Guest Columns

from Grand Rapids Business Journal 02.07.22

Inside Track

GUEST COLUMN Steven Warren State needs long-term funding solution for roads

Now that the legislature and governor have approved a $1.5 billion program to attract new business to Michigan, one important issue remains: If Michigan wants to entice new economic development, the condition of our county road system must be addressed. Roads under the jurisdiction of county road agencies comprise 75% of Michigan’s public road network; their condition directly correlates to the image of a community and its appeal to potential investors.

The County Road Association of Michigan’s 2021 County Road Investment Plan indicates that an additional $1.8 billion annually is needed to restore the county and local roads under its statutory responsibility. One may assume that the recently enacted $1.2 trillion federal surface transportation program, better known as the “Infrastructure Investment and Jobs Act (IIJA),” is the long-awaited answer. While this, indeed, is a large sum, I do not foresee the anticipated increase designated for county road agencies to have the transformational impact that is needed.

Most of the funding for roads in the IIJA is, in fact, the reauthorization of funding designated under the traditional federal transportation program. Of the $2 billion per year allocated to Michigan through 2026, the actual annual increase equates to about $330 million. The bulk of the new money will be used on state highways because, by formula, MDOT receives 75% of federal funds and the remaining 25% is distributed among 83 county road agencies, 276 cities and 257 villages.

Furthermore, the use of federal funding for road improvements is restricted to only a portion of Michigan’s public road network. In Kent County, for example, federal funds only can be used on 665 miles of the total 1,975 miles of county roads. That leaves 1,310 miles ineligible to benefi t from the increase in federal dollars. CRA’s 2021 County Road Investment Plan indicates that 48% of federal aid-eligible county roads are in poor condition. Of roads not eligible for federal aid, 54% are in poor condition.

Adding to the challenge is the loss of revenue to local transportation agencies from the Michigan Transportation Fund (MTF) that has occurred as a side e ect of COVID-19. In Kent County, for example, the decreases in vehicle registration fees and gas tax will lead to an estimated 15% revenue decrease over three years compared to pre-pandemic projections. Not surprisingly, this level of revenue decrease is being experienced by other county road agencies throughout the state and negatively impacts the ability to improve county roads and provide essential services to keep them in good condition.

As we begin the new year, my hope is that legislative leaders address the issue of county road funding with the same sense of urgency and bipartisanship that they demonstrated with the new business attraction program. Specifi cally, I ask them to consider the following: 1. Provide a supplemental allocation of funds during 2022 to replace lost MTF revenue. 2. Oppose e orts to rescind the indexing of the fuel tax enacted in 2015. 3. Develop long-term funding solution that addresses the backlog of county road needs.

Steven Warren is managing director of the Kent County Road Commission.

MI VIEW WEST Garth Kriewall Michigan journalist, kriewall@hotmail.com

Our supply chain issues are pretty localized. Best we can figure, the problem is somewhere between Otsego and Fennville.

GUEST COLUMN Jonathan Lauderbach

Mediation is win-win option for civil disputes during pandemic

Even before the COVID-19 pandemic gripped the country, trial courts nationwide had struggled for years with civil docket backlogs.

These backlogs have only increased during the pandemic, with courts across the state again suspending jury trials due to the omicron surge. Despite the new and innovative technologies Michigan’s trial courts adopted to keep many court functions moving before the latest shutdown, increased backlogs in civil jury trials are inevitable. This leaves litigants and lawyers alike pondering their options for resolution outside the courtroom.

One option that has grown in popularity over the past decade or so is mediation, also known as facilitation. This process involves a neutral mediator who can help the parties strike their own settlement on their own terms. The mediator does this by getting people on all sides of the dispute talking and identifying the pros and cons, including the risks of litigation vs. a negotiated settlement.

Unlike a civil lawsuit that goes to trial and is decided by a judge or jury, a mediator is a facilitator who has no power to render a resolution to the confl ict. The resolution is agreed upon by the parties and something they own vs. handed down by someone else.

While arbitration is the fi rst and best-known option for resolving a civil dispute — it involves a neutral decision-maker or panel and the parties agree the decision is binding — there’s still a winner and a loser. The di erence from a civil trial? There’s no appeal process.

