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Passing the torch at the Dundee Dell

August 29, 2016 Leave a comment

I have always been partial to the fish and chips served up at the Dundee Dell. The old line Omaha pub has a loyal following for its grub and spirits and for its ultra casual vibe. There’s something traditional and classic about the way it looks and feels and does things. So when I got the assignment from Food & Spirits Magazine (http://fsmomaha.com/) to do this piece on the recent ownership change at the Dell I was more than happy to accept because I was curious to meet the man who’s headed the place for the last three decades, Pat Goebel, as well as the man he’s passed the torch to, Greg Lindberg. Both gentlemen have years of experience in the food business. Goebel inherited a legacy in the Dell. Lindberg made his name and success as the entrepeneur who brought fresh seafood to Omaha to a whole new level through his Absolutely Fresh Seafood markest and Bailey’s and Shucks restaurants. Selling the Dell to someone as experienced as Lindberg eases Goebel’s mind that he’s leaving it in good hands and Lindberg is respectful enough of what Goebel created there that he’s asked Goebel to help smooth the transition. Goebel’s pleased to do just that. It’s been a spell since I’ve dined and hung out at the Dell and after meeting the men and learning how passionate they are about the place what it means to them I’m eager to renew my own relationship with it. You can bet I’ll order the fish and chips and even though I really don’t imbibe I may break down  just to sample one of those aged Scotches the joint takes pride in. Oh, and on some other visit I have to try the hot pastrami sandwich that both Goebel and Lindberg recommended.

 

The fish and chips at Dundee Dell are crisp and delicious.

 

Passing the torch at the Dundee Dell

©by Leo Adam Biga

Appearing in the August 2016 issue of Food & Spirits Magazine (http://fsmomaha.com/)

 

In the wake of Piccolo’s closing, leaving Omaha one less signature Italian steakhouse, the Bohemian Cafe announced it would serve its last Czech specialties in September. So when rumors surfaced Pat Goebel was selling the city’s oldest pub, the Dundee Dell, local diners and imbibers alike quaked at the thought of some dillitante swooping in and ruining a good thing.

Fears were allayed when news got out the Dell was purchased by veteran Omaha restauranteur and wholesale food maven Greg Lindberg. The midtown landmark has joined his Absolutely Fresh Seafood, Shucks Fish House and Oyster Bar and Baileys family of businesses.

Since taking over last spring, with Goebel staying on to ease the transition at Lindberg’s request, the new owner’s made it known to devotees the magic that makes the Dell won’t change.

Lindberg, who often bent an elbow at its old 50th and Dodge location and followed it to its current 50th and Underwood site, appreciates what he’s inherited when he calls the homey  establishment an “icon and institution.”

“The pressure I feel is to not screw it up, because it is the Dundee Dell,” Lindberg said. “My witnesses or judges are the loyal customers and employees.”

He said being the steward of a legacy that goes back to 1934, when it started as a Jewish delicatessen, then went through a steakhouse phase, before tuning pub, is a “labor of love.” He’s also quick to add, “I believe I can make money with this. I think I can make it a good business and a fun place for me to be. I’m doing this because I want to do this.” There’s also a deeper reason that motivated him to buy the Dell – he didn’t want to see it shuttered the way so many historic restaurants have and chance a franchise opening in its place.

“I believe in small business,” he said. That belief goes back to his father who championed buying on main street as publisher of newspapers in Sergeant and West Point, Nebraska.

By the time Lindberg operated his own ventures, he saw too many mom-and-pops go under.

“I was selling fish to all these restaurants owned by hard working people trying to feed their families. The chains kept moving in and kicking these people out. That sucked, that is not the way I want my town to be, so I fight back.”

 

Photo of Greg Lindberg

Greg Lindberg

 

Lindberg admires that Goebel enjoyed a long run (he bought it in 1989) and “kept the vibe, the spirit” while giving it “a breath of fresh air” upon moving to its new digs in 2000. Lindberg’s added new systems, fresh carpeting and other overdue updates to provide “new energy” and “get it shiny,” but he’s kept most everything else the same. That includes the famous fish and chips and the hot pastrami sandwich. Holdover executive chef Mary Tomes is introducing new seafood and traditional English pub items. The Dell’s epic collection of Scotch varietals is being curated to further brand the Dell as a niche neighborhood joint where you can get certain scotches you can’t anywhere else.

Lindberg said his familiarity with Scotch was limited to drinking it, but he’s learning from Goebel, a bonafide connoisseur. Goebel’s vast store of spirits knowledge is not the only reason Lindberg asked he remain in-house awhile.

“A lot of the Dell is between his ears, quite frankly. Plus, he’s the face of the Dell.”

Lindberg’s getting ample face time with Dundee regulars. “Whatever the politically correct term is for people with money and education, well, they’re here,” he said, “and that’s cool, I like it.” The Dell can appeal to an upscale clientele looking for a relaxed setting, but looking at Dundee’s mostly gourmet eateries, it fills the inexpensive pub niche otherwise missing.

He’s learned things since starting his first business in 1979.

“A lot of times in my life it’s been knowing what not to do. I have ideas from here to the Interstate. single-spaced. I’m a list guy.

I’ve kept my last two phones and computers because they have so many lists and they don’t talk to each other. There’s some good ideas in there, but you can’t do everything.”

Many eateries go awry, he said, by “trying to be all things to all people – too many things on the menu.” “Ideally,” he said, “I’d shave off a third of any menu.”

He believes the front and back of the house are only as good as the people working them. He was impressed enough by Goebel’s tight-knit corps that he’s kept the entire staff intact.

“We haven’t gotten rid of anybody.”

“I could not be more pleased,” Goebel said. “It really is family.

So many of our staff have been here 10 years-plus. We take care of our people, we support each other. If somebody’s having a rough spot, we gather around and help them through it. If there’s a wedding or a new baby’s born, we all celebrate.”

Lindberg isn’t messing with a good thing. “Everybody talks about their place is family,” he said. “This is the real deal. There’s a lot of amazing stories about what Pat’s done for these people. If you’ve got good people, you can do anything, – I believe that in my soul. I’ve done my best to surround myself with talented, hard working people. I actually like ’em and they tend to like me.” Yes, running a business comes with hassles, but “good people take most of those away from you,” he said.

Goebel feels he’s leaving his people and place in good hands.

“Greg and I really see eye-to-eye on things. I wanted to find       somebody who’s vested in the legacy, in the tradition, in the Dundee Dell, and wanted to maintain that going forward, and I found that in Greg. I wouldn’t have done it any other way. I’m very invested emotionally here. I will always be. But it’s time for me to pass the torch.

“This thing needs to be respected and honored and cherished. It’s not just another part of a large operation. I mean, do we really need another Applebees? Does it make Omaha better? The Dundee Dell does make Omaha better.”

 

 

 

Lindberg said the timing was right. The Dell took a hit from extended street construction a few years ago that made accessing it a pain. Business further  lagged this last year. When he heard Goebel was seeking a buyer, he contacted him to discuss terms and discovered the depths of the struggles.

“It got rough. It was spiraling down. Staff were a little beat down over lack of money to fix things. The way I saw it,” Lindberg said, “if I didn’t do it, this thing was going to fall. It was close.”

Besides not wanting the Dell be another Omaha eatery casualty, taking on a new challenge is just what he needed.

“I’ve just been having a good time with Shucks and Bailey’s and Absolutely Fresh for decades. It wasn’t always fun, but it has been for quite some time. This has reenergized me. I don’t have to work, but I like it. I’m 61-years old, I’ve been doing this for 37 years. I’ve been saving money – not for the first 12 or so – but I’ve been saving money ever since. I’d be fine. I could retire.

“But then what?”

Ever the entrepreneur, Lindberg needs the rush that comes with business risk and reward. Then there’s the symmetry of it.

“I bought it from Pat, who had it for 27 years. He bought it from Neil Everett, who had it for 27 years. That’s Haley’s comet weird.”

Lindberg’s not sure he’ll make it  27 years himself, which would be 2043, but he’s happy to settle for another milestone.

“It will be a hundred years old in 2034. I can make it that long.”

Visit http://www.dundeedell.com.

The Silo Crusher: Or How I Learned to Stop Worrying and Love Trev Alberts

August 27, 2016 2 comments

Full disclosure: When the University of Nebraska at Omaha unceremoniously dropped the school’s highly successful football and wrestling programs five years ago, I took out my disappointment and frustration in some posts that might have read like rants. The posts were not written as a journalist trying to be objective but as a UNO grad, former UNO sports information staffer and lifelong Omaha resident who had grown close to both programs through my work as a journalist. My posts were my personal opinion and presented as such. The only time I wrote anything about those events in my role as a journalist was in a New Horizons cover story I did on Mike Denney in the immediate aftermath of it all. My siding with Denney definitely bled over into the story and I make no apologies for that because it was a passionate and honest response to a traumatic severing. My sympathies were entirely with Denney and I let him have his say, though he was actually quite tame in his comments, even though he was deeply hurt by what happened. I do regret not getting athletic director Trev Alberts and chancellor John Christensen to comment for the story, though I think I tried. If I didn’t, well then that’s my bad. As fate would have it, I was recently assigned to do a piece on the state of UNO athletics five years after those events and this time around the assignment called for me to tell the story from UNO’s point of view, which meant interviewing Alberts and Christensen. I must say that after talking to those two men, particularly Alberts, I have a mcuh better appreciation and understanding of why the deicison to eliminate the two sports was made and just how wrenching it was for them to make. I believe the rationale they lay out today is more telling than what they communicated then, but that may be a function of my not wanting to hear what they said before. I am sharing here the new story that I did for Omaha Magazine  (http://omahamagazine.com/). It’s featured in the Sept/Oct 2016 issue.

