02 02 THE PARKS BLOOMINGTON HAS SECTION CONTENTS HISTORY OF BLOOMINGTON’S PARK SYSTEM 40

ELEMENTS OF BLOOMINGTON’S PARK SYSTEM 42

PROGRAM ASSESSMENT 84

COVID IMPACTS 92

SECTION 02 REFERENCES 94

THE PARKS BLOOMINGTON HAS 39 02 40

Playfield arethemostprominent exampleofthisacquisition. from theSchoolDistrict.Creekside CommunityCenterandGeneKelly lost, exceptininstanceswhere theCitypurchasedformerschoolland some schoolswereclosed.Accesstorecreationatthese facilitieswasalso In thepasttherehasbeenadeclineinstudentpopulation intheCityand playground usage. hoping tousetheplaygroundfortheirkidsatsame timeasafter-care school timescancausepotentialconflictswhereadjacent residentsare school andafter-carehours.Playgrounduseduring theseafter residents atalltimes.Schoolplaygroundsareclosed to residentsduring equipment, andindoorgymnasiumspace.Schoolfacilities arenotopento and outdooractiverecreationfacilitieslikesportcourts, playfields,play school locations.AstheCitydeveloped,schoolshaveprovidedbothindoor to neighborhoods.Playgroundsareco-locatedatamajorityofelementary Schools inBloomingtonhavealsoprovidedimportantrecreationservices Valley NationalWildlifeRefuge. create theHyland-Bush-AndersonLakesParkReserveandMinnesota support fromLAWCON.StateandMetropolitanCouncilfundinghelped Woods, Pond-DakotaMissionPark,andMarshParkwerepurchasedwith to acquireparksandrecreationalareas.NorthCorridorPark,Tierney’s (LAWCON) wascreatedinthe1970’sandprovidedgrantopportunities and landacquisitions.TheFederalLandWaterConservationProgram 1970’s includedanumberofsuccessfulparkbondreferendums,grants, to createamajorityoftheBloomingtonparksystem.The1960’sand developers andtheCityusedthisdedicatedlandormoneyfrom 1958, anordinancewaspassedrequiringparkdedicationfromsubdivision first parklandpurchasewasmadein1954for28acresofMoirPark.In Recreation AdvisoryCommissionwaslaterestablishedin1955andthe the dedicationofBeaverbrookandLowerBryantParks.ThePark A ParkBoardwasestablishedinBloomingtonTownship1946following SYSTEM PARK OFBLOOMINGTON’S HISTORY 1 bloom!

BLOOMINGTON PARK SYSTEM MASTER PLAN PARK PLANNING ANDDEVELOPMENT PARK PLANNING corridors, and trailsasdevelopmentcontinued onthewestsideof the City. park visionfor Bloomington.TheCityplanned forparks,playfields, natural Plan inthe1970s, andthe1980Bloomington ComprehensivePlan createda progressive planningefforts thatincludedparksandtrails.TheWesternArea and laterthantheeastside andtheCitywasmoreequippedtotakeon side ofBloomington.Development onthewestsidehappenedmuchslower Greater topographicchange andnaturalfeaturesarefoundonthewest Bloomington AquaticCenter,andCreeksideCommunity Center. Ice Garden,theNationalGuardArmoryprogrammed forindoorgymspace, are convenientlylocatedatthecenterofCityincluding theBloomington it, whichhavebeensetasideasnaturalareas.Manycommunity amenities the exceptionofNineMileCreekandwetlandcomplexes surrounding Central Bloomingtonfollowsasimilar,grid-likepattern astheeastsidewith development. on thissideoftheCitybecause,duringera,theywere notafocusincity grid formatandtypicallyfocusonactiverecreation.Therearefewertrails and 1950’sinagrid-likepattern,theparksoneastsidefitinto other areasoftheCity.Thisdevelopmentoccurredprimarilyin1940’s features inthewayofdevelopmentandasaresult,grewmorequicklythan natural featuresandtopography.TheeastsideoftheCityhasfew Patterns ofdevelopmentinBloomingtonoccurredbasedonlocation Figure 2-1: 169 0 Mile 1 Pattern of Development Development of Pattern

NORMANDALE BLVD.

98TH ST. 494 90TH ST. 90TH

FRANCE AVE.

OLD SHAKOPEE RD.

PENN AVE. 35W

LYNDALE AVE. Development responds to topography topography to responds Development and natural features natural and A RICAN BLVD. MERICAN 98TH ST. 98TH

PORTLAND AVE.

90TH ST. 90TH ST. 86TH 77 OLD CEDAR AVE. 1940’s & 1950’s 1950’s & 1940’s Grid-Like Grid-Like Development

Minnesota River Valley Natural & Cultural Systems Plan

Figure 4.1 Ownership and Land Management in the River Valley

MN River Valley AMERICAN BLVD. Refuge Visitor Center 494

77 Long 86TH ST. Meadow Lake

Minnesota River Valley Natural & Cultural Systems Plan 90TH ST.

Figure 4.1 Ownership and Land Management in the River Valley 90TH ST. Valley View Park

Marsh MN River Valley Bush Lake 35W AMERICAN BLVD. Refuge Visitor Center REGIONAL & FEDERAL PARK DEVELOPMENTLake 494 Park HWY 77 OLD CEDAR AVE. CEDAR OLD The City has long maintained partnerships with the US Fish and Wildlife 77 LYNDALE AVE. LYNDALE Long 86TH ST. Meadow Service andHyland Park(USFWS) Three Rivers Park District (TRPD) to provide public Lake

Reserve I-35W

US- 169 90TH ST. PORTLAND AVE. PORTLAND 90TH ST. access to facilities and to operate programs. These partnerships have AVE. PENN been Valley View Park Marsh Bush Lake 35W NORMANDALE BLVD. NORMANDALE Lake Park critical to providing needed neighborhood and community facilities and 98TH ST. AVE. CEDAR OLD LYNDALE AVE. LYNDALE Hyland Park Reserve

98TH ST. AVE. PORTLAND programs to the residents of Bloomington, and to a regional user group. AVE. PENN Long

NORMANDALE BLVD. NORMANDALE 02 169 Meadow 98TH ST.

Hyland Lake 98TH ST. Lake Long 169 Meadow Hyland Lake Lake FRANCE AVE. FRANCE FRANCE AVE. FRANCE Central Central Park

Park Pond-Dakota Mission Park Memorandum of Understanding Area USFWS MINNESOTA VALLEY NATIONAL WILDLIFE REFUGE Pond-Dakota OLD SHAKOPEE RD. Land owned by the City of Bloomington Mission Park and managed by the US Fish and Wildlife Service Ownership in the Minnesota River Valley

City of Bloomington Memorandum of UnderstandingUS Fish and Wildlife Area Service State of Minnesota The USFWS Minnesota Valley National Wildlife Refuge was established in Dwan Golf Privately Owned Club Sylvia Mae OLD SHAKOPEE RD. Marsh Land owned by the City of Bloomington 1976 as an effort to preserve the corridor’s natural resources from the areas 760’ Contour Elevation Line and managed by theCity US of Bloomington Fish and Municipal Wildlife Boundary Service

Mike’s Ownership in the Minnesota River Valley rising population and development. The Refuge stretches nearly 70 miles Marsh Colman Lake Minnesota River along the Minnesota river from Bloomington to Henderson, Minnesota. It City of Bloomington US Fish and Wildlife Service State of Minnesota Dwan provides valuable habitat for birds, fish, and other wildlife.Golf Amongst its 46 0 1 Miles Privately Owned Club Sylvia Mae miles of trails and two visitor centers, the Refuge also offers community Marsh 760’ Contour Elevation Line Resource Management 4.14 programs, education, and access to nature to visitors. City of Bloomington Municipal Boundary

TodayMike’s walkers, bikers and birders are the primary users of the Minnesota Figure 2-2: Ownership and Land Management in the River Valley Marsh Valley National Wildlife Refuge (MNVNWR)Colman Lake and City-owned Minnesotaland in River the River Valley.

The City of Bloomington owns approximately 1,180 acres within the

Minnesota River Valley that includes escarpments, wetlands, shallow lakes, HWY 77

0 1 Miles Long Meadow and alluvial floodplains. Figure 2-2 shows the ownership and management Lake

responsibilities of various landholders in the river valley that Bloomington I-35 Valley View Park Marsh Bush Lake

Lake . partners with. Park US- 169

Hyland Park Reserve Resource Management 4.14

Long 169 Meadow Hyland Lake Lake

Central Park HYLAND-BUSH-ANDERSON LAKES PARK RESERVE Pond-Dakota Mission Park Hyland Lake Park Reserve is a part of the larger system, Hyland-Bush- OLD SHAKOPEE RD. Anderson Lakes Park Reserve. The City of Bloomington manages Bush Lake Minnesota River Dwan Golf Club Sylvia Mae Active and Normandale Lake while TRPD manages Hyland and Anderson Lake. Marsh

Recreation. The 2,565-acre Park Reserve has a variety of recreational and educational Mike’s Marsh Limited Trails. Colman Lake

opportunities including the Richardson Nature Center, Hyland Hills Ski Area,

disc golf, hiking, biking, camping, boating, and play. Additionally, North and 0 1 Mile Natural Corridors and Trails

South Corridor Parks and Tierney’s Woods are managed by BPRD. Figure 2-3: Bloomington Park System

THE PARKS BLOOMINGTON HAS 41 02 42

Department in thistransition. identified and describedinthenextsection areintendedtoassist the department, theParksand RecreationDepartment.Theparkelements used tobeadivisionofCommunity Services,butin2019becameitsown Recreation staffmoreability tosteerthedirectionofsystem.Parks this evolutionaryprocess.One criticalchangeisgivingtheParksand future. TheCityhasbegun thechangesnecessarytoidentifyandenact the systemsothatitcanremainacriticalpartofcity life intothe Bloomington residentsexpectintheirparksystem,and tomodernize changes needtooccurmaintainandimprovethelevel ofqualitythat Residents, Cityleadership,andstaffhaveallidentified thatsignificant of thesystem. likely causemodificationsandadjustmentthroughout theotherelements in Bloomington.Impactingandchangingoneelement inthesystemwill elements worktogethertoprovidetheparkandrecreation experience facilities toprogramsandoperationsmaintenance.Allofthese system. Theseelementstouchoneverythingfrominfrastructureand identified anumberofelementsthatprovidegreatimpacttotheoverall Bloomington’s parksystemisvastandvaried,buttheconsultantteam a consultantteamofparksplannersandadministrativespecialists. The CityofBloomington’sparksystemhasbeenstudiedandanalyzedby PARK SYSTEM OFBLOOMINGTON’S ELEMENTS 1 bloom!

BLOOMINGTON PARK SYSTEM MASTER PLAN Action Plan. have beenfurtherrefined and developedwithstaffinputinSection04- analysis andexperiencewith otherparksystems.Theserecommendations outline ofkeyissuesandrecommendations basedontheconsultantteams An analysisoftheadditional parkelementsisfoundbelowwithabrief elements andworkingononewillimpactanumberof otherparkelements. available. Thereissignificantoverlapandsynergies between allofthesepark City canaddintheotheradditionalparkelementsas resourcesbecome previous studiesandcompletedwork,Citystaff recommendations. The These fourelementswereidentifiedthroughstakeholder engagementefforts, maximize resources. categorized methodallowstheCitytofocusonfourkey parkelementsto categories: “PriorityParkElements”,and“AdditionalElements”.This everything atonce.The12keyparkelementshavebeenprioritizedintotwo resources arelimitedanditisunlikelythattheCitywillimplement upon, willfuelamoresuccessfulparkssystem,thereisrecognitionthat the BloomingtonParkSystem.Thoughalloftheseelements,whenimproved The masterplanlooksat12keyparkelementsthatarevitaltotransforming PARK ELEMENTS: 02 PRIORITY PARK ELEMENTS ADDITIONAL PARK ELEMENTS

PARK ELEMENT 01 NATURAL RESOURCES PARK ELEMENT 05 SUSTAINABILITY Protect and restore natural resources to Use sustainability best practices in projects to mitigate climate sustain a healthy, diverse and balanced change and conserve natural resources. natural park system for all to enjoy and PARK ELEMENT 06 ARTS AND PLACEMAKING understand. Work with existing successful arts and placemaking organizations to implement more artistic elements into the park system. PARK ELEMENT 02 PARK NEEDS (LEVEL OF SERVICE) Achieve an appropriate balance of PARK ELEMENT 07 CORE SERVICES - EXPANDING USER BASE Provide additional Health, Fitness, Environmental Educational, parks, recreation facilities, programs, Recreational, Sports and Special Event Experiences. and experiences in each planning area to support access to parks, trails, sports PARK ELEMENT 08 ORGANIZATIONAL STRUCTURE facilities, and recreation amenities that Create an organizational structure that provides the best customer residents want and need. experience and cost management for the future of the Department. PARK ELEMENT 09 ECONOMIC DEVELOPMENT AND BUDGET ENHANCEMENT PARK ELEMENT 03 TRAILS AND MOBILITY Promote economic development and establish a budget that Implement past planning matches the expectations of the community. recommendations and integrate parks PARK ELEMENT 10 POLICY UPDATES as key destinations into the overall Create policies that provide flexibility for the Director to operate transportation system. Provide a efficiently and effectively to achieve the Vision for the Master Plan. variety of interesting and safe trail experiences inside parks to encourage PARK ELEMENT 11 EFFICIENCY AND EFFECTIVENESS mobility as recreation. Create Key Performance Metrics to maximize the efficiency and effectiveness of the Department. PARK ELEMENT 04 EQUITY AND ACCESS PARK ELEMENT 12 CULTURAL RESOURCES Build equity and accessibility into the Understand, respect, and honor the cultural resources throughout park system to provide exceptional the City and beyond that connect it to the past, present, and future. parks and recreation opportunities for ALL residents that meet their needs, and their community’s needs.

THE PARKS BLOOMINGTON HAS 43 02 44

Natural areas arescatteredandisolated throughoutopenspacesand parks areas andnaturalfeatures of Bloomington’sparksysteminclude: patches andthreatentoreducequalityfurther.Thekey remainingnatural invasive andundesirablespecieshavespreadquickly intotheseremaining were thosethatnoteasilytilledordeveloped.Buckthorn andother to homes,commercial,andindustrialuses.Theremaining naturalareas agricultural landwasattractivefordevelopmentand was quicklyconverted it waspossibletogetaplow.AsMinneapolisandSt.Paul grewthesame of therivervalleywereevenconvertedtoagricultural fieldsinareaswhere attractive to farming because of the flat terrain and rich soil. Large portions southern edgeoftheCity.AsBloomingtonwassettled, theprairiewas at thetopofbluff,andforestedrivervalleyblufflands While diverse,thetwomajorecozoneswerevastprairieandwetlands was richwithdiversityandpartofamuchlargerecologicalmatrix. resources andnaturalareas.Thepre-settlementlandscapeofBloomington The foundationofBloomington’sParkSystemisbuiltaroundnatural RESOURCES 01|NATURAL PARK ELEMENT PRIORITY 1 • • • bloom!

Nine MileCreekandthewetland complexesinitscorridor Hyland-Bush-Anderson Lakes ParkReserve The MinnesotaRiverValley andBluff

BLOOMINGTON PARK SYSTEM MASTER PLAN that understanditsimportancetotheCityanddesireto: next chapterofBloomington’snaturalareasisbeingwrittennowbythose in theCity,butoncegreatandconnectedprairienolongerexists.The are rapidlyspreading. However,thebiggest threattonaturalareas in for nativeplantstocompete withinvasiveandundesirablespeciesthat These effectsarechanging thecompetitivefieldandmakingitmoredifficult areas bydramaticallychanging historicweatherpatternsandhydrology. be prioritized.Climatechange isacceleratingthedegradationofnatural will alwayscontainsignificantly morediversitythanrestoredsitesandshould impossible tobringthequalitybackpre-infestation level.Preservedsites yet. Oncetheyareoutcompetedbyundesirablespecies, itwillbenearly their plantstructure,soilprofiles,andwayswhichhave notbeendiscovered thousands ofyearsandcontainsignificantamounts of diversitythroughout benefit totheCity.Existingnaturalareashaveadapted overhundredsto natural areasshouldbeprioritizedbecauseitwillprovide thegreatestcost- contiguous naturalareas.Managementandprotection ofexisting,intact areas aremoresusceptibletoinvasivesandcandegrade fasterthanlarger under attackfrominvasiveandundesirablespecies.Fragmented natural not receivedadequatemaintenanceactivitiesinthepastandareconstantly Time iscriticaltoachievethegoalsmentionedabove.Naturalareashave • •

Bloomington’s naturalheritage. Restore thefunctional,aesthetic,anduniquequalitiesof Preserve theremainingportionsofqualityhabitat;and Photo Credit: Doug Wallick Doug Credit: Photo Bloomington might also be it’s greatest hope – people. Natural Areas There is no question that Bloomington’s past residents have historically tilled, harvested, paved over, dumped trash into, and ignored Bloomington’s natural areas to create today’s degraded condition. Once these natural areas Natural areas is a broad term used throughout the PSMP. are lost, they are gone forever. Today’s generation of Bloomington residents It is generally defined as: a geographical area having a physical have a chance to mitigate these losses, create a new relationship with natural and cultural individuality developed through the growth of native plant 02 areas, and protect and restore Bloomington’s natural heritage for present communities. and future generations. Healthy societies rely on healthy environments. Degraded environments are often a reflection of the societies they reside in. An investment in Bloomington’s natural resources is an investment in our Natural areas can have different levels of quality associated with them based on the future. amount of native plant material versus invasive or non-desirable flora.

KEY NATURAL RESOURCE ISSUES: Natural areas also refer to geographical areas that were intentionally managed or restored with more desirable native flora. There are a number of challenges and issues to natural resource preservation and restoration at an effective scale in the City. The key issues that need to be addressed to provide effective preservation and restoration of natural areas in Bloomington include:

• Prioritizing Resources • Leadership and Collaboration • Access and Preservation

PRIORITIZING RESOURCES Natural resources and natural areas consistently rise to the top of characteristics that contribute to Bloomington’s high quality of life. Community engagement for the Park System Master Plan (PSMP) asked participants to rank their top priorities and themes. ‘Natural Resources’ and ‘Environmental Sustainability and Resiliency’ were the top two themes identified. The City Council identified ‘Environmental Sustainability’ as one of their strategic priorities in 2017. A statistically valid survey also identified access to nature trails as one of the top 5 priorities of need that are currently not being met by the city, and nature trails and natural areas/ reserves as 2 of the top 3 facilities that respondents feel are most important to their households.

