Newsletter Detail

November 2016 - MVHRA Connections




The Power of Recognition - And Simple Steps You Can Take to Harness It

By: LaTonia McCane, SHRM-CP, PHR, GBA

Although money is important, I believe I can benefit from forms of recognition that are personal and fun.  Money can be an important way of letting our employees know their worth to the company however, it is not always a sustaining motivational force to everyone.  While salary raises and bonuses are nice, it doesn’t always motivate my employees to do their best on the job on an ongoing basis. My president offers daily recognition for people's work and our employees have been influenced positively by how they are treated in the workplace.

Praise is powerful.  According to philosopher and psychologist William James, “The deepest principle in human nature is the craving to be appreciated.” Everyone desires to feel valued, and recognition for a job well done is encouragement to keep striving toward the next goal.  This is not only good for achieving organizational objectives but it keeps everyone inspired.

My president has trained me to think out of the box.  Recognition is not a complex process, but sometimes it’s easy to overlook the simple things. As a reminder, here are key things to keep in mind:

1. Be immediate. Feedback and positive reinforcement are most successful when given in the moment. Waiting to provide feedback can hinder action, as many employees need affirmation that they’re contributing to their organization’s success.

2. Be specific. Explain what you appreciate and why. Doing so shows a greater and more genuine interest in your employees’ successes. It helps them know what exactly they’re doing well and shows that you do take notice of their work.

3. State your feelings. Express a deeper level of appreciation.  Doing so helps to create a culture of community and trust, so if employees have issues they feel comfortable discussing them.

4. Reaffirm your support. Let employees know that they have your full support and show confidence in their abilities.  It can go a long way in helping them feel as though they’re providing meaningful contributions.

From a managerial perspective, you can also take additional steps to further create a culture of recognition to drive results.

1. Create clear standards. Creating clear expectations for goals and providing direct feedback keeps people engaged and focused. Feedback is a type of encouragement and is fundamental to helping employees achieve goals.

2. Expect the best. Understand the Pygmalion effect—that having positive expectations of others will create positive possibilities. People act according to expectations, so through words, body language, and tone make it clear that you expect the best from those around you, and chances are they’ll produce the results.

3. Pay attention. Take the time to get out and observe those around you and take notice when people win. Listening to others with your eyes and your heart helps to build relationships and foster an environment of trust.

4. Personalize recognition. Recognition isn’t nearly as impactful if it’s not personalized. It must feel sincere. Further, understand when and how individual employees respond best to recognition and provide it in the way that’s most meaningful to them.

5. Celebrate together. Recognize teams and celebrate together. This helps to create bonds, build community, and achieve common goals.

6. Be the example. Leaders must lead by example, as credibility lays the foundation for a culture of recognition. Be seen actively engaging in praise of those around you and see how the recognition starts to spread.

Creating a culture of recognition can do a lot for engaging employees and encouraging them to keep moving forward toward their goals. It’s relatively easy to achieve, and the small investment you make is multiplied exponentially in terms of outcomes and rewards.  We have tried many rewards and I have been able to see the enthusiasm and motivation that can be generated, it goes a long way.  We have a great team that is extremely productive.  You should challenge your managers to practice recognizing their employee’s achievements in their own way and see if you notice a difference in morale.

Steps taken from the book Secrets of Successful Employee Recognition by Bob Nelson.  I read this book to get recognition ideas for my team.  It is a good read.


Please join us in welcoming:


Karen Bentley, HR Generalist, Miami-Luken Inc

Rocke Blair, Practice Leader, White Oak Advisers LLC, Business Partner Membership

Clara Jackson, In Transition

George MacDonald, Director of Education Sales, Definity Partners, Business Partner Membership

Jeffrey Vann, Wright State University, Student Member


Member Spotlight – Casey Webster, Hartzell Industries

New MVHRA member Casey Webster is the Human Resources Director at Hartzell Industries in Piqua, Ohio.  Hartzell was established in 1875 and currently is comprised of three companies, Hartzell Industries, Hartzell Air Movement and Hartzell Hardwoods.

Casey spends much of her day working with these companies to assist in building business strategies and determine human capital needs to allow the companies to successfully carry out the strategies.  In addition, Casey coaches and leads the HR team and is responsible for all human resource functions, including total rewards, compensation, organizational development, compliance, talent development, and organizational culture.  Casey most enjoys developing the HR team and watching the team members grow.

