Even if your company is small, you can offer group health. In most states, insurance companies that offer these plans are required to accept any group of two to 50 employees, provided you agree to insure 100 percent of eligible personnel. Before you can offer this benefit, you must decide whether you want the plan to be managed-care or fee-for-service and how much your employees will pay.

Definitions

Medical insurance, especially group coverage offered as an employment benefit, has its own language and can be difficult to understand. Following is a list of basic terms that will help you make decisions regarding company-sponsored health insurance:

• PremiumThe monthly cost of the coverage.
• DeductibleThe amount of expenses a patient pays before coverage from the insurance carrier begins. As with other types of insurance, a higher deductible will mean lower premiums.
• Co-paymentThe set amount a patient will pay for basic services such as office visits, emergency-room visits or prescriptions. A typical co-pay is $20 for office visits and $5 to $10 for prescriptions.
• ReimbursementThe percentage of the bill the insurer will pay. It doesnt mean the patient pays the whole bill and the insurance company reimburses him. Often, a doctor will bill the insurance company first, and send a bill to the patient for the rest. A typical reimbursement is 80 percent, with the patient paying the remainder. Depending on the coverage, the patient portion could be higher if he uses doctors who are not on the plans list of approved providers.
• Maximum out-of-pocket expense The most a patient will pay out-of-pocket during a year, including his deductible and bill portions.
• Lifetime benefitThe total amount of coverage available over a lifetime. It could be $2 million or more.
• NetworkThe group of healthcare providers contracted to provide services to plan members.
• Excluded servicesSome plans may not cover dental or vision care, mental-health services or maternity care. Common exclusions include braces, cosmetic surgery or surgery to correct vision.

Managed Care vs. Fee-For-Service

There are two major types of health plans: managed-care and fee-for-service. The plan thats best for your business is determined largely by location, the physicians and hospitals available through the plan, options offered by the insurance company, and the constraints of your budget.

Managed-care plans are agreements between certain doctors, hospitals and healthcare providers and are designed to offer a range of services to members at a reduced cost. They go by many names, such as Health Maintenance Organization (HMO), Preferred Provider Organization (PPO) or Point-of-Service (POS) plan.

Most HMOs minimize members out-of-pocket expenses, as long as they use preferred providers and facilities. If members go outside of the network, they may be responsible for paying the entire bill. In addition, they must choose a primary-care physician and see that person first whenever they need medical attention. The doctor will make necessary referrals to specialists. With HMOs, per-visit or annual deductibles are usually lower than those of other plans.

PPOs are more flexible than HMOs but tend to cost more. They usually charge members to use providers and facilities outside of the network, but do not require referrals to see specialists. The per-visit or annual deductibles are usually higher than those for HMO.

POS plans provide a combination of HMO and PPO features. Members choose whether they want to pay a flat fee for a network provider or a deductible or coinsurance charge to see an out-of-network provider.

Fee-for-service plans, also known as indemnity plans, allow employees to choose healthcare providers themselves. This gives them a wide range of options that includes specialists such as cardiologists and surgeons.

Consumer-Driven Health Plans

As insurance premiums escalate, consumers look for ways to save money. A potentially lucrative tax shelter became available on Jan. 1, 2004, courtesy of the Medicare Act, which allows people to build nest eggs to cover out-of-pocket medical costs. A Health Savings Account (HSA) is a new investment vehicle that permits a taxpayer to shelter up to $4,500 annually. It is linked to a high-deductible health-insurance plan and designed, in part, to help consumers pay for health expenses until insurance benefits kick in.

There are only two requirements for opening an HSA: 1) It must be done in conjunction with high-deductible health coverage; and 2) A taxpayer must be under 65the age of Medicare eligibilitywhen opening an account.

Lets look at how an HSA works. First, consider the health-insurance portion. High-deductible health-insurance policies are now the rage. Their rates are much lower and increases more moderate, but the patient is left to cover more costs. An HSA has the potential to accumulate huge balances over years of contribution and investment gains. In theory, that puts consumers in a better position to pay for their own healthcare as they grow old.

An HSA also has tax benefits. Few Americansparticularly the youngwill have the foresight to max out contributions to assist with medical expenses in old age. But the incentives are powerful for those who do, or for anyone who wants to build a modest account to cover routine healthcare costs.

In addition to carrying a generous annual limit, HSA contributions, investment growth and withdrawals for health-related expenses are all free from taxation. The law even allows an annual tax write-off equal to the deductible of the accompanying healthcare plan, though it cant exceed $2,250 for an individual plan or $4,500 for a family plan. Limits will go higher in years ahead.