While it may sound strange, the ideal outcome in any dispute is when everyone walks away with varying degrees of unhappiness. This is exactly what happens in a mediation settlement, which rarely results in one side walking away feeling like it has lost. By striking their own deal, the parties buy in to the process and, while each may feel like they have “left money on the table,” they nonetheless “own” the outcome. Importantly, mediated settlements always yield fi nality, typically at a fraction of the cost of litigation.

Mediation caps the risk for all parties and takes the uncertainty out of the process. Plus, it’s a voluntary process void of any requirement to reach an agreement. If no agreement is reached, the parties still can go to trial.

The top 10 benefi ts of mediation include: 1. Greater control: Each party is directly involved in negotiating its own agreement and no settlement can be imposed, enabling the parties to achieve their strategic objectives. 2. Faster outcome: Mediation often is scheduled and completed much more quickly than court cases, especially amid the previously mentioned backlogs and sta ng shortages. 3. Reduced costs: A mediated settlement ends the litigation, signifi cantly reducing the costs to the parties when compared to trying the case in court. While a trial brings fi nality in a dispute — someone wins and someone loses — the decision can be appealed and tried again, which can result in a lengthy and expensive court battle. 4. Confi dentiality: Everything said during mediation is confi dential to the parties — unless specifi cally agreed upon otherwise. 5. Preserved or restored relationships: Misunderstandings can be overcome and communication is improved between the parties. 6. Mutual benefi t: Each party walks away more satisfi ed with the outcome, signifi cantly reducing the need for additional legal action. 7. Convenience: Mediation takes place at a venue convenient for all parties. 8. Neutral and safe space: Each party gets the opportunity to have its voice heard, which allows the parties to work past the confl ict and seek resolution. 9. Voluntary: Any party may withdraw from mediation at any time. 10. Foundation of cooperation: Mediation provides a forum for future problem-solving.

Mediation can be a win-win option in civil disputes as parties and the courts continue to navigate the pandemic.

Jonathan Lauderbach is executive partner leading the Midland o ce of Warner Norcross + Judd LLP. A former Midland County Circuit Judge, he concentrates his practice in commercial litigation and also regularly serves as a mediator in civil disputes. He can be reached at jlauderbach@ wnj.com.

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GUEST COLUMN Brian Calley The small business crisis: better child care

It is no secret that for small businesses struggling to sta up, the lack of available and a ordable child care has been a leading and persistent barrier, further exacerbated by the COVID-19 pandemic.

The Small Business Association of Michigan recognizes that this is both a workforce problem and an early education policy issue. Child care providers play a key role in providing a vital foundation for our children to enter our K-12 system, prepared and ready for success. Those children go on to be our workforce of tomorrow.

For parents of young children, the availability of quality, reliable child care is an essential part of planning a consistent work schedule. When faced with a disruption of child care services, parents must pivot to find alternatives, often requiring a parent to stay home until a new solution is in place. For parents who can successfully work remotely, the disruption can be inconvenient, but doable. For those who must go to the workplace, the alternatives can be sparse, or even nonexistent.

This continual change is creating significant challenges for small businesses across the state. I recently heard about these issues firsthand from Tom Mathison, owner of Mathison | Mathison Architects in Grand Rapids. Tom shared with me that his firm must adjust its operations daily due to child care issues. While Mathison | Mathison Architects has been able to provide employees with necessary resources to work at home, child care issues prevent team collaboration and lead to a lack of reliability to plan for their team and clients.

In the COVID age, this is especially true, not just for pre-K children, but for all children. Employees continue to experience disruptions as schools and after-school care are in flux. The sudden closing of schools and/or bus routes can change daily plans radically. And in businesses where remote work is not possible, last-minute changes due to child care leave small businesses scrambling to cover shifts.

While businesses of all shapes and sizes have felt this strain, this issue truly hits home for our small businesses. Child care and the uncertainty that surrounds the industry, as well as the K-12 system, is felt at a larger scale when you have a small workforce.

That is why we are working with the newly formed Childcare Providers Association of Michigan to advocate for providers and help navigate the complexities of child care for small businesses. Addressing child care issues is critical to the success of both the current workforce and the employees of tomorrow.

The good news is that the legislature and governor have made tremendous strides on this issue recently, between innovative programs, additional financial support and legislation to better our regulatory structure. The Small Business Association of Michigan applauds these wins and hopes to be a continued ally as we tackle this bipartisan issue head-on to properly support Michigan small businesses, employees and their families.

