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We' re all in this
together...
�Take
a
look
at the progress of our seven -
year objectives Editor'
s note: This
issue is devoted to our seven -year objectives —how
we have done and what we plan to do in 1991 and 1992,
given the current economic challenges that we face.To
be a
quality
in protecting the o
of the environment in the Wil iamsburg
leader
by
area...
apres ively deploying our managerial and financial
resources. Chuck
the Environmental Action Council to overse seven areas of concern: communications, community awareness,
energy and technology, hazardous materials, green space, use of recycled products and recycling and solid
waste,
Opened
the Recycling Center; over 124, 000 pounds of refuse were recycled in 1991, saving approximately 9,
000 square
feet of local landfill space, Instituted
the Environmental Action Council award that recognizes an employee or group of employe s who have contributed
significantly
to
the protection of
the environment, Sponsored
the first Colonial Williamsburg Earth Day Festival to celebrate the successes of Colonial Williamsburg' s enviromental
protection
Trader and the folks who have
worked so hard at Colonial Williamsburg'
s Recy ling Center and
on the Recycling Committee of
programs
and
to raise the awareness of
employees. There
is a strong desire on the part of employe s to do their part in protecting the environment," said
Bill
Gardiner, vice president, Facilities and Property Management and chairman of the Environmental Action
Council. The
the Evironmental Action Council
received the first Environmental
Action
Award during
Earth Day activities on April
19. Bill
Council hopes to sustain this momentum because there is much more to do. The
Franklin Street Office
Building employees have set an excellent example for the rest of us to fol ow but we need to increase
the number of recycling programs in our facilities and buildings. We
also need to make sure we maximize the opportunity to recycle in Colonial Williamsburg hotel properties
as we need to encourage other large waste -generating hotels and restaurants in the community to participate
in recycling programs. Also, I anticpate we will reach an agre ment with the city to start an effective
recycling effort in Merchants Square. We
have the opportunity to ensure that products made from recycled materials are used wherever possible.
As an example, we are using paper towels made from recycled paper. The hazardous materials committee
has a responsiblty to examine, identify and encourage the elimination of hazardous materials here
at Colonial Williamsburg. We
found that we also have a role to play in environmental issues that concern our community, such as the
proposed James River Bridge and the increasing development of Route 5, to let our views be known.
and
I
fe l these commit ees are off to a great start. You' ll be hearing more about what we are doing to protect
the environment and how we are setting an excellent example for the rest of the Wil iamsburg community."
1
Gardiner AEstablished
�To
intensify
preservation
by...
and maintenance
implementing integrated and
accelerated programs for the
Historic Area and the Collections.
A building condition audit was performed in 1989; over 312 buildings were covered, including all the main
buildings in the Historic Area as well as properties in the Greenbelt, Carter' s Grove, Merchants Square and the
hotel properties,
Priorities were established for renewal or replacement; safety, detenoration and age as well as cost effectiveness
determine the priority,
An architectural conservation assessment to identify preservation problems was performed by the Architect' s
office with representatives from other departments preservation problems are grouped in one of several
categories: structural stability, moisture, surface deterioration, pests and vegetation, environmental control,
The number of original bncks lost each year is increasing at an alarming rate; with this knowledge, a conservation
facility with diagnostic equipment will be constructed in the next five years that will address the deterioration of
our original bnck and mortar,
An exhaustive revised Collections Management Policy, adopted by the Board in late 1989, was distributed early in
1991; this 23 -page document covers all aspects of managing our collection,
Completion of special exhibition survey, examination and treatment schedules which are assessed and revised
quarterly; continue to revise and expand conservation documentation, office procedures and computer logs,
Continue to revise and expand Conservation Awareness Training to staff,
Develop and support internships, fellowships and training young professionals,
Continue to support professional development of conservation staff through attending conference, lecturing and
publishing,
Oversee contract conservation in paper, rare books, photography, paintings and polychrome sculpture,
Continue to promote the quality of our conservation program and collections in the professional community via
publications, serving in professional organizations and lecturing,
Establish environmental standards for exhibition and storage facilities,
Survey and examine special exhibitions,
Survey Foundation collections to establish treatment priorities,
Maintain emergency response plans and emergency materials depots,
Maintain and expand the Historic Area conservation
technician program,
Develop and monitor the Integrated Pest Management Program,
Research state -of -he -art storage techniques and storage of furniture.
t
Despite the uncertain economy and the many demands on a small staff, we continue to make real
Beatrix Rumford
2
May / June 1991
progress
on
achieving
this objective,"
said
Beatrix Rumford,
vice
president,
Museums.
�To be the best place to work
by a
commitment to...
a shared sense of purpose and direction,
The Seven -Year Objectives have become part of the Colonial Williamsburg language through manager employee discussions, New Employee Orientation, Colonial Williamsburg News and special promotional
pieces,
such as posters and coffee mugs,
Employee communications continue to improve: Colonial Williamsburg News received a new look in
January 1990; a communications department was established in March 1991, combining both internal
communications and media relations; the Department of Communications is organized into a " beat
system,"
providing customers with better service; look for more improvements
in 1992!
