Columbia Business Times - February 2015

February 2015

out of the

flames Fewer fires set a new trend for the Columbia Fire Department Page 36

Randy White will become columbia's fire chief Feb. 1, 2015

Oh, no! no nurses!

Page 46

word wise to the

Find success at the 2015 chamber showcase Page 56

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From the Editor

Editorial Erica Pefferman, Publisher Erica@BusinessTimesCompany.com Sarah Redohl, Editor SarahR@BusinessTimesCompany.com Katrina Tauchen, Copy Editor Katrina@BusinessTimesCompany.com

Connections ›› Shortly after Bobby Campbell graced our November 2014 cover, he started receiving emails from me. They were emails introducing him to radio hosts, event planners and advice seekers who had asked me to provide a connection. I’m sure there are moments when anyone who has been featured in the CBT gets these emails from me, and I’m sure someone, somewhere, has regretted giving me his or her email address (I’m sorry, by the way).

I’ve never thought of myself as a connector, someone with a wide network who makes a habit of connecting people. In the grand scheme of agents of change (The Tipping Point

by Malcolm Gladwell), I considered myself more of a maven, someone who aims to connect others with new information. But the longer I spend in this position (two and a half years this month), the more often I get approached to provide connections, in addition to answering general questions: Who can help me start my business? Can you help me with Photo by Anthony Jinson a class project? What are some regional business trends in mid-Missouri?

It’s no surprise that networking is integral to the success of your business. So, if you haven’t considered your presence at the biggest networking opportunity of the year, the Columbia Business Showcase presented by the Columbia Chamber of Commerce, you’re missing an integral part of your business growth strategy of 2015. For some tongue-in-cheek tips on how to tackle the showcase right, check out “Conventional Wisdom” on page 56.

During the past couple of years, people have often been surprised by the weird, seemingly pointless trivia I know about Columbia. What is the history of Howard Johnson motels in Columbia, and why is Providence Urgent Care called such without a location on Providence Road? For this very reason, you’ll notice a new department in the CBT this month, on page 79, where we’ll share some of this trivia with our readers.

Also in this issue are features on local business Argus Radiology (page 50) and 1:1 physical therapy (page 42) and a look at how mid-Missouri’s institutions of higher education plan to solve the nursing shortage.

As always, we love feedback, good and bad, so don’t hesitate to email me at SarahR@BusinessTimesCompany.com. Enjoy the issue!

Best,

FEBRUARY 2015

OUT OF THE

FLAMES Sarah Redohl, Editor

Randy White will replace Columbia Fire Department Chief Charles Witt on Feb. 1.

White has been deputy fire chief for more than three years. Photo by Anthony Jinson.

Fewer fires set a new trend for the Columbia Fire Department PAGE 36

RANDY WHITE WILL BECOME COLUMBIA'S FIRE CHIEF FEB. 1, 2015

OH, NO! NO NURSES! PAGE 46

WORD WISE TO THE

FIND SUCCESS AT THE 2015 CHAMBER SHOWCASE PAGE 56

DESIGN Gillian Tracey, Editorial Designer Gillian@BusinessTimesCompany.com Creative Services Keith Borgmeyer, Graphic Designer Keith@BusinessTimesCompany.com MARKETING REPRESENTATIVES Deb Valvo, Director of Sales Deb@BusinessTimesCompany.com CONTRIBUTING PHOTOGRAPHERS Casey Buckman, Anthony Jinson, Ben Meldrum, Sarah Redohl, Kaci Smart CONTRIBUTING WRITERS Claire Boston, Al Germond, Brandon Hoops, Christi Kelly, Carolin Lehmann, Jill Orr, Monica Pitts, Sarah Redohl, Torie Ross, Brant Uptergrove, Pieter Van Waarde CONTRIBUTING ILLUSTRATOR Tifani Carter Interns Carolin Lehmann, Ben Meldrum, Alisiana Peters, Torie Ross MANAGEMENT Erica Pefferman, President Erica@BusinessTimesCompany.com Renea Sapp, Vice President of Finance ReneaS@BusinessTimesCompany.com Amy Ferrari, Operations Manager Amy@BusinessTimesCompany.com Crystal Richardson, Account Manager Crystal@BusinessTimesCompany.com SUBSCRIPTIONS Subscription rate is $19.95 for 12 issues for 1 year or $34.95 for 24 issues for 2 years.

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About The Last Times What's happening online

Around the office Congratulations to all of our 20 Under 40 recipients of 2015! And thank you to everyone who attended the CBT’s 20 Under 40 gala at Stephens College Jan. 22 to honor this year’s class.

CLASS OF 2015

20/40 20 40 T WE N T Y UNDER F ORT Y presented by

Keep an eye out on CBT’s social media for an announcement calling for you, our readers, to submit suggestions for CBT’s very own custom doughnut from Harold’s Doughnuts!

PedNet Coalition Inc. December 30, 2014

Thanks Columbia Business Times for highlighting The Bank of Missouri for their donation to our Adopt-aBike program.

Corrections In “Columbia Banks Ride the Startup Wave” on page 56, it was Hawthorn Bank that recently started the Young Business Leaders Advisory Council.

Write to CBT editor Sarah Redohl at Editor@BusinessTimesCompany.com columbiabusinesstimes.com /// 17

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February 2015

Vol. 21, Issue 8 columbiabusinesstimes.com

36

More than Fires

It’s called the Columbia Fire Department, but for the men and women on staff, duties reach far beyond the flames.

42 One-to-One

With individual attention and concentrated coaching, 1:1 physical therapy & RUN gets clients, many who are endurance athletes, back on their feet.

44 Facing the Nursing Shortage

Need is growing faster than the workforce, but local colleges and universities are designing programs to meet the nationwide demand.

Departments

15 From the Editor 17 Letters to the Editor 21 Movers and Shakers 22 Briefly in the News 25 A Closer Look 26 Business Update 31 P.Y.S.K. 61 Going Up 62 Nonprofit Spotlight 64 Celebrations 69 Marketing 71 Technology 73 Organizational Health 74 Economic Index 75 Deeds of Trust 76 Business Licenses 77 By the Numbers 79 Did You Know?

80 8 Questions 82 Flashback

50 On Call

An arguably small player in the field of teleradiology, Argus Radiology provides a personal and productive alternative to the industry giants.

58 Conventional Wisdom

It’s the Chamber of Commerce’s biggest event of the year, and we’ve got insider tips on how to win the Columbia Business Showcase.

“Communicating with 20+ locations can be a challenge.

The system D&M Sound installed allows us to effectively hold bank-wide meetings. The professional audio and video equipment enhances our bank.

Thank you, D&M Sound team, for a job well done!”

– Mary Ropp, Sr. VP of Business Development The Bank of Missouri

20 \\\ February 2015

Movers and Shakers

➜ Are you or your employees

making waves in the Columbia business community? Send us your news to Editor@BusinessTimesCompany.com

›› Professionals grow, serve and achieve

Shellabarger

Megee

McConachie

Grant

whorton

›› Boone County National Bank

›› Kim Whorton

Boone County National Bank announced several promotions at the end of 2014. Dawn Shellabarger has been promoted to vice president of commercial lending from assistant vice president of commercial lending, a position she held since 2009.

Additionally, Hilary Babcock has been promoted to a residential underwriter III; Jeffrey McLaren, customer service representative I; and Arlene Higgins, customer service representative II.

Whorton, trust officer and relationship manager for Landmark Bank in Columbia, has been awarded the Certified Trust and Financial Adviser designation from the Institute of Certified Bankers. The CTFA designation recognizes individuals who demonstrate excellence in the field of wealth management and trust. ICB is a subsidiary of the American Bankers Association.

›› Jennifer Megee

›› Randy E. White

Megee has been promoted to executive vice president and director of retail banking and deposit services at Providence Bank. In her new role, Megee will be responsible for deposit services and will lead retail operations for all 13 banking centers as well as manage product and business development, consumer lending and affinity programs. Megee has been with Providence Bank since 2009.

Effective Feb. 1, White will replace retiring Fire Chief Charles P. Witt Jr. White is a 16-year veteran of the Columbia Fire Department and has served as deputy chief for more than three years. He will earn an annual salary of $120,000 and will receive a car allowance and other authorized employee benefits.

›› Columbia Convention and Visitors Bureau The Columbia Convention and Visitors Bureau has promoted Megan McConachie to marketing and communications manager and Rachel Grant to public information specialist. McConachie will be responsible for planning and executing the CVB’s marketing budget, media and public relations and communications planning and overseeing the CVB’s online strategy. Grant will be responsible for the CVB’s website content, social media profiles, e-newsletters and other communication projects.

›› Scott Dalrymple Columbia College President Dalrymple has been appointed to the board of directors for the Missouri Innovation Center. MIC is a nonprofit that assists with technology commercialization in mid-Missouri. During his threeyear term, Dalrymple will represent Columbia College, which began offering a major and minor in entrepreneurship in the fall of 2014.

›› Cynthia Louden Columbia College has hired Louden as director of academic assessment. In the newly created position, Louden will assist in the improvement of curriculum across all of

Dalrymple

Mahon

the college’s venues and programs as well as coordinate academic assessment activities collegewide, advise faculty and staff on improving assessment practices and oversee using technology for assessment.

›› University of Missouri The American Association for the Advancement of Science has recognized four MU scientists: Henry C. “Hank” Foley was recognized for contributions to emerging technologies; Silvia Jurisson, for cancer research; K. Krishna Sharma, for ophthalmology research; and Jerry Atwood, for chemistry research. The four are among 401 new fellows elected by their peers.

›› Garnett S. Stokes MU has appointed Stokes as provost and executive vice chancellor for academic affairs. Stokes, whose appointment is effective Feb. 2, was formerly the provost and executive vice chancellor for academic affairs at Florida State University, where she focused on several initiatives to elevate the university to a top-25 public research university.

›› Jessica Mahon Mahon is now the director of employment services at Alternative Community Training. She will oversee both ACT Career Services and ACT Works. She began working at ACT in 2008 as a community liaison manager and then worked as program manager for the Community Employment Program prior to her recent promotion. CBT columbiabusinesstimes.com /// 21

Briefly in the News

›› A rundown of this month’s top headlines

$100,000 Mark and Carol Stevenson of Real Estate Management Inc. have donated $100,000 to Job Point’s YouthBuild Program.

This is the second-largest donation Job Point has ever received. The YouthBuild Program teaches construction job skills to young people between the ages of 17.5 and 24 from low-income backgrounds.

award winner

$3.1 million Tobacco University of Missouri Children’s Hospital now has a larger neonatal intensive care unit to provide critical care to more premature and critically ill newborns.

The hospital completed a $3.1 million renovation of the NICU this month. The expansion adds 10 beds to the unit, which brings the total number of specialty beds to 48.

The NICU now includes 20 single-patient rooms, two lactation areas (giving new mothers private space for breastfeeding), a family-infant room where families can stay overnight with their newborns to simulate how it might be once the newborn is at home and away from constant medical care, a portable digital X-ray machine and developer and a new blood gas laboratory.

Construction and new equipment in the NICU were funded through a number of donations, including a $1 million pledge from MizzouThon, the largest student-run philanthropy at MU. The NICU has been renamed the MizzouThon Neonatal Intensive Care Unit in recognition of the group’s pledge.

at 21

In a landmark decision, the Columbia City Council passed an amendment in a 6-1 vote to raise the legal tobacco and e-cigarette sale age.

The legal tobacco sale age will be raised from 18 to 21, effective immediately. The amendment also revised what was included in the indoor air policy, prohibiting the use of e-cigarettes in public places.

nonprofits unite Columbia College has been honored with two recent awards.

The college was recognized with the Students Before Profits Award from Nonprofit Colleges Online, and it was also recognized in Military Advanced Education’s 2015 Guide to Colleges and Universities.

22 \\\ February 2015

The Boone County Council on Aging merged with Services for Independent Living at the end of last year.

The new organization will function under the name Services for Independent Living. The merger is meant to increase the scope and accessibility of services provided by the two organizations.

“I believe this merger is key to the long-term success of BCCA’s model and our clients,” says Boone County Jessica Macy Council on Aging Executive Director Jessica Macy. The Boone County Council on Aging will continue to offer its volunteer and case management services under the new merger.

What’s happening health care success Stephens College is establishing an Academy of Health Sciences to promote interest in the sciences and connect students of all ages to promising futures in the health care industry.

The academy will provide learning opportunities using strong academic and experiential curricula on the Stephens campus in Columbia.

Programming will be available to K-12 and undergraduate students.

grand opening Pebble Campaign Management held a grand opening Jan. 15 at its office at 501 Fay St., Suite 120. The company provides “strategic solutions for today’s conservative landscape,” according to its website. Pebble provides a dashboard to monitor campaign status, services to make canvassing easier, mail list and event management, donor tracking and more.

Ban the Box At the Dec. 1 Columbia City Council meeting, the council passed an amendment to create “Ban the Box” legislation for the city. Ban the Box is an initiative from the Human Rights Commission and the National Employment Law Project to remove employment barriers for ex-offenders returning to society. The legislation will prohibit employers in Columbia from asking applicants questions regarding criminal history until after a job offer has been made. Although certain jobs are exempt from the legislation as required by the federal and state government, inquiries into an applicant’s criminal history are prohibited both on the application and during an interview.

Columbia is the second city in Missouri to pass Ban the Box legislation, following Kansas City.

dream big The Callaway Bank has launched a lending program for high school-aged entrepreneurs. The Youth Entrepreneur Program, or YEP, will offer low-interest Kim Barnes loans of up to $1,000 for students starting a business.

“Students today aren’t limited by the same obstacles they were even 20 years ago,” says Kim Barnes, president and CEO. “Technology lets them build a business with much more flexibility.”

The program will also assist students with preparing a budget, a business plan and presenting a loan request. Although a parent or guardian must co-apply for the loan, The Callaway Bank press release states the program will help students learn financial responsibility and accountability.

smart growth The City of Columbia’s efforts to handle parking downtown and make the city a more walkable destination have gained national recognition. Columbia was named one of 14 communities throughout the country that will receive free technical assistance from Smart Growth America in 2015.

According to Smart Growth, the organization received more than 120 applications for technical assistance in 2015.

$20 million

Blinkx, an Internet media company that connects consumers and brands through premium content online, has acquired Columbiabased AdKarma as of Dec. 19, 2014. Blinkx and AdKarma entered into an agreement for an initial consideration of $15 million in cash and an additional $5 million in cash or stock, payable in one year.

AdKarma, a video supply side platform, ranked as one of Inc. 500’s fastest-growing businesses nationwide in 2014.

According to a press release from Blinkx, the acquisition of AdKarma will not only “enable Blinkx to further expand its footprint within the programmatic advertising ecosystem” but will also provide financial contributions. AdKarma’s gross revenue in 2013 was $13.3 million, an increase of 102 percent over 2012, and its gross profit grew by 118 percent from 2012, to $2.4 million in 2013. CBT columbiabusinesstimes.com /// 23

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A Closer Look

New Businesses in

Columbia

›› A quick look at emerging companies

1. Columbia Culinary Tours LLC

3. Charming Charlie

5. Tiger Bounce

Kerri Linder wants tourists and Columbia natives alike to experience the flavors of Columbia. She’s the owner of Columbia Culinary Tours, a food and social tour experience where participants visit five to seven restaurants and food specialty shops. At the restaurants, participants meet the owners and try the cuisine. While walking from restaurant to restaurant, Linder talks about the history of downtown Columbia. Scheduled tours will pick up again in April. Until then, private tours are available. Linder says every tour provides a combination of fun new food experiences that satisfy your taste buds and gives you a greater appreciation for Columbia and its history.