THE PARKS BLOOMINGTON HAS 45 02 46

studies thathavepreviouslybeencompleted.These include: range ofstakeholders.ANRMPwouldbuilduponthe planningworkand resources inBloomingtonisneededthatincorporates inputfromabroad but shouldbeapriorityfortheCity.Acohesiveplan addressingnatural vision fornaturalresources.ANRMPisbeyondthescope ofthisdocument knowledge, volunteerefforts,partnershipopportunities, andsetsaholistic but theyhavenotcompletedacomprehensivestudythat leveragesstaff 15-years thathaveprovidedgreatinsightandknowledge fortheCity, Bloomington hascompletedplanningstudiesanddocuments inthelast natural resourcemanagementplantoguidetheirwork. other citiesthatwerebenchmarkedforcomparisonhaveacompleted have acomprehensiveNaturalResourceManagementPlan(NRMP).All prioritized ashighlyotherissuesintheCity.Bloomingtondoesnot Planning fornaturalareasandresourceshasalsonotbeen management. in thebudgetallocatedandneededforeffectivenaturalresource accurate estimateforbudgetingpurposes,butthisisalargediscrepancy acre andanannualworkplanshouldbeestablishedtoprovidethemost between $120,000-$600,000/year.Amoredetailedmaintenancecostper activities on1/4oftherestorationprioritiesmentionedabovewouldrange $2,000/ acrefortypicalmaintenanceapproaches.Performingrestoration & CulturalSystemsPlan(MRVNCP)includedcostestimatesat$400- Maintenance strategiesidentifiedinTheMinnesotaRiverValleyNatural Areas wereidentifiedinthePublicWorksRestorationPriorityStudy. desires expressedbythecommunity.Forexample,1,262acresofNatural amounts willbeinadequatetoachievetheenhancementandrestoration Maintenance hasdedicatedadditionaldollarsformaintenance,butthese $65-75,000/ yearintheCIPbudgetfornaturalresourceprojects.Park support thispriority.Bloomingtonhashistoricallyallocatedapproximately budget andpastworkplanshavebeeninadequatetocomprehensively Natural resourcesareaprioritytoBloomingtonresidents.However,the 1 • bloom!

areas withinthe City.Approximately84% oftheland-usepolygons System (MLCCS)wasutilized toidentify3297distinctlandscape Environmental Services.The MinnesotaLandCoverClassification (NRICB), preparedbyGreat RiverGreeningandHennepinCounty (2007) NaturalResources Inventory oftheCityBloomington

BLOOMINGTON PARK SYSTEM MASTER PLAN • • •

was completedthirteenyearsago. resources protectionefforts.Whileanexcellentresource,thisstudy to inventorynaturalareasidentifiedforfutureplanningand areas receivedthehighestqualityranking.Theintentofstudywas Heritage ElementOccurrenceRankingGuidelines.Threenatural Natural CommunityQualityRankingsaccordingtotheDNR’s were fieldchecked.Thestudyidentifiedareasthatqualifiedforthe throughout Bloomington. Minnesota RiverValleybutcouldbeappliedtoother naturalareas These recommendationswerelimitedtonaturalareas withinthe and costrangestoprovideeffectivenaturalresource management. completed in2007.Thisplanalsoidentifiedanumber oftechniques Minnesota RiverValley.TheMNRVNCPbuiltuponthe MLCCSwork still accurate.Thisfieldverificationwaslimitedtoareas withinthe the NRICBtoverifythatresourcequalityrankings werelargely the visionof2016MRVSPandfieldverifiedareas identifiedin provides aframeworkasguidancedocument.Theplan buildson create aholisticviewandplanmovingforward,butthisdocument continue toengagewithotherstakeholdersintheRiverValley can beappliedtonaturalareasthroughouttheCity.TheCitywill resource managementandeducationfindingsrecommendations on City-ownedlandintheMinnesotaRiverValley.Manyof and utilization.” manner thatbalancesresourcepreservationwithappropriateaccess appreciation, andenjoymentoftheMinnesotaRiverValleyina addressed. ThePlan’svisionandgoalsare:“Toenhanceawareness, the rivervalleyandidentifieskeyopportunitieschallengestobe describes thehistoric,ecological,andexistingconditionscontextof summarizes thefindingofabroadbasedassessment.ThePlan (2016) TheMinnesotaRiverValleyStrategicPlan(MRVSP) City staffworkedwiththe Sustainability Commissiononaprojectto management planningduring adoptionoftheMNRVNCP.In2018 was createdtobeginfill thevoididentifiedinnaturalresource (2019) RestorationPriority StudydevelopedbyPublicWorksstaff (MNRVNCP) (2018) TheMinnesotaRiverValleyNatural&CulturalSystemsPlan was created to address management of natural resources Public Open Space Restoration Prioritization, City of Bloomington

LEADERSHIP AND COLLABORATION City staff, the Sustainability Commission, non-profit groups, other agencies, and individual volunteers have been making a difference in protecting natural resources and natural areas in Bloomington for several years. They have been ‘holding the line’ and are responsible 02 for an elevated level of quality that would likely not exist without their commitment, expertise, and passion. The Park System Master Plan (PSMP) seeks to pull these efforts and actors together to create a more organized and effective approach to natural areas preservation and restoration through the Parks Department.

Natural resources maintenance is currently provided by Bloomington Municipal Boundary Park Maintenance staff in the Public Works Department. Prioritization Matrix Index Total This staff has done a good job of completing various Community Park projects and conducting ongoing maintenance of natural Low Priority areas along with their various other duties. However, the Medium Priority amount of work necessary to maintain Bloomington’s E Medium-High Priority extensive natural areas needs dedicated full-time staff. 0 3,050 6,100 12,200 18,300 Feet High Priority These staff members should be solely in charge of 1 inch equals 6,108.13 feet natural areas maintenance and management. This may Figure 2-4: Priority Restoration Sites in Bloomington. Source: City of Bloomington Figure 11 mean that some duties are reassigned to provide this focus. prioritize natural resource restoration opportunities throughout Bloomington. The study was based in GIS and adapted scoring methods used to prioritize natural resource management Providing dedicated full-time staff for Bloomington’s sites in the Minnesota River Valley Natural and Cultural Systems Plan. The study identified natural resources is important for it’s size; particularly priority areas to target for restoration so that resources can be allocated more effectively in given the acreage of natural resource areas to maintain, the future (Figure 2-4). The restoration areas defined in this study will need to be maintained as well as residents’ interests in protecting and restoring over time and this should be further reviewed and prioritized in the overall NRMP. natural areas. Several cities in the Twin Cities Metro have full-time natural resource staff positions including: • (Various) Engineering Departments Water Resources Technical Documents including the Surface Water Management Plan, Wetland Management Plan, and Penn Lake Management • Eden Prairie – Parks and Natural Resources Manager, Forester, Forest Technician, Plan, and the City’s storm water pollution prevention program. City Water Resources staff Environmental Coordinator identified opportunity zones for potentially integrating water resource improvements with • Minnetonka – Natural Resource Manager, City park improvements. Forester, Forestry Technicians, Natural Resource Specialist, Restoration Specialist, Multiple Technicians (5 staff plus seasonal technicians)

THE PARKS BLOOMINGTON HAS 47 02 48

City haslower accesstonaturalareasthan mostotherportionsof and accesstonaturearehighly limited.Thenortheastpartofthe natural areasisexceptional, andothersectorswherenaturalareas to naturalareas.Thereare areasintheCitywhereaccessto messages wereheard–Bloomington residentswantmoreaccess Throughout engagementactivitiesforthePSMPconsistent BALANCE ANDPRESERVATION ACCESS inter-agency collaborationandcommunication. leadership andfacilitateseffectivecross-departmental aswell to establishapositionthatdefinesnaturalresource management staff acrossdifferentdepartmentsintheCity.There isarealneed communications andresponsibilitiesareoccurringwith multiple to occurforeffectivenaturalresourcesmanagement.These coordination withotheragenciesandinterestgroupsthatneeds There issignificantaccommodation,prioritization,and departments. leadership, coordination,andcollaborationwithcitystaffacross common goalsandstrategies.Additionally,theywouldprovide resources, tocreate to provideapointofcontactaroundBloomington’snatural resource allocation.Amajorgoalofthepositionwouldbe activities, communications,coordination,grantpursuit,and This positionwouldberesponsiblefororganizingoperations natural resourcesworkandclarifyorganizationalrelationships. resources andfocusingstaffontheseelementswillprioritize of theirregularduties.Definingapositionspecifictonatural provided tosomeextentbyParkMaintenancestaffasapart Many dutiesofthepositionsmentionedabovearecurrently 1 • • • • bloom!

Seasonal ForestryTechnician,WeedInspector St. LouisPark–NaturalResourcesManager,CityForester, Specialist, Technician,andForester(4staff Burnsville –NaturalResourcesManager,Resource Plymouth –CityForester,ForestryAide/Technician Golden Valley–EnvironmentalCoordinator,CityForester

BLOOMINGTON PARK SYSTEM MASTER PLAN a more cohesive unit working together towards a morecohesiveunitworking together Half-Mile BufferforParkswithNaturalAreas NATURAL AREASFACILITY MAPS Woodbridge Ferry Road Park Bloomington Tierney’s Woods MN RiverValley WALK-TIME ANALYSIS (5/10/15MINUTES) Park Veness Playlot Pond Cavell Pond Boone Park Sunrise Park Cranberry Park Bill Warren Pickfair Pond ) Technician Lake Park West Bush Park South Corridor Playlot Quail Ridge Playground Reynolds Lake Park East Bush Park CorridorNorth Lake Park Normandale Park Hills Hyland Ridge Park Norman Pond Timberglade Playground Pauly’s Marsh Myr Nort Pond Tarnhill Winchester Pond Figure 2-6: Figure 2-5: River Valley) River Half-Mile BufferforParkswithNaturalAreas NATURAL AREASFACILITY MAPS MN RiverValley WALK-TIME ANALYSIS (5/10/15MINUTES) Playground Southglen Woodbridge Ferry Road Park Park Marsh Lake Park Hills Heritage Bloomington Tierney’s Woods Pond Overlook US- 169 Park US- 169 Veness Playlot Park Collegeview Wanda MillerPlaylot Pond Cavell Pond Boone Park Sunrise Pond France Park Cranberry Park Bill Warren Park Marsh Lake Pond Canterbury Oaks Pickfair Pond Walking time analysis to trailheads for the Minnesota River Valley River Minnesota the for trailheads to analysis time Walking Minnesota and Hyland (excluding residents of mile 1/2 within Areas Natural Park Girard Lake Lake Park West Bush Northcrest PlaygroundNorthcrest Park South Corridor Playlot Quail Ridge OLD SHAKOPEERD. Playground Reynolds Lake Park East Bush OLD SHAKOPEERD. Park Brookside Pond Xerxes Park CorridorNorth Park Moir Adelman Pond Pond Barthel’s Creek Park Nile Mile Lake Park Normandale Park Hills Hyland Ridge Park Norman Park Haeg Park Central Pond Timberglade Park Central Playground Pauly’s Grounds Harrison Picnic Marsh Myr Nort Pond Tarnhill Winchester Pond Playground Southglen Park Marsh Lake Park Hills Heritage Pond Overlook Park Bryant Wanda MillerPlaylot Park Collegeview Pond France Park Marsh Lake Pond Canterbury Oaks Park Girard Lake Pond Dakota Northcrest PlaygroundNorthcrest Park Oxboro Lake Park Brookside Pond Xerxes Mission Park Moir Adelman Pond Pond Barthel’s Creek Park Nile Mile Park Haeg Park Central Park Central

I-35 Grounds Harrison Picnic I-35 Picnic Grounds Parker’s Wright’s Lake Park Smith Park Bryant Pond Dakota Park Park Spring Mounds Park Oxboro Lake Mission Picnic Grounds Parker’s Wright’s Lake Park Smith Park Park Spring Mounds Glen Forest HWY 77 HWY 77 2 .5miles .25 0 2 .5miles .25 0 a NaturalAreas 0.5 MileBufferforParkswith Classified Parks Natural Area/OpenSpace Jointly ManagedParks Bloomington CityLimits Hig Trailhead 15-Minute Walk Time 10-Minute Walk Time 5-Minute Walk Time Parks withNatural Areas Parks Bloomington City Limits Glen Forest hway 7 2 .5miles .25 0 2 .5miles .25 0 a NaturalAreas 0.5 MileBufferforParkswith Classified Parks Natural Area/OpenSpace Jointly ManagedParks Bloomington CityLimits Hig Trailhead 15-Minute Walk Time 10-Minute Walk Time 5-Minute Walk Time Parks withNatural Areas Parks Bloomington City Limits 7 hway 7 7 the City, with the exception of South Loop District. Natural areas and open preservation balance issues the NRMP should also address include: space park facilities are much more likely to be outside a half-mile radius • Degradation of natural areas - Increasing access to natural resource for residents in this portion of the City (Figure 2-5) and while there is good areas can reduce the quality of that resource. Trails invite users into access opportunities to the River Valley on the south-eastern side of the natural areas that can be inadvertent vectors for undesirable species City, Highway 77 makes access more difficult for northern residents west of spread. Trail corridors can fragment existing patches of a natural area and disrupt habitat, movement, and behaviors of wildlife. To 77 (Figure 2-6). Providing a more equitable balance of natural areas in this address this, the City should consider identifying high quality and portion of the City will need to occur through neighborhood and community rare species areas that should be protected, and restrict recreational 02 parks, or other land-holders due to the fully developed nature of the city- activities in those areas. Most natural areas in Bloomington are grid. The scale of natural areas east of I-35W are not likely to be similar to degraded and this won’t be a widespread issue. The NRMP should make recommendations on protection of high quality areas that the natural areas on the west side of Bloomington, but finding opportunities emerged in community engagement including: to connect to nature and natural areas of any scale is still important to » Tierney Woods and Corridor Park in Northwest Bloomington. residents. These areas were identified by mountain bikers as locations for potential trails. Other residents replied that trails would Natural surface hiking trails and trails in nature were identified as a priority degrade the resource and the areas should be protected. need for Bloomington. Additionally, there is desire for additional mountain This issue will only heighten as mountain biking increases in biking experiences in the City. Bloomington is a leader in natural surface popularity. trails compared to the benchmark communities and has high-quality trails » Nine Mile Creek in Central Park – The creek in portions of Moir/ Central park is accessible to the public and there is in the Minnesota River Valley and Hyland Park Reserve. These natural evidence of high usage and activity on the river banks. This surface trails are unique features in the Metropolitan area and should be spot is an inviting and popular location to interact with the nurtured and built upon. There is currently no plan for management, design, creek and the riverbanks show signs of erosion and overuse. or expansion opportunities in the City for natural surface trails. These trails represent a significantly affordable recreation opportunity for the City that residents have clearly articulated they desire more of. Addressing the network of existing facilities as well as new opportunities is worthy of additional study, planning, and coordination with other agencies. Not all natural areas are appropriate for these trails, because they do have the potential to degrade the quality of the natural areas they are in.

The population of Bloomington is expected to increase over time and become more dense, increasing pressure on natural surface trails and natural areas. This increased traffic can potentially degrade the environment and trail experience. When asked in a survey about the balance of preservation of natural areas versus access and utilization that might degrade their quality, over half of the respondents indicated a desire for an approach that balances best practices, research, budgets, and recreation needs. A future Natural Resources Management Plan (NRMP) could address this tension and identify high quality natural areas to be protected, and provide goals and strategies to help achieve the balance residents desire. Some of the access and

THE PARKS BLOOMINGTON HAS 49 02 50

recommendations havebeenintroducedinthissection. strengthen theroleofnaturalresourcesinParkSystem.Several Needs forrecommendationsonwhattheParksDepartmentcandoto See ‘PriorityParkElements’inSection03–TheParksBloomington Bloomington include: effective preservationandrestorationofnaturalareasthroughout wildlife tothrive.Thekeyissuesthatneedbeaddressedprovide heat waves.Thesechangescanmakeitdifficultfornativeplantsand warmer winters,increasedrainfall,andthelikelihoodofmoresummer that contributetoclimatechange.ClimatechangeinBloomingtonmeans and drivinggasoline-fueledvehiclesproducegreenhousegasemissions undesirable floraspeciesspread.Additionally,energyuseinbuildings increasing pressurefromerosionandhydrologychanges,accelerating the City’snaturalresourcesbyfragmentinghabitatcorridorsandpatches, system. Bloomington’sbuiltenvironmentcontinuestonegativelyimpact Natural resourcesareafoundationalelementtoBloomington’spark CONCLUSION 1 bloom! • • •

Access andPreservation Leadership andCollaboration Prioritizing Resources

BLOOMINGTON PARK SYSTEM MASTER PLAN Public Open Space Restoration Prioritization, City of Bloomington 02

Bloomington Municipal Boundary

Vegetative Quality

A

B E C D 0 3,050 6,100 12,200 18,300 Feet NA 1 inch equals 6,108.13 feet NN Figure 4 Figure 2-7: Public Open Space Restoration Prioritization. Source: City of Bloomington

THE PARKS BLOOMINGTON HAS 51 PRIORITY PARK ELEMENT 02 | PARK NEEDS (LEVEL OF SERVICE) Bloomington’s park system was primarily built in the 1960’s-70’s with money from the Land and Water Conservation Fund (LAWCON) program and 02 through Park Dedication. LAWCON was enacted by Congress in 1964 “to strengthen the health and vitality of the citizens of the United States” through planning, acquisition, and development of land and water outdoor recreation facilities. Parks built with LAWCON dollars often followed a similar template that included popular recreation facilities at the time such as softball fields and tennis courts. Bloomington’s recreational amenities have not changed significantly from that time, and do not reflect current demographics and recreation trends. The consultants and staff analyzed the Level of Service of the existing park system in order to update the park system to better match current recreation trends with the City’s demographics.

Level of Service (LOS) standards are guidelines that define service areas based on population that support investment decisions related to parks, facilities and amenities. LOS standards can and will change over time as recreation trends, demographics, and economics of a community evolve.

The consultants evaluated park facility standards using a combination of resources. These resources included market trends, demographic data, recreation activity participation rates, community and stakeholder input, National Recreation and Park Association PRORAGIS data, the community survey, and general observations. This information allowed standards to be customized to Bloomington.

The inventory of parks, trails, and facilities fully available to the public from all public agencies should be considered when discussing a community’s LOS. However, facilities provided by private businesses, clubs, homeowner associations, apartment complexes, etc. are typically excluded from this analysis because they do not offer the same unrestricted degree of access as public amenities. While the school district serving Bloomington residents contribute a great deal of field use and gym space, the focus of this evaluation was specific to parks, facilities, and amenities that came under the responsibility of the City.

