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Business 40 Closure Date Set for November 11

The N.C. Department of Transportation announced Tuesday that the 1.2-mile section of Business 40 between Peters Creek Parkway and U.S. 52. will close on Sunday, November 11, at 8 a.m.

Beginning Nov. 11, all Business 40 traffic will be diverted to I-40, Peters Creek Parkway and U.S. 52. Vehicles will be able to take those exits but not drive past them.

Between Nov. 11 and Summer 2019, the Liberty Street, Main Street and Church Street bridges will be closed for replacement, and the new Strollway bridge will be constructed during this time frame.

Despite construction, drivers will still be able to get to downtown Winston-Salem.

The Winston-Salem Chamber has been involved in the Business 40 Improvement plan since the early stages. Mark Owens, Chamber President and CEO, says “the Business 40 Improvement project is a historic event for our city and our region. We have been working with the business community and our partners at the DOT to prepare for this day as best we can, for months and years ahead of time. Many organizations in the community are working to ensure that employees can get to work, customers can reach businesses, and our downtown continues to thrive. We know that the future Salem Parkway not only will result in a safer, more modern thoroughfare for residents already here but it will also be a significant economic driver for attracting new businesses and investments into our community.”  

The $99.2 million project will include:

  • Replacing the existing roadway pavement
  • Modernizing entrance and exit ramps
  • Replacing nine vehicular bridges and two pedestrian bridges
  • Lengthening the acceleration and deceleration lanes between ramps
  • Widening existing roadway shoulders and adding new shoulders
  • Building portions of a multi-use path from Lockland Avenue to Liberty Street

Traffic studies indicate there are 80,000 vehicles on Business 40 daily. Half of them are local, while the other half are passing through. Detour signs will guide pass-through traffic onto I-40.

When Business 40 reopens, it will provide a better driving experience with wider lanes, longer access and exit ramps, higher bridges, an increased speed limit, a modern look and a new name – Salem Parkway/U.S. 421.
 
There will be two pedestrian bridges and a tunnel. The foot bridges will tie into the city’s greenway project, providing a walkable route from the Long Branch Trail at the Innovation Quarter in downtown to BB&T Ballpark.
 
Additional information is available at www.business40nc.com and Facebook.

The Chamber Introduces New Staff Members

The next time you attend a Chamber or business community event in Winston-Salem, you may notice some friendly new faces on the Chamber team. Three new staff members have joined the Winston-Salem Chamber over the past several weeks. Sandra Boswell, Executive Assistant, was hired following the retirement of long-time Chamber employee Patricia Newman. Katie Collins assumes a newly-created role as the Vice President of Strategy and Engagement, forming a Membership, Marketing, and Events division for the Chamber. And veteran public policy expert Calvin McRae has filled the Chamber’s Director of Government Affairs position.

“Welcoming Sandra, Katie, and Calvin to our team not only brings us back to full capacity as a staff but also further aligns our team with our strategic plan and our mission,” says Mark Owens, President and CEO. “They are each very talented in their fields and bring a lot of experience that will help the Chamber to grow and provide value to our members. I am extremely pleased to welcome each of them to the Chamber team, and to welcome Katie and Calvin to Winston-Salem.”

We encourage you to get to know our new staff members. They will be on hand at a variety of upcoming events, notably the Candidate Forum and the Chamber’s 133rd Annual Meeting. Calvin is organizing an upcoming non-partisan Candidate Forum presented by the Chamber on October 17th. Katie is working with her division to facilitate the Annual Meeting, brought to you by Wells Fargo, on October 24th. 

Sandra Boswell-Executive Assistant


Sandra Boswell lives in Advance and is a native of the area. She has spent the last eight years at Wake Forest Baptist Health working in alumni development and supporting the CEO, CFO and Director of Nursing for the Health Network. Sandra also spent five years at Wake Forest University in athletics supporting the Executive Director of the Deacon Club. Prior to that, she worked for the Davie County Schools. She enjoys traveling and spending time visiting her two sons in Atlanta and New York.  

