Columbia Business Times - October 2016

NICKIE DAVIS Muse Clothing

COMPARE THE CANDIDATES PAGE 47

MINORITY BUSINESSES THRIVE PAGE 60

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A

n idea had been percolating in my mind for many months, but it wasn’t until this cover photo shoot with Muse Clothing owner Nickie Davis that my realization fully developed.

As we waited for the photo team to set up lighting for the shoot, Nickie and I stood in her lovely store and talked about our single biggest challenge as leaders, which we happened to share: developing good people into great ones.

Nickie, like many business owners, is full of vision for her MINORITY company.

She has built a unique brand around her own perBUSINESSES sonal style and has a passion for the fashion industry. But, she THRIVE said, she just doesn’t have enough hours in the day to fulfill her vision alone, so she spends a good deal of time developing the ON THE COVER people she employs — mostly college students.

Anthony Jinson photographed Nickie Davis at her store, Muse Clothing, in The She’s not alone. Building great people isn’t a challenge in District. I love the downtown feel of this business — it is the challenge, for everyone. How do you train photo, taken on exposed brick in the interior of her store. someone to be an extension of yourself? How do you find people who bring different strengths to the table that complement your own? How do you let go enough to allow others to carry the torch farther than you could alone?

This challenge — the challenge — is one all businesses face, from Google to a two-person shop. All business leaders are faced with the challenge of people: developing them, keeping them, making them great.

When you think of the word “business,” often you might imagine a man in a suit and tie sitting in a highrise office, or some other version of that corporate stereotype. My realization was a simple one: that stereotype is just a fraction of business. Business is the CEO to the administrative assistant; the high-rise, tie-wearing industries to the coveralls and steel-toed boot industries. The stock market to the farmers market.

Nickie is undertaking the same challenge as the CEO of any major corporation, and her company is no less of a “business” because of its size or industry. It was so reassuring and invigorating that people from the publishing and retail industries could share the same struggle — and hopefully continue to share ideas about how to rise to the challenge.

It’s our honor and our responsibility to tell the whole story of business, big to small, finance to retail, east to west. CBT will continue to cover the spectrum of Columbia’s business ecosystem. No matter the field, when there are companies excelling, innovating, and developing, that’s a story worth telling.

October is our politics issue, but you’ll find much more than profiles of candidates (page 47). You’ll meet minority business owners who have built businesses and are lifting others up (page 60), learn how the city and county operate RFPs (page 69), and more.

Another note: We received a record number of nominations for CBT’s 20 Under 40 class of 2017, presented by Joe Machens Dealerships. Thank you for taking the time to recognize great people. Stay tuned for what will be, in my opinion, the best class yet.

NICKIE DAVIS Muse Clothing

COMPARE THE CANDIDATES PAGE 47

EDITOR'S PICKS It’s about time to start planning your 2017 professional goals. One thing our company worked on as a team this year was reading more. We read straight-up professional development books, we read memoirs, and we read some things in between. Here are the three books I’ve read this year that have helped me grow most in the workplace.

PAGE 60

“Getting Naked: A Business Fable”

by Patrick Lencioni Vulnerability. It seems scary. But it can change everything for the better, from relationships to culture to profits. Learn how to overcome fears in order to build trust.

“Multipliers: How the Best Leaders Make Everyone Smarter” by Liz Wiseman Making good people is what it’s all about.

But you can’t just make them — you have to make room for them. This book wore my highlighter out, and I keep referring back to it.

Thanks for reading, “The War of Art: Break Through the Blocks and Win Your Inner Creative Battles” by Steven Pressfield This was a divisive book when we read it as a team. For me, it was encouragement to push past insecurities and excuses to fulfill creative passions. It’s kind of a Yoda thing: Do or do not. There is no try.

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 19

Member SIPC

Mark Richardson, CFP® Financial Advisor

Change doesn’t

always have to be hard.

Sometimes it’s smart.

Your life is always changing and consequently, so are your needs and preferences. As your trusted partner and advisor, it’s my role to ensure that your portfolio is reflective of your current financial goals.

Your personal needs and preferences are always at the center of our relationship.

Mark Richardson ,CFP® 2415 Carter Ln Suite #104 Columbia, MO 65201 573.442.1276 mark.richardson@edwardjones.com 20 OCTOBER 2016

EDITORIAL Erica Pefferman, Publisher Erica@BusinessTimesCompany.com Brenna McDermott, Editor Brenna@BusinessTimesCompany.com Matthew Patston, Managing Editor Matt@BusinessTimesCompany.com DESIGN Jordan Watts, Editorial Designer Jordan@BusinessTimesCompany.com CREATIVE SERVICES 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 Hayley, Marketing Consultant Janelle@BusinessTimesCompany.com Heather McGee, Marketing Consultant Heather@BusinessTimesCompany.com Crystal Richardson, Digital Marketing Manager Crystal@BusinessTimesCompany.com Fran Elkins, Account Manager Fran@BusinessTimesCompany.com Emily Brehe, Digital Account Manager Emily@BusinessTimesCompany.com

Inside the Issue Twitter Chatter Jan Grossman @greatermo Love the new look of Columbia Business Times, @ColumbiaBiz! Great articles and nice look!

Shawn/TrulyBlessed81 @MsCincy @ColumbiaBiz Thank you for doing a story on “The Sharp End” loved it! :) Gwen Ragno @gmragno That @RagtagCinema will always hold a special place in my heart.

Via @ColumbiaBiz

Around the Office

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, Matt Patston CONTRIBUTING WRITERS Beth Bramstedt, Al Germond, Brandon Hoops, Christi Kelly Kemper, Monica Pitts, Tony Richards, Anne Williams INTERNS Sarah Everett, Madelyne Maag, Grace Vance, Bobbi Watts, Libby Wall SUBSCRIPTIONS Subscription rate is $19.95 for 12 issues for 1 year or $34.95 for 24 issues for 2 years.

Subscribe at columbiabusinesstimes.com or by phone.

CBT is hard at work selecting the 20 Under 40 class of 2017, presented by Joe Machens Dealerships and supported by Modern Litho.

Thanks for nominating your favorite young professionals! Now save the date for the 20U40 Gala on January 19 at Reynolds Alumni Center.

The CBT crew had a great time at our September issue launch party. Thanks to everyone who came – it was a blast!

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

Christi Kelly Kemper

Beth Bramstedt

Brandon Hoops

Taylor Twellman

@BethBramstedt

@CourtsideHoops

@IndieTay

Write to CBT editor Brenna McDermott at Brenna@BusinessTimesCompany.com COLUMBIABUSINESSTIMES.COM 21

OC TO BE R 2016 VOL . 2 3 / ISSUE 4

TA B LE OF CON T EN TS

Politics Issue 19 FROM THE EDITOR 21 INSIDE THE ISSUE 25 CLOSER LOOK 26 BRIEFLY IN THE NEWS 29 BUSINESS UPDATE

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Maly Commercial Realty

32 NONPROFIT SPOTLIGHT Diversity Awareness Project

34 CELEBRATIONS Buchroeders Jewelers

37 MOVERS & SHAKERS 39 P.Y.S.K. Steven Sapp, City of Columbia

43 9 QUESTIONS Michael Trapp, Columbia City Council

45 OPINION 80 MARKETING Online Marketing Lies Exposed

81 ORGANIZATIONAL HEALTH Five Ways to Manage up

82 ASK ANNE Probation Problems

Dream Chasers Minority business owners in Columbia, like James Shelby, share stories about their companies, their community, and rising above harsh realities to succeed.

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84 NEW BUSINESS LICENSES 85 DEEDS OF TRUST 86 ECONOMIC INDEX 88 BY THE NUMBERS 90 FLASHBACK Swallow Hall

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CBT’s Political Insider

The Small Bidder

Love Your Library

Election day is coming. To get you prepared,

Small businesses in mid-Missouri often

In tough times, Columbia’s public library

we’re sharing our notes on all the candidates

struggle to compete for government con-

leans on community support and new tech-

running for local and state office.

tracts. The City of Columbia is trying to help.

nology to overcome state funding cuts.

40 20UN DER

2015 JANUARY

E MINDVETH MENT) (ACHIE GAP

CLASS OF

2015

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PRESENTED BY

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Thursday, January 19, 2017

columbiabusinesstimes.com /20under40tickets

Reynolds Alumni Center

24 OCTOBER 2016

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

C LOSER LOOK

Closer Look

Ugly Mugg Ugly Mugg, named after owner Jenny Thompson’s collection of ugly coffee mugs, is located on Fifth Street, next to Tony’s Pizza. Thompson’s collection of mugs will be displayed on the wall in the cozy yet spacious brick building.

Thompson, a Columbia native, sees a demand for coffee shops downtown, and Ugly Mugg’s location is a close walk for college students and downtown businesses, with plenty of parking for those who opt to drive. In addition to its morning and afternoon hours, Ugly Mugg stays open until 3 a.m. on Thursdays, Fridays, and Saturdays and serves coffee mixed with spirits, which Thompson has also nicknamed “Ugly Muggs.”

Thompson envisions the shop as a place to wind down with friends or a place to enjoy some coffee while waiting for a ride home. It opened in August, and Thompson is excited about offering something new to college students and young professionals.

“I love to make people smile,” she says, “so I’m just really excited to have the opportunity to do that.”

Contact: 573-673-5757 Address: 19 N. Fifth St. Website: facebook.com/uglymuggcomo

Walnut Street Tap + Kitchen Mike Tregnago, a first time restaurant owner, has partnered with Dustin Del Grosso to open Walnut Street Tap + Kitchen, located on the east end of Walnut Street downtown. According to Del Grosso, Tregnago had the financial background and Del Grosso had the culinary know-how needed to open a restaurant. Located next to the Short Street parking garage, behind The Broadway hotel, Walnut Street Tap + Kitchen has easy access to parking and will offer food and drink at student prices.

Del Grosso prides himself on the simplicity and the quality of the food. Menu items include burgers, veggie burgers, soups, gourmet sandwiches, and desserts, and there are also 10 rotating beers on tap. Del Grosso has 14 years of kitchen experience and will bring a New Mexican influence to the food, since he spent several years in the restaurant industry there. He plans to use chilies, peppers, and produce from New Mexico that won’t be found anywhere else in Columbia.

Contact: 573-397-6396 Address: 1200 E. Walnut St. Website: facebook.com/walnutstreettap

Kelly Fields Boutique Catherine-Clare Kelly, owner of Kelly Fields Boutique, started her first business in college at Baylor University. She and her sister sold hair-ties to women on campus, eventually creating a website called Sisterly Ties. Over time, Kelly added clothing and jewelry to the mix, creating Kelly Fields.

After two years of online success, Kelly Fields has opened a brick-and-mortar location in Columbia off Nifong, near B&B Bagel. Kelly is excited about the south side location because there aren’t as many boutiques in that area as, say, in downtown.

One of her goals is to keep inventory turning to offer something new every time shoppers visit the store. Customer favorites include the jewelry, candles, and moto leggings for fall. The store will also soon sell Kendra Scott jewelry.

Kelly prides herself in the small boutique feel of the store, where special attention is given to each customer. She wants women of all ages to feel a sense of confidence and beauty in what they wear and how they act.

Contact: 573-442-2470 Address: 124 E. Nifong Blvd., Ste. J Website: kellyfields.com

Are you an entrepreneur? Are you sprouting a new business? Tell us about it at Editor@BusinessTimesCompany.com COLUMBIABUSINESSTIMES.COM 25

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

Briefly in the News OCTOBER 2016

ESI Expanding ESI Comm, a telephone, security, and data provider founded in Sikeston, opened a second location in Columbia. The company provides business telephone systems, residential and commercial security systems, access control systems, surveillance camera systems, telecommunications, and networking products and services, and they’ve been in business for more than 30 years.

STEM Degrees William Woods University has added physics and pre-engineering as new undergraduate majors this fall. Physics is now available as a Bachelor of Science degree program; it was previously only available as a minor at the school. The pre-engineering program rewards an Associate of Science degree in applied mathematics with emphasis in pre-engineering, which can then transfer to another institution to complete the engineering degree. Physics is the ninth highest earning major in the United States, according to PayScale.

MU Job Training

VU’s New Digs Veterans United recently leased the 15,000-square-foot Museao building at 3500 Buttonwood Dr. Veterans United also leased an 82,000-square-foot building at 1500 Vandiver Dr., which is owned by Vaughn Prost of 1500 Vandiver LLC, providing Veterans United their 15th office in Columbia. Veterans United has over 1,550 employees in Columbia and over 2,000 nationwide.

Influence & Co., the content marketing agency that previously leased the Museao building, has relocated to the northeast corner of Stadium and West Broadway. The Museao building is owned by adventur.es.

26 OCTOBER 2016

MU renewed a contract with the Missouri Department of Elementary and Secondary Education to provide job training to public high school students with disabilities. With that renewed contract, the program, Pre-Employment Transition Services, will enter its second year with enough funding to increase the number of teachers by more than 50 percent. The Pre-ETS program offers students job readiness surveys, job exploration profiles, internships, and work-based referrals.

Last year, the program served 4,000 students in almost 400 schools around Missouri.

BR I EFLY I N T H E N EWS

OATS Awarded OATS received the 2016 Missouri Public Transit Association’s Transit Champions Award. The award recognizes the Missouri transit systems that serve the needs of people in their communities with excellence; OATS was recognized for its efforts in providing service to its passengers and in serving the community. OATS is a nonprofit corporation that provides specialized transportation in 87 Missouri counties.

CPS Suppers Columbia Public Schools began offering evening supper to high school students staying late on campus for extra-curricular activities.

The meals will cost $2.90 and qualify for the district’s free and reduced-price meal plans.

Students will determine the menu items by voting for their favorites. Service will be available 4:30 to 7:30 p.m. Monday through Thursday, with varying service on Fridays.

Intelligence Contract

New Ownership Steve and Laura Pecoraro recently took over as owners of Mid-America Harley Davidson. Both Steve and Laura previously worked at manufacturing businesses in St. Louis. Steve is an avid motorcycle rider and enthusiast, and the couple hopes to continue growing the Columbia dealership.

The MU College of Engineering recently secured a five-year, $12 million contract to build and implement a data science education program for the National Geospatial-Intelligence Agency, a combat support and intelligence gathering government group with a major facility in St. Louis. MU’s program will provide training for NGA employees on programming, modelling, and data mining, among other data specialties.

Enrollment Boost Columbia College reported that their day campus enrollment in 2016 is up 12.8 percent over 2015’s numbers. The school added 402 students in their incoming freshman and transfer class, making total day program enrollment 951. The increased student presence comes amid a flurry of new projects for the school, including a new $1.9 million student quad.

COLUMBIABUSINESSTIMES.COM 27

28 OCTOBER 2016

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

B U SI N ESS U PDAT E

Developing the Dream Team Maly Commercial Realty looks to expand its market share.

