Podcasts about battle creek

Sermon, "Providence of God " by Pastor John Lippard during the Morning Worship Service on Sunday, September 27, 2026, at Calvary Baptist Church in Battle Creek, Michigan

Chief Bagley is retiring at the end of 2026 and he talks about his career in law enforcement, challenges of finding adequate staff and community relations in Battle Creek.See omnystudio.com/listener for privacy information.

PLEASE NOTE, due to some technical issues, some segments couldn't be recorded, we have deleted these gaps so there could be some jumps in playback.See omnystudio.com/listener for privacy information.

„A Battle Creek-i kiadóba sok romboló jellegű dolog hatoltbe, olyan dolgok, amelyeket egyetlen pillanatra sem lett volna szabad megtűrni. Ezek olyan természetűek, hogy elhomályosították a munka szent jellegét.”Fordította: Kovács LászlóLektor: Viniczainé Csurgó MariannNarrátor: Németh Kinga 

Sermon, "Ruth 1:6-22," by Pastor Bryan MacPhail-Fausey during the Morning Worship Service on Sunday, September 20, 2026, at Calvary Baptist Church in Battle Creek, Michigan

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Continuing the next series of Creating Dementia Solutions episodes, we explore the real-life experiences of individuals and families affected by dementia.Through intimate conversations, each episode shares a unique story — from early memories and the moment of diagnosis to the challenges, small victories, and emotional journeys that follow. Also discussed is the caregiving component – and how folks have stepped into the caregiving role in support of a loved one with dementia.Amanda Mekara, marketing director for Battle Creek's Northpointe Woods, shares her story about having been influenced by a caregiving family when she was a child. It has led to a multifaceted career helping others, particularly those affected by dementia.Episode ResourcesMiles for Memories websiteMiles for Memories technologySherii Sherban talks to Community Matters about MFM technologyMore Creating Dementia Solutions episodesABOUT MILES FOR MEMORIESMiles For Memories is a Calhoun County, Michigan organization created in 2013 to raise awareness and funds for Alzheimer's Disease. Later in 2014, the vision was expanded to include all types of dementia. MFM raises money each year through sponsorships, community events, and grants to gather funds to create local programming for both the person living with dementia and the caregiver. Along with local efforts, 20% of the funds to prevention-related dementia research. Miles for Memories is a committee of 70-plus volunteers and are always looking for more to get involved.

Sermon, "Ruth 1:1-5," by Pastor Bryan MacPhail-Fausey during the Morning Worship Service on Sunday, September 13, 2026, at Calvary Baptist Church in Battle Creek, Michigan

During a close air support mission over Baghdad on 8 April 2003, Maj Gary "Wolfman" Wolf and his A-10 Warthog were struck by an SA-16 MANPADS while supporting Operation Iraqi Freedom.Battle Creek Bourbon: https://shop.winglorespirits.com/pages/commemorative0:00 Intro "Lead's Been Hit"1:29 The Close Air Support Mission6:10 Hit by an SA-1612:44 Jettison Everything15:33 Escort and Rescue Join Up16:41 Gear Down18:55 Battle Creek Bourbon with Wing Lore Spirits23:44 Mitchell Wolf on Tail Number 258 Have a story? Program and partnership inquiries: https://theafterburnpodcast.com/contact/

Na Sessão de 1901, a Igreja Adventista aboliu o cargo de presidente da Associação Geral. Votou-se que o dirigente seria o presidente do comitê executivo, eleito pelo próprio comitê e não pelo plenário — e Arthur Grosvenor Daniells fez questão do arranjo, por considerá-lo plenamente representativo. Ele não foi eleito presidente em 1901. Assumiu uma cadeira que os delegados acabavam de esvaziar de título. A presidência só seria restaurada em 1903, e sob forte oposição. E foi esse homem que permaneceu vinte e um anos — o mandato mais longo da história adventista, jamais igualado. A tese desta aula é contraintuitiva e é o oposto do que o número sugere: 1901 não criou um presidente forte. Criou um corpo representativo que tentou tornar o presidente dispensável. O líder que ficou mais tempo foi exatamente aquele que trabalhou para diminuir a dependência da figura do líder. E ele não permaneceu por ausência de eleições — houve sessões em 1901, 1903, 1905, 1909, 1913, 1918 e 1922, e ele sobreviveu inclusive a uma manobra de destituição em 1902 e à batalha de 1903. Permaneceu porque foi escolhido, repetidamente, por um corpo livre para não escolhê-lo. Em 1922, o mesmo corpo decidiu diferente. Neste episódio: o menino de cinco anos que perdeu o pai, cirurgião da União, e foi batizado aos dez por George I. Butler — o homem do panfleto da liderança única formou, batizou e enviou o homem da descentralização, e receberia dele o sermão do próprio funeral. A desmontagem da lenda da escolha a dedo: o comentário de Ellen White em 1892, quando ele foi eleito na Austrália, dizendo que poucos pensavam que o pastor Daniells pudesse ser o homem para o lugar, e que ele era a melhor escolha que se podia fazer do material de que dispunham. A União Australasiana de 1894, protótipo que subiu da periferia para o centro. Os dois incêndios de 1902 — o Sanatório em 18 de fevereiro, a Review em 30 de dezembro — que dispersaram fisicamente Battle Creek. O argumento financeiro real da reforma: o dízimo concentrado nas associações americanas e a criação de canais para o campo mundial. E o episódio que faltava nas versões anteriores desta aula: a Conferência Bíblica de 1919, convocada e presidida por Daniells, em que ele disse aos colegas, com estenógrafos registrando, que Tiago White jamais falara em infalibilidade dos escritos de Ellen White, e que a ideia de inspiração verbal levara as pessoas a esperar demais. As transcrições não foram publicadas. Dormiram nos arquivos até os anos 1970, quando o arquivista Donald Yost as encontrou. A lição de governo: a pergunta que uma instituição se recusa a discutir em assembleia não desaparece — ela é adiada com juros. Fecha com a análise tipológica integral, o diálogo com Montesquieu e Weber sobre a sucessão do carisma, e as aplicações para estrutura de liderança, sistema de governo, corpo ministerial e membresia. FONTES - DANIELLS, A. G. Christ Our Righteousness (1926) | The Abiding Gift of Prophecy (1935). - General Conference Bulletin, Sessões de 1901, 1903 e 1922. - McARTHUR, Benjamin. A. G. Daniells: Shaper of Twentieth-Century Adventism. Nampa: Pacific Press, 2015; e verbete na Enciclopédia dos Adventistas do Sétimo Dia. - CAMPBELL, Michael W. 1919: The Untold Story of Adventism's Struggle With Fundamentalism (2019) | 1922: The Rise of Adventist Fundamentalism (2022). - ROBERTSON, John J. A. G. Daniells: The Making of a General Conference President, 1901. Mountain View: Pacific Press, 1977. - OLIVER, Barry D. SDA Organizational Structure. Berrien Springs: Andrews University Press, 1989. - VALENTINE, Gilbert M. The Prophet and the Presidents. Nampa: Pacific Press, 2011, caps. 8-10. - SCHWARZ, Richard W.; GREENLEAF, Floyd. Light Bearers. Nampa: Pacific Press, 2000. Links Instagram http://instagram.com/alexpalmeira7 Podcast Catalisadores http://open.spotify.com/show/6zJyD0vW8MnyRKPYZtk3B5?si=065e95b72bca4b13 X http://x.com/alexpalmeira9 Facebook http://facebook.com/profile.php?id=100069360678042

