tm 7: michigan’s blue economy - detroit...michigan’s blue economy. 3.0 water challenges in the...
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TM‐7: Michigan’s Blue Economy
1.0 Executive Summary ABlueEconomyintegrateswaterresourceswithjobsanddevelopment.Michigan’sBlueEconomyintendstogrowbusinessesandjobsinwater‐enabledandwater‐relatedsectorsbyutilizingourabundantresources–water,academia,engineeringandmanufacturingworkforces.InInnovatingfortheBlueEconomy:WaterResearchattheURC,AndersonEconomicGroup,LLCdefineswater‐enabledandrelatedindustriesaskeyportionsofthestate’seconomythatproduce,implement,oraresignificantlyaffectedbywater‐relatedresearchandinnovation.Thisincludeswatertechnologyproducersandserviceproviders,aswellasindustriesthatareaffectedbychangesinboththequalityandquantityofavailablewaterandtoregulationsgoverningthequalityofwaterrunofforeffluent.
JohnAustin,Director,MichiganEconomicCenteratPrimaCivitas,isstudyingMichigan’sBlueEconomyandwrites:“Michiganhasauniqueopportunitytobecomealeaderinthisemerging‘BlueEconomy,’usingwaterinsmartandsustainableways,solvingglobalwaterproblems,andleveraginguniquewaterassetsforeconomicandcommunitydevelopment.”iAustinconcludesthatMichiganhasacompetitiveadvantageinwater‐enabledandwater‐relatedindustries.Forexample,Michigan’sshareofemploymentintheseindustriesisfourthinthenation.
However,Michigan’seconomy,asithasbeenhistorically,isstilldependentupontheautoindustryandmanufacturing.Attherecentpeakoftherecession,unemploymentreached14.2%.1Between2000and2010,employmentinthemanufacturingsectorlost323,500jobs;24%ofthislossoccurredbetween2008and2009.2Despiterecentgrowth,wearestillfacinganunemploymentrateof7.5%.3Therefore,itisimportanttoask:howdoweexpandwater‐enabledandrelatedsectorsinMichigantodiversifyoureconomy?Austinhasdefinedasetofcriticalsuccessfactorsforthistask:
1. LeadersandstakeholdersmusttakeactiontogrowtheBlueEconomy.
2. EnablewatertechnologyproductandservicefirmstooperateandgrowinMichigan.Watertechnologyproductsincludefilters,cleaners,bio‐digestersandinfrastructurecomponents.Watertechnologyservicesincludeengineering,ecosystemservices,infrastructuredesign,informationsystems,sensors,andfinancialservices.ii
3. Communitiesmustdedicatethemselvestowaterplace‐makinginordertoachievelong‐termeconomicbenefits.Waterplace‐makingincludesbusinessesandeconomicdevelopmentdrivenbywaterrestoration,wateraccess,andamenitydevelopment.iii
4. MakegrowingtheBlueEconomyaregionalpriority.
DWSDisoneofthenation’soldestandlargestwaterandsewerutilities.Ithasa1,079squaremilewaterserviceareaincludingDetroitand129suburbancommunities,anda947squaremilewastewater
1BureauofLaborStatistics,EconomyataGlance:Michigan,August2009.2AmericanManufacturing,InYourState:Michigan.(americanmanufacturing.org/in‐your‐state‐MI).3BureauofLaborStatistics,EconomyataGlance:Michigan,June2014.
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serviceareaincludingDetroitand76suburbancommunities.Thewatersystemcontains3,840milesoftransmissionanddistributionmainsandthesewersystemcontainsmorethan3,000milesofsewerpipes.Asignificantregionalforce,DWSDcansupportandpromoteAustin’svisionforMichigan’sBlueEconomy.
In2009,FederalJudgeJohnFeikenspromptedDWSDtoexploreaBlueEconomyvision.InMarch2010,theTechnicalAdvisoryCommittee(TAC),thepartnershipbetweenDWSDanditssuburbanwholesalewatercustomers,establishedaBlueEconomyCommitteetoperformamarketsurveyandpublishfindings.Michigan’sBlueEconomy:SustainableResourceandBusinessDevelopmentwastheresult.Thisreportfoundthatthecapacityandqualityofourwaterandwastewatersystemsalonewouldnotattractwaterintensivecompanies.Economicincentives,afocusontechnologyinnovation,andsupportofeconomicdevelopmentinitiativesthroughoutreachandbrandingwouldberequired.iv
Intheyearssincethe2010report,DWSDhasundergonesignificantrestructuring,includingareconfiguredBoardofWaterCommissionersandanewDirector,SueMcCormick.Centraltothe“new”DWSDisanincreasedleveloftransparencybetweentheutilityanditscustomers.Theutilityiscurrentlyengagedinanaggressiveoptimizationproject,whichisalreadyyieldingsignificantsavings.
TheDirectorbelievesDWSDcanandshouldhavearoleintheBlueEconomy.SheseesDWSDas“aninnovativeprimarypartner”,andDWSDhasthepotentialtobenefitfrominnovativetechnologiesregardinginfrastructure,watermanagement,waterquality,andnewenterprisesresultingfromcollaborativeresearch.Thefollowingrecommendationsstemfromthisvision:
1. Developa10‐yearBlueEconomyPlanwithAnnualGoals
Thereareopportunitiestoexpandthesizeofthewater‐dependentindustryandcommerceintheregionalwaterservicearea.Foodandbeverageindustryisasectorthatisofparticularinterest.TheGovernorofMichiganhascalledforRegionalProsperityPlanswhichdefineintegratedregionalvisionsandplanstoleverage,redevelopandcreatemulti‐jurisdictional,multi‐facetedwaterfront,andwatershedcommunityeconomicdevelopment.vUsingitsCustomerOutreachprocess,DWSDcanfacilitateand/orsponsorthedevelopmentofBlueEconomythemedRegionalProsperityplanningwithitscustomersandotherregionalBlueEconomystakeholders.
2. ContinuetoSupportWaterStewardshipProgramsinMichigan
Watercanbeusedasadevelopmenttool,butitisalimitedresource.Sustainableandresponsibleuseofwaterisincreasinglyimportanttocommercialusers.ContinuingtosupportWaterStewardshipProgramswouldallowDWSDtofurtherdemonstrateitscommitmenttoprotectingMichigan’swaterresources.
3. LeverageDWSD’sOrganizationalOptimizationfortheBlueEconomy
DWSDisundergoingabest‐in‐classefforttooptimizetheorganization’sproductionandservicedeliveryprocess.Inorderforwater‐enabledandwater‐relatedindustriestooperatesuccessfully,sustainableinfrastructureisessential.Thesameholdstrueforattractingandretainingnewcustomers.ThisrecommendationcallsforDWSDtoestablishaBlueEconomyLiaisonwithintheCommercialOperationsGroup.Thisliaisonwouldbeabletoworkwithotheragencies,program
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Michigan'sBlueEconomy
Communitiesaroundthe
State
Water‐enabledandRelatedIndustry
DevelopmentOrganizations Academia DWSD
offices,andcorporationstocoordinateBlueEconomyactivitiesforitshighvolumecustomers.SeeFigure1‐1.