BY BREN N A McDER M OT T | P HOTOS BY A N TH O N Y J I N S O N

From left: Bill Watkins, Otto Maly, Gina Rende, Mel Zelenak COLUMBIABUSINESSTIMES.COM 29

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

FOR THE PAST THREE YEARS, OTTO Maly’s focus has been to increase Maly Commercial Realty’s commercial development market share in Columbia. His strategy? Assemble a team of real estate professionals with individual expertise and relationships that span the Columbia and national markets.

That cross-section of experience has been the linchpin of the company’s gains in a healthy, growing market.

THE LINEUP Maly himself has been in the real estate business since 1982, joining the Kroenke Group in 1985 and setting out on his own with Maly Commercial in 1993. He is the center of the team of professionals, which includes Mel Zelenak, Gina Rende, and, most recently, former city manager and COO of Riback Supply Co. Bill Watkins.

Watkins, who joined the company in July, brings a wealth of experience working with city officials (as a former official himself). In his new role, Watkins will work in sales and use his contacts at the city level to help the team.

“When I grow up, I’ll finally figure out what I want to do, but this seems promising,” Watkins says.

Maly and Watkins built a relationship first during the early 70s, and later during Watkins’ tenure as city manager from 2005 to 2010. Maly credits his positive working relationship with the city to municipal staff, like Watkins, because while the political leanings (whether pro- or anti-development, specifically) of Columbia City Council might change, those staff relationships remain steady.

“You adapt and you learn how to make your business grow in [any] environment,” Maly says.

Rende joined the company more than two years ago and brings a background and contacts in title insurance and residential lending.

Zelenak has been with the company for 11 years and started as an intern. He grew up around multi-family developments and has experience in student housing.

That diversity of background allows the team to tap each member’s unique skills, Rende says.

She and Zelenak represent different perspectives and a younger skill set. Maly and Watkins bring the longtime relationships in the community. Though he has no plans to retire, Maly does plan to spend more time in California, with two children studying there for the next few years.

Watkins will help fill the experience gap.

30 OCTOBER 2016

B U SIN E SS U PDAT E

For Watkins, the appeal to join Maly Commercial was more than just the caliber of the team.

“One of the things I always liked about Otto is that if Otto said he would get something done, you could take that to the bank,” Watkins says. “Not all developers are that way. He has a lot of integrity. I wanted to be associated with a group that shared that kind of value.”

The Maly Commercial team has the skills to help with every step of the process, further cementing Maly’s own dependable reputation.

“I wholeheartedly believe that, with the team that we have assembled right now, you’re going to have a very tough time locally or regionally finding a more comprehensive set of skills,” Zelenak says.

DEVELOPING RELATIONSHIPS The firm’s strengths lie in retail and land development, but they do work in office, multi-family, warehouse, and all commercial realty areas.

It’s a commitment Maly made when he saw a need in ’82 for a local brokerage house that solely dealt in commercial real estate.

Over his career, Maly has worked on projects in more than 25 states.

“I’ve developed the majority of retail in the market,” Maly says. “I’ve developed outside of the market, extensive land tracts of retail, multi-family, office, in major metros all over the country.”

Those national relationships often help Maly Commercial get the first call when a new tenant is moving to town. If they already have a relationship, Maly Commercial understands their development needs.

Maly Commercial has developed 125 Lowe’s sites nationwide, and major retail centers locally include Grindstone Plaza, anchored by a Wal-Mart Supercenter, and Fairview Marketplace, in west Columbia, also anchored by a Wal-Mart Supercenter.

Maly estimates Maly Commercial is one of the top three shopping center developers in the state.

MARKET FUTURE Maly is optimistic about the continued growth of the Columbia market, and he credits the influx of capital from students to helping to keep the city — specifically downtown — healthy. Downtown is as strong as he’s ever seen it, he says. There aren’t many empty storefronts.

Kathy Davis, property manager, works at her desk.

“In every sector of our market right now in Columbia,” Zelenak says, “we are below national levels for vacancy, whether that’s retail, office, anything.”

Although the Macy’s property is still vacant (and continues to be leased by Macy’s), Maly says the space will be filled eventually. Maly Commercial has a new tenant going in on the east side of town: Academy Sports + Outdoors is an outdoor lifestyle retailer and will open in 2017 on Trimble Road, behind HyVee. This 63,000-square-foot location will be the company’s seventh in Missouri and will bring about 100 jobs to the area.

There’s also a new big box store tenant going in the south of town that is still in due diligence.

“The south side of Columbia continues to grow, and I think that there are opportunities up north,” Maly says. “The east side is as strong as ever. West side: there’s no space out here. If Red Robin wanted to come to town, or if Ross Dress for Less came to town, there’s no space.”

Projects like the upcoming Columbia Regional Airport terminal construction will be critical to continued market growth, Maly says.

Technology has increased the velocity of

Maly Commercial’s business, from instantaneous aerial shots of land on Google Maps to Docusign applications that ensure deals can be struck in a matter of weeks with any client, anywhere.

“My drive is that I love helping people,” Rende says. “I pride myself on customer service.”

If you look at the community and the economy as an interconnected web, and not just at individual opinions on business development, Zelenak says, and it’s obvious that things are getting done in Columbia. And things are getting done because of the people working the deals every single day.

“Columbia is a relationship-driven town,” Watkins says. “That’s how things get done.

That’s based on trust, and it’s this kind of integrity that spills over and allows you to increase market share.” CBT

Maly Commercial Realty 213 N. Stadium Blvd. #203 malyrealty.com 573-443-3200 COLUMBIABUSINESSTIMES.COM 31

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

Encouraging Dialogue on Diversity Diversity Awareness Partnership in Columbia enters its second year.

BY SARAH EVERE T T

From left, back row: Stacye Smith, Orvil Savery, Charles Hunter, Dr. Laine Young-Walker, Dr. Amanda Andrade, Veronica Schultz. From left, front row: Loreli Wilson, Nikki McGruder, Amber Cheek. Board members not pictured: Dr. Eryca Neville, Brian C. Jones

WHEN VETERANS UNITED’S MANAGER of diversity and inclusion programs, Loreli Wilson, first took her position, she searched for larger diversity programs to connect with across Columbia. She was surprised to find none.

What would eventually become Columbia’s Diversity Awareness Partnership originally started as an initiative by professionals, like Wilson, from VU, Shelter Insurance, and MU. Having only been working within their own companies, they linked up to spread their mission of discussing and embracing diversity across Columbia and beyond. After broadening their search, the initiative group connected with the Diversity Awareness Partnership in St. Louis.

32 OCTOBER 2016

“It seemed like a natural fit to take the energy and enthusiasm we had here and partner it with the stability of the program in St. Louis,” DAP advisory board member Amanda Andrade says.

The St. Louis DAP already had framework, a board, and 501(c)(3) status. In March of 2015, the Columbia branch of DAP was born.

DAP Columbia modifies the successful programming in St. Louis to suit mid-Missouri. It is funded by its corporate sponsors, VU, Commerce Bank, and Shelter Insurance, and interested individuals can also partner with the program through a DAP Connect membership.

The Columbia location is what Nikki McGruder calls “a one-woman show,” though

she is thankful for the support of the advisory board and professionals at other institutions.

McGruder, who came to DAP from a corporate career at Edward Jones, is the regional man-

"It was evident that there was a need and we were on time to come here."

- Nikki McGruder

N ON PR OFI T

Diversity Awareness Partnership ADDRESS 1605 Chapel Hill Rd., Suite F

MAIN FUNCTION Provides programming and training on diversity and inclusion

FULL-TIME EMPLOYEES 1

PEOPLE SERVED 1,750

REGIONAL MANAGER Nikki McGruder

COLUMBIA ADVISORY BOARD Dr. Amanda Andrade, Loreli Wilson, Stacye Smith, Charles Hunter, Amber Cheek, Orvil Savery, Dr. Laine Young-Walker, Veronica Shultz, Dr. Eryca Neville, Brian C. Jones

NEEDS • Open minds • DAP Connect members

ence in the community. “It was evident that ager of the Columbia DAP. She’s the woman behind scheduling, communicating, planning there was a need, and we were on time to come training sessions, and programming. here,” McGruder says.

“It’s a leap to go from a corporate to a nonDAP offers programs for minority youth profit life,” McGruder says. “It’s hard when to shadow and talk with professionals in the you’re in a large organization to really see how community to get a feel for which career paths your role fits into the big picture.” they like and dislike. The DAP’s first session With her new role, will explore the accounting McGruder feels a sense of purfield with the Trulaske College pose and drive. of Business. DAP also held a “I’m just proud that an orgaDiverse-City Art Competition, nization like this exists, where in which K–12 students illusI can bring my whole self to it,” trated what diversity meant to she says. “I don’t have to minithem. Winners were showcased mize who I am, even as a black at Art in the Park. woman with natural hair, just The organization goes in my brown skin, just doing straight to the workplace as well. what I do.”

DAP hosts trainings in-house for Nikki McGruder McGruder and her advisory businesses, such as programs Regional Manager, board know that this isn’t the DAP Columbia called “The ABCs of LGBTQ” case for everyone at every workand “Demystifying Disability place. That’s what they’re trying in the Workplace.” They have to change. diversity trainings for busiDAP doesn’t just focus on nesses who are looking to start race; it focuses on all areas of dialogue on myriad topics. diversity, including “conversa“We work with pretty much tions around disability, sexual orientation, AIDS, and gender anyone, so we’ll have busiidentity,” advisory board memnesses and organizations, nonber Stacye Smith says. In early profits, community members August, McGruder received that want to start having conan email request to do a diaversations around diversity Amanda Andrade logue session on religion. Her and don’t really know where to Chief People Officer, response: “Absolutely.”

Veterans United start,” McGruder says.

DAP Columbia also hosts LisThey also host sessions to ten, Talk, Learn sessions, or sesaddress unconscious bias in sions of dialogue on racial difthe workplace. Advisory board ferences and similarities. Their member Amber Cheek says first session took place in July that some people consider 2015 at Hickman High School, diversity training to be a oneafter turmoil in Ferguson. hour session or video and leave There were 40 participants. it at that; Cheek and the rest “I think when we did that of DAP encourage continued, first one . . . we just proved that open dialogue. you didn’t have to live in FerThe better a workplace is at guson, you didn’t have to live Stacye Smith inclusion, the more appreciain Baltimore, you didn’t have Director of tion employees and clients will Human Resources, to live in New York, you didn’t Shelter Insurance have for a company, and the have to live in any of those more people the company will places where incidents — if you be able to serve, Cheek says. will, tragedies — had happened to be affected,” Stacye Smith says: “We’ve got a lot of diversity McGruder says. in our community, and guess what? If we have it in The Concerned Student 1950 protesting at MU in the fall of 2015 helped fuel DAP’s presour community, we have it in our workplace." CBT COLUMBIABUSINESSTIMES.COM 33

Pictured: Mills Menser

1896

1900s

1971

Buchroeders is founded in St. Louis as a general store, selling cigars, groceries, and jewelry.

Buchroeders relocates to Columbia.

Michael Menser purchases the store from the Buchroeder family.

34 OCTOBER 2016

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

C ELEBRAT I ON S

Diamonds Are Forever Buchroeders Jewelers celebrates 120 years in business.

BY BREN N A McDER M OT T | P HOTO BY A N T H O N Y J I N S O N

MILLS MENSER GREW UP IN THE diamond business. His father, Michael Menser, purchased Buchroeders Jewelers from the Buchroeder family in 1971. Mills purchased the company in 2007.

One hundred and twenty years after its creation in 1896, almost everything about Buchroeders has evolved, a trend Mills plans to continue.

“Average is a failing formula now,” Menser says. “You used to be average and keep your doors open and carve a living out of it for yourself. Today, if you’re average, and you’re a small business, you close. There are too many efficient businesses that will work harder than you.”

DIVERSIFYING DIAMONDS Like many industries, the internet has impacted how the jewelry industry works.

“It has flattened the profit margins in the jewelry industry, which is fine — it’s done that to every other industry, and those have all survived and thrived,” Menser says.

While the brick-and-mortar Buchroeders sells 600 engagement rings a year, online sales have grown because Menser has embraced the technology. The margins are thinner, he says, but their reach is much wider. Operating online, Buchroeders recently sold a canary diamond to someone in Australia and a Rolex to someone in Hong Kong. By 2020, their goal is for 25 percent of revenue to come from online sales.

Menser started the buying arm of Buchroeders, diamondbanc.com, in 2008. It acquires diamonds and jewelry nationwide, mostly online, and has locations in Kansas City, Charlotte, and coming soon in Atlanta, partnering with large stores established in those areas. They also buy inventories and diamonds from retailers ceasing operations, which keeps costs of manufacturing and mining down, lowering prices.

It’s all for changing ahead of the curve. “With the endless choices that consumers have in the world that we live in . . . the traditional jewelry retail model, in my opinion, is no longer viable,” Menser says.

WHO’S GOT THE POWER? Buchroeders has evolved to a hyper-focus on bridal jewelry, which accounts for 85 percent of business. Diamond engagement rings, loose diamonds, settings, and wedding bands.

The consumer coming in for bridal jewelry is always changing, one reason why Mills emphasizes keeping up with trends. That means offering wholesale or online pricing with a luxury experience. “Today, consumers have all the power, which is probably the way that it should be,” he says. “And so everyone wants the lowest possible price, and they also want the service.

They no longer want to choose.”

Buchroeders has a non-stuffy feel: there’s Logboat beer on tap, chocolates from The Candy Factory, and they will text with clients instead of making phone calls. The environment has increased foot traffic and referrals, Menser says.

Shopping for engagement rings and wedding bands has changed with technology. Many brides now have Pinterest boards with exact ideas in mind, which makes customization more important.

Buchroeders uses computer-aided design software to create custom design ideas that allow customers to see options without paying.

That, plus a repair shop with a certified bench jeweler and an insurance-like maintenance program on Buchroeders jewelry, ensures the company can help with all customer needs.

“We’ll buy it, we’ll sell it, we’ll repair it, we’ll appraise it,” Menser says. “We’re a 360-degree

jeweler because we will help our customer on every front.”

PASSION DRIVES SUCCESS The 12-person team that works out of the downtown headquarters is empowered with autonomy. Menser focuses on creating a horizontal work environment with little bureaucracy.

Office Manager Keri Barrett has been with the company 12 years. A Columbia native, she faxed in an application after graduating college and was hired by Michael Menser. Today, she runs operations and bookkeeping.

“I take a lot of pride in knowing I’m doing something good for the business, representing and furthering the business,” Barrett says. “I feel like I’m in my dream job. I’m surrounded by jewelry and beautiful things every day, and it’s kind of like I’m working for myself at the same time.”

