1. How does BCU hold companies accountable for jobs created in exchange for tax abatements?

BCU holds companies accountable for jobs created when the jobs are a result of or
incented by programs and resources that BCU has authority over and responsibility for.
The Battle Creek Jobs Fund and the BCU Training and Relocation Fund would be
examples.
Tax abatements are, by State Statute, available only through the authority of approved
municipalities. The City of Battle Creek has the power to grant and revoke tax
abatements. Responsibility for the gathering of data from companies relative to
agreements for tax abatements lies in the Contract Compliance Division of the City of
Battle Creek. This would be evidenced in the Citys Permits and Forms, Special Tax
Abatements, Industrial Facilities Tax Exemption Required Attachments. The attachments
were created by the City of Battle Creek for the purpose of holding the companies
accountable for job creation.
Job creation and job retention numbers are provided by the company in both the
application and the required additional city attachments. All applicable numbers are
specified in both the application and in the attachments section and also include citys
contract compliance forms noted in the Battle Creek City Assessor Industrial Facilities
Tax Exemption Checklist for Attachments to Application.
The attachments cover not only the number of jobs to be created but also the Citys
Industrial Facilities Exemption Affidavit for Commencement of Project, the Citys
Industrial Facilities Development Agreement1, the Citys Industrial Facilities Exemption
Fee Affidavit, the Citys Affirmative Action Policy Check List for Vendors and
Contractors, the Citys policy statement requiring that abatement applicant companies
provide their Policy on Equal Employment Opportunity.

The Industrial Facilities Development Agreement is between the company and the City and even includes possible

actions/penalties the City may employ if measurements are not achieved by the company.

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2. What is BCUs scope of work? Clearly the Fort is the primary area of focus, but you have
expanded into downtown. Were you filling a void in downtown economic development, or do
you believe you can significantly contribute to areas outside of the Fort?
Battle Creek Unlimiteds scope of work is community-wide. While our focus of work is
primarily dictated via pre-determined boundaries, the width and breadth of our scope
is unequaled. We are the economic development agency for the City of Battle Creek.
Our funding is a combination of revenues generated through the Tax Increment
Finance Authority (TIFA), the Downtown Development Authority (DDA), Business
Improvement Districts (BIDs) and private revenue via grants and private funders.
BCU has been responsible for all business retention, going back to the late 1970s.
Whether working with companies as big as Post or as small as Omega Castings, or
becoming involved in the Federal Center BRAC retention effort in 1993, BCU has had a
wide scope of activity that ranges well beyond the industrial park. Growing the health
care cluster on the north side has been an activity involving BCU.
Downtown has been in the BCU scope of work for at least three decades. Its not new
for BCU to consider the business, social and real estate interests of downtown Battle
Creek. The first CEO of BCU, H. Joseph Pratt said it would be very difficult to build a
global industrial park without a vibrant downtown.
The original Cereal City Development Corporation (CCDC), spun off from BCU in 1978,
eventually created the Super Block development consisting of McCamly Plaza Hotel
and the Kellogg Arena. During the intervening years, CCDC operated mostly
independent of BCU. In 2005, the Downtown Partnership was born. Based upon
community input sessions, it was determined the Downtown Partnership should operate
under its own identity. Operating with its own branding and an independent identity,
the Downtown Partnership combined the efforts of the CCDC, DDA and others to focus
on developing a specific area in downtown.
Leading up to the announcement of the Downtown Transformation Initiative (DTI),
announced in November 2008, retention visits with major downtown employers