Katie Collins-Vice President of Strategy and Engagement


Katie Collins has almost a decade of experience in Chamber work, starting out as an intern in Columbia, South Carolina before joining the Greater Greer Chamber as director of marketing and events. There she helped develop the nationally award-wining workforce development program GreerMade, before being promoted to Vice President of Operations. Katie is a graduate of the University of South Carolina and the United States Chamber Institute for Organizational Management. Katie and her husband Andy spend their free time watching college football and playing with their 3 dogs.

Calvin McRae-Director of Government Affairs


Calvin McRae has over ten years of experience in policy and government, starting out on Federal and State electoral races, and later as a Project Manager for nationwide policy initiatives at Washington, D.C. consulting firms. Calvin has worked on diverse projects such as the fiduciary rule, healthcare, green energy, economic development, technology, and faith-based initiatives. Calvin studied at Duke’s Sanford School of Public Policy and King University’s Graduate School of Business. He is a native of Charlotte, North Carolina where he attended Charlotte Christian School. Recently, Calvin and his wife Mo welcomed their first child, Emma. He is fiercely passionate about Panthers football and Carolina basketball, and loves traveling the world with his family.

 

Winston-Salem Landmark Restaurant Unveils Expansion

Spring House Restaurant, Kitchen & Bar has completed an expansion of its 1920’s historic home that includes an enlarged Library Bar and an additional dining room to the award-winning farm-to-table restaurant. This is the first major renovation of the property since Spring House opened its doors in April, 2012.

Chef Timothy Grandinetti, the Managing Partner, described the effort to enlarge the Library Bar as “the perfect blending of the beautiful historic home with much-needed bar and event space. The expansion allows us to accommodate both our dinner patrons and the many special events we host here. We’re seeing a lot of excitement from our guests for this sophisticated, yet “comfortably Southern” space. We think the “new and improved” Library Bar provides the ideal spot to fully enjoy our creative artisan cocktails, carefully curated wines, and craft beer selection.”

The addition also created an area adjacent to the Library Bar for those guests desiring just drinks and appetizers or a more casual dinner service. The “Blue Room” may also be used for private events seating up to 20 guests; and when opened to the Sun Porch, is a comfortable venue for parties of up to 50 guests. According to Spring House Founder, Lynette Matthews-Murphy, “this lovely home is nearing 100 years old, and has a wonderful ambiance that’s perfect for gathering friends and family. The new space continues our legacy of providing Winston-Salem with a stylish and unique destination that’s a perfect match for our progressive Southern cuisine and gracious hospitality. We’re very excited about this new era for Spring House.”

The Spring House partners selected Owen Architecture, PLLC, who designed the original 2012 renovation of the Bahnson House, to provide a seamless design for the addition, and Beta Builders was named General Contractor. Lucie Matthews Patton, the restaurant’s original designer, was again tapped as Interior Designer for the project. Local artist Justine Linville was commissioned to create the original artwork in the space.

To plan a special event at Spring House, contact Elizabeth Bruce, Private Events Specialist, at 336.293.4797, or [email protected]

About Spring House Restaurant, Kitchen & Bar
Spring House Restaurant, Kitchen & Bar is located in the former A.H. Bahnson House, at 450 N. Spring Street. The home was built in 1920, and is one of the last remaining homes on downtown’s Fifth Street, which was known as “Millionaire’s Row,” in recognition of the many industrialists, bankers and business owners who resided there in the 1880’s-1940’s. The home was placed on the National Historic Register in 2001, and, after extensive renovations, became Spring House Restaurant, Kitchen & Bar in April 2012.

All Images Courtesy of Kyle Duncan Photo

Forsyth Technical Community College Announces Four Finalists in Presidential Search

Forsyth Technical Community College has selected four finalists in the search for the college’s next president. The search began earlier this year, when Dr. Gary M. Green, president of Forsyth Tech announced he would retire at the end of December 2018. Green has served Forsyth Tech with distinction for 17 years – the longest-serving president at Forsyth Tech.

Following Dr. Green’s announcement, Alan Proctor, then chair of the Forsyth Tech Board of Trustees appointed Ed Welch, former Forsyth Tech Board of Trustees chair, and Ann Bennett Phillips current chair for the Forsyth Tech Board of Trustees to lead the Presidential Search Advisory Committee. The search committee is comprised of board members, community leaders, faculty and staff who secured the executive search firm of Greenwood/Asher & Associates to lead the nationwide search for candidates.