Casey has obtained a bachelor’s degree in organizational leadership from Wright State University and an MBA from Bluffton University.  Casey recommends that those in HR “get into the business,” because some of Casey’s best mentors came from business people outside of HR.  Those mentors included vice presidents of manufacturing and engineering, finance directors, and even general managers, who helped Casey to think differently in approaching HR responsibilities and issues.

Please join us in welcoming Casey Webster to MVHRA!

Insurance For Employment Claims:  Have You Checked Your Policy Lately?

By Matthew Bakota, JD, PHR - Dunlevey, Mahan & Furry

When an applicant or an employee files an employment-related charge against your organization, a good employment practices liability insurance (EPLI) policy can provide valuable protection.  That protection typically includes reimbursement for legal defense costs and indemnification against a potential settlement or judgment, although the specifics can vary greatly from one policy to the next.  As a result, there are a variety of things to consider when it comes to EPLI policies, to make sure that your organization’s policy works as intended.  Below is a list of some of the things to consider when evaluating your organization’s EPLI policy.

Are your policy’s limits adequate?

According to one insurance company’s recent study of approximately 450 employment-related charges against small and medium-sized businesses, the average cost of a charge that required a settlement payment was $125,000.  That amount included defense costs and settlement payment.  If the circumstances at issue in a charge led to a lawsuit and the claimant successfully obtained a judgment against the business, claimants recovered at least $500,000 in approximately 25 percent of those cases. 

Like other insurance policies, EPLI policies have caps, or limits, on the amounts an insurer will pay on a claim. In light of the study above, an issue to consider is whether your EPLI policy limits are adequate to cover your organization against current risks, especially if your policy limits have not been updated in a while.

Does your policy have the desired financial impact?

EPLI policies often have a significant self-retention or deductible, particularly for policies that offer seemingly reasonable premiums.  To summarize, in exchange for a lower premium, your organization may have to pay out-of-pocket the first several thousand dollars’ worth of claim costs (such as legal defense costs) before reimbursement and indemnification ever becomes available under the EPLI policy.  Therefore, when evaluating the “cost” of an EPLI policy, it is important to look beyond the premium and consider any additional financial impact that might be felt when it’s necessary to make a claim under your policy.  What are the real costs when a claim must be made under your policy?

Similarly, some EPLI policies may reduce the amount of available indemnity payments by the amounts the insurer has to spend on legal defense costs.  For example, let’s say an EPLI policy offers liability limits of $100,000 but the limits apply to both defense costs and indemnity.  Hypothetically, if defense costs of $15,000 are incurred before settlement negotiations begin, that means there will be only $85,000 left under the policy to use toward those negotiations.  If the negotiations are not successful, the reduced amount would remain all that is available under the policy going forward.  As a result, it is important to understand how your particular EPLI policy works. Additionally, your organization may wish to consider whether an additional layer of coverage (over and above your EPLI policy) may be necessary to offer the financial protection your organization desires.

What types of employment claims does your policy insure against? 

Your organization should have a good understanding of the types of claims its EPLI policy does cover and the types of claims it should cover. 

For example, a charge or other employment-related claim may be filed against your organization by someone other than a true “employee,” such as a temporary worker or someone you’ve classified as an independent contractor.  Will your EPLI policy provide coverage for claims by such individuals?

Claims related to your organization’s pay practices also present some unique issues under EPLI policies.  Many EPLI policies will contain a policy exclusion that prevents wage and hour claims from being covered.  At the same time, such claims are one of the more serious risks for employers today.  As a result, your organization should check to see if its EPLI policy covers wage and hour claims and, if not, whether a specific endorsement or policy to cover such claims may be available and worthwhile.  A stand-alone policy may be cost prohibitive for many smaller organizations, but the questions are still worth asking.

What kind of event triggers an obligation to report and coverage?

Timely reporting claims under your organization’s EPLI policy can be tricky.  Timely reporting is critical because failure to timely notify your insurer of a claim can void coverage as to that claim.  Preserving coverage for which an organization has paid a premium should be a top priority.  On the other hand, many organizations tend to be cautious in reporting claims because of the potential impact a reported claim may have on their insurance premiums going forward.  Before an organization can be strategic when it comes to claims reporting, it first must understand the specific reporting obligations under its EPLI policy 

Some policies may call for an insured to report after receiving even informal notice of circumstances that may give rise to an employment claim, such as through an employee’s written communication and request for action directed to HR.  Other policies may call for an insured to report after formal proceedings have been filed.  Still other policies may fall somewhere in between.  It is important to understand what your organization’s EPLI policy requires.

