2027 Call for Projects

Welcome to the 2027 project year! Regional Economic Innovation (REI) funds several types of projects: Co-Learning Plans, researched and written by professionals; Innovation Fellowships, implemented by experienced practitioners; and Student-Led, Faculty-Guided Technical Assistance projects, researched and written by student teams at Michigan universities and colleges. Please visit the Completed Projects page for examples of these types of work. You may also view the application page for project timelines and to apply for REI funding. Submitted projects will receive priority if they serve Asset Limited, Income Constrained, Employed (ALICE) populations living within Redevelopment Ready Communities (RRCs) and/or Opportunity Zones (OZs).

The topical areas for the 2027 project year are listed below. Not sure if your project fits? Please send questions to REI Project Coordinator Kyle Hess at hesskyle@msu.edu. 

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1. Building Regional Capacity for Energy-Secure Economic Development

Regional energy independence is not just a question of how much energy a region can produce. It is also a question of whether local and regional institutions have the authority, knowledge, workforce, and processes needed to make energy systems work for them.  This Co-Learning Plan would examine one or more of the following dimensions: (1) permitting and deployment timelines – regarding energy projects, what approaches could make timeliness more predictable for communities, developers, and prospective employers? (2) local energy governance – which operational arrangements are realistically available under the state’s regulatory framework for communities to influence energy decisions, and how do the costs/benefits of these alternatives compare with existing arrangements? (3) energy workforce – what skills and knowledge are lacking in local governments and EDOs, and would a regional utility training program improve the quality of planning, procurement, infrastructure decisions, or business recruitment? (4) energy systems literacy and decision-making - what do local officials need to know about generation, transmission, distribution, interconnection, and electricity markets to make sound development decisions? Projects should move beyond describing energy challenges to help regional stakeholders make better decisions, coordinate investments, or implement solutions that support long-term economic resilience and community prosperity.

2. Building Public Trust in Economic Development: A Community-Centered Approach 

Economic development organizations (EDOs) play an important role in shaping regional prosperity. Yet the function of EDOs is not always well understood by the communities they serve. Residents may have questions about the use of public resources, the benefits of business incentives, the kinds of jobs being created, or whether economic development strategies reflect their priorities. Economic developers, in turn, may struggle to communicate their contributions, explain the rationale for particular tools, or build durable support for regional strategies. This Co-Learning Plan would explore how economic developers can build the relationships, practices, and shared understanding needed to shape economic development strategies with their communities—and then communicate the value of those strategies in ways that are transparent, credible, and responsive to public priorities.

3. Generational Wealth and Community Prosperity 

Communities across the United States are experiencing a significant demographic and economic transition as older generations approach retirement and assets change ownership. These transitions may involve privately held businesses, residential and commercial real estate, farms, financial wealth, philanthropic resources, and community leadership.  The central question is this: How can economic developers and community partners help their regions navigate generational transitions in ownership, property, capital, and leadership in ways that expand opportunity, sustain productive assets, and strengthen long-term community prosperity?   

This Co-Learning Plan would examine one or more of the following dimensions: (1) business succession and ownership transitions - how can communities support the continuity of viable businesses as ownership changes, and create opportunities for new entrepreneurs to acquire established enterprises? (2) property transitions and community development - how can communities anticipate and respond to changes in residential, commercial, agricultural, and other property ownership? (3) intergenerational capital - how can communities strengthen connections between transitioning wealth, local investment opportunities, and regional economic priorities? (4) community capital and local wealth-building - how can Donor-Advised Funds (DAFs), community foundations, philanthropic partnerships, loan funds, guarantee pools, and other capital mechanisms be leveraged to facilitate the generation and recirculation of capital in communities? 