We have a terrific opportunity to help business owners like Tom Mathison and lead the way in addressing this critical need. Together we can ensure that both employees and small businesses can be successful.

Brian Calley is president and CEO of Small Business Association of Michigan.

GUEST COLUMN Diane Durance Now is the time for Michigan to fuel more growth in venture funding

SBAM data reveals small business obstacles

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small businesses, conducted Jan. 10-17, also revealed: •35% of small businesses have experienced a decrease in their workforce size, with 12% seeing a decrease of more than 20%. •75% of small businesses have seen the cost of compensation increase in the past year. •67% of small businesses have social distancing protocols in place for employees. •87% of small businesses are experiencing higher costs than before the pandemic, including 43% that report costs are substantially higher. •14% of small businesses still are feeling pessimistic about the long-term survival of their business, slightly down from 16% in September. •33% of small businesses have flexible hybrid systems in place, allowing for a mixture of remote and in-person work.

The results of this survey come just a month after SBAM in its fall Entrepreneurship Score Card report found the recovery of Michigan’s small businesses continues to lag behind the national recovery, according to a previous Business Journal story.

Calley told the Business Journal at the time the workforce shortages small businesses are experiencing today have been “20 years in the making.”

“History tells us that a growing economy does not solve the labor force participation rate problem that we find ourselves facing today,” he said.

He said although the market likely will find its equilibrium, there will be “winners and losers” in the process.

SBAM strives to serve Michigan’s small business community through advocacy, collaboration and buying power. The Lansing-based organization serves over 28,000 members in all 83 counties of Michigan.

“History tells us that a growing economy does not solve the labor force participation rate problem that we find ourselves facing today.”

Brian Calley

There is an axiom about opportunity in the business world — strike when the iron is hot. The point it conveys to most business owners is to seize opportunity when conditions are best, optimizing the chances for success. It’s something state leaders should keep in mind in the days ahead as it relates to supporting Michigan’s angel investing and venture capital industries.

In Michigan, key venture capital investment numbers are trending upward, which is great news for the economic strength of our state, but there is a looming cloud.

While angel investing and venture capital activity in 2021 is expected to top 2020 levels when final numbers are tallied, the fact is demand is outpacing supply.

The 2021 Michigan Venture Capital Association Research Report estimated that $1.2 billion of additional venture capital will be needed over the next two years to adequately fund Michigan’s growing pipeline of innovative startup companies.

That level of business growth is virtually unprecedented in Michigan.

This assessment comes as Gov. Gretchen Whitmer proposes allocating a portion of the $200 million in the Startup Resiliency Initiative to support angel investing and venture capital activities. In doing so, Michigan residents would e ectively become an investment partner with private investors, benefitting early-stage entrepreneurs. If the plan is eventually approved by the legislature, it would be a powerful show of support that would make our state far more competitive in the future.

Since the governor’s plan was introduced in August, some opponents of the plan have questioned the wisdom of using governmental dollars to invest in the angel and venture capital industry.

As someone who has worked in the VC sector here in Michigan and in other states, I can tell you the proposed state funding is vital and may actually not go far enough.

Investors in California, New York, Texas and many other states stand ready to fill any VC funding shortfalls in Michigan.

The conditions are ripe for entrepreneurial growth in Michigan.

First, consider the rapid rise in health care advances as a result of the pandemic. Michigan is home to legacy companies like Pfizer, but also startup companies like HistoSonics, a University of Michigan tech spinout, and ADHD Online, a Hudsonville med tech company.

These firms are prime examples of the innovation and rapid growth in this sector.

Another significant industry undergoing change is the automotive sector. The speed of transition from carbon-burning engines to electric vehicles is driving new investments, innovations and entrepreneurs. The Jan. 25 announcement by General Motors to invest $7 billion at four Michigan auto plants so that our state is the “hub” of electric vehicle development and manufacturing is a dramatic indicator of what’s to come.

A third factor to consider is the exodus of workers leaving jobs to launch their own entrepreneurial venture. In many cases, highly skilled mid-level executives and technology experts are branching out in hopes of delivering new products to the marketplace. It’s hard to know exactly what the future holds for us, but it’s possible we could see exponential growth in the number of Michigan entrepreneurs and tech startups in the next 2-3 years.

