NEW BLOGS:

NEW ARTICLE:

NEW THEATRE PRODUCTION:

Angel's Blog has been taken from her column in the summer issue of The Buckaroo, A Chihuahua's Beat: Getting a Fix on Being Fixed, Catching Up & Hurricane Katrina

Granny Grumbles, a new writer for ThePenmanShip.com, finds life's bumps and changes simply demand comment in her blog Those Were The Days.  What do you when you want a cup of coffee and the restaurant is closing in an hour!!?!? What Are You In Business For, If Not To Serve Customers?

Women's Minyan, by author and first-time playwright, Naomi Regan, is a very powerful script on religious fundamentalism and its effect on Haredi (ultra-Orthodox) women. A resounding hit in Tel Aviv since 2002, the play has finally come to America and I'm honored to be a cast member of the premier English production this October 15-30 at Reynolds Theatre, Duke University, in Durham, North Carolina. For more information on this amazing author and her wonderful books, check this out.  (The play is over but was well-received by many visiting theatre directors from around the U.S.  Check out the reviews!)

These are mostly 600-800 words per article, a fast, easy read.

TOP

Part I: “What Do I Do First?”    March-July 2003 Series

Part II: “The Downside and Upside”

Part III: “Weighing Your Analysis”

Part IV: “Emotional Decisions Under Control”

Part V: ”Making a Decision for Success”  - 

--  “Getting Control by Letting Go” - February 2003.

--  “Recovering Your Dream” - January 2003.

The Buckaroo Magazine Articles and Interviews -

These articles vary between 800 - 2300, based on content and editor's request.

--   “The Joy of Hand-Built Pottery”

--    “A Gal for All Seasons”

--   “A Portrait in Oil Means Forever”

--  “Fair, Firm & Consistent: A Man With a Dream”

--  “Flowers for the Flower Lady”

--   "Strong Winds Lead to Battle of Cowpens, a Decisive American Revolution Conflict"

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SETTING UP YOUR OFFICE FOR FINANCIAL SUCCESS 

PART I: WHAT DO I DO, FIRST? 

Generally, to find out what the best course of action is for any type of business, the following steps helps create the most accurate picture of current or potential financial strength: 

• Dividing your process into segments that affect the ultimate outcome.

• Assigning the appropriate level of significance to each segment.

• Quantifying both the downside and upside; then, considering the likelihood of occurrence.

• Weighing the two against each other.

• Carefully identifying and then ignoring any emotional considerations that might sway your anlysis.

• Making your decision and acting on it.

For the most part, healthcare providers are highly trained medical professionals with limited actual business training.  Many practices are opened with the, “I’ll learn as I grow,” attitude.  Enthusiasm is quickly dampened by the overwhelming amount of details required for the administrative side of the business.  When you are very lucky, you find the right support personnel from the get-go and you flourish.  All too often, income is slow and the new practitioner becomes discouraged, closing his doors after only a few years and looking for employment with a larger multi-doctor facility.

America needs the small practice provider and MCRP wants to help them all become successful. So, we’re going to talk about how to prepare your office for the highest productivity and return.  Just take a deep breath and we’ll begin with Step 1 above, dividing your practice into manageable segments. One of the easiest ways to do this is through the use of a full view outline.  (See Fig. 1 Example)  Each area must be addressed if you want a successful practice. When viewing your plan as a whole, with your practice in the center, you are constantly aware of any area that needs your attention.  Surrounding segments of Set-up, Administration, Equipment, Supplies, Etc., are easily completed and updated. (HIPAA Compliance now has to be added to the outline, under all categories.) Your goal is to see that each item is completed, crossed off, or updated. Delegate activities involved to those with the appropriate expertise.  Once you have been given the assurance that work has been completed, cross the item off or mark it for periodic review.   

Each practice will include specialty-specific segments and items, but Set-Up and Administration should be given the higher priority.  The simple application of a little time and energy spent having everything in place BEFORE the first patient crosses your threshold is the ideal.  But, even for those who have been in practice for years, following Steps 1 and 2 above can refresh your initial enthusiasm and goals while bringing about significant income changes and growth for the small practice. Next, Part II: Step 3. 

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Copyright © 2000-2004 MCRP-Consulting.  All rights reserved. Any permission to copy or reproduce this information for the purpose of profit, resale, or solicitation without contacting author is expressly denied.  Permission is expressly denied for any automated means of gathering e-mail addresses from this web site for the purpose of sending bulk e-mail solicitations.

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SETTING UP YOUR OFFICE FOR FINANCIAL SUCCESS

 PART II:   STEP 3 – THE DOWNSIDE & UPSIDE

 In Part I, we covered Steps 1 and 2 along with using the Full View Outline (FVO) to help you create an accurate picture of your current or potential financial strength.  In Step 3, we’re going to look at both the downside and the upside of what can happen when an office is opened without any specific administrative planning. 

Using the Full View Outline, you are keeping all areas of your business structure accessible for a natural progression towards completion.  Attempting to run your business “on the fly” creates costly delays and unnecessary duplication. What does “Time is money” actually mean when applied to the provider’s business?  Each and every employee has the capability of creating so much income loss for a provider that they can literally shut it down within a few short years.  How can you prevent this loss of income?  By doing the one thing nearly every business owner refuses to do until it’s almost too late -- having office and position manuals in place before opening your doors.   

The Office Manual is protection for both employer and employee, setting out rules and regulations you will accept responsibility for, as well as expectations of employee behavior. It’s a physical reference to help resolve any issues. New employees should be given a copy of the Office Manual and time to read it before beginning to work. Then, have them sign and date a Seen and Agreed Acceptance Form for their personnel file.  Keep in mind that the Office Manual is the first item attorneys ask for when employees file suit. There are many generic manuals available to use as a base, but you must personally go through each item and either remove it or accept it as a part of your own.  Choosing not to have an Office Manual is not smart business in the 21^st century. 

The Position Manual is the second most important item in your business and the one that is going to save you thousands of dollars in lost revenue.  Every New Employee costs you at least a third of their salary within the first three months.  That is why so many businesses have a starting salary, with a 90-day evaluation, and then increase the New Employee’s pay.  These revenue losses are not always visible, but hidden in the costs of the New Employee learning how to do the job, locating needed supplies, and understanding how that job integrates into the completion of other jobs within the office. 

Without a Position Manual, Employee A now has to show New Employee how to accomplish the next step.  This takes another hour. It has now cost $42.00 to get one form filled out.  Multiply by any number of tasks and watch your money fly out the window!  If you had taken the time to create a Position Manual, with examples of software use and how to complete every form used in that position, along with needed supplies location, your only revenue loss would have been the New Employee’s $15.40.  The Position Manual can generally get anyone through accomplishing daily tasks, including temporary help.   The initial three-month New Employee learning curve is still with you, but you can at least confine your losses to the expected rather than the hidden, uncontrollable losses. There is no upside to not having Office and Position Manuals.    

