MU health care ceo Mitch wasden
Faces the Future sprIng 2013
www.ColumbiaCEO.com
hEalThy diSCuSSiON aRea HealTH CaRe leadeRs TaKe on THe HoT ToPICs Page 25
riSky BuSiNESS THe Ceo’s GuIde To busIness InsuRanCe Page 46
SwiNg SEaSON GadGeTs and GeaR FoR GolF loVeRs Page 59
CONTENTS
Inside Columbia’s CEO • www.ColumbiaCEO.com • Volume 4, Issue 3
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46 59
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Opening Bell: The Buzz On CoMo Biz
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Up & Coming
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Regional Roundup
46 The CEO’s Guide To Small-Business Insurance
18 Columbia Air Service Resets … Again 20
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Health Care By The Numbers
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A Q&A With Columbia’s Mayoral Candidates
Columbia’s Best Golfers: Handicaps Revealed
59 The Hottest Golf Clubs, Gadgets & Apparel
22 Boone Hospital Announces New Cancer Center
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Networking
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CEO Roundtable: Health Care
65
Publisher’s Note
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Mitch Wasden Leads MU Health Care To New Frontiers
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Closing Quotes
Inside Columbia’s CEO
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iNSidE COlumBia’S CEO STaff publisher Fred Parry fred@insidecolumbia.net
MEET OUr EdITOrIAL AdvIsOry BOArd
associate publisher Melody Parry melody@insidecolumbia.net editor-in-Chief Sandy Selby sandy@insidecolumbia.net Copy editor Kathy Casteel kathy@insidecolumbia.net
raNdY COil President, Coil Construction
TOm aTKiNS President, Tom Atkins Investments
GarY dreWiNG President, Joe Machens Dealerships
bOb GerdiNG President, Gerding, Korte & Chitwood CPAs
editorial assistants Ren Bishop ren@insidecolumbia.net Morgan McCarty morgan@insidecolumbia.net Contributing Writer Anita Neal Harrison photo editor L.G. Patterson Creative director Carolyn Preul cpreul@insidecolumbia.net
paUl laNd Principal/Owner, Plaza Commercial Realty
diaNNe lYNCH President, Stephens College
bOb pUGH CEO, MBS Textbook Exchange
GeOrGe pFeNeNGer CEO, Socket
Graphic designers Casey Loring casey@insidecolumbia.net Kate Moore kate@insidecolumbia.net director of Sales Bill Bales bill@insidecolumbia.net director of marketing Kevin Magee kevin@insidecolumbia.net
GreG STeiNHOFF President of Strategic Operations, Veterans United Home Loans
JerrY TaYlOr President & CEO, MFA Oil Co.
Tim WOlFe President, University of Missouri System
marketing assistants Jessica Card jessica@insidecolumbia.net Kalie Clennin kalie@insidecolumbia.net Please Recycle This Magazine.
Inside Columbia’s CEO magazine 47 E. Broadway • Columbia, MO 65203 • Office: 573-442-1430 • Web: www.ColumbiaCEO.com Inside Columbia’s CEO is published quarterly by OutFront Communications LLC, 47 E. Broadway, Columbia, Mo. 65203, 573-442-1430. Copyright OutFront Communications, 2013. All rights reserved. Reproduction or use of any editorial or graphic content without the express written permission of the publisher is prohibited. Postage paid at Columbia, Mo. The annual subscription rate is $19.95 for four issues. 6
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marketing representatives Dinah Alfaro dinah@insidecolumbia.net Whitney Davis wdavis@insidecolumbia.net Crystal Midkiff crystal@insidecolumbia.net
director of Customer retention Gerri Shelton gerri@insidecolumbia.net Office manager Kent Hudelson kent@insidecolumbia.net assistant Finance manager Brenda Brooks brenda@insidecolumbia.net distribution manager John Lapsley
OPENING BELL
Building On The Brouder Legacy photo by l.g. patterson
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the buzz on como biz
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s construction of a state-ofthe-art science center on the Columbia College campus nears completion, the Columbia College Board of Trustees has announced the building will be named the Gerald T. and Bonnie M. Brouder Science Center. The board’s decision honors Brouder’s commitment to strengthening the sciences at Columbia College. Gerald Brouder, the 16th president of Columbia College, will retire in August after 18 years of service to the college. “President and Mrs. Brouder have made tremendous contributions to the college over the last 18 years,” says Daisy Grossnickle, who chairs the college’s board of trustees. “The naming of the building will provide a fitting and lasting tribute to their efforts.” The Brouders’ mutual passion for the sciences stems from their profession of nursing. Both Gerald and Bonnie Brouder enjoyed Gerald and distinguished Bonnie Brouder nursing careers both enjoyed at the University distinguished nursing careers at of Missouri the University of Health Sciences Missouri Health Center. Gerald Sciences Center. Brouder holds four degrees — all in nursing — including a Ph.D. in nursing from the University of Texas-Austin, a master’s degree from Northern Illinois University, a bachelor’s degree from the University of Illinois and an associate degree from Mayfair College. Bonnie Brouder graduated from the Ravenswood Hospital School of Nursing. “I’m truly honored and humbled by the board’s decision,” Gerald Brouder says. “The science center is a grand achievement, a milestone in my career.” Columbia College’s new science center will feature five general laboratories, a 126-seat auditorium, eight advanced labs and 18 faculty offices. The grand opening is slated for August.
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OPENiNg BEll
the buzz on como biz
A Whole New ‘World’
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amping World of Central Missouri is driving into the property that formerly housed Loveall RVs east of Columbia on Interstate 70. The retailer is planning a major renovation that will include construction of a new 21,000-square-foot RV Super Center. “Central Missouri is an ideal setting for the RV enthusiast with close proximity to great camping and wonderful lakes,” says Roger Nuttall, president of Camping World RV sales. “Our goals as a company are to identify locations where we can best serve the needs of the RV community and the Columbia area is a great fit.”
“With the success we have experienced in the Springfield market, we feel the addition of a Super Center in the middle of the state sets the stage for future Missouri expansion, east to St. Louis and west to Kansas City,” says Marcus Lemonis, Camping World chairman and CEO. “We like Missouri.” Customers will be able to peruse new and preowned RVs from lines such as Keystone, Heartland, Winnebago, Thor Motorized and others. Here in the land of Carl Edwards, folks may be pleased to learn that Camping World is the official RV and outdoor retailer of NASCAR.
ElliS fiSChEl aChiEVES SiNgular diSTiNCTiON
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llis Fischel Cancer Center’s breast health program has received a three-year accreditation from the American College of Surgeons’ National Accreditation Program for Breast Centers. It is the only breast center in central Missouri to have received the accreditation. “At Ellis Fischel, we are committed to providing our patients comprehensive, compassionate care with a focus on advanced treatment techniques and technologies,” says Dr. Paul Dale, interim medical director of Ellis Fischel, chief of surgical oncology and Margaret Proctor Mulligan Distinguished Professor in
Medical Research. “This accreditation demonstrates the extraordinary care we provide in screening, diagnosing and treating breast cancer with a multidisciplinary team of experts, as well as the excellent quality of the programs we provide for breast cancer survivors and the research we are conducting to improve cancer treatment in the future.” To achieve accreditation, Ellis Fischel’s breast health program demonstrated how it meets or exceeds all 27 standards that represent a comprehensive breast center, including screening, treatment, research and community outreach.
Approval by the accreditation program goes only to breast centers that have voluntarily committed to providing a full range of breast cancer care. To maintain accreditation, breast centers must undergo a rigorous evaluation process and an onsite performance review every three years. Ellis Fischel Cancer Center, a part of University of Missouri Health Care, provides comprehensive cancer care to patients from every county in the state. Designated Missouri’s official state cancer center in 2004, Ellis Fischel services include inpatient and outpatient treatment and cancer screening.
rETirEmENT COmmuNiTy
In a recently published list, Forbes magazine has dubbed Columbia as one of the 25 best places to retire. The magazine touts Columbia’s aura as a college town, the reasonable cost of living, accessible housing market and an abundance of physicians. The only black mark on our report? Our extreme weather. Sure, the weather can be extreme, but many local residents say that they love being able to experience the four seasons here in Columbia. And what other city on the list ever gives its residents of a sampling of all four seasons in the space of a week? Here are Forbes’ other 24 picks for retirement bliss: Alexandria, La.
Gainesville, Fla.
Ames, Iowa
Huntsville, Ala.
Asheville, N.C.
Jacksonville, Fla.
Athens, Ga.
Lexington, Ky.
Austin, Texas
Little Rock, Ark.
Bangor, Maine Baton Rouge, La. Billings, Mont. Charlotte, N.C.
Medford, Ore. Mesa, Ariz. Orlando, Fla. Prescott, Ariz.
Clearwater, Fla.
San Antonio, Texas
College Station, Texas
Tucson, Ariz.
Fargo, N.D.
Winston-Salem, N.C.
Share your business news with Inside Columbia’s CEO. Email the editor at sandy@insidecolumbia.net. 10
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OPENiNg BEll
SwEET 16
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he University of Missouri is poised to launch 16 new online programs in highdemand subject areas, and it’s investing $2.2 million to make it happen. The programs center on fields that include hospitality management, public administration, nursing, education, energy efficiency, geospatial intelligence, public health, interactive media and health communication. MU faculty will develop and teach the new programs. “We are pleased to begin offering online programs in these in-demand subject areas,” MU Provost Brian Foster says. “Producing graduates with the skill sets and preparation needed to advance these industries is at the core of our mission at the University of Missouri.” MU also is investing in more than 25 new undergraduate online courses that will make it possible to earn a bachelor’s degree from a distance with little or no transfer credit. “With the added online courses from the College of Arts & Science — as well as the new online degrees from the College of Education and the College of Agriculture, Food and Natural Resources — first-time college students and those with just a few transfer credits can earn their bachelor’s degrees from Mizzou and stay in their hometowns,” says Jim Spain, vice provost for undergraduate studies and interim vice provost for e-learning. The new programs will increase the number of online degree offerings to nearly 90; eight undergraduate degree programs and 79 graduate certificate and degree programs are offered partly or completely online. “Our offerings have more than doubled and our enrollments have grown 78 percent in the last five years,” Spain says. “However, Missourians and distance students everywhere continue to ask for quality, affordable online higher education. These new online programs will not only help students be more globally competitive, but also help meet our state leaders’ goal of having a more highly educated Missouri.”
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the buzz on como biz
Psychopaths & CEOs British author Ronald Dutton has published a new book that offers some unsettling insight into the characteristics of the worst criminals he could find, along with CEOs, journalists, lawyers and salespeople. In researching his book, The Wisdom of Psychopaths: What Saints, Spies, and Serial Killers Can Teach Us About Success, Dutton discovered that a lot of people share traits associated with psychopaths, but without the murderous tendencies. Those traits, some of which are quite positive, include focus, charm, persuasiveness, egocentricity, lack of empathy, independence and superficiality. Is your profession among the 10 most likely to attract people with psychopathic traits?
JObS WiTH HiGHeST raTe OF pSYCHOpaTHY
JObS WiTH lOWeST raTe OF pSYCHOpaTHY
1. CEO 2. Lawyer 3. Media (television/radio) 4. Salesperson 5. Surgeon 6. Journalist 7. Police officer 8. Clergy 9. Chef 10. Civil servant
1. Care aide 2. Nurse 3. Therapist 4. Craftsperson 5. Beautician/Stylist 6. Charity worker 7. Teacher 8. Creative artist 9. Doctor 10. Accountant
ThE Callaway BaNk ExPaNdS mOrTgagE OPEraTiONS The Callaway Bank is expanding its lending operations by launching a new mortgage division that specializes in government loan programs. Newly hired Chris Boettcher will lead the Callaway Mortgage Group, which will provide lending through FHA, VA and USDA loan programs. These government loan programs offer more favorable terms to qualified homebuyers than do traditional fixed-rate loans. For example, first-time homebuyers and veterans may qualify for a lower down payment. Boettcher, a Columbia resident, has 11 years of experience helping customers with these specialized programs. Originally from Mexico, Mo., he is a 1991 University of Missouri graduate and a member of the national and state mortgage professional associations.
OPENiNg BEll
up & coming
ThE laddEr rEPOrT look Who’s moving up In Columbia
MissoUri syMphony society hires new execUtive director
kOmu hirES NEw EVENiNg CO-aNChOr KOMU-TV8 has hired Brittany Pieper as evening co-anchor. She began work at the station on March 4. Pieper joins Angie Bailey for “KOMU 8 News at Five” and Jim Riek for “KOMU 8 News at Six and Ten” as well as “KOMU 8 News at Nine” on Mid-Missouri’s CW. Pieper comes to Columbia from KSLA-TV in Shreveport, La., where she was an anchor and reporter covering education. Previously, she worked as a reporter, anchor and producer at KCBD-TV in Lubbock, Texas. Pieper is a graduate of the University of Missouri, where she earned degrees in journalism and political science. She got her start in broadcast news at KOMU-TV8 as a student reporter and anchor.
