Washington Editors, Inc.
1729 H Street, N.W.
Washington, DC 20006
Library of Congress Cataloging-in-Publication Data
Shay, Susan Ten Abby.

The consumer’s guide to experts : top pros in 50 fields show you how to hire the
best...from accountants to veterinarians / Susan Ten Abby Shay.--1st ed.
p. cm.
Includes index.
ISBN 0-938721-87-9 (pbk.)
1. Service industries—Handbooks, manuals, etc. 2. Specialists—Handbooks, manuals,
etc. 3. Professions—Handbooks, manuals, etc. 4. Consumer education—Handbooks,
manuals, etc. I. Title.
HD9980.65 .S492001
338.4—dc21
2001038035
© 2001 by The Kiplinger Washington Editors, Inc. All rights reserved. No part of this book may
be reproduced or transmitted in any form or by any means, electronic or mechanical, including
photocopying, recording or by an information storage and retrieval system, without the written
permission of the Publisher, except where permitted by law.
This publication is intended to provide guidance in regard to the subject matter covered. It is
sold with the understanding that the author and publisher are not herein engaged in rendering
legal, accounting, tax or other professional services. If such services are required, professional
assistance should be sought.
First edition. Printed in the United States of America.
987654321
Cover design by Heather Waugh

Dedicated to Tom
Acknowledgments
A
uthors often visualize a dream team, a
group of seasoned publishing profes-
sionals willing to devote a consider-
able amount of time and talent to the
work of improving the author’s man-
uscript to the end that the reader will find the eventu-
al book accessible, interesting, useful, and even
enjoyable to read. If the author has an overheated
imagination, she might even conjure up a publisher
who is passionate about ideas and zealous about main-
taining high standards in an extremely complex and
demanding business.
I had the good fortune and unexpected pleasure
of living this writer’s dream while working on this book
with the Kiplinger publishing team. Managing editor
Patricia Esswein’s insightful tenacity and lively mind
vastly improved the product, while her graciousness
and good humor made the process both interesting
and painless. My awe-filled thanks go to David Harri-
son and Cindy Greene who somehow have managed to
make sense of the morass of mechanical, logistical, and
legal details that is the modern world of publishing.
My gratitude goes also to Priscilla Taylor, who, as copy-
editor, considered all words important fine print; to Al-
lison Leopold, who carefully proofread the final pages;
and to Heather Waugh, whose design will encourage
and guide the reader.
All books are the sum of many talents, this one,
perhaps, more so than most. There could have been
no book at all, in fact, without the extraordinary gen-
erosity of the experts who contributed to this project
and who reminded me that, happily for us all, traits of
vii
THE CONSUMER’S GUIDE TO EXPERTS
inventiveness and virtuosity can be and sometimes are

fortuitously matched by a desire and ability to use
one’s gifts for the greater good.
The quality and quantity of the contributions of
these experts required the careful cataloging of a vast
amount of information. The need for intelligence and
competence in data management was only exceeded
by Anne Duran’s skill in this regard. My thanks to her.
For the example of what it means to live and work
with consequence, which underlies and informs this
book, my deep appreciation to and for Thomas Shay;
Peter, David, and Christina Van Alfen; Anne, Ema, and
Frank Duran; Gaye and Richard Beeson; Katherine
Black; Helen and Lawrence Cannon; JoAn and
Richard Criddle; Helen and Kenneth Duffin; Marco
Duarte; Norma Echols; Hala El-Khozondar; Elena
Linthicum; Derrickson Moore; Kate and Russell Mott;
Susan Tweit and Richard Cabe; Lisa and Michael
Thirkill; Patricia Wendel; Mary and Irving Wasser-
mann; Alexa and Neil West; and Yifang Wu.
viii
Contents
Introduction xi
Preface xv
1. Accountants 1
2. Acupuncturists 9
3. Aged-Care Providers 17
4. Animal Behaviorists and Pet Trainers 29
5. Architects 37
6. Attorneys 45
7. Automotive-Repair Technicians 55
8. Bankers 65
9. Building and Repair Contractors 71
10. Camps 83
11. Career Counselors and Personal Coaches 91
12. Caterers 99
13. Child-Care Providers 107
14. Cleaning Services and Housekeepers 117
15. College Admissions Consultants 125
16. Credit Counselors 133
17. Dentists 141
18. Dietitians 149
19. Events Consultants 155
20. Estate Planners 163
21. Financial Planners 173
22. Funeral Directors 183
23. Hair Stylists 191
24. Health Clubs and Spas 197

25. Holistic Physicians 207
26. Image Consultants 215
27. Insurance Agents 221
28. Interior Designers 231
29. Landscape Architects 239
30. Landscaping Services 247
31. Massage Therapists 255
32. Movers 263
33. Music Teachers 271
34. Nannies 277
35. Optometrists 285
36. Personal Chefs 291
37. Personal Organizers 297
38. Personal Trainers 303
39. Pet Groomers 309
40. Pharmacists 315
41. Photographers 321
42. Physicians 329
43. Plumbers 341
44. Psychotherapists and Counselors 347
45. Real Estate Agents 355
46. Recruiters 367
47. Stockbrokers 375
48. Travel and Tour Agents 387
49. Tutors 397
50. Veterinarians 405
Index 411
Introduction
ersonal services are booming in America,
P and it’s easy to see why. Americans are

working longer hours, and they would
rather spend their precious time off enjoy-
ing leisure activities than doing chores
they can hire someone else to do.
This is especially true of married career women,
some of whom have a hard time convincing their hus-
bands that household work should be evenly shared.
While the do-it-yourself spirit is still alive and well
in America, there are plenty of services that any one of
us can’t do for ourselves—because we lack the neces-
sary physical skill or sophisticated knowledge—or we
don’t want to do them—because we lack interest.
That’s why some folks do their own home improve-
ments but wouldn’t think of preparing their income
taxes, and vice versa. Others love managing their own
investments but wouldn’t dream of planning their
daughter’s wedding, and vice versa.
Some services are necessities in life, regardless of
income or lifestyle. If you have children and need to
work, then finding the best child care you can afford is
imperative. If a loved one dies, you will need mortu-
ary services. And, from birth to death, you will proba-
bly need the services of a variety of physicians.
But economists have long noted that, as personal
income rises, people spend relatively less on things and
a lot more on services. And this effect is magnified by a
feeling that one’s free time is more precious than
money. Over the past 20 years, well-educated Ameri-
cans have enjoyed a strong surge in personal income,
and this has been especially true of two-income, dual-
xi
career households. These folks have plenty of money

to pay for services, and because of the time pressures
on their lives, plenty of incentive, too.
Personal services that were, a generation or two
ago, the sole privilege of rich people—lawn care, cater-
ing, fitness training, house cleaning, interior design,
investment counsel and much more—are now com-
mon in upper-middle-class homes. Even personal
chefs, the ultimate luxury of the super-rich, are being
hired by hundreds of busy executives.
These are boom times, too, for new kinds of per-
sonal services that hardly existed a generation or two
ago—practitioners of alternative medicine, personal
organizers, image consultants, and career coaches, to
name a few.
For most of us, the biggest challenge of dealing
with service providers isn’t affording them, but finding
them. And I don’t mean just finding any lawyer, nanny,
architect, funeral director, or dog trainer. You can do
that by opening the Yellow Pages, trolling the Internet
or asking a few friends. I mean finding the very best
service providers for your particular needs—now that
is a real challenge. How do you know which kind of
service provider you really need? How do you distin-
guish among similar-sounding professions that have
different standards of education, training, and accredi-
tation? How do you know what questions to ask a ser-
vice provider that you are thinking of hiring?
Author Susan Ten Abby Shay has come to your
rescue. She had the wonderful idea to pick the brains
of top professionals in 50 different fields of personal
service—everything from accounting and acupunc-
ture to landscaping, auto repair, and music instruc-
tion. She asked her e xperts to describe what
excellence looks like in their particular service sector,
as well as the pitfalls that unwary consumers should
avoid. These insiders shared their experience and
judgment with her, and now you are the beneficiary.
Not only does Susan coach you on how to be a
smart consumer of virtually every important kind of
service, but she also gives you rich resources for finding
xii
Introduction
the providers who will fill your needs—associations, di-

rectories, periodicals, Web sites, and more. We’ve been
providing this kind of guidance to the readers of
Kiplinger’s Personal Finance magazine for many years,
and now we’re pleased to bring you this manual packed
with good advice.
A key point of Susan’s book: Top-flight service
providers can be found virtually everywhere, from big
cities to small towns. And due to the magic of e-mail
and the Internet, you can even engage a far-away pro-
fessional for services that don’t always require being on
site and face-to-face—for example, certain kinds of
legal advice, investment counsel, career and recruiting
help, and so on.
Personal-assistance businesses are very competitive
today, so you don’t have to settle for anything less than
top-notch service. This fine new book will give you the
education and confidence to know what to expect,
where to find help, and how to convey your high stan-
dards to the providers you engage. It’s what every
savvy consumer has been waiting for.
My best wishes to you in your quest for excellence
in personal-service providers.
KNIGHT A. KIPLINGER
Editor in Chief
The Kiplinger Letter and
Kiplinger’s Personal Finance magazine
xiii
Preface
H
ow many services do you pay for over a
month’s time or throughout a year?
If you are typical of many Ameri-
cans, you use and pay for at least 10 ser-
vices each month and up to 20 each
year. Some of the most commonly used are provided
by accountants, automotive-repair technicians,
bankers, building and repair contractors, cleaning ser-
vices, counselors, dentists, health clubs, hair stylists, in-
surance agents, landscapers, massage therapists,
optometrists, personal trainers, pharmacists, plumbers,
physicians, stockbrokers, and travel agents.
If you have children, add another possible seven to
that figure (child-care providers, camps, college admis-
sions consultants, nannies, photographers, music
teachers, and tutors).
And if you have pets, add three more (animal be-
haviorists, pet groomers, veterinarians).
If you experience major life changes—new job,
marriage, birth of a child, a move, a change in your ca-
reer or your financial situation, declining health, death
of a loved one—you may seek the help of even more
service professionals (acupuncturist, aged-care
provider, architect, building contractor, career coun-
selor, credit counselor, dietitian, estate planner, events
consultant, financial planner, funeral director, holistic
physician, image consultant, interior designer, land-
scape architect mover, personal chef, personal organiz-
er, real estate agent, recruiter).
It is quite possible, then, to have 40 or more service
providers in our lives, at various times intimately in-
volved with our physical, mental, financial, and social
xv
The best well-being. And just how do we typically choose these

sources of professionals? The truth is that few of us think much
about the process. If we wake up to a clogged sink, we
information probably grab the Yellow Pages, turn to “Plumbers,”
about how and begin calling the first contractors listed. If a molar
begins to twinge, we may call a friend and ask for the
to choose a name of a dentist. If we are new in town and haven’t
good service had a haircut for eight weeks, we may wander into the
nearest salon and hope for the best.
provider are We may, in fact, continue to use this random
those who method of selecting service professionals unless
plumbers accidentally knock a hole in the kitchen wall
themselves while fixing the stopped sink—and inform us that we
provide are out of luck because they do not carry insurance;
our friend’s dentist opens up the molar, decides he or
excellent she isn’t up to handling a root canal, and so sends us
service. out into the street with a mouth full of cotton and ad-
vice that we see an endodontist soon; or we end up
giving a major presentation to an important prospec-
tive client looking as if we are one week into Marine
boot camp.
What we almost never do is follow the most direct
and logical route to finding excellent service: Think
about finding the professional before we need the
service and ask the right questions of the right people
to get the information we need to make an informed
decision.
The reasons most of us don’t follow this procedure
are simple. We don’t have the time to think through
the process, and we lack access to the people who can
best answer our questions.
The Consumer’s Guide to Experts, written to help solve
those problems, is based on the premise that the best
sources of information about how to choose a good ser-
vice provider are those who themselves provide excel-
lent service. Who better to ask about finding a good
physician than good physicians? (How, in fact, did the
physicians choose their own doctors?) Who knows
more about what we might expect from an accountant
than the leading practitioners in accounting? Who bet-
ter to warn us about signs of poor quality in construc-
xvi
Preface
tion service than the contractors who are setting the The fact is,
gold standard in the building industry? excellence is
to be found
Revelations From the Insiders everywhere
The more than 800 insiders who have lent their exper-
tise to this book were asked to contribute because they in the U.S.—
have earned the respect of both clients and their peers. in hamlets and
These insiders are shaping the future of their indus-
tries and professions because they are continually try- metropolises,
ing to find ways to improve service. and in every
These insiders, however, exert influence far be-
yond the scope of their immediate fields of expertise. region.
One of the interesting things that I found in conduct-
ing the research for this book was that these experts
are concerned about global issues, in particular, they
are concerned that excellence in service be the accept-
ed and expected standard in every industry and pro-
fession in this country. If, as consumers, we are raising
the bar on our expectations concerning service, we can
be happily assured that the expectations of industry
and professional leaders on that subject match and ex-
ceed even our own.
My research provided another pleasant surprise in
terms of those expectations. Consumers in the U.S.
tend to think that the bigger the community one lives
in, the better the service one can reasonably expect.
The theory has been that if you want quality, you must
head for a large city, probably on the East or West
Coast. A brief scan of the panels of experts and the
towns and cities in which they conduct business quick-
ly dispels this theory. The fact is, excellence is to be
found everywhere in the U.S.—in hamlets and me-
tropolises, and in every region. Not surprisingly, ex-
perts who seek to give their clients and customers the
best also seek value when it comes to their own lives.
Many of these service professionals have chosen to
take advantage of technological advances that allow
them to live in smaller communities without having to
sacrifice the opportunity to maintain their high pro-
fessional standards.
xvii
Each chapter A third finding from the research is that a cluster of

begins with characteristics distinguish “A” teams in all fields of ser-
vice. Simply put, first-rate service is marked by respect
an overview for the client and passion for the profession. Top-flight
and historical practitioners are not only willing but eager to share
their excitement about their work with clients because
perspective they want their clients to be as satisfied with process as
of the industry the practitioners are with the product. And when the
best practitioners are asked difficult questions, their
or profession. answers are honest and to the point. This book testifies
How is this to the reassuring fact that accessibility, not arrogance, is
still the hallmark of superior service.
information
helpful?
What You’ll Find in This Book
The Consumer’s Guide to Experts, was designed to reflect
that accessibility of the contributing experts—to pro-
vide, in a helpful and concise manner, information that
can help you find the best service. To that end, each
profile focuses on one of 50 of the most commonly
sought service professionals (or in the case of health
clubs and children’s camps, facilities offering an array
of services) and contains the following kinds of infor-
mation.
Introduction
Each chapter begins with an overview and historical
perspective of the industry or profession. How is this
information helpful? Knowing something of the back-
ground and mind-set of the various prospective service
professionals can help you to appreciate the trained
perspective of the service provider.
For example, students in law school are not only
taught the body of the law but also are taught to
“think like attorneys.” This means that attorneys are
predisposed to see certain factors in a given situation
and to ignore or devalue others. If you seek the ser-
vices of an attorney to file a divorce for you, a good
legal practitioner will be more interested in an equi-
table division of property and a workable plan for
child visitation than in assigning personal blame for
xviii
Preface
the failure of the marriage. The search for

Knowing something of the history and tradition of many service
a service industry or profession can tell you something
about the mind-set you can expect among practitioners. providers is
best begun at
Where to Begin
This section suggests how to begin your search for a your own desk
service professional. When it is important for you to by answering
understand definitions and terms used within the in-
dustry before you begin your search, those definitions questions
are provided. For example, definitions of four fre- about your
quently used terms, as they are used within the profes-
sion or industry under discussion, are included: needs and
■ licensed, which can mean a business license from a expectations.
local entity giving the provider permission to set up
business in that jurisdiction or permission from a
state agency or board to practice a specific profession
within the state;
■ insured, which usually means that the service
provider is covered for any injury the provider caus-
es on your property or person, or that the profes-
sional carries professional liability insurance against
the possibility of a malpractice lawsuit;
■ bonded, which typically means that a fee has been paid
for a bond against the possibility that someone work-
ing in your home destroys property or steals; and
■ certified, which typically means that the provider has
demonstrated competence, through a written exami-
nation or a practicum to a professional board, and
that the board has certified as to the provider’s level
of skill.
Some service professionals are as selective in their

choice of clients as their clients should be in their
choice of the professional. In such cases, the text dis-
cusses the usual preferences of the professionals.
The search for many service providers is best
begun at your own desk by answering questions about
your needs and expectations. This section suggests
what you might profitably do on your own before con-
tacting prospective providers.
xix
In the “Red Finally, today many service professions are

Flags” section, “linked.” Suggestions about other professionals who
might give you information and guidance about find-
the experts ing a good provider in the field under consideration
warn you are given in this section.
about specific What to Look For

indicators Working with a service professional should be a collab-
orative effort. The professional will bring a certain ex-
of poor pertise to the table and so must you. This section
practice or suggests specifically what kinds of training, back-
ground, and skills you can expect from the service
performance. provider and, in turn, what may be expected of you.
Problems that frequently arise, such as misunder-
standings about typical billing practices or about what
the provider may legally or practically do, are discussed.
In this section the panel of experts will alert you to
what they, as insiders, would expect from a good ser-
vice professional in the field.
Red Flags
In this section, the experts warn you about specific indi-
cators of poor practice or performance. Knowing what
to look for and what kinds of questions to ask to elicit
these indicators during the interviewing process can
save you from contracting with a provider who quickly
turns out to be someone with whom you cannot work.
Other Considerations
What we perceive to be good service is a matter not
only of the black and the white of the situation but also
varying shades of meaning and subtlety. This fine
print, suggest the experts, often means the difference
between your satisfaction or your dissatisfaction with
the service provider or the process.
The panel of experts suggests that providers are
willing to offer clients many services that people out-
side the field may not know about. For example, many
accountants are happy to review clients’ loan packages,
some animal behaviorists provide over-the telephone
consultation, and credit counselors can often give
xx
Preface
sound advice about forestalling foreclosure on houses. In “Insider

Facts,” the
Trends
Changes in service industries and professions obvious- experts
ly affect service providers. One of the most significant provide useful
and fairly widespread national trends that has greatly
affected quality of service is that of consolidations or information
mergers. Although many of us have had first-hand ex- not usually
perience with this trend in such areas as banking and
medicine, we may be less aware of the way in which readily
consolidations in fields such as the moving industry, available to
optometry, and pharmacy are affecting us as con-
sumers. As many of the insiders noted, although con- those outside
solidation is usually presented to consumers as a the industry
benefit, the net effect is often poorer service—and
sometimes poorer service at increased cost.
or profession.
This section also notes trends that may affect the
use of certain services. For instance, hair stylists say
that hair coloring, for both men and women, is now
one of the most frequently requested services in salons
and that no social stigma is any longer attached to use
of these products. Similarly, college admissions consul-
tants point out that many corporations now offer edu-
cational consultation as a benefit to employees who are
considering returning to school for further education.
Insider Facts
In this section, the experts provide useful information
not usually readily available to those outside the indus-
try or profession. When you know, for example, that as
much as 98% of a landscaping service’s business typi-
cally comes from repeat customers, you know that, in
this very competitive field, landscapers should be eager
to please you.
Customer Resources
This section lists the professional organizations that
set the standards for the training required of practi-
tioners in the field and the acceptable standard of ser-
vice to clients. Some of these organizations offer
consumer referral services and helpful consumer
xxi
Professional publications. Many now have Web sites that provide

publications these services and news of interest to practitioners
and consumers alike.
can show In this section also are listed any consumer groups
you how with a special interest in the specific field of service.
These resources may be particularly useful in light of
professionals the fact that, although most states (and some counties
in the specialty and cities) have departments of consumer affairs to
handle complaints about poor service, they offer little
think, and can practical help to individual consumers. A state con-
alert you to sumer protection office or the state attorney general’s
office, which also sometimes handles consumer com-
changes in the plaints, is typically concerned with tracking cases of un-
various fields fair or deceptive business practice. Although you may
certainly file a complaint with these agencies, if shoddy
of practice. service is uncovered, the agency will only file suit to
protect the public interest, not yours.
Another opportunity for recourse is the Better
Business Bureau. In fact, as many of the experts sug-
gested, you should check with the BBB before looking
for a service provider rather than after you have had
an unfortunate experience with one. (Keep in mind
that the information the BBB can provide you is help-
ful, but limited. Information about those businesses
that voluntarily register with the BBB includes the
date when the company or individual began business
and a description of the kind of business or service of-
fered. The BBB will tell you whether the business has
been responsive to filed complaints. More general in-
formation about the BBB can be found online at
www.bbb.org.)
The consumer groups concerned with a specific
field of service often provide more detailed and helpful
consumer information.
Publications
The publications listed in this section are not ones you
would typically find in the magazine rack at a neigh-
borhood coffeehouse; instead these are the profession-
al publications most often consulted and read by
practitioners in the field. Although some may provide
xxii
Preface
more technical detail than you want, these publications

can show you how professionals in the specialty think,
and can alert you to changes in the various fields of
practice. The best sources for these publications are a
nearby university library, the public library, and, of
course, your service provider’s office. In addition, a
few of these journals have Web sites that post articles
from current or past issues.
Special Features
Throughout each chapter you will find:
■ Tips, which are specific bits of information that
should be helpful to you in obtaining good service.
■ Stats and Facts, which offer you ways to measure the
service, or to consider your need for the specific ser-
vice, in real numbers.
Keep in mind that, because of regional variations,

discussion of fees is necessarily in terms of an industry
average or a range. At a minimum, each profile will
show you how the service-provider typically bills for the
work and will help you find out what the going rate is in
your locale. And more importantly, it will show you how
you can get the best service that you can afford.
Good service, as the experts throughout this book
suggest, is a matter of establishing a dialogue between
the consumer and the professional that leads to a suc-
cessful collaboration. The service professionals who
have provided their time and expertise to this book
join me in hoping that you will find it a useful tool in
opening the door to such conversations and to such
pleasant and productive efforts.
xxiii
Chapter 1
Accountants
F
ive hundred years ago, during Italy’s greatest
commercial expansion, the Franciscan monk
Paciolo wrote what became a future best-
seller, Summa, laying down the techniques
that are still being used to monitor the
world’s corporations and trusts. But accounting tradi-
tionally is more than a matter of numbers and formu-
lae. The first certified public accountants in this country
were as much experts on such matters as navigation,
optics, astronomy, grammar, and gunpowder—the
businesses their clients ran—as they were financial mas-
ters. Today CPAs are similarly broad-based. They need
to be, because the problems they are asked to solve are
as varied as the individual and corporate clients for
whom they work. The best accountants view themselves
less as strictly financial advisers and more as informa-
tion strategists. Because few of us realize the tax conse-
quences of much of our behavior, an accountant can be
most helpful when you work throughout the year with
one to plan for your financial success and to minimize
your liabilities, including taxes.
Where to Begin
It is important to know who can do what in the world
of accounting:
Tax preparers who work for national chains are paid on

commission by the number of returns they file. Their
training typically consists of a 75-hour course in filling
out tax forms. If your gross income ranges between
$24,000 and $36,000 and you have only W-2 income
1
Once you sit and less than $400 in interest income, a tax preparer
down to do should be able to file your return. However, the prepar-
er might miss opportunities for deductions and refunds.
your return, But whether you’re working with a tax preparer or an
it’s too late accountant, once you sit down to do your return, it’s too
late for nearly all of the tax-saving maneuvers an ac-
for nearly countant or other tax pro might steer you toward.
all of the
Enrolled agents have passed a two-day IRS tax exam or
tax-saving have worked for the IRS, although they may not have
maneuvers an a degree in accounting. (A generation or so ago, many
people who wished to practice accounting but could
accountant not afford the time or money to obtain a college degree
or other tax chose to do home study or correspondence courses
and then sit for the tax exam.) Many enrolled agents
pro might work for CPAs. If the fee charged by an enrolled agent
steer you is not significantly less than that of a CPA, you are
probably better off working with a CPA. And even if
toward. there is a significant difference, you may still be better
off with the CPA if your accounting needs are complex.
Public accountants are subject to regulation, which

varies by state, and not every state recognizes the
public-accountant designation. Generally, however,
public accountants do not have the breadth or depth of
training that CPAs have. Some public accountants are
graduates of a four-year accounting program but have
not sat for or passed the CPA exam. One major differ-
ence between a public accountant and a CPA is that the
CPA can attest to or certify a financial statement, mean-
ing that the statement reasonably represents the finan-
cial situation of the client, and a public accountant can
not. Again, however, if you are going to pay CPA rates
for your accounting needs, why not work with a CPA?
Certified public accountants are college graduates who

have also passed a comprehensive accounting exam.
These exams, administered by the states, are based on
a uniform national exam. CPAs are required to take a
certain number of continuing education courses each
year to be allowed to continue practicing accounting.
2
Chapter 1 ACCOUNTANTS
CPAs also can represent clients before the IRS. A CPA

CPAs work on three levels: who cannot
■ audit, in which they simply use whatever information
you provide to fill out forms; translate
■ review, in which they perform a limited number of
accounting
checks and make a few suggestions; and
■ compilation, is a complete and thorough examination tech talk into
of financial records. lay terms
The services of a CPA are particularly useful if you is not going
are self-employed, if you own a small business, if your to be a
financial situation is changing, or if you make a lot of
money. An accountant should also be consulted if you useful team
are planning to approach a bank for a loan. Most member.
banks want to see personal financial statements before
agreeing to lend money.
Your bank, in fact, is a good resource when you
begin to look for a CPA. Bankers, lawyers, and owners
of businesses in the community can all provide names
of respected accountants. (But you should double-
check by calling the State Board of Accountancy to see
whether any complaints have been filed against any of
the CPAs on your list.)
Increasingly, CPAs are specializing, particularly in
the areas of tax compliance, audit, management ser-
vices, and financial planning. So, in your initial call to a
prospective accountant, you should describe your
needs and concerns and ask about the CPA’s experi-
ence in dealing with your kind of problems.
This first contact will also help you determine how
well the accountant communicates. A CPA who cannot
translate accounting tech talk into lay terms is not
going to be a useful team member.
Tax attorneys typically work directly with CPAs or en-

rolled agents on difficult cases—and charge accord-
ingly. For example, in a small town, a CPA might
charge $80 per hour and a tax attorney’s rate might
be $150 per hour. In a city, those figures might be
$350 per hour for the CPA and $1,000 per hour for
the tax attorney. If you just need your income taxes
3
done, a good CPA is probably your better choice. (In

fact, many attorneys won’t file for you.) But if you
need to do tax planning or estate planning, you
should talk to an attorney. If you have a tax problem
with possible legal consequences, you will probably
want to work with both a CPA and a tax attorney.
What to Look For

An in-office consultation is helpful. You can tell a great
deal about a CPA’s work style by seeing his or her
workspace. Is the office orderly? Are publications and
resource materials current? (A 30-year-old tax code is
not a good sign.) Is the office computerized? (Searches
that are conducted by computer can save un-
CONSUMER RESOURCES told research hours and therefore untold
AND PUBLICATIONS money—yours.)
During this first office visit you should be
The American Institute of prepared to discuss in detail your accounting
Certified Public Accountants needs. Ask how the CPA might handle your
(800-862-4272; www.aicpa.org) file and how much effort would be required
can tell you whether an accoun- of you to put together your records and re-
tant is a member of the institute ceipts and how much time you will need to set
and practices in a specialization. aside to meet with the CPA. Be especially alert
to how the accountant will handle the gray
PUBLICATIONS areas—and there are hundreds, if not thou-
The Accountant Today sands, of them in the tax law. If you are by na-
The CPA Letter ture cautious and conservative in handling
The Journal of Accountancy your money or in dealing with the IRS, you
The Practical Accountant probably won’t be comfortable working with a
CPA who takes an aggressive stance, pushing
the law as far as it will go. Conversely, if your style is to
go toe to toe, you likely won’t be happy in a confronta-
tion with the IRS if your CPA hides behind you.
Whatever the CPA’s style, look for an enthusiastic
approach to work. Memberships in national and state
accounting societies, articles published in accounting
journals, a master’s degree in taxation, or service on
the state board of accountancy are indications that the
CPA cares about the work. Participation in the commu-
nity suggests more than civic consciousness; it also indi-
4
cates that the CPA has a good grasp of your city’s politi- Although
cal and financial realities, which can prove especially accounting
useful in your local dealings. A well-informed and well-
connected CPA can save you time, money, and energy, is often
even in regard to your personal property. thought of as
Check the CPA’s academic background. Accounting
is a technical field, and training counts. You may be cut and dried,
able to get some idea of where the CPA’s interests lie if it is not.
you ask the CPA to describe a recent continuing educa-
tion course, although the reality is that many CPAs just Creativity and
take whatever course is available closest to home. persistence
Few small firms have the resources to hire experts
for in-house training. As a result, solo practitioners or are some of
CPAs in small firms must attend professional meetings the best
to learn about changes in the field.
Ask whether the CPA will personally prepare your
accounting
tax returns or will delegate the task. You want to meet tools.
the accountant who will handle your file, if it is not the
CPA. Also ask whether the CPA would represent you
before the IRS in case of an audit or would assign this
task to someone else in the firm or even outsource it.
Requesting a fee estimate is appropriate. So is ask-
ing for a list of clients whom you may call as references.
You should feel that the accountant enjoys solving
problems. Although accounting is often thought of as
cut and dried, it is not. Creativity and persistence are
some of the best accounting tools. The CPA should
pose questions to you about issues that you didn’t
know existed.
Your CPA will be privy to the most intimate details
of your financial life—and sometimes of your person-
al life, as well. So you need to ask yourself whether
this is someone with whom you will feel comfortable
working closely.
Interview at least five CPAs. The CPA with whom
you decide to work should have spent a lot of time with
you, asked you many questions, and listened well to
what you had to say.
Are you better off with a small or a large accounting
firm? Small firms often give more individual attention
to clients during most of the year. However, at tax time,
5
most small firms do not have the time or the staff to re-
view returns several times, a strategy that could save
you trouble and money. At a large firm, unless your ac-
count is significant and you want to pay for one of the
partners to handle it, your file may end up on the desk
of a new and inexperienced member. You may want to
pay more to hire a more experienced person who can
spot a possibility or problem faster—if at all.
STATS AND FACTS: The majority of the nearly 400,000

CPAs in this country either practice alone or in a small
firm. Individual taxpayers account for about one-half
of the revenue in these firms.
Red Flags
Avoid any CPA who receives a negative reference, es-
pecially from your bank. Most state licensing agencies
do not attempt to handle consumer complaints against
CPAs, and there is no professional organization to han-
dle such problems. So, your best line of defense is a
good offense.
Avoid a CPA who promises specific results. As the
old joke goes, if you ask, “How much is 2 plus 2?” a CPA
should not respond, “How much do you want it to be?”
If, despite your best efforts, the CPA you choose
does not take the initiative in suggesting solutions to
your problems, does not meet deadlines, does not re-
turn phone calls, or is disorganized, choose another.
Avoid a CPA with a high client turnover.
4 more
TIP: A single practitioner will have difficulty handling
than 300 returns a year. Accountants who are “fil-
ing extensions” (an “Application for Automatic Exten-
sion of Time to File U.S. Individual Income Tax
Return”) for more than 20% of their clients are probably
overextended. Ask about your accountant’s proportion
of such filings. While the filing of an extension isn’t nec-
essarily negative in and of itself (though it could delay
your receiving any refund), it may indicate that the ac-
countant will be slow to respond to your other concerns.
6
Of course, a CPA who is not honest with you, one A good

who suggests a questionable tactic, or one whose work accountant
is inaccurate has automatically proved to be a liability.
should be
Other Considerations available
Accountants usually charge a flat fee for audits and fi- to you
nancial planning and an hourly fee for other work, throughout
which typically ranges from $80 to $150 per hour, de-
pending on where the CPA is located and his or her the year
experience. A CPA should be willing to issue you a let- and, in fact,
ter of engagement, outlining in detail what he or she
will do for you and how you will be charged. This letter will want
should also contain an estimate of the time it will take to talk with
to complete the required tasks.
A good accountant should be available to you
you about
throughout the year and, in fact, will want to talk with any major
you about any major financial move, such as refinanc-
ing your house or selling stocks. The accountant will
financial
also want to review loan packages with you to make move.
sure that the financial terms are reasonable, specifically
looking for information about such matters as prepay-
ment penalties, balloon payments, and unusual right
of foreclosure. A CPA is an expert at evaluation and at
problem prevention. A good CPA will occasionally re-
view your file without being asked, and will call you
with suggestions about matters you should consider.
Trends
In the U.S., nonaccounting companies are buying ac-
counting firms. Accounting professionals are con-
cerned about this trend because they believe that
accounting quality should be driven by state boards,
which insist on high standards and consistency, and
not by public reporting (profit) requirements.
Insider Fact
Many CPAs now provide investment services, such as
advising clients about the purchase of specific stocks,
7
bonds, and mutual funds. Several states have laws that

prohibit a CPA who has provided an audit, review, or
compilation service for a client from receiving a com-
mission from sales completed for that same client. One
of the basic ethical standards in accounting is that the
same person who sets up books and audits those books
can’t, at the same time, make recommendations and
profit from those recommendations. It violates the rule
of independence. To avoid a possible conflict of interest,
some CPAs are practicing solely as financial planners, in
which role they may or may not sell investments to
clients, depending on how they define their role (see
the discussion of Financial Planners).
PANEL OF INSIDERS
Richard Caturano Peter Kreisel Gary Podris

Vitale Caturano & Co. Kreisel Segear & Co. Podris & Co.
Boston, Mass. South Burlington, Vt. Provo, Utah
James Kaufman Wanda Lorenz William Reeb

Kaufman Rossin & Co. Lane Gorman Trubitt Winters, Winters, and Reeb
Miami, Fla. Dallas, Tex. Austin, Tex.
Stuart Kessler Leonard Miller Gary Seigel

Goldstein Golub Miller Wagner & Co. Ltd. School of Accountancy
Kessler & Co. Phoenix, Ariz. De Paul University
New York, N.Y. Chicago, Ill.
also chairman of the Stephen E. Pascarella II
board of the American Pascarella & Trench Michael Soza
Institute of Certified Providence, R.I. KPMG Peat Marwick
Public Accountants San Francisco, Cal.
8
Chapter 2
Acupuncturists
W
hen the long-closed doors between
China and the U.S. opened in 1972,
one of the first emigrants to the West
was a 5,000-year-old oriental med-
ical secret. James Reston, in China to
cover the historic political occasion for the New York
Times, required an emergency appendectomy and was
treated with acupuncture for the postoperative pain.
Impressed with the treatment, Reston wrote home
about the Chinese use of acupuncture for both pain
control and for anesthesia. As a result, American med-
ical teams flew to China to see firsthand how the tech-
nique was used.
Twenty years after Reston’s article was published,
the New England Journal of Medicine first reported that
Americans were visiting practitioners of unconvention-
al medicine (including acupuncture) more frequently
than we were seeing traditional primary-care practi-
tioners and, furthermore, that we were willingly pay-
ing out-of-pocket for most of those visits.
Experts attributed this changing preference to a
growing realization that, although Western medicine
superbly handles acute trauma, it does less well when
confronted with chronic conditions—a point not lost
on the 20% of Americans who suffer chronic pain or
disability. In fact, studies published in medical jour-
nals over the past ten years have reported that
acupuncture provides short-term pain relief in 50% to
80% of cases of chronic or acute pain. And acupunc-
ture has none of the side effects often associated with
drug treatment for pain.
Acupuncture has also proved helpful in treating
9
It is important drug and alcohol addictions. Treatment for addiction

to determine with acupuncture has a much lower rate of recidivism
than does addiction treatment without acupuncture.
what is causing Research is now under way to determine how use-
your pain and ful acupuncture might be in treating migraines, verti-
go, depression, and the consequences of stroke.
to rule out Meanwhile, acupuncture is currently used to treat con-
causes for ditions such as back pain, carpel tunnel syndrome,
arthritis and menstrual pain. It is also sometimes used
the pain that as a form of anesthesia.
can better be
treated using Where to Begin
traditional Generally speaking, the place to begin to search for
good acupuncture treatment is in the office of your
methods. primary-care physician. It is important to determine
what is causing your pain and to rule out causes for the
pain that can better be treated using allopathic (tradi-
tional Western) methods.
It is also a good idea to know something about
acupuncture before seeking treatment. There are
three basic styles of acupuncture: Chinese, Japanese,
and Korean. In all three, hair-thin needles about 3 to 4
inches in length are placed in the skin at various
points. Chinese acupuncture needles are a little heav-
ier and placed slightly deeper in the skin; sometimes a
weak electrical current is applied to the needles. Japan-
ese acupuncture needles are held on the surface of the
skin. Korean needles are applied only to specific points
on the hands. Practitioners may naturally believe in
their particular tradition, but there does not seem to be
much difference in efficacy; the Japanese method
seems to produce results slightly more slowly and less
dramatically.
Physicians are not certain how or why acupuncture
works. Doctors trained in the Western medical model
believe that acupuncture stimulates the release of en-
dorphins, the body’s natural painkillers, and of natural
anti-inflammatory agents. Oriental medical doctors
(OMDs) believe that acupuncture restores the normal
flow of energy, called Qi, throughout the body.
10
Chapter 2 ACUPUNCTURISTS
Allopathic medical practitioners also admit that Most

they often get good results with traditional therapies acupuncturists
without understanding why they work. Some re-
searchers estimate that as many as 70% of successful al- firmly believe
lopathic therapies are not backed by research. that the
body is not
What to Look For a machine and
Ask your primary-care physician or friends who have
been happy with acupuncture for a recommendation. therefore have
Then check with the American Academy of Medical reservations
Acupuncturists (AAMA, listed below), a physician-only
organization, to see whether the acupuncturists you that high-tech
plan to call are certified by the academy. treatment is
STATS AND FACTS: The first course in acupuncture for
always best.
medical doctors was taught at the University of Califor-
nia at Los Angeles in 1983. Now more than 40 medical
schools offer courses on the healing partnership be-
tween the physician and the patient, acupuncture, and
self-care (prevention of disease through a healthful
lifestyle).
In your first call, ask the physician to describe his

or her philosophy of treatment and choice of acupunc-
ture employed. You want to work with someone who
will treat your body the way you want it to be treated.
Most acupuncturists firmly believe that the body is not
a machine and therefore have reservations that high-
tech treatment is always best. However, along the
broad continuum of acupuncture practice and theory,
some practitioners are closer than others to the tradi-
tional allopathic model of treatment. The task is to find
a physician whose philosophy matches your own.
It is also important to ask where and for how long
the physician was trained in acupuncture and what
percentage of his or her practice is devoted to it. For
medical doctors to be certified by the American Med-
ical Association to practice acupuncture, they must
complete at minimum a 200-hour course in acupunc-
ture from a medical school.
11
CONSUMER RESOURCES AND PUBLICATIONS
The National Center for Comple- in 1981 to be the umbrella organization

mentary and Alternative Medicine for acupuncture practice. It helped estab-
at the National Institutes of Health lish the National Commission for the
(www.nccam.nih.gov) has the mandate to Certification of Acupuncturists and the
explore complementary and alternative heal- National Council of Acupuncture Schools
ing practices and to examine the efficacy of and Colleges. These organizations support
these practices using rigorous scientific tech- the work of the more than 50 schools of
niques. Although this organization doesn’t acupuncture and 10,000 licensed acupunc-
provide referrals for treatments or practi- turists in the U.S.
tioners, the NCCAM Web site provides
consumers with useful fact sheets, databases, The American Academy of Medical
and information on a variety of topics, in- Acupuncture (4929 Wilshire Blvd. #428,
cluding clinical trials and research projects. Los Angeles, CA 90010, 323-937-5514;
www.medicalacupuncture.org) was founded
The long-established Center for Mind- in 1987 by a group of medical doctors who
Body Medicine (www.cmbm.org) also had graduated from the acupuncture-
offers information to consumers online. training program sponsored by the UCLA
School of Medicine. The only physician-only
The FDA Consumer Magazine professional acupuncture society in the U.S.,
(www.fda.gov/fdac/fdacindex.html), the it has chapters in many states.
official magazine of the Food and Drug
Administration, frequently reports on alter- The National Acupuncture and
native-medicine issues. The current issue Oriental Medicine Alliance
and some past issues are available online. (253-851-6896; www.acuall.org) offers
free referrals from a database of more than
The University of California School 8,000 acupuncturists who are state licensed
of Medicine (www.mednet.ucla.edu), or certified by the National Certification
a pioneer in the field of complementary Commission for Acupuncture and Oriental
medicine, has long provided excellent service Medicine, which is a member of the National
in mind-body medicine through several Organization for Competency Assurance
clinics and research projects and through and is accredited by the National Commis-
classes and workshops for lay people. sion for Certifying Agencies.
Consumer information is available online.
PUBLICATIONS
The American Association of Alternative Therapies in Clinical Practice
Acupuncture and Oriental Medicine The Journal of Medical Acupuncture
(433 Front St., Catasauqua, PA 18032; The American Journal of Acupuncture Advances
610-266-1433; www.aaom.org) was formed (The Journal of Mind-Body Health)
12
Acupuncturists who hold the degree of OMD (ori-

ental medical doctor) generally have more extensive
training in the technique than do MDs. In addition,
many OMDs are trained in Chinese herbal medicine.
(See the discussion of OMDs in Chapter 42,Physicians.)
STATS AND FACTS: There are approximately 3,000 al-

lopathic physicians in the U.S. who also practice
acupuncture. Some 500 of them belong to the Ameri-
can Academy of Medical Acupuncturists.
4 are
TIP: In many of the 40 states that license them, OMDs
held to more rigorous standards of acupuncture
practice than are medical doctors who practice ac-
cupuncture. However, doctors of oriental medicine are
not trained or licensed to handle certain medical emer-
gencies, such as a cardiovascular incident or an allergic
reaction during treatment.
Ask whether the physician has seen other patients

with your specific complaint and whether any of those
patients had any side effects from treatment. It is im-
portant to find out what might be a reasonable trial pe-
riod of treatment for you. The cost of the intended
treatment also should be discussed. Patients typically
pay by the procedure, and rates vary widely. Ask your
insurer for referrals to participating alternative
providers and the sort of coverage, if any, it will pro-
vide. (Some insurers guarantee a discount on fees
charged by preferred alternative providers.) You may
also be able to submit any out-of-pocket expense for
reimbursement by your medical savings account.
4 needles.
TIP: Find out whether the physician uses disposable
The majority of practitioners prefer this
method, and many patients may be willing to pay
slightly more for the peace of mind. However, about
40% of acupuncturists reuse their needles. If that’s the
case, make certain that all needles are sterilized and
treated in an autoclave.
13
A high degree Before any treatment, the practitioner should ask

of comfort you for a detailed medical and personal history.
and trust is
essential for Red Flags
Most acupuncturists (and many other practitioners of
successful the healing arts) agree that healing is a complex
treatment. process. Human interaction, as well as technology,
plays a part, and good rapport between practitioner
and patient is important. Therefore, if you are treated
abruptly, if the physician seems distracted or rushed or
doesn’t give you enough information, you have reason
to look elsewhere for treatment.
It is not uncommon to dislike being touched by a
stranger, much less by a stranger holding a needle.
However, in acupuncture, a high degree of comfort
and trust is essential for successful treatment. An au-
thoritarian attitude on the part of the physician usually
militates against the necessary rapport. A good
acupuncturist trains patients to trust themselves, and
that includes trusting their responses to the acupunc-
ture treatment.
Avoid inexperienced practitioners. Acupuncturists
who have worked with an instructor after their formal
training have usually handled a variety of patient com-
plaints and can better determine the best treatment for
a specific problem. Experienced practitioners also are
more likely to recognize behavioral subtleties that may
influence the outcome of treatment, such as a signifi-
cant personality mismatch between patient and practi-
tioner or a patient’s unwillingness to make lifestyle
changes to support treatment.
You should be concerned if you notice a lack of
cleanliness in the office, if the staff gives all or part of
the treatment, if you are not required to sign consent
forms, or if the practitioner pushes nutritional supple-
ments or other “healing” products.
During treatment, the physician should monitor
the immediate effects of the procedure. If the physi-
cian doesn’t ask for or want feedback from you during
treatment, choose another practitioner. Other reasons
14
PANEL OF INSIDERS
David Bilstrom, MD Luke Y. Kim, MD Allen McDaniels, MD

rehabilitation and rehabilitation and general practice
physical medicine physical medicine San Pedro, Cal.
Chicago, Ill. Ypsilanti, Mich.
Mark Nemiroff, MD
Penelope Brooks, MD Nadja Kuller, MD anesthesiology
general practice and orthopedic surgery Bristol, Pa.
pain management Cottage Grove, Ore.
Milledgeville, Ga. Young K. Park, MD
Patrick J. LaRiccia, MD family practice
Robert A. Carabelli, MD internal medicine Eldora, Iowa
physical medicine, Philadelphia, Pa.
Hamilton Township, N.J. Pierre G. Regard, MD
Bradley T. Lawrence, MD general practice and
Robert Carlisle, MD family practice pain management
family practice Phoenix, Ariz. West Palm Beach, Fla.
Colorado Springs, Colo.
Robert Paul Lee, DO
acupuncture
Durango, Colo.
to find another practitioner are prolonged treatment

without significant improvement and an inability to
reach a physician for an emergency after office hours.
Partly because so many primary-care physicians don’t
know much about acupuncture, many recommend
acupuncture only as a last resort, after more costly and
invasive pain-control measures have been tried. How-
ever, if you ask, you may discover that your insurer or
HMO will pay for early intervention.
Trends
Many medical researchers and practitioners now be-
lieve that integrated medicine involving allopathic (tra-
15
ditional), alternative (herbs, acupuncture), and com-

plementary (relaxation techniques, yoga) methods will
become commonplace in the future.
Insider Fact
Because acupuncture is most often used with other
treatments, it isn’t easy to test its success using the scien-
tific methods in which one variable at a time is isolated.
16
Chapter 3
Aged-Care
Providers
y 2030 one in every five Americans will
B be over the age of 65. Moreover, nearly 4

million Americans alive today have al-
ready celebrated their 85th birthday.
These statistics suggest the reason that
care and housing for the aging population are boom-
ing industries in the United States.
A generation ago, people who were no longer able
to care for themselves went to live with relatives or
moved into a nursing home. Those options still exist
today. (Currently, nearly 23 million Americans are car-
ing for an aged relative or friend.) According to the
Census Bureau, however, the number of parents living
with children has actually declined over time, and
fewer elderly in this country live in nursing homes
than is commonly supposed.
STATS AND FACTS: According to the National Institute

on Aging, only 5% of Americans age 65 and over live in
a nursing home at any given time, and only 30% of all
Americans will spend any time in a nursing home.
Today there are many new housing and care op-

tions for the elderly, including hiring in-home help,
offering room and board in our homes in exchange
for help, or simply living with housemates.
STATS AND FACTS: There are nearly 400 nonprofit

shared-housing projects around the country. In shared
housing, two or more people share an apartment or a
house. Each has a private bedroom, and they share
common living areas and such chores as cleaning, shop-
17
Nearly ping, and meal preparation. Shared households occur

6 million naturally when friends decide to pool resources and
lend mutual physical, financial, or emotional support to
Americans one another. In addition, some local government agen-
have some cies sponsor shared housing projects for elderly clients.
kind of Home care can mean having someone live in to pro-

home care. vide care or having someone come in to perform vari-
ous services. Nearly 6 million Americans have some kind
of home care, and many of these home-care providers
are found through an agency or care manager.
STATS AND FACTS: Full-time and live-in care can be as

expensive as care in a private facility, easily costing as
much as $50,000 a year.
Another kind of home care can be found in the

continuing-care retirement community (CCRC).
These communities offer a long-term contract for as-
sured continuity of services, housing, and nursing
care in one location. Services may include meals,
housekeeping, transportation, health care, recreation,
emergency help, and assisted living (help with bathing
and dressing). The advantage of a continuing-care
community is that, if you become ill after you join the
community and require additional help, you won’t
have to move to another community to get what you
need. The problem with signing this kind of contract
is that no one can predict how much certain services
may cost in five or ten years. So most continuing-care
contracts do not specify the actual dollar amount that
you would have to pay for each service at the time you
require the service.
To find the kind of community that best suits your
current and possible future needs, it is important to
understand a few definitions:
Independent living means that you have your own

apartment or cottage in the community. You may
choose to eat meals in a common area and participate
in social activities.
18
Chapter 3 AGED-CARE PROVIDERS
Assisted livingmeans that you need services such as The first

help in dressing, housekeeping, and transportation. question you
Nursing care is the third level of service and means that need to ask is,
your physical condition is such that you require skilled Exactly what
intervention for medication and nursing services. Resi-
dents requiring nursing care typically live in a hospital- kind of service
like setting. do I need
STATS AND FACTS: There are nearly 1,000 CCRCs in right now?
the United States. The average age at entrance to
these communities is rising; it now stands at 79 for the
independent-living sites and 84 for the assisted-living
and nursing-care units.
Residential-care homes are facilities, often, actual

houses, in which the staff care for a small number of
residents. This family-style atmosphere works particu-
larly well for people suffering from senility, who are
often upset by large groups.
Yet another kind of home care is adult foster care,
in which the elderly person lives with foster caregivers
in the foster caregivers’ home. This service is usually
managed by a state agency. However, not all states have
such a program. Medicaid and private insurance are
the usual sources for payment to the caregivers.
There are several types of nursing homes. Some
offer custodial care (room, board and minimal health
care services). Some give intermediate care, such as bed
baths and massages (nursing assistance). Others special-
ize in skilled nursing (nursing care available around the
clock), which includes monitoring changes in physical
condition and giving medications.
Where to Begin
The first question you need to ask is, Exactly what
kind of service do I need right now? (A stroke may
mean you need some short-term, in-home care, while
recent loss of a spouse may mean you want new social
opportunities that a retirement community could pro-
19
vide.) The second is, What kind of service might I

need in the future? The third question is, Do I want to
stay where I am or move closer to my children? (Being
near to family is more important to many of us than
staying in our homes.)
Friends, family physicians, local agencies on aging,
gerontology departments of local universities, and na-
tional aged-care organizations can all suggest good fa-
cilities. Much of the initial research can be done by
telephone. Speak to the director or manager of the fa-
cility (not a salesperson) and ask these questions:
■ How long has the facility been in existence?
■ Are you licensed by the state?
■ Are you accredited by state or national professional
organizations concerned with the quality of service in
aged-care facilities?
■ Do you have certification for medicare and medicaid
participation? Certification is a complicated process
involving both state and federal social service agen-
cies. Because benefits are paid directly to facilities for
services rendered, clients need to be sure that the fa-
cility is certified so that it can participate in the pay-
ment program.
■ What is the ratio of staff to residents? The appropri-
ate ratio of staff to residents, as well as the combina-
tion of registered nurses, licensed practical nurses,
and certified nursing assistants, will vary with the
type of care residents need. One indication that the
ratio is about right is that nursing staff are able to re-
spond in a timely manner to calls for assistance in
getting out of bed and going to the bathroom.
■ What are the educational backgrounds and experience
of your staff?
■ Are your staff certified in their various specialties,
such as nursing, occupational therapy, music therapy,
and recreational therapy?
■ To what extent are families of residents involved in fa-
cility activities? For example, do families help plan
and participate in some activities? Do family mem-
bers feel free to drop by anytime? Do family mem-
bers feel welcome to share an occasional meal?
20
American Association of Homes and 202-547-7424; www.nahc.org)

Services for the Aging (901 E St., N.W.,
Suite 500, Washington, DC 20004; 202- National Shared Housing Resource
783-2242; www.aahsa.org) Center (321 E. 25th St., Baltimore, MD
21218; 410-235-4454; www
National Association of Professional .nationalsharedhousing.org)
Geriatric Care Managers
(1604 N. Country Club Rd., Tucson, AZ Continuing Care Accreditation
85716; 520-881-8008; www Commission (901 E St., N.W.,
.caremanager.org) This association can Suite 500, Washington, DC 20004;
answer questions about the way in which 202-783-7286; www.ccaconline.org)
these managers are trained.
PUBLICATIONS
American Association of Retired Journal of Gerontology
Persons (601 E St., N.W., Washington, Contemporary Long-Term Care Provider
DC 20049; 202-434-2277; www.aarp.org) Resident Life
Retirement Community Business
National Association for Home Care
(228 7th St., S.E., Washington, DC 20003;
■ Will you send me copies of recent regulatory reports

and financial reports?
■ Will you give me names of some persons in the facility
and names of some of their family members I might
call for references?
What to Look For

Visit the site in person, if at all possible. If you are con-
sidering a facility in another state, have a family mem-
ber or friend make an initial visit for you, but see the
facility yourself before making a decision.
If possible, make two visits to the facility, one by ap-
pointment and one unannounced. At every facility,
whether a nursing home or a CCRC, you should be
greeted with courtesy and respect. In every type of
community, residents and staff should appear happy
and involved.
21
Any facility A homelike atmosphere is important because the

should facility is home to those who live there. Easy interaction
between residents and staff is critical. The presence of
promote animals, a pet cat or dog, is another good sign.
independence Eat a meal or two in the dining room. If you are
considering a CCRC, visit the kitchen that prepares the
and wellness meals for residents who wish to eat in their own apart-
on behalf ments. Ask the dining manager to see sample menus.
How are food allergies and food preferences handled?
of residents. Do residents have any say in menu decisions? In living
areas, you should see actual rooms or apartments, not
just a model. In a CCRC, you should look at storage
areas and garages to make certain that the space avail-
able to you meets your needs. Storage areas are espe-
cially important if you are moving from a house to an
apartment. Most of us vastly underestimate the
amount of stuff we have. Participate in a few activities
and meet your potential neighbors. If you don’t like
the residents, you won’t be happy in the community.
Ask for a calendar of the community’s activities and
events and a directory of organizations and social
groups that meet.
It is important to find out what kind of interaction
there is between the facility and the greater community.
Do any residents work part-time, volunteer in the town,
or attend local religious services? Conversely, do local
residents volunteer in the facility? Are religious services
held at the facility? How about meetings of local civic
organizations to which residents might belong?
Any facility should promote independence and
wellness on behalf of residents. Residents should have
the right to make choices about large and small mat-
ters, including meal times, noise levels, visits from
grandchildren, and entertainment of friends. Make a
point to find out what the community’s rules are.
4 be
TIP: Aged care is a regulated industry, and you should
aware not only of the facility’s rules and regulations,
but also the state’s regulations about the way that facili-
ties are managed. For example, various state legisla-
tures, working on the assumption that the elderly
22
cannot be trusted to make simple decisions on their There are

own behalf, have passed legislation that specifies exact- almost as
ly when and how much residents of certain care facili-
ties are to eat and how many hours of sleep they are to many types
have. If residents of these facilities do not cooperate of contracts
with the regulations, the facility can be cited. Ask the
facility manager to tell you about the laws governing for aged care
facilities in your state. as there are
Financial considerations should be spelled out in kinds of aged
great detail and in writing. care available.
Aged care is a volatile industry. Mergers are com-
mon, and financial instability is fairly widespread. You
need to be absolutely clear about what the entrance
fees and the monthly fees are and what they include. If
services are unbundled, can you afford to pay sepa-
rately for the services you want and need? What hap-
pens if you sign a contract and later want more
services? Can you move from one area of the facility to
another (independent living to nursing care, for exam-
ple) and what will such a move cost? What happens if
you sign a contract and subsequently need more health
care than the facility can provide?
There are almost as many types of contracts for
aged care as there are kinds of aged care available. For
example, CCRCs often offer a choice of an extensive
contract, which includes future unlimited long-term
nursing care (for little or no increase in your usual
monthly payments), a modified contract (a specified
amount of additional nursing care covered), or fee-for-
service (you pay daily rates for all nursing care you
need). In CCRC contracts, you have to make a choice
between refundable and nonrefundable fees (fees re-
funded to your estate when you die and your apart-
ment or condo is sold).
4 TIP: Watch for hidden charges. For example, some

CCRCs require residents to purchase long-term-care
insurance if they don’t already have it, regardless of
the current level of care that they are seeking. This
requirement can add as much as $300 to your month-
23
Ask for and ly bill. The contract will specify whether you must
carefully read purchase the insurance through the facility, which
may provide a group rate with an insurer, or whether
a copy of the you are free to shop.
rules of the
Before signing any kind of aged-care contract, it is
facility. Would a good idea to have your banker or accountant review
you enjoy the contract and the financial statements of the facility.
Ask for and carefully read a copy of the rules of the
living in this facility. In many cases, the facility rules are as binding
community? as the contract you sign.
The bottom line is, would you enjoy living in this
community?
STATS AND FACTS: Twenty years ago residents of care

communities wanted more structure than residents of
communities today want. Freedom is a big selling
point now. The trend is toward staff and resident joint
management of such matters as social activities and
housekeeping.
Red Flags
There should be no detectable odors in any kind of
care facility.
In an assisted living facility or nursing home, resi-
dents should be alert. A lot of sleepy residents is an in-
dication that residents are being overmedicated or
have to little to do.
Restraints should not be used in nursing homes.
Falling occupancy is often a sign of mismanage-
ment. You should ask about occupancy rates over a
five-year period. Neglected grounds and physical plant
or inadequate staff or high staff turnover may also in-
dicate mismanagement or financial trouble.
Most aged-care experts suggest that you make deci-
sions about what kind of care you want and which facil-
ity you want to provide it long before you actually need
24
help. Most good care communities have waiting lists.

This is an advantage, because it means that capacity
has not been overbuilt in the region, which can result
in the financial instability of facilities competing for a
limited pool of residents. The other advantage to plan-
ning is that you can save for the kind of care you want
or buy insurance to help with the cost.
STATS AND FACTS: The entry fee for a CCRC averages

about $60,000 to $125,000, and the monthly fee,
$1,000 to $1,800. Nursing-care costs can easily run
$100 to $200 per day. Assisted-living care, according to
the American Association of Homes and Services for
the Aging, costs on average $1,800 to $3,200 or more
per month. Rules for refund of fees to residents’ estates
after their death, if any, vary widely between facilities.
The proportion returned depends on how long they
resided there and what services they used.
Be especially careful if a care community you are

considering is under construction. Many states now re-
quire a corporation to have sold a certain number of
units before construction can begin. If you put down a
deposit, make sure it is in an interest-bearing account.
You should make it a point to get the accumulated in-
terest when you move in.
Trends
The idea of aging in place, which means that residents
are not forced to move to a nursing home when they
need more care, is gaining widespread acceptance.
One of the current trends is the offering of CCRC
services, such as use of the nursing facility, to people
who do not live in the CCRC but are residents of the
town. This arrangement can benefit both the facility
and the residents of the town if the town lacks certain
medical services and the care community can supply
these services at a reasonable cost without shortchang-
ing members of their own community. Many small
communities lack gerontology specialists, and this shar-
25
ing of expertise is one way to provide these services at

nominal cost to the town.
There is also a widespread trend in facilities toward
emphasis on wellness programs to avoid illness or to
speed recovery.
A third trend is the offering of equity options in the
facility to residents. The advantage to this is that the fa-
cility managers must answer every day to onsite owners.
The disadvantage is that care facilities have, in the past,
been an unstable industry. It is important to check out
the facility’s management company before investing.
Insider Fact
A phenomenon that is not only affecting the aged-care
industry but also is having a great impact on several
American communities is the NORC, or Naturally Oc-
curring Retirement Community. An NORC is a place
that draws older persons because of such attractions as
good weather, inexpensive housing, a university, and a
healthy arts community. A large influx of retired per-
sons, who often do not contribute much to the tax
base, can strain community resources. On the other
hand, NORCs are often good sites for aged-care facili-
ties, which bring new jobs to a community. Although
retired persons tend to be careful spenders, they do
spend money on medical care, recreation, hobbies,
and eating out.
26
PANEL OF INSIDERS
Ron Andrews John G. Huber Jr. Sr. Lora Ann Slawinski

administrator executive director chairman
Harvest Hill Kendal Crosslands Life Services Network
Lebanon, Vt. Kennett Square, Pa. of Illinois
Lemont, Ill.
Terry Dion Cavacas Cynthia Dunn
Loretto Home director Margaret Spencer
Rutland, Vt. Judson Park director of nursing
Cleveland, Ohio Fairlawn Good Samaritan
Christine Halloch Village
Hunt Community Richard Lysle Gresham, Ore.
Nashua, N.H. director
Kendal at Longwood Barbara Wise
Ansling Holt Kennett Square, Pa. Bayview Gardens
executive director Retirement Community
Village in the Green Brenda Schill Clearwater, Fla.
Longwood, Fla. Converse Home
Burlington, Vt.
27
Chapter 4
Animal
Behaviorists
and Pet Trainers
t was love at first sight. But finding the spots
I that Spot leaves on the living-room carpet or

the scratch marks that Tiger inscribed on your
new dining room table is definitely straining
your relationship.
You are not alone. Veterinarians estimate that 45%
to 90% of pet owners have complaints about their pets’
behavior. There is a growing awareness among both
pet owners and professionals who work with animals,
however, that humans can and do have a great influ-
ence on animal behavior. Training a cat to come when
called or teaching a bird to have some manners are
possibilities that no longer seem just the stuff of Satur-
day morning children’s programs.
Where to Begin
Pet owners usually want to prevent behavioral prob-
lems or to fix them. In the first case, you will want to
find a good trainer, preferably even before you bring
your new puppy home. Many trainers offer puppy
socialization classes, which they sometimes call puppy
kindergarten. Formal obedience classes typically
begin when the puppy is six months old, although
many trainers prefer to go immediately from social-
ization to training.
4 TIP: Some trainers are even willing to take on the task

of training pet owners, teaching you exactly what you
should do to prepare for the arrival of the new mem-
ber of your family.
29
Most If, however, you have already moved from the

behaviorists “How can I get him to do what I want him to do?”
stage to the “How can I get him to stop?” stage, you
and trainers may need an animal-behavior specialist.
believe that These specialists know that there is a big difference
between being able to observe a pet’s behavior and un-
we do not derstanding what that behavior means, particularly be-
intentionally cause many pet owners tend to anthropomorphize pet
behavior and assume that their pets are behaving just
cause our pets as they would under similar circumstances. This as-
additional sumption often leads, the experts say, to inappropriate
treatment and inappropriate ways of trying to change
problems. the behavior. And the wrong treatment is usually, at
the least, unfair to the animal and, in extreme cases,
may harm the pet.
4 ture
TIP: Although there is a large body of popular litera-
about dog and cat behavior, recent research sug-
gests a lot of this information is wrong. In the case of
dog behavior, many early conclusions were reached by
generalizing from wolf packs to domesticated dogs.
Dog owners were, therefore, told that it was important
to show their dogs who was boss. In fact, such con-
frontational behavior on the part of humans often
makes pet-dog behavior worse.
Animal behaviorists tend to give the human end of

the animal kingdom the benefit of the doubt. Most be-
haviorists and trainers believe that we do not inten-
tionally cause our pets additional problems. Most of us
just do not understand who animals are.
4 TIP: Animal experts say that if we all knew animal

learning theory, our pets would not have to guess at
what we want from them. The experts say the message
we most often give our pets is something like, “Keep
behaving until you do something I don’t like, and then
I’ll punish you and you can try to figure out what you
did wrong.”
Fortunately, most problems with pets are much less
30
Chapter 4 ANIMAL BEHAVIORISTS AND PET TRAINERS
complicated than the owners believe they are. Because The first task
many behavioral problems have their roots in a physi- is usually to
cal problem, the place to begin is in the veterinarian’s
office. If disease and abnormality have been ruled out, teach both
the next step, behaviorists suggest, is to look at the en- pet and owner
vironment. A kitten may not be using the litter box be-
cause she does not like the brand of litter you are to “listen” to
putting in it. An older cat may not be eating because each other.
you changed its food to a brand it doesn’t like.
If commonsense changes do not solve the problem
and if the behavior is threatening the quality of life in
your home or the safety of you or your pet, it is time to
talk with a professional.
What to Look For

A broad variety of animal experts are available to help
pets and their owners: trainers, veterinarians, applied
animal behaviorists, and veterinary behaviorists.
Trainers specialize in obedience and building a rela-

tionship between the family and the pet. The first task
is usually to teach both pet and owner to “listen” to
each other. A good trainer can provide information
about positive reinforcers for good behavior, proper
nutrition and exercise, the meaning of your animal’s
body postures, and the nature of its social interaction
with other animals.
Your veterinarian’s office might have a list of good
local trainers. Other sources of names are kennel clubs,
pet supply stores, the National Association of Dog Obe-
dience Instructors, and the Association of Pet Dog
Trainers. If you see a particularly well-behaved dog on
your evening walk with your puppy, you might also
take the opportunity, while the dogs are exchanging
pleasantries, to find out some useful information about
trainers from the other dog’s owner.
STATS AND FACTS: The cost of training when done

one-to-one is usually about four times the cost of group
training. Fees for training vary widely. However, a typi-
31
cal fee for a 6-to-8-week group training class might run

$70 to $110. Private training can cost $30 to $70 per
hour, plus travel expenses for the trainer.
When you call the trainers on your list, the follow-

ing questions are definitely in order:
■ Are you a member of any training organizations?
■ Where did you learn to train? What was covered in the
training?
■ How long have you been in the business of training?
■ What methods do you use?
■ Do you work in classes or one-to-one with pets and
owners?
■ May I have a list of references to call?
4 TIP: There are three basic types of training methods:

Traditional training, in which punishments are used to
startle the animal into obeying or food is used to re-
ward the desired response; the lure/reward method, in
which a treat is used to help the animal figure out what
behavior is wanted; and a method that focuses on
teaching the animal to make good choices.
Although the family veterinarian is usually the first

person asked about animal-behavior problems, schools
of veterinary medicine vary widely in the amount of
training they give in behavior science. Some schools
State veterinary medical associations Association of Pet Dog Trainers

are the best sources for information (P. O. Box 3734, Salinas, CA 93912-3734;
about local veterinarians who have 1-800-738-3647; www.apdt.com)
specialized training in animal behavior.
PUBLICATIONS
Animal Behavior Society Animal Behaviour
(Indiana University, 2611 East 10th St., Journal of Experimental Psychology:
#10, Bloomington, IN 47498-2603; Animal Behaviour Processes
812-856-5541; www.animalbehavior.org)
32
have a required course, and others do not. Some re-

quire clinical experience in animal behavior and others
have no such requirement. However, a small number
of veterinarians are animal-behavior specialists.
STATS AND FACTS: These veterinary specialists will

probably hold membership in either the American
College of Veterinary Behaviorists or in the Animal
Behavior Society. At this time, only five veterinarians
in the U.S. are members of both professional societies.
Designation as a certified applied animal behaviorist

from either or both of these professional societies is
the best assurance that the behaviorist you and your
pet are seeing has the right combination of a solid the-
oretical background and clinical training in a school of
veterinary medicine or in a graduate program in ani-
mal behavior.
Applied animal behaviorists are often called in for
last-resort cases—in which the animal will be eutha-
nized if its aggressive or phobic behavior cannot be
changed. These professionals also have great success
undoing the effects of abusive or negative training.
This type of work performed by a certified animal be-
haviorist is costly. A typical fee is $125 per hour.
Red Flags
The experts advise that you avoid any training or re-
training that involves the use of choke chains, shock
collars, or pinch or prong collars. A recent study con-
ducted at Tufts University Veterinary Facility showed
that, even when these devices were properly used,
nearly 92% of the dogs trained on choke chains suf-
fered spinal injury.
Experts also advise avoiding trainers who seem
preoccupied with publicity and spend more time drop-
ping the names of persons whose animals they have
trained than addressing your concerns.
33
One of the Other Considerations

advantages Some universities that have schools of veterinary medi-
cine or graduate programs in animal behavior offer
of positive phone, e-mail, or fax consultations. Although consulta-
training is that tions are usually more effective when done in person,
these services are a good option if a visit to a behavior-
it eliminates ist is not possible.
owners’ Although dogs have been used for some time as
companions to the blind, they are now being trained to
guilt about assist people with a number of other disabilities. Assis-
using harsh tance Dogs of the West (www.assistance-dogs-intl.org
/memlist.html) is one organization that trains dogs to
techniques. open doors, turn on lights, and pick up items. Canine
Companions (www.caninecompanions.org) is another.
Although this kind of training is costly, there is an over-
all savings to the owner who does not have to hire
human help.
The American Humane Association has recently
released the results of the first project ever undertaken
to develop standards of practice for trainers under the
title Guidelines for Humane Dog Training.
Trends
The most obvious trend in the field of animal training
and behavior change has been the greater acceptance
of methods of positive enforcement and the decline in
use of any punishment in training. This acceptance is
based on research that has provided more information
about the emotions of animals. One of the advantages
of positive training is that it eliminates owners’ guilt
about using harsh techniques.
Insider Fact
About 14% of dogs experience separation anxiety
when their owners are absent. This can be a subtle
cause of a variety of behaviors troubling to owners and
an ongoing problem if the owner works outside the
home or travels much.
34
PANEL OF INSIDERS
Allan Bauman Patricia McConnell, PhD also the Veterinary

president Dog’s Best Friend Behavior Clinic
Association of Pet Dog Black Earth, Wis. Southern Pines, N.C.
Trainers
Wooster, Ohio Michelle Romero Nancy Williams
The Refined Canine coordinator
Linda Goodloe, PhD West Haven, Conn. Animal Research System
animal behaviorist National Institutes
New York, N.Y. Barbara Simpson, of Health
DVM, PhD Bethesda, Md.
Suzanne Hetts, PhD adjunct associate professor also private consultant
Animal Behavior Associates North Carolina State
Littleton, Colo. University College of
Veterinary Medicine
Raleigh, N.C.
35
Chapter 5
Architects
H
istorians say that when we humans
began to build permanent shelter, we
also began to create civilization. Archi-
tects are professionals who forge that
connection and bond between people
and places through creation of structures. Modern ar-
chitects, while artistic creators in their own right, draw
on the architectural traditions of ancient Egypt, early
Greece, the Roman Empire, sixth-century Byzantium,
the seventh-century Arabic world, Europe, and, more
recently, the Far East, and prehistoric North and South
American civilizations. But today’s architects have
some concerns and opportunities—building codes,
zoning laws, and a rapidly expanding palette of mate-
rials—that ancient architects could not have imagined.
Where to Begin
Architects are in the business of giving form to a
mind’s-eye image, theirs and yours. This bit of magic
is made much easier if you and the architect think
somewhat alike.
To reach this meeting of the minds, begin by look-
ing at buildings—lots of them—in your town. You
should also browse through several design publications.
You will quickly begin to recognize a general style that
is pleasing to you. Create a file of clips or take some
photos of buildings you like. Then find the names of
the architects who have designed them. The American
Institute of Architects can also refer you to architects in
your area who do the kind of work you want done.
Next, jot down features of your current house that
37
Architects please or displease you. Create a “space and place”

are problem wish list based on your household’s activities. (Every
house has space in which to eat and sleep, but do you
solvers. A need a place in which to build rockets or mount
good architect neighborhood operatic productions?) Most construc-
tion, whether new or a redesign, begins with a need or
should be able wish. Architects are problem solvers. A good architect
to come up should be able to come up with several solutions for
each problem.
with several Have you picked out a lot or site for your house?
solutions for Will the architect need to fit the 5,000 square feet you
want on a long, narrow, inner-city lot? Do you want
each problem. the architect to design a house to blend into a red
rock mesa or to help you find a piece of property on
which to build?
What time constraints do you have? What financial
resources are you counting on to finish the building?
Do you like thinking about details? Do you want to
pick out every doorknob or do you want the architect
to create a “look” and not bother you with what it takes
to get there?
Careful thinking before you approach an architect
and then equally careful planning with an architect can
save a great deal of money in actual construction costs
and in irritation. In the first place, it is much less costly
to change plans on paper than it is to make these same
changes midconstruction.
Good design can save a fortune in utility bills over
several years’ time. An architect can suggest materials
that fit your budget now and require less upkeep later.
Good plans also save time and money when you are
dealing with a general building contractor. Good draw-
ings make it easier for a contractor to bid on your pro-
ject, and good plans save time and trouble in the actual
construction.
Once you have a clear idea of what you will be
bringing to the project, it is time to make appoint-
ments to interview architects.
4 pen
TIP: Architects can help with much of what has to hap-
before actual construction begins. Unless you have
38
Chapter 5 ARCHITECTS
a great deal of time on your hands, you are usually bet- An architect
ter off letting the architect take care of site studies and will be
zoning approvals.
interested
Be prepared to look beyond the present. Unlike not only in
many of us, architects think in the long term. Your
current problem may be that you have a house with your current
two bedrooms, one of which you use for a home office, needs, but
and a baby on the way. An architect will be interested
not only in this information, but also in your guess as also in your
to whether you will still be living in your house ten guess as to
years from now.
whether
you will still
What to Look For
It is a good idea to visit at least three and perhaps as
be living in
many as five firms to see portfolio examples of com- your house
pleted projects that are similar in scope and price to
yours. Many architects can also arrange for onsite visits
ten years
to their completed projects. Such visits can be helpful if from now.
you have trouble translating two-dimensional photos
and drawings into three-dimensional reality.
Ask the architects to describe some of their favorite
projects. This will give you some idea of their design
philosophy.
STATS AND FACTS: More than $300 billion is spent an-

nually in the U.S. for new construction and renovation.
Also ask about the training and background of the

firm’s members. Most states require that a practicing
architect be a graduate of one of the 105 schools of ar-
chitecture accredited by the National Architectural Ac-
crediting Board, which is the only agency authorized
to accredit U.S. professional degree programs in archi-
tecture. All states require an internship and a passing
grade on the Architect Registration Examination, ad-
ministered by the National Council of Architectural
Registration Boards, before licensure.
Every architectural firm offers a unique mix of
skills and interests. You are looking for one that not
39
only matches your project, but also has a work style

with which you will be comfortable. Ask how the ar-
chitects would approach your project. How often
would you meet with them? How do they make deci-
sions and set priorities? What other professionals, in
and out of the firm, would they involve and at what
points in the project?
STATS AND FACTS: Nearly 30% of the approximately

