commission scolairedelaval, quebec’s second largest school
TRANSCRIPT
OCTOBER 2005OCTOBER 2005
October 2005www.tloma.com
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1 October 2005
MESSAGEPRESIDENT’S
Schedule of Events
BOARD OF DIRECTORS MEETINGTuesday, November 8, 2005
FACILITIES SIGTuesday, November 22, 2005
TECHNOLOGY SIGTuesday, November 29, 2005
HR SIGThursday, December 1, 2005
TLOMA SOCIALFriday, December 9, 2005
October 2005
Inside this Issue
❖ Leadership Tips for First-Time Managers
❖ Rethinking the HolidayOffice Party
❖ Move over MapQuest,Google Maps is Here!
❖ Document RestorationSaves Vital Records
As I write this message, the 2005 TLOMA Conferenceis only a few days away. I am sure that many of you wouldagree with me that this event is without a doubt the highlightof the TLOMA year. Even without the amazing line-up ofspeakers, seminar sessions and the Trade Show, these few daysin Niagara simply represent a gathering of a community of which Ifeel very fortunate to be a part.
Some of us from the TLOMA community gathered a few weeks ago as a result of thepassing of our friend and colleague, Vanna Malasani. Vanna clearly left her mark ina very meaningful way on everyone in her life. The TLOMA community was wellrepresented at Vanna’s funeral and, while obviously a fitting tribute to Vanna,illustrates the depth of personal ties that can grow out of an organization such as ours.Elsewhere in this issue you will find some more words about this very special memberof the TLOMA community who will be sorely missed.
Another illustration of community is the enthusiasm and energy that most of our firmspour into our annual United Way campaigns. This week and last have been awhirlwind of United Way breakfasts, lunches, raffles and prize draws here atGoodman and Carr. Our campaign will wrap up this week on Friday with the annualGoodman and Carr Karaoke for United Way event which is a highlight in the life ofthe firm each year (another reason I am indebted to TLOMA is that my attendance atthe Conference this year will prevent my participation in this event!). Not only do thelaw firm United Way campaigns raise funds for a great number of incrediblyworthwhile organizations, they also provide us an opportunity for the staff andlawyers to get together and have some fun while achieving a shared goal.
When I think about my involvement with TLOMA, the achievement of goals in anuplifting and enjoyable environment really summarizes what TLOMA has meant tome over the years. When I arrived in Toronto in the mid-80s, one of the first peoplethat I met was Julie Bean who was Director of Human Resources at Blakes. It’s hardto imagine that that was almost 20 years ago now, especially since neither Julie nor Ilook a day older, but the generosity of spirit and friendliness that Julie demonstratedto me when I first arrived in the big city have stayed with me and encouraged me tobecome more involved in our organization, now as an “elder statesperson”. This yearat our Conference I am delighted to be joined by two junior managers in ourorganization, who are both about the same age as I was when I came to Toronto andhooked up with Julie. It is this sustaining of community that will ensure that for manyyears to come TLOMA will remain a vibrant organization, which will allow itsmembers to learn, grow, network and have fun.
Like any organization, TLOMA needs leadership and the Nominating Committee willbe meeting at the Conference to discuss its slate of nominations for the next TLOMABoard of Directors. Thanks to those of you who have indicated your willingness toserve on the Board of Directors or on one of our committees; it’s not too late if you’dlike to become involved and I welcome your expressions of interest at any time byemail to [email protected].
While most of us who will be attending the Conference this year are cleaning uppaperwork on our desks and thinking about what we can dredge out of the back of ourclosets to wear for retro-night on Friday night, there are half a dozen TLOMAmembers without whose dedication, creativity and commitment this Conferencewould not be happening. The TLOMA Conference attendees and the membershipat large owe a great debt of gratitude to John Arcella, Teresa de Ocampo, AngelaDuldhardt, Thom Oakes and Barbara Russell for their efforts in putting together thisgreat event this year. Liz Barrington, our TLOMA Director of Administration is, asalways, a driving force on the Committee, which has excelled under the fearlessleadership of Christl Mittendorfer.