An HSA holder who uses the money for a non-health expenditure pays tax on it, plus a 10 percent penalty. After age 65, a withdrawal used for a non-health purpose will be taxed, but not penalized.

Who Pays for Insurance?

Most businesses that offer group health insurance contribute toward the cost of the coverage. Some pay for single coverage for all employees, but leave the premiums for family coverage as a decision for each individual. Other businesses pay a percentage of the total cost.

The amount you choose to pay will depend on your own situation. First, think about how your contribution will affect your budget. Second, consider how it affects the desirability of your plan to present and future employees. Many businesses choose to have staff make a contribution toward some of the cost, especially as healthcare and insurance premiums increase.

Plans change from year to year. According to a survey from the Employee Benefit Research Institute, nearly one in five small employers offering health-insurance benefits had to change them in 2002. Typically, those modifications resulted in increased co-payments, deductibles or premiums, with nearly a third of employers also dropping at least some of their benefits. Many businesses reported that to cover costs, they cut out or reduced pay raises or bonuses, trimmed other benefits, or put off making investments in the company.

Unfortunately, employers are looked at as Scrooge in this situation, but the costs are astronomical, says Robert Kneip, president and CEO of the Oasis Group, a Florida-based employer organization that offers human-resources consulting. All employers want to give healthcare. But with the dynamics of business and increasing costs, its a real tough squeeze. When companies increase the employee portion, it doesnt mean theyre not paying more too.

Alan Thaxter is a health-insurance professional with Gallagher Benefit Services, a division of Arthur J. Gallagher & Co., the fourth-largest insurance broker in the world. The company provides a full range of solutions for group health insurance, employee benefits, property-and-casualty insurance, bonds and risk-management services. It has received numerous awards for business excellence and is familiar with the needs of the self-storage industry. The company partners with owners and managers nationwide in creating customized insurance programs. To contact the self-storage division, call 800.568.0833; visit www.ajg.com/Fresno

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From the Employees Perspective
Making health-insurance decisions

For most people, the top health-insurance issues are cost and healthcare providers. Some have an established family physician or ongoing medical condition, which makes changing doctors a significant concern. If not, the decision comes down to how much coverage the individual can afford and how much control he wants.

James Taglia, vice president of employee benefits for Michigan-based Presidion Solutions, tells his employees with kids to see if their pediatrician is in the network. The last thing you want is any surprises with your children, he says. Then, check to see if your physicians are in there. Youve created a history with them.

If youre new to an area, your benefits department wont tell you who is a good doctor and who isnt, Taglia says. Ask your co-workers and neighbors for recommendations. If you have college-aged children who are going to school out of state, make sure theres a network in that community.

If youre married and your spouse is employed, do a careful comparison of both companies benefits. If you regularly take medication, ask to look at the formulary, a document that details the drugs insurance will cover. Taglia strongly recommends you take advantage of flexible-spending accounts for medical expenses because they reduce your taxable income.

Alan Ziegler is also a certified employee-benefits specialist. He advises that unless you have some very special circumstances, such as a chronic illness or family history of a rare disorder, go with the lowest premium. Take a higher co-payment and deductible, and keep your costs down. It may mean you pay the first $250 or $500 in health expenses every year, but if you dont get sick often, it could save you hundreds of dollars a month in premiums.

If your company offers more than one choice and you dont like the one youve made, you can make changes during the annual open-enrollment period. You might decide to add or drop prescription-drug coverage, or take a higher deductible and reduce your costs. Another option may be to change your coverage at other times of the year if you get married or have a child and want to add your new family members.

In todays competitive environment, highly motivated staff is vital to any organization that wishes to achieve results. Therefore, learning to inspire employees is essential to success.

Motivation can be defined as that which arouses, sustains and channels an individuals behavior toward a goal. Every employee needs a little extra encouragement now and then. Benefit packages and incentive/appreciation programs can certainly motivate personnel and even increase their job satisfaction. The result is a high-quality product and happy, productive staff members who work better with each other and, more important, your customers.

