Columbia Business Times - March 2017

RECRUIT YOUR NEXT STAR PAGE 42

PYSK Margrace Buckler PAGE 34

COLUMBIA’S FIRST JOBS PAGE 56

JIM OWEN Missouri Employers Mutual

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Marshelle Clark is a full-time dedicated realtor with more than 20 years of real estate experience. Through ongoing education, she sets herself apart by guiding clients through the home buying and selling process and working with utmost integrity to be their valuable resource for life. Marshelle welcomes the opportunity to walk you through the buying or selling process to make it as simple as possible.

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Brooke Sydenstricker McCarty is one of the Broker Owners of Weichert, Realtors – First Tier. Her focus is mainly residential real estate, assisting people in both buying and selling. She also specializes in working with local investors in developing their investment portfolios. Brooke also owns over 80 investment properties in Columbia. So whether you are in the market for rental housing, interested in selling or purchasing a home or would like to start investing in real estate, Brooke Sydenstricker McCarty should be your only call!

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14 MARCH 2017

A

s we’ve prepared for the employment issue, there’s been lots of reminiscing around our office about first jobs. I’ve been thinking about mine.

I moved from my hometown of St. Louis to a small town in Illinois, population 6,000, where I became the managing editor of the town’s weekly newspaper.

COLUMBIA’S In retrospect, it was not the best decision-making on FIRST JOBS my part. I was (and still am) the kind of person who hides from people she knows at the grocery store.

Whatever compelled me to take a job in a town that size, it was likely driven more by fear of not having a job than by a burning desire to explore my rural roots (of which I had none). People just, like, waved to me as they drove by. We didn’t know each other. This was ON THE COVER very difficult for me to grasp.

Missouri Employers Mutual CEO Jim There were about 15 people running the newspaper Owen presides over a company with a clear vision, dedicated employees, and a in what is probably the oldest building I’ve ever set collaborative company culture. These are foot in. There was one bathroom. Meaning one stall. the stories we love to tell in CBT, so it’s no wonder that Jim made such a natural For everyone. That took a minute (or seven months) fit for the cover of our employment issue. for me to adjust to. I covered the school board, but I Check out more with Jim and MEM on also “covered” the annual little miss pageant. If you page 25. Photography by Anthony Jinson. know me, this is a hilarious image — me covering a toddler pageant.

So I was adjusting to this brand new environment while going through one of the more challenging transitions in life: realizing you will need to go to work, every day, for the rest of your life. On top of that, my boss was, without question, the most bizarre human being I’ve ever met. He went by “J” — the letter, not “Jay” the name — and refused to tell anyone what his first name was. I still wonder what the heck “J” stood for. It keeps me up at night.

Most difficult, though, was when he told me on a semi-regular basis all the reasons I wasn’t good at my job. I was not a dedicated enough reporter. I didn’t have the drive to wake up at 3 a.m. at the sound of a fire truck, get out of bed, and chase the sound across town. I wasn’t creative.

It wasn’t a good fit and didn’t last very long, but there were lots of things I accomplished during my time there. I built their first ever website and brought the newspaper into the present century. I wrote a weekly column about my big city girl insights into small town life, and people there got the biggest kick out of my ignorance. I realized that, despite my boss’ opinions, I am creative, and the opportunities in my life to express that creativity have been the most rewarding.

So here’s to learning from even the most ill-fitting circumstances — to finding your dream job and to chuckling about the ones you’ve left behind.

RECRUIT YOUR

NEXT STAR PAGE 42

PYSK

Margrace Buckler PAGE 34

PAGE 56

EDITOR'S PICKS Working from home is a big perk for many employees. Never done it before?

Here are three tips for approaching the topic with your boss and actually getting work done at home.

JIM OWEN

Missouri Employers Mutual

ASK FOR A TRIAL PERIOD.

Propose working remotely two days a week and provide your supervisor with a list in the morning of all the things you want to accomplish in the day. At day’s end, send a checked off version of this list, along with a list of anything else that came up during the day.

STAY IN TOUCH.

It can be easy to lose touch with a teammate, even if you’re emailing regularly.

Pick up the phone once per day when you could send an email. It will remind your coworkers that you’re still working too!

Thanks for reading,

APP-LY SOME TECH.

There are tons of apps that can boost your productivity level. Our team uses Slack to chat, Asana to manage projects, and, of course, the good old Google Doc.

Brenna McDermott, Editor brenna@businesstimescompany.com

/Co l u m b i a B u s i n e ss Ti m e s

@ Co l u m b i a B i z

Co l u m b i a B u s i n e ss Ti m e s .co m

Ed i to r @ B u s i n e ss Ti m e s Co m p a ny.co m COLUMBIABUSINESSTIMES.COM 15

16 MARCH 2017

EDITORIAL Erica Pefferman, Publisher Erica@BusinessTimesCompany.com Brenna McDermott, Editor Brenna@BusinessTimesCompany.com Matthew Patston, Managing Editor Matt@BusinessTimesCompany.com Libby Wall, Editorial Assistant Libby@BusinessTimesCompany.com DESIGN/CREATIVE SERVICES Jordan Watts, Editorial Designer Jordan@BusinessTimesCompany.com Keith Borgmeyer, Art Director Keith@BusinessTimesCompany.com Kate Morrow, Graphic Designer Kate@BusinessTimesCompany.com Cassidy Shearrer, Graphic Designer Cassidy@BusinessTimesCompany.com MARKETING REPRESENTATIVES Deb Valvo, Marketing Consultant Deb@BusinessTimesCompany.com Tami Turner, Marketing Consultant Tami@BusinessTimesCompany.com Janelle Wilbers Haley, Marketing Consultant Janelle@BusinessTimesCompany.com Cassi Cody, Marketing Consultant Cassi@BusinessTimesCompany.com Crystal Richardson, Digital Marketing Manager Crystal@BusinessTimesCompany.com Fran Patrick, Account Manager Fran@BusinessTimesCompany.com Emily Brehe, Digital Account Manager Emily@BusinessTimesCompany.com

Inside the Issue Twitter Chatter Lauren Whitney-Karr @LaurenWhitK Matt’s pencil picks in the latest @ColumbiaBiz is the best.

And now I want to buy some pencils.

OBERD @oberdnews Thanks to our friends at @ColumbiaBiz for the great write-up!

Excited to be part of the big conversation about big data.

Columbia College @ColumbiaColg Readers vote eSports cover ‘Best of 2016’ for Columbia Business Times - cc: @ColumbiaBiz

Around the Office SAVE THE DATE

CBT’s Top of the Town party is June 28 at Logboat Brewing Co. You don’t want to miss the best outdoor party of the year!

MANAGEMENT Erica Pefferman, President Erica@BusinessTimesCompany.com Renea Sapp, Vice President ReneaS@BusinessTimesCompany.com Amy Ferrari, Operations Manager Amy@BusinessTimesCompany.com Jamie Patterson, Digital Services Director Jamie@BusinessTimesCompany.com J.J. Carlson, Web Services Director JJ@BusinessTimesCompany.com CONTRIBUTING PHOTOGRAPHERS Keith Borgmeyer, Anthony Jinson, Alexanderia Rinehart CONTRIBUTING WRITERS Beth Bramstedt, Anna Comfort, Al Germond, Jordan Milne, Nikki McGruder, Monica Pitts, Tony Richards, Sean Spence, Jennifer Truesdale, Anne Williams

TIME FOR 20 UNDER 20!

Know an outstanding high school senior in Columbia? Visit columbiabusinesstimes.com and take five minutes to nominate someone for our 20 Under 20 awards.

Nominations close March 20.

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Contributors

The Columbia Business Times is published every month by The Business Times Co., Copyright The Business Times Co., 2008.

All rights reserved. Reproduction or use of any editorial or graphic content without the express written permission of the publisher is prohibited.

OUR MISSION STATEMENT The Columbia Business Times and columbiabusinesstimes.com strive to be Columbia’s leading source for timely and comprehensive news coverage of the local business community. This publication is dedicated to being the most relevant and useful vehicle for the exchange of information and ideas among Columbia’s business professionals.

CONTACT The Business Times Co., 2001 Corporate Place, Suite 100 Columbia, MO, 65202 (573-499-1830) • columbiabusinesstimes.com

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MARCH 2017 VOL . 2 3 / ISSUE 9

TA B LE OF CON T EN TS

Employment Issue

88

15 FROM THE EDITOR 17 INSIDE THE ISSUE 21 CLOSER LOOK 22 BRIEFLY IN THE NEWS 25 BUSINESS UPDATE Missouri Employers Mutual

28 NONPROFIT SPOTLIGHT Alzheimer’s Association

30 CELEBRATIONS

Kinder Institute on Constitutional Democracy

33 MOVERS & SHAKERS 34 P.Y.S.K. Margrace Buckler

37 9 QUESTIONS Guy Hulen

41 OPINION 74 ORGANIZATIONAL HEALTH Uncovering Unconscious Bias

75 DIVERSITY

The Cultural Impact of Non-negotiables

77 MARKETING

A Different Kind of Traffic Report

78 ASK ANNE

Finding the Right Fit

80 BUSINESS SMARTS Don’t Assume Excellent Customer Service

Steve Lubbering’s This or That Columbia Insurance Group’s HR guru answers the hardest-hitting questions in town. If you want to debate about his answers, don’t expect to do it on social media.

42

2017 HR Outlook We sat in with MidMissouri’s HR experts to give you a run-down of strategies to deploy in your company this year.

48

Commuting to Columbia As Columbia continues to pull more employees from surrounding communities, study up on the past, present, and future of your drive to work.

82 DEEDS OF TRUST 83 NEW BUSINESS LICENSES 85 ECONOMIC INDEX 86 BY THE NUMBERS 88 THIS OR THAT Steve Lubbering

90 FLASHBACK

Wright Brothers Mule Barn

56

My First Job Your first brush with employment may have been strange, but you’ve got nothing on these odd first jobs of Columbia businesspeople.

64

Understanding Unemployment In a city with a microscopically small unemployment rate, what’s it like to be looking for a job?

20 MARCH 2017

BUSINE SS • P EOP L E • IM P R OV EM EN T • F YI

C LOSER LOOK

Closer Look

TGH Litigation Joanna Trachtenberg, Julianne Germinder, and Andy Hirth were working at the Missouri Attorney General’s office when they decided to form a private practice in December 2016.

In mid-February, TGH Litigation began offering their legal services to the community, specializing in civil rights, employment litigation, and other plaintiffs’ cases.

When the trio worked for the state, they saw a void in local counsel in the middle of the state. “We saw local companies go to big firms in Kansas City and St. Louis,” Germinder says. “Our mission is to be able to do the best, highest quality litigation work in Mid-Missouri without forcing people to have to go somewhere else.”

“I’m very much looking forward to being invested in the Columbia community,” Hirth says. Having already worked in Jefferson City, the firm will focus on further establishing connections in Columbia in their first months. The partners plan to use their experience working at the state level to help people on a more individualized basis. Trachtenberg says, “I want to work to make sure that peoples’ individualized rights are vindicated.”

Contact: 573-256-2850 Address: 913 E. Ash St. Website: tghlitigation.com

Reclaimed Homespace Design Studios After studying nursing in college, working as a legal administrative assistant, and then freelancing in interior painting and decorating, Kimberly James says she has found what she is supposed to do — create unique home furnishings using reclaimed materials and furniture through her business, Reclaimed Homespace Design Studios.

After a car accident in July 2016, James was unable to climb a ladder or move around enough for her freelancing jobs. She began to research the trend in painted furniture and focused her energy on painting her first piece, a vanity from the 1920s that belonged to her grandmother and has now been passed down four generations. After that first project was complete, she started Reclaimed Homespace.

“What I like most is something that’s old and tattered and has had years of wear, but it’s still good,” James says. “It needs a touch of love. It needs to be restored and reclaimed — someone can use that in their home space and not just throw it away.”

James’ pieces can be found on display at various locations in town, including Craft and Canvas Studio and Girl Boutique.

Contact: 573-256-9801 Address: 2101 Corona Rd., #204 Website: facebook.com/reclaimedhomespace

Eat Your Lawns Imagine not having to go to the store for the freshest fruits and vegetables — because the produce section is in your yard. Dylan Dwyer founded Eat Your Lawns Edible Landscaping in September 2016 to help people take more responsibility for where their food comes from. “You can produce all of your specialty vegetables,” Dwyer says.

“All of the ones that are expensive in stores, you can have in your backyard.”

Dwyer and his small team of plantpassionate people design, install, and maintain various types of home gardens, with projects such as food forests, raised beds, herb gardens, full-lawn landscapes, and rain gardens. Dwyer says Eat Your Lawns will also educate customers on how to care for their garden with an informational packet. “Growing food isn’t so scary,” he says. “You should let the plants that surround you feed you.”

Dwyer hopes that Eat Your Lawns’ gardens will facilitate food-sharing and volunteerism in the community. “Gardens really bring communities together,” Dwyer says. “You end up with so much food that you have to share it with other people.”

Contact: 816-616-7769 Website: eatyourlawns.com

Are you an entrepreneur? Are you sprouting a new business? Tell us about it at Editor@BusinessTimesCompany.com COLUMBIABUSINESSTIMES.COM 21

BUSINE SS • P EOP L E • IM P R OV EM EN T • F YI

Briefly in the News MARCH 2017

C U LT U R E

TRUE/FALSE JOINS INITIATIVE True/False has partnered with Ragtag Cinema, Columbia Public Schools, and the Columbia Public Schools Foundation in their Media Literacy Initiative. The multi-tiered Initiative will help CPS students think critically about their everyday media decisions. The initiative’s members, including True/False, advocate for students to use their media choices to become more thoughtful and engaged consumers. The True/False Film Festival will run March 2 through 7.

BUS INES S

EQUIPMENTSHARE FUNDING EquipmentShare, the peer-to-peer construction equipment lending company and past Startup Weekend winner, has acquired $26 million in funding from Insight Venture Partners, a new investor, and existing investors Romulus Growth and Y Combinator. With these funds, EquipmentShare will launch its mixedfleet telematics solution, ES Track, and open peer-to-peer marketplace locations in eight additional U.S. markets. EquipmentShare plans to continue expanding its set of solutions to help contractors effectively use technology to manage their fleets.

BUS INES S

NANOVA SECURES INVESTMENTS Columbia-based Nanova, an early stage tech company, closed on investments of $10 million in 2016. Four researchers, two of whom are faculty members at Mizzou, founded the company.

Nanova and its subsidiaries currently employ more than 42 full-time employees and 14 interns in Columbia, and they plan to add about 20 more full-time positions in 2017.

22 MARCH 2017

BR I EFLY I N T H E N EWS

F I NA NC E

BUS INES S

AMAZON SALES TAX

CHAMBER

On February 1, Amazon began the collection of state sales tax on online products sold in Missouri. The state sales tax rate is currently 4.225 percent; Columbia’s city government still won’t receive any sales tax revenue from online purchases. There is speculation that the company will be opening distribution facilities in Missouri after announcing their plan to hire 100,000 fulfillment employees. Amazon has declined to comment on their distribution facility expansion plans.

PRIORITIES

C OM M U N I T Y

LOOP CORRIDOR

After considering feedback from the business community, education entities, legislative members, and community leaders, the Columbia Chamber of Commerce released its legislative priorities to improve the business climate in Columbia. One priority includes supporting and advocating for a sustainable funding plan for a comprehensive transportation system, with a particular focus on rebuilding Interstate 70, which the Chamber says will better support Missouri’s economic growth and competitiveness.

PLAN The Business Loop 70 Community Improvement District, also known as The Loop, is looking for an interdisciplinary team to provide a comprehensive master plan for the district’s development. The Loop sent out a request for proposals in January. Some of The Loop’s ultimate objectives, to be addressed in the master plan, include better traffic management, a strong visual identity, and appealing landscaping that manages stormwater runoff. The plan will include both short- and long-term projects. The complete request for quotation, including the selection timeline, can be found on The Loop’s website.

E N V IRONMENT

COSMO GOES SOLAR The Cosmopolitan Luncheon Club’s 2017 mindset is on protecting the environment. The club, in cooperation with Central Bank of Boone County, installed solar panels on its Cosmo Community Center to reduce their fossil fuel use. In the past, the club has funded community projects such as Cosmopolitan Park, Cosmo-Bethel Park, a July 4 fireworks celebration, and the Cosmopolitan International Diabetes Center.

“ We fe l t i t wa s i m p o r t a nt wor k t o s ave o ur e nvi ro m e nt for fut ure ge ne r a t i o ns .

Ins t a l l i ng t hi s s o l a r p a ne l syst e m re d uc e s o ur fo s s i l fu el us e , a nd t ha t ’s a n i mp o r t a nt go a l .” — L e e Fl oh ra, Cos m op ol i tan Cl u b m e m b e r

C OMMUNIT Y

NEW CIS CENTER With the new year came a new athletics and art center for Columbia Independent School, the result of a nine-month construction process.

The new facility, located on 1801 N. Stadium Blvd, allows CIS to expand both their music and athletics programs. CIS was able to host their first home basketball game on January 9 against Christian Fellowship School, and plans are in motion to host a spring grand opening event for the CIS community and community-at-large to attend.

COLUMBIABUSINESSTIMES.COM 23

24 MARCH 2017

BUSINE SS • P EO P L E • IM P R OV EM EN T • F YI

B U SI N ESS U PDAT E

It’s Cool to Be Safe Missouri Employers Mutual doubles down on a culture of caring.