DWSD’s2010BlueEconomyreportfocusedonwaystosellmorewater,respondingtoJudgeFeikens’objectivetoattractwaterintensivebusinessestotheregiontoalleviateunemployment.ThereportdefinedacomprehensivestrategytoaccomplishFeikens’goal.Today,fouryearslater,webelievethatthefutureofMichigan’sBlueEconomyrestsinresearch,sustainability,recreationandtourism,butnotwaterintensiveindustries.Whileunemploymentisstillamajorconcern,especiallyinDetroit,thereareimportantobstaclestoattractingwaterintensivebusinessestotheregion.Waterisnotseenasacriticalexpensefactorinmostbusinessesyet.Asforthefoodandbeverageindustries,wherewaterisacriticalexpensefactor,thestate’swaterrateslegislationdoesnotallowutilitiestoofferdiscountedwaterratestoattractbusiness.Finally,thisstudyconcludesthatamigrationofbusinessesthatarehighvolumewaterusersfromwaterstressedregionstothewaterrichGreatLakeswillnotoccurintheforeseeablefuture.
Figure1‐1:LeveragingDWSD’sOrganizationtoFacilitateBlueEconomyStakeholders
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2.0 Introduction Withone‐fifthoftheworld’sfreshwatersupplyatourdoorstep,MichigancanbealeaderinBlueEconomyindustryandresearch.TheGreatLakes,alongwithMichigan’smanyriversandinlandlakes,havehelpedthestatetoprosperviashipping,agriculture,fishing,andproductioninthemanufacturingsector.Withover3,000milesofGreatLakesshorelineandmorethan11,000inlandlakes,waterremainscentraltoeverydaylifeinMichigan.
Michiganhasaclearcompetitiveadvantageinwater‐enabledandwater‐relatedindustries.Thisadvantagecanbeeconomicallybeneficialtotheresidentsofthestatewithoutabandoningourhistoricdedicationtowaterstewardship.DetroitandSoutheastMichiganalsohaveamplerealestate,worldclassresearchuniversities,andDWSD,whichisoneofthenation’slargestwaterutilities.ThecombinationoftheseassetspresentsMichiganwiththeopportunitytodevelopandpromoteaqualityoflifeadvantagefoundnowhereelse.ThisreportwilllayoutthewaysinwhichDWSDcansupportMichigan’sBlueEconomy.
3.0 Water Challenges in the United States Thenationisfacingaglobalwaterchallengecharacterizedbyrapiddepletionofmanyofourfreshwatersources.AccordingtotheUN,morethantwothirdsoftheworld’spopulationwillfacewaterscarcityby2025.Waterscarcityhasincreasinglybecomeaconcern,andasaresult,almostallregionsaremakingeffortstopromotesustainablewateruse.Onaglobalscale,only2.5%oftheworld’swaterisfresh,andapproximately21%ofthisfreshwaterislocatedintheGreatLakes.viAsaresultofpopulationgrowth,climatechange,andincreasedusebyagriculturalandutilitysectors,theworld’sfreshwatersupplyisrapidlydepleting.Agricultureisresponsiblefor70%ofthisusageanddemandforfoodcontinuestogrowwiththepopulation.
Climatechangeisaffectingwateravailabilityandqualitythroughincreasedevaporation,decreasedrecharge,increaseddemand,andrechargecontamination.Coupledwithlowprecipitation,inareasliketheHighPlains,groundwaterrechargecantakeyears,intensifyingtheeffectsofwaterscarcity.Waterusagetendstoincreasewithincreasesintemperature.Ournation’salreadystressedwatersupplywillonlycontinuetobecomemorestressed.WatersuppliesintheSouthandWestinparticular,mayfaceincreasedriskaspopulation(anddemand)grows,rainfalldecreasesandthelengthofdroughtsincrease.
WecanlooktotheseindicatorstopredictashiftinpopulationaswellasindustryfromtheWesttotheGreatLakes.Whilethelikelihoodofalargeshiftoccurringnowislow,developingandadvancingframeworkforaBlueEconomywouldhelppreparetheregionandthestateforafutureinflux.
3.1 The Ogallala Aquifer: A Case Study
Manyofournation’sregionsrelyonaquifersfortheirfreshwatersupply.Forexample,theOgallalaAquiferconstitutes80%oftheHighPlainsAquiferinthecentralUnitedStates.Kansas,Texas,andNebraska,thenation’stopthreegrainproducers,sitatopthemajorityoftheOgallala.The347,000km2aquiferviiistrappedbetweenacalcifiedtoplayer(impervioustogroundwaterrecharge)andalayerofbedrockbelow.Annualprecipitationislightandisoutpacedbyevapotranspirationrates.Thenaturalrechargerateissoslowthatdepletionoutpacesrecharge.InKansas,Nebraska,andTexas,theannualdepletionrateis100%to140%abovereplacement.”viii
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SomefarmersinNorthwestKansasarecurrentlyworkingonreducingdepletionby20%overafiveyearperiod.Thisinitiative,coupledwithotherconservationtechniques(i.e.allfarmersagreeingtocutdepletionby20%immediately)couldextendthepeakyearofextractionfrom2040to2070.ixAnextremereductioninpumpingof80%wouldberequiredtoachievelongtermsustainabilityinKansas,yetthesedrasticmeasureswouldnotsupporttheagriculturalindustriesthataredependentupontheaquifer.OngoingcollaborationbetweenFederalandStateentities,aswellastheHighPlainsstates,isworkingtowardconservation;yet,itislargelyunderstoodthateventheseeffortswon’tpreservetheaquiferforever.
TheOgallalaAquiferisjustonecaseofarapidlydiminishingwatersupply.Weareseeingwaterscarcityinsomeofthenation’stopagriculturalregions,especiallyinCalifornia.WithCaliforniafacingoneofthemostseveredroughtsonrecord,GovernorBrowndeclaredadroughtStateofEmergencyinJanuary2014,anddirectedstateofficialstotakeallnecessaryactionstoprepareforwatershortages.xThe2010BlueEconomyReportsuggestedthataninfluxofresidentsandbusinessescouldoccurasaresultofwaterdepletionintheWest.Increasingscarcityhasthusfarfailedtocauseanexodusfromwater‐stressedtowater‐richareaslikeMichigan,butinthefuturethismaychange.
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Figure3‐1:MapoftheOgallalaAquifer(Source:USGSCircular1323)
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4.0 Blue Economy Initiatives in Michigan MichiganthoughtleadershavebeenexploringaBlueEconomyforseveralyears.Thereasonsareobvious,asnotedbelow.Thissectionsummarizesthemostvisibleinitiativestodate.
MichiganhasfreshwateraccessunrivaledoutsideoftheGreatLakesRegion,whichprovidesanabundantsupplyofwaterandcontributestoanexpansivetransportationnetwork.
World‐classacademicinstitutionsarelocatedinMichigan.SoutheastMichiganisanchoredbytheUniversityResearchCorridor(URC),consistingofMichiganStateUniversity,theUniversityofMichigan,andWayneStateUniversity.
Michiganhasanationalcompetitiveadvantageinwater‐enabledandwater‐relatedsectors.
WaterscarcityintheWestcreatesthelongrangepotentialfortheBlueEconomyinMichigan.
RealestatesuitableforcommercialandresidentialoccupancyisreadilyavailableinSoutheastMichigan.
MichiganthoughtleadershavebeenexploringaBlueEconomyforseveralyears.Thereasonsareobvious,asnotedbelow.Thissectionsummarizesthemostvisibleinitiativestodate.
MichiganhasfreshwateraccessunrivaledoutsideoftheGreatLakesRegion,whichprovidesanabundantsupplyofwaterandcontributestoanexpansivetransportationnetwork.
