City of Sacramento
City Council - 2PM Report
915 I Street Sacramento, CA 95814
www.cityofsacramento.org
File ID: 2023-00589 5/16/2023 Discussion Item 6.
Fiscal Year 2023/24 Proposed Budget for the Department of Youth, Parks, & Community Enrichment
File ID: 2023-00589
Location: Citywide
Recommendation: Review and consider for final adoption.
Contact: Jackie Beecham, Director, (916) 808-1041, [email protected], Shannon Brown, Assistant Director, (916) 808-6076, [email protected], Youth, Parks, & Community Enrichment
Presenter: Jackie Beecham, 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 and Community Enrichment Staffing
Additional Description/Analysis
Issue Detail: The FY23/24 Proposed Budget (Budget) for the Department of Youth, Parks, and Community Enrichment (Department) includes $63.6 million in funding and 741.41 full-time equivalent positions (FTE’s). This funding supports current 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 ongoing increased revenues and various cost -neutral adjustments summarized below to realign program and operational needs .
Proposed Changes
· Added 1.0 FTE Supervising Landscape Architect 1.0 FTE, 1.0 FTE Administrative Technician, and 1.0 FTE Junior Landscape Architect. Positions were cost neutral due to increased project offsets.
File ID: 2023-00589 5/16/2023 Discussion Item 6.
· Added 1.0 FTE Recreation Manager to provide leadership support for youth recreation and enrichment programming and more efficient operations. Funded through the deletion of vacant Recreation Superintendent, Utility Worker, and Recreation Aide. · Added Aquatics and Program Coordinators, Junior Plant Operator, Custodial, and Customer Service staff to offset the cost of additional positions that better accommodate recruitment and programmatic needs and the operations of aquatics facilities and community centers. Funded through deletion of lower-level FTE’s in hard to fill Aquatics and Recreation positions. · Increased revenues and expenditures in the 4
th R Program (Fund 6012) by $2.25 million to
reflect current operations post-pandemic.
· Increased department revenues in the General Fund (Fund 1001) by approximately $1.6 million to better align with budget actuals for the following programs: Aquatics, Community Recreation Services, Community Centers, Camp Sacramento, Old Adult Services, Permitting and Events, and Youth Enrichment.
· Increased funding in the operating and capital budget by $228,000 to address the ongoing maintenance and capital costs for landscaping associated with the construction of the new 64- acre Del Rio Trail.
· Reallocation of FY2023/24 fleet replacement budget assumptions for vehicle unit 9972, which is no longer needed, to fund the purchase of other fleet vehicles/equipment.
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) 15378(a).
Sustainability: Not Applicable.
Commission/Committee Action: The Budget was presented to the Parks and Community Enrichment Commission on May 4, 2023, and was forwarded to the City Council for Consideration.
File ID: 2023-00589 5/16/2023 Discussion Item 6.
Rationale for Recommendation: The actions recommended in this report address the funding necessary to implement the City’s financial plan for FY2023/24.
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.
FY2023/24 Proposed Budget
23 SECTION - 23
Youth, Parks, & Community
Enrichment
FY2023/24 Proposed Budget
FY2023/24 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, and Civic Engagement.
Administration
Responsible for department-wide support of fiscal
management, human resour ces, procurement,
grant writing and management, lease
management, and administrative operations that
include managing Gifts to Share (a nonprofit that
supports City events, projects and programs), 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,
FY2023/24 Proposed Budget
community livability, and a high quality of life for all 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 234 parks, parkways, bike trails, and open space areas
spanning over 4,360 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 234 parks with 4,360
acres of parks, parkways, open space, community
centers, aquatic facilities, and bike trails.
PROGRAMS/SERVICE HIGHLIGHTS
YPCE continued to offer professional de velopment opportunities, focusing on youth development, in priority areas such as: safely engaging young people, mental wellness supports and tools, and general technical training needed for new programming models.
YPCE offered a variety of Youth Workfo rce Development programs serving 874 young people ages 10 – 24, an increase of 13% with the return of Jr. Rec Aide (an interactive work readiness training pr ogram for ages 15-17), and Young Leaders of Tomorrow (a self-advocacy and leader ship program for ages 10-13). These programs empower young peopl e with opportunities to improve communication, problem solve, work as a team, and provides them with fundamental skills needed when seeking employment. Programs are offered city wide, year-round.
