Progress 2024

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BUSINESS

PROGRESS 2024

75 YEARS IN THE FAMILY: COFFELT SIGNS CELEBRATES PROGRESS, FAMILY

By Shayla Gaulding shayla@emporia.com

Staci and Rick Hamman are hopeful a fourth generation of their family will take over the family business. Already in its 75th year of business and second generation of the Nelson Coffelt family, Coffelt Signs is well on its way to that goal.

Coffelt Signs opened just south of its current location, across from Casey’s on S. Commercial St., in 1949.

Laurence Coffelt, Nelson Coffelt’s cousin, started the company. Nelson came to work with him shortly after and eventually, he and his

wife Donna purchased the company from Laurence in the early 1960s.

In 2006, the business was passed down to Nelson and Donna’s daughter, Staci, and her husband, Rick Hamman.

This year, the business is

celebrating 75 years of supplying Emporia, the state, and surrounding areas with signs, awnings, billboards, vehicle graphics, printing services and more.

Coffelt Signs was recognized as the Emporia Area

Chamber and Visitors Bureau’s 2022 Business of the Year. Since then, the longstanding local business has

Around a year ago, Coffelt made great strides towards progressing its offerings — Signs added printing to its and is even considering anPlease see Coffelt, Page 8 other expansion.

COFFELT SIGN COMPANY FACEBOOK

SHAYLA GAULDING/GAZETTE

Photos of past Coffelt Signs projects line the walls of the new print and fabrication shop.

SHAYLA GAULDING/GAZETTE

Staci and Rick Hamman, center, are surrounded by their staff at Coffelt Signs.

Above, Laurence Coffelt, left, and Nelson Coffelt, right, watch over.

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PROGRESS 2024

BUSINESS

WITT READY FOR NEW CHALLEGE AS HEAD OF REGIONAL DEVELOPMENT ASSOCIATION

By Ryann Brooks

brooks@emporia.com

Longtime City of Emporia Special Projects Coordinator Jim Witt is jumping into a somewhat unexpected opportunity with the Regional Development Association of East Central Kansas.

Witt was named interim-director of the RDA on Jan. 19, after the board of directors accepted the resignation of Chuck Scott.

The opportunity took Witt by surprise. He said he received a call just 48 hours before the interview, asking if he would be interested in the new position.

Witt emphasized his commitment to serving at the pleasure of the RDA board and the executive committee, aiming to continue the projects initiated by his predecessors.

“That’s number one to make, keep things moving as the board chooses,” he said.

“I serve with the pleasure of the RDA board and the executive committee and I want to work with them and make sure that they’re comfortable with the path that we’re on and I want to continue that path. Number two, there’s some great things going on

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Jim Witt

in Emporia.”

With a fresh perspective on his new responsibilities, Witt outlined three key priorities. Firstly, he aims to maintain the momentum of ongoing projects, ensuring the board’s comfort with the established direction.

Secondly, he emphasized collaboration with existing businesses to make their operations smoother and explore opportunities for expansion. Lastly, Witt highlighted the importance of fine-tuning RDA operations to align with the board’s vision.

Witt’s expertise over the last decade has been bringing in retail offerings. He

acknowledged that it would require some refreshing on his part to get reacquainted with industrial projects, citing his past experience as a city manager.

“I’m pretty upfront with people, so I think I will be fine going forward with that part,” he said. “We’ve got some great employers with Hills and Simmons. I need to establish some more context there, because I’ve sort of been out of the flow for a few years, so one of my first things is I will get a little more active with those facilities.”

Regarding the current state of employment in the city, Witt acknowledged the positive outlook but emphasized the need to address labor force availability and housing. He commended the Chamber’s efforts in this regard and mentioned ongoing housing projects that could contribute to securing the necessary workforce for industrial businesses.

“I think we’re in good shape and we might be in even very good shape in some ways,” he said. “ ... We just need to keep pushing on that labor availability. It’s going to be critical to industrial expansion, and so it’s

SHAYLA GAULDING/GAZETTE

Jim Witt was the Main Street Advocate of the Year in 2022.

housing. So those are two things that need to still be on the forefront and I think that really positions us to make good progress there.”

Despite the challenges ahead, Witt expressed optimism about the city’s potential for growth and positive community consensus.

“I really have a lot of faith in Emporia,” he said. “It’s just got such great potential and I think we’re set up well to address that potential.”

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Photos of past Coffelt Signs projects line the walls of the new print and fabrication shop.

COFFELT From PAGE 6 resume, expanding the fabrication shop where they built the frames and signage back in the day.