The Missouri Symphony Society has hired Chris Campbell as executive director. Campbell, a native of Columbia, has nearly 30 years’ experience working in the performing arts, nonprofit corporations and television at Paramount Pictures. Most recently, Campbell freelanced as an events producer and arts consultant based in Lexington, Mo. Campbell’s primary tasks will be expanding the patron base to include a younger audience while nurturing the organization’s long-term supporters and developing enduring relationships with corporate donors seeking the orchestra’s key demographics.
Will McWilliams Joins Williams-Keepers Financial Services Will McWilliams, a Raymond James financial adviser, has joined Williams Keepers Financial Services LLC at its office in Columbia. McWilliams, a native Columbian, earned a degree in sociology and business from the University of Montana. He has six years of experience in the financial services industry. Along with Raymond James Financial Services branch manager Cathy Anderson, McWilliams offers a comprehensive range of investment and financial planning alternatives for individuals and businesses.
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ronald Mcdonald hoUse charities of Mid-MissoUri hires new execUtive director The board of directors of Ronald McDonald House Charities of Mid-Missouri recently named Terri Gray as the new executive director. Gray will be responsible for implementing the vision established by the board, organizational plans, policies and procedures, and directly supervising all staff, management decisions and functions. Gray assumed the position Feb. 1. Most recently, Gray served as both the RMHC-MM major gifts officer and director of the capital campaign. She will continue her involvement in all aspects of the campaign, including fundraising, marketing, communications, special events and construction planning. Prior to joining RMHC-MM, Gray spent more than 15 years as a member of the University of Missouri’s development team, where she established and served as director of MU’s Office of Corporate Relations and director of development for the Division of Student Affairs.
OPENING BELL
regional roundup
Coil Construction Tapped For Missouri Valley Project
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issouri Valley College has launched construction on the Malcolm Center for Student Life — a 37,000-square-foot student activity center located east of Young Hall on the MVC campus in Marshall. The Malcolm Center will provide space for student interaction, social engagement and recreation, as well as enhance the student life environment. The building will also be the centralized location for student service offices, including the Student Wellness Center, which will house the campus counseling center and campus nurse. Additionally, the facility will contain a coffeehouse, fitness center, meeting rooms and student lounges with Wi-Fi access. Coil Construction of Columbia won out over eight other bidders to be general contractor overseeing the project. Coil has extensive experience in managing construction projects for an institutional setting. Coil estimates the projects will take 12 months to complete, in time for the 2014-15 school year. “Coil Construction was selected as the general contractor not only because of its competitive bid, but also because of the company’s more than 30 years of construction experience in the mid-Missouri area and its unwavering commitment to integrity and workmanship,” MVC President Bonnie Humphrey says. “We have no doubt that the finished product will be a landmark that all Vikings — past, present and future — can enjoy.”
steel fabricator expanding mexico operation
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he Missouri Department of Economic Development recently announced that a steel fabrication company will be expanding its operations in Mexico, Mo. Fluid Power Support’s expansion, a capital investment of more than $1.6 million, is expected to create 15 new jobs, doubling its workforce. Fluid Power Support fabricates steel for industrial production companies throughout mid-Missouri. The business has outgrown its current shop and will be constructing a new 56,000-square-foot building. The new facility will also house upgraded equipment, including a new laser cutter, which will allow Fluid Power Support to be more competitive in a hightech industry. The company began operating
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in January 2000, and currently employs 15 workers. To assist Fluid Power Support with its expansion, the Department of Economic Development authorized an incentive package that includes $79,615 in Enhanced Enterprise Zone program tax credits over five years. The Enhanced Enterprise Zone program began in 2004. Enhanced Enterprise Zones are specified geographic areas designated by local governments and certified by the Department of Economic Development. Zone designation is based on certain demographic criteria, the potential to create sustainable jobs in a targeted industry and a demonstrated impact on a local cluster development.
missouri state penitentiary tours show growth
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our attendance at the Missouri State Penitentiary has surpassed the expectations of the Jefferson City Convention & Visitors Bureau, which manages the marketing and staffing of the tours. In 2012, there were 19,121 visitors to the historic site, nearly 2,000 more visitors than in 2011. The addition of the 2012 attendance numbers brings the cumulative prison tour attendance to more than 50,000 since the CVB started offering tours of the old penitentiary in 2009. “The final numbers of 2012 are incredibly encouraging,” says Prison Tour Coordinator Sheila Sanford. “Despite losing the ability to offer tours in the month of March and another unbelievably hot summer, we still met and even exceeded our total numbers from last year.” More than half of the visitors touring the prison in 2012 enjoyed a two-hour history tour, but the number of visitors coming for a ghost tour continued to increase, growing from 20 percent of total tours in 2011 to 25 percent in 2012. Sanford and staff have spent the winter evaluating the 2012 season to see which tours sold best and to determine what, if any, changes should be made to the lineup for 2013. An MSP prison museum, which will be housed in the second story of the CVB’s office at 100 E. High St. in Jefferson City, will open this spring. “The prison museum will give us a brandnew way to showcase the history of MSP,” Sanford says. “When out-of-town visitors or bus groups tour the prison, the museum will give them a reason to come downtown and, hopefully, explore a little more than they might have before.”
OPENING BELL
transportation
Columbia Air Service Resets ... Again by kathy casteel photo by P. Alejandro Diaz
K
eeping up with changes at Columbia Regional Airport is a lot like staying abreast of Missouri’s volatile weather: Wait a few minutes and it will change. No sooner had city boosters finished celebrating the Valentine’s Day launch of American Airlines flights from Columbia to Chicago and Dallas/Fort Worth than local travelers discovered Frontier Airlines is exiting the schedule. Frontier, which began service out of Columbia on Nov. 20, has announced plans to discontinue its twice-weekly flights between Columbia and Orlando, Fla., by May 13. The departure leaves Columbians with one airline option and two destinations for air travel. Air service in and out of Columbia has seen accelerated turnover the past few months. Last fall, Delta Air Lines was the only plane in town, with two daily flights to Atlanta. In November, Frontier arrived, offering service to Orlando. The acquisition of American Airlines service in Columbia — made possible with a $3 million revenue guarantee fund put together by local public entities and private businesses — took Delta officials by surprise. Delta ended its Columbia
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service on Feb. 13. American began service to Chicago and Dallas/Fort Worth on Feb. 14 with twice-daily flights to Dallas/Fort Worth and one daily flight to Chicago. Three days later, Frontier posted on its website that flights to and from Columbia would end on May 13. Although Columbia officials were disappointed with Frontier’s announcement, they haven’t given up on the Orlando flight, says Mayor Bob McDavid. “We’re still in negotiations with Frontier to continue service from Columbia to Orlando,” McDavid says. “We’re optimistic.” Greg Steinhoff, who chairs the Columbia Chamber of Commerce’s “40 in 2020” airport steering committee, sees the Frontier move as an opportunity to redefine Columbia Regional Airport’s core service. “The loss of Frontier was disappointing but not at all critical to what we’re trying to accomplish,” he says. “We need to focus on building our core hub service. Frontier made a nationwide decision to change its business strategy — they cut ‘vacation flights’ to other communities as well.” Although the onset of service from the Denver-based airline had many Columbians hoping the vacation-flight
relationship with Frontier would blossom into a Columbia-to-Denver route, McDavid says he has put thoughts of a Western destination on the back burner. “Denver is not a near-term priority right now,” McDavid says. “Our No. 1 priority is American Airlines.” American recently emerged from bankruptcy via a merger with US Airways. That is good news for Columbia, McDavid says. “American is a stronger company now,” he says. “They’re out of bankruptcy.” A second flight to Chicago may be in the offing. “The two most desirable hubs for mid-Missouri are Chicago and Dallas,” Steinhoff says. “We’re filling the planes and expect to add a second flight to Chicago in the near future.” The “40 in 2020” task force’s goal is to attract 40 percent of mid-Missouri’s air traffic to Columbia Regional Airport by 2020; in 2010, about 8 percent of midMissourians were flying out of Columbia. Traffic continues to grow each year; the 2012 passenger count topped more than 77,000. January 2013 traffic was 6,863. Traffic count has come under the gaze of federal officials this year as “sequestration” budget cuts kick in. The cutback could close down Columbia’s air traffic control tower, although McDavid points out that towers at 168 airports are on the list of potential closures. “We’ve been told it applies to any airport with less than 150,000 passengers a year,” he says. “What’s not clear is how much of it is posturing and how much is efficiency.” The federal budget morass muddies the timetable for airport improvements as well, as many projects on tap rely on federal dollars to finish the job. “The improvement projects aren’t going away,” McDavid says. “But they may be delayed.” Stay tuned …
Travel Tip Travelers may view updated flight schedules for American Airlines at www.flymidmo.com. For information about Frontier flights, visit www.FlyFrontier.com.
OPENING BELL
industry focus
Get The Stats, Stat! CoMo Health Care By The Numbers
1,027
This represents the number of hospital beds in the three hospital systems of Columbia, plus the number of available beds at the long-term acute-care Landmark Hospital. From Boone Hospital Center to the University of Missouri Health Care system, the Harry S. Truman Memorial Veterans’ Hospital to Landmark Hospital, Columbia’s hospitals always have a bed open for patients.
1:178
This is the ratio of licensed physicians to Boone County residents, compiled in 2011 by the Columbia/Boone County Department of Public Health and Human Services. The national ratio is 1 physician for every 391 Americans, according to a 2011 report by the American Medical Association.
38,987
This figure represents the number of surgeries performed at University Hospital, Boone Hospital Center and Harry S. Truman Veterans’ Hospital in 2012. Boone Hospital reports performing a record number 13,389 surgeries in 2012.
3,934
It’s a girl! It’s a boy! In the last year, both University of Missouri Health Care and Boone Hospital Center delivered what could be a record-breaking number of babies. That’s more than the capacity available at Missouri Theatre and The Blue Note combined, and is enough people to fill more than a quarter of Mizzou Arena.
1,049
Columbia is fortunate to have more than 1,000 physicians. From primary care to specialties, the dilemma in this city isn’t finding a physician; it’s choosing one.
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44.5 minutes
According to a recent survey by the Centers for Disease Control and Prevention’s National Center for Health Statistics, this is the average length of time patients spent in an emergency department in a Columbia hospital before they were seen by a health care professional. The national average is 58.1 minutes. 20
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140 mph
This is the cruising speed of the University of Missouri’s Staff for Life helicopter. Since 1982, the hospital helicopter service has flown more than 30,000 patient missions. In the last year alone, the Staff for Life helicopter transported 977 patients.
This figure represents the combined number of years Columbia-area hospitals have been serving mid-Missouri. University Hospital is the oldest, opening originally as Parker Hospital in 1901. On Dec. 10, 1921, Boone Hospital Center began operations. Harry S. Truman Memorial Veterans’ Hospital opened in 1972 and Landmark Hospital’s Columbia location opened in 2009.
health care
A Winning Strategy Against Cancer
of fellow coaches who are no strangers to victory to serve on the program’s council: Mike Brey from the University of Notre Dame, Mike Krzyzewski from Duke University and Frank Haith from the University of Missouri all are active members. Locally, the Stewarts hope that by lending their names to the cancer by ren bishop center, those who are afraid to talk about the disease will step forward to take preventive steps to decrease their own risk. The couple will partner extensively with Boone Hospital to continue a conversation about cancer and its prevention in mid-Missouri. “There’s nothing sillier than being afraid of a colonoscopy or whatever kind of screening you need,” Virginia Stewart says. “There’s such comfort in knowing that if you do have a polyp or if you do have a lump, if it’s diagnosed early, you can take care of it, and you can go on with your life.” The center will serve as headquarters for all of Boone Hospital’s cancer services, from screenings to treatments to surgeries, and everything in-between. The center During the 1988tep off the elevator and onto will feature 32 private 89 college basketball the sixth floor of Boone patient rooms similar to season, Stewart was Hospital Center, and you’ll be those constructed during diagnosed with colon standing in the future home the hospital’s south tower cancer. He missed part of a modern cancer unit. The project in 2011. of the 1989-90 season, walls are bare now, with exposed pipes The sixth floor of the but won his off-court and concrete floors. It’s a blank canvas on tower has majestic views battle against cancer. which the hospital will build a state-ofof Stephens Park and Soon after his the-art $7.2 million cancer facility with a downtown Columbia. personal medical familiar name. These views will serve victory, Stewart The Virginia and Norman Stewart as a constant comfort to founded “Coaches vs. Cancer Center honors former University Virginia and patients, says Dr. Joseph Cancer,” a nationwide of Missouri basketball coach Norm Muscato, a hematologistcollaboration between Stewart and his wife, Virginia. In naming Norm Stewart medical oncologist at the American Cancer the center, Boone Hospital recognized Boone Hospital. But that view is only the Society and the National Association the couple’s work in increasing cancer beginning, Muscato says, adding that a of Basketball Coaches that empowers awareness nationwide. team of medical providers and architects coaches, their teams and their local “For many years, Virginia and I have is in place to ensure the center’s design communities to make a difference in the benefited from the services and care will make patients and their families as battle against cancer. The campaign has provided at Boone Hospital,” Norm comfortable as possible. brought in about $87 million since 1990 Stewart says. “It’s a great honor to join Construction is set to begin later this for programs that raise awareness about our legacy with Boone Hospital. We look year, with the cancer center scheduled to cancer prevention and early detection. forward to working together to enhance open in the first quarter of 2014. Stewart has recruited a supportive team cancer care in mid-Missouri.”