95,000 architects practicing in the U.S. are self-
employed. Many firms have fewer than five mem-
bers— not a large number to handle the amount of de-
tail that is part of the design process. However, unless
your design project is very complicated, a good small
firm can do an excellent job and possibly give you
more personalized attention and time.
Does the architect seem enthusiastic about the op-

portunity to work on your project? Lack of enthusiasm
can easily translate into missed deadlines and a less
than exciting building process for you.
4 TIP: When you ask for cost proposals, make sure you
provide each firm with the same information, in the
same detail, so that you can really compare the figures.
Architects can provide many services. A package of

basic services might include preparation of a prelimi-
nary design (called a schematic); preparation of a final
design (this is usually the end product of several itera-
tions and much consultation with the client); help in
finding and negotiating with a general contractor;
preparation of documents, such as variance approvals
and building permits, to be used by the general contrac-
tor; and supervision of the building process to make
sure that it conforms to the design plans.
4 putes
TIP: Architects frequently serve as mediators in the dis-
that can occur between client and contractor
during the construction process.
40
Architects also help with site studies and environ-

mental analyses (when required by the city or state),
and they can prepare planning and zoning applica-
tions (and walk them through the required meetings).
STATS AND FACTS: There are four main methods of

payment for architectural services—percent-
age of construction cost, hourly rate, stipulat- CONSUMER RESOURCES
ed (negotiated) sum, and sum per unit—plus AND PUBLICATIONS
various combinations of these methods. There
is usually a schedule of payments rather than The American Institute of
a lump-sum payment. In addition, the client Architects (1735 New York
typically pays separately for such matters as Ave., N.W., Washington, DC
legal descriptions and soil engineering. Ac- 20006; 202-626-7300;
cording to the American Institute of Archi- www.aiaonline.com)
tects, an architect’s fees will usually run about
10% of constructions costs, more or less. Society of American
Registered Architects
The American Institute of Architects pro- (100 Pinewood Rd., Suite 2A,
vides architects with a list of suggested ser- Hartsdale, NY 10530;
vices. Ask to see the list and go through it 914-332-5430;
with the architect. Also ask to see a standard www.sara-national.org)
contract and project plan and make sure that
you understand the elements and terms of American Institute of
each. You should be clear about the method Building Design (991 Post Rd.
the firm uses to document progress on the E., Westport, CT 06880; 800-
project. This is important in case there is a 366-2423; www.aibd.org)
dispute about payments to subcontractors or
the bank that holds your construction loan is PUBLICATION
concerned about deadlines. Architectural Record
4 Architect’s
TIP: Your local AIA chapter can give you a copy of the
Qualification Statement (B431). This form
provides useful information about an architect’s
credentials.
Before you sign up with an architect, you should

verify that you will be satisfied with the four major
components of the architect’s work: design style, tech-
nical skill, cost, and quality of service.
41
4 clients
TIP: Good architects are as careful about selecting
as clients should be about selecting architects. Ar-
chitects know that good design is a collaborative effort.
Red Flags
Architectural design is, in large part, a conversation.
If, during the interview process, you sense that the ar-
chitect is not listening to you, you need to find anoth-
er architect.
Avoid architects who attempt to impose their vi-
sion on your house or insist on a particular solution to
a problem.
Inability to detail specifics or provide options may
mean that you are talking with an architect who is not
detail oriented or one who has trouble conceptualizing
a project as a whole. But those two skills are what you
pay an architect for.
Today, many architects specialize. As a result, some ar-
chitects may choose not to bid on your project because
they prefer doing a specific task or focusing on certain
design problems.
It is not reasonable to expect a guarantee or war-
ranty from an architect. Architecture is art as well as
science, and even the law has recognized that it is im-
possible to insure a creative effort. You can expect ar-
chitects, however, to honor and fulfill the particulars of
your contract with them.
Trends
Many architects would rather design a house that re-
flects the present time than design a house reminiscent
of another era.
There is also a trend toward considering individual
structures as parts of neighborhoods, and neighbor-
hoods as small communities within the larger commu-
nity. Practically speaking, if you want a glass box but
42
the neighborhood is filled with farmhouses, the archi-

tect may try to convince you that your glass box—and
perhaps you—would be happier in another setting.
Insider Fact
Experienced architects know that making drawings is
not making buildings and that manipulating machin-
ery is not solving problems. These architects worry
about the current emphasis placed on the computer in
the design process, believing that the computer is a
means to an end, not vice versa, but they acknowledge
that the computer has speeded up production and has
allowed architects to create forms previously nearly im-
possible to design.
See also Building Contractors.
PANEL OF INSIDERS
James Castanes Thom Greene James Olson

Castanes Architects Greene & Proppe Olson Sunberg Architects
Seattle, Wash. Design Inc. Seattle, Wash.
Chicago, Ill.
Leland Cott Edward J. Seibert
Bruner Cott & Associates Milton Grenfell Seibert Architects
Cambridge, Mass. Grenfell Architecture Boca Raton, Fla.
Charlotte, N.C.
Joseph Eiffert Samuel W. Van Dam
Loveless Eiffert & Diana L. Hoffman Van Dam & Renner
Golphenee Hoffman Associates Architects
Bellevue, Wash. Summit, N.J. Portland, Maine
Don Goo Patricia Motzkin

Wimberly Allison Berkeley, Cal.
Tong & Goo
Honolulu, Hawaii
43
Chapter 6
Attorneys
he business of the United States is busi-
T ness. That was the old version. The new

version might well be that the business of
the United States is law. There are now
nearly a million lawyers in the country
handling 100 million cases filed each year. (Most of
these cases are civil suits relating to divorce, property,
or automobile injury, although over the past 20 years,
there has been a 75% increase in the number of crimi-
nal cases filed.)
The practice of law has changed dramatically in
this country in the past century. Going to court to re-
solve issues was once taken as a sign of near incompe-
tence among law professionals. Today the American
Bar Association merely suggests that members should
avoid frivolous suits. The old legal ideal that the
lawyer’s loyalty was to the law itself has apparently
changed; the new legal realism now maintains that the
attorney’s job is to represent his or her client as zeal-
ously as possible. It appears that we Americans are in
favor of this approach and want to believe that many of
life’s problems have a legal solution. The best legal
minds, however, will tell you to exercise some caution
before seeking the services of a lawyer.
Where to Begin
The experts say that the first question you should ask
yourself is, Do I need a lawyer at all? You may have
other alternatives:
■ Many typical consumer problems, such as those relat-
ed to obtaining and using credit, are governed by
45
federal rules, not case law requiring a lawyer’s knowl-

edge or interpretation. For example, the Fair Credit
Billing Act provides for a specific procedure that
creditors must follow in resolving consumer com-
plaints about such things as an unauthorized charge
to your bill or a charge for goods or services that
weren’t delivered to you or weren’t accepted by you
in accordance with your agreement with the seller.
■ If your car requires repairs that you think the manu-
facturer should pay for, you can seek redress first
from the dealership, then from the manufacturer,
and if that strategy fails, you can complain to your at-
torney general’s consumer-protection office; nearly
all the states and the District of Columbia have lemon
laws, although their provisions vary.
■ If negotiation with the source of your difficulties fails,
then you might want to seek mediation (by which you
reach mutually acceptable terms) or arbitration (if
you can’t agree, the arbiter can rule on the case). To
find a mediator, consult your local bar association,
county clerk, city attorney general’s office or a neigh-
borhood citizens’ dispute-settlement center. You can
find an arbitrator through the American Arbitration
Association (800-778-7879; www.adr.org).
■ Or, you could resolve your problem in small-claims
court, if the damages that you’re seeking are below
your state’s small-claims limit (which vary from just
$1,000 to as much as $25,000).
Even if you ultimately seek the assistance of a

lawyer, you can use many of the resources listed below
to educate yourself about your options, which will ulti-
mately save you time and money.
All of that said, if the property or relationships in
question are significant or you will be living with the
disposition of it for a long time (such as in a divorce
where children are involved), a lawyer can save you
money and trouble. In a criminal action, a lawyer
is essential.
Some states require lawyers to handle real estate
transactions, while others permit closings to be han-
46
Chapter 6 ATTORNEYS
dled by brokers. Depending on the amount of money

involved and the complexity of the real estate deal, a
lawyer’s fee might be a good investment anyway. You
can do your own will, although you may be asking for
legal problems if you don’t do it right (see the discus-
sion of estate planners beginning on page 155). Traffic
court you probably can handle on your own.
STATS AND FACTS: Popular press to the contrary, suing

is not a good get-rich-quick tactic, even if you’ve been
injured or think that you have. The average amount a
plaintiff sees in a personal-injury settlement is closer to
$50,000 than to several million. Also consider this:
Contingent attorney’s fees typically consume 30% to
40% of the settlement and additional legal costs may
consume even more. As lawyers have been known to
say, “No one ever wins a lawsuit.”
Once you have determined that you need an attor-

ney, ask for recommendations from friends, co-work-
ers, and neighbors who have recently used legal
services. (It’s important to keep in mind that most
lawyers these days are specialists. Lawyers who special-
ize in business law, no matter how well qualified they
are to practice business law, may not know much, if
anything, about adoptions and will probably not want
to handle one.)
Moreover, when it comes to legal services, studies
have shown that consumer satisfaction is often related
to the type of problem that brings the client to the
lawyer’s office in the first place. Clients usually express
greater satisfaction about their attorney’s performance
in adoptions than in divorces or criminal proceedings,
for example.
If you need a lawyer to help with a business or real
estate transaction, there are a number of experts in the
community—such as bankers and accountants who
work with business lawyers—who might recommend
lawyers they respect. Other lawyers are also a good
source of suggestions. If you used an attorney to close
on a property and now need someone to handle a di-
47
vorce, the first lawyer might be able to suggest some-

one for the second job.
Folk wisdom has it that a call to the state or local
bar association will net some good prospects: Maybe so,
and maybe not. Many bar associations merely
CONSUMER RESOURCES go down their list, naming each member in
AND PUBLICATIONS turn, when making recommendations. The
state bar association can, however, tell you
National Resource Center for whether or not a particular lawyer is licensed
Consumers of Legal Services to practice in your state.
(6596 Main St., Gloucester, VA Moreover, only five states have the option
23061; 804-693-9330; of permanent disbarment, and many states
www.nrccls.org) reinstate as many as half the disbarred
lawyers who apply for reinstatement. Each
Useful Web sites include: state has its own code of ethics based on the
Nolo.com, FindLaw.com, American Bar Association’s Model Rules of
Lawyers.com, and USLaw.com. Professional Conduct.
Browsing through a copy of Best Lawyers
HALT—an Organization of in America (most libraries have a copy) can
Americans for Legal Reform give you some valuable information. In this
sponsors an Internet resources book, frequently updated, lawyers are rated
clearinghouse (www.halt.org/links by their peers. Martindale-Hubbell, a legal di-
.cfm), with a list of links to a wide rectory, is another useful resource for such
variety of legal resources. facts as the date of a lawyer’s admission to the
bar, area of e xpertise, and law school
PUBLICATIONS attended (see also the Martindale-Hubbard
Each legal specialty has its own Lawyer Locator online at: www.martindale
journal. However, Trial Magazine, .com/locator/home.html).
published by the American Trial The next step is to make calls to the
Lawyers Association, provides lawyers on your list to determine whether
an interesting look into the they handle cases like yours, how they bill for
legal mind. their services, and whether they charge for an
initial consultation.
What to Look For

Before interviewing a prospective attorney, you should
have in mind exactly what you want out of the situa-
tion that brings you there in the first place. (Do you
just want your neighbors to pay for the damage to
your fence caused by their building contractor, or do
48
Chapter 6 ATTORNEYS
you want reparation and a good relationship?)

What approach do you want to take to solve the
problem? It is important to choose a lawyer whose
style matches the job to be done—and your own
style. There is a difference between a lawyer who is
like a tenacious pit bull when representing the
client’s interests and a lawyer who is intent only on
getting his or her own way. Good lawyers are flexi-
ble, because matters that come to a lawyer’s attention
are seldom black and white, and circumstances may
change in the course of solving the problem.
Lawyers need to be able to argue more than the way
they want the law to be.
After you explain your problem, let the lawyer ask
some questions. When you feel the lawyer has a good
grasp of the issues, ask, What would you recommend
for me in this situation? Open-ended questions often
elicit a great deal of information about options.
You need to know how much experience the
lawyer has in his or her field of expertise. Is the
lawyer a member of any professional organizations?
Has the lawyer written about the subject at hand?
Does the lawyer teach at a law school? Is the lawyer
board-certified by the state bar in a specialty? (Not all
state bars certify, but certification might mean special
competence.) How often does the lawyer handle cases
like yours? Will the lawyer give you references?
4 show
TIP: A lawyer who has sample documents on hand to
you probably handles a fair number of cases like
yours and won’t have to charge you as much to pro-
duce boilerplate documents.
It is also wise to ask how long the lawyer thinks it

will take to resolve your problem. Also ask, What are
all the possible outcomes? How often will the lawyer be
in touch with you to inform you of the progress of your
case? What kind of information will the lawyer be giv-
ing you? (No lawyer should make any vital decisions
without discussing them with you.) Who will be work-
ing on your case? Some lawyers offer the client the op-
49
Because fees tion of doing some of the work, such as delivering doc-
are probably uments, to cut costs.
Ask whether an associate of the law firm could han-
the most dle your case. The fee might be 20% to 50% less if an
frequent cause associate, rather than a partner, works with you.
Now is the time to ask about fees. Because fees are
of difficulty probably the most frequent cause of difficulty between
between attorneys and clients, it is important to be clear at the
outset about expectations. Ask how the lawyer charges
attorneys and and how often you should expect bills; whether there
clients, it is will be any charges for such services as delivery of doc-
uments in addition to the fees; whether the bills will be
important to itemized; and whether the lawyer is willing to put de-
be clear at the tails about fees in writing.
outset about STATS AND FACTS: In law, time definitely is money.
expectations. Rates for legal service now average $100 to $500 dol-
lars per hour—unless you happen to be a performer
or an athlete, in which case your attorney will earn a
percentage of what you make.
Lawyers typically bill hourly, but some charge a flat

fee for some services or, in the case of a personal-injury
claim, work on a contingency basis. If the lawyer will be
billing hourly for your case, ask what is the smallest
part of an hour for which the lawyer will be charging
you. Lawyers bill in one-tenth, one-sixth, or full-hour
increments. You will save money if the lawyer bills in
smaller increments of time. More and more lawyers
are quoting flat fees, particularly for simple cases and
those for which they have a clear idea of how much
work will be required.
In personal-injury suits, a contingency fee is com-
mon; the attorney gets a percentage (typically any-
where from 10% to 35%) of the amount awarded the
client. Most states do not permit lawyers to work on
contingency in divorce or criminal cases.
If you opt to join a prepaid legal service, make sure
you understand what kind of service you will get. For
about $100 to $150 per year, such plans may allow un-
limited consultation with members of their legal staff,
50
Chapter 6 ATTORNEYS
many of whom are lawyers who work for other firms

and freelance for prepaid firms. One possible problem
with a prepaid service is that the lawyer to whom you
are assigned may not be the best lawyer to handle your
specific type of problem; make sure that you can
change to another. Because most people are never in-
volved in a lawsuit, such insurance is generally a poor
investment.
Good lawyers will outline in advance all the costs,
issues, options, and risks for the client. They also will
work with the client to develop a plan with a goal and
then take timely actions to meet that goal. The client
should receive frequent reports about the progress of
the case and notification of any modifications to the
original plan. If a lawyer is unwilling to work in this
manner, you should look elsewhere for the service
that you need.
At the end of the interview, you should ask your-
self, Is this someone with whom I can be open and
honest? How well does the lawyer communicate? Do I
have the feeling this lawyer will work for me and not
for him- or herself?
Red Flags
If, during the interview, the lawyer makes what seem
to be unrealistic promises, you should keep interview-
ing. Lawyers who overpromise are likely to be under-
estimating the problem or overestimating their own
ability to deal with it.
Lawyers who talk more about the latest hot legal
topic than they do about your problem may not be
right for you. Great skill in theory and expertise in
practice are not always found in the same lawyer.
If the lawyer seems to have a better understanding
of the other person’s position or seems to identify more
naturally with the other side, there may be a conflict of
interest the lawyer hasn’t mentioned.
Unfortunately, most clients don’t know they are
getting poor legal service until they are already work-
ing with a lawyer, say the experts. Signs that an
51
earnest talk with your lawyer is needed might include

phone calls that aren’t returned, documents that look
sloppy, billing at the lawyer’s rates for what is clearly
paralegal work, or any breach of the guidelines set up
in the interview.
It is important to talk with your lawyer if you be-
come uncomfortable with any strategies being used or
if your lawyer doesn’t seem to remember your case or
the status of your case when you talk.
In the U.S. the law emphasizes the rights of the indi-
vidual, and new laws are establishing new “rights” all
the time, particularly in areas such as injury, fraud, dis-
crimination, and contracts. Although we function in a
legal system that is the envy of much of the world, we
also live in a real world where, for every action, there is
usually some kind of opposite action. In the case of
American law, our ability to pursue legal satisfaction of
PANEL OF INSIDERS
W.D. Cross Peter Peterson Lisa Schultz

Morrison & Hecker Clark, Mize & Linville Schultz Law Firm
Kansas City, Mo. Salina, Kan. Las Cruces, N.M.
Bruce Ducker Paul I. Rosenberg Anne B. Shumadine

Ducker, Seawell & Fox and Fox Mezzulo & McCandish
Montgomery Newark, N.J. Norfolk, Va.
Denver, Colo.
Sharryn E. Ross James Warden
John Howie Ross, Martel & Silverman Blackwell Sanders Matheny
Howie and Sweeney Boston, Mass. Weary & Lombardi
Dallas, Tex. Overland, Kan.
Thomas Scott
Ralph I. Lancaster Jr. Bullock, Scott, Neisig Raymond Wexler
Pierce Atwood & Owens Kirkland & Ellis
Portland, Maine Midland, Tex. Chicago, Ill.
52
Chapter 6 ATTORNEYS
our rights usually results in huge expense and stress. Many of the
Many lawyers, well aware of the fact that it can take best legal
a civil case several years to go through the courts, en-
courage clients to consider resolution through media- theorists and
tion or arbitration. In fact, many states require that practitioners
some issues, particularly divorce, be handled by a me-
diator, whose job is to listen to both sides and make believe that
suggestions about resolution. it is only the
extremely
Trends rare case that
If the so-called English rule becomes law in this coun-
try, working out solutions before going to court will be- should ever
come more than a good idea. The change would go to court.
require that both lawyers and clients carefully evaluate
the merits of every case before pursuing legal remedy
and that mediation and arbitration be used much
more frequently. In fact, most states have already gone
to mandatory mediation in child-custody cases, and
many of the best legal theorists and practitioners be-
lieve that it is only the extremely rare case that should
ever go to court. Besides, as these professionals point
out, in court what is a judge but a mediator?
Insider Fact
In most states lawyers pay into a protection fund, cre-
ated from bar dues, for clients who have been taken
advantage of by unscrupulous lawyers who have kept
unearned advances or stolen client funds. Any dissatis-
fied client can file a complaint against a lawyer with the
state bar association. Although the bar will typically
prosecute the lawyer and award damages only in egre-
gious cases in which obvious irreparable harm has
been done to the client, state bars are sensitive to pub-
lic perception of the legal profession.
53
Chapter 7
Automotive-
Repair
Technicians
he typical new car is a computer on wheels.
T As many as 15 computers control such

functions as the speed of the windshield
wipers, sparkplug timing, and the antiskid
function of the brakes. In fact, automotive
technicians will tell you that the owners of recent-model
car have more computing power at their fingertips than
the early astronauts had to pilot their spacecraft.
Today’s automotive-repair technicians have had
extensive electronics training, and they use this infor-
mation and training to diagnose trouble in the engine,
ignition, electrical and fuel-injection systems, power
train, transmission, differential, lubricating system, the
front axle, wheel suspension, steering mechanism and
braking system.
Where to Begin
There are several kinds of automotive-repair shops
and each type offers a little different kind of service:
Car-dealer service departments stock most parts for the

automobiles they sell. In addition, dealer service de-
partments are usually well supported by the automo-
bile manufacturers themselves, who provide frequent
written updates about technical problems and send
representatives to train and work with technicians in
the dealership service departments. The manufactur-
ers also work with those service departments to cover
warranties. So, if your car is still under warranty, your
first stop for regularly scheduled maintenance and re-
pairs should be a dealership, though not necessarily
55
The key to the one from which you bought the car.
finding a good Often dealerships have a so-called secret warranty
arrangement with the manufacturer. Under these se-
mechanic is cret warranties, the manufacturer will pay the dealer-
to look before ship to fix problems found in specific makes and
models after purchase, even if the car is otherwise out
you need one. of warranty. The problem is, dealership service de-
partments rarely tell customers about these war-
ranties. If something goes wrong with your vehicle,
ask the dealership if there is a policy adjustment avail-
able for your particular kind of vehicle. (See “Con-
sumer Resources,” below.)
Service stations and general repair shops are typically

owned or managed by independent technicians and
mechanics. These technicians may or may not have ac-
cess to all the equipment found in a dealership service
department. However, many of these mechanics are
excellent generalists, and they often charge much less
than will a dealership service department for out-of-
warranty repairs.
Specialty shops are just that—shops that perform only

one kind of repair, such as brake service, change of oil
or other lubrication, or a limited range of repairs. You
can get quick and competitively priced service in these
shops, but the emphasis is often on replacement rather
than repair.
Mall automobile service departments are nearly always

associated with a mass merchandizing outlet, such as
Sears. Replacement parts in these shops are frequently
discounted and the technicians are usually well
trained. However, the emphasis is on services that can
be done quickly.
The key to finding a good mechanic is to look be-

fore you need one. Read your car maintenance manual
and give yourself a month in advance of your next sug-
gested servicing to check out garages.
You can generate a list of automotive repair techni-
56
Chapter 7 AUTOMOTIVE-REPAIR TECHNICIANS
cians by asking friends and colleagues about the

garages they use. Members of local car clubs and peo-
ple who collect cars are another source of names.
A phone call to the Better Business Bureau can as-
sure you that no complaints have remained unresolved
against any of the garages on your list. Ask specifically
about what kind of complaints were filed and how
those complaints were handled. (Anyone can file a
complaint, justified or not. Resolution of complaints is
a better guide to quality of service.)
It’s a good idea to see how a shop performs on a
small service, such as an oil change, or a minor repair
before you need a major repair. If the shop completes
the small service on time, returns your car to you
clean, and offers a warranty on certain repairs and ser-
vices, it is worth considering.
STATS AND FACTS: We Americans spend nearly $90

billion each year to fix our cars. Furthermore, more
than 12% of a typical family’s disposable income goes
to owning and maintaining its vehicles.
What to Look For

When looking for a good mechanic, you can judge by
presentation, at least in part. A clean, organized facility
with modern equipment in the bays is an indication of
the quality of work and care you can expect. Look at
the vehicles in the parking lot. They should be equal in
value to your own car.
The staff should be courteous and able to answer
your questions. You should ask:
■ How long has the garage been in business? Longer is
definitely better. Happy repeat customers are what
keeps mechanics in business.
■ Will the garage charge you separately for diagnostic
fees? This is fairly common these days when electron-
ics are the backbone of most vehicular systems and
the equipment to find out what is going on under the
hood costs a small fortune.
■ What are the shop’s labor rates? Repair shops usually
57
charge by the hour. Those hourly rates vary by type

of car, type of service provider, and region.
■ What methods of payment are acceptable? If you have
found an independent repair shop where the only
acceptable form of payment is cash, exercise some
caution. The mechanic may be trying to circumvent
local laws and regulations governing repair shops.
Ask about the business license.
■ Does the shop guarantee its work? Although there is
no standard warranty for repairs, you might ask
whether the repair shop is a member of the Motorist
Assurance Program, sponsored by the Automotive
Maintenance Repair Association. This program sets
standards for service that cover such areas as person-
nel training, inspections, written estimates, work au-
thorization by vehicle owner, warranties, and
classification of parts as new, remanufactured, re-
built, or used. This organization suggests a limited
minimum warranty of 90 days or 4,000 miles cover-
ing parts and labor.
■ What are the training and the background of the
shop’s service technicians? Are they certified by the
The National Highway Traffic Safety Technology Dr., Suite 2, Herndon, VA

Administration’s Web site 20171; 703-713-3800; www.asecert.org)
(www.nhtsa.dot.gov) is a treasure trove of
information for owners of vehicles. National Automotive Technicians
At the Web site you can access an Education Foundation (13505 Dulles
automobile safety hotline, information Technology Dr., Herndon, VA 20171;
about crash tests, vehicle equipment, and 703-713-0100; www.natef.org)
other research and development topics,
and conduct a search of summaries of PUBLICATIONS
Manufacturers’ Technical Service Bulletins Automotive Body Repair News
by single year, make, and model. Motor Age
Motor Magazine
National Institute for Automotive Collision Repair Industry Insight
Service Excellence (13505 Dulles Body Shop Business
58
National Institute for Automotive Service Excellence

(ASE)? Look for trade-school diplomas and certifi-
cates of advanced courses, as well as customer-service
awards. Certification of technicians by ASE is not easy
to obtain. One-third of those who take the test fail.
Those who pass all eight ASE exams (for such special-
izations as parts, engine machining, and collision re-
pair) earn the designation of master auto technician.
■ Do the shop’s technicians specialize in particular auto-
motive systems or repairs? Many technicians special-
ize these days. Ask whether the garage specifically
handles the kind of repair you need and whether the
technician who will be working on your car is certi-
fied to do the kind of repair you need done.
Talk with the owner or manager of the shop. Ask

for a tour. Inquire about the kind of repair information
(manuals, CD-ROM systems, technical hotline access)
available to technicians. Talk with some of the techni-
cians. A shop that is too busy to deal with a prospective
customer is probably too busy to do a good job for the
customers it has. Find out about the shop’s warranties.
Most shops offer some kind of warranty on parts or
labor or both.
4 TIP: When you take your car in for repairs, describe

the symptoms but don’t try to diagnose the illness. In
the first place, that is, of course, the technician’s job.
But, like some medical doctors, auto technicians can be
influenced by your call and may, without consciously
meaning to, want to reflect well on your judgment.
Red Flags
It should be standard policy for a service writer to give
you a written estimate of the cost of the proposed re-
pairs. The shop should also call you after the diagnos-
tics have been run to let you know the results of the
tests. You should request approval of any changes to
the estimate that exceed 10% of the original total.
A reputable shop will be willing to give you the
59
names of some customers as references. Beware the

shop that cannot or will not provide these names.
4 you.
TIP: A reputable shop will also keep all the old parts for
In addition to being an obvious visual check on
work done, this parts return is also a subtle guard
against the temptation for a repair shop to replace a
good working part so that it could be resold.
Sometimes it takes more than one try to solve a

problem. A good garage will want to retain your busi-
ness by keeping at the problem until it is fixed. One of
the best ways for you to ensure that the problem is re-
solved is to test-drive the car after the repair and be-
fore you pay the bill. If you feel that the problem has
not been corrected, leave the car at the shop.
Nearly 80% of customers who purchase car service
today are women. Many shops now hire female auto-
motive experts, offer courses in car maintenance for
their customers, and provide comfortable waiting
rooms, sometimes with play areas for children. If this
level of service is available to you, it is unnecessary to
settle for less.
A good technician will try to provide the maintenance
necessary to prevent major and costly breakdowns.
Your best guide to these suggested repairs and mainte-
nance checks is your owner’s manual.
Many states, counties, and cities have laws that gov-
ern auto repair. State consumer-protection offices have
information about these laws. Some states, for exam-
ple, have car-repair laws that mandate a ceiling on the
cost of certain repairs, require that the hourly rate
charged by shops must be posted in those shops, and
prohibit the installation of used or rebuilt parts in your
vehicle without your knowledge.
If you can’t resolve a repair problem with the dealer-
ship or the repair shop, contact your local or state con-
sumer-protection office for advice on how to proceed.
60
4 TIP: One of the best things you can do for your car,
yourself, and your auto technician is to keep a good
vehicle-repair history. This history is as helpful to an
auto technician as a medical history is to a physician
and for the same reason: Most problems do not just
suddenly materialize. Furthermore, the repair history
can suggest possible weak systemic points the techni-
cian should keep an eye on.
Trends
Many automotive professionals are concerned about
the decreasing number of qualified technicians. Tech-
nicians today need to pursue a college-prep track in
high school and complete at least two years of specific
training at an accredited trade school. Before going
out on their own, they should spend at least five years
working with a certified mechanic. This system pro-
duces highly trained technicians, but, unfortunately,
fewer people are willing to invest the time and money
it takes for the training. Such training is ever more im-
portant, because although cars have become more reli-
able and are generally running longer and better,
when they do have a problem, the automotive systems
are so complicated that it takes a great deal of skill and
expensive equipment to get to the heart of the prob-
lem and to fix it.
STATS AND FACTS: There are only about 400,000 certi-

fied auto-repair technicians in the U.S. The rate of
technicians to vehicles has dropped from one techni-
cian for every 73 vehicles in 1950 to one technician for
every 142 vehicles today, according to a report issued
by the National Association of Attorneys General.
Continuing education is necessary in this fast-mov-

ing field. Many technicians are concerned about a
trend among the Big Three (Ford, General Motors,
and Chrysler) to substitute videotapes for the live in-
structors they used to send out for in-house training.
Although the videotapes are fine as far as they go, they
61
can’t replace watching someone actually work through

a problem. They won’t touch on all the questions that
arise, and technicians lose out on opportunities for
hands-on (“Feel the torque?”) learning.
STATS AND FACTS: Nearly 80% of all repair work goes

to independent (nondealership) shops. The do-it-your-
self repair market has steadily declined since 1982 be-
cause of the amount of computerization in automobiles
and the amount of expensive test equipment necessary
to diagnose problems.
Insider Facts
In a recent survey conducted by the National Associa-
tion of Attorneys General, it was found that very few
automotive repair shops are dishonest. Consumer
problems more often arise from poor communication
skills on the part of service technicians than from a lack
of technical knowledge.
Many automobile owners are neglecting to have
routine maintenance performed. Industry insiders note
PANEL OF INSIDERS
Henry Benis Larry Pavey Betty and Joe Torchiana

Essex Technical College Brake Parts Inc. Torchiana Automotive
Essex Junction, Vt. McHenry, Ill. West Chester, Pa.
Gene A. Gardner Ron Reiling Andy Watt

president executive director Auto Mechanics Dept.
Automotive Service Automotive Service Jefferson County–DuBois
Industry Association Professionals of Missouri Area Vocational
Elk Grove Village, Ill. Eureka, Mo. Technical School
Reynoldsville, Pa.
Tom Mettner Peter Sullivan
president Progressive Diagnostics
Council of Advanced Co.
Automotive Trainers Bellaire, Tex.
Lawrenceburg, Ind.
62
that poor maintenance results in unsafe vehicles, air

pollution, and higher repair bills. As one expert said,
“The average car costs about $30,000. What other in-
vestment that costs this much would you not maintain?”
The best thing you can do to maintain the life of your
car—and your own confidence and convenience—is to
adhere to the schedules for recommended mainte-
nance as outlined in your owner’s manual.
63
Chapter 8
Bankers
T
hirty years ago if you said “banker,” most
Americans would have pictured a conser-
vatively dressed man behind a mahogany
desk. Today, the same word may evoke an
image of an ATM machine or a computer
screen. A generation ago your banking options were
few: You could open a savings account and a checking
account, get a loan, or rent a safe-deposit box. Walk
into a bank today, however, and you are faced with
nearly as many choices as a mall shopper. Instead of
signing up for the checking account, you must select
one from as many as six or eight different kinds. Sav-
ings accounts have also come a long way. In addition to
passbook savings accounts, a bank representative
might talk with you about certificates of deposit,
money-market deposit accounts, and Christmas clubs.
Credit cards, trust and investment advice, and home-
equity loans are other services likely to be presented
for your consideration.
Where to Begin
Before you go shopping for a bank and a banker, de-
cide which services you need. Location and hours of
service are not the issues they once were. Bank
branches are found in major grocery chains, malls,
and office buildings. ATMs seem to have sprouted on
every corner.
Fees, however, are an important consideration.
Fees have increased dramatically over the past five
years, and customers are now charged for services pre-
viously given free of charge. This increase is due to
65
higher rates for overdrafts, bounced checks, and check

photocopying, plus new charges for such services as
using the ATM or depositing coins. Some banks even
charge when you make a deposit.
4 inTIP:this
Bank rates are not cast in stone. The 10,000 banks
country know they are competing for your
banking business not only against one another but also
against credit unions, savings and loan companies,
stock brokerage firms, and insurance companies.
You can begin your search for a bank and banker

by telephone. Compare fees, loan rates, and the inter-
est amounts paid on savings accounts from several in-
stitutions. It would be unusual for the same bank to
offer both the lowest loan rate and the highest savings-
account interest in town. Many banks offer packages of
services, and the more banking services you use, the
better the rates you will get.
It is important to think ahead. Establishing a good
relationship with a banker now can expedite a car
loan later.
What to Look For

There is more to banking than money. All banks offer
the same services, perhaps at slightly different rates,
but the real bargain in banking today is a good rela-
tionship with a banker who can serve as a personal, un-
paid financial adviser. You have a big advantage when
your banker knows something of both your business
and your personal finances.
Look for a banker who is involved in the communi-
ty. Only about 10 cents of every deposited dollar be-
long to the bank’s stockholders. A good part of the rest
of the dollar should be invested locally. A banker who is
active in the community will have a better idea about
where that money should go.
STATS AND FACTS: Seven out of ten persons in the

U.S. are self-employed or work for a small company.
66
Chapter 8 BANKERS
Many bankers worry that elimination of local banks, It is important

which have traditionally supported the small-business to ascertain
sector, is particularly damaging to this important eco-
nomic sector. whether
bankers
It is important to ascertain whether bankers who
work for large regional or national banks have local who work for
decision-making power. (Even in a large bank, loan ap- large regional
proval should not take more than 24 to 48 hours.) In
community banks it is also important to know that you or national
are dealing with someone authorized to make decisions. banks have
Modern bankers have the ability to look beyond
your financial statement to assess the probability of local decision-
your business success. Excellence in banking today re- making power.
quires the ability “to think outside the box.” Ebenezer
Scrooge might not approve, but astute bankers know
when and how to take prudent risks.
Good bankers not only value honesty and a
straightforward approach, but they model these quali-
ties. They will be both courteous and frank in their
dealings with you.
Red Flags
All bank employees should have the authority to do
their job. It is not a good sign if whoever is helping you
frequently makes a statement such as “I’ll have to
check with Mr. Smith about this.”
Typically, a customer who has only checking and
savings accounts with a bank is not a profitable cus-
tomer. So banks market other products. Availability of
a wide range of products may, in fact, benefit cus-
tomers as long as customers do not feel that good ser-
vice is tied to the number of products purchased.
Bankers are aware that their banks usually do not offer
the best interest rates in town. Many banks try to com-
pensate by offering such services as sweep accounts, in
which your money is moved daily into and out of a
67
money-market account to increase your interest.

Good banks also employ such tools as electronic
reconciliation (a process by which your bank’s version
of what is happening in your account can be compared
with your own computer’s version of that same account
when you download the bank’s information into a soft-
ware package on your machine), high-speed data pro-
cessing (to get statements out more quickly at the end
of the month), and tightly monitored account analysis
to give both the bank and the customer more timely in-
formation (the sweep account, mentioned above, is one
version of this). Many banks now support customer
downloading of statements and other documentation
through Internet links. This is a valuable service if you
are using a money-management software program,
which will allow you to download the account informa-
tion directly into the program, thus avoiding rekeying.
4 TIP: Although banks are adding branches in stores and

other convenient locations, they’re not adding space
for safety-deposit boxes, and in some markets, there’s a
“crunch” in availability of the boxes and waiting lists
for renting one. If you think you will be in the market
for a safety-deposit box, start looking for one sooner
than later.
Division of Consumer and Washington, DC 20429; 800-424-5488;

Community Affairs, Board of www.fdic.gov/consumers/consumer)
Governors of the Federal Reserve
System (20th St. and Constitution Ave., American Bankers Association
N.W., Washington, DC 20551; (1120 Connecticut Ave., N.W.,
202-452-3667; www.federalreserve Washington, DC 20036; 800-338-0626;
.gov/consumers.htm) www.aba.com)
Office of Consumer Programs, PUBLICATION

Federal Deposit Insurance The American Banker
Corp. (550 17th St., N.W.,
68
Chapter 8 BANKERS
Trends Two great

Many bankers are concerned about the trend toward bargains
bank consolidation. They believe that much financial
modernization is not modern at all, but rather is remi- in banking
niscent of the days when a few big banks dominated the today are
industry. Bankers know that increased fees nearly always
follow a merger, and that many low- to moderate-in- senior-citizen
come persons have already been forced to forgo bank- accounts
ing services because they cannot afford the increased
fees. Consolidation also frequently results in fewer loans and direct
to small businesses. Yet, bankers recognize that ours is a deposit.
mobile society and that moving is much easier for those
who deal with a national or large regional bank.
Most bankers are excited about new delivery chan-
nels, such as use of the personal computer to download
statements. Many banks now offer stock market up-
dates and financial advice online. Small-business cus-
tomers of one major national bank can access
information about personnel issues and marketing
through the bank’s Web site.
Catalog marketing has entered the world of bank-
ing. Banks that use this marketing tool usually provide
a toll-free and 24-hour service for customers who wish
to sign up for new products and services. In addition,
information about new products is often available on
the banks’ Web sites.
Insider Facts
Two great bargains in banking today are senior-citizen
accounts and direct deposit. Senior-citizen accounts,
sometimes offered to persons as young as 55, typically
have no minimum and no monthly fee. In addition, if
you sign up for paycheck direct deposit, the bank will
often waive fees.
Bank consolidations and fee increases will probably
not solve the real problem that banks are facing, which is
the drop in the amount of money that people keep in
banks. Twenty years ago customers had about 34% of
their assets in checking and savings accounts; today that
figure is 17%.
69
PANEL OF INSIDERS
J. Sue Anderson S. Joe De Haven William J. McGurk

banking consultant Indiana Bankers Association president
Topeka, Kan. Indianapolis, Ind. The Savings Bank of
Rockville
David Ballweg Jed Fanning Rockville, Conn.
president president
Community State Bank Norwest Bank John E. Rossell III
Union Grove, Wis. Las Cruces, N.M. president
Heritage Bank of Commerce
Keith Colbo Julian Hester San Jose, Cal.
Montana Independent CEO
Bankers Community Bankers Robert J. Wingert
Helena, Mont. Association of Georgia Illinois Bankers Association
Atlanta, Ga. Springfield, Ill.
Edwin Clift
Merrill Merchants Bank L. Gary Knight Thad Woodard
Bangor, Maine president North Carolina Bankers
Livermore Falls Trust Association
Co. Raleigh, N.C.
Livermore Falls, Maine
70
Chapter 9
Building
and Repair
Contractors
ot only is a house the largest invest-
N ment most of us will ever make, it is an

investment that we live in as well as
with. In addition to the economic reali-
ty that a house represents, the place we
call home is a powerful symbol.
Building contractors are aware of these facts. They
know that clients expect from them nothing less than
the ability to build a dream (clearly seen in the client’s
mind but often a little fuzzy when described to the con-
tractor). Clients also want this magic performed eco-
nomically (under bid). What most of us as clients are
less clear about is our role as the contractor’s partner
in making all this happen.
Where to Begin
Building or remodeling is as much a time problem as it
is a spatial problem. So the first questions you need to
ask yourself are:
■ What are my time constraints? Do we have to be in a
house or have the second bathroom finished before
the kids are out of school for the summer? Before a
wedding? Before winter begins and we’re facing six
months of blowing snow?
■ What is my tolerance for prolonged mess and having
my schedule interrupted? Building a house is similar
to assuming a second job. You will need to participate
in frequent site inspections. You will have to make
trips to look at product options. A remodeling will be
a near-constant disruption until it is finished.
■ How involved do you want to be? Do you enjoy doing
71
finish painting and installing lighting fixtures, or do

you just want to walk into a finished room?
■ Are you a perfectionist? Can you live with the fact
that no building or remodeling project has ever
been perfect? When will good enough be good
enough for you?
Once you have a clear idea of the kind of contrac-

tor’s partner you want to (or will) be, you can begin to
develop a list of potential contractors with whom you
might want to work.
Start by visiting houses on local homebuilders’
tours. On a home tour, seeing the work of several
builders allows you to more easily compare styles, cost,
and quality.
Other good referral sources are local architects,
landscape architects, and interior designers, who often
have strong feelings about builders and may be willing
to share their opinions. Bankers, building-materials
suppliers and subcontractors can give you names of
contractors with whom they like to work. (They will
also sometimes volunteer names of contractors who do
not meet commitments).
4 TIP: It is helpful to find out whether a contractor has a

line of credit or only a checking account with his or her
bank. A line of credit requires that a loan officer review
the contractor’s business. Loan officers are keenly at-
tuned to the fact that making money and having a
healthy cash flow are two different matters. A contrac-
tor who is strapped for cash may be unable to pay sub-
contractors or vendors, leaving you in the very
undesirable position of ending up with a subcontrac-
tor’s lien on your property or possibly having to pay
twice for the same materials or service to get your pro-
ject completed.
Friends and relatives who have recently built or re-

modeled will often eagerly share both good and bad
building experiences. Another source of referrals is a
local homebuilders’ association, particularly one that
72
Chapter 9 BUILDING AND REPAIR CONTRACTORS
requires peer review for registration. These organiza- An estimated

tions will often give you names of contractors who do 96% of
the kind of project you have in mind. Homebuilders’
associations are listed in the telephone directory as businesses
state associations, such as the New York Homebuilders’ in the
Association.
Avoid even considering working with someone who construction
shows up on your doorstep to make a pitch or who trades fail,
comes around on the heels of a fire, flood, or other dis-
aster that has affected your property. Also avoid tele- most within
marketers. Many contractors who solicit business using the first
these methods have no office other than their trucks
and are difficult or impossible to track down if you are five years
unhappy with the quality of their work. of operation.
What to Look For

Once you have developed a list of prospective contrac-
tors, plan on doing several hours of research. Consider
this time an investment in the project. Time spent now
will save you both time and money later.
Your first call should be to the local Better Business
Bureau or consumer affairs agency. It is common for
even good contractors to have an occasional complaint
lodged with the BBB. The key question to ask is, Did
the contractor resolve the complaint issue?
STATS AND FACTS: An estimated 96% of businesses in

the construction trades fail, most within the first five
years of operation. The Better Business Bureau typi-
cally receives more complaints about builders and re-
modeling contractors than about any other business
group—with the exception of retail sales shops. But
the BBB estimates that only approximately 20% of the
complaints filed against contractors are valid.
The next call you make should be to the agency in

your state that regulates the building industry. This
agency can tell you whether a contractor is currently li-
censed and registered, and how long the contractor
has been in business.
73
While you have someone at the regulatory agency

on the line, check to see whether your state has a re-
covery fund for consumers. Many agencies require
contractors to pay into a recovery fund for reimburse-
ment to homeowners who have legitimate claims
against unscrupulous contractors.
The next step is to call the contractors on your list
who have passed muster to this point. Briefly describe
to each the project or building you have in mind, and
ask two questions:
■ Do you frequently do this kind of project?
■ Can your schedule accommodate my project on my
timetable?
If the answer to each question is yes and if your

first impression is positive, make an appointment to
speak with the contractor at greater length.
4 are
TIP: Personality factors are not insignificant when you
working with a contractor over a period of several
months. Pay attention to your feelings and ask your-
self whether this is someone you want in your home
every day.
Many talented contractors are not comfortable with

too much formality. You may get a better sense of the
kind of person the contractor is and the type of job he
or she might do for you by letting the contractor ask
you some questions about what you have in mind. It is
also helpful to find out what kinds of projects the con-
tractor most enjoys doing and how he or she got into
the business.
Besides getting an idea whether this person is
someone with whom you can work, you will want to
come away from this initial meeting with answers to
the following questions:
■ How many projects does the contractor work on at
one time? Contractors who employ their own crews
probably need to have several projects going at one
time, so as not to have to pay the members of the
crew to sit around waiting to perform their special-
74
ized tasks. However, contractors who are spread too If you are
thin over many projects have a management prob- having a
lem, and they simply may not have the energy, men-
tal or otherwise, to deal adequately with the details remodeling
of your project. job done, you
■ How does the contractor stay in touch with the client?
How often would the contractor want to meet with are entitled
you? Whatever the contractor suggests should reflect to be able to
your comfort level as well as the contractor’s.
■ Who will actually run the job? Will a supervisor be on-
live through
site every day? It is best if the contractor visits the site the process—
at least once a day and more frequently during parts
of the process that are difficult to undo or redo if a albeit at
mistake is made. a reduced
■ Will the job be done on a relatively uninterrupted
basis? This is an especially important question to ask
standard
if you are having a “small” project done—that is, of living.
small in the contractor’s eyes, not yours. No job is
ever small to the homeowner. Many contractors will
begin one of these small jobs and then pull their crew
off to work on a bigger project. You need a realistic
schedule for completion of your project.
If the project is a remodel or repair, you need to

know who will be doing the daily cleanup, where
workers will park their vehicles, whether they will
need to use your bathrooms, where materials will be
stored, and what hours the workers will be on site. If
you are having a remodeling job done, you are enti-
tled to be able to live through the process—albeit at a
reduced standard of living. Although the crew obvi-
ously cannot remove all building materials at the end
of each working day, you should discuss up front
what working hours the crew will keep, which en-
trance to your home they will use, and so on. Al-
though contractors do not expect homeowners to act
as host to their crews, many customers have found
that the building or remodeling process often goes
much more smoothly and quickly if an occasional
glass of iced tea or some homemade cookies are of-
fered to the crew.
75
4 equipment.
TIP: Pay attention to the contractor’s truck, office, and
Contractors who don’t take care of their
own things are not likely to be much more careful
with yours.
Ask to see what kind of contract the builder uses. If

the builder pulls out a form that came from an office-
supply store, you may be dealing with someone who
doesn’t have much business experience. Experienced
builders will have customized contracts that reflect
what they have learned through the years, often
through sad experience. These contracts usually better
protect both the client and the contractor. A good con-
tract should indicate start and finish dates, the pay-
ment schedule (see the discussion of step payments,
below), specifics about products and materials, and a
detailed description of the work to be performed. Also
ask to see sample draw requests, which show how fre-
quently the contractor asks for and receives partial or
step payments, and job logs, which will give you some
idea of how quickly and efficiently projects are finished
National Association of Home Builders National Association of the

(1201 15th St., N.W., Washington, DC Remodeling Industry (4900 Seminary Rd.,
20005; 800-368-5242; www.nahb.com). Suite 320, Alexandria, VA 22311;
The association’s research center, which 847-298-9200; www.nari.org)
opened 35 years ago, conducts research
and analysis in areas such as product quality National Kitchen and Bath
and product development, energy conserva- Association (687 Willow Grove Ave.,
tion, land use and planning, and construction Hackettstown, NJ 07840; 800-401-6522;
methods. The NAHB is happy to share its www.nkba.org)
wealth of information with the public as
well as with member contractors. You may PUBLICATIONS
obtain information by writing or calling. Builder Magazine
National Repair & Remodeling Estimator
National Construction Estimator
76
and how skillful the contractor is at using the time of When you
the crew members. check client
4 TIP: Today, many of the best builders use video cam-
eras to document their work. This documentation can
references,
try to get
be very useful if you and the contractor disagree about
work that has not been done to certain specifications. some idea of
For example, were the pipes in the crawl space the scope of
wrapped? These discussions are more easily solved by
viewing a video tape than by hiring attorneys. the projects
the contractor
Ask whether you can also take a look at some com-
pleted projects. What means good quality to one per- completed, so
son may mean barely passable to another. that you have
Also ask for at least five client and five subcontrac-
tor references—and follow through by calling them. If
some point of
a contractor is hesitant to give you names, take this comparison.
contractor’s name off your list.
When you check client references, try to get some
idea of the scope of the projects the contractor com-
pleted, so that you have some point of comparison
with the project you have in mind. Also ask the refer-
ences whether the work was completed on time and
on budget, if problems were settled to their satisfac-
tion during the actual construction process, whether
the contractor was willing to come back to fix things
after completion, whether the contractor’s work has
stood the test of time, and whether the client would
hire the contractor again.
Try to find out what kind of experience subcon-
tractors have had working with the contractor. This
may be a challenge, as subcontractors depend on the
contractor for their livelihood. But you can ask: Were
they paid on time? Was the contractor organized? Was
he ready for their services when they arrived on site? A
contractor who does not inform a subcontractor about
a change in the timeline is going to be dealing with a
subcontractor who will not be eager to quickly return
to your project. The contractor’s lack of courtesy or
management skill is not your fault, but you may pay in
terms of an extended completion date.
77
Ask the When your list of possible contractors is narrowed

contractors to three or four names, it is time to ask for bids. It is
important to remember that these bids are going to be
to include comparable only if the contractors are, in fact, all bid-
a written ding on the same thing. This means that you must be as
specific as possible. Contractors will want to know what
description you want in terms of materials (grade, color, type) and
of what they a generally acceptable price range. You should, in ad-
dition, ask the contractors to include a written descrip-
are including— tion of what they are including in the bid and a written
and not description of what they are not including in the bid. It
might be helpful to both you and the contractors to
including— also ask for a breakout of different costs according to
in the bid. category, such as site work, cement work, electrical,
and doors and windows. Finally, some contractors will
be willing to give you a bid that lists alternatives and
their costs (metal windows versus wood frame win-
dows, for example).
There are two basic financial agreements for con-
struction projects:
Fixed-price bid. From the client’s point of view, the

good thing about a fixed-price bid is that you know
where you stand. The contractor can’t add to the fee
after the contract is signed. The drawbacks are that
you will have to pay separately for any changes you
wish to make and that a contractor will typically bid a
fixed-price bid a little higher to cover the risk of un-
foreseen problems.
Time and materials. The contractor will give you a bid

on all materials but can usually only give you a rough
estimate of the time the project will take. If the contrac-
tor uses a good recordkeeping system, this system may
be less expensive than the fixed-price contract.
You might also save some money if you do some of

the buying. Clients often can get a better deal on appli-
ances, for example, than can builders.
The typical markup (contractor’s fee) runs about
10% of the total bid on a lower-end house, about 15%
78
to 20% on more expensive houses. The markup on re- Verify the

modeling projects is usually higher than on new con- contractor’s
struction. A number of contractors are willing to
negotiate their percentage on residential projects; it insurance
can’t hurt to ask. coverage,
It is usually unwise to accept a bid that is much
lower than the other bids. Contractors have to make a both liability
reasonable profit to stay in business. A bid that is signif- and worker’s
icantly lower than all the others may indicate lack of
experience in costing a project, in which case the con- compensation.
tractor may not be able to finish what he or she begins.
If you are purchasing a lot in a subdivision owned
by a contractor and that contractor will also be building
your house, pay attention to the fine print in the con-
tract and insurance policy. Note especially where funds
will be kept. Funds should be escrowed. That way, a
builder who isn’t able to sell more than a few lots and
decides to simply renege on his loan and contracts and
leave town won’t be leaving with your money. You do
not want to live in the only house ever built in a subdi-
vision. And you do not want to have to pay off subcon-
tractors if the contractor defaults.
Before signing a contract, ask to see the contrac-
tor’s license to make sure it is current. Also verify the
contractor’s insurance coverage, both liability coverage
for damage done to your property and worker’s com-
pensation for injury suffered by the contractor’s em-
ployees. All 50 states now require contractors to
purchase worker’s compensation insurance if they
have more than one employee. However, laws govern-
ing liability coverage vary widely.
Insurance should be nonnegotiable from the cus-
tomer’s point of view. If the contractor lacks appropri-
ate insurance, you will be responsible for injuries to
anyone working on your home, for injuries to anyone
who just happens to wander around the site, and for
any damage done to your neighbors’ property during
construction or remodeling.
Before signing a contract, verify the contractor’s
home, office, and mobile-phone numbers. If some-
thing happens, you want to be able to reach the con-
79
tractor quickly. A good rule of thumb is that you

should be able to talk with the contractor within an
hour’s time.
Red Flags
Double-check a contractor who has no office and has
only a post office box for an address.
Avoid the contractor who tells you that certification
and membership in industry organizations don’t matter.
Think twice about a contractor who requires an ad-
vance. Most contractors get a 30- to 60-day credit from
suppliers, so that they can get what they need and
begin the work without cash on the table. (However, if
you are requesting custom-made products, such as,
say, custom windows, an advance for those products
may be legitimate.)
Be wary about a contract that doesn’t specify step
payments. You should be paying the contractor in
steps and only for that portion of the job completed.
Some states have laws concerning deposits and
payments for construction or remodeling. California,
for example, mandates that remodeling contractors
cannot ask for a deposit of more than 10% of the total
cost of the job or $1,000, whichever is less, unless the
contractor provides a bond or approved bond equiva-
lent or agrees to put the funds into what amounts to an
escrow account with periodic payouts until completion
of the contract.
4 the
TIP: It’s a good idea to make out a check for supplies to
supplier only or to both the contractor and the
supplier, which requires a double signature to cash the
check, to ensure that the supplier gets the necessary
payment. Most states have lien laws that state that un-
paid supplier bills are your responsibility.
It’s fine for contractors to use subcontractors, but it

is also good if the contractors have some employees of
their own. That way, the contractors have more control
over the time it will take to complete your project.
80
Contractors who are hesitant to give you a written Popular

time schedule are probably afraid they can’t meet their opinion to
own deadlines.
Worry about a contractor who has no system for the contrary,
noting the product selections you make. You don’t standards of
want to end up with the black stove, instead of the
white one, or worse yet, someone else’s white stove. construction
Also think twice about a contractor who wants you workmanship
to supervise the subcontractors. Why should you do
the contractor’s job? are much
If a contractor won’t give you instruction manuals higher now
(for appliances, furnaces, air-conditioning units, and
the like), warranties (some large housebuilding compa- than they
nies now offer a general limited warranty on the con- were in the
struction of the house itself) and a period of time
during which the contractor will return to fix problems
past.
(one year is standard), find someone else.
A good product (a well-built house, a pleasing remod-
el) is the reason you hire a contractor. But it is impor-
tant to keep in mind that the quality of the process is
going to determine the quality of the product. A com-
petent contractor will have experience, expertise, and
creativity—and good problem-solving skills. Before
you sign a contract, you should know the processes the
contractor uses to resolve conflicts, to work with the
subcontractors, and to meet his or her goals.
Trends
Many of the home products currently being manufac-
tured and used in new construction or in remodeling
require much less labor to install or use, and the quali-
ty of these products is much better than that of prod-
ucts in the past. Furthermore, popular opinion to the
contrary, standards of construction workmanship are
much higher now than they were in the past.
81
Insider Fact
By federal law, in most circumstances contractors must
give the customer written notice that the customer has
three days, without penalty, to cancel a signed contract.
PANEL OF INSIDERS
Michael K. Carden Dennis Moresco Allen Schuler

CGR president Allen Schuler Builders Inc.
Birmingham, Ala. California Building Industry Louisville, Ky.
Association
Amy L. Glad Sacramento, Cal. Todd Swanson
executive vice-president Bio-Hab Handcrafted
Building Industry Association Jud Motsenbocker Earthen Homes
of Southern California Jud Construction Durango, Colo.
Diamond Bar, Cal. Muncie, Ind.
Arnold Tritt
Ann E. Grasso Pam Paris executive vice-president
AE Grasso Spatial Design Home Builders Association Northwest Florida Builders
Consultants of Northwestern Colorado Association
Providence, R.I. Grand Junction, Colo. Jacksonville, Fla.
Jim Kuhn John Ryan Kevin Wallace

Consolidated Construction Wright-Ryan Construction president
Group Portland, Maine Wallace Remodeling
St. Louis, Mo. San Francisco, Cal.
82
Chapter 10
Camps
he days when a healthy dose of poison
T oak, a midnight hunt for an nonexistent

animal, and a diet of hot dogs and
s’mores constituted the typical camp ex-
perience are long gone.
More than 8,000 summer camps now offer an esti-
mated 5 million annual campers opportunities to
build memories around languages, sports, computers,
music, living history, and outer space, as well as
around campfires.
To be sure, the $2 billion camping industry still
provides today’s campers some traditional souvenirs:
increased confidence, new survival skills, new friends,
and new insights about themselves, their families, and
the part of the world they usually inhabit. But campers
now collect these souvenirs in a variety of settings.
Where to Begin
First-time campers learn that it helps to have some
idea of what you are looking for before you set off to
find a snipe in the woods. Similarly, it is helpful to
know what you want in a camp before looking for one.
You should also set out early on the hunt. November is
not too soon for the following summer. Many of the
best camps are booked by January.
First, you should know that, although there are a
few camps that take children as young as four years of
age, the average age of a first-time camper is seven or
eight. If you are considering a boarding camp, your
child should have already had some experience
spending the night away from home with relatives or
83
friends. The ability to make friends easily is also a

plus, although many children find they are able to
make friends more easily at a camp than at home. Fi-
nally, it really helps if your child wants to go to camp.
In fact, most camp directors suggest that the child be
involved in the camp selection process from the begin-
ning. If you and your child look together at the
brochures the camps send and visit the camps as a
family, you will have a pretty good idea of what ap-
peals to your child.
Many camp directors suggest that a child try a two-
week camping experience instead of a six-week or eight-
week stay the first time. Or perhaps a day camp would
be the best kind of first-time camping experience.
Keep in mind that camps don’t expect perfection
from kids. What they hope for is a good fit between
their styles and the kids who come to their camps.
Some camps stress competitive sports or character-
building goals. Then there are camps that just want the
kids to have a good time.
Sending a child away from home is a big deal to
parents, too. Before deciding on a camp, ask yourself a
few questions:
■ How long can I stand for my child to be away from
home?
■ How can I keep in touch? (Many camps have no
phones.)
■ How far away is too far?
■ Am I going to be able to handle the fact that there are
no hot water showers?
Once you and your child have a good idea of what

it is you are looking for (as long as it isn’t a miracle),
chances are good you will find it. You can begin by
asking other parents for their recommendations. The
Parent-Teacher Association at your child’s school may
have a list of camps other families have tried and
liked. Camp fairs, which are often sponsored by
schools, scouting groups, or other organizations that
work with or for children, are another source. So are
professional camp advisers. Some of these advisers,
84
Chapter 10 CAMPS
who can be found online, occasionally in the Yellow

Pages, or in magazine advertisements, provide their
services free of charge, but they do receive a commis-
sion from the camps they recommend. Others charge
a fee and receive no commission.
The American Camping Association (see the box
on page 86) has accredited about 2,000 camps on the
basis of health, safety, and program-quality factors.
This organization publishes a list of accredited camps
by geographic area. This guide is useful if you are
looking for detailed information about specific camps.
The National Camping Association (also in the
box on page 86) provides referrals worldwide and re-
ceives commissions from camps. It is not an accredit-
ing association.
What to Look For

To be licensed, a camp has to meet state health and
safety standards. Licensing and accreditation are two
different matters, however. You may feel better about
your child attending a camp that is periodically in-
spected by an independent and knowledgeable organi-
zation, such as the American Camping Association, as
well as by state inspectors. In some states, short-term
camps, such as one-week sports camps or day camps
run by city recreation departments, are not required to
have permits or licenses.
Generally speaking, camps that cost more are
probably going to provide more physical comfort and
more activities. But many of the less expensive camps
run by scouting organizations, churches, and the
YMCA will offer the opportunity for your child to
meet children from different cultural and economic
backgrounds.
4 TIP: Make sure you understand exactly what the camp-

ing fee covers. Many camps charge extra for such
things as laundry and equipment use.
Staff ratio is important. For campers under the
85
age of 12, there should be a counselor-to-camper ratio

of about 1 to 6. For campers older than 12, a 1-to-8
ratio is fine. Ask how the camp figures the ratio. Some
include office and kitchen staff to lower their
CONSUMER RESOURCES ratios. You should be specific and ask what
AND PUBLICATIONS the ratio is at night, when a higher ratio
might be acceptable, and for activities such as
American Camping Associa- swimming, canoeing, and hiking, where a
tion (5000 State Rd. 67 North, lower ratio might be desirable.
Martinsville, IN 46151: You probably will not be able to meet
765-342-8456; www.acacamps.org) your child’s counselor if you visit a camp off-
season, but you should be able to meet the
National Camping Association camp director. It is a good sign if the director
(P.O. Box 537, 610 Fifth asks you and your child a number of ques-
Ave., New York, NY 10185; 800- tions about what you want and expect in a
966-2267) camping experience. A good director should
address any concerns you and your child
PUBLICATIONS have about such common camper worries as
Camping Magazine what will happen if the child becomes home-
Camp Management sick, what kind of food the campers will eat,
or what happens if a child doesn’t want to
participate in a certain activity.
It’s a good idea to take a list of questions with you
to the camp for the first visit. Questions that parents
commonly ask are:
■ Where do most of your campers come from and how
many of them are repeat campers? The more repeat
campers, the better.
■ How do you hire and train the counselors?
■ What are the ages of the counselors? Some camps
have counselors as young as 15 or 16. Many employ
college students. Again, the ratio of younger to more
experienced counselors is worth checking; the more
experienced counselors, the better.
■ What is the camp philosophy? Does it jibe with your
expectations for a camp? Does the camp philosophy
tend toward wanting campers to learn skills or just
have a good time? Do the staff seem to want to fit
the camper to the philosophy or the philosophy to
the camper?
■ Do you have any medical staff onsite at the camp?
86
Chapter 10 CAMPS
How sick does a child have to be before you call the

parents? Are all staff trained in the essentials of first
aid and CPR?
■ Can my son bring his favorite stuffed animal?
■ Can my daughter be in a tent with her best friend?
■ How do you train your staff? Some camping profes-
sionals worry about camps that outsource training of
their staffs. These professionals believe that with out-
sourced training, neither the camp director nor
camper parents really know about the type or quality
of training.
■ How many of the staff return year after year? Again,
the more the better.
While visiting the camp, take a look at the kitchen

and the infirmary and check out the equipment to
make sure it is in good repair. Although standards for
cleanliness are typically somewhat more relaxed at
camp than at home, overflowing garbage cans and re-
ally scummy showers are unacceptable in either place.
Although it would be difficult to spend enough time to
check every piece of equipment used by the camp, a
very lax attitude toward both safety and upkeep is sug-
gested by rowboats or canoes without flotation devices
for passengers, a bus without a current safety inspec-
tion, and holes and rips in tent canvas.
Red Flags
A camp office that does not return your phone calls or
respond to your letters in a timely fashion may be care-
less about other things.
Similarly, watch for the little things when you visit a
camp. If there are no signs or a map to show you where
the office or infirmary is, campers may wonder also.
Reasonable security is important. See how long
you can wander around the camp before someone
asks who you are.
If the staff seem more eager to show you new facili-
ties than to talk about the quality of interaction, look
elsewhere. Also, reconsider the camp if the director
87
over-promises the positive changes you will see in your

child after a summer at the camp.
It may be worth a call to the state licensing agency
and to an independent accrediting agency to make sure
that no complaints have been filed against the camp.
Finally, if you don’t think you would be happy at
the camp, there is a good chance your child won’t be
happy there either. (Make some allowances for the facts
that kids and adults don’t always view the same experi-
ences as fun, and adults often want more physical com-
fort than do children.)
Camps that specialize in one activity (golf, basketball,
sailing) can be intense. If your child is only sort of in-
terested in baseball, a more broadly based camp might
be a better idea. Although the trend today is toward
specialty camps, many camp directors still think there
is much to be said for the traditional camp experience
that provides something for just about every kid.
Trends
Family camps, where parents golf, teenagers hike or
hang out, and the younger children do some im-
promptu drama, are becoming increasingly popular.
It is also now possible for parents to go away to
camp and leave the kids home. Adult camps offer such
experiences as manning a simulated space mission,
working on an archeological dig, rounding up cattle,
rock climbing, learning to play a musical instrument,
or woodworking.
Insider Fact
Financial aid isn’t just for school-based education any-
more. Foundations, social-service organizations, and
even camps themselves offer financial help for camp-
ing experiences.
88
Chapter 10 CAMPS
PANEL OF INSIDERS
John H. Hedbavny Mary Murphy Drs. J. Thayer and

executive director Camp Rising Sun Candice L. Raines
Camp Sloane YMCA Rhinebeck, N.Y. Challenge Wilderness Camp
Lakeville, Conn. Rutland, Vt.
Timothy J. Millbern
Don Johnson Camp Hazen YMCA Ron Ward
Camp Calumet Chester, Conn. Camp Berea
West Ossipee, N.H. Bristol, N.H.
Dave Peterson
Missy Long Cape Cod Sea Camp Bob Wipfler
Chenoa Brewster, Mass. Kingswood Camp for Boys
Manchester, N.H. Bethesda, Md.
Gregory C. Pierce
owner/director
Camp Birchmont
Wolfboro, N.H.
89
Chapter 11
Career
Counselors
and Personal
Coaches
I
t was the best of times, it was the worst of
times. Although Charles Dickens had a differ-
ent kind of social upheaval in mind when he
penned those words, they apply equally well
to the present world of work. Today the aver-
age number of job changes over a work life is five to
eight. Today’s employees, even those who are well
paid and relatively happy in their jobs, are aware that
they can no longer look to companies for help in
managing their careers. Creating a career is now a
do-it-yourself job. In addition, in-house mentoring
systems are almost nonexistent. Companies are now
much more concerned about product development
than they are about employee development. At the
same time, pressed by such changes as the Internet
and increased globalization, many companies expect
us to perform well and lightning fast. And all this is
happening at a time when we have decided that, big
paycheck or not, job satisfaction and a balanced life
are our priorities.
For all of these reasons people seek the services of
the career counselor and the personal coach. Although
there is some overlap in the way counseling and coach-
ing are practiced, here’s a general guide you might use
to select the services of one or the other:
■ A career counselor is trained to help you clarify your
goals, provide specific information about work op-
tions and job-hunting strategies, and help you get a
specific job or enter a specific career. Career coun-
selors are trained and licensed to administer tests
that measure abilities and interests and to help you
91
interpret the results of those tests.

