With 110,000 Jobs and $5 Billion in Wages, Michigan’s Outdoor Rec Industry Continues to Grow
With 36,000 miles of rivers and streams, 20.3 million acres of forests, 1,300 miles of designated mountain bike and bicycle trails, 6,500 miles of snowmobile trails, and more than 600 campgrounds, Michigan has a lot to offer in the way of outdoor recreation. These resources provide connections with nature and opportunities for a healthier lifestyle, and they support Michigan’s economic growth with more than 7,000 outdoor recreation industry companies that include manufacturers and retail and service-sector businesses. And the goal is to continue growing. “When you put Michigan’s outdoor rec growth stats next to the fact that Southeast Michigan is one of the best places for entrepreneurship and venture capital, it becomes about how do we exemplify this and amplify it and bring and support talent here toward even more growth,” said Brad Garmon, director of the Michigan Office of Outdoor Recreation Industry of the Michigan Economic Development Corp. Gov. Gretchen Whitmer created the office in 2019 to focus on the outdoor economy, and the same year, the state joined the Confluence of States (COS), a bipartisan coalition of states dedicated to cultivating strong outdoor recreational economies while preserving land and other natural resources. Garmon, the coalition’s incoming chair for 2023, said the coalition’s four areas of focus align with Michigan’s goals of developing a sustainable future: Economic development, workforce and education, public health and wellness, and conservation and stewardship. “There is inherent connectivity between the outdoor recreation industry and building a sustainable future – a sustainable Michigan,” Garmon said. “We are leaning into the four COS areas of focus to create jobs, strengthen the economy, and promote physical activity while also being stewards of our wetlands, waters, forests, trails, parks, and natural resources.” The added infrastructure points to the growth in the outdoor recreation economy. According to the Michigan Economic Development Corp. and the U.S. Bureau of Economic Analysis: Michigan’s outdoor recreation economy grew 15.4% from 2020 to 2021 and is up 30 percent since 2012. The outdoor recreation industry employs nearly 110,000 people in a wide range of occupations and skills, including design and manufacturing, retail sales, and hospitality, accounting for $5 billion in wages and salaries. More than 7,200 of Michigan’s outdoor recreation jobs are in manufacturing, such as boating, RV, and gear manufacturing. The outdoor recreation economy also impacts local retailers across the state to the tune of $3.5 billion, accounting for 32% of the total value-add impact. Retail jobs supporting outdoor recreation totaled over 41,000 in 2021. The value-add is the difference between sales receipts plus other operating income and inventory change and production costs. And more growth is the plan. “We are working on identifying how we can add jobs, and also bring companies in from out of state,” Garmon said. He points to the bike industry as an example, saying, “I attended a bike industry summit recently and a large area of discussion focused on the fact that manufacturing is mostly overseas, and that the legacy of bicycle production in the U.S. has been lost. By pointing them to the manufacturing and engineering expertise in Michigan this creates a pathway for opportunity and a win/win for all.” Another area of interest for Michigan is the electrification of motor sports vehicles. “This industry is looking at and thinking about an electric future now, and our innovation in this area could bring big opportunities and more business,” Garmon said. Given that Michigan is also being recognized as a destination for startups and venture capital investment, the implication of opportunity gets even stronger. In fact, Detroit is the No. 1 emerging startup ecosystem globally, according to newly released rankings from Startup Genome’s 2022 Global Startup Ecosystem Report (GSER). When you consider that Detroit has also been recognized as one of the best travel destinations in the world, one of Time’s ‘Worlds’ Greatest Places’, and the Riverwalk is consistently voted best in the America, Detroit becomes even more interesting. Garmon shares, There is this antiquated idea that recreation only happens in wild or natural places, but Detroit is demonstrating that recreation happens everywhere. The Dequindre Cut, Belle Isle, the Riverwalk, and our parks all support quality of life and activity and recreation in Detroit. He added: “You don’t have to be on a trail or working in the wilderness to apply work skills and/or enjoy life. We are getting better at telling Detroit’s story and talking about Michigan’s assets and not living in the shadows of places like Colorado – we are now standing right next to them.” Be sure to subscribe to our newsletter for regular updates on sustainable business practices in and around Detroit.