While the company’s 120-year legacy does bring referrals, it isn’t what their success is about. Looking forward, Mills says their vision is to become one of the largest diamond suppliers in the Midwest. They won’t rest on the company’s reputation. Modern customers don’t value brand — they value experience, and they vote with their dollars.

“At the end of the day, it’s about the customer, not the brand,” Menser says. “It’s a feather in the cap. You value [the longevity] and celebrate it, but I would not say it’s a clear competitive advantage.” CBT

Buchroeders Jewelers 1021 E. Broadway brdiamonds.com 573-443-1457

2007

2008

2015

Mills Menser purchases Buchroeders from his father, Michael.

Mills Menser founds DiamondBanc.com, the company’s buying arm.

Buchroeders is a finalist for the Columbia Chamber of Commerce Small Business of the Year.

COLUMBIABUSINESSTIMES.COM 35

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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 OCTOBER 2016

Scott Fuenfhausen

ROSBURG

Matt Johnson

Scott Fuenfhausen, Columbia Area

Central Bank of Boone County

Career Center marketing instructor,

The Central Bank of Boone County

son as news director. Johnson had

was recognized as the 2016 Teacher

announced the promotions of Mahog-

previously worked as content man-

of the Year by the Missouri Mar-

any Thomas, Mariah McWhirter, Sky-

ager for KOMU, and he also served

keting and Cooperative Education

lar Taylor, and Lindy Hewitt. Thomas

in assignment managing, anchor-

Association. Fuenfhausen is in his

was promoted to assistant branch

ing, and reporting roles in Minne-

12th year of teaching at Columbia

manager at the Columbia Mall bank.

apolis; Jackson, Mississippi; and

Public Schools.

McWhirter was promoted to finan-

Chattanooga, Tennessee.

KRCG recently named Matt John-

ROLING

cial associate at the Rock Bridge bank.

Family Health Center

Taylor was promoted to teller II at the

Pamela Ellsworth-Smith

Family Health Center announced its

Hallsville bank. Hewitt was promoted

Pamela Ellsworth-Smith has been

newest board members and officers.

to teller II at the West Broadway bank.

appointed Missouri district governor of the National Association of

New board members include Robert Dawson, Arnulfo Peat Jr., and Karla

Stephany Schler

Teachers Singing. Ellsworth-Smith

Williams. Family Health Center’s

Columbia Public Schools recently

is an associate professor of vocal

2016-2017 board officers are President

appointed Stephany Schler as the

arts at Stephens College and is the

Lynn Barnett, Vice President Karen

Adult Learning Center coordinator.

director of the vocal jazz ensemble

Lumley, Treasurer Jessica Macy, and

The Adult Learning Center has loca-

the Velvetones. The National Asso-

Secretary Rebecca Roesslet.

tions at the Family Impact Center,

ciation of Teachers Singing was

Missouri Job Center, Columbia Area

founded in 1944 and is considered

Williams–Keepers

Career Center, Fayette Public Schools,

the largest professional association

Williams–Keepers LLC recently

and the Advanced Technology Center,

of singing teachers in the world,

assigned three full-time associates

in Mexico. In her new position, Schler

with more than 7,000 members.

to the Columbia office: Lyle Ros-

will coordinate programs including

burg, Ashley Roling, and Tanner Sut-

English language classes, high school

Pelema Morrice

ton. Rosburg has been appointed

equivalency curriculum, and TOEFL

MU has hired Pelema Morrice as

CFO, and Sutton and Roling were

preparatory courses.

the vice provost for enrollment management. Morrice will lead

both appointed staff auditors in the

Liana Makarian

undergraduate admissions, inter-

Missouri Cancer Associates

national admissions, financial aid,

Chad Hager

announced the hiring of Dr. Liana

the veterans’ center, registrar’s

The Callaway Bank recently

Makarian to enhance access to the

office, and other departments.

appointed Chad Hager as property

group. Makarian is a medical oncol-

Morrice most recently served as

manager. He will manage all bank-

ogist and hematologist, and she will

the chief enrollment officer at

owned facilities and properties in Ful-

provide services from MCA’s Colum-

Bryn Mawr College, in

ton, Mokane, Columbia, and Ashland.

bia and Kirksville treatment centers.

Pennsylvania. CBT

Columbia office.

SUTTON

HAGER

SCHLER

MAKARIAN

Are you or your employees making waves in the Columbia business community? Send us your news at Editor@BusinessTimesCompany.com COLUMBIABUSINESSTIMES.COM 37

38 OCTOBER 2016

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

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

STEVEN SAPP

C O M M U N I T Y R E L AT I O N S D I R E C T O R | C I T Y O F C O LU M B I A | AG E : 5 7

Job description: Chief storyteller of all things City of Columbia.

Years lived in Columbia/midMissouri: All of them.

Original hometown: Fourth generation Boone Countian; born and raised right here in Columbia.

Education: Columbia Public Schools, MU (before I was asked to leave), and then on to Columbia College.

Professional background: Municipal government. I’ve worked in four departments through many positions with the City of Columbia. I have learned and continue to learn many things from each position.

My next professional goal: After this, the goal is to retire healthy and be able to travel and spend more time with grandkids and family. I’ll certainly be on the lookout for and participate in volunteer opportunities to continue serving the community.

Why I’m passionate about my job: It boils down to love of community. I can’t think of anywhere else I would rather be or anything else I would rather be doing right now. I continue to meet and work with so many smart, passionate, and fun people every day. Columbia’s not perfect.

No community is. But the people I meet and work with continue to make it one of the best places I can think of to live. Their passion and ideas help drive my passion to work harder to make Columbia the best place to live, work, learn, and play.

What people should know about this profession: It takes compassion, commitment, and a love of community.

Government exists to serve its citizens.

Photos by Anthony Jinson

If I weren’t doing this for a living, I would: be tossing dough at Shakespeare’s.

If they would have me.

COLUMBIABUSINESSTIMES.COM 39

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

"Take some risks. Celebrate your successes.

Don't beat yourself up when you trip."

What I do for fun: I try to improve my poor composition skills with photography.

And we love to travel; while there’s no place like home, there are so many grand things to see and do in our state and across the country.

Accomplishment I’m most proud Biggest lesson learned in business:

A favorite recent project: Columbia

Listen. Listen some more. Listen again. You

Regional Airport, and it’s a project that’s

can’t learn when you’re talking. Support

still in progress. When I was 12, I attended

your team. Take some risks. Celebrate your

the grand opening of the current airport and

successes. Don’t beat yourself up when you trip. Move forward, not backward. I guess that’s many big lessons.

watched the U.S. Air Force Thunderbirds perform — wow! The terminal was open and spacious, with natural light coming from the

Family: My wonderful wife, Kim, who has

front and the airfield side. When you were

put up with me for almost 23 years. Four

there, you thought of all the possible places

great kids who have blessed Kim and I with

you could go. Today, the terminal is old,

13 grandchildren (that’s why I am a youthful

tired, dark, and cramped. It’s been an honor

57). Oh, and a little Maltese named Nick,

to work with so many smart and passionate

who runs the house.

professionals to begin a new era at COU: an

Favorite place in Columbia: Any park

era that will continue the airport’s mission

or trail will fit that bill. And Murry’s — the

of economic and tourism development for

Murry’s Special salad makes that a favorite

Columbia and mid-Missouri. I can’t wait to

eatery for Kim and me.

see how it turns out.

40 OCTOBER 2016

of: From a personal perspective, it’s family.

I’ve been blessed to have a family that has supported me professionally. From a professional perspective, its being given the chance to contribute to making Columbia a great place to live. I’ve worked in the 911 center, been a commissioned police officer, and worked up through the ranks in the Columbia Fire Department, and I now have a dream job of working with a great team of professionals to tell the stories of our city.

Most people don’t know that I: Sink like a rock in water. Straight to Davy Jones’s locker. Even Jo Ann Macher has all but given up trying to teach me to swim. Still, I love cruises and beaches. First cruise, we sailed through the tail of Hurricane Sandy, but we still love ’em. Go figure. CBT

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

understanding and sense of trust. As far as city employees, I try to serve as their champion. I understand my role is to hold staff accountable, but our city employees are hardworking and caring individuals who are worthy of support. I try to be quick with a thank you and understand all of the competing demands when progress on a particular issue is not as fast as I wish it would be.

Q&A MICHAEL TRAPP

Columbia City Councilman, Ward 2

1. What’s the most difficult challenge in fulfilling your councilperson duties? The most difficult challenge should be balancing stakeholder interests. Those with more concentrated interests are much more likely to engage the process and push for a particular outcome. Remembering the interests of those I represent who are not as engaged and ensuring that policies and decisions benefit them as well is a constant challenge. The biggest thing by far, though, is managing the workflow. The $6,000 council stipend makes it really hard for a working person to serve. The sheer volume of reading, stakeholder meetings, emails, phone calls, and events is hard to describe. To say that city council service is not the hardest thing I’ve ever done would be a lie.

2. How do you build relationships with other council members?

City employees? Listening is the best relationship-building tool. I also try to be genuine and show interest in my peers beyond the policy matter in front of us. Looking for opportunities to spend time together is key to growing a shared

3. How has your perspective on politics changed since you became a council member? I found moving from the armchair to a policymaking position transformative. There was a lot I had to learn, mostly engineering and finance, to make good informed decisions. I found I’m a lot more pragmatic and less ideological then I would have guessed. Another change in perspective is how much city decisionmaking is consensus based. Media coverage is drawn to conflict. Most issues have broad agreement. The last change is my perspective on the practical realities of a legacy of infrastructure building without planning for replacement costs and unfunded pension liabilities. There is about $1.7 billion in unmet future needs, and the already crowded agenda has tempered my desire for new initiatives to improve the city. I have focused on low cost, high impact one-time investments and have tried to defend tighter and more focused budget priorities.

4. You have a background in counseling and crisis intervention.

How have those experiences helped you at the council level?

The counseling skill set is really useful in political discourse. Being able to listen and validate people’s perspectives even if you disagree on a policy decision is really effective in working with people. Working with struggling people has also helped me understand gaps in our system of care and how to develop policy and gap funding to address important issues economically. I also just know an incredibly diverse group of folks from all socioeconomic groups, which informs my perspective.

5. What do you wish people of Columbia knew about your role?

I wish people understood the city council does not make all the decisions on development. Landowners and developers drive land use changes. Council establishes

9 QU EST I ON S

a framework, and that framework is applied by staff. Sometimes, we have discretion on saying yes or no to particular developments; sometimes, it’s a project granted by right. We don’t have a Politburo that decides what will develop in downtown, or anywhere else in the city for that matter.

6. Your term expires in April 2018.

What do you want to accomplish between now and then? I want to see the formation of a community land trust with perhaps 10 properties to permanently lock in affordability for our affordable housing subsidy programs. I want to see a voluntary program of inclusionary housing with density bonuses to support our ongoing efforts to address affordable housing. I would like to see a property tax increase for public safety to right-size our police department. I would like to complete pawn shop and secondhand store regulations to decrease the fencing of stolen goods. I want to move forward on Option A for the electric utility. I’m eager to see progress on our strategic plan. I also plan to stand for re-election to continue to address these and other priorities.

7. What do you see as the big challenge our community faces?

Growing poverty and a static or shrinking resource base is our biggest challenge. How we can create opportunities for everyone in Columbia to thrive is our greatest unanswered question.

8. Do you think the council is accurately portrayed in the media?

I think the media paints us as more contentious then we actually are. We are a smart, largely consensus-based group that operates on a high level of transparency and accountability. We are prudent with the people’s money and conservative with our finances. We are diligently and successfully addressing our historic lack of funding for infrastructure maintenance and replacement.

None of that is communicated as well through the media as it could be.

9. What’s one thing we might not know about you? One thing you might not know is that I am a fairly prolific poet.

I know scores of pieces by heart and am usually happy to recite one appropriate to the occasion if asked. CBT

Check out more questions and answers with Michael Trapp online at ColumbiaBusinessTimes.com.

COLUMBIABUSINESSTIMES.COM 43

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

OPI N I ON

Pulled from the headlines: An article in the

Columbia Daily Tribune highlighted city manager Don Allard's medical trips to Mt. Zion Hospital in 1970. Today, the city of Columbia hopes to become a high-profile medical destination.

Medicineville, USA

BY A L GERMON D

IT WAS THE PRESS CLIPPING FROM July 8, 1970 that caught my attention — “Allard returns to Columbia.” That article described the successful cornea transplant operation performed by a team of surgeons at Mount Zion Hospital in San Francisco on Columbia city manager Don Allard's right eye. The account said the operation was a success and that Allard was going back to the same hospital a few weeks later for the same procedure on his left eye.

Travel has always been a part of humankind's quest for health and well-being.

Past visits to one of the great spas to "take the waters" for some purported cure have evolved into seeking out specialized medical care wherever it may be found by licensed practitioners of the healing arts. Today, we think nothing of ambulating ourselves for examination and treatment at a growing number of often distant (though distinguished) medical complexes.

Designating Columbia as a destination for "medical tourism" only reflects trends that have been developing for years.

When Don Allard went to San Francisco, there were only 70 physicians in Columbia (population 58,804), and three of them were ophthalmologists. While our three eye surgeons were undoubtedly competent at the time, the highly specialized equipment and facilities necessary for successful medical procedures on the eye may not have been fully realized here. In fact, medical care here was in

transition, actually at a crisis point, as voters kept rejecting bond issues to expand our overcrowded Boone County Hospital because it was accepting patients from other counties.

The development of our sphere of medical significance since 1970 has been nothing short of incredible. But now it's time to put Columbia on the worldwide map as a destination for medical care. The evolution of "medical tourism" is to make Columbia a destination for expert treatment along a developing spectrum of medical specialties.

Yet we find some of the preliminaries troubling, based on what we've been hearing up to this point.

Engagement of the Columbia Convention and Visitors Bureau will be of paramount importance. Wouldn't this new form of tourism have meant getting the best and the brightest promoters on board from the beginning? We hope this agency will be utilized to the fullest extent.

Then there's figuring out what specific specialties to promote. Which ones and what about them? Columbia's ace-in-the-hole appears to be certain orthopedic specialties, or what could turn out to be the Great Monopoly for the foreseeable future: nuclear medicine and short-life isotopes.

Promoting Columbia as a worldwide destination for certain medical specialties is something that's simply too important to ignore. 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.

The development of our sphere of medical significance since 1970 has been nothing short of incredible. But now it's time to put Columbia on the worldwide map as a destination for medical care.

COLUMBIABUSINESSTIMES.COM 45

46 OCTOBER 2016

CBT'S POLITICAL INSIDER ELE CTION DAY IS U P ON US . W E GIVE YOU THE RUN DOW N O N

TH E CANDIDATE S F IGHTIN G FOR LOC A L A N D STATE OF F IC E I N

PRE PA RATION FOR N OVEM BER 8 .