 

TrevAlberts1

The Silo Crusher

Or How I Learned to Stop Worrying and Love Trev Alberts

August 26, 2016
©Photography by Bill Sitzmann
Illustration by Matt Wieczorek
Appearing in the Sept/Oct 2016 issue of Omaha Magazine (http://omahamagazine.com/)

The story of athletics at the University of Nebraska at Omaha has fluctuated from wild success to heartbreak (and back). All-Americans, post-season runs, and national title traditions collided with mismanagement and sparse spectator attendance.

Then a fresh Maverick joined the fray. Trev Alberts—one of the most decorated defensive players in the history of Huskers football and a former ESPN anchor—took the mantle of UNO’s athletic director in April of 2009.

Tensions bubbled behind the scenes. Chronic budget shortfalls clashed with fractious booster relations. Although new to his administrative role, Alberts knew enough about balance sheets and group dynamics to recognize systemic disarray and dysfunction. “We were in trouble and we needed to find some solutions,” he says.

The current academic year marks five years since Alberts dismantled UNO’s beloved wrestling and football programs. Alberts looks back on his crucial decisions without regrets. But the “solutions” didn’t come easily. In 2011, the former football star had to cut the sport that defined his own athletic career.

He saw that the financial equation for UNO’s splintered athletic programs no longer worked. A struggling Division I hockey program could not prop up the remaining Division II programs. Even with a hefty university subsidy, low athletic revenue painted a bleak picture amidst rising costs.

UNO’s bold response was to transition its entire athletic program to Division I by joining the Summit League in 2011. Because the conference does not accommodate wrestling or football, those two sports had to go.

News broke with awkward timing. Maverick wrestlers had just clinched the Division II national championship for the third straight year. A few hours after their victory, UNO Athletics began reaching out to notify celebratory wrestling coaches of the grim news.

Public rancor ensued. Coaches and student-athletes of the winning programs were left adrift. History, however, has proven the difficult decisions were healthy for the university and its athletics department.

Alberts found a key ally in chancellor John Christensen. The man who had initially recruited Alberts promoted him to vice chancellor in 2014, thus giving athletics a seat at UNO’s executive leadership table. “There needs to be absolute integration and now we have internal partnership, collaboration,” says Christensen.

Five years have passed. Athletics programs are stable. Sport teams no longer operate in silos. Alberts dismantled the barriers to build a strong overall athletic department: “When I got here, it appeared we had 16 different athletic departments,” he says. “There was no leadership. We hated campus. The mindset was the university leadership were out to get us, didn’t support us, didn’t understand us. The athletic department would blame the university; the university would blame the athletic department. 

“Strategically, my job was to get on the same page as part of the university team. I asked John Christensen to define his goals. He said community engagement, academic excellence, and (being) student-centered. I had to explain to staff everything we do is going to try to help the university advance its goals and every decision we make, if it isn’t student-centered and doesn’t support academic excellence and community engagement, we’re going to ask ourselves why are we doing that.”

Since then, the athletic department has made major strides. The hockey team made the 2015 Frozen Four, men’s basketball contended for the 2016 Summit title and saw a 65 percent attendance increase, and other sports have similarly fared well. With added academic support, the cumulative student-athlete grade point average of 3.4 is among the nation’s highest.

Alberts says that cutting the beloved football and wrestling programs meant “a really trying time, but galvanized the department and the university.” He continues,“We came together as a university. This was an institutional decision. It wasn’t John and I in a corner room deciding. We had a lot of people involved.”

Even with unanimous University Board of Regents approval for the athletic department shake-up, emotions ran high among constituents opposed to the cuts. Despite pleas to save wrestling and football, Alberts says, “The data was going to drive the decision-making. We weren’t going to manage the outcome of a good process. We moved to Division I because the market had an expectation about what the experience would be like, and we weren’t able to meet that expectation.” Maintaining the programs, especially football, would have required larger expenditures at the next level and exacerbated the fiscal mess.

Everything was on the table during deliberations: “We looked at trying to stay at Division II and regaining profitability in hockey, we looked at Division III, we looked at having no athletics, and then we looked at Division I. The conclusion was Division I would bring us an opportunity to get at more self-generated revenue through NCAA distributions.”

It was all about athletics better reflecting the “premiere urban metropolitan university” that Christensen says defines UNO. As the strategic repositioning set in, academics flourished, new facilities abounded, and enrollment climbed. Christensen says going to D-I was “a value-add” proposition.

“We looked at our peer doctorate-granting institutions and they were all Division I,” Alberts says. “The real value an athletics department has to a campus is essentially a brand investment. You have alumni come back, you have student engagement. That’s really the role you play. We are the front porch of the university.”

What followed was the rebranding of UNO to associate more with Omaha and embrace what Alberts and Christensen call “the Maverick family.” The rebrand is encapsulated in the construction of Baxter Arena, a D-I sporting facility adjacent to UNO’s midtown campus that also provides a venue for community events.

The past five years were not without tumult. Some longtime donors withdrew financial support in response to UNO cutting wrestling and football. Businessman David Sokol reportedly cut part of his pledged donation in reaction. But donors have since returned in droves.

Van Deeb, another longtime booster and a former UNO football player, was initially an outspoken critic of UNO cutting wrestling and football. “My big disappointment was not that it did happen but the way it happened. Even being on the Maverick athletic board, we had no clue it was coming,” says the Omaha-based entrepreneur.

“But that’s in the past,” says Deeb. “I couldn’t be prouder of where UNO is headed as an athletic department and as a university. I’m 100 percent behind the progressive leadership of Trev Alberts and John Christensen. They’re all about the student-athlete and the future.”

Alberts realizes that some hard feelings linger. “We have people who I don’t think will ever be a part of what we’re doing, and I understand that,” he says.

Regardless, there was enough community buy-in that private donations reached new heights ($45 million) and helped build the showplace Baxter Arena. Alberts cites the construction of Baxter Arena as a tangible result of the move to Division I.

Deeb says Baxter Arena has propelled UNO to another level. “When you’re around campus or at a UNO event there’s a level of excitement I can’t describe,” he says. “It’s a great time to be a Maverick supporter.”

The arena has proven a popular gathering spot for greater Omaha. This past spring, some 100,000 people attended high school graduations there, a realization of the chancellor and Alberts’ desire for greater community engagement.

Although few of UNO’s current students remember what campus was like before the rebrand, that doesn’t mean that Alberts or his team have forgotten. They still recognize the historic importance that the canceled sports provided to the university.

In fact, Alberts joined Van Deeb and several other community leaders on a steering committee seeking to honor one of UNO football’s greatest athletes, Marlin Briscoe. “An Evening with The Magician,” will celebrate the school’s most decorated football player, an Omaha native and civil rights trailblazer, at Baxter Arena on Thursday, Sept. 22.

As a quarterback at UNO (then called Omaha University), the Omaha South High School grad set 22 school records (including 5,114 passing yards and 53 touchdowns during his collegiate career). Briscoe became the first African-American starting quarterback in the NFL during his 1968 season with the Denver Broncos. He played for several franchises during a nine-year NFL career, spending the majority of time in the league as a wide receiver with the Buffalo Bills. He won two Super Bowls with the Miami Dolphins.   

On Friday, Sept. 23, UNO will unveil a life-size statue of Briscoe on campus. Alberts says he envisions that the sculpture might be added to “a champions plaza” whenever the south athletics complex gets built-out. “This is not necessarily a UNO thing; it’s an Omaha thing,” Alberts says. “Marlin is a great person with a great story, and it’s been an honor to get to know him.”

Under Alberts’ leadership, the university does not seek to diminish the importance of those former storied programs. But he has to keep an eye toward the future. “I’m absolutely bullish on where we are today and where we can go,” says the optimistic Alberts. “We’re only scratching the surface. We are an absolute diamond in the rough.”

Visit baxterarena.com for more information.

TrevAlberts1

 

Room with a view: Omaha Design Center

August 2, 2016 Leave a comment

The Omaha Design Center is THE swank new spot to hold events in town. It’s owned and operated by the people behind Omaha Fashion Week and they’ve crafted a flex space that hosts a diverse slate of events. Read my story about the Omaha Design Center and the entrepreneurs who make it happen in the Fall issue of Metro Magazine (http://www.spiritofomaha.com/Metro-Magazine/The-Magazine/).

 

 

Room with a view: Omaha Design Center

Creative space is new home for Omaha Fashion Week and more 

©by Leo Adam Biga

Appearing in Fall 2016 issue of Metro Magazine (http://www.spiritofomaha.com/Metro-Magazine/The-Magazine/)

 

If Nick and Brook Hudson appear calmer at Omaha Fashion Week (OFW) this fall, it’s because they’ve found a permanent home for this once gypsy event at their recently opened Omaha Design Center (ODC).

Upon founding Fashion Week in 2008, the Hudsons were its sole proprietors and producers until bringing in Greg and Molly Cutchall as partners. Now the two entrepreneurial couples have joined forces as owners of Omaha’s newest event facility. Located in the former TipTop Ballroom at 1502 Cuming Street, ODC opened in March with the Spring OFW show. Omaha native Kate Walz, an OFW veteran and star Parsons School of Design student, was the first designer to show there. The space has earned raves from the fashion community from clients who’ve held weddings, parties, receptions and charity events there.

“People are just amazed at how beautiful and open the space is,” Brook Hudson says. “It’s impressive.”

“We’ve gotten lots of good responses,” Greg Cutchall confirms.

Nick Hudson says Fashion Week regulars and newcomers “loved it,” adding, “Our attendance was up 15 percent. People really like the energy of the space.” Its size and flexibility allows OFW to do more shows, including a new Kids Rule Fashion Show.

A 31,000 square foot flex space that is Fashion Week’s own rather than leased and that seamlessly accommodates diverse, design-oriented events is what drew the partners to purchase and refurbish the facility.

Supply and demand meet vision

The deal made sense for Fashion Week and for the catering operations the Cutchalls have. The couples met when Greg’s catering division started doing food and beverage service for Fashion Week VIP tents. They saw a shared opportunity for a year-round event space. The Cutchalls purchased the building last December and financed the remodel work. The Hudsons became co-owners in a stock swap.

