ELEVATE STRATEGIC PLAN 2026–2028
01
TABLE OF CONTENTS
Strategic Plan Leadership
02
Executive Summary
03
Key Metrics
04
Comparable Market Updates
05
Acknowledgements & Strategic Planning Approach
07
Our Strategic Lens
09
Strategic Pillars
11
Strategic Pillars: People
12
Strategic Pillars: Place
18
Strategic Pillars: Prosperity
24
Industry-Specific Strategies: Advanced Manufacturing
31
Industry-Specific Strategies: Health Sciences
35
Industry-Specific Strategies: Technology & Innovation
38
Regional Partners Strategy
42
Regional Partners Strategy: Ionia County
49
Regional Partners Strategy: Lake County
51
Regional Partners Strategy: Mason County
53
Regional Partners Strategy: Montcalm County
55
Regional Partners Strategy: Newaygo County
57
Regional Partners Strategy: Oceana County
59
Comparable Market Data
61
Strategic Plan Team
64
02
STRATEGIC PLAN LEADERSHIP BOARD LEADERSHIP
Steve Downing* CHAIR President & CEO Gentex Corporation
Bill Pink, Ph.D.* VICE CHAIR/TREASURER President Ferris State University
BOARD MEMBERS
Sara Armbruster President & CEO Steelcase, Inc. Rick Baker President & CEO Grand Rapids Chamber Matt Biersack, MD President & CEO Trinity Health Grand Rapids Luke Cherveny Grand Rapids Office Managing Partner PwC Michael Davenport President & CEO Jireh Metal Products, Inc. Lauren Davis* West Michigan Region President Huntington Bank Ron DeWaard Managing Partner Varnum LLP Katie Ferris Tax Office Managing Partner BDO Tina Freese Decker* President & CEO Corewell Health Nick Hrnyak CEO Lacks Enterprises Chris Hufnagel President & CEO Wolverine Worldwide, Inc. Josh Hulst* Co-founder & Managing Partner MichiganLabs
Joe Hune VP & President
Rick Pappas, Ed.D. President Davenport University Stacy Paul² President & CEO Array of Engineers Robert Richard President & COO DTE Gas
Randy Thelen* President & CEO The Right Place John Tuttle President Acrisure, LLC
West Michigan & Upper Peninsula, Blue Cross Blue Shield of Michigan
Jonathon Husby President & CEO ADAC John Kennedy
David Van Andel Chairman & CEO Van Andel Institute Al Vanderberg County Administrator/Controller Kent County Mike VanGessel President & CEO Voyage Mark Washington City Manager City of Grand Rapids Mark Wassink Managing Partner Warner, Norcross & Judd Dan Watts CEO US Signal Thomas Welch Regional President Fifth Third Bank, West Michigan Sean Welsh* Regional President Western Michigan, PNC Bank
President & CEO Autocam Medical William (Brad) Kessel CEO Independent Bank Rick Keyes* President & CEO Meijer, Inc. James Kolodziej¹ Operations Manager Flexco Charles W. Lott Senior Vice President Wells Fargo Philomena Mantella, Ph.D.* President GVSU Shane Napper President & CEO Rockford Construction Michael Nelson Chief Operating Officer Amway Corporation Andi Owen President & CEO MillerKnoll Michael Palizzi CEO Miller Canfield
DTE Energy Co. Julie Rietberg CEO Greater Regional Alliance of Realtors
Garrick Rochow President & CEO Consumers Energy Nelson Sanchez* CEO RoMan Manufacturing Tony Sarsam President & CEO SpartanNash John Shay³ City Manager City of Wyoming Rich Sorota CEO
Miller Johnson Tom Stritzinger West Michigan Regional President, Director of Middle Market & Business Banking Comerica Bank Renee Tabben MLWM Market Executive & Managing Director Merrill Lynch Wealth Management
*Executive Committee Member
1 Manufacturers Council Chair
2 Technology Council Representative
3 Community Partner Representative
03
EXECUTIVE SUMMARY
"We fight above our weight class" has long been the mantra of our region as we consistently outperformed our relatively small stature. Today, thanks to decades of strategic investment, private-public collaboration, and a sustained commitment to growth, Greater Grand Rapids has now moved up a weight class – bench- marking, competing, and winning against the highest performing metropolitan areas in the country. This dynamic comes with new challenges and exciting opportunities that demand bold thinking and action. The Right Place’s strategic plan reflects the significance of that shift, establishing a foundation for how we adapt, innovate, and lead in this new, more competitive landscape. The work we do today will define Greater Grand Rapids' future for years to come. Together, we are setting a vision that is both ambitious and achievable, and uniquely suited to the strengths of our region.
MISSION
VISION
To drive sustainable economic growth and shared prosperity for all in the Greater Grand Rapids Region.
The Greater Grand Rapids Region will be the most resilient, productive, and equitable regional economy in the nation.
KEY INITIATIVES
PEOPLE
PLACE The Right Place will lead efforts to ensure businesses have the space to grow, residents have places to call home, and an exceptional quality of life experience for everyone in the region. We will do this by expanding development-ready sites, spurring new placemaking initiatives, and deepening our collaboration with municipal and community leaders.
