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2014 Q3

On The Cover:

Tim Caboni, Steve Bradt, Alex Hamilton, Shannon Abrahamson, Patrick Kelly, Diane Stoddard, Ric Averill, Lee Ice, Kathy Clausing Willis

C o n t e n t s: Features:

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Non-Profit: What is DCCA?

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Books in Baldwin:

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Shannon Abrahamson:

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Steve Bradt & Alex Hamilton:

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Lee Ice:

Chief Photographer: Steven Hertzog

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Kathy Clausing-Willis:

Featured Writers: Anne Brockhoff Mark Fagan Emily Mulligan Daisy Wakefield Liz Weslander

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Ric Averill:

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Patrick Kelly:

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Diane Stoddard:

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Tim Caboni:

Publisher: Mark Kern Lawrence Business Magazine, LLC Editor-in-Chief: Ann Frame Hertzog Art Director: Rory Harms Graphic Designer: Charles Lewer

Editorial Support/Ad Coordinator: Katherine Diaz Contributing Writers: Hank Booth Janice Early Katherine Diaz Megan Gilliland Charles Linn Joe Monaco

Departments:

Contributing Photographer: Patrick Connor INQUIRIES & ADVERTISING INFORMATION CONTACT: info@LawrenceBusinessMagazine.com www.LawrenceBusinessMagazine.com Lawrence Business Magazine, LLC 730 New Hampshire, suite 110 Lawrence, KS 66044 Lawrence Business Magazine, is published quarterly by Lawrence Business Magazine, LLC and is distributed by direct mail to over 3000 businesses in the Lawrence & Douglas County Community. It is also distributed at key retail locations throughout the area and mailed to individual subscribers. All rights reserved. No part of this publication can be reprinted or reproduced without the publisher’s permission. Lawrence Business Magazine, LLC assumes no responsibility for unsolicited materials. Statements and opinions printed in the Lawrence Business Magazine are the those of the author or advertiser and are not necessarily the opinion of Lawrence Business Magazine.

Mission:

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Community Invest in Library.

Business Community Building Relationships.

Brewing a Business with a Commitment to Community.

Community Sports & the Man at the Center.

A Healthy Community needs a Healthy Hospital.

The Influence of Art on the Community.

Creating a Stronger Community by Expanding Education.

Public Art to Road Improvements.

A University Town & The Community it Creates.

Downtown in Focus Business on the Hill Professional Spotlight City of Lawrence Lawrence Memorial Hospital Boomer Perspective Why Local Newsmakers Local Scene New Business

Lawrence Business Magazine: Telling the stories of people and businesses making a postive impact on Lawrence & Douglas County. @LawrenceBizMag /lawrencebusinessmagazine SUBSCRIPTION INFORMATION: LawrenceBusinessMagazine.com/SUBSCRIPTIONS


2014 Q3

Thank you Lawrence & Douglas County.

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hree years ago, we started publishing the Lawrence Business Magazine with a commitment to our mission: to cover people, businesses and local government making a positive impact on Lawrence and Douglas County. It’s been a fascinating journey – thanks to you, our readers, writers, staff and, especially, our local businesses. Without the support of our local businesses, we would not be able to continue to tell the stories, show the pictures and showcase the businesses. At the Lawrence Business Magazine, we believe that a healthy vibrant community is a healthy vibrant business community – there is no separation. Our community, in order to grow and thrive, needs to support its businesses, non-profits and government, and vice versa. Over the last three years, you have welcomed our magazine and website into your business and our community. We have learned four key things from you: „Insights into local businesses, government and non-profit entities is helpful and vital to a healthy business community. „Positive stories about our local businesses, community leaders and professionals on the move is important. „Having a supportive community of businesses, non-profits and government entities to grow your business and raise your family is a priority. „Information and understanding are important in a community and you depend upon the Lawrence Business Magazine to be a resource. As a local business, ourselves, we understand the need for informative and positive stories, and will continue to be your primary source for it. We enthusiastically embrace our role in the Lawrence and Douglas County business community and will continue to work to keep the Lawrence Business Magazine relevant to your daily, monthly and yearly challenges. The Lawrence Business Magazine will continue to connect you with the business community each issue and online at LawrenceBusinessMagazine. com and through our social media efforts. Thank you for a remarkable three years. We look forward to many more to come! Mark Kern Publisher and Co-Founder

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Ann Frame Hertzog Editor-In-Chief


DOWNTOWN IN [FOCUS] by KATHY DIAZ photos by STEVEN HERTZOG

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n July 26, the Lawrence Public Library opened its doors to a new beginning. On the big day, eager visitors participated in a book relay by forming a human chain from the temporary location on New Hampshire to the library’s new location on Vermont Street, where a crowd of spectators awaited. “Where the Wild Things Are” by Maurice Sendak, weaved its way down the human chain, participants handing the book to one another so it could make it to its destination: the library. The arrival of the book initiated the grand opening and led to the ribbon cutting ceremony. “We sent the call out the morning before the opening, and by the next day 200 people had signed up to participate [in the book relay],” said Brad Allen, Director of the Lawrence Public Library. There were approximately 12,000 people in attendance for the grand opening, according to Allen. Since then, more than 100,000 individuals have been in the building. The response from the community about the new library has been a positive one, as people are pleased to have it finally open. Compared to its former building, this new library made improvements based

on what the community wanted, and the renovations sought to accommodate those wishes. “We initially asked the community what they wanted in the new library, and there were three primary requests,” Allen said. “First, was meeting space. We now have three meeting rooms, five study rooms and an auditorium that holds 90 people. The next two were bigger children’s area and upgraded technology.” According to Allen, the second request to have more children’s space has now doubled in size, and new additions include a readers theater and an activity area. Kids are among the library’s biggest fans, and the expanded children’s area creates an intimate space for them to play, read, learn and be with their family. “Lawrence is a town with young families and being able to serve these families is really exciting for us at the library,” Allen said. “It’s just a great place for families to come and enjoy themselves for free.” Lastly, the library fulfilled the community’s final request and upgraded its computer systems.

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“We have added state-of-the-art technology systems now,” Allen said. “We have an array of computer systems including a sound and vision studio, graphic design programs, full recording studio and we are currently working on the specs for the video production room.” The upgraded technology equipment provides in-depth, handson experience for individuals interested in these fields. It also provides college students the opportunity to further explore their skills with the free use of these computers and programs. “We are looking forward to have the studio up and running within this next year,” Allen said. “People will be able to go in there and capture and record sound and visuals using state-of-the-art equipment.” In addition to the new studio, Allen stated that the library is also looking forward to featuring a health spot in 2015. This health center is a co-partnership with Lawrence Memorial Hospital, adding more useful resources for the library’s visitors. The health spot, according to Allen, was a grant given by the Kansas Health Foundation. “We’re just really excited to be enhancing our services and being able to provide much more to our community,” Allen said. Another up-and-coming project the library is working on is its Reader Services division. This project involves accurately training individuals to aid people who are looking to find their next great

book, according to Allen. The individuals working at Reader Services will be trained to have higher knowledge on books to be able to connect people to the next great read. These projects are what Allen states are overall great investments. He also believes that the library itself was a smart investment that the city approved. “I’m really proud of the people who ponied up the money and set aside the funds for this new library because it benefits everyone in the community,” Allen said. “This is a really nice public space and it really adds character to downtown. It’s just a nice place for people to be.” The library is simply another reason for people to visit downtown. Allen also emphasized his desire for the library to be a flagship on Vermont Street and getting more people to discover other shops and restaurants besides Massachusetts Street. The city also recently approved the construction of a new ice skating rink next to the library, and Allen is thrilled to see what great things will come out of this project. “Like I said, I’m excited to see the Vermont corridor come up to light,” Allen said. “It’s a fun experiment. I can imagine, once the rink is built, our visitors drinking coffee and sitting near the windows overlooking the area. It’s a nice visual to think about and to look forward to.” When asked about the library’s ultimate goal, Allen replied by saying that libraries are focused on so many things that it’s difficult to see the main goal. However, he does have one goal in mind that he attempts to achieve on a daily basis. “For me, personally, the goal is for the library to instill hope in people’s lives,” Allen said. “Hope is what makes the community more positive and when you have hope, you see a better future.” ■

Butterfly garden at Library donated by the Robert E. Frederick family in the memory of SanDee Nossaman. Back row: Cale Nossaman, Margey and Mark Frederick, Jerry and Cara Nossaman Front row: Wrenner and Winton Anderson

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BUSINESS on the [HILL] by JOE MONACO photos by LARRY SCHWARM

Ford Donates Transit Connect Van to CDR WellCar Project by CHARLES LINN

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hat started as a University of Kansas Center for Design Research request to use the design of a vehicle as the basis of a project called the WellCar has resulted in a donation of the real thing — a Ford Transit Connect van. Ford recently delivered a brand new Ford Transit Connect van to the CDR on Bob Billings Parkway. The van will be used by CDR Director Greg Thomas and students in his ADS 560 Topics in Design class to develop the first functioning prototype of the WellCar, a vehicle that will enable nurse practitioners to bring an array of comprehensive, prevention-based patient care services to the doorsteps of rural patients. A WellCar prototype is scheduled to hit the road early in 2015. “A number of other companies such as Abbott Point of Care, Vidyo, Sprint, Cornerstone Integration and Intel had already agreed to support the project,” Thomas said. “So we needed a vehicle, and now we have one. The fact that Ford donated this vehicle is incredible external validation of our WellCar concept.” The WellCar Transit Connect will be equipped with several medical devices. The van will be set up to transfer medical data securely through its own Wi-Fi hotspot to a hospital for immediate evaluation. A nurse practitioner can then administer treatment, including prescribed medications, if needed. But Thomas specifically did not want a large van. He wanted a discreet vehicle, one that would not draw undue attention to the fact that a person was being seen by a health care professional. “The CDR had already done several projects with Ford, so we were

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aware of the Transit Connect,” Thomas said. “It was the only van we found interiors that were completely private, whose interior could be customized to meet our needs.” So last October, Thomas reached out to ask Ford’s permission to use the Transit Connection as the basis for the WellCar’s design. To his surprise they offered to donate a van. In May, a Ford vehicle transfer truck backed up to the CDR with a special delivery for Thomas: a brand new Transit Connect. “We are pleased to work with the University of Kansas,” said Minyang Jiang, Ford brand manager for Transit Connect, Transit and E-Series. “Transit Connect is a proven compact van that offers a unique combination of efficiency, cargo capacity and maneuverability, making it a great fit for the WellCar program.” Students enrolled in Thomas’s industrial design and engineering studio will create the specifications for the installation of medical equipment, then integrate the equipment and connectivity into the WellCar Transit Connect. Upfitting will be completed by Kranz Truck Equipment in Kansas City, Missouri. “This is a great opportunity for students to work on a real-world project that will specifically enhance health care in rural areas,” Thomas said. “They will conceptualize it, plan it and then figure out how to incorporate and design technologies into the WellCar.”


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New company using KU-backed software to match children, families by JOE MONACO

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new startup company is working to match children with foster families, with some assistance from the University of Kansas. Foster Care Technologies LLC has developed a web-based tool that assists child welfare staff locate the best possible family match for a child in need of a foster care placement. The tool, called Every Child a Priority (ECAP), combines advanced statistical analysis and technology to match foster children with families that are more likely to meet their particular needs. The goal is to create better, stronger matches that benefit children and families while also lowering costs for child welfare organizations. “Essentially, ECAP is an enhanced matchmaking service for children and families,” said Mike Patrick, chief executive officer of Topeka nonprofit TFI Family Services Inc., which created ECAP. “It’s an evidence-based tool designed to create matches that benefit children and families alike. We’re optimistic it can change the way foster care organizations nationally do their matching.” Foster Care Technologies is a joint creation of TFI Family Services and the Bioscience & Technology Business Center at KU. The new company was born when TFI approached the BTBC for assistance in commercializing ECAP, at which point the BTBC proposed jointly creating the new company as a vehicle to market and sell the tool. Foster Care Technologies has two employees, both based in Lawrence, and will look to add a third in the coming weeks. The company will be jointly managed by TFI and the BTBC. In addition to partnering with the BTBC, TFI has been working with the KU School of Social Welfare. As part of their development of the ECAP tool, about two years ago TFI asked School of Social Welfare researchers Terry Moore and Tom McDonald to validate the product. Specifically, Moore and McDonald were asked to rigorously test the Appropriate Placement Level Indicator (APLI), a child assessment tool created by TFI as a key part of the ECAP system. Moore and McDonald examined nearly 2,300 foster care placements spanning August 2010 to April 2012 and found the APLI to be a valid indicator. More broadly, they found ECAP increased placement stability by 23 percent and reduced average time of placement by two months. “Placement stability is a crucial measure,” said Moore, who is working to publish his assessment of ECAP in an academic journal. “Obviously, you want to minimize the degree to which kids are moving from place to place to place. That kind of constant upheaval isn’t good for them. We found ECAP to be a viable tool for increasing placement stability.”

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Mike Smithyman, operations director for the BTBC, said the creation of this new company is a perfect illustration of how unique the BTBC at KU is. “You have an industry leader like TFI creating a new product, bringing it to KU researchers for rigorous external validation, and then working with the BTBC to commercialize it by jointly creating a company,” Smithyman said. “All the pieces are here in one place. This is a tremendous example of why the BTBC at KU is such a powerful model for creating new companies, growing existing companies and getting new products to market.” Moving forward, Foster Care Technologies will focus on improving ECAP and selling licensing agreements to child-placing agencies across the country. “There is great potential for this product,” said Patrick, who himself has a master’s degree in social work from KU. “More importantly, there’s great potential for making a difference in the lives of foster children.”■


PROFESSIONAL [ SPOTLIGHT ]

How do you and your organization make a positive impact on the Lawrence community? We provide high-quality, affordable early education to a segment of the population that cannot access such services from the school district and cannot afford the going rate for such programs. It is well documented that helping these young students at an early age will help them be successful in grade school and the rest of their life. What do you see as your personal responsibility and your organization’s responsibility to the community? As a member of the board, it is my responsibility to give general oversight to the operations of Ballard and help set the strategic mission of the organization.

