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but theres interest and
there hadnt been for
awhile. So we do take it as
a positive sign that some-
one called and were going
to everything we can to
fill the building.
In Battle Creek,
officials focus on
business retention
BCU, the citys eco-
nomic development arm,
has seen much success in
recent years despite the
economic downturn, lur-
ing in new major employ-
ers that have created hun-
dreds of new jobs in just
the past year.
Dehn said in addition to
being approached by real-
tors and businesses inter-
ested in certain buildings,
BCU also works to net-
work with what he called
multipliers.
So, it may be an or-
ganization like the Ger-
man-American Chamber
of Commerce, he said,
or somebody where you
have one relationship that
could lead you to multiple
relationships or compa-
nies.
But Dehn said BCU
only focuses about 25 per-
cent of its time on attract-
ing new employers. The
rest is left for retention
regularly visiting manu-
facturers and downtown
businesses to understand
their needs and identify
their challenges.
So when there are
those opportunities (for
expansion), we always
want to know that as early
as possible, Dehn said,
so we can be more help-
ful in making the Battle
Creek location more com-
petitive when theres mul-
tiple facilities under con-
sideration.
Last year, Post Foods
announced a $30 million
investment to expand its
Cliff Street plant and con-
solidate operations from
Modesto, Calif. to Battle
Creek. Denso Manufac-
turing Michigan also un-
derwent an expansion
through a $105 million in-
vestment, adding more
than 200 new jobs.
Dehn said something
BCU is able to tout is the
citys willingness to ac-
commodate economic de-
velopment, its commis-
sion often unanimously
approving tax breaks and
offering other incentives.
Battle Creek has a
very good reputation in
that regard, Dehn said,
so its an area where we
certainly promote the fact
of our history and our con-
sistent approach toward
our companies.
Something else the city
can tout? One thing Bat-
tle Creek has is re-
sources, Dehn said.
Dehn admitted work-
force development is a
challenge nationwide as
manufacturing industry
works on rapidly chang-
ing technology while the
labor market includes
many long-time unem-
ployed job seekers. But in
Battle Creek, officials
have fostered partner-
ships in an effort to pro-
vide the necessary train-
ing for local employees
including Kellogg Com-
munity Colleges Regional
Manufacturing Technol-
ogy Center and the Cal-
houn Area Career Center.
Dehn said the area is also
near state universities
that produce a high num-
ber of engineers.
Dehn said an abun-
dance of labor isnt show-
ing up at employers door-
steps, but that the city has
opportunities for busi-
nesses to instead build
their workforce.
Many of our compa-
nies will tell you, its still
very challenging around
the country, he said.
And thats one of the ad-
vantages we tout, that
while its challenging ev-
erywhere, we have in-
vested a lot in very good
resources led by our edu-
cational partners.
Regionalism:
Competitors
become
collaborators
Both Coulter and Dehn
talked of Gov. Rick Sny-
ders push for regional-
ism, creating a structure
that has encouraged part-
nerships. And while near-
by cities may often find
themselves competing
against each other, offi-
cials say they see perks
when theres growth in ad-
jacent towns.
Dehn said because
prospects often narrow
their search to regions,
BCU is often competing
with sites in lower Michi-
gan, Indiana and Ohio.
Officials dont always
collaborate, he said, col-
laboration has increased
in the past five years and
has allowed for new op-
portunities. Dehn said he
sees one of those opportu-
nities in workforce devel-
opment because the citys
employee pool stretches
beyond Battle Creek and
its surrounding town-
ships.
We have to continue to
place a much higher prior-
ity on education than we
have traditionally over
the years, Dehn said.
We need to be a commu-
nity thats ready to meet
our existing companies
needs and be more ready
to be attractive for com-
panies from the outside.
Not to say that were not
competitive right now,
but we cant be compla-
cent and feel like the sta-
tus quo is acceptable.
If we as a community
want to see incomes rise,
if we want business for-
mation and innovation to
flourish here, that only
happens if we see educa-
tional attainment in-
crease in our community.
And by attainment, Im
not just talking four-year
college degrees thats
part of it, but its educa-
tion and training after
high school.
Call Jennifer Bowman at
966-0589. Follow her on
Twitter: @jenn_bowman
Old Fords followed by new Corvettes rolled through
downtown Marshall Monday. Below, Ken Reddick of the
VFW Post No. 4073 plays taps during the 2013 Memorial
Day parade. Trace Christenson/The Enquirer
GAINS
Continued from Page 11
BY THE NUMBERS
Twelve new property tax abatements were approved by
Battle Creek City Commission last year. No dissenting votes
were cast.