I look forward to strengthening my
community ties with all of you this
year in Niagara-on-the-Lake.
Single issue: $8.00Yearly Subscription: $40.00
Susan HodkinsonChief Administrative Officer
Goodman and Carr LLP
www.tloma.com
2 October 2005
Provided by the Career Experts atRobert Half Legal
Although you’ve worked hard for your promotion, if you’rea first-time manager you may feel some trepidation atadvancing to the next rung on the corporate ladder. Whilechances are you have ample expertise in your field, youmay lack self-confidence in your ability to direct others.
Becoming a great leader doesn’t happen overnight, butthere are steps you can take to hone your supervisory skills,establish credibility and win the support of your staff.
Communicate Clearly. Alwayskeep your team informed of projectgoals, priorities and deadlines.Effective communication is essentialin gaining your staff’s support. Provideclear direction, and welcome questions andfeedback from others.
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WHAT’S PLAY GOT TO DO WITH IT?LEADERSHIP TIPS FORFIRST-TIME MANAGERS
Set A Good Example. Demandfrom yourself the same level ofprofessionalism, excellence anddedication that you expect fromothers on your team. For instance,if you require staff members towork until 6 p.m. each day, don’tleave at 5:30. If you expect written communication to beerror-free, double-check your own documents for grammar,spelling and clarity. And don’t hesitate to show enthusiasmin your work — it will inspire your staff toward peakperformance.
Encourage Feedback. Some em-ployees won’t speak up about certainissues unless they’re prompted.Solicit input from your staff byasking them if they feel they’rereceiving the support, training andresources they need to meet depart-ment and company objectives.Maintain an open-door policy so your employees know thatyou are willing to listen and help provide solutions toproblems.
Continued on page 3
3 October 2005
Offer Recognition. By publiclyrecognizing the efforts and achievementsof employees, you not only build yourteam’s confidence, but also encouragefuture contributions. Praise does notalways need to be in the context of a formal program. Infact, it’s often more effective if you make verbalcompliments part of your day-to-day communication withstaff members.
Help Employees See The “Big Picture.”Take time to explain to your staff how theirassignments and functions fit into thecompany’s larger goals. This helps them tosee that every task they complete can havean impact on the company’s reputation, success andbottom line.
Create an Environment of ConstantLearning. Encourage people to explorenew methods for accomplishing individ-ual and group goals. Allow them to make— and learn from — mistakes. Make apoint of rewarding innovative ideas.
Provide professional guidance. A greatmanager also functions as a mentor. Makeyourself available to staff members andshow interest in their career developmentwith the company. Don’t overlook themotivational power of positive reinforcement. Your staffwill appreciate your commitment to their progress.
Developing strong managerial skills takes time, so bepatient with yourself as you adjust to your new position.Remember to seek guidance when you need it fromcolleagues in your professional network or from your ownsupervisor. In doing so, you’ll enhance your leadershipabilities and make positive strides toward becoming a greatmanager.
✯ ✯ ✯
Robert Half Legal provides law firms and corporate legal departmentswith project and full-time professionals including lawyers, paralegals,law clerks and legal support personnel. Robert Half Legal offers onlinejob search services at www.roberthalflegal.com.
For more information, please call 1.800.870.8367.
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5 October 2005
Provided by the Career Experts atRobert Half Legal
It’s the season of cherishedtraditions. But in the business world,
one year-end custom appears to belosing its appeal: the holiday office
party.
But it’s not company management saying “bah-humbug.”The holiday office party has lost favour among employees,according to 64 per cent of executives polled in a recentsurvey by our company.
For some, the slowed economy has them feeling lessfestive. For others, it may be that the office party hasbecome just another obligation they feel compelled tosqueeze into already hectic holiday schedules.
