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DTE Energy aspires to create an irresistible organization that furthers our journey to becoming the best operated energy company in North America and a force for growth and prosperity in the communities where we live and serve. We’re passionate about our work because we’re not only serving our customers by providing safe, affordable, clean and reliable energy, we’re creating jobs, helping to strengthen the middle class and improving the quality of life for people who live in the communities where we do business. At DTE, we lead, serve and transform with our energy.
Widely viewed as an “employer of choice” in the region, DTE’s historic and successful approach to recruiting the right talent at the right time was focused on attracting the best qualified talent, screening and testing to achieve job and cultural fit, and targeted outreach strategies to ensure that compliance-related goals were met.
Today, DTE’s approach to talent acquisition has changed. Our work to lead with our purpose, create culture of service excellence and build a diverse and inclusive workforce, has influenced our hiring strategy. We’re also looking for skills and expertise – in science, technology, engineering, math, analytics and skilled trades – that are in high demand and critical to our industry, while the labor market is tightening and shrinking.
Utilities across the country, including DTE Energy, are managing the largest turnover in our workforce as the baby boomer generation retires. DTE projects that approximately 35% of our workforce will be eligible to retire or otherwise leave the workforce during the next ten-years – a period that will be impacted by major transformation of our business through technology investments, regulatory changes to our electric generation portfolio and upgrades to our distribution infrastructure.
DTE’s strategic talent acquisition objectives include:
- Develop a deep, diverse, and inclusive workforce and talent pool
- Attract and retain the best talent to execute our aspiration and purpose
- Focus on building a culture of service excellence for both internal and external customers
- Deepen our safety and well-being culture through training, technology and communications
- Deliver a world-class technical training and development experience
- Continue to shape and implement a total rewards strategy
- Flawlessly execute the HR technology roadmap
CARING FOR OUR DTE FAMILY
At DTE, people are the center of our business. As we live our service keys of Safe, Dependable, Efficient and Care, we start first with our employees. We have more than 11,000 people working to serve customers and communities with affordable, reliable and clean energy. And we know that if each of us is healthy and well, we will be able to give our best personal energy to our work, our families and our communities.
We have a long rich history of supporting the health of our employees, but we have embarked on a journey to become the healthiest and most well-being supportive organization. The consensus is that developing a culture of health and well-being, and further investing in our employees, is clearly connected to our overall business goals, and is the right thing to do. The research is clear that this effort will:
- Most importantly improve the health, well-being and vitality of our employees at work, at home and at play
- Activate the linkage between care for employees and care for customers
- Increase employee satisfaction and engagement
- Improve safety/injury reduction
- Attract and retain the best talent
- Improve productivity and reduce absenteeism
- Improve organizational performance
- Enhance brand positioning and company profile
It is important to reinforce that our why remains the same as it’s been for decades – it is the right thing to do because WE CARE.
Leadership Commitment to Health & Well-being
For years we have witnessed an outstanding level of executive support and concern for employee health and well-being. In 2019, DTE stepped up its leadership support efforts even more by establishing a Well-being Executive Leadership Committee (WELCOM). This team of leaders from various DTE locations and business units helps set the course and navigate our journey to becoming a benchmark Culture of Health & Well-being.
“One of the hallmarks of our culture at DTE has always been a spirit of caring for our customers, co-workers and communities. We believe that, now more than ever, caring means supporting the health and well-being of each person in our DTE family so we can all give our best energy to everyone we serve.” – Jerry Norcia, president & CEO
“Well-being for employees is one of our most important undertakings, and we need to assure ourselves that we are doing everything we can.” – Trevor F. Lauer, president & COO, DTE Electric
“Just like our approach to safety, health and well-being is a shared responsibility. That is why we are committed to achieving our goal of helping our DTE family live life with more vitality.” – Diane Antishin, vice president, HR Operations and chief diversity & inclusion officer
Our Philosophy
We are focused on supporting the DTE family holistically, including physical health, emotional well-being, social connectivity and financial fitness with the mission: “Empower employees and their families to live with positive energy, good health and a passion for life by fostering a lifetime commitment to total well-being.” Read the Annual Culture of Health Report to learn more about our why, strategy, support, programs, and how we measure our success.
Supporting Diversity and Inclusion (D&I) is critical to the well-being of our organization.