$8,597,194 in tax breaks granted to companies
$86,402,539 planned investment from those companies
480 jobs expected to be created within two years
2,181 jobs expected to be retained
Here is a breakdown of the three largest breaks approved
last year:
1. 25 Michigan Holdings LLC The Grand Rapids-based
firm, 616 Development, announced last year it plans to
restore the vacant Heritage Tower into residential and
commercial space.
Abatement: $2,886,660 over a 12-year period
Planned investment: $17,650,000
Jobs created in first two years: 20
2. Cosma Casting Michigan The unit of Canadian
company Magna International is in the process of opening a
facility in the Fort Custer Industrial Park that manufactures
automotive casting components and systems.
Abatement: $2,671,670 over a 12-year period
Planned investment: $14,240,000
Jobs created in first two years: 250
3. Bleistahl North America The German auto supplier
moved into Battle Creek last year, opening a plant that
makes valve drive components.
Abatement: $741,093 over a 12-year period
Planned investment: $410,745,701
Jobs created in first two years: 33
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Here for
your family
Since 1882
105 Capital Ave., N.E. at North Avenue
Battle Creek, MI 269-962-5527
Augusta Chapel Richland Chapel
www.farleyestesdowdle.com
create a Renaissance
Zone to try to persuade
Kellogg to bring a new
product to Battle Creek
after shutting down its
South Plant. The city com-
mission also approved ex-
tending a part of that tax-
break zone in 2009 as the
company moved some of
its offices into the Battle
Creek Tower.
What may be one of its
most recent accommoda-
tions, however, is the four-
year Michigan Avenue re-
development project
dubbed the Downtown
Transformation. Battle
Creek Unlimited present-
ed a plan to Kellogg to
give downtown a facelift
and create a campus-like
environment for its em-
ployees after Kalamazoo
officials approached the
company with a proposal
to move company head-
quarters there.
So when the company
announced an undeter-
mined number of posi-
tions would be sent to Cas-
cade Township, many
community leaders who
had rallied for Kellogg in
the past jumped up and
cried disrespect. They de-
scribed the move as dis-
gusting, unilateral and
a blindside. What would
have been in the past a de-
cision made after conver-
sations with local offi-
cials, they said, now rep-
resented a vast change in
how the company commu-
nicates with its communi-
ty.
Kellogg officials reaf-
firmed their commitment
to Battle Creek, and as
theyve reassured locals
in the past, insisted that
there are no plans to move
corporate headquarters.
But the decision to move
jobs to Cascade Township
seemed to show what its
hometown lacked.
Grand Rapids
workforce one-ups
Battle Creek
Kellogg said the Grand
Rapids area was a hub for
similar service centers,
offering a qualified pool
of talent. The company
also pointed to the citys
affordable commercial
space and proximity to
markets such as Chicago
and Detroit. It did not con-
tact any officials in the
nine potential sites, the
company said, because
there was little any city
could do to influence suit-
ability of their respective
location.
After meeting with
Kellogg leaders, local of-
ficials said there were
differences of opinion
in the data used to make
the decision. They main-
tained that Battle Creek
would have been well-
suited to house the ser-
vice center.
Still, data shows that
Kent County may have an
advantage when it comes
to Kelloggs employee
search. Census data re-
ports that in Calhoun
County, nearly 19 percent
of residents have a bache-
lors degree or higher.
Thats compared to nearly
31percent in Kent County.
According to the Kala-
mazoo-based W.E. Upjohn
Institute for Employment
Researchs latest busi-
ness outlook, nearly
290,000 people in the
Grand Rapids-Wyoming
metropolitan statistical
area which includes
Barry, Kent, Montcalm
and Ottawa counties
work in private services.
The Battle Creek met-
ropolitan statistical area,
which is Calhoun County,
has about 33,000 people in
the private service indus-
try.
Battle Creeks big K
In a May 2013 article,
the nonprofit New City re-
ported that nearly half of
the top 50 of the Fortune
500 companies are head-
quartered in smaller cit-
ies.
Don Katz, founder and
CEO of Audible.com, told
the nonprofit during an in-
terview that companies
may opt for smaller cities
for lower operating costs.
He said he chose to move
his company to Newark,
N.J., because of its prox-
imity to his home in Mont-
clair.