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.
A New Boulevard for Social Justice, Connectivity, and Economic Impact
The development of I-375, the extension of I-75 that runs into downtown Detroit, leveled the Black Bottom residential neighborhood and the Paradise Valley entertainment district when it was constructed in the late 1950s and early 1960s with economic impact displacing 130,000 people, hundreds of small businesses, churches, and more. The city has been divided by the highway for over 70 years. 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. The project proposes three elements of study, design, and research. The first is understanding the urban design profile … how this area is developed to reconnect Downtown Detroit and the riverfront to the surrounding neighborhoods. Second is the final boulevard design, which is intended to enhance the urban experience based on City of Detroit design standards and offer new economic opportunities via business development. Finally, the framework will determine how diversity, equity, and inclusion can be used to create opportunities for Detroiters, taking the history of the land into consideration. This is the first of a two-part article that will cover the project’s social justice, connectivity, and economic impacts. In this article, MDOT Director Paul C. Ajegba talked to SBN Detroit about this ‘very unique and challenging project.’ With more than 31 years of experience at MDOT, Ajegba established the position of chief culture, equity, and inclusion officer at the deputy director level within his leadership team. This followed his work to establish MDOT’s Historically Black Colleges and Universities (HBCU) Transportation Diversity Recruitment Program (TDRP). The program is a partnership between MDOT, the Federal Highway Administration (FHWA), the American Council of Engineering Companies of Michigan (ACEC), and Michigan colleges and universities, offering on-the-job training to minority undergraduate students pursuing degrees in engineering. Ajegba is a member of the Conference of Minority Transportation Officials (COMTO) and serves on the following boards: the American Association of State Highway and Transportation Officials (AASHTO) (vice president), chair of the AASHTO Council on Public Transportation, ITS America, Mcity, the University of Michigan Civil and Environmental Engineering Friends Association (board president), the Engineering Society of Detroit, and the . Q: What is the impetus behind the I-375 project? A: It is a way for us to recognize that things were not done right in the past, and it is our opportunity to get them right. In the early ‘50s, Black Bottom was a large community with many thriving African American residents and businesses. In those days we did not have the community engagement that we do now. City planners decided that the best use of the area was to build a freeway and they did it, causing the displacement of thousands of residents and many successful businesses. So, the impetus behind this project is to take a step back and rethink the way we plan and design, build our infrastructure and then build it with the users, stakeholders, businesses, and residents in mind. It is the opportunity to conduct a 360-degree review of all areas of impact and make decisions that are right for everyone. The equity and inclusion piece of this is huge. We are being meticulous and methodical in how we plan to make sure the community is engaged every step of the way. Q: What is the narrative around the topic of equity? A: We need to bring equity into our transportation infrastructure. We cannot erase the mistakes of the past, but what we can do is make sure we look through and operate through a lens of equity going forward. Several different uses of this area have been on the table. We engaged with the community and together decided that creating a boulevard that will attract new development and connect neighborhoods is the best use of the corridor. Q: How will this project honor the history of Black Bottom and Paradise Valley? A: We are currently in the design process and considering all different ways to do this and we are hiring a historian to help with this aspect. Recognizing and honoring what took place here will be built into the aesthetics of the whole corridor. You will see this reflected in the project overall. Q: Is this project part of a larger shift toward building state infrastructure with equity in mind? A: I think there is a big shift taking place not only in Michigan but across the country to rethink inclusivity when it comes to building infrastructure. There is a substantial focus on developing walkable communities, making sidewalks wider, incorporating bike lanes, and connecting neighborhoods with greenways. The walkable aspect gives local businesses in the area more foot traffic and access opportunity. I believe this is an equity issue, an economic issue and also a health issue. Making areas accessible for walks and bike rides and connectivity and movement is important. Q: How did this project originate? A: Discussions began eight years ago. The bridges and roadways have required repair and are at the end of their useful service life. So instead of simply repairing them, we began to look at rethinking the freeway and asking ourselves – Is this the right thing for the city? Extensive research was conducted with a Planning and Environmental Linkage (PEL) study to identify and evaluate alternatives for the corridor that would meet the transportation needs of all users and improve connectivity. This led to the determination that the transformation from a freeway to a boulevard was feasible. This then led to an Environmental Assessment (EA) study to document the human and natural impacts associated with any proposed improvements. What we landed on is a street-level boulevard that will begin south of the I-75 interchange and continue to the Detroit River (Atwater Street), effectively using the city grid to disperse and collect traffic, opening additional connections to the riverfront, Eastern Market, and Brush Park, and creating