BY M ATT PATSTO N

COLUMBIABUSINESSTIMES.COM 47

I N C UMB E N T

NAM E

FOUR YEARS SERVED

JANET THOMPSON

N E WCO ME R

S E AT

C A REER E X P E R I E N C E

BOONE COUNTY COMMISSIONER – NORTHERN DISTRICT

ATTORNEY

T H E I SS U E S : C I T Y- CO U N T Y R E L AT I O N S H I P As the incumbent, has prior experience with city. Sees the relationship as productive and collaborative on a daily basis. Notes that disagreement over the city’s tax-increment financing, or TIF, project, which resulted in the county suing the city, is only area without collaboration. “Those things happen from time to time,” she says. “It was a failure to communicate about one issue, not a failure of communication.”

B O O N E CO U N T Y FA I R G R O U N DS As a frequent horse show administrator, supports more agricultural usage. Could include renovations; would like to see the site be used for many livestock shows. Supports a multi-purpose recreation facility and outdoor amphitheater at the site. Would like Columbia Parks and Recreation to help develop the rec facility while the county handled the agricultural facilities, but the county would maintain management.

She says, “Our new goal is to better educate our community about what it can be and make sure the community cares about it.”

E CO N O M I C D E V E LO P M E N T Wants to focus on enabling minorities to enter the business world.

Would support more programs like the recently opened Women’s Business Center. Glad to see more things like Chapter 100 bonds being used to bring jobs; loves the recruitment and support provided by REDI, but wants to expand scope. She says, “We need to be looking outside saying just one sector of our economy can do entrepreneurial things.”

48 OCTOBER 2016

CO M M U N I T Y I N VO LV E M E N T Thompson is a former public defender. Her side passion is horse training and riding, and she’s the past president of the Missouri Horse Shows Association; she frequently spends time and money with agricultural charities.

CO U N T Y C H A L L E N G E S

V

At the whim of state lawmakers; cites the state’s restriction on Medicaid access and infrastructure improvement as limiting development. Sees the loss of sales tax to online retail as an issue to be addressed through consumer education. Wants people to understand that the county “runs a tight ship,” so funding can’t go down. “People say, ‘You can do more with less,’” she says, “when, really, you’re going to do less with less.”

G OA L S A N D M OT I VAT I O N Passion project is improving mental health care with a focus on the justice system through her Stepping Up Initiative. Recently called a meeting with city and community leaders, including law enforcement, to discuss ways of keeping mentally ill citizens out of jails. “It’s a problem all over the country,” she says, “but Boone County is such a leader in so much else, I hope we can be one in this as well.”

NA M E

BRENNDAN RIDDLES

I N C UMB E N T N E WCO ME R

S E AT

C A REER E X P E R I E N C E

BOONE COUNTY COMMISSIONER – NORTHERN DISTRICT

ELECTRICIAN

T H E I SS U E S :

C I T Y- CO U N T Y R E L AT I O N S H I P He admires the functional relationship between the two, but sees both groups as responsible for the “strained” political relationship.

As commissioner, he would work on making himself available for conversations with city employees. “Try to have the conversations,” he says. “If somebody doesn’t want to mend the fence, you can’t do it by yourself. Or you shouldn’t.”

S

CO M M U N I T Y I N VO LV E M E N T Riddles is an electrician with Schneider Electric and is a member of the International Brotherhood of Electrical Workers, an electrician’s union. He worked with an organization called Motocross Parents for 10 years helping organize motocross races.

B O O N E CO U N T Y FA I R G R O U N DS

CO U N T Y C H A L L E N G E S

Would like county management to capitalize on facilities already present at the fairgrounds. Says the fairgrounds have been largely ignored by the county throughout its time owning the property; thinks the county’s “temper tantrums” about funding, particularly after 2014’s failed sales tax vote, have damaged the relationships needed to make it profitable. “It’s not rocket science,” he says. “It takes work.”

Sees potential tax shortfall as the most pressing challenge for the county. Says options are limited from the county’s perspective and that the best available option is supporting business growth and helping local businesses compete with outside retailers. Says: “The true stuff isn’t complicated. Support business, and there will be more tax revenue.”

E CO N O M I C D E V E LO P M E N T Thinks the most effective government economic policy is hands-off.

Riddles would advocate for a limited county government focused on law enforcement and infrastructure maintenance. Says if the government can provide stability through those things, businesses will flourish. Says tax incentives and similar development tools can work under the right conditions.

G OA L S A N D M OT I VAT I O N First goal will be rebuilding the relationships that he sees as damaged by the county; calls that a “full-time job.” Most of those relationships are with local businesses and with city government. Says, “That’s who the current county regime doesn’t get along with.”

COLUMBIABUSINESSTIMES.COM 49

NAM E

BRIANNA LENNON

I N C UMB E N T N E WCO ME R

S E AT

C A REER E X P E R I E N C E

BOONE COUNTY COMMISSIONER – SOUTHERN DISTRICT

ATTORNEY, STATE GOVERNMENT

T H E I SS U E S :

C I T Y- CO U N T Y R E L AT I O N S H I P Sees “a really great group at the operational level” of the city and county. Thinks the two collaborate well on day-to-day duties. Says that top levels of leadership need to do better communicating with each other and with other stakeholders in the community.

“It will be incumbent on the next commissioner” to keep building those relationships.

B O O N E CO U N T Y FA I R G R O U N DS Pleased to see Veterans United take an interest in using fairgrounds facilities; would like to see a public-private partnership help manage the fairgrounds. Would also like to incorporate the City’s Parks and Recreation Department with that partnership. Sees sharing strengths as the best management strategy for the property.

CO M M U N I T Y I N VO LV E M E N T Lennon is a former state assistant attorney general and was elected as the first coordinator of the state's Elections Integrity Unit, where she worked with state and local governments to ensure election transparency.

CO U N T Y C H A L L E N G E S

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Infrastructure improvements are a priority. Sees investment in roads as benefitting public safety and economic development. Says overseeing the new joint communications 911 center will be an important responsibility. Broad challenge is growth in Columbia and Ashland, “making sure we strike a balance with what we want the community to look like in 10 years.”

G OA L S A N D M OT I VAT I O N E CO N O M I C D E V E LO P M E N T Believes the county has “unique assets to offer,” the MU Reasearch Reactor chief among them. Hopes to communicate that the county has biotech jobs available. Would also like to see increased investment in vocational training and skilled labor programs and to continue supporting agriculture as part of the county business community.

50 OCTOBER 2016

Has always been drawn to public service and the challenge of government. Sees local government as being especially impactful.

Board member of the New Century Fund, a city-appointed group tasked with fundraising for community improvement projects in Columbia. Says, “We need someone that has the energy to get through the minutiae of running the county, but also someone who can look at the big picture.”

I N C UMB E N T

NA M E

FRED PARRY

N E WCO ME R

S E AT

C A REER E X P E R I E N C E

BOONE COUNTY COMMISSIONER – SOUTHERN DISTRICT

PUBLISHER

T H E I SS U E S :

C I T Y- CO U N T Y R E L AT I O N S H I P Parry sees “room for improvement” in the relationship. Expressed a desire to make the county more open to TIF and other similar economic development initiatives. Sees improved communication as key to improvement. Parry says, “The relationship has been rough for a long time, but it’s like any relationship — the more you communicate, the more likely you are to work out your differences.”

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B O O N E CO U N T Y FA I R G R O U N DS

Says he’s the only candidate that has been passionate about the fairgrounds for a long time, citing criticisms he made when the county purchased the property in 1999. Would like the county to develop a complete business plan for the fairgrounds, which would include rec facilities, sporting events, and agricultural shows. Would like the City’s Parks and Recreation department to be a partner in planning.

E CO N O M I C D E V E LO P M E N T Would like to see improvement in the county’s economic policy.

He applauds the county’s securing of Chapter 100 bonds for a recent project, but advocates for more tax breaks and development incentives. Would also like fewer restrictions on business owners, with the county reviewing, for example, density and set-back rules on a case-by-case basis. “One size does not fit all,” Parry says.

CO M M U N I T Y I N VO LV E M E N T Parry is the publisher of Inside Columbia magazine and the former co-host of “Morning Meeting” on KFRU. In addition to being on the Boone Hospital Board of Directors, Parry has been a board member for other organizations in Columbia, including the chamber of commerce.

CO U N T Y C H A L L E N G E S Parry sees a revenue problem in the county’s future, largely due to the loss of sales tax revenue to online retailers. Also thinks the county should be more transparent in operations, opening more meetings to the media and the public. Infrastructure issues are also an immediate concern.

G OA L S A N D M OT I VAT I O N As chairman of the Boone Hospital Board, Parry says the hospital is “the county’s strongest asset,” and hopes to find a strong long-term leasing partner for the facility. BJC Health Care’s lease on the building is set to expire in 2020. Parry says he has developed professional relationships and administrative skills as a magazine publisher.

“I’ve been kind of frustrated with the lack of progress in county government,” he says. “I feel like I can help.”

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I N C UMB E N T

NAM E

TOM PAULEY

N E WCO ME R

S E AT

C A REER E X P E R I E N C E

MO. HOUSE OF REPRESENTATIVES — DISTRICT 44

INSURANCE AGENT, METAL WORKER

T H E I SS U E S :

MU IN JEFFERSON CITY

CO M M U N I T Y I N VO LV E M E N T

Sees every business in the area as having some connection to MU, and therefore wants to work with other legislators from Boone County to oppose less sympathetic legislators from other parts of the state. Says he’s noted for his ability to bring people together, which he believes would help defend MU in state congress.

In addition to his job owning Pauley Insurance Agency, he is a former Hallsville alderman and former president of the Hallsville Chamber of Commerce. Was a unionized sheet metal worker for more than 21 years. In office, would like to hold regular coffee meetings with constituents and attend local chamber and school board meetings.

E CO N O M I C D E V E LO P M E N T

D I ST R I C T C H A L L E N G E S

Thinks economic development begins with funding and supporting public education. Says, “Good students with good grades become a good workforce.” Says part of the problem comes from pressure enforced on teachers and schools by standardized testing. Would also like to explore ways to help establish small businesses, particularly at the “craftsman level.”

In addition to education funding, Pauley sees a lack of access to health insurance as one of the major challenges facing people in the 44th district. Says his work as an insurance agent has allowed him to see the problem firsthand for his clients. Would also like to improve on what he sees as a lack of communication between representatives and their constituents.

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G OA L S A N D M OT I VAT I O N Says his experiences in local public service and his work as an insurance agent prompted him to seek state office. Has also become interested in ethics reform, particularly in the area of gifts and contributions to state representatives. While he is accepting contributions during his campaign, Pauley has pledged not to accept any gifts or contributions while in session.

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NA M E

CHERI TOALSON REISCH

I N C UMB E N T N E WCO ME R

S E AT

C A REER E X P E R I E N C E

MO. HOUSE OF REPRESENTATIVES — DISTRICT 44

LOCAL GOVERNMENT

T H E I SS U E S :

MU IN JEFFERSON CITY

CO M M U N I T Y I N VO LV E M E N T

Reisch would support a hands-off legislative approach to the university, avoiding “micromanaging.” Says that the legislature’s job is to budget however much money they’re able to send the university and then let UM leaders do their jobs. Says the No. 1 challenge for MU is rebuilding its image across the state.

Served as a Hallsville city employee for 30 years before a fouryear stint as the city’s mayor. Active in the Hallsville Chamber of Commerce and the Hallsville Historical Society. Also owns a property management company and works for the Cline & Braddock law firm in Columbia.

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E CO N O M I C D E V E LO P M E N T

Says there are “so many tools in the tool box” for economic development, including Chapter 100 bonds and TIF. As mayor of Hallsville, Reisch was a board member for REDI. Would support a right-to-work bill. Sees the lack of such a bill as a major deterrent to job growth in the state.

D I ST R I C T C H A L L E N G E S Job creation would be her priority; she sees that as the foundational challenge for the district. Says that working at the state level would present the same challenges she’s faced from a local level, namely protecting citizens’ safety and creating economic opportunities.

G OA L S A N D M OT I VAT I O N Originally planned to run for Boone County Commissioner, but announced her candidacy for District 44 representative after incumbent Rep. Caleb Rowden decided to run for state senate. Says her decision was motivated by the desire to “do the most good for the most people.” In office, her number one goal would be creating jobs and getting businesses to invest in mid-Missouri.

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I N C UMB E N T

NAM E

MARTHA STEVENS

N E WCO ME R

S E AT

C A REER E X P E R I E N C E

MO. HOUSE OF REPRESENTATIVES — DISTRICT 46

SOCIAL WORK, SOCIAL ADVOCACY

T H E I SS U E S :

MU IN JEFFERSON CITY

CO M M U N I T Y I N VO LV E M E N T

Sees funding decline over the last decade as an important issue for the community, exacerbated by the political response to protests last fall. Would advocate for increased higher education funding.

Would also work on educating other legislators on MU’s value statewide in an effort to reconcile those hostile to MU.

Has been a social worker and worked in social advocacy, working for state government and a nonprofit. Worked as a community organizer for Planned Parenthood during the 2013 and 2014 legislative sessions, where she also helped coordinate the organization’s support for the Affordable Care Act.

E CO N O M I C D E V E LO P M E N T Sees Medicaid expansion as a positive economic development move, saying it would help health care infrastructure grow. Would also like to continue supporting improvements at Columbia Regional Airport and advocating for the MU Research Reactor. Sees a symbiotic relationship between those two projects.

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D I ST R I C T C H A L L E N G E S

Medicaid expansion is a priority for her, particularly in preventative care for uncovered groups. Low funding for both higher education and the state’s public school system is a worry.

Says a poorly funded education system drives businesses away from Missouri, hurting economic development. Says, “It’s important to fully fund the formula.”

G OA L S A N D M OT I VAT I O N Motivated by her career as a social worker and her experiences in that field. Particularly motivated by poor health care. “I do think [Medicaid expansion] is going to happen in Missouri,” she says. “It’s only a matter of time.” Says she wants to continue her advocacy in a new way.

Admires the 46th District’s current representative, Stephen Webber; says she wants to “follow in his footsteps as a progressive Democrat.”

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I N C UMB E N T

NA M E

DON WATERMAN

N E WCO ME R

S E AT

C A REER E X P E R I E N C E

MO. HOUSE OF REPRESENTATIVES — DISTRICT 46

MILITARY OFFICER, TECHNICAL SUPPORT

T H E I SS U E S :

MU IN JEFFERSON CITY

CO M M U N I T Y I N VO LV E M E N T

Waterman “understands the importance” of MU, particularly the MU Extension programs, which he discovered while growing up on a farm. While showing other legislators the benefits the university provides the state, he wants to “hold MU to task, if you will,” making sure the school uses the money from state appropriations wisely.

In addition to running a traveling coffee tent, Waterman has held leadership positions in MU’s technical staff and at Bass Pro Shops.