World‐classacademicinstitutionsarelocatedinMichigan.SoutheastMichiganisanchoredbytheUniversityResearchCorridor(URC),consistingofMichiganStateUniversity,theUniversityofMichigan,andWayneStateUniversity.
Michiganhasanationalcompetitiveadvantageinwater‐enabledandwater‐relatedsectors.
WaterscarcityintheWestcreatesthelongrangepotentialfortheBlueEconomyinMichigan.
RealestatesuitableforcommercialandresidentialoccupancyisreadilyavailableinSoutheastMichigan.
4.1 Green Jobs for Blue Waters
In2009,theGovernorofficeannouncedtheGreenJobsforBlueWatersprogram,tobemanagedbytheMichiganEconomicDevelopmentCorporation(MEDC).ThegoalofthisstatewideinitiativewastoestablishMichiganasaleaderinthewatertechnologysector.ThisinitiativeresultedfromformerGovernorJenniferGranholm’striptoIsraelin2008.TheGovernorwantedtofosterpartnershipssurroundingwatertechnologywithIsrael,aworldleaderinthefield.Michiganisaprimelocationtoresearch,test,andimplementnewwatertechnologiesandinnovations.Keyeffortsincluded:
AnMOUbetweenMichiganandIsraelforthedevelopmentofjointwatertechnologyprojects,withmatchingfundsfromIsrael.
IdentifyingandcoordinatingBlueEconomystakeholdersonastateandnationallevel.
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DevelopmentofacomprehensivewatersectordatabasethatidentifiesMichiganwaterresourcesandMichigancompaniesinvolvedinthewatersector.
4.2 H2Opportunities
In2011,theOaklandCountyWaterResourcesCommissionerusedhisofficetoestablishH2OpportunitiestopromoteMichiganasadevelopmentgroundforwaterpurification,conservation,andutilizationtechnologies–allindemandaroundtheworld.H2Opportunitieshasnostaffandpaysnosalariesbutgoesafterstate,federalandfoundationgrantsthatbecomecapitaltoattractcompaniessuchasIsrael‐basedMiya–developeroftheleak‐detentionsystem–toMichigan.H2OpportunitieshasbroughtthreeothercompaniestoMichigan.Oneistestingaprocesstoextractelectricityfromwastewater.Anotherisdevelopingmodularwatertreatmentequipmentthatwouldbeuseful,forexample,inresidentialareaswheresepticcapacityhasbeenexhausted.Ademonstrationsystemisbeinginstalledatasprawlingyear‐roundcampnearEvartinthenorthernLowerPeninsula.Yetanothercompanyisamplifyingforwatertreatmentthemedicaltechnologythat’susedtoinjectoxygenintobloodwithoutcausingdangerousbubbles.xi
4.3 Macomb County Blue Economy Strategy
MacombCountyhastraditionallybeenanationalleaderinwater‐relatedbusinessandisknownforitsnearly32milesofLakeSt.ClaircoastlineandtheClintonRiver,withitsmanytributaries.UnderthedirectionofMacombCounty’sExecutiveMarkHackel,anewinitiativeisunderwaytocelebratethemanyaspectsthatareknownasMacomb’sBlueEconomy.Withover50activemarinas,aworld‐classrecreationalboatingandfishingindustry,andnumerouspublicandprivateaccesspointsprovidingmanyotherwaystoenjoythewater,MacombCountyhasalargeBlueEconomyopportunity.TheMacombCountyDepartmentofPlanning&EconomicDevelopmentisdevelopinglandandwaterplanningprogramsandprojectstocreatesustainableoutcomesthatwillbeexperiencedforgenerationstocome.xii
4.4 University Research Corridor
TheUniversityofMichigan,MichiganStateUniversityandWayneStateUniversityformtheUniversityResearchCorridor(URC).TheURCvisionis“touniteandlead,playingakeyroleincreatingavibrantMichiganeconomythatleveragestheintellectualcapitalofitsthreepublicresearchuniversities,toworkproactivelytoattracttheknowledgeeconomybusinessesthatcanfindtheresearchactivitythatfeedsnewenterprise,educatestheworkforceandplantstheseedsforthenewindustriesoftomorrow.”
TheURCisamajorcontributortoMichigan’sBlueEconomy.TheachievementsandgoalsoftheURCaredetailedinInnovatingfortheBlueEconomy:WaterResearchattheURC,areportwrittenbyAndersonEconomicGroup.Thereport,presentedattheDetroitRegionalChamber’s2014MackinacPolicyConference,revealedthattheURCreceivedapproximately$300millioninawardsforwaterrelatedresearchandoutreachbetweentheyearsof2009and2013.Annually,3,400+graduatesemergefromtheURC,andspecializeinwater‐relatedindustriesandrelatedareasoffocusincludingGreatLakesrestoration,watermonitoringandfilteringtechnologies,agriculturerelatedresearch,policyresearchrelatedtosolvingforwaterrelatedissues,andclimateandweatherresearchontopicsconcerningwaterquantityandquality.
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4.5 Governor Snyder’s Water Strategy
Michigan’sWaterStrategyresultedfromGovernorSnyder’srequesttocreateavisionformanagingwaterqualityandquantityinthefuture.ThePreliminaryFrameworkforMichigan’sWaterStrategywaspublishedin2013bytheOfficeoftheGreatLakesandtheMichiganDepartmentofEnvironmentalQuality.Thiswaterstrategyaimstosteerwater‐relatedpolicyinallformsforthenext30yearstowardsustainable,beneficialuse.
TheOfficeoftheGreatLakesalsocommissionedawhitepaperentitledWater,Michigan,andtheGrowing“BlueEconomy.”WrittenbyJohnAustin4,DirectoroftheMichiganEconomicCenter(MEC)atPrimaCivitas,thestudydefinestheBlueEconomy,howwaterhasbeenimportanttooureconomy,andhowitwillbesignificantinthefuture.ThereportalsooutlinestheopportunitiesandchallengesfacingMichiganinitsefforttofueleconomicgrowthwithwater.AccordingtoAustin,Michigancanbealeaderinwaterresearch,education,conservation,clean‐up,management,andnewwater‐technologyenterprise,alongsidemakingourlakesandriversthecenterpieceofcommunityeconomicdevelopment.
Austin,theMEC,andGrandValleyStateUniversity’sAnnisWaterResourcesInstitute,arenowworkingonanewreport.Thereportprimarilyfocusesonthreeareas:waterresearch,largevolumewaterusers,andwatertechnologyproductsandservices.ContributorstothereporthaveidentifiedBlueEconomyinitiativesaswellasfurtheringAnderson’sindustryresearch.ThereportwilllaythefoundationfororganizingandpromotingtheBlueEconomyInitiativeincommunitiesacrossMichigan.
AccordingtoMarySueColeman,formerPresidentoftheUniversityofMichigan:
TheURCismakingimportantcontributionstointerdisciplinaryresearch,includingworkbeingdoneintheUnitedStatesandCanadathroughtheCouncilofGreatLakesGovernors,theGreatLakesRestorationInitiative,andtheInternationalJointCommission.
