The ACEC/Michigan Board of Directors gathered for its annual Board Retreat on June 5, 2025, at the Crowne Plaza Lansing to reflect on current accomplishments, evaluate progress on strategic goals, and chart the course for future initiatives that strengthen the engineering profession across Michigan. The retreat focused on advancing the organization’s three strategic goals: enhancing business success for member firms, growing and diversifying membership, and developing Michigan’s future engineering workforce.

Strategic Plan Accomplishments and Workforce Development Partnerships

Executive Director Ron Brenke and Deputy Director Troy Hagon provided an overview of recent accomplishments, emphasizing ACEC/Michigan’s continued focus on workforce development. Eric Barden highlighted the importance of engaging with MDOT to allow interns on MDOT contracts—a step seen as pivotal in strengthening the industry pipeline.

Guest speakers Amy Kaatz from the Michigan Department of Labor and Economic Opportunity (LEO) and James Jackson from MDOT underscored the value of sustained partnerships. The Board committed to holding quarterly workforce development meetings with LEO and MDOT and supporting initiatives such as the Transportation Employer Led Collaborative (ELC) and enhanced workforce education models.

Legislative Update and Transportation Funding Advocacy

The Board also received a comprehensive legislative update from Melissa McKinley, President of Kelley Cawthorne, ACEC/Michigan’s multi-client lobbyist. Melissa provided insights on the current political landscape in Lansing, State budget negotiations, and the progress of legislation affecting the engineering industry, including ACEC’s efforts to advance Qualifications-Based Selection (QBS) legislation.

Melissa was joined by John Sellek, Chief Strategist and CEO of Harbor Strategic, for a focused discussion on how ACEC/Michigan could engage more deeply with the Michigan State Senate on the issue of long-term, comprehensive transportation funding. John emphasized the importance of building sustained relationships with key legislators and crafting a clear, unified message on the necessity of infrastructure investment for Michigan’s economic future. The Board expressed strong support for enhancing ACEC/Michigan’s role as a trusted industry voice in these critical policy conversations.

Strategic Goal 1: Providing a Competitive Advantage for Member Firms

Led by Steve Carlisle, discussions under this goal focused on delivering tangible benefits to ACEC/Michigan members to help drive business success. 

Key priorities include:

• Exploring the use of Artificial Intelligence (AI) in the engineering industry, including training, real-world applications, and policy development.
• Expanding access to ACEC National training opportunities by improving communication and outreach.
• Addressing challenges related to Disadvantaged Business Enterprise (DBE) program changes and helping members navigate new compliance expectations.
• Supporting the continued success of the Emerging Leaders Program (ELP) and strengthening alumni engagement through new awards and networking opportunities.
• Continuing the Board Observers process, with consideration of rotating terms and improved onboarding to enhance leadership development.

Strategic Goal 2: Growing and Diversifying Membership and Partnerships

Under the leadership of Scott Shogan, this goal seeks to strengthen ACEC/Michigan’s reach and relevance by attracting new members and enhancing retention strategies. 

Key takeaways include:

• Leveraging ACEC committee participation—such as the Water/Wastewater Committee—to engage non-members and introduce them to ACEC’s value proposition.
• Developing a New Member Playbook with talking points and engagement strategies, along with Board liaison assignments for every new member.
• Exploring changes to the dues structure to balance financial sustainability with early engagement incentives, such as complimentary event registrations.
• Evaluating the establishment of a formal Membership Committee and engaging structural and MEP firms to better understand their unique needs and retention challenges.

Strategic Goal 3: Building and Retaining the Engineering Workforce of the Future

Led by Lauren Roller, the Board reaffirmed its commitment to workforce development as a cornerstone of ACEC/Michigan’s long-term sustainability. 

Highlights include:

• Increasing member firm participation in K-12 and college outreach through shared tools like the Career Path and Discipline Opportunities PowerPoint, housed on the ACEC/Michigan website.
• Expanding partnerships with other engineering societies, including ASCE, ITE, ITS, WTS, ESD, and others, to amplify workforce development efforts.
• Continuing active participation in the Detroit and Lansing Construction Science Expos, the MDOT TRAC Bridge Challenge, and the MDOT TDRP to inspire future engineers.
• Exploring the creation of a new high school scholarship to encourage students pursuing STEM careers.
• Strengthening relationships with community colleges and universities to bolster the engineering talent pipeline.
• Ensuring retention through robust leadership development programs such as the Emerging Leaders Program, PSMJ PM Bootcamp, and CEO Roundtables.

Board Liaisons and Committee Engagement

The Board reviewed and updated its liaison assignments for 2025–2026 to ensure strategic alignment with ACEC/Michigan’s goals and to foster leadership development within committees. In addition, discussions are ongoing regarding the formation of a new Technology Committee in coordination with MDOT to address emerging technology issues.

Looking Ahead

The retreat underscored the Board’s shared commitment to positioning ACEC/Michigan as the voice of the engineering industry, while also driving innovation, inclusion, and growth. By working collaboratively with educational institutions, government agencies, and industry partners, ACEC/Michigan is taking deliberate steps to secure the future of the profession and the prosperity of its member firms.

For more information about ACEC/Michigan’s strategic priorities and how your firm can get involved, visit www.acecmi.org.