“Nick and Brook are the marketing force behind the business. They’re great at creating and branding events of all kinds. My wife and I and our office team are more the business and operations side,” Greg says.

The architectural firm Alley Poyner Macchietto, who offices next door at the TipTop Building, did the redesign. The firm’s Laura Alley, a business development and community relations administrator, first recommended the site to the Hudsons.

“When Alley Poyner Macchietto Architecture moved into this building and this neighborhood, we saw the potential for what it could be and we began looking for others who loved design in all its various forms. First we filled our space, then the Co-Lab next door. Then we started thinking of the ballroom. Ryan Ellis with PJ Morgan Real Estate suggested Nick and Brook might be looking for space. They were exactly the kind of passionate, design-minded, creative people we hoped to connect with.

“The space had all the right parts to fit their needs, and our design team – led by Michael Alley and Katrina Stoffel – was able to help them envision how the space could look. We are beyond thrilled to have the Omaha Design Center as our neighbor. It serves as a catalyst for some of our city’s most creative and passionate minds.”

Eight weeks of demo and construction produced an as-new, ready-to-use event space  “That’s kind of how it all came together. It was a big undertaking,” Greg says.

Makeover transforms facility

The facility’s once dull, generic banquet interior has been been remade as a chic, industrial warehouse-meets-party room. Extraneous walls and a drop ceiling were removed to open up the space, whose main ballroom has a high exposed ceiling. Polished concrete floors accent towering glass chandeliers suspended by chains from the metal beam-works. There’s also a smaller adjacent ballroom. An L-shaped granite-topped, mirror-backed bar is built into the lobby. A portion of the lobby serves as an art gallery. Another section supports pop-up vendor wares. Satellite bars can be easily set-up throughout the facility. Vintage furnishings round out the hybrid retro-contemporary feel.

Movable panels covered by sheer curtains can turn the space intimate or expansive. The panels are backlit with colored LED lights that can be programmed to create any mood or atmosphere – from casual to formal, from fun to romantic, from bridal or ball to rave.

“The lighting is immersive – it’s all around you,” Brook says. “It feels like you’re not just looking at the stage but you are a part of it. It’s really interesting.”

The remodel added state of the art lighting and sound systems. Backstage are ample amenities to support events and crowds from 200 to 2,000. There are dedicated bridal and grooms suites that double as green rooms or dressing rooms. two commercial kitchens, storage bays, a loading dock. Offices and meeting rooms are planned.

“We finally have everything we need in one spot,” Brook says, adding  that OFW no longer has to bring in things like portable restrooms or to rent off-site storage units.

The whole works remedies issues the Hudsons contended with during OFW’s first eight years, when the event got staged at various indoor and outdoor sites, most recently under a football field-sized tent in the Capitol District downtown. Certain risks and limitations come with leasing spaces others control. And where the outdoors in Nebraska is concerned, weather plays a factor.

 

metroMAGAZINE’s mQUARTERLY Fall (AUG/SEPT/OCT) 2016 Issue
ISSUU.COM

 

Finding home

Nick says, “Everything possibly that could go wrong at those events would go wrong. The building helps make Fashion Week more stable.”

Before, Brook says, “when things came up, such as inclement weather or equipment failures, we were hostage to the site. Here, we know what to expect. It’s predictable. We know it’s going to be air conditioned and heated, it’s not going to get flooded. It’s a home.”

Participants finally have a venue to display their skills to full effect.

“There’s a lot of different people involved and it’s really important they have a good platform to showcase what they’re doing for their experience and their work,” Nick says. “It’s a very growing and building experience for designers and models, for hair and makeup people, for the photographers, musicians and artists. It is too for the people planning and producing the event. Brook has a whole program of young volunteers and interns who make it their career. This new space means they can have a better experience.”

Brook says, “It’s a place where they can come and be their best.”

“The reason Fashion Week became successful was the basic concept we’re giving a professional platform for all these different creative young people who wouldn’t normally have that opportunity for free,” Nick says. “Now we can do it even more professionally. That is a huge breakthrough for us. The reason we kept moving is we could never find a space quite right in terms of infrastructure. The ceilings were too low, the space backstage was too cramped,”

Brook says, “It took a lot of energy just to compensate for all that and to reinvent the wheel every season and now we know what the wheel is. Now we can focus on just continuing to improve the productions and the creativity and the entertainment value. It opens up so much more time and energy to focus on things we’ve never been able to do before because we were busy getting water and air conditioning.”

Fashion Week audiences can expect ever more theatrical shows to go along with full, well-outfitted guest services at OFW events.

Nick says not only do participants have a better experience, the audience does, too. That’s important to an event that’s been so embraced. “Lots of people have really supported this event over the years, they’ve helped it grow, in some cases they’ve helped support some of the creatives, and because the creatives can focus more on being creative the audience is going to benefit from that as well and have a great evening, so it’s a really big step up for our community.”

Staging events in this flex space affords unlimited possibilities.

“When we have Fashion Week we design it how we want it to look and in a lot of spaces that’s harder to do – you have to take it how it is.

Here, it’s very easy to adapt it individually to what you’re looking to create,” Nick says. “It’s very creative inspiring. You come in here and personalize it to your tastes. There’s lots of things you can do.”

Brook says, “It’s a blank canvas and a playground. It can be used for many different events, in many different ways. It imposes few restrictions. Every time you walk in we have totally different events with totally different setups. It’s always something different. It’s really great.”

Design central

The owners saw that a single venue that could provide the right fit for many kinds of events is in short supply in Omaha.

“There’s a void in the market for facilities that can accommodate       mid-range sized events,” Greg Cutchall says.

“We realized if we needed something like this for Fashion Week there were all these other people who needed something like this for their nonprofit or their family or their business,” Nick says  “We called it the Design Center to reflect the designing of individual events here but also because we encourage design. Besides Fashion Week we do design-oriented things here, which is exciting, and were trying to help the fashion eco system, which this is now a big part of. The fact that it’s in the heart of this North Downtown neighborhood that could be Omaha’s design district is even more exciting.”

Creatives abound in the area. As a creative hub and staging ground,

Omaha Design Center aligns well with creative community neighbors Co-Lab, Alley Poyner Macchietto, the Mastercraft, the Hot Shops Art Center, Slowdown, Film Streams and the coming Kiewit University.

The Center is also within walking distance of several hotels and a short drive from the airport and the Old Market. The site’s already seen a broad menu of events, including a Terence Crawford victory celebration, the Berkshire Hathaway MoneyBall, a fight card and a comedy troupe. It is hosting College World Series events, a Halloween bash and a New Year’s Eve party. Everyone from models to boxers to aerialists to fire dancers to musicians have performed there. Weddings will always be, as Cutchall says, “our bread and butter.”

“We thought there would be demand for something like this and there has been,” Brook Hudson says. “We started promoting it in December and I don’t think this space has been empty since April.”

Nick Hudson says, “We’re now facilitating events for these other communities here in town. It’s exciting having these different communities and organizations coming in and doing events here. It’s all about creating community and the community building you get through events. We’re big fans of diversity. It’s always been very important to us having a really diverse crowd of people doing different things and we’re getting that same thing here. Now we just want more people to be aware there is this new space available to come celebrate through events.”

Brook says, “Yeah, we want people to come make some memories.”

“Bookings are going stronger than we anticipated our first year,” Greg Cutchall notes. ‘We’ve been very pleased and we think it will continue to grow as more people learn about the facility and see what we have to offer.”

After all the moving around OFW did, Brook Hudson is just glad to have a place she and others can count on.

“It’s good to be home,” she says. “My team is excited about that as well. All of our interviews, meetings and programming happen here now. And we get to share this great space with other communities.”

Fall Omaha Fashion Week unfurls there August 22-27.

Visit http://www.omahadesigncenter.com.

It was a different breed then: Omaha Stockyards remembered

June 24, 2016 3 comments

I have been meaning to post this story for some time and only now got around to it. It’s a Reader (www.thereader.com) cover story from 1999 that takes a look back at the Omaha Stockyards only months before the whole works closed and was razed. Its demise, after years of decline following decades of booming business, ended a big brawny empire that at its peak was a major economic engine and a dominant part of the South Omaha landscape. I interviewed several men and one woman whose lives were bound up in the place and they paint a picture of a city within a city about which they felt great pride and nostalgia. The Stockyards was its own culture. These stockmen and this stockwoman were sad seeing it all go away, as if it was never there. Around that same time, I wrote a second depth story about the Stockyards for the New Horizons that gave even more of a feel for the scale of operation it once maintained. Here is a link to that story–

From the Archives: An Ode to the Omaha Stockyards

 

 

 

 

It was a different breed then: Omaha Stockyards remembered

©by Leo Adam Biga

Originally appeared in The Reader (www.thereader.com)

 

Unfolding a stone’s thrown away from a South Omaha strip mall is a scene straight out of the Old West. A sturdy codger called B.J. drives a dozen burnt orange cows through a mosaic of wooden pens and metal gates. As he flogs the recalcitrant beasts with a whip, his sing-song voice calls to them in a lingo only wranglers know.

“Hey, hey, hey, hey, hey…yeh, yeh, yeh…Whoa! Get up there. Whoa! Yeh, yeh, yeh…Go, get up there. High, high, high, high. Whoa. Gip, gip, gip, gip…High, high, high, high…Yeh, yeh, yeh, yeh…C’mon, babies. C’mon, sweethearts. C’mon, darlings. Get up there.”

Welcome to the Omaha Stockyards, a once immense marketplace and meatpacking center which, owing to changing marketing trends and public attitudes, has gone to rack and ruin. Since 1997, when Mayor Hal Daub announced a city-led plan to buy the site, raze nearly the entire complex and redevelop it, the Omaha Livestock Market, which operates the yards, has been marking time. In March, market staff and traders vacated offices in the Livestock Exchange Building and have since taken up makeshift quarters in a nearby cinder-block structure. The yards are expected to close early this fall, possibly by October, and the market will move from the site it has operated at for 116 years and re-open in Red Oak, Iowa. Just as the Stockyards will soon disappear, its halcyon days are now distant memories.