Brad Finkeldei Stevens & Brand. LLP & President, Board of Directors Ballard Center What is your organization’s most important commodity or service? Ballard provides high-quality, affordable early education and essential basic life assistance for individuals and families in need. What is your organization’s most important priority? Our priority is to serve the most vulnerable population in Douglas County by preparing at-risk children for kindergarten in a safe and loving environment, and by supporting families in crisis and helping them move to self-sufficiency. What has been some of the most important aspects of your success? Our success is completely attributable to the dedicated employees of Ballard and the generous support of the Lawrence community. How many people does Ballard employ, serve, interact with on a daily basis, and are responsible to? We currently have 18 employees. We serve approximately 53 students in our early education program, but we serve well over 100 clients a day in our Human Services program at Penn House. These programs include our Food Pantry, Clothing Pantry, My Sisters Closet/Suitable for Work, Rent and Utility Assistance, Back-to-School Back-Packs and Holiday Bureau.

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Why did you become involved? I became involved with the Ballard Center 14 years ago simply because a friend asked me to be on the board. However, I have stayed on the board for the last 14 years because of the tremendous difference Ballard makes in the lives of our clients and in our community.

As a board member, what do you do? What are your responsibilies and your obligations? The primary purpose of a board is for checks and balances.  Because non-profits exist to meet the needs of the community, a non-profit board’s job is to ensure the community’s needs are being met and the donations the organization receives are used wisely.  Thus, it is not the job of a board to manage the daily activities of the non-profit, but it is its job to ensure that the organization is run properly and consistent with the organization’s mission.  A basis for this rule lies in the public’s trust that the organization will manage donated funds to fulfill the organization’s mission.  Of course, board members also serve as an ambassador in the community to communicate the mission and story of the organization.  In addition, board members must also engage in development efforts to augment the organization’s resources to enhance its impact.  Board members must also fulfill their responsibilities while satisfying three duties imposed upon them: the duty of care, the duty of loyalty and the duty of obedience. The duty of care means that a board member owes the duty to exercise reasonable care when he or she makes a decision as a steward of the organization. The duty of loyalty means that a board member can never use information obtained as a member for personal gain, but must act in the best interests of the organization.  The duty of obedience requires board members to be faithful to the organization’s mission; that is, they are not permitted to act in a way that is inconsistent with the central goals of the organization.


What is the biggest challenge you feel your organization faces? As with all non-profits, the biggest challenge is to find and retain sufficient financial resources to allow the organization to continue to fulfill its mission. That is, the need is so great there is a continuous balancing of expanding the mission to serve the needs of the community with the financial recourses to do so effectively. What do you foresee as being the biggest opportunity for the future for Ballard? And how are you addressing or preparing for it? We intend to expand our strengths-based case management services that have been so successful in helping our clients help themselves. By expanding those services and helping more clients become selfsufficient, we hope that one day we can actually meet the needs of everyone who asks for our help. Do you have any important upcoming events? Our Ballard Center building in North Lawrence will turn 100 years old next year, and we plan to commemorate that anniversary with a large mural painted by the youth of Van Go Mobile Arts, celebrating the history of the Lincoln School, of Ballard and of the entire Lawrence community. At the same time, we hope the Community will support us with the resources necessary to maintain the building at a level that it will continue to serve Lawrence for another 100 years. â– 

Ballard B3

Blues, Brews & Barbecue September 19, 2014, 5:30 pm to 10:30 pm

Tickets are $60 in advance, and $65 at the door and include barbecue, unlimited beer, signature cocktails and a 2014 commemorative B3 glass! To purchase, contact Megan Stuke at Ballard Community Services, 785-842-0729 or purchase at www.abejake.com If you are interested in being a sponsor for 2014 contact megan@ballardcenter.org


Integrated Impact: Kasold Dr

Citywide Curbside Recycling Service Looks to Increase Recycling Rates, Decrease Landfill Waste

by KATHY RICHARDSON, SOLID WASTE MANAGER, CITY OF LAWRENCE

Tuesday Week 2 Wednesday Week 2

Establishing a residential recycling collection service is another example of how the city continues to improve our integrated solid waste management system, a comprehensive waste prevention, recycling, composting and disposal program to effectively protect human health and the environment. In February of 2012, the city’s Solid Waste Task Force produced a report, which set a goal of 50 percent recycling rate by volume by 2020 in Lawrence. “One of the recommendations of the Solid Waste Task Force was to implement city-wide single-stream curbside recycling if fiscally prudent and sustainable,” said Daniel Poull, board member of the city’s Sustainability Advisory Board. “Establishing a curbside recycling program in Lawrence has also been a long-term goal of the Sustainability Advisory Board. This is a service that will have a positive impact in our community in so many ways.” As the primary means to achieve the Solid Waste Task Force goal, the City Commission adopted an ordinance in April 2013 establishing a residential recycling collection service for single-family and multi-family dwellings. As required by state law, the city was not able to

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Tue We 6th Street

Wakarusa Dr.

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he wait for city-wide, curbside recycling is almost over. Starting in October, the city’s Solid Waste Division will add curbside residential recycling collection to the list of services the division provides to the community. Since 1946, the Solid Waste Division has been the exclusive trash service provider for residential, commercial and institutional customers in Lawrence. The city has been active in developing waste reduction and recycling opportunities through a variety of private and public services since the early 1990s. The city’s first step to reducing the overall tons of material landfilled each year was implementing a weekly residential curbside collection service for yard waste in 1991.

Bob Billings Pkwy

Thursday Week 2 Kasold Dr

Clinton Pkwy

commence the collection service for 18 months from the adoption of the ordinance. The launch date for the curbside recycling collection service for single-family and multifamily homes in Lawrence is Oct. 21. For single-family homes, permitted recyclable materials placed in the city-provided, 95-gallon blue recycling carts will be collected everyother-week on the same day as the residential customer’s trash day. Recycling dumpsters will be available at participating apartment complexes and other multi-family dwellings. “Our citizens consistently tell us that our sanitation services are valuable and wellreceived,” said Mayor Mike Amyx. “Curbside recycling is yet another service we’ll be able offer that helps decrease our overall environmental

impact and provides the community with an excellent service that enhances the quality of life in Lawrence.” A detailed trash and recycling collection map is available on the city’s website at www. LawrenceRecycles.org. In addition, residents can sign up online at www.notify.lawrenceks. org to receive recycling service notifications via text or email and download their specific service calendar. The recyclable materials collected through the residential single-stream recycling collection program will be dropped off at the Hamm Material Recovery Facility (MRF) approximately three miles from north Lawrence. This single-stream processing facility will receive, sort, process, store and

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General Guidlines for Accepted Materials:

Hwy 40

Iowa Street

esday eek 1 N

Wednesday Week 1

Glass Food & Beverage Containers Mixed Paper Magazines, junk mail, chipboard, milk/juice cartons, telephone books

15th Street

Iowa Street

ursday eek 1

Louisiana St

Newsprint

Friday Week 1

Newspaper, advertising supplements K-10

Office Paper Shredded Paper Must be in a clear plastic bag

Cardboard Containers Unwaxed cardboard only

transport recyclable materials dropped off by the city. The facility will also market, or sell, these materials to be recycled and reused for beneficial use. “Hamm is proud to continue the successful public/private partnership that has existed with Hamm and the City of Lawrence for over 30 years,” said Charlie Sedlock, Hamm Waste Services Director. “The next step in this partnership is with the recycling program. Hamm will be processing and marketing the recyclable materials collected by the city. The Hamm Material Recovery Facility will have an economic impact by adding 15 new jobs to the Lawrence area, using local vendors, and maximizing use of local recyclable markets.”

commercial recycling services to business customers in Lawrence in the future. The city will provide detailed collection information as part of the implementation campaign in September and October. The city’s curbside recycling program is a single-stream system which allows all materials to be placed in one container instead of sorting by material type. ■

Tin, Steel, Aluminum and Bimetal Food and Beverage Containers Scrap Metal Sized less than 30-inches in each direction and less than 50 pounds

Plastic Containers Recycling symbols #1 through #7 The city’s residential curbside recycling program begins in October. Customers will have everyother-week collection of recyclable material on the same day as they regularly schedule trash pick-up. for complete details, visit www.Lawrence recycles.org

The city is evaluating options for providing

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NON- [PROFIT ]

What is DCCA? by LIZ WESLANDER photos by STEVEN HERTZOG

Lori Alvarado

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ucked up on a little hill at the corner of Clinton Parkway and Kasold Drive are the administrative offices of DCCCA, Inc., a diverse non-profit agency that has been quietly addressing substance abuse issues in the Douglas County community for 40 years. “People in the social service realm know who we are and what we do, and there are certainly pockets of community members that know who we are and what we do, but I think that the vast majority in Douglas County are not sure what we do,” said Lori Alvarado, DCCCA CEO. “DCCCA has not always tooted its horn as much as we should have in the community.” DCCCA, often pronounced in phonetic shorthand as “decca,” started out in 1974 as the Douglas County Citizens Committee on Alcoholism. It was a grassroots organization that operated on a budget of $7,000 in 1975. As the years went by, the group was able to diversify its funding and expand the type and scope of services it offered. In order to reflect this change, the organization’s name was officially changed to DCCCA by its board of directors in 1989.

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DCCCA’s numbers from fiscal year 2013 help paint the picture of how much the organization has grown throughout its 40 years. In fiscal year 2013, DCCCA operated on a budget of $19 million. Its services reached 432,935 people in the state of Kansas and 34,879 in Douglas County. DCCCA also expanded some of its services to Oklahoma in 2013, and it now employs 185 people in both states. In addition to its local inpatient and outpatient addiction treatment programs, DCCCA’s services now include Foster Parent Training and Recruitment Programs in Kansas and Oklahoma, traffic safety training for the state of Kansas community-based substance abuse prevention programs in eight northeastern Kansas counties, a youth residential center in Pittsburg Kansas and a family-services program for five Kansas counties in the Kansas City metro area.

Although DCCCA’s scope now spreads beyond Douglas County, Alvarado said that the organization still recognizes that its roots are in Douglas County and that its leaders continue to spend a lot of time looking at how to best provide services locally. First Step at Lakeview, DCCCA’s local inpatient substance abuse center for women, is one example of how the organization has taken a unique approach to serving the community. Located at 3015 W. 31st St., First Step at Lakeview is set up so that women with addictions can bring their children with them while seeking treatment. The facility has a licensed daycare onsite and provides school-aged children with transportation to local public schools during the day. Alvarado said that DCCCA chose to use this model because women with addictions who have children often times have no place to leave their children while seeking treatment, unless they place them in the child-welfare system. This is not an ideal situation because women often have a hard time getting their children back from the system after they have completed treatment. “DCCCA was really innovative early on to provide substance abuse treatment in a facility where women could keep their children with them,” Alvarado said. “The mothers learn how to work with their children in state of recovery versus a state of addiction. We believe it’s a much healthier model.” Recent changes in DCCCA’s local outpatient treatment program for men, women and adolescents, located at 1739 E. 23rd St., also reflect the organization’s efforts to optimize its services in the community. For the last year and a half, DCCCA has been working toward an integration model, which takes counselors out of the DCCCA building and into other community social service and health care sites. “Instead of people coming to us, we are trying to go out in the community and connect with people where they live, work and get other services,” Alvarado said. “We believe this gives


us a much better connection to the whole person, and it allows us to work toward shared outcomes and be more efficient with our resources.”

“Instead of people coming to us, we are trying to go out in the community and connect with people where they live, work and get other service.” -Lori Alvarado

DCCCA has worked on integrated care models with Total Family Care, the Lawrence Community Shelter, Health Care Access, Lawrence OB/ GYN and Bert Nash. “It has created some challenges because our employees don’t always have a place to land when they go other places,” Alvarado said. “But we know that it is the right thing to do, so we are continuing to work through the challenges.” DCCCA receives funding from a wide variety of state, federal and private agencies including the Department of Child and Families, Kansas Department of Aging and Disability Service, Federal Treatment and Prevention Block Grant, Medicaid, private insurance and private donations. DCCCA is overseen by 15 a member Board of Directors who all volunteer from the Lawrence community. Maintaining high-quality services in an environment where resources are shrinking is a constant challenge for DCCCA, according to Alvarado. However, relying on a variety of funding sources helps with this challenge. “With each funding source comes a different set of eligibility requirements, so it’s a bit of a puzzle,” Alvarado said. “But the diversity of funding is what helps the agency maintain a certain level of service. If we lose funding from one source, we are not totally dependent on it.” Another challenge that DCCCA has encountered in the last decade is the need of the children being placed in foster homes seem to be more intense than in the past. Many children have a combination of emotional, developmental and educational needs that require extra levels of services that DCCCA is challenged to support. Alvarado said she thinks this may be the result of the economic dynamics caused by the recent recession.

Chrissy Mayer, Strategic Initiatives Coordinator; Lori Alvarado, Executive Director; Jeanette Owens, Director of Child Placing. “Lots of times for our lower-income families it take two or three jobs to

make ends meet, which means less time to interact with their children. The demands of a fast-paced society just take a toll on families,” Alvarado said. Alvarado said the only answer to these various challenges is for an agency to continue to be willing to rethink how it delivers services, and to strive to provide services in a way that is appropriate for those coming to you. “I think DCCCA is well-positioned to provide services in a positive, high quality environment in partnership with other agencies who share our same concerns,” she said. “We are really looking to be a good partner in the community.” ■

Sandra Dixon, director of Behavioral Health; Janet Spring, director of Human Resources; Gary Evans, IT manager; Lori Alvarado, Executive Director; Sherree Stanley, Payroll Coordinator; Kerye Jackson, Director of Finance; Nick McGovern, Facilities manager.

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Books In Baldwin Community Invest in Library

by AMANDA SHULTZ & SCOTT SHULTZ photos by STEVEN HERTZOG

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hen asked about the roots of her passion for the library, Kathy Johnston replied with eyes shining, “For me, it’s the patrons, and when you find something they really like.” Johnston’s interest in libraries was first sparked in high school when she took a library science class. Her interest grew, and she began working at the Baldwin Library between 1977-1978. She became the library director in 1986, serving in that capacity ever since. This passion and experience gave Johnston the foundation to lead the library’s recent expansion effort.

“No matter how busy Kathy is, she’s going to take the time to help patrons,” Danny said.

Becky McMillen, library Board of Trustees member, is quick to sing in Johnston’s praise.

Becky is well known in the community for her role as the library’s “Story Lady.” As the story lady, she was in charge of children’s programming including the Summer Reading Program for more than 20 years, first as a volunteer and then as a staff member. When asked about her desire to be involved with the public library, Becky replied, “I love children and I love books so the combo was a real plus for me.” She also stated, “I feel strongly about the idea of a free public library. It’s a place for everybody.”

