Guiding Michigan Businesses Toward Smarter Climate Action
Fresh Coast Climate Solutions is a Michigan-based climate consultancy that aims to help organizations across sectors implement sustainable, equitable, and economically viable climate strategies. Founded on deep expertise in greenhouse gas inventories, carbon mitigation, ESG, water stewardship, and circular economy principles, the company provides technical support and strategic guidance to businesses and municipalities navigating the energy transition. Fresh Coast has partnered on projects ranging from municipal benchmarking in Flint to advanced battery development in collaboration with American Battery Solutions. SBN Detroit interviewed Jenny Oorbeck and Josh Brugeman, co-founders of Fresh Coast Climate Solutions, to discuss the company’s current priorities, lessons from its recent projects, and how small and mid-sized businesses can build effective climate strategies in a fast-changing policy and economic landscape. Q: What is the impetus behind Fresh Coast Climate Solutions? Oorbeck: We launched Fresh Coast three years ago with a sense of urgency. The climate crisis felt personal and immediate, and we wanted to take the reins into our own hands. From the beginning, we focused on building a company culture grounded in bold, transformative action. That means not being afraid to push boundaries, not say no to pilot projects, and work only with partners who share our ambition and urgency. Our goal has always been impact at scale, not incrementalism. Brugeman: We’re very deliberate about engaging in projects that move the needle. That includes deploying transformative technologies, piloting new programmatic approaches, and pursuing strategies that can meaningfully shift the trajectory of climate and sustainability efforts. We’re not interested in business-as-usual—we want to help organizations lead. Q: What are the most common climate-related challenges businesses in Southeast Michigan are facing right now? Oorbeck: We’re seeing a consistent challenge among small and mid-sized enterprises. Many are under pressure—from customers, employees, and supply chain partners—to demonstrate meaningful climate action. But they often lack the bandwidth, technical knowledge, or financial resources to respond effectively. New regulations, evolving standards, and growing stakeholder expectations can feel overwhelming. They need help making informed, strategic, decisions that advance both their sustainability and competitiveness. Brugeman: For many of these companies, sustainability is becoming a prerequisite for doing business, especially if they’re part of larger supply chains. Increasingly, their clients are demanding emissions data, decarbonization strategies, and ESG transparency. The risk is real: Suppliers that don’t adapt could lose out on future contracts. That’s why we emphasize not only environmental stewardship, but also economic competitiveness and operational resilience – things like reducing energy costs or preparing for power disruptions and extreme weather events. Q: Once businesses are ready to act, what barriers tend to prevent meaningful progress? Oorbeck: The most common barriers are capacity and resources. In smaller organizations, sustainability is often an added responsibility for someone already juggling multiple roles. Without a dedicated team or financial backing, the work can stall. That’s why our Michigan Climate Wise Business Program—funded by the Erb Family Foundation—focuses specifically on helping these under-resourced companies move forward. We provide access to expert guidance so they can prioritize and implement practical solutions. Brugeman: I’d also highlight two major gaps: technical expertise and access to capital. Many businesses know sustainability is important, but they don’t know where to start. That’s where engaging external experts can make a difference. We encourage companies to look for “no-regrets” projects—efforts that cut emissions, save money, improve efficiency, and position them for future success. Q: Are there misconceptions you regularly encounter when it comes to emissions, ESG, or water stewardship? Brugeman: One of the biggest misconceptions is around timelines. Many leaders focus solely on short-term paybacks, but climate action is a long game. Sustainability isn’t just a “nice to have”—in larger organizations, it’s already embedded into operations, tied to financial incentives, and closely monitored at the executive level. Smaller companies don’t always realize how deeply integrated these issues have become, and that disconnect can be costly. Oorbeck: Agreed. Another misconception is that the pressure to act will fade, or that a few small gestures are enough. The reality is that some companies risk being dropped as suppliers if they can’t demonstrate credible sustainability progress. We need to move the conversation beyond quarterly goals and toward long-term impact. This is the defining business challenge of our time. Q: How does Michigan’s regional identity shape the way companies need to approach sustainability? Brugeman: Michigan has a unique responsibility and opportunity. We sit at the center of the largest freshwater system on the planet—yet we undervalue and underprotect this critical resource. Water stewardship should be a defining focus for our region. We also have deep roots in heavy manufacturing, which has been the economic backbone of the state. As the global economy shifts toward decarbonization, Michigan is positioned to lead—but only if we commit to building a cleaner, more sustainable industrial base. We’ve excelled at making things. Now we need to excel at making them responsibly. Q: You’ve worked with municipal governments on decarbonization strategies. What can businesses learn from those efforts? Oorbeck: I started my career in the public sector, and at times cities have led the way in sustainability, especially when support at the state or federal level has wavered. Cities began developing climate action plans more than two decades ago. Businesses can learn from those experiences: how to build internal teams, engage stakeholders, and set meaningful targets. At the same time, municipalities can learn from the agility of the private sector, especially in deploying solutions quickly. Brugeman: One thing the public sector does well is plan for the long term. That mindset is essential for climate action. Conversely, the private sector often moves faster and embraces innovation more readily. If each sector borrows from the other, we can accelerate progress. Q: What recent projects are you especially proud of and what lessons might they offer to other Michigan businesses? Brugeman: One is our Michigan Climate Wise Business Program. In partnership with Centrepolis Accelerator and supported by the Erb Family Foundation, we provide sustainability and climate services to small and mid-sized businesses that lack the internal capacity to
Remora’s Carbon Capture Technology Targets Heavy-Duty Transportation
Founded in 2020 and based in Wixom, Michigan, Remora is developing a carbon capture device designed to attach directly to semi-trucks and locomotives and collect emissions. The captured carbon dioxide is then sold to end-users, creating a potential revenue stream for fleet operators and rail companies while reducing their environmental impact. The company has raised more than $100 million in venture capital. SBN Detroit interviewed Paul Gross, co-founder and CEO of Remora, about the company’s current stage of development, the challenges of scaling climate technology, and what it takes to commercialize clean transportation solutions from Southeast Michigan. Q: You’ve raised more than $100 million in venture funding. Who’s backing Remora, and what does that support enable? A: We’ve raised $117 million to date across several funding rounds. Our latest round was led by Valor Equity Partners – they were one of the first institutional investors in Tesla, so we’re fortunate to have that kind of backing and belief in what we’re building. Other key investors include Lowercarbon Capital and First Round Capital. This kind of support has allowed us to invest in R&D and begin to partner with some of the biggest transportation companies in the world. Q: To that end, Remora has drawn interest from companies like Union Pacific, DHL, and Ryder. What does that level of engagement say about the industry’s readiness to adopt carbon capture technology, and how has it shaped your strategic approach? A: I’ve been amazed at how excited trucking and rail companies are about this technology. That level of interest tells me that the industry wants to act. They’re not just talking about sustainability – they’re ready to deploy solutions that