PROSPERITY The Right Place will expand prosperity throughout the region by supporting the growth of existing businesses, attracting new companies, and building on the region's core strengths in advanced manufacturing, health sciences, and technology. To do this, we will drive collaboration among companies to adopt technology, including Artificial Intelligence, further diversify customer bases, and capitalize on global opportunities.
The Right Place will position Greater Grand Rapids as a national leader in employer participation throughout the talent pipeline, promoting the region as a destination for talent at each career stage, and providing resources highlighting the region’s opportunities for prospective residents.
04
4,500 $700M $30 Per Hour $200M 100 Jobs Created/Retained Capital Investment Average Payroll Community Development Industry Education Partnerships
05
COMPARABLE MARKET UPDATES
As Greater Grand Rapids has moved up in weight class, we now compete against larger, in some cases stronger, regions. In 2021, The Right Place began benchmarking against a cluster of peer and aspirational markets to understand how Greater Grand Rapids competes and identify opportunities.
Four primary growth indicators are used to compare the region across these communities: population growth, employment growth, gross regional product growth, and concentration of tech workers.
The rebound from the pandemic produced mixed results for our region. While Greater Grand Rapids continued to grow across all four primary metrics, the pace of growth did not match those of our new competitors in several cases. For example, while Greater Grand Rapids' population grew 2.1% (compared to 2% across the country), it was slower than the 3.3% growth averaged across the comparable markets.
We scored better on employment growth, adding jobs at a 7.5% clip (compared to 6.6% nationally), while comparable metros grew 5.7% on average. This resulted in our ranking rising three places among our peers.
The data, with more details found at the end of this plan, show that Greater Grand Rapids must transition from good to great, focusing on population, job, GRP, and technology growth. For the people and businesses of our region to enjoy a prosperous environment, we must continue to climb these charts.
Source: U.S. Census Bureau
06
GREATER GRAND RAPIDS RANKINGS
Population Growth
2021: Rank #11 (3.5% growth) | 2024: Rank #15 (2.1% growth) Change in Rank: 4 Average growth rate across all comparable metros slowed by 1%
Employment Growth
2021: Rank #15 (-0.9% growth) | 2024: Rank #12 (7.5% growth) Change in Rank: 3 Average employment growth across all comparable metros increased by 5.7%
GRP Growth
2021: Rank #15 (12.0% growth) | 2024: Rank #18 (3.13% growth) Change in Rank: 3 Average GRP growth across all comparable metros slowed by 10.5%
Tech Jobs Concentration
2021: Rank #12 (6.5% concentration) | 2025: Rank #10 (6.5% concentration) Change in Rank: 2 Average tech job concentration decreased 0.5% across all comparable metros
See the end of this plan starting on page 61 for the full charts of comparable markets.
Sources: U.S. Census Bureau, U.S. Bureau of Economic Analysis, and Lightcast
Note: 2024 data compares 2021 to 2024 and 2021 data compares 2016 to 2021
07
Economic development is a team sport. For this strategic plan, The Right Place leaned heavily into that dynamic, engaging more than 500 business leaders, industry experts, and community stakeholders in a series of roundtables and strategic planning workshops. This strategic plan represents a shared vision for our region’s economic future, one that is shaped by those working, leading, investing, and living here. Special thanks go to our industry councils, regional partners, and the many stakeholders who contributed their insights, expertise, and time to this plan. We are confident this strategy will prove as insightful to you as your contributions were to us. ACKNOWLEDGMENTS & STRATEGIC PLANNING APPROACH
08
22 550+ 1 Strategic Planning Sessions Participants Comprehensive Business Survey Across:
375 Businesses 166 Community Leaders 33 Educators
09
OUR STRATEGIC LENS: THE POWER OF PEOPLE, PLACE, AND PROSPERITY We know economic development is most effective when people, place, and prosperity efforts are aligned. This multi-faceted, comprehensive approach to economic development has few peers across the country.
ABOUT THE RIGHT PLACE
Founded in 1985 40 50,000+ $6.5B+ Years Celebrated New & Retained Jobs In New Capital Investment
10
#1
City on the Rise LinkedIn
Most Entrepreneurial City in the Midwest Dealroom.co
#5 #7 #2 #1 #3
Small Manufacturing Hub Business Facilities
Mid-Sized Metros with the Best Business Climates Business Facilities
Metro Where Young Home Ownership is Accessible Consumer Affairs
Grand Rapids Named a Top City for Tech Talent Growth CBRE
#14
US Cities With the Best Quality of Life Business Insider
#20
Best U.S. City for Women in the Workplace Checkr
11
STRATEGIC PILLARS
These initiatives will inform and guide The Right Place’s work for the next three-year strategic cycle.
