Lawrence Business Magazine 2018 Q1

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Coming Soon to Venture Park!

Your Locally Owned, Full Service Bank Supporting the Community and Financing Local Investments.

Vickie Bob Underwood Knight

Les Dreiling

David Clark

Derek Bailey

Sarah Schmitt

★★★★★ Rated 5-Stars by BauerFinancial

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888A New Hampshire Street | 3500 Clinton Parkway 785-838-9704 www.GreatAmBank.com

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2018 Q1

Publisher: Lawrence Business Magazine, LLC Editor-in-Chief: Ann Frame Hertzog Chief Photographer: Steven Hertzog

On the Cover - Left to Right: Joni Alexander Benjamin Farmer Simon Bates Codi Bates Rita York Hennecke Zac Hamlin

Featured Writers: Dr. Mike Anderson Anne Brockhoff Julie Dunlap Bob Luder Emily Mulligan Patricia A. Michaelis, Ph.D. Tara Trenary Liz Weslander Copy Editor: Tara Trenary Contributing Writers: Hank Booth Katherine Dinsdale Jackie Hedeman Tim Robisch Sharon Spratt Contributing Photographers: Patrick Connor

INQUIRIES & ADVERTISING INFORMATION CONTACT:

info@LawrenceBusinessMagazine.com www.LawrenceBusinessMagazine.com

Lawrence Business Magazine, LLC 3514 Clinton Parkway, Suite A-113 Lawrence, KS 66047 Lawrence Business Magazine, is published quarterly by Lawrence Business Magazine, LLC and is distributed by direct mail to over 4000 businesses in the Lawrence & Douglas County Community. It is also distributed at key retail locations throughout the area and mailed to individual subscribers. All rights reserved. No part of this publication can be reprinted or reproduced without the publisher’s permission. Lawrence Business Magazine, LLC assumes no responsibility for unsolicited materials. Statements and opinions printed in the Lawrence Business Magazine are the those of the author or advertiser and are not necessarily the opinion of Lawrence Business Magazine.

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Edmonds Duncan Registered Investment Advisors is a client focused, full service wealth management firm.

We proactively plan and implement customized financial strategies designed to help our clients achieve financial objectives with confidence and personal service.

Zak BOLICK

Madison METSKER

Don DUNCAN

Patti HADL

www.edmondsduncan.com 8

Jason EDMONDS

2018 Q1

Contents Features: 11

Lawrence in Perspective:

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Safety First

by Dr. Mike Anderson

32

A World Without Art?

by Jackie Hedeman

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Workplace Woes

by Julie Dunlap

40

Fifth Annual Foundation Awards

by Bob Luder

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Collaboration is Key

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The Power of Perks

62

Empowering Excellence

66

Training Essential

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Living Wage

by Liz Weslander

Doctor, Lawyer, Merchant, Thief

by Patricia Michaelis, Ph.D.

by Anne Brockhoff

by Tara Trenary

by Bob Luder

by Emily Mulligan

Departments: 14

City of Lawrence

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Lawrence Memorial Hospital

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Professional Spotlight

Sharon Spratt, Cottonwood

24 Non-Profit: United Way 53 Media: Person to Person Connection 74

Local Scene

77 Newsmakers Mission:

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

@LawrenceBizMag

SUBSCRIPTION INFORMATION: LawrenceBusinessMagazine.com/SUBSCRIPTIONSv

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LAWRENCE & DOUGLAS CO [IN PERSPECTIVE]

Doctor, Lawyer, Merchant, Thief: The Makeup of Early Kansas Settlers

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

How do you create a town on a frontier? The founding of Lawrence was the result of the efforts of a for- profit company: the New England Emigrant Aid Company (NEEAC). Organized in 1854 as the Massachusetts Emigrant Aid Company, its purpose was to disseminate information to encourage settlement in Kansas Territory; to assist emigrants from the east by organizing parties to be “conducted” to Kansas by agents of the company who had negotiated discounts on rail and steamboat fares; and to invest the capital that was raised by selling stock in building mills, hotels and other local improvements. One document from the company anticipated bringing 20,000 settlers to Kansas. Underlying the effort to bring emigrants west was the belief that Kansas should enter the Union as a free state.

These overly ambitious goals were only partially met. The company recruited only about 1200 settlers to Kansas Territory. About 450 people in five parties came to Kansas under the auspices of the company in 1854. Another 800 emigrants traveled in seven parties in 1855. Lists of the members of these various parties were published in the Kansas Historical Quarterly, in the May and August issues of 1943. In addition, the NEEAC did not make a profit for its investors, with much of its capital coming from Amos Lawrence, hence the name “Lawrence” for the company’s most successful city. Mr. Lawrence said that no one should invest more than they could afford to lose, illustrating his belief that the company would not make a profit. Lawrence was a key figure in the United States abolition movement in the years leading up to the Civil War. He contributed funds for the Sharp rifles, called Beecher’s Bibles, which were shipped to Kansas to support the free state cause.

What kind of occupations did settlers need to create a new town? You need farmers to grow food, and number of them were members of the various parties. The opportunity to own land was very attractive to these emigrants because the oldest son inherited the family farm in New England, and the high price of land was out of reach for other sons in a family. New towns also needed carpenters to build houses and other structures, someone to run a sawmill to produce lumber, perhaps a doctor and probably a merchant

Portrait of Shalor W. Eldridge, his wife, and their four daughters was taken November, 1854 in Westfield, Massachusetts. Eldridge was involved with the New England Emigrant Aid Company and operated a company hotel in Lawrence, Kansas Territory.

to sell various supplies among others. The first three parties (out of a total of six), the human resources, came to Kansas under the auspices of New England Emigrant Aid Company in 1854.

The first party left Boston on July 17, 1854, and arrived in Kansas City on July 29. The group organized in Worcester, Massachusetts, and traveled by train to Buffalo, New York, followed by a steamboat trip to Detroit, Michigan. The party then took a train to St. Louis and proceeded to Kansas City on the Missouri River via the steamboat Polar Star.

Charles Robinson, an agent for the NEEAC and later the first governor of Kansas, met the group in St. Louis, and another agent for the company, Charles Branscomb, joined the party in Kansas City. The party then traveled to a location on the Wakarusa River, the site of present day Lawrence.

This party consisted of 29 men from various parts of New England.

The occupations of those remaining included three farmers, two physicians, two mechanics, as well as a banker, carpenter, architect, clerk, merchant, reporter, sportsman and clergyman/speculator. One of the physicians in the first party was John Doy, who was imprisoned by Missourians for helping slaves escape in 1856 but was later rescued by free state supporters. Ferdinand Fuller, the architect, designed North College, the first building on the University of Kansas campus and many other Lawrence structures, including the Free State Hotel that was burned during the sack of Lawrence, Central School and his home at 1005 Sunset Dr. The second party left Boston on Aug. 29, 1854, and arrived in Kansas City on Sept. 6. This party had 67 members, including several wives and children. One woman, Susan Bassett, came with her son Owen.

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Most of the members of this party were from Massachusetts. Others were from Michigan, New York, Ohio, Vermont and Wisconsin . Twenty-one farmers were part of this group, as growing produce and various crops was needed to support the town. Other professions represented in the group were carpenters, merchants, lawyers, engineers, shoemakers, machinists, a blacksmith, painters, physicians and a cabinetmaker. An important member of the second party, as least for promoting an orderly settlement, was Albert Dwight Searl, from Brookfield, Massachusetts. He was a civil engineer and produced the first city survey for Lawrence, including laying out Massachusetts Avenue.

Samuel Clarke Pomeroy, from Southampton, Massachusetts, was a lawyer and served as a financial agent for Emigrant Aid Company. He later settled in Atchison and represented Kansas as a U.S. senator from 1861 through 1873. James Emery, a member of the second party, participated in the Topeka and Leavenworth constitutional conventions and, later, was appointed U.S. District Attorney (1863-1867) by Abraham Lincoln.

Erastus D. Ladd, from Milwaukee, Wisconsin, was a member of the second NEEAC party, described Lawrence in a letter written Sept. 19, 1854. He wrote: All here are still living in tents, and it would please you to see us men at the hour of meals, gathered around our camp fires with our frying pans, tea kettles, bake kettles and other appliances, providing our food, some to the wrists in dough, preparing bread, and others washing dishes.

Well, this will be obviated when we get places to live, and our wives and families (those who have them, the rest of us can board or keep bachelor’s hall,) come on.

We have just finished a large house that will be opened on Monday next as a boarding house; board for members is $2.50 per week.

It is constructed of poles, the roof thatched prairie grass, and the sides and ends covered with cotton cloth.

We are constructing another similar

to it for the occupation of the pioneer party, as they must surrender their tents on the arrival of the large party which is to leave Boston on the 26th inst.

company provided conductors for the parties, things did not go smoothly. A correspondent for The New York Times who traveled with the third party provided the following report on Oct. 9, 1854:

Ladd’s description paints a mental picture of life in Lawrence after the arrival of the second party of Sept. 26, 1854.

He served as postmaster in 1855.

The truth is, that the Boston Emigrant Aid Company has by no means fulfilled its pledges to the public or its duty to its proteges. There seems a total lack of system in their operations, of efficiency in their agents.

The last company, which arrived early Saturday morning, in charge of Mr. Brunscombe, are loud in the complaints and justly so. They were about ten days on the road, subjected to much greater expense than had been expected, frequently scattered, both members and baggage being left behind at several points on the way, and worse than all, finding on their arrival not the least provision made for their comfort, or to facilitate their location. The Company advertises at home, to provide good board, till the emigrants locate at a dollar and a half per week; while the truth is that the only accommodation is found at a professed hotel owned by them, and kept in the most shameful manner, as regards cleanliness and fare, at the rate of a dollar and a quarter a day.

The third party of 1854 left Boston on Sept. 16 and arrived in Kansas City on Oct. 7. As before, the transportation was a combination of rail, steamboat and wagon. The group consisted of men, women and children from Connecticut, Massachusetts, New Hampshire, New York, Pennsylvania and Vermont. They were joined by the Rev. Samuel Adair, with the American Missionary Association, his wife and son, from Ohio, and a farmer from Indiana.

A variety of occupations were represented in the party, with farmers being the most numerous at 39. It also included 11 shoemakers, 10 carpenters, nine laborers, four blacksmiths, four machinists, three bootmakers, three tanners and two manufacturers. Other occupations represented were a toolmaker, merchant, clerk trader, wheelwright, butcher, currier, millwright, bookkeeper, painter, mason, teacher, carriage maker, daguerreotyper (photographer) and a physician. Three members of this group were killed in Quantrill’s raid.

One unusual notation was for a farmer named James B. Wheeler. It said, “Confirmed drunkard, sent back from Detroit.”

It doesn’t take great imagination to understand the difficulty of travel west with families and household goods, switching forms of transportation several times and arriving in a location that had few permanent structures. While the aid

The reporter’s tirade continued for several more lines. As this account indicates, the efforts of the New England Emigrant Aid Company were not successful in preparing for the arrival of settlers or providing support for them once they arrived. It was responsible for slightly more than 1,200 settlers in 1854 and 1855. Some of the people associated with the company had an impact on the history of Kansas, including Charles Robinson, the first governor of the state of Kansas; Samuel Clarke Pomeroy, U.S. senator; and Albert Searl, the surveyor who laid out Lawrence, Topeka and many other Kansas towns. Many of the men in the aid company parties served in Kansas units during the Civil War. The contributions of women were in establishing homes and raising the first generation of Kansans. One important goal of the company was met: making Kansas a free state.p 13

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Community Supports LMH

Opening of a new breast center and the LMH west campus planned for late 2019 or early 2020.

By Katherine Dinsdale

The Breast Center at Lawrence Memorial Hospital’s new west campus, planned for the northeast corner of Sixth Street and South Lawrence Trafficway, is all about the future.

“The progress our hospital has made in recent years in providing convenient, comprehensive and state-of-the-art breast-health services—including diagnosis and treatment options—is outstanding,” says Russ Johnson, LMH president and CEO. “Construction of the new breast center represents an even higher level of commitment to continuous improvement in the decades to come. The result will be the highest quality of breast-health services and technological advances to everyone in the region.”

Nearly every family in our region has a friend or loved one who has battled breast cancer, which remains the secondleading cause of cancer deaths among women in Douglas County.

Sheryle D’Amico, vice president for the LMH physician division, has spent years of her career focused on improving patients’ journey through breast cancer.

“In 2001, I was asked to put together a proposal for a breast center,” she says. The idea came from the amazing medical staff providing care for these patients. “We had great multidisciplinary physicians (surgeons, radiologists, pathologists, medical and radiation oncologists, primary care), but at that time, those professionals were working independently, so care planning for the patient was not always wellcoordinated.

“We began asking, ‘How can we better coordinate patient

care?’ At that time, a breast cancer patient would travel from appointment to appointment, from primary care to an oncologist, then perhaps to a radiologist and a surgeon.

And, each new physician would have to be told what the previous physician had found or prescribed.”

So, LMH brought in a nationally known consultant, D’Amico says, who took a look at the staff and the care already being offered to patients and gave LMH her highest praise.

“She told us: ‘If I had breast cancer, this is where I would come for treatment. The caliber of physicians you have here is excellent.’ ” D’Amico says.

“Then, she helped us go to work making that excellent care more coordinated and efficient. We created a kind of virtual breast center, setting up a means of information sharing and communication among pathologists, plastic and general surgeons, oncologists and other providers, including radiologists,” she explains. “Soon after that virtual effort, a Breast Center opened on the main campus next to what is now the gift shop. In 2006, the Breast Center at LMH South opened. Improvements at that time included a full-time diagnostic radiologist, as well as dedicated waiting rooms for patients awaiting diagnostic testing or consultation.”

Now, D’Amico says under Johnson’s direction, the hospital is looking toward the next 10 to 20 years and is focusing on providing even better care and results for patients.

The new center, which will be led by Brian Bradfield, director of imaging services at LMH, is another major step in the commitment to caring for breast cancer patients in the community.

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Karen Shumate, LMH Chief Operation Officer

Sheryle D’Amico, Vice President LMH Physician Division

Dr. Dawn Jones, LMH Cancer Treatment Surgeon

Karen Shumate, LMH chief operating officer, serves as project manager for the new campus. She says the imaging area in the new facility will be enlarged and adjacent to the breast center.

campus at 325 Maine St., which also is growing. This campus will continue to be the base of the hospital’s operation and the focus of outpatient care to east, central and north Lawrence.

“The new breast center will have its own entrance,” she says. “We are planning a beautiful entryway to a center that is devoted not just to looking pretty but to a continuum of care that, as much as possible, eliminates the anxietyridden waits that women go through after diagnostic procedures.

Although Lawrence Memorial Hospital (LMH) is city-owned, it receives no city or county tax dollars. That means gifts to the LMH Endowment Association help create a margin of excellence for the hospital.

This year, proceeds from the 2018 Hearts of Gold Gala, scheduled for June 23 at the Jayhawk Club, will benefit women’s breast health.