RE-EVALUATE AND MAKE ADJUSTMENTS
Be sure you’re holding an office party for the right reasons.Just because you held one last year, or annually for thatmatter, doesn’t mean you have to do it the same way, oreven that the tradition needs to be continued. Are yougetting everyone together to celebrate a particularlysuccessful year or to boost morale during difficult times?The purpose of the event will determine its overall toneand scope.
Some companies use the holiday party to build camaraderieand reinforce team spirit. Such events often include aformal recognition program in which top performers arepublicly praised and rewarded. At other firms, the officeparty is an informal gathering where colleagues socialize ina setting free of reminders about the workday.
After you’ve identified your own objectives, consider whatyour employees want. This is important, becausemanagement’s idea of a good time may not reflect thepreferences of the staff. You might be surprised to learnthat your employees might find a simple gathering duringthe workday more appealing than a lavish after-hours partythat calls for formal attire.
Seek input from employees on where and when to hold theparty, what kind of food to serve, if entertainment should beincluded and so forth. When people are involved inplanning, they’re more likely to be enthusiastic about theevent itself. Requesting feedback from your staff may alsoyield original ideas or cost-saving suggestions.
RAISE THE “FUN FACTOR”
The office party may be a business-sponsored event, but itshouldn’t feel like work. Try these suggestions to increasethe fun factor:
• Make it accessible. Don’t schedule the celebration for aday or time when staff may be facing a high-pressuredeadline. Be sure it’s easy for people to respond to theinvitation, whether that’s by e-mail, voice mail orthrough a form on your company’s intranet. If the partywill be held during office hours, hire a temporaryemployee to answer phones and handle deliveries so yourreceptionist can attend. For off-site parties, considerproviding transportation from the office and back.
• Set a light-hearted tone. It’s OK to have scheduledactivities (such as a recognition program), but don’t planevery minute of the event. Allow ample time foremployees to mingle.
• Recognize and inspire. If you choose to have companyexecutives address the attendees, remember that with justa few words you can thank employees for theircontributions, acknowledge their achievements andmotivate them to keep up the good work in the new year.Don’t dampen the mood with lengthy overviews of theprevious year if it’s been a tough one.
Continued on page 6
www.tloma.com
WHAT’S PLAY GOT TO DO WITH IT?RETHINKING THEHOLIDAY OFFICE PARTY
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6 October 2005
• Save monetary rewards for later. If your firm plans toaward year-end bonuses, consider handing them out atanother time. Your employees’ enjoyment of the partycould be affected by the size of their cheques.
Each company has its own particular practices when itcomes to holiday office parties. By planning an event thatemployees will look forward to, you can give your entireteam cause for celebration.
✯ ✯ ✯
Robert Half Legal provides law firms and corporate legal departmentswith project and full-time professionals including lawyers, paralegals,law clerks and legal support personnel. Robert Half Legal offers onlinejob search services at www.roberthalflegal.com. For more information,please call 1.800.870.8367.
www.tloma.com
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7 October 2005www.tloma.com
8www.tloma.com
October 2005
9 October 2005www.tloma.com
Gift, Prize & Service Contributors
TLOMA 17th Annual Educational Conference
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National Therapy Products Oxford Properties Group Inc. Panasonic Canada Inc. Parador Interactive Inc. Philips Speech Processing/ Talk 2 Me Technology Inc. Pitney Bowes Management Services Canada, Inc. Print Infinity Randstad Canada Robarts Graphics Robert Half International Inc. Rogers AT&T Wireless Ronen Systems Ltd. Running Room Canada Inc. Safeguard Business Printing and Promotional Products Salumatics Inc. SCI Interiors Sesame Networks Southwest Binding Systems Souvenir Canada St. Andrews Club & Conference Centre Stewart Title Guaranty CompanySumptuous Catering by Eric Rogers Supon Enterprises Limited Susan P Elliot Inc. Tandberg Canada Inc. Telus Mobility The Adelaide Club The Cadillac Fairview Corporation Limited The Coaching Clinic The Printing House The Promotional Specialists The Sports Clubs of Canada The Writing Consultants Title Plus Toronto Marriott Eaton Centre Triella United Messengers Ltd. White Oakes Conference Resort & Spa Xenex Media Corp. ZSA Legal Recruitment
10 October 2005
How to Find Your Destination Quickly
A new mapping and service from Google may divert manyCanadians from their habitual use of MapQuest. After ninemonths of beta testing, Google has launched Google maps— available for users in Canada and the U.S.— whichapplies amazing technology that could supplant MapQuestas the site of choice for this direction mapping.