BY JENNIFER TR UESDA L E | P HOTOG R A P HY BY A N TH O N Y J I N S O N

From left: Jennifer Peck, Joyce Underwood, Jim Owen, Kevin Miller, Tim Jackman, Rene Eslinger, and Jennifer Barth COLUMBIABUSINESSTIMES.COM 25

BUSINE SS • P EO P L E • IM P R OV EM EN T • F YI

THIS MARCH MARKS MISSOURI Employers Mutual’s 22nd anniversary, and since the end of its first year, it has led the market as Missouri’s largest workers’ compensation insurance provider. And while MEM has seen steady growth in its bottom line, this company of “safety fanatics” seems motivated by something deeper and more personal. The company mantra of “taking care of folks” continually energizes a culture of innovation, compassion, and a drive to keep moving forward.

GETTING STARTED “Work comp” laws vary from state to state.

According to the Missouri Department of Insurance, employers with five or more employees, and all contractors, are required to carry a work comp insurance policy. This type of insurance benefits an employee injured on the job by covering medical costs, lost wages, and permanent disability. It also protects the employer from civil suits brought by the injured employee.

“We were created to solve the affordability and accessibility crisis of work comp in 1995. That’s how we got our start,” says Revee White, director of marketing and communications. She’s only worked at MEM for six months, but she’s already adopted the passion of longtime employees.

In 1993, the Missouri legislature passed a law to create a mutual insurance entity with $5 million in seed funding from the state’s Workers’ Compensation Administration fund. The legislature wanted to increase competition to create more affordable work comp options for small businesses. The result was Missouri Employers Mutual.

“You have to have work comp. It’s like auto insurance,” says Jim Owen, who came on as president and CEO of MEM in 2011 after previously serving the company as an attorney. “If you have to have it, it should be affordable and good. And that’s what MEM is about. We wanted to come in and build something so the people who had to have insurance could get a good product.”

MEM finished 1995 as the largest work comp insurance provider in the state and maintains that status today, with around 16,000 policyholders. It paid back its $5 million startup loan to the state in four years.

MEM still prioritizes policyholders whose premiums are $10,000 or less, but has added larger policyholders, like school districts and police departments, in the last five years. This has helped MEM’s premium revenue nearly double since 2010, from $107 million to $209 million, and at the same time, MEM says the frequency of workplace 26 MARCH 2017

injuries continues to decrease. Between offices in Columbia, St. Louis, Kansas City, and Springfield, the company expects to grow to around 300 employees by the end of this year.

INNOVATION IN SAFETY But Owen is quick to point out that MEM is about much more than insurance: “We’re a safety company that happens to sell insurance.”

“Most companies’ ultimate financial strategy is return on investment, but ours is return on safety, so it’s quite different,” say Tim Jackman, COO, who has been with MEM from the beginning. “The way we measure that is returning more workers home safely to their families every day.”

In January 2017, MEM awarded its first safety grants to 17 Missouri businesses, including Columbia’s Woodhaven. The grants offer a one-toone match of up to $20,000 for policyholder companies who are implementing new safety technology or protocols. The grantees will be required to report their findings, which MEM plans to share with its policyholders and the general public.

MEM plans to award $1 million in safety grants over the next three years and expand the program in the future.

Last year, MEM also funded research by MU’s College of Engineering to test after-market collision avoidance technology devices that can be installed in older cars already on the road.

Local OATS passenger vans were used to test the devices, which alert drivers when they follow too

close, depart from their lane, or are at risk of a front-end collision. The study found that three out of four drivers had improved driving safety with the installed devices.

“Innovation is a core value here,” says White.

“We want to explore ‘the art of possible’ and focus in on safety and how technology and innovation can help make workplaces safer.”

In addition to safety grants, MEM offers safety dividends. Policyholders’ workplace efforts and results can earn them up to 25 percent of their premium back.

“How many other insurance companies want your premium to go down?” asks Owen. He says that the safety dividends incentivize workplace safety, which helps decrease injury claims and losses, creating a win-win for both MEM and the policyholder.

“Safety pays,” he says with a smile.

‘TAKING CARE OF FOLKS’ Drive down Keene Street; it’s hard to miss the MEM campus. The 64,000-square-foot property features an enormous skylight above an openair atrium on the upper level, offering a comfortable, modern flair. Employees can be found walking laps around the atrium as an impromptu track.

In the warmer months, employees can get outside and use the actual track that circles the facility, which also includes a small lake.

The building’s sweeping lower level includes a self-service beverage bar and a small sitting area

B U SI N ESS U PDAT E

with built-in bookshelves. Most of the work stations are also open-concept, encouraging interaction and collaboration among employees.

“When we talk about taking care of folks, it’s not just external folks — it’s internal as well. We want people to have a healthy work–life balance,” explains Jackman. “If you go back to our vision statement, it talks about safe and healthy workplaces. The ‘healthy’ aspect is something we’ve latched onto more in recent years, and we’re really encouraging that, and that’s why you see people taking breaks and walking around the track.”

This employee-focused work culture seems to have helped MEM weather controversies that arose in 2011 surrounding then-CEO, former Gov. Roger Wilson and two MEM board members, followed by a damaging state audit. MEM ushered in a new era of leadership with Owen at the helm.

“MEM is not exempt from the tough situations that companies encounter,” says White about what happened six years ago. “What we focus

on is picking ourselves up and making our company even stronger. We’ve done that recently by improving leadership and strengthening the focus on our vision of safe workplaces.”

As someone who’s been with the company from the start, Jackman says employee commitment to the work at hand has never floundered.

“One of the things I’m really proud about, in terms of this company,” Jackman says, “is that we have people who take a lot of pride and ownership in their work, and that’s been here as long as I’ve been here.”

MEM employees also seem to take a lot of pride in contributing to the community. In 2015, more than half of MEM’s employees volunteered a combined 1,600 hours, and corporate contributions, along with more than $50,000 in employee donations, benefited 128 charitable organizations around the state. MEM’s employee contribution matching program also helps charitable donations go farther.

While MEM makes taking care of its own folks a priority, at the end of the day, Jackman reiterates that their job is about bringing people home safely.

“We have a flag that we put at half-mast whenever a policyholder loses their life on the job,” says Jackman. “It’s a constant reminder to our employees that our mission is never over, and probably 20 weeks out of the year, that flag is at half-mast.”

The other weeks of the year, MEM celebrates keeping people safe and being a driving force in safety innovation. These victories are what drive every “safety fanatic” at MEM. “We’re human beings,” Jackman says. “We get a lot of gratitude knowing we’ve helped people through trying times.” CBT

Missouri Employers Mutual 101 N Keene St. • mem-ins.com COLUMBIABUSINESSTIMES.COM 27

BUSINE SS • P EOP L E • IM P R OV EM EN T • F YI

Searching for a Cure Alzheimer’s Association fosters hope and education.

BY EMILY BREHE

Photo by Alexanderia Rinehart

AS A GRADUATE STUDENT STUDYING horticulture therapy, Jessie Kwatamdia worked at a nursing home. Her experience gardening alongside older adults introduced her to the impact Alzheimer’s disease has on patients and families.

Kwatamdia remembers serving as a mediator for a mother and daughter who struggled to find common ground when dealing with the disease.

“The daughter was very distraught because her mother was verbally abusive and didn’t recognize her,” Kwatamdia says. “And that’s really hard to take. With that experience, I realized that what I wanted to do professionally was help families understand what’s going on when someone gets Alzheimer’s.”

After developing a passion for working with seniors, Kwatamdia decided to dedicate her career to helping patients like those she spent 28 MARCH 2017

so much time with. She eventually became the executive director of the Greater Missouri chapter of the Alzheimer’s Association.

For about 28 years, the Greater Missouri chapter has served 58 counties in Mid-Missouri, focusing on providing resources for patients and spreading public awareness. By providing educational resources, family counseling, physician outreach, community programs, a 24/7 help hotline, support groups, and funds for research and additional services, the organization goes above and beyond to provide for Alzheimer’s patients and the community.

And the cost of Alzheimer’s doesn’t only impact the diagnosed and their families. Alzheimer’s also affects taxpayers. “Alzheimer’s disease is the most expensive disease in the U.S.,” Kwatamdia says. “One out of every five dollars

of Medicaid money goes to someone with Alzheimer’s disease.”

For those who are newly diagnosed and their families, the Alzheimer’s Association shows people how to live with the incurable disease. A trip to the organization’s location in Columbia offers new patients an accurate perspective on the condition, and a bit of hope.

A NEUROLOGICAL PERSPECTIVE Dr. Joel Shenker is an associate professor and director of the neurology residency program at MU. Because he holds both an MD and Ph.D., Shenker, who is an Alzheimer’s Association board member, serves as an expert resource to the group and the community.

Through working with Alzheimer’s patients at the University Hospital, Shenk-

N ON PR OFI T

Alzheimer’s Association

Greater Missouri Chapter

MAIN FUNCTION To eliminate Alzheimer’s disease through the advancement of research, to provide and enhance care and support for all affected, and to reduce the risk of dementia through the promotion of brain health.

NUMBER OF EMPLOYEES 9 EXECUTIVE DIRECTOR Jessie Kwatamdia BOARD MEMBERS Abby Akin, Helen Cripps, Linda Fisher, Danielle Harrison, Cameron Jones, Ryan Jones, Marcia Rauwerdink, Bruce Robison, Jennifer Seiwert, Joel Shenker, David Tomlinson, Jackie Walters, Mary Joan Wood PEOPLE SERVED ANNUALLY 55,000 Missourians with Alzheimer’s (2013) EVENTS May 25: Alzheimer’s Association Roast October 1: Walk to End Alzheimer’s

er’s work often overlapped And it doesn’t only affect with the Alzheimer’s Assothe elderly. In some rare cases, early onset Alzheiciation. While making sure mer’s can affect people in patients utilized the organitheir 40s and 50s. Recently, zation’s resources, Shenker a 45-year-old Alzheimer’s came to the realization that patient visited the local chaphe wanted to strengthen ter in search of options. the partnership between the two institutions.

Family members can be discouraged when a loved one “I try to give a perspecdoesn’t seem to remember tive that the board may Jessie Kwatamdia them, but Kwatamdia says it’s not have always heard, like important to understand that explaining what’s actupatients do generally have ally happening to patients an understanding for who when they see a doctor,” someone is — they just can’t Shenker says. remember specifics.

Alzheimer’s is responsible for 60 to 80 percent of “Sometimes patients dementia. Unfortunately, become alienated because the disease ranges so much there’s a lot of stigma surfrom person to person that rounding the disease,” there is no test that can Kwatamdia says.

“It’s diagnose it. So, like many important to keep in mind medical conditions, Alzthat even though they may not remember you, they are heimer’s has to be cliniJoel Shenker still human. They deserve cally diagnosed, but about dignity. They deserve somehalf of Alzheimer’s cases go unverified. Through publicity and educaone who will talk to them, not at them.” tion, the Alzheimer’s Association hopes to Shenker often finds himself telling people: change that.

“Memory loss is not the problem. The prob“There is very little about Alzheimer’s that lem is what [memory] is being asked to do.” can’t be answered on the Alzheimer’s AssociFamilies can restructure their lives to miniation website alone,” Shenker says. mize the risks associated with memory loss, The disease is best managed when the which include financial mistakes and mispatient has support from family and friends. managing medicine.

“And it’s often very heartwarming to see how There are days when forming relationpeople rally around a patient,” Shenker says. ships with patients can take an emotional toll “It’s also great to see people cope and adapt on those fighting for a cure. On days of loss, and struggle to find ways to make the best of Kwatamdia will go for a walk or pray. the situation they’re in. There’s all these sad “Today, there are no survivors of Alzheiand bad things about it, but it’s often wonmer’s disease,” she says. “I long for the day when I can say, ‘Yes, there is a cure.’” derful to see how the child steps up to plate But although the search for a cure for Alzand repays mother or father’s love from heimer’s continues, patients can still find when they were a child.” ways to move forward.

“The resiliency of the human spirit is excitSPREADING THE WORD There are a variety of myths that the Greater ing to see,” Shenker says. “And it’s neat to see Missouri chapter debunks on a regular basis. how people find ways to still enjoy things in One, for example, is that memory loss is a their life, and almost always, they can.” CBT common part of aging.

“It’s not a natural aging process, by any means,” Kwatamdia says. “I think people just assume that as people get older they lose Alzheimer’s Association their memory and it’s just part of aging, but (Greater Missouri Chapter) it’s not.” alz.org/greatermissouri COLUMBIABUSINESSTIMES.COM 29

Allison Smythe, Justin Dyer, Thomas Kane, Jeff Pasley, Carli Conklin

2014

Summer 2015

October 2015

MU establishes the Kinder Forum on Constitutional Democracy.

The forum sponsors the first group of Kinder Scholars, a group of 21 students who live together in Washington D.C. for 10 weeks while working and studying.

The Kinder Institute receives a $25 million gift from the Kinder Foundation, the fourth largest endowment in MU’s history.

30 MARCH 2017

BUSINE SS • P EO P L E • IM P R OV EM EN T • F YI

C ELEBRAT I ON S

Back to Basics MU’s Kinder Institute on Constitutional Democracy succeeds by starting conversations.

BY MAYA McDOWEL L | P HOTOG R A P HY BY AN TH O N Y J I N S O N

PUBLIC UNIVERSITIES AND POLITICS are no strangers, but the two are particularly tied up today. Schools and legislatures across the country are dealing with tight budgets and rising tuition costs; campus protests — including those at MU — have become part of a national conversation about protected speech and constitutional rights. MU’s Kinder Institute on Constitutional Democracy studies and teaches those constitutional rights, with a mission to make the abstract philosophies of early America accessible for 21st century students.

Established in 2014 with funding from the Kinder Foundation, a philanthropy started by MU alumnus Rich Kinder, the institute focuses on four constituent groups: undergraduate students; faculty and graduate students; public citizens; and a global scholarly community.

“The program itself is focused on American political thought and history, and takes a particular interest in the American founding,” says Justin Dyer, director of the Kinder Institute. Dyer says the institute is unique among similar centers at other universities because of the breadth of its programming and the caliber of its faculty. Dyer’s early focus has been on these core strengths, which he hopes will carry the institute to its next goals: expanding the graduate program, hiring more highly qualified faculty, broadening the scope of community outreach, and establishing an international reputation.

NEW FACES In the last year, the Kinder Institute recruited established scholars, both from MU and from elsewhere, to their faculty.

“We want to build a scholarly reputation for both the institute and for the University of Mis-

souri to be a place where people come to study constitutional democracy,” Dyer says. “When you hire great faculty members, they’re going to go out and publish, and their names will be on their books and articles.” Jay Sexton, Kinder Institute chair, and Adam Seagraves, associate professor of constitutional democracy, joined the institute in the fall.

Sexton returned to the Midwest after working at Oxford University in England. He says he was brought back by the unique opportunity at the Kinder Institute. “There are very few places in higher ed these days that both focus on political history and have the resources to make a difference,” he says.

Seagraves was excited at the prospect of working with the institute and with Dyer, whom he’d encountered in the academic world before. Seagraves says work by scholars and academics studying the American founding often goes unnoticed; the Kinder Institute, however, strives for public recognition and dialogue about its work.

“It’s great that we do so many things in the institute that help to spread awareness and understanding of American political principles that can hopefully have an impact on society and other academics, as well as other institutions around the country,” Seagraves says.

“Political history matters,” Sexton says. “If anyone didn’t buy that, or would object to that, the last six to eight months goes to show that our political institutions and systems are complex. They need to be understood, and they have all sorts of implications for everybody.”

MAKING A NAME Dyer says the political climate, both on campus and nationally, has helped spark interest in constitutional democracy among citizens. “Recent

political events in the country have gotten people thinking and talking a lot about constitutionalism, the Bill of Rights and the government—a lot of topics that seem timely,” he says. “I think our students have been more interested in what we’re doing as a result.”

With the interest there, the Kinder Institute will work to build its scholarly reputation. Seagraves, for one, founded and now edits an online journal exploring the meaning and significance of American principles called Starting Points. Its mission is to facilitate intelligent discussion without being overly academic — to provide “starting points” for informed political discourse.

One of the institute’s visions that Sexton is particularly invested in is expanding the graduate program. “That’s a way you really make an impact in this profession is both through the publications that everyone associated with the institution will produce, but also through being able to spread ourselves into other institutions by having successful Ph.D. candidates,” Sexton says. The institute will continue to offer educational opportunities for students, faculty, and the community, including hosting lectures and seminars.

Drawing from a diverse collection of individual interests and focuses, the Kinder Institute is a strong team. Seagraves says academia is often a solitary enterprise. “But here, it’s not — it’s communal,” he says. “Everyone is dedicated to a particular mission and a vision that we’re trying to follow in some way — a sense of a common purpose that we have here that you don’t really have in most other universities and academic units.” CBT

Kinder Institute on Constitutional Democracy democracy.missouri.edu

Winter 2015-2016

Fall 2016

Fall 2017

Following protests on MU’s campus, the Kinder Institute develops programming to engage and respond with students and faculty.

The Kinder Institute adds scholars Jay Sexton and Adam Seagraves to its faculty.

The institute continues to search for established faculty members and adds student and community programming.