52 bloom! BLOOMINGTON PARK SYSTEM MASTER PLAN Level of Service Standards - Bloomington, MN Recommended Current Inventory Current LOS Current Needs Five-Year Need Forecast Standard

Three Other Total Service Level Based on Recommended Service Levels Item Bloomington Rivers Park Assessment Additional Need Assessment Additional Need Providers Inventory Current Population for Study Area District PARKLAND Neighborhood Parks 184.73 - - 184.73 2.08 acres per 1,000 2.25 acres per 1,000 Need Exists 15 Acres Need Exists 22 Acres Community Parks 294.60 - - 294.60 3.32 acres per 1,000 3.50 acres per 1,000 Need Exists 16 Acres Need Exists 27 Acres Regional Parks 912.25 - 2,611.00 3,523.25 39.67 acres per 1,000 39.75 acres per 1,000 Need Exists 7 Acres Need Exists 134 Acres Special Use Parks 179.32 16.85 - 196.17 2.21 acres per 1,000 2.00 acres per 1,000 Meets Standard - Acres Meets Standard - Acres Total Developed Park Acres 1,571 17 2,611 4,199 47 acres per 1,000 48 acres per 1,000 Need Exists 20 Acres Need Exists 171 Acres Natural Areas/Open Space 1,179.68 4,146.00 - 5,325.68 59.97 acres per 1,000 acres per 1,000 Meets Standard - Acres Meets Standard - Acres School/Church Grounds - 124.90 - 124.90 1.41 acres per 1,000 acres per 1,000 Meets Standard - Acres Meets Standard - Acres Total Park Acres 2,751 4,288 2,611 9,649 109 acres per 1,000 48 acres per 1,000 Meets Standard - Acres Meets Standard - Acres TRAILS Paved Trails 41.81 1.70 10.50 54.01 0.61 miles per 1,000 0.50 miles per 1,000 Meets Standard - Miles Meets Standard - Miles Unpaved Trails 43.93 13.00 7.50 64.43 0.73 miles per 1,000 0.20 miles per 1,000 Meets Standard - Miles Meets Standard - Miles OUTDOOR FACILITIES Shelters/Pavilions 23 23 1 site per 3,861 1 site per 10,000 Meets Standard - Sites Meets Standard - Sites Baseball Fields 12 - - 12 1 field per 7,401 1 field per 5,000 Need Exists 6 Fields Need Exists 6 Fields Softball Fields 51 19 - 70 1 field per 1,269 1 field per 5,000 Meets Standard - Fields Meets Standard - Fields MultiPurpose Fields 32 13 - 45 1 field per 1,974 1 field per 4,000 Meets Standard - Fields Meets Standard - Fields Basketball Courts 42 - - 42 1 court per 2,115 1 court per 2,500 Meets Standard - Courts Meets Standard - Courts Tennis Courts 49 23 - 72 1 court per 1,234 1 court per 2,500 Meets Standard - Courts Meets Standard - Courts Pickleball Courts 8 8 1 court per 11,102 1 court per 10,000 Need Exists 1 Courts Need Exists 1 Courts Volleyball Courts 10 - - 10 1 court per 8,881 1 court per 10,000 Meets Standard - Courts Meets Standard - Courts Playgrounds 43 14 - 57 1 site per 1,558 1 site per 2,500 Meets Standard - Sites Meets Standard - Sites Dog Parks 2 2 1 site per 44,406 1 site per 40,000 Need Exists 0 Sites Need Exists 0 Sites Skate Park 1 - - 1 1 site per 88,812 1 site per 40,000 Need Exists 1 Sites Need Exists 1 Sites Splash Pad 1 - - 1 1 site per 88,812 1 site per 20,000 Need Exists 3 Sites Need Exists 4 Sites Outdoor Pool 1 - - 1 1 site per 88,812 1 site per 40,000 Need Exists 1 Sites Need Exists 1 Sites Outdoor Ice Rink 20 20 1 site per 4,441 1 site per 20,000 Meets Standard - Sites Meets Standard - Sites These LOS standards should be viewed as a guide. The standards are to be coupled with INDOOR FACILITIES community input and understanding of system needs of the community. By applying these Indoor Recreation Space (S..F) 1 - - 1 0.00 SF per person 1.50 SF per person Need Exists 133,217 Sq. Ft. Need Exists 137,995 Sq. Ft. Indoor Aquatic Space (S.F.) - - - SF per person 0.50 SF per person Need Exists 44,406 Sq. Ft. Need Exists 45,999 Sq. Ft. standards to the population of Bloomington, gaps or surpluses in park and facility types are revealed. 2020 Estimated Population 88,812 2025 Estimated Population 91,997 02 Notes: Population is based on Bloomington City limits Level of Service Standards - Bloomington, MN Recommended Current Inventory Current LOS Current Needs Five-Year Need Forecast Standard

Three Other Total Service Level Based on Recommended Service Levels Item Bloomington Rivers Park Assessment Additional Need Assessment Additional Need Providers Inventory Current Population for Study Area District PARKLAND Neighborhood Parks 184.73 - - 184.73 2.08 acres per 1,000 2.25 acres per 1,000 Need Exists 15 Acres Need Exists 22 Acres Community Parks 294.60 - - 294.60 3.32 acres per 1,000 3.50 acres per 1,000 Need Exists 16 Acres Need Exists 27 Acres Regional Parks 912.25 - 2,611.00 3,523.25 39.67 acres per 1,000 39.75 acres per 1,000 Need Exists 7 Acres Need Exists 134 Acres Special Use Parks 179.32 16.85 - 196.17 2.21 acres per 1,000 2.00 acres per 1,000 Meets Standard - Acres Meets Standard - Acres Total Developed Park Acres 1,571 17 2,611 4,199 47 acres per 1,000 48 acres per 1,000 Need Exists 20 Acres Need Exists 171 Acres Natural Areas/Open Space 1,179.68 4,146.00 - 5,325.68 59.97 acres per 1,000 acres per 1,000 Meets Standard - Acres Meets Standard - Acres School/Church Grounds - 124.90 - 124.90 1.41 acres per 1,000 acres per 1,000 Meets Standard - Acres Meets Standard - Acres Total Park Acres 2,751 4,288 2,611 9,649 109 acres per 1,000 48 acres per 1,000 Meets Standard - Acres Meets Standard - Acres TRAILS Paved Trails 41.81 1.70 10.50 54.01 0.61 miles per 1,000 0.50 miles per 1,000 Meets Standard - Miles Meets Standard - Miles Unpaved Trails 43.93 13.00 7.50 64.43 0.73 miles per 1,000 0.20 miles per 1,000 Meets Standard - Miles Meets Standard - Miles OUTDOOR FACILITIES Shelters/Pavilions 23 23 1 site per 3,861 1 site per 10,000 Meets Standard - Sites Meets Standard - Sites Baseball Fields 12 - - 12 1 field per 7,401 1 field per 5,000 Need Exists 6 Fields Need Exists 6 Fields Softball Fields 51 19 - 70 1 field per 1,269 1 field per 5,000 Meets Standard - Fields Meets Standard - Fields MultiPurpose Fields 32 13 - 45 1 field per 1,974 1 field per 4,000 Meets Standard - Fields Meets Standard - Fields Basketball Courts 42 - - 42 1 court per 2,115 1 court per 2,500 Meets Standard - Courts Meets Standard - Courts Tennis Courts 49 23 - 72 1 court per 1,234 1 court per 2,500 Meets Standard - Courts Meets Standard - Courts Pickleball Courts 8 8 1 court per 11,102 1 court per 10,000 Need Exists 1 Courts Need Exists 1 Courts Volleyball Courts 10 - - 10 1 court per 8,881 1 court per 10,000 Meets Standard - Courts Meets Standard - Courts Playgrounds 43 14 - 57 1 site per 1,558 1 site per 2,500 Meets Standard - Sites Meets Standard - Sites Dog Parks 2 2 1 site per 44,406 1 site per 40,000 Need Exists 0 Sites Need Exists 0 Sites Skate Park 1 - - 1 1 site per 88,812 1 site per 40,000 Need Exists 1 Sites Need Exists 1 Sites Splash Pad 1 - - 1 1 site per 88,812 1 site per 20,000 Need Exists 3 Sites Need Exists 4 Sites Outdoor Pool 1 - - 1 1 site per 88,812 1 site per 40,000 Need Exists 1 Sites Need Exists 1 Sites Outdoor Ice Rink 20 20 1 site per 4,441 1 site per 20,000 Meets Standard - Sites Meets Standard - Sites INDOOR FACILITIES Indoor Recreation Space (S..F) 1 - - 1 0.00 SF per person 1.50 SF per person Need Exists 133,217 Sq. Ft. Need Exists 137,995 Sq. Ft. Indoor Aquatic Space (S.F.) - - - SF per person 0.50 SF per person Need Exists 44,406 Sq. Ft. Need Exists 45,999 Sq. Ft.

Figure2020 Estimated 2-8: Level Population of Standard (LOS) 88,812 Summary Table 2025 Estimated Population 91,997 Notes: Population is based on Bloomington City limits

THE PARKS BLOOMINGTON HAS 53 KEY PARK NEEDS (LEVEL OF SERVICE) ISSUES: CONCLUSION: • Several needs have been identified by the quantitative LOS The Level of Service Study identified needs in the system and provided inventory including: quantitative verification that Bloomington is over-served with some park FACILITY ADDITIONAL NEED: facilities and under-served with others. Bloomington’s LOS is indicative of Indoor Recreation Space 137,995 Sq. Ft. a system that has not been updated over time. There are experiential issues with this in that the recreation trends and demographics have changed, but 02 Indoor Aquatic Space 45,999 Sq. Ft. there are also financial issues with Bloomington’s LOS. Many of the park’s Total Park Acreage 171 Acres facilities are likely old and in need of replacement, some amenities are not as Baseball Fields 6 popular as they once were and are likely not receiving enough use to justify Pickleball Courts 1 the cost. Dog Parks 1 Skate Parks 1 Section 04 describes and approach to the City’s LOS that achieve an appropriate balance of parks, recreation facilities, programs and experiences Splash Pads 4 in each service area where land use patterns are allowed to support equitable Outdoor Pool 1 access to parks, trails, sports facilities and recreation amenities. • The Park system is over-served with several amenities. This is indicative of an outdated system that needs to be updated. The most over-served amenities in the system include: FACILITY STANDARD BLOOMINGTON Softball Fields 18 70 Tennis Courts 36 72 Playgrounds 36 43 Outdoor Ice Rinks 4-5 20 • Park descriptions and design principles for neighborhood parks and community parks need updating to focus on experiences not just amenities. • Many park facilities, equipment, and amenities are outdated, not used or need replaced. • Many parks need updated site park plans to maximize use, experiences and value to the community. • Access to the regional park systems within the City needs to be enhanced since they are limited. • Capital improvement monies for parks has been limited to enhance outdated equipment, update facilities and serve a wider group of users. • Restrooms in parks need a complete strategy to support a positive user experience.

54 bloom! BLOOMINGTON PARK SYSTEM MASTER PLAN 02

PRIORITY PARK ELEMENT 03 | TRAILS AND MOBILITY the Park System. Increasing pedestrian and bicycle access to all the City’s services and amenities is an issue of equity. Parks are an essential city Bloomington’s transportation network is fully developed and is essentially service and require safe, effective infrastructure for residents to access. The complete. This system was originally developed to prioritize motorized PSMP supports the recommendations of the studies and plans described vehicles over pedestrians and cyclists and this legacy persists today. The above and will focus on trails and mobility issues and opportunities that primary trail and mobility planning that has been completed is focused on are more specific to city parkland throughout this section. improving and renovating the existing network versus planning new trails. Significant effort has gone toward closing gaps in the pedestrian and cyclist system. The City has been working to establish a safe, convenient, and inter- ALTERNATIVE TRANSPORTATION PLAN -2016 connected bicycle and pedestrian network through various planning and The Alternative Transportation Plan was updated in 2016 and provides a construction efforts. Trails and Mobility have been a significant issue for framework for prioritization of implementation of the City’s goals to meet residents and decision makers in the past and are being addressed through the needs of individuals and families living, working, and recreating in a variety of planning efforts. These plans contain significant overlap and Bloomington through strategic investments in multi-modal transportation provide an excellent base for the analysis and recommendations of this Parks features. That study identified the challenges of integrating better bicycle System Master Plan (PSMP). and pedestrian infrastructure throughout Bloomington. Those challenges include: RECOMMENDATIONS FROM PREVIOUS STUDIES • Surface street characteristics – lack of continuity and connectiveness Bloomington’s Park System will be improved by implementing the • Street use speeds – multiple lanes of auto traffic traveling at high recommendations and actions recommended in the 2016 Alternative speeds are typical throughout the City Transportation Plan (ATP) and Bloomington’s Comprehensive Plan • Limited regional connection – outside city connections are (Forward 2040), as well as the Minnesota River Valley Strategic Plan. unrealized Connecting residents safely to parks and existing off-road trails is critical to

THE PARKS BLOOMINGTON HAS 55 02 56

Specific Bicycle andPedestrianIssues were identifiedinProject bloom! analysis effortsincluding: ATP engagementstillshowedupintheProjectbloom! engagementand infrastructure onFranceAvenue.However,anumber ofissuesraisedin 2016 studiedhavebeenaddressedbytheCityincluding addressing resident identifiedchallenges.Someoftheitems inthe The ATPengagedthecommunityanddiscoveredanumberofsignificant Hennepin County2040BicycleTransportationPlan): suburbs developedwithanauto-orientedpattern(Adoptedfromthe bicycle andpedestrianinfrastructurethatapplytoBloomingtonother Hennepin Countyalsoidentifiedregionalchallengestoestablishinga 1 • • • • • • • • • • • • • • bloom!

Access tonaturalsurface/ nature trails Limited trailsandtrailloops withincityparks Missing connectionsbetween trailsandparkrecreationareas Highway crossings Traffic volumesandspeedofroadways maintenance challenges Condition anddesignofsidewalk–poorconditions, 4’ width,and Lack ofsidewalks,trails,andon-streetbikelanes provided locations butnotinbikeorpedestrianfriendlyareasconnections Park andridefacilities–typicallylocatedinvehicularaccessible protection fromtraffic for vehiclepassingisadangeroussituationpedestrianswithout Turning radiiandrightturnlanes–largeturningdesigned crosswalks aredangerousandintimidating the countyandgiveprioritytocarsturningacrosspedestrian Left andrightturnlanes–arecommonthroughout commercial landuses,andgenerallackofwalkways to extensivemulti-laneonandofframps,travellanes,large Freeway interchanges–significantbarrierstocrossingdue separated andnotcontinuous,especiallyatmunicipalboundaries Sidewalk Gaps–piecemealdevelopmentofinfrastructureisoften to spatialconstraints Lack ofright-of-way–retrofitsexistingstreetscapesdifficultdue racks, lockers,changingspaces,etc. Lack ofendtripfacilities–lackinfrastructuresuchasparking

BLOOMINGTON PARK SYSTEM MASTER PLAN infrastructure throughthefollowing: has beenmakingsignificantimprovementstobicycle andpedestrian Public Workshasbeenimplementinga‘CompleteStreets’ approachthat success storiesincludebicycleandpedestrianimprovements. Bloomington transportation projectsinBloomingtonoverthelastdecade.Manyofthese the ComprehensivePlan.Thissectionalsohighlightssuccessof recommendations oftheATPsintoTransportationChapter Forward 2040,Bloomington’sComprehensivePlan,integrates 2040 FORWARD pedestrian issues: The top5commentsthatwereengagedwithfocusedonbicycleand • • • • • • • •

trip inclusion ofservicesandfacilities toreducesingleoccupancyvehicle non-residential ownerstocomplete aTDMandincentivesthe Transportation DemandManagement (TDM)Ordinance–requires calming devices – aresidentdrivenprogramtoreducetrafficspeeds throughtraffic Neighborhood TrafficCalmingPolicyandProcedure forLocalStreets improvements totheexistingnetwork of waystoreconfiguregeometry,stripingbikeways, and makingother Collector StreetsProgram–analyzingandretrofitting existingright River Valleytrails(Multiplecomments,13likes) Allow parkingonsouthendofNormandaleBlvd.toallowaccess (14 likes) Bloomington. Crossingshouldbemorebikeandpedestrianfriendly Bike trailorfacilityalongOldShakopeeRoadtoconnect likes) Trail connectiontoreachWestBushLakeParkfromVennessRd.(14 impacts priortoadditionalconstruction(12likes,1dislike) Minnesota RiverValleyTrailclimatechangeandfloodingstudies likes) E. BushLakeRoadpathwasunderwaterforsignificantperiods(12 »

Valley due tostandingwateratmultiplepointsintheMinnesotaRiver Multiple commentsaboutflooding,erosion,andinaccessibility 02

MINNESOTA RIVER VALLEY STRATEGIC PLAN Trails and mobility were addressed in the Strategic Plan through discussion of the existing uses, a State Trail discussion, signage and The Minnesota River Valley Strategic Plan focuses on trails and trail wayfinding, operations and maintenance of trail facilities, and trailhead connections to the River Valley that are owned by the City of Bloomington. facilities that provide the link between the City and the River Valley for The plan analyzes the issues and opportunities of the River Valley, develops a most users. The PSMP supports the Strategic Plan recommendations. vision and mission, and provides a framework for strategic actions to achieve that vision and mission. The plan’s Vision Statement:

• To enhance awareness, appreciation, and enjoyment of the Minnesota River Valley by ensuring that City-owned land in the River Valley is used and managed in a manner that balances resource preservation with appropriate access and utilization. Four broad-based goals were identified for addressing the opportunities and challenges within the River Valley. The goals are not prioritized but they all work together to achieve the Vision identified above: • Enhance access to recreational opportunities in the River Valley • Increase awareness and understanding of the River Valley environment • Improve utilization of land and resources in the River Valley • Ensure protection and preservation of natural and cultural resources in the River Valley

THE PARKS BLOOMINGTON HAS 57 02 58

Figure 2-9: extensive communityengagementidentifiedthefollowingkeyissues: A numberofissuesandopportunitiesrelatingtoTrailsMobilitywereidentifiedthroughoutthecoursePSMP.Parktours,analysis,stafffeedback ISSUES: ANDMOBILITY TRAILS KEY 1 • • • • • bloom!

Lack ofsidewalks,trails,andon-streetbikelanesinmanypartstheCitystillexist Street accesstrailsarelimitedintheCity. Internal looptrailsonlyexistinsomelargercommunityandregionalparksbutaregenerallynotfound most parks. crossing heavilytraffickedstreets(SeeFigure2-9) Minnesota RiverValleyParks.Linkinggreenwaysandtrailswouldprovideresidentsaccesstootherregional parksystemsfreelywithoutsafetyissues Greenways andtrailsarenotlinkedtogetherintheCitytoexistingparksotherregionalparksystems such asThreeRiversParkDistrictand Minnesota RiverValleyornearHylandPark. Residents arenotabletoaccessoff-roadtrailsandregionaltrailfacilitiesfromtheirneighborhoodswithexceptionofafewalongthe Bicycle/ pedestrian infrastructure gaps. Source: Strava Source: gaps. infrastructure pedestrian Bicycle/

BLOOMINGTON PARK SYSTEM MASTER PLAN EXISTING MOBILITY EXISTING -LOW NEEDS AREA INFRASTRUCTURE TRAIL • Condition and design of existing sidewalks throughout the City » Generally poor condition for older walkways » 4’ width in many areas is insufficient » Maintenance challenges identified with snow removal • Traffic volumes and speed of roadways that need to be crossed is dangerous and intimidating to most riders. 02 • Interstate and Highway crossings are significant physical and visual barriers and do not have adequate bicycle and pedestrian infrastructure • Access to natural surface/ nature trails is one of the most identified need by residents

TRAILS AND MOBILITY CONCLUSION AND NEXT STEPS: Bloomington residents want more trails. Off road, on-street, natural surface trails for hiking and mountain bike, and internal loop trails have all been recommended though engagement on project bloom! and in the statistically Narrow existing sidewalks - approx. 4’ wide valid survey. Because the City is fully developed there are challenges with retrofitting improved pedestrian and bicycle infrastructure into the established, auto centric, network. However, staff continues to plan and implement trail and mobility improvements as recommended in the ATP and Forward 2040 plans.