DIVERSITY AND INCLUSION
At DTE Energy, our commitment to Diversity and Inclusion (D&I) is critical to building a diverse, empowered and engaged team that delivers safe, reliable service and energy to our customers. We know that a diverse workforce and inclusive culture contributes to our success and sustainability by driving innovation and creating trusted relationships with our employees, customers, suppliers and community partners. When we tap into the talent, unique perspectives, and cultural and life experiences of every employee, we ensure our continued success.
D&I is directly aligned with DTE’s corporate business objectives. One of our company’s top priorities for our workforce is to build a deep, inclusive, and diverse talent pool. In 2019, our D&I strategy continued to focus on driving a culture of inclusion across the enterprise as we entered and navigated Phase 3 of our overall D&I roadmap.
Leadership Commitment to Diversity and Inclusion
In 2019, DTE Energy ranked number four on DiversityInc.’s top utilities. The driver behind this recognition was our leadership’s commitment to D&I.
“At DTE, we know that improving the way we work together and serve each other on the inside is the key to providing world-class service to our customers. When we take the time to understand and respect each other’s differences and care about each other’s safety and well-being, we create inclusion.” – Jerry Norcia, president and CEO, DTE Energy
“Diversity and inclusion are the necessary elements to having a highly engaged workforce and the key to people feeling proud of the company that they work for. When people know that their contributions are valued and that they are valued as individuals, that’s where the magic happens.” – Diane Antishin, vice president, Human Resources Operations and chief diversity and inclusion officer
In 2019, we took a significant step forward by asking every senior leader to create and implement an annual diversity and inclusion plan – one that reflected development in their personal journey as well as what D&I actions they would lead within their business unit. These expectations were tied to executive performance evaluations and annual compensation. We plan to extend these expectations to mid-level leadership in 2020.
We created the Inclusion Diversity Oversight Committee (iDOC) – a team of leaders to help drive our Diversity and Inclusion efforts. The Committee is chaired by Trevor Lauer, president and COO of DTE Electric. Members include Diane Antishin, vice president of Human Resources and chief diversity and inclusion officer, and senior leaders from across the enterprise, including union representatives. Trevor Lauer and Diane Antishin also completed a one-week DiversityFIRST certification course, sponsored by the National Diversity Council.
We strengthened our focus on equipping our leaders with education, tools and resources to drive the creation of a more diverse and inclusive workplace. We refreshed our D&I intranet site with videos, team building exercises and training tools, and launched monthly tips and try-its to encourage leaders to practice behaviors that foster inclusion.
Culture of Diversity and Inclusion
At DTE Energy, we’re focused on building an inclusive culture and creating a safe environment where all employees feel welcome and a sense of belonging. We understand that having a diverse work force makes us a better company – with unique experiences and perspectives that improve our ability to innovate, solve problems and better understand and serve our customers.
DTE ranked in the top three percent among employers worldwide in engagement by Gallup. This extraordinary achievement can be attributed to a persistent focus on engagement, including our top decile safety performance, a robust diversity and inclusion program with eight employee resource groups, comprehensive health and wellness programs and a thriving volunteerism program.
In recognition of Celebrate Diversity Month in April, we launched a new “You are Welcome Here” video and announced the Inclusion Diversity Oversight Committee to all employees and externally on our company’s website and social channels.
In October 2019, DTE launched a week-long campaign, called “Welcome Week”, that engaged leaders and employees across the company in conversations about inclusion. We distributed 2,200 leader toolkits and held a “Let’s talk about…inclusion” event, hosted by WJBK TV 2’s Lee Thomas who led a panel discussion with company leaders about why inclusion matters. The event was broadcast live via Microsoft Teams to all 10,000 employees.
Our annual internal communications campaign resulted in more than 80 D&I related communications, ranging from stories about employees and leaders helping to build a more inclusive workplace and support diverse communities, to promoting D&I related-events, to editorials from our company’s D&I leaders responding to national tragedies, such as the shootings in El Paso, Texas and Dayton, Ohio.
Employee Resource Groups
DTE’s eight employee resource groups, which we call Energy Groups, are another way we’re building a culture of inclusion. Our active and engaged employee energy groups build a safe and welcoming environment and offer professional development, education, networking, mentoring and support:
- Abilities in MOTION (AIM) Energy Group embraces differently-abled people and advocates for a supportive, accommodating, safe and welcoming workplace at DTE.
