TK Business Magazine - September/October 2020

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EMBRACING A CHANGE OF VENUE

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THE PROFESSOR

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EVENTS REIMAGINED

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NIGHT OUT

SEPTEMBER/OCTOBER 2020

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CONTENTS

68 TOPEKA NIGHT OUT

Photo by EMMA HIGHFILL

TK BUSINESS MAGAZINE | SEPTEMBER/OCTOBER 2020

70 NOTO Escapes

74 Axe & Ale

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Photos by EMMA HIGHFILL

Looking for a fun night out? No need to look anywhere other than Topeka.

78 Roxy’s Donut Dive

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MARK REZAC Agent | Partner 785.228.5308 www.kscommercial.com september/october 2020

mark@kscommercial.com TK Business Magazine

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CONTENTS

TK BUSINESS MAGAZINE | SEPTEMBER/OCTOBER 2020

ON THE COVER PAGE 12

EMBRACING A CHANGE OF VENUE

PAGE 52

THE PROFESSOR

PAGE 56

EVENTS REIMAGINED

PAGE 68

NIGHT OUT

SEPTEMBER/OCTOBER 2020

EMBRACING A CHANGE OF VENUE

helping others support 36 topeka

In spite of the uncertainty of 2020, several Topeka businesses have embraced change by investing in new locations.

DIVERSITY THROUGH INCLUSION Washburn University professor shares his tips on how to benefit from a diverse work environment.

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Photo by EMMA HIGHFILL

52

PG.

56

82

PET FOOD AND SNACKS

The J.M. Smucker Company invests in space, jobs and innovation.

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SCOTT HUNSICKER Kansas Financial Resources GLENDA WASHINGTON Greater Topeka Partnership

THE TOPEKA HOST PROGRAM

When many Topeka businesses were fighting to survive during the COVID-19 stay-at-home order, local leaders came together and threw them a lifeline.

TK BUSINESS EXPERTS

EVENTS REIMAGINED

@tk_business_

PHOTOS SUBMITTED

Event venues and planners use a creative approach to help people socialize, at a distance.

Photo by EMMA HIGHFILL

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@TK Business

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ADVICE FOR WORKING FROM HOME

@TKBusinessMag

Experts, executives and employees weigh in on the shift to remote work environments.

@TK...Topeka's Business Magazine

TK Business Magazine

september/october 2020

TK Business Magazine

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FROM THE PUBLISHER

The one quote that I have always tried to live by is simple…

PHOTO SUBMITTED

“A day without laughter is a day lost.”

—Anonymous

Tara Dimick Tara@TKMagazine.com

This year has definitely made that simple idea difficult at times, so I thought I would share some memes that have brought me laughter.

PUBLISHER Tara Dimick EDITOR-IN-CHIEF Lisa Loewen CREATIVE DIRECTOR & DESIGNER Janet Faust MANAGING PARTNER & SALES DIRECTOR Braden Dimick braden@tkmagazine.com 785.438.7773 MARKETING ASSISTANT Hope Dimick LEAD PHOTOGRAPHER Emma Highfill COVER PHOTOGRAPHER Emma Highfill CONTRIBUTING WRITERS Samantha Egan Miranda Ericsson Kim Gronniger Lisa Loewen Adam Vlach Kathy Webber CONTRIBUTING EXPERTS Paul Bossert Stephanie Cunningham John Dietrick Kristina Dietrick Janet Dulohey Liviu Florea, Ph.D.

PUBLISHING COMPANY E2 Communications 7512 SW Falcon St. Topeka, KS 66610 785.438.7773

FOUNDER ǀ Kevin Doel

tkmagazine.com 2020 TK Business Magazine is published by E2 Communications, Inc. Reproduction or use of this publication in any manner without written permission of the publisher is prohibited.

We are all in this together...laughs just make it easier.

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Every effort was made to ensure accuracy of the information in this publication as of press time. The publisher assumes no responsibility of any part for the content of any advertisement in this publication, including any errors and omissions therein. E2 Communications, Inc. makes no endorsement, representation or warranty regarding any goods or services advertised or listed in this publication.

Listings and advertisements are provided by the subject company. E2 Communications, Inc. shall not be responsible or liable for any inaccuracy, omission or infringement of any third party's right therein, or for personal injury or any other damage or injury whatsoever. By placing an order for an advertisement, the advertiser agrees to indemnify the publisher against any claims relating to the advertisement.

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TKmagazine.com CHECK OUT

Get expert business advice and up-to-date information on business in Topeka at TKmagazine.com. Send your news releases to news@tkmagazine.com.

BUSINESS NEWS NEW TO STORMONT VAIL HEALTH

JAYHAWK AREA COUNCIL ANNOUNCES 2020 TOPEKA’S TOP 20 UNDER 40 HONOREES The following list of 2020 honorees have been chosen from a pool of prominent nominees for their notable accomplishments in professional and personal service to build a stronger Topeka:

Jarrod Cullan, M.D. Ekta Aneja, M.D. Internal Medicine Provider Hospitalist

Andrew Kwan, M.D. Family Medicine Provider

Nilay Patel, M.D. Cardiology

Wade Stinson, M.D. Critical Care and Trauma Surgeon

Sandeep Vangala, M.D. Infectious Disease and Critical Care Physician Family Medicine Provider

Brandon Weckbaugh, M.D. Hematology and Oncology Physician

Rachel Ault Stormont Vail Health Daniel Ball Department of Veteran Affairs / Kansas Army National Guard Abbey Brown The Brownstone / Milestone Market John Calvert Kansas Department of Education Haley DaVee Heartland Credit Union Association Andy Fry Topeka Metro Andrea Guerrero-Chavez Family Service & Guidance Center of Topeka, Inc. Chelsea Hopkins Advisors Excel Molley Howey GO Topeka Kyle Johnson USD 345 Seaman / Seaman Middle School Sarah Morse FHLBank Topeka Dr. Hannah Naeger Shunga Family Dental Care Jessica Neumann Barraclough United Way of Greater Topeka Kristen O’Shea O’Shea Strengths Coaching Emily Ramsdell The University of Kansas Health System St. Francis Campus Michael Schmidt BNSF Railway Amanda Stanley The League of Kansas Municipalities Jonathan Sublet Fellowship Bible Church Michael Williams USD 501 / Communities in Schools Chad Yeager Stormont Vail Health Each honoree will be showcased in the November/December issue of TK Business Magazine.

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YWCA WOMEN OF EXCELLENCE For the past 31 years, YWCA Northeast Kansas has been recognizing how essential women are to their workplaces and to their communities, equally in times of crisis as in times of peace. The following are the 2020 YWCA Women of Excellence Honorees: Abby Lear, Blue Cross and Blue Shield of Kansas Andrea Bailey, Greater Topeka Partnership Angela S. Dailey, Capitol Federal® Brie Engelken Parks, Advisors Excel / AE Wealth Management Justice Carol Beier, Kansas Supreme Court Cassie Weatherwax-Brack, Hill’s Pet Nutrition Cherie Huffman, Security Benefit Christina Schmitt, Envista Credit Union Erin Aldridge, Junior League of Topeka (The Library Foundation) Inga Klahr, Kansas Gas Service Jaclyn Mullins, MCP Group Jacquelyn Russell, City of Topeka Jamie Dempewolf, CASA of Shawnee County Jana Tenbrink, Stormont Vail Health Jennifer Cocking, Capitol Federal® Jenny Crowell, USD 345 Seaman Jesyca Hope, Community Action Joan Proctor, Office of the Kansas Attorney General Juli Watson, USD 501 Topeka Public Schools Julie Phillips, Communities in Schools of Mid-America, Inc. Katie Beach, Azura Credit Union Kelly Pert, FHLBank Topeka Lacy Barnhart, CoreFirst Bank & Trust Mary McDonald, Lawrence Gardner High School Meg Wilson, Lawrence Gardner High School Melissa Goodman, Mirror Inc. Federal Residential Reentry Center Morgan Hall, Shawnee County District Attorney’s Office Nikki Ramirez-Jennings, SENT Topeka Staci Dawn Ogle, NOTO Arts Center Tammy Miles, YWCA Teresa Baker, Housing and Credit Counseling, Inc. Tish Taylor, The Family Peace Initiative Whitney Casement, Law Firm of Goodell, Stratton, Edmonds & Palmer, LLP Learn more about the 33 YWCA Women of Excellence Honorees at TKmagazine.com.

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EMBRACING A CHANGE OF VENUE

By ADAM VLACH Photos by EMMA HIGHFILL

This year has brought about more change than anyone could ever care for. Often, with change comes hardship and uncertainty. Few embrace change and even fewer seek it—but that is exactly what four Topeka companies endeavored to do this past year as they leaned into the giant, proverbial question mark that we call “2020” by initiating their own self-imposed changes.

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Photo by EMMA HIGHFILL

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Photo by EMMA HIGHFILL

Schendel Lawn and Landscape partners, Aaron Jones, Brent Boles and Brandon Moore, thoughtfully planned for not just its growth in the landscape business but also to provide room for a newly founded sister business, Green Pest Solutions.

SCHENDEL LAWN AND LANDSCAPE and GREEN PEST SOLUTIONS For Brent Boles and his partners, Brandon Moore and Aaron Jones, running out of office space was a good problem to have. After seeing a growth rate of 50 percent in their old office, the three leaders of Schendel Lawn and Landscape knew a more spacious work location was needed.

“The growth was due to a combination of things,” Boles explained, “the people we have working for us and the experience they create for the customers. We look at ourselves as more of a customer experience company than a lawn and landscape company.”

A customer-centric philosophy does indeed seem to pay dividends, as evidenced

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Fortunately, some preliminary discussions and discovery had already unfolded, which meant finding a new location was not a net-new venture. Over the previous few years, Boles, Moore and Jones had developed a relationship with Blackburn Nursery, and in particular its owner, Brett Blackburn. The prospect of purchasing the Blackburn Nursery location had been floated a few times in the past, so when the building and its sprawling yard space came up for sale, the Schendel Lawn and Landscape leadership team jumped at the opportunity.

“For us, the important thing was to have the yard space, but also have space to grow,” Boles continued. “We doubled our total acreage and we doubled our total office space.”

The doubling in space not only allowed Boles to reclaim a desk of his own in the office, but it provided much-needed room for the company’s newly founded sister business, Green Pest Solutions, which launched on January 1 of this year.

“Green Pest Solutions is a safer alternative to pest control,” Boles said. “One-hundred percent guaranteed services, but we use reduced-risk insecticide and/or organic products to create a safer solution while still providing a 100 percent guaranteed solution on everything we do, for both residential and commercial customers.”

Boles said that Schendel Lawn and Landscape and Green Pest Solutions complement each other well, particularly in a year when the market can be anything but predictable.

The two businesses, he said, have been able to create overall equilibrium throughout the ebb and flow of each individual division.

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Purchasing the Blackburn Nursery property afforded Schendel Lawn and Landscape an opportunity to double its office space and yard size.

Photo by EMMA HIGHFILL

Photo by EMMA HIGHFILL

by the explosive growth the company achieved. Of course, with growth comes a few growing pains.