make sense financially and operationally. That’s been the missing link. Our system retrofits onto existing vehicles, and it pays for itself by generating revenue from the captured CO₂. That’s what makes it viable for these companies to adopt at scale. Q: Where are you in terms of deployment and technology development? A: We built our first carbon capture system for semi-trucks a few years ago, and that prototype taught us a lot. Our second-generation system is now running with a truck engine and achieving 90% capture efficiency – which we consider a major milestone. We’ve partnered with fleets like Ryder, Estes, and Werner and are preparing for wider deployment. We’re also designing the system to be as compact and lightweight as possible to meet the operational needs of the industry. The scale of the opportunity is huge – there are about 2 million semi-trucks on the road in the U.S., emitting around 350 million tons of CO₂ per year. On the locomotive side, we’re developing the world’s first carbon capture system for trains and testing it right now in Wixom. We’ll begin field deployment with Union Pacific next year. Q: Remora’s approach stands out because it generates revenue through carbon capture resale. How do you see this model evolving as more companies adopt decarbonization strategies? A: There’s already significant demand for CO₂ in the U.S. – around 75 million tons are used every year, and that demand is growing. Industries like food and beverage, wastewater treatment, and sustainable aviation fuel use it, but not to scale. We’re seeing CO₂ being converted into things like hand sanitizer and laundry detergent. So, we’re capturing a waste stream and turning it into a revenue stream. In addition to selling CO₂, we also plan to sequester it underground using EPA-certified wells. There are federal tax credits supporting this, originally passed under the Obama administration and expanded under both Trump and Biden. So, whether through resale or sequestration, we have strong pathways to scale. Q: What are the biggest barriers to broader deployment? A: The biggest challenge right now is manufacturing at scale. This is the first carbon capture system ever built for a locomotive, and there’s no existing supply chain. We’re building it from the ground up, and we’re doing it mostly here in the U.S. So, the focus now is on industrializing our manufacturing process so that we can produce systems quickly, cost-effectively, and at high quality. That’s essential if we’re going to deploy these systems at the speed the climate crisis demands. Q: What advice do you have for other cleantech startups in Southeast Michigan or beyond? A: One lesson is that it’s important to demonstrate commercial demand early. A lot of engineers and scientists are working on technology solutions in this sector, but you have to make sure you’re solving a real problem that your customer has. We started talking to trucking companies on day one, even before we had a working prototype. Getting feedback early helped us design a system that met their needs, worked within their operations, and made financial sense. That kind of customer co-design has been huge for us. Q: What metrics do you track to measure impact? A: We focus on three key indicators: capture efficiency, product purity, and energy use. Capture efficiency tells us what percentage of CO₂ the system is capturing, as I said, we’re at 90% on our latest truck engine tests. Product purity matters because a lot of our CO₂ is going to sectors that need high-purity gas, like food and beverage. Energy use is the third metric. Carbon capture is inherently energy-intensive, and we’re working constantly to improve our efficiency. If the system draws too much energy, it’s not practical – so that’s a top focus for us. Q: Looking ahead, how do you see Remora’s technology integrating with broader trends in transportation, such as fleet electrification, hydrogen fuel, or grid decarbonization? A: Our technology is best suited for heavy-duty, long-haul vehicles — the sector that’s hardest to decarbonize. Electrifying a locomotive, for example, would require about 750 Tesla batteries. Building overhead electrical lines for freight rail would cost over a trillion dollars. And hydrogen still faces a lot of technical and infrastructure challenges. Within this sector, we can retrofit existing vehicles and make a meaningful dent in emissions while generating a return.
Natural Community Services Works to Reclaim Ecological Health in Southeast Michigan
Founded in 2009 and based in Northville, Natural Community Services provides ecological restoration and land stewardship services focused on native landscapes, habitat creation, and green infrastructure. The company works with municipalities, businesses, and nonprofit organizations across Michigan to implement science-based strategies aiming to improve ecological function and address long-term environmental concerns. SBN Detroit interviewed company cofounder Liz DeLisle and Senior Ecologist Nick Longbucco to gain insight into Southeast Michigan’s ecological challenges, how organizations are adapting their land-use practices, and what trends may shape local approaches to sustainability and restoration. Q: What inspired the creation of Natural Community Services, and what specific environmental problems were you aiming to address from the start? DeLisle: The company was founded to address growing ecological degradation in our region—things like habitat loss, urban heat islands, and unmanaged stormwater runoff. We wanted to bring attention to sustainable processes and increase education among both residents and businesses. From the beginning, we’ve been focused on designing landscapes with native plant species and building habitats for pollinators, while also encouraging community-led efforts to reconnect with and restore local ecosystems. Q: From your perspective, what are the biggest ecological challenges businesses and municipalities in Southeast Michigan are facing today? Longbucco: There are quite a few, but broadly speaking, climate change and urban sprawl are two of the most pressing. Southeast Michigan – from Detroit to Pontiac – is heavily built out, and impervious surfaces like concrete create major issues with stormwater management. Localized flooding has become a widespread concern, so implementing green stormwater infrastructure like bioretention systems and rain gardens is more important than ever. Habitat fragmentation is another challenge that often gets overlooked. As urban areas expand and natural spaces are divided, we’re seeing a rise in invasive species, along with increased pressure on the green spaces that remain. The need to protect, manage, and restore those spaces is absolutely critical. Q: How would you describe the current level of ecological literacy or awareness among business and civic leaders in Michigan? Longbucco: We’ve definitely seen growth, especially among municipalities, counties, and townships. Topics like sustainability, stormwater management, and climate adaptation are much more present in conversations now than they were a decade ago. Many of these public leaders are responding to increased interest and concern from their constituents. That said, a major gap still exists in understanding the long-term benefits and cost savings of sustainable practices. Too often, decision-makers see the upfront investment but don’t grasp the payoff that comes over time. DeLisle: Incentives can really help bridge that gap. Stormwater credits and grant funding have played an important role in encouraging businesses to explore green infrastructure. Once they see both the environmental and economic benefits, we’ve found they’re more likely to adopt and continue those practices. Q: What are the most persistent barriers that organizations face when trying to implement ecological or sustainable landscape projects? Longbucco: The biggest challenge is often a lack of funding, or even knowledge of where to look for it. Beyond that, many organizations simply don’t have in-house expertise. They may not know where to begin, how to design a project, or who to partner with. There are also regulatory hurdles. HOA rules or local ordinances may restrict things like alternative lawns or rain gardens. And from a process standpoint, getting landscape architects, civil engineers, and ecological planners to collaborate effectively can be tricky. Those groups often come from different perspectives, and aligning them early in the process is essential for successful outcomes. Q: Have you noticed any shifts in how businesses or public entities are thinking about land use, stormwater, habitat preservation, or native landscaping over the past decade? Longbucco: Absolutely. There’s