“WHEN THE OUTGO EXCEEDS THE INCOME,

THE UPKEEP IS THE DOWNFALL”

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Copyright © 2000 MCRP-Consulting.  All rights reserved. Any permission to copy or reproduce this information for the purpose of profit, resale, or solicitation without contacting author is expressly denied.  Permission is expressly denied for any automated means of gathering e-mail addresses from this web site for the purpose of sending bulk e-mail solicitations.

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SETTING UP YOUR OFFICE FOR FINANCIAL SUCCESS 

PART III:  STEP 4 – WEIGHING YOUR ANALYSIS 

In Part I, we covered Steps 1 and 2 along with using the Full View Outline (FVO) to help you create an accurate picture of your current or potential financial strength.  In Part II, Step 3, we focused on the need for an Office Manual and Position Manuals.  In Part III, Step 4, we’re going to look a little further into the employee relationship and the need for manuals as opposed to making emotional decisions. 

Many businesses fail because the owners have made the mistake of regarding their office staff as family members. The people you hire have come into your business to help you accomplish your dream.  But, they fully expect to get paid to do the job.  When the money goes, the employee is not far behind.  If you rule with a hand that is either too autocratic, micro-managing every task, or too cavalier, turning all control over to an untrained office manager, you’re going to spend a lot of time involved with the hiring process.    

Managing any office can be overwhelming and not everyone is qualified to handle it.  What you are looking for is another right arm(s) and this can only be accomplished with long-term employees.   Constant turnover in personnel is the death knell to a business.  Setting the standard, having a strong work ethic and giving employees the tools needed to accomplish their tasks is what creates the harmonic atmosphere of a well-run office.  You can enjoy a wonderful relationship with employees, without losing your business perspective.  

With Position Manuals, you have the right to expect that procedures are followed. (Post-it notes do NOT count as written procedures!)  You can write the employee up when they choose to do their own thing, or are always telling you, “This is how I do it.” This is YOUR business.  There are many people who will be happy to do it your way.  Human beings work best knowing exactly what is expected of them.  Change creates fear of failure and the last thing anyone wants to do is alter what has been a successful pattern. Without published goals, manuals, and a strong work ethic, too many business owners are forced to rely on an emotional reactionary solution to problems that arise. Unless these solutions include new written procedures, as soon as the dust settles, everyone goes back to the same old routine – except, now, there are personnel problems.    

The business owner who can’t be bothered with understanding the day-to-day financial side of the business is just marking time until the doors are closed. This is not micro-managing; this is taking an interest in your livelihood.  You should know exactly how to accomplish each needed task, based on the procedures set forth in the Position Manuals, and you have the right to expect the process to be strictly adhered to, so that any deviation is noticed almost immediately and potential problems can be minimized.  Each employee should know the steps involved in accomplishing their tasks, as well as having a ready reference at hand.  Banks are notorious for having very specific steps for their Tellers transactions.  Should a problem arise, the bank will stand behind the employee who followed procedure. If an employee decided things worked better for them when they did it “their way,” the bank will not stand behind them.  Do not be frightened by procedures, they protect both you and your employee. 

The owner’s leadership will either create tremendous employee turnover, or inspire great confidence in a long and prosperous future for their employees.   If you don’t know how to create a Position Manual, find someone who can do it for you.  Times, forms, and software will change but the basics will be there and it’s easy for your right arm to update! 

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Copyright © 2000 MCRP-Consulting.  All rights reserved. Any permission to copy or reproduce this information for the purpose of profit, resale, or solicitation without contacting author is expressly denied.  Permission is expressly denied for any automated means of gathering e-mail addresses from this web site for the purpose of sending bulk e-mail solicitations.

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SETTING UP YOUR OFFICE FOR FINANCIAL SUCCESS

PART IV:  STEP 4 – EMOTIONAL DECISIONS UNDER CONTROL

In Part I, we covered using the Full View Outline (FVO).  In Parts II & III, we focused on Office and Position Manuals.  Part IV will focus on effective management for strong team building.

The longer your decision-making process, the less effective are your management capabilities.  Employees are hired to help you and their lives are linked with yours towards mutual financial success.  Employees are not best friends; they are people you pay to work for you.  Dependent upon you for their livelihood, they want to do a good job. The effective manager knows how to keep happy employees and build a strong team of right arms. 

If you take the time to invest in your people, you’ll reap a lifetime of solid teamwork.  Show enough respect to have written rules of expected behavior.  Treat everyone fairly and don’t play favorites.  Don’t leave new employees totally on their own until you know for sure that they understand exactly how to perform their work. No one likes being set up to fail but that is exactly what happens when you stop guiding too quickly.

Look for reasons to praise whenever possible. It takes only a moment and it’s truly appreciated. The good manager knows an honest reprimand does not destroy happy people.  The best reprimand is given as soon as wrong behavior is noticed, lasts no longer than a minute or two, and is followed up with some form of praise.

In my opinion, people are either doing a good job or they are not.  Within three months of hiring, you should be able to tell if someone can be part of your team.  If they can’t, be strong enough to let them go.  To me, it is far more responsible to adopt a policy of giving praise or reprimands when due. The average employee appreciates your praise and understands when they need to be reprimanded.  Keep your language to specific behavior and it’s impossible for the employee to take offense.  The biggest benefit from this form of management is that you are handling situations as they occur and your emotions haven’t had a chance to get the best of you.

Can you tell if your employees are happy?  Which list represents your employees at the present time?

Good initial organization increases productivity, creating the harmonic working environment.  By having manuals that explain job functions, office policies and acceptable personnel behavior, you actually increase the time you have to do what you do best.  People know what is expected of them and what they can expect from you.  It’s a safe environment that fosters growth, allegiance, and success for your practice. 

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Copyright © 2000 MCRP-Consulting.  All rights reserved. Any permission to copy or reproduce this information for the purpose of profit, resale, or solicitation without contacting author is expressly denied.  Permission is expressly denied for any automated means of gathering e-mail addresses from this web site for the purpose of sending bulk e-mail solicitations.

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SETTING UP YOUR OFFICE FOR FINANCIAL SUCCESS

 PART V:  STEP 5 – MAKING A DECISION FOR SUCCESS

 In Part I, we covered using the Full View Outline (FVO).  In Parts II & III, we discussed the need for Office and Position Manuals.  Part IV explored effective management for strong team building.  In Part V, we focus on making decisions for success. 

Our most difficult decisions are those involving people we care about.  When these people are our employees, some decisions become truly painful.  No one is born knowing how to run a business.  Hundreds of entrepreneurs open businesses every day only to fold by year’s end.  They are left with considerable debt, uncollected receivables, and the bitter taste of defeat.  Some will try again; others will not.  Attempting multiple ventures may be fine for some entrepreneurs but it’s an unthinkable approach for the medical provider. 

Hard decisions begin when starting the successful practice.  You consult with your attorney, accountant, the Small Business Administration, and banker. You hang your shingle, advertise, join the right groups, and – fly by the seat of your pants! The one decision rarely undertaken by new practitioners is making the time to understand how the day-to-day running of their practice is being set up.  

