The Daily Union - Outlook 2014: The Possibilities

A Supplement to The Daily Union • Saturday, February 22, 2014

The People, Places, and Possibilities for Progress

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The Daily Union. Saturday, Feb. 22, 2014 3D

By Tom Weigand

CEO, Junction City Area Chamber of Commerce

In many ways we are a startup organization with each entity having a history. We are developing a new identity.

We are becoming more comfortable with each other and in how we work togeth-er. We have the tal-ent in place and all of us want to use those individual skills to build the best organization possible.

We suggest our mission statement, our core values and our vision of what we want to be in the next few years should encom-pass the following.

Mission statementThe Junction City Area

Chamber of Commerce exists to promote community growth and prosperity through the development of commercial and industrial enterprises, tourism, leader-ship development, workforce development, educational opportunities and other com-munity activities, such as the support of a collegial rela-tionship with Fort Riley, which provide a superior quality of life and a sense of wellbeing.

Vision statements• Become the community

leader in economic develop-ment locally and the region

• Be proactive in develop-ing high expectations for the community

• Develop strategic part-nerships and maintain a high level of trust in all relation-ships

• Develop a strong finan-cial commitment to commu-nity through transparency and good fiscal management of funds and funding

• Work to ensure needed infrastructure is available such as education, health care, utilities, good streets, and shovel-ready land, etc.

• And showcase the com-munity strengths and advan-tages using every available tool, including social media and the latest technology, to

market our assets.We have an opportunity

that few communities have to grow exponentially in coming years.

Our location on I-70 and US-77 near the National Bio and Argo Defense Facility and Kansas State University offers a great deal and puts us

on the map for attract-ing bioscience and animal health related firms. Ventria and Syn-genta being in our county give us credi-bility in recruitment. Cloud County Com-munity College’s new wet lab training facility is a tremendous help in recruiting in this

arena. Site consultants who spe-

cialize in representing vari-ous industries are the road to successful recruitment at this time.

We will entertain several site consultants in coming weeks.

We have invited them to visit us and see for themselves all that our area offers.

We will intro-duce them to what we are and what we have in opportunities, as well as hear what they see as our potential in recruiting those companies com-patible with our workforce and location.

It is through this we will become acquaint-ed with what we can expect or what we have to do to be attractive or to attract jobs and investment.

We continue to work at developing the skills necessary in our workforce today. We meet regularly with HR reps of our major employers regarding their needs, views and challenges of today’s graduates and cur-rent members of our work-force.

The consolidated chamber has a full and diverse work-

load. We have developed team-

building exercises and meet together often.

We have accomplished much, and we know we have to grow in order to achieve what we and you expect.

We will meet that chal-lenge.

In 2014 • We expect to

create a common theme to adver-tise who we are

• We will work to have our com-munity recog-nized as the “star” of the Flint Hills

• We have mul-tiple opportuni-ties to build part-nerships to advance our community

• We will pro-pose running a capital campaign to raise private funds for eco-nomic develop-ment uses

• We will con-tinue to pursue avenues that will

eventually bring a destination casino to Junction City

• We will continue to col-laborate on building an out-door state-of-the-art sports facility

• We will do what it takes to get more land under control in order to offer it to pros-pects in industry

• We will recruit intensely

bioscience/animal health and distribution companies to our community

• We will attract more con-ventions and events to our community

• We will continue to accen-tuate the positive and help the county and the city in any way possible to communicate what a great place we have to live, work and play.

• We will continue to assist those wishing to bring jobs to our area

• We will continue to assist those seeking locations for retail or industrial enterpris-es

• We will continue to repre-sent our community at rele-vant trade shows and confer-ences in order to place our-selves “out there” as a viable, prosperous and livable com-munity, never forgetting the three L’s — Location, Labor and Love

• We will continue to improve our consolidated operations through staff edu-cation and the development of trust among our staff and community members

• And we will continue to be good stewards of the pub-lic funds used in our endeav-ors as well as the funds gen-erated by sponsorships and membership in the Activities Division.

