THE BUSINESS DEAN
RETURNS TO NURTURE
A NEW GENERATION
VOLUME 1, NO. 2
PUBLISHER:
MANAGING
CONTRIBUTING
CONTRIBUTING PHOTOGRAPHERS:
STEVEN HERTZOG, MEGAN
CASEY WRIGHT, TASHA KEATHLEY, ARTEM BAGIEV
INQUIRIES CONTACT: info@lawrencebusinessmagazine.com Website: LawrenceBusinessMagazine.com Lawrence Business Magazine 1617 St. Andrews Dr. Lawrence, KS 66047 785.766.5669 (P) 785.856.1995 (F)
by Cathy Hamilton
Downtown Lawrence Association
Downtown Lawrence is a spirited place to shop, dine and work any time of year, but the holiday season reveals its unique, festive charms. With white lights on every bare-branched tree lining Massachusetts Street, green garland and red bows festooning the antique lampposts, you’d almost expect Santa Claus to fall from the sky any minute.
And, he does…almost!
Traditions abound in the downtown district, starting with the annual Christmas lighting ceremony and Santa’s arrival, scheduled for Friday, Nov. 25th at 5:00 p.m. at 9th & Massachusetts Street. Lighting ceremonies are not unique to Lawrence, of course, but what other city sends the fire department to rescue the jolly old elf one from the roof of its anchor department store?
Weaver’s department store president, Joe Flannery, guesses the tradition started over 20 years ago. Prior to that, Santa made his entrance into town on a horse-drawn carriage.
“The credit has to go to then-Fire Chief Jim McSwain,” Flannery says. “He was the first Santa Claus who stepped off of Weaver’s roof and onto the 50-foot ladder truck. ”
The daredevil role of Kris Kringle continues to be played by a member of the fire department, although the identity of this year’s big guy in red remains hush-hush.
Whoever he is this year, he’ll be making his grand entrance on the fire department’s new pride and joy - Truck No. 5, a platform aerial (ladder truck) with a 100-foot extension ladder that has been in service since August 2011.
Santa will descend on downtown at six o’clock and spend an hour or so taking children’s requests for Christmas presents and posing for photos. Entertainment will be provided beforehand.
The season picks up the pace the following weekend for the 19th Annual Downtown Old-Fashioned Christmas parade, Saturday, Dec. 3rd at 11 a.m. The nationally acclaimed event features exclusively horse-drawn carriages, wagons, coaches and riders decorated for the season. More than 300 horses from eight states are expected to follow the route, which begins at 7th & Mass. and trots along to South Park at 13th Street. Each year, the parade brings thousands of bundled-up visitors downtown from far and wide to see this old-fashioned spectacle, one of the few horse-drawn-only parades in the country.
The Wells Fargo stagecoach, a perennial favorite, will be among the colorful rigs featured this year. But, the equines sure to make the loudest clip-clop-clip-clops are a team of rare black and white Express Clydesdales. Standing more than eight feet high and weighing over 2,000 pounds, these beautiful horses tour North America as goodwill ambassadors for Express Employment Professionals and have been seen in the Macy’s Thanksgiving Parade and the Tournament of Roses Parade.
Parade goers and Santa enthusiasts are asked to bring canned or other non-perishable food items downtown to donate to Just Food, Downtown Lawrence, Inc.’s Holiday 2011 designated charity.
In our first holiday partnership, Just Food, Douglas County’s own food pantry, is providing dozens of volunteers to decorate downtown lampposts on Sunday, Nov. 20. In exchange, DLI will be mak-
ing a sizable donation to Just Food and merchants will be collecting cash donations for the pantry throughout the season.
“We’re excited to be working with DLI this holiday season”, says Just Food Executive Director Jeremy Farmer. “They’ll be partnering with us to feed thousands of children and families in Douglas County, and we are grateful for their unwavering support of Just Food.”
As exciting as holiday happenings can be, the main events downtown are always shopping and celebrating. This season, a host of new merchants – mixed with your favorite mainstays – have every holiday need covered.
Located at 717 Massachusetts in the old Bay Leaf space, Sweet! is a one-stop shop for supplies for baking, decorating and packaging your holiday cakes, cupcakes and candies, with a good amount of kitchen gadgets and cookware thrown into the mix. Co-owner, Susan Hess, says she has received good advice from the original owners of the Bay Leaf, as to which products local cooks crave.
Not a bake-it-yourselfer? The Cupcake Construction Company at 727 Mass., will gladly do the work to provide full-size and mini gourmet cupcakes for your holiday event. Owners Michael and Megan Kricsfeld even have a Mobile Interactive Cupcake Bar to set up at your next event. Have cupcakes, will travel!
A new arrival in the gift shop category is Made on Mass., owned by Matt and Jennifer Richards. Located at 737 Massachusetts St., Made carries modern, locally made items complimented by goods created by regional and national artists. It’s a great place to find a unique gift for that impossible-to-buy-for person.
For all those holiday procrastinators (and you know who you are), Downtown Lawrence gift certificates, for sale at any Douglas County Bank, make the decisionmaking process a no-brainer and allow the recipient to purchase the gift of their choice at over 100 downtown merchants.
Put Downtown Lawrence on your list this holiday season. The downtown experience is a sure way to get into the spirit. See you on Mass. Street!
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by Joe Monaco, University of Kansas
Building business relationships and enhancing the Kansas economy are high priorities for the University of Kansas (KU).
To help further that mission, KU has created a new position and hired an experienced scientist and business strategist to lead the effort.
Julie Nagel joined KU on Aug. 1 as director of industrial partnerships, reporting to Julie Goonewardene, associate vice chancellor for innovation and entrepreneurship in the Office of Research and Graduate Studies. Nagel was previously managing director of the Oncological Science Center at Purdue University’s Discovery Park.
Since joining KU, Nagel has been working closely with the KU Center for Technology Commercialization to move university technology into the marketplace through startup companies and licensing agreements. In the process, Nagel will strengthen and broaden relationships with external partners, seek grants in support of these efforts and assist with the development of a strategic plan for technology commercialization and outreach.
“KU is on the threshold of becoming a first-rate center for technology commercialization,” Nagel says. “It has all the pieces in place. This is an opportunity to join a team that can look at the assets we have and use them to make a difference in peoples’ lives. That means fostering innovation, creating jobs and focusing every day on how to make an impact.”
Prior to joining Purdue in 2005, Nagel was a program director for Biotechnology Business Consultants, following service as a technical coordinator with Rubicon Genomics in Ann Arbor, Michigan.“That introduced me to the business side of the life sciences,” Nagel says. “I learned about all sorts of technologies coming out of the University of Michigan and Wayne State University. I also learned why some technologies make it and others don’t.”
Nagel’s academic background includes a B.S.E. degree in biology from John Brown University, an M.S. degree in zoology from Oklahoma State University and a Ph.D. degree in ecology and volutionary biology from theUniversity of Tennessee.
At Discovery Park, Nagel managed a multi-institutional, $8 million cancer care engineering project that involved proposal development, project management, regulatory compliance, interdisciplinary research and the interface with research coordinators at clinical sites.
A University of Kansas education is becoming more affordable thanks to a package of new, four-year renewable scholarships for freshmen and two-year scholarships for transfer students. Starting with the Fall 2012 incoming class, KU will automatically award students renewable scholarships according to their academic performance. Prospective students will now know what scholarships they qualify for even before they apply, and KU will confirm the awards within two weeks of a student’s admission to the university.
Four-year scholarships for Kansas students run as high as $40,000. Students and their families can visit the new affordability.ku.edu to see the range of scholarships, grants and financial aid available.
The university has also created the KU Pell Advantage program, which will be available to new Fall 2012 Kansas freshmen who receive Federal Pell Grants and meet academic requirements. The KU Pell Advantage assures high-need students a gift aid package to fully fund 15 hours of KU tuition and fees each semester for four years, through federal, state and institutional resources.
“We don’t want finances to keep students who are ready to attend KU from being able to realize their educational dreams,” says Chancellor Bernadette Gray-Little. “These new scholarships will open the door to a KU education, and by rewarding academic achievement, encourage students to do well in both high school and college. When combined with our Four-year Tuition Compact, these renewable scholarships add to the affordability of a KU education.”
In 2010, KU provided more than $70 million in scholarships and grants to 13,878 students, and tuition and fees at the university rank 28th lowest among the nation’s top 34 public research universities. For more information on the new scholarships, visit http://affordability.ku.edu
The University of Kansas School of Engineering made significant gains in undergraduate enrollment this fall as part of an ongoing effort to meet Kansas’ workforce needs.
Fall enrollment reached a 29-year high at 1,911 undergraduate students. The figure represents a 6.6 percent increase (119 students) over last year.
The enrollment increase is part of the school’s long-term strategic effort to boost the number of students in Kansas who graduate with bachelor’s degrees in engineering. Engineeringintensive industries in Kansas and the Kansas City region have called for the state’s engineering programs to produce additional engineering graduates to meet the state’s workforce needs and help fuel the economy. The point was echoed by the Kansas Legislature with the passage of the Engineering Initiative Act this spring, designed to produce more engineering graduates in Kansas. Gov. Sam Brownback signed the act into law in May.
“Our staff has worked very hard to show high school and community college students the great career opportunities that await them as engineers and computer scientists,” Stuart Bell, dean of engineering, says. “Moreover, our alumni stand as a testament to the opportunities they received here. Our alumni
are successful and loyal. When those words appear together it means scholarship dollars are also there to ensure great students have affordable access to an education that opens doors and helps them change the world for the better.”
The school and its departments provided more than $2 million in scholarship dollars and financial awards to its students in addition to funds from the university. About one-third of students in the School of Engineering receive scholarships. The school also is home to the Self Engineering Leadership Fellows (SELF) Program, a four-year leadership and enrichment program that provides ambitious students in the school with additional leadership opportunities, access to top leaders in business and industry, and a generous financial package to help defray the cost of college.
“Efforts like the SELF Program have far-reaching effects and help set the KU School of Engineering apart from other engineering programs,” Bell says. “Prospective students see that engineering and computer science are opportunities for innovation and greater involvement with the world around them.”
Several majors saw significant enrollment gains this fall, including electrical engineering, petroleum engineering and engineering physics.