Creating the administrative department, manuals of owner responsibility, employee activity flow for efficient job performance, record-keeping and files are generally left to the first clerical person hired, without knowing whether or not that person is truly qualified.  Most people can handle a job that’s been previously set up; very few people can set up a business.  

The practitioner “too busy” providing medical services to be bothered with finding the right person to handle this part of the business is not covering the assets of the practice.  This practitioner will ultimately have to close up shop and look for employment with a multi-doctor facility. 

Whether you’re just getting started or already established, you know running your own practice is a tremendous challenge.  It takes stamina, hard work, perseverance, and sacrifice.  Even if you possess all of these qualities, you can’t always solve your business problems alone.  There will be times when you need help. The working environment should be an enjoyable experience with everyone functioning as a unit. A stressful employee makes mistakes.  Mistakes create fear of detection.  Fear of detection creates hidden activities.  Hidden activities create missed deadlines, penalties, loss of business and income.  All of these horrors can be avoided by making the right decision to find someone to help in setting up your practice.  

It’s so much easier to focus on providing your services when the administrative side of your practice is humming with efficiency.  The choice is yours. 

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Copyright © 2000 MCRP-Consulting.  All rights reserved. Any permission to copy or reproduce this information for the purpose of profit, resale, or solicitation without contacting author is expressly denied.  Permission is expressly denied for any automated means of gathering e-mail addresses from this web site for the purpose of sending bulk e-mail solicitations.

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GETTING CONTROL BY LETTING GO 

From In-house Medical Claims to Outsourcing! 

The transition from in-house medical claims processing to outsourcing can be a frightening experience for the small practice, until everything has fallen into place. In addition, HIPAA regulations, deadlines, and the thousands of dollars needed for compliance, continue to loom over the small provider.   For many, outsourcing electronic claims means losing control in their own practice when, in fact, the exact opposite is true.  By outsourcing, you have finally taken charge of your financial direction.  Billing centers are focused on collecting your fees for the services you have provided.  This is what they do.  It is the sole reason for their existence. Every phone call, fax, memo, record, and letter is in some way dedicated to getting you paid.  There are no interrupting phone calls, patients, salesmen, etc. to divert the processing of your claims.    

Outsourcing your claims processing is more than simply having your claims filed electronically.  If claims are not rejected, the provider obviously receives payment.  The real work in processing claims comes with following up on rejections through to full reimbursement.  The full weight of processing for payment now falls back onto the already beleaguered office manager.   A 10% rejection rate could mean a $50,000 annual loss.   Reimbursement is dependent upon time to follow through.  If there isn’t enough time, your cash flow could be waiting in the bottom drawer.  

The billing center works in tandem with the provider, both sides doing their best to make sure everything is in order to facilitate reimbursement.  Information flowing back and forth should be clear and legible to avoid unnecessary delays.  Reports should be timely and easily understood.  And, the most important feature of outsourcing is that, regardless of what occurs in the provider’s office, claims processing continues to take place, ensuring a strong cash flow despite any in-house problems.  By letting go of your fears of outsourcing, the provider actually gains control of the practice’s cash flow! 

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Copyright © 2000 MCRP-Consulting.  All rights reserved. Any permission to copy or reproduce this information for the purpose of profit, resale, or solicitation without contacting author is expressly denied.  Permission is expressly denied for any automated means of gathering e-mail addresses from this web site for the purpose of sending bulk e-mail solicitations.

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RECOVERING YOUR DREAM 

Outsourcing Makes Order Out of Chaos! 

The biggest nightmare for the small healthcare practice today is trying to keep up with the three R’s (Rules, Regulations, and Requirements) of getting reimbursed for their services.  Working hard to meet HIPAA deadlines (requiring expensive renovations, in some instances), along with the high cost of compliance for filing electronic claims, causes many small healthcare practices to be easily overwhelmed.  With limited staff, the office now becomes the perfect setting for chaotic management and loss of revenue. 

The healthcare provider (HP) and general entrepreneur (GE) is the same when setting up business.  They are focused on what they were trained to do, not what paperwork has to be done to run the business. From a reimbursement standpoint, the biggest difference between the HP and GE is the invoicing procedure. The GE sets up in business and begins billing customers as soon as work is completed; many using readymade invoice booklets.  In contrast, the HP enters a nightmare of possible rejections, adjustments by outsiders (downcoding), and out-and-out denials of payment. The first Rule the HP has to follow seems to be WAITING!  If your patient is insured, you have to pay for and use special claims forms (Requirement).  But, then, even using the right form, you can still be denied payment because of minor clerical errors. If the HP doesn’t know exactly how to fill out the form and no one is available to train staff, getting paid becomes trial-and-error!  Your office manager can spend hours on the phone trying to straighten out the problem; and, then, because it’s all tied into the timeliness of filing, it still may be too late to get paid. (Regulation) You’re not being paid because forms are incorrect, not because you didn’t perform the service! More often than not, the small practice providers throw up their hands in frustration. The hard truth is, there simply isn’t enough time for the small practice’s office manager to handle all of today’s day-to-day office requirements, as well as keep up with the medical claims billing and follow-up.  With new patient claims to file, personnel turnover, and, constant changes in the insurance industry, quite a few bottom drawers end up holding months of unpaid claims.  Your hard-earned income now is marking time toward unpayable. 

Here is where the difference really intensifies.  The GE can hire help in the $6-$8 range. After a brief explanation of billing procedures, a general invoice is sent to each customer. It’s a basic, straightforward cycle of invoicing, payment, and closing of a file.  The HE billing cycle is far more involved.  The process requires not only billing knowledge but also constant education in coding changes and regulations.  The base pay range has now increased to between $10-$15. According to the New England Journal of Medicine, this is 43.3% of your general office overhead.   Even a rejection rate of only 10% can drastically affect your income. Outsourcing electronic claims billing works in tandem with the office staff, (many times, one person) for everyone’s benefit. You pay from monies collected and finally start to realize a strong cash flow! 

 Copyright © 2000- MCRP-Consulting.  All rights reserved. Any permission to copy or reproduce this information for the purpose of profit, resale, or solicitation without contacting author is expressly denied.  Permission is expressly denied for any automated means of gathering e-mail addresses from this web site for the purpose of sending bulk e-mail solicitations.

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THE JOY OF HAND-BUILT POTTERY

Working with clay can be a joyous experience for almost everyone.  Even those reluctant individuals “pressured” by friends not wanting to take the class by themselves get lost in the fun. Having enjoyed this bounty from Mother Nature since very early childhood, this comes as no surprise to me. In fact, I like to think of pottery class as ‘advanced mud pies’ and a chance to get down and dirty in the creative process. 

Today, almost anything you could want or even possibly imagine in the pottery field is available at any number of stores or arts and crafts fairs.  Someone, somewhere, has probably already thought of it and/or it is being mass-produced for the general public. Only through your own efforts can you achieve the special uniqueness of creating pottery and figures that become the precious memories of future generations.  