Boone Hospital Center Announces New Stewart Facility
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A Winning Team Norm and Virginia Stewart are leading the charge to reduce the stigma and fear of cancer, and they’re very good at winning. Just look at Coach Stewart’s courtside record.
{
731 }
career coaching wins
{
634 }
wins as head coach of the University of Missouri Tigers
{
8}
Big Eight Conference regular-season championships
{
16 }
NCAA tournament appearances
{
17 }
seasons with 20 wins or more For more information about “Coaches vs. Cancer,” visit the program’s website at www.cvcclassic.com.
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ceo roundtable
A Healthy Discussion Medical Experts Offer Their Prognosis For Columbia’s Health Care Industry by SANDY SELBY photos by L.G. PATTERSON
From left, Dr. Jerry Kennett, Randy Morrow and Mitch Wasden discuss the potential impact of the Affordable Care Act on their organizations and the financial problems that could arise if the Missouri Legislature chooses not to expand Medicaid.
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here was a doctor in the house — three of them, in fact — along with hospital executives and Columbia’s new Chamber of Commerce president. They gathered at Inside Columbia headquarters for a chef-prepared luncheon and a lively discussion about the state of our city’s health care industry. The quarterly CEO Roundtable is sponsored by The Callaway Bank. Gary Meyerpeter, Boone County market president for the bank, welcomed the group, then moderator and Inside Columbia’s CEO Publisher Fred Parry launched the discussion with
the hottest topic in health care: the Affordable Care Act. “Based on what you know about it today, what are the anticipated implications of that act and what can we expect to see in this community and this state?” Parry asked. “For the state, I guess it depends on whether we do Medicaid expansion or not,” said Mitch Wasden, the new CEO for University of Missouri Health Care. “The challenge this state is in, if we don’t expand [Medicaid], is the disproportionate share dollars still go away. Missourians still pay taxes to fund the Affordable Care Act and then those funds go to other states.”
Wasden explained how the disproportionate share hospital, or DSH, payments work. “That’s basically a program that’s set up so when a hospital gets more self-pay or Medicaid patients than the average hospital, more dollars are diverted to them to make up for that. The government is going to take a lot of those dollars away because the theory is, if you expand Medicaid, more people have insurance so you don’t need those dollars — which would be correct if we were expanding Medicaid.” The worst-case scenario, according to Wasden, is that the Missouri Legislature will fail to expand Medicaid; the impact of the loss of disproportionate spring 2013
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CEO rOuNdTaBlE share dollars, particularly for rural hospitals, could be devastating. “Those disproportionate share dollars are the difference between if they can provide services and if they can’t. So if we see those dollars go away, we’re going to see a lot of smaller hospitals limit services, and some of them — I hate to say it — may even close.” Boone Hospital Center Interim President Randy Morrow agreed. “Mitch is right on the political and reimbursement side: if certain dollars go away and they’re not replaced, that’s going to place a real burden on all of us,” he said. “I’m going to talk a little more about the operational end of it. Currently, hospitals and physicians are paid on a procedure basis. When we get into the true accountable care in the next three to four years, we will be responsible as providers for the health of the population, so our responsibility will go outside the walls of the hospital. And that’s why I think you’re going to see a lot more collaboration with medical staff and the hospital, because it’s going to be all of our obligation to essentially keep patients well and only use the level of care that they need. The fact is, we’re going to have to change the way we currently do business because the whole dynamic is going to shift.” Parry turned to Dr. Mark Adams, the president of Columbia Orthopaedic Group, and Dr. James Stannard, medical director of the Missouri Orthopaedic Institute, for their perspectives as caregivers. Adams said physicians don’t yet know how the Affordable Care Act ultimately will affect them. “Really, most of the provisions that put all of the new people into the health care plans don’t start until 2014,” he said. “What we know now is there are increased regulatory burdens on us. We’re having to switch over to total electronic medical records — both in our offices and in the hospitals. We know there are going to be more patients in the pipeline. We hear there’s going to be no more money to support those as they come in. And so, it’s going to be interesting to see how it affects individual practitioners.” 26
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Stannard added, “I think there’s a lot of concern that if the disproportionate share dollars go away, with the large number of Medicaid and/or unfunded patients we take care of, that if the state doesn’t opt in, then it will have some pretty heavy impact on us.” Missouri lawmakers weren’t at the CEO Roundtable, but they were central to the discussion. Parry asked the attendees to characterize the political environment. Dr. Jerry Kennett, Boone Hospital’s medical director, was blunt in his response. “The reality is the Accountable Care Act passed. Half the population is opposed to it; half the population embraces it. So on the political level now, we have our Legislature controlled by Republicans, and no Republican wants to be associated with the Accountable
Care Act. They look at Medicaid expansion as a political decision rather than a decision based on, in my mind, what the reality is. That really shouldn’t be a political decision. It shouldn’t be, ‘I don’t want to vote for this because it’s a vote that looks like I supported the Accountable Care Act.’ “The reality is: What does it do that’s going to affect the hospitals and the physicians and everyone else? If you divert this money, it’s going to go somewhere out of state and we’re really hurting our hospitals; we’re hurting our physicians.” Kennett took aim at Missouri’s state Senate. “The Republicans, particularly in the Senate, are very against Medicaid expansion,” he said. “They’re not going to do a state exchange, so we’re going to have
Roundtable Roll Call dr. Mark adaMs president Columbia Orthopaedic group
randy Morrow Interim president Boone Hospital Center
shannon canard CEO Landmark Hospital
dr. jaMes stannard Medical director Missouri Orthopaedic Institute
sallie hoUserhanfelder director Harry s. Truman Memorial veterans’ Hospital
Mitch wasden CEO/COO University of Missouri Health Care
dr. jerry kennett Chief Medical Officer Boone Hospital Center
sponsor representative: gary Meyerpeter Boone County Market president The Callaway Bank
Matt MccorMick president Columbia Chamber of Commerce
sponsor representative: kiM barnes CEO & president The Callaway Bank
a federal exchange. Would it be better to have our own state decide on making the rules on how we’re going to insure people? Or would it be better to let the federal government do it? Typically, when it’s done locally, it’s done better than when the federal government does it.” Last November, Missouri voters overwhelmingly approved a measure to prohibit the establishment or operation of state-based health insurance exchanges unless authorized by a vote of the people or the Legislature. The exchanges, a lynchpin of the Affordable Care Act, are Internetbased health insurance marketplaces where consumers will be able to choose among policies, using the exchanges to compare certified health plans with four different levels of coverage. The exchanges are slated to begin operating on Oct. 1, offering open enrollment before the provision takes effect in 2014. Missouri is among 25 states that have no plans so far to open a state exchange; a federal exchange will be offered to state residents instead.
“They [Republicans in the Legislature] look at Medicaid expansion as a political decision rather than a decision based on, in my mind, what the reality is. That really shouldn’t be a political decision.” — Dr. Jerry Kennett Wasden suggested that a meansbased system — a system that flexes the copay based on the income of the individual — might be a practical solution for Medicaid going forward. “Some would say that they think Medicaid is broken and that we should really be fixing it instead of expanding it,” Wasden said. “There are a lot of things that are broken in the federal government. The question is, can we be a holdout while everyone else goes ahead, and are we going to be able to fix anything? With Medicaid, should we means-test things like copay? Maybe if you don’t make a lot, it’s $5, but if you make a little bit more, it’s $20 to see
ceo roundtable
New Columbia Chamber of Commerce President Matt McCormick (on left) and Dr. James Stannard of the Missouri Orthopaedic Institute contributed to the health care discussion. McCormick said the information he gleaned from the health care experts will help him as he discusses the issues with business owners and politicians. a doctor. That, I think makes a lot of sense to a lot of people. The challenge is the federal government generally doesn’t like things like that.” Shannon Canard, the CEO of Landmark Hospital, sees things from a unique point of view because his hospital is exclusively designed to serve patients who need long-term acute care. If the new health care system does indeed mean more patients will be receiving care, Canard believes there will be an even greater need for facilities such as Landmark Hospital. “By Medicare, we have to have an overall expectation of 25 days or greater,” Canard said. “So we depend on the short-term acute care [facilities] to have referrals for patients that are just not going to get over their acute health care needs. They would transfer to us and continue their ventilators and room care. We can provide the same service of physicians and specialists. With the influx of patients that are going to be coming into the system, that helps the short-term acute cares admitting from the ER or surgery to open up beds. 28
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Sallie Houser-Hanfelder, the director of Harry S. Truman Memorial Veterans’ Hospital, is already working in a government health care system and thinks that the VA model is worth emulating. “We have patient-centered care teams that do primary care and that’s your entrance into our system,” she said. “I would love to be able to go to the VA because if I’m in my primary care team and my doc thinks I need to go to the cardiologist, we do the referral inhouse, but we’re the ones that keep that continuity of care going.” The VA system adopted electronic medical records years ago, and Houser-Hanfelder said there are many advantages to electronic medical records, which is one of the mandates of the Affordable Care Act. “If we’re on vacation in Myrtle Beach and something happens to my husband, who is a service-connected veteran, we can go down to the VA and they can pull up his records remotely. It also tells us if you’re trying to shop us with regard to drugs. Those are the
things that we really, as a community, need to do.”
Time And Money Houser-Hanfelder said that while the VA is exempt from much of what is happening with the Affordable Care Act, it is not exempt from budget issues created by uncompromising lawmakers. “Our biggest problem is connected to the budget issues, from the standpoint that our capital is held up. I’ve got a sterile processing center — I’ve had the drawings finished and they’re sitting in a contractor’s office. We’re just waiting for the go-ahead to get them awarded. We have a brand-new 16-bed ICU that is totally designed now, but is just sitting in the queue. The government’s just totally … I’ve never seen it this dysfunctional, in 28 years of federal service.” The roundtable discussion took place on Feb. 28, the eve of automatic budget cuts triggered by the sequester. Those cuts could mean a loss of as much as $2 million to Boone Hospital Center, according to Morrow. And that loss will be compounded when disproportionate share dollars disappear and the effect of the health care exchanges sets in. We have these exchanges being set up,” Wasden said, “and kind of the dynamic in health care is that Medicaid pays well below cost, Medicare pays a little below cost and then commercial insurers make up the difference. It’s been that way for decades. Anytime you get reduction or slow growth in governmental payers, the private sector makes it up in commercial insurance. Now we have these health care exchanges and the question is, nobody knows what the conversion rate is going to be. We have all these people subsidizing the care today and if they go into these exchanges and those exchange fee schedules are more at the Medicare level, you start losing that pool that was cross-subsidizing that lack of governmental funding. Maybe at the university we lose $7–$8 million dollars between sequestration and DSH; well, if the commercial business has a fairly large exodus into exchanges that are then into these schedules down at
ceo roundtable governmental payer rates, then you’re going to be talking about really struggling to provide services at the same level that you’re providing them now.” Adams says the belt-tightening may result in some significant changes for patients. “I think it’s going to be felt on an individual level, because call it whatever you want, denial of care or rationing of care, there’s not going to be enough dollars to go around. People are used to walking into my office and if they have a need, they can get an MRI today or tomorrow. That’s probably going to be limited somehow in the future because you’re going to go through increased regulatory channels. That’s what you see in other countries, where there is government control of the medicine — England, Canada and all. And I think they are outstanding in those systems if people have a cold and need to be seen today, but if they need a total hip they may go on a list that may be two or three years long. There’s 30 million more people coming into the system and they
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say it’s going to be revenue neutral? That math doesn’t work very well.” “There’s this old saying in health care that people want low cost, high quality and great access,” Wasden said, “and you can have any two, because no health system in the world has done all three well. I think that’s where we’re stuck right now. We’ve been very good at quality and access, but we’ve been awful on cost and we’ve just got to decide what we want.”