The finalists and their current positions are:

  • Marcia Conston, vice president for Enrollment and Student Services, Central Piedmont Community College. Conston holds a doctorate in philosophy in higher education administration from the University of Southern Mississippi; her master of science in economics and her bachelor of science in psychology from Jackson State University.
  • John Enamait, president, Stanly Community College. Enamait holds a doctorate of philosophy from Indiana State University; his master of business administration with a concentration in international business and his bachelor of science in business administration from Gardner-Webb University.
  • Jeanne Jacobs, president, Miami Dade College’s Homestead Campus. Jacobs holds a doctorate in philosophy in administration of higher education from the University of Alabama, her master of education in adult education from Alabama A&M University and her bachelor of arts in English from Fisk University.
  • Janet Spriggs, chief operating officer, Rowan-Cabarrus Community College. Spriggs holds a doctorate in higher education administration from Northeastern University; her master of science in computing technology in education from Nova Southeastern University; and her bachelor of science in computer information systems, from Roger Williams University.

“We are confident in the search committee’s thorough process to provide Forsyth Tech a strong list of qualified candidates,” said Welch. “Throughout the process, our goal was to seek the candidate who would provide outstanding leadership and vision to build on the great foundation set by Dr. Green and further advance the college and our community.”

From September 24 through 27, the finalists will visit the college to meet with board members, foundation board of directors, faculty, staff and students. Following these sessions, the search committee will conduct formal interviews with each of the candidates.

The search committee will present its recommendation to the Forsyth Tech Board of Trustees, then the Board will select and submit the finalist to the North Carolina State Board of Community Colleges for approval. A final announcement is expected late October or November.

Once the finalist has been selected, Forsyth Tech will have community forums to meet the new president.

About Forsyth Tech
Forsyth Technical Community College provides students with guided educational pathways into a competitive workforce for the community and global economy. The college offers associate degrees, diplomas, and certificates in more than 200 programs of study, including programs that promote personal and professional development through non-credit courses and seminars, as well as customized training for business and industry. Forsyth Tech is the seventh largest community college in North Carolina and serves more than 35,000 students with approximately 1,500 full and part-time faculty and staff. For additional information, please visit forsythtech.edu and follow Forsyth Tech on Facebook, Twitter and LinkedIn.

4 Mediation Strategies to Tackle Conflict in Your Business

For the vast majority of businesses, litigation is bad for the bottom line. Most businesses seek to avoid litigation, manage risk and mitigate financial loss. Unfortunately, conflict often seems pervasive and unavoidable. Disputes can arise in virtually any interaction, from negotiating commercial leases or vendor contracts to fielding complaints from unhappy customers, to dealing with creditors and navigating situations with departing employees who have a non-compete agreement.

In any situation involving conflict, no matter how small it may seem at first, there are several negotiation techniques that business professionals can use to facilitate resolution, get back to the business at hand and, by doing so, protect the bottom line. Negotiation is at the heart of alternative dispute resolution (ADR), an alternative to litigation that can help individuals and businesses find the best possible outcome while saving time, money and stress, which parties face in traditional litigation.

#1 Hone In On What Matters the Most

In today’s fast-paced culture, it is easy to race through life, checking off tasks that need to be completed. However, when it comes to tough conversations, consider slowing down, taking a few deep breaths and collecting your thoughts. Prior to engaging in, reacting to, or escalating any disagreement, take a moment to think about what you are actually most interested in accomplishing. Consider spending some time writing down your company’s priorities at that particular juncture. Doing this stokes the fires for creative problem solving, which can otherwise be smothered. Honing in on what matters the most also allows you to see what is not on the list of priorities, which is where you can afford to be flexible and make compromises as you work toward resolving the dispute. 

#2 Listen more; Talk less

Have you ever been in a meeting where everyone seems to be talking over each other and constantly interrupting one another? Recall how that made you feel. Maybe disrespected, not heard, not valued, unappreciated? Although most people do not intend to be malicious when they interrupt, consider that interrupting is actually a form of stealing from the person speaking. Interrupting is taking an opportunity away from another. It sends a message, often unconsciously, to the other person that what they have to say is not worthy of being heard. It leaves the other person feeling small, disrespected and disempowered, none of which are conducive for conflict resolution.

