For owner, KCK Market is a work of the soul

BY ROY HARRYMAN

This article originally appeared in The Kansas City Star.

Rejuvenating a historic building is more than a construction project for Dennis Edwards: It’s also a work of the soul.

For a year, Edwards has put thousands of dollars and countless hours into revitalizing his late parents’ grocery store at 81 N. Mill St. in Kansas City, Kan. Original Corner Market is expected to open this month. It won’t be a full-service grocery store, but will offer basics including flour, bread, milk, eggs, prepackaged meats and non-perishable items. In a few months, he plans to open a deli inside.

He said building and running the market offers him a chance to improve the neighborhood and himself.

Edwards, 51, was raised upstairs from the market that his parents ran from 1959-1985. Although life took him away from the Riverview Heights neighborhood, he said his heart never left the community. He’d also promised his father that he’d do his best to re-open the family store.

“It broke my heart to see the neighborhood going down because it was so good,” he said. “I had the best childhood anybody could ever ask for. To see that die, hurt.”

Last February, the real estate businessman began pouring time and resources into his father’s old store with this ideal: “If you really love an area, come back. Don’t think about change, make change. Make it happen.”

Edwards decided to not only open the business, but to restore it to the glory of its past. He shopped the Midwest for antiques that would help recreate the era of the 1921 building. His purchases included a functioning 1942 Coca Cola machine, old sewing equipment, cookware, signs and a hand-crank telephone. He also bought a century-old meat locker and 70-year-old cooler.

“I searched high and low for stuff that only pertains to old grocery stores,” he said. “It’s just kind of a passion.”

Customers will walk on the same oak floor that his father did. Only Edwards has added historic photos and news clippings under a coat of sealant. He has also restored the market’s original candy counters.

Getting to this point took serious work, though it was a labor of love.

Although the building was never completely abandoned (Edwards’ father lived upstairs until his death nearly two years ago), it required a near total overhaul. Before he could start, decades’ worth of family belongings had to be removed. Then Edwards had to tackle structural improvements, plumbing, electrical work, sidewalks and disability access. He did 90 percent of the work himself, often toiling late into the night.

“Ceiling to floor, I’m proud of it,” he said. “I’m not afraid of working.”

Although he wants to offer convenient service, Edwards has more than a business in mind. He said neighbors don’t socialize like they used to do. Bringing a store within walking distance can hopefully get people acquainted and build community spirit.

“This is where strangers become friends,” Edwards said.

He also hopes the store can offer a learning experience and window on the past for children and students.

Those benefits, he hopes, can help atone for his errors.

“Sometimes you come back to correct a lot of mistakes,” he said. “I want to make an investment in the community and in myself. I want a good positive change for the entire community.”

Edwards is also moving back into the second-floor apartment where he grew up, making his return to roots complete. In addition, he’s extending his parents’ business legacy by running the store with his daughter, Erika Hochard. Although his grandchildren are too young to work, their presence marks four generations involved with the business.

For Edwards, the entire endeavor brings back memories of simpler times when he delivered groceries for his dad.

Edwards recalls a neighborhood populated heavily by Croatians, Germans and other Europeans and remembers hearing conversations in foreign tongues. He said the scenario is much the same today, except today’s neighbors are likely to speak Spanish.

“I’ve got great neighbors,” he said. “I wouldn’t want to trade them for anything in the world.”

Those neighbors are investing in rebuilding the area, too.

“Everybody’s doing fix ups,” he said, “more than I’ve ever seen. This is a busy place. It’s a lot busier than you would think.”

Marty Thoennes, executive director of the Central Area Betterment Association, said the business will be a plus to the neighborhood. While residential redevelopment is ongoing, new businesses aren’t as common.

“It’s going to be a bright spot in a difficult area,” Thoennes said. “We encourage these types of things to happen. You don’t see that much money invested in a little place too often.

“It’s gorgeous. You feel like you’re stepping back in time. You walk into the place and feel like you ought to be trading Mickey Mantle cards.”

The proposal for the store initially hit opposition from neighbors who did not want retail zoning in a residential area, said Thoennes. As a compromise, the city approved a special use permit. 

Thoennes said the concern was that, if the market failed, a business could move in that clashed with neighborhood values.

Edwards said no one needs to worry about him moving on to something else.

“If you put enough hard work and effort into it, your dream will pay off,” he said. “Real estate is OK, but when it comes to passion – it’s back to the store. I don’t plan on moving from here. I plan to die here.”

Coffee shop gives zest to customers, community in Quindaro

BY ROY HARRYMAN

 This article originally appeared in The Kansas City Star.
 
It’s not just the caffeine that revives spirits at The Q Brew Coffee Shop at 1744 Quindaro Blvd.
 
The business has become a hub for people interested in reviving the Quindaro neighborhood.
 
Community organizer Richard Mabion is using the café as a staging ground to promote pride in urban Kansas City, Kan.
 
The business hosted an art show, featuring the work of local talent Robert Reed, in August.
 
“It was a blast,” Mabion said. “Now there is a sense of pride about having these shows and having a night out.”
 
A second gathering is set for Oct. 19, from 5-8 p.m. It will feature the archives of local historian Chester Owens, plus his comments. Mabion said he would like to see the show expand and involve several businesses.
 
A Kansas City, Kan., native and art dealer, Mabion moved into the Quindaro area two years ago. He felt the media’s portrayal of the neighborhood was negative.
 
“You don’t really hear about a lot of exciting, positive things coming out of Quindaro,” he said. “I felt our young children need to see things that make them feel good about who they are.”
 
The result is the fledgling Quindaro Art Show. Mabion said the goal is to help the community take pride in its resources and talents.
 
“I felt this was where God wanted me to be,” he said. “As a community organizer from the 50s and 60s, we don’t sit by and let things crumble all around you.”
 
Mabion is also sponsoring a community-oriented conference featuring author David Korten in November. A group meets weekly at The Q Brew to plan the event.
 
