City Council Report
915 I Street, 1st Floor
Sacramento, CA 95814
www.cityofsacramento.org
File ID: 2022-01057 May 17, 2022 Discussion Item 03
Title: Fiscal Year 2022/23 Proposed Budget for the Department of Youth, Parks, & Community Enrichment
Location: Citywide
Recommendation: Review and consider for final budget adoption Contact: Mario Lara, Director, (916) 808-1041, [email protected] , Shannon Brown,
Assistant Director, (916) 808-6076, [email protected], Youth, Parks, & Community Enrichment
Presenter: Mario Lara, Director, (916) 808-1041, [email protected], Department of Youth, Parks, & Community Enrichment
Attachments:
1-Description/Analysis
2-Youth, Parks & Community Enrichment Department Budget 3-Youth, Parks & Community Enrichment Department Staffing
Description/Analysis
The FY2022/23 Proposed Budget (Budget) for the Department of Youth, Parks, and Community Enrichment (Department) includes $57.8 million in funding and 716.53 full-time equivalent positions (FTE’s). This funding supports pre-COVID service levels and will be utilized to deliver a broad range of youth and community enrichment programs and services as well as to maintain city parks and open spaces. The proposed budget includes cost-neutral adjustments summarized below to consolidate hard to fill vacant positions and re-direct resources to parks maintenance functions.
Position Changes
• Vacant positions (one Program Leader 1.0 FTE, one Utility Worker 0.3 FTE, and one Recreation Aide 0.15 FTE) were deleted, and a new position (one 1.0 FTE Park Maintenance Worker II) was added to provide ongoing services and support at Community Gardens.
• Vacant Positions (one Recreation Aide 0.2 FTE, ten Youth Aide 0.13 FTE) were deleted, and a new position (one 1.0 FTE Park Maintenance Worker III) was added to be dedicated to addressing the increasing responsibilities related to citywide playground inspection and maintenance.
• The Department also deleted various lower-level FTE’s, across Youth and Community Enrichment Programs, in hard to fill classifications, totaling 9.98 FTE and adding higher FTE positions, totaling 7.24, to better accommodate recruitment and programmatic needs.
Deferred Maintenance
City Council adopted budget resolution language in FY2021/22 (R2021-0198, Section 18.3) to allow the department to transfer unspent Measure U (MU) Fund appropriations to address deferred maintenance projects and reads as follows:
18.13. Each fiscal year, any unspent Measure U Funds (Fund 2401) appropriations in the Youth, Parks, and Community Enrichment Department on June 30 must be transferred to the Measure U Park Improvements CIP (L19706000), Citywide Pool Assess/Repair CIP (L19706500), or Recreation Facility Improvements CIP (L19800200) until the backlog of deferred maintenance, for existing projects within the programs, are completed.
Prior to this language being adopted, YPCE had two stand alone reports, R2020-0392, which transferred $3.3 million of FY2019/20 unspent MU resources and R2021-0366, which transferred $3.6 Million of FY2020/21 unspent MU resources to various deferred maintenance projects,
Policy Considerations: This report is consistent with Council’s direction and adopted budget principles to use one-time resources strategically, maintain a fiscally sustainable balanced budget, and keep the Council informed on the fiscal conditions of the City. The Budget includes funding necessary to address initiatives that will enhance services and programs for the residents of Sacramento, as well as an opportunity to implement strategies to be more efficient as a Department and continue to address critical needs of the City.
Economic Impacts: None.
Environmental Considerations:
California Environmental Quality Act (CEQA): This Proposal does not constitute a “project” and is therefore exempt from the California Environmental Quality Act (CEQA) according to CEQA guidelines Sections 15061 (b)(3) and 15378(a).
Sustainability: N/A
Commission/Committee Action: The Budget was presented to the Parks and Community Enrichment Commission on March 3, 2022, and was presented to the Budget and Audit Committee on May 6, 2022, and forwarded to the City Council for consideration.
Rationale for Recommendation: The actions recommended in this report address the funding necessary to implement the City’s financial plan for FY2022/23
Financial Considerations: Additional Information on the Youth, Parks, & Community Enrichment Department Budget is included in Attachments 2 and 3.
Local Business Enterprise (LBE): Not Applicable.
FY2022/23 Proposed Budget
23 SECTION - 23
Youth, Parks, & Community
Enrichment
FY2022/23 Proposed Budget
FY2022/23 Proposed Budget
Youth, Parks, & Community Enrichment
To empower our youth, str engthen neighborhoods, and provi de life-enriching programs for a beautiful livable community.