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revealed a deep dissatisfaction with the continuing blight and deterioration in the
downtown. Acting on what BCU heard during the retention visits, a plan was created to
transform the downtown. During this time, the Downtown Partnership operation started
to be absorbed back under BCU, which is the current operation.
The DTI included four interactive pillars that work together to transform the economy in
downtown. The four pillars include infrastructure, education, food protection and
private investment.
Between 2008 and today, the downtown has had over $132 million in public and
private investments; the addition of 1,100 jobs, 32 new businesses and 27 business
relocations/renovations/expansions; the creation of International Food Protection
Training Institute; the relocation of the Battle Creek Area Mathematics and Science
Center to downtown; and private investment from W.K. Kellogg Institute for Food and
Nutrition Research, Covance, Kellogg Company, and McCamly Plaza Hotel. In addition
to the achieved plan, additional investments in downtown were undertaken public
and private from St. Philip Catholic Church, the Intermodal Station, Battle Creek Central
High School, bridge lighting and gateway screening.
This initiative transformed downtown and while the project has concluded, our work in
downtown has not.
It would be a mistake for BCU to disregard the downtown. Downtown is a part of the
community with which a visitor is most likely to come into contact. In this instance, the
impression made is often-times what a visitor will leave with. A thriving central business
district reflects the character of the community, and a healthy downtown is helpful in
attracting investment to the Fort Custer Industrial Park as well as every other
neighborhood and business sector within our community.
A former Mayor of Johnstown, Pa, described downtown as the signature of the city.
Our downtown must continue to be clean, safe, and accessible. BCU has worked with
the Battle Creek Police Department in regards to downtown safety and downtown
continues to be one of the safest areas in the City. City and BCU staffs work closely on
ongoing beautification efforts conducting regular walk-throughs downtown, monitoring
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graffiti, infrastructure needs and overall cleanliness. BCU and City staffs work together
on evaluating downtown parking needs now and into the future, for downtown
investors, employers, employees and visitors. Continuous improvement in downtown is a
priority. Furthermore, the Downtown Partnership focuses on business recruitment,
retention, beautification, marketing and place-making events. Several programs
support property and small business owners including the Faade Improvement
Program, a forgivable five-year matching loan. Since 2009, the Downtown Partnership
has granted over $80,000.
Looking outside of downtown, approximately 15 years ago, BCU joined forces with the
cities of Battle Creek and Springfield and the auto dealers along Dickman Road to
create the most successful Business Improvement District in Michigan. Not only was it
critical to retain the businesses along the corridor but also to re-energize the main artery
connecting downtown to the W. K. Kellogg Airport and Fort Custer Industrial Park. The
Dickman Road Business Improvement District has prevented the gradual exodus of the
auto dealers, provided a more easily identified location, and increased consumer
traffic. It has also attracted new businesses, investments, and jobs to the corridor.
BCU has also been working with Columbia Avenue businesses since 2005. Many of these
businesses recognize the success on Dickman Road and wish to duplicate it along
Columbia Avenue.

3. What are the legal parameters that apply to BCU, the City and the TIFA regarding how funds
are collected, and limits on how they can be used?
The City was authorized by Public Act 450 of 1980 to establish an Authority to capture
real estate and personal property taxes within an authority district to be used locally for
economic development activities. The taxes to be captured and used locally were
those taxes attributable to the growth in value of the real estate and personal property
over the value of the real estate and personal property in the district.
The Battle Creek Tax Increment Finance Authority (BCTIFA) was created by the City of
Battle Creek by resolution No. 27 on April 28, 1983, and has been in existence since. The
BCTIFA must expend its captured taxes locally and in accordance with the

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Development and Financing Plans approved by the City of Battle Creek. That is, the
City ultimately controls the expenditures of the BCTIFA by approval of its plans and
approval of its annual budgets.
The BCTIFA has no staff of its own to administer its affairs, to execute the City approved
plans or to market the TIFA district. The BCTIFA therefore contracted with BCU, a nonprofit organization for these services. The BCTIFA likewise relies upon various City of
Battle Creek departments for accounting, engineering and financial expertise. Said
differently, BCU is an agent of the BCTIFA and operates in accordance with its agency
contract. The City of Battle Creek approves the budget of the BCTIFA which in turn
approves the budget for BCU annually.
The BCTIFA is limited in its expenditures by virtue of the relevant Development and
Finance Plans and its annual budget. The City of Battle Creek Finance Department
collects all real estate and personal property taxes and computes the allocation of
these collected taxes for the BCTIFA. The TIFA itself collects no taxes. Likewise, it makes
no allocations of those collected taxes.
The legal parameters are included in the governing legislation, confining activity to the
development district or to areas of benefit to the development district. Of note is the
expiration of the countdown period for the capture of state (school) taxes to address
the BCU contract as an eligible obligation. The city and TIFA may choose to continue
to fund BCU with the remaining captured taxes. The biggest limitation now is the
reduction of eligible obligations.
Senate Bill 29 (2006) prompted a letter from BCU legal counsel recommending that
there be no drastic changes in funding in the aftermath of Senate Bill 29, because all
entities had made representations as to their needs over the next ten to fifteen years
and any drastic changes, other than what was legislated, could create problems.