Andy Ammons and Rosemary Sheppard opened the business in March. Ammons, who owns the building, said the idea was to provide a service that wasn’t available in the neighborhood.
 
He has a background in the entertainment and restaurant business.
 
“I like to see people have a good time,” Ammons said.
 
Despite media portrayals to the contrary, he said the neighborhood is peaceful.
 
“I’ve got tables sitting outside where people can listen to music,” Ammons said. “There are little kids and mothers walking up and down the street.”
 
He said there are no unusual challenges to running a business on Quindaro.
 
“It’s got a bad reputation and we are trying to change that,” he said. “Quindaro has such a rich history. We’re trying to get people to come to the area and get a taste of that history.”
 
Ammons said his business is growing slowly and that the coffee shop has developed its own clientele. These range from senior citizens playing checkers to others reading books or watching television.
 
Another art show supporter is longtime local merchant Gary Wilson, who works closely with Mabion.
 
“I’m in 100 percent support of what he’s trying to do and I’m trying to provide whatever I can to get it going,” said Wilson, owner of Wilson’s Pizza & Grill, 1801 Quindaro Blvd.
 
“It gives people an awareness and makes them feel good about the community they’re in. Don’t move. Improve.”

Becoming indispensable in the workplace

Industry insiders define the irreplaceable employee with 10 key qualities and skills needed in today’s data center.

BY ROY HARRYMAN

This article originally appeared at AFCOM.com.
 
In today’s volatile IT economy, data center workers must demonstrate value to their organizations like never before. Budgets are being painstakingly scrutinized. No position is safe from downsizing, outsourcing or reorganization.
 
“To be successful, IT workers should make themselves as valuable as possible to hiring companies, make themselves the stewards of their own careers and understand the trends and directions shaping the IT workforce,” says Harris Miller, president of the Information Technology Association of America.
 
In short, you need to make yourself irreplaceable. Following are 10 key skills and qualities demanded in today’s data center as identified by insiders in the fields of enterprise management, career consulting and recruitment:
 
No. 1: Get Passionate
If you are bored and lack passion about your job, your tenure and value to the data center is limited. Conversely, employees who are excited about a career in operations possess a contagious enthusiasm that drives them to do and learn more.
 
Data center teams need to remember that they are not just reporting to work; they have the unglamorous but noble mission of protecting and managing the vital data of their customers.
 
“These are serious positions,” said Chris Dolan, president of 365 Main data center in San Francisco. “We’re passionate about the business and the industry. That’s really key to us. I eat, sleep and drink data centers, and so do my key employees. Finding those key employees who see the vision is important.”
 
No. 2: Get Diversified
Beth Ross, a New York City-based executive and transitional coach, believes you become invaluable as an employee when you develop “multiple profit centers within yourself.” That means doing more than one thing well.
 
Lee Howdyshell, assistant manager of Data Center Services at Honda of America in Marysville, Ohio, agrees that it is important for personnel to receive cross training.
 
“Learn other areas of the business,” he said. “You don’t want blinders on to only fields in your area and nothing else matters.”
 
Doug Palmer, data center operations manager at Maritz, Inc., also echoes the same sentiment. Some of the skills he finds necessary in management have little to do with technology. He lists budgeting, customer service and vendor contract negotiation as among those abilities essential for success.
 
“You’ve got to know a little about everything and not a lot about one thing,” shares Palmer.
 
No. 3: Get Flexible
Data center workers who long for the status quo may find themselves shelved.

Shirley Sunday, a business analyst with Axciom in Chicago, says the complexity of today’s environment requires flexibility.
 
“In this day and age, I don’t care what job it is, you have got to be versatile and willing to accept change," she said. "Not that the mainframe is going away, but there are so many other components now that convolute it. You can’t just say, ‘Oh, I’m just a mainframe person.’ You have to be open, receptive and willing to change.”

Palmer agrees: “You have to be at least versant on all the new technologies. IT changes daily.”
 
No. 4: Get Educated
No one doubts the importance of continuing education in the data center, but follow-through is another thing.
 
“Getting into a rut is the worst thing you can possibly do,” said Ross.
 
Recruiter Jim Auld said formal education is growing in importance when firms seek senior level data center managers.
 
“Some of our clients are putting a lot more emphasis on education,” said Auld, president of Data Center Agency in Carbalas, Calif. “Now they are looking for business or computer science degrees.”
 
Balance is fundamental when building your skills. Some formal education is vital, but other skills must be learned on the job. Online learning, reading and conferences are all means to further your education. Palmer takes advantage of a ubiquitous resource in the data center: his employees.
 
“I never miss an opportunity to sit in on a project meeting so I can understand what my folks are trying to do,” he said. “You learn from the people who work for you. They know more than you do.”
 
If you are forced to work on outdated systems and software, take personal initiative to learn new skills, said Mark J. Carsman, a career consultant and president of the Career Counselors Consortium in New York City.
 
“Even if it has to come out of their own pocket, they should try to strategically keep up-to-date with a course or two,” he said.
 
No. 5: Get Connected
If you are only as proficient as what you know now, your skill set will become quickly outdated. Interact with peers inside and outside your organization to expand your knowledgebase. Participating in a local AFCOM chapter and national conferences are two ways to do so.
 
“I think AFCOM offers a really solid opportunity for motivated professionals to get a glimpse of other companies with almost identical business problems,” said Howdyshell of the Central Ohio chapter. “We’re all trying to be the best companies and do the best job we can. Everyone has limited resources. It’s very valuable to see what other people see and do.”
 
No. 6: Get Business Savvy
To their detriment, IT workers often do not understand how their job impacts the bottom line.
 
“The classic struggle with information services is to be received as the business partner, not just the techno geeks out there,” said Howdyshell.
 
Auld says firms he serves find a business mindset indispensable.
 