MapQuest, although great for American locations,frustrates Canadians since it defaults to search Americanaddresses and then requires you to complete formattedfields to find your address. Often, despite your best efforts,MapQuest fails to deliver results.
If you are familiar with this frustration it is time to tryGoogle’s Maps. Point your browser (Internet Explorer,Firefox - even your colour BlackBerry’s browser) tohttp://maps.google.ca and you will be presented with a mapof the west side of Montréal (or some other location inCanada). Let’s say you want to find the directions to 31Lawnview Court, Brampton, ON. It is as simple astyping the address (as shown) into the search bar at the topof the screen. When you press enter, a map would bedisplayed showing the location of this address in contextwith the surroundings! What could be simpler?
A balloon appears, as illustrated above, pinpointing theexact location.
NAVIGATING THE MAP
Once the map is displayed, you might want to see what liesin a direction close to the destination address. WithMapQuest, you would select arrows at the edge of the mapthat would move the map partially to the North, South, Eastor West. Not with Google Maps!
To move to another part of the map, just click and drag inthe direction that you want and the map fills in to show youmore information. To return to the original location afterdragging, just click Search once again.
You can also zoom in and out from your location bymoving the sliding bar. To move more discreetly, click theindicator at the top or bottom of the zoom bar. If you preferto use the keyboard, use the +/- keys to zoom in and outrespectively.
To move up and down with the keyboard, you can use theup and down cursor keys or the Page Up and Page Downkeys. To move left and right, use the appropriate arrows, orHome and End to move a page at a time.
To center the map on any point, double click on that point.This is a useful move to make prior to zooming in to aspecific location.
These techniques can be used on any maps presented in theGoogle Maps interface.
FROM HERE TO THERE IN ONE EASY STEP
Need directions from one part of the city to another? Let’ssay from a downtown office address to the address above.Let’s use the downtown address 99 Wellington StreetWest, Toronto, ON. Locate the red ‘pushpin’ (clickSearch) on the map and click on it. The balloon will appearonce more. You will see Directions To here – From here.
To here – Select this option to identify this location as thedestination address.
From here – Select this option to identify this location as astarting address.
Since we are going to this address, select To here. You willbe prompted for the starting address. Enter 99 WellingtonStreet West, Toronto, ON in the space provided and hit theDirections button. Many things happen next:
Continued on page 11
www.tloma.com
WHAT’S PLAY GOT TO DO WITH IT?MOVE OVER MAPQUEST,GOOGLE MAPS IS HERE!
Move over MapQuest, Google Maps is Here! How to Find Your Destination Quickly
By Charles BennettMBA, Principal Consultant, Triella
11 October 2005
1. The map is rescaledto show the entirejourney.
2. A green ‘pushpin’identifies the startof the journey.
3. A red ‘pushpin’identifies the end ofthe journey.
4. A blue line showsthe optimal route.
5. Directions appearon the left alongwith the totaldistance andestimated traveltime.
The diagram below shows direction 1.
You may use the Print option located at the topright of the map to print the current map anddirections. We recommend zooming to thestreet level at the destination after printing themain map so that you have the details neededto navigate to the final destination.
AN AERIAL VIEW FOR YOU
If you would like to superimpose a satellite map of a location on themap with the roads click the button Hybrid. All mapping featuresnow show the surrounding environment. The map below shows azoomed in version of the Wellington Street area.
Continued on page 12
www.tloma.com
Notice that each direction is numbered and hyperlinked? Click on the hyperlink to see a detailedview of the turn or direction of travel in question.