Although not totally clutter-free during each session, creating hand-built items with a minimum of mess can be done in a corner of any room by following the techniques taught in my classes.  I'll be the first in line to agree that a pottery wheel is oodles of fun.  Hands down. Hands up. Hands in. It's the berries.  The downside is that it requires far more water than hand-built work and can be messier than most people find acceptable inside the home, unless you have a place that is very roomy and easy to clean up. The good news is that anything done on the wheel can be accomplished by hand.  Even wheel potters use hand-building techniques to create handles, spouts, or feet, for their pottery.   

Another source of joy in working with hand-built pottery comes from not only participating in an activity that satisfies your creativity but also has the wonderful side effect of reducing stress.  Every project should be undertaken with the feeling that you have all the time in the world to complete it.  Well, almost. Clay is, after all, mud and it will dry out if left exposed too long to the air or the heat of your hands.  As soon as you have the moisture content under control, you're free to explore all the possibilities. 

Once you have decided on a project and completed a simple sketch to keep you focused, you can approach your work slowly and with deliberation, allowing your interaction with the clay to meld with your creativity.  A pot is a pot is a pot but you can make it your own by shaping and finishing.  Offer your subconscious the opportunity to do its thing and you'll be delighted with the results.  Art objects, on the other hand, are an opportunity to let your creativity soar. And, frankly, it's almost impossible to be creative and stressed at the same time.  Keep your initial projects small while learning technique and you will be delighted with the results. 

There are as many different approaches to art classes as there is variety in the creative arts. Some people are satisfied with just a few hours of "play" time, simply wanting to make something in as short a time as possible and then moving on to the next interest.  In most two-dimensional art classes, this approach is oftentimes very satisfying to the aspiring artist with delightful results.  In three-dimensional classes, outside of kiln-fired pottery, exciting new items are constantly being created by students willing to let themselves go.  

Unfortunately, when working with kiln-fired pottery, there are some basic rules that have to be followed to prevent explosions within the kiln and/or damage to other student's work. First and foremost, kilns are very expensive. Maintenance, multiple firings, and explosion repairs can be prohibitive. No one should assume they have the right to use someone's kiln simply because this is what they want to try next. (General teachers are not given total freedom to use school laboratories or workshops simply because they happen to teach in the same school.  They must show they have the expertise.)  Simply because one likes to do something, doesn't mean they have the right to do it, if they are not willing to pay for any damage they may cause.  Unless willing to subsidize these costs, they should expect to follow the basic rules.  The teacher's job is to teach the proper construction of kiln-fired pottery, as well as maintain final responsibility for determining which items will or will not be included in a firing.  This issue should be understood completely and accepted by the student from the onset of classes. 

Out of respect for all students’ work and to this end, until I am sure a student understands basic construction and the correct way to join clay pieces, I take advantage of the many air-dried clays available today for my Beginning Class exercises.  I am a private instructor and not subsidized by any larger organization.  Because I am the one ultimately responsible for kiln repair, I prefer not to have any explosions, if at all possible.  Students are shown how to wedge (a process required with all clays to remove air bubbles from the clay body prior to working with it) and join clays to keep explosion damage to a minimum.  Unique to hand-building pottery is keeping the sides even during the building process to prevent warping and moisture retention. Poor joining of clay strips will leave unstable air pockets.  Following poor wedging and joining, moisture and air pockets in the clay are the next major cause of explosions in the kiln. It is especially disheartening to work hard on a piece, handle it with care, only to find it has been damaged in the kiln because of someone else's poor construction habits. 

As soon as a student has displayed reliability in building their projects, they are moved up to the Intermediate Level Class to work with kiln-fired clays.  Beginning Class projects are then repeated and refined using those same techniques.  This time, however, the work will be fired, glazed, and turned into a personal treasure or gift for someone special. 

Broken crockery and figures are part and parcel of working with any clay. Air-dried clays are susceptible to breakage throughout their life. Kiln-fired clays should always be considered extremely fragile and handled with care, until a piece has been fired at least once.  Following the basic rules can keep these disappointments to a minimum.  

Every serious potter that I know starts with a preliminary sketch of their project.  They understand the importance of maintaining focus during the creative process. I expect my students to do the same.  I don't expect them to be a Michelangelo, drawing in finite detail; just execute a simple sketch of the intended piece. Using the sketch, an outline form is created to use as a template against the clay structure as it is taking shape.  Clay is very plastic and its form easily changed from the heat of your hands.  It's very easy to get carried away with the joy of creating, only to find that your cup has become a very large soup bowl! 

As in any creative area, there are hundreds of templates and tools available for the artist within each discipline.  Some people seem to need one of everything and others make do with just a few tools. Learning to use just a few tools well will serve you better than trying to figure out which tool to use from a very large collection.  The professional artisan invariably chooses a small selection of tools to use over and over again, only introducing a new tool slowly into the daily tool kit.  

Having too many choices is oftentimes a way of putting off having to do the work.  We love to create rituals.  It's a part of human nature.  Unfortunately, too many rituals can get in the way of productivity. I know one artist who constantly cancels his day of creativity because a favorite tool was mislaid or, even worse, he got started a little late.  

One way to prevent late starts is to have your own little creative corner set up.  (If that's not possible, a wheeled cart with drawers for supplies and a sturdy personal table is an excellent alternative.)  It's important for you to begin working without having to spend a lot of time preparing your space, including time to replace everything at the end of the work session.  That doesn't mean that your little corner has to be messy.  It does mean that this is not another place to store all your extra books, papers, and other drop-down items. There's nothing more frustrating than being ready to begin exploring your creative side only to find that you have to clean up a mess, first. A place to store new clay, reclaimed clay, pottery tools, and sketches should be enough.  There are plenty of reusable and inexpensive plastic containers available to be able to keep your little corner attractive and tidy. 

A 25-pound bag of clay is relatively inexpensive considering that the average project will take under 2 pounds of clay, offering at least a dozen creative opportunities to the wannabe potter. To reduce the high cost of firing, a smart potter will design and create many pieces before taking them to be fired. Again, it is important to understand that before putting clay into a kiln, it must be completely dry – bone dry.  Large pieces could easily take up to two to three months to become thoroughly dry, and I’ve had portrait sculptures take as long as six months to completely dry because of the 3/4” walls. If there is any moisture in the air or the depth of the clay walls are uneven and too thick in places, the drying time could take even longer.  If the potter doesn't wait for the clay to be completely dry, there's a very high risk that the item will explode in the kiln and destroy any other nearby items, as well.  Keeping a dated record during construction of each piece will help to prevent unnecessary accidents. 

One of the most exciting moments for a teacher is when students involved in the same project create completely unique pieces.  Initially, they may resemble conventional items but the muse quickly takes over and each personality starts to reveal itself.  Constant exposure to the works of others can help jumpstart the creative process. While books on pottery can be very expensive, a visit to your local library will soon help in discovering the work of other potters.  It's essential to expose the mind to the possibilities of what can be done.  Otherwise, we limit ourselves to our own experiences, never daring to go beyond the familiar. It's perfectly all right to see what others have done to give you inspiration as long as you remember not to infringe on their copyright.  

