To: STC Editors and Chapter Officers
Editors: contact Mike Doyle (mdoyle@pubsnet.com or 978-649-8555) for
details.
Details: http://www.doctrain.com


HELPING PEOPLE UNDERSTAND TECHNOLOGY
…5th Annual Documentation & Training Conference at Boston University

October 4-5 will see technical communicators from across North America and
Europe gather at the Boston University Corporate Education Center in
Massachusetts for the fifth annual Documentation & Training conference. The
theme of this year’s conference is “It’s All About Effective Content”.

The keynote speakers for the conference are Jesse James Garrett and Andy
Ihnatko.

Garrett, author of the book The Elements of User Experience, will deliver a
talk titled, “The Evolution of Information Architecture.” In his talk,
Jesse explores the art and science of structuring information and predict
its future evolution.

Ihnatko, a popular technology columnist for the Chicago Sun-Times and
Macworld magazine, delivers a humorous and insightful talk titled, “Where’s
My Atomic Heligyro?” Andy talks about the rate of saturation humans have
for new ideas, and why some concepts catch on immediately while others take
decades to penetrate.

In addition to the two keynotes, the conference includes 32
nationally-recognized presenters talking on topics related to content
design, development, and management. The sessions provide a rich mix of
high-level and implementation-level discussions, with speakers ranging from
company CEOs to technology book authors, consultants, and software tool
vendors.

“The sessions provide specific ideas that can immediately improve an
organization’s creation of content,” according to conference manager Mike
Doyle. Doyle believes this to be the only industry conference blending the
specialized professions of technical writers, course developers,
instructional designers, and usability specialists.

“These professions have historically operated in isolation,” Doyle said.
“However, as technology companies look to consolidate functions and costs,
we believe they’ll continue to look at merging the various technical
communication professions because they all work towards the same
goal providing communications that help people better understand and use
technology.

SESSIONS:

CONTENT MANAGEMENT:
Content Management: What’s In It For You?
Creating Usable Indexes
Darwin Information Typing Architecture (DITA) Standard
Just-In-Time Delivery of Content
Outsourcing for Localization
Successful Project Management
Understanding Metadata and Taxonomies
What the Heck Is Single Sourcing, Anyway?
XML: Overview of Structure and Tools

CONTENT DEVELOPMENT:
Advanced Single Sourcing with FrameMaker
Automating Document Production and Conversion
Automating FrameMaker with FrameScript
Blended Learning: A Case Study
Creating Simulations & Demonstrations with RoboDemo
Developing Training & User Assistance with Macromedia
FrameMaker Template Development
Going Beyond Digital Paper
Help & Training: Split, Merge, or Fight?
RoboHelp Advanced Features & Functions
Secrets of Successful Online Simulations
Using Dreamweaver Extensions
Using Virtual PC Environments
Writing to Persuade

CONTENT DESIGN:
Designing Multimedia for Interactive Learning
Designing with Wireframes
Instructional Design Basics
Introduction to XSL Transformations
Moving from Instructor-Led to Computer-Based Training
Structured Writing to Support Content
Unmasking the Myths of Usability
Using Games to Teach, Motivate, & Engage
Using Style Sheets for Web Accessibility

Marianne Fleischer, presenting:

Don't Be a Schmoe with SMEs
and other tales of
How Becoming a Better Speaker Will Make You a Better Writer

Location:
Symmetricom, Inc.
3750 Westwind Blvd.
Santa Rosa

Schedule:
5:30-6:30 Networking, Show and Tell, Introductions
6:30-8:00 Program

Cost:
$2 members; $4 nonmembers


Marianne Fleischer is a senior communication strategist who specializes
in news, marketing communications and corporate communications. Based in
San Francisco for 20 years, the writer-producer helps firms tell their
stories better in speeches, corporate events, PR, video, online content,
print (brochures, technical summaries, ads, briefings, etc). Her
specialty as a speechwriter, speech coach and media trainer, grew out of
her academic training and media career.

Fleischer Communications major clients include Sony, Schwab, Genentech,
Centellax, Wells Fargo Bank, Apple, Hewlett Packard, KRON-TV, PBS-TV,
TBS-TV, Esquire Magazine, UCSF, Stanford, Pacific Bell, Viacom,
Washington Mutual, Macromedia, San Francisco Unified School District, to
name a few. She also counsels smaller startups, professional services
firms, or authors.

