The KUPMC Blog

Comments Delivered by David Hogue, Lawrence, Kansas Police Department
At the Emerging Leaders Academy Graduation Ceremony on February 1, 2013

I’d like to say thank you to Chief Tarik Khatib and Captain Paul Fellers with the Lawrence Police Department for attending my graduation. My “thank you” isn’t just to get me brownie points with the bosses. ELA is a worthwhile experience and if any department heads, bosses, supervisors, whomever, are wondering if ELA is worth it… it is.

When Noel asked me to speak about my experience in ELA, my head was filled with numerous observations, lessons learned, and new insights. It was so hard to choose just one or two. As I thought about the knowledge I had gained from my experience, one theme began to develop. That theme for me was that no matter what you do, be intentional about it… have purpose.

Whether it was taking the StrengthsFinder or putting together a portfolio, if the exercise was to be effective, it had to be intentional. All of us had the materials to put together a portfolio but it was making an intentional effort to put all these things together that made it worthwhile. Leading from your strengths is okay, but I learned that I often lead from my strengths out of laziness. I need to be intentional about leading with my strengths and with purpose to be effective.

This past week I was on an oral board at work where employees were applying for new positions. Every applicant thought he or she was a hard worker. I think all of us think we are hard workers, but the people who stood out during the interview process were the ones who were intentional about the position for which they were applying. They didn’t take a shotgun approach hoping to get any position. They saw a position they wanted and purposely did things that made them the better applicant for the position.

We were given a lot of advice during our time in ELA. Something as simple as grow or bloom where you are planted still comes down to being intentional, being purposeful about the job you are doing. It isn’t about being content in the position and just doing it, but about doing it to the best of your ability. If we work hard at the opportunities given to us instead of focusing on not being where we think we should be, our intentional efforts will lead to other opportunities.

Our classes on ethics, values, and conflict were full of action verbs such as describe, discuss, compare, identify, address, build, develop, and bridge. Leadership is action. If you don’t act who will? We were asked to look at our 3-5 year goals and what might be the next step for us. I am still trying to get my sergeant legs underneath me and become comfortable in my new role, but I realize that if leadership is action, then I need to be intentional about what I am doing with an eye on what is next. I encourage everyone to not forget about the Professional Development Planning Worksheet that Noel gave us. One of the best ways to be intentional in our current roles is by asking questions, particularly the questions found on the worksheet.

Know your strengths and focus on optimizing them. Apply your strengths to more opportunities. Further strengthen your strengths versus shoring up weaknesses. Thank you.

The spring 2013 session of the Emerging Leaders Academy is now enrolling for classes in Lenexa, Topeka, and Wichita. Visit www.kupmc.org for information.

Comments Delivered by Rachel Gyore, University of Kansas Medical Center, Dykes Library
At the Emerging Leaders Academy Graduation Ceremony on February 1, 2013

The Emerging Leaders Academy (ELA) has been one of the most rewarding experiences of my career. So, what makes ELA stand out from the many other courses and programs we’ve all taken?

First, there were our guest speakers – they shared with us their work experiences and approaches to addressing challenges, as well as their thoughts on professional development and lifelong learning. They showed us that there is a lot of value in connecting with people outside of our organizations.

Another aspect of the program that makes it unique are the group and table discussions we had during class. We were able to offer each other support, encouragement, and different ways to think about the challenges and opportunities we face in our lives.

Overall, I think there were three main themes throughout ELA: communication, connecting with others, and knowing oneself. ELA reminded us that we are not alone in navigating workplace challenges, and that people are resources – we can each be a resource for another person by sharing our experiences and ideas.

Perhaps the most valuable lesson of all came from an article Noel asked us to read both at the beginning and end of the program. The article is titled, “Take Ownership of Your Actions by Taking Responsibility.” The essence of the article is that the change we want to see in the world begins with ourselves – our attitudes, our actions, and our willingness to be a part of something bigger than ourselves, a community. So congratulations to my classmates who are now a part of the ELA alumni community!

And in closing, on behalf of my classmates, a special thanks to Noel, our program director, our guest speakers, and most importantly our employers and supervisors for giving us this opportunity. Thank you!

The spring 2013 session of the Emerging Leaders Academy is now enrolling for classes in Lenexa, Topeka, and Wichita. Visit www.kupmc.org for information.