“It had gotten to the point where I was sharing an office with an individual, and then eventually I moved out of our offices and had to move to another space downtown. My partners—Brandon and Aaron—and I knew it was coming for several years, but it got to the point where we needed more yard space for our crews, and more office space, as well,” Boles said.

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TOPEKA DENTISTRY

Photo by EMMA HIGHFILL

Photo by EMMA HIGHFILL

Success and growth made it clear that relocating Topeka Dentistry was a critical business necessity.

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Enough was enough. Despite the sentimentality of a first office, and irrespective of all the manual upkeep labor poured into the space over the years, Dr. Ben Rutherford knew it was time for a change.

The office that Rutherford would be leaving was the same office in which he’d begun his practice, a building he purchased immediately after graduating dental school. It was also in this office that he hired Dr. Carrie Peterson as an associate dentist in 2009, who would eventually accept an offer to become a partner and coowner of the practice in 2017.

Needless to say, this 1980s-era building will not soon be forgotten. That said, the success and growth of Topeka Dentistry made it clear that a relocation was a critical business necessity.

“I bought East Topeka Dental Associates in 2008,” Rutherford said, referencing the former name of his practice. “The old location was very nice—over the years we spent a lot of time painting, tearing out wallpaper, and putting in sweat equity to make it as good as we could get, but we made a decision that we needed more space: room to grow, room for technology—and we were just ready to move.”

One of the goals was to find a more modern facility from which to practice. To help achieve this goal, Rutherford and Peterson enlisted the help of a few trusted partners.

“Our dental supply company was very helpful in the planning process,” Peterson said, detailing a trip the supplier helped organize that allowed Rutherford and herself to visit other dental offices and find design inspiration. “We then interviewed several architect firms and ultimately hired Architect One.” As far as the move itself, Peterson said “it’s been pretty smooth overall.” To be sure, though, no move is ever completely hiccup-free.

“Well, the Google map has been slightly off,” Peterson quipped. “That’s in the process of being fixed, but it hasn’t been helpful to patients who aren’t as familiar with the area.”

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Photo by EMMA HIGHFILL

Dr. Carrie Peterson and Dr. Ben Rutherford, co-owners and partners of Topeka Dentistry, are thrilled with the upsides of having a new, modern, spacious facility for patients and employees.

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As it relates to the new Topeka Dentistry office itself, Rutherford and Peterson are both thrilled, each quick to list the myriad of upsides that came with the brand new locale.

“We’ve added four additional operatories, which are bigger than our old ones were to start with.

There’s better flow in the office, too,” Rutherford said. “With COVID, we had to spread out and decrease the amount of space we used in our old office because we were too close together. When we moved in here, everything was by nature spread out, which gave us much more space, and our patients can feel more comfortable.”

“And we’ve got big windows,” Peterson added, “so when patients

TK Business Magazine

look out, it’s all tree lines instead of having to look at a parking lot.”

Additionally, Peterson pointed out, the team now has room to add a third doctor—something the old space had prohibited. With more office and operating space, however, the team of two can think more seriously about adding that third.

“When we designed the building with the architect, we took into consideration that we’d want to add another doctor or two, so from adding more staff, to more parking spaces, bigger breakrooms, more operatories, and so on, growth was always factored in so that we didn’t ‘under-build’,” Peterson said.

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Photo by EMMA HIGHFILL

The leadership at Jeremiah Bullfrogs knew the move was a long time coming.

“We’ve known for five years that we were going to have to relocate,” said Rob Fately, owner of Jeremiah Bullfrogs. “Where we were at was purchased by a developer who was looking to put in a new shopping center. Plus we had outgrown the place somewhat and either needed to do a major remodel or look for a different spot.”

Fately said that Jeremiah Bullfrogs could have retained a spot in that location and reopened once the new shopping center was built, avoiding a move altogether, but electing to stay would have meant too much downtime for the business.

“Most likely we would’ve been closed for a year or more,” Fately said. “At that point you’re just restarting brand new, and we didn’t want to go through a total start-up after having been there for 27 years.”

The search for a new home started about two and a half years ago, Fately said, and it ended this past July with Bullfrogs reopening just across the street from their old building, in the Villa West Shopping Center.

“We’d outgrown our old building, so everything worked out in our favor,” Fately said. “We took the opportunity to expand our kitchen, which we needed and technology has changed a ton since we started, so we made an update there. We needed to overhaul the bathrooms and make them bigger, so basically we took a lot of the things we wished we had and focused there.”

The new space does indeed feature larger bathrooms, but the improvements don’t end there. The outdoor patio is more spacious, new technology and an optimized kitchen layout allow for food to be served more quickly, and there are now 80 televisions—an array of screens allowing up to 20 different sporting events to be broadcast simultaneously.

“And we’ve got garage doors that can be opened on nicer evenings, so you can still get that view of the TVs inside,” added Faith Pearson, general manager of Jeremiah Bullfrogs.

Photo by EMMA HIGHFILL

JEREMIAH BULLFROGS

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NEW HEALTH KANSAS Dr. Ekwensi Griffith, founder and medical director for New Health Kansas, knew he could economically add more physical space for his practice by purchasing his own building.

If the new space appears to have been carefully set up and perfected down to the last detail, that might be because it was. But in an interesting turn of events, this ‘extra polish’ wasn’t possible in spite of the COVID-19 disruption but rather—in part—because of it.

“We made the best out of the COVID situation. We took the opportunity to do things right and take our time,” Fately said, referencing the nationwide shutdown that went into effect roughly a month before the original move date.

Rather than try to reopen as soon as possible, Fately and Pearson simply appended the shutdown with their own temporary business closure while they moved and set up in the new space, allowing for a more seamless transition into the new building.

“It didn’t make much sense to reopen for a month and then try to move,” Fately said, “so we actually benefited quite a bit from that downtime.”

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There were some challenges in regards to procuring equipment and furniture, due mostly to COVID-19-related delays in the supply chains, but all-in-all, Fately and Pearson feel that the final outcome was an optimal one.

“It was a weird deal, but things really do work out for a reason,” Fately said.

July 17 saw the long-awaited grand opening of the new location, and with business back on the rise, the bar and grille is continuing to fill open positions for kitchen positions, servers and bartenders as it looks to a bright year ahead in 2021.

“The future is going to be really good,” Fately said.

“Topeka is doing amazing things.

Downtown, NOTO, Fairlawn, 29th and Wanamaker—there’s a lot of great things happening in Topeka. We’re a secret, but we’re a capital city. Why shouldn’t the capital have the best sports bar in the state, if not the Midwest? And that’s really our goal.”

TK Business Magazine

Photo by EMMA HIGHFILL

Photo by EMMA HIGHFILL

Even though the COVID-19 situation delayed the new location opening, Faith Pearson, general manager of Jeremiah Bullfrogs, is pleased that the extra time allowed for a more seamless grand opening.

If asked to describe in one word the past year that Dr. Ekwensi Griffith and his medical practice, New Health Kansas, have experienced, one might land on ‘serendipitous.’

New Health Kansas, which opened a new clinic at 29th and MacVicar in October 2019, could have had quite a tumultuous year had a few critical events gone another way. But thanks to a supportive colleague, a long runway for moving, and great vision, the hormone, weight loss and wellness practice succeeded in opening its new self-owned clinic just months before the COVID-19

The new and spacious New Health Kansas opened just in time to also allow for the heightened hygiene and safety measures required in 2020. pandemic upended companies’ plans around the globe.

The move, spurred both by business expansion and by a desire to increase equity, came just in time as Dr. Griffith was seeing the growth of his business begin to eclipse the physical size of the practice.

“In our particular case, our move was a combination of wanting to own our building and moving due to business growth,” Griffith said, explaining the years leading up to the recent move.

“We were in our old building for more than five years, and pretty soon after that we realized we needed more space, so we had moved upstairs as well, so that we were on both floors.”

With that increase in square footage, however, came a bump in rent that didn’t make a whole lot of business sense when the practice could own an office for less.

“So last year, we moved for both economic and space issues. I was very lucky that one of my colleagues had a building that was an ‘open shell’, that we could remodel. We were able to go in there and design our Utopia,” Griffith said.

And what does that Utopia look like? As Griffith puts it, a “warm, friendly but professional and sophisticated look.”

“We always worked with what we had in other places, worked around the architecture of where we rented, but with this we could design exactly what we wanted,” he said. “It’s got the glitz of the big city or Hollywood, but still feels warm and like you’re in Kansas.”

The additional space of the new office, Dr. Griffith explained, has provided incredible benefits not only to himself and his staff, but to his patients as well.

“Now when a patient comes in, we can get them assigned to a room immediately, rather than go through the regular process,” Griffith said—an improvement that provides additional privacy, as well a supplemental safety measure in the wake of COVID-19. “Not everyone wants to sit in a crowded waiting room and shout out what they’re visiting for when the staff asks them.”

In any given year, an increase in office space would be a major plus, but with the escalated focus on public hygiene and safety measures that 2020 has seen, Griffith’s move into a new, more spacious and patient-friendly clinic just two months prior to 2020 was a stroke of serendipity if ever there was one.

From the perspective of Dr. Griffith himself, though, the decision to lay more permanent roots in the community was simply part of a bigger story. TK

Photos by EMMA HIGHFILL

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EXPERTS’ ADVICE FOR

WORKING FROM HOME .26 remote employee program

PG

.28 rules of engagement

PG

.30 company perspective

PG

.32 employee perspective

PG

.34 remote leadership

PG

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Photo by EMMA HIGHFILL

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TK Business Magazine

Here to Help You Rebuild Your LifeÂŽ

Does It Make Sense to Appeal?

Some divorce and family law matters do not settle. Instead, the case is tried in the family court. Putting the case in the hands of a family court judge can be a risky proposition.

Most parties would prefer to settle outside of court, but it is not always possible. All it can take is one issue of disagreement for many parties to decide that they have no choice but to go to trial.

After trial, the family court judge will issue a judgment.

How this works can vary by jurisdiction and locality, but it can often take weeks or longer for a judge to render their judgment.

It can take weeks because family court judges generally have to issue a written judgment that has findings of fact and conclusions of law.

Some parties are happy with the results of the trial. Other parties are unhappy. In some cases, it can be a mixed bag. A party might like certain parts of the judgment and not like others.

For parties who are unhappy with the results, the question for them is whether they should appeal the judgment. Appealing the ruling can prolong the litigation. It can result in more attorneys’ fees. But the question beyond that is whether an appeal will work.

Laws vary by jurisdiction. Every case can also involve different intricacies. However, in a general sense, to succeed

on an appeal, a party must generally show that the family court judge erred as a matter of law or that they abused their discretion.

These terms can be somewhat complicated for many to understand. But to show the judge erred as a matter of law, this generally requires a showing that the judge did not abide by the statutes, rules or existing case law. Sometimes, this does happen, but it is not always easy to show.

To show the judge abused their discretion is a bit more complicated. Within the confines of statutes, rule and existing case law, there is some grey area that family court judges can navigate based on the law. Take the standard in child custody cases that these matters are to be resolved based on the best interests of the child.

