Business Journal August 2013

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BusinessJournalOF WEST CENTRAL OHIOAugust 2013

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INSIDE

The construction industrys diminishing unem-ployment rate shows that societal income tied towages and salaries continues to expand slowly, whichsuggests the economy will only grow at a moderatepace. ABC Chief Economist Anirban Basu.

SummaryIn June, the nations construction industry unem-

ployment rate fell to 9.8 percent for the rst timesince September 2007 with the addition of 13,000jobs, according the July 5 report by the Departmentof Labor. Since June 2012, the industry has added190,000 jobsa 3.4 percent increase.

Every major category of construction experiencedgains in employment for the month. Nonresidentialbuilding construction employment increased by 700

jobs for the month and has added 16,400 jobs, or 2.5percent, during the last twelve months. Residentialbuilding construction employment inched up by 100

jobs in June and is up by 13,100 jobs, or 2.3 percent,compared to the same time last year.

Nonresidential specialty trade contractors gained2,100 jobs for the month and have added 47,100

jobs, or 2.3 percent, during the last twelve months.

Residential specialty trade contractors have added5,100 jobs since May and gained 77,100 jobs, or 5.2percent, since June 2012. Heavy and civil engineeringconstruction employment increased by 5,600 jobs lastmonth, and the sector has added 36,300 jobs, or 4.2percent, from one year ago.

Across all industries, the nation added 195,000

jobs as the private sector expanded by 202,000 jobsand the public sector shrunk by 7,000 jobs. However,the nations unemployment rate was unchanged fromthe previous month at 7.6 percent and remains lowerthan the 8.2 percent registered in June 2012.

AnalysisTodays employment report is positive news for

the nations construction industry, said AssociatedBuilders and Contractors Chief Economist AnirbanBasu.

While the economy continues to face a numberof headwinds, including most recently in the form ofhigher interest rates, the wealth effect associated withrising equity markets and home prices dominates therecovery, Basu said. The result has been steadyexpansion in consumer spending, which is associated

Nations construction industry adds 13,000 jobs in June

with expanding job creation in closely aligned sectors of the economy.For construction contractors, the implication is that the volume of

work associated with lodging and shopping center construction willcontinue to march higher, said Basu. Not coincidentally, more thanone-third of the construction jobs added last month were added by spe-cialty trade contractors.

There was also evidence of more people falling into part-time work,and the broadest measure of unemployment, which includes discouragedworkers and people working part-time for economic reasons, rose to14.3 percent in June, Basu added.

Despite this increase, the construction industrys diminishing unem-ployment rate shows that societal income tied to wages and salariescontinues to expand slowly, which suggests the economy will only grow

at a moderate pace, said Basu. That should be enough to help drivenonresidential construction spending higher, but progress will remaingradual.


2/16

2 TheBusinessJournal August 2013

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Lima, OH JulieHogan, formerly ofTouchstone CPM, wasrecently promoted tothe position of Ex-ecutive Assistant forTuttle Services un-der the direction ofCEO/Chairman of theBoard, Clyde Rauch.

Hogan began withTouchstone CPM in2008 as an Adminis-trative Assistant to the company President,Nate Neuenschwander. Hogans new dutieswill include the planning and execution ofcompany-wide and community events aswell as coordinating and documenting Ex-ecutive Team Meetings.

Long-time TuttleServices employeeSarah Kennedy re-

cently accepted therole of Quality ControlManager in addition toher duties as ContractAdministrator for Tut-tle Services, Inc. Ken-nedy began workingfor Tuttle in 1999. AsQuality Control Man-ager, Kennedy willwork to ensure product quality and customersatisfaction. She will oversee the organiza-tions Quality Control program, implement

needed changes to the system, audit and re-view services and processes, as well as re-cord and organize documentation necessaryto maintain ISO certification.

About Tuttle Services, Inc.Tuttle Services is the parent company

of Tuttle Construction, Inc. and TouchstoneCPM, Inc. Both of which are ISO 9001:2000certified, owned and managed under the di-rection of Clyde R. Rauch, CEO/Chairmanof the Board and operated in Lima, Ohio.

Both Tuttle and Touchstone CPM can befound on the web at HYPERLINK http://tuttlenet.comtuttlenet.com and touch-stonecpm.com.

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August 2013 TheBusinessJournal 3

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TouchstonepromotesBerg

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TouchstoneCPMsHensononeof273

innationtoreceiveBIMcertificationLima, OH Jane

Berg of TouchstoneCPM was recentlypromoted to the po-sition of Project

Coordinator. Janebegan working forTouchstone in 2007as Closeout Coor-dinator. She is nowinvolved throughoutthe entire projectprocess and man-ages the daily needsfor the project managers in a high volume,multi-tasked environment. Some of her newduties include preparing and properly dis-

tributing various types of correspondence,maintaining records and filing systems, pro-vide support to all project team members,as well as serve as a liaison between teammembers and contractors. Jane will contin-

ue to use her excellent organizational skillsto provide project closeout services on allTouchstone CPM projects.