“Our hope is for patients to feel cared for, to get them answers to their questions as soon as possible and, if necessary, to help them quickly begin a plan of care.”

To learn more about supporting LMH through the Endowment Association, visit www.lmhendowment.org, or contact Executive Director Rebecca Smith at Rebecca.Ann.Smith@LMH.org or 785-505-6134. For more information about Heart of Gold, visit lmh.org/heartsofgold.

Advanced breast-imaging technology, 3-D mammography, ultrasound and biopsy will allow physicians to customize treatment plans. An on-site breast surgeon will provide same-day diagnostic results whenever possible.

Dr. Dawn Jones, a surgeon who has focused on breast cancer treatment for 15 years, will move her office from LMH South to the new LMH Breast Center. She is part of a group of providers and staff who currently are working to ensure LMH earns a specialized accreditation offered by a consortium of national organizations focused on breast health. “We meet the accreditation requirements already,” Dr. Jones says. “We are just waiting for their stamp of approval.”

The opening of the west campus of LMH and the new Breast Center is planned for late 2019 or early 2020. Although the required capital investment is significant, LMH’s strong financial position, and the community’s generous philanthropic support mean that this project is well within the organization’s capacity. LMH remains committed to its 18

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PROFESSIONAL [ SPOTLIGHT ]

SHARON SPRATT CEO, COTTONWOOD life-long learner. Overall, I am a positive and happy person and that has helped me to get through difficult times.

What is your organization’s most important commodity or service?

The mission of Cottonwood is – “helping people with disabilities shape their own future.” To that end, we provide life-long services and supports to people (primarily adults) with intellectual and developmental disabilities in Douglas and Jefferson counties enabling them to live, work and play in the community. We offer an array of services and supports to achieve this so that individuals have options and choices in their lives.

What is your organization’s most important priority?

Cottonwood’s most important priority is to provide quality services for the individuals who access our services.

What has been some of the most important aspects of your success and Cottonwood’s success?

Personally, I would say some of the most important aspects include being fortunate to have had a good childhood with strong successful, hardworking parents, making good life choices along the way including graduating from college, marrying my husband, Dennis, and enjoying a wonderful family. Professionally, I think some of my success comes from having a quest for excellence in my personal and professional life, surrounding myself with successful people and seeking their counsel, (mentors), not being afraid to hire people who have talents beyond my own and a commitment to being a

There are many aspects of Cottonwood that have contributed to the success of the organization over the years. Since our early beginnings in 1972, Cottonwood has always had an entrepreneurial spirit and providing opportunities for the individuals we serve to work and be productive has been a constant.

At the heart of that spirit has been our Work Center (Cottonwood Industries) that provides turn-key fulfillment work for large and small companies in the region as well as nationally. We also have two federal contracts through the Department of Defense. We manufacture a Cargo-tie down strap and a General-Purpose Strap. Both are used by all branches of the military to transport goods that need to be secured for transit. Recently, we had a celebration for the 7 millionth strap produced. JobLink is another division of Cottonwood that works collaboratively with businesses in the area to place individuals in jobs. Our other services, including Residential, Life Enrichment and Case Management are excellent as well, providing an array of options for individuals depending upon their needs and preferences. Cottonwood has had strong leadership within the organization and by that I mean not only the CEO position but also with our Management Team. We have many key staff that have long tenure with the organization. This is essential to providing consistent quality services. We have both a strong corporate Board of Trustees for Cottonwood, Inc. as well as a strong Foundation Board of Trustees. We are very appreciative of the leadership and support from our Board Members.

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What would you change about doing business (or working with businesses) in Lawrence?

How many people does Cottonwood employ? Serve, interact with on a daily basis, and are responsible to?

Cottonwood has approximately 225 staff and provides services for over 600 individuals annually. The majority of our services are long-term services so we know the individuals we serve quite well.

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

Many ways – Helping the individuals we serve reach their full potential and live a full life in the community, gives the Lawrence community a positive view of these individuals and the many contributions they add to the overall fabric of society.

Cottonwood is a not-for profit corporation, but we are also a viable mission-based business. When I first became CEO at Cottonwood, I read one of Peter Brinckerhoff’s books entitled “Mission-Based Management.” Two key elements from his book are 1.) Nonprofits are businesses and 2.)

Nonprofit doesn’t mean No profit. So, my mantra has always been – No Money – No Mission. We are not able to fulfill our mission if we do not have the money to do so.

We have to be a viable business to carry out our mission.

Having several lines of business has helped Cottonwood achieve this over the years. Cottonwood also has a strong economic impact on the community when you consider our overall budget and the number of people we employ.

Personally, I feel I have made a positive impact on the community by being an active member of the community, serving in leadership positions in many organizations locally, statewide and nationally. A few include the Lawrence Chamber, Leadership Lawrence, Leadership Kansas, Rotary, and several nonprofit organizations. A highlight in my career was receiving the Junior Achievement 2016 Lawrence Business Hall of Fame Laureate award.

What do you see as your personal responsibility and your organization’s responsibility to the community?

Similar to my previous answer, I believe in a saying that - to whom much is given, much is expected. I feel very blessed to be living the wonderful life I am and to have had the many successful experiences that I have had. For me, one of my responsibilities is and will continue to be to give back to the community of Lawrence and support organizations who work to enhance the community.

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Lawrence has been and continues to be very supportive of all aspects of Cottonwood, whether it is individuals who volunteer to serve on our boards, local businesses that provide work opportunities through our Work Center, businesses who hire individuals, friendly neighborhoods who welcome individuals we support as their neighbor and the overall citizenry who are accepting and welcoming to the individuals we support. I am grateful for all of the support provided to Cottonwood by the community.

Why did you become involved (what inspired you – is there a specific thing, person or incident?)

I became interested in this field when I attended Kansas State University. I was majoring in education and had a professor that taught special education. Special education was a new focus for education in the late 1960s and when I took one of his courses, I took an interest. This particular professor took me under his wing, served as a strong mentor and afforded me to have many successful experiences throughout my college years. I have focused on this area in my career and it has led me to where I am today. I came to Cottonwood in 1989 and was named CEO in 1994.

What is the biggest challenge you feel Cottonwood faces?

One of the biggest challenges for Cottonwood and our industry in general is to be able to recruit and retain quality direct support staff. Direct support professionals are the ones who work directly with the individuals we support. They are vital to the continued success of Cottonwood and organizations like ours across the country. Another challenge is the increased and ever changing governmental regulations (state and federal) that complicate what we do and increase the cost of doing business.

What do you foresee as being the biggest challenge for the future Cottonwood? And how are you addressing or preparing for it?

As noted in my previous answer, one of the biggest challenges for the future will be to have adequate funding to recruit and retain quality staff. Nationwide, there is a shortage of workforce availability and the competition to hire will continue to increase. It’s a balance to stay financially strong and yet, be able to pay our direct support staff a competitive wage. The gap between the funding we receive and the cost to provide services is ever increasing. Cottonwood is fortunate to have a Foundation and we have successful fundraising events. The Foundation will need to continue to grow in the future to help offset this gap in funding. p

NON- [ PROFIT ]

UNITED WAY

Serving Community Organizations

Jannette Taylor, President, United Way Lawrence

by Hank Booth, photos by Steven Hertzog

The United Way of Douglas County has served many community organizations during its nearly 80 years of trying to accomplish one simple goal: Advance the common good by creating a better life for all. The human resources of local business worked together as the Lawrence Chamber of Commerce started the first Community Chest and in 1941 raised just over $9,000 for several local social service agencies.

In the early 1950's it was renamed the Lawrence United Fund and raised about $46,000 for 11 community partners. Then in 1986, because of changing priorities and outreach by local service organizations, it became the United Way of Douglas County. Today the mission is simple: Address the human service needs of Douglas County by mobilizing community resources and building partnerships among the agencies receiving United Way funding. There are three fundamental categories under which the agencies receiving funds operate. They are, Education, Health and Financial Stability. Volunteer engagement is the key element in all three.

The human resources of any fund raising activity are primarily volunteers. Organizing, training and motivating those volunteers is the responsibility of paid staff and in Lawrence/Douglas County that team is made up today of just six people earning salaries with an Americorp representative added in for working with those representatives who are basically volunteers.

Consider the numbers of volunteers that offered their time and talents to the 2016 United Way Campaign. The numbers for the most recent campaign, which just ended, have not yet been tabulated. In 2016 there were 12 Campaign Executives who provided 600 total hours of volunteer time. Add in 60 Campaign Cabinet and Committee members who provided 480 total hours and 330 Employee Campaign Managers who provided approximately 4000 hours total. This is just the beginning of the vast volunteer work done to just raise the money. Now add in the volunteer time spent working for each the 29 agencies funded by the United Way, much of which is never measured, and it becomes clear that those who's lives are made better by those agencies have to have the key human resource of volunteers. Without them nothing happens The leader responsible for major changes in the organization of partnerships among United Way Agencies. Erika Dvorske, stepped down in January of 2017 and her permanent replacement, Jannette Taylor didn't start her new job as President until September 11th last year. The United Way Campaign fund raising officially kicked off just two days later. Ms. Taylor had to be a very quick learner as she not only watched over the county fund raising effort of over $1 1/2 million, she faced a major reorganization of the entire internal staff of the United Way organization. By all reports, she's done an excellent job and the annual meeting of the United Way Board of Director's received a very positive report in late February. p 24

Safety

Hiring candidates to be police and corrections officers, and firemen is a time-consuming, expensive and extremely important endeavor.

by Mike Anderson, photos by Steven Hertzog

How do you put an elephant in a refrigerator? Take your time, because your answer might influence your chances of becoming a firefighter in Lawrence. And, it’s not just about your answer. Chief Mark Bradford, for the Lawrence-Douglas County Fire and Medical Department, is also looking at how candidates answer the question. He’s looking at posture, eye contact and how an individual relates to the interviewer (him). He has to look for all of these things and more, because the position he’s hiring for is no ordinary job. In fact, he’s not offering jobs. He’s offering careers. He needs to find that small group of people living on this earth that can handle the mental and physical toll of protecting and saving lives on a daily basis for years to come.

For the Lawrence Police Department, the Douglas County Corrections Division and the Lawrence-Douglas County Fire and Medical Department, the process of recruiting, hiring and training individuals is extensive. In fact, extensive might be an understatement. The training process for the police department takes 24 weeks, the hiring process for the corrections division involves 20 steps, and the physical requirements for the fire department would make The Rock blush.

INTERVIEWING Let’s start with the Fire and Medical Department. It is looking for people who are honest, trustworthy and self-motivated.

Interviewers ask questions about credibility and account26

ability. For example, at some point during the hiring process, someone will ask the candidate to put himself in the following scenario: “You’re at an EMS (Emergency Medical Services) call at a residence, and you knock a $100 bill off the table. What do you do? What do you say?” Chief Bradford knows no one is going to say they’d put it in his or her pocket, but it’s about how they react to finding it and knocking it off the table. They are trying to find out who has trust.

As Division Chief Shaun Coffey puts it, “We’re going into people’s homes at their most intimate time, and they are very vulnerable at that time. They have to have complete trust in us … we’re often meeting people at their worst day, that’s why we look for qualities of trust and compassion.”

The Fire and Medical Department also looks for commitment to service in a candidate’s background and how he or she deals with stress. They’ll ask questions like, “If you’re in a stressful family situation, how do you deal with that?”

Perhaps most importantly, they want to know if the person is outgoing and interested in the team environment. “A question I’ll always ask is, “Do you like reading a book, fishing by yourself, out walking in the woods by yourself, or do you prefer to be involved in a pickleball game at the sports pavilion, getting involved in a pickup game or being with your family and friends.” That separates those people who want to isolate themselves; that doesn’t work in the fire service,” Chief Bradford says. In the fire service, employees never go anywhere or do anything by themselves. Even during training, they are never doing anything as an individual.

EMT members learning how to use new state of the art equipment to save lives in the field.

First PREPAREDNESS

RECRUITING

But, based on the physicality of the training process, trainees will need some help. Chief Coffey works in the training division. Here, he works trainees through drills and challenges similar to what’s called the “Firefighter Combat Challenge.”

It also goes by another name: “the toughest two minutes in sports.” It is basically a firefighter obstacle course that involves five different events. These events include 1) carrying a 42-pound pack up four flights of stairs, then, once at the top, 2) hoisting up a rope carrying a 42-pound weight.

Once that is completed, trainees run down the stairs having to hit every step on the way. At the bottom of the stairs, they 3) use a sledgehammer to move a 160-pound steel beam a distance of 5 feet. Then, they 4) run a zigzag around cones before grabbing and dragging a fire hose 75 feet, where they then have to turn the hose on and hit a target. Finally, trainees 5) drag a 170-pound 6-foot mannequin 106 feet across a finish line. Oh, and they have to do this with full gear and mask on, which basically means they’re breathing through a straw with 70 pounds of equipment on their back.

And, it should only take about a minute and a half.

If you think the pool of candidates to choose from is pretty small, you’d be right. Not too many people have the mental and physical abilities to do this job. And, every department in the metro is fighting for these candidates. Chief Bradford and his staff are fighting competition from other fire departments in Johnson County and around the state. In some ways, he is like a college basketball coach. He tries to recruit 18- to 21-year-old athletes from high schools and junior colleges. In fact, his department has hired athletes from the University of Kansas and Haskell Indian Nations University. The only difference between he and most college coaches, however, is that he now has to offer signing bonuses. Because the pool of applicants is so small, and the competition so fierce, the Fire and Medical Department is now offering money up front for people who join. “This idea of signing bonuses was never heard of five years ago,” Division Chief Coffey explains. While the idea of signing bonuses may be unique to fire departments, the competition and difficulty to recruit is also a concern for the corrections division.

Physical endurance and strength is definitely paramount in the fire department. There isn’t much time for warming up and stretching. There isn’t much time to get ready mentally or physically. Firefighters have to be prepared to go from a deep sleep to fighting a fire with maximum effort in 7 minutes.

Recruitment for the Douglas County Sheriff’s Office (DGSO) Corrections Division can also be tough. The job certainly can be stressful and demanding. And, it can be difficult to find recruits. But, the biggest problem Lt. Randy Cheek and his staff have is education. The media doesn’t exactly paint the career or the facilities in a good light. Aside 27

EMT members learning how to use new state of the art equipment to save lives in the field.

from Tom Hanks in “The Green Mile,” there are not a lot of great corrections-officer role models in television or film. This has led Lt. Cheek to build a recruiting team and get more exposure for his division out to colleges, job fairs and military transition fairs. Much like the Fire and Medical Department, the Corrections Department is looking for people who want to make this job a career. It is looking for people who have high trust, high integrity and great communication skills.

Trying to discover one’s communication abilities is a big part of the hiring process. The Corrections Department wants recruits who can be assertive, can multitask and can deescalate problems using words—or, as Sgt. Kristen Channel calls it, “verbal judo.” Being able to think quickly and deescalate problems is the equivalent of the left-handed layup in basketball, a skill that is a must-have. “In this position, you have to say ‘yes’ and ‘no’ with the same enthusiasm,” Lt. Cheek explains. “You have to be someone who presents themselves as a leader.”