been a major shift among public sector leaders, especially at the municipal level. As people in the community become more vocal about sustainability and green space, public entities are responding. There’s also been an increase in collaborative efforts – nonprofits, cities, and private organizations working together more fluidly than they used to. That’s been especially noticeable over the past five years. DeLisle: As public understanding grows, it has a ripple effect. People start asking their cities and local governments to make more sustainable choices, whether that’s through native plantings or more ecologically responsible land management strategies like prescribed burns. It’s about keeping the community happy while also doing what’s right for the land. Q: What issues or opportunities are particular to Southeast Michigan? Longbucco: Urban sprawl is definitely one of the biggest issues, along with aging infrastructure and climate change. Our region is located in a lake plain, which makes water drainage more challenging. That creates a major opportunity for green infrastructure to play a larger role in how we manage stormwater and climate impacts. There’s also a growing focus on environmental justice, ensuring that everyone has access to healthy green spaces. Both governments and businesses are starting to recognize that quality of life matters when it comes to attracting and retaining talent, and ecological stewardship plays a part in that. DeLisle: The lack of green space in industrial and urban areas is a big challenge, but it’s also an opportunity. With community engagement and the right investments, we can revitalize these areas through green initiatives that improve both ecology and public well-being. Q: Are there any recent success stories or surprising lessons you’ve seen emerge from local projects that could be instructive to others? Delisle: We’ve been fortunate to work on a number of successful public projects. Eliza Howell Park, Heritage Park in Farmington Hills, Normandy Oaks in Royal Oak, Legacy Park in Northville, and several parks for Wayne County and in Van Buren Township are great examples. In those areas, we’ve done everything from invasive species removal and native seedings to prescribed burns and long-term habitat management. One of the most exciting outcomes for these parks, as well as our Detroit River islands projects, is when monitoring data shows a clear increase in native species. They are powerful examples of how the right ecological interventions can lead to
Landscape Architecture Rooted in Place, People, and Process
livingLAB is a Detroit-based landscape architecture and ecological planning firm that focuses on sustainable design rooted in place, people, and process. Through a blend of environmental expertise and community engagement, their work spans parks, green infrastructure, community gardens, and other projects with the goal of transforming urban spaces into resilient, inclusive landscapes. SBN Detroit interviewed with livingLAB’s founder, Courtney Piotrowski, to explore the region-specific challenges and opportunities of working in Southeast Michigan, and how a resident-led approach is redefining its approach to landscape architecture. Q: What was the impetus behind livingLAB, and how did the concept take shape? A: livingLAB was born from a desire to offer a more people-centered approach to landscape architecture than what we had experienced in larger, traditional firms. We believe great spaces require the collaboration of many people to build and steward them. By centering community voices and respecting the diverse neighborhoods and environments we work in, we’re able to create more impactful, meaningful spaces. Our work is rooted in community-driven values. Q: How is the field of landscape architecture evolving in response to climate change and environmental pressures? A: Sustainability has always been a foundational aspect of landscape architecture – even when early practices were focused primarily on aesthetics. As climate change has become a more urgent concern, we’ve increasingly focused on resilience and on quantifying the impact of our work. Landscape architects have long planned for dense, walkable communities, green space preservation, and low-impact development. What’s changed is the level of intentionality and the use of technology. We’re now incorporating features like green roofs, water-efficient design, and sustainable materials to reduce environmental harm and promote long-term climate resilience. In many ways, environmental thinking is inherent in our work – it’s just more explicit now. Q: What are the most pressing ecological or environmental challenges unique to Southeast Michigan that you encounter in your work? A: Much of our work is within the city of Detroit, where we frequently encounter challenges like industrial air pollution and localized flooding – especially due to more frequent and severe storms linked to climate change. Industrial activity and truck traffic create not just poor air quality, but excessive noise, and safety concerns. These are not abstract environmental issues – they directly impact residents’ health and quality of life. So, for us, it’s very much about community-centered environmental solutions. Q: Conversely, what opportunities does Southeast Michigan’s geography and ecosystem present that may not exist in other parts of the country? A: Southeast Michigan has the tremendous privilege – and responsibility – of being home to the Great Lakes, which contain 20% of the world’s fresh surface water. This region plays a critical role in protecting drinking water, ensuring recreational access, and restoring ecosystems like streams, wetlands, and forests. Our geography is a unique asset, and thoughtful environmental planning here can have an outsized impact. Q: You describe your work as resident-led. What does that look like in practice? How does that shift the process or outcomes of a project? A: Every project we take on has a community engagement component. But for us, it’s more than checking a box – we aim for true co-creation. That means understanding the goals, concerns, and lived experiences of the people who will use and be affected by the space. It shifts the outcome significantly. Projects are more likely to be used, embraced, and maintained when they reflect community priorities. For example, in our master planning work at Patton Park in Southwest Detroit, we held deep engagement sessions across many demographics and age groups. One topic that emerged was the role of public safety – what presence felt welcoming versus intrusive. Those conversations shaped design decisions and ultimately helped the community feel more connected to the changes. Q: What systemic or policy barriers make sustainable landscape design more difficult to implement at scale in this region? A: One of the biggest challenges is the fragmentation across regulatory bodies and municipal agencies. For example, the City of Detroit’s Planning Department may have goals that conflict with those of the Water and Sewerage Department. That lack of alignment creates roadblocks during implementation. Additionally, we often lack dedicated funding for green infrastructure, as well as the capacity to maintain it long-term. These barriers can stall otherwise promising projects. Q: How are equity and access being addressed—or not addressed—in landscape architecture and green infrastructure planning today? A: Equity often comes into focus around issues like green stormwater infrastructure. Historically, urban communities have borne the brunt of climate-related issues like flooding or heat islands. Over the past 13 years, we’ve seen significant strides in bringing equity into the conversation. But that progress is fragile. Much depends on political will and continued investment. We also must rebuild trust with communities that have historically been left out of these processes. The current political climate, with its emphasis on dismantling equity-focused initiatives, presents a real challenge. Q: If you could implement one major change in how we design and manage land in Southeast Michigan, what would it be – and why? A: We need to rethink how we address housing and transportation because those two areas are deeply connected to land use, sustainability, and community health. Expanding access to affordable, climate-resilient housing that is connected to transit would be a game-changer. Smart land use policy must consider both housing equity and climate adaptation if we want to build healthy, inclusive, and economically resilient communities. That’s the secret sauce. Be sure to subscribe to our newsletter for regular updates on sustainable business practices in and around Detroit.