Maslows Hierarchy of Needs

Theorist Abraham Maslow created the now famous hierarchy of needs, which he believed was the key to motivation and could be applied to every aspect of life. According to his principle, as humans meet their basic requirements, they seek to satisfy successively higher needs:

1. Physiological needs: warmth, shelter, food
2. Safety needs: a sense of security, absence of fear
3. Social needs: interaction with others, having friends
4. Esteem needs: being well-regarded by others, appreciation
5. Self-actualization: realizing individual potential, winning, achieving

As a storage operator, you need to be aware of and apply these motivational forces to achieve the performance you seek from your employees. Start by addressing staffs basic needs:

1. A positive, healthy work environment
2. An equitable salary and benefits package
3. Clearly established policies and procedures
4. Job security
5. Time for a personal life with friends, family and interests

Benefits and incentives alone arent enough to satisfy these requirements. Open lines of communication between all levels of staff are also critical. Personnel must know they can discuss work issues without fear of being ignored, patronized or harassed by supervisors or other employees. If someone comes to you with a concern, go directly to the heart of the issue, and dont make commitments you cant keep. Instead consider the options for resolving the situation and follow through to a reasonable conclusion.

Try to include employees in management meetings and decisions. Allowing staff members to have a say regarding their day-to-day job duties is one of the least expensive and most effective motivational tools you can use. Find out what changes they think could be made for greater productivity and a more positive business environment. Give staff more trust and freedom to make decisions and improvements. It will have an extremely positive impact on your business.

Rewarding Good Work

Once youve established open communication, begin discussion of an incentive program. Ask employees which rewards and bonuses they would prefer. Pay attention, and make a list.

Cash may seem like an obvious choice, but isnt always the best form of motivation. While it may encourage productivity in the short term, over the long haul, employees tend to prefer a pat on the back, time off, dinner for two at a local restaurant or other perks. Following is a list of ideas you can modify to suit your own operation:

• A simple thank you in appreciation for hard work, especially in the form of a personal note from the boss, can sometimes be the best reward.
• Always treat employees with respect.
• Consider holding meetings outside the facility at a nice diner or coffeehouse.
• Make a thank you box in which customers put the names of employees who go beyond the call of duty to help them. Draw a name every month for a reward.
• Deliver a gift to employees during the week of their birthday.
• Host an employee-appreciation day at least once a year at a park, bowling alley or restaurant.
• Give out hats, shirts, jackets, etc., imprinted with the company name or logo.
• Praise a job well done.
• Hold one-on-one meetings with employees who seem unhappy.
• Send employment anniversary cards.
• Award tickets to sporting or cultural events when a goal is reached. Let employees choose.
• Have a casual lunch with staff to discuss how things are going at the property.
• Provide opportunities for professional training such as an industry convention or manager-training course. This makes employees feel valuable and adds to their job competency.
• Reward perfect attendance with time-off certificates.
• Create a contest for Employee of the Year with significant prizes.

Whatever rewards you use, dont throw them around carelessly. There are only so many gold stars you can give out before they no longer hold any meaning.

Setting Goals

Incentives and bonuses are met via goals, so the first rule for establishing a program is to make sure your objectives are attainable. Sometimes a series of smaller aims is better than lofty aspirations. Remember, raising the mark too quickly or in excessively large steps will only discourage employees. Let them get a little comfortable on every level they reach, and work with them to decide if new goals are too high.

Sometimes youll need to try different motivation methods until you find one that works for the staff as a whole. For example, rewarding the person with the highest sales may only pit employees against each other. But compensating the entire staff for good customer service and team spirit may make the entire group more productive. A positive, enjoyable work atmosphere can be its own prize.

Through Employees Eyes

Put yourself in your staffs shoes. Could you live reasonably on the salary and incentive package you provide? What about the work conditions, hours and environment? Sometimes you need to step back and look at things from your employees perspective. How can you make their lives better? You can often provide a simple solution to a difficult or unpleasant situation.

To get the best performance from your team, develop an effective incentive and rewards program. Set objectives, encourage initiative, monitor performance, reward exceptional performance and keep motivation high.

Thomas Krendl is the owner of SkilCheck Inc., which provides auditing, feasibility studies, management and training services for the self-storage industry. Mr. Krendl has more than 20 years of experience in upper management and has trained thousands of personnel in management and leadership duties. Currently working on several development projects, he has performed turnarounds on numerous distressed storage properties. He has also conducted training seminars on sales and marketing techniques, legal issues and state lien procedures. For more information, call 800.374.7545; visit www.skilcheck.com.

Rules and laws provide the framework in which people make decisions and take action. In the context of self-storage, policies and procedures provide the guidelines for how a facility should be managed and certain situations handled. They provide the direction employees need to understand the owners business philosophy, be effective in their positions, and ensure consistency in operation.

Self-storage policies and procedures can be general or extremely detailed. The important thing is that they provide sufficient guidance so staff can function with the degree of independence the owner desires. Its essential for employees to have a clear understanding of the owners expectations so they can work to meet them. Guidelines simply provide a framework for their behavior.