The PSMP fully supports this ongoing work as a critical component to linking the City to parks. City-wide trail and mobility improvements will only increase safer access to parks for a wider range of residents. See section 04 for recommendations on supporting this ongoing work and strengthening the trails and mobility opportunities that are focused more on parks.

THE PARKS BLOOMINGTON HAS 59 02 60 development of Citystaff,andtracking and measurementofoutcomes. City throughtheapplication andintegrationofbestpractices,training We equity. racial equityprinciplesinto alloperations,projects,andservicesofthe racial advance to In October2019,theCityhired aracialequitycoordinatortointegrate courageously act will Bloomington of City “The Council adoptedaRacialEquityVisionStatementthat reads: equity andinclusionasakeypriority.InDecemberof 2017,theCity In Septemberof2016,theCounciladoptedastrategic planthatincludes FRAMEWORK ANDINCLUSION EQUITY OFBLOOMINGTON CITY overarching strategiesandpoliciestoaddressracialequity. puzzle ishowparksystemequitygroundedintheCityofBloomington’s be fullyinclusiveandworkforallresidents.Animportantpieceofthis been lostandstrategiestoreestablishequitysothattheparksystemcan residents withintheCity.Thissectionwilladdresshowthatbalancehas democratic elementincitylifeandthemissionhasalwaysbeentoserveall in addressinginequitieswithinBloomington.Parksareinherentlya address themmovingforward.TheParksDepartmentcanbeapioneer This sectionwillhighlighttheseinequitiesandprovideaframeworkto inclusive toeveryoneinBloomington. disabilities. However,thesebenefitsarenotequallyaccessibleand Spectrum Disorder,andothersocial,communication,developmental have positiveeffectsonindividualswithdiagnosesofADHD,Autism economic boundaries.Additionally,accesstoparkshasbeenshown evidence isclearthatthesebenefitsareinclusiveacrossracialand that areallimprovedthroughaccesstotheoutdoorsandparks.The identity, andcombatingchronicdiseasesareafewofthesocietalchallenges quality, mentalhealth,crimerates,physicalactivitylevels,community connections betweenparksandcommunityhealth.Propertyvalues,air been wellstudied.Researchcontinuestohighlightanduncoverkey of accesstoqualityparks,openspaceandrecreationopportunitieshave Parks andrecreationareanessentialserviceinBloomington.Thebenefits 04|EQUITY PARK ELEMENT PRIORITY will be a vibrant, safe, and healthy place where people of all races thrive.” thrive.” races all of people where place healthy and safe, vibrant, a be will 1 bloom!

BLOOMINGTON PARK SYSTEM MASTER PLAN making progressinthefollowingareas: In additiontoadoptingaracialequitybusinessplantheCityhasbeen measures thatwilldrivefutureracialequitywork. Business Plan.Theplanprovidesgoals,strategies,andperformance In October2020,theCityCouncilunanimouslyadoptedaRacialEquity • • • • • • •

better servicetoallresidents. enhances trustandexpandsperspectives,whichultimatelyresultsin that reflectsthecommunityCityservesbuildsconnections, 24% identifythemselvesofaspersonscolor.Havingaworkforce 100 individualshiredforfull-timeCitypositionssinceJanuary2016, Recruiting andhiringamorediverseworkforce. decision. and ethnicgroupswilllikely beaffectedbyaproposedactionor impact assessmentstosystematically examinehowdifferentracial perpetuated. TheCityRacial EquityActionTeamutilizesracialequity operations anddecision-making, racialinequitiesarelikelytobe understand thatwhenracialequityisnotexplicitlybrought into Centering racialequityinourdecision-makingprocess. perspectives ofindividualdepartmentsordivisions. driven teamsthatwilladvanceracialequityworkfrom theunique Initiated DepartmentRacialEquityActionTeams. the underlyingsocialdeterminatesofhealth. commitments thatsupportaddressingtherootcauses ofdisparitiesin People ofColorcommunities.Theresolutionsoutline anumberof threat tothehealthandwell-beingofcity’sBlack, Indigenousand crisis inBloomington.Theresolutionacknowledgesthat racismisa Council adoptedaresolutiondeclaringracismaspublic health Committed toaddressingracismasapublichealthcrisis. protests andcivilunrest. feelings inreactiontothedeathofGeorgeFloyd,andresulting These facilitateddiscussionsallowedstafftosharethoughtsand Conducting aseriesofdepartment-specific,safe-spacediscussions. incorporating racialequityasacorecompetencyrequiredofallstaff. citywide updateincluderemovingunwarrantedbarrierstoentryand Updating ofjobdescriptionsisunderway. Black, Indigenous,andPeopleofColor(BIPOCcommunities). institutional andsystemicbarrierstoservicesopportunitiesfor is designedtohelpCitystaffandCouncilmembersrecognize Hosting aseriesoftrainingsessionsforstaffandCouncil. Key objectivesofthe Ofthemorethan Thesearestaff We Training The City The Parks Department is actively engaged in many of the Equity and Inclusion efforts described above and desires to integrate an equity-based approach into their typical work. Utilizing an equity-based approach to creating and managing parks, trails, and recreational programs will assist staff in ensuring that all residents are served with parks facilities and programs that they desire and need to increase their quality of life. Parks should reflect the neighborhoods and people that surround and use them. 02 An equity-based approach will give residents a role in the process to re-make their parks and ensure that their voices are continuously heard.

WHAT DO WE MEAN BY EQUITY? A common understanding and definition of Equity in Parks and Recreation is important. The National Recreation and Park Association’s definition of Equitable Park and Recreation Access is: Figure 2-10: Equity - Equality Comparison (NRPA) The just and fair quantity, proximity and connections to quality parks and green space, recreation facilities, as well as programs that are safe, inclusive, culturally relevant and welcoming to everyone. • An equality focus would make sure the tennis courts were repaired When people have just and fair access, our health and social wellbeing and revitalized in all parts of the City to ensure things are equal. improve, and our communities can protect and better recover from environmental, social and economic challenges. • An Equity focus first asks whether a neighborhood needs a tennis court. Some neighborhoods might answer yes, while some An important consideration of equity is the distinction from equality. Equity neighborhoods would answer no. An Equity centric approach and equality are often used interchangeably, but they mean different things. would focus on understanding what that neighborhood needs and Equality ensures everyone receives the equal amount of investment. Equity modifying the reinvestment to satisfy those needs. is about ensuring everyone receives the appropriate investment to meet their needs. This is an important distinction for Bloomington’s parks moving forward. Significant investment in the park system will be required to update parks to meet modern needs of Bloomington’s residents. Parks throughout the City are outdated and have been historically underfunded. Both larger scale Community Facilities and Neighborhood Parks need updates and improvements. Replacement of deteriorating facilities is appropriate in some neighborhoods but not in others. A park focused example of the distinction of Equity and Equality focuses on the replacement of tennis courts:

THE PARKS BLOOMINGTON HAS 61 02 62

inventory ofparklandandamenitiesacrossBloomington. West sideofBloomington.Thisimpressionwasvalidated withahigh-level there wasadisparitybetweenaccesstoparkland theEastand up throughouttheengagementprocessandageneral sentimentwasthat rivalry betweenEastandWestBloomington.This wasbrought are comparedagainstotherareas.Historicallytherehasbeenafriendly However, thatlevelofaccessbecomesmoreskewedaspartstheCity opportunity forparkaccesstomostresidents. This isastrongfoundationtobuildparksystemuponasitprovidesthe parks overall.Over87%ofresidentsarewithinwalkingdistanceapark. up, andotherkeyindicatorsofequity.Bloomingtonhasgreataccessto a goodindicatorofparticularneighborhoodsincomelevels,racialmake Discrepancies intheamountofparkspaceavailabletoresidentshasbeen Access toparksandprogramsisacriticalcomponentofequity. PARKS? THE TO ACCESS HAS WHO through 2lenses,CitywideandNeighborhood: The PSMPexaminestheroleofequityinparksbylookingatissue LENSES TWO THROUGH EQUITY ADDRESS 1 • • bloom!

demographics, history,anddemographics. have differentneedsandwantsbasedoncityinfrastructure, the Cityandrecognizesthatneighborhoodsareunique patterns, barriers,andrelationshipsacrosstheCity. big pictureneeds.Thislensalsorecognizesimportantgeographic The Neighborhoodlens The Citywidelens

BLOOMINGTON PARK SYSTEM MASTER PLAN looksatthewholeofCitytounderstand zoomsinfurtheroncertainareasof Citywide Lens Analysis PARK POPULATION UNDER 18 Looking through the citywide lens a few key elements stand out that COOKS PLAYLOT 1,535 significantly affect the level of equity in Bloomington Parks: SMITH PARK 1,433 EFFA PLAYLOT 1,142 • Bloomington has great access throughout the City to parks and open space. 87% of all residents are within a 5-10 min. walk from a MAPLEWOOD PARK 1,027 neighborhood, community, or regional park. This percentage remains VALLEY VIEW PLAYFIELD 1,003 02 high for all age ranges and racial backgrounds. CEDARCREST PARK 773 • There are significant barriers that physically divide the City. Interstate WRIGHTS LAKE PARK 731 35W is one of the largest. HOHAG PLAYLOT 723 • A majority of the natural areas, wetlands, and creek features are in the COUNTRYSIDE PARK 722 western, central, and southern parts of the City. RHODES PLAYLOT 681 Neighborhood Lens Analysis

In order to examine the issues of equity more closely, the consultant team PARK HOUSEHOLD INCOME and staff created Service Areas to be able to collect data, analyze more closely, RIVER RIDGE PLAYGROUND $50,903 and compare Service Areas to one another. The Service Areas are based SMITH PARK $53,935 on Bloomington’s Council Districts with the exception of a modification COOKS PLAYLOT $54,782 around Bryant Park. Bryant Park was changed from Service Area 3 to 4 due VANDERBIE PARK $56,130 to the logistics of 35W as a barrier and keeping the Park consistent with the PLEASANT PLAYLOT $56,733 neighborhood most likely to access it. 2.6 displays the Service Areas with a WRIGHT’S LAKE PARK $56,828 walking analysis to the City’s playgrounds. This map highlights the excellent HARRISON PICNIC GROUNDS $57,148 general spread of parks and access throughout the City. Key findings of the FENLASON PARK $57,661 Service Area analysis include: EFFA PLAYLOT $58,120 • While distribution of parkland is great throughout the City, the VALLEY VIEW PLAYFIELD $58,583 amount of parkland in each Service Area is not equal. Service Area 4 has significantly less neighborhood and community parkland per population than the other service areas (regional parks not included). PARK MINORITY POPULATIONS » Service Area 1 = 29.59 acres/ 1,000 people COOKS PLAYLOT 57 » Service Area 2 = 19.22 acres/ 1,000 people SMITH PARK 54.5 » Service Area 3 = 66.86 acres/ 1,000 people RIVER RIDGE PLAYGROUND 49.2 » Service Area 4 = 6.49 acres/ 1,000 people WRIGHT’S LAKE PLAYGROUND 47.8 • Service Area 4 has a number of aspects that signify an equity issue is CEDARCREST PLAYGROUND 41.2 present. EFFA PLAYGROUND 40.8 » Highest density – Top 8 parks in the system with the most FENLASON PARK 37.8 population living near them. BRYANT PARK 36.3 » Highest amount of poverty – 8 of the top 10 parks with the most VALLEY VIEW PARK 35.9 number of black groups with 10% or more below the poverty line MCANDREW’S PLAYLOT 35.3 Figure 2-11:Neighborhood Characteristics Applied to Parks THE PARKS BLOOMINGTON HAS 63 02 64

Figure 2-12: 1 US- 169 bloom! Park and School Property Accessibility and Population and Accessibility Property School and Park

BLOOMINGTON PARK SYSTEM MASTER PLAN OLD SHAKOPEE RD. SHAKOPEE OLD

I-35 SERVICE AREA 4=167.83 AC. AREA SERVICE 3=1,530.28 AC. AREA SERVICE 2=405.58AC. AREA SERVICE 1=646.89AC. AREA SERVICE COMPARISON PARK ACREAGE

HWY 77 Fenlason Park Central Station North Corridor Park Northcrest Smith Park Park Pauly’s Wanda Miller Cooks Playout Pond Playlot Haeg Lyndale Green Park Effa Playlot Reynolds NW Health Park Poplar Bridge Washburn Wright’s Lake Playground Normandale Lake Elementary Science Univ. Bryant Forest Elementary Girard Park Tierney’s Park Poplar Bridge Adelman Pond Park DISTRICT 4 Glen Woods Playground Lake South Corridor Park Park Cedarcrest Park Pickfair Penn Lake River Ridge 02 Skriebakken Pond Lincoln Park Dupont Playlot Park Eight Crest Nord Myr Playlot Marsh Valley View Fenlason Park Playlot East Bush Lincoln Central Station DISTRICT 3 North Corridor Tretbaugh School McAndrews Lake Park Park Stadium Northcrest Smith Park Logan Park Playlot Valley View Playfield Park Playlot I-35 HWY 77 Pauly’s Wanda Miller Hohog Norman Ridge Cooks Playout Pond Playlot Playlot Park Haeg Lyndale Green Park Effa Playlot Veness Reynolds Barthel’s NW Health Park Marsh Lake Poplar Bridge WashburnVanderbie St Bonaventure Wright’s Lake Playlot Playground Normandale Lake Pond Elementary Science Univ. Bryant Forest Park Elementary Girard Park Park Cranberry Tierney’s Park Poplar Bridge Adelman Pond Park DISTRICT 4 Glen Marsh Lake Marsh Lake Hillcrest Playground Lake Park Woods South Corridor Park Oxboro Lake Cedarcrest Playfields Park Elementary Park West Bush Park Park Penn Lake Running River Ridge

US- 169 Pickfair Lake Park Ridgeview Japanese Skriebakken Woodbridge Ridgeview Pond Lincoln Park Maplewood Park Dupont Park Playlot Sunrise Playground Normandale Gardens Park Eight Crest Marsh Elementary Nord Myr PlaylotSouthdell Park Marsh Valley View Playlot ElementaryEast Bush Lincoln Playlot Normandale Nine Mile School McAndrews Hyland Park Lake Park DISTRICT 3 Tretbaugh Stadium Reserve College Bloomington Creek Park Park LoganKennedy Playlot Valley View Playfield Collegeview Ice Garden PlaylotSenior HIgh Hohog Tarnhill Norman Ridge Bloomington Bloomington Hyland Hills Park Playlot Veness Park Barthel’s Ferry Road Park Playground Creekside CommunityMarsh Lake Center for the Arts Vanderbie St Bonaventure Tennis Courts Playlot Pond Indian Mounds Cranberry Center Park Creekside Park Brookside Marsh Lake Marsh Lake Hillcrest Elementary Hyland Hills Park Park Oxboro Lake Park Playfields Park Elementary Park Bill Warren Park West Bush Running Ridgeview Japanese Park Woodbridge Lake Park Ridgeview Harrison Soens ColumbusMaplewood Park Park Sunrise Playground Gardens Hyland GreensMarsh Elementary Normandale Picnic Playlot Playlot Southdell Park Elementary Mound SpringsPlaylot Golf Course Hyland Park Winchester Pond NormandaleGrounds Nine Mile Old Town Hall College Creek Park Park Reserve Canterbury Bloomington Kennedy Countryside Collegeview Ice Garden Senior HIgh Boone Timberglade Olson Tarnhill BloomingtonKelly Park Bloomington Jefferson HylandOaks PondHills MoirPark Pond Playground Creekside Community Center forPark the Arts Parker’s Pond Ferry Road Park Elementary Tennis Courts Pleasant Indian Mounds High School Park Center Heritage Hills Brookside Creekside Picnic Elementary Hyland Hills Central Playlot Park Park Park Grounds Bill Warren Park Park Oak Grove Pond Dakota Rhodes Park Harrison Soens Columbus Brye Hyland Greens Elementary Picnic Mission Playlot Playlot Playlot Mound Springs Golf Course Winchester Pond Grounds Park Old Town Hall Park Cavell Pond Countryside Canterbury Hampshire Hills Timberglade Olson Kelly Boone Park DISTRICT 1 Jefferson Oaks Pond Moir DISTRICT 2 Pond Elementary Park Parker’s Wyoming Playlot Pond Southglen High School Park Pleasant Heritage Hills Picnic Central Playlot Playlot Playground Park Grounds Westwood Westwood Central Park Oak Grove Pond Dakota Rhodes Brye Elementary Mission Playlot Elementary Park Nine Mile Park Dred ParkXerxes Cavell Pond Playlot Scott Hampshire Hills Pond DISTRICT 1 Wyoming Playlot DISTRICT 2 Southglen Off-Leash Playlot OLD SHAKOPEE RD. Playground Dog Area Dwan Golf Westwood Westwood Central Elementary Park Park Course Xerxes Nine Mile Xavier Court SouthwoodDred Southwood France Playlot Quail Ridge Scott Pond Playlot Playlot Elementary Center Pond Hampshire Off-Leash Hills Pond Dog Area Dwan Golf Xavier Court Southwood Course Quail Ridge Overlook Southwood France Playlot Playlot Elementary Center Pond Pond Hampshire Hills Pond Overlook Pond Bloomington City Limits

DistrictBloomington Boundaries City Limits Non-WhiteDistrict Population Boundaries (2018) Block GroupsNon-White 10%+ Population Below (2018) Block Groups 10%+ Below Poverty Block Groups <10% Poverty Block Groups <10% Below BelowPoverty Poverty Park Park Facilities Facilities

00 .25 .25 .5 miles .5 miles

RACE,Figure INCOME, 2-13: Demographics, AND PARK PROXIMITY Income, and Park Access RACE, INCOME, AND PARK PROXIMITYBloomington Parks by Classification with Block Groups with 10% or More Households Below Poverty and Non-White Population (2018) and Areas Outside Walk Service Areas Bloomington Parks by Classification with Block Groups with 10% or More Households Below Poverty and Non-White Population (2018) and Areas Outside Walk Service Areas THE PARKS BLOOMINGTON HAS 65 02 66

and advancingracialeconomicequitywithintheir communities. how BloomingtonParksandRecreationcanbesuccessful inunderstanding profit racialjusticeorganizationRaceForward.The questions helpframe These questionsweredevelopedbyGlennHarris,president ofthenon- questions: The recommendationsareframedbyproposingandansweringfourkey 03 providesrecommendationsandaframeworkforaddressingEquity. income, andminoritypopulations.Inordertoaddresstheseissues,Section other ServiceAreasinkeyareassuchas;childrenunder18,household has lessparklandperpersonandtotalpopulationsmuchhigherthan discrepancy betweenServiceAreaswhencomparingthem.Area4 good overallaccessdistributedthroughouttheCity.However,thereisa Bloomington hasanexcellentframeworktheparksystembasedon STEPS ANDNEXT CONCLUSION ANALYSIS EQUITY 1 • • • • bloom!