About Touchstone CPMTouchstone CPM is a professional Con-

struction Planning and Management firmbased in Lima, Ohio. Since 2003, the com-pany has managed various disciplines ofconstruction management through an ex-clusive contractual relationship with build-ing owners. Touchstone provides project

management, cost management and project/contract administration for each phase of aconstruction program: pre-design, design,bid and award, construction and post con-struction. The firm offers a wide variety ofconstruction services to meet virtually everyclient need. Whether planning to construct anew building, an addition or renovating anexisting facility, Touchstone has the proj-ect team to exceed its clients expectations.HYPERLINK http://www.touchstonecpm.comwww.touchstonecpm.com

Berg Henson

BusinessJournal

THE

of West Central OhioVolume 22, No. 8

Publisher: Donald R. Hemple

Contributing Writers

Jeffrey Gitomer

Advertising: Donald R. HempleThe Business Journal is mailed to the top businessleaders in the 13-county region of West CentralOhio. Although information is gathered from sourcesconsidered to be reliable, the accuracy and com-pleteness of the information cannot be guaranteed.Information expressed in The Business Journal doesnot constitute a solicitation for the purchase or sale ofany products.

Copyright, The Business Journal of West CentralOhio, 2006, All rights reserved. Reproduction or use,without written permission of editorial, photographic

or other graphic content in any manner is prohibited.The Business Journal is published monthly at 405 N.Main St., Delphos, OH 45833

Contact Us

Telephone 419-999-4762

Don Hemple 419-695-0015 ext. 138

Marilyn Hoffman 419-695-0015 ext. 131

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Mail 405 N. Main St., Delphos, OH 45833-1598

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Lima, OH RobHenson, Precon-struction Manager ofTouchstone CPM, re-cently tested success-

fully to receive theprofessional accredita-tion, the Certificate ofManagement-BuildingInformation Modeling(CM-BIM). Hensonis one of 273 others inthe nation with this professional designa-tion.

National accreditation in the use ofBuilding Information Modeling (BIM) is aprocess that relies on com-puter-generated models to

better manage constructionprojects. The professionalaccreditation, which is of-fered by the Associated Gen-eral Contractors of America,is the first assessment-basedcredential to recognize con-struction professionals ontheir ability to use the pro-cess.

Before testing success-fully, Henson first had to

complete the BIM Education Program, aseries of four courses the association de-veloped to help construction professionalslearn how to use the construction process.

The education program and assessment-

based certificate were developed by a groupof industry experts assembled by the as-sociation. The association also plans tomake continuous updates to the educationprogram and the assessment to make sure itkeeps pace with technology developments.For more information about the CM-BIMaccreditation or the associations BIM edu-cation program, visit http://www.agc.org/cs/cm-bim.

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Every salesperson wants to think of himor herself as powerful but, if asked, wouldhave no idea where their power actuallycomes from.

Most salespeople fail to understand theirown power. The reason they dont is thatthere is a heavy concentration on what can-notbe controlled or what is notbeing done.

This manifests itself in complaints about:price, unreturned phone calls, bidding, loy-alty to others, and other various excusesabout why a sale does not take place and therelationship isnt being built.

As a salesperson, you have all the powerin the world to make your own success hap-pen. Its not market conditions; its youremental conditions. Its not customer condi-tions; its your failure to perform in a pow-

erful way. And its certainlynot the competitions condi-tions; its your inability to

prove value beyond doubtand risk.

Let me share with youthe 20.5 powers that you do

possess and how you mightbe able to use them andtake advantage of them tobuild sales, build relation-ships, build referrals, earntestimonials, and achievethe sales success that you

are striving for1. The power of a positive

attitude. The way you dedicateyourself to the way you thinkcreates the foundation for yourentire life. Sales is part of yourlife and requires a positive atti-tude as fundamental and founda-

tional to success.2. The power of daily atti-

tude actions. These are actionsthat you take both in your favorand in the favor of others.Theyre not just positive; theyrepowerful. Attitude actions createsales actions.

3. The power of belief. Belief in whoyou work for, what youre selling, yourability to differentiate yourself from yourcompetitor, and belief in yourself create thefour cornerstones that enable your belief to

be transferred to the customer.4. The power of self-condence. The

power of self-condence comes from think-ing about past wins, and thinking about pastaccomplishments. Those thoughts becomeyour inner condence builder and manifestthemselves in the self-condent appearance.

5. The power of thinking YES! Thedifference between thinking you can andthinking you cannot, will determine out-come and fate. KEY: Think yes to get yes.

6. The power of keeping conversa-tional control. Salespeople have very little

idea about what it takes to keep control ofthe sales conversation. The answer is in oneword: ASK. When you ask youre in controlof the conversation. When the customer asksyou, you have given up control. Controlkeeps you on the path to the sale. Want morecontrol? Easy! Ask more questions.

7. The power of preparation. Mostsalespeople make the fatal mistake of onlypreparing in terms of themselves, whenin fact the customer only cares about himor herself. They want ideas, value, andanswers not your canned slide show.They want to know how THEY win. Whynot spend twice as much time prepar-

ing in terms of the customer?Preparation determines outcome.

8. The power of creativity.Creativity is a science, and youcan learn it. Its based on theperspective from which you seethings. And once you begin tosee things a little bit differently

than others, youll become morecreative. Your customer wantsto know why and how youredifferent from your competition.Creativity makes it evident.