Another Time, Another Table Parry remarked that there was consensus at the CEO Roundtable that some reform in health care was necessary, but he asked,
“Were the right people at the table when health care reform was being discussed?” “I can tell you who wasn’t at the table,” Houser-Hanfelder said. “The Department of Veterans Affairs, which has the largest health care organization in the country. And we’re a very good example for seeing what goes well and what doesn’t go well.” “The AMA [American Medical Association] was there,” Adams said, “but the AMA today does not represent most physicians. Less than one out of eight physicians belong to the AMA.” Matt McCormick, the new president of the Columbia Chamber of Commerce who recently moved here from Texas,
Affordable Care Or Accountable Care? The guests at the CEO Roundtable used the terms Affordable Care Act and Accountable Care Act interchangeably. The formal title of the country’s new health care law is the Affordable Care Act, often referenced colloquially as Obamacare. An Accountable Care Organization is a group made up of physicians, hospitals and other care providers that delivers health services to patients.
said, “Well I know where I’m from in Texas, our congressman was an ob-gyn by trade. And that was one of his biggest complaints, along with any other doctor in our Congress, was that none of them were ever asked to advise on changing an industry that they work in.” “I suspect it had a lot more politicians than it did physicians,” Stannard said of the group outlining health care reform. “I do think that we as physicians can’t keep spending at the highest rate and then not do any better, if even as good, as other developed nations. So there’s clearly a mismatch there and we have to do a lot better job. I’m concerned about increased volume. Some of those increased volumes could be net losers each. We all think seeing more patients is a good thing, but some of these cuts could mean the exact opposite.” “We really don’t know totally what’s even in the bill,” Morrow said. “It created 106 new agencies and oversight committees. What does that mean over the next five years? That’s the unknown that could cripple the whole industry.” Stannard continued the sentiment. “And I think a lot of those health care dollars are going to shift to supporting regulatory agencies, rather than delivering to the patient more health care.”
Help Wanted Parry shifted the discussion to the perceived shortage of new physicians. Adams said the future of medicine, as far as attracting the best and brightest to the field, appears healthy. “I still think medical schools are loaded with smart, competent, caring kids, so I’m not worried about the medical schools,” Adams said. “We may need to expand them some, but the quality of the person that’s in it … I probably would have trouble getting in today. I think Mizzou has done a great job with turning out primary care people because they have an absolutely fabulous family practice department and internal medicine department. But that’s not what it is at every medical school. They try to help that with the scholarships; some kids are required to go into primary care based on their scholarships spring 2013
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ceo roundtable and such. I think that as society needs more primary care people, kids will respond to that and will move into that because everyone wants to go where they are needed.” Adams admits there’s still a draw to subspecialties, though, because those lucrative fields allow a new physician who is burdened with college debt to pay off his or her student loans sooner. “It’s called the R.O.A.D. to happiness,” Kennett said. “Radiology, ophthalmology, anesthesiology and dermatology. You’re $100,000 in debt and are you going to go out there and make $100,000 a year? The number of applicants hasn’t fallen off significantly, but the one thing that’s happened — and we’re not gender biased at all — 50 percent of medical students are now women but the average number of hours that a woman works after she gets out of medical school is significantly lower than a man because they start having children and their lifestyle changes. Just look here in our community. We’ve
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got lots of physicians’ wives who are also physicians, but they don’t work. So, there’s an issue there that I don’t think we can change.” “I think that there are definitely lifestyle issues,” Stannard said. “It’s a unique industry and I think that when we were trained, we were expected to take care of anyone regardless of their ability to pay, and were expected to do that any hour of any day, on weekends, nights and holidays. I do think that the newer generation is more conscious of lifestyle and a little less willing. Residents were called residents because they lived in the hospital. I think the newer generation, partly aided by the 80-hour workweek restrictions and other things that exist, just created a little less of a duty of obligation. There are still many that have it, so don’t get me wrong, but as a group there is a shift occurring.” The quality of life in Columbia is a great tool for attracting and keeping young doctors in the city. Adams described
Columbia as a medical mecca. “I don’t think most practices in Columbia have a terrible problem recruiting doctors to come. We focus more on quality to make sure we get the right doctor to come. It’s a very unique place with having a strong university system and strong private practice system; whatever someone wants that’s coming out of a residency program, I think they can find in Columbia, Mo.”
Let’s Get Together Parry concluded the discussion by asking the attendees about the potential for collaboration among competitors in the local health care industry. “I do think there are areas of collaboration that health care providers can have,” Wasden said. “So for example, in my prior life, there were four hospitals in Baton Rouge, and we got together and said, does it really make sense for all of us to have our own heart surgery team and OR and cath lab, and we’re all paying call, and we’re all doing this piece? Or should
Sallie Houser-Hanfelder (to the left of Shannon Canard and Dr. Mark Adams), explains that the Veterans Administration has been using electronic medical records successfully, and she sees many advantages in that Affordable Care Act mandate. we have one team and then we all buy that team as we have cases and they cover call for all four hospitals? And that, actually, was very successful. We have actually had a few conversations since I’ve been here. Are there partnership opportunities around certain service lines? We’ve explored some areas like that, none of which we are ready to announce today.” Houser-Hanfelder reminded the group that the VA hospital is also an important player in the community and a willing collaborator. “This is a great community and I think we are seeing some areas we can share in,” she said. “You get together and you pool the groups to bring in very specialized types of surgery. For one group to do it is a huge risk, but when you share, you share not only the successes but the risks involved in those types of procedures. That’s what I’m hoping we look further into. The whole environment today is going to force that.” spring 2013
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Good Medicine
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CEO Mitch Wasden Leads MU Health Care To New Frontiers by KATHY CASTEEL photos by L.G. PATTERSON
F
rom the time he walked through the doors of University Hospital, Mitch Wasden knew Columbia was going to be a pretty good gig. Arriving from Louisiana last summer as the new chief operating officer of University of Missouri Health Care, Wasden was a CEOin-waiting, preparing to take over when MU Health Care CEO Jim Ross retired at the end of the year. It was a move with a promising future — an intriguing job in an innovative health care system, great co-workers and friendly neighbors — and as a bonus, Wasden found even last summer’s withering midMissouri climate to be cooler than what he’d left in Cajun country. The kicker was his children’s assessment of their latest hometown. “We were here only two weeks when my kids announced they liked it here better than anywhere they had ever lived,” he says with a smile. “We love Columbia.”
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Wasden’s family has had plenty of opportunity to judge his choice of residential locales. The 43-year-old native Californian’s career has spanned the country — from Utah and New Mexico to Texas and Louisiana, Michigan and Washington, D.C. Wasden grew up in Solvang, a quaint Danish enclave with a robust tourism industry on California’s central coast. His father was a dentist — “Mom was CEO of our family,” he says — who worried that his children would become “California city kids” who didn’t know how to work hard. “He bought milk cows for us to milk before and after school,” Wasden recalls. “In the summer, he sent us to my grandparents in Utah to work their cattle ranch. Most of the summer was spent raising hay for the winter. It sounds like work, but it was pretty fun.”
Dr. Fogel at the National Archives in D.C. We were looking at Civil War veterans’ pension records to see what caused some vets to live longer than others, given their differences in education, nutrition, income, injuries, etc. … At its heart, the project was an epidemiological study, and as I continued working on it, I realized I was more interested in learning about the health of populations than I was history.” Wasden continued his education at the University of Michigan, where he earned a Master of Health Services Administration degree in 1996. He worked as a health care industry analyst for Henry Ford Health Systems in Detroit before moving on to Lovelace Health Systems in Albuquerque, where he rose to director of medical specialties in 1998. His next career move took him to Ochsner Health System in New Orleans, a network of hospitals and clinics across
“Our No. 1 challenge is health care reform. We are looking at how to design the health care of the future. We must redirect our efforts toward high-quality, more affordable care.” Those Utah summers had a lasting effect on Wasden; he headed back to the Beehive State to attend college at Brigham Young University, where he earned a bachelor’s degree in history. He met his wife, Sonja, in Utah as well, a reward of sorts for a brotherly mission of mercy. “My younger brother wanted to ask Sonja’s younger sister to a high school dance and asked me to take some balloons to their house,” Wasden says. “He drove me to their home and when I delivered the balloons, Sonja answered the door. We talked for about two hours while my brother waited in the car, and the rest is history.” His BYU studies included a thesis on the moral philosophy of Thomas Jefferson and a research assistantship with Robert Fogel, winner of the 1993 Nobel Prize for economics. “My liberal arts degree provided great training in taking large amounts of complex information and learning to synthesize it into a clear message,” he says. “Overall, the liberal arts teach good communications skills. My interest in health administration happened when I was serving as a research assistant for
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southern Louisiana. Wasden finetuned operations to improve financial performance, created employee reward and bonus programs to recognize customer service, developed a computerbased prescription refill process, created a physician compensation plan and oversaw clinic construction and expansion. He left Ochsner as vice president in 2002 to cofound Tympany Medical Inc., a medical device company in Houston that designs and manufactures digital technologies for the diagnosis and treatment of hearing loss. “Tympany grew from a paper business plan worth zero dollars to a $6 million company,” he says. “It was a good learning experience. We started the company in 2001; after 9/11, commitments fell off but we made payroll every time, although sometimes it was close.” Tympany revolutionized the audiology market, Wasden says, by offering automated diagnostic hearing tests without an audiology setup. The company filed more than 20 patents in three years, created a national sales force and negotiated a sales agreement with Medtronic, the world’s largest medical technology company. Wasden sold
Tympany to Sonic Innovations in 2005 as part of a planned exit strategy. The company has since been sold again and is now the diagnostic division of Ototronix. “We had a single product, and the conventional wisdom of startup entrepreneurship says that any time you have a single product you don’t go public,” he says. “You get acquired.” Pocketing his Tympany profit, Wasden returned to Ochsner, this time as CEO of the system’s Baton Rouge region, where he was responsible for the combined operation of Ochsner Medical Center and a multispecialty physician group, generating $260 million in annual net revenue. In his first three years, Wasden took the facility from unprofitable to profitable, reduced employee turnover from 40 percent to 15 percent, improved hospital quality (complications and mortality) from the city’s worst to best, and increased patient satisfaction from the 10th to 70th percentile. In 2011, Consumer Reports awarded Ochsner Medical Center three stars for cardiac care, the magazine’s highest rating. While running Ochsner’s Baton Rouge operation, Wasden earned his doctorate in human and organizational learning at George Washington University in 2010. Wasden pursued innovation in Baton Rouge. He oversaw the construction of Louisiana’s first free-standing emergency department and launched a patient portal, one of the first in the nation to allow patients to schedule and cancel appointments online, view lab results, pay bills and send messages to their health care provider. He rolled out Ochsner’s clinical integration network/accountable care organization strategy, and served as executive sponsor and innovation faculty of Ochsner Leadership Institute, the system’s Lean/Six Sigma training program developed in partnership with GE.
To the north, the administration of MU Health Care in Columbia underwent reorganization in 2012 when the chief nurse executive/chief operating officer job was split into two positions. “When the COO position came open in Columbia, it seemed like it would be a good fit for me professionally, given some of the innovative work MU is doing here around population health,” Wasden says,
+ MU Health Care System + Children’s Hospital Ellis Fischel Cancer Center Missouri Orthopaedic Institute Missouri Psychiatric Center Missouri Rehabilitation Center (Mount Vernon) University Hospital Women’s and Children’s Hospital University Clinics University Physicians Health care partners include Harry S. Truman Memorial Veterans’ Hospital and Rusk Rehabilitation Center in Columbia, Capital Region Medical Center in Jefferson City and Fort Leonard Wood Army Hospital, plus a network of nine other hospitals in Boonville, Fulton, Macon, Memphis, Milan, Moberly, Richland, Unionville and Windsor.
citing a $13 million innovation grant from the federal Centers for Medicare & Medicaid Services to create a patientcentered health information tracking system, and MU’s partnership with Cerner through the Tiger Institute for Health Innovation. “I had heard good things about the community and about MU Health Care.” Less than two months after Wasden’s arrival in Columbia, MU Health Care CEO Jim Ross announced his plans to retire at the end of 2012. “I got the call when I was in Rome with my daughter for her senior trip,” Wasden says. “It was very unexpected.” With Ross’ retirement announcement came the promotion of Wasden to CEO, effective Jan. 1. He would have four
months to work alongside Ross, as he readied himself to lead the largest health care system of his career. “I am very aware that I have some big shoes to fill,” he says of Ross, whom he calls “the ultimate professional.” Ross’ nine years at MU Health Care yielded multiple milestones for the $1.2 billion health care system as it expanded its reach by creating the state’s only women’s and children’s hospital, building Missouri Orthopaedic Institute, opening Missouri Psychiatric Center and constructing a new Ellis Fischel Cancer Center in the patient tower adjacent to University Hospital. The American College of Surgeons certified the hospital’s Level I trauma center, and a partnership with Cerner Corp. led to the formation of the
Tiger Institute for Health Innovation. The system has reaped such honors as U.S. News & World Report naming University Hospital one of two top hospitals in Missouri and the granting of “Most Wired” hospital status by Hospitals and Health Networks magazine. In 2011, the health system won a Missouri Quality Award for performance excellence. “From day one, Jim spent countless hours giving me the background on issues and making sure I was informed,” Wasden says. “I never had any doubt he was first and foremost interested in my success.” The transition was seamless, say members of his management team. “Mitch has assumed the leadership role without missing a beat,” says Joanne Burns, MU Health Care chief information officer and executive director of Tiger Institute. “He has created an environment of trust. This environment allows us as an organization to meet the demands and challenges of the changing landscape of health care.” Wasden’s training time ended with 2012. He began the new year with a new job and a new agenda. As CEO/COO, he is tasked with piloting the vast MU Health Care system through the uncertainties of a stagnant economy, technological revolution and legal mandates. Provisions of the Affordable Care Act kick in this year, presenting an opportunity to redefine the American health care delivery model.