For more than 3000 years, mankind has been enjoying both the spiritual and utilitarian miracle of the various clay bodies from around the world to both hold his food and feed his soul.  From the most basic container formed of earthenware and fired in an open-fire pit to the exquisite porcelain works of the potteries of Spode and Wedgwood, we have been delighted by this special gift from Mother Nature.  The next time you feel stressed might just be an opportunity to consider discovering the joys of hand-built pottery for yourself.

All rights reserved. Sharlene Thomas, ©2004. Any permission to copy or reproduce this information for the purpose of posting it on commercial web sites or electronic databases for profit, resale, or solicitation is expressly denied. Any permission to use automated means to gather e-mail addresses from this web site for the purpose of sending bulk e-mail solicitations is also expressly denied.

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A GAL FOR ALL SEASONS

Paula Russell-Lee is a very busy lady. She was president of the Cleveland Chamber of Commerce in 2003 and is noted for her ongoing volunteer work within the community. Currently the owner of Clear Comfort Pools, Spas & Supplies, Inc., located next to Kro’s Restaurant at the corner of Cleveland School Road and Highway 42 West in Garner, she is still as busy as ever.  Karen Cooper, Office and Sales Manager, is on site full time to help. 

Since opening the business on May 11, 2000, Clear Comfort Pools has provided more than 500 pools to the local community, in addition to approximately 30 to 40 hot tubs.  Even though there's not much of a market for hot tubs in this area at present, Paula said they take care of not only their customers’ but any of the area hot tub owners needing supplies and chemicals. 

She said, "We feel we have provided the local community with a need that they have never had, and that is swimming pools at a reasonable price, chemicals for the swimming pools, water balancing, and service."  By providing top-quality service on maintenance contracts and sales with the help of her full-time Office and Sales Manager, Karen Cooper, customers have come to rely on their highly trained and motivated staff to provide trouble-free pool and hot tub ownership.  Any customers who give referrals that culminate in sales receive a small referral fee. 

A growing trend in the pool business is the inclusion of a Christmas shop and this is Clear Comfort's first season in that direction.  The Christmas Store is now open for business and owned solely by Paula.  Customers coming in for regular pool or hot tub supplies are delighted to find a varied assortment of Christmas accessories and promise to return when they can spend a little more time. 

She first thought of the idea about three years ago when it became apparent that so many pool stores all over the country were doing it.  "So, I just decided this would be the year to do it.  I thought this could be something we could offer the community, here, that is not available.”  When asked if she had visited any Christmas stores in North Carolina, she said, “Yes, I visited a friend of mine in Greensboro, who owns Carol's Pool and Christmas Store.  She was a very encouraging factor and she inspired me. Greatly inspired me." 

It's very obvious to the visitor that Paula and Karen have taken the time to make the Christmas Store visually exciting.  Gift items are easily accessible and the prices are right.  At present, it’s a seasonal store and you can only take advantage of shopping for just the right gift from September through January.  

Paula says that she welcomes any and all new visitors, along with her existing customers and visitors.  "We will be running sales from now on until the end of the holiday season and then, of course, we will have our after-Christmas sale." 

One particular item that is featured this year is the little walkway stake trees that will be going on sale right after Halloween.  The Christmas Store also carries the entire Claire Burke line of accessories, the potpourri that is found in major department stores.  You'll also be able to find the work of several local artists specializing in Christmas accessories. 

The holiday season is a very busy time for Paula, managing her businesses, decorating outside commercial businesses for the holidays and offering workshops to people needing help in their decorating or wreath making; but, she wouldn’t have it any other way. 

While you may not be able to find a swimming pool or hot tub directly under your tree, Paula said they are more than willing to put together a special Christmas package for the lucky recipient.  "Do they have any Christmas trees that will float in your pool," I asked? "No,” she said, with a twinkle in her eye, “we don't have that.  Not just yet!"  Oh, well, I can dream. 

Even if you are not in the market for a pool or hot tub this holiday season, you now have the Christmas Store to make your holiday shopping less stressful, thanks to Paula, a gal for all seasons. 

Visit Paula and Karen at Clear Comfort Pools and the Christmas Store at 25B Highway 42 West, Garner, NC 27529.  919.661.1766

All rights reserved. Sharlene Thomas, ©2004. Any permission to copy or reproduce this information for the purpose of posting it on commercial web sites or electronic databases for profit, resale, or solicitation is expressly denied. Any permission to use automated means to gather e-mail addresses from this web site for the purpose of sending bulk e-mail solicitations is also expressly denied.

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A Portrait in Oil Means Forever 

Darwinian man drew on the walls of his cave to reflect the glory of the tribe and help future generations remember the history of their ancestors.  At some point, a DNA spin-off begat a budding Caravaggio, glorying in all the surrounding beauty but frustrated at every turn trying to express his vision with an extremely limited palette. 

It wasn’t enough to show the hunt; this Renaissance caveman wanted to show all the details and feelings of the moment.  But Chief Og wasn’t having any part of it.  “Outlines were good enough for my ancestors and they’re good enough for me!  Just draw the d--- victory and let us get on with the festivities!”  (Of course, I’m paraphrasing and, rusty.  I haven’t used real caveman patois since my last blind date.) 

Resolving the right combination of pigment and adhesive mixture was the biggest problem, as was portability.  Cave surfaces were becoming short supply and real artists preferred their work out in the open.  From time to time, new art surfaces were invented but the family’s shelter was still the most obvious place to emote. 

As artists and craftsmen developed, mankind began to expect and demand more from their artisans.  Paying dearly for a commissioned work, patrons wanted their art to resemble the sitter and surroundings, appreciate in value, reflect their own wealth and glory, and ultimately hang on the walls of all their descendants. 

In the early Renaissance, artists created paintings with egg tempera paints by mixing powdered, colored pigments with egg yolk as the binding agent.  (Cavemen had a tendency to devour the egg-laying fowl, missing the opportunity to discover all the virtues of the incredible, edible egg.)  But egg tempera dries very quickly, similar to watercolor, so artists were limited to painting small areas during each session.  In addition, it cannot be stored, so each color was mixed as it was needed.  Mixing too little paint was disastrous because mixing a perfectly matched second batch was very difficult; mixing too much was simply a waste of expensive materials. 

Oil paints came later in the Renaissance.  (Some attribute the invention of oil paints to Jan van Eyck, the 15^th Century Painter)  The colored pigments were mixed with linseed, poppy or walnut oils, each producing different effects and drying times.  Oil paints were translucent and artists could build up layers of color to show light and depth more convincingly.  Better yet, because oil paints dry slowly, artists could work on several areas of their painting during a session. 

While most painters today do not paint in the style of the Renaissance, they still largely prefer oil paint.  When looking for permanence, few methods have the “time-tested” merits of oil painting.  Selecting an adaptation of the Renaissance style for today’s portraits means you will be drawing on techniques and traditions that have been successfully practiced for the last 500 years yet still have a contemporary feel to your painting. 

In comparison to oil painting, photographic portraiture is still in its infancy.  What has not been ascertained is the actual longevity of today’s digital photography, as well.  Our experience with photography from the early 20^th century has shown that this new process is not yet totally reliable.  Pictures have faded, home filmstrips have deteriorated and the life span of the CD disk is still to be decided.  While hope springs eternal, there are no assurances. 

