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PHASEONE:RESEARCHANDPRIORITIESPOLICYAUDITTOPICS
CITYSYSTEMS INFRASTRUCTURE,TRANSPORTATION,&SUSTAINABILITY
INPROGRESSV2 DECEMBER
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AUDIT ORGANIZATION
CITYSYSTEMS INFRASTRUCTURE,TRANSPORTATION,&SUSTAINA
TABLEOFCONTENTS
PREFACE
INTRODUCTION
SYSTEMSOVERVIEW&AUDITOBJECTIVES
AUDITOBJECTIVES
DEFININGCITYSYSTEMSDETROITOVERVIEW
DETROITSYSTEMSOVERVIEW
AUDITMETHODOLOGY
ANALYSIS
DATACOLLECTIONAPPROACH
EXCLUSIONSDATAMETRICS
EXTENTS
FUTUREINTEGRATION
SYSTEMSREVIEW
WATER,ENERGY,WASTE,TELECOMS UTILITIES
ROAD,PUBLICTRANSIT,AVIATION TRANSPORTATION
BORDERCROSSINGS,LOGISTICS&FREIGHT TRANSPORTATION
CASEFORCHANGE
DETROITSKEYSYSTEMS
EMERGINGCHALLENGES
POTENTIALMEASURES
TRANSFORMATIONALIDEASEMERGINGTRANSFORMATIONALIDEAS
PHASE2AANDNEXTSTEPS
0
1
2
2.1
2.22.3
2.4
3
3.1
3.2
3.33.4
3.5
3.6
4
4.1
4.2
5
5.1
5.2
5.3
66.1
6.2
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0 PREFACE
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0.0 Preface
COMMONTEXTTOBEPRODUCEDBETWEENALLCONSULTANTS
THE DETROIT WORKS PROJECT POLICY AUDITS
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1 INTRODUCTION
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1.0 Introduction
ThisPolicyAuditisoneofseveral,producedinthefirstphaseoftheDetroitWorksProject,bytheTechnicalTeam.
HappoldConsultinghasdraftedthisAudit,anditcontainsresearch,analysisandinsight,withregardsto;
Infrastructure&Utilities
Transportation
FiscalArchitecture
ThesystemsandmodesstudiedwithinthisAuditareoutlinedinthepageswhichfollow,butessentiallyconsistofEnergy,Telecoms,PublicLighting,Waste,Water,Roads,Border
Crossings,PublicTransit,Aviation,Ports,Nonmotorizedtransportroutes,andrail.
Inadditiontoanurbanandphysicalunderstandingofeachofthese,afiscal
understandingisdeveloped,inordertounderstandtheperformanceandbehaviourof
thesesystemsintheeconomy.
Theanalysisbuildstowardsanunderstandingofthechallengeseachofthesesystemsfaces,theseverityofeach,andtheapplicabilityofarangeofpotentialmeasuresto
each.
Conclusionsaredrawnastowhatthemostappropriatemeasuresmightbetoaddressthesechallenges,whichlaydownresearchandscenariomodellingavenuesforthe
futurephasesoftheproject,andopportunitiesforinterlinkageswithotherPolicyAudits
beingundertakenaspartoftheDetroitWorksProject.
THE CITY SYSTEMS POLICY AUDIT
1.0
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2 SYSTEMSOVERVIEW&AUDITOBJECTIVES
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CURRENTPHASE:PolicyAudit
Evidence
based
analysis Integratedbaselinesetting
outthechallengeand
opportunitiesfacingDetroit
DetroitWorksPro
jectphases
1
2a
2b
3
4
2.1 Audit Objectives
THE DETROIT WORKS PROJECT - PHASE 1 POLICY AUDITS
Neigh
bor
hood&
Housing
Infra
structure
&Trans
portRegio
&C
Urb
For
Pub
Lan
Deveme
Econ
omy
Ecology
&
Land
scape
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CurrentStatusin2010
1. Provideoverviewof
currentstructure,
coverageandgovernance
ofcitysystems2. Assessadequacyofthe
servicesprovided
3. Reviewthefinancialand
environmental
sustainabilityofthese
systems
SUSTAINABLEINFRASTRUCTURESYSTEMSAREESSENTIALTOTHEFUTURE
PROSPERITYANDQUALITYOFLIFEOFALLDETROITCITIZIENS
2.1 Audit Objectives
THE CITY SYSTEMS POLICY AUDIT - OBJECTIVES
FutureStatus(to2035)
1. Assesskeytrendsin
population,employment,
spatialplanningand
governancewhichwill
impactdirectlyoncity
systems
2. Identifytheextentof
investmentprograms
plannedforeachsystem
3. Assessfutureadequacyof
systemsinthelightof
these
trends
MAKETHECASE
FORCHANGEAssessopportunitiesand
challenges against
potential measures
Phase
1
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2.2 Defining City Systems
Strongsystemsarerequiredtosustain
andenhancethecityovertime
A city is defined by its people, its environment
and its economy and by the pattern of spatial
distribution/connectivity between them
DETROITS KEY SYSTEMS
2.2
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PHASEONE:RESEARCHANDPRIORITIES
FOR EACH SYS
THE AUDIT WI
COVER:
RegionalResourc GovernanceStruc
Demand/supply
Networkcoveragquality
FiscalPosition
PlannedProjects
Benchmarks
Keychallenges/PMeasurestobea
2.2 Defining City Systems
KEY SYSTEMS COVERED BY THE AUDIT
Roads
Public
Transit
WasteCollection
Disposal
Recycling
PublicLighting
Telecoms
EnergyElectricity,
gas,steam
WaterPotable,
wastewater
stormwater
Non
motorized
Maritime
RailFreight
Passenger
Utilities Transportation
Aviation
Inter
national
Crossing
Points
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2.2 Defining City Systems
ANALYZING CITY SYSTEMS
1. Parameters: Elementssuchasthenumberofpeopleandeconomicunitsplacingdemandsonthesystem,the
resourcesavailabletofulfilthedemand,andtheconfigurationofthecityandthesystemnetworksthroughwhich
thesystemsoutputistobedelivered.
VIEWPOINT:SUPPLYVIEWPOINT:DEMAND
In analyzing city systems as fiscal, economic and financial systems of entities, it is important they be viewed from both a Supply side
Demand side. We strove to examine each of these viewpoints through 4 lenses, which are explained below:
2. Control: Waysinwhichthesysteminquestionisregulatedorcontrolled. Dependingontheviewpoint,thismight
downtomarketforces(e.g.acertainamountofelectricitydemandedexertsacertainamountofcontrolonthe
electricitysystem)ortoregulationbyvariouslevelsofgovernment.
3. Technical: Thislensisconcernedwiththetechnicalphysicalparametersofthesupplyanddemandsidesofa
givencitysystem,suchasnetworktypologies,extents,age,capacities,adaptability,etc.
4. Financial: Themoneyelementsofagivencitysystem. Thislenslooksatmoniesreceivedintermsof
fundingtoprovideagivenservice,moniesreceivedinrevenuefrompaymentsforprovision,andthecosts
todistributeaservice,whilstmaintainingthenetworkandpayingfortherawresources.
LENSES
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2.2 Defining City Systems
ANALYZING CITY SYSTEMS
Population EconomyNatural
Resources
CityForm&
Connectivity
Demand(Currentlevels/future
trends)
Revenues
(Current
levels/
future
trends)
Supply(Currentcapacity new
capacity/obsolescence)
Network(Currentextents new
capacity/obsolescence
Operation(Currentlevels/future
trends)
Market
StructureGovernance&Regulation
CostOperation,Maintenance,Reinvestment
2.Control
3.Technic
al
4.Fin
ancial
1.Parameters
The diagram below illustrates the interactivity between the elements of each lens, and serves to emphasize the importance of a cit
systems analysis which takes these 2 viewpoints and 4 lenses into account. The major changes seen in Detroit in recent history wi
have a different way of influencing each of these elements of the diagram below and affect how city systems can and ought to be
adjusted.
VIEWPOINT:SUPPLYVIEWPOINT:DEMAND
LENSES
GAP?
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INFRASTRUCTURE SYSTEMS FORM A MAJOR
PART OF A CITYS ASSETS
Infrastructuresystemsplayamajorroleinnationalandregionaleconomicdevelopment,
throughimproving:
QualityofLife:keyforattractingpeopleandtherebyinvestors,industryand
occupiers
Prosperity:catalystforagglomerationeconomicsandcreatingindustrialclusters
Competitiveness:majorpartoftheproductionandcostfunctionsofindustry
Forexample,transportinfrastructureiscrucialfor:
Efficientlogistics,businessconnectivityandgeneratingtransportationjobs
Linkingpeopletojobsandeducation
Creating
sustainable
places
and
communities
THE SCALE OF CHALLENGE IS GROWING DU
TO POPULATION DECLINE
Citypopulationdecline hasresultedinexcessavailablesupplyandfiscalchallenges
continueoperationsandmaintenanceforexistinginfrastructure.