9. The power of being memo-rable. For years I have said, Find

something personal. Do something memo-rable. Its all about a random act of kind-ness that has a direct emotional trigger tothe heart of the customer. Whatever it is, itmust relate to the customer and their passion.Whatever it is, it has to have a WOW impact.

10. The power of value. My mantra is,Give value rst. That way the customerforms an impression of you thats bothpositive and powerful. The more valueyou provide, the more powerful you willbecome, and the more sales you will make.And just so we understand the word value,its preceded by the word perceived. Ifthe customer perceives value, then it is.

Thats the rst ten powers of sales suc-cess. Study them to get a better understand-ing of your sales power sources. Implementthem into your sales process, start to feel

the boost, and get ready for the next 10.5next week.

I have created a page of ideas to getyour attitude rolling in the right direction.If youd like them, go to www.gitomer.com and enter the words ATTITUDESTARTERS in the GitBit box.

Jeffrey Gitomer is the author of twelve best-selling booksincluding The Sales Bible and The Little Red Book of Selling.His forthcoming book, 21.5 Unbreakable Laws of Selling, willbe available September 3rd, and will feature a national publicseminar tour. Get the details at www.gitomer.com. It will leadyou to more information about training and seminars, or emailhim personally at [email protected].

2013 All Rights Reserved. Dont even think about

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Individuals who have something tosell used to rely on the classified ads,community bulletin boards, garage sales,auctions and so forth. These methods arestill viable, of course. More and more,folks are finding a wider customer baseby using Internet sales tools, such asCraigslist, eBay, etc.

Yes, this produces a wider rangeof customers, but it also gives the sellersomething else, con artists and crooks.These guys are almost always practicedprofessionals who know how to getaround the usual safeguards in place forInternet commerce.

Let me cite some examples ofwhat can happen if you are not awareof the pitfalls in this kind of enter-

prise. These are actual events reportedto the BBB recently.A local man was selling a car and

listed it on Craigslist. He was contactedby an individual who said, Consider itsold. The seller received a check formuch more than the agreed price andwas told to deposit the check and sendthe balance to the shipping agent. Atthat point, the seller became suspiciousand ended the transaction.

Of course, this is the way the crooksmake their money. The buyer (whonever wanted the item in the first place)makes off with the shipping costs.Then the check bounces.

The next case involved a weddingdress being offered on the Internet by aseller in our region. The buyer sent acheck that was made out for too much.The seller was supposed to cash it andsend the balance back. Again, the in-tended victim did not bite but reportedit to the BBB.

In another instance, a local personwanted to sell a van and also got a checkwith an overpayment for the same rea-son.

The Internet is a viable way to sellmerchandise, but it also opens the doorfor the criminal element to take advan-tage.

Some of the red flags include:1. Asking for payment to cover ship-ping with a promise of reimbursement

2. Claiming to be overseas or in somedistant place and therefore unable to dealin the usual way.

3. Paying the full asking price with-out attempting to negotiate.

4. Attempting to circumnavigate thePayPal verification or other service.

Of course, it works the other way,

too. If you are buying something, neverlet yourself be talked into not using thewell-established verification services.Make sure you understand all the termsand conditions of the sale, just like youwould in any deal, but even more sowhen buying something sight unseen.

Neil Winget is the president of theBetter Business Bureau serving WestCentral Ohio. The BBB may be found onthe Internet at www.lima.bbb.org.

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Companytraining

programs:What

aretheyreally

worth?

FORTUNE -- Whether its harvestingpearls of management wisdom from theworks of William Shakespeare, workshopson building better teams, or an in-depth ex-ploration of the latest application develop-ment software, training business is big busi-ness at American corporations. But do anycompanies actually track what comes out ofthese programs? And, if so, how?

American businesses spent a staggering$125.9 billion on employee learning and de-velopment in 2009, according to the Ameri-can Society of Training & Developments

2010 industry report. While companies trackevery data point of an advertising campaign,they often ignore the return on investment ontheir training dollars. Are companies gettingany bang for their training buck?

While many companies collect data onthe number of employees they train and thecost of training per person, most do not es-tablish metrics that connect training sessionsto the ultimate goals: improved sales, gener-ating new customers and increased produc-tivity.

Staff training programs largely fall intotwo broad categories: product, sales, andtechnical training, which teach specificskills; and more intangible workshops onleadership, team effectiveness and diversity,says Homa Bahrami, a lecturer in manage-ment at The University of California-Berke-leys Haas School of Business.

The results of a training session on newsoftware can be quantified easily, but findingan easy way to gauge the benefits of intan-gible training programs is more complicated.

Even though some aspects might notbe measurable, there are measurable waysto determine if the money was spent wisely.

Did we take actions? asks Stephen Burnett,associate dean of executive education atNorthwestern Universitys Kellogg Schoolof Management.

Many companies say its difficult to mea-sure trainings role in raising revenue. But,Burnett wonders, can a company determinethe impact of a $50,000 social media skillsworkshop on winning more customers thatgenerated $100,000 in revenue? Granted,many factors contribute to increased rev-enues, but can you separate the effects oftraining from those other factors?