4. How do you see BCU integrating into the Governors Regional Prosperity Initiative?
BCU supports regionalism. We will participate in any role possible to advance the
economic development of the region. Between Grand Rapids and Kalamazoo, Battle
Creek will have numerous opportunities for partnerships. The Right Place Program is or
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will be working with both the International Food Protection Training Institute and the
WMU College of Aviation. Regionalism needs to be powered by horizontal marketing
alliances where business verticals give way to common targets, common resources,
and mutually beneficial outcomes. In that respect, BCU needs to be active with any
regional partners with whom we can undertake horizontal marketing and retention
partnerships.
A BCU staff person presently serves as an officer on the board of directors for the fourcounty Southcentral Michigan Planning Council (SMPC), a long-neglected opportunity
to secure project funding from the federal Economic Development Administration
(EDA). The four-county district is an EDA-designated region and existed long before the
Regional Prosperity Initiative championed under Governor Snyders administration.
BCU staff also serves on the steering committee for the Comprehensive Economic
Development Strategy (CEDS), an outcome of the Southcentral Michigan Planning
Council. The CEDS steering committee developed a list of 21 projects from the four
counties considered to be of regional impact and eligible for federal funding. Two
projects from Calhoun County were among the final five projects submitted to the EDA
with a priority designation from the CEDS steering committee: the restoration of the
Bohm Theater in Albion, and an access road to W.K. Kellogg Airport for future
development. The SMPC and the CEDS are positive outcomes of the new focus on
regionalization.
As for the Regional Prosperity Initiative itself, BCU is among three economic
development organizations as partner representatives for the initiative (the others are
Cornerstone Alliance and Southwest Michigan First). The Regional Prosperity Initiative is
driven by the Michigan Department of Technology, Management and Budget. Under
that authority, Southwest Michigan First was identified as the lead agency for economic
development purposes. Workforce development and the Michigan Department of
Transportation have been realigned in our region as a result of the Regional Prosperity
Initiative. As a regional partner, BCU is involved in developing a five-year regional
strategy. Among the seven counties in our Region 8 Regional Prosperity Initiative,
substantive and distinct differences in economic development needs certainly exist.
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5. What is the full scope of the BCU transition initiative?

A Transition Committee was recently appointed to oversee and evaluate proposed
changes to the BCU structure. The committee will oversee much of the strategic
direction-finding exercise. It is anticipated that a full range of scenarios will be
examined. Such issues might involve the tax exempt status of the organization,
contracting possibilities, and focus areas. Globalization and advancements in
information technology and productivity have brought tremendous pressure on the
local communitys ability to create good jobs. To be relevant in the 21st Century, we
must put in place Next Practices; those innovative job-creating programs that have
proven successful in thriving economic environments. It should contribute a perspective
to the community economic development strategy meetings going on at the present.
And it should define what we do in the future.

6. What is the selection process for choosing a new CEO, and how is the final decision made?
BCU recently appointed a Search Committee, consisting of BCU board and non-board
members. It is BCUs intent to bring in community experts in human resource matters to
help determine the best fit.
The by-laws require the board of directors employ the CEO. The Search Committee will
define the work process leading up to the selection. That will most likely include the
services of an economic development search firm, a review of current needs and job
description, a review of attributes necessary in candidates, a review of resumes
currently in the mix, and the rest of the process. BCUs hope was to have the position
filled by January 1, 2015; however, this aggressive goal is now projected to occur by
March 1, 2015.

7. What is the current breadth of BCUs economic development from a geographic perspective?
Battle Creek Unlimiteds first and foremost obligation is to the City of Battle Creek in its
efforts to foster wealth creation and create employment. It was a City/BCU partnership
that built the Fort Custer Industrial Park. BCUs primary orientation is the relationship with
the city.

