Bloomington Parks & Recreation Strategic Plan Worksheet Community Impacts: Strengthening Health, Connection, and Everyday Quality of Life in Bloomington Prioritization
Resource Requirement
Staff Lead/Team
Timeline
high
high
Staff Action Team - Software
Short-term (1-2 years)
Promote public art in parks by maintaining existing artworks and enhancing interpretation that helps visitors understand their meaning and history.
low
medium
Community Relations/Operations - General
ongoing
1.3 Complete Bicentennial Bond investment projects for gateway improvements.
medium
high
Operations - General
Short-term (1-2 years)
medium
high
Community Relations/Operations
Mid-term (3-5 years)
high
high
Community Relations
Mid-term (3-5 years)
medium
medium
Community Relations
Mid-term (3-5 years)
high
low
Recreation
Short-term (1-2 years)
high
medium
Recreation
Short-term (1-2 years)
medium
high
Operations
ongoing
medium
high
Operations
Mid-term (3-5 years)
medium
high
Operations
ongoing
high
high
Operations - Natural Resources, Urban Greenspace, and Urban Forestry
ongoing
low
low
Community Relations
ongoing
medium
low
Operations - Natural Resources, Urban Greenspace, and Urban Forestry
ongoing
medium low medium
high low high
Operations - Urban Forestry Operations - Urban Greenspace Operations Director
Mid-term (3-5 years) Mid-term (3-5 years) Short-term (1-2 years)
high
high
Parks Director
Short-term (1-2 years)
low
low
Staff Action Team - Evaluations
Short-term (1-2 years)
Recommended Actions 1.1 Update payment and registration systems for better user experience. 1.2
Complete B-Line activation and wayfinding efforts between Switchyard, 1.4 Hopewell, Convention Center, City Hall, and Trades District. Update digital communications methods for accessibility, usability, and 1.5 efficacy. Evaluate the role, performance, and design of the printed program guide 1.6 after implementation of the new digital catalog and website. Evaluate current health and wellness programming and staffing to determine 1.7 future service priorities and delivery strategies. Continue Hopewell Commons activation efforts, particularly until 1.8 development around the park is complete. Invest in playground improvements through equipment replacement, 1.9 inclusive design, and safety upgrades that enhance play experiences for children of all abilities. 1.10 Replace Olcott Park playground with an inclusion-focused playground. Prioritize universal design improvements when investing in facility and park 1.11 improvements. Balance recreation use with natural resource stewardship by managing park 1.12 properties in ways that protect native plants, wildlife habitat, and ecological health. Strengthen public trust by regularly sharing stories that highlight the 1.13 community impact and value of parks and recreation. Satisfy and maintain annual qualifications for Bird Town, Bee City, and Tree 1.14 City USA. 1.15 Complete final phases of bicentennial bond-funded tree plantings. 1.16 Develop and adopt a City-wide Integrated Pest Management Plan. 1.17 Complete construction of Powerline Trail to Adams Street. Determine a plan for maintaining security in parks after expiration of 1.18 American Rescue Plan Act (ARPA) funds. Develop a system-wide evaluation framework to assess community impact 1.19 and inform service design and delivery decisions. Create or update divisional standard operating procedures to provide 1.20 continuity across different events, facilities, and communications. Increase community impact through program offerings that are identified by 1.21 community needs and data metrics. Evaluate and maintain best practice standards through CAPRA 1.22 accreditation, state and national organization involvement. Strengthen the Farmers’ Market through targeted vendor recruitment, 1.23 enhanced promotion, improvements to the market environment, and expanded opportunities for community gathering. Work with Bloomington Transit to identify and improve public transit access 1.24 to key park locations and programs. Develop inclusion and access tracking that monitors facility and program 1.25 access improvements, reporting progress biannually through the ADA Transition Plan. Develop a State of the Department communications strategy to report on 1.26 progress, fiscal health, maintenance needs, sustainability indicators, and priorities to build community understanding and support.
low
low
Recreation and Sports
Short-term (1-2 years)
medium
medium
Recreation and Sports
ongoing
medium
high
Accreditation Leads and Park Director
ongoing
low
low
Recreation
ongoing
medium
low
Operations Director
Mid-term (3-5 years)
medium
medium
Recreation and Operations
ongoing
medium
medium
Community Relations Manager
Short-term (1-2 years)
Complete?