“It just so happened that Bill Henry, who owned Pro Printing, he was coming along the time that he was ready to retire and Ryan [Higgins] reached out to us that they were looking for a place to go and were having trouble finding a building that fit the footprint and the equipment that they needed to continue with,” Rick said.

So, one business merger and building redesign later, Coffelt Signs has expanded its offerings, cut out the middleman and increased its production volume.

“We can do everything from a business card to a 110 foot high-rise sign now,” Staci said. “We are kind of a one-stop shop.”

“On the other side we still do some of the fabrication and then we just go in the field and do the installs,” Rick added. “We also do service work to keep the lighting going around

town for the signage.”

And, of course, Coffelt Signs has its long-running contract with Braum’s, which grew its dairy herd and processing plant from the ground up in Emporia around the same time as Coffelt Signs.

“We have been with them ever since,” Rick said.

Staci and Rick have both been with Coffelt Signs for around 38 years and have worked on contracts all over the midwestern United States. However, for both of the business owners, their favorite projects have been local.

For Rick, it was helping to revive the Emporia Granada Theatre marquee as part of a community-wide effort to restore the local theatre to its former glory. Today’s marquee features the same brown and black color scheme as the theatre did the day it opened in 1929.

“Her dad was totally involved in that,” Rick said of Nelson. “He was the only one with knowledge of the original colors.”

Staci’s favorite project is a little more subtle: truck lettering.

“I love people and I love

being around customers,” she explained. “Just last week we finished seven trucks for a customer and we figured it up and it was the 130th truck I had lettered for him from the beginning of his business of 31 years.

We figured out that I had put up with him for longer than his wife had.”

Rick and Staci both began working at Coffelt Signs at the beginning of the computer technology age. Before that, all of the artwork was done by hand.

“Laurence and Nelson were true artists,” Staci said.

“So much can be done on the computer now.”

So, what’s the secret to keeping a family business alive for 75 years with many more to come? Maybe it’s that love that drives each generation to put their all into keeping the dream afloat.

“I think as I age I become much more sentimental about these company milestones and I appreciate the sweat and tears my parents put into this company over the years,” Staci said.

“Growing up they rarely let me know about the struggles they had at work but since becoming the owner, I

SHAYLA GAULDING/GAZETTE

After a merger with Pro Printing, Coffelt Signs expanded its fabrication shop to include printing services.

know there must have been some really hard times and sleepless nights that I was never aware of.”

While Staci dreamed of being a teacher at a young age, her father never deterred her from getting her hands dirty with the rest of his staff at Coffelt Signs, a large part of why she still works there today.

“I came home from my after-school job of the time and my dad asked if I would consider working at the shop. When I started, I worked in the back building signs. I then progressed into the art department and then was ‘demoted’ and started doing the accounting and more of the business side.

The art side has always been my favorite. I love working with customers,” Staci recalled. “A few years ago I came across a lady whose dad had also owned a sign shop. I asked her if she had ever considered working in the business. She told me it was never an option because her dad said signs weren’t

for girls. At that point I had a whole new respect for my parents. Thank goodness they didn’t look at things like that 38 years ago. My dad threw me in the back of a fab shop to work with a bunch of guys and … the rest is history.”

After Staci and Rick took the helm, they passed that love of the family business down to their three sons.

“All three of our sons have worked here through the years,” Staci added. “Our oldest, Dustin and youngest, Levi took different career paths but are always willing to help out if needed.

Our middle son, Jesse, has worked for us since 2013.

He always had an interest in the sign business. He was my dad’s ‘right hand man’ on permitting trips when he was young. He was actually with my dad when he traveled to West Virginia to tour the plant we purchased one of our cranes from. Today, Jesse is in charge of service and installs using that same truck/crane. Who knew way

back when he was actually helping to pick out his truck.

He’ll be our third generation and with 11 grandchildren, we have hopes for a fourth.”

Having a third generation family member as his “right hand man” meant the world to Nelson, Staci said. She remembered that her father was always so proud to be able to look up at a Braum’s sign and say “My little girl built that,” and eventually was able to watch his oldest grandson, Dustin, help to put up a sign as well, a sight that meant a great deal to him.

“Dustin and Levi took other career paths but they live here, so if we need other hands they are here,” Staci said. “You are never completely separate from a family business.”

Or maybe, the secret to 75 years is also about where you choose to grow your roots.

“I know that we love Emporia,” Staci summarized.

“It has been a great place to raise our family and business through the years.”

FOUR IMPACTS SHOP KANSAS FARMS MADE SINCE THE PANDEMIC

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By Rick McNary

Shop Kansas Farms

I was asked to serve on a social media panel at American Farm Bureau Federation’s Annual Convention recently in Salt Lake City.