To determine what is in the best interests of the child, a family court judge has to weigh the evidence. The family court judge also can believe and disbelieve witnesses. Showing a judge abused their discretion is not easy, but sometimes a party can prove it.

To simplify how an appeal works, think instant replay in football. With instant replay, the question is whether or not the referee got the call right based on the play itself and the rules the referee has to apply. An appeal works largely the same way.

Parties do not get to redo the trial on appeal. Instead, the appellate court is to review the transcript and legal file. In doing that, the issue is whether the trial court erred based on the evidence presented at trial.

For some parties, they might have a reasonable chance of succeeding on appeal. For others, it might be difficult. Nonetheless, for parties who are considering an appeal, there are

deadlines that have to be followed or else a party can waive the right to appeal. Thus, it is always critical to speak to a lawyer immediately.

Stange Law Firm, PC limits their practice to family law matters including divorce, child custody, child support, paternity, guardianship, adoption, mediation, collaborative law and other domestic relation matters.

Stange Law Firm, PC gives clients 24/7 access to their case through a secured online case tracker found on the website.

They also give their clients their cell phone numbers. Call for a consultation today at 855-805-0595.

To schedule a consultation:

855-805-0595

WWW.STANGELAWFIRM.COM The choice of a lawyer is an important decision that should not be based solely upon advertisements. Kirk Stange is responsible for the content. Principle place of business 120 South Central Ave, Suite 450, Clayton, MO 63105. Neither the Supreme Court of Missouri/Illinois/Kansas nor The Missouri/Illinois/Kansas Bar reviews or approves certifying organizations or specialist designations. Court rules do not permit us to advertise that we specialize in a particular field or area of law. The areas of law mentioned in this article are our areas of interest and generally are the types of cases which we are involved. It is not intended to suggest specialization in any areas of law which are mentioned The information you obtain in this advertisement is not, nor is it intended to be, legal advice. You should consult an attorney for advice regarding your individual situation. We invite you to contact us and welcome your calls, letters and electronic mail. Contacting us does not create an attorney-client relationship. Past results afford no guarantee of future results and every case is different and must be judged on its merits.

Shawnee County Office 800 SW Jackson Street, Suite 812

Topeka, Kansas 66612

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WORKING FROM HOME

PHOTO SUBMITTED

Creating a Successful Remote Employee Program

Kristina Dietrick, PHR, SHRM-CP President & Owner HR Partners As an employer, how do you manage remote, teleworking employees successfully?

Plan, Plan, Plan… and Communicate, Communicate, Communicate!

To start the process of teleworking, you should discuss with your respective staff what the expectations will be. Generally, the employer needs to establish a policy, and to be more specific, a written agreement with the employee regarding his/her specific position.

Once you have a plan in place, it is time to execute the ongoing communication plan with your teleworking employees. If you have a staff meeting once a week, keep it on the schedule through a Zoom or a conference call. Conducting phone calls, texts, emails and Zooms on a regular basis will continue to maintain the connection, and both employer and employees will be apprised of the project management needs of the organization.

Who knows? You may become like a lot of organizations and explore teleworking beyond the COVID-19 pandemic crisis.

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Key Factors and Considerations to Include in a Written Agreement What is the objective of the teleworking policy? Is this for COVID-19 control? Will this be short-term or long-term?

How do you determine eligibility for teleworking? Some factors to consider: • Employee suitability—this involves the position and the employee’s work ethic.

• Job responsibilities—can this position be done remotely?

• Equipment needs, workspace design considerations and scheduling issues.

• Tax and legal implications—federal, state and local government laws.

General Work Arrangements and Considerations: • Work schedule—maintaining accessibility within the timeframe.

• Work site location—home, public place or another option.

• Regular check-in’s (via emails, Zoom calls, phone calls, etc.) to discuss project management.

• Availability for video/teleconferencing (as needed).

• Availability to be at the office location, physically, when requested or required.

• Rest and meal breaks provided in the same manner as office policies.

• Sick, vacation and/or PTO leave requests handled in the same manner as office policies.

Equipment—personal or office equipment?

• Computer.

• Phone.

• Office supplies.

• Internet; connecting to the network server.

Information Security • Protection of proprietary information.

Safety • Maintain the home or remote workplace in a safe manner, free from safety hazards (OSHA guidelines).

Time Worked • Accurately record all hours worked if the employee is nonexempt (FLSA guidelines).

Ad Hoc Arrangements • Inclement weather.

• Special projects.

• Business travel.

• Accommodations (ADA guidelines).

TK Business Magazine

}

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WORKING FROM HOME

rules for a work from home workforce

The Department of Labor’s Occupational Safety and Health Administration (OSHA)

OSHA does not have any regulations regarding home offices. OSHA has issued guidance stating that the agency will not conduct inspections of employees’ home offices, will not hold employers liable for employees’ home offices, and does not expect employers to inspect the home offices of their employees.

PHOTO SUBMITTED

The Fair Labor Standards Act (FLSA)

John Dietrick CEO & General Counsel Law Offices of John R. Dietrick, P.A. COVID-19 is presenting new and unique challenges for employers. These challenges are resulting in work from home solutions. As employers extend work from home options to employees, employers should be aware of federal requirements.

The FLSA does not prevent employers from implementing telework or other flexible work arrangements allowing employees to work from home. However, employers must still maintain an accurate record of hours worked for all employees, including those participating in telework or other flexible work arrangements.

If telework is being provided as a reasonable accommodation for a qualified individual with a disability, or if required by a union or employment contract, then the employer must pay the employee the same hourly rate or salary as he or she would receive when working in office.

Generally, even in telework arrangements, exempt employees must be paid their full salary for any week in which work is performed, subject to a few limitations.

Non-exempt employees typically must be paid for the hours they actually work, whether at home or at the employer’s office/job site.

Employers must pay non-exempt employees no less than the minimum wage for all hours worked and pay overtime pay at least one and onehalf times an employee’s regular rate of pay for all hours worked over 40 hours in a workweek.

Employers may not require employees to pay or reimburse the employer for business expenses such as equipment to work at home if doing so would reduce the employee’s earnings below the required minimum wage or overtime compensation. Additionally, employers may not require employees to pay or reimburse the employer for business expenses or equipment if telework is being provided to a qualified individual with a disability as a reasonable accommodation under the Americans with Disabilities Act.

The Americans with Disabilities Act (ADA)

Under the ADA, telework could be a reasonable accommodation the employer would need to provide to a qualified individual with a disability, barring any undue hardship. However, an employer may instead offer alternative accommodations as long as they would be effective.

An employer may encourage or require employees to telework as an infection-control strategy, based on timely information from public health authorities about pandemic conditions. However, employers must not single out employees either to telework or to continue reporting to the workplace based on perceived health or any other basis prohibited by any of the EEO laws (age, sex, race, disability, national origin, etc.).

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Thank you

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for trusting Kendall Construction to complete your new location.

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WORKING FROM HOME

A Company’s Perspective

PHOTO SUBMITTED

implementing a virtual workforce

Janet Dulohery Vice President of Human Resources SE2 It’s no secret that the recent pandemic has tested the resiliency of nearly everyone around the world.

Through this pandemic, we have prioritized the health and well-being of our teams and taken a measured approach listening to the pulse of our employees and clients, leading with empathy, and communicating with clarity. We made the decision early on to proactively shift the majority of our workforce to a virtual work model, taking the safety of our employees as a top priority. Our approach was to take an abundance of caution and stay flexible.

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Swift and Early Actions Ensured Safety First

Within a week and a half, we were able to successfully enable 95 percent of our staff around the globe to work in a completely remote model. For the few essential workers that had to continue working from our offices, social distancing guidelines were put into place immediately throughout our office buildings. We implemented a face covering policy when an employee was not at their work station. To support our employees’ well-being during this time of uncertainty, our Personal Annual Leave (PAL) policy was adjusted during the global pandemic to add 10 extra days of PAL if someone had a positive diagnosis of COVID-19 to ensure an employee had sufficient time to recover.

We created new channels of communication to keep our employees as well as our clients informed of ongoing changes. With our associates, the emphasis remained centered on providing updates related to the overall situation at each of our office locations. We also created a bi-weekly newsletter one for employees and one for managers to focus on topics that are particularly relevant to working remotely.

We closely monitored reports from country-wide health organizations such as the Centers for Disease Control and Prevention in the USA or the WHO globally and informed our employees and clients of our ongoing precaution and prevention efforts during the pandemic.

Our mission during this time was to maintain a virtual connection between our employees and clients throughout the current social distancing phase, support our employees as they tackle the challenges of working from home, and lead others to better navigate this time. Recently, we asked employees to take a brief pulse survey to better understand the needs of our employees related to the current situation. Of the respondents, nearly 80 percent stated that they feel supported, engaged, and motivated at work and 85 percent said that SE2’s response to COVID-19 indicates that senior leadership cares for their health and well-being. Our work, resilience and maturity over the past few months has demonstrated that large parts of SE2 can effectively operate remotely from a workforce and technology standpoint.

We’re proud of how everyone came together across the organization to support this effort.

Return to Office Plans

Now as another month of working from home comes and goes, we are witnessing countries, states and cities around the world begin gradually reopening businesses but are also seeing rising case numbers in some areas. Our office reopening plans will seek to strike a balance to ensure safety and keep ourselves moving forward as an organization. For the past several months, our teams have worked diligently to establish and put in place country and office specific safety protocols, precautionary measures and policy guidelines to enable our safe return to office. Leveraging this, we piloted a return to office for volunteers at our Topeka office and based on our experience from this and our learnings from other companies, we feel we are prepared to offer the support needed and a safe work environment for our employees.

As the new school year will be starting soon, our working parents are confronted with the challenge of returning their children to school. SE2 recognizes this stress it creates and has formed a Parents Advisory Group to help identify a variety of ways in which SE2 can support its working parents as they grapple with either a totally virtual or hybrid learning environment.

TK Business Magazine

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WORKING FROM HOME

An employee’s Perspective

Photo by EMMA HIGHFILL

switching to a remote work environment

Stephanie Cunningham Solutions Advisor SE2 When SE2 announced in March that all non-essential employees would be working entirely from home for the unforeseeable future, they didn’t miss a beat.

Stephanie Cunningham, a solutions advisor who has been with SE2 for 26 years, says the switch to a remote work environment for her team went smoothly because they already had some experience with it.

“My team includes people from other locations, even as far away as Ireland,” Cunningham said. “So, we were already used to holding meetings with half of us in the room and the other half connecting through Microsoft Teams from their outside locations.”

Cunningham said her team was also used to logging in from home to work on projects in the evenings or weekends when necessary, so the learning curve when switching to a remote workplace wasn’t very steep.

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Management Communication

What did change, however, was the type of communication they received from management.

“We received weekly email blasts that offered tips and suggestions for effectively working from home,” Cunningham said. “This included everything from tips on creating a more productive workspace, to self-care suggestions such as remembering to take breaks from the screen and getting some fresh air.”