Instead, give the person with whom you disagree a chance to share their perspective and experience with you. You might learn something new and it could help you resolve the conflict. Moreover, if you take it one step further and not only listen but also acknowledge what they are saying, that may be enough to completely diffuse a tense situation. It is remarkable how often anger and frustration dissipate once a person has had an opportunity to air their grievances.  

#3 Focus on “The Why”

It is often said that the single, most important question anyone can ask is, “Why?” Take a cue from a young child who asks “why?” an average of 2,978 times a day as she tries to assimilate new information and understand the people she interacts with and the world around her. The next time you find yourself interacting with someone who is entrenched in their position, try asking, “Why is that important to you?” “What does having that mean to you?” Like a young child, be curious about the needs and interests hidden beneath the other side’s posturing, positions and demands. Once you uncover them, you will have a better understanding of what’s most important to the other side, which will give you an opportunity to explore alternative ways to address their needs and concerns that are not incongruous with your own. The flip side of this coin is to be sure to get clear about and express your own “why.” Explaining your needs and interests, which form the basis of your position, makes it easier for the other side to understand why something is important to you and be more willing to work together.

#4 Assume the best of others

How often do we misconstrue written or spoken words, get affronted, react harshly, and lobby an attack back across the net toward our opponent only to later realize that they meant something entirely different than what we interpreted? That type of overreaction is usually based in fear and distrust. On the other hand, when we assume positive intent, we are primed to find areas of common ground upon which to build a solution that works for all parties involved. A neutral, third-party can be helpful in resolving disputes because he/she can foster a sense of trust, which is fundamental to any resolution of conflict. 

Just as a sailor rushes to weld even the slightest leak in the hull of a ship, so too does it pay to deal with business conflicts as soon as they arise. The longer the dispute lingers, the more difficult it can be to resolve. The longer a dispute lasts, the more entrenched individuals tend to get in their positions, the more time for hurt feelings to fester, and the more difficult it is to focus on what matters the most. Ongoing disputes tend to take on a life of their own — sapping time, energy, talent and resources away from the goods or services that a company provides. Consider involving a neutral facilitator early in the process. Companies do not have to, nor should they, wait until a lawsuit has been filed and a case has been ordered to mediation by the Court.

About the Author: Colleen Byers

Colleen L. Byers is a lawyer and certified mediator at Bell, Davis & Pitt. Her legal practice includes business and commercial litigation, professional liability matters, estate lawsuits, will caveats, trust disputes, guardianship proceedings, power of attorney abuse matters, and fiduciary litigation. Colleen is trained in the Civil Collaborative Law process and is certified by the North Carolina Dispute Resolution Commission to mediate Superior Court cases. She is privileged to counsel and guide parties through conflict resolution in a way that leaves them feeling empowered and transformed.

Employee Handbooks and the Top 10 (or 11!) Policies

One of the best resources a company can have is an employee handbook or policy manual.  Not only is it one of the most reliable and efficient means to educate employees about their overall employment, it’s also one of the best methods to encourage and require appropriate workplace conduct – all of which are increasingly important in today’s work environment.

Employee handbooks can be written and distributed in the traditional way by printing and handing to employees, or they can be accessed online and read or otherwise distributed electronically.  Regardless of the method, employers should ensure that their handbooks and other policies are properly distributed to any employee affected by or expected to follow them.  In addition, written or electronically signed acknowledgments of receipt should always be obtained, with language that includes how the employee is required to read and abide by the handbook or other policy. 

As a general rule (and in North Carolina unless expressly stated otherwise), employee handbooks are not contracts of employment. However, the best practice here and in other states is to include an expressed disclaimer in the handbook – and often in the acknowledgment of receipt – that the handbook is not a “contract” nor does it alter anyone’s employment-at-will relationship with the company.  Some states, such as South Carolina, have specific language and formatting guidelines to make a disclaimer effective, so be sure to seek appropriate legal counsel or otherwise determine any particular drafting requirements.  Note: In summary, the at-will relationship means an employer or employee can end the employment relationship at any time, with or without reason or prior notice.  Of course, exceptions to the employment-at-will doctrine include any discharge that’s unlawfully discriminatory, which is against a state’s public policy, or which otherwise violates the law in a manner that would preclude termination.