12
PEOPLE
Talented, hard-working people are the foundation of every region’s success. From early learners and educators to skilled tradespeople, entrepreneurs, and business leaders who have laid the groundwork for our growth, talent is our greatest asset. The Right Place recognizes that building a world-class regional economy requires a talent pipeline that is adaptable and aligned with the evolving needs of business. Leveraging our long-standing and far-reaching business relationships across the region, we are focusing on bridging the gap between employers and education partners, helping develop the talent job creators need. We collaborate with business leaders, colleges, universities, workforce development organizations, and other stakeholders to anticipate workforce needs, help companies become talent-ready, and advance efforts that make our region more welcoming to both new residents and untapped local talent.
13
TALENT DEVELOPMENT
The Right Place will lead the effort to greatly expand employer engagement with K-12, higher education institutions, and workforce development organizations in Greater Grand Rapids to ensure area learners are more prepared and more marketable as they launch their careers. Through greater exposure to a greater number of companies, our area’s talent base will become the most work-ready in the nation.
KEY INITIATIVES
Increase the number of regional business-education/training partnerships actively participating in talent pipeline initiatives with local colleges, universities, and workforce development organizations. Serve as a strategic partner, connecting employers with workforce development programs, training providers, and educational institutions to support upskilling and career advancement.
1
2
Expand talent development opportunities by promoting and facilitating access to training programs and tools.
3
4 Assist training partners in developing a menu of business partnership opportunities, helping to streamline the process for companies to engage. 43% of the 572 companies interviewed in retention calls planned to increase employment in Greater Grand Rapids
Source: The Right Place
14
15
TALENT ATTRACTION
Greater Grand Rapids will be recognized as a premier destination for talent, across industries, and at every career stage, from emerging professionals to accomplished leaders. The Right Place will work with employers, education leaders, and other stakeholders to highlight the region’s wealth of opportunities and resources to prospective companies, candidates, and returning residents.
KEY INITIATIVES
Strengthen talent attraction through targeted marketing campaigns and enhanced relocation support, using an ambassador program for high-potential talent considering a move to the region.
1
2 Increase college graduation retention rates for the region through expansive internship programming. Working with companies to elevate their internship offerings and with area colleges and universities to grow internship opportunities, the goal is to support 1,000+ intern opportunities each year.
Expand talent attraction marketing efforts, including new website and social media campaign, targeting boomerangs from area colleges and universities, along with a targeted campaign into Chicagoland.
3
TALENT ATTRACTION
Greater Grand Rapids Population Growth
Demographic
2021
2024 169,435 682,264 1,178,826
Growth
Young Workers (25-34) Working Age (20-64)
156,495 637,148
8.3%
7.1%
Total Population
1,091,620
8.0%
Source: U.S. Census Bureau
25-34 Year Olds as % of Population Previous Rank City
2021 % Current Rank
City
2024 %
1
Salt Lake City, UT
16.0%
1
Colorado Springs, CO
16.3%
2
Colorado Springs, CO
15.9%
2
Salt Lake City, UT
16.2%
3
Columbus, OH
15.2%
3
Columbus, OH
14.9%
4
Grand Rapids, MI
14.3%
4
Des Moines, IA
14.5%
5
Indianapolis, IN
14.2%
5
Indianapolis, IN
14.4%
6
Grand Rapids, MI
14.4%
6
Oklahoma City, OK
14.2%
7
Des Moines, IA
14.2%
7
Raleigh, NC
14.3%
8
Raleigh, NC
14.1%
8
Ann Arbor, MI
14.1%
9
Ann Arbor, MI
14.0%
9
Chattanooga, TN
14.0%
10
Louisville, KY
13.8%
10
Oklahoma City, OK
13.9%
11
Detroit, MI
13.7%
11
Detroit, MI
13.8%
12
Milwaukee, WI
13.7%
12
Louisville, KY
13.8%
13
Jacksonville, FL
13.6%
13
Milwaukee, WI
13.8%
14
Lansing, MI
13.5%
14
Kalamazoo, MI
13.6%
15
Kalamazoo, MI
13.3%
15
Jacksonville, FL
13.4%
16
Greenville, SC
13.3%
16
Lansing, MI
13.3%
17
Birmingham, AL
13.2%
17
Greenville, SC
13.3%
18
Chattanooga, TN
13.0%
18
Knoxville, TN
13.3%
19
Greensboro, NC
12.9%
19
Birmingham, AL
13.1%
20
Knoxville, TN
12.8%
20
Greensboro, NC
12.7%
Source: U.S. Census Bureau
17.0% 23.4% 35.0%
Percentage of GGR’s diverse population in 2004
Demographic Two or More Races
2004 to 2024
116%
Asian
77%
Hispanic
60%
Percentage of GGR’s diverse population in 2024
Black
32%
Native Hawaiian or Pacific Islander
30%
White
5%
American Indian or Alaskan Native
-3%
Predicted percentage of GGR’s diverse population in 2050
Source: Lightcast and RSQE
17
TALENT PROGRAMMING
The Right Place will serve as a central resource, leveraging our Talent Report and connecting employers to available career pathways to build robust talent pipelines.
KEY INITIATIVES
Develop a comprehensive workforce system directory to assist area companies in determining the right fit for their particular talent needs.
1
Produce an annual talent report, highlighting the latest demographic shifts and regional labor market trends, as well as the deep insights gained from the over 500 business retention visits conducted each year.