COLUMBIABUSINESSTIMES.COM 31

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B U SINESS • PEOP LE • IM P R OV EM EN T • F YI

M OVER S & SH AKER S

Movers & Shakers MARCH 2017 SHANTEAU

Fresh Ideas

Raghav Govindarajan

Fresh Ideas Food Service Manage-

Missouri Public Transit Association

ment has recently hired two new

Columbians Dorothy Yeager and

professor of neurology at the MU

account managers, David Shan-

Drew Brooks recently took over

School of Medicine and a neurol-

teau and Taylor Strecker. Shanteau

as acting president and vice pres-

ogist at MU Health Care, received

will oversee accounts in Arkansas,

ident of the MPTA, a statewide

the Exceptional Mentor Award

and Strecker will oversee accounts

transportation nonprofit. Yeager

from the American Medical

in Missouri, Kansas, and Nebraska.

is the executive director of OATS,

Women’s Association. Govinda-

Additionally, Maria Scruggs was

another transportation nonprofit,

rajan also received the Clerkship

appointed to controller at the

and Brooks is the multi-modal

Director Teaching Award from

company and will manage finan-

manager at the City of Columbia,

the American Academy of Neu-

cial reports, accounts receivable,

where he manages the city’s public

rology. He will formally receive

accruals, and expenses.

transit systems.

the AMWA award on April 1 and

Dr. Govindarajan, an assistant

STRECKER

SCRUGGS

the AAN award on April 24.

Jill Dunlap Brown

Greg Steinhoff

In mid-February, Columbia Pub-

Steinhoff, vice president of indus-

Shelter Insurance

lic Schools recommended Brown

try and regulatory relations for Vet-

Clint Miller and Nancy Allison

as the new assistant superinten-

erans United Home Loans, was

have been recognized by Shel-

dent for elementary education to

appointed to Boone Hospital’s

ter Insurance as two of the com-

the Columbia Board of Education.

board of trustees. Steinhoff served

pany’s highest achieving sales

Brown has 16 years of education

on the board in the past before

representatives for 2016. Miller

experience, most recently serv-

resigning to become Missouri’s

joined the Shelter team in 1991,

ing as the principal at Russell Bou-

director of economic development

and has been recognized for his

levard Elementary School. She’ll

under former governor Matt Blunt.

outstanding performance 16

BROWN

YEAGER

times; Allison has been with Shel-

replace Ben Tilley, who will retire after 21 years with CPS at the end

Amanda Blumhorst

ter since 2006 and has been rec-

of the school year.

Socket, a phone and internet pro-

ognized 10 times.

BROOKS

vider, hired Amanda Blumhorst

Jenny Williamson

as the company’s new control-

Rebecca Schwartz

Williamson was recently

ler. Blumhorst is a certified public

The Boys and Girls Clubs of

appointed as the regional director

accountant with 15 years of finan-

Columbia hired Schwartz as

of operations for northeast Mis-

cial experience. Before joining

director of development and

souri for Integrity Home Care and

Socket, she was director of finan-

stewardship. Schwartz brings

Hospice. Williamson previously

cial operations for Alternative

experience working in develop-

served as regional manager of the

Community Training, a nonprofit.

ment at MU and working as a

Columbia branch, where she had

She earned her MBA from William

real estate agent in the Columbia

been since 2014.

Woods University in 2005.

market to the position. CBT

GOVINDARAJAN

SCHWARTZ

Are you or your employees making waves in the Columbia business community? Send us your news at Editor@BusinessTimesCompany.com COLUMBIABUSINESSTIMES.COM 33

B U SINESS • PEOP LE • IM P R OV EM EN T • F YI

MARGRACE BUCKLER HUMAN RESOURCES DIRECTOR | CITY OF COLUMBIA | AGE: 61

Job description: I lead and direct all of the City’s human resources and employee benefits programs. So that’s part compliance, part PR, part negotiator, part mediator, part enforcer, part consultant.

Years lived in Columbia/ Mid-Missouri: Forty-three. I came to Columbia to attend MU and left for only a couple of years before I came back to stay.

Original hometown: Nevada, Missouri.

Education: BA in English literature and a master’s in public administration, both from MU. Favorite volunteer/community activity: I served on the Job Point board for four years and saw lives changed every day by the work of the staff. Currently, I serve on the HR committee for the Boys and Girls Club.

Professional background: Public service is an inherited family trait. Only four of my many working years have been outside government service. I worked in state government for higher education, the legislature, and economic development. I fell into a human resources role in state government and have stuck with HR work for 24 years. I have served the City of Columbia for almost 19 years total.

Why I’m passionate about my job: HR work is centered on people: putting people to work, helping employees learn and advance, solving problems to make things better, and ultimately serving our citizens and customers.

Why I’m passionate about my company: The work we do at the City is all about making this community better.

34 MARCH 2017

Photography by Anthony Jinson

P E R S ON YO U SH OU LD KN OW

“HR work is centered on people: putting people to work, helping employees learn and advance, solving problems to make things better, and ultimately serving our citizens and customers.”

A favorite recent project: My biggest project right now is not at work — it’s doing things that will improve my odds of being around a long time. I learned to run, by which I mean jogging slowly, with a great group from work, and I completed a 5K last May. I’m going to do it again!

A Columbia businessperson I admire and why: Anyone who runs for city council! It’s not the same as state or federal elected officials — your constituents are right next door.

Biggest lesson learned in business: If you screw up, admit it, figure out how to fix it, and move on. And if you’re in public service in Columbia, avoid having your name above the fold on the front page of any newspaper!

My next professional goal: I love my job at the City. When I’m ready, I’d like a “retirement” job that’s meaningful.

If I weren’t doing this for a living, I would: Be an archaeologist. It’s history outside — what could be better? Or I’d do stand-up comedy, because you never know what employees will say or do that’s funny.

Or I’d be a pirate. I really like pirates.

The next challenge facing my industry: For public employers, retaining employees is becoming more and more difficult.

What people should know about this profession: Thick skin is required.

It’s impossible to make everyone happy in HR work. And you have to be a rule follower!

Greatest strength: Honesty, even when it’s uncomfortable.

Greatest weakness: I overcommit — it’s hard for me to say no.

What I do for fun: Read, run, and go to Mizzou football games.

Family: Husband of almost 28 years, Kevin Buckler; son, Morgan, who is 20; two or three dogs, depending on where Morgan is; and one apparently bulimic cat.

Favorite place in Columbia: The MKT Trail and the ARC are my sane spaces.

Accomplishment I’m most proud of: Establishing an “opportunities for excellence” fund in my mom’s name at the English department at MU. Most people don’t know that I: Am legally named Margaret Grace — my southern mom called us by our first and middle names. What came out of my mouth instead was “Margrace.” CBT COLUMBIABUSINESSTIMES.COM 35

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B U SINESS • PEOP LE • IM P R OV EM EN T • F YI

Q&A GUY HULEN

Vice President, JobFinders Employment Services

1. How has the job applicant pool changed in recent years? The pool is constantly changing; however, what we’ve seen lately is less and less folks going into skilled trades and more people going into academics over the last decade. This has created a shortage of skilled trades like welders, HVAC workers, electricians, etc. The newest trend is communities building these skilled trades back up, and we’re seeing more tech schools pop up, especially in more rural markets.

2. What’s something you would like to see more employers do well? The first day of employment is critical, and we must welcome our employees and be prepared for the first day of training. The new employee needs a mapped-out plan to accomplish results in the job. It’s also critical to offer continued training as the employee progresses —show them the future opportunity, even if it’s an entry level position with few perks. That’s key to retention.

3. Columbia’s unemployment rate is low, but how would you describe the Columbia job market more specifically? With Columbia’s rate hovering around 2.9 percent, it would appear that there’s a shortage of employees, but we always seem to have qualified people for the opportunities we do have. Because Columbia is positioned between St Louis and Kansas City on I-70, we attract a wide variety of positions and companies. Columbia retains many of its university and college grads, so there’s a strong pool of candidates for openings. I speak with a lot of businesses and companies interested in locating to Columbia, and I always tell them Columbia is very unique and we have a great pool of strong employment candidates that’s always growing and getting stronger.

4. Do you have a favorite memory from your own experience job seeking? I was in the banking business right here in Columbia. My employer, Farm and Home Savings, was purchased by Roosevelt Bank. I was told I had an opportunity within Roosevelt Bank for the prior five months, but the day before the deal closed, I was released with one month’s severance. With a pregnant wife and 5-year-old at home and bills to pay, I went to JobFinders Employment Services and Anne Williams told me “I wish I had something more at your level, but let me make some calls.”

She called me back in two hours and sent me on an interview in Jefferson City to interview for a loan representative opening at Beneficial Finance. The salary was less than 25 percent of what I was making before, but I needed a job, so I went to the interview and they immediately sent me for a drive to Lenexa, Kansas for a second interview. On the drive home, I was offered a position as a management trainee (even though I had already managed four locations and made loans of up to $500,000), which I accepted. I sat down with my wife and said I’d us back to the income level in three years or less. I became the fastest promoted employee in the company, eventually becoming vice president of human resources. I tell that story to illustrate that even if an opportunity isn’t perfect, you can make the best of it if you have a plan.

9 QU EST I ON S

5. What’s the biggest mistake people make when looking for a job? The most common mistake I see is a lack of job focus and preparation. Candidates must be focused on what they want to do, then they have to prepare for the specific opportunity, research the career path, and tailor their resume and search. If you get an interview, do all the research you can on the company and person you’re interviewing with.

6. Has your approach to your work changed over your career? With years comes some wisdom, I hope. I think I’ve guarded against skepticism and realized that I can’t do everything by myself, as I once thought as a younger man. It’s only with others that we can accomplish our goals, mission, and purpose.

7. Do you think a college degree has become more or less valuable over time? That topic has been very controversial as of late with the rising cost of higher education. I still believe that college offers you an opportunity to think differently and become who you are supposed to be and maybe grow up. While many of the greatest entrepreneurs of all time did not finish college, I must say I believe that you tilt the odds in your favor if you get that degree from a college, university, or tech school.

8. What would make Columbia a more attractive place for employers?

Columbia must continue to work on keeping its graduating high schoolers here in Columbia.

Many other communities are losing high school graduates to out-of-state colleges and opportunities, and they’re losing companies due to the talent shortage. Keeping the immediate youth in town keeps the talent pool strong for the future, which attracts companies to relocate here.

9. What’s the most rewarding part of your work? This is the easiest question — helping people! If meet a person who genuinely wants a job and can’t find one, and you help them find an opportunity, the gratitude and excitement they show is something no words can express. Helping people is the biggest reward of all time. CBT

Check out more questions and answers with Guy Hulen online at ColumbiaBusinessTimes.com.

COLUMBIABUSINESSTIMES.COM 37

B U SINESS • PEOP LE • IM P R OV EM EN T • F YI

Head to Head in the Fifth Ward Arthur Jago and Matt Pitzer are vying for the seat being vacated by Councilwoman Laura Nauser. Among the most contentious issues they’ll confront will be continued expansion in southwest Columbia and — of course — power lines. Hear from each candidate in their own words.

What is the biggest challenge your ward faces?

AJ: I think the biggest concern is police pres-

ARTHUR JAGO 67 | BUSINESS MANAGEMENT PROFESSOR AT MU • Commissioner of the City’s Personnel Advisory Board • Member of MU Faculty Council • Former leader of Boy Scout Troop 4 • Resident of Fifth Ward for 22 years • Experience in business management

ence, and I’ve found that by listening to people in the Fifth Ward. We need more police officers on staff and in our neighborhoods. The recent issue with high-voltage power lines was also a big concern in the ward.

MP: The biggest challenge for the Fifth Ward is a

combination of different issues related to problems with growth and new development. There was the recent issue with high-voltage power lines, which raised a lot of emotion in the ward.

There will be more road expansion and construction in the next couple years, and I want to make sure that development is handled properly.

Another problem is public safety and making sure we have an appropriately sized police and fire department to serve our city’s needs.

What one issue is most important to you?

AJ: Public safety is most important to me. I think we need to keep the city safe and create the standard of living that people are hoping for in Columbia.

MATT PITZER 42 | PORTFOLIO MANAGER WITH SHELTER INSURANCE • Has lived in Fifth Ward for more than 10 years • Member of the City’s Police Retirement Board • Finance chair and executive committee member of the Missouri Humanities Council • Financial experience 38 MARCH 2017

MP: I think it is important for the city coun-

cil to have a long-term vision of where the city should be headed and to put policies in place that contribute to that goal. I hope to continue to support Columbia’s advances and make it a wonderful place for those starting families and businesses.

On the city’s relationship with the business community: AJ: I think the relationship is solid and mutually beneficial. One can’t exist without the other, but it’s important we meet the goals of the community and help raise the standard of living for all Columbia residents.

MP: There’s always room to improve, but the city has made some recent strides economically [with Aurora Organic Dairy] that I hope continue. We need to bring new, unique business to Columbia while also supporting our existing businesses. There are many startups in Columbia that need the help and support to grow their ideas into businesses that are beneficial to the city.

MP: The most important thing to me is mak-

On development:

ing sure that Columbia continues to be a place that my kids are proud to grow up in, and I want to make sure that they’re able to have the same opportunities I had here.

AJ: The population of Columbia is growing, which is great for the growth of the city overall. It’s important for the vibrancy of the city and for maintaining the quality of life that we all hope for. At the same time, this growth puts certain demands on our infrastructure and we have to be constantly thinking about that as well.

How can city council better serve Columbia?

AJ: We need to involve all major stakeholders of the community and also maintain transparent government. Transparency is vital, whether it be in regard to meetings, budgets, or other council business. Public involvement is crucial and will ultimately help the city council better serve the community.

MP: It’s a good problem to have; I would rather be dealing with challenges of growth than a lack of growth. It’s important that we make sure that, as the city continues to grow, there are services in place to support development and solve future problems.

P OLI T I CAL U PDAT E

Two of Columbia’s City Council seats, in wards one and five, are up for election on April 4.

CBT broke down the matchups so you can stay informed — and don’t forget to vote!

In the Heart of the City In the city’s most economically diverse ward, incumbent Clyde Ruffin is up against two challengers: a longtime community organizer, Pat Kelley, and a young political upstart, Andrew Hutchinson.

CLYDE RUFFIN

PAT KELLEY

ANDREW HUTCHINSON

First Ward incumbent Clyde Ruffin, 64, stepped into council nearly two years ago, following the resignation of Ginny Chadwick. He has since pushed for social equity by serving on committees and interacting with constituents. “We’re getting out, walking the streets, just beginning to build those kinds of relationships where people can recognize you when you’re walking down the street and say, ‘That’s my councilperson right there,’” Ruffin says. The city as whole is working on fair and impartial policing, he says, with a focus on developing positive community relationships.

Ruffin says the city has made strides in its relationship with the business community; on development, Ruffin says the “overarching goal is to be responsive to the needs of the community, and that provides opportunities of growth and strengthening the quality of life for everybody.”

Ruffin wants to reach out to citizens who feel they don’t have a public voice. “What I believe is critical is to reach out to those various segments of the community with a sense of compassion, a willingness to listen, and a commitment to be an advocate for the things that are important to them,” Ruffin says.

FUN FACT

Pat Kelley, 56, is an administrative assistant in the Department of Classical Studies at MU. As the co-founder of the Ridgeway Neighborhood Assocation, Kelley thinks that strong neighborhood associations are beneficial to the community, and that they should have an impact on the decision-making of city council. “Part of my platform of fair and transparent open government is that we’re connecting with people and we have that dialogue,” Kelley says.

Kelley holds “office hours” every first and third Saturday of the month at Gerbes, where she talks to constituents on an individual basis. Kelly contends that there should be more long-range planning about what the city wants to look like in the future and how the city wants to grow. This includes “preserving the good things we have about Columbia” and offering incentives and support for small businesses, because that’s what maintains Columbia’s local character and diverse downtown district, Kelly says.

Affordable housing, particularly in the First Ward, is the most important issue to Kelley — she says affordable means “people are not paying more than 30 percent of their income on housing.”

FUN FACT

MU student Andrew Hutchinson says that he realized there are systemic problems within the First Ward when he was working as an outreach coordinator for an after-school program. “That made me want to try to do something to change it,” he says.

Hutchinson, a senior at the university studying history and sociology, also graduated from Rock Bridge High School and is a lifelong Columbia resident. He says individual council members should forge relationships with business owners in order to support brick-and-mortar businesses in the most efficient way possible. As a lifelong resident, Hutchinson says he has watched downtown Columbia develop rapidly. This has instilled a belief that “responsible development” is important — making sure the new businesses and housing complexes serve the needs of Columbia citizens effectively.

Hutchinson supports the development of the Columbia Community Land Trust, an affordable housing initiative the city has been collaborating on in the First Ward. “I think it’s something worth dedicating a lot of resources, time, effort, and attention to make sure it succeeds,” he says.

FUN FACT

In Ruffin’s other job, he’s referred to as the Rev. Clyde L. Ruffin, at Second Missionary Baptist Church.

Other organizations Kelley has been involved in: Central Columbia Get Out The Vote Committee; Columbia chapter of the Jane Austen Society of North America.

Hutchinson DJs for KOPN on Saturday afternoons; he co-hosts a show about social justice, hip-hop, and R&B.

COLUMBIABUSINESSTIMES.COM 39

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The Sales Tax Malaise

BY A L GERMON D

“IT WAS A SURPRISE FOR MY WIFE,” the man in the coffee shop was saying. “Just bought some new furniture,” he drawled on, “and I can’t wait to see the look on her face when I tell her what I paid for it . . . it was one of those deals on the internet with free delivery, and I didn’t pay any sales taxes either.”

Some telling, all-too-common words uttered by an anonymous braggart, someone who would be the first to complain if police and fire protection in his area was curtailed because receipts from sales taxes continued to soften, regretfully too naive to understand the connection between the two.

There was some assurance recently when mega-sized Amazon announced that it has started paying Missouri state sales taxes because the internet retailer now has a “presence” in the St. Louis area. Still, it’s tough luck for counties, cities, and other entities who won’t share in the munificence. What stands are landmark Supreme Court cases involving mail-order retailers — Quill and Bellas Hess come to mind — that have pre-

vented the spectrum of government entities from collecting taxes on sales, an advantage trumpeted over the years to facilitate selling merchandise over what has been called the “poor, undeveloped internet.”