12 October 2005www.tloma.com
SHARING YOUR MAP WITH A FRIEND
You cannot copy and paste Google Maps in the way thatyou can other mapping systems, but you can obtain a linkthat can be sent to others that will present the same page tothem. Just select the Link to this page hotlink at the topright area of the window and the address bar will change toa link to your specific map. You can then copy and pastethat information into an email message which, whenaccessed, will produce the same results as the originalsearch.
NEED A SERVICE? TRY THE LOCAL SEARCH
Let’s say you were looking for a CD duplicating service inToronto, but you didn’t know who to use. This is akin tolooking up something in the yellow pages. Click thehyperlink Find businesses at the top of the screen to theright of the Search button.
Enter the service that you are looking for in the What box,for example, CD duplication. In the Where box, enter thelocation, for example Toronto, ON. Google Maps willpresent a map with a number of ‘pushpins’ on it and acorresponding list of locations that provide this service.You will then have the phone numbers needed to narrowdown the company that you will select to provide thisservice. You can use all the features described previouslyto drive to the location.
CONCLUSION
Google Maps is a powerful mapping tool that is extremelyeasy to use. It not only provides maps for Canada and theU.S., but also at a less granular level, for many othercountries around the world. It can also help you locate aservice or a specific store that’s close to you. Above all else,it eradicates the frustration of contending with U.S.locations when searching for a Canadian address.
________________________________________________Charles Bennett is the Principal Consultant of Triella, atechnology consulting company specializing in providingtechnology audits, planning advice, project managementand other CIO related services to small and medium-sizedfirms. He can be reached at [email protected] or416.269.4368. For additional articles, go towww.triella.com.
© 2005, by Triella. All rights reserved. Reproductionwithout permission is prohibited.
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13 October 2005
Most building managers are aware that water intrusion ofany magnitude, resulting from a burst pipe, leaky roof orbroken windows to a flood or hurricane, can be disastrous.Water can cause structural damage and mould growth,disrupt operations, displace tenants and negatively impactincome.
However, one of the greatest threats of water infiltrationinto a building often is overlooked – the potentiallyirreparable damage to paper documents and microfiche, filmand diskette files that become wet, soaked or soiled. Suchmaterials also can be damaged by smoke during a fire.
Despite the hope and promise of a paperless workplace,espoused when computers became prevalent, the truth isthere is more paper produced and stored than ever before.In addition to what is kept in individual offices and stored inboxes and cabinets of companies, vast amounts of paper,logs, records, journals and books are kept in storage facilities— which also may be subjected to water infiltration or fire.
Unless vital information is duplicated electronically, much ofit, such as medical records, legal documents and financial
information, may be irreplaceable. In fact, most of the paperthat is retained serves as a backup to ensure against failureof computer data storage.
PLAN FOR FAST RESPONSE
Time is an enemy to successful document recovery. Anydelay in the decision to dry the materials can result inpermanent loss. Inks can break down, making the textillegible. Dirt and grime can penetrate the paper. Mould andmildew will grow quickly on water-soaked documents.Drying techniques must be employed as soon as possible toeliminate the moisture fungi use as a food source to grow.Otherwise, the microbiological contamination, and theassociated objectionable odors, will continue, makingrestoration challenging or unlikely.
The best insurance against catastrophic loss of vitaldocuments is to be prepared in advance of a disaster. Havinga written Disaster Recovery Plan (DRP) can limit the extentof damage by defining and prioritizing the recovery steps.Including a document recovery section in the overall DRPwill detail essential steps and include contact sources forrecovery.
The recovery process to dry and clean documents beginswith two initial steps:
• FREEZING. In order to halt deterioration, it is essentialthat documents be frozen within 48 hours. Usually, freezer-equipped truck trailers or freezer warehouses are used for
Continued on page 14
www.tloma.com
WHAT’S PLAY GOT TO DO WITH IT?DOCUMENT RESTORATION SAVES VITAL RECORDS WHEN
WATER-DAMAGEDProvided by Thomas McGuire
Munters Moisture Control Services
14 October 2005
this stage. The frozen materials can be stored until theprofessional drying procedure begins.
