COMO Business Times - The City Issue - July 2024

THE City ISSUE

JEFFREY HEIDENREICH, Assistant Fire Chief at Columbia Fire Department

CONTRIBUTING WRITERS Rachael Abney, Scott Cristal,

And just like that — they’re gone. The cicadas came and went, but not before many of us were horrified at the sight and sound of gazillions of the buzzing bugs. Pet owners also deluged veterinarians with calls about whether their dogs would survive gorging on the crispy, crunchy sky raisins.

It’s my understanding that overindulgence on cicadas has about the same effect on dogs as us humans overindulging in, oh, say burgers and brats. (In summary: This too shall pass.)

I noticed the noiselessness at the exact same moment I saw a Japanese beetle on one of our rose bushes. Except for manually extracting these beetles, or overwhelming them with insecticide, which is an ecological faux pas at best, there’s not much that can be done to keep the invader at bay. I can heartily recommend NOT using those plastic, funnel-shaped traps that you hang from a tree — that is, unless you LOVE Japanese beetles. The trap will attract the beetles from neighborhoods miles away (or so it seems) and you’ll end up with a pungent bag of dead and dying beetles, as well as oodles of beetles that will discover the buffet of your roses and Japanese maples.

And now it’s on to mid-summer, where life will hopefully slow a bit and we can take stock of our own well-being and manage to do some self-care as we anticipate the next brutal stretch of life: Election Season. I also think of this as Blame Season, as it seems many of us mark our ballots according to whom we blame less.

This thought was prominent as I assigned and edited recent stories written by new writer Rachael Abney. Her news analysis in our June “Animal” issue dove into the topic of Columbia’s sales taxes — why we have so many, what their purposes are. I hope the sales tax feature also drove home the reality that we vote on most of the sales taxes levied on our purchases. You only have to

spend about 0.001 seconds on social media to see someone complain, “They’re taxing us to death!” More recently, I saw a post with a photo of a sharrow painted in the street — that symbol that marks bike lanes — with the question about whether this is a good use of tax dollars.

I was tempted to ask someone with the COMO public works department to show me how much paint and labor was needed to paint all the sharrows in Columbia. But I’ll let someone else take on that task to facetiously point out to the “good use of tax dollars” question that the expense won’t likely bankrupt the city.

For this July “City” issue, Rachael also wrote the great analysis and breakdown of the city’s budget process. Sales taxes feed the budget; the budget feeds city operations in all its many forms. It’s certainly not unreasonable to question city spending or taxes, but let’s not forget that those of us who vote do have the ultimate say. After all, we do get what (and who) we vote for.

Next time you want to criticize local sales taxes, consider your voting record. (Didn’t vote? Oh, sorry, you missed your chance.) It’s only partly true that “they” tax us. The fact is that “we” tax us.

The “City” issues of COMO Business Times and COMO Magazine are chock-full of great writing. We also welcome newcomers to the freelance roster: my intern McKenna Stumph and local editor Karen Pasley, who contributed as a writer.

Let me know what you’re reading in our pages, what you’d like to read, and what we can do better. I’m listening. (And reading.).

JODIE JACKSON JR EDITOR

Next time you want to criticize local sales taxes, consider your voting record. (Didn’t vote? Oh, sorry, you missed your chance.) It’s only partly true that “they” tax us. The fact is that “we” tax us.

Photo by Anthony Jinson.

Meet the Advisory Board for COMO Business Times

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

THE PENGUIN PIANO BAR & RESTAURANT

Located in downtown Columbia, e Penguin Piano Bar & Restaurant invites guests to enjoy a selection of house cocktails and dinner options accompanied by live music. ough it originally debuted in 2004, the establishment faced an unexpected closure due to the pandemic. Over the past several months, owner Jesse Garcia and his team have worked to reopen the iconic space, installing a new kitchen and partnering with local chef Louis Marrero to develop a scrumptious menu.

After four years of closure, the restaurant reopened on March 22 of this year, earning acclaim as “the best COVID comeback story ever,” according to General Manager Hannah Nelson.

A notable aspect of the bar and restaurant is its predominantly female leadership, with Nelson serving as GM, Danielle Preyer as assistant manager, and Raven Saylor as production manager for music bookings.

“I’m a female under thirty running this business,” Nelson remarks, “which I think [allows me to] bring a fresh perspective.”

In addition to its enthusiastic sta , e Penguin o ers a diverse lineup of live music and entertainment, featuring dueling piano shows, full bands, local happy hour performances, and piano karaoke on Wednesdays; as of now, it stands as the sole venue in town to o er piano karaoke and dueling piano entertainment. Shows will be scheduled throughout the summer, with upcoming dates on its Facebook page. Dinner reservations can be made through its website.

1025 E Broadway | penguincomo.com | info@penguincomo.com

PORTER INTELLIGENCE

Soft-launched in December 2023, Porter Intelligence is a woodworking business that specializes in crafting high-quality hardwood pieces such as charcuterie boards, small kitchen storage, and decor from regionally sourced materials. At the helm of the small business is Je Porter, a retiree whose fascination with the craft led him to pursue it as a business endeavor in recent years.

Porter’s interest in woodworking began in the late 1980s when he and his wife, Laura, moved into an 1872 house in Arkansas. “We couldn’t a ord to hire out all the work, so I slowly learned how to use tools to create cabinets, build window and door frames, install wooden ooring, and more,” he says.

Initially, Porter had planned to start a research and consulting business under the same name — Porter Intelligence. However, while recovering from an injury, he discovered his true passion for woodworking through watching various woodworking project videos.

Since its opening, Porter Intelligence has earned a reputation for precision and beauty in craftsmanship. “You can certainly buy cheaper wood products in [many] places,” he explains, “however, local craft artists o er higher quality and unique styles. If I’m making a single charcuterie board, it has my entire focus in the shop … Each of my creations has a unique story behind it.” Porter Intelligence pieces can be purchased through the store website and are showcased at local events periodically.

573-401-1970 | jeffporter.net | pi@jeffporter.net CBT

Movers & Shakers

DAWN BROWN

Dawn Brown has been selected as the new Head of School at City Garden School in Columbia. Brown has more than twenty-five years in education, working as a teacher and education consultant. She has also been integral in bringing Girls on the Run to Mid-Missouri and has served on various boards in the community. She takes over the position from Jordan Johnson, who served in the role for the past two years. Brown moved to Columbia in 2000 to work as a reading consortium director with the Heart of Missouri Regional Professional Development Center and most recently taught at Columbia Independent School. She holds a degree in elementary education from the University of Nebraska-Lincoln, a master’s degree in curriculum and instruction from the University of MissouriColumbia, and most recently earned an education specialist degree from Northwest Missouri State University.

KARI UTTERBACK

Kari Utterback succeeds Steve Hollis as the city’s human services manager. Utterback brings to the role many years of experience and a passion for public health and human services. As a longtime member of the Division of

Human Services team, she began her new role on June 10. Hollis is staying on to facilitate the transition until his retirement on August 14.

UNIVERSITY OF MISSOURI

Kara Whatley has been appointed as vice provost for libraries and university librarian, effective October 1. She is the university librarian at California Institute of Technology (Caltech) and the chief executive of the Caltech Library system. Whatley’s previous roles include positions of increasing leadership at Texas Tech University Libraries and New York University Libraries.

She is a member of the Association of College Research Libraries (ACRL). Jeannette Pierce, associate university librarian for research, access, and instructional services, will serve as interim vice provost for libraries and university librarian until Whatley arrives.

Marisa Chrysochoou has been named dean of the MU College of Engineering. The appointment is effective August 1.

Chrysochoou is currently professor and head of the Department of Civil and Environmental Engineering at the University of Connecticut, where she also serves as the director of the Technical

Assistance for Brownfields Program. She has been an elected member of the American Society of Civil Engineers Department Heads Coordinating Council since 2021. Chrysochoou received her bachelor’s degree in physics from Aristotle University in Thessaloniki; a master’s degree in environmental engineering from Technische Universität Dresden; and a doctorate in environmental engineering from Stevens Institute of Technology.

Srinand “Sri” Sreevatsan has been appointed as dean of the MU College of Veterinary Medicine following a national search.

Sreevatsan, who begins August 1, is currently the associate dean for research and graduate studies in the College of Veterinary Medicine at Michigan State University. He previously spent seven years as the director of graduate studies for the veterinary medicine program at the University of Minnesota.

Sreevatsan received his bachelor’s and master’s degrees in veterinary medicine at the University of Agricultural Sciences, Bangalore. He holds a master’s degree in public health (epidemiology) and a doctorate in veterinary medicine from the University of Minnesota. CBT

UTTERBACK BROWN

WHATLEY

CHRYSOCHOOU

SREEVATSAN

Briefly in the News

PARTNERSHIP

CC Partners with Foundation for Black Business Expo

Columbia College is partnering with the James & Annelle Whitt Entrepreneurial Development Foundation in a joint e ort to elevate the impact of the annual Black Business Expo. e 2024 edition of the event will be held from 11 a.m. to 2 p.m. on Saturday, September 7, in the New Hall Event Center at 700 Cougar Drive in Columbia.

“Columbia College is grateful for the opportunity to partner with the James & Annelle Whitt Entrepreneurial Development Foundation to collectively take the Black Business Expo to the next level,” says Dr. Teo Cooper, Columbia College’s associate

dean for Student Life, Equity and Inclusion. “ is expo brings our community together and is one of the most exciting events we host on campus every year.”

e event, now in its fth year, provides a space for thriving Black entrepreneurs throughout Columbia and mid-Missouri to share their products and services with the community. e expo looks to build upon a record 60 vendors who showcased their o erings in 2023.

e James & Annelle Whitt Entrepreneurial Development Foundation creates and nurtures opportunities that further economic development in support of minority- and womenowned business enterprises across the region. e foundation provides SEED grants, business training workshops, coaching and mentoring services to increase businessowners’ competitiveness and success in the marketplace.

AGRICULTURE

Mayor’s Native Plant Garden Inducted into Gardens of Excellence Program

e city of Columbia’s O ce of Sustainability recently celebrated the induction of the Mayor’s Native Plant Garden at City Hall into the GrowNative! Native Gardens of Excellence program.

Created in 2021, the Grow Native! Native Gardens of Excellence program features plantings of native plants in designed, well-maintained gardens and in other native landscape plantings in the lower Midwest. e Mayor’s Native Plant Garden is one of twenty-eight gardens across Missouri, Arkansas, and Illinois to be inducted into the Native Gardens of Excellence program.

ACHIEVEMENT

Chamber VP Graduates from Institute for Organization Management

Lily E. White, the Columbia Chamber of Commerce vice president of external a airs, has graduated from the Institute for Organization Management, the professional development program of the U.S. Chamber of Commerce. Awarded to

all graduates of the Institute program, the IOM Graduate Recognition signi es the individual’s completion of 96 credit hours of course instruction in non-pro t management. In addition, participants can earn credit hours towards the Certi ed Chamber Executive (CCE) or Certi ed Association Executive (CAE), certi cations. Nearly 1,000 individuals attend the Institute annually.

“Institute graduates are recognized across the country as leaders in their industries and organizations,” said Raymond P. Towle, IOM, CAE, the U.S. Chamber’s vice president of Institute for Organization Management.

County Commission

Fills Vacant Joint Communications Director Post

e Boone County Commission announced on June 3 that Christie Davis has been appointed as director of Joint Communications (9-1-1), e ective June 10. Davis comes to Boone County having served as the executive director of the Sumner County Emergency Communications Center in Sumner County, Tennessee. She earned a Bachelor of Science, Commerce, and Business Administration and a Master of Business Administration from the University of Alabama. She has seventeen years of experience in

police, re, and medical emergency communications, management, and training.

