COMO Business Times - The Animal Issue - June 2024

PRINCE, a local Doberman Pinscher, models the city of Columbia license tag.

CHANGING LIVES & TRANSFORMING COMMUNITIES IN COLUMBIA

MANAGEMENT

Erica Pefferman, President Erica@comocompanies.com

David Nivens David@comocompanies.com

Sara Nivens Sara@comocompanies.com EDITORIAL

Erica Pefferman, Publisher Erica@comocompanies.com

Jodie Jackson Jr, Editor Jodie@comocompanies.com

Kate Morrow, Creative Director Kate@comocompanies.com

Jordan Watts, Senior Designer Jordan@comocompanies.com

Madi Green, Photo Editor Madi@comocompanies.com

Charles Bruce, Director of Sales Charles@comocompanies.com

Keeley Duncan, Director of Account Management Keeley@comocompanies.com

J.J. Carlson, Director of Web Development JJ@comocompanies.com

Sarah Hempelmann, Marketing Representative Shempelmann@comocompanies.com

Becky Roberts, Marketing Representative Becky@comocompanies.com

CONTRIBUTING PHOTOGRAPHER

Keith Borgmeyer, Lana Eklund

CONTRIBUTING WRITERS

Rachael Abney, Scott Cristal, Gabe Hu ngton, Jodie Jackson Jr, Matt McCormick, Michelle Terhune, Brian Toohey, Janine Stichter, Kelsey Winkeljohn

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We sure do love our dogs, don’t we? But do they love us back? As we ponder that question and consider the incredible evolutionary journey our pets have made from wild and free to domesticated and subservient — with us humans orchestrating that transition — it seems clear that we have created a mutually beneficial relationship. I am fascinated with how that reality came to be, especially since some cultures have actually worshipped dogs while others fear dogs and would never consider any mongrel as a “pet.”

And letting them into our homes, onto our furniture, into our beds? Good grief, what’s wrong with us? As for me, I am a dog fanatic, and I know the names of more dogs in my neighborhood than I know the names of their owners. I also love the saying, “Everybody says their dog is the best — and they’re right.”

As you read through the animals-themed June issues of COMO Magazine and COMO Business Times, it’s likely that some of our stories will strike an emotional chord. Perhaps you will be reminded of the dog, cat, hamster, guinea pig, mini-rex rabbit, lamb, or other little animal that you once called not only “pet,” but also considered to be a member of your family.

My bride and I celebrate our 42nd anniversary on June 5. Certain eras or periods in our life together are connected to memorable fur babies that shared our lives. Top of mind is the best little girl Cindy Lou, the Boston terrier that brings tears to my eyes even as I write this — though New Year’s Day 2025 will mark 20 years since she died in my arms after a series of seizures. Cindy was, simply put, The Best Dog Ever. Cindy and her sidekick Jessie, a black, long-haired chihuahua/dachshund mix, who lived almost 16 years and stands on the Best Ever podium with Cindy, defined our parenting years.

We’ve had other great dogs, but Cindy is the standard bearer for “best.” A few fur babies came close to stepping onto that lofty pedestal with her and Jessie: Black Lab brothers

Fierce and Freddy, and Lexi, a gonetoo-soon tiny Maltese who was the alpha to Fierce and Freddy.

But now it’s time to officially elevate two others to Cindy and Jessie’s status: Izzy and Maverick. Izzy is a teacup Maltese and Maverick is our grand husky. They are both rescues and are The Best Dogs Ever. They’re pictured here along with Abby the Goldendoodle who, by the way, was purchased for a princely sum. (Not a rescue.) Look, I’m not afraid to call the baby ugly (but only in private), so I’m at peace with telling you that my shadow for 11 years — Abby — is still a few leash lengths short of Best Ever status.

Back to the original question: Do our dogs love us back? I’ll send you the citations on request, but the research-driven answer is “yes.” But now I wonder: how many of them would consider us Best Ever among humans? Chew on that for a while.

Finally, join me in welcoming a few new names among the bylines in this month’s publication: Rachael Abney (“The Taxing Truth” about local sales taxes); Scott Cristal (the first of a three-part series profiling The Shops at Sharp End); Mary Kate Hafner (a profile on nonprofit Unchained Melodie’s Dog Rescue); and Natasha Myrick (writing about how to rehome your pet.)

Oh, and full disclosure. Natasha is our daughter, and Maverick’s dog mom. I know that as she read this and thoughts of Cindy flooded her mind, her eyes flooded with tears. Then she gave her handsome boy Maverick the biggest hug ever.

Photo by Keith Borgmeyer.

Izzy the teacup Maltese, Abby the

Meet the Advisory Board for COMO Business Times

SHAWN

BROOKE

CBT ’s advisory board is made up of industry leaders and small business owners who help ensure CBT ’s content is relevant to our local business community.

Closer Look

GARNER MUSIC THERAPY

Garner Music erapy opened in late January 2024 as a contract-based music therapy service providing both group and individual therapy sessions to a variety of populations, including children with developmental disabilities, older adults, and adolescents facing mental and behavioral challenges.

Founder and owner of Garner Music erapy LLC, Logan Garner, is a board-certi ed music therapist who received his bachelor’s degree from Drury University in 2023.

“My services are most known for having a holistic approach to allow for a wholeness perspective of every client,” Garner says. “ is provides a space for every client to be themselves without shame, setting the therapeutic relationship as the foundation of growth and self-actualization.”

Music therapy involves the use of evidence-based and clinical music interventions by a credentialed professional to achieve individualized goals within a therapeutic relationship. Garner’s work emphasizes fostering a sense of empowerment through the improvement of therapeutic relationships. rough evidence-based music therapy services, he aims to help individuals achieve their highest potential by enhancing their physical, emotional, cognitive, and social well-being.

“I opened this business as a way to give back to the community that raised me through musical expression,” he adds. “I wanted to bring the healing power of music to these populations that deserve nothing less than the love, respect, and creativity that music provided to me.”

Garner serves the mid-Missouri area by traveling to di erent state schools, mental health facilities, and private practices.

573-220-3406 | garnermusictherapyllc.com

WYNNSOME CAKE & TEA

Located in the heart of downtown Columbia on East Broadway, Wynnsome Cake & Tea provides a serene environment for people to relax and connect with loved ones over a variety of teas, locally roasted co ee, and delicious cake slices. According to the store’s website, the name “Wynnsome” means “rooted in joy,” “pleasing,” and “often engaging because of charm and innocence.”

is charming dessert spot rst opened its doors on February 29, 2024, thanks to Emma Briner, a Columbia native who, as a child, used to dream of owning a bakery. As she grew up, Briner pursued that passion by baking casually for friends and working as a barista, which eventually led to the creation of Wynnsome.

Currently, the shop o ers several varieties of drinks, such as matcha lattes, chai tea, espressos, and cappuccinos. e basic cake avors include carrot, lemon gooey butter, coconut, and chocolate olive oil. Briner’s ultimate goal is to take custom cake orders for special events such as birthdays, weddings, and showers. She also hopes to eventually open the store for space rentals to share the cozy vibe with larger groups of people.

Wynnsome is open from noon to 8 p.m. Wednesday through Saturday, making it the perfect spot to work from or to enjoy the evening with a group of friends.

1020 E. Broadway, Ste. G | 573-746-0992 | wynnsome.org CBT

Movers & Shakers

JAY SOWASH

Jay Sowash recently celebrated his 10-year work anniversary at Manor Roofing. Over the past decade, Sowash has exemplified dedication, professionalism, and a steadfast commitment to excellence. The Manor Roofing team says that Sowash’s innovative contributions and unwavering work ethic have significantly propelled the company forward, adding, “Jay’s leadership and collaborative spirit have made him an invaluable asset to our organization.”

KEITH MACIEJEWSKI

Keith Maciejewski has joined the executive team at Columbia Insurance Group (CIG) as the next chief underwriting officer. He will lead all corporate and field underwriting as well as product development operations. Maciejewski has built a 17-year career in both underwriting and product development roles, including experience creating and maintaining company rates, rules and forms. Maciejewski said joining the CIG team was something he could not pass up. Maciejewski joins CIG after serving as the vice president of underwriting for the public risk group of a global specialty insurance carrier. He replaces Scott

Mackey who retired in August 2023.

MARTINA HOYT-VAIL

Martina Hoyt-Vail is the new chief executive officer for Boys & Girls Clubs of the Columbia Area (BGCCA).

Hoyt-Vail joined the Boys and Girls Club of the Columbia Area in August 2022 as the director of youth experience. She holds a Bachelor of Arts in Psychology and completed a Master of Public Affairs in May 2024. Before the Club, she served as the site manager for the Jumpstart program at the University of Missouri. “I am excited to build sustainable partnerships and systems that celebrate our Club’s rich history while embracing our future,” she said. As CEO, Hoyt-Vail’s responsibilities include leading the organization’s strategic direction, oversight of organizational operations, financials, programming, brand reputation, talent recruitment, resource development and stakeholder relationships.

CENTRAL BANK OF BOONE COUNTY

Andrew Comber was promoted to Customer Service Center officer, training, and development specialist. In this role, he will help develop and implement training programs

for multiple areas for the Customer Service Center, including electronic banking support, video tellers, customer service, debit cards, and switchboard. He will also deliver refresher training and new product/service training. Comber has been with CBBC for more than twenty years and was most recently a training and development specialist at the Customer Service Center.

Brian Holden was promoted to assistant vice president, appraisal officer. He will manage the ordering and review of commercial and residential appraisals and valuation of various property types. Holden has been with CBBC for four years, and in the appraisal profession for more than twenty-three years and was most recently an appraisal officer.

Matthew Passler was promoted to commercial loan officer. In this role, he will help bring in new business to the bank and help lend to new and returning customers. Passler has been in financial services for over 10 years, and most recently was a Business Banking Relationship Manager before his promotion. He holds a Bachelor’s degree from Mizzou in Business Administration with an emphasis on finance, banking, and real estate. CBT

MACIEJEWSKI

SOWASH

HOYT-VAIL

PASSLER

COMBER

HOLDEN

Briefly in the News

CELEBRATION

Star Heating and Air Employee Celebrates

40 Years on the Job

It’s been forty years since Lee ompson opened the doors to Star Heating, but the family-owned business model of exceptional service at a fair price remains the same.

“Dad always said, “Take good care of the customer, do your job well and in the end, the sales will come,” explains David ompson, the company’s second-generation owner.

Now known as Star Heating and Air Conditioning Co., the business is located at 1702 Commerce Court in Columbia. Star is an independent American Standard Heating and Air Conditioning dealer.

Lee worked for Sears Roebuck & Co. in Cedar Rapids, Iowa, gaining experience as a service technician and credit manager. His experience, coupled with his entrepreneurial spirit, inspired him to open Star Refrigeration. In 1984, he sold the refrigeration company, then moved to Columbia and opened Star Heating in his garage. Building from a foundation of two service trucks and

three employees, Star now has thirtyfour trucks and forty-two employees. e company has many longtime employees, including Dennis ompson (David’s brother), and managers with twenty-plus years at Star. “We have fantastic employees,” notes David. “Sales sta are not paid on commission so they focus on customer needs, not how much they will make on the sale.”

Star also supports several children’s charities, including Pascale’s Pals, a nonpro t organization developed to bene t children and their families receiving care at MU hospitals.

David Thompson, left, and his father Lee Thompson.

Photo courtesy of the Thompson family.

CELEBRATION

Harrison Receives Young Alumni Achievement Award from Westminster College

Danielle Harrison, the founder of Harrison Financial Planning in Columbia, accepted the Young Alumni Achievement Award from Westminster College on April 13 during the college’s annual alumni weekend.