Some say that the lack of performancemeasurement has more to do with the priori-ties of the training programs than anythingelse. Most trainers are focused on deliveryof learning rather than on improved results,says Calhoun Wick, co-author of Getting

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We are in a period of dramatic change.In analyzing the major trends affectinghealth care in this country trends thatimpact the cost, access and quality of healthcare it is important to understand thatthe forces which led to the recent nationaldebate over health care reform have notgone away. While the threat of governmentintervention prompted private insurers andproviders to take action, the situation is ex-pected to get worse. The aforementionedforces include:

Health Care CostsThe run-up in health insurance costs

that prevailed through much of the 1970sand 1980s made employers take actionto control costs. Increased competitionis causing hospitals to do whatever theycan to reduce costs. As a result, the rateof growth in health care spending on a na-tional basis is now more moderate than inrecent years and the growth of corporatehealth care costs has slowed to a standstill.

Questions remain about the sustain-ability of the downward trend in aggre-

gate spending. In any event, the pressureon providers to cut costs is expected to in-crease, which will make providing qualitycare increasingly difficult.

Problems with Access to CareEstimates of the number of people na-

tionwide without health insurance nowrun as high as 43.4 million. The numberhas grown by over a million in each of thelast three years. The percentage of Ameri-cans with health insurance coverage hasdropped for the past six years as employer-

based coverage declined (60% of all pri-vate insurance is obtained through a cur-rent or former employer or union). Halfof the uninsured are in families where thehead of household has a full-time job.

Not only is the number of uninsuredgrowing, so too are the ranks of the under-insured. About 29 million people in thiscountry with private insurance are at riskof financial disaster in the case of seriousillness or injury. This number increased bynearly 50% in the last decade.

Denial of coverage for pre-existing con-

ditions is a common practice by insurancecompanies whereby the insurer refusesto provide coverage for already-existingconditions such as asthma, diabetes, heartdisease or cancer (if they have been treatedand are not currently active).

The additional threat of a $450 bil-

lion reduction in Medicare and Medicaidfunding over the next seven years couldadd four to nine million people, includingchildren and people with disabilities, to theranks of the uninsured.

Unfortunately, despite the fact thatone in five Americans under age 65 hasno health insurance coverage, expandingaccess is not a critical issue in the freemarket.

AFSCME and others have warnedfor years that the continued failure of

our nations leaders to deal with these is-sues would lead to dire consequences forAmericas health care delivery system. Ourunion has long supported the idea of healthcare coverage for all Americans. We knowthat health care its cost, accessibilityand quality directly touches the familiesof our 1.4 million active and retired mem-bers, particularly the 350,000 who workin health care. America can, and must, dobetter.

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Businesses would go under if theydid not employ the right people to help

run their day to day operations. Em-ployee training and development are of-ten key to the success of any business.

Often upper management is taskedwith leaving the daily run of the showin the hands of auxiliary employeesand they want to be secure and feel safeabout doing so. The best way to ensurethis is giving those employees the prop-er training to make sure they develop asthey should.

Capable employees help businessesexpand and run smoothly. If they are in-

telligent and have been properly trainedin all the aspects of the job they are do-ing, they have more opportunities to ad-vance and benefit the company in fur-ther ways. There are many companieswho decide that cross-training capableemployees will also prove beneficial intimes of crisis or emergency.

There is a greater chance of failure ifemployees are poorly trained. No one

can be expected to fall into a positionand know exactly what to do from the

very beginning. Even people who starttheir own companies must train them-selves properly and seek guidance fromothers who have been there before inorder to know they will be successful.When an employee is not trained prop-erly, it can lead to miscommunicationsand unnecessary hardships due to con-fusion or lack of clarity. This can leadto a company shutting down, the loss ofa job and possible damage to custom-ers or clients. Trainee progress shouldbe monitored by upper management all

throughout the training process. Theyshould be shown how to do their joband then demonstrate that they under-stood the training by performing theduties themselves. After some practice,and hopefully a short time, they shouldbe able to perform those same taskswithout confusion or hesitation.

Companies that are serious aboutgiving their staff members an opportu-

nity to learn, to grow, and to advance inthe industry they have chosen as a career

will encourage learning through semi-nars and extra training courses. Theywill often pay for these courses so thatthe employees will continue to grow inknowledge, strengths, and skills.

An employee should feel upper man-agement is open to questions that mightcome up. In order to avoid confusion,they should know that they can counton being directed and guided throughthe processes until they have masteredthem and no longer need training.Leaving it up to the employee to figure

something out is never a good idea.Proper training and development de-

pend on open communication and prop-er guidance from the first moment. Ifmanagement has chosen an intelligentand capable person, they should nothave to worry about taking any extratime with them but should also be will-ing to do so, if necessary.

EmployeeTrainingandDevelopmentinTodaysBusinessWorld


9/16


WhygetanMBA?

Reasons to Earn an MBA

An MBA (Master of Business Adminis-tration) is a type of business degree offeredthrough business schools and other gradu-

ate-level programs. There are many reasonsto consider getting an MBA. Here are someof the most common:

Because You Want to Advance YourCareer

Although it may be possible to climb theranks over the years, there are some careersthat require an MBA for advancement. Ex-amples include areas of finance and bank-ing and consultancy. Furthermore, there arealso some companies who will not promote

employees who do not continue or improveeducation through an MBA program. Earn-

ing an MBA does not guarantee career ad-vancement, but it certainly doesnt hurt em-ployment or promotion prospects.

