Tackling Water Infrastructure and Coastal Challenges in Michigan
Ann Arbor-based CIS was founded in 2013 by Corvias, a Rhode Island-based company that provides infrastructure services to the military, state and local governments, and higher education. In 2023, it was spun off as an independent company whose services center on solving the complicated challenges of outdated and ineffective stormwater infrastructure. SBN Detroit interviewed the company’s CEO, Sanjiv K. Sinha, Ph.D., and Sri Vedachalam, Ph.D., Senior Director of Water Equity and Climate Resilience, about two recent projects – an advisory and research project focused on coastal conservation for The Nature Conservancy, a global conservation nonprofit, and an analysis of Great Lakes Regional Poll (GLRP) data for a binational federal agency. Q: What were the primary goals of the coastal conservation analysis services you provided for The Nature Conservancy? Vedachalam: The main goal of this project was to conduct a comprehensive scoping exercise to identify and understand the key challenges faced by Great Lakes communities in relation to fluctuating water levels, high-energy waves, and climate-induced shoreline erosion. Shoreline erosion in particular is becoming increasingly prevalent due to climate change, and our focus was to assess how these environmental stressors impact both the natural and built environments. By gaining a clearer understanding of these challenges, our goal is to help surrounding communities become more resilient. This involves preparing infrastructure to withstand the ongoing and future effects of these changes. Q: What are the key environmental challenges currently affecting coastal areas in Southeast Michigan and the broader Great Lakes region? Vedachalam: Coastal areas in the Great Lakes region face a variety of interconnected challenges, mainly involving three key components: the lake itself, the shoreline, and the watershed. Rising and fluctuating water levels, coupled with stronger energy waves, contribute to significant shoreline erosion. These forces can disturb lakebed sediments, which, in turn, impact aquatic organisms and their habitats. In addition, increased rainfall—often intense and unpredictable—introduces higher levels of pollutants and contaminants into the lakes, further exacerbating environmental stress. The watershed is also heavily affected by these factors, particularly in terms of increased flooding, which places additional strain on both natural ecosystems and human infrastructure. Addressing these challenges requires a multifaceted approach that combines both natural and engineered infrastructure to mitigate damage and enhance community resilience. Sinha: To add some context, climate change is causing regions around the Great Lakes to experience more rainfall in shorter periods of time, leading to severe issues such as flooding and water quality challenges such as algal bloom in western Lake Erie. The frequency and intensity of these rain events are increasing, which complicates regional water management. As an example of changed rainfall, based on 1992 estimates, a hundred-year storm in Detroit used to be 4.4 inches of rainfall, while in 2019, a similar storm produced 5.2 inches—an additional two billion gallons of water. According to SEMCOG, by 2050, storms of this nature could result in 7.7 inches of rainfall, adding another six billion gallons of water. Preparing communities and infrastructure for such occurrences is essential as we look toward the future. And these massive challenges present an incredible opportunity for the region to grow its economy by deploying capital that leads to local jobs. Q: Based on this project, what specific actions or solutions is CIS proposing to protect Great Lakes coastal communities? Vedachalam: It will take a balanced approach that integrates both hard infrastructure and nature-based solutions to address the complex challenges these coastal communities face. One focus is wetlands, which historically covered vast areas across the Great Lakes region. Over time, urbanization has led to the loss of many of these wetlands, reducing their ability to naturally manage stormwater. So, we need to design infrastructure to help slow down stormwater runoff before it reenters the lakes. Additionally, we need to stabilize dunes and other natural barriers, which play a critical role in protecting the shoreline from erosion and the impacts of fluctuating water levels. These natural elements act as a first line of defense, mitigating the force of incoming water while preserving ecosystems. Another critical area of focus is people. It’s crucial to involve residents in these efforts to ensure that the solutions we propose are compatible with how people live and interact with these spaces. Through collaborative efforts with the community, we can foster a sense of ownership and ensure that the projects we implement meet both environmental and societal needs. Q: What unique opportunities or risks does Southeast Michigan face regarding water management and coastal resilience compared to other areas of the Great Lakes? Vedachalam: Southeast Michigan presents a unique mix of challenges. Historically, this region was rich in biodiversity, with vast expanses of marshes and wetlands serving as natural buffers against flooding and erosion. However, as the area became more urbanized and industrialized, many of these natural systems were altered or lost. Despite this, there remains a kind of “ecosystem memory,” where there is potential to restore these natural practices and processes in some areas. One of the main challenges the region faces is balancing the needs of a highly industrialized and sprawling urban environment with the goal of restoring natural systems. Legacy pollution from past industrial activities continues to pose a risk. There is growing interest from communities to return to more sustainable, nature-based solutions. Q: To this end, what is the importance of polling data in understanding public sentiment on Great Lakes water issues? Vedachalam: Polling data is critical because it allows us to measure public sentiment at a specific point in time and over time. Public sentiment can be dynamic, especially following significant events, much like we see in political polling. Attitudes often shift slowly over time, so conducting annual polls helps track these changes and offers insights into how public perceptions and concerns evolve. Sinha: The Great Lakes represent a highly complex system, involving eight U.S. states and two Canadian provinces. This vast geographic area makes it essential to carefully assess how public sentiment varies across the region. Polling helps identify which stakeholders hold specific concerns and how
New Detroit Director of Sustainability is Focused on Community
In March, Mayor Mike Duggan named longtime urban farming activist Tepfirah Rushdan as the city’s new director of sustainability. Rushdan was serving as Detroit’s first director of urban agriculture, where she worked to encourage urban farming by improving city policies and streamlining processes. Rushdan is helping lead the process of selecting a new director of urban agriculture, a position that will report to her. Rushdan also previously acted as codirector at Keep Growing Detroit, whose mission is for the majority of fruits and vegetables consumed by Detroiters to be grown in the city. She also is a co-founder of the Black Farmer Land Fund. She serves as treasurer of the Detroit People’s Food Co-op and is a cofounder of Black to the Land Coalition, which connects BIPOC people to outdoor recreation. She is also a board advisor to several other community projects and has formerly held seats at the Detroit Food Policy Council and the Uprooting Racism Planting Justice initiative. In her new role, Rushdan will lead the city’s priority actions within the four main goals of the Detroit climate strategy: Transitioning to clean energy Increasing sustainable mobility Accelerating energy efficiency and reducing waste Prioritizing vulnerable residents and adapting to change Reducing flood risks Protecting from extreme heat Improving air quality SBN Detroit interviewed Rushdan about her role, the