The recent upward trend in VC and angel investing in Michigan is a terrific sign for our state’s economic success, but we must continue to fuel the entrepreneurial ecosystem. If the public and private sectors don’t work together, there is a good chance future startup funding will come from others outside of Michigan, diminishing the overall economic benefit for our state. We can’t a ord to let that happen.

While the governor’s plan demands careful review and likely some modifications, our state leaders from both sides of the aisle would be wise to see the value of investing in future tech startups. It’s money well spent.

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mikameyers.com Kzoo Station project takes next step

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ways in a neighborhood that has experienced decades of inequity.

SpringGR and Amplify GR have started collecting contact information from businesses and entrepreneurs who might be interested in occupying space at the Kzoo Station facility.

The tenant interest form is available at springgr.com/ kzoo-station.

Danielle Williams, director of economic opportunities for Amplify GR, said the partners aren’t quite ready to start signing tenants, but they are conducting conversations and interviews with those who express interest.

Amplify GR’s service area includes most of the 49507 ZIP code, and so Williams said she expects the entrepreneurs likely would be based in either Boston Square, Madison Square, Garfi eld Park, Alger Heights or Franklin/ Eastern.

“The impetus for the project really came from neighbor feedback in two di erent areas,” she said. “One was that we have folks in the community who are existing food businesses, who are either working out of their home or who are working out of other kitchens across the area, and so there was a need for space that was closer to the neighborhood, as well as the space that would o er, in addition to the kitchen space, some technical assistance and resources for food businesses (and) a point-of-sale option for food businesses.

“The other thing that really resonated with neighbors was the desire for more diverse food options in the neighborhood. … There were a lot of references to the old Boston House, and how people missed that environment of a neighborhood place where people could gather, could get food, could have good conversation, and so while this building won’t be able to provide all of those things right away or all at once, that was the energy that went into how this project should feel.” With that in mind, there eventually will be a public-facing element of Kzoo Station, o ering takeout and/or retail sales.

Although Kzoo Station will be a small space, footprint-wise, Williams said the partners estimate they should be able to accommodate about 20 businesses, between those that want to use the kitchen for catering or packaging products for distribution full time and those that are more interested in SpringGR’s part-time technical assistance resources, training, classes or popup events.

Williams said the space most-

ly will cater to earlier-stage entrepreneurs. “That’s where that technical assistance piece comes into play, whether it is looking for fi nancing or fi guring out how to package a product and distribute your product, or maybe you’re just looking to strengthen your culinary skills — those are all things that we want to be able to o er out of this space for businesses,” she said. Amplify GR and SpringGR are aware this project won’t be able to meet the needs of all the community’s entrepreneurs, so Williams said they will strive to connect the entrepreneurs that can’t operate at Kzoo Station to other underutilized kitchens in the community, such as those at churches or community centers. Williams said as Kzoo Station is an incubator, the hope is that it will constantly be graduating entrepreneurs and adding new ones. “The hope is that we’ll have businesses that will incubate in Kzoo Station that will grow out of that space and maybe grow into their own stall in the food hall, or into packaged goods, or into their own restaurant space,” she said. “We’re really hoping that this is a catalyst to other opportunities for neighbors and for businesses.” While there are other incubator kitchen concepts in West Michigan, such as the Grand Rapids Downtown Market’s incubator kitchen, the Can-Do Kitchen in Kalamazoo and Kitchen 242 in Muskegon (a partnership between the Muskegon Farmers Market and Michigan State University), Williams said Kzoo Station more closely follows a model similar to that of Purpose Built Communities, a national network of 28 communities of which Amplify GR is part, designed to take a place-based approach to community development. “We’ve had conversations with our partners in other cities who have either done something similar or who have experienced similar types of spaces,” she said. “They’re all a little bit di erent. … I think the real thing about this project that makes it unique is Williams it’s drawing on the feedback and the needs of these residents and these neighbors.” Funding for the Kzoo Station is being provided through Amplify GR, which also received a $100,000 grant from the Michigan Department of Agriculture and Rural Development (MDARD) for equipment and services. The MDARD grant also will support the Kzoo Station chefs’ produce and dry good procurement from South East Market, which is across the street, in turn supporting the market’s supply chain of Black, Indigenous and people of color (BIPOC) farmers from Michigan. More information on Kzoo Station is at bit.ly/kzoostation.