A related but separate question is when coverage will kick in under the policy?  Keep in mind, that EPLI policies typically will cover defense of charges filed with the EEOC and other agencies.  Other types of liability policies may not respond unless and until formal litigation has been threatened or filed.  This is yet another reason for organizations to be mindful of any specific EPLI policy reporting obligations and coverage triggers, because those obligations and triggers may arise sooner under an EPLI policy than under other types of liability policies.

Does your policy allow use of your preferred employment counsel?

Liability insurers typically have a pre-determined panel of defense attorneys that will be appointed to defend claims against their insureds.  Your organization’s preferred employment counsel may not be on that list, depending on the insurer.  If your organization does not ask about this issue and specifically negotiate the inclusion of its preferred employment counsel as defense counsel under its EPLI policy, it may be stuck with different and unfamiliar counsel defending a claim or claims under the policy.  Such a result can impact your organization in several different ways.

First, your organization actually may end up paying more for the privilege of having an insurance company select the attorney, particularly if its EPLI policy has a self-retention or deductible.  This can happen because of insurance defense counsel’s need to retrace steps and duplicate efforts, and/or because of counsel’s need to meet initial time-consuming reporting obligations imposed by the insurer, all of which your organization can be charged for under the policy retention or deductible. 

Moreover, even with insurance defense counsel, your organization may find it necessary to still keep your preferred employment counsel involved to interact with and monitor defense counsel, based on preferred counsel’s familiarity with your organization, past work on the same matter, etc.  Although necessary, this also increases your organization’s litigation expenses. 

Second, insurance defense counsel’s role is prescribed by the policy.  As a result, it is not uncommon for defense counsel to be appointed as to only the specific claims and issues that are covered by the policy.  In such a scenario, your organization will have to retain additional counsel to defend and/or pursue any remaining claims or issues, instead of having just one attorney who can handle the entire case.  This is yet another source of potential increased litigation expenses.

Third, if your insurance carrier unfortunately has selected its panel counsel based on relationships, willingness to accept reduced rates (less than 50 percent of markets rates in some circumstances), or other such considerations, then that may not be conducive to providing your organization with the strongest defense possible and the value of the policy may be undermined.

This list is not an exhaustive one.  However, it provides at least a few reasons why your organization should consider raising the issue of defense counsel when negotiating the terms of its EPLI policy, whether at the initial purchase phase or at the renewal phase if a policy is already in place.  For organizations in the middle of a policy period, insurers often are reluctant to allow them to pick their own attorneys if the issue was not negotiated previously; however, insurers do make exceptions and the question is always worth asking.

What types of “other” workplace risks may not be covered by EPLI policies?

Other workplace risks in addition to employment claims, such as workplace violence and incidents of terrorism, do exist in today’s world.  Even if your organization sees little chance of such events taking place in its office(s), it is important to understand that EPLI policies—and even most commercial general liability (CGL) policies—typically are not going to insure your organization against most risks associated with such events. 

Those risks include, but are not limited to, many first-party costs that are not usually covered under liability policies.  Whereas liability policies will respond to covered claims that result in liability of the organization to some third party, those same policies often will not reimburse an organization for other out-of-pocket losses it may incur due to such events, such as public relations expenses, providing employee counseling, business interruption losses, and the like.  These latter losses often are referred to as “first-party” losses, and they are a main reason to consider other types of workplace risks as part of an organization’s overall insurance portfolio.

Where to go from here…

With the above suggestions in mind, consider whether to review your organization’s insurance policies that may respond to employment-related claims and other workplace risks, to make sure that your organization is adequately protected.  While that may mean different things for different organizations, it is important to update insurance so that it corresponds to the updated risks to today’s employers.

New Paid Sick Leave Requirements Frequently Asked Questions

By: Jeff Mullins and Jessica Lordi, Taft Stettinius & Hollister LLP

Question: What are the basic requirements of the new paid sick leave rule?

Answer: The new paid sick leave requirements apply to the following types of contracts and subcontracts, from solicitations issued on or after January 1, 2017.