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The need for city-wide business attraction, job retention, and job creation has, at times,
broadened BCUs activities as it seeks new investors and companies to invest and grow
in Battle Creek.
In the past, the City of Battle Creek has made BCU available in attempts to retain major
large employers with significant impact on the community.
The Fort Custer Industrial Park is made up of nearly 100 companies. Over 20% of those
companies are operations from Japan, Germany, Austria, Denmark, and Canada. BCU
has gone to where the developers, site selectors, job creators and companies are
found, to build relationships that will consider Battle Creek as a fitting, prepared and
preferred location.
In 2012 and 2013, Battle Creek was awarded with the Governors Cup from Site
Selection Magazine, a magazine focused on corporate real estate strategy and
economic development. In 2013, Battle Creek tied for sixth place nationally for metro
populations less than 200,000 and in 2012, Battle Creek tied for second place.

8. Are there any similar successful models that exist where downtown and industrial are
governed by the same entity?
We are not aware of any such organization or approach. Grand Rapids, Royal Oak,
Ann Arbor, Kalamazoo and Holland have had some downtown success and are led by
independent downtown development organizations. The question presupposes that
the work may be appropriately beyond the scope and structure of one organization.
The Downtown Transformation Initiative (DTI) was developed by BCU and it is a
nontraditional approach to downtown development. The overall Initiative received an
award from the International Downtown Association. The City of Battle Creek received
an award for the streetscape construction a pillar within the Initiative.
Economic and business development can thrive in a niche. The International Food
Protection Training Institute, for example, achieved self-sustainability in its fifth year
right on plan. That does not, however, indicate that success cant be found with the
right people at the table making decisions on the downtown effort, which has a
decidedly different flavor than industrial and business development. Downtown
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development is place-making, generating excitement and cultural interest, and

working primarily with small business start-ups. There are 1,100 more people in the
downtown than there were before 2008, yet to some, downtown does not feel like a
success. This is primarily based on the significant first-floor vacancy, which is further
addressed in question #12.

9. Will BCU be proposing any changes to the Downtown Partnership structure?

The decision will be determined by the BCU strategic planning process, which will be
heavily influenced by the Citys input.
Currently, the Downtown Partnership has two staff members and an advisory
committee who makes recommendations to the BCU Board. The benefits of staying
connected to BCU include the involvement of volunteers some of whom are vested in
the downtown plus financial stability and coordinated efforts on overall economic
development issues. For example, the Downtown Partnership is working with someone
interested in a themed business accelerator, necessitating expertise in downtown issues,
but also production expertise from BCU. This kind of approach has developed with the
surge of microbreweries in the State of Michigan.

10. How has the personal property tax elimination affected the downtown tax revenues? (i.e. food
safety tax abatements)
In 2000, the city proposed that BCU purchase the city owned cargo center in the Fort
Custer Industrial Park. The City, in turn, would take the annual $420,000 payment and
use it to fund downtown development. About eight years ago, the city required the
funds be used for other purposes. The downtown operation, according to the City,
could be funded by the Battle Creek Downtown Development Authority (BCDDA).
Since then, downtown tax revenues have been impacted by declining property tax
and tax abatements.
In 2007-08, the Downtown Partnership received over a million dollars from the BCDDA.
This was leading into the recession which had a severe impact on property values. In
2009, the Downtown Partnership budget was reduced to $748,000. In 2010, it was

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reduced again to $430,000 - where it has remained. The Downtown Partnership has
been advised the amount may be cut in half for the 2015-16 fiscal year.
The Downtown Partnership focuses its development based upon specific boundaries
defined through the Hyatt Palma study. This study was undertaken by the City of Battle
Creek and Battle Creek Unlimited in 2003.

11. What role, if any, do you see BCU playing in connecting economic development and our
education system? How does BCU plan to fill the jobs at Fort Custer with Battle Creek
residents?
BCUs involvement with education has been strong since 1982 and our residents are
often the top priority for the workforce development programs we operate. During the
rapid expansions of the late eighties, BCU and Kellogg Community College developed
the premier online education program for skilled trades training and skills upgrades. The
Regional Manufacturing Technology Center was an innovation and an inspiration for
Governor Englers M-Tec program.
BCU was one of the original founders of the Robert B. Miller College. Seeing a large
nontraditional educational market in the area, BCU fought for new methods of
reaching working people with education and training convenient to their schedules.
BCU, in the DTI, was a driving force in relocating the Battle Creek Area Mathematics
and Science Center to downtown. BCU has been a persistent advocate for Science,
Technology, Engineering and Mathematics (commonly referred to as STEM) education,
especially delivered in new formats that can reach vulnerable populations.
BCU has been active in developing the relationship with Western Michigan University
(WMU). The WMU Kendall Center in downtown was an outgrowth of a strategic plan by
BCU to increase educational attainment levels in the community and to begin to inject
the vitality seen in other four-year institution communities. WMUs College of Aviation is
one of the three best in the nation. It has experienced a 21% increase in enrollment
over the past two years. WMU is seeking a $19 million capital outlay for the College of
Aviation so that it can expand at the W.K. Kellogg Airport. In addition, BCU is currently
working with the WMU student business accelerator, Starting Gate.