In a striking role reversal, online retail internet activity is hotter than ever, while the survival of brick-and-mortar retailers (some of the most venerable names may soon get plowed under and disappear altogether) is in question.

Missouri’s first sales tax — one half of one percent — was enacted after considerable debate during the depths of the Great Depression in the 1930s. Billed as a temporary, emergency relief measure, it was soon made permanent, and the percentage would climb over the years, though, under constitutional fiat, lesser entities such as cities and counties were not allowed to levy their own sales taxes.

That door would eventually open via a constitutional amendment, and Columbia began collecting its own sales tax on April 1, 1971. For the cash-starved city, the one percent sales

OPI N I ON

tax produced $3,663,801 from its inception through June 22, 1973, with $2,224,071 going into the city’s public improvement fund to finance major projects such as the construction of new streets. The remaining $1,447,230 went into the general fund to finance the general operations of city government, including its police and fire services.

Heady numbers from more than 40 years ago at a time when Columbia was running out of options to finance a growing city and a myriad of new municipal services its citizens were insisting on.

While the city’s financial picture and nourishment needs have grown exponentially, the internet exemptions sanctioned by federal court cases are costing cities, counties, and other taxing entities dearly; in the case of Columbia, a $6 million annual shortfall, by one estimate. Nowadays, geography and where you shop determines how much sales tax you’ll pay. It could be as little as the 4.225 percent basic state rate, or it could nudge just shy of 10 percent, depending on where you make your purchase. Where five percent once seemed in extremis years ago, the 10 percent threshold may not be far away.

For some, the thirst of government never seems to be sated. Talk of tacking on another tiny percentage to return the fairgrounds and the fair itself to their former vaunted glories of solvency has brought groans from some quarters. Some constituents — not necessarily with thrift in mind — find the pleas to plug the internet loophole rather amusing. For them, online purchases as a sales tax dodge is a deliberate protest against what they perceive as the bad karma that radiates from city government. Others say that taxing internet sales will only funnel more money to Washington with a scant prospect of much of it ever returning to our shores.

Perhaps these disparities in taxation will eventually be resolved. It’s the far darker, threatening clouds of Medicaid finance that could turn us — and probably the rest of the country — on its heels. But that’s something to consider another time. CBT Al Germond is the host of the Columbia Business Times Sunday Morning Roundtable at 8:15 a.m. Sundays on KFRU. He can be reached at algermond@businesstimescompany.com.

COLUMBIABUSINESSTIMES.COM 41

42 MARCH 2017

INVEST IN YOUR TEAM Columbia HR professionals highlight ways to recruit the best of the best.

BY ANNA CO M FO RT

At 2.7 percent, as of the last Bureau of Labor Statistics report, the unemployment rate in Columbia is low — the lowest of any metropolitan area in Missouri, in fact. While that’s great news for job seekers, it forces human resources teams to get creative in how they recruit and retain new employees.

At a January panel hosted by the Human Resources Association of Central Missouri, some of Columbia’s most successful HR professionals offered their advice on today’s best practices.

COLUMBIABUSINESSTIMES.COM 43

RECRUITING MILLENNIALS In a college town, the job candidate pool is full of recent graduates, and for all the talk of participation trophies and entitlement, research shows that millennials share the same workplace goals as Gen X and Baby Boomers. A joint review conducted by George Washington University and the Department of Defense studied more than 20 workplace studies concluded that there don’t appear to be any meaningful differences between generations in the way they go about their work.

“They struggle with some soft skills,” says Lisa Pilkington, HR recruitment and hiring manager at MidwayUSA. “But I think it’s always been like that. We have to work with our new grads, teach them, cultivate them, and mentor them.”

Many HR professionals worry about those soft skills— traits like communication, time management, and adaptability — in new graduates. The solution to this, according to Diamond Scott, recruitment coordinator at Influence & Co., is to expose college students to the office environment as much as possible. “If you don’t have a lot of internship experience, your first day in the office will be the first time that you’re exposed to a professional environment.”

Internships are a way to train young people in workplace etiquette, and they’re also a recruitment tool. Scott explains, “All of our students start with a 10-week paid internship and, as things progress, if it’s a mutually beneficial relationship, we offer them part-time opportunities to stay with us until graduation.” If full-time positions are available, then those new grads can expect a job offer from Influence & Co. Being present on campus should be central to the recruitment strategy of any company looking to hire new graduates. This semester, Scott and Influence & Co. president Kelsey Meyer are teaching a class at MU, and their students spend four hours a week at Influence & Co. working on projects. Taking part in resume workshops and mock interviews gives you exposure with career-minded students — exactly the kind you’d like to hire.

The bottom line? Don’t be afraid to bring in young blood. Just make sure you’re putting in the work to prepare your potential new hires for success.

REVISIT THAT APPLICATION How long is your organization’s employment application? When was the last time you made changes to it — or even looked at it?

44 MARCH 2017

Making your application simple and accessible means more people will complete it, giving your company a better chance of finding the right candidate.

Jessica Gardner, an HR specialist at MidwayUSA, says that once Midway made their career site mobile-friendly, their application rates spiked. According to a report from Jobvite, a recruiting software company, 48 percent of job seekers used their mobile devices to search for their most recent job. “That is one thing that you can do today,” Gardner says. “Pull out your cell phone. See if you can view your application online via the mobile site.”

Another issue? Readability of your job posting. “Make it super easy,” Gardner stresses. “Applicants spend less than 50 seconds determining whether the job is a fit for them or not. You have 50 seconds to catch their attention.” This statistic comes from a study by TheLadders, a job search website, which goes on to say that job seekers only spend an additional 22 seconds reading the applications on jobs they’ve decided to apply for. Being as clear and straightforward as possible in the job posting means that the people who do apply will have a better idea of what the job actually is.

A good way to get a pulse on your application’s success with job seekers, according to Gardner, is with an applicant tracking system, such as Jobvite or Kronos Workforce Ready.

An ATS can show you how many people are clicking on your application versus how many are actually turned in. “If you’re getting a lot of clicks and not a lot of applicants, maybe you need to go back and think about how you’re advertising that job,” Gardner says.

And if a promising application comes in, get in touch quickly. Gardner says to remember that Columbia’s candidate pool is small.

“If you have an applicant that really wants to work, they’re going to be applying for a lot of jobs. So if you don’t connect with them quickly, someone else is going to before you.”

CULTURE IS KEY When speaking with potential hires, finding a good fit means more than agreeing on starting salary. It’s important to figure out what makes your organization unique, Pilkington says, and to hire people based on a shared vision.

“That’s where you attract talent — by telling your story,” she says. “That’s the compelling thing. We emphasize mission, values, and culture at Midway. We have a very unique culture. Don’t underestimate how valuable it is to tell that story.”

For Midway, a company that sells hunting and outdoor products, it’s a no-brainer to target candidates who love the outdoors.

Employees who take part in the same activities as the company’s target customers will feel more invested and engaged in their work.

“If you hire for culture fit, you’re really going to be more successful,” Pilkington says. “Look for that culture fit, and then train them up.”

Part of your company’s story also stems from geography. Columbia competes with larger cities like St. Louis and Kansas City for talent. So, Pilkington says, look for people with connections to the area. “Maybe they went to school here,” she says. “Maybe they have family here. Maybe they want to do graduate work at the university. There’s some draw for them to live in Columbia, Missouri.”

At Influence & Co., Scott also uses company culture as a strategic recruitment tool.

As a content marketing agency, the organization produces articles to help their clients reach and engage new audiences.

“We feel like we are marketing ourselves as an employer, so we use those same content marketing strategies to bring candidates into our pipeline,” Scott says. She encourages staff members to share their work on social media. She also writes for Influence & Co.’s blog and published an article on Glassdoor, the employer review and job searching website, about preparing for interviews. By sharing that knowledge and taking pride in their work, Scott and her co-workers spread Influence & Co.’s message to potential new hires.

In keeping with this company value of sharing and spreading knowledge, Scott does something that may seem strange in such a competitive market. “We’ve built partnerships with brands and other companies who are looking for similar types of applicants, but maybe there’s some sort of variation,” she says. “If you’re not a great person for us, it doesn’t mean you’re not a great applicant.

So let me help you find some other avenues to work within the community that you’re in.”

With unemployment as low as it is, building these sorts of partnerships can be essential to finding the right people and keeping talent in Columbia. “We have nothing to lose by referring those really great individuals back and forth,” Scott says.

DIVERSITY IS THE FUTURE Cultivating a community with a wide range of perspectives and backgrounds spurs innovation and drives your company forward.

Change is hard, but it’s worth it. Orvil Savery, HR generalist at Veterans United Home Loans, says that recruiting for diversity has to be deliberate, and it’s all about showing up.

IN THE IR OWN WORDS MU students share what they’re looking for in job opportunities.

“Going to school and being in all these clubs, I’m missing out on those three to five years of experience that a lot of people are asking for in these entry-level positions. There’s no way I could have gotten three to five years of experience while going to school. So work with us and train us for those positions. Build my skills instead of screening me out.”

Akara Brown, political science and sociology

“When you’re interviewing students, they might not have the resume that you’re looking for, but be open to them. When I’m interviewing for jobs, I would be nervous. I might not have the degree or the major or the experience, but I have the soft skills, like leadership and integrity — character values that can fit a good company.”

Brent Pearson, secondary social studies education

“A big thing for me is flexibility, especially as a student. I’m on a community service board, I’m in the student nurse association, I do all these things to build my resume and have a great career, which is awesome. If you take my availability for what it is and work with me [for scheduling internships and part-time employment], it’s nice to have someone on your side, someone who wants to help you grow in that profession.”

Francesca St. Angel, nursing COLUMBIABUSINESSTIMES.COM 45

College campuses are one of the best spaces to get to know diverse groups.

“Support organizations and events,” Savery says. “There are over 600 student organizations at Mizzou. Six diversity orgs, 22 minority orgs, nine international, 10 advocacy.” Being present in those spaces, he says, will bring you into contact with students who might not otherwise think of applying to your company.

It will get easier as you get to know these students and tap into new talent pools, but continue to challenge yourself. “If you’re actively seeking out diverse students, make sure you’re tracking yourself,” Savery adds. “How many students did I talk to? How many organizations’ meetings did I attend this year versus last year? Try to increase that amount as you go.”

Hire diverse students for internships, exposing them to your company structure and grooming them for full-time work after graduation. The payoff is invaluable in terms of new perspectives and richer company culture.

Diversity is not just about gender and race. Tina Olson, director of graduate business programs at Stephens College and an HR professional with more than 20 years of experience, wants to see more companies make an effort to hire individuals with disabilities. She talks about one young man she knows with poor verbal communication skills, but a work ethic that would make him a valuable employee. “We do some things in our processes that limit the ability of nontraditional employees [to meet the requirements],” she says. “People with disabilities really want to work and contribute, and there’s some great data that shows the benefits of productivity [for those individuals]. Can we just rethink why we need a five-page application?”

Other underserved groups would benefit from this too. “In Columbia,” Olson continues, “we have multiple groups that represent people with disabilities or people re-entering from prison, or the stay-at-home parent who’s coming back into the workforce, but it never seems like there’s a real, intricate collaboration [with companies]. Everyone does it just a little bit differently, so I think that 46 MARCH 2017

Gallup conducted a poll of millennial women in the workplace.

When asked how important it was to take a job with a different organization that allowed them to work for a greater cause, 38 percent of millennial women said “very important” as opposed to 29 percent of Gen Xers and 29 percent of Baby Boomers.

When asked how important it was to take a job with a different organization that had a great reputation or brand, 34 percent of millennial women said “very important” as opposed to 39 percent of Gen Xers and 41 percent of Baby Boomers.

reduces advocacy. If I could wave my magic wand, I would want to see groups like that work together more and collaborate more with employers. Learn what the needs are and also talk with employers about their concerns. Are they real or perceived?”

REFERRAL PROGRAMS PAY OFF If your employees enjoy their work, they’re going to tell their friends and family about it. And that word-of-mouth communication, when harnessed, can be your strongest recruitment tool.

Every company should design a referral program that reflects their organizations’ values and goals. MidwayUSA, for example, is committed to high retention — their referral system rewards employees for referred hires that stay with the company. When an employee brings in a new hire, according to Gardner, “At 30 days you get $100. At 90 days you get $150, and then at six months, $250. There’s an incentive to pass out the cards to people who really want to work here.” She says

HOW DOES COLUMBIA MEASURE UP?

that, about a third of their new hires come from the referral program.

At Influence & Co., employee referrals account for about half of new hires. The day that the new hire starts working, the employee that referred them gets to choose a charity to receive a $200 donation from Influence & Co. After 30 days, the employee also gets $200 cash. “I think it’s a really cool way for us to reward our employees for sending us great, high-quality candidates, and it also allows those employees to invest back into their communities,” Scott says. “That’s something that we’re really big on at Influence & Co. — being a part of that larger community.”

Employees love it too. Scott says: “As employees do repeat referrals, they have so much fun picking different charities throughout the year to support. We’ve also had charities come back to us and say how awesome they think it is that that’s something we do, because for them it’s just a little push of donations throughout the year that they maybe weren’t anticipating.”

It helps that Influence & Co. has a relatively young workforce. Millennials as a group have a philanthropic bent (Olson calls it an “I’m going to save the world” perspective), so the charity

donation can be a strong motivator that also benefits more than just your company.

INVEST IN YOUR EMPLOYEES As the referral program results at MidwayUSA and Influence & Co. suggest, the best way to position your company in a competitive market is to have happy employees. A 2014 study from the University of Warwick showed that happiness in employees causes a 12 percent increase in productivity. And there are plenty of ways to cultivate a sense of well-being in your workforce.

Influence & Co. offers unlimited paid time off. This sounds counterintuitive, but studies show that companies offering unlimited PTO actually see employees take less time off. The theory goes that employees feel their organization trusts them, and it motivates them to work harder.

Another good strategy? Learn from the people who choose to leave or have been terminated. Scott conducts all exit interviews in person. “You get much more information from people when you’re just having a conversation versus asking them to try to remember everything about their time with the company in a Google

COLUMBIA

UNEMPLOYMENT RATE (as of November 2016, Bureau of Labor Statistics)

PERCENTAGE OF POPULATION W/ BACHELOR’S DEGREE

Form or some sort of survey,” she says. Find out what led to their departure and make sure future employees don’t face the same issues.

This culture of trust and reinforcement, of course, starts on day one. The onboarding period can be pivotal for making a new employee feel valued and comfortable within your organization. Scott ensures that new hires don’t just meet their own team – they learn how their position interacts with different departments.

“So rather than their direct support being the one to tell them, ‘this is how the publication team is going to interact with you,’ we have someone from publications meet with them,” Scott says. “Their first day lunch, we make sure that it’s not just the team they work with directly, but that we pull in some members from other teams.”

Scott also sends out a company-wide email introducing the new employee and encouraging everyone to say hello in the hallway or break room. “I think that little bit of extra investment to make sure that, very early on, they see themselves as a member of the team versus this newbie that’s learning things – we find that really important, and I feel very fortunate that our team feels invested in that as well.” CBT

MISSOURI

UNITED STATES

2.7% 4.4% 4.5% 56%

27%

30%

(U.S. Census 2016 American Community Survey)

COLUMBIABUSINESSTIMES.COM 47

THE LONG DRIVE Columbia’s long and complicated history with commuting, broken down.

BY MATT PATSTO N

AS COLUMBIA HAS GOTTEN TO BE A BIGGER CITY — NOW THE fourth largest in Missouri — we’ve had to answer more big-city questions.

How do we make sure we’re developing responsibly? How do we protect social equity? How do we foster a labor market that can create jobs to match all the population growth? How do I still not have cell service at my apartment? The list goes on, and it’ll only get longer as the city gets bigger.

A common refrain about Columbia on tourism websites is that we combine a small town’s vibe with a big city’s amenities. The Columbia Convention and Visitors Bureau says COMO is like “a cool neighborhood in a big city”; MU’s “About Columbia” web page says the city combines “small-town comforts, community spirit and low cost of living with big-city culture, activities, and resources.”

Columbia can still justify small town credentials — according to the latest U.S. Census numbers, we’re still about 50,000 people behind Springfield, 200,000 behind St. Louis, and 350,000 behind Kansas City, and Missouri is in the middle of the pack as far as state populations go — but the disparity between our city and the no-doubt-about-it small towns that surround us will only get harder to ignore. So, even on a Mid-Missouri scale, people looking to get away from the hubbub of the big city will do what they’ve done for the last 75 years or so. They’ll commute.

A city’s commuting force can be roughly measured by its daytime population change: the number of people who don’t live in the city, but show up during weekdays to work. The last official daytime population count for Columbia came in 2005, when the Census estimated that 22,000 people drove in for work every day, a population increase of 26 percent.

48 MARCH 2017

COLUMBIABUSINESSTIMES.COM 49

Of course, that was in 2005, when Columbia had 23,000 fewer people. If we think conservatively, saying that Columbia’s daytime population rate is still 26 percent, then Columbia now brings in around 31,000 people. It’s impossible to say without definitive Census data, but that means Columbia has probably eclipsed Jefferson City as the most commuted-to city in Mid-Missouri (Jefferson City’s 2005 daytime population increase was 25,906). And so far, Columbia’s workforce population has roughly kept pace with its resident population, but bigger cities usually add jobs faster than they add residents — if the city keeps growing, its commuter population will probably start growing even faster.

All this is to say that Columbia is increasingly becoming a commuter city. The city already has the infrastructure to bring in more workers from out-of-town: we’re at the intersection of two major highways, I-70 and Highway 63, and there’s no shortage of small, quiet communities with a low cost of living within a drivable distance.