“The library wouldn’t be here without Kathy,” McMillen said. “Kathy is a wonderful listener and she makes [kids] feel the library is a safe, welcoming place to be.” McMillen’s husband, Danny McMillen agrees with her assessment.

The McMillens have lived in the Baldwin area since 1967, and have served the library in various capacities over the years. Becky has served as president of the Friends of the Library, a group that was founded to support and promote the library. She is currently on the Board of Trustees. Danny is a member of Friends of the Library and both Danny and Becky were on the library expansion committee.


The library began as a single shelf of 75 books located in the city hall in 1916, according to Johnston. “You’d ask the city clerk to check out a book,” Danny explained. The collection of books grew until it occupied roughly 600-900 square feet in city hall. The library outgrew the space and was moved into its current building in 1992. The building was financed through a bond issue and was paid off five years later through community sales taxes.

an expanded activity room which can be reserved at no charge, new countertops and floor in the office, separate storage areas for the city council, activity room and general library storage.

The recent expansion project was decades in the making. According to Johnston, the need for increased storage space was recognized from the beginning, as the original library wasn’t designed to include any storage space. Due to the lack of storage space, the librarians packed their shared office, and volunteers from the children’s programs had to transport storage items each week. However, the need for expansion was placed on the back burner for many years due to funding. The board revisited the issue in 2002 and began putting aside a percentage of the tax revenue to fund a future expansion.

The library currently has seven employees and approximately 10 volunteers.

Becky recalls the ball really got rolling several years ago when the city council proposed a new Quality of Life Sales tax, to include things such as public parks, streets and the library. Baldwin City voters approved the tax after it was placed on the voting ballot. “After the tax passed, then we knew we were going to be able to do it,” Becky said. After the tax had been in effect, Friends of the Library, Board of Trustees and Expansion Committee convened to discuss making the expansion a reality. Susan Butell, member of the expansion committee, wrote a letter to the city council that led to the council allocating $500,000 for the library expansion. “It [the library] wouldn’t be here if it wasn’t for taxpayers,” Danny said. He also recognizes the stewardship of Johnston and the board. “They have always been very frugal with the taxpayers’ money,” Danny said.

Equipment was purchased and added to the activity room for council meetings, which included microphones, tables, a flat screen TV, a projector and screen.

“I can’t say enough about the staff. The hours that the volunteers put in are unbelievable. If it weren’t for all the volunteers we could not be open the hours we are open,” Becky said. “One of the most amazing things to me was that Kathy and her staff kept the library open through the whole construction project.” According to the McMillens, Anne Walker, chairperson of Friends of the Library, and her husband, Mac Walker, were highly involved in the oversight of the construction process. They went every day to supervise the progress and field questions from the architect and builders. According to Johnston, the Baldwin Library is part of a consortium of more than 40 libraries in the state of Kansas, and is able to fulfill many book requests from patrons. The library has seen a dramatic increase in the number of book requests from member libraries. Also, the library is now open an additional hour on Saturdays. Storage items have been moved out of the office into the new storage room, and the staff now has space to work on projects. The addition of the Kansas Room has allowed for a larger young adult section. The librarians have discarded VHS tapes in favor of DVDs, in which two to three are added to the collection per week. This helped create space for the large print books to be moved to the front of the library where they will be more accessible.

Funding also came from Friends of the Library. The group donated $25,000 to be used for the expansion, and individual members also donated funds and furnishings.

The library has recently purchased two computers and started a new “seed exchange program.” Gardeners can take seeds to start their garden and bring seeds back at the end of the season for others to use. Free classes will soon be offered on topics related to Baldwin City history.

The expansion began in November 2013 and was completed in late spring 2014. Jay Zimmerschied was the architect, and the contractor was Fritzel Construction. The expansion added 3,417 square feet to the original 6,000 square foot library, increasing its size by more than 50 percent. The library stored books and equipment at the fire department, public works building and city hall throughout the expansion process.

Although the vast majority of the expansion is complete, a few things remain to be completed. The library still has a “wish list,” which includes items such as comfortable seating for the Kansas Room, installation of ceiling fans and various items for the children’s room and office. A Friends of the Library member will soon be donating a refrigerator for the kitchen. The open house date is to be determined. ■

The planning of the project was a collaborative process, which included the Board of Trustees, Friends of the Library, Johnston and the expansion committee. The features of the expansion included an expanded entryway, the Kansas Room, which is a reading room that houses the library’s collection of Kansas and local history resources, a beautiful adult reading area with large windows, an expanded children’s area, a built-in book drop, additional front desk space, a family restroom, a new kitchen, new heat and air systems, a new roof,

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COMMUNITY IMPACT by ANN FRAME HERTZOG photos by STEVEN HERTZOG

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any things impact a community, from individuals to government entities. In our third impact issue, we decided to focus on the wide range of people and businesses that make our community special. We couldn’t list everyone, but here are a few of the areas and people, and why we chose them to be a part of our Community Impact issue. As a university town, it is hard to separate the city from the university with regard to the impact it has on our community. Lawrence would not be Lawrence without the stalwart institution. As the Vice Chancellor for Public affairs, Tim Caboni is many times the face for the University of Kansas and we wanted to find out more. Massachusetts Street is the heart of the community, and at the north-end FreeState Brewing Company has made an impact in helping to keep the downtown relevant and regionally with its brews. Alex Hamilton and Steve Bradt have been with FreeState from the beginning. As the city grows, First Management Inc. has played a part in several construction projects including the new Marriott which will soon be impacting the Lawrence skyline in downtown Lawrence at 9th and New Hampshire. As Chief Financial Officer at First Management, Shannon Abrahamson has helped that company along with several local nonprofits stay healthly.

The City of Lawrence impacts the lives of every Lawrencian on a daily basis. Diane Stoddard, Assistant City Manager for the City of Lawrence, is responsible for making sure that daily needs, as well as long term goals, are met. Lawrence is also an arts community. Ric Averill, Director of Performing Arts at the Lawrence Arts Center, works to make sure children, as well as adults, are able to develop their talents and provide one of the many creative outlets in the Lawrence community. A top ranked hospital makes an impact on the community and Lawrence is home to Lawrence Memorial Hospital (LMH), one of the top 100 hospitals in the U.S., according to an independent study done by Truven Health. One of the reasons is Kathy Clausing-Willis, Vice President and Chief Development Officer for the Lawrence Memorial Hospital Endowment Association (LMHEA). LMH receives no tax revenue from the City of Lawrence or Douglas County, so the LMHEA raises funds to supplement the needs of the hospital from equipment to a full renovation of the fourth floor. For more than 3,000 kids, Lawrence Parks and Recreation makes a big impact on their lives. Giving kids the chance to participate in sports and learning about sportsmanship is what Lee Ice, Youth Sports Supervisor, is all about. That, and having fun. â– 

Lawrence voters value education and want to make an impact on the choices the community makes for education. With the Dwayne Peaslee Technical Training Center slated to open in 2015, Patrick Kelly, Director of Career and Technical Education for USD 497 has been working to make the center a reality.

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Shannon Abrahamson:

Business Community Building Relationships. by DEREK HELMS photos by STEVEN HERTZOG

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hen asked about it, Shannon Abrahamson lowers her head and a slight smile crosses her lips. She is a quiet lady and seems to blush easily. “Yes,” she said with a slight laugh. “I was the kid that really liked math growing up. I knew when I was in high school that I would be an accountant. I’ve always liked that moment when you’re working on a problem or an equation and it clicks. The harder the problem, the better the feeling.” Abrahamson spends her days finding solutions to the often complex financial questions at First Management, Inc. As the Chief Financial Officer for one of Lawrence’s most prominent companies, Abrahamson oversees the daily cash flow of various rental properties, financials of SUBSET companies such as construction and property management and the complicated funding of various development projects in multiple states. She is licensed in Kansas, New Mexico, Texas and Arizona. The job provides countless opportunities to solve financial puzzles. “One of the things I most enjoy about this position is the variety,” Abrahamson said. “Because First Management is involved in so many different ventures and business classifications, I have the opportunity to work in so many different areas. I know it sounds like a cliche, but there is never really a boring day here.” Robert Green, President of First Management / First Construction, lauded Abrahamson. She is, in his opinion, absolutely essential to the success of the company. “Shannon has really streamlined our accounting process,” Green said. “Her work on the financial end of the business has really helped all of our operations run with much more efficiency. She is a very career-oriented person, but without question, she keeps the company’s best interest in mind.” First Management owner, Doug Compton, echoes Green’s thoughts. “She has a great mind for numbers, for sure,” Compton said. “She has to wear many hats here. She’s in charge of the financials for 80 to 100 different LLCs and not all of them are the same type of business structure or even in the same industry. Her attention to detail is vital to the success of our companies.”


Abrahamson’s eye for financial details is invaluable, but Compton says her strongest business asset is more abstract. “The biggest benefit she brings to our company is unquestionable credibility,” Compton said. “We deal a lot with investments and projections. If our numbers aren’t right, our plans won’t work. Shannon’s financial statements are spot on and that gives our company strong financial respectability, and there is no way to over value that.” Making those numbers work is what Abrahamson strives for each day, even if that means she has to ruffle some feathers along the way. “Well, I guess ‘No’ is a powerful statement sometimes,” she said with her bright smile and a laugh. “But the numbers don’t lie and my job is to keep everyone on track.” There was a time, Compton concedes, when if his CFO said ‘No’ he took it as an objection to get around. However, that doesn’t happen with Abrahamson. “I don’t even argue anymore,” Compton said. “I know if Shannon says the books won’t let us buy this or do that, then we just can’t do it. And I know it’s not her opinion, but her financial statement talking. I totally trust her.” Abrahamson is a Lawrence girl. She is a proud Chesty Lion and Jayhawk alum, married a Lawrence guy and loves the connection her family has with Lawrence. “There is so much history in this town,” Abrahamson said. “Each block has its story and I love how connected my family is to the past. I mean, my Dad was in the first class to graduate   from West Middle School. I don’t know if my son understands how cool that is. I tell him all the time how lucky he is to grow up in Lawrence.” With her professional accomplishments, Abrahamson acknowledges she could probably find a job anywhere she’d like to move, but the thought hasn’t crossed her mind. “We love this town,” Abrahamson said emphatically. “I don’t want to live anywhere else. There are so many opportunities and Lawrence still feels like a small town. That’s a unique quality. The people of Lawrence really look out for each other. I mean, just look at all

the non-profits and fund raisers and events in town. It’s really special here.” Abrahamson doesn’t just admire the volunteer work of others. She jumps in head first. The list of organizations with which she has worked is long and varied, from her son’s baseball team to Willow Domestic Violence Center. “Shannon’s work with Willow was a tremendous help,” said Nita Redmond, bookkeeper for the Willow Domestic Violence Center. “I know her work with the Board of Directors is very valuable, but what she did with our financials years ago still helps us everyday.” The story is told by many local organizations. When Abrahamson began helping, she rolled up her sleeves and with her financial muscle took on the books. Financial statements, invoices and all other related documents became more intact and the organization’s financial reality and projections became clear.

“I don’t want to live anywhere else. There are so many opportunities and Lawrence still feels like a small town. That’s a unique quality. -Shannon Abrahamson

“She created a very coherent system that has helped us track every dollar coming in and going out,” Redmond said. “She changed the way we keep our books. She put more organization into our accounts and set up systems for us to have much easier audits.” The work has a big impact on others, but for Abrahamson, it’s second nature. “Like I said, I like solving puzzles,” Abrahamson said nonchalantly. “If I can help some of our great organizations, I’m happy to do it. They’re the ones doing the real heavy lifting. I’m just getting their books straight.” When Abrahamson’s fellow business associates elected her to the Lawrence Chamber Board of Directors, it was clear what role she would play. As treasurer of the organization, Abrahamson keeps an eye on the financials of the city’s largest business organization. “Being a good financial steward of your fellow Chamber members’ money is a very demanding responsibility,” said board president, Mike McGrew. “Shannon does it exceedingly well and always with a smile. She stays on issue and isn’t afraid to disagree if she needs to. She is vigilant and committed, yet she executes her role with a pleasant good nature. Additionally, as a member of the officers’ committee, she actively engages in the strategic direction of the chamber.”

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New Downtown Marriott under construction at 9th and New Hampshire

Abrahamson’s work in the community is a passion and it stems from her love of the town. “Lawrence has been very good to me and my family,” Abrahamson said. “I do what I can to help.” “I know a lot of people are surprised when they meet Shannon for the first time,” Compton said. “People in Lawrence know her from her work with us or her involvement and leadership in so many local organizations, but what many don’t know is how shy and conservative she is. I think it says a lot about her dedication to the community that she is so willing to jump in head first to help and take a leadership role when that might not be her nature.”Boards Chamber, LMH Endowment, Gateway West Holdings, Health Care Access, Willow Domestic Violence Center: ■

Shannon Abrahamson with Jason Nudson looking at Marriott construction site

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Alex Hamilton & Steve Bradt: Brewing a Bussiness with a Commitment to Community by ANNE BROCKHOFF photos by STEVEN HERTZOG

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urviving 25 years in the restaurant business is hard enough. Making it to the quarter century mark with a loyal following and sustained creative culinary and brewing energy is nothing short of remarkable. But that’s exactly what Free State Brewing Company has done. The key? People. “With a multi-faceted business like ours, having dedicated, experienced staff is crucial to continued innovation and development,” said Steve Magrel, who opened Free State at 636 Massachusetts Street in 1989. A dozen veterans have played significant roles, including Steve Bradt, head of brewing and bottling, and general manager Alex Hamilton, Magrel says. Bradt and Hamilton have worked at Free State since it’s opening, and both have helped shape its identity. There have certainly been plenty of changes over that time, among

them downtown’s revitalization and the craft brewing industry’s boom, bust and now resurgence.

