Lawrence Business Magazine 2015 Q4

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2015 Q4

Publisher: Lawrence Business Magazine, LLC Editor-in-Chief: Ann Frame Hertzog Chief Photographer: Steven Hertzog Featured Writers: Julie Dunlop Emily Mulligan Bob Luder Tara Trenary Liz Weslander

BriggsSubaru.com | 785-856-8889 RECRUITING ISSUE On the Cover left to right: Larry McElwain, Dr. Sherri Vaughn, G.R. Underwood Photo by Steven Hertzog

BriggsNissanLawrence.com 785-856-8889

Copy Editor: Tara Trenary Ad Coordinator: Linda Jalenak Contributing Writers: Janice Early Austin Falley Megan Gilliland Contributing Photographer: Patrick Connor

INQUIRIES & ADVERTISING INFORMATION CONTACT:

info@LawrenceBusinessMagazine.com www.LawrenceBusinessMagazine.com

Lawrence Business Magazine, LLC 3514 Clinton Parkway, Suite A-113 Lawrence, KS 66047

BriggsChrysler.com | 785-856-8889

Lawrence Business Magazine, is published quarterly by Lawrence Business Magazine, LLC and is distributed by direct mail to over 3000 businesses in the Lawrence & Douglas County Community. It is also distributed at key retail locations throughout the area and mailed to individual subscribers. All rights reserved. No part of this publication can be reprinted or reproduced without the publisher’s permission. Lawrence Business Magazine, LLC assumes no responsibility for unsolicited materials. Statements and opinions printed in the Lawrence Business Magazine are the those of the author or advertiser and are not necessarily the opinion of Lawrence Business Magazine.

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2015 Q4

Conte nts Features: 18

Non-Profit:

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Membership Has It’s Priviledges

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First Responder Valor Awards Recruiting Membership

Is there a Doctor in the House?

Recruiting Medical Professionals

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Recruiting the Recruit

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Recruiting the Act

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Recruiting Business & Industry

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Staffing

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Hiring for Excellence

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The Promising Student

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Baldwin City - Big Plans

The Business of Recruiting Student Athletes Recruiting Entertainment

Temp - Part Time - Seasonal KU Faculty Recruiting

KU Student Recruiting

Departments: 6

Lawrence in Perspective

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Business on the Hill

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City of Lawrence

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Professional Spotlight

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Lawrence Memorial Hospital

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Local Scene

77 Newsmakers 77

New Business

Mission:

Lawrence Business Magazine: Telling the stories of people and businesses making a postive impact on Lawrence & Douglas County. /lawrencebusinessmagazine

@LawrenceBizMag

SUBSCRIPTION INFORMATION: LawrenceBusinessMagazine.com/SUBSCRIPTIONS

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LAWRENCE & DOUGLAS CO

IN

[PERSPECTIVE]

WHY ARE WE HERE? RECRUITING TO LAWRENCE & KANSAS

by Patricia A. Michaelis, Ph.D., Historical Research & Archival Consulting Images/posters from the Kansas State Historical Society, kansasmemory.org

This will not be a metaphysical discussion of the mysteries of the universe. Rather, it will be a more practical look at why we end up where we do in a geographical sense, specifically in Kansas and Lawrence.

Native Americans lived in the area that became Kansas long before the United States acquired the land through the Louisiana Purchase in 1803. Tribes living in eastern Kansas included the Wichita, Kansa, Osage and Pawnee. During the first half of the 19th century, white men continued to settle in the areas west of the Mississippi River but east of the Missouri River. As this happened, Native American tribes were relocated to the land purchased in the Louisiana Purchase. After voluntary efforts failed, Congress provided for Indian “removal” from the Upper Midwest. The tribes that were moved to Kansas during the 1820s through the 1840s included the Sac and Fox, Iowa, Kickapoo, Delaware, Shawnee, Ottawa, Potawatomie, Chippewa, Miami and Wyandot. These tribes were later forced to relocate to Indian Territory, which consisted of most of present day Oklahoma. The influence of these tribes is reflected in a number of Kansas place names.

Kansas Territory was opened for settlement in 1854. In this period prior to the Civil War, free-state supporters and pro-slavery advocates were competing to settle in Kansas, as it would upset the balance of power between free and slave states when it entered the union. Lawrence, Kansas, was initially settled through the efforts of an antislavery organization called the New England Emigrant Aid Company, organized in Massachusetts by Amos Lawrence, Eli Thayer and Thomas Webb. The first group of settlers reached Kansas City on July 28, 1854. They agreed to move on to a settlement named Wakarusa, and the emigrants camped on Mount Oread on August 1. They decided to relocate there, and the

town was eventually renamed Lawrence. The Free State Hotel, one of the largest buildings in the young community, generally flew the American flag. It was destroyed during Quantrill’s Raid in 1863 but was quickly rebuilt.

However, settlement efforts in Lawrence and the rest of Kansas were put on hold with the coming of the Civil War. Kansas entered the union in 1861 as a free state after the slave states seceded from the union, and there was no opposition to its admission in Congress.

After the end of the Civil War, a number of events helped promote settlement in Kansas and the remainder of the unpopulated Midwest. The Homestead Act was one way settlers acquired land in Kansas and other parts of the West. President Abraham Lincoln signed it into law on May 20, 1862. Under its provisions, settlers could claim 160 acres of public land by paying a small filing fee and receiving two options for getting title to the land: If they lived on the 160 acres for five continuous years, built a residence and grew crops, they could then file for their deed for the property. Or they could purchase the land from the government for $1.25 per acre after living on the land for six months, building a home and starting to grow crops. The head of a household, any one over 21 years old and immigrants intending to become citizens were eligible to file for a homestead under the Homestead Act. In 1864, the law was amended to allow a soldier with two years of service to acquire land after a one year residency. This provision brought a number of Civil War veterans to Kansas. By 1900, the Homestead Act led to the distribution of 80 million acres of public land throughout the West.

Railroads also brought settlers to Kansas. To promote the expan-

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sion of the railroad, the federal government passed the Pacific Railroad Acts, which gave public lands to railroad companies in exchange for building tracks in specific locations. As railroads expanded into new territory, people believed settlers would follow and the value of land in that area would increase. The land could then be sold, and the railroad company would profit. The federal government assumed any money made by the railroad would help finance further expansion of the tracks. In Kansas, railroad companies were given one-sixth of the land in our state. More than 80 railroads received land in Kansas, but the most prominent in the area were the Kansas Pacific Railroad (later the Union Pacific) and the Atchison, Topeka and Santa Fe Railroad.

Both had land departments that publicized the availability of land and worked to recruit settlers. The Santa Fe even had a foreign division that played a significant role in encouraging Mennonites and other Volga Germans to Kansas. p

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BUSINESS on the [HILL]

by Austin Falley photos provided by KU Business School

New Ways to Recruit & Retain Top Talent at the School of Business As the University of Kansas School of Business prepares to open the doors to Capitol Federal Hall (the new School of Business main building) in May, the school looks at new ways to recruit and retain top talent.

The School of Business recruitment philosophy mirrors Dean Neeli Bendapudi’s three-pillar vision of the school as a great place to learn, a great place to work and a great place in which to invest.

Undergraduate Recruitment

The school began accepting high-ability freshmen (those who earn high scores on the SAT and ACT, and have strong high school GPAs) in fall 2012, admitting 188 freshmen in the initial recruitment class.

Now, at the beginning of the fourth academic year accepting incoming freshmen, that number has nearly doubled, with more than 300 freshmen admitted to the school.

This growth in direct admission reflects the school’s marked enrollment growth of its undergraduate programs. In 2012, about 1,200 undergraduates were enrolled in the bachelor of science in business program; this fall, enrollment reached more than 1,600.

Undergraduate Retention

Once high-ability students have been recruited to the School of Business, academic and career services advisors work to make each student experience productive and successful.

petitive and hands-on program.

“By admitting freshmen to our school, we are able to engage with students early on and track their progression through the business school to make sure they are successful during their time at KU,” she added.

Hiring Top Faculty

Dean Bendapudi’s second pillar—to make the School of Business a great place to work—contributes to the virtuous cycle of her vision.

The School of Business continues to focus on recruitment of top scholars and instructors. To that end, the construction of Capitol Federal Hall has already given the school a competitive advantage in recruiting top scholars to Lawrence.

This fall, the School of Business welcomed five new assistant professors to join the faculty. Each new research professor joins KU from top U.S. business programs—the University of Michigan and Northwestern University, among others.

MBA Programs

The School of Business offers three options for students interested in earning an MBA (master of business administration): the fulltime program in Lawrence; a part-time, working, professional program in Overland Park; and a fully online MBA program.

Retention rates are an important benchmark in that effort. Since revamping direct admissions standards, the school boasts more than 90 percent retention from freshman to sophomore years (91.2 percent in 2014).

“For the KU MBA, recruiting students is all about identifying and developing future business leaders,” says Dee Steinle, executive director of MBA programs. “We are a trusted source of talent for many area companies and organizations, so finding the right students for our MBA program is a serious commitment.”

Direct admits participate in the Business School Experience (BSE), a series of one-credit-hour courses designed to connect students to life as a Jayhawk.

KU MBA students join the program with a variety of backgrounds and undergraduate degrees, from journalism to engineering to liberal arts programs, to name a few.

Students are immediately paired with an academic advisor and connected to on-campus resources, such as the Business Career Services Center and the Office of Study Abroad.

“We seek those who have outstanding leadership potential,” Steinle explains. “For qualified students selected to be part of our MBA program, career opportunities abound.”

Combined with programs like the Business Leadership Program, the Business Honors Program and the newly formed Business Student Ambassador Program, freshmen get immediate exposure to career and leadership opportunities.

Career outcomes are the key benchmark for the program’s success, and KU MBA graduates place between 95 and 100 percent within three months of graduation.

Recruitment director Kimberlee Hinkle notes the Freshman Admit Program gives high-ability students immediate access to a com-

“Career development is at the heart of everything we do in the classroom,” Steinle says. p

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Finding the Right Fit

by Megan Gilliland Communications Manager, City of Lawrence photos provided by City of Lawrence

Recruiting for the public sector has changed during the past few decades with applicants and employers seeking to understand challenging work environments.

Recruiting for the public sector isn’t particularly unique or different from the private sector. Just ask Lori Carnahan, human resources manager for the City of Lawrence. It takes time to cultivate processes that provide a large applicant pool, promote diversity, reduce bias in the hiring process and, ultimately, find the most qualified candidates for the dozens of positions hired each year in local municipal government, she explains.

The City of Lawrence is the community’s fourth largest employer, with 806 full-time employees and 896 part-time employees. The city’s Human Resources Division coordinates the hiring process for a multitude of jobs that range in scope and technical ability.

With 10 departments, from Finance to Public Works, the human resources staff has a daily challenge of sorting applicants and working to recruit a skilled workforce to serve the greater Lawrence community.

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“We do a lot of things at the front end of our recruitment process to ensure we have a deep candidate pool for our positions,” Carnahan says. “We actively review our compensation and benefit packages to make sure that we are competitive in the market. While there are some areas that are challenging for us, overall, we are generally successful in recruiting candidates who want to work for our community and have a long tenure in the city once hired.”

The city relies on traditional methods to recruit candidates, including online job postings and career fairs; however, many departments have begun working to develop relationships with young members of the community to inspire an interest in public careers, including police, fire and EMS (emergency medical services) work.

“In 2001, Lawrence-Douglas County Fire Medical [LDCFM] created Explorer Post No. 2555, which allows area youth to gain insight into a possible career while at the same time providing leadership training,” says Shaun Coffey, division chief with LDCFM. “For young people who are interested in careers in the field of fire services and emergency medical services, exploring offers worksite

The City recruits for a variety of careers.

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The City recruits for a variety of careers.

experiential learning with lots of fun-filled, hands-on activities.

Overall, this is a program that helps youth pursue their special interests, grow and develop.”

The city has relied on social media in the past few years to help spread the word when it is hiring. Its “Lawrence City Jobs” Facebook page has regular postings, and job seekers can sign up to receive automatic email alerts when a job becomes available at www.lawrenceks.org/subscriptions.

“We try very hard to cast the net very wide to get the best candidates possible,” Carnahan says. “We use trade journals, advertising with professional organizations, electronic media and other specialized resources to promote our job postings.

We’ve had great feedback on the use of our online job application system at www.lawrenceks.org/jobs.”

Most recently, departments have begun offering tours of facilities and preapplication tours with candidates to discuss job hours and the work environment, as well as meeting with other employees to gain a clear understanding of the work required. These efforts have been very positive and help with longevity and decrease turnover.

“Due to the nature of our work, we oftentimes bring in potential candidates to review the work environment or meet with other employees,” Carnahan explains. “It is incredibly important that candidates have a clear understanding of work, processes, environment and a nontraditional schedule, if that is required.”

The city has a set of goals that drive its recruitment efforts, including increasing female and minority applicants in selection pools, developing benefit and compensation strategies that attract and retain quality employees, and keeping turnover rates low as a whole.

“We struggle in some areas despite our best efforts,” Carnahan says. “Our workforce is 80 percent male and 20 percent female across the organization. We work to attract females

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into many of our career fields including engineering, public works and public safety. We want to mirror our community when it comes to racial diversity, and, most of the time, we meet those goals.”

One of the areas that is challenging to the local municipal workforce is finding candidates for highly skilled trades, including equipment operators.