Because You Want to Change Careers

If you are interested in changing careers,switching industries, or making yourself amarketable employee in a variety of fields,an MBA degree can help. While enrolled inan MBA program, you will have the oppor-tunity to learn general business and manage-ment expertise that can be applied to nearlyany industry. You may also get the chanceto specialize in a particular area of business,such as accounting, finance, marketing, orhuman resources. Specializing in one areawill prepare you to work in that field aftergraduation regardless of your undergradu-ate degree or previous work experience.

Because You Want to Assume a Lead-ership Role

Not every business leader or executivehas an MBA. However, it may be easier toassume or be considered for leadership rolesif you have an MBA education behind you.While enrolled in an MBA program, youwill study leadership, business, and man-agement philosophies that can be applied toalmost any leadership role. Business schoolmay also give you hands-on experienceleading study groups, classroom discus-

sions, and school organizations.

Because You Are Truly Interested inStudying Business

One of the best reasons to get an MBAis because you are truly interested in study-ing business administration. If you enjoythe topic and feel like you can increase yourknowledge and expertise, pursuing an MBAfor the simple sake of getting an educationis probably a worthy goal.

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Minster, Dayton & Columbus(800) 713- 3190

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13TRUST EXPERIENCE TRUST COTTERMAN

Continued from Page 6)Your Moneys Worth from Training and De-velopment and founder and chairman of FortHill Company, a training consultancy.

Nevertheless, these metrics matter a greatdeal to CEOs. In fact, 92 out of 96 Fortune500 CEOs said that they are most interestedin learning the business impact of their learn-

ing and development programs, but only 8%see that happening at their companies now,according to a study recently conducted bythe ROI Institute, a Birmingham, Ala.-basedresearch and consulting organization.

Theyre being told by chief learning of-ficers that you cant measure these things.

You have to take it on faith, says Jack J.Phillips, ROIs chairman.

Phillips says many human resourcesheads and learning directors avoid produc-ing these kinds of measurements becausethey fear for their jobs, but he says the wor-rying is misguided. Whether the training ison customer satisfaction, productivity or

quality control, companies can zero in onone or two items, measure the before andafter, and determine a courses effectiveness.

Other techniques to isolate the benefitsof training programs include establishingcontrol groups, agreeing on performancecontracts with employees, and monitoring

business performance linked to the trainingworkshops, Phillips says.

When Phillips consulted for a large fi-nancial services firm, the company mea-sured the relationship between leadershipdevelopment, employee retention and rev-enue by determining whether its sales staffopened new accounts, how much revenue

each account generated, and comparing thatdata to the cost of training.And when Haas Center for Executive

Education performed leadership training forStatoil, a Norwegian energy company, thecenters staff designed a detailed question-naire on what new actions were taken andwhat new business resulted from the training.

Companies that study returns on traininginvestments end up improving their educa-tion programs and see the connection be-tween learning and development and how itdrives the bottom-line, Phillips says.

Greeley and Hansen, a Chicago-basedenvironmental engineering firm, uses itstraining partly as a way to retain its engi-neers, professionals who are difficult to re-cruit even in a tight job market, says COOJohn Robak

Organizations have traditionally treatedtraining as a cost and expense. When traininghas a sufficient payback, it can be viewed asan investment, not an expense, Robak says.

At Agilent Technologies, a Santa Clara,

Calif.-based measurement company, examin-ing the results of its leadership training is partof its DNA. The company does pre-trainingexercises which include assessments, inter-active webinars, e-learning and readings tolet staff know exactly what business resultsit seeks. Agilent then organizes 10-weekpost-training sessions where employees fo-

cus on how an individual course aligns withthe companys business goals, says TeresaRoche, Agilents chief learning officer.

If employers want engagement andcommitment, they must put money intotraining, says Kristen Fyfe, a spokespersonfor the American Society of Training & De-velopment. Industry leaders create a cultureof learning at their organization, which en-ables them to attract the best employees, sheadds.

But training often lacks urgency. Cal-houn Wick says pharmaceutical companiesoffer workshops to meet FDA regulationson the safety and manufacturing of drugsthat influence its sales and revenue. If theydont apply that training, theyre out of busi-ness. There are real consequences, he says.

A program on team building would notlikely include a threat of such dire conse-quences, and for good reason. Just the same,more urgency and an increased focus on thereturn on investment would improve train-ing at many companies, Wick says.

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Welcome to OttawaTucked into the heart of Putnam County, along the Blanchard River, Ottawa

welcomes you to its quiet and friendly community. As the Putnam County seat,

the Courthouse graces our Main Street with its ornate beauty and historical monu-

ments. In the downtown area, attractive brick buildings, constructed by ancestors

long ago, still bustle with the activity of family owned retail businesses and pro-

fessional offices.