• INVENTORY AND SORTING. While the documentsare frozen, decisions can be made regarding which to dryand clean and which to discard; work can begin to pruneunwanted materials. Loose documents and files stored incabinets are packed into boxes, labeled to identify contents.
The next phase, drying, requires the technical expertise andequipment of a proven service provider.
THE DRYING PROCEDURE
Depending upon the type and extent of damage, and thematerials, different treatments may be recommended. Thereare two primary methods used to dry documents – desiccantdrying and vacuum freeze-drying. A brief explanation willillustrate the purpose and applications of each:
• DESICCANT DRYING. Applying desiccant dehumidi-fication, the room atmosphere is maintained at about 68ºFand 12% humidity. Desiccants attract moisture moleculesdirectly from the air and release them into an exhaust airstream. Desiccants can attract and hold from 10 to morethan 10,000 percent of their dry weight in water vapor. Theessential characteristic of desiccants is low surface vaporpressure. A cool, dry desiccant can attract moisture from theair because its surface vapor pressure is low. When thedesiccant becomes wet and hot, creating high surface vaporpressure, it will give off vapor to the surrounding air. Vapormoves from the air to the desiccant and back againdepending on the vapor pressure differences. Desiccantdehumidifiers use the changing vapor pressures to dry aircontinuously in a repeating cycle. In so doing, thecontinually moving dry air created in the drying roomremoves the moisture from the documents. Depending onthe amount of moisture and documents being dried, theprocess can take from one to fifteen days to complete.
• VACUUM FREEZE-DRYING. This method is used incases where the documents may tend to warp or distortduring desiccant drying, such as books or journals, althoughfiles and papers can be dried as well using this method. Insuch cases, it is important to save not only the paper, but alsothe integrity of the binding. The materials are placed in anairtight chamber into which negative vacuum pressure isinduced. As a function of physics, moisture in thedocuments turns into a gaseous state. The “gas” is expelledfrom the chamber, where it is condensed into liquid, which isaborted. As a result, the documents go from the frozen stateto being dry without ever becoming re-liquefied.
CLEANING
After drying of documents is completed, they are cleanedbefore they are assembled into new boxes, re-labeledaccording to the inventory and delivered to the owner.
Cleaning removes any dirt or grime and, more importantly,fungi spores. Trained staff cleans each document, both sidesusing selected materials, while avoiding the application ofliquid solutions that would reactivate the moisture in thematerials. In cases when they deal with mould spores,individuals wear personal protection equipment and followstandard procedures for spore removal, including the use of
High Efficiency Particulate Arrestor (HEPA) vacuumsystems.
Cleaning also is accomplished on non-paper materials thatare not first dried, such as film, microfiche, x-rays and audioand videotape.
ON-SITE DRYING OPTION
In one such case, two million gallons of water from a burstpipe poured into a huge basement storage area at theOntario government record center near Toronto,submerging many record containers. Others, partiallysubmerged, wicked water up into the documents.
Following emergency procedures in a disaster plan, staffquickly arranged for standing water to be pumped out anddamaged documents packed and placed in a freezerwarehouse.
Officials then sought proposals for recovery. Damageddocuments included historical and business records. Thegoal was to use the fastest methods to make criticaldocuments usable and to save as many others as possible.
A document recovery provider was selected. To save time,logistics and shipping costs, an 11,000 square-foot processingcenter was established in a rented building a short distancefrom the freezer warehouse. The space was prepared bysealing air leaks and creating a climate controlledenvironment by using portable industrial desiccantdehumidifiers.
The first work area was a thawing room, where frozendocuments were identified, categorized, labeled and loggedinto a computerized inventory control system. Real timedata was shared with the government’s computers to providetracking of materials as they moved through the system. Inthe second area, moisture was removed from the documentsin a drying chamber.