Vision 2020 — The next six years

• We will successfully recruit a “game-changer” industry to our community

• A casino has been per-mitted to open in Geary

County• We will become a hub for

the bio-tech and animal health industries

• Ventria will have become successful in obtaining FDA approval on some break-through products and have completed their $80 million expansion

• Vacant buildings, both retail and industrial, will be rare and a demand growing for new industrial construc-tion

• A new mega-grocery store will have opened on the west side of Junction City

• Ash Street will be com-plete with a new 8-plex cine-ma and two national fran-chise restaurants, or a Gander Mountain/Cabela’s or Bass Pro development

• The Activities Division will have 400-plus members and be recognized statewide for its success

• The consolidated cham-ber will receive national rec-ognition for how to create synergy by bringing groups with the same mission togeth-er to transform themselves and create positive energy and great vision for the com-

munity• The convention center

will experience a 25-percent growth in number of conven-tions held since 2013

• Leaders of the communi-ty will have joined the vision and commit to raising $2.5 million of private capital over five years, which is $500,000 more than was raised in 2014. This money will be dedicated to what a consensus of the donors want it used for over the next five years

• The community will make available 160 acres of shovel- ready land for use by indus-try

• Housing starts will grow from 2013 levels and per-cap-ita will match any other town in Kansas

• The sports complex will be recognized as the top-rat-ed complex in Kansas and be booked every weekend from May through November and be well-utilized throughout the year

• And leaders in the com-munity, both Junction City and Geary County, who have been silent for years will become involved and com-mitted to positive change and to leading that change.

Building a future for Junction CityChamber has higher goals

than just local business growth

Tom Weigand

We will continue to

represent our community at relevant trade

shows and conferences in order to place ourselves “out

there” as a viable,

prosperous and livable

community, never

forgetting the three L’s —

Location, Labor and Love.

Ike’s Place Bar and Grill is one of the newest restaurants in Junction City, opening in 2014.

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2014 promises to be a year of opportunity for the Flint Hills

Regional Council (FHRC). Capitalizing on the past year, which saw an increased awareness and interest in regionalism within our area, 2014 offers an opening for both the FHRC and the Central Flint Hills to accomplish some very important

milestones and estab-lish new, tangible outputs for the region.

As we begin a new year, the overall vision and

imperatives of the Flint Hills Regional Council remain unchanged.

Our vision is “an organiza-tion which fosters compre-hensive economic develop-ment, close cooperation and partnerships, and growth among all municipalities and key actors throughout a multi-faceted, vast region.

An association which enables a high quality of life for all members of the Flint Hills,” clearly articulates where we want to go.

Our imperatives state what we must to be of value to our members: support and pro-mote concerted action among the local govern-ments and institutions; iden-tify region-wide problems and concerns affecting sound growth and develop-ment; agree upon mutually-desirable policies and con-sensuses; develop coopera-tive mechanisms; and deliver programs to regional and sub-regional constituencies as directed.

Our focus for 2014 really lies within the goals we are looking to accomplish this year.

The Flint Hills Regional Council has established five distinct goals for this year.

• Become recognized as an Economic Development Dis-trict at the national level by the Economic Development Administration (EDA)

• Establish the Flint Hills

Regional Transit Administra-tion (FHRTA)

• Develop a “toolbox” of options for eco-nomic growth under the Flint Hills Frontiers Project

• Administer two significant projects for the region’s Metro-politan Planning Organization (MPO)

• And become a self-sustaining organization.

In January, the FHRC completed the Comprehen-sive Economic Development Strategy and established the Flint Hills Economic Devel-opment District (FHEDD) — a 7-county organization brought together to access federal EDA funds, share information and resources, provide a larger marketing effort to draw jobs to the region, and work to take advantage of the NBAF and Animal Sciences Corridor.

We are now ready for the next, critical step — being recognized at the federal level as an Economic Devel-

opment District.This recognition will allow

the Flint Hills Economic Development Dis-trict, and the region, to access reoccurring federal funds to assist in future planning efforts for our home.

Receiving this designation by EDA is critical to the overall regional concept and con-solidated planning efforts.

The Flint Hills Regional Council is also looking to form a new public orga-nization: the Flint

Hills Regional Transit Administration (FHRTA).

The formation and accep-

tance of this organization at the federal level will allow the Flint Hills Regional Tran-sit Association to access a new source of public transit funds from the Federal Tran-sit Administration to support and enhance public transit in our region.

By administering these funds, our local area will have a larger voice in deter-mining the needs and requirements for public tran-sit in our area.

Our third goal is focused around a 19-county project funded by the Department of Housing and Urban Develop-ment — the Flint Hills Fron-tiers Project.

We have been involved in this project for almost two years, with year three, 2014, being the critical year: the development of economic

and environmental options which jurisdictions within the Flint Hills can potentially use to assist them in moving forward on their local devel-opment goals.