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“Our No. 1 challenge is health care reform,” Wasden says. “We are looking at how to design the health care of the future. We must redirect our efforts toward high-quality, more affordable care.” It’s a redesign project born not out of survival mode, he says, but out of a quest for excellence in the health care system. “Mitch is very focused on progress and innovation,” notes Deborah Pasch, executive director of University Hospital. “He encourages people to be creative and innovative in our approach to care and the future. He has asked many groups (in answer to their questions about how to proceed on something), ‘How would you design it for excellence?’ ”
Innovation and excellence are the standards Wasden uses to assess the system as he moves to put his stamp on MU Health Care. “The brand is strong,” he says with confidence. “And it will only get stronger.” He points to continued growth of the health system’s most successful initiatives. The $203 million patient
care tower opens March 25 as an addition to University Hospital. The seven-story, 310,500-square-foot facility features 90 private patient rooms equipped with “smart room” technology, six state-of-the-art operating rooms, three “green” roofs and a healing garden. More than one-fourth of the tower’s construction costs — $52 million — were spent on Ellis Fischel Cancer Center, which occupies the first two floors of the facility, relocating the cancer center to the central medical campus from its old home on the Business Loop. The building at 115 Business Loop 70 W. will be repurposed to office space, Wasden says. The makeover of Ellis Fischel follows the revamping of two other facilities MU Health Care has taken over for the state — Missouri Rehabilitation Center in Mount Vernon and Missouri Psychiatric Center in Columbia (formerly MidMissouri Mental Health Center). “We’ve done a good job with them,” Wasden says. The popularity of Women’s and Children’s Hospital and Missouri Orthopaedic Institute has exceeded
Photo Courtesy of University of Missouri Health Care
Nurse Victoria Paalhar places a stethoscope on a patient at Landmark Hospital so that University of Missouri Health Care physician Joe Sohal can listen to the patient’s heart through a telehealth robot. The pilot program at Landmark has worked so well that MU Health Care plans to expand it to several facilities around the state as a way to offer improved access to health care.
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expectations, Wasden says, setting up both facilities for expansion. “There are times when the neonatal intensive care unit is at capacity at Women’s and Children’s Hospital,” he says. “And Missouri Orthopaedic Institute became a 24-hour facility almost immediately after opening in 2010.” Bond issues finance MU Health Care’s expansion and construction plans, Wasden notes, adding that the bonds are repaid through the system’s operation revenue.
Bricks-and-mortar construction isn’t the only avenue Wasden is pursuing in his quest to offer affordable access to MU Health Care. He plans to expand operations with partner hospitals Capital Region Medical Center in Jefferson City and Cooper County Memorial Hospital in Boonville. Cutting-edge technology presents additional, unique opportunities to extend the system’s reach beyond mere geographic boundaries, he says. “Telemedicine offers many opportunities for access — for doctors as well as patients,” he says. “We’re looking to increase our outreach through Missouri Telehealth Network, where we can deliver services to underserved areas of the state.” MTN provides consultation access through live-interactive videoconferencing, remote monitoring and store-and-forward imaging, as well as collaboration, continuing education, training and meetings. “We’ll be increasing our telemedicine services this year,” Wasden says. “Right now, we’re cataloging needs to determine what kind of call coverage our colleagues need, and what kind of services they’re interested in. The expansion to other hospitals should be up and running by the end of 2013.” The success of another foray into telemedicine will mean the expansion of MU Health Care’s “telehealth robot” program. A pilot study at Landmark Hospital, where a remote-controlled robot sports a screen with the face of the consulting physician for in-room care, has reported good results in the long-term acute-care facility. “The robot serves as the doctor’s eyes and ears,” Wasden says. “There’s no limit to what we can cover. We’re targeting
+ CoMo
Comforts
MU Health Care CEO Mitch Wasden says Columbia is a different world from Baton Rouge, La. “My first impression in July was that Columbia was much colder than Baton Rouge,” he says. “We found that it was very easy to make friends here and the city has everything we want with much less traffic than Baton Rouge.” Wasden and his wife, Sonja, have settled into Columbia life with their teenage sons — 16-year-old Alexander attends Rock Bridge High School and 13-year-old Lincoln is a Gentry Middle School student. Daughter Rachael, 18, is a freshman at Brigham Young University’s Idaho campus. For fun, Wasden enjoys the outdoors, college football and reading, especially books on the emerging field of applying neuroscience to leadership studies. But his passion is film. “I’m a movie buff and amateur critic,” he says. “I primarily enjoy watching movies so I can dissect them and figure out what could have made the storyline better or how characters could have been developed more. It’s basically a family discussion after every movie.”
eight to 10 facilities where we’ll have robots in by the end of the year. It’s another technology that affords access to health care.”
University Hospital has operated profitably for the last decade, a record Wasden hopes to continue in the face of projected revenue losses triggered by the 2010 Affordable Care Act if the state does not expand its Medicaid coverage. Federal health care law requires Americans to acquire health insurance next year through employers or individual policies for those who work for exempt small businesses; states must cover families and
individuals in the lowest income brackets through expansion of Medicaid coverage — in Missouri that amounts to about 300,000 people. States that expand their Medicaid programs will receive federal reimbursement for those additional costs for three years. State legislators’ refusal to expand Medicaid coverage in Missouri could cost MU Health Care nearly $6 million a year in lost reimbursement for uncompensated care, says Hal Williamson, University of Missouri vice chancellor for health sciences. Statewide, Missouri hospitals estimate losses of $4 billion. “Through the Affordable Care Act, hospitals and health systems like ours will experience significant payment cuts from Medicare and Medicaid,” Williamson noted during a campus visit by Gov. Jay Nixon in February to drum up support for Medicaid expansion. The cuts include abolishing funds known as disproportionate share, or DSH, payments designed to help offset the costs of caring for uninsured patients. “We would try to continue to treat large numbers of uninsured patients with no additional funding to offset those costs,” Williamson added. “To give you an idea of the size of those costs — in fiscal year 2012, our hospital provided about $33 million in uncompensated care.” Opponents of Medicaid expansion base their efforts on distrust of the promised federal payment amounts and fear of paying for an unfunded mandate after the act’s three-year reimbursement period ends. For Wasden, it’s a matter of economics. The premise of the Affordable Care Act calls for everyone to be insured — either privately or through Medicare and Medicaid — which would negate the need for disproportionate share reimbursement, he says. “With everyone insured, we don’t need DSH payments. Employers who choose not to offer insurance will pay a penalty to the federal government, which will redistribute that money to states to help fund Medicaid expansion. But if Missouri doesn’t expand Medicaid, we won’t get any of that money, even though we’ll continue to care for the uninsured. Missouri money will be leaving the state and going to reimburse other states that do expand their Medicaid program.” Both Williamson and Wasden estimate Missouri will lose out on $8 billion in
federal reimbursement funds through 2020. The Missouri Hospital Association estimates Medicaid expansion will bring more money into the state than the cost of expanding the program. “With or without Medicaid expansion, we’re still a ‘safety net’ health care system,” Wasden says. “We’ll still be treating those uninsured patients who show up in our emergency rooms, but we won’t be compensated. Health care has always been pushed to be efficient — you’re doing very well if you make a couple percent margin. Smaller facilities in rural areas may struggle. They can only cut so far, and then they consolidate. They’ll send us the patients they can’t afford to treat.” MU Health Care is drafting contingency plans to deal with financial loss should Medicaid expansion die in the Missouri General Assembly. Chief Planning Officer Jeri Doty is optimistic, as she notes, “Mitch is positioning us to be on a successful course for post-reform health care.” “You plan for the best outcome,” Wasden says, “and prepare for the worst.”
Wasden’s plans call for installing efficiencies in the running of the hospital organization, and a closer working arrangement with the university’s medical school. “We’re looking at changes that will allow us to function as one organization,” he says. He defines his leadership style as transparent and approachable. “I try to give people general direction, then empower them to do it,” he says. “And I always follow up.” Doty calls Wasden “participative and inclusive. He has a calming influence and delightful sense of humor.” His style creates a sense of teamwork, says the Tiger Institute’s Joanne Burns. “He identifies goals for the organization and takes the time to educate the employees, leaders, caregivers and all involved as to the importance of achieving the goals. He then empowers us to execute against plans we develop and holds us accountable for the outcomes.” Great teams are comprised of great people, Wasden says. “I work with great people; we’re a close-knit team. It’s a lot of hours, but we’re working on exciting stuff, going in the right direction and not spinning our wheels.”
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taking it to the top A Q&A With The Two Men Seeking Columbia’s Highest Office
It’s that time again — the spring campaign season is in full swing as Columbia voters prepare to make their choices in April for three open seats on the City Council. At the top of the ballot is the mayor’s race, the only at-large seat on the council. This year, incumbent Mayor Bob McDavid faces a
by KATHY CASTEEL photos by L.G. PATTERSON
challenge from Sid Sullivan, one of the five opponents he defeated to win his first term in 2010. Here’s a look at the two mayoral candidates and a sampling of their views on important local business issues.
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→bob mcdavid Mayor Bob McDavid, a 66-year-old retired physician, has lived in Columbia for 46 years.
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orn in Ironton, McDavid grew up in DeSoto. He is a graduate of the University of Missouri School of Medicine; he practiced obstetrics and gynecology here for 27 years and was a consultant to the Missouri Board of Healing Arts. / Elected from a field of six contenders in 2010, McDavid has served as mayor of Columbia for the past three years. Before election to his current office, he served on the Boone Hospital Center Board of Trustees for 12 years and was chairman for two years. / McDavid and his wife, Suzanne, live in the 3rd Ward. They have two grown children, Kim and Scott, and three grandchildren.
what are your top three priorities for the city of columbia? Local government is complex and operates as many different organizations with many different missions. The citizens of Columbia defined core government priorities in a 2011 citywide survey. Citizens listed the top three priorities as: › Infrastructure — particularly roads and streets › Public safety and crime prevention › Economic development
columbia has several economic development tools at its disposal to
attract and maintain businesses here. do you think the city should wield those tools to bring in new business to the area, or use them to focus on homegrown startups and retention or expansion of existing businesses? which, if any, economic development tools are you willing to use? Economic development requires exploiting our community’s assets. The University of Missouri and our colleges represent Columbia’s core economic future. City government should maximize the university’s ability to succeed. Creating a safe community with a stable infrastructure allows our educational institutions to recruit prospective students. The goods and
services needed by students and faculty drive 40 percent of Columbia’s economy. The next derivative is the “spinoff ” effect from university faculty. Collaboration through the Missouri Innovation Center and Regional Economic Development Inc. allows city officials to help stimulate local entrepreneurial activity. Beyond Meat is a prime example of this cooperation. Beyond Meat was created through University of Missouri research. University policy enabled REDI officials to successfully place this entity in Columbia. Beyond Meat will eventually provide 200 manufacturing jobs. Columbia has a head start on hosting this enterprise, all because of the University of Missouri’s presence in Columbia. The last derivative in the city/ university partnership is Columbia’s relationship with graduating students. Among the 7,000 annual graduates are highly talented, energetic, creative men and women who will prosper. The better sense of “place” this city can provide, the more these future entrepreneurs will choose to stay in Columbia and flourish. Veterans United Home Loans is a classic example. Drawing enterprises to our area — as well as retaining existing businesses — requires overt recruitment, needsanalysis and marketing. Judicious incentives, such as those used in the successful recruitment of IBM, are necessary.
columbia’s airport is widely regarded as less than adequate for this area’s business needs. air service has undergone some changes in the past six months, and more changes appear to be on the horizon. what is your standard for a successful airport operation in this city? do you have a plan — and a timetable — to achieve that goal? sprIng 2013
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Air service in a market our size is fragile. There is little margin between Topeka, Kan., with no commercial air service, and Bloomington, Ill., with a robust flight schedule. Consultant Michael Boyd believes that the smallest 100 of the nation’s 450 airports will lose all commercial air service by 2020. Columbia Regional Airport is in that smallest 100. Analysis of the success of Manhattan, Kan., and Bloomington, Ill., led to the “40 in 2020” initiative. This is an aggressive plan to have 40 percent of mid-Missouri fliers depart from Columbia Regional Airport by the year 2020. A 40 percent market share mimics Bloomington’s market share and would require 400 daily passengers now and nearly 500 daily passengers by 2020. The “40 in 2020” initiative has been a multiparty, multijurisdictional collaboration that has accomplished the following: › Created a $3 million revenue guarantee resulting in the recruitment of American Airlines. Daily air service to Dallas/Fort Worth and Chicago O’Hare is the result of this effort. We brought Boone County, Jefferson City, Cole County and the University of Missouri, as well as a large group from the private sector, into our consortium. The broad base of this recruitment effort was well-noticed by our airline partners. Our focus is now on the success of our partner, American Airlines. It is imperative that more flights be added. Manhattan, Kan., (which is 60 percent of the size of our metropolitan area) currently has three daily flights to Chicago as well as three daily flights to DFW. The loss of Delta service to Atlanta — as well as Frontier Airlines ceasing its leisure airline initiative — validates the need for mid-Missouri to aggressively pursue air service. Failure would result in the loss of all commercial air service.
