Our past success in the Indianapolis Metropolitan Region has shown that we can achieve great things when we unite behind a common goal. Just as we became the “amateur sports capital of the world” through a shared vision and collective effort, it’s time to write a new chapter for our region.

To remain competitive and adapt to a changing world, we need a clear economic strategy. Our goal is to create an identity that will serve as a rallying cry, aligning our public, private, and philanthropic resources. This strategy will communicate our message to the world and inspire pride in our residents.

Alongside various partners—from the Central Indiana Corporate Partnership (CICP), various chambers of commerce, and committed philanthropic organizations—the time is now to work together and build a brighter future for Central Indiana.

THE PLAN

DELIVERABLES FROM THE PLAN ––––––––––––––––––

Development of this aspirational economic vision will be based on a realistic evaluation of our current assets including industry sectors, physical attributes, and workforce. The vision will:

• Be entirely focused on economic development

• Enhance the economic opportunities of Central Indiana residents

• Position our region to be successful in the changing global environment

A CLEAR, ACTIONABLE STRATEGY TO PURSUE THE VISION ––––––––––––––––––

Strategies will include:

• Governance/Structure to gain true alignment and leverage our public, private, and philanthropic assets

• Resource development and management for maximum advancement considering local, state, and federal resources

• Marketing and key messaging that simply and clearly communicates the vision

TACTICAL STEPS TO ACHIEVE STRATEGIC GOALS ––––––––––––––––––

The tactics will:

• Identify which entity is responsible for what tactic

• Provide accountability loops to ensure tasks are accomplished successfully and on time

• Include specific timelines with clear definitions of success and completion

PLANNING PARTICIPANT ROLES

Consulting Team: Retain a local, professional consulting team that will be responsible for bringing their insights, experience, and knowledge to develop the substance behind the Catalyze Central Indiana plan.

CIRDA Member Participants: CIRDA members represent the collective public sector. This group of local elected leaders is essential to implementing a common Catalyze Central Indiana vision. Accordingly, CIRDA will oversee the contracts associated with this process, manage the direction of the consultant team, and will ultimately vote to endorse and implement the final plan.

Business Advocacy Group: It is imperative that we have input and direction from the private sector at key milestones in the process. To make the best use of this group’s knowledge and expertise, we will provide them with materials to review at two specific points: once the plan is 30-40% complete and again at 70% completion. Our goal is to ensure the private sector has a voice throughout the process by providing them with information and ideas to which they can respond. Presentations will be scheduled as needed to facilitate this feedback.