She began her career as a newscaster (WXIX-TV) and became a documentary
and talk show producer for KRON-TV, KPIX-TV and PBS-TV. Other highlights
include:

· Presentation Skills Training for Chuck Schwab, Apple, Sony, Hewlett
Packard, Georgetown University, Genentech, Centellax, etc.
· Writing-producing Esquire Magazines' home video on public speaking,
career strategies, and men's style
· Co-producing PR events and thought leader summits for Washington
Mutual, Sony, Apple, Schwab, etc.
· Editing a business book on breakthrough innovation and communication
for strategic planning teams.

Ms. Fleischer holds a Masters degree in Communication & Rhetorical
Theory from the University of Massachusetts/Amherst where she taught
public speaking on a full Fellowship. B.A. is in Speech & Theatre.

"As a former reporter I know what the Press wants-and doesn't want. As a
talk show and documentary TV producer, I've had to quickly prepare
celebrities, experts and execs for media and panel appearances. My work
is based on communication theory, adult learning theory and years
working 1-on-1 with leaders in the public eye," she said.

Late-Breaking Conference News
There are only a few weeks left before the 2004 STC Region 8 Conference. The conference is really shaping up and we want everyone to get as much out of it as possible.

Here are some reminders and some late-breaking news.

Completely Updated Web Site
If you haven't visited the Conference Web site recently, a lot of new information has been posted. http://www.stcregion8conference.org/

Registration Still Open
You can still register to attend the conference at 15 percent off the on-site registration rates. To register visit http://www.stcregion8conference.org/registration.php

Dvorak's Keynote Address
Even if you aren't attending the full conference, you can still attend John C. Dvorak's Sunday evening keynote address. A ticket to the talk includes access to the Pavilion, and to the after-talk reception. If you are in Davis, you can get tickets from the Mondavi center box office for $15 by mentioning that you are an STC member and giving the password: SUMMER. You can also order tickets online at a special STC only Web site, The Username is STCCONF and the password is SUMMER. Tickets ordered online will be charged a small processing fee. To order online go to http://www.mondaviarts.org/STC_Conference/

Pavilion-only Access
For those who aren't otherwise attending the conference, one-day, Pavilion-only access is available for $10 to STC members and $20 to non-members. You won't have full access to the conference, but with lots of exhibitors and résumé and portfolio reviews you can still get a lot for a small cost.

Portfolio and Résumé Reviews
To secure an appointment for a portfolio or résumé review, sign up online at
http://www.stcregion8conference.org/resume.php

Riverboat Cruise
Monday evening features an optional "New Orleans" cruise and dinner on the historic Spirit of Sacramento Riverboat. The cost for the riverboat cruise is $50 per person, and space is limited. Contact Conference Director Eric Butow to reserve your space. For more information on the dinner cruise visit http://www.stcregion8conference.org/social.php


Patrick Lufkin
Publicity Manager,
2004 STC Region 8 Conference

Immediate Need! Possible Contract Extension!!

Contract Technical Marketing Writer (Cupertino, CA) Job # CTB 35

ProEdit has an immediate need for a Technical Marketing writer for a 3 to 6
month, full-time, onsite, contract position in Cupertino, CA. This position
will be responsible for developing marketing documentation in support of
technical products. Some of the deliverables include white papers, product
descriptions, engineering reports, and competitive analysis documents. The
successful candidate will have a high technical aptitude, excellent written
and oral communications skills, and the ability to take complex information
and create clear documentation for use by sales and marketing staff.

Our client is a leader in the network and internet security industry and
offers flexibility, diversity, and a great work environment. There is a
possibility that this contract will be extended for the right candidate!

Put your technical writing and marketing writing skills to work - Apply Now!

Qualifications for this position include:

- At least 3 years of technical writing experience.
- Previous experience writing technical marketing documents such as
competitive analysis and performance benchmarking reports.
- Proficiency with MS Office (Word, Excel, Project).
- Bachelor's degree in Technical Communications or related field.
- Immediate availability.

If you are a technical marketing writer interested in applying for this
position, visit the Employment page of our web site at
http://www.proedit.com/employment.html to complete an Application Form. A
recruiter will contact you if your skills match the job qualifications. To
speak with someone about this position, please contact a recruiter at 1
(888) PROEDIT.

If you do not wish to receive e-mails notifying you of open positions with
ProEdit, please let us know by sending an e-mail to remove@proedit.com with
"REMOVE" in the subject field or mail a written request to ProEdit, Inc.
P.O. Box 462, Cumming, GA 30028.