Most importantly, we have the jobs. Alex Smith, a pharmacist and part owner at Flow’s Pharmacy, commutes from Boonville to his office on Keene Street every day — with typical heavy traffic (especially on the dreaded I-70/63 interchange), it takes him about 30 minutes each way.

He started off at the job part-time, but when a full-time opportunity arose, he decided the commute was worth it. “It’s a larger economy over here,” he says, “and job opportunities are already pretty scarce.”

Commuting is a big-city problem that Columbians are still learning to navigate. At some point in the future, it may be harder to argue that Columbia has a small-town vibe: it’ll be harder for someone to take a job in Columbia and still be a 10-minute drive from downtown, the grocery store, their doctor, and their kid’s school. But there are fun parts of being commuter-friendly, some of which you’ll find here. And having a lot of people want to work in your city isn’t a bad problem to have.

COLUMBIA ON 1818-1920

1920-1940

1940-1960

Columbia is founded, becomes home to a university, and builds a community. Mid-Missouri is almost entirely agricultural. Between 1900 and 1920, Columbia’s population doubles, to a little over 10,000. Wabash Railway and MKT Lines both establish train stations in Columbia.

The Missouri State Highway Department is created in 1921 to create a more cohesive system of paved roads across the state.

Transportation is incorporated into “A City Plan for Columbia, Missouri,” which local officials drew up in 1935, when the city’s population is around 15,000.

Thanks to the passage of the GI Bill, which opened up higher education to WWII veterans, Columbia’s population doubles in 20 years. MU’s expansion makes Columbia a true college town, and the city’s economic interests diversify.

The Highway Department lays out a preliminary map of what an interstate highway system will look like in Missouri.

50 MARCH 2017

Fourth Place, Best Place?

Last May, Columbia overtook Independence as the fourth biggest city in Missouri (and according to the commuting numbers, Independence is basically just a KC suburb anyway). That may have been bad news for small-town devotees, but the good news is that you can move to, say, Rocheport, work in Columbia, and enjoy the best of both worlds — and your commute will be relatively painless. Take a look at how the COMO commute compares to Missouri’s biggest three cities:

COLUMBIA

SPRINGFIELD

ST. LOUIS

KANSAS CITY

Population: 119,108

Population: 166,810

Population: 315,685

Population: 475,378

Average commute time: 16.8 minutes

Average commute time: 17.2 minutes

Average commute time: 23.6 minutes

Average commute time: 21.6 minutes

Percentage of people who commute alone: 76%

Percentage of people who commute alone: 80.2%

Percentage of people who commute alone: 83.2%

Percentage of people who commute alone: 83.5%

Percentage of people who get to work in 29 minutes or fewer: 88%

Percentage of people who get to work in 29 minutes or fewer: 88%

Percentage of people who get to work in 29 minutes or fewer: 62%

Percentage of people who get to work in 29 minutes of fewer: 74%

Columbia and Springfield data from Obrella and U.S. Census Bureau; St. Louis and Kansas City data from Associated Press, U.S. Census Bureau, and Sperling’s Best Places.

WHEELS

For most of its history, Columbia has been local. People lived nearby, they worked nearby, and they played nearby. We took a look at some of the turning points in Columbia’s transportation history that made us a commuter hub for Mid-Missouri.

1960-1980

1980-2000

2000-2017

Lucky enough, Columbia happens to be on an almost straight line between Kansas City and St. Louis. As a result, Interstate 70 is built to run through northern Columbia.

The city establishes a public transit system in 1965. The Columbia Area Transportation Study Organization, or CATSO, develops the first thoroughfare plan for Boone County in 1968.

Columbia continues to outpace Jefferson City in population growth, making it the largest employment center in mid-Missouri.

Residential development in the city further spreads from downtown, especially to the south.

Another spike in enrollment at MU prompts more growth in Columbia. The city eclipses 100,000 in population and becomes the fourth largest city in the state. In December 2016, the city had a labor force of 102,404 and last year’s average unemployment rate was 3.2 percent — the lowest since 2001.

COLUMBIABUSINESSTIMES.COM 51

GO WHERE IT’S CHEAP Cost-of-living factors often motivate a person to a commute — why take an apartment in the city when you can have a house in the country, right? And since we live in the city with the highest cost of living in Missouri (seriously), we decided to compare COMO with some of the commuting-distance cities around us.

1. COLUMBIA

2. JEFFERSON CITY

3. FULTON

Population: 119,108 Cost of Living: 93.2 Miles to Columbia: 0 (duh) Drive time to Columbia: 0 min. (also duh) Why it’s a great place to live: Mizzou football, great restaurants, trail access . . . need we say more?

Population: 43,169 Cost of Living: 89.7 Miles to Columbia: 30.3 Drive time to Columbia: 32 min.

Why it’s a great place to live: Endless fun for history buffs. And, with all the lawmakers around, it’s a great place to be a lobbying hobbyist. (We’re joking.)

Population: 12,939 Cost of Living: 84.1 Miles to Columbia: 21.7 Drive time to Columbia: 29 min.

Why it’s a great place to live: You can still live in a college town!

William Woods University and Westminster have you covered.

52 MARCH 2017

4. MOBERLY

5. BOONVILLE

Population: 13,919 Cost of Living: 77.8 Miles to Columbia: 37.4 Drive time to Columbia: 36 min.

Why it’s a great place to live: For your kids, Moberly Parks and Recreation operates a robust youth sports program.

Population: 8,403 Cost of Living: 91.3 Miles to Columbia: 28.1 Drive time to Columbia: 32 min.

Why it’s a great place to live: An active downtown right next to the Missouri River? Easy appeal.

And you don’t have to lose your in-town Katy Trail access.

Cost of Living info from Sperling’s Best Places, 2016.

Drive times from Google Maps.

Cost of living index is against a U.S. average of 100.

COLUMBIABUSINESSTIMES.COM 53

What’s the Deal with MSAs? An MSA, or metropolitan statistical area, is essentially the government’s way of keeping tabs on how many people are working in a city.

This information can be useful for economists to explain different dimensions of an area’s economy — the Columbia MSA, which includes Boone, Audrain, and Randolph counties, has different needs and labor characteristics than, say, the St. Louis MSA. A city’s MSA is used when calculating employment rates and other labor force statistics, and city leaders can use MSA information to shape local policy. And, of course, it’s all determined by commuting.

MSAs are drawn up by the federal Office of Management and Budget, and they center around “core urbanized areas.” In common parlance, that means “cities.”

If an urbanized area has a population higher than 50,000, it qualifies

for an MSA, which includes the city and any relevant outlying counties; under the current guidelines, 25 percent of a county’s workforce must commute to the urbanized area to qualify as part of the MSA. A 2007 paper published in The Annals of Regional Science suggests that counties included in a MSA designation can experience shortterm population and employment growth, but experience little long-term effects on income.

But while MSA numbers may not have a direct effect on economic growth, they can arm policymakers with information that can affect the economy: the Department of Housing and Urban Development, for example, uses the data to evaluate Section 8 housing policy in a city. Just last May, the Missouri Hospital Association used state-level MSAs to help present the Missouri Department of Insurance with an argument against the $37 billion merger of Aetna and Humana, two national health insurers (the merger has since been blocked by a federal court).

The Columbia MSA currently holds about 222,000 people, according the U.S. Census’ 2015 population estimates.

The MSA also included Howard County, population 10,182, until 2010, when the commuting levels dipped low enough that the county became unaffiliated with any MSA. But, seeing as Columbia has experienced significant population growth (about 9,000) since the 2010 census, our MSA could add a county following the 2020 census.

CBT WEIGHS IN

BEST BUSINESS PODCASTS FOR YOUR MORNING COMMUTE We’re big podcast fans over here at CBT, and we think there’s probably no better time to stimulate your brain than on your commute. We asked around the office and curated these three podcast picks that can help you and your business:

“How I Built This” from NPR This show brings on innovators and entrepreneurs to deconstruct their business strategies. Whether you’re just starting out on a project and looking for step-by-step advice or you’re an established leader looking to grow your company, you’ll get something out of these stories.

“The Introvert Entrepreneur” There’s a myth out there that startup leaders have to be charismatic extroverts. Phooey. Even if you’re not an introvert, this podcast will give you some insight to help you develop your business relationships more effectively.

“Creative Pep Talk” Hosted by commercial illustrator Andy J. Miller, this podcast will teach you how to preach the value of creativity.

Miller’s reflections dissect the highs and lows of the creative process — they’ll inspire you without feeling overwhelming. Just be sure to keep your hands on the wheel and save the note taking for the office.

54 MARCH 2017

How’s Your Commute?

When you have to commute every day, you get really, really good at making the drive seem painless — sometimes, it might even be fun. We got nosy with two Columbia businesspeople and asked about their commutes.

DAVID WALLACE Director of Sales, Candlewood Suites

KEVIN PALMER Chief Operating Officer, Columbia College

Where do you commute from? How long is the drive?

The west side of Jefferson City, Monday through Friday. It’s a 36 mile drive and takes about 30 minutes — Highway 50 to 54 to 63.

Where do you commute from? How long is the drive?

St. Peters, Missouri. It’s anywhere from one hour and 15 minutes to an hour and a half, depending on traffic and the location of Missouri State Troopers.

What’s your biggest pet peeve on the road?

You don’t have enough space for me to list them all, but all stupid drivers: People in the left lane doing less than the speed limit; people with no knowledge of what directional signals are for; distracted drivers on cell phones, doing their makeup, or doing anything but driving; bumper riders; people that speed up when you go to pass them; road ragers; semis that pass people; etc., etc., etc. I even bought a dash cam to record some of these idiots!

What’s your biggest pet peeve on the road?

Generally, slow driving in the fast lane — then speeding up when someone tries to pass you on the right. Ugh. Just move over! But in the past few years, my major pet peeve is seeing others texting, which is absolutely the worst driving habit.

What do you do to pass the time?

Easy Listening Jazz on KJLU, a hot cup of coffee, and cruise control. It’s a good time to say my prayers for the day too.

What’s your favorite shortcut?

No good shortcuts between COMO and JC! Any advice?

It appears that the police around Ashland and the highway patrol have a real problem with people from Columbia. In over two years of daily commutes, I’d say 99 percent of traffic stops I’ve seen happen to the Columbia-commuters’ side of Highway 63, so Columbia people beware!

What do you do to pass the time?

Audiobooks are great and better than satellite radio.

I’ll also use the hands-free feature to make phone calls.

What’s your favorite shortcut?

No shortcuts — the drive is 97 miles on I-70.

Columbia College and my house are both a half-mile off the highway.

Any advice?

Remember why you’re making the commute. I love my wife, Linda, and I love working at Columbia College and interacting with the wonderful people here. My wife doesn’t want to relocate from the house where we raised our children, and I’ve never worked at a better place with a better mission. When I worked in downtown St. Louis, it was a white-knuckle 50-minute commute, whereas the commute to Columbia is a relaxing 75 minutes. It gives me time to think through issues and harmonize my work life and private life. CBT COLUMBIABUSINESSTIMES.COM 55

BY BET H BR A M ST E DT | P H OTO G R A P H Y BY K E I TH B O R G M E Y E R

56 MARCH 2017

Columb i a bu s i n ess fo l k s recall t h ei r fi rst j o bs (walkin g u p h ill, b ot h ways , in t h e s n ow ).

WHEN ASKED ABOUT HER FIRST JOB, Stephens College president Dianne Lynch was in a quandary as to which job to talk about.

“Do you mean my very first job, when I worked 45 hours a week for the summer after eighth grade, babysitting three children and doing all the cooking, cleaning, laundry, and ironing for 75 cents an hour?” she asked.

Or maybe her second job, when she was 14 and earned a real paycheck for de-tasseling corn in the fields outside Madison, Wisconsin. “I earned $1.25 an hour and got so sunburned that I had blisters on my blisters,” she says. “That was the hardest job of my life.”

Or maybe her first real job was her third job, when she decided to find a better fit. “My first professional job was as a teen model at the local department store in Madison,” Lynch says. “I got a new wardrobe every season, modeled in the fashion shows, and got paid to work in the juniors’ department.”

Lynch’s decision to join the workforce as a teenager is familiar to most. According to the Bureau of Labor Statistics, 97 percent of all young adults have held a job sometime between leaving high school and age 22. But not all first jobs are created equal. For three local business owners, first jobs meant unusual summers comprised of typewriters, ice cream, and lint.

COLUMBIABUSINESSTIMES.COM 57

NOVELTY Many of us worked in fast food, mowed lawns, or babysat to earn our first cash, while others delivered papers or worked on farms.

A few had more unusual factory experiences, like putting handles on

NOSTALGIA Many Columbia business professionals grew up and started work right here in MidMissouri. Do you remember the history of any of these local establishments?

suitcases or stickers on dog food bags. We compiled a few more quirky jobs that kept our local business professionals busy as teens.

“My first official job was at a silk-screen factory cleaning the

“At 15, I was working at a burger restaurant on the Business Loop across from the Parkade Plaza. The place was called Sandy’s and they had the counter girls wear a white uniform with a red plaid apron and beret!”

ink from the screens in a fume laden, explosive back room.

One time, the fumes were so bad that my co-worker and

– Teresa Maledy, President and CEO, Commerce Bank

I got light-headed and wound up sitting on solvent drums, uncontrollably laughing at a stupid joke, until someone came and ushered us outside.

Workplace safety has changed over the years.”

– Tim Davis, Ministry Director, Woodcrest Chapel

“When I was 19, I worked on the ‘Mosquito Fleet’ for Union Electric. I drove a boat around the lake all summer spraying a larvacide in the back of coves to control the mosquito population.”

– Matt Kitzi, Attorney,

“I was a lifeguard at Douglass Pool. Now I teach at Douglass School!”

– Ruth Booth

Dust, Sweat,

and Tears

Brad Eiken’s first job was helping his dad at Check Office Equipment. “I would unbox, assemble, label and re-box calculators for shipment to various locations across the state,” Eiken says.

Another duty involved going into high schools over summer break to collect typewriters and perform annual maintenance. Eiken would load the typewriters into a van and take them back to the office, where he would disassemble them for a thorough cleaning, soften the platens with an emery cloth, clean every key head with solvent and a tooth brush, and then reassemble the units.

“It was a very hot and laborious job,” Eiken says, “and it involved a lot of black dust in my nose, ears, and eyes.”

The schools were without elevators and air conditioning, so the job included hauling 50-pound pieces of equipment up and down stairs. “I was the little guy of the bunch,” Eiken says, “but I wanted to be like the big guys, so I would carry two at a time, one in each hand.”

The result? “A lot of mental toughness,” Eiken says.

Today, he owns Inside the Lines Commercial Interiors.

Eiken worked in the office equipment industry in college as well. “My first full-time job was with my father,” he says. “We had the state contract for word processing equipment and electronic typewriters.” Like at his first job, Eiken was responsible for unboxing and setting up these machines. He would then arrange for delivery of the equipment and provide training classes to the users.

“While I was being a trainer, I also started developing business in Columbia,” Eiken says. “One day a week, I would travel from Jeff City to Columbia and promote Check Office Equipment.” The year was 1985, and he had just turned 20.

The following fall, Check opened its first branch office, in Columbia.

Eiken has been part of the Columbia business community ever since.

Armstrong Teasdale 58 MARCH 2017

Pictured: Brad Eikin

COLUMBIABUSINESSTIMES.COM 59

60 MARCH 2017

Bomb Pop,

NOVELTY

Anyone?

Jen Hedrick’s job in 1987 was as Ice Cream Man of Marshall, Missouri.

“My cousins and I had a small business when I was in high school: an old bread truck converted into an ice cream truck,” Hedrick says. “My dad and uncle purchased it for us to explore the world of entrepreneurship.”

The experience gave Hedrick, now a principal with Simon Oswald Architecture, a glimpse into the realities of making a profit.

“It was empowering and rewarding to see kids running towards us with smiles on their faces and money in hand,” she says.

The thrill was so intoxicating that the crew fought over whose turn it was to take the truck out, each wanting a larger share of the profits.

Looking at their stacks of cash, the teens thought they’d made a killing — until Hedrick’s dad and uncle presented them with the bills for the products and gas. Suddenly, swimming with friends sounded like more fun than selling them sweet treats in the sweltering heat.

“Soon we were fighting over whose turn it was, but we were trying to get out of the work,” she says.

Hedrick learned a great deal that summer: that strong relationships with co-workers and customers are critical, that the cost of doing business is measured in both dollars and time, and that having the right inventory is crucial.

The experience also gave her a lesson in driving.

“The truck was a manual transmission, three speed on the column, but had a tendency to get stuck in third, so it was a slow go in second gear cruising the park, neighborhoods, and town square,” Hedrick explains.

It took a little coordination to steer the huge wheel while shifting gears and simultaneously pulling a string that connected to the truck’s brass bell. She’s proud to say, “There were none of those cheesy pre-recorded songs over the loud speaker for this crew!”

Pictured: Jen Hedrick

“My first job was as a papergirl. I would wake up at 5 a.m. once a week to deliver the newspaper for the sole purpose of earning enough money to buy my own 35mm camera.”

– Stacie Pottinger, Owner, Rogue Studios

“I was a bagger, return bottle sorter, and floor mopper at Safeway. I got locked in the deep freezer for over an hour one time, and then I had to mop the floors before I could leave!”

NOSTALGIA “I worked at Miller’s Shoe Store on Broadway and Eighth. I did their books, ordered stock, did billing, and even sold shoes, all for $1.10 per hour.”

Sherry Leach-DiChiro, Hairdresser, Off Broadway Salon

- Doug Schaffer, Controller, OTSCON, Inc.

“My first job was taming and training young horses.