One question was what the impact of Shop Kansas Farms has been.

I’d like to share my answers with you, and I’d love to hear what you have to add!

There were at least four areas of impact.

Tens of thousands of people fell in love with Kansas farmers and ranchers like I have while I was writing about them for Kansas Farm Bureau’s membership magazine, Kansas Living. Since I have spent two decades in international hunger relief, I understood the initial explosive growth was driven by fear. Empty shelves at the grocery store stirred fear in people, wondering where they were going to purchase food for their family. Suddenly, through Shop Kansas Farms (SKF), they discovered the farmer down the road from them had the food they needed. Their fears were settled. I wrote an Op-Ed for Sara Wyant at Agri-Pulse titled, “Kansas Farmers Calm Public Fears.”

There is a principle in the Bible that says love casts out fear. I believe people fell in love with the farmers and ranchers who calmed their fears and gave them hope. We now have 164,000

members on our Facebook group plus another 10,000 shoppers a month hit our website looking for farmers.

That means we have helped tens of thousands of people truly know their farmer and know their food. Farmers and ranchers have a fan club!

Kansas farmers and ranchers prospered. Once such farmer had 800 hogs ready to go then at the last minute, the packing house called and canceled the order. Suddenly, he was faced with the dilemma of having to euthanize his herd, but he found a local locker to work with and, by the time the year was over, he had sold those 800 head directly to consumers plus an additional 1,600. He profited that year instead of losing a herd of 800 hogs. I’ve conducted 50 interviews for my book that will be released in April titled, “Harvesting Hope: The Shop Kansas Farms Story.” Every farmer I interviewed said they found new markets and new revenues through Shop Kansas Farms.

Real time education happened as farmers and ranchers learned how to talk to consumers and vice versa. For example, a consumer would ask, “I want to buy a cow.” A farmer would come on and say, “Well, umm, you might not want a cow but what you really want is a steer.” Or a farmer would state, “I have a beef going in with a live

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weight at 1,200 pounds and the hanging weight will be about 900 pounds then the final weight of the meat will be determined by what kind of cuts you tell the butcher to make.” Consumers would scratch their heads and wonder what planet that language came from. The unique thing is that SKF is NOT a focus group; it’s real people with real money wanting real food and real answers.

It continues to grow.

One thing I’ve learned from farmers is to be a good steward and plan for long-term growth. We added a website with a searchable map and directory so people can find their local farmers easier. We help existing farms as well as new farms find new customers, and have started the Market of Farms, which is a twist on the farmers’ market idea.

Farmers markets are usually local vendors and local customers and it’s not just food related. However, our Market of Farms events draw vendors from all over the state as well as consum-

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ers from all over the region.

Our first one in Lyons had more than 1,400 consumers and more than 40 farmers and ranchers selling their food products. Our next one is in Caldwell on March 8.

Furthermore, we have also helped communities start their own Harvest Hubs, first in Rice County and now in Caldwell with the Border Queen Harvest Hub. A Harvest Hub is a community-based approach to cre-

ate economic opportunities for farms and ranches by establishing a physical system of production, processing and distribution of local food that can be purchased by local, regional and national consumers. We can help you start one in your community, too.

Like any crop a farmer plants, we have tended to Shop Kansas Farms in such a way that it will continue to grow and create even

greater impacts. We want to make it easy for consumers to find and purchase food from local farms and ranches, plus we want to help people who grow food find more customers. That’s been our goal from day one: To connect you to the wonderful farm and ranch families of Kansas so you can purchase the food they raise.

You can find a farm near you on our website: www. shopkansasfarms.com

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COMMUNITY

EMPORIA RECREATION COMMISSION MAKING PROGRESS ON FUTURE RENOVATIONS, IMPROVEMENTS TO QUALITY OF LIFE

By Shayla Gaulding shayla@emporia.com

After decades of waiting, planning and hoping, the Emporia Recreation Center is making great strides of progress to improve the quality of life for Lyon County residents.

Ahead of plans to renovate its current facility, potentially purchase a second location or relocate to a bigger facility to expand its programming and offerings, the Emporia Recreation Commission, in partnership with the City of Emporia and Emporia Public Schools, is well on its way to creating a steering committee to lead a renovation project aimed at filling a gap in recreational facilities in the Lyon County community.

The Emporia Recreation Commission has been working towards expanding its facilities for around a decade, having outgrown its

current facilities years ago.

In 2018, ERC began a broad range of community input surveys and studies — from the Gould Evans Feasibility study in 2018, REC needs assessment survey in 2023 and RPA community survey in 2023, before forming the nine-member Future Funding Task Force in 2023.