Student quality also remained exemplary. Thirteen freshmen with National Merit distinction enrolled in the school. Five students in the freshman class – four of whom are National Merit Scholars – earned Perfect Achievement marks with a 36 score on the ACT. Overall, the average ACT scores of freshmen entering the KU School of Engineering remained high with a composite score of 28.19, an ACT Math score of 29.6 and an ACT Verbal score of 27.8. Both the Composite and Math scores represent slight increases over last year’s averages.
The Bioscience & Technology Business Center at the University of Kansas will house another biotech company with ties to the university.
Mencuro Therapeutics Inc., a drug development company focused on pain treatment, has leased space at the BTBC Expansion Facility. The company will create one new position — a biologist — and plans to add additional scientists within the next year.
Mencuro utilizes technologies developed by Tom Prisinzano, a medicinal chemist at KU, and Laura Bohn, a neuroscientist at The Scripps Research Institute in Florida. Prisinzano and Bohn teamed up with colleagues Robert Karr and Randy Weiss to launch the company earlier this year.
“We’re excited to locate in Lawrence as part of the BTBC at KU incubator system,” says Prisinzano, an associate professor in the medicinal chemistry department. “We considered locations in Iowa City and Kansas City, but the BTBC was clearly the best option. The BTBC gives us great lab space and a range of business and financing services. Most importantly, this location gives Mencuro access to KU equipment, technology and researchers, including me and my Malott Hall lab. It’s ideal for an early stage biotech company like Mencuro.”
Mencuro will collaborate with various KU units, including the department of medicinal chemistry, as well as the department of pharmaceutical chemistry in the KU School of Pharmacy. Mencuro became the 11th company to locate in the BTBC at KU incubator system, which comprises three buildings — the BTBC Main Facility and the BTBC Expansion Facility in Lawrence, and the BTBC at KUMC Facility in Kansas City. Mencuro became the second tenant in the Expansion Facility, joining KU spinout CritiTech.
Chancellor Bernadette Gray-Little and the KU Center for Sustainability on Oct. 19 announced the completion of Building Sustainable Traditions, the KU campus sustainability plan.
“As a public institution, the University of Kansas has a responsibility to operate in an efficient, effective and sustainable manner,” Gray-Little says. “We must elevate the expectations we have for ourselves as a community, finding ways to maximize the benefits of the work we do at KU, while minimizing financial, environmental and societal costs.”
The plan was commissioned by the chancellor in spring 2010. Formal work began in October 2010 with the appointment of an advisory council by Provost and Executive Vice Chancellor Jeffrey Vitter. In all, more than 150 students, faculty, staff and community members were involved in the process of developing a vision for a sustainable campus and plotting a course to get there.
“KU is engaged in a number of major initiatives, and underlying the success of each is our ability to responsibly steward fiscal and physical resources,” Vitter says. “Our sustainability plan will fold into everything we do at KU, from the efficiencies pursued as part of the Changing for Excellence initiative to the implementation of our strategic plan, Bold Aspirations.”
Building Sustainable Traditions focuses on creating a community that is engaged in sustainability, adaptive in its cultural, institutional, educational and operational practices, and efficient in its use of resources. The plan calls for several initial activities, including increased contact and coordination throughout campus, review of standards for facilities and for landscaping and open spaces, expanded recycling efforts, and new standards for environmentally and socially preferred purchasing practices.
The sustainability plan will be integrated throughout Bold Aspirations and the Changing for Excellence initiative. A key aspect of Bold Aspirations is the development of four strategic initiative themes, one of which is “Sustaining the Planet, Powering the World.” Visit http://www.sustainability.ku.edu/Plan for details.
LBM: How do you reward excellent work performance?
MS: We celebrate revenue generators. Our pay is based on creating revenue for the dealership. If you do that, your paycheck will reflect it. We’re always happy to pay earned bonuses.
LBM: What is your company’s most important commodity or service?
MS: Our customer service is what we sell. We work hard to exceed our customers’ expectations in every facet of our business.
LBM: Other than monetary, what is your company’s most important priority?
MS: We expect our customers to be as happy when they’re leaving as they were when they came. We want to greet them with a smile and we want them to leave smiling, feeling like they were treated right.
LBM: What have been the most important aspects of your success?
MS: Being able to attract and keep good people who want to succeed is the key. Without highly ambitious people to perpetuate your philosophy you won’t succeed.
LBM: How do you manage the day-to-day stress of business?
MS: I work with a highly motivated physical trainer to keep me in top physical health. That helps a lot. Also, I wake up every morning expecting something good to happen. I’ve always believed the sun shines on the highest branch of the tree. If I’m pouting or something, people notice that. I have a positive attitude and that rubs off on people.
LBM: How do you manage poor performance?
MS: Each department head conveys our expectations to their staff daily. Really, we try to avoid the issue by hiring, training and challenging the best people we can find.
LBM: What is the biggest challenge your company faces?
MS: Our challenge is to attract people who want to make the car business a career. We have work available for anyone who wants to talk about it. Too many people view selling cars as something they’ll do for a while until they figure out what they want their career to be. I was one of those people. One day I made the decision to make this my career. That was more than 30 years ago.
LBM: How many people does your business employ? How many of those live in Lawrence? Does your company encourage people to live in Lawrence? What is the benefit?
MS: We employee 90 people, both full and part-time, in Lawrence. Of those, 78 live in Lawrence. I think it’s important because living near your work allows you more time in your life. You can spend more time with your family and less driving to the job.
LBM: What would you change about doing business in Lawrence?
MS: We really need to get the South Lawrence Trafficway completed. Regardless of the politics involved, having a corridor that shows travelers that South Iowa Street is alive and well is important. We have a lot of good businesses on this side of town that could be greatly helped by the roadway.
LBM: How does your business make a positive impact on the Lawrence community?
MS: Having the success of working with so many great people has allowed me to be philanthropic with my resources to help others in our community. As a businesses we go out of our way to support as many charities as we can. We’ve always focused on youth and helping those who can not help themselves.
LBM: You operate in an industry increasingly penetrated by online competition. How have you manage to remain relevant and profitable?
MS: We try to advertise as much as possible without spending money. We try to be everywhere we can be financially. But, if we can offer a great consumer experience, people will tell their friends. It’s hard for a website to duplicate that. Also, we are taking advantage of the internet with a new e-commerce department that utilizes social media to reach people looking to buy a car.
LBM: Over the course of your career, what has the been the single largest change in the Lawrence auto environment?
MS: The internet, without question. Today when someone wants to buy a car, they can come in knowing the make, model, year and color they want. Often, they’ll know how much we paid for it and come to the table with an offer.
LBM: What do you foresee as being the biggest challenge to auto dealers in Lawrence?
MS: Our biggest challenge, believe it or not, is getting people that live in Lawrence to shop in Lawrence. We have as much to offer as the big city and we care about taking care of the people of Lawrence.
by Ron Covert Great Plains Media
Heck, we don’t know, but we’re going. We’ll figure it out when we get there.
This is not the dialogue before a last-minute college road trip. Unfortunately, it is an accurate representation of the amount of thought many companies put into their advertising and marketing plans.
I want businesses to make more money with their advertising, not waste their time and money. Way too many people put way too little thought into their advertising and marketing plans. That is why there are people like me. My job is to ask the difficult questions. Questions like…
What are you really trying to do with your advertising and marketing? What do you want to make different from what is happening now? “I just want to get my name out there” doesn’t cut it. You need to have a clear and defined destination in mind. If not, you are just getting in your car and driving around.
Here is a simple, three-step process to instantly improve your advertising and marketing.
Ron Covert is VP/GM of Great Plains Media in Lawrence. Great Plains Media operates radio stations Lazer 105.9, 92.9 The Bull and 1320 KLWN. Ron also operates Strategically Sound, a consulting company specializing in small business marketing and advertising. 1 2 3
Be specific. Wanting to get more customers doesn’t count. More customers do not translate into more sales. I like to use a drill bit analogy to make this point. Most everyone has bought a drill bit, but has anyone ever really wanted a drill bit? No. What did they really want? A hole? Most likely the drill bit was used to make a hole to hang that new piece of art. If you don’t set specific and measurable goals for your advertising, it is impossible to judge the success or failure of your efforts.
One you have defined a goal, the hard part starts.
Your advertising strategy must persuade your customers and potential customers to do whatever it is you want them to do. You need to speak to the consumer about what they care about in language that resonates with them. If Pavlov had used broccoli paste instead of meat paste to train his dogs, I am pretty sure the bell would have started to just tick off the dogs. You have to speak to the consumer in the language of the consumer. It takes a bit of practice and you must have the ability to look at your business from the end consumer’s point of view. Customers do not care how long you have been in business or that you have a cute family. What they really care about is what you can do for them – and nothing else.
Then the even harder part starts.
A strong advertising plan will take more than a few weeks to show dividends. Many advertisers start with a good strategy but fail when they don’t allow the proper time to work. You can’t predict a consumer’s time of need. They don’t need what you have because you want them to. It is up to you to communicate why a customer should do business with you when they have a need for your product or service. While planning your strategy you must keep in mind the time commitment needed for your campaign to reach your goals. Now that you are ready to go, figure out where you want to end. You’re already buckled up.
Shane M. Jones, LSCSW
“Hey, are you two able to swim across and back?” asked the mustached lifeguard.
It was 1971 and my friend, Todd, and I swam toward the side of the pool in “the deep end.” We knew that you had to show a lifeguard you could swim across the pool and back without touching the bottom before you would be allowed to swim in the deep end. The “deep end” housed the diving boards and, of course, the coolest kids in town. It was the summer after 4th grade and Todd had convinced me that we could, “just go into the deep end and no one would know if we had actually swam across and back.”
He was wrong.
We had to prove that we could do something we had never been able to do. I could hear my heart pumping so loud; oh the shame that was about to be placed around our necks. What felt like an eternity had passed and the “bigger-thanlife” lifeguard pulled two exhausted skinny nine-year-olds out of the pool.
“Rest for 20 minutes before you get back in the deep end,” he said.
Todd and I looked like a couple of really small beached whales on the side of the pool… but we did it! We couldn’t believe it.
My son, a distance runner says, “When you feel pain, run harder.” When we are faced with a fight or flight situation and the amygdala in our brain sends epinephrine (adrenaline) to our bodies, our flexor muscles increase by 30%.