I started when I was 12 and trained colts every summer until I went to law school.

It was great job, but I was thrown or stomped at least once a week!”

– Brent Haden, Attorney, Haden & Haden

“My first real job was at the Gerbes grocery store in Tipton, which incidentally was where the Gerbes franchise started.

Frank and Minnie Gerbes were from Tipton and opened that store back in the 1930s.”

– David Nivens, CEO, Midwest Computech

“I was a delivery driver for Imo’s and worked at Chuck E. Cheese. I may or may not have dressed up in the Chuck E. Cheese costume a few times. . . ” – Brant Bukowsky, Co-Founder, Veterans United Home Loans COLUMBIABUSINESSTIMES.COM 61

62 MARCH 2017

Lots and

NOVELTY “My first job was washing dishes

Lots of

in my father’s Italian restaurant in St Louis. I was 9 years old and I was paid 50 cents an hour.”

- John LaRocca, General Manager, University Club and Catering

Lint

Tyson Hunt was also 16 when his mom made him get a summer job.

“I went to work at the Hallmark card factory in my hometown of Moberly, Missouri,” says Hunt, the CEO/Captain of Logboat Brewing Co. “It was called Carrolton Specialties, and this was the job that motivated me to go to college.”

Hunt describes the scene: “I sat at a desk, adjacent to a long conveyor belt, where I would put my full box of finished cards when they were ready to be sent down the line, placed on a pallet and shipped out.

I had a very large ball of lint on my desk, a tape dispenser, and a box of empty cards.”

Hunt’s job was to pull off a small piece of lint from the huge ball, put some tape on it, and tape it to the inside of the card. The card read as follows: Front cover “For your birthday I decided to dig down deep into my pocket to get you something special.”

Inside “This is all I came up with.”

“And there was the beautiful ball of lint taped to the inside,” Hunt says. “I put that lint there — it was all me!”

Hunt taped lint for eight hours a day, five days a week.

“I think I lasted a month before I had to get out of there,” he admits. “Then I decided that a college education was something I really wanted and would need so I would never have to make Hallmark cards again.”

Pictured: Tyson Hunt

“I was a waitress in a bingo hall.

My tips typically consisted of quarters, nickels, and good luck charms!”

NOSTALGIA

– Barbie Banks, Executive Director, Citizen Jane Film Festival

“My first official job was at Town and Country Bowling Alley, where I worked in the grill and snack bar. I loved meeting people and knew most of the bowlers in town because of my parents. It was a great first job!”

– Teresa Brown, Paralegal, Rogers, Ehrhardt, Weber & Howard

“I delivered the Chicago Tribune to earn money for baseball camp.

Six mornings per week, 50 to 55 papers per day, $21.00 per month.”

– Craig Chval Sr., Associate General Counsel, Veterans United Home Loans

“I hand-collated textbooks at Lucas Publishing, without AC, “I worked the window at A&W. Best job ever. I used to get off around 2:30, hitchhike up to Lake George, and hang out at Million Dollar Beach.

For a young guy, that was heaven!”

– Tony DiChiro, Certified Life Coach, Tony DiChiro Coaching

for $2.10 per hour. I’m not to blame if your textbooks didn’t have all the pages!”

– Linda Karl, Compliance Manager, Missouri Employer’s Mutual

“I worked in a nursing home cleaning combs and brushes.

I also worked at the State Fair as a tram hostess.”

– Jennifer Spiess, Instructor, Moberly Area Community College CBT COLUMBIABUSINESSTIMES.COM 63

LOOKING FOR 64 MARCH 2017

A LIVING

Resources and challenges for unemployment in a highly employed community.

BY J O R DA N M I LNE COLUMBIABUSINESSTIMES.COM 65

LOSING A JOB IS DISAPPOINTING, frustrating, and isolating. In a community like Columbia, which has been consistently below state and national averages in the unemployment rate, navigating the tight job market after losing a job can be equally frustrating.

The Missouri Department of Labor’s Division of Employment Security administers the Unemployment Insurance Program. “The struggles [of the unemployed] are many and really need to be reviewed on a case by case basis,” says Michael Rettke, functional leader at Missouri Job Center–Columbia.

Rettke says that once a person loses his or her job, he or she should file for unemployment with the state agency immediately. Once individuals have filed their initial claim, they must continue to file a weekly claim while they are unemployed and should comply with all mailings they receive. Benefits are paid to eligible individuals (those who have lost their jobs due to no fault of their own) on a weekly basis via the claimant’s choice of direct deposit or a prepaid debit card for up to 20 weeks.

There are no brick-and-mortar unemployment offices in Missouri, but claims may be filed online, over the phone, or at a Missouri Job Center location, like the one in Columbia where Rettke works.

Because each unemployment case is uniquely complicated, the process each job-searcher must go through is complicated as well. But there are resources in Columbia to help the unemployed take the next step in finding a new path.

RESOURCE-FULL Missouri has a multi-agency workforce system: a network of federal, state, and local offices administered through the U.S. Department of Labor to partner in economic, workforce, and education development. Through the Department of Economic Development, the system includes 31 full-service job centers statewide, which provide resources to the underemployed, unemployed, and employers.

The Job Center in Columbia is located at 800 E. Cherry St. The center serves businesses and all job seekers, including veterans and any underemployed person who’s looking for a change.

“Some people may be interested in changing career paths, and we can put them 66 MARCH 2017

through training,” Rettke says, “or get them a job via an internship or on-job training that we’ve established with local employers.”

The Job Center’s Truman VA internship program is unique in the U.S. Through the program, veterans work at the Truman VA Hospital as medical services assistants without compensation, with the goal of securing full-time employment upon completion of the internship.

“We created the VA internship program in response to the hospital’s need for MSAs and our goal to get people self-sufficient,” Rettke says. “The VA system is treating the program as a best practice. When it is successful here, they’ll try in other VAs around the country.”

For those who don’t have a resume, have not interviewed for positions in many years, or are not familiar with computers, Job Centers also offer multiple resources, including free workshops. Some of these are administered through partnership with other agencies, such as State Technical College of Missouri and UM Extension.

CAREER, NOT A JOB Job Point, a nonprofit employment center, has been providing career planning and job placement in the community since 1965.

“Many times, individuals who are unemployed are lacking either hard or soft skills,” says Brenda Overkamp, director of marketing, research, and rehabilitation.

“Job Point can help with both these situations. Before referring a job candidate to an employer, we ensure that he or she meets the needs of the business, has the skills necessary, and is ready to work.”

Through their training services, Job Point stresses work habits such as punctuality, initiative, collegiality, and appropriate interactions with supervisors. They also help individuals create resumes, search for job leads, complete online job applications, and practice interview skills, and they make the initial connections with the employers.

“The areas in which Job Point offers training have great potential for openings,” Overkamp says. “The trades and health care industries, in particular, are extremely stretched and are definitely seeking qualified candidates.”

COLUMBIABUSINESSTIMES.COM 67

SEASONALLY ADJUSTED UNEMPLOYMENT RATES COLUMBIA

MISSOURI

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5%

4%

3%

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2%

Gabe Peters, manager of Peters Heating & Air Conditioning, says HVAC and other trades struggle to fill the positions needed.

Peters has hired nine employees from Job Point over the last three years, and six of his 33 employees are Job Point referrals.

“When unemployment is as low as it has been lately, it seems that the trades tend to suffer because potential candidates find it easier to get jobs in more glamorous fields,” Peters says. “The pool to select from in our area is extremely small, and as the workforce ages, that pool will only become smaller. Finding people who are under age 40 and considered qualified is increasingly difficult.”

Because unemployment rates are relatively low, both in Columbia and statewide — Columbia’s is at 2.7 percent, about what most economists consider “full employment” — many qualified workers already have jobs. That forces employers like Peters to leave positions unfilled.

68 MARCH 2017

“The HVAC field requires specific training to perform some of the tasks, and that experience is hard to come by,” Peters says.

“Emphasis needs to also be put on trade skills and the potential within these fields.

These fields will only increase their demand for top-level employees, but with such an emphasis put on technical and academic studies in high school, the trades will continue to suffer.”

Job Point’s adult programs include training in office technology, carpentry, HVAC, highway and heavy construction, and certified nursing assistant, or CNA, skills. They also offer the YouthBuild program, which gives people ages 17 to 24 without a high school diploma the opportunity to obtain an equivalency degree, learn construction skills, and develop leadership abilities.

“Job Point has been a blessing for the fact that they help individuals within their program realize that they can make this field a career instead of a job,” Peters says. “Our

biggest battle is finding qualified or experienced candidates. We have tried countless avenues — Craigslist, newspapers, and even flyers at supply houses — and I would say that one in 10 candidates is worth hiring.

Job Point brings potential employees to us who already have knowledge and training of the industry, which makes them more capable once we get them into the field.”

Overkamp says minimum-wage jobs are more challenging for employers to fill. “As a result,” she says, “Job Point staff find it easier to place individuals into entry-level positions, most likely because the wages and required hours are not attractive to many people.”

Many of the people served by Job Point receive social security disability benefits, which typically require a long and difficult process to secure. Fear of losing that medical coverage leads individuals to only seek part-time work for supplemental income, limiting their opportunities for full-time employment.

Opportunity Act, or WIOA. Additionally, “With unemployment down quite a bit, eration. Rettke has heard similar stories at the employment situation in Columbia is we’ve compiled a resource guide to help the Job Center. sketchy enough,” says Nathaniel Hartwig, individuals who may have a need we don’t “The case management afforded to india Job Point client, “but for people with disspecialize in.” viduals via our Job Center career counselors abilities, it’s almost non-existent. Why Introduced in 2013, WIOA is a federal law can help alleviate many of the challenges,” he would you hire a high school graduate when which, according to its text, aims “to reform says. “One recurring challenge is individuals you could hire a college graduate for the and strengthen the workforce investment not realizing that all of the skills they obtained same job? Individuals with disabilities need system of the Nation to put Americans from their previous jobs can translate into to make a living too.” back to work and make the United States other career possibilities. Assessments can Job Point helped Hartwig, who has a dismore competitive in the 21st century.” The be given to help individuals find careers that ability, secure a position as a front desk act consolidates funding for job training match their skills and personality. This should clerk at the Super 8 Columbia East motel, programs, authorizing them for six years lead to success and satisfaction — by leading but the road to employment wasn’t easy with the requirement that they record and one to a career instead of another job.” for him. Hartwig can report on how many citonly work a maximum izens receive new jobs of 88 hours a month to through program parcontinue receiving his ticipation. Transportadisability checks and tion assistance through secure Medicaid. the act is also dependent “I was strapped for upon the particular comFor the fiscal year ending September 2015, money,” Hartwig says. munity’s offerings.

“Being on disability, I get Job Point served 432 people, with job seekers “Individuals who are a check from the governentering employment at an average hourly wage unemployed often do not ment every month, but I own a vehicle and must needed a ‘what if?’ account of $10.42. Seventy-three percent of these adults rely on public transporset up for emergencies maintained employment for at least 90 days. tation, which is limited and extra expenses.” regarding days, hours, and Hartwig holds a bachgeographic coverage,” elor’s degree in netAlthough they do not have comprehensive data Overkamp says. “The City work engineering and yet for all of 2016, for the fiscal year ending in of Columbia works hard to has worked as a netSeptember 2016, Job Point served 156 people provide the best bus syswork design engineer. tem possible, but limited That was before a car specifically through the Missouri Division of funds and ridership has a accident in 1996 left Vocational Rehabilitation. (People served in this huge impact. The indushim with a brain injury, program must have a documented disability.) three replaced joints, trial area on Route B is not and rods in his back. served, buses stop runSeventy-two entered work and maintained He tried working in fast ning by 8 p.m., Saturday employment for at least 90 days. $8.93 was the food but was fired within routes are more limited, average wage per hour for these employees, and two weeks because he and there is no service at couldn’t work the driveall on Sundays. Many job 98 percent were satisfied with services. thru computer due to his openings require work on brain injury. evenings and weekends.”

“Job Point made sure Despite the chalthat any job I interviewed lenges, the unemployfor was of my capability,” ment rate in Columsays Hartwig. “Now I bia remains low. In that have a job. I get out of the sense, local resources house, and I interact with people. It makes Acquiring employment may be a formidahave proven effective. me feel good.” ble hurdle to overcome, but both Retke and “Being unemployed obviously has a finanOverkamp say that staying employed also cial impact on an individual, but it also affects has its challenges. one’s mental health and self-image,” Over“Some of those we serve may need addikamp says. “Whether unemployment results Hartwig had used other employment tional help, such as transportation or child from a lay-off, a disability or injury, or other groups in the past, but they put him into care,” Rettke says. “We’re able to help them circumstances, finding yourself unemployed positions for which he was overqualified, can be a very frightening experience.” CBT or they didn’t take his needs into considthrough the Workforce Innovation and

KEEPING THE CAREER

COLUMBIABUSINESSTIMES.COM 69

TRUSTED ADVISOR INNOVATIVE SOLUTIONS ENHANCING SUCCESS

Midwest Computech is always looking for great talent, from technicians to office staff, to help serve our ever growing customer base.

We have been nationally recognized as one of the country’s best small businesses by the US Chamber of Commerce receiving their prestigious Blue Ribbon Small Business award for 6 consecutive years, along with recognition from CRN magazine as one of the fastest growing tech firms in the country, and (best of all) CBT’s Top of the Town - Top IT Company award for 2015 and 2016.

More than that, we are a company that cares about the communities we serve and we give back our time and money to help make our communities and state a better place for all.

  Cloud Computing

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70 MARCH 2017

RESPONSIBILITIES INCLUDE

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If you have great communication and organizational skills, a willingness to learn and a desire to contribute to a high-energy environment,

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So if some of your favorite things are technology, helping people, and you love to laugh and are quick with a smile, check out our careers page.

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APPLY ONLINE AT FSCB.COM TODAY! EQUAL OPPORTUNITY EMPLOYER

WEB PROGRAMMER Modern Litho (Jefferson City) is hiring a Web Programmer to create and design web based print fulfillment sites; full time position with benefits.

Qualified applicants must be proficient with CS 6, Creative Cloud, JavaScript, HTML, and CSS. Must be an accurate and diligent producer; a conscientious and independent worker. Potential employee must have positive attitude, dedication, and be able to contribute to team success.

S en d resume a nd references to:

Lauren A. Bauman • lbauman@modernlitho.com

BY MAIL : Modern Litho c/o Lauren A. Bauman 6009 Stertzer Road Jefferson City, MO 65109

Jefferson City, MO 573.635.6119 • 800.456.5867 modernlitho.com

WHAT YOU NEED, WHEN YOU NEED IT. We can help you manage adjustments in project work, unexpected fluctuations in business volume, seasonal upswings, and recruiting challenges by matching your specific needs with the right talent and staffing solutions.

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COLUMBIABUSINESSTIMES.COM 71

Influence & Co. is a tech-enabled content marketing firm that specializes in content strategy, creation and distribution to help companies accomplish their goals through content.

We are one of the leading providers of highquality expert content to the world's top publications.

Our Values Create an autonomous, yet supportive environment.

Evolve to deliver more value.

Treat others with trust and respect.

We’re Hiring! Visit our Careers Page to learn more. www. influenceandco.com/careers

NOW HIRING: RECRUITER

NOW HIRING: HVAC INSTRUCTOR

DESCRIPTION: This full-time position coordinates marketing of the YouthBuild program and recruitment of students. S/he develops and maintains relationships with referring entities, mid-Missouri employers, state divisions, workforce development subcontractors, high school personnel, area not-for-profits, alternative sentencing courts and other providers throughout Job Point’s service delivery area. S/he attends and plans events for prospective students ensuring enrollment levels are met. S/he arranges meetings with prospective students assisting them as needed with the enrollment process. S/he works closely with the Director of Marketing and Research and other development staff to promote Job Point’s YouthBuild program, but also the organization overall.

DESCRIPTION: Seeking a full-time HVAC Instructor to coordinate and teach students of Job Point’s HVAC and other trades programs the necessary skills to perform basic installation, troubleshooting and repairs in Heating, Ventilation & Air Conditioning. S/he will focus on work habits and leadership development and modify the curriculum and materials as required to meet individual, program and industry needs. S/he is responsible for executing classroom plans. The Instructor supervises all students enrolled in the program and documents individual progress towards NCCER certification. Guides and supervises students in the installation of HVAC systems in Job Point constructed homes.

REQUIREMENTS: A Bachelor’s degree in business, marketing, education or a related field with five years of professional experience. In addition to degree and experience, working with opportunity youth or people with barriers to employment is preferred.

Recruitment experience may be substituted for an equivalent number of years of education.

REQUIREMENTS: A minimum of five years of professional construction experience in the field working with all elements of Heating, Ventilation & Air Conditioning. Experience teaching mechanical trades may be substituted for professional construction experience. Experience managing work crews and construction sites.

Are you the perfect candidate for this job? We want to talk to you! Find us online at www.jobpointmo.com 72 MARCH 2017

Are you the perfect candidate for this job? We want to talk to you! Find us online at www.jobpointmo.com

We do more than just find jobs at JobFinders. We build rewarding careers, one at a time.

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COLUMBIABUSINESSTIMES.COM 73

B U SINESS • P EOP L E • IM P ROVE M E N T • F YI

OR G A N I ZAT I ON AL H EALT H

Thoughtful planning and implementation can help in the transition from a transactional environment to a transformational one. In creating these firm non-negotiable principles, which are going to be the bedrock on which we build our desired environment, we need to keep in mind these critical factors.

PURPOSE AND STRATEGY Your purpose is the answer to the question “Why is this company here and operating?”