4.6 DWSD’s Blue Economy Thought Leadership
TheconceptofaDWSDBlueEconomystrategyoriginatedinitiallyin2009inthechambersoftheHonorableJudgeJohnFeikens,whofosteredadialoguewithregionalstakeholderstoexplorethepossibilitiesoftheBlueEconomy.OneofthekeyoutcomeswasarequestforDWSDtotakealeadershiprole.DWSDcontractedalocalconsultingfirmtoproduce:AProposalforaBlueEconomy.AsMichigan’sautomotiveeconomycontracted,waterusageintheSoutheasternMichigandeclinedalmost20%.ThisproposalfocusedonattractingwaterintensivebusinessestogrowwaterusageintheDWSDsystem.
InMarch2010,theTAC,theDWSD‐suburbanwatercustomerpartnershipthathasspentseveralyearsbuildingacollaborativerelationshipbetweentheregion’smajorsupplierofwateranditscustomers,charteredaBlueEconomyCommitteetoconductamarketsurvey.ThecommitteedevelopedascopeofworkthatwouldsurveyregionalbusinessesthatmighthaveaninterestinbuildingaBlueEconomyandmulti‐nationalcompaniesthatusedhighvolumesofwaterintheirproductionprocesses.
RegionalinterviewsfocusedoncurrentMichiganbusinessconditions,corporatedecisionsonlocatingnewplantsandthecurrentperceptionofDWSDwaterandwastewaterquality,costandservice.These
4JohnAustinisthearchitectofthe‘BlueEconomy’inMichigan.Inhis2007studyHealthyWaters,StrongEconomy,AustinmakestheargumentthatutilizingtheGreatLakesresources,bothphysicalandintellectual,foreconomicgrowthisaviablestrategyforMichigan.
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interviewsprovidedafundamentalunderstandingofcorporateprioritiesandhowwaterfitsintothosedecisionsindifferentmarketsectorsaswellastheimportanceofwaterinnovation.Threemajorpointsemerged:
DWSDwaterandwastewatersysteminfrastructurealoneisinsufficienttoattractnewplantsandfacilitiestoincreasesystemusageandregionalemployment.
DWSDwaterandwastewatersysteminfrastructurecanbeaneconomicdevelopmenttool.
SoutheastMichigancanbranditselfasasustainablewaterinnovationhubwithacademic,business,governmentandregionaleconomicdevelopmentcollaboration.
TheinterviewsalsorevealedabroadrangeofinterestintheBlueEconomyconcept.Thefollowingareconsistentthemesandrepresentativecommentsfromthesecompanies:
SoutheastMichiganwater,wastewaterandenergyinfrastructureisacompetitiveadvantage,butcorporateawarenessoutsideofMichiganislimited.
Sustainablewaterdevelopmentbrandingcouldbeimportantto“GreenCompanies.”
Companiesrecognizetheneedforwater,wastewaterandstormwaterinnovation,andareespeciallyimportanttomostoftheinterviewset,especiallythosecompanieswhichconsiderthemselves“HighTech”.
Michigan’senvironmentalacademicprowess,regulatoryopennessandworld‐classinfrastructuresupporttheBlueEconomyconcept.
5.0 Blue Economy Initiatives outside of Michigan 5.1 Ontario: Blue Economy Initiative
RoyalBankofCanada(RBC),theWalterandDuncanGordonFoundation,andtheCanadianWaterNetwork(CWN)foundedOntario’sBlueEconomyInitiative(BEI)in2011.Ontario’sguidingvaluesfortheBEIare:sustainability,transparency,efficiency,stewardship,andleadership.TheBEIhasestablishedfourfocusareas:
1. ThevalueofwatertoCanada’seconomy
2. Globalwateropportunities
3. Thevalueofwaterinagriculture/goodproduction
4. Innovativesmartwaterandwastewaterinfrastructure–“cityofthenearfuture”xiii
TheBEIperformsresearchaswellasprojectssurroundingthesefocusareas.Todate,theBEIhascompletedfivepublicationsregardingOntario’sBlueEconomyprocess.Thereportsareavailableat:http://www.blue‐economy.ca.
CanadaisoneoftheUnitedStates’largesttradingpartnersandisthenumberoneimporterofMichiganexports,accountingfor44%or$12.2billionworthofexportsin2013.MichiganandCanadatrade
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upwardsof$204millioningoodsandserviceseachday.xivEffortsbytheMichiganEconomicDevelopmentCorporation(MEDC)tosolidifythistradepartnershipincludeestablishingaCanadatradeofficepartneredwiththeCouncilofGreatLakesGovernors.ThereisanopportunityforcollaborationbetweenMichiganandOntario,sharingbestpracticesandinnovativetechnologiesinthewaterenabledandwaterrelatedindustries,furtherenabledbytheproximitybetweenDetroitandWindsor.
5.2 Milwaukee: Global Compact City
In2009,TheUnitedNationsdesignatedMilwaukeeasaGlobalCompactCity;adesignationforselectcitiesthat“showcaseprogressonissuesthatinvolvehumanrights,environmentalism,healthorlaborstandards.”Milwaukeeisoneoftwocitiesintheworldthatfocusesonwater.Jamshedpur,Indiaistheother,specificallydedicatedtoindustrialsewagetreatmentprojects.Thereare13membercitiesintheGlobalCompactCitiesProgram.ThisdesignationgivesMilwaukeeglobalrecognitionasaninternationalhubofwatertechnology.xv
In2009,TheMilwaukeeWaterCouncilwasestablishedbyagroupofbusinessandgovernmentleaders,andacademiaintheMilwaukeearea.Itisanon‐profitorganizationdedicatedtothepromotionandadvancementofwatertechnologyandinnovation,research,economicdevelopmentandentrepreneurship.TheWaterCounciladvanceswatertechnologyandinnovationthroughBusiness,Research,Entrepreneurship,andWisconsin(BREW).BREWisanacceleratorprogramforfreshwaterstartupsthatprovidescapital,networking,andtrainingforentrepreneurs.
EachyeartheWaterCouncilhostsaglobalWaterSummit,agatheringofindustry,watersectorandgovernmentleadersandprofessionals(SeeAppendixA).TheWaterSummitisnotonlyanetworkingandinformationsharingopportunity,butanopportunitytopushwaterissues,challenges,andachievementstotheforefront.Thethemeofthe2014WaterSummitwasThrivingintheGlobalWaterEconomy.ThespeakersandbreakoutsessionsattheWaterSummithighlightedthefactthatfreshwaterchallengescannotbeaddressedinisolation.ThreemaintopicareasemergedfromtheWaterSummit:
Interconnectednessandholisticrelationshipsbetweenthewatersector,privatesector,publicsector,government,andacademiaareessentialforasuccessfulBlueEconomystrategy.
Acultureofacceptancewithregardtochangeandinnovationmustbeinstilledinthewatersector.
Waterscarcityisacrisisaffectingournation,notjustdevelopingnations.Wemustlearnfromourcrises,addressingboththerisksandopportunitiesinvolved.
TheSummitimpresseduponattendeesthattheymustbewillingtochange.Whilewaterscarcitydoesnotappeartobeapressingissueforourregionnow,itmaybeinthefuture.AsKimMarotta,DirectorofSustainabilityatMillerCoorssaid:“Waterisabout80%investmentinhumancapital,but20%iscultural.”Changedoesnothappenovernight,nordoesithappenalone.PrecedentshowsthatcollaborationinteractionbetweenvariousactorsandgroupsfueltheinnovationrequiredtobuildaBlueEconomy.