Comments Delivered by Terri Callahan, Program Director, Kansas Certified Public Manager(R) Program
At Graduation, On November 16, 2012

Congratulations, Class of 2012! You deserve this celebration and recognition for the time commitment and hard work you have put forth over the past year.

The Kansas CPM program started in 1993. As graduates of the CPM class of 2012, you have the honor of closing out the decade by being the 19th CPM class. So it seems fitting that as we celebrate the 20th anniversary of the Kansas CPM program next year, we take time to reflect on the history of the CPM program and the last two decades.

I would like to share the story of a public manager from the State of Georgia named Ken Henning. No, you will not see Ken Henning’s name in the history books, but Ken had an idea, a vision. He did not let boundaries or obstacles stop him from moving forward with his vision. He knew how to inspire others to join on his journey.

I love this definition of a leader by John Quincy Adams, “If your actions inspire others to dream more, do more and become more, you are a leader.”

Ken Henning was this kind of leader. As a leader he saw a need and moved forward with enlisting others to join his vision. He wanted to see a national professional certification designation for public managers similar to a CPA designation with training and education that would foster and encourage the highest possible levels of competence and ethical practice by managers in all levels of government.

He is now jokingly called the “Father of CPM.” In 1976, The Governor of Georgia, George Busbee appointed the Georgia CPM Board and the Georgia CPM program was born. In 1979, the National Certified Public Manager Consortium was established to preserve the standards for the Certified Public Manager designation with six charter states.

I share this story, because it is a story of one public manager with a vision, a vision to make a difference, and he took action and persevered through many challenges to make CPM a reality. It is amazing to me that today the CPM concept has grown to 41 CPM programs with thousands of CPM graduates across the US.

As I listened to your Capstones, it struck me that all of you as public managers, like Ken Henning and other leaders, have a vision, a new idea, a new way of doing business, and a new approach to providing services. I enjoyed hearing each of your Capstone presentations, because they reflected the purpose, passion, and perseverance each of you bring to public service and the people we serve. Thank you!

I want to close with a quote and challenge to all public managers and CPM graduates from Ken Henning (from 2003):
“That the Certified Public Manager Organization, from its inception to the present, has not only survived but has grown for three decades, is a remarkable achievement. Substantial opportunities, but also some significant challenges, lie ahead of us. If all Certified Public Managers will approach the future with determination to play an increasingly important professional role in our society and internationally, the future will be marked by a 50th anniversary of the CPM concept.”

I would like to add a twist to Ken’s challenge: What more can we accomplish together if we as public managers take on the challenges of our future with determination and dedication?

Once again, please join me in congratulating the Class of 2012!

Comments Delivered By Barney Hubert, Superintendent, Kansas Neurological Institute (KNI)
On November 16, 2012

Congratulations on your success in completing the CPM program!

I was pleased to see such a diverse group of public servants in this year’s class:

• 13 from several different county governments
• 26 from several different city governments
• 24 from several different state agencies
• 2 from state universities
• 3 from federal agencies
• 2 from private industry

There is also a great deal of diversity in the types of work you do within your organizations!

As Charles mentioned in my introduction, I participated in the CPM program in 1999. At that time a much larger percentage of the group came from State agencies. It’s wonderful to see the increasing diversity in the composition of the class.

I trust participation in the CPM program has been a great learning and networking experience for you. During the past week I asked a number of people who have graduated from the CPM program over the past 15 years to share their memories of the program. Many people mentioned the networking opportunities associated with the program, the chance to get a glimpse into the work of other governmental agencies, and specific instructors, class topics and classmates who made a positive and lasting impression on them. Others mentioned the hard work they did, their Capstone Projects and the fact that participation in the CPM program provided a start for them in their desire to work toward a Master’s of Public Administration degree. Still others talked about the fact that participation in the CPM program gave them an opportunity to share their love of the work they do with others, to gain a greater appreciation for the important purpose of their work as public servants, and to help others understand the importance of the mission of their organization.

In the 13 years since I graduated from the program it has been interesting for me watch the contributions a number of my classmates have made as they’ve continued their careers as public servants, or moved on to positions in the private sector. In years to come I’m sure you will see great things from many of your classmates too! I continue to use the core of my capstone project in my work today, and I hope many of you, and your employers, will see lasting value in the work you’ve put into your capstone projects into the next decade.