HIRING Part of the 20-step hiring process includes polygraph reports, fitness testing, personal interviews, drug screenings and background checks. Officers call family, friends and even neighbors to learn more about prospective officers. By the end of the process, the DGSO Corrections will know if you never returned your neighbor’s shovel.

Psychological evaluations are also part of the hiring process. During the interview, psychologists hired by DGSO would ask questions about how candidates handle stress, what’s the most stressful situation they’ve been in and what they’d say in certain situations. The mental abilities of candi28

dates are taken into consideration just as much as anything else. For example, at one point, candidates are asked to take a four- to five-hour psychological test. This test involves 1,100 questions that reveal what a candidate would do when no one is watching. A lot of the questions involve decisionmaking. Decision-making ability is an important part of the hiring process. As Chaplain Paul Taylor explains, “Decision-making appears throughout the evaluation process.

This is a very relational position.”

TRAINING Training for the Corrections Division involves a 10-week academy. The first four weeks involve the classroom, where Lt. Cheek puts recruits through defensive tactics and different scenarios. For example, if an inmate won’t lock down, is agitated and won’t calm down, how will a recruit de-escalate the situation with words? The phrase “Use your words” is stated often during these four weeks. During this time, recruits also take first-aid classes, physical fitness classes and the pepper spray challenge.

So they know what it feels like, all recruits must be pepper sprayed. They can also volunteer to be tazed. Apparently, every muscle in one’s body locks up for five seconds during a tazing, but, sometimes five seconds is all that is needed to detain an unruly inmate. “In all my years I’ve been doing this, I’ve only seen one person able to keep standing and actually grab something while tazed,” Lt. Cheek says.

The big day during the first four weeks comes when all recruits have to go through the pepper spray obstacle course.

After being pepper-sprayed in the face and eyes from only a few feet away, recruits have to wait five seconds (apparently it takes a couple seconds for the pain to really set in), open their eyes, run an obstacle course and then try to

physically restrain one of their superiors. Then, and only then, will they be allowed to deal with the unbelievable pain on their face. The goal here is to expose the recruits to the pepper spray so they will understand the behavior of someone who has been sprayed and familiarize themselves with the feeling of being indirectly sprayed.

The next four weeks involve shadowing an experienced officer in the field. And, the final two weeks are back at the academy with more scenario-based training. Recruits also familiarize themselves with different inmate programs, such as anger-management classes, high school diploma (GED), etc. Much like at the Fire Department and Police Department, recruits are never alone. There are 13 people on every shift, and everyone is out to support them. Chaplain Paul Taylor always has his door open. Every new officer is paired with a mentor. And, don’t worry, the volleyball courts are always open.

Much like the Fire Department and Corrections Division, the Lawrence Police Department is a very team-oriented place.

Anybody looking for a place within the department must be proven a team player capable of making split-second decisions and able to adapt to his or her surroundings. This is why Sgt. Mark Unruh and his team are looking at everything during the interview process, including how a candidate enters the room. “Without sounding too rigid, I personally am looking for someone with command presence. I enjoy seeing someone walk through the doors prepared to engage with the interview board, look us in the eyes, approach us and introduce themselves,” Sgt. Unruh says.

“Further, I enjoy hearing the potential officer’s responses and learning about them through their thought process.

More specifically, giving a response other than ‘yes’ or ‘no’ is a good thing,” Sgt. Unruh explains. While the police department isn’t asking any of the wall questions (such as the “elephant in the refrigerator”), they are doing background checks and psychological tests to determine a candidate’s mental and physical acuity.

The training process to become a part of the police depart30

Sheriffs Department training new correction officers in strength and conditioning and how to properly rescue other officers and civilians.

ment is what really separates the Police Department. Its training academy lasts 24 weeks. The police recruit training process encompasses more than 900 hours of classroom and practical instruction, with a diverse array of topics. During the academy, recruits are educated in law, use of force, officer safety and many practical applications of police tactics and tools. After the academy, the newly graduated police officers participate in the field-training program for a minimum of 15 weeks. Throughout this time, the department takes recruits through scenarios to help them become acclimated to thinking under stressful situations.

A recent change in police recruit training has been the focus on the emotional and physical health of the recruits themselves. Sgt. Unruh explains, “It has been demonstrated through the years that police officers benefit in physical and emotional health when taught techniques to deal with stress. This helps to develop more physically and emotionally fit police officers, which in turn benefits the community they serve.” A new training method, called the Reno Police Training Officer model, promotes coaching, teaching and training of new officers rather than merely evaluating them. Now, the focus is more on low-frequency, high-risk incidents.

IMPORTANT AND COSTLY This process of recruiting, hiring and training individuals in the public-safety sector must be rigorous. These individuals will be required to keep people in the community safe.

They’ll be called on to help people at their most vulnerable times. The hiring and recruiting process is also important because of how costly it is to train recruits. As Sgt. Unruh puts it: “Police recruit training represents an extremely large commitment of resources by the Lawrence Kansas Police Department but has continued to be a high priority for developing quality police officers.”

For most police departments in the Midwest, the cost to recruit, hire and train an officer may exceed $100,000. It’s a financial blow to all three of these departments to lose a recruit after or during training. This is why the Sheriff’s Office Corrections Division requires those completing the training program to work at least three years in their department before transferring somewhere else. For each department, the question becomes, “What goals have you had in the past five or six years?” As Chief Bradford puts it, “Have you tinkered around here and there, or have you accomplished your goals?”

How committed of a person are you? Because the commitment of these recruits leads to the safety of our city and county. p

A World Without Art? The impact of the arts can be seen not only in a community’s economics but also the health and happiness of its people.

by Jackie Hedeman, Lawrence Arts Center, photos by Marlo Angell

Imagine a world without the arts. Picasso never existed. Neither did Sandra Cisneros, Yo-Yo Ma, Lorraine Hansberry or Ai Weiwei. Clothing is functional, and Broadway is just a road. A world without the arts is nearly unimaginable. However, contemplating the possibility makes me reflect on the many ways the arts improve my wellbeing. For me, and I’m sure for many of you, access to the arts is intensely beneficial.

It’s easy to greet statements such as this with skepticism. Even for arts lovers, the notion that the arts belong anywhere on Maslow’s hierarchy of needs may not seem intuitive. And yet, study after study has indicated exposure to the arts, whether actively through practice or passively through observation, is of measureable benefit to our mental and physical health. A literature review in the American Journal of Public Health concludes, “Through creativity and imagination, we find our identity and our reservoir of healing.”

Most studies conducted on the relationship between the arts and health focus on specific populations. One study indicates that, because the arts appeal to different learning styles, children who have access to arts education programming demonstrate greater academic success and lower dropout rates, as well as a greater likelihood of civic engagement. Another recent study from the National Endowment for the Arts finds that adults 55 or older who attended arts events and participated in arts programs, “experienced slower rates of decline in cognitive and physical functioning over the last decade, and less growth in hypertension,” 32

compared with those who did not. Arts participation and attendance have also been found to be particularly beneficial to groups suffering from psychological trauma, mental health issues and major medical interventions. Veterans, in particular, have reaped the benefits of the arts as a means of processing and dealing with battlefield experiences.

The long-term economic impact of this connection is only beginning to be understood. However, there is compelling anecdotal evidence suggesting that, in some cases, access to the arts and resulting improved health represent a decrease in health-care costs. For instance, since engaging senior citizens in creative activity is correlated with greater intellectual and physical health, the arts are increasingly being seen as a way to lessen the burden on the national health-care system and to save taxpayer dollars on health-care costs, not to mention maintaining a healthy and active population.

Of course, the arts are not a panacea; not every physical or mental health issue can be completely healed by a once-daily prescription of the arts. However, no matter the health struggles facing an individual, the arts do serve to ameliorate symptoms and increase quality of life. Russ Johnson, director of Lawrence Memorial Hospital, explains: “A healthy community is a creative community.” The inverse is also true.

Businesses are microcosms of their broader communities. It follows that engaging employees in the arts serves to boost morale and the health of a company. According to the Americans for the Arts’ Employee Engagement tool kit, “Arts-based training can be defined as employee or staff develop-

ment training, delivered through various arts disciplines to develop trust, find shared values, shift perceptions, combine right-brain imagination with left-brain logic and analysis to increase the capacity for breakthrough ideas and insights, teach employees leadership and communication skills and high-performance teamwork.” Whether through employee band competitions, art shows, pro bono consulting on behalf of arts organizations or matching gifts to arts organizations, bringing a focus on the arts into the workplace helps to build a sense of camaraderie and shared purpose.

Molly Krause, a published author who teaches writing at the Lawrence Arts Center, knows that inspiration comes from practice: “I believe in salvation through art; in fact, art may be the only thing to save us,” she says. “Making my unknown known is how I think of creativity, and I’ve personally shown my unknown in a variety of ways at different stages of my life: dance, the culinary arts and writing. Figuring out how to be me in a confusing world and share myself with others has been primarily achieved through these expressions.”

Molly continues, “The seeds of my recently published memoir ‘Float On’ were planted in a writing class I took at the Lawrence Arts Center after I stepped away from my responsibilities as a pastry chef. When the unknown of the world can seem overwhelming or even threatening, the nurturing environment at the Lawrence Arts Center allows space to exhale, to risk showing our unknown selves.”

We’re lucky to live in a world with art and all its opportunities for healing. p

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Top to Bottom: Teaching artist Andrew Cho enjoys studio time in the Lawrence Arts Center Ceramics Studio.

Artist-in-Residence Michael Benedetti prints Valentines with Lawrence Arts Center preschoolers.

Los Angeles based comic book creator Jim Mahfood live draws at a Free State Festival reception.

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Workplace

Keys to maintaining a conflict-free workplace include prevention practices and open communication.

by Julie Dunlap, photos by Steven Hertzog

When it comes to managing employees, whether one or 1,000, Lawrence attorney John Bullock offers simple yet sage advice: “Treat people the way you would like your loved ones to be treated at work.”

This seemingly clear and easy-to-follow guideline is not always clear and easy to follow as any given workday ticks on. Personal issues may seep into the workplace; misunderstandings may arise; poor judgment among employees and superiors may create an atmosphere in need of intervention in order to regain and retain harmony and productivity.

“I’d prefer they call me before legal issues arise,” says Bullock, who has spent the past nine years of his law career practicing with Stevens and Brand, LLP, in Lawrence.

Fortunately, there are a number of steps employers and employees can take to prevent a conflict from escalating to a level that would require outside—and often costly—intervention, starting with clear and open communication.

Employers are required by law to display posters (available for free on the Kansas Department of Labor website: www. dol.ks.gov) informing employees about such rights and issues as workers compensation, equal opportunity employment and unemployment insurance, among others. But, posting state and federal regulations is just the beginning of creating a harmonious work environment.

Bullock strongly recommends every company owner have a clearly written and frequently updated employee handbook.

Outlining company policies, job responsibilities, standards of conduct, procedures for filing grievances, compensation policies and other pertinent information can keep employees and their superiors on the same page, and moving in the same direction in their day-to-day operations. Bullock 34

and his team regularly assist companies with the creation, implementation and updating of employee handbooks to ease the often daunting process. While hiring an attorney is primarily seen as a last line of defense, Bullock would strongly prefer to counsel clients on ways to prevent discord in the workplace.

Of course, any handbook is only as effective as the people who commit to following it. “Be honest, fair, and firm,” Bullock emphasizes.

Every company will experience different successes and challenges. Bullock notes that larger companies are often more likely to have a stronger set of written policies but may face more challenges in regularly reaching managers and supervisors to keep them up-to-date in their training. He recommends having systems in place to help managers stay on top of communication. Conversely, smaller companies may have a shorter chain of command and more frequent and direct verbal communication lines naturally in place, but they may also more easily allow written documentation to lapse.

Regardless of company size, Bullock stresses the importance of regular employee reviews and accurate documentation, with evaluations and communication recorded in writing. If an employee is having an issue that negatively affects his or her performance, the manager should document the issue and the employee’s progress in correcting it. This documentation will aide greatly should the decision ultimately be made to terminate employment.

“The [documentation] has to match the story,” he says, explaining that an employer who is accused of wrongly terminating or demoting an employee will have a much harder time proving the action was reasonable if the employee’s file is filled with glowing reviews.

Woes

Top: Jon Bullock, partner at the law firm Stevens & Brand, LLP Bottom: Bullock mediating and consulting with clients

Likewise, Bullock recommends employees maintain documentation of their own. Anytime an employee meets a quota, earns recognition, asks for assistance, files a complaint or has any other positive or negative issue, the employee is best served by both keeping a personal record and asking the employer to keep a written copy of the event in his or her employment file.

While many situations can affect a work environment, Bullock says an increasing number of the cases he sees arise from the impact an employee’s medical (both physical and mental) issues have on the employee’s ability to carry out 35

the assigned job duties. These situations can often be resolved with open communication and thoroughly researching ways to accommodate the change in an employee’s ability to perform.

“I’ve seen the interactive process work many times,” Bullock says, “when you have an employee who can’t do what she used to be able to do; but we can find another position for her, or we can adjust her hours of work, or we can provide office furniture or electronic equipment, or other means that help that person be productive.”

He adds, “The purpose of the law is that people who are differently abled should be able to work and should not be discriminated against.”

Employers will find a number of potential accommodations and other resources through the Job Accommodation Network (www.askJAN.org), an organization committed to “helping people with disabilities enhance their employability.”

Medical issues may be an increasing root of conflict crossing Bullock’s desk, but a number of other situations are common, as well, such as bringing sexual content to the office, whether it be through images or comments. “That stuff does not play well in a courtroom,” Bullock says emphatically.

Another common situation is one Bullock summarizes as a lack of civility. “These interactions are not always illegal, in that employment laws are not a general civility code,” he says. But, he explains, bad behavior motivated by antagonizing a protected class, such as race or gender, can be considered creating a “hostile work environment,” which is unlawful.

“There are also legal protections against the intentional infliction of emotional distress,” Bullock adds.

Fortunately, many resources abound to assist employers and employees in resolving these, and other, work-related situations. The legal regulations, standards and guidance outlined in the Americans with Disabilities Act (ADA), Family and Medical Leave Act (FMLA), Equal Employment Opportunity Commission (EEOC) and Workers Compensation— all of which can be found on the Kansas Department of Labor website—should be the first stop one takes in finding the answers to questions related to employment law.

Employment claims can require an employer to pay defense costs ranging from $4,000 up to $150,000, not including damages and attorney’s fees recovered by a successful claimant. A federal lawsuit can last two years, sometimes longer.

And in the end?

“Most settlements are mutually unsatisfactory,” Bullock laments, highlighting the importance of all parties trying to resolve the conflict internally before resorting to legal resolution.

36

Top: Devon Kim. owner of of Hasse and Long Inc. Bottom: Kim discussing a clients account with one of her employees

Not all workplace conflicts arise between employees and employers, however. Coworkers often have conflicts among themselves, which can be rather muddy territory for a supervisor to navigate. “As soon as an employee complains about a coworker to the supervisor,” Bullock says, “it becomes the company’s problem.”