2
Provide focused workshops with area employers, helping employers grow their employer brand, enhance talent sourcing, and improve employee retention.
3
Hello West Michigan Hello West Michigan is a program
focused exclusively on talent attraction and actively promotes Greater Grand Rapids as a place where businesses thrive and people want to live and work. Hello West Michigan efforts help connect talent from outside the region to member companies throughout the area and support new residents as they find their fit in Greater Grand Rapids.
Learn More
18
PLACE
Greater Grand Rapids stands out as one of the Midwest’s most vibrant regions, celebrated for its award-winning quality of life; a place where life feels full, adventurous, and distinctly connected. What truly sets us apart is our continued drive to be better each day, seizing opportunities to enhance public spaces, foster growth and collaboration, and thoughtfully develop places where people want to live, work, and gather. At The Right Place, we see every street, park, and parcel as an opportunity — a chance to strengthen the ties that make our communities special. We are dedicated to elevating these op- portunities and guiding projects and partnerships that make our region stronger, more connected, and even more remarkable for years to come. Since its launch in 2021, the Place team has collaborated with communities across the region. Together, we have delivered $58 million in public placemaking projects that enhance how people experience their neighborhoods, while sparking $201 million in housing, mixed-use, and business development — including nearly 2,500 acres of build-ready industrial land.
Through this work, the Place team supports a thriving region, made up of a wide array of unique communities, where businesses, residents, and visitors alike can flourish.
19
SITE READINESS
The Right Place will support the creation and activation of build-ready sites across industrial, office, commercial, mixed-use, and residential housing sectors.
KEY INITIATIVES
Industrial Development
Conduct a regional industrial inventory and gap analysis identifying “Opportunity Sites” for new development. These sites will focus on both greenfield and urban infill redevelopment.
1
Provide insights and expertise regarding local, state, and federal resources to secure financial tools and incentives for site readiness.
2
3
Work with regional commercial brokers to market and advance these site opportunities.
Housing/Mixed-Use Development
Work with local communities to inventory "Opportunity Sites" that would appeal to local and regional developers for housing or mixed-use projects.
1
Advise developers on state and local financial tools for housing and mixed-use development.
2
3
Expand developer outreach throughout the Midwest and select national targets.
Establish a regional Development Council to build a collaborative development ecosystem that supports innovation and increases the overall pace of development within the Greater Grand Rapids region.
4
SITE READINESS
Industrial Vacancy
0.0% 0.5% 1.5% 1.0% 3.0% 2.5% 2.0% 3.5% 4.0%
2021
2022
2023
2024
2025
Source: NAI Wisinski
6,000
Kent County added
new housing units between 2022 and 2024
39,914 11,775 22,139 unit-shortfall in housing by 2030
in For-Rent units
in For-Sale units
Source: Bowen National Research
21
PLACEMAKING INVESTMENT
The Right Place will drive investment into vibrant public spaces across Greater Grand Rapids, expanding on the region’s existing placemaking assets.
1 Collaborate with regional municipal partners to identify, prioritize, and activate high-impact public spaces through coordinated planning and partnership. KEY INITIATIVES
Leverage state resources to secure funding and partnerships that support public space development.
2
3 Partner with state and local outdoor recreation organizations and initiatives to strengthen existing assets and create new opportunities for outdoor recreation across the region.
22
MUNICIPAL PARTNER SUPPORT
The Right Place will collaborate and support municipal partners to make Greater Grand Rapids one of the most connected, growth-oriented regions across the country.
KEY INITIATIVES
1
Conduct periodic regional municipal meetings to support capacity building and knowledge sharing.
Meet regularly with individual municipalities to build and maintain strong, trust-based relationships with local leaders.
2
Work with local municipalities to collaborate on project identification and prioritization, with a special emphasis on downtowns and key commercial corridors.
3
4
Work with municipalities to strengthen their ability to market themselves with confidence.
5 Partner with municipalities, utilities, engineers, and state resources to assess current and future infrastructure needs, especially around water and wastewater system capacity and service. Prioritize high-impact projects and identify funding for critical investments.
23
AIRPORT SUPPORT
The Right Place will work with the Gerald R. Ford International Airport to expand and increase nonstop service supporting the business community.
KEY INITIATIVES
Administer the Regional Air Alliance, providing an opportunity for business leadership to engage in airport strategy.
1
Fund and launch an incentive fund to attract more nonstop flights to more destinations, with emphasis on business destinations.
2
3
Engage with airlines to increase nonstop flight destinations for business travel.