Through Staffing, Cleaning, and Advocating for the Community, Business Owner is Working to Motivate Detroiters Toward Sustainable Growth
From social justice to getting Detroiters back to work, and even an emerging green dumpster business, Mario Kelly is following his passion for connecting those in the community to sustainable opportunities and inspiring others to follow their business dreams. To that end, Kelly started B3L1EV3 – a motivational-apparel company – several years ago to inspire Detroiters to go after what they believe in. Keeping that sentiment, he then launched Believe 313 Staffing, Believe 313 Cleaning, and soon-to-be Believe 313 Dumpsters. Born and raised in Detroit housing projects, he has been a community activist and liaison for years. Kelly started Believe 313 Staffing in 2017, following that with the launch of Believe 313 Cleaning in 2020, and now holds contracts to do post-event cleaning for Ford Field, Little Caesars Arena, Comerica Park, the Fox Theatre, and Pine Knob Music Theatre. His extended vision for Believe 313 Dumpsters is about diverting commercial and residential waste from landfills in the city of Detroit and beyond. Here he talks to SBND about his businesses, his inspiration, and his continued efforts across areas of sustainability in Detroit. Q: How did Believe 313 Staffing start? A: I grew up in a HUD neighborhood at I-75 and Canfield and nearby was the meat packing company Wolverine Packing. They had received a tax abatement from the city of Detroit to build a storage unit and a park in the neighborhood. Part of that tax abatement required them to hire 50 people from the surrounding area. Owners Jim and Jay Bonahoom came to the community to get insights on what people wanted and to start to talk about hiring. People in the neighborhood referred them to me because I was heavily involved in the community and knew a lot of people. They told me they need 50 people and I brought them 100 applicants. Jay and Jim then began urging me to start a staffing company to help connect people in the neighborhood to opportunities. I thought – what does a kid from the projects without a degree know about starting a business? But they kept advocating for me and supporting me, so I did it, and today it’s a seven-figure business. Q: You’ve been very involved in social justice and community. You started a program called Canfield 75, an effort that aimed to bridge the divide between housing projects in your community. You created a neighborhood Meet Up and Eat Up – a free summer lunch program for students – and you’ve coached and led youth groups in several capacities. Where does your passion come from? A: I’ve always felt that my purpose is helping people. And growing up where I did … you form strong bonds. We had to help each other in whatever we had going on. There is a real sense of community in underprivileged areas. I want to and can get people in the community to work. They are ready and willing to work, and I enjoy connecting people to local businesses and creating opportunities for people to get ahead. My purpose here is to help assist people on their journey to financial stability. It’s a win/win. Q: You grew your staffing company and added a cleaning company – Is that right? A: Yes. I had the concept and business cards – the start of the cleaning company. I was involved with the Detroit Youth Choir and they were invited to take a tour of Shinola that I attended. That was serendipitous because the individuals at Shinola happened to mention that they needed a new cleaning company. I wrote up a proposal and have been cleaning for them since. Eventually, I was referred to Comerica Park, and that opened the door to all of the arenas. I just held a two-day job fair to hire people to clean Ford Field on Thanksgiving. The pay is $22 per hour which is solid. I had 120 people come out for this opportunity. This helped folks earn money to buy Christmas gifts and fulfill other basic needs. Q: What sustainability practices do you follow regarding your work at the arenas? A: We use all eco-friendly cleaning products. All of the arenas have robust recycling practices, and we sort all plastics, cardboard, cans, and bottles for the arena’s recycling companies to then handle. I’m working to convert everything we do as a company to environmentally friendly – such as cleaning products – and a focus on waste diversion. That is the impetus behind the new dumpster company – Believe 313 Dumpsters. Q: Tell us about Believe 313 Dumpsters. A: Living and working in the city, and through the cleaning business, I’ve realized that between residents and businesses we have a lot of dumpster usage in the city. And most of the contents of those dumpsters is ending up in landfills. The goal behind Believe 313 Dumpsters is to recycle and divert as much of the contents of the dumpsters as possible. Q: What does the future look like for the Believe 313 companies? A: Motivating Detroiters in a way that moves people and the city forward in a sustainable way. Whether that’s from a financial and economic standpoint, a social justice standpoint, or an environmental standpoint, for me it’s about creating opportunities for people to thrive. 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