Contact: Kerri Linder, 573-808-6880

The first Charming Charlie opened in 2004, but the brand has grown to include more than 200 stores nationwide. The fashion accessories retailer opened a store at the Columbia Mall in the fall of 2014. It is its 10th store in Missouri, with the other nine located throughout the state: four in the St. Louis area, three in the Kansas City area, one in St. Joseph and one in Springfield. Charming Charlie stores, which are organized by color, offer accessories, including jewelry, handbags, eyewear, scarves and shoes.

The store took over the space left vacant by the closure of Coldwater Creek in addition to filling an adjacent vacant space. The store fills 4,350 square feet.

Contact: Charming Charlie Columbia, 573-445-2518

Columbia’s only indoor inflatable children’s entertainment center has opened at 3601 Buttonwood Drive. Tiger bounce offers wall-towall inflatables, arcade games, full concession options and private party rooms. There is also a VIP toddler area designed for infants and preschool-age children to “help shape your child’s young mind through interaction and play,” according to Tiger Bounce’s website.

Adults accompanying a child and children under 1 year old are admitted free. Admittance for children between 1 and 3 costs $4.99 Monday through Thursday and $6.99 Friday through Sunday, and children over 4 are $7.99 and $9.99.

Designed for children under age 12, Tiger Bounce offers daily open admissions, private party reservations, parents’ night out and teen nights.

Contact: Jason McCleary, 573-303-3695

2. Panda Express

4. Iron Wolf CrossFit

Columbia’s first Panda Express has opened at 91 Conley Road. The location is operated by The Panda Restaurant Group, which does not currently offer franchises. Developers, real estate brokers and landlords are encouraged to submit sites for consideration as the company “aggressively seeks new locations,” according to its website. The first Panda Express was opened in 1983 in Glendale, California, and the company now operates 1,691 restaurants in the United States and Puerto Rico. It is the fastestgrowing Chinese restaurant concept in the U.S. The site is expected to employ between 15 and 30 people, as reported by the Columbia Daily Tribune.

Contact: Panda Express, 573-256-0286

Leisa Detelich, one of the three founders of Iron Wolf CrossFit, wants to take the intimidation out of trying CrossFit for the first time. She says her goal for the new gym, which is located at Broadway Business Park Court, Suite 103, is to make everyone feel comfortable, safe and happy. The gym offers both CrossFit classes and personal training. Detelich says technique and excellent coaching are at the forefront of what Iron Wolf does on a daily basis. CrossFit exercises mimic movements in day-to-day life or sport, and Iron Wolf focuses on improving functional movements that are necessary and common in daily activities, according to ironwolfcrossfit.com.

Contact: Iron Wolf CrossFit, 573-445-1049

3

1 2

6. Girard Custom Homes Girard Custom Homes is a family-owned and operated custom and semi-custom homebuilding company with an emphasis on energy efficiency. The company builds new homes throughout mid-Missouri. Some of the new home communities in Columbia the company is building in include Bristol Lake, Old Hawthorne, Copperstone, The Estates of Thornbrook, The Vineyards and the Village at Bearfield. Joint owner and real estate agent Zack Girard says the energy-efficient features in the homes have a more positive impact on the environment and save homeowners money.

Contact: Zack Girard, 573-825-5200 CBT

5 4

6

➜ Are you an entrepreneur? Are you sprouting a new business? Tell us about it at Editor@BusinessTimesCompany.com columbiabusinesstimes.com /// 25

Photo by Casey Buckman

26 \\\ February 2015

Business Update

›› Transformed, trending and up-to-the-minute

moving forward

Growth Mode

Big changes are coming to Boone Hospital Center.

After being listed as one of the top four hospitals in Missouri by U.S. News & World Report, breaking ground on a new campus and completing a $2 million renovation to the main campus, 2014 was a whirlwind year for Boone Hospital. However, according to Boone Hospital Center President Jim Sinek, he and his staff have no intention of slowing down the momentum in 2015.

“Clearly, Boone Hospital Center is in a growth mode, and because of that, it’s going to be an exciting year for us,” says Sinek, who has been with Boone since 2013. Some of the projects to look forward to in the coming months include the beginning phases of a $14 million renovation to BHC’s surgical suites; the completion of the Facility Master Plan, which will prioritize construction and renovation projects throughout Boone Hospital Center; and the completion of the new south campus medical plaza.

A new side of town The opening of BHC’s south Columbia medical campus has been highly anticipated, both by hospital staff and community members. The board of trustees broke ground on the new location at the corner of Nifong and Forum boulevards last July. BHC has grappled with how to provide convenient care to community members in the area for more than a decade. South Columbia has been one of the fastest-growing parts of the city for several years, experiencing widespread development and population increases. “This project has been a long time coming, thanks to the historic vision of our board of trustees,” Sinek says. The board purchased the 14 acres of land for the campus in 1989 with the hope that one day BHC would be able to provide extensive medical care to community members in the area.

By Torie Ross

Boone Hospital provides care to people in 25 mid-Missouri counties. It employs more than 2,000 people and 350 physicians and offers 397 beds. Photo courtesy of Boone Hospital.

The new 80,000-square-foot building, which is set to open Oct. 1, 2015, will include a primary care clinic, rehabilitation services, women’s services including mammograms and bone-density screenings, a full pharmacy, physical therapy services and a Boone family practice clinic. Myrl Frevert, director of support services for Boone Hospital Center, says when all is said and done, BHC plans to have an additional two to three buildings of medical offices on site, adding up to a grand total of 125,000 square feet of medical space.

The south campus will also include a reflecting pool, complete with park benches and a walking trail that will wind throughout the entire development. The reflecting pool and benches will serve as a permanent memorial to Columbia Police Officer Molly Bowden, who was killed in the line of duty in 2005.

Sinek says the hospital’s main priority with the new development is to provide the same quality of care that BHC has come to be recognized for throughout mid-Missouri. “We want to give our patients efficient, easy access to high-quality care, just the same as if they came to our main campus,” Sinek says.

Community care, medical prowess Boone Hospital Center prides itself on a lot of things. Between serving as one of the top hospitals in the country for clinical outcomes, consistently remaining a leader in innovative medical technology and acting as an industry example for patient care, BHC juggles a lot of hats. Becker’s Hospital Review nationally ranked BHC’s oncology, orthopedics and heart physicians in 2014; the hospital contincolumbiabusinesstimes.com /// 27

In January 2014, BHC added 96 additional private patient rooms to its main campus. Photo courtesy of Boone Hospital.

ued to serve as the only hospital in mid-Missouri where patients could receive minimally invasive and robotic surgeries; and in January 2014 BHC added 96 additional private patient rooms to its main campus.

The hospital’s newest branding and marketing strategy aims to show that providing excellent customer care and being a leader in the medical industry are not mutually exclusive, especially where BHC is concerned. “Our increased recognition throughout the medical community is critically important to our patients and to the reputation of our hospital,” Sinek says, “but at the same time, we’ve always been known in mid-Missouri as the hospital of choice for our community members.”

Sinek says the message coincides perfectly with BHC’s growth projection in the coming years. As Boone Hospital Center works to expand its existing campus, completes the south medical campus and continues to open primary care clinics across mid-Missouri, more community members will have access to BHC care than ever before. The hope is 28 \\\ February 2015

that whether a patient is visiting his or her family physician in Ashland, filling a prescription at the south campus or receiving an MRI at the main campus, the quality of service and the expertise of the staff will not waiver.

Continued improvement Although the directors and staff at BHC love to look at the big picture, even projecting growth as far as 18 years from now, they never forget about the little details. Fre-

“It’s the small details that matter. Even though you may not notice them right away, in the end it’s what makes us stand out.” — Myrl Frevert, director of support services, Boone Hospital Center

vert says everything from adding more handrails throughout patient rooms for increased safety, to working on updating the cafeteria, to planning tirelessly to provide private rooms for NICU patients is essential to the continued improvement of BHC. “It’s the small details that matter,” Frevert says.

“Even though you may not notice them right away, in the end it’s what makes us stand out.”

“We will never stop working to improve,” Sinek explains. Although he says many ideas for renovation and growth come from the board and staff members, BHC’s biggest sources of ideas are its patients.

“We’re always striving to provide the best care for our patients and their families,” he says. “So how do we do that? By reaching out, asking how could we do better and trusting the opinions of our patients and those who have an influence over their care.”

As immense growth looms on the horizon for Boone Hospital Center in the coming year, the BHC staff hopes to continue the hospital’s 90-year legacy well into the future. CBT

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Meet Michael Urban, owner of Harold’s Doughnuts. Michael obtained an SBA loan from The Bank of Missouri to open the first craft doughnut shop in downtown Columbia. Harold’s Doughnuts is about bringing joy to people through the sweet tastes of the classic American treat.

An SBA loan can help you finance an entire business, equipment and fixtures, business real estate and much more.

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P.Y.S.K. Person You Should Know

Dr. Timothy Fete

Medical director, University of Missouri Children’s Hospital; Children’s Miracle Network Distinguished Professor and chairman, Department of Child Health, MU School of Medicine ›› Job description: I’m responsible for the clinical, educational, research and advocacy missions of the MU Department of Child Health and MU Children’s Hospital.

Age:

62

›› Years lived in Columbia/mid-Missouri: Six ›› Original hometown: St. Louis ›› Education: B.A. in chemistry (1974), University of Dayton, Dayton, Ohio; M.D. (1977), Washington University School of Medicine, St. Louis; M.P.H. (1998), Saint Louis University School of Public Health, St. Louis ›› Community involvement: Most of my time is spent in advocating for the health and well-being of children through interactions with a number of organizations that focus on the needs of our most important but vulnerable population. ›› Professional background: Most of my career has been as a practicing pediatrician and educator. I have been involved in caring for underserved populations: three years in a health-underserved county in rural Utah, 19 years in inner-city St. Louis and now a return to care for rural underserved children in Missouri.

Photo by Sarah Redohl

›› A favorite recent project: The small role I had in supporting the development of the Pediatric Palliative Care Program at MU Children’s Hospital.

The real work was performed by Dr. Brooke Geyer and Merideth Lehman. ›› What people should know about this profession: Pediatricians consider it an honor and a blessing to be able to work with children and their families. We consistently love to go to work each day because of the many personal rewards we gain when we feel like we have helped a child. columbiabusinesstimes.com /// 31

›› A Columbia businessperson I admire and why: I’m not sure they would consider themselves as businesspersons, but I have great admiration for Pam Ingram and her husband, Dr. Ellis Ingram. Pam runs Granny’s House, with much support from Ellis. Granny’s House provides an afterschool environment of love, nutrition, education and support for children from Columbia’s underserved populations. They are very active in educating nursing and other health professionals regarding the unique needs and opportunities for this very vulnerable population.

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›› Why I’m passionate about my job: For me, there is nothing more important than assuring a wonderful future for our children.

My personal goal is to help the MU Department of Child Health and MU Children’s Hospital to achieve the following: Through quality patient care, innovative education, creative research and vigorous advocacy, we will partner with patients, parents and the community to assure that the physical, emotional and spiritual needs of this and future generations of children will be met with competence, dignity, justice and compassion. ›› If I weren't doing this for a living, I would: Be in some other position that allows me to work with children and families. ›› What I do for fun: Anything outdoors with my wife and family: hiking, mountain biking, kayaking, exploring new territory. ›› Family: The best part of life. I have a wonderful wife and partner of 41 years, Mary. We have five amazing adult children and 12 delightful grandchildren. ›› Accomplishment I’m most proud of: Raising five fantastic children who seem to still love us! ›› Favorite place in Columbia: Our home. ›› Most people don’t know that I: Am incredibly shy. CBT

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Roundtable › Al Germond

point-of-view

The City Council Bouncy House It’s on page 63 in my copy of the Columbia City Charter under “Recall Petition.” Gather valid signatures from at least 30 percent of the voters in the last election, and you have the opportunity to fire the person who won.

Faced with that reality, 1st Ward City Councilwoman Ginny Chadwick resigned rather than try to save one of the shortest tenAl Germond is the ures on Columbia’s most august deliberative host of the Columbia body. Other recent recall efforts have failed, Business Times but it was the successful 1990 ouster of 5th Sunday Morning Ward Councilman Chester Edwards that’s as Roundtable at 8:15 far back as I can remember. Chadwick was a a.m. Sundays on KFRU. novice, well intentioned, perhaps, but naïve He can be reached at al@columbiabusiness nonetheless. Recall elections should be about times.com. egregious, dishonest performance, which more than 30 percent of those who bothered to vote in her ward believed to be the case.

Step right up to the Columbia City Council bouncy house and shooting gallery in a city increasingly fraught with anger, division and contentiousness.

Today’s City Council is a far cry from the old boys’ clubs of the past where men dressed in suits who were mostly careered in academe, business and the bar spent every other Monday evening discussing budgets, planning, zoning and infrastructure issues.

Nonpartisan as stipulated in the 1949 Charter, council members would be considered conservative by today’s measure. Occasional eruptions brought forth bold headlines when liquor by the drink, leash laws, cable television, urban renewal, the Elkhurst Regional Airport and daylight time were making runs toward the finish line. Don Allard became city manager in 1962, and with the rising importance of Public Works Director Ray Beck, Columbia, amidst rapid growth, seemed well managed and in good hands.

Governance took on a different tenor after April 6, 1971, when Betty Anne McCaskill (1928-2012) became the first female councilperson; she represented Ward 3. At the same time, University of Missouri anthropology professor Houston Clyde Wilson Jr. (1926-2010) began the first of his four council terms representing the 4th Ward. He went on to serve one two-year term as

Recall elections should be about egregious, dishonest performance, which more than 30 percent of those who bothered to vote in her ward believed to be the case.

In 1949, Columbia became the fourth city in Missouri to adopt a charter. This hardcover book shows the Columbia City Charter as written in 1952. Photo by Sarah Redohl.

mayor. Their political tendencies were less concealed and certifiably liberal, and controversy quickly enveloped the city manager. Don Allard was fired on Sept. 5, 1973, replaced by more academically inclined Terry Novak, who exponentially ramped up the number of advisory boards and commissions, many of them ready to initiate controversy at the slightest whim, planting the seeds of more controversy and contentiousness since then.

In Chadwick’s case, she angered a number of activist constituencies, and what she promised but didn’t deliver on throttled them into recalling her. This comes amidst a curious echo from the late Clyde Wilson that finds his wife, Betty, engaged as a plaintiff in the ruckus over the OPUS project.

The caveat is to be mindful of the unintended consequences that may result from what you are seeking; a heretofore silent constituency of more conservatively inclined people has been collecting contributions, ready to engage consultants, pollsters and other professionals who will definitely participate in future elections.

Here’s the recall math for the April 2013 municipal election. In the 5th Ward, a total of 4,894 votes were cast. Ian Thomas beat incumbent Daryl Dudley with 48 percent of the vote. Not a landslide for Thomas, his workers got out the vote in the closer-in older neighborhoods, while newer, more conservative trending outback areas stayed home. Thomas is not unpopular enough to provoke a recall effort to gather the required 1,468 recall petition signatures.