Nonstop Flight Destinations From Gerald R. Ford International Airport
40
35
30
25
20
15
10
5
0
2003
2008
2013
2019
2025
Source: Gerald R. Ford International Airport
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PROSPERITY
New jobs, new wages, new buildings, new equipment; more businesses delivering more goods and services; more people working and making higher incomes; more investment driving more local tax base. This is the winning formula for economic growth and prosperity. The Right Place is committed to assisting our existing business base, focusing on companies that sell their goods and services across the country and around the world, resulting in new money flowing into our region. We also welcome new companies to the region, targeting those bringing new economic diversification opportunities. Together, this focus on business growth helps expand the economy in a way that helps support existing and new small businesses—more customers earning more income to spend locally. Our primary industry targets include: Advanced Manufacturing | Health Sciences | Technology While we are always open to opportunities to further diversify the regional economy, our proactive efforts are centered on these three targets that build on our existing strengths and advance our economic prosperity goals. Through the work of The Right Place staff, Greater Grand Rapids has a robust effort in place to retain, grow, and attract businesses to the region. Conducting over 500 business retention visits annually and traveling the country and the world to seek new opportunities, The Right Place positions the region as the right place for doing business.
25
BUSINESS RETENTION
The Right Place will lead the efforts to support the existing business community with proactive outreach and programming to ensure they grow and remain in Greater Grand Rapids.
1 Strengthen our best-in-class retention program by conducting formal visits with over 500 companies throughout the region each year. KEY INITIATIVES
Expand retention efforts to focus on the needs of high-growth, small, and locally-owned second stage companies.
2
Serve as a solution-provider, removing barriers, and delivering high value-added support for growth-minded companies.
3
Develop and promote an industry-diversification strategy across primary target industries.
4
Connect our advanced manufacturing industry to leading-edge training and consulting, along with encouraging and implementing tech adoption via our Michigan Manufacturing Technology Center-West team.
5
THREE-YEAR GOAL 1,500 Business Retention Calls
26
BUSINESS ATTRACTION
The Right Place will conduct extensive, proactive business attraction campaigns focusing on our target industries of advanced manufacturing, health sciences, and technology.
KEY INITIATIVES
Implement sector-specific attraction plans targeting growth industries such as health sciences, aerospace, defense, food processing, and data centers, building on existing momentum in tech.
1
Target either an aerospace original equipment manufacturer (OEM) or medical device OEM to relocate or expand in the region.
2
3 Pursue a nationally-recognized tech company to invest in our region.
27
MANUFACTURING SUPPORT
The Right Place will support small- and mid-sized manufacturers to diversify their customer base, adopt new technologies, and expand the region's manufacturing expertise.
KEY INITIATIVES
1
Assess regional company needs to identify local supplier connections.
2 Leverage the Manufacturers Council to identify opportunities for industry diversification.
Focus The Right Place’s business development team on assisting manufacturers with diversification efforts with an emphasis on aerospace, defense, the electric grid, and medical devices.
3
MMTC-West The Right Place is home to the Michigan Manufacturing Technology Center-West (MMTC-West). The MMTC-West team serves as trusted advisors to small- and medium- sized manufacturers to develop stronger operations, drive innovation, promote excellence and achieve greater profitability. Part of the federal Manufacturing Extension Program, the goal is to extend the latest technology and research within the advanced manufacturing sector to companies often too small to discover and deploy the new approach independently. Advisors for MMTC-West provide objective, straight-forward consulting and manufacturing technical support to manufacturers in the 13-county West Michigan region.
Learn More
MANUFACTURING SUPPORT
Top 10 Manufacturing Industries in Greater Grand Rapids
All Other Plastics Product Mfg
Printed Circuit Assembly
Motor Vehicle Metal Stamping
Office Furniture Mfg (except wood)
Wood Office Furniture Mfg
Machine Shops
Special Die & Tool, Die Set, Jig, and Fixture Mfg
Other Motor Vehicle Parts Mfg
All Other Misc. Mfg
Meat Processed from Carcasses
0 1,000 2,000 3,000 4,000
5,000
6,000
7,000 8,000
Number of Jobs
Source: Lightcast
Top 10 Biggest Importing Industries in the US in 2025
Automobile & Light Duty Motor Vehicle Mfg Brand Name Pharmaceutical Mfg
Oil Drilling & Gas Extraction
Communication Equipment Mfg
Computer Mfg
Petroleum Refining
Hybrid & Electric Vehicle Mfg
Cut & Sew Apparel Mfg
Aircraft, Engine, and Parts Mfg
Semiconductor & Circuit Mfg
0
50
100
150
200
250
300
Imports (in Billions)
Source: OCO Global
29
30
INDUSTRY-SPECIFIC STRATEGIES With such a diverse industry base across Greater Grand Rapids, we recognize the need to offer sector-specific strategies to support key growth clusters. The following strategies focus on strengthening the region's advanced manufacturing, health science, and technology industries which are, and will continue to be, economic engines for our regional economy.
ADVANCED MANUFACTURING
HEALTH SCIENCES
TECHNOLOGY & INNOVATION
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ADVANCED MANUFACTURING
Advanced manufacturing is an economic pillar of Greater Grand Rapids. Leaning into the region’s manufacturing strength, while leveraging advancements in technology, will further position Greater Grand Rapids as a global leader in advanced manufacturing.
The Right Place will expand the manufacturing services offered to accelerate the advanced technology capabilities of regional manufacturers.
KEY INITIATIVES
Promote Industry 4.0 adoption through the AI in Manufacturing Roadmap, pilot programs, and training partnerships.