There have been stud-
ies of founder-driven cor-
porations that get big, and
they are invariably close
to the founders home,
Katz said.
John Rhodes, senior
principal of the Florida-
based Moran, Stahl &
Boyer wrote in a March
2002 Site Selection article
that his firms study found
most Fortune 500 compa-
nies with headquarters in
small cities have resided
in their hometowns from
the founding of the com-
pany ranging from 22 to
more than 130 years ago.
He said the location in a
small city could pose
problems when recruit-
ing and retaining top tal-
ent. But a smaller town
also offered a less hectic
lifestyle, short commutes
and a stronger sense of
community, Rhodes said
amenities that could
also prove to be beneficial
when attracting talent.
Locating a business
operation in a small town
requires careful evalua-
tion, and being a major
player in a small town
brings special responsi-
bilities, Rhodes said in
his article. But as many
companies that live in
small towns would con-
firm, they are proud of
their hometowns, and
the community and been
part of making them a
success.
Moving forward
Economic develop-
ment officials have said
the chances to get Kellogg
to reconsider its Grand
Rapids plan are slim, but
they will present data
making the case that Bat-
tle Creek could have
housed the facility.
They will also press
forward in redeveloping
downtown Battle Creek.
616 Development, the de-
velopment firm that plans
to redevelop Heritage
Tower, said Kelloggs de-
cision will not affect its
project.
Meanwhile, most
downtown business own-
ers who took the brunt of
the redevelopment im-
pact through sluggish
sales and drawn-out con-
struction, will still be
here.
I feel like the Down-
town Partnership was
promised something and
then cheated at the end,
said Donnie Fields, owner
of Brownstone Coffee
House. I do feel that. I
dont always get along
with them but I think their
intentions are good. I
think what they want is
good. I think they screwed
up by totally obliterating
any help of the small busi-
ness and the mission they
were on, on getting people
living down here. It bit
them bit us, I guess.
Fields, whose coffee
shop opened in 2001, said
he has heard promises of
downtown changes since
KELLOGG
Continued from Page 3
See KELLOGG, Page 14
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LJ-0100263963
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day one. The recent con-
struction resulted in a
huge loss of business
for him a blow he said
hes still paying debts
from.
But while Fields com-
mended downtown Battle
Creeks new look, he said
there is still the need for
residents and more small
businesses.
It isnt the chicken be-
fore the egg, which Ive
heard more than one high-
er-up say, he said. Its
not. If you dont have the
desire, youre not going to
have the business. So get a
thousand people living
downtown and you will
see things pop up.
He added, What it all
boils down to I have
faith in my customers to
come in and see me. And
Im going to take care of
them. You cant count on
anything else. You have to
take care of the people
that take care of you.
Eric Kitchen, owner of
the Schlotzskys Deli
downtown, said his sales
were down by 20 percent
to 25 percent during con-
struction. But he said he
believes the downtown re-
development will prove to
be successful despite Kel-
loggs Grand Rapids plan.
I am optimistic, he
said. Kellogg is wonder-
ful for the downtown com-
munity, the whole com-
munity. Theyre running a
big international, global
organization, and I think
for a small business to get
involved in their decision-
making probably isnt ap-
propriate.
Corey Williams, owner
of Rices Shoes, said he
was also optimistic. Wil-
liams said his business
took a major hit during
construction. People
couldnt find us, he said.
Williams said he wor-
ries most about the Kel-
logg employees whose
jobs are affected by the
companys decision.
Thats my first
thought, he said. You
know, my business, were
going to be here regard-
less. I feel bad for them,
theyve dedicated their
life and theyre here for
that.
Still, he said, the latest
downtown revamp seems
the most promising.
Kelloggs is still
here, Williams said.
Theyre transferring
some jobs out. Yeah, its
disappointing for those
that are involved in that.
But to me, I dont think the
whole Battle Creek
should shut down just be-
cause of that. Theyre still
here. Theyre not saying
theyre pulling out their
whole company.
Call Jennifer Bowman at
966-0589. Follow her on
Twitter: @jenn_bowman
KELLOGG
Continued from Page 13
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LawsonPrinters
82 YEARS
685 West Columbia
Battle Creek, MI
269.965.0525
800.845.0898
LawsonPrinters.com
Welcome to
Penneld Schools
8587 Penneld Rd.
Battle Creek, MI 49017
Phone: (269) 961-9781
Fax: (269) 961-9799
www.penneld.net
This is Panther Country!