But for survivors of those times, like Bernie J. McCoy, the past is very much alive. As painful as the impending end is for them, they revel in the spirit of the people who worked there and their special way of doing business. To the hard physical labor performed, the injuries incurred, the grueling dawn to dusk schedule and harsh elements endured.

“You had to want to be here and work those long hours. It was a different breed then,” McCoy says.

Yes, the fat times are long gone, never to return, but their legacy lives on in the work McCoy and others still do there. They retrace the very paths taken by countless others before them, forging a direct link to the area’s frontier past. In the yards’ cavernous, skeleton-like environs, McCoy’s voice blends with the sound of bawling calves, squealing hogs and creaking gates to resonate like the mourning, wailing echo of restless souls from long ago. Requiem for the Stockyards.

 

 

Recently, McCoy and some fellow Stockyards veterans recounted for The Reader the good old days at this soon to be vanished landmark. Their memories unveil a rich, vibrant, muscular chapter of Omaha’s working life well worth preseving. Their words celebrate an enterprise that dominated the landscape and shaped the city unlike no other. Where the once overbrimming yards pulsed with the lifeblood of Omaha’s economy, it is now a relic condemned to the scrap heap – a decript place largely given over to pigeons and rats. Blocks of abandoned, weed-strewn pens stand empty. Crumbling, sagging buildings blight the landscape. Where it took hundreds of men many hours to drive, feed, water, sort, weigh, trade and load livestock daily, now all activity unfolds in an hour or two amid a dozen pens holding perhaps a hundred cattle, a few hands putting them through their paces.

The traffic whooshing past on L Street overhead is a metaphor for how this forsaken former juggernaut has been passed by in the wake of progress, leaving it an anachronism in a city grown intolerant. Yet, it lingers still – a ghostly visage of another era.

By the close of 1999 only tracts of of dilapidated pens and barren livestock barns will remain. Soon even these meager traces will vanish when the city levels the whole works in a year or two. leaving only the looming presence of the massive Exchange Building  – for decades the focal point and symbol of the sprawling , booming market. Even its future is not secure, hinging on if if developers find  financing for its pricey renovation.

 

Exterior view of unloading docks at stockyards

 

We helped build this city

Today, from atop the weather-beaten wooden high walk spanning the grounds, it’s hard imagining when the yards teemed with enough acitivty to make it the largest livestock market/meatpacking center in the nation. Oh, animals still arrive at market every week but comprise only a trickle of the mighty stream that once flowed around the clock.

Unless you’re pushing middle age, you never saw the Stockyards at its peak. When tens of thousands of cattle, hogs and sheep arrived daily by rail and truck. Millions of animals a year. All transactions, each worth many thousands of dollars, were consummated by word of mouth alone. Trading generated millions of dollars a day, perhaps billions over time.

Livestock were sold primarily to the big four packing plants and the many smaller independent plants then dotting the yards’ perimeter. Stock were also shipped to other parts of the country, even overseas. The place was once so big, its impact so vast, that the Omaha market helped set the prices for the industry nationwide and ran its own radio station and newspaper. As a center of commerce, the Stockyards ruled. At their peak, the packing plants employed more than 10,000 laborers. The Stockyards company itself employed hundreds, including office staff to manage the business as well as outdoor crews to handle animals, maintain pens, chutes and barns and run its own railroad line. Hundreds more did business there as livestock commission salesmen, order-buyers, inspectors, et cetera. The people converging there on any trading today ranged from frugal farmers to rough-hewn truckers to smooth-talking traders to well-heeled bankers.

Besides being THE meeting place for anyone who was anybody in the agriculture industry, the Exchange Building offered an oasis of comfort with its cafeteria, dining room, ballroom, bar, soda fountain, cigar stand and barbershop. Basement showers let you wash the stink off but somehow you always knew when a hog man was around. Nearby watering holes, eateries, stores and hotels catered to the stock trade’s every pleasure. The aroma of sweat, blood, manure, hay, grain, cologne, whiskey and tobacco created what Omaha historian Jean Dunbar calls, “The smell of money.”

“Fifty years ago the Stockyards and packing plants were the hub of Omaha, Nebraska. Nowadays, young people don’t appreciate what the Union Stockyards Company did for Omaha. We helped build this city. Everyone wanted to work here. You don’t know the pride we had. Come November, there will be nothing left to remember we were ever here or even existed. Nothing,” declares McCoy, 69, a livestock dealer who’s worked at the Omaha Stockyards for 54 years.

 

 

  • Aerial stockyards, circa 1950. Photo provided by the Douglas County Historical Society.
  • Chicken plant. Photo provided by the Douglas County Historical Society.
  • Meat inspectors. Photo provided by the Douglas County Historical Society.
  • Omaha: World’s largest livestock and meat-packing center. Photo provided by the Douglas County Historical Society.
  • Ak-Sar-Ben stockyard judging pens. Photo provided by the Douglas County Historical Society.
  • Stockyard view of the pens, circa 1927. Photo provided by the Douglas County Historical Society.
  • Trucks backed up to chutes, circa 1926. Photo provided by the Douglas County Historical Society.
  • Wentworth stockyards. Photo provided by the Douglas County Historical Society.

 

 

It was the people

From 1934 to 1969 Doris Wellman, 83, was one of the few women executives in the livestock trading business. Her ties to the place run deep. Her grandfather and father worked there, as did her late husband Ralph and his grandfather and father before him. Incidentally, she never minded the stench because she never forgot “that was my bread and butter.” Above all, the genuineness and the esprit de corps of the people there impressed her. “Every man at that Stockyards was a gentleman as far as I’m concerned. Everybody was always very cordial to you. Everybody spoke to everybody else. There was nothing phony about it. We had our own little community there. That camraderie you will never find anyplace else.”

“When someone was in the least anount of distress,” she adds, “a collection was taken up.” McCoy says, “One trip through the Exchange Building might net  10 or 15,000 dollars,” like the time enough funds were raised to stop foreclosure on Carl “Swede” Anderson’s house.

“Of course, it was the people that made the Stockyards. They took care of their own. That’s what I miss more than anything about it,” says Jim Egan, 66, whose memory of the place goes back before World War II, when as a boy he hung around his father, a livestock order-buyer. Egan later became a livestock dealer himself. “I kind of grew up there as a little kid. I looked up to the head cattle buyers for the big packers, but they were as common as could be. They didn’t look down at anybody. There was never any airs put on. Absolutely not.”

Not that there wasn’t a caste system owing to one’s position and seniority. “There was kind of a pecking order,” Egan says. The more experienced men bought and sold the prime, top-dollar beef, while the green ones learned the trade from the bottom up. Those who carried the most weight and the longest length of service, he says, earned a wider berth, a choicer selection and a primer office location. “Back in the ’50s the head cattle buyers with Armour. Swift and Wilson all wore suits and ties. They had on boots, too, in those days. If you wanted to sell one some cattle you didn’t call him by his first name – it was Mister,” says Ron Ryhisky, 63, a packer-buyer now in his 46th year at the yards. “They thought they were God,” says cattle seller Art Stolinski, who adds that cattle buyers were made even more intimidating by working on horseback.

Men only advanced after an apprenticeship learning breeds, grades, weights. “I drove cattle 10 years for Omaha Packing Co. before I got a chance to buy a few cows, Ryhisky says. Stolinski, now in his 61st year, adds, “I came to work as a yardman for my father. I was a gofer – I cleaned pens, I shook hay, I drove cattle. That’s how you came up the ladder.”

 

Omaha Stockyards

 

Doing business

Haggling in the yards got heated. Bidding became a pitched battle. Harsh words exchanged between buyers and sellers were soon forgotten though because everyone understood being an S.O.B was just part of doing business. “That was the other guy’s way of trying to beat you,” Ryhisky says. “Sure, the guys argued and everything, but as soon as the trade was done, it was done. Nobody stayed mad,” Egan notes. He adds that men cursing each other over the price of bulls played cards or shared a meal and some drinks a few hours later.

Egan found no “softies” among buyers. “The only time they’d be a soft touch is if they were really desperate for cattle.” Stolinski says some shippers made for tough customers. “Some guys were just hard to sell for. They’d go, ‘Well, that ain’t enough. Get more. Them cattle are worth more than that.’ So you didn’t sell them cattle and then risked not getting them sold for what they were bid, and getting set.”

Like any other traded commodity, livestock were subject to supply and demand dynamics. As Egan explains, “The buyer was trying to buy the cattle for as cheap as he could. The salesman was trying to get as much as he could for his customer. Both knew pretty close where those cattle were going to sell. When it got right down to the nitty-gritty, if the buyer had another load of cattle he thought he could get, then he probably had a little leverage. If he didn’t, then the man selling the cattle had the leverage. That knowledge moved around the yards fairly quick.”

One way the latest market updates and bid orders reached buyers and sellers was by runners. “The packer might decide to take off 50 cents or a dollar (per hundred pounds) and the only way to tell those buyers was to send a runner, usually some kid, who’d run around that high walk trying to get the word to the cow buyers, the heifer buyers, the steer buyers. That kid was running, too,” Stolinski says. “When you saw that kid running fast, you knew he had something to tell the packer-buyer.” Later, radio transmitters replaced runners.

Ball-busting tactics aside, the yards brooked no dirty deeds. As soon as a swindler got exposed for “welshing on a deal,” Egan says, the word spread and he was banned. “You’d never get another animal.”

“If you were a cheat,” Ryhisky adds, “you never came back in.”

Badmouthing a competitor was strictly taboo. Wellman explains, “I can remember whenever my husband Ralph hired a cattle salesman the first thing he told him was, ‘When you go to the country to solicit business, don’t knock any of your opponents. Every knock is a boost. I never want to hear you maligned another commission man on the road.’ We trained people like that and they grew up knowing that’s the way to do business.”