Productivity Assessment

Productivity hasn’t been an issue for Cunningham.

In fact, she says it is more productive working from home because she no longer has all of the daily interruptions.

She says it did take a little while for her to learn to balance work and private time because there was no delineation of space. Early on, she found herself working in the evenings because she knew the work was waiting on her in the next room.

“I had to learn to shut the door and treat it like I was leaving the office,” Cunningham said. “Otherwise, I would just keep working, telling myself I would just finish one little thing and then stop. Except that one little thing often turned into lots of little things.”

Being able to work from home also allowed Cunningham to help her daughter navigate her schoolwork, which had also been moved completely online.

What Comes Next?

Almost six months into the work from home landscape, SE2 is trying to help employees navigate an uncertain future. Most recently, Cunningham says, they have been polling employees to understand the obstacles they face trying to juggle work with kids, school schedules, etc.

“The company is working really hard to try to help people, especially those with elementary aged kids needing to do school from home, figure out how to make this work,” Cunningham said.

Cunningham says that while working from home has been relatively successful, it isn’t her first choice.

“I don’t hate it. But I don’t love it either,” she said.

She misses the collaboration, the social aspect of brainstorming in the same room, something that she knows will still be missing when she finally returns to the office.

“Even when we get to go back, it won’t be the same,” Cunningham said. “We will still have to keep our distance. No more crowding six or seven people into the same cubicle to look at a computer screen and brainstorm out a solution. That is what I miss.”

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WORKING FROM HOME

Remote Leadership Strategies

Structure

Helping employees to define a dedicated workspace and set a schedule, as well as encouraging them to setup guidelines and expectations for roommates, spouses or children is important in eliminating distractions. Getting into the working mindset may be hard for some employees who are used to their in-office routine. It is helpful to encourage them to continue their typical routine of getting ready for the day and heading to the home office—sticking to a strict timeline every day.

Communication

PHOTO SUBMITTED

Communication is vital to working remotely. Having an internal chat software or app is important for work related communication; however, encourage employees to pick up the phone more. The isolation of working from home can cause feelings of disconnect and loneliness.

Paul Bossert, CPC President Premier Employment Solutions and Key Staffing In light of our current economic situation, many companies have been flexible allowing employees to work from home which has helped them avoid loss of business and continue to provide a high level of customer service. Working from home, however, can also present some difficulties and the current COVID-19 pandemic has only increased those challenges. From an employer standpoint we must adapt to leading remotely. The employer should play an active role in setting up the structured environment just as they would in the office.

Team Building

Team building can be a struggle when everyone is in separate locations. Although we want employees to stay focused, we also want them to feel like a team. Encouraging personal socializing with coworkers just as they would in the office can help to maintain positive work relationships. Conducting creative team building activities during your online meetings can also be helpful. Online meetings with numerous people can easily be dominated by a handful of individuals, so it is important to pause the conversation and encourage those that haven’t spoken to take a turn. Don’t be afraid to ask for feedback afterwards.

Productivity

Monitoring productivity can be more or less of a challenge depending on each employee. As an employer it’s important to make reporting and check-ins mandatory. It will help with communication, leadership, and accountability. Take the time to learn how each individual operates in a positive, healthy, and productive way and adapt your leadership style to each employee. This may be an important time to think about doing personality profiling to better understand each person.

Training

Training remotely can present challenges; however, it is important to continue periodic training and ongoing brainstorming sessions.

Including employees in discussions regarding company policies and goals is a great way to keep them engaged and feel valued. Additionally, this is a great time to seek out new and unique online training opportunities to break up the daily routine, resulting in increased employee engagement and less negative effects caused by boredom and repetition.

Attitude

Lastly, stay positive and encouraging. Continue to highlight and give praise to everyone, even to those you don’t think need it. It will go a long way.

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TK Business Magazine

Architecture.

Planning.

Interiors.

Oriental Express Restaurant | Topeka, KS

BEFORE

YOUR BUILDING. YOUR BRAND. When reputable businesses reach major milestones in their organization, it affords them the opportunity to make necessary upgrades to better serve their clients.

Oriental Express Restaurant has been a local favorite, serving delicious Asian cuisine to Topekans for over 10 years. However, locals who know the area near 29th and Wanamaker can still look at the exterior and see remnants of the old Kwik Shop that once occupied the space.

Fortunately, the dine-in and drive-thru restaurant will soon have an updated exterior facade that will match the excellent service and food found inside!

Follow us on Facebook for more progress on this exciting project we were honored to be a part of! Facebook.com/ArchitectOne

LISTEN. DESIGN. INSPIRE. september/october 2020

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Photo by EMMA HIGHFILL

HELPING OTHERS SUPPORT TOPEKA

By KIM GRONNIGER Photos by EMMA HIGHFILL

By anyone’s account, COVID-19 health concerns, closures and cancellations have made 2020 a challenging year. For Topeka’s small businesses—employers and employees alike—the economic and emotional toll has been particularly difficult. Anticipating the anguish and swift loss of income small businesses would experience as they complied with state stay-at-home orders, two local businessmen, Scott Hunsicker and Lance Sparks, joined forces to create the HOST (Helping Others Support Topeka) gift card campaign. The innovative initiative administered by the Greater Topeka Partnership quickly cascaded into a complementary grant program, HOST 2.

TK looks at how HOST 1 and 2 programs evolved and introduces you to three recipients who were able to sustain their operations because of the community’s generosity.

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Glenda Washington | Greater Topeka Partnership Scott Hunsicker | Kansas Financial Resources

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Growing Our Experience to Better Serve You

Tracy A. Cole

Goodell Stratton Edmonds & Palmer is pleased to announce that Tracy A. Cole has joined the firm. Ms. Cole was previously a member in the Hutchinson office of Gilliland Green.

Over her 30-plus-year career as a lawyer, Ms. Cole has developed an active statewide litigation practice that focuses on defending medical providers in both the courtroom and before licensing authorities.

Her practice also includes Administrative Law, Civil Litigation, and Insurance and Personal Injury Defense.

Ms. Cole received a B.S. with double major in Accounting and Business Administration in 1980, and her J.D. in 1989, from the University of Kansas.

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785.266.4870 mcelroys.com september/october 2020

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HOST Business Sponsors ($20,000 or More): Creative One Marketing Lance M. Sparks Trust Market Synergy Group Kansas Financial Resources Inc. Silver Lake Bank McElroy’s Mark and Lisa Heitz Vision Bank Capital City Oil Kansas Secured Title Capitol Federal Magellan Financial Gary and Gabby Woodland Security Benefit Innovative Design Group Edward Jones of Shawnee County FHLBank Topeka Mark and Sandra Ruelle Marilyn K. Nellis Family Reser Family Foundation

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On April Fool’s Day, Scott Hunsicker, owner and president of Kansas Financial Resources, called several local businesses offering to buy $3,000 to $5,000 in $50 gift cards. Fortunately for incredulous business owners, the magnanimous gesture was no joke.

Following stay-at-home orders in response to widespread concerns about the physical dangers of COVID-19, Hunsicker and his friend Lance Sparks, president of Market Synergy Group Inc., sought a way to help struggling small businesses whose client base had been immediately and indefinitely cut off.

HOST 1 LIFTS OFF They decided to buy $50 gift cards to eateries and other service

TK Business Magazine

businesses and then give them to workers displaced by the pandemic for a twofold benefit through HOST (Helping Others Support Topeka).

“We thought this would be a great way to help businesses with their cash flow and create more customer traffic for the future because people who received the gift cards would be encouraged to not only redeem the gift card but to go back to the business again and again,” said Hunsicker.

“Advertising is expensive, and this program guaranteed businesses that we’d be putting people in their establishments once the stay-athome order lifted.”

The two friends were confident about their ability to recruit other individuals and

Photo by EMMA HIGHFILL

The Initiators Scott Hunsicker

businesses in the community to contribute toward the effort. Hunsicker took the lead in enlisting the expertise of the Greater Topeka Partnership to administer the program through its 501c3 status, coordinate the logistics of gift card distribution and secure a funding match.

“Initially, we thought we could raise $200,000, but we passed that number pretty quickly,” said Hunsicker.

“I told Matt Pivarnik, CEO of the Greater Topeka Partnership, that I thought we could raise $1 million.”

HOST 2 ACTIVATES Soon after, the Joint Economic Development Organization and GO Topeka provided $1 million in matching public funds to be disbursed through a grant program, HOST 2, to help alleviate the pandemic’s economic stressors on small businesses.

As of the end of July 2020, Hunsicker and Sparks had raised $710,000 in private funds. So far,

$663,000 has been used to purchase 14,000 $50 gift cards to locally owned businesses like Blind Tiger, Chuckburger, Rees Fruit Farm, Milk & Honey and Connie’s Corner Café in Dover.

“When I showed up to pick up gift cards or drop them off, people were completely overwhelmed by the community’s generosity during a really tough time,” he said. “It was eerie to enter formerly busy businesses now empty and see chairs and bar stools upside down on tables.”

Hunsicker said some small businesses, including Hazel Hill, donated gift cards to the effort themselves, foregoing the HOST program’s sizable cash contribution because they knew of other struggling entrepreneurs who needed the money more.

BUSINESSES RISE UP “We have unbelievable business owners in our community,” said

Hunsicker. “Whenever a business said there was someone else who could benefit, we put those establishments on our list. The goodwill this program generated continued to grow.”

Displaced workers received a bundle of five $50 gift cards obtained from 180 different businesses from every sector of the city, ranging from hair salons and automotive service providers to restaurants and coffee shops.

“Everybody’s been hurting through the pandemic, but while a lot of us could work from home, photographers, fitness trainers and florists had their doors locked,” said Hunsicker. “And even now that restrictions have been lifted, the occupancy rate of some businesses has been cut by 50 percent to accommodate social distancing requirements.”

In addition to helping businesses pay their bills, HOST funds were also used to provide dinners for 250 frontline health

september/october 2020

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WIN TOGETHER Self-employed since 1983, Hunsicker’s lifelong affinity for small businesses began at a young age. His grandfather started McElroy’s, a plumbing, heating and air conditioning company.

“I understand what it takes to run a small business here and the importance of helping those who help you,” he said. “Topeka may not be the country’s leading center for some things, but when it comes to values, we have a definite advantage.

I always say, ‘We lose by ourselves, but we win together.’

Support of the HOST program proves that.”

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Photo by EMMA HIGHFILL

care workers at the University of Kansas Health System St. Francis and Stormont Vail Health. Gift cards totaling $150,000 were distributed to Shawnee County staff working for police and fire departments, the sheriff ’s office and ambulance services too.

“These employees not only didn’t have an option to stay home, they’ve been in the thick of things during the pandemic,” Hunsicker said.

Although his first foray into fundraising resulted in regional media coverage and positive public relations for Shawnee County, Hunsicker said he’s “not looking for an encore.”

“I’m in the financial services business and I don’t like calling my customers to ask for money,” he said. “I’m just really grateful that we had so many people and companies come forward, including a family who donated $100,000. Shawnee County set a high bar and for years to come a lot of other parts of the country will be looking at our example.”