“Some of our public works positions have a smaller pool that just a few decades ago,” Carnahan explains. “We have found that an abundance of people are choosing to obtain college educations instead of skilled trade work.

These types of positions are still very valuable to our organization.”

Another challenge for the City of Lawrence is hiring seasonal employees. The city hires hundreds of employees to work in seasonal Parks and Recreation positions.

“This type of work is usually demanding work for a period of time during the season but not full-time, year-round work,” Carnahan says.

Oftentimes, city employees deal with the public during a time of crisis—traffic stops, utility billing problems, damage to property or theft, etc. Certain jobs require people who can handle challenging situations and crisis scenarios. There are protocols in place to test applicants to find out how they react to situations to ensure they are right for the job.

“We always require references, background checks, driving record checks and drug screens to ensure that we’re bringing safe employees into our workforce and community,” Carnahan says.

There are some fields that are more challenging than others, including engineering and information technology. The city tries to remain competitive, but the private sector outpaces the city for benefits and compensation.

“What we know about public-sector employees is that they choose this line of work because they value their community,” Carnahan says. “We are an employer of choice with solid compensation, we pay attention to safety, we offer a stable work environment with good working conditions and we provide a benefit package that allows people to live and work in the area, and raise a family, etc. These factors certainly make our job as a recruiter easier.”

As part of the city’s commitment to hire a qualified workforce, there are certain aspects of the Lawrence community that are beneficial to recruiting.

“It is helpful to be a university community,” Carnahan says. “We always have applicants with an excess of minimum qualifications. Our labor pool in the community provides educated employees, and our departments have well-educated employees at all levels in the organization.” p

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PROFESSIONAL [ SPOTLIGHT ]

ANN FRAME HERTZOG Lawrence Business Magazine EDITOR-IN-CHIEF From the first issue, the Professional Spotlight has been one of our features. As we get ready to start the sixth year of the magazine we thought our readers might like a little bit of insight into the business of the magazine, so we decided to spotlight ourselves. We hope you like the article and maybe discover something new about our vision for the magazine.

What is your top priority?

What would you say is the magazine’s most important service or duty?

How many people are involved in producing the magazine? Does your company encourage people to live in Lawrence?

We at Lawrence Business Magazine (LBM) strive to help provide a different voice and perspective of local businesses and community members, and highlight how each affect our community. We want businesses to see themselves as part of the community, not just as brick and mortar, and community members to support that by utilizing those businesses. Both businesses and community members should see one another as part of the same group, not as isolated islands, which is what’s best for the community as a whole.

We produce a quality product with in-depth articles describing and supporting our local businesses, written by determined writers who love the Lawrence community. Our main priority is to keep the magazine relevant to our community in these everchanging times.

It varies, but there are at least 12 people involved in pulling the magazine together each quarter in addition to our chief photographer, Steven Hertzog (who also happens to be my husband), and myself. Those people include local writers, photographers, designers, ad representatives and our local printer (Allen Press).

The magazine definitely helps encourage people to live in Lawrence, though that is not necessarily its focus.

What have been some of the most important aspects of your success?

What is the biggest challenge you feel Lawrence businesses face?

It is important to strive for excellence in what you do and to put passion into it. You hear people say they are “looking for their passion”—I believe the passion comes from within, and you instill it in everything you do. I grew up in western Kansas, and we always came to Lawrence for KU track alumni events with my Dad, which was special. Then I went to KU and had a great experience there. After living other places for 20 years, my husband and I chose Lawrence to raise our son. So with the magazine, from Day 1, it was important to me that I take my expertise and passion in motion picture marketing and incorporate my love of Lawrence, its businesses and the community into my vision of the magazine. It’s not an insider’s view of Lawrence but one of someone who loves this town and is continually spending time exploring it.

The biggest challenge I see from my vantage point is how to continue to grow economically and, at the same time, not lose our small, college-town charm. We often see two extremes of opinions here in Lawrence, pro-development and anti-development. Personally, I don’t like the word “development” at all; it’s very polarizing. I prefer the term “economic growth,” which is a better focus on where we need to be for the future, not development. It’s a balancing act to grow our community in the smartest, healthiest way for us. I believe Lawrence needs to manage its growth wisely, but we also do need to grow and have a strong economy and healthy tax base to ensure that we keep the things we love about living here.

I hope our magazine helps both sides see ways they can help do just that.

How do you make a positive impact on the Lawrence community?

Over the course of your career, what has been the single largest change in the Lawrence community?

By showing a wide range of the best aspects of Lawrence and fulfilling our mission to highlight local community members who are a positive influence, I hope we, in turn, also have a positive impact on the community and its local businesses.

When I hear people say they shop online, it drives me crazy. How do we get the word out how important it is to keep people shopping locally? It’s so important that people shop locally and support local community businesses during these changing times (i.e. the Internet). Our focus is to make people aware of local businesses so they can feel connected to the community and make decisions that will help boost Lawrence’s economic growth.

What do you see as your personal responsibility to the community?

I believe it’s extremely important, as a citizen, to be a contributing part of the community. My main goal has always been to raise my son as a good citizen and to, every day, make the community a better place than it was when I woke up.

How do you manage your day-to-day stress of the magazine?

I try to always make positive decisions and be visible in the community. When we moved to Lawrence, my main goal was to spend more time as a family and with my son, and to focus on what’s most important in life. This is how I live my life on a daily basis and, therefore, when things get stressful, I just look at my son.

What do you foresee as being the biggest challenge for the magazine currently and in the future? On a local level?

Continuing to stay relevant as a local business, as well as a magazine, in this community is key. As a business, we need other businesses to continue taking out ads and supporting us through advertising so we can continue to cover local people and businesses, and making a positive impact on Lawrence. We don’t see ourselves as a lifestyle magazine; we try to really explore topics and businesses that are important to our community. Then hopefully, as we learn more about each other and our businesses, we can focus on our community neighbors and see that their successes and economic growth are truly a success for the community as a whole. p Contact: ann@LawrenceBusinessMagazine.com

How do you reward excellent work performance?

How do you manage poor performance?

We are lucky at LBM. All of our people are freelance/self-employed and have a personal drive to excel and to succeed. They are all excellent workers and as dedicated to this community as I am.

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RECRUITING VOLUNTEERS

NON- [ PROFIT ] “Making a Difference One Child at a Time” Quilt made for CASA by Kaw Valley Quilter Guild in2009 featuring hand prints of volunteers and the childre they served.

by Julie Dunlap photos by Steven Hertzog

Imagine training for the job you do right now and spending your time working in the field, but instead of receiving a paycheck, vacation time and health insurance at the end of each month, you simply receive a smile of gratitude.

For an estimated one-fourth of the U.S. population and thousands of Lawrencians, this is all the reward they receive for a job well done, and that’s exactly how they like it.

Why? “People volunteer for many reasons,” explains Lori Johns, director of volunteer engagement with the Roger Hill Volunteer Center, a volunteer arm of the United Way of Douglas County. “They want to help, they believe in the mission of an organization, they are retired and want to give back, getting to know new people.”

It has been said that a person will work eight hours per day for a good job, 12 hours per day for a good boss and 24 hours per day for a good cause. While Lawrence has no shortage of outstanding causes, identifying and recruiting people with the time, resources and passion to dedicate to volunteering for a nonprofit organization is not always so simple.

“We currently [as of press time] have 152 volunteer opportunities available with 92 different organizations in Douglas County,” Johns says.

Regular needs vary from short-term clerical, landscaping and event help to long-term accounting, human resources, graphic design and legal assistance, and it can change daily. Johns turns to businesses, schools, online and in-print requests to recruit volun-

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teers but finds the key to success is matching each individual’s skill set, passion and availability with an organization’s clearly outlined need.

Diana Frederick, executive director of Douglas County CASA, agrees.

“Our most successful volunteers have a variety of backgrounds,” Frederick explains, “but they all share a passion and talent for helping children.”

CASA (Court Appointed Special Advocates) is a national organization with a chapter in Douglas County that pairs carefully vetted and trained adults with children in the foster system. The goal is for them to be a consistent source of stability and advocacy throughout a child’s time in foster care until a permanent home can be found. Without CASA, foster kids are left with highly skilled but often overloaded social workers to identify and advocate for their needs.

Frederick adds that almost all CASA volunteers apply for the job fully aware of the duties and responsibilities of the position of advocate, and undergo roughly 30 hours of training before being matched with a child. The passion the volunteers bring to the table coupled with the thorough training they receive result in a high retention rate for volunteers as well as success for both the child in need and the adult advocating for the best possible outcome for each child.

But finding these everyday superheroes requires a team effort.

While Frederick is thrilled to have approximately 80 certified volunteers in Douglas County, just down the street at the county courthouse, more than 60 children still await an advocate of their own.

To meet these needs, Frederick and her staff of eight paid employees recently teamed up with a group of MBA (master of business

administration), students studying the recruitment of volunteers at the University of Kansas, and are in the process of structuring a committee dedicated solely to volunteer recruitment. Additionally, CASA relies on its board members and ambassadors to make personal connections with potential volunteers in an effort to recruit through organized events or in regular, daily conversation.

Kim Polson, data and policy coordinator at Health Care Access Inc., a primary-care and health-services clinic for low- and noincome residents of Douglas County, knows the challenges and benefits of finding quality volunteers well after recruiting a wide variety of people during her recent tenure as interim executive director to help serve and finance services for the 1,773 patients in their care last year.

Health Care Access operates a full-time primary-care clinic and year-round community outreach programs with a paid staff of just 13 full- and part-time employees, and more than 150 volunteer medical professionals, amounting to more than $380,000 in donated services last year.

So where do Polson and her staff find people willing to dedicate more than 7,100 hours of service each year?

“We are fortunate to have physicians, nurses and other medical professionals in Lawrence who understand the financial burden the cost of health care can place on individuals and families, and are willing to lend their time and specialized skills to the community’s most vulnerable citizens,” she affirms. “They understand and believe in the mission of Health Care Access.”

But a community filled with altruistic health-care providers is not enough to make a clinic function, Polson points out. For every physician, physician’s assistant and nurse practitioner, an RN (registered nurse) or other trained support provider is needed to make the patient experience thorough and the clinic to run smoothly.

Additionally, office staff and other support staff contribute to the organization’s mission and success. Oftentimes, volunteer clerical staff and even drywallers, electricians and other repair people donate their services, some in lieu of payment as former patients and others out of pure kindness and willingness to help.

“We are also very lucky to have the University of Kansas available to collaborate with on programs ranging from mental health care to wellness programming to fund-raising efforts,” Polson adds.

Elliot Johnson, marketing and events coordinator for Health Care Access. agrees. The University has been a key contributor of volunteers for the annual Kansas Half Marathon, the largest fund-raising event benefitting Health Care Access. The 2015 race brought 1,550 runners from Lawrence and beyond, including 20 different states, to Lawrence for the weekend, many with family or friends supporting them.

Johnson recruits and coordinates 120 KU students, Lawrence residents and out-of-towners to help make a philanthropic run of this magnitude a success. While social media, advertising, commu-

Top to Bottom: CASA volunteer recruitment committee; CASA Exec. Dir. Diana Frederick and Carl Buttis (former foster youth who had a CASA reprentative and now a member of the recruitment committee; HealthCare Access Kim Polson and Elliot Johnson

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nity outreach and word-of-mouth are excellent resources to communicate the need for volunteers, getting people to actually show up can be a challenge. To reduce the number of no-shows and the resulting need to scramble for coverage when a volunteer doesn’t report for duty, Johnson kicks it old-school and phones each volunteer before the race to confirm.

“It’s easy for a volunteer to decide, on a chilly Sunday morning, to stay in bed and not spend the morning helping out with a race,” Johnson explains, “especially when the only contact with the volunteer coordinator has been via email.

I like to call each volunteer on the phone, make a personal connection, thank them for helping and arrange to meet them at packet pickup before the event.”

This isn’t always easy, but the effort is worth it.

“I may be hoarse by the end of the week from talking to over 100 volunteers,” Johnson laughs, “but I know on race day who is dedicated enough to show up and get the job done.”

“And when the Kansas Half Marathon runs smoothly and is an enjoyable experience for participants and spectators, the entire city of Lawrence benefits,” Polson says. p Top to bottom: Lori Johns, Roger Hill; Next Chapter Event volunteers repurpose used childrens books into greeting cards & book marks; Born learning trail - volunteers paint the trail photos by Colleen Zacharias Gregoire Right - top: Kenny Miller & Eric Jessen help pace runners for HealthCare Access Half Marathon.

Bottom: Mark Kolmer, Kyle Sabatini & Cindy Braker lead half marathon.

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Three steps for successful volunteer recruiting: Diana Frederick, executive director for Douglas County CASA: Spread the word … share your organization’s mission and needs with the community through personal stories and many quality connections Lori Johns, director of volunteer engagement for the United Way of Douglas County: Take the time to make a good match. Set up your volunteers for success by pairing them with the right opportunities for their skills and availabilities.

Join us at Maceli’s Friday, March 4, 2016 7-11:30 p.m. & Jump, Jive, Boogie and Bop to the music of the decades!

Tickets and more info at www.tihc.org/donate

100% of proceeds support Trinity In-Home Care’s most mo vulnerable clients; those on our sliding scale and on Medicaid.

Elliot Johnson, marketing and events coordinator for Health Care Access: Once they register, speak with them personally to let them know you are grateful for their service and value their time they are donating.