She also holds certi cations from numerous national accreditation agencies focusing on emergency communications, training, public safety, and management. e Boone County Commission expressed its gratitude for Major Gary German’s services as interim director over the past year. Before he returns to his permanent position at the Boone County Sheri ’s O ce, German will help ensure a smooth transition. Boone County Joint Communications )BCJC) is the 911 Public Safety Answering Point (PSAP) and dispatch center for law enforcement, re, and emergency medical services for the citizens of Boone County. BCSC is recognized by the International Academies of Emergency Dispatch as an accredited Center of Excellence (Tri-ACE) in emergency law enforcement, re, and medical dispatch.

RECOGNITION

Columbia Water & Light Recognized as a Reliable Provider

e Columbia Water & Light Department has earned a Reliable Public Power Provider (RP3) designation from the American Public Power Association for providing reliable and safe electric service. e RP3 designation recognizes public power utilities that demonstrate pro ciency in four key disciplines: reliability, safety, workforce development and system improvement. Criteria include sound business practices and a utility-wide commitment to safe and reliable delivery of electricity. City of Columbia Water & Light joins more than 250 public power utilities nationwide that hold the RP3 designation. Columbia Water & Light has received the RP3 designation for the eighth consecutive time. CBT

EMERGENCY MANAGEMENT

‘No Two Days Are the Same’

BY DE'CARLON SEEWOOD

THE QUESTION I’M MOST OFTEN

ASKED IS what the role of city manager in municipal government is. Regardless of the community, many residents do not seem fully aware of what this role is or how it functions.

Columbia has a council-manager form of government, something that combines the political leadership of elected o cials with the managerial experience of an appointed professional manager.

While elected o cials, such as mayors and city council members, set the policies and goals for the city, it's the city manager who translates these into actionable plans and initiatives. ey work to implement the policies and directives of the city council, ensuring that the city government operates smoothly and e ciently.

A large part of this is managing the various departments and agencies within city government. is includes overseeing budgets, personnel management, and coordination among di erent departments to ensure that services are delivered e ciently and e ectively.

It’s been a privilege of mine to have served in this eld for over twenty- ve years. Working to ensure the smooth day-to-day operations of a city’s services provides a unique opportunity to serve a community and contribute to its betterment.

Every day in city management brings new challenges and opportunities. From budget management to community engagement, no two days are the same. is dynamic environment keeps the role interesting and o ers continual opportunities for growth, learning, and connecting with the community.

is is especially true in Columbia. Now two and a half years into my tenure as city

manager of the city of Columbia, I recently passed another major milestone — the presentation of my third “State of the City” address.

anks to the involvement and direction of our residents and the tireless work of our employees, we have made considerable progress in tackling many complex issues in our community. I’ve said it before, but Columbia is truly a special place. We have a highly engaged community that is passionate about making our community the best it can be.

Columbia is unique in another aspect. Municipalities are the backbone of local governance, providing essential services that directly impact the quality of life for residents. But, as a truly full-service city, Columbia stands out among other communities.

Our utilities encompass electricity, water, wastewater, solid waste, and stormwater. We provide public safety and health services. We operate bus routes, a railroad, and a regional airport. We have recently established an o ce to address housing inequality and are establishing another to address community violence.

manager who we are certain will bring even more to our community.

One resource we have relied heavily on is the International City/County Management Association. is is an organization I became involved with early in my career, having possessed the voluntary designation of ICMA-CM for over twenty years of my time in city government.

is abbreviation stands for the International City/County Management Association Credentialed Manager designation. e ICMA-CM is a voluntary credentialing program that recognizes city managers that have achieved a signi cant combination of education and local government leadership experience and have committed to continuing professional development.

[The ICMA-CM] accreditation... is a commitment to competence, ethical governance, and continuous improvement.

As city manager, this amounts to overseeing more than twenty departments sta ed with 1,600 dedicated employees who are committed to delivering services year-round to our residents. In the city manager’s o ce, I’m thankful to have a team of individuals highly experienced in city management and governance to support me in overseeing Columbia’s day-today municipal operations.

Columbia’s Deputy City Manager Matt Unrein and Assistant City Manager Carol Rhodes bring to the table a well-rounded skill set and passion for good governance that helps propel Columbia forward. We’re currently recruiting a second assistant city

is accreditation is not just a credential; it is a commitment to competence, ethical governance, and continuous improvement. I’m proud to say that Matt and Carol are also recognized with the ICMA-CM designation. When residents trust that their city manager is acting with integrity and fairness, they are more likely to support municipal initiatives and comply with regulations. is trust facilitates a cooperative relationship between the community and the local government, making it easier to implement policies and programs that bene t everyone and make Columbia the best place to live, work, learn, and play. CBT

De'Carlon Seewood is the City Manager of Columbia.

Strategies for Work-Life Balance: How Executives Can Lead by Example

BY JANINE STICHTER

IN TODAY’S WORKPLACE, more and more employees are looking for work life balance, and yet for most it remains an elusive concept. e vision described is of a perfect equilibrium, picturing an even split between work and personal life. However, this notion of balance can be misleading. Instead, think of it as a ratio — a dynamic, adjustable relationship between work and life that re ects the varying demands of each. Understanding and embracing this concept is crucial for job satisfaction.

THE PSYCHOLOGY BEHIND WORK-LIFE RATIO

e term “work-life ratio” acknowledges that the demands on our time and energy uctuate. Psychologically, striving for a perfect balance can lead to frustration and a sense of failure or discontent. e idea of a ratio, however, allows for exibility and adaptability, which are key components of resilience and mental well-being.

Research shows that when individuals view work and life as interconnected rather than separate, they can better manage stress and avoid burnout. is holistic approach encourages a more realistic and sustainable way of managing responsibilities, promoting overall satisfaction and productivity. For leaders, this mindset is particularly important as they juggle high-stakes decisions and the constant pressures of leadership.

THE BENEFITS OF A WORKLIFE

RATIO MINDSET

• Enhanced Productivity: Viewing work and life as a ratio rather than a strict balance can lead to increased productivity. By prioritizing tasks based on their urgency

and importance, we can allocate their time more e ectively, ensuring that both work and personal commitments are met.

• Improved Mental Health: Adopting a exible approach to work-life integration helps reduce stress and prevent burnout. is adaptability fosters a healthier mental state, allowing us to remain focused and energized.

• Stronger Relationships: Recognizing the uid nature of work-life demands enables us to be more present in their personal lives. is presence strengthens relationships with family and friends, which in turn provides emotional support that can enhance professional performance.

• Leadership by Example: When leaders model a healthy work-life ratio, they set a positive example for others. is leadership fosters a supportive work culture where employees feel empowered to manage their own work-life integration e ectively.

STRATEGIES FOR ACHIEVING A HEALTHIER WORK-LIFE RATIO

• Set Clear Priorities: Identify the most important tasks and goals in both your professional and personal life. Prioritize these and allocate your time accordingly. Understand that these priorities may shift over time and be prepared to adjust.

• Establish Boundaries: When possible, de ne when work ends, and personal time begins. Look and re ne each week to be realistic around both work and personal demands.

• Practice Mindfulness: Incorporate mindfulness techniques into your daily routine. Practices such as meditation,

deep breathing, and mindful walking can help reduce stress and improve focus, making it easier to manage the demands of both work and personal life.

• Schedule Downtime: Just as you schedule meetings and deadlines, schedule time for rest and relaxation. Treat this downtime with the same importance as a work commitment. Regular breaks and time o are essential for maintaining high levels of productivity and creativity.

• Seek Support: Don’t hesitate to seek support from mentors, coaches, or peers. Others in similar positions may provide valuable insights and encouragement. In conclusion, shifting from the concept of work-life balance to a work-life ratio o ers a more realistic and sustainable approach to managing the demands between personal and professional. By embracing exibility and adaptability, we can achieve greater productivity, improved mental health, and stronger personal relationships. CBT

Dr. Janine Stichter, President of

Don’t Give Up Your Privacy When You Sell Your Home

BY BRIAN TOOHEY

THE GATHERING AND MONETIZING OF PROPERTY DATA has been attempted by Microsoft, Google, Yahoo, Zillow, and many others. Each of these companies has run into the complexity of cataloging properties in local markets across the county and the amount of data to display to the public. How and when property data is displayed can pose signi cant risks, as a homeowner’s personal space and property details are exposed to the public without an owner’s knowledge.

Even with big data companies in the property data space, there are ways to list your home and protect your privacy and that of potential buyers.

When a homeowner decides to list their home for sale, one of the rst things they do when their home hits the market is nd their listing on national listing portals such as realtor.com. en they’ll check other sites to ensure everything looks the way they want,

the photos, price, number of bedrooms, etc. ey want their newly listed home to show up everywhere possible, blanketing the internet, including social media, to get the most exposure.

Advertising a home for sale online as part of a home-selling marketing plan does add value. e National Association of REALTORS reported in their 2023 Pro le of Homebuyers and Sellers that 41 percent of buyers start their home search using the internet before calling a real estate agent to view properties in person. However, there can be potential repercussions to a seller and potential buyer when property data is distributed to websites without data protections.

ese listing portal websites use the property data for several reasons, some of which bene t themselves and not the seller. e most important thing to a home seller is to help sell an actively marketed home to potential buyers. e listing websites also want to lure web surfers and keep them on their sites going from page to page, dreaming and looking at homes when they are not considering buying a home.

According to Forbes, the average time spent on a website is 54 seconds. One large listing website reported in 2021 that their average site visitor spends six minutes and twenty-one seconds on their site, with 93 million unique visitors in 2021, when less than seven million homes were sold that year.

Property listing websites try to gain as many rights to your property data as possible. ey will try to use multiple ways to obtain your data, using the source with the least protection for a property owner.

ose sites also desire perpetual use of that data. When they acquire those rights, they can continually display information about a property for as long as they want, including listing photos, oor plan images, and sold price.

When most home buyers close on their new home, they don’t want their nosey co-workers looking up their new home, viewing the listing photos, and nding out how much they paid. ere can also be security issues for new homeowners having what they assume is private information about their home accessible to millions of website visitors.

To ensure as much data protection as possible, sellers should consider the websites their home is listed on and ask their agents if any of their data is protected. Sellers might consider only having their listed home appear on local broker websites and the primary listing portals where speci c rules are in place to safeguard listing data. is way, you can take control of your property data and ensure its protection.

New homeowners should look up their properties on the listing websites to see what information about their homes is viewable by the public when their home is “o -market.” If there is anything they want to be removed, contact the website’s support, usually by email, and ask for the data to be removed and scrubbed from their systems and algorithms.

Most sites are agreeable to a homeowner’s wishes. is way, a property owner can protect their privacy and their largest investment in their home. CBT

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

Take a Seat at the Table

City boards and commissions offer opportunities to get involved.

BY MICHELLE TERHUNE

IT TAKES A VILLAGE to run a city the size of Columbia. If city employees and elected o cials were the only people involved in getting things done, the perspectives, experience, and input of a lot of other people in the community wouldn’t have a voice.

Great towns o er their residents seats at tables where decisions are made that a ect everyone. After all, the more diverse the community, the more diverse representation needs to be. at’s why Columbia’s city government has more than fty boards and commissions always looking for citizens willing to take those seats and help make the city the best it can be.

INDULGE YOUR PASSION OR YOUR EXPERTISE

e array of boards and commissions means there is something to suit just about everyone’s interests and passions. And working on something you’re passionate about while serving the community is what drives some people to apply to serve.

Take Tommy Fieser. He is a self-employed handyman and entrepreneur with a passion for bicycles. After applying to serve on the Bicycle/Pedestrian Commission, the city council appointed him to a three-year term that began in July 2022.