Your strategy is the answer to the question, “What is the simple plan to drive sustainable growth in revenue and gross margins?” Your cornerstone non-negotiables must support these two components of purpose and strategy. Without clarity on these answers, you will be lost.

ORGA N I Z AT IONAL H E ALTH

The Cultural Impact of Non-negotiables

BY TON Y RICHA R DS | Fou n de r of C le ar Visio n Deve l o p m e n t G ro u p

COMPANY CLIMATE IS PRODUCED BY what the people in the organization perceive as important.

People in the company see what gets noticed and what doesn’t get noticed, the gaps between what leaders say and do as well as their commitment level to their own goals and initiatives.

These observations count for more in future behavior than written memos, documented policy, or things said in company meetings and speeches. When employees make these observations and mental deductions, it gets reinforced by what employees say to each other in meetings and after meetings. Here, the actual boundaries of the work climate are created.

When we know what standards we will not negotiate on, unclear boundaries become very clear. Most of the executives I’ve worked with would like to put most of the accountability in the hands of their employees. But in order to create true, intentional, clear accountability, the leader of the organization must establish true, intentional, and clear boundaries, rather than boundaries created by the inconsis74 MARCH 2017

tent actions of those in charge. When the CEO is inconsistent, unintentional, and unclear, the organization will follow suit.

We know what behaviors and habits we want to see happening and which ones we will not tolerate. These boundaries create coaching and feedback opportunities to help staff get on the road of continual improvement, which improves the overall organization as time passes. This is not just a matter of following rules — it’s more about employees making a true commitment to the company and, perhaps even more importantly, to one another. The leader can outline the non-negotiables, but ultimately you want your people to buy in and hold themselves accountable.

When leaders have to force themselves to hold employees accountable, it means employees have a mere transactional relationship with the organization rather than a powerful, transformational one. Transformational experiences create increased capabilities, confidence, and self-esteem. Transactional experiences lead to the “Monday Blues” and “Thank God It’s Friday” mental models.

CULTURE AND CLIMATE Leaders drive culture; followers shape climate.

The leadership team must decide on which non-negotiables will work to shape the culture they need to accomplish the purpose and strategy. How well they communicate and demonstrate that culture to the team will determine the climate — the day-to-day workplace reality.

Culture should be consistent and universal, but climate can vary across an organization.

BRAND Non-negotiables are essential to create the consistent customer experience you want.

What is the distinction you are trying to create for your enterprise? Does that match up with what your clients actually see, hear, and feel? Just like the culture and climate, there can be a gap between what you want the experience to be and what the experience is.

Leadership in these critical areas is what every organization needs to succeed at the highest levels. Leadership is demonstrated by consistently reinforcing the non-negotiables and making sure that standards are high and consistent. Leaders must not get sucked into a heavy diet of technical work, but rather spend time inspiring team members and having clear expectations on their values, words, attitudes, and behaviors every day. This consistency of action educates employees intentionally instead of forcing them to make deductions on their own. CBT

BU SINESS • P EOP L E • IM PROVE M E N T • F YI

DI VER SI T Y

We all have biases that affect the way we think, the things we say, the actions we take, the people we surround ourselves with, the neighborhoods we live in, and on and on. But how did it happen? In “Teaching for Diversity and Social Justice,” Bobbie Harro writes that every experience of our lifetime forms our conscious and unconscious biases. So how do we start to peel back the layers and work on our biases? Here is a helpful process: Acknowledge that you have biases.

No one is exempt. And this fact does not make us bad people, so breathe easy! It’s simply a matter of knowing that the biases exist and counteracting them. When you know and choose to do nothing about them, that causes concern. Let’s get to work.

DI VERSI T Y

Uncovering Unconscious Bias

BY NIKKI MCGRUDER | Regional Manager of Diversity Awareness Partnership

IN THE WORKPLACE, OUR BIASES — that is, our preconceived opinions about something or someone — affect who we recruit, who we hire, who we promote, who we take advice from, and even who we have lunch with. Biases we’re not aware of, unconscious ones, impact everything we do. These biases can affect our bottom line too, as they may hinder us from exploring possible collaborations and cut us off from lucrative revenue streams.

When presenting an unconscious bias training session through Diversity Awareness Partnership, I often face a room full of people of all races, genders, abilities, socioeconomic backgrounds, religions, sexual orientations, and identities. As a woman of color working in the world of diversity and inclusion, I explain that those characteristics do not exempt me from being biased. When I suggest that we’re all biased, people usually respond with a deerin-the-headlights look. “Stay calm!” I reassure them. “We will navigate this challenging fact together!”

Many hear the term “bias” and make only negative associations. However, uncovering our individual unconscious biases lays the foundation for the work we can do to understand the importance of diversity and inclusion, both inside and outside the workplace. A paper from Sandy Sparks, at the University of Warwick, defines unconscious bias as “a bias that we are unaware of, and which happens outside of our control. It is a bias that happens automatically and is triggered by our brain making quick judgments and assessments of people and situations, influenced by our background, cultural environment, and personal experiences.”

“Triggered by our brain” is important to our understanding of unconscious bias in the workplace. “How many times have you been in a meeting,” I ask, “and observed a colleague present an idea that is dismissed, only to have that idea accepted when presented by another colleague that was older or younger, of a different gender or a different race or ability?” When this happens, there’s often a bias in play.

Find a tool that will help to uncover those biases. Diversity Awareness Partnership recommends the Harvard Implicit Association Test — you can find it online pretty easily. Project Implicit explores the thoughts and feelings outside of our conscious awareness and control. Of the 13 tests offered, start by taking the test that addresses a subject that you’re confident you have no bias in. See what unfolds.

Spend time with your results.

Once a bias is revealed, it’s important to do some self-reflection. How did this bias begin and how did it develop? How have they affected what we say and what we do? How have they had an impact on the places we go or the things we teach our children?

Be intentional about the change you want to see. Maya Angelou wrote: “I did then what I knew how to do. Now that I know better, I do better.” Before making the unconscious conscious, we did not know any better. Now that we’re aware, let’s make the decision to do better now and do better for generations to come.

Each and every one of us can do the internal work necessary to be the change that we want to see. Uncovering unconscious biases can have a positive impact on your work, family, and community life. As regional manager of Diversity Awareness Partnership Columbia, I’m excited to do this work with you. CBT COLUMBIABUSINESSTIMES.COM 75

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BU SINESS • P EOP L E • IM PROVE M E N T • F YI

M AR KET I N G

rics are all averages benchmarking how visitors interact with the content on your website.

• Bounce rate is the number of visitors that

enter and exit your website from the same page. I regularly see bounce rates from 25 to 75 percent. Lower bounce rates are usually a result of local traffic to a local firm. Sites with lots of visitors often have a higher bounce rate.

• Average pages per session is the num-

ber of pages, on average, visitors view on one trip to your website. Most successful websites have an average pages per session of about two, though I often see healthy sites ranging from one and a half to three.

M ARKET I NG

A Different Kind of Traffic Report

BY MON ICA P ITTS | C h ie f C re at ive D ire ctor o f Maye C re ate D e s i g n

GOOGLE ANALYTICS IS LIKE A PROFIT and loss report for your website. It allows you to interpret how visitors interact with your website and gauge its success. Here’s how to sort through a report and interpret the findings in a few easy steps.

FILTER FOR GEOGRAPHIC LOCATION First, sort your website data by the geographic location of your target market — filtering by geographic location is like choosing the report you want to review in QuickBooks. Non-targeted visitor activity skews your data, and it doesn’t reflect the behavior of the visitors you’re looking to work with.

ADJUST TIMEFRAME You review your profit and loss report for specific timeframes to monitor the success of your business. Use the same principle when reviewing website data. Adjust your time frame to review how visitors interact with your website during a given period of time. To look at the big picture, start with a year’s worth of data. Then consider reviewing segments of the year: those with increased traffic flow, maybe, or during specific marketing campaigns or throughout your busy sales season. That will help you gauge differences in visitor behavior.

REVIEW SESSIONS Each time a server accesses your site, it’s considered a session. This is a big picture number — sort of like the bottom line in your profit and loss report. It tells you how many times your site was displayed in a given time period.

Use sessions as a starting point. Each session is like an experiment with how a visitor interacts with your site. The majority of the data in your report is averages, but sessions are a real number; if you don’t have enough sessions in your report, then you can’t draw an accurate conclusion about your data.

Take a quick look at the percentage of new sessions as well. It tells you how many visitors were new in a given time frame. A high percentage of new sessions is typical, but Google likes sites to have return visitors too — it shows visitors’ affinity to your website and indicates you have valuable content.

LOOK FOR SIGNS OF TROUBLE A negative net income is an indicator to dig deeper into your business finances to see what’s going south. Signs of website trouble may include a high bounce rate, low pages per session, or short session duration. These met-

• Average session duration is the amount

of time, on average, visitors spend on one trip to your website. Most sites I review have a session duration of more than one minute, though I encounter many with two-minute or higher average session durations depending upon the nature of the site.

How visitors interact with your website content is reflective of how it’s promoted. Online advertising, email newsletters, and blogging often result in lower pages per session, higher bounce rates, and shorter session durations. When visitors go to your site from an email newsletter or social media post, they often read the content you were promoting and then leave the site from the same page. That’s not negative, but it’s a factor for why your bounce rate may be higher than what you think it should be.

If your site has less-than-desirable average usage statistics, it may mean your content isn’t engaging. To figure out what’s causing the issue, dig deeper.

DIG DEEPER To dig deeper, review data in segments. The pages of your site are similar to your products or services. Just as you might review the sales numbers for each product or service to monitor performance, you can review the key indicators outlined above to draw a conclusion about what’s working and what’s not on the pages of your website. Review the data for each page — by specific cities, by mobile phone visitors, and by anything else that will give you a better picture of where your site needs improvement and what your visitors like. CBT COLUMBIABUSINESSTIMES.COM 77

B U SINESS • P EOP L E • IM P ROVE M E N T • F YI

ASK AN N E

They have growth opportunities.

• Question to ask: Once I start working, what type of training or career development opportunities are available?

They encourage involvement.

• Questions to ask: How do your team members contribute when they have ideas for new products or services?

What are the opportunities and expectations to sit on committees for event planning or best work practices?

They have positive co-worker relationships.

• Question to ask: What would your staff tell me about your work style?

They offer a solid work–life balance.

A SK A N N E

Finding the Right Fit

BY A N N E W ILLIAM S | P re side n t of JobF in der s E m p l oy m e n t S e r vi ce s

Q Dear Anne, I am new to the area and seeking employment. I’m looking for advice on how to tell if I’m interviewing with an “employer of choice,” or someone who will commit to me and be a really good fit. Do you have any tips?

Google is an employer of choice, but some people leave because of the culture. Google encourages socializing, networking, and group activities; some people might not thrive in that environment.

Employers of choice have many traits in common, but the employer that you choose may not have the same characteristics as the employer of choice next door. Often, these companies will have a powerful yet simple mission statement and value statement. You’ll find that employers of choice strive to pay above the norm and offer a comprehensive benefits package.

Dear Seeker, Being an employer of choice most often means that the company offers a work culture and model that makes it easy to recruit superior employees.

One common feature among choice employers is that they look out for the well-being of their employees as well as their customers.

Remember one thing: Not every employer of choice fits every employee. For example, 78 MARCH 2017

Here is a list of common characteristics to look for and questions to ask during an interview: They’re focused on commitment.

• Question to ask: What strategies, programs, or practices does your company use to retain staff as well as customers?

• Question to ask: What does the company offer that helps maintain a healthy lifestyle outside of work?

They value job performance.

• Question to ask: Once I’m on board, I understand I will be evaluated. What type of regular guidance and feedback should I expect?

They emphasize employee recognition.

• Question to ask: How do you provide feedback to employees about their performance, accomplishments, and needs for improvement?

There are many more characteristics of an employer of choice, but if you can find out these things in advance, you’ll gain an advantage over the job applicants who don’t.

You will show your potential employer that you are sincerely searching for the right company for yourself. CBT Anne Williams is not an attorney. All content in this column is not guaranteed for accuracy and legality and is not to be construed as legal advice.

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COLUMBIABUSINESSTIMES.COM 79

B U SINESS • P EOP L E • IM PROVE M E N T • F YI

B U SI N ESS SM AR TS

customers to review your work on BBB’s website and other review sites.

Train employees to know how to interact with customers. Too often, we assume that employees know how they should interact with customers — and you know what happens when we assume.

B U SI N ESS S MARTS

Don’t Assume Excellent Customer Service — Train It

BY SEAN SP ENCE | Re gion al D ire ctor of Be tte r B u s i n e ss B u re a u Co l u m b i a

EACH OF US HAS A HANDFUL OF STORIES about great customer service experiences. But we probably also have at least that many stories about horrible customer service.

Offering excellent customer service is one of the easiest ways for a small business to differentiate itself from larger, better-funded competitors. It’s also a powerful, inexpensive way to retain customers.

At BBB our mission is to build trust in the community, and helping companies implement strong customer service programs is part of that.

Excellent customer service leads to happier customers and trust in the marketplace.

For a business, creating good customer service is a bottom line issue. In addition to the marketing value, it can reduce the costs of dealing with unhappy customers.

Here are some tips to help you improve your business through customer service. Incorporate these suggestions into employee training and make them a part of your company culture.

Hire people who care. We can train for a lot, but we cannot train someone to care. Hire 80 MARCH 2017

the right people first, and then make customer service training a priority. Customers should see how your workers care about the business, the product, and, most of all, them.

Respond quickly to every customer.

Customers will notice when you acknowledge them and take time to listen. It’s also a good opportunity for meaningful interaction and relationship building.

Overcompensate for mistakes. Mistakes will be made; what matters is how you respond and remedy errors to ensure customer satisfaction. When customers vent their complaints, listen and offer sincere apologies. Accepting responsibility and offering discounts are two practices that can show customers their value.

Ask for feedback. Collecting customer comments is one of the best ways to enhance the experience with your company. Customers like being asked to provide feedback because it lets them know your business cares. Encourage

Be respectful to every customer. It can be difficult sometimes, but maintaining a positive relationship with customers will keep them coming back. Work with your customers on their concerns and solve problems. Every business will get negative reviews; do not isolate yourself from this negativity. Work with customers to address concerns and reach a positive outcome.

If a customer is experiencing respectful, individualized attention, they will likely remember.

A personal touch goes a long way. Do your best to address your customer by his or her name, be patient, and offer all of your attention.

Being as personal as possible is a way to remain in a customer’s mind long after the purchase.

Always be honest. It can seem easy to stretch the truth to make customers happy in the short term, but it seldom works in the long term.

Being forthright and honest with your customers will be more helpful. If a customer experiences dishonesty with a company, there’s a good chance the customer will spread this experience, hurting the company’s reputation.

Adapt to the situation. You will run into customer requests or issues that are rare and unexpected. Be prepared to adapt to different situations in a smooth manner. Never look flustered. Being calm and flexible shows confidence and competence, which will make your business seem more trustworthy.

Learn about the business. Do your employees really know your business? Knowing the ins and outs of what services are offered, how to behave in different scenarios, or where things are located should not be a second thought.

Employees should confidently act and think on their feet in any situation.

These characteristics may seem basic, but they can be easily forgotten. Each business is different, but good customer service is a key asset for all of them. CBT

FEATURED LISTING

404 Portland Street 14,700 sq ft office building +/- 6 Acres

ZONING

Zoned O-1

PRICE

Two separate parcels that can be divided or sold as one. Overall asking price of $3,300,000 +/- 14,700 sq ft office building available in highly desirable Keene Medical Corridor. Building sits on a total of 6 acres that is already platted as two parcels and can accommodate additional future development. Site is zoned O-1 (Office District) and is ready for development. Call Mel Zelenak for additional detail.