challenges, and the opportunities. Q: How will you approach the four main goals of the Detroit climate strategy? A: The key for us to work across all departments within the city. There are some real champions in place who want to meet these goals and are already working to do so. My approach to tackling the four main goals involves fostering collaboration and synergy across all city departments. We are actively building out our capacity within my department to ensure that every arm of our municipal operations contributes to realizing our citywide sustainability vision. Q: You’ve said that you believe Detroit has real potential to become a national leader in municipal sustainability. What is your vision behind this? A: Being in Michigan, we have so many natural assets. Also, Detroit brings some things that may be seen as deficits, like vacant land and blighted areas, but I think these are big opportunities for us. It’s a chance to rethink what the city will look like in the coming years. Coming from an urban farming background, I’ve been thinking about the potential of this vacant land for many years, and I’m excited to find ways to repurpose it toward environmental goals – whether that’s farming, pollinators, solar, or other things. Also, Detroiters have grit. This is a city that’s been largely disinvested in, which has fostered strong resilience in our spirit. There is great potential here. Q: A major immediate focus is the city’s solar neighborhood project, which will replace up to 250 acres of vacant, blighted land in up to six neighborhoods with solar arrays that will create enough clean energy to power all of the city’s 127 municipal buildings. Can you tell us more about this project? A: This was largely driven by the people in the communities. The city put out a questionnaire regarding what the residents would like, and 19 groups responded saying they’d like to utilize the vacant land for projects. This city has met with them alongside other stakeholders and partners to determine what this might look like for the neighborhoods, the logistics of the sites, and so on. We currently have eight potential sites, and we are in meetings with the council to discuss moving forward with three of them for Phase One. We have selected two potential developers. The developers will work closely with the residents to lay out what the sites will look like in terms of design and aesthetics and work hand-in-hand with the neighborhoods. If all goes well with the city council, we’ll be able to start building as early as this fall. Q: What are the challenges of the project? A: I think there is a big opportunity to educate the public about climate change the issues that are at the forefront. It’s a chance to invest in the neighborhoods – communities that have not seen investment in years. This is a chance to spread that out. We’ll also be developing in the immediate areas around the footprints of the sites, investing in housing with energy upgrades, and more. So, I think it’s a chance for us to rise to the challenges of meeting the goals that the state of Michigan, the federal government, and the United Nations have outlined. This will take everyone working together including residents, businesses, and organizations. Q: Overall, do the city’s sustainability goals involve or play into workforce development? A: I’m proud of the work the city is doing around developing our workforce to be ready for the green economy. That’s pivotal. I want to highlight the Detroit At Work program where residents have opportunities to access careers and training. In fact, one of the new training options is around electric vehicle charging. The city is looking forward in terms of where the workforce needs to be and putting things in place for job creation toward these things. Q: What impact do you think your work will have on businesses and the economy? A: Sustainability is not exactly sexy. It takes a lot of work, commitment, and collaboration between businesses, residents, and all stakeholders. Business communities are driving our economy, so we need to be thinking about working alongside businesses to make sure their practices are sustainable. We all have to rethink how we are doing business and working together as a whole to reach our goals. Also, recently the city council unanimously passed the Energy and Water Benchmarking Ordinance requiring buildings with over 25,000 square feet of space to annually report their energy and water usage. This data will be gathered, and learnings and insights will be shared with other large business owners. Other cities have done this, and it’s been helpful. Q: What impacts are
An Interview with Detroit’s New Director of Sustainability
Jack Akinlosotu, Detroit’s new director of sustainability, sees sustainability opportunities in Detroit’s large geography, mobility industry focus, and other characteristics as he begins to immerse himself in the community. Akinlosuto came to Detroit from Washington, D.C., where held posts at the Department of Energy and Environment (DOEE), the Clean Energy Institute, and in private industry. He also has held positions in New York City, San Francisco, and Seattle. Immediately before coming to Detroit, he served as the senior product manager at Oracle Energy & Water, where he led partnership outreach and software development of the company’s product that helps utilities find, reach, and enroll limited-income customers in financial assistance and energy efficiency programs to lower their utility bills. Previously, he worked as the energy program specialist at DOEE to coordinate multiple renewable energy projects, including community accessibility to solar power, electric vehicles, and green financing. SBN Detroit spoke with Akinlosotu about his vision, how he’ll align strategies with the city’s Sustainability Action Agenda, and his top priorities in his new position. Q: What role does environmental sustainability have for a city the size, scale, economy, and density such as Detroit and how will you approach it? A: When I first came and visited Detroit I was surprised at the geographic scale. There is a lot of space and land. For a city this size to have this much unused land is unusual, and that provides opportunities here in terms of sustainability. There is ample space to scale, deploy and set up solar power and things like that. Also, Detroit is the Motor City and is in a good position to be the frontrunner in the EV revolution. If we deploy EVs in smart ways we will continue Detroit’s history of being the leader in mobility and that’s a great opportunity for economic sustainability as well. Q: What challenges do you foresee ahead of you, for your office, as you move ahead with a sustainable mission for the city? A: The biggest challenge is making sure we are all hitting our climate goals. When it comes to scaling climate change, that’s a challenge every city faces. There is a lot of work to do and coordination and collaboration need to happen. We need to make sure all parties are in alignment for success, and some challenges come with this. We also need to ensure that the people who have historically been left behind are included as part of the process. Q: Conversely, what opportunities do you foresee? You are quoted as saying “There is a great deal of opportunity in Detroit to be more creative in developing lasting sustainability. The sustainability programs we need will be a transformative leap for Detroit.” What does this mean for the businesses and people of Detroit? A: With all the work at hand there are significant opportunities to bring along a new workforce. For example, we need to work on making these older buildings and also residences energy efficient and we need a workforce to do that. We need to deploy and scale the use of solar energy and we need people to do that. There are a lot of opportunities to align climate goals with new jobs. We also need to focus on putting programs in place – such as deploying renewable energy – that help people with limited income. I see this as an opportunity to build a more sustainable economy and more sustainable communities. Q: How do you foresee working with businesses in the city to help them to become more