The thing we have to develop is our ability to regulate ourselves and use these things in a positive, focused way, not reactively. For instance, studies have shown that when pain is introduced into a person’s body, and the objective in the study is to endure it as long as they can while a facilitator increases the pain, they will endure much more pain if they can control the “off switch” rather than having to ask for it to stop.
JUST ASK THOSE WHO HAVE SERVED UNDER GREAT LEADERS, GENERALS, COACHES, ETC., THEY WILL OFTEN SIGHT THE STRENGTH OF THE LEADER AND HOW THAT INSPIRED THEM TO ACCOMPLISH MORE THAN THEY THOUGHT WAS CAPABLE.
In my counseling practice, I don’t just help people overcome a problem, I also help them discover their strengths and give them tools that enable them to have more success over future problems. For instance, using the previous example, I tell my clients they need to develop their own “off switches.” An off switch in our lives can be as simple as someone saying, “I am going to work very hard for the next hour, then take a break.” Another is being more mindful of what healthy boundaries they can set for themselves and with others, in order to keep too many things from taking our time and energy, and as a result feeling used up and angry about it. It doesn’t matter what you are facing. Sometimes it could be a literal life or death survival situation. More commonly you are
battling with the struggles of getting a new business established; hanging on in a difficult job, or sticking in there to make a marriage or family stronger. Whatever it is you may be facing, remember you, and those around you, are stronger than you or they think.
Our mind is powerful, but often we don’t use it well. We will very easily let our thoughts go down the negative path, unless we cause our thoughts to be on what is good, right, positive and vision driven. We have to start with ourselves. “I am stronger than I think” causes us to test ourselves a little more, expect more from ourselves and believe in ourselves more.
When you make that positive mental change, employees, co-workers, and cus-
tomers will sense the attitude in you, and will respond in like manner. It’s about believing in the strength in ourselves and looking for strength in others that makes the difference. Just ask those who have served under great leaders, generals, coaches, etc., they will often sight the strength of the leader and how that inspired them to accomplish more than they thought was capable.
Henry Ford nailed it when he said “whether you think you can, or think you can’t, you’re right.” We are stronger than we think.
BOOK RECOMMENDATION: The Survivor’s Club, by Ben Sherwood.
In today’s world, we often forget the significance of the past. However, Lawrence city leaders have been able to work with local business owners to create opportunities within Lawrence’s historic districts and revitalize once-functioning buildings into new spaces for commerce and housing.
The Poehler Mercantile Building, 618 E. 8th Street, recently won City Commission approval to be part of a multi-building redevelopment plan that will create 49 multi-family apartment units, additional artist/office space and event facilities. The building is part of a larger East Lawrence Industrial Historic
District which houses several historic buildings with architectural integrity associated with the city’s industrial past.
The District’s historic integrity and importance in commerce defines a rare, concentrated and intact area of industrial resources dating from the 1880s through the Great Depression.
The city will complete infrastructure and public improvements, including street improvements on Delaware Street and 8th Street, parking lot pavement, sidewalks, replacement of utility water line, fire sprinkler installation and
street lighting. Although the improvements will contribute to the Poehler project, the City Commission hopes they will also benefit the neighborhood community by spurring further redevelopment in the area. This type of development opportunity is often cited as one of the ways that historic preservation can be linked with economic development. By targeting areas for improvement, the city may be able to create opportunities to modernize and develop the public infrastructure and set the stage for future redevelopment, revitalization and growth.
By revitalizing existing structures in Lawrence, the city has been able to keep its downtown a thriving center for retail activity and entertainment. Throughout the past few decades, local businesses and city leaders have worked together to create opportunities to reclaim buildings that may
have otherwise been demolished and left as vacant spaces or re-built in a style that does not fit within the historic characteristics of downtown Lawrence. Downtown Lawrence’s main street, Massachusetts Street, was recognized by the American Planning Association in 2010 as a “Top 10 Great Street” in America through the “Great Places” program. The recognition largely focused on the city’s commitment to keeping downtown a viable retail and entertainment corridor that remains relevant today when competition presents many options for consumers.
As a city, Lawrence has taken great steps to develop policies that balance the use of public funds with overall benefit to the community. The historic Union Pacific Depot filled a void in the community when it was transformed from a rail depot into the Lawrence Visitor’s Center. The Union Pacific Depot, with its towering steeple and lush gardens, welcomes visitors to Lawrence and provides a quiet respite to residents looking for relaxation. The Carnegie Building, 9th and Vermont Streets, was renovated in 2010 to serve as the home of the Convention and Visitor’s Bureau and as the central location for the Freedom’s Frontier National Heritage Area. Both the Depot and Carnegie Building celebrate Lawrence’s prominence in history and recognize the significant role the town’s founders played in shaping the nation through the struggle for freedom and the westward expansion of the country.
Opportunities to preserve and restore significant historic structures in the community will continue to present unique challenges for community planners. As opportunities arise, the city will use previous principles to balance community impact and the desire for historic preservation.
As a community, Lawrence embraces its fiery past and continues to look for ways to retain the structures that hold a key place in its collective history. The buildings, regardless of years of deterioration, have stood the test of time and help write the history of Lawrence.
Through both public and private revitalization efforts, Lawrence will continue to place a high value on history and the substantial benefits that historic structures provide.
Nonprofits never have it easy, but these days, it seems like they have it pretty darn hard. As the economy continues to drag, charitable organizations that provide material assistance and resources to financially struggling populations are being especially stretched. Previously only accessed by those who hover at poverty income levels, nonprofits are now being tapped by a widening berth of people. The line between middle class and poverty becomes a slippery slope when factoring in rising food costs, unexpected medical bills, and unemployment or underemployment.
For three local organizations, these trends knock at their door on a daily basis. They meet the needs as they can, always with the long-term objective of helping their clients become self sufficient.
“The economy is in a weird spot,” says Jeremy Farmer, executive director of Just Foods, “Our numbers of people we serve are increasing, even though we are seeing some families achieve self-sufficiency and graduating out of the system. But more new people are are coming in to receive help. Last year at this time, we directly served 1200 people a month. Now it’s 2200 a month.”
An outreach of the East Central Kansas Economic Opportunity Corporation (ECKAN), Just Food goes beyond typical food pantry services by providing both perishable and nonperishable food as well as extended hours of operation. It is the largest emergency food provider in Douglas County, acting as a distributor for Kansas City-based Harvester’s Community Food Network to its local partner pantries.
With a bare bones annual budget of $139,000, Just Food keeps its overhead costs low by partnering with local farmers and grocers to provide food at free or discounted costs. A staff of one to two and a crew of volunteers keep the operations running smooth. Even so, the organization was on the brink of closing in February 2010 from lack of funding. Local contributions of $115,000 granted an 11th hour reprieve to the pantry.
With the increasing needs and numbers, Farmer, who became director in July, is feeling the pressure of increasing their funding sources. He is applying for grants and planning fundraisers. ($60,000 in grant funds and $13,000 raised in a golf fundraiser adds a boon to the 2011 books.) With the support of local businesses, Just Foods was able to provide 300 Thanksgiving meals. Farmer says they are soliciting businesses to help provide 300 meals for Christmas as well.
Individual and business donors for holiday meal boxes
Though its initiatives have broadened over the past 30 plus years, the core mission at the Ballard Community Center has remained the same: to provide quality early childhood care and preschool for low income families. The main site Ballard Center site in North Lawrence serves 58 kids in 5 classrooms, and another one at Brookcreek Learning Center serves 45 kids in 4 classrooms. A third, the Petey Cerf Early Childhood Center, is slated to open at the end of 2012 and will serve 88 infants and toddlers in a new and green sustainable building designed by Gould Evans.
“Children tend to not learn as well when they are hungry or tired or worried about what’s going to happen to their families,” Dianne Ensminger, CEO Ballard Center, explains. The organization also provides wraparound services for families in need. These social services include food pantries at Ballard Center, a clothing closet at Penn House, emergency rent and utility assistance through the Douglas County Emergency Service Council, among others.
Ensminger echoes the trend of seeing a new class emerge, those who are between abject poverty and solid working class. “We are seeing families who never even thought this would happen, but now are facing foreclosure or job loss. These are hardworking people — but they are right above ‘just making it.’ It’s a delicate balancing act for families to keep from falling over the edge.”
To meet these increasing needs, Ballard raised their tuition in 2010, but even so, it is only half of what it costs to run the program. Funds from private donors and foundations have increased, as have funds from city and county sources. Ballard is also the largest recipient of the Douglas County United Way, receiving $250,000 in 2010. And for the past two Septembers, the Ballard B3 (Blues, Brews, and Barbeque) Fundraiser has helped to bridge the gap in meeting the overall operating budget of $1.4 million.
Ballard Community Center Holiday Opportunities: Individual and business donors for Adopt-a-Family Christmas program
It’s a familiar sight and maybe even more familiar sound — the bell ringers from Salvation Army in front of stores during the holiday season. A token of generosity goes into the kettles - but as with any global organization, one wonders how much influence a dollar actually has in the local area.
“Eighty three cents,” replies Wesley Dalberg, director of the Lawrence chapter of the Salvation Army, “Some money flows up to our headquarters for administrative and overhead, but eighty three cents of every dollar stays here in our local community for our operational and outreach costs.”
Those operational costs include the staff and overhead necessary to provide social services like emergency housing, utilities, and food assistance, a warming/cooling center each evening where people can come for snacks and drinks, community lunches three times a week, and special outreaches held throughout the year. A major component of Salvation Army’s mission is the case management that they provide for the homeless or transient. Three case managers work with clients to receive transitional or permanent housing, with an emphasis on life skills training. Salvation Army is also a church denomination, holding religious services through the week and on Sundays that reach out to a population that may not feel comfortable in a traditional church setting.
Funded by the United Way, HUD, and private donations, the Lawrence Salvation Army has yearly operating budget of $1 million. (The Salvation Army thrift store is a separate entity that provides funds to the Kansas City chapter of the Salvation Army Adult Rehabilitation Center). The kettle program, which draws in funds from nineteen Lawrence locations, is hoped to bring in $95,000. Dalberg also plans to do a major gifts solicitation and a direct mail solicitation this holiday season to raise a total of $300,000 in holiday drive money.