What dollarsareallocatedtowhichparks? Who decideswhatprogramsandserviceswillbeofferedatparks? Who designstheparks? Who hasaccesstoparks? » » »

residents. Natural areaproximityislessforamajorityofServiceArea4 most kidslivingnear. Highest Densityofchildren–9thetop10parkswith 11 parkswithhighestnumberBIPOClivingnear Highest Black,Indigenous,andPeopleofColor(BIPOC)–Top

BLOOMINGTON PARK SYSTEM MASTER PLAN PARK ELEMENT 05 | SUSTAINABILITY Sustainability has been a City Council identified strategic priority of the City of Bloomington since 2016. The City was named a Minnesota GreenStep 5 City in 2021. Bloomington created the Sustainability Commission to advice City Council, staff, and the Bloomington community on policies, practices, procedures and proposals that relate to the sustainable use and management of environmental resources that include air, water, energy, land and ecological resources, and waste. Bloomington’s sustainability work is focused around four key areas: Energy and Carbon, Water Conservation, Ecological Land Stewardship, and Solid Waste. Parks affect and can be affected by all four areas. Many elements of ecological land stewardship are described in the Natural Resources Priority. 02 KEY SUSTAINABILITY ISSUES: GOAL: • Existing park buildings are old and constructed before Support the ongoing work of the Sustainability Commission by making the park sustainability was a priority of the City. Many warming houses system more sustainable and resilient to the effects of climate change. and facilities buildings are inefficient and wasteful compared to today’s standards regarding energy, water consumption, etc.. SUSTAINABILITY RECOMMENDATIONS: • Extensive turf lawns require significant ongoing maintenance with the use of fertilizers, herbicides, water, and gasoline • All new park building facilities, and major park renovations, should engines for mowing. follow the City of Bloomington’s current Sustainability Policies and recommendations, and work towards the goals outlined in • A lack of urban forest inventory makes it impossible to track benefits and identify gaps of the ecosystem services of the Bloomington’s Energy Action Plan (2018). urban canopy. Canopy diversity can’t be tracked and planned • Identify areas of parks that can reduce actively maintained turf. for. • Develop an urban forest inventory database to track the existing forest and plan for improvements. • Many parks, especially Community Parks, are car dependent and include large parking lots with impervious surfaces. • Improve the trail network to parks in order to reduce the number of car visits. These impervious surfaces can contribute to surface water pollution with the traditional stormwater management system • Integrate Green Infrastructure into parks to manage stormwater in place. runoff generated from rainfall. • Partner with City Engineering and Nine Mile Creek Watershed • Climate change trends expected in Bloomington include (from District to use park land for stormwater quantity and quality control Metropolitan Council’s Climate Vulnerability Assessment): efforts in neighborhoods. Recreational needs should always be » Warming winters – affecting ice conditions and accounted for and protected so that valuable park land isn’t taken skating season. Fewer cold extremes to control insect for a one-use stormwater volume practice. populations that could impact park trees. • Continue to develop education campaigns through parks. Consider a » Extreme rainfall – continued increase in frequency and ‘Seeing Yellow’ campaign or similar to educate residents on benefits magnitude. Storm damage more likely and increased of minimizing chemical inputs and allowing some areas of parks flooding in rivers and creeks. to receive less maintenance – even if that means more dandelion growth. Similarly, pollinator lawn mixes contain clover and other » Heat waves – increases in severity, coverage, and non-traditional lawn species that may be considered weeds, but that duration will affect vegetation and park visitors; have significant environmental value. especially those without access to reliable air conditioning. • Develop a park resilience action plan to anticipate effects due to climate change and begin to adapt. » Drought – Increased severity, coverage, and duration will affect park vegetation. THE PARKS BLOOMINGTON HAS 67 02 68 Center for the Arts at Bloomington Civic Plaza. Image courtesy of City of of City of courtesy Image Plaza. Civic Bloomington at Arts the for Center character andsocialfabricofaplace. and artistsinmakingartisticplace-basedimprovementsthatimprovethe is CreativePlacemakinginSouthLoop,whichaimstoengagethecommunity experts inspearheadingcreativeplacemakingefforts.Oneoftheseinitiatives Simply put,theartsorganizationsinCityareextraordinaryand the overalleconomy.” incredible contributiontolocalserviceproviders,retailers,restaurants,and have spendingbudgetsoflessthan$25,000.Asthereportstates,“thisisan their audienceswasover$12million,withalmosthalfofthoseorganizations Bloomington. Thetotaleconomicimpactfrom25artsorganizationsand and economicbaseofthenonprofitartsculturesectorinCity the CityofBloomingtonrevealedasignificantimpactonsocial,cultural, 2021 reportbyCreativeMinnesota,MinnesotaCitizensfortheArts,and Arts groupshaveaprovenpositivefinancialimpactontheCity.AFebruary groups intheCityarehighlyorganized,successful,andself-sufficient. space forCityandcommunityartsactivitiesaswellprivaterentals.Arts for theArtsisanimpressivefacilitythathostseightartorganizationsandhas imaginative artisticendeavorsthroughouttheCity.TheBloomingtonCenter Arts groupswithintheCityareactive,prevalent,andeffectiveatspreading ANDPLACEMAKING 06|ARTS INITIATIVE Bloomington and Creative Placemaking in South Loop. South in Placemaking Creative and Bloomington 1 bloom!

BLOOMINGTON PARK SYSTEM MASTER PLAN KEY ARTS AND PLACEMAKING ISSUES: ANDPLACEMAKING ARTS KEY installation, aswellnewparkplans. using aprioritizationtoolforcurrentlyunder-servedparksartistic Implement moreartsandplacemakinginitiativesintocommunityparks GOAL: ARTS AND PLACEMAKING RECOMMENDATIONS: ANDPLACEMAKING ARTS • • •

placemaking, andgenerateimpressiverevenueintheCity. Arts groupsinBloomingtonaredoingagreatjobatpublicartand relating tothenaturalandculturalworldaroundus. more creativewaytoengagepeopleineducationandexperience Art andplacemakinghelptotellthestoriesofaplace,finding public realm,andgeneratesasenseofplacesurprise. The publiclovesart.Artisanattractive,pleasingadditiontothe • • •

service area4. especially communityparksandnewparkplans,prioritizing Make plansformorecreativeplacemakingwithinparks, public arts. to alsoimprovetheconnectionbetweencommunity and a uniqueandcreativeelementtoengagementinitiatives, but community engagementeffortsthroughouttheCity, to add Arts &placemakinggroupstobemoreinvolvedin groups fortheirexpertiseincreativeplacemaking. and organizationsmoreoften,relyingonthesesuccessful Parks departmenttoworkwitharts&placemakinggroups Creative Minneapolis/St. Paul International Airport

I-494 I-494 Placemaking 24th Avenue Minnesota Valley

Corridor 34th Ave National Wildlife Refuge T RT 24th Ave Visitorit CCtCenterr AmericanAAmerici Blvdvdvd E L LRT (MMVVNWRNWR))

AmericaniB Blvdld E in South Loop Bloomington 34th and American Lindau Central Neighborhood Lane Park Lindau LRTLRTT Link Rdd Mall of o America TH 77 TH ld Shakopee Rd E OldOOld ShakopShakopee Rd

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Old Cedar Bridge BloomingtonMN.gov @SouthLoopMN Mention us on social media using #SouthLoopMN Learn more! Visit BLM.MN/Placemaking or call 952-563-8744.

“Wright’s Lake Park Community Mural” art mural installation by GoodSpace. Creative Placemaking in South Loop informational flyer with project locations. Image Image courtesy of City of Bloomington and Creative Placemaking in South courtesy of City of Bloomington and Creative Placemaking in South Loop. Loop.

“Augmented Reality” art installation by artists Nancy Musinguzi & Adam Davis- “Convergence” art installation by artist James Brenner. Image courtesy of City of McGee. Image courtesy of City of Bloomington and Creative Placemaking in Bloomington and Creative Placemaking in South Loop. South Loop.

THE PARKS BLOOMINGTON HAS 69 02

70 1 bloom!

BLOOMINGTON PARK SYSTEM MASTER PLAN Sports andSpecialEventExperiencesinparks. Provide additionalHealth,Fitness,EnvironmentalEducational,Recreational, BASE USER -EXPANDING SERVICES 07|CORE INITIATIVE effective manner. facilities tosupporttheexisting andnewcoreprogramsdesiredbythecommunity inthemostcost- Enhance thevalueofrecreation servicesbyenhancingexistingrecreationfacilities andbuildingnew GOAL: ISSUES: SERVICES CORE KEY • • • • • • • •

(BIG), BloomingtonAquaticFacilitiesandtheGolfCourses. Business plansdonotexistforrevenueproducingfacilities suchastheBloomingtonIceGarden is belowmarketratessuppliedbyotherpublicproviders intheregion. determine theclassificationofserviceandcostrecovery goalsdesired.Mostpricingofservices The truecostofserviceisnottrackedinthesystem. A methodneedstobeestablished subsidizing manyservicesbeyondwhatisconsidered bestpractices. Pricing ofprogramsandspaceisanissuethatneedstobeaddressedinthesystem.Thecity currently involved. Partnership equityneedstobeaddressedasitappliesalltypesofpartnershipswheretheCityis space. the community(exceptforseniorprograms)versusafacilityandprogramproviderinsame The Departmentisprimarilyafacilityproviderforotherprogramgroupswhoprovideservicesin pay forparkaccessspaceandthisarrangementneedstobeaddressed. Currently theCitypaysforschoolaccessbyrentingprogramspace.However,schoolsdonot and winterprogramsprimarilybecausethereisalackofindoorprogramspaceinthecity. Core programsarelackingforenvironmentaleducation,outdooradventure,fitnessandwellness, community. A lackofindoorprogramspaceexistsintheDepartment’seffortstoprovideprograms 02

CORE SERVICES RECOMMENDATIONS: • Identify gaps in programs provided for existing core and non-core • Develop feasibility and business plans during the inception of programs according to the Needs Assessment completed for this all new and renovated recreation facilities to maximize the cost Master Plan. Find new ways to provide new core programs desired by recovery capabilities and operational costs. the community and where and how to deliver them to the community. • Add a new updated clubhouse to the golf course at Dwan Golf These could include fitness and wellness, outdoor adventure, Course. environmental education and winter programs. • Address the removal of non-productive facilities in all parks. i.e. • Develop a true cost of service for all existing and new programs to warming houses. classify them as core essential, important and value added. • Provide a replacement for Creekside Community Center Provide • Develop a new pricing policy that incorporates the classification of indoor recreation space to satisfy existing and future needs. programs, cost of service and cost recovery goal that will support 133,217 sf is currently needed. operational costs based on a public and private good for the service. • Improvements to BIG – apply for state bond funding. Make • Teach and train the staff to track the cost of service, price services improvements BIG to maintain it’s status as a premier Ice Facility based on classification and how to communicate the price of programs in the Twin Cities. to the community. • New facilities – referendum/ funding to redevelop and provide new • Update the school district partnership agreements to make it fair and facilities. Provide new facilities to update the park system and meet equitable and include a yearly review process. needs. • Enhance pricing for golf, sports for youth and adults, ice related • Blanketed permitting of sports fields is an issue that needs to be programs and facility uses, and aquatic related programs because they addressed. are undervalued for the quality of the experience. • Prioritize locations of new recreation facilities in the City to ensure equity of access for the whole community. • Find dedicated funding sources for recreation facilities in the City. Develop new facilities and update existing facilities over the next five years to maximize their value to citizens of the park and recreation system.

THE PARKS BLOOMINGTON HAS 71 02

72 1 bloom!

BLOOMINGTON PARK SYSTEM MASTER PLAN KEY ISSUES: KEY experience andcostmanagementforthefutureofDepartment. Create aneworganizationalstructurethatprovidesthebestcustomer STRUCTURE 08|ORGANIZATIONAL INITIATIVE on thestandards theyarecapableofdelivering. accountable forallfinances associatedwithparksandrecreationdeliver Create anorganizationalstructure thatallowstheDepartmenttothrive,be GOAL: • • • • • • • •

the department’sabilitytohaveefficientcostrecovery The systemofinternalservicechargesinthecitynegatively impacts will alsorequireadditionalprogramstafftooversee these services. community andaddedtotheparkrecreationdepartment, they Depending onwhatnewcoreprogramsareprovided to the use andtrackingkeyperformanceindicators. research andpursuit,trackingdataonthepark,program andfacility income opportunities,partnershipequity,pricingofservices, grant be considered;i.e.abusinessdevelopmentofficeto manageearned There arekeypositionsinthedepartmentthatmissing andshould effectiveness. creates uncertaintythatBPRDisprovidingthehighestlevelofcost- Lack oftransparencybetweenserviceschargedbyotherdepartments in park,whatisprovidedorthequalityofimprovements. The directordoesnothaveapprovalforcapitalimprovementsneeded staff todirectthemresolvetheproblem. resolve theissuebecausethereisnodirectoversightofpublicworks Recreation onparkrelatedmatters,theydon’thavedirectauthorityto When thecommunitycomplainstoDirectorofParksand is committedtoimprovingcommunicationandcoordination required inparkmaintenance.Duetoorganizationalefficienciesstaff the departmentthatinvolvesdirectingpublicworksstaffinduties The Directorshouldhavetotalcontroloverparkrelatedprioritiesof budget. activities. Thisrecommendationisbeingimplementedinthe2022 accountability tocouncilandthepublicregardingparksmaintenance Change thebudgetmethodologytobringmoretransparencyand 02 ORGANIZATIONAL STRUCTURE RECOMMENDATIONS: to oversee Natural Resources management. Assistant Maintenance superintendent currently supervises Park • Develop a maintenance management plan for the Department Maintenance and Facilities Maintenance Divisions. The and train public works maintenance employees on how to Facilities Division should no longer fall under the span and deliver on the expectations of the plan. control of the Assistant Maintenance Superintendent – • Develop an operating budget with the public works director Park Maintenance. so the parks and recreation director will have full control of • The span and control of the two Parks Supervisor positions all costs and revenues that will deliver the highest level of the is larger than industry standards and an additional parks’ quality to the community. Establish a full review process Supervisor position should be added. after one year. • Parks and Recreation staff to participate in the hiring • All park and recreation capital improvement planning will process for park maintenance positions. Park Maintenance include the park and recreation director and key public works Division to participate in all Parks and Recreation staff members in the planning, design, construction, furniture Department full-time hires. fixtures details and equipment requirements for the improved space. • Current Staff Levels are currently not adequate to complete recommendations in the PSMP. The following • Continued collaboration and open communication between recommendations are needed to achieve recommendations: Maintenance Superintendent and Parks and Recreation Department is critical to the successful collaboration between » Increase staff capacity for Natural Resources Parks and Recreation Department and Park Maintenance Management. Examine internal job descriptions to Division. shift capacity. • A business development emphasis should be included to » Increase staff capacity for Community Engagement manage earned income opportunities, partnership equity, efforts. naming rights, pricing of services, grant research and pursuit, » Increase staff capacity for Project Management of CIP tracking data on park programs and facility use, as well as projects. tracking key performance indicators. » Increase staff capacity for Park Supervisor Staff • The Recreation Coordinator position should be made full-time to expand on community engagement and volunteer efforts associated with Racial Equity initiatives and park planning. • Supervision of Recreation Division to shift from Parks and Recreation Director to Deputy Director to allow for more direct coordination between Parks and Recreation Director and Maintenance Superintendent and Park Maintenance Division. • Add Natural Resource Management duties to the Assistant Maintenance Superintendent – Park Maintenance position

THE PARKS BLOOMINGTON HAS 73 INITIATIVE 09 | ECONOMIC DEVELOPMENT AND BUDGET ENHANCEMENT Promote economic development and establish a budget that matches the expectations of the community for parks and recreation.

02 KEY ECONOMIC DEVELOPMENT AND BUDGET ENHANCEMENT ISSUES: GOAL: • The Parks and Recreation Department is not viewed as an economic tool by the City but Demonstrate the Economic Value of Parks as Part of the is viewed as more of a “spending” department. Budget Process each year. • The Staff does not track the cost per experience or revenue per experience details. • The parks and recreation department has never done an economic impact report on the value of parks and recreation to the City of Bloomington. RECOMMENDATIONS: • A need exists to evaluate new economic impacts from a future connected trails system, • Develop an Economic Impact Plan for the development of multi-generational community centers, special event space, ice related department every five years to focus on the facilities, general open space and natural area space, as well as regional programs that approximate value of homes near parks and are equitably distributed and serve residents and visitors. greenways. • Well designed and maintained parks are not assessed to the value they bring to a • The Parks and Recreation staff needs to track community. cost and revenue per amenity and program. • Lack of dedicated funding source for capital improvements keeps the agency from • Consider development of a parks foundation to having a balance approach to land, facilities and programs. help raise funds for the department as well as • The department does not have a park foundation to help support the financial elements create advocacy for the department. of the park system. • Pursue CAPRA standards as a framework for • The department does not collect program and facility data in a concise manner because excellence. several software programs are used for program registration, permits and facility usage. • Seek a dedicated funding source for capital • Partnership equity is not measured adequately. improvements for the department to update parks, develop new community center • CAPRA Standards are not in place facilities, build trails and greenways and • No customer service plan is in place. improve existing infrastructure. • Land dedication fees have been reduced as new development has decreased. As • Re-master plan two or three parks a year and redevelopment occurs, dedication fees should be used to ensure adequate park space is update them to achieve enhanced experiences provided for increases in density. needed in the neighborhoods they serve. • There have been very few new site master plans for park sites over the last 25 years • Capital improvements in parks should include which has limited the number of new experiences that could have been incorporated an equity lens for prioritization. into those specific parks. • Over the next three years, develop a data pack the department will use to track and demonstrate efficiency and effectiveness that can be shared with key leaders of the City.