Contracts Covered.

1. Procurement contracts for construction covered by the Davis-Bacon Act (DBA);

2. Services contracts covered by the Service Contract Act (SCA);

3. Concessions contracts, including any concessions contract excluded from the SCA by the DOL’s regulations at 29 C.F.R. § 4.133(b); and

4. Contracts in connection with federal property or lands and related to offering services for federal employees, their dependents, or the general public.

Any subcontract of a covered contract that falls into one of the above categories is subject to the paid sick leave requirements.

The rules do not apply to contracts for manufacturing or furnishing of materials, supplies, articles, or equipment to the federal government that are subject to the Walsh Healey Public Contracts Act.

Question: Do only the employees working on the federal project receive the sick time or is everyone in the company entitled to it?

Answer: Any worker engaged in performing work on or in connection with a covered contract whose wages under the contract are governed by the SCA, DBA, or the Fair Labor Standards Act (FLSA) (including employees who are exempt under the FLSA) are entitled to paid sick leave.

There is a narrow exception from the requirements for workers who perform duties necessary to the performance of a covered contract, but who are not directly engaged in performing the work specified by the contract, and who spend less than 20% of their hours worked in any workweek performing work in connection with such contract.

Employees working for a federal contractor but not on a covered contract are not entitled to the sick time.

Question: What happens if the project is only for 6 months?  Is the sick time pro-rated?  Can employers cut the benefit once the project is complete?

Answer: The rule allows employees to accrue one hour of paid sick leave for every 30 hours worked on, or in connection with, a covered federal contract, up to 56 hours or 7 days in a year. “Hours worked” means time spent working and does not include paid time off.

The covered employees would simply accrue the paid sick leave based on the hours they work on the project. When the six months are over, the employees would not accrue any more sick time, but would retain the sick time they accrued during their work on the covered federal project.

This sick leave can only be used at times when the employee would be working on the covered contract.  For example, if the employee works 30 hours per week on a covered contract and 10 hours per week on a non-covered contract, the employer is only required to allow the employee to use paid sick leave for the 30 hours the employee would have normally worked on the covered contract. 

Question: Are employers allowed to take the sick pay hourly amount as a fringe deduction from prevailing wage even if it is not run through a 3rd party administrator?

Answer: Paid sick leave required by Executive Order 13706 is in addition to a contractor’s obligations under the SCA and DBA. Accordingly, a contractor may not receive a credit toward its prevailing wage or fringe benefit obligations under those laws for paid sick leave provided in satisfaction of the executive order or the rules.

But, paid sick leave may run concurrently with unpaid FMLA leave under the same conditions as other paid time off. A contractor’s compliance with state or local paid sick leave laws must also comply with the executive order.

Question: Once the employee hits the 56 hour magical number, does the sick leave continue to accrue for the rest of the year? 

Answer: Unused time must be carried over to the next year.  Unless the contractor provides for frontloading, the contractor may limit the employee to accruing no more than 56 hours at any one time. For instance, if the employee carried over 50 hours from last year to this year, the contractor could limit the amount of hours the employee could accrue this year to six hours. But, if the contractor frontloads the 56 hours at the beginning of the year, the employee will have the full 56 hours plus any hours that are carried over.

Question: Is the 56 hours of sick time on a calendar year, anniversary year or rolling 12 months? 

Answer: A contractor may define an accrual year, which is a 12-month period, as selected by the contractor, so long as it is a consistent option for all similarly-situated employees and is not selected or changed to avoid sick leave requirements.

Question: If the contracting directly rule is in effect, what happens to sub and specialty contractors that go through a general contractor?  Are they exempt?

Answer: No, subcontractors on covered contracts must comply.

Question: Is there a small employer cutoff rule?

Answer: There is not a separate employee cutoff or contract cost cutoff, the regulations provide for only the thresholds specified in the statutes for each type of covered contract.

Employers may use existing paid time off (PTO) policies to comply with the paid sick leave requirements so long as the employer provides at least 56 hours of PTO. Employers need not provide separate paid sick leave, even if the employee uses all of the PTO time for vacation.

Moody Blues? (7 Quick Ways To Help Brighten Your Day)

Source: Healthy Mind Healthy Body®: Moody blues? 7 quick ways to help brighten your day

Don’t let skimpy daylight get you down, count on these little mood boosters

As the days get a little shorter, do your moods tend to dip too?