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12. In-depth specific and aggressive plans to fill vacancies in the downtown.
Redevelopment of older buildings can be expensive and problematic, but most often it
is more affordable than new construction in an urban environment, especially for a
sense of architectural authenticity in downtown.
Of the vacant, blighted buildings in downtown Battle Creek, BCU purchased six
structures over the past ten years in an effort to influence future use. One of those, 32
West Michigan, is currently under construction and will house the Battle Creek
Community Foundation as a primary tenant. It will also make space for four small
businesses, which will likely be small retail startups. Interest in such spaces is strong.
Another of the acquired vacant buildings is 17 West Michigan, currently under option
with 616 Development, the same developer for the Heritage Tower project. BCU has
made significant investment to ensure local control of the project. An expert
redevelopment team will be invited to assist 616 Development to create a successful
project utilizing local, state, and federal incentives to help fill the gap.
A third building, 64 West Michigan, is under option by a Battle Creek developer now
conducting due diligence and meeting with a potential tenant to determine interest
and return on investment.
The remaining three buildings - 50 West Michigan, 119 -121 West Michigan and 15
Carlyle - were under option with developers until earlier this year when the options
expired. The Downtown Partnership staff has been marketing the buildings to local and
regional developers. Interest from developers remains strong on all three buildings.
The Downtown Partnership continues to promote awareness of other vacant downtown
properties available for sale, inside or outside its funding boundaries, on its website with
a property search tool. Every new project is a win for the community.
Finally, to help fill storefronts, the Downtown Partnership created a Retail Acceleration
Program. This program provides training, mentoring and rent assistance to
entrepreneurs opening downtown businesses. A recent applicant has been approved
and is negotiating a location.

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13. Ideas/thoughts around ongoing programming that draws foot traffic throughout the year not
just summer or twice a year.
Events unite the people of a community, creating celebration and energy appealing to
a broad demographic. Events create an urgency to visit a part of town that may
otherwise be unpopulated and introduce visitors to what downtown has to offer. When
attending events, people may find new perceptions of downtown that encourage
them to return.
There are two primary types of events: Large signature events that bring people by the
tens of thousands, and smaller, more predictable events that bring people regularly.
Larger events tend to be produced by others. They are typically themed (such as
ethnic celebrations, Cereal Festival, International Festival of Lights), bring in headliner
acts and are major fundraisers for area non-profit organizations through cover charges,
sponsorships and food and alcohol sales.
The goal of a larger event is to make money for the presenting organization and for
that reason rarely provide direct benefit to the downtown merchants. Smaller events
are intended to introduce people to downtown with the hope that they will patronize
the shops and restaurants, too. These smaller events often involve popular local acts or
focus on such community amenities as art walks. Small event cost is typically covered
through operational budgets and sponsorships.
The Downtown Partnership concentrates its efforts on the smaller events, producing
nearly 50 events between May and October. In addition, the Downtown Partnership
partners with the Signature Festivals for the City Cereal Festival, International
Summerfest and International Festival of Lights. The Downtown Partnership also serves as
point person and contributor to larger group events.
In 2012, the Downtown Partnership formed a volunteer Promotions Committee to help
plan and encourage community-hosted events. This committee brought forth the
Candy Chang Before I Die Wall and Art & Music at the Square, a 2014 program that
expanded the event season into the fall. In the past few years, a marked increase in
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community utilization of the downtown area led to such popular events as pub crawls,
fundraisers, 5k walks and concerts. With the construction of Festival Market Square,
additional programming is anticipated. The Downtown Partnership continues to focus
on building year-round programming.