Our goal for 2014 is to complete the “toolbox,” so we can dis-tribute the tools, free of charge, as we move into 2015.

As the MPO matures in 2014, we are looking to complete the Travel Demand Model (TDM) this year.

The TDM is a tool that will facilitate transportation planning across the MPO, assisting in future develop-ment, safety, and congestion

reduction for all means of transportation.

Additionally, the MPO will be hiring a consultant to assist in developing the long -range transportation plan for the area, a plan which will look out to 2040.

Of note, the FHRC serves as the convening agency and the fiscal agent for the pro-posed new Economic Devel-opment District, the Flint Hills Regional Transit Administration, and the Met-ropolitan Planning Organiza-tion.

Each of these three organi-zations is governed by an independent board, with policy and operational deci-sions coming from outside the FHRC.

Finally, for 2014, the FHRC is looking for ways to become financially self-sus-taining. Currently, approxi-mately 85 percent of the FHRC funding is provided through the HUD grant tied to the Frontiers Project.

With the completion of this project, the FHRC will need to develop new funding mechanisms to keep the organization moving forward and increase the overall value of the organization for our members and the region.

2014 promises to be an important year for the Flint

Hills Regional Council.

Our vision and imperatives remain straight-forward and solid.

Our goals for this year are ambitious, yet have the poten-

tial to shape not only the future of the organization, but the future of the region as well.

The interest and desire to partner, and to embrace regionalism within the Flint Hills has never been higher.

2014 looks to be a year of opportunity for Flint Hills Regional Council


By Bill ClarkFlint Hills Regional

Council CEO

Tim Weideman • The Daily UnionMembers of the Flint Hills Regional Council sign a resolution Jan. 31 urging the state’s support of a proposed economic development district.

Our third goal is

focused around a 19-county

project funded by

the Department of Housing and Urban

Development — the Flint

Hills Frontiers Project.

BillClark

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The Daily Union.

As Press Room Manager, I am responsible to produce print products for all of our family of newspapers as well as other commercial print jobs. I am fortunate to say we have a busy print schedule at the Daily Union. My additional daily duties include unloading paper trucks, managing inserts, maintaining equipment and managing the mailroom staff. I enjoy printing. I have been working as a press operator for

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By Cyndy Platt

Geary Community Hospital Public Relations

In 2013, Geary Community Hospital CEO Joe Stratton and his team laid the ground-work for the progress that should occur at the hospital in 2014.

Among his goals are:• Continue to progress

through the 61 action steps of the three-year strategic plan — the hospital’s roadmap of success, according to Strat-ton

• Continue the retool and refocus quality, so all employ-ees understand the GCH def-inition of quality in all depart-ments and in all functions of care

• Continue to offer advanced medical technolo-gy, like the MRI and CT scan-ners

• Participate in the Joint Commission Survey and receive continued accredita-tion.

• Measure employee work-place satisfaction

• And comply and work with health care reform.

Quite a listIf that’s not mindboggling

enough, Stratton is also planning and working on the financing of an upgrade of the Martha K. Hoover Women’s Health Center.

He believes this upgrade will improve patient care and staff satisfaction and keep the women’s health center competitive in the market.

The women’s health cen-ter was built in 1996 and hasn’t had a major upgrade in the patient care and staff work environment since then. Melissa Wells, RN, unit manager of the center,

and a team are working on a conservative plan, which includes new flooring, wall coverings, bathroom improvements, signage and more, for around $115,000.

The Geary Community Healthcare Foundation’s Holiday Glitz proceeds of $50,000 were dedicated to the project.

Its board of directors will possibly consider funding additional dollars toward the project at the end of the month, Stratton said.

New equipmentWith the lease of the new

Toshiba Aquillion Prime CT (Computerized Tomography) and Toshiba Vantage Titan 1.5T MRI (Magnetic Reso-nance Imaging) scanners at the end of 2013 and begin-ning of 2014, respectively, patients have noticed the improved comfort and acces-sibility of the table on which they lie.

Both machines are incred-ibly fast, provide outstanding image quality, feel less claus-

trophobic and can accom-modate larger patients

“We had the CT and MRI installed and are using them,” Stratton said.

Accreditation with flying colors

By May, the hospital will have participated in an unan-nounced accreditation sur-vey from The Joint Commis-sion (also known as The Joint Commission on Accredita-tion of Health Care Organiza-tions.)