6.0 Blue Economy Food and Beverage Regional Market Analysis ThestateofMichiganemploys718,704peopleinwaterrelatedindustries,xviaccountingfor21.3%oftotalemploymentinthestate.Over80industriesandsubsectorsoftheseindustriesmakeupthewater‐
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enabledandwater‐relatedjobsinMichigan.(DWSDdesignatescompaniesinthesesectorsasSignificantIndustrialUsers.)ThissectionexploresaneconomicdevelopmentstrategytargetingtheseuserstoaugmentdemandforDWSDwaterservice.
Waterisaprimaryingredientinfoodandbeverageindustryproducts.Mostbeveragemanufacturersusemunicipalsourcesforwater.Softdrinksarecomprisedof90‐99%water,andsoftdrinkproductionrequiresstrictqualitystandards.xviiInadditiontothedrinkitself,thebottles,labelsandpackagingconsumewaterduringtheproductionprocess.ForNorthAmericancompanies,ittakes1.39literstomake1literofwater.That’slessthantheglobalaverageofaliterofsoda,whichrequires2.02litersofwater.xviiiWithsuchalargewaterfootprint,softdrinkproducersneedabundantandhighqualitywaterreadilyavailable.
Inordertoanalyzethisopportunity,wecomparedMichigan’sfoodandbeveragemanufacturingdatatosimilardatafromtwocategories–WaterRichandWaterStressedstates.TheWaterRichcategoryincludesOhio,Illinois,IndianaandWisconsin.TheWaterStressedcategoryincludestheHighPlainsandCalifornia.TheHighPlainshasasignificantmarketshareofthefoodmanufacturingindustryandislargelysuppliedbytheOgallalaAquifer.Aloomingconcernforthisindustryisaquiferdepletion(asnotedpreviously).StudyingmarketdataintheWaterStressedcategoryprovidessomeinsightintohowmuchmarketsharemaybeavailabletoMichiganifwaterscarcityturnsintoatruecrisis.
6.1 Water Stressed Category – High Plains5 and California
AsshowninTables6‐1and6‐2,Michiganisnotaleaderinemploymentorestablishmentsineitherindustry,butdoeshaveasizeablepresenceinbothsectors.Californiaclearlyhasthelargestmarketshareoffoodandbeverageproduction,packagingandbottling.YetfreshwatersuppliesinCaliforniahavebeeninperilforyears.Whilepercapitadailywaterusewithinthestatehasbeendecliningoverthelasttwoandahalfdecadesxix,populationgrowth,persistentdrought,andpoorwatermanagementarestressingonlimitedfreshwaterresources.
Table 6‐1: 2012 Food Manufacturing Industry – Michigan, High Plains and California
State Michigan Kansas Nebraska Texas California
No. of establishments 780 282 293 1,666 3,421No. of paid employees 29,443 28,101 34,712 89,341 152,205Annual Payroll ($1,000) 1,259,285 1,037,688 1,307,847 3,073,518 6,395,047
DataSource:U.S.CensusBureau,CountyBusinessPatterns,2012Note:numberofpaidemployeescalculatedforpayperiodincludingMarch12
Table 6‐2: 2012 Beverage Manufacturing Industry (aggregated)6 – Michigan, High Plains and California
State Michigan Kansas Nebraska Texas California
No. of establishments 131 25 25 255 1,381No. of paid employees 3,810 546 373 8,474 36,921Annual Payroll ($1,000) 169,230 23,369 12,660 447,710 2,088,953
DataSource:U.S.CensusBureau,CountyBusinessPatterns,2012Note:numberofpaidemployeescalculatedforpayperiodincludingMarch12
5OftheHighPlainsStates,thetopthreeproducersareKansas,Nebraska,andTexas.6Seelistofreferencesforbreakdownofsoftdrinkandbottledwatermanufacturing.
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6.2 Water Rich Category– Great Lakes States
ResultsaresimilarwhencomparingMichigantoneighboringGreatLakesstates.Michigandoesnotdisplayadominantpresenceineitherthefoodmanufacturingorbeverageindustries.Despitethisfact,thetwoindustriesaccountformorethan33,000jobsinMichiganalone.Forthisreason,economicstrategiesshouldremainfocusedonmaintainingtheprosperityoftheseindustries.
Table 6‐3: 2012 Food Manufacturing Industry – Great Lakes States
State Michigan Indiana Illinois Ohio Wisconsin
No. of establishments 780 478 1,162 910 955No. of paid employees 29,443 33,291 70,925 52,187 62,002Annual Payroll ($1,000) 1,259,285 1,397,914 3,222,596 2,187,497 2,651,312
DataSource:U.S.CensusBureau,CountyBusinessPatterns,2012Note:numberofpaidemployeescalculatedforpayperiodincludingMarch12
Table 6‐4: 2012 Beverage Manufacturing Industry (aggregated)7 – Great Lakes States
State Michigan Indiana Illinois Ohio Wisconsin
No. of establishments 131 77 114 117 100No. of paid employees 3,810 2,408 3,447 4,496 3,019Annual Payroll ($1,000) 169,230 89,252 164,600 219,845 144,150
DataSource:U.S.CensusBureau,CountyBusinessPatterns,2012Note:numberofpaidemployeescalculatedforpayperiodincludingMarch12
6.3 Breaking out the Beverage Industry
Bychartingthepercentoftotalemploymentofthebeveragemanufacturingindustrybystate,wegainaclearerpictureoftheimpactthesectorhasoneachstate’seconomy.ThepercentageoftotalemploymentoccupiedbythebeveragemanufacturingindustryinCaliforniaismorethantwotimesthesecondhigheststate(Wisconsin).ThismaycreateopportunityforMichiganandotherWaterRichRegionstocapitalizeuponbeveragemanufacturingbusinessesthatareforcedtoleaveCaliforniaforawaterrichstate.
7Seelistofreferencesforbreakdownofsoftdrinkandbottledwatermanufacturing.
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Figure6‐1:BeverageManufacturingIndustryEmploymentforFY2012(Source:U.S.CensusBureau,2012ACS1‐yrestimates,2012CountyBusinessPatterns)
6.4 U.S. Food & Beverage Manufacturing Sector Performance
ContributorstoDWSD’s2010BlueEconomyReportwereaskedwhetherornottheyfeltmarketsweresaturatedwithrespecttofoodandbeverageindustries.AccordingtoJayRichardson,“Wecertainlyarenotsaturatedandthefactisthattheopportunityisglobalforwaterandtechnologyprocesses.”ButasshowninChart2,thegrowthshowninbothsectorsfollowing2008isminisculeandrepresentspost‐recessionrecovery.Thus,improvementsinperformancebeginningin2009shouldnotbeviewedasenoughgrowthtosuggestthatMichiganshouldaggressivelypursuefoodandbeveragemanufacturers.
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Figure6‐2:U.S.FoodandBeverageManufacturingSectorPerformance2007‐2012(Source:U.S.CensusBureau,AmericanFactFinder,CountyBusinessPatterns,2007‐2012)
6.5 Examples of Current Blue Economy Opportunities
VernDaleProductsInc.isanexampleofanexpandingDetroitbasedfoodprocessingcompany.VernDaleproducesroller‐driedwholemilk,aprimaryingredientinhighqualitychocolate.PromptedbyEuropeancustomers,thefamilyownedbusinessisbuildinga$20million82,000squarefootplantinDetroittoaccompanytheircurrentplantwhichisalsolocatedinthecity.VernDaleProductsistheonlyroller‐driedmilkproducerinthenation,andthemajorityofthemilkusedintheirproductionprocessisMichiganmade.SomeforeignchocolateproducersareexpandingtheirU.S.operations,creatingnewopportunitiesforVernDaleProducts.