“The managers now need to be able to look  at technology and say ‘I can save this company money by doing this,'" he said.
 
"That’s having that vision and not just equipment. They are looking for business people and not just those who work their way up the ranks technically. That goes beyond being a supervisor or technician. They’re looking for that overused word ‘proactive.’ It’s not broken, but how can it be better?”
 
Ross recommends telling your supervisor that you want to develop business skills. This helps them view you as someone with untapped potential for growth in new areas.
 
“It’s not just a body in front of a computer,” she adds.
 
No. 7: Get Communication Skills
Although there are many exceptions, IT workers are not known for their communication skills.
 
“In the technical industry, it’s sometimes hard to find that,” Dolan said. “A lot of IT technical professionals were kids playing video games at age four and building their own computers by age eight.”

Yet communication is vital to any business. Failure to grow in verbal and written skills can stifle a career. This may be most important in the area of customer service. Opportunities abound for personal development in this arena, ranging from classic books such as "How to Win Friends and Influence People" to seminars on interpersonal relationships.
 
“Our key employees have the professional skills but also have the personal skills,” Dolan said. “It’s very important that a person can communicate well with customers and other departments.”
 
Palmer found that his management role also required public speaking, which has become an acquired taste.
 
“I never really had good presentation skills,” he said. “But they want me to present our technology. That was hard for me because I’m a techie and not a presenter. It took me awhile to learn how to do that.”
 
No. 8: Get Recognized
Carsman recommends keeping a journal of your work accomplishments and routinely informing your supervisor of what you are doing. Sharing this information with your boss isn’t bragging; it is good communication.
 
For example, send your supervisor an e-mail when you finish a project. Then let her know that you are ready for the next one.

“Many times people in technology are invisible,” Carsman said. “That’s the kiss of death frequently when they have to decide who stays and who goes.”

You can also enhance and maintain relationships with supervisors and team members by volunteering for company-sponsored causes and by simply being sociable.
 
No. 9: Get Professional
Carsman also recommends dressing according to the standards of your office, and possibly even exceeding them. At minimum, avoid a sloppy appearance: “Look professional."

Show up for work on time and don’t make a habit of being the first one out the door. Make sure your is attendance impeccable and your work product is on time and on budget.
 
No. 10: Get Current
If you possess knowledge and skills on subjects that are hot in the data center, you may be sought after. Those topics vary from firm to firm.
 
Auld says major talent areas sought for senior data center managers are security, business continuity and disaster recovery.
 
“They all seem to focus on those skills verses the more traditional operations skills,” he said.

According to Palmer, knowledge of the physical structure of the data center, including heating, cooling and electricity is important.
 
“Infrastructure management of a data center has become a very complicated business,” he said. “I’m just as concerned about disaster recovery and data security.”
 
A Journey Worth Taking
Attaining these skills does not guarantee job security. Most often, downsizing decisions have nothing to do with the merit of the individual employees who are let go. But being proactive does improve your chances of being someone who is sought after and not passed over. These skills enhance your value to your department, organization and industry.
 
Gaining skills and knowledge requires a plodding approach and cannot be done overnight. And it is certainly not easy.
 
According to Palmer: “You have to be ready to do just about anything. You have to work in all different areas and you have to have thick skin.”

WillCo Technologies brings simplicity to federal security training

Christiaan Colen via Flickr

Christiaan Colen via Flickr

BY ROY HARRYMAN

This article originally appeared in The Kansas City Star.

A Kansas City company is at the forefront of federal efforts to make government computing secure.
 
WillCo Technologies helps the U.S. Army and the Department of Defense assess what security training is needed by millions of employees and tracks their progress.
 
WillCo’s chief product, a Web-based program called IASTAR, was developed in response to legislation passed in the wake of the Sept.11 terrorist attacks. The Federal Information Security Management Act requires tighter computer security – and therefore security training – for people who work for or with the federal government.
 
Before starting WillCo in 2005, CEO Kevin Williams had worked in a military training division of Anteon International Corp. As a result, he had already become familiar with the federal mandate and was asked to join a Department of Defense panel tasked with implementing the law.
 
In 2006, he was given 15 minutes to speak to a Pentagon group about his solution. Two months later, he had a contract with the U.S. Army for a pilot project for 1,000 licenses. That led to an expanded contract for 20,000 users the following year.
 
The Pentagon had designated multiple levels of security, ranging from secretaries who use e-mail to network administrators. Williams helped the Army expand the program to cover all its computer users. That push led to a contract for one million licenses in 2008. The resulting infusion of funds helped WillCo move into its Downtown Kansas City office and begin expanding its staff.
 
In the summer of 2008, WillCo started getting attention from Congress when Sen. Kit Bond inquired about the company. As a result, $1.6 million was approved to broaden the use of IASTAR beyond the Army to the Department of Defense for a total of three million users.
 
Williams is the owner of the 10-employee company, which had revenues of $1.9 million last year.
 
IASTAR provides a five-minute online assessment to determine what kind of security training employees need, then tracks them through the process. A digital dashboard allows supervisors to view the training data at global or local levels, depending on their security privileges. In addition, the Web-based system allows personnel around the world to share the data instead of having it sit in isolated computers.
 
Williams said developing the system was a challenge, given the Army’s vast array of constantly moving parts.
 
“I’ve been told that the U.S. Army is the most complicated organization in the world,” he said.
 
Williams said the federal government has the expertise to manage its own training, but WillCo is singularly focused on that task.
 
“I believe any business can be successful if it focuses on the needs of the customer and tries to be a solution for that need,” he said.
 
The CEO is pursuing other federal agencies that are implementing the law. He’s also in discussions about customizing his program to track other types of military training.
Williams said his company’s track record with the complicated systems of the Army and Pentagon put it in a good position to help other agencies.
 
“We took the largest and the toughest and we got a solution for them,” he said.
 
Doris Wright, an analyst in the Army’s Information Assurance Directorate, said WillCo’s online assessment is unique. The program automates and streamlines training by creating a plan for each employee.
 