Third Ward Councilman Skala, on the other hand, is more vulnerable, having beaten his opponent by only 154 votes out of 1838, 30 percent of which is 551.

That’s a more manageable number if anyone is game to recall this counselor who, like Thomas, won because close-in supporters came out in droves, while less engaged, probably more conservative outlanders didn’t bother to vote.

No one is advocating any more recall efforts, but here’s a tool that’s always available if enough of us ever get riled up about a councilperson and what he or she is doing. CBT columbiabusinesstimes.com /// 35

MORE

than fires It’s called the Columbia Fire Department, but for the men and women on staff, duties reach far beyond the flames.

by Claire Boston ďż˝ Photos by anthony Jinson

36 \\\ February 2015

columbiabusinesstimes.com /// 37

From left: Randy White, Charles Witt and Brad Fraizer.

Photo by Anthony Jinson.

38 \\\ February 2015

C

Columbia’s first snow of the year measured barely an inch, but it was enough to keep fire stations across the city busy all morning.

Plows were out, but roads were slick enough to cause eight car accidents before 9 a.m. on Dec. 18. Fire Station 1, Columbia’s busiest station, responded to half of the accidents, often with ambulance teams from University Hospital and Boone Hospital in tow. Several accidents required extrication, the specialized practice of removing trapped crash victims from their cars.

After rush hour, the six firefighters on duty at Fire Station 1 were ready for a slower afternoon.

In their downtime, they have time to cook, chat and work out. But they’re always ready to respond; they try to be at the scene of an emergency in no more than five minutes.

Columbia firefighters working the 24-hour shift that covered most of Dec. 18 responded to 36 emergencies. That’s more than the 26 calls Battalion Chief Brad Fraizer says the department averages in a typical day. What was also above average was the number of fires the department responded to. In 24 hours, there were two fire calls — 5 percent of the day’s volume.

Behind the scenes In the first 50 weeks of 2014, the Columbia Fire Department responded to 345 fire calls, which made up just 3 percent of the more than 11,000 incidents to which they were dispatched. Columbia’s firefighters may be most visible when they’re dousing flames, but in more than 60 percent of their calls, they respond to medical emergencies where their primary duty is to assist ambulance crews and provide basic medical care. It might seem like a strange division of labor for a department that is stretched thin as it struggles to expand its staff to meet the needs of a growing city, but as long as the Fire Department has nine stations and Columbia has just two ambulance hubs, the model of service is unlikely to change.

Even if ambulance personnel alone can handle a medical emergency, Fire Chief Randy White says a person’s life is more than worth what the Fire Department spends on gas each trip.

“We’re called the Fire Department, but we’re actually more like the emergency department,” White says. “Anything they don’t know who to send to, they send the Fire Department. That’s just part of what we do.”

White and Charles Witt, who will retire as fire chief Jan. 31 after a 28-year career with the

department, can recall dozens of unusual emergencies the department has responded to. Firefighters once rescued a parrot, and they’ve responded to a few real-life cases of cats in trees. They’ve gotten people out of stalled elevators and removed stuck pieces of jewelry.

Compared to other departments of its size, the Columbia Fire Department’s duties, Fraizer says, are pretty typical.

In the case of medical emergencies, a fire truck and an ambulance are often dispatched to an emergency scene together to ensure quick response times and save the minutes wasted by calling backup later. Ambulances carry two emergency personnel, and it often takes more than two people to lift a stretcher into an ambulance. Fraizer says there are cases when a fire truck may head to a scene alone, but apart from scheduled medical transports, an ambulance would rarely go without a fire truck.

Columbia’s fire response system is standard, but the department, which has a $17.1 million

“We’re called the Fire Department, but we’re actually more like the emergency department. Anything they don’t know who to send to, they send the Fire Department.

That’s just part of what we do.” — Randy White, fire chief, Columbia Fire Department budget for fiscal year 2015, a 9.5 percent increase from its estimated fiscal year 2014 budget of $15.6 million, hopes to hire more staff. It employs 137 firefighters but needs to hire 22 more to meet the National Fire Protection Association’s recommended staffing levels.

Proposition 1, a ballot initiative that would have raised property taxes to fund 15 new firefighting positions, failed in November. White, who took over for former Chief Charles Witt on Feb. 1, says the department is working on finding ways to hire new staff. In recent years, Witt secured more than $1 million in grant funding to hire five new firefighters and upgrade equipment, but the grant money is only temporary.

The department training budget was cut when city finances shrunk, and White says one of his primary goals as the new chief is to find ways

to add to that part of the budget. He says the department has a reputation to uphold.

“This department has been a leader, not only in this area but also in this state, of being able to be very good at what we do,” White says. “There are some great departments around the state, and we’re considered one of them.”

Fraizer says the department also has plans to construct a 10th fire station, which would take 12 firefighters to staff, to keep up with the increased number of calls that have come as Columbia’s population has grown. Medical call volume has increased at about 10 percent annually.

It takes a team After the morning rush-hour accidents, Fire Station 1 had a slower afternoon. No fires. No car accidents. Just medical calls. For many calls that come in near downtown, Joint Communications, which handles 911 dispatch for Boone County, sends out Snozzle 1, one of the station’s two trucks, and an ambulance. Either service could arrive on a scene first.

Most fire trucks are dispatched with three fire station personnel. The most senior officer supervises the scene, while the other two tend to the emergency.

On Snozzle 1’s first call of the afternoon — a woman in a medical clinic on Walnut Street was having trouble breathing — an ambulance from Boone Hospital Center beat it to the scene.

The truck driver noticed the ambulance’s flashing lights while maneuvering past a stopped car about a block from the clinic.

“I’d just about call that Christmas,” he says.

Inside the clinic, ambulance personnel were busy asking the woman questions about her medical history and checking her vital signs. The firefighters helped the ambulance crew load the woman onto a stretcher and into the ambulance.

Fraizer says this sort of teamwork is common during a medical response.

“We work together very well with them,” Fraizer says of the ambulance staff. “Fire Department personnel stabilize and work to stop the forward progression of a medical event by providing basic life support and then transfer patient care over to ambulance personnel.”

Although all firefighters hold basic emergency medical technician training, and some hold more advanced paramedic training, ambulance personnel have more medical equipment and can perform more services. In a medical emergency, firefighters columbiabusinesstimes.com /// 39

The Columbia Fire Department has nine stations. On Feb. 1, Chief Charles Witt (pictured at left) will be succeeded by Deputy Chief Randy White.

try to stop the emergency from getting worse. They can control heavy bleeding, for example, or administer oxygen to a patient who is having difficulty breathing. They don’t, however, do more advanced skills such as administering medication or inserting IVs. “Our goal is to stop the forward progress of a medical event,” Fraizer says. “Advanced medical support actually intervenes to reverse and better a medical event.”

On the next call, less than 20 minutes later, the Snozzle 1 team headed to Douglass High School, where a student had collapsed. This time, they arrived before the University Hospital ambulance. They grabbed their medical kit and an automated external defibrillator and were let in a side door. One firefighter began monitoring the boy’s heart rate and breathing and hooked him up to a portable oxygen machine. Another asked questions for a quick medical history. How old are you? Do you know where you are?

Have you ever collapsed before? Does anything hurt?

When the ambulance arrived a few minutes later, the firefighters deferred the medical care to them. They went over the medical history they’d learned with the ambulance responders and took on a supporting role.

One firefighter helped the boy sit up by having him lean against the firefighter’s leg. Another assembled a collapsible wheelchair for the boy and helped carry him down a short flight of stairs and load him in the ambulance. An ambulance worker handed one firefighter a new set of oxygen tubing to replace the one they used at the scene.

“Our people are problem-solvers,” White says. “The whole goal of our service is to get there, stop whatever is happening and then try to return it as close as possible to normal as we can.”

Like family Afternoons at Station 1 tend to be slower, but calls usually pick up around rush hour. There usually aren’t many calls later in the evening, but the middle of the night can get busy, thanks to alcohol-fueled incidents. A busy night can mean two hours of sleep, and getting anything close to seven uninterrupted hours is almost unheard of.

At Station 1, where everyone sleeps and lives in shared quarters, firefighters are quick to describe their co-workers like family. They bond over the course of 24-hour shifts and often make meals, work out or watch TV together between calls. Witt says firefighters have special bonds, but the camaraderie extends to the relationship the Fire Department has with ambulance staff and police officers as well.

“We’re all basically first responders, and we work hand in hand to deliver that public safety package,” Witt says. CBT 40 \\\ February 2015

Call breakdown between Jan. 1, 2014, and Dec. 15, 2014 Source: Columbia Fire Department

Total calls:

11,149 Fire calls:

345

Total damage caused by fires:

$4.7 million 1.8% 3%

12%

13.4% 3.2% 4.3%

62.3%

Fire Rescue and emergency medical service incident Non-fire hazardous condition Service calls Good intent calls False alarms or false calls Other

Staff for Life

BY Claire Boston In 1980, University Hospital trauma surgeon Frank Mitchell conducted a study that found that 40 percent of fatally injured trauma patients could have survived their wounds with more rapid medical intervention. The research inspired him to begin University of Missouri Health Care's Staff for Life helicopter service, a more than 30-year-old service and central Missouri's sole medical helicopter provider.

The service transports some of midMissouri's most critical patients to health care facilities around the state. Each flight carries a nurse, paramedic and a pilot who work with law enforcement officials and hospitals to respond to serious accidents and illnesses and provide interhospital transport services. For nearly 15 years, MU Health Care has worked with the Colorado-based Air Methods Corp., a medical transport company, to provide the service.

Although Air Methods owns the helicopters, they're customized for MU. The service's newest helicopter, unveiled in 2012 to celebrate the program's 30th anniversary, bears black and gold tiger stripes and a Missouri Tigers logo.

When MU Health Care began operating its helicopter service in 1982, it served about 70 patients in its first year using a single helicopter. Now its three helicopters, which are owned and operated by Air Methods but staffed by MU Health Care employees, go on about 800 calls annually. The flight staff is on call 24 hours a day, seven days a week.

Helicopters stationed in Columbia, Osage Beach and LaMonte provide service around the state, with transports particularly concentrated in mid- and west-central Missouri, along with Kansas City and the Lake of the Ozarks region.

MU Health Care spokesman Derek Thompson says the Staff for Life service has dual roles: It provides transports between hospitals, typically when a patient needs more advanced care than a small hospital can provide, and makes “scene flights,” where it works with local emergency services to send patients

When MU Health Care began operating its helicopter service in 1982, it served about 70 patients in its first year using a single helicopter. Now its three helicopters… go on about 800 calls annually. directly to hospitals that can provide specialized care.

Thompson says the helicopters, which receive dispatch orders from Air Methods’ Central Communication Center in Omaha, Nebraska, can land in just about any open space that is at least 100 by 100 feet and free of hazards such as trees, wires, cars and other debris.

“The Staff for Life Helicopter Service works directly with local fire departments to land at or near accident sites at predesignated or selected landing zones,” Thompson says. “A helicopter could land in a field, provided the site meets safe landing requirements.”

The Commission on Accreditation of Medical Transport Services re-accredited Staff for Life in December for a three-year period. The service has held the accreditation since 2003. CBT columbiabusinesstimes.com /// 41

One-to-One With individual attention and concentrated coaching, 1:1 physical therapy gets clients, many who are endurance athletes, back on their feet.

By Christi Kelly | Photos by Anthony Jinson

Pictured: Mark Wilson.

42 \\\ February 2015

S

Sally Blakemore just wanted her life back.

After total ankle replacement surgery in October 2013, she saw some improvement with physical therapy but eventually hit a plateau. The pain and swelling came back, until even carrying a laundry basket across the house became a challenge. As a 43-year-old mother of three with a demanding full-time job, she needed to get her function back fast.

That’s when she went to see physical therapist Mike Frossard and experienced his unique oneon-one, private-pay therapy model — and everything changed.

An individual focus Frossard opened 1:1 physical therapy & RUN in south Columbia (next to Shakespeare’s South) in fall 2014 with a goal of spending more time with individual clients to provide a more comprehensive, focused and personal experience.

The business has two components: 1:1 physical therapy for those recovering from injuries, and RUN, an analysis and coaching service for endurance athletes such as marathon runners.

Instead of meeting with a therapist in a traditional setting, where the therapist works with two or more patients at once, Frossard’s clients get one-on-one attention in concentrated doses.

The idea is to increase the effectiveness of each session and get clients better faster, with longer-lasting results.

“I get Mike’s full attention the entire time,” Blackmore says, compared to her previous experience as one of three or four patients per therapist. “The time I spend with him is effective and efficient, and I see results more quickly.”

Once she started working with him in late 2014, Blakemore quickly began to see improvement in her pain levels, stamina and strength.

She also feels that she understands her injury and recovery process better because of the individual attention.

“He holds me accountable, and I get feedback all the time” while doing exercises such as leg lifts or stretches, she says. “Do you know how many reps I did the wrong way before this?”

Inspiration for the one-to-one business model came from Frossard’s 17-year physical

therapy career, including 10 years in the workers’ compensation setting, where he focused on resolving pain and assisting clients with return to work. Although this was a rewarding career, he wanted to spend more time treating the whole body and resolving all of his clients’ injuries.

“When I started looking into opening a practice, the standard insurance-based model didn’t meet my goal of providing Columbia with a more comprehensive and intimate PT experience,” Frossard says. “It required too much overhead, and I’d have to see too many clients to make ends meet.”

To do the kind of one-on-one therapy he envisioned doing, he needed a different financial model and discovered the private-pay approach.

Today he’s averaging about four clients per day, three days a week. Many of his clients have chronic injuries that haven’t responded to treatment at other facilities, and like other physical therapists, most of his clients come in with joint or back injuries.

Client Steve Keithahn, a physician and triathlete with 10 years of experience, recently started seeing Frossard for a chronic hip injury that flared up about 15 months ago.

First he went back to the traditional physical therapy setting, which had helped in the past, but he says he couldn’t get completely better. He knew Frossard and decided to give his approach a try. It worked.

“You get better faster because what you’re doing is more effective,” he says. “His goal is to get you out on your own.”

“Every small business needs a niche market, and I chose the endurance athlete.”

— Mike Frossard, physical therapist, 1:1 physical therapy

How private pay works As an example, a patient with an injury visits a doctor, who prescribes physical therapy three times a week for three weeks. The patient is free to choose any therapist he or she wants.

In a traditional insurance-based clinic, for each visit the patient will get about 25 minutes of one-on-one time with a licensed therapist and will likely have a $50 co-pay. That’s a total of 225 minutes of a therapist’s attention over nine sessions, for $450.

At 1:1, patients average two sessions per week for two weeks, then one session the final week. Although that is fewer sessions than columbiabusinesstimes.com /// 43

“By taking insurance out of the equation, I empower my patients to be better consumers. What I’ve done is create the time for me to spend as much time as I want with each patient.” — Mike Frossard, physical therapist, 1:1 physical therapy Keithahn also submits his own insurance claims. Although he admits that minor hassle is a downside to the private-pay model, he says it’s a bigger hassle to keep going back to less-effective therapy programs.

“Getting better faster is an investment in itself,” he says. “Mike is worth it.”