Harrison Financial Planning is an independent, fee-only nancial planning rm serving clients across the country. Harrison holds the Certi ed Financial Planner and Certi ed Financial erapist-I designations. She is a regular contributor to eStreet and has been quoted by many media outlets such as e New York Times, Barron’s, Investment News, Yahoo Finance, MSN, CNBC, MarketWatch, Business Insider, and AARP. She was chosen as one of

ten 2021 Rising Stars by Financial Planning Magazine and featured as a Woman Advisor Making an Impact.

Harrison is currently a member of the University of Missouri Trulaske School of Business graduate programs o ce advisory board. She has been chosen as an Athena Young Professional Award Finalist, Emerging Business Woman of the Year Finalist, and received the 20 Under 40 designation by COMO Business Times.

CELEBRATION

SHSMO Recognizes

National History Day

Student Award Winners

Ninety-nine middle and high school students from across the state received top rankings in the National History Day contest in Missouri on April 27 on the University of Missouri campus in Columbia. First and second place winners will compete in the national contest June 9 through June 13 at the University of Maryland, College Park. Students receiving third place in each category will be alternates.

e theme for this year’s contest is “Turning Points in History.” National History Day in Missouri is sponsored and organized by the State Historical Society of Missouri. Just under 500 students competed in the state level with many more students competing at the local and regional contests held earlier this year.

Two National History Day in Missouri teachers have been nominated for the 2024 Patricia Behring Teacher of the Year Award for middle and high school teachers. Missouri’s nominees are Kathy Lafoon, English

language arts teacher at Liberty Middle School in Liberty and Paul Arnold, history teacher at Richland High School in Essex.

CELEBRATION

MU Doctoral Student Teams for 2024 Pulitzer Prize Award

University of Missouri doctoral student Lisa Krantz is part of a team of journalists awarded a 2024 Pulitzer Prize. Krantz and more than seventy- ve of her colleagues at e Washington Post were awarded the Pulitzer Prize in National Reporting for a 15-part series titled “American Icon,” which traced the destruction caused by mass shootings involving the AR-15 rearm. Krantz contributed numerous moving photographs to a story in the series titled “A tragedy without end.”

It examined the lives of the survivors of the 2017 church massacre in Sutherland Springs, Texas — the largest shooting in a U.S. house of worship.

Also on the team of Washington Post journalists honored for work on the project were Missouri Journalism alumni Deputy National Editor Tim Elfrink, B.J. ’05; Deputy National Editor Amy Fiscus, B.J. ’03; and Photo Editor Monique Woo, B.J. ‘18, M.A. ’20.

“It’s an honor to be included with this team of journalists,” said Krantz, also a teaching fellow at the Missouri School of Journalism. CBT

Lisa Krantz

Danielle Harrison

Legal Beagles and Other Law-Abiding Pets

Some pets require a license from the city of Columbia to reside here legally. How are Columbians doing with pet ordinance compliance? It’s about an even split.

BY MICHELLE TERHUNE | PHOTOS BY KEITH BORGMEYER

If your parents let you have a dog, cat, or other critter when you were a kid, it no doubt came with a lecture about responsibility. To have the privilege of pet ownership, you must be responsible for its care, cleaning, feeding, and whatever else your pet requires.

As an adult pet owner living in Columbia, you should know the privilege comes with legal responsibilities, too. Among them is complying with a city ordinance requiring the licensure of dogs, cats, and ferrets. And if you do not comply and get caught, there will be more than some extra chores to pay.

Columbians love their pets. For all the joy yours may bring to you, you still bear a responsibility to make them safe for you and for others. Here are a few things you should know.

It’s a Safety Issue

As with many city ordinances, the rules pertaining to pet ownership are designed for safety. at’s because licensure is contingent upon administration of rabies vaccines. Moreover, they are in context with recommendations for veterinarians by the Centers for Disease Control and Prevention (CDC). e CDC states

that all dogs, cats, and ferrets should be “vaccinated and revaccinated against rabies according to product label directions.”

Licenses are issued for dogs, cats, and ferrets for one, two, or three years. e duration of the license a ects the cost of the license but more important, it re ects the length of time the rabies vaccine is e ective.

Licenses for dogs and cats three months to twelve months of age, and spayed and neutered dogs and cats at any age, costs $5 for one year, $10 for two, and $15 for three. If they are over twelve months old and not spayed or neutered, the license fees are $15, $30, and $45, respectively.

License fees are on top of whatever you pay a veterinarian to administer the rabies vaccine. Vets are, in fact, “deputized” by city ordinance to register pets for licenses, provide proof of licensure and a collar tag, and collect license fees which they remit to the city. Participation is voluntary, but Todd Guess, business services manager for the city, says there are currently fourteen vet facilities participating.

The Price You Pay for Breaking the Law

Kevin Meyers is supervisor of Columbia/Boone County Animal Control. While area veterinarians may be deputies in e orts to uphold the ordinance, Animal Control is the police.

Dogs and cats picked up without licensure tags are impounded by Animal Control at the Central Missouri Humane Society. e city contracts that service with CMHS. Meyers says they probably average about 600 impoundments a year for those in the city limits and another 200 or so in Boone County. Most of those are dogs because Columbia enforces a leash law. But some are cats who demonstrate aggressive behavior, bite someone, or are sick or injured.

Animal Control assesses a $35 impoundment fee, charges $20 a night for boarding, and requires owners pay $23 to have their pets microchipped if they aren’t already. at can all add up fast. If the animal isn’t claimed within ve days, it will be put up for adoption. en, there’s the ticket that’s issued by Animal Control for violating a municipal ordinance. at can send the owner to municipal court where they can face court fees and nes. e number of pets reclaimed by owners varies from year to year. Meyers says the number is often related to the health of the economy. For example, in 2022, 47 percent of strays were reclaimed while in 2023, 44 percent were reclaimed.

Our dog-model, Prince, and his human, Derrick Nesbit.

“Typically, we’re more of an education-based facility,” Meyers says. “We try to educate people on the ordinances before we jump straight to writing a ticket. And 95 percent of the time, we give owners a week or two to get their pet vaccinated, purchase a license, and show us proof that they’ve done so. We’ll just void that ticket, and they won’t need to go to court.”

Meyers says his division wants to teach people to be responsible pet owners, and that includes spaying and neutering dogs and cats. Licensing pets that are not spayed or neutered costs more, and that’s designed to be an incentive to reduce the number of unwanted animals.

The Licensed vs. the Unlicensed

Meyers says there’s no way to know for sure how many unlicensed animals there are in Columbia, but he estimates it’s about the same numbers as those that are. He says that between 2020 and 2023, there was an average of roughly 4,000 licenses issued per year for dogs and 1,000 for cats. However, since there are currently no licenses on le for ferrets, own-

ers of those pets aren’t complying with the ordinance.

License fees end up as revenue in city co ers. Meyers said their e orts to educate Columbia residents about the licensure ordinance has been e ective.

“ e revenue 10 years ago, in 2014, was $32,965. In 2022, it was $48,082, so I think we have come a long way,” he says.

In fact, according to Guess, the city generated $53,426.75 in revenue from licenses purchased during scal year 2023 (October 1, 2022, through September 30, 2023).

Animal Control averages about $8,200 annually in impound fees and $2,500 for microchipping strays. As of the end of April, Meyers says they had charged $4,600 in impound fees with the busy season strays, which is summer, still in front of them.

Pay to comply with the law or pay a premium if your pet is found to not have a license. Columbia is a pet-friendly town, especially if you host yours responsibly. No parental lecture required. CBT

Celebrating Growth and Community

BY MATT M C CORMICK

REFLECTING ON A YEAR OF GROWTH

and community milestones, as we approach the end of our scal year at the Chamber, is a perfect time to celebrate our journey together. is year has truly marked a return to normalcy for our businesses and events, with inspiring developments across our diverse divisions.

Our divisions have seen membership growth with our Women’s Network reaching pre-COVID event numbers.

ARPA FUNDING

One key to the economic growth we are seeing in our workforce division is through city and county ARPA (American Rescue Plan Act) funding. is funding is being used with three core programs: World of Works, Show Me Careers, and Boomerang.

World of Works is a program that helps introduce students from middle school through college with exposure of diverse career paths. is year as part of our Showcase COMO with more tha 100 businesses represented, we held an adjacent job fair that introduced over 500 students and job seekers to the opportunities available in Columbia.

Show Me Careers was established to bring our area teachers into advanced manufacturing, technology, health care and other targeted job sites where employers have identi ed worker shortages and a need to develop a career pipeline for area youth. e initiative assists educators in producing lesson plans that expose youth to career opportunities in the Columbia area.

Our Boomerang program targets young adults and people of working age that have a connection to Columbia.

e goal is to educate individuals about career opportunities, pathways to prosperity, and quality of life which makes Columbia a great place to live, learn, work, and play. e program would work with our institutions of higher education, K-12 education institutions, and other community partners to build a target audience.

With the ARPA funding of $1.1 million, these programs will continue to grow and help bring workers back to Columbia.

In April we announced our rebrand. Starting in January we assembled a phenomenal task force alongside COMO Marketing to take our brand to the next level. We wanted to rst get away from fruit. If you have seen our old logo, you know it resembled orange slices and, in the past, we followed the trend to have an apple in our logo. We were done with fruit. Next and more importantly, we wanted to bring all of our divisions together. We wanted anyone to look at an EPIC logo and know that this division is a part of the chamber.

In a hyper-speed timeline, we were able to announce our new brand of six new logos, new fonts, color palettes, and four brand new websites.

We have also had the privilege of honoring many amazing members and community members this past year. From our local small businesses with our ve nalists — Ai Painting Plus, Betz Jewel-

ers, Lumia Med Spa, e Cleanest LLC, and e COMO 411. Betz Jewelers was announced as Small Business of the Year to cap Small Business Week on May 9.

Our Agriculture Community had the pleasure of awarding three local farmers: Kent Shannon, Friend of Youth; John Lorenzen Family, Agriculturalist of the Year; and Archer Stone, Don Day Agribusiness and Bioscience Scholarship for their outstanding work in Boone County.

Women’s Network gave the ATHENA Leadership Award which recognizes accomplished individuals who actively support women in attaining professional excellence and leadership skills. is award highlights what recipients have accomplished in addition to ways they have paved the path for future successes. ATHENA Leadership Award inspires others to achieve excellence by honoring exceptional leaders. is year’s winner was Ann Merri eld. Our Athena Young Professionals nalists were Jason Gruender, Kasey Hammock, and Justina Dial, with the award going to Kasey Hammock. ese recognitions celebrate excellence and dedication within our community, inspiring future achievements.

Leadership remains a cornerstone of our organization. In September 2023, we visited Madison, Wisconsin, with local leaders to explore innovative solutions to community challenges, from addressing homelessness to enhancing sports tourism. Additionally, our Leadership Columbia program continues to empower local leaders through immersive community engagement.

All these accomplishments will be showcased at our upcoming Annual Celebration on June 13. Join us in celebrating a year of growth and community impact — a truly unforgettable event. is year has demonstrated our collective resilience and determination. Let’s celebrate our achievements and embrace the opportunities that lie ahead for Columbia. CBT

Matt McCormick is the president and CEO of the Columbia Chamber of Commerce.

The Role of Feedback in Leadership Development

BY DR. JANINE STICHTER, PHD

strategies for giving and receiving constructive feedback e ectively.

THE PSYCHOLOGY BEHIND FEEDBACK

FEEDBACK SERVES as the cornerstone of e ective leadership development, and its signi cance cannot be overstated. It serves as a compass for excellence in leadership, by in part fostering a culture of continuous learning and development. Yet many leaders grapple with the nuances of when and how to wield this powerful tool. When it comes to soliciting feedback, it is essential to have a mechanism by which to acknowledge and act upon it. Not doing so can erode trust and engagement from the team.