Distilleriesandbreweriesarealsogrowingintheregion.ThumbKnuckleLLCandTwoJamesSpiritsaretwonewoperationsopeningdistilleriesandtastingroomsinpreviouslyvacantwarehouses.TwoJamesSpirits,locatedinCorktown,isthefirstlicenseddistilleryinDetroitsinceprohibition,andopeneditsdoorsin2013.ThumbKnuckleDistilleryLLC,locatedinHazelPark,expectstoopenitsdoorsinOctoberof2014ina12,000squarefootspaceinanabandonedlumberyard.
6.6 Conclusion: Food/Beverage Market Not Driver for Blue Economy
TheaforementionedexamplesillustratethechallengeofpursuingafoodandbeveragesectionexpansionstrategyinMichigan.BothcompanieswillprobablynotbecomesignificantpurchasersofDWSDwater.ThefollowinganalysisofDWSD’ssignificantindustrialusersprovidesfurtherinsight.
Today,DWSD’ssignificantindustrialusers’totalaveragedailyflowis2.2MGD.Thisequatesto0.4%oftheaveragedaily2013waterproductionof546MGD.Twentythreecompaniesareresponsibleforthe2.2MGDdemand.Inordertoreachanominalgoalof25MGDby2035,DWSDwouldhavetoincrease
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salesofwatertohighvolumeusersby22.8MGD.TherearefourfoodandbeveragecompaniestodayintheDWSDserviceareathatuse187,000to395,000gallonsperdayofwater.Theregionwouldhavetoattractapproximately80morecompaniesofthissizetoachievethe25MGDgoal.ThisunlikelyscenariotranslatestobringingfournewcompaniesperyeartoSoutheastMichiganforthenext20years.
7.0 Recommended Blue Economy Strategies for DWSD Growingpopulationsandlong‐termunsustainabilityofwaterdemandintheWesternU.S.areleadingindicatorsthattheBlueEconomycouldbringmoreeconomicdevelopmenttoSoutheastMichigan.Michiganstandsatthefrontierofsupplyingwater‐enabledandwater‐relatedindustries.Yet,evenwithabundanthighqualitywater,wecannotrelyonWesternwaterscarcityforeconomicgrowth.ItmaytakedecadesforaneconomicshiftfromwaterstressedregionstowaterrichregionslikeMichigan.DWSD’scapacityandMichigan’sfreshwatersupplycannotbedisputed,yetthesearenottheonlyfactorsinabusinessrelocationdecision,evenforahighvolumewateruser.Transportationcosts,taxincentives,developmentrequirements,laborcosts,andcostofwater/sewerservices,arekeyfactorsinrelocationorexpansiondecisions.Therefore,followingrecommendationsfocusonaholisticefforttogrowSoutheastMichigan’sBlueEconomy.
1. WaterResearchCollaboration
TheemergingWaterMasterPlancallsforrepurposingoneormoreofDWSD’sfivewatertreatmentplants.UtilizingaportionofwatertreatmentplantasaResearchCenterpresentsauniqueopportunitytorealizeseveralofthecriticalsuccessfactorsofMichigan’sBlueEconomy.Forexample,theMichiganEconomicCenterandAnnisWaterResourcesInstitutevisioncallsforconcentratedcollaborationstodevelopandcommercializekeywatersolutions.DWSDcanprovidethephysicalcapitalforthesecollaborationsintheformofaWaterResearchCenter.
ThededicationofaportionofaplantasaResearchCenterwouldbeacatalystforfacilitatingcollaborationbetweenacademia,andthepublicandprivatesectors.Responsiblewateruseineconomicdevelopmentthroughadvancesininnovationandwatertechnologycouldgofromconceptualtopractical.Creatinganinnovationandtechnologyhubwhereuniversitiesandcollegesofallcaliberscancometogetherwithprivateindustrywillfacilitateknowledgespillovers,advancesinwaterresearchandinnovation,andtrainingwaterresourceexperts,allwhileincreasingcoordinationamongcurrentwaterresearchprograms.Austin’sreportrecommendscreatinga“PureMichiganWaterTechnologyAcceleratorxx,”similartoTheWaterCouncil’sGlobalWaterCenteracceleratorprogram.AWaterResearchCenterhasthepotentialtobeaspringboardforthisproposal.
Thiscornerstonesuggestionhasaprecedent.ProfessorKevinFitzsimmons,withtheUniversityofArizonaCollegeandAgricultureandLifeSciences,hassubmittedaproposaltoPimaCounty,Arizonatorepurposeadecommissionedwastewatertreatmentplantasaresearchcenter.Currentlythecountyhasearmarked$32milliontodemolishthewastewaterplant.Iftheproposalisapproved,thefacilitywouldbeusedforaquacultureandwateruseresearch.ThisplanwasinspiredbyAquilaInternational,aVersaillesaquaculturecompany,whichraisesfishindecommissionedwastewatertanksandlagoons.
KentuckyStateUniversityhashadsuccessinestablishingsustainableaquacultureoperationsatadecommissionedwastewatertreatmentplant.Thisreuseispurportedtocreatejobs,eliminate
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demolitioncoststhatwouldbeincurredbymunicipalities,andgeneraterevenueforthecommunitiesthesereclaimedwaterfacilities(RWF)arelocatedin.Furthermore,buildingthenewfacilitiesadjacenttothereclaimedfacilitiesallowsreclaimedwatertobeusedinaquacultureoperations.
2. Developa10‐yearBlueEconomyPlanwithAnnualGoals
ThenotionofaMichiganBlueEconomyhasbeengainingtractioninrecentyears,sparkingactionfromvariousinstitutionsandprominentgovernmentalfigures.
UniversityResearchCorridor–TheURCspecializesinwaterinnovationandtechnology.Morethan3,400studentsgraduatefromtheURCinstitutionseachyearpreparedtoworkinwaterenabledandwaterrelatedindustries.
MacombCounty–The“MacombCountyBlueEconomyStrategicDevelopmentPlan,”releasedin2012,setforthfivedetailedrecommendations,tailoredtowardtourismandrecreationalimprovementsanddevelopments.Threecoreprinciplesguidedtheprocess:environmentalstewardship,economicdevelopment,andqualityoflife.
GreatLakesRegionInitiatives–TheCouncilofGreatLakesGovernors,CouncilofGreatLakesIndustries,GreatLakesRestorationInitiativeandtheGreatLakesCommissionareallworkingtocoordinatetheGreatLakesstatesandprovincestofacilitateenvironmentalstewardship,protection,andeconomicdevelopmentsurroundingpreciousfreshwaterresources.
MichiganEconomicCenteratPrimaCivitas–JohnAustinandGrandValleyStateUniversity’sAnnisWaterResourcesInstituteareadvancingtheworkofMichigan’sWaterStrategyandlocalBlueEconomyInitiativestoencourageparticipationacrossthestate.
DWSDcanpromotecollaborationamongstthesevariousinitiativesbysupportingandencouragingthedevelopmentof“RegionalProsperityPlans’8calledforbyGovernorSnyder.