Rockford Construction – Focusing on the Full Life Cycle of Spaces
From real estate development to construction and property management, Rockford Construction has been serving the commercial, multiunit, educational, industrial, healthcare, and retail markets throughout the Midwest for more than 30 years. How do they approach sustainability? Mike VanGessel, founder and CEO of Rockford Construction, shares that and more with SBN Detroit. Q: Please tell us about the sustainability practice you have in place. A: Rockford’s current sustainability efforts reflect a “triple bottom line” that is focused on people, the planet, and profit. We consider ourselves to be good stewards of all three of these finite resources. This is certainly a broader view than many people take, but one that is important to our clients and our communities. And we’re not just a construction company. We also develop, own, and manage properties, so our focus extends across the full life cycle of space – not just the initial resources during construction, but the total cost of ownership and the impact our buildings make into the future. As a result, our efforts are quite broad. But each building type brings its own set of challenges and opportunities, allowing us to customize our approach and maximize value to our clients. Q: When did your focus on sustainability come about? A: Decades ago. Rockford was an early adopter of sustainable construction practices. We knew that buildings were a major driver of energy consumption at that time. As a company committed to delivering value to our clients, we recognized that achieving greater energy efficiency would also decrease long-term costs. As the sustainability movement evolved and our knowledge of healthy buildings has grown, our efforts have expanded to include things like water conservation, low VOC (volatile organic compounds)-emitting materials, locally sourced and rapidly renewable materials, and more. Our more-recent triple bottom line approach recognizes that “people” and “profit” are also finite resources, as we’ve seen in our current economy. The shortage of workers – not just in construction but in most industries – has driven a focus on a construction process and end-user facilities that are highly efficient, productive, and attractive to people. The reduction of waste in time and money allows those resources to be deployed elsewhere. Q: What are some examples? A: Over the years, Rockford has completed hundreds of projects that are LEED certified or designed to meet certification requirements. But our approach is applied to all our projects, exploring the building design, systems, and materials to determine the right solution based on client needs, first costs, and long-term operational expenses. The most successful projects result from early involvement and clear goal-setting. One of the best examples can be found in Circuit West, a cutting-edge energy district that encompasses a 13-block area in Grand Rapids. As Rockford was developing and constructing buildings in the area, we partnered with Consumers Energy in their effort to pilot next-generation energy technology. Together, we installed 1,800 solar panels and battery storage capable of producing 500 kilowatts every hour. Power lines were buried, and solar arrays were installed in conjunction with other construction work, greatly reducing installation costs. The result is more reliable, renewable energy for the neighborhood. While Circuit West was a large-scale effort, early involvement allows us to explore all possibilities, uncovering those that make the greatest impact on our clients’ triple bottom Line. Q: What are the drivers behind these practices? A: The driver of sustainability is simple. We are creating healthier, more energy-efficient, and cost-effective buildings for our clients and the people who will live, work, play, and heal inside of them. In the early days, sustainable design and materials were thought to drive additional costs to buildings, and owners had to be deeply committed. Today, a better understanding of good design, appropriate systems, and more readily available sustainable and renewable materials are all driving cost savings. Why a client chooses sustainable solutions – cost savings, environmental responsibility, or healthy spaces – isn’t important. What matters is that the result helps us conserve resources and positively impact our world. Q: Rockford services so many different industries and types of construction – how do your sustainability practices differ between projects? A: Each project is unique, and clients have different goals and expectations. That said, best practices can vary based on different project