Job descriptions and performance standards will be updated in the coming year to help people understand
the results they are expected to produce and how they relate to the objectives of Colonial Williamsburg,
respect for each individual,
New programs, such as Speak Out!, Skip Level Interviews and Solve Your Problem, have been
established to provide additional opportunities for upward communications and solving problems; in
addition to discussing issues with managers, employees should feel free to contact the Employee
Relations staff or Pete Cruikshank, Colonial Williamsburg' s ombudsman,
From November
1989 to April
1991,
a 20 percent improvement
was made in the representation
of
minority employees in managerial, professional, technical and skilled trades positions,
Action planning groups have been active in many work areas, identifying and solving work -related
problems;
improved
communications
and respect
have resulted.
competitive pay and benefits,
Each position has been assigned to a specific pay group or career field; pay ranges for each career field
have been adjusted so they are competitive in the market place; employees' pay rates have been reviewed
and adjusted
based on performance
and experience
in the job; Human Resources
will continue
to conduct
comprehensive salary and benefits surveys on a regular basis to assure that pay levels remain competitive,
A 401( k) Tax Deferred
Savings
plan was introduced
for Hotel Properties
employees,
Kathy Whitehead
Health insurance has improved by adding a prescription drug card, a Blue Cross / Blue Shield Health
Meeting the challenges of a
weak economy and increasing
Maintenance
competition has made it even
Organization,
and an incentive
for better neonatal
care,
The Tax Advantage Program was introduced allowing pre -tax deductions for health and life insurance and
pre -tax spending accounts for health and dependent care expenses,
more important that we hire
and retain the best employees:
ones
Improved pay and benefits were a major part of the new contract offered to bargaining unit employees; in
addition to base pay increases, the contract included provisions for merit pay, improved life insurance,
the prescription drug card, 401( k) tax deferred savings plan and family leave,
The new child care center
was opened
in September
1990,
A health and safety fair was held in June 1990 and will be repeated this fall.
who
are
committed
to
exceeding visitors'
expectations
and those
who
will
help us reach our goals and
objectives," said Kathy
Whitehead, vice president,
Human
Resources. "
Employee
turnover was reduced from 37
percent in 1989 to 33 percent in
and
by offering the means to achieve
1990, but we' re not where we
need
to be yet.
A lot of things we do here at
success.
Colonial Williamsburg take
The Foundation spent $ 591, 000 in 1990 in tuition costs for employee training, in addition to supporting
Colonial Williamsburg' s extensive in -house training programs; for a catalog, see your manager,
commitment
and effort.
The
progress we have made in
Over 150 managers have completed Leadership for Quality Performance ( LQP); a second LQP course,
improving pay and benefits,
Setting Quality Performance Standards, will be introduced in the fall, followed by a course in
training, communications and
Performance Evaluations,
other programs,
Over 300 Hotel Properties managers participated in a management training course in June 1990 and the
follow - up class this past fall,
All managers received training in employee relations during 1990,
current
economic
in spite of the
challenges
is
evidence of Colonial
Williamsburg' s commitment to
its objectives, particularly that
The Employee Assistance Program continues to broaden its offerings to help employees and dependents
of being the best place to
with
work."
a wide
range
of personal
problems.
May /June
1991
3
�To
exceed visitor
expectations...
for learning, hospitality, courtesy, service, value and
enjoyment by continuing to employ highly motivated,
knowledgeable and welkrained people.
In Historic Area Programs and Operations...
Another
round of visitor focus interviews
on the Visitor' s Companion
resulted
in a revised issue that is easier to use
and presents the information more clearly,
Continue to do audience surveying as part of Historic Area Programs and Operations' effort to identify and discuss
guests' expectations and how to exceed them; the primary focus is on educational programs,
Historic Area Programs and Operations reorganization brought together educational evaluation with interpretive
development and training efforts; the end result: evaluation has become the norm, not the exception,
Visitor Aides, one of our visitors' first Histonc Area contacts, now staff the Visitor Center theatre in an effort to better
answer guests' questions; the Visitor Aides are also responsible for coordinating visitor surveys,
Dennis O' Toole
Operation First Impression, piloted by Historic Area Programs and Operations, has resumed on a annual basis and is
now the responsibility of the Hospitality and Courtesy Committee.
Our biggest accomplishment has been our response to the spring 1989 visitor focus groups. From them
we learned the technique of gauging visitors' expectations and level of satisfaction, and selected sites for
reinterpretation.
We' ve improved visitor orientation through Operation First Impression and are
positioning the visitor aide corps in such strategic places as the Visitor Center theater lobbies and bus stop
one in the Historic Area.
In 1991, we plan to make listening and responding to visitors a way of life through regular audience
surveys, interpretive planning, improving the utilization of our visitor aide group and the interpretive
education and planning groups.
Employee empowerment heads the list as we develop lines of communication that allow our employees
to exceed
our visitors'
expectations."
Dennis O' Toole, vice president and chief education officer
In the business operations...
Increased a shared sense of responsibility for exceeding visitor expectations within the hotel properties and
restaurants,
Established a program of standards for each job in all businesses to ensure greater customer satisfaction,
Shields Tavern piloted a garden entertainment program featuring 18th- century diversions,
Dick Schreiber
Cascades Restaurant started " Hoe Down," a summer dining event for families,
Training programs aimed at helping employees exceed visitor expectations were held in early summer with follow -up
classes in the fall,
The Historic Area stores' hours were changed to match the hours of the evening Historic Area programs.
We want everyone who comes to Colonial Williamsburg to leave fulfilled and knowing that this is the
greatest place in the world. We want guests to be satisfied with their purchases based on the information
from the sales interpreters or interaction during a meal."
