In early August, our Board of Directors, executive leadership and several community partners traveled by bus to Indianapolis for a city-immersion retreat. Indy has made remarkable strides in developing its visitor economy. We wanted to get a closer look at what is driving their success. What we saw was a clear vision for their destination paired with strong public-private partnerships—something we in West Michigan are very familiar with.
Specifically, Visit Indy, their destination marketing and management organization, has a seat at the table in city planning and development. They work hand-in-hand with public and private partners to align strategies and deliver on a shared vision for growth.
As Visit Indy CEO Leonard Hoops told us, “Placemaking and culture building can grow your city.” That message resonated with our group. Downtowns succeed when they balance the needs of residents, suburbanites and visitors. Innovative transportation strategies, safety initiatives and bold hospitality investments all matter. Indianapolis is acting on these priorities with creative public and private funding tools that support development, major hotel projects, new sports facilities and expanded trail systems.
Another big takeaway was how Indy has differentiated itself through sports. In addition to their well-known spectator sports, they’ve built facilities that make them a hub for amateur tournaments as well. Grand Park in nearby Westfield is a model venue designed to flex and accommodate the evolving needs of different sports. It’s a facility that not only generates significant economic activity but also positions Indy as a future “capital of women’s sports.”
They also recognized they needed to increase hotel capacity if they’re going to continue to grow as a sports destination. So, they are using both public and private dollars to build an 800-room downtown hotel—the largest they can fund—to support their vision.
And we can’t overlook the Indianapolis Cultural Trail, a linear park that links neighborhoods with downtown, making public spaces and cultural attractions accessible to all. By investing in trails and other placemaking amenities, Indy has strengthened community pride and enriched the visitor experience—an approach that offers valuable insights for our own region.
We came away from our visit with three clear lessons:
- Work collaboratively with community leaders and hospitality partners. Alignment matters as much as ambition and funding.
- Set high, but attainable goals for future development. Indianapolis is building the largest hotel it can to ensure long-term competitiveness. We must think just as boldly.
- Differentiate as a destination. Indy has claimed leadership in sports, including a new emphasis on women’s sports. What can Grand Rapids uniquely own?
These lessons highlight a shared responsibility: destination development. Defined by the 2025 Futures Study, it is “the strategic art of shaping and enhancing places to deliver exceptional visitor experiences, foster local pride, and drive community and economic vitality.”
Experience Grand Rapids Board of Directors meeting in Indy during the retreat.
This isn’t the job of one organization. Experience Grand Rapids will lead and advocate, but it takes all of us—public leaders, private partners, nonprofits and residents—to succeed. By working together, we can align strategies, invest boldly, and build a Grand Rapids where visitors, residents and businesses all thrive.
We saw this in action in Indianapolis. Their cultural trail and recreational amenities enhance the visitor experience while building community pride. Their sports complexes drive economic impact and attract talent. Their hotel strategy ensures the infrastructure needed for future growth.
Grand Rapids and Kent County are models for the power of public-private partnerships. We have abundant natural assets. We are making tremendous strides with our built assets through new parks and trail projects, facilities like the Meijer Sports Complex, Amway Stadium and Acrisure Amphitheater. And we’re having serious conversations about hotel capacity. We have the momentum.
Now, it’s up to us to apply the lessons from Indy and lead with a bold and collaborative vision of destination development—one that grows our visitor economy while creating a community we are all proud to call home.