74 bloom! BLOOMINGTON PARK SYSTEM MASTER PLAN INITIATIVE 10 | POLICY UPDATES Create updated policies that provide the maximum flexibility for the Director to operate efficiently and effectively to achieve the Vision for the Master Plan. 02

KEY POLICY ISSUES: • Partnerships are not equitable with schools POLICY RECOMMENDATIONS: and sports associations. • Establish and or update existing partnership polices for public/public partnerships, • Pricing policies are non-existent and need to public/not-for-profit partnerships and public/private partnerships. be addressed. • Implement written partnership agreements that bind each partner in an accountable • Land use policies are not consistent. manner. Review and update these agreements on a yearly basis. • Electronic Data Interchange (EDI) policies are • All partnership obligations will determine the true cost of each partner’s investment not in place and need to be addressed. in the partnership. This will assure there is non-equitable spending by one partner over another partner that may lead to entitlement. • Earned income and financial polices need to be evaluated to demonstrate how earned income • Pricing policies will be established based on a classification of what is core essential, can be created and used to support operational important and value-added services as well as the level of public and private good and capital costs. that exists. These policies will also outline the cost benefit of the service provided. • Donations policies are outdated and need to be • Not-for-profit partnerships will be established to support the end goal of the revised. Department financially and ensure all costs / revenues are fair and responsible for the outcomes desired by each partner. • Administrative costs and policies need to be addressed to ensure accurate accountability. • Staffing policies and costs will be driven by what is most efficient for the City. • The naming rights policy is not effective and • Organizational policies will be determined by best practices in the industry regarding needs a new update. personnel, work culture, training, and safety of staff. • Asset management policies will be based on efficiency and effectiveness of the resources to ensure wise use of taxpayer dollars. GOAL: • Develop an acquisition/ sale/ lease for parkland policy to describe how decisions are made. The focus should be on a no-net loss of parkland throughout the City. Establish equitable and fair polices for the management of partnerships, pricing, land use and • Provide an updated donations policy to ensure consistency across the park system. development, earned income, administrative costs • Policies written will follow as closely as possible to CAPRA Standards. and EDI to operate in the most efficient and effective • A new naming policy will be updated based on best practices in the industry as it manner. applies to parks and recreation facilities, programs and amenities.

THE PARKS BLOOMINGTON HAS 75 02 76

provide. that tracksefficiencyand effectivenessinalloftheservicesthey The Departmentwillbecome anoutcomebaseddrivenorganization GOAL: ISSUES: ANDEFFECTIVENESS EFFICIENCY KEY desired andthoseachieved. effectiveness oftheDepartmentbyassessingleveloutcomes Key PerformanceMetricswillbecreatedmaximizetheefficiencyand ANDEFFECTIVENESS 11|EFFICIENCY INITIATIVE 1 • • • • • • • • • bloom!

occur inthedepartment. process forprojectsandservices.Thislimitspositive changeto A costbenefitanalysishasnotbeenincludedinthereview change inordertomovetheagencyforward. of anoutcome-basedculture.TheDirectorwouldlike thisto The departmentoperatesfromaneffort-basedculture instead has createdanunnecessaryexpensetotheparksystem. Replacing lowusefacilitieshasn’tbeendoneinthepast. This No onepersonisresponsiblefortrackingdatatheagency. to berevised. improvements andfacilitydevelopmentsisametricthatneeds Resource spendingacrosstheCityforareaslikecapital modified. Customer feedbacktrackingisminimalandneedstobe and staffefficiencytracking. management andmaintenance,programtrackingfacilityuse There isnominaldatatotracktheefficiencyofparkandfacility metrics. The Staffisnottrainedtodevelopandtrackperformance demonstrate efficiencyandeffectivesoftheirwork. Currently theCitydoesnothavekeyperformancemetricsto

BLOOMINGTON PARK SYSTEM MASTER PLAN EFFICIENCY AND EFFECTIVENESS RECOMMENDATIONS: ANDEFFECTIVENESS EFFICIENCY • • • • • • •

more focusedeffortsmay be neededtoconnect. populations andadjuststrategiesasnecessary.Translations and to them.Parksshouldcontinuetryandconnectwith under-served use theparksandrecreationfacilitiesaswellservices available appeal tothelargestsegmentofaudiencesandencourage themto how toinvestinthemostcost-effectivetools.These materials should benefit analysis.Changeswillneedtobemadedirect thestaff Marketing andcommunicationmaterialsshouldbetracked forcost revenue producingfacilities. plans maybeforthegolfcourse,BIG,aquaticcenters andother Business planswillbecreatedforrevenueproducing facilities. These changed asneeded. marketing andmaintenanceexpenditures.Thismethodwillbe A costbenefitanalysiswillbedevelopedtotrackprograms,facilities, be optedoutforchangeoreliminatedtoachievemaximumefficiency. Based onestablishmetrics,lowperformingareasofthesystemwill writing andreportingtheresultsproperly. managers totracktheirperformancemetricsandassistthemin One personwillberesponsibleforworkingwiththedivision for eachdivisionandreporttheirresultsquarterlytothedirector. The Staffwillbetrainedtowriteandtrackkeyperformancemetrics effectiveness andtheimpactoftheirwork. next fiveyears.Thesemetricswilldemonstrateoverallefficiencyand each divisionin2021-2022andaddtwoadditionalmetricsoverthe The Departmentshoulddeterminefiveperformancemetricsfor INITIATIVE 12 | CULTURAL RESOURCES For thousands of years, people have been called to the Minnesota valley in modern-day Bloomington for its bounty of arable land, navigable waters, natural resources, unique beauty, and spiritual significance. Bloomington is rich with cultural resources that span generations and are intertwined with the Minnesota River Valley and surrounding areas of the Twin Cities. 02

and identity that is still to be further understood. With the knowledge that we have from archaeological studies and from members of today’s Native tribes communicating their stories through generations, these cultural resources should be treated with respect and care. From the mid-1600s, the Dakota people began to migrate to this region, as the Minnesota River Valley is considered by many Dakota people to be their spiritual home. A map of cultural resources along the Minnesota River Valley, including Bloomington, can be found on the following page. The Dakota established settlements on the terraces of Mnísota Wakpá at Oak Grove along what is now called Long Meadow Lake under the leadership of Chief Cloud Man around 1840. They migrated to this area to be closer to their spiritual home, to secure territory, and have a more direct relationship with European traders. Another large village, Penasha’s Village, existed at this time at the mouth of Nine Mile Creek (He Who Fears Nothing). This village was one of the largest Dakota villages at this time. Villages Good Road and Seth Eastman’s 1847 watercolor painting depicts the view across the Minnesota Kahbodaka were also near Cloud Man’s village. River Valley, with the modern day location of Bloomington. The indigenous people of this region harvested crops on the land, inhabited villages in various locations, and constructed burial mounds SETTLEMENT HISTORY OF THE AREA throughout the river corridor. These burial mounds are sacred cemeteries People have lived in the Minnesota River valley area for over 12,000 years, where the remains and artifacts of generations rest. as documented by archaeologists and cultural accounts. Many groups native to this region have called this place home over those thousands of years. Archaeological traces of their civilizations and cultures remain. From cultural relics of day-to-day life such as clay pottery, beads and jewelery, tools, and other items, to the physical manifestation of ceremony in the shape of burial mounds overlooking the Minnesota River (Dakota: Mnísota Wakpá) indicate modern day Bloomington, the City is host to an epoch of culture

THE PARKS BLOOMINGTON HAS 77 02 78

Figure 2-14: 1 bloom! Dakota Presence in the River Valley cultural map courtesy of the Shakopee Mdewakanton Sioux Community. Sioux Mdewakanton Shakopee the of courtesy map cultural Valley River the in Presence Dakota

BLOOMINGTON PARK SYSTEM MASTER PLAN NATIVE-EUROPEAN RELATIONSHIPS In 1843, the area begins to change as Peter and Louisa Quinn build their home near the Oak Grove village as the first European settlers of the area, drawn to the area to farm the land with the Dakota people. Shortly after the Quinn’s arrival, the missionaries Samuel and Gideon Hollister Pond arrived to continue their work with and recording the language of the Dakota people. 02 They established Oak Grove Mission, a log cabin where the Pond family held educational classes and church services.

The relationship between the Pond family and the Dakota people is Early-to-mid 20th century residential expansion significant, as the Pond family were sympathetic supporters of the Dakota in Bloomington. Land was advertised in acres to prospective new residents of the Township. people and found it important to document their language as an extension of Image(s) credit: Bloomington Historical Society their missionary work.

The 1851 Treaty of Mendota and Traverse des Sioux effectively displaced TODAY’S CULTURAL LANDSCAPE all Native settlements and villages west of the Mississippi River, including Cultural resources can be found as tangible relics, monuments, landscapes, those in the Bloomington area. These treaties, along with other treaties and and structures throughout Bloomington. The cultural resources found political and humanitarian crisis between the Dakota people and the white on the map on the following page have been identified in the City of settlers, led to the 1862 U.S. - Dakota war. The result of this conflict led to the Bloomington’s 2018 MN River Valley Natural and Cultural Systems Plan. majority of Dakota people being forced to leave their spiritual home. In this master plan, a handful of these resources are explored in further depth for the purposes of better understanding the connection between cultural resources and the improvement of parks and open spaces within 20TH CENTURY DEVELOPMENT the City. At this time, European settlers begin to exponentially move into areas Burial Mounds along the Minnesota River Valley, which was an important conduit for transportation and trade. People settling in this area establish it as an Archaeological investigations have revealed sites in Bloomington that span agricultural hub and key stop for commerce. several periods of Native peoples presence in the River Valley. These burial mounds date to over 12,000 years old beginning with the Woodland Period The Township of Bloomington was established in the same year the State of peoples, and were used as recently as the mid-19th century. Today, various Minnesota was admitted to the Union, 1858. The turn of the 20th century sites along the river bluffs feature these historic mounds, many located marked a rapid increase in the population of Bloomington as expansion of near Long Meadow Lake. The presence of mounds commands reverence the Twin Cities core grew outward. A century after Minnesota became a state, of the riverfront, with appropriate and compatible park programming the City of Bloomington was incorporated in 1960. Post-WWII Bloomington required in this area to ensure respect and protection of the mounds. Any continued to see booming growth with quick-build single family homes parks improvements or additions/expansions of the parks system in this expanding throughout the City for the growing population welcoming the area should be done in close coordination with archaeologists, historians, Baby Boomer generation. and the Mdewakanton Sioux community.

THE PARKS BLOOMINGTON HAS 79 02 80 Figure 3.1 Known Cultural Sites in the River Valley River the in Sites Cultural Known 3.1 Figure Figure 2-15: 1 169 0 1 2 bloom! 4 3 5 6 Bloomington Cultural Resource Map from the 2018 MN River Valley Natural and Cultural Systems Plan (City of Bloomington). of (City Plan Systems Cultural and Natural Valley River MN 2018 the from Map Resource Cultural Bloomington Bush Lake 7 8 Marsh Mike’s

BLOOMINGTON PARK SYSTEM MASTER PLAN Miles 1 Hyland ParkHyland Reserve Hyland LakeHyland 9 10 11 12 13 14 NORMANDALE BLVD. 15

98TH ST. 494 90TH ST. 90TH Colman Lake Marsh Lake Park

FRANCE AVE.

OLD SHAKOPEE RD. Dwan Club Golf

PENN AVE. Central Park 16 Sylvia Mae Marsh 35W Minnesota River Valley Natural &Cultural Systems Plan

LYNDALE AVE. 17 18 19 Pond-Dakota Mission ParkMission 20 A RICAN BLVD. MERICAN 21 .WilliamChambersHouse 6. BloomingtonFerryArea 5. BloomingtonFerrySteamboatLandingSite 4. HectorChadwickHouseSite 3. Ellingsen-TappingCemetery 2. JosephDeanLogCabin 1. SitesHistorical inBloomington 6 PenneshawVillageSite 16. 5 ColonelMarionWilliamSavageMansionSite 15. DanPatchLineSwingBridge 14. MinneapolisAutomobileClubSite 13. ValleyViewRailwayStationSite 12. DrawbridgeSite 11. JohnBrownHouseSite 10. NativeAmericanMound 9. BloomingtonFerryHotelSite 8. BloomingtonFerryMethodistChurchSite 7. Valley View Park

Minnesota River 22 23 98TH ST. 98TH 24 PORTLAND AVE. 25 90TH ST. 90TH ST. 86TH

26 27 Meadow 77 Long Lake OLD CEDAR AVE. 28 31 0 HopkinsFerrySite 20. ChatelleSteamboatLandingSite 19. LyndaleBridgeSite 18. McLeodFerrySite 17. 3 LincolnMounds 33. VanNessMoundGroup 32. MahoneyMounds 31. HogbackMoundGroup 30. BassPondsSite 29. OldCedarAvenueBridge 28. 7 NativeAmericanMounds/MoundSpringsPark 27. Quinn’sPost 26. CloudmanVillageSite 25. MissionGraves/NativeAmericanCemeterySite 24. GideonPondHouseandMission 23. XintaClubCabinSite 22. PossibleKa-Bdo-kaVillageSite 21. 30 32 29 33 Municipal Boundary Municipal ofBloomingtonCity River Minnesota Valley Landinthe Other River Land intheMinnesota Valley ofBloomingtonCity Meadow Long Lake Current Conditions 3.4 Conditions Current Pond-Dakota Mission Park operated immerses parks and trail users in the pre-highway bridge era of transport in the City and region. These ferries were instrumental in Now located in present-day Pond-Dakota Mission Park, visitors curious the economic development of the City, by transporting goods and people about Bloomington’s rich history of the Dakota people and their relationship across the river. with the Ponds can visit the Oak Grove Mission house and the 1856 Gideon and Agnes Pond House to learn more about the life and times of the Pond More to Explore brothers’ missionary work, Dakota life, and the Minnesota River Valley. 02 More sites such as homes of significant figures from the City’s past, Maintained as a museum by the City of Bloomington, the Pond House was significant and interesting commercial and municipal buildings, mills, home to four generations of Pond descendants over 140 years. The City railway stations, and other types of sites and structures still stand as purchased the property in 1975 and completed a full restoration of the brick educational and experiential moments in the City. Other cultural resources house in 1995. As a popular regional attraction as a historical destination and within the City are invisible; lost to time and exist as a place of spiritual gateway to the riverfront trail system, this park helps transport visitors to recognition, loss, celebration, or memory. All of these cultural resources the time when Native peoples and European settlers first inhabited this area tell important stories that we would be remiss to lose or forget. together. The Working Riverfront The Minnesota River Valley Natural and Cultural Systems Plan identifies several known/existing archaeological surveys that further detail cultural Many relics are still standing or visible along the riverfront that tell the story resources in the City, as well as a table identifying likely areas of yet of the working river. Trailheads and access to areas where the Bloomington unknown cultural resources. Ferry Steamboat, Hopkins Ferry, McLeod and Schwyzer ferry, and others

The Gideon and Agnes Pond house located in Pond-Dakota Mission Park. Edwin Whitefield sketch of the MN river valley in Bloomington illustrating a ferry crossing the river.

THE PARKS BLOOMINGTON HAS 81 02 82

Shakopee Riverfront Cultural Trail Visitor ExperiencePlan stories oftheSt.PaulRiver Gorgewiththeexperientialresources. interpretive messagestobe implementedinavarietyofwaysthatlinksthe This St.PaulRiverGorge-focused masterplanidentifiesimportant Great RiverPassage Master&Interpretive Plan and inspiringthebigpicturestoryofhistoryinthisregion overtime. to Hastingswiththeuseofhistoricalstorytellingsignage, artisticexpression, make connectionsalongtheMississippiRiversouthof Kaposiaalltheway along theMinnesotaRiver.Thisplanemphasizessignage andwayfindingto and historyringsimilartotheculturalcontextof Bloomington frontage the prevailingthemesofinterpretation,storytelling,and reverenceofplace Though thisplanisfocusedontheMississippiRiverside ofDakotaCounty, Dakota CountyMississippiRiverTrail Interpretive Plan visitors canlearn,rest,view,andbeimmersedintheenvironment. Native historyintherivervalley,thisplanlaysoutconceptsfornodeswhere a 17-miletrail.Aseriesofinterpretivethemesbasedonnaturalhistoryand Minnesota RiverValleybycreatingaseriesofexperiencesoverthestretch historical, natural,andculturalresourcesalongtheDakotaCountysideof This plandescribesavisionforenhancingandengagingtrailvisitorsin Dakota CountyMinnesotaRiverGreenway Interpretive Plan resources orarelocatedalongtheriverfrontinCity. take intoconsideringfutureplanningeffortsforsitesthatfeaturecultural There areotherplansfocusedontherivercorridorthatCityshould landscape anddevelopmentoftherivervalleythroughoutregion. story ofhowtheCitycametobe,butrolethisareaplayedinshaping the Citycontinuestopreservethisday.Thesesitestellnotonlylocal and howthoseculturesintersectedtocreatethequiltofrespectedsitesthat past; howthislandscapehasbeenshapedbypeopleofvariouscultures, residents ofBloomingtonandvisitorsfromthegreaterregiontoourshared Cultural amenitiesandresourcesinBloomingtonservetoconnectthe REGION VALLEY RIVER GREATER THE TO RESOURCES CULTURAL BLOOMINGTON’S CONNECTING 1 bloom!

BLOOMINGTON PARK SYSTEM MASTER PLAN the City. serves asabaselineforfuture improvementsofparksandtrailsystemsin improvement ofthevisitor experienceinregardtothesesystems.Thisplan plan theoutlinesanalysis, management approach,opportunitiesfor This CityofBloomingtonhas developedanaturalandculturalsystems Resources Systems Plan City ofBloomington’sMinnesotaRiverValley Natural &Cultural people today. is afirsthandaccountoftheimpactthisspiritualplace hasfortheDakota perspective oftheDakotapeople.Thismulti-mediaimmersive experience cultural landscapeoftherivervalleyandgreaterTwin Citiesareafromthe Though notaplanningdocument,thisweb-basedmap tellsstoriesofthe Bdote MemoryMap cultural resourcesandexperiencesvisitorscanenjoy. the greaterconnectionsupanddownMinnesotaRiverto of riverfront inShakopee.ThoughfocusedShakopee,thisplanconsiders City of courtesy opportunities, andoverallexperiencealongtheculturallysignificant Image park. Still indraftform,thisplanmapstheconnections,feel,education Bloomington a through walk a on visitors Park Bloomington. KEY ISSUES: • People have inhabited the River Valley area that is now CULTURAL RESOURCES RECOMMENDATIONS: Bloomington for thousands of years. Remnants of these cultures • Ensure the City of Bloomington Minnesota River Valley are still present in many parts of the City, particularly along the Natural & Cultural Systems Plan is up to date, referenced, and riverfront. implemented by design and planning professionals making • The intersection of Native culture and European settler culture is an decisions within the City on trails and open space, especially important aspect in the history of the development of the City. including these select goals outlined in the 2018 plan: 02 • Historical structures that tell the story of commerce, culture, » Ensure protection and preservation of natural and cultural transportation, and notable people in the City throughout its resources, history are attractive features to visitors and residents, and have a » Increase awareness and understanding of the River Valley regional draw. environment • The City already invests in the preservation of many of these • Enhance story-telling and cultural connection through cultural resources interpretive methods that reinforce sense of place and foster • Telling the story of the visible and no-longer visible cultural education, reflection, observation, and reverence. resources in public spaces, park spaces, and along trails will help • Ensure funding is at appropriate levels to properly maintain people better understand the complex and lengthy history of the and to the preserve cultural resources throughout the City. City in the context of the river valley region. This includes incremental review of structures and regular • There are multiple other efforts to interpret cultural resources maintenance of trail systems, natural areas, and signage. along the Minnesota River and Mississippi River for the purposes • As resources become available, expand cultural resource of visitor experience that echo similar themes of cultural resource programming and amenities, prioritizing areas of the City and preservation and celebration. riverfront that need the most maintenance attention as identified by City maintenance personnel, cultural resource specialists, or stakeholders. GOAL: • Consider tying riverfront cultural resources in the City to the greater region’s efforts in interpretive planning. This includes: The City of Bloomington protects and celebrates the existence of cultural » Consulting with stakeholder groups such as historical resources within the City and river corridor region. Any new park or trail organizations, landholders, Native tribes, and park and trail users, developments or improvements should consider cultural resources in the planning efforts, including consultation with specialists and cultural » Organizing with outside groups current undergoing river valley interpretive efforts. resource professionals. • Consider expanding the Minnesota River Valley Natural & Cultural Systems Plan to include specific strategies to mitigate loss and damage of cultural resources due to the impacts of climate change, floods, development, and other threats.