Theplancanstartwithanalysisoftheexisting23largefoodandbeveragecompaniescurrentlybuyingDWSDwater.Thesecompaniescollectivelyuse2.2milliongallonsofwaterdailyandemployapproximately2,900people.Agoalcanbeestablishedforincreasingwaterusebyfoodandbeveragecompaniesandotherwater‐dependentindustry.DWSD’sindustrialwatersaleshavefallenfrom44MGDto23MGDinthelast15years.Agoalrestoresmuchofthe44MGDindustrialwaterovera10to20‐yearperiodwouldbeambitious.Inadditiontohighqualityandabundantwatersupply,theregionalwaterserviceareahasastrongtransportationnetworkandavailableland.GrowingwaterscarcityinotherpartsofthecountrycoulddrivegrowthforBlueEconomybusinessinMichigan.
DWSDhasconsiderableexpertiseincreatingandfacilitatingregionalcollaboration.In2003,DWSDinitiatedapartnershipprocesswiththeirSuburbanWholesaleWaterCustomersinconjunctionwiththedevelopmentoftheWaterMasterPlanUpdate.
ATechnicalAdvisoryCommittee(TAC)wasestablished,withsixco‐chairs,fivefromthesuburbsandonefromDWSD.TheTACmeetsquarterlyandconductsitsbusinessaccordingtoby‐laws,whichweredevelopedjointlybyDWSDandthecustomersandapprovedin2008.Asignificantaccomplishmentincludesjointlydevelopinganew30‐yearmasterwatercontract,whichhasbeensignedby75suburbancommunities.
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(Note:TheWaterCouncilandthecityofMilwaukeealsoprovideagoodbaselineforcollaborativeaction.Milwaukeehashadsuccessinestablishingaunifiedwaterhub,bringingtogetherprivatebusiness,academicinstitutionsandthewatersector.)
3. ContinuetoSupportWaterStewardshipProgramsinMichigan
Michiganhas3,288milesofGreatLakesshoreline,andnearly21%oftheworld’sfreshwatercanbefoundintheGreatlakes.Yet,theworldisfacingawatercrisis,withmorethan2/3oftheworld’spopulationexpectedtofacewaterscarcityby2025.Usingourresourceswiselyandpromotingsustainabilitywillhelpcarryourregionintothefuture.BlueEconomystewardshipwillhelpmoveMichiganintoaneconomicallyandresourcevibrantfuture.Watercanbeusedasadevelopmenttool,butwecanusewatersmartly,improvingwaterqualityandavailabilityaswell.ABlueEconomythatfitswithanenvironmentallyconsciousvisionofourstateaswellaswaterstewardshipwouldbeideal.KeywaterstewardshipinitiativesincludetheMichiganWaterStewardshipProgram(MWSP)andtheMichiganCleanWaterCorps(MiCorps).
4. LeverageDWSD’sOrganizationalOptimizationfortheBlueEconomy
DWSDisundergoingabest‐in‐classefforttooptimizetheorganization’sproductionandservicedeliveryprocesses.HelpinghighvolumewateruserswithwaterefficiencyandreducingtheircostsiscentraltoAustin’svisionforgrowingMichigan’sBlueEconomy.
CreatinganeducationalinterfaceforDWSDcustomers,particularlycommercialusers,onsharingbestpracticessurroundinguseandtreatmentwillaidthesecustomersinbecomingmorecosteffective,moresustainable,andbetterstewardsofwater.Additional,recommendationsforworkingwithcustomersinclude:
EstablishingaBlueEconomyLiaisonwithintheCommercialOperationsGrouptoworkwithandaddressconcernsofSignificantIndustrialUsers.
Demonstratethebenefitstocustomers,theenvironment,andtheeconomythatresultfrominvestinginsustainableinfrastructure,andmaintainingtheseassetsintothefuture.
Trackindicatorsofemploymentgrowthandwatersalesinindustrial/commercialsectorsduringthe5‐yearreviewsoftheWaterMasterPlan.
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Appendix A: Water Summit 2014 Summary Report
AlysonBove,ProjectInnovationsGraduateInternattendedTheWaterCouncil’sWaterSummit2014inMilwaukee,WisconsinonJune18and19.CarlJohnsonofCDMSmith,theDWSDWaterMasterPlanUpdateProjectManagerdirectedBovetoattendtheWaterSummitinordertomakecontactwithseveralactorsinMilwaukee’swatersector.
InreferencetotheBlueEconomy,MilwaukeepresentsaparallelcasetoMichigan.StrategicallylocatedontheshoresofLakeMichigan,theabundanceoffreshwatersurroundingMilwaukeehasprovidedconsiderableeconomicadvantages.Thecitywasfoundedonwetindustriessuchasbreweriesandtanneries;butmostofthoseindustrieshaveleftthecity,leavingitswaterutilitywithexcesscapacity.Milwaukeedidnotestablishitselfasaglobalwaterhubovernight.Ittookyearsofcommitmentandcollaborationtocreatechangeanddevelopment.IndevelopingitsBlueEconomy,Milwaukeereliedonprivatesectorleadership.ThiscommitmentfromprivateindustryacceleratedthedevelopmentofMilwaukee’sglobalwaterhub,aswellastheGlobalWaterCenter.
Keynotes and Speakers: DeanAmhaus,President&CEO,TheWaterCouncil
RichMeeusen,President,CEO,&Chairman,BadgerMeter,Inc.andCo‐Chair,TheWaterCouncil
GlenDaigger,President,InternationalWaterAssociationandSeniorVicePresident&ChiefTechnologyOfficer,CH2MHILL
Dr.LawrenceSpinelli,DirectorofOutreach&PublicAffairs,OverseasPrivateInvestmentCorporation(OPIC)
LisaDownes,DirectorofFreshwaterStewardship,NorthAmerica,TheNatureConservancy/AllianceforWaterStewardship
BrigadierGeneralDanielR.Ammerman,Commander,353rdCivilAffairsCommand
PaulJones,ExecutiveChairman,A.O.SmithCorporationandCo‐Chair,TheWaterCouncil
PaulReiter,StrategicCounseltotheInternationalWaterAssociationandPresident,ReiterIWS
DavidEJGarman,Dean,SchoolofFreshwaterSciences,UW‐MilwaukeeandPast‐President&FormerChairman,InternationalWaterAssociation
ElizabethThelen,DirectorofEntrepreneurship&TalentandDirectorofTheBREW–TheWaterCouncil
LeeSwindall,VicePresident,BusinessandIndustryDevelopment,WisconsinEconomicDevelopmentCorporation
GovernorofWisconsin,ScottWalker
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Workshops Attended: 1. AWaterUtilityCEO’sGuideforBusinessGrowthThroughMaximizingROI:Presenter:Tim
Waldron,Chairman,InternationalWaterAssociationWaterLossSpecialistsGroup&FormerCEO,WideBayWaterCorporation
TimWaldron,inkeepingwiththethemeofinnovatingforchange,declaredthatthewaterindustryisverytraditional.Keycommentsincluded:tochangethingsisnotalwayseasy…weneedtolookattheproblemsdifferentlyandacceptchange...motivationtochangemustbegivenbyleaders...thejobofawaterutilityCEOistoinspireandgivevision...weareconstantlydealingwithcomplexity,and asawholestandtobenefitfromaddressingthesecomplexitiesinnewways.
2. InvestinginTheWaterCouncil’sFuture:BuildingaBrightBlueFutureforInnovationExchange:Presenters:DeanAmhaus,President&CEO;TheWaterCouncil,DavidEJGarman,Dean,SchoolofFreshwaterSciences,UW‐Milwaukee;DouglasSchaedler,President&CEO,inno360Inc.;MichaelJTurilloJr,Co‐Founder&Chairman,inno360Inc.andCo‐Founder,InnovationExchange,LLC.