types. For example, some industrial buildings are high users of energy and, at times, water. Energy-efficient systems, water conservation, and grey water options can provide good solutions. In healthcare facilities, research shows that healing environments include natural light, views, good ventilation, low VOC products, and easily cleaned materials. By focusing on what makes each building unique, the low-hanging fruit of sustainability becomes clear. Often, the most sustainable building is the one that is renovated, either for its existing use or for a new one. This is particularly true in an urban setting, where many building exteriors were built to last for decades. By reusing the walls and structure, not only are tons of waste materials diverted from landfills, but owners can capture the value of materials already in place. Warehouses can be converted into apartment buildings, churches become office buildings and schools are reimagined into senior living. Over the years, Rockford has developed expertise in the adaptive reuse of space. Q: Do you have a team of people set up to implement your sustainability practices? A: In the past, the Rockford team included a director of sustainability. However, we wanted to turn what could be described as a “program” into a “practice.” Our construction team and our property and facility managers are all well-versed in sustainable practices. But we have a variety of team members, from accountants to graphic designers, who want to be a part of our company-wide efforts. That’s why we are launching a company-wide Sustainability Committee to continue to expand our impact both internally and externally. Q: Beyond vendors and material choices – what else do you look at? A: Locally sourced talent, vendors, and materials are part of a strategy that is appealing to our clients, who strive to support
A Focus on Decreasing Food Waste in Detroit
Motown Museum Chairwoman and CEO Robin Terry Speaks on the Design, Vision, and programming and how it will impact the city of Detroit.
How Does Consumers Energy Activate Around People, the Planet, and Prosperity?
How does Consumers Energy, which provides natural gas and electricity to 6.7 million of Michigan’s 10 million residents, with 8,000+ staff members, approach sustainability? SBN Detroit spoke to Brandon Hofmeister, Senior Vice President of Governmental, Regulatory and Public Affairs for CMS Energy and Consumers Energy, about how the company executes its sustainability goals and about some of its current projects. Q: When did you begin sustainability efforts at Consumers Energy? A: From a very broad sense, the company has been focused on sustainability since it was founded. Our current intentional focus to prioritize sustainability specifically within our corporate strategy has been around for about a decade. Q: What is the organizational structure around executing your sustainability goals? A: Our corporate strategy is centered around a triple bottom line of people, planet, and prosperity with measurable goals that cascade down throughout the whole business and that are embedded in everything we do. We don’t necessarily source it to one department or team. We do have an Environment and Sustainability Council that includes top leaders and executives and officers who meet regularly to monitor progress toward key sustainability goals. We also have a Chief Diversity Officer and a focus on diversity, equity, and inclusion, and this overlaps and encompasses our sustainability objectives. It’s very cross-functional – everyone owns it and it’s embedded within all roles and levels of the company. Q; Please give some examples of initiatives and priorities in place around people, planet and prosperity. A: Regarding the planet, I would say our biggest initiative is transforming our electricity generation mix. We will retire our remaining coal plants in 2025 and move completely to clean energy, reducing carbon emissions by 60% from 2005 levels. This is a very aggressive goal but as a company, we are excited about it. From a people perspective, we are focused on dramatically improving electric reliability by hardening systems to stand up to more intense storm activity and leveraging best practices in technology and management to reduce outages. We are also deeply focused on the affordability of our services. We’re doing a lot of work to create payment and assistance and energy efficiency programs. We are also dedicated to finding ways to take cost out of our processes and the cost we pass on to our customers, so they get the best value for the services provided. This is equally important for our business customers. We must make sure electricity is cost-effective so businesses can continue to thrive and create jobs here in Michigan. Regarding prosperity, part of the triple bottom line is keeping our own business healthy and profitable for our staff and also our investors. We are expected to deliver consistent and low-risk financial results and that affects our community and the economy overall. Q: Consumers Energy employs more than 8,000 people. How do you share the vision and facilitate action? A: How we approach the goals in itself is important and I think has been impactful. We set breakthrough goals and unleash the team to find new and innovative solutions. It is challenging to set goals that we don’t yet know