Providing feedback is another common challenge. Leaders often get caught in the web of their own feedback styles, whether they lean towards the comfort of positive reinforcement or the challenge of constructive criticism. Striking a balance between acknowledging achievements and nurturing growth areas is critical to nurture growth, innovation, and continued engagement from others.

e need for feedback is universal and not de ned by age or status. Many leaders are in a precarious position of not being able to have vulnerable conversations about their own development because of the weight of their positions in the company. In these situations, it is imperative that leaders identify an outside coach that can be candid and process many of the essential leadership skills required for success, including strong mental health around job stress and responsibility. In my work I often educate leaders on the psychology behind the importance of feedback in leadership growth, highlight myriad business bene ts, and provide key

At its core, feedback taps into fundamental psychological principles that drive human behavior and performance. One such principle is the innate desire for self-improvement and mastery. Psychologist Abraham Maslow proposed that self-actualization — the realization of one’s full potential — is a primary motivator for individuals. Feedback acts as a catalyst for this process, o ering insights and perspectives that enable leaders to identify areas for growth and re nement. Additionally, feedback leverages the power of reinforcement theory, which suggests that behaviors followed by positive consequences are more likely to be repeated. Constructive feedback highlights strengths and acknowledges achievements, reinforcing desired behaviors and motivating leaders to continue their growth journey.

BUSINESS BENEFITS OF FEEDBACK

e integration of feedback into leadership development initiatives yields numerous bene ts for organizations:

• Enhanced Performance: Timely and targeted feedback enables leaders to course-correct, re ne strategies, and optimize performance, driving business results.

• Improved Communication: Feedback fosters open and transparent communication channels, creating a culture where ideas are freely exchanged, and concerns are addressed constructively.

• Increased Engagement: Leaders who actively seek and provide feedback demonstrate a commitment to employee development, fostering a sense of engagement, ownership, and loyalty among team members.

• Retention and Talent Development: A culture of feedback signals to employees that their growth and development are valued, enhancing retention and attracting top talent.

KEY STRATEGIES FOR EFFECTIVE FEEDBACK

To leverage the full potential of feedback in leadership development, consider the following strategies:

• Create a Feedback-Friendly Culture: Foster an environment where feedback is welcomed, normalized, and viewed as a catalyst for growth rather than criticism.

• Be Speci c and Actionable: Provide feedback that is speci c, timely, and actionable, focus on behaviors and outcomes rather than personal attributes.

• Balance Positive and Constructive Feedback: Recognize achievements and strengths while also addressing areas for improvement, maintaining a balance between a rmation and development.

• Encourage Self-Re ection: Encourage leaders to engage in self-re ection, soliciting feedback from multiple sources and actively seeking opportunities for growth.

• Follow Up and Support: Follow up with ongoing support, coaching, and resources to facilitate continuous improvement and development.

• Lead by Example: Demonstrate a willingness to receive feedback, embrace vulnerability, and commit to their own growth journey.

• Accelerated Learning: Feedback accelerates the learning curve by providing real-time insights and actionable recommendations, empowering leaders to adapt and thrive in dynamic environments.

In conclusion, feedback lies at the heart of e ective leadership development, o ering a roadmap for growth, learning, and continuous improvement. By understanding the psychology behind feedback, harnessing its business bene ts, and employing key strategies for e ective implementation, organizations can cultivate a culture of leadership excellence and drive sustainable success in today’s dynamic business landscape. CBT

Dr. Janine Stichter, President of JS Advantages, is a seasoned executive coach with a Ph.D. in Behavior Science.

Don’t Be Afraid to Sign

BY BRIAN TOOHEY

THE REAL ESTATE industry has been buzzing with a recent federal class action lawsuit settlement. One of the settlement’s most signi cant outcomes is the requirement of Buyer’s Representation Agreements. Starting in August 2024, all real estate professionals who are members of the National Association of REALTORS will be required to have a signed Buyer’s Representation Agreement before showing a buyer property.

ese agreements, which allow a real estate broker to represent a buyer’s interest in a transaction, are already a requirement of Missouri under Chapter 339 of the state statutes. However, some buyers are hesitant to sign an agreement before viewing a home, but it’s to their bene t to do so.

In Missouri, every potential buyer of a property is a customer. A real estate licensee can give out general information about a listed property for sale, such as price, address, and characteristics. However, no advice about a property or guidance on a potential transaction can be provided until a Buyer’s Representation Agreement is signed by a buyer and the broker of a real estate rm. e agreement converts a customer into a client. Prior to an e ective Buyer’s Representation Agreement, the Realtor is working for the best interest of only the seller.

A Buyer’s Representation Agreement is like a letter of engagement a client would sign with an attorney representing them legally. It establishes the type of property the buyer is looking for, the area, duties, and responsibilities of the agent, the amount of compensation, and when it will be paid, and the length of the agreement. Also included can be client-speci c disclo-

sures and authorizations.

Buyers gain signi cant advantages from the professional guidance and support a buyer’s agent provides during the home purchase process. Real estate transactions are more complex than ever, with required laws and disclosures, as well as the threat of scams and fraud. A buyer’s agent does more than just help nd a property and submit an o er. ey are a trusted guide, leading a buyer through initial o er negotiations, inspections, resolving inspection issues, appraisal, contingencies like loan and title commitment, and facilitating the nal closing with a title company.

ere are still some situations where an agreement will not be required, such as when a seller’s agent is holding an “open house” for the public, or a potential buyer calls a listing agent directly for a private showing. However, a buyer should remember the real estate professional showing the property is working in the best interest

of the seller at that point, not their own.

Buyer’s Representation Agreements are in the best interest of a homebuyer, and they should seek duciary representation. Entering a contractual agreement with a buyer’s agent can be intimidating, but it provides the buyer protection. If a buyer has questions about the agreement, they need to ask their Realtor questions such as how long the agreement lasts, what fees will be incurred, and how they can terminate the agreement if they decide to.

If a buyer isn’t getting the answers they need from their agent, they can always contact an agent’s broker directly or their own attorney for clari cation. If a buyer is reluctant to enter into a Buyer’s Representation Agreement, consider options like a shorter agreement time frame or an agreement for speci c properties until a relationship is built with a Realtor they are comfortable with. CBT

Brian Toohey is the Chief Executive Officer for the Columbia Board of REALTORS®.

Room to Roam for Humans and Pets Alike

BY GABE HUFFINGTON

AT THE CITY OF COLUMBIA, we strive to live up to our vision to make our community the best place for everyone to live, work, learn and play. is vision carries over to our four-legged friends as well!

e Columbia Parks and Recreation Department o ers many services for our canine friends and their owners, from leash-free areas to dog parks to programs designed speci cally for dogs and their owners. e city has three fenced dog parks and two leash-free areas. To keep these areas clean and safe for everyone, we ask that owners follow the rules of etiquette posted at CoMo.gov and at the dog parks. Dogs that are o leash must be under the control of the owner and we ask residents to be respectful pet owners. City ordinance requires that handlers remove droppings from any area visited and dispose of any trash.

Except for these areas described below, dogs must be on a leash in all city parks and trails.

DOG PARKS

Garth Nature Area, 2799 N. Garth Ave., o ers dogs and their owners a three-acre fenced, leash-free area with a pond, picnic tables and restroom. Garth Nature Area serves as a trailhead for the Bear Creek Trail and is easily accessible to the public. e nature area provides an extensive set of trails that are great for exercising an active pup!

Cosmo Park (2.5 miles) or travel east on the Bear Creek from Garth Nature Area to Albert-Oakland Park (2.3 miles).

Located in Northeast Columbia, Indian Hills Park, 5009 Aztec Blvd., boasts a 1.5acre fenced dog park on the west side of the park o the parking lot. You can access the park from west of Aztec Boulevard and east from Sandrock Drive. e dog park does not include water access, which is bene cial for some pet owners and dogs.

Twin Lakes Recreation Area, 2500 Chapel Hill Rd. is designed to o er three areas for dogs. e Lakeside Dog Park is 3.9 acres and is open for dogs of all sizes in the spring, summer, and fall. It is fenced on three sides with the lake serving as the fourth boundary. e Paws Pond Dog Park is for smaller dogs no taller than eighteen inches at shoulder height. ere is a small pond in this area.

e third area of the dog park is the only one that stays all year long. ere is no water in this dog park, and it accommodates dogs of all sizes. is is the only dog park open during the winter season to help safeguard dogs from falling through lake ice in the other two areas.

LEASH FREE AREAS

Cosmo Park, 1615 Business Loop 70 W., is Columbia’s largest municipal park. e north end of Cosmo Park includes approximately seventy acres where dogs can run leash free.

Grindstone Nature Area, 2011 Old Hwy. 63 S., is a leash-free area for dogs (except on the Hinkson Creek Trail), with more than ve miles of nature trails to run, walk and explore!

City rules require that all owners keep their dogs within voice command as these areas are very busy with other hikers and bikers.

EVENTS

Parks and Recreation o ers two events in the fall designed just for dogs. e Pooch Plunge is traditionally held on the Tuesday after Labor Day and marks the end of the summer at Albert-Oakland Family Aquatic Center. After the pool closes for the summer, the dogs get to swim with their humans watching nearby.

Yappy Hour is an event held in October at Twin Lakes Recreation Area. e event includes dog-related booths, activities, contests, craft beer, food trucks and more. More details about both these events will be available in the fall edition of the Parks and Recreation Leisure Times activity guide set to come out Aug. 14.

Trail users can travel west on the Bear Creek Trail from Garth Nature Area to Gabe Huffington is the director of Columbia’s Parks and Recreation Department.

For more details about Parks and Recreation programs, dog parks, o -leash areas and more, visit CoMo.gov. CBT

by

Photo

Chris Padgett

Shop the Sharp End

The Shops at Sharp End nurture and propel entrepreneurs.

THE PAST INTERSECTS with the present — and hopefully sparks a bevy of future business activity — at e Shops at Sharp End in the same area that anchored Columbia’s once-thriving Black business district more than eighty years ago. Located at the corner of Fifth and Walnut streets, the minority-focused entrepreneur hub ofcially opened on January 31, 2024.

e Shops at Sharp End is the joint brainchild of the Downtown Community Improvement District ( e District), Central Missouri Community Action (CMCA), and Columbia Regional Economic Development Inc. (REDI).

Darin Preiss, executive director of CMCA, referred to the new hub as “the tip of the iceberg” of what e Shops at Sharp End aims to become: a sustainable training program for entrepreneurs who can launch successful businesses that will need their own space at some point and time.

Here is the nutshell history of the historic area, from e Shops at Sharp End website:

“From the early 1900s to the 1960s, the Sharp End business district was a city within a city for Columbia’s black community. Stretching from Fifth to Sixth streets on both sides of Walnut Street. Sharp End was a robust business center with blackowned restaurants, meeting halls, barbershops, bars and more ...

... e signi cance of e Shops at Sharp End extends far beyond mere bricks and mortar. It symbolizes a collective commitment to honoring the past, enriching the present, and shaping the future of Columbia, Missouri. By embracing historical preservation, fostering economic revitalization, nurturing community engagement, and promoting sustainability, this development exempli es the intersection of heritage and progress, making it an indispensable asset to the Sharp End district and beyond.”

STORY AND PHOTOS BY SCOTT CRISTAL

Vital Apparel

Opportunity can come when you least expect. Anthony Johnson designed clothing for himself in ways that would appeal to him — “I like what I like,” he says — and he’d receive lots of compliments with questions about where he bought his clothes. He also designed logos with standout color schemes for sports teams, and often got requests from others to provide that eye-catching service and products for them.

Designing has always been easy for Johnson. He creates designs that appeal to him. And, as he has learned, they appeal to many others. He is involved with the sports teams and leagues which also serve as a showcase for his designs.

Eventually, Johnson had enough requests for designs that he was convinced the time was right to expand his design and selling reach to others.