Sustainability in Real Estate: CBRE’s Strategy for a Lower-Carbon Future
With roots tracing back to 1906, CBRE is a global real estate services firm specializing in property sales, leasing, financing, facilities and property management, valuations, investment management, and development across various industries. With a strong presence in Detroit and Southeast Michigan, the company plays a key role in shaping the region’s commercial real estate landscape. SBN Detroit interviewed Tommy Bledsoe, Senior Sustainability Specialist at CBRE, about the company’s sustainability strategy, the hurdles in decarbonizing real estate, and the trends shaping the future of sustainable property management. Q: How does CBRE approach sustainability? A: CBRE’s goal is to create long-term value for the company and its clients by accelerating sustainability initiatives. This commitment extends across CBRE’s operations as well as the properties it manages and develops. The company has set a net-zero greenhouse gas emissions target by 2040, covering corporate operations, real estate management and development, and supply chain activities. Since most of these emissions come from properties managed on behalf of clients, CBRE’s success depends on strong collaboration. To meet this challenge, CBRE has built end-to-end sustainability capabilities that help the company and its clients transition toward a lower-carbon future. Since 2019, we’ve reduced absolute emissions by 18 percent across Scopes 1, 2, and 3. Q: CBRE has set ambitious sustainability targets, but what are the biggest challenges in reducing emissions across managed properties and assets? A: One of the biggest challenges is the need for partnerships with property owners. While CBRE plays a key role in managing properties, major sustainability investments and operational changes require approval from the building owners themselves. To address this, CBRE takes a consultative approach, helping guide decision-making with data-driven recommendations that align financial benefits with sustainability outcomes. By demonstrating how sustainability investments enhance asset value and operational efficiency, the company works to gain buy-in from property owners and support long-term emissions reductions. Q: With nearly 97 percent of CBRE’s total emissions coming from property management and development, what strategies are in place to address and decarbonize these areas? A: Since 2019, CBRE has reduced emissions across property and facility management by focusing on four core areas: Maximizing resource efficiency through energy efficiency projects Expanding the adoption of renewable energy Reducing reliance on fossil fuels through electrification Decarbonizing the supply chain by working closely with vendors CBRE has also strengthened its sustainability capabilities through strategic partnerships. The company has a global collaboration with Deepki, a leader in ESG data management, and has expanded its renewable energy expertise by acquiring NRG’s renewable business. Additionally, CBRE is investing in learning and development programs to ensure employees – especially those outside of sustainability roles – have the knowledge needed to effectively advise clients. Q: Many companies struggle to balance sustainability goals with financial concerns. How does CBRE demonstrate the business case for sustainability to property owners and investors? A: We discuss the financial benefits of sustainability with our clients frequently, and the data consistently shows that sustainability investments are good for business. Buildings that incorporate sustainability measures tend to generate higher operating income, with many commanding an increase in rental premiums of up to four percent in the office sector. Additionally, these properties operate more efficiently, leading to lower utility and maintenance costs. Market demand is also increasing. A CBRE survey of office occupiers found that 66 percent of tenants prioritize sustainable building features, making it the most commonly cited amenity preference. Properties with strong sustainability credentials also tend to resell at higher values, making sustainability a key differentiator in long-term asset performance. CBRE works closely with clients to provide data-driven insights and present projects that align both financial and environmental benefits. Q: What industries or property types present the biggest challenges for sustainability initiatives, and how does CBRE tailor solutions to different clients? A: The biggest challenge isn’t necessarily the type of property, but rather the lease structure. Industrial and retail properties, for example, often operate under triple-net leases, where tenants – not property owners – are responsible for utility costs. This creates a scenario where landlords may hesitate to invest in sustainability upgrades if tenants receive most of the financial benefits. As a property manager, CBRE sits at the nexus between owners and tenants, putting the company in a unique position to bridge this gap. We work to align interests by educating tenants on green initiatives, offering sustainability services that collect and analyze utility data, and identifying mutually beneficial sustainability projects. By facilitating collaboration, CBRE helps landlords and tenants find common ground on sustainability investments. Q: Speaking of collaboration, how does CBRE work with suppliers, contractors, and municipalities to ensure sustainable building practices? A: CBRE’s sustainability efforts extend beyond property owners and occupiers to include suppliers, contractors, and industry organizations. The company is an active member of industry groups such as the U.S. Green Building Council and the Building Owners and Managers Association. Additionally, CBRE enforces a supplier code of conduct that ensures vendors align with socially and environmentally responsible commitments. Q: Many older buildings were not designed with energy efficiency in mind. What strategies does CBRE use to retrofit and modernize legacy properties? A: Retrofitting existing buildings is a major focus, particularly since an estimated 80 percent of today’s buildings will still be in use by 2050. Achieving a sustainable built environment requires upgrading these properties rather than relying on new construction alone. We begin by assessing a building’s baseline performance, using software tools to analyze energy consumption and model potential retrofit pathways. Engineers conduct on-site evaluations to identify efficiency opportunities, and findings are compiled into asset-specific sustainability action plans. Q CBRE operates globally. How do sustainability priorities and challenges differ across regions, specifically Southeast Michigan? A: We see a lot of regional differences and nuances. Regulations vary by region, and in Southeast Michigan, local policies play a key role in driving sustainability efforts. Both Detroit and Ann Arbor have energy and water benchmarking policies, requiring properties of a certain size to report consumption data. While benchmarking is common nationwide, some cities and states
Sustainability in Civil Engineering: Challenges, Innovations, and the Future
Spalding DeDecker is a Rochester, Hills-Michigan-based civil engineering and surveying firm specializing in infrastructure and land development, land surveying, landscape architecture, and urban planning. With decades of experience, the company has contributed to a wide range of projects, including transportation networks, private and public developments, and municipal services, balancing engineering excellence with evolving industry demands. SBN Detroit interviewed Tricia DeMarco, Director of Urban Design and Sustainability, and Bob Ford, Lead Landscape Architecture at Spalding DeDecker, to discuss the role of sustainability within their projects, as well as the challenges and opportunities of implementing eco-conscious infrastructure and design in Southeast Michigan. Q: How does Spalding DeDecker approach sustainability, and what methodologies or processes are you focused on? DeMarco: Spalding DeDecker has been around for 70 years, and like any forward-thinking company, we continually seek opportunities to evolve. Over the past five years, we’ve expanded our services to include urban planning and landscape architecture. This multidisciplinary approach is now essential for competing in sustainable projects. By integrating these disciplines, we ensure sustainability is considered holistically at every stage of development, rather