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Membership HAS it’s PRIVILEDGES

Recruiting Membership

by Emily Mulligan photos by Steven Hertzog

Alvamar Golf and Country Club, Body Boutique and the Lawrence Chamber are all longtime membership-based businesses in Lawrence. Representatives from all three businesses say a successful membership-based business is all about people feeling known and remembered, whether it be their favorite drink, their workout style or their small-business specialty.

“Membership has its privileges,” so says the old American Express slogan. That saying holds true at Lawrence area membership-based businesses, which work hard every day to recruit, retain and serve their members. These members are not just important to business; the members are the business.

Alvamar began as a public golf course in 1968 and now has two full courses, a pro shop and a member clubhouse, all surrounded by acres of neighborhoods and housing designed to border the golf courses. Plans are underway to add on significantly to Alvamar beginning in 2016, and a sale is pending to Bliss Sports.

People are drawn to membership at Alvamar not just for a love of golf, says Director of Operations Craig Palm.

“It’s a lifestyle—people want a place that is an extended home.

That is what makes it special,” Palm says.

Body Boutique, a women-only fitness and cycling center, has been open for 25 years. It began in a small space next to Munchers Bakery and now occupies a $1-million facility just west of the original.

Having members who are only women is just part of what sets the tone at Body Boutique.

yellow Alvamar shirts to events around town and strike up conversations about the member benefits.

“Everyone wants to be fit and healthy. When people are ready to make that jump themselves, they have to have an emotional connection to it. The feeling and community element here are unique to us because we’re all women,” says Molly Fister, membership manager.

Lewis and the Chamber staff have begun going on personal visits with new and potential Chamber members.

The Chamber began 136 years ago with the purpose of advancing the commercial, industrial, educational and civic interests of the city of Lawrence—all of which it still does today. In more recent years, the Chamber has become actively involved in economic development opportunities in Lawrence and Douglas County, working to attract and retain new businesses.

“It’s not your grandfather’s Chamber anymore. People don’t join because it’s the right thing to do—they want to get a benefit from it,” says Cathy Lewis, Chamber vice president for membership.

Recruitment All three businesses offer a multitude of benefits to their members, but the key is to find ways to communicate those benefits to current and potential members in this day and age of media, mail and email inundation.

Palm, of Alvamar, says one of the most old-fashioned member recruitment tactics still works best: networking.

“Everybody wants to have other like-minded people be members with them. I’d like my best friend to be a member so we can play golf, go to the bar or a social together,” he says.

Alvamar has an “ambassador committee” whose members wear

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“We have huge advocacy efforts for businesses—we want to be able to talk one on one,” she says. “This gives us a chance to interact a little more and find out how we can help them.”

Body Boutique also relies greatly on referrals, and it recently has begun using Instagram to promote both the benefits of exercising at Body Boutique and its refer-a-friend contests.

“It is all about image, finding images and ideas that merge together a high-energy atmosphere and the community of women here,” Fister explains.

Direct mail is still part of each business’ recruitment tactics, as well as email marketing, events and “all the other standard marketing things,” as Lewis says. But having clear messages that cut through the clutter and motivate people to sign up is increasingly difficult, they all agree.

So, what is it their members are looking for? Most of them want benefits that will help them in multiple aspects of their life.

For example, Palm says, although most of his members enjoy the game of golf itself, being able to invite business colleagues to play a round and use their membership as a networking opportunity is even more important to Alvamar members.

Fitness is not just about personal health; it affects things like health insurance and even improves women’s family lives, Fister explains.

photo provided by Alvamar

photos provided by The Chamber

Lewis says small businesses and larger businesses look for distinct types of benefits from the Chamber.

Most small businesses are interested in the Chamber’s services, such as a promotional video about their businesses and the ability to market to other Chamber members and post jobs to other members.

Bigger businesses like being able to have their employees participate in Chamber activities and make connections in the community, but the businesses are most interested in the Chamber’s economic development efforts. Lewis says creating jobs and wealth in the community broadens each business’ base, as well as alleviates the tax burden and supporting infrastructure.

Retention Recruiting members is important, but just as important is encouraging them to stay members long-term.

Palm says retention is a key factor for Bliss Sports’ plans for expansion. The new swimming pools and clubhouse facilities will be a nice upgrade for current members.

Body Boutique has an extensive retention plan, Fister says. The fitness industry has a 30 to 40% annual retention rate, but Body Boutique has an 80 to 90% retention rate. She says the key is follow-through: Body Boutique surveys its members regularly and then has conversations about room for improvement, so members’ voices are heard.

Many members regularly attend and participate in Chamber activities and events, Lewis explains, so it is often easy to gauge how meaningful their membership is for them. For those members who aren’t able to participate because of time constraints or business demands, Chamber staff makes a point to reach out and talk, ideally face-to-face, about what their Chamber membership means to them.

Challenges Like any business, membership businesses have their own unique sets of challenges. It would seem obvious that the economy would affect golf and country club memberships, and it has at times, but Palm says Alvamar’s greatest challenge is even more capricious: the weather.

Alvamar recruits heavily for golf members at the beginning of golf season, in the spring, when the weather is usually pleasant.

This year’s spring was challenging because of the particularly rainy weather, he says. After spring, they just have to hope for a moderate summer to keep golfers coming back.

Downturns in the economy bring leaner times to golf and country clubs, Palm explains, so during those times, they might discount member rates or offer extra benefits at no charge.

Interestingly, weather poses an equally big challenge for Body Boutique, although for the opposite reason than golf: People would rather exercise outside instead of inside in milder weather.

Fister says in the spring and fall, people start getting antsy to do their workouts outside instead of in the gym. Recruitment proves

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more difficult during pleasant weather. Those slower seasons are predictable, at least, and Fister says that is when Body Boutique usually redoubles its retention efforts.

The Chamber lives and breathes changing economic times with its members by virtue of its mission. Often, Chamber staff and members know a downturn or change is coming before it even arrives. Lewis says that during the most recent recession, the Chamber froze membership rates for five years.

Help for Membership Businesses The Chamber is in a unique position to help membership businesses in the area because it is the membership business for other membership businesses. In addition to being able to network and seek support from other Douglas County businesses at Chamber events, Lewis says membership businesses do sometimes contact the Chamber if they are struggling with members or retention.

“We sit and visit with them about marketing strategies, both through the Chamber and outside the Chamber. We are taking that outside look in, and that’s the capacity we can serve for them,” she says. “They can develop a service or benefit for their members that even we have for our members.” p

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Is there a Doctor in the House?

RECRUiting QUALITY MEDICAL PROFESSIONALS

by Emily Mulligan photos by Steven Hertzog

Lawrence Memorial Hospital (LMH) is one of the biggest employers in Douglas County, so the hospital is perpetually in recruitment mode for workers to keep it running around the clock.

He says his role as chair of the search committee will be a facilitation of the process, and he plans to make sure the committee’s work is as transparent as possible. He has spoken with other board chairs of hospitals that have conducted CEO searches in order to follow some of the best practices in the process.

The recruitment process for physicians is lengthy and extensive, as the hospital must ensure it hires doctors who not only meet the patients’ needs but also fulfill the community’s needs for all of the various specialties. Nurses are in high demand, and LMH must compete for both new and experienced nurses to staff all three shifts and outpatient clinics.

The committee has not established a time line yet but will set regular meetings, all of which will be open meetings for the community.

CEO For the first time in 18 years, LMH is embarking on a search for a new CEO to replace Gene Meyer, who will retire effective May 31, 2016.

Rob Chestnut, outgoing chair of the LMH Board of Trustees, has been appointed chairperson of LMH’s CEO search committee. The committee will work in cooperation with executive search firm Witt/ Kieffer, which was selected by the Board of Trustees, to search, refine and ultimately select candidates to replace Meyer as CEO. “Gene has been especially great for this community, because the hospital had significant challenges when he came to lead it,” Chestnut says. “He took this hospital and made it one of the best in the country.”

Chestnut credits Meyer with creating a “tremendous” executive staff, many of whom have worked for LMH for 10 years or more.

“Great leaders can make an organization transition to something else, and what they leave behind will get better from there; and that is what Gene has done,” Chestnut says.

Physicians It is no small feat to hire a doctor. It takes an average of nine to 15 months from the beginning of the recruiting process through interviews, negotiations, finishing school or finishing up at their previous practice, and arriving on site to learn the lay of the land.

Dr. Sherri Vaughn is a family practice physician with Total Family Care and is in charge of recruiting physicians to LMH, a responsibility she has held for the past seven years.

Since 2012, she has helped recruit 59 doctors to Lawrence, mostly to the LMH system but also to private practices that

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Dr. Sherri Vaughn; Below answering questions at Free State High School requested recruitment assistance. In 2015 alone, 14 new physicians have joined LMH and practices in Lawrence.

With the lengthy time line for each recruit, plus all of the details involved with seeking out, researching, planning interviews and coordinating visits for candidates, Vaughn dedicates a great deal of time and effort for each position.

But the actual recruitment process is only part of the job—it all begins with extensive research, a strategic plan called the Physician Manpower Plan, which Vaughn herself undertook in 2008 and now updates monthly along with a consultant. The strategic plan includes criteria, such as Lawrence and Douglas County census figures, and age and demographics of local residents, and meshes those with current numbers of physicians, nurse practitioners and physician assistants in each specialty. The plan also accounts for factors like Lawrence’s large college-aged population and planned retirements for local physicians.

From that information, Vaughn must determine how many doctors are needed and in which specialties so she can begin the recruiting process.

Recruiting physicians is not as simple as placing a help-wanted ad. In fact, there are for-profit businesses whose purpose is to compile databases of physicians that are searchable for everything from specialty and schooling to hobbies and interests. Also, recruiting firms will provide curricula vital to hospitals and earn a fee of $18,000 to $35,000 per hire that comes as a result of their service, Vaughn says.

Because LMH is a nonprofit community hospital, Vaughn takes the most cost-effective routes possible to embark on each search. She puts out word through LMH physicians so they can inform their colleagues of upcoming searches. She also searches databases for current and resident physicians who have a Kansas connection, and sends fliers to residency programs at medical schools in

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Arkansas, Kansas, Missouri, Nebraska and Oklahoma. And, occasionally, Vaughn will get lucky, and doctors will call her and LMH asking if there are openings in their specialty.

Vaughn emphasizes that even if their training and specialty match up, and their qualifications match all the requirements, that may not be enough to receive an offer from LMH. “We are picky; we turn people down. That is not a fun part of my job. Physicians are not used to being turned down. We want the right fit, the right mix for each practice and the high caliber of physicians that we have at LMH,” Vaughn says.

As with any job, candidates have a lot of questions about what the job entails. They obviously want to know what the salary and benefits are for the position, but Vaughn says finding out what their on-call requirements are is one of the biggest questions, as well as how much time they will spend in the operating room versus the clinic. She says she tries to paint a picture of “a day in the life” of the practice for the candidates, something she knows well herself having been in practice in Lawrence for 17 years.

Before she answers their questions, though, Vaughn likes to ask a couple of her own.

“I ask people what they are looking for first. We want a good match, so I want to hear from them. We want people who will come here and stay here, because you get the best care from seeing the same person over a long time—that makes a big difference in health care,” she says.

Once Vaughn narrows the candidates down, she brings them to Lawrence for a site visit, typically about two days. She schedules interviews with herself and the CEO, a tour of the hospital and facilities, and meetings with the candidate’s potential new partners and other LMH physicians. She also makes a point to have the candidates stay in a hotel downtown and take a driving tour of Lawrence, which she works to tailor to the candidate and their family and interests. Vaughn spares no detail so the candidates can picture themselves living in Lawrence.

“I’ve taken people’s kids to paint ceramics; I’ve taken kids to the pumpkin patch. My nanny has babysat kids while the candidate goes to dinner,” she says.

Dr. Blake Conklin is a general surgeon who moved with his wife and toddler to Lawrence last summer and was recruited while he was a resident in advanced GI and bariatrics at LifeBridge HealthNorthwest Hospital/Sinai Hospital, in Maryland. He attended the University of Kansas as an undergraduate, and he and his wife are from Topeka and Kansas City, respectively, so coming to work at LMH allowed them to return to their home state.

Although the proximity to his and his wife’s families was nice, Conklin says the people in his practice were one of the main reasons he chose to come here.

“Having partners that work together and help each other out—being in a community hospital, sometimes you need to know who you’re working with. Finding out that they were fantastic people, willing to go the extra mile to help out—finding that balance is not always easy in general surgery,” he explains.

He says his wife also wanted to live somewhere she would have fun places to go, both for herself and their child.

“I think Dr. Vaughn does a phenomenal job of getting you plugged into those places. It’s just as important as the hospital,” Conklin says.

Nurses Nurses are in high demand all across the country, and Lawrence is no exception. The only twist to LMH’s recruitment of nurses, LMH Recruitment Manager Andrew Brookens says, is that Lawrence is also in demand as a place to live.

Essentially, LMH does not have to go to nurses as much to convince them to work at the hospital as nurses have to come to LMH to try to have the opportunity to work there, he says.

With 400 registered nurses, 40 licensed practical nurses and more than 30 nurse practitioners for the 173-bed hospital, there are a lot of people to coordinate for shifts and specialties.

“We see a lot of traffic here for people desiring to live and work in Lawrence,” Brookens says. “This community is one of our biggest recruitment tools. We have the conveniences of a larger city, but still at LMH, we have maintained the culture of a smaller community. People really get on board with that.”