I was honored when Terri asked me to speak to you at this year’s graduation ceremony. I also found the request to be a bit daunting. Keynote speakers are supposed to inspire and motivate. As Charles mentioned when he introduced me, I’ve spent nearly my entire career in the field of intellectual and developmental disabilities. I’ve never felt I was the smartest person in the room, or the most visionary person in my field, or the best clinician, or the most inspirational person. When I reflected on what I have to offer a group like this, I realized that some of the most important things I’ve learned during my career in the disabilities field have a great deal of application to the work of all public servants:

In the field I work in, a respected researcher named Connie Lyle O’Brien found that “the most important factor influencing peoples’ satisfaction with the services they receive is the relationship they have with the people who provide direct support to them”—the people they come into contact with on a daily basis. I’ve learned how true this is in the field of disabilities. In our work at KNI, this makes it important for those of us who are managers, instructors, professionals and support staff to keep in mind that our role is to equip our frontline workers—those who have sustained daily contact with our customers (for us, the people who live at KNI)—to have the skills, resources, and understanding of our mission they need to provide high-quality services to the people we support.

In reflecting on Connie’s research findings, I realize the principle included in this quote is true for all public servants. Whether we work in law enforcement, accounting, public works, economic development, or social services, it’s important that we understand the mission our agencies are working to fulfill and our role in providing high-quality services to the end users—the primary customers–of the services provided by our organizations. A key responsibility of all of us who provide leadership within our organizations or who supervise, mentor and provide direction to other staff members is to be sure we equip those who have direct contact with our customers with the resources they need to be responsive to our customers and to provide excellent service to them.

Years ago, a coworker I admired greatly convinced me that in absolutely the most basic terms, “QUALITY IS RESPONSIVENESS.” She sold me on the idea that the more we are attentive to our customers and strive to be responsive to them, the more they will appreciate us and value and support us and the services we provide. If they see us doing our best to be responsive, and know this is our goal, they will also be more willing to forgive us when we make mistakes.

Several years ago, I met a gentleman who talked about his experience preparing to teach a college class for students who were learning to support people with disabilities. Before the class began, this person met with a friend who has a disability and asked him, “What are the most important things I need to teach people who will go into this field?” His friend told him, “Teach them to respect me for who I am, as I am, and teach them to listen to me.”

Again, I think this lesson extends beyond the context of services for people with disabilities and has tremendous application for all of us who are public servants. Whoever we come into contact with in our work, we need to “Respect people for who they are, as they are. We need to listen to people.” Given the different fields in which we work, this will be different for each one of us, but the core lesson is critically important for all of us.

A final lesson I want to share comes from an educator and author named Haim Ginott who wrote extensively about the relationships between teachers and students and between parents and children. One of his most famous quotes is titled, “I Am the Decisive Element,” and I’ve adapted it slightly for this audience:

I AM THE DECISIVE ELEMENT

I have come to the frightening conclusion that I am the decisive element.
It is my personal approach that creates the climate.
It is my daily mood that makes the weather.
I possess a tremendous power to make the lives of others miserable or joyous.
I can be a tool of torture or an instrument of inspiration.
I can humiliate or humor, hurt or heal.
In all situations, it is my response that determines whether a crisis will be escalated or de-escalated, whether those around me will be humanized or de-humanized, whether a person’s life will be interesting or boring, comfortable or miserable, productive or pointless. I am the decisive element.

All of you in the jobs you do, as well as in your personal lives, have tremendous influence over the lives of others. As you take the lessons you’ve learned in the CPM program and apply them in your work and personal lives, I hope you will look for opportunities to humor, humanize and heal those you serve, those you work alongside, those you interact with in your personal lives and those you love. I urge you to honor and support those within your organizations—those you supervise, those you work alongside, and those you serve. I urge you to accept others for who they are, as they are. I urge you to listen to those around you and to learn from them.

Thank you for giving me the honor of speaking to you today, congratulations, and best of luck in all your future endeavors!

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Speaker’s Bio: Barney Hubert began work for the State of Kansas in 1976 after earning a Bachelor’s degree in Religious Studies at the University of Kansas. After spending a year as a Correctional Officer he accepted his first position supporting people with intellectual and developmental disabilities. Over the past 34 years Barney has held a variety of positions in the disability field, starting with direct service positions and progressing into a variety of leadership roles.