He’s a life member of the National Rifle Association and a former deacon of First Presbyterian Church in Columbia.

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E CO N O M I C D E V E LO P M E N T

Waterman wants to roll back “excessive” regulations on businesses, particularly new businesses. Talks about how the legal requirements for small business owners deterred him from restarting a side business he owned, a traveling coffee tent, in the late 2000s. Wants to apply “common sense” to cases in which a regulation has an unintended effect on business development.

D I ST R I C T C H A L L E N G E S Sees the economic impact of MU’s budget shortfall as an immediate concern for the business community. His key issue is mental health and the community’s mental health support system. Would like to use more resources to improve accessibility to services and educate the community about mental illness.

G OA L S A N D M OT I VAT I O N Watching his daughter, who has schizophrenia, struggle through the mental health support system motivated Waterman to run for public office. He hopes to implement training for police officers to have more positive outcomes with mentally ill suspects, hopefully alleviating jail crowding as well. His second goal in office will be to fight for increased university and public education funding.

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I N C UMB E N T

NAM E

SUSAN McCLINTIC

N E WCO ME R

S E AT

C A REER E X P E R I E N C E

MO. HOUSE OF REPRESENTATIVES — DISTRICT 47

TEACHER

T H E I SS U E S :

MU IN JEFFERSON CITY Wants to continue the support that previous legislators like Kurt Schaefer have shown MU. Says MU needs to keep pursuing strong research and being a top employer. Sees teaching background as an asset in dealing with legislators. “You learn how to collaborate with people even if they have different opinions,” she says.

E CO N O M I C D E V E LO P M E N T Prioritizes supporting big employers, notably MU, Columbia Public Schools, and the town’s insurance companies. Sees fully funded public education as an economic stimulator, allowing local districts to ease tax levies and pay employees more. As such, wants to fulfill the state’s education funding formula. “I believe the money is there, and we have to make it a priority in our budget,” she says.

CO M M U N I T Y I N VO LV E M E N T Was a public school teacher for 28 years. Finished her career as president of the Columbia chapter of the National Education Association. Was also an elected trustee of the Public Schools Retirement Fund, which she says gave her experience in investing and handling budgets. Has enjoyed not being “stuck in the classroom” and out on the campaign trail.

Says public education funding is an urgent issue for all the school districts in the 47th congressional district. Also wants to pass Medicaid expansion in Missouri, a divisive issue in the house. She estimates Medicaid expansion would create 4,000 local jobs in the medical field.

G OA L S A N D M OT I VAT I O N No. 1 goal is fully funding the state’s public education funding formula. Says she was motivated to run in order to “work with other people and show them how important it is to fund education.” Also wants to work on health care expansion and make sure that Missouri doesn’t become a right-to-work state.

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D I ST R I C T C H A L L E N G E S

I N C UMB E N T

NA M E

TWO YEARS SERVED

CHUCK BASYE

N E WCO ME R

S E AT

C A REER E X P E R I E N C E

MO. HOUSE OF REPRESENTATIVES – DISTRICT 47

MILITARY OFFICER, AIR TRAFFIC CONTROL

T H E I SS U E S :

MU IN JEFFERSON CITY While Basye recognizes MU’s value in mid-Missouri, he says a lot of legislators don’t have ties, or sympathy, to MU like he does. Says the university has to put strong new leadership in place to convince the house of its value. “Bottom line, there has been a lack of leadership there,” he says. “We’re ready to move forward.”

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CO M M U N I T Y I N VO LV E M E N T Basye has connections in the Columbia Pachyderm Club, the Missouri Cattleman’s Association, Missouri Farm Bureau, and the MU Alumni Association. Maintains an “open door” office policy and regularly fields phone calls and meetings with political critics.

He says: “I’m not afraid to talk to someone who doesn’t agree with me. I think it’s the foundation of democracy, really.”

E CO N O M I C D E V E LO P M E N T

Basye was a supporter of the right-to-work and paycheck protection bills that failed to pass in his first term. Characterizes the right-towork bill as a “worker freedom” protection rather than an anti-union bill, as opponents claim. Would like to see such bills passed, saying he’s heard of businesses who say they won’t come to Missouri without a right-to-work law. Also sees the government as being too restrictive on agriculture practices.

D I ST R I C T C H A L L E N G E S Basye wants to help protect primary and higher education as well as mid-Missouri’s agricultural economy, which he believes faces burdensome and unnecessary government restriction. Says that small businesses face obstacles in the state’s business regulations and tax structure.

G OA L S A N D M OT I VAT I O N “I’ve been in public service all my life,” Basye says. “I just enjoy helping people.” Basye says his career experiences have motivated him in his political career. In addition to helping pass new versions of the business bills he supported in his first term, Basye would like to see infrastructure improvements made via a gas tax, another legislative initiative that failed in his first term.

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I N C UMB E N T

NAM E

STEPHEN WEBBER

N E WCO ME R

S E AT

C A REER E X P E R I E N C E

MO. SENATE — DISTRICT 19

LEGISLATOR, MILITARY OFFICER

T H E I SS U E S :

MU IN JEFFERSON CITY As a state representative, Webber was one of the mid-Missouri legislators responsible for answering attacks on MU in Jefferson City. Says local representatives’ “No. 1 job is to defend Mizzou,” something he feels legislators fell short of last year. Wants to tout the good things happening at the university, like the research reactor, to help show MU’s value to the state.

E CO N O M I C D E V E LO P M E N T Thinks pushing support of the research reactor will help create other high-growth opportunities in the area as well as promote activity at Columbia Regional Airport. Says that Columbia is an education- and health-based town, so supporting those two industries would benefit the local economy. Would also like to improve infrastructure in mid-Missouri.

CO M M U N I T Y I N VO LV E M E N T Webber, a Columbia native, is a member of Iraq Afghanistan Veterans of America; he served in the Marine Corps after college.

Before being elected as the 22nd District’s state representative, Webber worked as an aide to Sen. Claire McCaskill. He says he has a “good relationship” with the chamber of commerce and REDI.

Says that the community isn’t producing enough workers in highdemand fields. Would like to fund programs designed to train potential workers to meet workforce needs. Part of that includes increased funding to public and higher education. Also says infrastructure disrepair as a challenge in the district.

G OA L S A N D M OT I VAT I O N Says Columbia is his “favorite place on earth,” which has motivated him to continue representing the area. Would continue advocating for the causes he supported as a state representative, including education funding and partnering with the university on new projects.

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D I ST R I C T C H A L L E N G E S

I N C UMB E N T

NA M E

CALEB ROWDEN

N E WCO ME R

S E AT

C A REER E X P E R I E N C E

MO. SENATE — DISTRICT 19

LEGISLATOR, MUSICIAN, MARKETING

T H E I SS U E S :

MU IN JEFFERSON CITY

CO M M U N I T Y I N VO LV E M E N T

As a state representative, Rowden helped lead an effort to restore planned funding cuts to the school last year. But says, “We can’t turn a blind eye to leadership challenges.” Wants MU to address structural issues that led to unrest last year. Wants to “continue to advocate for more dollars” while proving MU's value to the rest of the state.

Rowden owns Clarius Interactive, a marketing company. He has been meeting with local chambers of commerce and economic development groups to connect with the 19th District’s business community. Rowden also actively uses social media, crediting that platform with his first election win in 2012.

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E CO N O M I C D E V E LO P M E N T

Rowden sees potential growth in manufacturing and shipping because of the 19th District’s access to I-70 and position in the middle of the country. Notes that this growth would have to come with infrastructure improvements. Also wants to be sure MU research is funded, allowing Columbia’s biotech industry to continue growing and attracting investment.

D I ST R I C T C H A L L E N G E S Sees MU’s organizational health as the biggest challenge to the 19th District. Says, “We sidestepped a disaster last year, but there are some long-term challenges here.” Sees most district challenges as stemming from the university’s health. Plans to make MU leadership stability and funding stability a priority in office.

G OA L S A N D M OT I VAT I O N Rowden says the birth of his son during his first state congressional term changed the motivation for his political career. Now wants to avoid bickering that “doesn’t do a lot for my child.” Wants to fully fund the state’s public education formula and find ways to support new public safety initiatives in Columbia. CBT

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60 OCTOBER 2016

Pictured: Nickie Davis, owner of Muse Clothing

m a e r D s r e s a ch Minority business owners rise above reality to help Columbia thrive.

BY BET H B R A MSTE DT A N D B R A N DO N H O O P S P H OTOS BY A N TH O N Y J I N S O N

COLUMBIABUSINESSTIMES.COM 61

NICKIE DAVIS MAKES A DISTINCT impression. She’s comfortable in her own skin; her turquoise corkscrew curls accent her sense of individuality and her desire to empower others to express who they are.

A hometown girl, Davis immersed herself in Columbia’s fashion scene early on, working for Gap, Natural Groove, Blackberry Exchange, and Swank before launching Muse Clothing in April 2013.

“Clothing is an outlet for the mind and body. It can make you feel strong or portray your softer side,” Davis says. “I love helping customers find an outfit that makes them look and feel amazing.”

In opening her own store, Muse, Davis, 32, wanted to fill an untapped niche by bringing a bigger city feel and fashion-forward taste to Columbia. She chose to focus on alternative street wear, with an added emphasis on U.S.-made items as well as brands and styles with a unique flair.

Owning her own business was always a dream, but for a long time she didn’t believe it would be possible. “It was a terrible experience trying to find a bank,” Davis says. “Then I was introduced to Hawthorn Bank. They took a chance on me and made it happen.”

When Muse Clothing opened three months later, Davis found herself working at 22 S. Ninth St. for the third time in her career. “I wanted to be on Ninth Street,” she says. “It feels a lot like ‘Cheers,’ but younger and more vibrant.”

Davis feels part of this unique stretch of downtown, where she enjoys walking Whedon, her black German shepherd, malamute, and husky mix, engaging in street corner conversations and taking in the sounds of local musicians.

“I think our store was needed here,” Davis says. “It was a necessity.”

As Davis and many other entrepreneurs learn, starting a business is an undertaking fueled by extraordinary passion that is often preceded by substantial roadblocks.

For those who are minorities, those challenges are only amplified. Not all realities are the same.

a harsh reality According to a report by Byndom, Stanton and Associates, a consulting firm hired by the City of Columbia, Muse Clothing represented one of 125 businesses, less than one percent of businesses in the city, owned by 62 OCTOBER 2016

minorities when it opened in 2013. Beyond the small percentage of businesses, the firm’s report highlighted the difficulties minorities face to secure startup financing and achieve or sustain growth in their sector.

Columbia city manager Mike Matthes is working on addressing these disparities. In October 2015, he included a social equity initiative in the City’s three-year strategic plan.

Part of the objective is to attract new minority-owned businesses and expand existing ones while also reducing the median wage gap between white and minority households by five percent.

Jim Whitt, Columbia School Board president and member of the Central Missouri Opportunity Council, was hired as a consultant by the city for one year. He updated the most recent list of minority- and woman-owned businesses, and it is now available on the City and REDI websites. Whitt, 69, who owned a computer services and video conferencing business in Wildwood, Missouri before moving to Columbia in 2001, is also exploring ways to boost businesses in the area.

“There are a number of thriving minority-owned businesses in our community,” Whitt says, “but we need to do a better job of helping them to become better, stronger, and more prosperous.”

Lorenzo Lawson, the founding director of Youth Empowerment Zone, works alongside Whitt on the Central Missouri Opportunity Council. He is dedicated to supporting youth and minorities from disadvantaged backgrounds.

He tells the story of a 27-year-old male with a prior conviction whom they connected with Columbia Access Television for training on shooting and editing video.

As the man developed his skills, his passion for starting a business also surged. Unfortunately, his application for a business license was denied because of his felony.

The result didn’t surprise Lawson, 62, and he knew it didn’t have to be the end of the line. YEZ specializes in understanding state and local systems, so they helped the man get letters of recommendation for his appeal. Lawson also went to the hearing to speak on his behalf. They obtained a business license.

“We have found ways to help people navigate the system so it won’t be so overwhelming,” Lawson says. “We don’t want them to

"i want to rekindle past memories for people and let young people know their food can taste good and not kill them."

- Shannon Wi l so n, ow n e r o f Qui nti l l a 's K i tc he n

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64 OCTOBER 2016

" ... they get to know me and my story. that's when i'm no longer foreign. i become human."

- Cruz Chavez, owner of Cruz C u sto m Const ruct ion

give up. When you look around, there’s an atmosphere of hopelessness. The odds are really great. But I’m committed to help as many as possible, and fight for those who are the downcast in our society, white and black.”

the determination to overcome Entrepreneurs like James Shelby and Shannon Wilson possess a palpable grit to move beyond Columbia’s present limitations and use their skills to help their community thrive.

Shelby, 48, is still known as Officer Shelby almost everywhere he goes. Even those he has arrested will stop him in the mall just to say hello and tell him thank you.

With his dynamic personality and 12 years of law enforcement background, it’s no wonder that Shelby’s roots in the community, and his desire to keep it safe, run deep.

In April 2014, Shelby decided to funnel his passion into Shelby’s Watch, a professional home watch and pet care service.

“I asked myself what I could offer that would benefit the citizens of Columbia,” Shelby says. “I settled on peace of mind.”

Shelby admits it took four years of planning and research to pull the trigger.

“I was scared,” he says. “I figured if people had security systems, friends, and neighbors, nobody would use the service.”

Shelby's fears were assuaged, however, after learning his first three clients owned high-tech alarm systems but still wanted a personal presence on site.

“Succeeding at this business would be a huge sense of accomplishment for James,” says his wife, Renee. “It’s a big dream of his to do something that makes a difference.”

Shannon Wilson, 43, has fond memories of Sunday family gatherings at her Grandma Quintilla’s house. “She had 14 kids,” Wilson says, “and I looked forward to whatever savory, delicious comfort meals she would make for all of us.”

She also remembers tending garden with her grandmother Savannah, from Mississippi. “She was savvy at growing her own fruits and vegetables,” Wilson says, “and I remember being in awe at the things that grew out of the ground.”

When the tastes and smells of Wilson’s past didn’t match up with her experience

eating a green apple, she knew it was time to do something about it. With help from Ward 4 councilman Ian Thomas, Wilson opened Quintilla’s Kitchen in May. Her hope is to create a catering business that makes a difference in the way Columbians experience their food.

Wilson has educated herself on the taste differences in locally grown produce, on eating foods in the right season, and how healthy eating reduces the risk of high blood pressure and diabetes. This knowledge fuels the menus she selects.

“I want to rekindle past memories for people,” Wilson says, “and let young people know their food can taste good and not kill them.”

an outlook of hope Starting a hair salon at 21 years old, fresh out of cosmetology school, proved to be an ambitious undertaking for Fran Tibbs. Unlike many established stylists, she had to build her clientele from scratch. This made it hard to generate consistent business and cover her expenses, particularly the hefty rent that came with her downtown location.