Passing this multi-faceted survey gives patients and staff confidence that the quality, procedures and delivery of care is as it should be at this hospital.

The surveyors come every three years and have already done advanced surveys on the laboratory and homecare services.

Of course, the staff passed with flying colors.

Employee satisfactionA happy workforce equals

happy patients, or so Stratton believes.

To that end, GCH is partici-pating in an employee satis-faction survey through the University of Kansas School of Medicine.

Employees began signing in this month to express their satisfaction with training opportunities, the mission, involvement in the decisions, employee benefits and more.

Medication dispensing improvements

The pharmacy will be installing an automated med-ication dispensing system, which will make providing medication to patients safer and more efficient while

improving inventory controls, improving staff morale and helping staff communicate more effectively when specif-ic medications are needed, according to Stratton.

New vision, new mission

And finally, new mission and vision statements were adopted at the January Board of Trustees meeting.

The mission statement is: Providing quality health care and promoting the well-being of those we serve.

The vision statement is: To be the trusted choice for health care and wellness in our communities.

Focusing employees on delivering care based on the mission and vision state-ments will lead future strate-gic plans and give the hospi-tal a lasting future.

What’s in store for 2014 at GCHNew leadership

laying groundwork for year full of

promiseChase Jordan • The Daily Union

Shown is the new MRI scanner at Geary Com-munity Hospital, one of two new pieces of equipment at GCH.

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By Ben Bennett

Geary County Commissioner

As we move into 2014, I am con-cerned about

many challenges ahead of those of us who live in Geary County.

These that are listed in this interview are not in any spe-cial order, but as they come to mind.

An important item is secu-rity among the county build-ings.

The new laws passed by our State Legislature for the concealed carrying of guns by those licensed to carry has created a great concern for the courthouse, county offic-es and state offices, and for our community corrections, county attorney and other court services in the Pennell Building.

We will need to provide proper security and see the project through and monitor the progress.

We are concerned about the shrinking resources that provide services to our Kan-sas counties and affect us. How will we deal with rising costs, and the burden to the property tax and the continu-ous burden to the consumers of a rising sales tax?

I hope the Flint Hills Regional Council will find a way to grow and survive for the future and good of the area. We have grown as a region and seem to be more trusting of each other as we face regional challenges

together. The partnerships with Fort

Riley seem to have some hope for a future of cooperation, and I hope we can find some common ground to share ser-vices beneficial to all of us.

It will be a real challenge to see if we can increase our economic development through the Junction City Area Chamber of Commerce, to show a renewed effort to bring our community to new and challenging heights, and to improve our base economy and take the overall develop-ment to a new level.

There are and will be addi-tional challenges.

The great people of Geary County, both urban and rural, Fort Riley and our partners and neighbors in the Flint Hills and the state of Kansas will continue to rise to the occasion.

Security at buildings,

rising costs top issues

facing county

File photosSecurity at Geary County, is one of many hot topics the county face in 2014.

The state of Geary County in 2014

Experience Newsyour YourDU.net@

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By Gail Parsons

Gerald Smith came on board as Junction City’s city manager in

2013.He has spent the past sev-

eral months looking at where Junction City is financially and structurally, and devel-oping goals for the long and short terms. Much of his determinations will be announced in March at the State of the City Address.

Daily Union: What is the most significant goal for 2014?

Gerald Smith: As the City Manager for Junction City, the most significant goal is to complete an operational and fiscal assessment of the com-munity’s overall operation in an attempt to identify any threats or challenges that can negatively impact the city or its ability to efficiently oper-ate.

It is not uncommon for community leaders to assume that the most obvious and transparent challenges are the community’s greatest and only threats, when in fact there are often other threats that float just below the sur-face and out of sight from the untrained eye.

When these threats finally make their presence known, it is often too late to react to them and often requires immediate attention and/or resources that may not be readily available.

Since my arrival to the community, I have been working on that operational and fiscal assessment and believe I have found those threats, which I will be pre-pared to share with the City Commission and community at a State of the City Address slated for some time in March. Once I share these observations and concerns, I will also provide a list of rec-ommendations to address those threats in an attempt to prevent them from negatively impacting the city.

DU: What are your greatest challenges facing the City?

GS: The greatest challenge facing the city is in getting the community to understand I’m here to make a difference and I will operate in a trans-parent, honest and forthright

m a n n e r w i t h the community.