He completed a Master’s degree in the School of Education at the University of Kansas in 1988 and is a 1999 graduate of the Kansas Certified Public Manager program. He has been Superintendent of the Kansas Neurological Institute, one of the two state-operated facilities in Kansas that provide support to people with intellectual and developmental disabilities, for six years.

For the past 18 years he has also been an occasional Quality Enhancement Specialist for The Council on Quality and Leadership in Supports for People with Disabilities, an international quality enhancement and accrediting organization based in Towson, Maryland. Barney serves as a volunteer guardian through the Kansas Guardianship Program and is a long-time member of the board of directors for The Arc of Douglas County, an advocacy organization for people with intellectual and developmental disabilities.

Comments Delivered By Lieutenant Tracy McCullough, Wyandotte County Sheriff’s Department
On January 20, 2012

Hello and Good Afternoon,
I would like to personally take this time to welcome you all to the 2012 KU Emerging Leaders Academy. We would like to thank our family and friends for their continued support and for their ability to bring out the best in us. We would like to thank our Supervisors for investing in us and for recognizing that we are Emerging Leaders. Noel, I would like to especially thank you for being a great instructor and for being an inspirational and motivational leader. You welcomed our ideas and our opinions. We were able to build a strong relationship with others because we all realize how important networking and communication can be.

A few weeks prior to the start of the Emerging Leaders Academy, my grandson was born. He was only two pounds and two ounces. I can’t express to you how many times one of my classmates or Noel asked me about his welfare. I immediately knew that everybody had a genuine concern for me.

We talked about our professional goals. Education is very critical to our success. Take the time to invest in your career. Seek out training opportunities. Display good work ethics and be willing to take the next step up the career ladder. In order to succeed, your desire for success should be greater than your fear of failure.

We also talked about our personal goals. I don’t believe that I have ever told anybody, with the exception of this class, that one day I would like to have a monkey as a pet. For the most part, my classmates were very receptive of this idea; well, with the exception of John and Carol.

During this class session, we took the strengths finder test. The test was able to determine what our five strengths are. My strengths are self-assurance, maximizer, learner, activator, and arranger. I use these five strengths every day at my workplace. Focus on your strengths and sharpen up on your skills. Use your strengths to motivate and influence others to be successful. A good leader can inspire, motivate, and lead. Be the multiplier in your organization.

I especially enjoyed the Mentor Shadowing Assignment. We were given the opportunity to shadow someone whom we admire. I shadowed Mr. Jeffery Fewell, the Administrator for the Wyandotte County Sheriff’s Department. I was able to have a one-on-one conversation with him. I asked him some questions about his career, his success, and about his genuine concern for his subordinates. I remember asking him, “Mr. Fewell, how did you build the morale of your troops?” He answered, “I show them that I am human and I show them that I care.” He advised me that determination is essential. Set the example and be selfless.

For all of you Newly Emerging Leaders, continue to strive for excellence and bring out the best in others.

“Outstanding leaders go out of their way to boost the self-esteem of their personnel. If people believe in themselves, it’s amazing what they can accomplish.” – Sam Walton

Success seems to be connected with action. Successful people keep moving. They make mistakes, but they don’t quit.” – Conrad Hilton, Hilton Hotels

Comments Delivered By Craig Weinaug, Douglas County Administrator
On November 18, 2011

As we approach another election cycle, I feel a mixture of excitement and dread as our attention is drawn again toward discussion of public issues. It certainly seems to me that at the state and national levels, some candidates base their entire campaigns on a baseless claim. They tell voters that government is responsible for virtually everything bad going on in the world today. Candidates for elected offices at every level compete to be perceived as the candidate who would eliminate the biggest chunks of this thing we call government.

Even in TV sitcoms and in almost all popular culture, any character part of a mayor, state legislator, or any other public job is almost always portrayed as incompetent, lazy, and/or just plain comically stupid.

Government is rarely presented in public debates or in popular culture as a positive force.

I once had a conversation with a young lady who was working toward her M.P.A. degree. She had interviewed the governor of the state where she went to undergraduate school. When he found out that she was pursuing a career in public service, he could not understand why a topflight student would seek a career in the public sector as her first choice when she could make so much more money in the private sector.

I am here to make an important point that seems to have been lost in public discourse: Government is the means that we have to collectively pay for and provide those services that we collectively need.