› Initiated multiparty marketing. Assuring the success of American Airlines will require substantial marketing throughout mid-Missouri. Our partnership with Zimmer Radio has resulted in a generous in-kind contribution in radio marketing. › Started air terminal assessment. Columbia Regional Airport’s terminal is inadequate, held together with doublewide trailers. After we assure stable future air service, we must move to build a new terminal with a minimum of three gates with Jetways and seating for 300. This will require local revenue and federal dollars. This effort has started. › Reviewed airport governance. Currently Columbia Regional Airport is owned, operated and subsidized by a city of Columbia transportation sales tax. Because the airport is a regional economic asset, we will review options to widen governance and input. Given Columbia’s economic strength, it is unlikely that substantial funding will come from other communities. However, more broad-based representation may lead to a wider market for Regional Airport.
The city has witnessed an explosion of student housing construction in the downtown area recently. This demographic shift poses challenges and opportunities for current residents and businesses in central Columbia. What’s your take on this building boom and the changes it brings to the downtown landscape?
No one in 2000 predicted 11,000 more university students in the ensuing 12 years. The University of Missouri has been enormously successful in recruiting and retaining talented college students. These students’ housing needs have been met by the private sector through the construction of large apartment complexes along Old 63 and Grindstone Parkway. Brookside contact has built apartments in Columbia’s Bob McDavid downtown. Other participants appear to be ready to enter the Website: www.McDavidForColumbia.com market. facebook: McDavidForColumbia Some citizens are uncomfortable email: McDavidForColumbia@gmail.com with students living downtown. In phone: 573-474-4416
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my view, we should set policies that place future student housing development adjacent to the University of Missouri. Housing on the periphery should be discouraged. This should be addressed by requiring a transportation plan by apartment developers. Walking, biking, and mass transit are acceptable choices for transportation to campus. Driving cars down Rock Quarry Road is not.
“Economic development requires exploiting our community’s assets.” The C-2 zoning debate over dense commercial property in the downtown area brings up several issues that have beset city planning discussions — historic preservation, infill development, building height limits, property line setback restrictions and parking shortages. How would you balance private property rights with public interest in the course of revitalizing the central city? Land use regulation, particularly zoning, balances the rights of individuals to use their property as they see fit against the rights of others to avoid intrusion. C-2 zoning has served Columbia reasonably well. Columbia is blessed with a dynamic, vibrant, active downtown that other communities envy. Recent concerns have arisen over potential downtown high rises and the growth of downtown residences, particularly those that serve students. It is prudent to periodically review land-use regulations. We must consider that changes in height limits, parking requirements and setback demands can have unexpected impact on our thriving downtown. “Smart growth” principles should apply as we consider the future of Columbia’s downtown.
is columbia a safe place to live and do business? what measures should the city take to ensure the safety of its residents and visitors? Public safety is a core and prime function of local government. I have met many of the highly trained, hardworking police officers in Columbia. I respect their commitment and thank them for making this a safe community. The Anderson Report, a third-party consultant analysis released a year ago, criticized administrative culture at Columbia Police Department. Columbia’s city manager is engaged in a 14-step road map to improve the administrative culture of the CPD. I have told the city manager that my expectations are: › Improve citizen satisfaction scores with Cpd. The 2011 survey showed citizen satisfaction scores below the regional and national average. Citizens must have confidence in and respect for CPD. This responsibility lies through the entire organization, from the city manager down through each officer. › Improve employee engagement scores. Recent scores have been low. Improving employee morale is an essential responsibility of the entire organization. › Reduce violent crime. Columbia’s violent crime rate is 40 percent lower than it was 20 years ago. The city saw an uptick, however, between 2009 and 2011. The 2012 numbers reflect a return to a downtrend. Columbia’s violent crime rate of 4.05 crimes per 1,000 citizens may reflect favorably with comparable communities, but it is still too high.
what qualities do you bring to the office of mayor of columbia? My record shows experience in the use of analysis and consensus building to solve problems and create a positive vision. Columbia has a huge number of talented, engaged, creative and innovative citizens. I plan to continue to channel that positive energy to move Columbia forward.
→SID SULLIVAN Sid Sullivan, 69, is a retired sales and marketing manager for Roche Diagnostics Corp., a division of HoffmannLa Roche. He has lived in Columbia for 11 years.
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ullivan grew up in Birmingham, Mich., a Detroit suburb. He earned his bachelor’s degree in philosophy at Loyola University in Chicago, a master’s degree in sociology from The New School for Social Research in New York City, and an MBA in finance from DePaul University in Chicago. He also completed urban planning studies with Max Anderson Associates. / Sullivan’s public service experience includes a stint as an aide in the office of U.S. Sen. Jacob Javits (R-N.Y.); he also worked with the Circuit Court of Cook County, Ill., and the Social Service Department serving specialized courts for the Illinois Department of Corrections. / As result of citywide redistricting, Sullivan is now a 4th Ward resident. He and his wife, Joan, have two adult children, Kelly and David, and two grandchildren.
what are your top three priorities for the city of columbia? My vision is to make Columbia a city that works for all our residents. Toward that end, my three top priorities are: › Prepare the City Council to formulate public policy in such areas as economic development, land use, streets, community facilities, law enforcement, governance and emergency assistance. Policies go beyond ordinances and codes; they explain the “why” behind the ordinances and city codes, and guide the city manager in directing city staff and
department heads with interpretation of city ordinances. Properly updated policies inform the public and other public agencies (school district, county, university, etc.) of the city’s intended direction. Policies also give guidance to the City Council for any future decisions, ordinances and codes. › To form an advisory committee to the mayor on job creation for our current residents. › To find a way to finance our growing infrastructure costs as needs over the next five years will nearly quadruple in cost: from $7 million to $27 million.
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Columbia has several economic development tools at its disposal to attract and maintain businesses here. Do you think the city should wield those tools to bring in new business to the area, or use them to focus on homegrown startups and retention or expansion of existing businesses? Which, if any, economic development tools are you willing to use? The primary focus of our economic tools has to be on the retention and expansion of existing businesses, including homegrown startups. We need to protect our manufacturing sector. The city and surroundings offer many amenities that attract outside businesses to the area and Columbia has much to offer by way of education, job training and financing, as well as cultural events, restaurants, parks and trails for incoming employees. The three major classes of business in Columbia — finance/insurance, health care and education — are doing quite well without any local economic development tools, and
they provide a foundation for businesses to locate here. Health care would substantially grow our economy and benefit the entire community if we could concentrate our efforts to expand Medicaid. I have some experience with tax increment financing and have seen successful development for industrial and business parks, affordable housing, traffic circulation and other capital improvements as part of a well-planned redevelopment area. This type of financing could have been a great resource for business development had not the city shown a preference for student housing over affordable housing. The loss of public confidence in the City Council and the city administration was further exacerbated by the disregard for meaningful public input when it rushed the original Enhanced Enterprise Zone by resolution. There are other examples. Until public trust can be restored, the City Council can expect significant citizen pushback for any blight-based financing. We must restore the trust in our government.
Council Cohorts The mayor’s race is not the only contest for the Columbia City Council this spring. Seats in the 3rd and 4th wards are up for grabs, and an opening for 5th Ward representative was recently filled by special election. Laura Nauser, who represented the 5th Ward from 2005 to 2011, returned to the council after her Feb. 5 victory over Tootie Burns and Mark Jones. The special election was called to fill out the term of former council member Helen Anthony, who resigned her 5th Ward seat to move to Providence, R.I. Nauser’s term will run until April 2014. The 3rd Ward race pits Councilman Gary Kespohl against former Councilman Karl Skala in a rematch of their 2010 campaign. In the 4th Ward, Councilman Daryl Dudley faces challengers Ian Thomas and Bill Weitkemper. The seats of incumbents Fred Schmidt (1st Ward), Michael Trapp (2nd Ward) and Barbara Hoppe (6th Ward) are not up for election this year.
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I do not see the use of Enhanced Enterprise Zones as a tool for economic development in Columbia. They require certain levels of poverty and blight such as inadequate street layout, obsolete platting, unsanitary and unsafe conditions and deteriorating site improvements. While a case can be made for both of these conditions, the EEZ provides no amelioration of any of these underlying conditions. EEZs can be effective in small towns where the economy is depressed and a new industry would bring new jobs to the town so workers would have the financial resources to restore and maintain the existing housing stock and build up the local economy. However, the EEZ statute, far from helping communities, now places them at a competitive disadvantage by creating bidding wars that tax local resources and favor benefits to new business over the existing needs of our city. I have seen no evidence that this type of incentive benefits the community as a whole.
Columbia’s airport is widely regarded as less than adequate for this area’s business needs. Air service has undergone some changes in the past six months, and more changes appear to be on the horizon. What is your standard for a successful airport operation in this city? Do you have a plan — and a timetable — to achieve that goal? I agree the Columbia Regional Airport is less than adequate for our business travelers. But we have to be careful that our enthusiasm to improve conditions does not overshadow our responsibility for due diligence. We all saw what happened with the Moberly Mamtek project. The political will to improve the local economy overshadowed due diligence. The $3 million guarantee to an airline is only a down payment of what is needed. Capital improvements to the front sidewalk, the counter, the runway expansion, parking expansion, etc., total more than $50 million over the next five years. Columbia will be responsible
for more than $40 million of this. The concern is how we finance these capital improvements in a risky and competitive airline environment. If the benchmark for cities competing for air service becomes 400,000 passengers per year in five years, the city needs to assess its risk in meeting that benchmark and deciding our level of investment. A steady and reliable revenue stream is needed to float bonds for these capital improvements. I welcome a datadriven plan that satisfies these concerns.
“The primary focus of our economic tools has to be on the retention and expansion of existing businesses, including homegrown startups.”
The city has witnessed an explosion of student housing construction in the downtown area recently. This demographic shift poses challenges and opportunities for current residents and businesses in central Columbia. What’s your take on this building boom and the changes it brings to the downtown landscape? The student housing need is a problem created by the university, which so far has accepted very little ownership of the problem. The city administration and the City Council needed to pay more attention to the changing environment caused by increased university enrollment. Signs of student housing needs have been evident for the past several years with the student housing complexes along Grindstone Parkway and additional development along Nifong Boulevard and the Stadium Boulevard/U.S. 63 interchange. The building boom should have been a surprise to no one. The City Council needs data for the policy decision that is required. A landuse study to include housing needs for students and affordable housing needs, a traffic circulation study and a parking study would provide the basic information
for a decision. For the most part, student housing is a unique, single-use type of housing. It can overpopulate an area with young adults, permanently changing the ambience of central city neighborhoods and the central business district. It adds to traffic and parking problems while capturing land currently in use for affordable housing.
The C-2 zoning debate over dense commercial property in the downtown area brings up several issues that have beset city planning discussions — historic preservation, infill development, building height limits, property line setback restrictions and parking shortages. How would you balance private property rights with public interest in the course of revitalizing the central city? The debate over C-2 zoning is all about the central business district and the expectations of various interested parties. The CBD is also the focal point that has attracted many, including students, to live and remain in Columbia. There is a mix of commerce, public buildings, restaurants, professional offices, banks, theaters and boutique shops. All these would benefit from increased density and the property owners would welcome it. The problem of large-scale development in the CBD, especially for student housing, is the loss of the character that has attracted many to Columbia. Citizen involvement in the review of the Sasaki Plan and the H3 Studio Charrette Report over the past several years for an area of mixed use has created an expectation that the CBD would be for all the residents of Columbia. Property rights are limited by the zoning code and the building code. In this case, the C-2 zoning ordinance is inadequate for large-scale development in the CBD; traffic circulation, land-use requirements and parking issues are all at stake. The lack of policy for the central city has created uncertainty for everyone. There is no doubt the council and the various commissions will devote the next several months to resolving these issues, including some revision to the C-2 zoning
ordinance. It is important the city gets this decision right, for it will affect Columbia for the next 50 years.
Is Columbia a safe place to live and do business? What measures should the city take to ensure the safety of its residents and visitors? Columbia is a safe place to live and do business. We no longer consider our city as a Mayberry. But no city our size does. Our crime statistics are in accordance with those of Missouri cities of higher and lower populations. We should not exaggerate our crime rate for political advantage. It only hurts the city as a desirable place to live and work. We have the best police force the city is willing to fund. Chief Ken Burton is doing the job he was hired to perform. He has made the most efficient use of police patrols using crime data to deploy officers where they are most needed.