He chose the name “Vital” because that is how he views his designs and wants them to be considered by people who wear them.

“ e name is powerful,” he explained. “It’s vital to success — so words on a shirt.”

Social media ads and word of mouth are the main ways he has promoted his apparel. Working with REDI, and as a member of the REDI Hub, Johnson met with Ray Hall, the Hub’s minority business coordinator, to explore the pros and cons of selling his items at the Shops at the Sharp End, allowing a wider range of people to see his creations. Now he appreciates the platform provided along with the opportunity to learn about licensing and insurance, as well as product placement and the ner points of arranging products to make them look appealing.

An opportunity came to buy a local manufacturing company, and he now has more

than twenty employees. He has the more complex designs created in China.

A new opportunity arose when he was convinced to participate in a fashion show at Orr Street Studios. Although reluctant at rst, Johnson found that this was a fun way to show the world his creations. After having fun participating and being successful, he has plans to do more fashion shows in the future.

Johnson likes to work with kids and sports leagues through his nonpro t, Columbia Supreme.. He also remains focused on entrepreneur endeavors, summer programs, career awareness, and nance awareness. Future plans include an o cial business launch, growing the brand, and connecting with fashion shows.

Renz Blendz

A chance to chase your dreams. You never know when it will arrive. Successful entrepreneurs usually recognize that moment, but sometimes it must be spelled out.

Lorenzo “Renz” Shephard has cut hair for thirty-two years and he opened a shop in downtown Columbia on 8th Street. He had heard that the Shops at Sharp End was opening at some point and became enthusiastic about the concept of small businesses having the opportunity to place products in the store to reach community members who were not familiar with him or his products. Renz said the opportunity was “a blessing that came about. A really good idea.”

Anticipating that the shop would open, Renz gathered items together to place there. One product was Renz Blendz Seasonings, the result of a creation that came about when one of his customers was talking to him about selling spices. After chatting, he jumped at the idea. Renz o ers friends, family, and acquaintances samples — and they typically like it so much they come back to buy. Currently he sells the seasonings to restaurants, caterers, and distributors along with individuals in several states.

“You never know what people will cater to. Everything is o a trend,” he said. In addition to the spices, he manufactures several varieties of pickles which he has available currently just in his barber shop.

Years ago, he was at a training session in Atlanta when he was asked about the products he used on a client’s hair. He described the products and the instructor asked where his clients could get them for their home use. Renz responded and named a few places that carried those products.

Renz said he was shocked when the instructor pointed out that was not the best approach, telling Renz he was missing out on a terri c opportunity. He should have those items at his shop so he can sell them. Why send clients elsewhere? A bit embarrassed, Renz said he realized, “One has to keep their eyes open, and opportunities will present themselves.”

As a result, he will start selling men’s products in his shop. Unrelated to hair care but with an eye on future opportuni-

ties, Renz is hoping for another hot Missouri summer. He will sell snow cones.

Renz said many people have good ideas but do not know how to turn them into reality. ough other would-be entrepreneurs may not have con dence that their ideas will bear fruit, he sends them to REDI knowing the Hub can connect them with a coach and assist in developing the idea. He says that’s how REDI has been a tremendous help to him.

Tanisha Simpson

e history of the Sharp End is what convinced Tanisha Simpson to become the manager of the Shops at Sharp End. at will allow them more “exposure to the community and clientele they would not otherwise have.”

Simpson points out that messages and details on the walls inside e Shops are reminders of the long history of the minority

businesses that were part of the area called the Sharp End, which thrived from the early 1900s to the early 1960s, before “urban renewal” ended that reign. She is reminded of that history and sees a parallel between Columbia and where she grew up in St. Louis. She knows the pain people felt with the uprooting of their lives and businesses due to urban renewal. It was something that her family experienced in St. Louis.

With the experience that comes with over twenty years in retail sales and store management, Simpson helps the participating entrepreneurs display their products and shows them which ways are best for marketing in a retail environment. She believes strongly in what the store represents for the community and knows the opportunities it presents for budding entrepreneurs. She had other opportunities where she could have put her skills to work, but e Shops was an opportunity she felt she could not pass on helping to

develop.

She joined the Shops at Sharp End in November 2023 before the soft opening in December. Taking advantage of her experience and skills, she worked to implement the plans developed in anticipation of the store opening.

Simpson eagerly greets customers who come into e Shops and, when necessary, devotes time to show them around. Others just want to browse, and she lets them know she is available for questions. She makes sure they know the history and explains how that and the vendors that display at the Shops at the Sharp End is what makes this store unique.

In addition to the monthly workshops and events for participants and prospective businesses, Simpson uses the skills she has accumulated to teach vendors how to place and promote their products. She provides coaching, merchandising, product placement, pricing promotions, and customer service that can take new entrepreneurs years to learn. e strategy includes open houses and story time readings.

A recent workshop centered on photography to help participants learn how to photograph their products for the best marketing. Simpson also makes sure that the vendors appear in the store and schedules new product drop o s while running the store and training her sta .

Along with the monthly events, promotion takes place over Instagram and via ads by the Missouri Women’s Business Center, yers, and a newsletter. Simpson works to keep the history of what the store represents alive to the community. She said she enjoys educating customers and vendors who are not familiar with the history of e Sharp End. Ultimately, the goal is to help entrepreneurs become successful, “with the hope, allowing them to grow their business and move on to their own store.”

Vendors are expected to spend a few hours a week at the store to gain experience and grow their businesses.

“I don’t like empty shelves, I don’t like products to linger,” Simpson emphasizes as she makes sure the store displays attractively and skillfully placed products so that they appear enticing to customers.

WHAT THE PROS KNOW BUSINESS

10 CONTENT IDEAS FOR YOUR SOCIAL MEDIA CALENDAR

By Erica Pefferman erica@comomarketing.co

1. Educational Content: Share informative posts that educate your audience about your industry, products, or services. This could include how-to guides, tutorials, tips and tricks, and explanations of industry-related concepts. For example, a landscaping business could create content on lawn care tips or plant maintenance guides.

2. Behind-the-Scenes Sneak Peeks: Give your audience a glimpse behind the curtain by sharing behind-the-scenes content showcasing your team, workspace, or creative process. This humanizes your brand and fosters a sense of authenticity and transparency. Share photos or videos of team meetings, brainstorming sessions, or the making of your products.

3. Customer Testimonials and Success Stories: Highlight satisfied customers and their experiences with your products or services. Share testimonials, reviews, and success stories to build trust and credibility with your audience. User-generated content can also be valuable here, as it showcases real people benefiting from your offerings.

4. Promotions and Discounts: Use social media to promote special offers, discounts, and promotions to incentivize purchases and drive traffic to your website or physical location. Create eye-catching graphics or videos to announce sales, limited-time offers, or exclusive deals for your followers.

5. Interactive Polls and Q&A Sessions: Engage your audience by asking questions, conducting polls, or hosting Q&A sessions. This encourages participation and fosters a sense of community among your followers. Ask for feedback on new products, solicit

opinions on industry trends, or invite questions about your business.

ERICA PEFFERMAN President & Owner

6. Trivia and Fun Facts: Share interesting trivia, fun facts, or historical tidbits related to your industry or niche. This type of content is both entertaining and educational, making it highly shareable and engaging. For example, a pet grooming business could share fun facts about different dog breeds or pet care tips.

7. Holiday and Seasonal Content: Tailor your content to coincide with holidays, seasons, or special events throughout the year. Create themed posts, promotions, or contests that tie into relevant holidays or seasonal trends. For instance, a bakery could share festive recipes for Christmas cookies or Valentine’s Day treats.

8. Spotlight on Team Members or Customers: Highlight the people behind your business by featuring team members or loyal customers. Share employee spotlights, customer testimonials, or stories of how your products or services have made a difference in someone’s life. This humanizes your brand and strengthens connections with your audience.

Erica Pefferman is the owner and president of COMO Companies, which owns and operates COMO Magazine, COMO Business Times, COMO Marketing, and COMO Tickets. In 2017, Erica was named Outstanding Business Woman of the year and her team was named the Columbia Chamber Of Commerce’s Small Business of the Year.

573.499.1830 | comomarketing.co

9. Industry News and Trends: Keep your audience informed about the latest news, trends, and developments in your industry. Share articles, blog posts, or thought leadership pieces that provide valuable insights and commentary on relevant topics. Position your business as a knowledgeable authority within your niche.

10. User-Generated Content Contests: Encourage your followers to create and share content related to your business or products. Host contests or challenges where participants can submit photos, videos, or testimonials for a chance to win prizes or recognition. This not only generates excitement and engagement but also creates a valuable source of user-generated content.

Incorporating these content ideas into your social media calendar can help keep your small business’s social media channels active, engaging, and relevant to your audience. Experiment with different types of content to see what resonates best with your followers, and don’t forget to track and analyze performance metrics to optimize your strategy over time. If all of this is more than you want to do, feel free to email for a free consultation.

CHOOSING A BANK ACCOUNT FOR YOUR BUSINESS

By Brad Roling broling@midambk.com

Business ownership comes with its own unique set of challenges. One of those challenges is choosing a business checking account that meets your needs. Let’s break down why you would need a separate business checking account and what to look for.

It’s generally a good practice to keep your business accounts separate from your personal accounts, but there are a few specific instances when it’s a necessity:

• Your business has employees,

• Your business conducts many transactions a month,

• You’ve applied for or already have an EIN from the Internal Revenue Service,

• You have an incorporated business, or

• You need a business loan.

When evaluating and choosing a bank for your checking account, here are a few things to consider:

1. What are the requirements, and are there fees? Most business bank accounts have requirements that will help you decide if the account is right for the kind of transaction volume you have. For example, our Plus Checking account offers 150 transactions per statement cycle as opposed to our Standard Checking that offers 50 transactions per statement cycle.

2. Do they offer business credit cards? It’s convenient to have all your financial services in one

ROLING

Brad Roling is the Columbia Market President for Mid America Bank. Brad has more than 10 years of banking experience that he uses to help businesses in and around Columbia thrive. When he is not helping your business with its financial needs, Brad is serving the community in a variety of capacities. He is proud to serve on the Ronald McDonald House Mid-Missouri Board of Directors as Treasurer, the Columbia Chamber Foundation Board as Treasurer, Heart of Missouri United Way Board of Directors and Beta Theta Pi Advisory Board. Brad is a proud Mizzou grad and loves cheering on the Tigers!

place, so make sure your bank can also offer business credit cards. A business credit card is a great way for employees to be able to purchase things on behalf of the business without giving them access to the full bank account.

3. Can they provide Treasury Management services? These services can enhance your customer experience and streamline your business processes. Your business could have the ability to accept credit and debit card purchases with Merchant Card Services. You could also eliminate a trip to the bank to deposit checks with Remote Deposit Capture.

4. Is there a branch near you? We’re excited to say that soon, a full-service Mid America Bank branch is coming to Columbia in 2025 to make it simpler than ever to bank with us! The new branch will be located at the corner of S. Providence and Southampton Drive at 4601 Stellar Drive. It will feature drive-thru teller windows, a drive-up ATM, and a night depository.

If you’re ready to open a checking account for your business or to see what other tools we have to offer, give me a call! At Mid America Bank, we have friendly, reliable service tailored to you. I’d love to work with you and our team to find tools and financing that fit your business needs.

Mid America Bank broke ground on its new location at the corner of S. Providence and Southampton Drive at 4601 Stellar Drive.

MORE STRATEGIES FOR REDUCING THE COST OF YOUR NEXT PROJECT

By Vaughn Prost info@prostbuilders.com

In the last issue, we covered two strategies for reducing costs on projects and this is the continuation of more strategies to benefit owners.