Pressing a few buttons generates volumes of training information, she said. Previously, four or five systems were required to generate the same data.
 
“Before we did not have a tool to track (training),” said Wright, who works for Lockheed Martin in Crystal City, Va. “The tool has helped tremendously.”
 
WillCo is also involved with projects for Kansas City, Mo., the state of Missouri and the Jackson County Election Board.
 
WillCo redesigned the board’s Web site, installed a new server and implemented a user-friendly voter reference system. Voters can use a simple button on the home page to determine which political subdivisions they reside in.
 
“We’re extremely happy,” said Tammy Brown, a director of the board. “Whatever we asked them to do, they got it done. It just worked.”
 
In addition to serving government clients, Williams wants to spread the system to the private sector, which could use a modified version of IASTAR. The system can manage employee training for courses in sexual harassment, Sarbanes-Oxley compliance and other business needs.
 
“There are any number of things within any organization that should be tracked, and that tracking and reporting should be easy,” he said. “We can track anything.”

Data center security: Time to head for the bunker?

The age of global terrorism requires a higher standard of data center security.
 

BY ROY HARRYMAN

This article originally appeared at AFCOM.com.

When Larry Harms takes a phone call, he answers from beneath 50 feet of solid rock.
 
He’s not trapped in a cave, but comfortable inside his new digs at StrataSpace, a former limestone mine converted into a facility exclusively for data center and other high-tech users near Louisville, Ken.
 
With fear of terrorism in the back of everyone’s minds, is this the future of data center security? Harms, president of the company, hopes so.
 
The mine’s owners originally planned a commercial storage facility. But the attacks of Sept. 11, 2001, spurred him to offer a new proposal: a super secure, squeaky-clean underground facility leased exclusively to high-tech tenants.
 
“I went to our board and said, ‘Let’s change our focus and take it to a higher level and provide security that’s second to none,’” he says. The result: “Companies are looking at this as a mirroring site. There are many applications for this type of facility if you’re willing to spend the money and step out of the box.”
 
In addition to a roof that is up to 65 feet thick, Strataspace is protected by coded access, steel doors, security guards, cameras and a discreet location.
 
“There are two ways in and two ways out,” he says. “We’re in a mass of solid rock so there is no place for people to bust in, but it’s lit up like a classroom. It would be awful difficult for someone to get past security.”
 
Strataspace isn’t the only data center going underground. The Bunker, a British hosting company built in a former NATO nuclear grade shelter, markets itself as “an impregnable fortress.” The facility, nearly 100 feet below ground, has 10-feet-thick concrete walls and two-ton steel doors protecting the servers inside. Guard dogs and cameras keep watch above ground.
 
Assessing the Risk
Although data centers haven’t been specifically targeted by terrorists, the future isn’t rosy, says Ron Hughes, president of California Data Center Design Group in Gold River, Calif.
 
“I think you will see a data center get attacked in the near future just because the impact is so great,” Hughes says. “By taking out a data center, they could take out the national power grid and air traffic control centers. I think it’s only a matter of time. If you know which data centers are really critical, it could have a tremendous impact on the national economy.”
 
Hughes offers this quote from China’s People’s Liberation Daily: “An adversary wishing to destroy the United States only has to mess up the computer system of its banks by hi-tech means. This would disrupt and destroy the U.S. economy.”
 
The FBI, according to Hughes, says that data centers “provide services so vital that their incapacity or destruction would have a debilitating impact on the defense or economic security of the United States.”
 
While many data center managers talk about physical security, “there just isn’t enough thought given to it,” he says.
 
Although data centers haven’t been in the crosshairs, they have experienced collateral damage. Strikes in Washington, D.C., New York and London have destroyed several centers, according to Kailash Jayaswal, author of “Administering Data Centers.” Companies also suffered data loss in the 1995 Oklahoma City bombing.
 
Information Week reports that one person was killed and four wounded last year when a gunman opened fire on the Indian Institute of Science in Bangalore. The city is home to more than 1,000 technology firms.
 
“Making sure you are planning for the incapacity of your primary site is of critical importance,” Hughes says. “A lot of companies ignored this for years. Sept. 11 woke a lot of people up.”
 
When a new data center is built, numerous safeguards can be planned into the facility. An ideal site is a large lot in a discreet location that is guarded, fenced and away from roads. Windows should be few and bullet resistant. Electrical equipment, generators, power plants and cooling towers should be located behind block walls.
 
But what if you’re stuck on the fourth floor of a courthouse or share a multi-tenant facility? Is there anything you can do? Let’s face it: Not every data center can be located in a bunker. Many, will have to make due with facilities that aren’t ideal for security.
 
Here are some things you can do, courtesy of Hughes, to reduce the threat to your facility:
 
Get Serious About Perimeter Security
This means letting the right people in and keeping the wrong people out. Guards, security cards, badges, pin numbers, approved admission lists and biometric codes can limit access. As people get closer to mission critical equipment, the level of security should increase.
 
“Forcing your way into a properly designed facility should be extremely difficult,” Hughes says. “A hardened exterior with highly visible security systems may discourage a terrorist from even trying.”
 
When employees leave the company, their badges should be immediately revoked and their entrance privileges terminated from all databases.
 
“One thing that could really hurt a data center is a disgruntled employee,” he says.
 
Limit Parking 
If cars are parked next to your facility, try to negotiate with the landlord to have them moved. Erect barriers (even aesthetically pleasing concrete planters) to keep someone from getting a car bomb close to your site.
 
Ensure redundancy: Multiple communication carriers, redundant entrance facilities and diverse routing for fiber can help prevent an attack from shutting down your center.
 
Have a disaster recovery plan: A plan that is well devised and tested can make the difference between being down for hours, weeks or going out of business.
 