than as an afterthought. Q: What are the biggest sustainability challenges the civil engineering and landscape architecture industries face today, particularly in infrastructure development and land surveying? DeMarco: Public funding and prioritization remain some of the biggest hurdles. Market conditions and regulatory approvals also pose significant barriers to innovation and development. Some of the most promising, forward-thinking projects stall or never come to fruition due to these constraints. Ford: In urban environments, implementing sustainability measures—such as water detention systems—offers clear environmental benefits. These solutions cleanse stormwater before it enters drainage systems, mitigate flooding, and improve water quality. However, they also require land and space which can be costly. Emerging technologies are helping to submerge these systems beneath parking lots and other developed areas, but they add significant costs that not all projects can absorb. Q: What are the specific sustainability challenges in Southeast Michigan? DeMarco: Having worked in multiple states, I’ve seen that one of Southeast Michigan’s biggest challenges is stormwater retention. Many areas, particularly in Detroit, have non-infiltrating soils, which means that even when regulations require on-site stormwater retention, the land itself can’t accommodate it. Contaminated urban soils further complicate stormwater solutions. Ford: That’s exactly right. Many of the soils in this region are heavy clay, which doesn’t allow for effective water infiltration. Additionally, in urban areas, we often encounter layers of fill material left from demolished buildings, which can create further challenges. If a site wasn’t properly backfilled or if remnants of previous structures remain, it adds complexity and cost to development. Q: Conversely, are there any specific opportunities in urban planning, infrastructure, and site design in Southeast Michigan? DeMarco: One of the greatest opportunities in Detroit and Southeast Michigan is the availability of land. While vacant land presents its own challenges, it also allows us to think creatively and implement solutions that wouldn’t be possible in more densely developed cities. Another opportunity lies in rethinking roadways. Rather than automatically widening roads, we can evaluate the entire right-of-way and explore alternative uses. Community engagement is also a significant advantage here—many projects are directly shaped by input from local residents and stakeholders, which isn’t always the case in other regions. Ford: In downtown Detroit, there has been a great deal of innovation surrounding stormwater runoff management, including drainage credit incentives for sustainable stormwater solutions. These regulatory challenges have actually fueled creative approaches and encouraged developers and engineers to think differently. Q: How does Spalding DeDecker integrate sustainable practices into projects like the Detroit Zoo? Can you share specific strategies or innovations that have made a measurable impact? DeMarco: The Detroit Zoo project provided an opportunity to approach sustainability from a much broader perspective than is typical in most projects. One of the key focuses was stormwater management. Instead of viewing stormwater as a nuisance, we considered it a valuable resource. Through the Zoo’s Discovery Trail project, we designed a system that captures and can be used in the future to repurpose stormwater for practical uses such as flushing toilets and irrigation. By treating stormwater as an asset rather than a problem, we were able to create a more sustainable and efficient solution. Pursuing SITEs Certification on this project also encouraged us to think creatively about preserving existing soil composition and protection of the underlying mycelium networks which, as an industry, we are gaining an increasing understanding of the importance of leaving these site elements undisturbed. Q: When it comes to private and public development projects, how do you balance environmental responsibility with economic feasibility? DeMarco: Environmental responsibility and economic feasibility go hand in hand. At its core, sustainability is about managing the tension between the two. One of the most cost-effective approaches is leveraging the existing natural systems of a site rather than working against them. Respecting and integrating these systems can lead to both economic and environmental benefits. Ford: There’s always a balance to strike. Incorporating sustainability measures often requires an upfront investment, but there are ways to offset costs. Recycling materials—such as using crushed concrete as base material—can reduce expenses while maintaining structural integrity. We also prioritize stormwater infiltration where possible, using green infrastructure to not only manage water but also enhance aesthetics. Trees and green spaces don’t just help with stormwater; they reduce the heat island effect, improve air quality, and enhance the pedestrian experience. Q: What are the biggest barriers to incorporating sustainable practices into large-scale projects? DeMarco: The biggest barrier is the status quo. It’s far easier to do things the way they’ve always been done. True sustainability requires stepping back, understanding the unique context of a project, and identifying site-specific opportunities. Ford: Absolutely. Regulations often dictate project design based on traditional methodologies, limiting the ability to explore more sustainable alternatives. That’s why it’s crucial to involve clients and regulatory agencies early in the planning process to explore new approaches before a project becomes locked into a conventional path. Q: How is climate change
Safe Water Engineering – Tackling Water Safety in Southeast Michigan
Southeast Michigan faces significant challenges in water infrastructure and safety, particularly in addressing aging systems, lead contamination, and ensuring equitable access to clean drinking water. Safe Water Engineering LLC, a Detroit-based consulting firm founded by Elin Warn Betanzo, focuses on improving access to safe drinking water through engineering and policy solutions. As the architect behind Detroit’s lead service line replacement program, Betanzo has played a key role in improving water safety in the region. The city has replaced over 11,000 lead service lines since 2018, providing safer drinking water to thousands of residents. Beyond infrastructure, Betanzo’s work also focuses on water safety and affordability policies. SBN Detroit had the opportunity to interview Betanzo regarding the challenges and opportunities surrounding water management in Southeast Michigan, the lead pipe replacement efforts, and the steps needed to ensure sustainable and equitable access to clean water. Q: What is the impetus behind Safe Water Engineering? A: I started Safe Water Engineering in 2017 after the Flint water crisis revealed a critical need for specialized expertise in lead and drinking water safety. Our work focuses on helping water utilities meet and go beyond compliance requirements for drinking water safety and supporting communities by providing access to data, information, and education. Q: Can you tell us more about the city’s lead service line replacement program you designed and your work in drinking water policy? A: From 2017 to 2020, I worked with the Detroit Water and Sewerage Department (DWSD) to design the city’s lead service line replacement program. At the time, it wasn’t a regulatory requirement, but Detroit wanted to take a proactive approach. My work involved developing procedures for conducting lead service line replacements, incorporating replacements into broader infrastructure projects, conducting outreach to residents, and ensuring safety during replacements – like providing filters and flushing instructions. We also created a comprehensive program outlining responsibilities, timelines, and costs. The program is now underway, and the city has committed to replacing all lead service lines within ten years. Q: What are the biggest challenges communities in Southeast Michigan face in ensuring clean and safe water? A: Southeast Michigan’s water infrastructure relies on the backbone of water and sewer mains that Detroit built during the last century. It was designed and constructed for the time when it was built – a different population distribution and climate conditions than we have now. Over time, the region has faced significant changes, including population shifts, aging