It is my firm belief that in order to move forward, I and the City Commission will require the silent majority within this community to step up and be heard.

Based on my findings to date, the “talking heads” (e.g., the vocal minority, the spe-cial interest and stakehold-ers) have held a dispropor-tionate share of influence over the city’s policymakers in the past. Given the current position the city finds itself in today, this should no longer be the case.

If the city wishes to get back on the right track, then the first objective is to accept the fact that “we’re all in this together,” and we all need to contribute to this journey of getting the city back on track.

This is not to say the city needs to raise property taxes or increase the sales tax bur-den any higher than it already is, but we do need to find new ways to improve our infra-structure, improve the quality of life for all residents, and find new and creative ways to relieve the tax burden.

Hence, my greatest chal-

lenge is to engage this silent majority to weigh in and be part of the process, and to be part of the solution in mov-ing this community beyond the self-imposed boundaries established by a few.

DU: How do you plan on addressing them?

GS: At the State of the City Address, I will outline the issues and challenges along with a host of recommenda-tions at that time.

DU: What issues do you feel the City Commission should begin addressing this year?

GS: Again, this is a ques-

tion of prioritization but in order to prioritize such issues, they have to fully know what all the issues are and how they can impact the city should we fail to act on them in a timely manner.

DU: Any additional thoughts on what the com-munity can expect from the city leadership in 2014?

GS: I believe that you will

find a City Commission who has accepted the fact that a number of poor decisions had been made in the past regarding the management of the city, and tough deci-sions must be made going forward to correct them.

But regardless of the chal-lenges, the city will engage the public each step of the way to keep them informed.

Smith looking forward to a full year as city manager

I believe that you will find a City Commission who has accepted the fact that a number of poor decisions had been made in the past

regarding the management of the city, and tough decisions must be made going forward to correct them.

Gerald SmithCity Manager

Tim Weideman • The Daily UnionGerald Smith speaks with Larry Hicks at a meet and greet at the Opera House in 2013.

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The Daily Union.

As a 15 year employee of the Daily Union as well as a native of Junction City, I am committed to preserving our newspaper tradition. I believe that newspapers are an important part of our local history and I am proud of the work I do here. My primary responsibility is overseeing carrier deliveries and actively participating in the

distribution of our publications. For me, customer

service is top priority and it is my goal to ensure that the news and information we provide is visible and accessible to everyone. In addition to my role in distribution, I am a member of the creative services team.Every aspect of this business holds importance for me because our business is Junction City.

Tracy Sender, Distribution Mgr/Ad Services(785) [email protected]

DUyour

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ABOUT…Tracy Sender

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The Daily Union.

I oversee the sales team at The Daily Union. We work with local businesses to create marketing campaigns to appear in a variety of print and digital products that serve the Junction City, Wamego, Man-hattan and Abilene communities. This allows us to provide a one-stop marketing experience. I have been with the Daily Union six years and have enjoyed grow-ing within this business. Sales has always been my background and I see myself continuing to sell something that I am so passionate about for a while to come. I do see a huge focus leaning toward digital marketing and the sales team and myself have been introducing digital marketing to our local businesses while continuing their print advertising to help them reach the highest number of potential customers. Please contact me to hear more about our variety of products to help market your business: The Daily Union, The Daily Union Extra, 1st Infantry Division Post, Wamego Smoke Signal, Abilene Reflector Chronicle, The Central Market Place, HomeGuide, Dazzle and YourDU.NET.

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With school con-struction, financ-es, and a decision

on a statewide lawsuit on the horizon, Unified School District 475 may be in for an interesting year.

That doesn’t include the search for a new superinten-dent USD 475 is embarking on this spring.

Current Superintendent Ronald Walker addressed some of the issues and goals USD 475 faces in 2014.

The Daily Union: What is the most significant goal USD 475 has for 2014?

Walker: The selection of a new superintendent is the most important goal facing USD 475 for the new year.

In an earlier interview Walker said he had been contemplating the decision to end a 39-year career in education for six to 12 months, and it wasn’t an easy decision to make.

He announced his deci-sion in late January.

The Kansas Association of School Boards is expected to help guide USD 475 through the process of selecting a new superintendent.

DU: What are the greatest challenges facing the school district this year?

RW: The school finance lawsuit (Gannon vs. the State of Kansas) decision and when it will be announced is the largest challenge.

It becomes a challenge because of timing and implementation.