Changeincostperunitofwater,DWSD1
2.2 Defining City Systems
WHY CITY SYSTEMS MATTER AND THE IMPACT OF POPULATION DECLINE
Highfixedcostsmean,as
consumptiondrops,unitcosts
increase
Source:1.SEMCOG,2010
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2.2 Defining City Systems
INFRASTRUCTURE CONTEXT
City Systems can
shape developmentThedeclineinDetroithasresulted ina
majordisconnectbetweencity
systems,andthesystemsdependents.
Targetedinterventionsonthevarious
city
systems
in
specific
locations
can
actastacitincentivizationfor
movementofdensitywithinthecity,or
provideplatformsforgrowthinparts
ofthecitywheregrowthissustainable.
Investment climate for
Infrastructure is richPlansforinvestmentannouncedata
federallevelunderthecurrent
administrationpointtoasignificant
increaseininvestmentintransportand
infrastructure
over
previous
years.
The
DetroitWorksProjectwillseektosteer
thecityinthedirectionofoptimal
fundsandoptimalusageoffunds,to
takemaximumadvantageofthisrich
investmentclimate.
A push for
Environmental
SustainabilityPublicandgovernmentsupportfor
greener,moreefficient,more
ecologicallybenignandmore
sustainableinfrastructureand
transportationsystemsisatanalltime
high. Thisisreflectedinboth
regulationandincentivization
programmesatalllevelsof
governance. Thereisanopportunity
forDetroittoreformitscurrent
sustainabilityprofile,bytaking
advantageoftheneedforlargescale
changeandtheavailabilityoffunding
forinnovativenewsustainable
interventions. Thetimeisnow,and
thelifespanofmostcityinfrastructure
meansthatifthesustainablechoices
arenotmadenow,theywillnotbein
placeforthesubsequenthalfcentury
at
least.
Negative attention -
positive energyWhilstDetroitmightbethefocusofa
certainamountofnegativeattention
atpresent,itisimportanttoremember
thatitsuniquesituationatpresentalso
means
it
has
access
to
certain
unique
governmentalopportunitiesfor
support,aswellasaparticularlystrong
bottomup,grassrootsbaseof
intelligenceandinnovation,from
communityorganizationsandthe
generalpublic. Thepopulationand
organizationsofDetroitareafontof
informationanddata,andwillbean
importantresourceindetermining
howtheurbansystemsofthecity
oughttobeadjustedoverthelifeof
thisproject.
2.2
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2.3 Detroit Overview
COMMON SLIDES TO BE COMPLETED BY TECHNICAL TEAM
Scales
Regional overview
Population projections Employment projections
Population density (regional)
Population density (city)
Detroit Economic profile Employment locations
Commuting patterns
Detroit Environmental profile
Detroit Social issues profile
2.3
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2.3 Detroit Overview
CITY ORGANIZATIONAL STRUCTURE
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2.3 Fiscal Overview
CITY FINANCIAL POSITION
EXPENDITURESGENERALLYRISING Expendituresinthecityexceededrevenuesin5outofthelast8years
Currentdeficit
REVENUESVOLATILEANDDECLINING Revenuesarevolatileandnotrisinginlinewithexpendituresduetolimited
pricingcapabilitiesandfallingpopulation
Revenuesaremainlygeneratedfromtaxesandsalesandservicecharges
nearly70%
OVERALLFISCALPOSITION Verydifficultfiscalpositionwithanincreasingdeficitovertheperiod
Giventhedecreasingpopulationandemploymentnumbers currentand
forecast,thefiscalpositionwillremainchallenging
ThecurrenttaxburdeninthecityishighrelativetotheMichiganaverage
Increasingtaxesinthefuturetobalancethebudgetwillbedifficultgiventhe
economicconditionsandmayharmeffortstoattractbusinessesandpeopleto
thecity
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2.3 Fiscal Overview
HISTORIC CITY BUDGET
TAXES Propertytaxescannotriseanymoreasthesearecurrentlysetatthe
highestlevelallowedbytheStateofMichigan
UtilityuserstaxisalsosetatthehighestallowedbytheState
REVENUES Themajorityarefromnondepartmental(municipalincometax,
propertytax,staterevenuesharing,etc)andenterpriseagencies
FUNDING
CHALLENGES Thecitysabilitytogeneratemorefundingthroughitsnondepartmentalactivitiesmaybelimited,especiallythatithas
exhausteditstaxraisingabilitiesanditispartlyfundingtheactivities
ofsomeoftheenterpriseagencies
CURRENTACTIONS ThroughtheKresge Foundation,McKinsey&Co.havebeencontracted
toconductareviewofcityagenciestoidentifygreaterefficiencies
thatcanbeappliedintheshorttermtohelpthecityimproveitsfiscal
conditions.
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2.4 Detroit Systems Overview
OneofthegreatAmericanCities 4th largestcAmericaatitshighpoint(early1950s)
Technologicallyadvancedforitsday thequasheerscaleoftheinfrastructuralsystemsput
staggering.
Detroit
now
has:
(Region) Greatrail(andevenbetterrailpotential
Water,water,water!
InterstateHighways
Anabundanceofairfields(circa35)
ManyinternationalconnectionsintoCan
Goodports(andpotentialformorethro
DETROITS RICH CITY SYSTEMS LEGACY
Source:1.SEMCOG,2010
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2.4 Detroit Systems Overview
DETROITSORIGINALGROWT
WASFOUNDEDONSTRONG
INFRASTRUCTURESYSTEMS,T
CHALLENGE
NOW
IS
TO
MAKETHEMRELEVANTTODETROIT
ISNOWANDWILLBEIN2035
Forexample:
TransportationInfrastructure:
Internationalbordercrossings
TheAmbassadorBridgeisthebusiestbordercinNorthAmerica(27%ofthetotaltradebetw
U.S.andCanada).
StrongRailroadNetworkandkeycrossborderroutes
WaterInfrastructure
TheDetroitWastewaterTreatmentPlantisthesinglesitewastewatertreatmentfacilityinthe
States. Howeveritisaging,anditscentralized
meansitisnotasresilientinthefaceofacha
Detroitassuchasystemoughttobe.
DETROITS RICH LEGACY
Source:1.SEMCOG,2010
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3 AUDIT METHODOLOGY
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3.1 Analysis
OVERALL ANALYSIS APPROACHThis policy audit will include examinations of the following, for transport modes,
and utilities.
OverviewTheoverviewofeachmodeorutility
willprovideanoutlineofthekey
characteristicsofthesystem,suchas
whatserviceitprovides,towhom,how
itisdelivered,andwhere.
GovernanceThisexaminationwillexplainhowthe
utilityormodeisgoverned
hierarchically(federal,state,city)and
howandbywhomtherequired
governancefunctionssuchas
regulation,finance,operationand
delivery
are
undertaken.
Resources & NetworkThissubsectionwillbrieflyoutlinethe
physicalityoftheutilityormodein
question. I.e.whatresourcesare
requiredtoproducetheutility(e.g.
coalforelectricity)andwheredoesthe
networkconsistof(e.g.cablesof
various
voltages,
for
electricity).
The
networkswillalsobemappedspatially
inthissection.
Planned ProjectsBasedonresearchandmeetingswith
therelevantgoverningbodies,this
sectionwilloutlinetheongoing
projects,aswellasthoseplanned,
whichpertaintothemaintenance,
development,oralterationofthe
modes
and
utilities
in
question.
NOTE: Whereacertainareaofanalysislistedaboveisnotrelevant,orwheredatawasunavailable,anexclusionwillbemade(see3.3).
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3.1 Analysis
OVERALL ANALYSIS APPROACH
Fiscal PositionBasedonresearchandinteraction
withtherelevantorganizations,the
fiscalpositionofeachutilityand
mode
will
be
outlined
in
this
sub
section. Revenue,expenditures,
fundingandfinancingsourceswill
beexaminedhere.
Benchmarks &
TargetsForeachofthemodesorutilities,
aprocessofbenchmarkingwillbe
attempted,inordertoestablisha
performanceunitandlevelto
whichthesysteminquestion
oughttoaspire. Inorderto
assertthesetargets,precedents
orcasestudiesmaybeused.
AdaptabilityEachutilityormodewillhaveits
ownparticularcharacteristics,
whichwillaffecthoweasilyitcan
be
adapted
to
change
as
Detroitssituationchanges. This
sectionwillthereforeassessthe
adaptabilityofthesystemsin
questiontoDetroitsevolving
situation.
ChallengesHavingexaminedthe
aforementionedareasinsome
detail,thepenultimate
methodological
tool
deployed
on
eachofthecitysystemswillbe
anexaminationofthevarious
challengesaffectingthesystems
inquestion,andanevaluationof
theseverityofeach.
Assessment against
Potential MeasuresOverthecourseofthisPolicy
Auditanumberofpotential
measures begintoemergewhich
couldbedeployedtobringthe
citysystemsintolinewiththe
changingdemographic,economic
andspatialsituationinthecity.
Thesuitabilityofeachofthese
potentialmeasureswillbe
assessedagainstthespecific
situationandcharacteristicsof
eachmodeorutility,inthissub
section.