A phenomenon has begun across the nation.  As more and more families find themselves in a higher-income bracket, there has been a resurgence of interest in having family portraits done in oils.  Although a time-consuming process, the finished product is well worth the wait and the family will have a portrait they know will last. 

It is essential that you understand the purpose for the portrait before commissioning an artist.  Caricatures and abstracts can be so obtuse that they are almost useless as historical memories.  It is best to have them done as an adjunct to the more serious portrait.  What we value during one period of our lives may not continue to have the same emotional pull at a different time.  This type of work often finds itself put out of the way or simply discarded. 

A portrait should reflect the sitter as cleanly as possible.  Most artists will remove unnecessary blemishes and smooth the skin tones, but moles and definitive lines are usually discussed before removal.  During initial interviews, items can be added to create a background that reflects the sitter’s tastes or memories to create a truly unique lifetime gift.  With the Renaissance technique, your family can be assured that you will be sharing your gift with hundreds of future generations.

All rights reserved. Sharlene Thomas, ©2004. Any permission to copy or reproduce this information for the purpose of posting it on commercial web sites or electronic databases for profit, resale, or solicitation is expressly denied. Any permission to use automated means to gather e-mail addresses from this web site for the purpose of sending bulk e-mail solicitations is also expressly denied.

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Fair, Firm and Consistent: A Man With A Dream

Sheriff Roger “Steve” Bizzell

On November 14, 1958, the voice of Roger “Steve” Bizzell was heard for the first time announcing his arrival in the world and claiming his own place within the family history.  Forty years later, on Monday, December 7, 1998, the voice of Sheriff “Steve” Bizzell was again heard by the citizens of Johnston County, now forming a more powerful link within the history of the Office of Sheriff, an office that began over twelve centuries ago… 

Of all the offices originating in English Common Law, only that of the King is older and has greater dignity.  Through appointment by the King, the powers of the Office of Sheriff were protecting citizens and enforcing the will of King and Court. Following the Battle of Hastings in 1066, these duties were expanded to include the role of tax collector.  

These same powers, duties, and responsibilities were absorbed into Colonial American Common Law; however, the appointments were now from large landowners wanting to protect their own property.  Most historical reports accept that America’s first appointed sheriff was Lord William Baldridge for St. Mary’s County in Maryland in 1634.  

In the “Value of Constitutions,” Thomas Jefferson wrote that, “the office of the sheriff is the most important of all the executive offices in the county.” As our country grew, colonial and state legislatures were determined to keep the Sheriff responsible to the people and made it an electoral position, assigning even more responsibilities and introducing the new task of overseeing jails and workhouses. The earliest record of an elected Sheriff was William Waters in 1651 in one of the Virginia counties. 

A Treatise On The Law Of Sheriffs is considered to be the leading legal authority on the subject.  Written in 1941 by Walter H. Anderson, a prominent attorney of the Idaho, California and Tennessee State Bars and Supreme Court of the United States Bar, it states, “the Sheriff’s primary obligation is to represent the sovereignty, authority, and interests of the state in his respective jurisdiction.”   

On June 21, 1984, President Ronald Reagan, addressing the National Sheriff’s Association, said, “Thank you for standing up for this nation’s dream of personal freedom under the rule of law.  Thank you for standing against those who would transform that dream into a nightmare of wrongdoing and lawlessness.  And thank you for your service to your communities, to your country, and to the cause of law and justice.” 

From childhood, this is the job that little Steve Bizzell had his eye on.  With a determination beyond the years of the average young farm boy, he has maintained his focus and dedicated his life to achieving that goal, just a little boy making daily choices that would serve him in this pursuit.   

In addition to full time farming, Steve’s father served the community as a Pentecostal Holiness Minister.   His mother, a full time housewife, took care of the children and assisted in both the farm work and ministry. They were a family with strong roots in their neighborhood.  It was this background that forged his strong work ethic and feeling for community service.   

Farm work is hard, with little time for leisure. Collards and turnip greens, watermelons, Irish potatoes, all were crops requiring constant attention to supply the best produce to the old Table Supply/Margaret Ann stores, now known as Winn-Dixie.  A reputation for high quality was of prime importance to a family that strongly believed ‘a job worth doing is worth doing well.’ 

There was no time for joining clubs or playing sports, “No, I never was able to play sports in school; I had to come home and work.  I’m a workaholic.  I don’t hunt.  I don’t fish; I’ve never hit a golf ball.  I never played ball, other than in the cow pasture or maybe some basketball around the church on a Sunday afternoon.”   

Spoken with a strong sense of pride and humility, Sheriff Bizzell added, “If that work ethic from my Dad had not been instilled in me at a young age, I would not have been able to hold down this job here because it’s all about discipline and hard work.  Sometimes, I feel that somebody, maybe with a higher power, was kind of preparing me for this journey.” 

Third from the youngest of eight children, three boys and five girls, Steve was nurtured in a family filled with love and happiness, “Yes, we were happy.  You know, with that many children, we were poor but we had the best things in life, we had love, fellowship with our neighbors and we were always lending a helping hand and getting it in return – yes, I’ve lived a very happy life.” 

Steve’s interest in law enforcement began as a small child.  His grandfather, a revenue officer in the 1930s, used to bust up liquor stills and he would hear his father and uncles talk about tagging along.  He said, “I used to think, you know, man, that would be great.  I kind of got it in my mind that not only did I want to be a revenue officer, ‘I want to be Sheriff.’  This has been a lifelong dream and I think I was inspired by hearing those stories. 

“I think we, as young individuals, start deciding at an early age what our interests are and maybe the direction we want to go in life – at least, I did, and I guess I would probably have done most of the same things over again.  I stayed alcohol-free and drug-free and a lot of that was from the way I was brought up.  We were well-respected in our community and I think those are the reasons I took the path that I took.” 

This same grandfather started the Pentecostal Holiness Church in the small Pine Level community. It was built from timber donated by the neighbors, who then built the road that they named after the church. To this day, Sheriff Bizzell lives on the same Bizzell Grove Church Road farm of his childhood and attends the same church. 

Were there any high school incidents that still affected him? Sheriff Bizzell cocked his head, smiled, and said, “Oh, yes.  One that sticks in my mind is that I got caught – and, I’m not proud of this but I think the readers will understand – I got caught cursing at school and I had to write a 1,000-word document.  And, I wrote it on the freedom of speech. 

“But, that kind of sticks in my mind, number one, because that was not my character, that was not the way I was raised, to cuss.  And then I got caught and I thought, you know, if I’m going to write about it, anyway, let’s write it about the freedom of speech!” 

He enjoyed school, especially math, was class President and known as the class clown. Contrary to his belief that it speaks ill of him, I think we get the true measure of the man we now call Sheriff from the following story. “I tried to be a leader and, ironically, I quit school in the tenth grade.  My Dad was sick and in the hospital with back problems.   

“I quit school, stayed home and actually farmed.  Mr. Watson, the Assistant Principal, came out to the house.  He said, ‘Steve, just come back to school.  You’re a good student; you make good grades.  You cannot do this,’ and I said, “No, this is something I’ve got to do, something I want to do. 