Send us Fan MailMiriam anxiously waits to meet her new man; her dating app has confirmed he is a 99.9% match. Her heart jumps a beat as he enters the room and walks toward her.Bernadette Armstrong directs a cast that includes Goreti da Silva as Miriam, Matt Foyer as Lucian, and Natalie Venturi as Jess.Playwright Jeff Perlman served two terms as the Mayor of Delray Beach, Florida. He was subsequently the Chief Operating Officer of Celsius, the energy drink company. Then, he pivoted to philanthropy, as the Executive Director of the Carl Angus DeSantis Foundation. His many previous plays include The Café on Min, 2 A.M. Battle Creek, Say My Name, Visits with Libby, The Ferryman of Moose Lake, No Getting Over You, and more.Support the showFounded by playwright and filmmaker Bernadette Armstrong, Open-Door Playhouse is a Theater Podcast- like the radio dramas of the 1940s and 1950s. The Playhouse launched on September 15, 2020. At the time, Open-Door Playhouse provided Playwrights, Actors and Directors a creative outlet during the shutdown. Since its inception. Open-Door Playhouse has presented Short and One-Act plays from Playwrights across the country and internationally. In 2021 Open-Door Playhouse received a Communicator Award for Content for the Play Custody and in 2023 the play What's Prison Like was nominated for a Webby Award in the Crime & Justice Category.Plays are produced by Bernadette Armstrong, Sound Engineer is David Peters, sound effects are provided by Audio Jungle, and music from Karaoke Version. All plays are recorded at The Oak House Studio in Altadena, CA. There's no paywall at the Open-Door Playhouse site, so you could listen to everything for free. Open-Door Playhouse is a 501c3 non-profit organization, and if you would like to support performances of works by new and emerging playwrights, your donation will be gratefully accepted. Your tax-deductible donations help keep our plays on the Podcast Stage. We strive to bring our listeners thoughtful and surprising one-act plays and ten-minute shorts that showcase insightful and new perspectives of the world we share with others. To listen or to donate (or both), go to  https://open...

Download “How To Find Ultra High Net Worth Clients" from https://financialadvisorsworkshop.com/ Richard Taylor is a veteran financial advisor based in Battle Creek, Michigan, with over four decades of experience in the wealth management industry. Beginning his career in accounting before joining E.F. Hutton and later partnering with his father, Richard has built a deeply personal, multi-generational practice where three-quarters of his client base spans up to three generations. By blending traditional hands-on service with modern technology—including leverage of new media and podcasting—Richard focuses on guiding families through complex estate decisions, emotional market cycles, and historical context rather than pushing Wall Street products.In this episode, Brian and Richard discuss:The Evolution of the Practice: Transitioning from paper ledgers and stockbroker roots at E.F. Hutton to independent wealth advisory.Maintaining Multi-Generational Relationships: Managing client books that span three generations through hands-on, high-touch relationships.Breaking Free from Big Banking Constraints: Leaving corporate wirehouse restrictions to deliver tailored, client-first advice.Using Podcasting & History to Calm Volatility: Framing current market swings with historical context to help clients manage emotion and fear.The Future of Tech & AI in Advisory: Harnessing AI tools to streamline financial planning while restoring client trust away from mega-institutions.https://fourstarwealth.com/staff/richard-taylor LinkedIn: https://www.linkedin.com/in/richard-taylor-22b656397/ To see short videos of all our best FA Business Growing tips follow us on: Instagram: https://www.instagram.com/FinancialAdvisorsWorkshop  TikTok: https://www.tiktok.com/@faworkshop  YouTube: https://www.youtube.com/@financialadvisorsworkshop Facebook: https://www.facebook.com/FinancialAdvisorsWorkshop  Twitter: https://twitter.com/FAsWorkshop  iTunes: https://podcasts.apple.com/us/podcast/financial-advisors-workshop-with-brian-kasal/id1614768408  Spotify: https://open.spotify.com/show/4OB78889GRx2FHjvWtsyeE  Website: https://www.financialadvisorsworkshop.com/  Work with FourStar: https://financialadvisorsworkshop.com/Advisors  DISCLAIMER: This content is provided by FourStar Wealth Advisors for the general public and general information purposes only. This content is not considered to be an offer to buy or sell any securities or investments. Investing involves the risk of loss and an investor should be prepared to bear potential losses. Investment should only be made after thorough review with your investment advisor considering all factors including personal goals, needs and risk tolerance. FourStar is an SEC registered investment advisor that maintains a principal business in the state of Illinois. The firm may only transact business in states in which it has filed or qualifies for a corresponding exemption from such requirements. For information about FourStar's registration status and business operations please consult the firm's form ADV disclosure documents, the most recent versions of which are available on the SEC investment advisory public disclosure website at www.adviserinfo.sec.gov

No início de 1899, a Associação Geral da Igreja Adventista tinha em caixa cinquenta e cinco dólares e trinta e três centavos. No fim daquele ano, o déficit operacional era de 9.529 dólares. No início de 1901, tinha subido para 41.589. E o relatório de Allen Moon à Sessão de 1899 registrava a consequência que não era contábil: em dois anos, nenhuma obra nova havia sido aberta em nenhuma parte do mundo. Era essa a igreja que George Alexander Irwin presidiu de 1897 a 1901. Ele terminou o mandato convencido de que havia fracassado — e usou essa expressão. Quatro meses depois de deixar o cargo, a igreja que ele sustentou aprovou a maior reforma administrativa de sua história, sem cisma. A tese desta aula: a liderança liminar é estruturalmente impossível de avaliar dentro do próprio mandato, porque seu resultado só se manifesta no mandato seguinte. Irwin não estava sendo humilde ao julgar-se fracassado. Estava aplicando a régua errada — a de um mandato de construção a um mandato de sustentação. Neste episódio: o fato que os materiais didáticos omitiam — Irwin não apenas sobreviveu a Andersonville, converteu-se dentro dela, lendo Richard Baxter; e quem entende isso entende tudo o que a historiografia depois chamou de falta de brilho, porque um homem que já viu o que acontece quando a ordem se desfaz não tem entusiasmo pela ruptura. A eleição em Ohio, decidida pela frase de O. A. Olsen no campmeeting — que o homem capaz de tirar o paletó e cravar estacas de tenda o dia inteiro daria um bom presidente. A fundação de Oakwood, em 1895, por um veterano da União que marchara sob Sherman pela Geórgia, num Sul onde a segregação se consolidava. A viagem de 1899 à Austrália, em que o presidente desceu na estação errada, despachou a mala na carroça do colégio e caminhou seis quilômetros e meio até Avondale — e viu, dezoito meses antes da reforma, o protótipo da estrutura que substituiria a dele. E um bloco inteiro sobre a citação mais deformada da história adventista. Circula a frase de que "a Associação Geral já não é mais a voz de Deus". A aula reconstrói o que Ellen White de fato escreveu, com localização precisa: a Carta 4 de 1896, sobre a voz vinda de Battle Creek; a Carta 77 de 26 de agosto de 1898; o discurso de 2 de abril de 1901; e a qualificação posterior, de 1909, em Testimonies for the Church, vol. 9, pp. 260-261, onde ela distingue a voz de um pequeno grupo de homens da autoridade de uma assembleia representativa devidamente constituída. A crítica dela era pró-representativa, não anti-institucional — e a frase que os dissidentes usam contra a estrutura foi escrita em defesa da estrutura correta. Fecha com a análise tipológica integral, o diálogo com Weber e Burke, e as aplicações para estrutura de liderança, sistema de governo, corpo ministerial e membresia. Fontes - WHITE, Ellen G. Carta 4, 1896, em Manuscript Releases, vol. 17, pp. 185-186. - WHITE, Ellen G. Carta 77, 26 ago 1898, em Manuscript Releases, vol. 17, p. 216. - WHITE, Ellen G. Discurso de 2 abr 1901. General Conference Bulletin, 3 abr 1901, pp. 25-26. - WHITE, Ellen G. Carta 54, junho de 1901. - WHITE, Ellen G. Testimonies for the Church, vol. 9, pp. 260-261 (1909). - VALENTINE, Gilbert M. The Prophet and the Presidents. Nampa: Pacific Press, 2011, caps. 5-7 (Sessão de 1897: pp. 115-124). - OLIVER, Barry D. SDA Organizational Structure: Past, Present, and Future. Berrien Springs: Andrews University Press, 1989. - SCHWARZ, Richard W.; GREENLEAF, Floyd. Light Bearers. Nampa: Pacific Press, 2000, pp. 235-236. Links Instagram http://instagram.com/alexpalmeira7 Podcast Catalisadores http://open.spotify.com/show/6zJyD0vW8MnyRKPYZtk3B5?si=065e95b72bca4b13 X http://x.com/alexpalmeira9 Facebook http://facebook.com/profile.php?id=100069360678042