Devon Kim, CEO of Haase and Long Inc., a Lawrencebased financial advocacy and mediation company, agrees.

Kim, who has served as CEO for the past 14 years, has used her skills, honed in her job description of mediating between medical patients and providers, to promote and preserve harmony within her own staff.

“Oftentimes, I’m mediating, but people don’t realize I am mediating,” Kim confesses.

Reasons for a supervisor to intervene in employee-employee conflicts vary, but the common denominator is one employee consistently doing or saying something that makes another employee uncomfortable, and affects his or her ability to perform the job duties.

Kim prefers to give her employees the tools needed to resolve conflict on their own, empowering them with proper language to help diffuse a situation. “I give them the words

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to use,” she explains. “Something as simple as, ‘I’m working on [a project] and can’t talk to you right now,’ can diffuse a situation quickly.”

Employees can use strategies such as this as often as needed without further intervention from their supervisors. The success even carries through into their personal lives, a gift employers can give employees that transcends any annual bonus in the long run. “Teaching people how to stand up for themselves appropriately and with finite results,” Kim says, makes them stronger employees and humans.

She has another tool her company uses to maximize potential success. The Culture Index survey, administered by Mea Austin (www.MeaAustin.com), is a part of the application process at Haase and Long. Applicants complete a survey that identifies how their personalities best suit specific jobs within the company. Strong risk-takers, for example, may be excellent candidates for sales and leadership roles, while strict rule-followers may find more satisfaction and success working with clients in need. These aren’t necessarily traits that will shine on a resume or even in a job interview, but by matching employees with duties that tap into their unique skills and passions, Kim has found they can better maximize employees’ potential and job fulfillment.

As Bullock suggests, Kim also has a detailed employee handbook with clear explanations on employee rights and responsibilities on issues ranging from timeliness to when and how it is permitted to sell Girl Scout cookies (one email, one post in the break room, no desk-to-desk sales).

In spite of everything available in writing, though, Kim agrees with Bullock that the best way to avoid misunderstanding and conflict is for employees and supervisors to communicate clearly and frequently, citing a recent example when an employee was planning for maternity leave. Haase and Long has fewer than 51 full-time employees and, therefore, is not subject to all of the regulations governed by the FMLA that typically protect maternity leave in larger companies. “[The employee] came to me with a clear, complete plan of when she would be gone and how she planned to ease back in after the baby was born,” Kim recalls.

“I thanked her and told her this was the most helpful thing she could have done,” she continues, saying that by opening the communication channels, there were no misunderstandings or questions when the time came for the employee to take her leave, and everything was ready for her at the office when she returned.

Bullock, too, sees the positive in the workplace. “Mostly, people are decent; they hire people they think will be successful,” he says, reiterating that the key to any successful company is to “have an open environment for communication.” p 38

PREVENTION John Bullock, partner at Stevens and Brand LLP:

Treat people the way you would like your loved ones to be treated at work.

Devon Kim, CEO of Haase and Long Inc:

Support employees through personal issues without making them work issues.

RESOLUTION Devon Kim:

Take ownership of conflict… diffuse the anger.

John Bullock:

Communicate… the law wants the employer to talk with the employee.

TERMINATION Bullock & Kim:

Ask yourself, “Is this fair? Have I given them every chance to improve?”

Clearly document your reasons.

Have at least one witness.

Clearly and simply state the reason for termination.

Repeat the reason calmly, if needed.

Preserve dignity by keeping it private.

RESOURCES Kansas Dept. of Labor

www.DOL.KS.gov Job Accommodation Network

www.askjan.org Society for Human Resource Management

www.SHRM.org Kansas Human Rights Commission

www.KHRC.net

Master of Ceremonies Bob Davis

by Bob Luder, photos by Pat Connor

The featured speaker earned his keep before he ever spoke a word. When a laptop computer starts acting up, it’s always good to have a former Google executive in the house.

Lawrence Business Magazine and Cadre Lawrence Foundation Awards, with presenting sponsor INTRUST Bank, celebrated five years and nearly 500 jobs created, and went off without a hitch Feb. 21 at the Six Mile Chop House, in Lawrence, Kansas.

That is, at least, after special guest speaker Brian McClendon, University of Kansas research professor and former Google vice president of engineering, solved the computer glitch for the slide portion of the ceremony.

This year, 10 local businesses were honored with Foundation Awards, honoring locally owned or franchised businesses that have been open at least three years and shown a 20 percent growth in jobs or added 20 total positions within the past year.

“I spent a lot of time investing in start-up companies in and 40

around Kansas,” said McClendon, who also is running for Kansas Secretary of State this year. “To see companies go from the ideas phase to the point of growth and success is fascinating.”

McClendon’s speech centered around his journey to and around Silicon Valley, from his first management position with a graphics company to creating a mapping app that eventually led to 10 years of leading a team that founded Google Maps. During that time, the team grew from 13 full-time employees to 2,000.

Lawrence, he said, was the original testing ground for Google Earth and Google Maps, and the original center point for Google Maps was the apartment complex in town where he grew up.

The master of ceremonies for the evening once again was legendary hall-of-fame sports broadcaster Bob

Guest Speaker Brian McClendon, University of Kansas Research Professor and former Google Vice President of Engineering Starting out the evening - jumping in to help get things working and talking to writer, Bob Luder

Davis, who brought his patented smooth delivery and razorsharp wit to the proceedings. One by one, he brought to the podium at the front of the room representatives of the honored companies, led by Alpha Roofing and Good Energy Solutions Inc., both of which were honored with Foundation Awards for the third consecutive year.

“Business is good; the community has been very supportive,” said Darin Lutz, owner of Alpha Roofing. “For us, it’s all just about being accountable, being the best we can be. We couldn’t do it without our employees. They’re the reason we are who we are. I’m very proud of them.”

Kevin Good, owner/president of Good Energy Solutions Inc., said his company has been riding the wave of what is a growing industry, especially in the Lawrence area.

“We take care of our customers, and it seems to be working,” he explained. “Lawrence is a growing town, and it’s probably the most progressive town city in the state.

“We were one of the first companies to get in (the industry in Kansas). Growth has been slow and steady,” Good said.

Other honorees included Build SMART, Edmonds Duncan Registered Investment Advisors, Kennedy Glass Inc., KW Integrity, Paul Werner Architects, Pine Landscape Center, Pioneer Ridge Retirement Community and Prairie Land Insurance.

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Kennedy Glass received a second honor by receiving the Footprint Impact Award, which honors a Lawrence business committed to impacting the community and creating a local footprint of mutually beneficial relationships which strengthens the community.

Kennedy Glass has been doing business in Lawrence for 68 years.

“That was a very big surprise,” said an emotional Martin Kennedy, co-owner. “We’ve always believed strongly in community involvement and forging strong business relationships. I hope we can hire more employees and keep on going.”

That was the overriding theme of the entire event and evening.

“The role of small business in our local economy cannot be overstated,” said Doug Gaumer, managing director Northeast Kansas Market for INTRUST Bank. “The birth and growth of new businesses is absolutely essential to the long-term economic health of our community. When a business is able to grow, it is a reflection of its capabilities in serving customers in a profitable manner—signaling that they can employ additional people to continue its customer serving/acquisition strategy.”

PRESENTING SPONSOR INTRUST Bank

BRICK SPONSOR Alpha Roofing The Chamber & EDC Edmonds & Duncan KLWN FM 101.7 Laser Logic Midwest Concrete RD Johnson

MORTAR SPONSOR 23rd Street Brewery Crown Toyota Delaney & Loew Express Employment Professionals Good Energy Solutions Grandstand Love Grub O’Malley Beverage The Oread Pine Landscape Center Prosoco Rainbow International Restoration Summer, Spencer and Company, P.A.

“INTRUST Bank is proud to be a small part of this event,” he said.p

BUILD SMART

Alpha Roofing specializes in residential and commercial roofing. Since opening for business in 2005, Alpha Roofing has maintained steady growth and excellent standing with its customers and suppliers. In 13 years of business, it has serviced thousands of customers in northeast Kansas, which include homeowners, insurance companies, city municipalities, contractors, historic societies, apartment and management companies, and real estate professionals. Alpha Roofing looks forward to many more years serving the Lawrence community and surrounding areas.

Build SMART manufactures a panelized wall system that saves time and money to build energy-efficient structures.

With a focus on maximizing air tightness and energy efficiency in the building envelope and simplifying the design process of high-performance construction, Build SMART has helped numerous projects exceed energy goals. Build SMART panels have been used on multiple building types, from small residential projects to large multifamily projects, such as a 52,000-plus-square-foot apartment complex recently completed in Pennsylvania. Build SMART is a partnership between PROSOCO and Adam Cohen, designed to make durable efficient construction simple, affordable and accessible for any builder, architect or owner.

Last year, the company grew from seven employees to 12

Last year, the company grew from eight employees to 11.

ALPHA ROOFING A Three-Time Winner

43

EDMONDS DUNCAN REGISTERED INVESTMENT ADVISORS

Edmonds Duncan Registered Investment Advisors is a client-focused, full-service wealth-management company.

It proactively plans and implements customized financial strategies designed to help clients achieve financial objectives with confidence and personal service. The Edmonds Duncan team specializes in portfolio management for individuals, families, businesses, foundations and endowments, retirement plan design and implementation, business and personal succession strategy, insurance planning and charitable giving.

Last year, the company grew from three employees to five.

GOOD ENERGY SOLUTIONS INC. A Three-Time Winner

KENNEDY GLASS INC. Footprint Impact Award 2018 Kennedy Glass Inc. is a family-owned and operated business, and has been in operation since 1950. The company specializes in residential, commercial and auto glass services, offering a wide array of services, from window glass replacement to new custom shower door installations. Kennedy Glass also completes large commercial projects. It has an employee base of 24 employees, many of whom have long tenure with the company. Kennedy Glass is proud to be a player in the Lawrence economy and is pleased to be a part of the thriving Lawrence community, while providing jobs and services for the city that helped the company grow.

Last year, the company grew from 20 employees to 24.

KW INTEGRITY

Good Energy Solutions Inc. is a full-service energy partner that is able to provide comprehensive consulting and services in electrical, renewable energy, energy efficiency and energy management in the central-U.S. region. Founded in 2007, Good Energy Solutions has earned a reputation of reliable service, expertise and quality through commercial and residential installations of solar and energy-efficiency equipment. Good Energy Solutions Inc. is “Energy with Integrity� and a SunPower Authorized Dealer.

KW Integrity is a locally owned and operated franchise of Keller Williams Realty International. Started in Lawrence in 2011 with just 12 agents, KW Integrity has grown to 86 agents and counting. KW Integrity focuses on building a career worth having, businesses worth owning and a life worth living for its 86 agents, all while providing top-notch service to its clients. KW Integrity continually strives to be the real estate company of choice in Lawrence and the surrounding areas.

Last year, the company grew from 20 employees to 25.

Last year, the company grew from 51 employees to 86.

45

PAUL WERNER ARCHITECTS

PIONEER RIDGE RETIREMENT COMMUNITY

Paul Werner Architects (PWA) is a full-service architecture firm in Lawrence. It offers personalized architectural services for a wide range of residential and commercial projects locally and regionally. Its services include architecture, urban planning and design, site planning and development, zoning, building code analysis and historic design. PWA prides itself on providing the skills necessary to support its clients and their projects from concept through the development stages with the city and community through the permitting process to completion of a built project.

Pioneer Ridge retirement community offers the best in senior services, including assisted living, health care and rehab in a premier independent living community. Pioneer Ridge Assisted Living offers activities at its location for residents that generally allow them to maintain healthy lifestyles by encouraging movement and socializing with peers. Pioneer Ridge is a part of Midwest Health, which is a family-owned business dedicated to delivering the finest in senior services.

Last year, the company grew from seven employees to nine.

Last year, the company grew from 130 employees to 164.

PINE LANDSCAPING CENTER

Pine Landscaping Center is a full-service landscape supply center with a focus on hardscape, landscape and outdoor living products. Rock, sod, soil and mulch are the foundational elements of the Pine Landscape supply yard. It offers quality products at competitive prices with superior customer service. Experience, quality and knowledge make Pine Landscape Center a destination for all your landscape needs.

Last year, the company grew from three employees to four.

46

PRAIRIE LAND INSURANCE

Prairie Land Insurance is an independent insurance agency offering personal and commercial lines of insurance in 10 states. It specializes in home, auto, life, crop, farm, commercial lines, business, workers comp, personal umbrella, motorcycle, RV, aircraft, watercraft, bonds and annuities.

Prairie Land Insurance is licensed in 10 states and has Kansas locations in Lawrence, Manhattan, Winona, Selden and Derby.

Last year, the company grew from four employees to seven. p

Collaboration Is Key local business owners connect to help make their bigger dreams a reality .

by Anne Brockhoff, photos by Steven Hertzog

Alchemy Coffee & Bake House and KANbucha and Bates Co. (owner of Bon Bon and The Burger Stand restaurants) have a lot in common. Each opened in a miniscule space. Each grew rapidly, with no outside investors.

And, each counts people among its most essential assets.

Relationships with customers, employees, collaborators and even each other have helped these entrepreneurs maintain their brands and thrive even as they expanded. Certainly, they’ve beaten the odds so far. One-third of all new businesses fail within two years of starting and half within five, according to the U.S. Small Business Administration. Yet, Alchemy is celebrating its fifth anniversary this year, KANbucha, its eighth, and The Burger Stand, its ninth.

“It’s not just that the products are good, though they are,” Joni Alexander, who co-owns Alchemy with Benjamin Farmer, says of the company’s success. “It’s a human connection.”

It’s impossible not to experience that at Alchemy, given that the service counter, bakery, prep and storage areas, and handful of tables are squeezed into 420 square feet. Customers chat with baristas while waiting on their pour-overs (a style where each cup is made to order) and espresso

drinks. Folks pause at the kitchen window to see what Alexander is baking that day, and cars come and go from the eight-spot lot near the corner of 19th and Massachusetts streets.

Farmer likes that the shop always feels busy and that it embodies the coffeehouse culture he’d come to love as a college student. Would he have liked to find a bigger location back in 2013 when he opened? Maybe. But, Alchemy was entirely self-funded, with only some of Farmer’s grandfather’s property as loan collateral; so, it wasn’t really an option.

“This model was about all I had the budget for,” Farmer explains. “When I opened the doors, I was down to my last dollar.”

Farmer’s customers quickly became fascinated with the Kyoto brew towers he’d installed in a case along the north wall. With their glass beakers and coils, the towers look more like lab equipment than coffee makers, but the design allows cold water to slowly drip through ground coffee to produce a smoother, sweeter concentrated coffee known as cold brew.

LtoR: Benjamin relaxing behind his coffee bar, Benjamin roasting coffee in his warehouse and Joni Alexander behind her food counter at Alchemy.