how to achieve, but this can also be very inspiring, as long as you give the “why” behind the goal. Our team inherently works for our friends and neighbors, and we want to deliver for them. So, whether it’s decreasing carbon emissions or increasing electric reliability, we set goals, give the why, and then let the power of the people take it forward. The outcomes are often quite remarkable and solutions we never thought possible are unveiled. Q: What do you think is one of the most impactful sustainability practices you’ve put into place to date? A: Our clean energy program is a good example. We set an ambitious goal to get to net zero carbon emissions by 2040. Within the framework of conventional wisdom, this originally appeared to be impossible. But the goal has opened up new ways of thinking. Retiring the coal plants was originally slated for 2040, but that’s been moved up to 2025 as I mentioned. We have a north star to reach and are working on this carbon goal every day. Q: What do you point to as an impactful project you are putting into place in the next three to five years? A: Electrification of vehicles is a big game changer for our industry. The company has a breakthrough goal to have a million EVs in service by 2030. This is great for the planet and great for our customers’ pocketbooks. The more electricity we all use, the more electric bills decrease. There are set costs for infrastructure, and if more people are using that infrastructure the cost per unit of electricity goes down. So, it’s a win-win. Q: How do you integrate the community and keep them informed? A: This is a huge part of our work. We spend a lot of time communicating what we are working on and why, but it’s a two-way street. We also want to understand the people and community we serve, so we conduct formal and informal stakeholder outreach. We do materiality assessments internally and externally. We engage customers and educate them on how they can save energy by considering an electric vehicle or participating in renewable energy programs. Most people don’t think about their utility service unless the power out goes out, but it’s important to continually communicate our broader mission. We spend time engaging in a variety of channels with customers to have two-way communication. Q: What advice would you give to SE Michigan businesses when it comes to laying out sustainability goals and achieving them? A: Start with what’s important to the business. Understand the impact the business is having and focus on a goal. Also engage stakeholders. Set ambitious goals and always communicate the why. It’s easier to bring people in when they are engaged versus being told. And finally, don’t have too many goals. Prioritize, set a few very ambitious and solid goals,
The Centrepolis Accelerator – Working to Grow Manufacturing and Bring Sustainable Opportunities to Michigan
On the campus of Lawrence Technological University, the Centrepolis Accelerator is focused on the growth of Southeast Michigan’s small manufacturers and hardware entrepreneurs, largely in the areas of climatech, cleantech, and the circular economy. Centrepolis, a uniquely positioned nonprofit business facilitator, provides access to key resources, a collaborative community, product development, and manufacturing experts with an impetus to keep manufacturing in Michigan and thus bring Michigan manufacturers and companies new opportunities. Executive Director Dan Radomski previously held COO and chief strategy officer positions with Optimal Inc.– a Plymouth, Mich., based firm focused on product development, competitive benchmarking, and vehicle engineering. In a prior role as VP of industry and venture development at NextEnergy, Radomski led incubator services and market and technology analytic efforts to support the growth of early-stage and mature energy technology firms in areas such as wind, solar, advanced batteries, power electronics, vehicle electrification, smart grid, microgrid, natural gas, and energy efficiency. SBND spoke to him about the work Centrepolis is doing toward cleantech, climatech, and the circular economy as well as keeping development and manufacturing in Michigan. Q: What exactly is Centrepolis? A: The Centrepolis Accelerator is accelerating the growth of Southeast Michigan’s small manufacturers and hardware entrepreneurs with an emphasis on the circular economy. It’s the only incubator I’m aware of that offers in-house design, engineering, and prototype capabilities, plus access to funding, experts, customers, and strategic partnerships. If an inventor, start-up, small business, or manufacturer has an idea for a product, we are the place to come to get help in design, engineering, prototyping, testing, and prepping to manufacture. We work with many different individuals and entities. Some have engineering backgrounds and many do not. Designing out cost while ensuring durability and reliability in products are common challenges faced when bringing a new product to market. We harness the manufacturing expertise that’s so prevalent in Michigan and connect corporations and individuals to get more products developed and manufactured in Michigan. Q: How did Centrepolis come to be and what’s the impetus behind it? A: I grew up as a machinist working in my Dad’s machine shop. He and his friends made solid careers and good