A sense of trust and fair play permeated the yards. It’s what allowed trading to unfold entirely by spoken word – with no written contracts. A man’s word or handshake was enough. It’s still done that way.

“The uniqueness of the way business was conducted,” distinguished the stockyards industry,” Egan says. “Everything was done by word of mouth. It was an honor system you adhered to. It’s just the way it was.”

“Integrity is a word that comes to mind. Anyone that was here any time at all had it. There was nothing signed,” Stolinski says, adding sarcastically, “Now, you go buy a necktie and you gotta make three copies.”

As Wellman put it, “Do you of another business where you can transact millions of dollars worth of business everyday without signing a paper? Where you word is your bond, and if it isn’t, you won’t last?”

According to Gene Miller, a long-time commission man, any livestock deal was the sole province of the buyer and seller. The shipper or producer who consigned his livestock for sell to a commission firm was usually present but only participated if the salesman conferred on the bid. Rare disputes were mediated before a board of livestock exchange officials. “It was up to the buyer and seller to settle. If they couldn’t settle then they went before the Livestock Exchange Board. At any rate, your word had to be all of it or otherwise you had no market.”

Consistent with its open market concept, the Stockyards brought many buyers and sellers together in one spot to arrive at the fairest market price. A single load of cattle might be shown to and bid on by any number of buyers. To prevent a free-for-all, rules governed the bidding process.

If a buyer looked at a load of cattle and made a bid that the salesman accepted, the buyer was bound to take them. However, if  the buyer left the salesman’s alley before the bid was accepted, the buyer was not obligated.  Similarly, Egan explains, “If a guy was buying, say, steers and another order-buyer or packer-buyer came along, he had to wait outside the alley until the salesman got through showing that first buyer. If the salesman got the price, he might sell a load of cattle to the first guy that looked at ’em. But that buyer wouldn’t sit on a load of cattle and let everybody in the Stockyards look at ’em because he’s got the pressure of the second buyer breathing down his neck.”

Once cattle arrived at the yards, they were usually bedded down a night before traded. The idea was to feed and water stock in order to put weight back on lost (shrinkage) during shipping. While the market didn’t open until 8 or 8:30 a.m., commission men started their workday by 4:30 or 5 in order to get the cattled consigned to them out of holding pens and driven to their firms’ alleys and pens. As the cattle were locked up, sales agents had to find a “key man” at the yards to unlock the pens. Each saleman hustled to get his cattle released ahead of the others.

Stolinski says tempers often flared over who was first in line. “If he happened to be bigger than you, you wouldn’t argue, but some of that happened, too.”

The volume of livestock being traded was so thick that men often had to wait hours in line to get their bunch released or weighed. Each time cattled were moved they were counted, a serious business too given the sheer numbers of animals and the hefty dollar values they represented. A paper trail of receipts and weigh bills followed each load.

Livestock being led to a local packinghouse were driven through an underground tunnel. To help track each load chalk marks were applied to animals. Aptly named Judas goats were used to lead the packs, mostly sheep, placidly through. Steers were run through to chase out the foot-long rats. To control fighting bulls cows were often mixed in. Even with this confluence of activity – trucks and trains arriving and departing and assorted livestock being sorted and driven through a mazework of pens – the stockmen agree there were few major screwups. “It was amazing to me that with the thousands and thousands of livestock that moved through here, we kept them straight,” says Carl Hatcher, a 44-year veteran of the yards and today manager of the Omaha Livestock Market.

“It was amazing how few miscounts we had,” Stolinski says.

More amazing still because despite the paper trail dealers kept most of the figures in their head. “When I went to work for my dad I came out with a tab and pencil and started writing stuff down, and he said, ‘Throw that away. If you have to start writing everything down, forget it. Learn to remember.’ You did,” Stolinski recalls. “You developed your memory that way. Even now, I can remember cattle I sold a couple weeks ago – what they were, what they brought, what they weighed. A lot of buyers could just look at cattle and remember, too.”

 

In this January 1942 photo, a line of cattle trucks extended 4 miles at the Omaha Stockyards. THE WORLD-HERALD

In this January 1942 photo, a line of cattle trucks extended 4 miles at the Omaha Stockyards. THE WORLD-HERALD

 

Out of harm’s way

As smoothly as it all ran, some things could still foul up the works, like one of the 11 scales breaking or an animal going down and not being able to get back up. Then there were close calls with ornery animals. Some broke containment, leaping fences and escaping into surrounding streets, where crews shooed them into the yards or cowboys roped and dragged them back. The wildest ones were shot dead. A mean animal in an alley or a pen sent men scurrying for the fences; the lucky ones clambered atop unscathed; the less fortunate ones got pinned, stomped or gored. Every man can tell you about his close calls and rough scrapes. Harold Hunter, a 78 year old cattle delaer who’s been hit by a heifer and rolled by a bull, among other things since his 1944 start, recalls, “I’d only been here two weeks when I was holding a gate while my boss was on a horse sortin’ these steers. They were probably 3 and 4 year-olds, weighing 1,250, and they moved fast. Two of ’em went by me just like that. My boss said, ‘Kid, they ain’t going to hurt you, just stop ’em.’ Well, the next one went right through the gate and broke it down. Those western range cattle had never seen a man on foot, They respected a horse, but not a man on foot.”

It paid knowing how to stay out of harm’s way. “If you had the gate,” Stolinski says, “you didn’t get behind it to hold ’em back because they’d hit that gate and you’d go with it. You always had to have that gate on the side of you, so when they hit it the gate went and you climbed up the fence…maybe.”

Hatcher, who saw plenty of busted noses and broken bones from swinging gates, says you were well advised “to have your escape route” planned. “Like when we unloaded cattle off the box cars, the way the railroad set the cars , they wouldn’t match up with the opening into the chute. Well, when you’d open a box car door and flop a board in for them to come out, you hoped you could shout and move ’em into the chute opening. But sometimes they’d get upset seeing the fences and turn the wrong way and go down the dock where you were standing. One night a fellow named Dale Castor was there with our night foreman, Orlin Emley, when some old western wild cows came out and turned down the dock, Emley already had the escape route figured. He was climbing the fence when Castor, who hadn’t figured his out, grabbed a hold of Emley and tried to crawl right up his back. Emley was shouting, ‘Get off me, find your own goddamn fence.’ That happened a lot.

“The sound of a gate slamming or people yelling can cause soome animals to run over or through everything they can fin. A wild or mean one like that won’t stop no matter how much you yell or wave a stick or whip or cane or anything else. You know which ones are comin’ out lookin’ for you. you can’t top ’em. You look for your spot on the fence and keep your distance. You gotta know what your doin’ and pay attention.”

Egan says hard to handle animals were often red-flagged on the paperwork accompanying them to give men a heads-up warning.

The risk of injury never goes away. Only two years ago Bernie McCoy had a run-in with a heifer that left him with three cracked ribs. There’s no end of hazards either. Try negotiating a narrow, icy, wind-swept high walk in winter. Or lashing a cow with a whip and a piece of leather tearing off into your face or leg. “It’s like getting shot with a pellet gun,” says Stolinski.

Bulls, because of their size and disposition, pose real trouble. As Stolinski says, “If a bull hits you, he don’t (sic) let you fall to the ground. He just keeps hittin’ you into the fence. Gettin’ kicked would hobble you most because you either got it in the knee or hip.”

But other animals could hurt you, too. Stolinski recalls a yardman named Dale Lovitt who had a leg ripped open by a boar in the hog yards and, true to the stockmen’s macho creed, got stitched and returned for a snort.

“They took him to the hospital, sewed him up, and he got back here and went rght to the bar and had a shot.”

Hatcher witnessed the grit of yardman Hubert Clatterbuck, who took a nasty spill “when the wild horse he was training reared up. causing him to lose his balance. He went right over the back of the horse and fell right on the concrete in the alley…landing on his shoulders and head. Hell, I thought sure he was dead. I called a rescue unit but, shoot, he just shook it off.”

 

 

You gotta have it in you

“The hours got terrible with the commission firms, let me tell you,” says Gene Miller. “Today, you couldn’t pay any man enough to work the way we did, and those hours, 5 a.m. to 9 p.m. The hours were too long . The work was too hard. It was seven days a week.” Yet, to a man, they say they don’t regret any of it. Not one hour or day.

And Bernie McCoy adds, “You were always moving,” whether fetching cattle from the hill (the west yards stretching clear to 36th Street) or driving them to the hole (the sloping southwestern yards). “I don’t how many miles we walked a day,” Ryhisky adds. The work went on regardless of the weather. “Sometiimes the conditions were just just rotten,” Stolinski notes. “Standing out there weighing cattle when it was rainy and sloppy like hell. The cattle snapped their hoofs in a puddle and it would splash all over you. We didn’t have rain suits in those days. You had a jacket and you just got wet. You had to keep just working. There wasn’t time to go in and change because those cattle had to be weighed in so many minutes.”

Away from the yards, commission men traveled weekends soliciting business from farmers and ranchers. It was not uncommon for a salesman to put 40,000 miles a year on his car. Since the advent of direct selling in the ’60s. packer-buyers like Ryhisky now solicit customers.

Yardmen have always had it the roughest, facing the same risks from animals and the same dismal weather conditions while building and repairing pens, throwing bales of hay, cleaning alleys and chutes, et cetera. “You gotta have it in you,” Stolinski says. Plenty haven’t. Hatcher saw many men quit after a day or two slogging through muck and shoveling manure. He says the worst jobs included clearing snow atop the auto park, aka, Hurricane Deck, in the winter and picking up animal dumps and hauling them away in the summer.