Hello community presidents, managers, newsletter editors and webmasters!

Jackie Damrau, STC Management SIG newsletter editor, requested a short
article from me to introduce the transformation. Some folks on the
Communication Committee and I thought this might be useful and interesting
for all the communities' newsletters and Web sites, so I'm passing it
along. Feel free to publish, print, and post this at will. :) It will also
be appearing on the Transformation Web site.

THANKS JACKIE for the request. :)

Enjoy!
Andrea
pres@stc.org


Transformation Update...or Introduction?
by Andrea Ames, STC President

Are you a chapter or SIG leader? If so, chances are you've heard of the
STC transformation. If not, there's a good chance you haven't heard of the
transformation. The following few paragraphs will provide a very brief
introduction to the transformation work, and the following resources will
provide you with more details, updates, etc.:

* transform@stc.org -- Get answers to questions or provide suggestions,
comments, etc., and you will get an answer or a response within 2 business
days

* Transformation News listserv (transform@lists.stc.org) -- Opt in and
receive updates and news about the transformation, status/progress
updates, notifications of Web site updates, etc. (sign up via the
transformation Web page, below, beginning Thursday, July 15)

* www.stc.org/transformation -- Visit often to see the main repository
of transformation information, and sign up for the Transformation News
listserv (above) for update information


What started all this? And what's it really all about?

Frankly, the economy started all this. In short, STC income -- both
membership dues income and conference income that underwrites the cost of
memberships (you might not realize that your dues don't cover the actual
costs of your membership) -- began to drop a few years ago, and the STC
Board of Directors' efforts to cut costs did not solve our problem. When
we dug into the cause of our drop in income, we found that many former
members, for example, were unwilling to renew, because it meant paying for
memberships that their companies had formerly covered. In short, although
the economy moved the Board to act, what we found was that finances were
merely a symptom of a greater problem -- perceived member value. That's
what the transformation is really about: Providing value that members want
and need to develop professionally.

During our research, we confirmed something we already knew: Our industry
and our members are incredibly diverse, with interests ranging from
usability to editing, with skills and experience ranging from entry-level
to senior, working in industries from financial to scientific, etc. We
asked ourselves, "Can one Society really meet the needs and provide
significant professional-development value in all of these areas and
industries, to this entire range of people?" In answering this question,
we confirmed something else we already knew: Our strength is in our
"communities" -- what we currently call "chapters" and "SIGs." The Society
does not provide direct value to members in any or all of these areas;
instead, the Society provides infrastructure, mentoring, financial and
administrative support, policy, etc., for those communities exist and
flourish, providing member value indirectly through those communities.
Unfortunately, the Society support for and representation of communities
today -- and the members' experience across communities -- is
inconsistent.


The bottom line

Members want value, and value means something different to each of us. For
the Society to rebuild -- and increase -- its membership ranks, we need to
provide (among other things):

* Consistent, equitably supported and represented communities from
which members will derive their personalized professional development
value (through the Communities, Finance, and Governance initiatives)

* A flexible membership model (through the Membership initiative),
enabling members to opt in and out of various services and community
memberships to customize their professional development experience

* Rich content -- education (through the Education initiative),
knowledge base, research, intellectual property of all types -- that
provides depth of practice in member-identified practice areas (through
the Communities initiative by supporting practice-based communities) and
is readily accessed (through the Technology initiative)

* Richer opportunities to network, within and beyond geographies
(through the Communities initiative by supporting geographic communities
and brand new kinds of communities)

And we need to communicate information (through the Communication
initiative) about the transformation, its initiatives, the changes and
status of those, as well as solicit feedback from members and leaders
around the Society, to ensure that we all understand our options, make
informed choices and decisions, and implement the appropriate changes
during the transformation process.


What we're doing about it: The transformation

Some of these needs are met through today's community success stories --
of which there are many! In our efforts to improve consistency and
equality of support and experiences across communities, we're not losing
sight of those that are working; instead, we're building on the foundation
of their successes...and planning to go a step further to provide even
more to those communities to enhance their successes. For communities that
are struggling, the support we will provide is designed to help, not
hinder, their progress toward providing as much member value as possible.

The work to meet all of these needs is complex... As we change our
community support model to be more consistent, many changes are
required -- in the financial, governance, and technology (infrastructure)
areas, as well as the expected community policy changes.

We have a high-level roadmap that we're following, outlining what we need
to do at a very high level similar to the bulleted items, above. We don't
have all the answers. We still need your input and your help. Contact us
at transform@stc.org to contribute to the transformation.