“I knew it was something I wanted, but I was young, and the maturity wasn’t there,” says Tibbs, who closed her salon after four years and took a job with CenturyTel, which was Verizon at the time.

But Tibbs is a people person. The predictability and monotony of working in a cubicle didn’t suit her well. She missed being immersed in the conversation and liveliness of the salon. She wanted to cut hair full-time again, and Lula Williams, a retiring stylist known throughout the city, was there to help. Williams handed Tibbs her client list.

This generosity ultimately gave Tibbs a second chance at starting her own salon. For the past seven years, Tibbs, 50, has co-owned Me, My Hair & I at 2503 West Ash St. “A lot of minorities don't have that support system to help them get started,” Tibbs says. “You have to find your way on a wing and a prayer. Like me, they just need that little boost.”

This is why Tibbs advocates for more programs and funding for minorities.

Kenny Greene, owner of Monarch Jewelry, in the North Village Arts District, got COLUMBIABUSINESSTIMES.COM 65

"i asked myself what i could offer that would benefit the citizens of columbia. i settled on peace of mind."

- James S he l by, ow ne r o f She l by ' s Watch ( p i ct ure d w i t h w ife an d bu s in e ss par tn e r, Re n e e S h e lby)

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"clothing ... can make you feel strong or portray your softer side. i love helping customers find an outfit that makes them look and feel amazing."

- N ickie Davis, owner o f Mu s e Clot hing

68 OCTOBER 2016

his business license in 1984. He has seen slow strides in creating opportunities and providing support for minority business owners, especially those in need of a small business loan.

“There’s not a level playing field,” Greene, 66, shares. “People don’t understand that. You can’t do the bootstrap thing if you don’t have boots.”

Valerie Shaw, who recently retired from Commerce Bank as the executive vice president and regional retail director, agrees with Greene.

“I see change,” she says. “It’s slow, but I see things changing. Diversity is on the top of a lot of people’s minds right now, and more positive influences will help minority businesses be successful.”

It’s those involved in the process — groups like the Columbia Chamber of Commerce, the Small Business and Technology Development Centers, and those involved in the city’s projects — who give Shaw hope for the future.

“There are a lot of people from many backgrounds wanting to make Columbia and its businesses successful,” she says.

One way the City of Columbia is preparing minorities for the workforce is through the Career Awareness Related Experience, or CARE, program. This is where Tibbs was able to get three years of experience in salons as a teenager, answering phones and sweeping floors. “That’s what really helped me decide what I wanted to do for the rest of my life,” Tibbs says.

Now Tibbs is doing her part to give back. She has several nieces who want to attend cosmetology school. They love being in the salon with their aunt to do little tasks and glean whatever knowledge she’s willing to share.

Greene, who is surrounded by young entrepreneurs in the North Village Arts District, is compelled to do his part as well.

“I’ve been rewarded by Columbia and the business community, so I’m obliged to give back,” he says. “A lot of people around me are just getting started.”

the human perspective For Cruz Chavez, perhaps more than any of his classmates sitting in biochemistry, something seemed to be hanging in the balance. He couldn’t shake the thought that he might not belong here. He didn’t want to waste a decade or more in classrooms and laboratories to become a doctor.

“I had enough foresight to know that [I] would be miserable as a doctor,” Chavez says.

“I thought I would eventually like it, but med-

ical school was more of what my family and friends back home expected.”

The son of immigrants from Mexico, Chavez grew up in Livingston County in northwest Missouri, which was 1.2 percent Hispanic or Latino. His mother was known to say: “You’re not going to change their mind. You have to leave no doubt that we’re just as good as them, if not better.” This expectation led Chavez to join every single club in high school, become an all-state athlete, graduate Valedictorian, and set his sights on medical school.

But he turned his back on medical school for the chance to be outside and work with his hands. He found a framing job on Craigslist.

That led to a job with a remodeling company, then to a position working for a builder doing large projects. Eventually, he was asked to oversee job sites and discovered he was good at running a crew, tackling projects, and organizing people.

“I told my wife that I wanted to do this on my own,” Chavez says. “We decided that if I could get three month’s work lined up, we would do it.”

Within a week, his dream was a reality, and in June 2015, Cruz Custom Construction was born. Chavez, 26, currently takes on 10 to 15 projects a year, some large, others small. His work has been 75 percent residential and 25 percent commercial. Eventually, he would like to build custom homes.

“I like custom work because it shows I’m a craftsman,” Chavez says. “I'm not interested in putting in bath fans; I'm interested in ripping out three walls and building you the bathroom of your dreams. I might be more expensive and take longer than another company, but I guarantee the result is going to be something different and great.”

Chavez also infuses his business with his personality and ethnicity. He especially likes to share his story with his clients if the opportunity arises. He tells them about how his parents emigrated from Mexico. About growing up with three sisters in a small farmhouse. About being the only Mexican family in a small town. About doing everything possible at school. About attending college with everyone’s expectations on his shoulder.

About changing course to chase a dream and do something he loves.

“In Missouri, I'm always going to be different than everybody else,” Chavez says. “But in those moments, they get to know me and my story. That’s when I’m no longer foreign.

I become human.” CBT COLUMBIABUSINESSTIMES.COM 69

70 OCTOBER 2016

THE SMALLER BIDDER City government is considering a change to favor local small businesses bidding for government contracts, but change never comes easy.

BY C H R I STI K E L LY K E MP E R

OVER ITS 30-PLUS YEARS IN BUSINESS, Boone Construction has helped shape Columbia, mostly through road and bridge work. The company built two bridges at Discovery Parkway, another in Capen Park, and sidewalks downtown, including the one in front of Flat Branch Park. If you live in Columbia, you’ve probably walked or driven on their handiwork.

The company won many of those jobs through the City of Columbia’s bid solicitation process. In the interest of helping more local companies tap into millions in government and private sector contracts, like those Boone Construction has won, city officials are looking at ways to give local businesses a stronger foothold when bidding on requests for proposal, or RFPs, on city projects.

Some ideas on the table include breaking larger contracts into smaller pieces, positioning the city as the general contractor on big projects, and putting goals in place for the percentage of jobs awarded to Minority Business Enterprises and Women Business Enterprises.

Today, when the City puts out a call for bids on electrical work, windows, paving, or other products or services, the process is open to anyone, and it attracts not only local companies, but also bidders from around the state. The same goes for bids put out by Boone County, the Columbia Housing Authority, and others.

“Our hope is to create good jobs and create opportunities in both the government and private sectors,” says Jim Whitt, a community leader, school board member, and consultant helping the city develop and implement its 2016-2019 strategic plan.

The City doesn’t currently offer any incentives or advantages for local businesses bidding, and — unlike state government and MoDOT — it doesn’t have thresholds for how many bids must be awarded to minority- or woman-owned business enterprises or disadvantaged business enterprises, also known as MBEs, WBEs, and DBEs. (City jobs that use certain state and federal funding, like some roadwork, do have DBE goals built in.)

Boone County, like the city, doesn’t currently provide any additional incentive or advantage to local businesses and doesn’t set goals for MBE and WBE contracts, but the county isn’t currently considering any changes to its RFP process or guidelines, according to director of purchasing Melinda Bobbitt.

City leaders, the city purchasing department, and REDI hope some of these new ideas could help award more local projects to Columbia COLUMBIABUSINESSTIMES.COM 71

companies and, in turn, give the local economy a boost.

MBE/WBE CERTIFICATION

STRUGGLING TO COMPETE

Minority- and woman-owned businesses can get a boost from state and federal programs intended to help them compete for and win government projects.

Projects using state or federal money have goals built in for the percentage of the work that must go to MBE or WBEs. State and local entities, as well as the U.S. Department of Transportation, maintain vendor lists of certified companies and draw from them when they have a local need. To bid on projects as an MBE or WBE, businesses must be certified with the state or through the federally mandated Disadvantaged Business Enterprise Program, or DBE. The Missouri Office of Equal Opportunity administers MBE and WBE certification, and MoDOT administers the DBE.

As a 50-person local operation, Boone Construction hits its sweet spot with jobs too big for very small companies but too small for the big ones. Its status as a certified MBE has helped the company get in on road projects and other work.

But project manager Noah Barnes said it’s still tough to compete with bigger firms from St. Louis and Kansas City on major projects, like housing developments downtown or construction work on the MU campus.

“That’s where you see the bigger companies coming out of the cities,” he says. “Of the bigger projects, we might get one or two a year, but bigger companies are getting five to 10.”

Whitt says many local companies do have a hard time competing with the bigger outside firms for city projects.

“It’s difficult to take a one- to two-person operation and compete with a 15-person operation,” Witt says.

This creates a vicious cycle: Local small companies can’t compete with bigger outsiders, so the local companies win fewer jobs and miss growth opportunities, which makes it harder to compete on the next bid.

“We have to focus on the work they can do and get on a growth path,” Whitt says.

Some cities, such as Houston, help their local business community by establishing advantages for local businesses within their bid process. For example, a city could stipulate that if a local company is within 5 percent of the lowest bid, and the lowest bid isn’t local, the city can award the project to the local company.

And while that policy isn’t currently under official consideration in Columbia, Barnes thinks it’s an interesting possibility — and potentially a controversial one.

“That would ruffle a lot of feathers around here,” he says. “If you create a bias for local companies, you might not always get the highest quality at the lowest price, and at the end of the day, that’s what everyone is looking for.”

WEIGHING THEIR OPTIONS In alignment with the strategic plan, the City is, in fact, exploring possible changes that could help smaller local businesses 72 OCTOBER 2016

WHO QUALIFIES? MBE/WBE: An MBE or WBE is a business that’s at least 51 percent owned and controlled by a minority or a woman. The state of Missouri recognizes racial minority groups including African American, American Indian, Hispanic, and Asian American, among others. A woman who is also in one of the minority categories can qualify for dual classification, as long as she has relevant expertise, owns at least 51 percent of the company, and oversees daily operations.

DBE: The DBE program essentially comprises both the MBE and WBE groups.

As part of a financial assistance program through the U.S. Department of Transportation, DBE in Missouri is administered by MoDOT’s External Civil Rights Division. DBE applies to companies owned and operated by “socially and economically disadvantaged individuals” who have been “subjected to racial or ethnic prejudice or cultural bias within American society." DBE designation is used on projects that receive federal transportation money, such as road and bridge work contracted by MoDOT.

GETTING CERTIFIED MBE/WBE • Complete and submit the application on the Missouri Office of Equal Opportunity website.

• Submit required documentation.

• Participate in an on-site visit.

Certification takes approximately 90 to 120 days.

DBE • Complete and submit the application on the MoDOT website.

• Provide related materials, such as resumes, documentation of the owner’s investment, tax records, lease agreements, records of equipment and vehicles, etc.

• Participate in an on-site interview.

compete for contracts, says city purchasing agent Cale Turner.

Breaking projects, and therefore bids, into smaller portions could help open the process up to smaller businesses that otherwise couldn’t compete on larger city projects. The City itself would likely consider acting as the general contractor.

That idea is being vetted through the city law department and finance department. It could pose a risk if the process was not codified in an ordinance or formal guidelines and faced a legal challenge. It’s possible the city could pursue a new ordinance or at least revisions to its purchasing policy, Turner says.

But having the city take on a general contractor role also raises a resource question — the city would need to manage the projects with an already tight staffing level. With this concept still in the early discussion phase, the city has not yet studied or proposed potential ways to address the staffing needs, but it would be a factor in the decision-making process.

“If they have the manpower, I see how it could be extremely beneficial and could help some local businesses like us,” Barnes says.

The city-as-general-contractor idea could also raise some eyebrows of the local businesses the change would be designed to benefit.

From a construction perspective, Barnes says, general contractors often have some bias about who they subcontract to. As a publicly-funded entity, the City would find itself in situations where bias wouldn’t be appropriate.

“I can see where some people wouldn’t be on board” with the idea, Barnes says.

that do, such as MoDOT, for highway work, and the Federal Aviation Administration, for projects at the airport.

“We have been putting some basic goals in place to try to promote subcontracting, but it’s been minimal and we don’t have a mechanism in place at this point,” Turner says, adding that it’s important to base the goals off DBE-certified companies.

"Of the bigger projects, we

certified,” he says. “We’re looking at opening up the range of jobs they can bid on, and we’re helping build those mentor–protégé relationships,” he said.

Beyond the mechanics of company size and available resources, there are bigger issues at play: relationships and trust. Mentor–protege relationships are especially important and can form the basis for partnerships and growth for years to come.

As a former MBE owner in St. Louis, Whitt saw firsthand how smaller operators formed strong relationships with the owners of bigger, more established companies. Those mentors helped the small businesses grow and succeed, and some later became mentors themselves to the next generation of small businesses.

“With Kansas City and St. Louis companies, in many cases they basically have a 15-year head start because of their mentor–protégé arrangements,” Whitt says.

In particular, MBEs and WBEs in the bigger cities have become adept at nurturing these relationships and leveraging their partnerships statewide — by bidding on and winning jobs in Columbia, for example.

“If MoDOT or the state wants to meet a goal [for DBE contracts], that’s who they’re calling,” Whitt says.

Barnes says having the City act as general contractor on bigger jobs would open up opportunities for subcontracting to smaller companies, especially on projects funded in part by state or federal money.

“That could be hugely beneficial for MBEs like us,” he says.

But the one big issue underlying all of this, Whitt says, is trust.

“These issues have been talked about for a very long time, and it hasn’t gotten better,” he says. “Part of our strategy is to address those issues and break down barriers, start building a base at the city level, and flow through to the private sector. The city is in a position to help.” CBT

might get one or two a year, but

bigger [outside] companies are

getting five to 10."

– Noah Barnes,

Boone Construction

BUILDING A PRECEDENT The City is also looking at ways to increase the amount of work going to DBEs. While the city doesn’t currently have its own set of goals, it often partners with state and federal entities

The City’s focus is now on taking real steps forward, even if they’re small ones, Whitt says.

Economic development through job growth is a top priority in the City’s strategic plan and will continue to be a major focus.

“Right now, we’re working with small businesses, getting them MBE-, WBE-, and DBE-

COLUMBIABUSINESSTIMES.COM 73

L VE YOUR LIBRARY With state support for libraries cut off, Daniel Boone Regional Library uses new technology and community support to stay strong.

BY TAYLOR TWELLMAN | PHOTOS BY JONNÉ PRATT

74 OCTOBER 2016

COLUMBIABUSINESSTIMES.COM 75

TEN MINUTES BEFORE 9 A.M. ON A hot and humid summer morning, dozens of patrons wait patiently outside the Daniel Boone Regional Library to start off their day. When it’s time, the doors open, and the crowd heads in and then off to the various areas of the building to work on various things — the library offers an array of tools for personal and professional growth, as well as business success. The 189 library employees work constantly to make it more convenient for patrons to access library materials, despite a restricted budget caused by a falloff in state funding.