The Administrator Glenda Washington When the pandemic prompted the closure of small businesses because of public health concerns in March, Glenda Washington, senior vice president of women and minority business development and chief equity and opportunity officer of the Greater Topeka Partnership, worked from home at her kitchen table trying to find solutions.

“I was torn apart about what was going to happen to these places,” she said. “I researched what other cities were doing and looked for loan programs, but then I realized some of these businesses might not have money to pay back loans. I knew the fallout could be devastating.”

TK Business Magazine

RELIEF THROUGH GRANTS As a complement to the HOST gift card promotion, she and her GTP colleagues approached the Joint Economic Development Organization about a scalable grant relief program offering payments ranging from $1,500 to $5,000 depending on a business’s employee base and other factors.

Noting that business owners “were already in a tizzy” about rapid changes taking place globally and locally, Washington said the grant process was streamlined to provide necessary validation without becoming so onerous that it overwhelmed applicants.

By August 12th, the HOST 2 (Helping Others Support Topeka) grant relief program sponsored

by JEDO and the GTP allocated $449,000 to 145 small business beneficiaries employing 603 full-time and 610 part-time employees in the capital city.

An oversight committee comprised of bankers and other business professionals in the community meets as needed to review all grant requests, determine eligibility and set allocations within established guidelines.

A LIFELINE FOR BUSINESS “Without a strong foundation of small businesses, a community could just crumble,” said Washington.

“Our business owners have been so grateful for the lifeline these grants have provided to help them pay their rent and other bills and save their employees’ jobs.”

Not knowing how long the economic effects of closures will

linger or what funds might be needed in the event of a second wave of the pandemic, Washington says about $500,000 has been set aside for program distribution this fall.

Washington says she still encounters people who are unaware of the grant program so she and her colleagues call on businesses to let them know about the opportunity.

Even as businesses reopen, Washington says many will undergo significant, lasting changes not only in processes and procedures but in positions they do and do not fill.

“We’re looking at federal funds available through the CARES Act to help businesses retool and develop new skills for workers,” she said.

This fall the GTP will administer a survey to small businesses to determine how they fared during the crisis to help formulate recommendations for future programs encompassing a holistic approach to economic development and inclusion.

FUTURE OPTIMISM Washington remains optimistic about the future of small businesses in Topeka, noting that 12 new entrepreneurs participated in a GTP program this year to help them launch their enterprises.

She also praises the ingenuity and perseverance of small business owners who successfully pivoted to offer goods and services in new ways during the COVID-19 crisis, like The White Linen delivering sandwiches after its dining room closed or Leaping Llamas, which moved commerce online.

“We’ve received so many thank you cards, notes and letters the past few months from business owners sharing their situations,” said Washington. “It’s made us really sad to read about their struggles and really glad that we had the HOST gift card and HOST 2 relief grant programs to help them through.”

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Companies that maintain a DIVERSE MANAGEMENT TEAM increase revenues by

19%

*Boston Consulting Group: bcg.com/en-us/publications/2018/how-diverse-leadership-teams-boost-innovation

To learn how to make your business more diverse email Glenda.Washington@TopekaPartnership.com september/october 2020

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Photo by EMMA HIGHFILL

The Recipients Chuckburger

John Benedict, owner of the Chuckburger, shown here front and center with employees, reached out to many avenues for support during the shutdown, even dipping into his own savings to keep his staff together.

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Since reopening May 4, Chuckburger, a 65-year-old drivethru, walk-up restaurant in East Topeka, has seen “lots of new faces and experienced the best five days of sales” in the 20 years that John Benedict has owned the establishment.

ON THE REBOUND Benedict attributed the rebound to patrons still leery about dine-in options and the HOST (Helping Others Support Topeka) program, which purchased $3,000 in Chuckburger gift cards this spring.

Born and raised in Topeka and a 1991 Highland Park High School graduate, Benedict’s wide-ranging clientele at Topeka’s first drive-thru TK Business Magazine

includes former classmates and their kids.

“Now I’m getting lots of new customers using HOST gift cards and these people may become lifelong fans too,” he said.

As a drive-thru restaurant, Benedict said he didn’t need to close for several weeks this spring but safety for his family and his six employees prompted him to do so. He was also concerned about his team’s financial wellbeing since no one knew how long the stay-at-home order would last. He secured funds from the Small Business Administration’s Paycheck Protection Program and gave employees bonuses from his personal savings “to keep everyone together.”

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september/october 2020

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Photo by EMMA HIGHFILL

Chuckburger was the first drive-thru restaurant in Topeka when it opened over 65 years ago.

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KEPT AFLOAT BY HOST An additional $3,000 grant from the HOST 2 program came in handy as supply costs “skyrocketed.”

“Meat and cheese prices went up and we encountered new hurdles in making sure we had Lysol and toilet paper in stock,” said Benedict. “The price of nitrile gloves went from 4 cents to 15 cents each, which is a big hike when you buy them by the thousands.”

With all supplies secured and a reopening date set, Benedict and his team listened to all the restaurant’s answering machine messages and returned each call.

“People were excited to hear our plans,” he said.

Although Chuckburger took a financial hit this spring, Benedict credited the HOST gift card and grant

TK Business Magazine

programs for keeping his business and hopes for reopening afloat.

“It’s great that the HOST programs were created locally by people stepping up, and donor efforts made a big difference for me and other small businesses,” said Benedict, who plans to become a donor too. “This is just another example of why I’m proud to call Topeka home.”

Chuckburger’s most popular option is a No. 1 (a cheeseburger, fries and a 20-ounce drink for $6) but the restaurant’s hand-scooped malts and shakes, fried green beans, fried mushrooms and fried sweet potato fries are also customer favorites.

“Everything we make is fresh and worth the wait,” said Benedict. “Our slogan is ‘get chucked up,’ and there’s no better time to do it. We’re grateful to still be here.”

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The Recipients Cortez Transportation Carlos Cortez, owner of Cortez Transportation, utilized a HOST grant to improve sanitization procedures and safety barriers in his fleet of cars, buses and limousines.

Even before Gov. Laura Kelly instituted a stay-at-home order for the state of Kansas this spring, Carlos Cortez, owner of Cortez Transportation, realized something unusual was taking place. In February, international clients the company’s drivers were supposed to pick up at the Kansas City International Airport and take to Payless ShoeSource began cancelling their travel plans, prompting Cortez to contact his bank to make them aware of his concerns.

Soon after the order’s implementation, weddings got postponed or cancelled along with high school proms and other events the company typically provides services for.

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BUSINESS PLUMMETED Cortez saw his business plummet even though his company was deemed essential during the COVID-19 crisis with capacity to carry anywhere from 1 to 56 passengers.

“We went from a nearly 20 percent increase year-over-year in 2019 to being down 64 percent yearto-date this year,” said Cortez.

Transportation services have been curtailed in Shawnee County, but neighboring counties have continued to host events requiring group transportation. The company was hired to transfer private airline crew members between Whiteman Air Force Base and Kansas City International Airport. They continue to drive medical professionals and donated organs to medical facilities for a regional transplant coordinator.

TK Business Magazine

“We see people on the best days and the worst days of their lives in this business,” he said. “We work a lot of weddings and fun events but we recently drove an individual home who’d just lost their job.”

With activity suddenly sporadic this spring and summer, Cortez realized that his business model would need to evolve to withstand the pandemic’s economic fallout.

HOST GRANT RESCUE A $5,000 HOST 2 (Helping Others Support Topeka) relief grant enabled him to buy plastic car shields to protect drivers and passengers; materials for individual kits containing hand sanitizer, a mask and Kleenex along with a card identifying protocols the company follows to provide clients with peace of mind; and a hospital grade vital

Photos by EMMA HIGHFILL

oxide disinfectant system approved by the Centers for Disease Control and Prevention to sanitize interior surfaces.

“The vital oxide kills about 99.9% of germs and is used in day cares and office buildings,” said Cortez. “After we detail our cars, we put the solution in a spray gun and cover everything.”

Since the company details all of its sedans, buses and limousines, Cortez said he and his employees (one fulltime and 10 part-time) are considering opportunities that could leverage their expertise in vehicle cleaning and vital oxide capabilities for customer vehicles too. A delivery service that would compete with Grubhub and DoorDash while keeping economic benefits local is another option he’s vetting.

To help mitigate the pandemic’s financial effects, Cortez was able to work with his insurance company to temporarily suspend payments

of $4,000 a month on 11 vehicles through June 2020 and implement measures with his bank regarding loan payments on his fleet.

GETTING PAST THE PANDEMIC “We’re not giving up without a fight,” he said. “As long as someone will work with us on our debt load, I believe we can make everything up when the pandemic is past us, just like we did after the 2008-2009 recession.”

He’s sobered and disheartened by closures of other transportation businesses in the area and believes the HOST 2 relief grant helped spare his business from a similar fate.

“It’s always satisfying to help someone else out, and you never know when you’re going to be the next one who needs assistance,” he said. “We never imagined this

pandemic would happen and we really appreciate the efforts of people in the community willing to help us out.”

Cortez said the company’s beginning to book weddings and corporate events again. His own wedding, originally set for May 2020, has been rolled to May 2021.

One of 13 kids, the Shawnee Heights High School graduate became enamored with chauffeured services after working for a local limousine service as a part-time driver more than 20 years ago.

“I really enjoy driving people,” he said. “Sometimes we see people once and sometimes we develop relationships with repeat customers.

We all want this business to keep going so we’re constantly asking ourselves what we can do now to make it through next week, next month, next year.”

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Photo by EMMA HIGHFILL

The Recipients Hanover Pancake House

Scott Albrecht, owner of Hanover Pancake House, said that funds from the HOST programs and other sources “arrived just in time to let us see a little light at the end of the tunnel.”

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Since 1969, the Hanover Pancake House has been a well-loved downtown rendezvous point for friends and families catching up over comfort food and tourists visiting the Capitol. When the stay-athome order came through in March, Scott Albrecht initially thought the restaurant he’s owned since 1999 would be closed a couple of weeks before daily life returned to normal.

“I soon realized we were going to be without income for much longer,” he said.

“I was off for five weeks and all but about three days of that time I was researching options for programs, grants and loans to ensure we’d survive.”

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GIFT CARDS MADE PAYROLL The HOST (Helping Others Support Topeka) program purchased $3,000 in gift cards from the establishment in April, enabling Albrecht to make payroll and get employees their last checks. With taxes due and “an avalanche of things to juggle,” Albrecht said the funds from the HOST program and other sources “arrived just in time to let us see a little light at the end of the tunnel.”

A $5,000 grant from the HOST 2 initiative, came through as Albrecht was working with vendors to secure $15,000 to $18,000 in inventory to reopen.

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Several patrons have used gift cards received through the HOST program to purchase meals at Hanover Pancake House.

“My vendors wanted something to demonstrate that we had some cash flow, and the grant gave them peace of mind that we were going to be able to keep this place going,” he said.

The restaurant offered carryout and curbside service April 27th before the dining room reopened May 4th.