Still, Brookens continues to build relationships and form a pipeline for well-trained nurses, both recent graduates and those with experience, to find a position at LMH. “We are looking for their values to align with ours—we want us to be a good fit for them. We want someone who is looking for a family home, not a stepping stone,” he says.

The hospital partners with KU, Washburn, Baker and Neosho County Community College for nursing students’ capstone components or rotations, which brings potential new nurses to LMH for practical experience.

Brookens attends local career fairs and advertises open positions through both traditional avenues and social media. He says LMH searches for both recent graduates and tenured nurses who may live in Lawrence and have careers somewhere in Topeka or Kansas City.

Nurses are looking for competitive salary and vacation, and sick pay benefits, which Brookens says LMH offers. But he says the scope of health insurance LMH provides because the hospital is self-insured is a big plus, especially when combined with the hospital’s corporate autonomy, which distinguishes it from many other Topeka- and Kansas City-area hospitals that are part of conglomerates.

“We are big enough that we have the bells and whistles. We can afford investment into our staff for training and have the ability to train them, plus they benefit from the leadership and education of other nurses on staff,” Brookens says. p

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Recruiting the Recruit

The Business of Recruiting Student athletes

by Bob Luder photos by Jeff Jacobsen, Kansas Athletics

More than 15,000 people poured into Allen Fieldhouse on a mild Oct. 9 evening for the annual celebratory kickoff to the college basketball season known as “Late Night in the Phog,” an impressive turnout considering the University of Kansas was on fall break, and most students had gone home for the long weekend. Of the thousands in the venerable old barn that evening, the ones garnering the most attention from Jayhawks fans, other than the players on Naismith Court, were five lanky young men seated directly behind the Jayhawks bench.

The immediate future of Kansas basketball might have been on display during the short scrimmage that was the centerpiece of “Late Night,” but what the Jayhawk faithful hope is a bright future down the road was of the utmost importance, as well. Five high school athletes, each in the top 35 of the national talent rankings as rated by high school recruiting website Rivals.com, chose to make their official recruiting visits to the KU campus during “Late Night.”

That’s not an unusual phenomenon, KU assistant basketball coach Kurtis Townsend explains.

“It’s a big night,” Townsend says. “It’s the kickoff of the basketball season. It’s the first introduction to our players, as well as the first look at new players.

“Most important, it shows the passion of our fan base. Not only are

34

these [recruits] getting to see how much the fans love the program, but it shows a side of personality that you usually don’t see. It’s usually a good, fun weekend,” he says.

According to NCAA rules, the KU men’s basketball program is allowed to host 12 official visits by recruits each year, and typically about half of those occur during the “Late Night” weekend in early October. A number of recruits also make unofficial campus visits—where the recruits and their families pay their own way—that weekend.

“We’ve had a lot of kids that have committed on their official visit during Late Night,” Townsend says. “I remember one time Coach [Bill] Self standing up in front of the team and asking how many committed then, and at least a third raised their hands.”

Damitria Buchanan, assistant coach and recruiting coordinator of the women’s basketball team, says “Late Night” shows recruits that, at KU, basketball is king.

“A lot of schools we recruit against are football schools,” Buchanan says. “We have a new staff here this year, and this was our first Late Night. But the kids we had in here loved it. I know a lot of them moved us to No. 1 on their lists after their visit.”

The recruiting opportunities that come with events like “Late Night in the Phog” don’t stop at just basketball. Other programs, such as the top-10 nationally ranked KU volleyball program, also use the event as a key recruiting date.

“Anytime we can get kids around an exciting athletic event like that … ,” says KU volleyball coach Ray Bechard, whose team was 21-1, atop the Big 12 Conference standings and ranked eighth in the NCAA Division national poll as of Nov. 4. “It really gives them

Late Night Celebrations

The science of recruiting has changed during the past 10 years or so as quickly as the technological advances that have accompanied it. No longer is it a matter of writing letters, making phone calls and knocking on doors, though all of that still takes place. Today, social media has become a heavily used tool.

Coach Kurtis Townsend a feeling and passion for the Crimson and Blue. You always try to take advantage of those situations.”

Veteran Jayhawks softball coach Megan Smith explains, “That’s a huge event for us each and every year. It’s tradition at its finest. It’s an exciting night when all athletes from all the different sports come together. They take time out to recognize all the other sports.”

At KU and other big-time universities around the country, the only sport that might matter even more than the actual sports themselves is the sport of recruiting. It’s largely what separates successful programs from the also-rans. Jim Marchiony, associate athletics director-public affairs at KU, says 2 percent of the university’s $90-million athletics budget goes toward recruiting. Two percent might not sound like much, but $18 million is an impressive amount.

“This generation is more 140 characters or less,” Buchanan says, laughing. “Tell me what you have to tell me and then let me go so I can Snapchat or Instagram my friends.”

Even Facebook has become somewhat obsolete, she says.

“Facebook we may use for internationals, because they still use that,” she says.

Townsend concurs.

“Kids don’t want to talk to you on the phone anymore,” he says.

“They ask you to hit them up on Facebook, Instagram, Snapchat.

And, they like to text back and forth.”

Starting Sept. 1 of an athlete’s junior year in high school, a college recruiter can send private messages over social media, but no public messages.

Many parents of promising high school athletes now actually

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Coach Ray Bechard

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Softball coach Smith relies even more on area talent to fill the roster of her team, which has advanced to the NCAA tournament each of the last two years. Nine of her 25 current players are from the region.

“I remember when I was coming in to interview here,” says Smith, in her seventh year as head softball coach. “I remember what it was that caught my eye. It seems everyone in Lawrence loves KU athletics. The players know that what they’re doing is going to be celebrated, not just by the university but by the community.

“When you walk down Massachusetts Street, you feel that,” she says. “It’s just a great family atmosphere.”

Several coaches say they also highlight logistics when recruiting athletes, especially those prospects from large cities who might otherwise think of Lawrence as a small town.

“We’re close enough to Kansas City without being in the city,” Buchanan says. “They get the college feel in Lawrence but still are close enough—35 miles—to do things in a city, like go to a professional game or a concert or play.

“There also are a lot of direct flights in and out of Kansas City [International Airport],” she continues. “We tell recruits three hours will get you anywhere. I was at Texas Tech before I came here, and it was hard to get East Coast kids, because it took forever to get there.”

Townsend says many athletes he recruits from large cities might have trepidations about Lawrence until they arrive for their visits and see for themselves the charm of the town and university. hire film companies to shoot video of their kids’ exploits and accomplishments, and ship tapes or digital files of those videos to schools of their choosing.

It’s a whirlwind of change that’s challenged the best of college recruiters, such as Townsend and Buchanan, to keep up with the times … and the Joneses.

Townsend says he receives too many tapes to count each and every year. Of course, any coach watching these tapes realizes he’s seeing only the made shots, the extraordinary and spectacular plays, not the misses and mistakes. Still, he and Buchanan watch. It’s part of the job.

“I prefer to watch full games,” Buchanan says. “But, as recruiting coordinator, I also watch [videos], because it’s my job to follow up.

“It’s hard for us to see every kid around the country,” he continues.

“There’s also online research and recruiting services.”

Recruiting is a little different animal for Bechard and his volleyball program, where different positions are very specific, even more so than basketball. He needs to know where and how to find the exact positions he needs, be it outside hitters, setters or liberos.

“We need to fill all those on a regular basis,” he says. “Our league is a very physical league. We have to recruit both talent and size.”

Bechard says he loves to recruit the Lawrence area and region, but will extend his talent searches nationally, if need be. Four of the 16 players on his roster hail within 30 miles or so from campus.

“Lawrence is a great place if a kid wants to focus on academics and athletics,” he says.

Of course, Townsend also is in the enviable position of recruiting to a program considered one of the top five men’s basketball programs in the country. The inventor of the game, James Naismith, was the first coach at KU and has his name on the floor in Allen Fieldhouse. The Jayhawks have won five national championships—the most recent being in 2008 under current coach Bill Self—and countless conference titles, including the last 11 Big 12 championships.

“We sell tradition, from Wilt Chamberlain, Clyde Lovellette, on down,” he says. “The Fieldhouse is old, but part of that is why it’s great. We never want to lose that heritage.

“And then, Coach Self is a hall-of-fame coach,” he explains. “He gets to the tournament every year. He’s won or taken second in the league every year he’s been there. And, he’s just a great person who promotes families.”

Then, of course, there are the facilities which, to a bright-eyed high school recruit, might be the greatest recruiting tool of all. In this area, the university has made several significant upgrades, some as recent as this fall.

The opening of McCarthy Hall in early October gives KU one of the most impressive and modern men’s basketball residence halls in the country, on par with other traditional college basketball blue bloods like Kentucky and Duke.

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“That will have a huge impact for us,” Townsend says. “Kids are impressed by that stuff. Kentucky, Louisville have places that house players. Right now, we have as good a place as anyone in the country.”

Less than two years ago, Rock Chalk Park opened in northeast Lawrence, a complex of track-and-field facilities, softball and soccer fields, not to mention a public recreation center, all world class in quality.

“Rock Chalk Park is state of the art and rivals any softball facility in the U.S.,” Smith says. “It’s been huge in recruiting. It’s a great place to train and play, a place to become an elite softball player.”

Not only does track-and-field/cross-country coach Stanley Redwine have the track-and-field facility at Rock Chalk Park to sell recruits, there also is Rim Rock Farm, north of Lawrence, which has hosted an NCAA championship meet as well as top high school talent at several meets each fall.

Coach Stanley Redwine

Redwine likes to make a car analogy when describing his facilities, comparing them to driving a Lamborghini.

“Everything there is good, everything is what a recruit wants to see,” says Redwine, who led the KU women’s track-and-field team to an NCAA national title in 2013. “It compares with the best tracks in the world. There’s a real ‘wow’ factor there. In fact, we’ve had people that have come to the Kansas Relays, see the area, and then come to KU even if they’re not a track athlete.”

Another major recruiting advantage Rock Chalk Park and Rim Rock Farm provide is that they give the city of Lawrence opportunities to host regional and national class sporting events, such as the AAU Youth Cross Country National Championships, which were held at Rim Rock last December. Those events bring many of the nation’s best athletes to the city to see and experience the facilities for themselves.

This summer, Rock Chalk Park will play host to the AAU Region 16 Track and Field Championships, hosting athletes from Arkansas, Kansas, western Missouri and Oklahoma. The park also is in the running to host the 2017 AAU Junior Olympic National Track and Field meet.

“We can now promote Lawrence as a destination for nonuniversity sports events,” says Bob Sanner, sports markets and special events with eXplore Lawrence. “We look for events that would have a good impact on the city and that could help economically. Now, we have the facilities and manpower to put on these events.

Coach Megan Smith

“What better exposure for Stanley Redwine’s track program than exposing thousands of young athletes to KU track-and-field?” he asks.

Evidence is clear that the “sport” of recruiting has undergone many changes during the years. But, while there might be different play calls—different forms of communication—brought about by the age of smartphones and social media, when it comes down to it, the basic strategies are, and will always remain, the same.

“It’s all of these different things,” Redwine says, “but in the end, it’s still about personal communication. I believe in creating personal relationships with the athletes and their families so that they know just what they’ll be getting at the University of Kansas.” p

39

Recruiting

The Act

by Julie Dunlop

Everclear, Jewell and No Doubt walked into a bar …

No joke, it’s a true story.

And that bar is The Bottleneck, at 737 New Hampshire St., right here in Lawrence.

After 30 years in the business of recruiting local, national and international talent to perform in Lawrence, The Bottleneck owner Brett Mosiman understands both the importance and the process of attracting quality entertainment to our city, noting, “Music is a huge cultural impact to any town, and Lawrence has it in spades.”

In fact, according to Mosiman, no other live music scene for indie and up-and-coming bands like the one here in Lawrence can be found for hundreds of miles, making Lawrence a perennial must-stop for artists.

A variety of factors have made Lawrence a hotbed for entertainment, starting with its long history of creating and promoting the arts. As the landscape of entertainment changed, especially with the dawn of the Internet and the ensuing music and video streaming available, Lawrence maintained a vibe that welcomed and supported artists, with live music and theater venues outnumbering techno, gaming and dance clubs by a landslide.

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State, county and city laws, ordinances and planning play a vital role in the industry, as well.

“Bands like all-ages shows and having a venue located in a vibrant downtown to walk around and shop and eat before going on stage,” Mosiman explains.

Current liquor laws allow Lawrence bars to hold all-ages and 18-and-over concerts under certain conditions, including tightly controlling underage alcohol consumption within the venue, a benefit to the many bands who make a living playing to houses packed with ticket holders and merchandise buyers.

Photo by Steven Hertzog

“

lawrence has a reputation nationally for being an amazing college town.

- Derek Kwan

”

But Lawrence isn’t only a music town.

Just up Mount Oread from The Bottleneck, the Lied Center, located at 1600 Stewart Dr., has hosted hundreds of performances, ranging from touring Broadway shows to solo acts, international dancers to local musicians. Harry Connick Jr., “Avenue Q,” The Shanghai Chamber Orchestra and Bernadette Peters, among many others, have all played to Lied Center audiences since 1993.

And because most bands spend a quick 12 to 24 hours in each city they visit, having an accessible and lively downtown right outside the venue’s door makes Lawrence a prime spot for repeat performances.