This time of year when there’s less natural light to be had, many people notice a mild slump. If you’re one of them, here are some ideas to help perk up your days all fall and winter long:

1. Get outdoors daily.

Seek out the sun for at least 10 minutes a day; even better, take a quick walk. Exercise also increases the body’s natural happy chemicals. If you enjoy some sunlight in the morning, it can help set you up for a better day.

2. Let in the light.
For a pick-me-up indoors, try sitting by a sunny window, or in a brightly lit part of your home.

3. Reach out.

Social time is a great way to cheer yourself up. It may be tempting to lie low this time of year. But give yourself a nudge. Make a date to meet a friend for lunch or a movie. Call a loved one to chat. Or volunteer to help someone, that’s a proven mood booster.

4. Do your happy dance!

Let music give you feel-good moments. Create an upbeat playlist. Or stream or dial in a radio station that plays lively pop tunes or toe-tapping classics you enjoy.

5. Make your space a cheerier place.

Keep items that make you happy in sight, such as joyful pictures or fresh flowers. Clearing the clutter might do wonders for your mindset too!

6. Find comfort in healthy foods.

Balanced eating is always in season. As a bonus, research suggests that nutritious fruits and veggies along with foods rich in omega-3 fatty acid, such as salmon, walnuts and olive oil may provide a positive mood boost.

7. Smile frequently - and just because.

This simple act can lift your spirits and help others around you lighten up too.

Is it SAD?

If your blues don’t let up, you may want to see a doctor. Some people have a form of depression called seasonal affective disorder, or SAD. Treatment can include daily light therapy, along with lifestyle changes.* Also see “When the sadness doesn’t go away.

*Check your benefit plan to see what services may be covered.

See Your Article In Our Newsletter!

MVHRA members, do you have something to submit to the MVHRA Newsletter?  Please send it to Matt Bakota, Newsletter Committee Chair, via email at

Or maybe you’re interested in preparing an article but aren’t sure where to start?  Give Matt a call at 937-223-6003 for help in getting started.


Check out these exciting Human Resources job opportunities:

  • Recruiter – Dayton Children’s Hospital
  • Recruitment and Retention Coordinator – Alternate Solutions
  • Learning Management System Specialist – Hobart Service


Are you new to the city?  Are you looking for great HR professionals with whom to network? Interested in becoming HR certified? You’ve come to the right place!!  We are inviting new members to join MVHRA (see link below for details)!!

Did your membership expire this year and you haven’t renewed? Well, now’s your chance, renew today for only $75 for the remainder of 2016 and 2017. That’s right!

Hurry! This deal won’t last long.

“Renew Early and Win”…….

If you renew your 2017 MVHRA membership by December 31, 2016 you will be automatically entered to win a free registration to the 2017 OH SHRM State Conference.  The theme is Peace, Love and HR. Save the Date - September 13-15, 2017.  Thanks to everyone for renewing!  We value your membership and we look forward to serving your professional needs in 2017.

Join Society for Human Resource Management

Special end of the year offer for MVHRA’s members: 

Save $15 on a new or renewal SHRM membership by 12/15 with promo code CH16A and get access to the HR tools and resources to help you be confident, compliant and current on all things HR. 

Click Here:


You’ve Earned It, Now Keep It!

Stay relevant in our ever-evolving industry.

HRCI and SHRM both recognize the value of professional development through lifelong learning.  As you seek out educational activities, ensure you receive recertification credit.  The HR experience offered by MVHRA is more than simply a couple of monthly events…It is a journey that provides ongoing opportunity for personal and professional development.  You can also earn credit and grow from volunteering.  Please see a board member to learn more!

Keep Your HR Certification(s) Current

SHRM Certification exam applications are currently being accepted for the upcoming testing window (December 1, 2016 – February 15, 2017); the regular exam application deadline is October 21, 2016 and late applications (additional $75 nonrefundable fee) will be accepted through November 11, 2016.  More about the application process can be found at

HRCI Certification exam applications are currently being accepted for the upcoming testing period beginning November 1, 2016 and any day thereafter.  Effective June 20, 2016 HRCI started a continuous testing opportunity and there is no longer a deadline to apply nor do they require a specific deadline to test.  More about the application process can be found at


The Workforce Readiness Committee is looking to add committee members to join our team for the upcoming year.  This is a great way to get active in MVHRA and in the community.  We average six events per year.  So there will be some need to be flexible to attend these events.  We offer resources and support to those who want to prepare to transition into the workforce. We assist many different groups who are interested in job search preparation, including, veterans and high school students. Examples of some of our activities include, resume review assistance, and mock interviewing.