“I love bicycles. And speci cally, e-bikes,” Fieser says. “Of course, I still love my acoustic bicycle, too, and believe it’s important to maintain safe pathways for all bikes and pedestrians.”

In fact, that is the role this commission plays. It’s comprised of nine city council-appointed community members plus a representative of the Columbia Parks and Recreation Department. Members are charged with developing a master bike plan for the city which involves grant applications, bicycle use and safety programs, and addressing issues related to sidewalks, walkways, and trails.

“ e experience has shaped me a bit,” Fieser says. “It has been really very interesting getting to know all about the city’s budgets and sidewalk master plan. I’ve helped with a safety audit, and it’s been a fun learning experience.”

THERE’S SOMETHING FOR EVERYONE

e boards and commissions are broadly categorized under speci c umbrellas, including economic development, community development, health and human services, law, sustainability, cultural a airs, parks and recreation, convention and visitors bureau, nance, public works, human resources, and utilities.

Some boards are under the purview of the city manager or city clerk and others are appointed by the city council. On some, community representatives serve in an advisory capacity while on others, they have more decision-making authority.

For example, members of the Finance Advisory and Audit Committee make recommendations to the city council on various nancial matters. On the other hand, the ve appointed members of the Loan and Grant Committee review loan terms, requirements, and applications for the city’s housing programs. ey also make decisions on all these matters, including which applications are accepted and which are not.

In many cases, quali cations to serve are only being a resident and registered voter of Columbia. However, some require a knowledge of or interest in matters related to the commission or board. Others require speci c professional expertise or experience.

“If you are considering joining a commission or board, I would say to be speci c about your specialties, niche, or relevance in that area,” Fieser says. “Show your expertise. And if you feel like you’re not too knowledgeable in something, share how passionate and excited you are about the subject.”

SIGN ME UP

You can check out a list of boards and commissions on the city’s website, at como.gov/boards. ere’s information about what each one does, when it meets, how the board is comprised, a list of current members, and who appoints them to serve. e city advertises vacancies and invites residents to apply by speci c deadlines on the city’s website (como.gov/vacancies), in newspaper ads, and in the newsletter that accompanies your utility bill. ere’s also always word of mouth.

“My friend from college told me about it and I applied because I thought it would be an excellent way to participate and make a change in the community that I live in,” Fieser adds.

You can complete an application online, specifying which board or commission you wish to serve on, and submit it electronically. Or you can print a pdf version of the application, ll it in, and either mail it to or drop it o at the city clerk’s o ce.

For Fieser, serving is a ful lling experience. Although he hasn’t decided whether he will reapply to serve on the Bicycle/Pedestrian Commission when his term ends in July 2025, he is eyeing other rings he might want to throw his hat into.

He explains, “I would highly suggest serving on a commission or board because it is a fun social experience where you get to gather with like-minded individuals to advise and participate in relevant decisions in our own town.” CBT

Street Talk

Thanks to $2.8 billion, I-70 is getting a makeover.

BY JODIE JACKSON JR

INTERSTATE 70 through Columbia — well, through the roughly 200 miles in Missouri from Blue Springs to Wentzville — is about to become more challenging. Perhaps the most monumental part of the $2.8 billion project to build a third lane in each direction of that corridor will be keeping tra c moving, both safely and e ciently.

at was one of main takeaways from an o cial groundbreaking ceremony on June 13, with Gov. Mike Parson, contractor Millstone Weber, members of

the Missouri Highways and Transportation Commission, and a plethora of federal, state, and local elected o cials. e project, o cially dubbed “Improve I-70,” is a multi-phased plan. Construction is expected to start in July on Project #1: Columbia to Kingdom City. Also of note: the nal phase of the project will be from Boonville to Columbia, so our city is the middle of the road bookend for the rst and nal phases.

Considering keeping tra c moving. roughout construction, two lanes of travel will be available in both directions during peak hours. e rst phase of the project has an anticipated completion of late 2027.

at means at least the next four seasons of MU Tiger football will put the project’s “safely and e ciently” plans to the test.

SENIOR REAL ESTATE TAX CREDITS

Applications for Boone County’s senior real estate property tax credit program will be accepted beginning July 1, according to the county commission. e program was established in response to newly passed legislation from the Missouri General Assembly and voter approval of Proposition 1 in April. To be eligible for the program an individual must be a Boone County resident who:

• Is 62 years of age or older before Jan. 1 of the initial credit year; and

• Is an owner of record of a homestead or has a legal or equitable interest in such property as evidenced by a written instrument; and

• Is liable for the payment of real property taxes on such homestead.

Applications can be accessed online by downloading the printable application or in person at the Boone County Collector’s

o ce. All applications must be signed in the presence of a notary and submitted to the Collecto’s O ce before the annual due date of Oct. 1.

CACC RENOVATION AND ADDITION

Columbia Public Schools is renovating the Columbia Area Career Center. According to a new release, the project will improve the facility and increase access to the career center.

e renovation project includes a 15,000-square-foot expansion of classroom and programmatic space, as well as student enterprise space. e centers serves CPS students as well as students in neighboring districts, and private and parochial schools.

SNAPSHOTS

City Manager De’Carlon Seewood’s gave his State of the City address on May 30. Among other things, he spelled out plans for a new initiative: e O ce of Violence Prevention will be formed through a partnership with the National Institute for Criminal Justice Reform. e aim is to reduce incarceration and violence by teaming with community organizations that address public health and mental health; working with the courts to reduce repeat o enders; and other local resources. e new o ce will be funded via the scal year 2025 budget that Seewood will present to City Council in July. According to Go COMO ridership data, more than ten thousand fewer people used the bus system in May of this year than in May of last year. e city hopes bus stop improvements, such as implementing bus shelters over stops and improving sidewalks around bus stops will get more people to ride.

Ronald McDonald House Charities of Mid-Missouri has welcomed families to its brand-new Columbia home at 1110 S. College Ave. CBT

WHAT THE PROS KNOW BUSINESS

MARKETING

BANKING

MORE STRATEGIES TO KNOW FOR REDUCING PROJECT COSTS

By Vaughn Prost info@prostbuilders.com

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

STRATEGY #5

Pay for a Proper Pre-Design Site Investigation

The Golden Rule of renovation projects should be that for every dollar spent on a pre-design investigation, you will save ten. By removing ceilings, punching holes in the walls to see hidden, existing conditions, etc., pre-design site investigation will help designers base their designs on clear information that is exposed beforehand.

Sean Lundy, president and CEO of MP Lundy Construction and an inaugural member of the Construction Leadership Network, suggests pre-design site investigation be implemented for each project. If you spend $5,000 on site investigations, you’ll save $50,000. Spend $50,000 on a larger job and you’ll save $500,000 or even more, because the risk of site condition change orders goes down significantly. Your project schedule won’t have to go through redesign and rework and that will leave more money in your wallet! Owners won’t want to fix problems and unforeseen issues at the 11th hour, nor be forced to pay a premium for the extra work, and they don’t want to watch the project schedule get delayed because they chose not to pay for this important step.

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

Smart owners will see that their money is wisely spent on this investigation to ensure it goes smoothly without unforeseen surprises. Vaughn Prost and Prost Builders support this decision to discover hidden issues first and then let designers and architects draw the plans with full knowledge of the problems before they start designing.

STRATEGY #6

Hire a CM Who Practices Visual Planning

This is a system developed by Glenn Ballard, with Gregory Howell as a principal collaborator, called “The Last Planner” from the Lean Construction Institute. This system was a way to develop and disseminate knowledge regarding the management of work in projects, due to the realization that across all American and Canadian construction sites-only 54 percent of planned tasks were being accomplished in a week’s time under traditional project planning.

This bad statistic is the result of not utilizing visual planning, which leads to projects taking much longer to complete than originally planned. According to the Lean Construction Institute, the activity focus of traditional project management and controls overlooked the causes and consequences of an unpredictable workflow. But with the use of visual planning, using planning boards mounted on a wall for all to see will engage the builder and all trades in a realistic conversation about timing, sequencing, and constraints. This work drives much higher timeline predictability, since trades that are given a voice at the planning table are much more likely to keep their commitments to the project timeline.

For many decades, the general contractors decided on schedule logic and timelines by imposing force on the trades, but by incorporating visual planning into a project-the result would be a schedule that stays on track and finishes on schedule.

MISSION BASED MARKETING

By Erica Pefferman erica@comomarketing.co

For anyone that will listen to me geek out about marketing for long, they come away realizing that if nothing else, it is something that I’m very passionate about. For those that listen longer, they will hear me say that I truly believe that my work is my calling. I love connecting people with our community through the publishing company, and I love helping small businesses tell their stories with the marketing firm. The ultimate of both of those is when we get a chance to do that for nonprofits. Contrary to some people’s opinion (and sometimes that of the nonprofits themselves), they are truly also businesses. The only difference is that their excess funds go back into services, and they are taxed a little differently. At their core, they provide a service and need

ERICA PEFFERMAN President & Owner

Central Missouri Community Action, the Chamber of Commerce, and more. The work these people do inspires my staff and myself. However, it all came together one week in 2023 when as a part of Greater Missouri Leadership Challenge I toured Operation Breakthrough, the Veterans Community Project, and Pawsperity in Kansas City. I became convicted yet again and to a higher level as I toured each venture and heard about staff committing their lives and careers to helping those of us in the most need that my company should be doing more about mission-based marketing. What they struggled with… raising funds and spreading their message, comes very easy to us. That phrase kept resonating with me over and over. Mission based marketing. I came home on fire for the cause and discussed it with my partners. We decided that when the time was right, we would move this vision forward.

Well, the time is here and now. COMO Marketing is

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

proud to be launching a new division dedicated to those companies that do work directly impacting those most vulnerable among us. After all, they are a business, and they need to tell their story to their stakeholders too. Those stakeholders aren’t just customers, but also donors, volunteers, and persons served. In addition to having the heart and experience to help tell these stories, we also have the staff for the job. I have 20 years of experience serving on boards for local nonprofits raising funds and awareness including participating in co-chairing capital campaigns. One of my account managers has her formal education in nonprofit management and will be helping me lead this division. Lastly, our culture has been committed to this from the beginning, providing 10% of our time to nonprofits in need as well as providing paid for time off to employees volunteering.

I can’t tell you how excited I am to be growing our company this way. If you know of a nonprofit we might be a good fit for, please feel free to share our name with them.

COLLECTION AND PAYABLE SOLUTIONS FOR YOUR BUSINESS

By Brad Roling broling@midambk.com

Today, there are so many ways to pay someone or receive payment from them, such as payment apps and transfers, cash and checks. However, some of those methods are not exactly the most secure way for your business to operate. Let’s break down a few ways your business can collect money and pay money to others.

COLLECTION SOLUTIONS FOR YOUR BUSINESS

Collecting payments from customers is arguably one of the most important pieces of your business. You want the process to be easy and secure for them. There are a few different ways this can be done:

• Automated Clearing House, or ACH, allows you to make electronic payment disbursements. This eliminates the need to manually process and reconcile paper checks. With ACH you can collect payments electronically, receive funds from suppliers or other customers for products and services rendered, rent, dues, membership fees and more.

• Remote Deposit Capture allows you to scan checks and deposit them electronically from your office. You can also export all check data into your financial management software, making it

even easier to keep up with your business financials.

• Merchant Services allows your business to accept credit and debit card payments using Point of Sale (POS) terminals to make transactions easy for your customers and your employees. Your business also has the option of mobile POS terminals to make sales outside of your brick and mortar seamless.