Notes
Partner with Parks Foundation to track and report fee waiver and 1.27 scholarship awards to better understand distributions and maintain transparency.
low
low
Office Manager
Short-term (1-2 years)
Prioritization
Resource Requirement
Staff Lead/Team
Timeline
high
low
Parks Director
ongoing
high
high
Operations Coordinator (with all divisions)
Short-term (1-2 years)
high
high
Sports Director
Mid-term (3-5 years)
medium
high
Sports Director
Mid-term (3-5 years)
medium
high
Sports Director
Mid-term (3-5 years)
medium
low
Operations
ongoing
medium
high
Sports Director
Mid-term (3-5 years)
Invest in What We Have: Caring for Bloomington's Parks, Faciltiies and Natural Assets Recommended Actions Coordinate with the Controller's office to incorporate the department's Capital Improvement Plan (CIP), including all assets, into the overall Develop and fund a department-wide vehicle and equipment replacement 2.2 schedule. Finalize a plan for investment or divestment in aging sports facilities (Frank 2.3 Southern, Mills and Bryan Pools, Winslow Sports Park, Lower Cascades Research the viability of converting and repurposing an existing outdoor 2.4 pool to a spray ground/splashpad or other use. 2.1
2.5 Complete irrigation and cart barn replacement at Cascades Golf Course. 2.6
Fund investments in solar, LED, and other energy efficiency improvements for parks facilities and equipment through Capital Improvement Plan.
Identify underutilized park spaces (e.g., Switchyard bocce courts, Upper Cascades Skate Park, Lower Cascades ballfields, Building Trades sport court) and increase community use through targeted programming, partnerships, and facility enhancements. Complete system-wide trail asphalt repairs and improvements based on 2.8 priority and condition. Activate Switchyard Park's main stage by engaging partners such as 2.9 Indiana University to create community experiences. Create and/or update facility and equipment maintenance checklists and 2.10 preventive maintenance schedules by division. Monitor park boundaries and address encroachment issues through 2.11 documentation, coordination with City departments, and enforcement as necessary. Update Wapehani Mountain Bike Park access and parking to improve safety 2.12 and increase usage. 2.13 Create and implement site management plans for all properties. Complete downtown planter enhancements, enhancing aesthetic while 2.14 remaining committed to the use of native plants. Maintain and expand the City’s native tree canopy through inventorying, 2.15 planning priority plantings, and maintaining and preserving existing trees. Maintain and update the department’s storm response plan biannually to 2.16 guide preparation, coordination, damage assessment, and service restoration following severe weather events. Develop and maintain priority-based green infrastructure in coordination with 2.17 other City departments to improve environmental performance and climate resilience across the City’s parks, corridors, and public spaces. 2.18 Conduct utility audits (electricity, water, etc.) for facilities. 2.7
high
high
Operations Director
ongoing
medium
medium
Recreation Director
Mid-term (3-5 years)
medium
low
Division Directors
ongoing
low
low
Operations Director
ongoing
medium
high
Operations - Natural Resources
Mid-term (3-5 years)
low
medium
Operations - Natural Resources
ongoing
medium
low
Operations - Urban Greenspace
Short-term (1-2 years)
high
high
Operations - Urban Forestry
ongoing
high
low
Operations - Urban Forestry
ongoing
high
high
Operations - Natural Resources, Urban Greenspace, and Urban Forestry
ongoing
medium
medium
Operations
Short-term (1-2 years)
Prioritization
Resource Requirement
Staff Lead/Team
Timeline
high
low
Parks Director
Short-term (1-2 years)
medium
low
Community Relations
Short-term (1-2 years)
medium
low
Community Relations
Short-term (1-2 years)
Complete?
Notes
Complete?
