Maria Heslin, Deputy Mayor of the City of Bloomington, gave a presentation about the City of Bloomington's Team Innovation for the 2012 Inter-City Visit.

1. Welcome!

6. Innovation City
Background
• Like many businesses and organizations, the City is facing
financial challenges. While we are on solid financial footing
today, we are looking ahead at how best to align City
expenses with projected revenues in 2013 and beyond. Our
challenge as we develop future budgets is that our costs are
starting to outpace revenues at a faster rate than ever
before.
• By beginning this analysis now, we have the opportunity to
shape the future of our organization proactively with a
strategic, creative and team-centric approach.
• Our goal is to adapt our organization in a way that will keep
us fiscally viable while allowing us to continue providing top
quality products and services to our community.

7. Innovation City
Structure
• In late fall 2011 at the Mayor’s request I developed a plan
to help address the City’s financial challenges in an
innovative and holistic manner.
• At the heart of the plan is Team Innovation.
The team is guided by the Budget Team, whose members
are Controller Mike Trexler; Parks and Recreation Director
Mick Renneisen; Human Resources Director Daniel
Grundmann and me.
• Every City Department Head plays a leadership role.
• Team Innovation has roles available for all City employees.

8. Innovation City
The Approach
We decided to look at every aspect of how we operate
the City. So that we are thorough in our analysis and
thoughtful in our decision making, we divided our work
into four main categories:
1 - Human Resources Initiatives
2 - Strategic Service Provision & Budgeting
3 - Revenue Generation
4 - Operations & Opportunities

9. Innovation City
Challenges
• Time/balance/staffing resources
• Variety of perspectives
• Not a lot of muda! Already lean, already very good!
• Commitment to excellence & sustainability
• Communication
• Change is hard!

10. Innovation City
Strategies & Tactics
• Develop a solid working team and plan of action.
• Introduce a High Deductible plan.
• Implement an Early Retirement and Separation Incentive
Program (ERIP/SIP).
• Review departmental operations, with every department
identifying areas to save funds and increase efficiency.
• Identify potential new revenue streams.

11. Innovation City
Outcomes
Due to the efforts of the entire organization to be
innovative in how we approach governing, our proposed
2013 budget takes us on a sustainable path. With this
budget, we continue to do everything possible to keep
providing the services our community has come to expect
while maintaining reserves close to the 2012 level.
Almost every department shows flat or even decreased
spending in every category except personnel. We've been
examining the services we provide and the ways we
provide them so that we can make thoughtful and strategic
adjustments to the way we run city government.
We will continue to develop those proposals over the
coming months.

12. Innovation City
Outcomes
• More than $1.2 million in savings directly attributable to
the Innovation project.
• City’s cash reserve will remain healthy with a General
Fund cash balance of $2,515,443 and a Rainy Day Fund
balance of $4,637,930 projected at the end of 2013.
• Continued commitment to Alternative Transportation,
Sidewalks Program and Social Services.
• Sustainable practices that increase our energy
efficiencies and reduce our carbon footprint.
• Projects that will stimulate economic vitality, including
the Switchyard, Downtown 12 Acres, Platinum Bicycle
Initiative and other significant infrastructure investments.

13. Innovation City
What’s Next
• Continued analysis of service provision and HR options.
• Identification of additional collaborations.
• Decision making regarding operational practices.
• Continued staffing analysis.
• Continued look revenue opportunities.
• Strategic plan updating.

14. Thank you!