1
Expand Industry 4.0 assessments to help more manufacturers embark on digital transformation and to support them as they implement new technical solutions.
2
130
Industry 4.0 Assessments Conducted (2023-2025) 29 43
99 MMTC Companies Served Since 2023
60 in 2023
in 2024
in 2025
ADVANCED MANUFACTURING
The Right Place will evolve and grow the Manufacturers Council to engage more companies as Council members and extend the opportunity for knowledge-sharing to the 2,500 manufacturing firms in the Greater Grand Rapids region.
KEY INITIATIVES
Increase cross-council interactions and infrastructure to promote peer-learning, address common challenges across industries, keep up to date with new technologies like AI, and increase local B2B spend.
1
Establish a hub-and-spoke model, allowing for manufacturing firms to participate in local subgroups and with larger regional programming.
2
Extend Council knowledge to non-Council manufacturing companies, helping to advance the entire manufacturing base.
3
35 Current Manufacturers Council Members
Manufacturers Council
The Manufacturers Council is dedicated to the business success of the region’s manufacturing industry. Members work together in a collaborative environment to promote, facilitate, enable, and advocate for advancing a “best-in- class” manufacturing sector. Recent work includes the development of the AI Roadmap for Manufacturers, which assists area manufacturers in pursuing their AI adoption strategy.
Learn More
33
Greater Grand Rapids will leverage our advanced manufacturing capabilities and supporting ecosystem to attract reshoring opportunities to the region.
KEY INITIATIVES
1 Expand company attraction efforts to additional overseas markets.
Identify companies that add new elements to the existing industrial supply chain to avoid duplication.
2
Annual Foreign Direct Investment Projects
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
0 1
234567891011
12 13
Source: OCO Global
ADVANCED MANUFACTURING
Business services Industrial Equipment
4.55%
4.55%
Plastics
4.55%
Financial services
Business Attraction Projects by Origin (2015-2024)
4.55%
Healthcare
Communications
4.55%
Real estate
Software & IT services
9.06%
54.55%
Transportation & Warehousing
Other
13.64%
13.8%
26.6%
Business Attraction Projects by Sector (2015-2024)
United States
9.4%
Mexico
China
Canada
9.4%
Germany
6.3%
India
Malaysia
7.8%
6.3%
Netherlands
6.3%
7.8%
6.3%
Source: OCO Global
Supply Chain Management Council Membership in the Supply Chain Management Council provides an opportunity to create new collaborations with other supply chain professionals. As part of a trusted group of leaders, members are the voice of the supply chain in West Michigan, and they work to solve common challenges by providing actionable insights on new developments. In addition to the annual Supply Chain Management Conference, which attracts over 300 area supply chain professionals, the Council proved invaluable during the COVID-19 pandemic in solving numerous supply chain crises, including sourcing critical PPE for area health systems.
Learn More
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HEALTH SCIENCES
From the Medical Mile to medical device manufacturing to pharmaceutical production, Greater Grand Rapids is a hub for health sciences. As the national population ages, there is, and will continue to be, an acute need for medical breakthroughs. New developments in gene therapies, cell-based therapies, digital health tools, and AI have set the stage for the next generation of health science technologies. Our region is primed to lead this wave by leveraging the existing health science ecosystem, integrated care infrastructure through pillar institutions, and talent pipeline that we have built in Greater Grand Rapids.
$21.2T $44.8T 2023 Market Value* 2032 Market Value* (projected)
*Market value refers to annual revenue.
Market Value of Key Sectors
937.36
Digital Health
348.5
2225.97
Biopharmaceuticals
1500
2432.78
Biotechnology
1200
1419.38
Medical Devices
810.4
0
500 1,000 1,500 2,000 2,500 3,000
Future Value (in Billions)
Market Size (in Billions)
Source: OCO Global
HEALTH SCIENCES
Greater Grand Rapids’ medical device manufacturing sector will continue its history of innovation and growth.
KEY INITIATIVES
Increase membership in MiDevice, a consortium of medical device manufacturers based in Michigan, while providing additional opportunities for collaboration and cooperation.
1
The Right Place will partner with regional medical device companies to aggressively pursue trade shows, heightening Greater Grand Rapids' position as a medical device manufacturing hub.
2
3 The Right Place will target a medical device original equipment manufacturer as part of its business attraction strategy.
$810.5B 9.8% Global Market Size (2024)
Projected Growth Rate (2024-2029)
Source: OCO Global
MiDevice Council MiDevice is the only Michigan-based organization dedicated to medical device design, development, manufacturing and distribution. MiDevice gives medical device companies the opportunity to collaborate, cooperate, and promote their expertise in the industry. In addition to best practice sharing and learning opportunities, the Council coordinates two major industry trade show delegations, bringing multiple area medical device companies together to grow overall exposure and impact.
Learn More
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HEALTH SCIENCES
The Right Place will intentionally drive innovation through the region’s health sciences ecosystem.
KEY INITIATIVES
Convene industry and community leaders to expand the region’s wet lab incubator space.
1
Leverage cross-council collaboration between MiDevice, Manufacturers, and Technology Councils to drive health science innovations.