lives for their families as machinists. I’ve worked for small, midsized, and international product development firms and manufacturers throughout my career. Over the years I’ve seen a significant increase in outsourcing to China and started thinking about the future of my family and of other Michiganders. I felt like we needed a program to keep manufacturing in Southeast Michigan and help people who don’t have the engineering know-how. So, in 2017 we launched Centrepolis – the state’s only hardware accelerator program – with Lawrence Tech, the City of Southfield, and the Michigan Economic Development Corp. (MEDC). I also had some experience working with the Michigan Department of Environment, Great Lakes, and Energy(EGLE) so I took the idea to them. They said if the accelerator focused on cleantech hardware they would be interested in helping to fund it. I said we will focus not only on cleantech but also climatech and circular economy products, which came to be our C3 Accelerator program. Q: With whom do you work? A: This is another way we differ greatly from other incubator programs. Most incubators focus on helping start-ups only, but we offer services for all entrepreneurs whether they are an individual, a start-up, or established small businesses. Many would be surprised to know that 40% of our clients are established small businesses. We offer support on three levels essentially. First, we assist with customer discovery, competitive landscape research, and the securing of patents and trademarks. We also offer tactical support such as business strategy, and connections to customers, strategic partners, suppliers, and manufacturers. With some clients, we engage more deeply in the entire process, from investment to design to engineering to prototype to product launch. As we all know, there are solutions around sustainability globally, so we crowdsource and hunt down the best innovations in sustainable materials and recycling technologies and bring them into Michigan to partner with companies such as Whirlpool and Steelcase, among others. We have brought several companies with really interesting technologies focused on waste removal into Michigan to partner with manufacturers here. Q: What are some examples? A: Savormetrics is a great company in Canada. They are an award-winning AI-sensor company that provides Quality Assurance/Quality Controls systems to the food and agriculture industries to prevent food waste in food production, processing, and distribution. They have partnered with vertical farms and food processors here in Michigan and built solutions for vertical farms that increase yields by at least 30% and decrease operating costs by over 50%. Glacier is a very compelling recycling automation start-up in San Francisco that is developing a new robotic sorter for material recovery facilities that performs just as effectively as other robots, at a much lower cost and smaller footprint. We have facilitated funding for them through EGLE and partnerships with local material recovery facilities. Centrepolis also gained funding for local companies like Detect-It in Oak Park, which offers software that now helps to sort textiles such as end-of-life waste clothing and separate materials cotton from synthetic materials to improve recycling. Q: How are LTU students involved? A: We have five interns who are student workers. They help with business strategy as well as product design, engineering, and prototyping I can point to the Glacier recycling automation here. We are activating students now to help engineer and design a new end effector for robotic arms to help sort plastics for improved rates of recycling. Q: What does the future look like for Centrepolis? A: To continue getting more and more products made in Michigan. We currently have over three dozen products that have come out of Centrepolis that are completely made in Michigan. I’m also very proud of the fact that 366 of our clients now provide contracts with Michigan suppliers equating to over $24 million in business to the local supply chain. That’s an amazing amount of business and illustrates the economic multiplier of
The Role of Southeast Michigan Colleges and Universities in Sustainability
When it comes to sustainability, colleges and universities are in a unique position in that they must approach it from an implementation standpoint, but they also have the opportunity to deeply educate and affect the next generation in carrying sustainability actions forward. According to Rose Spickler, director of statewide engagement at the West Michigan Sustainable Business Forum (WMSBF), which runs the Campus Sustainability Collective, colleges and universities across the state are in various stages of their sustainability journeys. The WMSBF Campus Sustainability Collective is a collaboration between staff and faculty from campuses across Michigan that share resources to improve their respective sustainability goals. The group consists of representatives from over 20 Michigan campuses, including Eastern Michigan University, Siena Heights University, and Wayne State University. Eastern Michigan University began formal efforts around sustainability practices ten years ago and has seen continued passion and involvement from students. Five years ago, one student championed the goal of starting a President’s Commission