■ A coach is helpful if you are looking for a confidant to
help you explore some of the personal issues that af-
fect how and where you work. Coaches help clients
clarify their priorities, improve their communication
and political skills, and spot personal limitations.
Once you get the job or enter the career you want, a
career coach will help you improve your on-the-job
performance and enjoyment of your work life.
Both career counselors and coaches help clients

deal with issues such as balancing work and personal
life, job-related stress, career transitions, and job loss.
Where to Begin
Because the demand for career counseling and coach-
ing services is high, the possibility for creating a career
in this area has attracted many highly trained and
highly skilled professionals, as well as many untrained
entrepreneurs.
STATS AND FACTS: The field of personal coaching de-

veloped in the early 1980s. There are now nearly
10,000 practitioners in this field. There are also cur-
rently 792 nationally certified career counselors.
Career counselors are trained and licensed thera-

pists. Some coaches have specific coach training and
certification, but others are former business executives
or salesmen with no formal coaching training.
The National Board for Certified Counselors can
provide you a list of certified career counselors by ge-
ographic area. The designation “National Certified
Career Counselor” means that the counselor has
earned a graduate degree in counseling, completed a
supervised counseling internship, passed a national
certification examination, and completed at least
three years of full-time career-development work
experience.
Universities that offer graduate counseling de-
92
Chapter 11 CAREER COUNSELORS AND PERSONAL COACHES
grees, state employment services, and local school-to- Methods

work organizations can often suggest names of quali- vary widely.
fied career counselors.
Dozens of coaching schools offer certification, but They should
requirements for certification vary so widely as to be match your
virtually useless as a tool in selecting a coach. Member-
ship in the Professional Coaching and Mentoring Asso- needs, goals,
ciation is an indication of good training and standards and time.
of practice. Look for a coach who is certified by the In-
ternational Coach Federation, which offers a referral
service. In addition, because so many corporations
now offer the services of personal and business coaches
to their employees, human resources managers and
business schools are other potential sources of names
of coaches.
STATS AND FACTS: Nearly all states have passed regu-

lations specifically designed to protect consumers in
dealing with career counselors.
What to Look For

During an exploratory interview with a counselor you
should ask for an explanation of the services offered; a
description of the counselor’s education, experience,
counseling certifications, licenses, and fees; a descrip-
tion of the techniques and strategies used; a descrip-
tion of your time commitment; and an explanation of
billing practices.
4 sion
TIP: Many coaches will give a free sample coaching ses-
so you can see whether the coach’s style and ap-
proach will work for you.
Methods vary widely. They should match your

needs, goals, and time. Some career counselors offer
group as well as individual counseling sessions. Many
career counselors give their clients assignments and
ask for a great deal of information to help in the devel-
opment of a career plan. Role playing may be used to
practice job hunting or conflict resolution. All this takes
93
time and effort on the part of the client, both during

and between sessions. A good counselor will also ex-
pect you to follow through with agreed-upon plans.
Coaches help clients with a wide variety of prob-
lems: inability to prioritize, need for balance between
work and personal life, desire to diversify or simplify at
work, inability to delegate, trouble reconciling career
goals and personal values, lack of skill in listening or
observing. However, not all coaches are equally adept
at coaching in every area. So you should interview at
least three coaches and ask some questions:
■ What’s your specialty?
■ What qualifies you to coach in this area?
■ How would you work with me?
■ How long have you been coaching?
■ How many clients do you work with at any given time?
■ What kinds of successes and changes have your clients
experienced working with you?
STATS AND FACTS: Most personal coaching is done via

the telephone. Clients typically speak with their coach-
es once a week for 30 minutes to an hour. Some coach-
es offer emergency consultations and occasional
face-to-face consultation. Cost for the service ranges,
National Career Development PUBLICATIONS

Association (4700 Reed Rd., Suite M, Harvard Business Review. The HBR has
Columbus, OH 43220; 614-326-1750; occasionally included articles about
www.ncda.org) coaching, and professionals in the field
also read it to stay abreast of trends in
International Coach Federation the workplace.
(1444 I St., N.W., Suite 700, Washington, Consulting Today
DC 20005; 888-423-3131; Journal of the Society of Training and
www.coachfederation.org) Development
Management Consulting
National Board for Certified Coun- Training Magazine
selors (3-D Terrace Way, Greensboro,
NC 27403; 336-547-0607; www.nbcc.org)
94
on average, between $250 and $2,500 per month. Coaches, or

However, coaches who work with you in the corporate counselors,
environment and are paid by the employer often
charge three or four times that amount. for that
matter, should
Most career counselors bill by the session, which
typically runs 50 minutes. Many coaches also bill by the not interject
session, although some may reduce their fee if you are too much of
willing to agree to work with the coach for an agreed-
upon number of weeks. Generally speaking, however, their own
most professional counseling organizations believe a experience
client should be able to terminate counseling services
at any time without having to pay for service not re- into the
ceived. These organizations believe that this stipulation process,
is necessary to safeguard the integrity of the counseling
relationship.
dwell on their
It is helpful to try to determine how the coach sees successes, or
the role of the client in the process. Focus should be on
the client and not on the coach. Coaches, or coun-
name-drop.
selors, for that matter, should not interject too much of
their own experience into the process, dwell on their
successes, or name-drop. And coaches should have the
training and flexibility to tailor technique to your
needs. For example, if there seems to be a disconnect
between what you say and the way the coach responds,
inflexibility or lack of experience may be the problem.
(What was the old joke about the “mirroring” tech-
nique? The client says, “Do you hear what I am say-
ing?” The counselor says, “Do you think I hear what
you are saying?” And the client says, “Can’t you just
answer a simple question?” To which the counselor
replies, “Am I hearing you say that you have doubts
that I can answer a simple question?”)
4 TIP: It may be helpful to ask a prospective coach or

counselor open-ended questions, such as, Tell me why
you are effective? What are the most and least reward-
ing parts of your job? You probably don’t want to
work with a coaches or counselors who cannot apply
to their own work lives the principles that guide
their coaching.
95
Both a coach and a career counselor should be will-

ing to put on paper a plan so you will know what needs
to be accomplished and in what period of time.
4 TIP: Because of issues of confidentiality, counselors will

not provide references from their client base. However,
clients of coaches should be willing to talk with you
about their coaching experiences.
Red Flags
Professional organizations suggest that you be wary of
career counselors who guarantee a result from their
help in preparing a résumé or who promise you a pro-
motion or raise.
Personal coaches who are not also licensed coun-
selors should be able to clearly articulate the differ-
ences between coaching and counseling and should
not cross the line between the two.
In working with either a coach or a counselor, you
should not feel that the professional is following a stan-
dard—or cookie-cutter—approach.
If you are doing what the counselor or coach sug-
gests and you are not getting results, you need to find
a new counselor or coach.
You should be able to terminate counseling or coach-
ing services at any time and pay only for services ren-
dered to that time.
Many career counselors and coaches specialize.
You should be told of practice limitations before you
begin working with the professional.
Because personal coaches may have clients
throughout the country or world, they are in a position
to offer their clients a broad perspective.
Trends
Analysts in the fields of career and personal develop-
96
ment predict that, in the future, parents and school- It may be

teachers will need to have good career-coaching skills. easier for
These experts predict that work options will continue
to shift rapidly. New careers will be created while oth- clients to
ers become extinct. The earlier that children learn misrepresent
about what is happening in the workplace, the better
prepared they will be to make good career choices. themselves
online, and
STATS AND FACTS: Career planning is becoming a life-
long project. Programs such as “Future Possibilities,” a clients who
nonprofit personal-coaching organization based in don’t express
New York, are helping children think about their place
in the world of work. Counselors and coaches are themselves
working with 60-year-olds to help them plan for the well in writing
next four decades of their lives.
may lose out.
Insider Facts
There is a great deal of discussion in counseling orga-
nizations currently about online career counseling and
whether quality and control can be maintained in an
online setting. Traditional career counselors point out
that, in a counseling session, about 55% of the informa-
tion a counselor gleans comes from nonverbal cues,
such as eye movement and finger tapping. Although
personal coaching is often done by phone, coaches at
least have the advantage of verbal cues, such as tone of
voice. But it may be easier for clients to misrepresent
themselves online, intentionally or unintentionally, and
clients who don’t express themselves well in writing
may lose out. In addition, the way clients present
themselves to the counselor or coach may reflect how
they present themselves to their colleagues at work.
Some groups, such as the Young Entrepreneurs’
Organization, in Alexandria, Va., offer members the
opportunity to meet to discuss common problems ex-
perienced in the workplace. Participants in these ses-
sions agree to maintain confidentiality about what is
discussed, and all members understand they are re-
ceiving support from lay colleagues who have com-
mon problems.
97
Training of coaches is a big business. There are at

present 13 coach-training institutes. Some offer in-per-
son workshops. Some offer only teleclasses or instruc-
tion by telephone. George Washington University, in
Washington, D.C., offers a graduate certificate pro-
gram in coaching.
One new area of research, focusing on the work-
place, is looking at the kinds of things we come to be-
lieve about ourselves as children and the effect of those
beliefs on what work we choose and how well we do it.
Another active research field explores generational dif-
ferences in work attitudes, a subject of vital interest as
more and more of Americans are deciding to work
more years.
PANEL OF INSIDERS
Marilyn Goldman Marcia Reynolds John Seiffer

president president owner and coach
Horizons Unlimited Inc. International Coach The Small Business Coach
Washington, D.C. Federation Brookfield, Conn.
also president
Diane Kjos Covisioning Bonnie Truax, EdD
president Phoenix, Ariz. Truax Consulting Group
National Career Greensboro, N.C.
Development Association Cynthia Roman, PhD
Columbus, Ohio Graduate Certificate Norma Zuber
Program in Leadership director
Roger Lambert Coaching Careers Development/
Center for Education The George Washington Life Planning
and Work University Zuber & Co.
University of Wisconsin Washington, D.C. Ventura, Cal.
Madison, Wis.
98
Chapter 12
Caterers
great party is all about food—and
A flowers and linens and china and sil-

verware and glassware and tables and
chairs and lighting and flooring and
bartenders and waiters and musicians.
And a good caterer is the person who can help you put
it all together while making certain that the veal and
veggie pinwheels will be fondly remembered long after
your party is over.
Where to Begin
The best place to find a good caterer is at someone
else’s party. Although an enthusiastic recommendation
from a friend or co-worker may be a good starting
point, caterers suggest that you do not hire a caterer
unless you have seen his or her work.
The best way to see work, obviously, is to attend an
event the caterer does, but looking at a portfolio and
sampling the kind of foods you would like to have
served is a good, second-best approach.
If you have a favorite restaurant, you might also
ask the chef there if he or she caters. Country clubs,
event centers, the local chamber of commerce and the
event coordinator for your company are all other pos-
sible sources for recommendations of good caterers.
National magazines that do features on receptions,
parties, and large events frequently list the names of
caterers. Some caterers are willing to travel to help you
with an event, if you can provide the facilities the cater-
er will need.
Professional organizations, such as the Internation-
99
al Special Events Society and local chapters of the

American Culinary Federation, are other sources for
names of good caterers.
Universities that offer a program in hospitality and
tourism or in events management may have names of
local caterers who help train students. (They may also
be willing to provide names of students who want ex-
perience catering events.)
Remember that good caterers are often booked
months in advance. The first question to any caterer
you are considering is whether he or she is free on the
date that you have in mind.
What to Look For

It is helpful to review a few facts before calling and in-
terviewing caterers:
■ The food itself usually accounts for only about half the
cost of a full-service event.
■ The months of June and December and weekends
throughout the year are traditionally caterers’
busiest times. You may have to book a good caterer
months in advance if you want to have a party during
these periods.
■ The typical ratio of server to guests is 1-to-8 or 1-to-
10, depending upon what you are serving.
■ Caterers do not maintain a large inventory. They
order food items for a specific event and have to
“back out” the cost of that food to the client. If you
have to cancel your event after the “drop dead”
date you can expect to pay for items ordered for
your party.
STATS AND FACTS: It is often actually less expensive to

have the caterer prepare all the food for a party rather
than to order a couple of dishes to be prepared by the
caterer and fill in with food you prepare. A good cater-
er can provide a range of menu options that fit within
your budget.
Your initial call to a prospective caterer will tell you
100
Chapter 12 CATERERS
quite a bit about what you can expect if you hire this You should
company. Because every catering job is unique, you receive the
should have the feeling the caterer is listening carefully
to you. A good caterer will let you lead and will follow final written
what you want. proposal at
Most caterers can work within a range of budgets.
You may, however, ask the caterer in the initial call least two
what the average price range is and how the costs are weeks before
itemized. A caterer can give you several menu options
and cost options for each course. Ask about sampling a party or
some of the suggested food. small event
The food should be prepared in an inspected
kitchen (onsite at the event or elsewhere) and you and five to
should know how it will be transported to the event and six months
served and displayed. Ask who will be doing the actual
setup and how many servers will be needed for the
before a large
event. Ask how much of the food will be prepared from wedding
frozen or canned ingredients. Good caterers take pride
in using fresh, locally grown, and seasonal products.
reception.
Your call should result in a written proposal that
includes a breakout of food cost, setup cost (this may
include designing the table layout, arranging a buffet
table, and providing flowers, serving pieces, balloons,
and so on), alcohol cost, rental coordination (for items
such as tables, linens, table service, and glassware), en-
tertainment, and any other services you have dis-
cussed. It should clearly state what the caterer will and
will not do, and what the company’s cancellation policy
is. You should receive the final written proposal at least
two weeks before a party or small event and five to six
months before a large wedding reception.
You may want to do some comparison shopping to
determine whether it’s most cost-effective to let the
caterer handle all aspects of the event or to handle
some of the arrangements yourself, such as for enter-
tainment. But be sure to discuss with the caterer any
arrangements that you propose to handle indepen-
dently. For example, some caterers will not provide the
staff to serve alcohol if they do not provide the alcohol,
and in many states you have to have licensed staff to
serve alcohol.
101
4 TIP: Experienced caterers will want to do a site inspec-

tion before giving you a quote. A seashore wedding re-
ception, a barbeque at a ranch miles from town, and a
cocktail party on the 20th floor of an apartment build-
ing all present different logistical problems for cater-
ers, who need to carefully figure equipment and staff
requirements and solve delivery, setups, and cleanup
challenges.
Caterers should offer to provide you with a list of

references of clients for whom they have done an event
similar to the one you are going to have.
Red Flags
Many states require both state and local licensure for
caterers. The food-preparation facilities of a licensed
caterer are subject to inspection by health authorities
at any time.
Unlicensed caterers may not work out of inspected
professional kitchens. Besides possible onsite sanitation
problems, this lack of control might mean that the food
is transported without proper care and control of tem-
perature, which can cause food poisoning.
Caterers who are licensed are usually insured, too.
If you hire an uninsured caterer and someone at your
party becomes ill from the food, you can be held liable.
Be wary of a caterer who does not want to do a
walk-through for a big event. Rehearsing delivery and
setup prevents many logistical problems on the day of
the party or reception.
Find out whether the caterer has other events
scheduled for the day of your party. Large catering
companies may be able to handle two or more events,
but a small caterer may be stretched too far in terms of
equipment and personnel.
Even though you are using the services of a caterer,
you are still the host. If the caterer seems to think the
party is his or that the caterer’s taste does not reflect
yours, find another caterer.
And finally, the experts advise that you should
102
Chapter 12 CATERERS
never hire a caterer without seeing his or her facilities

and a finished product.
Someone from the catering company should be onsite
and in charge on the day of the event. As you plan the
event, get the name of that person in writing
with two or three phone numbers at which he CONSUMER RESOURCES
can be reached. AND PUBLICATIONS
Parents and children frequently disagree
about many matters when planning a wed- International Special
ding. A good caterer can offer suggestions Events Society (401 N. Michigan,
that can bridge that gap. Chicago, IL 60611; 800-688-4737;
Ask the caterer what will be done with left- www.ises.com)
over food. Often you can ask that the food be
donated to a homeless shelter or other com- International Caterers Associ-
munity organization. However, such a deci- ation (860 Bay St., Staten Island,
sion needs to be made before the event, so NY 10304; 800-622-0029;
that arrangements can be made for prompt Web site, www.icacater.org, is
delivery of the food. under construction)
It is important to ask whether the cater-
er’s staff will clean up and exactly what such PUBLICATIONS
cleanup will include. Some caterers will take Art Culinaire
care of this chore but will want you to provide CaterSource Journal
such items as cleaning liquids and heavy-duty Event World Magazine
garbage bags. Special Events Magazine
STATS AND FACTS: In large cities the average price

per person for a catered meal is $50 to $60. If the
meal is elaborate, the cost can run $100 to $150. The
cost may depend on style—“seated” or buffet (and
buffet style may, in fact, be more expensive)—the
number of courses, and your choice of food. For ex-
ample, if you choose to serve Norwegian reindeer,
you are probably in for some major sticker shock. Of
the cost, approximately half is for the food itself, an-
other 20% for the wait staff, and the rest for rental of
tables, table service, and the like. Caterers are usually
tipped 20% of the total bill.
103
If you work Trends

with a caterer Catering is an equipment-intensive business. Today
caterers are spending more money on equipment be-
over time, cause new designs are enabling them to transport food
you may more safely and to keep the food looking good as it is
being moved. A large catering company may, in fact,
find that he own a fleet of trucks, some of which are refrigerated
or she will and some others of which contain warming ovens that
can keep several hundred plates hot and ready for
be willing to food transfer.
“throw in”
special Insider Facts
touches. Catering is an extremely competitive business. Don’t
be afraid to negotiate. If you work with a caterer over
time, you may find that he or she will be willing to
“throw in” special touches to make the event special
and to impress future clients.
Catering has become very sophisticated and cater-
ers are always trying to find new ways to please clients,
such as creating new specialty drinks just for your
event, providing wait staff in costume, packing picnic
baskets, designing a menu to honor foreign visitors or
to showcase American cuisine, or finding an unusual
site for your company party.
See also the profile of Event Consultants.
104
Chapter 12 CATERERS
PANEL OF INSIDERS
Connie Allgood Caryn Hasslocker Joyce Piotrowski

Chef du Jour Fresh Horizons food writer
Albuquerque, N.M. San Antonio, Tex. Washington Post
and consultant, chef, and
Jody Birnbaum Donna Kuebler teacher
Pear Tree Catering Robbins Wolfe Eventeurs Fredericksburg, Va.
Wheeling, Ill. New York, N.Y.
Gary Voorhees
Patrick Cuccaro Paula LeDuc Arizona Taste
Affairs to Remember San Francisco, Cal. Phoenix, Ariz.
Atlanta, Ga.
Bobby Weisman
Weisman Catering
Los Angeles, Cal.
105
Chapter 13
Child-Care
Providers and
Preschool
Educators
D
uring World War II, Henry Kaiser built
ships and young lives in his shipyards
along the western coast of the United
States. Kaiser knew that his job was to
speed construction to help the war ef-
fort. He also knew who his workers were—young
mothers who were worried about their husbands in the
battlefields and the children they were rearing alone at
home. Kaiser’s solution to the employee stress that was
affecting productivity was to provide day-care centers
at the shipyards. These day-care centers offered not
only excellent care for children for a dollar a day, but
also provided services such as clothes mending, gro-
cery shopping, immunizations, and haircuts for the
kids, and even dinner to go—all for a reasonable price.
Today’s working parents may have to swing by the
cleaners to pick up laundry and mending and stop at a
local fast-food outlet for dinner, but they can also feel
good that child-care options and quality have in-
creased dramatically in the past 50 years.
Modern preschool educators are aware that many
children spend more waking hours with them than
they do with their families. Thus the goal of these edu-
cators is not simply to provide a place where children
can stay while their parents work or go to school, but
rather to provide a place where children can grow and
develop, learn to learn, trust, and interact happily with
others—all tasks development experts say are best
learned before the age of 3.
STATS AND FACTS: Nearly two-thirds of American

mothers work outside the home, and almost half of
107
these mother’s children are cared for by relatives.

About 4% of the children of working mothers have
nannies or sitters at home, while 30% attend day-care
centers. Another 20% go to day care provided in pri-
vate homes.
Where to Begin
Before beginning your search for child care, keep in
mind that the line between child care and preschool is
blurring. More and more day-care centers are offering
“learning activities,” and some preschools are offering
after-school care, too. As this discussion reveals, many
of the criteria used to find a good place for a child are
the same, whether child care or preschool.
The best way to begin your search for a good day-
care provider or preschool is to assess what you want
for your child. Look around your own home. Is your
style relaxed or formal? What do you care about? (Is
there a piano in the living room? A soccer ball or soft-
ball equipment in the foyer?) A good child-care situa-
tion should feel like an extended family to your child
and therefore reflect what you value.
Then ask yourself some questions about your child.
If the child is extremely active, look for a facility with
lots of running and playing space. If the child is shy,
look into care with a small group in a home.
4 for
TIP: At the local level, a good place to begin the search
a good child-care provider is by asking your pedia-
trician or family physician for a referral. Child-care li-
censing agencies, such as the local, county, or state
Department of Children and Family Services or De-
partment of Human Services, also may provide refer-
rals to licensed providers. Many religious
congregations also have begun offering child-care and
preschool programs.
While a caring staff and an interesting environment

are also important at the preschool level, prepare your-
self for a brave, new world. Because many children
108
Chapter 13 CHILD-CARE PROVIDERS AND PRESCHOOL EDUCATORS
have some preschool experience and because expecta- In choosing

tions for public schooling have increased, kindergarten a preschool
curricula have changed dramatically over the past ten
years or so. In many grade schools, skills that were once for your child,
taught in first grade are now taught in kindergarten. look ahead to
This has pressured parents and schools to ensure that
all children have the “proper” preschool experience, so the day when
that no child begins kindergarten already academically your child will
behind his peers (at the tender age of 5!).
In choosing a preschool for your child, look ahead move on to
to the day when your child will move on to the primary the primary
grades. Choosing a preschool that pushes children aca-
demically, most educators agree, is not the point. De- grades.
veloping social and emotional skills is still the main
work of the preschool years. However, find out
whether the preschool you are considering works with
public and private schools locally and has some kind of
program to help smooth this step forward for chil-
dren—and parents. (Perhaps it is also a good idea to
look at primary-grade schools that are flexible in allow-
ing students to move at their own rate of learning
through the critical early grades.)
4 the
TIP: Other parents whose children have already made
transition can be good sources of leads to good
preschools. You can also ask your local elementary
school which preschools seem to have best prepared
children for school.
What to Look For

The key word here is “look.” Finding good child care is
going to take time. The experts suggest you ask to visit
a facility on several days at different times of the day.
Plan to spend about an hour a visit. On these visits,
arrange to leave your child at home, so that you can
concentrate on your own reactions. In addition to visit-
ing each activity area, you will also want to make
arrangements to meet the director and all the staff.
As you visit the rooms and play areas, ask yourself
the following questions:
109
■ Do the staff and children seem happy?

■ Would I like to spend time here?
■ How do the children spend their time? Is every minute
structured or do the children have time to them-
selves?
■ Is the room set up for children—with easy access to
materials, posters at eye level, furniture of appropri-
ate size?
■ Is the room decorated for children?
■ Do the teachers seem to get along with one another?
■ Do the children seem to have their needs met quickly
and courteously? Do the staff kneel down to speak to
the children?
■ How is trouble handled? Most child behaviorists be-
lieve that punishing only increases undesirable be-
havior.
■ Is there someone with the children at all times?
After you get a general feel for the place, talk with
the director and staff members. Do they fully answer
your questions? How do the director and staff feel
about having parents drop in at any time? Good centers
encourage parents to do just that because they view the
Fortunately, there are many organizations Washington, DC 20004; 202-393-5501;

willing to assist parents in their search for www.childcarerr.org)
a good child-care provider. Parents may
find the following groups helpful: National Association for the Education
of Young Children (1509 16th St., N.W.,
National Association for Family Washington, DC 20036; 800-424-2460;
Child Care (1331–A Pennsylvania Ave., www.naeyc.org)
Suite 348, Washington, DC 20004;
800-359-3817; www.nafcc.org) PUBLICATIONS
Child Care Information Exchange
National Association of Child Care Day Care USA Newsletter
Resource and Referral Agencies Young Children
(1319 F Street N.W., Suite 810,
110
job of providing the best for the child as a team effort. If 25% or more
Find out how the staff welcome new children, how they of the staff
help them adapt to a new environment, and what sort
of participation they expect from parents. have been at
the center less
4 director
TIP: A good question to ask is how often and how the
and staff communicate with the parents. Some than a year,
daily communication with at least one staff member is look elsewhere.
important even if it is to learn that your child’s contri-
bution to sharing time was to tell everyone you usually Small children
wear only your nightgown under your coat when you need stability.
bring the child to preschool.
Ask about the level of staff training. At least one

person on the staff should have an undergraduate or
graduate degree in early childhood education. Some li-
censing agencies may require or encourage certifica-
tion of staff upon completion of continuing-education
classes in early childhood development. In a preschool
setting, a four-year degree in early childhood educa-
tion is the standard.
Ask about staff turnover. Turnover is a significant
problem in day-care centers because the pay is often
low and because there are few opportunities for ad-
vancement. If 25% or more of the staff have been at
the center less than a year, look elsewhere. Small chil-
dren need stability.
STATS AND FACTS: The day-care industry has a staff

turnover rate nearly three times as great as that in
most other kinds of employment. The turnover rate in
child day care is close to 41%.
Find out about the ratio of staff to children. Ask

whether the ratio changes during the day. Many cen-
ters have as many as four shifts during the hours the
centers are open. Ratios of about one adult to three in-
fants or toddlers, one adult for every seven or eight 3-
year-olds, and one adult for every nine to ten
4-year-olds seem to work well. Accrediting agencies at
the state and local levels carefully monitor these ratios.
111
Accreditation Ask whether each child at the center is able to have

by the a primary provider of care. It is good for a small child
to be able to develop a strong bond with one person in
National the environment.
Association Also ask how many families have sent an older child
to the center. A family that sends a child to a preschool
for the that a sibling attended is happy with that preschool.
Education The center should be both licensed and accredited.
Local and state agencies license child-care centers, as
of Young well as home-based child-care providers. In many
Children states, however, licensing agencies inspect day-care
centers only once a year, if that often. Accreditation by
(NAEYC) is a the National Association for the Education of Young
better gauge Children (NAEYC) is a better gauge. This organization
will give you a list of accredited centers in your area.
than local or NAEYC accreditation means that the child-care center
state licensing. has completed a voluntary self-study, which was vali-
dated by a site visit and reviewed by a three-member
national commission of child-care experts. Such studies
investigate health, safety, staffing, staff qualifications,
physical environment, and administration. Problems in
these areas must be addressed before the facility re-
ceives accreditation for a three-year period.
Find out whether an individual care provider be-
longs to a local association of providers that offers
training and opportunities for providers to support
each other.
STATS AND FACTS: In the spring of 2001, 7,700 pro-

grams, which serve more than 500,000 children, were
accredited by the NAEYC. More than 8,000 other pro-
grams are currently seeking accreditation.
Try to spend some time talking with the staff. Do

they enjoy working at the center? Do they have op-
portunities for continuing education? (Some states re-
quire six hours of continuing education per year for
preschool teachers.) Do they feel that the administra-
tors listen to the staff? Unhappiness and dissatisfac-
tion among staff can create an unhappy environment
for children.
112
Talk with the staff about their philosophy of child Price doesn’t
rearing and early childhood education. Generally guarantee
speaking, good teachers will not be so worried about
training a young child as about facilitating the child’s quality, but
natural growth. So they should know about appropri- it may help—
ate activities for each age group. A good practical check
is to ask the teachers what activities they have planned. particularly
In the first place, you will find out whether they do if the money
plan. You will also be able to tell whether they seem en-
thusiastic about what they and the children will be is spent on
doing. If the teachers are not, the children will not be. staff salaries
While visiting the center, you should see smoke de-
tectors, fire extinguishers, and emergency exits. The and benefits.
rooms should be well ventilated. Electrical outlets
should be covered. The bathrooms and kitchen should
be well equipped and clean. Outdoor equipment
should look sturdy and in good shape.
Check to see whether staff members are certified in
pediatric CPR and first aid. How often do they update
their training? Does the center provide this training?
Toys that babies play with should be cleaned daily, and
staff should wear disposable gloves when they are
changing diapers or taking care of injuries.
The facility center should have good security mea-
sures. Only adults on a pre-approved list should be al-
lowed to pick up children. Criminal background checks
for employees and for all volunteers should be manda-
tory. State and local licensing of in-home providers gen-
erally require criminal background checks, too.
Do centers that charge more do a better job? The
experts say that price doesn’t guarantee quality, but it
may help. This is true particularly if the money is spent
on staff salaries and benefits.
STATS AND FACTS: Day care for one child in the U.S.
costs, on average, between $4,000 to $10,000 (the high-
er figure being more typical of rates in large cities) per
year. An average cost of $5,000 is about 8% of a typical
dual income and 23% of a single parent’s income. Fi-
nancial advisers suggest that a family should spend only
10% of its income on child care. Most spend about 20%.
113
Red Flags
Look closely at a care center if:
■ The staff do not greet children as the children arrive.
■ The director is often away from the center.
■ Children are waiting in line to go to the bathroom.
One or two kids waiting doesn’t mean too much, but
a long line may mean that staff make kids wait until
an activity is finished before going, instead of allow-
ing them to go when the need arises.
■ Videos or television is used to babysit.
■ Parents are not allowed to visit during school hours.
■ Staff are standing around.
■ Several children are in time-out.
■ The staff are quick to criticize your child.
Honor your intuition or a gut feeling. If something

doesn’t “feel” right or comfortable to you, look some-
where else.
Some day-care centers have “scholarships” and other
financial aid. Knowledgeable directors can help you
find the resources necessary to pay for child care. A
good center obviously needs to make enough to keep
the doors open. But good preschool educators want all
children to receive good care.
Trends
Some public schools offer part-time prekindergarten
programs. These programs have to meet the same
safety and educational standards that apply to regular
public-school programs.
An increasing number of intergenerational day-
care centers combine care for the elderly with care for
young children. Parents who have the dual responsibil-
ity of caring for elderly family members as well as
young children or those who wish their children could
spend more time with grandparents may prefer these
care centers.
114
Insider Fact
Many states offer temporary child-care services to
families in crisis. The local Department of Children
and Family Services or the Department of Human
Services should be able to direct you to these regulat-
ed providers.
See also the profile of Nannies.
PANEL OF INSIDERS
Delores Anderson Lorraine Herdeen Confederated Tribes

director executive director of the Warm Springs
Happy Time Day Care Florence Fuller Child Reservation of Oregon
Center Development Centers Warm Springs, Ore.
Duluth, Minn. Boca Raton, Fla.
Linda Riepe
Jan Bialecki Carol Krysko coordinator
director director early childhood education
L’il Scholar Academy Early Exploration Centers Lane Community College
of Summerlin San Diego, Cal. Eugene, Ore.
Las Vegas, Nev.
Gail Laskowski Patricia Schindler, EdD
Jo Copeland director Newcomb Children’s
director North Pocono Preschool Center
Family Housing Moscow, Pa. Tulane University
Children’s Centers Metairie, La.
University of Colorado Marla Osband
Boulder, Colo. director Diane Smith
B’nai Tekvah Nursery School director
Bessie Gray Kindergarten YMCA Child Development
founder and director Los Angeles, Cal. Center
Gray’s Child Development Burr Ridge, Ill.
Centers Julie Quaid
Milwaukee, Wis. director
early childhood education
department
115
Chapter 14
Cleaning
Services and
Housekeepers
T
hirty years ago sociologists who wished to
collect data about changes in our lifestyles
might have seen the dirty dishes in our
kitchen sinks and the dust balls under our
beds as indicators of such trends as
growth in the numbers of working women, larger
houses, more single-parent households, and a persis-
tent time crunch. Today those same sociologists walk-
ing through our houses might run into our
housekeeping or cleaning service efficiently disposing
of all that interesting data.
The typical clients for a maid service are a working
couple with children, although baby boomers are in-
creasingly buying this service for their aging parents.
The 25-to-60 age group, statistically the group that
most frequently uses cleaning services, wants a thor-
ough weekly cleaning of their houses and an occasional
cleaning splurge in the form of window cleaning, car-
pet cleaning, or heavy-duty spring cleaning.
4 such
TIP: Some maid services now offer concierge services,
as shopping and errand running.
Cleaning services can be done weekly, biweekly, or

monthly, depending on the number of people and pets
living in your house. A typical house of three bedrooms
and two bathrooms takes about four hours to clean, and
the average cleaning cost is $20 to $35 per hour.
STATS AND FACTS: There are nearly 10,000 house-

cleaning businesses in the U.S. Approximately one-
fifth of these businesses are franchises. More than
117
600,000 cleaners and servants, working as indepen-

dents or employees of cleaning businesses, work in our
homes, according to the Occupational Outlook Handbook.
Where to Begin
Cleaning services are provided by independent house-
keepers, family-run companies, and franchises. House-
keepers frequently advertise in local newspapers or
online and can be quite specific about their qualifica-
tions and what they will and will not do (speaks
French, will fix after-school snacks for your children,
will not wash windows). Friends, neighbors, and col-
leagues, however, remain the best source for names of
good housekeepers, although in a tight market these
potential sources may not be eager to pass on such in-
formation. Cleaning companies are not hard to find.
They are listed in the Yellow Pages. They also fre-
quently run promotions in the newspaper, on the
radio, or on television.
4 erations
TIP: The rate of failure in mom-and-pop cleaning op-
is high. If you want to establish a long-term re-
lationship with a cleaning service, it will be helpful to
find out how long the service has been in business. The
longer in business, the more likely they will continue to
be in business.
Some people prefer to hire a housekeeper, as op-

posed to a cleaning service, because they believe it is
easier to develop a relationship and to have a greater
degree of control over the tasks you want done and the
way you want them done when you deal with only one
person. The big drawback, other than availability, to
hiring a housekeeper other than through an agency is
that, unless the housekeeper qualifies as an indepen-
dent contractor, you will be responsible for the pay-
ment of social security, medicare, and unemployment
taxes and for recordkeeping.
How do you know whether the person you em-
ploy qualifies as an independent contractor? If you
118
Chapter 14 CLEANING SERVICES AND HOUSEKEEPERS
control what must be done and how it will be done If you control
and you supply the necessary materials, the person is what must be
probably your employee. It doesn’t matter whether
you exercise this control; the point is that you have it. done and how
It also doesn’t matter whether the person works full- it will be
time or part-time, or whether you call the person an
independent contractor. You are also obligated to be done and you
certain that your household help is legally entitled to supply the
work in the U.S. For more about such concerns, con-
sult your attorney. necessary
An advantage to hiring cleaning done through a materials, the
company is that the cleaners who work in your home
are more likely to be insured and bonded. In addi- person is
tion, the company will handle the taxes. However, probably
you should ask about these issues before signing with
a company.
your
employee.
What to Look For
You may consider your cleaning needs routine, but the
cleaning service may not if you are a group of male col-
lege students who prefer partying to cleaning or if you
breed pot-bellied pigs. Conversely, maybe what you
want is someone to pick up the toys, clean the bath-
rooms, dust, vacuum, and wipe down the counters in
the kitchen once a week. Most cleaning services work
at both ends of the spectrum, but your stated need will
determine the level of service you will be provided.
4 they
TIP: All cleaning requires some chemicals, whether
are the so-called natural chemicals or not. Many
cleaning chemicals are toxic to animals and humans.
So, you should ask for and receive a list of the cleaning
supplies that will be used in your home and find out
not only what kind of general training the cleaners in
your home will have been given, but also whether the
cleaners have been specifically trained in the proper
use of chemicals.
As in any case in which you will have someone

working in your home, you should ask for and then
119
The methods call references. Ask not only about the quality of work
used by some done, but also about consistency and reliability.
Because a cleaning service may hold a key to your
cleaning house and because cleaning typically is done when you
companies are not at home, many companies do thorough back-
ground checks on employees. Ask what the company’s
tend to favor security policy is and how it would handle a problem
appearance such as theft or damage. If you’re hiring someone in-
dependently, the quality of the referrals may be your
over best insurance.
sanitation.
Red Flags
The methods used by some cleaning companies tend
to favor appearance over sanitation. Some companies
have figured out that, for some clients, neat and clean
are the same thing. So if the towels are hung straight
in the bathroom and there are no obvious water
marks in the sink, you may not know or care that that
sink was not thoroughly scrubbed and disinfected. If
you have special health concerns, ask the service to de-
scribe the techniques and products used and the pre-
cautions that are taken to make sure that bacteria are
not carried from house to house on equipment (for
example, the crew may use a sponge to clean a kitchen
in one house and carry that sponge—and germs—on
to the next house).
You should feel that you are receiving customized
service, but many crews work from a standardized list
of tasks to be performed. However, every job should
meet your standards.
Clear communication is key to satisfaction when it
comes to cleaning. Everyone seems to have a little dif-
ferent idea of what “clean” means. Housekeepers and
cleaning services want you to be specific about your
preferences and needs. If a clean and orderly house to
you means handpicking the carpet and not using room
fresheners, you should mention these requirements. It
120
is fine to leave a list of special instructions and to call

the company if the job is not done to your satisfaction.
If a special request will necessitate much more time or
equipment or a larger work crew, it is a good idea to
arrange this service ahead of time through the compa-
ny office.
Even if you pay for service from a fran- CONSUMER RESOURCES
chise, it is often possible to have the same AND PUBLICATIONS
cleaner or crew of cleaners week after week,
so that they get to know your house and the National Association of
way you like it cleaned. Professional Cleaners (P. O.
You can save some money if you make it Box 13182, Akron, OH 44334;
easier for the cleaning crew to do its job. 330-836-5646; www.napcnet.com)
Clearing off countertops and picking up chil-
dren’s toys can significantly cut the time for International Executive
which you pay. Housekeepers Association
(1001 Eastwind Dr., Suite 301,
Westerville, OH 43081-3361;
Trends 800-200-6342; www.ieha.org)
Housecleaning services are now offered as a
job bonus or corporate perk. American Maid Service
There has been a 30% increase in the Association (1910 N.W. Military
number of households using cleaning services Highway, San Antonio, TX 78213;
since 1985. 800-299-2572; www.abiz4me.com)
Houses are not only getting bigger (the
average house size in 1970 was 1,500 square PUBLICATIONS
feet, as opposed to 2,230 square feet 30 years Cleaning and Maintenance Magazine
later), but houses are becoming more difficult
to clean because of use of such materials as stainless
steel, which “show” spots and fingerprints.
More and more cleaning services and housekeep-
ers are using natural or environmentally sound prod-
ucts to protect the health of their clients as well as their
own health. Some of these products do not leave the
same polished appearance that use of harsher chemi-
cals gives. But if you have health problems or children
or pets, this may be an acceptable trade-off.
Online services, such as imandi.com and Simply-
done.com, attempt to match you with housekeepers or
cleaning services in your local area.
Two-way radios, navigation devices on cars and
121
Between 14% vans, and bilingual staffs are some recent additions to
and 18% of the cleaning industry to improve service to clients.
households in
this country Insider Facts
Finding and keeping good employees is a constant
employ problem in the cleaning industry. Turnover is extreme-
someone to ly high. Lack of recognition for a job well done, poor
or nonexistent benefits, low wages, transportation
clean the problems, and concerns about cleaning chemicals con-
house. tribute to the turnover. (On the average, cleaners stay
at a cleaning position for about a year to a year and a
half.) To combat this dropout problem, many compa-
nies now have a starting pay rate above the minimum
wage, and they offer benefits, such as paid vacation, re-
ferral bonuses, breakfast or lunch, and transportation.
STATS AND FACTS: The $1.4-billion-per-year house-

cleaning business is growing at the rate of about 25%
per year. Between 14% and 18% of households in this
country employ someone to clean the house.
Because the earning potential is high (some fran-

chises now gross $1 million or more per year) and busi-
ness and organizational skills are paramount in
running a successful cleaning company, highly educat-
ed and experienced retirees from the corporate world
are finding second careers as managers and owners of
cleaning businesses.
122
PANEL OF INSIDERS
Leone Ackerly Dan Bishop Greg Longe

founder and CEO president president
Mini-Maid Inc. The Maids International Molly Maid Inc.
Marietta, Ga. Omaha, Neb. Ann Arbor, Mich.
Michael W. Baird Don M. Hay Sarah Smock

president president and CEO director of marketing
American Maid Service Maid Brigade Inc. Merry Maids Inc.
Association Atlanta, Ga. Memphis, Tenn.
San Antonio, Tex.
Robin Kotz
Maid Brigade
Greenwich, Conn.
123
Chapter 15
College-
Admissions
Consultants
he college experience used to begin the
T first semester of the college-freshman

year. It now begins the first semester of
high school for some students. That is
when college-prep services and college-
admissions consultants prefer to begin working with a
student to choose high school courses, extracurricular
school activities, summer jobs, and community service
projects that will impress college-admissions commit-
tees four years down the road.
And a long road that can be. In addition to keeping
up grades (the consultant may suggest a tutor if things
are not going well in this area), playing on a team, and
working and volunteering in the community, students
will need to select as many as 25 colleges they want to
attend and then do the required research to narrow
that list to ten or so colleges. The student, the family,
and the consultant must carefully consider whom to
ask for recommendations. Then there is the task of
writing résumés and letters to each person who will be
asked to write a letter of recommendation. Prepping to
do well on the SAT (Scholastic Aptitude Test) may in-
volve a formal course or courses. At the same time, the
consultant will help the student prepare financial-aid
forms, review the application essay, and rehearse for
interviews with college admissions representatives.
High school guidance counselors, while seeing ad-
missions consultants as a useful resource for some stu-
dents trying to work their way through this process,
would like to see students as concerned about staying
in high school and doing well as they are about getting
into the college of their choice. These same high school
125
counselors are well aware, however, that one reason for

the boom in admissions-consulting nationwide is that
high school counselors usually have little time to spend
with college-bound students. With a typical
CONSUMER RESOURCES caseload of 300 to 500 students, counselors
AND PUBLICATIONS spend most of their time working with kids in
trouble.
National Association The other undeniable facts about the situ-
for College Admission ation are that the admissions process is con-
Counseling (1631 Prince St., fusing and time-consuming, that good
Alexandria, VA 22314-2818; colleges and universities remain very selec-
703-836-2222; www.nacac.com), tive, and that the cost of college is still rising
an organization to which indepen- at about twice the rate of inflation.
dent admissions consultants
also belong. STATS AND FACTS: Nearly 91% of good four-
year schools still accept only about one-half of
Independent Educational those who apply for admission, but there are
Consultants Association more than 2,000 accredited public and pri-
(3251 Old Lee Highway, Suite 510, vate institutions in this country.
Fairfax, VA 22030; 703-591-4850;
www.educationalconsulting.org)
Where to Begin
PUBLICATIONS People who work on college campuses, pro-
The Trend Letter fessors and administrators alike, know from
College Admissions Journal years of working with students that one
NACAC Bulletin major predictor of a successful and happy
college experience is matching the student
with the right school in the first place. And
“right” does not necessarily mean, the experts caution,
a prestigious university or the family alma mater. It
means a school that matches the student’s needs and
interests. A good counselor or consultant can help
identify those needs and interests and provide students
and their families up-to-date information about a large
number of institutions that would be good options.
What to Look For

You have a choice of working with an independent ad-
missions consultant, who can tailor a package of ser-
vices and offer more handholding, or obtaining
126
Chapter 15 COLLEGE-ADMISSIONS CONSULTANTS
services through large national companies, which tend

to offer help in selected areas, including test prepara-
tion; English instruction for nonnative English speak-
ers who wish to attend an American university;
coaching for exams like the GMAT, which are now
available to be taken on a computer; online tutoring in
specific subjects; and admissions management.
Some college consultants focus on selecting the
right campus, while others are concerned with obtain-
ing the largest amount of financial aid. Your selection
of a consultant may depend upon which problem con-
cerns you most.
4 TIP: If you merely want help filling out the forms, there
are consultants who limit themselves to filling out the
applications for financial aid and to conducting scholar-
ship searches. The flat fee for this service averages $250
to $700. However, if your primary goal is to search for
scholarships, you will probably do just as well—for
free— by visiting the high school guidance office or the
College Board’s Web site at http://cbweb10p
.collegeboard.org/fundfinder/html/fundfind01.html.
Because the number of admissions consultants in

this country has grown from approximately 1,000 to
over 4,000 in just a few years, it is important to check
the background, credentials, and experience of any
prospective consultant.
STATS AND FACTS: The Independent Educational

Consultants Association, the association of admissions
consultants, mandates 100 visits to different campuses
as a requirement for initial association membership.
This is necessary, the association believes, so that con-
sultants will have first-hand knowledge of what is avail-
able at various schools. Members of the IECA spend
about 25% of their time on the road to keep abreast of
campus changes. At least three years’ experience as a
college counselor is also required before applying for
membership in IECA.
127
Many consultants have previously worked as high

school counselors or in college admissions. This kind of
background can be invaluable in helping students un-
derstand the mind-sets and policies of those who will
be part of the admissions process. College-admissions
offices, quite naturally, are looking not only for good
students but also for a good student-body mix. (In fact,
many colleges and universities now hire consultants of
their own to help them select students.) Admissions of-
fices want letters of recommendation from high school
counselors and teachers. (Consultants cannot write
these letters.) High school counselors must also pro-
vide tests scores and information about grades to ad-
missions offices. The consultant’s job is to inform the
student about the facts of the admissions process from
the points of view of the college and the high school, to
suggest as many colleges and universities as fit the stu-
dent’s needs, and to help the student navigate the ad-
missions process.
4 tween
TIP: There should be a comfortable relationship be-
the consultant and the student. The subject of
which school to attend is often a loaded one within a
family, and one reason for hiring a consultant is to in-
terject the calm voice of a disinterested, yet knowledge-
able, third party.
Students who have learning disabilities, or a history

of behavioral problems, or lackluster performance in
high school are not immediately disqualified from at-
tending college. Some consultants specialize in helping
students with these concerns.
Before hiring a consultant to help with these or any
other concerns, ask yourself:
■ How much do I know about the college-admissions
process?
■ What are my expectations for the outcome if I hire a
consultant? What more do I expect to accomplish
with a consultant than without?
■ Am I worried enough about this process to pay for
consultation?
128
■ If I don’t hire a consultant, will I regret it if my child

does not get into one of his or her top choices of
schools?
And there are some questions you should ask a

prospective consultant:
■ What specific training have you had to do this work?
■ Are you a member of any professional organizations?
■ How well do you know the various colleges and
universities?
■ How long have you been consulting?
■ How do you work with all the people concerned to
help the student?
■ How many of your clients graduate from the colleges
in which you have helped place them? How many have
had to transfer to another college or university?
STATS AND FACTS: Hourly rates for admissions consul-

tants run from about $75 to $200. Planning that spans
a couple of years of work can cost $1,200 to $3,000.
Red Flags
The fewer promises a consultant makes, the better.
Avoid one who promises to get your child into his or
her first-choice school.
Working through the admissions process is a good
opportunity for your child to learn and practice com-
munications skills and ethics. That is only one reason
to avoid a consultant who urges you to do something
unethical or illegal, such as having someone other than
the student write the admissions essay.
Be wary of consultants who promise admission to a
specific college or university because they know some-
one there. The admissions process at most colleges and
universities has as many checks and balances in the sys-
tem as the U.S. federal government.
The idea that if you pay more you get more does not
necessarily hold when it comes to admissions consulting.
No consultant is likely to be able to get a student into a
good university if the student is not qualified to attend.
129
Some You may want to exercise caution in working with a

admissions consultant who admits that he or she often disagrees
with high school counselors. Counselors are a neces-
consultants sary part of the admissions team.
are choosing
to specialize Other Considerations
in small The success of good admissions consultants is not
measured by the numbers of their clients who are ad-
liberal arts mitted to colleges and universities but rather by the
colleges or numbers who have a good educational experience
and graduate.
technical Most college-admissions offices view their job to be
universities. as much promotion as gatekeeping, and they are eager
to speak with prospective students and their parents
and to provide information and arrange visits. Admis-
sions personnel and counselors agree that there is no
substitute for a visit to the campus by the student, not
even an accurate assessment of the campus by an ad-
missions consultant.
STATS AND FACTS: Many private schools are now oper-

ating under what is called a need-sensitive admissions
policy. This means that a student’s need for financial
aid is factored into the admissions equation. In certain
situations, a student who needs less financial aid may
stand a better chance of getting in. A good admissions
counselor may know which private schools use need-
sensitive admissions policies and factor in this informa-
tion when working with individual clients.
Technology is making changes in the admissions

process. Students can now access a great deal of infor-
mation about specific institutions online. It is even possi-
ble, not to mention faster and in some cases less
expensive, to submit multiple applications electronically.
Trends
The field of educational consulting is becoming in-
creasingly specialized. Some admissions consultants are
130
choosing to specialize in small liberal arts colleges or

technical universities. Others are working with clients
who are seeking entry into graduate school or schools
of law, medicine, or engineering.
Many corporations are offering admissions con-
sulting as a benefit to employees who are facing the
college-admissions process as they return to school for
further training.
Three-fifths of the states require that students pass
a basic competency test to graduate from high school.
In addition, most colleges want to see SAT scores.
However, these tests are, for the most part, not aligned
with the school curriculum. So teachers or parents or
consultants have to spend time prepping students to
pass these tests. Consulting services have emerged to
fill this gap between what teachers are asked to teach
and what students are tested on.
STATS AND FACTS: Some consulting services work as

partners within school systems. They offer test prepa-
ration programs at no cost to the individual students
and help teachers and counselors to better understand
testing, measurement, and assessment.
Insider Facts
Parents and students worry about students getting into
college. But colleges and universities throughout the
country are worried about keeping students once they
have them. Retention is a nationwide problem, and
schools know there are costs to students and the insti-
tution when students drop out after a semester or
leave to try another school.
Many professional educators are concerned about
so-called early action, early-decision admissions, in
which a college will give early acceptance to students in
exchange for their making a commitment to attend
that school. They worry that students, pressured by
their eagerness to know which school they will be at-
tending, make a decision before they have carefully
considered all their options.
131
Educational counselors suggest taking college rat-

ings with a big grain of salt. Statistics do not tell the
whole story. Nor do ratings have much to do with the
school’s suitability for your particular child.
PANEL OF INSIDERS
John Bogley Stephanie Hoffman Bruce Neimeyer

dean of admissions assistant director of director of admissions
Whitman College admissions Rutgers University
Walla Walla, Wash. University of South Dakota Newark, N.J.
Vermillion, S.D.
Laura Frey and president Jeff Rubenstein
director of admissions Dakota Association of director of research and
Vermont Academy School Counselors and development
Saxton’s River, Vt. College Admission Princeton Review
and president Professionals New York, N.Y.
New England Association
for College Admission Irene Kovala Mark Sklarow
Counseling dean of alternate learning executive director
College of DuPage Independent Educational
Barbara Hall Glen Ellyn, Ill. Consultants Association
director of guidance and president Fairfax, Va.
Bishop Devenger High Illinois Association for
School College Admission
Fort Wayne, Ind. Counseling
132
Chapter 16
Credit
Counselors
asy credit + overspending = mounting in-
E terest + poor credit + calls from collection

agencies. Consumer credit counselors
know this equation well. It is what leads
nearly 1 million Americans families to seek
credit counseling each year. Faced with the unpleas-
ant reality that their debt payments exceed their in-
come, clients in this kind of trouble find that credit
counselors can show a way out of the seemingly im-
possible situation. Negotiation with creditors, debt
consolidation and repayment, and learning new bud-
geting skills are some of the services the credit coun-
selor can offer. A reduced monthly payment and a
negotiated break on interest charges can be the turn-
around point for getting out of debt. Learning new
spending and saving habits can be the key to staying
out of debt.
This fresh start does not come without a price. It
typically takes three to four years of working with a
credit counselor to clear significant debt. And chang-
ing a spending habit and lifestyle is not easy. And even
if you begin cleaning up your act, negative informa-
tion on your credit record will affect your ability to ob-
tain additional credit for some time. (Federal law
requires that negative information be dropped from
your credit record after seven years, while bankrupt-
cies disappear after ten years.) However, most people
who seek credit counseling agree that learning how to
manage money is better than losing key relationships
or possessions, which is often the price paid for un-
controlled spending.
133
Where to Begin
The National Foundation for Consumer Credit sug-
gests the following guide to determining whether you
are headed toward a financial crisis:
■ Do your monthly credit bills account for more than
20% of your take-home pay? (Exclude rent or mort-
gage payments.)
■ Can you make only the minimum payments on your
charge card accounts?
■ Are you uncertain how much you owe?
■ Do you have little or no savings?
■ Are you near the limits on your credit cards?
■ Have you had to take out a loan to pay off another
loan?
■ If you lost your job would you be in immediate finan-
cial trouble?
Even a couple of yeses to these questions suggest

the need for counseling.
There are two types of credit-counseling services:
nonprofit and those that charge for their services. One
of the largest nonprofit counseling services in the U.S.
is the Consumer Credit Counseling Service, which has
nearly 2,000 offices throughout the country. Some
CCCS offices offer a free debt repayment plan; others
charge a nominal fee based on what you owe creditors.
One of the best-kept secrets in the country is the fact
that many excellent credit-counseling aides are available
free through county/cooperative extension offices. Two
programs in particular, the Power Pay Program and
Money 2000, have helped many consumers to reduce
their debts. Cooperative extension offices can be easily
located by looking in the telephone directory under
county offices or by calling schools of agriculture at state
universities. These services, established to serve as a link
between researchers and state residents, are excellent
sources of information for consumers.
Military organizations provide a great deal of excel-
lent financial and credit information to those serving in
the various branches of the armed services.
For-profit agencies charge by the hour or charge a
134
Chapter 16 CREDIT COUNSELORS
fixed price for a specific service, such as helping you

resolve a disputed charge. These agencies are more
likely to suggest measures such as taking out a home-
equity loan or filing for bankruptcy to clients than are
nonprofit agencies.
A free initial consultation is often standard for both
types of counseling services.
4 that
TIP: Avoid any credit-counseling service that advertises
it can fix bad credit. Only you can clear your fi-
nancial record.
What to Look For

You should ask whether the counselor is a member of
the National Foundation for Consumer Credit, the As-
sociation for Financial Counseling and Planning Educa-
tion, or other professional organizations. Also, find out
whether the agency itself is accredited by the Council
on Accreditation for Children and Families (COA),
which accredits more than 4,000 programs through the
U.S., because children are the ones often hardest hit
when a family experiences financial difficulty. COA’s
sponsoring organizations include many nonprofit orga-
nizations concerned with the welfare of children and
families. To be accredited by COA, an agency must be
audited annually, offer a variety of consumer-education
programs, disburse funds to creditors at least twice per
month, and be licensed, bonded, and insured.
You should also call the Better Business Bureau to
make sure that no complaints against the agency re-
main unresolved.
It should be possible to get an appointment right
away when you contact a counseling service. You
should be able to speak to a person, not just a record-
ing. The service should offer long hours, as well as
evening and weekend appointments. A good Web site
and bilingual support are becoming standard.
Ask exactly what fees are included in your monthly
repayment program. Look for an agency that offers an
initial free consultation and low fees.
135
Red Flags
Be wary of a counseling service that suggests more ex-
treme measures, such as a home-equity loan or bank-
ruptcy, before trying simpler measures, such as debt
consolidation. (You could, for instance, roll several
high-rate credit card balances onto one lower-rate
card. Or, you could take out a debt-consolidation loan
to accomplish the same thing. There’s nothing basically
wrong with the idea of borrowing money to pay your
debts, as long as you realize that consolidating bills
doesn’t eliminate them.)
Avoid a service that suggests it can remove negative
information from your credit report, because it can’t.
Beware an agency that does not provide you with a
detailed monthly statement showing how much has
been paid to each of your creditors.
National Foundation for Credit ■ The Federal Consumer Information

Counseling (8611 Second Ave., Suite 100, Center, part of the U.S General Services
Silver Spring, MD 20910; 800-388-2227; Administration, publishes many consumer
www.nfcc.org) publications. You’ll find those concerned
with credit and other money matters listed
Springboard (P.O. Box 5438, at: www.pueblo.gsa.gov/money.htm.
Riverside, CA 92517-5438; 800-462-2227;
www.ncfe.org) ■ The Office of Consumer and Business
Education through the Bureau of Con-
Association of Independent Consumer sumer Protection, under mandate from the
Credit Counseling Agencies (11350 Federal Trade Commission, offers a variety
Random Hills Rd., Suite 800, Fairfax, VA; of consumer publications online at
703-934-6118; www.aiccca.org) ConsumerLine (www.ftc.gov/ftc
/consumer.htm).
PUBLICATIONS
■ Some credit card companies, such ■ The Jumpstart Coalition (919 8th St.,
as VISA and MasterCard, offer free N.W., Suite 300, Washington, DC 20036;
debt management materials to their 888-453-3822; www.jstart.org) is an orga-
cardholders. nization that helps educate children about
financial matters.
136
Any debt-counseling system that focuses solely on Any debt

the process of budgeting is bound to fail. Financial counseling
reeducation, which includes taking a hard look at atti-
tudes toward money and spending, is essential. system that
focuses solely
Other Considerations on the process
If you do some homework—preparing a file of your of budgeting is
income, expense, and debts, letters from creditors, re-
cent tax returns—and take this file with you, you bound to fail.
should be able to find out what options you have in
your first meeting with a debt counselor. You should
know which of your debts are secured (attached to
property), because these debts usually cannot be con-
solidated. Student loans also are nonnegotiable.
Most credit-counseling services will require you to
cut up your credit cards, usually in the presence of
your credit counselor.
Most of the best counseling services offer housing
counseling and can help with such matters as foreclo-
sure proceedings on your house and delinquency of
payments.
4 stand
TIP: It is important, when trying to clear debt, to under-
your legal rights. Under the federal Fair Debt
Collection Practices Act, collectors must stop calling you
at home or at work if you request in writing that they
do so. A counseling service can help with this matter.
Detailed information concerning this legislation, which
governs third-party collection of debts, can be found
online at www.ftc.gov/os/statutes/fdcpa/fdcpact.htm.
Although you should ask your counselor, “How big

will my consolidation payment be?’’ the more impor-
tant question is, “How will these actions affect me long-
term?” Knowing that you can completely clear your
debt in three years, say, can be very encouraging.
Trends
Most Americans, in all age groups, cannot account for
137
25% to 50% of our spending.

Debt problems, however, are moving down the age
scale. Card issuers are offering cards to children as
young as 13. This availability of credit coupled with the
fact that teens in this country spend about $158 billion
per year, often means very early experience with the
negative side of credit.
Some credit-counseling agencies are beginning to
offer Internet counseling in addition to telephone and
in-person counseling.
STATS AND FACTS: The NFCC recently reported that,

although on average nearly 80% of their clients are eli-
gible to file for bankruptcy, only 10.5% actually do so.
This is a very good thing, because bankruptcy stays on
your credit report for ten years.
Insider Facts
Some credit card companies will forgo adding finance
charges to your account if you are working with a cred-
it counselor. Others will lower their interest rate.
More credit-counseling agencies are willing to see
clients before a full-blown financial crisis occurs to an-
swer questions or to point out options that may head
off serious trouble.
See also the profile of Financial Planners.
138
PANEL OF INSIDERS
Suzanne Bingham Steve Rhode Rosemary Skrupa

director president president
Association of Independent Myvesta Credit Advisors Inc.
Consumer Credit Gaithersburg, Md. Omaha, Neb.
Counseling Agencies
Fairfax, Va. Paul S. Richard Diane Wilkman
director Consumer Credit
Sharon Burns National Center for Counseling Service
executive director Financial Education Riverside, Cal.
Association for Financial San Diego, Cal.
Counseling and Planning
Education Michael Rupered
Upper Arlington, Ohio UGA Cooperative
Extension Service
Athens, Ga.
139
Chapter 17
Dentists
he fact that the American Dental Associa-
T tion recognizes eight specialties, more

than 30 academies and associations, and
more than 90 areas of special interest,
such as sports dentistry and geriatric den-
tistry, suggests something of the immense change that
has occurred in this field in the past 30 years. Not only
have the consumer’s options for specialized treatment
greatly expanded, so have consumer expectations.
Today it is the norm, not a rarity, to keep teeth for a
lifetime. In the past 20 years, the number of children
with cavities has dropped by half. Americans may be
spending about $24 million dollars a year for dental
care, but we are getting a lot for our money—and we
are getting it pain-free (except, as the old joke goes, for
writing out the check).
Where to Begin
Finding a good dentist should be relatively easy to do.
The experts agree that a referral from enthusiastic (not
merely satisfied) friends and family is worth listening to.
Physicians, pharmacists, and dental specialists, particu-
larly periodontists (gum specialists), know who the best
practitioners are. If you are moving to another town,
ask your current dentist for a recommendation. The
American Dental Association is a vast organization, but
it’s also a well-coordinated network. Members from one
area often know personally or by reputation excellent
dentists who practice in other areas. As a matter of fact,
the executive director of the local dental society should
have a list of members he or she she could recommend.
141
You might What to Look For

begin an A good practitioner will welcome an interview with you
and a tour of the dental office. Visits to three or four
interview offices will give you a good basis for comparison.
by asking The front office is indicative of what goes on in
back. The staff should be welcoming and well-orga-
the dentist nized. The level of service, according to one expert,
to tell you should be the same as that you would expect at a five-
star restaurant or hotel. The office should also be fully
about his or computerized. Finally, if the front office is doing its job,
her training, the waiting room should be nearly empty.
The equipment in the treatment areas should ap-
philosophy pear to be new or nearly so. The availability of equip-
of dental ment, such as an intra-oral camera, suggests that the
dentist is keeping up with technological change. (An
treatment, intra-oral camera photographs a tooth or part of the
and views on mouth and projects it on a screen so that the patient
can see what the dentist is talking about: “See the wear
prevention. on the back of this crown?”)
Measures taken to control infection should be obvi-
ous. The use of gloves, masks, gowns, and goggles
should be standard. Implements and countertops
should be disinfected and sterilized after every patient.
4 TIP: Although possible HIV infection from poorly con-

trolled dental treatment has had quite a bit of press,
spread of hepatitis is actually a more likely occurrence
and bigger concern. Infection can be controlled by
placing instruments in bags and sterilizing them in an
autoclave.
You might begin an interview by asking the dentist

to tell you about his or her training, philosophy of den-
tal treatment, and views on prevention (infancy
through old age). Ask the dentist if he refers patients
to specialists and for a description of the full range of
services he provides. Far from viewing such questions
as an irritation, dentists say they would welcome more
of them from their patients.
Today, good dental health is considered a partner-
ship, although dentists view their role in that partner-
142
Chapter 17 DENTISTS
ship along a scale of “coach” to “drill sergeant.” You will

be more comfortable with a dentist whose style matches
your own need to know what is going on and your de-
sire to participate in your own dental health.
Generally speaking, however, a good dentist CONSUMER RESOURCES
will try to make you part of the team in some AND PUBLICATIONS
way and will usually favor conservative, as op-
posed to extreme, treatment options. The American Dental
Find out what kind of continuing-educa- Association (211 East Chicago
tion courses the dentist has recently taken. Ave., Chicago, IL 60611;
(Although most states require continuing- 312-440-2500; www.ada.org)
education courses for renewal of licenses, has consumer advisers.
about ten states still have no such require-
ments.) Attending professional meetings, read- The International/American
ing journals, and taking part in study clubs are Associations for Dental
other useful methods for staying current. Research (1619 Duke St.,
Membership in state and national profes- Alexandria, VA 22314;
sional organizations, particularly the Ameri- 703-548-0066; www.iadr.com)
can Dental Association, publishing in publishes information that is
professional journals, and being certified as a useful to consumers.
peer reviewer (a dentist who reviews papers
written by other dentists) are also indications PUBLICATIONS
of greater-than-average competence. Journal of Dental Research
A standard examination can tell you a Advances in Dental Research
great deal about a dentist. A good dentist will
be prevention oriented and will routinely conduct the
following four screenings recommended by the Ameri-
can Dental Association:
■ A screening for oral cancer. This cancer is not uncom-
mon (there are about 30,000 new cases a year) and
most of them are first noticed by dentists.
■ A periodontal screening. The dentist or the hygienist
should measure the distance, or gap, between the
teeth and the gums. Too much distance is indicative
of the early stages of periodontal disease and requires
treatment so that the tooth will not be lost.
■ A check of the temporomandibular joint. By checking
to see whether there are any clicking or popping
noises when you open your mouth, the dentist can
get an idea whether you may have trouble with this
joint in the future.
143
■ A tooth-by-tooth examination. On the initial visit,

this should include a complete set of x-rays.
The dentist you choose will want to educate you.