At the same time, non-paper items, including x-rays andcomputer disks, which are not suitable to the freeze-dryingprocess, were salvaged by desiccant drying.
A staff of 35 people handled the documents in two shifts sixdays a week. They processed 3,000 cartons of materialswithout losing a single document. Every documentrecovered was legible and usable.
Again, as illustrated in this example, restoration ofdocuments can be assured. It requires advance planning, aDisaster Recovery Plan that includes document recoveryprocedures and contact information for the recovery serviceprovider and quick action to freeze damaged materialsaccording to the plan.
ABOUT THE AUTHOR: Thomas McGuire is NationalCatastrophe Operations Manager and Document RecoveryManager for Munters Moisture Control Services (MCS). MCS is thelargest water damage recovery company in North America. McGuiremay be reached at 1-800-686-8377 or by e-mail [email protected].
Material provided by Jerry Kofsky, District Manager, CentralRegion, MCS Canada, 1-800-686-8377, or email Jerry [email protected].
www.tloma.com
15 October 2005www.tloma.com
It is with great sadness that I had to inform TLOMAof the passing of Vanna Malisani. Through the many e-mails and calls I received, it was evident that
Vanna was cared about by so many people in our industry.
Vanna’s career in the legal industry started in 1986when she moved from Ernst and Young to Borden andElliot. In 1989, Vanna moved to Meighen Demers,where she was in charge of Human Resources andFacilities for 10 years. After Vanna departed MeighenDemers, she joined Bridgepoint Consulting. As aconsultant, Vanna worked at Goodmans, PilotInsurance, Robins Appleby, and other places. AlthoughVanna missed being a member of TLOMA, she didenjoy her consulting years and exposure to differentplaces.
Vanna was a TLOMA member for approximately10 years from 1989 to 1999. Vanna did what we allshould do in TLOMA, she got involved.She had two stints on Social Committees.The first Committee she sat on Iremember well. We were new TLOMAmembers and recruited on a TLOMA boatcruise. Our Social Committee consistedof Vanna, Marywynne Parke, Marg Norris,Heather Caldwell and I. We organized the1990 Conference at Isiaah Tubbs resort inPicton. A few of you will remember theSuper Caesar drinks that were so popular(horseradish in the drinks made themsuper!). This Social Committee alsohosted the June Social at a karoake bar,Sing Sing. Many of the TLOMA members who havebeen around for a while will never forget the greatentertainment we had from Deborah Hillier, Julie Beanand of course Michael Farr with his rendition ofMichelle. A tape of this evening is still out there.
Vanna also sat on the 1998 Social Committee for theConference at Nottawasaga with the Shakespeareantheme. Vanna worked with Virginio Basile, SusanBennett, Marsha Hempel, Susanne McDonald, ChrisMcGiffin, Kimberley Reid, and Linda Ryan. WhenVanna wasn’t helping to arrange conferences she wasattending them and always dressing up for the occasion,whether it be the 60’s or Outer Space.
Vanna will be remembered for many things: her greatsense of style, her vitality, her love of life and her greatsmile and laugh. She was also a very caring andgenerous person. I remember spending many hours atthe December One of A Kind Craft Show looking forjust the right Christmas decoration because every year
Vanna personally bought and paid for a Christmasgift for all the staff members when she was at Meighen Demers.
Vanna was diagnosed with breast cancer in January of2001. In October of 2004, Vanna was diagnosed withliver cancer. Many of you were aware of her first battlewith cancer but Vanna chose to keep her second battlequiet. I realize the announcement of her death was acomplete surprise to many of you because you didn’tknow about the cancer recurrence. Vanna had askedthose of us who knew to keep it confidential right upuntil the end. As much as she was a truly social person,she was also a very private person and we wanted torespect her wishes. I think Vanna knew this was abigger battle and she needed to reserve her energy andkeep the focus on the fight ahead of her. Vanna lost thebattle on October 4. She lived her final days surrounded
by those closest to her, reminiscing andlaughing about old memories.