In the running

Pictured: Mike Frossard.

prescribed, it actually includes substantially more personalized therapy: 75 minutes of oneon-one time with the therapist for a total of 375 minutes over five sessions.

Frossard charges a flat $133 per visit and guarantees at least 60 minutes of one-on-one time for that fee. In this example, the total would be $665 before insurance is involved. The pay model is based on clients paying the full amount directly to 1:1 and then seeking insurance reimbursement on the back end themselves. Frossard’s assistant, Laura Haycook, assists clients with self-claim difficulties.

The private-pay model is also known in the industry as cash-based or out-of-network.

“By taking insurance out of the equation, I empower my patients to be better consumers,” he says. “What I’ve done is create a window for me to spend as much time as I want with each patient.”

Clients can seek reimbursement from private insurance or from Health Savings Accounts or employer flex plans. Frossard says his clients have had an easy time getting HSA reimbursements and have had mixed success with private insurers.

44 \\\ February 2015

Even without insurance reimbursements, Frossard says the model benefits every patient.

“What’s your time worth?” he asks. “Faster than average outcomes and a decreased number of visits mean less missed work and family time and less travel.”

Clients also benefit from seeing the same therapist at each visit and only paying for skilled treatments; Frossard says he makes it a point to focus on manual therapy and exercises that require guidance and feedback rather than simply having a client repeat exercises he or she does at home.

Explaining the private-pay model and its benefits to prospective clients has been one of the bigger challenges Frossard has faced. “It’s been tough getting people to see the value of going out-ofpocket to get quality care and making a self-claim for reimbursement,” he says.

Blakemore submits insurance claims herself and says the results she’s seeing are well worth the extra paperwork.

“The value for me is in the results,” Blakemore says. “I’m getting to the finish line faster.”

Alongside the physical therapy side of the business is RUN, Frossard’s consulting service where he coaches runners and other endurance athletes.

This portion of the business evolved from his experience and desire to treat difficult running injuries, combined with his own love of running.

RUN’s target market is motivated athletes looking to boost their performance or train for an upcoming event, and Frossard approaches them from not only an analytical point of view but also a personal one. A longtime accomplished runner and triathlete himself, Frossard has competed in multiple Ironman-distance and shorter triathlons, marathons, half marathons and road races across the Midwest.

“Every small business needs a niche market, and I chose the endurance athlete,” he says. “It’s beneficial for these clients to have a clinician who understands their lifestyle, goals and training routines.”

Runners working with Frossard receive a 90-minute gait/run analysis that includes a wholebody strength, flexibility and stability assessment, as well as a two-camera video analysis of running mechanics. The video is then slowed to 60 frames per second to analyze biomechanics and symmetry.

This assessment can be used on healthy athletes wanting to improve efficiency and runners returning from injury, such as Keithahn.

“For triathletes, it’s so much repetition for so long that even subtle weaknesses and strengths can manifest in pretty significant injury,” he says. After his gait analysis and other work, “Mike had to tweak a few things for me, but boy, it made a huge difference.”

Keithahn was able to improve not only his hip pain but also his speed and endurance.

Frossard’s partnership with professional endurance coach and physiologist Joe Company has created a strong support option for the robust community of runners and triathletes in mid-Missouri.

“Mike does running screening, addresses weaknesses and issues before they happen, builds rehab programs and offers the AlterG treadmill,” he says, “and I can organize the training program for each person.”

Like Frossard, Company is an accomplished endurance athlete with the benefit of both personal experience and academic knowledge of how the body performs in endurance athletics.

They offer marathon training and other support services, along with personal trainer Mark Wilson.

Company trains athletes by reviewing data from power meters and electronic fitness data trackers; Wilson focuses on strength training and nutrition; and Frossard provides therapy for diagnosis and gait analysis.

The trio started a 12-week running training group in January for serious runners gearing up for a half marathon in St. Louis in April. Capped at 10 participants to ensure interaction and attention, the group attends classroom sessions where they learn about building training plans, nutrition, recovery strategies, tapering and more.

They also get hour-long individual gait analysis sessions and time on the AlterG treadmill.

Participants run on their own time and report back on mileage and progress. This isn’t like one of the popular Couch to 5K or Couch to 10K programs that help non-runners on-ramp to a completed race, Frossard says; this is designed for experienced competitive runners looking to improve performance.

“It’s not a program where I go run with them; it’s focused on education, for them to take the knowledge and go out and implement it,” he says. “We keep them motivated and accountable and address issues as they come up.”

Frossard’s goal is to build an all-encompassing run and endurance sport clinic that can help runners with everything from acute injury to advanced training and coaching.

Company says that through his partnership with Frossard and other likeminded mid-Missouri businesses, he’s grown to appreciate how local businesspeople can have an impact on the community.

“Often local gets overlooked by cost because it might cost a little more to support a local businessperson,” he says. “But I love to support people I know — like the Coffee Zone and Bangkok Gardens — rather than a chain.”

The local “ecosystem” of endurance athletics, Company says, is strong and thriving and built on cooperation, from sports doctors to orthopedic surgeons, physical therapists, trainers, coaches, bike shops and more.

Defying gravity One of the coolest training tools around is the AlterG, an antigravity treadmill with technology originally developed by NASA to help astronauts maintain fitness during prolonged space flight.

This is no run-of-the-mill treadmill; it’s a complex $37,000 training tool used by professional sports teams and college athletic programs. The antigravity technology allows the user to run or walk while bearing as little as 20 percent of his or her body weight.

“The unweighting technology allows athletes to train longer, run faster and build more strength than with traditional programs or machines, with minimal impact or joint stress,” Frossard says.

1:1 has one of the few in Missouri and the only one in Columbia that clients can pay to use.

Frossard charges $25 for a 30-minute session or $35 for 60 minutes. A punch card and a 10 percent discount are available for clients wanting 10 or more sessions.

The AlterG is a core component of both sides of Frossard’s business — therapy and running consultation — and has attracted a number of clients who approached him curious about the machine.

“I wanted to see what it felt like to be on 40 percent of my body weight,” Blakemore says, “and I felt like an astronaut, bounding and buoyed.”

To aid in her ankle therapy, Blakemore spends time on the AlterG rotating through inclined and flat walking at varying percentages of body weight. It’s allowed her to get cardio workouts and continue walking without hindering progress on her ankle.

As a therapy tool, the AlterG is approved by the FDA for rehabilitation, aerobic conditioning, gait training and conditioning. It can also be used by healthy athletes training for marathons or other endurance events. If a runner is working toward a marathon by running 50 miles per week, for example, doing 10 of those miles on the AlterG can reduce wear and tear on joints while keeping up the training program.

“You get more miles with the same amount of stress,” he says.

Experienced runners can also use the machine for overtraining, which involves running intervals at 90 percent of body weight, and to work on posture and other biomechanics. CBT

in good Company

By Christi Kelly Joe Company might have started as a sprinter in high school, but since then he’s been all about endurance: in his own fitness routine, in attaining his Ph.D. and, for the past four years, in building a successful athletic coaching business.

Since 2010, his approach at Endurance Company has been to help athletes — mostly runners — see their potential and attain it over a long period of consistent training. He works with most clients for at least four to six months, many for longer.

“I preach about consistent training,” he says.

“It takes a while to establish a routine and get in a rhythm in which I can begin to mold their fitness.”

Company offers a complete coaching package, which includes an initial get-to-know-you profile, a comprehensive weekly training plan and ongoing workout data monitoring. The service mostly targets experienced endurance athletes working toward marathons, triathlons, Ironman competitions and other serious goals.

With a master’s degree in exercise physiology and a Ph.D. in biomedical science, both from the University of Missouri, Company offers a wellrounded academic perspective around exercise, diet and nutrition.

From baseball and basketball to running track in high school to professionally running in Europe, Company has always been passionate about fitness. After college he moved from track and field to endurance sports, including marathons, triathlons and Ironman competitions.

Company’s coaching career started as a high school track coach in 1996 and evolved into what it is today: working closely with advanced athletes looking to push their performance.

Over the years he began to coach fellow endurance athletes, and in 2005 he made it official.

He formed Endurance Company in 2010 and has been collaborating with Mike Frossard and Mark Wilson of 1:1 physical therapy since 2014.

One area ripe for expansion is consulting on corporate wellness plans, he says. Businesses large and small have seen substantial benefits from wellness programs, including reduced sick time, better productivity and improved employee satisfaction.

One of Company’s first corporate clients saved more than $1 million in health care costs the first year after implementing a wellness program, he says, and he hopes to help more employers do the same. CBT columbiabusinesstimes.com /// 45

46 \\\ February 2015

Facing the

Nursing Shortage How local colleges and universities are designing programs to meet nationwide demand

By Christi Kelly | Photo by Kaci smart | Graphic by Gillian tracey

In Missouri, there is one registered nurse for every 94 people, according to a 2013 report from the U.S. Department of Health & Human Services. In Columbia, there is one registered nurse for every 42 people, based on the Bureau of Labor Statistics and U.S. Census data. However, Columbia’s medical community provides medical care to many people living outside of Boone County.

For example, 47 percent of Boone Hospital’s 162,610 patients last year lived outside of Boone County, according to the hospital’s marketing and communications manager Ben Cornelius.

columbiabusinesstimes.com /// 47

F

Fast-paced nursing appeals most to Columbia College student Madelynn Grossman, in an emergency room or as a flight nurse, for example. She chose this career path for the variety of options, the outlet for her caring nature and because the nationwide shortage of nurses makes a post-graduation job almost a guarantee.

“The shortage definitely played into my decision to do nursing,” Grossman says. “Nursing is a field that will always have job openings, and typically nurses are able to find jobs right out of school.”

With the United States in the throes of a nursing shortage, mid-Missouri colleges are expanding their programs and adding accelerated degree paths to attract students such as Grossman and get more nurses educated and out in the workforce.

The shortage of registered nurses compared to demand has been predicted and studied for more than a decade, when the health care industry began preparing for the impact of an aging baby boomer population. The passage of the Affordable Care Act in 2010 brought millions of Americans into the health insurance system starting in 2014, which further increased demand for nursing services.

“There will be an exponential need for nurses due to a lot of things, including the aging population and an increase in chronic illnesses,” says Judith Fitzgerald Miller, dean of the Sinclair School of Nursing at the University of Missouri.

Jobs for registered nurses will grow by 19 percent between 2012 and 2022, compared to the 11 percent growth average for all occupations, according to the Bureau of Labor Statistics. That 48 \\\ February 2015

makes it one of the fastest-growing occupations in the country.

The agency projects the RN workforce will grow by nearly 530,000 jobs to 3.24 million from 2012 to 2022. That’s considerable growth but still not enough: Health care industry analysts have predicted a shortfall of more than 500,000 nurses by 2015 and of a staggering 800,000 by 2020.

Those numbers reflect the rising demand for care as well as the need to replace retiring nurses.

The retirement rate among RNs is a key factor in the shortage, with 55 percent of the current RN workforce age 50 or older, according to the American Association of Colleges of Nursing. More than 1 million RNs will reach retirement age within the next 10 to 15 years.

Growing demand Several mid-Missouri colleges are taking steps to expand programs and give more students a path to a nursing career, including Sinclair at MU, Central Methodist University and Columbia College.

Sinclair is the largest of the mid-Missouri schools offering nursing programs, with 1,372 students enrolled in fall 2014.

The school’s program is highly competitive and highly acclaimed, earning the No. 1 spot in a 2014 ranking of nursing schools across the country by CollegeAtlas.org, which evaluates the schools based on affordability, academic quality, accessibility and RN board exam pass rates.

As predicted, abundant jobs are the reality for students graduating with an RN or other nurs-

ing degree. Sixty percent of Sinclair graduates had confirmed jobs before graduation, with more than 80 percent staying in Missouri. Many of those graduates stay not only in Missouri but also in Columbia within the MU Health Care system. Of the 75 students who graduated in December 2014, 19 are now practicing at MU Health.

Sinclair’s ability to grow and expand is limited by state funding to MU. The school currently enrolls about 75 students each fall and about 55 each spring and must find creative ways to grow those numbers.

“Until we have more resources from the state to expand facilities, we’re at capacity for undergraduate space in the building,” Miller says, citing the need for additional simulation labs and dedicated practice areas. “We have to do enrollment management to not overextend our space.”

Despite the budget limitations, Miller has been able to expand Sinclair’s enrollment through an increase in graduate programs and an accelerated bachelor’s degree track.

In the accelerated program, students with nonnursing bachelor's degrees can complete a Bachelor of Science in Nursing in 14.5 months. The program has expanded in recent years, and today 50 students are accepted into that program each year.

The school also offers an RN to BSN program for nurses with associate degrees, with nearly 65 students currently enrolled. Because that program centers on distance learning, it’s a good option for students already working in the nursing field who want to further their education. Its

Opposite page: Nursing students at Columbia College prepare for careers in the rapidly growing field of nursing.

virtual nature also makes it a good way to increase enrollment without expanding facilities.

Growth in graduate programs has also been substantial, thanks in part to a Doctorate in Nursing Practice program Miller implemented when she joined the school in 2008. The master’s program includes a Master of Science in Nursing with emphasis on education or leadership.

The increased focus on graduate and advanced programs is not only a way to grow Sinclair’s program, but it’s also a strategic move to meet the need for specialists and leaders within the nursing field.

The DNP prepares students for upper-level management positions, and the nursing master’s programs prepare students for faculty roles and advanced nursing positions such as nurse practitioner and clinical specialist.

A new nursing innovations and leadership focus in the DNP program rolled out in fall 2014.

It’s designed for master’s-level nurses interested in organizational and executive leadership, clinical setting leadership, academic and research opportunities and health policy design.

The school also has a traditional Ph.D. program geared toward research and leadership roles.

“We’ve put our energy into preparing teachers and leaders at the doctoral level,” Miller says.

Accelerated programs Columbia College offers an Associate of Science in Nursing, which qualifies students as RNs, as well as an RN to BSN program.

Grossman says the school’s smaller size and the ability to graduate after two years with an RN were key factors in her decision to pursue the program.

“It allows for people to start working immediately, which is necessary for me,” she says.

The remaining courses toward the BSN can be done online over two years.

Central Methodist University started its own accelerated BSN program in May 2013 at its Columbia location. The first class graduated in July 2014 with 10 students, and 13 more are currently enrolled.

The school plans to admit 15 students per year over the next few years, according to Angie Cornelius, coordinator of the accelerated BSN and MSN programs and associate professor of nursing.

“With the creation of and investment in the new accelerated BSN program, our goal was to specifically cater to a new and different market of students and increase the number of BSN graduates in mid-Missouri,” she says.

Demand is indeed growing for BSN-prepared nurses, and CMU’s graduates are helping fill the

gap. Cornelius says 100 percent of the first accelerated BSN grads accepted job offers for nursing positions, with 80 percent of them going to midMissouri hospitals.

Demand is highest in acute care hospital settings, she says, and the overwhelming majority of CMU students start out in that area.

Statistics from the American Association of Colleges of Nursing back up that claim. A recent study showed 56 percent of nurses practice in a hospital setting, with 9 percent in ambulatory care settings, 6 percent in nursing homes or assisted living facilities and 6 percent in home health. Other areas offering nursing jobs include correctional facilities, academic settings, public health programs and insurance or regulatory organizations.