A COLD BREW WINNER It was a hit, and customers were soon asking where else they could buy it. Farmer began bottling and selling his cold brew at The Community Mercantile (The Merc) and Cottin’s Hardware & Rental. After watching sales numbers for six months, “I thought we could make something out of this,” he says.

Farmer went from producing 4 gallons of cold brew concentrate a week to 40, and he knew he was out of room. One day, while chatting with Elliot Pees, KANbucha’s owner and an Alchemy regular, Farmer discovered they had the s ame problem.

The two decided in 2014 to lease a 2,500-square-foot warehouse in Riverfront Business Park, off North Second Street.

Farmer, his father and Pees then spent about nine months renovating and turning it into a joint production facility.

Farmer engineered a larger cold brew system and installed a Diedrich IR-12 coffee roaster, and began roasting his own beans. He and Pees added other equipment, such as the bottle filler they share, but the operation is far from automated.

“Most of it’s still done by hand,” Farmer says. “There’s still a craft aspect to it.”

By the peak summer season in 2017, Farmer was producing 300 gallons of cold brew concentrate a week—enough to supply 60 wholesale customers in Lawrence, Kansas City and Denver with both bottled product and kegs for accounts that prefer serving it on tap. Bottles, cans and growlers are available at the shop and online. Alchemy cold brew also goes into Martin City Brewing Company’s MCBC Alchemy Coffee Stout and Hildebrand Farms Dairy’s Mocha Milk.

Farmer will continue focusing on regional growth, in part, because his cold brew doesn’t contain preservatives and, so, has to be refrigerated, which complicates distribution.

But, he also likes developing relationships with his wholesale customers in the same way he does with retail ones.

“That’s why we’ve been so successful,” Alexander says.

“We’re physically here. It’s our passion.”

Alexander and Farmer met shortly after Alchemy opened, when he was searching for a source of baked goods. The model-turned-baker began supplying Alchemy with muffins, sweet breads and other treats in 2013, and opened a closet-sized bakery in the shop in June 2014.

“When we came up with the idea of putting a bakery in here, it was a very ‘aha!’ moment,” says Farmer, who is now engaged to Alexander.

HIRING FOR THE LONG-TERM Alchemy usually has between 10 and 13 employees. When there are openings, both Alexander and Farmer interview applicants to find a fit for what they describe as a tight team.

“We don’t have scripted interview questions,” Farmer says.

“In the end, we try to have a conversation. That’s when someone’s true self comes out.”

Once hired, employees progress through a series of training levels. As they gain more experience, their compensation goes up. Alchemy pays above minimum wage, Alexander says, and tips are shared among all staff according to a formula that takes into account employee longevity, the number of hours worked and which training levels they’ve passed.

Farmer and Alexander agree it’s important they support employees’ own aspirations, but it also makes management sense.

“We’re in this for the long haul,” Alexander says. “If we invest in good employees, they invest in making this a good business, and it pays off in the long term.”

That will become even more important as Alchemy adds a second location at 816 Massachusetts St. this March.

The 2,200-square-foot building will include plenty of seating, a bar, a full basement for storage, an office and a side room where Alexander’s daughter and Farmer’s son can do homework and play.

Coffee offerings will be similar, if streamlined somewhat to appeal to “people who want to pop in and out,” Farmer says.

There will be more on-tap options, including Alchemy’s nitro coffee (cold brew that’s been charged with nitrogen to give

Elliot and Ben sharing their products and discussing business.

it a thick texture and creamy head) and KANbucha, and a growler refill station.

The original Alchemy, which Architectural Digest in January called the most beautiful coffee shop in Kansas, will remain open, although Alexander will move to the new site’s 550-square-foot kitchen. She’ll continue making breakfast sandwiches, pies, donuts and other baked goods, as well as baking custom cakes and catering. She’s considering more food options, and the couple is applying for a liquor license. There still won’t be a set menu, but Alexander says her customers are used to that.

“Our branding is built on trusting Ben’s and my palate, and our direction,” Alexander says.

Farmer agrees, “We pursue what we’re passionate about, and that’s what makes it good.”

It’s a philosophy KANbucha’s Pees identifies with, and he appreciates being able discuss with Farmer their similar business challenges.

“We’re both learning a lot, and we share a lot,” Pees says.

FERMENTING SUCCESS

Pees became a fan of kombucha, a tangy and effervescent fermented tea that contains probiotics, while teaching music at Southwest Middle School. He found instructions for making his own online and was soon experimenting with recipes and flavors.

“My DIY nature kicked in,” Pees says.

Pees liked what he was making and figured the Lawrence market would respond to a local kombucha. He took a foodsafety course, researched food handling, labeling and other requirements, installed a certified kitchen in his basement and began selling KANbucha at the Lawrence Farmers’ Market and The Merc in 2010.

Demand for KANbucha increased, especially after The Merc expanded its coffee and juice bar, and began selling it on tap. Moving to the joint production facility freed up Pees’ kitchen basement, and he rented it to food start-ups, including a tortilla manufacturer and a company that makes fermented vegetables.

“Being able to speak with them and help them through the murkiness of owning a business, what steps to take, who to talk to—I was happy to share my experience,” Pees says.

KANbucha’s north Lawrence location has a production kitchen, cold storage, bulk ingredient storage, a temperature-controlled fermentation room, warehouse shelving and a small office. Sharing with Alchemy has proven ideal, and Pees says he couldn’t have afforded such a build-out on his own. There are other synergies, as well, especially when it comes to marketing.

Both kombucha and cold brew coffee are easily served on tap, so it made sense to design a stand-alone, self-dispens-

Product line of Alchemy and KANbucha drinks

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LtoR: Elliot Pees inspecting his Kanbucha out of the tank, Codi and Simon Bates at their bar in Bon Bon.

ing unit for grocery stores like The Merc, Hy-Vee and Kansas City’s three Whole Foods stores. The units have three taps—one for Alchemy’s cold brew and two for KANbucha flavors, usually its most-popular, ginger rose, and another selection that changes regularly.

operators were almost always present, they developed a loyal staff and came to better understand how to motivate and retain employees.

Prospective clients “perk up a little about having that combination of beverage options, especially when they’re two things people are looking for,” Pees says. “It’s a no-brainer.”

Pay is one factor. The Bateses are committed to paying a living wage and constantly evaluate the balance between wages and tips to ensure they add up to about $15 an hour, depending on how many hours a week an employee works.

He’s now selling more KANbucha in bulk than in bottles, which is a boon, since bottling is expensive and labor intensive. KANbucha is available in 25 locations throughout Lawrence, Manhattan and Kansas City.

On-tap availability has also made both KANbucha and Alchemy’s cold brew more appealing to local restaurateurs such as Codi and Simon Bates, of Bates Co. They sell both products on draft and occasionally in bottles at The Burger Stand restaurants in Lawrence and Topeka. For Bon Bon, they collaborated with Pees on a bespoke KANbucha flavor that’s only available at that restaurant.

“It’s been fun to work with both Ben and Joni, and with Elliot, and see their companies grow,” Simon Bates says. “We’re all relatively the same age, and we’re all committed to our town. We all share the same vision.”

The couple moved to Lawrence and helped Robert and Molly Krause launch The Burger Stand concept in what was then Dempsey’s Pub (it’s now called Dempsey’s Burger Pub) in 2009. The menu stuck to burgers and fries, because there wasn’t room for much else, Simon Bates says.

“There was a grill, a fryer and a flat top. It was really pigeonholed in there,” he says.

Their following grew, and in 2010, The Burger Stand moved to the Casbah at Eighth and Massachusetts streets. A second site opened in Topeka in 2011. The Bateses became sole owners of both in 2015.

The schedule was grueling in the early years, and the couple frequently worked 80-plus hours a week. That commitment had an unexpected payoff: Because they as owner-

BENEFITS BOOST RETENTION

The couple has boosted benefits, too. They subsidize some fuel costs for managers who use their own vehicles for company errands. They offer paid parental and sick leave, paid vacation and health insurance (with an opt-in for dental and eye care) for eligible employees. This year, they hope to add individual retirement accounts (IRAs) for higher-level managers. It’s all helped reduce turnover.

They offer flexible scheduling for employees who are also students or artists, or have other passions. For those who want a career with the company, they strive to find management and leadership opportunities, like working with social media or gardening, that suit their talents.

That’s all added up to a solid team of managers and employees, which in turn enabled the Bateses to open Bon Bon in east Lawrence in 2016.

“We love this neighborhood,” Simon Bates says. “We love everything about it. We love the people.”

They found a long-empty historic stone building that was rich in character but had no space for a kitchen. Their solution? Park a food truck next to the building and cook from that until they are able to build a permanent, albeit still external, kitchen.

Bon Bon’s menu is an eclectic collection of dishes that reflects the couples’ love of travel and utilizes ingredients from as many local farms as possible, including their own Bon Bon Gardens across the street. It’s a very personal concept and one they relish having been able to craft over time.

“The Burger Stand took off, and we’ve just been steering it,” 51

Codi Bates says. “With Bon Bon, we thought about what we could create. We were able to think it through, every detail, our vision, our voice.”

That process allowed the Bateses to consider their goals and every aspect of their business, including what’s worked—and not worked—over the years. They reorganized the company to better take advantage of any future business opportunities, wrote a mission statement and outlined what they consider the key pillars of their business.

“That’s based on everything we’ve already been doing— caring for our community, caring for our staff, caring for our customers, the environment, our suppliers and vendors.

Just caring for other people,” Codi Bates says. p

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LtoR: Hank Booth, Tim Robisch, John Flood, Eric Holcomb and Brian Hanni

Person to Person Connections

by Tim Robisch, photos by Steven Hertzog

Technology and massive volumes of instant information have created a challenge to have real, person-to-person communication. Our pockets, wrists and hands are filled with electronic magnets grabbing our attention, ears and eyes. The ability to have a real one-on-one conversation remains the single most important and effective way to communicate and navigate the stormy sea created by this technological revolution. Radio is an ideal way to communicate on a true, person-to-person level.

Great Plains Media and our three radio brands, KLWN AM/ FM 101.7 and 1320, 105.9 KISS FM and 92.9 The Bull, make it our daily mission to connect, report and relate to our community. Since 1951, when KLWN AM signed on in the middle of the massive Kansas floods, our mission to be the voice of Lawrence and northeast Kansas has been our primary focus. Local radio is one of the most effective ways to connect person to person, reaching more than 93% of the population weekly regardless of power or weather conditions. And, it doesn’t need a subscription or internet connection.

That commitment is heard in our local, community-focused programming on 1320 KLWN AM and its new FM sister station, KLWN-FM 101.7. More than 70% of the programming is local, as the stations are the voice of the Jayhawks and Lawrence and Free State High Schools’ boys and girls sports. Local charities, politicians and business owners speak through John Flood, Eric Holcomb and Rock Chalk Sports Talk’s Nick Schwerdt, addressing Lawrence’s issues, concerns, weather and topics of interest and importance. Specialty community-driven shows include Lawrence Business Magazine’s weekly shows, Sunday services and religious programming such as Sunday mornings “The Schmooze” with Rabbi Zalman Tiechtel, at 8:30 a.m.

“According to the Record” is a weekday fixture of KLWN’s line-up since Arden Booth started the longest running program in the state of Kansas 67 years ago, addressing community issues and priorities in a tradition continued to

this day by his son Hank weekdays at 8:10 a.m. Thursday evening’s “High School Sports Weekly” is live and local at Hyvee’s Market Grille, and features student-athletes from regional schools. It is hosted by Nick Schwerdt and David Lawrence.

The person-to-person connection of radio is even more than the latest Lawrence news hourly update, breaking weather alerts about severe weather or a high school game you can’t attend. It’s the ability for our local government, business and charities to tell their stories to us and advocate for their positions and passions. It reaches the “masses” and Massachusetts Street, connecting person to person. As listeners, we relate to what John Flood tells us in the morning about school closings or what is happening on Mass. Street, and anxiously wait to hear Nick talk to Brian Hanni about the latest Jayhawk news. Those personalities become our “friends” and connect us to what is important.

Speaking of that person-to-person connection, University of Kansas alum Richard Oatman has taken his passion for marketing, consumer behavior and communication to create a company called “First Person Advertising.” His company takes the power of commercial endorsements by radio personalities and connects businesses and customers through a unique use of radio. He carefully pairs products and radio personalities using well-crafted personal endorsement messages to convey the benefits of a business and solve a problem it may have. It’s the power of one person telling his or her story to another person, and relating what it means to them as an individual. It works just like getting advice from a neighbor, family member or friend because of the personal connection between our radio personalities and each listener. The picture is brighter, and the message resonates deeper because of that person-to-person connection.

Whether it is news, entertainment or the power of an advertising message to inform and educate, person to person is the most effective way to make a connection. Our ability to relate one on one is a tremendous vehicle—it’s called Local Radio. p 53

Playing pool in the Grandstand in house pub

The Power of Perks These days, outside-the-box benefits are what keep top talent happy in the workplace.

by Tara Trenary, photos by Steven Hertzog

Hiring and retaining top talent is one of the most important pieces of any business model. But, it can also be one of the toughest. That’s why many companies choose to make their business enticing to potential employees by offering benefits. These days, traditional benefits are expected but sometimes not enough.

A 2017 article by Business News Daily says that many employers are developing benefits programs that go beyond health care insurance and paid time off to attract the most talented employees. It explains that new research from Glassdoor, a popular jobs and recruiting website, shows perks for new parents, on-site amenities, college tuition and free food are some of the unique benefits offered. “The study found that 57 percent of job seekers said benefits and perks are among their top considerations before taking a new job,” the article explains.

With the diversity, culture and amenities of a large metropolitan city, and the strong sense of community of a smaller college town, many Lawrence businesses are well poised to offer cutting-edge benefits, both traditional and nontraditional, to their employees.

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LMH At Lawrence Memorial Hospital, employees have played a huge role in the culture in which they work. They created a set of six “Cultural Beliefs” as part of the strategic Destination Health plan that employees live by each day: 1) Patient First; 2) Better Together; 3) Speak Up; 4) Be Bold; 5) Own It; 6) In J o y.

They are encouraged to recognize one another for displaying those beliefs in their everyday work lives. “We start with the patient and end up in a place we really love to be,” explains Carri Kline, director, Total Rewards. “We’re recruiting a lot of millennials, and they are very mission-motivated. The culture they have built here at LMH reflects that.”

She says at LMH, it’s all about wellness in the workplace and in life. The hospital offers a robust wellness program along with meditation and yoga classes, and “Lunch and Learns,” which offer advice and education to employees

while on lunch break. “We’re constantly pushing the envelope to maintain quality-of-life elements, because everybody’s looking for a better work/life balance,” Kline says.

Besides the traditional benefits, including three medical options, dental, vision, prescription, life and disability, and flexible spending, many of the bonus benefits offered reflect the fact that wellness is a top priority at LMH. The hospital has a “very robust nontraditional benefits package,” Kline says, which includes pick-and-choose benefits, pet insurance, critical illness coverage, cancer insurance, medication therapy management and Teladoc (employees can speak to a doctor via Web, phone or app in minutes without leaving home). Tuition reimbursement, dependent care, auto and home insurance, retirement savings, discounts at the gift shop and cafeteria, and a wellness stipend are also included.