Myths and misinformation abound!

If you have heard of the transformation, you might be concerned about some
misinformation circulating. Here are a few of the most tenacious
myths...debunked. For answers to frequently asked questions and more
corrections to misinformation, sign up for the Transformation News
listserv (via the Transformation Web page, starting Thursday, July 15) to
get notification when we add the FAQs to the Web site!

* STC is not a chapter-based organization; it is a member-based
organization, according to our Bylaws.

* The transformation is not about finances; it's about member value.
Although the economic environment and STC's financial situation in that
environment was a symptom that alerted us to the problem, the real issue
was members' perception of the value of STC membership.

* The transformation is not about marginalizing, de-emphasizing, or
eliminating chapters -- large or small. Chapters are communities, just as
SIGs are. The goal of the transformation is to equally support and
represent all communities -- chapters, SIGs, and new, currently undefined
communities.

* We are not taking away any chapters' money. At a Transformation Q&A
session on Leadership Day at the STC conference in May, John Nardone, our
Transformation Consultant, mentioned the well-known fact that STC's
chapters have a greater net worth than the Society, and he suggested that
chapters with large reserves might want to volunteer to donate some of
those reserves to the transformation effort. (Interesting tidbit: Some
chapters have contacted me to volunteer to support the transformation
financially.)

* The transformation was not instigated by STC's Washington, D.C.-based
organization. STC's decision-making, policy-setting body is the Board of
Directors, your elected representatives, who are volunteers and live and
work around the world. STC's implementation and operations body is the
paid staff at the STC Office, located in northern Virginia. Your elected
Board of Directors voted to engage the transformation consultant (in May
2003) and to adopt the the transformation roadmap (in January 2004) that
the consultant and the initial transformation team proposed. The STC
Office in northern VA does not determine how money is spent; they
implement disbursals based on STC Board decisions.

* The current dues rebates that fund chapters are not part of the
transformed financial model. The new financial model has not yet been
developed. Until it is, the Board of Directors will continue with the
chapter dues rebate process: According to STC Bylaws, each year the Board
analyzes the current financial situation -- including the budget,
membership renewals, conference income, etc. -- and determines an amount
to rebate to chapters.

Hello community presidents, managers, newsletter editors and webmasters!

Jackie Damrau, STC Management SIG newsletter editor, requested a short
article from me to introduce the transformation. Some folks on the
Communication Committee and I thought this might be useful and interesting
for all the communities' newsletters and Web sites, so I'm passing it
along. Feel free to publish, print, and post this at will. :) It will also
be appearing on the Transformation Web site.

THANKS JACKIE for the request. :)

Enjoy!
Andrea
pres@stc.org


Transformation Update...or Introduction?
by Andrea Ames, STC President

Are you a chapter or SIG leader? If so, chances are you've heard of the
STC transformation. If not, there's a good chance you haven't heard of the
transformation. The following few paragraphs will provide a very brief
introduction to the transformation work, and the following resources will
provide you with more details, updates, etc.:

* transform@stc.org -- Get answers to questions or provide suggestions,
comments, etc., and you will get an answer or a response within 2 business
days

* Transformation News listserv (transform@lists.stc.org) -- Opt in and
receive updates and news about the transformation, status/progress
updates, notifications of Web site updates, etc. (sign up via the
transformation Web page, below, beginning Thursday, July 15)

* www.stc.org/transformation -- Visit often to see the main repository
of transformation information, and sign up for the Transformation News
listserv (above) for update information


What started all this? And what's it really all about?

Frankly, the economy started all this. In short, STC income -- both
membership dues income and conference income that underwrites the cost of
memberships (you might not realize that your dues don't cover the actual
costs of your membership) -- began to drop a few years ago, and the STC
Board of Directors' efforts to cut costs did not solve our problem. When
we dug into the cause of our drop in income, we found that many former
members, for example, were unwilling to renew, because it meant paying for
memberships that their companies had formerly covered. In short, although
the economy moved the Board to act, what we found was that finances were
merely a symptom of a greater problem -- perceived member value. That's
what the transformation is really about: Providing value that members want
and need to develop professionally.