infrastructure, and climate impacts like altered precipitation patterns. Key challenges include the need to renew and replace aging water mains, sewer systems, and lead service lines, many of which were installed during the first half of the last century. Additionally, when water rates were set in many communities, they did not account for the necessary infrastructure renewal costs especially when they relied on existing infrastructure to expand. This becomes a challenge when we see this multitude of issues and challenges coinciding. It is essential to ensure public health protection is maintained as a top priority while developing water affordability programs to ensure everyone can afford access to that protection. Q: How has climate change impacted water systems in the region, particularly with issues like flooding, stormwater management, and aging infrastructure? A: The magnitude and frequency of extreme rainfall events have increased significantly in recent years, with Southeast Michigan experiencing multiple 100-year storms within a five-year span. The current infrastructure was not designed to handle such high volumes of water, leading to challenges like stormwater runoff overwhelming wastewater systems, and causing untreated releases into the Detroit River and Lake St. Clair. Additionally, urban development has created more paved surfaces, increased runoff, and disrupted natural drainage systems. This combination has led to significant flooding issues, further straining aging wastewater and stormwater systems. Q: Why are lead service lines a concern, and what is being done to address them in Southeast Michigan? A: In Michigan, community water systems were required to report the potential presence of lead service lines to the state in 2020. Statewide, up to 26% of these systems may have lead service lines, with Southeast Michigan particularly affected. For example, Detroit alone has up to 108,000 lead service lines, and potentially twice as many may exist in the surrounding communities. When water – although treated with corrosion control at treatment plants – passes through leaded materials, lead is frequently measured at the faucet – the point where it becomes drinking water. Lead in drinking water poses a significant health risk, as it is a neurotoxin with no safe level of exposure. Michigan was the first state that required mandatory lead service line replacement, mandating the removal of all lead service lines by 2041. A new federal rule accelerates this timeline nationally, requiring removal by 2037. Utilities are also required to notify residents if their home has lead pipes, enabling them to take precautions like using certified lead-reducing filters, which are highly effective when properly maintained. Q: What are the challenges involved in making Southeast Michigan’s drinking water safer and more affordable? A: Unlike housing, food, and electricity, Michigan lacks a statewide water affordability program. Rising water rates to fund infrastructure upgrades have made water unaffordable for some households, despite the public health necessity of these investments. There are programs like the Great Lakes Water Authority’s WRAP Program and DWSD’s Lifeline Plan, but the need for support exceeds the current resources available. Legislation to create a statewide water affordability program is under consideration, but challenges remain in addressing the broader affordability gap. Q: What strategies or technologies are being implemented to address lead contamination, and what additional steps are necessary beyond lead pipe replacement? A: Lead service line replacement is critical, but residents don’t have to wait for this to happen to reduce their exposure to lead in water. Certified lead-reducing filters are available and highly effective, provided they are properly maintained. Public education is essential to ensure residents understand the risks and how to take action. Additionally, programs like the Michigan Department of Health
Beacon Manufacturing – Supporting LEV Innovation at Newlab
Newlab at Michigan Central is home to a new 10,000-square-foot center for manufacturers of light electric vehicles (LEVs) – two- and three-wheeled vehicles mostly used for short distances, such as e-scooters and e-bikes. The center, dubbed “BeaconLab,” is operated by the newly created Beacon Manufacturing and will operate as a prototyping and logistics services manufacturing consultant, coordinator, and manufacturing hub for startups. It is equipped with several bays of assembly stations and state-of-the-art advanced machinery for robotic wheel building, laser-tube cutting, and robotic welding, to accelerate startups’ journey from concept to scale. The company leases the space from Newlab and is paid a fee for service by clients. Beacon Manufacturing also owns the Detroit Bikes brand, which it purchased in May from Cardinal Cycling Group. SBN Detroit interviewed CEO Gary Thornton, who previously was general manager of Detroit Bikes, about plans for the center, trends in LEV mobility, and other topics. Q: Beacon Manufacturing is focused on prototyping and logistics services for light electric vehicle (LEV) manufacturers. Explain what this entails. A: Our work at Beacon Manufacturing is twofold. First, we focus on prototyping, helping startups move from concept to tangible products. We take initial designs and create physical prototypes, allowing companies to refine their ideas and demonstrate proof of concept. The second part involves logistics services, acting as a third-party logistics (3PL) provider. We rent warehouse space specifically tailored for LEVs. Our team manages everything from storing products to shipping them out, ensuring each vehicle is operational before it leaves the facility. This includes handling specific challenges related to LEV batteries and ensuring compliance with regulations. Q: What types of companies and vehicles do you work with? A: We primarily collaborate with companies focused on last-mile delivery solutions. These startups are experimenting with new vehicle designs – e-scooters, e-bikes, and even electric tricycles – to solve urban transportation issues. One example of our work is with Civilized Cycles, a Newlab-based startup developing an e-bike with a tricycle and trailer attachment. Their solution addresses congestion in cities like New York, where specific zones impose fees on larger vehicles. Using a smaller LEV, they can transport goods efficiently without contributing to traffic or emissions. Q: What is the market potential for LEVs? A: The LEV market is massive and largely untapped. The need for efficient, low-emission transportation in urban areas is growing rapidly. We’re seeing interest from companies large and small, all looking to shift away from traditional vehicles. Cities like New York, Paris, and others are exploring ways to reduce congestion and improve air quality by shutting down portions of the city to standard vehicles or charging usage fees. LEVs fit perfectly into this evolving landscape, providing a practical and sustainable solution for short-distance travel and deliveries. Detroit’s ecosystem is ideal for LEV development with its roots in automotive design and manufacturing. Within a 20-mile radius, you can find suppliers for almost any component. We are working on LEVs as mentioned to address the last mile of delivery or traffic congestion, and we are currently working on an extremely rugged LEV that can be used to deploy power grids remotely for farmers and everything in between. There is a constant quest to come up with ideas to push the limits within Newlab and Southeast Michigan. Q: What challenges do LEV manufacturers face when scaling production? A: The biggest hurdle is cost. Traditional auto suppliers aren’t set up for small runs, so startups often face prohibitively high quotes. We are set up to focus on the individual manufacturing processes and tailor solutions to their scale. Another challenge is managing expectations. Many entrepreneurs want a final product that’s perfect, but early prototypes need to prioritize function over aesthetics. Our role is to guide them through this process, ensuring they have a viable product to show investors or test in the market. Q: What types of collaborations do you facilitate, and how do these impact LEV development? A: We enable companies to focus on their core strengths, such as design and marketing, by handling their logistics, manufacturing, and shipping needs. Currently, our warehouse hosts four electric motorcycle brands, two e-bike brands, and