Photo by EMMA HIGHFILL

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PATRONS FUELED CONFIDENCE Relying on social media to keep the community updated, Albrecht said he was gratified by encouraging posts from people “saying they couldn’t wait for us to get back because they needed their pancakes or omelets or pancake wraps. It gave me confidence.”

When the restaurant reopened, there were new things to consider to alleviate patrons’ safety concerns. Albrecht and his team positioned tables for social distancing, installed barriers between booths and lined bottles of hand sanitizer up with the salt and pepper shakers.

“We’re doing everything we can to find ways to make people feel more comfortable,” said Albrecht. “If we can make the public feel safe and help heal their minds through all this, then they’ll be more likely to come back and also more open to visiting other restaurants.”

Several patrons have used gift cards received through the HOST program to purchase meals at the pancake house, and Albrecht and his 25 employees, who also received a pack of five gift cards each, have done the same.

Albrecht and his wife recently visited Rees Fruit Farm to redeem one.

“Those gift cards were a lifeline, and it was nice to catch up with the staff there while buying fruit and nuts and other things like Cherry Jubilee cider, something we’d never had before,” he said. “And, of course, we had to have an apple slush for the ride home and fight the brain freeze. It was all worth it.”

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DIVERSITY THROUGH

INCLUSION

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By LIVIU FLOREA, Ph.D.

Liviu Florea, Ph.D. is an Associate Professor of Management Business at Washburn University’s School of Business.

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Many organizations have acted toward increasing diversity of their labor force. Diversity has positive effects because organizations can draw from a large pool of knowledge and perspectives.

Diverse employees have non-redundant competences that influence their thinking, feeling and behavior at work. This can yield gains in terms of innovation and decision making when the larger pool of knowledge is integrated.

On the other hand, as organizations become more diverse, there is a possibility that some employees find themselves on the fringe. As a result, such organizations may experience more conflict and turnover, less cohesion and poor performance. To derive diversity’s benefits while reducing its risks, it makes sense to conceptualize diversity dynamically, as a proactive strategy for addressing differences.

O PER ATI ON A L D I VER S I TY

To make diverse people work in a unified manner, organizations have to embrace inclusion. The concept of inclusion captures how well organizational members fully connect with, engage and employ capabilities across all types of differences. While diversity is about people, inclusion is about strategies to connect diverse people in ways that benefit them and their organizations.

In inclusive organizations, different voices are respected and heard; diverse viewpoints and approaches are valued; everyone is encouraged to make meaningful contributions; and people of all identities can be fully themselves, while contributing to the larger collective as valued and full members. By contrast, exclusion has negative effects on inequality and psychological and physical health, whether it occurs as an overt or more ambiguous form of discrimination.

P ROACT I V E I N C LU S I O N

There is a wide consensus that diverse organizations should proactively create inclusive organizational environments that provide possibilities for all their members to perform at the highest level of their capabilities.

6 c o m m o n c h a ra c t e r i s t i c s o f i n c l u s i v e o rg a n i z at i o n s 1 : 1. Psychological and physical safety associated with sharing different opinions and views.

2. Involvement in work group and access to information and other resources.

3. Feeling respected and valued.

4. Having influence on decision-making.

5. Authenticity that describes organizational support of transparency and sharing of valued identities.

6. Recognizing, honoring and advancing diversity.

I n c l u s i v e o rg a n i z at i o n s a re d e f i n e d a s 2: • • • •

Open systems of opportunity in which all stakeholders have access to information, resources, and the capacity to fully contribute to their functioning.

Driven by broad participation and equity.

Aligned to make use of employees’ individual and collective talents.

Benefitting from valuing all individuals because individuals who feel accepted and valued are likely to bring all their ideas, abilities and grit to work.

B e n e f i t s o f i n c l u s i o n 3: • • • •

Creation of an open learning culture.

Promotion of different ways of thinking.

Reduction of poverty and discrimination.

Intensification of creativity.

Shore, Cleveland and Sanchez (2018) The Academy of Management 3 The 2020 Global Inclusivity Report 1 2

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V I RT UA L I N C LU S I O N

The 2020 Trends in Virtual Work Report notes a strong preference for remote working among business professionals, even when they have an option to return to the workplace. As people return to a “new normal” work routine, this report reveals that nearly 70% of the respondents want to continue working from home at least half of the time, and 94% of the respondents want to work from home at least 25% of the time. By some assessments, at least 60% of managers are often members of virtual teams. The use of virtual team structures holds great promise as virtual teams can do things collectively that collocated teams cannot.

VOLUN TA RY I N C LUS I ON

Unlike diversity that can be mandated or legislated, inclusion is usually the result of voluntary action.

Cultivating inclusion entails the development of diversity experiences and implementation of inclusion practices. In the context of inclusion, experiential learning activities can facilitate exposure to diversity and dealing with differences, understanding the challenges and benefits of working with dissimilar others, and developing commitment to collaboration, flexibility and fairness.

Ad v a n t a g e s o f v i rt u a l t ea m s : • • • • •

Maximizing expertise by including professionals who are geographically dispersed.

Enabling continuous 24/7 productivity by using different time zones to their advantage.

Lowering costs by reducing travel, commute times, relocation and overhead.

Improving work-life balance.

Increasing flexibility.

Dramatic changes that have occurred this year have a transformational impact on how people work, underscoring the pressing need to develop virtual teamwork, collaboration abilities and inclusion practices. Despite technological challenges and barriers to effective communication due to the lack of face-toface interaction, virtual teamwork has become critical to individual, team and organizational productivity.

Much still needs to be learned about how diversity manifests in virtual teams and what new challenges this format can bring. What worked in a traditional workplace may need to be modified in order to maintain a similar level of productivity. Being engaged and collaborative, open to differences and working effectively with people who do not necessarily share the same attributes or characteristics are parts of being a good virtual team member.

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Events

Reimagined

By SAMANTHA EGAN Photos by EMMA HIGHFILL

Experience-creators didn’t choose their line of work for the simplicity. It takes a special person to thrive on the stress and adrenaline that comes with putting on a live event. It takes an even more unique breed to see the silver lining when their industry has been turned on its side.

While the pandemic has challenged these three Topeka event businesses, it has also flexed their creativity and compassion like never before. After all, the show must go on, even if it takes on a different form.

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Photo by EMMA HIGHFILL

THE JAYHAWK THEATRE

Jeff Carson, president of the Board of Directors of The Jayhawk Theatre, recently debuted a new live stream offering that allows patrons to enjoy the historic stage from home.

Finding Opportunity in Uncertainty

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When the pandemic hit in March, theatres around the world went dark. But at least one Topeka stage is fighting to stay in the spotlight.

While the Jayhawk Theatre remains indefinitely closed to audiences, it recently debuted a new live stream offering that allows patrons to enjoy the historic stage from the safety of their homes. Called Jayhawk Theatre Live, the service is helping the organization remain relevant while adding a new offering to their repertoire.

“We started talking about it in late May, when it became pretty obvious that entertainment across the globe is at a standstill,” explained Jeff Carson, president of the Board of Directors of The Jayhawk Theatre. “Because we don’t have salaries to worry about, we found the freedom to make this change.”

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“An event held on our stage that shows off the beauty of the theatre will help people enjoy the experience a lot more than a Zoom meeting,” said Jeff Carson.

Looking to attract nonprofits and businesses whose 2020 events are on the chopping block, Jayhawk Theatre Live offers organizations an alternate way to deliver a keynote speaker, host an auction or provide entertainment.

“We can create something engaging,” Carson said. “An event held on our stage that shows off the beauty of the theatre will help people enjoy the experience a lot more than a Zoom meeting.”

On top of figuring out ticketing, marketing and programming, the Jayhawk team also had to think through how to uphold COVID-19 health and safety guidelines. All performers (except singers) wear masks, and band members are kept six feet apart.

Despite their careful planning, the current environment makes any type of performance uncertain.

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Photo by EMMA HIGHFILL

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“We’re at the mercy of people who might be onboard this week, but in two weeks may not be interested in performing in our space because of COVID,” Carson explained.

For that reason, marketing around Jayhawk Theatre Live started out slow, but Carson said the more events they get under their belt, the more they’ll ramp up.

Beyond business events and entertainment, Carson said he would love to see Jayhawk Theatre Live be a backdrop for racial conversations.

“Topeka is kind of ground central for freedom and equality,” Carson said, citing organizations like the Equality House and the Brown vs. Board of Education National Historic Site. “I think we could have real, meaningful community conversations and bring very big speakers on our stage.”

If Jayhawk Theatre Live succeeds as a virtual venue, Carson said live streaming could be a permanent offering, catering to those living outside Topeka, or unable to leave their homes.

“I think people are going to find it’s a very credible form of entertainment,” Carson said. “If we figure it out now, we’ll be poised to be in the business of live stream forever.”

In any case, the Jayhawk’s post pandemic pivot may help the theatre draw a larger audience when it’s safe to reopen its doors.

“There have been pandemics before.

And they always end eventually,” said Carson. “We need to be ready as a community, so once this is over, we can get back to the business of being a vibrant place to live.”

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Photo by EMMA HIGHFILL

DARE TO DREAM EVENT MANAGEMENT

Cheryl Clark, owner of Dare to Dream Event Management and certified wedding planner, says the pandemic has added challenges but has not dampened her business’s success.

Creating Event Magic Six Feet Apart

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Passion for the extraordinary is what got Cheryl Clark into event planning. That same passion is helping her push her business through extraordinary circumstances.

Clark had been planning events in her church and community for over a decade before friends finally pushed her to create her own business. Now the owner of Dare to Dream Event Management, and a certified wedding planner and event designer, Clark and her team have been executing luxury events in Topeka and beyond for six years.

Dare to Dream’s tagline, “Where extraordinary events come to life,” highlights her team’s edge.

“We don’t want to be the same as everyone else,” Clark said. “We chose that tagline because we can take the basic and make it marvelous.”

Case in point: The Beauty and the Beast wedding Dare to Dream executed at the Brownstone.

The bride’s vision was simple: she wanted a cloak and flowers. Clark and her team ran with it,

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covering the room with candlelight and glass-encased roses, reminiscent of the enchanted rose from the fairytale.

“We created magic for her,” she said.

“If you have a small dream, we can make it very big by being extraordinary in our presentation.”

While delivering fantasyquality events is complex in normal circumstances, executing them during a pandemic adds a new layer of challenges. But, incredibly, COVID-19 has not dampened Dare to Dream’s business.

“People are still booking in a pandemic,” she said. “I’m completely shocked.”

Clark has had to postpone some events, but that hasn’t thrown her.

“As an event planner you need a plan B through Z,” Clark explained.

“We always have another backup.”

To follow safety standards, Clark’s clients have had to reduce their guest lists, in some cases cutting them in half.

“They have to be thoughtful about who they really want to celebrate with,” Clark said.

“Because of that, people are honored when they are still invited.”

Other measures Clark and her team take to uphold COVID-19 guidelines include setting tables apart, limiting the amount of people per table and requiring masks—even on the dance floor.