Sermon, "Psalm 10," by Pastor Bryan MacPhail-Fausey during the Morning Worship Service on Sunday, September 6, 2026, at Calvary Baptist Church in Battle Creek, Michigan

Five lessons pulled from a junior high dance floor, a Wall Street Journal firing, and a weekend in Battle Creek learning to code. Chuck Yates, co-founder of Collide, takes the Ion stage and argues that energy's AI problem was never the tech. It is permission, labels, and an industry that named its flagship product West Texas Intermediate. Plus a serious ask about being better people on the way there.Click here to watch a video of this episode.Join the conversation shaping the future of energy.Collide is the community where oil & gas professionals connect, share insights, and solve real-world problems together. No noise. No fluff. Just the discussions that move our industry forward.Apply today at collide.ioClick here to view the episode transcript. 00:00 End of the world as we know it03:00 Bobby Joe and the 1982 church dance07:46 Labels matter11:54 Why energy is bad at marketing14:41 Building distribution before a product16:22 The clock reset18:58 James Broach21:18 A weekend of Claude code and David Lee Roth23:48 Houston, freaking Texashttps://twitter.com/collide_aihttps://www.tiktok.com/@collide.iohttps://www.facebook.com/collide.iohttps://www.instagram.com/collide.iohttps://www.youtube.com/@collide_iohttps://bsky.app/profile/collide-ai.bsky.socialhttps://www.linkedin.com/company/collideai

Em 1873 George Ide Butler publicou a tese de que Deus conduz Sua igreja por meio de um líder, e que o presidente da Associação Geral deveria ocupar posição análoga à de Moisés. Em agosto de 1875 ele mesmo apresentou, em plenário, a resolução que pedia a revogação dessa tese. Treze anos depois, reproduziu exatamente o comportamento que a doutrina revogada autorizava — sem jamais reeditar a doutrina. Esta aula não trata da distância entre erro e arrependimento. Trata de uma distância muito maior e muito menos estudada: a que separa mudar de opinião de mudar de disposição. E começa por desmontar a caricatura. O panfleto Leadership não foi escrito para justificar a autoridade de Butler — foi escrito para justificar a de Tiago White, e Butler manteve essa explicação até o fim da vida. Não foi instrumento de ambição; foi instrumento de acomodação. Um grupo de administradores sinceros produziu uma teologia que transformava uma situação de fato em ordem querida por Deus, não para ganhar poder, mas para parar de brigar. É por isso que é perigosa: a ambição é visível e resistível; a racionalização teológica de um poder que já existe é indetectável de dentro, porque quem a produz se sente generoso. Neste episódio: a formação que os materiais didáticos deformam — Butler não foi herdeiro devoto, foi um jovem inclinado à descrença que presidiu uma associação por dois anos antes de ser ordenado, aprendendo autoridade em regime de emergência, substituindo desertores; a cronologia documentada do desmonte (1873, 1875, 1877) e o texto integral da resolução que ainda hoje define a autoridade adventista — a vontade do corpo, sob a Palavra e a consciência; a comissão de revisão que nunca se reuniu; Minneapolis, e o fenômeno de um líder que polarizou por telegrama uma assembleia da qual estava ausente; os anos da Flórida, que não foram retiro contemplativo mas treze anos cuidando de uma esposa inválida; a confissão de 1893, que existe e foi sincera — e as cartas de 1904, que provam que a convicção de 1888 continuava intacta debaixo dela. E o fecho que a memória denominacional, distraída com Minneapolis, esqueceu de contar: foi Butler quem trouxe a mãe de Arthur Daniells à igreja, quem o batizou, ordenou e enviou. O homem do panfleto da liderança única formou, com as próprias mãos, o líder que presidiria a descentralização de 1901 — e pediu, em seu leito de morte, que fosse esse reformador a pregar seu funeral. Fecha com a análise tipológica integral, o diálogo com Hobbes e Aristóteles, e as aplicações para estrutura de liderança, sistema de governo, corpo ministerial e membresia. Fontes - FORTIN, Denis. G. I. Butler: An Honest but Misunderstood Church Leader. Nampa: Pacific Press, 2023 (Adventist Pioneer Series). - BUTLER, George I. Leadership. Battle Creek, 1873; endosso em ARH, 25 nov 1873, p. 190. - "Sixteenth Annual Session of the General Conference of S. D. Adventists". ARH, 4 out 1877, p. 106 — a rescisão parcial e a resolução sobre a autoridade do corpo. - WHITE, Ellen G. "Leadership". Testimonies for the Church, vol. 3, pp. 492-509. - WHITE, Ellen G. Cartas de 18 fev 1887 (a Jones e Waggoner) e 5 abr 1887 (a Butler e Smith), conforme Fortin. - BUTLER, George I. Carta a Ellen G. White, 16 abr 1892 | Confissão pública, ARH, 13 jun 1893 | Cartas a J. H. Kellogg, 1904. - BUTLER, George I. "Health Seeking in Florida". ARH, 15 jan 1889, pp. 41-42 | "A Personal Statement". ARH, 27 ago 1901, pp. 558-559. - BURTON, Kevin M. Centralized for Protection: George I. Butler and His Philosophy of One-Person Leadership. Dissertação de mestrado, Andrews University, 2015. - WHIDDEN, Woodrow W. II. E. J. Waggoner. Review and Herald, 2008. - KNIGHT, George R. A. T. Jones. Review and Herald, 2011. - FORTIN, Denis. "Butler, George Ide". Enciclopédia dos Adventistas do Sétimo Dia — encyclopedia.adventist.org Links Instagram http://instagram.com/alexpalmeira7 Podcast Catalisadores http://open.spotify.com/show/6zJyD0vW8MnyRKPYZtk3B5?si=065e95b72bca4b13 X http://x.com/alexpalmeira9 Facebook http://facebook.com/profile.php?id=100069360678042

Sermon, "Let God Lead You," by Missionary Skip Lake during the Morning Worship Service on Sunday, August 30, 2026, at Calvary Baptist Church in Battle Creek, Michigan