Dick Schreiber, vice president, chief business officer
We want all people at Colonial Williamsburg to care that every single visitor has an excellent
experience. If we care, we can make outstanding guest experiences happen — if not, we' re just like every
other
place."
Jim Miles,
Jim Miles
May / June 1991
executive
vice president,
Colonial
Williamsburg
Hotel Properties, Inc.
�re'
To
t
ll
enlarge our
financial
resources..
by increasing annual giving and capital fund raising,
by effective investment management and by building
the contribution from business operations.
A review of 1990 brings back memories of budget cuts and reduced visitation. It was not without its
glimmers of hope, however.
We' ve characterized 1990 as...
the good,
Gifts and grant receipts totaled a record $ 21. 2 million, an increase of $6. 5 million over 1989,
Financial Resources
New gifts, grants and pledges for 1990, excluding payments on previous pledges, reached $ 16. 9
million, an increase of $7 million over the previous year,
75
in millions of dollars)
70
65
60
Of the five categories within the seven -year fund - raising plan, we exceeded goals in three of
them — restricted gifts for operations and for endowment, and object gifts —by more than 100
Legend
55
1989
50
1990
45
percent,
40
35
The Raleigh Tavern Society increased its membership to 179, the Colonial Williamsburg Associates
30
increased its membership to 158 and the Colonial Williamsburg Burgesses ended its charter year
25
with 288 members,
20
15
Several donors chose 1990 to make significant gifts: $ 5 million from June and Joe Hennage; $ 2. 5
million from Lee and Walter Annenberg; $ 1. 2 million from the Winthrop Rockefeller Charitable
10
5
0
Trust; and $ 1 million from Sara and Bill Kimball,
Annual Fund
Admissions
Hotel & Res
Products
New investments, such as Shields Tavern, the Tazewell wing of the Williamsburg Lodge and
Governor' s Inn performed well.
the bad,
Within the seven -year fund- raising plan, two categories had a shortfall: unrestricted gifts and gifts for facilities,
down by five percent and 15 percent respectively,
Attendance figures for 1990 lagged behind 1989 by 9. 5 %,
All divisions reduced their costs by trimming budgets and eliminated positions through early retirements and
layoffs.
and the ugly.
BAs of May 31, business totals for 1991 were behind 1990 in most categories, admissions income is 6 percent
behind; products are 15 percent behind; and rooms and meals are 11 percent behind 1990 revenues,
Visitation has not reflected the predicted spending upswing, consumers are still showing restraint in spending
their discretionary funds.
When a budget is proposed for the year, we hire people based on the ` promise' that we' ll make enough
money to support those positions," said Dick Schreiber, vice president -chief business officer. " When that
doesn' t happen we have to trim costs. Such was the case for 1990. While we surpassed 1989 year -end
totals, with the buildup in the Persian Gulf and subsequent war, we realized early in the last quarter of
1990 that we were not going to meet our budget. Guests weren' t coming to Williamsburg. When the
budget for 1991 was formulated, we calculated it on an expected 1, 040,000 visitors. We are now
significantly at risk to not achieve even one million visitors this year. The outlook for 1991 is not good,
no matter what the papers are telling people.
We
were
able
to
do
well
with
what
we
invested in
our
hotel
properties
and
shops,"
said
Dick. " Once
the recession is over we' ll be able to grow. Because of the challenge we face in 1991, everyone needs to
give the absolute best experience to our guests. While the recession will pass, the memory of a bad
experience at Colonial Williamsburg will linger for a long time."
May / June
1991
5
�To improve
support services...
by better coordination between providers and users
of support services...
in the Publications Department
Continue to update and acquire the knowledge and skills necessary to adapt the computerized typesetting and design
system to the scheduling, editing, design and production of clients' jobs,
6/ Continue to work with the Educational Advisory Group and the Publications Committee to establish priorities for
book development.
in Bus Operations
A quality team was established to help solve problems and give new suggestions on how to better succeed,
Safety, friendliness, knowlege and appearance have all improved through use of specialized training programs, better
utilization of equipment and improved communication— training is now an annual one -week event,
4/ Two new buses were purchased and the routes improved.
in Security and Safety
4/ Security surveys continue at the Williamsburg Inn, Governor' s Palace and Carter' s Grove and examine security
procedures, fire protection, safety and emergency plans; all Colonial Williamsburg facilities will be surveyed in the
future,
Hazardous waste sites that receive Colonial Williamsburg' s waste are surveyed for proper handling of our waste,
4/ Worker' s Compensation and OSHA testing functions, transferred from Human Resources to Security and Safety,
have improved by combining and simplifying record keeping, streamlining employee physical examination schedules
and medical tests,
A light duty program for employees who have been injured on the job was developed to get them back to productive
work sooner, thus enhancing self- esteem by enabling them to make a positive contribution while recovering.
in Information Systems
Developed enhanced call handling techniques for 1- 800 -HISTORY call to prevent potential visitors receiving missed
Steve Elliott
We are trying to focus on our
customers, both internal and
external, so that we can better
understand their needs and
expectations," said Steve Elliott,
vice president and chief
administration
officer. " We are
working behind the scenes, too,
to help exceed visitors'
expectations
and send them
home delighted with their
experiences
here.
I have been impressed and
gratified with how everyone at
Colonial Williamsburg has
pitched in to get the work done,
even though we' ve all been
asked to do more with less
because of the challenge
of our
current economic condition. We
truly have risen to the occasion.
