Competitive businesses require competitive communities—and communities need the capacity to invest in themselves.

Indiana's fiscal discipline deserves real credit.

The state closed fiscal year 2026 with $3.99 billion in reserves, including a $1.86 billion surplus, according to the state comptroller's office. Reserves grew substantially over the previous year and now equal roughly 63 days of state expenditures—not an accident, but the result of cautious forecasting, spending controls and stronger-than-expected economic and revenue performance.

We should celebrate that. But we should also ask "what it's for?"

A strong reserve protects Indiana during a recession, a natural disaster or a sudden loss of federal support. It lets the state meet its obligations without immediately raising taxes or making damaging cuts. Maintaining that cushion is responsible government.

But fiscal discipline isn't just the accumulation of money. It should also give Indiana the capacity to confront the weaknesses holding back our economy and our communities.

Parking is one of the few public systems that people judge one trip at a time. Find a space near your destination, and the system barely registers. Circle the block twice, get a ticket or fight with a payment app, and suddenly Bloomington has a parking crisis.

I spent four years on the now-defunct City of Bloomington Parking Commission. My experience is that downtown parking is generally available and reasonably priced. Someone who has spent 15 minutes searching for a space may reasonably see things differently. Individual experiences quickly become conclusions about the entire system.

The City’s new parking study offers another chance to compare those perceptions with actual usage—and to consider parking as public infrastructure supporting workers, businesses and development.

A parking problem, or a convenience problem?
More than 1,500 people responded to the study’s survey. 55 percent said they usually find an on-street space within five minutes. 44 percent said Bloomington’s rates are comparable to other communities, while another 32 percent said they are lower. Those responses present a calmer picture than the public debate often suggests (Walker Consultants, 2026).

​The listening sessions were less reassuring. Participants associated parking with fines, hassle, and confusion. Downtown businesses said some customers assume parking will be difficult and choose another destination. Broken equipment, enforcement and limited awareness of cheaper garage spaces also came up repeatedly.

Both experiences can exist within the same system. Garage spaces may be available while every curb space beside a restaurant is occupied. Bloomington can have enough parking overall while particular blocks reach capacity at certain hours.

Perception also carries an economic cost. A customer who expects downtown parking to be difficult may never make the trip. An occupancy report produced afterward does not recover the visit.

Better signage, visible garage entrances and clearer information may improve the experience as much as another rate adjustment.

Communities do not compete simply with tax rates or incentives anymore. They compete on whether people believe they can get things done.

Government exists to protect the public. We agree with that old saying. But protecting the public should not mean making it unnecessarily difficult to invest in our community.

Government at its best creates confidence. It sets clear expectations, applies standards consistently, and helps people find a path to compliance. It opens doors instead of putting up barriers.

That is why the Bloomington Chamber welcomes the City's response to the independent audit of its development review and permitting process. The report confirms what applicants—large and small—have experienced for years: inconsistent reviews, conflicting direction between departments, long timelines, and a process that often felt unpredictable. More importantly, it offers practical ways to improve it.

These conversations have found their way to the Chamber for years.

We have collaborated with a local entrepreneur trying to open an emergency veterinary hospital, where months of delay meant the community waited longer for the service it needed. We have also seen a homeowner's accessory dwelling unit become caught in an extended review despite supporting the City's own housing goals. We have heard from business owners renovating existing buildings who went through round after round of comments without a clear understanding of what was required to move forward.

None of this was ever about avoiding regulations.

It was about understanding them.