even an electric snowmobile company. These collaborations foster a supportive environment where different players in the LEV space can learn from each other, share resources, and accelerate their growth. Q: How do you see the LEV market evolving in the next 5–10 years, particularly in Southeast Michigan? A: The LEV market is poised for explosive growth, much like the e-bike market has experienced. The acceptance of battery-powered tools and vehicles is spreading quickly. From electric lawnmowers to chainsaws, we’re seeing a cultural shift toward cleaner, more efficient technologies. In Southeast Michigan, the manufacturing expertise built over decades in the auto industry provides a strong foundation for LEV innovation. Detroit is uniquely positioned to become a hub for LEV development and production. Q: How has Newlab enhanced Beacon Manufacturing’s ability to innovate and scale? A: Newlab has been transformative for our operations. The state-of-the-art machinery and resources available here – CNC (computer numerical control) machines, cleanrooms for electronics, woodshops, and metal shops – allow us to tackle complex manufacturing challenges. The collaborative environment also plays a crucial role. Being part of a community of innovators means we’re constantly learning and pushing the boundaries of what’s possible in LEV manufacturing. What are your plans for BeaconLab as it relates to the LEV industry in Southeast Michigan and beyond? A: We’re focused on scaling our operations to meet the growing demand. At Newlab, we’ve set up five fully stocked workbenches that startups can rent to assemble their vehicles. This hands-on space allows entrepreneurs to bring their concepts to life. Additionally, we’re expanding our offsite facilities to accommodate larger manufacturing runs. Our new 20,000-square-foot warehouse will support startups ready to scale from prototypes to larger production runs of 100 or even 1,000 units. Also, I’m extremely optimistic about Detroit’s future in this space. The city’s deep manufacturing expertise, coupled with the growing demand for
Shaping the Future: U-M’s First Vice Provost for Climate Action
This month, Shalanda Baker began her role as the University of Michigan’s inaugural Vice Provost for Sustainability and Climate Action. In this role, she will lead U-M’s interdisciplinary efforts on sustainability, focusing on integrating environmental topics into academic curricula, fostering critical research, and advancing the university’s sustainability goals. Previously, Baker served as the Director of the Office of Energy Justice and Equity at the U.S. Department of Energy, where she focused on advancing energy justice initiatives. With a background in law, energy policy, and environmental equity, she is also known for her academic work and advocacy for integrating justice into energy policy. SBN Detroit spoke with Baker to learn more about her vision, goals, challenges, and the collaborative approach she plans to bring to this new role. Q: As the first person to hold this new position, how do you envision setting the foundation? A: I’m spending a lot of time getting to know the university and the professors engaged in sustainability. I have two direct-report units, the Matthaei Botanical Gardens & Nichols Arboretum and the Graham Sustainability Institute. My initial focus is on understanding how all of the sustainability pieces across our large, decentralized campus fit together. Moving quickly is essential if we’re going to make an impact on climate, but building trust and relationships will be key to accelerating future efforts. I’m focusing on three main areas: Curriculum – I’m thinking about ways to ensure every student has a foundational understanding of climate and sustainability and how climate connects to their field. This could involve creating specific requirements or expanding existing ones. Research and Innovation – I’m interested in how we can further support our existing institutes and centers that are advancing work in climate and sustainability, particularly in removing any barriers they face. Community and Impact – Michigan is in a unique position to lead on sustainability, and I want to consider how we can best advance community impact in our state. Q: Given your diverse background in policy and energy justice, how does your experience shape your approach to this new role? A: I guess I am a bit of a unicorn—having experience as a law professor, a public policy professor, and an entrepreneur. I’ve created organizations that bring community voices into complex policy discussions, which will be invaluable here. My experience in the Biden administration, working with the Department of Energy, involved coordinating scientists and engineers to advance energy justice. At U-M, I’ll be taking a similar interdisciplinary approach, working across departments and disciplines to move us all in the same direction. I know it’s a challenging role, but it builds on everything I’ve done before. Q: U-M has various departments and initiatives focused on sustainability. How will you work with these different entities to create a unified approach across campus? A: The university is known for its decentralized structure, and I appreciate the “letting a million flowers bloom” approach to innovation. I don’t want to stifle that creativity, but I do believe a central set of priorities can support and amplify the work that’s happening while offering a clear vision. I’ll be establishing an internal executive council to advise on our academic approach and to serve as a sounding board to validate and advance our goals. Another focus will be removing bureaucratic barriers that can slow down progress. Finally, I’ll be focusing on creating a clear framework that all our work can fit within. For example, I’m very excited about big, unifying concepts like “Just Transition,” which would frame our sustainability work within a commitment to equity and justice. Q: What specific goals or benchmarks are you looking to achieve in the first year or two? A: President Ono’s Vision 2034 provides an ambitious roadmap, with sustainability and climate action as key pillars. I’m excited to develop concrete metrics within that framework in partnership with our advisory council. One of my immediate goals is to position Michigan as a hub for climate action by convening conversations around the significant investment dollars flowing into the state and country. I’d also love to establish a Michigan Climate Week, hosting interdisciplinary events that bring together scholars, policymakers, and community leaders. Additionally, I’m exploring opportunities to convene global thinkers at U-M, much like the Institute for Social Research, but focused on climate solutions. Q: How will partnerships play a role in sustainability efforts under your leadership? A: Partnerships are essential. I’m meeting with other university leaders in similar roles, and I’ve spoken at places like the University of Texas and Arizona State to learn how they approach sustainability. No university can tackle this alone, and we’ll benefit from building on each other’s work. We also need strong partnerships with state government and local leaders; these relationships will be crucial to achieving our goals. Q: To that end, U-M is part of the University Research Corridor with WSU and Michigan State. What does your future work look like here, and how do you think U-M’s efforts impact this larger initiative? A: I’m excited to engage deeply with the University Research Corridor (URC). President Ono is committed to ensuring U-M is an active collaborator. Climate and sustainability are areas where we can work together effectively, especially with the influx of investment dollars Michigan is seeing for climate-related projects. The URC offers a platform for a coordinated approach, allowing us to make a more substantial impact across the state and lead in this area. Q: How will the university’s Innovation District in Detroit factor into U-M’s sustainability and climate action goals? Could this space serve as a model for sustainable urban development? A: The Innovation District in Detroit is a promising opportunity, though it’s still in the early stages. Detroit is undergoing incredible changes, and with my background in energy justice, I’m very interested in how this district can address both environmental and socioeconomic challenges. This area could become a prime example of how clean energy initiatives can drive economic and social transformation in cities that have historically faced challenges.