NOTE: Whereacertainareaofanalysislistedaboveisnotrelevant,orwheredatawasunavailable,anexclusionwillbemade(see3.3).
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3.2 Data Collection Approach
A COMMON DATA
PLATFORM
Thisprojectaimstocollate,displayand
analyseinformationfromthemyriadof
differentexercizes whichhavebeen
undertakentounderstandDetroit.
Thisinformationwillbeexaminedatarangeofscales,andattempttoofferup
adataplatformfromwhichevidence
baseddecisionscanbemade.
Datacatalogue FortheDetroitWorks
Project,HappoldConsultingassembled
asinglemultipagePDFdatacatalogue
containingillustrationsanddescriptions
ofthedatasetsobtainedbytheproject
team,andmadethisavailabletoallas
amenuofavailableinformation.
Spatialdatabase Datawillberepresentedspatially,creatingashared
GISbasedspatialdatabaseofDetroit
informationtobeusedinthe
developmentofanddebateon,
strategieslaterintheproject,byall
stakeholders.
DETROIT AS A
REGIONAL ENTITY
Inthedatacollectionprocessforthis
PolicyAudit,itwasimportantnotto
restrictthecollectionofdatatothe
DetroitCityLimits. Assuch,wherecity
systemsgobeyondthecitylimits,they
aretobeunderstoodandanalyzedas
regionalsystemsaccordingly. The
boundaryofouranalysisforthecity
systemsexaminedherewiththerefore
corresponds
with
the
extents
of
the
systemsthemselves,notthecity.
CITY SYSTEMS AS
ECONOMIC ENTITIES
Itisimportantthatdataiscollectedand
analysedforthevariouscityutilities
andtransportmodeswhichhelpsthe
teamunderstandthesesystemsasnot
onlyphysicalentities,butasboth
economic andfinancialentities,with
costs,budgets,expenditures,funding
sources,andtargets.
3.2
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3.2 Data Collection Methods
MAP SOURCING
ESRI(GIS)
MicrosoftV.E
Go
ogleMaps
SEMCOG
P&
DD
U
ofM
StateofMI
MCGI
MDOT
DD
OT
DW
SD
DC
DC
Ea
stJefferson
Da
taDrivenDetroit
LIS
C
SM
ART
Na
tlWildlifeFed.
Ch
arterRev.Com.
McKinsey
De
troitIntermodal
MDOTBorderCom.
De
pt.PublicWorks
Pu
bLightingDept
GIS Data&
Mapping
Reports
Interviews/
Meetings
WoodwardLRT
DTC
(PeopleMover)
C.Y.
A
irport
Det.Muni.Parking
DEGC
MichiganEGC
Dept.Env.Affairs
CCGr
eenTaskForce
Wayn
eStateU
RiverfrontCons.
ConnectMichigan
PortofDetroit
ResourceRecovery
GIS Data&
Mapping
Reports
Interviews/
Meetings
DatawasobtainedforthisPolicyAuditin3majorways;through
dataobtainedfromDetroitstakeholders,throughthereadingan
interpretationofreportspreparedbythosestudyingDetroitatp
andinthepast,aswellasgroupmeetingsandtargetedinterview
relevantDetroitagencies.
3.2
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PHASEONE:RESEARCHANDPRIORITIES
Itisimportanttonotethatdespiteawidereachingresearcheffort,thereareseveralkey
piecesofinformation,whichatthedateofprinting,remainoutofreachtothetechnical
team. Reasonsvaryfromthedatasimplynotexisting,itsbeingwithheldfromthe
Technicalteamforreasonsofcommercialsensitivity,oritsimplynothavingbeenprovided
totheteamyet.
MajoritemswhichaffectthisPolicyAuditarelistedhere:
Conditioninformationforutilitiesnetworks
Detailsregardingageanddesignlifeofvarioussectionsofutilitynetworks
Telecomsnetworkmapping
Economic
Performance
/ridership
of
bus
lines
mapped
spatially
to
specific
linesWaterandpowernetworkcapacities/utilizationbyneighborhood district
3.3 Exclusions
LIMITATIONS IN DATA AVAILABILITY
3.3
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PHASEONE:RESEARCHANDPRIORITIES
1. Balanceredevelopmentandenvironmentalpriorities.
Thiswillaimtoprovideasafe,healthyandsustainableenvironment
protectedforthebenefitofpresentandfuturegenerationsthrough
securingecologicallysustainabledevelopmentanduseofnatural
resources,whilstpromotingjustifiablesocialandeconomicdevelopment
2.Minimizethecityscarbonfootprintandreducethecitysrelianceon
nonrenewableresources.
This
will
aim
to
preempt
the
impending
legislative
requirements
to
reducecarbonemissions.Areducedrelianceonnonrenewable
resourceswillprovideflexibilitywithintheenergymarketofthecity.
3.Maximizeresourceefficiencyandensureefficientutilizationof
infrastructure.
Theaimistoreducetheresourcesrequiredforcityprocesseswhichin
turnwillreduceassociatedcostsandwastestreams.Iflessresourcesare
required,less
4.Increasediversityofenergysupplymixtoreducevulnerabilityand
increasethesustainabilityandresilienceofsupply.
AdiversifiedenergymixwillenableDetroittobelessvulnerableto
fluctuationsintheenergymarket(e.g.risesinoilprices).Integrationof
renewableenergytechnologiescanservetoprovideanelementof
resilience,flexibilityandcompetitivenesswithintheenergysector.
5.Improveconnectivityandaccessibilityacrossthecitythroughthe
useofanefficientandaffordablepublictransitsystem.
Theaimistocreateapublictransitandtransportationnetworkwhich
provideshighlevelsofconnectivityandaccessibilityforresidentsand
visitorstotheCityofDetroit.
6.Reducepovertyandsocialexclusionwithintheutilityand
transportsectors.
Theaimistoenableresidentsandvisitorstohaveaccesstoutilityand
transportationserviceswhichareaffordableandreliable.
THE FOLLOWING SUSTAINABILITY PRINCIPLES WERE USED AS AFRAMEWORK OF OBJECTIVES FOR THE CITY SYSTEMS AUDIT
3.4 Metrics
3.4
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3.4 Metrics
UNDERSTANDINGTHECURRE
SITUATION,THROUGHEIGHT
CHALLENGES,COMMONACRO
SYSTEMSAssection4ofthisPolicyAuditattests,thebuilding
informationbaselineforeachcitysystemresultsin
understandingofthevariouschallengestheyface.
wereabletoreducetherangeofchallengestoeigh
appliedacrosstheboard. Foreachutilityormode,
impactsandconsequenceofeachchallengeisasse
andtheseverityoftheseconsequencesovertime
evaluated,andscoredusingatrafficlightassessmeisnotanassessmentoftheperformanceofthe
implementingagencyoroverallsystemperformanc
thechallengesfacingthevarioussystems.
Ascertainchallengesturnouttobemorerelevantt
certainsystems,theyhelpidentifythemostaptme
to
address
them
(see
next
page).
CATEGORIZING CHALLENGES
Good
ProblemsEmerging
Inadequate
Poor
Notapplicable
A Utilization
CurrentLevelofService
ResourceUsage
NetworkAdaptability
EfficacyofGovernanceStructure
FiscalPosition
NewInvestment
Disinvestment
B
C
D
E
F
G
H
X Impact? Consequence?
SeverityTestingIssue
Potential
Measure
CHALLENGES
3.4
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,
PHASEONE:RESEARCHANDPRIORITIES
3.4 Metrics
BUILDINGACASEFORCHANG
BASEDONNINEPOTENTIAL
MEASURESFOREACHSYSTEM
Afterbuildingabaselineforeachsystem,identifyin
keychallengesandopportunities,ninepotentialm
wereidentifiedagainstwhichtobuildacaseforch
Anassessmentwasundertakeforeachmeasurefo
effectiveness and easeofimplementationforeac
Anoveralltrafficlightassessment Indicatesthereefficacyofeach.Thosewiththebestpotentialwill
forwardinphase2Aoftheprojectfordetailedsce
testing.
TESTING POTENTIAL MEASURES
Strong
Potential
Challenges
Difficult
Notapplicable
1 Changelevelofserviceprovided
Raisedirectrevenuesfromprovisionofinfrastructureservices
Increaseefficiencyofserviceprovision
Developsynergiesbetweennetworks
Optimize deliverymodels
Increaseefficiency ofresourceuse
Bringnewusers Economicandpopulationgrowth
Realignnetworkssize/capacity
Useexcesscapacitytoserveexternalmarkets
2
3
4
5
6
7
8
9
X Effectiveness? Implementation?
ScoreTestingMeasure
Modelling
POTENTIAL MEASURES
3.4
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3.5 Extents
1. United States and Canada 2. State of Michigan
3. 7-County Region 4. City of Detroit
DETROITSYSTEMSAREBIGGERTHAN
DETROIT
WhilsttheDetroitWorksprojectlimitstheterrainwhichitcan
influence
to
the
city
limits
of
Detroit
proper,
it
is
important
to
ntheeconomic,social,naturalandconstructedcitysystemsoft
Detroitfunctionatseveralscales. Assuch,theextentspersecitysystemsresearchinthepolicyauditaredeterminedbythe
functionalscaleofeachsystemcoveredherewith.