- Asian and Middle Eastern American(AMEA) Energy Group is committed to advancing understanding of Asian and Middle Eastern American employees.
- Power of Pride (POP) Energy Group supports members of the lesbian, gay, bisexual, and transgender (LGBT) community to perform at their highest potential, personally and professionally, without fear.
- Respecting Ethnic And Cultural Heritage (REACH) Energy Group builds awareness of black employees through talent development, mentoring and educational support, volunteerism and community outreach.
- Somos DTE – “We are DTE” Energy Group celebrates the cultural diversity and contributions of our Latino and Hispanic communities.
- SURGE Energy Group supports young professionals by creating formal and social opportunities for personal and professional growth and awareness to influence the future of DTE.
- Veterans Empowerment, Transition and Support (VETS) Energy Group engages and empowers a military-focused community that is rooted in support and service.
- Women of DTE energy group supports women by fostering engagement, personal connections, and growth and development opportunities.
In 2019, a group of DTE employees sought approval to start our company’s ninth employee resource group – DTE’s Family Energy Group. They are on-track to launch in early 2020.
Our Energy Groups held events to build awareness and education, volunteered and supported nonprofit organizations and mentored coworkers, young professionals and youth. For the first time, our DTE Energy Foundation provided a $10,000 grant to each Energy Group to donate to nonprofit organizations that the Energy Group cared about.
Measuring our Diversity & Inclusion Success
DTE continues to work toward building a diverse leadership team and workforce with a focus on women, minorities, veterans and people with disabilities. We measured our D&I performance across several metrics in 2019:
- Diverse candidates
- Workforce representation of females
- Workforce representation of minorities
- Workforce representation of veterans
- Workforce representation of employees with disabilities
- Diversity of leadership promotions and hires
- Diverse hires
- Diversity of top high potential talent
- Employee engagement
- Number of D&I related communications
- Supplier diversity spend
- Ranking and scores from D&I surveys
Ratio of basic salary and remuneration of women to men
DTE Energy is committed to offering compensation that is competitive, market-driven and internally equitable. To ensure this, DTE conducts an annual review of compensation practices as part of its affirmative action programs. Approximately half of DTE Energy’s employees are represented by unions, where pay is uniformly determined through contracts regardless of an employee’s gender. For non-represented employees, DTE’s Human Resources professionals establish pay ranges for each job classification, and then work with hiring leaders to make competitive offers within the range to candidates based on objective factors like years of experience and strength of skills relevant to the job.
2019 Diversity of governance bodies and employees
The Board of Directors is comprised of 13 members and includes three women and three minorities.
Our work is being recognized
- DTE has been named a Gallup Great Place to Work winner for 13 years
- Named Metro Detroit’s Best and Brightest Companies to Work for the past 15 years
- Named a Gold-Level Veteran-Friendly employer three years in a row by the Michigan Veterans Affairs Agency
- Earned a top spot on the nation’s Disability Equality Index Best Places to Work for Disability Inclusion the past two years
- Named a 2019 Leading Disability Employer from the National Organization on Disability
- And, since 2016, DTE has been on Diversity Inc.’s list of top five utility companies for diversity.
Supplier Diversity
DTE has a long history of pursuing partnerships with minority women and veteran-owned businesses and encouraging diverse companies to explore supplier opportunities.
2019 results
In 2019, we spent more than $600 million – nearly 20 percent of our overall external spend — with certified minority and women-owned businesses and won 14 supplier diversity awards. Our spending with diverse suppliers has increased by 50 percent since 2013.
Last spring, we also committed to spend at least $500 million annually with businesses owned by women and minorities over the next five years.
Our program
Our award-winning supplier diversity program benefits our company, its suppliers and the communities we serve.
For diverse suppliers, DTE’s focus on outreach, mentoring, advocacy, and training means new opportunities to succeed and grow. For us, an inclusive supply base brings innovative ideas that add value, so we can provide exceptional service for our customers. For our communities, supplier diversity creates jobs, expands the economy and builds the capacity for revitalization.
This is why we use outreach, advocacy and training to seek out diverse entrepreneurs and help them grow. These are often small or mid-sized companies that connect with us, or our largest suppliers, through unique outreach opportunities or involvement in minority-business organizations.