PAYABLE SOLUTIONS FOR YOUR BUSINESS

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!

reimbursement, bonuses and vendor payments. With this service you no longer have to process, reconcile and mail paper checks, which saves you time and is more secure.

Paying vendors, employees and those you do business with shouldn’t be a dreaded chore. There are a lot of helpful tools that can make this a simple part of your day.

• Business Debit Cards are a secure way to make everyday purchases for your business. A card is quick for on-the-go and transactions can be viewed through the Online Banking portal.

• Automated Clearing House, or ACH, allows you to make electronic payment disbursements for a variety of things such as payroll, expense

• Wire Transfers are another secure way to move funds and make payments. It is a reliable way to pay vendors and can be done in a timely manner.

• Bill Payments can be done right from your Online Banking portal, saving you time and keeping you efficient.

If you’re looking to make your business more efficient and discuss any of these collection or payable solutions, I’d love to talk with you! We have a knowledgeable team of business services professionals, ready to help!

Gina Timm

DIRECTOR OF PROJECT MANAGEMENT

Gina has been with QuesTec for 25 years!

Gina Timm came to work at QuesTec back in 1999 and is now celebrating 25 years of Service!

She earned her Bachelor of Science in Business Administration from the University of Central Missouri before joining our team. Since then, Gina’s exceptional leadership has driven our success in large-scale projects, specializing in medical facilities, military construction, and education projects, just to name a few. Overall, she embodies the quality and consistency QuesTec brings to the table. Gina oversees our Project Management Team consisting of 8 Project Managers and 3 Project Coordinators.

Outside of work, Gina resides in her hometown of Boonville, MO with her husband. When she’s not busy with projects, you can find her gardening, cheering on her favorite sports teams, helping out on the family farm and spending time with her grandson.

questec.us

Shop the Sharp End

REDI’s Button spells out how the business incubator started.

STARTING FROM SCRATCH CAN SOMETIMES BE CHALLENGING, and that certainly describes the e orts that went into creating e Shops at the Sharp End.

As a catalyst for business development, Columbia’s Regional Economic Development Inc. (REDI) reacted to the COVID pandemic by recognizing that the industries hardest hit were food-based and retail businesses. In response, REDI considered ways to boost those business sectors.

A partnership was developed among Central Missouri Community Action (CMCA), the Downtown Community Improvement District ( e District), and REDI. e plan was to create a shared physical space while also o ering programs including business coaching, training, and mentorship. Training would involve workshops for retail including how to manage inventory, navigating questions about leasing, and how to display the products

e space that would become e Shops at the Sharp End was originally used as a commercial kitchen for COMO Cooks. Caterers, bakers, and other cooks started there. COMO Cooks later moved to Business Loop and is now part of e Loop CID.

With the space empty, the decision was made to remodel it with the goal of housing retail entrepreneurs in a shared space where they could sell their items while also participating in workshops, training, and coaching.

e three partnering organizations meet every Friday. REDI provides support for operations such as overhead, utilities, leasing, equipment, coaching, and peer-to-peer mentoring. e District handles the marketing, promotion, and events that will be held at e Shops. CMCA, through the Missouri Women’s Business Center, provides a variety of support that includes business coaches. Coaching helps entrepreneurs learn

STORY AND

PHOTOS BY SCOTT CRISTAL

what items sell and determine which products are most successful.

e Shops are designed to reduce the barriers for “low to moderate income individuals and minorities and give them a place to start new retail enterprises,” says Stacey Button, REDI president. e goal is to help startup entrepreneurs successfully grow into brick-and-mortar businesses — or e-commerce enterprises — with locations downtown and around the city.

e Shops at Sharp End were named to honor the area that was the city’s vibrant Black business district throughout most of the twentieth century, until Sharp End was dismantled and replaced via “urban renewal” in the late 1950s and early 1960s.

e Shops encourage minority entrepreneurs to embrace that history as part of their participation

Button says the REDI, District, and CMCA partners work in the background to let e Shops stand out. As the businesses grow, job opportunities also increase and the local economy becomes more diverse, she says. And that will generate demand for more retail space. It increases job opportunities, diversi es our economy, and generate demand for more retail space.

Raw Roots Turmeric

Passion drives Ranjana Hans in creating and building her business, Raw Roots Turmeric. She specializes in selling herbs using the knowledge she learned as part of her heritage and the ancient wisdom she gleaned while growing up in India. For instance, when someone fell ill, tht person was treated with various herbal remedies. After coming to the United States, Hans discovered that herbs were also used for remedies here.

Hans used that knowledge in treating family members, as well as passing it along

to friends. But that was not enough. When asked a general question about what she did, Hans realized she took care of her family and home, but still felt something was missing. It dawned on her she should be sharing her knowledge of herbal treatments. She asked her children and her husband for their thoughts, and they were enthusiastically supportive.

Her husband, a University of Missouri research scientist studying in ammation, o ered to work out the formulas for composition for the herbal creations she wanted — and a business was born. Hans incorporated education into her approach, and she holds seminars, teaches at community gardens, and makes presentations at conferences. e name Raw Roots Turmeric was purposely chosen. e “raw” emphasizes getting the natural oils and all the nutrition out of the herb. “Roots” refers to the basic knowledge of how powerful and bene cial the herb can be. “Turmeric” is the most popular and primary product being used.

Hans started her business at the Columbia Farmers Market during the pandemic. She gave out sheets of information to help educate the public about the bene ts of using turmeric. She experimented with the best ways to display her products while talking to potential customers. e goal was to build trust in the community.

e Missouri Women’s Business Center and REDI were mentors for every part of the business, Hans pointed out. She has received grants, including one from the Missouri Department of Agriculture so the herbs can be grown in a greenhouse. She said Missouri’s climate is not conducive for turmeric, which takes seven to nine months to grow.

Demand for her products has grown and Hans gets requests for information and ships everywhere. She has displayed at the Missouri State Fair, and the National Restaurant Association showcased her products.

Black Tea Bookstore

Dreams that become reality can be extra special. Since she was a little girl, Candace Hulsizer thought about opening a bookstore. She had never seen herself re ected in books.

Once she became an adult, she talked with those close to her about making her dream a reality. Her husband was supportive and o ered to help get it started. e naming was a bit more of a challenge. Chat-

Aaron Fox Writes

After earning a journalism degree at the University of Missouri, Aaron Fox pivoted and went to work at State Farm Insurance. Eventually, a friend asked him to join a radio show knowing he had done radio while in college.

ting with a friend from South Africa, the friend humorously suggested incorporating “tea” in the name since Hulsizer likes all kinds of tea.

Knowing what type of books and market she was going to target, the name Black Tea Bookshop was born.

e next step was a “proof of concept” to see if there was interest in books in her area. By using popups and attending small business expo events, she determined there was enough interest to merit launching a business.

Working with a business coach through the Women’s Business Center and being a member of e REDI Hub, Hulsizer worked on developing her business. She determined there was a need and that to be successful, she needed to build community. e focus would be on upbeat, uplifting books while including the issues that are important. Her goal highlighted on her website is “to showcase the value of stories

written by Black authors who highlight Black traditions and culture.”

“I’m a reader so I know a lot of books,” she says. As she developed her business, Hulsizer got advice from booksellers, warehouses, and publishers about books to choose. Some would be based on books she personally liked. e Black experience is what she wants people to read about, particularly re ection, joy, and resilience. In addition, she o ers an array of ction and non ction books covering cooking, traveling, sci- , and thrillers.

Timing is everything and she learned of the plans for creating an entrepreneurial shop called e Shops at Sharp End not long after she started. She was not ready for a brickand-mortar operation; the incubator model of e Shops seemed the best way to build toward that goal. She also depends on referrals, events, social media and her website.

Hulziser hopes to someday have her own shop where people will be able to sit and sip a tea, and preferably her own tea brand that is currently in development with a company in North Carolina.

During the radio show he had joined, Fox came up with the idea for a children’s book. While they were chatting on the air, he came up with the idea of a ninja sloth, and the character became a topic of conversation. us, a story was be born from a casual, o -beat conversation about sloth-like tendencies.

“It would be cool to create a story out of nowhere and get it published,” Fox says, recalling his epiphany. He researched the topic and faced several challenges as he learned new steps along the way, such as copyright requirements and getting an International Standard Book Number (ISBN).

He explained the process and feeling as “amazing endorphin with an idea you come up with all your own,” which results in “a story others can read. Pretty cool.”

He was o ered a contract by the MU Health Care Children’s Hospital to write a book about TJ Mascot to explain the hospital’s move from Keene Street to a new campus next to University Hospital.

Fox had been interested in children’s books since working at Scholastic Books, which also happened to be when he was dating his future wife, a third-grade teacher. ey purchased numerous books there in anticipation of having children.

Working with REDI and a business coach helped develop a valuable business plan, followed by the opportunity to place his books at the Shops at the Sharp End.

“I love the history. It’s a great way to get out in the community,” he says. Fox’s space there displays his books along with Ninja Sloth shirts which are anked at the display by a sloth.

e next goal is to take his writing and publishing knowledge to help others. He envisions creating a network to help people with consulting, publishing, and monetizing their creative writing works. at could evolve into having a group of children’s book writers creating their books. Fox says that system could lead to him buying the books wholesale and then working to sell them. CBT

The Loop Means Business

Ten years later, The Loop CID counts its gains and attractions .

BY SARAH JOPLIN

IT’S HARD NOT TO NOTICE that change is afoot along the Business Loop 70 corridor.

Commissioned artwork o sets the brickand-mortar cityscape while colorful banners proclaiming the thoroughfare as a destination for doers and makers a rm that “You Are Here.” Such signs are just the tip of the iceberg, for what started years ago as a grassroots e ort by business and property owners along this roadway has metamorphosized into its own independent government agency known as e Business Loop Community Improvement District (CID) — and it means business.

Carrie Gartner, executive director of e Loop, explains a bit about the motivation and arduous process of forming the organization in the rst place.

“It started with a group looking to improve the infrastructure of the street. ey were interested in making it walkable, making it more attractive. ree of the entrances into Columbia o [Interstate] 70 are onto the Business Loop and they didn’t think we were putting our best foot forward,” Gartner says.

Volunteers set about consensus building and de ning a shared vision for e Loop, circulating a petition in the region to establish a district, obtaining approval on a majority of property values for self-assessment, getting consent through the city council to form a CID, and going through a general election process where a half-cent sales tax within the district was implemented through the vote.

Michele Batye, owner and president of Dave Griggs Flooring America and current chair of the CID board, chronicles some important steps, noting, “ rough the Smart Growth America grant we branded ourselves a collection of makers.” at funding, awarded to only six organizations nationally, encourages local, small-scale manufacturing to revitalize an underperforming area of a city and create new economic opportunities. e Loop generated its Maker City Plan to re ect inherently the same do-it-yourself ethos that de nes the Business Loop itself. Bayte has been with Dave Griggs for thirty-two of the nearly fty years the company has conducted its operation on Business Loop 70.

“We are a state roadway which has been minimally maintained, but despite the street’s neglect, we are a corridor of long-established, successful businesses, educational institutions, not-for-profit agencies and city municipalities,” Bayte says of the corridor’s unique structure.

Gartner a rms the spirit of the corridor as she recognizes the challenge that Business Loop 70 not being a city street has posed to its betterment.

“It used to be Highway 40,” she explains “It is owned by the Missouri Department of Transportation, and they have very strict rules for what you can and can’t do on their roads but no money to allocate to the city to handle maintenance deferred since the 1960s.”

December 2014

April 2015

February 2018

Jack Miller files petition to form The Loop CID.

City Council approves formation of the CID.