SOURCE:ESRI/SOM
3.5
SYSTEMS THINKING AT VARIOUS SCALES
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PHASEONE:RESEARCHANDPRIORITIES
Theme AECOM
Ecology&
Landscape
HAA
Neighborhood &
Housing
SOM
Regional&City
UrbanForm
ICIC
Economy
HRA
PublicLand
Development
Infrastructure
Systems
Openspaceasdrainageprovider
Floodmanagementroleofopenspace
Openspacesasutilitycorridors
Linksbetweenneighborhood
typologiesand
infrastructure
investment
Linksbetweeninfrastructure
investment andquality,
andfuture
developmentzones
Linking resourcestrengths(e.g.water)
withindustrial
opportunities(e.g.Blue
Economy)
Linkinginvestmentinpubliclandorsale
thereofwithevolving
infrastructurenetwork
Transportation
Systems
Greenwaysandotheropenspacesas
movementcorridors
Movementpatternswithinandbetween
neighborhoods
Linksbetweentransportinfrastructure
andurbanstructure,
futuredevelopment
zones
Linking newemploymentcenters
withevolvingtransport
infrastructure
Linkinginvestmentinpubliclandorsale
thereofwith
developmentsinthe
transportnetwork
Fiscal Sustainability Links between
neighborhoodstructureandviability
ofutilities
Links betweennew
industrialstrategies
andpublicfacilitation/
supportthereof
Efficiencies with
regardstopublicasset
strategy
3.6 Future Integration
INTEGRATION & COBENEFITS BETWEEN POLICY AUDITS
Community
Engagemen
onthegroun Stakeholder fe
onthegroun Stakeholder fe
onthegroun
Stakeholder fe
3.43.6
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4 SYSTEMS REVIEW
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4.1 INFRASTRUCTURE POLICY CONTEXT
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PHASEONE:RESEARCHANDPRIORITIES
SOURCEUnionofConcernedScientists IllinoisRenewablePortfolioStandardSummary
4.1
4.1 Federal Governments Vision for the National Transportation Infrastructure
INVESTMENT PLANS IN INFRASTRUCTURAL DEVELOPMENT, 2010THEPRESIDENTSOFFICEHASLAID
OUTABOLDVISIONFOR
RENEWINGANDEXPANDINGTHE
TRANSPORTATION
INFRASTRUCTURE
SomeofthetangibleaccomplishmentsofthePresidents
planoverthenextsixyearsinclude:
ROADS:Rebuild150,000milesofroads renewingour
commitmenttothebackboneofourtransportation
system;
RAILWAYS:Constructandmaintain4,000milesofrail
enoughtogocoasttocoast;
RUNWAYS:Rehabilitateorreconstruct150milesof
runway whileputtinginplaceaNEXTGENsystemthat
willreducetraveltime.
UPFRONTINFRASTRUCUTURE
INVESTMENT
Anupfront investment:ThePresidentwillworkwith
Congress
to
enact
a
new
up
front
investment
in
nations
infrastructure Thisinitial investmentwouldfund
improvementsinthenationssurfacetransportation,as
wellastheairportsandairtrafficcontrolsystem.
Avisionforthefuture:ThePresidentproposestopair
thiswithalongtermframeworktoreformandexpand
thenationsinvestmentintransportationinfrastructure
througha$50billionupfrontinvestment
THELONGTERMFRAMEWOR
INCLUDESFOLLOWING
MEANINGFULREFORMS
TheestablishmentofanInfrastructureBank to
federaldollarsandfocusoninvestmentsofnatio
regionalsignificancethatoftenfallthroughthec
thecurrentsiloed transportationprograms;
Theintegrationofhighspeedrail onanequalf
intothesurfacetransportationprogramtoensu
sustainedandeffectivecommitmenttoanation
speedrailsystemoverthenextgeneration;
Streamlining,modernizing,andprioritizing sur
transportationinvestments,consolidatingmore
differentprogramsandfocusingonusingperfor
measurementandracetothetopstylecomp
pressurestodriveinvestmenttowardbetterpol
outcomes;
Expandinginvestmentsinareaslikesafety,
environmentalsustainability,economiccompeti
andliveability.
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PHASEONE:RESEARCHANDPRIORITIES
4.1 Safe Drinking Water Act
FEDERAL LAWTHESAFEDRINKINGWATERAC
(SDWA)ISTHEPRINCIPALFEDE
LAWINTHEUNITEDSTATESTH
ENSURESSAFEDRINKINGWAT
FORTHEPUBLIC
SDWA authorizestheUnitedStatesEnviromental
ProtectionAgency(USEPA)tosetnational;healthba
standardsfordrinkingwaterproductustoprotectag
bothnaturallyocurringandmanmadedecontamine
maybefoundindrinkingwater.USEPAstatesandw
system
then
work
together
to
make
sure
that
these
standardsaremet.
SDWAwasoriginallypassedbyCongressin1974to
publichealthbyregulatingthenation'spublicdrink
watersupply.Thelawwasamendedin1986and19
requiresmanyactionstoprotectdrinkingwaterand
sources:rivers,lakes,reservoirs,springs,andgroun
wells.
Source:UnitedStatesEnvironmentalProtectionAgency
http://www.epa.gov/lawsregs/laws/cwa.html
4.1
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S O S C O S
4.1 Clean Water Act (CWA)
FEDERAL LAWTHEACTESTABLISHEDTHEBAS
STRUCTUREFORREGULATING
DISCHARGESOFPOLLUTANTS
INTOTHEWATERSOFTHEU.S.
TheFederalWaterPollutionControlAct popularly
astheCleanWaterAct(CWA) wasenacted in1972
amendedin1977,thislawbecamecommonlyknow
CleanWaterAct.TheCWAgavetheEnvironmental
ProtectionAgency(EPA)theauthoritytoimplement
pollutioncontrolprogramssuchassettingwastewat
standardsforindustryandsetwaterqualitystandar
all
contaminants
in
surface
waters.
TheCWArequirestheEPAtoestablisheffluentlimit
fortheamountsofspecificpollutantsthatmaybe
dischargedbymunicipalsewageplantsandindustri
facilities.
Thetwostepapproachtosettingthestandardsincl
(1)establishinganationwide,baseleveltreatmentt
an
assessment
of
what
is
technologically
and
econoachievableforaparticularindustryand
(2)requiringmorestringentlevelsoftreatmentfor
plantsifnecessarytoachievewaterqualityobjectiv
theparticularbodyofwaterintowhichthatplant
discharges.
Source:UnitedStatesEnvironmentalProtectionAgency
http://water.epa.gov/lawsregs/guidance/sdwa/upload/2009_08_28_sdwa_fs_30ann_sdwa_web.pdf
4.1
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EPAHASISSUEDITSCLEANWATE
ANDDRINKINGWATER
INFRASTRUCTURESUSTAINABILIT
POLICY
AS
PART
OF
ITS
EFFORTS
TOPROMOTESUSTAINABLE
INFRASTRUCTUREINWATER
SECTOR
Objectiveofthepolicyisto:
Employ
processes
that
focus
on
projects
that
are
coseffectivethroughouttheirlifecycle;resourceefficient
and,consistentwithcommunitysustainabilitygoals;
Introduceamechanism(SmartGrowth)tofacilitatet
allocationoffederalfunds($3.3b)todrivethe
sustainableinfrastructureinitiativeacrossstates;
Tobuildontheinfrastructuralgapfindingsofthe200
GapanalysisconductedbytheEPAandcomeupwith
relevantsetofactionsforthefuture;
Encouragebettermanagementpractices,efficientwa
use,fullcostpricingofwaterandawatershedapproa
toprotectiontooperatemoresustainably.
4.1 Water Infrastructure Sustainability Policy, EPA, 2010
SMART GROWTH- GUIDING POLICY FOR FEDERAL FUND ALLOCATION
X
1
CLEAR
E V I D E N C E B A S E D
S T R A T E G I C
D I R E C T I O N
SOURCE: http://www.dleg.state.mi.us/mpsc/comm/telecom/pa179.pdf
4.1
Imageofroad/highway
infrastructure
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4.1 Public Act 295
MICHIGAN CLEAN, RENEWABLE AND EFFICIENT ENERGY ACT, 1998THEACTESTABLISHEDA
RENEWABLEENERGYSTANDA
THATREQUIRESMICHIGAN
ELECTRIC
PROVIDERS
TO
ACHARETAILSUPPLYPORTFOLIOT
INCLUDESATLEAST10%
RENEWABLEENERGYBY2015
ThePublicAct295requireselectricutilities inthe
Michigantodevelopandimplementplansto:
Obtainatleast10%oftheelectricityfurnishedt
customersfromrenewableenergyresourcesby
Reduceconsumptionofelectricitybyinstituting
optimizationmeasuressuchasprovidingincent
customerstousemoreenergyefficientequipme
devices
and
instituting
other
energy
conservatiomeasures.