sustainable? Or equitable? A: It’s important that we all work together to help businesses in our region hit their climate goals. In addition to sustainability, there are a lot of financial upsides to making buildings more efficient so there are several “wins” here. Q: What does the Sustainability Action Agenda look like now as you work to create a more sustainable Detroit where all Detroiters thrive and prosper in an equitable, green city and have access to affordable, quality homes? A: There is work being done on many fronts to hit our goals and inform an updated Detroit climate strategy, including the following four key priorities: -Electrification of the city’s vehicle fleet -Transitioning municipal buildings to energy efficiency and -Deploying solar and other measures of clean energy to help with decarbonization -Focus on vulnerable communities and the city’s overall resilience We are working to help vulnerable residents across Detroit by setting up resilience hubs for when there are outages and protecting homes with basement backup retrofits and things like this. The Sustainability Action Agenda is informing the Detroit climate strategy and this work. And the goal is to work as fast as possible. Q: What changes /impact do you expect to have made a year from now? A: On a personal level, I’m new to the city and have been working to intentionally familiarize myself with the community by reaching out to individuals and groups who have been leading the on-the-ground work in their neighborhoods. My goal is to create good relationships so that I understand and hear their needs and what the residents and businesses want out of our plans. I look forward to executing these plans and being further ahead a year from now. In terms of my responsibilities as the director, I plan to deploy as much renewable energy as possible within communities in the city. We will see that progress a year from now. We will see more EV charging stations across the city, and a lot of that work is being done in this area now. The city recently converted its entire municipal parking department fleet of 48 vehicles to all-electric and has deployed four electric buses as part of the bus fleet conversion. We need to keep this momentum going, and we will. Q: What does a successful collaboration between city departments and agencies look like for sustainable growth in the city? A: Keeping all lines of communication open is going to be
Reconnecting Communities and Bringing Sustainable Infrastructure Opportunities to the Future
The conversion of I-375 into an urban boulevard is a profoundly meaningful project that will replace the divide that leveled the Black Bottom neighborhood and Paradise Valley entertainment district more than 60 years ago. Now, the Michigan Department of Transportation (MDOT) is funneling $104,657,051 from the President’s Bipartisan Infrastructure Law that passed last year to replace the one-mile-long freeway and develop a lower-speed urban boulevard with the impetus to recognize the wrongdoing of the past and get it right for the future. In this – the second of our two-part series, Jonathan Loree, MDOT senior project manager, talks about the importance of the project in terms of social and environmental justice, as well as development and infrastructure. Loree has worked for MDOT for 18 years and has been involved in the design, construction, and planning of major projects, including work as MDOT’s lead on the M-1 Rail streetcar on Woodward Avenue. He has been project manager for the I-375 Improvement Project since 2017. Q: From your perspective, what will this new boulevard bring to the area? A: I think it’s about connection. Reconnecting communities and creating new opportunities for those communities. I- 375 was built during the freeway boom and in the name of ‘urban renewal,’ and it’s just not the right infrastructure for the last mile into downtown, so it was time to look at how we can make this area more efficient and move toward a more sustainable and connected future. This is the heart of the city, and the boulevard will serve pedestrians and cyclists well, and move people around better – in ways that the freeway clearly cannot accomplish. The way downtown connects to neighborhoods – both east and west, as well as north and south – will be drastically improved, and some elements of the former street grid will be redesigned back into the road network, where possible. Ultimately it will be a much more useful corridor in terms of moving people around, offering walkable options, and opening real estate for potential development. This will also eliminate some of the vehicle usage in that area and effectively replace a large concrete infrastructure with a more environmentally and community-friendly passageway. Q: What about the sustainability aspects? A: This project gives us roughly 31 acres of property beyond the roadway since we will be reducing the pavement footprint. Developing this land toward furthering the community, the economy, and social equity is absolutely the goal. And to achieve this, stakeholders, the city, and the residents are working together. There will be pockets of spaces and medians, etc., that will give us opportunities to improve the aesthetics and environment – whether that be plants and vegetation and grass or artwork or items that commemorate the past. And from a sustainability standpoint, we’ll be eliminating the bridges and reducing the amount of pavement and replacing that with a boulevard that better serves the area now and into the future. We also are implementing a new stormwater management system. Q: How will the new system help ameliorate stormwater issues? A: Clearly the recessed freeways and current stormwater systems are not built to handle the multiple 100-year storms that we are seeing. There is just no place for that much water to go within the current system. This project gives us the chance to build new infrastructure to handle it much better for the area in the future. We’ll be constructing gravity-fed pipes that will allow us to treat and release the water directly to the Detroit River. This will take the load off of the current system, which consists of two aging pump stations and outlets into the Detroit Water and Sewerage Department system. Less flow in the combined sewer system will help mitigate the overflow and flooding on the freeway and in nearby homes. Q: What are the economic factors? A: This is a very valuable piece of property close to downtown, and it’s a high-traffic area with a lot of potential for development and new businesses. We’ll also be putting people to work and looking for minority contractors to work on the project. The connectivity between neighborhoods means more people on foot and on bicycles to walk into stores and restaurants and bars and improve business in those areas. Q: Speaking of putting people to work, this project will involve workforce development, correct? A: Yes. We want this property to provide long-term benefits and we are looking at leveraging the project and the outcomes toward that. This includes workforce development, providing more opportunities to disadvantaged businesses, entrepreneurs and small business enterprises and more. Construction begins in 2025 and we are currently looking at how best to engage and get people involved in trades and training people to participate. Q: Is this a unique project for MDOT? A: Absolutely. We are embarking on a design and construction project to acknowledge mistakes made in the past and create better infrastructure for the future. Not only for the corridor but for the city and state and for the people. Honoring the past and building an environment that facilitates live, work, and play for now and into the future is important and necessary. Q: What about planning for future connectivity and technology? A: There is a lot of talk about autonomous vehicles and interest in how transit will play into this and what that looks like for the future. We will develop this infrastructure to support and facilitate flexibility for the future to the best of our ability and knowledge now. Be sure to subscribe to our newsletter for regular updates on sustainable business practices in and around Detroit.