Raise Awareness
Make sure employees understand the potential for a terrorist attack. Have them on the alert for suspicious vehicles, people and activity. An alert staff may prevent an attack from happening because they could cause a terrorist to choose a less protected location. Better safe than sorry.
 
Put Cameras in Action
Exterior cameras are crucial to security. In addition, cameras should be pointed at key controls inside the facility. But it’s just as important to have adequately trained security employees actually watching the monitors and not distracted by other duties.
 
Establish reasonable security measures and stick to them: Strike a balance between security and convenience.
 
“You get complacent,” Hughes says. “It’s a hassle to comply with the rules 100 percent of the time. It’s always a battle between what security you’d like to have and the day-to-day challenge of getting employees in and out of sites.”
 
But he adds: “If you don’t control access, if you don’t know what has been brought into the facility and you don’t know where visitors are at all times, you don’t have any security.”
 
Hughes, a former data center security manager, gave this policy to his staff: “I told them if there was going to be an exception, I would make it.”

Protecting your data center from mother nature

BY ROY HARRYMAN

This article originally appeared at AFCOM.com.

Hurricane Katrina helped shatter the “it could never happen here” myth for many mission critical facilities managers.
 
“A number of data centers were just wiped out of existence,” says Ron Hughes, president of California Data Center Design Group. “It’s something the industry is recognizing.”
 
Natural disasters are an important consideration when planning a new data center facility or backup location. But even if a new building isn’t in the works, existing locations can be fortified to withstand the wiles of Mother Nature.
 
That’s a good thing, because there is no place to hide when it comes to natural disasters, according to a recent USA TODAY report. Earthquakes threaten the West Coast and Utah. Hurricanes buffet the Gulf and East coasts. Ice storms paralyze huge portions of the Midwest, Mid-Atlantic and Northeast. Tornados wreak havoc from South Dakota to Texas. The West Coast is also vulnerable to volcanoes and tsunamis.
 
That’s not to mention blizzards, flash floods, monsoons and wildfires – all of which pummel parts of the United States.
 
It may surprise many that five states (Missouri, Arkansas, Illinois, Kentucky, Tennessee) along the Mississippi River face the threat of earthquakes. Some of the most powerful quakes on record in North America occurred there in 1811 and 1812 in the New Madrid Seismic Zone. One caused the Mississippi River to temporarily flow backwards. Effects were felt as far away as Boston.
 
Of course, not all natural disasters are created equal. An ice storm may bring an inconvenient power outage, but it pales in comparison to a volcano or dam break.
 
Hughes says minimizing natural disaster risks should be part of any site selection process. That’s part of the reason Phoenix and Austin are emerging as data center hot spots. But he says utility costs are also driving the migration to those locations.
 
One of those companies is EBay, which announced last year that it would build a new data center in Phoenix. The company chose the site because it is not earthquake prone and has a minimal risk of natural disasters.
 
“It’s important for us to stay up all the time,” spokesman Hani Durzy told The Arizona Republic.
 
Other high-tech expansions include one from Google, which is planning an engineering and operations center in the Phoenix area. The San Jose-based company also said it needs backup sites with minimal risk of natural disasters.
 
Staying put the smart way
 Since a new building may not be in your plans, it’s good to know that your existing facility can be strengthened to withstand local threats.
 
A white paper by American Power Conversion (APC) says it’s often less expensive to invest in reducing the risk of downtime than to recover from a major hit. Preventative measures might include redesigning a building or buying insurance.
 
Buildings in earthquake zones can be built to “essential services standards.” This means that people can continue to work in them after a quake, even without an inspection. However, this type of facility is vastly more expensive than a traditional building.
 
Data centers operated by 365 Main in San Francisco and Los Angeles are built to essential services requirements. Both buildings were retrofit with base isolators that allow the foundation to move 15 inches.
 
“That dampens the force of the earthquake,” says Chris Dolan, president.
 
The San Francisco facility cost $130 million, but $30 million of that paid for the seismic upgrade.
 
“It’s very important to our customers that the building be standing after the next major event,” he says. “Over 250 customers trust this building is going to be standing.”
 
The upgrade has convinced many local companies to house data there instead of out of town.
 
VeriCenter, based in Houston, offers backup services to clients at seven centers in the United States. Each site has different safeguards built into it, depending on the risks of each region, says Dave Colsante, chief technology officer.
 
In Denver and Boston, for example, the roofs are reinforced to protect against snowpack. The Houston sites are set up to withstand a direct hit from a category 3 hurricane (winds from 111-130 mph).
 
APC recommends that disaster recovery plans be regularly reviewed. Every site should consider emergency communication plans, a generator, redundant utility feeds and multiple carrier lines.
 
“Counting on cell phones is not good when there is an area-wide outage and all the cell towers are down or the system is overloaded,” says Rick Sawyer, director of data center technology for APC. “Having a satellite phone backup, or something similar, is a great idea.”
 
Although they don’t get as much press as other events, floods account for 90 percent of all natural disasters in the United States, according to APC. If you are in a flood prone area, get out. If you can’t, you can:
 

  • flood proof your facility by reinforcing walls
  • build floodwalls outside the building
  • install watertight doors and pumps
  • buy flood insurance
  • elevate machinery
  • use dry flood-proofing techniques to protect your building (see APC for details)

 
Buildings can also be protected from hurricanes and tornadoes by securing loose materials, installing permanent storm shutters, securely attaching metal siding and roofing and protecting things outside the building such as cooling towers.
 
To withstand earthquakes, light fixtures, bookcases and computing equipment can be secured. Heavy equipment needs special attention. Floors can be installed with seismic anchoring, which decreases the likelihood they will collapse. In addition, base isolation techniques can create a system of supports that separate buildings from the ground they sit on.
 
Precautions can also be taken to protect a building from lightning.
 
“Assess incidental as well as direct damage potential,” says Sawyer. “A building may survive strong winds and hail, but the dumpster next door may get blown into the side of a building causing secondary damage. Your roof may well take a good storm, but hail damage can ruin your cooling system dry coolers, and your lightning rods may not be maintained properly, leading to secondary failure.”
 