STRATEGY #3

Look For A Builder With VDC (Virtual Design And Construction) Capabilities

VDC is considered the ‘next level planning through technology and visualization services’ but is still absent in the building community today. 3D Technology is found everywhere with designers and architects, but having a VDC-capable builder will enable them to use various pieces of software to ramp up the design analysis to the degree that problems and mistakes on the drawing are uncovered early.

This insight is according to expert Sean Lundy, member of the Construction Leadership Network, who has his own construction company and shares his advice to owners and builders. Since issues that are discovered late in the construction process can interrupt the flow of the work and result in additional costs due to change orders, it is helpful to have VDC capabilities. When problems are found early, they can often be fixed for no or little cost to the project.

A VDC-capable builder can help you save on costs when they have these upfront planning abilities. Vaughn Prost realized a future delivery issue

VAUGHN PROST Owner & President

Vaughn Prost is the owner and president of Prost Builders lnc., a design/build and construction services firm located in Columbia. Vaughn has over forty years of domestic and international design and construction experience as a cost and scheduling engineer, structural engineer, owner’s construction representative, and general contractor.

(573) 635-0211 | prostbuilders.com

3305 Crawford Street Columbia, MO 65203

with structural steel for a recent project and made the owners aware as soon as possible. Vaughn and design consultants redesigned with pre-stressed concrete beams and hollow core concrete slabs to save the owner three months on the schedule and $360,000 in project costs.

STRATEGY #4

Saying No To Silos

Saying No to Silos is about promoting a collaborative team effort with your whole project building team and subcontractors. Silos within your project are the silent killers of your construction budget since they reduce the level of critical communication. If the designers, construction managers, tradesmen, and suppliers focus on ONLY their own work, they miss how their work interrelates to the work of others and can create problems that eventually show up at the project later. Dealing with the problems early in the process is better than handling it as the work is happening.

The most expensive time for the owner is to add change orders due to this issue and it becomes the only option for the builder at that point. When wrong assumptions come up, chaos becomes another issue at the construction site and money ends up being spent to correct the problems.

The best defense against silos is to hire a builder who has a proven system that promotes “the right conversations at the right time.” Prost Builders’ project managers and superintendents actively communicate with their team and subcontractors to ensure those conversations take place.

It may sound like a simple solution, but our 75 years of experience in construction, general contracting, and design-build has taught us how to effectively avoid silos and collaborate with everyone involved in the project from start to finish. Our goal is always to provide the owner with a valuable facility that is delivered to complete satisfaction.

Coil is more than a construction company. For nearly 50 years, Coil has been focused on a streamlined approach that helps grow your business. Whether you’re seeking a new build, interested in remodeling or need project management services, we are here to bring your vision to life. No matter where you are in the construction process, start with Coil. coilconstruction.com

Platinum Paws Turns One

This grooming salon has left its pawprint on the hearts of Columbia.

BY KELSEY WINKELJOHN

TUCKED OFF WEST BROADWAY,

Platinum Paws grooming salon o ers traditional services for cats and dogs, from baths and brushes to trims, full grooms, and de-shedding. ough it’s one of many pet salons in the Columbia area, owner Melodi Wisswell believes that her decade-long experience sets Platinum Paws apart from the others. She combines her experience and knowledge to add creative grooming into her work.

e creative options include coloring, stencils, and “paw-dicures,” making Platinum Paws a one-of-a-kind destination for pet grooming in Columbia.

FROM PETSMART TO PLATINUM PAWS

Wisswell earned her bachelor’s degree in business administration and management from Columbia College in 2010 and previously worked as a groomer at PetSmart before opening her salon on May 15, 2023.

“Platinum Paws has been slowly growing since I transitioned from PetSmart,” she says. “I had clients who followed me, and word of mouth has really been spreading.”

Since opening, the Platinum Paws team, including Wisswell and newly hired groomer Bri Volle, has strived to make the salon environment as welcoming as possible. For example, they handcraft bandanas and bowties in a variety of colors and patterns for the pets to wear home, and they take each pet’s paw print for the store’s wall. ey even o er the chance to pick a toy from the toy chest to take home for new clients and on their birthday.

Platinum Paws provides inclusive services to give pets an exceptional pampering experience. All dogs receive luxury shampoo and conditioner, brushing, nail bu ng, ear cleaning, teeth brushing,

paw pad care, and sanitary trimming. Cats receive the same services, but since their nails are more delicate than a dog’s, they have their nails clipped rather than bu ed.

“At PetSmart, there were always tons of add-ons,” Wisswell explains, “but I believe that every dog deserves the ultimate spotlight and the best [treatment].”

To ensure the animals’ comfort and happiness, Platinum Paws tries to keep the number of animals in the salon at a minimum and never kennels unless necessary; that approach has noticeably reduced the anxious behaviors that Wisswell said she often saw while working at PetSmart. Similarly, the team schedules cats on Wednesday afternoons and ursday mornings — the salon’s less busy days — to provide the cats more privacy from the dogs.

THE KEY TO SUCCESS

One of the most memorable aspects of Wisswell’s journey in developing Platinum Paws has been the exceptional clientele she has cultivated.

“We truly have the best clients,” she says, smiling. “ e support from friends, family, and clients surrounding small businesses has made the transition smooth and [lessened my anxiety.]” She makes it an everyday goal to get to know all her clients on a deeper level and create a relationship with them that’s not merely transactional.

Similarly, Wisswell enjoys strong relationships with other local businesses and appreciates the exceptional support she has received since opening, such as from Lizzi and Rocco’s Natural Pet Market, with whom she has collaborated on various cross-promotions. e Missouri Small Business Development Centers (SBDC) have also played a signi cant role in Platinum Paws’ successful

Melodi Wisswell earned a bachelor’s degree in business administration and management from Columbia College. 2010

Melodi worked as groomer at PetSmart until 2020. She then groomed animals independently. 2014-2020

After briefly returning to PetSmart in 2021, Melodi began developing a business plan to open her own pet grooming salon. 2021-2023

rst year by assisting with business-speci c needs such as setting price points and helping Wisswell establish key connections. ough she has a business degree, Wisswell acknowledges that launching a business can feel overwhelming, and the SBDC alleviated that feeling for her.

ONE BIG PAW-TY

Platinum Paws recently celebrated its rst anniversary on May 11 with an afternoon of festivities. e event featured treats and snacks for both dogs and their owners, a 10 percent discount for all clients who booked a grooming session on the same day, and a ra e for Kansas City Royals tickets for all attendees.

“We [weren’t] just celebrating that we’ve been open for a year,” Wisswell says, “but celebrating our clients and letting them know how much we appreciate them. ey become family to us.”

Re ecting on her rst year in business, Wisswell is happy with her current success and doesn’t plan to signi cantly expand Platinum Paws. Instead, Wisswell is committed to continually developing her current business to re ect her passion for the industry and to maintain a highquality standard for her clients. CBT

2022

May

May 11, 2024

Melodi received valuable assistance from the Missouri Small Business Development Center.

Platinum Paws opened its doors in Columbia, providing full-service grooming for both dogs and cats.

15, 2023

Platinum Paws hosted its first anniversary celebration.

MATT UNREIN

by

Photo

Lana Eklund

DEPUTY CITY MANAGER, CITY OF COLUMBIA

JOB DESCRIPTION: e deputy city manager is responsible for providing superintendence and support to several departments. I am part of the city manager’s executive team charged with implementing the budget objectives, plans, and priorities of the mayor and City Council. I assist the city manager in addressing the day-to-day operation of the city and its many parts.

PROFESSIONAL BACKGROUND: Twenty-seven years of local government experience in communities all over Missouri.

HOMETOWN: Blue Springs, MO

YEARS LIVED IN COLUMBIA OR CENTRAL MISSOURI: Just moved back to COMO, but I lived in Columbia during my last few years in college.

FAVORITE VOLUNTEER/COMMUNITY ACTIVITY: I have been a member of a number of civic groups and I strongly believe community service is one of the most ful lling experiences a person can have. I am pretty handy so I most enjoy xing or building things on someone’s home.

FAVORITE RECENT PROJECT: Just a couple months ago I volunteered at a St. Louis area food bank with about twentyve other city managers. It was a lot of fun!

WHAT PEOPLE SHOULD KNOW ABOUT YOUR PROFESSION: My profession consists of a lot of sel ess individuals who spend countless hours making a di erence in other people’s hometowns. We manage municipal corporations, making them work better at the request of the community and its elected o cials. It’s a great job!

WHY YOU ARE PASSIONATE ABOUT YOUR JOB: I really enjoy helping people and improving the community. ere is

a great deal of satisfaction that comes with being part of a team of people and accomplishing great things.

IF YOU WEREN’T DOING THIS FOR A LIVING, YOU WOULD: If I wasn’t a city manager I’d probably be doing something outside with my hands.

THE BIG CHALLENGES FACING YOUR INDUSTRY: e largest challenge facing my profession is the loss of con dence in government. Local government is the best example of your tax dollars being spent on projects and priorities that impact your daily life. And I think we are doing a darn good job and we get it right a whole lot more often than not!

FAVORITE QUOTE:

“Government must keep pace with the progress of the people.”

— MILLARD FILLMORE

YOUR NEXT PROFESSIONAL GOAL: At this point in my career, I have pretty much done it all, but I am very much enjoying my second time around many of these issues.

ONE OF THE BIGGEST LESSONS I’VE LEARNED IN MY FIELD: Listen rst. Issues are complex and it’s best to listen and involve all who are a ected in the decision-making process.

HOW YOU WANT TO IMPACT YOUR COMMUNITY OR YOUR STATE: I believe I am part of a team of professionals who are passionate about what they do and we make great things happen.

GREATEST STRENGTH: My greatest strength is my ability to gauge assets, abilities, and organizations and gure out how best to use them.

GREATEST WEAKNESS: My weakness would be I have very high expectations and sometimes those are di cult to reach.

WHAT YOU DO FOR FUN: I am a frustrated golfer, an infrequent sherman, and a practicing woodworker. All things I will further hone in retirement.

WHO MAKES UP YOUR FAMILY: I have a fantastic family; three adult children and a ancé.

FAVORITE PLACES IN CENTRAL MISSOURI: My favorites: Getting steak at G&D Steakhouse, a glass of wine at the Les Bourgeois, and a nice bourbon neat at the Vault in the Tiger Hotel (no cell service).

OTHER FAVORITE MISSOURI GETAWAYS THAT MIGHT NOT BE AS WELL KNOWN: I’d recommend breakfast with Bloody Mary’s with your favorite person at Benton Park Cafe in St. Louis, a plate of burnt ends at Zardas BBQ in Blue Springs, and a beer at O’Malley’s pub in Weston.

ACCOMPLISHMENT YOU ARE MOST PROUD OF: Early in my career I worked directly with low-moderate income homeowners to repair and update their homes through a federal grant program. ere is an immense amount of joy that comes from being able to make a di erence in a person’s life through the improvement of their home. I believe they were all truly thankful for my work.

MOST PEOPLE DON’T KNOW THAT YOU: I have a collection of plaid shirts to rival anyone’s closest; more hunting trips gone wrong stories than any man should; and an appreciation of home improvement projects su ered under Murphy’s law like no other. CBT

‘The Best Environment Possible’ Healing

MU Children’s Hospital adds to centralized hospital campus.

BY JODIE JACKSON JR

Nine-hundred sixty- ve days and $232 million after breaking ground, MU Health Care’s new Children’s Hospital and Birthing Center ocially opened with a ribbon-cutting and a community open house on May 23. But the sparkling new healthcare gem has already been a urry of medical and patient activity for a few months now.

MU Health Care leaders joined with University of Missouri and state leaders on October 1, 2021, to break ground on the new hospital tower on the corner of Hitt and Lake streets. Chief Hospital Operations O cer Keri Simon said the construction and planning for the new hospital used a “creative and strategic” approach that kept families and their needs in mind.