Expanded Learning Opportunity Program (ELOP) fundi ng from Robla School District (RSD) allowed for the expansion of the existing ASES/START elementary afterschool program. Not only will the number of students served be increased, but new grade levels such as Transitional Kindergarten and Kindergarten students will be able to benefit from the service. ELOP funding will allow new enrichment FY2023/24 Proposed Budget
opportunities, further coordination of the academic part of the program and added 12 part-time positions.
The Aquatics section opened all 12 neighbo rhood pools, four wading pools, and a brand-new regional aquatics center and community center for the summer of 2022 and safely operated them with zero critical incidents. Participation in aquatics programming increased with 96,752 rec swim visits (73% increase), 2,601 sets of swim lessons (24% increase), 7,134 water aerobics visits (31.5% increase), 385 swim team registrations (10% increase), and 4,873 lap swim visits (3% increase).
Over $30,000 was awarded in Swim Safe Scholarships that included free swim lessons, swim team scholarships, lifeguard scholarships and lifeguard certification reimbursements.
Older Adult Services provided respite for 80 family caregivers through the Tripe-R Adult Day Program with 4,680 units of service. Additionally, Triple-R staff provided resource and referral services to 496 peopl e. In November 2022, YPCE received a $350,00 grant from t he State of California for t he CalCOMPASS project, a 13- month pilot program to m eet the needs of diverse ol der adults and families in a community setting through the provision of dementia care services. Triple-R was selected as one of seven model licensed Adult Day Programs and Adult Day Health Care Centers, to address the health and wellbeing of older adults and their caregivers, prevent or delay institutionalization and advance health equity.
The Community Center team provided programming opportunities and access to safe space for over 6,500 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, which was a 62% increas e in participation. Drive-thru and in- person special events were hosted city wide and welcomed over 10,000 families, which was a 25% increase in participation. Centers have also increased program offerings for older adults across the city and opened an additional Meals on Wheels location with over 12,000 senior visits and 14,000 fitness room visits. The Reservations office issued over 500 youth and adult sports field permits and over 1,300 picnic reservation permits . Community Centers also waived over $197,000 in community center rental s through the Council Approved Fee Resolution.
Park Planning and Development invested ov er 4 million in completed projects across the city. Projects completed include Matsui Park – Access Project, Freeport irrigation, Temple Park, Cabrillo Irrigation, Airfield Park Phase II, Land Park Farm and Garden, Neilson Park improvements and Shore Park Picnic Area.
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 FY2023/24 Proposed Budget
Equity and Health within the park and recreation system. The projected completion date for the Parks Plan 2040 is 2023, follo wing the adoption of the City’s General Plan Update.
Community Centers mobilized staffing and resources to continue serving the community, providing critical community resources, programs, services and expanding front counter and operating hours to include Saturdays, exceeding pre- pandemic service levels. In addition to offering a variety of recreation programming, centers continue to prov ide emergency response support through activation of clean air, warming and cooling centers.
YPCE addressed deferred maintenance iss ues at several pools including the completion and initiation of resurfacing projects to support safe reopening and operations. Staff successfully opened a new regional aquatics’ facility and community center, providing programming, rentals, and special events to residents citywide and beyond
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 with a method to easily acce ss and share geographic information. The database allows coordination across all divi sions using the same data to support asset management and administrative functions.
To address disparities in service leve ls in Sacramento’s Park system in an equitable manner, YPCE developed a Geogr aphic Information System mapping tool to analyze park amenity data through an equity lens. This mapping tool helps staff better understand the overall distributi on of amenities in relation to under- resourced communities in Sacramento. The equity lens incorporates the following metrics: Community Ranking based on CalEnviroScreen 4.0, Child Density Ranking, and Quality of Se rvice using park maintenance data. YPCE also takes into account other factors including lit an d unlit sports fields , the quality of the sports field maintenance, and availability of restrooms and parking. Equity scores will help determine if a particular field has a high potential to serve an under- resourced community and ensure invest ments in field maintenance are made equitably.
OBJECTIVES FOR FY2023/24
Complete YPCE’s Parks Plan 2 040, including developing a Needs, Recommendations, and Cost Analysis, and Final Parks Plan for approval by Council, followed by the development of YPCE’s Strategic Plan for 2024-2028.