Incentivizetheprogramforimpactmaximisation
X
1
CLEAR
E V I D E N C E B A S E D
S T R A T E G I C
D I R E C T I O N
SOURCE: MichiganPublicserviceCommission(http://www.michigan.gov/mpsc/0,1607,7 15916393,00.html, http://www.michigan.gov/mpsc/0,1607,7 15916393_55027,00.html
4.1
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4.1 Act 51
MICHIGAN TRANSPORT FUND (MTF) DISTRIBUTIONACT 51CHANNELSRESTRICTE
TRANSPORTREVENUES INTO
SPECIALREVENUEFUNDSAN
SETS
OUT
A
FUND
ALLOCATIOMECHANISMAct51governsthestateapportionsformostMich
transportationprograms. TheActcreatestheMich
TransportationFundasthemaincollectionanddis
fundforthestategeneratedtransportationrevenu
InadditiontheACTalso:
DirectshowtheStateTrunkline FundandComprehensiveTransportationFundsarespent
determines thepriorityorderforfundingthose
programs;
Providesinternalformulaswhichdirect howlocagenciescanspendtheirdistributionofMTF;
AllocatesfederalhighwayfundsbetweenMichig
DepartmentofTransportationandlocalroadagand;
Createsanumberofcomplianceandreportingrequirements.
X
1
CLEAR
E V I D E N C E B A S E D
S T R A T E G I C
D I R E C T I O N
SOURCEFebruary2007,HouseFiscalAgency,Aguideto1951PublicAct51andMichiganTransportationFunding
4.1
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4.1 Transportation 141
THE CUSTOMER CHOICE AND ELECTRICITY RELIABILITY ACT, 2000THECUSTOMERCHOICEAND
ELECTRICITYRELIABILITYACT
2000AUTHORIZEDTHECREAT
OF
A
LOW
INCOME
AND
ENEREFFICIENCYFUND(LIEEF)
TheCustomerChoiceandElectricityReliabilityAct
Act141;scrutinized142)establishedtheLowInco
EnergyEfficiencyFund.Thefundwasadministered
MichiganPublicServiceCommissionviagrantstoq
organizations.
TheCommissiondeterminedthatapproximately7
grantmoniesawardedwouldbeallocatedtoprovi
incomeenergyassistanceandlowincomeenergy
programsand25%wouldbeallocatedtothedeve
ofenergyefficiencyprogramstobenefitallcustom
classes.TheCommissionalsostateditintendedto
aportionoftheproceedstocreateanendowment
finance
programs
that
assist
low
income
customersupportenergyefficiencyprojectsbeyondthesixy
existenceoftheFund.
X
1
CLEAR
E V I D E N C E B A S E D
S T R A T E G I C
D I R E C T I O N
SOURCE:MichiganPublicServiceCommission,http://www.michigan.gov/mpsc/0,1607,7 1595249379463,00.html
4.1
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4.1 Public Act 179
MICHIGAN TELECOMMUNICATION ACT, 1991THEMICHIGAN
TELECOMUNICATIONSACTOF
1991WASPROPOSEDTO
REGULATEANDINSURETHE
AVAILABILITYOFCERTAIN
TELECOMMUNICATIONSERVIC
TOPRESCRIBEPENALTIES;TO
REPEALCERTAINACTSANDPA
OFACTS;ANDTOREPEALTHIS
ACTONASPECIFICDATE
Inaddition,TheMichiganPublicServiceCommissio
(MPSC)statutoryresponsibilitiesrelatedto
telecommunicationsservicesrequirethattechnical
beavailabletocompaniesprovidingtheservicesan
customersusingtheservices.Inprovidingthatsupp
MPSCmustrecognizethepolicytopermitandencomarketcompetitiontogovernpricesandservicesin
marketswherecompetitionexists
X
Source: MichiganTelecommunicationsAct (http://www.dleg.state.mi.us/mpsc/comm/telecom/pa179.pdf )
4.1
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UTILITIES
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Utilities - Introduction
AT THE CORE OF A STRONG REGIONAL NETWORKSERVICINGTHECITYWITHCRITICALUTILITY
SERVICES
Thefollowingsectionssummarisethekeyagenciesandtheirresponsibilitiesfo
utilities
related
activities
within
the
Detroit
Metropolitan
Region,
as
well
as
developingabaselineofDetroitsutilitysystemswithinthecitylimitsaswella
widerconnectivitywiththeregion.
Thesefollowingsectionsaddress:
1. Water
2. Energy
3. Waste4. Telecomms andICT
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4.2 WATER
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4.2 Water
OVERVIEWREGIONAL WATER RESOURCES
WaterisoneoftheDetroitRegionsgreatassets.Almostallwa
theRegionisdrawnfromtheGreatLakes. Thisisthelargestfr
waterbodyonearth,holdingnearly20percentoftheworlds
percentofNorthAmericasfreshsurfacewater.
WaterQualityremainshighasidefromsomelocalpollution(se
andAECOMreports.)Thecurrentrateofconsumptionissusta
populationandusehasdeclinedsignificantly.However,water
efficiencyandconservationareperformingpoorlyandfuture
consumptiongrowthmaybecomeunsustainable
Thefollowingsectionssummarisethekeyagenciesandtheir
responsibilitiesforwaterrelatedactivitieswithintheDetroit
MetropolitanRegion,withspecificfocusondevelopingabase
DetroitsWaterResourceManagementwithinthecityaswell
waterresourceissues.
CurrentStressestothesystemare:
Aginginfrastructure.
Reducedconsumptionresultingfrom:
Decliningpopulationgrowth
Declining Job/Economicgrowth
Increasedsustainability/wateruseefficiencyin
Underuseofnetworkcapacityincreasesmaintenancerequirements.
Thisreportcoversthreewatersystems:
1. PotableSupplyNetwork
2. SewageNetwork
3. StormWaterManagement.Map showing Detroits proximity to the Great Lakes
4.2
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4.2 Water
GOVERNANCE FRAMEWORKGREATLAKESCOMPACTREGULATES
USAGE
WaterusageisgovernedbytheGreatLakesCompactsignedwith8USStatesin2008. TheCanadianprovincesofOntari
Quebecareassociatemembersofthecompact.
TheCompactgovernsLakesErie,Huron,Michigan,OntarioSuperior,andtheSt.LawrenceRiver,togetherwithanyand
naturalormanmadewaterinterconnectionsbetweenoram
them.
Italsoappliestoallrivers,ponds,lakes,streams,andotherwatercourseswhich,intheirnaturalstateorintheirprevail
conditions,
are
tributary
to
Lakes
Erie,
Huron,
Michigan,
OntClair,andSuperiororanyofthemorwhichcomprisepartof
watersheddrainingintoanyofsaidlakes.
WaterdivertedfromtheGreatLakesBasinregionmustbertotheGreatLakesinthequantityandqualitylevelthatitw
removedinordertopreservethestatusofthewaterdepen
naturalresourcesresidingwithintheGreatLakes.
GreatLakesCompact forbidstheexportofwateroutsideth
covered
by
the
compact
to
states
further
to
the
south
. TheCompactisintendedtoprovidealongtermleverforrev
movement ofpopulationandeconomicactivitytoSouthW
expectationthattheywillhavetoreturntowherethewate
thanpipingittothem.
4.2
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4.2 Water
GOVERNANCE FRAMEWORKRESPONSIBLEBODIES
StrategicOversight:
Federal:EnvironmentalProtectionAgency(EPA):
Developsenvironmentalpolicy,legislationandcontrol
Ensures
enforcement
of
federal
law.MichiganState:
DepartmentofNaturalResources&Environment(DNR
statewidewaterpolicytakingintoaccountfederallaws
standards
DepartmentofEnvironmentalQuality(DEQ):regulates
operationsincludingpermitting&compliancemonitor
Planning:
SouthEasternMichiganCouncilofGovernments(SEMCOG):
50yearstrategicwaterplanfortheDetroitRegion
DesignatedWaterQualitymanagementagency
Operations/Delivery:
CityofDetroit:DetroitWaterandSewageDepartment(DWSD
SetupasEnterpriseAgencydeliveringallwaterservice
cityonanotforprofitbasis
Soleproviderofwaterservices(ownsandcontrolstrea
plants&supplynetwork)withinDetroitCityArea.
MajorityproviderwithinSEMCOGregion
Governedby7waterboardcommissioners
appointedbytheCityMayorwhoare
representatives
of
Detroit
and
surrounding
suburbanareas
Responsibleforrevenue
collectionfromcustomers.
Sources: http://www.epa.gov/ow/ ; http://www.michigan.gov/som/0,1607,7-192-45414---,00.html ; http://www.semcog.org/Water.aspx
4.2
Governance Framework for Water and Waste Water
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4.2 Water
RESOURCES AND NETWORKPOTABLESUPPLYNETWORKCoverage/Extents:
Thesystemcoversa1079sqmileareaincludingDetroitCity
suburbancommunities.
