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Grand Rapids discusses creating Southeast strategic investment lead to coordinate Southtown projects
Summary
City staff proposed creating an externally accountable strategic investment lead — an executive director or equivalent — to coordinate large public and private investments and day-to-day economic development for Southeast Grand Rapids (Southtown).
City staff briefed the Economic Development Project Team on a proposed public–private partnership to create a dedicated strategic investment lead for the Southeast side of Grand Rapids, often described in the discussion as “Southtown.”
The position would serve as a central coordinator — accountable to public and private partners — to align large transformational projects, day-to-day district work and smaller business supports so that public investments and private development reinforce each other. Staff framed the role as similar in concept to existing retail-focused partnerships the city has supported, but focused on economic and major investment coordination for the Southeast area.
Staff and commissioners said the position would be financed through a mix of sources. Commissioners discussed an initial city and Southtown Corridor Improvement Authority (CIA) commitment: staff noted a first-year demonstration commitment with the intent of a three-year pilot, but final budget commitments and sustaining funding would be determined after the CIA’s formal discussion and partner commitments. Staff said the Third Ward equity fund and CIA contributions were part of early conversations; other partners and funders could be invited to participate.
Commissioners emphasized priorities for the position: (1) a champion to accelerate equitable economic development in the Southeast side; (2) capacity to coordinate between city departments and private partners on transformational projects such as trail/creek daylighting and other infrastructure; and (3) recruitment processes that ensure local representation. Commissioners asked about procurement (RFPs) and hiring models; staff replied the details — including whether the city would hire a contractor or an individual employee, the RFP design and success metrics — remain to be developed.
Staff said the CIA would formally discuss the idea at its upcoming meeting and that the city will return with a detailed budget, a solicitation plan (RFP or contracting approach) and outcome metrics. Commissioners asked that the arts and mural initiatives, corridor managers and any mural/placemaking efforts be coordinated with the proposed strategic investment lead to ensure consistent place-based outcomes.
No formal vote was taken. The body expressed support to proceed with partner conversations and to return with a funding and implementation plan for EDPT review.