LMH’s weight-loss program, “Healthy Living Now,” has helped many employees and City of Lawrence staff lead healthier, happier lives. It’s so popular, there are many on a waiting list to join.

“It’s really important to keep top employees happy,” Kline says. “They’re taking care of our patients and community, so we need to keep them engaged. It boils down to: An engaged staff results in higher-quality care.”

Yoga class at LMH

Left to Right Allison Veeder, Nurse Practitioner Shannon Jones, Clinical Dietician Jessica Pedersen, Nurse Practitioner Megan Jones, Certified Physical Therapist Assistant Kathie Shump, Nurse Practitioner Courtney Sachs, Nurse Practitioner

Megan Jones, Certified Physical Therapist Assistant works with Brenda Bones, Admissions Manager

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TREANOR HL When it comes to work/life balance, Treanor HL believes whole-heartedly that family comes first. That’s why flexible schedules are a large part of the nontraditional benefits offered at the interior design and civil engineering firm, explains Amy Bellerive, director of human resources. “Go. Be present at your child’s concert or sporting event; leave the office in time to assist with dinner preparations, and eat as a family; be involved.”

Though the firm has core traditional business hours, many employees arrive and leave at different times to accommodate family obligations such as dropping off kids at school, early dismissals, kids’ games, etc. “Our employees are aware of their deadlines and will meet those requirements,” she says. “We give them the latitude of managing their schedules for what works for them.”

Bellerive says firm leaders recognize their employees need to feed different aspects of their personalities to feel complete, and they encourage that. The generous PTO plan encourages employees to embrace their outside interests, whether it be travel, volunteer work, taking classes, “whatever brings them joy to help them thrive,” she continues.

Full-time employees are offered a traditional benefits package including competitive salary, two choices of health care, dental and vision, 401 (k), PTO and paid holidays, paid life insurance, a telehealth service fully paid for by the firm, short- and long-term disability, flexible spending accounts for medical, dependent care and commuter expenses, professional exam, licensure fees, registrations and memberships fully paid for by the firm, and paid parking.

“Overall, our employees are highly motivated individuals, but they appreciate the tangible and intangible benefits offered,” Bellerive explains.

Some of those “intangibles” include flexible schedules, opportunities to work from home, on-site yoga classes, a significant annual professional-development stipend, a lowcost cell phone plan, free counseling sessions for legal, financial and emotional support, destination weekends to connect with employees from all eight offices and recognition for employee contributions. “It will always be something we are monitoring—what can we provide that will be of service to our employees,” she explains.

“Recruiting and training takes a lot of time; so, once you find/hire/train people to create an amazing team, you need to periodically evaluate what you are offering to keep them,” Bellerive continues. “After all, it’s not a one-sided decision.

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If they find another employer’s benefits or culture more attractive, do what you can to keep them.”

CALLAHAN CREEK Dee Reser, human resources director for Callahan Creek, a brand strategy and digital marketing agency, says going beyond traditional benefits makes the company unique, especially when hiring. “It sets us apart. The uniqueness of what we offer is attractive to those interested in working here.”

Those employees who already work for Callahan Creek enjoy traditional benefits, of which the company pays a large portion, such as health, dental and life insurance, 401(k), disability and supplemental insurance, a “cafeteria plan” (tax savings), holiday pay and paid time off (PTO). But, there are other perks when working for the company.

So-called “Creekers” receive discretionary bonuses for exceptional work and are allowed to sell back PTO hours to the company for 75 percent of the value. They are also allowed flex hours and work-from-home days, depending on their specific job duties. And, the company offers extendedillness hours on top of PTO. In addition, over the last 10 years, the company has given employees the week between Christmas and New Year’s off so they do not need to use PTO time.

An employee reward program called C Notes, which is structured to empower employees to recognize their coworkers for actions that embody the company mission and values, is implemented at the beginning of each year. This plan includes a book styled like a checkbook with “notes” that employees are encouraged to give to coworkers who have gone above and beyond for them or someone else.

Employees who receive notes are recognized at monthly staff meetings and awarded gift cards. “It’s a way for us to acknowledge each other for living the values of the company,” Reser says.

Callahan Creek offers a reduced-rate gym membership and an employee-referral program to help bring in top talent. Company officers organize activities for clients and employees, and hold retreats to bring employees closer together. “We have a good reputation for our culture,” Reser says. “Our employees are great advocates for our company.”

Employees can also bring pets to work, and, on top of traditional benefits, the company has offered life coaches in times of need and gift cards for massage, as well as absorbing the cost of rising health insurance premiums. In the office, employees can take advantage of “The Deep End,” a space designed specifically for peace to be used as needed—no phone, no talk, no meetings, just quiet. It also allows employees to donate PTO to others in need of it.

Callahan Creek holds monthly themed lunches called “David Lunches,” named after a former employee who had cancer and needed assistance. After the employee went into remission, employees decided to keep the lunches going. One employee hosts the lunch monthly, and everyone brings in food for that day according to the theme. Then, employees pay to eat the lunch, and the money is donated to charity, something that is not uncommon with Creekers.

“We help each other out a lot; we band together and do that kind of thing for each other and the community,” Reser explains.

The company was also one of the first companies in Lawrence to include gay married couples in its health insurance plans.

“That’s what’s so great about Callahan Creek,” Reser Dee Reser sits with a coworker in “The Deep End” at Callahan Creek

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Video production for small business and local organizations.

Zac Hamlin and Rita York Henneke in produce aisle at The Merc Zac consulting with a co-worker as he prepares food

says. “It pays attention to the needs of its employees.”

She explains Callahan Creek’s special culture stems from the values set forth by CEO Chris Marshall. Those eight values include: generosity, trust, respect, curiosity, quality, courage, fun and passion.

“We have a culture that inspires our employees,” Reser says. “We also find ways to encourage our employees to grow.”

THE MERC CO+OP Also with the goal of nourishing the health of the community, The Merc Co+op strives to provide access to local, healthy, organic food and products at reasonable prices, and to help create a robust and sustainable local food economy. While a passion for the community is apparent, The Merc also feels strongly that keeping its employees happy is a priority. “One of the most beautiful things about The Merc Co+op is there is some fluidity to it. Depending on what people see as a good work/life balance, they have the opportunity to pursue that,” explains Zac Hamlin, human resources manager with the co-op.

In this “culture of service and learning,” he says most employees who find themselves working at The Merc Co+op were ultimately looking for professions that spoke to their desires. They were “looking for something they couldn’t find in a traditional setting,” Hamlin says. “We’re in a retail environment that requires reaction to customer flow, but we get to set our own rules.”

Although the Merc Co+op trails the market on supervisory and management pay, it has very few issues with turnover.

So if it’s not pay, “There must be some other reason people are sticking around,” Hamlin says. “The culture, the benefits, the mission, the unique nature of our work is such that top folks only leave if they’re leaving to go do this work somewhere else or if they are done working.”

The Merc Co+op offers many of the traditional benefits most employees these days require: medical, dental, vision, PTO, employee discounts, 401(k), life insurance. But, it also offers many alternative benefits.

The Pay-for-Play program allows employees to liquidate a week of vacation to provide cash for whatever they choose.

The Employee Voucher program allows employees vouchers to attend four educational classes per year in the Community Classroom free of charge. The MercAid program is a

self-insurance program for hardship started by employees and managed by an employee board.

ECO (Employee Community Outreach) Hours is a community-outreach program for co-op employees to volunteer in the community, with one hour required but up to eight paid. “It’s to see what our work looks like outside of the store and to create a deeper connection to the community,” Hamlin says.

The HAS (humans, animals and soil) program is The Merc’s Co+op’s strategy on food waste. Hamlin explains that if food can’t be sold for whatever reason, the co-op tries to get it to humans first, then animals, then the soil. To date, The Merc Co+op has donated tens of thousands of pounds of food through this program, he says.

Growing Food, Growing Health Student Gardens is a program that was started in 2010 and, by 2012, had spread to all public schools in Lawrence. The program “teaches youth that food doesn’t come from the grocery store, it comes from the sun, water, dirt and hard work,” Hamlin explains. “It provides hope. You see how it impacts actual people. That’s an awesome benefit.”

Many other nontraditional benefits offered by The Merc Co+op include a living wage, a social-media platform used to keep employees and supervisors in direct communication, educational training, an employee charge account, wellness partnerships with local providers, breast-feeding support for families, profit-sharing, employee recognition, 59

PTO, bereavement and jury duty pay, a salary advance option and a flexible spending account.

“Co-ops at their core have a responsibility to reflect the community they exist inside of,” he says. “We exist in the Midwest, so we automatically want to be as kind as possible.

That culture was predicated on cooperation.”

Indoor basketball court at Grandstand Playing pool in the Grandstand in-house pub

GRANDSTAND At Grandstand Glassware + Apparel, the motto is “Work Hard, Play Hard.” The company, purchased by Chris Piper in 1988, prides itself on providing superior quality products, glassware, apparel and promotional items that are competitively priced with the quickest possible turnaround. “Our unique and relaxed culture is inviting to those seeking a challenging yet rewarding opportunity,” says Gwen Denton, director of human resources at Grandstand. “We believe the traditional benefits are important and basically required in today’s environment in order to attract and retain top employees, but employees are also looking for nontraditional benefits to assist in meeting their personal needs.”

On the traditional side, Grandstand offers three different health, dental and vision plans from which to choose, PTO, paid holidays, 401(k), life insurance, a health savings account, and medical-spending and dependent-care accounts for full-time employees. Part-time employees are offered similar benefits.

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But, to keep employees, companies must also keep employees engaged.

Offering a challenging environment and then recognizing and rewarding employee accomplishments is key, Denton says. This is why Grandstand offers an “Employee of the Month” award to those who go above and beyond the norm in their positions.

The company also has a wellness committee that organizes monthly wellness activities and presentations for employees, and a “Best Places To Work” committee that organizes family events and creates community outreach and

sponsorship activities. Additional life and accidental death and dismemberment, as well as critical-care insurance and short-term disability, are also offered.

For those Grandstand employees looking for real outside-the-box offerings, Grandstand has an in-house pub for customers and employees who like to unwind at the end of a long day. It also offers basketball and bocce ball courts, and exercise equipment for those who like to stay active on breaks before and after work. A landscaped patio welcomes those employees who like to get outside, and a food truck offers indoor meals bimonthly. There are also options for free financial counseling and retirement advice, and the company offers an Employee Assistance Program for those employees who need help in situations so they are able to balance work and life.

Denton says the large population of artistically talented and creative employees is one of the reasons Grandstand is so successful. “We have a unique culture due to the customized nature of our work business. Music helps in relation to the repetitive tasks which provide a ‘tone’ of improved mood.” Therefore, many employees are allowed to listen to music throughout the workday.

“Adding the nontraditional benefits reflects that the organization truly cares about our employees,” Denton says.

Although traditional benefits have long been expected by potential employees, these days, “perks” tend to be expected, as well. And, for companies to pull in the best of the best when it comes to talent, they have to keep up with this trend.

Nontraditional benefits help to attract and retain the most sought-after employees. “It’s impossible to give better service to a guest or customer than you have received yourself,” The Merc’s Hamlin says. “We owe it to our staff to always be on the lookout for what they need.” p 61

EMPOWERING EXCELLENCE

KU’s small human resources department takes on a large, but extremely rewarding, challenge.

by Bob Luder, photos by Steven Hertzog

“People are messy.”

Ola Faucher doesn’t mean to offend anyone with those words. She doesn’t mean it as any form of condescension or insult. Not even a critique.

It’s just that, when your line of work is dealing with the acquisition, professional development and contentment of thousands of employees who happen to be ... yes, people ... it’s wise to keep in mind that along with the rewards come challenges and headaches.

“It’s quite a varied field of work,” says Faucher, director of human resources (HR) at the University of Kansas (KU).

“Whenever you deal with people, it adds a layer of challenges, headaches and rewards.”

Faucher knows of what she speaks. A native of Minneapolis, Kansas, she’s been director of HR at KU since 1998 but has worked in the department since 1976, and at the University since 1972. Before that, she earned both her bachelor’s and master’s degrees from KU. She oversees a department of 36 people who serve approximately 10,000 employees, half of which are members of the University’s 26,000-strong student population.

In other words, it’s a relatively small staff that performs an incredibly big job.

“The size of our human resources function, if you compare it to other like institutions ... we have a relatively small staff,” Faucher says.

KU belongs to the Association of American Universities, which consists of 62 universities nationally. Faucher says 62

her HR department’s size falls close to the middle among those like institutions.

“Our goal is to enable employees to succeed and enable the University to succeed in its mission,” she says.

To accomplish that, the department provides a comprehensive range of services aimed at improving the lives of those who work, learn and visit the University. Most basic of those services include support and administration of employee benefits, such as health-care insurance, retirement planning, life insurance and disability insurance. It also partners with managers and employees across campus for employee relations initiatives meant to enhance and promote a positive work environment.

But, HR’s involvement with the University goes much further than that. It also works closely with the Americans with Disabilities Act (ADA) to ensure the campus is accessible and inclusive for everyone.

“Lawrence is a bit hilly, and we sit on top of a hill,” Faucher says. “That creates some accessibility issues. We want to make sure all of our events are accessible. Some of our buildings are quite old, and we have long-term plans in place to make some of our older buildings more accessible.”

Another ongoing partnership involves the Office of Institutional Opportunity and Access (IOA), which is responsible for enhancing and strengthening diversity and inclusion at KU. “We’re interested in having a very diverse and inclusive workforce,” Faucher says. “We want our students exposed to a global experience.”

The department’s stated mission is “empowering a community of excellence,” and everything KU’s HR staff works toward every day is with that overarching mission in mind.

“One thing we try to do with an organization this big is focus not only on the day-to-day requirements but make sure our campus leadership is organized and has a strategic vision, and that our operations are aligned with that strategic vision,” says Mike Rounds, senior associate vice provost for University Administration, who oversees not only the entire KU HR organization but also the University’s Information Technology operations.

“To me, a big part of it is keeping a central balance in what we’re trying to do,” Rounds says. “And, meeting the needs of our partners. All without losing sight of the fact that we have thousands of employees to take care of.”

A City Within a City To get a grasp of the magnitude of human resource’s functions at KU, Faucher says it’s helpful to think of the University as a city within a city. KU has its own police department, health center, power plant and IT department, all separate from the city of Lawrence. It’s pretty self-contained and sustainable on the hill in the middle of Lawrence.

To run that city within a city efficiently and smoothly, it must have an army of talented and committed employees. That makes recruitment among the most vital of HR responsibilities. The department works closely with deans and vice chancellors of all the various schools at the University in hiring faculty and staff, from the online application process to onboarding and compensation structure/salary equity.

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The same goes for working with different department heads, such as housekeeping and plant operations, in filling openings.