Utilize the Geographic Information System mapping tool and equity scores obtained to help prioritize field improvements such as field lighting, maintenance, and field reservation allocations to under resourced communities in Sacramento.
This would also be incorporated into the YPCE’s Park Project Programming Guide. Evaluate and update sports field use guidel ines and policies related to allocation process and on-going maintenance. This will include an updated sports field and FY2023/24 Proposed Budget
amenities inventory and re-evaluating the field allocation process through an equity lens.
Continue to address deferred maintenance projects citywide and recruit, hire and train staff to support all YPCE programs and operations. Develop and expand YPCE Vo lunteer Program for residents of all ages to support volunteer efforts in parks and programs, including the McKinley Rose Garden that the department resumed operations of in December 2022.
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.
BUDGET AND POSITION CHANGES*
Division Description Fund
Revenue/
Offset
Adjustme nt
Expenditure
Change
FTE
Change
Community
Enrichment
Delete various positions (2.45 FTE total) and add
three positions (1.0 FTE Aquatic Recreation
Coordinator, 1.0 FTE Program Coordinator and 1.0
FTE Jr. Plant Operator) to realign staffing to address
programming needs. Positions will be offset by the
deletion of position and the increases in revenues
made in the Division.
Measure U (105,218) 264,130 0.55
Community
Enrichment
Delete various positions (2.81 FTE total) and add
various positions (5.41 FTE total) as the department
has taken over the management of the Clunie
Community Center, Shepard Garden, former Tiny
Tots building and the Mckinley Rose Garden.
Additional staffing is needed to manage, program and
operate these facilities. Positions will be offset by the deletion of positions and the increases in revenues
made in the Division.
Measure U (150,873) 361,072 2.60
Community
Enrichment
Delete three positions (0.47 FTE Recreation Aide,
0.47 FTE Utility Worker and 1.0 FTE Recreation
Superintendent) and add a position (1.0 FTE
Recreation Manager) to provide additional leadership
support as operations have expanded at multiple
facilities and spaces. Positions will be offset by the
deletion of the positions.
Measure U (196,812) 188,230 (0.94)
Community
Enrichment*
Delete four positions (0.10 FTE Recreation Aide, two
0.15 FTE Recreation Aides and 0.40 FTE Senior
Recreation Aide) and add two positions (0.30 FTE
Recreation Aide and 0.47 FTE Building Monitor) to
realign staffing to meet the updated programming
needs of the Division. Positions will be offset by the
deletion of the positions.
Measure U (30,693) 33,364 (0.03) Community
Enrichment
Revenue adjustments to Aquatics, Community
Recreation Services, Community Centers, Camp
Sacramento, Older Adult Services and Permitting and
Event's budget after evaluation of the department's
history to better align with budget actuals.
Measure U (1,790,000) - - FY2023/24 Proposed Budget
BUDGET AND POSITION CHANGES* (continued)
Department Budget Summary
Division Description Fund
Revenue/
Offset
Adjustme nt
Expenditure
Change
FTE
Change
Park Maintenance
and Planning
Increase funding in the operating and capital budget to address the ongoing maintenance and capital costs
for landscaping associated with the construction of
the new 64-acre Del Rio Trail. Of the $228K, $128K is
operating and $100K in capital.
Measure U - 228,000 - Park Maintenance
and Planning
Delete a position (1.0 FTE Landscape Technician II)
and add three positions (1.0 FTE Administrative
Technician, 1.0 FTE Junior Landscape Assistant and
1.0 FTE Supervising Landscape Architect) to address
increased workload that are currently at an
unsustainable level and expand programming.
Positions will be offset by the deletion of the position and adjusting overhead charges to Capital
Improvement Program (CIP) projects.
Measure U (395,785) 393,941 2.00
Park Maintenance
and Planning
Reallocation of the FY2023/24 fleet replacement
budget assumptions for vehicle unit 9972, which is no
longer needed, to fund the purchase of other fleet
vehicles/equipment.
Measure U (158,647) 158,647 -
Youth Revenue adjustments to Youth Enrichment's budget
after evaluation of the department's history to better
align with budget actuals.
Measure U 198,193 - - Youth Revenue and expenditure adjustments to 4th R's
budget to reflect current operations post pandemic.
4th R (2,250,000) 2,250,000 -
Total Change $ (4,879,835) $ 3,877,384 4.18
* Position offset amounts will be finalized in the Approved Budget.