4. Supporting Michigan Manufacturing in the AI Economy 

The growth of AI in Michigan is creating demand for physical infrastructure. This technological transition presents an opportunity to connect a major infrastructure investment cycle with the state's established manufacturing capabilities. Firms serving automotive, electrical equipment, machinery, thermal management, materials, and precision manufacturing markets may possess capabilities that could translate into new products, customers, and supply-chain relationships. However, the presence of relevant manufacturing capabilities does not guarantee that Michigan firms can enter these markets. Suppliers may face barriers involving product specifications, certification, capital investment, production capacity, customer qualification, workforce skills, and access to established procurement networks. At the same time, data-center investment within Michigan does not necessarily translate into manufacturing growth within the state if high-value equipment is sourced elsewhere.  

This Co-Learning Plan would identify where Michigan manufacturers can compete effectively in the supply chains supporting AI infrastructure and what practical steps would help them capture a greater share of the associated economic opportunity.

5. Autonomous Systems Supply Chain 

Autonomous systems—such as uncrewed aircraft, drones, and related platforms, components, software, and services—are creating new opportunities to address public-sector and commercial needs in areas such as agriculture, environmental monitoring, transportation, infrastructure inspection, and public safety. Michigan's established strengths in advanced manufacturing, automotive engineering, materials, electronics, and related industries may provide a foundation for participation in emerging autonomous-systems supply chains. However, testing and deploying autonomous technologies does not necessarily translate into local production, supplier development, or sustained economic benefit. Important components and services may be sourced elsewhere, while Michigan firms with relevant capabilities may lack the market intelligence, customer relationships, specialized equipment, or technical qualifications needed to enter these supply chains.  

This Co-Learning Plan would determine where regions can compete effectively, which supply-chain gaps represent meaningful economic opportunities, and what actions would help Michigan businesses capture a greater share of the value created by autonomous systems. 

6. Rural Health Capacity as Economic Infrastructure 

Access to healthcare is an essential component of community and economic development. Healthcare services support workforce participation, employer recruitment and retention, household stability, and the ability of communities to attract and retain residents. Healthcare institutions also provide employment, purchase goods and services, and contribute to the economic and civic life of the regions they serve. Yet many rural communities face growing challenges in sustaining healthcare services. Financial pressures, workforce shortages, changing patterns of care, and geographic isolation can make traditional hospital-based delivery models difficult to maintain. When services are reduced or facilities close, communities must contend not only with changes in access to care but also with potential effects on employment, emergency response, business confidence, and long-term regional development.  The June 2026 closure of Sturgis Hospital in Michigan illustrates these interconnected challenges.  

At the same time, new approaches to rural healthcare delivery and a significant federal investment in rural health transformation create opportunities to reconsider how regional health capacity can be sustained. The federal Rural Health Transformation Program provides $50 billion nationally over fiscal years 2026–2030. Michigan received approximately $173.1 million for its first budget period, creating a timely context for regional planning and implementation. 

This Co-Learning Plan would examine how communities can maintain access to essential health services and the economic and social functions those services support, potentially through different combinations of facilities, providers, technologies, and regional partnerships—even when traditional hospital-based delivery models are difficult to maintain. 

7. NDAs in Publicly Funded Economic Development Projects  

Michigan’s Freedom of Information Act (FOIA) and its Open Meetings Act both emphasize the need for the inner workings of government to be available to the public, yet each also recognizes that there are legitimate circumstances for confidentiality.  Within this legal framework, there are recent instances in Michigan where public officials have signed non-disclosure agreements (NDAs) with data-center developers or prospective operators, which raises a significant tension.   

This Co-Learning Plan would explore one or more of the following questions: How does the use of these confidentiality agreements affect the ability of public officials to fulfill their responsibilities to constituents during economic-development negotiations?  Do confidentiality agreements distinguish between information that genuinely needs protection and information that is merely politically sensitive?  What has been learned after companies have terminated NDAs with Michigan townships following the agreement becoming public and controversy ensuing?  Does secrecy help or hinder economic development projects?  Understanding these factors could aid Michigan municipalities in approaching the usage of confidentiality agreements. 

8. Other 

REI welcomes additional Co-Learning Plans that explore innovative economic development strategies, tools, models, policies, and programs to address economic ecosystem gaps in Michigan.