He or she should take a complete dental history and
then listen to you about your concerns and goals for
treatment and health. You should have the feeling that
the dentist views oral health as an integral part of over-
all health.
In many research projects and surveys, lack of
control has been shown to be the patient’s real fear
about dental treatment. So a good dentist will be sensi-
tive to your fears and will want to know about your re-
actions to past treatment, both good and bad. He or
she will explain all options for pain control, including
nitrous oxide, local anesthesia, electronic anesthesia,
and relaxation and distraction techniques. There
should be a way to reach the dentist easily in case of
emergency. The emergency service should be available
24 hours every day.
If treatment is indicated, the dentist should explain
your options. For example, in the case of a missing
tooth, there are up to six or seven ways to proceed.
There are about five modalities for teeth whitening. A
good dentist will also explain the risks, benefits, and
costs of each option, and how long treatment should
take for each option.
4 ample,
TIP: Most insurance benefits expire annually. For ex-
your plan might provide up to $1,000 of dental
benefits per year, usable only in that year with no car-
ryover to the next. A good dentist will help you plan
elective treatment to maximize your benefits and mini-
mize your out-of-pocket expenses.
Any treatment option you decide on should make

sense to you. It is always sensible to ask how long any
treatment modality has been used and how long any
“new” treatment was in the research stage.
Clear financial arrangements are important for
both the patient and the dentist. Patients are con-
144
Chapter 17 DENTISTS
cerned about payment because many dental plans do You want done
not fully cover the cost of expensive treatment. Good only what’s
dentists are concerned that patients will make decisions
about treatment based on what the insurance will pay necessary,
and not on what needs to be done. Most dentists are when necessary,
happy to work with patients to ensure that they get the
treatment they need. to preserve
your teeth
STATS AND FACTS: Many managed-care dental sys-
tems reduce dentists’ fees by 30% to 50%. A high-qual- and good
ity dental office working only within a managed-care oral health.
system will have difficulty financially, because this re-
duction in income cannot be balanced by increasing
the number of patients seen without seriously com-
promising the quality of the work the dentist does.
Consider, too: The typical $1,000 annual maximum of
most dental-insurance plans has remained the same
for nearly 25 years.
Red Flags
Good dentists will tell you that less competent dentists
may overdiagnose or propose treatment because it is
covered by the patient’s insurance. You want done only
what’s necessary, when necessary, to preserve your
teeth and good oral health.
Caution is especially indicated if your employer has
a direct-reimbursement program in which the employ-
er pays claims directly from a company fund. In these
situations, there is no third party, such as an insurance
company, to monitor the work being done.
Be cautious about working with a dentist who does
not present a clear treatment plan or one who does not
require financial arrangements to be clearly under-
stood in advance of treatment.
A dentist who works without even one assistant,
running back and forth among patients, can provide
substandard care. Find another practitioner if you feel
that you are not getting thorough exams, if the dentist
chronically runs late, or if the office appears dirty or
disorganized.
145
If, after a few visits, you notice a lot of turnover in

front-office staff, you may want to reconsider your
choice of dentist. A stable staff provides a much higher
level of service. Nor should you have to suffer tension
between staff members and the dentist.
Expectations play a large role in eventual satisfaction
with a dentist. If you and your dentist both make
your expectations clear, both of you will be happier
with the outcome. This is especially important when
working with a specialist. (For example, most pedi-
atric dentists assume that a child’s office visit will in-
clude an examination. If you prefer that your child
have a chance on a first visit to just look around and
meet the dentist, you need to say so.) If you are seek-
ing the services of a cosmetic dentist, ask to look at
before-and-after photos to see the range and quality
of the dentist’s work.
Trends
It is difficult to be too optimistic about future advances
in the field of dentistry. The past few years have seen
such technological advances in the field as:
■ The use of lasers in treating periodontal disease.
Lasers promote fast healing and cause little post-
treatment pain.
■ The use of intra-oral cameras to show the patient ex-
actly what needs to be done.
■ The use of aggressive fluoride treatment to reverse
small cavities.
■ The use of VCRs to control pain. (Bring one of your
own favorite videos to the office, choose one from the
dentist’s selection, or pop on video eyewear to use
guided imagery to relax.)
■ Ultrasound tartar removal (the use of sound waves to
vibrate tartar off.)
■ Electronic probes that measure the distance between
teeth and gums to detect periodontal disease.
146
Chapter 17 DENTISTS
■ The use of tiny video cameras for help in fitting

crowns and bridges.
■ The use of sealants to protect surfaces.
■ Techniques that allow successful orthodontia for pa-
tients ranging in age from 3 to 82 years.
■ The use of instructional CD-ROMs in waiting rooms.
■ Digital x-rays that require less radiation and eliminate
film processing, allowing hygienists to instantly show
you the results of your x-rays.
Insider Facts
Electronic anesthesia, which eliminates needles, pain,
and numbness, has been developed in Europe and may
soon be available in the United States. A small electron-
ic receptor placed near the diseased tooth isolates and
neutralizes the nerve fibers that transmit pain.
On a less positive note is the growing trend toward
purchase of individually owned and managed dental
PANEL OF INSIDERS
Howard Achen, DDS Hazel J. Harper, DDS, Max M. Martin Jr., DDS
Las Cruces, N.M. Washington, D.C. Lincoln, Maine
Harold E. Donnell Jr. Stephen Hardymon Winston Morris, DMD

executive director executive director Lakeland, Fla.
Academy of General Washington State Dental
Dentistry Association Jeffrey Parrish, DDS
Chicago, Ill. Seattle, Wash. Issaquah, Wash.
Frank Grimaldi, MD Lee Hawkins, DDS Eugene M. Seidner, DDS

University of California– Gainesville, Ga. Caldwell, N.J.
San Francisco Medical
Center Jacob J. Lippert, DDS Don Theophilus, DDS
San Francisco, Cal. Jefferson City, Mo. Norfolk, Neb.
Daniel B. Livingston, DDS

St. Louis, Mo.
147
practices by huge corporations, which then hire back

the dentists as employees. Some states outlaw the prac-
tice and insist that practices be owned by licensed den-
tists so that the standards governing the management
of the practices will conform to professional standards
and not just the corporate bottom line.
148
Chapter 18
Dietitians
e live in information-rich, potentially
W nutritionally poor, times. We are

bombarded almost daily with news
bulletins suggesting that we eat one
food and avoid another, with faddish
weight-loss ideas, and with dire predictions about the
effects on our health of eating the wrong foods. It is lit-
tle wonder the stress from not knowing how to inter-
pret conflicting information about nutrition propels us
in the direction of our favorite comfort foods.
Today, weight loss, although a major concern for
the 61% of Americans who are clinically overweight, is
being supplanted on our list of concerns by other
problems related to what is on our plates. Eating disor-
ders, diabetes, and food sensitivities are affecting grow-
ing numbers. The safety of the food production
industry and uncertainties about genetically altered
foods are new issues for everybody.
Fortunately, our decisions about what food we
should eat do not have to be based on a guess and a
gulp. Nutrition is a scientific discipline, and research-
backed information is available.
Where to Begin
The nightly newscast is probably not the best source of
accurate dietary information; a registered dietitian or
a medical doctor with special interest and training in
nutrition is. A registered dietitian (RD) must have
earned a bachelor’s degree and have completed as
many as 1,600 hours of supervised practice in a clini-
cal setting or a master’s degree in nutrition as well.
149
American Dietetic Association 296-6540; http://ific.org)

(216 W. Jackson Blvd., Chicago, IL 60606;
800-366-1655; www.eatright.org) American Council on Science and
Health (1995 Broadway, New York, NY
American Academy of Pediatrics 10023; 212-362-7044; www.acsh.org)
(141 Northwest Point Blvd., Elk Grove
Village, IL 60007; 847-434-4000; PUBLICATIONS
www.aap.org) Journal of Nutrition
Food Insight
American Medical Association (515
N. State St., Chicago, IL 60610; 312-464- Many popular publications, such as
5000; www.ama-assn.org) women’s magazines, parents’ magazines,
and cooking magazines have registered
International Food Information dietitians on staff or have registered
Council (1100 Connecticut Ave., N.W., dietitians write food articles. The informa-
Suite 430, Washington, DC 20036; 202- tion from these sources is reliable.
The typical graduate program in dietetics requires

just two or three fewer courses than does traditional
premedical training.
The 69,000 members of the American Dietetic As-
sociation work in many settings, including private
practice, hospitals, HMOs, wellness centers, public-
health offices, universities, and research facilities.
Although, in the past, medical schools have not
stressed training in nutrition, today it is a common
practice to have an RD teaching nutrition to future
MDs. And, in practice, medical doctors and registered
dietitians work as a team to solve patients’ food-related
problems. Pediatricians tend to be the most nutrition-
savvy medical practitioners because proper nutrition is
so important to children’s growth and development.
To begin to find the help you need concerning nu-
trition, first consult your family physician, who will
often refer you to an RD with whom he or she has
worked. The American Dietetic Association maintains a
national referral hotline for linking consumers to RDs
in their area; state dietetic association offices also will
150
Chapter 18 DIETITIANS
refer. Hospitals and county cooperative extension of- You should

fices, established to serve as a link between researchers work only
and consumers, are other possible sources of names of
good dietitians. with a
registered
4 TIP: All dietitians are considered nutritionists, but not
all nutritionists are dietitians. The designation RD dietitian or
(registered dietitian) means that the dietitian is nation- medical
ally certified; CD (certified dietitian) indicates state li-
censure or certification. The national certification doctor, both
process tends to be more rigorous and is therefore the of whom
preferred designation. In order to practice, however,
RDs also need to be licensed by the state. know how to
diagnose
What to Look For imbalances
Most of us like simple answers. In the case of human and can
nutrition, however, there are few of those. What may
be the answer for one person may not be for another.
prescribe food
Yet, because we all eat, and most of us avidly pursue as medicine.
this field of study, it is easy to assume some expertise
about the subject. In fact, there are many self-styled
nutritionists practicing today with little more than this
common experience with food and some strong food
prejudices.
There is growing popular recognition of the fact
that foods are chemicals. It takes someone with clinical
training to understand how these chemicals affect peo-
ple and to know how to design a food program that
balances and blends the foods we need for optimum
health and the foods we want to eat for pleasure. You
should work only with a registered dietitian or medical
doctor, both of whom know how to diagnose imbal-
ances and can prescribe food as medicine.
STATS AND FACTS: Molecular biology, cellular physiol-

ogy, clinical nutrition, nutrition intervention, dietary
trends, dietary assessment, maternal and child nutri-
tion, energy metabolism, and mineral nutrition are just
a few topics considered essential information for suc-
cessful dietetic practitioners.
151
Dietitians Ask the prospective dietitian or physician about the

have become specific courses, training, and experience he or she has
had that relates to your problem.
de facto Improving one’s health has supplanted losing
cooking weight as a reason many people seek the services of a
dietitian. In this case, the dietitian’s goal is usually to
teachers for teach how to make better food choices. A food history
many clients and a food diary are common assessment tools. Dieti-
tians favor gradual changes in diet and can provide
who were clients with recipes and new shopping skills to help ef-
never taught fect those changes. Well aware that the only kitchen
tool many clients know how to use is the microwave,
to prepare dietitians have become de facto cooking teachers for
food. many clients who were never taught to prepare food.
Red Flags
Because there is still no legal definition of nutritionist,
the training and experience of practitioners vary wide-
ly. Many are self-taught. Ask to see proof of profession-
al certification.
Be wary of nutritionists who base their practices on
selling products or books they have written.
Dietary habits take some time to change. You can ex-
pect to work with a dietitian over a period of several
weeks or months.
STATS AND FACTS: The average fee for the services of

a registered dietitian is $55 to $65 per hour.
Trends
Nutrition has become a hot legal topic. The recently
passed Medicare Medical Nutrition Therapy Act (HR
1375) allows RDs and other nutrition professionals to
be reimbursed for nutritional therapy given for the
purposes of disease management when the service is
provided by physician referral.
152
Chapter 18 DIETITIANS
American families are eating fewer meals together

and eating out much more than we used to. The
American Dietetic Association, the U.S. Department of
Agriculture, the Dairy Council, and the American
Academy of Pediatrics are some of the groups con-
cerned about teaching children how to eat well in the
current food environment. Many of these groups pro-
vide educational materials.
Practitioners working with people suffering from
chronic disease, such as diabetes and allergies, are in-
creasingly looking at nutritional factors that might con-
tribute to the ongoing problem.
Insider Facts
Some dietitians are now using their technical training
to work as personal chefs for clients with special nutri-
tional concerns. Dietitians charge about the same or
only slightly more for this service than the average fee
for service from a personal chef (see the profile of Per-
sonal Chefs).
An expanding area of nutritional research con-
PANEL OF INSIDERS
Jennifer Anderson, Stella Cash, RD, MED, MS Virginia Stallings, MD

PhD, RD board member Division of GI and Nutrition
Department of Food Science American Dietetic The Children’s Hospital
and Human Nutrition Association of Philadelphia
Colorado State University also, Department of Food Philadelphia, Pa.
Ft. Collins, Colo. Science and Human
Nutrition Sylvia Escott-Stump, MA,
Roseann Lyle, PhD Michigan State University
RD, LDN
Department of Health, East Lansing, Mich. Department of Nutrition and
Kinesiology, and Leisure Hospitality Management,
Studies Becky Schneider, RD, CD East Carolina University
Purdue University Health Professions Greenville, N.C.
West Lafayette, Ind. Certification Board
State of Indiana
Indianapolis, Ind.
153
cerns herbs and supplements. Many dietitians and

physicians believe that more information is needed
about these nutritional options and that such supple-
ments may not be necessary—if the patient has a var-
ied, healthful diet.
The new dietary guidelines released in 2000 by the
U.S. Department of Agriculture listed activity as a sepa-
rate dietary factor.
Cultural background, socioeconomic level, and
religion all play large roles in the way we eat. Dieti-
tians are aware of these factors and are able to incor-
porate a variety of food options to match a broad
range of circumstances.
154
Chapter 19
Estate Planners
ost of us assume that all we have
M worked hard to accumulate will natu-

rally pass to our spouses and children
when we die. And it generally will,
even if we are among the 70% of
Americans who die without a will—but not necessarily
in the way that you would choose.
If you don’t have a valid will at your death (intes-
tate in legal jargon), your assets will be divided among
your relatives according to your state’s one-size-fits-all
plan, which may be a far cry from what you want. If
you have no heirs that fit the state’s definition, the as-
sets go to the state.
By contrast, an estate plan lets you call the shots.
You can divide your property just about any way you
like (although you can’t disinherit a spouse). You can
name the guardian of your children and design cre-
ative trusts to achieve your goals. You can provide for
a nonmarital partner. You can help your favorite
charities. You can ensure what will happen if you be-
come disabled.
And there’s still the issue of the federal estate tax.
Because changes to the estate tax law are likely to be
phased in over several years, you still want to do what
you can to reduce the tax bill in case something hap-
pens to you between now and then. Right now, the law
ignores any amount that you leave to your spouse or to
charity, and up to $675,000 of assets that you leave to
others. (That $675,000 is currently scheduled to grad-
ually increase to $1 million in 2006.) So, it’s especially
crucial that you have an estate plan if your estate is al-
ready over or creeping close to the $675,000 level at
155
With the use which the tax kicks in. And you may be closer than you
of the tools think, when you add up the value of your home, mu-
tual funds, stocks and other investment assets, includ-
available to ing the value of a pension plan and your balances in
an estate retirement accounts, such as IRAs and 401(k)s.
Keep in mind that funds from an IRA, pension or
planner, it life insurance policy will pass directly to your beneficia-
takes relatively ry without getting held up in probate—the often costly,
time-consuming court-supervised process to settling an
little time estate—as will any property that you owned jointly
and money to with right of survivorship, the form of ownership usu-
ally chosen by spouses. But unless the IRA, in particu-
protect your lar, is specifically mentioned in a trust, you could face
assets and serious tax consequences.
your family.
Where to Begin
With the use of the tools available to an estate planner,
it takes relatively little time and money to protect your
assets and your family. In a couple of hours or so for
each document, for example, an attorney can prepare
a will, a durable power of attorney for financial mat-
ters, a durable power of attorney for health care, and
appropriate trusts.
A good estate plan involves careful consideration of
a large number of issues, including taxes, insurance,
federal and state laws, your assets and liabilities, dispo-
sition of valued objects, and the long-term welfare of
all those people you care about. In addition, matters
relating to divorce, remarriage, and blended families,
incapacitation, family businesses, and long-term med-
ical care are spelled out in an estate plan.
A basic estate-planning package may cost from
$500 to $5,000. The average is $1,000 to $1,500. How-
ever, it could cost more, depending on the complexity
of your circumstances, such as owning a business.
4 TIP: One of the benefits of working with a professional

in estate planning is having a disinterested, but knowl-
edgeable, third party with whom to discuss such diffi-
cult issues as whether heirs should receive equal
156
Chapter 19 ESTATE PLANNERS
shares, whether to disinherit certain heirs, and what

should be done in a remarriage if one spouse has
more children or has contributed substantially more
to the estate.
An estate plan should answer the following impor-

tant questions:
■ Who do you want to inherit your assets?
■ How do you want them to get the property, outright
or in trust?
■ Who will be the guardian of your children?
■ Who will be the executor of your estate after your
death? The executor is the person designated to
carry out your wishes as stated in your will after your
death. An executor handles the actual transfer of
your property to your heirs, as well as making sure
any taxes, debts, and other obligations are paid.
■ How will the bills at the time of your death be paid?
■ How should you and your spouse hold title to your
property?
■ How can you minimize taxes while you are living, at
the time of your death, and for your surviving
spouse or heirs?
■ If you can’t manage your financial affairs, who will do
it for you?
■ Who will make decisions about your medical care if
you are unable to?
Estate planning can be a team effort, involving an

attorney and possibly an accountant and an insurance
professional. A sensible way to choose the team leader
is to talk initially with either your accountant or your
attorney, whichever one you know best and whichever
already has the most information about you on file.
Keep in mind that it will eventually have to be an
attorney who draws up the actual documents. It is also
helpful to remember that each member of your estate
planning team will probably favor the approach or fac-
tor with which he or she is most familiar, that is, wealth
maximization or tax minimization, for example.
It is possible to find firms that offer estate planning
157
and have accountants, financial analysts, and attorneys

under one roof. It is also perfectly possible to create
your own team or to ask your accountant or attorney
to oversee the project and suggest other professionals
to lend their expertise.
Attorneys who practice business or family law are
often good sources of recommendations of attorneys
who practice estate planning. Bankers, doctors, and
ministers often have occasion to work with estate plan-
ners. And many public-interest groups, such as the
American Association of Retired Persons, offer informa-
tion about estate planning and finding estate planners.
4 transfer
TIP: When you create a revocable living trust, you
ownership of your assets to the trust. You
choose a trustee to administer your trust, according to
the instructions in the trust, on behalf of the beneficia-
ries—possibly yourself, your spouse, or your children.
For example, you can tell the trustee how you want the
State Bar Associations planning and who have been elected to

this association. ACTEC will refer you to
American Institute of Certified Public an attorney who lives in your geographic
Accountants (1211 Avenue of the area and practices this specialty. An attorney
Americas, New York, NY 10036; must have practiced in this specialty ten or
212-596-6200; www.aicpa.org) more years to be admitted to this society.
American Accounting Association National Association of Personal

(5717 Bessie Dr., Sarasota, FL 34233-2399; Financial Advisors (355 W. Dundee Rd.,
941-921-7747; www.aaa-edu.org) Suite 200, Buffalo Grove, IL 60089;
1-888-333-6659; www.napfa.org)
American College of Trust and Estate
Counsel (3415 S. Sepulveda Blvd., PUBLICATIONS
Suite 330, Los Angeles, CA 90034; Foresight—Estate and Tax Planning Newsletter
310-398-1888; www.actec.org). This is Probate and Estate Planning Journal
an organization of nearly 3,000 attorneys Probate and Property Magazine
throughout the country who practice estate
158
principal or income from the trust’s investments spent If you choose

for the support of your surviving spouse or children. to work with
You can be your own trustee during your lifetime
with a successor trustee who can take over after you. an attorney,
This is not an insignificant job, and the trustee will be look for one
one of the key persons on your estate team. The job
can take a great deal of time and tact. Family members who has
or close friends are often asked to be trustees because training and
they know and care about the beneficiary. Today it is
increasingly popular to ask a financial professional— experience in
say, a bank trust department or lawyer—to handle the both estate
task and pay that person a fee for doing so, typically a
percentage of a larger trust or a minimum flat fee for planning and
smaller trusts. tax law.
What to Look For

Many professional groups now have special designa-
tions to identify those with specific training or exper-
tise in estate planning. The designation of Personal
Financial Specialist earned by a CPA means that he or
she has a minimum of several years experience in es-
tate planning and has passed a rigorous test covering
that topic. A state bar association may designate a prac-
titioner a master in his or her specialization, such as es-
tate planning, after five, ten, or 15 years of practice in
that field (different states have different requirements).
Some attorneys are also designated certified specialists
in estate planning, probate, and trust law.
If you choose to work with an attorney, look for
one who has training and experience in both estate
planning and tax law. The bar association in every state
lists attorneys by specialization. Ask to speak to some-
one in the tax section of the bar association and then
ask that person to cross-reference tax attorneys with
those who do estate planning.
Each of the national accounting firms now has an
estate-planning section. In addition, the AICPA and
the AAA, listed in the box at left, can refer you to ac-
countants specializing in estate planning.
When it comes to tax ramifications, you should
159
Even if you look for an estate planner who is well versed in the in-
do your will tricacies of income and gift taxes, generation-skipping
taxes, and pension and profit sharing.
yourself, it’s CPAs fill out many required federal tax returns:
still smart to gift, estate and income tax, among others. Some attor-
neys who special in estate planning will perform this
have the will service also.
reviewed to
STATS AND FACTS: Federal estate-tax returns are due
ensure that just nine months after death.
it is executed
according Red Flags
to your Although it is possible to buy packages to create your
own will and trust, this is not the time to take short-
state’s legal cuts in the hope of saving a few dollars. It makes
requirements. sense to pay a competent professional a reasonable
fee to write a document that will lay out your wishes
and stand up later to scrutiny by the probate court,
your beneficiaries, and anyone else you choose not to
make a beneficiary. Will-writing kits, whether paper
or software, can help you prepare to meet with your
estate planner, anticipating and answering many of
the questions that you will be asked, and focusing
your thinking.
If your needs are relatively simple and you choose
to use will-writing software, your will has to be execut-
ed according to your state’s legal requirements. If it
isn’t, it will be considered void. So, even if you do it
yourself, it’s still smart to have the will reviewed.
More expensive doesn’t necessarily mean better
when it comes to having a trust drafted. Some “trust
mills” charge as much as $5,000 for churning out
what amounts to boilerplate text, while a lawyer’s fee
for the same service could amount to just a few hun-
dred dollars.
Americans are living longer, but not necessarily bet-
ter. Do-not-resuscitate orders, powers of attorney,
160
healthcare proxies, and the particulars you desire for

your own funeral should be discussed as part of the
estate-planning process.
One of the advantages of having an estate plan is
that, at the time of death, all records are in place and
survivors do not have to work through a mountain of
paper at the same time they are grieving. Another ad-
vantage is that spelling out exactly what you want done
with your estate prevents the squabbling that has so
often destroyed families.
Look for an estate planner who seems to under-
stand people as well as facts and figures. Common
sense and a sense of humor are very useful tools in the
planning process.
A good estate planner will often suggest a number
of other steps you should take in estate planning. These
include creating a list of assets and how they are owned,
family members with phone numbers and addresses,
the name of your banks and numbers of your bank ac-
counts, names and contact information for all advisers
(such as your lawyer and broker, and the number of
your safe deposit box), and names and addresses of all
PANEL OF INSIDERS
Dennis Belcher Laurence I. Foster, Edward Schnee, PhD

chair, real property, probate CPA/PFS Culverhouse School
and trust chair, financial specialists of Accountancy
American Bar Association American Institute of University of Alabama
also Law Offices of Certified Public Tuscaloosa, Ala.
Dennis Belcher Accountants
Richmond, Va. and partner
Richard Eisner & Co.
Katherine D. Black, JD, New York, N.Y.
LLM, CPA
assistant professor Michael Janko
Central Washington executive director
University National Association of
Ellensburg, Wash. Financial and Estate Planning
Salt Lake City, Utah
161
those to whom you send monthly payments.
Trends
Laws governing taxes and estates tend to go through
cyclical changes in this country. This year, Congress
passed a phase-out and eventual repeal of the federal
estate tax. Inevitably embedded in any change, includ-
ing a repeal, is fine print that will affect taxpayers. The
net effect is that astute planners are still going to be
needed to help taxpayers navigate the law.
Because clients are seeking advice and information
from a range of planning professionals, they are com-
ing to the process better able to participate in their
own estate planning.
Insider Facts
A team approach to estate planning has generally ben-
efited the client but caused some confusion among the
professionals. Recently the American Institute of Certi-
fied Professional Accountants and the American Bar
Association have been trying to hammer out an agree-
ment concerning the rightful, ethical, and legal do-
mains of attorneys and accountants in estate planning.
See also the profiles of Attorneys, Accountants, and

Financial Planners.
162
Chapter 20
Events
Consultants
A
nything that can involve as many as 24
professionals, a 250-person support-
ing cast, a 35-page script, a rehearsal,
costuming, and a cost of $25,000 to
$400,000 is not only a major produc-
tion, it is also a big investment. This is the modern
wedding, which supports a $32-billion-a-year industry.
A good events consultant has been described as
something of a field marshal. The job may include or-
ganizing shopping trips for members of the wedding
party, putting on a fireworks display, and coordinating
the simultaneous arrival of an orchestra at a nearby
hotel with the release of 300 doves outside the church.
A wedding consultant brings to life and reality a
couple’s dreams. The couple have an idea of the kind
of wedding they want and no idea how to make it hap-
pen. Today, when it is common for both the bride and
groom to work, neither is likely to have the time re-
quired to plan a large event. Furthermore, many cou-
ples are waiting until they are older to marry (average
age at marriage is 24 to 25 for the bride and 26 to 27
for the groom), so they typically have more money to
spend, more sophisticated tastes, and more friends and
colleagues. For all these reasons, couples hire consul-
tants to make sure the event goes smoothly and is
memorable.
STATS AND FACTS: The average cost for a wedding in

the U.S. is now $20,000 to $30,000. Of that amount ap-
proximately 45% is spent for catering, 10% for photog-
raphy, 10% for music, 10% for flowers, 10% for clothing
and miscellany, and 15% for consultation fees.
163
Most good Consultants will tell you that few people remember
events what food was served at a wedding or what flowers the
bridesmaids carried, but everyone remembers whether
consultants the bride and groom or their families looked unhappy.
look upon To have someone else worry about supervising and co-
ordinating is probably the most important reason a
their jobs consultant is hired.
as being
facilitators— Where to Begin
giving the Friends and relatives who have recently used an events
consultant can tell you a great deal about how smooth-
clients what ly the planning process went and whether they were
they want pleased with the result. Hotel managers, band man-
agers, photographers, caterers, professional associa-
and doing tions, and wedding-planning guidebooks and
this within magazines are sources of names of good consultants.
Before beginning the interview process, it is impor-
budget. tant to know that consultants offer different levels of
assistance, from merely putting you in touch with a
band to taking care of every detail, including straight-
ening your train just before the ceremony. Some con-
sultants have strong financial backgrounds from
previous careers that can be invaluable in handling the
budgeting problems that are part of nearly all wedding
plans. Most good consultants look upon their jobs as
being facilitators—giving the clients what they want
and doing this within budget. They do not believe
their role is to judge your dreams or decisions.
What to Look For

Interview a prospective consultant at his or her office
so you can see how things are handled there. A consul-
tant who has trouble managing an office will probably
have trouble coordinating your wedding.
Look through the consultant’s portfolio and see
what has been done with other weddings.
4 look
TIP: If all the weddings in the consultant’s portfolio
alike, interview other consultants. This one may
164
Chapter 20 EVENTS CONSULTANTS
be more interested in displaying the consultant’s own You would

artistic style than in giving you the wedding you want. want the
It is helpful to begin the interview by asking some consultant
open-ended questions, such as: to attend
■ How do you view your role as a consultant?
■ How do you work? your event.
■ How do you plan? Part of the
■ How will we work together?
service is not
Ask what kind of training the consultant has and only to plan
how long he or she has been in business. In three
years, a consultant should have learned to handle most the event but
standard problems. to also ensure
It is important to find out whether the consultant
specializes in certain kinds of events. Many consultants
its smooth
do corporate events and private parties, as well as wed- execution.
dings. Breadth of experience is fine, as long as there is
also a great deal of experience handling the kind of
event you are planning.
Find out how many events per year the consultant
does. This will give you some idea about the degree of
experience and success. An event is a very visible prod-
uct, and much of a consultant’s business is developed
through recommendations. Therefore, generally
speaking, the busier the consultant, the better job he or
she is probably doing. You don’t, however, want to
work with a consultant who is too busy to give enough
attention to your event. A few consultants book more
than one event per day. Consultants with an experi-
enced staff may be able to direct more than one event
in a day, but a consultant working alone with few or no
in-house staff would probably not be able to pull that
off. In any case, you would want the consultant to be
able to attend your event. Part of the service being ren-
dered is not only to plan the event but to also ensure
its smooth execution.
Look for a full-time consultant, one who does not
moonlight as an events consultant. You will need the
consultant to be available to confer with you at times
other than evenings and on weekends.
165
4 TIP: A consultant who is not affiliated with a particular

vendor, such as a hotel or a wedding reception center,
will be able to offer you more options.
Ask about staffing. How many staff members will

be onsite the day of your wedding or party? If the con-
sultant should become ill the day of your wedding,
who will take over? What kind of training does the
backup staff have? It is a good idea to meet as many
members of the staff as possible before the event, in
case you need to work with them.
The initial interview is also the time to ask about
technicalities and legalities:
■ Does the consultant have a business license issued by
the county or city? If the consultant also prepares
some of the food for events, is he or she licensed
to do so?
■ Is the consultant insured? Worker’s compensation
coverage is especially important if the event will be
held on your property. Some consultants also carry
professional liability insurance.
■ Ask to see the contracts the consultant uses with ven-
dors. After all, these are the persons who are actually
supplying the goods and some of the services for
your event. The contracts should have spaces to spell
Association of Certified Professional National Bridal Service (3122 W.

Wedding Consultants (7791 Prestwick Cary St., Richmond, VA 23221;
Circle, San Jose, CA 95135; 408-528-9000; 804-355-6945; www.nationalbridal.com)
www.acpwc.com)
PUBLICATIONS
Association of Bridal Consultants Most of the newsletters published by the
(200 Chestnutland Rd., New Milford, CT professional organizations are available
06776; 860-355-0464; www.bridalassn.com) only to organization members. Nearly
every newsstand, however, stocks several
June Weddings Inc. (1331 Burnham Ave., magazines devoted to wedding planning.
Las Vegas, NV 89104; 702-474-9558;
www.junewedding.com)
166
out exactly what the vendor is to provide by type or

brand, by number, and by what time on which date.
Payment method and date of payment also should be
specified.
■ Ask what standards the planner employs in choosing
vendors. If the consultant has worked with the same
vendors over a period of time, both the consultant
and vendors have been pleased with the working re-
lationship. Vendors should also be licensed to pro-
vide whatever product or service they handle, and
should be insured if they are handling food or bring-
ing staff onto your property.
■ Also ask to review a typical client contract. If you de-
cide to work with this consultant, ask whether you can
take a contract home for a couple of days before you
sign. A good consultant will have no objections to this.
Membership in a professional planning organiza-

tion does not ensure competence, but it is a step in the
right direction. Many organizations require specific
training, as well as adherence to standards for insur-
ance coverage and licensing.
Ask the consultant to describe how he or she will
track expenses in order to prepare your final bill.
Most events consultants charge a flat fee, by the hour,
by the meeting, or as a percentage of the total event
budget. The flat fee is usually a better method of pay-
ment from the consumer’s point of view. A method
based on a percentage of the total event budget might
entice some consultants to plan a more elaborate
event at the outset. Similarly, fees calculated by the
hour or by the meeting might result in considerably
more details or meetings than the event really war-
rants. Many consultants require a retainer when the
contract is signed and then bill in installments. It is
important to be clear about what is included in the
package. You may also want to ask if the planner
charges a markup on the vendors’ services and, if so,
how much it is. All financial details should be careful-
ly spelled out in a contract. Later changes should also
be put in writing (say you forget when you sign the
167
Many contract that you’ve always dreamed of having hand-

consultants carved soap in the restrooms for guests attending
your wedding).
have special The consultant should be able to discuss with you
expertise in the possibilities and constraints of various wedding
settings, such as churches, synagogues, parks, and
integrating destination resorts. If you have any unusual require-
ethnic or ments or requests (a fleet of horse-drawn carriages,
for example), the interview is a good time to bring
regional them up to see whether the consultant has handled
traditions this kind of thing before. The consultant may also
have some suggestions for services or effects that you
or in handling haven’t considered. Tell the consultant at the outset
religious about any potential difficulty, such as blending Greek
and Turkish customs and families. Many consultants
differences have special expertise in integrating ethnic or region-
or traditions. al traditions or in handling religious differences or
traditions.
Ask to see written outlines from weddings or events
the consultant has previously done. A methodical and
meticulous approach is essential to successfully han-
dling hundreds and perhaps thousands of details.
Ask for references, preferably the names of the last
three brides or hostesses with whom the consultant
worked. Also get the names of vendors she frequently
uses and check their references. This may seem like
overkill, but only you can decide the value of your
money and the reassurance that you need, and if
you’re spending up to $75,000 on a wedding, you may
need a lot of reassurance.
Check to see how many of the vendors are mem-
bers of the National Association of Caterers or the Na-
tional Association of Catering Executives. Vendors
(purveyors of such items as flowers, alcoholic bever-
ages, paper products, or rentals) who are members of
such organizations are likely to be more serious about
providing quality service.
Ask both the client and vendor references whether
the consultant was able to make a team of the vendors
that were used, and whether the consultant honored
vendor contracts. You do not want an unpaid and un-
168
happy vendor coming to you for payment for flowers Calm has a
or food two months after your event. calming effect.
Finally, ask yourself whether this consultant is
someone who seems to enjoy the work or for whom An events
the honeymoon in the profession is over. Weddings consultant
and parties, after all, are supposed to be happy occa-
sions. Part of the pleasure should be in the planning. should not be
Will you have a good time planning with this events more nervous
consultant?
than you are.
Red Flags
You should be concerned if a consultant insists that you
accept his or her ideas, does not appear to listen to you,
or he or she seems inflexible. The essence of events
consulting is the ability to synthesize ideas and people
into a meaningful whole, and that requires flexibility.
Calm has a calming effect. An events consultant
should not be more nervous than you are.
It is careful planning months ahead that ensures
quality. Beware of consultants who are willing to take
over at the last minute—if they are also willing to guar-
antee the same results that they would promise if you
had hired them months ago.
A consultant should not approach the project from
the standpoint of what you “must” have to be current
or proper.
A lack of interest on the part of the consultant if
you have a small budget is also an indication that you
should look elsewhere for help. The best consultants
do not believe an event has to be expensive to be
wonderful or memorable.
Beware of consultants who insist they can do it all
without involving any outside vendors. Few consultants
have the skills to cater, create floral arrangements, and
provide music with quality results.
Finally, insistence that all payments be made in
cash may spell trouble. For one thing, this could signal
that the consultant may not be planning to pay some of
the vendors or is cash strapped and needs money to
pay off vendors from another job.
169
There is disagreement within the industry about pay-
ments by vendors to events planners, called consul-
tant commissions or referral fees. Some consultants
consider these fees an outright kickback and insist
that consultants who accept commissions will not be
giving their clients the widest range of options, be-
cause they will be biased in favor of vendors who pay
the biggest commissions. Other consultants, particu-
larly those who do corporate event planning, say that
there is nothing wrong with commissions. These con-
sultants argue that if they work with a huge range of
vendors to put together custom packages with appro-
PANEL OF INSIDERS
Charrisse Alliegro JoAnn Gregoli Linda Shafer

Princeton Wedding Elegant Occasions Veils and Vows Inc. in the
Consultants Denville, N.J. Vail Valley, Colo.
Princeton, N.J.
Nancy Lee Heffernan Annena Sorenson
Patricia Bruneau Soiree Tie the Knot
L’Affaire Du Temps White Plains, N.Y. Palo Alto, Cal.
Milpitas, Cal.
Eunice M. Moore Patricia Thomas
Amy Connor Artistic Wedding Designs Thomas & Thomas
An Affair to Remember Detroit, Mich. Consultants
New York, N.Y. Katy, Tex.
Doris Nixon
Beverly M. Dembo president Sue Winner
Dembo Productions Weddings Beautiful Sue Winner & Associates
Glencoe, Ill. Richmond, Va. Atlanta, Ga.
Robbi Ernst III Ann Nola

president director
June Weddings Inc. Association of Certified
Temple, Tex. Professional Wedding
Consultants
San Jose, Cal.
170
priate choices for various clients, they are not short-

changing their clients by accepting commissions. All
agree that clients have the right to know whether the
consultant receives commissions.
Trends
Many consultants use planning software to keep track
of the hundreds of details that must be remembered.
Computer software, modems, and scanners also make
it easier than ever to do event planning long distance.
Insider Facts
Wedding consultants can often negotiate better deals
on honeymoon packages and destination weddings
than can couples themselves. Consultants can also do
some things that might be awkward for the bride or
hostess to do, such as sending out “save the date” let-
ters several months in advance of the event.
See also the profiles of Caterers and Photographers.
171
Chapter 21
Financial
Planners
any financial planners will tell you
M that their most difficult task is to pre-

vent their clients from allowing emo-
tion to drive the planning process. No
wonder. While the professionals will
tell you that financial planning—establishing financial
goals and figuring a way to meet them—is a lifelong
process, best begun when you get your first job, it’s
often other, emotion-laden life events, such as mar-
riage, birth of a child, divorce, or inheritance that pre-
cipitate a visit to a financial planner.
Good planners believe that one of their most use-
ful services is helping clients narrow their options.
There are almost too many choices among financial
products, and without help, it is easy to put money in
the familiar CD or savings account and lose out on the
opportunity to maximize your return within your lim-
its for risk.
Most of us will need assistance with creation of a
budget, investment and insurance advice, estate plan-
ning (including preparation of a will and possibly a
trust), and tax preparation. We’ll therefore find our-
selves in need of the specific services of an insurance
professional, an estate-planning attorney, and an ac-
countant. Financial planners provide, in effect, one-
stop shopping: Some provide these services to their
clients by creating a team of professionals, each of
whom contributes his or her specific expertise to the
package. Although the field of financial planning is
only 35 years old, nearly 300,000 financial planners
now work in private practice and through banks, in-
surance companies, accounting firms, and brokerages.
173
One of the most useful services a financial planner

can perform is to tell clients whether their expectations
are realistic—although this is information most people
resist hearing.
Where to Begin
The “what” precedes the “where” when it comes to
finding a good planner. First of all, you need to know
how to interpret the various professional designations:
■ The Certified Financial Planner (CFP) must have met
the requirements established by the CFP Board of
Standards. These requirements include a rigorous
educational program, typically, a bachelor’s degree
in financial planning or finance from a university or
home-study courses from the College for Financial
Planning, a comprehensive examination, continu-
ing education courses, and a minimum of three
years’ full-time work experience in the planning
field. The candidate must also adhere to the indus-
try code of ethics.
■ The Financial Planning Association (FPA) describes it-
self as the membership organization of the financial
planning community. To join its Financial Planner
Division, planners must either have achieved the
CFP certification (described earlier) or be pursuing it,
with three years to meet the objective.
■ The Personal Financial Specialist (PFS) is a designation
awarded by the American Institute of Certified Public
Accountants to CPAs who have a combination of busi-
ness experience in some or all of six financial plan-
ning disciplines — personal financial-planning
process, personal income-tax planning, risk-manage-
ment planning, investment planning, retirement
planning and estate planning—as well as continuing-
education credits or an advanced degree, such as a JD
or an MBA, and who have passed an examination.
■ The insurance industry confers two planning designa-
tions: The Chartered Life Underwriter (CLU) is the
basic industry certification (about 30% of agents have
earned this title) and the Chartered Financial Con-
174
Chapter 21 FINANCIAL PLANNERS
sultant (ChFC) title, which requires training roughly The experts

comparable to that of the CFP, above. To earn either advise that
designation, the candidate must have training in such
areas as insurance and financial planning, life-insur- you use any
ance law, estate planning, income tax, investments, exploratory
and retirement planning.
■ Membership in the National Association of Personal consultations
Financial Advisors requires three years of work expe- to rethink
rience, a bachelor’s degree, and payment of a fee.
■ The designation of Registered Investment Advisor your financial
(RIA) requires payment of a fee and filing with the goals.
Securities and Exchange Commission (see the discus-
sion of “advisor disclosure form,” below).
The easiest way to find the names of good financial

planners in your area is to ask other financial profes-
sionals—bankers, attorneys, and insurance agents—
for names. Friends and business associates are another
source. So are professional organizations, which will
provide names of financial planners in your area. Once
you have a tentative list of names and have some idea
of the kind of financial planner you want, the next step
is to set up exploratory meetings with three different
planners. These consultations should be free of charge.
The experts advise that you use these consultations to
rethink your financial goals. Do not, they caution, sign
with a planner until you feel confident about your
goals and know exactly what kind of help you need
from a planner.
What to Look For

Experience counts in financial planning. Most experts
recommend against working with someone who has
less than three to five years of experience. Even more
important, you should work with someone who has ex-
perience in dealing with your kinds of financial prob-
lems and possibilities. Ask each planner to describe the
portfolios (of assets and other investments) and income
levels of some of his or her clients. The planner should
also be willing to show you sample plans—copies of
175
plans previously prepared for clients, but with their

names and other identifying information deleted.
These plans should be both easy to understand and
specific in recommendations. A planner whom you re-
tain will almost certainly want to prepare such a plan
for you. Some planners charge extra, quite a bit extra,
for this initial plan.
Ask about the planner’s educational background. A
college degree in financial planning or finance is be-
coming the minimum standard in the industry. Find
out what kind of continuing-education courses the
planner has recently taken. Planning is a volatile field.
Because it is also an increasingly specialized field, con-
tinuing education is imperative if the planners are to
stay current.
It is important to have a clear idea of what services
the planner offers. Because planners work on so many
kinds of fee schedules (individual planners may even
work on several different schedules for the various ser-
vices they offer), it is vital to understand how the plan-
ner will be paid. Generally speaking, financial planners
work “fee only” (an hourly or flat rate for a specific
task), on commission (for the products they sell, such
as stocks, bonds, mutual funds, and insurance policies),
American Institute of Certified National Association of Insurance

Public Accountants, Personal Commissioners (816-842-3600;
Planning Division (201-938-3000; www.naic.org)
www.aicpa.org) National Association of Personal
Financial Advisors (800-366-2732;
Certified Financial Planners Board of www.napfa.org)
Standards (800-282-7526; www
.cfp-board.org/cons_main.html) U.S. Securities and Exchange
Commission (202-942-8090;
Financial Planning Association www.sec.gov)
(800-282-7526; www.fpanet.org;
www.fpanet.org/plannersearch) PUBLICATION
The Journal of Financial Planning
176
“fee based” (a percentage of your assets that they man- Nearly all
age), and “fee offset” (fees plus commissions on some planners say
products sold).
that a client
STATS AND FACTS: Although some planners prefer to should be
work with clients who have a minimum of at least
$80,000 to $100,000 in assets, others would like to concerned
begin long-term planning with clients who have about a
$30,000 to $40,000 in assets. Typical rates are $80 to
$200 per hour, plus an annual fee of 1% to 2% of the commissioned
portfolio for fee-only planning. A fee-plus-commission planner who
schedule (fee-based) usually adds up to the equivalent
of about 3% to 5% of the total portfolio annually. A pushes one
commission schedule also will usually be about 3% to product.
5% of the portfolio annually.
Planning professionals disagree about the advan-

tages and disadvantages of each compensation system.
Many feel that each method of compensation has merit
for both the planner and client. Nearly all say that a
client should be concerned about a commissioned
planner who pushes one product.
4 TIP: Some experts believe that clients should work only

with planners who are compensated fee-only. Their ra-
tionale? That commission-based planners have a built-
in conflict of interest, because they have a stake in
selling you something whether you need it or not. If
you want to invest in a mutual fund, you can be certain
that commission-based planners will pick a fund with a
sales load rather than a no-load fund for which they
will receive no compensation. In the end, you may not
pay the commissioned-planner any more than you pay
the fee-based planner, but in the case of that load fund,
the fee comes of your investment, leaving less of your
money at work for you in the market. Conversely, with
a fee-based planner, you’ll want to make sure that you
are willing to pay for whatever package of services the
planner provides.
Financial planning is an intimate, long-term
process. It is important to know how planners go about
177
Advisers or creating plans for their clients, and you should be as

planners happy about the process as the outcome. Ask the plan-
ners how long most of their clients have been with
managing less them; the longer the better.
than $25 Ask whether the planners or advisers are bonded,
meaning that you’re insured if they walk with your
million need money. Bonding protects you if you give a planner di-
not register rect access to your money. In rare cases, crooked plan-
ners and advisers have vanished with their clients’
with the SEC money. (You’re safer if an online brokerage, like
but must file Charles Schwab, holds your money. The planner has
access to your money to make trades but can’t with-
a similar form draw money without your knowledge and approval.)
with their Likewise, it is absolutely necessary to make sure the
planner is in regulatory compliance with state and fed-
state. eral agencies. You can begin by asking to see the plan-
ner’s Advisor Disclosure Form (ADV), which is filed
with the Securities and Exchange Commission. The
first part of the form can alert you to any legal and fi-
nancial problems the planner has had. The second
part tells you whether the planner accepts commissions
or is conducting any other businesses that might create
a conflict of interest.
4 TIP: Investment advisers and financial planners who

manage more than $25 million of clients’ money—or
work for a firm that does—must register with the fed-
eral Securities and Exchange Commission (SEC). That
involves filing the ADV form, which includes informa-
tion about an adviser’s education, compensation, in-
vestment strategy, and disciplinary actions. The SEC
requires full disclosure. Advisers or planners managing
less than $25 million need not register with the SEC
but must file a similar form with their state. A prospec-
tive adviser must give you Part II of the ADV or the
state equivalent, but not Part I, which records any dis-
ciplinary actions. If the planner or adviser doesn’t give
you Part I, it’s time to look elsewhere. Both parts of the
ADV are also available from the SEC if you submit a
written request to 450 Fifth St., N.W., Room 1300,
Washington, DC 20549 (202-628-2001, fax; publicinfo
178
@sec.gov, email). To locate the state agency that can

give you information about a financial planner or ad-
viser, call the North American Securities Administra-
tors Association at 202-737-0900 (www.nasaa.org). (See
also the discussion of the National Association of Secu-
rities Dealers in the chapter on Stockbrokers.)
Finally, ask the planner for several client references
and call them at random to see how satisfied they are
with the planner’s services. Keep in mind that the
planner won’t refer to you to someone who has had a
bad experience. But when you call the references, ask
detailed questions about the kind of assistance they
have received. For example, ask whether the planner
has put them into good mutual funds or just adequate
ones, whether they’ve been able to reach their planner
easily to discuss their investments or changes in their
financial situations, and whether the planner seems to
keep on top of the client’s financial situation and keeps
in touch regularly.
Red Flags
Obviously, any record of trouble with any regulatory
agency needs to be thoroughly checked out. Beyond
that, trust your instincts. If the planner makes you ner-
vous, look elsewhere.
Pay attention the planner’s investment strategy.
You want someone who will learn your goals and as-
semble a good, long-term portfolio for you. You don’t
want someone who promises an unusually high rate of
return on your investments to “beat the market,” brags
about clients’ investments returns, proposes to try to
“time the market”—that is, to guess when to sell stocks
or bonds most advantageously—or talks of frequent
moves among mutual funds.
Always ask yourself, How much risk am I willing to
assume? And ask the planner, How much risk am I as-
suming? The higher the likely return on an invest-
ment, the higher the risk. How much risk you can
afford to assume depends on a number of factors, such
as the number of years that you have until you will
179
need your money for a goal, your present and future

obligations, and how much of a worrier you are. A
good planner will design a portfolio that will allow you
to be able to sleep at night.
Trends
Experts applaud the industrywide trends toward fuller
disclosure of fees and compensation on the part of
planners and the opportunity to work with clients who
are, on the whole, much better educated about finan-
cial matters and are therefore easier to work with.
Balancing the trend toward greater specialization
among planners is increased willingness to refer clients
to other financial professionals, such as tax attorneys
and insurance experts.
Although there is much to be said for working with
a planner in your geographic area, electronic commu-
nication has made it possible to be more concerned
with quality than proximity.
Financial planning is still a loosely regulated industry,
so it is prudent to look upon a planner as a trusted ad-
viser rather than someone to whom you can entrust all
responsibility for your financial well-being. At the same
time, nearly every planner can tell stories about clients
who cost themselves a lot of money because they made
a major financial move without first checking with the
planner.
4 least
TIP: It is a good idea to review your financial plan at
yearly.
Planners are often much more flexible than clients

assume they are. Many are willing to work with you if
you want to split your accounts between two advisers,
say, one to devise your overall financial plan and one to
propose and execute your investments. Many don’t
mind if you buy your own no-load mutual funds or
180
PANEL OF INSIDERS
Ben G. Baldwin Jr. Barbara Gilliard Edwin P. Morrow

president president president
Baldwin Financial Systems Inc. Emeritus Investment Financial Planning
Northbrook, Ill. Management Inc. Consultants Inc.
San Francisco, Cal. Middleton, Ohio
Elaine Bedel
president Thomas Hansch Jacqueline Powell
Bedel Financial Consulting president The Powell Group
Indianapolis, Ind. Financial Profiles Inc. Carlisle, Pa.
Carlsbad, Cal.
David Bihl M. Donald Wright
Camp Hill, Pa. director
John R. Keeler School of Financial Sciences
Keith Feverly Mechanicsburg, Pa. American College
director Bryn Mawr, Pa.
Certified Financial Planner
Program, College for
Financial Planning
Denver, Colo.
work through a discount broker—as long as they know

about your actions, so that they can factor your invest-
ments into your overall plan.
Insider Fact
A good planner will ask some questions that may make
you uncomfortable and may challenge your assump-
tions. A planner concerned about your financial well-
being might ask, “Why would you want to give a child
who just flunked out of college an important position
in your business?”
See also the profiles of Accountants, Bankers, Credit

Counselors, Estate Planners, and Stockbrokers.
181
Chapter 22
Funeral
Directors
he folk wisdom that the only two sure
T things in life are death and taxes has to be

somewhat amended today. Death is still a
surety, but what happens immediately
after death is not. Drive-in viewing of the
departed, a funeral chapel filled with camping equip-
ment instead of flowers, and caskets customized with
green lining for golfers reflect new directions in the fu-
neral director’s job of giving clients what they want.
Although some funeral customs are changing, fu-
neral directors still provide traditional services such as
preparing the body, helping family and friends plan
and conduct a memorial service, giving practical advice
and comfort to mourners, disposing of the remains,
and handling the large amount of paperwork associat-
ed with death.
STATS AND FACTS: Of the approximately 35,000 funer-

al directors in this country, only one in four is self-em-
ployed. The trend is away from the multigenerational
family-owned business toward management by huge
corporations.
Where to Begin
Although virtually no one likes to think about his or
her own death or the death of a family member, it is
wise to make some basic decisions before a death oc-
curs. It is almost impossible to be a rational, informed
consumer while under tight time constraints and expe-
riencing great emotional distress.
Calls to friends, clergy, and your attorney can pro-
183
vide you with a list of funeral directors who have a

good reputation in the community. (It is both prudent
and thoughtful to note your choice of a funeral direc-
tor and any other decisions you have made concerning
your own death on paper and leave a copy with your
attorney or a family member, or in a safe-deposit box
to which a family member has access.)
The next step is simple: Stop by two or three fu-
neral homes and ask for a general price list and a cas-
ket price list. Since April 30, 1984, the Federal Trade
Commission has required funeral providers to state
prices on specific items in such a way that direct com-
parisons about funeral-service prices can be made. Fur-
thermore, by law, funeral providers must give this
information to anyone who asks for it.
4 providers
TIP: The Federal Trade Commission prohibits funeral
from embalming for a fee without permis-
sion; misrepresenting legal or cemetery requirements,
such as requiring the purchase of a coffin if the body is
to be cremated; or requiring the purchase of some fu-
neral services as a condition for furnishing other ser-
vices, such as requiring you to pay for use of
company-owned vehicles to transport family members
to the gravesite if you wish the body to be carried to
the gravesite in a company-owned hearse.
The most important question you need to answer

before you interview funeral directors is, How much
can I afford to spend on funeral services?
What to Look For

In every state except Colorado funeral directors must
be licensed, and all states require embalmers to be li-
censed. In most states the minimum requirements for
licensure as a funeral director are fairly basic: The ap-
plicant must be at least 21 years of age and a high
school graduate, must have completed some college
training in mortuary science, and must have served an
apprenticeship under a licensed funeral director. Most
184
Chapter 22 FUNERAL DIRECTORS
persons who are licensed funeral directors are also li- The Federal
censed embalmers. Trade
STATS AND FACTS: There are currently nearly 50 col- Commission
lege programs in mortuary science accredited by the requires
American Board of Funeral Service Education. These
programs cover two to four years of course work in funeral
such subjects as funeral service, business law, psycholo- providers to
gy, ethics, grief counseling, and management, as well as
courses in embalming. state prices
on specific
Although a recent graduate of a mortuary-science
program should have good skills in embalming and items in such
in handling the large amount of paperwork associat- a way that
ed with death, compassion, tact, composure, and the
ability to communicate well usually come only with
direct
experience. comparisons
A good funeral director will often volunteer to han-
dle such matters as applying for pension survivors’
about funeral
benefits or veterans’ burial benefits (headstones and services
markers are often provided at government expense prices can be
and burial in national cemeteries may be arranged)
and notifying the Social Security Administration of the made.
death, as well as the usual submission of proper docu-
ments to the state for issuance of the death certificate.
Other services offered by a good funeral director

may include the following:
■ Transporting the body to the funeral home.
■ Preparing the body for viewing or burial, or both.
■ Making suggestions about visitation and memorial
service.
■ Disposing the remains through cremation or burial.
■ Advising the family about traditions and options for
pallbearers, flowers, and obituaries.
■ Making arrangements with the cemetery. (You will
typically have to take care of purchasing a plot or
niche yourself.)
■ Offering “aftercare,” including survivor support
groups and death-anniversary remembrance memori-
als, to help the family complete the grieving process.
185
(Some religious and ethnic groups conduct a service

a year to the day after the death.)
If you’re offered various packages of products and

services, you will have to decide which package if any,
or which selection of individual services, is most valu-
able to you. It’s not cost-effective to buy a discounted
package if you didn’t need or desire all of its features in
the first place.
Once you know which of these services you want,
the funeral director should give you a statement of
goods and services to approve and sign. The statement
should note the price of all goods and services selected,
what is specifically included in each, and the price and
description of any supplemental services requested
(particularly if you are buying a package service).
STATS AND FACTS: According to the National Funeral

Directors Association, a typical funeral service—
including a professional-service charge, embalming
and other preparation, visitation, transfer of the body
to the funeral home, the funeral at the funeral home,
use of the hearse and other necessary vehicles, and ac-
knowledgment cards for flowers, food, and cards sent
to the family—averages $2,600. If a coffin is used, the
total cost averages $5,000. However, costs can run
from $1,800 to $7,000 for traditional services and from
National Funeral Directors Associa- GA 30035; 404-286-6680;

tion (13625 Bishop’s Dr., Brookfield, WI www.nfdma.com)
53005; 800-228-6332; www.nfda.org)
Federal Trade Commission
Funeral Service Educational Founda- (www.ftc.gov).
tion (same as immediately above)
PUBLICATIONS
National Funeral Directors and The American Funeral Director
Morticians Association (3951 The Director
Snapfinger Parkway, Suite 570, Decatur, Mortuary Management
186
$1,000 to $5,500 for services with cremation. A funeral

director
Membership in national professional organizations
is a good indication of professionalism. (However, in a should be
recent issue of Funeral Director, it was noted that nearly more
33% of funeral directors with membership in the
NAFD displayed no price lists, and nearly 16% gave no concerned
written confirmation of funeral arrangements—both about fitting
violations of the association’s code.)
Satisfaction with funeral service often depends on your needs to
such matters as the availability of services and products the available
when you need them, transferability of the services if
you move out of the geographic area, and clearly de- options than
fined cancellation policies for prepaid plans (see below). about simply
selling
Red Flags products.
Funeral direction is a service-oriented field. If you talk
with a funeral director who does not appear to be giv-
ing you full attention, you can definitely do better. The
funeral director should not talk over your head, rush
you, or be offended at your suggestions.
Avoid a funeral director who is condescending.
(“That’s a casket only our poorer clients use.”)
Reconsider a funeral home where you have to deal
with an unlicensed salesperson rather than the owner
or funeral director. A funeral director should be more
concerned about fitting your needs to the available op-
tions than about simply selling products.
You shouldn’t feel as if you have to ask every ques-
tion to get the information you need. Instead, you
should feel as if the funeral director has given you op-
tions you did not know about previously. (For example,
there is a common misperception that it is not possible
to have a traditional service if you choose cremation.)
Funeral service is a big investment. When you spend
$5,000 or more on any product or service, you should
be pleased with what you are purchasing. This is a
187
hard fact to keep in mind when you are purchasing

something you basically don’t want. However, you
should at least feel that the money you spend for fu-
neral direction has been carefully spent.
When planning how much you can afford to spend
for a funeral, it is important to keep in mind that there
will be additional expenses at the cemetery for digging
and reinforcing the grave and for the headstone.
These expenses, which often run as much as $2,000,
are in addition to the other funeral expenses. Also you
may be paying out-of-pocket for the burial plot itself.
Trends
Nearly 50% of the people currently training to be fu-
neral directors will leave the field before practicing five
years. A generation ago, families tended to choose the
same funeral home to conduct all burials, and funeral
directors, who spent a lifetime in the business, tried to
provide a level of service that would encourage client
loyalty. Today, the rapid turnover in the field of funeral
direction may mean less emphasis on service to retain
these long-term family clients.
Large corporations and publicly traded chains are
buying out family-run funeral homes. Consolidation
often means less personalized service for customers.
(However, the large corporations can offer better bene-
fits, which attract better-educated funeral-service
providers.)
There has been a great increase in survivor “after-
care” services offered by funeral homes. These may
most interest families who are new to a community or
who are, for other reasons, isolated. (Hospices also
offer aftercare service.)
Insider Facts
The desire to protect the financial resources of a
spouse or family member prompts people to prepay
for their funerals, but although it pays to plan ahead, it
almost never pays to pay ahead. Still, insurance compa-
188
nies often market so-called preneed plans and enlist

funeral homes as partners in selling these policies.
Some of these insurance companies have failed. Al-
though there is no guarantee, in many of these cases,
funeral directors have stepped forward to make good
on the preneed contracts sold to their clients. The bot-
tom line is that you can set aside money for a funeral
on your own. And with the increasingly competitive
nature of the funeral-home business, there’s really no
need to lock in today’s prices to stay ahead of inflation.
Your survivors may have access to a number of rep-
utable, low-cost funeral providers.
PANEL OF INSIDERS
Arthur (Ron) Adair Steven Koosmann Marcella Piasecki

president Department of Mortuary director
Arizona Funeral Directors Science Funeral Service Education
Association St. Louis Community Lynn University
Tucson, Ariz. College Boca Raton, Fla.
St. Louis, Mo.
Matthew Conley Curtis Rostad
Prentice Funeral Home William Malcolm Rawlins, Wy.
Akron, Ohio Funeral Service Education
Mount Hood Community Duane Weeks, PhD
William Counce College chairman
Department of Mortuary Gresham, Ore. Department of Mortuary
Science Science
Jefferson State Community Eugene Ogrodnik Northeast Institute
College president Newton Center, Mass.
Birmingham, Ala. Pittsburgh Institute of
Mortuary Science Eddie White Jr.
Pittsburgh, Pa. funeral director
Hillcrest Mortuary
Albuquerque, N.M.
189
Chapter 23
Hair Stylists
study commissioned by Matrix Essen-
A tials, a hair-products company, found

that 68% of those who regularly pa-
tronize the same salon chose their styl-
ist as much for psychological reasons
as they did for styling skill. In fact, 84% of those re-
spondents also said that they would trust the advice of
their hairdressers over that of their therapists. Stylists,
however, are aware that whatever is resolved (or not)
in their chairs, clients want to look good when they
leave the salon.
Where to Begin
If you see a style or cut that you like, ask the person
who did the work. Salon coordinators and reception-
ists in salons are another good source of names of ex-
cellent stylists. They see the work of various
stylists—and they hear the compliments or complaints.
Stores that sell salon products at retail also know stylists
and salons from the inside.
Be clear about your needs and make sure that your
expectations are realistic. No stylist likes to be in the po-
sition of trying to be a mind reader. If you tell a stylist
that you are happy with the same old style when you
are really hoping the stylist will have the nerve to try
something new, you have created a lose-lose situation.
If you are moving, get a cut from your old stylist
just before you move. Then have someone take pho-
tographs of your recently cut hair from the front,
back, and sides. Take those photographs with you to a
new stylist.
191
4 TIP: A colorist will often pass along your color informa-

tion to a new colorist but won’t give the information di-
rectly to you.
Whether you have recently moved or are just seek-

ing a new stylist, a good first step is to stop by the new
salon for a relatively simple service, such as a shampoo
and blow dry, to see if you are comfortable in the salon.
Salon presentation is often an accurate guide to the
quality of service. If the salon is clean and attractive
and appointments are handled efficiently, you are
more likely to also be satisfied with its services.
Look at and inquire about the products used and
carried in the salon. Products that haven’t been tested
on animals are an industry hallmark of quality. If you
have allergies, you’ll want to be certain to avoid prod-
ucts containing the offending substances.
Specialization also indicates good-quality service.
Today it is common to have different technicians work
on hair styling, coloring, nails, facials, and makeup.
Each area of service is getting more sophisticated, with
more than ever to know, not to mention that techni-
cians are probably best at doing the work they prefer.
STATS AND FACTS: More than 30 states now issue sepa-

rate licenses for each technical salon service.
What to Look For

Go to a consultation with a fresh cut or with photos of
cuts that appeal to you. Pay attention to the way the
stylist looks. Great stylists usually have a distinctive per-
sonal style, but they should not appear hurried or dis-
tracted. After talking with you and after asking a
number of questions, the stylist should work with your
hair a bit to get a better idea of its texture and weight.
The stylist should have several suggestions to offer
about style and care. You should feel comfortable dis-
cussing those suggestions. Good hair care is a team ef-
fort, and a good stylist will want to work with you. A
stylist who seems to have a large ego will probably be
192
Chapter 23 HAIR STYLISTS
the one who wants to strut his stuff on your head, What you
whether you like it or not. really want to
In the initial consultation, you should discuss fees
for various services and the recommended length of know is how
time between visits. the stylists
4 weeks
TIP: Just because you should see a stylist every six
does not mean you will be able to do so. The
were trained
after beauty
stylist should not be so tightly booked that, if you have
an emergency and can’t make the appointment, you school.
will have to wait six months to get back in.
Ask the stylist about his or her training. Most styl-

ists have spent six months to a year in a beauty school,
but what you really want to know is how the stylists
were trained after school. A stylist who worked in a
budget salon probably trained by watching a video of
the half-dozen basic cuts provided by the salon and
then practiced on a few models and was on the floor
within a week or two. If postschool training as done in
a more expensive salon, the stylist may have been re-
quired to work as an assistant, shampooing and drying
hair for at least a year. After passing a test, the stylist
may then have been allowed to work as a junior stylist
supervised by a senior stylist. This training may have
lasted as long as three to five years before the stylist
was allowed to work independently.
Whatever the pattern of training, it is important
for practicing stylists to attend seminars or work with
in-house trainers. New products and new styles are the
industry norm, and stylists need constant continuing
education.
If possible, watch the stylist cut someone else’s hair.
Good stylists work with a sureness and rhythm. Notice
how well the stylist communicates with the client. Does
the stylist explain to the client what is being done?
Red Flags
A stylist who refuses to do a consultation should be
checked off your list.
193
Once in the salon, if you are ignored, or if the re-

ceptionist or any of the other staff seems angry or
bored, cancel the consultation. A salon should provide
a sense of refuge from the stresses of your daily life,
and you shouldn’t have to deal with the
CONSUMER RESOURCES salon’s management or personnel problems.
AND PUBLICATIONS Watch for signs of unprofessional behav-
ior, such as a stylist who talks on the phone
The Salon Association while working or one who gives you the same
(15825 N. 71st St., Suite 100, style when you asked for something new.
Scottsdale, AZ 85254; Lack of confidence spells trouble. The
800-211-4872; stylist may not know where to stop, and you
www2.salons.org/index2.html) may leave with a much shorter cut than you
wanted.
PUBLICATIONS Avoid the stylist who cannot answer the
Salon Today question, “Why do you think this style is the
Modern Salon best one for me?”
A stylist should show you how to maintain
the style he or she has created and should tell you to
call if you have any trouble with the cut.
If a stylist does not return your calls or frequently
cancels appointments, look for a new stylist.
Stylists’ work is influenced by the work of other styl-
ists, by what they see in industry publications, and by
what celebrities are wearing. A good stylist, however,
will understand that a style that works is not a style
adopted without being adapted, and that few of us
want to look like movie stars unless we are, in fact, try-
ing out for a part.
One of the problems is, of course, that celebrities
and other public figures spend a great deal of time
and money on maintenance of their image—and this
image quality has become the cultural gold standard.
There are some tricks, say the experts, that can give
you “The Look” for much less, if that is what you
want. You might, for instance, have an initial cut and
styling at an expensive salon and then find someone
at a less expensive place who can help you maintain
194
Chapter 23 HAIR STYLISTS
that cut—at least for a while—until it’s time to go back There are
to the more expensive salon for another “baseline” some tricks,
cut. You might also considered going to a more ex-
pensive salon but working with someone other than say the
the owner, perhaps a new stylist trying to build a clien- experts, that
tele, who may charge less.
Higher-priced salons often offer such additional can give you
services as facials and massages, changing rooms, and “The Look”
coffee or champagne. Today some salons even provide
dating services, laundry done while you have your hair for much less,
styled, or a room where you and your colleagues can if that is what
conduct a business meeting while all of you get your
hair styled. Other salons offer free touch-ups or bang you want.
trims for steady clients.
One fact to consider is that the price advertised by
budget salons is often for just a cut. Shampoos and
blow dries are extra charges. Prices quoted by higher-
priced salons include these services.
4 hair
TIP: The standard tip for the person who cuts your
is about 10% of the price of the cut. A colorist is
usually tipped about 10% to 15% of the price of the ser-
vice. The person who shampoos usually receives a $1
to $2 tip. The salon owner typically is not tipped.
Trends
Men now account for about 25% of the clientele in sa-
lons, and they receive a variety of services, including
facials and hair coloring as well as hair styling.
Embarrassment about hair coloring is a thing of
the past. Coloring is one of the most requested services
in a salon and, according to the experts, the results are
so pleasing that the question is no longer, “Does she or
doesn’t she?” The question now is, “Where does he or
she get that coloring done?”
In some parts of the country, salons that cater to
children have opened. The kids can explore an indoor
playground while waiting for their turns and then sit
atop a horse or zebra or in a race car while the stylist
cuts and styles their hair.
195
Insider Fact
Some salons will negotiate on the price of services if
you are willing to come in at a slow time. Many offer
discounts to senior citizens. But you will have to ask if a
reduction in price is possible. Regardless of the hour or
the time and skill involved in performing the service,
women typically pay 20% to 40% more for the same
service than men do. Women pay from $10 to $250 for
a styling session, whereas men pay from $6 to $150.
PANEL OF INSIDERS
Kenneth Anders Dennis Gebhart Clive Lamb

Kenneth’s Hair Design Group Gebhart International Clive & Co.
Columbus, Ohio Montclair, Cal. Dallas, Tex.
Mark Copeland Joseph Iacono Don Paul LeBlanc

Hair Benders Third Dimension Hair Salon Salon Paris Parker
Chattanooga, Tenn. Great Neck, N.Y. Hammond, La.
Kenneth Cote Alex Ioannou Kathy Thalman

Kenneth Cote Salon president K Charles & Co.
Providence, R.I. TRIO Salon Ltd. San Antonio, Tex.
Chicago, Ill.
Eric Fisher Yosh Toya
Eric Fisher Salon Yosh for Hair
Wichita, Kan. San Francisco, Cal.
196
Chapter 24
Health Clubs
and Spas
A
s a group Americans may still not be in
the physical shape we want to be in, but
no one can say we haven’t come a long
way—even if a good part of that way
has been in up-and-down motion. In
1982, the year we bought our first VCRs, we also, in
record numbers, bought workout tapes to plug into
them. Just one year later, some of our hardier workout
partners participated in the first National Aerobic
Championships. A year after that, nearly 25 million of us
were marching aerobically either to our own drumbeat
or to someone else’s. The early ’90s brought us to our
feet to climb everything in sight—steps, stairs, benches.
Today we aren’t so much dropping out of training as we
are dropping in—to health clubs and spas where the
emphasis is on such activities as yoga, swimming, spin-
ning (on stationery bikes), and weight training.
Whereas 20 years ago Americans were bent on los-
ing weight and gaining muscle, now we seem more in-
tent on keeping or improving our health.
STATS AND FACTS: Nearly 20 million Americans be-

long to about 15,000 health clubs. Some 90% of health
clubs are coed, but many offer separate workout areas
for men and women.
In addition to making yoga or pumping iron part

of our weekly routine, more of us are thinking of our
health when we plan vacations. In the past ten years,
14 million Americans have chosen a spa as a vacation
destination. Contrary to the old stereotype, these spa
goers are not all women. Men account for 25% of those
197
availing themselves of spa services.

Not only are more of us going to health clubs or
spas, but there are more kinds of clubs from which we
can choose. There is a great deal of specialization in
the industry. Some clubs cater to time-stressed profes-
sionals. Some offer child care. A few will wash your car
while you are working on your abs. Some spas empha-
sis fitness, while others offer the opportunity to relax.
Maybe what you are looking for is the opportunity to
get away from it all, including phones, newspapers,
faxes, or family. All-inclusive spas offer such luxury.
Where to Begin
The best place to begin your search for a good health
club or spa is with a question: What are your goals?
(Do you want a place to socialize? Do you want a fitness
trainer? Has your physician suggested massage thera-
py as part of treatment for stress? Do you need encour-
agement to exercise?)
4 TIP: According to American Sports Data, only one-

third of the people who join a health club use the facili-
ty as many as 100 days per year. If you are a “spurt”
exerciser and tend to exercise only when the guilt be-
comes unbearable, buying a pedometer or a bicycle or
even a home treadmill may be a better exercise invest-
ment. On the other hand, if you spend the money on a
club membership, having done so may motivate you to
get the cardiovascular exercise two or three times a
week that doctors recommend.
Make a list of the available facilities in your area

that offer the services you want, and call the Better
Business Bureau to see whether complaints have been
filed against any of the clubs or spas on your list.
Ask friends or co-workers if they have had any ex-
perience with any of the facilities you are considering.
Call a few of the recommended spas and ask to
speak to the health club or spa director. Avoid market-
ing representatives. Many marketing representatives re-
198
Chapter 24 HEALTH CLUBS AND SPAS
ceive only brief training and may not be able to answer Tours are
some of your questions. In addition, their focus is on designed
closing the contract, not on giving you long-term satis-
faction, which the director is more likely to worry about. to give you
Ask the director to describe the facility. This de- a quick
scription should be not merely a list of equipment and
activities that may or may not mean much to you, but overview of
rather a careful detailing of the spa philosophy and the the facility.
services offered. The director should take the time to
ask about your needs. Pay attention
It is important to find out whether the facility is li- to your first
censed by the city and what professional organizational
memberships the spa maintains. To be licensed, inspec- impressions.
tion by the health department is typically required.
The director or someone else in spa management
should offer you a tour of the spa.
What to Look For

Tours are designed to give you a quick overview of the
facility. Pay attention to your first impressions:
■ Did the staff look professional? The staff should be
distinguishable from the mass of sweating bodies in
torn T-shirts and baggy shorts working on the ma-
chines. Staff should be up working with members
and not sitting around the office.
■ Did the director spend time getting to know you and
your needs? Were you asked whether you had previ-
ously held membership in a facility and what both
pleased and displeased you about that experience?
■ Were you told whether the staff is willing to cus-
tomize treatments and activities? Were you asked
whether you have any disabilities or injuries requir-
ing a specially trained staff member?
After the tour, ask whether you may spend a little

time on your own in the facility. Take a closer look at
the equipment. Clients who are trying to figure out
how the machines work, benches that are not bolted to
the floor, and lack of cleanliness are indications that
management doesn’t spend enough on maintenance
199
or on adequately trained staff. Make it a priority to

check out the changing room and showers. Dirty tow-
els on the floor, overflowing waste baskets, lack of
paper in the stalls, and scummy sinks are clues that the
facility either depends on members to pick up after
themselves (not usually a reliable source of help) or
only has a once-a-day after-hours cleaning service in-
stead of someone onsite responsible for cleaning.
4 TIP: Check the water in the hot tubs. It is very difficult

to maintain clean water in tubs. If the water is foamy or
cloudy, assume that the spa does not hold to a high
standard of cleanliness.
Ask a few of the clients how they like the facility

and whether they would join again. And, in fact, ask
yourself how comfortable you are with the spa mem-
bers. If they all look as if they were born wearing span-
dex, are you going to be willing to show up at all?
Ask the director whether you can drop by again
soon. Choose the time that you would most likely be
using the facility. Is the place more or less crowded
during your second visit at that time?
Aerobics and Fitness Association of International Health, Racquet and

America (15250 Ventura Blvd., Ste. 200, Sportsclub Association (263 Summer St.,
Sherman Oaks, CA 91403; 800-225-2322; Boston, MA 02210; 800-232-4772;
www.afaa.com) www.ihrsa.org)
American College of Sports Medicine PUBLICATIONS

(P.O. Box 1440, Indianapolis, IN 46206- Spa Magazine
1440; 317-637-9200; www.acsm.org) American Spa
Healing Retreats and Spas
American Council on Exercise Spa Business
(5820 Oberlin Dr., Suite 102, San Diego,
CA 92121-3787; 800-825-3636;
www.acefitness.org)
200
4 membership
TIP: You will want to know whether the club has a
ceiling—a cap on the number of mem-
When you
talk with the
berships the club will sell. Many clubs will try to maxi-
mize this number, figuring that many members will not staff, try to
use the facility often. As a result, the facility may be too determine the
crowded during peak-use hours. Also consider the
ratio of total square footage to the number of mem- general level
bers. If the ratio is under 10 to 1, the facility is going to of professional
be crowded. A ratio of 17 to 1 is about average.
commitment
Many facilities will offer you a trial membership, and their
which will allow you to use the facility free of charge for
a short period of time—say, two or three days—to see satisfaction
whether it will suit your needs. This is a good time to with the
talk with the instructors and the spa technicians, such
as the massage therapists and personal trainers. All
facility.
technicians should be trained and certified by their re-
spective professional associations and licensed for prac-
tice within the state. When you talk with the staff, try to
determine the general level of professional commit-
ment. Why are employees working there? How does
management support and motivate instructors? Are in-
structors satisfied with the facilities and equipment?
Schedule a massage for your first treatment at a
new spa. Good spas and health clubs make sure they
hire excellent massage therapists. Talk with several of
the massage therapists. Are they trained to provide
therapeutic massage to clients who are recovering from
injuries or those who have chronic conditions? Some
massage therapists also have experience working with
the elderly and enjoy providing massage therapy to
this population.
Before talking with the director about signing a
contract, ask yourself the following questions:
■ Do the hours of operation of the facility fit with my
schedule?
■ Does this facility not offer a service or activity that I
really want?
■ Will I learn something new here? Will I still be chal-
lenged in six months?
■ How is the general atmosphere? Are many of the
201
Never buy a clients or staff obsessive about fitness, when I’m not?
membership Will that make me so uncomfortable that I will fail to
use my membership as I had hoped to? Will I be
with the idea pushed beyond sensible limits?
■ Is the cost worth it? To determine the real cost, you
that if the
need to add up all the costs (initiation fee, annual
club doesn’t costs, towel fees, etc.). Then realistically figure how
work out often you will use the services. By dividing your esti-
mated number of annual visits into your total annual
for you, you fee, you can determine your estimated cost per visit.
will ask for That figure will give you something comparable to
other activities that you think are worthwhile. Know-
a refund. ing that figure may also make the cost so real that
You may you will be motivated to take full advantage of your
membership.
not get one. ■ Do you travel a lot for business or expect to move
anytime soon? If so and the facility is part of a chain,
it is important to get in writing how many and which
of the facility’s affiliated clubs or spas you are free to
use with your membership. This may be an impor-
tant feature if you travel a lot for business or expect
to move anytime soon. You may want to rethink the
idea of a long-term membership (a year or more) if
you may be moving out of the area. Certainly you
should check the contract for clauses covering re-
fund policies.
Never buy a membership with the idea that if the

club doesn’t work out for you, you will ask for a re-
fund. You may not get one. Before signing a contract,
make sure you understand what the spa’s cancellation
policy is.
Red Flags
Don’t buy a membership for a club that hasn’t yet
opened or for a club in the process of upgrading its fa-
cilities. You want to see what you are paying for.
If the membership fees are too low when com-
pared with membership fees at similar spas, you can
assume that management is making some trade-offs in
202
terms of hiring less-qualified staff or offering fewer If the regimen

classes or poorer maintenance. hurts, the
You should also be wary if the director or sales
manager tells you that you have called on the very last instructor
day of a big membership sale. Don’t sign if it isn’t possi- isn’t paying
ble for you to take the contract home to think about it
overnight. If buying a membership is right for you, it proper
will still seem like a good idea tomorrow. attention
Caution is advised if the health club or spa seems to
offer every imaginable treatment and every exercise to your
option. It is difficult to do even a few things well, which needs and
is one reason so many clubs and spas specialize.
Any place that promises to have you toned in a limitations.
month should be avoided. And if the regimen hurts,
the instructor isn’t paying proper attention to your
needs and limitations. Quit the regimen and complain
to the director.
Massage therapists should be willing to answer
your questions, but they cannot legally diagnose or
prescribe medical treatment or medication. A therapist
or an instructor should not insist that you purchase spa
products that you do not need or want.
If you are a member of a health club or spa and
begin to notice a lack of good maintenance, disappear-
ance of equipment, or cancellation of several classes,
you may soon be looking for another facility.
The industry has what it calls the 12/12 rule: The aver-
age consumer sticks with an exercise regime for about
12 weeks, and if a health club is more than 12 minutes
away from home, the club won’t see the consumer
very often.
Trends
If you have very little time, you may benefit from one
of the biggest trends in the industry. Day spas, located
close to work or home, are becoming increasingly pop-
ular because, unlike vacation or destination spas, you
203
have easy access with little time or money expenditure.