“They’re still having fun,” Clark explained. “You can do a line dance and still be six feet apart.”

Though safety guidelines require guests to be physically separated, Clark said she’s seen

families become closer during the pandemic.

“People are loving on each other like they haven’t seen each other in months. Which they hadn’t because of COVID,” she said. “It’s really meshing families back together.”

Even when the pandemic is behind us, Clark thinks reduced guests list will be a continuing trend.

“People invite 200 people because that’s what we’ve done in the past, but I don’t think they will go that route any longer,” she said. “They’re just going to pick the people that are most important to them.”

While events held during the pandemic look different, Clark said she expects people to continue booking, even if they do have to alter their visions.

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VAERUS EVENTS

Photo by EMMA HIGHFILL

WITH EVENT PLANNING BY ALONG CAME ABBY

Through a co-owned partnership between Vaerus Aviation and Abby Wempe of Along Came Abby, special events are turn-key at the hanger, from tables and chairs to linens and event décor.

Keeping the Celebration Alive

Finding a venue space that can accommodate a large event and still offer social distancing can be almost impossible. Most event venues in Topeka have a capacity limit of 300 (and that is with everyone sitting right next to each other).

Imagine a venue that can handle from 50 to 800 people, with additional space to spread out in the open air?

When people think of event venues for corporate parties or weddings, an airplane hangar isn’t the first space that comes to mind. However, one look at the Vaerus Aviation hangar all decked out with lighting and decor, and that opinion quickly changes.

Most people don’t realize that Vaerus Aviation has been holding events in its hangar for several years. The unique venue has hosted Advisor’s Excel Christmas parties, several weddings and numerous corporate events. And now, after partnering with Abby Wempe, owner

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SOCIAL DISTANCE IN STYLE

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www.vaerusevents.com (785) 246-5403 info@vaerusevents.com september/october 2020 TK Business Magazine 65

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of Along Came Abby, those who rent the venue can also utilize the services of a professional event planner.

This budding partnership actually began during the 20/30 Gala last year.

“They liked how I had set up the gala,” Wempe said. “That discussion quickly turned into how we could bring events like that to the Vaerus hangar.”

The two companies set up a partnership to co-own ACA Rentals, which offers everything from tables and chairs to linens and event décor.

“Topeka didn’t really have a place where a customer could rent everything they needed under one roof,” Wempe said. “It just made sense to add that service as part of a turn-key event planning service.”

The partnership is a win-win for both companies. When people inquire about holding an event in the hangar, Vaerus can offer Along Came Abby’s event planning services. And when Wempe is looking for a

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Abby Wempe points out that the Vaerus Aviation hanger can host 50 to 800 people comfortably with social distancing. unique venue option for her clients, the hangar is always a good choice.

In addition to the wide open space available in the Vaerus Aviation airplane hangar, there is also a large board room, a prep kitchen and break out spaces available. And, if they open the hangar doors, the space options become virtually limitless.

People may assume that the hangar doesn’t work well for small, intimate gatherings because of its size, but Wempe disagrees.

“We have giant airplanes that we can do anything we want with,” she said. “How cool would it be to hold a company meeting or a anniversary party right next to an airplane?”

In fact, the airplanes are one of Wempe’s favorite benefits of holding events at the hangar.

“We had a wedding there where after their last dance, the bride and groom took their grand exit out of the hangar and straight onto an airplane, where they then took off for their honeymoon.”

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NIGHT OUT TOPEKA

By MIRANDA ERICSSON Photos by EMMA HIGHFILL

It used to be that planning a fun night out with friends meant a road trip to Lawrence or Kansas City. Not any more. With a laser focus on making Topeka a great place to work and live, several new businesses hope to also make it a fun place to play.

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“We’ve always considered Bartlett & West a leader in their profession, but they’re also a leader in our community. As we went through the redevelopment process with the City and private sector,

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Driving community and industry forward, together.

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NIGHT OUT NOTO ESCAPES TOPEKA

Looking for a unique and fun night out with your family, friends, or colleagues? Try tackling a challenge as a group, working together to solve a puzzle at NOTO Escapes. Co-owners Kelly Gerhardt and Nena Hug started NOTO Escapes because they loved the rush and fun of teaming up for an escape room experience, and they wanted to share that joy with others.

“We love to laugh, and really enjoyed the adrenaline and bonding provided from an escape room,” Hug said. “This is a high energy activity.

Solving a puzzle or completing a task feels good. It gets you hyped up, excited and happy. We wanted to give groups an opportunity to experience that energy and challenge for themselves.”

Kelly Gerhardt and Nena Hug, co-owners of NOTO Escapes, refer to their business as a passion project.

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Photo by EMMA HIGHFILL

ESCAPING FROM REALITY So, what is an escape room, exactly? Gerhardt spelled it out for those who have not yet tried the experience.

“An Escape Room or Puzzle Game is a game with a series of puzzles that you have to solve to achieve the objective in a set time,” Gerhardt said. “There are a variety of puzzles used. You will

The secret to a lock box at NOTO Escapes can be solved by cyphers or riddles.

Photo by EMMA HIGHFILL

usually find a variety of number, letter and key locks that can be solved by cyphers or riddles. Many rooms now provide tactile, audio and visual games as well.”

The name “escape room” became popular for this type of puzzle game because the original versions were based on a 2007 video game that focused on breaking out of a room in a virtual space. In real life, due to fire and building codes, locking people in is not a great idea if you want to keep people safe, so there are no locks on the doors at NOTO Escapes. The focus is on solving a puzzle to meet a goal.

“The objective could be to break into the next room, find the antidote to stop a zombie apocalypse or to simply find the leprechaun’s hidden treasure,” Gerhardt said. “A good storyline is what makes the game immersive, so that teams want to dive into an “escape” from reality. Once you step

in, we set the clock and say GO, nobody even thinks about that door. The goal is to beat the clock.”

Photo by EMMA HIGHFILL

CUSTOMIZED EXPERIENCES NOTO Escapes provides private game rooms for whoever you can wrangle to assist you in solving puzzles and meeting the objective. Each booking has its very own gamemaster to tender the game to your level of expertise, and the commitment can be as short as 20 minutes. For individuals or smaller groups who want to play, NOTO Escapes can usually team people up, though COVID-19 restrictions have led to booking private groups only, for the time being.

“One of the things that NOTO Escapes prides itself on is our 20-minute POP UP rooms,” Gerhardt said. “These

A seemingly normal room at NOTO Escapes provides a variety of puzzles that help you solve an objective in a set time.

rooms are regularly rotated and specifically designed with beginning Escape Room enthusiasts, children and small groups in mind. With the flat booking fee, it is also a cost-effective outing so the whole family can enjoy a night out in the NOTO Arts District.”

NOTO Escapes is not a one-sizefits-all venue, but a customized gaming experience, tailored to each group.

“We get to interact with people,” Hug said, “so we watch their body language to see if they are having fun, or if they are getting frustrated. We guide as needed, or step back and let them roll, depending on what’s needed.

Some groups want no clues whatsoever, others just want to relax and take it easy.”

The experience isn’t over after the puzzle is solved, either.

“We recommend that groups plan for 30 minutes to an hour to talk about what they did after the puzzle is solved,” Hug said. “There are some great places right here in NOTO to grab a drink or a bite to eat, which works out perfectly.”

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THE CHALLENGES OF 2020 As with many businesses, NOTO Escapes found 2020 a more challenging year to kick off in their new location than originally anticipated.

“We started our remodel of our new location in March and had planned to have a grand reopening on the First Friday in May to coordinate with our first anniversary. With the onset of COVID-19 and the accompanying restrictions, our remodel took a bit longer than expected.”

NOTO Escapes has always cleaned in between groups, but the ongoing situation with COVID-19 led them to raise their standard even higher.

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“When we were deciding on our first location, we wanted to join a community that we could grow, learn and flourish with,” said Kelly Gerhardt, co-owner of NOTO Escapes.

“Our reopening will now be phased differently to allow plenty of time in-between private groups for deep cleaning and to reduce any potential overlap of groups on site,” Hug said.

NOTO Escapes is off to a great start, but Hug and Gerhardt are always looking for more ways to get the word out.

“Every day we hear ‘we didn’t even know there was an escape room in Topeka,’” Hug said. “We hope with our new stable location to be able to spend more time out in the community and raise awareness of what we have to offer.”

NOTO Escapes is available for birthday parties, corporate team building, and holiday parties. They

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Photo by EMMA HIGHFILL

RIGHT PLACE & SPACE NOTO Escapes first opened on May 1, 2019, in the NOTO Arts District, and was originally located above Amused Gallery.

The response was overwhelmingly positive, and NOTO Escapes became such a popular destination that Hug and Gerhardt decided to move into a ground-level building that is directly across the street from their previous location so that they could expand and customize their space for more twists and intrigue.

The new location had been used for storage for several years, and had been mostly vacant for nearly 50 years, so a good cleaning and some significant remodeling was necessary to prepare the space. With the generous help of friends and family, they removed flood mud and debris and built the rooms, gaining experience in demo, framing, drywall, and painting as part of the process.

“It’s hard to believe it’s the same space,” Gerhardt said, “and now we have the flexibility to build secret passages or move walls to have a better experience or change up a game if we need to.”

Despite the work that it took to prepare the space, Hug and Gerhardt knew from the moment that they began planning their business that NOTO was the right location.

“When we were deciding on our first location, we wanted to join a community that we could grow, learn and flourish with,” Gerhardt said, “and there is no better place for that than the NOTO Arts District.”

even have a ‘team building’ patch available for Girl & Boy Scouts. In the future, they plan to grow into other areas of Topeka to feed the community’s need for entertainment and enjoyment with friends and family.

A PASSION PROJECT Gerhardt and Hug note that NOTO Escapes is a passion project, as well as a business.

“We spend every available moment working on new ideas and puzzles when we are not working our full-time jobs,” Hug said. “There are many challenges in balancing it all, but the joy we have brought to others and that we have experienced on the journey has made it all worth it.”

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NIGHT OUT AXE & ALE TOPEKA

Photo by EMMA HIGHFILL

Tom Cox, one of five partners of Axe & Ale, shared that a sketch on a napkin led to an axe throwing bar in the heart of downtown Topeka.

Topeka’s downtown is coming to life with new businesses and an infrastructure makeover. The growth and revitalization happening in the heart of our city is what inspired Tom Cox, Reid Cox, Brady Hight, Lew Spring, and John Deleye with the idea for Axe & Ale, an axe throwing bar in the heart of the action.

Try your hand at throwing axes, or just relax with friends and watch a game. Beer fans will be glad to hear that Axe & Ale keeps 12 beers on tap, as well as more varieties in bottles and cans. You are likely to find local and regional brews such as Blind Tiger, Free State, Norseman, Iron Rail, Happy Bassett, and KC Bier, as well as your usual domestic favorites, and at least one cider.

SKETCHED ON A NAPKIN “Axe & Ale started as a lake house discussion on Labor Day 2019 that moved to a sketch on a napkin, and a few months later an incorporated business in Kansas,” Tom Cox said.