In November, the rec commission brought its findings to the City of Emporia, jump starting the process of turning the commission’s — and community’s — dreams of renovations into reality.

Through over 800 responses from community members, the recreation commission was able to identify that those dreams included an indoor family aquatic center, multiple gyms, a larger fit-

SHAYLA GAULDING/GAZETTE

The Emporia Recreation Commission is looking to expand its facilities beyond the Lee Beran Recreation Center, located at 313 W. 4th Ave.

ness room with free weights, a larger walking/jogging track, indoor turf, dedicated pickleball space and a community/social space — all of which can not fit into its current 48,000 square foot facility at 313 W. 4th Ave. So, the recreation commission got to work.

Assistant Director of

Business Jennifer Kraus and Assistant Director of Operations Amanda Gutierrez said the project is progressing well. In fact, the rec commission expects to have a fully-formed steering committee and Memorandum of Understanding among the rec commission, City of Emporia and USD 253 school district

by next week.

“We are called a joint recreation commission and that is how we are joint,” Kraus said.

“It is very much equal parts school district, city commission and Emporia Recreation Commission. Each will have representation. Each will be allowed an at-large that they choose. And there will be county representation there as well. It’s a small group of seven but well represented.”

Having all three boards represented, along with an at-large representative, was incredibly important to the rec commission, Gutierrez added.

“That was pretty important to a lot of the boards to get the voice of the community,” Gutierrez said. “We can have our thoughts and opinions, just because we work here. Doesn’t mean we are right. We really need the voice of the community.”

The recreation commis-

sion already works with the school district and city to program its facilities, bringing more space and activities to the community.

“Every facility we use, including [the Lee Beran Recreation Center] does belong to the city,” Gutierrez said.

“All the ball fields that we use for baseball and softball, those are city owned. Some of basketball is at Riverside or Village and is school-owned.

That’s who we are, we are programmers. And as a joint recreation commission, we take the facilities from those two entities and we program them. So hopefully, the more facilities you give us, the more programming we can do.”

After the committee is formed and a Memorandum of Understanding is completed and signed by each board, the committee will be able to Please see ERC, Page 8

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EMPORIA CITY MANAGER LOOKS AHEAD

COURTESY CITY OF EMPORIA

City Manager Trey Cocking is looking ahead to a number of city projects this year.

place commercial and residential water meters with the new Neptune system, an Automated Meter Infrastructure (AMI). The AMI system includes a customer portal that allows users to monitor their monthly usage and opt-in for alerts, such as leak notifications or alerts for unusually high consumption.

WATER MAINS: The City is embarking on two significant water main projects to improve the reliability of our water system and reduce the number of water main breaks.

24TH AVENUE WATERLINE PROJECT: This project involves installing a new waterline from the Water Treatment Plant to 12th Avenue and Prairie Street, and is expected to take approximately one year to complete.

The primary objective is to increase the capacity and efficiency of our water distribution network in this area.

SOUTHEAST TRANSMIS-

SION MAIN PROJECT: This extensive project will span from 12th Avenue to Garfield Street, then to South Avenue, and finally to Carter Street. The design phase is anticipated to last up to 18 months, with the construction phase expected to span between 24 to 36 months.

This project aims to enhance our ability to transport water across the city using a single, large pipe, thereby reducing water velocity in the rest of the system and contributing to its overall stability.

These projects reflect our commitment to the longterm reliability and efficiency of the city’s water distribution system. While we understand that construction may cause temporary inconveniences, we are dedicated to minimizing disruptions and keeping our community informed throughout the process.

FIRE STATION: The City of Emporia is working with Ar-

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PROGRESS 2024

As the City moves forward into 2024, it is important to discuss some of the major projects that will impact and improve Emporia over the next year. These projects are designed to enhance our lives, infrastructure, and community.

CITIZENS SURVEY: The first major step of 2024 is to ask our neighbors about their priorities. The City has contracted with the ETC Institute to develop a statistically valid tool for collecting the thoughts and opinions of our community. The 2024 Community Survey will serve various purposes: informing decision-making and policy development, evaluating the effectiveness of our programs and services, identifying opportunities for improvement, and assisting in strategic planning.

Survey results will help allocate resources efficiently and guide community leaders in setting priorities, establishing goals, and developing future strategies.

STREET IMPROVEMENTS: In 2024, we will prioritize street rehabilitation projects to ensure they take center stage. This commitment includes key initiatives such as the Street Rehabilitation Project to resurface streets throughout the community, the Street Preservation Project to extend the life of our existing streets, and our partnership with KDOT to maintain US-50 and K-99 in excellent condition.