Another promising trend is the merger of tradi-
tional Western medicine and the alternative therapies
frequently offered by health clubs and spas. In fact,
some facilities now have medical doctors on staff to
provide service to members with special concerns, such
as rehabilitation after an illness or accident.
Insiders Facts
Many clubs and spas will let you design your own pack-
age of services and may give you a break on the cost.
Others are willing to let you pay month to month on a
yearly contract without a finance charge, sometimes
only if you agree to arrange for automatic electronic
payment. Still others will offer a substantial discount if
you sign a yearly contract.
Providing excellent spa service is not inexpensive.
It costs approximately $300,000 for initial installation
of equipment (no pool or spa), $30,000 a year for
maintenance, and $60,000 a year for new equipment.
Certified aerobics instructors in midsize towns (not big
cities) earn $15 to $20 per hour, and personal trainers
make about $15 per hour.
See also the profile of Massage Therapists.
204
PANEL OF INSIDERS
Gayle Brady Ann Emich Duke Klauck

The Peaks at Telluride Ihilani Resort and Spa 10,000 Waves
Telluride, Colo. Kapolei, Hawaii Santa Fe, N.M.
Brian Cantor Maureen Fletcher Jamie Montel

Paul Labrecque Salon Institut Clarins at Saks Woodlands Spa
and Spa Fifth Avenue Farmington, Pa.
New York, N.Y. Houston, Tex.
Rod Newlin
Alan and Carole Robin Gelly Spa at the Crescent
Coombs Platinum Studios Salon Dallas, Tex.
Green Valley Spa and Spa
St. George, Utah Winston, N.C. Diane Reed
Aveda Spa and Retreat
Samantha Cooper Frannie Gerthoffer Blaine, Minn.
Lodge and Spa at Cordillera Hilton Head Health
Edwards, Colo. Institute Bob Shrem
Hilton Head Isle, S.C. New Age Health Spa
Laura Crandall Neversink, N.Y.
Topnotch at Stowe Thor Holm
Stowe, Vt. Sanibel Harbour Resort Judy Snow
and Spa Camelback Inn
Jennifer DiFrancesco Fort Myers, Fla. Scottsdale, Ariz.
Desert Springs Resort
and Spa
Palm Desert, Cal.
205
Chapter 25
Holistic
Physicians
I
n the U.S., the field of holistic medicine is in its
infancy, which is not to say that that infant is not
showing signs of robust, squalling health. Al-
though Chinese physicians have been practicing
medicine in this mode for 2,000 years and Euro-
pean physicians have taken a similar approach for sev-
eral hundred years, it wasn’t until the 1970s that
Montefiore Medical Center in New York City offered
the first classes in holistic medicine in this country.
In the U.S., willingness to take a look at other
modalities of treatment has been prompted by the
growing frustration of both physicians and patients
with the health care delivery system and with the limits
of conventional medicine. It is widely acknowledged in
the medical community at large that the greatest contri-
butions to human health from conventional medicine
have been in the areas of infection control, handling
trauma, and the development of safer and better surgi-
cal techniques. However, conventional Western medi-
cine has been much less successful in dealing with the
chronic complaints that bring most patients to a doc-
tor’s office—problems such as headaches, muscular
pains, ulcers, and fatigue—and with problems that ap-
pear to be related to emotional health, lifestyle, and
aging, such as arthritis and heart disease.
This fact has prompted a steadily increasing use of
alternative medicine on the part of the public, and a
willingness to try new treatment approaches on the
part of the traditional medical community.
This evolution is, in fact, an old pattern in medi-
cine. Every 200 to 300 years conventional medicine is
challenged, as some alternative therapy is brought into
207
the mainstream. Today we revere Hippocrates,

Paracelsus, and Galen for achievements in medicine.
Their colleagues and contemporaries, however,
thought the ideas of these landmark scientists were
strange and threatening.
Today the typically conservative American Medical
Association (AMA), while rightfully cautioning against
the ever-present problem of medical quackery, also is
slowly accepting some modalities that were once totally
outside the accepted range of practice. Thirty-five
years ago, for example, the AMA gave its approval to
the use of hypnosis, which today is frequently used to
control pre- and postoperative pain. The AMA has also
acknowledged that there is much that medical science
does not understand about the human body. For ex-
ample, we don’t understand why many treatments
work or why a positive attitude on the part of the pa-
tient (not to mention the physician) seems to aid heal-
ing. Neither do we understand why a certain
percentage of illness disappears with no treatment
whatsoever. What we do know is that the process of an-
swering these kinds of questions has been the method
of bridging the gap between the conventional and the
alternative medicine of the day.
STATS AND FACTS: Today approximately half of the

medical schools in this country offer some courses that
explore the mind-body connection—that is, the inter-
play between psychological and physical health. These
courses often focus on good listening techniques and
cover such topics as patient-centered practice, which
emphasizes teaching patients ways in which to improve
their own health, and alternative treatments.
Where to Begin
The American Holistic Medical Association provides
referrals of members. In addition, the American Holis-
tic Nurses Association is a good source of information
for finding holistic practitioners. You might also talk
with people at your local health-food market or yoga
208
Chapter 25 HOLISTIC PHYSICIANS
center and ask about holistic physicians who practice in

your area. The phonebook is not a good source of
names because many physicians do not list themselves
as strictly holistic practitioners, although they incorpo-
rate a holistic approach in their practice or are open to
working with patients who are interested in both tradi-
tional and alternative methods of treatment.
4 physicians
TIP: There is a common misperception that holistic
are not “real” doctors. In fact, as the mem-
bers of our panel illustrate (see the box on page 213),
most hold the degree of doctor of medicine from a tra-
ditional school of medicine.
Holistic physicians tend to believe in a greater

mind-body connection than do conventional practi-
tioners, who may concentrate more on identifying dis-
eases and treating those illnesses with drugs or surgery.
Holistic physicians are often more interested in psy-
chological, social, family, and work-related issues that
might affect health. Holistic medicine strongly empha-
sizes the prevention of illness. Holistic physicians are
also more likely to use chiropractic services, acupunc-
ture, Chinese medicine, homeopathy (a 200-year-old
system of treatment in which medicines are adminis-
tered to encourage rather than control symptoms, in
the belief that symptoms indicate that the body is try-
ing to cure itself), biofeedback (a method for teaching
the patient to carefully monitor and modify such body
functions as breath and heart beat), or herbal medicine
in conjunction with traditional Western medicine.
However, medical practice today in this country falls
along a continuum. Some very traditional Western
practitioners will refer patients to a chiropractor but
will not advise patients about dietary supplements such
as vitamins. Some holistic physicians focus on a blend
of Western and Chinese medicine; others use acupunc-
ture but reject other Oriental medical possibilities.
STATS AND FACTS: Because they deal with problems

that traditional medicine has not always been able to
209
solve, gastroenterologists, specialists who deal with dis-

eases of the digestive tract, and rheumatologists, who
treat diseases such as arthritis that affect arms, legs,
and backs) were some of the first specialists to accept
alternative treatments.
Given the broad range of approaches, you need

to find out something about the holistic physician’s
philosophy of medicine. What kinds of approaches
and treatments does the physician typically use for
various problems? What specific training does the
physician have in these modalities? For what kind of
medical practice is the physician licensed by the state
to practice?
The Foundation for Informed Medical sionally in other libraries, lists mortality rates
Decision Making, Hanover, N.H., by procedures and by hospital.
(www.healthdialog.com) produces computer
programs for physicians that detail many American Holistic Medical
varieties of treatments, surgeries, treatment Association (6728 Old McLean Village Dr.,
success rates, probability tables, and the like. McLean, VA 22101; 703-556-9245;
Although the emphasis is typically on compar- www.holisticmedicine.org)
ison of more traditional methods of treating
illness, this information provides consumers The National Center for Complemen-
with an idea about the discussions that physi- tary and Alternative Medicine, National
cians have among themselves concerning Institutes of Health, does not provide
various ways of treating specific diseases. referrals to holistic physicians but it does
offer the consumer an excellent Web site,
The Agency for Healthcare Research at nccam.nih.gov, with excellent fact sheets
and Quality (301-594-1364; www.ahcpr and databases, in addition to specific informa-
.gov) tracks university medical research tion about such matters as clinical trials of
programs doing research on alternative alternative treatments.
therapies.
PUBLICATIONS
The Guide to Hospital Performance, Alternative Therapies
found in medical school libraries and occa- Advances
210
What to Look For

Technical competence is the baseline for excellence in
any medical treatment. In holistic practice, the issue of
competence is complex because the practitioner has to
be skilled and knowledgeable about a spectrum of
modalities.
4 TIP: A holistic approach is not a matter of using all pos-

sibilities to solve the problem but rather of knowing
which of the options, singly or in tandem, is likely to
produce the best result.
In addition to being broadly trained, the good

holistic physician is patient centered. This means that
the physician will take time to get to know you, not only
your medical history but also your past and current
lifestyle and emotional history. The physician will pay
particular attention to what you consider significant.
Part of a patient-centered approach is teaching pa-
tients about their responsibility. The physician should
tell you about the body’s mechanisms for healing itself
and tell you how to head off trouble. After visiting a
holistic physician you should have a new perspective
on your health.
In making a decision about which holistic physician
to consult, it is useful to ask these questions after an ini-
tial consultation (and these would be good questions to
ask of any medical practitioner):
■ Was I given a range of options—and the physician’s
opinion about which was the best for me?
■ Was the physician realistic but positive?
■ Did the physician listen carefully?
■ Did the physician explain things in ways that I could
understand?
Red Flags
One reason for choosing holistic care is the assumption
that the physician will be interested in determining the
root causes of the problem, not just in dealing with
symptoms. If the physician appears hurried, you are
211
not likely to receive this benefit.

There is no magic bullet in holistic or any other kind
of medicine. Beware the physician who promises one.
Caution is also advised if you come across a physi-
cian who tries to sell you specific products, such as di-
etary supplements, or seems to have a particular
interest in persuading you to try something.
Most holistic physicians want their patients to take
more responsibility for their own physical well-being.
If this approach appeals to you, you should work well
with a holistic practitioner. If you prefer someone to
tell you what to do and you prefer not to know a great
deal of detail, a more traditional practitioner may be
better for you.
The recovery timetable with holistic treatments is
often longer than with conventional treatments. Herbs,
for example, may work as well as conventional drugs
for certain conditions and be easier on the body, but
you may need to take them for a longer period of time
before you see results.
Holistic physicians are often consulted after tradi-
tional physicians have admitted that they don’t know
what to do. Seeking a second or third opinion from a
holistic physician when a problem first appears (or
even better, before there is a problem) could give you
more options.
Patients who have been treated unsuccessfully by
traditional medicine for chronic conditions are some-
times so eager to find relief that they become vulnera-
ble to something or someone that sounds good but
isn’t good for their health or pocketbook. At this junc-
ture, caution the experts, it is particularly important to
carefully interview a physician and check his or her
training and background.
Trends
Many insurance companies will pay for some alterna-
212
PANEL OF INSIDERS
Alan Abromovitz, MD Milton Hammerly, MD William A. McGarey, MD

Phoenix, Ariz. medical director of ARE Medical Clinic
complementary and Phoenix, Ariz.
Barbara Bishop, MD alternative medicine
San Francisco, Cal. Porter Adventist Hospital Shera Raisin, MD
Denver, Colo. Los Angeles, Cal.
Rosalie Bondi, DO
Denver, Colo. Stephen Hathcock, MD Christina Stemmler, MD
Little Rock, Ark. Center for Integrated
Paul Brenner, MD Medicine
Idlewild, Cal. Evarts G. Loomis, MD Houston, Tex.
Health and Growth
Nita Brown, MD Associates
Little Rock, Ark. Memet, Cal.
tive therapies. The list of approved therapies changes

constantly. Check with your insurer or physician.
Insider Facts
Alternative medicine is a hot research area. Major pro-
grams are under way at the National Institutes of
Health; the Alternative Medical Research Center, Beth
Israel Hospital, Boston; the Division of Complemen-
tary Medicine, University of Maryland School of Medi-
cine, Baltimore; and the Mind-Body Medical Institute,
Harvard School of Medicine, Boston.
See also the profile of Physicians.
213
Chapter 26
Image
Consultants
he medium is the message, said Marshall
T McLuhan, describing the way we com-

municate in the modern world. Politi-
cians, businesses, and entertainers know
this principle well. The growth of per-
sonal-image management services suggests that many
of the rest of us are beginning to catch on to the fact
that presentation—the way we speak, dress, move,
and interact with others—can significantly affect our
success or failure in both business and personal rela-
tionships. In fact, a recent study conducted by Har-
vard University suggests that as much as 85% of
success on the job is related to the knowledge and
practice of good social skills.
This growing awareness of the necessity of pre-
senting ourselves accurately and well is colliding head
on with the consequence of more than 40 years of re-
laxation of social standards in this country. Americans
are now in the position of knowing we will have an
edge if we follow the rules—we just don’t know what
the rules are.
Consultants working with or within corporations
to ensure a positive product and corporate image
know that company employees who project a profes-
sional image constitute a cost-effective tool for creat-
ing a competitive edge in the marketplace. Employees
who have seen firsthand the importance of corporate
image have been some of the first people to hire a
consultant to give guidance with such matters as
dress, business protocol, and verbal and nonverbal
communication.
215
Where to Begin
Image consultants tend to specialize in fields such as
wardrobe planning, presentation skills, personal style
analysis (everything from what colors you should wear
to the way you come across when conducting meet-
ings), etiquette, intercultural communication, corpo-
rate dress-code policies, business entertaining, and
corporate branding (the process of creating a powerful
and easily recognizable image for a company).
Some consultants work only with small target
groups: television anchors and radio personalities,
people over age 50, children, those in the process of
career change, men or women, college students, or
owners of small businesses.
STATS AND FACTS: Rapid social change may be the

most significant reason why clients seek the services of
an image consultant. Consultants frequently hear such
questions as, What kind of dress is appropriate for ca-
sual-dress Fridays? If my new boss is a woman, should
I open doors and pull out chairs for her? What kind of
dress would be socially correct for a business trip to the
Middle East? How can I create a professional home of-
fice in which to meet clients?
Once you decide which image problem you would

like to tackle, you can obtain a referral from the Asso-
ciation of Image Consultants International. Human
resources offices also often know of good consultants.
Image consultants say that most new clients come to
them by referral from other clients. (Because the
American credo still leans heavily upon the idea of
the self-made person, however, you may find that
some friends or colleagues may be hesitant to admit
that they’ve sought the services of an image consul-
tant lest you think that they needed the help. The ex-
perts suggest an approach somewhat short of, “Wow!
You are a whole new person! Who is responsible for
this miracle?” usually works fairly well in obtaining
referral names.)
216
Chapter 26 IMAGE CONSULTANTS
STATS AND FACTS: Studies have shown that it takes

only seven seconds to form a first impression, and that
the impression so formed is difficult to change.
What to Look For

Membership in the AICI assures you of the consul-
tant’s expertise, continuing education, and willingness
to follow an industry-standard code of ethics. The pro-
fessional organization recently began a certification
program to provide common training for its
700 members who come to the field with a CONSUMER RESOURCES
broad range of backgrounds in other areas. AND PUBLICATIONS
Many image consultants have previously
earned MFAs in design, MBAs, or PhDs in Association of Image
fields such as counseling and education. The Consultants International
training and work experience of the image (2695 Villa Creek Dr., Suite 260,
consultant should match your specific need. Dallas, TX 75234; 972-755-1503;
Good image consultants will not merely www.aici.org)
help you solve the immediate problem, but as
you work together, will also give you the tools PUBLICATIONS
to make future choices. Furthermore, good Image Networker
consultants will tell you why they are making Image Update
the suggestions they offer. Image Management Consultant
Image consultants vary in the way they
charge for their services. Most charge by the hour, al-
though many offer packages of services. Some want
you to commit yourself to a certain number of hours of
assistance, perhaps understandably, because they know
from experience how long the process can take.
Red Flags
Continuing education is a must in this fluid field.
Consultants who cannot tell you about the most re-
cent seminars they attended or books they are read-
ing in their area of interest may be offering advice
that is out of date.
A good image consultant is not in the business of
creating a new you but a better you. You should feel
comfortable, not conspicuous, carrying out the sugges-
217
tions. Most consultants are very conscious of their own

images as pleasant, knowledgeable people who are in a
service field, so you should expect that you won’t have
to endure an unpleasant critique, but an informative
and helpful one.
Some consultants will not give you names of clients as
references. Depending on the consultant’s area of
specialization, providing such names could be a
breach of confidentiality. However, consultants
should be willing to discuss specific methods they
have used to handle needs similar to yours, and offer
some idea of how successfully their clients have im-
plemented the suggestions.
Image consultants need to have both breadth of
knowledge and information specific to your situation.
For example, a wardrobe consultant should know what
is acceptable within various industry and geographic
parameters—for example, that jeans are acceptable
business wear in the high-tech industries on the East
and West Coasts, but not in the Midwest.
Trends
The aim of the new holistic image consulting is to cap-
ture of the essence of the individual. Although the gen-
eral concept has underpinned much image consulting,
assessment tools, such as personality typing, are now
being used.
Insider Facts
Image consultants tend to be proficient networkers. If
you need a new business wardrobe, they will take you to
shoe shops, tailors, and dress designers they know. (Or
many wardrobe consultants will act as your personal
shopper and bring items to you.) If what you wish is a
new office image, a good consultant will know lighting
designers, furniture suppliers, and carpet layers.
218
Chapter 26 IMAGE CONSULTANTS
PANEL OF INSIDERS
Lauren Castle Joyce Knudsen, PhD Judith Rasband

publisher AICI master Conselle Institute of Image
Image Networker The Image Master Inc. Management
San Diego, Cal. Franklin, Tenn. Provo, Utah
Helena Chenn Lynne Henderson Marks Lauren Solomon

board member president president
Association of Image London Image Institute Strategic I Image Consulting
Consultants International Atlanta, Ga. New York, N.Y.
also wardrobe consultant
San Jose, Cal. Penny Pilafas
president
Deborah King AICI
director Pittsburgh, Pa.
Final Touch Finishing School
Des Moines, Wash.
Some image consultants team with universities to

offer graduating seniors seminars in professional
image, job interviewing, and self-marketing.
See also the profile of Personal Coaches.
219
Chapter 27
Insurance
Agents
W
hen you purchase insurance, you are
buying a product that you hope will
never be delivered. Moreover, you
will not really know the quality of the
product you have purchased unless
you have the misfortune of needing to use it.
Recent historical changes in the way we view such
cosmic issues as predictability, vulnerability, safety,
and individual responsibility have made the business
of betting against ourselves much more difficult.
Today many of us expect insurance to fully protect us
against any unpleasant eventuality, and at a reason-
able cost. This expectation is light-years away from
the insurance-industry assumption that insurance be-
gins at the point where consumers cannot handle the
cost of an emergency themselves, rather than at the
point where consumers would rather not assume the
cost of an accident or illness.
Where to Begin
Before shopping for any kind of insurance, be clear
about what kind of coverage you need and want. (The
insurance company will counter with what kind of cov-
erage it is willing to give you.) For example:
■ A certain amount of automobile insurance is required
by state laws and may be required by the auto fi-
nancing company.
■ Of course, if you purchase a home, you will require
homeowners insurance, and even if you don’t own
but rent, you may want renters insurance, which sim-
ilarly protects you from theft and from liability for
221
others’ injuries on your home turf.

■ you probably
If you’re single and have no dependents,
won’t need life insurance.
■ If you are married, you may want life insurance, but
you probably won’t need as much of it as when you
have children.
■ If your employer doesn’t provide disability insurance
for you, or not enough of it to maintain yourself
should you become unable to work for some period
of time, you will want disability insurance.
■ If you’re self-employed, you will certainly want health
coverage for yourself and your family.
■ If you’re approaching middle age, it may be time to
look into long-term-care insurance.
■ Would it make sense for you to purchase extended
personal liability insurance in the form of an umbrel-
la policy? Such policies typically pick up where your
auto and homeowners insurance leaves off and pro-
tect you to whatever limit you chose, typically
$1 million.
And, of course, you want this coverage at a reason-
Insurance Information Institute 22314; 800-221-7917; www

(212-669-9250; www.iii.org) is a good source .independentagent.com)
of books dealing with insurance topics of
interest to the consumer. The institute also PUBLICATIONS
has several free brochures on such topics as
how to lower homeowners insurance costs Best’s Review frequently publishes articles
and how to settle insurance claims. directed toward insurance industry profes-
sionals but also of interest to consumers.
Insurance Education Foundation
(PO Box 68700, Indianapolis, IN, 46268, Casualty/Risk & Benefits Management
317-876-6046; www.ins-ed-fdn.org) provides can take you inside the insurance profession-
educational materials to teachers. al’s mind.
The Independent Insurance Agents of National Underwriter, a weekly insurance

America (127 S. Peyton St., Alexandria, VA trade newspaper.
222
Chapter 27 INSURANCE AGENTS
able cost. You don’t want to find yourself insurance Your list of
rich and cash poor. Those are your cards on the table. prospective
Now the insurance company plays its hand. If you
have a bunch of traffic tickets or a bunch of teenagers agents should
(the two often go hand in hand), you can forget a low include both
premium. If you are willing to buy your homeowners
insurance from the same company as your auto insur- exclusive
ance, you may get a break. If you drive your car to and agents and
from work every day over a certain distance, up goes
the premium. If you are insuring two or more cars, independents
down comes the premium. If one of your cars is a so you can
Lambourghini, up goes the premium.
The point is, it is important to know exactly what comparison-
kind of coverage you need before you visit an agent. shop.
Also make sure that you will be speaking the same lan-
guage as the agent. The insurance industry is rife with
words that sound like words laypeople use every day.
When in doubt about such terms as universal life, bodily
injury liability, and point-of-service, it is advisable to ask
for a definition.
When you have done all this homework, call your
banker, accountant, attorney, and financial planner,
who are all likely to know of good agents. In addition,
real estate agents know insurance agents who handle
homeowners insurance. Your list of prospective agents
should include both exclusive agents (those who repre-
sent just one company) and independents (those who
represent several companies) so that you can compari-
son-shop the deals they can offer through a single in-
surer or several.
STATS AND FACTS: The average independent repre-

sents only nine companies, although there are at least
500 from which to choose. According to the Indepen-
dent Agents of America, most independent agents
place 90% of their clients with just four companies.
Keep in mind that most agents, whether exclusive

or independent, don’t sell all kinds of insurance.
Agents who specialize in life insurance usually don’t
sell auto and homeowners (property and casualty in-
223
Many very surance). Some property-casualty agents sell life insur-

good ance, but that’s usually not their area of expertise and
they may not be able to sell a wide range of life policies.
companies Many very good companies (such as USAA if
(such as USAA you’re in the military, or Geico) don’t have agents. To
purchase insurance from them, you’ll need to deal di-
if you’re in the rectly with the company. Consumers can also do a lot
military, or of research online at insurance marketplace sites, such
as InsWeb (www.insweb.com), which lets you compare
Geico) don’t prices from several different companies. You can get
have agents. some very good policies online and get a lot of help di-
rectly from the company. In fact, most companies that
previously sold only through agents now sell online,
too. If you do choose to buy from an agent, you will get
additional service without having to pay extra for the
policies, but you shouldn’t overlook online buying as
an option, either.
Make appointments for office visits with the agents
to whom you’ve been referred. Don’t try to interview
over the phone. Quotes for the same service can vary
widely. So can service and quality of advice. A visit to
an agent’s office can give you clues about the quality of
client service. Is the waiting room full? Do the people
in the office seem harried? Are stacks of papers on
every surface? Do you see evidence of credentials and
awards for exceptional service?
What to Look For

The experts suggest that you look for the right combi-
nation of coverage, service, and price—in that order.
(You, of course, will have to determine what your pri-
orities are.)
Ask about the agent’s background. How did the
agent get into the business? Most agents do not enter
the insurance business with a background or degree in
insurance, although some do have a college degree,
say, in business, with coursework in this field. But be-
fore agents open their doors for business, they should
be properly trained and licensed by the state agency
that regulates insurance, banking and securities.
224
You should also have an idea of the meaning of the Often you
acronyms following the agent’s name. (In fact, you won’t know
might see whether the agent will give you a break on
your premium if you can pass a test covering the more exactly what
than 30 designations currently used by the industry.) you need.
Some of the most widely recognized and respected
professional designations, conferred by various profes- So the agent
sional organizations after candidates have passed should ask
courses given by or through the organizations, are:
■ Chartered Property Casualty Underwriter (CPCU) re-
questions
quires passing ten courses, about your
■ Associate in Risk Management (ARM), three courses,
■ Accredited Advisor in Insurance (AAI), three courses,
lifestyle and
■ Certified Insurance Counselor (CIC), five courses, remind you
■ Chartered Life Underwriter (CLU), ten courses, and
■ Chartered Financial Planner (CFP), six courses.
of things you
need to think
These designations after the agent’s name demon-
strate his or her ongoing commitment to professional
about.
competence.
Insurance is definitely not a one-size-fits-all propo-
sition. An agent should first ask you what you want and
why, and then carefully listen. Often you won’t know
exactly what you need. So the agent should ask ques-
tions about your lifestyle and remind you of things you
need to think about. You should get the feeling that
you, not the agent or the company, are at the center of
the insurance equation. Does the agent seem willing to
spend the time to get a full picture of your needs or
does he seem in a hurry to sell you a product? The
ability to ask the right kinds of questions comes with
experience. Look for an agent who has been in busi-
ness for a while. An agent who has been in business for
at least three years has probably made the commitment
to remain in the industry.
When you purchase insurance, you are buying
promises. Do you get the feeling this agent is someone
you can trust? If at some point you need to use the in-
surance you are purchasing, you will need an agent to
be proactive on your behalf. Does this agent seem to be
knowledgeable and energetic?
225
If you need Is the prospective insuring company a company

to use the you can trust? It might be helpful to check the Web
sites of the A.M. Best Co. (www.ambest.com) and your
insurance, state’s insurance department for information about the
you will need insurance companies you are considering; the Web site
of the National Association of Insurance Commission-
the agent to ers (www.NAIC.org) includes a link to all state insur-
be proactive ance regulators.
Ask to see sample bills and policies. A bill should be
on your behalf. detailed enough that you will be able to understand
Does this agent what is happening to your account. It should include
information that would be relevant if you actually
seem to be needed to file for payment. For example, in addition to
knowledgeable the period of time the policy is in effect and the precise
limits of the coverage, the document should alert you
and energetic? to any changes the company is making in the way it
handles the kind of coverage you have purchased. Poli-
cies should be easy to understand and written to fit
your needs. They should define and explain any as-
sumptions regarding your coverage and costs, so that,
if you choose to shop for coverage, you can compare
apples with apples insofar as possible. An agent who
can show you only the “standard” policy may not know
how to tailor a policy to fit you.
Red Flags
If you have signed with an agent and begin to notice a
rapid turnover of personnel in the office, if refunds are
delayed, or if service becomes slow, think about finding
a new agent. In addition, if you begin to read negative
reports about the insurance company the agent repre-
sents or about its financial instability in consumer publi-
cations or in the financial pages of your newspaper,
caution is advised. At that point, it might be a good idea
to visit the Web sites suggested above for information
about the company or to call the state regulatory and li-
censing agency that regulates financial institutions.
Life insurance agents who sell insurance products
with a variable investment component (such as variable
life insurance and variable annuities) must have a secu-
226
rities license and are regulated by their state’s securities Agents who
department. If you’re purchasing such a product, sell life
check with your state’s securities office. This office can
access the Central Registration Depository (CRD) to insurance
find out whether the agent/broker has ever been fired products
and why (say, for having perpetrated fraud).
with a variable
Other Considerations investment
Insurance is a $3-trillion industry in this country. component
While it is not federally regulated, it is regulated by must have
each state. Some state insurance departments are more
effective than others, but they all have books filled with a securities
insurance laws addressing sales practices, advertising, license and
rates, licensing, and a variety of other subjects. In some
states, like Massachusetts, the insurance industry is so
are regulated
regulated that companies don’t like to do business by their state’s
there. On the other hand, state legislators connected to
the insurance industry make up as much as 15% of the
securities
seats on committees which regulate insurance. Some department.
legislators are not eager to pass laws requiring greater
disclosure of insurance rates and practices or regulat-
ing advertising of insurance products. So, it isn’t sur-
prising that consumers may encounter difficulty when
trying to compare insurance products.
However, balancing this reality is the fact that in-
surance professionals are aware of some of the nega-
tive perceptions of their industry and are working
hard to address problems. The Quality Insurance Con-
gress, for example, has been focusing on closing the
gap between what customers say they want from the
industry and what the industry believes it is providing.
One of the more interesting discrepancies is the fact
that consumers say that they want more innovative
products, while the industry maintains that the market
is mature (that is, product-saturated).
STATS AND FACTS: Two countries account for 60% of

the world’s insurance market. The United States ac-
counts for 30% of the total and Japan accounts for an-
other 30%.
227
Trends
Insurance is no longer strictly the domain of insurance
companies. The product is being widely sold and mar-
keted by banks and stockbrokers and over the Internet.
Consolidation among insurance companies is a
trend that worries many professionals, not necessarily
because of lessened competition, but because the time
spent in-house dealing with the problems of consoli-
dation is time not spent making changes that benefit
customers.
There is also concern that, even with renewed at-
tempts to educate the public about insurance, most
customers still don’t have a clear idea about how insur-
ance works. At the same time, agent education is im-
proving. More than 40 states now have mandatory
continuing-education requirements for agents.
Insider Fact
The old saying that location, location, location is every-
thing in real estate applies also to property insurance.
Premiums for homes and automobiles can vary widely
depending upon address.
4 refuse
TIP: Although it is illegal for an insurance company to
you coverage just because you live in a minority
or low-income neighborhood (or in a ritzier area adja-
cent to a low-rent area), this practice, called redlining,
still happens. (The company will typically refuse you
coverage for other, legal reasons.) If you suspect this
has happened, you might ask neighbors if they have
had similar problems. The bank that holds your mort-
gage will be concerned about insurance coverage and
may be able to help you deal with the insurance com-
pany. In addition to filing a complaint with state and
federal regulatory agencies, you can buy coverage
under a state risk pool, a method that states use to en-
sure that all residents are given an opportunity to pur-
chase insurance.
228
PANEL OF INSIDERS
Norm Baglini Henry L. Good Stephen P. Puntasecca

CEO director of insurance president
American Institute for Rohm & Haas Charles F. Heidt Inc.
Chartered Property Philadephia, Pa. Wyckoff, N.J.
Casualty Underwriters
Malvern, Pa. Terry M. Kaltenbach Marianne E. Rogers
manager George M. Rogers
Robert D. Bischoff Pacific Mutual Life Insurance Agency
chairman Insurance Co. Boylston, Mass.
Insurance Education San Diego, Cal.
Foundation Roger L. Smith
Indianapolis, Ind. Steven Landberg president
principal Insurance Educational
James L. Buck Sibson & Co. Association
Advantage Insurance New York, N.Y. San Francisco, Cal.
Services
St. Petersburg, Fla.
229
Chapter 28
Interior
Designers
he first course in interior design was
T taught in the U.S. in 1906. The fact that

Americans came relatively late to concern
about our interior world perhaps says
something about this country’s early pre-
occupation with taming the vast space outside. Howev-
er, our current interest in individual statement and
style provides a vast market for the services of the more
than 30,000 interior designers who are members of the
American Society of Interior Designers and for the
many thousands of architects who consult on matters
of interior design.
A few generations ago, it was usual for architects to
dictate most design elements in new buildings. Today,
however, interior designers are part of the design team
that includes the client, the architect, and a host of
other specialists.
Specialization is, in fact, the name of the design
game today. Interior designers may specialize in com-
mercial or residential design. In addition, some earn
professional credentials for kitchen and bathroom de-
sign or for expertise in handling acoustics, lighting, or
ventilation problems. Nontoxic environmental design
is a fast growing subspecialty fueled in part by reports
of “sick buildings,” in which chemicals used in the pro-
duction of building materials and furnishings have
caused illness to workers or residents.
Where to Begin
Finding a designer by referral tends to work out best
for both the client and the designer. Friends and col-
231
leagues who share your taste are a good place to

begin, particularly if they have recently had a home or
business space designed and you liked what you saw.
Home shows provide an opportunity to see work done
by local experts. Design publications that fea-
CONSUMER RESOURCES ture the work of both American and interna-
AND PUBLICATIONS tional professionals can give you some
perspective about what is being done by
American Society of Interior some of the world’s top designers. It will also
Designers (608 Massachusetts help you form a clearer idea of what you re-
Ave., N.E., Washington, DC ally like and why. Local architects and land-
20002; 202-546-3480; scape architects are also sources for names of
www.interiors.org) good local or regional interior designers.
Call six or seven of the names you are
PUBLICATIONS given and ask them if they are interested in
Architectural Digest doing the kind of project you have in mind.
Metropolitan Design Also ask about time commitments. If you
Architectural Record want the work completed within six months
and a designer cannot even begin to think
about your project for six months, that designer, how-
ever talented, is obviously off your list.
The American Society of Interior Designers (ASID)
provides a toll-free nationwide referral service (800-
775-2743), through which you can obtain names of
ASID members in your area.
What to Look For

Collaborative design requires congenial personalities
and an eventual meeting of minds. No matter how
much you like a designer’s work, if you don’t also like
the designer, you will not be happy with either the
process or the product. Therefore, personal interviews
are essential. And if the project you have in mind is a
redesign, it will be helpful to conduct the interviews
onsite at your home or business, so that the designers
can realistically assess what needs to be accomplished.
Ask the designer to show you their portfolios so
you can see the breadth and scope of work they have
done. Your responses to their work will give the de-
signers some idea of your taste.
232
Chapter 28 INTERIOR DESIGNERS
Ask the designers to tell you about their education, What methods
training, and professional affiliations. Interior design- do they use
ers hold university degrees (associate, bachelor’s, mas-
ter’s, BFA, or MFA) in interior design, home to maximize
education, architecture, art or design, depending on the client’s
the licensing requirements in their states. The candi-
date is eligible to sit for the professional certification budget, such
exam, called the National Council for Interior Design as recycling
Qualification, after achieving one of the following com-
binations of education and experience: four to five white elephants
years of education and two years of full-time experi- that you might
ence working under the supervision of a licensed inte-
rior designer or architect; three years of education and have in the
three years of work experience; or two years of educa- garage or attic?
tion and four years of full-time work experience.
Ask the designers to describe the projects that they
have most enjoyed doing and to tell you how they
work. Before they think about your project and offer
some suggestions, note whether they want to see maga-
zine clips showing rooms that you find pleasing. Will
they want you to visit some of their completed projects
to get a feel for the quality of work they do? You will
also want to know which services they provide, such as
consultation, design, purchasing and installation, how
they charge (discussed below), what methods they use
to maximize the client’s budget, such as recycling white
elephants that you might have in the garage or attic,
and how often they meet with clients.
STATS AND FACTS: Interior designers today work in

several specialties, including facilities management for
public buildings, parks, museums, and industrial com-
plexes; entertainment design for amusement parks,
movie theaters, auditoriums, and casinos; government
and institutional design; retail design; and residential
design, which may include custom furniture design,
kitchen and bath design, and children’s room design.
It is important to explain in detail what you want a

designer to do. It is very helpful to take in photos or
clips from magazines to show what you have in mind.
233
Ask the designers how long it would take them to com-

plete such a project and how much such a project
might cost.
Find out exactly how the designers charge. Retain-
ers, in which a certain amount is required up front
against the total bill, are common; some designers bill
hourly for their time, and many of the best designers
say they can no longer can afford to do a free initial
consultation. Many also say that they can only make a
living if, in addition to billing hourly, they sell furni-
ture, wallpaper, or art to clients. They maintain, how-
ever, that, even when their commission is figured in,
the price they charge for items bought by clients is less
than the price clients would pay for the same items on
their own at retail. Another fact to consider is that cer-
tain items are available only through showrooms to
professional designers. In general, the most common
billing methods are:
■ Retainer (as explained above)
■ Price per square foot (total square footage of com-
pleted project times a set amount)
■ Hourly rate plus commission (number of hours of the
designer’s time times the hourly rate plus a percent-
age of this total)
■ Flat fee (a stated and agreed-upon total for all services),
■ Flat fee plus commission (agreed-upon total for all
services plus a percentage of this amount)
■ Straight commission (percentage of the project cost)
■ Net cost plus fee (total cost of all services and materi-
als plus a stated consulting fee).
Price per square foot, flat fee, flat fee plus commis-
sion, and net cost plus fee work well for the client—if
the client can resist getting carried away by all the pos-
sibilities suggested by the designer. Hourly rate plus
commission is potentially the most costly method if the
designer is given too much latitude, say, “I just want
the sunroom to look terrific. I’m not much of a detail
person. Surprise me.” Straight commission and net
cost plus fee also need to be supported with firm con-
tractual arrangements.
234
If you have strong likes and dislikes, mention Interior design

them. Sensitivity to color, a sense of claustrophobia, an professionals
inability to make decisions, a penchant for collecting
bugs or antiques are all factors a designer needs to have found
know. Designers work with clients who have definite that client
ideas about what they want and with clients who do not
want to be bothered with details. However, interior-de- satisfaction
sign professionals have found that client satisfaction in- increases
creases with client involvement in the project. Even if
you have trouble explaining exactly what you envision, with client
a good designer will draw you into the design process involvement
by showing you photos to suggest options you may not
have considered, by asking about your lifestyle, and by in the project.
telling you about the benefits and drawbacks to various
approaches.
It requires a skillful listener to get the idea of the
environment you envision and a skillful designer to re-
create that image in a real time and actual place. It is
important to remember that listening is the critical first
step in the process.
Finally, ask the designer for a list of ten clients. Call
some at random. Ask about their satisfaction with both
the finished product and the process.
Red Flags
Designing is problem solving. In reality, however, not
all problems can be solved. Avoid designers who tell
you that there is no problem they haven’t been able to
handle for their clients.
Be wary of designers who tell you that “everyone is
using mauve this year” and therefore so should you.
Because a pleasing effect is a collaborative effort,
you probably won’t be happy with a designer who ei-
ther is too independent and tends to ignore your input
or seems to expect you to drive the process.
If you have strong feelings that your house should
reflect you and not a trend, avoid designers who seem
uncomfortable doing something they haven’t seen
other designers do.
Even if you decide to work with a large design
235
A designer firm, you should work directly with one designer who
can save you is responsible to and for you. You don’t want to get lost
in the shuffle.
money by Be wary of an individual designer or a design firm
working with that wants all the money required for the project up
front. The firm may be on shaky financial footing.
your architect And don’t allow a designer to begin tearing down
or contractor walls until you see sketches and samples of fabric and
carpet. You want to have a sense of the scope of the
and by project and to be convinced that it will please you be-
suggesting fore you begin work that is difficult to undo.
alternative
approaches Other Considerations
A good designer will be honest about the typical
and materials. timetable for delivery from suppliers. For example, it is
not uncommon to have to wait six months for a custom
piece of furniture to be delivered.
Although most designers view their work as a col-
laborative effort, they can be expected to have their
own aesthetic sensibility (point of view). Some design-
ers believe that this is one of the services clients pay for.
As one expert said, “People buy my service because I
will tell them what they need to hear, not what they
want to hear.”
Collaboration does not end when you and the de-
signer have made the initial decisions, but continues
throughout the work. Going on vacation to give the
designer more freedom to work will almost always
delay completion of the project.
You should discuss with the designer all contractors
(flooring, lighting, etc.) to be used on the project.
These contractors will be in your home, and you
should feel comfortable having them there. One of the
services a designer should provide is management of
these subcontractors. Another is dealing with misun-
derstandings, such as delivery of a refrigerator in the
wrong color.
A designer can save you money by working with
your architect or contractor and by suggesting alterna-
tive approaches and materials.
236
Trends
There is a trend away from overdecorating (that is, dec-
orating for decorating’s sake) and toward eco-design,
which stresses use of materials (particularly carpeting
and furniture) that do not emit toxic fumes, good light-
ing and ventilation, and use of living plants. Wise use of
space, good-quality products that will last, and efficien-
cy are important considerations. A good designer will
be aware of new technology that promotes conservation
in general and of your resources in particular.
Insider Fact
Other than ASID, no one regulates the quality of interi-
or design. Only 19 states require licensing dependent
upon professional certification, as well as knowledge of
health and safety issues and building codes.
See also the profiles of Architects and Landscape

Architects.
PANEL OF INSIDERS
Troy Adams Brian Del Toro Kathy Kennedy

Studio Becker Zeyko David Kleinberg Design Original Designs
Honolulu, Hawaii Associates Fair Oaks, Cal.
New York, N.Y.
R. Kent Barnes Bob Mead
Kitchens of Austin Geoffrey DeSousa Bob Mead Interiors
Austin, Tex. Agnes Bourne Inc. Indianapolis, Ind.
San Francisco, Cal.
Juliana Catlin Judy Pickett
Catlin Interiors Gary L. Guerrette president
Jacksonville, Fla. 145 Design Lines Ltd.
also president, American New York, N.Y. Raleigh, N.C.
Society of Interior
Designers Shelly Handman Beverly Vosko
Handman Associates CV Design
Peggy Chin Chicago, Ill. Houston, Tex.
Intraplan Design
San Mateo, Cal.
237
Chapter 29
Landscape
Architects
andscape architects create “green infrastruc-
L ture” and a sense of place. The nearly

10,000 members of the American Society of
Landscape Architects have been providing
these services for 100 years. Landscape ar-
chitects are highly trained specialists who are also gen-
eralists, cross-trained in such fields as plant and soil
science, design, ecology, engineering, psychology, and
construction.
Landscape architects work in a broad range of en-
vironments. They design our highways, waterfronts,
zoos, cemeteries, parks, and memorials. They reclaim
areas damaged by strip mining, and landscapes devas-
tated by floods, tornadoes, and other natural disasters.
Landscape architects today often manage compre-
hensive land-use planning teams at the local and re-
gional levels. They are called on to do campus
planning, golf-course design, natural-resource plan-
ning, historic preservation, and site selection and feasi-
bility analysis for commercial projects. And, of course,
landscape architects design beautiful and useful out-
door spaces for our homes.
Where to Begin
Other professionals involved in planning and construc-
tion are an excellent source for names of good land-
scape architects. Local municipal planning offices,
architects, and builders are usually willing to provide
names of landscape architects whose work they ad-
mire. University departments of landscape architec-
ture also can advise you. Sometimes these departments
239
have student interns who can work under supervision

on private projects. Local branches of the American
Society of Landscape Architects, listed below, have lists
of those who do the kind of work you have in mind. A
drive around town and a few telephone calls to find
out who did the design on sites you find pleasing will
net other names of possible landscape architects.
4 TIP: The initials ASLA after the names of landscape ar-

chitects means that the landscape architect holds mem-
bership in the national professional society. Full
membership in this society requires a degree from an
accredited landscape architecture program, three or
more years of professional work experience, and either
state licensure (46 states currently license in this field) or
certification by the Council of Landscape Architecture
Regulation Boards (found online at www.clarb.org).
State requirements for bonding and insurance vary, al-
though most landscape architects, as small-business
owners, do carry insurance. RLA means a registered
landscape architect, who has completed state require-
ments for licensure. Because of liability issues, many
large landscape architecture firms now are licensing
only one firm member. This licensed landscape architect
is the one to sign off on drawings detailing project work.
Before calling to make an appointment with a

landscape architect, make a list of the features that you
want in your design: An area for outdoor eating? A
pool? Lawn? Vegetable or flowers gardens?
Photos or magazine tear sheets of designs that ap-
peal to you will give the landscape architect a better
idea of what you have in mind. You should also know
how much you want to spend on the project.
STATS AND FACTS: After ten years, maintenance costs

often exceed initial landscape construction costs, par-
ticularly if the landscape design is complicated and re-
quires you to hire someone to perform maintenance
tasks you cannot do. Good design can significantly cut
those costs.
240
Chapter 29 LANDSCAPE ARCHITECTS
Your first call should be to determine if, in fact, the

landscape architect does the kind of project you have
in mind and if the landscape architect’s schedule
would allow timely completion of your job.
Your first face-to-face meeting might be in CONSUMER RESOURCES
the landscape architect’s office, so you can see AND PUBLICATIONS
portfolios or mockups, which are models of
projects. At some point, however, you should American Society of
ask for a list of completed projects that you Landscape Architects
can visit on your own. (636 Eye St., N.W., Washington,
DC 20001; 202-898-2444;
4 TIP: A good landscape architect will want to
visit your home and will want to spend some
www.landscapearchitects.org)
time inside, looking out windows to analyze PUBLICATIONS

views from the interior and to get a feel for Landscape Architecture
possible inside/outside traffic patterns—that Garden Design
is, the way that you, your family, and guests Fine Gardening
would move from inside the house to the yard
and back again. A good landscape architect will want
that movement to be unimpeded and to take as little
toll as possible on your floor coverings, doors, outside
furnishings, and even your sanity.
What to Look For

Pay particular attention to the way you respond to the
landscape architect. Good design is really a team ef-
fort—and you need to be a comfortable team member.
That comfort should begin with the landscape ar-
chitect working from your needs rather than from
some artistic preconception. He or she should there-
fore ask you such questions as, How much interest do
you have in hands-on gardening? How long are you
planning to stay in this house? (If you are planning to
move within five years, you may not want to pay for
landscaping that takes ten years to mature.) Are you
more comfortable with lots of details or a simpler de-
sign? Do you do much outdoor entertaining? What
size groups do you need to accommodate? Do you
want a separate play area for children? Are you con-
cerned about sound buffers?
241
This is not to say that the landscape architect will

not make suggestions and voice an opinion. The land-
scape architect’s expertise in such matters as site con-
straints and possibilities, codes and ordinances, plant
materials, ideas about lighting and walkways is what
you are paying for.
4 TIP: It is important that the landscape architect give

you a clear idea about how the design will mature and
change over time, because you are not going to realize
the full design for ten to 15 years.
The landscape architect should be able to match the

scale of the landscape design to the house and blend the
interior to the exterior. For example, a large house may
call for large trees and a spacious expanse of green,
whereas a small house may look smaller set in the mid-
dle of a huge lawn overshadowed by gigantic trees. Fur-
thermore, clean modern lines of a house can be lost in a
fussy Victorian garden. In some ways, the landscape ar-
chitect’s job is to pick up where the architect stopped,
complementing what the architect has already accom-
plished. In some cases, the landscape architect might be
called in to correct “oversights”—say, the siting or de-
sign of a house in such a way that it fails to take advan-
tage of natural opportunities for cooling or warmth.
4 create
TIP: A landscape architect who knows native plants can
a design that will require lower maintenance
and a garden that will give you a feeling that it has al-
ways been there. For example, in arid regions, the use
of native plants cuts watering time and usage signifi-
cantly. In addition, native plants fit better on the
greater landscape. By the same principle, trying to
maintain a saguaro cactus in an area that originally was
a deciduous forest is going to be a large and probably
unsuccessful task.
Styles of landscape architects fall along a continu-

um from a design that looks underdesigned to one that
has a very finished look. It will save you and the land-
242
scape architect a great deal of trouble to know what Some firms do

you prefer along that continuum. only design
and thus
Red Flags won’t have
Landscape architects should make clear to you exactly
what their services cover. Developing a design, completed
preparing construction drawings and specs, getting projects to
bids, and supervising construction are all tasks that
are done by landscape architects—but not all of them show you.
do all these jobs. Such firms
Get in writing the cost for each kind of service and
an estimate of time required to complete the project. usually will
An inexperienced landscape architect will not have refer you to a
worked enough with the town’s review boards to be
able to give you a clear idea of the time it will take to
general
get approval for your project. landscape
Beware of the landscape architect who shows you a
portfolio of designs that haven’t been built. Some de-
contractor.
signs are too difficult to execute. (However, some firms
do only design and thus won’t have completed projects
to show you. Such firms usually will refer you to a gen-
eral landscape contractor who has executed the work.)
If a landscape architect you are considering has
had a contract or two terminated, check with the state
governing board. Terminated contracts aren’t neces-
sarily the landscape architect’s fault, but you will want
to be sure the landscape architect can and will com-
plete your project. State regulation and licensing divi-
sions or divisions that oversee construction industries
can give you helpful information on these matters.
Many garden centers now provide some landscaping
services. Some projects do not require more help than
a garden center can provide, and they’ll tell you
whether they can provide it. For example, personnel
in garden centers can give you a great deal of helpful
information about plants that do well not only in your
city, but even in your neighborhood. They can tell you
243
how to care for plants and grass. Some garden centers

offer classes in maintenance and design to customers.
Others provide design and installation services. It’s
helpful to find out what kind of training the personnel
at the garden center have.
In contrast, landscape architects are technically
trained to solve more complex problems, such as
drainage and use of an awkward site, and, in addition,
are specifically trained to look at a broad ecological pic-
ture. Building a house offers the opportunity to con-
sider both house and landscaping design at the same
time. It makes little sense to spend a great deal of
money on a house and spend no time or money on the
landscaping, when property value is determined by
both components.
4 TIP: Landscape architects commonly give bid alter-

nates. For example, you have said you want a pool.
The landscape architect will spec the design with cost
for a pool and cost for grass, in case your budget
changes or you change your mind.
Trends
The Chinese concept of Feng Shui (placement so that
energy flows in a harmonious manner) has moved
outdoors. Many landscape architects are now working
with natural shapes, incorporating water features, and
providing something for each of the five senses in
their designs.
Even in nonarid climates, landscape architects are
increasingly grouping plants by similar water require-
ments (hydrozones) to reduce water costs.
Insider Facts
In the past few years, as some states have deregulated
the industry and changed or weakened licensing re-
quirements, many poorly trained and unlicensed peo-
ple have begun to advertise to perform tasks
previously done by landscape architects. These practi-
244
tioners may charge less, but they do not have the same
background in technical areas, including issues relat-
ing to health and safety, that landscape architects do.
Membership in the ASLA is a good indication of a high
standard of training and professional behavior.
See also the profiles of Architects and Landscaping

Services.
PANEL OF INSIDERS
Theresa Artuso D. L. Collins R. Terry Schnadelbach

president chair, Department of chair, Department of
Burner & Company Planning and Landscape Landscape Architecture,
Ft. Myers, Fla. Architecture University of Florida
Clemson University Gainesville, Fla.
Derek Bradford Clemson, S.C.
head, Department of Greg Trutza
Landscape Architecture Karen C. Hanna New Directions in
Rhode Island School of chair, Department of Landscape Architecture
Design Landscape Architecture Phoenix, Ariz.
Providence, R.I. University of Arkansas
Fayetteville, Ark. Peter Walker
Walter D. Bremer chair, Department of
head, Department of Arthur R. Rice Landscape Architecture
Landscape Architecture head, Landscape University of California–
California Polytechnic Architecture Department Berkeley
State University North Carolina State Berkeley, Cal.
San Luis Obispo, Cal. University
Raleigh, N.C. Lee Weintraub
Catherine Clemens director, Urban Landscape
Clemens & Associates Architecture Program
Santa Fe, N.M. City College of New York
New York, N.Y.
245
Chapter 30
Landscaping
Services
W
eeding, pruning, thatching, water-
ing, mulching, raking, edging, mow-
ing, aerating, fertilizing—if your
response to this list is a groan or just
puzzlement, a call to a landscaping
service may be in order.
Landscapers perform three types of service: lawn
care, landscape maintenance, and construction of such
garden and yard elements as pathways, fountains,
decks, and patios. Many landscapers are also proficient
in design that requires a focus on plants. An experi-
enced landscaper can save you both time and money
while enhancing the value of your property.
Trees and bushes are a major investment. Land-
scapers can tell you which plants work best in your
area and save you the frustration of losing plants or
creating problems that can take years to correct. In ad-
dition, they can save you money by buying your plants
wholesale from nurseries. And they will have the right
equipment to ensure that planting and construction
are done properly and efficiently.
What’s the difference between a landscape architect
and a landscaper? Confusion sometimes arises because
there is some overlap between the services performed
by these two types of experts. Landscape architects are
design experts, although many landscapers do a pretty
good job of this also. Landscape architects usually do
not install, although they may supervise some installa-
tion. Landscapers do installation. Landscapers do con-
struction, design/build contracting, reclamation, lawn
care, indoor gardens, and maintenance. Landscape ar-
chitects also do design and site planning, town plan-
247
If you are ning, regional planning, ecological design, and historic

thinking preservation. If you have a tricky problem with a site or
serious environmental concerns or aspire to have your
about a major property featured in a design magazine, you should
project, start probably call a landscape architect. If you want a yard
that you can handle in terms of upkeep and don’t want
looking for a to spend a fortune on design (everyone spends a for-
landscaper in tune on the plants themselves!), look for a good land-
scaper with design experience.
early winter.
STATS AND FACTS: The U.S. Department of Energy es-
timates that the right landscaping for your home can re-
duce air conditioning costs by 50% to 70% and heating
bills by as much as 30%. In addition, good landscaping is
estimated to add about 15% to the value of a home.
Where to Begin
Spring and summer are busy times for most landscap-
ers. If you are thinking about a major project, start
looking for a landscaper in early winter. Landscape ar-
chitects, garden stores, and plant wholesalers know
who the good local landscapers are. Walk around your
neighborhood and note the yards you like. If the own-
ers of the properties are willing to share the names of
the landscapers who work on their yards, you will have
names of people who not only do the kind of job you
want but also know what plants and designs work well
in your area.
The Associated Landscape Contractors of America
will give you names of member contractors in your
area. State landscaping associations and county exten-
sion agents are other reliable sources of recommenda-
tions for landscaping services.
4 yard
TIP: You should know your own limits when it comes to
maintenance and tell the landscaper exactly what
those limits are, such as the fact that you only want to
spend two hours maximum per week on yard mainte-
nance. The landscaper should be able to suggest sever-
al options to you within those parameters.
248
Chapter 30 LANDSCAPING SERVICES
Most landscapers will come to your home and give A good

you a free estimate for lawn care, maintenance, or con- landscaper
struction. Many, however, will charge a fee if you want
a problem with your lawn or trees or bushes diag- using the right
nosed. Lawn-mowing services tend to be unregulated, equipment
but all 50 states have licensing regulations governing
services that treat for insect problems and weeds. will finish a
job in about
What to Look For half the time
You should request and verify that the prospective it would take
landscaper has a pesticide license and a current busi-
ness license. Certification as a landscape technician or a homeowner
landscape professional from the American Landscape to do it.
Contractors of America or as a master gardener from
a university extension training program suggests that
the landscaper is both well-trained and interested in
continually improving his or her skills. Overall, 82% of
landscaping firms carry professional liability insur-
ance, although the percentage is somewhat lower
among sole proprietorships. Bonding requirements
vary state to state.
Landscaping is a volatile business. Many small op-
erations do not last long because of lack of training or
lack of business sense. A call to the Better Business
Bureau may help you avoid a potentially unreliable
service.
Ask the landscaper to tell you exactly how he or
she will do the job you want done and what tools will
be used. One tool definitely does not fit all landscaping
jobs. A good landscaper will have and know how to use
a variety of equipment.
STATS AND FACTS: A good landscaper using the right

equipment will finish a job in about half the time it
would take a homeowner to do it.
Find out who will be supervising the work on your

property. If someone other than the owner of the com-
pany will be onsite, you will also want to know that per-
son’s qualifications.
249
Growing things is a long-term commitment and

should be the joint responsibility of you and the land-
scaper. Find out whether you can go with the landscap-
er to pick out the plants and watch the planting. Good
landscapers will want to educate you about the choice
of plants they are putting in your yard and their care.
You should also discuss with landscapers their commit-
ment to you after installation. Will they come back in a
week or two to see how the plants are faring? Will they
be back in a year to remove stakes?
4 TIP: Ask to watch a landscaper work on another planti-

ng job. See how he or she treats plants coming off the
truck. The plants should be staked and wet at this
point in the planting process. As a courtesy and ser-
vice, the landscaper should take the time to remove
tags as the trees and bushes are installed.
Ask whether the landscaper will provide you with a

written service agreement. Find out whether that
agreement is automatically renewed each year and
what the cancellation penalties are if you ultimately
choose not to continue the service. If you’re not willing
to suffer the cancellation penalties, don’t sign such a
American Landscape and Nursery Suite C-135, Marietta, GA 30068;

Association (1250 Eye St., N.W., 800-458-3466; www.plcaa.org)
Suite 500, Washington, DC 20005;
202-789-2900; www.anla.org) International Society of Arbori-
culture (P.O. Box 3129, Champaign, IL
Associated Landscape Contractors 61826; 217-355-9411; www2.champaign
of America (150 Elden St., Suite 270, .isa-arbor.com)
Herndon, VA 20170; 800-395-2522;
www.alca.org) PUBLICATION
Landscape Management
Professional Lawn Care Association
of America (1000 Johnson Ferry Rd., N.E.,
250
contract in the first place. The contract should list all To be

services to be performed and provide a detailed cost effective,
breakdown, dates when work will be done, and infor-
mation about how cleanup will be handled. To be effec- pruning and
tive, pruning and spraying need to be done at certain spraying need
times of the year. A contract should reflect necessary
seasonal maintenance. Landscaping services typically to be done at
charge by the task, but if you are asking them to do certain times
something they haven’t had much experience doing—
say, installing a fountain in your yard—they may pre- of the year.
fer an hourly charge. In that case, you’re financing A contract
their “education,” and you should probably find a
landscaper with the necessary experience. should reflect
necessary
STATS AND FACTS: You can expect to pay between $100
and $175 per month for weekly mowing and weed con-
seasonal
trol. The cost for a yard project involving construction maintenance.
or installation will depend on the complexity of design
and the expense of the materials used, including plants.
If you want the landscaper to remove current landscap-
ing from your property, you will be charged an addi-
tional, and sometimes significant, fee.
4 TIP: Nearly all landscaping chemicals, even the envi-

ronmentally friendly ones, are toxic to pets and chil-
dren. Make sure the landscaper is willing to furnish
you with a complete list of chemicals that will be used
on your property and detailed instructions about such
matters as how long pets should be kept off the grass
or out of the yard after spraying. Or look for an eco-
logically friendly landscaper who strives to plant and
landscape in such a way that a bare minimum of land-
scaping chemicals, including fertilizers, will be needed.
Some landscapers are making this their specialty.
Ask for and check references from completed jobs.

If you are going to have the landscaper perform more
than one kind of service (construction, maintenance),
get references for each kind of job; a great landscaper
could be a poor builder. It is also a good idea to get at
least three bids for each project.
251
Red Flags
Carefully check out a landscaper whose bid is signifi-
cantly below the other bids you obtain, and avoid any
landscaper who asks for payment in advance.
A landscaper who is sloppy in appearance or whose
truck or equipment needs some care might create the
same kind of appearance in your yard.
Some maintenance landscapers offer neighborhood
group rates. It’s worth asking whether the landscaper
gives this kind of discount.
It’s a good idea to decide which chores you enjoy
doing outside and to continue to do those. Working
around the property not only helps build a feeling of
connection to place but also provides an opportunity to
understand what the landscaper is doing and whether
it is being done to your satisfaction.
Some landscaping services offer snowplowing to
their regular customers.
Trends
Landscape standards, particularly aesthetic stan-
dards, have improved, in no small part because we
PANEL OF INSIDERS
James McBratney Glenn Jacobsen Lillian Pinkus

Sylvan Nursery Jacobsen Landscape Design North Haven Gardens Inc.
South Westport, Mass. and Construction Dallas, Tex.
Midland Park, N.J.
Steven C. Glover Donna Vignocchi Love
TruGreen LandCare Kurt Kluznik ILT Vignocchi Inc.
Sandy, Utah Yardmaster Inc. Wauconda, Ill.
Painesville, Ohio
Steve Wood
Husqvarna
Charlotte, N.C.
252
consumers are much more knowledgeable and inter-

ested in design.
Ease of maintenance is a big issue for many people.
An experienced landscaper, however, will be the first to
tell you that there is no such thing as a maintenance-
free yard.
Good lighting, which can improve the safety and
beauty of a home, is an increasingly important part of
landscaping. Understanding and installing lighting,
however, requires special training. You should ask
whether the landscape technician has had such train-
ing and how much supervised experience in actually
installing lighting the technician has had.
More people are opting to do some interior land-
scaping and hiring interior-landscape management
services to install these indoor gardens and help us
keep them healthy.
Insider Facts
Reputable landscapers are very eager to satisfy you be-
cause they know that about 30% of their business can
come from referrals and as much as 98% of their busi-
ness can come from repeat customers.
Landscaping is definitely a growth industry. For
the past few years, business has been increasing about
20% to 30% per year.
See also Landscape Architects.
253
Chapter 31
Massage
Therapists
herapeutic massage is not a new idea.
T More than 3,000 years ago massage was

performed in China and practiced by
Ayurvedic physicians in India. Many of
the ancient Mediterranean cultures, no-
tably those of Greece and Rome, included massage
after exercise and bathing as part of an education that
stressed equal development of body and mind. Mas-
sage was also part of standard health care in ancient
Greece. In fact, the Greek physician Hippocrates re-
marked that “the physician must be acquainted with
many things, assuredly with rubbing.”
Today, therapeutic massage, manipulation of the
body’s soft tissues to prevent or alleviate pain and to
reduce stress, is once again an increasingly accepted
part of health care. According to a recent survey com-
missioned by the American Massage Therapy Associa-
tion, massage therapy is popular among all age groups
and with both sexes. The nearly 20% of Americans
who seek the services of a massage therapist will have,
on average, six to eight massages per year.
Some of those seeking massage therapy won’t have
to go far to find it. Research has shown that workplace
massage has a positive effect on productivity and helps
control absenteeism, high medical expenses, and
stress. According to the U.S. Department of Health
and Human Services, onsite massage therapy is now
offered by manufacturers, hospitals, law firms, and
such large corporations as United Airlines, Apple Com-
puter, and Boeing.
Another growing field of massage therapy is mas-
sage for infants and children. Clinical studies have sug-
255
Many gested that massage can be used to help at-risk infants

therapists gain needed weight, to help asthmatic children breathe
more easily, to improve motor development in prema-
can do more ture babies, and to help babies sleep better.
than one
kind of Where to Begin
therapeutic Massage therapy is given in private clinics, hospitals,
spas and health clubs, clients’ homes, nursing homes,
massage. chiropractors’ offices, resorts, fitness centers, and
You need sports centers.
to match STATS AND FACTS: The National Sports Massage Team
the style works at various sporting events, including the
Olympic Games and the NCAA Outdoor Track and
of massage Field Championships.
with your
The first question you should ask yourself is, What
particular kind of massage do I want or need? Am I looking for
need. massage therapy because I want help with a medical
condition, because I am under stress, or because I have
injured myself playing touch football with the kids?
There are nearly 150 kinds of massage and body-
work. Classical European massage forms the basis of
several methods, including both Swedish and Russian
massage, which use such techniques as kneading, fric-
tion, and long stroking motions. These methods pro-
mote relaxation, rehabilitation after injury, and
general good health. Other types of massage include
amma, shiatsu, and acupressure—Asian styles of body-
work that focus on energy flow and use finger pres-
sure on various parts of the body. Reflexology is a
manipulation of the hands, feet, or ears. Sports mas-
sage uses a variety of techniques and targets certain
muscle groups.
Many therapists can do more than one kind of
therapeutic massage. You need to match the style of
massage with your particular need.
Health care providers are a good source of refer-
rals. In fact, this is a very good place to begin because
many health maintenance organizations (HMOs) and
256
Chapter 31 MASSAGE THERAPISTS
insurance companies will now pay for massage therapy.