Tiago White passou dez anos defendendo que a Igreja Adventista precisava se organizar. Em maio de 1863 os delegados o elegeram presidente por unanimidade — e ele recusou. Esta aula explica por quê. Ele foi chamado de ambicioso, de autoritário, de fabricante de Babilônia. E dispunha de um único movimento capaz de desmontar a acusação: construir o cargo e entregá-lo a outro. O cargo foi para John Byington; Tiago White só assumiria em 1865, quando a presidência já não era dele — era da igreja. Neste episódio: o menino de visão precária que abandonou a escola convencido de que seria analfabeto e cuja educação formal inteira somou cerca de 41 semanas; a herança invertida — o pai diácono da Conexão Cristã antiorganizacional, tradição da qual saiu justamente o homem que organizaria a denominação; a cronologia que muda o argumento, porque o jornal veio antes da igreja (Present Truth em 1849, Review and Herald em novembro de 1850, o nome da igreja em 1860, a Associação Geral em 1863), o que significa que por treze anos a primeira instituição adventista foi uma lista de assinantes; a série "Gospel Order", de dezembro de 1853, em que White não nega Babilônia — ele a redefine, porque Babilônia significa confusão, e a desordem não é a fuga de Babilônia, é a sua forma mais acabada; e o custo, que esta série se comprometeu a não esconder: dois filhos enterrados exatamente nos anos que a historiografia celebra como fundacionais, um derrame aos quarenta e quatro anos, ao menos cinco ao longo da vida, e o que os derrames fizeram com o temperamento do fundador. Fecha com a análise tipológica integral (paulino, APEST, estilo administrativo, contínuo movimento-instituição) e o diálogo com Weber e Tocqueville, além das aplicações para estrutura de liderança, sistema de governo, corpo ministerial e membresia. - WHITE, James. "Gospel Order". Advent Review and Sabbath Herald, 6 dez 1853 (p. 173); 13 dez 1853 (p. 180); 20 dez 1853 (pp. 188-190); 27 dez 1853 (pp. 196-197). - WHITE, James. "Making Us a Name". ARH, 29 mar 1860, p. 152. - WHITE, James. "A Complaint". ARH, 16 jun 1859, p. 28. | "Borrowed Money". ARH, 23 fev 1860. - WHITE, James. Artigo de convocação da sessão organizadora. ARH, 28 abr 1863, p. 172. - Ata da organização da Associação Geral e da eleição recusada. ARH, 26 mai 1863, pp. 204-206. - STORRS, George. The Midnight Cry, 15 fev 1844, pp. 237-238. - WHITE, Ellen G. Early Writings, pp. 97-101 | Life Sketches, 1880, p. 260. - Atas das Sessões da Associação Geral, 1863-1888. documents.adventistarchives.org Links Instagram http://instagram.com/alexpalmeira7 Podcast Catalisadores http://open.spotify.com/show/6zJyD0vW8MnyRKPYZtk3B5?si=065e95b72bca4b13 X http://x.com/alexpalmeira9 Facebook http://facebook.com/profile.php?id=100069360678042

Sermon, "Psalm 9," by Pastor Bryan MacPhail-Fausey during the Morning Worship Service on Sunday, August 23, 2026, at Calvary Baptist Church in Battle Creek, Michigan

Long before cold plunges and wellness retreats, Americans traveled for mineral water, mountain air, and experimental cures. Jeremy and Amy tour the original wellness destinations — Hot Springs, Saratoga Springs, and Mineral Wells, the tuberculosis retreats of Colorado and Arizona, Kellogg's bizarre Battle Creek Sanitarium, Sedona's vortex culture, and the polio rehabilitation centers of Warm Springs. What were people trying to cure, did any of it work — and what can you still visit today?If you're enjoying the show, hit follow right now — it takes two seconds and it's how we keep making it. And if you've got another thirty seconds, leave us a rating.____________________________________S04 Ep175____________________________________Connect with us on social media: Instagram: @unscaledtravelshowTwitter: @fullmetaltravlrFacebook: @fullmetaltravelerWebsite: ⁠⁠https://www.unscaledtravelshow.com/

John Byington, o primeiro presidente da Igreja Adventista, é lembrado como o fazendeiro humilde sem preparo administrativo. A documentação mostra outra coisa. Quando os adventistas se reuniram em Battle Creek, em maio de 1863, para organizar a Associação Geral e realizar sua primeira sessão deliberativa, Tiago White foi eleito e recusou. O escolhido no segundo escrutínio tinha 64 anos, era agricultor e pregador itinerante — e era, provavelmente, o único homem entre eles com experiência prática de presidir corpos representativos. Neste episódio, a tese central: o pai de Byington, Justus, participou da formação da Igreja Metodista Protestante, denominação nascida em 1830 sobre o princípio da representação leiga e da limitação da autoridade episcopal. O governo representativo adventista não foi improviso piedoso nem dedução espontânea — tem genealogia identificável, e ela entrou na denominação pela porta da frente, na pessoa do primeiro presidente. Também estão aqui: a década em que Byington presidiu convenções do Partido da Liberdade e do Partido Solo Livre e sociedades antiescravistas; a Underground Railroad passando por sua casa; a epidemia de varíola de 1852 que abriu, pela dor, o caminho do sábado; a presidência exercida a cavalo, sem gabinete, sem equipe e sem salário; e o dado que impede a hagiografia — as duas repreensões que ele recebeu de Ellen White em 1859, quatro anos antes de assumir o cargo. FONTES E REFERÊNCIAS CITADAS - STRAYER, Brian E. John Byington: First General Conference President, Circuit-Riding Preacher, and Radical Reformer. Nampa: Pacific Press (Adventist Pioneer Series, ed. George R. Knight) — fonte principal do episódio - STRAYER, Brian E. "Byington, John (1798–1887)". Enciclopédia dos Adventistas do Sétimo Dia (ESDA) — encyclopedia.adventist.org - Seventh-day Adventist Encyclopedia. Hagerstown: Review and Herald, 1996 #HistóriaAdventista #IgrejaAdventista #JohnByington Links Site: https://startmovements.com Instagram http://instagram.com/alexpalmeira7 Podcast Catalisadores http://open.spotify.com/show/6zJyD0vW8MnyRKPYZtk3B5?si=065e95b72bca4b13 X http://x.com/alexpalmeira9 Facebook http://facebook.com/profile.php?id=100069360678042

Sermon, "Psalm 8," by Pastor Bryan MacPhail-Fausey during the Morning Worship Service on Sunday, August 16, 2026, at Calvary Baptist Church in Battle Creek, Michigan

Sermon, "Psalm 7," by Pastor John Lippard during the Morning Worship Service on Sunday, August 9, 2026, at Calvary Baptist Church in Battle Creek, Michigan

Sermon, "Psalm 6," by Pastor Bryan MacPhail-Fausey during the Morning Worship Service on Sunday, August 2, 2026, at Calvary Baptist Church in Battle Creek, Michigan

Maggie Hume was 20‑year‑oldwoman from Battle Creek, Michigan who was found murdered on August 18, 1982, after failing to show up for work. The investigation quickly split between the Battle Creek Police, who suspected her boyfriend Jay Carter, and the Calhoun County Prosecutor's Office, who believed her downstairs neighbor Michael Ronning was responsible. Because the two agencies could not agree on a suspect, the case stalled and was never brought to trial. Today, Maggie is remembered as a kind, dependable young woman whose murder remains one of Michigan's most haunting cold cases. ⁠Click here⁠ to join our Patreon.  ⁠Click here⁠ to get your own Inhuman merch.  Connect with us on ⁠Instagram⁠ and join our ⁠Facebook group⁠.  To submit listener stories or case suggestions, and to see all sources for this episode: ⁠https://www.inhumanpodcast.com/ Learn more about your ad choices. Visit megaphone.fm/adchoices

Sermon, "Psalm 5," by John Paternoster during the Morning Worship Service on Sunday, July 26, 2026, at Calvary Baptist Church in Battle Creek, Michigan

This interview is with Jacob Brink of Arbitrary Cellars & RAW Cider Co. In this interview, Jacob discusses how he found that wine was something he could never get bored of.Jacob talks about starting his career in the Marine Corps as a helicopter mechanic and painter. After being honorably discharged, Jacob had to decide where he wanted to live. Previously, Jacob had taken a trip to Oregon and decided that is where he belonged. After finding work in hydrogen storage, Jacob was getting bored again. He had enjoyed wine as a consumer and joined the Battle Creek wine club. When he jokingly asked the manager for a job, he took Jacob up on it. Since then, Jacob has been working in various tasting rooms and vineyards.Jacob discusses his experience and education within the wine industry. After managing the tasting room at Battle Creek, Jacob transitioned to Fullerton Wines eventually opening up a tasting room in Corvallis. He learn about wine and the industry by asking smart people dumb questions. After gaining more experience, Jacob wanted to start his own brand. The name stems from the idea that if the wine is good, everything else should be arbitrary. Jacob continues to grow Arbitrary along with working full-time as the outside sales and tasting room manager of RAW Cider Co.Later in the interview, Jacob talks about his hopes for the future of Arbitrary and the Oregon wine industry. Jacob hopes to eventually create a sustainable ecosystem with RAW Cider Co. Along with success, Jacob wants to lift other people up as he rises. He believes that if we provide for the next generation, they will provide for us.This interview was conducted by Rich Schmidt at Red Shed Vineyards in Lewisburg on July 20, 2026.