This past spring, I met with
everyone in each work unit of
the Administration Division. I
thought it would be good for
calls or " busy' s,"
Implemented the PATRIOT system in the Foundation Library,
4/ Reorganized the department into business area support teams to provide concentrated analysis and support,
Developed guidelines and procedures manual for telephone operators,
Re- energized the training for telephone operators by offering Historic Area Programs and Operations' Core
Curriculum Training and facilities tours,
in Purchasing and Materials Management
The purchasing process has been streamlined by allowing the end user to obtain certain necessary goods, materials or
services more quickly through use of blanket order agreements ( such as the one we have with Joyce Office Products),
The warehouse has continued to enhance its support of clients through computerization and reduction in paper flow.
in Audiovisual
Colonial Williamsburg Today," a project proposed and piloted by the AV staff, is now a regular feature in the
communications program at Colonial Williamsburg,
Now responsible for numbering all photo materials, resulting in decreased time for client service, improved acuracy,
and improved efficiency of reorder / duplication work,
Produced " The Runaway" pilot video for classroom support in teaching African- American themes in American
History,
Installed new color processing equipment.
in Office Services
VConsolidated all postal reports on personal computer to more accurately report and disburse postal charges,
All master mailing lists for Colonial Williamsburg internal mailings are maintained and processed in the Mail Center,
Levels of service for mail, messenger requests, VIP transporation support and necessary temporary clerical support
continues
to be maintained
or increased.
in Archives and Records
Current Records Indexing System, CRIS, was purchased and provides for more efficient storage and retrieval of
records,
communications; it turned out to
be inspirational for me.
Employees
at colonial
Williamsburg have a solid
commitment
to this place and to
doing the right thing."
May / June 1991
Finding aids have been improved through computerization of the transfer lists and Oral History index,
Vital records protection continues to be improved through use of surveys and microfilming of selected records,
4/ With the help of the Finance Division, a list of records that should be retained for audit and those that can be thrown
away has been
established,
�in Facilities and Property Management
To improve internal communication
and better respond to requests, a clerical employee has been transfered from
architecture engineering to facilities maintenance work control center,
6/ Created three zone maintenace teams in Building Maintenance — Historic Area rental properties, Products, Colonial
Houses and Merchants Square, and the support and exhibition buildings — to eliminate the middle person and put the
users in direct contact with providers,
Increased cooperation with Products to strike a balance between the importance of keeping the Historic Area in top
condition as well as maintaining the business properties,
1/ Established a Facilities and Property Managment division employee - run suggestion system to improve work areas
and operations.
in Finance
6/ Held roundtable discussions with users to incorporate their needs and concerns into the Internal
annual
Audit Department' s
schedule,
6/ Accounting departments will establish joint goals with departments served,
Issued A Guide to Accounting and Finance for customers within Colonial Williamsburg,
6/ Worked closely with business units and other support units in development of the point -of -sale project,
6/ Offered finance courses for non -financial people,
Completed first draft of master plan for land adjoining Carter' s Grove Plantation,
6/ Completed revised originial 1991 budget to reflect changes in connnection with early retirement program, market
adjustments to salaries and cost- saving measures.
and replacement or renovation of inadequate
facilities.
Renovated revenue accounting workspace,
Improved employee breakrooms,
6/ Created new work areas for various departments.
Dining reservations is one of many
areas
which benefited
from
improved support services.
Information Systems developed
enhanced call handling techniques
for the 1- 800 -HISTORY number.
Shown here are Marsha Cypress
and Leah Washington.
May /June
1991
7
�To
the
strengthen
educational program.••
by concentrating resources on interpreting the
Historic Area,
Progress is being made toward a more lively interpretation of the Historic Area through the presentation of more 18th century activities and the greater use of participatory and dramatic interpretive methods,
Depict a fuller, many -layered colonial Williamsburg society to our visitors by offering a more honest and vivid picture
of women' s roles, African -American life and religion,
The Colonial Courthouse opens a new chapter of interpretation by inviting guests to participate in the drama of an
18th- century courtroom through the use of orchestrated improvisation and first- person interpretation.
expanding exhibition facilities,
fThe Courthouse, with its new progressive interpretation, opened in early June ( look for extensive coverage in the next
issue of Colonial Williamsburg News),
The Winthrop Rockefeller Archaeology Museum opened at Carter' s Grove in late June ( look for extensive coverage in
the next issue of Colonial Williamsburg News),
The Abby Aldrich Rockefeller Folk Art Center opening has been delayed until late spring 1992.
integrating museums more fully into the
educational effort,
Carter' s Grove Plantation was transferred into the Museums Division; the interpretive corps will service Bassett Hall,
the Gallery, Abby Aldrich Rockefeller Folk Art center, when it is reopened, in addition to Carter' s Grove,
Changing exibits at the DeWitt Wallace Gallery and the Abby Aldrich Rockefeller Folk Art Center that will feature
themes linking the museums to the Historic Area are in the planning stages,
and focusing outreach activities more sharply.
Strengthen the services to teachers in the classrooms
across the country,
Utilize the power of traveling exhibitions to spread the message to audiences outside Williamsburg,
Utilize the Matthew Whaley pilot program for testing of instructional materials and programs developed by Historic
Area Programs and Operations,
Increased focus on our audio - visual priorities.