City Council approves The Loop Corridor

Gartner concludes that, ultimately, “We need the city to take over the street if we want it to improve.”

e CID is one step in the lofty goals reected in e Loop Corridor Plan. e tenyear concept plan entails creating a welcoming, attractive, and economically vital street which can compete in the marketplace for investment and long-term viability.

She is encouraged that the city was recently awarded $2.13 million for a planning study required by the feds. at e ort will include environmental, engineering,

safety — and storm water management studies, all the planning that must happen before the rst shovel digs into the ground.

Gartner hints that the public should “keep an eye out for the huge planning process as it gets started in the next ve to six months, because that’s the best chance we have of turning this street into something that we can be proud of as Columbians.”

Along e Loop, work in progress is noticeable and notable successes include the Pop-up Park which was built in an empty lot and now hosts community events in-

cluding spring and fall makers markets. e markets feature artisans, cooks, makers, and crafters o ering handcrafted, oneof-a-kind items.

CoMo Cooks Shared Kitchen is making waves with its commercial kitchen as a food business incubator that is currently servicing more than thirty entrepreneurs. Within CoMo Cooks is e Packing House Production Kitchen where those interested in making value-added products can begin production. at element of CoMo Cooks includes local farmers.

Also at the landmark plaza, Moberly Area Community College’s Columbia campus acts as an engine for workforce development. Its a liated MACCLab Makerspace is a growing community resource.

“Our goal is to be a workspace open to all makers, creators, doers, and entrepreneurs in mid-Missouri,” says MACCLab Director Maggie Holper.

In 2020, Columbia was named an Etsy Maker City and received a grant for inclusive growth. To further calcify e Loop as the city’s Makers Row and support its community of artisans and makers, the CID created a shared branding program called the Cre[8] brand. Visit www.cre8como. com for details and a listing of makers.

Additional shared spaces near the CID and within the Cre[8] brand include Columbia Gadget Works for those interested in computers, electronics, and digital devices, and VidWest Studios, a community media center o ering photography, audio, and video tools and resources.

“You drive down the Business Loop and there is a lot happening inside that you just can’t see when you’re on the street,” Gartner says, reminding passersby that by patronizing businesses along e Loop, residents are contributing to the groundswell of vitality taking place there. CBT

April 2019

May 2023

March 2024

200 volunteers transform vacant lot into a pop-up park.

CoMo Cooks permanent kitchen opens at Parkade Center.

The city partners with The Loop for a $2.13 million planning grant.

SYDNEY OLSEN

ENGAGEMENT AND PUBLIC COMMUNICATIONS MANAGER, CITY OF COLUMBIA

JOB DESCRIPTION: I help craft the city’s message and identify the best way to engage with and communicate information to the public. at includes working closely with media partners to help disseminate information.

PROFESSIONAL BACKGROUND:

After receiving my degree in broadcast journalism from the University of Missouri, I worked in broadcast news for several years as an anchor, producer, and investigative reporter. After that, I stepped into my current role in Columbia and have been here for three years.

HOMETOWN: Centralia, Missouri

YEARS LIVED IN COLUMBIA OR CENTRAL MISSOURI: I have lived in Columbia since 2015 but have spent my entire life in Central Missouri.

FAVORITE QUOTE: I honestly can never remember a full quote to save my life.

FAVORITE VOLUNTEER/COMMUNITY

ACTIVITY: I am an active member of Columbia Rotary South. I love the opportunity to work with other community members on a variety of projects. ose include volunteering at the Food Bank and other organizations like Caring Hearts and Hands of Columbia.

FAVORITE RECENT PROJECT: Partnering with Local Motion to hire an engagement coordinator position for Columbia. is position will help the city manager’s o ce identify better ways to engage with community members who often do not have a seat at the table by removing barriers and meeting them where they are at.

WHY YOU ARE PASSIONATE ABOUT YOUR JOB? I have always loved educating people so that they can become involved. As a reporter I enjoyed telling people’s stories. Now with the city, I enjoy educating citizens on the many services we provide to make their community the best place to live.

IF YOU WEREN’T DOING THIS FOR A LIVING, YOU WOULD: If I could get out of bed that early I have always thought it would be fun to own a co ee shop.

THE BIG CHALLENGES FACING YOUR INDUSTRY: Distrust in government and the number of ways people now get their information.

YOUR NEXT PROFESSIONAL GOAL: I would like to attend FEMA’s Advanced Public Information O cer course.

ONE OF THE BIGGEST LESSONS YOU’VE LEARNED IN YOUR FIELD: You will make mistakes in your work. You must look at those as opportunities for improvement and be able to admit when you are wrong.

HOW YOU WANT TO IMPACT YOUR COMMUNITY OR YOUR STATE: I would like to help change and shape the way local government communicates with residents in our community. Government is slow to change, but I know the city has a desire to nd new and more e ective ways to reach people. I hope to play an integral role in that change.

GREATEST STRENGTH: I feel I can connect with anyone. I nd it easy to strike up conversations with strangers and learn something we have in common.

GREATEST WEAKNESS: Imposter syndrome. I am still early in my career, and I struggle to feel like I am making a di erence or capable of achieving great things.

WHAT YOU DO FOR FUN: I don’t have an overly exciting life outside of work. On

the weekends I typically play video games, read, or cook. I also enjoy volunteering with my Rotary Club.

WHO MAKES UP YOUR FAMILY? My mother and father live in Nixa and my sister lives in Kansas City.

WHO HAS BEEN AN IMPORTANT INFLUENCE ON YOUR LIFE? I know a lot of people say this, but my answer is my mother. Growing up in Centralia, my mom was involved in what felt like every club and organization including the school board, planning and zoning board, Women’s Network, and more — on top of running the public library. I do not believe I would have gotten into this line of work or started volunteering if I had not seen that from such a young age. Her involvement also taught me that not everyone will agree with your decisions, but you must be con dent in your decision-making and do the right thing.

HOW DO YOU MANAGE PRIORITIZING TASKS? As a former news reporter, I can say one thing that line of work does is teach you how to meet deadlines. My basic approach is to prioritize projects by deadlines. I always try to work ahead because anyone in communications will tell you unexpected projects and deadlines pop up all the time.

ACCOMPLISHMENT YOU ARE MOST PROUD OF: Getting this job with the city. I remember receiving the phone call from former City Manager John Glascock and being unable to hide my smile. is is a great place to work with people who are passionate about helping others, and I enjoy the complexity and nature of the work I do.

MOST PEOPLE DON’T KNOW THAT YOU: I minored in German in college. I still take lessons once a week, but if anyone in town wants to start a routine co ee date to help me sharpen my skills, I would greatly appreciate it! CBT

Photo by Anthony Jinson

ELITE STATUS

Columbia Fire Department maintains lofty international accreditation.

BY JODIE JACKSON JR

BY ANTHONY JINSON

Thousands, if not millions, of data points. Hundreds, if not thousands, of pages of documents, reports, and analysis. More than 100,000 sta hours and nearly 70,000 calls for service.

How is any of that related to re ghting? According to the Commission on Fire Accreditation International (CFAI), it proves that the Columbia Fire Department is worthy of receiving reaccreditation, ve years after the department gained elite status among a group of only 312 re departments worldwide to earn that recognition.

“It’s a huge accomplishment,” notes retired and former Columbia Fire Chief Clayton Farr Jr. “It’s a great amount of work. And it never stops. It’s not a one-and-done" achievement.

Assistant Chief Je rey Heidenreich was the Columbia Fire Department’s accreditation manager throughout the process and was the point-person for assembling and having working knowledge of the data, reports, and analysis that went into the process of demonstrating the department’s success and shortcomings. He echoed Farr’s observations.

“It’s not a rubber stamp” for excellence, Heidenreich said. “It’s a process, not a project.”

For example: e 2023 Community Risk Assessment that examined how well the CFD was covering all incidents and calls for service showed a ve-year total — from 2018 to 2022 — of 68,127 incidents, which account for re calls, emergency medical services (EMS), and other incidents. Each of those incidents are further broken down into the type of apparatus used (95,785 apparatus in total), whether a re was a building, wildland, or vehicle re, and the types of EMS responses. e breakdown, which is summarized in a more than 220-page document, also shows sta hours and dollar loss from all incidents. But the data and analysis does not stop there. Each of the department’s 10 re stations account for sta time, response times, and whether the station or crew was a rst, second, third, or later response to a call. e response times are also broken down, and the apparatus from each station has a breakdown of use, timeliness of response, and other data points that the department uses to determine its e ectiveness and whether an additional re station is needed.

Nearly half of Columbia’s municipal budget pays for public safety — law enforcement, re, and municipal court. e re department’s budget expenses for scal year 2024 totaled $28.85 million.

While the granular nature of the accreditation and reaccreditation process might be eye-glazing or mind-numbing to the public, the numbers and conclusions are invaluable to show strengths and shortfalls, giving the department solid insight into how to make improvements. And that is the point, Heidenreich explained.

“ e ultimate goal has to be service to our customer, and that’s the community,” he said. “How well do we respond when someone calls 9-1-1?”

e ve-year overview showing 68,127 incidents included 1,984 re incidents, 42,571 EMS incidents,

PHOTOS

and 23,572 “other” incidents.

e re breakdown listed 569 building res, 497 wildland res, and 308 vehicle res. Of the EMS incidents, 1,880 were for vehicle responses and 253 were for technical rescues. e dollar loss list for all incidents was a combined $11,947,749. A corresponding chart shows the locations of all calls. e calls that had a crew on the scene within four minutes are marked as green dots. e calls that took longer than four minutes for a response are marked in red.

“The ultimate goal has to be service to our customer, and that’s the community.”

—

JEFFREY HEIDENREICH Assistant Chief

How quickly the re department responded and how well the incidents were managed are also detailed throughout the report, which earned high marks from the CFAI accreditation agency.

e comprehensive assessment covered all aspects of the department’s operations including emergency response, training, equipment maintenance, community outreach, governance, administration, and leadership practice.

Heidenreich pointed out how the data and analysis demonstrated and veri ed the need to build Station 11 in south Columbia. Prior to that station opening last fall, it took the department eight-and-a-half minutes to respond to a house re in the ornbrook subdivision. (Fire science shows that a re of that nature will double in size every thirty seconds.) Engine 11 can now reach that area in three minutes or less.

e department’s target is arriving on a scene with a fully prepared crew within four minutes after the call 90 percent of the time. Due to that target and the reaccreditation, areas served by the Columbia Fire Department have an Insurance Services O ce (ISO) rating of 2, just a step from the top rating. Insurance carriers use the ISO rating to determine insurance rate and premiums.

City Manager De’Carlon Seewood was among a group of re department and city o cials that met with a review panel, a process he described as “kind of intimidating” to dispel any notion that accreditation is easy or painless.

“ e process is as much about improving as it is meeting standards and goals,” he said, explaining that the reaccreditation e ort as “a herculean task, a lot of work” that shows CFD’s commitment to public safety and Columbia residents.

“Not every city, not every organization has the capacity to take this on,” Seewood added.

CFAI presented a list of 15 recommendations involving leadership development, further risk assessments to determine necessary prevention programs, developing department policies to formalize agreements and procedures, sta ng levels, and, other things, work toward

“I think some people have the belief that accreditation is the end all, be all. That it’s once and done. But we want all of our members to understand it’s not a stale document. It’s a living, breathing way of thinking.”

— CLAYTON FARR JR. former Columbia Fire Chief

having city o cials adopt the most current International Fire Code.

During the reaccreditation process, a peer review team came to Columbia and shadowed department sta and leaders, monitoring and evaluating day-to-day calls and administrative tasks.