Bloomington Ferry crossing the Minnesota River ca. 1854. Image courtesy City of Bloomington.

THE PARKS BLOOMINGTON HAS 83 02 84

program assessmentsheet: Below aresomeoverallobservationsthatstoodoutwhenanalyzingthe OVERVIEW ASSESSMENT PROGRAM The fullprogramassessmentcanbefoundintheAppendix. the entireportfolioofprograms. This reportaddressestheprogramofferingsfromasystemsperspectivefor descriptions, financialdata,websitecontent,anddiscussionswithstaff. a reviewofinformationprovidedbytheDepartmentincludingprogram The consultingteambasedtheseprogramfindingsandcommentsfrom services forresidentsandvisitors. system-wide issues,areasofimprovement,andfutureprograms in identifyingcoreprograms,programgapswithinthecommunity,key and opportunitiesregardingprogramming.Theassessmentalsoassists program andserviceofferingshelpsidentifystrengths,challenges, Recreation Department(“Department”)offersanin-depthperspectiveof This ProgramAssessmentoftheservicesofferedbyCity’sParksand ASSESSMENT PROGRAM 1 • • • • • bloom!

The City’s Lifecycle StagescanbefoundinSection1.3.2. programs fallintotheDeclineStage.Acompletedescription of programs arecategorizedintheIntroductionStage;while 8%of Program lifecycles: demographics. monitored toensureprogramdistributionalignswith community Age segmentdistribution benefits andgoalsofeachCoreProgramArea. Overall, the From a SMS, onlinenewsletters, in-facilitysignage, QRcodes,andvarious flyers/brochures, directmail, emailblasts,roadsignmarquees, including: printedandonline programguides,theCity’swebsite, a varietyofmarketingmethods whenpromotingtheirprograms volunteer opportunities,special events,programs,etc. easily getinvolvedandgive backtothecommunitythroughvarious marketingandpromotions

BLOOMINGTON PARK SYSTEM MASTER PLAN volunteer program program descriptions Approximately5%ofthesystem’scurrent isgood,butneedstobeannually allowsresidentsandorganizationsto

effectively communicatethekey standpoint, thestaffutilizes considered movingforward. customer surveysarehighlyrecommendedfeedback tools thatshouldbe be trackedovertime.Specifically,pre/post-program evaluationsandlost feedback, onamoreconsistentbasis,askeyperformance measurethatcan it ishighlyrecommendedthattheDepartmentbeginsincorporatinguser Currently, • •

quest forgreater fiscalsustainability. income opportunitieswould bebeneficialtotheDepartment’soverall pertaining toprogramming. Afocusondevelopingconsistentearned When doingso,thestaffshould factorinalldirectandindirectcosts for stafftobegintracking cost recoveryforallCoreProgramAreas. not currentlybeingutilized. Movingforward,itisrecommended Financial performancemeasures Pricing strategies recovery goals. understand currentcostofserviceinordertodetermine idealcost practices andmustbecontinued.Inaddition,itisessential to competition rates,andcustomer’sabilitytopay.These aregood most frequentlyusedapproachesinclude:residencyrates, market marketing mix. social mediachannels(primarilyCityaccounts)asapartofthe • • customer feedbackmethodsareratherlimited.Movingforward,

Opportunity toincreasethenumberofcross-promotions Return onInvestment(ROI)forallmarketinginitiatives The Departmentwouldbenefitfromidentifyingmarketing arevariedacrosstheboard.Currently, suchascostrecoverygoals are Parks & Recreation Department

1.2 CORE PROGRAM AREAS To help achieve the mission, it is important to identify Core Program Areas based on current and future needs to create a sense of focus around specific program areas of greatest importance to the community. Public recreation is challenged by the premise of being all things to all people. The philosophy of the Core Program Area is to assist staff, policy makers, and the public to focus on what is most important. CORE PROGRAM AREAS Program COREareas are PROGRAM considered as AREA Core if RECOMMENDATIONSthey meet a majority of the following categories: To help achieve the mission, it is important to identify Core Program Areas • TheThese program existing area hascore been program provided areas for a long provide period a of generally time (over well-rounded4-5 years) and/or and is expected based on current and future needs to create a sense of focus around specific bydiverse the community. array of programs that could serve the community at present. • TheBased program upon area the consumesobservations a relatively of the large planning portion team, (5% or demographic more) of the agency’sand overall program areas of greatest importance to the community. Public recreation is budget. challenged by the premise of being all things to all people. The philosophy of • Therecreation program areatrends is offered information, 3-4 season Departments per year. staff should evaluate Core the Core Program Area is to assist staff, policy makers, and the public to focus • TheProgram program Areas area has and wide individual demographic programs, appeal. ideally on an annual basis, to 02 on what is most important. Program areas are considered as Core if they • Thereensure is a offerings tiered level areof skillrelevant development to evolving available demographics within the program and area’strends offerings. in • There is full-time staff responsible for the program area. meet a majority of the following categories: the local community. After reviewing the Statistically-Valid Community • There are facilities designed specifically to support the program area. Survey, potential program areas that could become their own standalone • The program area has been provided for a long period of time (over • The agency controls a significant percentage (20% or more) of the local market. Core Program Areas are Fitness/Health & Wellness and Nature/ 4-5 years) and/or is expected by the community. Environmental Education. Both of these program areas received a very • The program area consumes a relatively large portion (5% or more) of 1.2.1 EXISTING CORE PROGRAM AREAS high Priority Investment Rating (PIR) base on resident responses as well the agency’s overall budget. In consultation with Department staff, the planning team identified ten Core Program Areas currently as a strong household need. See full program assessment for survey results. • The program area is offered 3-4 seasons per year. being offered. • The program area has wide demographic appeal. • There is a tiered level of skill development available within the program area’s offerings. Adaptive Special Golf • There is full-time staff responsible for the program area. Recreation Events

• There are facilities designed specifically to support the program area.

• The agency controls a significant percentage (20% or more) of the Adult Youth local market. Ice Arena Athletics Programs

EXISTING CORE PROGRAM AREAS In consultation with Department staff, the planning team identified ten Core Aquatics Rentals Program Areas currently being offered.

1. Adaptive Recreation

2. Adult Athletics Arts Senior 3. Aquatics Programs Programs

4. Arts Programs 5. Golf See the Full Program Assessment in the Appendix for a full description, goals, 6. Ice Arena and list of programs for each existing Core Program Area. 7. Rentals 8. Senior Programs 3 9. Special Events 10. Youth Programs

THE PARKS BLOOMINGTON HAS 85 02 86 its programmatic offerings. beginning stagesbecauseit providestheDepartmentanavenuetoenergize & Growth).Itisrecommended tohave50-60%ofallprogramswithinthese 41% ofallprogramsfallwithin thebeginningstages(Introduction,Take-Off, program distribution. Approximately askewed Analysis depicts The Lifecycle Figure 2-17: (noted withan‘S’)marketsareidentified. Areas servemultipleagesegments,Primary(notedwitha‘P’)andSecondary prominent agesegmentstheyserve.RecognizingthatmanyCoreProgram The AgeSegmentAnalysisdepictseachCoreProgramAreaandthemost Figure 2-16: service &costrecover,andpricing. age segmentanalysis,programlifecycle,classification,costof The consultantteamanalyzedBloomington’sexistingProgramsbyassessing ANALYSIS STRATEGY PROGRAM and percentage ofnew programs as anincentive for innovation and alignment with performance measuresforeach distributioncloselyalignsde with Staff should complete a Program Lifecycle Analysis on an annual basis and ensure that the percentage with the Introductory stag or elimination. programsAs theenter into Decline stage, they must beclosely reviewed evaluated and for repositioning not asis much ofadema rapidly programs Additionally, foundation. stable a achieve to order in category Mature the within programs of 40% roughly have to recommended it is and portfolio Accordingto staff Introduction stage thoseas programs are meantto progress through the lifecycle stages. sta programmaticEventually,offerings. programs the these move into will to begin all programswithin thesebeginning stages the within beginning stages(Introduction, Take The Lifecycle Analysis withstage the totalnumber ofprogram programs. followingtable the shows percentage distribution the of various lifecycle categories of strict quantitativedata that“fresh” and relatively fewprograms, any, be discontinued.to if need overall mix ofprograms managed b the stage of growth or decline for each. A Program Lifecycle Analysis involves reviewing each program offered by 1.3.2 8 and determine what to to each S Departments success. number of population falling With ap any unmetneeds. considersaddress the Department introducingnewprogramsto that Preschool said, That being the lack primary of programs dedicated the to fall fairly well nuanced view the of data. Based on the demographicsage Segment Ana alsoperformAge useful toan is It by differentthe age served segments of view served. programsegments displayinganyin areas, and gaps thisFor report, Segmentan Age Analysisc was Secondary (noted with an ‘S’) markets are identified Recognizing thatmany Core Program Areas serve multiple agesegments, Primary (noted with a‘P’) and The table 1.3.1 1.3 taff should to taff continue demographicmonitor shiftsprogram and offerings Youth Programs Events Special Programs Senior Rentals Ice Arena Golf Arts Programs Aquatics Athletics Adult Recreation Adaptive

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Sustainable Servic to benefit managingthe servicesifthey all wereclassifiedaccording the to Recovery Cost for Model the As APPENDIX A. ra classificationthe current ofrecreation program services. recreation programs offered by With assistancestaff,from classificationofprogram a Community Services or Community and Individual Mix versus Mostly Individual Mix). on based a greater understandingof the pro service classification tier while still co Important Services G iven rangethe iven recoverybroad of (i.e. cost goals ngeswithinoverall those categories. st recoveryst depicted as the in by coreareacanbefoundinthefullProgramAssessmentAppendix. classification ofrecreationprogramservices.Afulllistorganized Department. Theresultspresentedinthistablerepresentthecurrent services wasconductedforalloftherecreationprogramsofferedby With assistancefromCitystaff,aclassificationofprogramsand Figure 2-18: Area andadditional areasforstrategies to implementovertime. This tabledetailspricingmethods currentlyinplacebyeachCoreProgram Figure 2-19: Youth Programs Events Special Senior Rentals Ice Arena Golf Arts Programs Aquatics Athletics Adult Recreation Adaptive The following graphic describes each of the three program classifications. financialsustainability, personal benefit, competitionthe marketplace, in andaccessby participants. alignmentupon the with Services,Services, Important and For this exercise, what a general taxpayer receives for equal access,private whereas benefit be describedcan the user as receiving exclusive benefitabove private benefit. Programclassifications the which arethe program on to providesdegree based be public a determine the most appropriate management, funding, and marketing strategies. with rega objectiveseach andof the goals mission, a classi Conducting 1.3.3 10 70 Department 2 5 time.over methods currently in place by service providers adjustmentsnecessary as continue Staff should and look all recommends that patterns andhelp with cost recovery higher for qual strategies weekday/weekend rates, Moving forward, the Department should c variety strategiesareaofwith thepricing largest The core usealso in to which Pricing strategies are one mechanism agencies can use to influence cost re 1.3.5

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Parks & Recreation Department

With assistance from staff, a classification of programs and services was conducted for all of the recreation programs offered by the Department. The results presented in the following table represent the current classification of recreation program services. Programs should be assigned cost recovery goal ranges within those overall categories. A full program list organized by core area can be found in APPENDIX A. Bloomington Program Classification Distribution Essential Important Value-Added 3% 38% 59% Figure 6: Bloomington Program Classification Distribution

As the Department continues to evolve to better meet the community’s needs, there could be an added benefit to managing the services if they all were classified according to the Cost Recovery Model for

Sustainable Services depicted below in Figure 7.

Individual Benefit: exclusive benefit PROGRAM STRATEGY RECOMMENDATIONS received by individuals and not the 100+% general public; individual pays at least In general, the Department program staff should continue the cycle of 80% of the cost of service evaluating programs on both individual merit as well as the program mix as

Considerable Individual Benefit: nearly all a whole. This can be completed at one time on an annual basis, or in batches benefitParks received & Recreation by individuals, Departmentbenefit to 70-100% community in a narrow sense at key seasonal points of the year, as long as each program is checked once The methodology for determining the total Cost of Service involves calculating the total cost for the per year. The following tools and strategies can help facilitate this evaluation 02 activity, program, or service, then calculating the total revenue earned for that activity. Costs (and Balanced Community & Individual Benefit: benefits process: revenue) can alsoaccrued be derived to both individual on a per and unitgeneral basis. public interests, Program or activity units may include: 50-70% but to a significant individual advantage • Number of participants • Number of service calls • Number of tasks performed • Number of events

• Number of consumableConsiderable Community units Benefit: Recreation services benefits• Required time for offering program/service. MINI BUSINESS PLANS 20-50% accrued to both the general public and individual interests, but to a Agencies use Costsignificant of Service community Analysis advantage. to determine what financial resources are required to provide specific programs at specific levels of service. Results are used to determine and track cost recovery as The planning team recommends that Mini Business Plans (2-3 pages) for well as to benchmark different programs provided by the Department between one another. Cost each Core Program Area be updated on a yearly basis. These plans should recovery goals areCommunity established Benefit: Recreaonce tionCost services of Service to be accessible totals and have of benefit been to calculated.all, Program staff should supported wholly or significantly by tax dollars. evaluate the Core Program Area based on meeting the outcomes desired for be trained0+% on the process of conducting a Cost of Service Analysis and the process should be undertaken participants, cost recovery, percentage of the market and business controls, on a regular basis. CURRENT COST RECOVERY cost of service, pricing strategy for the next year, and marketing strategies Figure 2-20:Cost Recovery Model for Sustainable Services With regard toCost programs, Recovery services, Model and forevents, Sustain methodsable to Services measure and track cost recovery have not that are to be implemented. If developed regularly and consistently, they As the Department continues to evolve to better meet the community’s been developed up to this point. It is best practice to have cost recovery goals at the Core Program Area can be effective tools for budget construction and justification processes in level,needs, and overthere time, could evol vebe into an implementingaddedFigure 7: Cost benefit Recovery cost recoveryto Model managing goals at the individualservices program if they level as Givenwell. the broad The belowrange tableof cost shows recovery cost goalsrecovery (i.e. best, 0% practices to 40% for for Essential those C oreServices Program or 40%Areas to identified. 80% for addition to marketing and communication tools. all were classified according to the Cost Recovery Model for Sustainable ImportantSetting, Services tracking,), it andwould reaching be helpful cost recovery to further goals distribute for every programsCore Program internally Area will within help subthe -Departmentranges of cost recoveryjustifyServices. progr as depictedam expense in theand previousmake a case Figure for. additional This will offeringsallow for in programs the future. to fall within an overall service classification tier while still demonstrating a difference in expected / desired cost recovery goals based on a greater understandingCost of the Recovery program’s Goal goals by Core(e.g. ,Program Pure Community Area services versus Mostly PROGRAM DEVELOPMENT & DECISION-MAKING MATRIX Community Services or Community and Individual Mix versus Mostly Individual Mix). Best Practice in Cost Best Practice in Cost Core Program Area Core Program Area When developing program plans and strategies, it is useful to consider all Recovery Recovery of the Core Program Areas and individual program analysis discussed in Adaptive Recreation 0%-25% Ice Arena 25%-75% 11 this Program Assessment. Lifecycle, Age Segment, Classification, and Cost Adult Athletics 25%-75% Rentals 100%+ Recovery Goals should all be tracked, and this information along with the Aquatics 50%-100% Senior Programs 25%-50% latest demographic trends and community input should be factors that lead Arts Programs 25%-75% Special Events 0%-25% to program decision-making. Community input can help staff focus in on

Golf 75%-100%+ Youth Programs 25%-75% specific program areas to develop new opportunities in what group of citizens to target including the best marketing methods to use. Figure 2-21:Cost RecoveryFigure Goal 9: Cost By Recovery Core by Program Core Program Area Area

Cost recovery targets can vary based on the Core Program Area, and even A simple, easy-to-use tool similar to Figure 2-16 will help compare programs As shown in the table above, cost recovery targets can vary based on the Core Program Area, and even atat the the program program level withinlevel awithin Core P rograma Core A rea.Program Several Area. variables Several can influence variables the cost can recovery and prioritize resources using multiple data points, rather than relying solely target,influence including the lifecycle cost recovery stage, demo target,graphic including served, andlifecycle perhaps stage, most demographicimportant, program on cost recovery. In addition, this analysis will help staff make an informed, classification.served, and These perhaps are best most practices important, for Core P rogramprogram Areas. classification. Programs within eachThese Core Program Area will vary in price and subsidy level. The program mix within each Core Program Area will determine objective case to the public when a program in decline, but beloved by a theare cost best recov practicesery capabilities. for Core The D epartmentProgram should Areas. determine Programs the current within cost recoveryeach Core of each Core few, is retired. If the program/service is determined to have strong priority, ProgramProgram Area Areato begin will establishing vary in goals.price Withand ansubsidy approved level. cost recovery The program goal, annual mix tracking, within and quality assurance cost recovery goals will improve. Use this key performance indicator in Figure 9 and appropriate cost recovery, good age segment appeal, good partnership updateeach itCore annually Program to include Area the willactual determine cost recovery the achieved. cost recovery Each Core capabilities. Program Area can be potential, and strong market conditions the next step is to determine the benchmarked against itself on an annual basis. marketing methods. THE PARKS BLOOMINGTON HAS 87 13 02 88

the anticipatedlocalparticipationpercentage. are trendingnationally/regionally/locally,whiletakingintoconsideration program basedonthepublic’spriorityrankingand/orinactivityareasthat declining, staffshouldterminatetheprogramandreplaceitwithanew customers toparticipate.Whenprogramparticipationisconsistently increases, staffshouldlookatmodifyingtheprogramtore-energize When participationgrowthisslowing(ornon-existent)orcompetition If participationlevelsarestillgrowing,continuetoprovidetheprogram. program evaluationswillhelpdeterminethefutureofaprogram. components, anddeveloptheprogramoperating/businessplan.Regular program staffshouldestablishgoals,designscenariosand program lifecycleisfoundinFigure2-22.DuringtheIntroductoryStages, Business Planprocess.Adiagramoftheprogramevaluationcycleand program mix.ThiscanbeincorporatedintotheProgramOperating/ program staffshouldevaluateprogramsonanannualbasistodetermine Using theAgeSegmentandLifecycleanalysis,otherestablishedcriteria, STAGES) LIFECYCLE (WITH CYCLE EVALUATION PROGRAM 1 bloom!