Meeting frequency: Volunteer activities throughout the year.

We are currently partnering with Goodwill Easter Seals, Centerville Library, and other organizations in the near future.

Please contact Barb Phillips or Jen Walling @ or  if you are interested.


News From The SHRM Foundation Committee

Again in December we continue our annual Wine Cork Pull raffle.  The way this raffle works is wine corks are purchased for $5.00 a piece or 5 for $20.00.  At the December Luncheon, 5 corks will be pulled and the lucky winners will have a choice of a bottle of wine with a retail value of about $20.00 to $25.00 dollars.  You do not have to be present to win.  Simply provide your business card, which will be wrapped around your cork.  Your chances of winning a quality bottle of wine while contributing to the SHRM Foundation is a win-win!

December 2016 MVHRA Luncheon

Jane Boucher, MBC, CSP, will present “How to Build a Winning Team in an Age of Entitlement

Learning Objectives:

1. Empower team members to grow and stay energized.

2. Examine your own leadership style and how it impacts others.

3. Know how to resolve conflict and be committed to a common goal and to each other.

4. Develop positive attitudes in teams.

5. Keep the team focused, while building members’ confidence, commitment, and trust in themselves and in each other.

Session Description:

Effective teamwork "pays its own way" with greater organizational productivity and profits. A team of people working cooperatively can produce more than the sum of the individual members working alone.  One good idea stimulates another, but only if the team members are working together and talking regularly.

Teamwork is inhibited in today’s high-stress business environments, especially when entitlement behaviors are present. In this fascinating yet pragmatic course, Jane Boucher shows how to integrate tried-and-true teamwork principles with the realities of today’s workplace. It’s not easy, but it can be done.  Jane will teach you how to motivate, steer, and get great results with teams in challenging work environments.

Session Bio:

Jane received her Bachelor of Science and Master of Arts degrees from The Ohio State University. She has done doctoral work at the University of South Florida and has been an adjunct professor at the University of Dayton, Wright State University, Sinclair Community College and Miami University Ohio. She also served as the Associate Director of the Antioch University McGregor Organizational Institute. She is currently an affiliate of the Fowler School of Business & Executive Coaching.

The author of seven books, she uses the podium and her expertise to promote personal and professional excellence. Her best seller, How to Love the Job You Hate, has been profiled in Forbes, The New York Times, The Chicago Tribune, USA Today, The National Enquirer, Guideposts, SELF Magazine and on CNBC, CBN and CNN.

Jane is a recognized authority on workplace issues. She is also a nationally syndicated newspaper columnist appearing in business journals throughout the country. Jane worked with at-risk youth before beginning her professional speaking career. A Fortune 500 Certified Speaking Professional (CSP), Master Business Coach (MBC), corporate trainer and consultant, she has worked with organizations such as Medical Group Management Association (MGMA), the United States Senate, Energy Transfer, American Association of Healthcare Administrative Management (AAHAM), Western CPE, Antioch University Midwest, Toyota, Prudential of Europe, Department of the Navy, United States Air Force, FDIC and the International Association of Hispanic Meeting Professionals (IAHMP).

She has shared the platform with such notables as Senator Orin Hatch, Bernard Siegel, M.D., former Nevada Governor Kenny Guinn, Coach John Wooden, Elizabeth Edwards, “Life is Good” founders Bert and John Jacobs, and Michael Jackson's attorney Tom Mesereau.

Jane is one of the most dynamic women on the speaking circuit today. She was awarded the Certified Speaking Professional (CSP) designation by the National Speakers Association. Fewer than 8% of all professional speakers hold this distinction. She has also earned the Master Business Coach (MBC) credential from the Fowler School of Business & Executive Coaching. Only 5% of executive coaches worldwide hold this designation.


Tuesday, December 13, 2016

11:15 AM to 1:00 PM

Sinclair Community College
Building 12, Ponitz Conference Center
444 West Third St.
Dayton, Ohio 45402


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