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ree State has become a Lawrence mainstay, with 112 fulland part-time employees between its original location and the bottling facility at 19th St. and Moodie Road. Guests flock to the brewpub on sunny afternoons and game days, a sight that once would have been hard to envision. A few decades ago, the north end of Massachusetts Street was anything but a destination, with sparse lighting, limited parallel parking and towering, defunct grain elevators. “I grew up in Lawrence, and nobody came downtown back then,” Bradt said. Then, in the 1980s, the old elevators were demolished, and Lawrence dedicated its current city hall building at Sixth and Massachusetts streets. The Eldridge Hotel and Liberty


Hall were both restored, paving the way for further retail and commercial development. “The renovation of those two historical buildings was just the beginning,” Bradt said, who did construction on Liberty Hall while still a student at the University of Kansas. Free State’s location was one of five Magrel looked at, he says. It was in the worst condition, but Liberty Hall’s owners, Charley Oldfather and Dave Millstein, caught wind of the project. They became involved, purchased the property and helped lead Free State’s design and construction, Magrel says. Adding the brewpub to block’s mix certainly helped bolster the area, though Magrel is humble when asked about its impact. “Many people have made efforts to keep downtown vibrant and attractive for a wide range of commercial activity,” Magrel said. “I’m proud we’ve been part of that effort.” Free State also resurrected a bit of Kansas history by opening the state’s first legal brewery in more than a century. While the state once had some 90 breweries, that ended in 1881 when Kansas enacted its own form of prohibition, according to Kansas Breweries and Beer: 1854 to 1911 (Ad Astra Press, 1992). Thirty-nine years later, the U.S. passed the 18th Amendment, putting everyone else out of business, too. Even after national Prohibition’s repeal in 1933, brewing was slow to recover. National brands and lighter beers dominated the market, so consumers thirsty for other flavors turned to home brewing. By the 1980s, home brew fervor blossomed into a nascent microbrewing and brewpub industry. Growth continued into the 1990s, then flattened, in large part because consumers learned craft didn’t always equal quality, according to Bradt. “People were wary,” Bradt said. “Craft beer wasn’t necessarily good, it wasn’t necessarily consistent, but it was always more expensive.” That’s changed recently as consumers enamored with European-style beers flocked to smaller breweries. The number of U.S. craft breweries has surged from 537 in 1994 to more than 2,800 in 2013, with more than 1,500 in development, according to the Brewers Association, a trade group. “At the time we opened, there wasn’t anything

similar to us between Chicago and Denver,” Bradt said. “Now, there is literally a new brewery opening every day.” Kansas’ 20 craft breweries together generated more than $257.9 million for the Kansas economy in 2012, according to the Brewers Association. When Free State opened, though, it was the only game in the state. Bradt started behind the bar, but was quickly drawn to brewing. “The blend of art and science in brewing is fascinating to me,” Bradt said, who has a degree in history from KU and comes from a family of artists, musicians and mathematicians.

“At the time we opened, there wasn’t anything similar to us between Chicago and Denver.” -Steve Bradt

He peppered Magrel, Free State’s first brewer, with questions. After a few months, Magrel offered him a brewing job, and Bradt jumped at the challenge. “I’m a process geek. I love seeing how things work,” Bradt said. Bradt read everything he could find about brewing, attended a brewing school in Chicago and continued developing his skills. He’s now on the Brewers Association Board, President of the Kansas Craft Brewers Guild and has served as a judge at the Great American Beer Festival and the World Beer Cup. At Free State, he oversees production of the brewery’s four flagship beers, Ad Astra Ale, Wheat State Golden, Oatmeal Stout and Copperhead Pale Ale, and the eight to 13 seasonal brews produced at any one time. For years, customers could only get those beers at the restaurant. Then the company opened its 12,000-square foot bottling facility in 2010, following a shift in Kansas law that allowed breweries to hold more than one liquor license.

Free State distributes bottled beer throughout Kansas and Missouri. It recently expanded into Nebraska and will add Iowa by the end of 2014, Magrel says. While some restaurant customers still ask for Free State’s lightest or most “American” beer, many are as deep into beer geekdom as Bradt. They want to know what kind of hops were used. Simco? Chinook? Citra? The variety of malt and what the IBU, International Bitterness Unit, level is.

Free State Brewery tour.


Consumers are equally adventurous when it comes to food. The menu still offers burgers, sandwiches and other Free State standards. However, in early August, the specials also included dishes such as achiote chicken penne, Korean bulgogi, lemon thyme schnitzel and chorizo nachos. Orders these days are as likely to be served with fresh or steamed vegetables, rice or fruit as they are French fries, because that’s what customers want. And as for the local food movement, Free State has long purchased produce, beef and chicken from area farms because, according to Hamilton, it made sense. There’s no chasing trends or concepts at Free State, Hamilton says. Simply good food and beer made the way customers want it. “We’re a populist establishment,” Hamilton said, who grew up in Lawrence and then spent several years working at the Halekulani Hotel in Honolulu. He returned to Lawrence, got a job waiting tables at Free State in 1989. He then became part-time supervisor and then manager responsibilities soon followed. “We have pub grub, but we also have a beet Nicoise salad that’s awesome,” Hamilton said, who holds an associate’s degree in hospitality management from Johnson County Community College. “Our menu reflects our ideals in business.” And perhaps the most important ideal is one of community. Part of that is a corporate commitment, which Free State supports organizations such as the Boys & Girls Club of Lawrence and Bert Nash Community Mental Health Center. Bradt serves on the Health Care Access Board of Directors. In July, Free State hosted an open house for the clinic, which provides services to uninsured Douglas County residents. There’s also the very real personal sense of personal community at the restaurant, Hamilton says. Free State’s customers include university professors, business owners, community leaders, construction workers and college students. There are regulars who drive in from Tonganoxie, Topeka and Kansas City, as well as out-of-town visitors. People come when they’re happy and when they’re not, says Hamilton. “Free State hosts people who’ve had bad and good things happen in their lives,” Hamilton said, who volunteers with the Girl Scouts, his two daughters’ school and his family’s church. “Regular customers, friends and family members, people who get sick or lose a loved one—they all come here and feel the support.” Bradt agrees. “We’re often the first stop on the way home after they have their first kid,” Bradt said, noting that Free State also sees those kids grow up, hosts their graduation parties and serves them their first beer when they turn 21. Training and supporting staff is essential, both men say. Free State has long offered benefits like health insurance, matching retirement accounts and paid vacation. It also invests in training. All servers are expected to understand both food and beer, and service staff must pass six examinations before taking to the floor solo.

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Steve Brandt & Alex Hamilton at Free State Brewery

Once there, there’s no set script. Hamilton encourages servers to develop a rapport with customers according to their own style, and their success depends on an innate desire to create a positive experience for each guest.


“You can’t teach hospitality,” Hamilton said. “You’ve either got it or you don’t.” When giving new employees a tour of the building, Hamilton likens their jobs to being onstage, something Bradt agreed wholeheartedly with. “People come here not just for the food and drink, the physical things, but for the entertainment,” Bradt said. “Making it a good time for them is part of the performance. If you feel that, then it’s genuine.” ■

Free State Brewery bottling line and packaging.

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LEE ICE:

Community Sports & the Man at the Center. by STEVEN HERTZOG photos by STEVEN HERTZOG

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he numbers can be staggering: 800 baseball games,700 basketball games, 200 coaches, 300 volunteers, 100 officials, 3000 kids. Now imagine getting all these kids onto teams, making the schedules, coordinating the coaching staffs, officials, facilities, then rescheduling the games cancelled for rain outs, lightening storms, snow days and, most importantly, making sure the kids have fun. It is a 24/7 job for one very dedicated person, and that person is Lee Ice. “I love my job,” Ice said. “I tell people that I have never had to go to work. This isn’t work. It’s fun for me.” Ice is proud to brag that he has been fortunate to never leave Lawrence, except for his first couple of years after graduating from the University of Kansas and playing minor league baseball for the Kansas City Royals. He has never lived anywhere else but Lawrence. As an East Lawrence kid, Ice attended East Heights Elementary, St Johns, Central Junior High and Lawrence High School. He began working for Lawrence Parks and Recreation at the young age of 16 as a ball diamond maintenance man. After graduating LHS, Ice enrolled at KU. A die-hard Jayhawk fan since the day he was born, Ice captained the Jayhawk baseball team to its first 30 win season in history as he anchored the corner at third base. With a degree in secondary and physical education, Ice was a 21-year-old senior at KU when he was signed by the Kansas City Royals to play minor league baseball for their minor league team in Sarasota and Fort Meyers, Florida. Upon returning to Lawrence, Lee continued his education at KU to earn his master’s in sports administration and took a job with the Lawrence Parks and Recreation department. “It was really an opportunity for me to give back to the community that gave so much to me,” Ice said. Ice finds in sports the values that we each can take and use to make us better people. “It builds character, self esteem, discipline and teaches us leadership. All those things that will hopefully make them successful when they are 25-30 yrs old. I have only coached 5 kids who ever made a living at a sport, but it doesn’t touch the kids who went on to be doctors, lawyers, dentists,


teachers, firefighters, police officers and they are the ones who make a difference in everyone’s life,” Ice said. Ice took his lead as a role model from his dad, Al Ice; the man he says was and always will be his mentor. A mailman who coached American Legion Baseball for 25 years and never got paid. A volunteer, who would get up at 4 a.m. to do his mail route, go to practice at 3 p.m. and be home at midnight and get up and do it again. The ballpark at Holcom field is named after his dad and Ice’s uncle Tony, whom with Al coached the first American Legion baseball team to come out of Lawrence in 1974. From its inception, Lawrence Parks and Recreation has been put on a pedestal by the rest of the state. Lee is quick to point out that it was under the leadership of his predecessors Fred DeVictor, Tom Wilkerson and Kathy Foley that Lawrence established its vision in making Lawrence Parks and Recreation a progressive leader in the state. From developing and running programs for adult and youth sports, putting on special events, acquiring land, building an outdoor aquatic center and then an indoor aquatic center, representatives from all over the state have come here to see what we are doing and try to replicate the Lawrence way.

“It was really an opportunity for me to give back to the community that gave so much to me,” -Lee Ice

In the coming year, the residents of Lawrence have a lot to look forward to. Starting in September, parks and recreation will be moving from Holcom recreation center to Sports Pavilion Lawrence. Lawrence’s new state of the art sports facility is going to offer much more for the residents of Lawrence. “We are going to surpass anything that I could ever have imagined in this new facility for gym space, tournaments, and offer new programs. Whether it be flag football for kids or adults, indoor soccer on turf, Volleyball, an 1/8 of a mile walking track, it will be amazing what we will be able to offer,” Ice said. And with this new space, Lawrence will become one of the leaders in youth sports tournaments not only in the state, but the entire Midwest. The mission statement says we are here to enhance the quality of life for the citizens of Lawrence. For Ice, the most important element in all of this is to make sure the kids have fun.

Lee Ice at Parks & Recreation afterschool program at Holcom Sports Complex

“In 25 years I have never had a complaint from a child, from a 6 to 18year old. The complaints come from the adults. And often times the complaints from the parents are unrealistic,” Ice said. The complaints are not so much from what Lawrence Parks and Rec has to offer to the kids in terms of programs and opportunities, but from the expectations parents have from their own kids. Ice believes that sports are becoming too specialized, and that they are no longer seasonal. Some of these coaches want to do one sport all year round, and a kid has to choose between one sport or another and play it all year round. Youth sports have become a big business. Families now are spending up to $6,000 to be on these teams that go all over the place. Statistically, 75 percent of kids who participate in competitive athletics quit by the age of 12 because it is not fun anymore. Kids quitting at an early age is a nationwide problem, not just a Lawrence problem. Ice feels it is more about educating the parents than the kids.

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The kids just want to have fun. It is not just who wins, but it is the camaraderie, the sportsmanship and the teamwork that the kids take with them the rest of their lives. The team sports should help them develop character, how to deal with other people and how to handle adversity, because that’s what life is and that is what Ice thinks sports teach you. Ice’s philosophy is that we as adults have to teach kids how to get through that adversity and make sure they understand it is not life or death - it’s fun. And, as a competitor in sports as in life, you have to look for the next opportunity. However, Ice still offers a word of caution to the parents. “You have to keep the fun in competition,” Ice said. “Parents need to enjoy their kids competing while they are still playing. Because this time in their lives will go by really fast. Parents don’t believe it now because they are going to multiple practices and multiple games, car pooling trying to make sure their kid has more than they did but you have to enjoy it, breath, have fun. It is an on going process to educate parents to keep things in perspective and have fun and let their kids enjoy it The game is not going to change. Baseball will always be baseball. Basketball will always be basketball. The objectives will always be the same. And most importantly, go get an ice cream after the game.” ■

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Kathy ClausingWillis: by EMILY MULLIGAN photos by STEVEN HERTZOG

A Healthy Community needs a Healthy Hospital. LMH Endowment is Here to Make it Happen

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rowing up on a farm in western Kansas, Kathy Clausing-Willis could not have known what her career would be. And she says many people still don’t understand exactly what she does. However, that hasn’t stopped her from pouring hard work and passion into her job, benefiting countless people in Lawrence and Douglas County, as the vice president and chief development officer for the Lawrence Memorial Hospital Endowment Association (LMHEA) for the past 17 years. The LMHEA is the philanthropic arm of Lawrence Memorial Hospital, a community non-profit hospital, owned by the city although it receives no tax revenue from the City of Lawrence or Douglas County. All excess revenues are reinvested in hospital services, equipment and facilities. “The bottom line is that we’re as good as you make us. If you don’t come here and you don’t use us, that doesn’t help. LMH is one of the top 100 community hospitals in the country. We are thrilled, but then it’s also scary, because we want to retain that,” Clausing-Willis said. In order to not affect patient costs, any large capital outlays or philanthropic activities that may require additional funds above hospital revenue rely on the LMHEA for funding. The Endowment has transferred about $20 million to the hospital from philanthropic gifts, according to ClausingWillis. “Because it is a community hospital, it is required to serve even those who cannot pay. The Endowment Association allows people who do have funds to donate them for the betterment of the hospital,” said Larry McElwain, CEO of The Chamber. Clausing-Willis was LMH CEO Gene Meyer’s first hire when he came in 1997. He said he hired her not only to raise funds, but also to generate goodwill in the community.