“We were talking about how great our downtown is developing and what it was lacking. Someone mentioned an axe throwing bar like Kansas City, Lawrence and Manhattan had. We all agreed, and the rest is history. We opened our doors on July 31st of this year.”

The group looked at a lot of locations as potential sites, but when they visited the former location of Hillmer’s Luggage, it just felt right.

“We restored the historical Hillmer’s Luggage building, an address

most Topekans have visited in their lifetime, but now they can get a beer instead of luggage,” Cox said. “We created a fun space and new activity for Topekans and visitors to do near Evergy Plaza, and we also had an opportunity to honor and preserve this historic building that has been a part of Topeka. This location checked all of our boxes.”

ALWAYS A DOWNTOWN VISION From the beginning, the group envisioned their business in terms of how it would work downtown.

“We didn’t want to just open an axe throwing bar, we wanted to open one downtown. We didn’t even consider a non-downtown business,” Cox said. “We want to invest in the

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Patrons at Axe & Ale show their axe throwing form in lanes that are built to ensure safety for participants and spectators.

Tongue-in-cheek plaques adorn the walls at Axe & Ale. community and help downtown thrive. We want to be a part of this community and the renaissance that is happening down here.”

Right away, the group joined the Greater Topeka Partnership to work with other businesses and investors who are passionate about the success of Topeka’s downtown district. They also connected with an informal group of downtown businesses that get together regularly to strategize and collaborate for the success of all of its members.

“Success for downtown means success for all of us,” Cox said. “All ships rise with the tide, and we’re working together to help each other thrive.”

None of the partners has previous experience in operating a bar, which posed the biggest challenge for the group.

“There were a lot of forms to submit,” Cox said, “and there was a big learning curve with understanding what goes into building a bar, complying with city ordinances and getting all of the details right. There were so many little things we wouldn’t have thought of, like changing a certain pipe to be an inch lower, for example.”

Cox is thankful to city inspectors, who didn’t just arrive to say yes or no, or check off boxes.

Inspectors gave feedback, made suggestions and ensured that the group knew what was needed to get everything right. The city and state agencies that worked to get the group licensed to sell alcohol were very helpful, too.

“The axe throwing side of things was easy after all of that,” Cox said. “Learning an entire industry in a few months was a steeper hill to climb but was exhilarating as well. The more we learned, the more Photos by EMMA HIGHFILL

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DON’T MISS OUT Grab the friends and family for a weekend in #TopCity!

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Family Adventure The Pennant

excited we were about the project. When faced with challenges, we just hit them head on and looked at each challenge as an opportunity to learn and grow.”

SAFE AND REGULATED So, is an axe throwing bar safe? It’s not as strange a concept as it seems. Axe throwing is a regulated sport that is very popular in many countries, and axe throwing bars are popular attractions in many cities. Cox is confident that Axe & Ale has gone above and beyond for safety.

“We built the lanes to exceed the recommended standards for safety,” Cox said. “We made our lanes longer and wider than required, and the lanes are well away from the bar area. We also have axe throwing coaches that go over safety, teach throws and keep an eye on the lanes. We are watching to make sure that people follow the rules, so that everyone is safe, but also to see that they are enjoying themselves and enjoying the experience.”

LONG TERM COMMITMENT 2020 turned out to be a difficult time to start a business, with the uncertainty of safety guidelines and restrictions, but Cox and his partners are undaunted.

“We are here for the long-term and will get through COVID and continue to thrive in this community,” Cox said. “Building this business has been difficult and exhausting, but it is so rewarding in the end. Every day we walk in and we cannot believe the difference from when we started.”

In the near future, watch for Axe & Art nights with local artists, food partnerships with area restaurants, tournaments and league nights.

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Date Night Cyrus Hotel

Friends Night Out Axe & Ale september/october 2020

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NIGHT OUT ROXY´S DONUT DIVE

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TOPEKA

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Roxy’s Donut Dive is a brand-new restaurant with a vintage vibe. Order fresh mini donuts, ice cream, coffee and tacos, all from the same place.

Roxy’s just opened in mid-July, but the restaurant has already developed a devoted following because of the creative menu and fun atmosphere, plus the convenience of a drive thru. Zip through for a tiramisu donut sundae, sopapilla donuts, cold brew coffee, Thai tacos and more.

“Where else can you find this combo?” said owner Jeff Lee. “We set out to do something different and fun at Roxy’s. We want to keep people guessing. You’ll have favorites to count on every time you visit, but also innovative flavors and surprises.”

A FOOD EXPERIENCE Lee was inspired by a little place in Florida that served mini donuts and brought his 12 years

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Jeff Lee, owner of Roxy’s Donut Dive, offers a creative menu of donuts, ice cream, coffee and tacos in a refurbished restaurant with 1950s drive-up vibe.

Photo by EMMA HIGHFILL

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Mini donuts turn golden brown in the deep fat fryer while customers place orders at Roxy’s Donut Dive counter.

Photo by EMMA HIGHFILL

THE RIGHT PLACE Lee set the plan into motion in December 2019, and then moved quickly to make his vision a reality. Opening a restaurant in 2020 has not been without its challenges, though. First there were the usual steps of finding the right venue, getting it ready for business and spreading the word. Luckily, Lee knows the owner of Gage Bowl, and that led to a perfect location for a fun restaurant with a drive-in vibe.

Fortunately, the 1950s location was built to last and had great bones.

“It just needed some polish to make it shine again,” Lee said. “We redid the floor and replaced a few ceiling tiles, but mostly it was about giving it back its style. Wompas Graphix did a great job with the art on the building, and we get compliments on it all the time. A senior even came over to have her photos taken by our building after we had only been open for about three weeks!”

Fortunately for Roxy’s, the restrictions in place this year were easy to work around, as they are set

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of food truck experience into the mix for an extra twist. As the owner of the Kansas City Food Truck Mafia, Jeff has learned how to stand out in the crowd and create a food experience for discerning customers.

“We serve authentic street tacos,” Lee said, “as well as Thai tacos and giant tacos. The Big Juan is over 14 inches long and weighs over a pound!”

After you savor a delectable taco, you can get your sweet fix with an order of mini donuts or a mini donut sundae in a variety of flavors, served in a waffle cone or a cup. Or if you prefer your donuts with a side of coffee, Lee is confident that you’ll receive one of the best cups of coffee in the city at Roxy’s, from Topeka roaster Blue Jazz.

“I wouldn’t have called myself a coffee drinker before,” said Lee, “but our coffee and cold brew is so good that I’m now a dedicated fan. It’s fresh and consistently good. Kevin from Blue Jazz helped get everything set up perfectly and approved our process for a really delicious cup every time.”

Lee says that his favorite menu item changes frequently because there is so much to love.

“First it was tiramisu,” Lee said, “and I love our street tacos and Thai Tacos, of course, but right now it’s our sopapilla donuts. And we’re always cooking up something new. Soon we’ll have pumpkin donuts made with real pumpkin.”

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WE ’RE HE RE WHE N Y O U NE ED US! up for drive-thru, take-out and outdoor dining. Lee has adjusted some of his plans for the interior dining space, though, choosing to focus instead on how Roxy’s might add games or other outside interests as the fall brings cool weather.

CUSTOMERS’ SUGGESTIONS Lee notes that customer feedback is very important to his planning, and that he takes customer comments and suggestions seriously. He has already tweaked Roxy’s hours in response to messages that he received, though he has chosen to remain closed on Sundays.

“It’s all about balance for our customers and employees,” Lee said. “It was hard to decide not to be open on Sundays, but I wanted our staff to have that day with their families.”

Roxy’s offers a variety of specials on Facebook. Early birds can get a big discount on donuts, and Lee plans to offer Frontline Fridays with discounts for first responders.

And of course, Taco Tuesday means great deals on delicious tacos.

“I love to see the smiles and share the joy,” Lee said. “It’s been amazing to see the response and support for Roxy’s here in Topeka, and I want everyone to know that we’re committed to creativity and a fun food experience.”

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THE J. M. SMUCKER COMPANY

Pet Food and Snacks

PHOTO SUBMITTED

By KIM GRONNIGER

Economic Expansion by the Numbers New Positions: 30 Employees: 450 Square Feet: New 400,000 square-foot distribution center added to complement 1.2 million-square-foot production plant Products Produced: Meow Mix, Nature’s Recipe, 9 Lives and Milk-Bone Established: 1971 Consumer appetites for healthconscious offerings in palate-pleasing combinations and a range of packaging options extend to their pets’ dietary needs as well as their own.

CAPACITY AND CAPABILITY Topeka’s J. M. Smucker 1.2 million-square-foot production plant produces a variety of well-known dry pet food products and chewy and baked snacks for dogs and cats, including Meow Mix and Nature’s Recipe. Now a recently completed multimillion investment has created additional capacity and capability to formulate products with more complex ingredients.

“People are just as focused on what they feed their pets as they are on what they feed their families and we strive to accommodate their increasingly complex and diverse preferences,” said Luke Livingston, plant manager. “In addition to producing new pet food formulas, this investment allows us to create different types of packaging sizes and features for our products too.”

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The investment included the installation of new equipment, silo storage capacity and additional batching capabilities. The plant is in the process of adding a fourth shift to its 24/7 operations and plans to add 30 employees to the team, bringing its full-time workforce to 450.

Livingston said the economic impact of the corporation’s capital investment extends well beyond the plant itself through the hiring of many local contractors.

50 YEARS OF INNOVATION Set to celebrate its 50th anniversary in 2021, Livingston said the production site has had different corporate ownership through the years but its reputation for innovation and consistent, highquality execution have continued regardless of the name on the building.

He said several plant employees have more than 40 years of service and many have worked at the facility for the majority of their careers.

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“This site has a long highperformance history in developing and delivering new products, which made it an ideal candidate for this significant corporate investment,” he said. “One of the keys to our achievement is our partnership with our workforce and our commitment to empower them with the tools they need to be successful, especially as we continue to evolve.”

A relationship with Washburn Institute of Technology provides opportunities for further skill development as a complement to internal training programs to assist employees in expanding their abilities as new opportunities arise.

Along with its reputation for workforce productivity and innovation, Livingston said being located in “the breadbasket of the country” along the I-70 Pet Corridor with nearby access to meat and grain ingredients, support technology, and food safety programs and systems also gives the Topeka location a competitive edge.

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GET HELP FIND HOPE! September is National Suicide Prevention Month

SUICIDE WARNING SIGNS Valeo’s Crisis Center

400 SW Oakley Avenue Topeka, KS 66606 (785) 233-1730 Valeo’s 24-Hour Crisis Line: (785) 234-3300 Visit us at:

or valeotopeka.org

• Talking about wanting to die

• Talking about having no reason to live • Giving away prized possessions • Acting anxious or agitated

• Talking about being in unbearable pain • Sleeping too little or too much

• Withdrawing or feeling isolated

• Increasing the use of alcohol or drugs • Showing rage or seeking revenge • Displaying extreme mood swings

• Talking about being to others september/october 2020 a TKburden Business Magazine 83

Empowering Your

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