Fitness centers, health food stores, and massage
schools can also point you in the right direction. The
AMTA is also happy to provide names and numbers of
its nearly 30,000 certified massage therapists.
STATS AND FACTS: Massage therapy is the fastest-grow-

ing sector of the health care industry and the third-
fastest-growing service industry in the country. A recent
survey conducted by the State University of
New York at Syracuse found that more than CONSUMER RESOURCES
half of the primary-care physicians surveyed AND PUBLICATIONS
said they would encourage patients to use
massage therapy as treatment. American Massage Therapy
Association (820 Davis St., Suite
Only slightly more than half of the states 100, Evanston, IL 60201;
require massage therapists to be certified, reg- 847-864-0123;
istered, or licensed. A certified massage thera- www.amtamassage.org)
pist has been trained in anatomy, physiology,
first aid, and CPR, as well as massage tech- International Massage
niques. Look for a professional designation, Association (92 Main St.,
such as CMT (Certified Massage Therapist), P.O. Box 421, Warrenton, VA
to ensure proper training. For example, the 20188; 540-351-0800;
National Certification Board for Therapeutic www.internationalmassage.com)
Massage and Bodywork administers a nation-
al certification exam. Various training pro- PUBLICATIONS
grams offer another kind of certification, and Massage Therapy Journal
standards vary widely. Check membership in Hands On
such professional organizations as the AMTA, Journal of Bodywork and Movement
which requires from its members both profes- Therapies
sional competence and adherence to a strict
code of ethics. The AMTA recommends that a massage
therapist be certified by a program that requires a min-
imum of 500 hours of in-class training.
What to Look For

It’s a good idea to visit the clinic or office of the mas-
sage therapist. The office should be clean, quiet, and
pleasant. If the office or clinic does not seem like a
place where you could relax, look further.
257
A business license and diplomas should be dis-

played on the wall. Ask the massage therapist the fol-
lowing questions:
■ Are you licensed in this state to do massage therapy?
■ What kind of training do you have? How many hours
of training did you complete?
■ Are you certified?
■ Do you have any advanced training? In what areas?
■ Do you belong to any professional organizations?
The answers you are given to these questions

should give you confidence in the technical expertise
of the massage therapist. Trust and comfortable com-
munication are important to successful treatment.
4 TIP: Members of professional organizations will carry

insurance. Others may not. Lack of insurance to cover
liability in the event the massage therapist causes in-
jury to clients may make you feel less comfortable. It’s
an issue worth discussing with the massage therapist.
The therapist should ask you about your reasons

for seeking massage therapy, take notes about your
health history and any current health problems, and
inquire about specific areas you would like massaged.
It is important that the massage therapist has a clear
idea about your health to determine that there are no
conditions that would rule out massage. What you tell
the therapist also determines which massage tech-
niques will be used.
The massage therapist should give you privacy
while you undress at the beginning of the session and
again at the end while you dress. During the massage
itself you should be draped so that only the part of the
body being worked on is exposed. A good therapist
will respond to your requests and will change the tem-
perature of the room or table if you are uncomfortable,
turn off the music if it disturbs you, and work lighter
or deeper if you wish.
Massage therapists generally charge by the quarter-
hour, with a half-hour minimum. Hourly rates vary,
258
but $50 to $60 per hour is typical. It’s worth checking Some insurers
your health insurance coverage or calling your insurer now offer
to see whether it covers massage therapy. Some insur-
ers now offer discounts on the services of participating discounts
alternative health providers, including massage thera- on the
pists. You may also be able to be reimbursed for the
cost by your medical savings account. services of
participating
Red Flags alternative
By law, massage therapists cannot diagnose or claim to health
treat or cure specific illnesses and will be aware that
massage should not be given to someone with certain providers,
heart conditions, certain cancers, certain skin condi- including
tions, diabetes, fever, or a history of blood clots.
A therapist may work an area or muscle group to
massage
the edge of discomfort, but massage shouldn’t hurt. therapists.
Avoid a therapist who does not pay attention to the feed-
back you are giving while you are receiving treatment.
Many therapists are uncomfortable with the mix-
ing of massage therapy, which is a physical procedure,
and spiritual issues. These therapists feel that this ap-
proach should be available to those who wish it, but
that it should not be pressed upon a client as part of
treatment. Certified massage therapists call themselves
massage therapists.
A therapist who cannot tell you in lay terms what is
causing the discomfort in your body, probably does not
know what the problem is and should not work on you.
Massage is supposed to be pleasant experience. Lack
of attention to details of lighting, music, cleanliness,
and privacy will certainly detract from your pleasure,
as will a massage therapist who wants to talk while
working when you would prefer to be quiet.
How does the therapist move your body? Good
therapists work with a relaxed and sure rhythm. Avoid
therapists whose massage feels as if they don’t know
what they are doing.
259
Trends
There is a trend in massage therapy away from simple
massage therapy toward specialization in such tech-
niques as neuromuscular therapy, sometimes called
trigger-point therapy, which consists of applying finger
pressure to irritated muscles to reduce pain, or cran-
iosacral therapy, a technique used to correct cerebral
and spinal imbalances. Some therapists are concerned
that, with emphasis upon specialization, basic tech-
nique will be slighted. A massage therapist should have
good general training before specializing. It is impor-
tant to understand what kind of education and certifi-
cation the therapist has. A supervised internship is a
good indication of solid training.
Insider Facts
The National Institutes of Health recently released $10
million in grants to ten research centers in the U.S. to
study various alternative therapies, including massage
therapy. Two of these research centers are Stanford
University, where scientists are looking at the effect of
postsurgical massage on patient recovery time, and the
University of Virginia, where the focus is on the use of
massage to control pain.
See also Health Clubs and Spas.
260
PANEL OF INSIDERS
Michael Crowley, CMT Ramona Moody Cindi Siebe, RN, LMT

Beltsville, Md. director Las Cruces, N.M.
Desert Resorts School
Myk Hungerford, PhD of Somatherapy Lexa Sutherland
president Desert Hot Springs, Cal. The American Institute
International Sports of Massage Therapy
Massage Federation Margaret Moon Ft. Lauderdale, Fla.
Costa Mesa, Cal. director
Desert Institute of the Bonnie Thompson, LMT
E. Houston LeBrun Healing Arts certified instructor
past-president Tucson, Ariz. Colorado Neuromuscular
American Massage Therapy Colorado Springs, Colo.
Association Vicki Platt
Evanston, Ill. director John Wallace, MT
Georgia Institute of Givenchy Hotel and Spa
Kim Matheson Therapeutic Massage Palm Springs, Cal.
director Augusta, Ga.
The Peninsula Spa
New York, N.Y.
261
Chapter 32
Movers
O
n average, Americans move once every
five years. Moves today are not what
they were a generation or two ago,
when most of us had many fewer posses-
sions (and fewer kinds of possessions).
Today we have to consider not only how to get our
clothes and books and housewares and kids’ toys from
here to there, but we are also worried about how to
pack computers and big-screen televisions and how to
move three cars (with only two family drivers), exotic
plants, and our African gray parrot and black Lab.
The response to these sophisticated needs has been
an astounding increase in the kinds of information and
services available from professional movers. The pre-
moving packet handed to you by a van line may well
include advice about how to make the move easier for
your children and how to prepare your pet for air or
road travel to its new home as well as a Web site ad-
dress where you can get information about calculating
the cost of your move yourself. These services are, of
course, in addition to the more traditional services
movers still offer, including packing with materials
specifically designed for each kind of item and doing
an inventory of your goods.
Where to Begin
Because many movers have to be scheduled at least
30 days in advance of an actual moving date, you
should begin to check out moving companies as soon
as you know you will be moving. The summer
months and the first and last days of each month are
263
typically peak moving times.

Real estate brokers, friends and family who have
recently moved, and state movers associations can pro-
vide names of reputable movers. It is a good idea to
stop by the mover’s place of business unannounced to
make certain that the company’s building and equip-
ment are clean and well-maintained, particularly if
your goods will be stored. The employees also should
be neat and clean. If you can observe them handling
someone else’s move, you can get a fair idea about how
they might handle yours.
4 TIP: Nearly all agents of national or regional van lines in-

dependently own their companies, manage their own
businesses, and are responsible for what happens on the
moves they conduct. Carefully check the company you
plan to use and don’t rely on van line’s brand name.
Any move involves a large number of moving pro-

fessionals, including the van line booking agent, who
does the paperwork to get your move moving; the ori-
gin agent, who packs up your house; the hauling
agent, who moves your goods; and the destination
agent, who unloads you.
4 TIP: Never hire a mover who cannot give you a busi-

ness street address. There are many fly-by-night
movers whose offices are their trucks. If something
goes wrong with your move, how will you find the
mover who does not have a business address?
What to Look For

The most important issue is licensure. Never use a
mover who is unlicensed or whose license has been
revoked or suspended. You can check out licensure
by calling the state public utilities commission or the
state commerce commission. These agencies can also
verify that a company carries insurance and that no
complaints against the company remain unresolved.
Most states require that a moving company show its
264
Chapter 32 MOVERS
license number in all advertising.

It is a good idea to talk with the owners of the
companies you are considering. Owners, who have a
vested interest in their own company, will
give you a picture of the company far differ- CONSUMER RESOURCES
ent from that of a sales representative. AND PUBLICATIONS
When you have narrowed the list of possi-
ble movers to three, ask all three companies American Moving and
to give you a written estimate. An estimate is Storage Association
just that. It is not a guarantee, although some (1611 Duke St., Alexandria, VA
states require that a mover give you a “not to 22314; 703-683-7410;
exceed” price before the actual move. In any www.amconf.org)
case, the mover should be willing to give you
a written contract specifying how you will be PUBLICATIONS
required to pay if the actual amount of the Mobility
move should exceed the estimate. Such in- Movers and Warehouse Magazine
creases in cost may occur because you have Transportation Topics
forgotten to mention that you will need to Movers’ World
move all the junk in the attic or all the stuff
from your office at work, or that the movers will have
to haul your stuff up four flights of stairs at the other
end of the move. By law, movers may demand and re-
ceive full payment before unloading your possessions.
4 TIP: Estimators should be as interested in the house

you are moving into as the contents of the house you
are moving from. They should ask you about such
matters as stairs at your at your new house, which af-
fect the way the movers have to plan and execute un-
loading. Some condos, for example, may have rules
about which doors and elevators can be used for mov-
ing in and out, and may even specify hours during
which a move must be accomplished. Certain items,
notably grand pianos, often must be moved in
through windows. To move your piano, the mover
may have to rent special equipment or make arrange-
ments with another company that specializes in mov-
ing musical instruments and antiques.
Before signing on with any moving company, call

the Better Business Bureau to see whether there are
265
The bill of any unresolved complaints against the mover. It is also

lading should important to know how past complaints were resolved.
Ask the mover for references—and call them. Al-
state the most no one ever does this because the assumption is
charge for that the mover will only give you names of satisfied
customers. However, if you ask open-ended questions,
the move, you can still get much useful information. “What did
the services you like best and least about your move?” is a good
question to ask.
that will be
performed,
Red Flags
and the Most states require that movers carry worker’s com-
mover’s pensation insurance. This insurance significantly in-
creases the cost of doing business for the moving
liability. company. A company that does not carry this insur-
ance may be able to underbid others. However, a com-
pany that does not care to protect its employees may
not care much more about your possessions; in the
event that the mover’s employee is hurt while working
on your property, you may find yourself the object of a
liability claim.
The “bill of lading” is your contract with the mov-
ing company. You should not deal with a mover who
does not want to use one. The bill of lading should
state the charge for the move, the services that will be
performed (packing, special care for fragile items, etc.),
and the mover’s liability. By law, all movers have to as-
sume liability for the goods they transport. But there
are different kinds of liability. The most common are:
■ released value (the mover assumes only a 60 cents
per pound, per article liability);
■ declared value (the value of your shipment is as-
sumed to be the total weight times $1.25);
■ lump sum value (you declare a value for your goods
in excess of the declared value and pay for the addi-
tional coverage); and
■ full value or full replacement value (the mover may
choose to repair your goods damaged in the move,
replace the destroyed item with a similar one, or just
pay you cash for the item).
266
Chapter 32 MOVERS
Read the mover’s contract very carefully. The issue Unless your
of liability is, understandably, the most contested issue contract
between mover and customer, because most customers
do not carefully read the stipulations in the contract specifies a
concerning liability. guaranteed
Another area of misunderstanding concerns the
date of delivery of the shipment. Dates for both pickup date, your
and delivery of goods should be specified in the con- shipment will
tract, but these dates are typically expressed as a range
of dates. Unless your contract specifies a guaranteed be handled by
date, your shipment will be handled by the industry the industry
standard of “reasonable dispatch.” This means that the
mover will try to pick up and deliver between the standard of
agreed-upon dates, but that you acknowledge that “reasonable
there may be circumstances beyond control, such as a
storm or road work, that may affect the mover’s ability
dispatch.”
to perform on time. With guaranteed service, if the
mover cannot deliver on time, you are entitled to some
irritation compensation.
STATS AND FACTS: The cost of a move is usually calcu-

lated by weight times distance for longer moves, or by
the hour for shorter moves.
The mover you choose should be willing to make

an inventory list with you. If the inventory list is not
legible or accurate, you will have difficulty settling any
claims. You should be onsite when the inventory is
being created.
Beware a moving company that wants to give you a
telephone estimate. In some states this is illegal, and in
all states it’s impossible to do accurately.
Regulations for intrastate (within a state) moves differ
from regulations for interstate (between states) moves.
Your state regulatory commission can give you infor-
mation about these regulations.
Ask prospective movers where their support staff is
going to be three or four days before your scheduled
267
move. You want to talk to a person, not an answering

machine, if you have a problem or question.
Because the regulations concerning the moving in-
dustry changed in 1995 when the Interstate Com-
merce Commission was abolished, the American
Moving and Storage Association has begun to sponsor
a dispute settlement program to resolve differences be-
tween its members and their customers.
If you do have a problem with a member mover,
you might try this settlement program before going
the more expensive route of taking legal action.
Trends
The moving industry is experiencing increasing con-
solidation. Some large moving companies are continu-
ing to buy out smaller independents. But the real
trend is toward mergers between giants, such as the
consolidation of United Van Lines and Mayflower, and
Interstate and Global.
PANEL OF INSIDERS
Walter P. Burrows Jerry Pietz Rick W. Sorenson

Burrows Moving Kato Moving and Storage Sorenson Moving and
Co. Inc. Co. Storage
Chicago, Ill. Mankato, Minn. Chico, Cal.
Douglas T. Harrison Daniel Siracusa William Whalen III

Harco Moving Inc. president Finnegan’s Moving and
Fridley, Minn. Siracusa Moving & Wholesale
Storage Inc. Newburgh, N.Y.
Richard Honza New Britain, Conn.
Alexander’s Moving and Barry Whitehead
Storage Patricia Smith Bailey’s Moving and Storage
Bloomington, Minn. executive director Englewood, Colo.
Illinois Movers’ and Ware-
Ron Larson housemen’s Association
Mother Lode Van & Storage Springfield, Ill.
Sacramento, Cal.
268
Chapter 32 MOVERS
Since the industry was deregulated in 1980, there The use of

has also been an increase in so-called bandit movers, stretchwrap
who provide substandard service to customers.
One positive development for consumers is the im- to cover
provement in equipment and packing techniques to furniture,
reduce damages. The use of stretchwrap to cover fur-
niture, for example, has reduced damage claims as for example,
much as 96% in some companies. has reduced
damage claims
Insider Fact as much as
There is a great deal of concern among industry ex-
perts about fly-by-night operators who cut costs by hir- 96% in some
ing off the street. One of the questions you should companies.
always ask a mover is, Does your company test for
drugs and do background checks? Another is, Where
do you get your help? Are these men bonded? If the
company sends someone to your house to pack and
load your goods with whom you are the least bit un-
comfortable, call the company immediately and ask
that someone else be sent.
269
Chapter 33
Music Teachers
n many cultures, children were not considered
I educated until they could play a musical instru-

ment. This was certainly true of most European
cultures, and emigrants to America from Eu-
rope, with one notable exception, brought
strong musical traditions to the new country. The Puri-
tans, who considered the pleasure of music to be the
work of the Devil, were the exception. Lacking musical
training, these early settlers were probably safe from
sin. The sounds the Puritans produced were described
by one listener as “mournful monotony,” and no doubt
were a source of pain rather than pleasure. In 1720,
the first singing classes in America were organized. By
1837, music was included in public-school instruction.
Today the aesthetic-education movement is in full
bloom. Parents of infants, aware of the so-called (and
somewhat controversial) Mozart effect, are putting ba-
bies to sleep with carefully selected CDs instead of
home-sung lullabies. Three-year-olds are learning to
play the violin in Suzuki classes. Children are studying
music theory via computer software. Others are still
taking the old-fashioned route and asking their par-
ents to buy them a saxophone, piano, or guitar.
Where to Begin
Word-of-mouth is a good method to use to develop a
list of potential music teachers for your child or your-
self. As experts point out, laymen in the community
may not be able to judge the musical value of the in-
struction, but they certainly know which teachers are
producing students who enjoy music. The local music
271
CONSUMER RESOURCES teachers association can also provide names

AND PUBLICATIONS of certified instructors (more on certification,
below). You might ask for a schedule of
Music Teachers National recitals being given by students of these rec-
Association (The Carew Tower, ommended teachers. Attending a recital
441 Vine St., Suite 505, Cincinnati, given by a teacher’s students can tell you
OH 45202-2814; 513-421-1420; quite a bit. Were the students musical—or
www.mtna.org) mechanical? Were they well-prepared? Did
they seem pleased with what they were able
PUBLICATIONS to do? University or college music depart-
American Music Teacher ments usually have information about local
Suzuki Association of the Americas music teachers. And musicians who teach in
Journal Strad Magazine the public schools know teachers who can
supplement your child’s instruction in the
school orchestra or band with private lessons.
In addition, knowledgeable staff in music stores can di-
rect you to good teachers.
What to Look For

The process of teaching and learning, especially when
done one-on-one, is subtle and complicated. A com-
fortable personality match is critical when looking for a
music teacher. Look for a teacher who is positive, who
is more likely to say “Why don’t you try this” than she
is to say “Your technique is wrong.” The best way to see
how a teacher works is, of course, to watch the teacher
work. Many music teachers will allow you to sit in on a
lesson or two.
Is the teacher enthusiastic? Does the teacher moti-
vate through the use of stickers and prizes or, even bet-
ter, by praising the beauty of the music itself? Does the
teacher show the student how to practice? After watch-
ing the teacher in the studio, ask some questions:
■ What is the teacher’s background and training? Is the
teacher certified to teach?
■ Where does the teacher perform? Good musicians
and role models will perform as well as teach. They
will be involved in conducting or attending work-
shops and other activities sponsored by professional
organizations.
272
Chapter 33 MUSIC TEACHERS
■ Does he
What kind of students does the teacher have? Good teachers
or she work with beginners and young children or are more
only advanced students?
■ What kinds of goals does the teacher have for stu- concerned
dents? Good teachers will have both short-term and about effective
long-term goals.
■ What kind of performance opportunities does the practice than
teacher provide for her students? they are about
■ How many students does the teacher have? Does he
or she teach all of these students personally? the exact
■ Does the teacher use one method exclusively? Teach- number of
ers may favor one method over another, but they tai-
lor instruction to the student. minutes spent
■ Does the teacher give the students opportunities to practicing.
play with others? Some instruments, such as the
piano, can be isolating.
Generally speaking, it is easier to overcome perfor-

mance anxiety if one performs frequently. Not all “per-
formances” have to be recitals. Playing at family parties
or at nursing homes is performing experience.
Good music teachers need to be good communica-
tors. If they have trouble talking with parents, they
won’t do any better with students.
Red Flags
If a teacher appears more concerned about enforcing
rules than about finding out about the student, look
for another teacher. Some of this attitude can be deter-
mined by asking about practicing. Good teachers are
more concerned about effective practice than they are
about the exact number of minutes spent practicing.
If the student has studied music before, the teacher
will want to hear the student play to determine where
they should begin. A good teacher, however, will not
criticize a previous teacher or that teacher’s methods.
Teachers who are more interested in telling you
about their professional accomplishments than they
are in finding out about a prospective student may be a
better bet as a performer than as a teacher.
273
4 TIP: If your child is the prospective student, he or she

should go with you to meet the teacher. During this in-
terview, a good teacher will talk with your child more
than with you.
Avoid any teacher who shows any disrespect to-

ward a student or uses negative reinforcement in
teaching. If your child shows anything less than enthu-
siasm for the teacher, find another one.
It’s a good idea to find out what your child expects
before beginning music lessons. More than one child
has assumed that, in just one lesson, he or she can be
playing just like a favorite rock star.
The best music teachers teach music—not just how to
get sound out of an instrument. This means the
teacher will also teach music history, theory, and com-
position. Good teachers also arrange for students to at-
tend concerts and recitals to practice listening skills
and to feel a part of the music community. A good
teacher not only will assign a piece of music to be
learned but also will give you the names of recordings,
videos, and films to use to better understand the piece.
4 TIP: A teacher should encourage you to take an active

interest in your child’s musical education and should
discuss with you, at least monthly, your child’s progress.
One of the benefits of music education is that the

process, unlike so many other current cultural influ-
ences, does not lend itself to instant gratification.
Learning to discipline oneself is one of the time-hon-
ored secondary benefits of music training.
It is helpful to know exactly what certification to
teach music the teacher has earned. Being able to play
an instrument does not guarantee the ability to teach
anyone else to play it. Certification suggests teaching
skill. There are several certificates available through
the Music Teachers National Association: The NMTA
274
Chapter 33 MUSIC TEACHERS
Professional Certificate requires a bachelor’s degree in

music or successful completion of a series of compre-
hensive examinations in addition to demonstrated
teaching ability. Continuing education is required to
renew the certificate.
■ The NMTA College Faculty Certificate is awarded to
teachers who have at least five years’ experience as
full-time music faculty at accredited universities and
colleges.
■ The NMTA Master Teacher Certificate is awarded to
those who have made outstanding contributions to
the field of teaching music.
STATS AND FACTS: In a 1997 Music Teachers National

Association survey, these were the average rates
charged for private lessons: $15 for 30 minutes; $21 for
45 minutes; and $29 for one hour. The average per
student fee for a group lesson was $14.
PANEL OF INSIDERS
Robert M. Abramson Michelle Higa George Leanne Kirkham

(Dalcroze method) (Suzuki studies) (piano)
The Juilliard School The Cleveland Institute Texas Christian University
New York, N.Y. of Music Fort Worth, Tex.
Cleveland, Ohio
Frank Battisti Julia Amada Kruger
(wind instruments) Martha Hilley vice-president
New England Conservatory (piano) American College of
Boston, Mass. University of Texas Musicians
Austin, Tex. Austin, Tex.
Marvin Blickenstaff
(piano) Gary L. Ingle Gail Eugene Wilson
Goshen College director (brass)
Goshen, Ind. Music Teachers National Arizona State University
Association Tempe, Ariz.
Michel Debost Cincinnati, Ohio
(flute)
Oberlin Conservatory
Oberlin, Ohio
275
Trends
Many music educators are concerned about the use of
computers and electronic equipment in the teaching
studio. These teachers acknowledge the advantages of
electronic technology, but are also worried that stu-
dents gain only a superficial skill if they depend on a
high-tech approach.
Other music teachers believe that the influence of
popular music in our culture is too pervasive and inva-
sive. As one expert said, our musical base is being
eroded when we hear the same rhythms and melodies
in church on Sunday morning that we heard at the
rock concert on Saturday night.
Insider Fact
Good teachers should be very aware that improper
technique and physical tension can cause injury.
Great music teachers, like great sports coaches, can
not only ensure that you have a good time playing
right now, but also that you will be able to enjoy play-
ing for a lifetime.
276
Chapter 34
Nannies
ifty years ago she bore a remarkable resem-
F blance to someone’s grandmother or aunt.

Thirty-five years ago, our expectations of
her were informed by an image of a singing,
dancing British governess blown to the
doorstep by a fortuitous wind. Today’s nanny, however,
is likely to be a carefully trained young man or woman
sent by a screening agency. There are now more than
100 nanny-training programs in the U.S. graduating
men and women eager to support and help the more
than 65% of American mothers who work outside the
home or, for some other reason, want an in-home
child-care provider. More than 800 nanny-referral
agencies place many of the 100,000 nannies currently
in service in this country.
STATS AND FACTS: Nannies who are placed through

agencies are a select group. Many nanny-referral agen-
cies reject as many as 70% of their applicants.
Where to Begin
It is important to know what kind of child-care expert
you wish to hire before you worry about who might fill
your needs. A nanny, trained in child care, child devel-
opment, nutrition, and first aid, takes care of children
in the child’s own home, though the nanny may “live
in” with the family or “live out” in her own home. In
addition to child care, the nanny’s duties may include
light housework and some meal preparation. Nannies
earn $800 to $1,600 per month, depending on their
training and experience. The initial referral agency
277
placement fee may range from $350 to $5,000. If the

nanny is paid through the agency, the agency will be re-
sponsible for such matters as insurance, medical care,
withholding of taxes, and social security payments.
STATS AND FACTS: There are, on the average, five ap-

plicant families for every available nanny. As a result,
nannies have their choice of positions and will be an ac-
tive part of the interview process.
STATS AND FACTS: An au pair is someone from anoth-

er country who is hired for a limited amount of time
(usually a year) to help with child care. The au pair
may or may not be trained. The au pair program, as
currently constituted, began in 1986 when the U.S. In-
formation Agency agreed to designate the program a
cultural exchange to simplify the visa process for
young people wishing to work in this country. Today
the services of an au pair must be arranged through
agencies approved by the federal government. The
rules governing the hiring of au pairs are fairly strict.
In exchange for no more than 45 hours per week of
service, the employer must pay a stipend (usually
about $8,000 for the year), pay for the round-trip
transportation for the au pair, pay tuition costs (au
Alliance of Professional Nanny International Nanny Association

Agencies (540 Route 10 West 337, (900 Hadelon Ave., Collingwood, NJ
Randolph, NJ 07869; 800-551-2762; 08108; 609-858-0808; www.nanny.org)
www.angelfire.com/tn/apna1)
National Association for Childcare
Childcare Action Campaign (330 Resource and Referral Agencies (1319
Seventh Ave., 17th Floor, New York, NY F St., N.W., Suite 810, Washington, DC
10001; 212-239-0138; 20004; 202-393-5501; www.naccrra.net)
www.childcareaction.org)
PUBLICATION
Nanny News
278
Chapter 34 NANNIES
pairs are considered cultural exchange students), and The first

provide a paid, two-week vacation. question you
The first question you need to ask is whether a need to ask
nanny or some other kind of child-care professional is whether
best answers your needs. (See also the discussion of
Child-care Providers.) Some parents prefer live-in a nanny or
care because they then have greater control of their some other
children’s environment and they don’t have to worry
about what to do when a child becomes sick. Balanc- kind of
ing these advantages is the fact that the services of a child-care
nanny usually cost more than day care. In addition,
the family is gaining a new member and losing some professional
privacy. If you decide to hire a nanny, you next need best answers
to consider whether you will try to hire a nanny
through an agency.
your needs.
STATS AND FACTS: It takes, on average, four to six

weeks to find a nanny if you work through a nanny-re-
ferral agency and eight weeks to find one on your own.
An agency referral means that someone else is

going to be helping you with the job of screening ap-
plicants and that someone else has some responsibility
for ensuring a good fit between the nanny and your
family. Many referral agencies require a substantial
payment before this process is begun. It is important to
understand the refund policy of an agency before you
begin a search for a nanny. If you decide to work
through a nanny-referral agency, call several agencies
and get basic information from each, including an-
swers to such questions as:
■ How do you find your candidates?
■ What kind of selection process do you use?
■ Do you interview in person?
■ What kind of screening do you do?
■ How do you check references? Letters to former em-
ployers seldom work because many people fail to re-
spond by mail. Even better than telephoning is a
face-to-face interview; this more intimate conversa-
tion will often elicit information otherwise withheld.
279
■ Do you require parental approval if the nanny is

under 21?
■ How do you match nannies and families?
■ What are your fees?
■ What is your refund policy?
■ What happens if we are not happy with the nanny, or
the nanny is not happy with us?
■ What is spelled out in the contract between your
agency and the family and between the family and
the nanny?
4 TIP: A good contract should cover in detail such mat-

ters as expected work hours, all duties, number and
ages of children to be cared for, typical daily schedule,
total weekly or monthly take-home pay, benefits, vaca-
tions, privileges (use of car, telephone, refrigerator,
dating), and curfews. It is also wise to carefully spell
out such matters as whether the nanny will be eating
with the family and going on family vacations. It is use-
ful to be explicit about anything (a child’s health prob-
lems or a 200-pound dog named Killer) that will affect
the nanny’s job.
It is important that a referral agency be licensed by

the state and by local health agencies and carry liability
insurance. Ask how long the agency has been in busi-
ness. The failure rate for agencies within the first five
years after the agency opens is around 30%. It is im-
portant that the agency be in business when you need
their help in working out differences between you and
the nanny. Nannies also should have ongoing support
and training from the agency that placed them. Many
of the best agencies maintain professional affiliation
with the Association of Professional Nannies or with
the International Nanny Association.
Because there is no government regulation of
nanny-placement agencies, professional affiliation is
your best assurance that the agency follows accepted
industry standards of operation. Ask to see written ma-
terial about the agency. The brochure should deal in
specifics and not generalities. If the agency sends a
280
Chapter 34 NANNIES
newsletter to its nannies, ask to see a copy. A newsletter You, your

will give you some idea of how the agency works with spouse, and all
its nannies. Above all, pay attention to the way your call
is handled. The experts agree it takes a special person your children
to spend 8 to 12 hours a day with someone else’s child. should
Placing a nanny should not be treated as simply a per-
sonnel decision. It is a good idea to ask the same ques- participate
tions of each agency and to write down the answers in a personal
you are given so that you have a basis for comparison.
interview with
a prospective
What to Look For
A good referral agency will return your call promptly nanny.
and will be glad to provide you with references of fami-
lies it has served. Call these families and ask, What
have you liked best and least about the agency? When
problems have come up, how quickly and how well has
the agency resolved the issue? Is there anything you
wish the agency would do differently?
4 TIP: The best nanny-referral agencies require testing

and training and provide ongoing educational
opportunities.
You, your spouse, and all your children should

participate in a personal interview with a prospective
nanny. To find out about the nanny’s basic child-care
philosophy, try to ask some open-ended questions such
as, “Tell us why you chose to be a nanny?” and “How
would you handle a baby who has been screaming for
an hour and a half?” It is equally important to find out
what the nanny expects of your family. Such questions
as “What kind of family do you think you would enjoy
living with?” are useful to get some idea of the nanny’s
expectations.
As important as the questions you ask during the
interview are the questions you ask yourself afterward.
You and your spouse should discuss your feelings
about the following:
■ Is the nanny candidate someone who would fit into
our family?
281
■ Did the nanny seem comfortable with the children?

■ What did the children think of the nanny?
■ Were we able to communicate fairly easily?
4 TIP: Both referral agencies and families should pay at-

tention to subtle personality factors. Nearly 25% of
nannies are reassigned because of personality clashes
with their placement families.
Emotional maturity and knowledge of child devel-

opment are the most important qualities in a nanny,
according to many referral agencies. Agencies screen
for these qualities, and so should you. If your child has
personality quirks, it might be helpful to know how the
nanny feels about those quirks. Likewise, every family
seems to create a distinctive personality as a group. If
your family tends to procrastinate and you need a
nanny to help the family stay on schedule, you might
ask prospective nannies whether they like to get things
done ahead of time.
If you choose to find a nanny on your own, look
for one who has some professional affiliation. This
shows serious intent and assures you that this nanny
will be getting updated information from a reliable
source and will have others in her field with whom to
discuss her work. This is important in a field that is, by
its nature, somewhat isolating.
If you wish to do a background check on a prospec-
tive nanny, you will need to hire an agency that runs
those kinds of checks. Much information regarding
credit and criminal records, for example, is not publicly
available or is difficult to access if you do not know how.
As the demand for nannies has increased, so have the
pay and benefits in what was traditionally a low-paying
career. A recent survey conducted by Nanny News re-
vealed that more than 34% of those nannies polled are
paid weekly gross wages of $300 to $399, 31% are paid
$400 to $499, and 11% are paid more than $500.
282
Chapter 34 NANNIES
Basically, as an employer of a nanny, you (or your

nanny agency) are liable for some taxes. One of these
taxes is the FICA (Federal Insurance Contribution Act)
tax, which covers social security and medicare. This tax
currently is figured at 15.3%, of which the employer
and the nanny each contribute half. In the year 2000,
if you paid a domestic employee more than $1,200,
FICA was due. The Federal Unemployment Tax Act
(FUTA) covers compensation due employees who lose
their jobs. If you pay a nanny more than $1,000 in any
quarter, you are responsible for the total amount of un-
employment tax. Definitions are critical when trying to
determine your legal responsibilities in this area. Your
best guide is Publication 15-A, “Employers’ Supple-
mental Tax Guide.” (Read it online at the IRS’s Web
site, www.irs.ustreas.gov/forms_pubs/pubs/index.htm,
or get a copy of at your local IRS office or by calling
800-829-3676.
PANEL OF INSIDERS
Linda Farmer Patsy Mason Suzanne Rainwater

The Nanny Connection The Professional Nanny Family Care Connection
Bountiful, Utah Source Brentwood, Tex.
Brentwood, Tex.
Jean T. Hanson, PhD Carol Solomon
president Judith Merlin The New York Nanny
CSI Nanny Professionals director Center Inc.
St. Paul, Minn. A Friend of the Family Queens, N.Y.
Roswell, Ga.
Carolyn Kavenaugh Joy Wayne
Northwest Nannies Inc. Kathy Murphy director
Lake Oswego, Ore. North Shore Nannies Inc. Nannies Plus Inc.
Evanston, Ill. Morris Plains, N.J.
Barbara Kline, MD
White House Nannies Inc. Gena Pitts
Bethesda, Md. president
American Nanny Institute
Alpharetta, Ga.
283
Trends
In addition to good salaries, many nannies now receive
benefits that include room and board, use of a car,
health insurance, paid vacations, paid sick days, paid
holidays, and IRA contributions.
Insider Facts
Payment of social security taxes, whether by the family
or by the referral agency, puts the nanny’s income on
record and therefore qualifies the nanny for school
loans and mortgage loans.
284
Chapter 35
Optometrists
generation ago, optometrists did not
A have to worry about the effects of vir-

tual reality games on vision or about
eye strain caused by long hours in
front of a computer. But a generation
ago optometrists could not even imagine that we
might soon have eye drops to prevent nearsightedness
or be able to tailor our diet to help prevent certain eye
diseases. Optometry is one of the fastest-changing sci-
entific fields in the country. Since the American Opto-
metric Association was organized in 1898, advances in
testing equipment, disease diagnosis, treatment, and
corrective appliances have come almost yearly. Today
more than 33,000 optometrists work as eye-care
providers in the U.S. They test vision, prescribe eye-
glasses and other corrective devices, and examine eyes
for disease.
STATS AND FACTS: The eyes can reveal a great deal

about the general health of the body. Optometrists are
often the first health care providers to spot such prob-
lems as diabetes, arthritis, and high blood pressure.
Where to Begin
Ophthalmologists, optometrists, and opticians are all
eye-care professionals.
Ophthalmologists are medical doctors trained to diag-

nose and treat eye diseases and to perform eye surgery.
Optometrists generally earn the doctor of optometry
285
degree by attending four years of school in one of the

country’s 17 colleges of optometry after completing
their undergraduate work. Some schools offer a com-
bined bachelor of science/doctor of optometry degree
that takes seven years. The optometry degree pre-
pares them to diagnose eye disease, prescribe medica-
tions for those diseases, and prescribe glasses and
contact lenses.
Opticians make and fit glasses. Sometimes they are

trained to dispense contact lenses.
For members of many HMOs, the optometrist is

the first line of defense in eye care. The optometrist
will examine both your vision and the physical health
of your eyes and prescribe any vision correction you
may need. The optometrist is also the one who, if nec-
essary, refers you to an optician for corrective lenses or
to an ophthalmologist for surgery. Friends and col-
leagues who wear glasses or contact lenses are another
source of names of optometrists. Ask how much time
their eye examinations took. A thorough examination
will take about an hour. Cross off your list any op-
tometrist who spends less than half an hour with pa-
tients. Optometrists should take time to explain their
findings and the plan of treatment.
American Optometric Association National Eye Institute

(243 N. Lindbergh Blvd., St. Louis, MO (2020 Vision Place, Bethesda, MD 20892;
63141; 314-991-4100; www.aoanet.org) 301-496-5248; www.nei.nih.gov )
American Academy of Optometry PUBLICATIONS

(6110 Executive Blvd., Suite 506, Optometric Management
Rockville, MD 20852; 301-984-1441; Review of Optometry
www.aaopt.org) American Optometric Association News
Optometry Today
286
Chapter 35 OPTOMETRISTS
What to Look For In all 50 states,

Check credentials. The minimum is, of course, the optometrists
doctor of optometry degree from one of the accredit-
ed colleges. may now
legally treat
Red Flags minor external
A large number of optometrists are now employed by infections
vision-center chains in malls. Although the vision ex-
aminations in these chain outlets are performed by op- of the eyelid
tometrists, the quality of the examination can vary and eye.
widely because of the large number of patients seen.
The cost of these examinations may be only 20% less
than more thorough examinations performed by op-
tometrists who work in other settings, such as private
optometric practices or for HMOs.
In all 50 states, optometrists may now legally treat
minor external infections of the eyelid and eye. They
may remove foreign bodies from the cornea, dilate
pupils, and treat glaucoma and certain other condi-
tions with prescription drugs. Optometrists also handle
many eye conditions that affect preoperative and post-
operative success of eye surgery.
Good support staff in an optometrist’s office is im-
portant. Ask about the education and training of the
assistants. As long as the staff is well-trained, having a
large number of assistants does not necessarily mean
poorer service. Assistants, who can do some of the
initial exam, such as the reading of the eye chart, may
free the optometrist to spend more time talking with
each patient.
Trends
Improvements in vision products are occurring almost
daily. In addition to changes in contact lenses that
allow for more comfortable and longer wear, contact
lenses are now available to correct for astigmatism and
287
nearsightedness, to provide bifocal correction, and to

cover a scarred cornea.
STATS AND FACTS: Optometrists say that the equiva-

lent of 100 years of advancement in contact lenses
alone has occurred in the past ten years.
New therapeutic advances include improved

medications for glaucoma and better antibiotics for
eye infections.
For the same reason many medical doctors object
to managed care in their fields, many optometrists be-
lieve that managed care has not benefited their pa-
tients. They believe that an untrained third party is in
no position to determine what treatment should be al-
lowed a patient.
STATS AND FACTS: Many optometrists now receive

only 60 cents for every dollar billed from third-party
health insurance plans, and they often have to wait
three or four months for payment. This usually means
optometrists have to see more patients to make up the
difference in a high-overhead business. For the con-
sumer, this may mean that the exam will be more hur-
ried and less thorough.
Insider Fact
One of the problems optometrists are specifically
trained to look at that ophthamologists typically do not
handle is binocular function—the way in which the
eyes work as a team. The usual problem with binocular
function is so-called lazy eye, which some kids have at
birth. Knowledge of binocular function has also al-
lowed development of lenses, especially contact lenses
for middle-aged people who would otherwise have to
wear bifocal glasses.
288
Chapter 35 OPTOMETRISTS
PANEL OF INSIDERS
Brett G. Bence, OD N. Rex Ghormley, OD Morris C. McKee, OD

Seattle, Wash. St. Louis, Mo. San Antonio, Tex.
Peter D. Bergenske, OD Gwen Gnadt, OD Robert D. Newcomb, OD

Middleton, Wis. Miller Place, N.Y. College of Optometry
Ohio State University
Mark Bullimore, OD Robert A. Koetting, OD Columbus, Ohio
College of Optometry St. Louis, Mo.
Ohio State University Bradford Wild, OD
Columbus, Ohio Gerald Lowther, OD School of Optometry
School of Optometry University of Alabama
Jay M. Cohen, OD Indiana University Birmingham, Ala.
State College of Optometry Bloomington, Ind.
State University of
New York Thomas L. Lewis, OD
New York, N.Y. Pennsylvania College
of Optometry
Philadelphia, Pa.
289
Chapter 36
Personal Chefs
n the 1940s, many upper-middle-class families in
I this country had private cooks. By the early 1990s,

however, only about 1,000 families in the United
States still employed someone in this capacity.
Now that number is close to 100,000, and the title
of the professional in the kitchen is personal chef.
In 1992 there were only 15 trained personal chefs
in this country. Today there are close to 5,000 practi-
tioners, and 100 new personal chefs are training each
month. Many factors account for the growth of this ser-
vice industry, among them the increase in two-earner
families, an increased concern about a healthful diet,
and, given the fact that many Americans eat out two or
three times a day, a longing for something that approx-
imates a home-cooked meal.
STATS AND FACTS: Nearly 46% of the typical American

food budget is spent on food eaten outside of the
home. Furthermore, the Food Marketing Institute says
that 22% of Americans often buy prepared food from
supermarkets.
These are some of the reasons, from the client’s

point of view, why this industry is booming. The view
from the other side of the stove is that cooking for sev-
eral private clients requires a different kind of culinary
creativity, and one that can pay well. Many former
restaurant chefs are therefore gladly leaving behind
the grueling 12-hour days typical in a restaurant, for
which a chef might earn a top average salary of
$30,000, to work at their own pace for 20 to 25 clients
and earn $40,000 to $50,000 per year.
291
STATS AND FACTS: The typical client seeking the ser-

vices of a personal chef is 30 to 55 years old, married,
and with a household income exceeding $80,000. The
typical personal chef is a married woman, 30 to 60
years old, with 15 years of professional cooking expe-
rience, according to the U.S. Personal Chef Associa-
tion (USPCA).
Where to Begin
The USPCA offers a nationwide referral service for
people who wish to find a personal chef. To be certified
by this organization, the chef must have one full year’s
experience cooking as a personal chef and must meet
the association’s standards for ethics, knowledge of
health and safety issues, and business practices.
A personal chef employed by friends may be able
to add you to her list of clients or to recommend an-
other chef. The local chapter of the American Culinary
Federation, cooking schools, kitchenware shops, or
gourmet clubs are other likely sources of recommenda-
tions. Some food magazines carry advertisements of-
fering the services of personal chefs, and there are also
several placement services for personal chefs, mainly in
California and New York. These can be found by look-
ing in the Yellow Pages under Placement Services or
Personal Chefs.
U.S. Personal Chef Association American Culinary Federation

(481 Rio Rancho Blvd., N.E., (10 San Bartota Dr., St. Augustine, FL
Rio Rancho, NM 87124; 800-995-2138; 32086; 800-624-9458;
www.uspca.com) www.acfchefs.org)
Culinary Institute of America PUBLICATION

(1946 Campus Dr., Hyde Park, NY 12538; The Professional Chef
845-452-9600; www.ciachef.edu)
292
Chapter 36 PERSONAL CHEFS
What to Look For

In addition to proof of certification, a personal chef
should be able to furnish you with proof of liability in-
surance and local business licenses and food-handling
permits, which ensures that this chef knows how to
prepare and store food safely.
A prospective personal chef will want to meet with
you to discuss your food likes and dislikes, allergies, or
special diet restrictions that you have. The chef will
want to see your kitchen and to get an idea about the
kind of equipment and cooking utensils available.
When you decide whether you want weekly, bi-
monthly, or monthly service, the chef will prepare a
sample menu for that period of time. Say, you opt for
monthly service: The chef will prepare a sample listing
of menus for 31 days. Any changes you want to the
menus will be noted. Then the chef will shop, prepare
the food in your home, package the meals for the re-
frigerator or freezer, and clean up.
Payment is usually made in advance of the service.
Finally, ask for references and call them.
STATS AND FACTS: The cost per person per dinner

when prepared by a personal chef ranges from $7 to
$15, depending on the kinds of foods you want. Obvi-
ously, lobster is going to cost more than spaghetti.
Some vegetarian meals may be less expensive than
meat-every-night menus; the average is about $10 to
$12. In addition, there may be a one-time fee for the
storage containers.
4 TIP: Because the work will be done in your home, often

while you are not there, check to see that the chef is
bonded or has some other security guarantee for clients.
Red Flags
One of the pleasures of having someone else cook is
not having to think too much about the process. Good
personal chefs will enjoy displaying their creative flair
and will not depend on you to come up with ideas.
293
A chef who seems to push one food mode—say,

vegetarian—may not be able to meet your needs. Most
of us have changing food preferences, not to mention
changing schedules. Your personal chef should be flex-
ible enough to work around your needs and requests.
Unless you ask for a favorite to be served again, most
personal chefs can keep you entertained and well fed
with new entrees for at least six months.
Some personal chefs deliver food prepared in a
commercial kitchen to your home. This service may be
less expensive than having the food cooked in your
kitchen. If the chef will be preparing food somewhere
other than your kitchen, make sure that he or she has
the proper commercial-kitchen licensing from state
and local agencies and a certificate of inspection from
the health department.
Your personal chef may be willing to work with
your personal trainer, doctor, or nutritionist to design
an individualized diet plan for you.
Lack of a fully equipped kitchen should not deter
you from calling a personal chef. Many chefs prefer to
PANEL OF INSIDERS
Phillip Alfus Debbie Korleski Melissa Rasmussen

The Alfus Group Chef to Go Gourmet Everyday
New York, N.Y. Sacramento, Cal. Battleground, Wash.
Janice D’a Mico John McGrath Paula Williams

Normoyle Chef de Cuisine In Good Taste
Scottsdale Culinary Institute Boston, Mass. St. Paul, Minn.
Scottsdale, Ariz.
David McKay
Dale and Steve DeShazo director
Gourmet on the Go U.S. Personal Chef
Mesquite, Tex. Association
Rio Rancho, N.M.
294
Chapter 36 PERSONAL CHEFS
take their own equipment to clients’ homes.

If you are thinking about building a new house,
personal chefs are often happy to consult with you and
your builder to create a convenient kitchen.
Trends
Personal chefs can do more than whip up a freezer full
of dinners. Many can create an ice sculpture for your
party, buy new kitchenware for you, suggest kitchen
gifts for your friends, plan and prepare the food for a
home reception, or put together an evening of wine
and cigars for business colleagues. Wine tastings, home
cooking classes, children’s menus, and housewarming
food baskets are other services offered.
Many personal chefs now work online to design
menus and to have those menus approved by clients
in advance.
Insider Facts
The personal chef industry is a $100-million-a-year
business.
Some personal chefs are willing to travel with
clients, especially in cases in which the client requires
a special medically approved diet. This level of service
is, of course, more expensive than the more tradition-
al service.
See also the profiles of Dietitians and Personal

Trainers.
295
Chapter 37
Personal
Organizers
ersonal organizers understand how diffi-
P cult it can be for three-dimensional crea-

tures to function in two dimensions,
namely time and space. Working with in-
dividuals, families or businesses, organiz-
ers help their clients bring order out of chaos while
teaching clients to modify the behaviors that led them
to seek the services of the organizer in the first place.
Organizers are skilled at evaluating space in terms
of use. They know how to reorder elements such as
furniture, wall art, color, fabric, and plants to create a
more pleasing and more functional home or office.
Clutter in the head and on the calendar is anoth-
er area in which professional organizers work with
clients to improve the quality of life and work. Map-
ping errands, projecting the amount of time required
for tasks, adapting calendars, automating bill paying,
handling mail, gathering information for insurance
claims, and setting up filing systems are a few of the
time and information quagmires a good organizer
can help you negotiate.
Organizers also know how to tackle all those big
jobs that almost no one except an organizer wants to
tackle: preparing a house for sale, planning a major
fundraiser, finding buyers for valuable antiques or jew-
elry, sorting through a parent’s home after a death.
Where to Begin
Because there is yet no degree program for organizers,
those working in this area come from other fields, no-
tably administration, interior design, architecture,
297
teaching, counseling, household management, journal-

ism, law, and accounting. There are, however, 12 local
and regional chapters of the National Association of
Professional Organizers throughout the country. Some
of these chapters and the national office offer a referral
service for matching clients and organizers. NAPO,
founded in 1985, now has nearly 1,000 members, in-
cluding those who work with clients and as consultants,
trainers, and authors. Membership in this organization
provides organizers with ongoing training at a three-
day annual conference and at monthly chapter meet-
ings and opportunities for networking with other
organizers. Members may also take a voluntary, com-
prehensive certification examination.
4 TIP: NAPO will match you with a specialist, if you have

a fairly narrow and specific need. If your problem is
more generalized, the organization can find an orga-
nizer who works in several areas.
STATS AND FACTS: The field of organizing is highly

specialized. Organizers may focus on closets, libraries,
laundry, basements, garages, home offices, computer
files, wardrobes, personal shopping, résumé writing,
home-school setup, filing of insurance claims, party
planning, scheduling, moving, or estate resolution.
Matching the organizer’s style to your need is im-

portant. Some organizers prefer a hands-on approach
in which they dive in and do the work themselves. Oth-
ers prefer to coach you and help you build new orga-
nizing skills. Some organizers do a little of both.
What to Look For

Organizers are familiar with the hesitancy on the part
of prospective clients to let someone see the disorder in
their homes or offices. They understand that the
process of learning new organizing skills involves diffi-
cult emotional as well as physical work. For most of us,
deciding what to keep and what to discard is not just a
298
Chapter 37 PERSONAL ORGANIZERS
practical matter. Stuff comes laden with all kinds of

meaning that has nothing to do with use. So an orga-
nizer needs to be someone whom you feel can walk
that narrow line between being nonjudgmen-
tal and getting results. CONSUMER RESOURCES
Although organizing is a team effort, the AND PUBLICATIONS
starting point has to be your goals, not the
goals of the organizer. A needs assessment and National Association of
site analysis should be the first order of busi- Professional Organizers
ness. The assessment process involves many (P.O. Box 140647, Austin, TX
questions designed to help you think different- 78714; 512-206-0151;
ly about space and place and to help give the www.napo.net)
organizer a detailed picture of the way you live
and work. Are you right- or left-handed? PUBLICATION
Where do you want to look for your scissors? NAPO News
Do you brush your hair or teeth first when you
get up in the morning? Do you often talk on
the phone while you are doing other tasks? How many
hours each day do you spend sitting in your office chair?
4 uses
TIP: Good organizers should be as adept at finding new
for the junk in your closets as they will be skilled
at knowing when it is time to discard.
Organizers are often called at a point of change or

crisis—a move, a divorce, a death, the departure of
the youngest child from home. Working with an orga-
nizer who can provide structure without being rigid
can be great therapy. As our grandmothers well knew,
cleaning out a closet or a basement is one way of re-
gaining the feeling that you have control over some-
thing in life.
Some organizers are trained to work with people
who have chronic conditions that contribute to or
cause disorganization, particularly attention deficit dis-
order and obsessive compulsive disorder. Members of
NAPO currently serve on the National Study Group
on Chronic Disorganization, a private group recently
established by professional organizers.
Good organizers typically have a large referral net-
work of carpenters, plumbers, cleaners, painters, and
299
The electronic others whose services may be necessary as you orga-

revolution nize. Knowledge of organizing products, such as closet
systems and calendars, is another service a good orga-
that promised nizer can provide.
a paperless
office has Red Flags
actually Because there is little, or at least varied, education in
this field, experience is a big factor in client satisfac-
generated tion. Be wary of organizers who inform you that you
more paper. would be their first client.
Experienced organizers should be able to tell you
approximately how long it will take to complete a task.
This serves two purposes: It establishes a clear goal
and enables you to anticipate expenses.
Professional organizers charge from $50 to $200 per
hour. The process of organizing usually is finished over
a period of weeks or months, depending on the size of
the job to be accomplished. Some organizers will re-
duce the fee rate if the client agrees to a certain num-
ber of hours of service. A few professional organizers
charge by the project.
If you are looking for an organizer to work with a
child or with someone who is elderly or disabled, make
sure that the organizer has experience with that age
group and has good safety skills to prevent injuries
that might happen to clients during an organizing
process that often involves moving heavy objects.
Most good organizers will not hesitate to call anoth-
er organizer to help with a project if it requires a spe-
cific skill that they themselves do not have.
Trends
Corporations hire in-house paper organizers for the
same reason that people with home offices are hiring
them: The electronic revolution that promised a pa-
perless office has actually generated more paper.
300
Chapter 37 PERSONAL ORGANIZERS
PANEL OF INSIDERS
Barbara Bergeron Jill Lawrence Donna McMillan

SOS Organizational Services Jill of All Trades McMillan & Co
Chester Springs, Pa. Washington, D.C. Los Angeles, Cal.
Barbara Hemphill Maura Raffensperger Linda Rothschild

Hamphill Productivity The Organizng Rx Cross It Off Your List
Consultants Oxnard, Cal. New York, N.Y.
Raleigh, N.C. and president, National
Association of Professional
Organizers
STATS AND FACTS: The organizing industry now esti-

mates that 85% of documents filed in offices are never
retrieved and that 50% of all filed material is duplicat-
ed. The figures for home offices are slightly lower in
the first case and slightly higher in the second.
Many organizers are themselves hiring someone

to manage the business of their businesses. Some do
not want to own a business, but they enjoy the work
of organizing.
Insider Facts
Although it may be more convenient to work with a
local organizer, many professional organizers travel
throughout the country to meet with clients who have
special needs.
Many small-business owners are choosing to hire a
professional organizer as they set up their businesses to
save time and trouble later.
See also the profile of Events Consultants.
301
Chapter 38
Personal
Trainers
G
et up at 6 A.M. and hop on a rowing ma-
chine for an hour. Walk for another hour,
cycle for the next 120 minutes, take a
short lunch break, and finish the after-
noon with weight training, an hour of
rollerblading, and an hour of swimming. This is all in a
day’s work for a personal trainer, that specialist you
want by your side when the rubber found on the bot-
tom of your shoes hits the road.
Today’s personal trainers can give you much more
than a simple run for your money. They can (and usu-
ally will) offer you a fitness evaluation, including tests
to determine your body-fat percentage, your muscle
strength and cardiovascular strength, and your en-
durance. The next step is an individual plan tailored to
your needs. Is your goal to lose weight or gain
strength? Are you recovering from an injury? Have
you just become a stay-at-home mom with a new baby
and little time to exercise? Have you just been diag-
nosed with what will likely be a chronic degenerative
condition and you want to bolster your immune sys-
tem? Have you decided to run a marathon next year
but don’t have a clue how to train? Has your doctor
suggested that you work with a trainer as you over-
come an eating disorder?
Where to Begin
Before you begin compiling a list of trainers to inter-
view, you need to know exactly what kind of help you
want. Many trainers work across a broad range of
needs and problems; others specialize in sport perfor-
303
How much mance training, rehabilitation, or strength training.

experience To get an idea about different styles of training,
visit a local health club and observe several trainers at
does the work. Do you believe you would work better with a
trainer have trainer who emulates a drill sergeant or a cheerleader?
Would you be more comfortable working with a man
in working or a woman? Trainers come from many backgrounds
with people and some have had other careers, notably in teaching,
law, and sales. These trainers have years of experience
with your in motivating others.
specific needs Physical therapists, physicians, coaches, and mas-
sage therapists can all be sources of good recommen-
and in your dations, again depending on your needs.
age group?
What to Look For
The experts agree that you will want to find a trainer
who is certified by the American Council on Exercise
(ACE), the National Academy of Sports Medicine, or
the American College of Sports Medicine. Certification
by the ACE, for example, means that the trainer has
passed a rigorous exam that covers such subjects as
anatomy, nutrition, exercise science, kinesiology
(human movement), and health screening. In addition
to certification, some trainers have an undergraduate
or graduate degree in health and exercise science.
In addition to finding out about the trainer’s edu-
cational background, you should ask about experience.
How long has the person been a trainer? And, equally
important, how much experience does the person
have in working with people with your specific needs?
The more specialized your needs, or the more critical
the trainer’s help will be to overcoming a specific
health problem, the more experience with your type of
problem you will want the trainer to have. It is also ad-
visable to make sure that the trainer has worked with
your age group.
4 TIP: Look at the trainer’s body. If the trainer looks as if

he or she works out with weights the size of small cars,
that may be the trainer’s goal for his or her clients.
304
Chapter 38 PERSONAL TRAINERS
Ask how the trainer will work with you. How com- Many trainers
fortable are you with the approach described? Find out who work
how long it will take before you will see or feel some re-
sults. And ask what the trainer will do if you find that in gyms or
you don’t like the suggested approach or if it doesn’t spas are
seem to work for you.
Before creating an exercise program for you, the independent
trainer should discuss any specific concerns or injuries contractors,
with your doctor, physical therapist, cardiologist, or
other members of your health care team. Before de- and they are
signing a program to meet your needs, the trainer not covered
should have you fill out a complete health history. The
program the trainer designs should reflect that history. for liability by
Most individual personal-training programs the facilities
should include strength training, cardiovascular train-
ing, and flexibility exercises. Moreover, the trainer
in which they
should be concerned about your health and not just work.
your appearance.
Sessions with a personal trainer may run from $25
to $225 per session. However, you might be able to work
out an arrangement based on what you can afford.
It is important to find out whether the trainer has
personal professional liability insurance to cover him-
or herself if you suffer injury as a result of a mistake
made by the trainer. Many trainers who work in gyms
or spas are independent contractors, and they are not
covered for liability by the facilities in which they work.
While your own insurance company will probably cover
correcting the problem, if the injury is severe or you re-
quire long-term treatment, or, heaven forbid, you are
permanently disabled, your insurance company may
want to go gunning for some other source of money.
Ask for some names of the trainer’s clients you
might call. Make sure the references are clients who
had goals or problems similar to yours.
Red Flags
Although few of us would be comfortable working out
with a trainer who is unfit, the experts suggest caution
if a trainer seems obsessed with his or her own appear-
305
ance. The focus should be on you, not the trainer,

when you are working together.
Although a broad range of techniques and ap-
proaches are used successfully by personal trainers,
motivation by fear (yelling, threatening, suggesting
dire consequences if the program is not followed) is
usually counterproductive.
A mind-body connection may be widely accepted
today, but experts believe that trainers should stick
with what they know best. A trainer who begins to act
as a therapist as well is not doing either job properly,
suggest the pros.
You should also think twice about working with a
trainer whose rates are too far below the market rate.
Many trainers do not subscribe to the idea that
one system or type of exercise is good for everyone.
Furthermore, doing only one kind of exercise may ex-
acerbate existing imbalances or injuries at worst, and
bore you at best.
Finally, trainers are also not usually trained to do
American Council on Exercise TX 75230; 800-625-7050;

(5820 Oberlin Dr., Suite 102, San Diego, CA www.cooperinst.org)
92121-3787; 800-825-3636;
www.acefitness.org) National Academy of Sports Medicine
(123 Hodencamp Dr., Suite 204,
National Strength and Conditioning Thousand Oaks, CA 91360; 800-656-2739;
Association (N. Union Blvd., Colorado www.nasm.org)
Springs, CO 80909; 719-632-6722;
www.nsca-lift.org) PUBLICATIONS
Fitness Matters
American College of Sports Medicine Health Magazine
(401 W. Michigan Ave., Indianapolis, IN Prevention
46202-3233; 317-637-9200; www.acsm.org) Health and Fitness Journal
Strength and Conditioning Journal
Cooper Institute for Aerobics Fitness Management
Research (12330 Preston Rd., Dallas, American Fitness
306
Chapter 38 PERSONAL TRAINERS
dietary analysis, to check your blood pressure, or to do Many trainers

blood-sugar testing. are willing
to show
Other Considerations you how to
Rates depend on many factors: the trainer’s experi-
ence, the length and frequency of the sessions, and the incorporate
location of the training. (Trainers typically charge more exercise
if they come to your house or office.) Because it can
take two or three months to notice any change at all, techniques
and longer to correct serious problems, it is a good into everyday
idea to ask yourself if you can afford the rate over a pe-
riod of time. Alternatively, you might work with a activities.
trainer for a while and learn an exercise routine that
you could continue on your own. The questions then
are, What happens when I need a new routine? Can I
keep myself motivated or am I paying in part for the
trainer to be my coach?
Trainers should be willing to put their policies and
your agreed-upon requests in writing. This contract
should include specifics about termination of services
and when and how the trainer is to be paid.
Some trainers are willing to work with you and a
few friends or family members and allow you to split
the session fee. This practice may be an advantage if
cost is an issue. However, you need to be certain that
you will still get the kind of help you need to handle
your specific problem or to meet your goals.
Strength training is not a good idea for children be-
cause, the experts contend, it does not work well on de-
veloping and growing bodies. Children should also not
train exclusively to play one sport. A well-rounded and
varied aerobic exercise program is a better approach.
Many trainers are willing to show you how to in-
corporate exercise techniques into everyday activities.
In fact, a trainer should also regularly provide you
with variations to your regular workout.
Trends
Many trainers lead clients through various stretch and
307
PANEL OF INSIDERS
John Blievernicht Timothy Kirby, PhD Marcus McGregor

performance trainer Ohio State University personal trainer
High Altitude Sports Columbus, Ohio New York, N.Y.
Training Complex
Northern Arizona Wendy LeBlanc- Amy L. Smith
University Arbuckle personal trainer
Flagstaff, Ariz. The Pilates Center of Austin The Aspen Club
Austin, Tex. Aspen, Colo.
Stephen Hayes
consultant and trainer Roberta Lenard
Maryland and personal trainer
Washington, D.C. Somerville, Mass.
cool-down routines at the end of sessions as an integral

part of the workout. Some even offer light shoulder
and back massage.
Time-efficient training is increasingly popular.
Two-hour sessions in the gym are being passed over in
favor of cardiovascular (aerobic) and resistance
(weight) circuit training, which is just as effective. Many
trainers believe weight training is more important than
cardio training as people age. It is also increasingly the
choice for women who have just had a baby and clients
with certain kinds of chronic pain.
Insider Facts
Some of the more than 40,000 ACE-certified trainers
have special training in group fitness instruction, per-
sonal training, lifestyle and weight management, and
clinical exercise. Continuing education is required to
maintain accreditation.
See also the profile of Health Clubs and Spas.
308
Chapter 39
Pet Groomers
S
cissor wounds, ligament injuries, clipper
burns, castration—these are just some of the
misfortunes accidentally visited on pets by
owners doing home grooming. They are also
reasons why the pet-grooming industry has
seen phenomenal growth in terms of numbers of
groomers, quality of service, and demands of clients
over the past 30 years.
In the past, grooming was a service given dogs and
cats before competitions and juried shows. In recent
times, however, pet grooming has moved away from
the arena and into the neighborhood.
Where to Begin
A stroll through the park is likely to net you a name of
a good groomer. Next to talking about their children,
many of us talk most about our pets. (Some of us prefer
to discuss our family-by-adoption.) If you see an espe-
cially attractive pup, ask the owner where she has her
companion’s hair done.
Veterinarians are another good source of referrals.
Veterinarians appreciate the work of good groomers,
who often spot health problems first because they see
the dog or cat more often than the vet does.
Breeders usually know a groomer or two who can
handle the special requirements of their dogs or cats.
4 ter
TIP: Before dropping by the salon or shop, call the Bet-
Business Bureau and make sure that no unresolved
complaints have been lodged against the groomer.
Grooming is a volatile business: Six out of ten
309
groomers won’t be in business five years from now,

perhaps because what appears to be an easy business
venture proves to be quite challenging.
What to Look For

One of the best signs that you and your pooch are
heading in the right direction is a decal in the
groomer’s window announcing that he or she
CONSUMER RESOURCES is a certified member of the National Dog
AND PUBLICATIONS Groomers of America Association. Certified
membership in this 2,500-member associa-
International Professional tion (as opposed to registration with the orga-
Groomers Inc. nization only) means that the groomer has
(1108 W. Devon, Elk Grove graduated from grooming school; regularly
Village, IL 60007; 847-758-1938; attends workshops and seminars; and sub-
www.intergroominternat.com) scribes to humane care of animals, technical
excellence, fair business practices, and good
National Dog Groomers health and public safety practices. Check the
Association of America certificates hanging on the wall. They will
(P.O. Box 101, Clark, PA 16113; give you an idea of the kind of courses the
724-962-2711; groomer has taken and successfully passed
www.nauticom.net/www/ndga) for certification. The designation of certified
master groomer is an indication that your pet
PUBLICATIONS will be in exceptionally good hands. There
Groomer to Groomer are relatively few CMGs in the country. When
Groom and Board you find one, you are dealing with someone
The Groomer’s Voice who practices grooming as an art form.
STATS AND FACTS: Because only seven states currently

license groomers, certification is your best guarantee
that the groomer is properly trained.
Compare the shop’s prices with those of other

groomers in your area. If they are significantly lower, it
probably means that the groomers aren’t properly
trained or that the salon is cutting corners in other
areas that will affect your pet’s well-being.
Assess the shop’s facilities. Your nose is a good
guide to good-quality grooming. The shop should look
and smell clean to you. (It is probably not a good idea
310
Chapter 39 PET GROOMERS
to trust your puppy on this one. You likely have differ-

ent standards when it comes to interesting smells.)
Ask to see the place where the dogs and cats are ac-
tually groomed. Again, cleanliness is the gold standard.
Equipment that looks state-of-the-art and well main-
tained is also important.
4 TIP: A good grooming salon will have two entry doors,

one leading from the street into a waiting room and
one from the waiting room into the area where the
pets are kept. This is good planning for pets who have
a tendency to bolt to the nearest exit.
You will want to meet the groomers themselves, in

addition to the receiving staff. Everyone, front and
back, should seem relaxed around the animals. Even
more, they should seem to enjoy their job and the op-
portunity to meet your pride and joy.
While you are in the shop, ask these questions
about or of the groomers themselves:
■ Where was the groomer trained? Did he or she do an
apprenticeship? (A three-to-five-year apprenticeship
is the industry preference.)
■ Is the groomer certified?
■ Is the groomer familiar with your breed of dog or cat?
Some breeds are notoriously difficult to groom
properly.
■ Does the groomer attend grooming shows to learn
about new grooming techniques and equipment?
Ask whether it would be possible for you to observe

the groomers at work. Experienced groomers work
with ease and rhythmic motion.
Ask these questions about the shop:
■ Is all work done by appointment? It may feel as
though it is a convenience for you to just drop by
with your pet when the mood strikes. However, a
groomer booked well in advance is likely to be a good
groomer, who has set aside adequate time for each
animal’s care.
■ How many dogs or cats does the shop accept for
311
grooming in a day? This will give you some idea of

the kind of time and care your pet is going to get.
Two experienced groomers should be able to han-
dle 12 animals a day. If they are grooming more
than that, your pet will probably not get the atten-
tion it deserves.
■ Does the groomer use tranquilizers on the animals?
Will the groomer work on animals that have been
tranquilized by a veterinarian? This practice is illegal
in many states, and most groomers don’t want to
work on tranquilized animals anyway. Indiscriminate
use of medication, particularly for a cosmetic pur-
pose, is no favor to the animal, and a tranquilized an-
imal can be more difficult, not easier, to groom.
■ Ask whether animals are ever left unsupervised in the
drying cage. An animal that is forgotten there or for
which the heat is too much, can suffer or be injured.
■ Is the shop insured? You do not want to have to pay
out of pocket if your pet is accidentally injured while
being groomed.
Finally, take a look at the animals entering and

leaving the shop. Do they look happy or cowed?
Red Flags
Reconsider taking your pet to a grooming salon if you
see evidence of or experience any of the following:
■ A disorganized reception area, which indicates that
the grooming area is not going to be much better. An-
imals, like humans, respond well to order and calm.
■ An unfriendly receptionist who fails to greet both you
and your pet, which indicates that the rest of the ser-
vice may be no better. As one expert said, beware a
groomer who has “an attitude, no attitude, a bad
attitude.”
■ A salon that fails to ask you for proof of current vac-
cination, to ensure the health and safety of other ani-
mals in the salon and also of the groomers.
■ A salon that advertises “no restraints.” Animals need
to be secured in the tub and on the table.
312
Chapter 39 PET GROOMERS
PANEL OF INSIDERS
Jean Benjamin Kat Lyvers Kathy Salzberg, NVMG

Jean’s Dog-grooming Kat’s Pups n’ Pals owner
Rockland, Maine Harvey, La. The Village Groomer
Walpole, Mass.
Wendy Booth, NCMG Carolyn M. Miller
Colorado Springs, Colo. The Rochester Institute Ann Vinkler
of Dog Grooming Happy Tails Pet Salon
Judy Bremer-Taxman, Rochester, N.Y. Norwich, Conn.
C.M.G
St. Louis, Mo. Jeffrey L. Reynolds
executive director
Mary E. Hill National Dog Groomers
owner Association of America Inc.
DeShane Kennels Inc. Clark, Pa.
Tulsa, Okla.
■ A groomer who continues working on an animal that

is too stressed by a procedure. Stress isn’t good for
any animal, and it can kill cats.
■ A groomer who fails to react well when you remark on
something the groomer has done that you don’t like.
■ A groomer who does not tell you about even a slight
injury to your pet. The groomer should offer to
cover any medical expenses if there is an injury.
If you want your dog to look like a show dog, or if in
fact your dog is a show dog, you need to plan on visits
every other week to a groomer specifically trained to
work with show animals.
Cats are harder than dogs to groom. Ask the
groomer how he or she feels about working with cats.
Some groomers work only on cats.
4 often
TIP: Groomers sensitive to the special needs of cats will
request that you bring your cat in to the salon at
a time reserved just for working on cats. Because most
313
cats do not do well if away from home for a long peri-

od of time, good cat groomers will also not want you to
leave your cat overnight.
Trends
The grooming industry hopes to set up boards in each
state to work toward proposing laws to govern licens-
ing of groomers. Legislatures are likely to be open to
industry suggestions because, in many states, case law
concerning animals is steadily growing. Current hot
legal topics affecting animals include rethinking the
old view that pets should be viewed as personal prop-
erty, the safety of companion animals owned by the dis-
abled and the elderly, and the proper use of
equipment used on or around animals.
Insider Facts
Groomers are well within their rights and are acting re-
sponsibly to refuse to groom an obviously sick animal—
and for the same reason that teachers send sick
children home from school.
314
Chapter 40
Pharmacists
ecause the population of the U.S. is in-
B creasing and more people are living

longer, the U.S. Department of Labor
predicts a healthy employment future for
workers who will be dispensing medica-
tions. More than 190,000 pharmacists currently work
in hospitals, nursing homes, local pharmacies, research
and development facilities, mail-order service organi-
zations, and the federal government.
Although the pharmacist traditionally comes into
the picture after disease has already been diagnosed,
pharmacists are increasingly involved in preventive
medicine. Pharmacists are becoming front-line health
advisers, because many Americans visit a pharmacist
more often than we visit a physician.
STATS AND FACTS: Despite the fact that today’s physi-

cians have more than 500,000 drugs at their com-
mand, most medical schools require only one semester
of pharmacology. Pharmacists, in contrast, spend three
full years learning about the ways drugs affect the
human body.
Pharmacists are often a good source of information

about community health resources, such as stop-smok-
ing programs, Alzheimer support groups, and weight-
reduction programs.
Physicians themselves consult with pharmacists
because not only are pharmacists experts in the
preparation of medications, the chemical and physi-
cal properties of various drugs, and the way drugs are
metabolized and used in the body, but also they are
315
knowledgeable about drug interactions and

CONSUMER RESOURCES side effects.
AND PUBLICATIONS By law, the primary responsibility of the
American Pharmaceutical pharmacist is to make certain that a pre-
Association (2215 Constitution scribed drug is appropriate. This requires tak-
Ave., N.W., Washington, DC ing into consideration drug selection, dosage,
20037-2985; 800-237-2742; duration of therapy, and contraindications
www.aphanet.org) (reasons for not taking one drug and for
choosing another). Pharmacists are adept at
PUBLICATIONS
using the computer to obtain information that
Pharmacy Today allows physicians and patients to get the best
American Pharmacy results from drug therapies. Pharmacists, for
The Consultant Pharmacist example, can quickly pull up information
U.S. Pharmacist about all the medications the patient is taking
Health-System Pharmacists and find out about the specific medication-to-
medication interactions and what negative
side effects the patient might experience from
mixing all the medications.
STATS AND FACTS:Some pharmacists estimate that as

many as 85% of disease states can be managed by
drug therapy.
Pharmacists can tap national information systems

to update drug therapy options for patients. Many
patients, such as those suffering from diabetes or de-
pression, need to have their medications constantly
monitored and their drug therapy possibly revised
because the body’s response to chemicals is not con-
stant. It is not uncommon for a pharmacist to consult
with several physicians or other pharmacists to make
sure that the drug therapy recommended is the best
the medical community can offer the patient. In addi-
tion, pharmacists can steer you to generic brands or
other alternatives you wouldn’t know about that
could save you money.
STATS AND FACTS: Six out of ten pharmacists practice

in a community retail pharmacy.
316
Chapter 40 PHARMACISTS
Where to Begin The

By law, a practicing pharmacist must have either a BS pharmacist
in pharmacy, which is a five-year degree, or a doctor of
pharmacy (PharD) degree, which requires six years of may be the
study. In addition, most states require an average of only member
1,500 hours of practical experience for licensure.
Because you, your physician, and your pharma- of your health
cist should work as a team, you can ask your physi- care team
cian to recommend a pharmacist. Friends and
colleagues are another source of names. A third way monitoring
in which to find a pharmacist who is a good commu- potential
nicator is to drop by several retail pharmacies and ask
a question or two about an over-the-counter prepara- problem drug
tion you frequently use. interactions.
4 TIP: When patients are in a physician’s office, they are
often nervous and don’t hear or don’t remember what
the doctor has said. For this reason, a visit to the phar-
macy is often a better setting in which to educate your-
self about the use of a medication. It can be
particularly helpful for you to use the same pharmacy
if you see several physicians. The pharmacist may be
the only member of your health care team monitoring
potential problem drug interactions.
What to Look For