Whether scouting talent at music festivals or networking with promoters across the country, Mosiman is always on the lookout for talent, typically booking shows about three months in advance. While he doesn’t have a strict formula, Mosiman tries to provide something for everyone each month, from Open Mic Nights to DJs to bluegrass, rock, pop and hip-hop, from as far away as Asia to as close as down the street.

Derek Kwan, executive director of The Lied Center since January 2014, is thrilled to carry on the tradition of recruiting the finest entertainment to the Lawrence stage.

“Lawrence has a reputation nationally for being an amazing college town,” Kwan reveals about his motivation for coming to Lawrence after spending seven years at New York’s Lincoln Center for the Performing Arts. “And the Lied Center, in particular, is known for taking risks and proving that adventurous work can be done successfully,” Kwan states proudly.

The University of Kansas is one of fewer than 20 universities in the country bearing the title MUP, or Major University Presenter. KU receives this rare distinction Photo by Meg Kumin

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because of its willingness to not just promote commercial entertainment but to move every genre of performing arts forward.

It isn’t just the city’s reputation for welcoming both commercial and noncommercial works, though, that has put the Lied Center on the map. The venue itself is most any tour manager’s dream stage when considering locations for one- or two-night runs. Its state-ofthe-art facility with all sound, lighting and mechanical equipment available for traveling productions in-house greatly reduces the time and cost of load-in and setup, a feature that sets the Lied Center apart from other venues of similar size and market reach.

The venue is a draw for patrons, as well, with free and easily accessible parking, and a location within minutes of major highways and I-70, as well as comfortable seating, clear lines of vision from the audience to the stage and an exceptional sound system. In an era where showcasing entertainment can be done literally in the palm of one’s hand via the smartphone, having a venue that

Photo by John Claton

not only stirs residents to leave the comfort of their own homes but entices visitors from hundreds of miles away to spend their time—and their dollars—in Lawrence enhances the city’s reputation, economy and cultural influence.

The Lied Center’s partnerships with both KU and Lawrence Public Schools have a great impact on recruiting performers and young patrons. Black Violin, a ground-breaking strings duo featuring Wil Baptiste and Kev Marcus, played a show so stunning for area fourth-graders six years ago that orchestra teachers at both Lawrence High School and Free State High School now find themselves with a solid and noticeable abundance of dedicated tenthgrade violinists, inspired by their fourth-grade field trip.

Even with an overwhelmingly favorable reputation and widereaching fan base, however, recruiting productions to Lawrence is not without challenges.

Kansas Photo by Meg Kumin 43

Because of Lawrence’s size and location, Kwan pays close attention to the tight competition in Kansas City and Topeka, and pursues talent constantly and carefully, limiting the number of offers made within each genre until the season is fully rounded out.

Any given week could end with Kwan having presented several contracts, one at a time, to various acts and being turned down for reasons ranging from price to scheduling conflicts, always with new ideas in the pipeline.

Knowing people in the business provides a tremendous advantage when booking. Kwan was able to use his connection with Lyle Lovett’s agent to book a date with Lovett and John Hiatt early in the formation of their tour. The two played in October 2015 at the Lied Center, building their tour out from the Lawrence date.

An engaging season also relies on Kwan’s ability to capitalize on regional trends and successes with delicate balance, booking performers who have generated interest and revenue in nearby markets while their relevance is still high yet allowing enough time to pass between performances so their fan base is eager to buy tickets by the time they perform in Lawrence.

Another challenge is overcoming the conservative reputation of Kansas and the Midwest as a whole. “Artists will absolutely cancel dates in markets supporting politics they don’t agree with,” Kwan states, citing music group Wilco and comedians Nick Offerman and Megan Mullally, who canceled their performances in Indiana after the state’s passing of the Restoration of Religious Freedom Act, in March 2015.

Even with all of the parameters and challenges, though, Kwan enthusiastically embraces the opportunity to uphold and further strengthen the national reputation of the Lied Center as he finalizes performances for the 2016-17 season.

No need to wait between seasons to enjoy world-class entertainment in Lawrence, though, as the Lawrence Arts Center (LAC), at 940 New Hampshire St., brings its largest event of the year to life each summer: the Free State Festival.

While LAC recruits, trains, produces and installs theater, music, dance and visual art shows year-round, the Free State Festival is a culmination of LAC’s mission to enrich and invigorate the community by offering the best in contemporary exhibitions, performances and arts education.

Founded by LAC’s Director of Film and New Media Marlo Angell in 2011, the interdisciplinary arts festival has recruited scores of entertainers and industry professionals to Lawrence, including musicians George Clinton and Johnny Winter, comedians Tig Notaro and Marc Maron, and dozens of feature and short films, often with cast members, directors or producers available for discussion afterward.

Growing in just four years from a small, independent film festival in Lawrence to a wildly popular, weeklong destination event drawing 12,000 people to Downtown Lawrence last year alone is a testament not only to Angell’s dream and dedication but to the vision and hard work of the entire LAC staff, including Free State Festival Director Sarah Bishop, Development Director Heather Hoy and Artistic Director Ben Ahlvers, and partnerships with area venues like The Granada and Lawrence Public Library.

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How do they even begin to find enough entertainment for a crowd of that size?

It all starts with thorough research.

“We look at other festivals, such as South by Southwest and Sundance, to find the year’s newest films, contact distributors and network through people we’ve built relationships with over the years,” Angell explains. “We also post calls for entries to the festival,” she says, smiling as she goes on to say that she personally watched every single film entry in its entirety for consideration.

Mike Watt; photo by Ann Dean

When it comes to finding live acts, the process is a little different, but it still begins with research.

“We reach out to industry professionals with Lawrence and KU ties, and refer to IMDB Pro [an online database for television and film professionals] for contact information,” Angell says. Hoy adds that reaching a performer’s manager, who focuses on experiences that meet the performer’s long-term career goals, is preferred over reaching the agent, who typically acts as more of a project-to-project negotiator.

It isn’t always easy to convince a Comedy Central comedian or Hollywood-based actor to head to Lawrence for a couple of days in the summer, but Hoy’s and Angell’s persistence and passion most definitely pays off.

Marlo Angel with Barry Crimmins, Bobcat Goldthwait - photo by David Unekis,

“It can be a struggle to recruit nationally recognized acts to come to Lawrence because people have an idea of what Kansas is in their heads,” Hoy says.

In initial conversations, Hoy and Angell draw comparisons to similar towns—“we’re like Austin but without the traffic,” jokes Hoy—and boast a history of strong curation and pedigree of performers, high attendance at events and the faithful support of corporate sponsors to entice performers to check out Jayhawk country.

“Once they hear more about Lawrence, they get it,” Angell adds with a smile.

“We had one Hollywood actor who agreed to speak at the festival after a showing of his film but had chosen to stay overnight at the Ameristar Hotel and Casino in Kansas City during his trip,” Hoy shares. “We picked him up in Kansas City and brought him to Lawrence for the day of his appearance. By the time we were finished touring downtown, visiting the Arts Center and eating lunch, he was so impressed with our town that he canceled his reservation in Kansas City and decided to finish the rest of his trip in Lawrence.”

Marlo Angel photo by Nick Krug

Most performers are overwhelmingly impressed with Lawrence once they actually arrive because of the energy of the city as much as the royal treatment guests receive. While other festivals and markets might be Ben Ahlvers with Rat Sabies, photo by Ann45 Dean

Which performer would you most like to recruit for a show in Lawrence?

Brett Mosiman, owner of The Bottleneck:

Tom Petty, Prince or Neil Young Derek Kwan, Executive Director at The Lied Center of Kansas:

James Taylor, Paul Simon or Sting Heather Hoy, Development Director at Lawrence Arts Center and Marlo Angell, Director of Film and New Media:

U2, Duran Duran or Louis C.K. able to offer a larger venue with greater exposure, visiting performers appreciate the personal attention they receive from the staff at LAC. “We build and stock beautiful greenrooms, arrange drivers loaded with amenities, schedule appearances on local TV and radio programs, provide accommodations,� Hoy proudly says of her staff.

Not all names have been released for the 2016 festival, scheduled for June 20 through 25, 2016. This is another challenge Hoy and Angell face in recruiting, as most performers have limited ability to schedule special appearances too far in advance, holding out for long-term gigs over one-nighters. But if past festivals and growth are any indicator, Lawrence can prepare for another week of big names, ideas and experiences filling the hot summer days and nights.

George Clinton

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photos by Ann Dean

Prompt Care

“We Care at Prompt Care” Jon Ronson, photo by Ann Dean “The Free State Festival is a labor of love for the Lawrence Arts Center,” LAC Chief Executive Officer Susan Tate affirms. “We consider the Festival a gift to the community as well as a pleasure to host, though everyone does the work outside of their regular jobs.”

The labor pays off, not just for audience members but for the city, as well. Downtown Lawrence businesses report increased food and retail sales during the Free State Festival. Tate adds that the festival “complements the goals of Lawrence’s recently completed Cultural Plan in creating a positive impact, offering work for Lawrence artists and others, and highlighting Lawrence as a cultural destination.”

From the intimate to the grand to the unexpected, Lawrence is a place for entertainment. p

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Recruiting Businesses & Industry

by Bob Luder photos by Steven Hertzog

It might not look like much now. Three hundred acres resting on the eastern edge of Lawrence, which, at this point, are merely plowed lots of dirt with a few pipes, electrical boxes and streets in the midst of it all. To the out-of-town passerby, it could be the beginnings of just another suburban subdivision.

Larry McElwain looks at it and sees the largest growth of industrial business in the city in decades, perhaps ever. In fact, the mere mention of VenturePark visibly raises McElwain’s excitement and enthusiasm as he discusses future economic development in the city he’s called home for nearly 50 years.

“We’re approaching a big announcement on our first major tenant in VenturePark,” says McElwain, president and CEO of the Lawrence Chamber of Commerce as well as president of the city’s Economic Development Corporation (EDC). “It used to be we went and tried to find these businesses. But that model has changed.”

With its amenities, quality infrastructure and proximity to adjacent East Hills Business Park, which has close to 10 businesses already in place, McElwain believes good-quality, high-tech companies will seek Lawrence out and discover what it has to offer as a place to relocate.

“I think we’re in a great place right now,” says McElwain, who started his term as Chamber president in June 2014. “We had a decade of no growth here, and we have to broaden the tax base. For a long time, we didn’t have any inventory [of land] to work with.”

That all changed when, in 2010, Farmland Industries donated land that once was used for a nitrogen plant to the city, along with a trust fund to help with environmental cleanup of the property. That gave Lawrence a golden opportunity to develop a second premiere business park adjacent to the one it already had, East Hills. The city has made significant investments in the site to maximize opportunities for industrial residency and expansion of the business park.

McElwain, a businessman in Lawrence the last 43 years who has served on the Chamber board four times before taking the reigns as president/CEO, says VenturePark is the largest development project the city has undertaken since the powers

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“Since I started here [with the city] in 2007 … ,” she says, “comparing that time to now, we’re very busy. We had our biggest year in dollar amount in permits this year.”

Larry McElwain

that be adopted a strategy of cooperation, taking care of existing business, retention and expansion, entrepreneurship and workforce development before trying to attract new businesses to town.

“One of the problems economic development had here was we had an emphasis of attracting outside businesses to Lawrence,” McElwain says. “We changed that emphasis to business expansion and retention and start-ups. That’s made everyone around town happier.

“The base of everything we do is economic partnership with the city,[Douglas] county, EDC, Chamber and (University of Kansas).”

That partnership already has brought noticeable dividends with the redevelopment that’s taken place at Ninth and New Hampshire streets, which included a new hotel, parking facility and refurbished Lawrence Arts Center. The Eldridge Hotel is about to undergo a major expansion, as well. There’s the new Rock Chalk Park sports facility out near west Sixth Street, and retail development is expected to be underway in that area soon. Interim City Manager Diane Stoddard says the city currently is constructing a wastewater plant, “the largest project of its type ever undertaken.”

The community partners with private business through a variety of economic and community-development programs to help fuel economic growth. According to the city’s “Annual Report: Economic Development Support and Compliance,” compiled by Economic Development Coordinator Britt Crum-Cano, for every $1 of public-sector investment for the year, approximately $5.40 in privatesector capital investment was realized. Projects that participated in the city’s tax-abatement program outperformed all compliance targets. Real property investment was 28 percent above projected target. Job creation nearly doubled what was projected, and wages were 23 percent above projected amounts.

The community provided assistance to projects such as 9 Del Lofts and Cedarwood Senior Cottages to increase affordable housing options.

“There’s been a big uptick in current business expansions,” CrumCano says. “And, we’re not any less busy with attraction efforts.”

Also, new retail development already has begun on south Iowa Street in anticipation of the opening next year of a major highway artery that will further connect the southern part of Lawrence to I-70.

“When the South Lawrence Trafficway opens in 2016, I think it’s going to explode here,” McElwain says.

Silicon Valley Midwest Perhaps the most significant development resulting from the newly formed partnership among city, state, county, business community and university occurred in 2007 with the founding of the Bioscience and Technology Business Center (BTBC), located on KU’s West Campus.

The BTBC offers an infrastructure of modern facilities, business guidance and a network of value-added connections to support bioscience and technology industries in northeastern Kansas. Its stated mission is to create, recruit, grow and retain technology

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businesses that create high-paying jobs and grow the tax base and wealth in the local community and state.

A total of $7.5 million was raised initially to build Phase 1 of the center, which consisted of a 20,000-square-foot building. That phase was filled ahead of its projected time, and Phase 2 was completed last summer in the form of a second building adjacent and connected to the first. That gives the BTBC 51,400 square feet of space in its main facility.