MSU – Driving Future Sustainability Leaders into the Workforce and the World
With the tagline ‘A Better Tomorrow is Up to Us,’ Michigan State University is working to minimize its footprint while driving new generations of leaders and influencers in sustainability. As a pioneer land-grant university and Michigan’s first agricultural college, MSU works to be a change agent for communities to accelerate cross-sector climate response; serve as an important knowledge generator and convener; educate the next generation of leaders that are most likely to be disproportionately impacted by the effects of climate change; and influence the lives of students, alumni, and stakeholders for many generations. Sustainability Program Coordinator Laura Young shares with SBN Detroit how the work that’s being done in East Lansing is designed to impact the campus, Southeast Michigan communities, and businesses now and forward. Q: When did sustainability practices at MSU begin? A: MSU’s history is rooted in sustainability as an agricultural school, and It’s been going strong for decades. But one thing I can point to as an example is our work and efforts around reuse recycling. In 1988, students petitioned the board of trustees to bring recycling on campus and two years later it was established. (Recycling) has grown tremendously and in 2010 we opened a LEED Gold Certified Surplus Store and Recycling Center. Today, the operation has greatly expanded. We’ve added a robotic sorter to our material recovery facility to enhance safety and efficiency. We’re able to divert more organic materials from the landfill thanks to expanded food waste programs and a vermicomposting facility at the center. Through all of these efforts, we’ve decreased the amount of trash per student by 66% since 1990. Our progress as a sustainable institution is a continual evolution. When we commit to something there is never an endpoint, we are always driving to do better and improve. Q: Your website states the following: Having the foundational understanding of nature’s complex relationships as a premier land grant institution, MSU is well-positioned to influence the lives of students, alumni, and stakeholders for many generations. Can you tell us more about that? A: When we think about our role as educators and knowledge generators, we are well-positioned to act as agents of change. We are educating our leaders of tomorrow. And we’d be doing a disservice if we didn’t teach them about climate change and sustainability. They need to deeply understand the impact these global challenges have and will have on the world and leave campus ready to do great work around this. We know businesses are going to need graduates who are ready to hit the ground running toward their sustainability goals, and we are prepping them. Q: What are your short-term sustainability goals? A: We are going through a transitional period in the Office of Sustainability. We lost a great leader, Amy Butler, who passed away earlier this year. We are in the process of hiring a new director of sustainability and will continue to build upon many great sustainability accomplishments. Like many businesses, MSU has experienced many hardships because of the pandemic. This is our first year with fully in-person operations. We are doing a lot of rebuilding and piloting new initiatives. MSU is strengthening our Student Organic Farm and bringing back our Green Office program and Eco Rep Program among many others. Q: What is the Eco Rep Program? A: This is a program that is run by Student Life and Engagement. (SLE) Students are responsible for helping to educate other students to become strong environmental stewards. These kids are passionate and have tremendous energy and we know that students are better messengers to communicate with other students. So, this is a peer program – a role model program – ensuring that we launch environmental stewards out into communities and businesses and the world when they graduate. Q: MSU’s sustainability focuses are campus, curriculum, community, and culture. How does that framework help MSU meet its sustainability goals? A: This is our 4-C Framework and it speaks to the holistic and comprehensive perspective that we apply to sustainability. First, “campus” encompasses our sustainable operations such as our nationally recognized solar carports that deliver 10.5 megawatts of peak power. But we also have incredibly impactful initiatives that aren’t as well known. One example is SLE’s Pack Up. Pitch In, a program that supports diverting waste during move-in and move-out on campus, which is in its 25th year. 17,000 students moving in each year can generate a lot of waste. This year we celebrated 25 years of the program and collected over 12,000 pounds of food at move out that we donated to local charities. During fall move-in we diverted over 60% of materials from landfills, including 1,200 pounds of polystyrene and 68,000 pounds of cardboard. Curriculum deals with how we are educating our students about sustainability and the innovative research happening at MSU around global challenges. We have over 800 courses and 20 undergraduate degrees that address sustainability. We have immersive living-learning programs like RISE that let students explore sustainability issues in applied contexts. Campus and Curriculum intersect – our campus is a living lab that gives students real-world experience in solving sustainability problems. They work alongside staff and faculty and use our infrastructure as a testbed for sustainable solutions. An example of this is our Green Walls. The club Sustainable Spartans wanted to create an indoor green wall in 2020, but then the pandemic hit, and they had to pivot. The project gave students problem-solving experience, experience working with multiple campus partners and vendors, experience managing a project, experience with budgets and fundraising, and more. Ultimately the project culminated in a beautiful legacy that they have left behind for students, employees, alumni and visitors to enjoy. In terms of Community, as an institution, we play a large role in engaging and working with community partners to advance sustainability. For example, MSU has played a large role in extending the regional trail system in Mid-Michigan including expansions of the Lansing River Trail and much more. And the fourth C