 

Stockmen's and farmers' and truckers' hotel near Union Stockyards. South Omaha, Nebraska

Stockmen’s and farmers’ and truckers’ hotel near Union Stockyards. South Omaha

 

They played hard

After a hard day’s work or big sell, men unwound bending an elbow at nearby gin joints. A few braced themselves before punching in each morning, like notable imbiber Claude Dunning, who is said to have drained a half-pint daily before the market even opened. “Some of the old guys would walk in the front of the building, make a left turn into the bar and get a drink of whiskey, then change clothes and off they’d go,” Stolinski says. “Most of the commission men had charge accounts in the bar. If you were a regular, they’d give you a second shot free.”

Fights inevitably broke out.

“They played hard,” Hatcher says, so much so the yard company cracked down. Still, there were ways, like riding in the caboose of a train shipping bulls to Chicago. Two men went along to see the bulls go watered and got tanked themselves on a case of beer. “We had fun,” Ryhisky says.

Other diversions ranged from regular craps and gin rummy games to sports betting. Once, the Stockyards took up a collection to bankroll local gin rummey king Art Jensen, a livestock trader, for a Las Vegas tournament. “They bought shares in him,” Jim Egan says. “He lost.” A good friend of Jensen’s was future Nevada gambling maven Jackie Gaughan, then a bookmaker, who allegedly used a livestock trading office as a bookie front. “You could get a lot of bets laid down there,” recounts Egan. Legend has it local stockmen sold cattle on a cash-only basis to one shady character back east who reputedly once brought a suitcase with $250,000. It’s said the fellow eventually ran afoul of the mob and was killed.

Francis “Doc” Stejskal, a former livestock commission salesman and later a packer-buyer, says people at the yards were not necessarily the raucous bunch many outsiders assumed. “I think a lot of folks thought it was rough and rowdy. That when business was over we all went down to some South Omaha cathouse. It wasn’t that way.”

Doris Wellman adds, “It was the wrong interpretation completely.” That’s not to say there weren’t establishments where women of ill repute rendered certain illicit services. “The dollies were in the Miller Hotel. The guys would take care of things there,” Harold Hunter says. “Big Irene” is said to have been a favorite among johns frequenting the whorehouses and clip joints comprising South O’s red light district.

Those who could not control their appetites were brought down. “Wine, whiskey and women ruined quite a few guys out here,” Ron Ryhisky contends. “I’d hate to have seen the casinos here back in the ’50s. We would have had a lot of broke men.” Adds Stolinski, “A lot of money was made and a lot of good men were lost to high living.”

But for most a big night on the town meant downing a few drinks and eating a hearty meal at Johnny’s Cafe, where stockmen had carte blanche. Many a farmer came to market with his family. While his stock was traded his family waited in the Exchange Building and later, fat check in hand, they went for a shopping spree. Philip’s Department Store was a favorite stop. In an industry that was a crossroads for people from nearly every strata of society – rural-urban, rich-poor – the Stockyards saw its share of memorable characters. Take Gilley Swanson, for instance. The stockmen say Swanson, a farmer, had such utter disregard for his own hygeine that he was infested with lice and slept in the yards’ hay manger. It got so bad, they say, that he was barred from the Exchange Building and people steered clear of his approach. Then there was Bernard Pauley, a mammoth shipper who overwhelmed his bib overalls and had a habit of stepping right from the feedyard into his latest Cadillac, soiling the interior. Forbidden from drinking at home by his wife, he went on benders in the big city, buying endless rounds for himself and his cronies.

Looks could be deceiving. A rancher might pass for a ripe vagrant after traveling by rail with his cattle, yet could pocket enough from one sale to pay cash for a new car and still have ample money left over. Eastern dudes passing through often didn’t know one end of a cow from the other, but knew balance sheets and some say the New York-based Kay Corp., which bought the ailing ards in 1973, simply wrote it off.

These are Stockyards people

Then, as now, money talked. For decades the Stockyards pumped the fuel powering Omaha’s economic engine. Sotuh Omaha owed its existence to the place. The Stockyards wielded power and commanded respect via the jobs it provided, the charitable works its 400 Club performed, the goodwill tours its members made and the boards its executives served on. This far-reaching impact is why stockmen feel such pride even today. “More than you’ll ever know,” says Ryhisky. As business there steadily declined the last 25 years the Stockyards saw its influence wane, operations shrink and grounds deteriorate. Now, with the City of Omaha practically running the Stockyards out of town and erasing any remnant of the past (although, as bound by law, the city is paying the relocation costs and commissioning a historic recordation of the site), it’s no wonder survivors feel forgotten and belittled.

Doris Wellman tells a story about Johnny’s Cafe founder Frank Kawa that sums up how stockmen were once regarded and would like to be remembered. “A group of us were having dinner at Johnny’s one evening years ago and the people nest to us thought we were a little too noisy, so they complained to Mr. Kawa. He told them. ‘If you don’t like it, get up and leave. These are Stockyards people. They built this place.'”

Love Donor – Larry & Amee: A Father/Daughter Love Story


Here is a story I did some time ago about a prominent father and daughter in Omaha, Larry Kavich and Amee (Kavich) Zetzman. Their family business All Makes Office Equipment is a four generation success story. Just as Larry succeeded his father, who succeeded his own father in running the business, Larry eventually passed the business onto his daughter Amee and his son Jeff. After putting it in their good hands Larry was leading a carefree life enjoying his many hobbies and pursuits when he got sick. Suffering from advanced renal failure – his kidneys failing – his only option became an organ transplant. Amee became the donor for this life saving procedure that has given him a new lease on life and brought the already close father-daughter relationship even closer together than before.

I did this story for  Metro Magazine (http://www.spiritofomaha.com/Metro-Magazine/The-Magazine/) and I am posting it here for the first time.

Read an earlier story I did about the multi-generational All Makes at–

Bedrock Values at the Core of Four-Generation All Makes Office Furniture Company

 

Love Donor– Larry & Amee: A Father/Daughter Love Story

  


Bob & Andee Hoig

Larry Kavich and his daughter Amee Zetzman have always been close. They worked together at the family’s fourth generation All Makes Office Equipment Co., where Larry headed things until turning the business over to his son Jeff and daughter Amee a few years ago.

 

All In The Family

The proud papa gave his “little girl” away in marriage. Amee and her husband Ted Zetzman have given Larry and his wife Andi two grandchildren. But the father-daughter bond went to a whole new level when Larry’s advanced renal failure necessitated a transplant earlier this year and she donated her kidney.

Thus, Kavich became one of an estimated 28,000 persons to receive an organ transplant in the U.S. annually. More than 114,000 are waiting list candidates. Amee’s one of 7,000 live donors projected to give an organ this year.The procedures took place March 19 at the Mayo Clinic in Phoenix, Arizona, near Larry’s and (wife) Andi’s snowbird residence in Scottsdale. Father and daughter went into pre-op together and separate teams performed the surgeries in adjoining operating rooms. Weeks of testing preceded the transplant to ensure the best possible match. After four hours of general surgery Larry had a new kidney and just as hoped his body accepted it without complications.

After only four days in the hospital and frequent followup visits, he’s back to the full, active lifestyle he knew before his kidneys failed.

Far from the arduous experience Zetzman says donating is assumed to be, the two-hour laparoscopic procedure left only “three little scars.” Compared to her C-sections, she says it’s “no big deal…it’s doable.”
Hours after the transplant she walked down the hall to find her father sitting up in bed. She returned to work half-days about a week later.

Kavich says “it’s a miracle” she gave him this gift and resumed her life without major interruption. Amee feels she only did what anyone would in the same situation. “If you knew you could change someone’s life and you would still be OK wouldn’t you do it?” she asks.

Still, her father expresses gratitude every week. And not just to Amee. His son Jeff Kavitch also offered to donate. (Mayo will only test one candidate at a time until a suitable match is found.) The siblings decided who would be tested first with a coin flip. Once her donor suitability was confirmed the transplant was scheduled. Amee says she and her family were “very proactive” in educating themselves and pressing for answers. “You have to be your own advocate,” she says.

“I have a fabulous support team in my family,” Larry notes. “We’re the poster family for how things should happen. We’re very fortunate to have had everything that could have gone right go right, and for that I’ll be forever grateful to Mayo and to my children and my wife.”

A Curious Journey

As Kavich readily admits, he’s an anomaly in how his transplant journey unfolded . His new kidney functioned just as it should from the moment of insertion. His creatinine level and glomerular filtration rate steadily improved to where today they’re normal, something they hadn’t been since this all started in 1981. That’s when Kavich, who’s beaten Krohn’s disease and prostate cancer, was diagnosed with a rare disorder, Wegner’s Granulomatosis, that attacks kidneys and other organs.

“I had it 31 years ago and then the disease subsided and 15 years ago it came back,” he says. “On each occasion I was put on chemotherapy and high doses of steroids. It was a very unusual circumstance because I never manifested the symptoms that my numbers would have indicated.”

No loss of appetite or energy. No curtailed activities. It left doctors scratching their heads and Kavich feeling “I’ve been blessed.” He was always told that despite how well he felt he’d one day need dialysis and a transplant. Not wanting to believe it, he says he was “living in the land of denial” in one respect but also maintaining his natural optimism in another respect.

He says Nebraska Kidney Association CEO Tim Neal connected him with people who are transplant success stories and provided “support and encouragement.” He learned healthy regimens for eating right, drinking plenty of water and exercising. His wife filtered out any negative info. He wanted to keep everything positive.

He continued feeling well and living an unrestricted life despite progressive kidney disease, but late last year he finally had to face facts. He needed a transplant and doctors said he shouldn’t hesitate if he had a living, willing donor. His children had already offered but he’d refused. Waiting for a cadaver donor could take years and his condition would require dialysis in the interim. The one thing he didn’t want was a compromised life.

No Other Options

At a doctor’s urging he and Andi visited a dialysis center, where he says, “I saw what would have been my worst fear come to pass. I completely broke down. That’s when my wife called the kids and advised them I was in trouble.” After Amee emerged as his donor she pressed for the procedure to happen as soon as possible so that her father could bypass dialysis.