From a student’s perspective, acute care is attractive for its fast pace and variety, Grossman says.

FUN FACTS

55%

of the RN workforce is age 50 or older.

Source: 2013, American Association of Colleges of Nursing

More than 1 million

registered nurses will reach retirement age within the next 10 to 15 years.

Source: American Association of Colleges of Nursing

Future gap Although the job market for nurses remains strong locally, Cornelius says her students are seeing a tighter market in metro areas such as St. Louis and Kansas City.

CMU took a big step toward further expansion in August, when the school broke ground on a $6.5 million Center for Allied Health facility that will house the nursing and athletic training programs once it’s completed. The school is also undertaking an $8.5 million renovation of a 50-year-old science building.

“The new Center for Allied Health and a renovated Stedman Hall of Science will allow us to prepare greater numbers of students to make a difference in the world,” CMU President Roger Drake says.

Mid-Missouri schools are taking steps to help alleviate the nursing gap, but the numbers show the shortage is still a long-term challenge.

For example, nursing school enrollment across the United States is not growing fast enough to meet anticipated demand, according to the AACN. Nursing programs saw a 2.6 percent enrollment increase in 2013, the AACN reports, which is not enough to meet the growing demand for nurses.

Another factor in the shortage is the aging of the nurse population itself. The supply of RNs hit a plateau in 2007 and has continued to decline from there, according to the Robert Wood Johnson Foundation.

That trend impacts not only clinical settings but also education. Nearly three-fourths of fulltime nursing program faculty members are age 50 or older, which reflects that younger nurses are choosing better-paying clinical jobs over full-time faculty positions. CBT

The average age of the RN population is 52, up from 47 in 2008.

Source: Journal of Nursing Regulation

72%

of RNs who work as nursing faculty are age 50 and older, with the largest percentage (22 percent) between the ages of 60 and 64.

Source: 2013, Journal of Nursing Regulation

The ratio of potential caregivers to the people most likely to need care, the elderly population, will decrease by 40 percent between 2010 and 2030.

Source: University of Illinois College of Nursing study

More than 75 percent of RNs believe the nursing shortage means increased work stress and decreased quality of patient care and the amount of time nurses can spend with patients.

Source: Nursing Economics

columbiabusinesstimes.com /// 49

An arguably small player in the field of teleradiology, Argus Radiology provides a personal and productive alternative to the industry giants and, in doing so, keeps customer satisfaction at the forefront.

on c

By Brandon Hoops | Photos by Anhtony Jinson

50 \\\ February 2015

call columbiabusinesstimes.com /// 51

I

If you listen to Dr. Jamey Wright tell the story of the company he started, you’ll find his words are as simple and sparse as the walls in his office.

The pace in his voice doesn’t quicken. He doesn’t ramble on or allow for too much decoration in his speech. In an unassuming and humble way, he describes the effort and values that have made Argus Radiology successful.

“It wasn’t anything magical,” Wright says.

“We have worked very hard and diligently at doing good work and putting patient care first.”

This patient care isn’t something you can drive to the office at the corner of Stadium Boulevard and Old Highway 63 to experience firsthand. As much fun as movies and television have portraying doctors in emergency rooms slapping films from X-rays or CT scans or MRIs on light boxes, the real deal is less cinematic and much more remote.

Radiology has been transitioning to digital since the late 1990s. It began with radiologists working on-call hours from home at nights via a hodgepodge of dial-up and T1 lines. Then after 2001, as high-speed Internet became more accessible, entire businesses were created to provide offsite services to radiology groups, hospitals, clinics and imaging centers. This leveraging of state-of-the-art technology to provide interpretation services is known as teleradiology. It bridges a gap between supply of experts and demand for diagnostic services, especially for understaffed and rural facilities and even for larger facilities at nights and on weekends. Teleradiology is considered to be the grandfather of telemedicine.

Argus is exclusively a provider of telemedicine services, covering 50 facilities in eight states, including Columbia Radiology Ltd., Medical Imaging Associates (Mexico) and Capital Region Medical Center (Jefferson City) in mid-Missouri.

The Argus staff of 10 radiologists and three cardiologists, who work from home in California, Florida, Illinois, Missouri, North Carolina and Texas, averages about 8,500 cases per month.

In terms of scale, Argus is a small player in the world of teleradiology. Virtual Radiologic, one of the largest companies, peaks at more than 24,000 images a day. But Wright isn’t intent on reaching that level. Instead, as has been the design since Argus’ genesis, he wants to provide

Pictured: Dr. Jamey Wright.

ARGUS HISTORY 52 \\\ February 2015

2003 Dr. Jamey Wright and two other radiologists in Columbia Radiology Ltd., Dr. Neal Meyer and Dr. Alan Hillard, open Advanced Radiology (at the time called Boone Imaging Center) as a way to provide personalized and expedient diagnostic outpatient care in Columbia.

2004 Wright explores the bursting opportunities in nighthawk radiology and takes on independent contracting work largely on weekends, which expands to some evenings. Eventually, Wright makes a part-time work arrangement with Columbia Radiology Ltd. to allow for more teleradiology practice between 2006 and 2007. He transitions to full-time teleradiology in 2007.

a personal and productive alternative, and when he describes a client switching from one of the giants to Argus, it’s then that his speech starts to break from its conservation of emotion to allow for a bit more drama.

“I get a great deal of satisfaction whenever we do transition a customer from the big guys,” Wright says. “We’re kind of the underdog with our own little underdog story.”

The nonmagic beginnings Wright’s experimentation with teleradiology began in 2004. A year removed from opening Advanced Radiology (at the time called Boone Imaging Center) with two other radiologists in Columbia Radiology Ltd., he did some independent contracting work primarily on weekends.

Soon this expanded to some evenings. Eventually, in 2006, Wright made an arrangement with Columbia Radiology Ltd. to allow for more teleradiology practice at nights. By 2007, he transitioned full time to teleradiology.

“I loved the pure practice of medicine,” Wright says. “You’d work a 10-hour shift and see a lot of interesting cases, help a lot of patients and not have a lot of administrative burden.”

But by 2009, Wright sensed a growing gap.

Teleradiology companies were merging, often into large entities, and they had businesspersons, not radiologists, on top. He felt like radiologists in these companies were treated as hired guns, tools for achieving financial windfalls instead of respected specialists. He also wanted to see patient care lifted as an even higher priority rather than sacrificed for the sake of profit.

The discontent was enough for him to start Argus. Sure, there was financial potential, but it was more what was missing than what was to be gained that stirred his desire. It was an ideological pursuit.

“If you want to make sure it’s done right, sometimes you have to do it yourself,” Wright says.

As always with a startup business, the founder must willingly, even relentlessly, do all the jobs, those that stretch the will and body as much as personal investment capital. For Wright this meant splitting more than 16 hours a day as the primary reading radiologist with countless administrative responsibilities. Fortunately,

2009 Wright launches Argus Radiology from his home with one customer and two hospitals. Wright is the primary reading radiologist with about 500 cases per month.

Khoury says he likes the culture he’s found his home office had plenty of space. He modiat Argus. He isn’t worked for more than eight fied a lawn equipment storage room in his baseto 10 hours a night or more ment into a reading room than seven consecutive days. with multiple workstations.

He is made directly accessiHis office on the main floor Who does Argus serve in ble to the clients he serves, was used for credentialmid-Missouri? and most know him by name. ing and clerical work. Often Argus’ biggest clients are Sometimes when he calls to the dining room table was groups and hospitals in Misdiscuss a case over the phone, overtaken with paperwork souri, Texas and Nebraska. In the emergency room phyand checks needing attenMissouri this includes Columsician will want to stretch tion. He had multiple phone bia Radiology Ltd., Medical Imout the conversation to chat and fax lines in addition to aging Associates in Mexico and about Khoury and his famduplicate Internet provider Capital Region Medical Center in Jefferson City. ily. He says it feels a lot like lines to ensure his service the hospitals he first started wouldn’t lapse.

Those early days were working at in the Midwest. It’s probably easiest on his car, more human than corporate.

“Dr. Wright understands which was driven less than what’s expected of radiologists,” 100 miles a month.

If anything buoyed Wright Khoury says. “He does a good in the first year, it was the job of taking care of us. And that, knowledge he was building in turn, allows us to take care of something with his values at our clients and patients.”

When Todd Moritz, who was the forefront.

One-third of Argus’ business is done in Missouri. hired in 2012 as director of new Ultimately, these valbusiness development, looks ues allowed Wright to gain at the radiologists employed momentum, securing clients

by Argus, he sees extensions of Wright. They are from around the country, many who were friends driven and single minded, as well as honorable and from medical school or colleagues he had worked responsible. The results reflect the effort. Argus with through the years. likes to boast that it has never lost a client because “That was my impetus behind starting Argus of dissatisfaction. in a nutshell,” Wright says, “to have a service that “One of first things I did was survey our cliI could be proud of and be able to offer it to my ents because I heard all these positive things about best and longest friends and be assured that we Argus,” Moritz says. “And any sales rep knows when would serve them well.” they get deeper into any company, what they generAn extension of leadership ally find is, ‘Oh, they didn’t tell me about that comIn 2010, Argus expanded to a team of four radioloing in.’ But as I got deeper into Argus and started gists covering 20 facilities across five states. It was getting the results from some anonymous surveys, I the company’s first year turning a profit. It was found people really did love this company.” also the year Dr. Michael Khoury joined the team Moritz says the business’s obsessive focus made as a reading radiologist, exchanging his scrubs for the difference. The Argus team would work harder, the comfort of board shorts and T-shirts. quicker and be more accurate in the end. In the Khoury’s home base is in San Diego, but he has business of teleradiology, efficiency and accuracy offices with the necessary equipment in a spare matter most of all. Argus averages a 14.7-minute bedroom at his in-law’s house in Oceanside, Calturnaround and has a 0.13 percent discrepancy rate.

Capital Region Medical Center, which has used ifornia, and in his childhood bedroom at his paroutside teleradiology providers to read emergent ents’ home in Wichita, Kansas.

2010 Argus grows to four radiologists and roughly 20 facilities across five states, reading around 4,000 cases per month. Carlos Lugo brings extensive experience in teleradiology when he joins as chief operations officer.

2012

2015

Argus moves into its present office at the corner of Old Highway 63 and Stadium Boulevard and sees the administrative team reach four with the hiring of Todd Moritz as director of new business development.

Argus expands to 50 client facilities spread across eight states with about 8,500 cases per month read by 10 radiologists and three cardiologists.

columbiabusinesstimes.com /// 53

images on night shifts since 2007, began working with Argus in May 2011 after switching from a larger company out of Minnesota. The relationship with Argus eases the overnight workload on Capital Region’s four radiologists.

"We have a good service in our backyard,” says Kristy Trent, the manager of medical imaging. “It’s definitely a much more personal service. I like that we can pick up the phone and call Dr. Wright, the president of the company. We couldn’t do that with the previous company. They are very responsive to our needs.”

With satisfied customers comes loyalty.

“In a very competitive market, their loyalty says we remain their best option,” Wright says. “They trust us with their patients, their livelihood and their reputation. When I hear testimonial statements such as, ‘We have switched teleradiology vendors several times, but we finally made our last switch,’ then I know we are doing it right.”

When the magic happens Quick turnarounds aren’t always a matter of life and death, but in early hours of a mid-December morning, from his garage in San Diego, Khoury knew it could be. After an initial two-second scan of an image on his screen, he saw something that set his heart pounding. This person’s belly was filled with blood. Rather than making notes, which he might do in nonlife-threatening cases, he picked up the phone and called the hospital. He told the emergency room physician that his patient had rupture of an aortic aneurysm, which could easily lead to a cardiac event.

They needed to act. A life depended on it.

“Almost everything we do is stat,” Wright says. “Every night we’re seeing cases that we are impacting significantly by getting an expert opinion in 15 to 20 minutes.”

This impact is why Wright will never just manage operations at Argus. He still spends about 50 percent of his time processing images. The one thing radiology has always been to him is a chance to provide personal care. It’s why you may even find him filling in for a friend at the Audrain Medical Center in Mexico, Missouri, from time to time.

“I enjoy taking care of patients,” Wright says. “I like this mix. A little bit of all three makes me happy.” CBT 54 \\\ February 2015

56 \\\ February 2015

H o w t o wi n th e C o l u mbia B u s i n e s s Sh o wca s e

By Jill Orr | Illustrations by Tifani Carter

columbiabusinesstimes.com /// 57

On March 3, the Columbia Chamber of Commerce will present the 2015 Columbia Business Showcase. This all-day event kicks off with the Chamber’s Quarterly Membership Breakfast, followed by the business expo and the Women’s Network Luncheon, and finishes with the Columbia Business Times mixer. In all, that’s more than 11 hours of stone cold opportunity for you and your company to impress the business glitterati of mid-Missouri. Or, if you’re not careful, do just the opposite.

Historically, these types of events are populated by two kinds of players: those who come to win and those who, like Dorothy, look like they’ve suddenly found themselves somewhere over the rainbow without a clue where they are or what to do. I affectionately like to think of these two groups as winners and losers.

The winners are prepared, organized and polished. The losers are busy stuffing their bags with pens, stress balls and mini-pen lights while their booth sits unmanned. The winners crush it by setting measurable goals and having impeccable follow-up. The losers sit behind a folding card table playing Candy Crush II: Soda Saga. The winners maximize their investment by gathering new leads and creating awareness for their brands. The losers spend all day ogling the Jazzercise ladies.

Don’t be a loser.

In the immortal words of Ricky Bobby, “If you ain’t first, you’re last.” So to help put you in pole position for the CBS, we’ve talked to area experts and created a list of tips to get you to the winner’s circle, which isn’t so much a real thing as it is a state of mind. But still (I’m sticking with the sports-themed metaphors here), the point is that the stakes are high, and if you’re not on your A-game, you could end up doing your business more harm than good.

Chamber’s Columbia Business Showcase planning committee.

“Going to all the events helps you maximize your visibility,” White says. “And if you missed one of your targets at one event, you might very well find them at another.” In addition, each event has its own vibe, so it might be easier to start a conversation in one setting versus another. All day is a long time, so tap out if you must, but to get the most out of the day, make sure someone is there from your business to represent your interests at all events.

1. Plan to attend all the events.

2. Put your best people in the booth.

Winners don’t show up late or leave before the game is over. They get there early and stay until the bitter end. Each of the four events, the Chamber’s Quarterly Membership Breakfast, the showcase itself, the Women’s Network Luncheon and the CBT after-hours mixer, all present different ways to make a connection and create awareness for your brand. Teresa White, marketing specialist with the City of Columbia Public Works Department, is the co-chair for the

We’ve all seen the intern wearing the wrinkled khakis his mom bought him for his cousin’s bar mitzvah, the one who sits behind the table, plays on his phone and ignores hordes of potential customers as they stream by. Is this the person you want as the face of your company? Probably not.

Lili Vianello, president at Visionworks Marketing Group and exhibitor trainer for CBS booth holders, tells exhibitors to think twice before choosing just anyone to man their booth. “Think about how to

put your best foot forward,” Vianello says. “Put your best people in the booth, and prepare them. That’s one of the surest ways to maximize the opportunity.” Just as winning coaches start their strongest players, your starting lineup should include your most talented salespeople. The showcase is long, hard work. This isn’t the time to go with a rookie.