Dan Carmody, Eastern Market Partnership CEO, Talks About Building Opportunity, Economy and a Stronger Regional Food System
Dan Carmody, Eastern Market Partnership CEO since 2007, spoke with SBN Detroit on the market’s positioning towards sustainable practices. Carmody is responsible for shepherding the 127-year-old, public market to nourish a healthier, wealthier, and happier Detroit. EMP operates one of the largest public markets in the United States, oversees a program of capital investments to rebuild the market, serves as the economic development organization to nurture and expand the Eastern Market District, manages a host of food access programs to improve Detroit diets, and builds an ecosystem to support Detroit food entrepreneurs. Carmody has led Eastern Market to become a national thought leader in developing new templates for how to repurpose urban vacant land and resurrect regional food systems. We talked to Carmody about EMP’s sustainability strategies. Q: Where do EMP’S strengths lie in terms of sustainability? A: Put quite simply, we work to help build a stronger regional food system to make us less reliant on large industrial food systems. There are not enough public markets in the U.S. that serve to support independent small businesses. Public markets are the original “pop up.” Small startups and entrepreneurs can pay the fee to rent a stall or tent and get moving on their business. We need more places like that around the country to help small businesses and not be so dependent on big companies. Q: What does sustainability mean to the market? A: It means that farmers are being compensated for crops in a fashion that allows financial success. It means farmers and growers embracing business practices that help us steward the earth in better ways than we are now. How do you approach partnering with sustainable companies in the food and agriculture industries? A: Two things I can point to that we work on are first, helping to make solar options more viable, and second, helping businesses work stormwater management into their practices to reduce the cost of operation and decrease the amount of stormwater run-off into the Detroit River. Q: How does the addition of these new entities move sustainability forward in Eastern Market? A: The new Mosaic food hall will be located at 3500 Riopelle St. in the former Detroit Water Department building. This building hasn’t been occupied since 1999, so the mere act of utilizing an existing building versus tearing it down and starting over is in itself a very significant sustainable practice. EW Grobbel, who’s been selling corned beef and other foods since the 1970s, will open a new grocery store and deli, creating 300 new jobs and offering local farmers a great venue to sell. These are two great examples of growth occurring now that help move sustainability forward. Q: Looking back eight to ten years, what was your selling point then to bring businesses into the market and also to approach sustainability with them? How has that changed? A: It has not changed much. We look for partners in the food sector and others that build the market as a regional food hub and also improve the business mix for the retail consumer supply and demand. There is an authenticity to the market that has always been there and is still today. Its focus is on independent businesses and if anything, we are becoming more vocal to make sure it remains this way as property values increase. Q What partnerships do you value when it comes to sustainability? A: One that comes to mind is our partnership with The Nature Conservancy in helping businesses design and implement stormwater management systems. This has been going on for several years. We piloted a conversion of a parking lot to retain stormwater at Sacred Heart Church in the Market District that resulted in the reduction of stormwater runoff and reduced their water bills greatly. Throughout our expansion, The Conservancy is helping us as we identify future buildout plans and repurpose urban land for industrial and commercial use to build in stormwater management systems as we go. Q: What can you tell us about the new expansion of the market? A: The expansion involves 25 to 30 acres and a $1 million food processing and distribution space. Again, this will bring new jobs to the Market District, more healthy food options for people in nearby neighborhoods, and vitality and growth to the whole district. Eastern Market has one of the largest footprints of any public market in the country – and we have the space and the means to go bigger. We’ve worked over time to bring in more value-added makers, and now the market is a viable market on Saturday all year and the expansion will strengthen that. From an economic standpoint, we work to offer more opportunities to entrepreneurs to help them grow, and we will continue to do so. We’ve received funding from the state to build what we are referring to as Shed X – a new wholesale distribution facility for regional farmers. Since 1891 farmers have come to the market between midnight and 6 am to sell to independent grocers. This has shrunk over the years and we are down to about 40 million pounds per year. This is not small, but it’s also not big in terms of food distribution. We hope to grow this by building a new, modern facility with refrigeration and docks that the farmers can more efficiently use. We’ll utilize solar lighting and stormwater management within this facility. All of this will serve to help the local economy, and the diversification creates and keeps jobs in the city. Be sure to subscribe to our newsletter for regular updates on sustainable business practices in and around Detroit.
How Does Meijer, One of the U.S.’s Largest Private Companies, Approach Sustainability?