Just in case
 Even the best contingency plans can fail, of course. That’s where backup comes in.
 
“The best rule is the backup location should be far enough away so an event will not affect both sites,” Sawyer says.
 
Sawyer says the recovery site must be able to support your IT staff.
 
“One lesson we learned from recovering from 9/11 was that it takes people to recover and make a data center work,” Sawyer says. “Their families come first, so plan for that so the employee feels free to work. They have to be housed, transported and fed for extended periods, so plan for that. A site 200 miles away is good, as long as you can get your staff there and they can work productively once they get there.”Colsante says VeriCenter’s seven data centers give clients a wide range of choices for backup locations.
 
“We pretty much cover the entire United States,” he says. “Our customers are happy with the locations we are at.”
 
The company itself initiated its disaster recovery plan during Hurricane Rita, sending key personnel to Atlanta along with some mission critical systems.
 
Colsante says best practices call for backup sites to be at least 30 miles away. However, for threats such as hurricanes, that might not be far enough. He says the decision on where to locate the backup center comes down to a company’s individual business requirements.

You're Fired!

The unpleasant task of termination is sometimes a necessary but complicated chore.


BY ROY HARRYMAN

This article originally appeared in Data Center Management, published by AFCOM.

''The Apprentice" makes it look too easy.

A gruff, arrogant boss simply leans over a table and blurts, "You're fired!" The employee leaves, silent and sullen, and we cut away to scenes from next week's termination.
 
Experts will tell you, however, that 'The Apprentice" is any­ thing but a reality show when it comes to firing employees. But terminating workers is part of  the reality of being a manager, and it is something managers must be able to do correctly to avoid law­ suits, workplace dysfunction or busted budgets.

"Nothing is harder for a manager to do if  you're any kind of  a human being," said Doug Palmer, president of AFCOM's St. Louis Gateway Chapter. "It's part of a manager's job, and if you can't accept that, you can't be a manager."
 
Dominick Regina, president of the New York Metro AFCOM Chapter, agrees.
 
"It's not a pleasant emotional thing," he said. "You know you're affecting people's livelihoods, their families. It is just extremely difficult to do."
 
With that said, it is important to note that termination -- at least the lawful and ethical kind -- looks nothing like the hype that goes on at Trump Tower.
 
The Case for Termination
Tom Kennedy, president of Human Resource Consultants in Chicago, likens a poorly performing employee to tooth decay.
 
"If it starts to decay and rot, we must pull it for the good of the organization," he said. "A lot of people can have technology experience and educa­tion .. . but they don't fit into the organizational structure."
 
Like pulling the tooth, removing an underperforming employee is painful. But essential.
 
Putting off the decision will not make the situation go away. In fact, it creates more problems, damaging the work environment and your authority as a manager, said Trou von Hussen, senior vice president of Precept Group, an Irvine, Calif-based human resourc­es consulting firm.
 
Documentation is key
Employment laws generally give private companies broad leeway to fire workers, with a few exceptions.
 
"It is always illegal to fire someone because of a protected characteristic, such as race, gender, national origin, age or disability," said Calvin House, a partner in the firm of Gutierrez, Preciado and House in Pasadena, Calif.
 
It is also illegal to fire a worker for reporting discrimination, harassment or other unlawful activities. 
 
With the exception of public and union employment, super­visors generally do not have to state a reason for termination. However, if a lawsuit is filed, juries will likely view such action with hostility. 
 
All termination decisions should be viewed through the lens of the legal process, said House. If a specific reason for termi­nation is not given and documented, the fired worker may try to convince a jury that discrimination or other illegal motives were at work. 

"If it gets into litigation, that will come back to haunt you," House said. "The most common mistake is not being clear." 

Today's legal climate requires preemptive action before termi­nation is an issue. House advises having new employees sign a job description agreement. This gives a worker direction and provides an effective standard to measure performance. 

Regular evaluations are a second key factor. These document deficiencies and show that employers gave workers an opportunity to change.
 
Everything possible should be put in written form.
 
"Documentation, documentation, documentation is the most impor­tant component," said von Hussen.
 
Dropping the bomb
Possibly the most dreaded event for a manager is the termina­tion meeting. Being prepared and thorough in a meeting can help avoid litigation and make an awkward moment easier. Make a list of all the departure issues that need to be discussed, such as retirement funds, health insurance, vacation and severance pay. Note all items and equipment that the employee needs to return.
 
Experts advise that the conversation be concise and non-argu­mentative. Another manager should be present to provide inde­pendent verification of what was stated.
 
"Make it as gracious and professional as possible, but with some empathy for the employee," said Kennedy.
 
In the increasingly secure environment of the data center, ter­mination can pose a security problem. The IT insider is now the outsider who no longer belongs in a secured area. As a precaution, security or other personnel may be needed to usher someone out of the workplace. However, organizational practice varies widely, says von Hussen.
 
All passwords, PIN s and security clearance privileges need to be changed or rescinded immediately. In addition, company informa­tion or software stored on laptops or CDs-even at an employee's home-must be returned. 

"It's best to time it so that all [company assets] are going to be contained in the environment in which you are terminating," Kennedy said.
 
After someone has been fired, coworkers need to be informed that their colleague is no longer with the organization. Let them know how that person's responsibilities will be handled. Inform them know that no other terminations are forthcoming (if that is the case) so that no cause is given for worry or rumors. Give these workers no details about the former employee's performance because those statements can later be contested in court. 
 
The buck stops here
It would be nice if the decision to terminate employees could be delegated to someone else. But as the saying goes, "That's why you get paid the big bucks." If the employee with an unbending bad attitude doesn't quit, then it may be time to use the option of last resort. 