The City’s Youth, Parks, & Co mmunity Enrichment (YPCE) Department provides residents and visitors with beautiful parks and enr iching programs to create a thriving community with healthy, strong, and cohesive neighborhoods. Program development and service delivery for the D epartment is guided by the following primary themes:
empowering and enriching Sacramento youth, protecting the Cit y's green infrastructure, and optimizing the experience of living through people, parks, and programs.
Department services are structured as listed below.
Youth: Responsible for creating, delivering, and fostering citywide programs, trai nings, projects, and
services that navigate critical pathways for youth
development including youth participation
opportunities, community involvement,
relationship building, and skill building. Programs
serve young people between the ages of 5-24 in
the following areas: Ex panded Learning, Youth
Workforce Development, Civic Engagement,
Youth Sports & Wellness.
Administration
Responsible for department-wide support of fiscal
management, human resour ces, procurement,
grant writing managem ent, lease management,
and administrative operations that include
managing the Parks and Recreation Commission
and the Ann Land & Bertha Henschel
Commission.
Community Enrichment: Responsible for a wide range of programs, services and facilities that support safe space,
communit
y livability, and a high quality of life for all
FY2022/23 Proposed Budget
of Sacramento. Provides recreation, leisure
enrichment and community resources for all ages,
including youth, teens, active adult, and senior
programs.
Park Maintenance: Responsible for daily maintenance of 216 parks, parkways, bike trails, and open space areas
spanning over 3,280 acre s. Responsibilities
include maintenance of turf , landscape,
structures, and park amenities citywide. This
Division also maintains and operates the Old City
Cemetery, which is a Stat e historic landmark that
offers monthly tours and events.
Park Planning &
Development Services:
Responsible for park planning, parkland
acquisition, park master planning, policy
implementation, asset management and the
design and development of new and renovations
of existing neighborhood, community, and
regional parks
Safety: Responsible for preserving, protecting, and
enforcing park regulations of over 234 parks with
4,360 acres of parks, parkways, open space,
community centers, aquatic facilities, and bike
trails.
PROGRAMS/SERVICE HIGHLIGHTS
With the continuing impacts of the pandemic and the need to maintain virtual programming service delivery models, YPCE continued to offer professional development opportunities, focusing on youth development, in priority areas such as: safely engaging young people online, mental wellness supports and tools, and general technical training needed for new programming models. The Prime-Time Teen program is an eight-w eek interactive work readiness training program for young people 13-17 years of age. This program will transition back to an in-person service delivery model from the virtual model necessary through COVID-19. The program continues to offe r 10 seasonal sessions per fiscal year and serves 400 youth annually.
The Aquatics section continued to adapt to restrictions due to the pandemic and increased essential water safety servic e offerings by opening 12 neighborhood pools and four wading pools with zero critic al incidents. There was a significant increase in participation from 2020 across a ll aquatic’s programs, which included the following: 55,614 participants attended recreation swim (379% increase); 2,096 youth participants attended swim lesson (77% increase); the City’s recreational swim team returned with 349 youth participants; 4,268 lap swimmers FY2022/23 Proposed Budget
visited pools, and 5,369 participants att ended water aerobics. Over $16,000 was awarded in Swim Safe Scholarships that included free swim lessons, swim team scholarships, lifeguard scholarships and lifeguard certification reimbursements. Older Adult Services (OAS) reopened both t he Hart Senior Center and all three Triple-R locations in June 2021 by implem enting safety modifications to address the ongoing pandemic. Opportunities to engage in-person helped participants combat the feeling of isolation that many were experiencing after being home more than a year. OAS provided 12,629 units of service with virtual programming activities. Since reopening in June 2021, OAS has provided 11,116 units of service in-person or by phone and 2,796 units of respite for caregivers participating in the Triple-R program.
The Community Center team provided programming opportunities and access to safe space for over 4,400 youth and t eens through in-person afterschool and summer camps, Hot Spots Remix (an updated Hot Spot teen special event series) and Recreation Explorer Camp (R.E.C.) se rving youth ages 3-5 in a play-based preschool program. Drive-thru special events were hosted citywide and welcomed over 8,000 families.
Throughout the pandemic, Golf worked with our partner, Morton Golf LLC, to keep all four of the City’s golf courses open, offering one of the few organized activities still available during this time. Safety measures defined by Morton Golf became the model for other golf courses in the ar ea. With limited options available, the public has continued or taken up golf in record numbers resulting in increased revenues that enable further improvements to the courses.