The ability to communicate is key to good pharmaceu-
tical practice. Not only should the pharmacist seem in-
terested and eager to share information with you, but
you should also feel comfortable enough to confide in
the pharmacist.
Ask the pharmacist how he or she obtains the nec-
essary information from your physician, monitors the
medication chosen for you, and keeps records.
Finally, ask the pharmacist how he or she provides
information about possible side effects and the proper
way to take and store medications. Pharmacists fre-
quently provide informative handouts about various
medications. A good pharmacist will also mention spe-
cific information relevant to your medical condition.
317
The company STATS AND FACTS: Americans spend nearly $75 billion
deciding that each year on prescription and nonprescription drugs.
In addition, the improper use of these medications is
you should estimated to cost the economy another $20 billion to
receive a $100 billion each year.
medication
and the Red Flags
Many pharmacists are concerned about mail-order
company prescription services because of the lack of information
selling you exchange between the patient and pharmacist. Some
mail-order services are owned by the companies that
medication manufacture the drugs. This situation sets up a clear
should not be conflict of interest that can work against the best inter-
ests of patients.
identical, say Pharmacists are concerned about the fact that
the experts. large chain pharmacies are buying third-party insur-
ance processing companies and thereby creating an-
other possible conflict of interest. The company
deciding that you should receive a medication and the
company selling you medication should not be identi-
cal, say the experts.
To offer an even broader range of services to their
customers, many pharmacists now obtain certification
in specializations, such as diabetic educators or CPR
instructors.
Trends
The role of the pharmacist is expanding. Pharmacists
are taking an active role in educating patients about
how they can become partners in their own health
care. In the current health care environment, under-
standing the proper use of medications is a big part of
managing health care. In fact, a federal mandate re-
quires pharmacists to counsel Medicaid patients on use
of medications. Local pharmacists often check blood
pressure and cholesterol levels, monitor tolerance to
318
Chapter 40 PHARMACISTS
PANEL OF INSIDERS
George H. Cocolas Jack Fincham Dixie Leikach, RPh

editor dean Mills, Md.
American Journal of School of Pharmacy
Pharmaceutical Education University of Kansas Robert Supernaw
School of Pharmacy Lawrence, Kan. dean
University of North School of Pharmacy
Carolina George Kenyon University of the Pacific
Chapel Hill, N.C. dean Stockton, Cal.
School of Pharmacy
John T. Douglas University of California John D.Taylor
Arkansas State Board San Francisco, Cal. Florida Board of Pharmacy
of Pharmacy Tallahassee, Fla.
Little Rock, Ark. David Knapp
dean Barbara Wells
School of Pharmacy dean
University of Maryland College of Pharmacy
Baltimore, Md. Idaho State University
Pocatello, Idaho
medications, and even make house calls—say, to deliv-

er medications to elderly customers.
STATS AND FACTS: In 26 states, pharmacists are now li-

censed to administer certain vaccines.
Insider Fact
For more than ten years, Americans polled have
named pharmacists as the most honest and ethical of
all American businesspersons and professionals.
319
Chapter 41
Photographers
C
ave painting stick figures, dolls, statues,
fetishes, portrait paintings—all suggest
that we humans have long found our-
selves objects of fascination. A number of
modern technologies allow us to easily
create a visual record of our lives. One of the revolu-
tions in image production occurred 150 years ago
when photography was made available to the public.
The name for this process comes from two Greek root
words, one denoting “light” and the other suggesting
“writing.”
Writing with light is a good definition for this type
of image making: Focus light on a subject and tell a
story. The artist who will make the image story magical
is implicit.
Today the photographer works not only behind
the camera but behind the scene. Too much emphasis
on the artist and the image loses some of its power.
Still, a good photograph is much more than people on
paper. Good photographers know that their job is to
capture two elusive and private elements of our lives—
our dreams and wishes.
Where to Begin
In photography, what you see is what you get. That
being the case, the place to begin finding a good pho-
tographer is wherever you are likely to see his or her
work—on friends’ walls, or in their photo albums, in
local galleries, and of course in the photographer’s
own portfolio. Magazines, such as Vanity Fair, are an-
other source. Many excellent magazine photographers
321
are willing to work for private clients. If you see work

you like, a call can’t hurt.
If you are looking for a photographer to shoot a
wedding, other vendors, such as wedding consul-
tants, caterers, and hotels, can give you names of
photographers whose work they respect. Need some-
one to shoot your son’s Little League game? The
coach of the local university baseball team might have
some suggestions.
4 TIP: Because a lot of the best photographers don’t ad-

vertise, a personal recommendation is particularly
helpful in this field.
A call to the photographer’s studio will give you a

sense of the way the photographer operates the busi-
ness. Photographers admit that, as a group, they are
better known for artistic sense than they are for busi-
ness skill. Someone who has both kinds of expertise,
personally or through the employment of a business
assistant, is the best kind of photographer with whom
to work.
When you call the studio, explain what kind of
photography you want done and when you want it
done. Photographers are often booked a year in ad-
vance for events such as weddings. If the photograph-
er is unavailable for the time you specify, you will have
to look elsewhere.
What to Look For

There is a big difference between technical compe-
tence and the ability to capture and produce a photo
that elicits an emotional response, one that tells a
story, one that makes you look good. That positive dif-
ference begins with a photographer. Photography is
an art as well as a science, and you have to care to take
good photos. So if the photographer seems to have a
passion for the work and, in addition, seems to care
about giving you what you want, you are probably on
the right track.
322
Chapter 41 PHOTOGRAPHERS
In fairness to both you and the photographer, it is

important to be specific about what you want. Expecta-
tions play a big part in satisfaction. Today many cus-
tomers are much more knowledgeable about
photography than were customers in previ- PUBLICATIONS
ous decades. For one thing, many of us ama-
teurs are taking some pretty good shots. So American Photographer
our expectations are greater. The Rangefinder
Moreover, we are now looking at more American Photo
moving images. Movies and television, com-
puters, and hand-held games have trained us
to see movement. Still images have a different appeal,
but we may have to consciously learn what kinds of
photos please us most (color, black and white, formal,
candid, etc.).
4 ofTIP:their
One mark of good photographers is the imprint
style in their work. Style does not mean that
the photos all look as if the photographer works from
a formula. Rather you should get the feeling that
each photograph reflects the same degree of creativi-
ty and care.
It is important that you like the photographer as

well as the product. Photography is a responsive art.
You and the photographer begin a conversation and
from that come images that the photographer will
record. If you want photos that look relaxed, you will
have to be relaxed during the shoot. And you won’t be
relaxed if you are not comfortable with the photogra-
pher. If you are dealing with a large studio, ask who
will be doing your work.
Particularly if you are having a portrait done, typi-

cally commissioned for a specific and important reason
or occasion, ask what the photographer’s policy is if
you don’t like the photos. It is also important to know
something of the photographer’s methods for follow-
up after the sitting session; that is, When will I see the
proofs? Who owns the negatives—the photographer
or me? A photographer may want to hold the nega-
323
It is tives with the idea in mind that you will want to pur-
important chase more prints at a later date. Ask what the price in-
cludes: the shoot, expenses, film, processing, proofs,
to be clear the negatives, postage? If I want more prints later on,
about who what will I have to pay per print?
owns the STATS AND FACTS: According to our experts, wedding-

image and photo packages can cost $6,000 to $15,000, but the av-
erage is closer to $2,500. Think that’s a lot? Weddings
what rights are fraught with emotional and practical peril for pho-
of usage the tographers. One professional photographer calls wed-
dings “seven-shirt events.”
ownership
entails. Packages, which provide a certain number of
prints in various sizes, are not necessarily a better bar-
gain than selecting all the photographs you like and
having prints made in the sizes and quantities you
prefer. The hidden cost of a package, especially if you
are having photos taken of an event, is that the pho-
tographer may select the photos he or she shoots on
the basis of the package you have ordered, instead of
shooting everything that looks interesting and then
letting you select what you want printed.
STATS AND FACTS: Many photographers now charge a

higher “creation fee” to offset losses incurred when
customers take advantage of readily accessible and in-
expensive means of reproducing the photographs. It is
important to be clear about who owns the image and
what rights of usage the ownership entails.
It is a good idea to work from a written contract so

that you and the photographer both know what the
other’s expectations are. The contract should spell out
the amount of deposit, the amount of final payment,
and dates when payments must be made and photos
delivered. It is not unknown for a photographer to take
a deposit, spend it, and then not be able to pay the lab
that does the photographer’s film processing, which
then confiscates the negatives. The best way to avoid
this kind of situation is to work with a photographer
324
who has been in business a while (and therefore has The bottom
probably been paying bills regularly). One of the clues line in
to a well-run studio is a contract or written guarantee.
photography
Red Flags is that you
If you call a studio where the receptionist or photogra- have to begin
pher seems more interested in quoting you prices than with a good
in finding out what you want, you probably should call
another studio. image to
This same lack of concern for the customer can be get a good
demonstrated by photographers who are bent on
doing things their own way, who seem more interest- end product,
ed in their artistic reputation than in your satisfac- special effects
tion, or are extremely aggressive and patronizing
toward customers.
notwithstanding.
At the same time, a photographer who won’t give
you options or who keeps changing quotes may be too
inexperienced to do the kind of job you want.
Because photographic technology changes con-
stantly, photographers are frequently able to offer new
options to customers. The other side of this coin is that
some photographers become caught up in gimmicks,
such as the use of strange lighting techniques and digi-
tization to doctor images in unusual ways. The bottom
line in photography is that you have to begin with a
good image to get a good end product.
Event photographers tend to take one of two ap-
proaches, posed (preset) or journalistic (grab shots).
Journalistic photographers maintain that there is a cer-
tain critical energy in a live event that you cannot get in
a posed shot. Some photographers who prefer to shoot
the event “live” are also willing to take supplementary
studio shots.
Digital photography is either a boon or a threat to
good images— depending on the photographer. By
scanning a negative into a computer, the photograph-
er can make all kinds of changes to the original image
325
Does the (change the color of your hair, get rid of wrinkles,
photographer change the background, get rid of or add people to
the photo). In some cases (group shots, for example),
have the digital capability can be a big advantage. It is virtually
ability to impossible to take a photo of 25 persons that pleases
all 25. Digital photography allows the photographer
digitize and to open the closed eye and shut the open mouth. The
will you be argument from the other side is that digital reprocess-
ing is “cheating”—less skill is required from the pho-
part of the tographer. The counterargument is that no amount of
process of reprocessing can save a bad image, it can only en-
hance a good one.
deciding what From the customer’s point of view, you need to
to do with know whether the photographer has the ability to digi-
tize and whether you will be part of the process of de-
the image? ciding what to do with the image. Because it is usually
easier to see what you will actually get if you look at
prints, you will also need to know whether the photog-
rapher edits after making a print that you will see, or
edits from a negative and you will have to make choic-
es looking at a computer screen.
In the latest wrinkle in digital photography, pho-
tographers carry their computers in a van and have
their client select images to print as they shoot. You
have to decide whether this is an activity you want in-
cluded at your event.
Trends
At the same time that technological advances are open-
ing all kinds of image possibilities, there is also a trend
toward more artistic portraiture. Photographers say
that customers are once again requesting more black
and white, more hand-tinted, and more sepia-toned
prints. Although the reasons for these choices are usu-
ally aesthetic, clients who record major life moments
photographically are getting another benefit: Film is
still the most stable medium for preservation. Even
digital media deteriorate, and, at this point, even CDs
are only good for about ten years.
326
PANEL OF INSIDERS
Leslie Barton Phil Farber Russell Mott

Los Angeles, Cal. Northbrook, Ill. Yerington, Nev.
Len DePas Bruce Forrester John Tilley

Washington, D.C. Mill Valley, Cal. Dallas, Tex.
John Derryberry Kim Jew W. Temple Webber

Dallas, Tex. Albuquerque, N.M. Houston, Tex.
Barb Eagan Heinz Kugler

San Jose, Cal. Houston, Tex.
Insider Facts
Lest you imagine your photographer slaving away in a
darkroom, working on your images like Ansel Adams,
the reality is far from it. Most commercial photogra-
phers send their film out for processing and printing.
Because only a few labs nationwide print for profes-
sional photographers, the time that printing takes is
about the same for everyone. It is the photographer’s
standard of service that determines how quickly you
will see your proofs. It isn’t unreasonable to expect to
see proofs within two weeks of an event, and to receive
an album within four weeks.
If you don’t see any work of local photographers
that pleases you, you have other options. Geography is
not an issue for good photographers. Most of them are
willing to go wherever you want the photos taken—if
you’re willing to pay for the service.
327
Chapter 42
Physicians
hen Hippocrates advised physicians
W to avoid discussing with patients the

nature of their illnesses or their
treatments, he established the role
of physician as authority and infor-
mation gatekeeper. In 1847, the American Medical As-
sociation approved this approach as a tenet of the
organization’s code of ethics. It wasn’t until nearly 130
years later that physicians were encouraged to try
what was called a patient-centered approach to medi-
cine, which required that both patient and physician
share responsibility for treatment decisions. This shift
necessitated other changes in medical practice such as
encouraging patients to ask questions and to seek sec-
ond opinions.
Although the old model of the physician as the ul-
timate authority figure may be officially dead, the best
physicians will tell you that all practitioners of that
particular brand of medicine are not. Patients who
wish to practice partnership medicine need to watch
carefully what physicians do and not rely solely upon
what they say. Physicians may tell you they believe in
partnership medicine, but may quickly revert to an
authoritarian stance if you ask for more information
or state that, after careful consideration, you do not
feel comfortable following a procedure that the physi-
cian has recommended.
Where to Begin
While the total number of medical doctors has shown
only a slight increase in the past few years, the numbers
329
of other kinds of doctors are increasing at faster rates. It

is important to know not only with whom you are deal-
ing, but also what kind of doctor you are seeking:
Medical Doctors (MD) have graduated from college, at-

tended four years of medical school, and completed
three to eight years of training beyond that. They are
trained and licensed to treat all medical conditions and
they can prescribe drugs.
Doctors of Chiropractic (DC) have a minimum of two

years of undergraduate education and have attended
chiropractic school for an average of 41⁄2 years. They
are trained to perform general examinations and are
specially trained in problems of the musculoskeletal
system. They are not licensed to perform surgery or to
prescribe drugs.
Doctors of Oriental Medicine (OMD), which is based on a

3,000-year-old medical system, emphasizes the use of
acupuncture, Chinese herbs, massage, and exercise to
prevent and treat illness. Doctors of oriental medicine
typically have four years of training beyond a bache-
lor’s degree. They are often trained to perform
acupuncture and to do herbal therapy. In many states,
they cannot perform surgery or prescribe drugs. Thir-
ty-five states have laws governing the licensure of
National Library of Medicine National Women’s Health

(8600 Rockville Pike, Bethesda, MD 20894; Information Center (Department
301-594-5983; www.nlm.nih.gov) of Health and Human Services,
200 Independence Ave., S.W.,
National Health Information Center Room 730B, Washington, DC 20201;
(P.O. Box 1133, Washington, D.C. 202-690-7650; www.4woman.gov)
20013-1133; 301-565-4167;
www.health.gov) PUBLICATIONS
The American Family Physician
Alternative Therapies
330
Chapter 42 PHYSICIANS
OMD’s, but regulations vary widely. Some states allow It is

apprenticeship for licensure; others require applicants important
to have a four-year undergraduate degree from an ac-
credited college. A few have English-language require- to know
ments. Licensing is often handled by state boards of not only with
medical practice. Many require a candidate to be a
graduate of a school of oriental medicine that is accred- whom you
ited by the Accreditation Commission for Acupuncture are dealing,
and Oriental Medicine (ACAOM), the national body
recognized by the U.S. Department of Education for but also
setting standards in the field. Among other require- what kind of
ments, the ACAOM only accredits schools of oriental
medicine that require at least two years of undergradu- doctor you
ate education before entry into their programs. The are seeking.
national Certification Commission for Acupuncture
and Oriental Medicine (NCCAOM) examination is the
main one used for licensure by 32 states.
Doctors of Osteopathy (DO) have attended four years of

osteopathic medical school after receiving an under-
graduate degree. Three to seven years of additional
training beyond the medical degree is customary. Li-
censing permits prescribing drugs and performing
surgery. Osteopathic physicians may obtain board cer-
tification after specialization in fields such as internal
medicine, family practice, and pediatrics. Doctors of
osteopathy are eligible for membership in the Ameri-
can Medical Association and must, like MD’s, pass state
licensing exams. Osteopathy is a holistic approach to
medical treatment that focuses particular attention on
the bones and muscles.
Naturopathic Doctors (ND), who are trained in the use

of natural, nontoxic therapies, have four years of med-
ical training in accredited naturopathic medical col-
leges recognized by the U.S. Department of Education.
This training is in addition to the undergraduate de-
gree. Licensing varies from state to state. Some states
permit prescribing drugs and performing some surg-
eries. In 1992, the Office of Alternative Medicine in the
National Institutes of Health invited leading naturo-
331
pathic physicians to serve on federal panels to direct al-

ternative medical research.
Other confusing initials that frequently follow a
physician’s name are:
■ FACP, Fellow of the American College of Physicians
■ FACS, Fellow of the American College of Surgeons
■ FACC, Fellow of the American College of Cardiology
All these designations suggest that you are dealing

with an especially well-trained and respected physi-
cian. A designation that denotes nothing about medical
expertise, but suggests that the physician may be savvy
enough to have teamed with a good accountant is
■ PC, Professional Corporation.
Once you have in mind what kind of physician you

are looking for, there are several places to begin to put
names to titles. You can call medical schools in your
state. These schools will give names of physicians in
your area with whom they work or those who have
sent patients their way. Nurses are a very good source
of information; they see physicians at their best and
worst. Ask some local physicians who their doctors are.
(They are more likely to tell you if you ask at a ball-
game than if you call on the phone.) Family members,
friends, and co-workers will often give you their list of
personal favorites and duds. You may hear more than
you think you wanted to hear. (Medical horror stories
are a favorite modern folklore idiom.) But spending
time listening can save you a great deal of trouble.
Sooner or later the same names will begin to appear
on your list.
If your employer has provided traditional fee-for-
service health insurance coverage, you can choose
whichever doctor you like, provided that he or she ac-
cepts your insurance. If your employer has signed on
with an HMO (health management organization) or a
PPO (preferred-provider organization), you will be
given a list of physicians from which to choose your
primary-care provider. With HMO coverage, you are
obliged to choose your primary-care physician from
332
the list. If you have PPO coverage, you can usually use Today a
any doctor you like, even one who isn’t a member of degree from
the PPO, but you’ll pay the difference between the
nonmember’s bill and the PPO’s discounted rate. an American
or Canadian
4 choose
TIP: If your employer offers a choice of HMOs or PPOs,
the one with the greatest number of physicians, medical
especially if there are two or three in each specialty. school may
be less
What to Look For important
Once you have a list of prospective primary-care physi-
cians, you should call their offices and ask whether the than a
physicians are accepting new patients. (This is impor- residency
tant to do even if a physician is on the list provided by
the HMO or PPO. A surprising number of the physi-
at a good
cians listed are unavailable to new patients.) If the university
physician is not an HMO or PPO physician, you
should inquire about insurance and payment options,
teaching
although the receptionist will probably ask you about hospital.
your insurance before you have a chance. Then ask for
an appointment for an interview. Do not consider any
physician who is unwilling to be interviewed. You will
get more information about the way in which the
physician works with patients if you go in with some
health concern or a symptom that is troubling you.
The additional information and insight you receive will
be worth the fee.
Note carefully how you are treated by the physi-
cian’s receptionist, who is a reflection of the physician.
Avoid a physician who tolerates a front office staff who
are rude or who are forthcoming with information
only after great effort on the part of the patient.
Once in the physician’s office, feel free to check out
the physician’s diplomas and certificates. Most states
require that such documentation at least be available, if
not visible. It used to be standard advice to look for a
physician who had attended an American or Canadian
medical school. Today that credential may be less im-
portant than a residency at a good university teaching
hospital, where the residents are likely to see a variety
333
of difficult cases and to be taught well. Board certifica-

tion is still a plus, but patients need to keep in mind
that medical boards only test knowledge. They do not
check to see how the physician applies it.
4 call
TIP: To find out whether a physician is board certified,
the American Board of Medical Specialties, 866-
275-2267. You can find out whether a physician is
properly licensed in your state by calling the Division
of Occupational and Professional Licensing. The Pub-
lic Citizen Health Research Group can provide a list of
physicians who have been disciplined by state licens-
ing boards. Write to PCHRG (2000 P St., N.W., Suite
700, Washington, DC 20036; 800-289-3787; www
.citizen.org/hrg/).
Once you are face to face with the physician:

■ Ask about his or her training and length of time in
practice.
■ Find out whether the physician is affiliated with a
good hospital. If your community boasts several hos-
pitals, chances are that some are better than others.
You want to choose and work with a physician who is
affiliated with the better hospitals, including the one
that you prefer.
■ Ask some questions that will help you determine how
the physician keeps abreast of medical advances. Does
he or she attend a couple of conferences every year?
Read journals? Help train others?
■ Ask how the physician feels about giving patients re-
ferrals to other doctors and getting second opinions.
A tendency to prefer to go it alone professionally may
indicate an ego problem or a patronizing attitude to-
ward patients. It is important to work with a physi-
cian who is well respected and who is able to consult
with others; a physician who has an ego problem may
be avoided by other physicians.
■ Explain a few of your expectations in medical service
and ask what the physician expects of his or her pa-
tients. What you are looking for here are clues
about the physician’s interest in working with you.
334
Several research studies have suggested that pa-

tients who work with a physician as a partner take
more responsibility for improving their health and
get better faster.
STATS AND FACTS: Male or female practitioner? Fe-

male physicians tend to spend about five minutes more
talking with patients than do their male counterparts,
and both male and female physicians order more
screening tests for patients of their own sex.
Physicians who don’t ask questions and don’t listen

are going to miss information from which a good di-
agnosis is made. Does the physician make you feel re-
spected and as though he or she cares about your
well-being? How are the physician’s communication
skills? Does the physician seem willing to provide
information?
If the physician suggests a treatment, does he or she
make sure you understand the recommendation? (Most
of us are anxious in a doctor’s office and don’t always
hear or remember everything said there.) Does the
physician discuss treatment options and side effects?
4 ofTIP:theTheproblem
best physicians will want to discover the cause
and not merely treat the symptoms.
The very best physicians look upon medicine as a call-
ing and a privilege.
It is also important to ask the physician about on-

call backup for after hours and on weekends. You do
not want to be frantically dialing numbers in the mid-
dle of the night when you have a very ill child.
Backup is also a critical issue when looking for an
obstetrician. If your physician isn’t available for the
delivery, who will be attending you? Will you have an
opportunity to meet these other physicians during
your pregnancy?
It is also important to ask whether such procedures
as blood work and x-rays can be done in the physician’s
office or complex, or whether you will need to set up
335
appointments in several offices at different sites. If all

tests are outsourced, you could spend a significant
amount of time completing your annual physical exam.
And, finally, ask who does the billing for the physi-
cian. Today this service is almost always outsourced. If
you have a problem with a bill, many physician’s offices
will disclaim responsibility for working with you to set-
tle the dispute. So it is important to know how or
whether you can reach the billing service.
Red Flags
Any of the following might signal a need to look for
medical service elsewhere:
■ Rude behavior.
■ A reputation for diagnosing a lot of one kind of illness.
■ An abrupt response, especially if you suggest getting a
second opinion.
■ Promises that sound too good to be true.
■ Poor listening skills.
■ Endless testing.
■ Patients kept waiting without an explanation. Some
physicians now post signs suggesting that patients
talk with the receptionist if they have been waiting
longer than 20 minutes.
■ An approach that suggests the physician believes the
human body is a machine.
■ Unwillingness to give information.
■ Inability to describe risks or alternative treatments.
■ Sexual innuendoes.
4 TIP: The Archives of Internal Medicine recently noted

that communication problems figured in 70% of mal-
practice complaints filed against physicians.
In short, if something doesn’t feel right, find an-

other physician.
The experts believe that medical competency today in
336
the U.S. is generally outstanding. The problem is that Today billing

the current medical system doesn’t reward excellence. is almost always
Few physicians or patients are totally satisfied with the
system as it is. Many physicians believe that the more outsourced.
information that is made available to consumers, the So it is
sooner the problem will solve itself because consumers
want the best and least expensive care. important
Most physicians are convinced that consumers do to know how
not understand how HMOs and PPOs work. They
work in surprisingly similar ways, given the fact that or whether
nearly 95% of fee-for-service providers use many man- you can reach
aged-care strategies, such as requiring second or third
opinions for surgical procedures and requiring the use the billing
of a primary-care physician as a gatekeeper. service if you
The basic idea of managed care is that, in exchange
for a prepaid fee for each patient, the physician gives
have a problem.
routine and preventive care and acts as a gatekeeper to
specialists’ services. Here are some other critical facts
about HMOs:
■ Many HMO physicians are expected to see as many as
25 patients a day and to try to limit time spent with
each patient to about ten to 15 minutes. This length
of time may suffice to diagnose some problems and
figure out the appropriate treatment, but it may not
be enough time for more complicated problems. In
addition, patients who feel that the physician is trying
to get out the door may not feel free to fully discuss
their symptoms or concerns.
■ The managing corporation often pays physicians a
lump sum from which the physicians write checks to
specialists. A physician who has only so much money
to allocate to specialists is going to carefully consider
when to refer a patient to a specialist. In addition,
managing corporations, when reviewing the physi-
cian’s work to determine advancement and raises,
consider his or her record of referring to specialists.
This situation clearly creates a potential for conflict
of interest.
■ Although much follow-up could be done by telephone,
HMOs often require patients to come into the office
and pay for an office visit.
337
■ Each managed-care insurance plan has its own list of

drugs from which the physician must prescribe. Some
new and better drug therapies may not be on the
mandated list of drugs.
Although managed care presents problems to both

physicians and patients, many physicians see a big ad-
vantage: Someone else takes care of the paperwork, so
that the physician is left free to concentrate on patients.
Another advantage is that most patients are seen by in-
ternists and board-certified family practitioners, whose
broader training may help them pick up on a range of
problems quickly. But most physicians do not like the
treatment restrictions, such as those on the use of spe-
cialists, imposed by management.
Whether you choose a physician who practices in a
managed-care system or one who practices indepen-
dently, you want to consult one who will give you infor-
PANEL OF INSIDERS
James P. Cuyler, MD Jere D. Guin, MD Ann Thompson, MD

Emmanuel Children’s Department of Dermatology director
Hospital University of Arkansas School Pediatric Intensive Care Unit
Portland, Ore. of Medicine Children’s Hospital
Little Rock, Ark. Pittsburgh, Pa.
Patricia A. Gabow, MD
medical director Milton Hammerly, MD Stephen J. Waszak, MD
Denver Department of medical director of Seattle, Wash.
Health and Hospitals complementary and
Denver, Colo. alternative medicine Richard D. White, MD
Porter Adventist Hospital Department of Radiology
Andrew E. Galakatos, MD Denver, Colo. Cleveland Clinic Foundation
professor of obstetrics Cleveland, Ohio
and gynecology Arthur C. Perry, MD
Washington University Department of
School of Medicine Ophthamology
St. Louis, Mo. Scripps Memorial Hospital
La Jolla, Cal.
338
mation and options and will work with you to get the
best care available. Even within managed-care systems,
physicians and patients have options.
Trends
Although managed-care systems have been around for
nearly 50 years, they became widespread in the 1980s.
Now nearly 75% of employees covered by employer’s
plans in this country are in managed-care systems of
some sort, including preferred-provider systems. How-
ever, some medical-system analysts believe that current
dissatisfaction with certain aspects of managed care
may mean a return to private solo or group practice.
Insider Facts
Laws in more than 35 states give patients the right to
access their medical records.
Patients should ask their physicians to go over cur-
rent laboratory reports with them. It is a good way to
learn the meaning of the medical terms; such knowl-
edge helps make you a better-informed advocate of
your own health care.
339
Chapter 43
Plumbers
M
any visitors to the United States are
astounded at what they perceive to be
the American preoccupation with
plumbing. Some of our bathrooms
are nearly as large as the homes of
our visitors. This was not always so. In fact, the U.S.
came fairly late to plumbing. King Minos of Crete
owned the world’s first flushing toilet nearly 3,000
years ago. But it was not until the mid 1800s that the
architect Isaiah Rogers created the first indoor Ameri-
can plumbing.
Although the advantage of not having to trek to an
outhouse in freezing weather was fairly obvious to our
forefathers, they were less convinced about the necessi-
ty of bathing. Therefore, they could see little reason for
plumbing that encouraged such behavior. In fact, as
late as 1840, the city of Boston had a law on its books
banning bathing except upon the advice of a physician.
And in the late 1800s there was just one bathtub for all
of Tucson’s 3,000 residents.
As American cities grew, however, the population
pressure forced some changes. Something had to be
done about water delivery and about waste. More im-
portant, something had to be done about disease. By
1888 the U.S. not only had plumbing health codes that
were being copied around the world, but we also had
the expertise to implement the codes. Today that ex-
pertise is assured by such organizations as the Plumb-
ing-Heating-Cooling Contractors (PHCC) National
Association, a group concerned not only with the edu-
cation of its members but also with developing new
technology and with solving conservation problems.
341
Where to Begin
Good references are the key to finding a good
plumber. Because nearly everyone at one time or an-
other needs this service, ask colleagues and friends for
recommendations. Building contractors, bath and
kitchen designers, and real estate professionals are
other good sources of names. If you are new to an
area, the local or state branch of the PHCC Associa-
tion should be able to recommend some of its mem-
bers to you.
As with many service providers, it’s smart to locate
a plumber before you need one and to keep all of the
plumber’s phone numbers in your phone file. But the
reality may be, when you need a plumber in a house-
hold emergency, you will settle for the one who can get
to you fastest.
What to Look For

Is the plumber properly licensed? The plumber
should be able to present proof of a local business li-
cense and a state license to practice plumbing. (Or you
can call the building inspection and licensing
CONSUMER RESOURCES departments in your city to check on this.)
AND PUBLICATIONS Does the plumber carry both liability and
worker’s compensation insurance? You do
Plumbing-Heating-Cooling not want to be liable for injuries that occur to
Contractors National a technician on your property.
Association Drive by the plumber’s business office.
(180 S. Washington St., Someone who does not maintain his or her
P.O. Box 6808, Falls Church, VA property is not likely to be much more care-
22046; 800-533-7694; ful with yours.
www.naphcc.org) Stop in and discuss the work you want
done. Ask for an estimate—of both cost and
PUBLICATIONS time. Find out how long the plumber has
Plumbing and Mechanical been in business, how many employees there
PHC Profit Report are, and what kind of training and experi-
Plumbing Insider ence those employees have. If a plumber is
The Connection Newsletter managing apprentices, chances are good that
Engineering News the quality of the plumber’s work is good
enough to be a model for those in training.
342
Chapter 43 PLUMBERS
Ask to see a standard service agreement or contract. If a plumber

These service agreements can suggest the scope of the is managing
problems the plumber typically handles. Many
plumbers now offer a plan of periodic checkups to in- apprentices,
spect items such as drainage fields and cooling systems. chances are
It is also informative to ask the plumber about some
of the more interesting problems he or she has solved. good that
A good plumber is an ingenious problem solver. the quality of
STATS AND FACTS: Today’s plumber is a highly trained the plumber’s
technician. Four years of supervised hands-on appren- work is good
ticeship are required just to become certified. Typically,
the candidate is required to find a plumber who will enough to be
oversee his or her apprenticeship. During the four a model for
years of working with the plumber, the candidate will
also be taking classes at a trade school. Today, those
those in
classes may well include training in management and training.
business skills, as well as in such technical subjects as
construction plumbing design and cooling systems.
Service-oriented plumbers will wear surgical boots

while in your house and will clean up and vacuum
after finishing the repairs. Perhaps best of all, a good
plumber will respond promptly to an emergency.
Red Flags
Some customers assume that a contractor who is me-
chanically proficient just naturally is not good at com-
municating. Good plumbers will pinpoint your
problem by asking you lots of questions. And they will
help educate you to prevent further trouble, explain-
ing to you exactly what they are doing and why, if not
during a plumbing crisis, soon thereafter.
Home-improvement stores sell a number of excellent
plumbing products. Although do-it-yourselfers are
probably on firm ground doing simple repairs,
plumbers worry that certain products, such as water
343
heaters and boilers, are sold without warning the cus-

tomer that improper installation can cause a danger-
ous situation.
Plumbers also worry that as many as half of the
products featured in some home shows do not meet
code, the local or state minimum standard for the
product. Plumbers know this because they know the
products and codes—and because Monday morning is
typically the busiest time in a plumbing contractor’s
office, as the plumber takes phone calls from cus-
tomers whose best-laid weekend pipes and ducting
have gone awry.
Trends
There is a growing shortage of people who wish to
enter the plumbing industry. As a result, you may
find it increasingly difficult to locate a plumber when
you need one, and may have to pay more for plumb-
ing services.
Insider Fact
Plumbers who charge less than everyone else in town
are frequently not well trained, either technically or in
terms of business management. The failure rate of
these businesses is high. So is the frustration level of
customers who are left holding worthless warranties. A
call to the Better Business Bureau can help you weed
out some of the worst offenders in your community.
STATS AND FACTS: Only 10% of plumbers use flat-rate

pricing, a standard charge for a generic problem (say,
a stopped-up sink). The rest charge hourly and for
supplies.
344
Chapter 43 PLUMBERS
PANEL OF INSIDERS
Gerry Calfo Don E. Osborn Francis Williams

Calfo & Haight Inc. MPA Plumbing & FA Williams
Washington, D.C. Air Conditioning Belmont, Mass.
Mansfield, Tex.
Charles Carson James P. Witten
Carson Plumbing Repair Monica Ryan Witten Brothers Inc.
Athens, Ga. Village Plumbing Company Charlestown, Ind.
Houston, Tex.
Michael Kastner R. Scott Zeigler
Kastner Plumbing & Heating Lawrence E. Snow Ray A. Shaffer Inc.
West Friendship, Md. Anytime Plumbing Schwenksville, Pa.
Las Vegas, Nev.
345
Chapter 44
Psychotherapists
and Counselors
lthough psychotherapy is not an
A American invention, it feels as if it

should be. In the 1930s, European an-
alysts fled their troubled homelands
for the U.S. These psychotherapists
and their ideas were embraced by a country that had
run out of a physical frontier to explore and was ready
to take on an internal unknown. Psychotherapy also fit
in nicely with another American tendency—that of try-
ing out one idea and quickly moving on to the next. In
the past 70 years, we have embraced Freudian analysis,
followed quickly by Jungian, Gestalt, behaviorism,
transactional analysis, cognitive, and short-term thera-
pies. A psychologist with an interest in the history of
the field recently counted types of therapy currently
being offered. He stopped counting at 400.
Where to Begin
Choices abound not only in therapeutic approaches but
also in kinds of practitioners with whom you can work:
■ Psychiatrists, who are medical doctors, have spent
four or more years beyond medical school complet-
ing a psychiatric residency. In years past, most psy-
chiatrists were trained in the Freudian model. Now a
large number favor pharmacological treatment for
many problems.
■ Psychologists typically hold the degree of doctor of
philosophy (PhD), doctor of psychology (PsyD), or
doctor of education (EdD). Psychologists are not li-
censed to prescribe medications. Most psychologists
prefer one method of therapy over others. Today
347
the preferred therapy focuses on producing changes

in behavior.
■ Social workers who see clients usually have a master
of social work (MSW) degree. Social workers com-
plete supervised clinical training and are specifically
trained to look at the family and at the social context
of human problems.
■ Marriage and family therapists (MFTs) are trained to
deal with problems in marriage and between parents
and children. They have master’s or doctoral de-
grees, have passed comprehensive written and oral
exams, and have a significant amount of supervised
practice (in some states, as many as 3,000 hours).
■ Psychiatric nurses (RNs) most typically are part of the
therapeutic process within a hospital or clinic setting.
They are registered nurses who have completed spe-
cialized training, which includes training in diagnosis
of psychiatric disorders, intervention techniques, and
psychopharmacology (use of treatment drugs).
American Association for Marriage American Psychological Association

and Family Therapy (1133 15th St., (750 First St., N.E., Washington, DC
N.W., Suite 300, Washington, DC 20005; 20002; 202-336-5500; www.apa.org)
202-452-0109; www.aamft.org)
National Association of Social
American Counseling Association Workers (750 First St., N.W., Suite 700,
(5999 Stevenson Ave., Alexandria, VA Washington, DC 20002; 202-408-8600;
22304; 800-347-6647; www.naswdc.org)
www.counseling.org)
National Mental Health Association
American Psychiatric Association (1021 Prince St., Alexandria, VA 22314;
(1400 K St., N.W., Washington, DC 800-969-6642; www.nmha.org)
20005; 202-682-6220; www.psych.org)
PUBLICATIONS
American Psychiatric Nurses Counseling Today
Association (1200 19th St., N.W., Journal of Counseling and Development
Suite 300, Washington, DC 20036; Practice Strategies
202-857-1133; www.apna.org)
348
Chapter 44 PSYCHOTHERAPISTS AND COUNSELORS
If you wish to begin therapy, ask your family physi- If your state
cian for a recommendation. Be specific about what you does not
want and do not want in a therapist, and describe as
clearly as you can your goals. Priests, rabbis, and minis- require
ters are another good source of names of therapists. So licensure,
are local mental health associations, national profes-
sional organizations, and university medical centers. double-
check the
STATS AND FACTS: More than 16 million Americans
seek therapy every year. training and
professional
Once you have a list of prospective therapists, make
some phone calls. Tell the therapist’s receptionist that memberships
you are considering beginning therapy and that you of the
have a few general questions to ask the therapist. Five
or ten minutes on the phone can give you an initial im-
prospective
pression of the therapist. A face-to-face consultation is therapist.
better. You should explain why you are seeking therapy
and make sure that the therapist works in the area of
your concern. You should ask about the therapist’s
training, experience, certification, and methods used.
Certain kinds of problems are best handled with a
particular kind of therapy. For example, phobias tend
to respond well to behavioral therapy. If you are not
certain about the therapy that the therapist has pro-
posed, a call to the state psychological association can
provide additional information. You will also want to
verify the therapist’s credentials with the appropriate
state agency. Therapists are typically licensed through
professional boards, such as a Board of Behavioral Sci-
ence, which is part of a state Department of Consumer
Affairs. However, only 30 states currently require licen-
sure. If your state does not require licensure, it is im-
portant that you double-check the training of the
prospective therapist and determine, in addition,
whether the therapist holds memberships in profes-
sional organizations.
It is important to know whether you can reach the
therapist during an emergency and what arrange-
ments the therapist makes to cover the practice when
the therapist is ill or on vacation.
349
Finally, you should ask about fees, payment, and

whether the therapist accepts your insurance.
STATS AND FACTS: Fifty-minute sessions can run from

$45 to $150 or more. Insurance plans cover some
treatment. However, there is usually a cap on payment
and on the number of sessions the insurance will cover.
Some clinics charge clients on a sliding scale, in accor-
dance with their income.
After screening five or six therapists on the phone,

make arrangements for consultations with three of
them. Therapy is a highly individualistic and personal
process. You may work well with one therapist and not
with another. Good rapport should be a major factor in
the choice of therapist. If you do not trust and respect
the practitioner, therapy will not be successful.
What to Look For

Many prospective clients worry that therapy is a vague,
nearly endless process. In fact, a good therapist will
want to set treatment goals with you and periodically
review your progress toward those goals.
Therapy, if it is helpful, is also at times difficult and
even infuriating because you pay a therapist to tell you
things you don’t want to hear. Although good thera-
pists should treat you with respect, they will not always
agree with you. One of the great benefits of therapy is
new and alternative ways of looking at your life, prob-
lems, and possibilities.
4 TIP: Look for a therapist who is a cheerful person. It

makes sense to avoid therapists who do not seem able
to manage and enjoy their own lives.
One aim of therapy is to give you information and

skills that will enable you to think and act more effec-
tively. Because no one comes to therapy (or life) with
exactly the same characteristics or experience, it makes
sense that the same therapy will not work for every
350
client. Good therapists are able to tailor their training You should
and skills to meet your needs. Furthermore, therapists leave the
should be willing to discuss with you which means they
would employ to reach your mutually agreed upon therapist’s
goals. Effective therapists also tend to be realists and to office with
have a sense of humor.
something
STATS AND FACTS: Depression is one of the most com- new to think
mon reasons for seeking therapy. It is estimated that
depression affects nearly 11 million Americans and that about, a new
depression annually costs the country more than $43 approach to
billion, at least half of which cost can be attributed to
lost work productivity. Furthermore, mental disorders try on an
are the third most significant condition limiting the old problem.
ability to work. Only cancer and stroke account for
more lost workdays.
Red Flags
Most therapists recognize that finding a good therapist
is not an intuitively obvious process, and so they are
happy to spend time talking with a prospective client
on the phone or arranging an initial consultation.
Avoid any therapist who hesitates to do this.
Therapy is not meant to be a particularly soothing
process. A therapist who lets you blame others for your
unhappiness is not helping you move out of your diffi-
culties. You should leave the therapist’s office with
something new to think about, a new approach to try
on an old problem.
Therapists should act like professionals. Your ses-
sion should generally begin on time. (An occasional
emergency that throws a therapist off schedule hap-
pens in this business.) Therapists shouldn’t take calls
from other clients or colleagues during your session.
They shouldn’t spend a great deal of time talking
about themselves.
You should avoid a therapist who seems unsure or
unstable. You should likewise pay immediate attention
to any feelings you have that the therapist is patroniz-
ing or behaving in a sexually suggestive way.
351
Short-term Other Considerations

therapy can Before beginning treatment, you have a right to know
about any arrangement between the therapist and
sometimes be your insurer or managed-care plan, such as caps on
effective for the number of allowable sessions, that could affect
your treatment.
problems such You also have a right to confidentiality, within cer-
as divorce, tain legal limits. Therapists are required, for example,
to alert authorities if they receive information that
work-related leads them to believe that a life is in danger. You may
stress, or want to ask prospective therapists how they handle in-
quiries from insurers.
the death
of a family
Trends
member. Because many health plans limit the amount of therapy
they will pay for (perhaps as few as six to 12 sessions),
some therapists have become interested in “time-effec-
tive” treatment. The most extreme example of this
trend is single-session therapy. Short-term therapy can
sometimes be effective for problems such as divorce,
work-related stress, or the death of a family member.
There is also a trend toward licensure to allow psy-
chologists to prescribe medications. Many psychothera-
pists also consult with MDs on medications for their
mutual patients. That way, two professionals are moni-
toring the effectiveness of the treatment.
Insider Facts
Many different therapeutic approaches seem to work
equally well. Some problems, though, seem to be best
handled with therapy in combination with medication.
A significant number of therapists, however, are con-
cerned about the increased use of medications, which
they feel can cover up pain and allow patients to avoid
the opportunity for change that therapy can provide.
Many therapists are concerned that questions
asked by HMOs concerning treatment are an invasion
of the patient’s privacy and that the caps set on treat-
ment are not realistic.
352
PANEL OF INSIDERS
Loretta Bradley Scott W. Henggeler James Marchman

president Family Services Research president
American Counseling Center, Department of Iowa Psychological
Association Psychiatry and Behavioral Association
Alexandria, Va. Sciences Iowa City, Iowa
Medical University
Clara Farah of South Carolina Bruce T. Saunders
president Charleston, S.C. Bangor, Maine
New Mexico Psychological
Association Joseph Kandor Diane Spangler
Albuquerque, N.M. Department of Counseling Department of Psychiatry
SUNY College Stanford University School
Marvin R. Goldfried Brockport, N.Y. of Medicine
Department of Psychology Stanford, Cal.
State University of
New York at Stony Brook Roberta VandeVoort
Stony Brook, N.Y. Las Vegas, Nev.
353
Chapter 45
Real Estate
Agents
T
he only task more difficult than finding
your dream house is finding the real es-
tate agent who can lead you to it. If this
statement is true, it is something of a mir-
acle that two-thirds of Americans who
have recently used the services of a real estate agent
say they would use the same agent again.
Real estate is a highly competitive industry. Not
only is there one real estate agent for every 300 Ameri-
cans, but 20% of homeowners who decide to sell their
homes will do so themselves. These do-it-yourselfers
are better prepared than sellers have ever been before.
They know how to advertise over computer networks
or local public access television stations. If these sellers
are successful, they pocket the 6% to 7% commissions
they would have paid agents. So why work with a real
estate agent?
Because the “if ” in real estate transactions can
quickly overpower a novice, say the experts. If a
prospective buyer shows up at your door at 8:00 A.M.
on Saturday, will you be prepared to show the house?
If the right buyer (or any buyer) doesn’t show up be-
fore you have to move, what will you do? If a buyer
does appear, what kind of negotiation, inspections, and
paperwork are required to close the deal? If no buyer
seems to be appear, can you be certain that you have
priced your house well?
Where to Begin
There are almost as many kinds of agents as there are
agents themselves; however, there are two basic roles:
355
broker and agent. A broker is licensed by the state to

conduct a real estate business and to negotiate transac-
tions for a fee. An agent is a broker’s repre-
CONSUMER RESOURCES sentative and is usually an independent
AND PUBLICATIONS contractor rather than an employee. He or
she is permitted to sell real estate under the
National Association of supervision of a licensed broker. Both brokers
Realtors (700 Eleventh St., and their representatives are properly called
N.W., Washington, DC 20001; agents because they act as agents for their
202-383-1000; www.realtor.com) clients. Agents split their commissions with
their brokers.
PUBLICATION For sellers, the first and most important
Real Estate Insider distinction may be how much the sellers’
agent is paid. Traditionally, the sellers pay
their agent 6% to 7% of the purchase price of their
home at closing, although this percentage may vary
somewhat from place to place.
■ A transactional broker helps the buyer and the seller
complete the required paperwork but has no legal
obligation to either party. The transactional broker is
usually contacted after the seller has found a buyer.
This kind of agent typically earns a lower commis-
sion from the seller than a full-service broker does.
Sometimes the seller and the buyer split the fee to
the broker.
■ Another commission-saving choice is the discount
agency. It is possible to save 50% or more of the stan-
dard commission—but work and expense are in-
volved for the seller. You will be placing and paying
for advertising, answering calls, and showing
prospective buyers through your house. The agency
will handle the paperwork for you.
■ A third way to save money is to use a full-service
agent with whom you negotiate a lower commission.
This approach is typically more successful if you are
trying to sell a very expensive property.
If you are the buyer and are faced with the issue of
dual agency—the reality that the agent who will help
you buy a home will ultimately be paid by the seller
and therefore ultimately owes his or her allegiance to
356
Chapter 45 REAL ESTATE AGENTS
the seller—you might consider working with a buyer’s

broker, who works for you, by the hour, for a flat fee,
for a percentage of the purchase price, or for 2% to
3% of your target purchase price. (More on buyer’s
brokers, below.)
Decisions, decisions, decisions—and you have just
begun. You also need to know what all those letters be-
hind an agent’s name mean:
■ First of all, only members of the National Association
of Realtors may call themselves Realtors. In this case,
there is more in the name than merely the name.
NAR members have undergone training and must
uphold the association’s code of ethics. (Not too long
ago, only members of the NAR had access to the
famed multiple listing service, or MLS. Today in
some areas, the MLS, or a version thereof, is available
from other sources.)
■ About 10% of agents hold the GRI, or Graduate Real-
tor Institute designation, which requires an addition-
al minimum of 90 hours of training.
■ The CRS, or Certified Residential Specialist, is another
designation you may run across. About 3% of agents
are certified residential specialists, who have had ten
years of experience in the field and have completed
more training.
■ Even fewer agents are Certified Real Estate Brokerage
Managers, and most of them spend most of their time
managing staff instead of working with clients.
What to Look For

Once you decide what kind of agent you want to
work with, you need to find one who is experienced
and who works full-time in real estate. Real estate is
an easy business to get into, but a hard one in which
to succeed.
STATS AND FACTS: In some states, taking as little as 40

hours of classroom instruction and passing a short
multiple-choice exam may be all that are required to
obtain a real estate license. The field attracts many
357
people who think they will sell property to bring in a

little extra money. These two facts contribute to an
agent dropout rate of nearly 70% in the first three
years of practice.
If you’re selling property, a good way to get a first-

cut list of names is to call local agencies and ask for the
names of their top producers or talk with bankers,
mortgage brokers, and title-company employees who
work with agents and ask them who they would hire to
sell their property.
If you are interested in buying a particular house
or in a particular neighborhood, talk with a few people
who live in the area and ask whether they know any
agents who know the neighborhood well.
4 TIP: An agent who works alone can probably handle

the work necessary to sell 12 to 15 listings in a timely
fashion given current housing-market conditions and
the marketability of each home. One who has a good
support staff in the office may be able to handle the
sale of up to 100 listings.
From this list, choose three or four names and

make an appointment to meet the agents at their of-
fices. Successful agents recognize that prospective
clients are usually looking for either compatibility or
technical competence in an agent. But it isn’t asking
too much to want both.
The first clue that the agent might have the neces-
sary empathy and knowledge to help you find the
right house will be the agent’s interest in finding out
what you want. Experienced agents know that what
they believe might be the perfect house for you may
not be what you have in mind. Good agents will not try
to rush you into signing with them or show you prop-
erties before they have a clear idea of what will appeal
to you. On the other hand, good agents may show you
a house that they have a hunch will appeal to you and
meet your needs, even if you might not otherwise have
considered it.
358
Similarly, if you are interviewing agents to sell your Most agents

house, they should take the time to visit you in your tend to
home, ask you why you are selling, assess your home’s
condition, and give you a written market analysis. (A specialize in
market analysis is a good tool for comparing the ways selling
in which agents view your property.)
It is also helpful to find out what kind of support property or
services the agency offers: helping
■ Will this agent help you find financing, find informa-
tion about property taxes, arrange for surveys and in- buyers find
spections, and handle placing and paying for residential,
advertising?
■ And will the agent put the promise of these services in
commercial
writing? or farm
■ What else can he or she offer when you ask what will
be done to help you get the best price for your house?
property.
Finally, ask for the names of the agent’s last four

clients and then call them and ask about their relation-
ship with the agent:
■ How quickly did the agent return their phone calls or
e-mails?
■ Did the closing go smoothly or were they and the
agent running around on closing day trying to find
information or documents?
■ Would they work with the agent again?
■ How long was their property on the market? (The
agent should be able to tell you what the average
length of time on the market has been recently for
properties in your locale.)
■ How close was their selling price to the asking price?
(Unless the market is very weak or the property very
expensive, the selling price should be within about
5% of the asking price.)
Real estate is a complicated business and it isn’t

possible for an agent to know everything. Most agents
tend to specialize in selling property or helping buyers
find residential, commercial or farm property. Many
agents even specialize in a certain part of town. Ask the
agents what their area of expertise is. Lawsuits can
359
arise when an agent tries to perform a service he or she

doesn’t usually handle.
4 TIP: Work with an agent who does at least 50% of her

business in your price range and area of interest.
Make sure that the agent has the professional certi-

fication, such as the CRS, necessary to do the job you
want done. Check the dollar volume of the agent’s
sales. (Agencies keep very good track of these figures.)
Chat a little about what generally affects property
prices in your town. The best agents make it their busi-
ness to know what is happening and likely to happen
economically and politically in their communities.
Ask if the agent is active in local and state real es-
tate networks. Real estate is a highly competitive busi-
ness, but the best agents maintain good relationships
with their colleagues. It is much more difficult to close
a deal involving two agents who have been on opposite
sides of a recent legal or ethical dispute. Does the agent
seem to have good contacts in local code enforcement
and planning offices? Many real estate deals have been
sunk because of an agent’s inability to reason with gov-
ernment personnel over fine print.
A good agent should be well connected in more
ways than one. Real estate is now a high-tech business.
Gone are the days of the standard three “Ps” of putting
a sign on the property, putting an ad in the paper,
putting the listing in the MLS and praying. Things
move fast and agents stay in touch with clients by
pagers, cell phones, and several land phones. Agencies
maintain Web sites, on which they post their listings.
Computers, from which the agent can pull a wealth of
useful information for you, such as comparables—that
is, houses that have recently sold that are similar to the
house you wish to buy or sell—are also standard. Ask
different agents to come up with a selling plan for your
property and watch how they do this. Someone who
simply downloads a canned selling plan from the com-
puter has not thought through the subtleties concern-
ing your particular property.
360
It might appear that a seller’s agent exists to list An agent

houses, make deals, and make money. Yet a very big who spends
part of doing this successfully and over a period of
time is putting buyers in the right house. This “right a fortune on
house” means one that fits the buyers’ stated needs advertising
and probably a few of their unstated ones. (“I just feel
so at home here.”) This house must also be properly isn’t necessarily
priced—which means not only that the buyer can get a the agent who
mortgage loan for the property, but also that the buyer
will feel that the deal was reasonable. Word gets sells the most.
around quickly in any community about agents who
do right by buyers and those who don’t. A good agent
will want to make you happy and possesses the people
skills to do so. Because a fair amount of an agent’s busi-
ness comes through referrals, a good agent will be sen-
sitive to the long-range consequences of happy or
unhappy clients, both buyers and sellers, no matter
who is paying the bill.
4 necessarily
TIP: An agent who spends a fortune on advertising isn’t
the agent who sells the most. Many very
successful agents will tell you that most of their sales
come from knowing very well the properties in the
area, spending the time getting to know what their
clients want and need, and then putting the right
properties and the clients together. All this has very lit-
tle to do with advertising.
Red Flags
Finding a good agent is one side of the coin; avoiding a
bad one is the other.
If an agent talks more about what the agency or
company can do for you than what he or she will do
for you, keep interviewing. Agencies do not close deals.
Individual agents do.
As a buyer, if you are shown nothing but inside
listings (properties listed by the agent’s agency), you
can assume the agent may have more than your wel-
fare in mind.
As a seller, look elsewhere for service if an agent
361
You still may seems to be promising too much, particularly given the
want to use fact that most of us want to believe our houses are
worth more than they are. Be equally wary of the
a dual agent, agent who tries to talk you into underpricing to sell
but just be quickly. Your need to move quickly may be exceeded
only by the agent’s need for a commission.
extremely Whether you are a seller or buyer, any evasiveness
careful what on the part of the agent should cause you to wonder
what he or she isn’t telling you (and why) and to also
kind of question why you should have to pry information out
personal of someone who should want to close a deal.
information
you give Other Considerations
Most consumers assume that the agent working with
that agent them to find a property is in every sense representing
and when them and their interests. In fact, traditionally the real
estate agent was legally bound to work for the seller,
you give it. who was paying the commission, and the agent was
legally obligated to pass along to the seller any signifi-
cant information you might have given him or her,
such as your income and your absolute top price
limit. You need to understand the agent’s responsibil-
ities clearly.
All 50 states have laws governing disclosure of
“agency”—that is, to whom an agent legally owes his or
her obligation—but some states have much stricter
laws than others. Some states have outlawed dual
agency, which occurs when an agent represents both
the buyer and the seller in the same transaction. Other
states merely require that the consumer be informed
about the dual agency. State laws regarding agency are
in flux. This is something to ask a prospective agent
about at your first meeting.
The issue of agency in effect opens up another
layer of decision-making on the part of the consumer
looking for a broker. You still may want to use a dual
agent, but just be extremely careful what kind of per-
sonal information you give that agent and at what
point in the process you pass along such information.
362
4 unteer
TIP: In many states, the law requires that the agent vol-
information about agency in the first meeting.
Unlike a
seller’s agent,
Other states do not require this disclosure, and thus
agents in those states may decide to wait to tell you a buyer’s
until you are ready to make an offer to buy, at which broker may
point the agent may well have obtained information
that could be used to your disadvantage when passed wish you to
along to the seller. work with
There may be a reason you feel you have to work him or her
with someone who is a dual agent, say, if you were al- exclusively
ready committed to that agent when he or she sudden-
ly listed the only house with which you’ll ever be for several
satisfied. In this case, you might want to also work con- months.
currently with a real estate attorney, just to make cer-
tain your interests are well represented.
You may decide to avoid the whole problem of
dual agency at the outset by choosing to work with a
buyer’s broker. Your contract with the buyer’s broker
should reflect a willingness to negotiate a good price
on the property for you, to prequalify you for a loan
(and maybe help you get a better rate), and to show
you homes for sale by owners as well as homes offered
on the multiple listing service. Working with a buyer’s
broker can net savings of up to 10% for the buyer.
Buyer’s brokers make it their business to know
when properties have been sitting for a while or when
the circumstances of the seller have changed (for ex-
ample, the seller has to get to a new job). These are
good times to negotiate the price of the property.
Unlike working with a seller’s agent, to whom you,
as a buyer, owe no allegiance, a buyer’s broker may
wish you to work with him or her exclusively for sever-
al months. This period of time should be negotiated
and written into the contract. The commission or per-
centage you will pay the buyer’s broker also should be
written into the contract. Buyer’s brokers may charge a
retainer up front, which is credited against the fee or
commission of the buyer’s broker if you buy.
Pure buyer’s brokers, who refuse seller’s listings
and are paid by their buyers only, are a minority
363
among agents. If you work with a pure buyer’s broker

and you are a move-up buyer, you will have to find
someone else to sell your home.
You’ll increase your options if you choose an agent
who can both represent you as a buyer’s broker, but ac-
cepts listings and can also sell your home. If the buyer’s
broker has signed a contract with you that promises
that the agent will represent your interests, that agent
does not owe allegiance to the seller, even if he or she
will be paid out of the selling commission.
It’s smart to talk frankly with a buyer’s agent about
the circumstances under which that agent will or won’t
be able to negotiate in your best interest.
There are now several national franchises that can
help you find a buyer’s agent in your area. Two of
these are Buyers’ Agent (800-766-8728) and Buyers’
Resource (800-359-4092). A useful Web site is that of
the National Association of Exclusive Buyer Agents
(www.naeba.org).
Trends
Today, few agents are solo operators. Most work for a
company that is a franchise, although there are still
some very well regarded large, independent agencies.
Most companies choose the franchise option for the
benefit of name recognition, but there is little consis-
tency in service between the XYZ Realtors in one town
and the XYZ Realtors in another.
Insider Fact
Consumers moving from one area to another will
often ask an agent in their town to refer them to
someone to work with in the new area. If the agent
you ask for a referral is part of an affinity group, such
as a national real estate company with offices in many
cities, he or she will receive a kickback of as much as
25% to 30% from the agent he or she refers you to, if
you work with that agent and if that agent closes a
sale. The question you should ask yourself is, What
364
PANEL OF INSIDERS
Janice Barrett Barnum Burrall Patricia Hunter

Realty One Services Town & Shore Turman Realty Co.
Pensacola, Fla. Portland, Maine Columbus, Ga.
Deborah Battersby Stephen Canale Kirk Kessel

national president Ypsilanti, Mich. Kessel Real Estate Group
Women’s Council of Melbourne, Fla.
Realtors Greg Contreras
Geneva, Ill. Mason McDuffie Carol Lucas
Pleasant Hill, Cal. Mason McDuffie
Lisa Bovie Burlingame, Cal.
Moore & Co. David Fleury
Breckinridge, Colo. ERA Larrabee Realty
Yarmouth, Maine
Ken Brazil
RE/MAX Kathy Gruden
Fremont, Cal. Launders & Associates Inc.
Willowick, Ohio
kind of an agent will pay 30% of a commission for a

referral? Agents this desperate for a commission are
likely either very new to the business or thinking
about finding employment for which they are better
suited. You might do better by asking your new em-
ployer’s human resource department or your new
boss for a referral to an agent who has done well by
transferees or new hires in the past.
365
Chapter 46
Recruiters
T
wo generations ago, the work pattern in
this country reflected the expectation
that employees would work for the same
company for 30 years and be rewarded
for their good work and loyalty with a re-
tirement party and a gold watch. Today few employees
have this expectation. Moreover, few employers expect
employees to make a life’s work of their jobs. Enter the
search firm, the recruitment agency, the headhunters.
The recruiter works for the employer, who pays a
fee to the recruiter for finding the right person for the
job opening. The recruiter or recruitment agency
works on either a retainer or a contingency fee. A re-
cruiter who works on a retainer has an exclusive con-
tract with the employer to fill the position. A recruiter
who hopes to earn a contingency fee must find the
right candidate for the job, whom the employer then
hires. Hence, the recruiter seeking to earn a contin-
gency fee works for both the company and the candi-
date. Finding a candidate who has skills that fit the
company’s needs and who will be happy and produc-
tive in the company’s environment is the only way that
the recruiter can satisfy his or her contract with the
company—and the only way the recruiter can satisfy
his or her other client, the person looking for a job.
STATS AND FACTS: Recruiters typically earn a fee equal

to a percentage of the annual position salary being of-
fered plus expenses. This fee is paid by the prospective
employer and not by the job candidate.
If you seek a job through a search firm being paid
367
a contingency fee, you can expect to be competing with

a larger number of candidates for the open position.
Firms working on a retainer will usually carefully
screen candidates and send only three to five candi-
dates for interviews with the prospective employer.
Where to Begin
Many recruitment agencies specialize in finding candi-
dates to fill positions in one field, such as banking,
health care, finance, or computer science. Large gener-
alist firms have various divisions or experts who han-
dle specific field searches. In either kind of firm,
however, you will be dealing with an individ-
CONSUMER RESOURCES ual recruitment specialist and you will need
AND PUBLICATIONS to assess his or her knowledge of your field.
Word-of-mouth referrals from colleagues
National Association of or friends in your field of work can be very
Personnel Services (3133 helpful. Referrals from those who are in a
Mount Vernon Ave., Alexandria, different line of work are less useful, for obvi-
VA 20005; 703-684-0180; ous reasons. If a recruiter has recently placed
www.napsweb.org) someone in the company that currently em-
ploys you and that employee seems like a
PUBLICATIONS good match with the position, ask the em-
Executive Recruiter News ployer who handled the placement.
Most recruiters tend to focus Recruiters who specialize are members of
on industry-specific publications. the same professional organizations that
In addition, they read general draw candidates they try to place. Call mem-
business publications and the bership offices or check professional directo-
Wall Street Journal and frequently ries and conference attendance lists for
check Internet news services. names of recruiters in your field. You can
also check a directory of professional re-
cruiters to determine areas of specialization. A good
online source is Oya’s Directory of Recruiters
(i-recruit.com). Libraries should have copies of the Na-
tional Association of Personnel Specialists Directory.
The recruitment industry is volatile. If you have the
name of a person at a firm you wish to approach, say,
because he or she has contacted you in the past, check
to see that the person is still with that firm. Among in-
dustry professionals, personnel lists in recruitment
368
Chapter 46 RECRUITERS
firms are often updated monthly. If the recruiter whose Even within
name you have is no longer with the agency, ask to the specialties,
speak with whoever now recruits in your area.
there are
What to Look For specialists.
Once you have a list of potential recruiters, call a few You need to
and ask what kind of positions within your industry make certain
they place. Even within the specialties, there are spe-
cialists. Although many recruitment firms recruit and that you and
fill positions all over the country, some work only with the recruiter
local or state firms. Other firms work internationally.
You need to make certain that you and the recruiter are in the
are in the same ballpark, literally. same ballpark,
You should also try to get an idea of the way the re-
cruiter works. Ask a few questions, such as:
literally.
■ When you get a candidate like me, what do you do?
■ When was the last time you placed someone with my
background? The more recent, the better.
■ With which client companies do you work? The re-
cruiters may give you specific names of companies
with whom they are currently working or names of
companies with whom they have worked in the past.
Or they may give you names of the kind of compa-
nies with whom they work.
■ How much time will you spend on my behalf? Will you
make a few calls to see what kind of openings may be
listed soon in my field or to tell companies about me?
Or will you just wait to hear about the openings?
Other questions you might ask include:

■ What can I do to help you place me?
■ Will other recruiters in your office work on my behalf?
■ Are you retained by any companies? Someone who is
retained is someone with a good track record.
■ How long have you been in recruitment? How long
have you been in your specialty (desk industry)? In
an industry where longevity is often measured in
months, years are a very good sign.
■ How long have you worked for this company? The in-
dustry is so volatile that recruiters are always trying
369
to recruit away the best recruiters, but good agencies

and good recruiters know that people have to know
where to find you. So recruiters who job hop every
three months may be serving themselves more than
their clients.
■ Which professional certifications do you have? The
National Association of Personnel Services has of-
fered certification since 1961. To become a certified
personnel consultant (CPC), the candidate must
have practiced in the field for two years prior to sit-
ting for the exam, which covers such matters as em-
ployment law and standards of business practice.
To maintain certification, the consultant must com-
plete 50 credits of continuing education every
three years.
■ What do you do to ensure confidentiality? Most job
candidates would prefer to inform their current em-
ployers themselves about job-seeking activities rather
than to have their employers learn of a planned
change in employment from a third source.
4 TIP: Recruiters are interested in candidates who are

happy with their current jobs. The recruiter is not the
person you should tell about your frustrations with
your current employer.
It is important that the recruiter’s style matches

your own. After all, the recruiter will be representing
you to future employers. It you are uncomfortable
with a hard sell, don’t work with a recruiter who uses
that approach.
You should also feel that the recruiter has been lis-
tening to you, has a clear understanding of your needs
and career goals, and has been honest with you and is
honest in his dealing with client companies.
4 until
TIP: You should never send a résumé to a recruiter
you are asked to do so. Recruiters prefer to see
the paper after they have determined that there is a
possibility of successfully presenting you to a prospec-
tive employer.
370
Red Flags The recruiter

Do not work with a recruiter who does not return your is not the
calls or who often tells you that appointments he set up
for you fell through. person you
A recruiter who has the time to talk with you every should tell
day probably isn’t working hard to place you, but you
do need reasonably up-to-date information about what about your
the recruiter is doing for you. Hearing from a recruiter frustrations
every couple of weeks is certainly in order.
A recruiter who cannot effectively communicate with your
with you is unlikely to do much better in explaining current
your qualifications to a prospective employer.
Also beware recruiters who lose information you employer.
give them or frequently call you about openings that
do not match your background or stated goals.
4 TIP: It is acceptable for a recruiter to ask you to work

with him or her exclusively if you feel that the re-
cruiter is giving you enough opportunities to have an
actual choice and enough information to make an in-
formed decision.
A recruiter should not ask you to pay a fee if you

are a candidate seeking a position rather than an em-
ployer seeking to fill a position.
A recruiter should not release your résumé to
prospective clients without your approval.
Finally, you should be cautious about working with
a recruiter who drops the names of other candidates
with whom he or she is working to impress you. This is
a breach of confidentiality.
A few years ago many recruiting companies decided to
try to save on salary costs by hiring younger profes-
sionals, many of them right out of school. Companies
discovered that this approach was actually more costly
in terms of management expenses. Aside from the
need to train these people and get them in the corpo-
rate groove, companies found that leadership qualities
371
If you find a and a firm grasp of human realities take years of expe-
recruiter with rience to develop. They are not skills that are textbook-
based. So many corporations now work toward a mix
whom you feel of new blood and experienced staff. Your recruiter
comfortable should be aware of this fact and should know a great
deal about various corporation personalities and know
but who has where you might best fit in.
no openings Job availability is not a matter a recruiter can con-
trol. If you find a recruiter with whom you feel com-
at the present fortable but who has no openings at the present time
time to fit to fit your needs, stay in touch.
your needs, STATS AND FACTS: Recruiters will tell you that the
stay in touch. best time to look for a new position is when you don’t
need one. As many as 75% of the candidates placed
by a good search firm within any year are not actively
seeking a job.
Trends
The increase of professional certifications within the
industry is a positive trend, but many experts are con-
cerned about the increasing number of inexperienced
recruiters. In the recruitment industry, demand fre-
quently outstrips the supply of trained professionals.
Therefore, the chance of finding yourself working with
a new and inexperienced recruiter who is not well con-
nected in the industry is fairly high.
Although recruitment firms are often willing to
consider a reduction in fees if they are filling multiple,
identical positions for the same company, they under-
standably prefer to avoid companies that are unwilling
to pay reasonable fees for a job well done. (At present,
no recruitment agencies charge a fee to job candidates
to offset loss of fees from companies. However, that
could change.)
Insider Fact
The most successful recruiters are members of the
prestigious Pinnacle Society, an organization of the top
372
PANEL OF INSIDERS
Gary Adams Karen Levy Susan Roberts

Management Recruiters Management Recruiters executive director
of Omaha Atlanta North Inc. International Association
Omaha, Neb. Atlanta, Ga. of Corporate and
Professional Recruitment
Chuck Hansen Kevin Lewis Winnetka, Ill.
MRI Jacksonville Lewis Associates Technical
Jacksonville, Fla. Recruiters Arthur Young
Littleton, Colo. Management Recruiters
Jill Herrin of Stanhope
J&D Resources Inc. George Liou Stanhope, N.J.
Memphis, Tenn. president
Comrise Technology Steven Yunger
Tim Lawler Haxlet, N.J. manager
MRI Healthcare Recruiters
Mequor, Wis. Ed Lipinski International
president Eden Prairie, Minn.
E.J. Ashton & Associates Ltd.
Lake Zurich, Ill.
75 recruiters in the country. This organization holds

conferences twice a year to discuss trends in the indus-
try and to exchange information on improving and
maintaining professional standards of practice.
373
Chapter 47
Stockbrokers
Y
ou have money to invest but you don’t
know where or how to invest it. Or you
know what you want to do with some
money, but you need someone to do it
for you.
Stockbrokers traditionally have provided two basic
services, whether in person, over the phone, or online:
(1) Giving you information and advice about stocks,
bonds, mutual funds, and other investments and (2)
selling you the investments that you choose to pur-
chase. Later, if you wish, the broker will also help you
sell those investments. When you buy or sell, the bro-
ker makes a commission, which compensates the bro-
ker based on how often you traded.
Today, while the two basic services remain the
same, the way they are delivered and charged for has
changed substantially with the advent of online invest-
ing. While brokers once described themselves as one of
three types—full-service, discount and online—the
lines between those categories has blurred, as you’ll
see. More than ever, you must consider your needs and
the degree of service you require and then choose the
brokerage firm that will give you the service you want
at the price you want to pay.
As always, careful investors need to remember that
stockbrokers are still salespeople, but that many are
very skillful and knowledgeable about the stock mar-
ket. Investors can also take some comfort in the fact
that the trading of stocks is tightly regulated by the fed-
eral government.
375
Where to Begin
Before you’re ready to choose a stock broker, you’ll
have to do a little thinking about what kind of investor
you are and how you like to operate. Which of these
statements best describes you?
■ You like to talk things over, weigh all the angles,
check every source of information you can before
you make a decision. You are a good candidate for a
full-service broker in its traditional role.
■ You have no trouble making decisions on your own,
you prefer to do your own research and you don’t
want to pay someone to do it for you. A full-service
broker’s “discount”-style program or a discount bro-
ker is probably the way to go.
■ You fit the second description, and you use the Inter-
net a lot to shop and track down information. You’d
probably be happiest with an online broker.
Before seeking the services of a stockbroker, you

must also be clear about what your investing goals are,
how much time you have until you will need your
money for those goals, what your total net worth is,
National Association of Securities Securities and Exchange Commission. It does

Dealers (1735 K St., N.W., Washington, not protect investors against a change in the
DC 20006; 202-728-8000; www.nasd.com). market value of investments in the investors’
The NASD offers a public disclosure accounts.
program to help investors select a broker
or brokerage firm (see pages 379-380). Weiss Ratings (4176 Burns Rd., Palm
This service is now available online or Beach Gardens, FL 33410; 800-291-8545;
through a hotline at 800-289-9999. www.weissratings.com). This company
evaluates most large brokerage firms as well
Securities Investor Protection as nearly 10,000 mutual funds. No compen-
Corp. (805 15th St. N.W., Suite 800, sation is accepted from the firms evaluated.
Washington, DC 20005; 202-371-8300;
www.sipc.org). The SIPC protects investors Two online sites that evaluate online
against losses caused by a financial failure brokers are wsj.com and gomez.com
of a broker-dealer registered with the
376
Chapter 47 STOCKBROKERS
and how much risk you can tolerate. And, although Remember,
you may seek help and advice from your stockbroker despite what
in reading and interpreting financial reports, the ex-
perts suggest that you also learn how to evaluate the some people
information a stockbroker provides you. would have
One’s personal financial situation may be one of
the few remaining taboo discussion topics in this coun- you believe,
try. However, to work productively with a broker, par- no one ever
ticularly if you choose one as a financial planner, you
will have to lay your cards on the table. can predict
Whatever type of brokerage service you choose, a with 100%
broker places orders for stocks you order. Indepen-
dent thinking and the ability to evaluate information accuracy
are still the client’s responsibility. You need to learn what the
how to analyze company financial statements and then
you need to look at dozens of them to hone your skill.
stock market
This is even more important today, the experts say, be- is going to do.
cause many of us learned investing in a bull market.
What we did not concurrently learn, the pros add, is
valuation (so-called intrinsic stock value).
4 problem:
TIP: Experts warn that many brokers have a similar
In good times brokers who are not very
knowledgeable can hide their shortcomings.
What to Look For

What you need to look for again depends on the de-
gree of service you want. Let’s consider this in terms of
the traditional categories of brokers:
Full-service Broker
Remember, despite what some people would have you
believe, no one ever can predict with 100% accuracy
what the stock market is going to do. There is an ele-
ment of gambling to investing. If you will be looking
for a full-service broker, then a broker’s experience
and a good track record suggest that you are dealing
with a professional who can analyze salient factors. So
the best place to begin to find a good broker is to poll
your friends and colleagues and find out which ones
377
have been happy with their brokers’ performance over

a fairly significant time period. (Anyone can call some
lucky shots, so you need to know how well a broker has
done long term.)
Quiz your friends as closely as you comfortably can
about their investment goals and styles:
■ Are they buy-and-hold type of investors or do they
trade frequently?
■ Do they favor stocks or bonds? Do they prefer small
companies or large?
■ Are they in contact with their broker frequently or
only once in a while?
■ Are their phone calls returned?
■ What do they think of the firm’s account statements?
Are they easy to understand or confusing?
■ What about research reports—does the broker pro-
vide them and other backup for his or her investment
recommendations?
■ Finally, knowing what they do about you, would your
friends recommend their broker to be your broker?
This process will produce a few names for you to

pursue. Call the most promising of the recommended
brokers and tell them where you got their names.
Briefly outline your investment goals and make an ap-
pointment to meet at the brokers’ offices. There, in-
quire into the brokers’ experience and educational
background, both academic and professional.
It is important to find out how long the broker has
been with the firm and how frequently the broker has
changed jobs. Many brokerages hesitate to fire brokers,
but brokers with a poor performance or service record
will be asked to leave.
Ask about their approach to investments in gener-
al: Do they specialize in any particular area, or do they
generalize? You can ask such questions as:
■ How much of your business comes from stocks and
how much from bonds? What kind of stocks? What
kind of bonds?
■ How do you choose stocks?
■ What is your track record in choosing stocks? What
378
methods for evaluation do you use?