SBN Detroit interviews Erik Petrovskis, Director of Environmental Compliance and Sustainability for Meijer, the Michigan-based retailer with more than 250 stores and 70,000 employees in six states throughout the Midwest. The company ranks 13th on Forbes’ 2021 Largest Private Companies list. Petrovskis leads environmental management across Meijer, including remediation, due diligence, and multimedia compliance programs, and represents the company’s position on regulatory matters. Here he shares some of the efforts, challenges, and goals that are in place, and the opening of the Q: Meijer has a goal of reducing 50% of absolute carbon emissions by 2025 – Can you elaborate and share what actionable items you are working on toward that? A: Meijer set a goal to reduce our absolute carbon emissions by 50 percent by 2025. This reduction represents the emissions over which Meijer has operational control and includes things like our fuel, electricity, natural gas, and refrigerant usage. We have many ongoing projects to reach the reduction goal, including energy efficiency improvements, refrigerant leak detection systems, and fuel efficiency strategies for our fleet. Our virtual power purchase agreements (VPPAs) for two renewable energy fields will also support reaching a 50 percent reduction. Q: Tell us about Meijer’s investment in the Texas-based Lacy Creek Wind Energy Center and how it pertains to Meijer’s carbon emission reduction goals. A: Our investment is structured as a virtual power purchase agreement (VPPA). In this agreement, Meijer commits to purchasing much of the energy generated from the wind farm and receives renewable energy credits (RECs). This project is coupled with the Pisgah Ridge Solar project, which utilizes the same type of agreement. The RECs certify our purchase of renewable energy and therefore represent a reduction in overall carbon emissions from the energy we purchase. Q: When did Meijer initiate sustainability practices? A: Meijer was an early adopter of green initiatives. Fred Meijer, who led the company for more than 40 years, vowed to “Leave the world in a little better shape than when I entered it.” In fact, Fred Meijer spoke at the first Grand Rapids Earth Day celebration in 1970, and company-wide recycling, energy, and waste reduction programs were in place by 1973. Since then, we’ve undertaken many sustainability-related projects, like our plastic bag recycling drop-off, installing EV chargers at select stores, and sourcing responsible seafood. Among others, these efforts became formalized when Meijer established its first sustainability plan in 2014. At Meijer, we understand that to be a good company, we must be a good neighbor. We integrate environmental sustainability into our daily operations, not only because it makes good business sense, but because it aligns with our values and mission of enriching lives in the communities we serve. Our sustainability program has evolved to prioritize four pillars: carbon emissions reduction, food waste reduction, circular economy, and Great Lakes Stewardship. Q: Regarding the Detroit Rivertown location in Lafayette Park, what community partnerships have been put in place since opening? A: Since the store opened in 2021, Meijer has supported more than 20 community organizations, including Junior Achievement of Southeastern Michigan, Bees in the D, The Better Detroit Youth Movement, Pure Heart Foundation, and Greening of Detroit. Q: Are there any other sustainability efforts that are unique to the Rivertown location? A: The Rivertown Market includes electric vehicle charging as an amenity to our customers. This is part of our greater network of EV chargers, which includes more than 70 stores in our footprint. Rivertown Market will also participate in our Gutter Bin pilot program, which is part of our Great Lakes Stewardship efforts. The Gutter Bins will catch garbage and other debris from our parking lots before it enters the waterways. The Council for the Great Lakes Region will coordinate metric tracking and evaluation of the initiative, which is occurring across nine Meijer stores. Q: How does this location and Meijer overall deal with food waste? A: Meijer aims to keep food waste out of landfills. This begins with our ordering process, in which we optimize the quantities ordered to reduce overstock. However, we also have partnered with several organizations to find other solutions. For example, we work with Feeding America, and their network of food banks across our footprint, on our Food Rescue program to provide food nearing its sell-by date to those in need. In 2021, we donated 13.7 million pounds of food through this program. We also rolled out Flashfood program, which acts as a virtual clearance rack for food nearing its sell-by date. This program is not currently available at Rivertown Market but has already diverted more than 1 million pounds of food from potentially entering landfills. Also, any food that can no longer be consumed, including things like food scraps and rotten produce, is picked up from our stores, distribution centers, and manufacturing facilities by third-party vendors, who process the waste into animal feed and compost. Q: What are your biggest challenges when it comes to reaching your sustainability goals? A: We’re lucky to have had strong support both internally and externally regarding our sustainability goals. However, one initial challenge with ours was leading a cohesive path forward. The formation of our Sustainability Council united the company and allowed sustainability to move out across all functions of the business. The Sustainability Council, which is made up of representatives from across the company’s business areas, has served as a powerful mechanism in moving our efforts forward and achieving goals with strong cross-functional collaboration. Q: From your perspective, what is the role of businesses in Detroit in terms of sustainability overall for the city? A: Business plays a key role in sustainability on a global scale. Specifically in Detroit, a focus on business sustainability is essential for the city’s renaissance to be successful and enduring. Meijer is grateful to have the opportunity to support the city’s revival, taking both environmental and social sustainability into account. Q: What businesses and partners and vendors are you working with in Detroit who are doing it well? A: Meijer features
Actionable Sustainability Initiatives for Businesses from Detroit’s First Director of Sustainability