“Now, my Dad did not appreciate that and, if he had been able, he probably would have whipped my butt but I did what I thought was the appropriate thing at the time and would do it over, again.”  And, “My biggest regret at that time was thinking, ‘This is going to keep me from being Sheriff, one day.’ And I thought this every day.” 

As a young man, Steve Bizzell had already begun to demonstrate leadership qualities by acting on the strength of his convictions.  He saw his father incapacitated, assessed his own abilities for running the farm, understood the possible loss of a lifetime dream, made a decision and held firm – all out of a deep love for his father and a strong sense of obligation to his family.    

Independent thought is the lynchpin of leadership.  This was not the typical teenage “I’m old enough to quit” action so many young people make but a decision to help and try to return the years of love and support he had received from his father. 

If given the chance, would he change his journey? “I still don’t understand the why that I decided to quit school – I’m not proud of that.  I would have changed that, and I did change that.  I went back.  

“When I talk to youth groups, I tell them I’m the example that you can be anything you want to be.  Here I am an old farm boy, raised just as common as you can be, running around the yard without a shirt on, and friends with everybody.  I lived a good life.  And I give thanks to my mom and my dad, and I give thanks to my neighbors for that.  I always wanted to be Sheriff and I made it. If you set your mind to something, you can succeed.” 

Young Steve Bizzell, as soon as possible, on his own and at his own expense, renewed his dream.  He entered Johnston Community College to receive his GED, then Wilson Community College to earn his Basic Law Enforcement Training, followed by ongoing education classes in law enforcement, as required by the State of North Carolina.   

While still farming, he became a Special Deputy for Johnston County.  Wanting hands-on experience with 12-hour shifts to see what was really going on; he then became a Deputy Sheriff for four years.  He was back on the path.   

Steve’s mother was in intensive care at Duke Hospital and passed away on June 26, 1998.  She didn’t get to see her son become Sheriff, but she knew about his life-long dream and that he had won the primary.   

While very proud of him, his family does sometimes feel he gives too much, working 12-16 hour days. “Whenever a crime occurs, whatever I’m doing, whether it’s church or family activities, I have to go.  I made a 100% commitment that I would be at the helm of the best Sheriff’s Department in North Carolina and I strive daily to hold myself to that commitment and give it that dedication.” 

The working experience as Deputy Sheriff helped him decide his platform for when (not, if) he became Sheriff.  From a conservative background, he strongly believed that government should be run like a business.  One goal was to save the county taxpayers enough money in the first year to pay his salary.  “Well, my first five months as Sheriff, I saved enough taxpayers’ money in wasteful spending to pay my salary for four years, not one year.  So, I succeeded in that goal.  And, I run this place like a business, something I learned from the farm and being in business at a young age. 

“This job as Sheriff, to me, is not about politics; it’s about people.  I am the first Republican Sheriff elected in Johnston County in almost 70 years.  (Sheriff Andrew Fitzgerald last held that honor in 1928)  And, it was often said that I couldn’t win because I’m a Republican but I took the politics out of this office.  That’s one thing I will always remember I brought to the table.” 

Before being sworn into office on December 7, 1998, he told his new employees, “I don’t care where you go to church or how you register to vote; that’s your business.  But, if you support me and you work here, let’s get the job done, together.  

 “Here’s what I think – and I’ve said this from the day I walked in here – I leave the politics out on the sidewalk and I come in here to take care of the people’s business.  If I do my job and I do it right, the politics will look after itself.  And, I found this to be true in the last election.  When I was elected the first time, I won against my old friend Sheriff Freddy Narron by just over 900 votes.  In the last election, I received almost 73% of the total vote.  Not only did I get Republican votes but I got the good vote of the Democrats, too. 

“And, I recognize and appreciate that but it’s about doing my job. I think being an elected official by the people we serve; it transfers down the line.  So, if we don’t treat these folks right, we don’t do the right thing, the Sheriff’s going to lose his job.  It’s the accountability and enforcing the law using good old common sense that works when nothing else will. But, let me tell you this, I’m a firm believer in common sense.  I’ll take common sense over book sense, any day.” 

A man who understood the power of inspirational words, he worked hard to develop his own ‘sound bite’ to use when addressing his deputies. Fair. Firm. Consistent.  This is his litmus test for all the day-to-day decisions in running the office and one that his staff knows well. “Am I being fair? Am I being firm? Am I being consistent?  If the answer is yes to all three, it’s a good decision.”  

He added, “A lot of people in government forget who’s paying the bills.  My Dad used to tell me it’s easy to spend someone else’s money.  And, in government, I see that every day.  I love government, but I love government being run like a business.” 

By monitoring his budget on a daily basis and keeping a tight control over spending, he has reorganized the Sheriff’s department and made it one of the best in the State.  “I’ve come in here with common sense, a strong work ethic, commitment, dedication, and determination and I have made this Sheriff’s office work.  It’s a government agency that works and I’m proud of it.  I know how to find money for the wants and the needs and I’ve been very fortunate with the employees that I’ve hired on board with me to make things happen.” 

Frustrated with government employees not wanting to actively carry out the duties they were hired for and paid to do, Sheriff Bizzell set high standards for his office personnel which have resulted in a high turnover rate during the search for just the right combination.  “You know what?  If you just want a job to get a paycheck and the insurance furnished, you’re in the wrong place.  I can’t do it all, myself, and I expect those that we’re paying to do their job.  So, I get disappointed – and, this is no secret, I share it at every meeting -- somebody’s got to do the job for it to work.  If they’re not going to do it, I’ll get someone who will.” 

Early in his service, he decided to test the response time of his patrol division in an emergency situation by doing a “page out” of all deputies. All but seven (with legitimate reasons) responded to the call.  A “page out” is a crisis situation drill and full deputy response is expected with no questions asked. “It’s none of their business what’s going on.  They know they’re on call 24 hours a day, 7 days a week, so we actually kept a list of those who had called in to find out whether they needed to go or not.  Then we came back and met with them and said, look, you know, when you’re in a crisis situation, you don’t call the dispatcher to see what’s going on.  If you were not needed, you wouldn’t have been called.” 

Being an elected official in an 18-hour accessibility job can be very hard on a wife and family.  Most of the burden of caring for his three children has fallen on his wife, Jennifer.  He said, “I’m not sure she really understood what being the wife of a Sheriff meant but you’ve got to sacrifice and, unfortunately, that sacrifice means family time.   There is very little privacy and you need to know how to create time with the family. And, I do make that effort to spend time with my family and my children.  My Dad is still alive and I go to see him in the mornings and I try to see him at night, if it’s not after midnight.”   

Sheriff Bizzell expects to run again in 2006 but a higher office is not out of his future plans. “I don’t know how much longer I’ll stay here because I feel I have fulfilled my responsibility.  I still love being the Sheriff and I’m not saying that I won’t run, again – I probably will.  That is my intention.  But, I would love to take on something a little bigger.  If I had the money or the money became available and I had the backing, I would probably seek a higher office because I can make government work, and this is a good example of it. 