2
Investigate the health and life science supply chain to find new opportunities that capitalize on existing strengths in emerging sectors including: biopharmaceuticals, biotechnology, and digital health.
3
Convene higher education partners to support and build on the existing talent pipeline for health sciences.
4
Work closely with Greater Grand Rapids' entrepreneurial ecosystem and Technology Council partners to encourage new health science startups in the region.
5
38
TECHNOLOGY & INNOVATION
In 2021, The Right Place and partners from across the region launched an ambitious tech strategy with the goal of positioning Greater Grand Rapids as the premier tech hub in the Midwest. Since then, Greater Grand Rapids has added 5,600 new tech jobs. Growing our region's tech industry remains a crucial priority for The Right Place and a key ingredient for a prosperous and sustainable economy.
The Right Place will drive regional engagement in technology by leading the organization of Tech Week Grand Rapids, an annual week-long series of events celebrating the region’s tech ecosystem.
1 Continue to strengthen and grow Tech Week GR through collaboration, with a focus on attracting companies, investment, and talent from both inside and outside the region. KEY INITIATIVES
2 Highlight emerging trends and tech adoption during Tech Week GR to support the growth of our advanced manufacturing, health science, and tech clusters.
Tech Week Grand Rapids Learn More
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The Right Place will connect regional tech companies with the resources needed for growth, while attracting new high-tech firms to the region, inspiring further innovation and investment.
KEY INITIATIVES
Leverage the purchasing power of our region’s enterprise companies to attract tech companies.
1
Deepen business retention and expansion efforts and drive targeted attraction strategies to grow the region’s tech sector.
2
Highlight the Greater Grand Rapids tech sector’s strength by attending trade shows with groups of area companies.
3
4
Host prospects during Tech Week Grand Rapids.
Tech Council The Technology Council is a group of 60+ local tech companies, focused on leading the 10-year Regional Tech Strategy and strengthening Greater Grand Rapids’ technology ecosystem. Together, the Tech Council members share best practices, embark on collaborative projects, and fuel the technology industry’s growth through- out Greater Grand Rapids.
Learn More
TECHNOLOGY & INNOVATION
Greater Grand Rapids will ensure companies have the tools and resources to successfully navigate their digital transformation journeys, regardless of industry.
KEY INITIATIVES
Leverage the expertise of the Michigan Manufacturing Technology Center-West and its initiatives to assist manufacturers with implementation of artificial intelligence, Industry 4.0, Industrial Internet of Things (IIoT), and other emerging technologies.
1
2
Drive cross-council collaboration and programming across our Technology and Manufacturers Councils.
The Right Place will ensure local tech companies gain greater exposure to customer relationships across the region, the country, and the world.
KEY INITIATIVES
Launch an interactive Tech Directory of regional tech company capabilities that allows companies to submit proposals.
1
Increase the number of touchpoints between local tech companies and other Greater Grand Rapids businesses through events, council membership, and one-on-one connections and referrals facilitated by The Right Place.
2
Promote area firms through the Tech Directory, highlighting the region's tech community's capabilities to prospect companies across the globe.
3
41
TECHNOLOGY & INNOVATION
The Right Place will collaborate with industry and university partners to drive opportunities for research and development throughout the region.
KEY INITIATIVES
Foster partnerships between higher education, enterprise companies, and startups/entrepreneurs and apply what fits to Greater Grand Rapids.
1
Develop a University Innovation Consortium to encourage collaboration between various innovation related programs.
2
Develop a University Engagement Guide that lists each institution’s applied research capabilities, project timelines, and key contact.
3
Most Innovative Mid-Size Cities without an R1 University
Top Most Innovative Top Performing
Portland, OR
7th
31st
Sacramento, CA
15th
20th
Hartford, CT
39th
Lowest Tier
Jacksonville, FL
40th
6th
Tulsa, OK
42nd
26th
Grand Rapids, MI
44th
30th
Oklahoma City, OK
45th
19th
Fresno, CA
48th
32nd
Source: OCO Global
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Economic development relies on collaboration and teamwork to succeed. In addition to our long-standing partnership serving Kent County, The Right Place has forged close partnerships with six economic develop- ment alliances throughout Greater Grand Rapids and has formal memorandums of understanding (MOUs) with two lakeshore partner organizations. Because of these close strategic partnerships, our work reaches more people and places, furthering prosperity for all. The Right Place works closely with its six partner counties. Each partnership includes a full-time economic development staff member who serves their respective county as employees of The Right Place. This structure fosters REGIONAL PARTNERS STRATEGY collaboration, resource sharing, partnerships, and more. There is a mutual commitment to further strengthen these partnerships by guiding high-impact joint initiatives that are relevant across our seven-county footprint. THE RIGHT PLACE PARTNER COUNTIES
The Right Place, Inc. The Right Place Partner Counties MOU with The Right Place
MASON
LAKE
OSCEOLA
MECOSTA
OCEANA
NEWAYGO
MONTCALM
MUSKEGON
KENT
• Ionia
• Lake
IONIA
OTTAWA
• Mason
• Montcalm
ALLEGAN
BARRY
• Newaygo
• Oceana
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PEOPLE
The Right Place will assist its county partners to build talent and leadership capacity throughout their communities.