What qualities do you bring to the office of mayor of Columbia? I bring a unique set of professional work experience and education related to city government. I have worked in public policy development at the federal level for job development with the late U.S. Sen. Jacob Javits. I have worked in criminal justice with the Circuit Court of Cook County (Chicago) and as a past president of the Illinois Academy of Criminology. I understand police work. I hold an MBA degree in finance and am retired from corporate America after 14 years with experience in business. I understand business needs. I have studied urban planning under a master planner and have published several articles in the Columbia Business Times and the Columbia Missourian on planning and government in Columbia and Boone County.
contact sid sullivan Website: www.SidSullivan.com facebook: Sid-Sullivan-for-Mayor twitter: @sidsullivan email: SullivanForMayor@gmail.com phone: 573-234-2374 spring 2013
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The CEO’s Guide To
Small-Business Insurance by KATHY CASTEEL illustrations by kate moore
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Business magnate Warren Buffett has a saying about risk: “In THe busIness WoRld, THe ReaRVIeW mIRRoR Is alWaYs CleaReR THan THe WIndsHIeld.” It’s true that moving along an unclear path may be risky, but businesses cannot progress unless they move forward, despite the hazards in the road. Risk is the possibility that something good or bad is likely to happen. Dealing with risk is a continuous, proactive process; it requires a plan. To come up with a plan, you must have a clear idea of the risks that threaten your business.
➞ Since crystal balls are not in the standard business plan toolbox,
It’s A Five-Step Process: 1. Identify potential threats to your business 2. assess the vulnerability of assets 3. determine the likelihood of risks 4. Identify ways to reduce those risks 5. set priorities for risk reduction
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risk management can be a gamble that most small businesses cannot afford on their own. The most common strategy is to transfer the risk to another party by purchasing insurance. Business insurance products are designed to protect companies, commercial institutions and professional organizations by reimbursing them for loss or damage to their possessions and sheltering them from legal liability caused by injury to other people or damage to the property of others. Policies run the gamut from basic protection for property, general liability and workers’ compensation to industry-specific insurance. Protecting your business depends on the amount of insurance you can afford and the degree of risk you’re willing to assume. Here are some insurance options to consider for a small business.
{ BASIC pROTECTION }
tart with a standard property and casualty policy that covers the business’s building, property and contents against damage or theft. Coverage could include buildings and other structures (owned or leased); furniture and supplies; owned or leased equipment; inventory; records of accounts receivable; improvements to the premises; machinery and boilers; data-processing equipment and media (including computers); valuable papers, books and documents; satellite dishes, signs, fences and other outdoor property not attached to a building; and intangible property (good will, trademarks, etc.). First, take inventory of all business property and determine its value. Decide which property is worth insuring. Check the inventory list against what is included in the basic business property policy and make sure assets are covered for the correct amount. Not all property may be included in a standard commercial policy; you may have to add coverage by endorsement or rider, or purchase additional separate policies tailored to your business’s needs. Additional policies could include: ➞ breakdown coverage: Once called “boiler and machinery insurance,” this type of policy provides coverage against the sudden and accidental breakdown of boilers, machinery or equipment, including computer systems and telephones/communication systems. Coverage usually includes reimbursement for property damage and business interruption losses. 48
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➞ bUilders risk coverage: Covers buildings in the course of construction for either value at time of loss or full value at completion. ➞ debris reMoval coverage: Covers the cost of removing debris after damage from fire or other covered peril that requires debris removal before reconstruction can begin. This is not usually included in
fire insurance; it may be added as an endorsement. ➞ glass coverage: Provides coverage for glass breakage such as store windows and plate glass on office fronts. ➞ inland Marine insUrance: Primarily covers property in transit such as from warehouse to warehouse or warehouse to retail store,
as well as other people’s property left on business premises (for example, clothes left at a dry-cleaning business or an employee’s personal effects left in the company locker room). Despite the word “marine,” inland marine coverage is for property on land; it is an outgrowth of historic ocean marine insurance, which held the transporter responsible for property loss during a voyage.
{ assessing risk } “To win, you have to risk loss.” — Olympic champion skier Jean-Claude Killy
COMMERCIAL AUTO/FLEET INSURANCE Insure motorized vehicles used in the business. Most states require automobile liability insurance to cover medical expenses for injuries and property damage to other people as a result of an accident caused by the insured’s negligence. Both personal and commercial auto insurance policies provide similar coverage, although commercial auto insurance is typically two to three times more expensive than personal auto insurance and has higher liability limits. Commercial policies also may offer additional coverage for nonowned vehicles, if employees drive their personal cars for company business or travel for the business in rental cars. Additionally, business interruption coverage can reimburse business owners for income lost while an employee is recovering from an accident. For vehicles owned or leased by a business, the business’s name should be listed on the policy as the principal insured. Employees who operate a company car should have good driving records and be trained properly. Don’t assume that your personal auto insurance or personal umbrella liability policy will cover your business risks; business-related liability is often excluded from personal policies.
{ liability } A standard business owner’s policy provides liability coverage; commercial general liability insurance is also available. Liability insurance covers the business owner’s risk when held responsible for another’s claims of bodily injury, property damage, personal injury (including slander and libel) or injury from false or misleading advertising. Coverage also includes medical expenses of nonemployees injured at the business or as a direct result of the operations of the business. General liability insurance does not cover all liability risks. Additional liability policies include: ➞ Umbrella Liability: Extends liability protection beyond the limits of a basic business policy. Umbrella policy coverage limits typically range between $1 million and $5 million and are most appropriate for business owners with large assets or those vulnerable to lawsuits.
➞ Employment Practices Liability: Covers claims from sexual harassment, wrongful termination of employees, failure to employ or promote, or race and gender lawsuits. The policy also pays for legal costs associated with a company’s defense of a lawsuit related to employment practices.
➞ Product Liability: Protection can range from damages to customers for losses or injuries caused by a product defect or malfunction, defective design or the failure to warn. Coverage can also include product recalls.
➞ Professional Liability Insurance: Also known as “errors and omissions insurance,” this kind of liability policy covers wrongful practices by professional service providers such as health care providers, attorneys and consultants.
Coverage includes errors or failure to provide a service. Malpractice insurance is a specific type of professional liability policy that protects physicians and other licensed professionals from liability risks associated with claims of bodily injury, medical expenses and property damage; the policy also covers the cost of defending lawsuits related to such claims. ➞ Internet Business Insurance: Covers Web-based businesses for damages caused by computer hackers and viruses.
Do Your Homework Check out insurance carriers before you purchase insurance for your business. The Center for Insurance Policy and Research offers tools on its Consumer Information Source website to access key information about insurance companies, including closed insurance complaints, licensing information and financial data. Find out more at https://eapps.naic.org/cis.
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{ prioritizing risk }
“You got to know when to hold ’em, know when to fold ’em, know when to walk away and know when to run.” — “The Gambler,” by songwriter Don Schlitz
{ business interruption } Business interruption/continuation insurance replaces income and pays for expenses that continue to accumulate as a result of a covered loss. The policy provides salaries, taxes, rents and other expenses, plus net profits that would have been earned during the period of interruption. Insurance for loss of lease income covers the loss of income when rental property is damaged or destroyed and the loss of value when the owner of the rental property also used some of its space for business. Loss of lease value covers a tenant of a destroyed or damaged building if forced to rent space elsewhere at a higher cost.
KEY PERSON LIFE INSURANCE Small businesses have “key people” who are critical to the success of the company — the business’s founders or partners, or employees responsible for critical aspects of the business. If the death of any of these key people would impact the business’s bottom line, consider purchasing key person life insurance policies for crucial employees. As the policy owner, the company is the beneficiary and receives the proceeds when the insured key employee dies. The payout on a key person policy can provide cash to weather the loss and continue operations until a new employee can be hired and trained to replace the deceased. If ownership rights of the business are involved, the policy can provide funding to buy out the key person’s heirs. There are two types of key person policies: ➞ Term life insurance covers the insured for a term of one or more years. It pays a death benefit only if the insured dies within that term. Term insurance generally offers the best value for premium dollar, but it does not build up cash value. It may not be renewable at the end of the term or it may cost more to renew. ➞ Permanent life insurance (whole life, universal life or variable life) typically includes both a death benefit and cash value. Premiums tend to be higher than for term life insurance.
Crime INSURANCE
Commercial crime coverage protects against theft, disappearance or destruction of the business’s money and securities, stock and fixtures. Policies cover burglary and robbery, both on and off the insured premises, and from both employees and outsiders. Fidelity bonds cover business owners for losses due to dishonest acts by their employees, such as forgery or alteration of checks, embezzlement and malicious damage. Valuable papers policies cover the cost of replacing and restoring records lost to crime or disaster. 50
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pop quiz Find out how much you do (or don’t) know about business insurance. Take the quiz offered by the National Association of Insurance Commissioners on the Insure U website: www.insureuonline.org/ smallbusiness.
{ disability }
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isability insurance pays income to business owners or employees who become unable to perform all or part of their occupational duties because of an accident or illness. There are two types of disability insurance: ➞ Short-term disability covers a portion of the policyholder’s salary for a short period, typically three to six months, following a disability. The time period and percentage of replaced income vary with different policies. ➞ Long-term disability coverage typically begins after the policyholder is disabled and unable to work for at least six months. It can extend for a specified number of years or until the insured retires or reaches a certain age. Business owners can add a rider to a personal disability policy for business overhead insurance. This type of coverage ensures that a business can continue to function while the owner is recovering from a disability and that standard business expenses, such as payroll, utilities, rent, etc., continue to be paid. The business owner’s salary, however, usually is not covered. Disability insurance for key employees compensates the company if a key person is disabled and unable to perform usual duties. The company pays the premium and is the beneficiary, able to use the disability payouts to cover costs until the key person returns to work or is replaced. Some businesses offer disability in their employee benefits package. In group disability plans, the employer pays the premiums and the employees share costs. Group plans are less expensive than individual policies. If group disability coverage is not an option, an employer may provide voluntary employee-paid coverage as a payroll deduction.
{ avoiding risk } “The best defense against the atom bomb is not to be there when it goes off.” — The British Army Journal
HEALTH INSURANCE The state of Missouri does not require business owners to offer health insurance to their employees. Many companies see such a benefit as a powerful tool for hiring and keeping workers. As provisions of the federal Affordable Care Act take effect this year and next, health insurance options will change. Starting in 2014, the “individual shared responsibility” provisions of the law call for each person in the United States to have
basic health insurance coverage, qualify for an exemption or make a “shared responsibility” payment when filing a federal income tax return. Businesses with 50 or more employees that do not offer basic health insurance coverage to their full-time (30 hours a week) employees must pay an “employer shared responsibility” assessment. Find out more about the Affordable Care Act’s effect on business at www.sba.gov/healthcare and www.irs.gov.
workers’ compensation Workers’ compensation insurance protects a business owner from claims by employees who experience a work-related injury or illness — whether sustained on business premises or due to business operations. Typically, workers’ compensation covers the employee’s medical expenses, rehabilitation costs and lost wages. If a business does not have workers’ compensation and an employee is injured on the job, the company may be liable for any medical expenses the injured employee incurs. Uninsured business owners also risk fines and penalties for noncompliance. The state of Missouri requires workers’ compensation coverage of any employer with five or more employees, and any employer in the construction industry with one or more employees. An employer in Missouri may either obtain a workers’ compensation policy or receive permission from the state Division of Workers’ Compensation to self-insure its workers’ compensation liabilities. Employers can minimize risk in the workplace by emphasizing safe practices. Provide safety gear around machinery and maintain office space in good physical condition. The U.S. Occupational Safety & Health Administration offers guidelines for reducing risk in small businesses and industry-specific information on its website, www.osha.gov. spring 2013
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A DV E RT I S E M E N T
Insurance Agent Profile
JAKE TAYLOR MATT BECKETT
Beckett Taylor Insurance 2100 E. Broadway, Suite 308 / 573-441-2230 / BeckettTaylor.com Matt Beckett and Jake Taylor have been in the business of friendship for a long time. The duo grew up together in Columbia, and their longtime friendship and mutual passion for providing insurance solutions is why they founded Beckett Taylor Insurance five years ago. “Our job is to help advise in order to protect businesses, organizations and families,” Taylor says. “We want all of our customers to be informed, and helping people understand the industry helps them to make good decisions for their families and businesses. It’ll help them protect the things that are most important.” Beckett Taylor Insurance specializes in property and casualty lines of insurance, including commercial and personal business. To provide the best assistance to their variety of customers,
Beckett, Taylor and all their employees are constantly learning and staying informed of the insurance marketplace. “We are adamant about training and sending our staff to conferences and courses,” Taylor says. “This allows us to know the trends in the industry and stay technically proficient. We spare no expense to gain and maintain knowledge of the business.” Beckett and Taylor know the business; both are certified insurance counselors and have more than 10 years of industry experience. Their quest for continual knowledge complements the pride they and their dedicated team take in providing solutions to clients. The team is also passionate about its community. The business donates money throughout the year to various charities and causes.