Once established, policies and procedures should be put in written form. After all, if you cant articulate your business philosophy, how can you expect employees to follow it? Keep in mind, however, that while its important to put guidelines in writing, its more critical to make sure they are followed correctly and consistently. Theres no point in a having a manual that collects dust in the bottom drawer.

Whats the Difference?

A policy is the what, and the procedure is the how. Not all policies have an accompanying procedure. For example, a policy that states, All new tenants must supply one form of government-issued identification, is sufficiently straightforward. A corresponding procedure is probably not necessary. However, consider this policy: The task of overlocking and removing overlocks when payment is received is to be done daily. This rule needs a procedure that tells the manager how to identify past-due tenants, what time of day to handle the task, which locks should be used, and so forth.

A facilitys policies must reflect the owners goals for the store and what he feels is most important for the business. Some operators want 100 percent occupancy at all times. To achieve this, they might keep rental rates lower than those of their competition. Other operators want to generate the most possible income, regardless of occupancy. To do so, they might regularly increase rents.

What Should They Cover?

Policies and procedures can address large issues of operation, such as the collection of rent, as well as minute details, like a schedule for door maintenance. It all depends on how much guidance the owner wishes to provide. Some of the items that should be covered include:

General Information

• What is the mission statement for the store?
• What are the duties and responsibilities of each staff member?
• What is considered appropriate attire for staff?
• What is the confidentiality policy?

Marketing

• To which target groups is the facility marketed?
• What marketing methods are used and how often?
• What is the managers level of responsibility?
• What authority does the manager have to offer discounts and specials?
• What authority does the manager have to commit to marketing-related expenditures?
• What features set the facility apart from competitors and how should they be promoted?
• How should the phone be answered, e.g., is there a script that should be used?

Rentals

• How should prospective tenants be sold on the phone and in person?
• What paperwork needs to be completed for each new tenant?
• How are reservations made?
• How are changes to tenant information handled?
• For what reasons can a manager refuse to rent a space to a customer?

Rent

• Who decides the rent amounts to be charged?
• How often are rental rates reviewed and by whom?
• Who can change rents for street rates and current tenants?
• When should increases occur and in what amounts?
• What is the policy on sharing rate information with competitors?

Free Rent

• Can prospective or existing tenants be offered free rent? Under what circumstances?
• At what point, if any, is higher level approval needed?
• What documentation is required?

Payments

• What forms of payment are accepted?
• What information is needed to accept a check?
• Are credit-card payments accepted over the phone?
• Is automatic credit-card billing available?
• Are partial payments allowed? Under what circumstances and requirements?
• When are payments credited to accounts?

Bank Deposits

• How frequently are bank deposits made and by whom?
• What paperwork is required, and where should it be sent?
• Who is responsible if money is missing from a deposit?

Vacates and Refunds

• What is the stores refund policy and procedure?
• What paperwork is required to vacate a tenant?
• What kind of notice does a tenant need to provide?
• What if the tenant vacates and does not notify the facility?

Lien Sales

• What is the states lien law for tenants in default?
• What is the stores policy on late fees?
• When are delinquent tenants locks cut, by whom, and with what witnesses and documentation?
• Who makes sure the store has followed all procedures required by state law before auction?
• Is auction the only avenue used to collect delinquent rent, or does the manager have authority to make deals with past-due tenants?

Housekeeping and Maintenance

• What are the staffs responsibilities for general housekeeping?
• When is maintenance and upkeep to be done?
• What kind of work is to be handled by employees and what is contracted to outside vendors? Who makes the decision?
• Are there preferred vendors to be used? Who are they?
• What is the managers authority for emergency maintenance?

Emergency Procedures

• What should be done if there is a break-in at the facility?
• What should be done if someone is injured on the property?
• What should be done if there is damage to a building?
• How should police or other officials request information or access?
• How is inclement weather handled?
• How are media contacts dealt with and by whom?

Policies and procedures could cover many other issues. But without written guidelines, theres no guarantee the facility will be run consistently and in the best interest of its owners. Spending the time and effort to define goals for your business and create policies and procedures to achieve them will result in a better and, hopefully, more profitable operation.

Tom Berlin is vice president of operations for Farmington Hills, Mich.-based Pogoda Management Co. (PMC), where he oversees the day-to-day operation of the 32 self-storage facilities the company owns and manages in Ohio and Southeast Michigan. Having joined the company in 1996, Mr. Berlin is also deeply involved in the design and construction of all new Pogoda properties. Prior to his position with PMC, he was a facilities manager for Modern Engineering, an international engineering-services company, where he was responsible for the design and construction of more than 1 million square feet of office and industrial property and the management of more than 1.5 million square feet of space. He is a frequent speaker at self-storage conferences and a regular contributor to industry trade publications. For more information, call 800.326.3199.