■ How have the various kinds of stocks picked by the
firm’s analysts performed for investors with goals, as-
sets and risk tolerance similar to mine?
■ How often will you call me? The client should not be
the one who initiates every interaction.
■ What is your educational background? A college de-
gree is not required for licensure as a stockbroker,
but training in fields such as finance, marketing, gen-
eral business, or banking can be helpful. Many bro-
kerages offer in-house training and continuing
education to their staff.
■ How do you stay current in this field? What kind of
continuing education do you do? Do you participate
in in-house training courses?
■ What is the focus of your firm’s research department?
Most firms have prejudices or limitations when it
comes to research. Some research departments have
more experience analyzing certain industries. Some
do not bother with small companies.
■ How do you charge? (More on this below.)
■ How do brokers in the firm work together? Would I
ever be consulting with someone else in the firm?
If you are a new client to a brokerage firm and you

don’t have a referral to a specific broker, the firm will
want to assign you to a broker. These questions become
even more important, because you won’t have had the
advantage of prescreening the broker.
STATS & FACTS: To be licensed to practice as a stock-

broker, the candidate must be sponsored by a broker-
dealer to sit for the National Association of Securities
Dealers Series 7 examination. Passing the Series 63
exam allows the stockbroker to practice in any state.
Prospective brokers must also submit to an FBI back-
ground check to be licensed.
4 TIP: Always check the information a broker provides

about his or her background. The National Association
of Securities Dealers Regulation (NASDR), the broker-
379
A broker age industry’s self-regulatory organization, is the main

should ask source of information on a broker’s history. By calling
the NASDR at 800-289-9999, or visiting its Web site at
about your www.nasdr.com, you can find out about: customer
goals, your complaints against a broker, whether he or she has
been the target of any disciplinary actions by the
resources NASDR or other agencies, and whether he or she has
and your risk lost arbitration claims (almost all brokerages require
you to settle disputes by arbitration rather than by
tolerance going to court).
before he Your state’s division of securities regulation (vari-
ously called Department of Corporations, Department
or she is in of Law, State Corporation Commission, or Secretary of
a position to State) maintains similar information. If you can’t find
the right agency, call the North American Securities
advise you. Administrators Association (202-737-0900) and ask for
your state’s number.
Note what kinds of questions each broker asks

about you and your financial situation. A broker
should know your goals, your resources and your risk
tolerance before he or she is in a position to advise you.
Because the money you make through investing has
major tax consequences, a broker should be concerned
with the federal, state, and local tax implications of
your investment decisions. Your interests and the bro-
ker’s interests should be the same: to lay the seeds for a
long-term, mutual beneficial relationship. If a broker
shows little interest in finding out your financial posi-
tion and goals, and instead presses you with a sales
pitch on getting rich, scratch that one off your list and
make plans to interview the next one.
Ideally, you’ll find the right combination of ser-
vice, quality of advice, quick executions, and low
price for your needs. Full-service firms traditionally
have charged a commission every time you buy or
sell. Commissions vary according to the number of
shares, type of shares, and the dollar amount of the
trade, but on average you can expect to pay about 2%
of the value of the transaction. As you make larger
transactions, the percentage bite for the commission
380
gets smaller. If you’re wondering, the broker and the Discounters’

brokerage firm divide the commission, with the bro- first order
ker getting about 40%.
Another option is a fee-based program, sometimes of business is
known as asset-based fees. A brokerage’s program fulfilling your
might cost, say, 1% annually for stocks and stock mutu-
al funds and 0.3% for bonds. This arrangement elimi- order, period.
nates the conflict of interest inherent when you only
pay commissions, where the more trades you make,
the more the broker earns. However, if you don’t trade
much, a fee-based arrangement probably won’t save
you much. There’s also usually minimum-size account.
For example, to take advantage of a 1% rate with a
$1,500 minimum annual fee, you must have at least
$150,000 to invest.
Some full-service brokerages now offer trading on-
line for a flat fee-per-trade (for example, $30). For
that price, you won’t get advice from a live broker, but
you will get access to the company’s research and
other Web-site features, such as the ability to screen
stocks and funds, educational materials, and financial-
planning calculators.
Discount Brokers
Discounters, such as Fidelity, Schwab, and Quick &
Reilly, don’t make specific buy and sell recommenda-
tions for your account. Their business is fulfilling your
order, period. That said, some discounters offer some
of the same services as full-service brokers, particularly
research, although on a more limited basis. A discount
broker should charge you trading commissions 30% to
70% less than a full-service broker, and maybe even less
than that. If you decide you want to work with a dis-
count broker, consider more than the commissions you
hope to avoid. The biggest issues are speed, accessibili-
ty, and how well they execute orders.
Online Brokers
Your choice of an online broker should depend most-
ly on how fast you turn over your portfolio—that is,
how often you buy and sell. If you’re a frequent trad-
381
Almost all er, you’ll probably be happiest with a firm whose com-
online brokers missions are less than $10 per trade. If you’re seeking
an online broker but think you might also want the
offer free, advice and counsel of a professional, then you might
real-time consult a broker that offers a relatively inexpensive
price per trade but also offers the advice or research
stock price that you desire. For example, almost all online bro-
quotes, which kers offer free, real-time stock price quotes, which are
helpful if you are about to place a trade. Many bro-
are helpful if kers now offer year-end cost-basis information on
you are about mutual funds and stocks you sell, which makes doing
your taxes a lot simpler.
to place a
trade. STATS AND FACTS: Many online investors erroneously
believe that orders placed online go directly to an ex-
change, in real time, and that they are gaining a time
advantage trading electronically. These orders, in fact,
go through an established maze of brokers and elec-
tronic sites before reaching an exchange.
Many investors are unaware of the hidden costs of

executing a stock trade, or of the ways that brokers and
other market participants can jack up the costs of trad-
ing. Most important is payment for order flow. This is
money a broker receives for routing stock orders to a
particular market participant (the market participant is
the firm that actually executes the trades). Some online
brokerages charge inactivity fees if you don’t trade,
particularly on small accounts.
Although customer service in the online portion of
the industry is getting better, many clients still have
trouble reaching online brokers by telephone or ac-
cessing online broker Web sites. It can take significantly
longer to transfer accounts from an online broker than
to transfer them from a traditional broker.
Red Flags
Be cautious about letting a broker with less than five
years’ experience handle a significant amount of your
investment money.
382
Brokers should ask you questions that will enable If your

them to determine your specific financial goals. Every- broker makes
one wants to make money in the market. But maybe
you are hoping for a certain return by the time your unauthorized
oldest child is ready for college. Find another broker if trades, don’t
the one you are working with doesn’t seem interested
in the details of your financial plan. waste any
A broker should inform you of the risks involved in time before
an investment and shouldn’t mislead you about the na-
ture of those risks. The Securities and Exchange Com- complaining.
mission requires brokers who recommend specific
stocks to know whether that stock is suitable for the
client, and if buying that stock is consistent with the
client’s risk tolerance and investing goals. The status of
this and other client protections have not yet been
firmly settled by the SEC for the online environment.
It’s illegal for brokers to trade excessively in order
to run up commissions. You’re probably being
“churned” if you find yourself paying 10% to 12% or
more in stock commissions and the stocks in your port-
folio are turning over several times a year at the bro-
ker’s recommendation.
Unless you sign a contract giving your broker dis-
cretionary authority over your account (which you
shouldn’t do), the broker can make no trades without
your permission. If your broker makes unauthorized
trades, don’t waste any time before complaining. The
longer the delay, the more convincing the broker’s at-
torney’s argument that you “ratified” the trade.
“Failure to obey” is how the industry describes a bro-
ker’s failure to execute a trade you called in or a lengthy
delay that caused you to miss an opportunity. Even if it’s
a mistake, you have grounds for a complaint.
Some brokers still tend to take men more seriously
than women when it comes to financial matters. If you
are a woman and feel that a broker is not fully answer-
ing your questions or suggests that the information
you request is too complicated for you to grasp, look
for another broker.
Online trading is fast-paced and generally easy
for novice investors to use: There are often low mini-
383
Nothing is so mums required for the investment, instructions to

urgent that a guide you through the process, and onsite tools, such
as calculators. As a result, it’s easy to get caught up in
decision can’t the process, start to treat online investing as a game,
wait until and forget that you are not playing with Monopoly
money. Experts advise that one old rule still holds:
you have time Investors need to think long term. Because there is
to investigate little thinking time built into the online trading
process, it is a good idea to put some safeguards in
the broker’s place for yourself.
recommen- If you suspect that something illegal or unethical is
going on with your account, you should first notify the
dation. broker for an explanation and resolution of the prob-
lem to your satisfaction right away. If you don’t get sat-
isfaction, complain to the broker’s boss, the branch
manager. The next level up is the firm’s headquarters
office, where you should address your complaint to the
compliance director. Your success at this level will de-
pend on how well you have documented your case. If
you don’t succeed, your next step may be determined
by your original agreement with the brokerage firm,
which is likely to have specified arbitration to settle the
dispute. For more information about securities arbitra-
tion, visit the Web sites of the National Association of
Securities Dealers (www.nasdadr.com), the New York
Stock Exchange (www.nyse.com), and the American
Stock Exchange (www.amex.com).
A good full-service broker will keep you informed
about market developments that may affect your port-
folio. But that doesn’t mean you have to approve every
suggestion, or even respond right away. Nothing is so
urgent that a decision can’t wait until you have time to
investigate the broker’s recommendation.
If you receive an unsolicited investment suggestion
from a broker you know and trust, you should give the
topic your full attention. If you’re distracted, tell the
broker to call back or arrange to return the call.
Consider whether the suggestion fits into your in-
384
PANEL OF INSIDERS
Robert L. Bagby Gregg Jahnke

chairman and CEO David W. Tice &
A.G. Edwards & Sons Inc. Associates Inc.
St. Louis, Mo. Dallas, Tex.
Stephen Harbeck John C. Yeoman Jr., CFA

general counsel North Georgia College and
Securities Investor State University
Protection Corp. Dahlonega, Ga.
Washington, D.C.
vestment plan. A phone call out of the blue isn’t the

time to change your plans. A broker with your interests
in mind will know better than to push you in a direc-
tion you’ve said you don’t want to go, but may gen-
uinely feel that this is a superior opportunity. If it does
seem appropriate, is fairly presented, and you pro-
ceed, that’s your choice.
It’s a good idea to ask how long the broker be-
lieves you should hold the investment and why. And
find out what it would take to get your money out of
the investment.
When a broker hands you a prospectus, ask what
could happen to prevent the assumptions given in the
prospectus from holding.
Trends
Even some of the traditional brokerage firms that re-
sisted establishing online trading services for clients are
pleased that technology has enabled them to give their
clients information efficiently and quickly. This move is
allowing full-service firms to attract a new breed of in-
vestors, who are more demanding. Some want to trade
online for as low a cost as possible. Even more want to
use a brokerage for information or guidance but aren’t
willing to pay full-service commissions.
More traditional brokers are opting to practice as
385
financial planners, and most charge a flat percentage

of the client’s portfolio.
Insider Facts
Nearly 75% of new brokers are not still practicing in
the field five years after they begin.
See also the profile of Financial Planners.
386
Chapter 48
Travel and
Tour Agents
T
oday nearly everyone travels, and the
travel industry sees no lull in sight. We
travel for business or pleasure, so often
that the travel industry is the second-
largest employer in the world today. It
supports a $1.5-trillion consumer industry.
STATS AND FACTS: According to the Advanced Travel

Network, the typical retail travel agency sells travel ser-
vices worth $1 million to $3 million per year. The large
agencies, of course, sell more.
Older Americans travel less often than other age

groups, but when they do go, they go in style because
they have both more time and more expendable in-
come. Given the fact that this age group is the fastest-
growing segment of the population, the travel industry
is beginning to look carefully at the travel preferences
of Americans over age 55.
Meanwhile, travel and tour agents are busy serving
those who are age 25 to 44, who seem to be beating a
path virtually everywhere. According to the Travel In-
dustry Association of America, a large number of these
young travelers are as interested in moving about once
they arrive at their destination as they are in getting
there. The three most popular vacation activities today
are camping, hiking, and biking. Moreover, nearly
one-half of all adults in the country, according to the
association, have taken an adventure trip in the past
five years.
Children are also being groomed to appreciate
travel. Over the past ten years, the number of children
387
accompanying a parent who is traveling on business

has increased fourfold. Moreover, family travel ac-
counts for nearly 75% of all vacation travel done by
Americans. This fact has not been lost on the travel in-
dustry, which offers special packages for grandparents
wishing to see the world with a grandchild, and par-
ents who want to celebrate special anniversaries by
traveling with married children and grandchildren.
In deciding where to go and how to get there,
Americans seek ideas from friends and family or from
travel agents, in almost equal numbers. Agents are still
the preferred source for obtaining travel prices, mak-
ing reservations, and putting together complicated or
foreign travel itineraries.
Where to Begin
Friends and family frequently volunteer information
about travel experiences, both good and bad. Con-
firm these opinions with a call to the American Soci-
ety of Travel Agents (ASTA) to see whether the
agencies you are considering working with are mem-
bers. ASTA has a strict code of ethics and guidelines
members must follow.
American Society of Travel Agents United States Tour Operators

(1101 King St., Suite 200, Association (211 E. 51st St., Suite 12B,
Alexandria, VA 22314; 703-739-2782; New York, NY 10022;
www.astanet.com) 212-599-6599; www.ustoa.com)
Association of Retail Travel Agents

(2692 Richmond Rd., Suite 202; Lexington, PUBLICATIONS
KY 40509; www.artaonline.com) Travel Trade
Travel Weekly
Travel Industry Association of Leisure Travel News
America (1100 New York Ave., N.W., Portholes
Suite 450, Washington, DC 20005-3934;
202-408-8422: www.tia.org)
388
Chapter 48 TRAVEL AND TOUR AGENTS
Then call a few of the listed agencies and find out Travel agents
whether they have someone who specializes in the place deal in dreams.
you want to visit or the kind of travel you want to do.
Many agencies now have destination specialists, The agent’s
agents who have traveled extensively in an area or task is to
have lived in a spot and can therefore give firsthand
advice and information. match,
If you are planning to work through a tour agency, as closely
request literature about the tour you are interested in
and read it carefully. A respected travel agent is a good as possible,
source of information about touring agencies that you clients’
might be considering. Make sure the agencies are
members of such professional organizations as the U.S. expectations
Tour Operators Association, which also holds members to reality.
to a high level of performance. (You’ll find more advice
on tour agencies later on.)
What to Look For

Most of us travel with the expectation of encountering
the new and the unexpected, but we want our travel
surprises to be pleasant ones. That is where a good
travel agent comes in. According to one expert, travel
agents deal in dreams. The agent’s task is to match, as
closely as possible, clients’ expectations to reality. This
is a skill that gets better with practice, so it is useful to
know exactly how long an agent has been in the busi-
ness. Work with an agent who has at least five years’
experience.
STATS AND FACTS: The travel industry is an informa-

tion-intensive business. An experienced agent knows
how to work through the data quagmire—including
the more than 100,000 daily changes in airfares among
the more than 5 million fares in the agent’s data bank.
Ask about credentials. An agent who has taken the

trouble to earn the CTC (certified travel counselor)
from the Institute of Certified Travel Agents has com-
pleted 200 hours of study and has five years of full-
time professional work experience in the industry. This
389
Good agents certification must be renewed every five years. (The

should be initial certification, certified travel associate, requires
18 months’ full-time experience, in addition to passing
willing to do a course of study.) Some agents have also earned the
the necessary designation of DS (destination specialist), which means
the agent has additional interest and experience with a
research particular country or region of the world.
to provide The travel industry is constantly changing. Look
for an agent who frequently updates his or her skills,
you with who has recently learned new computer skills or pro-
competitive grams relevant to the industry, or is working to main-
tain or receive certification.
information. A travel agency will take a deposit in advance for a
product that you will collect and use at a later date. A
cruise or a grand tour can involve a significant amount
of money. For that reason you need to know that the
agency is financially stable. Ask where the agency
banks. Check with ASTA to make sure that no com-
plaints have been filed against the agency. (See also the
reference to escrow accounts, below.)
You should feel comfortable talking with the
agent, because you will need to honestly discuss both
your travel dreams and your everyday realities (how
much you can really afford to spend). You also need
to feel free to explain any vital eccentricities that
might affect your enjoyment of the planned trip (say,
you sleep with a five-foot body pillow that will need
its own seat on the plane).
A good agent will ask plenty of questions about
your previous travel experience, what you liked and
didn’t like, what kind of accommodations you prefer,
which airlines you will use or won’t use. A good agent
will keep all this client information on file—a service
that can greatly speed up the process of getting you
where you want to go.
In short, good agents should be willing to do the
necessary research to provide you with competitive in-
formation. They will recommend several travel options,
explain restrictions and penalties, give you any help
you need in such matters as obtaining passports and re-
quired inoculations, obtain amenities (such as escorts)
390
and value-added benefits for you, and will be available Anyone can
to solve problems should something go wrong. (Some place an
agents give clients their home phone numbers and en-
courage them to call if they run into a problem.) ad as a tour
Agents should use their buying power on your be- agency. There
half. An agency that buys several thousands rooms
from a hotel chain in a year should be able to com- is no specific
mand a much better price for you than you could get licensing for
working on your own.
The touring end of the travel business is booming the service
today. The good news for tour agencies is that so many and no
travelers are interested in ecotourism or adventure or
cultural tours. The bad news for travelers is that anyone policing body.
can place an ad as a tour agency. There is no specific li-
censing for the service and no policing body. Because
both travel agencies and tour agencies are fairly unreg-
ulated, caution is advised. Working with a travel agency
that has been around for a while is a good idea. Check-
ing with the Better Business Bureau in the city where a
tour agency is based is not a bad idea.
4 tain
TIP: Ads and literature from tour agencies should con-
details. For example, are names of specific hotels
mentioned? (Lack of specificity in this regard may
mean that the company has not locked in reservations.)
Are the meal programs spelled out? (The difference
between a $120-a-day plan and a $180-a-day plan may
mean the difference between a preset menu and and
an a la carte one.) Who are the actual tour leaders—
agency owners, employees, or interns? Owners of small
tour companies often conduct the tours themselves.
Midsize to large tour companies typically hire knowl-
edgeable guides or train them in-house. Either prac-
tice is fine, but it is probably chancy to take a tour with
an intern who is conducting a tour without a more ex-
perienced guide along.
If experience and a proven track record are im-

portant qualifications for a travel agency, they are dou-
bly so for a tour agency. It takes years to develop a
strong network of land operators, those people and
391
You should companies who provide such services as lodging and

work with a transportation at various destinations. You could ask
the tour agent for the names of some of their land op-
tour agency erators, including hotels, and contact these operators
that is bonded on your own. What has been their experience working
with the tour agency?
and that puts You should work with a tour agency that is bonded
your money and that puts your money in a trust or escrow account
prior to your travel. Find out about the agency’s de-
in a trust posit and refund policy. It may be awkward, but you
or escrow also should ask the agent to tell you what happens to
your deposit if the agency goes under (not an un-
account prior known occurrence in this part of the travel industry).
to your travel. It is also wise to ask how many tours are cancelled by
the agency each year and what happens when cancella-
tion occurs, say, because too few people sign up for a
tour or because of political unrest at the destination.
STATS AND FACTS: Many tour operations work on a

pretax profit of only 1% to 3%. Most make their money
on float (the interest paid on your money between the
time you pay the agency and the time the agency has
to pay all its service suppliers).
Ask about the background of the tour group lead-

ers, the people who squire travelers about on the tour:
■ What specific training for leading tours do they have?
Many in the tour end of the travel industry previ-
ously worked for other tour operators, airlines, or
travel agencies.
■ What educational background (a degree in Chinese
art history, ten years’ experience as a nautical archae-
ologist) qualifies them to lead this particular tour?
■ Ask how leaders are chosen. For example, common-
sense and good outdoor skills should be required by
an adventure touring agency hiring guides. How do
they find guides with these qualities?
■ Traveling with a group of strangers can be an exhila-
rating or an irritating experience. Are tour leaders
trained in group dynamics? How do they handle the
occasional difficult traveler?
392
■ Who is the backup leader, in case a tour leader be- Ask to see
comes ill on the trip?
a written
4 living
TIP: Many of the best touring agencies employ people
in the area of the tour as in-country guides.
itinerary of
your proposed
It is important to find out how the touring compa- trip. The trip
ny handles safety issues. Does the company read re- should be
ports from the U.S. State Department concerning
advisability of travel in certain countries? Does it contact properly paced
the Centers for Disease Control and Prevention about so you can fully
possible health concerns in various areas of the world?
Ask to see a written itinerary of your proposed trip. experience
The trip should be properly paced so you can fully ex- a new culture
perience a new culture or place. There should be some
unique opportunities available, perhaps dinner in a
or place.
private home or the opportunity to spend time in a
school. In addition, most good touring agencies will
provide you with materials to read before you leave.
Ask to see some samples.
Also ask for references. Call these persons. Would
they travel again with the touring company? What did
they like and not like about their touring experience?
4 quality
TIP: Travelers have a right to expect to receive good
for money spent. On the other hand, agents
are not responsible for some of the changes that have
occurred in the industry. Agents, for example, can’t
do much to help seasoned travelers who remember
the days when airplanes were uncrowded and usually
on time.
Red Flags
From your first contact with an agent, you should feel
that he or she is both interested in providing you ser-
vice and available to answer your questions. Difficulty
in reaching tour operators or agents is not a good sign.
Neither is a slow response to your inquiries.
If the operation appears to be running on a shoe-
string (requires an unusually large deposit, or is unable
393
to provide you a detailed itinerary well before depar-

ture), be aware of the fact that one of the first places a
low-budget operation cuts its costs is by using opera-
tors who might not be insured.
Carefully review the literature you are given by a
travel agency or a tour company. “ABC or comparable”
means that the company does not book reservations.
This means that the operator may be scouting for
rooms after arrival at a destination and that tour mem-
bers may be placed in small hotels all over town. (This
can greatly increase the time necessary to get everyone
together and on the road in the morning.)
A tour or travel agency does you no favor if it push-
es you into an experience beyond your level of comfort
or physical capability. Agents should ask questions to
enable them to have a clear picture of not only what
you would like to do, but also what you can do.
Write down all information you are given. If the
agent quotes one price and later quotes another price
for the same service, you may be in for more surprises.
4 TIP: Once on a tour, watch for problems such as lack of

punctuality, a trip that is significantly over- or under-
booked, or dangerous equipment, such as a bus that
seems to have poor brakes or rafts without flotation de-
vices for individuals. This information is useful in plan-
ning your next adventure.
A few years ago, airlines capped travel agents’ ticket
commissions at $50. Two years later, the airlines an-
nounced they were cutting agents’ commissions on do-
mestic tickets by 20%. These announcements, unhappy
news for travel agents, also surprised travelers who
had previously assumed that travel agents had been
charging for booking services all along, when, in fact,
they hadn’t, and those who worried that agents would
begin to charge for services. (In fact, when Thomas
Cook opened the first travel agency in England in
1870, a precedent was set that free service would be
394
given to clients, and that suppliers, such as ships,

trains, hotels, and restaurants, would pay agents for
bookings and referrals. For 128 years, until the airlines
decided to drastically cut payments to agents, this
method held.)
One of the big catalysts for this change is online
booking of flights, which has deemphasized the role of
the travel agent. Many industry experts also expect the
role of the travel agent to evolve from emphasis on
making reservations to emphasis on giving advice and
providing collateral services, such as arranging for
house and pet care for traveling clients.
Trends
Adventure travel is turning softer. Adventure travelers,
particularly families and seniors, are looking for more
comfort. Travel at all levels is also becoming much
more participatory. There is, in fact, a growing global
partnership in travel and tourism. For example, eco-
touring companies want the approval of the countries
they wish to visit before they bring guests in. Touring
companies also desire to partner with destination
countries to provide travelers with the opportunity to
become part of the culture for a brief while by giving
short-term volunteer service to schools and hospitals.
Insider Facts
The line between profit and loss is fairly thin in the
travel industry. Agents earn about a 7% commission on
car rentals, about 10% on hotel bookings, and about
10% on cruise bookings. This is before deducting over-
head, which in this industry is significant. This narrow
margin means that agents, who are being squeezed by
airlines, will be looking for other ways to make up lost
commissions.
Many local operators from destination countries
are now competitors rather than working colleagues of
U.S. agents. To satisfy changing laws and regulations
requiring foreign companies to hire natives, U.S. com-
395
PANEL OF INSIDERS
Tom Grasse Christopher Kyle Mary Zoe Neubecker

vice-president, marketing president Stan-Isle Travel
International Expeditions Inc. Nature Expeditions Stanwood, Wash.
Helena, Ala. International
Tucson, Ariz. John Stachnik
Suzanne Hall president
IST Cultural Tours Wanda and Bill Mattiace Mayflower Tours
New York, N.Y. and Sandy and Paul Downers Grove, Ill.
Nelson
Andrea Holbrook Adventure Travel Robert Whitley
Holbrook Travel Las Cruces, N.M. president
Gainesville, Fla. U.S. Tour Operators
Robert Maynard Association
Helena Koenig Country Walkers New York, N.Y.
Grandtravel Waterbury, Vt.
Chevy Chase, Md. David Wiggins
James Murphy American Wilderness
Brendan Tours Experience
Van Nuys, Cal. Boulder, Colo.
panies may be forced to team with these local opera-

tors, who may be less concerned than U.S. agents with
providing a good level of service.
396
Chapter 49
Tutors
ne sign of changing educational times is
O that hiring a tutor for a child or for one-

self is now a status symbol instead of a
stigma. Tutors, which come in a variety
of packages, from peer to PhD, are
hired to provide the individualized attention that
crowded classrooms fail to give to students who are
having trouble with just one subject; to high school stu-
dents bent on gaining admission to a top-ranked col-
lege; to children or adults with visual or hearing
impairments; to gifted children; to homebound stu-
dents; to students with learning disabilities, such as
dyslexia or attention deficit disorder; and to students
who have fallen behind in their classes.
A tutor has a straightforward goal: to help the stu-
dent become a successful learner. Tutors use a variety
of methods, based on the learner’s need, to achieve
this objective.
Professional tutors are teachers who have specific
training in tutoring. They know how to diagnose the
learning difficulty and create a plan for overcoming
the problem. They are experts in individualizing and
encouraging.
Where to Begin
Before hiring a tutor, it is a good idea to sit down with
your child’s teacher to get a clear idea of the problem.
A child may be flunking science, but the reason for the
failure could be lack of reading skill, an undiagnosed
need for glasses, difficulty concentrating because of
family problems, or a lack of the necessary background
397
to understand the material because, in the child’s pre-

vious school, the basics were not covered.
Tutoring may also be helpful for children who get a
generally poor report card, or hate going to school, or
are extremely frustrated or upset about their school
performance.
4 TIP: Because of the way school curriculums are struc-

tured in this country, certain learning difficulties tend
to appear in certain grades. Many children, for exam-
ple, experience reading problems in first grade, math
or reading problems in fourth grade, and trouble with
content courses, such as history or American litera-
ture, in ninth grade. If the difficulty persists for more
than a couple of months, it may be a good idea to con-
sider tutoring.
Teachers and school counselors, other parents, pe-
diatricians, and psychologists are good referral sources
for names of tutors in your area.
4 others
TIP: Some schools and teachers are tutor-friendly and
are not, because they feel that the need for a
tutor reflects on the quality of teaching in the school.
Reassuring the teacher and other staff that you do not
blame them can go a long way toward gaining their co-
operation in getting your child the necessary help.
The student should participate in selecting a tutor.

Tutoring is a personal process, and a good personality
match is important. Furthermore, tutoring doesn’t
work unless the child is an active participant. Tutoring
requires the cooperation of teachers, parents, the tutor,
and the student.
STATS AND FACTS: A recent study by the Institute for

Social Research at the University of Michigan showed
that the total time, in and out of school, spent studying
by children ages 3 to 11 in this country increased 50%
over the past 20 years.
398
Chapter 49 TUTORS
What to Look For The student

There are several kinds of tutors: professionals, peers, should
and adult volunteers. Once you identify the specific diffi-
culty you need to address, you will know the kind of participate
tutor you need. in selecting
Professional tutors work independently and on the a tutor.
staffs of national, commercially run learning centers. Tutoring is
Some professional tutors are content specialists in
areas such as reading, math, chemistry, or languages. a personal
They are experts in diagnosing learning problems and process,
designing methods and exercises to solve those prob-
lems. They can help students learn how to learn, fill in and a good
missing background, and motivate them to take personality
greater pleasure in learning. In addition, professional
tutors, many of whom are former teachers, are able to
match is
work comfortably with each student’s teacher. important.
Learning centers, which are a boom industry in
this country, deal with a variety of learning problems.
Each “brand” of national learning center tends to have
highly defined methods and emphases. Some concen-
trate on developing math or reading skills, others on
developing study skills or prepping for tests. Rewards
and incentives are a common part of the learning
process in center tutoring programs.
Peer tutoring is common in many public- and private-

school classrooms. A third-grader may be assigned to
work with a kindergartener as she practices basic
reading skills, or a fifth-grader may check arithmetic
homework with a first-grader. Typically, peer tutors
volunteer for the work and then are given an appro-
priate assignment.
There are local and national volunteer tutoring pro-

grams, many of which focus on basic literary skills. Vol-
unteers work individually with students, man
homework hotlines, or review homework. Universities
that have teacher-training programs often encourage
their students to become involved in these volunteer
tutoring activities.
399
Whether you choose to work with a professional, a

college student, or an adult volunteer, you should ask
the tutor to describe his or her philosophy of tutoring,
exactly which methods will be used, what kind of re-
sults can be expected, and how often the tutor will let
you know about your child’s progress. Bottom line:
Does what the tutor says seem to make sense in terms
of your child?
Certification by the National Tutoring Association
or another professional organization, such as the Asso-
ciation for Educators in Private Practice, is a good indi-
cation of both professionalism and expertise.
Red Flags
Each type of tutoring has advantages and disadvantages:
■ Private tutors can give one-to-one attention, but
some private tutors focus on completing homework
assignments and preparing for upcoming tests, and
spend too little time on building basic skills and good
study habits.
■ Learning centers can be very effective in dealing with
reading or math problems, but tutoring in a center
usually takes place in a group setting, and you have
little say in choosing the tutor who will work with
your child there.
Association of Education Practitioners (P.O. Box 154, Ashley, PA 18706;

and Providers (104 W. Main St., Suite 101, www.ntatutor.org)
P.O. Box 348, Watertown, WI 53094-0348;
800-252-3280; www.aepp.org) National Education Association
(1201 16th St., N.W., Washington, DC
College Reading and Learning 20036; 202-833-4000; www.nea.org)
Association (P.O. Box 6251, Auburn, CA
95604; 530-823-1076; www.crla.net) PUBLICATIONS
Journal of Developmental Education
National Tutoring Association, NTA Newsletter
the first nationwide online tutor referral NADE Newsletter
400
Chapter 49 TUTORS
■ Peer tutoring can be very successful for children with A good tutor
minor learning deficiencies, because children re- will be able
spond well to working with other children. But no
child tutor can be expected to handle serious learn- to adapt to
ing problems. your child’s
STATS AND FACTS: Private tutoring fees average $65 to learning style
$400 per hour, depending on where you live and what and will begin
problem is to be addressed. Learning centers charge a
flat fee for diagnostic testing and then $18 to $40 per at the level
hour for tutoring services. at which
your child is
Other Considerations comfortable.
It is important to know just how progress in tutoring
will be assessed. A happier learner, improved grades,
and better test scores on basic skills are all legitimate
goals, but knowing whether the goal has been reached
is easier to determine in some cases than in others. You
should receive a complete tutoring plan, including
methods for determining achievement, before actual
work begins.
A good tutor should not mind if parents occasion-
ally sit in on sessions.
Research in learning theory suggests that some peo-
ple are auditory learners, others visual learners, others
tactile learners. A good tutor will be able to adapt to
your child’s learning style and will begin at the level at
which your child is comfortable. Short tutoring sessions
tend to be more effective than longer ones.
4 TIP: Because student retention is an increasing problem

on many campuses, most colleges and universities offer
their students a broad range of tutoring services, such as
writing centers, foreign-language labs, and study groups
designed to improve performance in specific classes.
If a child is to learn that learning is fun, the tutor-
ing sessions should reflect that possibility.
401
Online Trends
tutoring Online tutoring services now offer round-the-clock,
live help. This service tends to be more useful for
services now small, specific problems, such as the need for help with
offer round- a French translation. Some schools give students who
do not have home access to a computer free access to
the-clock, these online services. The online services are provided
live help. by a diverse group of sponsors—public libraries, tutor-
ing centers, private tutors, software companies, and
This service educational organizations that wish to link prospective
tends to be tutors with students looking for help. Many of these
services are free. Others are provided free but with ad-
more useful vertising that encourages you to purchase educational
for small, products. Some sites link you to a for-hire tutor.
Education professionals see anonymity as one of
specific the possible strengths of online tutoring, eliminating
problems. the biases that have sometimes worked to the disadvan-
tage of females or minorities in classrooms.
Insider Facts
Studies conducted as early as World War II suggested
a possible connection between moving and learning. A
few learning centers and tutors have incorporated this
theory into an approach that encourages students to
pace, run, jump, or dance while learning.
Some experts believe that too many schools still
emphasize memorization of information. Students
need to understand how the learning process works
and to know why they are asked to do what teachers
want. Good tutors can help a student understand what
is happening in the classroom.
Because some older teachers are not comfortable
with computers, parents are hiring tutors to help their
children learn to use this basic tool.
Tutoring professionals are aware of the fact that
schools often have one image of a child and the par-
ents another. A skillful tutor can help the school and
the family develop a more realistic picture of each
child’s strengths and weaknesses, and help students
use their strengths to overcome their weaknesses.
402
Chapter 49 TUTORS
By federal law, children with disabilities are eligible

for educational assistance. However, because of the ex-
pense of special programs, many schools do not take
the initiative in letting parents know their children are
eligible for help. Tutoring is a service often available
through state or federal programs.
STATS AND FACTS: Tutoring is an $8-billion-a-year

business in this country. Although the majority of tu-
tors are hired to work with individuals, tutors are also
employed in the business world. Corporations may
hire a tutor to work with attorneys or managers who
have trouble writing, or with secretaries who need help
with spelling and punctuation.
Public-school education in the United States was
designed to provide an opportunity for basic literacy
for everyone. The system worked fairly well until the
1970s, when changes in the workworld, notably elec-
PANEL OF INSIDERS
Darlene Buck Lynne Master Mike Zenanko

learning skills specialist director editor
Northern Michigan University Learning Disabilities Clinic NTA Newsletter
Marquette, Mich. Oak Park, Mich. also College of Education
and Professional Studies
Edward E. Gordon, PhD Thom Redicks Jacksonville State University
president president Jacksonville, Ala.
Imperial Consulting National Tutoring Resource
Corp. Center
Chicago, Ill. Indianapolis, Ind.
Jennifer Hurd, PhD Chris Yelich

president-elect executive director
National Tutoring Association of Education
Association Practitioners and Providers
also, Academic Resource Watertown, Wis.
Coordination
Harding University
Searcy, Ark.
403
tronic technology, required more and different skills

on the part of employees. Today 80% of jobs require
skills at the first-year college level. Public schools are
not geared to give this kind of training, and few busi-
nesses are set up to pick up the slack. The net effect is
that about 25% of the population in the United States
can be considered well educated (functioning at least at
that “13th-grade” level), about 25% of the country is
functionally illiterate, and the middle 50% has some
kind of difficulty at work. These facts, some observers
believe, are one of the forces driving the current de-
mand for tutoring services at all ages and levels.
404
Chapter 50
Veterinarians
A
rchaeologists believe that dogs have
been our pets and hunting compan-
ions for nearly 20,000 years. And when
we abandoned hunting and gathering
for farming, our dogs, cattle, sheep,
horses, and pigs joined us as allies in settlement and civ-
ilization. (In fact, statistics suggest that there have been
times when it would have been hard to tell whether hu-
mans or other animals were running the show. In this
country, for example, in the mid 1800s, the town of Ur-
bana, Ill., had more hogs than it had humans. And dur-
ing the same period in the West, cattle definitely
outnumbered those riding herd on them.)
Today, although few of us make a living from work-
ing with animals, nearly 60% of American households
have at least one companion animal. The trend is for
households to have more than one pet.
STATS AND FACTS: According to the American Veteri-

nary Medical Association, there are 59 million cats,
52.9 million dogs, 12.6 million birds, 5.7 million rabbits
and ferrets, 4.8 million rodents, and 3.5 million rep-
tiles sharing our homes with us.
Some kind of veterinary care is probably as old as

the bond between humans and animals. Animals were
possibly their own healers for a long time. The Roman
philosopher Pliny noticed that animals often treated
themselves—as they still do—using methods such as
eating grass, licking sores, and lying in the sun to warm
stiff joints. Another Roman, Columella, a farmer who
lived around 100 AD, described 60 animal diseases and
405
suggested cures, some of which would be familiar to

modern farmers.
Formal veterinary medicine began several
CONSUMER RESOURCES centuries ago. Through his studies of anato-
AND PUBLICATIONS my, the noted scientist Galen laid a foundation
for veterinary science. But it was the Arabs
American Veterinary Medical who made the greatest advances in the field.
Association (1931 N. Traveling across North Africa and later con-
Meacham Rd., Suite 100, quering the western tip of Europe, these
Schaumburg, IL 60173; famed equestrians brought centuries of skilled
847-925-8070; www.avma.org) science, including knowledge of animals, to
Spain. Later, Frederick II, ruler of Sicily,
American Animal Hospital hired a team of Jewish scholars to translate
Association (12575 W. Bayaud Arabic writing, thereby paving the way for Eu-
Ave., Lakewood, CO 80228; ropeans to begin the organized study of vet-
800-883-6301; erinary science. The first school of veterinary
www.healthypet.com) medicine was established in France in 1762.
In 1884, the University of Pennsylvania creat-
PUBLICATIONS ed the first veterinary college in the U.S.
Journal of the American Veterinary
Medical Association STATS AND FACTS: More than 60,000 veteri-
Veterinary Economics narians currently practice in the U.S., but not
all are in private practice. Some work for in-
dustry, while others are employed by the military, by
research facilities and educational institutions, or by
public health offices (where they monitor diseases
spread by animals).
There are 26 schools of veterinary medicine in the

U.S. The highly trained graduates of these schools have
spent a minimum of seven years at university, often fol-
lowed by several more years as interns or residents.
The AVMA recognizes many specialties, including
internal medicine, ophthamology, radiology, surgery,
toxicology, neurology, dermatology, dentistry, cardiolo-
gy, and behavior. However, only about 7% of the veteri-
narians in the U.S. are board-certified in a specialty.
Where to Begin
Local cat and dog breeders are a good source of names
406
Chapter 50 VETERINARIANS
of good veterinarians. Breeders know veterinarians A veterinarian

and often have strong opinions about them. Similarly, is a good
friends who own animals can offer recommendations.
If you need a specialist, the AVMA can give you names source of
of specialists in your geographic area. For more serious information
problems, the organization can tell you which research
centers and hospitals to contact. about local
It is a good idea to look for a veterinarian before disease
you need one. Particularly if you have recently moved
to a new area, a veterinarian is a good source of infor- problems,
mation about local disease problems, groomers, board- groomers,
ers, and other matters that can make both your life and
the life of your pet easier in your new home. boarders, and
other matters.
What to Look For
Good veterinary service begins before you reach the
door of the clinic or hospital. The parking lot should
be clean and have grass or other comfort stations for
pets to visit before and after they see the doctor.
Friendly receptionists and technicians can give you an
idea of the kind of care your pet will be given.
Ask to see the whole facility. The waiting room
should be comfortable for both pets and owners. Ex-
amination rooms should be clean. And animals in a
postsurgical area should look clean and cared for.
There should be no unpleasant odors in any area.
Although emergencies can throw off even the best
organized clinic, generally the staff should have
enough time to answer all your questions thoroughly.
It is important to ask about emergency service
after hours and on weekends and holidays. You need
to know who covers for the doctors when they are
unavailable.
Find out about the range of services provided by
the clinic or hospital, what methods of payment are ac-
cepted, and what the policies are for routine checkups.
Memberships in such organizations as the Ameri-
can Animal Hospital Association and the American As-
sociation of Equine Practitioners suggest that high
standards are being met.
407
You should STATS AND FACTS: The average workweek for a pri-
ask not only vate-practice veterinarian is 60 to 80 hours. It is often

difficult for a veterinarian, even working such long
about the hours, to make a living. Most veterinarians begin pri-
training and vate practice with a school debt in excess of $100,000.
experience of
the partners Red Flags
A veterinarian who routinely seems preoccupied or
in the practice, hurried is likely to be the same in an emergency. Pay
but also about attention to your pet’s reaction. Sometimes animals
pick up on subtleties that we miss. If your pet does not
part-time seem to like the vet (you can expect that the animal
veterinarians probably will not like some of the treatments), maybe
your pet knows something you do not yet know.
employed by Beware the veterinarian who routinely orders a
the practice. large numbers of tests. After doing an examination and
taking a good history, a veterinarian should at least
have an idea of the problem and treatment options. If
the veterinarian comes up blank too often, find one
who is more self-confident.
You should ask not only about the training and experi-
ence of the partners in the practice, but also about
part-time veterinarians employed by the practice.
There is a growing trend for veterinarians to work
longer hours and weekend office hours. Many prac-
tices are using part-time professionals to cover these
hours. It is helpful to both you and your pet to see the
same veterinarian most of the time.
Rapid technology advances have made it virtually
impossible for the average small-town veterinarian to
be on top of everything, but veterinarians who want to
provide the best service will know their limits and will
refer to a specialist, if necessary.
Trends
The level of medical care available to animals is nearly
408
Chapter 50 VETERINARIANS
keeping pace with that available to their owners. Al- Groups of

though only a few leading animal hospitals offer trans- private
plants, cardiac catheterization, and neo-natal intensive
care for your pets, such services do exist. specialists
More widely offered are CAT scans (no pun in- often offer
tended), orthodontia, transfusions, cataract surgery,
and antidepressant medications. Holistic treatments services
available to companion animals include acupuncture, previously
chiropractic manipulations, and Chinese herbal thera-
py. Most of these sophisticated services are expensive; available
for example, orthodontic treatment may run $1,500 only at large
and a transplant could cost in excess of $15,000. The
average amount spent per year on veterinary service research
for the family dog is $250 to $300. centers and
Another trend in veterinary medicine is corporate
clinics that house several practices and specialists
hospitals.
under one roof. These centers tend to be extremely
well equipped.
A similar trend is the grouping of private specialists
together. These groups often offer services previously
available only at large research centers and hospitals.
STATS AND FACTS: Although only about 2% or 3% of

animals have medical insurance coverage in the U.S.,
such insurance does exist to help defray some costs of
keeping pets healthy. To decide whether such coverage
is worthwhile, start by adding to the annual premium
any other purchase costs of the policy, with any de-
ductible. Balance that total against the annual cost of
routine care for your animal plus any anticipated
emergency care and whether you would just as soon
pay for such expenses out-of-pocket. (For example, if
your cat is an “outdoors” cat, you may estimate that
you’ll pay for at least one treatment of an abscess as a
result of a cat fight.)
Insider Fact
The AVMA is an active advocacy organization. The
AVMA is concerned not only about the health and
well-being of animals, but also about ways in which vet-
409
PANEL OF INSIDERS
Roger W. Gfeller, DVM Veronika Kiklevich, DVM Walter J. Rosskopf, DVM

chief of staff Veterinary Clinical Sciences, Hawthorne, Cal.
Veterinary Emergency College of Veterinary
Service Inc. Medicine John D. Saidla, DVM
Fresno, Cal. Washington State University College of Veterinary
Pullman, Wash. Medicine
Eleanor Green, DVM Cornell University
Department of Large Animal Robert Donald Lewis, Ithaca, N.Y.
Clinical Sciences DVM
University of Florida Elgin Veterinary Clinic William Schumacher,
Gainesville, Fla. Elgin, Tex. DVM
Las Cruces, N.M.
Alton F. Raymond, DVM
Natomas Animal Medical
Center
Fair Oaks, Cal.
erinary medicine can contribute to better human

health. For example, the AVMA recently urged Con-
gress to pass legislation that would allow all public
housing residents to keep pets. At present, federal
housing regulations allow only disabled and elderly
residents to keep pets. The AVMA cited research that
pets promote better emotional health and can even be
a factor in improved human physical health.
410
Index
A education and training, 39 subcontractors, 77, 80
Accountants, 1–8 fees, 41 supply markup, 78–79
confidentiality, 5 planning before hiring, 37–39 types of financial agreements, 78
estate planning, 157, 159–160 specialization areas, 42
ethical standards, 8 types of services, 40–41 C
fees, 5, 7 Attorneys, 45–53 Camps
personal style and, 4–5 alternatives to, 45–46 adult camps, 88
types, 1–4 complaints about, 53 average age, 83–84
Accreditation. See Licensing estate planning, 156, 157–158, family camps, 88
and accreditation 159 fees, 85
Acupuncturists, 9–16 fees, 47, 50–51 financial aid, 88
basic styles of, 10 frivolous suits, 45 licensing and accreditation, 85
education and training, 11, 13 prepaid legal services, 50–51 professional camp advisers,
fees, 13 real estate transactions, 46–47 84–85
health insurance and, 15 tax attorneys, 3–4 questions to ask, 84, 86–87
needle safety, 13 Au pairs. See Nannies specialty camps, 88
rapport with, 14 Automotive repair staff ratio, 85–86
treatment areas, 9–10 technicians, 55–63 Car repairs. See Automotive
Adult foster care, 19 education and training, 61–62 repair technicians
Aged-care providers, 17–27 questions to ask, 57–59 Career counselors and
continuing-care retirement routine care maintenance and, personal coaches, 91–98
communities, 18–19 62–63 education and training, 92–93,
fees, 23, 25 state regulations, 60 97–98
home care, 18 types of auto repair shops, fees, 94–95
Naturally Occurring Retirement 55–56 methods, 93–94
Communities, 26 written estimates, 59 online counseling, 97
nursing home types, 19 questions to ask, 94
questions to ask, 20–21 B reasons to seek the services of,
shared housing, 17–18 Bankers, 65–70 91–92
state regulations, 22–23 direct deposit, 69 result guarantees, 96
types of contracts, 23 electronic reconciliation, 68 specialization areas, 96
Alternative medicine. See fees, 65–66 Caterers, 99–105
Holistic physicians; Massage Internet links, 68 average price per person for
therapists safety deposit boxes, 68–69 food, 103
Animal behaviorists and pet senior citizen accounts, 69 budgets and, 101
trainers, 29–35 sweep accounts, 68 insurance, 102
assistance dogs, 34 Beauticians. See Hair stylists leftover food, 103
choke chains, 33 Budgeting. See Financial licensing, 102
fees, 31 planners serving alcohol and, 101
physical problems and, 30–31 Building and repair tipping, 103
positive training, 34 contractors, 71–82 written proposals, 101
puppy kindergarten, 29 cancelling a contract, 81 Cats. See Animal behaviorists
types, 31–33 contracts, 76 and pet trainers; Pet
Architects, 37–43. See also insurance coverage, 79 groomers; Veterinarians
Landscape architects licensing, 79 Certified public accountants,
components of work, 41 questions to ask, 71–72, 74–77 2–3
computer design, 43 state regulations, 73–74 Child-care providers and
411
preschool educators, pharmacists, 318 Doctors. See Optometrists;

107–115. See also Nannies physicians, 337 Physicians
education and training, 111 Continuing-care retirement Dogs. See Animal behaviorists
expectations of public schools communities, 18–19 and pet trainers; Pet
and, 108–109 Cooks. See Caterers; Personal groomers; Veterinarians
fees, 113 chefs
financial aid, 114 Counselors. See Career E
intergenerational day-care counselors and personal Education and training. See
centers, 114 coaches; Psychotherapists also Licensing and
licensing, 112 and counselors accreditation
part-time kindergarten Credit counselors, 133–139 acupuncturists, 11, 13
programs, 114 accreditation, 135 architects, 39
questions to ask, 109–110 amount of time it takes to clear automotive repair technicians,
ratio of staff to children, 111 significant debt, 133 61–62
services for families in crisis, 115 credit cards for children, 138 career counselors and personal
staff turnover, 111 finance charges and, 138 coaches, 92–93, 97–98
Chiropractic services. See guide to determining whether child-care providers and
Holistic physicians you are headed for a financial preschool educators, 111
Cleaning services and crisis, 134 dentists, 143
housekeepers housing counseling, 137 dietitians, 149–152
dropout problem, 122 Internet counseling, 138 events consultants, 165
fees, 117 legal rights, 137–138 financial planners, 176
franchises, 117–118 nonprofit, 134–135 funeral directors, 184–185
online services, 121 preparing files for, 137 hair stylists, 193
security policies, 120 types, 134–135 holistic physicians, 209
Social Security, Medicare and image consultants, 217–218
unemployment tax D insurance agents, 228–229
responsibilities, 118–119 Day-care centers. See Child- interior designers, 233
typical clients, 117 care providers and preschool landscaping services, 249
College admissions educators massage therapists, 257
consultants, 125–132 Dentists, 141–148 music teachers, 274–275
fees, 127, 129 continuing education courses, nannies, 280
high school guidance counselors 143 optometrists, 285–286, 287
and, 125–126 electronic anesthesia, 147 personal organizers, 297–298
need-sensitive admissions infection control, 142 personal trainers, 304, 308
policies, 130 insurance, 144–145 pet groomers, 310
questions to ask, 128–129 interviewing, 142 pharmacists, 315, 317
Companion animals. See managed care and, 145 physicians, 330–332
Animal behaviorists and pet specialties, 141 plumbers, 343
trainers; Pet groomers; standard examination, 143–144 psychotherapists and counselors,
Veterinarians technological advances, 146–147 347–349
Confidentiality Dietitians, 149–154 real estate agents, 357
psychotherapists and counselors, chronic disease and, 153 recruiters, 370, 372
352 education and training, 149–152 travel and tour agents, 389–390
recruiters, 370 fees, 152 tutors, 400
Conflicts of interest herbs and supplements and, 154 veterinarians, 406
accountants, 8 personal chefs, 153 Educational consulting. See
financial planners, 177 USDA dietary guidelines, 154 College admissions consultants
412
Index
Elderly persons. See Aged-care college admissions consultants, specialization areas, 180
providers; Senior citizens 127, 129 Funeral directors, 183–189
Estate planners, 155–162 dietitians, 152 additional expenses at the
dying intestate, 155 estate planners, 156, 160 cemetery, 188
federal estate tax, 155–156, 162 events consultants, 167–168 “aftercare” services, 188
fees, 156, 160 financial planners, 176–177 changing funeral customs, 183
questions to ask, 157 funeral directors, 186–187 decisions to make before a death
revocable living trusts, 158 hair stylists, 193, 196 occurs, 183–184
state legal requirements, 160 health clubs and spas, 202–203 education and training, 184–185
steps to take, 1621 image consultants, 217 Federal Trade Commission
team approach, 162 interior designers, 234 prohibitions, 184
will-writing kits, 160 landscaping services, 249 fees, 186–187
Events consultants, 163–171 massage therapists, 258–259 licensing, 184
average wedding cost, 163 movers, 267 management by corporations,
consultant commissions or nannies, 277, 282 183, 188
referral fees, 170–171 optometrists, 287 prepaying funeral expenses,
destination weddings, 171 personal chefs, 293 188–189
ethnic or regional traditions, 168 personal organizers, 300 services offered, 185–186
fees, 167–168 personal trainers, 305, 307
honeymoon packages, 171 photographers, 324 G
interviewing, 164–165 plumbers, 344 Gyms. See Health clubs and spas
levels of assistance, 164 psychotherapists and counselors,
planning software, 171 350 H
specialization areas, 165 real estate agents, 356 Hair stylists, 191–196
technicalities and legalities, recruiters, 367–368 budget salons, 195
166–167 stockbrokers, 380–382, 385 colorists, 192
training, 165 travel and tour agents, 394–395 education and training, 193
Exercise spas. See Health clubs tutors, 401 fees, 193, 196
and spas veterinarians, 409 licensing, 192
Eye doctors. See Optometrists Financial aid moving and, 191–192
camps, 88 salon presentation, 192
F child-care providers and salons that cater to children, 195
Fees preschool educators, 114 senior citizen discounts, 196
accountants, 5, 7 Financial planners, 173–181 services, 195
acupuncturists, 13 bonding, 178 specialization areas, 192
aged-care providers, 23, 25 commission-based, 177 tipping, 195
animal behaviorists and pet education and training, 176 Health clubs and spas,
trainers, 31 experience, 175–176 197–205. See also Personal
architects, 41 fees, 176–177 trainers
attorneys, 47, 50–51 planner’s investment strategy, alternative therapies, 204
bankers, 65–66 179 day spas, 203–204
camps, 85 professional designations, facility tours, 199–200
career counselors and personal 174–175 fitness goals and, 198
coaches, 94–95 regulation, 180 hot tub safety, 200
child-care providers and risk taking, 179–180 massage therapists, 201, 203
preschool educators, 113 Securities and Exchange membership ceilings, 201
cleaning services and Commission registration, 178 membership fees, 202–203
housekeepers, 117 services, 173–174 questions to ask, 201–202
413
specialization areas, 198 optometrists, 288 written estimates, 243

trial memberships, 201 personal chefs, 293 Landscaping services
as vacation destinations, pet insurance, 409 education and training, 249
197–198 physicians, 333 fees, 249
Holistic physicians, 207–213 plumbers, 342 home energy use and, 248
chronic conditions, 212 psychotherapists and counselors, home value and, 248
competence issue, 211 350, 352 landscapers versus landscape
education and training, 209 Interior designers, 231–237 architects, 247–248
illness prevention emphasis, 209 eco-design, 237 lighting, 252–253
insurance issues, 212–213 education and training, 233 neighborhood group rates, 252
mind-body connection, 208, 209 fees, 234 services offered, 247
patient-centered approach, 211 interviewing, 232–233 snowplowing service, 252
questions to ask, 211 licensing, 237 toxic chemical use, 251
recovery timetable, 212 specialization areas, 233 written service agreements,
research programs, 213 Internet 250–251
Home repair. See Building and banking, 68 Lawyers. See Attorneys
repair contractors career counseling, 97 Licensing and accreditation.
Housekeepers. See Cleaning cleaning services, 121 See also Education and training
services and housekeepers credit counseling, 138 building and repair contractors,
insurance information, 224, 226, 79
I 228 camps, 85
Image consultants, 215–219 menus from personal chefs, 295 caterers, 102
education and training, 217–218 online tour booking, 395 child-care providers and
fees, 217 real estate listings, 360 preschool educators, 112
first impressions and, 217 stockbrokers, 381–382, credit counselors, 135
holistic image consultants, 218 383–384, 385 funeral directors, 184
specialization areas, 216 tutoring services, 402 hair stylists, 192
Insurance agents, 221–229 Investments. See Financial insurance agents, 224–225, 227
education and training, 228–229 planners; Stockbrokers interior designers, 237
kinds of coverage, 221–222 landscape architects, 240
licensing, 224–225, 227 J massage therapists, 257
online sites, 224, 226, 228 Job coaches. See Career movers, 264
professional designations, 225 counselors and personal nannies, 280
redlining practice, 229 coaches personal chefs, 293, 294
sample bills and policies, 226 pet groomers, 310, 314
specialization areas, 223–224 L physicians, 330–332
state regulation, 227 Landscape architects, plumbers, 342
types, 223 239–245 psychotherapists and counselors,
Insurance considerations Feng Shui and, 244 349
acupuncturists, 15 garden centers and, 243–244 real estate agents, 356, 357, 360
building and repair contractors, hydrozones and, 244 stockbrokers, 379
79 licensing, 240 Living trusts, 158
caterers, 102 maintenance costs, 240 Loans. See Bankers
dentists, 144–145 native plants, 242
holistic physicians, 212–213 professional society membership, M
massage therapists, 256–257, 240 Maid services. See Cleaning
259 state regulation, 244–245 services and housekeepers
movers, 264–265, 266 styles, 242–243 Massage therapists, 255–261
414
Index
education and training, 257 questions to ask, 279–280 styles of training, 304
fees, 258–259 tax issues, 282–283, 284 time-efficient training, 308
at health clubs, 201, 203 Naturally Occurring Pet groomers, 309–314
for infants and children, 255–256 Retirement cats’ special needs, 313–314
insurance coverage, 256–257, Communities, 26 companion animals, 314
259 Nursing homes. See Aged-care education and training, 310
kinds of massage therapy, 256 providers licensing, 310, 314
licensing, 257 Nutritionists. See Dietitians questions to ask, 311–312
questions to ask, 258 show dogs, 313
trigger-point therapy, 260 O Pets. See Animal behaviorists and
Mechanics. See Automotive Obedience classes. See Animal pet trainers; Pet groomers
repair technicians behaviorists and pet trainers Pharmacists, 315–319
Medical professionals. See Online services. See Internet conflicts of interest, 318
Acupuncturists; Dentists; Optometrists, 285–289 counseling of Medicaid patients,
Holistic physicians; binocular function and, 288 318
Pharmacists; Physicians; education and training, 285–286, education and training, 315, 317
Psychotherapists and 287 mail-order prescription services
counselors; Veterinarians fees, 287 and, 318
Movers, 263–269 insurance issues, 288 primary responsibilities, 316
advance scheduling, 263–264 managed care and, 288 specialization areas, 318
bandit movers, 269 therapeutic advances, 288 vaccine administration, 319
dispute settlement programs, types of eye doctors, 285–286 Photographers, 321–327
268 digital photography, 325–326
fees, 267 P event photographers, 325
insurance, 264–265, 266 Personal chefs, 291–295 fees, 324
liability issues, 265–266 certification, 293, 294 styles, 323
licensing, 264 fees, 293 written contracts, 324
peak moving times, 264 liability insurance, 293 Physicians, 329–339
state regulation, 267–268 online menus, 295 accepting new patients, 333
written estimates, 265 typical chef, 292 billing service, 336
Music teachers Personal coaches. See Career board certification, 333–334
computers and electronic counselors and personal communication skills, 335, 336
equipment, 275–276 coaches conflicts of interest, 337
education and training, 274–275 Personal organizers, 297–301 education and training, 330–332
questions to ask, 272–273 chronic conditions and, 299 HMO facts, 337–338
corporation hiring of, 300–301 HMOs and PPOs, 332–333
N education and training, 297–298 insurance and, 333
Nannies, 277–284. See also fees, 300 laboratory reports, 338–339
Child-care providers and needs assessment and site licensing, 330–332
preschool educators analysis, 299 male versus female, 335
au pairs, 278 small business hiring of, 301 on-call backup, 335
benefits for, 284 specialization areas, 298 partnership medicine, 329
duties, 277 Personal trainers, 303–308. patient access to records, 338
education and training, 280 See also Health clubs and spas professional designations, 332
fees, 277, 282 education and training, 304, 308 questions to ask, 334–335
interviewing, 281–282 fees, 305, 307 types, 330–332
licensing, 280 services offered, 303 Plumbers, 341–345
professional affiliation, 280, 282 strength training for children, 307 do-it-yourselfers and, 343–344
415
education and training, 343 Remodeling. See Building and destination specialists, 389
fees, 344 repair contractors ecotourism, 391, 395
insurance considerations, 342 education and training, 389–390
licensing, 342 S family travel, 388
service agreements, 343 Safety deposit boxes, 68–69 fees, 394–395
Prepaid legal services, 50–51 Senior citizens online booking, 395
Preschool educators. See aged-care providers, 17–27 professional organizations, 389
Child-care providers and bank accounts, 69 questions to ask, 392–393
preschool educators hair stylist discounts, 196 safety issues, 393
Psychotherapists and intergenerational day-care tour agencies, 391–393
counselors, 347–353 centers, 114 written itineraries, 393
confidentiality, 352 massage therapy, 201 Tutors, 397–404
depression and, 351 Stockbrokers, 375–386 advantages and disadvantages of
education and training, 347–349 basic services, 375 different types, 400–401
emergencies and, 349–350 categories of brokers, 377–382 children with disabilities, 403
fees, 350 checking the background of, child’s learning style and, 401
insurance and, 350, 352 379–380 content specialists, 399
licensing, 349 “churning,” 383 corporations hiring, 403
medication and, 352 discount brokers, 381 education and training, 400
“time-effective” treatment, 352 “failure to obey,” 383 fees, 401
treatment goals, 350 fees, 380–382, 385 learning centers, 399, 401
types, 347–349 full-service brokers, 377–381 learning difficulties and, 398
investing goals, 376–377 online services, 402
R licensing, 379 peer tutoring, 399, 401
Real estate agents, 355–365 online trading, 381–382, personality match and, 398
buyer’s brokers, 363–364 383–384, 385 progress assessments, 401
discount agencies, 356 unsolicited investment services at colleges and
dual agency, 356, 362–363 suggestions, 384–385 universities, 401
education and training, 357 Summer camps. See Camps types, 399
franchises, 364
licensing, 356, 357, 360 T V
market analysis, 359 Tax attorneys, 3–4 Vacations. See Travel and tour
payment, 356 Tax issues agents
professional certification, 360 cleaning services and Veterinarians, 405–410
roles, 355–356 housekeepers, 118–119 education and training, 406
specialization areas, 359 federal estate tax, 155–156, 162 emergency services, 407
state regulation, 362–363 nannies, 282–283, 284 fees, 409
support services, 359 Tax preparers, 1–2 holistic treatments, 409
Recruiters, 367–373 Tour agents. See Travel and insurance for pets, 409
certification, 370, 372 tour agents part-time vets, 408
communication skills, 371 Travel and tour agents, specialization areas, 406
confidentiality, 370 387–396
fees, 367–368 adventure or cultural tours, 391, W
questions to ask, 369–370 395 Wedding consultants. See
specialization areas, 368 Americans over 55 and, 387 Events consultants
styles, 370 deposit and refund policies, 392 Wills. See Estate planners
416

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TOP PROS IN 50 FIELDS SHOW YOU

HOW TO HIRE THE BEST . . .

The Consumer’s Guide to

EXPERTS Susan T. Shay

KIPLINGER’S BUSINESS MANAGEMENT LIBRARY

Kiplinger offers excerpts and tables of contents for

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inventiveness and virtuosity can be and sometimes are

24. Health Clubs and Spas 197

P and it’s easy to see why. Americans are

career households. These folks have plenty of money

the providers who will fill your needs—associations, di-

The best well-being. And just how do we typically choose these

Each chapter A third finding from the research is that a cluster of

the failure of the marriage. The search for

Some service professionals are as selective in their

In the “Red Finally, today many service professions are

about specific What to Look For

sound advice about forestalling foreclosure on houses. In “Insider

Professional publications. Many now have Web sites that provide

more technical detail than you want, these publications

Keep in mind that, because of regional variations,

Tax preparers who work for national chains are paid on

Public accountants are subject to regulation, which

Certified public accountants are college graduates who

CPAs also can represent clients before the IRS. A CPA

Tax attorneys typically work directly with CPAs or en-

done, a good CPA is probably your better choice. (In

What to Look For

STATS AND FACTS: The majority of the nearly 400,000

Of course, a CPA who is not honest with you, one A good

bonds, and mutual funds. Several states have laws that

Richard Caturano Peter Kreisel Gary Podris

James Kaufman Wanda Lorenz William Reeb

Stuart Kessler Leonard Miller Gary Seigel

It is important drug and alcohol addictions. Treatment for addiction

Allopathic medical practitioners also admit that Most

In your first call, ask the physician to describe his

CONSUMER RESOURCES AND PUBLICATIONS

The National Center for Comple- in 1981 to be the umbrella organization

Acupuncturists who hold the degree of OMD (ori-

STATS AND FACTS: There are approximately 3,000 al-

Ask whether the physician has seen other patients

A high degree Before any treatment, the practitioner should ask

David Bilstrom, MD Luke Y. Kim, MD Allen McDaniels, MD

to find another practitioner are prolonged treatment

ditional), alternative (herbs, acupuncture), and com-

y 2030 one in every five Americans will

B be over the age of 65. Moreover, nearly 4

STATS AND FACTS: According to the National Institute

Today there are many new housing and care op-

STATS AND FACTS: There are nearly 400 nonprofit

Nearly ping, and meal preparation. Shared households occur

kind of Home care can mean having someone live in to pro-