A Business Intelligence Note from Chamber President/CEO Matt Morrow
Each week, President/CEO Matt Morrow shares a few stories he's tracking and why they matter to the work the Chamber is doing on behalf of the Springfield region. Below is the latest edition, along with previous issues.
October 9, 2026
This week, much of what I've been watching has been happening in Indianapolis, where 85 Springfield-area business and community leaders spent two and a half days on our Chamber's 32nd Community Leadership Visit.
I was struck by how much our communities have in common. Despite the substantial difference in size, we're wrestling with many of the same questions about growth, housing, infrastructure, talent and quality of place.
We heard some inspiring success stories, but also candid assessments of things that haven't worked as well as hoped. And perhaps the biggest lesson wasn't any particular project or program, but the decades of intentional public-private collaboration, long-term thinking and persistence that made progress possible. Indianapolis leaders repeatedly emphasized the importance of building relationships before they're needed and putting the community's success ahead of institutional credit.
So, a little different approach to What I'm Watching this week: five lessons from Indy that I believe are worth considering here at home.
Here's what I'm watching…
Public trust has to be built, not assumed
Indianapolis leaders were candid about lessons learned when major downtown investments didn't produce benefits throughout the community, or when residents were brought into planning conversations too late. Building consensus among business, government and civic leaders matters, but so does engaging neighborhood voices early enough to meaningfully shape the decisions being made.
Why it matters: Effective engagement is essential, but it's only part of building public trust. So is consistent, credible storytelling that connects the dots between what we're hearing from the community, the decisions we're making, and how those decisions affect people and neighborhoods. We need to explain not just what we're doing, but why, including the tradeoffs involved and the benefits we hope to achieve. People are more likely to trust a process when they can see how their input influences the outcome.
The best investments unlock other investments
Indianapolis's transformation was built on some remarkably ambitious decisions, including its early commitment to sports and convention infrastructure. More recently, Central Indiana has used targeted public funding, regional prioritization and private investment commitments to advance projects with much larger economic potential. One panelist offered a principle worth remembering: A grant opportunity shouldn't determine a community's priorities; it should accelerate them.
Why it matters: Springfield has significant investment decisions ahead, including opportunities created by Forward SGF funding. Beyond asking whether a project is worthwhile, we should ask what additional investments and opportunities it might unlock. And whether we can sustain it. The strongest investments will be those that make other good things possible for years to come.
Source: Indiana Economic Development Corporation – READI regional investment initiative
Housing supply: A shared target could strengthen our efforts
Indianapolis is doing something right. Brookings identified it among just 10 U.S. metro areas that combined strong economic growth with relatively stable costs of living from 2013–2023. All ten expanded housing supply faster than population growth.
After our housing panel, I asked what seemed like a fundamental question: How many homes does Indy need to address its current shortage, and how many more—of what types and price points—will it need over the next two, five and ten years? The panelists acknowledged they weren't working from one shared regional production target.
Springfield has useful research to build upon. Our city's 2023 housing study identified gaps across income levels and housing types, while a January 2026 HUD analysis projects demand for 5,650 new for-sale homes and 2,375 rental unitsacross our five-county metro through early 2029, including units already under construction. But I'm not aware of a widely understood, regularly updated regional production goal.
Why it matters: Increasing housing supply requires a full toolbox of policies, incentives and investments. Many are already being used, some effectively. But without shared, data-driven targets, how do we know whether we're gaining ground fast enough, or which tools to deploy for which housing needs? Establishing those targets could bring greater focus, measurable accountability and effectiveness to good work already underway.
Sources: Brookings Metro Monitor 2025; Springfield Housing Study (2023); HUD Springfield Housing Market Analysis (2026)
A successful downtown has to work on a Tuesday
One of my favorite observations from the trip was that Indianapolis's downtown needs to look and function well not just during the Final Four or another major event, but on an ordinary Tuesday. Its Downtown Indy Alliance focuses on the everyday essentials—cleanliness, safety, homelessness outreach and activity throughout the urban core. Dedicated funding helps sustain that work beyond special events.
Why it matters: Springfield has important opportunities to invest in downtown's future. But the everyday experience of residents, employees, businesses and visitors matters just as much as the major projects. A downtown that is consistently clean, safe, welcoming and active creates confidence—and provides the foundation for further private investment.
Source: Downtown Indy Alliance – Economic Enhancement District
Employers can help build the workforce they need
Eli Lilly's investments in Central Indiana go well beyond new facilities and jobs. The company is partnering with schools, colleges and workforce organizations to develop the talent pipeline its growing operations will require. Panelists emphasized that the most productive partnerships involve senior corporate leaders who recognize a direct business need and have the authority to commit resources.
Why it matters: Springfield's major employers have an opportunity to help shape—not simply recruit from—our future workforce. When businesses and educators align around specific, measurable talent needs, they can make smarter investments in training and career pathways, often years before those workers will be needed. That benefits the companies involved and strengthens the region's long-term competitiveness.
Source: Ivy Tech Community College – Eli Lilly-funded biopharmaceutical workforce training