Joel Howrani Heeres, Detroit’s former, first, sustainability director, shared his thoughts about tangible initiatives businesses can integrate to work toward a cleaner environment. In his role, Howrani Heeres provides strategic leadership, tactical guidance, and technical skills to drive triple bottom line (environment, equity, & economics) strategy and actions to help Detroiters improve their lives by creating a healthier, greener, more vibrant city for all. Under Howrani Heere’s leadership, the Office of Sustainability had over 6,800 interactions with Detroiters and fostered partnerships with neighborhoods, businesses, and philanthropic and non-governmental organizations working to make Detroit more equitable, economically thriving, and environmentally healthy. Before taking this position, Howrani Heeres led sustainability and climate action planning at EcoWorks and served as managing director of the Southeast Michigan Regional Energy Office for DTE Energy. We asked him to share some steps that businesses can take to reduce energy and water usage as well as ensure residents are not experiencing impacts from climate and climate change. Track energy and water usage You manage what you measure, so start measuring. Data shows that once you begin tracking usage you’ll begin saving 3% in energy costs. A good opportunity for businesses to begin measuring and reducing energy waste is to join the Detroit Energy Challenge. This was launched in collaboration with the Detroit 2030 District and Michigan Battle of the Buildings, and it’s a free and friendly competition. Conduct an energy audit Doing a walk-through with an expert to point out things that can be done to save energy is invaluable. Within the city, we’ve conducted these audits now on 155 buildings and identified conservation measures that we are implementing. There are several audit programs available, such as DTE’s Business Energy Consultation. Update lighting A low-hanging fruit initiative is to update to LED. The cost to do so is coming down, and the cost of electricity is rising, so this is a win/win. Integrate renewables Integrating renewable or solar energy is a great action to take, especially if the electrical load is high. Companies can get a 26% tax credit for investing in solar. Check out the Detroit Solar Toolkit to identify your building’s solar potential. Join the global Race to Zero campaign Race To Zero participants are committed to achieving net-zero carbon emissions by 2050 at the latest. The city of Detroit has joined the campaign. Race to Zero’s intent is to rally leadership and support from businesses, cities, regions, and investors for a healthy, resilient, zero-carbon recovery that prevents future threats, creates decent jobs, and unlocks inclusive, sustainable growth. Electrification To get to net zero we must also think about electrification. We know we can clean the grid and introduce renewables, but we cannot clean natural gas. When you consider the cost of maintenance, gas, and parts on a gas-run vehicle, the total cost of electric vehicle ownership makes sense economically as well as environmentally. DTE offers a Charging Forward rebate program, so it pays to be an early adopter. Make investments in climate resilience We all remember last year’s flood event, and climate projections tell us that we’ll continue to see more and more extreme storms. Installing things such as backflow preventers, sump pumps, and generators are great considerations. Engage with neighbors Being a good corporate citizen and good neighbor reaps great benefits. I think businesses should talk to their communities and ask what things would make the neighborhood better. Also, look around at the land you own. Plant trees. Invest in biodiversity. Interested in getting assistance in setting up a sustainability program? Howrani Heeres points to DTE as a resource and also B Corp certification, a designation that a business is meeting high standards of social and environmental performance. Be sure to subscribe to our newsletter for regular updates on sustainable business practices in and around Detroit.
Our Next Energy is Decarbonizing the Starting With Detroit
SBN Detroit talked to Dr. Deeana Ahmed, VP of Strategy & Government Relations at Our Next Energy (ONE). Ahmed holds a Ph.D. in neuroscience and nutrition from Columbia University, an MSc and MPH in policy from Tufts University, and a BS from the University of Michigan. She is also a published researcher and policy analyst who has conducted large policy evaluations for the NYC Department of Education, managed grants for a Silicon Valley non-profit, and owns and operates a start-up education technology firm. Ahmed is an alumnus of the University of Michigan Solar Car Team, where she led the development of the nationally and globally ranked solar car, InfiniUM’s battery pack. Here she shares ONE’s visions and accomplishments toward decarbonizing the grid, the importance of workforce development, and the role it plays in the future of clean energy. Q: What is involved in your role as Vice President of Strategy & Government Relations at Our Next Energy? A: I oversee corporate strategy and government relations. I’m at the front end of the business and my team works to incubate partnerships to help grow our footprint. Currently, we are focused on securing raw material vendors to enhance our supply chain and identify partners there. In tandem, my team leads site selection for future factories and seeks additional federal and state funding dollars to scale our manufacturing capacity. I am also involved in thinking about new verticals and conducting market analysis and business case development around potential partnerships. The government relations side is engaged in local and state-level advocacy, working toward net-zero goals to facilitate the transition to electrification. The government and strategy teams at ONE act as our internal think tank and consultants for the business. We wrestle with perspective business ideas and drill deeper to qualify them. Q: What are your immediate goals? A: In the very short term we are working to establish new factories and achieve federal funding for that. Overall, we are looking at and working to help operationalize decarbonization goals for cell manufacturing. Another focus is the facilitation of a circular economy for ONE where we are integrating ground-up refinement of materials used in our cell manufacturing to the deployment to second-life applications and recycling at the end of life of our products. Q: What are your longer-term goals? A: We are thinking about how we can deploy resources in a way that reaches people in measurable terms of impact. We are planning to scale up our factories, bring manufacturing back to the U.S. and move toward a “green industrial revolution.” By doing so we hope to create up to 2,000 jobs and build an upward trajectory of employment to create an impact on the communities we are in. To that end, we realize we have an impact on the lives of the people who will one day work for this company and help to grow a cleantech industry in the U.S. In parallel, we’re excited about participating in an energy transition in the U.S. in concert with other companies and innovators to reestablish our country’s position as leaders in technology. At the end of the day, I have a two-year-old, and I want her to have a beautiful planet to call home. Q: What are the biggest challenges? A: Workforce development. ONE is growing at a breakneck pace, having gone from 12 to 160 employees in the past 1½ years. Working to recruit the right people while scaling has been a strength and a challenge. There is also a challenge in transitioning the workforce from combustion engines to electric. If it’s done well and with the right stakeholder engagement there are a lot of upsides. And as with everyone in manufacturing, the supply chain is a challenge. Sourcing raw materials requires a lot of industry collaboration and engagement of the right people and investments across the country. Q: In January, ONE demonstrated a prototype battery in an EV that traveled 752 miles in December at 55mph without recharging. Please elaborate on this success story and the next steps? A: This accomplishment represents to me true engineering grit. We were working toward an arguably unachievable goal and the team came together to show that the seemingly impossible can be possible. This surrogate pack represents our Gemini battery. We recently announced a partnership with BMW and will demonstrate the range extender battery in their iX platform this year. We are working to be able to demonstrate 600 miles on a single charge in the platform by year’s end. Doubling the current range of EVs is a paradigm required to move the market, and