During our research, we confirmed something we already knew: Our industry
and our members are incredibly diverse, with interests ranging from
usability to editing, with skills and experience ranging from entry-level
to senior, working in industries from financial to scientific, etc. We
asked ourselves, "Can one Society really meet the needs and provide
significant professional-development value in all of these areas and
industries, to this entire range of people?" In answering this question,
we confirmed something else we already knew: Our strength is in our
"communities" -- what we currently call "chapters" and "SIGs." The Society
does not provide direct value to members in any or all of these areas;
instead, the Society provides infrastructure, mentoring, financial and
administrative support, policy, etc., for those communities exist and
flourish, providing member value indirectly through those communities.
Unfortunately, the Society support for and representation of communities
today -- and the members' experience across communities -- is
inconsistent.


The bottom line

Members want value, and value means something different to each of us. For
the Society to rebuild -- and increase -- its membership ranks, we need to
provide (among other things):

* Consistent, equitably supported and represented communities from
which members will derive their personalized professional development
value (through the Communities, Finance, and Governance initiatives)

* A flexible membership model (through the Membership initiative),
enabling members to opt in and out of various services and community
memberships to customize their professional development experience

* Rich content -- education (through the Education initiative),
knowledge base, research, intellectual property of all types -- that
provides depth of practice in member-identified practice areas (through
the Communities initiative by supporting practice-based communities) and
is readily accessed (through the Technology initiative)

* Richer opportunities to network, within and beyond geographies
(through the Communities initiative by supporting geographic communities
and brand new kinds of communities)

And we need to communicate information (through the Communication
initiative) about the transformation, its initiatives, the changes and
status of those, as well as solicit feedback from members and leaders
around the Society, to ensure that we all understand our options, make
informed choices and decisions, and implement the appropriate changes
during the transformation process.


What we're doing about it: The transformation

Some of these needs are met through today's community success stories --
of which there are many! In our efforts to improve consistency and
equality of support and experiences across communities, we're not losing
sight of those that are working; instead, we're building on the foundation
of their successes...and planning to go a step further to provide even
more to those communities to enhance their successes. For communities that
are struggling, the support we will provide is designed to help, not
hinder, their progress toward providing as much member value as possible.

The work to meet all of these needs is complex... As we change our
community support model to be more consistent, many changes are
required -- in the financial, governance, and technology (infrastructure)
areas, as well as the expected community policy changes.

We have a high-level roadmap that we're following, outlining what we need
to do at a very high level similar to the bulleted items, above. We don't
have all the answers. We still need your input and your help. Contact us
at transform@stc.org to contribute to the transformation.


Myths and misinformation abound!

If you have heard of the transformation, you might be concerned about some
misinformation circulating. Here are a few of the most tenacious
myths...debunked. For answers to frequently asked questions and more
corrections to misinformation, sign up for the Transformation News
listserv (via the Transformation Web page, starting Thursday, July 15) to
get notification when we add the FAQs to the Web site!

* STC is not a chapter-based organization; it is a member-based
organization, according to our Bylaws.

* The transformation is not about finances; it's about member value.
Although the economic environment and STC's financial situation in that
environment was a symptom that alerted us to the problem, the real issue
was members' perception of the value of STC membership.

* The transformation is not about marginalizing, de-emphasizing, or
eliminating chapters -- large or small. Chapters are communities, just as
SIGs are. The goal of the transformation is to equally support and
represent all communities -- chapters, SIGs, and new, currently undefined
communities.

* We are not taking away any chapters' money. At a Transformation Q&A
session on Leadership Day at the STC conference in May, John Nardone, our
Transformation Consultant, mentioned the well-known fact that STC's
chapters have a greater net worth than the Society, and he suggested that
chapters with large reserves might want to volunteer to donate some of
those reserves to the transformation effort. (Interesting tidbit: Some
chapters have contacted me to volunteer to support the transformation
financially.)

* The transformation was not instigated by STC's Washington, D.C.-based
organization. STC's decision-making, policy-setting body is the Board of
Directors, your elected representatives, who are volunteers and live and
work around the world. STC's implementation and operations body is the
paid staff at the STC Office, located in northern Virginia. Your elected
Board of Directors voted to engage the transformation consultant (in May
2003) and to adopt the the transformation roadmap (in January 2004) that
the consultant and the initial transformation team proposed. The STC
Office in northern VA does not determine how money is spent; they
implement disbursals based on STC Board decisions.

* The current dues rebates that fund chapters are not part of the
transformed financial model. The new financial model has not yet been
developed. Until it is, the Board of Directors will continue with the
chapter dues rebate process: According to STC Bylaws, each year the Board
analyzes the current financial situation -- including the budget,
membership renewals, conference income, etc. -- and determines an amount
to rebate to chapters.