Thesystemserves:
AllDetroitPopulation(750,000)
3millioninneighboringcommunities
Togetherthisisequivalentto43%ofMichiganspopul
Network:
ThewatersystemownedbyDWSDcovers:
3000milesofdirectlyownedpiping,including27,244f
hydrantsacrossthecity.
9,000milesofconnectedmainsownedbywholesalec
(suburbancommunitiesbuywateronawholesalebasi
Detroitneighborhoodsaresuppliedbyloopsystemsinorde
maintainpressureandwaterquality
Thewatersystemincludes21boosterpumpstationsa
waterstoragereservoirslocatedthroughoutthesystem
auxiliaryfacilitiesmanagedbyDWSD.
Source:DWSD
4.2
Map showing Potable Water Network in Detroit
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4.2 Water
RESOURCES AND NETWORKPOTABLESUPPLYNETWORK(cont.)Supply:
DWSD systemhasratedcapacityof1.7billiongallonsperd
currentlyeffectivecapacityof1.4billiongallons.
DWSDtreatswaterfromLakeHuronandtheDetroitRiveramanagesandoperates5watertreatmentpumps/plants,av
662milliongallonsofdrinkingwatereachday.
Thisiswellwithinnetworkcapacityandisalsolessthan
Michigan/DetroitentitlementsundertheGreatLakesComp
Approx.30%summertowintervarianceindemand.
Consumptionfallingby5%ayear.
Networkisoperatingonaverageat39%ofratedcapacitya
ofeffectivecapacity.Evenpeaksarewellwithincapacity
hotsummershavenotproducedanybilliongallondays.
Source:DWSD
4.2
Map showing Potable Water Network in Detroit
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4.2 Water
RESOURCES AND NETWORKSEWAGENETWORKCoverage/Extents:
TheDWSDsewagesystemcovers946sqmilesservingcityo
and76suburbanareas.
Thesystemprovidessewageservicesto:
All
Detroit
Population
(750,000). 2millioninneighboringsuburbancommunities.
Togetherthisisequivalentto35%ofMichiganpopulat
Network:
TheDWSDmanageandoperateover14,200mileofmunicip
sewers.
Thesewerisacombinedsystemcarryinguntreatedsewage
stormwaterwithinitspipes.
Thesecombinedsewersconveyalldryweatherflow,andal
portionofthewetweatherflowtothewastewatertreatme
at9300W.JeffersoninaccordancewithNationalPollutantD
EliminationSystem(NPDES)permitMI0022802.
Treatment:
DWSDmanageandoperate11seweragepumpstationand
combinedsewerageanddisinfectantstations.
TheDetroitwastewatertreatmentplantisoneofthelargesworld(measuredbypeakflowcapacity).
TreatedwastewaterisdischargedintotheDetroitRiver.
Sewagesludgeisincinerated.
RiverRougePlantisinnoncompliance.
Moresewagesludgethanallowedby
Federal/StateRegulationisstoredonsite.
Operations/Delivery: Networkisoperatingbelowcapacity.
Map showing Waste Water service area around Detroit
Source:DWSD
4.2
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4.2 Water
RESOURCES AND NETWORKSTORMWATERMANAGEMENT
Coverage/Extents:
Mostofthestormwaterrunoffisconveyedthroughthecom
sewersystemwhichcarriessanitarywastealongwithstorm
drainagewithinitspipes towastetreatmentplants.
Detroit alsohasafewmunicipallyownedseparatestormse
limiteddrainagearea,primarilyparklandwithriverfrontage
Network:
WithinDetroitCity,allmajornaturaldrainagechannelshave
blockedoffandallstormwaterisdivertedintothesewagen
thispreventspollutionoftheGreatLakes/DetroitRiverbyr
contaminatedareasofthecity.
Duringsevereweatherevents,theoverflowofthecombinepermittedtodischargedirectlyintotheRougeRiver.
Regulation:
DetroitsstormwaterdischargeisregulatedbyaGeneralSt
DischargePermit (GSWDP)issuedbytheStateofMichigan.
ThepermitrequiresthataStormWaterManagementProgr
(SWMPP)bedevelopedtooreducedischargeofpollutantsa
protectqualityofwater.
Influences:
Anumberofdepartmentshaveinfluenceoverthemanagem
stormwater,including:RecreationDepartment;Building&S
EngineeringDepartment;Planning&DevelopmentDepartm
DepartmentofPublicWorks;
DepartmentofEnvironmentalAffairs;
DetroitEconomicGrowthCorporation;
GreaterDetroitResourceRecoveryAuthority;
andtheGeneralServicesDepartment
CorporationCouncil.Source: http://www.dwsd.org/index.html ; http://www.detroitmi.gov/DepartmentsandAgencies/DepartmentofEnvironmentalAffairs/StormWaterManagement.aspx
4.2
Map showing Waste Water service area around Detroit
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4.2 Water
UTILIZATION
Declining water sales
Average daily water use, Detroit Water and Sewerage Department(DWSD)
Source: The Foster Group
Source: The Foster Group4.2
REDUCINGCONSUMPTION
DecliningIndustryandPopulation:
ManufacturingIndustryisindecline.
Populationnumbersarereducingbyapproximately 10,000
Operations/Delivery:
WaterNetworkcurrentlyoperatingbelowcapacitywithar
utilizationrate.
Networksareoversized&havemaintenanceissuesassociat
underuse.
Onaverage,thetotalquantityofwaterattributedtoUnacco
forWateris42,570MGeachyear.
ReducingConsumption,IncreasingPrices:
Consumptionofwateris fallingyearonyear.
Fewerunitsarebeingusedleadingtolessrevenueandthe
increaseratestocovertherevenueshortfalls.
Thousandsofresidenceshavehadtheirwaterconnectionsc
DWSD,forcingpeopletoadoptinformalmethodstogainac
drinkingwater.
-Need to tighten up referencing of stats
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4.2 Water
MAJOR PLANNED/ON-GOING PROJECTSPROPOSALS
PlannedProjects:
SEMCOG(SoutheastMichiganCouncilofGovernments)ou
50yearwaterandsewerservicestrategyduetoexpected
population
growth
and
expansion
of
service
need.
2.8billionwasplannedtobeinvestedovernext5yearsfo
andsewerprojects.AsaresultofCWMP,theCapitalImpro
Programhasbeenestablishedtomaintainwatersystemsa
replacepoorinfrastructuretoreducemainlinebreaksand
Investmentwillalsobemadeintheformofenvironmenta
protectionsschemes i.e.replacingoldagingwatermains
seweragesystemsandenhancementofsevereweatherpr
devices.
SpringwellWatertreatmentPlantisageingandneedscom
replacement/majorretrofit.
The
city
is
implementing
a
long
term
control
program
to
enadequatetreatmentofsewageinlinewithfederaland
environmentalrequirements.
Source: http://www.dwsd.org/index.html ; http://www.semcog.org/Water.aspx ; http://www.detroitmi.gov/Departments/tabid/61/Default.aspx4.2
Map showing Sewer Network Expansion in Detroit
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4.2 Water
PROPOSALS
PlanningFramework
In2004,DWSDdevelopedaComprehensiveWa
MasterPlan(CWMP)
The
vision
for
the
plan
was
to
create
a
CWMP
thguideanddirecttheexpansionofthewatersyst
meetthegrowingneedsofthecommunitieswit
serviceareaoverthenext50years.
Keyobjectivesoftheplanweretoidentifystrate
capitalimprovementsandoperation/maintenan
procedureswhichwouldhelptoreducetheamo
UnaccountedforWater.
Investment
is
directed
by
this
50
year
Strategic
PwhichwaspreparedincooperationwithSEMCO
Recent economicweaknesshasrequiredtherev
thisplan
MAJOR PLANNED/ON-GOING PROJECTS
2010 2020
Source: http://www.dwsd.org/index.html ; http://www.semcog.org/Water.aspx ; http://www.detroitmi.gov/Departments/tabid/61/Default.aspx4.2
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4.2 Water
MAJOR PLANNED/ON-GOING PROJECTS
Source: 1. DWSD; 20034.2
2030 2040 2050
Planning Framework (cont.)
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4.2 Water
MAJOR PLANNED/ON-GOING PROJECTSMITIGATION STRATEGIES ALREAD
IDENTIFIED AS PART OF CAPITAL
WORKS MANAGEMENT PLAN (
CWMP):
OperationandMaintenanceProcedures:
LeakDetectionProgram
CWMP,DWSDContractNo.CS1278,March2004,statestha
28percentofthetotalunaccountedforwater(UFW)isattr
leaksfoundthroughaleakdetectionprogram.
EliminationofthisUFWequatestoannualsavingsofapprox
$6.5
million. Thisnumberisconservative,asitdoesnotaccountforsubs
leakslastingformorethanayearorfortheadditionalcosts
treatingtheleaksthatdrainintothesewersystem.