Established in 1959, DBRL provides public library services to three library districts: Boone County Library District, Callaway County Library District, and the City of Columbia Library District, along with two bookmobiles.

The Columbia Public Library building, serving as the DBRL headquarters, has been in several locations over the years. In 1971, the library moved from a building at Broadway and Seventh Street to its current location, at the corner of Garth Street and Broadway. The headquarters of the regional library system stands tall there, just outside of downtown, with a wall of windows going up the building’s north side and a 38-foot metal sculpture welcoming curious minds of all ages. The library was originally in a smaller building at the same location, but patrons wanted something bigger and better.

“People loved the library so much that they carried it from its previous, smaller location to our new and bigger library,” public relations administrator Mitzi St. John says. Librarians, as well as St. John, see the library as an information hub, where everyone can have the opportunity to use the benefits provided, thereby creating equal access to a world of information.

LEANING ON THE COMMUNITY The library offers its specialized services mainly thanks to property tax, which made up 94 percent of its 2015 budget, and various grants, donations, and investment income. Property tax is supposed to be buffered by state aid, which has been cut in recent years. “We have had some adjustments in state funding,” St. John says. “The percentage of what we get from the state is small. With the cuts that we have from the state, we get more money from grants and donations than we do from the state, and we use those funds to buy more library materials for people to check out. So [the state’s funding] does affect them.”

The 2016 state budget included $723,776 to be split among all the public libraries in Mis76 OCTOBER 2016

souri. This is a decrease of 79 percent from the $3,504,001 appropriated the previous fiscal year. In other words, the public libraries in Missouri received 13 cents per capita this fiscal year, instead of 50 cents per capita. For DBRL, that equals approximately $26,400 in state aid for 2016, compared to $101,595 in 2015.

DBRL instead relies on Library Services and Technology Act grants administered by the Missouri State Library, a division of the Secretary of State’s office, to help improve the library’s collection and services: new mental health kits, early literacy education, summer reading in rural areas, replaced library-to-go lockers, funds for more books, Latino-American culture awareness programs, and the Backpacks for Kids program, to name a few.

Libraries have a reputation for being old-fashioned and archaic, but DBRL actively uses funds to incorporate technology into their services. They offer online classes through platforms like UniversalClass.com and Lynda.com; many businesses in Columbia use these classes and business tools on the library’s website to help their employees learn more about technology and other useful skills. “If there has been an advancement in technology, the library staff is on top of it,” DBRL patron Jane Church says.

The library also has meeting space available for one-on-one and drop-in tech help, where patrons bring in their personal devices and any questions they have, finding ways to get the most out of their own technology. “An IT staff member, Shash, helped me individually and saved hours of my time,” Church says.

“When people go out of their way to go above and beyond, I want them to know the quality job that they did to help me.” The information desk has comment cards for patrons to review their experiences, which Church used to express her gratitude.

The DBRL’s digital branch, part of their online offering, has the Learning Express Library for library patrons, which is geared toward students and has online tutorials and test prep. The digital branch also offers technology classes, business tools, and other skills classes, including in-person classes in their studio rooms. “I went to a class to help people apply for jobs or work on their resumes, and the teacher instructed the class in a way that made me want to keep coming to classes at DBRL,” Church says, “A job came up that I was interested in, and staff member Carren inspired me to apply. They’re a fun-loving staff at DBRL.”

SETTING THE MISSION Besides the staff, the library also has a board of trustees that consists of 19 members within the entire district. John French, the secretary and warrant officer of the Columbia Library District Board, attends monthly DBRL board meetings that are open to the public in which the board discusses topics that would benefit the library.

“The goal of the board is to assist in making good decisions for the library and to provide feedback regarding issues that may be controversial,” French says. Before French became a board member, former member Marie Glaze gave him an “insider’s view” into the various library programs provided by DBRL’s skilled librarians, influencing French to join the board to serve the library.

At a recent meeting, the board was able to view a new website for the library, which they hope to launch in October. “Not only did the board hear about changes in the new website, but also the programmer of the new website was there and was going over all the aspects of how it will look and the different pages on the website and what research could be done,” French says. “A few years back, when the internet was growing, the thought that libraries would go out of business was not true. Actually, the Columbia library has been able to enhance the availability of information through technology, in which you get these great services and things that you would have to pay for to use individually.”

A COMMUNITY PARTNER Having services available is one thing for the library; their bigger goal is getting the services and materials to those in Columbia who need a more convenient way to use them. The library, with the help of community partnerships, delivers library materials to retirement homes and homebound individuals — 835 items were delivered to 150 people in 2015. There are also services such as free tax preparation, through AARP, available through the library. For young adults, the library staff publishes a blog that has book reviews, homework assistance, ACT/ SAT prep, and college information. Staff members also visit the Boone County Juvenile Justice Center, the Rosa Parks Center, and the Fulton Treatment Center to deliver library materials and services. The library coordinates a Public Library Leadership Fellows program; three students completed their practicum with DBRL in 2015, and another completed it in 2016.

That program is funded through an Institute of Museum and Library Services grant awarded to COLUMBIABUSINESSTIMES.COM 77

the MU School of Information Science and Learning Technology.

On a practical level, the library is always open as a cooling or warming center for everyone in the hot summers or frigid winters. “One of the great things about the library being a warming and cooling center is that when people come to warm up or cool down, there is so much for them to do here,” St. John says. “They can use the computer, read, listen to music, or visit with friends.”

There are two bookmobiles and 27 off-site library collection areas. Thanks to a 2015 grant, the library provided backpacks to children in need who visited a bookmobile. The library has also been working on developing early literacy stations at all locations and offers programs such as the “Digital Playground” that have classes designed to spark children’s creativity using technology and exploratory play.

Another popular library program is One Read, a community book club in which the library seeks input from the public during the book selection process. The library has coordinated the One Read program for 15 years. During the month of November, the library asks the community to submit ideas for a book; then, a reading panel is put together, made up of people in the community and library staff, to go over the suggestions and narrow it down to ten titles. Then the members read each of those ten books and discuss which two would make the best book to discuss as a community. The community then votes for their favorite of two choices.

“We want a book that has issues in it, and we would like to invite the author to One Read or Skype him or her in during the month,” St. John says. Related One Read programs take place annually in September, when readers can participate in not only book discussions, but also programs that are related to some of the issues taking place in the book. This year’s book is “Bettyville,” a memoir by local author George Hodgman describing his experience returning home to Missouri from New York to take care of his aging mother.

Since the cut in state support, the library has had to rely heavily on its community for continued health, so DBRL’s robust community programs have become an integral part of the library’s identity. Everyone is welcome to use the many services, programs, and materials that the library provides to the community. The staff members are dedicated to helping patrons find the help that they need, whether it’s related to business, technology help, student information, or just cooling down and streaming free music. The library is here for Columbia. All it takes is a library card. CBT 78 OCTOBER 2016

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

TOP SEASONED PRO

TOP OFFSITE MEETING LOCATION

First Place: Mary Ropp Second Place: Kat Cunningham

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

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

M AR KET I N G

They post your blogs on their site. If you’re paying a company to post blog posts on their site and never on yours, you're missing the mark. I'm not saying that you should never post content on another company's website.

Guest blogging can be a great component of your online marketing plan. However, if you're paying somebody to blog for you and they post all the articles on their site and not yours, their website will gain any benefits of increased traffic and search engine placement, not yours.

M ARKET I NG

Online Marketing Lies Exposed

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

EVERY TIME A CLIENT CALLS SCARED from a sales pitch from some goober company I've never even heard of, I feel two things. First, I feel angry that a company would resort to this type of tactic to generate business. Second, I feel grateful for the relationship I have with that client, who trusts me enough to call and talk about their unsettling experience.

You know they’re lying if...

They say your Google listing is about to expire. This is a scare tactic. Even a company the size of Google doesn't have enough people to call all the business owners in all the cities in all the world to let them know that their listing is about to expire, not to mention that your Google listing is never about to expire.

Not only is it free, it’s not going anywhere. Even if you didn't register your business with the search engine, you may still be listed on Google.

The company makes it their business to know that you exist and to share your information.

They guarantee a No. 1 Google ranking. Not even the best SEO company can guarantee this. Google expressly warns against SEO companies guaranteeing anything, let alone a coveted No. 1 Google spot. Rankings are vol80 OCTOBER 2016

atile — they fluctuate and can only be influenced, not controlled. Therefore, a ranking can’t be guaranteed.

They promise top rankings in 48 hours. The promise of quick rankings is, while appealing, actually a lie. Building legitimate traffic to your website is a marathon, not a sprint. If you want to generate a surge of traffic to your website or a top ranking on Google, you have to pay for it through advertising. And that means you're really not doing SEO, you're doing pay-per-click advertising. If they’re promising top rankings in 48 hours, it’s not legit. And if the company delivers on the promise, the odds are good that it wasn’t achieved using legit methods, and Google will penalize you, not the company you hired, leaving you with little to no web traffic and a big problem to solve.

The price seems too good to be true.

You know what they say: if the price is too good to be true, it probably is. If you have two bids with one that’s super low and another that’s super high, then the odds are good that you’re negotiating with different scopes and styles of work. Ask somebody who knows the lingo to help you compare apples to apples.

They need to clone your website for “tracking purposes.” If any online advertising company you’re considering tells you that they never need to talk to your web design company to develop an online marketing campaign, run away quickly. Most of these companies plan on cloning your website. This is a bad deal for two reasons: 1. The cloned site they’re creating is a site they control, not you. Depending on the contract, they may actually own the site. If you ever stop working with them, you’ll lose all the attention gained through your campaign because it's all tied to a site that’s not yours.

2. Your website is rewarded for its unique content. Unless handled properly, if there’s another exact copy of your site, one of the sites will be penalized for sharing duplicate content. They’re promoting the domain that they own. Can you guarantee it won’t be your website that gets dinged?

They say they’ll do all the work. This is marketing code for “we are going to make up crap.” If your marketing company never has to talk to you about what's going on in your business, then they have no idea what's going on in your business. And the marketing they produce will also have nothing to do with your business.

Good marketing requires interaction from all parties to ensure it’s consistent throughout all mediums and true to your values and company culture. Good marketing always requires an investment of time.

Bottom line: Listen to your gut.

If you’re not sure about a sales pitch, ask around.

Talk to a marketer or fellow businessperson you trust. Ask Google. If it’s a scam, someone has probably already ranted about it. CBT

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

in the same way we like to be communicated with. We don't consider how others may wish to receive communication; we just think that everyone must be like us, right? Wrong. Your manager has a preferred way to both communicate and be communicated with, and you must discover this style. Do they like a lot of explanation and details, or would they rather have bullet points? That's just one example.

You need this information in order to achieve the best pipeline of exchange between you and your manager.

ORGA N I Z AT IONAL H E ALTH

Five Ways to Manage up

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

Managing up: the practice of helping your supervisor succeed in his or her role, much like they help you in yours.

BELIEVE IT OR NOT, IT’S NOT ALWAYS clear to employees why it’s so important they manage up. In reality, it’s a huge factor of success, but the practice has probably been made fun of so much that many are afraid of being called names like "brown-noser" or worse. If you want to be successful in moving up, there’s one thing you will have to come to grips with: You won't move up without standing out from your peer group. If you are worried about standing out, forget about being promoted — you’ll leave your opportunities to chance and your number may never come up.

One important thing to consider is that you and your direct supervisor are mutually dependent on each other. They need your help and cooperation to succeed, and you need their support and guidance to do your job effectively.

If you are not concerned about nonsense perceptions and are serious about your career, here are questions you should ask yourself.

Your answers will help you to be outstanding, to develop yourself into a valuable resource, and, yes, to move on up the ladder of success.

How does your manager define success in his or her role? This is critical for you to know. How can you be a valuable resource if you don't know what your supervisor is trying to personally achieve? You cannot. You must know the answer to this critical question so you can align yourself with their goals and initiatives and then support those as best you can. Your manager should know you’re a team player who is working hard to help them achieve their goals and dreams.

What is your manager's communication style? Before we learn how to better communicate with others, we often communicate

What is your manager's tolerance for risk and change? Why is this important? Because, as someone who is helping them achieve success, you will be providing suggestions and ideas. If your manager has a low risk tolerance, you don’t want to suggest something terribly risky. You will be seen as reckless and unreliable. However, if your manager has a penchant for risk and change, you don't want to be seen as playing it too safe or being too predictable.

How does your manager make decisions?

This is a great opportunity for you to step up and be a real resource. There will be times when your manager is stuck on a decision, and you might be able to take the whole issue off their plate. If so, it’s a home run for you! If you can take something that contributes to their stress and relieve them of it, you become a star immediately. If you know their communication style, you can talk with them through some possible impacts of various options. You can also recommend people for them to talk to who have experience or knowledge in that area. If you know how they tend to make decisions, you can be a winner in this situation.

What five things does your manager expect from you? This is the gold mine. Having clarity on the expectations and outcomes for your role is crucial. (This is also a good time to explore some of my questions earlier in the article.) You need to know what results you’re expected to produce before you can overachieve. In order to do that, you need to know what you can do well. After all, nobody can do 50 things well. In baseball, it's rare to find a player with a five-tool skill set — players who can throw well, run well, field well, hit for average, and hit for power. These players are superstars in baseball. What can you do to be a superstar for your manager? CBT COLUMBIABUSINESSTIMES.COM 81

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

ASK AN N E

tion does not violate some provision of law and does not violate the terms of an employment contract. Sometimes, the existence of a probation period (whether it’s 90 days or otherwise) can actually make it more difficult to terminate employment, particularly after the expiration of the probationary period.

What makes a “probationary” employee different from a “regular” employee? If you can't answer that question and can't express the reasons for having a probationary period, perhaps you shouldn't have one.

A SK A N N E

Probation Problems

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 hear that new Occupational Safety and Health Administration regulations regarding accident and injury reporting requirements for employers went into effect in August of this year. How do I make sure that my company is complying with these new rules?

sure could seriously and unfairly injure the reputation of a company. For example, such information could be used to disqualify a company from a particular bidding process or contract. In my experience, employers consider the maintenance of a safe workplace as a very serious priority. I don’t think that the OSHA has shown a public need or provided a justification for the public disclosure of such information. You may even want to contact your legislator for more information and to provide your opinion.

Q Dear Anne: My small business is doing well, but I feel my employees aren't engaged. What can I do to get them there?

Let’s see — are they overworked, unappreciated, or underpaid? If so, please remedy that soon.

There are a few key benefits to having an engaged staff, including a better rate of retention (loyalty) and overall productivity improvement.

It’s not that hard to get people highly engaged in your business. Try some of these strategies: •

• •

The good news is that implementation of the proposed regulations has been delayed until November 1, for a number of reasons. The National Association of Manufacturers and other employer groups and interested parties filed a suit against the OSHA based upon a number of troubling provisions in the new regulatory requirements.