BLOOMINGTON PARK SYSTEM MASTER PLAN determine the marketing methods using the segmentage appeal,good partnersh retired.is staff make an informed, objective case to the public when a program usi simple, easyA to t help staff can trends andcommunity input should be factorsthat lead toprogram decision RecoveryCost Goalsand shouldtracked,be all thisand individual program analysis discussedthisin Program Assessment. When develo & DECISION DEVELOPMENT PROGRAM processes in addition to marketing and communication tools. developed regularly and consistently, they be can effective toolsfor budget construction and justification of service, pricingstrategy the next for year, and marketingstrategies outcomesdesired for participants, cost recovery, percentage theof market and business controls,cost aupdated on yearly The planning recommends team thatBusinessMini Plans (2 PLANS BUSINESS MINI The following toolsand strategies can help facilitate this evaluation process: batchesin basis, orkey at seasonalpoints the of year, longasas individual merit as well as the program mix as a whole. general,In t 1.3.6 16

ng multiplepoints, data than rather relyingsolely cost recovery. on arget includingarget the best marketing methods touse.

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PROGRAM STRATEGY ANALYSIS A simple, easy-to-use tool similar to Figure 2-16 will help compare programs and prioritize resources using multiple data points, rather than relying solely The consultant team analyzed Bloomington’s existing Programs by on cost recovery. In addition, this analysis will help staff make an informed, assessing age segment analysis, program lifecycle, program classification, objective case to the public when a program in decline, but beloved by a cost of service & cost recover, and pricing. few, is retired. If the program/service is determined to have strong priority, appropriate cost recovery, good age segment appeal, good partnership potential, and strong market conditions the next step is to determine the 02 PROGRAM STRATEGY RECOMMENDATIONS marketing methods. In general, the Department program staff should continue the cycle of evaluating programs on both individual merit as well as the program mix as a whole. This can be completed at one time on an annual basis, PROGRAM EVALUATION CYCLE (WITH LIFECYCLE STAGES) or in batches at key seasonal points of the year, as long as each program Using the Age Segment and Lifecycle analysis, and other established criteria, is checked once per year. The following tools and strategies can help program staff should evaluate programs on an annual basis to determine facilitate this evaluation process: program mix. This can be incorporated into the Program Operating/ Business Plan process. A diagram of the program evaluation cycle and program lifecycle is found in Figure 2-22. During the Introductory Stages, MINI BUSINESS PLANS program staff should establish program goals, design program scenarios and The planning team recommends that Mini Business Plans (2-3 pages) components, and develop the program operating/business plan. Regular for each Core Program Area be updated on a yearly basis. These plans program evaluations will help determine the future of a program. should evaluate the Core Program Area based on meeting the outcomes If participation levels are still growing, continue to provide the program. desired for participants, cost recovery, percentage of the market and When participation growth is slowing (or non-existent) or competition business controls, cost of service, pricing strategy for the next year, and increases, staff should look at modifying the program to re-energize the marketing strategies that are to be implemented. If developed regularly customers to participate. When program participation is consistently and consistently, they can be effective tools for budget construction and declining, staff should terminate the program and replace it with a new justification processes in addition to marketing and communication tools. program based on the public’s priority ranking and/or in activity areas that are trending nationally/regionally/locally, while taking into consideration the anticipated local participation percentage. PROGRAM DEVELOPMENT & DECISION-MAKING MATRIX When developing program plans and strategies, it is useful to consider all of the Core Program Areas and individual program analysis discussed in this Program Assessment. Lifecycle, Age Segment, Classification, and Cost Recovery Goals should all be tracked, and this information along with the latest demographic trends and community input should be factors that lead to program decision-making. Community input can help staff focus in on specific program areas to develop new opportunities in what group of citizens to target including the best marketing methods to use.

THE PARKS BLOOMINGTON HAS 89 02 90

should beawareofinclude: In developingavolunteerpolicy,somebestpractices thattheDepartment MANAGEMENT INVOLUNTEER PRACTICES BEST used forcommunication. to beconsistentlyportrayedacrossthemultiplemethodsanddeliverables provide specificguidanceastohowtheDepartment’sidentityandbrandis plans anddirectlyalignwithorganizationpriorities.Theplanshouldalso An effectivemarketingplanmustbuilduponandintegratewithsupporting community needs,demographics,andrecreationtrends. the Department’sMarketingPlanannuallytoprovideinformationfor methods forpromotingprograms.Itisimperativetocontinueupdating “right” methodsofdelivery.TheDepartmentusesavarietydelivery between thecontentwithvolumeofmessagingwhileutilizing Effective communicationstrategiesrequirestrikinganappropriatebalance media channels(primarilyCityaccounts). SMS, onlinenewsletters,in-facilitysignage,QRcodes,andvarioussocial website, flyers/brochures,directmail,emailblasts,roadsignmarquees, with residentsthroughprintedandonlineprogramguides,theCity’s The Departmentfollowsamarketingplanwhichcurrentlycommunicates ANDPARTNERSHIPS VOLUNTEERS, MARKETING, 1 • • • bloom!

frequent flier programs,whereinvolunteers canusetheirvolunteer consultant team recommendsusingtactics similartothosefoundin agency isdevelopingagood rewardandrecognitionsystem.The A keypartofmaintainingthe desirabilityofvolunteerisminthe mission. program shouldundertake tosupportthelargerorganizational identify, evaluate,orrevise specifictacticsthevolunteerservices overall, includingstrategicinitiativesforalldivisions. Periodically staff stayfullyinformedaboutthestrategicdirection oftheagency member withvolunteermanagementresponsibility) and associated Ensure theVolunteerCoordinator(adesignatedprogram staff understanding oftheDepartment. work assignments,andcanincreasetheirappreciation and increase theirutility,allowingformoreflexibilityin making organizational functionsandincreasetheirskill.This canalso Involve volunteersincross-trainingtoexposethem various

BLOOMINGTON PARK SYSTEM MASTER PLAN tracking volunteerismbytypeandextentofwork,isimportant: In additiontonumberofvolunteersandvolunteerhours,categorization expectations ofavolunteeriftheycanexperienceitfor themselves. and itsvolunteerprogram.Italsohelpsstaffunderstand theroleand those notrelatedtoparksandrecreation)willraiseawareness oftheagency community. Exposureofstafftothecommunityin different roles(including The Departmentshouldcontinuetoencourageemployees tovolunteerinthe • • • • • • •

in aVolunteerPolicydocument. City function.Identifyandsummarizevolunteerrecognitionpolicies discounted pricingatcertainprograms,rentalsorevents,anyother hours toobtainbenefits,suchasearlyregistrationatprograms,or volunteers whenable. resignation/termination andperformexitinterviewswithoutgoing of volunteers.Alsoincludewaystomonitorandtrackreasonsfor that thereisformaldocumentationofresignationortermination Add end-of-lifecycleprocessstepstotheVolunteerManualensure including theprocedureforcreatinganewposition. overview ofthevolunteerpositionlifecycleinVolunteerManual, Regularly updatevolunteerpositiondescriptions.Includean a specifiedperiodoftimetofulfillcommunityservice requirement. Community servicevolunteers:Volunteerswhoarevolunteering over requirement. the agencytofulfillaspecifichigher-leveleducationallearning Volunteer interns:Volunteerswhohavecommittedtoworkfor will returnforotherduties. type onarecurringorirregularbasiswithnoexpectationthatthey Episodic volunteers:Volunteerswhohelpoutwithaparticularproject complete. event withnoexpectationthattheywillreturnaftertheis Special eventvolunteers:Volunteerswhohelpoutwithaparticular is acontinuingneedfortheirservices. continuous, providedtheirworkperformanceissatisfactoryandthere Regular volunteers:Thosevolunteerswhoseworkisconsideredtobe MARKETING & COMMUNICATION RECOMMENDATIONS outcomes desired by the Department. The management plan can and will be negotiated, if necessary. Monitoring of the management • Ensure the marketing plan includes the components and strategies plan will be the responsibility of both partners. The agency must identified in this section. allow the contractor to operate freely in their best interest, as long • Establish priority segments to target in terms of new program/service as the outcomes are achieved and the terms of the partnership development and communication tactics. agreement are adhered to. • Establish and review regularly performance measures for marketing; • The private contractor cannot lobby agency advisory or governing performance measures can be tracked through increased use of boards for renewal of a contract. Any such action will be cause 02 customer surveys as well as some web-based metrics. for termination. All negotiations must be with the Department Director or their designee. • Leverage relationships with partners to enhance marketing efforts through cross-promotion that include defined measurable outcomes. • The agency has the right to advertise for private contracted partnership services or negotiate on an individual basis with a bid process based on the professional level of the service to be provided. PUBLIC/PRIVATE PARTNERSHIPS POLICY RECOMMENDATIONS • If conflicts arise between both partners, the highest-ranking officers from both sides will try to resolve the issue before going to each The recommended policies and practices for public/private partnerships that partner’s legal counsels. If none can be achieved, the partnership may include businesses, private groups, private associations, or individuals shall be dissolved. who desire to make a profit from use of the Department’s facilities or programs are detailed below. These can also apply to partnerships where a private party wishes to develop a facility on park property, to provide a VOLUNTEER AND PARTNERSHIP RECOMMENDATIONS service on publicly-owned property, or who has a contract with the agency The planning team recommends the following regarding volunteers and to provide a task or service on the agency’s behalf at public facilities. These partnerships: unique partnership principles are as follows:

• Upon entering into an agreement with a private business, group, association or individual, the Department staff and political leadership ESTABLISH FORMAL VOLUNTEER AND PARTNERSHIP POLICIES AND must recognize that they must allow the private entity to meet their AGREEMENTS financial objectives within reasonable parameters that protect the mission, goals and integrity of the Department. Following the best practices listed above, continue developing volunteer • As an outcome of the partnership, the Department must receive a and partner policies and agreements which are tailored to the different designated fee that may include a percentage of gross revenue dollars types of volunteers and partnerships the Department encounters. less sales tax on a regular basis, as outlined in the contract agreement. A volunteer program should be created that defines opportunities, • The working agreement of the partnership must establish a set of responsibilities, decision-making processes, and defines job descriptions. measurable outcomes to be achieved, as well as the tracking method Additionally, begin compiling a list/database of all partner organizations. of how those outcomes will be monitored by the agency. The outcomes will include standards of quality, financial reports, customer This will help with managing partnerships and overall assist in having satisfaction, payments to the agency, and overall coordination with good relationships with partners. Lastly, ensure background checks for all the Department for the services rendered. volunteers working with all programs are being conducted thoroughly. • Depending on the level of investment made by the private contractor, the partnership agreement can be limited to months, a year or multiple years. • If applicable, the private contractor will provide a working management plan annually that they will follow to ensure the

THE PARKS BLOOMINGTON HAS 91 02 92

access tothehealthfulbenefitsofnatureclose-to-home. closed ordemandanduseishigh,wecanensurethat everyonehas privately ownedfacilitiestodoubleaspublicspacewhen schoolsare and recreationopportunitieslikeschoolyards,regional parks,and greatest returntothecommunity,andbyleveragingother park types ofinvestmentinparks,trails,andopenspaceswill bringthe Through publicengagementandusingdataanalysisto targetwhat investments thatprovidethisvitalbenefitforeveryone. newfound appreciationfortheoutdoorsthroughcontinued andnew pandemic, orfacefuturecrises,wemustnurtureourcommunity’s critical asroadsandutilities.Asweemergefromacrisislikethe Parks andopenspacesareessentialinfrastructure,everybitas maintaining andinvestinginourparks. is firmevidencetosupportthemindefendingcontinuedof have toprotectourparksystemsfromthesebudgetcuts,andthere systems arethefirsttosufferbudgetcutsandre-allocation.Ourcities a dropinallformsoftaxrevenuecausedbytheseevents,oftenpark occurs, ourparksandpubliclandsfaceextraordinarypressures.With But whenacriseslikepandemicorsharpdropintheeconomy mental, physicalandemotionalhealth. numerous scientificstudiesshowthebenefitsofaccesstonatureon shows thatparklandis,indeed,apotentforceforourwell-being; exercise, entertainment,meditation,asenseofpeace.Research people turnedtoparksandtrailslikeneverbefore—forfreshair, workplaces, schools,andbusinessesconfinedmanytotheirhomes, being. Duringthiscrisis,whenstay-at-homeordersandclosuresof and trailsarecrucialtoacommunity’squalityoflifewell- The globalpandemichasunderscoredthatclose-to-homeparks IMPACTS COVID 1 bloom!

BLOOMINGTON PARK SYSTEM MASTER PLAN corresponding day of the week, during the 5-week period Jan 3–Feb 6, 2020. 6, 3–Feb Jan period 5-week the during week, the of day corresponding Source: COVID-19 Community Mobility Reports. *The baseline is the median value, for the the for value, median the is baseline *The Figure 2-23: Reports. Mobility Community COVID-19 Source: HENNEPIN COUNTY MOBILITY TRENDS COMPARED TO BASELINE* -MAY 2021 MINNESOTA MOBILITY TRENDS COMPARED TO BASELINE* -MAY 2021 MINNESOTA MOBILITY TRENDS COMPARED TO BASELINE* -MAY 2020 Parks Residential Grocery &Pharmacy Workplaces Retail &Recreation Transit Stations Parks Residential Grocery &Pharmacy Workplaces Retail &Recreation Transit Stations Parks Residential Grocery &Pharmacy Workplaces Retail &Recreation Transit Stations COVID-19 Community Mobility Trends Reports Trends Mobility Community COVID-19 -17% -42% -14% -39% -38% -35% -6% -29% -29% -28% +2% +2% +12% +8% +9% +93% +95% +112% WHAT WE LEARNED As pandemics have the potential to again strain our communities in years to come, access to the outdoors is more important than ever. The challenges and changes that a pandemic poses to Bloomington’s parks and open spaces include: 02 PARKS AND GENERAL HEALTH Parks are widely recognized as critical for health and wellness, reducing anxiety, stress, and depression and improving physical and mental health; well-being improvements that are even more necessary during a public health emergency.

PARKS AND USAGE During periods of quarantine, parks and public land experience very high ENGAGEMENT ADAPTATION usage. Parks are proving to be an essential part of how we cope and recover The pandemic introduced new challenges and opportunities as stay- from a crisis by helping relieve the burden of social distancing and providing at-home mandates were put in place, social distancing protocols were residents a place to restore and socialize. adopted, and public facilities were forced to temporarily close. The core components of traditionally successful community engagement practices PARKS AND POLICY had the rug pulled out from beneath them. For some time, people couldn’t As we re-imagine park policy, equitable access and distribution is becoming gather and feel the energy and presence of their neighbors as new plans a driving factor in decision-making. Like most everything, public parks are were discussed and thoughts were freely shared. plagued by issues of inequity, both in access to park space and amenities provided with parks across diverse communities. But humans are resilient and quickly adapt. Successful community engagement methods were explored and proved as fruitful as traditional PARKS AND INVESTMENT methods, including: Park systems are essential infrastructure within the City. Decisions made • Virtual recorded meetings, where city staff present projects to the moving forward will determine how the outdoors can become more accessible public, answer questions, allow for discourse, and post the session and equitable and further benefit the health of communities. It is essential to for those who couldn’t attend to view at their leisure and follow up with city staff afterward via email or using online tools, not only maintain the existing park system but to invest in and continually • Online tools that allow residents to engage with maps and surveys improve and provide new amenities to a growing and changing population of that allow for subjective place-specific comments to be posted, park users. often prompting dialogue amongst residents. Bloomington created a website for engagement with residents, Let’s Talk Bloomington, PARKS AND THE FUTURE which successfully gathers input and provides a place for virtual conversation among residents on new or planned projects, The pandemic highlights that within our community, access to the outdoors is not equal for all. With the data to pinpoint where park and park • Mobile engagement can bring the tools for conversation to the community. Pop up events in parks and open spaces can create improvement are most needed, it is essential to transform the outlook for a safe environment to allow for social distancing in an open-air equity across the system. setting while providing in-person engagement.

THE PARKS BLOOMINGTON HAS 93 02 94

summary-2020.pdf. https://www.nrpa.org/siteassets/research/economic-impact-study- U.S. Economy. and CapitalSpendingbyLocal ParkandRecreationAgenciesonthe Impact ofParks:AnExaminationtheEconomicImpacts ofOperations NRPA (NationalRecreationandParkAssociation).2020. Parks Report. National RecreationandParkAssociation.(2019). www.mnhs.org/fortsnelling/learn/native-americans/dakota-people Minnesota HistoricalSociety.(2021,May10).TheDakotaPeople. Highlights-2017.pdf. groundworkusa.org/wp-content/uploads/2017/04/GWUSABrownfields- Groundwork USANetwork Groundwork USA.2017. and CulturalSystemsPlan City ofBloomingtonMN.(2018,August). Recreation MasterPlan. City ofBloomingtonMN.(2008,April).Parksand history Bloomington MN.https://www.bloomingtonmn.gov/com/bloomington- City ofBloomington.(2018,November9).BloomingtonHistory. bloomington-center-arts the Arts.CityofBloomingtonMN.https://www.bloomingtonmn.gov/arts/ Bloomington CenterfortheArts.(2021,April26). Society. Bloomington HistoricalSociety.(2021,May10). research 10 Minutewalk.(2021). 02REFERENCES SECTION 1 bloom! http://bloomingtonhistoricalsociety.org.html Ashburn, VA:NationalRecreation andParkAssociation.

BLOOMINGTON PARK SYSTEM MASTER PLAN 10 Minutewalk.https://10minutewalk.org/#Our- Reclaiming Brownfields:Highlightsfromthe . . Yonkers,NY:GroundworkUSA.https:// Minnesota RiverValleyNatural Bloomington Historical 2019 Engagementwith The Economic City of https:// Valley/about.html Wetland ManagementDistrict.https://www.fws.gov/refuge/Minnesota_ U.S. FishandWildlifeService.(2020,July9). for PublicLand.https://www.tpl.org/parks-and-the-pandemic Trust forPublicLand.(2021,May10). Land_special-report.pdf. https://www.tpl.org/sites/default/files/The-Heat-is-on_A-Trust-for-Public- Face aDangerousDisparity.SanFrancisco,CA:TheTrustforPublicLand Rising andQualityParksTooFewFarBetween,CommunitiesofColor TPL (TrustforPublicLand).2020a. https://www.threeriversparks.org/location/hyland-lake-park-reserve Three RiversParkDistrict.(2021,May10). Sioux CommunityinScottCounty,MN.https://shakopeedakota.org/ Shakopee MdewakantonSiouxCommunity.(2021). results/. https://www.nrpa.org/blog/nrpa-parks-snapshot-june-24-26-survey- Open Space(blog) Roth, Kevin.2020.“NRPAParksSnapshot:June24–26SurveyResults.” Ohio: ParafinePress. Ohio’s CommunitiesFoughtBackAgainsttheForeclosureCrisis Rokakis, James,andGusFrangos.2020. , NationalRecreationandParkAssociation.June26. The HeatIsOn:WithTemperatures Parks andthePandemic.TheTrust The LandBankRevolution:How Hyland LakeParkReserve About theRefugeand . Cleveland, . .