“Once I got approved I was very persistent and they were totally accommodating in working with us, and my father did avoid dialysis.”

In the extensive physical-psychological vetting process to determine a live donor match she says great pains are taken to ensure donors like herself are doing it for the right reason, i.e. not getting paid. She says it’s made clear that one can opt out at any time for any reason.

Did she have any second thoughts? “I didn’t. Once I made up my mind I was, ‘Let’s get this done.’” Transplant day, she says, is a blur of feelings. “It’s an emotional situation for the family because we’re both being wheeled away to surgery at the same time. It definitely affects the whole family, in all aspects.”

Like her father she’s struck by “the miracle of it,” saying, ““It is pretty unbelievable that they can take part of my body and make it work with his. And his numbers from day one were great. Mine went back to normal quickly as my body adjusted to just having one kidney. It just all worked so fast.”

Just as her father had ample support, she counts herself lucky to have had a support network. Her husband and kids, she says, “were on board, they knew papa was having issues. I have a good circle of friends who covered all my bases, and I have a brother who covered my office base. Not everyone is in that position,” she says, adding that the National Kidney Foundation is trying to devise programs” to assist donors with things like childcare and out-of-work benefits they may need.

Enhancing Lives

The family wants the public to know what a difference organ donation can make, whether getting on the national donation registry or volunteering to be a live donor.
“Towards the end when my kidneys were definitely failing my future and my ability to live any sort of life was impaired. I would not be leading the life I’m leading had the transplant not occurred,” says Kavich. “I am the richest guy you know and it has nothing to do with money.”

He gives back today by volunteering with the Arizona Kidney Foundation. “I will go anywhere and talk to anyone about my experience,” he says.

Another way to assist the donation community is by contributing to your local kidney foundation or association to help its mission of building awareness through education, screening and referral programs-services. For details, go to http://www.kidneyne.org or call 402-932-7200.

 

Yolanda Diaz success story with Little Miss Fashion nets her new recognition


One of Omaha’s most successful fashion designers, Yolanda Diaz, has earned many accolades  for her Little Miss Fashion designs and for her entrepreneurial spirit. She was recently honored in Omaha and at the White House in Washington D.C. as Nebraska’s Small Business Person of the Year. Her story of perseverance and persistence is one we can all learn from. Her story also reminds me that the most commercially successful artists, in her case designer, are very entrepreneurial and must be in order to make a go of it. Through a lot of hard work she has mastered both the creative side of her work along with the business side. Most artists or creatives fail on the business side of things. She has been determined to not let that happen.

 

 

Yolanda Diaz

 

Yolanda Diaz success story with Little Miss Fashion nets her new recognition

©by Leo Adam Biga

Originally appeared in El Perico

 

Yolanda Diaz dreamed of being a fashion designer growing up in Monterey, Mexico. Living in poverty far from any fashion capitals, it seemed an unrealistic aspiration to some. Not to her. She actually realized her dream in Mexico and then did so all over again in America. Her clothing manufacturing company in South Omaha, Little Miss Fashion, has become such a success that she’s been named Nebraska Small Business Person of the Year.

The recognition comes from the U.S. Small Business Administration. Diaz will accept her award at May 1-2 ceremonies in Washington D.C., where she will be joined by other state winners. The 2016 National Small Business Person of the Year will be announced then.

She is also being honored May 3 at the Nebraska Small Business Person of the Year Award Luncheon and Entrepreneurial Workshops at the Salvation Army Kroc Center at 2825 Y Street. The 8:30 a.m to 12:30 p.m. event is free and open to the public. Registration is required. Call 402-221-7200 to register.

This is not the first time Diaz has been singled out for her entrepreneurial achievements. Her story has captured the imagination of business organizations and media outlets since 2011. Still, this newest recognition was not something she expected..

“Honestly, it surprised me,” she says. “However, I feel very happy. Even though my business has not grown as fast as I would like, it has grown in ways I didn’t expect. I have been working hard for years and I think the award is recognition not just for me but for all the people who work hard like I do in the community. There are a lot of people around me working hard and there are institutions and organizations helping me.

“It is an honor for me to have the opportunity to get this recognition.”

 

 

 

Cover Photo

 

 

Aretha Boex, lead center director for the Nebraska Business Development Center, nominated Diaz for all that she’s done to find success. “She is hard working to the core. Her tenacity and her drive is very contagious. When you work with someone like her you buy into their passion and their idea,.” Boex says. Boex’s admiration grew when she discovered Diaz has mentored women at the Latina Resource Center and trained correctional facility inmates to sew. “She cares and she’s really out there to make a difference.”

Diaz’s children’s collections are sold online through Zulily and Etsy and in select boutiques. The business has seen ups and downs and she’s learned many hard lessons, but through business workshops and loans she’s grown her operation to where she now employs nine people. Her husband and son also assist.

She says news of the award is encouraging her local network of English-as-second-language entrepreneurs.

“They say, ‘Well, one day I will be in the same place as you,’ and I say, ‘You can do it, you will. If you work hard you will get the recognition one day.’”

Boex says there’s plenty in Diaz’s story to inspire others. “She’s a woman who built her business from the ground up. She moved here from Mexico to pursue the American Dream. There’s a lot to take away from her experience and how hard work really pays off. She had the resilience and the courage to build this from scratch. She’s a great success story. We love working with her.”

Diaz’s road to success began in Mexico, where she learned to stitch on an antique sewing machine.

“I really loved doing it, I fell in love with fashion because it gives me everything I want. ”

 

Yolanda Diaz works on a skirt in her Little Miss Fashion shop in Omaha. (Photo by Mike Tobias, NET News; all photos by Mike Tobias, NET News, unless otherwise noted))

Marta Chavez (front) and Dolores Diarcos (back) working at Little Miss Fashion

 


Diaz holds her best-selling Little Miss Fashion design.

 


Diaz hopes to move Little Miss Fashion production into a location nine times larger in the near future.

 

Little_Miss_Fasion.jpg

(Diaz, owner of Little Miss Fashion LLC, Janell Anderson Ehrke, GROW Nebraska CEO, Laurie Magnus Warner, Central Plains Foundation Board Member)

 

 

From an early age she began making her own school apparel from old clothes and fabric scraps. Her ever-changing personal wardrobe drew much attention. Her dreams were encouraged when her talent was identified by a mentor who became her first client and referred other clients to her. Diaz even landed a contract to create school uniforms.

She steeped herself in her craft and built a successful business, learning from seamstresses and studying at design schools. Her business thrived but her then-husband didn’t support her pursuits. That proved frustrating to Diaz. who self-describes as “very independent.” After she and her family came to the States in 1996, her first marriage ended. She remarried and worked regular jobs searching for her niche here. She made pet tents before making children’s clothes. She started her company in 2003 under a different name, at first targeting the Latino market before expanding to the Anglo market. Along the way, she’s participated in the micro loan program Grameen America and taken classes at the Juan Diego Center, the Nebraska Business Development Center (NBDC) and Gallup University.

“She built her business while she had a night job, fulfilling all the orders herself, cutting and assembling by hand, which meant long hours, in addition to having a family. So she really believed in this,” says Boex.

A regular designer at Omaha Fashion Week, Diaz showed a collection that sparked interest from Zulily. The onset of online sales orders forced her to outsource production to Mexico, where family members pitched-in. Now everything’s done in-house in Omaha. An SBA microloan from the Omaha Small Business Network provided working capital to grow her business enough to meet large orders. Little Miss Fashion now averages $10,000 sales a month from online orders. Last May Diaz received a second SBA microloan through Nebraska Enterprise Fund. The loans allowed her to buy additional commercial sewing machines, purchase materials and hire more workers. She gets ongoing management consulting and export support from NBDC. Diaz recently sealed a deal to sale her clothing lines through the German e-commerce company Windelbar.de.

Every step of her journey, from improving her English to learning how to write a business plan to doing budgets to managing employees, has helped her succeed.

“I like challenges. I never say never,” she said. “A lot of work, but a lot of fun. I still learn something new every day.”

True to her entrepreneurial spirit, Diaz envisions growing into more markets, a larger production facility and her own retail shop. But for now, she’s content knowing she’s “doing what I’ve wanted to all my life – I’m following my passion.”

Follow Little Miss Fashion on Facebook or visit http://littlemissfashionusa.com/.

 

Sarpy County, Nebraska: Rewriting the playbook for economic development.

March 22, 2016 Leave a comment

The Sarpy County boom is the focus of this new piece I contributed to for B2B Omaha Magazine ((http://omahamagazine.com/category/publications/b2b-magazine/),

Once boasting only sleepy rural charms, quaint main streets and Offutt Air Force Base mystique, Sarpy County has awakened to a boom of residents, businesses and amenities. No longer a nondescript boondocks, this little county-that-could is now a magnet with on-the-map attractions. The state’s smallest county by land size claims the third largest population – 170,000, trailing only Douglas County on its northern border and Lancaster County to the west.  Sarpy’s seeing the most dramatic growth of any Nebraska county. The surge is not slowing either.Greater Metropolitan Omaha offerings are enhanced by Sarpy’s entertainment venues, shopping centers, historic sites, parks and trails, making Eastern Nebraska a tourist stop and stay-cation spot.

Sarpy County Tourism director Linda Revis isn’t surprised the area’s being discovered. “The more you have to offer, the more you have to see, the more you have to do, the better and more well known you become,” she says.  Sarpy’s five communities – Bellevue, Papillion, La Vista, Gretna and Springfield – benefit from the explosion, whether in houses built, businesses opening or tax revenues flowing into city coffers.  Revis says, “We’re in the best location. We’ve got Omaha and Lincoln as neighbors. We’re on Interstate 80 and Interstate 29. We’re an easy destination to get to. We can be the hub and they can be the spokes.”