14. You are on a roll in the Fort and BCU is to be commended, but I dont suspect you are going
to let up now, what is some of the innovative thinking going into the BCU strategic plan.
BCU will propose to its Transition Committee numerous methods of data gathering and
analysis including the possible use of groupware decision-making. We have the
opportunity to be the leader in running a coordinated economic development model
that uses creative tools of the new economy throughout the city.
Opportunities in no particular order include:

We have asked WMU to consider a think tank of engineers, aviation, and

business people to develop a more sound strategy for identifying opportunities in
which Battle Creek has comparative competitive advantage.

Fort Custer remains the regions premier development site. There are numerous
opportunities to incubate new businesses and to spin them off to growth sites in
the city.

There are opportunities to attract additional defense contractors into the

downtown space to further commerce.

Further leveraging the commitment of Kellogg CEO John Bryant to increase local
purchasing by both the company and its employees will magnify any efforts at
increasing the economic performance of both downtown and the region.

BCU has hired U3 Ventures, a consulting firm that assisted Midtown Detroit in
developing its strategy, to conduct a study on the anchors in the community.
The goal is to determine the benefits of developing live local and buy local
initiatives.

The community needs to be active in seeking partnership with Western Michigan

University Homer B. Stryker School of Medicine. Area health care givers can
benefit from residencies and Family Practice Physicians.

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15. The city has pursued development at Fort Custer since 1972. We have seen good growth in
the industrial park, but how do you explain the data that seems to indicate there has been a
flat line for job growth over the past decades?
Beginning in the 1960s, the Upper Midwest experienced the greatest shakeout since the
textile and leather business moved out of the Northeast. Disinvestment in the form of
plant closings and attendant business closings, migration to the Sunbelt, and the shift
of the population to a point much farther south and west of the Upper Midwest has
formed a mighty negative force against which communities like Battle Creek have
battled. As a microcosm of this great transformation, Battle Creek can be a poster child
for the disinvestment. Today, there are available jobs waiting to be filled.
Job growth is not the only reason for the commencement of the Fort Custer
development. Tax revenues flowing from the development have enabled the city to
enjoy much stronger financial positioning in the tax collections department.

16. What is the status of the fiber optic installation? Does the city use the fiber to provide online
services for its residents?
The fiber optic installation (owned by CTS Telecom), only the second in the State of
Michigan, continues to be an asset for the Battle Creek community. To the best of our
knowledge, the city does not provide widespread services to its residents via the fiber. It
could be done in conjunction with neighborhood organizations and with Willard Library,
which is on the fiber ring.
To date, there are at least 250 business customers on fiber throughout Battle Creek. The
fiber is utilized by the business community to send and receive detailed blueprints,
engineering documents, and large packets of information. The fiber is also used for
international and local calls and video conferencing. Both voice and data ride the
fiber network. The fiber network has also been beneficial in the retention and attraction
of jobs in Battle Creek. According to CTS Telecom, it provides voice and data services
to 19 of the top 20 employers in Battle Creek.
The fiber could be used to make education and learning ubiquitous in the Battle Creek
community.
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When a Google Executive Vice President visited Battle Creek about four years ago, he
said Battle Creek, with its fiber installation, was eight years ahead of the average
American community in bringing telecommunications upgrades to its residents.

17. What do you see as the biggest obstacles to economic development in Battle Creek?
Almost all site selection studies, today, begin with a statistical search on the internet. As
with many Michigan communities, Battle Creeks educational attainment levels,
workforce readiness and health care indicators are huge red flags to the potential
investor.

18. What are the BCU long term strategies for the airport? Flight mission? With the Roosevelt
Group?
Airport W.K. Kellogg Airport has assets including a runway infrastructure unparalleled in
a general aviation airport, superior air traffic control and landing and takeoff
infrastructure, two fiber rings connected to Battle Creeks fiber ring infrastructure (which
runs throughout the Central Business District and west along Dickman Road, providing
any level of bandwidth the customer desires, with no single point of failure and
redundant connections), and available land of about 136 acres for future
development. The airport has uncongested airspace. About 10 years ago, the TIFA
purchased 74 acres of land to the south of the airport to preclude encroachment and
residential noise issues. W.K. Kellogg Airport is well-positioned as a unique asset for future
growth. With an access road and utilities, the land is highly marketable.
Battle Creek was competitive for a portion of the Boeing project in Michigan, although
Boeing eventually used the potential investment to leverage negotiations at its existing
facility. Other assets that favorably impact future airport development include the
availability of aviation, aerospace and other engineers from nearby Michigan State
University, University of Michigan and Western Michigan University (WMU). The local
training programs at the Battle Creek Area Math and Science Center, Calhoun Area
Career Center, Regional Manufacturing Technology Center and Kellogg Community
College also weigh in favorably.