We are making progress toward a more lively Historic Area. Our goal is to make it more like a foreign
country as our visitors enter another time and place truly different from their own." said Dennis O' Toole,
vice president and chief educational officer. " We want an interpretation that energizes, provokes, and
delights
Left:
Behind this
unobtrusive door to
the new Winthrop
Rockefeller
Archaeology Museum
lies the wonderful
world
of the
archaeologist.
Right:
First- person
interpretations are a
highlight at the
Courthouse.
8
May /June 1991
our
visitors."
�Nospita4
Newest Order of the Pineapple
3
J.
4/
members share secrets of success
o ‘
7,=
It takes more than " just being a
nice person"
to be awarded
Order of the Pineapple,
the
though it
does help! Candidates must
consistently go above and beyond
our already high standards for
hospitality and courtesy towards
Because of Jimmie Rose' s efforts,
the Hanisko family' s vacation was
Bill infuses
into the atmosphere
of
the tavern."
saved. Their three - year - old son,
According to Bill, his secret to
whose only wish was to ride in a
success is focus. "
carriage, fell and injured his head,
When you focus
visitors and fellow employees that all
afternoon, missing their scheduled
on the guests' satisfaction — they are
treated as ` VIPs' — everything else
becomes secondary."
I' m worried about living up to
of us must
carriage ride.
this,"
meet.
requiring stitches. The family stayed
in the emergency room the entire
When Jimmie Rose picked them up
So, what makes our newest
said Mark R. Wenger,
architectural
historian, about the
inductees so special? Continuity?
from the hospital, the child was upset
Order
Determination? Caring? Focus?
about missing his ride. She arranged
for a late ride, fulfilling his dream
and bringing the family' s vacation to
sides just like everyone else, but I' m
Following the " Golden Rule ?"
Cheerfulness?
While all of these are
important, there' s no correct answer,
an enjoyable
no magic mix of character attributes,
and
I have dark
the Pineapple. "
of
going to have to watch that now that
I' m a ` marked man'."
Rod Faulkner
Mark' s co- workers haven' t seen
memorable
conclusion.
any of the dark side to which he
I get pleasure out of knowing that
just an underlying sense of what
makes Colonial Williamsburg special
I helped someone, though, I don' t
for our employees as well as to the
expect to hear anything from the
the most important annual meeting in
more than one million visitors that
guests,"
his profession
said Jimmie Rose. "
alluded.
Mark gave up a chance to attend
I love
in order to plan and
come our way each year.
I hope folks don' t point at me and
Colonial Williamsburg... I get
give a tour of James River
annoyed when others put us down or
plantations
say ` I should be more like him.' I' m
Just an average guy," said Rod
berate us."
Raleigh Tavern Society. This is
Faulkner, sales interpreter at Prentis
co- worker described it best when he
selfless devotion to education at
Store. "
wrote: " She displays a continuous
Colonial Williamsburg and his
cheerful
willingness
employee. I have my good days and
attitude of providing the most caring
and understanding assistance to all
special
assignments,"
bad days, too."
with whom
coworker.
I don' t feel unique.
I' m no
better or worse than any other
employees
Rod' s fellow
What is Jimmie Rose' s secret?
she comes
A
into contact.
to members
of the
another of many examples of Mark' s
to take on
wrote
a
Jimmie Rose Langenhennig
Rod is so concerned about the
image we portray to the public that
he volunteers production of hats and
other accessories for other
employees' [ costumes] without
She goes out of her way to make
every guest and employee feel
important, taking care of their
Mark' s commitment
problems in a cheerful, kind,
disposition is a model for us all," he
courteous and professional manner."
don' t agree, however.
wrote. "
Another co- worker also noticed
Williamsburg. "
Bill Jones' focus never wavers
to Colonial
His general
For over ten years, I have
seen him consistently set aside his
retribution or pay. He is always
from what he feels is really
own scholarly efforts and practical
concerned about how the public
important: exceeding our guests'
responsibilities to help anyone in
views us and constantly does
something about it. I have seen Rod
expectations.
need of an unscheduled lecture,
waiter at Campbell' s, he is seriously
thoughtful
accomplish more goodwill toward
concerned about the quality of our
other people to the benefit of the
guests' dining experiences.
question, or a helping hand of any
variety. He maintains an agreeable
Foundation
in the last five years than
I was surpnsed
that I got the
comes from
George Bernard Shaw' s Pygmalian.
answer
disposition
demands "
Order of the Pineapple," said Bill.
most people do in a lifetime."
Rod' s secret to success
A 37 -year veteran
I' m outspoken and I express my
to a specialized
in the face of multiple
Mark' s secret to success is simple:
not having bad manners or good
manners... but having the same
manner for all human souls; in
short, behaving as if you were in
opinions readily when it comes to
keep your cool — it makes life easier
service, prices and treatment
The great secret... is
for those with whom you work.
Security officer Jimmie Rose
of
guests." Not only do his fellow
employees admire this quality, but
others as well — leadership, fairness,
genuine
concern.
He is considerate
heaven... .