The present town of Ottawa was founded on the last village site of the Ottawa

Indians. It is rich in history and the tradition of its early settlers. That proud tra-

dition is apparent in the well kept homes of the entire community. Graceful trees

hover over the well maintained streets criss-crossing through Ottawa. These

streets will lead you to beautiful parks, new and historic homes, highly academic

schools, sho in areas, entertainment and dinin .

Locator MapIts all about our location in prime Northwest Ohio with trouble-free access to major highways.

The Village of Ottawa (population: 4,367) is located in Putnam County (population: 34,726) innorthwestern Ohio and is the county seat. It is located approximately 53 miles southwest of theCity of Toledo, 25 miles west of the City of Findlay and 30 miles north of the City of Lima.

Ottawa has an excellent transportation system. Located on the intersection of SR 65 and US224, Ottawa is 15 miles north of US 30. Access to US 30 can be gained by traveling south on SR65. I-75 can be reached by a 20 mile trip south by use of SR 65 or 20 east on US 224. I-80 isapproximately 65 miles north of Ottawa, and can be accessed by SR 613. State Route 15 and US224 provide industries and residents with easy access to areas east and west of the village, whileareas located to the south and north can be accessed by SR 65. Two railways, CSX and NorfolkSouthern, pass through the village.

The Putnam County Airport is located 3 miles east of Ottawa. It is a manned airport with onehard surfaced runway, 4432 feet long.

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161 W. Third St.

Ottoville, Ohio 45876

419-453-3313

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940 E. Fifth St.

Delphos, OH 45833

419-695-3313

Homes&Living HealthCare

History

Business&Industry

Ottawas small town atmosphere makes it the perfect place to work and raise a fam-ily. Many historic homes grace the town of Ottawa, and new homes and subdivisionsare sprouting up throughout the area. Some of the older homes date back to the CivilWar era. It is frequently noted by visitors to the area how well-kept the homes and prop-erties are in Ottawa. The streets are well maintained and businesses pride themselves ontheir appearance. The four seasons and tree lined streets are an attraction in themselves.The area is known for its lush, flat fields of farmland that spread out from the BlanchardRiver which snakes lazily through Putnam County

The Village of Ottawa is well-suited to accommodate all types of businesses, fromlarge manufacturers with special utility needs to agricultural enterprises in search ofvery fertile soils and excellent farmers. The village of Ottawa provides a multitude ofcommunity services to its residents. Many of the residents work in manufacturing oragriculture related careers in and around the surrounding communities.

There is a wide range of retail and industrial business in Ottawa which makes it awonderful place to live, work and to shop. Ottawa and the surrounding communitieshave drawn domestic and international business & industries to the area seeking a goodworkforce with a strong work ethic. Ottawa is a growing community with an ever ex-panding industrial base, including WC Wood Company, Palpac Industries, Steel Tech-nologies, D-4 Industries, R.K. Industries, Verhoff Machine & Welding, J.B. Machiningand Silgan Plastics. Outside of the village is Pro-Tec Coating Co., Iams, UnverferthManufacturing, Kalida Manufacturing, Inc., to name a few.

For residents of Ottawa and the surrounding communities, emergency medical care,convenient outpatient services are easily accessible at the Putnam County AmbulatoryCare Center located just west of Ottawa on State Route 224. A 24 hour comprehensiveemergency team is there to access your medical needs and begin treatment immediate-ly. St. Ritas Life Flight, air ambulance service is just minutes away from transportingyou to St. Ritas Medical Center. Patients can also schedule their outpatient servicessuch as laboratory tests, X-rays, CT scans, MRI and even their annual mammogram atthe Ambulatory Care Center. Services such as dialysis, cardiac and pulmonary rehabili-tation are also available. Many different specialists see patients on a weekly basis atthis facility. All this and any required testing can be completed all in one location thatsclose and convenient from home.

The Ottawa Medical and Diagnostic Center located at 1740 North Perry, next toWalmart, offers area residents top-notch choices in family physicians, along with com-prehensive womens healthcare needs. The facility includes not only medical officespace, but mammography, diagnostic radiology, EKGs and phlebotomy services allhoused within the same facility. Ottawa area women now may conveniently arrange,with any of the practitioners in the building, for their annual mammogram and gyneco-logical examinations on the same day at the center.

Ottawa is located on the site of the last village of the Ottawa Indians in an area of north-west Ohio known as the Great Black Swamp. In 1777, a treaty at The Foot of the Rapidsof the Maumee of the Lakes established a reserve for the Ottawa Indians in exchange fortheir land in northwest Ohio. The tribe was divided concerning the issue, and blood wasshed before the treaty was accepted.

The five-mile square reserve encompassed the area where the Blanchard River inter-

sects an Indian Trace near old State Route 65. It included the Ottawa villages known asUpper Tauwas and Lower Tauwas.The Ottawa Indians ceded their reserve to the United States in 1831. In 1833, the land

was offered for sale to settlers and the Village of Ottawa, established in 1834, was plattedon the site of Lower Tauwas. Michael Row purchased the first lot where he built a tavernof hewed logs. The tavern served as a meeting place for town officials and played an im-portant part in the early life of the village. It continues to stand at the corner of West Mainand Perry Streets.