“She is successful first and foremost because her personal characteristic of never being satisfied keeps her going on a day-to-day basis,” Meyer said. “The other thing that keeps her relevant is that we have purposely included her as a key member of our management team. By that, she has exposure to and input in to changes in our industry.” During Clausing-Willis’ tenure at the LMHEA, the hospital has grown tremendously, both in physical size and in services offered. In 2009, the hospital completed a $45 million expansion of facilities and services for emergency, surgery, maternity, intensive care and critical care. Clausing-Willis and her team have launched a campaign this year to renovate the hospital’s fourth floor, the only part of the hospital that has not been revamped. The Hearts of Gold Ball this past spring raised $500,000 toward the Endowment’s $2 million goal for the $4 million project. Meyer said that patients on the fourth floor typically average a length of stay at LMH from seven to 14 days, either because they require physical rehabilitation or are unable to go home directly from their hospital stay. “The fourth floor is 15,000 square feet, which is the largest clinical area. Some rooms are semiprivate now – all rooms will be private, with a nice family mingling area next to the dining area,” Clausing-Willis said. “I was on the retiree task force [to attract retirees to Lawrence], and the first thing that they care about is health care. We have to be positioned to care for those folks as a community.” It is this kind of community awareness and understanding that has made Clausing-Willis such a positive force in her work with the LMHEA. “She’s persistent, disciplined, dedicated, passionate – she’s got the whole package of skills needed to sell a community hospital,” McElwain said. “She does it because she sees the value of what the hospital does and sees the big picture of the hospital in the community.” Clausing-Willis’ life and work experience have combined with her personality to make her successful in her job. “Kathy is so engaged and so loyal to the organization that it just shows through in what

she’s doing,” Meyer said. When pressed, Clausing-Willis admits that she has some inherent qualities that help with her work for the Endowment. “I lead by example,” Clausing-Willis said. “I think that’s a gift I’ve been given. I have an ability to inspire and help people follow a vision.” Clausing-Willis emphasizes that she does not and cannot accomplish anything by herself for the Endowment. “Everything that’s done is done as a team. I work with a lot of great people on the administrative team, endowment team, hoards of volunteers, board members in the community and the medical staff,” Clausing-Willis said. Clausing-Willis and her team are not just about construction projects, but also a full range of small to medium-sized investments for the hospital. “It’s not just about what I can get from somebody; it’s about what it can do. We all want to have a legacy, make a difference, no matter how large or small – and that’s what we do here. It’s up to us to figure that out for each person,” Clausing-Willis said.

“We do a lot to encourage health and wellness, and that’s something we’re going to get better at.” -Kathy Clausing-Willis

She points to the legacy of Cindy Murray, a former obstetrical nurse at LMH, whose family has contributed a significant amount of money to fund a “cutting-edge” birthing center in perpetuity. She also mentions Jamie’s Wish, a fund that provided $140,000 to renovate the chemotherapy infusion rooms in the Oncology Center, in memory of Jamie Pursley, who died of breast cancer. The LMHEA has given to every department in the hospital at some point, including flatscreen computers to the business office. Not all of the Endowment’s contributions are directly medical, but they all go toward improving the hospital’s atmosphere. A case in point is the hospital’s Crisis Assistance and Resources for Employees (CARE) fund, which can provide up to $700 for an employee’s medical or utility bills, car repairs or holiday meals through an application process. That boost allows the employee to focus on his or her work, even during personal turmoil.

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In return, about 65 percent of employees contribute to the LMHEA annually. That is the highest contribution rate in the country for hospitals, Clausing-Willis said. She attributes it to the hospital being there when employees need it most. Other contributions to the hospital and community by the Endowment are more educational than financial. “Kathy has taken the hospital outside the walls of the hospital and done seminars with businesses, tax planners, attorneys and accountants, to educate them on specific topics and also talk about what the hospital is doing,” McElwain said. Clausing-Willis also has been part of a hospital push toward community education and wellness, offering clinics for people with diabetes and other outreach, including a permanent presence at the new Lawrence Public Library. LMH Endowmendent Staff Earl Reineman, Erica Hill , Kathy ClausingWillisTracy Davidson & Caroline Trowbridge

“Hospitals are going to be judged by how healthy their community is,” Clausing-Willis said. “We do a lot to encourage health and wellness, and that’s something we’re going to get better at.” Although Clausing-Willis specializes in not settling for the status quo, she also has seen firsthand that life is too precious not to sit back and bask in accomplishments. That may be where her farm background best applies to her work with the Endowment. “I grew up on a farm. I got up really early, I had chores, and I worked really hard. Then, you have to have a lot of fun and celebrate,” ClausingWillis said. Meyer says that in a time and especially in an industry that has high turnover in jobs, there are solid reasons that Clausing-Willis has stayed and evolved with LMHEA. “You know where she stands; you know what she stands for. Her emotional involvement at LMH is clear. I so very much appreciate her continued loyalty to LMH,” Meyer said. ■

Kathy Clausing-Willis with Mark Gonzoles, Saea Dawson & Ryan Davis

Tracy Davidson, Gary Sollars & Kathy Clausing-Willis


Ric Averill: The Influence of Art on the Community by ANNE BROCKHOFF photos by STEVEN HERTZOG

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he fearsome Mouse King, vanquished by the Nutcracker and dragged offstage by a cadre of tiny mice during “A Kansas Nutcracker.” The bow-tied and sneakered auctioneer at the annual Lawrence Arts Center Benefit Arts Auction. The director, collaborating with musicians, choreographers, dancers and actors to create next spring’s version of Prokofiev’s “Peter and the Wolf.” They’re roles played by Ric Averill, the arts center’s director of performing arts and a mainstay in the local theater community for four decades. During that time, Averill’s acted in, directed, produced, written, composed music for and conducted countless productions, flexing his creative muscles while helping turn Lawrence truly into a city of the arts. “Lawrence is growing right now, in part, on the basis of being an arts town,” Averill said, who curates dance, music, film, theater and interdisciplinary arts for the arts center. “Performing arts are a vital part of that.” Art is good for business, Averill says. It contributes to quality of life, which helps attract employers and employees. Patrons also eat at restaurants, out-of-towners book hotel rooms and both shop here. The arts center itself advertises in Lawrence media and sources supplies for sets, costumes and props from area businesses. Some of those are used in professional productions, such as “Sweeney Todd,” the premier of “MotherF#$^*ingHood” and the upcoming “The Nervous Set: a Jazz Musical of the Beat Generation.” Some are educational, like the Summer Youth Theater program, which this year included four plays with 300 children in acting and technical roles. However, most blend the talents of professional, amateur and student actors, dancers and musicians. The results are “interesting hybrids,” such as “A Kansas Nutcracker,” a mix of theater and ballet that Averill wrote and scored. This fall’s “The Halloween Monster Ball,” a collaboration between the arts center’s school of dance and Lawrence Ballet Theater with music written by Averill. “It becomes this conglomerate of different age groups and people who then learn from each other,” Averill said. “You learn so, so much.” Averill may love theater, but his youthful ambition was to become a composer. He received a Bachelor of Fine Arts with highest distinction in music composition from the University of


“Lawrence is growing right now, in part, on the basis of being an arts town, performing arts are a vital part of that.� -Ric Averill

Olivia Goeser gets some last minute direction from director Ric Averill

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Kansas in 1972. His wife, Jeannie, also holds degrees in education and theater from KU and is an equity and screen actress, who last year retired from teaching at Lawrence High School. The couple raised their children here, Will Averill and Trish Averill Neuteboom, both of whom also have careers in theater. In 1973, the Averills founded the Mead Hall Players in what is now the Jazzhaus at 926-1/2 Massachusetts Street. Initially, they presented two short plays with vaudeville-style entertainment in between; children’s theater soon made the mix. “We had this crazy idea that it would be easy and make lots of money,” Averill said. “It was neither. But it became my life’s passion, creating work for youth.” He began by writing short adaptations of fairy tales, and then created the serialized adventures of Nyfrm the Sprite. When the Averills’ company joined the arts center in the Carnegie Building in 1975, they renamed it the Seem-to-Be Players. The name comes from characters out of an early Nyfrm episode, three sisters who could become whatever they seemed to be, essential transformational theater characters, Averill calls them. At the same time, Averill, who was producing concerts and plays for adult audiences, had started the Kaw Valley School of Crafts and Performing Arts and took over the Apple Valley Theater near Lake Pamona. So, of course seemed like a good time to go back to graduate school, too. He returned to KU and in 1984 received a Master of Fine Arts in children’s theatre, with an emphasis on playwriting. While in grad school, he’d toured with the Kansas University Theater for Young People and saw similar potential for the Seem-to-Be Players. So, he took the company on the road. By the late 1980s, it was performing in schools and communities across Kansas and the Midwest with grant support from the National Endowment for the Arts, Kansas Arts Commission, Mid-America Arts Alliance and others. Averill continued honing his writing skills, and he soon was producing longer adaptations and original plays that earned national acclaim. One of those was “T-Money & Wolf,” which Averill wrote in 1993 with filmmaker Kevin Willmott. It was his first to be published by Dramatic Publishing Company; the company now carries another two-dozen of Averill’s titles. “T-Money & Wolf ” was also Averill’s first to be included in The Kennedy Center’s New Visions/ New Voices, a biennial festival for plays written for young audiences. He later returned with “The Emperor’s New Clothes: an Opera for Children and Dreams Carved from Stone,” a play about the life of Crazy Horse Memorial sculptor Korczak Ziolkowsky commissioned by the Children’s Theatre Company of Sioux Falls. The Kennedy Center also commissioned an adaptation of “Alice in Wonderland” from Averill, including it in its 1993-94 Performances for Young Audiences season. The play then toured for two months, reaching an estimated audience of 23,000 during 63 performances at 10 venues in nine states. Others of Averill’s plays were selected for The Waldo M. and Grace C. Bonderman National Youth Theatre Playwriting Competition and Symposium in Indianapolis. San Diego State University’s Theatre of the World Festival also produced staged readings or full productions of Averill’s plays every other year between 1995 and 2003, including “Los Zapatos Magicos,” “Grotesque Arabesque,” a rock opera based on the works of Edgar Allen Poe and “Escape from the Labyrinth,” the story of Theseus and Icarus. Averill participated in Peace Child International, a program that empowers kids to envision change through musical theater, in Narofominsk, Russia in 1990. He became active in the leadership of organizations including the American Alliance for Theatre & Education, Theatre for Young Audiences/USA and International Performing Arts for Youth. “Through those boards, I found a national family of people who do the things I do,” Averill said.

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Sophia Branden, Paige Helt & Ric Averill

Ric Averill with Hobbit Director, Ellen Anthony-Moore


How Averill was doing those things was soon to change, however. The new millennium brought new challenges for the Seem-to-Be Players, an economic climate that eroded arts funding and a shift in education policy that drove schools to favor adaptations more closely tied to their curricula over original plays. Rather than fight those forces, the Seem-to-Be Players gave its final local performance of Rapunzel in 2008 and toured for the last time in 2009 with a Fish Tank Theater production called “The Coppelia Project.” “We had a wonderful run,” Averill said of the company. “We toured for 30-plus years and had been to every state but five and a couple of different countries.” Averill’s focus is now on arts center offerings. His is a multi-arts approach, one that combines theater, music and dance and feeds off the creative energy produced by the print makers, ceramicists, painters, sculptors and other visual artists who fill the building. “We get a chance to engage in those art forms, and we also expand what we do in our own,” Averill said, who himself has taken ballet classes for the past 10 years. It’s serious work. Take theater. It provides a forum for not just entertainment, but social change, exploration of history and challenging thinking, Averill says. Certainly that happens on the adult and professional level, the arts center is uniquely positioned to give children from elementary to high school that same opportunity. All of the youth classes and programs meet at the Kennedy Center for the Performing Arts’ National Theater Standards, and seek to develop students’ theater literacy by exposing them to every aspect of a production, from acting and improvisation to playwriting, set design and directing. Some veterans of the program do go on to professional careers. Averill points to two: Noel Olson and Alex Kipp both took arts center classes as kids and both have roles in “The Nervous Set.” Even those who don’t go pro benefit, though, Averill says. Acting out stories is a form of kinesthetic learning, one that deepens a child’s understanding of literature, issues and history. Theater’s also a perfect for helping young people develop a sense of community and empathy for others, according to Averill. “Kids are still facing the same issues of acceptance, love, tolerance, intolerance, cooperation and kindness,” Averill said. “If there’s anything I would want students and families to pick up, is to walk out of here having a better perception of our shared humanity. That we’re all in this together, and we can make things better by listening to each other.” ■

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Jared Cote, Ric Averill and Sam Girard

Jackson Moore and Gabriel Spray


Patrick Kelly:

Creating a Stronger Community by Expanding Education Opportunities. by LIZ WESLANDER photos by STEVEN HERTZOG

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atrick Kelly is a flexible guy. During the course of his career in education, he has gone from high school band director to Director of Career and Technical Education for USD 497. Through it all, a sense of humor and an enthusiasm for education have remained constant. “I care a lot about creating great experiences for kids experiences that prepare them for whatever their life is going to become,” Kelly said. Originally from Long Beach, California, Kelly studied Fine Arts and Music Education at the University of Kansas. His first teaching job was at Highland Park High School in Topeka, where he spent six years as the band instructor. He then moved back to Lawrence, where he taught band at Hillcrest Elementary School, West Junior High School and Free State High School for seven years. Having earned a Master’s Degree in Education Administration at KU along the way, Patrick started to make the transition from teacher to administrator in 2006 when he took on USD 497’s District Curriculum Specialist for Fine Arts position while also continuing to teach band. Being in both the classroom and administration was tough, Kelly said, so when the district offered him a full-time administrative position that meant working as District Curriculum Specialist for both Fine Arts and Career and Technical Education, he went for it. “They said they had a spot for me doing administration full-time, but said I’d have to do technical education,” Kelly said. “I told them, I don’t even know what that is, but okay.” To prepare for his new position, Kelly said, he spent the summer barricaded in his office reading materials about career and technical education. Materials that he said were largely gathered for him by an “amazing” administrative assistant, Patty Buccholz. Kelly is frank about the differences between teaching and administration. He admits to missing the arts and the classroom at times, but said he is also inspired by the potential his administrative position provides for making large-scale impacts.