Basketball’s return to GR not a slam dunk

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a firm decision to relocate its G League team to Detroit. In rapid succession, the NBA team publicly announced its intentions, unveiled a new home for the G League team at Wayne State University’s new $25 million basketball arena and, finally, acquired the Phoenix Suns’ a liate, the Northern Arizona Suns, giving the Pistons ownership of an NBA G League team. The team was rebranded as the Motor City Cruise.

With only a couple of years remaining in his hybrid agreement with the Pistons, Jbara was weighing his limited options of remaining in the NBA G League, which included finding another a liate or operating as an independent team.

While uncertainty plagued the Grand Rapids basketball organization, there was one thing Jbara knew for sure: The team would remain in Grand Rapids.

“This is where the team started,” he said. “This is where people invested in me when I had no background and no experience in this, but I got the community to invest. Not only true investors in the business but obviously businesses spending time and families spending money. People invested in this. I do think (Grand Rapids) is a great city and I wanted to do everything I could to keep it here. All that said, I had no idea what was going to happen.”

In addition to being unsure of what the future of the organization would hold, the COVID-19 pandemic became another major issue Jbara had to tackle head-on.

“2019-20 season rolls around, and toward the beginning of the pandemic — March of 2020 — our season got canceled,” he said. “At that point, we had signed a twoyear extension with the Pistons, so we got a third of that season done and we went into the o season.

“Now COVID hits and now we have three things up in the air. ‘What is the status with the team?’ ‘Are you going to make up the rest of that season?’ and ‘What happens for next season?’ We went into that summer of 2020 still having one more year under our belt not knowing, again, what we were going to do.”

The then-Grand Rapids Drive opted out of the 2020-21 G League season, which was being held in an NBA-style bubble in Florida, which Jbara said was not financially beneficial for the organization.

His decision to forgo the 202021 NBA G League season e ectively ended the organization’s G League a liation with the Detroit Pistons.

Although the partnership ended, Jbara said he still did not know what the future of the organization would be. That level of uncertainty resulted in six investors divesting from the team.

There were three NBA teams at the time without a G League a liate: the Denver Nuggets, Portland Trail Blazers and Phoenix Suns.

The first team Jbara reached out to was the Denver Nuggets in early 2021. Despite being more than 1,200 miles away, the Nuggets were the closest NBA organization to Grand Rapids.

The Nuggets organization had never had an NBA G League a liate or owned a G League team.

Ben Tenzer, vice president of basketball operations for the Nuggets, said the team would send its players to the Miami Heat’s G League team in Sioux Falls, South Dakota, for development, but always yearned for its own team. Logistics were di cult, however.

“We looked at places in Colorado, locally, to put our G League team,” he said. “We looked at other cities not in Colorado and it was just very challenging to find the sweet spot. The building is a big challenge because the league has very specific requirements on where they allow teams to play. We spent several years trying to figure out the best route to get our G League team.”

Jbara sent what he described as a “Hail Mary email” to Tenzer while he was visiting Denver, introducing himself and expressing his desire to become an NBA G League a liate of the Nuggets.

“I remember they were playing the Milwaukee Bucks that night,” he said. “It was a big game for them, and Ben took the time to respond to me and say, ‘Yeah, meet me at the arena tonight.’ I was like ‘Oh, my God!’ I thought the email was going to go to his junk box and if it didn’t, they played that night so there was no way these top-tier NBA guys would take a meeting with me.”

Jbara was able to meet with Tenzer; Tim Connelly, president of basketball operations; and Calvin Booth, general manager.

“We talked for two hours. Meanwhile, the Bucks game had started and we were still talking,” he said. “I was like, ‘Wow! This is incredible.’ They took this meeting with me, and we started laying the groundwork.”

There also were connections.

One of Jbara’s cousins was the in-game host for the Colorado Avalanche, an NHL team in Denver, which also is owned by the Nuggets’ owner, Stanley Kroenke. Still, that Nuggets-Bucks game was the first face-to-face meeting for both sides.

Tenzer was familiar with the city of Grand Rapids and the Drive and had attended two games at the DeltaPlex for scouting purposes.

“I knew that Grand Rapids was a successful minor league market and had successful teams before I met Steve,” he said. “I had always heard that they draw well in the community, but after talking to Steve it was obvious how good of a job they do, and it made it easier to want to work with him.”

Because Jbara and his organization had established a basketball presence in Grand Rapids and formed numerous partnerships throughout the city, the logistics of having a team in Grand Rapids already were in place. There was a hotel for visiting teams, a practice facility at Calvin University, housing for the players at The Grove and direct flights to and from Denver.