Kennedy says that if managers take all the proper steps and ter­minate for the right reasons, they should be able to sleep at night. An underperforming employee has fired himself by not responding to management's call for change: ''As long as we've done it right, we shouldn't worry about it." 

Clinic brings care, compassion to county

BY ROY HARRYMAN

This article originally appeared in The Kansas City Star.

Wyandotte County kids will get greater access to health care with the opening of a new clinic named for a longtime civic leader.
 
Children’s Mercy West/The Cordell Meeks Jr. Clinic opens Monday, Aug. 13, at 4313 State Ave., one block east of I-635.
 
The new 17,500-square-foot-facility is nearly three times the size of the Children’s Mercy clinic it replaced at 4517 Troup. In addition, the number of pediatricians on staff will increase from three to five. The facility has a pharmacy, radiology department and lab.
 
The clinic, which serves newborns through 17 year olds, will be open 9 a.m. to 5 p.m., Monday through Friday, and 9 a.m. to noon on Saturday. Appointments are required.
 
“By us having more doctors it will make us in a sense a lot more accessible,” said Dr. David Porter, who opened his original practice in Kansas City, Kan., in 1969. The clinic books more than 17,000 patient visits per year.
 
Porter’s practice, which has included his colleague, Dr. Stephen Schaum, for more than three decades, is caring for a second generation of children.
 
“We’ve had a lot of people and families and feel we have been very dedicated to the care of the patient,” Porter said. “We had a lot of patients who have felt comfortable with us.”
 
Porter said the practice is not exclusively for low-income families, but serves all, regardless of their ability to pay. That was his philosophy before affiliating with Children’s Mercy.
 
“We’re dedicated to all classes of people,” he said. “People do trust us, believe in us and continue to come.”
 
Schaum said the clinic’s expansion is significant because urban Wyandotte County draws few new doctors.
 
“This part of the city hasn’t been a particularly popular area for physicians to come to,” he said.
 
It’s not as lucrative as other communities because many patients are uninsured or pay doctors through Medicaid. But Schaum has no regrets about caring for the community’s children: “It’s been rewarding.”
 
Joe Connor, director of the Health Department of the Unified Government of Wyandotte County/Kansas City, welcomes the new clinic.
 
“It’s been identified that there is a lack of basic health care services in urban Wyandotte County,” he said.
 
“I’m really excited about that Children’s Mercy clinic being open.”
 
The clinic does not yet have urgent care hours or specialists on staff. But Schaum said the size of the new facility provides a “hint” that those services may be provided in the future.
 
Jessica Salazar, a Children’s Mercy spokeswoman, said there are no plans at present to add those services.
 
The clinic is named after the late Wyandotte County District Court judge and community advocate Cordell Meeks Jr., who also served on the board of Children’s Mercy Hospital.
 
His son, Cordell Meeks III, said his family is honored by the designation.
 
“It’s such an honor it’s hard for me to explain in words what it means,” he said.

CEO digs the dredging business

Courtesy U.S. Army Corp of Engineers via Flickr; This image does not represent Dredge America and is used only for illustration purposes.

Courtesy U.S. Army Corp of Engineers via Flickr; This image does not represent Dredge America and is used only for illustration purposes.

Removing silt from bodies of water takes company crews nationwide and “keeps life interesting.”

BY ROY HARRYMAN

This article originally appeared in The Kansas City Star.

Dredge America’s job is to get to the bottom of things. Literally.
 
The Kansas City firm removes silt from lakes, harbors, rivers, power plant reservoirs and other bodies of water that have become clogged or can no longer be navigated.
The company uses floating (also called hydraulic) dredges to remove the silt but return the water to the basin.
 
“What happens in a lake is it naturally fills up over time, particularly when there is a lot of construction activity,” said Dan McDougal, Dredge America’s president and CEO. “Periodically they need to be cleaned out or they eventually completely fill in.”
 
Since equipment operators can’t see conditions under the water, surveys and GPS data are used to determine the position of the dredge as it cuts away silt.
 
McDougal, who previously worked as an engineer, started his own construction business in 1990 before moving exclusively to dredging in 1994. Since then, Dredge America has worked in 28 states and Puerto Rico, completing about 120 projects. Local jobs include work at Weatherby Lake, the Village of Loch Lloyd and Lakewood Lakes in Lee’s Summit.
 
The company, located near Kansas City International Airport, has 30 employees, with seven in the office and the remainder in the field most of the time.
 
The firm’s revenue for the last fiscal year was about $6 million. McDougal said he expects similar results in the current fiscal year, but anticipates that revenues will grow when the company purchases dredges that can handle multi-year projects. He plans to buy the equipment in the next two years.
 
“I think our growth is going to be a function of some of the larger projects as we get bigger equipment,” he said.
 
Growing – even surviving – in the dredging industry has its share of challenges.
 
“It is more than challenging,” said Ray Pitman, McDougal’s mentor in the Helzberg Entrepreneurial Mentoring Program. “Very few people could do what he’s doing.”
 
For starters, dredging crews may travel great distances to get to a job site. Once there, they work 12-hour shifts, seven days per week for three weeks straight. The machinery runs 24-hours per day. Employees get a week off before starting again.
 
“It’s not for everyone,” said McDougal. “The first thing we tell them is that this is not a job. It’s a lifestyle. It’s for the kind of people who love to travel and wake up doing something different everyday. One day you could be in Wyoming working. The next week you are in South Florida.”
 
The crews also work in challenging conditions. When a hurricane wiped out the area around Fort Pierce, Fla., a few years ago, crews had to live and work out of an RV in a parking lot because surrounding motels and restaurants were temporarily shut down. They’ve also worked in frigid winter temperatures in Wyoming and in just about every condition in between those two extremes.
 
Because of these challenges, Dredge America tries to make life on the road as smooth as possible for the crews. They are often housed in rental homes or condominiums instead of hotel rooms. Employees can stay in constant communication with the head office via cell phones and satellite-linked laptop computers.
 