Vanna’s friends and family are at the initialstages of setting up The Vanna MalisaniFoundation in her memory. Althoughplans are not finalized the intent of thefoundation is to raise funds to assistcharities whose charters support causesVanna would believe in and support.There is a possibility that there will be anannual fundraising event and I will makesure all TLOMA members know about it
Vanna may only have been a member ofTLOMA for 10 years, but she certainly made an impacton so many of us. Through TLOMA she made so manygood friends. It was incredibly touching to see howmany people from the legal industry and associatedbusinesses showed up at Vanna’s funeral and viewing tosay good-bye to her. Although she was no longer amember of TLOMA, she was not forgotten.
If it weren’t for TLOMA, Vanna and I may never havemet and if we both hadn’t signed up for the SocialCommittee together we may have never become suchgood friends. I know many of the newer TLOMAmembers may not have had the opportunity to knowVanna, but you could still learn from her. Vanna wouldtell you to do what she did – get involved in theassociation – make friends – and enjoy every moment ofyour life. As a legacy to Vanna, may we all take thiscredo to heart.
Good-bye Vanna, we will miss you deeply.
Good-Bye Vanna Malisani
16 October 2005www.tloma.com
TLOMA Administration
2004/05 Newsletter Committee2004/05 Newsletter Committee
President Bus: 416.595.2373 / Fax: 416.595.0567Susan Hodkinson Email: [email protected]
Vice President Bus: 416.865.7743 / Fax: 416.863.1515Georgia Rennick Email: [email protected]
Secretary Bus: 416.367.6396 / Fax: 416.361.2793Marsha Hempel Email: [email protected]
Treasurer/Finance SIG Bus: 416.595.2124 / Fax: 416.977.3316Stephen Firth Email: [email protected]
Program Coordinator Bus: 416.364.6211 / Fax: 416.364.1697Christl Mittendorfer Email: [email protected]
Past President Bus: 416.777.2398 / Fax: 416.365.1398Linda Ryan Email: [email protected]
Facilities SIG Bus: 416.601.7625 / Fax: 416.868.0673Lynn Joiner Email: [email protected]
Human Resources SIG Bus: 416.216.2314 / Fax: 416.216.3930Barbara Greene Email: [email protected]
Technology SIG Bus: 416.367.6923 / Fax: 416.863.0871Ivaylo Nikolov Email: [email protected]
Administration Bus: 416.410.1979 / Fax: 905.472.5115Liz Barrington Email: [email protected]
Editor Bus: 416.367.6396 / Fax: 416.361.2793Marsha Hempel Email: [email protected]
Advertising Bus: 416.410.1979 / Fax: 905.472.5115Liz Barrington Email: [email protected]
Small FirmsPam Kennedy Bus: 416.956.5633
[email protected] Wales Bus: 905.273.3300
Mid Sized FirmsChristine McGiffin Bus: 416.957.1674
Stella DiMauro Bus: [email protected]
Large FirmsBarbara Greene Bus: 416.216.2314 (Chair)
Lynda Stewart Dame Bus: [email protected]
Hannah Won Bus: [email protected]
Christl Mittendorfer Bus: 416.364.6211Chair [email protected]
John Arcella Bus: 416.862.3446Speaker Liaison [email protected]
Liz Barrington Bus: 416.410.1979Co-Chair/Administration [email protected]
Teresa de Ocampo Bus: 416.601.4143Social Liaison [email protected]
Angela Duldhardt Bus: 416.203.4454Hotel Liaison [email protected]
Thomas Oakes Bus: 416.601.8900Marketing Liaison [email protected]
Barbara Russell Bus: 416.865.3557Vendor Liaison [email protected]
2005 Conference Committee
2004/05 Compensation/Benefits Committee
TLOMA Administration
2005 Conference Committee
2004/05 Compensation/Benefits Committee
2004/05 TLOMA Board of Directors2004/05 TLOMA Board of Directors
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October 2005www.tloma.com
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