Most importantly, there was a ready-made fan base.

“The partnerships they have in town, I think, make things easier logistically. But honestly, the biggest factor was the attendance at games,” Tenzer said. “Having a game on a Wednesday night in January at an arena that is not empty is valuable for our players. The atmosphere is great, especially for a player that comes from the Nuggets and goes on assignment in Grand Rapids. It is hard. It is cold. It is a di erent atmosphere, and some players take it like it is a demotion, which isn’t true at all. There are challenges and it is a new situation for the player going, so knowing that the games are going to be exciting and there is going to be people who are going to show up and care, I think, is very important for our players to feel like the atmosphere is good.

“A lot of teams, especially in the middle of the week, don’t draw well and I know on the weekends they are close to selling out most of those games. When you can count on a really good atmosphere, you feel like the players are going to work harder, they are just really going to commit to this experience because it is a successful thing in town, especially when they feel the love from the community. I feel like that is a huge benefit.”

In April 2021, the Nuggets and the Grand Rapids Drive entered a single a liation “hybrid” partnership beginning the with 2021-22 season. As a hybrid a liate, the Nuggets control the basketball operations while Grand Rapids ownership and personnel control the franchise’s business operations and community engagement.

“It was a long process to try to find a way to keep the team here,” Jbara said. “It is really good to have a dance partner again.”

Jbara said the team has signed a three-year agreement with the Nuggets that can be revisited every two years. The organization also added two new investors.

The team eventually was rebranded as the Grand Rapids Gold and the Nuggets were tasked with establishing a roster of sta , players and coaches to open up the 2021-22 season.

After two years without basketball in Grand Rapids, the Gold played six home games in 2021 that drew an average of 3,300 fans to the DeltaPlex.

“We’ve had more marquee players than we have ever had total in the last seven years,” Jbara said.

The team featured the likes of former NBA players and NBA champions Isaiah Thomas, Mario Chalmers, Nik Stauskas, Davon Reed, Lance Stephenson, Kenneth Faried, Tarik Black, Shabazz Muhammad and head coach Jason Terry.

In addition to Reed, multiple players have earned call-ups from NBA teams including Chalmers and Stauskas (Miami Heat), Stephenson (Los Angeles Lakers, Indiana Pacers) and Thomas (Dallas Mavericks), who scored 42 points in his Gold debut.

“The driving force behind us wanting to partner with Grand Rapids was the success they have had there and just how passionate they are about bringing a good product to the DeltaPlex, to the fans and to the community,” said Tenzer, who is now the vice president of the Gold in addition to his duties with the Nuggets. “How engaged they are in the community was a huge draw for us and it just seemed like they do things the right way and they really take pride in running things the right way. That was the biggest selling point.

“Direct flights were important, and all these other things were important, but if we didn’t believe it was going to be a great partnership and they would be doing an amazing job on the ground there, I don’t know if it would have been easy to say yes.”

Kids’ Food Basket celebrates milestone anniversary

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national recognition by the United States Department of Agriculture as a phenomenal curriculum for getting kids engaged in healthy food and growing their own food, according to Clark Whitney.

Clark Whitney said the organization doesn’t have an actual meal goal number for 2022 only because one of KFB’s core values is being accountable to the community. Growth in the new year will be focused on enhancing programming based on community needs and surrounding its five strategic focus areas which include nourish and learn programming, as well as its other pillars of grow, engage and advocate.

“And so, what the community needs from us is how we respond, and that fluctuates. Oftentimes, it fluctuates being based on, you know, something like a pandemic, or it fluctuates based on policy at a national level,” Clark Whitney said. “So, 1.3 million meals … we were very grateful to be able to do that. It’s obviously unfortunate that that need is out there, but we were grateful to be able to serve so many healthy meals and every single one of those 1.3 million meals was full of healthy, nourishing food for our kids and community members, for our families as well, that also includes family food boxes. So, our goals are around amplifying these five programs: nourish, grow, learn, engage and advocate.” The organization also has plans to continue to expand its presence in each of the counties it serves, with a particular emphasis on its growing lakeshore presence in Muskegon County. Clark Whitney said that in Muskegon alone, there are 11 schools on KFB’s waitlist, and Muskegon Heights specifically has become a “food desert” with minimal access to fresh food. Currently, KFB’s Muskegon operations are conducted out of a church basement, which has been instrumental in addressing the needs in Muskegon up to this point, but Clark Whitney said a focus on lakeshore operations and program growth will be a key factor in addressing such major food disparities.