The post office, established in 1837, was called Buckeye as there was already an Ot-tawa in the state. In 1862, it officially became Ottawa. In 1866, by a vote of the people, thecounty seat was moved to Ottawa. The present day Courthouse was built in 1909 and 1913.The coming of the railroads made the town a transportation center. A newspaper, estab-lished in 1855, also moved to Ottawa and became known as the Putnam County Sentinel.

The paper continues to publish weekly.

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Putnam County OhioPopulation,2012estimate 34,198 11,544,225Population,2010(April1)estimatesbase 34,499 11,536,502Population,percentchange,April1,2010toJuly1,2012 -0.9% 0.1%Population,2010 34,499 11,536,504Personsunder5years,percent,2012 7.0% 6.0%Personsunder18years,percent,2012 25.7% 23.1%Persons65yearsandover,percent,2012 14.8% 14.8%Femalepersons,percent,2012 50.0% 51.1%Whitealone,percent,2012(a) 98.3% 83.4%BlackorAfricanAmericanalone,percent,2012(a) 0.5% 12.5%AmericanIndianandAlaskaNativealone,percent,2012(a) 0.4% 0.3%

Asianalone,percent,2012(a) 0.3% 1.8%NativeHawaiianandOtherPacicIslanderalone,percent,2012(a) Z ZTwoorMoreRaces,percent,2012 0.6% 2.0%HispanicorLatino,percent,2012(b) 5.6% 3.3%Whitealone,notHispanicorLatino,percent,2012 93.2% 80.7%Livinginsamehouse1year&over,percent,2007-2011 92.3% 85.3%Foreignbornpersons,percent,2007-2011 1.2% 3.9%Languageother thanEnglish spokenat home, percent age5+, 2007-2011 3.8% 6.5%Highschool graduateor h igher, percent o fpersonsage25+, 2007-2011 91.0% 87.8%Bachelo rs degreeor h igher, percentof personsage25+, 2007 -2011 18.6% 24.5%Veterans,2007-2011 2,092 914,971Meantraveltimetowork(minutes),workersage16+,2007-2011 22.3 22.9Housingunits,2011 13,761 5,133,446

Homeownershiprate,2007-2011 84.4% 68.7%Housingunitsinmulti-unitstructures,percent,2007-2011 7.8% 22.9%Medianvalueofowner-occupiedhousingunits,2007-2011 $132,900 $135,600Households,2007-2011 12,936 4,554,007Personsperhousehold,2007-2011 2.64 2.46Percapitamoneyincomeinthepast12months(2011dollars),2007-2011 $25,019 $25,618Medianhouseholdincome,2007-2011 $59,378 $48,071Personsbelowpovertylevel,percent,2007-2011 6.3% 14.8% BusinessQuickFacts PutnamCounty Privatenonfarmestablishments,2011 731 250,4761Privatenonfarmemployment,2011 9,114 4,432,8491Privatenonfarmemployment,percentchange,2010-2011 6.6% 1.8%1Nonemployerestablishments,2011 2,019 742,500Totalnumberofrms,2007 2,716 897,939

Black-ownedrms,percent,2007 F 5.8%AmericanIndian-andAlaskaNative-ownedrms,percent,2007 F 0.3%Asian-ownedrms,percent,2007 F 2.0%NativeHawaiianandOtherPacicIslander-ownedrms,percent,2007 F SHispanic-ownedrms,percent,2007 S 1.1%Women-ownedrms,percent,2007 23.5% 27.7%Manufacturersshipments,2007($1000) 1,984,952 295,890,890Merchantwholesalersales,2007($1000) 172,256 135,575,279Retailsales,2007($1000) 252,285 138,816,008Retailsalespercapita,2007 $7,300 $12,049Accommodationandfoodservicessales,2007($1000) 23,206 17,779,905Buildingpermits,2012 51 16,905 GeographyQuickFactsPutnamCounty

Landareainsquaremiles,2010 482.52 40,860.69Personspersquaremile,2010 71.5 282.3FIPSCode 137 39MetropolitanorMicropolitanStatisticalArea None

1:Includesdatanotdistributedbycounty.

Downloadthesetables-delimited|Downloadthesetables-Excel|Downloadthefulldataset

(a)Includespersonsreportingonlyonerace.(b)Hispanicsmaybeofanyrace,soalsoareincludedinapplicableracecategories.

D:SuppressedtoavoiddisclosureofcondentialinformationF:Fewerthan25rmsFN:Footnoteonthisitemforthisareainplaceofdata

NA:NotavailableS:Suppressed;doesnotmeetpublicationstandardsX:NotapplicableZ:Valuegreaterthanzerobutlessthanhalfunitofmeasureshown

SourceU.S.CensusBureau:StateandCountyQuickFacts.DataderivedfromPopulationEstimates,AmericanCommunitySurvey,CensusofPopulationandHousing,StateandCountyHousingUnitEstimates,CountyBusinessPatterns,NonemployerStatistics,EconomicCensus,SurveyofBusinessOwners,BuildingPermits

LastRevised:Thursday,27-Jun-201314:29:40EDT


14/16


The Fort Jennings State Bankthe Bank of choice www.fjsb.com

Ottoville 419-453-2527

Columbus Grove 419-659-2527

Ft. Jennings 419-286-2527 Ottawa 419-523-3013

Leipsic 419-943-2528

Recreation SchoolsThere are three public parks in Ot-

tawa, providing an abundance of recre-ational facilities to all family members.Picnic shelters, playground equipment, abasketball court, a lighted baseball field

and municipal swimming pool are allavailable at the Ottawa Municipal Park.The Senior Citizens Center, Boy Scoutand Girl Scout facilities, and the Gazeboare located at the Waterworks Park on4th street and Pratt. The Lords Park onWest Main provides a refreshing seatand solitude at its central fountain.