“Every teacher who has gone into administration will tell you the same thing on this one - nothing is more exciting than working with a classroom of kids,” Kelly said. “Your scope is deep with those kids, but it’s small in total reach.” Kelly jokes that the nice thing about working in the arts is that people literally applaud when you complete your work, which provides immediate and audible validation. As a band teacher, Kelly’s students had always chosen to be in his class, and were usually excited about the material. Kelly said administration is more about setting up other people for success, which means finding satisfaction in seeing others accomplish their goals. “As an administrator you are really in more of a supportive role,” Kelly said. “That’s fun, but it’s different. I really delight in the success of others.” In July 2013, Kelly’s potential to set up others for success reached a new level when he acquired his current position. The job came on the heels of the $92.5 million school bond issue approved by voters in April of 2013. The bond issue included $5 million for the construction of a 30,000-square-foot College and Career Center at 29th and Haskell Ave. The new building will be a place for high school juniors and seniors to practice 21st century skills that will prepare them for secondary education and high-demand careers. As director, Kelly is charged with getting the center off the ground and keeping it running smoothly once it is open. Kelly’s enthusiasm about the College and Career Center comes through clearly when he describes both the building and the type of teaching and learning that will occur there. He emphasizes that the center will focus on creating authentic, work-based experiences for students in an environment that does not feel like high school. “Spaces for learning in experience-based education look very different than a traditional classroom. You need to have studio spaces for students can create products that show their ideas. You also need to have smaller spaces where students can meet to discuss ideas,” Kelly said. “The whole idea of rows of classrooms that you see in a typical high school is gone.” The College and Career Center’s curriculum will include instruction in a variety of vocational areas including health care and biotechnology, computer integrated manufacturing, information technology, and law in government. The school district will partner with area community colleges to offer entry-level courses in these areas and will provide opportunities for students to obtain professional certificates, such as Certified Nurses Aide. Students at the center will also be working with businesses to understand and practice relevant skills. “Businesses are looking for people with portfolios of real work with real employers,” Kelly said. “A key part of keeping curriculum relevant at the College and Career Center will be to engage with employers to see what skills they are looking for and what they have the capacity to support. The skills needed are changing every day. We need to be listening to business and industry.” In addition to the flexible learning environment and innovative curriculum, Kelly said that the paradigm for teaching at the College and Career Center will look different than what a lot of teachers are used to.


“The whole idea of rows of classrooms that you see in a typical high school is gone.” -Patrick Kelly

“The idea that our teachers will impart knowledge to our students is not the main mindset here,” Kelly said. “The idea is to facilitate experiences for student to learn and for them to show what they’ve learned. Teachers will be doing project management, which is very different than ‘Open your books to chapter seven.’” Currently, a larger number of high school seniors in Lawrence choose to graduate early. According to Kelly, the fact that high school students are not taking advantage of this last year of free schooling speaks directly to the need for the type of engaged learning experiences the College and Career Center will provide. “This is a time to be learning and trying and experiencing and instead kids are saying, ‘I’m done,’” said Patrick. “We need to make learning so engaging that students can’t wait to get to school and work on their projects. I still believe we can do that with high school kids. I don’t think they are done.” According to Kelly, on a community level, the College and Career Center will help fill an educational gap that has been present in Lawrence for a long time. Although Lawrence is a

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Students working in the Free State sound lab

community that values high levels of education, Kelly said that anyone seeking technical skills not offered at the university has always had to travel to surrounding communities to get that education. To help remove these barriers, the Economic Development Corporation of Lawrence and Douglas County is developing the Dwayne Peaslee Technical Training Center on the property adjacent to the College and Career Center, which will provide additional technical training for adults in the Lawrence community. Outside of his work at the school district, Kelly participates in a number of civic opportunities that help him maintain balance and stay inspired. He said he does “as much musical theater as people will tolerate” at Theater Lawrence and the Lawrence Arts Center and also serves on the Lawrence Cultural Arts Commission. “I love trying to get more people more exposure and access to the arts in every day life. Plus it helps me reconcile my no longer being involved in teaching fine arts anymore,” Kelly said. “There’s a lot of energy behind the arts in Lawrence right now.


Kelly also serves on the Lawrence-Douglas County Metropolitan Planning Commission, an opportunity that gives him the chance to engage with the community on a different level. Because the planning commission often deals with issues that affect people’s neighborhoods, they often listen to community members who don’t regularly interact with local government. According to Kelly, the commission works hard to follow a trustworthy process that allows the community to feel like they have a voice in what the community looks like in the future. Kelly hopes this process gives people a good feeling about local government. “You get to meet all kinds of people and understand the community in a way I never have before,” Kelly said. “I get to really practice the act of leadership – not just being an authority figure, but practicing civic engagement and leadership.” Kelly credits Leadership Lawrence, a professional development program put on by the Lawrence Chamber of Commerce, and the Kansas Leadership Center in Wichita for helping him to look critically at how he approaches leadership. “It’s not just understanding your community. It’s having the skills to be impactful in our community. It’s one thing to know what the issue is, it’s another thing to act upon that knowledge,” Kelly said. “It’s about asking ‘How do I get involved?’ in a way that will be effective, but that also recognizes that, ‘Hey, maybe I’m part of the problem.” ■

Free State video production instructor, 50 Scott Smith with Patrick Kelly.


Diane Stoddard:

Public Art to Road Improvements. City Government at the Heart of the Community. by LIZ WESLANDER photos by STEVEN HERTZOG

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t’s easy to believe in destiny when you look at the way life has unfolded for Diane Stoddard, Assistant City Manager for the City of Lawrence. The Lawrence native has been in her current position since 2007, but Stoddard first set foot in city hall in 1987, when she was a junior at Lawrence High School. Stoddard was a member of the LHS Youth in Local Government club, a group that gives students a taste of local politics by assigning them to different local government bodies. Stoddard was assigned to the city commission, where she attended the weekly city commission meetings, sitting right at the dais with the commissioners. One of her strongest memories of this assignment was the opportunity to visit with Buford Watson, who was City Manager of Lawrence from 1970-1989. “That was a great experience for me because I have always had an interest in politics and government,” Stoddard said. “But a lot of practical issues that came up in those meetings that had a lot to do with infrastructure and engineering.” Stoddard’s father worked on staff at the University of Kansas for 40 years maintaining roads and utility systems, which gave Stoddard an appreciation for and familiarity with the technical aspects required to make a community run smoothly. This confluence of disciplines is something that drew Stoddard to city management. “Cities are a great crossroads of the politics and government and history and also the infrastructure and engineering and how things are built,” Stoddard said. “At this level of government, you really get to see everything happen from the ground up.” Following her high school experience in local government, Stoddard studied politics at KU, and went on to earn a Master’s Degree in Public Administration. She then worked for City of Ottawa and the City of Manhattan. Stoddard said it was during her 10-year stint in Manhattan that she realized how much she enjoys the mixture of excitement and predictability that comes with working in a university community.

Diane Stoddard in front of mural at the Lawrence Outdoor Aquatic Center.


“University communities are very vibrant and ever-changing, but also cyclical,” Stoddard said. “The athletic, the arts, the academics, these all create unique opportunities for people living in community and create unique opportunities for city management to work with the university to make a community better.”

many varied projects involved in city administration. Lawrence has two assistant city managers; the other is Casey Toomay. Stoddard said that while the city manager has to know a little bit about everything that happens in the city, he relies on his assistant staff to understand the details of projects that will carry them to fruition.

The opportunity to take the assistant city manager position in Lawrence in 2007 was a fortunate merging of her personal and professional life, relates Stoddard.

“I see myself primarily as a behind-the-scenes person,” Stoddard said. “I take my cues and direction from my boss, who is the city manager, who takes his cues from our elected officials. My job, really, is to help make their priorities happen. I tend to be in more of a position of silent leadership, which is a role I’m very comfortable in.”

“I had wanted to return to community that is my hometown. My family is here and this was an opportunity to be closer to them,” Stoddard said. “All the tracks merged and the time was right. It just sort of worked out that way.” Day-to-Day As the name suggests, the primary role of the assistant city manager position is to help Lawrence City Manager, Dave Corliss, with the

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Davis Corliss describes Diane as a strong professional who works hard to successfully handle a number of varying tasks. He also noted her ability to work with effectively work with various stakeholders on projects to find workable solutions to challenges. “She not only helps me get my job done, she does a number of wonderful things for the city commission and for the community,” said Corliss.


“I like talking about strategy, and what needs to be done on a project to move it forward.” -Diane Stoddard

City Services at work redoing the 23rd and Iowa intersection.

“Whether big or small, Diane gets the job done. She is a very important part of the community’s success.” Although assistant city managers are responsible for handling details, the scope of their job is quite broad. The variety of projects Stoddard is involved in means that each day looks a little different for her. For instance, she spends a lot of days collaborating with the city economic development coordinator, Lawrence Chamber of Commerce and Douglas County to help retain existing businesses in the city. This involves getting out into the community to visit local businesses, which Stoddard says she finds particularly interesting. “Often times we get a tour; we get to hear about what the business is doing. We learn what issues they are facing and what we can do to help them,” Stoddard said. “It gives me a strong foundation of knowledge on all the different economies and synergies that we have going on in the community.” Stoddard is also the city staff liaison to the Lawrence Cultural Arts

Commission, and recently helped secure a grant that will fund a citywide cultural plan for Lawrence, which includes a new director of arts and cultural position. She has worked closely with the Depot Redux community group to help acquire the local Santa Fe railroad station and secure a federal grant to preserve the station. Stoddard also helped facilitate a collaboration that coordinated the city and university public transit services, such as the “T” and KU on Wheels, so that they better serve students, university staff and the Lawrence community. “There is really no typical day. It’s one of the things I like about the job,” Stoddard said. “There is a lot of variation from year to year in terms of what may be the focus of the city. There are things that I may get involved with and then they are done, and we move on to the next one. But in the midst of those changing things that occur, there is a cycle to local to government that is very helpful.” Stoddard said that she often stays in the office during lunch, and it is not unusual for her to work 12-to-14 hour days on the Tuesdays when the

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city commission meets. She said she enjoys staying organized and getting things done, two qualities that help do her job effectively. “I like talking about strategy, and what needs to be done on a project to move it forward,” Stoddard said. “I have a really great day when I have a to-do list where everything is marked off. I like to be productive like that.” In addition to being organized and motivated, Stoddard said she favors a leadership style that relies on collaboration and inclusion. She prefers to tackle projects, issues and challenges with a team, and is most satisfied when a team is able to get things done that are mutually beneficial to all involved. “One of things that I have had the opportunity to do is work with people from very varied backgrounds, and often times varied interests,” Stoddard said. “Sometimes it is a particular challenge to work with a group like that - to identify points of agreement, get people to work together, and move something forward, but it is very rewarding.” Stoddard said her style of leadership, which she boils down to treating people with respect, building strong teams and prioritizing collaboration, has been inspired by a strong group of professional mentors in each of her jobs along the way. She is also a fan of Dale Carnegie, the author of the seminal “How to Win Friends and Influence People.”

Maintaining Balance Beneath Stoddard’s successful professional life is a strong family foundation and strong belief in balancing personal and professional life. Outside of work, Stoddard describes herself as “a busy mom, a busy wife and a busy daughter.” She attributes her strong work ethic to the example set by her parents, and she credits her “fantastic” husband for his teamwork in managing the day-to-day flurry of their 13-year-old and 9-year-old sons. She recently finished a term on the board of the Boys and Girls Club of Lawrence, which she said has also been instrumental in helping her balance her personal and professional life. “My interest in Boys and Club grew out of being parent and seeing the really strong impact they have on the youth of Lawrence,” Stoddard said. “It has been a complete lifesaver for us ever since my boys have been in school.” Stoddard said that she is content with her current life-work balance, and sees no need to change things up professionally any time soon. “My kids are in a really busy mode right now,” Stoddard said. “Once they are out of the house, some other role may come along for me, but at this point, I’m very happy in this role.” ■

“He has great approaches with people that have been very useful to me and how I think,” Stoddard said. “He always stressed someone’s ability to have a personal touch and to relate to somebody on their ground. In other words, don’t just talk about things from your own perspective, but try to see things from other people’s perspectives. That has been very useful to me in a lot of things.”

23rd and Iowa intersection looking north.

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Tim Caboni:

A University Town & The Community it Creates by EMILY MULLIGAN photos by STEVEN HERTZOG

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e has many responsibilities and roles, that even as the University’s spokesperson, Tim Caboni, University of Kansas Vice Chancellor for Public Affairs, cannot list them all, except to sum them up, “My job is whatever the Chancellor says it is.” Regardless of his job description, Caboni has made many imprints in Lawrence and Douglas County in just three years on the job. He is an academic in a public relations role, a lobbyist in an academic role, a citizen in an advocacy role and many other seemingly contrasting descriptors. Aside from serving as KU’s spokesperson, he coordinates KU’s legislative agenda, oversees public affairs for all of KU’s campuses and also serves as associate professor of educational leadership and policy. As many community activists and local officials will attest, one of Caboni’s main roles is to serve as a liaison between KU and the community. “What we want to ensure is that we lift the crimson and blue curtain that sometimes surrounds the university, get down off the Hill and engage in the community, to ensure that every constituency knows that Lawrence and the University of Kansas are great partners,” Caboni said. Caboni came to KU in June 2011 from Vanderbilt University, where he was associate dean of education. A native of New Orleans, having spent his entire educational and professional life in the South, he nonetheless settled right into life in Lawrence. “His title is the Vice Chancellor for Public Affairs, the city is part of that ‘public,’” said Lawrence City Manager David Corliss. “He’s been a good liaison for us to various KU administrative bodies. When we need to know who to contact at KU, we usually start with Tim.” Doug Gaumer, Northeast Kansas Regional President for Intrust Bank, has seen Caboni’s impact from his positions as previous chair of The Chamber and as a representative on local community boards. “The relationship with the university is as strong as it’s ever been from a community perspective, and I think Tim Caboni is the main reason,” Gaumer said. Caboni sees his job as being part of infinite collaborations


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– some very public, such as Rock Chalk Park, and others that are more behind-the-scenes of KU and the community.

“Interest and investment in East Lawrence is going to be transformative, not just for that neighborhood but also for the increasing vibrancy of downtown as a place to live, work and play.” -Tim Caboni

“The university benefits from a strong community, and the community benefits from a strong KU,” Corliss said. The Bioscience and Technology Business Center (BTBC) stands out as an example of Caboni’s collaborative efforts. The BTBC serves as an incubator and consultant for emerging biotechnical businesses, providing office space and resources for those innovators and small companies that want to locate in Lawrence. It is a partnership that Caboni has helped facilitate among the City of Lawrence, Douglas County, KU, KU Endowment, Kansas Department of Commerce, The Chamber and the Economic Development Corporation, to lure, launch and secure business in those sectors for Lawrence and Douglas County. “The project has been an unparalleled success. It is the largest incubator in the Midwest. We were at capacity years ahead of schedule,” Caboni said. This fall, the BTBC will open its second phase,

which includes additional physical space and the introduction of the Catalyst Program, to provide resources for entrepreneurial KU students while they are in school. The BTBC is not the only entity in which Caboni has a role in attracting businesses to the area. He also is an ex-officio member of The Chamber’s board, where he works with community leaders to attract and retain businesses. “We have 20,000 talented undergraduates who would love nothing more than to begin their careers here in Lawrence. But for them to have a place to stay, we need to do everything in our power to bring companies to town to create those jobs,” Caboni said. Bonnie Lowe, chief operating officer of The Chamber, has asked Caboni for help from the university in reaching out to local employers and making a connection.S he has been surprised at how willing he is to be personally involved. “He not only supports job development and growth with his words, but he puts his time and his talents in. When it comes to economic


development, he gets it,” Lowe said. “He can talk to academics and talk to the business world, and he can figure out how all these things can come together to be a successful business driver.” Caboni’s community involvement does not just entail meetings and work-day dealings with the business community. His job can have a fun side, as well. “One thing about having a flagship university in a community this size is that we can create opportunities for entertainment that might not otherwise exist in a town of 80,000 people,” Caboni said. He cites the touring groups that visit the Lied Center, exhibits at the Spencer Museum of Art, hundreds of intellectual activities with guest speakers and presentations and, of course, athletic events. This year, Caboni helped take KU role in community entertainment even further by working with the Lawrence Arts Center to expand the Free State Festival into more than just a film festival, by adding the “ideas” component and hence more activities and promotion to the events. He says that the root of his job is building relationships and creating opportunities for individuals and entities to interact with the university. “I can bridge any number of gaps, either through my academic background or sometimes even through force of personality,” Caboni said.