Government is not a boogeyman. Government is roads and bridges. Government is schools and libraries. Government is the military keeping us safe around the world, and government is public servants keeping our water and air safe at home.

The vast majority of government workers are public servants who have chosen a career in public service because they want to make better life for all of us.

Government includes our teachers who spend every day of their professional lives giving our children the opportunity to be all that they can be, regardless of the level of success of their parents.

It includes occupational rehab specialists that work with our neighbors with disabilities so they can live with dignity and be productive citizens regardless of the disabilities that they may have.

It includes law enforcement officers and fire fighters that are prepared on a moment’s notice to risk their lives so the rest of us can be safe.

It includes road engineers that devote an entire career in the continuing effort to make our roads as safe as possible and minimize the loss of life.

It includes public health officials who work to protect us all from the outbreak of diseases that would regularly threaten our communities, if it were not for their perseverance.

It includes the social workers at SRS who work to ensure that there is a safety net for the children of our citizens who have lost their jobs.

It includes the psychologists at our community mental health centers who work to meet the critical needs of our neighbors with mental health disorders. In many cases, the services of our mental health centers make the difference between a productive life and a life spent in and out of jail or worse.

It includes building inspectors who try to assure that our businesses and homes are safe and secure for us to live and work in. Government includes the emergency communication specialists that can quickly direct virtually any type of emergency personnel to meet a citizen’s need, and when needed, they can even give instructions to someone on the scene to clear the air path of a suffocating citizen.

It includes the garbage collector who picks up your trash and safely disposes of it in a sanitary landfill, and the public works employee that makes sure that when you flush your toilet that your human waste flows away from your house safely and does not flow back into our lakes and rivers until that sewage is clean and harmless.

It includes court officials who spend their entire careers balancing our constitutional safeguards against the need to incarcerate those who are a threat to our safety.

Government includes economic development specialists who work hard to make sure that our state retains and attracts jobs for all of us, including our children.

It includes the army enlistee who risks her life on the other side of the globe to keep us safe.

Government includes every member of this graduating class.

We are engaged in a great debate in this country and in this state about how much government we can “afford,” and it is an important debate. There are no easy answers.

There are always going to be people who want to distort the debate by characterizing what we do as somehow inferior or unnecessary or inefficient. Don’t let those charges go unanswered. Do your job well, do it with pride, and stand up for yourself and your colleagues.

We strive to find the balance between the services that we provide as public servants, the investments our communities need to make for the future, and the taxes it takes to support that vision without passing the bill on to the next generation.

And at every level of government, in every department or division or agency there are dedicated and determined public employees who are working every day to help our elected officials to strike the best and most appropriate balance.

Government is what we do. It is the work that you have dedicated your careers to and by earning this degree I know you are committed to doing it well.

Public service is a high calling. It is essential to who we are as Kansans and as Americans. Let’s perform that service with pride.

One perennial need in public sector organizations is training that helps staff transition from a role of technical expertise—water quality inspector or budget analyst, for example—to a role requiring managerial and supervisory skills. Our Certified Public Manager® (CPM) program is designed to address skill gaps for new and experienced managers to help make sure they have the tools to perform at the best of their game and contribute to staff engagement.

CPM is a nationally-accredited management program and certification in which participants develop and strengthen their management skills through a competency-based curriculum.

The Kansas CPM program is offered on a calendar-year schedule and uses a blended learning approach of classroom hours, online learning, and outside assignments. Along the way, participants complete a capstone project focused on an opportunity for cost savings, revenue generation, process improvement or innovation in their workplace. Over 1,200 people have completed the Kansas program since 1993.

Agamani Sen, Chief Design Engineer for Douglas County, Kans. Public Works (left), participated in CPM in 2010. Her capstone explored how to increase the number of internal design-build projects in Public Works by applying staff expertise in culvert design and installation to some of the County’s smaller bridge projects; she determined that for every bridge that is able to be completed as an internal design-build instead of by consultants and contractors, there is the potential for approximately $150,000 in savings.

Put another way, the savings from any single bridge replacement completed in-house will pay for either one additional small bridge project or two to three culvert projects. In this era of shrinking revenues, this is a profound benefit to the County.