Sermon, "Psalm 4," by Pastor John Lippard during the Morning Worship Service on Sunday, July 19, 2026, at Calvary Baptist Church in Battle Creek, Michigan

Continuing the next series of Creating Dementia Solutions episodes, we explore the real-life experiences of individuals and families affected by dementia.Through intimate conversations, each episode shares a unique story — from early memories and the moment of diagnosis to the challenges, small victories, and emotional journeys that follow. Also discussed is the caregiving component – and how folks have stepped into the caregiving role in support of a loved one with dementia.This time, Stacy Wines - CEO of Carewell Services Southwest in Battle Creek - talks about her caregiving experiences. Like many, they started early and evolved personally - and in a career.Episode ResourcesMiles for Memories websiteMiles for Memories technologySherii Sherban talks to Community Matters about MFM technologyMore Creating Dementia Solutions episodesABOUT MILES FOR MEMORIESMiles For Memories is a Calhoun County, Michigan organization created in 2013 to raise awareness and funds for Alzheimer's Disease. Later in 2014, the vision was expanded to include all types of dementia. MFM raises money each year through sponsorships, community events, and grants to gather funds to create local programming for both the person living with dementia and the caregiver. Along with local efforts, 20% of the funds to prevention-related dementia research. Miles for Memories is a committee of 70-plus volunteers and are always looking for more to get involved.

Taylor completes his bike journey from California to Michigan and is met by his 101 year old father, Irving “Irv” Nichols, who still drives. This sparks a discussion of the possibility of a future where Autonomous Vehicles are required with our Bike Lawyer, Jim Pocrass. Listener Email- Mitch Hull of Battle Creek offers Taylor a place to stay and help with his bike. 13:37 Taylor's day is saved by Rick, mid-michigan bike advocate and urban planner, who lets Taylor draft behind him. 15:06 Why Autonomous Vehicles won't make us safer, with Peter Norton, author of Autonorama: The Illusory Promise of High Tech Driving https://bookshop.org/a/99134/9781642832402. 20:09 An obituary for 77 year old Charlie Cunningham, mountain bike pioneer, by Jim Cadenhead, who interviewed Charlie's wife, mountain bike pioneer Jacquie Phelan, for Bike Talk https://biketalk.org/2025/03/bike-talk-2509-the-firecracker-a-vigil-an-icon-and-two-directors/. 38:18 Jim also reflects on the killing of Louisa Gag, a longtime street safety advocate and transportation planner, who was on her bike in Boston when hit by a truck driver https://mass.streetsblog.org/2026/07/10/louisa-gag-longtime-street-safety-advocate-identified-as-thursdays-crash-victim. 39:25 Taylor gets a tour from curator Alyssa Young at the Deke Slayton Memorial Space & Bicycle Museum in the self proclaimed bicycling capital of America, Sparta, Wisconsin https://www.dekeslaytonmuseum.org. 41:30 Taylor interviews a group of older e-bike riders on getting e-assisted through the famous pitch black tunnels of the Elroy Sparta trail in Sparta https://dnr.wisconsin.gov/topic/parks/elroysparta. 49:06 Taylor reflects on his trip. 52:40

Sermon, "Psalm 3," by John Paternoster during the Morning Worship Service on Sunday, July 12, 2026, at Calvary Baptist Church in Battle Creek, Michigan

Sermon, "Psalm 2," by Pastor Bryan MacPhail-Fausey during the Morning Worship Service on Sunday, July 5, 2026, at Calvary Baptist Church in Battle Creek, Michigan

From powerful conversations to unforgettable BET Awards moments, this episode of The Rickey Smiley Morning Show delivered a mix of news, inspiration, and entertainment. The crew discussed the growing controversy surrounding 16-year-old Jeremiah Spearman, a Black teenager from Battle Creek, Michigan, who was stopped and handcuffed by police twice within just ten days while walking home. According to reports, the incidents have sparked renewed debate about racial profiling and the treatment of Black teens by law enforcement, with Spearman’s family saying the encounters left him traumatized while police maintain their actions were justified. The show also covered developments surrounding the bipartisan 21st Century ROAD to Housing Act, a housing affordability measure intended to increase home construction and reduce barriers to housing, though its future remains tied to ongoing political disagreements in Washington. Meanwhile, Da Brat highlighted Mary J. Blige’s candid reflections on her early career, where the R&B icon admitted she once treated people poorly and later sought out those she had offended to personally apologize. Live from the BET Awards, Gary With Da Tea brought listeners exclusive interviews and red-carpet moments, including conversations with Eric Benét, who discussed new music, a forthcoming young-adult fantasy book, and his outspoken views on social and political issues. The show also caught up with Muni Long, who shared an emotional update on her recovery following a lung transplant, urging people to reconsider organ donation while focusing on health, rest, and gratitude for a second chance at life. Later, Jeezy joined the crew for a thoughtful conversation about his upcoming documentary, personal growth, and his ongoing pursuit of peace and healing after reaching what he described as rock bottom. Jeezy reflected on learning that success and wealth alone do not guarantee fulfillment, emphasizing the importance of self-awareness, emotional control, and passing hard-earned wisdom on to the next generation. Alongside the serious discussions, the crew kept things light with classic Rickey Smiley humor, cruise updates, and the fan-favorite “Gary’s Tea” segments celebrating Black excellence from one of culture’s biggest nights. Website: https://www.urban1podcasts.com/rickey-smiley-morning-show See omnystudio.com/listener for privacy information.

Sermon, "Colossians 4:7-18," by Pastor Bryan MacPhail-Fausey during the Morning Worship Service on Sunday, June 28, 2026, at Calvary Baptist Church in Battle Creek, Michigan

Your frontline team can only perform as well as the processes they're handed. So why are so many leaders still blaming the wrong people instead of listening to the ones closest to the problem? In this weeks' episode Chris sits down with Jason Woodard, a 35-year manufacturing veteran, CEO of Geislinger Corporation, and author of Manufacturing Leadership That Works. Jason gets pretty candid about what he's seen over the course of his career. We're talking a plant manager leaving nasty notes on dry-erase boards for exhausted frontline workers, and Jason himself rolling up his sleeves and coming in on a holiday weekend when the rest of the leadership team had plans. Getting into the valuable stuff, Jason talks about what it takes to build trust with your team, holding the right people accountable, and why leading yourself should come before leading anyone else. In this episode, find out: Why blame culture in manufacturing is almost always directed at the wrong people What Jason witnessed early in his career that shaped everything about how he leads today What Jason's time as a journeyman maintenance mechanic on the night shift taught him about leadership that no management role ever could What Geislinger Corporation actually makes and why it matters to critical infrastructure in the US Why the higher you climb, the less you actually know about what's happening on your floor How to build genuine trust with frontline workers without it feeling forced What to do when an employee raises a problem you can't immediately fix Why being great at the job you have today is the only path to the job you want tomorrow Enjoying the show? Please leave us a review here. Even one sentence helps. It's feedback from Manufacturing All-Stars like you that keeps us going! Tweetable Quotes: “The higher I grow in my career, the more I realize that what I'm hearing as a leader is a little bit of the truth. And it's not because you're being lied to, it's just that it's being filtered up to you.” - Jason Woodard, Author and Geislinger CEO I think most people understand that every single thing they want to be changed or fixed isn't going to be. But if they feel like they were at least heard and listened to, I think that's the most important part.” - Jason Woodard, Author and Geislinger CEO ”Rarely does politics come up, rarely does any of the divisive stuff come up. We're just showing up every day to solve problems together. In a good culture, the collaboration, no matter the background of the people, is there. - Jason Woodard, Author and Geislinger CEO Links & mentions: Geislinger Corporation develops and produces torsional vibration dampers, torsional elastic high damping couplings, composite couplings, composite shaftlines, and torsional vibration monitoring systems for engines and wind turbines Manufacturing Leadership That Works: Proven Principles for Building Engaged Teams, Improving Performance, and Driving Results by Jason Woodard Handmap Brewing, Battle Creek-based brewery, perfectly named for the state of Michigan Make sure to visit http://manufacturinghappyhour.com for detailed show notes and a full list of resources mentioned in this episode. Stay Innovative, Stay Thirsty.