Salvation Army Holiday Opportunities:
Individual and business donors for holiday meal boxes
Individual and business donors for Adopt-a-Family and Angel Tree Christmas programs
Individual and business volunteers for the Kettle Program
Each of the three nonprofits highlighted are doing holiday outreaches and would welcome individual and business sponsorships.
Additional information can be found at: Eckan.org/justfood Ballardcenter.org
Wesley Dalberg 785-843-4188
The end-of-the-year holiday season is a time to reflect. Either quarterly budgets and goals were met or January’s great expectations have given way to the financial reality of a bad year. For most, it’s a time to relax and enjoy the company of friends and family while feasting at office parties and family gatherings.
For caterers in Lawrence, the holiday season is one of the busiest, and most profitable, times of the year. Three local companies describe how they handle the stress, expense and joys of helping others celebrate.
Evan Williams, owner of Evan Williams Catering, loves the holiday season.
“It reminds me of why I got into the business,” Williams says. “I grew up in an entertaining house. My mother was always cooking for guests and hosting parties. A lot of them were for my dad and his football friends, but the holiday season was a very busy time in my mother’s kitchen. So cooking for other’s celebration is a real pleasure for me.”
Williams has been fine-tuning her cooking and business practice for more than 20 years. Her dedication to the craft cannot be questioned. In fact, she finished her first paying job the day she was due to give birth to her first child.
“I was catering a luncheon at a bank and kept having these pains,” Williams recalls. “I called my doctor, who wasn’t too pleased with me. He subtly reminded me I was due and let me know I was having contractions.”
Williams finished serving the meal, politely thanked the bank president and headed to the hospital. “My son was born 45 minutes later,” she says. “Maybe I should have bowed out sooner, but that was my first gig, I had to get it right.”
That type of resolve to make each dish,
and every event, fantastic is both a challenge and a goal for any good caterer, Williams says. People trust you to make their party or event a success, and disappointing a client can have disastrous consequences. When you work as a caterer, you’re not cooking for one or two people; you’re cooking for a roomful of people. Since dishes are planned and prepped well before the event, if you get it wrong, it is incredibly difficult to make changes.
“Luckily, we haven’t had that happen,” says Regan Pillar, who owns Culinaria with her husband Aaron. “We’ve been at it for more than 2 years, and I hope we never have a horror story to tell. We make it a priority to communicate as clearly as possible with clients about what they want and what we can provide. Managing expectations is a top
priority. We have as many conversations about the event as possible to help ensure we get it right the first time, because there isn’t a second time.”
Stephen Maceli, owner of Maceli’s in downtown Lawrence, agrees.
“Many people don’t understand that most restaurant food doesn’t always translate into catering,” Maceli says. “The reality of catering is that most food is prepped and cooked at one location, then transported and served at another. Food must be resilient to this delay in serving without sacrificing taste, texture and temperature.”
Williams says working on other people’s ideas can be difficult.
“I know what I like and I know how to
make it,” she says. “I think most caterers are like that. We didn’t get into the businesses because we wanted to cook other people’s recipes. One of the biggest challenges for me is letting go of some of the creative control. I’m lucky enough to be in the position now where people know me for my food, so I have to conform less. But reminding yourself you are working for your client is important.”
Most holiday parties are smaller affairs than, say, a wedding reception. Aaron Pillar says that is both a blessing and a curse.
“At a wedding you have fairly solid head count,” Pillar says. “Often you are serving by the plate and you have budgeted your food and service for that certain number of plates. Smaller, holiday events tend to
be buffet style and hosts are often uncertain of the headcount. Pricing for the food is a fine line, because if you charge too much and have a bunch of leftovers, your client won’t be happy. Of course, that’s much better than not ordering or preparing enough food.”
Maceli says having a definite policy on food orders helps in two ways, he doesn’t have to worry about leftovers and the client knows exactly what they are getting. The policy, he says, helps maintain the bottom line.
“When you order food from us, you get to keep the leftovers,” Maceli says. “We will even pack them up for you as long as you request them in a timely manner. My philosophy is we make what is ordered and you get to keep what you
ordered. People always ask if we plan for extras. We let them know that if they think that more guests will show up, order more, and if they don’t they get to keep the food, so nothing is wasted.
Since the price of food changes so frequently and unpredictably, budgeting for an event is difficult.
“You have to figure in some wiggle room on pricing,” Williams says. “The price of an ingredient may increase 5 or 10 per-
MACELI SAYS HAVING A DEFINITE POLICY ON FOOD ORDERS HELPS IN TWO WAYS, HE DOESN’T HAVE TO WORRY ABOUT LEFTOVERS AND THE CLIENT KNOWS EXACTLY WHAT THEY ARE GETTING.
THE POLICY, HE SAYS, HELPS MAINTAIN THE BOTTOM LINE.
cent between the time you price it and the time you purchase it. If you already priced it too low, you have to eat that cost.”
Aaron and Regan at Culinaria factor unstable food prices into quotes.
“We always estimate high when calculating the cost of food,” Regan says. “Especially as a young company, we cannot lose money on a job. We work very hard to make our margins on food as solid as we can.”
Food, though the center of a caterer’s business, is often not the biggest expense.
“Labor is the greatest expense in our type of catering,” Maceli says. “One big difference between Maceli’s and other companies is service fees or gratuities. At Maceli’s, there is no 18-20% service fee that is added on to one’s bill. All food and beverages include some type of service.”
The Pillars say they spend less on labor and more on hardware.
“There is always another pot to buy or warmer to get,” Regan says. “Every event we cater is different, and almost all need a unique piece of equipment. The profit from the first job we ever catered was spent entirely on equipment. Now we budget a percentage of every job toward equipment costs.”
Making a living working at other’s parties gives caterers a keen sense of what makes a party work. Maceli says planning ahead and making it interesting is the key to hosting a great holiday party.
“Holiday entertaining is more special when there is great food and plenty of
it,” Maceli says. “I recommend having one or two items that people can talk about. When entertaining at home, try to choose items that can be prepped ahead of time and reheated easily. Your menu should also reflect the production capacity of your kitchen. If your kitchen is small, potlucks can be great. Since guests would likely bring something they are proud of, potlucks can make for superior buffets, unless everyone brings chips.”
Aaron Pillar tells clients to think a little differently. “Try to make it something people actually want to do, “ he says. “We’ve all been to the party in the conference room and had a tray of cold cuts with punch. Boring. Have us make a signature cocktail, host the party at someone’s home and get some great food. And be sure to have booze. It makes interesting people more interesting and boring people more tolerable.”
Interesting people help, says Williams, but food can save almost any party.
“Good food can be the savior of almost any party,” she says. “Let’s face it, well-planned, great tasting food is one of the great pleasure of life. The holidays are a great time to indulge.”
Dr. Neeli Bendapudi, the new Dean of the University of Kansas School of Business, leans forward and emphatically taps her office table with her forefinger. She squints her eyes and slightly lowers her head.
“This,” she says with the passion of a preacher and the seriousness of a judge, “is the University of My American Dream.”
And with that, a broad smile graces her face; she sits back in her chair and gazes out of her office window at the passing students.
“The University of Kansas has been very good to my family,” she says. “I am so thrilled to be able to return the favor.”
At a young age, her father introduced Dr. Bendapudi to the University of Kansas. Though her father’s passion for KU was strong, it had little to do with the Jayhawk basketball team. When Dr. Bendapudi was 5 years old, her father left their home in India to begin work on a doctorate at KU on the American Playwright Arthur Miller.
“When you’re a child, anywhere your parents go is like a mystical place,” Bendapudi says. “My father was in the mystical land of Kansas. He would tell us all about this beautiful place called Lawrence and send us these great pictures of things called Jayhawks. I was five or six and already enamored with KU.”
Her appreciation for KU was instilled almost as early as Bendapudi had set her career goals.
“Teaching and academics are always what I’ve wanted to do,” she says with a laugh. “When other kids were playing and maybe getting a little rowdy, I was always the one to bring everybody back to focus on learning. I’m sure my sisters will confirm that.”
After earning her undergraduate degree and MBA from Andhra University in India, Bendapudi, along with husband Venkat, moved to Lawrence to begin work on her doctorate (she graduated in 1994).
Lawrence welcomed her with some very unexpected challenges. “I had always been told how flat Kansas is,” she says. “After a few hours walking around campus I thought ‘Wow, if this is flat, I don’t need to see the rest of the state.’ Of all the things my father mentioned about KU, the hills were not one of them.”
Bendapudi’s primary research focus is on how customers evaluate which service providers and organizations are best able to meet their needs and when they merit long-term relationships. The second area of interest has to do with how organizations can
research and outreach regarding service management.
effectively communicate their ability to meet customer needs. Her research has been published in the Journal of Academic Medicine, Harvard Business Review and Journal of Marketing, among others. Bendapudi is so respected in the field, she was asked to give a TED lecture on the topic.
After a time as an assistant professor of marketing at Texas A&M University, Bendapudi started at Ohio State University. She began as an assistant professor in 1996, before becoming an associate professor in 2002 and earning full professorship in 2008. While at Ohio State, Bendapudi founded and ran the Initiative for Managing Services, a center within the Fisher College of Business representing a consortium of companies that partner with the college on teaching,
“Neeli is missed,” says Dr. Stephen Mangum, Senior Associate Dean at the Fisher College of Business. “She was one of our most respected faculty members, most popular instructors and most friendly co-workers. I can’t think of a University teaching award she didn’t win. She published often and really invested herself in her work. Not only that, but her connections with the business world are invaluable. The Business School at Kansas is lucky to have her, that’s for sure. I don’t think they could have found someone more qualified or passionate for the position.”
Of all the candidates for the position, something about Bendapudi stood out.
“In addition to being an outstanding researcher, teacher and administrator, Neeli brings a bold vision for the School of Business,” James P. Guthrie, search committee co-chair and business professor says. “Her understanding of what it will take to move the school forward is based upon her unique blend of business and academic experiences. And as a KU alumna, she brings an obvious love for the university and a familiarity with the state’s business climate that will benefit
“As a KU alumna, she brings an obvious love for the university and a familiarity with the state’s business climate that will benefit the school, its programs and its graduates.”
the school, its programs and its graduates.”
The opportunity for Bendapudi to return to Lawrence was completely unexpected.