ThegoalofthispaneldiscussionwastopromotetheInnovationExchange,acollaborativeplatformforresearchandknowledgesharing.TheExchangeallowsexistingtalentsinMilwaukeetoconnectwitheachotherandalsowithtalentsaroundtheworld,attackingbarrierserectedbyintellectualpropertyconcernsinboththeprivatesectoraswellasacademia.Theplatformcreatesa‘non‐threateningatmosphere’anda‘collaborativeenvironment’fordiscovery.
3. NOWATER,NOBEER!Presenter:KimMarotta,DirectorofSustainability,MillerCoors
UponmergingofMillerandCoorsin2008,thejointcompanystrengtheneditssustainabilityinitiativebyreducingwaterusageinproductionaswellasexploringinnovativetechniquesforreducingwaterwasteoncorporateandfamily‐ownedsourcefarms.AsDirectorofSustainabilityforMillerCoors,KimMarottadeclaredthatwaterisnotonlyanissueforthecompany,butforeveryone:“Collaborationandcooperationareneededtoengenderchangenotonlyinthewatersector,butinallpublicandprivatesectorsaswell.”
MillerCoorsbelievesthatwaterefficiencyisessentialnotonlytotheirsuccess,butforthefutureofourglobalwaterresourcesaswell,whichiswhytheyadvocatedoingeverythingpossibletoreducetheamountofwaterused.Byallowingworkerstoparticipateinthedecisionmakingprocesswithrespecttochangingstandarddailypractices,andinstillingacultureofwaterstewardship,MillerCoorsreducedtheamountofwaterusedtoproduce1barrelofbeerfrom4.1barrelsin2008,tolessthan3barrelsinMayof2014.Lastyearalone90milliongallonsofwaterweresavedinMilwaukeebreweries.
4. AttackingWaterLoss:Georgia’sNewWaterMindset:Presenters:WillJernigan,DirectorofWaterEfficiency,CavanaughInc.;JasonBodwell,SRFProgramManager,GeorgiaEnvironmentalProtectionDivision(EPD);M.SteveCavanaughJr.,President&CEO,Cavanaugh
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AsaresultoftheWaterStewardshipActof2010(stimulatedbysearingdroughts)thestateofGeorgiafocusedonreducingwaterdemand,reducingunaccountedforwaterandimprovinginfrastructure.
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Appendix B: Bibliography and Endnotes
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Appendix C: Bibliography and Endnotes
Bibliography CadillacDesert:theAmericanWestanditsDisappearingWater–M.Reisner,1993
EcosystemservicesprovidedbyplayasintheHighPlains:potentialinfluencesofUSDAconservationprograms–LorenM.Smith,DavidA.Haukosetal.
GroundwaterAvailabilityintheUnitedStates,Reilly,T.,K.Dennehy,W.Alley,andW.Cunningham,2008
InnovatingfortheBlueEconomy:WaterResearchattheURC–AlexL.Rosaen,Director,AndersonEconomicGroup,LLC–CommissionedbytheUniversityResearchCorridor,2014
MacombCountyBlueEconomyStrategicDevelopmentPlan–MacombCountyDepartmentofPlanningandEconomicDevelopment,CommissionedbyCountyExecutive,MarkHackel,2012
ProposalforBlueWaterEconomyStudy‐‐2009
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Endnotes iAustin,John.Water,MichiganandtheGrowing“BlueEconomy.”Nov.5,2013.WhitePaperCommissionedbyGovernor’sOfficeoftheGreatLakesforMichigan’sWaterStrategy.pp.2.iiBlueEconomy–WaterBasedBusiness–Overview,JohnAustin,AlanSteinman,DeviHaria,2014.pp.3iiiBlueEconomy–WaterBasedBusiness–Overview,JohnAustin,AlanSteinman,DeviHaria,2014.pp.3.ivMichigan’sBlueEconomy:SustainableResourceandBusinessDevelopment.TACBlueEconomyCommittee.July2010.pp.40.vBlueEconomy–WaterPlace‐making–Overview,JohnAustin,AlanSteinman,DeviHaria,2014.Pp22.vi"GreatLakes:BasicInformation."UnitedStatesEnvironmentalProtectionAgency.N.p.,n.d.Web.6Aug.2014.<http://www.epa.gov/greatlakes/basicinfo.html>.viiGlazer,AlexanderN.,andGeneE.Likens."TheWaterTable:TheShiftingFoundationofLifeonLand."Ambio7.41(2012):n.pag.NationalCenterforBiotechnologyInformation.Web.4Aug.2014.<http://www.ncbi.nlm.nih.gov/pmc/articles/PMC3472013/>.viiiWillLimitedLand,Water,andEnergyControlHumanPopulationNumbersintheFuture?EhrlichandEhrlich1997ixSteward,DavidR.,PaulJ.Bruss,andXiaoyingYang,etal."TappingunsustainablegroundwaterstoresforagriculturalproductionintheHighPlainsaquiferofKansas,projectsto2110."PNAS110.37(2013):n.pag.ProceedingsoftheNationalAcademyofSciencesoftheUnitedStatesofAmerica.Web.4Aug.2014.<http://www.pnas.org/cgi/doi/10.1073/pnas.1220351110>.x“CaliforniaDrought.”Ca.gov.Web.11Aug.2014.<http://www.ca.gov/drought/>.xi“Water’spotentialforstateeconomyiscleartoMcCulloch”byRonDzwonkowski,Dec.4,2011,DetroitFreePressxiihttp://www.makemacombyourhome.com/blue.htmlxiii"GuidingFramework."BlueEconomyInitiative.N.p.,n.d.Web.6Aug.2014.<http://www.blue‐economy.ca/about/guiding‐framework>. xiv“FY14CanadaTradeProfile.”PureMichigan.Apr.2014.<www.michiganbusiness.org/cm/Files/Export_Assistance/MI‐Canada‐Trade‐Profile.pdf>
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xvSchmid,John.“U.N.namesMilwaukeeawatertechnologyhub.”MilwaukeeWisconsinJournalSentinel.Apr.27,2009.<http://www.jsonline.com/business/43835922.html>.xviRosaen,AlexL.,AndersonEconomicGroup,LLC.InnovatingfortheBlueEconomy:WaterResearchattheURC.2014.pp.9.xvii“WhitePaper–WatertreatmentforbeveragesandSoftdrinksindustry.”BlueIWaterTechnologies.Web.5Aug.2014.<http://www.blueitechnologies.com/products‐applications/white‐papers/>.xviii Gustafson,ThomasA."HowMuchWaterActuallyGoesIntoMakingABottleOfWater?"NPR.N.p.,30Oct.2013.Web.5Aug.2014.<http://www.npr.org/blogs/thesalt/2013/10/28/241419373/how‐much‐water‐actually‐goes‐into‐making‐a‐bottle‐of‐water>. xixKaldani,Davina."WaterSupply‐UnsustainableCalifornia:TheTop10Issues."Editorial.CaliforniaCommonSense.cacs.org,11June2014.Web.5Aug.2014.<http://cacs.org/research/unsustainable‐california‐the‐top‐10‐issues‐facing‐the‐golden‐state‐water‐supply/>.xxBlueEconomy–WaterBasedBusiness–Overview,JohnAustin,AlanSteinman,DeviHaria,2014,pp.13.