Howevertheongoingleakdetectionandrepairprogramha
significantgainsinreducingUFW.DWSDalsohadaleakdet
programbeingperformedintheearly1990s.
Itshouldbenotedthattheperiodbetweentheseprograms
1997
highlighted
opposite
in
blue)
was
the
only
time
that
thactuallyincreased.
Basedonthisdataitcanbeshownthataleakdetecti
repairprogramshouldbeongoingandnotaonetime
ItiswasrecommendedthatDWSD
continuewithitsannualleak
detectionandrepairprogram.
Figure 1 was obtained from the DWSD annual Summary of Operating Statistics reports for 1991through 2000 and shown in CWMP, DWSD Contract No. CS-1278, March 2004.DWSD had a leak detection program from 1991-1993 and an ongoing program active since 1997to which recent reductions in % unaccounted-for water may be attributed. The total UFWattributed to leaks reduced from a high of nearly 20 percent in 1997 to 16 percent in 2000.
Source:http://www.dwsd.org/about/water/Task_C_UFW.pdf
4.2
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4.2 Water
MAJOR PLANNED/ON-GOING PROJECTSMITIGATIONSTRATEGIES(cont.)
CapitalImprovements:
Piperehabilitationandreplacementprogram
CWMP,DWSDContractNo.CS1278,March2004,statestha
majorityofmainbreakscanbeattributedtooldpipesthathexceededtheirusefullife.
Basedonthelast5years,DWSDhasreplacedanaverageof
ofpipeannually.
Approximately,1,950milesofpipeareolderthan75yearsa
shouldbereplaced.However,thiswilltakeapproximately 1
tocompleteatthecurrentreplacementrate.
Anewpiperehabilitationandreplacementprogramis
developedaspartoftheCWMP.
ThisreportwillproposeastrategyfortheDWSDtobe
manageitsreplacementprograminordertoaccelerat
rateofpipereplacement.
OTHERSTRATEGIESINCLUDE:
WaterTreatmentPlantMetering
MeteringofAccounts
MeterTesting
WaterAudit
UnidirectionalFlushing
Figure 2 is a summary of the DWSD UFW from 1998 2003 as presented in CWMP, DWSDContract No. CS-1278, March 2004. On average, the total quantity of water attributed to UFW is42,570 MG each year. The largest known quantity of UFW is attributed to leaks, then hydrantuse (mainly by other City departments).
SOURCE: 1. DWSD, http://www.dwsd.org/about/water/Task_C_UFW.pdf
4.2
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4.2 Water
FISCAL POSITIONPOTABLESERVICEANDSEWAGESERVICE
Funding:
AsanEnterpriseFundofDetroitCity,DWSDdrawsitsfundingfrom:
Revenue Customercharges:99.11%salesandchargesonbasisof:
Potable:
Metered
and
Combination Sewage:%ofpotableconsumed
Wholesale:Bulkmeter.Chargeistocommunityasawhole localcouncilrespo
forcollectionfromindividualconsumers
MiscellaneousincomeintheformofgrantsandrevenuefromboththeCityofDetroitG
FundandStateandFederalsubsidies
Around75%of watersalesaretowholesalecustomersinthesuburbs,therestissoldi
Over40%ofseweragerevenuesarefromsuburbancustomers
FiscalGovernance:
BudgetanticipatesthatasanEnterpriseFund,boththeWaterandSewageFundswillbeself
andprofitsarereinvestedortransferredtoCityGeneralFund
Budgetsetonanannualbasis.
Budgetsetonthebasisofforecastofhowmuchwaterwillbesoldandtreatedincomin
Budgetcoversbothoperationsandinvestment
TheWaterandSewageEnterpriseFundsaredesignedtobeselffinancing
ChargesmustbeapprovedbytheBoardofWaterCommissionerssupportedbyaTechnicalAd
Committee
SOURCE:1.McKinsey,DDOTDiagnostics,October2010.2.DWSDMeeting,October2010,3.CityofDetroitBudgets
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FISCAL POSITION
Current position and identified issues Opportunities in the short to medium term Impact on Detroit Works
Capital investment challenges
Wastewater treatment plants have been non-compliant periodically for the past 40 years
Water bond payments increased by 50%over the period 2004/05 to 2009/10 butcapital investments decreased by 8% overthe same period
Sewerage bond payments increased by 42%over the period 2004/05 to 2009/10 but
capital investments decreased by 61% overthe same period
Staffing challengesSkilled personnel are being lost and DWSD
is finding it increasingly difficult to fillbudgeted positions
Rate setting and regulatory challengesDifficult to increase rates as constantly
contested in the courts for both Detroitersand suburbs
Improve the benefit of DWSD to the General
FundUse unilateral actions and change current
rulings to get the highest value to the cityfrom DWSD
Private operatorsExplore private partnership structures with
private investors, operators, General Fund
and DWSDThis could help extract more value from thewater and sewerage systems
Private operators may also be better placedto generate more revenues and further costsavings
For example, typical operational cost savingscould be in the range of 10 to 20% from suchan arrangement
The future state of the water and sewerage
systems, along with the viability of DWSD as anentity are key to the Detroit Works project. Thecurrent lack of investment in the water andsewerage infrastructure is of concern and are likelyto become more challenging as service standardsare raised. The current infrastructure will be unableto cope as the recent under-investment takes its toll.
SOURCE:1.McKinsey,DDOTDiagnostics,October2010.2.DWSDMeeting,October2010,3.CityofDetroitBudgets
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FISCAL POSITION
ComparedtoothercitiesDetroithasbothlowmedianhouseholdincomeandaveragewaterb
Increaseinwaterrateswillhaveimplicationsoaffordability
Residential Customers,15,000 Gallons BillableWater Usage
Average bill =$17
Typical MonthlyWater Bill US $
0
5
10
15
20
25
30
0 10000 20000 30000 40000 50000 60000 70000
Median HouseholdIncome US $50 largest cities
Tulsa
Honolulu
Oakland city
Omaha
Colorado
Cleveland
Detroit
Las Vegas
Seattle
Virginia BeachAtlanta
Fresno
Long beach
Sacramento
TucsonMinneapolis
Oakland
Kansas
Oklahoma
Louisville
AlbuquerquePortland
The typical monthly water bill in Detroitranks 11 (1=lowest) and is below theaverage and median values whencompared with 50 largest US cities.Detroit ranks 3 (1=lowest) in terms ofmedian household income rankings of
50 largest US cities (by population) Average medianhouseholdincome=$47121
Source: Black & Veatch 2009/2010 Water/Wastewater Rate Survey of 50 largest cities (by population) in US,American Communities Survey, HC analysis
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DETROITS WATER
Detroits household water consumption is slightly larger thUS average but significantly lower than other areas in theservice area .
DWSD Comprehensive Water Masterplan 2004 noted thaResidential Water Consumption per capita per day was aGallons/capita/day) In Detroit residential use was around Gallons; Milwaukees use was similar to the US average oGallons.
Circle of Blues Urban Water Pricing Survey 2010 noted Detroits Average Daily per Capita residential use had dec
63 Gallons; Milwaukee had also declined to 47 Gallons. Tfigures highlight a reduction in water use of around 25%.
Water rates are relatively low in the Great Lakes region dproximity to abundant water
However, in most major cities water use is declining whilecharged to residential customers are rising.
For this reason, many cities in the Region are actually looincrease water use because of spare infrastructure capacample supply.
Many cities are hoping to lure industry back to the region discounted industrial water rates.
Water Benchmarks Comparison Graph
BENCHMARKS/SUSTAINABILITY
Declining water sales: Average daily water use, Detroit Water and SewerageDepartment. Source: The Foster Group
4.2
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HAPPOLD CONIN-PROGRESS: DECEMBE
ADAPTABILITY
Declining water sales
Average daily water use, Detroit Water and Sewerage Department
Source: The Foster Group
Source: DWSD4.2
SUMMARY
DecliningIndustryandPopulation:
ManufacturingIndustryisindeclineandpopulationnumbe
reducingbyapproximately 10,000peryear.
InefficientUseofWaterandWaterNetworks:
Onaverage,thetotalquantityofwaterattributedtoUnacco
forWateris42,570MGeachyear.
Networksareoversized&haveassociatedmaintenanceissu
IncreasingUnemployment:
Unemploymentisincreasingandmanypeoplehavenotbee
keepupwiththeirutilitybills,evenwithcityandstatefinan
assistance.
ReducingConsumption:
Consumptionfallingby5%ayearleadingtoincreasedrates
costoftheservicemustbespreadoverthesmallernumber
gallonsused.)
IncreasingPriceofWater:
ThedropinDetroitsnetwaterdemandhaspromptedthec
waterutilitytoincreasewaterratestocompensateforlost
Reducing
Ability
to
Pay: Manypoorresidentsnowsimplycantaffordthebasicservi
Thousandsofresidenceshavehadtheirwaterconnectionsc
DWSD,forcingpeopletoadoptinformalmethodstogainac
drinkingwater.