Notes
Financial Sustainability: Aligning Value with LongTerm Fiscal Responsibility Recommended Actions Identify and document the anticipated tax impacts of SEA1 on the department's operations and maintenance. Identify and develop new sponsorship and advertising opportunities to 3.2 increase revenu and update sponsorship and advertising policies to align with opportunities. Establish and pursue naming rights opportunities for facilities, shelters, 3.3 courts, and other department properties. Work with the Bloomington Parks Foundation to pursue alternative funding 3.4 opportunities such as sponsorships and donations. 3.5 Retire the Twin Lakes Recreation Center revenue bond. 3.6 Sell 349 S Walnut St building and use proceeds to reinvest in existing Implement and track cost-recovery category goals and performance as 3.7 defined in the Community Investment Strategy. Implement the use of a standardized pricing worksheet template for relevant 3.8 department servces. 3.9 Create a Financial Sustainability Policy to guide departmental fiscal Create an Acquisition/Development/Divestment Policy that guides how the 3.10 department will approach acquisition, development, and divestment of park 3.1
medium
low
Parks Director
ongoing
low low
high low
Sports Director Parks Director
Mid-term (3-5 years) Short-term (1-2 years)
high
medium
All Staff
Short-term (1-2 years)
high
medium
Recreation and Sports
Short-term (1-2 years)
high
low
Parks Director
Short-term (1-2 years)
high
low
Parks Director
Short-term (1-2 years)
Create a Capital Investment Policy that includes investment prioritization in existing assets over new build. Create a Partnership Policy that specifies the approach the department will 3.12 take in creating, fostering, and managing collaborations. Review, develop, and maintain strategic partnerships that enhance 3.13 programs, optimize resource use, and advance the department’s mission and community impact. Develop and implement a long-term urban green waste utilization and 3.14 management program. Coordinate purchasing and procurement practices to maximize the 3.15 department’s buying power and ensure cost-effective acquisition of equipment, supplies, and services. 3.11
3.16
Execute a general obligation bond at or near the statutory limit and establish schedule with Controller for regular and recurring bond investment
Host partner network events to strengthen collaboration, track new 3.17 partnerships, and stay informed about changes in the Bloomington region’s network of community services. Update the department's cost of service analysis (annual or bi-annual) to 3.18 create year-over-year comparisons so the department can begin to benchmark against past fiscal performance. Develop service performance metrics (cost per user, cost recovery goals, 3.19 use rates, deferred maintenance backlog) to guide future budgeting and prioritize investments objectively.
high
low
Parks Director
Short-term (1-2 years)
high
low
Parks Director
Short-term (1-2 years)
medium
low
Recreation and Sports
ongoing
low
medium
Operations - Urban Greenspace Urban Forestry
Mid-term (3-5 years)
low
low
Office Manager
ongoing
high
high
Parks Director
Short-term (1-2 years)
low
low
Recreation and Sports
Mid-term (3-5 years)
medium
medium
Parks Director
ongoing
high
medium
General
Short-term (1-2 years)
A Strong, Connected BPRD Team: Supporting the People Who Deliver Bloomington’s Parks and Recreation Services Recommended Actions 4.1
Conduct an Employee Net Promoter Survey (ENPS) twice annually to assess and benchmark staff satisfaction levels, needs and interests.
4.2
Review policies and procedures with staff to clarify expectations, remove outdated requirements, and streamline administrative processes.
Develop staff recognition practices that celebrate contributions and promote 4.3 a culture of appreciation across all employee groups. Highlight staff accomplishments and certifications in all-staff 4.4 communications and meetings. Review and update the department’s mission statement to reflect current 4.6 priorities and community needs. Develop division/area purpose statements that align with the overall mission 4.7 of the department. Develop a professional development menu and training investment plan with 4.8 dedicated funding for each division and area of specialization. 4.9 Create standardized internship expectations and program standards. Create a Staff Morale Action Plan that identifies how to connect staff and 4.10 resources needed to prioritize employee well-being. Document and share divisional meeting minutes across the department to 4.11 improve transparency, accountability, and collaboration.
NOTES: Staff Requirement: If an action requires staff time over 6 months extending beyond one year that will result in a HIGH Staffing Requirement If an action requires staff time over weeks and possibly a few months that will result in a MEDIUM Staffing Requirement If an action requires staff time over days and possibly a few weeks that will result in a LOW Staffing Requirement Financial Requirement: If an action requires an investment of over $25,000 that will result in a HIGH Financial Requirement If an action requires an investment of over $5,000 and under $25,000 that will result in a MEDIUM Financial Requirement If an action requires an investment of under $5,000 that will result in a LOW Financial Requirement
Prioritization
Resource Requirement
Staff Lead/Team
Timeline
low
low
Parks Director
ongoing
medium
medium
Division Directors
Short-term (1-2 years)
high
low
Parks Director
ongoing
medium
low
Division Directors
ongoing
high
low
Parks Director
Short-term (1-2 years)
medium
low
Division Directors
Short-term (1-2 years)
high
high
All Staff
ongoing
low
low
Recreation Director
Short-term (1-2 years)
medium
low
Staff Action Team - Staff Morale
ongoing
medium
low
Division Directors
ongoing
Complete?
Notes
Prioritization: If an action is considered urgent, is a requisite to what is necessary for the organization to thrive and inherent to maximum impact, it will be a HIGH priority If an action is considered a way to satisfy a service interest or contributes to an operational efficiency, it will be a MEDIUM priority If an action is considered a desire and satisfies interests to accomplish something new, it will be a LOW priority