DEPARTMENT EFFICIENCIES
Continue to engage with the Department’s Park planning consultant in the development of the Par ks Plan 2040 that addresses the City’s commitment to Equity and Health within the park and recreation system. The projected completion date for the Parks Plan 2040 is Spring 2023, to follow the adoption of the City’s General Plan Update.
Community Enrichment Divisi on developed and implemented several organizational efficiencies to support in ternal and external customer service and communications. The Come Out and Play Ac tivity Guide was converted to an online, interactive document that is updated monthly, giving residents the most up- to-date program and resource informati on. In collaboration with the YPCE ActiveNet support team, Access Leisure designed and implemented an inclusive modification request process that provides program modifications for all recreation and leisure activities on a case-by-case basis based on the needs of the participants, as outlined in Title II of the Americans with Disabilities Act (ADA).
Access Leisure supports department-wide pr ogram staff through inclusive staff trainings, program observations and participant assessments. Community Centers mobilized staffing and resources to continue serving the community through the pandemic with great success, providing critical community FY2022/23 Proposed Budget
resources and services including y ear-round COVID-19 vaccine clinics in partnership with Sacrament o County and UC Davis Health, administering more than 15,000 doses, and emergency response support through activation of clean air, warming and cooling centers.
Addressed deferred maintenance issues at several pools including the completion and initiation of resurfacing projects to support safe reopening and operations, and the installation of the Clunie’s pool heater and facility updates to allow extended season aquatics safety program opportunities.
With the onset of the pandemic, YPC E mobilized staffing and resources to continue serving the community with great success, including the development and implementation of an online virtual acti vities and resources page to engage and serve people of all ages and abilities; m eal service and food distribution for thousands of youths, seniors, and under served families; and face covering distribution for independent businesses across Sacramento. YPCE partnered with Geographi c Information System (G IS) team to map park amenities and land uses. GIS applications provide Department, City staff and the public a method to easily access and share geographic information. The database allows coordination across all divisions using the same data to support asset management and administrative functions.
OBJECTIVES FOR FY2022/23
Continue work on YPCE’s Parks Plan 2040, including developing a Needs, Recommendations, and Cost Analysis, and Final Parks Plan for approval by Council.
Establish and document Policies and Procedures.
Continue to address deferred maintenance projects at pools citywide and recruit, hire and train staff to support safe opening and operations of all city pools, including Clunie Pool for extended spring and fall seasons, and the successful opening and operations of North Natomas Community Center and Aquatic Complex during 10 months of the year. Addr ess facility improvements and security measures that support safe re-opening of front counters at Community Centers and Hart Senior Center to the public (in addition to pre-registered programs) and resume expansion of community center hours and program offerings including increased activation of Coloma and Belle Cooledge Community Centers
Implementation of specialized and incl usive recreation programming for youth and teens with disabilities department-wide and including partnerships with Alta Regional Center, school districts, Sacramento State.
FY2022/23 Proposed Budget
BUDGET CHANGES
Department Budget Summary
Division Description Fund
Revenue/
Offset
Adjustme nt
Expenditure
Change
FTE
Change
Community
Enrichment
Add higher level positions (7.24 FTE total) with the
deletion of lower level positions (9.98 FTE total) that were difficult to recruit in order to directly support
resumption and expansion of community centers and
adaptive sports/recreation programs. Savings will be
used to offset the cost of the Park Maintenance
Worker III position.
Measure U (612,751) 570,848 (2.74)
Park Maintenance
and Planning
Delete three vacant positions (0.30 FTE Utility
Worker, 1.0 FTE Program Leader and 0.15 FTE
Recreation Aide) and add a position (1.0 FTE Park
Maintenance Worker II) to maintain the ongoing
access and service levels currently provided to City
residents as the number of community gardens
increase. Costs will be offset with savings from
add/deletes in Community Enrichment.
Measure U (75,277) 83,049 (0.45) Park Maintenance
and Planning
Delete eleven vacant positions (ten @ 0.13 FTE Youth
Aide and 0.20 FTE Recreation Aide) and add a
position (1.0 FTE Park Maintenance Worker III) to
address the increasing workload and responsibilities
related to playground inspection and maintenance.
Position will be offset with a reduction in services and supplies and savings from add/deletes in Community
Enrichment.