“I can’t speak highly enough about my time at Ohio State,” Bendapudi says. “The faculty, the Provost, the President and the students at Ohio State are absolutely fabulous. Honestly, I hadn’t ever considered leaving. Ohio State felt like home.
KU was the only other university at which I could ever imagine working. When the search committee at KU contacted me, I was shocked and absolutely thrilled. Ohio made every effort to keep me. But I told them, ‘KU is home.’”
Bendapudi has three very simple goals for the Business School.
“This must be a great place to learn, a great place to work and a great place to invest,” she says. “All three are directly tied to the others. That said, we cannot concentrate on only one or two. We, as a school, must accomplish all three goals if we are going to continue to be a great university and serve our students.”
Students, without question, must be the main focus of everyone at the university, according to Bendapudi. If KU is a business, the student body is the consumer. As a dean, Bendapudi feels a great responsibility to ensure the experience of her customers is second-to-none.
“KU is already a fantastic place to get an education,” Bendapudi says. “My job is to make it even better for our students. I think we, as an administration, can’t forget that the students pay our salary. I mean let’s face it: their tuition dollars are how we make a living. We are here to serve them.”
Bendapudi has clearly put a lot of thought into how to attract and keep the best students and her business acumen is apparent when relating her ideas.
“We have to evaluate the value of an education from our Business School in respect to the burdens,” Bendapudi says. “We have to let students know we offer three things: security, esteem and justice. Students can be secure that they made the right decision to enroll at KU. They will feel respected and fairly treated by their professors. And finally, they will leave with a degree that serves them in the future. If those benefits outweigh the financial and time burden of attending KU, we will succeed.”
Providing security, esteem and justice to students are all nice points, but Bendapudi points to a more tangible measuring stick.
“Job placement,” she says definitively. “The market speaks; there’s no way around it. If our graduates find quality, challenging work in the their fields, then we have succeeded as a business school. I recently met with the parent of an in-
coming freshman and he said something that really struck a chord with me. He said ‘The set of letters I care most about after my child’s name when she graduates aren’t MBA or Ph.D. It’s JOB.’ That articulates my point exactly. Our graduates must be able to compete for the best jobs.”
Bendapudi believes KU must also be a great place to work. That, she says, means ensuring faculty understand both the opportunity and responsibility of working for a worldclass university. Too many professors, Bendapudi says, take a laissez faire attitude toward teaching.
“The faculty here is, really and truly, fantastic,” Bendapudi says an excitement that can’t be faked. “They understand that if they aren’t excited to be here teaching, they can’t expect their students to be excited. I mean really, what’s in it for a student with an instructor who isn’t engaged? Our faculty must remain engaged, energetic and excited to be here. It’s my responsibility to make sure that happens.”
Being stuck on campus without venturing into the business world may not be the best way to teach business, Bendapudi argues. She values “real world” experience for faculty. After all, if you haven’t done it, how can you teach it, she asks.
Bendapudi has served as Executive Vice President and Chief Customer Officer of Huntington National Bank and has consulted for dozens of the world’s largest companies, including Cessna and Proctor & Gamble. Bendapudi is a Leadership Foundation Fellow of the International Women’s Forum, one of 27 women selected worldwide.
Bendapudi says faculty must feel satisfied and appreciated in their positions, but remain challenged. “Being happy and comfortable is okay,” Bendapudi says. “But being complacent is not. We must always be ready for a challenge.”
Business involves the transfer of currency from one party to another. Having alumni of the School of Business send in their currency is not a concept missed by Bendapudi. She took over the reins in August and hit the ground running. Much of the past four months has been spent traveling the country glad-handing alumni and school donors. If the Business School remains a good investment, Bendapudi is convinced, donors will continue to be generous with their currency.
“I haven’t had a bad trip yet,” Bendapudi says. “Our alumni are so proud of their involvement with the school and very excited about the future. Once a Jayhawk, always a Jayhawk.”
When she refers to alumni of the school being among the most accomplished and distinguished people in the business world,” she says it with a sincere smile. She’s been on the job a short while, but it is apparent Bendapudi feels a sense of ownership and responsibility for the Business School.
“My father, my sisters, my husband and I all have degrees from KU,” Bendadupi says with pride. “I know how fortunate I am to be in this position, and I plan to make the most of it.”
“ONCE A JAYHAWK, ALWAYS A JAYHAWK.”
Sean Ingram’s understated office at Blue Collar Press & Distro is quiet and clean. As he sits at his desk sending an email, the bottom of an arm-length tattoo shows under his shirt cuff. Clean cut with black glasses, the tattoo is the only hint of his “other” job: lead vocalist for the influential hardcore band Coalesce.
Through sweat equity, reinvesting profits and sticking to a punk rock Do-It-Yourself ethos, Ingram has grown a small start-up t-shirt shop into an internationally recognized promotional merchandise business.
Years ago, Ingram’s band, and every other band he knew, had the same problem with merchandise. Either they couldn’t get what the wanted when they needed it, or the quality was so poor they felt they couldn’t sell it to their fans. “Unfortunately, because of the industry we are in, there isn’t always a lot of accountability,” Ingram confesses.
“Not a lot of guys in punk rock want to keep a 9 to 5 job taking care of inventory, invoices and quality control. I had already been doing that with the wallpaper job.”
Ingram was helping his mom run her wallpaper stripping business in Kansas City. It wasn’t glamorous, but the pay was good and Ingram soaked in business lessons. He knew, however, stripping wallpaper wasn’t going to be his career.
In the late 1990’s iMacs had just been released and Ingram was teaching himself graphic design. One night while online, Ingram found a screen press for sale on Ebay. He bought the press for $200 and, with the help of his dad, drove to Denver, picked up the press and headed back to Kansas. He made a few calls to friends and found a spot to plant his press: the basement of Black Lodge Recording Studio on Main Street in Eudora.
In many circles, Black Lodge Recording Studio is a legendary place. The list of bands and artists that have recorded at the facility reads as a who’s who of local music lore. The Get Up Kids (who’s founding members owned the building), the Appleseed Cast and the Ultimate Fakebook have all recorded in the 150 year-old building. Kurt Cobain recorded with William S. Burroughs at Black Lodge in the ‘90s. It
seemed like the perfect atmosphere in which to produce tshirts for bands. According to Ingram, it was, almost, perfect.
“I don’t give a damn what anybody says,” Ingram says with a defiant smile. “That damn place is haunted. I’m man enough to admit I was scared more than once by the happenings. But, being scared is great motivation for getting your work done. I sure as hell didn’t waste any time. I got in. I got my work done and I got the hell out of there.”
The first orders filled were simple. He started by printing shirts for his band. Then friends in a band asked for some t-shirts. The orders were small, manageable and produced very limited, if any, profits.
Ingram lived the DIY and entrepreneurial lifestyle. He continued to work the wallpaper job during the day and would crank out t-shirts orders at night. Time not working the two businesses was spent working with his band.
“I didn’t sleep much those first few years,” Ingram says. “Days were spent with wallpaper. I’d clock out, hop in my car and head over to Eudora. I’d print and fill orders at night until the job was done. The next day I’d do it all over again.
It was, really, a pretty simple existence. I knew what I had to do and I got it done.”
Ingram’s reputation with the press screen spread like a Kansas grass fire on a windy day. His work ethic, combined with the respect other musicians had for his band, created an easy marketing campaign. Bands from across the country started calling in orders.
“I don’t think I’ve ever made a cold call in my life,” Ingram says with a hint of relief. “Since the beginning, all business has come from word-of-mouth and references. To this day we don’t have a sales staff or a single salesperson. I learned very early that if you do what you say you will do, and deliver a quality product when the client wants it, they will tell their friends.”
And they did tell their friends. It didn’t take long for the business to grow. With the growth, Ingram had to quit working with his mom. “It was time,” he says with a nod. “I was more than tired peeling wallpaper, and the hours and gas were getting to be too much.”
Jim David had done contract work with Ingram for a few years and was well versed with both the t-shirt and music industries. David had been touring with his band The Anniversary and, with a partner, operating a boutique t-shirt line called Breakdance America. The music was good, but David was growing tired of partnering in a business he didn’t have daily, hands-on control.
“I sold my shares of Breakdance America,” he says. “Right around that time, one of Sean’s silent partners wanted out. Sean and I had been talking about me coming on board with Blue Collar for awhile, but I wasn’t really interested unless there was an option for ownership. Having one of his partners step down opened the door for me.”
Burton Parker moved to Lawrence with his band in 2001 and also started doing contract work for Blue Collar. A Wichita-area native, Burton had taught himself graphic design, Photoshop and some computer programming while working at a Kansas City Barnes and Noble. He help develop early forms and sites for Blue Collars’ online capabilities that launched in December of 2002. Parker left the job in Kansas City and signed on as partner in June of 2003.
“It’s not sexy, but it makes money,” Parker jokes. “I set up the system that allows us to accept credit card payments online and developed the first individual online stores for bands to sell their products directly to their fans. Most of what I do now is based off that platform.”
Soon Blue Collar found themselves with 5 employees, multiple presses and occupying a 4,000 square foot warehouse in Eudora. The business was printing merchandise for several well-known national acts and for independent record labels such as Hydra Head, Doghouse and Vagrant. In addition, they were managing their ever-expanding online capabilities. In 2005 the business moved to a warehouse in East Lawrence. Recently the shop relocated to its current location on Delaware Street.
As business has grown, so have services. What was once a guy in a basement with a screen press is now a team of innovative entrepreneurs grabbing a big piece of the independent music merchandise pie. Blue Collar Press has grown to Blue Collar Press & Distro. The company prints shirts, of course, but makes a lot of their hay through distribution models and a thriving online services department.
The platform Parker built is the base for Blue Collar’s online stores. Almost 150 different bands have set up ‘stores’ through Blue Collar that feature their merchandise. The individualized stores highlight t-shirts, posters, bags or even books from the band or record label. The crew at Blue Collar maintains inventory and processes orders, payments and shipping from the Lawrence shop. Bands are able to get real time updates on what is selling and what isn’t. The staff at Blue Collar even model merchandise, when needed.
As founder and president, Ingram is the face of the business. Humble and uncomfortable with adulation, he is quick to spread credit to David, Parker and the staff of Blue Collar.