Due to the ever-increasing community need, the organization itself has an ongoing need for volunteers, which Clark Whitney said are needed at all KFB locations. Volunteer opportunities are available at least six and sometimes seven days a week, and those looking to give back are encouraged to contribute their “time, talent, radical love, and energy” toward providing healthy food for neighboring children and families in need.

Clark Whitney said the organization is confident it will continue its trajectory of year-over-year growth that has marked the past 20 years. To ensure it stays on the path of remaining accountable to the community, KFB plans to continue hosting listening sessions to understand exactly what the community needs, and then designing its programming and work around how it can best serve and nourish those in need.

“But then I also think that another big part of who we are and our big accomplishments over the 20 years is our value of being better than the day before. So, we are really, as an organization, committed to that every single day — being better than the day before.”

Clark Whitney said KFB’s value of being better than the day before is something she and her team are truly proud of.

“And we’ve really held to that from our humble $3,000 beginnings and we have consistently gotten better both for the community that we serve and for the communities that need us, who we have yet to serve. And for our West Michigan community, we’re committed always to being better than the day before, we’re committed to being accountable to community and we are committed to honoring every single resource that comes in these doors.”

Additional information regarding volunteer opportunities and the 20th-anniversary celebration of Kids’ Food Basket is available at kidsfoodbasket.org.

Business Leaders for Michigan updates benchmarks

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we need,” Donofrio said. “We’re in a unique moment in our history. Rarely do we have both economic uncertainty and a once-in-a-generation opportunity to invest in our future. We need smart investments in the coming months and consistent long-term strategies that focus on decades-long growth that won’t fall to the wayside depending on who is in o ce. Systemic, sustained changes, including in workforce and talent development and customer service, are necessary to change our trajectory from being an average state to being top 10.”

Other states are passing Michigan in several growth metrics. For example, while the nation saw a dip in the labor force participation rate over the past three years, Michigan’s decline was greater than the top 10 states (-2.7% for Michigan compared to -1.1% for the top 10). While the educational attainment rate climbed at a slightly faster pace than the top 10 states (5.4% compared to 5.2%), additional work needs to be done to close the gap. Steps taken thus far include strong bipartisan measures to invest in training and degree programs and setting a goal of having 60% of the working-age population with a degree or credential by 2030.

Business Leaders for Michigan’s eight key metrics provide a snapshot of what it takes to be a top 10 state and Michigan’s rankings for each (three-year growth rank shows Michigan’s pace of change over the past three years relative to all other states): •Labor force participation: current rank 41st, three-year growth rank 44th •Educational attainment: rank 35th, three-year growth rank 20th •Net talent migration (same metric used for current rank and three-year percent growth rank due to high year-to-year volatility): rank 19th, three-year growth rank 19th •Net business creation: rank 20th, three-year growth rank 20th

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•Business climate perception: 15th, three-year growth rank 2nd •Poverty: rank 34th, three-year growth rank 8th •Gross domestic product per capita: rank 36th, three-year growth rank 37th •Median household income: rank 35th, three-year growth rank 40th

The data shows the top 10 states have fundamental strengths in two areas: 1) education and talent, which correlates to higher labor force participation, lower poverty rates and higher median household income; and 2) economic growth, which correlates to higher net migration and new business creation.

Based on the benchmarking, Business Leaders for Michigan identified the following areas of opportunity for Michigan:

Developing talent

•Greatly increase growth in degrees and credentials — Use American Rescue Plan (ARP) Act funding to leapfrog other states in credential growth, attract talent to the state •Remove barriers to work — Drive additional labor force participation by removing barriers to work with investments in child care, broadband access and a ordable housing •Improve the education system — Implement systemic improvements to the K-12 system that balance outcomes, resources and accountability. Use ARP funding to drive e ciencies, putting more money into the classroom for years to come, expanding teacher training and recruitment and investing in before/after school support and summer learning programs

Investing in growth

•Implement a long-term economic development strategy that focuses on improvements to Michigan’s competitiveness in four areas: site development, customer service, incentives and talent •Use one-time ARP funds for: a. Regional economic development, site development matching funds, transition to electric vehicles and support for entrepreneurship/innovation/scale-up activities b. Workforce training programs that fill talent gaps preventing business growth, support new job/ sites and provide pathways for career progression

When developing additional measures to drive growth, Business Leaders said Michigan should look to other states’ successes. Tennessee has moved from 34th to 16th in the past five years, driven by improvements to its community college system, universal free college tuition programs, decades of investments in economic and site development, and a focus by its leaders on landing more emerging industries.