that is what we are working toward. Q: What drives your passion? A: I like to wrestle with big problems, and the energy business now represents generational investments moving toward solving the biggest problems. As a mom working on one of the hardest problems right now, I have an opportunity to impact generations to come. Launching a new manufacturing facility means we can help decarbonize the grid and deliver clean energy globally. That’s a huge undertaking and the world is paying attention. I’m so lucky to be part of that and bring a lens of public health and impact on kids to this equation – and their future. Q: You also own and operate a start-up education technology firm – please elaborate. A: Yes, Ivy Admissions. I founded this a little over 10 years ago. While tutoring 8th and 9th graders, I realized that at this stage in their life, if these kids receive the right “input” the output could be amazing. Meaning that if their interests and skills are realized and cultivated there is so much upside to be had for the trajectory of their abilities and seeking opportunities. Ivy Admissions now has over 30 consultants and over 60 active students. We have seen these kids publish research, start their own companies, seek grants… It has taught me a lot of lessons and skills that apply to my work today. Q:
The Wright – Committed to Preserving African American Culture – and the Environment
At their best, museums champion the exchange of ideas and the enrichment of intellect. As such, the Charles H. Wright Museum of African American History approaches sustainability within the context not only of preservation but also of education. The museum is at the forefront worldwide in its effort to make the work of sustainability visible in museums so that everyone can see that they have a stake in—and can contribute to—environmental preservation. The Wrights’ sustainability efforts formally took hold in 2015 upon hiring Leslie Tom, as its Chief Sustainability Officer who relocated from San Francisco by way of Arizona. Tom’s background in Architecture andInformation Management with a focus in the future of libraries, archives and museum domains were a perfect match for being the Third Cohort for a mid-career Detroit Revitalization Fellowship through Wayne State University. Of her role at The Wright, Tom says “To have the opportunity to combine my experience in environmental history and culture with the methodologies of service design and architecture and apply them at one of the oldest African American museums in the world is a dream job.” She goes on to say, The fact that the museum has a Sustainability Officer on staff illustrates its dedication and commitment to sustainability at all levels. Few museums even have this role. Under Tom’s leadership, The Wright has become a frontrunner in sustainability within the museum field. In 2019, The Wright was one of five museums to earn The Sustainability Excellence Award from the American Alliance of Museums Environment and Climate Network. Tom values the regional sustainability network and so helped to co-chair the inaugural Detroit 2030 District’s first Venue and Museums Committee. Detroit 2030 District is a part of a national movement to create high-performance building districts by reducing the environmental impacts of building. Tom points to three main areas of focus regarding the museums’ current sustainability efforts. “First is working to expand the triple bottom line [people, planet, prosperity and programs] and do what museums do well – engage learners,” she says. She gives d.Tree Studio as an example. When dying Zelkova trees were discovered on The Wright’s campus, instead of sending them to a landfill, the museum partnered with the College for Creative Studies to create d.Tree Studio – an ongoing wood shop class to explore connections between design, African American material culture/history, and sustainability. Students use the dying trees to make everything from a decolonized chess set to a fully-functioning record player. Second, is the Climate Action Framework, which The Wright museum supports through a green think tank team of museum staff, landscape architects, urban planners, designers, and community engagement plans all addressing the social and technical aspects of lowering the carbon footprint. Third, is the museum’s green work around the African World Festival. “We’ve been doing exciting green work since 2015 that’s finally being operationalized and next year will be line items in the budget,” she says. “This will include things like bike valets, recycling and compost space, sharing information at the festival and more.” She goes on to say, It’s been so satisfying to see co-creation and adoption by my colleagues and their inclinations increase toward a green institution. No one person can do it alone, and having mother nature break down silos, we’ve got support and work to do from the top down and bottom up. Some measurable initiatives The Wright has been involved with over the past several years include: The Wright’s proactive response to the August floods of 2014and increasing rain events created a collaboration with the Michigan Science Center where the result was a November 2019 convening calledRipple of Impact. Over 200 people visited our Green Stormwater Infrastructures to taste, touch, see, smell, feel the water. The Wright effectively manages nearly 19,000 gallons of stormwater each year removing 50,000 gallons of stormwater permanently from the sewer system overall. See the Stormwater Hub for more info. The Wright is continuing this work by hosting the Green Museum Town Hall with our Learning and Engagement and Sustainability Departments. Please check our website for our Green Museum Town Hall in mid-November 2022. In 2015, the museum installed Variable Fan Drives (VFDs) so museum pumps and motors do not run 24 hours per day, 7 days per week. From this effort, The Wright reduced its utility bill by $30,000. Due to green efforts around the African World Festival, The Wright has seen a 5% waste diversion rate increase, repurposed 536 pounds of recyclable material, and diverted 387 pounds of organics from landfills. A strong commitment to sustainability among The Wright’s staff has led to a 400% uptick in recycling rates on the museum campus. Of doing this work in Detroit, Tom says, “As an outsider coming into Detroit, I can say that I haven’t found another city where so much consideration and multi-generational collaboration is happening. Between the local organizations, nonprofits, and businesses the best practices coming out of Detroit are very impressive. To be working within this environment has true potential for addressing our climate crisis collectively.” When asked what project she’s most proud of, Tom says the investment made in 2019 to laser scan the entire museum building. “We now essentially have a digital twin of the building stored in the cloud, so that when we collaborate with landscape architects and engineers to invest in energy-efficient systems and more, we can upload the specs and leverage the data on how best to take care of this institution.” What’s next for The Wright? Tom says their continued work on creating a green museum of the future. “We are convening conversations and setting new standards. It’s an exciting place to be.” In closing, The Wright’s President and CEO, Neil Barclay says, “Inaction affects us all. So join The Wright as we transform spaces, hearts, and minds to make room for a more equitable future here in Detroit.” Be sure to subscribe to our newsletter for regular updates on sustainable business practices in and around Detroit.