Restoring Detroit’s Tree Canopy
Detroit was once known as the “city of trees,” but disease, invasive insects, and budget cuts over time have decimated our area’s distinctive tree canopy. But efforts are underway to replenish trees while also providing job training, green spaces, education, and community engagement. On Oct. 31, 2024, Sustainable Business Network Detroit hosted an informative discussion sponsored by the Fred and Barbara Erb Family Foundation regarding these efforts and how restoring tree canopy benefits individuals, neighborhoods, businesses, and the economy. The panelists were: Lionel Bradford, president and executive director, Greening of Detroit, a nonprofit focused on enhancing the quality of life for Detroiters by planting trees, providing job training, and involving youth in the education of the natural environment. It involves Detroiters in the process through community engagement, green spaces, education, and jobs. Maureen Donohue Krauss, president and CEO, Detroit Regional Partnership. DRP works to serve as a single point of contact for information, connection to services, incentives, and data for businesses who want to locate or expand in the 11-county Southeast Michigan Region. Robert Riney, president and CEO, Henry Ford Health, and leader of HFH’s $4 billion Destination: Grand initiative. The project includes a $2.2 billion expansion of HFH’s Detroit campus anchored by a new state-of-the-art hospital facility that will span 1.2 million square feet. It includes a 20-story patient tower, with three floors dedicated to providing intensive inpatient physical medicine and rehabilitation in partnership with the Shirley Ryan AbilityLab and its own Central Energy Hub, making it one of the largest fully electric-capable hospitals in the country. The event was moderated by Terry Barclay, president and CEO of Inforum, and chair of SBN Detroit. Some of the takeaways: The case for tree canopy Lionel: Growing up in Southeast Louisiana – which is very hot – you quickly learn the value of a tree. It’s also a sportsman’s paradise – We did a lot of hunting, fishing, and camping, and I developed a great appreciation for the environment and its value. I also love people. The work that we do is about people at the end of the day, so when we do this work it’s to build community and neighborhoods. We try our very best – changing landscapes and lives is our motto. When someone has been incarcerated for 20 years and needs a second chance, they can come through your program – the Detroit Conservation Corps – and they can be trained and support their families. You can train people to put trees in the ground and maintain them. Maureen: Part of my role is to inform people that economic development is more than just a new factory in your town, more than just a tax abatement. It’s creating an environment that both people and companies want to be in. Sixty percent of our projects are from international companies – when people come here for the first time, they have expectations of what a first-class city looks like… Think about Paris and its phenomenal tree canopies. People want that here. I did a little research before this event: Homes with trees sell two days faster and for 15% more than homes without. Tree value increases with age – the cost of trees has 100% payback. Three properly placed trees can reduce air conditioning by 56% and reduce home heating bills by 10% by serving as a windbreak. Bob: You may think what does a healthcare system have to do with tree canopies? HFH is absolutely committed to increasing the health of communities – the role that hospitals and doctors play is about 20%. We don’t underestimate the power of that 20%, but true health – meaning how long people will live and have a high-value life – is a partnership of healthcare, policy, and environmental factors – which are huge. You may have seen that the biggest determinant of your health is the ZIP Code that you live in. You need to have fabulous healthcare, access to it, economic security, environmental security, and food and nutrition security. At HFH we need to be a population health company – we pick and choose how we should make our mark and one of the things we believe in is the power of the tree. We have to walk the talk. The economic benefits of tree canopy Maureen: Our organization has three pillars: market, grow, and support. It’s so much better now. People are curious to hear about Detroit and see what’s happening. Talent is No. 1 – we have the second-highest amount of engineers in the country and have experienced manufacturing talent. As one of my teammates says, it’s workforce, weather, and water. When you talk about climate change, Michigan will be in the top five least affected. The right amount of tree canopy and how trees are sourced Lionel: American Forests did a study and determined that a city the size of Detroit should be at 40%. Right now we’re at 26%. We lose about 2,000 trees a year, so those have to be taken into account. We get most of our trees from New York and Indiana and, more recently, Wholesale Tree Inc. in Northern Michigan. More importantly, we’re growing our own trees now – running the Walter Meyers Nursery in Rouge Park, which is owned by the city. We’re very intentional about turning into a full-fledged operational business. Last year, we harvested our first set of trees. We have lost a lot of trees over time, and the reason we have lost a lot of those is because the city lacked the resources, and dead trees were not removed and were taken down by storms. This administration has done a great job by taking trees down when dead and dying. Working with DTE has been quite thrilling – they have given financial support to planting trees but also to making sure that the next generation of environmental stewards are trained by supporting our Green Corps summer programs and also the tree