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Swing Time We Reveal The Handicap Index of some of Columbia’s most avid Golfers
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indicates the number of strokes a golfer would need to subtract from or add to his or her score to reach par. Handicaps allow players of varying skill to play together on somewhat equal terms. The Handicap Index is based on a mathematical formula devised by the United States Golf Association. The USGA Handicap Index enables a golfer to play other courses and adjust his or her handicap according to the difficulty
h, spring, when a golfer’s fancy turns to thoughts of leaving work early to get in a round before sunset. Columbia’s courses will soon be filled with golfers aiming to improve their game and shave points off their handicaps. For the uninitiated, a golf handicap is a measure of a player’s potential based on scores over time at a particular course. It
Starting from Scratch
and conditions of that particular course. The lower your course handicap or Handicap Index number, the better you are as a golfer. Handicap Index numbers that are preceded by a plus sign mean a golfer is so skillful, he has to add points to his final score just to be on fair footing with his golfing buddies. A scratch golfer has a Handicap Index of zero, and a handful of golfers on this list are better than scratch.
The Lowdown On The Lows
The Very best local Golfers on our list
ask These Guys To Join Your Tourney Team
steve sowers (+1.9)
chris johnson (2.0) Mizzou Tigers golf team
jeff parshall(4.3) Ford, Parshall & Baker
Marty siddall (2.5) KOMU-TV8
ford Mendenhall (6.8) RE/MAX Boone Realty
dee sanders (+0.5)
tiM rooney (3.0) University of Missouri, retired
roger wilson (7.8) former Missouri governor
david teel (0.0)
john weston (3.7) Stephens College golf coach
paUl hUMphrey (8.2) Columbia Surgical Associates
Commerce Bank
dave Mcdonald (+1.2) eNet Specialty Underwriters
lUcas black (+0.8)
actor
Hulett Heating & Air Conditioning
Maximum Media Inc.
( Watch Out! ) THese GuYs Could busT ouT THeIR a-Game
bob gerding (10.2) Gerding, Korte & Chitwood
rick Means (11.3) Shelter Insurance
billy sapp (12.4) The Club at Old Hawthorne
rUss starr (14.8) Veterans United Home Loans
david keller (18.6) Bank of Missouri
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( On Par With The Stars ) HoW do loCals FaRe WHen PaIRed WITH GolF-loVIn’ Celebs?
Songstress celine dion has a heart that goes on and on, and a Handicap Index of 16, but her game hits a sour note when compared to jean leonatti, the CEO of Central Missouri Area Agency on Aging, who touts a Handicap Index of 13.6.
In a golf course slugfest between steve erdel, CEO of Boone County National Bank, and boxing legend sUgar ray leonard, Erdel (14.6) beats Leonard (15) by a technical knockout.
Gary Thompson, Columbia Insurance Group’s president & CEO, has a Handicap Index of 17.9, which is a tenth of a point better than rapper Snoop dogg (18). Fo shizzle!
The Insurance Group’s charlie digges jr. (4.6) is almost completely ’N Sync with jUstin tiMberlake (4.8)
Both were professional basketball players, but when it comes to golf, Jon Sundvold, owner of Sundvold Financial (0.2), has got better game than Michael Jordan, owner of the Charlotte Bobcats (1.2).
One sells lovely villas at The Club at Old Hawthorne and the other has sold 75 million albums of saxophone music, but bill baird and kenny g share an impressive Handicap Index of +0.6.
clint eastwood, tiM tebow and the Woodridge Center’s george oUsley walk onto a golf course. No punchline here. Ousley is the champ with a 21.4 Handicap Index, compared to Eastwood’s 22.1 and Tebow’s 21.7.
Perhaps only in golf could Dallas Cowboys quarterback Tony Romo (+2.1) consistently beat New England Patriots QB Tom Brady (6.4), but Tiger men’s golf standout wilson Sundvold (+2.7) beats ’em both.
greg steinhoff has spent his share of time at the Missouri Capitol, but he doesn’t have a bronze bust there like rUsh liMbaUgh. If it’s any consolation, Steinhoff, with a Handicap Index of 11.5, could beat Limbaugh (12.5) on the links.
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gET iNTO gEar
Callaway uPro GPS, available at The Club at Old Hawthorne ($375)
Play like a pro with the hottest links gear. From the lightest golf shoe ever made to a driver that takes the guesswork out of your stroke, these gadgets will take you to the top of your game. by ren bishop photos by l.g. patterson
Oakley Flak Jacket sunglasses, available at Pro Am Golf ($149.99)
Adidas adiZero golf shoes, available at The Club at Old Hawthorne ($220)
Bushnell Pro 1M rangefinder, available at Perche Creek Golf Course ($599.99) 1
TaylorMade Penta TP5 golf balls (12-pack), available at The Club at Old Hawthorne ($60)
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1. Callaway Razr Fit Xtreme driver, available at Perche Creek Golf Course ($399.99) 2. Odyssey Versa #7 putter, available at Perche Creek Golf Course ($169) 3. Nike Covert driver, available at Perche Creek Golf Course ($299.99) 4. Titleist Scotty Cameron putter, available at Pro Am Golf ($349.99) 5. TaylorMade R1 driver, available at The Club at Old Hawthorne ($500) 6. Odyssey Versa #9 black putter, available at Pro Am Golf ($169.99)
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Leupold GX-3i rangefinder, available at Pro Am Golf ($399.99) sprIng 2013
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DIVIDENDS
rootin’ tootin’ chili cookoff
networking
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Food and fun were on the menu at the MFA Oil Rootin’ Tootin’ Chili Cookoff, benefiting the Boys & Girls Club of Columbia. Business owners and chili lovers gathered on Feb. 23 to sample and serve their favorite chili recipes. The coveted Grand Champion trophy went to Columbia Sam’s Club; Emery Sapp & Sons won second and Zimmer Radio took third place. But the biggest winner was the Boys & Girls Club; the event raised more than $68,000 for the organization. (Photos by Dak Dillon)
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DIVIDENDS 1
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true/false film fest Oh, what jubilee for a decade of True/False Film Fest! The documentary festival celebrated its 10th anniversary this year with much fanfare and frivolity. On Feb. 28, partygoers at the annual Jubilee party celebrated a decade of True/False with music, masks and mayhem at the Missouri Theatre. Attendees of the four-day festival watched dozens of the year’s best nonfiction films. (Photos by Kate Moore) 1. Ginny Chadwick, Connie Kingsley 2. Michael Marcum with Amanda and August Kryger 3. Crystal Midkiff 4. Steph Foley, Ben Chlapek and Logan Epps 5. Aaron Brown 6. Esther “Landslide” Stroh, Kim Scholl, Tim Nigh and Janet Hammen
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ADVERTISING INDEX Accounting Plus................................................. 24 Ashland Industrial Park.................................... 32 Beckett Taylor Insurance.......................... 23, 52 Best of Columbia 2013..................................... 33 Boone County National Bank............................2 Brake Printing......................................................19 Central Trust & Investment Company........... 9 City of Columbia Water & Light..................... 31 Chick-fil-A Leadercast......................................60 Columbia Landcare LLC......................................3 Creative Surroundings......................................58 Dakota Group.....................................................62 D&M Sound.........................................................21 Hawthorn Bank..................................................68 Inside Columbia’s CEO....................................... 24 Inside Columbia’s Culinary Adventures.........29 Inside Columbia Magazines..............................64 Inside Columbia Wine & Food Festival.......... 53 Image Technologies........................................... 13 Kilgore’s Pharmacy........................................... 27 Landmark Bank.....................................................5 Les Bourgeois Vineyards................................... 9 Manor Metal Roofing.......................................30 Margheim Consulting...................................... 33 MayeCreate........................................................58 MU Health Care................................................. 67 Plaza Commercial Realty..................................15 Smart Business Products................................. 24 State Farm Cheryl Kelly & Phyllis Nichols........................62 Stephens College.................................................11 Stifel Nicholaus..................................................58 The Callaway Bank...................................... 17, 54 Timberlake Engineering...................................56 University Club.................................................... 31 UMB Bank..............................................................7 Waddell & Reed.................................................62 Wilkerson & Reynolds......................................28 Williams Keepers..............................................56
PUBLISHER’S NOTE
Columbia:
Medical Mecca Of The Midwest
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uring the recent CEO missions, giving little consideration to Roundtable luncheon with any kind of collaboration. local health care leaders, As the home of the Mayo Clinic, a once-familiar theme the community of Rochester, Minn., boomeranged back into a topic of current is almost exactly the size of Columbia conversation. The question: With its with a population of slightly more vast array of health care resources and than 107,000 citizens. One key numerous hospitals, why difference between our can’t Columbia position communities is that itself in a manner similar Rochester’s health care to the medical mecca system employs more known as Rochester, than 30,000 people and Minn., home of the Mayo sees almost 2 million Clinic? The question seems patients each year, most reasonable enough. It’s of whom come from worth noting there were a outside the region. handful of newcomers at Columbia’s hospitals the table who had not been employ a little more privy to our community’s than 8,000 and see a lengthy dialogue on that mere fraction of the “One thing we very subject more than total patients that visit do know is that 15 years ago. Perhaps the Mayo. Unlike our local there is strength perfect storm of health health system, the Mayo in numbers. A bit care reform, coupled with Clinic is actually made of collaboration leadership changes at our up of a mini-consortium local hospitals, might make of two local hospitals, among health care this concept worthy of a Saint Mary’s Hospital providers could fresh look. and Rochester Methodist help.” Back in the 1990s, Hospital, as well as a – Fred Parry a blue-ribbon panel number of specialty of community leaders clinics. appointed by the Columbia Chamber of If you stop to think that Columbia Commerce studied the issue for what has Boone Hospital Center, University seemed like several years. Although Hospital, Ellis Fischel Cancer Center, it’s hard to recall the final outcome of Women’s and Children’s Hospital, their efforts, I remember the lengthy Harry S. Truman Memorial Veterans’ deliberation and a call for more Hospital and Landmark Hospital, collaboration among Columbia’s local you’ll realize that our community’s hospitals. At the time, business leaders depth and breadth of health care could not understand the duplicity of services is quite impressive. Boone services. Not much has changed in the Hospital already draws from a nearly 20 years that have since passed. 35-county region, and the hospitals of Both hospitals operate with separate MU Health Care draw from the entire
state and beyond. Given Columbia’s central location and the wide variety of medical specialties covered, it should be relatively easy to capitalize on these assets. All that’s missing is some sign of willingness from key stakeholders and a comprehensive marketing message that tells Columbia’s story to the rest of the nation. The prospect of changes taking place in the next few years under the Affordable Care Act makes the timing ideal for exploring this concept further. At this point, no one knows for sure how health care reform is going to impact the way hospitals do business. The one thing we do know is that there is strength in numbers. A bit of collaboration among health care providers could help in many areas. Another asset working in favor of potential collaboration is the arrival of some fresh faces on the local health care scene. MU Health Care’s new CEO, Mitch Wasden, has been in Columbia since last summer and Boone Hospital is currently conducting a nationwide search for its next president. Having two relatively new leaders at the helm of our two largest hospitals makes it easier to overlook past indiscretions and let bygones be bygones. This is no time to take our competitive strengths in health care for granted. As baby boomers begin to demand more access to health care at the same time federally mandated reform is taking place, collaborative strategies for providing care could make or break us. It’s time for Columbia’s health care industry to take another shot at figuring out how we can work together and make Columbia the medical mecca it was meant to be. spring 2013
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CLOSING QUOTES
What Columbia’s Business People And Community Leaders Are Saying “My board of directors is the Congress of the United States and I’m not sure there’s a more dysfunctional board right now.” — Sallie Houser-Hanfelder, director of the Harry S. Truman Memorial Veterans’ Hospital, at the CEO Roundtable luncheon
“We’re not sure how the management is going to change, but the people we’ve dealt with still have jobs.” — Columbia Mayor Bob McDavid on the recent merger of US Airways and American Airlines and the effect it could have on Columbia’s air service
“In a large company, it’s easier to solve problems with money. In a startup, the worst thing you can have is a lot of money because you spend your money instead of learning to be innovative without money.” — Mitch Wasden, University of Missouri Health Care CEO and former startup entrepreneur on how the lack of funds can be the driving force behind innovation in the entrepreneurial world
“As this is playing out, I want the patients to know they’re still going to be taken care of. It’s still a good system. It’s going to work. There’s going to be quality health care delivered. The mission may change somewhat, there may be some new directors telling us how to do this, but at the base level, I think medical practitioners still want to take care of people and solve problems.” — Dr. Mark Adams, president of Columbia Orthopaedic Group, at the CEO Roundtable luncheon
“Jim Crow is alive in this room today. This is the single most immoral act that I’ve ever seen happen in my time in the General Assembly.” — State Rep. Chris Kelly (D-Columbia) in a debate in the Missouri House of Representatives over a proposal that would require voters to show photo identification at the polls 66
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