Continuing the next series of Creating Dementia Solutions episodes, we explore the real-life experiences of individuals and families affected by dementia.Through intimate conversations, each episode shares a unique story — from early memories and the moment of diagnosis to the challenges, small victories, and emotional journeys that follow. Also discussed is the caregiving component – and how folks have stepped into the caregiving role in support of a loved one with dementia.On this episode, Rep. Steve Frisbie of Battle Creek, who spent his career as a first responder and paramedic, talks about how he encountered dementia in his life - which was not only through his career. Frisbie also discusses how Miles for Memories opened his eyes to a mission of movement, programming and research.Episode ResourcesMiles for Memories websiteMiles for Memories technologySherii Sherban talks to Community Matters about MFM technologyMore Creating Dementia Solutions episodesABOUT MILES FOR MEMORIESMiles For Memories is a Calhoun County, Michigan organization created in 2013 to raise awareness and funds for Alzheimer's Disease. Later in 2014, the vision was expanded to include all types of dementia. MFM raises money each year through sponsorships, community events, and grants to gather funds to create local programming for both the person living with dementia and the caregiver. Along with local efforts, 20% of the funds to prevention-related dementia research. Miles for Memories is a committee of 70-plus volunteers and are always looking for more to get involved.

Sermon, "Colossians 4:2-6," by Pastor Bryan MacPhail-Fausey during the Morning Worship Service on Sunday, June 21, 2026, at Calvary Baptist Church in Battle Creek, Michigan

Sault Tribe elder works to keep ancestral tradition from dying UAW president Fain celebrates wins, eyes new political strategy at closed-door convention Jack In The Box opens in Battle Creek, Michigan's first location in years

Sermon, "Colossians 3:18-4:1," by Pastor Bryan MacPhail-Fausey during the Morning Worship Service on Sunday, June 14, 2026, at Calvary Baptist Church in Battle Creek, Michigan

There were travelers before GPS and navigation apps, even in the early days of the US. And some of them turned to a set of paper maps that became the first US road atlas. Plus: tomorrow in Battle Creek, Michigan, it's the National Cereal Fest. An 18th Century Survey of the Roads of the United States of America (Library of Congress)National Cereal Fest in Battle Creek, MIWe've mapped it out, and our backers on Patreon are the ones who make this show possible

Sermon, "Colossians 3:12-17," by John Paternoster during the Morning Worship Service on Sunday, June 7, 2026, at Calvary Baptist Church in Battle Creek, Michigan

In this episode I discuss the history of prostitution post-civil war to the turn of the century in Michigan. I discuss the moral influence on the circuit courts, and examine the story of Ella Lester in Battle Creek, Michigan in 1872 when three men came calling on her at the same time, and the tragic result of that encounter.For more information on Michael Delaware, visit:https://michaeldelaware.com

Continuing the next series of Creating Dementia Solutions episodes, we explore the real-life experiences of individuals and families affected by dementia.Through intimate conversations, each episode shares a unique story — from early memories and the moment of diagnosis to the challenges, small victories, and emotional journeys that follow. Also discussed is the caregiving component – and how folks have stepped into the caregiving role in support of a loved one with dementia.On this episode, Miles for Memories volunteer Christi Losinski, marketing director at Lakeview Assisted Living in Battle Creek, discusses the journey that led her to identify with the Miles for Memories mission, volunteer and become a caregiver.Episode ResourcesMiles for Memories websiteMiles for Memories technologySherii Sherban talks to Community Matters about MFM technologyMore Creating Dementia Solutions episodesABOUT MILES FOR MEMORIESMiles For Memories is a Calhoun County, Michigan organization created in 2013 to raise awareness and funds for Alzheimer's Disease. Later in 2014, the vision was expanded to include all types of dementia. MFM raises money each year through sponsorships, community events, and grants to gather funds to create local programming for both the person living with dementia and the caregiver. Along with local efforts, 20% of the funds to prevention-related dementia research. Miles for Memories is a committee of 70-plus volunteers and are always looking for more to get involved.