The business is also capital intensive, with dredges costing between $500,000 and $1.5 million and requiring continual maintenance.
 
“It’s always breaking down so you have to be really good at keeping the equipment running 24 hours a day,” McDougal said.
 
Yet another challenge for dredgers is balancing the use of heavy machinery with environmental considerations. At a recent Florida job, McDougal’s team removed silt from a power plant’s intake channel while avoiding an endangered species of sea turtle. In order to steer clear of $10,000 fines and harm to the turtles, dredgers installed powerful water jets to keep the animals away from dangerous parts of the equipment.
 
Rodger Daniel, president of American Environmental and Construction Services, Inc., in Alpharetta, Ga., has hired Dredge America for several projects. One of them involved dredging at a U.S. Army facility in Georgia that required safeguarding endangered species.
 
“Dan engineered a very successful design so we were able to do the job with the least impact environmentally,” Daniel said. “Georgia has one of the toughest erosion control laws in the country. We were able to satisfy the concerns of the environmentalists in spades and he really did a good project.”
 
McDougal, like his crews, travels extensively. He spends up to 10 days on the road each month checking on and bidding for jobs, meeting clients and purchasing equipment. Business has taken him to places ranging from a Puerto Rican mangrove swamp to sprawling Texas ranches to private lakes in Aspen, Colo.
 
 “It takes you places you would never go … it keeps life interesting,” he said. “You have to be an adventurer to be in this business.”

FIVE STAR brings the talent to effect change

Photo courtesy Phil Simon, Flickr; this photo is for illustration purposes only and does not reflect on him or FIVE STAR.

Photo courtesy Phil Simon, Flickr; this photo is for illustration purposes only and does not reflect on him or FIVE STAR.

ROY HARRYMAN

This article originally appeared in The Kansas City Star.

If the patient has an ailment, Steve Gardner stands ready to write a prescription.
 
But it won’t be in the form of an indecipherable note to a pharmacist.
 
Instead, Gardner’s company, FIVE STAR Speakers & Trainers, diagnoses the needs of businesses and organizations and recommends speakers who can address their challenges.
 
“We are business growth doctors,” said Gardner, the company’s CEO and co-owner. “They tell us what the problem is and we help fix it.”
 
FIVE STAR, of Overland Park, has booked more than 14,000 speaking, training and entertainment events attended by more than 3.5 million people since its founding in the late 1980s. With 18,000-plus speakers and entertainers in its repertoire, it books more than 825 events annually for clients ranging from Fortune 50 companies to non-profits and government agencies.
 
A common denominator in nearly every event is that customers are seeking change.
 
“We help people and organizations grow and get better,” Gardner said. “We impact lives. That’s a pretty cool thing. I couldn’t imagine doing anything else.”
 
Gardner grew up in the speaking industry, watching his father, Dick Gardner, work as a pioneer in the field in the 1960s and 1970s. Although Dick died in 1981, one of his employees, Nancy Lauterbach, formed FIVE STAR in her basement in 1988. Steve Gardner joined the company’s sales team in 1991. In 2005, he and business partner Paul Schmidt bought the firm.
 
The rapidly growing company has 21 employees and books events worldwide. Revenues have grown by 42 percent, to $7.1 million, since Gardner and Schmidt took over. According to Gardner, FIVE STAR is one of the nation’s 10 largest speakers bureaus, although he said there is no official ranking. The company’s revenues come from charging speakers a percentage of their fees.
 
One factor that sets FIVE STAR apart from the competition is its live talent showcases, Gardner said. Each year, the company assembles speakers for all-day demonstrations of its talent roster in various cities. Although other bureaus have showcases, he said none bring the talent directly to clients across the nation.
 
Gardner said watching potential speakers live is superior to viewing DVDs, which can be edited.
 
“You really get a sense of how they are going to interact with the audience,” he said.
 
The showcases are part of the company’s strategy of helping clients find communicators who bring a return on investment. FIVE STAR assesses a customer’s objective, budget and audience and seeks to match them with the best speaker.
 
“We know who really is going to be the right fit,” he said. “They are coming to us because we are experts and this is what we do every day.”
 
Philip Arbuckle, president of MeetingTrack, an event planning company in Olathe, said FIVE STAR’s recommendations have helped his firm evaluate the field of potential communicators.
 
“There are thousands of speakers out there speaking on any one subject,” he said. “It can take a long time to narrow that down.”
 
Arbuckle also said FIVE STAR’s connections have saved him when emergencies caused last-minute speaker cancellations. Twice, the bureau found substitute local speakers who could fill in the same day.
 
“The turnaround was just incredible,” he said. “I know I can depend on them.”
 
From a speaker’s perspective, FIVE STAR’s worldwide network helps communicators connect with people who want to hear them, said Jim Welch, a former Hallmark executive and author of “Grow Now.”
 
“That enables me to focus on the message and on delivering for the client,” he said.
 
Gardner said many companies have refined their objectives for speaking events since the 9-11/dotcom business downturn, with fewer booking “fluffy” or “feel good” motivational talks.
 
“Companies, I would argue for the first time, started … examining and asking ‘What’s the purpose? What are we trying to accomplish?’” he said. In the booming 1990s, “Companies were stupid with their money. They just spent it because they could.”
 
Businesses that get the most out of a speaker are those that follow an event with practical application exercises, he said.
 
But not all events are about training. Some are produced to thank employees or customers. Events can also create settings where funds are raised or deals are signed. FIVE STAR speaker rates start at $2,500 and go up to one million dollars for elite entertainers. Sting, for example, charges $1 million for a private concert, while Jerry Seinfeld will entertain for $500,000. Welch charges $10,000-$15,000 per event.
 
While some speakers’ fees can appear staggering, they don’t seem as exorbitant if an event can lead to a major business deal.
 
“Would you spend $250,000 to generate $4 million?,” Gardner asked. “Most people would say yes.”