SMART WATER METERS: City staff is collaborating with FIT Excavating to re-

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chimages, Inc. and Crossland Construction to design and build functional fire stations that will increase efficiencies, accommodate future expansion, and address firefighter safety and inclusivity.

Modern station design plays a key role in reducing cancer risk among firefighters and must accommodate the diverse makeup of today’s workforce. The move from open bunk sleeping areas to individual sleeping rooms maximizes privacy and improves sleep quality, thereby enhancing job performance.

Separate private restrooms eliminate gender segregation and increase privacy for all employees. Funded by the city’s existing bond and interest fund, the project— encompassing the new construction of Fire Station 1, renovation of Fire Station 2, and repurposing of the original Fire Station 1 — will not require a higher tax rate or a vote, as it is funded through existing revenues. The project aims to expand the facility footprint to accommodate modern fire apparatus and ambulances, which are too large for current spaces, without the need for apparatus customization. While Fire Station 1 has served well for many years, it is outdated and lacks expansion potential to meet current and future needs.

Trey Cocking City Manager City of Emporia 104 East 5th Ave, Emporia, KS 66801|(office) 620-3414304 |(fax) 620-343-4254

February 3 and 4, 2024

The Celebrate ERC group, which was instrumental in getting the 800 From PAGE 7 responses to the community send out a Request for Quo- input survey last year, will tation to architects and the now turn into the Vote Yes campaign to help inform real planning can begin.

The steering commit- voters about the special electee and architect will then tion ballot question.

“Over the years, people be able to work together to weigh the merits of main- stop coming and they stop taining and renovating its asking when they know current facilities, purchasing you don’t have the resources to give another location and main- “We still hope to have them what h e y wa n t taining two a special election. We tand need. So, rec centers or purchasing a still hope this quality of when you surwhich is new facility life initiative, sales tax, vey, how it should entirely.

Depending will be on a ballot some wo rk , yo u hear from peoon the route time this year.” ple who aren’t chosen, the currently usrenovations AMANDA GUTIERREZ, are expected Assistant Director of Operations ing us and if they were to to cost around use us, that is $40 to $50 one of the big things they million.

Proposed funding op- would want. That’s good for tions include increases to us to know too. We do get sales tax, donations and kind of huddled into being this small footprint in Emgrants.

At a November city poria and we realized that, commission meeting, the not only do we want to grow recreation commission out- our footprint, that’s exactly lined its plan for a sales tax what the community is askincrease. Currently, Empo- ing for,” Kraus said, adding ria sales tax is at 8.5% for that after the COVID-19 non-food items, while Gar- pandemic, she believes that den City is at 8.95%, Hays Lyon County constituents is at 9.25% and Pittsburg is really understand the imat 9%. A sales tax increase portance of quality of life. would require a ballot ques- “We’ve always been proud tion during an election, fol- to offer that and now it just lowed by authority from the feels like we can offer more legislature to approve the of that.”

While any renderings increase.

The rec commission has or hard details on what the already identified grant new Emporia Recreation funding sources to help fund Center could look like are the project. The ultimate still months away, Kraus goal, Kraus said, is to get to and Gutierrez said they can the sales tax increase in a already feel the excitement from the community. ballot question.

“Just over the weekend, “We still hope to have a special election. We still I was at church and I had hope this quality of life ini- someone ask me about it. tiative, sales tax, will be on a We were at basketball and ballot some time this year,” I had someone asking me about it. I was at a cornhole Gutierrez said.

Kraus and Gutierrez tournament yesterday and said they plan to have infor- someone asked about it,” mation available to voters Gutierrez said. “People are as soon as this summer to excited about it.”

“The energy feels right,” help inform them on exactly what they would be voting Kraus said. “It feels like the right time.” for.

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HEALTH CARE

NEWMAN REGIONAL HEALTH LOOKS FORWARD TO 2024 AND BEYOND

By Ryann Brooks

brooks@emporia.com

In the midst of its threeyear strategic planning cycle, Newman Regional Health has reaffirmed its dedication to patient-centered care, innovative practices, and robust community engagement.

This week, CEO Cathy Pimple shed light on the hospital’s strategic initiatives, emphasizing its focus on celebrating providers and employees while leveraging advanced technology in orthopedics and cardiology, expanding community programs, and addressing the evolving health needs of the community.

Celebrating Dedication: Providers and Employees Recognized “The reason why we’re doing this, the reason why we’re here, is for the patients and the people in our community,” Pimple said. “That’s why we’re focusing on the things we are.”

She emphasized the im-

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portance of cultivating a skilled and dedicated workforce to deliver high-quality care consistently.

“Supporting [the workforce] means everything. ... supporting them allows for us to give the very best care to our patients,” Pimple said.