1 Leverage the existing talent ecosystem and programs to connect area employers to talent development programming opportunities throughout the region, ensuring more employers are supporting the future workforce. KEY INITIATIVES
Expand career readiness and talent pipelines by connecting students, educators, and employers to strengthen awareness of local career opportunities and ability to upskill existing workforce.
2
Launch, facilitate, and support programming to develop the next generation of civic and business leaders. This helps to grow the number of growth-minded leaders throughout each county and across the region.
3
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1,000+ Individuals engaged in career exposure activities
25+
More companies engaged in talent pipeline programming
50+
Participants in leadership programs by 2028
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The Right Place will connect its county partners with the resources and tools needed to strengthen communities and improve infrastructure through housing and mixed-use development, industrial site development, placemaking, and municipal support. PLACE
KEY INITIATIVES
1
Partner with developers, financial institutions, and municipalities to increase housing options.
Build out site-ready locations to meet the future growth needs of area businesses, including business park development and infrastructure improvements.
2
3
Activate downtowns and public spaces with investments and technical assistance.
Provide technical assistance and best practices to local governments for economic growth and development readiness.
4
Partner with state and local outdoor recreation organizations and initiatives to strengthen existing assets and create new opportunities for outdoor recreation across the region.
5
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500+ New housing units supported regionally
5 Sites Identification and advancement of mixed-use development sites 6 Sites In partnership with local municipalities, identify sites for future industrial development opportunities Invite regional developers to each County to highlight opportunities for development via Developer Day events and other direct outreach efforts
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The Right Place will support economic growth and long-term regional prosperity throughout the seven-county region. PROSPERITY
KEY INITIATIVES
Proactively support existing manufacturing, technology, and health science businesses while strategically marketing the region to new investors.
1
Leverage the capabilities of RPI’s manufacturing programming, including MMTC-West and the Manufacturers Council, to assist local manufacturing companies in process improvements, technology deployment, and market diversification.
2
3
Expand support networks, mentorship, and capital access for startups and small businesses.
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500 Retention visits 500 New jobs
50+ Companies actively engaged in manufacturing programming $50M In new investment 1,000 Unique businesses supported
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IONIA COUNTY
At the Ionia County Economic Alliance (ICEA) , your business is our business. We are a nonprofit organization that offers free business assistance services to current and prospective Ionia County companies. For over twenty years, ICEA has collaborated with business and community leaders to ensure long- term economic prosperity for Ionia County. Ionia County residents recognize the positive impact this work has on our communities, from the increase in quality employment opportunities to the multiplier effect that growing businesses have on our economy. Long-term, sustainable economic growth is the goal of the ICEA. By support- ing existing businesses in Ionia County while attracting new business to the area, ICEA will provide a firm foundation for future growth of the county. Our Goal is to “Make Ionia County a Better Place to Live, Work, and Play!”
PEOPLE KEY INITIATIVES
Identify and act on opportunities to develop skills among young people
Work with educators and industry professionals to create new opportunities to directly inform and engage high school students including arranging business visits into schools and career fairs.
1
Collaborate with industry and educators to develop training pipelines, allowing Ionia County high school students to seamlessly transition into local business internships, co-ops, work study, and other opportunities. Launch a tech-related initiative during Tech Week.
2
3
4 Leverage employer network to help increase workforce training program enrollment throughout the county.
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PLACE KEY INITIATIVES
1 Connect smaller townships with larger municipalities to assist with zoning, city planning, and other initiatives. Facilitate collaborations among municipal leaders in Ionia County 2 3 Meet with every local unit of government in Ionia County to foster partnerships and collaboration, and secure commitment to attend at least one ICEA meeting/event annually. Host at least one annual meeting with local government leaders to discuss master planning and zoning, workshop grants, and other activities.
Maximize community placemaking and outdoor assets
Bolster Ionia County’s recreation industry sector by partnering and providing support to organizations specializing in this growing sector.
1
Leverage resources to assist in identifying funding and other support for placemaking initiatives, including but not limited to downtown beautification, redevelopment projects, and park improvements.
2 3
Collaborate with county communities to develop placemaking projects to enhance their appeal to current residents as well as to visitors.
Bolster housing options across the economic spectrum
Convene community partners and encourage collaboration to identify and pursue strategies for increasing housing stock across the spectrum of affordability, including organized events targeting residential home builders, commissioning a housing study, and other methods.
1
2 3 Leverage results from the Montcalm and Ionia County Housing Plan to identify and partner with a housing-focused organization to increase the county’s housing stock. Host a Developer Day event to promote potential housing project locations.
PROSPERITY KEY INITIATIVES Retain and grow businesses in key industry sectors
Pursue business development opportunities by providing resources and support to help retain companies in Ionia County and attract new businesses and entrepreneurs.
1 2 3
Further develop the MIPitch Initiative.
Develop and maintain a list of potential development opportunities throughout the county.
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