An innovative approach
Outreach is facilitated by involvement in groups like the Michigan Minority Supplier Development Council and the Women’s Business Council and by supporting unique outreach opportunities, including:
Faith-based Supplier Immersion Day Summits – Since 2015, we have sponsored information and networking meetings at churches located in Grand Rapids and Detroit, Michigan. Small, minority entrepreneurs get the chance to learn about bid opportunities and network with our buyers and representatives from our largest suppliers and learn. These events have resulted in nearly $13 million in business awarded to diverse-owned enterprises and have opened the door for other contract opportunities. Faith-based leadership and advocacy groups lend support to the business owners prior to and during the events.
Michigan Diverse Supplier Showcases — Select small and medium diverse businesses are given the chance to compete for a contract opportunity with DTE. Entrepreneurs are invited to give a presentation to a panel of our buyers and business unit leaders. All presenters receive valuable and immediate feedback on their presentation and business plan. Sourcing decisions are made that day based on the presentations. These events have resulted in more than $1 million in contracts awarded to diverse businesses since 2016.
Awards
As a result of our leadership, DTE received a record-breaking 14 supplier diversity achievement awards in 2019 for our commitment to partnering with women and minority-owned businesses.
Among them was the selection of DTE Chief Procurement Officer Tony Tomczak as National Minority Supplier Development Council CPO of the Year. The honor recognizes an outstanding leader whose vision, passion and integrity have advanced the cause of supplier diversity throughout the corporate world. Tomczak was chosen out of a field of 300 CPOs from corporations nationwide.
Tier II measurement and focus
We multiply the value of our supplier diversity dollars by encouraging our Tier I suppliers to embrace this same commitment and by measuring their efforts. Tier 1 supplier spending amounts are reported and tracked and the percentage of diversity spend is based on business unit goals. Last year, our Tier 1 suppliers spent $106 million with Tier II diverse-owned businesses, an increase of 20 percent over 2018 Tier II spend.
One supplier’s story
Ten years ago, certified diverse supplier Carla Walker-Miller left a successful engineering career to launch Detroit-based Walker-Miller Energy Services. The company distributed medium and high voltage equipment and DTE was among her first customers. Initially, her company thrived and then in 2009, growth stagnated because of the recession.
Rather than quit, Walker-Miller adapted. She began working as an energy waste reduction subcontractor, and slowly acquired prime contracts. A decade later, that persistence and patience is paying off. Walker-Miller is an industry leader in energy waste reduction consultation, employing specialists that show DTE customers how to reduce their energy use.
Walker-Miller started with 11 employees. Today, the company employs 120 people in three states, and revenue is growing. DTE’s 2019 spend with Walker-Miller exceeds $11 million.
Additionally, the company strives to ensure 60 percent of its local team members are Detroit residents, and trains Detroiters without experience to become certified energy auditors.
After nearly two decades as a supplier, Walker-Miller says DTE is a “clear leader” in supplier diversity and credits our supplier diversity team with allowing her business to maximize its opportunities.
RECRUITING TOP TALENT
With the wave of workforce change approaching, one of our key talent goals is to position DTE as a “destination employer” for top qualified and diverse talent, and a place where talent becomes best practice leaders. Finding and acquiring well qualified, high potential and diverse talent has become more difficult in recent years due to an improving economy, an influx of new start-ups and a revitalized manufacturing industry. These dynamics are accompanied by a new demographic of job seekers who have very different expectations about how they engage in the job hunt and interact with potential employers. As a result, leading organizations nationally are investing in more proactive recruiting (i.e., a combination of sourcing and “high touch” with potential applicants), technology and in their people to counter the market forces impacting both new employee attraction and retention.
DTE’s relationships with professional development organizations is key to our recruitment strategy and aligns with our diversity and inclusion goals. DTE cultivates relationships with national and local chapters of groups like the Society of Women Engineers (SWE), National Society of Black Engineers (NSBE) and the National Black MBA Association (NBMBAA) by providing support and active participation at key events. These organizations serve as long-term partners and key pipelines to top diverse engineering, finance, accounting and operations talent. Recognizing the importance and focus on recruiting talent to Michigan, the Women of Color STEM conference and the Engineering Society of Detroit (ESD) are also important partners committed to growing and supporting regional talent development. In 2019, DTE interacted with over 1,350 job candidates that now serve as a key talent pool for current and emerging career opportunities.