Ididnt always love the process of firing. It took me a while to figure out what a positive, business-enriching tool a termination can be. A lot of emotions are involved in letting someone go, and its a skill youre not taught in business school. Such authority is a big responsibility and must be exercised with caution. Its like a big hammer: Used well, it can help create beautiful things; but used recklessly or without skill, it can hurt the wielder and others.

There are four general situations in which a self-storage operator should consider terminating an employee:

• It has become obvious the employee is not qualified for the job.
• The employee is stealing from the business.
• The employee has not meshed well into the business culture.
• The operator needs to cut expenses.

There might be other applicable situations, but whatever the cause, a termination is a touchy state of affairs. You dont have to love it, but sometimes its necessary for the health of your business. These guidelines will help see you through.

Not Qualified

If you hired someone who was unqualified, no one is happy. The employee is frustrated. Your customers are aggravated. Your business is not running smoothly. You have to fix the problem for everyone concerned, and you have to do it fast. In the end, its a tremendous relief when the person is let go. Customers get the service they deserve, and the business can move forward. The employee can find a position for which he is better suited. Everybody wins.

Business owners may know the qualifications they seek in a candidate, but its often hard to tell if a person is the best choice for a position until they are actually in it. An applicant can look good on paper, but the proof is in the pudding. Thats why most companies have a probation/orientation period that lasts long enough to determine if a hire is decent. If he isnt, the company can release him from employment and move on. No one has to become emotionally tangledthings just didnt work out. Everyone tries to make a better choice next time.

Whatever you do, dont let your business suffer. Dont let someone linger in mediocrity for an extended period. He thought he could handle the jobso did you! The best course of action now is to sit the person down and say it straight: Thank you for trying. I dont think this is going to work out. We are not going to have you continue on, and we are releasing you effective immediately. In the end, hell be happy to go on about his life, knowing you didnt string him along.

If youre just not sure if you made a good hire, discuss your concerns with the employee and explain what improvements can be made in a specific time frame. Then its up to him to make the cut. If he does, hell feel good about it, and so will you. If he doesnt, then he cant question your decision to terminate.

Each time you realize youve made a bad choice, step back and review your recruiting and interview practices. You may have a loop in the system that is letting poorly qualified people to slip through. Or it may be the person had the initial qualifications, but was unable or unwilling to transfer a skill set to your operation. You cant bat 1,000 when it comes to hiring; but you can learn to recognize when youve made a mistake and deal with the situation expediently.

Employee Theft

If you discover an employee has been stealing from you, you may actually enjoy firing him. The person could be stealing money, or it could be resources or time. Rude, uncooperative and lazy people should not be a protected class. Laziness is a form of theft, so take steps to motivate people out of their idleness, and fire them quickly if they dont mend their ways.

I once had an employee work a very lame con on my company. He was a talented, bright young man who, for whatever reason, scammed us for about $50 per week. It only took about three weeks to notice the discrepancy and another three to figure out his game and nail him. Because of the relatively small size of the theft, the prosecuting attorney let him off on a plea for 12 months of probation; but I hope it was enough to stop him from moving in a criminal direction. It did put our other employees on notice that even petty theft would be prosecuted.

Sometimes its hard to prove someone is stealing. In this case, an audit may be the answer. Even if there are no suspects other than the employee in question, youll need hard evidence before you can act. Sometimes it may be easier to terminate the person for a reason other than stealing to get him to go away quietly. You can give him the choice to resign, or fire him for any of the reasons outlined in the unemployment claim forms. It will give you a lot less satisfaction, but it will get this person off of your payroll and his hands out of the till.

If you decide to terminate on the basis of theft, its best to fire the employee and get him off your premises as quickly and quietly as possible to avoid outbursts or other repercussions. When you lay it on the line, you may get denials and please for mercy, or you may get stone-faced silence. In either case, make it clear that he is released and follow through with a letter of termination.

If you wish to prosecute, consult with local police before terminating. They may want to gather evidence while the person is still in your employ. This is your choice. Most business owners want the perpetrator off their property as soon as possible after a discovery of this sort. In many cases, the conviction may not amount to much, but the fact that you have sought justice may be gratifying in itself. In any event, you will have gotten a well-earned education in employee theft.

Not a Good Fit

If you have an employee who simply doesnt mesh well with the rest of your team, make sure he understands why he doesnt fit and give him some turnaround time for improvement. Sometimes a bad fit is nothing more than miscommunication, which can be easily rectified. Other times, personalities clash and people do not work well together.