3. Have a pre- and post-game plan.

Cara Owings, marketing adviser at Marketvolt and trade show consultant, urges exhibitors that a tradeshow is not just about the day of the expo. “It starts long before that day,” Owings says. “Make a plan that includes before-show marketing, a plan of action for the day and follow-up/after-show marketing strategy. Put just as much effort into your pre- and post-show marketing as you do that one single day. Don’t just show up, meet people and never think about it again.” That, Owings warns, is a wasted opportunity and will yield no results.

White agrees. “If you collect 100 business cards but don’t take any notes about what you talked about or whom they’re from, it won’t do you much

Libby Spears, a speaker, educator and self-proclaimed rule breaker, will be speaking at the Women’s Network Luncheon during the Columbia Business Showcase, presented by the Columbia Chamber of Commerce. Today, she works with professionals in a variety of industries to teach them to take communication skills seriously.

58 \\\ February 2015

good,” she says. The whole point of the showcase is to create awareness, increase visibility and ultimately walk away with new business connections or leads. To recoup your investment, you will need to convert at least some of those leads into clients or sales.

“Follow up, follow up, follow up,” Owings urges.

“Assign salespeople to leads, and have them call or visit. Continue the conversations from the show, and move those leads into sales for your company.” You can bet Gary Pinkel didn’t become the 2014 SEC Coach of the Year without strategic preand post-game plans in his back pocket. And if you are looking to become the 2015 CBS Booth of the Year (disclaimer: not a real thing — again, state of mind), you had better spend some time setting goals and developing a plan to achieve them.

4. Think outside the booth.

Experts agree that one of the worst things an exhibitor can do is put a table at the front of their booth and sit behind it. The table at the front closes the space off, and sitting down gives the impression of a person who isn’t fully engaged. “Don’t feel limited to the materials provided, usually a table and two chairs,” Vianello says.

Owings agrees. “Remove the provided table and chairs in the booth, and create an invit-

ing space with no barriers between you and the attendees,” she says. The booth is your home field, and you want to take advantage of that to the fullest extent possible.

In addition to spatial relations, there are other ways to distinguish your booth from the masses.

Heather Stewart, director of marketing and strategic initiatives at Services for Independent Living and president of the Chamber’s Women’s Network division, says last year they sent out invitations to specific contacts well in advance of the CBS. “We wanted certain people and businesses to know they were important to us. Sending an invitation seemed like a good way to demonstrate that they were a priority and ask for their time.”

Other fun ideas include setting up specific appointments during the expo and even roping off a VIP section of your booth. “You want people to walk away talking about your booth — but in a good way of course,” White says. So skip the meathead bouncer and cover charge, but don’t be afraid to step outside the norm, and have a little fun with your booth construct.

5. Pay attention to your appearance.

This advice might seem like common sense, but the number of sweatpants-wearing people walking around business expos suggests otherwise. The

CBS is not an unsanctioned casual Tuesday, nor is it the time to take a fashion risk. Dress appropriately for the event, which almost always means business casual. Emily Clapp, recruitment architect with Veteran’s United and the incoming president for the Chamber’s EPIC division, says: “Make sure what you wear represents how you want people to see you. No sweats.”

Clapp, whose EPIC memberships are businesspeople ages 22 to 40, adds: “Many businesses are not only looking at your product, but they’re looking at you as a possible recruit as well. I know I always keep my eye out for good potential hires, and how someone presents themselves is definitely a part of that equation.”

In addition to looking professional, you have to consider comfort, particularly where women’s footwear is concerned. I don’t care how fierce your new black pumps are; if they pinch your toes, leave them at home. If your face has that my-shoes-arekilling-me look, people will avoid talking to you.

Owings says a mentor once advised her to always bring two to three pairs of comfortable shoes to rotate in and out throughout the day. That’s good advice. Bottom line: Dress in a professional manner, be comfortable — but not sweatpants comfortable — and unless you are Sofia Vergara, don’t wear 6-inch stilettos. CBT columbiabusinesstimes.com /// 59

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1. Kelly Highlands

Location: West Broadway between Yorkshire Drive and Silvey Street Developer: Kelly Enterprises Contractor: Kelly Enterprises Details: Kelly Highlands will be a seven-building apartment development on the site of the former Our Lady of Peace monastery. The complex will have 229 units total, with 196 units spread throughout six buildings at the old monastery site and 33 units in a single building just west of Kelly’s Ridge.

Estimated date of completion: End of 2015 For more information, call: 913-685-1800

2. Columbia Safety

Location: Range Line Street and East Brown School Road Developer: Burlington Vandiver Contractor: River City Contractors Square footage: 120,000 Details: The building will be completed in two phases.

The first phase, currently under construction, includes an indoor training center with a 40-foot training tower wall and a 3,000-square-foot conference center to host safety training conferences.

Estimated date of completion: Fall 2015 For more information, visit: colsafety.com

3. The Terrace

Photo by Ben Meldrum

3

Location: 1408 Business Loop 70 W. Developer: Not available Contractor: Coil Construction Square footage: 43,385 Details: This new wing of The Terrace retirement community is expected to have 48 apartments, including studio, one-bedroom and two-bedroom options. The new units are expected to cost more per month than existing units, which range from $1,613 per month for a studio to $3,226 for a two-bedroom, two-bath apartment for two people. The expansion will include a kitchen and dining room and is expected to result in the hiring of additional employees to staff the dining area.

Estimated date of completion: Early 2016 For more information, visit or call: terraceretirement.com or 573-875-2538 CBT columbiabusinesstimes.com /// 61

Nonprofit Spotlight ›› Family Health Center

Medical Home

Columbia’s Family Health Center takes a new approach to its delivery of primary care.

By Carolin Lehmann | Photos by sarah redohl Some of Columbia’s Family Health Center employees will soon have more wiggle room. The patient-centered medical-home model the center has recently adopted inspired an expansion that began this January.

A patient-centered medical home is a model for transforming the organization and delivery of primary care. Family Health Center CEO Gloria Crull says the model focuses on team-based care; physicians work together with behavioral health consultants, nurses, dieticians and the like to help patients understand their chronic illnesses.

Crull says the model has been working well. To make more room for the team-based meetings the model requires, some minor modifications are going to be made to the 1001 W. Worley St. location.

Rebecca Roesslet “[My proudest moment since becoming a part of FHC] was the addition of the pediatric dentist to our dental clinic.”

62 \\\ February 2015

Providing a ‘home’ Columbia’s Family Health Center was established in 1992 and provides primary and preventive health care to the medically underserved in Columbia. Its initial partners included the Columbia Area United Way, the Columbia/Boone County Health Department, the University of Missouri School of Medicine and the Missouri Department of Social Services. Affiliated locations can be found in Marceline, Missouri, and Salisbury, Missouri. Columbia also offers an affiliated Family Dental Center.

The Columbia, Marceline and Salisbury centers provide primary medical, men-

Marketta M. Hayes “I wish more people knew that they can get the best medical help they need and that we take major commercial insurance.”

tal health and dental care services through board-certified physicians and nurse practitioners, licensed dentists, dental hygienists, clinical social workers and nurses. The center also provides medication-assistance services for uninsured persons, referral to specialty care, referral to other community resources and language interpretation services.

Instead of uninsured and underinsured patients heading straight to the emergency room, the Family Health Center offers them a “medical home.”

Building the board With changes such as implementing the patient-centered medical-home model comes

Karen Lumley “I am excited about the expansion of services FHC will be providing on Saturdays with Express Care at the Worley location.”

Lynn Barnett “I became involved in FHC when I was an administrator with the Columbia Public Schools and believed it was critical for our children and their families to have access to the services provided by the FHC.”

➜ 1001 W. Worley St. Columbia, MO 65203 573-214-2314

a board of directors to facilitate it. The center has a board of 13 voting members and five consulting members with various backgrounds.

Two of the members are from Salisbury, and another two are from Marceline. Fifty-one percent of the board members are Family Health Center patients. This is required to be a federally qualified health center, Crull says.

Retired Columbia Public Schools assistant superintendent and longtime board member Lynn Barnett finds this rule beneficial.

“It makes it more real for the board to have their input,” Barnett says. “They can speak from their own experiences.”

Barnett became involved with the center when it partnered with Columbia Public Schools in the ’90s. At the time, she was still working as an assistant superintendent. She says the volunteer board members get to set policies and develop the budget. She remains on the board even in retirement.

“I believe it’s such a worthy organization, and I wanted to stay connected,” she says.

Jessica Macy “Anyone can come to FHC. I use my private insurance because I know my insurance dollars allow for under- or uninsured people to receive affordable health care.”

Barnett says board members are typically nominated by Family Health Center staff members or other board members.

Crull similarly became involved with the center by chance. She was involved in a reading program for high-risk children through Altrusa International, a community service organization. As part of her volunteer work, she brought donated books to the Family Health Center. To this day, the center has a bookshelf with free children’s books. The CEO position was created in 1995, and Crull got the job because of her background in public health. The rest is history.

Embracing change Since 1995, Crull has seen much growth in the center. Today the center provides mental health care and partners with other agencies in the community. The patient-centered medical-home model is just its latest step in evolving with the times.

Nolan Hollingsworth “FHC has highly qualified doctors, dentists and nurses who provide quality care to all patients.”

The Family Health Center is partially funded by a competitive federal grant that has to be reapplied for every five years. It’s also funded by program income: money from patients who are insured by Medicare of Medicaid. Donations are always accepted, and smaller amounts of funding are acquired from other sources such as state funds.

Crull says the Family Health Center is important because it supports the economy and quality of life in Columbia. She says Columbia has a significant number of uninsured working poor residents who need help.

Columbia isn’t the only city affected by the center, though. The center has a 10-county service area and doesn’t refuse any patients, Crull says.

The Family Health Center has impacted many lives in the community, and Barnett continues to believe in its importance.

“I truly believe that the Family Health Center is crucial for this community,” she says. CBT

Diana G. Morris “Family Health Center serves all community members, no matter their income level.”

Crull says the Family Health Center is important because it supports the economy and quality of life in Columbia. She says Columbia has a significant number of uninsured working poor residents who need help.

columbiabusinesstimes.com /// 63

Pictured, from left: Shawn and Carmen Christal and Mike and Connie Leipard.

Photo by Anthony Jinson.

64 \\\ February 2015

take over

Celebrations ›› D Sport

Team Approach

Swearing off job titles while pulling everyone’s expertise, the Leipards and Christals take over promotional product business D Sport. By Carolin Lehmann For the Leipards and the Christals, taking over D Sport on 1034 E. Walnut St. is a family affair. Sisters Carmen Christal and Connie Leipard and their husbands, Shawn and Mike, began running the more than 40-yearold screen-printing, embroidery, engraving and promotional product business effective Jan. 1.

Although taking over a business together as a family might seem like a questionable decision to some, the Leipards and Christals aren’t nervous. They’ve sworn off job titles and plan on taking a team approach to running the business.

“Doing this together is a no-brainer,” Mike says. “With the expertise everyone has, it’s a perfect union.”

Between the Leipards and the Christals, several skills are brought to the table. Connie and Mike have owned Quality Drywall Construction for 37 years and are well versed in the business world. Shawn has a background in graphic design. Carmen is creative and has a knack for customer service.

“Doing this together is a nobrainer. With the expertise everyone has, it’s a perfect union.” — Mike Leipard “When you’ve been through life together, you know each other really well,” Mike says.

D Sport’s current owner and family friend, Richard Ditter, is retiring but not with any regrets. He says he’s happy to have created a new business opportunity for his friends and looks forward to a retirement full of travel and sunshine.

A nod to the past Ditter opened D Sport in the mid-’70s. It was originally a sporting good and award-engraving store but evolved over the years. His wife, Rose Ditter, owned the hair salon next door until she retired last year.

The D Sport website says that “whether you are a small business, large corporation, musician, school organization or club, D Sport is your onestop shop for getting your group noticed.”

The Leipards and Christals are longtime customers of D Sport and have numerous fond memories of products they’ve purchased there.

The Leipards used to sponsor the Show-Me State Games’ Quality Drywall Construction basketball team every year. The Show-Me State Games are an Olympic-style sports festival.

The Leipards would order their players’ jerseys from D Sport. Mike still laughs at the memory of not being able to order a jersey big enough for their 7-foot-1-inch team member, the nowretired NBA player Gary Leonard.

Several factors sparked the Leipards’ and Christals’ interest in running D Sport. Carmen and Shawn, who previously worked in Hannibal, Missouri, wanted to move to Columbia. Shawn also found the business appealing because of his background in graphic design. The Leipards feel they have something to contribute because of their business background.

Looking forward Although the Leipards and Christals hope to expand D Sport, they also want to keep much of the business the same. They want to keep the customer base Ditter has established over the past 40 years while adding more customers from the Leipards’ established list of business contacts.

The Leipards and Christals believe in the business. Shawn says D Sport is set apart from similar businesses in the area because it has specialists in each service it provides: embroidery, engraving and the like.

D Sport was handed over to the Leipards and Christals over coffee and a handshake. That’s just Ditter’s style. “[Ditter’s] outstanding personality is what’s going to be hard to replace,” Mike says.

Ditter’s personality might be hard to replace, but he’s ready for retirement. When asked if there’s anything else he’d like to say, Ditter just chuckles, waves and cheerfully says, “Bye!” as he exits the room. And just like that, one chapter in D Sport’s history has closed as another one opens. CBT

Timeline 1976 › D Sport opens as a retail store specializing in sporting goods and apparel.

1978 › D Sport adds screen-printing, awards and engraving to its list of services. The company later adds embroidery as well.

› Connie and Mike Leipard establish Quality Drywall Construction, a commercial interior subcontractor.

2014 › In May, Richard Ditter and Mike Leipard meet for dinner and shake hands, informally agreeing to the purchase of D Sport.

› In July, Shawn Christal begins working as general manager of D Sport.

› In December, Carmen Christal begins assisting in the transition between ownership entities.

2015 › The new partnership begins operation of D Sport LLC. columbiabusinesstimes.com /// 65

WE’VE BEEN BUSY BEAUTIFYING OUR WORK SPACE, AND NOW IT’S FINISHED! REMODEL REVEAL & OPEN HOUSE WHEN: March 4, 2015 4-6 p.m.

WHERE: 2001 Corporate, Columbia, MO (located off of Vandiver, between Providence and Rangeline)

The Business Times Company now opens its doors and welcomes you to its newly remodeled space!

66 \\\ February 2015

801 Business Loop, Columbia 801 Business Loop 70 East 573-449-2619 Columbia 573-449-2619 davegriggs-flooringamerica.com www.flooringamerica.com

columbiabusinesstimes.com /// 67

68 \\\ February 2015

Marketing

›› Monica Pitts talks marketing trends and tips.

Business Marketing Health Report Last year at the 2014 Business Showcase, MayeCreate conducted a marketing survey to better learn how mid-Missouri businesses market their companies.

We surveyed 70 businesses spanning many industries, sizes and ages. Happily, the trends we found are consistent with our gut and other marketing research. The analyst in me knows my current data set is anything but complete, so we’ll continue gathering data from local businesses and release more trends as we uncover them. However, we thought you might be interested in knowing what we’ve discovered so far.

1. Most businesses have a website.

The number of businesses without a website is decreasing at a rapid rate. This makes MayeCreaters happy because it looks like job security for us.