WORKFORCE DEVELOPMENT
Workforce Development at DTE Energy is complex, with many different facets, stakeholders, funding streams, activities and desired outcomes. As a result, DTE is focused on working with industry and community partners to both improve educational outcomes for students and create employment pipelines to good-paying jobs that support economic vitality in the communities and states where we do business.
Our external workforce development efforts can be described in two ways – traditional and non-traditional. Our traditional workforce development activities leverage our industry partners, are primarily, though not exclusively, funded through corporate dollars and focused on building talent pipelines for DTE. However, DTE’s aspiration to be a force for growth propels us to do more – to have a positive impact on the community-at-large, with an emphasis on responding to the needs of at-risk and under-represented populations.
Here DTE strives to be the “rising tide that lifts all ships.” We’re working to improve the educational outcomes of students in Detroit and other struggling communities and create employment pipelines to family-sustaining jobs at DTE for at-risk, minority, differently-abled, veterans and returning citizens populations.
Our non-traditional workforce development activities are funded primarily, though not exclusively, through the DTE Foundation, developed for DTE and all of Michigan, and are heavily focused on community partnerships. Our work targets at-risk communities in Detroit and across Michigan. While we’re building our talent pipeline, we’re also developing our workforce through training and education.
Youth Employment
DTE Energy is a top employer of youth in Michigan and understands that youth employment programs are key to a strong and vibrant Detroit and Michigan. Annually, more than 900 college and high school students participate in our summer and year-round employment programs, designed to prepare students for future careers. We also offer some student mentoring opportunities, and services such as resume writing, interview skills, financial literacy and transportation.
DTE provides students with exposure to a variety of career options, technical skills and leadership coaching. Our company works with 250 students who have barriers to employment, such as challenges related to transportation, income and academic readiness. These students are provided mentors and services like resume writing, interview skills, financial literacy and transportation.
DTE is the only business to host Project Search students in Detroit, a program that helps students with disabilities gain meaningful employability skills as they transition out of the public school system.
DTE is also partnering with Career and Technical Centers in Detroit, including Randolph, Breithaupt, and Southeastern, as well as technical schools around Michigan, to update their programs, add new equipment, and rebuild their infrastructure to help prepare young people for a career in skilled trades.
DTE Energy and the DTE Foundation have been decade-long supporters of FIRST of Michigan, which encourages students to explore the world of STEM-essential fields in the energy industry. DTE sponsors 25 high school (FIRST Robotics Competition) and 25 middle school (FIRST Tech Challenge) teams, and more than 20 events, focusing our support on teams with challenged backgrounds and barriers to success. We’re building relationships with youth early in their development and exposing them to the benefits of pursuing careers in energy and with DTE.
Hiring individuals with barriers to employment
As the Co-Chair of the Michigan Energy Workforce Development Consortium (MEWDC) established in 2008, DTE is identifying and acting on workforce issues crucial to building and sustaining Michigan’s energy industry.
- The MEWDC completed critical work in February 2016 by establishing a 17th “career cluster” focused on energy for career and technical education (CTE).
- The MEWDC established standards for a pre-apprenticeship program addressing specific energy job roles where high school students enrolled in the Energy Industry Fundamentals (EIF) in CTE high schools became eligible for “dual college credit” at partnering higher educational institutions.
- The program today exists in five districts in the state and is also delivered in select community colleges with a primary focus on two job roles – electric line worker and gas technicians. The pre-apprentice program serves as a feeder into registered apprenticeships for electric line apprentice and currently non-registered gas technicians.
In 2017, DTE partnered with Henry Ford College to help launch its Power and Trades Pathways Program that provides certificate and associate degree programs and supports multiple career pathways in skilled trades, such as electric operations, gas operations, construction and engineering. Ten participants from the pilot group completed the Power and Trades Pathway Program in 2018; 100% are now employed. By the end of 2019, Henry Ford College had 15 students complete and receive pre-apprentice certificates in Natural Gas Distribution and Transmission and Overhead Line worker programs. Additional information can be found at Discover Skill Trades.
DTE depends on 1,300 skilled tree trimmers to keep trees away from power lines, but Michigan continues to face a critical shortage of qualified people. At the same time, people coming out of prison have an unemployment rate of 60 percent – more than 15 times the overall state rate – and without stable employment, roughly one-third will reoffend.