Measure U (53,693) 92,997 (0.50) Total Change $ (741,721) $ 746,894 (3.69)
Change
Youth, Parks, and Community Enrichment FY2019/20 FY2020/21 FY2021/22 FY2021/22 FY2022/23 More/(Less) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended Employee Services $ 30,878,853 $ 30,543,316 $ 40,035,883 $ 39,963,746 $ 40,246,232 $ 282,486 Other Services and Supplies 12,807,714 12,065,967 17,310,835 17,312,053 18,247,683 935,630 City Property 1,851,619 216,258 298,992 300,642 301,802 1,160 Multi-Year Operating Projects - 1,200 1,445,986 886,204 1,081,132 194,928 City Debt Serv ic e 87,807 4,391 - - - -
Transfers (150,827) 138,634 - - - -
Labor and Supply Offset (11,056,397) (12,109,918) (1,976,975) (1,934,932) (2,064,139) (129,207) Operating Transfers - (21,542) - - - -
Total $ 34,418,769 $ 30,838,307 $ 57,114,721 $ 56,527,713 $ 57,812,710 $ 1,284,997 Change
FY2019/20 FY2020/21 FY2021/22 FY2021/22 FY2022/23 More/(Less) Funding Summary by Fund/Special District Actuals Actuals Approved Amended Proposed Proposed/Amended General Fund $ 20,405,660 $ 22,620,863 $ 1,562,715 $ 1,562,715 $ 1,557,955 $ (4,760) 4th R Program 4,742,187 244,137 3,108,890 3,104,303 3,082,749 (21,554) Ethel MacLeod Hart Trust - - 800,000 800,000 - (800,000) Externally Funded Programs ---- 1 9 , 0 0 0 1 9 , 0 0 0 Golf (96,040) (11,206) (111,593) (111,593) (106,878) 4,715 Laguna Creek Maint Dist 150,000 63,197 175,000 175,000 175,000 - Land Park 88,996 134,015 139,000 139,000 139,000 -
Landscaping and Lighting 3,800,000 4,000,000 4,100,000 4,100,000 4,200,000 100,000 Measure U - - 41,955,195 41,372,774 43,235,253 1,862,479 FY2022/23 Proposed Budget
Department Budget Summary (continued)
Division Budget Summary
Staffing Levels
Change
FY2019/20 FY2020/21 FY2021/22 FY2021/22 FY2022/23 More/(Less) Funding Summary by Fund/Special District Actuals Actuals Approved Amended Proposed Proposed/Amended N Natomas Lands CFD 3 1,219,405 1,487,667 1,697,000 1,697,000 1,745,000 48,000 Neighborhood Park Maint CFD 1,482,000 1,682,000 1,782,000 1,782,000 1,882,000 100,000 Neighborhood Water Quality Dist 24,000 16,564 30,000 30,000 30,000 - NW Land Park CFD 2013-02 - 24,578 51,000 51,000 164,800 113,800 Park Development 1,978,631 183,769 427,600 427,600 441,860 14,260 Parkebridge CFD 2014-07 - - 57,000 57,000 57,000 -
Parking - 53 - - - -
Quimby Act 7,961 10,307 10,000 10,000 10,000 -
Railyards Maint CFD No 2014-04 - - 7,500 7,500 7,500 -
Sac Services CFD 2018-05 - - 30,000 30,000 40,000 10,000 SacMaintCFD2014-04 Annex Areas ---- 1 , 2 0 0 1 , 2 0 0 Special Program Donations 7,760 - - - - -
START 608,209 382,237 1,292,414 1,292,414 1,129,272 (163,142) Township 9 CFD No. 2012-06 - 126 1,000 1,000 2,000 1,000 Total $ 34,418,769 $ 30,838,307 $ 57,114,721 $ 56,527,713 $ 57,812,710 $ 1,284,997 Change
Youth, Parks, and Community Enrichment FY2019/20 FY2020/21 FY2021/22 FY2021/22 FY2022/23 More/(Less) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended Administration & Safety Division $ 2,029,096 $ 2,100,339 $ 3,314,753 $ 3,206,753 $ 3,376,581 $ 169,828 Community Enrichment Division 9,840,837 9,141,330 23,965,522 23,923,086 23,245,903 (677,183) Neighborhood Services Division 106,424 - - - - -
Park Maintenance & Planning Division 14,941,713 14,053,167 20,814,677 20,405,331 22,367,054 1,961,723 Youth Division 7,500,699 5,543,470 9,019,769 8,992,543 8,823,172 (169,371) Total $ 34,418,769 $ 30,838,307 $ 57,114,721 $ 56,527,713 $ 57,812,710 $ 1,284,997 Change
Youth, Parks, and Community Enrichment FY2019/20 FY2020/21 FY2021/22 FY2021/22 FY2022/23 More/(Less) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended Administration & Safety Division 22.00 22.00 22.00 22.00 22.00 - Community Enrichment Division 296.61 315.89 315.79 313.92 309.53 (4.39) Park Maintenance & Planning Division 149.64 149.80 149.80 148.80 150.80 2.00 Youth Division 235.91 236.85 236.35 235.50 234.20 (1.30) Total 704.16 724.54 723.94 720.22 716.53 (3.69)
FY2022/23 Proposed Budget
MEASURE U
The following chart summarizes the Department’s Measure U programs.