“We’d tell them, ‘We’ve got a great relationship with our 911 center, or our IT department,’ and the review team would say, ‘ at’s great. Now let’s go talk to them,’” Farr said. “ ey veri ed everything that we provided to their team.”

e accreditation report’s executive summary praised CFD for its achievement.

“ ere is clearly a commitment to continue to follow and support the implementation of identi ed opportunities for improvement,” according to the report. “It is anticipated the agency will move swiftly on many of the recommendations. e agency’s leadership was incredibly open to the peer team ...”

A city news release also lauded the intent of the process.

“Receiving reaccreditation from the CFAI rea rmed the department's position as a leader in the re service and demonstrated its commitment to meeting and exceeding the community's needs,” the release said. “ e process not only validated the department's existing practices but also provided a roadmap for continuous improvement and innovation in the future.”

Farr said the department’s most valuable resource, “our members,” deserve credit for successful reaccreditation.

“We had participation from every division within the department and from each rank of personnel,” he added. “Our sta provide amazing service to our community day in and day out.”

One ongoing focus will be introducing the ins and outs of accreditation to new trainees, and to understand what the recognition is — and what it is not.

“It’s not a sticker on a retruck or a patch on the shoulder,” Farr said. “I think some people have the belief that accreditation is the end all, be all. at it’s once and done.

But we want all of our members to understand it’s not a stale document. It’s a living, breathing way of thinking.”

As the department’s accreditation manager, Heidenreich is also a CFAI peer assessor.

“I think you have an opportunity to make an impact,” he said. Applying all he has learned and experiencing the process as a manager gave Heidenreich an even deeper understanding of accreditation and the amount of work that goes into that.

“I’ve learned to appreciate all the things we do really well,” he said. “We’re a great professional career re department, and we’re doing what great re departments do.”

And the mountain of documents and data that got the department to this point is not going away, he promised.

“It shows where we have gaps and what we are going to do about it,” Heidenreich explained. “It really tells the story of how reliable we are and what we are holding ourselves to.” CBT

There’s more to business than what you see on the surface. The building, your employees, and equipment are obvious. But there’s so much more. And it’s all connected. If one part suffers, it affects everything else. These are the things we need to know to help you succeed.

bankofmissouri.com/business

The Bank of Missouri understands that your business is complex, but it’s also part of something greater. Our bankers connect with you to understand your business and help you better serve your customers, your employees, and our community. We believe that who you work with matters just as much as what you do.

BUDGETING FOR COMO’S FUTURE

How the process works — and what makes it work for Columbia.

BY RACHEL ABNEY

TAKE A TRIP TO A FICTIONAL CITY where the annual budget is orchestrated by a jolly band of whimsical clowns — complete with oversized shoes, red honking noses, and a penchant for fun-patterned jumpsuits. Welcome to Circus Town, U.S.A., where public transportation consists of comically small clown cars, and town hall meetings are replaced by uproarious comedy performances.

While Circus Town’s escapades may amuse, they accentuate a critical truth: a well-planned city budget matters. Essential resources and services can slip through the cracks when objectives are misaligned. In

contrast, Columbia’s leaders prioritize central services and infrastructure, meeting community needs. eir budget process is no laughing matter — it involves meticulous planning, transparency, and scal responsibility. Rather than squandering funds on clown cars and comedy shows, Columbia focuses on maintaining roads, funding public safety, and investing in community advancement — minus the carnival antics. e city budget isn't just about numbers; it’s a blueprint for the future. Each xed pothole, every well-maintained park, and all provided public services re ect deliberate planning and thoughtful prioritization.

Embracing a New Budgeting Approach

Columbia’s budget is a blank canvas, waiting for each department to paint its nancial picture. at's the essence of zero-based budgeting (ZBB), a fresh approach to transforming how the city allocates resources. Unlike traditional budgeting, which relies on past budgets as a foundation, ZBB forces each department to justify every expense from scratch. It's like starting a puzzle without any pre-assembled pieces — each decision matters.

Matthew Lue, Columbia’s nance director, emphasizes the signi cance of ZBB in enhancing accountability.

“By evaluating the budget with a fresh perspective annually, this method ensures that all expenditures align with emerging needs,” he says. It breaks away from the “we’ve always done it this way” mantra, improving the city's budgetary processes. By encouraging thorough analysis of needs and costs, ZBB eliminates wasteful or redundant spending and ensures e cient resource allocation.

Behind the Numbers: The Budget Creation Process

City departments gather around conference tables, crunching numbers, and debating priorities. It’s budget season in Columbia, a collaborative process involving city departments, the City Council, and citizens. Departments work closely with their budget analyst and budget o cer to review expenses, propose reallocations or reductions, and present recommendations to the City Council. After public meetings, the council reviews, amends, and adopts the budget.

As autumn arrives, the budget process kicks o in October, with these key highlights:

• e city’s economist prepares the Five-Year Trend Manual from November to January, guiding monetary decisions.

• New capital projects take center stage under review in February.

• In March and April, departments prepare budget estimates. By May, the City Council will unveil the draft capital improvement project (CIP) and six-month nancial information, with revenue forecasting, o ering a glimpse into Columbia's economic future.

• Finalization of the draft budget occurs in July and is distributed for review.

• Citizens participate in public hearings and work sessions in August and September, shaping the democratic budget adoption process before the new scal year starts on October 1.

Balancing Citizen Perspectives for a Sound Budget

Budget priorities emerge from discussions between the City Council and the city manager. While there’s a common misconception that funds can be spent freely, legal requirements dictate spending. ink of enterprise funds as designated piggy banks — one for utilities, another for roads. Legal rules guard these funds, designated for speci c purposes, ensuring they’re spent wisely. Public input guarantees that the budget addresses diverse needs by balancing di erent perspectives and requests.

e budget is on the agenda at public hearings, and residents have a say. e public can visit BeHeard.CoMo.gov, where feedback channels await input. Or grab the “Budget in Brief” — a pocket-sized guide to revenues, expenditures, and real-world spending examples. Citizen voices matter. Attending council meetings, chatting with your Ward’s council members, or meeting the budget o cer at community gatherings allow residents to shape Columbia's nancial future together.

Tracking Tax Dollars: Where Your Budget Money Shines

In the scal year (FY) 2024 budget, revenue growth played a crucial role. Sales tax revenue has sprouted around 3 percent over the preceding year, nourishing public safety and road maintenance. Behind the scenes, the 2 percent local use tax generated $8.1 million this scal year — powered by surging online sales and the new 3 percent recreational marijuana sales tax.

e FY2024 budget stood tall on the shoulders of its predecessor, reaching new heights with a 4 percent overall increase, resulting in an adopted budget of $546.3 million. Public safety received a boost — an extra $3.8 million to fortify protectors, bringing the total to more than $67 million. Transportation revved up, with $7.5 million smoothing roads, resulting in a robust $73.6 million share. Meanwhile, health and environmental initiatives added $5.5 million, reaching a total of $30.3 million. e FY2024 budget re ects Columbia's pledge to long-term ecological health, bolstering community improvement, safety, and transportation infrastructure.

Public Safety Enhancements

Columbia is invested in its guardians. Signi cant funds were allocated to modernize equipment, train police and re departments, and increase starting pay for police o cers. In October 2023, the city opened Fire Station #11 and allocated $1.2 million to replace an aging re truck.

Health, Environment, and Support for Vulnerable Populations

e budget prioritized health, environmental support, and aid for vulnerable populations, with new grants allocated for health and human services. e newly established Housing and Neighborhood Services Department and a Planning and Promotion division under Public Health and Human Services aimed to address a ordable housing and streamline public health programs.

“Investment in stable and a ordable housing and essential wraparound services is a pivotal need within our community,” as voiced by a participant in a recent City Community Engagement Survey. “For housing, we need more homes. With wraparound services, that's the expensive part. Investments that leverage other dollars, so it's stable beyond relief funding. Investments that impact as many people as possible.”

Community feedback underscores the importance of leveraging federal grants, such as those facilitated through the American Rescue Plan Act (ARPA), to support initiatives led by the Department of Public Health and Human Services. ese investments provide immediate relief and establish long-term permanency. Savvy leveraging of federal programs conserves city revenue and positively impacts the broader community.

Utility and Transportation

Infrastructure Investments

e city planned substantial investments in utilities infrastructure, including:

• $1.1 million for rising water treatment costs.

• $7 million for sewer rehabilitation.

• An electric rate increase was slated to generate $8.3 million to cover rising operation and maintenance expenses.

• Funding for a new Residential Community Solar Program at the Columbia Housing Authority Resource Center.

• Transitioned to an automated refuse collection system in March 2024.

Transportation and infrastructure funding included transit upgrades such as bus replacements and schedules to replace end-of-life vehicles with low or no-emission alternatives, supporting the city's sustainability goals. e city aspires for these investments — from cleaner water to e cient refuse collection — to lay the groundwork for future generations, ultimately reducing overall costs.

Operating Expenses

Columbia’s unassigned general fund balance is an impressive 46.5 percent of expenditures and transfers as of September 2023 — a robust gure well beyond the 20 percent target. at nancial strength has consistently earned the city the prestigious Distinguished Budget Presentation Award for twenty-eight consecutive years. Yet, even amid operating success, Columbia navigates ongoing challenges.

“by evaluating the budget with a fresh perspective annually, this method ensures that all expenditures align with emerging needs.”

MATTHEW LUE, Columbia’s Finance Director

Challenges and Opportunities

Columbia’s budget faces a tightrope walk between immediate needs and long-term goals. With costs rising and opportunities emerging, quick-thinking strategies are crucial. Allocating $10 million for employee compensation, 6.4 percent above market rates, demands a delicate balance amidst in ation. Maneuvering through an 11 percent surge in health insurance expenses adds complexity.

“Public spending perceptions often spark complaints and concerns,” explains Andrea Greer, Columbia’s budget o cer. Taxpayers frequently wonder why new bike trails or artworks appear while potholes persist. However, she says, it’s essential to recognize that major roads like Stadium Boulevard, Business Loop, and Providence Road are owned by the state and fall under their jurisdiction. Meanwhile, bike trails thrive as the result of dedicated park funds, and art installations blossom through grants — not city coffers. Greer emphasized that “legal requirements dictate fund usage and limit exibility.”

Despite challenges, Columbia's budget o ers opportunities. Engaging residents in the process ensures local priorities are re ected. Focus on environmental sustainability promises long-term bene ts, and strategic investments in infrastructure are intended to stimulate economic growth.

As the scal year ends on September 30, spending patterns will unveil the impact of budget allocations, shaping future planning, and giving evidence — showing shortcomings — to the city’s budgeting process. CBT

Overfl owing

Engineer questions additional costs, time for water utility improvements.

BY LAUREN SABLE FREIMAN

AFTER A $43 MILLION BOND ISSUE was approved by Columbia voters in 2018, another ve years passed before the city’s nance department nalized the sale of the bonds and transferred the funds to the city in October 2023. e bond funds will be used to upgrade the McBaine Water Treatment Plant and restore the plant’s capacity to 32 million gallons of water per day.

e bond issue will also be used to extend the life of the McBaine facility and rebuild the West Ash pump station. In November 2023, Columbia City Council

authorized the Water and Light Department to open the bidding process for the projects. Construction was expected to begin this summer on both projects.

While the budget for the water treatment plant was initially estimated at $23 million, the current budget is set at $37 million — $14 million above the estimate. e initial $3 million price tag for the West Ash pump station has also increased by almost $2.8 million.

One of the most vocal critics of the water plant nancing project is former Water and Light Advisory Board member

John Conway. While some of Conway’s complaints hold water, other statements that he has distributed to media via email and as a frequent speaker during City Council public comment sessions are not correct, according to city sta .