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The ongoing strength of the WMU College of Aviation is a significant asset to the future
of the airport. Not only are there severe shortages of pilots, there are shortages of
aircraft maintenance technicians. It is possible for a graduate of the WMU College of
Aviation to walk across the airfield and find employment at Duncan Aviation, one of
the nations best companies to work for. Obtaining gainful employment in such
circumstances is called career track. It is a talent development and talent retention
tool.
The WMU College of Aviation has been the top priority for a capital outlay. The soughtafter amount is $19 million. The outlay will add necessary infrastructure consistent with
growing enrollmentsaddressing both economic and talent attraction factors that
benefit the region.
At the recent 75th Anniversary Celebration of the WMU College of Aviation, 400 people
attended, some of them top flight personnel from well-known aviation circles. Battle
Creek is incredibly well positioned to take advantage of two red hot sectors of the U.S.
economy. Converting the intellectual capital available at the WMU College of Aviation
to the commercial marketplace is a challenge that needs a strategy.
The proposed partnership between the WMU College of Aviation and Charlotte
County, Florida, is more recognition for the College of Aviation. Punta Gorda and
Charlotte County are poised to invest $10 million in training facilities for aviation
students. This is a case where the intellectual capital of the College of Aviation has
been recognized and valued elsewhere.
Such a strategy might involve the Robert B. Miller College and its ability to reach out to
a nontraditional student population, as well as education and training for military
personnel.
Air National Guard Missions Includes Remotely Piloted Aircraft, a cyber-unit prepared to
serve both FEMA and the Department of Defense, and an Air Operations Group support
team, comprised of IT and defense professionals making decisions for all Air Force
movements of troops, aircraft and materiel in Africa. It should be noted that each RPA
requires two pilots at a time, while the A-10 mission required one per aircraft. It
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behooves us to retain and, if possible, grow Air National Guard missions in Battle Creek.
In addition to their missions, they are an integral part of the important aerospace sector
in Battle Creek, with good paying jobs and benefits, and with employers expressing no
difficulty attracting qualified workers to fill jobs.
Note: Opportunities are available to tour the Air National Guard base and
Commissioners are encouraged to do so. Contact Jan Frantz2 if you are interested in
scheduling a tour.
The Roosevelt Group Under retainer by BCU, the Roosevelt Group works closely with
BCU, leadership from both the Air National Guard and Army National Guard, Governor
Snyders office in Washington, DC and the Department of Military and Veterans Affairs
in Lansing to the betterment of Battle Creek defense retention and job growth. On
December 11, BCU will welcome senior partners of the Roosevelt Group to brief the BCU
Board and city leaders. On December 10, City Manager Rebecca Fleury will join senior
partners and BCU for dinner with the Roosevelt Group, together with elected officials
from Lansing and Washington, and/or their staff. We believe it takes a broad team
effort for the greatest successes.
BCU staff has for nine years worked with all Department of Defense installations in Battle
Creek through a concept called joint integration, for the mutual benefit of the Defense
Logistics Agency, Air National Guard, Army National Guard, Navy Reserves, Marine
Corps Reserves, and the VA Medical Center and VA National Cemetery.

19. What are the BCU long term strategies for the Heritage Tower reimbursement?
BCUs first and foremost goal is to see the planned Heritage Tower project come to
fruition. With the support of former City Manager Ken Tsuchiyama, Interim City Manager
Susan Bedsole, and the Battle Creek community, BCU and the Direct Investment Fund
(DIF) provided several rounds of funding to remove barriers that would allow the project
to move forward. Their financial exposure related to the Heritage Tower has been
secured in part by a mortgage and in whole with personal guarantees. In the event
circumstances cut the project short of completion, BCU will use all legal means

Jan Frantz, Director of Corporate Projects, Frantz@bcunlimited.org, 269-962-7526

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available to receive full reimbursement of the investments in the project, with the DIF
receiving priority in repayment.

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