In a if-you-build-it-they-will-come spurt, the city’s added many must-do attractions. Sumtur Amphitheater presents concerts, plays and movies. A downtown market for local artisans and boutique owners and the new Midlands Place shopping center add engaging sites to Shadow Lake Towne Center, Papio Bay Aquatic Center, Papio Fun Park and golf courses-driving ranges.  Fishing, boating, camping, hiking, biking enthusiasts flock to Walnut Creek Recreation Area. Prairie Queen Recreation Area is a popular new multi-use water-based outdoor retreat. The region’s only Triple A baseball club, the Omaha Storm Chasers, draws some 390,000 fans to Werner Park each spring-summer. The anticipated boom in housing-business development surrounding the park has not yet materialized but city-county officials expect it will soon. For history buffs, Sautter House is a 19th century farm dwelling and Portal School is a one-room schoolhouse. Papillion Days Festival is a weeklong celebration.  Belvedere Hall serves authentic Polish dinners, music and dance.

Sarpy’s dynamic rise as a place people want to invest and do business in is symbolized by the new $25 million SAC Federal Credit Union headquarters and $200 million Fidelity Investments data center. Yahoo and other name company data processing centers give Sarpy a Silicon Prairie signature. A site opening this spring west of Papillion, the VA’s 236-acre Omaha National Cemetery, is expected to draw visitors from all around.

Sarpy’s managed adding big-time features without sacrificing small town character. Balancing bucolic with bustle takes planning. Bellevue’s bursting at the seams with things to do and places to see. Old Towne features the Historic Log Cabin, Old Presbyterian Church, Fontenelle Bank and Omaha and Southern Railroad Depot. Bellevue Little Theatre has produced stage works since 1968. For natural splendor there’s 1,400-acre Fontenelle Forest. Also Gifford Farm and Bellevue Berry & Pumpkin Patch. Haworth Park has multiple recreation amenities. Hitting the links is easy with Willow Lakes and Tregaron Golf Course. Film buffs get their fix at Twin Creek Cinema. Moonstruck Meadery is a new addition to the robust artisan spirits scene. Offfutt’s value-added impact is large. “It’s amazing how many people who serve at Offutt choose to stay or come back,” Revis says. “People want to live in these great communities.”

Embassy Suites by Hilton Omaha La Vista Hotel & Conference Center is a crossroads for tourists and event attendees. Nearby attractions include Alamo Drafthouse Cinema, Lucky Bucket Brewing Company/Cut Spike Distillery, Patriarch Distillers, Nebraska Brewing Company Tap Room, La Vista Falls Golf Course, Defy Gravity trampoline park and Brentwood Square’s shops, services and eateries. Iconic outdoor outfitter Cabela’s superstore features Disney-quality dioramas, the two-story Conservation Mountain with running waterfalls and stream, trout pond and wild game displays and a 34,000-gallon, walk-through aquarium stocked with freshwater fish.

La Vista anticipates a spike once the Nebraska Multisport Complex is built on 184 acres to encompass a natatorium with Olympic regulation pools, an indoor-outdoor tennis center and soccer fields with field turf and lighting. The facilities will be available to local teams, clubs, schools and nonprofits. Hosting regional-national tournaments is possible. Projections estimate the complex generating $17.8 million in new economic impact and attracting 1.2 million visitors annually.

Gretna’s home to some of Sarpy’s biggest draws. No. 1 is Nebraska Crossing Outlets. The $112 million, 335,000-square-foot mall featuring buzz-worthy brand name stores unavailable elsewhere in the region, did $140 million in sales and 4 million shopper visits its first year of operation in 2013-14. Sales and visits trended up last year. A $15 million expansion adding more stores is to open by Christmas. Pumpkin patches are big business in ag tourism and Vala’s Pumpkin Patch has cornered the area market. The 55-acre site welcomes 200,000-plus visitors during its September-October run. A meditative getaway awaits at Holy Family Shrine atop a hill above the scenic Platte Valley. The 23-acre sanctuary features serene gardens, walking paths, visitor’s center and chapel.

Hidden treasures abound in Springfield. Indulge creative interests at Weiss Sculpture Garden and Studio and Springfield Artworks. Satisfy a sweet tooth at Springfield Drug’s vintage soda fountain. Commune with nature’s bounty at Soaring Wings Vineyard & Brewing. The great outdoors is on tap, too, at Mopac Trailhead and Nature Center. South Sarpy development is the county’s next horizon opportunity.

Tourism maven Linda Revis says the people make the difference. “You go to any of our attractions or venues and you will not find friendlier more welcoming people anywhere. We work at being welcoming and it pays off a hundred-fold.”

 

Sumtur-copy

Sarpy County, Nebraska

Rewriting the playbook for economic development.

Originally appeared in the March/April 2016 issue of B2B Omaha Magazine (http://omahamagazine.com/category/publications/b2b-magazine/)

 

 

In 1999, an online-banking company with a nonsensical name built a sprawling operation center next to the I-80 corridor on the edge of Papillion. Baffled passing commuters wondered how long a company named “PayPal” could possibly survive.

Six years later—to the delight of the region’s outdoor enthusiasts—Cabela’s opened a 128,000-square-foot sportsmen’s paradise that transformed the Cornhusker Street exit along I-80 into a bustling retail hotspot.

As the companies moved into the area, so did the employees, and the shoppers. Once boasting only sleepy rural charms, quaint main streets, and Offutt Air Force Base mystique, Nebraska’s smallest county by land mass is now also its fastest growing.

Indeed, while the rest of the state lost 3% of its population (or 55,000 people) between 2010 and 2014, Sarpy County added 13,000 people—an 8% increase.

How did it happen? Is there something to be learned by Nebraska’s other 92 counties?

Sarpy’s formula was a mix of nature and nurture: Aggressive leaders with vision and a willingness to deal. The good fortune of having open land next to a major metropolitan area and one of the nation’s major east-west corridors. Lots of nearby suburbanites with cash. Also, an educated work force within driving distance.

Baseball-Field

It was a perfect economic storm that even pulled off the outrageous and unthinkable: Dragging the Omaha Royals into the suburban Sarpy playground of the Omaha Stormchasers.

And now, in 2016, it’s all about synergy. Momentum. Winning begets more winning.

Ernie Goss, a Creighton University professor of economics, says that when county leaders are successful in building a concentration of development like the one in Sarpy County, it becomes a catalyst for more growth.

“There’s the impact of what we call clustering, Goss says.

The perpetual motion machine is paying off for the county and state. PayPal alone generated $736,930.00 in tax revenue in 2014, more than any other commercial business in the region.

Goss says the presence of PayPal and Cabela’s, among others, has undoubtedly propelled more development. After all, people want to be where the jobs and rooftops are.

There’s a lot to be said for clustering and that’s what we’re seeing out there,” he says.

Embassy Suites Conference Center in La Vista, developed in 2004, has brought in tourism dollars from conventions and weddings. Those tourism dollars also mean more people viewing the city, which builds awareness of the hotel and convention center, which, of course, increases chances that people will spread the word to other shoppers and convention organizers.

Goss says the boom will continue as long as the benefits of providing essential services—such as sewers and roads—in support of new development exceeds the marginal costs. Once those infrastructure elements are in place, he says, the marginal costs tend to decrease and that, in turn, spurs more development.

“It’s the initial development that’s very costly in providing things like fire and police services and other government services.”

Typically, he says, providing services becomes cheaper as the area grows more densely populated. That’s what’s happening in Sarpy County, where a growing resident and business tax base is helping make development cost effective.

The area also benefits from ready access to interstate highways that feed into the Omaha-Lincoln metroplex. Goss says Sarpy is situated just enough outside the urban congestion sprawl to give it a semi-country, away-from-it-all appeal while being near enough to still share in the big city orbit.

Holy-Family-Shrine

“It has a lot to do with interstate access,” he says.

And convenience.

“A lot of folks out west of Omaha find it easier driving to a conference at the Embassy Suites in La Vista than having to drive to the Embassy Suites in the Old Market,” Goss says. “That’s certainly part of it.”

All this growth, too, has come amid a national economy that has generally lagged. But, as the economy sputters, interest rates remain low. In the environment of the last decade, the cost and major development has remained lower as interest rates continue to hover around 4%.

The surge is not slowing.

La Vista anticipates yet another spike once the Nebraska Multisport Complex is built on 184 acres to encompass a natatorium with Olympic regulation pools, an indoor-outdoor tennis center, and soccer fields with field turf and lighting. The facilities will be available to local teams, clubs, schools, and nonprofits. Hosting regional-national tournaments is a massive money generator as families follow players for long weekends of play. Projections estimate the complex would generate $17.8 million in new economic impact and attracting 1.2 million visitors annually.

The win streak extended down the road to the edge of Gretna, where the massive Nebraska Crossing Outlets defied the doubters by doing $140 million in sales in its first year of operation. Within a year of its 2013 opening, the $112 million, 335,000-square-foot mall featuring buzz-worthy brand name stores was planning a major expansion. A new $15 million complex of stores is scheduled to open by Christmas.

Karen Gibler, president of the Sarpy County Chamber of Commerce, says there soon will be announcements about coming neighborhoods and businesses spurred by the new Highway 34 bridge, 84th Street developments, new I-80 exits, and planned sewer and transportation projects.

Gibler cites many reasons why investors and residents choose to work and live there:

“Quality of education and life keeps residents looking to move into our area,” she says. “This growth has opened the eyes of developers. Our leadership in the cities and county are a contributing factor. Land availability and easy access to good highways and the interstate make it easy to access from around the area.” Smart planning helps, as do plentiful jobs and affordable home prices. And people feel safe.”

That success has brought recognition. Papillion now ranks second on Money Magazine’s Best Places to Live for its high median income ($75,000), job growth (10%), thriving cultural life, and great access to the big-city amenities of Omaha.

National awards show up in national magazines and websites. People and companies looking for good homes read about this happenin’ place called Sarpy County in Nebraska.

And so, the wheels of progress keep on turning.

Once you can get it going, Goss says, “one activity draws another activity or one company draws another company.

“They have it all going in the right direction right now,” Goss says.

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