For instance, Conway contends that contracts for the water plant and pump station projects have yet to be awarded. Columbia Utilities Director Dave Sorrell says the contract for the water treatment plant is in place and that he expected the pump station contract to be awarded by the end of June.

owing

RED FLAGS?

Conway has raised multiple red ags about the process, the timeline, the price tag, and the dollars available to complete the projects.

With a 53-year career as a licensed professional engineer, and with most of that time focused on the design of public wastewater systems, Conway says he has developed a deep knowledge of designing and procuring funding for public water and wastewater systems. Combined with 28 years of service on the city’s Water and Light Advisory Board (WLAB), with about half that time spent as chairman of the board, Conway said he feels quali ed to make observations and recommendations for the city.

ough Conway left the WLAB in June 2018, he has maintained an interest in the projects, and he has one key observation of the situation — the water bond issue was not su cient to cover the cost of upgrades.

“I want to be cautious that this isn’t a means of blaming or getting after sta , but we need to be

forthright about what we can do to make this more e cient and more e ective for the future of the community,” Conway says. “Looking back towards 2018, as a means of problem solving, we need to re ect back and say what went wrong or what we could have done di erently to make it better ... ey developed cost estimates that weren’t realistic from the outset.”

City o cials do not argue the point about cost increases and estimates that missed the mark.

“ e original cost estimates were developed in 2017 and were reasonable at that time,” Sorrell said in an email, noting that project costs have “signi cantly increased” since 2017 due to several years of in ation.

Sorrell also noted that due to cost escalations, “the bond funding is not su cient to fund all the upgrades” proposed by the bond issue. ough Conway alleges that the shortfall caught city leaders o -guard and that discussions addressing the situation were not public, the city’s meetings record shows otherwise.

e city council was noti ed of the likely and now realized shortfall at a public hearing in August 2022 and a Water Treatment Plant work session in November 2022.

ANSWERING KEY QUESTIONS

As an engineer, Conway said he is interested in understanding the process used to develop the estimates for the project.

“What process did they actually use to go to voters with the bond issue?” Conway asks. He questions the decision to implement a rate increase before the bonds were sold, claiming that the $2 per month user increase to the water utility base charge — which was approved when city council approved the city’s scal year 2023 budget in September 2022 — was a “classic case of putting the cart before the horse.”

“A normal practice would be to estimate a rate increase, but not implement the rate change until you sell the bonds so you see what the actual payment will be,” he says. “ en you would see if $2 is sucient or not. You have to issue the bonds, then increase the rates to match up with the actual bond payments. ey found out they were $735,000 short per year.”

Sorrell disputes that method.

“At the time the bonds are sold, the existing rates need to be su cient to demonstrate the required debt coverage will be maintained,” Sorrell wrote. “ e entities we worked with to issue these bonds required that we adjust the rates for both water and electric prior to the bond sale to demonstrate the debt coverage would be su cient.”

To remedy the shortage of dollars, Conway says the rates will rise again this coming year. Sorrell agreed, adding that city sta is developing the proposed FY2025 budget, which will include a rate increase for both increased operating costs and debt service.

Still, Conway insists that a performance audit would outline the steps for improving the process for the future, and “to make this more e cient and more e ective for the future of the community.” Sorrell said sta is looking to the future and is in the process of completing a water distribution planning report to identify projects that will be needed. In addition, city sta are proposing a cost-of-service study that will include funding projections for projects identi ed in the report and potential funding means through enterprise revenue or bonds.

As project costs increased, Conway says the city was forced to reallocate funds to cover the de cit, taking money from 34 projects to make the projects feasible, also claiming that was done “with no public disclosure or discussion.”

Image stills captured from video produced by The City of Columbia.

However, public records show Conway’s claim about public discussion is incorrect. e city council approved an ordinance at the April 16, 2024, council meeting that appropriated funds from the 2018 ballot issue, as well as re-allocated funds from current capital improvement projects so that the water plant and pump station projects could proceed. e projects were listed on the meeting agenda for discussion.

Conway says the increased project costs will have unanticipated fallout. He points to the southeast pump station project that was a main element of the 2018 bond issue, but that facility is not being built now.

" ey took the money and shifted it to the water treatment plant and West Ash,” he said. “You have to recognize all the development in Southeast Columbia, if you aren’t going to put the pump station in, can you allow these people to do the development and have you explained this to them? ere are so many unintended consequences.”

Sorrell said city planners did think that through, and that delays in construction of the southeast pump station “will not preclude development in this area.” He also explained that sta determined the southeast pump station project was lower priority than other projects and that “funds were reallocated to allow the higher priority projects to proceed.”

INSTILLING VOTER CONFIDENCE

Conway is blunt about how the over-budget picture could impact voter condence, though Sorrell explained that the cost increases were due to market conditions and in ation.

“We have to look forward to the future because they have to replace the money they took from other projects,” Conway says. “ ey talked about another bond issue. You’re going to have to get better at your performance before we vote for more bonds.”

City o cials, meanwhile, are condent in their ability to let voters know what the conditions are and that there will be ongoing needs.

“It is very common to use bond funding for large capital improvement projects,” Sorrell said. “It is likely that the use of bond funding will be proposed for future projects.” CBT

What’s Going Up?

Fieldhouse gets massive expansion; Five Below taking shape in Shoppes area.

BY JODIE JACKSON JR

PROST BUILDERS INC. is the contractor for a more than 44,000-square-foot addition to the COLUMBIA SPORTS FIELDHOUSE at A. Perry Philips Park in southeast Columbia. e $10.64 million project is among the building permits issued by the Columbia Building and Site Development o ce in May. In total, Columbia issued 109 building permits with a combined valuation of $39.39 million. e Boone County O ce of Resource Management issued 71 permits totaling $10.71 million. ose numbers add up to 180 permits with an aggregate valuation of $50.1 million.

e sports eldhouse expansion at 4251 Philips Farm Road was the only commercial addition permit issued in May. e project will include four additional courts, meeting rooms, and associated support spaces. e permit notes that “there is no change in use.” e facility opened in November 2019 and construction was funded in part by the city’s 2015 park sales tax.

e city’s building permit breakdown for May 2024 also includes:

• Residential additions: 3 permits, $119,270 valuation.

• Accessory dwelling unit: 1 permit, $132,536.

• Commercial alterations: 8 permits, $2.56 million.

• Residential alterations: 14 permits, $962,668.

• Commercial in ll: 1 permit, $252,499.

• Commercial multi-family: 2 permits, $3.83 million.

• Commercial new: 5 permits, $4.24 million.

• Deck only: 12 permits, $280,269.

• Duplex: 8 permits, $2.35 million.

• Re-roof: 22 permits, $431,522.

• Single family detached: 32 permits, $13.59 million.

Other highlights of the May building permit activity includes:

Interior tenant improvement for a new FIVE BELOW retail store going into an existing space at 203 N. Stadium Blvd. — formerly a bridal shop. ere is also minor exterior store front work. e property is owned by e Kroenke Group. Barrett Construction Solutions of Zebulon, Georgia, is the contractor for the 8,347 square foot project valued at $719,928.

SOPHIA’S RESTAURANT’S relocation and renovation at 3910 Peachtree Drive, Suite H, lists Coil Construction Inc. as the contractor. at location previously housed 44 Stone Public House. e project is listed as 5,700 square feet with a valuation of $983,892. Sophia’s is relocating from 3915 S. Providence.

MISSOURI EYE CONSULTANTS in the Boone Health building at 900 W. Nifong Blvd. is expanding as a commercial in ll project. e

optometry clinic is expanding into an adjacent shell space in the Boone Health building. Coil Construction Inc. Is the contractor for the 2,180 square foot project that has a valuation of $252,499.

Two multi-family buildings are going up at EASTWOOD APARTMENTS, located at 2500 and 2504 E. Business Loop 70. e pair of 17-unit, two-story buildings have individual valuations of $1.91 million and both comprise 14,000 square feet. e project owner is CJCA Development Inc. e builder is Reynolds Construction LLC of Je erson City. If you see a building popping up and wonder, “What’s going up?”, email jodie@comocompanies.com and let us know!

David's Bridal shop moved out, but Five Below is moving into that spot in the Shoppes at Stadium. The Kroenke Group is the property owner. The Five Below website describes the brand as a teenoriented retail chain for a large assortment of games, snacks, jewelry, room decor, and more. It has more than 1,200 stores nationwide.

by Jodie Jackson Jr

A new commercial speculative preengineered metal building will be located at 2101 Cottle Drive next to the BreakTime convenience store o North Stadium Boulevard. e owner intends to subdivide the building for up to two tenant suites. Little Dixie Construction Co. Is the builder. e permit calls for an 8,720 square foot building with a valuation of $4.24 million.

SIX DUPLEXES got the green light with permits in the Forest Ridge development. e duplexes, located at 5105, 5107, 5109, and 511 Flurry Drive, and 201 and 203

White River Drive, are each valued at $336,222 and comprise 2,280 square feet. e general contractor is 1St Choice.

Single family detached homes accounted for one-third of the May building permit valuation. ose projects included:

A $773,550 home at 4605 Sawgrass Drive in the Creek’s Edge development. Hemme Construction is the contractor for the 4,815 square foot home.

Anderson Homes is the builder for a $713,098 home comprising 5,053 square foot home o Walton Health Drive at Old Hawthorne

e May building permit report from Boone County included:

• Single family residential: 29 permits, $9 million.

• Miscellaneous: 13 permits, $74,450.

• Other nonresidential: 4 permits, $143,000.

• Other structures: 7 permits, $200,572.

• Residential additions/alterations: 8 permits, $875,209.

• Nonresidential additions/ alterations: 4 permits, $89,057.

• Residential garages: 13 permits, $74,450.

e May 2024 building permit total for Boone County included 71 permits with a combined valuation of $10,712,438. ose totals are down signi cantly from the May 2023 total, which showed 140 permits issued with a total valuation of $24.25 million. CBT

Photo

Lunch … and All That Jazz

Serendipity Salon: Where hair and art are always in style.

BY CAROLINE DOHACK

PHOTOS COURTESY OF SERENDIPITY SALON

What could be better than a sandwich and a song? At Serendipity Salon & Gallery’s ursday Jazz Lunch, a midday meal never sounded so good.

You’ve not been to a salon until you’ve been to Elizabeth Jordheim’s Serendipity Salon & Gallery. at can mean a couple di erent things.

A salon can be a space for renewal. You hop into the stylist’s chair and after a snip here and maybe some balayage there — and, oh yeah, that scalp massage — you’re feeling fresh and gorgeous.

A salon also can refer to a gathering of intellectuals. Imagine Gertrude Stein and her peers — Pablo Picasso, F. Scott Fitzgerald, and Ernest Hemingway — lounging in her Parisian home and discussing the heady matters of the Golden Twenties.

Serendipity Salon is both things. Well, minus the cigarettes, absinthe, and exclusivity.

Jordheim, a former art teacher turned hair stylist, has been queen of the coi e here since 2021.

And on ursdays, pianist Pack Matthews comes to play jazz standards and show tunes on the piano in the exhibition gallery for anyone who would like to come listen.

Jordheim and Matthews are long-time collaborators. e two met about 25 years ago and at one point shared a workspace at Orr Street Studios. Jordheim says she’s proud to have played an indirect role in the invention of the Soul Seat, a yoga-inspired o ce chair Matthews prototyped there.

When Jordheim moved her salon to the suite in the North Village Arts District, she found herself with considerably more room than her single-chair studio could occupy. So, with some creative feng shui and a few room dividers, she created an exhibition gallery and event space separate from what’s now a small warren of mini salons, which she has opened to other beauty and wellness practitioners such as estheticians, massage therapists, and nail artists.