It also occupies 20,000 square feet of space at the KU Medical Center, in Kansas City, Kan. “What we are is a life sciences incubator that serves start-ups,” says G.R. Underwood, BTBC president and chief operating officer. “We have companies from New Zealand, Ireland and Australia that have moved to the U.S. We have Fortune 500 companies—Archer Daniels Midland, Garmin. They all want access to the top science kids at KU. “Most companies are here because they want to be close to KU for one reason or another,” he continues.

Currently, the BTBC has 35 active companies containing 180 employees operating at one of its facilities, and those businesses generate $10 million in annual payroll. They also have six graduate programs—those that became established, outgrew the facilities and moved on. According to Underwood, all six of those graduate programs have kept their companies in Lawrence.

“If we fill the building by next year, we’ll have 46 companies and more than 200 employees,” Underwood says.

What might come as a surprise to some, especially with one of the most highly regarded veterinary programs in the country just 70 miles down I-70 to the west, in Manhattan, is that six of the companies at the BTBC deal in animal health. The others focus on human health issues and software.

Underwood says the BTBC has another key partner in the University of Kansas Innovation and Collaboration (KUIC), housed in the West Campus facility and which partners with corporations to bring KU innovation into the marketplace. KUIC also facilitates faculty education.

“We use KU to identify potential private-sector candidates, researchers and innovators,” Underwood says. “We try to start adding value right away, telling them how to tap into our network to help them attain their goals. Half the time, our meetings turn into strategy sessions.”

Underwood says eventually, he envisions expanding the West Campus presence into a mini version of central California’s Silicon Valley.

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An Educated Workforce McElwain says another major step forward in making Lawrence a player in economic development came back in August with the opening of The Dwayne Peaslee Technical Training Center.

“Peaslee Tech” was another combined effort of city, county, KU, Chamber and EDC, and filled a great need in the city for technical training in everything from carpenter to construction to manufacturing.

“Having an educated workforce and a desire to work with companies is as important as anything,” McElwain says. “We now have in Lawrence two assets we didn’t have before, workforce training and VenturePark.”

As for VenturePark, city water, sewer and storm water infrastructures are in place, as are other utilities such as electricity. The site can be readily served by a number of telecommunications providers and city-owned fiber optic cable adjacent to VenturePark.

In addition to its proximity to East Hills, McElwain says perks to lure businesses to VenturePark are as vast as the land itself. Start with logistics: The park has quick access to four interstates and three U.S. highways in addition to highly trafficked K-10, which links directly to the Kansas City area. It also will be within 30 minutes of the BNSF Railway intermodal facility, near Edgerton, Kan., with rail access nationally.

“I think distribution and logistics are big attractions for this facility,” McElwain says.

It’s McElwain’s personal dream to find a way to broaden the spectrum of jobs available in the Lawrence and Douglas County area so that it can retain a brain trust that’s already considerable given it’s home to one of the foremost and highly regarded universities in the Midwest.

“We’re always trying to think of the greater whole,” he says. “The bottom line is, you have to have power, water, sewer capacity, land, workforce, incentives … . And, you must have cooperation among all the various governing and organizing bodies. I believe we have all of that here.”

Only time will tell if it all works out and results in a bigger and better Lawrence.

“It’s a different model, and the jury is still out,” McElwain says. “But, in my heart of hearts, I believe it’s going to work.” p G.R. Underwood

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STAFFING

Temp - Part Time Seasonal

by Emily Mulligan photos by Steven Hertzog

Temporary work is not just about maternity leave anymore. Staffing firms are more relevant than ever to the Lawrence employment scene, and although they do help local companies fill in for someone who is on leave, their scope of recruiting is much wider.

Shirley Martin-Smith, of Adecco Staffing Agency, has been in the business since 1977 in Lawrence. Barry Kingery and Kate Blocker, owners of Express Professional Services, have been in the business in Lawrence since 2005 and 2007, respectively, and have lived in Lawrence for more than 20 years.

Both agencies recruit employees for jobs at local businesses and must obtain businesses as clients where they can send their employees, so the staffing agencies’ workload is a continuous cycle of recruiting on both sides of the job spectrum.

Staffing agencies are much more versatile than both employers and potential employees realize, and the agencies appreciate the opportunity to educate others about all of the ways they have an impact on business in Lawrence.

“All we do every day is interview, hire and select people for businesses. So, our foundation of success is how well we do that,” Martin-Smith says. “It is a constant education of the workforce every day.”

Staffing agencies employ four main categories of associate recruiting: traditional temporary work, contract work, evaluation to hire and direct hire.

Both Express and Adecco hire associates for the stereotypical temporary work assignments, when someone will be gone on vacation, medical leave or family leave for a defined amount of time. The staffing agencies have databases of employees who have experience in a variety of fields and are accustomed to entering a new workplace and quickly learning the ropes.

However, for both firms, those temporary fill-in assignments are not where their capabilities begin and end.

They hire for and fill contract work positions, as well. These positions have a start and end date but differ from typical temporary work in that they are usually the result of a boost in business because of a seasonal cycle or a change in, or expansion of, a business. “More often than not, our associates can generate a permanent position from that,” Kingery says.

Top to Bottom: Shirley Martin-Smith; Kim Mason-Burns interviews Maria Elena Stadick; Stadick at Chamber job she was placed in by Adecco

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“Evaluation to hire” is the staff agencies’ term for positions that function as a “test drive” for companies to fill permanent positions. The staffing agencies recruit, evaluate and interview qualified applicants who they provide to the employer for an evaluation period to make sure the employee is a good fit for the company. If so, the company hires the employee permanently, away from the staffing agency.

Direct hire, or professional placement, is a staffing agency function that is increasingly in demand. Martin-Smith says staffing agencies take the heavy lifting of sifting through resumes, doing interviews and checking references off of the workload of already-overburdened human resources offices—often with a quicker turnaround.

The past year or so has been a particularly interesting time for local staffing agencies. As the economy has expanded— both nationally and locally—there are more jobs open than there are associates to fill them.

“It’s an applicant market now—they can pick and choose what they want to do and how they want to do it,” MartinSmith says.

The current market presents both a victory and a challenge for the staffing agencies. On the associate side, there likely is a viable opportunity for almost every applicant who comes seeking employment in any category. But on the client side, the agencies must appease the companies that have these openings and are anxiously awaiting associates to fill them.

There are a couple of reasons for this imbalance, Kingery and Blocker say. One is that nationwide, there is a reduced labor participation rate, meaning more people are choosing not to work even though they could. Many people who were downsized in the recent recession spent some time looking for work but then either did not find it or decided to retire early.

“We’re trying to figure out how to get them back to work. We are selling the avenue of temporary work as a way to get back to permanent work,” Martin-Smith says.

Baby boomers are still an important part of the current and future workforce, but they don’t seem to realize that, she says.

“They say they’re too old? No, they’re not. What companies want are people who are reliable, know how to get along at work and can learn. They can take their skills and apply them differently—that’s where our industry adds value,” Martin-Smith says.

Another reason for the lingering job openings is that there are fewer workers who have trade skills. Blocker says after baby boomers, there was a stronger emphasis placed on attending college and a lack of emphasis on pursuing traditional trades. So there actually is a gap in the workforce as the baby boomers retire. Plumbing, HVAC, electrical work and even welding are in high demand.

“For example, we have clients that, the minute we come across someone with HVAC experience, we are to call them,” Blocker says. “And those jobs pay some good money.”

Kate Blocker, middle; Bary Kingery, bottom

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Lawrence’s new Dwayne Peaslee Technical Training Center eventually will help bridge that gap, the staffing agencies agree. But until

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more people can work toward that training, for the foreseeable future, the gap will exist.

Local staffing agencies and employers must compete with opportunities in Kansas City and Topeka, as well, because commuting from Lawrence is relatively simple.

“We’ve been encouraging our clients for a couple of years to increase their wages, and now, they’re starting to see the light,” Kingery says. “In the past, jobs that paid $10 an hour here paid $14 to $15 an hour in Johnson County.”

Blocker also says that in many jobs, paying about $3 more per hour attracts a different caliber of candidate, one who is more likely to stay in the job longer.

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As with any business trying to reach its audience, staffing firms must contend with the general “noise” of electronic advertising and communications when trying to reach potential employees.

It helps that both businesses are well-established in Lawrence, so they have made good connections with their client base. But, constantly keeping job opportunities in front of potential associates is a challenge.

“We’ve moved back into the tried-and-true methods of outreach.

We have to try to sell to people what our jobs are and why they want to work for us,” Martin-Smith says.

Adecco attends job fairs, plays host to open houses in its offices, distributes fliers and signs, and uses traditional advertising media, such as newspaper ads, Martin-Smith says.

The company also recently has started using a new technology called Fetch that allows them to select potential employees from their robust database and send a text message directly to each person about a specific job opening for which he or she qualifies.

“Various generations have different ways of looking for work, so we have to do all the ways we can,” Martin-Smith explains.

Express also tries to combine new technology with the traditional approach.

“Social media in the last year has gone gangbusters for us, people sharing and reposting our job openings,” Blocker says. “The other key factor has been offering a referral bonus when an associate working for us refers a friend and gets a cash bonus. If you do a good job for us, likely people you know will also.”

In the staffing business, the job is never done—there are always people who need work and jobs that need to be filled. Staffing specialists must pace themselves and take each match as a small victory, because the game they are playing is a career-long event.

“Our industry is always a pendulum. Now, we are heavy on recruiting associates. At some time, it will swing back again, but that is a few years away,” Kingery says. p

Hiring for Excellence KU FACULTY RECRUITING

by Liz Weslander photos by Steven Hertzog

Recruiting faculty to the University of Kansas is a complicated dance that involves a number of steps: finding highly qualified candidates who reflect the diverse society in which we live, ensuring that those hires have the opportunity to take their work to the highest level and, last, but certainly not least, helping the hires feel connected to and valued by both the university and Lawrence community.

Hiring for Excellence During the last five years, faculty search committees at KU have shifted their strategies for finding and hiring qualified candidates by using an approach brought to the university by outgoing provost Jeff Vitter. The approach, called Hiring for Excellence, asks faculty search committees to narrow the pool of applicants for a specific position in a slower and more deliberate fashion than they have in the past.

“The traditional way we used to do our hiring was to get those CVs [curricula vitae] and letters of reference, pick three people and then bring them to campus,” says Mary Lee Hummert, vice provost for faculty development at KU. “But sometimes, by the time you would pick up an applicant at KCI and drive them to campus, you would already know that you had probably made a mistake.

By focusing in too quickly on the top two or three individuals, you can miss individuals who would be better hires.”

Under Hiring for Excellence, search committees do an initial ranking of the applicants for a position and then interview the top nine via telephone. Hummert says the phone interviews allow search committees to get a better feel for personal skills and qualities that are not easily communicated on a résumé. The phone interviews include a specific set of questions that are designed to assess things such as an applicant’s modes of interacting, his or her approach to decision-making and his or her motivation to achieve.

“Those interviews will focus on characteristics that we are looking for over and above the job qualifications,” Hummert says. “This helps us to really pick the best qualified individuals to bring to campus and hire the individuals who are most likely to be successful at KU.” She explains that because the Hiring for Excellence approach is time-consuming, it did meet some initial resistance from faculty search committees. However, the approach encourages conversations among search committee members early on in the hiring process, which allows them to thoroughly consider the sort of person for which they are looking, which ultimately makes outcome of the search more successful. These positive outcomes have won over most people, Hummert says.

Vice Provost for Faculty Development, Mary Lee Hummert One notable positive outcome of Hiring for Excellence has been an increase in the diversity of applicants and hires at the university.

Hummert says numerous studies show that when hiring, people tend to gravitate toward those who are similar to themselves in background, ethnicity and gender. Because Hiring for Excellence encourages search committees to look beyond a limited set of qualifications and to consider the background of individuals more broadly, it lends itself to more diverse outcomes.

“We find that when we look at the initial rankings of the applicants and then where people rank after the phone interviews, that this intermediate interview process has indeed made it more likely that individuals from underrepresented groups and women are brought to campus and are hired,” Hummert says.

In order to further foster diversity in faculty recruitment, Vice Provost for Diversity and Equity Nathan Thomas has partnered with the Office of Institutional Opportunity and Access to provide workshops with search committees on the subject of unconscious bias.

The workshops focus on interactive exercises that help people discover personal biases they may not realize they are carrying.

“We talk about bias and what that means in relationship to the hiring process,” Thomas says. “We all come in with biases from the type of schools we attended and from the type of networks that we have, so we are providing an introduction to make people aware of

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Fostering Innovation and Collaboration A fair and effective hiring system is an important piece of recruitment, but so is having a campus and a community that is attractive to prospective hires and their families.

Julie Nagel, interim president of KU Innovation and Collaboration (KUIC) says creating an environment where faculty members can take their research to the next level by patenting technology—socalled “technology transfer” —is a key piece to recruiting highquality faculty.

“A lot of faculty that we are trying to recruit, particularly in science and engineering, already play in the space of patenting their technology,” Nagel explains. “When they look at KU, they want to understand how they can continue those activities and what programs are in place to help them get their research into the marketplace.”