In 2018, to close DTE Energy’s employment gap and provide job opportunities to returning citizens, DTE began working closely with the International Brotherhood of Electrical Workers (IBEW) Local 17 and the Michigan Department of Corrections to design and install a climbing structure and training curriculum for the program at Parnall Vocational Village. In June 2019, DTE launched the first in the nation program. Nineteen individuals have enrolled to date and four have been placed in positions with our tree trimming contractors. We expect 40 people per year to graduate from the program.
As a leader in employing people from challenged backgrounds, such as differently abled, veterans, and returning citizens, DTE’s additional efforts include:
- Partnering with the Autism Alliance of Michigan (AAoM) to recruit and place people with autism into employment opportunities at DTE, which include student internships and temporary and full-time positions.
- Among nine employers certified as a Gold Level Veteran Friendly Employer, which places DTE in the top four percent of veteran hiring programs in Michigan
- DTE is part of a pilot program with the Michigan Veteran’s Affairs Agency called GRIP – Guard-Reserve Interview Promise program – which helps attract and hire people in the Guard and Reserves
- DTE participates in the Military Leave Program for full and part-time employees called to active or emergency military duty. To ensure our vet’s financial health during this time, the program pays employees the difference between their military pay and their DTE pay for the duration of their active duty or annual reservist training, per the terms of the program
- In the fall of 2017, DTE “moved the box” by removing a small but significant barrier to employment on our job application form. This allows recruiters and hiring managers to focus on a candidate’s job qualifications. Employees were overwhelmingly supportive of the program, expressing that “a criminal record shouldn’t be a life sentence of unemployment.”
DEVELOPING OUR TALENT
At DTE Energy, we know that continuous learning impacts employee performance and engagement. Employees can learn more about opportunities to pursue their learning and development and access training courses in an annual learning brochure and on our intranet site.
Starting 2017, DTE began to transform its technological infrastructure to better enable the management of the entire talent pipeline. In 2019, a new Learning Management System was launched that integrates with the existing core HRIS system, the Recruiting, the Onboarding and the Employee Development systems, creating a platform that allows us to better manage the whole employee and their development.
Our foundational capabilities learning curriculum offers about 200 free instructor-led and online courses in nine specialty areas, strategically designed to support our corporate priorities. Employees can register for courses of interest on our intranet site. This year, we launched our new learning management system, which provides a more user-friendly experience for our employees, integrating development planning and learning in one system.
DTE Energy offers two leadership development curriculums. Aim2Lead is a part of the Strong Leadership Foundational capability, a custom-built training program designed for Individual Contributors who are inspired to become future leaders at our company. Leading with Energy is a comprehensive development program for front-line leaders new to their leadership role at DTE Energy. Leaders gain insight, feedback and personal growth, while learning about the company’s competencies and foundational capabilities that are critical to exceptional leadership and achieving our company’s aspiration.
We launched a partnership with Davenport University to offer employees corporate education scholarships. DTE Energy employees can enroll in a Davenport undergraduate or graduate business or technology program and receive a four-year scholarship, in addition to reimbursement provided by DTE Energy. All active, represented and non-represented full-time employees of DTE Energy utility companies are eligible to participate in the tuition reimbursement program up to an annual maximum reimbursement of $5,250 for undergraduate degrees, certificate programs and individual coursework and $7,500 for graduate degrees. Active part-time employees are eligible for annual maximum reimbursement is $2,625 for undergraduate degrees, certificate programs and individual coursework, and $3,750 for graduate degrees.
DTE has also continued its commitment and focus to internal talent and succession planning. A core Tier 1 Talent Planning Committee comprised of the CEO and key senior leaders meet throughout the year to understand and discuss each business unit’s talent, accomplishments over the past year, in-flight actions to continue to drive a deeper and more diverse talent pool within their organization, along with their diversity and inclusion goals and supporting efforts. An enterprise talent planning session is held at the end of the year with the CEO and all senior leaders to align on key organizational talent and develop rotational plans to ensure our director population is receiving the pertinent development and expertise to assume higher-level roles in the larger organization. Additional tenets of the Tier 1 Talent Planning Committee discussions include centralized decision-making for nominees identified for the Executive Fellowship (Graduate) program, community-based learning platforms such as Leadership Detroit, as well as non-profit board participation.