The Putnam County Fair on the eastside of town attracts thousands of peopleto Ottawa every summer. This fair iscomplete with animal shows, 4-H ex-

hibits, harness racing, carnival games,rides, concessions, and plenty of enter-tainment. Its purely an enjoyable fam-ily experience. Other fairground usesinclude the Jaycees Rib-off, HalloweenHavoc, car shows and various other or-ganizational and company picnics.

The Ottawa-Glandorf Schools missionstatements says it all about our community:

The commitment of the Ottawa-Glandorf Schools, in partnership with ourfamilies and community, will provide su-perior educational opportunities for all chil-

dren, to establish a foundation for a life oflearning and personal success.

Our school system serves approximately1704 students, Preschool through Grade 12.Sts. Peter & Paul Parish School is a CatholicElementary school which serves Grades 1-8.Our vocational students attend MillstreamCooperative in Findlay and the PutnamCounty Educational Service Center providesservices and programs for special needs andat-risk students.

The Putnam County Educational ServiceCenter has moved into a new $3.6 million

facility . Helping fund this new building wasa $1.725 million Grant from the US Depart-ment of Economic Development Administra-tion, which was written in collaboration withthe Village of Ottawa. Along with housingthe Educational Service Centers administra-tive offices, the building provides classroomspace for several area higher educational institutions.

The facility is located on Putnam Parkway, next to the YMCA.


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SummaryIn a further sign of slow economic re-

covery, the nations nonresidential con-struction spending inched up 0.1 percentin May, according to the July 2 report bythe U.S. Commerce Department. On a

year-over-year basis, nonresidential con-struction spending was down 2.9 percentin May, with spending totaling $546.3 bil-lion on a seasonally adjusted, annualizedbasis.

A 1.8 percent increase in public non-residential construction spending barelyoffset the impact of a 1.4 percent declinein spending on privately financed nonresi-dential construction projects. Private non-residential construction spending is down0.9 percent while public nonresidentialconstruction spending is down 4.9 per-cent.

Ten of the sixteen nonresidentialconstruction sectors posted increases inspending for the month, including reli-gious, up 7.2 percent; water supply, up 6.2percent; transportation, up 3.7 percent;and power, up 2.9 percent. Six of sixteensectors registered increases compared toone year ago, including lodging, up 18.3percent; transportation, up 10.6 percent;and water supply, up 9 percent.

Five of the sixteen nonresidential

construction sectors posted decreases inspending for the month, including manu-facturing, down 8.1 percent; communica-tion, down 6.1 percent; and commercial

Nonresidential

construction

spendinginches

up0.1percent

inMay

The economy has now

entered its fifth year of

economic recovery and

many economic forecast-

ers expect an acceleration

of growth later this year

and in 2014. Anirban Basu,

ABC Chief Economist

See CONSTRUCTION, page 16


16/16


OHIO LOGISTICS

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construction, down 2.5 percent. Sectorsposting the largest decreases from May2012 include communication, down 13.5percent; amusement and recreation, down11.5 percent; and conservation and devel-opment, down 10.3 percent.

Residential construction spending in-creased 1.2 percent for the month and isup 22.7 percent compared to the same timelast year.

Total construction spendingwhichincludes both nonresidential and residen-tial spendingwas up 0.5 percent for themonth and is up 5.4 percent from May2012.

AnalysisFor much of the past year, privately

financed activities have been recoveringin conjunction with the nations moder-ate economic recovery, while publicly fi-nanced construction had been in declinea reflection of constrained public capitalbudgets, said Associated Builders andContractors Chief Economist AnirbanBasu.

However, in May two large segmentsclosely associated with public financing,water supply and transportation, experi-enced a material rise in activity, Basu re-marked. At the same time, private activ-

ity declined in the aggregate, including inmanufacturing, communication and com-mercial categories.

This is unlikely to emerge as a stablepattern, Basu said. The economy hasnow entered its fifth year of economicrecovery and many economic forecastersexpect an acceleration of growth later thisyear and in 2014.

That should help boost private con-struction activity, added Basu. Mean-while, sequestration is ongoing and stateand local government capital budgets con-tinue to be constrained by rising Medicaid,pension, retiree health care and other costs.Consequently, May is likely to prove anaberration.

Overall, nonresidential constructionspending failed to progress significantly inMay, and that has been the story for muchof the past year, Basu said.

On a year-over-year basis, nonresi-dential construction spending is actuallydown nearly 3 percent, with much ofthe decline attributable to a nearly 5 per-

cent reduction in public spending,stated Basu. If optimistic economicforecasts prove correct, the upcomingyear should be better, with growth in pri-vate construction activities leading theway.

Construction(Continued from Page 15)www.businessjrnl.com