“Everything we do depends on people,” Faucher says. “It takes people to teach, to research. Having the right people in the right roles is paramount to the University being successful in accomplishing its mission.”

Of course, hiring for an 8,000- to 10,000-employee public university doesn’t come without its challenges. It doesn’t help that the University resides smack in the middle of the United States.

“Challenges vary depending on the job we’re recruiting for,” says Angie Loving, associate director of human resources for recruiting and compensation. “Getting individuals to consider Kansas can be a challenge. Attracting people from the coast. Getting people to understand how amazing Lawrence, Kansas, is.”

Faucher adds, “We’re in a national and international competition realm. Our salaries are not as high as on the coasts. In terms of diversity, the Midwest is not always thought about as where the diverse want to come.

63

Clockwise: Mike Rounds (Senior Associate Vice Provost for University Administration) Frank Reeb (Director of HR for Kansas Athletics) and Erin Spurlock Jessica Boyle (Director of HR University of Kansas Memorial Union) Ola Faucher (Director of HR at KU) Angie Loving (Associate Director of HR for recruiting & compensation)

“With staff, we’re also in competition,” she continues. “It depends on the department. For instance, salaries for IT are not as high as IT jobs in Kansas City or Topeka.”

There are some areas of operating a major university that one would never think of in which challenges in hiring can be especially difficult. A prime example, Faucher says, is the hiring of technicians to maintain and repair the cooling and heating units in all the various buildings on campus.

“HVAC people are very hard to get,” she says. “They are very large systems. It’s a very competitive area.”

To help compete, Faucher says she and her department often try and sell the University’s intangibles.

“One thing we try to offer is a great work environment,” she says. “Flexible work schedule, family-friendly. Regionally, our benefits are pretty good.”

Help Within the University The breadth and size of KU makes it impossible for a single human resources department to handle every area on campus. So, the HR department supports four auxiliary departments that have their own HR staffs within: the Kansas Athletic Department, Endowment, the Kansas Union and the Alumni Association.

Each auxiliary HR unit has limited services and considers the KU HR department a “parent” department should one or more require assistance or guidance with a project or process.

For example, the Kansas Athletic Department is an affiliate organization of KU, separate and distinct from the University as a whole. It’s a smaller organization, but, by and large, the same processes apply.

“There’s perhaps a bit more opportunity to really zero in on our employees,” says Frank Reeb, director of human re64

sources for Kansas Athletics the last nine years.

The athletic department’s HR staff has just three full-time employees: Reeb, an HR generalist and a payroll/internal systems coordinator. Reeb says a bulk of his responsibilities center around making sure all job descriptions are correct and current, and making certain all timelines for hiring new positions are followed to make hiring as efficient as possible.

Depending on the job, KU Athletic Director Sheahon Zenger delegates many of the hiring responsibilities to Reeb.

“I work closely with the hiring manager for all hires with the exception of head coaches,” he says.

Many of the challenges Reeb and his staff deal with are similar to what Faucher and her crew face. Competition for top talent is stiff. The timing of a hire can be as crucial as the hire itself.

“Just the pace of hiring is one of the challenges,” Reeb says.

“Making sure people are the right fit is hugely important. KU has a strong reputation athletics-wise. That Jayhawk is really recognized and really important to a lot of people.

“We get a lot of applicants,” he continues. “We want to make sure we’re diligent in getting the right people.”

Jessica Boyle, director of human resources for the Kansas Union, oversees a staff of three full-time and four part-time employees. Her small staff has a monumental task in staff-

ing all the food-service workers for all the student union outlets across the Lawrence campus, as well as at satellite campuses such as the Edwards Campus in Overland Park and the KU Medical Center in Kansas City, Kansas—15 facilities in all.

The seasonal workforce can vary anywhere from 250 to 1,000—many of them students—depending on the time of year.

“We hire about 500 from mid-August to the first of September for the start of school,” Boyle says.

She explains her department has unique challenges from other affiliate HR staffs because of the nature of the workforce. She has to deal with attendance issues because of the student/ part-time nature of hires. There is a very high turnover rate. Because of the varied demographics of the employee base, communications can be an issue.

“The big issue we’ve been dealing with

is upgrading our technology,” Boyle says.

Rewards Outweigh Headaches Despite the hassles and “messiness” of supporting a huge workforce and dealing with employees’ satisfaction, those involved with KU human resources insist it’s one of the greatest jobs around.

“The things that are the challenges are also rewards,” Reeb says. “I enjoy helping people. I enjoy the challenges and the pace. Seeing teams compete and succeed is really gratifying. Knowing we put the right people in place to help those teams and athletes be successful is even more gratifying.”

Faucher says working in human resources at a university enhances the role even more.

“Our product is the learning and development of people,” she says. “That’s HR’s entire role, supporting people in attaining their personal and professional goals.”

As Rounds says, no employee anywhere ever wakes up in the morning thinking, “I love my HR department.” In an attempt to make employees at KU feel at least a bit closer to their HR department, Rounds has initiated a public-relations campaign called People Fuel, which tries to humanize HR in the eyes of the employees.

“I’ve worked in a lot of areas of human resources,” Rounds says. “And, taking care of all the employees at a large public university is as challenging an area as I’ve ever worked. There are so many moving parts, especially with a public research university.

“This is very much a people business,” he explains. “What are we doing to grow and help the workforce here every day? It’s our responsibility to help employees accomplish their goals in their professional journeys.

“It’s an exciting challenge, and I think we’re up for it,” Rounds says. p

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Training Essential in Today’s Job Market Nearly every workplace these days has some sort of training required before and new employee enters the office.

by Emily Mulligan, photos by Steven Hertzog

L & Center: Assistant Superintendent Jerri Kemble teaches a training workshop at USD 497 R: Kirsten Wondra Assistant Director for learning and technology instructs teachers on new computer software

With electronic badges and fingerprint scanning, most employees literally cannot walk into their workplaces these days without being trained first.

Training methods and topics have become a serious focus in workplaces for both technological and societal reasons.

Lawrence teachers, orthodontic assistants and people who work in administrative positions and the skilled trades are trained extensively at the start of their jobs, and continuously throughout their tenure.

Training Methods Teacher training involves attending large group presentations, receiving one-on-one training from principals and learning coaches, and districtwide technology training on specific devices and curricula, explains Kirsten Wondra, assistant director for learning and technology at Lawrence Public Schools.

Orthodontic assistants at Ranjbar Orthodontics learn their skills from a designated trainer so that all assistants take the same approach to orthodontic appliance technique, technology and patient care, says Dr. N. Daniel Ranjbar. Equipment vendors also provide training to orthodontic assistants on how to operate new and advancing technologies.

Skilled trades people, once they have passed a skill test, 66

are typically trained by a supervisor in workplace safety and operations. Some may also learn company regulations from corporate training presentations. Administrative staff in secretarial positions, medical billing and coding, and accounts payable/receivable positions learn from a supervisor or, often, from the person who held their job previously, says Kate Blocker, owner of Express Employment Professionals.

New Hires Whether the employee is new to the profession or starting a new position, he or she can expect to be trained extensively before diving in to the day-to-day work.

Teachers who are either brand new teachers or new to Lawrence Public Schools attend a four-day mass training event called “induction” in August before the school year begins, Wondra and Assistant Superintendent Jerri Kemble says.

“It’s funny because at induction, often, people want to focus on logistics like how to use their badge. But, we have precious little time with them, so we want to spend time on the longitudinal goals of what it means to work in Lawrence schools,” Wondra says.

“Personalized learning” is the district’s approach to teaching, so Kemble says much of induction is spent showing what personalized learning looks like and how to apply it to

all aspects of the classroom. Curriculum, equity and diversity issues, school board goals, the state’s vision and standards, classroom behavior guidelines using the district’s CI3T (Comprehensive, Integrated, Three-Tiered) model and technology are all part of the bigpicture goals that are covered at teacher induction.

Some items discussed include ID badges, I-9 tax forms, benefits training, information about school buildings and procedures, and the gradebook, Wondra explains.

Guidance that is specific to each building, such as which doors to use and recess supervision protocol, are handled outside of induction.

“Building principals give them specific information for their school, including how the CI3T is applied, and then model it for the teachers, recognizing when they meet expectations.

We try to model everything in how we conduct things with the teachers, showing what we expect in their classroom,” Wondra says.

New orthodontic assistants at Ranjbar Orthodontics spend up to six months “chairside,” observing and practicing patient evaluation and orthodontic appliance application, Dr. Ranjbar says.

He and his staff have developed a training syllabus since the office opened in 1994, and all new assistants’ training adheres to that syllabus.

“One person trains everybody—it’s like that saying, we are all ‘singing from the same hymnal.’ The one thing in our training is consistency; I can’t emphasize that enough,” Ranjbar says.

Once a new assistant is fully trained, all assistants are on equal ground in the office. There is no hierarchy or office manager, so everyone can contribute thoughts on how to continually improve the practice or make patients’ experiences better. Ranjbar likes hearing his 14 assistants’ perspectives and collaborating equally with them to do orthodontia.

“Anyone can straighten teeth, but I want to make a difference and be something positive in the lives of the kids who come in,” he says. “I have tried to hire like-minded people who are going to be the hardest on themselves in their work.”

New employees in the trades and industrial jobs typically take a tour of the job site to learn about the types of machines involved, job activities and safety procedures, Express Employment’s Blocker says. Mechanics usually start

Mina Hill teaches through reading software to elementary students at Sunset Hill Elementary

by performing tasks under the supervision of another mechanic.

Typically, new HVAC employees go to a job site and talk to a trainer about how they would perform the repair or installation before taking it on. Lawn and landscape workers try out the equipment, including driving mowers.

Administrative new hires usually have learned software programs such as Microsoft Excel on their own, either from their personal experience or computer-based training like Express provides, Blocker explains. Their initial training could involve mastering any proprietary software, as well as learning the ropes of that particular workplace, usually one-on-one.

Ongoing Training and Professional Development Any parent with a child in school anywhere knows that teachers participate in professional development throughout the school year and throughout their careers.

Although professional development in Lawrence schools emphasizes many topics, including equity and classroom behavior management, a large amount of teachers’ ongoing training is about technology.

“Technology has been a big focus the past few years because we went to 1-to-1 devices for middle-schoolers and high-schoolers, and blended classrooms in the elementary 67

Brad Hemel of Hemel Electric trains apprentices on site.

Lower Right: Express Employment Professionals front desk.

Owners Kate Blocker and Barry Kingery talk with clients

schools. It now looks very different to walk into a classroom where each student has his or her school-issued device,” Kemble says.

Teachers not only have to learn how to operate and troubleshoot the iPads and laptops, they also have to integrate the devices seamlessly into the classroom and curriculum—and be ready for any new program or innovation right around the corner.

Learning coaches housed at each school offer the most ongoing support for teachers, Lawrence Public Schools’ Wondra says. They occasionally present to a school’s entire faculty about academic and behavioral techniques during the afternoons on early-release Wednesdays. Mostly, however, they instruct teachers as needed on applying personalized learning for the curriculum or offer tactics for a particular classroom’s behavioral dynamics. The learning coaches are both instructional mentors and personal mentors for teachers in their building.

There is also districtwide annual ongoing training for teachers in areas such as school safety and drills, suicide prevention, correct equity terminology, emergency safety interventions and HIPAA and FERPA privacy laws.

The majority of ongoing training at Ranjbar Orthodontics involves new technology or software. When the practice decides to adapt a new technology, such as the 3-D mouth scanner that generates a 3-D printout of each patient’s mouth, Dr. Ranjbar selects a point person to be the expert 68

and trainer on that technology, and two secondary people to back up that person. The point people attend any necessary vendor or outside trainings on the technology and discuss how to implement it in the office, he says.

The lead trainer works one-on-one with each orthodontic assistant and Ranjbar to teach him or her how to use it, then supervises as each person tries it with patients. The other training team members are available for questions or troubleshooting as the technology is adopted.

Other training issues are discussed at the staff’s regular roundtable meetings and addressed as needed, Ranjbar explains.

“We make sure to remind everyone of all of the aspects of what we do here. Our meetings are a continual reminder of sticking to your fundamentals,” he says.

In industrial settings, Blocker explains that most training is administered by supervisors, and the topic with the most emphasis is safety.

“Reviewing safety procedures and what to do if there is an accident is so important; there is so much that can happen in a position like that, they have to be informed. And, the OSHA log is critical,” she says, referring to the federally mandated documentation for all workplace safety incidents and violations.

Dr. N. Daniel Ranjbar, owner of Ranjbar Orthodontists. working on patients and training his staff in his Ranjbar offices.

Trends in Training Blocker says current events and the ever-changing national political environment have made it increasingly common for companies to hire outside trainers and speakers to come in and present on particular topics—from sexual harassment to race relations and beyond.

In 2017, Blocker partnered with the Lawrence Chamber of Commerce and brought outside speakers to Lawrence for a three-part series about generations in the workplace.

Chamber members’ human resources staffs and higher-level managers learned about how to bridge workplace relations among baby boomers, Generation Xers and millennials, as well as how to adapt their workplaces and vocations to train and sustain millennials.

Another trend is to allow employees to do web-based training on their own time and off-site, in addition to training at the office, Blocker says. And training materials and approaches are evolving quickly to accommodate millennials, who have rarely, if ever, learned anything from a book of instructions and rules.

Most workplaces are starting to tailor the training to the learning method best suited to the individual. Blocker encourages her clients to ask the employee how he or she prefers to learn, and take it from there. Some learn by seeing, others learn by doing; and there are still people in the workforce who prefer to sit with a manual and read through the procedures.

Regardless of methods, it is clear employees have more than ever on their minds when they are at work, and workplaces are doing their best to understand that and support them in their job training.

“To be a teacher today, they have so much on their plate.

There is no point of arrival—we never get to stop. We have to be a lifelong learner and learn with our kids, and let them teach us,” Lawrence Public Schools’ Kemble says. p 69

A WORTHY

WAGE

by Liz Weslander, photos by Steven Hertzog

More companies opt to offer a “living wage” to employees to enhance their job performance as well as their quality of life.

For almost 20 years, the United States’ federal minimum wage has been $7.25 per hour. While this might be OK for young part-timers working for extra cash, for full-time workers trying to support themselves, $7.25 is simply not enough.

According to the MIT Living Wage Calculator, a full-time worker in Douglas County must earn at least $10.28 an hour to meet the bare minimum of living expenses for an individual. Add a child to that individual’s household, and the living wage jumps to $22.48 per hour.

While nobody expects to get rich off of entry-level wages, working full-time only to fall short of meeting basic expenses is, at best, discouraging and, in some people’s minds, unjust. In January, The Merc Co-op, a cooperatively owned grocery store at 901 Iowa St., implemented a new livable wage structure that enables its full-time entrylevel employees to meet their living expenses and, hopefully, have enough to save a bit of money. While still in its early stages, Merc management says the shift has resulted in increased productivity, lower turnover and better customer service.

70

What Is a Living Wage?