While employee handbooks should always be tailored for a specific company’s culture and business needs, certain policies tend to cross over into every workplace.  And while others could certainly be included, a typical Top 11 (just couldn’t limit them to 10!) list of “must have” policies for most companies is as follows.  In alpha order:

Attendance Policy – Establishes attendance requirements, any “point” system of attendance violations that will lead to disciplinary action at certain levels, and prohibits excessive tardiness, leaving early or absenteeism. Can be simple or extremely detailed – whatever works best for the company and its employees.

Computer Usage and Email Policy – Provides requirements and guidelines for permitted and impermissible usage of a company’s computers, portable and other electronic devices, and email system. Absent some unusual state law to the contrary, be sure to expressly include how anything stored on the computer or other device is subject to the company’s search at any time, how there is no right of privacy to any usage of same, and how employees should not expect any such privacy rights. (If the company electronically monitors electronic or voice communications, seek appropriate legal counsel to help ensure compliance with federal and any state wiretapping or similar laws.)  Many companies also include how unauthorized downloading of software or other material is prohibited, and expand this policy (or have separate policies) to address permissible and impermissible use of smart phones, tablets and other portable electronic devices while driving.

Disciplinary Policy – This is usually a “progressive” policy that provides certain increased levels of discipline for each subsequent disciplinary occurrence, such as verbal, written, final warning and termination. Make sure that management has discretion to skip any step, including an ability to terminate employment at any stage, and to utilize any form of disciplinary action in its sole discretion in order to appropriately address a situation.

Discrimination and Harassment Policy / Pregnancy Discrimination Policy / Americans with Disabilities Act (ADA) Policy – OK, so it’s three instead of one policy! But while separate, they’re often grouped together in employee handbooks and are therefore being combined here for purposes of this overview.  Simply stated, these are perhaps the most important written policies a company can have, and not having them – or not properly drafting or distributing them – can have significant adverse legal consequences if the company is ever faced with an employment lawsuit, EEOC or other administrative agency charge.  In drafting these policies, be sure to include an appropriate amount of detail (but not excessive!), make sure that they clearly and properly describe and prohibit sexual, racial and other forms of unlawful discrimination, harassment and retaliation in the workplace, that the manner for requesting a reasonable accommodation of an ADA-protected disability is provided, and that proper and effective channels exist for reporting any violation or other concern to alternative members of management – preferably both male and female.

Equal Employment Opportunity Policy – A fundamental statement that the company provides equal employment opportunity in all areas of hiring, promotions and employment, regardless of sex, race, age, religion, disability, sexual preference or gender identity, or any other protected status.

Family and Medical Leave Act (FMLA) Leave Policy – If a company has at least 50 employees within a 75-mile radius of a facility, then the FMLA applies to that facility. If so, then if the company has an employee handbook or policy manual, it must include an FMLA policy that at least describes FMLA rights and obligations in sufficient detail that the employee knows how to properly exercise those rights.

Open Door Policy – Generally recommended for all companies, as it essentially informs employees that there is always an appropriate member of management they can approach for any workplace complaint or concern. This policy often works hand-in-hand with a company’s equal employment opportunity and discrimination / harassment policies.

Safety Policy – The safety of a company’s employees is always Priority One. Make sure that’s stated, along with any specific safety rules or other requirements applicable to employees and/or particular jobs or job categories.  Can be simple or extremely detailed – whatever works best for the company and its employees.

Violence in the Workplace Policy – Prohibits workplace violence and threats of violence. Weapons are usually also expressly prohibited, with a common exception of pocket knives with small blades.  Prohibiting workplace “bullying” is also increasingly common.

Timekeeping and Wage Payment Policy – This policy mostly applies to nonexempt employees who are paid by the hour and are subject to overtime pay at 1½ times their regular rate of pay for any hours worked over 40 in a workweek. At least include the company’s overtime payment obligations, prohibit employees from working any unauthorized overtime (although if worked it still must be paid!), instruct employees on how accurate time records must be kept, include a process for notifying management about any timekeeping mistakes, and prohibit unauthorized or unlawful payroll deductions while including a process for reporting, investigating and correcting them (an important “safe harbor” rule under the federal Fair Labor Standards Act).