“In the aspect of worrying if things are going to get done, this is a low-stress business. Jim and Burton get the job done and they make sure their departments get the job done.”
“IF YOU DO WHAT YOU SAY YOU WILL DO, AND DELIVER A QUALITY PRODUCT WHEN THE CLIENT WANTS IT, THEY WILL TELL THEIR FRIENDS.”
Ingram deals a lot with billing, individual accounts, record labels and Fixcraft (Blue Collar’s newest revenue stream: manufacturing bike polo equipment). Parker handles online stores and e-commerce ventures while David manages production and, according to both Ingram and Parker, “does everything else.” Though roles are roughly defined, roles and responsibilities are often blurred. “We do the job that needs to be done,” David says.
“Working with Blue Collar will increase our merchandise profit by 75 percent,” beams Portia Sabin, president of Kill Rock Stars Records. “By not having to maintain an offsite warehouse, and worry about staffing and insuring the site, we eliminate so much expense, our profits will undoubtedly increase. Throw in the fact that Blue Collar prints most of the inventory on site, and it is a no brainer for us.”
Sabin says Kill Rock Stars had been looking for an outside agency to handle their merchandise. She was asking others in the industry, and nearly everyone she spoke to recommended Blue Collar.
Landing the Kill Rock Stars account was a major win and undertaking for Blue Collar. Their warehouse now features rows of empty shelves in anticipation of KRS merchandise. The label is one of the most respected independent labels in the industry, and earning their business is a badge of honor for Blue Collar.
“I think they are working on a monopoly,” Sabin jokes. “Everyone I talked to said ‘Talk to the guys at Blue Collar.’ So, I did. After our initial conversation, it was clear we would be able to work together. We’ve been around for 20 years, so we come with a lot of product. Blue Collar is working with us to set up great online stores for our bands and our label. They’ve already had really great ideas on the most cost-effective way to transfer our pre-existing inventory to their warehouse in Lawrence. And they are nice guys. That goes a long way in this industry. I am really so excited to be working with them.”
The fact that almost everyone at Blue Collar is, or was, in a band lends credibility. “I think it does help them understand what the artists are doing,” Sabin says. “Because they’ve been in the position, they’ve been on tour; they know that the bands aren’t al-
ways planning ahead with their merchandise orders. It’s great to get that call from them saying ‘hey, so and so band is low on a certain t-shirt, should we ship some to their next tour stop?’ Their insight is great.”
Nobody in the office wears a tie, or even dress pants. T-shirts, jeans and Vans is the understood dress code. Music plays and laughter abounds in the warehouse. It’s clear the people who work at Blue Collar do it because they want to. Almost everyone who works at Blue Collar is either a musician, or loves music, and helping independent bands and artists remains an important part of what they do. In fact, bands have been known to crash on the office floors after they play shows at local clubs.
The crew at Blue Collar understands that a personal connection to each artist is important. The office most often deals with a band’s manager with some being more hands-on than others. “It’s a crap shoot,” Ingram says. “Some managers call 3 or 4 times a week to check inventory and billing. Other bands we won’t hear from for weeks or months at a time.”
Darius Zelkha of Tough Love Artist Management thinks of Blue Collar Press as part of his team. Zelkha manages Josh Ritter, a rising singer-songwriter and author.
“Josh and I are both pretty particular when it comes to the merchandise we offer fans,” Zelkha says. “It’s important to us to have a personal relationship with our vendors, and working with Blue Collar has been effortless. Their rates are good. They do what they say they will do. They return calls with answers. What we really like is how proactive they are. I get calls from Burton with suggestions on products and orders and distribution ideas. They really take what works for other artists and help us mold it for our model.”
Though known nationally for their work with musicians and artists, Ingram wants people to know they are thrilled to work with local businesses. “Yeah, we work with hardcore death metal bands,” he jokes. “But we also like making shirts, coffee mugs and promotional garb for Lawrence accountants.”
No longer a DIY project in a friend’s basement, Ingram is happy with the business, but sometimes longs for the past.
Gone are the days of him and the press, pumping out orders for his friends. Blue Collar Press and Distro has 19 full-time employees and one part-timer. Ingram never imagined running a business this large. He’s not complaining, but it took some getting used to.
“At some point, you have to become comfortable with feeding the beast,” he says with a very matter-of-fact tone. “We need to find revenue streams and new products that help our business grow. Sure, sometimes I think it would be fun to go back to just making a few dozen shirts for my friends’ bands, but we have employees that depend on us to provide health insurance and mortgage payments. If we close up shop tomorrow, what are they going to do? How am I going to feed my family? I do it by making t-shirts for some of my favorite bands. I have the coolest job.”
In new business ventures, expectations can be a tricky thing. Aim too high and flirt with the hassle and embarrassment of missed expectations. Shoot too low and risk appearing too cautious or insecure in your product. Lucky are those that aim high and end higher.
The Bioscience & Technology Business Center at the University of Kansas opened its doors in August of 2010 with a plan to reach 33% occupancy by 2012. With recent lease signings in the books, the BTBC will end 2011 with nearly 85% occupancy, years ahead of schedule
That’s meeting expectations.
The Bioscience & Technology Business Center at the University of Kansas (BTBC) consists of three multi-tenant facilities that provide modern wet and dry lab space in which to conduct business, access to world-class research, access to capital through various sources and business development services. The group serves life science and technology-based companies.
The BTBC’s main facility is located on KU’s west campus.
The modern, 21,400 square foot structure is set amongst lush landscape. Walls of windows and a second floor overhang stand out against a backdrop of green vegetation. The building looks, and feels, contemporary with clean lines, abundant glass and sleek furniture.
The building, and the companies it houses, is the product of a well-executed business plan. In 2005 the Lawrence Regional Technology Center (LRTC) decided it needed a building. The group had been recruiting businesses to locate in Lawrence, and convincing venture capital firms that investing in Lawrence start-ups was a good idea. According to Matt McClorey, Director of the BTBC and President and CEO of the LRTC, their efforts were successful, but not nearly to the degree they wanted. McClorey and company had raised $180 million in venture capital for area companies but felt they kept leaving money on the table.
“We could help in so many ways,” McClorey says. “But far too often KU scientist would want to take their research and develop it into a marketable product. They would ask if we
had suitable lab space and I wouldn’t have a good answer. We knew we needed that space.”
The LRTC and the Lawrence Douglas County Biosciences Authority (LDCBA) began work on a strategic plan that would provide infrastructure and business planning support to both local start-up companies and national companies looking to relocate.
McClorey said the group focused on three critical business areas: infrastructure, capital and talent. If they could provide all three, they would attract great companies. “We knew if we could offer those three things in Lawrence, on the University of Kansas campus, we would keep our technology start-ups here and attract growing companies to town. In the BTBC we provide wet and dry labs facilities for infrastructure, access to potential capital investment, and the talent at KU is second to none.”
Funding the $7.5 million BTBC construction was, in effect, a community effort. The LDCBA committed $500,000. Lawrence City Commission and Douglas County Commission
both committed $75,000 per year for 10 years. The university and KU Endowment each invested in the project and the Kansas Bioscience Authority provided $3.25 million for the effort.
Finding business to locate to the BTBC has been an easy sell, McClorey says. “We are offering world-class facilities and a pipeline to world-class talent.”
“When we started the project, we knew there was some demand,” says E. LaVerne Epp, President & Chairman of the Board for LDCBA. “We took a very strict business approach to the plan and carefully wrote our business plan. We built the facility based on what our research said the market wanted.”
Argenta, a global provider of drug development services and contract product manufacturing for the animal health industry, has announced it will locate a new lab facility at the BTBC. Argenta will bring 27 new jobs and $500,000 in laboratory equipment to the facility.
Assurant Employee Benefits, a division of insurance leader Assurant, will lease space at the BTBC Main Facility specifically to establish a year-round internship program with the KU School of Engineering. The company is the seventh to lease space in the BTBC Main Facility since it opened in summer 2010 and the 12th in the three-building BTBC system at KU. Other Main Facility tenants include 360 Energy Engineers, an engineering and energy management firm;
Garmin, a global leader in navigation and communication devices; BrightEHR, an electronic health records company; Sunlite Science and Technology, a producer of specialty LED products; and Propylon, a producer of software systems for state legislatures.
“We considered other Midwestern schools,” Tim Bachta, application development director for Assurant Employee Benefits, says. “However, the University of Kansas was the obvious choice because of the experiences we’ve had with KU interns and graduates in the past. KU engineering students are so well rounded. And once we chose Lawrence, the BTBC Main Facility was easily the best location, thanks to its new space, its business support services and its location on the KU bus route. This is an ideal setup.”
The BTBC main facility serves as a temporary location for tenants. Start-ups or small, growing companies are able to use the building and all amenities on a 3-5 year lease. When the lease is up, the business is expected to have outgrown the facilities. The goal, McClorey says, is to have the businesses stay in Lawrence.
“We may have under built,” Epp jokes. “The truth is Matt and his team have done a phenomenal job marketing the building and available services. They are executing a nearly flawless business plan.”
McClorey stresses that the BTBC is much more than an empty room that a business can fill with employees. “The goal of the BTBC is to be more than a facility,” he says. “We want the BTBC to become the hub of entrepreneurial activity for the region. It can be a place where entrepreneurs can share ideas,
innovate together and grow successful businesses.”
Business development services for BTBC tenants are provided by the LRTC. From corporate formation to exit strategy, the BTBC helps developing businesses grow into sustainable companies. LRTC staff can assist with nearly every aspect of starting a business from writing a business plan to locating capital investment and operational management.
“I hate to use a bad sports analogy,” McClorey jokes. “But it is like the minor leagues. We help the businesses develop into solid companies.”
The overwhelming success of the BTBC’s main facility has kick-started work on phase II. Plans are made for a second 20,000-30,000 square foot building to be attached to the current facility. Phase II will feature wet and dry labs, office space and meeting rooms.
Though funding isn’t set, the success of Phase I certainly doesn’t hurt expectations. “I think everyone involved, especially investors, is very pleasantly surprised with just how successful the first building has been,” McClorey says with a smile. “We are all very happy with the first 18 months and excited for the future.”
by Joe Monaco
It’s only been 10 weeks since Gyrasol Technologies announced it would relocate from New Mexico to the BTBC, but the company’s founders say they’re already realizing the benefits of their new location.