on Sustainability on campus and four years ago, the commission was formed. Wayne State University established an Office of Sustainability in 2011 and has a five-year sustainability action plan in place. Siena Heights University, in Adrian, formed a Sustainability Committee in 2012 and has made progress in recycling, food choices, and the execution of a campus-wide energy audit. The institution is also incorporating sustainability into its curriculum. SBND spoke to all three institutions about their challenges, gains, and plans. Q: What are your main areas of focus and achievements to date when it comes to sustainability? Thomas Kovacs, Professor, Department of Geography and Geology, Eastern Michigan University Our President’s Sustainability Commission identified Sustainability Tracking Assessment and Rating System (STARS) and the Association for the Advancement of Sustainability in Higher Education (AASHE) as governing bodies to help us determine our framework, and we have been working within these guidelines toward sustainability. As such, our focus is academics, engagement, operations, and administration. On campus, a co-generation heat and power system has been installed to create an annual reduction of 21,305 tons of carbon dioxide, equivalent to the preservation of 260 acres of forests. The campus also has a bioswale designed to remove debris and pollution out of surface runoff water. It also serves as a living laboratory for students and staff. In 2020, Eastern Michigan University was ranked by U.S. News and World Report as 123 in the nation among 389 national universities, and among the top three national universities in Michigan in the social mobility category. We are very proud of this. Donna Kashian, Director of Environmental Science, and Professor of Biology, Wayne State University We established our Office of Sustainability in 2011 and it is a collaboration between groups. We have just submitted a new five-year plan that is very robust, and includes these subdivisions: Environmental justice Carbon reduction Built environment Water quality and quantity Energy Transportation/mobility Urban biodiversity Sustainable food practices Waste reduction We are more intentional now than ever before. Internally we focus on teaching, research, and facilities, and externally we are committed to doing a better job recognizing our place in the community with a larger focus on the greater Detroit area. We also network with leaders at other universities across the world to learn best practices in sustainability. Thomas Wassmer, Professor of Biology, Siena Heights University One of the areas we’ve been successful in is our curriculum. Recently we audited all course descriptions and found that 31% cover at least one of the 17 Sustainability Development Goals of the UN. That is a solid start, and we are working to increase this. One thing we are proud of is our William Issa Endowment Speaker Series where we invite extraordinary speakers in to educate on the environment and sustainability. We also feature an environmental documentary series that’s in its 14th season and is open to the students, staff, and public. What are your main goals going forward? Thomas Kovacs, Professor in the Department of Geography and Geology, Eastern Michigan University Our focus is to improve our STARS score and to work on communicating to the university how we plan to move ahead. I envision in the next two to three years we will greatly improve on our STARS scores. Donna Kashian, Director of Environmental Sciences, and Professor of Biology, Wayne State University We are excited about our new five-year plan and expect to move a lot of efforts forward in the upcoming months and years. For this plan, we called on specific people and groups and outlined action items – things they need to do. I expect to see a lot of visible changes on campus. We are also anticipating a big announcement in October regarding our carbon commitment. Thomas Wassmer, Associate Professor of Biology, Siena Heights University Using more renewable energy sources to reduce our carbon footprint, working toward a pesticide-free and chemical-free campus, and increasing its biodiversity. I’m a big advocate of maintaining our vegetative structures differently. We need to overcome the idea that to look inviting and well taken care of, the campus has to be perfectly manicured and blacktopped. We are working to get there. What has been most rewarding to you in your journey toward sustainability? Thomas Kovacs, Professor in the Department of Geography and Geology, Eastern Michigan University When I dug in, I saw so many people quietly working on campus trying to make things better who nobody knew about. Learning how much individuals care has been the most rewarding thing. For example, we had one person who was taking care of the grounds and working on recycling efforts and creating composting opportunities. Another person put boxes out at the end of the semesters during move-out times to collect electronics and such to avoid them going into landfills. These grassroots efforts matter and we are working to formalize plans and gain strength in collaborating. Donna Kashian, Director of Environmental Sciences, and Professor of Biology, Wayne, State University It’s been most rewarding seeing the passion of the students and faculty, many of which are