CPM program director Terri Callahan notes that for agencies to continue finding the resources to send staff to the program in such challenging economic times, “we have to make sure the program offers real benefits to sponsoring departments whether in the form of cost savings, process improvement or innovation via the capstone or in the enhanced skills that make for more effective managers.”

For Agamani Sen and Douglas County Public Works, the benefits were real on both sides. Her capstone was a project that Agamani long suspected could generate savings for the County, and participating in CPM allowed her to carve out the time to research the details and create a plan for implementation. Meanwhile, she found the class content to be extremely useful, with topics such as emotional intelligence and project management offering valuable perspectives on different styles of management and allowing her to gain insight about her own approach.

Beyond this, she says that “meeting people from so many organizations, to get outside of my own world, was inspirational.”

“What is inspiring to me,” says Craig Weinaug (KU MPA 1976), Douglas County Administrator, “is the dedication participating staff show to staying on top of their responsibilities while making the time to get all they can out of the program.”

Craig further notes that “Agamani’s project provides very tangible evidence as to why continuing investment in the education of public employees not only benefits the individual, but also the organization. This investment becomes even more critical when revenues are shrinking, and we have to be as smart as possible in how we spend the remaining tax dollars. We send employees to the CPM program every year, and we have always been very satisfied with the results.”

The Public Management Center is now accepting registrations for the 2012 CPM program which will begin in January with locations in the Kansas City area, Topeka, and Hays.

For more information about the program, visit www.kupmc.org or contact Terri Callahan at tcallahan@ku.edu or (785) 296-2353.

As we’re all well aware, the Great Recession has greatly affected many people’s workloads.

The Lawrence Public Schools superintendent succinctly captured why in a statement about administrative cuts this week: “make no mistake, the elimination of these 11.5 positions means that all of those duties will be shared by staff members who already have full-time responsibilities.”

This affects people at all levels of the organization. Supervisors can find themselves with more staff and units reporting to them when a colleague retires and the position is not filled.

For those in these supervisory roles who never received much training in how to effectively manage people–or who received such training years ago when management models were more authoritative than is appropriate for today’s collaborative workplace–this increased responsibility can create real strains.

If this describes your situation, consider taking an active role in advocating for the training you need. Budgets are indeed tight, but the modest expenditure on training can result in huge productivity gains if the entire unit becomes more functional as a result.

And the few hundred dollars spent on a class still represents a huge savings compared with the costs of positions that have been cut.

If you’re staggering under the weight of expectations for which you don’t feel adequately prepared, be strategic: identify the problem with a solution in hand by presenting the information about the training course you need.

The Public Management Center’s The Heart of True Leadership: Supervisory Training for the Public Workforce is scheduled for next week and for September and is one route to address this gap; other organizations have options, too. Find the one you need and find a way for your organization to get you there.

Our 2010 Emerging Leaders Academy kicks off next week. We’re offering the program in two locations: Mission, Kansas starting on June 2, and in Lawrence starting on June 4. Participants meet two days per month for six months to develop skills that will enhance their abilities to be successful in the technical functions of their jobs.

The program is meant to help organizations cultivate the next generation of leaders by offering participants a chance to learn from experienced public servants. Instructors will include:

–Bernice Duletski, Deputy County Manager, Johnson County
–Gary Ortiz, Assistant County Administrator, Unified Government of Wyandotte County
–Lougene Marsh, Director, Johnson County Health Department
–Charles Jones, Director, KU Public Management Center
–Noel Rasor, Assistant Director, KU Public Management Center
–Marilu Goodyear, Chair, KU Department of Public Administration
–Terri Callahan, Program Manager, Kansas Certified Public Manager

Click here to learn more about the goals and content of our Emerging Leaders Academy. We’d love to have you join us!

Workplace productivity firm i4cp is holding a complimentary webinar on Thursday, May 6 examining the trends that will shape the workplace in 2020 to assist organizations with succession planning initiatives.

It will feature Jeanne Meister and Dr. Karie Willyerd and cover topics featured in their new book, The 2020 Workplace: How Companies Are Innovating and Using Social Media To Attract, Develop and Engage Employees, Harper Collins, 2010. Click here for webinar registration information.

The Public Management Center’s Emerging Leaders Academy was developed to assist public organizations with succession planning by offering an opportunity for promising non-managerial staff. The next ELA begins in June and will be offered in Lawrence and in Mission in the Kansas City metro area. Click here to learn more.