To do that, Newman Regional Health implements robust recruitment and retention strategies, providing ongoing support and development opportunities for employees to ensure a positive work environment and enhance patient outcomes.

Steven Bazan, director of business development at Newman Regional Health, said that’s a key aspect of building success.

“We know that happier employees means patients are getting better care,” he said.

Strategic Vision: Addressing Evolving Healthcare Needs Pimple explained that part of that support for employees — and patients — is the integration of cutting-edge technology into medical practices has been a cornerstone of Newman Regional Health’s approach to patient care.

Pimple highlighted the hospital’s investment in advanced robotics for surgical procedures, which has significantly enhanced patient outcomes and reduced the need for pa-

right here in Emporia.

“My father-in-law had knee surgery, did all the pre-work and post-work here, but he wanted the robot so he went to Lawrence to do it,” he said.

“People do it all the time. We also did that same surgery here without the robot — and now we have the robot. So now, you know, John would not have had to travel.”

While traveling for care isn’t always a dealbreaker, sometimes it can be difficult for the patient and their families. In Bazan’s case, it was RYANN BROOKS/GAZETTE about logistics. He took his Newman Regional Health’s father-in-law up to Lawrence CEO Cathy Pimple stops and his wife met them up for a photo during the 14th there later. Then, his motherannual Denim & Diamonds in-law came to Lawrence after gala fundraiser in 2023 at the surgery.

Emporia State University.

“It’s all those logistics and that’s why it’s such a big tients to seek specialized care deal,” Bazan explained. “Because the whole family could outside the community.

“Our focus is innovating be around. That’s the reason with advanced technology why we want to do that and and orthopedics and cardi- capture the market. We want ology, expanding communi- to capture the loyalty of the ty programs, capturing the people right here.”

Newman Regional Health health needs,” she said. “Our desire and our intention ev- also recently announced the ery day is always about the its pulmonary rehabilitation program, aimed at improving patient.”

Bazan echoed the impor- the lives of individuals with tance of having that care chronic lung conditions, em-

phasizing education, support, and community engagement to promote better health outcomes. It’s one of a number of meidcal initiatives that the hospital is bringing to the area in order to enhance access.

“I think the board and our medical staff have done a nice job in identifying what the necessary services are for our community, and our commitment remains there,” Pimple said.

Collaborating for Success: Community Partnerships Pimple also highlighted the hospital’s pivotal role in meeting the healthcare needs of the community, noting that Newman Regional Health is committed to enhancing access to healthcare services and promoting overall wellness in the community through strategic partnerships and collaborative initiatives.

“It’s important to make sure that we can meet the healthcare needs of our Please see Newman, Page 10

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HEALTH CARE

Story sponsored by Newman Regional Health

SCHNAKENBERG CELEBRATES SURVIVAL THANKS TO CARDIAC REHAB

By Ashley Walker

The Emporia Gazette

The bright red Team Schnak T-shirts worn by the staff at Newman Regional Health are a fitting reminder of the power of teamwork when it comes to patient care.

And teamwork is just what it has taken from the moment Kent Schnakenberg walked into the hospital last August for a routine physical with his primary care physician, to where he is today, working hard to get his heart back in shape in the cardiac rehab department.

Kent may be best known for his tireless commitment to raising awareness and funds for juvenile diabetes through Team Schnak Cycling. Inspired by his niece, Michelle, who was diagnosed with juvenile diabetes when she was 13-years-old, since 2014 he has traveled around the country cycling thousands of miles, speaking to hundreds and hundreds of kids and raising over $750,000 for T1D research. At 68 years old, by all accounts, Kent is a picture of health.

But last summer he felt like something wasn’t quite right.

“I had noticed I was going up and down stairs and I’d kind of get out of breath,” he said. “And for me, because I was still cycling, it was a concern.”

With a family history of heart disease, despite being in great physical shape, Kent knew what this symptom could mean.

He thought a stress test might be a good idea and asked to have one scheduled at his upcoming annual physical with his primary care physician, Dr. Ryan LaSota.

It was 11:30 in the morning on Aug. 16 when he received

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the news. Sure enough, his heart was in trouble. He was in A-Fib and had three significant arterial blockages. A testament to the seamless coordination between departments, by 2 p.m. that same day he was having a heart catheterization and stent placement, just steps away from where he had learned of his diagnosis.

It was a little overwhelming to process all that was happening at the time, he recalls.

He thought it was just coming in for a few tests, not a heart catherization .

“I didn’t even know what AFib meant … my mind was racing.”

But thanks to a caring, compassionate and professional cardiology staff who answered his questions and explained what was happening every step of the way, his concerns quickly dissipated.