Naturally, Serendipity Salon participates in First Friday, an arts district gallery crawl held the rst Friday of every month. It was on one of these evenings Matthews played the piano at Serendipity Salon that the idea for Jazz Lunch was born.

“It’s just amazing. I noticed the acoustics when I played the piano, and it was a nice little instrument,” Matthews says.

At the time, Matthews hadn’t been playing publicly and was looking for a way to get back in front of audiences — but on his own terms.

“I’m not interested in playing clubs at night now that I’m a grandfather. I thought, ‘Nobody’s doing music during lunchtime,’” Matthews says.

So he asked Jordheim about establishing a regular midday music session. She agreed — and Jazz Lunch was born.

“ is is my pattern,” Matthews says. “I create gigs.”

e two look at Jazz Lunch as a third place — not their homes, not their work — “somewhere else people can come on a regular basis and be comfortable,” Jordheim says.

In his 2000 book Celebrating the ird Place, sociologist Ray Oldenburg describes how third places “host the regular, voluntary, informal, and happily anticipated gatherings of individuals beyond the realms of home and work.” A third place might be somewhere a person goes with the intention of creating connections — a co ee shop, park, or pub — or it might be a place one goes and interactions occur by happenstance — think the post o ce, grocery store or main street.

And if we learned anything during the pandemic, it’s that these spaces are integral to our sense of community. When we lose access to these spaces, we start to feel unmoored and uneasy. We’re social creatures, after all, and we thrive on seeing and being seen. And where better than Jazz Lunch at Serendipity?

Jazz Lunch is a brown-bag a air. Visitors are invited to bring in a meal from home or snag some takeout on the way there. e room is set up with tables and chairs — and, of course, one of Matthews’s Soul Seats — for about 35 people, Jordheim says, though the space can comfortably accommodate as many as 60 with the easy addition of more furniture.

Oh, and there’s free Wi-Fi.

“She has great Wi-Fi,” Matthews says.

And then there’s the music.

“I do take requests every now and then, but I also have a long list of songs,” Matthews says. “Some are my own original tunes. It’s mostly jazz standards and I’m adding to it all the time.”

Pack Matthews at the piano with Elizabeth Jordheim.

But Matthews isn’t necessarily the star of the show. ere are no Elton John theatrics. He plays at a volume and intensity that’s not disruptive to people having meetings or spending time with friends. He plays to the room, matching the energy and vibe. He considers this his “contribution to productivity and the art scene.”

“I’ve played a lot of party gigs over the years. My specialty is getting a feel for the room and creating the right atmosphere — just ne tuning it as the situation calls for it,” Matthews says. “As a musician, I get to play with my full palette of dynamics. As a performer, it makes for a delightful situation.”

It’s not just performers who nd a delightful situation here. Visual artists also have a home here. Currently, painter Martin Pope is exhibiting works at Serendipity. And on Saturdays, Jordheim hosts what’s called Artful Afternoons.

“I supply a bunch of materials and art supplies for kids, adults — any age. Sometimes a professional artist will come in with the serious work they’re doing, or sometimes someone will bring a paint-by-number,” Jordheim says. “It’s just a happy vibe.”

e space also has been used for classes. Marilynne Bradley, a watercolorist from St. Louis who previously displayed work at Serendipity, gave a class earlier this year. ere also have been essential oils classes, yoga classes, and tai chi classes.

Jordheim says it was never her expressed intention to turn her hair salon into a music venue/coworking spot/exhibition gallery/maker space, but what can you do when all the ingredients are just there?

“It’s kind of happened accidentally, but people who have known me a long time come in and say ‘Oh yeah, of course you’re doing this.’”

Serendipity Salon and Gallery marked its three year anniversary at 1020 E. Walnut St. with a ribbon-cutting ceremony with the Columbia Chamber of Commerce on June. e ribbon cutting also o cially opened the newly remodeled Serendipity Wellness Studios, a dedicated space for wellness-related small businesses.

“We are incredibly grateful for the support, encouragement, and love we have received over the past three years,” Jordheim noted. “ is event is our way of saying thank you to our community and welcoming everyone to experience all that Serendipity Salon and Gallery has to o er.” CBT

This story originally appeared June 18, 2024, at comobusinesstimes.com.

New Business Licenses

Issued May 2024

Homescape Columbia LLC

720 W Sexton Rd Columbia, MO

Drakes Smokehouse

BBQ LLC

6 Heather St Fulton, MO

Qudah Development LLC

Construction

2403 W Ash St Ste B Columbia, MO

GDMH COL-JC LLC

Gameday Men’s Health Columbia 108 E Green Meadows Rd Ste 6 Columbia, MO

ShaVon’s Creations

3463 S Brampton Ln Columbia, MO

Belle & Beaux LLC

2601 Rangeline St Ste 105 Columbia, MO

Argot Animal Training LLC

3208 W College St Spring eld, MO

H&M FASHION USA INC

Retail Trade

2300 Bernadette Dr Ste 126 Columbia, MO

N2 Investments

600 Hillsdale Rd Ste 104 Columbia, MO

MrClints Woodworking

5740 W Hatton Chapel Rd Columbia, MO

KinKop LLC

Kinkao

904 E Broadway Unit 101 Columbia, MO

As You Are Counseling

Health Care and Social Assistance

2800 Forum Blvd Ste 4 Columbia, MO

All About U-A Total

Salon, LLC

2533 Bernadette Dr Columbia, MO

Top Deck Homes LLC

Construction

3005 Hal Ct Columbia, MO

The 20 LLC

3315 Berrywood Dr Ste 103 Columbia, MO

Inner Parish Security

Corporation

43222 Pecan Ridge Dr Hammond, LA

HFD NO 55 INC

J Crew Factory

Retail Trade

213 N Stadium Blvd Ste 103 Columbia, MO

MEC Arms, LLC

Retail Trade

1310 S Old 63 Ste 6 Columbia, MO

Two Snuggle Bugs

Retail Trade

5811 Canaveral Dr Columbia, MO

Dada Doner LLC

1201 E Broadway Ste C Columbia, MO

Uptown Cycle LLC

802 E Business Loop 70 Columbia, MO

Kalb’s Deliveries

1800 E Prathersville Rd Trlr 118 Columbia, MO

R Sanders Enterprises

3051 omas Hill Rd Sturgeon, MO

Thomas Cable

Construction

Construction 3191 Ashby Rd St Ann, MO

Mid-MO Elite Roofing, LLC

Construction 2301 W CB Lewis Rd Columbia, MO

Eleanor B Jarman All Squared Up

Construction 2800 W Woodie Proctor Rd Columbia, MO

CTC Underground LLC

Construction 24477 Maries Rd 407 Belle, MO

Five Below

Retail Trade 203 N Stadium Blvd Columbia, MO

Althoff Construction Services LLC 609 Dave Dr California, MO

Crossfire Underground Construction Inc

Construction 2174 Hwy 63 Westphalia, MO

Albright Concrete

Construction

611 Farror St Moberly, MO

Momma Bee Love Wraps

Retail Trade 2005 Sunborough Dr Columbia, MO

Gold Star Electric, LLC

Construction 1129 S. Rock Creek Rd Je erson City, MO

Clay County Rural Telephone Cooperative, Inc. 2 S West St Cloverdale, IN

Chariton Valley Communications

Corporation

Utilities

1213 E Briggs Ave E Macon, MO

Jaguar Martial Arts LLC

3410 Broadway Business Park Ct Ste 103 Columbia, MO

Intrinsic Development, LLC

Construction 3622 Endeavor Ave Ste 101 Columbia, MO

Barnes & Noble

Booksellers Inc

2208 Bernadette Dr Columbia, MO

Classic Cleaning

5654 N Maple Ct Columbia, MO

Happie Food LLC

Happy Food Meals & Happy Food Catering 1500 Vandiver Dr Columbia, MO

Spectrum Mid-America, LLC

Professional, Scienti c and Technical Services

904 Rain Forest Pkwy Columbia, MO CBT

Source: Columbia Finance Department — Business License Division

Deeds of Trust

Worth more than $750,000

$12,195,000

Dec M5 LLC

First State Community Bank

Lt 2a Discovery Park

Subdivision Plat No 8a

$2,250,000

Stellar Drive Lot 1 LLC

Mid America Bank

Lt 1 Spring Brook Plat No 1

$2,080,000

100 Acres Llc

First State Community Bank

Lt 1 Gordon Farms Plat 1

$2,000,000

Scott, Vicky G

Mid America Mortgage Services Inc

Str 31-48-11 /W/Ne Sur Bk/Pg: 1772/628 Ac 10 Ff Tr 2-B

$1,805,866

M S Hall Investments LLC

First Midwest Bank Of e Ozarks

Lt 3b Boone Quarry Plat No 3a

$1,651,500

Gillis, Robert P

e Central Trust Bank

Lt 473 ornbrook Plat No 13

$1,600,000

JEP LLC

e Central Trust Bank

Lt 16 Woodside Sub

$1,500,000

Richmond Avenue LLC

e Central Trust Bank

Lt 1 Centerstate Cng

$1,500,000

Douglas, Larry D Trustee

Exchange Bank of Missouri

Str 21-50-11 //Sw

$1,000,000

Patterson, Darren

Legends Bank

Lt 310 Old Hawthorne Plat

No 3

$900,000

Par Squared LLC

Mid America Bank

Lt 6 Leawood

$870,000

Ramsey & Holzum

Investments LLC

Mid America Bank

Lt 157 Old Hawthorne North Plat No 1

$850,000

Boone Corner LLC Connections Bank

Westho ’s Add

$780,000

Hemme Construction LLC

e Callaway Bank

Lt 509 Creeks Edge Plat No 5

$766,550

Schell, Ryan M

River Region Community Federal Credit Union

Str 30-46-12 //S Sur Bk/Pg: 4246/7 Ac 10.56 Ff Tr 6

$766,500

Bryant, Karla

Bell Bank

Lt 590 e Brooks Plat No 3

$750,000

El-Gohary, Yousef

e Central Trust Bank

Lt 631 e Gates Plat No 6 CBT

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

2,500 ft 3 Total Space

1,500+ ft 3 Meeting Room

Catering Kitchen

Portable Bar/Serving Table

Tables & Chairs Provided (or Bring Your Own)

Off Street Parking Capacity for 50+ Vehicles

Large Outdoor Space Available for Rent

A Quest for Maps

e city of Columbia, Boone County, and the Missouri Department of Transportation (MoDOT) have a long list of improvements planned for our roads, streets, highways, and bridges. But when you encounter a new (or lingering) pothole in the road or wonder why the snowplow hasn’t yet been down your road, how do you know who to blame? call?

Fortunately, Columbia’s city website has a nifty map to show which roads and bridges are the responsibility of the city, Boone County, or MoDOT. You can quiz yourself and your friends before looking at the map, and confusion will probably reign. College Avenue and Paris Road are in the city, right? But those thoroughfares are maintained by MoDOT. Providence Road and Route KK? MoDOT. Stadium Boulevard? MoDOT. Scott Boulevard? at’s a citymaintained road. Rock Quarry Road and Old Plank Road? If you said, “Columbia,” you are incorrect. ose are Boone County roads. is website details a map that identi es which road, street, highway, and bridge belongs to either the city, Boone County, or MoDOT.

OTHER ROAD AND BRIDGE RESOURCES

Cartography by the City IT/GIS Division. Data from City of Columbia and Boone County, Missouri. Parcels property of Boone County Assessor.

City streets scheduled for maintenance.

City snow route priority list. (Only active snow events.)

MoDOT maintained routes within city limits.

Boone County Road & Bridge Maintenance Viewer