Until a decision is reached in the case, Walker has said it will be difficult to make concrete plans in regards to anything pertaining to finance and budgeting.

“It’ll probably take some time to work through the current budget situation to resolve some issues,” Walker has said

The district will wait for the budget analysis to see what funds are coming to USD 475.

DU: What steps will the district take to address those challenges?

RW: The board and super-intendent will analyze the decision as it is provided.

If the decision favors schools, there will be imme-diate courses of action to take.

The district will need replace lost revenue due to past budget reductions, address class size and review employee compensation.

If the decision is rendered in favor of the state, the board will need to address revenue and decide on spending priorities.

The district is not sure how much Geary County could receive, but the law-suit is for more than $400 million.

Walker said districts were told not to budget based on a quick settlement.

“I’ve been told not to

expect the full amount next year,” he said earlier this year.

Walker said it’s widely known the district has lived off multimillion dollar grants during difficult finan-cial times.

“We’re able to survive off those, but a lot of those are coming to an end now,” he has said. “So any financial injection would be very wel-comed by our school dis-trict.”

DU: What issue do you feel USD 475 should begin addressing this year?

RW: Since the district has been virtually rebuilt over the past few years with the exception of the high school, it is time to develop a plan for Junction City High School.

The high school will need

an extensive look to deter-mine its needs.

Underway now is the con-struction of the new Fort Riley Middle School.

Walker has said the dis-trict received $35.2 million in 2012 from the U.S. Department of Defense to address overcrowding at the current school on post.

“My hope is to have that facility delivered to us in July,” Walker said.

The district also plans to

break ground in the spring for a new Fort Riley Elemen-tary School after receiving $16 million from the Depart-ment of Defense.

The 500-student school will help reduce overcrowd-ing and will replace the cur-rent school at 104 Morris Ave.

Previously, Walker said plans to begin construction are set for the spring, with a completion timeframe of 2015.

“If we can actually begin moving dirt by the first or second week in April, we’ll have that facility ready to

open in the fall of 2015,” Walker has said.

DU: Any additional thoughts on what the com-munity can expect from the school district leadership in 2014?

RW: The school board has been very involved in the district and that will contin-ue.

They continue to seek the best education for the stu-dents attending USD 475.

As the board and new superintendent develop plans for the district, every-one should expect continued excellence.

Superintendent search, funding concerns will keep USD 475 busyBy Gail Parsons

Chase Jordan • Daily UnionTheresa Vail speaks about bully-ing to the students of Spring Valley Elementary. Vail was named Miss Kansas recently.

Chase Jordan • The Daily Union Sen. Jerry Moran spends time with second-grader Shannon Robin-son during the “Rockin’ Readers” program.

They continue to seek the best education for the students attending USD 475. As the board and new superintendent develop plans for

the district, everyone should expect continued excellence.

Chase Jordan • The Daily UnionDuring a recent Common Core night, students from Lincoln Ele-mentary School and their parents learn about the Kansas College and career ready standards. The standards were developed to bring together a single of set of educational standards in English, language arts, math, and science.

8

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Chapman Unified School District No. 473Chapman, KS

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The mission of USD 473 is to provide a positive and equitable learning environment in which students

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The mission of USD 473 is to provide a positive and equitable learningenvironment in which students will be empowered to learn skills

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Schools: ♣ Blue Ridge Elementary (K-5) ♣ Enterprise Elementary (K-5) ♣ Rural Center Elementary (K-4) ♣ Chapman Elementary (K-5) ♣ Chapman Middle School (6-8) ♣ Chapman High School (9-12)



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christmAs sEAson kick-oFF - Friday after ThanksgivingholiDAy homEs tour - www.cityofchapman.org

FolloW us on FAcEbook, “likE” us At WWW.cityoFchAPmAn.orG

301 E. Third St.P.O. Box 489

Champan, KS 67431Phone: 785-922-6505

Fax: 785-922-6204Email: [email protected]

alida pearl

Coop

apINTO THE FUTURE

Web Address: www.alidapearl.com

Stalder auto SupplyCarquest auto parts stores

You’ll find it at carquestNeighborhood locatioNs

• Domestic & import• Daily Availability of over 130,000 Part & Accessories

carquest Coast-to-Coast Guaranteewww.Carquest.com

202 E. 4th • 785-922-6800 • Chapman

Visithapman

KansasC

Documents

The Daily Union - Outlook 2014: The Possibilities