The BTBC Stage one and Two.


Community leaders note Caboni’s personality, and not just his penchant for bow ties and loud patterns, as one of his strongest attributes. “Tim is a strong advocate for KU’s initiatives and the Chancellor’s priorities, as KU seeks to continuously improve and maintain its flagship status in the state,” Corliss said. “I think he has that uncontained enthusiasm for KU and the individuals involved with KU.” Lowe says that the local business community is learning more about KU because of Caboni. “At the forefront, he’s a wonderful ambassador for the University of Kansas, and he’s very important to our community and region, as well,” Lowe said. “How he articulates the mission of the University of Kansas is so incredibly professional and insightful. It is helpful for us to have a better understanding of the University of Kansas and their operations.” Caboni says that he and his team in public affairs both perceive and talk about the university not as it is now, but instead what they aspire for it to become in five years. Thist helps them to remain positive, and not just in a “spin” way, even when faced with difficulties. “He holds himself and the university accountable, in that he never views himself or the university as a victim, but rather puts the on us back on him or the university to achieve goals in the situations,” Gaumer said. For example, Gaumer says that during the past year, when faced by cuts from the state legislature, instead of complaining or blaming anyone, Caboni’s response was, “We’re going to have to make adjustments.” Caboni has become part of the fabric of Lawrence and Douglas County in his three years, and he points to several developments as signs of significant change in the area.

“As somebody who lives downtown, the interest and investment in East Lawrence is going to be transformative, not just for that neighborhood but also for the increasing vibrancy of downtown as a place to live, work and play,” Caboni said. He says that the development of Rock Chalk Park, in which he played a large role for the university, will be a catalyst for development and change in many ways, most of which remain to be seen, but he is confident this will be positive for the community. He also cites KU’s master plan, which not only will expand the university physically, but could also promote corporate investment, allowing companies to co-locate directly next to academic buildings. “That will be a game-changer,” Caboni said. Caboni occasionally finds time to enjoy Lawrence’s amenities, even if it means being interrupted by Lawrencians who would like for him to pass on a message to the chancellor, which he says happens quite a bit. He lives downtown and often can be found eating and drinking at local establishments. Caboni admits falling prey to the winning ways that take place in Allen Fieldhouse. “I have come to love and understand Kansas basketball in a way that I just couldn’t imagine, having grown up in the SEC,” Caboni said. ■


Health Services Multiply Economic Contributions in Douglas County by JANICE EARLY photo JASON DAILEY

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ow more than ever, hospitals like Lawrence Memorial Hospital play a vital role in the community’s overall health. In Kansas, LMH is one of 128 community hospitals that provide vital health care services 24 hours a day, seven days a week, 365 days a year. Annually, Kansas hospitals staff nearly 12,000 beds, see more than 313,000 inpatients, assist in more than 39,000 births, provide care during more than 7.4 million outpatient visits and treat more than 1.1 million patients in emergency departments. Locally, at 173-bed LMH, last year, staff saw 6,661 inpatients, assisted with 1,132 births, provided care during 160,733 outpatient visits and treated 37,678 emergency patients. Kansas hospitals serve thousands of individuals, keeping our communities healthy, strong and vibrant, but hospitals also benefit the financial health of our state. As the fifth largest producer of total income and sales in the state, the Kansas health sector is a powerful economic force. In Kansas, hospitals employ more than 81,000 people, or 4.3 percent, of all job holders and generate $5.2 billion in direct total income. A January 2014 report, “The Importance of the Health Care Sector to the Kansas Economy,” by researchers at the Office of Local Government, K-State Research and Extension estimated the “gross” impacts associated with the health care sector on economic activity in the state, and locally by county. The report identified three general areas of health care’s importance: health care attracts and retains business and industry, health care attracts and retains retirees and health care creates jobs in the local economy. According to the report in 2011, the most recent year for which information was available, the health services sector accounted for an estimated 7.5 percent of total employment in Douglas County, or about 5,019 jobs. However, the full impact goes beyond the number of people employed and the wages they receive. There is a secondary impact or “ripple effect” that comes from local businesses buying and selling to each other and from area workers spending their income for household goods and services. The ripple effect spreads the economic

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Because of a ripple effect, for each job at Lawrence Memorial Hospital, another 0.59 job is created in Douglas County. Pictured are Sean Stubbs, Sonya Schinkel, Naa Britwum and Clifton Sims, who work on the Fourth Floor at LMH.

impact of the health sector through the county’s economy. The report’s authors calculated economic multipliers for eight categories of health services and the total impact of the ripple effect on the Douglas County economy. For example, LMH employs 1,318 people and has an employment multiplier of 1.59. This means that for each job created at LMH, another 0.59 jobs are created in other businesses and industries in Douglas County. The direct impact of the 1,318 hospital employees results in an indirect impact of 779 jobs (1,318 x 0.59 = 779). Thus, the hospital had a total impact on area employment of 2,097 jobs. Similarly, multiplier analysis can estimate the total impact on income and retail sales. The report estimated that health services accounted for more than $262 million in total income and about $95 million in retail sales in Douglas County. Of that amount, for every dollar of income generated in the hospital sector in Douglas County, another 43 cents is generated in other businesses and industries in the county’s economy. The full statewide report and links to county reports can be found on the Kansas Hospital Association website at www.kha-net.org. ■

Janice Early is Vice President of Marketing and Communications for Lawrence Memorial Hospital. She can be reached at janice.early@lmh.org.


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BOOTH’S BOOMER [PERSPECTIVE] by HANK BOOTH photos by STEVEN HERTZOG

DCSS taking care of needs and looking toward the future A

ll of us folks in this new “Boomer Generation” have watched our parents, relatives and friends grow older and reach that magical retirement age of 65. There’s one big problem. For many, there hasn’t been anything magical about it. Some, even with Social Security and a retirement fund, don’t have the resources to walk away from their jobs and maintain the standard of living they’ve reached during their younger years. Many simply like to work, love their jobs and don’t want to stop getting a paycheck just because they’ve turned a certain age. Retirement can wait. Most of the time their employers are happy they want to continue. Whether they retire or not, many find they need special services and don’t have family nearby to help take care of the basics. Meal preparation, transportation, help with legal and financial problems, entertainment and simply companionship are some of those key elements of living a comfortable life. Since 1972, Douglas County Senior Services has been an active provider of those services and advocate for seniors in Lawrence and this county we call home. Now we’ve reached a new era in aging America: enter the Baby Boomers. Ten thousand men and woman reach age 65 daily in the U.S. One thing I’ve found we share is little interest in being the same kind of senior citizens our parents were. We don’t even like being called seniors, retirees and certainly not elderly retirees. OK, so what’s that mean to an organization called Douglas County Senior Services? Great folks, who have been helping “the elderly” for decades and doing a real good job. But, there’s a new gang in town and we have many new and different expectations. Hundreds of seniors who came before the new bunch of boomers will still depend on the old plan of action at meal sites, transportation to the doctor’s office, etc. However, what else will be needed and expected in the years to come as the boomer generation expands to become onethird of the U.S. population? At DCSS there have been many directors that led the organization, several of those people were there for a very short period of time. Today, the center’s director is Kristen Scheuer, a strong leader with excellent marketing skills and many ideas for creating a new direction for DCSS. Scheuer is pleased to have several long-time employees who know how the system has worked best in the past while she undertakes the improvements needed to build an organization for the future. Those folks behind the scenes who have been with the DCSS for many years have carried out the tasks necessary to make the show run smoothly. One of those individuals, Lois Meade, recently retired. Meade took care of so many office activities that it’s impossible to list them all, and she truly loved the people she worked for at the center, which were the seniors. Janet Ikenberry, the Community Services Director, has been with DCSS for nearly 22 years and can remember when there were a dozen full-

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time employees taking care of the day-to-day business. Today, there are six and two to three part-time people on the payroll. Ikenberry started running the “Friendly Visitor Program,” which went out into the community to talk to seniors about their particular needs. That program has been consolidated, but Medicare counseling and the Senior Health Insurance Counseling for Kansans, or SCHICK, are a big part of her work today. Tina Roberts, the Resource Development Manager, has been with DCSS for seven years and went there because she loves working with seniors. Her primary task is finding the resources and finances to pay for meals, transportation management, care givers support, Safe Winter Walkways and general community services. Roberts is quick to point out that with limited staff available, everyone does a little bit of everything. For good measure, Roberts takes care of everything from media news releases to the custodial staff. Carol Mason has spent 25 years taking care of the Eudora Meals Site and Katherine Newman has taken care of the Lawrence Center’s meals program for many years. Volunteers are a major part of the work force for DCSS. Last year, more than 2,000 people received help with their taxes and about that many were helped through the SCHICK program. DCSS is a “people first” organization and even with changes planned will remain dedicated to better living for older residents of Douglas County. Watch for changes ahead as DCSS, their Board of Directors and employees go to work on the task of Reinventing Retirement.


Long time volunters Craig Tucker(11yrs) Evan Jorn (8yrs) Hank Booth, Mary Taylor (18yrs) Susie Rice (20yrs) Earl Nehring (2yrs)

DCSS Staff Back Row left to right: Daarrell Shuck, Hank Boothm Tina Roberts, Kale Atwood Front Row: DCSS staff Kristen Scheuer, Kathryn Newman, Shirley Brown, Janet Ikenberry


WHY [LOCAL]

And he’s only the beginning.

by MARK FAGAN photos by PATRICK CONNER

A Year of Preperation For One Weekend

Flynn and his roommates are among thousands of University of Kansas students changing addresses as the new school year begins. It’s an annual rite of passage in a town where half of all housing units are rentals, the bulk of them occupied on leases running from August through July. The signs of transition are unmistakable, from U-Hauls rolling at 30 mph down Kansas Highway 10 to lava lamps flying off shelves at Super Target, and even more people piling into Chipotle on Massachusetts Street. Parents unload their kids, then hit Jock’s Nitch for KU basketball polos and dinner at Ingredient. Pizza delivery drivers dart about town, their tent signs blurring atop the roofs of their 1997 Toyota Corollas.

With more than 17,000 apartments, fourplexes, triplexes, duplexes and homes in Lawrence occupied by renters, there are hundreds of owners and managers who Business picks up, seemingly everywhere. grapple with such challenges.

Tom Flynn is studying to be an engineer, so he’s comfortable with all sorts of numbers. Therefore, he doesn’t blink when considering some of the daunting digits facing him and his roommates as they move into their rental home on Tennessee Street: eight recliners, five couches and two minifridges. The list goes on, of course, but the most imposing integers may be those set in stone and concrete on the other side of the curb: 17 steps to climb, with all that stuff just to reach the broad porch leading to the front door. Then there are the wooden stairs inside, all of which will be necessary for lugging a bed frame, box spring and mattress up to the third floor of the place built nearly a century ago. The bed of a friend’s Titan V-8 pickup has been loaded and unloaded 10 times now. More work awaits. “Kind of a free for all,” Flynn admits, with a shrug of resignation. “And we’re only, like, halfway done.”

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“It affects every area of the city,” said Scott McCullough, who monitors rentals as Director of Planning and Development Services at city hall, the building where personnel hustle to connect utilities, arrange trash service and wrap up road projects. “We all get busier.” The mass turnover can be particularly challenging for owners and managers of rental properties. There are inspections to be conducted, deposits to be returned, carpets to be cleaned, walls to be painted, screens to be replaced, locks to be changed, keys to be exchanged and, yes, rent checks to be collected. Many times within the span of 36 hours. “It’s intense,” admits Tim Stultz, who owns 200 rental units in Lawrence. For his 131 units at Westfield Place in northwest Lawrence, Stultz’s leases end at noon July 31; new ones begin at 4 p.m. Aug. 1. That gives him 28 hours to take care of everything that may have been a year in the making, and his arrangements for handling the upheaval begin months in advance. There are cleaners to be lined up, painting

supplies to be purchased, light bulbs to be replaced, additional maintenance workers to be lined up and on down the line. Making plans ahead of time and being prepared for the inevitable crunch helps make a stressful situation as calm as possible. “I can’t imagine having 130 people show up to move it at 4 o’clock Aug. 1, and then not have their units ready for them,” Stultz said. “Good thing we’ve been doing this for 30 years.” Such experience leads to familiarity. All of his regular workers know they’ll be on duty during the transition time. That’s just the way it’s done, and it’s even outlined in the employee handbook: Everybody works July 30, July 31 and Aug. 1. “It’s crucial,” he said. “It’s three days of long days and hard work, it’s tough, and it’s stressful, but it’s three days and then it’s over.” With more than 17,000 apartments, fourplexes, triplexes, duplexes and homes in Lawrence occupied by renters, there are hundreds of owners and managers who grapple with such challenges. Erika and Jeff Plumlee, who own a fourplex near the KU campus, spent a week on transition details: painting walls, trim and ceilings; replacing smoke alarms; even retiling a kitchen. Jeff took a few days off work and joined Erika, who also works full-time, in working in vacated units until 10 p.m. or 11 p.m. to get things done. They freed up precious time this year starting inspections a month early. Having good tenants made things easy, and everyone received their deposits back in full. The long hours can be difficult, they say, but it’s best to look past any short-term pain and focus instead on potential long-term gain. “It’s an investment opportunity for the future,” Erika Plumlee said with a smile. “We keep reminding ourselves of that.” The turnover crunch is a welcome challenge to face for owners of rental properties, considering the alternative. Spending a month or two or more making