“My ultimate goal in politics would be to run for the highest office in the state.  It’s not for the publicity; it’s not for the name recognition.  It’s to do there what I’ve done here.  Make it acceptable and possible.” 

Calvin Coolidge said, “Nothing in the world can take the place of persistence.  Talent will not; nothing is more common than unsuccessful men with talent.  Genius will not; unrewarded genius is almost a proverb. Education will not; the world is full of educated derelicts.  Persistence and determination alone are omnipotent.” 

Persistence and determination are deep within Sheriff Steve Bizzell.  We citizens of Johnston County have been given a very special gift, a man who truly reflects the North Carolina Motto in all that he brings to his office: Esse Quam Videri – To Be Rather Than To Seem.  Dream your dreams, Sheriff, and look toward higher office, if you must, but your constituents know what we have and we are going to do everything we can to keep you here – at least for a little while longer.  Then, follow your dreams, ‘cause we know you’re going to bust our buttons!

All rights reserved. Sharlene Thomas, ©2004. Any permission to copy or reproduce this information for the purpose of posting it on commercial web sites or electronic databases for profit, resale, or solicitation is expressly denied. Any permission to use automated means to gather e-mail addresses from this web site for the purpose of sending bulk e-mail solicitations is also expressly denied.

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Flowers for The Flower Lady

It’s always hard to say goodbye to friends.  But when those friends have made themselves an integral part of your community, sharing in the joys and sorrows of your life, they should not be allowed to simply close up shop and slip away from our lives without mention. 

In 1985, Elgia Hayes Fish Whitley unveiled the Birch Valley Florist Shop in the little building behind her home on Old Stage Road.  “It was just a small shop behind the house and then, after my first husband died, it was moved over to the poolroom in Angier for a while.” 

In the early 1970s, Mrs. Whitley felt she needed a hobby.  As she recalls, “I was just working.  Living on the farm.  So, on the TV, I saw about the decoupage classes in Raleigh and got my husband to take me to see a sample.  When I saw what they did with this little box, I just fell in love with it.  I took the classes and then I wanted to teach them.  So I taught a lot of them, I don’t remember how many, through Johnston County Tech, Central Carolina, and Raleigh Paper and Wallpaper Company, who helped me in setting up the business.” 

Opened in 1973, the little shop was initially called Birch Valley Arts and Crafts and featured award-winning decoupage items made by Mrs. Whitley.  Later in the year, James Fish, her husband, died of a heart attack.  They had been married for 32 years.  They didn’t have a church wedding, “We just went to the minister’s home.  I had Talisman roses in my corsage.” 

Sales were not as brisk as hoped and Mrs. Whitley began to feel that fresh flowers would sell better.  A new round of classes in floral arrangement began taught by Wake tech and Central Carolina, that was taught in Lillington.  The little shop had begun its transformation. 

There were four sons from her first marriage, Kenneth, Larry, Kevin, and J.D., Jr.  With one son going to college, Mrs. Whitley found it necessary to have the security of a regular paycheck coming in and found work as a Teacher’s Assistant at North Harnett School until her retirement in 1986.  Birch Valley Arts and Crafts was now relocated in the former poolroom in Angier and flourishing, although Mrs. Whitley told me she never really felt she had reached the full success as a florist because, “I started late.  I  knew it was coming that I would have to close.” 

But life still had some changes in store for the now widowed Mrs. Fish.  At a senior citizens’ square dance in 1988, William “Wade” Whitley, a recent widower, do-see-doed into her life and won her heart.  Wade’s first marriage had lasted almost 50 years.  They thoroughly enjoyed each other’s company and discovered a strong mutual interest in gardening.  He farmed, raised hogs and, as most of today’s farmers, did some outside jobs.  They married in 1990 in the Angier Baptist Church with all the family from both sides present. 

In December of 1993, the florist shop was relocated to the Old Drugstore (now home to Kro’s Nest Restaurant) on Old Drugstore Road and Highway 42 and had become the Birch Valley Florist Shop.  “Mr. Whitley loved the nostalgia and enjoyed his time at the store, which was the only florist in the 40/42 area at the time.”  Mrs. Whitley said they did an excellent business for the three years they were there and made many friends within the community.  But, when they received news that the building had been sold, they were forced to move, again. 

The entrepreneurial spirit was present in both families so, although there were times when he felt she might be working too hard, Mr. Whitley was not unfamiliar with the commitment required to run a successful shop.  Mrs Whitley continued designing memorable arrangements for Johnston County residents in her Birch Valley Florist Shop that had now been moved out to a closed garage beside her new home on Old Drug Store Road.  “I did the florist shop and we loved gardening together.  He was very quiet.  Sincere.  A Christian.  Never missed a year of gardening.  We both loved gardening and yard work.” 

Her customers in other settings easily recognized Mrs. Whitley’s arrangements.  “People would tell me they knew if I did an arrangement, but I don’t know why.”  When asked if she had a specialty, she said, “Spring bouquets were so popular that many people would ask for them in December.  People loved them.” 

Mother’s Day, Valentines’ week, and holidays meant plenty of hard work and late hours at the Birch Valley Florist Shop.  Help was called in as needed and Mr. Whitley was always there to assist in setting up weddings.  “All events were busy and hectic but we still enjoyed it.” 

William “Wade” Whitley passed away on January 13, 2004.  Mrs. Whitley decided it was time to close the Birch Valley Florist Shop.  “Yes, I’ve come home.  I’m getting up there and I just wanted to be back near family.  Friends keep up with me.  And I’m taking on more things than I’ll be able to handle, all the time.  I’m just glad I was able to keep this place.” 

Mrs. Whitley returned to her home on Old Stage Road to be close to her family.  Three of her sons live nearby and see that she is all right.  Every second Wednesday of the month, she carries a covered dish to the Angier Senior Citizens meetings and is taking advantage of the Golden Gem’s monthly meetings at the Angier Baptist Church. 

I assumed she was now enjoying a much-needed rest, but, apparently, some old habits are hard to give up.  Mrs. Whitley told me she had just finished planting the garden for this year and, when asked why, smiled shyly and said, “I guess, because it always has been planted.”  Did she have a favorite flower?  “Oh, yes,” she said, “it’s what used to be called the Talisman rose.”  The old pink with a hint of gold rose.  Why, I asked?  “Because I wore Talisman roses in my wedding corsage,” was her soft reply. 

The days of frantically trying to fill customers’ last-minute requests, the late hours and frenetic pace are now in the past.   Those of us in the community who looked forward to Mrs. Whitley’s arrangements for special events now have to seek help elsewhere.  But, we want to thank you for your years of service to our community, Mrs. Whitley, and know that you will be greatly missed.

All rights reserved. Sharlene Thomas, ©2004. Any permission to copy or reproduce this information for the purpose of posting it on commercial web sites or electronic databases for profit, resale, or solicitation is expressly denied. Any permission to use automated means to gather e-mail addresses from this web site for the purpose of sending bulk e-mail solicitations is also expressly denied.

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