Kelly Brownell interviews Jon-Paul Bianchi, Director of Systems Change at the W.K. Kellogg Foundation, about the foundation's systems-change approach linking food, health, early childhood, and family economic security to address inequities affecting children and families. Bianchi describes his path from PhD research to policy work and then to Kellogg, and explains how integrated grantmaking focuses upstream on policies, practices, resource flows, narratives, and long-term investment in people and relationships rather than isolated programs. He highlights Vermont's inclusion of food quality in childcare ratings and the foundation's Farm to Early Childhood efforts connecting procurement, regional food systems, and state policy, with examples from states like North Carolina, Iowa, and Wisconsin, and notes Brazil's national local purchasing policy as a model for success. Transcript As I was mentioning before we got started, I've long admired the work of the Kellogg Foundation. Working with the concept of food systems or connecting agriculture with nutrition and thinking about regenerative agricultures. There are a lot of places where your foundation was out front. So, I salute you and your colleagues for that. And it'll be interesting to find out what's happening right now. Tell us a little bit about yourself, and how did you get into the philanthropic work and your work with Kellogg in particular? I'm Jon-Paul Bianchi. I'm the director of the Systems Change team at the W.K. Kellogg Foundation. And what that essentially means is I'm the director of national programs at the foundation. But we call it systems change because we really do see in the different areas of work that we focus on- health, family economic security, food, and early childhood- that these things are all interconnected by some distinct systems. But also, common systems that overlap across them. And so, that's the approach that we take. And I'll spend some time sort of diving into that today. You know, to answer the question of how I got here... you know, a master stroke of luck. I was set to be an academic researcher. I was working on my PhD at the University of Wisconsin. I was ABD and decided that I didn't want to be a researcher and I wanted to work in policy. And I moved to Colorado to take a job sort of sight unseen, being the policy director of an organization that worked in K-12 and children's health, and food and early childhood education. And did that for a few years and learned to translate research into practice; into policy. And was giving a presentation and got a tap on a shoulder from somebody that worked at the Kellogg Foundation who was interested in what I was saying. And we had one conversation, and six months later, I wound up having a new job and leaving Colorado and moving to Michigan. That was 15 years ago. Well, you went into this with a great background having done the science as a graduate student and then into the policy world. And you're right, the intersection of those two is really where the magic can occur. You began talking about this, but let's talk about it a little bit more. So, when you say that there are systems that cut across different problems like food and health and economic security, etc., and I know you structured your team to reflect that cross-cutting kind of view of things. But tell us a little bit more about that. And how is this different than what's usually done, and how does it affect the way your work gets carried out? So, big picture at the Kellogg Foundation, we envision a society where every child can thrive. But we know that there's too many kids and families that still can't access good food or quality childcare, or their parents can't find quality jobs because of inequities that are embedded in the policies and the practices and narratives that shape our systems. And so, having a multi-issue integrated grant making team, it's made us more effective by better understanding the points of intersection and collaboration across those bodies of work. So, our food systems program officers are in the same team, and they work closely with our program officers in early childhood and family economic security and health. And those collaborations strengthen the work in a variety of ways. We have experts in each of those areas, but because they're spending time with each other and working in the same team, they're exposed to, and they learn about each other's work and each other's worlds. And that creates powerful collaborations in the foundation, but more importantly, out in the field. And it helps us to see that we can't fix any of these systems, including food systems, with surface level or patch kinds of solutions. We really have to work together to get upstream and focus on policies, focus on practices, focus on resource flows and narratives that really sustain the inequities that we see. And so, the foundation partners with organizations to dismantle barriers in food systems in the other areas so that children and families can access quality food. But I think we also recognize that's about investing in people. And it's about investing in people over time to drive transformational change in any of these systems, including food. For people listening to this who aren't in the world of philanthropy or academics or science or policy they might be saying, "Well, this kind of makes common sense. Isn't this the way it's usually done?" And in fact, it's not usually done to have this cross-cutting work accomplished the way you're doing it. It's actually a pretty impressive thing. Yes, thank you. And I have a lot of respect for our philanthropic partners and peers, and we work very closely with a lot of large and small foundations. And I think the adage in philanthropy is you know one foundation you know one foundation. So, we do it this way and somebody else will do it differently. And I think there's a lot of connection for us back to our founder. You mentioned Will Keith Kellogg at the top of the call. He was ahead of his time in terms of understanding the interconnectedness between food and the land and opportunity and people's education. And a lot of that came out of his tradition as a Seventh Day Adventist. But also, I think just as a person coming up in the Depression and seeing what happened afterwards and really beginning to understand in his own community of how these things were sort of connected to one another. And so, for us, both inside and outside the foundation, systems change really means betting on people long term to reshape those systems from the outside in. But also, from the inside out. And that's really what we're striving for. You mentioned the history of Dr. Kellogg. The history of that family is so interesting, and what went on in, you know, the sanitarium in Battle Creek, Michigan, and how the concept of breakfast cereals came about. And how the focus on natural foods was so important. It's worth spending a little time even on just Wikipedia to try to find out what that history is, because I find it fascinating. So, let's go back to food and go a little bit deeper and talk about what this systems approach looks like in practice. You're a philanthropic organization. You exist in the context of a capitalist society where businesses are out to do as well as they can. How is the foundation's work different from, say, funding a food pantry, launching a single nutrition program somewhere, which is what typically might be done? Yes, I think what we intend to do and how I think our systems approach is a little different from, say, you know, funding a single nutrition program, is that we mean to design and redesign practice and policy based on how kids and families actually live their lives. Right? So, where food and health and early childhood and family economic security show up together in a community, right? Families experience these things simultaneously in their everyday lives. They don't experience these things in silos. And so, we try to have our team and our work reflect that. So, instead of treating food as a narrow problem to fix with one program, we try to think about how the entire system around a child and their caregivers works or doesn't work and find those opportunities and levers to move that whole system. I'll give you a concrete example that will bring in our colleague Linda Jo Doctor, who you mentioned at the top of the conversation. Early in my time at the foundation, I was a reviewer for the Race to the Top Early Learning Challenge Grant. This was an Obama era competitive grant process for building early childhood systems in states. And the state of Vermont did something really interesting that I had the good fortune to review as part of that team. They included the quality of food and access to fresh, healthy food in childcare centers as part of their quality rating and improvement system for childcare. They didn't just talk about teacher quality or curriculum or reflective practice. They actually said, "If we care about child development, then what children are eating every day in those childcare centers is part of what quality means." That's a systems approach. They connected food policy and procurement directly into early childhood policy and practice so that nutrition and education and child wellbeing were all being advanced simultaneously. I brought that back to the foundation and brought it back to Linda. And we had a really great conversation about it, and then another, and then another, and then another. And that experience helped shape how I think and how many people think about our work at the foundation. And it led to things like the expansion of our Farm to Early Childhood work, which again, leans heavily on procurement as the strategy to drive systems change, but connects it into early childhood policy. Tell us about that. You know, the Vermont example you gave is a terrific one. And you talked about Farm to Early Childhood. What does that mean in practice? In practice for the foundation, it really leaned heavily first on, sort of, understanding the landscape of where there was capacity to connect regional food hubs, farmers and producers and growers to systems of early childhood. At the same time that you have these burgeoning and developing systems of early care and education with regard to financing and sophistication, you have something similar going on in them in the food system movement, depending on the state that you're in. And so, we work diligently in a subset of states to really connect those policy levers, pull them together, and try to create essentially more situations like Vermont, you had partnership at the local community level, at the regional level, and then at the state systems level. So, syncing up the actual practice on the ground, syncing up how the relationships between different organizations are formed and maintained with regards to better food and early childhood. But then also trying to codify that into state policy and practice. And we did that for a number of years and had remarkable success in places like Iowa and Wisconsin and even in North Carolina, and a handful of other states. And we very much saw this as a build off our successful farm-to-school work, but doing it in a system that comparatively in terms of early childhood, was a little more fragile, right? And it wasn't necessarily as easy to do it, but all the more important and helpful because of the age and the vulnerability of the kids and families that we're talking about. The systems approach is very powerful, and so I'm going to ask a question not to be challenging, but to in some ways give you a softball for proving the systems approach. If at the end of the day, the most important thing in a childcare setting is to get healthy food into the bodies of the children so they can thrive intellectually and medically and everything else. Couldn't you accomplish that by just giving a good shopping list, a Costco shopping list to the daycare directors, and they could go buy good foods? And why does it need to be connected with farmers and, you know, the broader connection into the community at large, why is that important? Yes. Well, backing up, I wouldn't want to state, as an early childhood person, that the only thing that, you know, makes an early childhood program high quality would be the quality of the food and that that would, you know, lead to optimal child development and school readiness. I think, you know, there's other things in there that actually matter too. But this is definitely a key component. I would say, you know, to your question, that that system that you named already exists. We have the Child and Adult Care Food Program. We have the ability to subsidize the cost of food, and to have that good shopping list in play. But, I think, what the systems approach does is it asks different questions, right? It seeks to say, where does the food come from? How is it grown? Who is benefiting economically, right? How are schools and childcare centers and farmers and communities connected? And how do we strengthen those, connections and relationships so that we can begin to shift policy and practice so that children and families can reliably have access to good food. And they know that it's coming from the community in which they're situated. And the people on the side that are actually producing the food, the farmers and the folks doing procurement and others, that they're actually connected to it too. And they know where the food is going. And so there is this social kind of interstitial benefit to connecting those systems in a way that I think brings value beyond just you get a healthy meal today. I think it begins to shift culture. And if you could shift culture in the institutions that people are participating in, you can actually shift culture in people. So, you could see if a parent that potentially