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repairs, upgrades or simply cleaning up can be a costly expense, and not just for the materials and labor. Each day a property is vacant is another day without it generating revenue. Once a tenant moves out, it’s always good to have a reason to have it ready soon. A vacant property becomes an expense. A few hours of cleaning, renovating or upgrading can mean the difference between making money for 12 months or potentially missing out. With a new crop of consumers arriving each fall, it’s no wonder landlords start their leases Aug. 1 and embrace the logistical challenges that come along with being ready in an increasingly competitive landscape. “It’s a bigger scale now,” said David Guntert, a planner at city hall. He’s been observing the turnover since he arrived as a freshman at KU in 1970, and, like owners of rental properties, doesn’t mind much the relative mayhem that arrives each August. “But it is mass confusion for a few days,” Guntert said. Back on Tennessee Street, Flynn is settling into some relative calm. There are five fellow KU students walking up the uneven brick sidewalk out front, chatting and smiling in running shorts and tank tops and whatever else is in fashion among females this time of year. “This is the best part of the house,” Flynn murmurs, through a broadening smile of his own. “HI THERE!” Out front, there’s a Jeep 4X4 with a Kappa Alpha Theta sticker across the top of the rear window. A “DANCE TEAM” sticker stretches across the bottom. All that moving? All those steps? All that hectic scrambling to get people, furniture and everything else in the door, up the stairs and into place? All worth it, it seems. Especially when the smiles are directed his way as they pass. “Yes,” Flynn said, waving and looking forward to a new year. “This is the best part.” ■

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NEWS [MAKERS] PEOPLE ON THE MOVE OrthoKansas, LLC Welcomes Four New Providers. OrthoKansas, LLC welcomes Lindsay Davison, PA-C; Mallory Larkin, PA-C, Jamie Madl, PA-C and Deva Bonnel, DPT to their clinical staff. Davison received her Bachelor of Science degree in Nutrition, Exercise and Health Sciences with Highest Distinction, from the University of Nebraska in 2009. She later received her Master of Physician Assistant Studies (MSPAS) from the University of Nebraska Medical Center (UNMC) in 2011. Davison brings more than three years of experience working in outpatient orthopedics, specializing in acute and chronic orthopedic injuries and conditions with extensive experience in evaluation of the foot and ankle. Davison is Board Certified through the National Commission of Certification of Physician Assistants (NCCPA) and a member of the American Academy of Physician Assistants (AAPA), the Nebraska Academy of Physician Assistants (NAPA) and the Physicians Assistants in Orthopaedic Surgery (PAOS). Larkin received her Bachelor of Science in Education, Sport Science/Pre-Physical Therapy with Highest Distinction, from the University of Kansas in 2008. She later received her Master of Physician Assistant Studies (MSPAS) from the University of Texas Southwestern Medical Center in 2011. Larkin brings more than three years of experience working inpatient and outpatient settings previously in Bend, Ore. Larkin is Board Certified through the National Commission of Certification of Physician Assistants (NCCPA) and is a member of the American Academy of Physician Assistants (AAPA) Madl received her Bachelor of Science in Education with Highest Distinction, from the University of Kansas in 2012. She recently completed her Master of Physician Assistant Studies (MSPAS) from Wichita State University in May 2014. Madl is Board Certified through the National Commission of Certification of Physician Assistants (NCCPA). Bonnel received his Physical Therapy Assistant degree in 2009 and his Bachelor of Health Service Administration degree in 2011 from Washburn University. He recently completed his Doctorate of Physical Therapy from Rockhurst University in May 2014, and is Board Certified through the Kansas State Board of Healing Arts. He has experience in both acute care and outpatient settings and is a member of the American Physical Therapy Association (APTA) and an APTA Sports Section Member. His specialties include orthopaedic and sports medicine, movement assessment and analysis and musculoskeletal injuries. Davison, Larkin, Madl and Bonnel now join the staff of 21 providers, which include Board Certified Orthopaedic Physicians & Surgeons, PA-C’s, and Physical & Occupational Therapists.

CritiTech Names New Chief Commercial Officer Drug delivery and reformulation company, CritiTech, has named Larry Dickinson as its new chief commercial officer. Dickinson was previously a consultant with the Capitus Group, a consulting group based in Leawood, Kan., that specializes in corporate transition strategies. As chief commercial officer, Dickinson is responsible for leading the commercialization of CritiTech’s propriety supercritical fluid technology. He will also be working with other members of the senior management team to implement the company’s long-term growth strategy. “I’ve had the pleasure of working with CritiTech since last year, and I am very excited to join the team on a full-time basis,” Dickinson said. “I feel great about the company, its vision, the leadership team, the technology and the unique offering it brings to the pharmaceutical industry. CritiTech’s propriety supercritical fluid technology enables new and improved pharmaceutical products and is a significant new tool that pharmaceutical companies can use to achieve their life-cycle management goals. I look forward to helping CritiTech achieve its growth objectives and creating value for the shareholders.”

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Dickinson brings more than 30 years of successful leadership and execution in pharmaceutical industry to CritiTech. He has deep experience and expertise in sales, sales management, licensing, marketing management, product marketing, product branding, product positioning, strategic planning and lifecycle management.

The Economic Development Corporation Announces the Dwayne Peaslee Training Center Executive Director The Economic Development Corporation (EDC) is pleased to announce that Marvin Hunt has been named Executive Director of the Dwayne Peaslee Technical Training Center. Hunt will oversee the daily operations of the Peaslee Center and coordinate the outreach efforts to drive economic development and training activities toward the training center. “We are very pleased with the results of our collaborative hiring effort between the City of Lawrence, Douglas County and the Chamber. Marvin Hunt has a proven track record and the perfect mix of experience, passion and knowledge of the community to lead the launch of the Peaslee Center,” said Peaslee selection committee member, Cynthia Yulich.   Hunt served for 22 years at the University of Kansas, first in the Department of Speech-Language-Hearing, then at Continuing Education as Assistant Dean. He founded the KU Osher Lifelong Learning Institute and served as its first director. Hunt completed undergraduate and graduate degrees in Communication Studies at KU and his doctorate in Education from the University of Nebraska. For the past four years, he has served as Dean of Business and Continuing Education at Kansas City Kansas Community College where he has increased focus in workforce development and entrepreneurship. “I live in Douglas County because of the superior quality of life. However, we lack specific aspects of training, which I want to help develop. With increased technical training, our outstanding community will be enriched and will attract more businesses. This, in turn, will drive economic growth and prosperity for individuals and the community,” Hunt said. The mission of the Dwayne Peaslee Technical Training Center is to be a catalyst for economic growth providing technical training to a diverse community of learners to meet the current and emerging needs of our communities and employers.

The Crystal Image {a photography studio} is celebrating 10 years in business. As a thank you to their clients and the community, the studio hosted a party and fundraiser for Ballard Community Services. The event was held September 4th at Abe and Jake’s Landing and included a silent auction and raffle that incorporated donations from other locally owned businesses. The event raised almost $1900 for Ballard Community Services. Studio owner, Crystal McWhirt, said, “I am so excited to be celebrating 10 years in business and to be involved with such an amazing community—it only made sense to do something to give back to this community that has given me so much. I am continuously amazed by the generosity of those around me and am so grateful to be a small business owner here in Lawrence. I look forward to the years to come.”


THE LOCAL

[SCENE] Independence Day

St. John’s Fiesta


Free State Fest 2014

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Lawrence Public Library Ribbon Cutting

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Van-Go Benchmark Reveal

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NEWS DOUGLAS COUNTY BUSINESSES [ JULY to SEPTEMBER 2014] 1106 RHODE ISLAND, LLC 1071 E 1479 Rd Lawrence 66046 ACIDIC FICTION LLC 3100 W 22ND Street Lawrence 66047 AFTER GOD’S OWN HEART MINISTRIES INC 1101 Stone Meadows Dr Lawrence 66049

CPR SOLUTIONS 1028 April Rain Road Lawrence 66049

HOLIDAY & OAKS LLC 1303 W 27TH ST. Lawrence 66046

CRABCAKES 1930 Countryside Ln Lawrence 66044 DAVIS & SMITH LLC RR 982, East 1338 Road Lawrence 66046

HUBBELL ENTERPRISES, INC. 1054 E. 1311 Road Lawrence 66046

DK HOMES, LLC 2214 Country Drive Lawrence 66025

THE AMERICAN DREAM LLC THE DWAYNE PEASLEE PO Box 4 TECHNICAL TRAINING Baldwin City 66006 CENTER, INC 646 Vermont Street AMERICAN STUDENT Lawrence 66044 ATHLETE LOGISTIC LLC 409 N Crestline Drive ELEVATION BRANDS Lawrence 66049 LLC 3913 Hollyhock Ct ARMITAGE FAMILY Lawrence 66049 PROPERTIES, LLC 505 Ohio Street EMPORIA HOOKAH Lawrence 66044 HOUSE LLC 321 Ne Industrial Ln ATLANTA GIFT CARD Lawrence 66044 BROKERS, INC 842 W 21 Street FOSTER LAND Lawrence 66046 COMPANY, L.C. 1133 Mark Blair Ct. BARRETT SPORT Lawrence 66049 PERFORMANCE LLC 5000 Clinton Parkway FRIENDS OF LAWRENCE Lawrence 66047 POLICE, INC. 3514 Clinton Parkway BELIEVER FOUNDATION Lawrence 66047 2859 Four Wheel Drive Lawrence 66047 GIT REAL FOUNDATION BIG BLUE BARBEQUE RR 49, 1900 Road AND CATERING CO. LLC Baldwin City 66006 1500 Medinah Circle Lawrence 66047 GOOD PROPERTIES, LLC BILLBROS LLC 2105 Carolina Street HCR 790, N 950 Rd Lawrence 66046 Lawrence 66047 H & W COMMERCIAL & BLUEMONT HOTEL, LLC INVESTMENTS LLC 15264 254th Street 604 Prescott Drive Lawrence 66044 Lawrence 66049 BRISTOL PARTNERS KINGDOM POINTE I, LLC 4910 Corporate Centre Drive Lawrence 66047 COLLECTIVE FRAME PRODUCTIONS LLC 319 E 7th Street Lawrence 66044 CORY BERKLAND CONSULTING LLC 1117 E 1264 Road Lawrence 66047 COVERT OPERATIONS LLC 4761 Larkspur Circle Lawrence 66047

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INDIGENOUS COMMUNITY CENTER INC. 10 Kentucky Ct Lawrence 66046 J & D TEE IT UP, LLC 1627 George Williams Way Lawrence 66047 JENSEN LLC 2623 Alabama St Lawrence 66046 JONES MOWING LLC 3002 Ranger Drive Lawrence 66049 JUST SALES LLC 5907 Drum Ct. Lawrence 66049 KANSAS ROLFER, LLC 1023 10th St Baldwin City 66006 KBC ENTERPRISES LLC 5001 Keystone Court Lawrence 66047 KRNA & ASSOCIATES, LLC 921 W 22nd Terr Lawrence 66046 LAWRENCE AQUAHAWKS INC. 2635 Arkansas Lawrence 66046 LAWRENCE JUNIOR GOLF ASSOCIATION 1800 S Crossgate Drive Lawrence 66047

HAGBARD GROUP LLC 2733 Bluestem Court Lawrence 66047

LAWRENCE OPERA THEATRE, INC. 5710 Longleaf Drive Lawrence 66049

HARROD LAW FIRM LC 1611 Saint Andrews Drive Lawrence 66047

LCP,LLC 517 Eldridge St. Lawrence 66049

HAWKTOWN PROPERTIES LLC 612 New Hampshire St Lawrence 66044

THE LOFT LLC 2449 S Iowa st Lawrence 66049

MEDICAL HOME FAMILY PRACTICE, LLC 1104 Andover St Lawrence 66049

TEACHER’S LAWN SERVICE LLC 608 Chouteau Ct Lawrence 66049

MICROSENSING SYSTEMS INC 916 Alma Court Lawrence 66049

TERI WILLIAMS LLC 1321 Vermont Street Lawrence 66044

PALE FOX LC 1719 Tennessee St Lawrence 66044

TRINITY HEALTH FOUNDATION 1908 South St Lawrence 66045

PHILLIP J. HARVEY, DDS, PA 308 MAIN Street Lawrence 66044

TRINITY HEALTH SYSTEM CORPORATION 1908 South Lawrence 66045

PIPELINE BOOKING LLC UX WEST LLC PO Box 1520 4601 Merion Ct Lawrence 66044 Lawrence 66047 PRITCHARD CONSULTING, INC. 3514 Clinton Parkway Lawrence 66047

VIEVE HEALTH FOUNDATION 1933 E 1400 Rd. Lawrence 66044

RIVER CITY CONTRACTING CO 901 Avalon Rd Lawrence 66044

VIEVE LIVING LIMITED COMPANY 1933 E 1400 Road Lawrence 66044

SAGITTARIUS SALON, LLC 420 Tall Grass Lawrence 66046

WILD HORSE RANCH, INC. 3620 Wild Horse Road Lawrence 66044

SAHARA SAND COMPANY, INC. 643 Tennessee Lawrence 66044

WIMRAY FILMS LLC 915 Louisiana St. Lawrence 66044

SMOKING MOCS/MINIMOCS, INC. 1625 Irving Ct Lawrence 66044 SOMETHING FOR EVERYONE LLC 1910 Haskell Ave Lawrence 66046 SOO KLEAN LLC 1731 E 1675 Rd Lawrence 66044 SPARROW AND NIGHTINGALE PHOTOGRAPHY LLC 1841 W 28 St. Lawrence 66046 THE STAUFFER COMPANY, LLC 701 E 22nd Lawrence 66046

MAVERICK VAPORS, LLC 13 EAST 8TH Street Lawrence 66044 STEWART CONTRACTING, LLC MAXLITE LLC 3417 Westridge Ct HENRY T’S PROPERTIES, 906 Wellington Road Lawrence 66049 LLC Lawrence 66049 3520 W 6th SUMMIT HOLDINGS, GP Lawrence 66049 MD EQUITY 901 New Hampshire St INVESTMENTS, LLC Lawrence 66044 545 Columbia Drive Lawrence 66049 HD SCIENCES, LLC 2029 Becker Drive Lawrence 66047

WOOF CRATE LLC 951 Arkansas Lawrence 66045 WSP CONSTRUCTION LLC 408 W 6th Street Lawrence 66044


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



Lawence Business Magazine 2014 Q3