“I honestly thought we’d have more downtime in the weeks after the move,” says Susan Burgess, Gyrasol co-founder, president and CEO. “But our office and lab space was in great shape when we arrived, and we were able to get up and running very quickly.”
A great start, indeed. Since coming to Lawrence, the early stage molecular diagnostics company has seen a spike in demand for its drug assay kits, which are now being shipped from the BTBC to customers nationwide. Gyrasol has hired two scientists – both of them KU grads – and plans to add as many as 12 new positions in the next two years.
“We couldn’t have asked for a better first few months,” co-founder and chief science officer Frauke Rininsland says. “The BTBC, the university and the town have been wonderful.”
Gyrasol has invented and patented a sensing system that detects how a cell’s signaling network is changed in cancer. With this information, doctors can select those drugs that interact with the faulty signaling targets and test the efficiency
of a treatment outside the body – before subjecting patients to costly and potentially harmful treatments.
Burgess, who earned her PhD in pharmacology from KU in 1980, cited the BTBC’s facilities, its access to KU resources, and the financial support network provided by the BTBC and its partners in the decision to move to Lawrence. She said Gyrasol considered other locations, including San Diego, but decided Kansas is “at the exciting end of the growth curve.”
“The BTBC at KU – and more broadly, the state of Kansas – is on the front end of some big things in biotechnology and entrepreneurship,” says Burgess, who has founded or cofounded four bioscience companies. “We were looking for a strong intellectual environment and a strong financial support system, and we found both in Kansas.”
In May, Burgess and Rininsland visited with Matthew McClorey, executive director of the BTBC, and LaVerne Epp, president of the Lawrence Douglas County Bioscience Authority (LDCBA), as well as Julie Goonewardene, associate vice chancellor for innovation and entrepreneurship at KU, and key academic collaborators. Burgess and Rininsland quickly became convinced that Lawrence provided the environment that would support Gyrasol’s growth plans. With funding assistance from the LDCBA and Douglas County Development Inc. and support from the Lawrence Regional Technology Center, they soon began the process of moving operations from Santa Fe to Lawrence.
“We’re driven to make a difference in human health care, to benefit our investors, to do cool science and to provide jobs for talented young workers,” Burgess says. “We’re delighted to find all the elements in place here to achieve success, and we’re grateful to be part of the BTBC. We’re especially thankful to Matt McClorey and LaVerne Epp, who have done so much to ensure alignment and convert good intentions into real actions.”
by Daisy Wakefield
If you happened to be in Lawrence from 1974-1993, you might have heard Big Blue Bob Neu’s voice announcing Jayhawk basketball and football games on radio stations KLWN and KLZR. It was a great gig and he misses it to this day. But sacrifices are made when starting up a family business, so when Bob joined his wife Lydia in 1993 to run Neu Physical Therapy Center, he put his whole lot in. He took his business and marketing experience and marshaled them into the development and operations of the business that is now in its 23rd year.
Bob and Lydia Neu came to Lawrence in 1968 and 1973, respectively, to study at the University of Kansas. They fell in love with each other and with Lawrence, and stayed here. Lydia, who majored in physical therapy, started a private clinic out of their home. In 1996, they moved into their own constructed space at 1305 Wakarusa Drive. Bob took over the business aspects of the operation: accounting, insurance, HR, general administration.
With an exercise gym, six treatment rooms, and shower/ dressing room space, the therapy clinic uses both traditional equipment as well as new state-of-the-art technology. But the shining jewel in the clinic is the heated 20x40 foot pool where individual and group therapy classes are held.
“When I worked for Visiting Nurses,” remembers Lydia, “I would rent a pool at the Holidome and volunteer my time for group water therapy. It was always packed, and I knew that someday I would have my own pool to work in.”
And work she does. The clinic is open each weekday from 5 am to 7 pm, and 8 to noon on Saturdays. Two satellite clinics, in Baldwin City and Tonganoxie, also demand her time. “We wanted to be able to accommodate people’s needs, without them having to take time off from work to do rehab. So we’ve always opened early and closed late.”
Among its 25 employees, Neu Physical Therapy staffs physical and occupational therapists, a certified hand therapist, a craniosacral therapist, a chiropractor, and a myofacial release therapist. Specialists in pediatrics, urinary incontinence, postural restoration, lymphedema, weight loss, athletic training, and massage are also available.
“We use a holistic approach to treatment,” says Lydia, “Our job is to help our clients meet their goals, whether it is to walk again, to continue to work, to manage back pain, or whatever else their goal is.”
To that end, sessions at Neu Physical Therapy can run for one or two hours or more. Clients range from infants to the elderly, and Lydia says that people with every diagnosis of illness or pain has walked through their doors, from lower back pain to TMJ.
Bob and Lydia’s son, Bob Jr., joined the operation three years ago after finishing his chiropractor’s training — at the top of his class, his proud mother interjects. Bob is certified in acupuncture, which he uses in his practice. Another son, Jacob, also lives in Lawrence and helps with marketing.
Daughter Angie is currently in Kansas City getting an osteopathic degree, and may join the fun after her graduation.
“We are blessed to have our family close, and especially with our first grandbaby on the way!” exults Lydia. And is there a downside to being in business with family?
“Only that it never leaves us,” answers Bob Jr., “We talk
business during meals and get togethers. We can’t shut it down, even when we’re not working.”
Neu Physical Therapy engages with the larger community through sponsorships for disability support groups, fundraising events, and at the two high schools. They are also veterans with an 11 year history of participation in Cottonwood’s employment program.
As another defining mark of their commitment to health and community, Neu Physical Therapy only charges clients what their out-of-pocket payment would be with an in-network therapy provider, even if Neu Physical Therapy does not happen to be in network for their insurance.
“We never want people to have to choose where to get their rehabilitation or care based on cost,” says Lydia, “After all, these people are trying to get well!”
Joe Paul, Financial Advisor Wells Fargo Advisors
If you own a small business, there are many retirement plan alternatives available to help you and your eligible employees with retirement planning. For most closely-held business owners, a Simplified Employee Pension Individual Retirement Account (SEP IRA) was once the most cost-effective choice. Then the Savings Incentive Match Plan for Employees (SIMPLE IRA) became a viable alternative. Today you may find that a defined-benefit or 401(k) plan best suits your needs. To make an informed decision on which plan is right for your business, review the differences carefully before you choose.
This plan is flexible, easy to set up and has low administrative costs. An employer signs a plan adoption agreement and IRAs are set up for each eligible employee. When choosing this plan, keep in mind that although it does not allow employees to save through payroll deductions, contributions are immediately 100% vested.
The maximum an employer can contribute each year is 25% of an employee’s eligible compensation, up to a maximum of $245,000 for 2011. However, the contribution for any individual cannot exceed $49,000. Employer contributions are typically discretionary and may vary from year to year. With this plan, the same formula must be used to calculate the contribution amount for all eligible employees, including any owners. Eligible employees include those who are age 21 and older and those employed (both part time and full time) for three of the last five years.
If you want a plan that encourages employees to save for retirement, a SIMPLE IRA might be appropriate for you. In order to select this plan, you must have 100 or fewer eligible employees who earned $5,000 or more in compensation in the preceding year and have no other employer-sponsored retirement plans to which contributions were made or accrued during that calendar year. There are no annual IRS fillings or complex paperwork, and employer contributions are tax deductible for your business. The plan encourages employees to save for retirement through payroll deductions; contributions are immediately 100% vested.
The maximum salary deferral limit to a SIMPLE IRA plan for 2011 cannot exceed $11,500. If an employee is age 50 or older before December 31, then an additional catch-up contribution of $2,500 is permitted. Each year the employer must decide to do either a matching contribution (the lesser of the employee’s salary deferral or 3% of the employee’s compensation) or non-matching contribution of 2% of an employee’s compensation (limited to $245,000 for 2011). All participants in the plan must be notified of the employer’s decision.
This type of plan helps build savings quickly. It generally produces a much larger tax-deductible contribution for your business than a defined-contribution plan; however, annual employer contributions are mandatory since each participant is promised a monthly benefit at retirement age. Since this plan is more complex to administer, the services of an enrolled actuary are required. All plan assets must be held in a pool, and your employees cannot direct their investments.
Certain factors affect an employer’s contribution for a plan, such as current value of the plan assets, the ages of employees, date of hire and compensation. A participating employee with a large projected benefit and only a few years until normal retirement age generates a large contribution because there is little time to accumulate the necessary value. The maximum annual benefit at retirement is the lesser of 100% of the employee’s compensation or $195,000 per year for 2011 (indexed for inflation).
This plan may be right for your company if you want to motivate your employees to save towards retirement and give them a way to share in the firm’s profitability. 401(k) plans are best suited for companies seeking flexible contribution methods.
When choosing this plan type, keep in mind that the employee and employer have the ability to make contributions. The maximum salary deferral limit for a 401(k) plan for 2011 is $16,500. If an employee is age 50 or older before December 31st, then an additional catch-up contribution of $5,500 is permitted. The maximum amount you, as the employer, can contribute is 25% of the eligible employee’s total compensation (capped at $245,000 for 2011). Individual allocations for each employee cannot exceed the lesser of 100% of compensation or $49,000. The allocation of employer profitsharing contributions can be skewed to favor older employees, if using age-weighted and new comparability features. Generally, IRS Forms 5500 and 5500-EZ (along with applicable schedules) must be filed each year.
Once you have reviewed your business’s goals and objectives, you should check with your Financial Advisor to evaluate the best retirement plan option for your financial situation.
by Lance Keltner UNI Computers
Viruses. Spyware. Malware. Scareware. Worms. Chances are you or someone you know has been affected by one of these little buggers at some point. If not, count yourself among the lucky. Almost all users will be hit more than once in their computing lifetimes.
Viruses have progressed from little annoyances that only displayed unwanted messages on your monitor to fullblown, data destroyers and credit card stealers. It has changed from a game of “I did it because I could” to “I did it to make money.” Viruses used to be only the domain for PCs. Macs and other Apple products seemed to be completely immune. This is no longer the case, and while the vast majority of viruses are still written for PCs, Macfriendly viruses are on the rise.
Needless to say, computer viruses are serious business.
1.