Driving entrepreneurship and commercialization of faculty technology is the mission of KUIC, which is a 501(c)(3) entity with a fifteen-member board chaired by the provost and executive chancellor of the University of Kansas. The KUIC has a staff of 14 that assists faculty with all aspects of technology transfer, including licensing and corporate partnerships. KUIC is housed in KU’s

30,000-square-foot Bioscience & Technology Center (BTBC), on West Campus.

Nagel says that while most universities these days have some sort of program that addresses technology transfer, KU’s commitment to outcomes, its interest in economic engagement in the region and the large amount of physical space dedicated to entrepreneurial endeavors make the university both comprehensive and competitive.

“We are thinking about how KU innovation may change the world, and we put together programs and a philosophy to drive that,” Nagel explains. “There are real things going on at KU that change people’s lives and save people’s lives. There are professors who have spent their careers working in their labs on discoveries, and they want the chance to change people’s lives with those discoveries. We give them a conduit to do that.”

While an inspiring professional atmosphere helps attract faculty, Thomas says an environment that makes people feel valued and connected on a more personal level is huge part of keeping faculty at the university.

“It’s one thing to hire faculty; it’s another thing to retain them,” Thomas says. “Retention becomes a very important ingredient in recruitment, because if we don’t do a good job retaining, then the word gets out, and people will question why they should come to KU.” With its low cost of living, good public schools and liberal mentality, Lawrence is an easy fit for many faculty recruits and their families.

However, its Midwest location and small size is a challenge for some because the community lacks the diversity of larger cities and other regions. This lack of diversity can make it difficult for faculty from underrepresented minorities to connect with the community.

“There are spaces where we are just not that diverse,” Thomas says. “There are things that Lawrence is trying to do better, but it also has some challenges as it relates to diversity and equity.”

The university has five faculty and staff councils: the Black Faculty Staff Council, the Latino Faculty Staff Council, the Asian American Faculty Staff Council, the Native Faculty Staff Council and Sexuality and Gender Diversity Consortium, all of which Thomas says help support minority faculty because they become smaller communities within the university where people can connect.

Vice Provost for Diversity and Equity, Nathan Thomas In order to develop an effective plan for fostering a more supportive working and learning environment at the university, KU recently established a Campus Climate Study Task Force that, under the leadership of the KU Office of Diversity and Equity, will conduct a comprehensive multiphase Campus Climate Study. The end product of the study will be objectives and action steps that will become part of KU’s overall strategic plan.

“What’s nice about this is that, usually, strategic plans for diversity are separate from a university’s larger strategic plan,” Thomas says. “But we plan to integrate diversity into the fabric and operations of the organization as it relates to the overall strategic plan for the university, which means that diversity becomes highly woven into the fabric of the entire university.”

In spite of the multifaceted efforts that KU employs to recruit and retain highly qualified and diverse faculty, there is just no silver bullet for infallible faculty recruitment.

“Keeping a person may not have anything to do with the university,” Thomas says. “A person may love their job, but when they’re not working, how are they doing then? Is their significant other having challenges? You have to think about it holistically. It all comes down to finding the right match.” p

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The Promising Student KU STUDENT RECRUITING

by Liz Weslander photos by Steven Hertzog

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Recruit to retain, and the rest will fall into place. That’s the approach to student recruitment at The University of Kansas.

“Retention success predicts recruiting success,” says Matt Melvin, vice provost of enrollment management at KU. “If you have people who come and stay, and have a good experience, those are the ones who will be out there building the brand. It’s essentially linking sales to service.”

Retention is at the heart of KU’s new, more rigorous undergraduate assured admission requirements, which will go into effect for the fall 2016 entering class. Under the new standards, entering freshmen will need to meet one of two GPA/ACT thresholds in order to guarantee admission to KU. The first requires a minimum 3.0 high school grade point average (GPA) combined with a 24 on the ACT (1090 SAT), while the second requires a minimum 3.25 high school GPA and a 21 on the ACT (980 SAT).

Currently, all Regents universities in Kansas have the same assured admission requirements. Students are admitted if they score a 21 on the ACT (980 SAT) or rank in the top one-third of their class, or have a 2.0 GPA in the Kansas Qualified Admissions Precollege Curriculum.

Melvin says the philosophy behind these less rigorous admission thresholds is that they give a large number of students access to state educational institutions. However, data has shown that students who are at the lower end of these thresholds are often not prepared to succeed at KU and, consequently, end up dropping dropping out.

“We really don’t believe that we are doing any favors to the students, to their families, to the state or to the institution by allowing students to enroll who, based upon our historical data, have a low propensity to graduate,” he continues. “It’s not a good use of resources or time, and, ultimately, you hurt the brand.”

Melvin explains that the new admission thresholds are anchored within success metrics, meaning there is data that shows people who meet the new thresholds are likely to succeed at KU. “We are not looking to ratchet this thing up to deny access, but it’s the idea of coupling access with success,” he says. “Access without success is access to nothing, so you have to look at recruitment and retention combined.”

In order to account for students who may not meet the new thresholds but could still succeed at KU, the office of admissions has a holistic review process in place that looks into aspects of applicants’ academic careers that are not reflected in a GPA and test scores.

“The downside to these new thresholds is that people think that if they don’t hit one or both of the criteria, then they shouldn’t even apply, “Melvin says. “Don’t not apply. Our message is assured admissions for those who meet the thresholds, but we also encourage people who have the propensity to be successful to apply, apply, apply.”

Another newer recruitment approach that is showing promise for retention rates at the KU School of Business is the admission of qualified students to the school during freshman year. Prior to 2012, KU students could only apply to the business school during their sophomore year before being admitted for their junior year. Now, freshmen with an interest in business who have at least a 25 ACT score and a 3.25 GPA can apply and be admitted to the School of Business for their freshman year.

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In an effort to foster the success of these incoming freshmen, the business school has created a first-year Business School Experience, which includes a series of academic seminars designed to immerse them in the business school experience.

“The goal of those classes is to retain students at KU,” says Kimberlee Hinkle, recruitment director for the KU School of Business.

“But it is also to connect them with resources at the university and within the school of business, to connect them with their peers early on and to connect them with career services and advising earlier on than when we were admitting students as juniors.”

She says admitting freshman and helping them make crucial decisions early on has improved the success of the program. During the the last two years, the freshman-to-sophomore retention rates for freshman entering the School of Business years has been between 90 and 92 percent.

“Some of the students have changed majors, but they are staying stay at university,” Hinkle says.

While undergraduate recruitment is largely about recruiting and cultivating students who are able to adjust to the rigors of college life, Michael Roberts, dean of graduate studies, says recruiting graduate students is a different ball game.

“These are students who know what they want,” Roberts says.

“They have been out in the world. They have bachelors’ or masters’ degrees. The reputation of the faculty and the quality of the

research are what draw graduate students to KU.” While reputation alone draws large numbers of applicants to many graduate programs, the Office of Graduate Studies has recently started using a database system called Prospect, which helps gather and analyze data on prospective students so departments can personalize their recruitment efforts.

“Our websites are pretty good,” Roberts says. “But they are passive. We don’t want to just wait passively for people to find us.

Prospect is a tool that reaches out to graduate students across the globe.”

Prospect is a customer-relations management tool (CRM) that can acquire things like GRE (graduate record examination) scores or the names of people presenting at research conferences, and can then determine if these individuals interest areas align with KU graduate programs.

The Office of Graduate Studies and individual graduate program use this information to create targeted emails to get KU onto people’s radars and then create continued interest through follow-up correspondence.

“These campaigns to alert people to what is good about KU have brought in some really fine students,” Roberts explains. “We have had a number of instances where some really top-notch students, who did not originally have KU in their first scan of where they wanted to go to graduate school, came here for their graduate studies.”

While Thomas says he has been pleasantly surprised by the positive results gained by using Prospect, he believes the best representatives for KU graduate programs are the faculty and students.

“When our faculty are publishing, when our graduate students are going out and presenting at conferences, they are our best ambassadors,” he says. “People look to see who is doing what, and we want those kind of connections.” p

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LMH NEW RECRUITS Medical providers join community

by Janice Early, MBA Vice President of Marketing and Communications, Lawrence Memorial Hospital

The Lawrence Memorial Hospital Medical Staff recently welcomed 12 new medical providers to the community, including a doctor who was one of only two internal medicine physicians finishing residency at the University of Kansas Medical Center who chose primary care as their practice focus.

Martha Allen, MD, completed her internal medicine residency at KU this summer. She has joined The Internal Medicine Group. Dr. Allen attended Central Methodist University in Fayette, Missouri, as a Bright Flight Scholarship recipient all four years. She earned her doctorate of medicine at KU and headed to the University of Tennessee Health Science Center in Memphis to complete her internship in internal medicine and pediatrics.

Also joining The Internal Medicine Group is Jennifer Schrimsher, MD, who specializes in infectious diseases.

Dr. Schrimsher completed her undergraduate degree at Emporia State University. She completed medical school at KU, where she also earned a master’s degree in public health. Both her residency in internal medicine and fellowship in infectious diseases were completed at KU Medical Center. She has worked has a clinical microbiologist since 2000. She is board certified in internal medicine and board eligible in infectious disease medicine.

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Lynley Holman, MD, joined Lawrence OB-GYN Specialists on October 28.

Dr. Holman grew up in Junction City and earned her undergraduate degree at the University of Kansas. She completed her medical training at the University of Kansas Medical School, and residency at Maricopa Integrated Health System/St. Joseph’s Hospital and Medical Center in Phoenix. Dr. Holman is board certified in obstetrics and gynecology, and is a Fellow of the American Congress of Obstetricians and Gynecologists.

Diane Knapic, APRN, joined the LMH staff in October to provide mental health consultation to patients in the emergency department and on inpatient units.

She completed her bachelor’s and master’s degrees in nursing at Wichita State University, and has extensive experience managing mental illness.

Two new general surgeons joined Lawrence General Surgery in August: Jared Konie, MD and Blake Conklin, DO. Dr. Konie grew up in the Kansas City area and attended Lake Forest College in Illinois for undergraduate studies. He earned his doctorate of medicine degree at KU and completed a five-year general surgery residency at the University of Missouri School of Medicine’s University Hospital in Columbia. He specializes in advanced minimally invasive surgery.

Dr. Conklin, a Topeka native, earned his bachelor’s degree at KU and completed medical school at the Kansas City University of Medicine and Biosciences. His general surgery residency was completed at Ohio Health’s Doctors Hospital/ Grant Medical Center in Columbus, Ohio. Dr. Conklin completed his fellowship in advanced laparoscopic and robotic surgery at Sinai Hospital/Northwest Hospital in Baltimore, Maryland.

Michael Neilson, DMD, joined Oral Surgery Kansas, LC in early August.

Dr. Neilson grew up in the San Joaquin Valley of California and completed his undergraduate degree at Portland State University. He attended dental school at Oregon Health & Science University, and finished an additional one year Advanced Education in General Dentistry. In 2007, Dr. Neilson began his oral surgery training at Lackland Air Force Base in San Antonio, and was ultimately reassigned to Travis Air Force Base in California.

Leana Guerin, MD, a pathologist, joined the LMH Medical Staff in August. Born in Montreal, she attended the University of Iowa for her undergraduate, medical and master’s degrees. She also remained at Iowa for her residency and fellowship programs. She has special interest in gastrointestinal pathology.

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Total Family Care welcomed Jennifer Dixon, ARNP, to their practice at the end of August. Dixon attended nursing school at Baker University and completed her advanced practice degree at Washburn University.

Emily Cortés, DDS, became a member of Lawrence Pediatric Dentistry also in August. A native to the Kansas City metro, she completed her undergraduate education at Kansas State University and finished dental school at the University of Missouri—Kansas City. She attended the University of Minnesota for her residency in pediatric dentistry.

Recruitment of well-qualified physicians and health care providers to serve the community’s medical needs well into the future is a primary focus of Lawrence Memorial Hospital. LMH works closely with hospital-employed and private physician practices to assist with recruiting efforts.

Sherri Vaughn, MD, a family practice physician at Total Family Care, has coordinated physician recruitment activities at LMH for many years. Dr. Vaughn said the competition for top physician candidates, especially in the area of primary care, is intense across the country. “We are so fortunate to have such exceptional physicians choosing to practice in Lawrence,” she said.

Attracting and retaining outstanding physicians is good for the community on many levels. Besides increasing the capacity to diagnose and treat more people in a timely manner, the addition of new physicians and advanced practitioners contributes to the economic development of the community. New health care providers mean the creation of more jobs as additional nursing and support staff are needed.

Keeping health care strong at the local level is the hospital’s goal.

LMH invites the community to welcome these new providers, who are focused on serving the health and wellness needs of area residents. For more information about these or any of the medical providers credentialed by the LMH Medical Staff, visit lmh.org/ providers. p

Shawn Jackson, MD, joined Lawrence Anaesthesia, PA in July. Born in Pratt, Dr. Jackson completed his undergraduate degree at Emporia State University and attended medical school at the University of Kansas Medical Center. Both his internship and residency in anesthesiology were completed at the KU School of Medicine in Wichita.

Lawrence Emergency Medicine Associates welcomed Andrew Pirotte, MD, in July. Although born in Fort Scott, Dr. Pirotte spent much of his childhood in Joplin, Missouri. He returned to Kansas to complete his undergraduate degree at the University of Kansas and attended medical school at the University of Kansas Medical Center. Dr. Pirotte finished his internship and residency programs in emergency medicine at Northwestern University in Chicago.