Within minutes of his diagnosis Dr. Michael Lloyd, his cardiologist, was by his side.

“He was extremely professional,” Kent recalls. “He could tell I was concerned but he kept me calm and just said, ‘This is what we need to do.’”

For peace of mind, before going into the cath lab, Kent remembers asking Dr. Lloyd if

this was something he really felt confident doing.

“I just need to ask you: ‘Is this something you can handle’?” he asked the doctor.

“He said, ‘Kent, I’ve been doing this for 30 years. I do several of these a week in Emporia. I trust my team and if we can’t fix it we will send you somewhere that can.’”

“That’s all I needed to hear,” Kent recalls. “He’s not going to do something he’s not comfortable doing.”

Not long after that Kent woke up in post-op and once again his doctor was right there by is side, a welcomed and comforting sight after a serious heart procedure.

“Dr. Lloyd was standing right there by my bedside and said, “We got it fixed. We put in three stents, everything looks good and your heart is working extremely well right now.’”

A cardioversion was scheduled at a later date to treat the A-Fib, but Kent was sent home the next day feeling great.

A stent is a wire mesh tube that is inserted to help open the artery and allow blood to flow freely.

Kent just finished 36 sessions of rehab at NRH, some-

COURTESY PHOTO

Kent Schnakenberg and cardio rehab nurses.

thing he looked forward to and something he actually misses, now that’s he finished. Three times a week he attended a session with a group of other patients who are also working on making their hearts stronger.

“It’s like going to coffee club with a bunch of people who have heart issues,” he said chuckling.

Throughout the entire experience, from diagnosis to treatment, Kent remembers how many of his friends were suddenly “heart experts,” offering advice about where to go for treatment and what to do; and everyone had their own ideas. But he remembers one piece of advice that especially resonated with him: “It doesn’t really matter where you are; you just need to feel comfortable with your doctor

and your hospital staff.”

And Kent certainly was and he couldn’t agree more. From that first day in the radiology department when the blockages were found to his weekly sessions in rehab, Kent has had full confidence in the staff and physicians at Newman Regional Health. And being treated in his hometown with familiar faces at the hospital taking care of him week after week, the whole experience just felt right to him.

“I knew these people would take care of me… my experience couldn’t have been any better.”

Kent is thankful for what his team at Newman Regional Health did to literally save his life. After all, there is still cycling to do for Team Schnak; and he needs a strong and healthy heart to do it.

NEWMAN From PAGE 9 community ... ensuring we can provide the quality and range of services,” she affirmed.

In addition to patient care and workforce support, Newman Regional Health places significant emphasis on community engagement and collaboration. Pimple underscored the importance of partnerships with other healthcare organizations, educational institutions, and local authorities in fostering a holistic approach to healthcare delivery.

“I’ve had really the privileged opportunity to sit down with Amanda Cunningham, who’s the CEO of CrossWinds, and Renee Hively, the CEO of CareArc, and they are excellent leaders in our community,” she said. “We just collaborate about what our strengths are and, again, how can we collaborate and improve access, continuity and resource utilization together. ... It’s important that we’re not fragmenting care in our Community and we’re recognizing who the experts are. It’s about how can we really lift one another up, and it starts with communication.”

Both Pimple and Bazan said Newman Regional Health’s commitment to patient care, workforce support, and community engagement underscores its mission to serve as a trusted healthcare provider in the region. As the hospital continues to innovate, collaborate, and adapt to the changing healthcare landscape, it remains dedicated to meeting the evolving healthcare needs of its community and striving for excellence in all aspects of healthcare delivery.

“We’re excited for the opportunity to serve and what we’re doing today is exceptional,” Pimple said.

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HEALTH CARE

CROSSWINDS COUNSELING AND WELLNESS UNVEILS SAUDER FAMILY CENTER

By Shayla Gaulding shayla@emporia.com

CrossWinds Counseling & Wellness unveiled its new consolidated location at the Sauder Family Center, 1601 State St., during an open house and ribbon cutting ceremony this week.

After the community had the opportunity to tour the new space on Thursday evening during an open house, the Emporia Area Chamber of Commerce celebrated the official grand opening of the facility with a ribbon cutting Friday.

The Sauder Family Center is the result of a years-long effort to consolidate six of CrossWinds’ locations, spread across the Lyon County area, into one convenient location for its staff and patrons.

In 2021, CrossWinds was informed it would be losing its headquarters due to an expiring land lease. With the need to find a new home by June of 2024, the agency began an immediate period of study and community research.