Bill Jones
outspoken
Colonial Williamsburg is a
different place to work and I' m
fortunate
that I have a collegial
relationship with my co- workers.
of and
We have a good time doing what we
do."
about matters and issues
Langenhennig has changing views
relating to his fellow workers'
of our visitors. Not only does she see
welfare,"
them at their best, but as a law
his letter of nomination. " Bill is
enforcement
consistently considerate, helpful,
described here? If so, nominate them
for the Order of the Pineapple. The
their worst, too. No matter what she
kind, generous and gracious.
procedure is easy. Read the article
faces each day, her calm, caring and
admire the atmosphere of dignity that
officer, she sees them at
Is there anyone in your work area
wrote a fellow employee
in
I
that sounds like the four people
below.
Mark R. Wenger
professional manner shines through.
Nominating someone for the Order of the Pineapple is easy!
How can I nominate someone for
Order of the Pineapple?
Applications
are put on Foundation
Committee, representing all major
What does the committee base its
divisions, meets quarterly to discuss
decision on?
nominees for that quarter.
bulletin boards quarterly or you may
call Donna Whalen on 7118 for an
application.
employee has gone above and
which the vote is based come from?
Any active employee, Foundation
costumed
or
behind - the - scenes.
A committee of eight members of
the Hospitality and Courtesy
beyond what their job at Colonial
Once a nomination is received, a
letter is sent to the nominee' s
supervisor, requesting any
Who is eligible for Order of the
Pineapple?
or Hotel Properties,
outstanding instance of hospitality
The committee is looking for
specific instances where this
Where does the information on
What if someone has one
Williamsburg calls for and a
consistent pattern of good hospitality
and courtesy. They are not looking
complimentary letters from the
for outside committees served on,
employee' s file and suggesting they
organizations
solicit letters of support from fellow
affiliations, or previous jobs held.
volunteered for, church
and courtesy?
Can I nominate
them?
For one instance,
the person
should
be nominated for " Lighting the Way
for Hospitality and Courtesy." There
is no form. You just send your
nomination, describing the instance,
to Rita Joyner at the Barrett House or
Donna Whalen, Franklin Street
Office, Room 132.
employees. A copy of this letter is
also sent to the nominator.
May / June
1991
9
�Viewpoints...
A
checklist
for
success
After nearly a year of negot-
with employees
and customers
and
That the decertification
effort did
iation and disagreement we
the business we lost — and all of us
not quite succeed also suggests to me
and the union to which some
are losers here — because
of our fellow workers in the hotel
tried to scare off visitors, conferees
that I am right in believing that there
is still much to be done in improving
and restaurant business belong have
and donors.
the quality and character of the
the union
So, I find it hard to accept the
The tragedy of this situation, from
my point of view, is that the
assertion that the union worked in the
relationship here among all of us who
are employed by and who care about
best interests of the employees of
our success and the success of the
agreement could have been reached
Colonial Williamsburg Hotel
Foundation.
in December except for a relatively
Properties or the interests of anyone
agreed on contract terms.
the contract and the rest of the hotel
else at Colonial Williamsburg who is
trying to make this the best place to
work and is trying to exceed visitor
employees hostage for four months.
expectations.
small number
of employees
and
some outside union people who held
need to do? It is
not complicated. Here is my list:
Tell the truth
Tell it like it is
Nevertheless,
The cost of this wholly
What does it take to merit trust?
What do supervisors
I continue to believe
Train, counsel, educate
unnecessary delay was very large.
that managers get what they deserve
Listen
First of all, the cost to the
and until we can demonstrate that we
Trust those who you expect to
employees — at least $ 225, 000 in
merit the full trust of all employees
wage increases, merit pay and
signing bonuses.
Second, the cost to the union for
there will be the temptation
outsiders
to protect
trust you
to look to
Celebrate success
Make your own list. Seek help
themselves.
Clearly, the effort at decertifying
from your fellow workers.
We can
lawyers, picketers, organizers, etc.,
the union suggests that many
do better
all of which has to be paid for with
employees
which we solve our differences
someone' s union dues ( yours ?).
prefer to deal directly with
among ourselves. Then, we won' t
management
waste our money on responding to
Third, the cost to Colonial
are prepared to and would
rather than through third
Williamsburg for lawyers and
Las Vegas.
with the union negotiators
What's
the antics of those who may not have
our interests as their first priority.
parties from Atlantic City or
advisers, the time of all who dealt
We can assure a future in
Chuck Longsworth
instead of
job?
your
ach of us knows his or her
some things you do that are vital to
If you' re looking for examples of
job. Surely each of us knows
achieving the expected results, and
what he or she does.
others that are much less important.
team members who are redefining
their jobs in terms of results and
Right?
A better sense of prionties and of
standards, talk with Jennifer Haynes
last couple of months a number of
how we can better produce those
or one of the lanthorn tour leaders, or
employees have been rethinking their
jobs, with fascinating results.
results — or produce better results! —
Karen Grizzard, Gift Shop Sales
Manager, or any of the employment
Right ...
but not so fast.
RESULTS.
In the
That' s the difference.
Usually follows.
By thinking about what the result
analysts
or training
specialists.
of your hard work should be, you
They' ve all developed results -based
about a list of duties and activities
stay focused on what' s important as
descriptions
that must be completed?
changes
Think about your job.
Do you think
That' s how
we' ve been trained to think about
jobs.
That' s what job descriptions
are usually like.
But let' s take our thinking one step
further.
What is the purpose of your
job? Why does Colonial
Williamsburg pay you to do those
tasks?
What is the expected result of
your performing your duties?
The more you think about it, the
more interesting it becomes. If
occur, staffing
tightens,
or
when time is short.
This approach
works for work
of their jobs.