There are a number of models for calculating a living wage, but the MIT Living Wage Calculator, created in 2004

by Amy K. Glasmeier, professor of economic geography and regional planning at Massachusetts Institute of Technology (MIT), is one of the most widely used. Glasmeier describes the Living Wage Calculator as an alternative way of measuring the minimum wage a person must earn to meet basic living expenses. Typically, policymakers use the federal poverty threshold to determine one’s ability to meet a certain standard of living. For instance, a household generally must earn at or below 130 percent of the poverty rate to qualify for the Supplemental Nutrition Assistance Program (food stamps). However, the poverty threshold does not account for geographical differences in living costs and only includes basic food expenses.

In contrast, the MIT living wage model uses geographically specific spending data to determine minimum living costs in every U.S. county. It also accounts for expenses such as child care, housing, transportation, insurance and personal care items.

While MIT’s Living Wage Calculator website says its living wage model is “a small step up” from poverty as mea-

sured by poverty thresholds, it also makes clear the model reflects an austere, possibly stagnant, lifestyle.

“The living wage model does not allow for what many consider the basic necessities enjoyed by many Americans,” it says. “It does not budget funds for preprepared meals or those eaten in restaurants. It does not include money for entertainment, nor does it allocate leisure time for unpaid vacations or holidays. Lastly, it does not provide a financial means for planning for the future through savings and investment, or for the purchase of capital assets”

How Is The Merc Making It Happen?

Offering a livable wage to its employees has been a goal of The Merc’s management team for many years, explains Rita York-Henneke, The Merc general manager. After deciding early last year to make this initiative a priority, the co-op established a wage its leaders thought was “livable” for Lawrence, then determined what organizational changes needed to happen in order to hit that number.

When calculating its new livable wage structure, The Merc used the MIT Living Wage Calculator as a base but also looked at wage models created by the

National Cooperative Grocers Association and the CDS Consulting Co-op. These models account for expenses that the MIT model does not consider, such as telephone, taxes and savings.

“Savings was a big deal for us,” says Zac Hamlin, human resources manager at The Merc. “The way that we looked at this is that an organization has the responsibility to create space for someone to dedicate 5 percent of their income to savings in order to provide something that looks like a cushion for those unexpected circumstances.”

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Based on its research, The Merc settled on $12.35 as a livable wage for a single individual in Lawrence—nearly $2 more than the MIT Living Wage Calculator rate for Douglas County. Beginning in January 2018, all full-time employees earn at least $12.35 per hour with the option to purchase health, dental, vision and life insurance for about $100 per month. This wage is offered to new employees after a threemonth training period, during which the hourly wage is $11 per hour.

Of course, creating this wage structure has involved a number of organizational changes and some patience on the part of existing staff. The primary change at The Merc has come in its training systems. Whereas in the past, Merc employees were trained in one department, they are now required to learn the ropes in multiple departments. One training path cross-trains employees on the front end, “center store” (grocery and wellness departments) and produce departments to work in any of those three areas.

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“Those three big departments are essentially sharing staffing,” York-Henneke says. “Employees still all have home departments and still report to that department’s supervisor, but now, you will see someone working in the aisle who can also pop onto a register.”

The other training path at The Merc cross-trains employees in food services (the deli and bakery departments) and the meat and seafood department.

The Merc has based its new approach to training and wages on a model laid out in the book “The Good Jobs Strategy,”

by Zeynep Ton. In a nutshell, Ton argues that old-school business philosophies view employees as inputs and expenses—low skills mean low wages, which lead to higher profits. However, Ton argues that it is possible, and even savvy, for businesses to significantly increase the responsibility of entry-level positions and then pay these employees a higher wage. She cites national retailers QuikTrip and Costco as two successful examples of this model.

“There are a lot of strategies in Ton’s book that will allow a business to pay good wages, be a really good employer, have excellent customer service and do well financially without increasing the prices of its goods,” York-Henneke explains.

York-Henneke and Hamlin agree The Merc has already seen some benefits to adopting a higher-expectation/higher71

wage model, including increased efficiency, lower turnover and increased morale.

“Our hypothesis that staff really do want to continue to learn more and be good at their jobs is a reality, ” YorkHenneke says. “This investment we are making in our employees is worth it. It’ s not just about being able to afford going out to eat or to save a little bit of money. The quality of life and pride in job makes a huge difference.”

And, The Merc has done all this without increasing prices.

By cross-training employees and through some natural attrition of staff, The Merc has been able to reduce its number of employees and consolidate a handful of part-time positions into fulltime positions. In October 2016, The Merc had 113 employees. It now has 103, only six of which are part-time.

Who Else Is Doing This?

“Where we used to have four 30-hour people doing a task, we now have three 40-hour people doing a task instead.

That saves a little bit on the benefits side,” Hamlin says.

While the City of Lawrence has had a living wage ordinance (Ordinance 7706) on the books since 2003, it only requires companies receiving tax abatements to pay wages that meet a wage floor determined by the city. This wage floor hourly wage, adjusted annually, is based on an annual wage equal to 130 percent of the federal poverty threshold for a family of three. The city’s wage floor for 2016 was $12.60 per hour; for 2017, it was $12.76.

Having more comprehensively trained employees also means that when someone does leave the co-op, The Merc is now more likely to be able to hire from within. Hamlin says that as of Jan. 24, The Merc had not had an open position in 82 days—more than 22 percent of a year. Reducing turnover is a big money-saver.

In 2016, the companies required to meet the wage floor per Ordinance 7706 were Amarr Garage Doors, Grandstand Glassware + Apparel and Sunlite Science & Technology.

“This means that every single person at the co-op at this moment has made it through all of their initial training, which means we get to teach them the next thing instead of continually teaching the basics. We are retaining higher-performing employees,” Hamlin says.

Gwen Denton, Grandstand’s human resources director, says Grandstand’s entry-level production position, quality inspector, pays competitively (within

Living Wage Calculation for Douglas County, Kansas

The living wage shown is the hourly rate that an individual must earn to support their family, if they are the sole provider and are working full-time (2080 hours per year). All values are per adult in a family unless otherwise noted. The state minimum wage is the same for all individuals, regardless of how many dependents they may have. The poverty rate is typically quoted as gross annual income. We have converted it to an hourly wage for the sake of comparison.

Typical Expenses

1 Adult

1 Adult 1 Child

1 Adult 2 Children

1 Adult 3 Children

2 Adults (1 Working)

2 Adults (1 Working) 1 Child

2 Adults (1 Working) 2 Children

2 Adults (1 Working) 3 Children

2 Adults

2 Adults 1 Child

2 Adults 2 Children

2 Adults 3 Children

These figures show the individual expenses that went into the living wage estimate. Their values vary by family size, composition, and the current location.

Living Wage

$10.64

$23.26

$26.12

$33.09

$17.94

$21.33

$24.36

$27.60

$8.97

$12.51

$14.64

$16.86

Poverty Wage

$5.00

$7.00

$9.00

$11.00

$7.00

$9.00

$11.00

$13.00

$3.00

$4.00

$5.00

$6.00

Minimum Wage

$7.25

$7.25

$7.25

$7.25

$7.25

$7.25

$7.25

$7.25

$7.25

$7.25

$7.25

$7.25

Food

$3,050

$4,489

$6,755

$8,966

$5,592

$6,953

$8,975

$10,932

$5,592

$6,953

$8,975

$10,932

Child Care

$0

$6,484

$8,607

$10,729

$0

$0

$0

$0

$0

$6,484

$8,607

$10,729

Medical

$2,272

$6,664

$6,383

$6,440

$5,161

$6,383

$6,440

$6,110

$5,161

$6,383

$6,440

$6,110

Housing

$6,528

$10,140

$10,140

$14,760

$7,680

$10,140

$10,140

$14,760

$7,680

$10,140

$10,140

$14,760

Transportation

$4,173

$8,624

$9,053

$10,868

$8,624

$9,053

$10,868

$10,827

$8,624

$9,053

$10,868

$10,827

Other

$2,877

$4,652

$5,131

$6,563

$4,652

$5,131

$6,563

$6,088

$4,652

$5,131

$6,563

$6,088

Required annual income after taxes

$18,901

$41,052

$46,069

$58,327

$31,709

$37,660

$42,987

$48,716

$31,709

$44,144

$51,594

$59,445

Annual taxes

$3,225

$7,333

$8,266

$10,491

$5,608

$6,698

$7,689

$8,698

$5,608

$7,907

$9,293

$10,697

Required annual income before taxes

$22,126

$48,385

$54,335

$68,817

$37,316

$44,358

$50,676

$57,414

$37,316

$52,051

$60,888

$70,143

Hourly Wages

Annual Expenses

Figures from MIT Living Wage Calculator : http://livingwage.mit.edu 72

the wage floor) and offers the opportunity for advancement and benefits. Previous experience is not a prerequisite to be hired, and a training program is in place for an employee to become successful in this position.

Denton says offering a livable wage is essential to the company’s recruiting efforts, to staff morale and to the overall success of Grandstand. Livable wages can also have positive effects beyond the workplace, she believes.

2018 MIDWEST SPORTS PERFORMANCE CONFERENCE A HOLISTIC APPROACH TO COACHING THE MODERN ATHLETE: Developing the Building Blocks for Athletes at All Levels

“When people don’t have to struggle to feed their families and pay their bills, they can save for the future, purchase a home, start a family and contribute more to the community,” Denton says.

What’s Next?

While the initial results have been encouraging, York-Henneke says making organizational changes at The Merc has not been easy, and there is more work ahead to ensure the livable wage initiative is successful.

“I think there is a sense of loss for that easier, more chill job that used to exist, and there’s the fear that we are trying to do more with less,” York-Henneke says. “Our job as managers is to keep leading the way and showing people that we can do this; we just have to do it differently. It takes a lot of work and a lot of faith.”

Although 82 percent of existing Merc employees received a wage increase as part of the cross-training process, compensation for Merc management and a handful of middlelevel hourly employees has stayed the same, resulting in some wage compression for those employees. York-Henneke says that although she thinks most people recognize that when you increase the lowest wages within a company, the spectrum of wages for all employees is going to shrink.

Although York-Henneke believes this is actually something to celebrate, The Merc recognizes that seasoned, higherlevel employees want to be compensated accordingly within any wage structure.

“This project is not done just because we have people making $12.35. It is a long game. We are looking very closely at the financials, and we want to make clear that the wage compression is going to be addressed” York-Henneke explains. “We are not talking about years before this happens but months or quarters. It’s not just about pay; it’s also about people’s pride.”

Hamlin and York-Henneke are hopeful their changes will inspire other local companies to also adopt a livable wage.

“Anyone could to it,” Hamlin says. “And, I’ll be honest, I hope that a year from now that The Merc is scrambling to find how we differentiate ourselves again, because every store in town has decided that paying livable wages is the right thing to do. I think there are real ramifications to the community if we can create positive pressure in that way.

So, yes, we do hope that there are other stores that take this on.” p

Andrea Hudy

Assistant Director of Athletics, Sports Performance University of Kansas and the All-Star line-up.

FRIDAY, MAY 4, 2018 8:00 AM TO 5:00 PM

CAPITOL FEDERAL HALL & KU ATHLETICS KEYNOTE SPEAKERS

AVERY FAIGENBAUM, EdD, FACSM, FNSCA

Full Professor in the Department of Health and Exercise Science

The College of New Jersey BRETT BARTHOLOMEW

Founder of Bartholomew Strength & Author of Conscious Coaching

The Art & Science of Building Buy-in MIKE NITKA

Adjunct Faculty Member at Carroll University & Retired Director of Strength and Conditioning at South Eastern Wisconsin’s Muskego High School

PANEL DISCUSSIONS

HIGH SCHOOL

ROSS SCHWISOW MARK SIMONEAU RECRUITING Q&A, KU COACHES

PROFESSIONAL PHIL WAGNER ROB JONES ANDREA HUDY

FOR MORE DETAILS ABOUT THE CONFERENCE & TO REGISTER ONLINE:

https://2018midwestsportsperformance.eventbrite.com Advance Registration: $125 | Day-Of Registration: $150 Online Video Streaming: $70* *Streaming available live the day of the event and for 7 days post conference.)

THE LOCAL

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photos by Oh Snap VAN GO CULINARY ARTS DINNER

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NEWS [MAKERS] PEOPLE ON THE MOVE Good Energy Solutions, Inc. Awarded “25 Under 25®” Award from Thinking Bigger Business Media” Good Energy Solutions, Inc, a local solar and efficiencies installer, received the 25 Under 25 Award® from Thinking Bigger Business Media at the 2018 Gala on Saturday evening. The Kansas City based award recognizes Good Energy Solutions as one of best small businesses in Kansas City. Out of 1,400 nominations, 25 businesses with fewer than 25 employees were selected to receive the award. Each winner has demonstrated financial strength, the ability to overcome adversity and challenges, a commitment to the community and a powerful company vision.

“Winning the 25 Under 25 Award is a great honor. In fact, just to be nominated was a big deal for us. It tells our customers and our employees that we are on the right track “ said Kevin Good, Owner of Good Energy Solutions.

“Small businesses are a powerful, but often overlooked force in Kansas City,” said Kelly Scanlon, CEO of Thinking Bigger Business Media and the creator of 25 Under 25®. “Together, these companies employ thousands upon thousands of people, deliver innovative products and services, and help support our government, schools, nonprofits and other public resources.

Of course, most of our winners are too humble and too busy to brag about their contributions. But it’s a story that needs to be told. The 25 Under 25® Awards are proud to celebrate the important service of small businesses,” added Scanlon.

Good Energy Solutions, Inc. Named a SunPower Elite Dealer Good Energy Solutions, Inc., a Lawrence-based solar installation company, has been elevated to “SunPower Elite Dealer” status by SunPower Corp. (NASDAQ: SPWR), a leading solar technology and global energy services provider based in Silicon Valley, CA.

Heartland Community Health Center and Health Care Access to join forces Heartland Community Health Center and Health Care Access (HCA) would like to announce that the two organizations have signed a definitive agreement of acquisition. In a decision inspired by a shared vision to expand capacity for accessible health care in and around the community, HCA has agreed to merge their staff and assets into Heartland’s. The anticipated result is a more unified community health access point with robust resources and staffing to support comprehensive and integrated services.

“This merger is about improving access to care, so naturally we are committed to assuring no disruptions to our current patient - provider relationships, “ said HCA CEO Beth Llewellyn. “Scheduling will be synchronized, so that it is as seamless as possible for patient’s to access the clinic as usual, during the integration period.” www.heartlandhealth.org

www.healthcareaccess.org

Lawrence Humane Society Award $50,000 grant from PetSmart Charities The Lawrence Humane Society is excited to announce that it has been awarded a $50,000 grant from PetSmart Charities, the leading funder of animal welfare in North America, to assist with efforts to build a new, $7.5 million animal shelter facility in Lawrence.

The organization has now raised more than $6.6 million of the $7.5 million project total, and anticipates breaking ground on the new facility this spring. The new shelter is critical to saving more lives and helping more pets and people.

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WHOSE 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

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