“Every detail has been designed to provide the best healing environment possible,” Simon said.

MU Health Care CEO Ric Ransom echoed Simon’s emphasis on that e ort. “ is hospital provides more capacity for us to save and improve the lives of children and parents across our state through innovative and comprehensive care,” Ransom said.

e new Children’s Hospital and Birthing Center was relocated from Women’s and Children’s Hospital on Keene Street — a facility also previously known as Columbia Regional Hospital — as part of a larger e ort to create one centralized hospital campus. MU Health Care ocials said the centralized campus co-locates resources, technology, and specialists for patients of all ages, allowing for completely coordinated care. Previously, specialists and other physicians and services were split between Women’s and Children’s Hospital and University Hospital at 1 Hospital Drive.

e new hospital is connected to University Hospital and has over 160 beds with more private rooms all nested in a nature-infused and kid-friendly design.

For example: A digital wall in the lobby with interactive games is intended to help keep kids occupied during their stays. Simon said that feature was designed to “create distraction that feels like entertainment.”

Small nooks where children can relax were added into the walls, including one that resembles a camping tent. An 8-foot-by-8-foot interactive wall provides a virtual “coloring book,” where children can wave their hands to paint on the walls without touching them. ose features are the result of “reimagining” what a children’s hospital might look like. Former MU Health Care CEO Jonathan Curtright said at the 2023 groundbreaking event mentioned that new way of thinking to develop the way pediatric care and specialized teams could connect.

Other features of the new hospital include:

• A dedicated kid-friendly entrance designed to make check-ins and appointment navigation easy and convenient.

• An Americans with Disabilities Act (ADA) accessible shuttle to assist families to and from their vehicles.

• A warm environment with colors, murals, and rounded corners designed to create a softer feel and put kids at ease during treatment.

• Interactive clinic areas with toys and furniture that are inclusive for those with special needs.

• Special outdoor areas for kids to play, ower gardens and additional spaces to relax.

• A nature-inspired interior with natural lighting to promote healing.

Some services began moving to University Hospital from the Keene Street hospital just a few weeks after construction began on the new facility as part of a three-year transition to integrate children’s and women’s services to the main hospital campus.

e rst phase involved moving pediatric patients to the main campus, including emergency services, inpatient services and intensive care unit, pediatric surgeries, and the Children’s Cancer and Blood Disorders Unit. Women’s services, including the labor and delivery unit, and the neonatal intensive care unit (NICU) were set to move to the main campus when the new hospital opened on May 24.

“On every one of these oors, you’ll see connections, making sure that our teams are moving back and forth to take care of our patients,” Simon said.

Laura Hesemann, chair of pediatrics and physician-in-chief for the Children’s Hospital, accentuated the intent behind the interior decor, the natural lighting, and even the murals, noting how some of the healthcare sta working with children may use those features.

“We might send them on a scavenger hunt” to nd all the otters in the murals and other artwork, Hesemann said. “And that gets kids moving.” A physical or occupational therapist might ask a pediatric patient to see if they can touch all the purple owers.

e open house event o ered the public a chance to see how the new Children’s Hospital can enhance patient care with private Neonatal Intensive Care Unit rooms that have space for parents to spend the night, a pediatric therapy gym, and activity rooms for kids of all ages.

RONALD M c DONALD FAMILY ROOM

As part of MU Health Care’s partnership with Ronald McDonald Charities of Mid-Missouri, the new hospital has a 1,272-squarefoot area for families to use as a home base during a hospital stay. e room includes:

• A full kitchen with food, snacks, and dining space.

• Co ee stations and drinks.

• Full bathroom with shower.

• Comfortable spaces to watch TV, rest, and recharge.

• Laundry facilities.

• Two sleeping rooms with attached bathrooms.

BIRTHING CENTER

Designed with expectant mothers and growing families in mind, the hospital says its Birthing Center provides a spa-like atmosphere and is a Baby-Friendly designated hospital, including:

• “Low intervention” birthing suites for a more natural, home-like birthing experience.

• Dedicated C-section suites.

• Seamless access to more than eighty specialties, including the maternal fetal medicine and NICU teams for any expected or unexpected complications.

“This hospital provides more capacity for us to save and improve the lives of children and parents across our state through innovative and comprehensive care.”

– RIC RANSOM CEO of MU Health Care

PEDIATRIC INPATIENT CARE

• A teen activity room, complete with computers and other technology.

• A child life activity room with toys, games, and crafts.

• Facility and therapy dogs for a furry friend visit.

• Family lounge areas with snacks and co ee for a quick recharge.

• Pediatric ICU rooms are located on the same oor, reducing the need to relocate during critical support.

PLAYGROUND

Just like it sounds, the playground uses “the power of play,” as hospital o cials describe it, to meet “the magic of healing” in the outdoor play park. ere are multiple structures to climb, jump on, and slide on, with space for kids and families to take a break and, well, simply play.

THE NUTS AND BOLTS — AND CONCRETE

MU Children’s Hospital construction project manager Nick Britton told Engineering News-Record in May 2023 that the new hospital was “a monumental building that is going to impact lives for the foreseeable future.”

e project also used a monumental amount of building materials. ENR Midwest reported that crews poured 19,622 cubic yards of concrete to create the structure with 1,939 tons of steel. For perspective, that’s enough to ll a regulation football eld more than eight feet deep with concrete and enough rebar to extend from Columbia, Missouri, to New York City.

ENR Midwest’s report went on to say that the nal design concept called for a building that rises three stories above ground, then cantilevers out on two fa-

cades to create larger oor plates on the upper levels. At the ground level, crews excavated a basement level designed to hold a loading dock, mechanical spaces, and back-of-house services.

Levels 2 and 3 are being left as shell space, which could be used for future clinics and a surgical suite. Shell space

on the main oor could be used for a future conference center and a café.

PARIC Corporation served as the project’s general contractor.

“ is hospital is where some of life’s biggest battles are going to happen for these young warriors,” project manager Courtney Rush of PARIC told ENR Midwest.

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THE TAXING

Why does Columbia have so many sales tax rates?

BY RACHAEL ABNEY ILLUSTRATION BY ERIN HUBBARD

In a modern twist on the historic Boston Tea Party, imagine the banks of the Missouri River near Columbia, Missouri, lit by the glow of a thousand torches as protesters gather to make a bold statement. But instead of crates of tea — they heave cheeseburgers into the murky water. e aroma of sizzling beef mingles with the river breeze as each burger makes a splash, a symbolic act of de ance against alleged injustices of local sales tax.

As the cheeseburgers bob in the gentle current, the crowd chants scal fairness and transparency slogans, echoing the spirit of rebellion that once ignited a nation.

at whimsical scenario was inspired by lunch-rush purchases from the eatery with the Golden Arches, making a multitude of fast-food diners wonder why there is a sale tax discrepancy. If you purchase a cheeseburger from McDonald’s on Clark Lane and pay the expected sales tax, you might be surprised to encounter a di erent tax rate for an identical burger at McDonald’s on Grindstone Parkway.

While the image of cheeseburgers tumbling into the Missouri River may be hyperbolic, it underscores a genuine intrigue: the intricacy of sales tax and its various iterations in Columbia. ese deviations are tied to geographically specific community improvement and transportation initiatives, challenging the notion that all taxation is created equal. e nuances of sales tax and additional special tax districts are intricate. Understanding why sales tax rates may vary between di erent areas or why seemingly identical goods incur di erent tax rates is crucial for the empowerment of taxpayers to make informed decisions about their purchases and involvement within voter-approved taxation projects. While the cheeseburger spectacle may be exaggerated, the underlying need for clarity in tax appropriation remains valid.

FROM PAST TO PRESENT — FUNDING EDUCATION, CONSERVATION, AND MORE Missouri’s statewide sales tax began in 1934, encompassing personal property, goods, and services, and has changed over time, with the use tax being instituted later in 1959.

TRUTH

Missouri’s statutes authorize a multifaceted state sales tax that funds key sectors. ree percent supplies general government revenue, 1 percent aids education, one-eighth of 1 percent — 0.125 percent — backs conservation, and .10 percent goes to state parks.

Boone County’s 1.75 percent sales tax provides fundamental services: one-half of 1 percent (0.5 percent) aids county revenue and road maintenance, 0.375 percent is earmarked for 911 services, 0.25 percent (one-quarter of one percent) supports community children services, and 0.125 percent bolsters law enforcement for public safety.

In Columbia, the city sales tax rate of 2 percent, combined with Missouri’s rate of 4.225 percent and Boone County’s rate of 1.75 percent, adds up to 7.975 percent. (To simplify: Every dollar spent generates 7.975 cents of sales tax, or $7.975 per every hundred dollars.) e breakdown highlights the intricacies of civic taxation, which has evolved as consumers face varied local tax rates due to multiple taxation jurisdictions based on address.

DECODING COLUMBIA’S SALES TAX STRUCTURE: UNVEILING THE FINANCIAL FRAMEWORK

Drilling down to the local city level, Columbia’s 2 percent sales tax is, according to city budget planning documents, a strategic commitment fueling the city’s operations across di erent arenas.

One percent ows into the city’s general revenue fund, feeding principal city services, including the re department, police, community development, and administrative sta .

Another 0.5 percent supports transportation in Columbia, maintaining and enhancing city infrastructure like roads, bridges, sidewalks, airport, and public transit for safe and e cient travel.

With a focus on enhancing leisure opportunities, a 0.25 percent sales tax allocation supports Columbia’s Park and Recreation Department. at quarter-penny sales tax is divided equally into two categories: permanent and renewable, cumulatively generating $7.2 million annually. e permanent allotment is one-eighth of 1 percent, dedicated inde -

When Columbia shoppers and residents raise their eyebrows or even vocally express frustration with sales tax rates, it’s important to remember that voters have a direct — andnal — say in some of those amounts. One case in point: e renewable assignment of the parks tax routinely garners overwhelming approval at the ballot box, with over 80 percent of voters endorsing its continuation on the November 2021 ballot. (As a result, the tax will remain in e ect for the next decade, pushing the next sunset or renewal date forward to March 31, 2032.)

A portion of Columbia’s sales tax, precisely 0.25 percent, is dedicated to driving the city’s capital improvement e orts to foster the development of green spaces and architectural advancements. Initially endorsed by voters in 1991, it operates as a temporary sales tax, subject to periodic ballot approvals. e most recent poll rati cation came in August 2015, ensuring its extension until December 31, 2025, pending renewal.

When Columbia shoppers and residents raise their eyebrows or even vocally express frustration with sales tax rates, it’s important to remember that voters have a direct — and final — say in some of those amounts.

BEYOND BORDERS: EXPLORING COLUMBIA’S SPECIAL DISTRICT SALES TAX

Special tax districts shape Columbia’s monetary landscape with distinct purposes. ese districts a ord targeted infrastructure within speci c geographical boundaries. Typically created to nance services or improvements not covered by general local government funding, these districts operate independently, with their own governing bodies — elected or appointed — separate from the city of Columbia and are customarily ballot-initiated, requiring voter approval.

In Columbia, there are three types of special tax districts: Community Improvement Districts (CIDs), Tax Incremental Financing (TIF), and Transportation Development Districts (TDD). CIDs, creating new political subdivisions within a municipality, exist in Downtown, the North 763 corridor, and the Business Loop, each with an additional 0.5 percent or half-penny tax contributing to transportation infrastructure. Per the Missouri Department of Revenue Tax and Fee Distribution Summary published by the Department of Revenue for scal year 2022, $1,119,840 was distributed for these speci c CID areas. Additionally, thirteen TDDs throughout Columbia have varying additional tax rates ranging from 0.5 percent to 1 percent.

Columbia also has one TIF district, spanning the downtown area between Providence Road and College Avenue. is district allocates future real property taxes to nance public infrastructure upgrades, such as roads, sidewalks, and similar projects.