The result was the launch of CrossWinds’ first-ever capital campaign, “Breaking Stigma, Breaking Ground.” The twophase campaign has resulted in the purchase of two new buildings in Emporia located at 1601 State St and 1519 Merchant St. CrossWinds embarked on the ambitious $5.2 million “Breaking Stigma, Breaking Ground” capital campaign in order to consolidate its adult and children’s mental health services under one roof in Lyon County.

In June 2022, CrossWinds established “Breaking Stigma, Breaking Ground” with a goal of combining its existing

SHAYLA GAULDING/GAZETTE

CrossWinds Counseling and Wellness celebrated an open house Thursday evening at its new consolidated location on State Street.

SHAYLA GAULDING/GAZETTE SHAYLA GAULDING/GAZETTE

locations into a two-building, campus-style setting. CrossWinds announced the purchase of the former Chi Omega Sorority House, 1519 Merchant St., in 2021, to house its administrative services and later announced the purchase of the Earl Center, located at 1601 State St., from Emporia State University, to house its new therapy and psychiatric offices and therapeutic preschool.

The mental health center previously operated out of 15 buildings throughout its seven-county coverage area.

Now, CrossWinds occupies seven buildings in outlying counties, bringing its footprint down to a condensed 11 facilities.

In Lyon County, CrossWinds operates the Sauder Family Center, its Merchant St. offices, its Spanish-speaking clinic El Centro on Commercial St., and a crisis house and residential home for adults.

CrossWinds CEO Amanda Cunningham said having most of CrossWinds Emporia-based services under one roof has been a game-changer.

“We’re hearing really positive things,” she said. “I think they aren’t used to there

IM Design partnered with CrossWinds to create a hallway dry erase board full of engaging activities for students who need a break from the classroom.

being so many different departments, so we are already seeing the benefits of that and enjoying each other’s company and having close proximity to be able to collaborate is really helpful.”

The Sauder Center therapeutic preschool features multiple classrooms, office space for caseworks, play areas, calming spaces and an outdoor playground for students. The lower floor, which houses the preschool, also offers community spaces for training, which can be sectioned off from the preschool area via keycard-access-only doors.

The entire building is restricted by badge systems for added security, and the therapeutic preschool has its own entrances behind the building.

The center’s ground floor features the reception area, pharmacy and medication clinic, telehealth psychiatry suites and therapy suites for adult mental health services.

While some cosmetic additions are still needed — and more playground equipment

is slated to arrive in spring — center is otherwise complete.

“The Sauder Family Center is kind of twofold,” Development Director Lucas Moody said. “We have the medication clinic and Genoa, which is our partnering agency pharmacy. All of our clinical services, so all of our therapists are here and then our emergency service/crisis service department are on the top floor. Then on the bottom floor is our therapeutic preschool and all of our youth programs.”

While the move has taken a great deal of manpower and time, Cunningham and Moody said it hasn’t deterred the staff from doing all they can to serve their patrons.

In fact, staff have increased their services by 23% in the past year, going from 88,000 services the year before to well over 100,000 services across the seven-county service area.

CrossWinds now employs 217 employees and supplies almost $7 million dollars in the Lyon County economy alone through payroll.

The therapeutic preschool invites plenty of playtime.

And Lyon County has paid that commitment back with its support, both financial and for the mental health center’s mission.

“Projects like these don’t happen without partners.

That’s both your physical partners that are here daily, getting the metal put up, getting the concrete poured and the floors layed, getting the paint on the walls. We have had a lot of great partnerships in that. Mitchell Markowitz was the obvious contractor to pick to lead this adventure and you couldn’t ask for better people for that,” Moody said. “And as far as the fundraising aspect goes, we live in a great community. We live in a community full of caring people. What the campaign started with is ‘Breaking Stigma, Breaking Ground,’ was a lot about breaking physical ground on a construct project but also getting mental health out there and feeling comfortable talking about it. The community has done a lot of things. They have raised a lot of money. I think we are about $130,000 away from our goal, so we are in the small back end stretch of finding success on

that forefront, but we are really seeing a lot of strides in talking about mental health and accessing services and looking at expansion, both locally and legislatively, we feel like we have made a lot of strides and definitely feel like we could not do it without the community.”

“Beyond just the thankyou to the community and the support that we have received, I think it’s just been truly humbling to be a part of that and see the amount of people and agencies and foundations that are willing to support our mission and help us get to where we are today,” Cunningham added. “And our staff, our staff have worked really hard on top of their everyday jobs.

To move while you are also doing your job and to set up your area and to be here [at the open house] and be a part of the celebration to show the community what we are doing, I just can’t say enough about the staff and what we have put them through to get here. They know it’s for their benefit and our longevity as an agency and to continue to provide services, but it is still just amazing to see.”

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