Whistleblower Policy – Remember, we live in a world of Sarbanes-Oxley and other federal or state laws prohibiting retaliation against employees who report actual or perceived unlawful company actions to (primarily) government enforcement or other administrative agencies. And those reports, along with associated retaliation claims if the employee suffers any adverse employment action allegedly due to having raised such a concern, are being increasingly made.  As a result, so-called “whistleblower” policies prohibiting any such retaliation and allowing certain exceptions to a company’s prohibition against the unauthorized use or disclosure of its “confidential information” are increasingly being used in employee handbooks and through separately distributed policies.  In fact, similar to policies against discrimination and harassment, not having such a whistleblower policy can have significant adverse legal consequences, especially for publicly traded companies.

As a general rule, companies drafting employee handbooks and policy manuals want to preserve management’s discretion to properly address any specific employment situation – which also means avoiding promissory or entitlement language regarding its policies, procedures and benefits.  Words such as “you are entitled to” or “you are guaranteed”, or sometimes words like “the Company shall” or “the Company will” (instead of “the Company may”) are all that’s needed to either imply a contract of employment, or simply hold a company accountable for not taking a particular course of action in a specific situation.

Perhaps that last statement is a good place to end this article, as it also raises another excellent point for companies when drafting and using their employee handbooks or policy manuals.  In short, regardless of whether a handbook or other policy is considered a binding “contract” – which it usually isn’t – judges and juries expect a company to do what it says it will do.  So when drafting and using employee handbooks and other policies, say what you mean and mean what you say, and follow and enforce your policies as consistently as reasonably possible. 

Toward that end, if a policy is not in line with a practice, or a practice is regularly not in line with a policy, then one of them should change.  Similar to your workforce, employee handbooks and policy manuals are always subject to development and improvement.  And by keeping them current and relevant to a changing workplace, they should continue to provide the type of employee guidance and instruction needed to help make or keep your business an outstanding place to work.

Contact for Additional Information:

Ken Carlson – Winston-Salem Office
Constangy, Brooks, Smith & Prophete, LLP
[email protected]; (336) 721-6843

 

Insights from Chris Chung, CEO of the Economic Development Partnership of NC

Whenever North Carolinians receive the news that a company is expanding or moving into the state, there’s a good chance that discussions behind the scenes have included the Economic Development Partnership of North Carolina. The EDPNC is a nonprofit public-private partnership which operates under contract with the NC Department of Commerce. The organization serves as North Carolina’s statewide economic development organization, focusing on recruiting new business, expanding existing businesses, export assistance, small business development, and tourism promotion. The Winston-Salem Chamber recently welcomed CEO Chris Chung for a Leader’s Roundtable discussion.

Chris Chung and Mark Owens, President & CEO, Winston-Salem Chamber of Commerce

Chung says his organization manages approximately 200-300 leads annually to recruit companies to locate in North Carolina. About one in three of those leads will result in an economic expansion opportunity somewhere in the state.

On the retention side, the organization is also committed to taking care of companies who are already located in North Carolina, offering assistance to growing companies helping them to expand and add new jobs.

The organization assisted 600 companies last year with international trade deals, resulting in new sales revenue coming into North Carolina. The EDPNC also handles about 22,000 calls per year from people looking to start or grow a small business. The state’s $24 billion tourism industry is also managed by the EDPNC. 

Economic Development Trends in North Carolina

Chung says a major trend that the EDPNC has seen over the past 18 months is foreign companies looking to locate in North Carolina. The organization is currently handling about 260 projects in recruitment and expansion across the state, a number that’s up from last year. Chung attributes the interest from foreign companies to the current administration’s stance on trades and tariffs. The EDPNC has offices in Canada, the UK, China, Japan, Dubai, and Mexico to facilitate foreign business recruitment efforts.  