Special districts in Columbia go beyond mere geographic boundaries, contributing to the city’s vibrancy and progress. Every purchase plays a role in shaping a brighter future for residents and visitors alike. So, with each burger, we are investing in Columbia’s success.

COMMUNITY IMPROVEMENT DISTRICTS

$769,398

$33,999 total

Business

$316,443 total

Source: Missouri Department of Revenue: FinancialandStatisticalReportFY22.pdf (dor.mo.gov/revenue-annual-financial-report)

FLOWING FINANCES: NAVIGATING COLUMBIA’S SALES TAX CURRENTS

In Columbia’s nancial topography, sales tax has emerged as a pivotal contributor to solvency, averaging 43 percent of its total revenue over the past decade. Despite a notable expansion in total sales tax revenues from $52,611,482 in scal year 2021 to $60,246,376 in scal year 2023, expenditures are rising at an even higher margin. According to the latest FY23 annual comprehensive nancial report, overall expenses and governmental activities were $146,260,954, compared to the FY21 total of $106,342,141, equating to a 38 percent increase over two years. Utility costs are substantial, representing a smidge more than 10 percent of the total outlays associated with general revenue. Additionally, an escalation in employee wages, driven by the need to maintain competitive market salary parity, dominates the general revenue expenditures, comprising 70.2 percent of total disbursements within this fund.

Matthew Lue, the city’s director of nance, voiced his concern over the litmus test of keeping pace with modestly climbing sales tax collections amid equally escalating in ation implications that in uence business and governmental spending. Re ecting on past challenges, Lue highlighted the di culty and costliness of getting vital equipment during and after the COVID-19 pandemic, citing the example of transformers for housing utility needs, which surged to $6,000 each compared to the current price tag in 2024, of $2,500 per transformer.

“Critical unavoidable equipment transactions during this time frame are sunk costs and have signi cantly a ected fund balances going forward, which we must adjust,” he explained.

Lue continued, “As healthcare and wages escalate nationwide, the pressure to retain talent within operational divisions, emergency services personnel, and police forces intensi es at the local level.” Expanding budgets in line with market demands is further exacerbated by in ationary pressures if sales

TRANSPORTATION DEVELOPMENT DISTRICTS

Source: City of Columbia como.gov/tax-breakdowns

tax stagnates or fails to keep up. Against that backdrop, sales tax assumes heightened importance in challenging economic circumstances.

Multiple pieces of legislation routinely proposed in the Missouri House and Senate also seek to limit city revenue, posing unique challenges if such bills are passed.

Sales tax is central to Columbia’s growth, driving commercial stimulation. ose revenues fund essential community services and infrastructure, ensuring residents have quality neighborhoods with access to trails, sports facilities, and playgrounds. Lue emphasized that the city remains dedicated to providing these services, regardless of budget constraints or legislative changes, to make Columbia a thriving and desirable place to call home.

What is the bottom line of this somewhat dizzying dive into the local sales tax picture? e next time you contemplate the nature of burger taxation in Columbia, it may be best to resist the urge to toss your lunch into the river, akin to the Boston Tea Party. After all, those burgers are indispensable for keeping the city a oat.

Each bite satis es your hunger — and contributes to the local economy’s growth. You can indulge in that burger guilt-free, knowing you’re ful lling your civic duty, one delicious bite at a time. CBT

Source: Infographic created based on data from Missouri Department of Revenue, Sales/Use Tax (mo.gov) , City of Columbia, como.gov/ tax-breakdowns and Boone County Boone County Citizens Guide to County Finances 2022 (showmeboone.com)

The ‘Ghost’ Army

Columbia veteran John J. Williams recently joined George Washington as a Congressional Gold Medal honoree.

BY JODIE JACKSON JR | PHOTOS COURTESY OF DR. JOHN S. WILLIAMS AND THE NATIONAL ARCHIVES

rivate John J. Williams had a secret. For at least fty-two years, the World War II Army radio man was sworn to secrecy, unable to add speci c details to his account of being among the 156,000 Allied forces who stormed the beach at Normandy, France, on June 6, 1944.

D-Day. Also known as “Operation Overlord,” it was the singular, bloody event that historians point to as the beginning of the end of World War II. And Pvt. Williams — who later managed a Columbia, Missouri, hardware store and worked for the University of Missouri — was there, arriving on the third wave of troops that eventually liberated France by the end of August 1944, sending the Nazis back to Germany. ough Pvt. Williams was there in full view, his cloak-and-dagger role remained hidden to the public until 1996, when President Bill Clinton declassi ed the true nature of Williams’ work as part of what is now known as the “Ghost Army.” e Ghost Army was a complement of some 1,100 soldiers, but their actions made the Nazis think they were a 20,000-strong unit.

John J. Williams was posthumously honored March 21 in Washington, D.C., during a Congressional Gold Medal ceremony at the U.S. Capitol that honored all 82 o cers and 1,023 enlisted soldiers in the Ghost Army. His grandson and son — Columbia gastroenterologist Dr. Michael Williams and retired Columbia veterinarian Dr. John S. Williams — accepted the posthumous medal, fourteen years after John J. Williams’ death.

e ceremony — almost scuttled due to a threatened government shutdown over rancorous and stalled federal budget talks — was years in the making, and it put Pvt. Williams in a rari ed, patriotic company. e rst Congressional Gold Medal recipient was George Washington.

e Ghost Army used in atable tanks, fake radio tra c (thanks in part to Pvt. Williams), loudspeakers that blared the sounds of military vehicles and trucks, and fake uniforms and camou age to bewilder Nazi Germany axis forces. Williams helped deploy those strategies as a member of the 23rd Headquarters Special Troops along with the 3133rd Signal Service Company.

“Ghost Army” Pvt. John J. Williams, mid-June 1944, somewhere in northern France.

“I remember growing up, even after it got declassi ed, Grandpa didn’t talk about it much or at least the importance of it,” Michael Williams said. “He talked about being a radio man in the war; I knew he was at Omaha Beach on D-Day. But when you’re a kid, you don’t realize how big that was.” Michael was born and raised in Columbia — a “Boone Baby” — and he graduated from Rock Bridge High School in 1995. He went to Mizzou for undergrad medical school and graduated from the University of Missouri School of Medicine in 2003. After a gastroenterology residency and then seven years on sta as a gastroenterologist at Northwestern in Chicago, Michael and his wife and twin daughters moved to Columbia where he has been on sta at GI Associates since 2017.

Dr. Michael Williams at the Ghost Army Congressional Gold Medal ceremony.

Michael says he basically stumbled upon the Ghost Army Legacy Project, a process led by Rick Beyer to o cially recognize and memorialize the role that John J. Williams and 23rd Headquarters Special Troops played in the D-Day invasion and other pivotal World War II battles. Michael defers the credit for that project to Beyer.

“If it wasn’t for him, this never would have happened,” Michael explained. “It was a true grassroots e ort. No PAC or donations to Congressional leaders. It was just family members of the ghost army reaching out to their elected o cials and seeing if they would support the bill” that proposed striking Congressional gold medals for their once-secret military service.

“We didn’t even know the term ‘Ghost Army.’ I never heard Grandpa say that,” Michael added.

His father — Dr. John S. Williams — was a veterinarian for forty years at Horton Animal Hospital, working with that practice’s founder, Jack Horton. John S., who was 11 when the Williams family moved to Columbia, recalls visiting his parents just after the Ghost Army activity was declassi ed.

“Dad said, ‘Look what I just got in the mail,’” pointing to the letter that said he could now talk about his under-the-radar World War II activity. John S. obviously had no idea what the letter

The “war stories” Pvt. John J. Williams told in the years following World War II had little to do with war and were typically about the friends he made, including his best friend Staff Sgt. George C. Peddle from Philadelphia, Pennsylvania. Peddle was among a handful of Ghost Army soldiers killed in action. He is buried in Luxembourg American Cemetery.

“If you knew my dad, you’d know that it was hard for him. He was an Irishman; he loved to spin tales. But he didn’t say a thing. He was a very good soldier.”

was about, and he hadn’t heard his father talk much about actual battles and military campaigns, which was surprising because, well, his father was a talker.

“If you knew my dad, you’d know that it was hard for him,” he said. “He was an Irishman; he loved to spin tales. But he didn’t say a thing” about the Ghost Army. “He was a very good soldier.” At the end of the war, Ghost Army soldiers received a letter from Army General Dwight D. Eisenhower, strictly warning against talking about their deception operations. John S. isn’t exactly sure that the next line was, “Or you’ll be hanged” for committing a treasonous act, but the letter had that much weight.

In the fourteen years before he died, John J. Williams told his son and grandson more about his time in the military, but the stories were usually focused on the friends he made and the time they spent together.

“Dad created fake radio tra c. ey were trying to confuse things for the Germans, to let them think there was a lot more power associated with” the fake activity, his son said. “ ey made themselves look and sound like thousands.”

He remembers one story his father told him about the unit being encamped next to a river, holding a position with “rubber tanks and sounds of tanks moving.” ere were only a few hundred men. During the

– DR. JOHN S. WILLIAMS

day, many of the soldiers went to the river to sh, and the Germans were on the other side “ ey would wave at the Americans,” John S. said. “If they’d have known there were only a couple of hundred of them, if they had been found out — well, it wouldn’t have been much of a ght.”

John S. said his father never talked about being frightened.

“If it ever worried him, he never mentioned that,” he added. “When you rst hear about” the ghost army activity, “it’s not blood and guts; it’s just something they did. It’s what didn’t happen that’s the signi cant thing — because of what these guys were doing.”

John J. was from Adair County in northeast Missouri; a farm kid with an eighthgrade education. He became a lumber yard manager and the Williams family moved to Vandalia and then to Columbia in 1958. He managed Benson Lumber Co. on the Business Loop, a property that John S., now 76, says is a Kia automobile dealership. John J. also developed the lumber department for Westlake Hardware, then went to work for the University of Missouri as an estimator for construction projects.

In some ways, Michael says, his grandfather seemed to treat and recall his military service — including storming the beach at Normandy — as a job without particular valor or historical signi cance.

But that was not a sign of disrespect or disingenuous humility.

“I think his perception of the war was this is what you did. is was your job, what you’d been trained to do,” Michael explains. “He wanted to do his job and come back home and start a family.”

History, however, champions the signi cance and sacri ces of e Greatest Generation.

“ is is history,” Michael said. “ ere’s only a handful of these guys that are still alive. We’re getting far enough away now that if you don’t document these things, they might get lost. ey helped shape our country’s history.”

Michael is passionate about the role and sacri ces of his grandfather and all the men and women who fought to preserve democracy and freedom.

“I’m almost 47,” he added. “I feel like I’m old enough to nally wrap my hands around the importance of what they did. I can’t tell you how proud we are to know his name is on a Congressional Gold Medal with people like George Washington. How can you top that? It’s something our family will always be very proud of.” CBT

This story originally appeared May 23, 2024, at comobusinesstimes.com.

What’s Going Up?

Cabinet shop is expanding; new elementary school gets the green light; another McDonald’s?

BY JODIE JACKSON JR

SEVERAL PERIODS OF RAIN HAVE bene tted drought-parched mid-Missouri and Columbia, but it seems that the rain didn’t start falling on a regular basis until construction was ready to start on an addition to MARK HALL FINE CABINETRY at 2620 N. Stadium. At least that’s how shop co-owner Stephanie Hall explained the otherwise welcome rainy weather with a take-itin-stride laugh.