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When Hank Booth started working at the Baldwin City Chamber of Commerce in February 2015, he had one big, broad goal.

“We need to get more businesses to locate in our fair city,” Booth says, with his signature matter-of-fact tone. “I knew going into this adventure that recruitment was going to be a priority. We had a couple of speed bumps along the way, but when 2016 kicks off, I think we'll be in a great position to get serious about a plan."

Booth explains that when he was interviewing for the position, much of the discussion centered around what the city could do to attract new businesses.

"We made some real progress in terms of securing a plan, but some administrative changes delayed that a bit."

The election of two new city commissioners and the resignation of City Administrator Chris Lowe have reshuffled the time line on securing an action plan on economic recruitment. Booth says ideas for recruitment are a major item of discussion in the ongoing interview process for a new city administrator.

"We had begun a solid plan of action at the beginning of the year," Booth says. "But when your lead dogs change, you have to take a step back and evaluate the plan with new ideas. I'm very confident we'll be moving forward very soon."

Booth extols the selling points of the community and its 4500 citizens. He believes Baldwin City is in a strong position to compete

Baldwin City – Big Plans

by Derek Helms photos by Steven Hertzog

for businesses in various industries and is working toward purchasing land to use as potential manufacturing sites.

"Right now, we have a very strong base of high-quality manufacturing in town," Booth says. "But we do lack a construction-ready piece of land that we can promote to potential new tenants. I don't want to get the cart ahead of the horse, but I'm confident we have identified a piece of land and a landowner who is willing to work with the city. That's a long process, though."

Baldwin City location and potential hiring base are two of the city's strongest selling points, Booth says.

"We really couldn't be in a better location in terms of potential distribution routes with our proximity to interstates, highways and the Kansas City metro area. Also, because of our location, we have a unique pool of potential workers within a 15to 20-mile radius. When we get our plan finalized, I'm confident we'll make big strides in bringing new business to town."

While city officials are working on a proactive plan to bring new industries to Baldwin City, the town's premier employer is in the process of filtering through hundreds of candidates for its few openings.

"We are very happy with our faculty recruitment efforts," says Brian Posler, Baker University provost. "Our staff positions are almost always filled with community members from Doug-

las [County] or surrounding communities. Because of the talented workforce in the area, we don't need to do much recruiting to fill those positions. When we hire a new faculty member, we open the search not just nationally but globally."

Posler says the process of hiring an academic faculty member is less of a recruitment and more of a selection. The university's strong reputation, combined with an ambitious pool of candidates, creates a positive position for Baker University.

"When we have a faculty opening, which only happens once or twice a year, we post on various higher education hiring sites," Posler explains. "There are so many highly qualified candidates in the academic field looking for a tenure-track teaching position that it's not uncommon for us to receive hundreds of candidates for a single opening."

An individual selection committee is formed for each opening. The committees vary in size but always contain departmental leaders and the head of at least one other department. Finalists spend a few days on campus and are often invited to teach a class. “We want potential hires to experience not only the atmosphere of our beautiful campus but the charm and draw of Baldwin City," Posler explains. "By the time candidates get to campus, they have already learned about our university and its policies. We like for them to see the community. We're proud of our town-gown relationship, and we think Baldwin City's location and current developments are a strong recruiting tool for us." p

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THE LOCAL

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FESTIVAL OF TREES

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THE THE LOCAL LOCAL

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PEASLEE TECH RIBBON CUTTING

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NEWS [MAKERS] PEOPLE ON THE MOVE BlueCross and BlueShield of Kansas names Dennis Depenbusch, Dirctor New Venture Initiative

Dennis is responsible for the direction, coordination, evaluation and management in developing and leading strategic investment. The focus of the initiative is to develop a portfolio of investments that, as a whole, focus on improving the Kansas (and national) health care market, enhance the core business of the company and generate revenue. These strategic investments are expected to be integrated into the company as part of its overall long-term strategy. The position is based in an office in downtown Lawrence.

The Trust Company of Kansas Employee receives Trust School Certificate

Teresa Akers - Trust Administrator, TCK’s Lawrence office.

TCK - The Trust Company of Kansas is proud to announce, Teresa Akers, has completed the 2015 School of Trust and Financial Services on August 17-21st in Omaha, Nebraska.

Course content is designed to provide trust professionals with an overview of trust department functions and their interrelationships. Completion of this course assists students in developing skills which allow them to better serve their customers’ diverse financial needs.

TCK - The Trust Company of Kansas was chartered in 1990 as Kansas’ first independent trust company dedicated to providing high quality trust and investment management services to individuals, businesses, and charitable clients. TCK has been in business 25 years and currently has 35 employees including 13 Certified Trust & Financial Advisors (C.T.F.A.), 1 Chartered Financial Analyst® (CFA), and 1 attorney.

NEW DOUGLAS COUNTY BUSINESSES Baldwin Tires And Automotive Service LLC 109 E 56 Highway Baldwin City KS 66006 Core Motorsports LLC 1058 Firetree Ave Baldwin City KS 66006 Hearthstone Bookkeeping Services LLC 178 E 1900 Rd Baldwin City KS 66006 Jlw Enterprises LLC 1417 10th St Baldwin City KS 66006 Lunar Eclipse LLC 510 Ninth Street Baldwin City KS 66006 P2 Properties LLC 1841 College Street Baldwin City KS 66006 Simco Investment Inc 919 High Street Baldwin City KS 66006

[ OCT to DEC 2015 ]

Blacklodge Productions LLC P.O. Box 43 Eudora KS 66025

Veterinary Relief Services LLC 1308 E 2350 Road Eudora KS 66025

AST Rentals LLC 4400 Nicklaus Street Lawrence KS 66047

C&C Scoby, LLC 1125 John L. Williams Drive Eudora KS 66025

24+7 LLC P.O. Box 2106 Lawrence KS 66049

Balkan Express LLC 1016 Massachusetts Street Lawrence KS 66044

Eudora = Mindful Cranium Connections Association 2206 Country Drive Eudora KS 66025

32 Degrees LLC 5745 Longleaf Dr. Lawrence KS 66049

Basha Hookah LLC 209 Campbell Lawrence KS 66049

500 Road Properties, LLC RR 1867 Lawrence KS 66049

Bistro LLC 803 Massachusetts Street Lawrence KS 66044

Accord Group LLC 1059 E 1479 Rd Lawrence KS 66046

Blue Star Consulting, LLC 14 Westwood Rd Lawrence KS 66044

Arbor Properties, LLC 1705 N 1399 Rd Lawrence KS 66046

Blue Summit, LLC 1339 Engel Rd Lawrence KS 66044

ASR C.P.A.S, LLC 508 Samantha Ave. Lawrence KS 66049

Botany LLC 609 Prescott Drive Lawrence KS 66049

Girls Rock Lawrence Inc 1945 N 900 Rd Eudora KS 66025 Jem Print Works L.L.C. 1617 Sycamore Street Eudora KS 66025 Kc Phone And Flash LLC 727 Main St Eudora KS 66025 Local Legend LLC 722 E 14 Place Eudora KS 66025

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NEW DOUGLAS COUNTY BUSINESSES con’t

[OCT to DEC 2015 ]

Branson Cole Inc 2406 Alabama Street Lawrence KS 66046

Explore Lawrence, Inc. 200 W. 9th Street Lawrence KS 66044

Kristol Kumar LLC 504 Rock Fence Place Lawrence KS 66049

Parscale Consulting, Inc. 1111 Kasold Drive Lawrence KS 66049

SPR, LLC 4010 W 12th Street Lawrence KS 66049

Bullene Storage, LLC 1505 N 1708 Rd Lawrence KS 66044

Fireside Legacy LLC 540 Fireside Ct Lawrence KS 66049

Peking Q Restaurant LLC 2223 Louisiana Street Lawrence KS 66046

Star LLC 1103 Sawhill Drive Lawrence KS 66049

C Hemphill Rentals LLC 1411 Legends Ct Lawrence KS 66049

Fresh Farm HQ Cooperative Association 1577 North 1550 Road Lawrence KS 66046

KU Campus Development Corporation 1450 Jayhawk Boulevard Lawrence KS 66045

Petroeconomic Solutions, LLC 331 N. Eaton Drive Lawrence KS 66049

Sunshine LLC 2032 Hogan Ct. Lawrence KS 66047

Portillo LLC 1001 E 1200 Road Lawrence KS 66047

Surface LLC 511 Utah Street Lawrence KS 66046

Procore Renovations LLC 1454 Marilee Drive Lawrence KS 66049

Surveyor Creative LLC 1711 Alabama St. Lawrence KS 66044

Rabbitjones LLC 4605 Bauer Brook Court Lawrence KS 66049

Teng’s Limited Company 3512 Riverview Rd Lawrence KS 66049

C&J Backcountry LLC RR 914 Lawrence KS 66047

Lawrence Hotel Group, LLC 1324 Stone Meadows Drive Lawrence KS 66044

Grandmark Signs, LLC 2105 Riviera Drive Lawrence KS 66047

Lawrence Organics LLC 1515 E 11th St Lawrence KS 66046

Helweg Design LLC 908 Ward Avenue Lawrence KS 66044

LDR LLC 2837 Alabama Lawrence KS 66046

Choice Chariots Autos LLC 204 Eisenhower Drive Lawrence KS 66049

Herdworks Intl LLC Po Box 442037 Lawrence KS 66044

LG Janitorial Service LLC 2124 W 26th St Lawrence KS 66047

Christenot Martial Arts LLC 1540 Barker Ave Lawrence KS 66044

Homepartnersplus LLC 1112 Summerfield Way Lawrence KS 66049

Live Well, LLC 1886 N 1000 Road Lawrence KS 66046

Rainbow Training Solutions, LLC 821 Oak St Lawrence KS 66044

The Old Varieties Canary Association, Inc. 3201 Ranger Drive Lawrence KS 66049

Compton Development LLC Po Box 1797 Lawrence KS 66044

Honey Bee Beard Co., LLC 4043 Parkway Ct Lawrence KS 66047

M&M Janitorial Service LLC 2511 W 31st Street Lawrence KS 66047

Renegade Restaurateurs, LLC 1403 W 23rd St Lawrence KS 66047

Tokyo Dream Sushi LLC 619 Massachusetts Street Lawrence KS 66044

Copper Head Solutions, Inc. 812 Justin St. Lawrence KS 66049

Insect Research And Conservation Institute 4600 Merion Court Lawrence KS 66047

Maya’s Stay and Play of Lawrence LLC 4108 Saddlehorn Drive Lawrence KS 66049

RH Holding Co. Inc 2416 Yosemite Dr Lawrence KS 66047

Varsity Team Trading Co., LLC 908 Stone Creek Dr. Lawrence KS 66047

Invictus Human Capital Management LLC 3608 Hartford Ct. Lawrence KS 66047

Meco LLC 706 Massachusetts St. Lawrence KS 66044

Riksters Enterprises LLC 1104 Andover St Lawrence KS 66049

Venture Out, LLC 2500 W 31st Street Lawrence KS 66047

Royal Driveaway LLC 904 Prescott Drive Lawrence KS 66049

Vicinity Labs, LLC 10 W 10th St Lawrence KS 66044

Service Mission LLC 4000 W 6th Street Lawrence KS 66049

Wanderwear LLC 255 N Michigan Street Lawrence KS 66044

Shop Inspired By LLC 1126 Kanza Drive Lawrence KS 66049

Work Abroad Network LLC RR 510 Lawrence KS 66049

Centennial Rea Investments LLC 4011 W 12th Street Lawrence KS 66049

Counley Property Management LLC 3803 Hunters Hill Drive Lawrence KS 66049 CritiTech International Drug Development Services, Inc. HCR 1849 Lawrence KS 66044 Denise Parker-Timms LSCSW, LLC 2136 Learnard Ave Lawrence KS 66046 Design-Zyme LLC 1424 N 960 Road Lawrence KS 66046 Douglas County Suicide Prevention Coalition, Inc. Po Box 1025 Lawrence KS 66044 Eagle Ridge, LLC 1203 Iowa Lawrence KS 66044

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J7 Oil & Gas LLC 6316 Lakeside Ln Lawrence KS 66049 Jmendez LLC 2908 Chisholm Drive Lawrence KS 66047 Kansas United Foundation 2504 Cimarron Drive Lawrence KS 66046 Kansas Voice Writing Institute LLC 2917 Pebble Ln Lawrence KS 66047 Kb Tech Co 2900 Bob Billings Pkwy Lawrence KS 66049 KD Family Mgmt, LLC 1018 Oak Tree Drive Lawrence KS 66049

Morse And Associates, LLC 1549 Alvamar Court Lawrence KS 66047 Nirvana Hookah House LLC 321 Ne Industrial Ln Lawrence KS 66044 OKS Holdings, LLC 1112 West 6th Street Lawrence KS 66044 On The Marc Paragliding LLC 3049 Steven Drive Lawrence KS 66049 Oread Studios, LLC Bobwhite Dr. Lawrence KS 66044 P&J Salon LLC 3006 Riverview Rd Lawrence KS 66049

Simple Abundance, LLC 3504 Westridge Drive Lawrence KS 66049 SJK LLC 1604 E 18th Terrace Lawrence KS 66044 Smoky Hill Farms, LLC 5017 Keystone Court Lawrence KS 66047

WH OSE D ESK? Be the first to correctly guess which local business figure works behind this desk. Winner receives a $50 gift card to 23rd Street Brewery. facebook.com/lawrencebusinessmagazine

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