MEL ZELENAK

573-999-3131 mel@malyrealty.com

COLUMBIABUSINESSTIMES.COM 81

B U SINESS • P EOP L E • IM P R OV EM EN T • FY I

Deeds of Trust WORTH MORE THAN $404,175

$3,500,000

$700,000

$525,000

$420,000

JQB Construction Inc. Central Bank of Boone County LT 1 Hunter’s Landing Plat No 1

NJE Properties L.L.C. Landmark Bank LT 3 Good Time Acres

$1,400,213

$680,000

5280 LLC Citywide Banks LT 3 BL 2 Boone Industrial Park North

Crockett, Timothy D and Julia A First State Community Bank STR 27-48-14 SUR BK/PG: 4391/42 AC 10 FF Tract 7-New Madrid Claim 64

1800 Commerce Court Investments L.L.C. Little Dixie Holding Company INC LT 3A Industrial Park of Columbia

Stephens, Maria JaneAnne and Tyler L Commerce Bank STR 16-47-12 //NW SUR BK/PG: 922/801 AC 10 FF Tract A & SUR 1103/302

$522,000

$417,000

$1,150,000

Tincher, Hugh Trust Larry Bishop and Associates LLC STR 1-51-13/SE/NW AC 40

$641,502

Mutual Holdings L.L.C. The Callaway Bank LT 39 PT Johnson Sub

$1,120,170

5280 LLC Citywide Banks LT 3 BL 2 Boone Industrial Park North

$621,000

Selby, John Kirtly Revocable Trust Agreement First State Community Bank STR 22-51-11 //SE

$866,190

Conservation Home Builders LLC The Callaway Bank LT 1 Southwest Courts

$603,000

Southside Ventures L.L.C. First State Community Bank LT 100-A The Meadows Phase 1

Graybill, Douglas A and Connie R Equitable Mortgage Corp STR 28-51-12 /SE/NW SUR BK/ PG: 2483/71 AC 10 $522,000

Graybill, Douglas A and Connie R Secretary of Housing and Urban Development STR 28-51-12 /SE/NW SUR BK/ PG: 2483/71 AC 10 $510,000

Steines, Brian D and Crystyl Chauntelle Landmark Bank LT 471 Thornbrook Plat No 13 $488,000

$782,470

$567,900

Eastside Church of Christ Building Corp Mid America Mortgage Services Inc LT 1 Gans Creek Sub Plat 1 Blk 1

Marroquin, Rafael and Torres, Vanessa Landmark Bank LT 1418 The Highlands Plat 14-B $550,000

$776,000

Beshore, Brent and Erica L Landmark Bank LT 115A Copperstone Plat 7

Khan Enterprises L.L.C. First State Community Bank LT 1 PT Khan’s Sub

10 & 14 Granada L.L.C. Providence Bank LT 12 Rockbridge Sub Blk 3

Jun, Bokkwan and Heejoon Park The Huntington National Bank LT 8 Steeplechase Estates Plat No 1

$750,000

$545,000

Davis, Bradford L and Katie R Landmark Bank STR 10-47-12 //NW SUR BK/PG: 2754/78 AC 10 FF Tract 11 $414,800

Innovative Environments L.L.C. First Midwest Bank of Poplar Bluff LT 325 Creeks Edge Plat No 3 $410,550

Dietiker, Kristin L and Nathan R Commerce Bank STR 16-50-13 /SW/SE

Hemme Construction L.L.C. Central Bank of Boone County LT 339 Creeks Edge Plat No 3

$485,000

March, John Zachary and Robin Denise Bastow, Herbert C and Susan T Revocable Trust STR 19-50-12 //NE AC 20

JJ&F of Missouri INC US Bank LT A I-70 Industrial Sub

BFG Properties L.L.C. The Callaway Bank LT 2 Westhoff Subdivision Plat 1

Trevor Lee Robinson L.L.C. Hawthorn Bank LT 10 PT BL 2 Tandy’s Add

Shindler, Phillip and Jeri Lou First Midwest Bank of Poplar Bluff LT 226 The Gates Plat No 2 & 3 $432,257

82 MARCH 2017

$417,000

$405,000

$461,655 $550,000

$754,330

Burrell, Lacey M and Joshua D Central Bank of Boone County STR 14-47-13 /W/NW SUR BK/PG: 1157/196 AC 5.02 FF Tract 7

Bass, Tom S Central Bank of Boone County STR 11-48-13 /NW/NW SUR BK/ PG: 297/220 AC 0.93 FF Tract 4

$404,175

Hemme Construction L.L.C. Central Bank of Boone County LT 340 Creeks Edge Plat No 3LT 221 Thornbrook Plat No 7 CBT

452 deeds of trust were issued between 1/3 and 1/27

BU SI N ESS • P EO P L E • IM P R OV EM EN T • FY I

New Business Licenses MARCH 2017

Rick’s Taxi

MidiCi

3100 Brown Station Rd.

1007 E. Broadway

Taxi cab company

Neapolitan pizza restaurant

573-449-6282

573-999-2904

Vicki’s Como

Central Concrete

Pet Sitting LLC

2000 Dogwood Ln.

511 Simmons Ct.

Concrete construction

Pet sitting services

573-443-2426

FEATURED LISTING

573-356-2771 Bespoke Hair Co. Rising Sun

210 Corporate Lake Dr.

Cleaning Service

Hair salon

1700 Forum Blvd.

573-442-8664

Residential cleaning 573-424-3196

Therapy Support Inc.

3620 Mojave Ct. CrossFIt Aggregate

Medical equipment supplier

609 Big Bear Blvd.

417-576-5096

Performance fitness gym 512-426-9199

Fringe Boutique LLC

914 E. Broadway Emma Schermer Tamir

Clothing store

107 Parkview Dr.

573-777-3978

1711 West Worley PRICE: TYPE: ZONING: SQ. FT.: ACREAGE:

$450,000 Building & Land O-1 4,819 +/.97

Opportunity in desirable location near the Columbia Mall & Shelter Gardens Previously Coldwell Banker Tatie Payne office building. Listing includes building plus 2 adjoining lots 506 and 510 Claudell.

Ideal for Day Care or Child Education Center, Doctor or Administrative Offices

Freelance writer and marketer

Ghennet Teclemariam

573-356-4174

210 Jackal Dr. Residential cleaning

Local Labor

573-818-6440

5808 N. Teresa Dr. Landscaping, lawn care

U Knead Sweets

and janitorial services

808 Cherry St.

573-397-1701

Bakery and café 573-777-8808

Water Cooler Media LLC

2903 Bray Ave.

Alleviation Therapy LLC

Consulting for book sales

2401 Bernadette Dr.

and media production

Massage therapy and health services

956-351-7431

573-205-0193 CBT

GINA RENDE

314-477-4462 gina@malyrealty.com

COLUMBIABUSINESSTIMES.COM 83

Office Retail Restaurant

Old HawtHOrne Plaza

n Ow l easing

573-447-2414 | office@starrproperties.com

We k n ow m id - M O.

84 MARCH 2017

B U SINESS • P EOP L E • IM P R OV EM EN T • FY I

Economic Index LABOR

Commercial additions and alterations: 15

December 2016 –

Value of commercial additions: $3,493,811

Columbia, Missouri

Labor Force: 69,402

HOUSING

Employment: 67,497

December 2016

Unemployment: 1,905

Single-family homes sales: 142

Rate: 2.7 percent

Existing single-family home sales per

FEATURED LISTING

month: 114 December 2016 – Boone County

New construction single-family home

Labor Force: 102,404

sales per month: 28

Employment: 99,670

Single-family active listings

Unemployment: 2,734

on market: 558

Rate: 2.7 percent

Single-family homes average sold price: $221,334

December 2016 – Missouri

Single-family home median

Labor Force: 3,093,755

sold price: $194,900

Employment: 2,970,036

Single-family homes average days

Unemployment: 123,719

on market: 64

Rate: 4 percent

Single-family pending listings on market: 104

December 2016 – United States

Labor Force: 158,968,000

UTILITIES

Employment: 151,798,000

Water

Unemployment: 7,170,000

January 2017: 48,567

Rate: 4.5 percent

January 2016: 47,891

Brown Station and Paris Road SIZE

+/- 25.29 Acres PUD-12 +/- 15.4 Acres C-P

ZONING

Commercial and PUD-12

PRICE

$0.59 per sq ft for PUD-12 Ground $1.94 per sq ft for C-P Ground Ground available in North Columbia.

Property offers close proximity to local schools, major employers and Highway 63. Property can be divided and is priced to sell.

Change #: 676

CONSTRUCTION

Change %: 1.412

January 2017

Number of customers receiving service

Residential building permits: 52

on February 1, 2017: 48,554

Value of residential building permits: $26,560,733

Electric

Detached single-family homes: 14

January 2017: 49,425

Value of detached single-family homes:

January 2016: 48,644

$1,182,000

Change #: 781

Commercial building permits: 16

Change %: 1.606

Value of commercial building permits:

Number of customers receiving service

$3,543,811

on February 1, 2017: 49,558 CBT

MEL ZELENAK

573-999-3131 mel@malyrealty.com

COLUMBIABUSINESSTIMES.COM 85

B U SINESS • P EOP L E • IM P R OV EM EN T • FY I

68%

of MU graduates find jobs in the state of Missouri after graduation

BY T H E N U M BER S

490 estimated employed accountants in Columbia, May 2015 Source: Bureau of Labor Statistics

Source: MU

13,303 full-time employees at MU and MU Health Care in 2014-2015 Source: MU

102,400 Columbia, Missouri’s labor force, December 2016 Source: Bureau of Labor Statistics

130

estimated employed graphic designers in Columbia, May 2015 Source: Bureau of Labor Statistics

$

20.93

the average hourly wage of workers in the Columbia Metropolitan Statistical Area in May 2015 Source: Bureau of Labor Statistics

86 MARCH 2017

TOP B2B PRODUCT OR SERVICE

TOP COFFEE MEETING LOCATION

TOP JANITORIAL SERVICES

TOP ENGINEER

First Place: CoMo Connection Exchange Second Place: Influence & Co.

First Place: Kaldi’s Coffee Second Place: Dunn Bros. Coffee

First Place: Atkins Second Place: City of Refuge

TOP BUSINESS WITH A COMMITMENT TO PHILANTHROPY

TOP BUSINESS ROOKIE

First Place: Crockett Engineering 2608 N Stadium Blvd., Columbia crockettengineering.com 573-447-0292

TOP ADVERTISING AGENCY First Place: Caledon Virtual 1906 Corona Rd. #200, Columbia, 573-446-7777, caledonvirtual.com

Second Place: Word Marketing

TOP PLACE TO WORK First Place: Veterans United Second Place: Fresh Ideas

TOP LOCAL TEAM-BUILDING EXPERIENCE

First Place: Veterans United Second Place: The Bank of Missouri

TOP BUSINESS INSURANCE First Place: Columbia Insurance Group Second Place: Mike Messer – Shelter Insurance® Agent 908 Rain Forest Parkway, Columbia, 573-442-5291, shelterinsurance.com/ CA/agent/mikemesser

TOP HAPPY HOUR First Place: Logboat Brewing Co. Second Place: Houlihan’s

TOP CHAMBER VOLUNTEER First Place: Wally Pfeffer Second Place: Michele Spry

TOP FACE OF BUSINESS First Place: Bill Costello Second Place: Kit Stolen

First Place: Logboat Brewing Co. Second Place: Paint the Town

TOP COMMERCIAL LENDER

TOP NATIONAL IMPACT

First Place: Logboat Brewing Co. Second Place: Stoney Creek

TOP PLACE TO CLOSE A DEAL

TOP ACCOUNTING SERVICE

First Place: Logboat Brewing Co. Second Place: Boone Central Title Co.

First Place: Williams-Keepers Second Place: Accounting Plus

First Place: Lift Division 308 S 9th St., Columbia 573-445-0658, liftdivision.com

TOP IT COMPANY

First Place: Flat Branch Second Place: 44 Stone

First Place: Midwest Computech Second Place: 43Tc 1000 W Nifong Blvd., Ste. 220, Bldg. 6, Columbia, 855-647-43TC, 43tc.com

TOP COMMERCIAL PHOTOGRAPHER First Place: L.G. Patterson Second Place: Casey Buckman

TOP CATERER First Place: D. Rowe’s Second Place: Hoss’s

TOP HR FIRM First Place: Moresource Inc. 401 Vandiver Dr., Columbia 573-443-1234, moresource-inc.com

First Place: Veterans United Second Place: True Media

First Place: John Keller, The Bank of Missouri Second Place: Todd Hoien, Hawthorn Bank

TOP EVENT LOCATION

Second Place: THHinc McClure Engineering

TOP FAST-GROWING COMPANY

TOP CULTURE First Place: Veterans United Second Place: Delta Systems Group

First Place: Kaitlin Warner Second Place: Lydia Melton

First Place: CARFAX Second Place: Veterans United

TOP WEB DEVELOPER

TOP PLACE FOR BUSINESS LUNCH TOP REAL ESTATE DEVELOPER First Place: Mike Tompkins, Tompkins Homes & Development Second Place: John Ott, Alley A Realty

TOP BANK First Place: Central Bank of Boone County Second Place: The Bank of Missouri

Second Place: Caledon Virtual 1906 Corona Rd. #200, Columbia, 573-446-7777, caledonvirtual.com

TOP COMMERCIAL BUILDER

Second Place: Accounting Plus

TOP OFFICE DIGS First Place: Veterans United Second Place: Delta Systems Group

TOP COMMERCIAL VIDEOGRAPHER First Place: Chimaeric Second Place: The Evoke Group

TOP STAFFING COMPANY First Place: JobFinders Second Place: Pulse Medical Staffing

TOP ARCHITECT

First Place: Coil Construction Second Place: Little Dixie

First Place: Simon Oswald Architecture Second Place: Peckham Architecture

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First Place: Mary Ropp Second Place: Kat Cunningham

First Place: Logboat Brewing Co. Second Place: Stoney Creek COLUMBIABUSINESSTIMES.COM 87

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T H I S OR T H AT

STEVE LUBBERING Vice President of Human Resources, Columbia Insurance Group

Mac Money

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ADVERTISER INDEX ACCOUNTING PLUS............................................................................................91

KRCG........................................................................................................................72

AFFINITY OFFICE FURNITURE..................................................................... 84

LANDMARK BANK................................................................................................ 2

ANTHONY JINSON PHOTOGRAPHY.............................................................11

MAHER COMMERCIAL REAL ESTATE........................................................ 40

BERKSHIRE HATHAWAY HOME SERVICES................................................18

MALY COMMERCIAL REALTY........................................................ 81, 83 & 85

BUSINESS TIMES INTERACTIVE....................................................................24

MEDIACOM..............................................................................................................12

CARPET ONE........................................................................................................ 40

MIDWEST COMPUTECH......................................................................... 70 & 79

CENTURYLINK YELLOW PAGES................................................................... 10 CHIMAERIC.............................................................................................................36 CITY OF COLUMBIA WATER & LIGHT........................................................... 6 COLUMBIA CHAMBER OF COMMERCE.......................................................4 COLUMBIA EDP....................................................................................................76 COMMERCE BANK..............................................................................................89 CONNECTION EXCHANGE............................................................................. 40 D & M SOUND........................................................................................................32 EDWARD JONES...................................................................................................13 EXPRESS EMPLOYMENT PROFESSIONALS..............................................71

MISSOURI DEPT. OF CONSERVATION.......................................................... 9 MODERN LITHO/BROWN PRINTING....................................................8 & 71 NATHAN JONES LAW........................................................................................76 NAUGHT NAUGHT INSURANCE AGENCY.................................................79 RESTORATION EYECARE.................................................................................14 SHELTER INSURANCE COMPANIES..............................................................71 SOCKET......................................................................................................... 16 & 70 STANGE LAW FIRM..............................................................................................16 STARR PROPERTIES.......................................................................................... 84

FIRST STATE COMMUNITY BANK...................................................... 70 & 79

STATE FARM INSURANCE - STEPHANIE WILMSMEYER......................81

GFI DIGITAL............................................................................................................. 7

SUPERIOR GARDEN CENTER/ROST LANDSCAPE................................81

HAWTHORN BANK.............................................................................................92

THE DISTRICT........................................................................................................14

HEART OF MISSOURI UNITED WAY.............................................................. 3

THE VILLAGE OF BEDFORD WALK............................................................... 5

INFLUENCE & CO.................................................................................................72

TIGER FAMILY CHIROPRACTIC & WELLNESS CENTER.......................76

JOB POINT.............................................................................................................72

WILSON’S FITNESS........................................................................................... 20

JOBFINDERS.........................................................................................................73

YOUTH EMPOWERMENT ZONE....................................................................32

COLUMBIABUSINESSTIMES.COM 89

B U SINESS • P EOP L E • IM P R OV EM EN T • FY I

FLASH BAC K

Wright Brothers Mule Barn

BY HUN TER MY E R S | P HOTOG R A P HY BY A LE XA N DE R I A R I N E H A RT

A BREWERY AND A PERCUSSION SHOP inhabit the space where factories and other industrial companies once stood on Fay Street.

While the area north of downtown has become more urbanized in recent years, the Wright Brothers Mule Barn — a two-story brick building — still stands tall, as it did nearly a century ago.

Construction on the Wright Brothers Mule Barn started in 1919 and was completed a little over a year later, in August of 1920. In the mid19th century, mules and mule breeding were introduced to Missouri; by the time the barn was built, Missouri was one of the largest mule producers in the country.

The two original owners of the building were brothers, W.L. “Bill” and B.C. “Pleas” Wright.

Both were experienced in the mule-trading business when they purchased the land and hired a designer out of St. Louis for what would become Columbia’s only mule sale barn. Jesse I. Gedney designed the 22,500-square-foot brick building to be equipped with running water, electricity, and a top-fed trough system.

Mules played a major role both on Missouri’s farms and its battlefields. Their vigor and build made them perfect for hauling supplies and maneuvering rigid landscapes. In addition to their physical strength, mules were also more responsive than their horse brethren, contrary to their “stubborn as a mule” stereotype.

During the Civil War, Missouri provided many of the 311,000 mules used by the Union Army, and the state continued to provide animals for forces in both world wars as well. Decades later, in 1995, mules were recognized for their valor and named the State Animal of Missouri.

Although the demand for mules decreased after the popularization of the automobile, the Wright Brothers’ barn remained important real estate in Columbia. The building was rented out in sections before it was eventually bought by Thomas Diggs and Minnie Rader Diggs. After being primarily occupied by farm-related businesses like the Columbia Livestock Auction and Rader Packing Company, the Wright Brothers Mule Barn

was converted into lofts and office spaces in recent years.

In 2007, LiveRoof installed a 936-square-foot living roof — a rooftop vegetation system— on the top of the building. Multicolored succulents planted in 1-foot-by-2-foot recycled plastic boxes were laid in rows, covering the entire surface of the former mule barn in greens, reds, and yellows. The Columbia Daily Tribune reported that the Wright Brothers Mule Barn was the first commercial building in Columbia to obtain the self-sustaining green roof. Since then, the University of Missouri Patient Tower has also invested in this eco-friendly structure.

Today, the building is owned by Terry Woodruff and occupied by Woodruff Sweitzer, The Evoke Group, and Columbia Strength & Conditioning. While it is no longer home to the mules that made it famous, it still encompasses their spirit: strong, sturdy, and lasting. CBT

Wright Brothers Mule Barn/Woodruff Building woodruffsweitzer.com

We love Columbia business history. If you have any interesting photos and stories, please send them to Editor@BusinessTimesCompany.com 90 MARCH 2017

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