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KEY CHALLENGES: SUMMARY
Wa
ter
4.2 PoorEmerging
ProblemsInadequateGood
DWSDhassufficientscaletoaddresswatersupplyandseweragebriefeffectively.
Statusascitydepartmentpresentsissuesintermsofindependentpricesetting,budgeting,revenue
collection,accesstofunding/finance,employmentregulations
Continuoussupplyandatadequatepressuremaintainedtoalmostallcustomers.Highpotablewater
standardsmet.
SomeaspectsofsewagetreatmentarenoncompliantwithEPA/Stateregulation(sludgestorage,discharge)Wateris drawnfromsustainable sourcesataratewhichwillnotsignificantlydepletethisresource.
Energyusagebysystemtreat,pumpandmaintainpressurerequiresfurtherinvestigation
Maintenancecyclesarebeingdelayedandwillresultinnetworkdeterioration insomeareas
Networkiscurrentlyoperatingfarbelowcapacity(approx45%)
DWSDdoesnothaveaccesstosufficientfundingtomeetnewinvestment/reinvestmentrequirements.
RevenuesarefallingrapidlyandDWSDdoesnothaveaccesstosufficientinvestmentfunding.Debtservice
paymentsmakeuplargeitemofannualbudget. Revenuecollection fromDetroitcustomersisasignificant
issue.However,therren issomescopetoraiseprices.
Supplyandtransmissionnetworkisinflexibleanddoesnotyetincorporatesignificantredundancy
Localdistribution networkscanbemodifiedorshutdownbutonlyinlimitedcircumstancesandtolittle
financialadvantage
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POTENTIAL MEASURES ASSESSMENT
4.2
Strong Potential Challenges Difficult Notapplicable
PotentialMeasures Effectiveness EaseofImplement
ation
Notes
Reducelevelofservice
provided
Nopossibilitytoreducewaterqualityormainsystempressure.
Lowerlevelofredundancycanbecontemplated sparingfutureinvestment.
Investigateroleofnaturaldrainagesystemstoreducepeakloadonstorm
drainage/wastewaternetwork
Raisedirectrevenuesfrom
provisionofinfrastructure
services
Scopeforfuturepricerises seeAmericanWaterworksAssociationprice
comparisons.
Improverevenuecollection requiresnewpowers(currentlyunderreview)
Increaseefficiencyofservice
provision
Nosignificantscopeforinternalrestructuring/staffcuts(fatcutoutfrom2005
onwards)
Develop
synergies
between
networks
Greater coordinationaroundneighborhood developmentwouldhelpwithmanaging
localdistributionnetworks.
Optimise deliverymodels Changeofgovernancestructuretoprovidegreaterindependencewouldhelpconsiderablybutwill takeconsiderableplanningandconsultation
Increaseefficiency ofresource
use
Nounderlyingwateravailabilitycrisis.Increasedefficiencywillfurtherreduce
networkthroughput(increasingsystemstressanddecreasingrevenue)
Bringnewusers Economic
andpopulationgrowth
Attractingnewuserswouldhelpsignificantlytodistributeburdenofhighfixedcosts.
NewindustrialuserswouldbeDWSDpreference.
Realignnetworkssize/capacity Notpossibleforsupplyandtransmission.Possiblefordistributioniflargeareaisdepopulated.
Decommissioningcosts onlymarginalsavingstoberealised
Use
excess
capacity
to
serve
externalmarkets
GreatLakesCompactforbidsoutofstateexport.Nosignificantcustomersavailable
withGLCarea andwouldneedextensiveinvestmenttoreachthem
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4.3
ENERGY
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4.3 Energy
OVERVIEW
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OVERVIEW
REGIONALENERGYRESOURCES
Thefollowingsectionssummarisethekeyagenciesandtheir
responsibilitiesforenergycreationandsupplywithintheD
MetropolitanRegion,withspecificfocusondevelopingab
ofDetroitsEnergyResourceswithinthecityaswellaswid
resourcemanagementissues.
Thisreportcoverstwosourcesofenergy:
1. FossilFuels,includingcoal,oilandnaturalgas
2. RenewableEnergy,includingwind,solar,biomass
CurrentStressestothesystemare:
Depletingreservesoffossilfuel
Changingenergymarketsfavouringrenewablesources
Aginginfrastructure
Reducedconsumptionresultingfrom:
Decliningpopulationgrowth
Declining Job/Economicgrowth
Increasedsustainability/energyuseefficiencyi
4.3
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4.3 Energy
GOVERNANCE FRAMEWORK
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GOVERNANCE FRAMEWORK
RESPONSIBLEBODIES
StrategicOversight&Planning:
Federal:DepartmentofEnergy(DOE):
Enablingnationalenergyandeconomicsecurity
Ensuringenvironmentalcontrolonenergydevelopment
CleanCities:providesdirectionforcoalitionsbyestablis
goalswithinastrategyframeworkthroughtheOfficeof
Efficiency.
MichiganState:DepartmentofLaborandEconomicGrowth(
andBureauofEnergySystems(BES):
SetoverallpolicydirectionthroughStateEnergyPlan
SupportCleanEnergyCoalitionatStatewidelevel
Operations/Delivery
Anumberofkeyprovidersoperatingverticallyinpowergene
anddistributionareinvolved:
NationalPlayers PrivateCorporations
DTEEnergy:NYSEListedOperatinginDetroitthrough:
DetroitEdisonEnergy(DTE)
MichiganConsolidatedGasCompany(MichCon)
ThermalVentures:OperatinginDetroitthroughDetroit
State
CMSEnergyCorporationtradingas
ConsumersEnergy
City
CityofDetroit:workingthrough
Public
Lighting
Department
(PLD)
anenterprisedepartment
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FOSSILFUELS
Michiganstateisalargeuserofenergywithannualcostsex$30billionorthe8thhighestinthenation.
Michiganimports100%ofthecoalanduraniumused,96%fueloilandpetroleumproductsand75%ofthenaturalgas
DetroitEdison'sFuelMixUsedtoSupplyElectricity:
Coal:80.5%
Nuclear:16.5%
NaturalGas:1.4%
Oil:
0.2% Renewable:1.4%
ThechallengeistostrengthenMichigan'svalueaddedeconwhileminimizingrelianceonfossilfuels,particularlythosei
fromother,lessstablecountries.
RESOURCES AND NETWORKS
Source: Detroit Edison's Fuel Mix, 20094.3
Nuclear 16.5%
Oil
0.2%
Renewables 1.4%
NaturalGas 1.4%
Coal 80.5%
Nuclear
NaturalGas
Oil
Renewables
Coal
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GREATLAKESREGIONENERGY
RESOURCES
U.S.electricitysoldtoCanadaissourcedvia5citDetroit,Michigan;GreatFalls,Montana;Portland
Ogdensburg,NewYork;andPembina,NorthDako
ThemaphighlightsamarkedshifttowardsmorerenewableenergysourcesinCanada,includingH
electricandThermalElectricFacilities.
Incontrast,thenorthernStatesofAmericawhichtheGreatLakesstillrelypredominantlyuponnon
renewableenergysourcessuchascoalandnatur
In2009,DetroitshowedtheseverestrateofdecliamongAmericansuppliersofelectricityimported
Canada=$102.8million,down81.4%(17.9%ofC
Imports)
The
Canadian
market
for
imported
electricity
fromrenewableresourcesisdeclining.
SOURCE:1.ENERGYINFORMATIONADMINISTRATION&CANADIANCENTREFORENERGY
4.3
RESOURCES AND NETWORKS
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COALBASINAPOTENTIALLYEXPENS
SOURCEOFENERGY
DetroitEdisonEnergy(DTE)burnsabout80percentmorecothan35yearsago.
Morethan70percentofthe22milliontonsofcoalburnedEdisonpowerplantsislowersulphurwesterncoal.
DTEimportswesternsubbituminouscoalstoreduceSO2e
Inaddition,twonewfluegasdesulfurization(FGD)unitscam
lineattheMonroePowerPlantin2009toreduceSO2emisevenfurtherinpreparationforanticipatedfederalregulatio
Largedepositsofcoalexistthroughoutthemiddleofthesta
howevernewcoalfacilitiesareenormouslycostlytobuilda
notconsideredeconomicalatpresentasdemandisflatand
possiblydeclining.
OilseaportsexistinDetroitandPortHuron.
RESOURCES AND NETWORKS
Source:MichiganDNRE
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NATURALGASISANIMPORTA
REGIONALRESOURCE
MichiganhasmorenaturalgasreservesthananyStateintheGreatLakesregion.
TheAntrimnaturalgasfields,inthenorthernLoPeninsula,areamongthelargestintheNation.
MichiganhasthemostundergroundnaturalgascapacityofanyStateintheNationandsupplies
gastoneighbouringStatesduringhighdemand
months.
NaturalgasheatsroughlyfourfifthsofMichigan
RESOURCES AND NETWORKS
Source:USEnergyAdministration
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RESOURCES AND NETWORKS
NEGLIGABLEUSEOFRENEWA
Currentlylessthan2%oftheelectricitygenerateMichiganisfromrenewableso