Chung’s insights on economic development opportunities in the Triad region specifically are positive. He says that companies are definitely noticing the advantages of the region when considering relocation and expansion opportunities. Because the Triad is located between a couple of the fastest-growing metro areas in the US in Charlotte and the Triangle, some companies may be swayed to those other locations believing there’s a more robust workforce. It’s the Triad’s job to tout our ideal location, lower facilities costs, and better cost-of-living in order to sway some of their decisions our way.

Locally, The Winston-Salem Chamber works closely with our businesses, local and state government entities, and other partners to find solutions for existing companies looking to expand. We help to promote our region as a great place to do business and make every effort to ensure that more and more of those companies seeking the ideal business environment will choose Winston-Salem/Forsyth County as their home. If you’re looking to expand locally, please contact the Chamber’s Jill Atherton. Your contact for relocation into Forsyth County is Winston-Salem Business Inc.

With North Carolina currently number one on the Forbes Best States for Business list, our economic opportunities here in the Triad and throughout the state are certainly promising.

For more information, visit the Economic Development Partnership of NC online.

Special thanks to Inmar and Winston-Salem Business Inc. for supporting the Leader’s Roundtable event.

Small Business Owners Form a Unique Healthcare Collaboration

With today’s Grand Opening of Health First Chiropractic and Rehab’s new location on Waughtown Street in Winston-Salem, the third piece of a truly innovative business model has officially opened its doors. Health First shares space with two other small healthcare businesses, forming a one-stop location that offers convenience to patients. 

Walking into the building at 512 Waughtown, a lofty and urban design welcomes you to the Nuestra Farmacia in the center, the LliBott Medical Clinic to the left, and Health First to the right. All three businesses are separately owned and operated, yet no interior doors block off one space from the next. Patients now have the ability to see Medical Doctors, Chiropractors, physical rehabilitation specialists, and a Pharmacist all in one location.  

The owners say this patient-centered healthcare facility is a model emphasizing care coordination and communication to transform primary care into what patients want it to be. Research shows that integrated healthcare facilities can lead to higher quality and lower costs, while improving patients’ and providers’ reported experiences of care. The new medical facility will be dedicated to focusing on a whole person, including family members, to optimize wellness and manage the challenges throughout each patient’s healthcare journey from prevention, injury care, illness treatment and beyond. You can visit the facility at 512 Waughtown Street, or find each provider online: 

Health First Chiropractic and Rehab
Nuestra Farmacia
LliBott Medical Clinic

 

Wake Forest Ranked Among the Top National Universities by U.S. News

U.S. News and World Report’s 2019 Best Colleges guide ranked Wake Forest University 27th overall among 312 national universities and 13th for its commitment to undergraduate teaching.

Wake Forest was also ranked 27th in last year’s guide and has been ranked in the top 30 in the national universities category for 23 consecutive years.

“Our consistent inclusion among the best universities in the nation is a testament to the persistent and prevailing efforts of the Wake Forest community,” said Wake Forest President Nathan O. Hatch. “Not only do we offer a multitude of opportunities to our students, I am proud that a Wake Forest education partners intellectual engagement with the cultivation of character, resulting in well-rounded leaders who invite others into genuine community and conversation.”

Wake Forest was included in the following U.S. News rankings:

  • 13th on the “Strong Commitment to Undergraduate Teaching” list
  • 24th on the “Best Value Schools” list
  • 40th among national universities on the “High School Counselors’ Top Picks” list
  • 45th on the “Most Innovative Schools” list

This year’s guide also highlights the low student/faculty ratio (11 to 1) and the small classes that characterize the Wake Forest academic experience. Fifty-seven percent of undergraduate classes at Wake Forest have fewer than 20 students and only one percent of Wake Forest’s classes have more than 50 students, the lowest of any top-30 school.

The Wake Forest School of Business undergraduate program was ranked 35th, moving up five spots from last year. The school is ranked among the top 10 percent of undergraduate business programs for the 12th consecutive year.

The U.S. News rankings are posted on www.usnews.com.

About Wake Forest University
Wake Forest University combines the best traditions of a small liberal arts college with the resources of a large research university. Founded in 1834, the school is located in Winston-Salem, N.C. The University’s graduate school of arts and sciences, divinity school, and nationally ranked schools of law, medicine and business enrich our intellectual environment. Learn more about Wake Forest University at www.wfu.edu.