It also means that having a website is becoming a status quo among mid-Missouri businesses.

businesses that don't have a website

2.78%

2. 40 percent of businesses surveyed planned on increasing online marketing spending 2014.

In 2014 businesses planned to increase spending or begin participating in a variety of new mediums. Eighteen percent planned to increase spending in a form of traditional mass media such as TV, radio or print publications. Many businesses, 44 percent, planned to increase spending on online marketing such as websites, social media, online advertisements, blogging or email marketing.

This finding is consistent with national trends dis-

Monica Pitts

playing the growing acceptance and adoption of online marketing mediums.

18

3. Blogging is a growing trend.

Blogging is a growing business trend, though 56 percent of those businesses surveyed that have a website did not include blogging in their marketing mix. Of those that did blog, 15 percent blogged one to two times per month, 12.5 percent blogged less than once per month, 7 percent blogged weekly and 8 percent blogged multiple times per week.

Blogging can be a confusing term to many people.

They think blogging is keeping an online diary, and for some bloggers it is. Business blogging is a different beast altogether. Many business owners are doing anything but online journal entries and use their blogs to drive valuable traffic to their websites and create leads for their businesses.

4. 32 percent of businesses send one to two marketing emails per month.

More than half of the businesses surveyed did use email marketing to supplement their marketing mix, while 44 percent did not engage in the activity. Most businesses, 32 percent, were sending one to two emails per month, 8 percent emailed quarterly, 5 percent emailed multiple times per week or less than once per month and 4 percent emailed every other month.

5. 64 percent of businesses surveyed use Facebook.

Social media is a growing trend among mid-Missouri businesses; however, 34 percent of those surveyed did not use any form of social media to promote their business. The majority of those surveyed did implement at least one type of social media in their marketing mix: 64 percent used Facebook, followed by 29 percent on Twitter, 18 percent on LinkedIn and 15 percent on Pinterest.

Social Media used by businesses:

15 64

29

facebook twitter linkedin pinterest

6. 44 percent of businesses gather between one and five website leads per month.

Many businesses experienced the benefit of online lead generation. Twenty-five percent of businesses surveyed generated more than 11 leads per month through their website, but 22 percent didn’t receive any online leads at all. The majority of businesses, 44 percent, gather one to five leads on their website. This is one area in which I feel many local businesses show room for improvement. Online sources such as Forbes.com, Pardot.com and others have been reporting on the disappearing sales process and citing that prospects are engaging with sales representatives between 60 to 70 percent later in the process. Buyers are researching online and educating themselves about products and solutions first, then contacting sales. Most local websites only encourage visitors to contact at the end of their research to initiate a sales conversation. National websites are trending toward offering resources for prospects throughout their research phase in an effort to gather leads early in the buying cycle and nurturing them until they’re ready to make a purchase.

We hope you enjoyed our newfound data and resource pairings; they will become even more relevant as we gather more data. Come see MayeCreate at the 2015 Business Showcase to enter your businesses data, or learn your score and prescription on how to improve by participating in our Marketing Health Survey at mayecreate.com/marketinghealth-report. CBT

➜ c h i e f cr e at i v e d i r e c t o r o f M ay e C r e at e D e s i g n columbiabusinesstimes.com /// 69

The perfect way to say...

“I love you.”

Call Edible Arrangements today, or visit us online, to order. We can even do same-day delivery!

“To my beautiful wife: looking forward to celebrating each year we spend together!”

www.EdibleArrangements.com • 573-445-5858 2200 Forum Blvd., Ste. 107 • Columbia, MO 65203 70 \\\ February 2015

-Kaleb Webb to his wife Kayla Webb

Technology

›› Brant Uptergrove review the latest trends in tech.

Sending Confidential Info Online You probably know you shouldn’t send personal information about yourself, a friend, a patient/client or any other contact through email.

And you might have even heard of email encryption. But if it seems like protecting your confidential information is something that would be necessary only in a spy movie, think again. It’s important not only to avoid identity theft, but also, in some industries where client confidentiality is legally protected, it is required by compliance.

Hackers are hitting closer to home. Let’s break down the basics of digitally communicating secure information, and I’ll provide you with a solution to protect yourself, your clients and your business.

Enforcing compliance policies When you send an email, the message leaves your email provider’s server and travels over the Internet. It’s easy to see that security could be an issue if you are using a public Wi-Fi hotspot (such as the local coffee shop), but protecting your information can also be an issue when sending emails over your home or work networks.

Another point of concern is your old or archived email messages. I’d be willing to bet very few of us delete every email that comes through our inbox.

Important emails are typically read, filed and saved for later reference. These emails are vulnerable to hackers even if you’ve password protected your email program.

But there’s a bigger issue here to consider.

Although you can encrypt your email server connection, and you send your email out over encryption protocols, it’s not always possible to make sure the recipient has the same set of security practices in place. Your information might have gone out secure, but that does not always mean it stayed secure and was delivered secure. Because you can only control your company’s practices, it’s best to have a companywide policy on what is and what is not acceptable

Brant Uptergrove

to be sent over email. Once this policy is created, it must be enforced, and there should be checks in place to make sure everyone is staying compliant.

Staying secure with thirdparty service So how do we accomplish sending secure information and ensuring it stays secure while also being readable to the recipient? Sometimes this simply means not using email. In terms of HIPAA and HITECH compliance, patient information, which includes dates of birth, Social Security numbers, credit card information, bank information or any personal patient data including diagnosis, should not be sent out via email. Instead, it is recommended to use a third-party service to send out this information. Two of the many products that allow the collaboration and sharing of information are Citrix ShareFile and Box for Healthcare. These two products allow you to upload this data over a secure connection to a third-party secure site.

You then set up permissions and access restrictions. Some of the options you can set are related to the people who are authorized to download the document, the amount of time the documents are available to download, the number of times the document can be downloaded or if the end user can upload additional documents. You can change these parameters as needed or completely delete the item if necessary. I recommend thinking conservatively when setting up these options as you can always relax the parameters as needed on a case-by-case situation. Sticking to your company’s policies will help protect you, your employer and your client’s information.

Once this is all set up, you then send a link to this site from the online portal. Recipients will then receive two emails. The first will have a link to set up their account on the site using their email address for authentication. They will be asked

to set up a password the first time they access the site. Because the recipients are setting up the passwords, and you are not, they are also able to reset it without you having to do it for them. The recipients will then need to open the link on the second email and sign in with their email address and their newly created password. Users can then view, download and/or upload information to the site over a secure connection depending on the parameters you have defined. Once the data is downloaded on the recipients’ network, it is then their responsibility to ensure the information stays within the appropriate compliance.

On your end of a Citrix ShareFile and/or Box for Healthcare account, you will always use the same username and password no matter which of your clients or contacts sends you information. This makes it easier to collaborate with multiple people without needing multiple unique usernames and passwords.

The next time you are tempted to send someone personal information over a shared Wi-Fi hotspot at Kaldi’s, stop and put on your spy mask.

Wait, set up an encrypted account and do this right. Your security and adherence to industry compliance might just depend on it. CBT

➜ Acc o u n t M a n a g e r at M i dw e s t C o m p u t e c h columbiabusinesstimes.com /// 71

72 \\\ February 2015

Organizational Health

›› Pieter Van Waarde helps guide organizations into good health.

Right Words, Right Time — Right On! Have you ever had the experience when you’ve been listening to a person talk, and you think to yourself, “This person just put words to exactly what I have been thinking”?

Having words for what you’re thinking is such a valuable asset, especially when you’re working together with a team. Think about it. Have you ever been in a staff meeting with sensitive information to share but not quite sure how to get into it? Have you ever been trying to rally the troops and talked way too long and experienced nothing but blank stares in return? Conversely, how helpful would it be to have common vocabulary (phrases, terms and code) that everyone intuitively understands and immediately brings everyone on the same page?

Highly functioning teams do this all the time without even knowing that’s what they’re doing. They create and adopt code words that signal certain ideas, concepts and practices that everyone on the team understands implicitly. They provide moments of clarity when everyone knows what is happening and why it’s happening and then how to proceed — all because of the common vocabulary.

For example, one of the more common phrases around our office is: “It’s time to share the final 10 percent.” We all know what that phrase means. It signals that a hard conversation is coming.

Most people, especially in the midst of conflict, have a hard time talking about the real issue. They don’t want to hurt people’s feelings. They don’t want to be perceived as troublemakers. They don’t want to be misunderstood. So they say about 80 to 90 percent of what they are really think-

Piet Van Waarde

ing about and hint at the final 10 percent.

Unfortunately, hinting at something rarely leads to clear understanding, so by pulling out the phrase, “We need to address the final 10 percent,” everyone knows what’s coming. They are prepared for something hard, and it’s more likely that the real issue is discussed. We have the right words at the right time.

Every group has this kind of shorthand; highlighting it and making it “official” gives people permission to operate on the basis of agreed-upon practices. But sometimes people don’t have this kind of insider language, to which I would say, “Develop one.”

Some of our best learning has come out of analyzing our conversations and determining what went well and what went poorly — and why. Often, what we discover is that the turning point in any conversation boils down to something that was said that either sabotaged the conversation or raised it to another level. We note the sabotages and say to each other, “Let’s do less of that.” But, more importantly, we note and codify the successes and make the positive turning-point phrases part of our official corporate language.

How helpful would that be for you? How good would it feel to have the right words at the right moment? How much time could you save by having common vocabulary that ensures your team knows what you want to do and immediately joins you there? Why not take your next staff meeting to identify and formalize some of your best insider quotes and conversation facilitators? Perhaps you’ll discover afresh that having the right words really can make all the difference. CBT

Other helpful phrases "Please help me understand."

Instead of assuming that we know what’s behind a particular conversation or action (and making a judgment or declaration about it), we find it helpful to ask a clarifying question.

Make sure you understand before you jump to conclusions.

"Umbrella of grace" This is when we have something hard to share, and we are not sure we will be able to say it well, but we don’t want to avoid the hard subject. Asking for an umbrella of grace gives us permission to say what we have to say less than perfectly.

“Pulled out a shotgun to kill the mosquito” Sometimes people are unaware of how emotional they can get when communicating about a matter. When the energy behind the topic seems overdone, we can use this phrase (sometimes tongue-in-cheek) to help a person find perspective. It can also open the door to discovering why there is so much emotion behind the conversation in the first place.

“Qualify, qualify, qualify.”

As they say in real estate, it is all about location, location, location. So it is in crucial conversations. Try qualifying with phrases such as: “It appears to me” or “I might not have all the information” or “This is a five out of possible 10, but it is still important.” These qualifiers can grease the emotional tracks in all kinds of otherwise difficult conversations and make the hard truth so much easier to bear.

➜ S e n i o r Pa s t o r , W o o dcr e s t C h a p e l ; Pr e s i d e n t o f S i d e wa l k LL C columbiabusinesstimes.com /// 73

OUR PLACE OR YOURS? An exeptional event calls for exceptional food.

Economic Index ›› It’s all about the numbers Housing: Single-family homes sales, October 2014: 156

Commercial additions/ alterations, October 2014: 27

Single-family active listings on market, October 2014: 878

Value of commercial additions/alterations, October 2014: $2,356,992

Single-family homes average sold price, October 2014: $192,847

Labor:

Single-family home median sold price, October 2014: $168,500 Single-family homes average days on market, October 2014: 65 Single-family pending listings on market, October 2014: 146

Construction: Residential building permits, October 2014: 102 Value of residential building permits, October 2014: $21,197,541 Detached single-family homes, October 2014: 29 Value of detached singlefamily homes, October 2014: $6,990,653

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Commercial building permits, October 2014: 29

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Value of commercial building permits, October 2014: $2,588,521

October 2014 – Boone County Labor force: 96,467 Employment: 93,472 Unemployment: 2,995 Rate: 3.1 percent October 2014 – City of Columbia Labor force: 64,819 Employment: 62,902 Unemployment: 1,917 Rate: 3 percent October 2014 – Missouri Labor force: 3,056,887 Employment: 2,909,400 Unemployment: 147,487 Rate: 4.8 percent

Utilities: Water October 2014: 47,514 October 2013: 47,086 Change #: 428 Change %: 0.9 percent Number of customers receiving service in November 2014: 47,446 Electric October 2014: 47,989 October 2013: 47,479 Change #: 510 Change %: 1.1 percent Number of customers receiving service in November 2014: 47,505 CBT

Deeds of Trust

›› Worth more than $530,000 $3,756,000,000 G&E H C Reit I Columbia LTACH LLC Citigroup Global Markets Realty/J.P. Morgan Chase LT 1 Landmark Sub Plat 1 $27,500,000 Den—Columbia Borrower LLC Walker & Dunlop LLC LT 8 Red Oak South Plat 1 $25,000,000 Boulder Springs—Columbia Two LLC RGA Reinsurance Co. LT 41A PT College Park South Subdivision Plat 4-1 FF with Easement $10,099,033 Keene II LLC U.S. Bank LT 1E Keene Estates Plat 1-A Replat 1A $4,200,000 Southern Properties LLC The Missouri Bank II LT 4 Newtown Subdivision Final Plat Block 1 $4,100,000 1322 Paris Road LLC Landmark Bank LT 1 Grace Bible Subdivision $3,800,000 Boulder Springs—Columbia Two LLC Pulaski Bank LT 41A College Park South Subdivision Plat 4-1 FF with Easement $2,509,390 Lake of the Woods South LLC First Midwest Bank of Poplar Bluff LT 5 Eastport Plat 1 $2,500,000 Spirit Master Funding VI LLC Citibank LT 2C1B East Pointe Plat 2-C1

637

Deeds of trust were issued between Dec. 1 and Dec. 29

$2,500,000 Spirit Master Funding VI LLC Citibank LT 1 PT White Gate Community

$799,999 Zerrer, Jason and Lana Boone County National Bank LT 23 Westwood Add

$2,006,666 Atkins, Thomas Revocable Trust Boone County National Bank LT 103 Columbia

$745,000 Yanis, Osama First State Community Bank LT 1 Model Bakery Subdivision

$1,700,000 Max Investments LLC & MJM Enterprises LLC The Bank of Missouri LT 2 Country Squire Plat 1

$728,000 Crouch Joint Trust; John and Laura UMB Bank LT 3 BL 2 Pepper Tree Estates BLK 2

$1,700,000 H&S 1100 Properties LLC Landmark Bank LT 1-A Farley’s Commercial Plat 1

$700,000 Earleywine, Ehren and Lisa Stiffel Bank & Trust LT 1A Brookfield Estates Plat 4-A

$1,440,000 7200 NH LLC Security Bank of Pulaski County STR 25-48-12 /W/SW

$636,000 BBB Homes LLC Commerce Bank LT 115A Copperstone Plat 7

$1,095,763 James-Blaylock Enterprises LLC Boone County National Bank LT 3A Sterling Univ.Plat 1-A

What’s it costing you?

$720,000 Bachmeier, Dan and Linda Commercial Trust Co. LT 10 Rolling Oaks Sub Plat 4-A

$1,529,487 Omkara LLC The Missouri Bank II STR 4-48 12//SE SUR BK/PG: 314/333

$1,117,500 Tompkins Homes & Development Inc. Boone County National Bank STR 27-48-14 //NE

Out of date technology?