Or ask Kathy Whitehead, who has
redefined her job in terms of the
results she' s expected to produce.
teams, too. It' s a great way to make
empowerment" work. By
discussing and agreeing on results
Give Kelli Mansel Arbuckle, Kathy
and standards
your work.
as a team, the members
Taylor, or Charlie Blaha a call.
But most importantly, think about
What results are your
of the team are better able to make
team expected to produce. Why do
decisions about how they do their
you do the work you do? What do
jobs because they share an
the standards need to be for those
understanding of what the expected
results?
results must be.
What' s your job?
Steve Elliott
you' re like most of us, there are
Remembering Friends
Martha Brooks ( retired)
historical interpreter, Buildings
Ruth Billups ( retired)
utilitywoman, Laundry
Raymond
Bowman
Oops...
we goofed!
William
Jean
Edwards
Edlow
Three of our retirees'
pictures got mixed
Rebecca Tabb ( retired)
executive housekeeper, Woodlands
Frank Grasty ( retired)
sergeant, Security and Safety
Robert Ashby ( long -term disability)
John Allgood ( retired)
waiter, Cascades
Grover Armistead ( retired)
clerk, Accounts Payable
up in our last issue. Here are the right names with the
Roosevelt Harris, Sr. ( retired)
right faces.
delivery man, Products
retirement!
May /June 1991
Once again, congratulations
on your
master, Blacksmith Shop
Arthur Ward, Jr. ( retired)
supervisor, Cabinet Shop
Alexander Burrell
utilityman, Shields Tavern
�Recreation •
Wellness
works wonders
Fitness •
Employee Assistance
Program
Have you heard the one about the wolf?
One day, while the Big Bad Wolf
A little while later, the Big Bad
was watching TV ( which he loved)
and smoking cigarettes ( which he
Wolf was on his way toward Mistake
also loved) the announcer
nervously,
with a news flash:
broke in
Thee Little Pigs
Little Pigs, Little Pigs, let me in,"
he bellowed.
Street. He moved quickly,
sputter— p- h- h- h -h -t.
Not by the hair of our chinny,
along the shady side of
chin, chins," they squeaked in terror.
the street, dodging behind trees and
The wolf' s face appeared at the
have just built a house of straw on
fences. He wanted to surprise the
window, scowling.
Mistake Street!
Three Little Pigs. So he was very
The Big Bad Wolf couldn' t believe
his ears. "
A house of straw?
quiet — except for a few coughs
here
and there, which he couldn' t help.
THREE little pigs ?"
I' ll blow your house in."
white teeth gleamed.
On Mistake Street, eh? I' ll say
stamped
sneaking through the shadows —
except for the telltale smoke from his
D -E -E -P breath... .
cigarette, that floated along behind
inside the big deep breath sounded a
little rattly and wheezy, but they
him.
it' s a mistake."
He leaped out of his chair and
began pacing the room. His mouth
began to water.
Luckily.
For the Three Little Pigs heard the
and took a
To the Three Little Pigs huddled
were terrified anyway.
Then the Big Bad Wolf b -1 - e -w o-
coughing and saw the smoke rising
from behind the fence next door.
ut.
TV, even more than smoking
The knew it was the Big Bad Wolf.
They knew he was after them for his
themselves for a big wind.
Nothing.
cigarettes — I LOVE the taste of
dinner.
The thing I love most in the
world —even more than watching
freshly roasted pig. I' m going to
have some. This very day."
He began to laugh again — great
gulping choking guffaws. He
Squealing with fright, the Three
Little Pigs fled into the house,
slammed the door and locked it—
laughed so hard that he began to
with two locks. Just in time.
The wolf, a few seconds later,
cough.
pounded on the door.
And cough
And cough...
Now the Three Little Pigs began to
giggle.
puffs, and tries to suck air into his
sickly lungs. He is coughing and
The Big Bad Wolf stepped back,
And he was almost invisible
He laughed out Loud. His long
Not a straw quivered.
Again the Big Bad Wolf huffs and
Then I' ll huff, and I' ll puff, and
out his cigarette,
it came right back as a weak little
wheezing and rattling —and furious!
Suddenly he is dizzy and has no
breath — from all that smoking. He
falls —splat right on his long, mean looking snout.
He doesn' t get up.
Poor wolf. He' s ruined for
blowing houses down.
Inside, the Three Little Pigs dance
The Three Little Pigs braced
Not even a breeze.
Outside, the Wolf was coughing
and gasping.
Come out, you little pipsqueaks.
and sing an old favorite:
Who' s afraid of the Big Bad
Wolf?"
Nobody!
This message is brought to you by
the folks who care about your
health Employee Services. For
Or I' ll (cough, cough) blow that
more information on how to stop
house to the moon."
smoking, call Sue Houser, ext. 7029.
Story written by the American
Cancer Society.
The Wolf took another D -E -E P
breath.
He couldn' t hold on to it, so
Hotel Properties unsung heroes...
Night
auditors'
work
exciting
You' re not just an
auditor,"
explains
Chandra Dhanvada.
you' re also the desk
attendant, housekeeper,
cashier... whatever the
guest
needs."