PERFORMANCE MEASURES
Park Maintenance and Planning Division
Currently, the Park Maintenance Division maintains more than 3,270 acres of parkways, developed turf, landscape, recreation structures, and park amenities citywide. Se rvices provided by this di vision include mowing, weeding, litter removal, playground inspections, irrigation repair, and restroom cleaning.
The Department has established minimum service levels to ensure safe, clean parks and facilities. To accomplish this, each full-time equivalent Park Maintenance staff is generally assigned a service area. On average, a fu ll-time equivalent staff's service area is approximately 26 acres. Any increase to park acreage, given existing staffing, has a direct negative impact on service levels.
Funding Category Program Name FTE
FY2022/23
Proposed
Community Inv estment
MYOP Fleet Acquisitions - 702,183 Operations Fiscal and Management Services 9.00 1,412,451 Golf Admin - 250,000 Historic City Cemetery 3.00 406,752 Older Adult Services 29.03 2,022,113 Park Operations Administration 135.80 13,351,772 Permitting and Events 7.74 926,057 Technology Service - 57,638 Public Saftey - YPCE
Operations Park Safety Services 13.00 1,542,037 MYOP Fleet Acquisitions - 70,000 Miscellaneous
MYOP Commisson Stipends - 15,660 Youth
MYOP Youth Sports Field Permit Program - 200,000 Operations Access Leisure 10.03 645,311 Aquatics 88.30 5,534,312
Camp Sacramento 16.62 759,760 Community Centers 144.51 9,748,045 Community Recreation Services 4.30 260,406 Recreation Administration 9.00 1,609,497 Youth Employment 60.02 2,762,553 Youth Enrichment 13.60 573,421 Youth Expanded Learning 11.24 385,285 Grand Total 555.19 $ 43,235,253
FY2022/23 Proposed Budget
Over 3,000 volunteer hours are regularly provided by various groups, including Adopt-a-Park, park ambassadors, and countless cemetery volunteers each month. Volunteers supplement the department's routine park maintenance and beautification. Maintenance staff provides volunteers with supervision, tools, garbage removal services, and horticultural expertise.
The Park Maintenance Division responds to irrigation service requests ranging from routine preventative maintenance to emergency mainline leaks. The number of irrigation requests responded to by staff can range from over 50 calls a month during the summer to less than 10 calls per month during the winter. Due to the ongoing drought restrictions, the division expects an increase in wo rkload and demand for shorter response times to resolve leaks and/or water wasting issues.
Administration and Safety Division
The Park Safety Rangers provide security response to service requests received via 311 calls, routinely patrol areas of all parks, and when requested provide security support to City special events. In addition, the Pa rk Rangers frequently address issues regardi ng vagrancy, homeless camping, suspicious cr iminal activity, and emergency assistance wi thin city park areas. A full-time ranger c an handle 450 calls per year. As we add more staff, it will help distribute the workload.
Youth Division
Funded by Measure U, the Intramural Sports Program offers stud ents in grades 6-8 opportunities to engage in instructional sport s clinics and leagues involving a variety of team sports. Sports such as flag football, basketball, tennis, kickball, ultimate Fr isbee, volleyball, and dodge ball are provided at five community centers and four middle schools throughout Sacramento. Students have the opportunity to learn fundamental skills and strategies of each sport, develop teamwork, and improve physical fitness through we ekly instruction and practice.
** This program was suspended in compliance with state and county public health orders in response to the worldwide pandemic.