More than 95% of all email sent today is spam email. That’s not a typo: 95%. This means most of the messages you receive do NOT have your best interest in mind. Messages that say ‘Go here and check this out!’ or ‘You have 23895 viruses, click here to remove!’ New favorites of mine are Paypal and Ebay messages that say ‘We need your account information so that we can verify blah blah blah.’ It’s almost all fake. If you receive a message like this and think it may be real, open up a web browser, go to the actual site (e.g. www.paypal.com) and log in. If they have something that needs verifying, they will let you know right there. This is doubly true for anything concerning your bank account or credit card.
You’d think by now it would be obvious, but we run into people all of the time that have let their protection expire, or don’t have any at all! There are many options to stay protected. Subscriptions to updates usually last one year, and can be easily renewed via credit card. Be careful to only use name brand products. If you can’t find it on the shelf of your favorite software place, double check before you install. There are 5 fake antivirus programs for each legitimate one.
A little-known way to get rid of those annoying pop-ups is Alt+F4. Hold the Alt key while you tap the F4 key, and then letting go of both. This is the universal close command in any version of Windows (on Mac it’s command + Q). Popups have gotten quite a bit smarter recently. They have remapped that red ‘X’ button at the upper right to be an ‘OK’ button instead of the standard ‘Exit’ button. Sneaky. Lucky for you, they can’t re-map Alt + F4. Keep in mind that if you have a laptop, sometimes you have to activate the F4 (or any F-key) by holding an additional ‘Fn’ button.
1. RUN A FULL VIRUS SCAN
Run a full virus scan if you think you’ve been hit. Most antivirus software supports doing periodic scheduled scans. If yours is not already setup, get it done.
2. SHUT DOWN AND VISIT YOUR PREFERRED REPAIR SHOP OR EXPERT FOR REMOVAL
Unfortunately, sometimes a full virus scan doesn’t clean a machine all the way and more drastic measures are needed. This is when you contact your trusted computer repair shop and have them do an in-depth cleaning. Once in a while, a full clean can’t be achieved and a full format will be required. Make sure you have prior backups (i.e. Dave Greenbaum’s article in the last issue).
You’re doing this on a regular basis anyway, right? Even if you are (and most aren’t), if you have any reason to suspect you’ve been hit with something, change all of your important passwords. This includes banks, credit cards, mortgage accounts, facebook, twitter, email, you name it. Also, don’t use the same, or similar, passwords for multiple accounts. Once a virus obtains one, it will try various permutations of that password on major sites. If it gets lucky, you’re going to lose more.
Keeping your computer files safe from viruses must be addressed daily. Never let your guard down and you can keep your computer up and running.
The economic landscape of Lawrence has changed significantly in the past year with the addition of several new companies, growth of local businesses and revitalization of an abandoned property.
The Lawrence-Douglas County Economic Development partnership brings together the efforts of the city, county and Chamber of Commerce to attract new investment and help existing businesses grow in Lawrence and Douglas County.
“2011 has been a good year for business development,” Beth Johnson, Vice President of Economic Development for the Chamber of Commerce says. “Working with the LawrenceDouglas County Bioscience Authority and Lawrence Regional Technology Center, we have been successful in bringing new businesses that will benefit our community now and in the future.”
The Bioscience Technology and Business Center on the KU campus continues to be effective in attracting capital investment to Lawrence. Two companies have joined the rapidly growing bioscience community located in the BTBC bringing its occupancy rate to 75 percent in its first year of operation. The most recent additions to the BTBC are Argenta, a global company providing drug development services and product manufacturing for the animal health industry, and Gyrasol Technologies, a molecular diagnostics and drug testing company that is relocating from Santa Fe, New Mexico. Argenta and Gyrasol join four other companies leasing space in the BTBC main facility.
Existing businesses also are choosing Lawrence and Douglas County when it’s time for growth. McFarlane Aviation of Baldwin City is building a 24,000 square foot warehouse and production plant at its Vinland Airport location to support its growing business needs. Berry Plastics is investing almost $20 million in building a 600,000 square foot warehouse just off Farmer’s Turnpike in Douglas County. The expansion would create 11 new jobs.
The East Hills Business Park is enjoying a surge in occupancy with the arrival last year of Plastikon in the old Serologicals facility. Plastikon has leased an additional 10,000 square feet of warehouse space in the Franklin Business Center. In October, Grandstand Sportswear and Glassware finalized a deal to move into the former Sauer-Danfoss facility in the East Hills Business Park. Grandstand is expected to invest more than $5 million with this expansion and create approximately 40 jobs in the next five years. CAL Testing, located on Clinton Parkway, has expanded its operations into an adjacent building to provide additional space for new and existing staff in support of growing demand for its services.
The City of Lawrence continues its work to revitalize the former Farmland Industries property on K-10 Highway just east of the city. With the old structures demolished and environmental clean-up underway, the property will provide space, rail service and proximity to utilities and infrastructure for future industrial and business park tenants.
“Attracting new business investment allows us to provide employment opportunities for our residents and an increased tax base to fund needed city services,” Johnson says. “We are constantly striving to showcase the capabilities that exist in our area.”
A new partnership between Lawrence, Topeka and Manhattan will market the capabilities within that nine county region in an effort to bring new companies to the area. The Kansas Research Nexus partnership will highlight the three major universities found in the region and their groundbreaking research in animal health, drug development, food safety and research in cancer treatments.
Doesn’t it just make sense to keep your school photography local?
ORTHOKANSAS, PA WELCOMES
ORTHOPAEDIC SPINE SURGEON TO PRACTICE
OrthoKansas, PA proudly announces the addition of Dr. Ryan M. Stuckey Fellowship-trained Orthopaedic Spine Surgeon to their staff. Dr. Stuckey specializes in both non-surgical and surgical treatment of spine disorders, including minimally invasive spine surgery, spine trauma and fractures, spinal tumors, osteoporosis, sports injuries, degenerative spine disease, lumbar and cervical disc herniations, lumbar and cervical stenosis, and myelopathy.
Brenda joins DPI as an Account Executive and is bringing over ten years with Multifunctional Copiers/ Printers and other office equipment to DPI. Brenda recently received training in Kyocera’s new line of Multifunctional Printers and is ready to help local business owners manage all of their office document needs. Brenda has lived in Lawrence since 1985 and has more than 20 years of sales and customer service.
COMMERCIAL
Emprise Bank is pleased to announce that Grant Ryan and Rhonda Scott have joined the bank’s commercial banking team as Commercial Banker and Commercial Banking Specialist, respectively.
“Grant and Rhonda bring an outstanding commitment to their customers and the community, and we’re thrilled to have them as part of the Emprise team. This is a good day for Emprise and, more importantly, for our customers,” says Cindy Yulich, Emprise Bank president.
Ryan is a graduate of Kansas State University with a B.S. in Business Administration. He has been in the financial services industry for 15 years, most recently at The University National Bank in Lawrence where he served as Chief Lending Officer.
Scott has been in the financial services industry since 1975, with the past nine years spent at The University National Bank in Lawrence.
Emprise Bank is headquartered in Wichita, andstretches across the state of Kansas. The Emprise system includes 42 locations in 24 communitie.
CELEBRATES
The Lawrence, Kansas Express Employment Professionals office celebrated it’s one year anniversary under new ownership on September 13, 2011.
The Express office opened in May 2001 and has been providing businesses and job seekers with temporary and full time staffing solutions in a variety of fields including commercial, administrative, and technical.
Since purchasing the franchise last September, owners Barry Kingery and Kate Turner have worked hard in marketing their business as locally owned and operated. “Every day Barry and I are talking to other local busi-
nesses about how to maintain our local job force. It is important we keep them working in our community, in turn we hope they will be a more active and productive citizens,” said Turner.
The Lawrence office, located at 1000 Iowa accepts online applications at www.expresspros.com. Businesses seeking employees are welcome to call the office or email Kate Turner at kate.turner@expresspros.com.
The firm works to provide clients with efficient and transparent financial solutions, with a focus on comprehensive wealth management strategies.
Brown, a financial consultant, founded the firm after working as a senior advice consultant for American Century Investments, financial adviser for Smith Barney and financial adviser for Merrill Lynch, having worked with high net worth clients and large institutions in designing investment portfolios.
Brown is a graduate of Kansas University, where he played football (#47) and was team captain in 1998. He received a master’s in business administration from the University of Phoenix.
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TANGO LIMA FLYING, LLC
920 SUNSET DRIVE LAWRENCE, KS 66044
TANKED & SMASHED, LLC
2601 HARPER ST LAWRENCE, KS 66046
THE SOCIETY OF CHRISTIAN SCHOLARS
2410 W 25 ST. LAWRENCE, KS 66047
THE STRIVE, LLC
409. N. OLIVIA AVE LAWRENCE, KS 66049
TINY SHINY OBJECTS 2313 BRETT DRIVE LAWRENCE, KS 66049
TLS INVESTMENTS, LLC
4301 NICKLAUS DRIVE LAWRENCE, KS 66047
UDL IMPLEMENTATION AND RESEARCH NETWORK, INC. 4407 GRETCHAN COURT LAWRENCE, KS 66047
VSAP CONSULTING INC
3514 CLINTON PARKWAY LAWRENCE, KS 66044
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“Lawrence Memorial Hospital gave me options, including the right cancer research trial. They gave me hope and saved my life.”
Tammie Breast Cancer Survivor Lawrence, KS
Tammie was devastated when she learned she had breast cancer. Then she chose to participate in a cancer research trial at The Oncology Center at Lawrence Memorial Hospital. Empowered with knowledge and backed by a dedicated team of providers – a team she considers family – Tammie is now cancer-free. To hear Tammie’s story, visit lmh.org/qualitymatters.
Excellence in cancer care is measured in many ways, including patient satisfaction. At The Oncology Center at Lawrence Memorial Hospital, 100 percent of our cancer patients say they would recommend us to others fighting cancer.* We treat everyone like family, and it shows.
Our board-certified oncologists offer individualized therapies that include more than 150 cancer research trials, all approved by the National Cancer Institute. For many patients, trials offer advanced treatment options that may be more effective or easier to manage.
Visit www.lmh.org/qualitymatters to learn more about our clinical outcomes and why quality matters.
* HealthStream Research Q1-Q2 2011.