Chandra Dhanvada starts his
day" at 11: 15 p. m., when
Even though it' s late at night, the
front desk of a hotel can be a busy
You' re not just an auditor,"
Chandra explains, " you' re also the
place. A guest arrives late, weary
desk attendant, housekeeper, cashier,
bellmen. You do whatever the guest
auditor, his watch is the front desk of
from his travels. Another calls the
front desk with a problem in his or
business is good or bad. " The
needs."
whatever hotel he happens to be
her room.
managers are using our information
many of our guests are
tucked in for the night. As a night
Then there are the truly exciting
working.
His main responsibility, like that of
the other seven night auditors, is to
moments. " I' ve had five guests die
while I was on duty," Chandra says.
Each night auditor works on a
rotating schedule. One night,
Chandra will work at the Inn. The
next night he could be at the Lodge.
His favorite place to work is the
One of the best things about the
job, according to Chandra, is being
one of the first to know whether
to determine how well the business is
doing," he says. " It makes you feel
important."
Chandra admits that he enjoys the
determine the amount of sales for our
hotels, restaurants and taverns.
The night auditors check and
Another time, a fire extinguisher
Woodlands.
when he must act as " detective,"
exploded in a guest' s room. It can be
record
pretty hectic at times. We have to be
Different hotels have different
kinds of clients," Chandra says.
finding mistakes and trying to figure
charges
to guest' s accounts
Once a woman went into labor.
for such things as room service,
friends with the Security department.
meals, phone calls, etc., to make sure
Without them, we couldn' t do our
they are accurate. Then they gather
jobs."
all the information together and send
Even though the night auditor' s job
reports to the accounting department
so that managers have a daily update
is to make sure the numbers add up,
on how we' re doing financially.
comes first.
the bottom line is this: the guest
Guests at the Inn are very
accounting part of his job, especially
out what went wrong.
Finally, there' s the " family"
demanding; they want perfection.
Guests at the Woodlands are more
atmosphere. "
casual. And, there' s more than one
explains. " It' s really nice having
night auditor on duty ( one does the
eight people in a department
audit for the taverns). It' s nice to
than 30 or 40."
The people I work with
are a really close -knit group," he
rather
have the company."
May /June
1991
11
�Colonial Williamsburg
News
U. S. Postage
Post Office Box 1776
Williamsburg,
PAID
Richmond,
VA 23187 - 1776
VA
Permit No. 1193
Non - Profit Organization
This month...
or Look closer at each of our seven -year objectives
and the accomplishments we have made toward
achieving them!
Comments from Chuck Longsworth and
Steve Elliott
Order of the Pineapple welcomes four
new members
Mark your calendar
Health &
for
How healthy are you? Here is
Safety Fair
Thursday, October 17
Commonwealth
your chance to speak to
professionals
ask
variety of conditions.
Hall
will be events
2 - 7 p. m.
Open to employees,
and
questions or be tested for a
all ages!
retirees and friends
There
and booths for
More information
coming soon!
The Colonial Williamsburg News is published for employees,
retirees, family and friends of Colonial Williamsburg by the
Communications Department.
Patrick Saylor, manager,
Please address all inquiries to
Employee Communications,
Colonial
Williamsburg Foundation, P. O. Box 1776, Williamsburg, VA
23187 -1776.
Photographic processing
Printing
1147
Audiovisual Department
William Byrd Press, Richmond,
Va.
�
Dublin Core
The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/.
Title
A name given to the resource
CW News
Description
An account of the resource
<p>The <em>Colonial Williamsburg News</em> was the official newspaper of the Colonial Williamsburg Foundation. Publication began November 1940 under the title <em>The Restoration News</em> and was published under that name until February 1942. The title changed to <em>The News of Colonial Williamsburg</em> from February 1942 to May 1950. The name changed again in May 1950 to <em>Colonial Williamsburg News</em>. It is often collectively referred to by the abbreviated title <em>CW News</em>. Production switched to a digital-only format in 2018. The newspaper ceased production in 2020.</p>
<p>When using the <em>CW News</em>, it is important to remember that it reflects the realities of its time. For example, columns in the 1940s issues reported on the “News of the Colored People.” Separate reporting of African American and white social events was indicative of the segregation that was the legal norm in Virginia at the time.</p>
<p>The number of issues published every year varies. No papers were published between January 1943 and June 1, 1948. From August 1979 through May 1992, a supplemental publication titled <em>Colonial Williamsburg News Extra</em> was sometimes published to include additional information for staff, especially during those periods when the paper was published every other month. There are occasional Public Relations-style news releases published as <em>CW News Telenews</em> or sometimes just as <em>Telenews</em>.</p>
<p>The publication was produced principally for employees to inform them of important and relevant goings-on in a timely fashion. Although distributed fairly widely at CWF properties and now online, the paper covers topics including Restoration (and later Colonial Williamsburg Foundation) building openings, new programming, Historic Trades, special events, historical and architectural research, archaeological discoveries, new employee hires and retirements, employee activities and achievements, employee profiles and personal milestones, employee benefit and charity concerns, donor activities, museum exhibitions and acquisitions, film productions and book publications, educational initiatives, celebrity and VIP guest visits, restaurant and hotel news, product and reproductions releases, Merchant’s Square shopping, and relevant local area news.</p>
Dublin Core
The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/.
Title
A name given to the resource
Colonial Williamsburg News, volume 44, number 2, May/June, 1991
Creator
An entity primarily responsible for making the resource
Colonial Williamsburg Foundation
Publisher
An entity responsible for making the resource available
Colonial Williamsburg Foundation
Date
A point or period of time associated with an event in the lifecycle of the resource
1991