wasn't exposed to that before, or maybe didn't have access, or didn't know how to get access to that kind of food, if their expectations suddenly shifted because in their childcare program they're getting access to quality food, that then becomes an opportunity to engage in a different way. But it also becomes an opportunity for that parent to become empowered and to come together with other parents and other community members and begin to insist that's a reality in everyday life for them. That becomes a norm rather than an exception. I really like your answer because, you know, in some ways, people in our country have become distant from their food. You know, it used to be you could just go to the store, and there might've been one agent between you and who grew the food. The farmer would deliver it to, and now there are factories and machines that process the food, and 10 steps, and it comes from different countries, and all that kind of thing. And what you're talking about is shrinking that gap again to decrease the distance, so people are more in touch. And you could easily see that if the food is coming from farmers and the daycare providers know that they're going to feel better about the food. They're more likely to tell a story about it to the children. The farmer might come to the daycare center, or the children go to the farm. And you could see there's a lot more going on here than nutrition, and that's the beauty of this systems approach, isn't it? I mean, the children want to have a garden, right? I mean, how many times have we seen that? It seems like a small thing in early childhood, but just that simple act of having a garden and being able to understand how things are cultivated and grown. Even for a small child, and I have two small kids, we have a small garden in our backyard: it's meaningful. And it also, I think, establishes a norm that the tomato that you pick off the vine or the pole bean that you pick off, that you eat, that you find just unbelievably delicious, then that becomes normative for them. That's a normative experience, and kids are not as frightened by things when they encounter it. And I think we have a real opportunity in the early childhood space to link up those two systems to say, "Yes, we can affect change." And I think that, again, back to this notion of investing in people long term, the investment in those kids long term and what they come to expect will be the norm matters very much to how we think about our work at the Kellogg Foundation. So you're talking about both practices and policies and a cross-sector approach to these things. And let's talk about policy for a moment. Where does policy typically break down? And what kind of people need to be at the table, and what sort of partnerships need to be established in order to have better food policy? I think if we take seriously that food policy is cross-sector, I believe that we need to build tables that look like the food system. And that means not just public health experts or nutrition advocates or academics, but farmers and food workers, and those childcare providers and teachers, and leaders in K-12, and tribal leaders, community organizers, local state government officials, right? And the funders, right? The funders who are willing to invest in the long slow work of doing systems change. And, you know, one place I would highlight is in your home state of North Carolina. For years, there was significant investment that helped really build a dense ecosystem. You established regional food hubs and meat processing infrastructure, and anchor institutions into schools and early childhood centers. And a really strong network of organizers and philanthropic partners. And that made it possible to fully integrate farm to early childhood in your state's definition of early childhood. And as an aside, I would say North Carolina was also one of the leading states back when I was first coming into the field of building out a high-quality system of childcare. North Carolina led that. And so, these two things converging is a very powerful example, but again, we're getting back to local sourcing. We're getting back to bigger things than just doing food education, right? Those things are now built into the system. And they're not just a side project of the system. They actually are the system. So, you're talking about a foundation doing a lot more than getting proposals, seeing what needs to be funded, and then sending money out the door. You're talking about connecting people in innovative and unique ways. And building bridges that didn't exist before. And getting people to understand the systems change approach. And it just can lead to so many interesting and innovative things that just weren't possible using traditional models. So, really my hat's off to the work you do, and I can see why it's creating such powerful outcomes. One piece I would be remiss if I didn't say this, right? What makes all those partnerships work or fall apart? Usually, it's not the brilliance of a single policy idea or practice idea. I. Sort of. Sound like a broken record, but I'm going to come back to this. Investing in that people infrastructure that sits underneath it is really important. And the places that we find that make progress in any of the issues we're talking about, family economic security, food, health, Medicaid, early childhood, K-12, right? The places that make progress really do have varied and diverse voices at the table, and they're able to build real trust. And they're able to cultivate champions and also the next generation of champions and the next generation of champions who can move between those sectors, right? And the funders are involved, but they really understand that they're financing relationships and governance and people. They're not financing programs. And I think as a grant maker, that's an interesting distinction to think about. Think we know it implicitly and we know it when we see it. It's a lot harder to stick it in a white paper and define it and disseminate it in Stanford Social Innovation Review, for example. No, I totally agree. In the work that we've done over the years with, uh, community partners in Durham, it's been my impression that they get this systems thing from the very get-go. That they understand that if poverty is too severe, then nothing else is going to work, and if housing is a problem, then these other things are going to be affected in pretty serious ways. And they understand the importance of these. And in a way you're letting the flowers bloom. You're taking, I think, what some people understand intuitively and would like to accomplish, but they've been forced into silos. And then once a funder comes along and can allow this to prosper, I think it's sort of a natural thing that occurs. I think so. And I think the tricky thing there is to not be seduced by the programmatic solution. Like, do you remember several years ago when the notion of collective impact was this very popular term that folks talked about? And it's a good thing. I mean, I think the framework and the model is powerful, and it's a useful thought exercise. But what I found in a lot of collective impact work was that it focused very much on aligning the programs. Sufficiently funding the programs and aligning the programs, but not the human side of design and redesign of how do those programs function, right? Who do they serve? Who's at the table when building them or rebuilding them? Do you have the ability to change them midstream if you feel that you need to? And I think a slightly different approach with systems change is you're sort of engaging in a loose hold of the policies and the practices and the issues to give people and the people infrastructure and the relationships time to come together and figure out how they want to move them individually, and how they want to move them collectively. And that's a subtle difference. That's a nuance that I think has really worked in our particular corner of the world. One thing I bet some people are interested in is how the Kellogg Foundation might be distinct from Kellogg as a company. You've described beautifully the innovative work you're doing. The company is off doing what it does commercially. How do these two things intersect? And what's been the history of the connection between the foundation and the company? Yes. So, when the foundation was founded in the 1930s, Will Keith Kellogg, as you said, he endowed the foundation and created it separate and apart from the company. So, it's an independent philanthropic organization. And so, while we bear the name of Will Keith Kellogg, the foundation does not have a formal connection or stake in the company any longer. As you may know, the company split into two companies a few years ago, one called Kellanova and one called the W.K. Kellogg Cereal Company. And since then, I believe both companies have been acquired. I think Mars now owns Kellanova, and Ferrero, an Italian company, owns W.K. At present, the W.K. Kellogg Foundation does not have any connection to either of those companies because they've been acquired by other groups. And aside from having some stock with the foundation, that was sold to support our endowment, we don't have any formal connections anymore. But I think the proximity of the foundation to the company in Battle Creek, and I think the shared history of Battle Creek and the shared history of Mr. Kellogg's vision is actually important to note. And I think it does matter to how the two institutions are connected. I said this a little while ago in the conversation, but in the 1930s, Mr. Kellogg knew that you couldn't separate food from health and education, family economic security, and he knew this while he was making cornflakes, right? And so he helped make sure in the late 1930s that children in Battle Creek had access to fresh milk in schools at the same time that he was doing work in soil conservation and in building healthy land. And he had a sense of knowing that how the food is grown and how kids are nourished, it's part of the same story. And I think that DNA has pulled forward into the foundation, and it makes it a really special place to work because we still carry that memory of him, and we still carry that vision of him into the work that we do. Thanks. You know, a long time ago, when I first became familiar with the Kellogg Foundation, I wondered about the history and the independence of the foundation from the company. And I pretty quickly came to learn that the foundation, as you said, is quite independent from the company. But you've enriched my knowledge even beyond what I've known over the years, so thank you. That's a fascinating history. So, let's end with one final question. If you fast-forward and kind of look ahead, what do you think is on the way? And what does success look like to you and your colleagues? Yes, it's a good question. I mean, I think if we got this right, you know, 10- 20 years from now, success would look like children and families living in communities where good food is just a part of everyday life. It's normal and reliable and not something that folks are lucky to find. I talked a little bit about how Mr. Kellogg thought about this in the '30s, but we also see what's possible in other places, right? When that vision can become a reality in terms of policy and practice. So, we had done some work in the country of Brazil. And we see now that national policy in the country of Brazil now requires that at least 50% of school food be purchased from local sources, grown with high-quality standards, right? That one decision reshaped incentives all along the food chain. What farmers grow, what institutions buy, what kids eat. That's a powerful example of institutions using their everyday purchasing power to build healthier and a more just system. So, you know, 10- 20 years from now, if we've done our job, it would mean that the kinds of innovations in places like Brazil or North Carolina or even in Michigan with our 10 Cents a Meal program, that those types of things would have become the norm. That schools and early childhood centers and hospitals and tribal and local governments would be routinely buying good, locally rooted food. And that workers and farmers are earning a fair and stable wage, and they have incomes. And the communities most affected by hunger and inequity are actually at the core of leading and designing new systems. And food policy would no longer be a patch on top of the inequity. It would be one of the main ways that we build healthier and more equitable futures for kids and families. BIO Jon-Paul Bianchi is the Director of Systems change at the W.K. Kellogg Foundation (WKKF) in Battle Creek, Michigan. In this role, he leads WKKF's national grantmaking strategy focused on early childhood care and education, health equity, employment equity and food systems. As a longtime philanthropic leader and national expert with a focus on early childhood education, Bianchi provides strategic oversight to the foundation's national programmatic work to support thriving children, families and communities. Bianchi holds a doctorate of Education from Vanderbilt University's Peabody College of Education and Human Development, a master's degree in child development and a bachelor's degree in child and family studies from the University of Wisconsin-Madison. He helped found and currently serves on the board of Valley Settlement in Glenwood Springs, Colorado.

In this episode I explore some of the history of the Grand Trunk Railroad moving their repair shops for their steam engines to Battle Creek in 1908, and it all surrounds an iconic photo taken the day it opened by photographer Isaac D Smith.For more information on Michael Delaware visit:MichaelDelaware.com

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