Some employees develop a chip on their shoulder or go sour on you after theyve been hired. Some become overprotective of their turf and drive off other staff. It might even be a very productive member of the team who is creating a poor work environment. If theres a lot of drama involved, it can be tricky to determine whos responsible for the problem and who needs to be let go. Youll have to decide which staff members are the most valuable and make the call.

A termination of this sort saves the team as a whole and puts it back on the right path. The remaining staff generally feels an overwhelming sense of relief after the bad apple is gone, which gives the workplace a boost and leaves everyone free to pursue a new level of work satisfaction.

Not every business can enjoy a perfect society. A minimal amount of background static is normal and shows you have employees with personalities and ambitions; but ongoing conflict is never productive. You may not enjoy firing a bad-fit employee, but it will certainly feel good after you have done it.

Cutbacks

If you need to cut expenses and find the only way to do it is by letting someone go, make it happen. Sometimes payroll is the only flexible item on your list. In this case, make it as quick and painless as possible. Let the employee know you have explored all possible options, and you simply do not see another out. Thank him for his service and send him on his way. He wont be happy, but hopefully the move will allow your numbers to recover, and you can begin to build your business to a more profitable level.

A severance package can help lessen the blow and make the termination easier for everyone. When possible, offer this assistance to employees who are let go for something other than poor performance. Be generous without going overboard. If you offer too much, the employee will wonder if your financial concerns are genuine. Offer too little, and he may harbor bad feelings and ill will for the company.

A Clear Conscience

For whatever reason you terminate, make sure your motivations are valid and completely unrelated to discrimination. Rely on good business practices and sound management principles when making your decision. To do otherwise could cost you in legal fees, fines and settlements. Before you terminate, make sure your conscience is clear and your motives untainted.

I once knew a female delivery driver who didnt like her job, called in sick all the time, and was consequently fired. She knew she deserved to be let go for poor attendance, if not a poor attitude. But during the termination, her manager said, We didnt really want a girl delivering for us anyway. That stupid utterance cost him about $15,000. Her gender had nothing to do with the fact she was not meeting expectations, but the manager let slip his idiotic thought.

During a termination, communicate your intention to the employee as quickly and clearly as possible. Its best to have another manager or supervisor in the room as a witness, because it can be an emotional situation. Keep a clear headdo not get angry or upset by anything the employee says to you. Its also best to write up a termination sheet with any applicable conditions and have each party sign it. This will prevent future complications.

If you have not already consulted a workplace legal advisor, do so. Your state, municipality or employment contracts may outline obligations, guidelines or restrictions you must follow. A termination should be approached with reason and tact. Wield your hammer of authority wisely and with care, and you will learn to appreciate it.

Tron Jordheim is the director of PhoneSmart, an off-site sales force that helps storage owners rent to more people through its call center, secret-shopping service, sales-training programs and Want2Store.com facility locator. You can read what he is up to at www.selfstorageblog.com. For more information, e-mail tron@phone-smart.net.

In 2006 and 2007, the Arizona Mini Storage Association (AMSA) will offer regional seminars designed to provide Arizona storage operators with operational tools and insights on issues such as preventive maintenance, working with government agencies, proactive public relations, best practices in customer service, and updates on AMSA news and programs. The seminars may include a legal Q&A with industry experts Chris LaVoy and Richard Marmor. AMSA has also considered inviting state senators and representatives to strengthen ties between storage operators and elected officials.

The events will take place in the following Arizona cities:

Feb. 16--Tucson
April 6--Yuma
Aug. 24--Flagstaff
Nov. 9--Payson
Feb. 8, 2007--Bullhead City
April 5, 2007--Verde Valley
June 28, 2007--Show Low

They are free to AMSA members and $15 for non-members. For more information, e-mail amsa@azselfstorage.com; visit www.azselfstorage.com.

The Inside Self-Storage Miami Expo, originally scheduled for Oct. 26-29 and postponed due to Hurricane Wilma, will now take place Nov. 29-Dec. 2. The venue is still the Hyatt Regency Hotel. Events will unfold as follows:

• Tuesday, Nov. 29: Keynote Speaker, Educational Seminars and the Prime-Time Open Forum
• Wednesday, Nov. 30: Security & Software Summit, Educational Seminars, Expo-Hall Hours and the ISS Cocktail Reception
• Thursday, Dec. 1: Management Workshop, Q&A Session, Buyers' & Sellers' Meeting, Vendor Presentations, Roundtable Discussions and Expo-Hall Hours
• Friday, Dec. 2: Developers' Seminar, hosted by the Florida Self Storage Association

For more information and a detailed agenda, visit www.insideselfstorage.com/expo.