$600,000 Willett, Kent Landmark Bank STR 35-49-12 //N AC 10 $577,198 Labenz, Bradley and Patricia The Central Trust Bank STR 23-45-12 /W/NE SUR BK/ PG: 3324/7 AC 10.05 FF Tract 1

$1,044,920 Greenwing Development LLC Boone County National Bank LT168 PT Columbia

$567,000 Steines, Crystyl Chauntelle and Brian Landmark Bank LT 471 Thornbrook Plat 13

$1,000,000 DDM Investments Inc. Landmark Bank STR 4-48 12//N SUR BK/PG: 267/566 AC 50.6 FF Tracts 3 & 4

$534,800 Schuppan, John Commerce Bank LT 23 Westwood Add CBT

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New Business Licenses ›› Columbia residents and their upstarts

Carroll Wilkerson, CFP® Jared W. Reynolds, CFP®

A-1 Custom Home Services 6141 N. Wagon Trail Road General contracting

Healthier Alternatives Massage 601 W. Business Loop 70, Suite 134 Massage therapy

Aboutface Photo Booth & Rental 4411 Celebrant Court Special events, photo booth rentals

Heartland Advertising 3412 Madrid Lane Production of placements for restaurants

Belle Mariee 1400 Forum Blvd., Suite 7A Bridal shop apparel

Do you know the answers to these questions?

•

What happens when your advisor retires before you do?

•

Has your advisor changed with the economy, or is it still buy, hold, and hope?

•

What happens to your accounts if your advisor doesn’t wake up tomorrow?

FIND A BETTER WAY:

Comfort Crew Heating & Air 4504 Cedar Falls Lane HVAC install/repair Craft Beer Cellar 111 S. Ninth St., Suite 10 Craft beer retail store Curbstone Concrete/Curbstone E 3903 Beechwood Drive Concrete/construction Deathappens LLC 1803 Americus Drive Online apparel sales Discount Textbooks 416 S. Ninth St. College textbook store EcoATM Inc. 3001 W. Broadway Vending machine that purchases used electronics for cash

573.875.3939 • WRWEALTH.COM

76 \\\ February 2015

International Contractors Rest 4821 Clark Lane, Apt. 105 General contracting Katfour Photo LLC 3612 Zinnia Drive Photography services Keep in Touch Therapeutics 19 E. Walnut St., Suite C3 Massage, body work, energy work Mid-Mobile Notary Services 511 Hardin St. Mobile notary service Ms. Kim’s Fish & Chicken Shack 711 Vandiver Drive, Suite A Restaurant Oberd 800 Cherry St. Medical software Phil Hillyer Painting 1623 Paris Road Interior and exterior house painting Sharp Communications 3450 S. Ben Williams Road Cable contracting service

Fashions by Anna Linzie LLC 1205 Range Line St. Women’s and men’s clothing and accessories

Supplement Superstore 2910 Trimble Road, Suite 107 Retail – nutritional package-only supplementation

Freshman’s 1408 I-70 Drive SW, Suite 106 Retail – men’s apparel and accessories

Terminix Pest Control 6700 Stephens Station Road, Suite 109 Pest control

Giesler Maintenance Construction 1665 N. Gold Blvd.

Home/office maintenance and construction

THM Construction LLC 308 S. Ninth St. General contractor CBT

By the Numbers ›› Boone County statistics

Columbia is a mid-Missouri health care Mecca, drawing patients from a wide range of neighboring counties to top-notch medical facilities. But how healthy are Columbia’s own citizens when compared to those same neighbors?

Life expectancy, in years

Source: Missouri Department of Health and Senior Services; Life Expectancy Data 2004-2012

Randolph: 76.5

Howard: 78.3

Boone County health statistics Source: Missouri Department of Health and Senior Services; Health & Preventative Practices in Boone County Adults, 2011

86.3%

7.2%

45.4%

8.5%

23.7%

26.5%

have or have had high cholesterol

have or have had a depressive disorder

have or have had diabetes

have or have had high blood pressure

25.2% 30.3% are obese

are overweight

20.5%

20.7%

have or have had arthritis

Randolph: 30.8% Audrain: 77.2

Boone: 79.6 Callaway: 77

Cooper: 77.3 Moniteau: 77.8

Howard: 33.9%

Binge Drinking, grades six to 12

Source: Missouri Department of Health and Senior Services; Missouri Health Assessment, 2012

Boone: 11.3% Callaway: 13.2%

Cooper: 19.5%

are current cigarette smokers

Callaway: 33.8%

Cole: 25.8%

Source: Missouri Department of Health and Senior Services; Missouri Health Assessment, 2012

Randolph: 820.6

Audrain: 15%

Moniteau: 9.8%

Boone: 25.2%

Drug arrests, per 100,000 population

Randolph: 9.7%

Howard: 11.2%

Audrain: 37.5%

Cooper: 23.8% Moniteau: 32.5%

Cole: 78.3

have or have had cancer

eat fruits and vegetables less than five times per day

Obesity

Source: Missouri Department of Health and Senior Services; Missouri Health Assessment, 2012

Howard: 362.2

Boone: 711.8 Callaway: 517

Cooper: 928.5 Moniteau: 324.9

Cole: 11.6%

Audrain: 309

Cole: 485.3

Boone County health professionals

Source: Bureau of Labor Statistics, May 2013 Metropolitan and Nonmetropolitan Area Occupational Employment and Wage Estimates

Dental

pharmacy

• Dentists: 50 • Dental hygienists: 130 • Dental assistants: 220

• Pharmacists: 260 • Pharmacy technicians: 500

nursing

• Family and general practitioners: 50 • Physicians and surgeons, all other: 300

• • • •

Nurse anesthetists: 80 Nurse practitioners: 100 Registered nurses: 2,770 Licensed practical and vocational nurses: 810 • Nursing assistants: 1,280 • Home health aides: 250

Doctors

veterinary • Veterinarians: 40 • Veterinary technologists and technicians: 130 • Veterinary assistants and laboratory animal caretakers: 80

social work

behind the scenes

• Clinical, counseling and school psychologists: 70 • Clergy: 30 • Health care social workers: 170 • Educational, guidance, school and vocational counselors: 300 • Child, family and school social workers: 190 • Social and human service assistants: 60 • Community health workers: 8 • Mental health and substance abuse social workers: 100 • Rehabilitation counselors: 30

• Diagnostic medical sonographers: 40 • Radiologic technologists: 160 • Medical records and health information technicians: 270 • Medical transcriptionists: 60 • Medical and clinical laboratory technicians: 230

other • Dietitian and nutritionists: 60 • Occupational therapists: 80 • Physical therapists: 120

columbiabusinesstimes.com /// 77

78 \\\ February 2015

Did You Know?

›› Fun facts CBT staff discovered while reporting this issue

SHOWCASE

There are six private investigators in Boone County and one private investigator agency, according to the Missouri Division of Professional Registration.

View more Boone County statistics on page 77.

THREE Percent Three percent of the Columbia Fire Department’s 11,149 calls in 2014 were in response to a fire.

Learn more on page 36.

Like Nike, Amazon and Pandora, Argus Radiology found its creative genesis from Greek mythology.

Argus was a 100-eyed giant who never slept and stood as a 24/7 guard for the goddess Hera.

Learn more about Argus on page 50.

fast facts

The Columbia Business Showcase is the biggest event of the year for the Columbia Chamber of Commerce and features 130 vendors. Booths typically sell out in January or early February for the March event.

Learn how to rock the house at the Columbia Business Showcase on page 56.

HALF

of the Family Health Center Board of Directors is comprised of the center’s patients, according to Gloria Crull.

Read more about Family Health Center on page 62.

Retired NBA player, the 7-foot1-inch Gary Leonard, couldn’t find a big enough jersey to wear for the Show-Me State Games at D Sport, says D Sport co-owner Mike Leipard.

Learn more about D Sport on page 64.

Nearly half of Boone Hospital’s 162,610 patients last year lived outside of Boone County, according to the hospital’s marketing and communications manager, Ben Cornelius.

Learn more about what mid-Missouri schools are doing to meet the nationwide demand for nurses on page 46.

AdKarma was acquired Dec. 19 for $20 million by San Francisco-based company Blinkx. Read more brief news updates on page 22.

Boone Hospital Center has a time capsule from 1921. Since the hospital opened, the capsule has been opened three times.

Read more about the history of Boone Hospital Center on page 26.

Photo courtesy of Boone Hospital

Providence Urgent Care was named based on the planned location of its first clinic. After the business was formed, plans changed, and the company decided to keep the name, says Jason Zerrer of Providence Urgent Care. Read more about Providence Urgent Care on page 80. columbiabusinesstimes.com /// 79

8 Questions

➜ Providence Urgent Care 202 E. Nifong Blvd.

Columbia, MO 65203

›› Get to know your professionals

Controlling Quality of Care Jason Zerrer, Providence Urgent Care

2. What market situations encouraged you to start Providence Urgent Care, and what factors continue to affect your business? We saw a busy ER with many conditions that could be treated in the urgent care setting. There was an obvious vacancy of urgent care in south Columbia, which made the decision to start there easy. Urgent care is hot right now throughout the country. Competition and insurance reimbursement are two of the factors that will always have an ongoing effect on the business.

3. Are there any plans to open a fourth facility? You never know.

Fun Fact: 80 \\\ February 2015

4. Most doctors don’t go the route you’ve gone with Providence Care, being a business owner and a doctor. What made you decide that was the road you wanted to take?

Dr. [Scott] Schultz and I were both attendings at the University ER. We recognized an obvious need for urgent care in south Columbia that coincided with some dissatisfaction with upper management at the time. Private was the way to go to allow us to control all aspects of the business and avoid as much red tape as possible.

Photo by Sarah Redohl

1. Providence Urgent Care now has two locations, though neither is located on Providence Road. What’s the deal?

Our original clinic was slated to go in at a location on Providence. Things didn’t work out at the last minute after our business was already formed, and we ultimately decided to keep the name rather than go with a Doing Business As situation.

5. What are its benefits?

Issues? The greatest benefit is the ability to control the quality of care that is given from the front desk through the physician. We can address any areas that need improvement quickly and decisively.

However, we have had to learn to deal with issues on the fly in many instances, and it can be tough to carve out the time for administrative work when you are busy taking care of patients 11-plus hours of the day. Days that are truly off don’t come around that often.

6. It’s been reported that Providence Urgent Care will open a third facility in the buildings now under construction at the Broadway Market Place.

When do you expect that facility to open?

How many employees will that facility staff?

We expect the new facility to open late summer. That facility will staff eight to nine new employees.

7. How has the Affordable Care Act affected your business to date?

The effect of the ACA has been relatively small but positive in my opinion. We have seen more patients who previously did not have health insurance.

8. What are your strategies for growth in the New Year? We will continue to maintain market presence utilizing our media partners, become more convenient and accessible with the opening of the third clinic and, most importantly, continue to concentrate on providing the highest standard of acute care for our patients that we can. CBT

➜ Providence Urgent Care has a combined waiting and treatment time of one hour or less.

Fxxxx

ADVERTISER INDEX Accounting Plus...................................................................................................83 Anthony Jinson Photography....................................................................3 Bleu Restaurant & Wine bar......................................................................... 72 Boone Hospital.........................................................................................................6 Brady's Glass............................................................................................................34 Budget Blinds...........................................................................................................16 Caledon Virtual.......................................................................................................7 Carpet One....................................................................................................................5 Central Methodist University................................................................. 72 Central Trust and Investment Company.........................................13 CenturyLink...............................................................................................................78 City of Columbia Water & Light...................................................................8 Clapboard Pictures..............................................................................................9 Classic Travel.........................................................................................................70 Columbia Chamber of Commerce.............................................................14 Columbia College...............................................................................................54 Columbia Regional Airport.........................................................................78 D & M Sound.................................................................................................................20 D-Sport..........................................................................................................................24 Dave Griggs Flooring America..................................................................67 Edible Arrangements.......................................................................................70 Edward Jones..........................................................................................................29 Fry-Wagner Moving and Storage............................................................81 Great Circle.............................................................................................................. 55

Hawthorn Bank.....................................................................................................84 Heart of Missouri United Way.....................................................................16 High Pointe Financial Group......................................................................20 Inside The Lines.........................................................................................................18 Jazzercise...................................................................................................................33 Landmark Bank...........................................................................................................2 MayeCreate Web Design....................................................................................11 Mediacom........................................................................................................................4 Mid-Mobile Notary Services........................................................................29 Midwest Computech.......................................................................................... 75 Naught-Naught Insurance Agency......................................................34 PCE Inc.............................................................................................................................. 12 Personal Touch Cleaning Service........................................................ 32 Providence Urgent Care................................................................................67 Quality Drywall Construction............................................................. 60 Room 38.......................................................................................................................... 74 Starr Properties...................................................................................................66 The Bank of Missouri..........................................................................................30 University of Missouri Health Care......................................................68 Van Matre, Harrison, Hollis, Taylor, and Bacon PC......... 34, 66 Wilkerson & Reynolds Wealth Management...............................76 Wilson's Fitness......................................................................................................10

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Flashback ›› Then and now

➜ The Columbia business landscape is always evolving, but it’s important to remember our historical roots.

By Torie Ross PHOTO BY BEN MELDRUM

Four boxes sit inside the Boone Hospital Center time capsule, each one representing a different era of service to the community in and around Boone County. The capsule has been unlocked three times since the hospital opened in 1921, each time marking another milestone in the hospital’s history and a promise of continued service.

The first box inside the capsule is from Boone Hospital’s inaugural year. After residents approved a plan to spend $100,000 for a new hospital and more than a year of construction, the hospital opened its doors on Dec. 10, 1921. Three days later the hospital received its first patient, and two weeks later, on Christmas Eve, Boone Hospital delivered its first baby. The box memorializing that year is filled with historical documents and news articles chronicling the hospital’s

construction and opening. There are also health fliers and announcements from the American Red Cross, including one informing children that “cheerfulness promotes digestion.”

The capsule wasn’t opened for another 60 years. The 1981 time capsule box featured merchandise with Boone Hospital’s slogan at the time: “Boone Hospital Center makes me feel good.” In addition to the buttons and shirts with the slogan, the box included a videotape with a commercial for the hospital on it.

To mark another significant year at the hospital, a third box was added in 1996 for the hospital’s 75th anniversary. Most of the items in this box were trinkets from the 75th anniversary celebrations, including mugs and pamphlets. In true ’90s fashion, a floppy disk with an early version of the hospital’s website was also included.

Finally, marking Boone Hospital’s 90 years of care, the capsule was opened for a third time in 2011. Pictures of the 2011 blizzard were added, along with pictures of Boone Hospital staff cheering on the St. Louis Cardinals in the World Series. Staff also included a smartphone, a pager and models and pictures representing Boone Hospital’s technological advancements.

As thousands of Boone County residents walk through Boone Hospital Center’s doors each year, the time capsule stands as a tangible reminder of the decades of health care that BHC has provided to the community. As each new box is added, staff at the hospital can be reminded of the promise Dr. Frank Nifong and other pioneers of the hospital made almost a century ago: to improve the health of the people and communities of mid-Missouri. CBT

➜ We love Columbia business history. If you have any interesting photos and stories, please send them to Editor@BusinessTimesCompany.com 82 \\\ February 2015

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