1st Established
1838
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The City of
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Since 1844
Family and Individual
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255 South Ave.,
Battle Creek, MI 49017
269-964-7321
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Oak Hill
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170 YEARS
3566 Capital Ave. SW,
Battle Creek, MI 49015
(One Mile South of I-94)
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269-979-6455
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Review
other department offi-
cials went to meetings
and listened to the coun-
cil and city leaders
about what they wanted.
We didnt go in and
tell them what they
need. You are the cus-
tomer and we ask what
do you want. We asked
the people and devel-
oped a plan. It was like
selling them a car.
Saylor, the BCPD
deputy chief, said his
department tries to
build a program that a
municipality wants but
said he tries to sell safe-
ty for residents, not a
specific number of pa-
trol cars in a certain
area, for example.
Saylor said consoli-
dation likely will con-
tinue, especially when
agencies are adjacent,
because it makes sense
to taxpayers.
The larger we grow
we can provide the same
service while reducing
the redundancy. How
many training units do
you need?
Call it collaboration
or competition, Penn-
fields Rob Behnke said
he expects to see more.
It will happen more
often and it is inevita-
ble, he said. We may
have to look at the fire
service as well. We have
save a tremendous
amount of money over
the years and I think you
are going to see more of
that in the future.
Behnke said losing a
police or fire depart-
ment is difficult for the
identity of a municipal-
ity but he sees it as inev-
itable for many.
I will be difficult but
the dollars will dictate
that we look at consoli-
dation to save dollars
and still have service
that people have come
to expect.
Call Trace Christenson
at 966-0685. Follow him
on Twitter: @TSChristen-
son
POLICE
Continued from Page 8
Acommunity fiber op-
tic infrastructure is in
place in Battle Creek, the
second city in the state to
accomplish the installa-
tion. When Google execu-
tives were here, three
years ago, they asked for
the data on Battle Creeks
fiber. They congratulat-
ed us and told us we were
at least eight years ahead
of most American com-
munities.
The fiber opens new
business opportunities
and can facilitate the ac-
cessing of information
important to the re-
searcher. The potential
needs to be spread
throughout the commu-
nity.
I recently asked a fam-
ily who has raised three
children what they liked
about Battle Creek and
why they chose to make a
life here. Their answer is
that they raised three
athletic and scholarly
children. Schools, skat-
ing rinks, Y Center, Full
Blast and a linear park
are all within 10 minutes
of each other an enor-
mous accumulation of
family oriented facilities
that could not be found
elsewhere. The ease of
access actually strength-
ened their family struc-
ture and enabled them to
function more as a loving
unit. What more could
they ask from a commu-
nity.
People asked why I
chose to stay in Battle
Creek and play out my ca-
reer here. Surely, I must
have had other opportu-
nities. I did, but each
time, I looked at what I
had hereat the most, a
10 minute drive to work;
at the most, a 10 minute
drive to any necessary
outlets; at the most, min-
utes from a river or a
lake. At the most, a 90
minute drive to 20 per-
cent of the worlds fresh-
water supply, and an easy
train ride to Chicago for
unparalleled cultural op-
portunities.
It seems like the West
Michigan media are con-
ditioned to see Battle
Creek as the weak sis-
ter in West Michigan,
but it possesses the great-
est and most praised base
conversion process cul-
minating in Fort Custer
Industrial Park. We have
just passed one year
where the weak sister
had no murders, a claim
that the other communi-
ties in West Michigan
cannot make. I lived in
the area for 47 years and I
never felt like it was dan-
gerous. This cannot be
said for other West Mich-
igan communities. Look
at where the violent
crime is rampaging. Bat-
tle Creek is not a weak
sister.
I wish that family I
mentioned would make a
video about living in Bat-
tle Creek. It says more
for the community than
the thousand words I
have poured on to this
page.
Jim Hettinger is the chief
provocateur of Urban(e)
development Services and
retired chief executive of
Battle Creek Unlimited.
HETTINGER
Continued from Page 2
where ideas and capital
flow freely, where new
ideas and new people are
embraced and where
costs to operate a cre-
ative, value-added busi-
ness are kept competitive
on a global basis.
Southwest Michigan is
burdened with a glorious
past, but like the dis-
claimer on a financial
services television com-
mercial, past success is
no guarantee of future
performance. The only
way we can ensure our
ability to compete for the
next generation and be-
yond is by investing in
people, place and prod-
uct.
Always Forward.
Ron Kitchens is CEO of
Southwest Michigan First.
KITCHENS
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