U-Haul International Inc. will support the nations veterans and troops as a sponsor of the New York City and Phoenix Veterans Day parades on Nov. 11. Founded by World War II Navy veteran L.S. Sam Shoen and his wife, Anna Mary Carty Shoen, U-Haul has designed and dedicated five of its vibrant SuperGraphics trucks for the four branches of the U.S. military: Army, Navy, Air Force and Marine Corps. A fifth truck depicts the United We Stand SuperGraphic to commemorate the events of 9/11. As this year marks the 60th anniversary of WWII, the New York parade has been designated by the Department of Defense as the Nations Parade to honor its veterans.

U-Haul is also a sponsor of the Thank You for Serving project headed by the United War Veterans Council. The project involves creating a video and message boards containing words of love and support to be sent to each military base throughout the world. During the parades, U-Haul will encourage participants and spectators to sign the Thank You for Serving board, writing messages of encouragement to those overseas. For more information, visit www.uhaul.com.

On Nov. 9 and 14 at 2 p.m. EST, Chris Sonne, president of Self Storage Economics, and Mike McCune, president of the Argus Self Storage Real Estate Network, will host free two in one teleconferences. The topics are Cap Rates and Interest Rates--Dont Bet the Farm and A Unique Perspective on 1031 Exchanges. Sonne, a market analyst and self-storage appraiser, will discuss the state of the self-storage market, explore examples of value at different cap rates, and address the very real possibility of declining values with rising interest rates. Argus affiliate Dale Eisenman will share his provocative thoughts on 1031 Exchanges. To participate, call 800.55.STORE by Nov. 4. Space is limited.

Service members returning from the war in the Middle East might quietly return to routine, be greeted as heroes or face recoveries from injury. Whatever the situation, families, friends and organizations come together to help the soldiers in their transition.

This year, U-Haul International Inc. teamed with Soldier Ride, a volunteer group that organizes a cycling event to support severely injured members of the U.S. armed forces. The company donated the use of its trucks and trailers to transport race equipment for nearly 100 disabled soldiers and other cyclists. It also kicked off its support with a special promotion at more than 1,300 of its U.S. stores. Participating locations sell fundraising wristbands, donated by DefendingFreedom.net.

In 2004, Soldier Ride member Chris Carney biked across the United States raising $2 million for a fellow nonprofit organization, Wounded Warrior Project (WWP). The charity was founded by John Melia, a former U.S. Marine who was hurt in a helicopter crash in 1992, to help a new generation of wounded service members. Support includes benefits, counseling, backpacks full of supplies to aid in recovery, advocacy, family assistance, and the organization of adaptive sports. Soldier Ride and WWP have helped thousands of military personnel re-enter civilian life.

Outfitting for Special Needs

Soldier Riders are outfitted with a bike and any necessary prosthetic adaptations, and bikes are modified according to disability. Organizers work with experts at Walter Reed Army Medical Center to ensure participants receive the appropriate equipment, which cyclists may keep for personal use after the event.

Across the Nation

The event launched on May 21, at Santa Monica Pier in Los Angeles. The groups first stop was a Dodgers baseball game at which amputee and Soldier Ride participant Heath Calhoun threw the first pitch. Riders then traveled 4,200 miles cross country through 13 major cities and hundreds of smaller communities. A benefit concert at the Martha Clara Vineyards in Riverhead, N.Y., celebrated the rides conclusion on July 24 with artists such as the Funk Brothers, Joan Osborne and others.

Before a crowd of 2,500 supporters, U-Haul presented Soldier Ride organizers with a check for $25,000 in donations collected from the sale of more than 8,800 wristbands. The Soldier Ride event recognizes and celebrates the incredible sacrifices these individuals have made, and we are honored to be part of this important effort, says John Taylor, U-Haul executive vice president. U-Haul is proud to continue its longstanding support of the courageous men and women in our armed services.

We at Wounded Warrior Project greatly appreciate U-Hauls support of this important undertaking. They are outstanding partners, says project founder and director Melia. This is an incredibly life-affirming effort, great fun and a great experience for the participants and all its supporters. Soldiers recovering across the country and overseas see this support, and it helps them to know the job they do is appreciated.

U-Haul continues to offer its wristband promotion at participating outlets. The bands sell for $3, with 100 percent of proceeds going to Soldier Ride and WWP. In July 2005 alone, the company raised more than $47,000 in bracelet sales.