“We are just at out of space,” she said on May 15. Ground has been cleared and other prep work has been done for construction to begin, but rst some dry weather will be necessary.

e patiently awaiting construction is among the nearly $97 million in building permits issued in April by the Columbia Building and Site Development o ce and the Boone County Resource Management o ce.

e city o ce issued the cabinetry shop permit that entails an addition to the existing cabinetry company, along with work to the north and south shop and showroom. e permit listed a valuation of $390,419 for the 4,032 square foot project. e general contractor is Hercon Construction of Columbia. Columbia-based Questec Constructors, Inc., is among the subcontractors. e work represents one of six permits for commercial additions amounting to a combined $10.14 million in the April building permit report.

Stephanie Hall said Mark Hall Fine Cabinetry building, which previously

housed a granite top manufacturing shop, had been vacant for about seven years when they bought it ten years ago. She said the shop’s showroom and o ces will remain in the front of the building, while the back of the property is being expanded for additional manufacturing and shop space.

e April summary for the Columbia Building and Site Development o ce listed 118 permits with a cumulative valuation of $75,065,447. e breakdown includes:

• Residential additions: ve permits with a valuation of $475,162

• Commercial alteration: seven permits, $4,320,126

• Residential alteration: 13 permits, $1.1 million

• Commercial in ll: one permit, $167,589

• Commercial new: six permits, $39,236,779

• Deck only: four permits, $70,800

• Duplex: two permits, $335,316

• Re-roof: 39 permits, $1.71 million

• Single-family detached: 33 permits, $17.41 million

• Accessory Dwelling Unit (ADU): one permit, $107,000

Highlights of the April building permit report include:

JOE MACHENS CHRYSLER

DODGE JEEP RAM , 500 Vandiver Drive, a 34,258 square foot commercial addition for the remodel of an existing automotive dealership to change brands. Coil Construction Inc. is the general contractor for the $3.24 million project. e permit lists MMPH Auto Holdings LLC as the property owner.

RAINBOW HOUSE at 1611 Towne Drive is adding on to its facility and completing renovations to enhance operations and building safety, according to the permit report. Little Dixie Construction Co. is the contractor for the 6,619 square foot, $988,367 project, which includes updates to accessible routes and parking. e report notes that the intent is to phase and schedule construction to allow the owners continued occupancy and business operations.

CENTERPOINTE HOSPITAL OF COLUMBIA at 1201 International Drive is getting a thirty-bed addition to the north side of the existing behavioral health hospital. e permit lists Nabholz Construction Corp. of Conway, Arkansas, as the contractor. e project entails 12,057 square feet with a valuation of $4.87 million. e property is owned by Acadia Healthcare.

EQUIPMENTSHARE , 5710 Bull Run Drive, is building an addition to add mother’s rooms and supplementary

you see a building popping up and wonder, “What’s going up?”, email jodie@comocompanies.com and let us know!

restrooms. Coil Construction Inc. Is the contractor for the 1,400 square foot, $324,310 project.

Little Dixie Construction Co. is the contractor for a commercial alteration for renovation following water damage from re sprinklers at MISSOURI UNITED METHODIST CHURCH at 204 S. Ninth St. e project encompasses 26,636 square feet with a valuation of $1.85 million.

WALMART #80 , the local supercenter at 3001 W. Broadway, is set for a remodel. e permit lists Poettker Construction Company of Breese, Illinois, as the contractor. e project entails 30,000 square feet with a valuation of $1,012,125. e mechanical contractor is Hulett Heating & Air Conditioning of Columbia.

PHOENIX CLINIC at 90 E. Leslie Lane is the focus of a permit for interior remodeling improvements of existing spaces. Reinhardt Construction LLC is leading the $700,000 project, which covers 5,525 square feet. Once known as Phoenix Programs, the facility is owned by Burrell Behavioral Health.

Permits for new commercial construction includes:

A new SOUTHWEST ELEMENTARY SCHOOL at 5400 Sinclair Road. e school will be 76,461 square feet and has a permit valuation of $18.74 million. Reinhardt Construction LLC is the contractor.

A proposed MCDONALD’S restaurant at 5615 E. St. Charles Rd. e permit lists a valuation of $745,412 and an area of 3,694 square feet. e contractor is J.E. Hefner Company of Grain Valley, Missouri.

e top-dollar single family residences listed among the city’s April permits are:

A $2.4 million, 26,293 square foot home at 2101 Blu Creek Drive. e builder is Wilcoxson Custom Homes LLC.

Girard Custom Homes is the contractor for a 10,187 square foot home at 4615 Copperstone Court, with a permit valuation of $1.29 million.

Boone County’s Resource Management O ce in April issued 85 building permits with a combined valuation of $21.5 million. e list includes:

• Single-family residential: 19 permits, $6.67 million

• Two-family buildings: one permit, $300,000

• O ce/professional building: two permits, $12.17 million

• Other nonresidential: nine permits, $424,800

• Other structures: 10 permits, $470,162

• Residential additions/alterations: 13 permits, $470,162

• Nonresidential additions/alterations: two permits, $130,000

• Residential garages: seven permits, $335,000

• Miscellaneous: 22 permits, $31,785

Highlights of county permit activity for April 2024:

Residential pool pavilion, $250,000, at 10201 N. Hwy. VV. Trueson Exteriors is the contractor.

Residential addition, $500,000, 1202 E. Pierpont Meadows. File Construction is the builder.

Single family dwelling with basement, $1.3 million and 16,684 square feet at 5097 E. New Haven Rd. e builder is Anderson Homes. CBT

ADVERTISER INDEX

On the Agenda

What’s going on at Columbia City Hall? What’s coming up?

BY JODIE JACKSON JR

STRS GET A REPRIEVE — FOR NOW.

Wide reaching new regulations for short-term rental (STR) properties went into e ect on June 1, but those businesses, which include Airbnb and Vrbo online rental platforms, will not have to have a business license. For now.

e Columbia City Council on May 20 was unable to pass an amendment that would have required a business license and imposed a lodging tax on STRs. e council approved STR regulations in February. e action came after a few years and dozens of meetings and public hearings on the issue.

e council did pass an amendment requiring STRs to pass an inspection every three years.

As COMO Business Times continues to follow this story, what questions do our readers have? Send your questions and/or a Letter to the Editor to jodie@ comocompanies.com. (Please put “Letter to the Editor” in the subject line.)

LOOKS LIKE SOME NEW SIDEWALKS?

Double Arch Construction LLC planned to begin work on a major Greek Town sidewalk improvement project on May 22. e project is expected to wrap up by August 2.

Greek Town is de ned as the area bordered by Rollins Street, Tiger Avenue, Kentucky Boulevard, and Providence Road. During the project, sidewalk closures and lane restrictions will be necessary on Curtis Avenue, Tiger Avenue, Richmond Avenue, Burnam Avenue, Rollins Street, and Kentucky Boulevard.

e construction is expected to cost some $180,000. Funding is being shared equally by the University of Missouri and the city of Columbia, with the city's funding coming from the Capital Improvement Sales Tax.

SPEAKING OF THE CAP IMPROVEMENT SALES TAX ...

e city council on May 20 approved a ballot measure for the August 2024 election that will give voters the option to renew the one-quarter cent sales tax for capital improvements. e sales tax generates funding for a range of projects, from street and sidewalk improvements to purchases for the re and police departments. City o cials forecast the tax will bring in $88 million over the next ten years. If the sales tax is not renewed, it will end on December 31, 2025.

SO YOU WANT TO GET INVOLVED?

e city clerk’s o ce regularly posts openings for city boards and commis-

sions on the city website. To view a brief description and eligibility requirements, visit CoMo.gov/Council/Vacancies or contact the Clerk's O ce at 573.874.7207.

CURBSIDE PICKUP

PARKING METERS

e city’s parking utility began installation of fteen-minute curbside pickup parking signs and meters in downtown Columbia on May 13. Locations for the 19 curbside pickup parking meters were selected in collaboration with the Downtown Community Improvement District (CID) to provide customers with quick access to business-centric areas.

e spaces can be used for curbside pickup needs for any downtown business and are not exclusively reserved for the business located directly adjacent to the meter. Parking rates will be consistent with the standard on-street parking rate of 60 cents per hour.

WANT TO KNOW MORE?

e city’s website has a complete listing of city council, planning and zoning, and other meetings of city boards and commissions. You can view the city’s calendar by visiting como.gov/ CMS/webcal and can view the agendas, sta reports, and other documents by clicking the listed meeting date and time. CBT

Deeds of Trust

Worth more than $753,950

$583,903,098.32

Columbia Mall LLC

US Bank National Assn.

LT 1 PT Columbia Mall

– Plat 4

$7,252,000

4900 Artemis LLC

First State Community Bank

LT 7 Discovery Park Plat NO 6A

$4,320,864

Vandiver Drive COMO LLC

Farmers Bank & Trust Co.

LT 3 Crossroads North Plat 1-A

$3,900,000

TKGIII COMO LLC

First State Community Bank

LT 5C Liberty Square Block 3 Lot 5 FF W/ ESMTS

$3,272,500

Medicinal Properties LLC

First State Community Bank

STR 29-48-13 //SE SUR BK/PG: 765/714 FF

Tract 6 Except

$3,000,000

Providence Walkway Housing Development Group LP

City of Columbia

LT 101 Providence Walkway Plat 1

$1,750,000

Narke Ashstreet LLC

Liquid Lending Solutions LLC

STR 10-48-13 //SW FF W/ Easement

$1,487,000

SLH MO LLC

Homebank

LT 403 Ewing

Industrial Park Plat PLAT 4

$1,250,000

Jacob R. Heithold

Simmons Bank

STR 34-50-13 /W/NE

SUR BK/PG: 5812/39

AC 17.12

$1,248,000

Stacy Bryant-Wimp

e Bank of Missouri

LT 2 Westwood Add

$1,000,000

TLI Real Estate

Holding LLC

Cinnamon Hill LLC

LT 108A Crosscreek

Center Plat 1-A

$969,000

Black Fox Equity LLC

Mid America Bank

LT 207 e Gates at Old Hawthorne

Plat NO 2

$961,372

Benjamin Werr

US Bank National Assn

LT 104 Old Hawthorne

North Plat NO 1

$904,245

Kyle Newland

e Central Trust Bank

LT 26 Bellaridge

Subdivision Plat 5

$860,000

Robert & Treva Mongler

Family Living Trust

First State

Community Bank

LT 818A Old Hawthorne Plat 14

$799,000

Ryan Montgomery

Arvest Bank

LT 253 Old Hawthorn

North Plat NO 1

$778,400

Hemme

Construction LLC

e Callaway Bank

LT 513 Creeks Edge

Plat NO 5

$766,500

Osman Amin

Bell Bank

LT 622 PL 6 FF e Gates

$758,400

Ashley A. Narron

Wood & Huston Bank

LT 315 e Brooks

Plat No 2

$753,950

David A. Deakins

e Callaway Bank

STR 35-50-13 //SE SUR

BK/PG: 2866/35 AC 10

FF Tract 2 CBT

Report for April 2024 from the Boone County Recorder of Deeds Office

Spot On!

We all love our pets, whether the four-legged, two-legged, or no-legged kind. They give us joy, reduce anxiety, and generally brighten our lives. But what do our furry friends really cost? We asked around Columbia and here’s what we found.

With purebred purchase or CMHS adoption, pets are usually fully vaccinated and microchipped. CMHS adoptees are also spayed/neutered.

Purchase a purebred puppy

Adopt from Central Missouri Humane Society: Puppy

Adult Dog

Kitten

Adult Cat

Spay/Neuter

Six-week puppy training

General wellness/annual exam

Sick or injured exam

Annual vaccines

Microchipping

Self-serve dog wash

Full groom

Bath and brush

Basic nail trim

Boarding (per night)

Dog Cat

Doggy daycare (per day)

Heartworm prevention (monthly dose)

Flea and Tick prevention (monthly dose)

Dog walking (depending on duration)

Cat visit (depending on duration)

Food (monthly)

Dogs

Cats

Custom Gourmet food

Treats (monthly)