FY2022/23 Proposed Budget
Youth, Parks, & Community Enrichment
FY2021/22
Ame nde d
FY2022/23
Proposed Change
Accounting Technician 4.00 4.00 - Administrativ e Analyst 8.00 8.00 - Administrativ e Assistant 1.00 1.00 - Administrativ e Officer 4.00 4.00 - Administrative Technician 1.00 2.00 1.00 Aquatic Specialist 2.70 2.70 - Aquatics Recreation Coordinator 3.00 3.00 - Aquatics Recreation Supervisor 2.00 2.00 - Assistant Camp Caretaker 0.35 0.35
Assistant Camp Chef 1.03 1.03 - Assistant Camp Sacramento Supervisor 1.00 1.00 - Assistant Director 1.00 1.00 - Assistant Pool Manager 10.80 10.80 - Associate Landscape Architect 4.00 4.00 - Associate Planner 1.00 1.00
Building Monitor 13.35 13.35 -
Camp Aide 6.08 6.08 -
Camp Caretaker 0.50 0.50
Camp Chef 1.50 1.50 -
Camp Host 0.70 0.70
Camp Program Director 1.99 1.99
Camp Recreation Leader 2.47 2.47 - Camp Sacramento Superv isor 1.00 1.00 - Cashier (Aquatics) 6.40 6.40 - Community Center Attendant I 2.00 2.00 - Contract and Compliance Specialist 1.00 1.00 - Crew Leader (Landscape and Learning) 7.16 7.16 - Custodial Supervisor 1.00 1.00 - Custodian II 14.40 14.40 -
Customer Service Assistant 10.10 10.30 0.20 Customer Service Representative 9.00 9.00 - Customer Service Specialist 1.00 1.00 - Customer Service Supervisor 1.00 1.00 - Director of Parks and Recreation 1.00 1.00 - General Repair Worker 1.00 1.00 - Graduate Student Trainee 0.80 0.80 - Graphic Designer 1.00 1.00 -
Graphics Assistant 1.80 1.80 - Irrigation Technician 5.00 5.00 - Junior Plant Operator 2.00 2.00 - Landscape Technician I 1.00 1.00 - Lifeguard 21.00 21.00 -
FY2022/23 Proposed Budget
Youth, Parks, & Community Enrichment (continued)
FY2021/22
Ame nde d
FY2022/23
Proposed Change
Nurse (Adaptiv e Recreation) 0.10 0.10 - Park Equipment Operator 1.00 1.00 - Park Maintenance Manager 1.00 1.00 - Park Maintenance Superintendent 2.00 2.00 - Park Maintenance Worker 36.00 36.00 - Park Maintenance Worker I 23.00 23.00 - Park Maintenance Worker II 42.00 43.00 1.00 Park Maintenance Worker III 4.00 5.00 1.00 Park Plan Design and Development Manager 1.00 1.00 - Park Safety Ranger 9.00 9.00 - Park Safety Ranger Assistant 2.00 2.00 - Park Safety Ranger Superv isor 2.00 2.00 - Parks Superv isor 8.00 8.00 - Plant Operator 1.00 1.00 -
Pool Manager 6.05 6.05 -
Program Coordinator 48.95 47.95 (1.00) Program Coordinator (Adaptive Recreation) 3.00 3.00 - Program Coordinator (Older Adults) 7.70 6.40 (1.30) Program Dev eloper 19.00 19.00 -
Program Dev eloper (Older Adults) 2.00 2.00 - Program Leader 12.35 12.05 (0.30) Program Specialist 3.00 3.00 - Program Superv isor 16.00 16.00 - Program Superv isor (Older Adults) 1.00 2.00 1.00 Public Serv ice Aide 1.91 1.91 - Recreation Aide 163.08 159.77 (3.31) Recreation Aide (Older Adults) 7.99 7.05 (0.94) Recreation General Superv isor 6.00 5.00 (1.00) Recreation Leader (Adaptiv e Recreation) 5.93 5.93 - Recreation Manager 2.00 2.00 - Recreation Superintendent 4.00 5.00 1.00 Senior Accountant Auditor 1.00 1.00 - Senior Accounting Technician 4.00 4.00 - Senior Camp Aquatics Leader 0.38 (0.38)
Senior Landscape Architect 1.00 1.00 - Senior Lifeguard 24.65 24.65 -
Senior Planner 1.00 1.00 -
Senior Recreation Aide 23.19 24.13 0.94 Senior Recreation Aide (Older Adults) 5.64 5.64 - Staff Assistant 1.00 1.00 -
Student Trainee (Most Majors) 2.40 2.40 - Support Serv ices Manager 1.00 1.00 - Utility Worker 20.12 19.82 (0.30) Youth Aide 32.65 31.35 (1.30)
Total 720.22 716.53 (3.69)