For more information, visit www.woundedwarriorproject.com or www.soldierride.com.

Todays self-storage environment is a lot like chess. Owners and investors move along a constantly changing battlefield checkered with opportunity and potential danger. They have to be nimble and patient in their movements, balancing agility with long-term strategy. Understanding this can be the key to continued success and ultimate victory.

Buchanan Storage Capital (BSC) has been helping storage owners create the necessary balance by providing sound advice on short- and long-term financial strategies, and supplying access to all forms of debt and equity in every phase of the investment cycle. The company is exclusively dedicated to self-storage financing nationwide, providing permanent, bridge and construction loans in addition to mezzanine debt and equity.

BSC is backed by parent company Buchanan Street Partners (BSP), a real estate investment bank that provides capital for owners and developers of commercial real estate. In addition to specializing in self-storage finance, the firm makes principal equity investments, arranges debt and structured finance, serves as an investment manager to institutional and private investors, and offers investment brokerage services.

Its no surprise that BSCs principals have called checkmate on more than $2 billion in self-storage debt and equity transactions since 1994. Last year, the team closed more than $330 million in self-storage financing, and is on pace to close more than $400 million in 2005. The parent company is expected to exceed $3 billion in transactional activity this year.

Success Strategies: Relationships, Philosophy, Professionalism

Why is BSC so successful at arranging debt and equity financing for self-storage owners nationwide? One reason is the companys powerful network of lender and borrower relationships. Another is its overriding philosophy: Always do the best job possible for the client. Whether its providing intense, highly structured debt solutions or canvassing the capital markets for the most favorable fixed-rate loan terms, BSC always provides customers with the most advantageous capital and advisory services. Finally, its the people. The Buchanan team is a unique blend of high-performing, well-recognized, ethical professionals who have a wealth of experience.

We are committed to the long-term goals of our clients, and pride ourselves on our ability to add real value and measurable results to their overall business strategy, says Jim Davies, principal. Examples of Buchanans focus and commitment to customers are continual. Here are just a few:

• When one owner wanted to purchase nearly 2 million square feet of storage across multiple southwest states, BSC successfully advised and arranged more than $100 million in highly structured financing for the purchase of 24 Storage USA properties across Arizona, California, Nevada, New Mexico and Texas.
• Over the past 12 months, the company secured more than $45 million on behalf of United Stor-All Centers for eight properties in Delaware, Florida, New Jersey, Pennsylvania and Virginia.
• BSC recently structured five joint ventures for ground-up self-storage developments in Connecticut and New York, and arranged many fixed-rate loans for properties still in lease-up.

Creative problem solving, responsiveness to inquiries, deep relationships with capital sources Buchanans knowledge of the self-storage industry helps guide us to more profitable financing decisions, says Ken Nitzberg, chief executive officer of Devon Self-Storage, one of BSCs many clients.

Meet the Masters

Principals Jim Davies and Eric Snyder work with self-storage owners nationwide to optimize the structure and execution of their financing needs. Over the past decade, while at BSC and its predecessor firms, Belgravia and FINOVA, they have collectively completed more than $2 billion in self-storage financing. They are shareholders in BSP and have a combined 30-year background in commercial real estate, with experience as direct lenders, advisors and property-acquisition specialists.

The BSC team is rounded out by a group of highly experienced and knowledgeable real estate professionals:

• Dave Zorich, vice president, is responsible for the origination of permanent and bridge-loan financing at the firms San Francisco office. He has a 20-year background in finance, sales management.
• Scott Sweeney, vice president, is responsible for the origination of permanent and bridge-loan financing at the companys Atlanta office. He has 20 years of experience in commercial real estate, sales and operations.
• Josh Greer, veteran closing manager, has been with BSC for more than five years. He oversees a closing volume of approximately $40 million in storage loans per month. He has overcome every possible closing challenge and believes in going the extra mile for customers. He has a deep commitment to delivering a borrower-friendly process thorough effective communication.
• Joe Maehler, senior underwriter, came to the company three years ago from CalPERS (California Public Employees Retirement System) Investments. His exclusive focus on self-storage has helped BSC earn a reputation as the most experienced underwriter and originator of storage loans.
• Krystyn Van Ness, marketing coordinator, joined the company in 2004. Her primary duties include the development of marketing materials, coordination and execution of advertising campaigns, and management of public relations with industry media. She also handles client correspondence and coordinates arrangements for industry tradeshows and events.

BSC, headquartered in Newport Beach, Calif., has offices in Atlanta, Chicago, Los Angeles and San Francisco. For more information, visit www.buchananstoragecapital.com.