They are numerous and far too detailed to go into here. But, in my opinion, the most serious of those requirements entails the public disclosure of a company’s accident and injury records on the OSHA's website. Becuase accident and injury reporting will be required from any company with more than 10 employees (and from all companies in the instances of death and other certain types of injury and illness), such public disclo82 OCTOBER 2016

Q Dear Anne, I have always heard that it's a good practice to have a 90-day probationary period for employees. Is that accurate?

Businesses should seriously consider whether or not to have a probationary period. This is particularly true in an at-will employment state, such as Missouri. In Missouri, the typical employer can terminate a person’s employment in most circumstances for any reason, or for no reason at all, so long as the termina-

• •

Recognize really good work performance with immediate praise. It results in more good work.

Listen to what employees say about the work. Their views are worthwhile.

Instill a bit of fun into the workplace. It doesn’t have to be serious all the time.

Share results with your staff. Everyone likes to know how business is going.

Honest feedback is essential if you’re wanting to improve business culture.

External consultants can run a survey to learn what your staff really thinks of you and your business.

Lastly, all business owners should take heed of and commit to improved communication, confidence, and urgency. If you choose not to engage with your staff, they will disengage from you. 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 83

B U S I N E SS • P E O P L E • I MP R OV E M E N T • F Y I

New Business Licenses OCTOBER 2016

Carroll Wilkerson, CFP®

Kelly Services Global

Pigg Construction

Fred’s Lawn Service

4600 Waco Rd.

1413 Lambeth Dr.

2503 McClure Dr.

1000 W. Nifong Blvd.

General contractor

Lawn service

Temporary help agency Jared W. Reynolds, CFP®, CDFA™

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Are you aware of the fiduciary responsibilities of providing a 401(k)?

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Pie Bird Bake Shoppe LLC Walnut Street Tap

4205 Grant Ln.

1200 E. Walnut St.

Home based

Restaurant and bar

cooking shop

Hy-Vee #2

Kuhlmann Consulting

Food Truck

5330 Godas Cir.

405 E. Nifong Blvd.

Consulting for management,

Food truck

strategic planning

Central States

Henry D. Schneider,

Donte & Vanessa

Electric LLC

PHD, LCSW

Accessories

4240 Philips Farm Rd.

2804 Forum Blvd.

3401 Pioneer Dr.

Electrical contractor

Psychotherapy

Jewelry, accessories –

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Securities and Investment advisory Services offered through Waddell & Reed, Inc., a Broker/Dealer, Member FINRA/SIPC and Federally Registered Investment Advisor. Waddell & Reed is not affiliate with Wilkerson and Reynolds Wealth Management 11/15

84 OCTOBER 2016

555 E. Green Meadows Rd. Retail of alarm systems and installation

Unlimited Painting

2929 Northland Dr. Painting

online sales Splash Optics

WR&M Cleaning

1605 Castle Rock Ct.

& Painting

Online sales

506 Ridgeway Ave. Cleaning and painting

573.875.3939 • WRWEALTH.COM

Alarm Systems, Inc.

Little Yellow House Crafts

PC Satcom Inc.

206 Brenda Ln.

2309 Primrose Dr.

Online business

Network and computer

selling crafts

consulting

Loon Sheng

2716 Paris Rd. Restaurant

Inflatable Canvas

4501 W. Bristol Ct. Face paint and balloon art for events

The Southern Rose

Columbia South

503 E. Nifong Blvd.

License Office

#1 Taxi

Monogram and gift

1101 Grindstone Pkwy.

4 S. Ann St.

boutique

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Taxi Service CBT

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

Deeds of Trust WORTH MORE THAN $550,000

$2,188,125,000

$1,000,000

JC Penney Properties Inc. Wilmington Trust LT 2 Columbia Mall Plat 2

Lewis, Garry L. and Brenda G. Central Bank of Boone County LT 11A Corporate Lake – Plat 15

$116,600,000

LD Acquisition Company 8 LLC Deutsche Bank Trust Company Americas STR 9-48-11 //SW AC 32.83 FF Tracts 1-3 $3,000,000

Primaris Holdings Inc The Bank of Missouri LT 1 A Keene Estates Plat 17

$924,048

JQB Construction Inc Central Bank of Boone County STR 15-48-12 //NW SUR BK/ PG: 4333/100 AC 56.43 FF Tract 5 $1,600,000

Burlington Vandiver LLC The Callaway Bank LT 2 BL 1 Curtis Rollins Sub

Newton, James Camp & Jill Marie Commerce Bank STR 17-47-13

Robin L. The Callaway Bank LT 96 Hamlet The Plat 5 $580,927

$900,000

and Diane L.

Seventh Street Properties of Columbia LLC Central Bank of Boone County Lt 84 PT Columbia

Cherry Hill Dental Associates LLC Central Bank of Boone County LT 101 Rosewood Condominiums $880,000

Burlington Vandiver LLC The Callaway Bank LT A Oakland Plaza Sub LT3-6 BLK 3

Walk, Rickard L.

First State Community Bank STR 10-48-14 /N/SW SUR BK/PG: 3783/45 AC 12.13 FF 3-C1 $550,000

10140 W Alexander Drive Exit 117 off Interstate 70 Price: $2,535,192 Size: 11.64 Acres Zoning: C-G

(General Commercial)

Schaefer, Douglas R. and Sherry L. Central Bank of Boone County STR 1-49-12 /NE/SE SUR

Thronhill, Mikal L. and Jennifer K. Martinsburg Bank & Trust STR 1-51-14/SE/NE

Excellent visibility and easy access off Interstate 70 just west of Columbia.

Ideal commercial development site with traffic counts in excess of 36,000 vehicles per day. Utilities to site and lots of potential.

Tracts 6-11 $550,000

Reid, Robert W.

$700,950

and Elizabeth T.

McKenzie, James Robert Living Trust Anheuser-Busch Employee’s Credit Union LT 16 Hunters Ridge Sub

Galloway, Jacob D. and Tabitha L. Central Bank of Boone County STR 21-47-12 /E/NE SUR BK/PG: 3625/68 AC 48.5 FF Tract2 W/Exceptions

Mid America Mortgage

$1,050,000

$620,000

AMP Investments LLC The Missouri Bank II LT 5 PT Nowells Sub/ Machir Place

Campbell, Robert G. Living Trust Commerce Bank LT B Mill Creek Terrace

$1,337,500

FEATURED LISTING

BK/PG: 465/917 AC 39.86 FF $750,000

$1,410,000

Zakrewski, Timothy D. and

MMII LLC Central Bank of Boone County LT 2 Watson Place Plat 3

$890,000 $2,700,000

$585,000

Services Inc LT 706B The Villas At Old Hawthorne Plat 7 CBT

MEL ZELENAK

670 deeds of trust were issued between

573-999-3131 mel@malyrealty.com

8/1 and 8/26 COLUMBIABUSINESSTIMES.COM 85

B U S I N E SS • P E O P L E • I M P R OV E M ENT • FYI

Economic Index LABOR

Value of commercial building

July 2016 -

permits: $3,561,376

Columbia, Missouri

Commercial additions and

Labor Force: 68,255

alterations: 11

Employment: 65,643

Value of commercial

Unemployment: 2,612

additions and alterations:

Rate: 3.8 percent

$3,295,376

July 2016 -

UTILITIES

Boone County

Water

Labor Force: 100,887

August 2016: 48,856

Employment: 96,932

August 2015: 47,920

Unemployment: 3,955

Change #: 936

Rate: 3.9 percent

Change%: 1.953 percent Number of customers

July 2016 - Missouri

receiving service on

Labor Force: 3,166,399

September 1, 2016: 48,860

Employment: 3,002,133 Unemployment: 164,266

Electric

Rate: 5.2 percent

August 2016: 49,182 August 2015: 48,478

86 OCTOBER 2016

July 2016 - United States

Change #: 704

Labor Force: 160,705,000

Change %: 1.452 percent

Employment: 152,437,000

Number of customers

Unemployment: 8,267,000

receiving service on August 1,

Rate: 5.1 percent

2016: 49,126

CONSTRUCTION

HOUSING

July 2016

July 2016

Residential building

Single-family home

permits: 58

sales: 227

Value of residential building

Single-family active listings

permits: $45,721,080

market: 651

Detached single-family

Single-family homes average

homes: 21

sold price: $204,100

Value of detached single-

Single-family homes average

family homes: $5,416,968

days on market: 36

Commercial building

Single-family home pending

permits: 14

listings on market: 187

CBT

FEATURED LISTING

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$5,712/month Retail C-P 4,032

Rent is $17 per sq. ft. on NNN basis. Former Tan Company with ample electrical output, parking, signage, and 2 ADA restrooms.

Prime Location in South Columbia with high traffic counts great for increasing exposure. Landlord will subdivide for a smaller footprint.

Willing to contribute a $15/SF Tenant Improvement Allowance.

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314-477-4462 gina@malyrealty.com

COLUMBIABUSINESSTIMES.COM 87

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

BY T H E N U M BER S

STATE SENATE DISTRICT 19 - CAMPAIGN FINANCES (Source: Missouri Ethics Commission, as of September 2)

SALARY FOR A MISSOURI STATE LEGISLATOR (Source: State of Missouri)

DEMOCRAT

REPUBLICAN

Stephen Webber

Caleb Rowden

Total receipts

Total receipts

$1,107,017.53

$550,119.40

Total expenditures

Total expenditures

$265,820.58

$172,565.18

2016 PRIMARY ELECTION TURNOUT (Source: Boone County Clerk)

30% of registered voters

0.63% increase from 2014

9.89% increase from 2012

13,551

15,309

ballots cast by registered Democrats

ballots cast by registered Republicans

88 OCTOBER 2016

$35,915 and $112 per diem while in session

$2.6 billion Assessed valuation of Boone County (Source: 2016 County Budget)

5

Number of state congressional districts that include part of Boone County (Source: State of Missouri)

ADVERTISER INDEX 43TC....................................................................................................................................... 13

JOE MACHENS HYUNDAI...............................................................................................38

ACCENT PRESS.................................................................................................................42

JOE MACHENS TOYOTA.................................................................................................46

ACCOUNTING PLUS.........................................................................................................91

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

BERKSHIRE HATHAWAY HOME SERVICES.............................................................. 17

MALY COMMERCIAL REALTY....................................................................... 83, 85 & 87

BOONE COUNTY REPUBLICAN CENTRAL COMMITTEE................................... 24

MAYECREATE WEB DESIGN..........................................................................................14

CALEB ROWDEN STATE SENATE................................................................................10

MIDWEST COMPUTECH..................................................................................................41

CARPET ONE......................................................................................................................83 CENTRAL TRUST COMPANY...........................................................................................5 CHIMAERIC.............................................................................................................................6 CHRISTIAN CHAPEL ACADEMY...................................................................................42 CHUCK BASYE STATE REPRESENTATIVE................................................................10 CITY OF COLUMBIA WATER & LIGHT..........................................................................8 D & M SOUND......................................................................................................................36 DOGMASTER DISTILLERY.............................................................................................36 DON WATERMAN FOR STATE REPRESENTATIVE................................................20 EDWARD JONES................................................................................................................20 GFI DIGITAL...........................................................................................................................11

MISSOURI DEPT. OF CONSERVATION.........................................................................7 MISSOURI EMPLOYERS MUTUAL................................................................................. 15 MISSOURI ORTHOPAEDIC INSTITUTE.........................................................................3 MODERN LITHO/BROWN PRINTING......................................................................... 22 MORESOURCE INC..............................................................................................................9 NAUGHT NAUGHT INSURANCE AGENCY................................................................41 SOCKET................................................................................................................................44 STANGE LAW FIRM...........................................................................................................89 STARR PROPERTIES.........................................................................................................44 STATE FARM INSURANCE - STEPHANIE WILMSMEYER..................................... 87

H&P CONSULTANTS......................................................................................................... 12

VICKY HARTZLER FOR CONGRESS............................................................................41

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

VISIONWORKS................................................................................................................... 87

JOBFINDERS.......................................................................................................................83

WEICHERT REALTY: DENISE PAYNE..........................................................................86

JOE MACHENS.COM.........................................................................................................18

WILKERSON & REYNOLDS WEALTH MANAGEMENT.........................................84

JOE MACHENS CHRYSLER DODGE JEEP RAM........................................................ 4

WILSON'S FITNESS...........................................................................................................16

JOE MACHENS LINCOLN............................................................................................... 28

WORKING SPACES...........................................................................................................42

COLUMBIABUSINESSTIMES.COM 89

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

FLASH BAC K

Swallow Hall

BY BRENNA McD ER M OT T | P HOTO BY M AT T PATSTO N

NAMED FOR GEORGE CLINTON Swallow (1817-1899), MU’s first professor of geology, chemistry, and agriculture, Swallow Hall was designed in 1892 and constructed in 1893. Swallow was also the first dean of the college of agriculture and the first state geologist of Missouri. The name was retained even after the biology and geology schools relocated buildings. Swallow Hall later housed the school of business and commerce and then housed the anthropology department.

The building’s architect was Morris Frederick Bell, who designed many of the buildings around the Francis Quadrangle. Bell moved to Missouri in 1869 and settled in Fulton in 1871.

Swallow Hall is located at the southeast corner of the Quad. It was named to the Columbia Historic Preservation Commission’s notable properties list in 2002 and is

on the National Register of Historic Places as part of MU’s “Red Campus,” named for the red brick used in construction of the buildings found in the quad area.

Tornado damage in 1931 blew a turret off, caved in the roof, and blew out windows in the building. In 2000, MU did exterior repairs, restoring the building to its original architectural standards and restoring the “witch’s hats” on top of the building.

Swallow Hall was the home of the Museum of Anthropology before renovations moved the museum to Mizzou North in 2013. The Museum of Anthropology houses exhibits on Native Americans, Missouri pioneer history, worldwide cultures, and more.

The exterior walls of Swallow Hall were preserved and the inside was renovated.

Renovations were completed this summer, and the building reopened in August 2016.

The renovated building houses the departments of anthropology and art history and archaeology, with an additional 8,349 square feet of usable space, including a new 100seat lecture hall and a new 35-seat classroom, plus improved ADA and Life Safety Code features. During restorations, they replaced wooden structures in the building that allowed for space reconfiguration, including a third floor and improvements to the basement. In 2015, MU estimated the cost of the reconstruction project to be $16.9 million and reported that $5.5 million in facility needs will be eliminated now that the project is completed. CBT

Swallow Hall/Francis Quad on Elm Street 573-882-4731 anthropology.missouri.edu/aha.missouri.edu

We love Columbia business history. If you have any interesting photos and stories, please send them to Editor@BusinessTimesCompany.com 90 OCTOBER 2016

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