“States have been investing for years to attract businesses, jobs and talent, and many states that aren’t top 10 today are well ahead of Michigan when it comes to investing for future growth. We can learn valuable lessons from them,” Donofrio said.

“Unless Michigan urgently addresses our economic and educational challenges, we may fall so far behind that we will never catch up.”

Wolverine partnership promotes skilled trades

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practical skills and building houses in New Orleans.

“At unCommon Construction, we see fi rsthand the interest and excitement young people experience learning about the opportunities they have in the skilled trades,” said Aaron Frumin, founder and executive director of unCommon Construction. “It’s rewarding to continue to partner with a brand like Wolverine that also recognizes the value of raising awareness of the trades while giving students the tools and access they need to be successful.”

The expanded Project Bootstrap initiative is targeted to high school students who still are trying to decide on post-high school plans, with the idea the only way to close the skills gap is by connecting with future members of the skilled workforce. The program includes: •unCommon collection and funding scholarships: The Wolverine x unCommon Construction boot and apparel collection became available starting Jan. 25 on wolverine.com, and a portion of proceeds from the sale of each pair of boots or full collection kits will go toward funding new apprenticeships for the unCommon Construction program to further trades education for young people. This part of the partnership is at this time limited to the New Orleans area. •unCommon educational speaker series: Frumin will speak to high schools both virtually and in person to highlight the value of the skilled trades and the living-wage opportunities they provide. Students and educators can request information and invite Frumin to speak at their high school by visiting wolverine.com/ projectbootstrap or by emailing marketing@wolverine.com. •Digital awareness campaign: Wolverine will launch an awareness campaign targeted toward high schoolers featuring opportunities within the skilled trades. TikTok and Instagram infl uencers will post their experiences, and the brand will share content featuring unCommon Construction apprentices further amplifi ed with paid media targeting the high school audience. •Trades education resources: Students, parents and educators can access a virtual toolbox of resources about pursuing a skilled trades career path at wolverine. com/projectbootstrap.

Frumin said he is excited for more students around the world to embrace the “college is great, but it can wait” mindset that he adopted as a college dropout who founded a nonprofi t and now has met three U.S. presidents.

“The trades have shown me the world, and I’ve benefi ted greatly from that,” he said. “I kind of fell into the trades by happenstance and fell in love with it in the process. The content that I use when I talk with young people … is we want to make sure we’re following our own curiosity and assessing what’s best for us. Construction and the skilled trades (are) what did that for me, but it’s also unlocked opportunities for me to engage with a number of other industries.”

Frumin said he believes there is some “snake oil” involved with the idea that success after high school must mean pursuing a four-year degree, and he is excited the students coming out of the unCommon apprenticeships will be sharing a di erent narrative through this campaign.

“These stories of young people who are choosing this pathway are rare today, and because they’re rare, they’re remarkable, and we need to just have more young people see more examples of people who look like them, who represent them, making these decisions so that they can then see themselves following a similar pathway,” he said.

New construction school looks to fi ll industry needs

CONTINUED FROM PAGE 4

gram, this is commercial carpentry. They’ll mock up a steel stud wall and they’ll put up a drywall, and they’ll work on a ceiling grid and those kinds of things. But the construction education way is typically individuals are employed and working in the fi eld and getting those on-the-job training hours, practicing at work and working, and then coming to class one day a week or so to continue their education and furthering their knowledge of the trade so it is an earned-and-learned model.”

Once students complete the program, they will receive a WMCI certifi cation and if they successfully pass the tests in all the modules for a specifi c level in the NCCER curriculum, students will then be certifi ed at that level.

“In the case of our high school program, in the Core program, they’ll receive a NCCER Core certifi cation and that is a national portable certifi cation that is meaningful across the country,” Schottke said. “If they want to go to a trade school that o ers NCCER curriculum in Texas or California or anywhere they want to go, they can continue there and just take those credits with them just like a college credit and a transcript.”