Change
Youth, Parks, and Community Enrichment FY2020/21 FY2021/22 FY2022/23 FY2022/23 FY2023/24 More/(Less) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended Employee Services $ 32,344,365 $ 36,974,487 $ 40,255,934 $ 40,325,162 $ 42,734,837 $ 2,409,675 Other Services and Supplies 12,065,967 18,324,379 18,232,023 18,118,545 20,689,746 2,571,201 City Property 216,258 1,145,133 301,802 276,570 276,490 (80) Multi-Year Operating Projects 1,200 - 1,081,132 308,949 2,140,285 1,831,336 City Debt Service 4,391 900,318 - - - -
Transfers 138,634 171,075 - - - -
Labor and Supply Offset (12,109,918) (2,336,595) (2,064,139) (2,064,139) (2,254,732) (190,593) O p e r a t i n g T r a n s f e r s ( 2 1 , 5 4 2 ) ( 2 1 , 6 0 2 )--- - Total $ 32,639,355 $ 55,157,195 $ 57,806,752 $ 56,965,087 $ 63,586,626 $ 6,621,539 FY2023/24 Proposed Budget
Department Budget Summary (continued)
Division Budget Summary
Staffing Levels
Change
FY2020/21 FY2021/22 FY2022/23 FY2022/23 FY2023/24 More/(Less) Funding Summary by Fund/Special District Actuals Actuals Approved Amended Proposed Proposed/Amended General Fund $ 24,113,082 $ 1,455,943 $ 1,557,590 $ 1, 587,590 $ 3,138,544 $ 1,550,954 4th R Program 521,670 5,852,218 3,082,118 3,082,118 5,365,214 2,283,096 Externally Funded Programs - - 19,000 19,000 - (19,000) Golf (11,206) (80,229) (106,878) (106,878) (115,942) (9,064) Laguna Creek Maint Dist 63,197 162,946 175,000 175,000 126,000 (49,000) Land Park 134,015 139,000 139,000 89,000 89,000 -
Landscaping and Lighting 4,000,000 4,100,000 4,200,000 4,200,000 4,300,000 100,000 Measure U - 37,553,290 43,230,356 42,408,691 45,648,624 3,239,933 N Natomas Lands CFD 3 1,487,667 1,578,785 1,745,000 1,745,000 1,815,000 70,000 Neighborhood Park Maint CFD 1,682,000 1,782,000 1,882,000 1,882,000 1,982,000 100,000 Neighborhood Water Quality Dist 16,564 28,651 30,000 30,000 30,000 - NW Land Park CFD 2013-02 24,578 85,663 164,800 164,800 164,800 - Park Development 183,769 1,637,548 441,860 441,860 441,860 - Parkebridge CFD 2014-07 - - 57,000 57,000 57,000 -
P a r k i n g 5 3---- -
Quimby Act 10,307 5,273 10,000 10,000 10,000 -
Railyards Maint CFD No 2014-04 - - 7,500 7,500 7,500 -
Sac Services CFD 2018-05 - 13,418 40,000 40,000 150,000 110,000 SacMaintCFD2014-04 Annex Areas - - 1,200 1,200 1,200 -
START 413,533 842,690 1,129,206 1,129,206 373,826 (755,380) Tow nship 9 CFD No. 2012-06 126 - 2,000 2,000 2,000 -
Total $ 32,639,355 $ 55,157,195 $ 57,806,752 $ 56,965,087 $ 63,586,626 $ 6,621,539 Change
Youth, Parks, and Community E nrichment F Y2020/21 F Y2021/22 F Y2022/23 F Y2022/23 F Y2023/24 More/(Less) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended Administration & Safety Division $ 2,272,431 $ 3,412,114 $ 3,389,339 $ 3,319,339 $ 3,352,005 $ 32,666 Community Enrichment Division 9,709,698 17,842,650 23,243,758 23,243,758 24,755,262 1,511,504 Park Maintenance & Planning Division 14,654,251 23,086,146 22,364,828 21,593,163 24,700,642 3,107,479 Youth Division 6,002,976 10,816,285 8,808,827 8,808,827 10,778,717 1,969,890 Total $ 32,639,355 $ 55,157,195 $ 57,806,752 $ 56,965,087 $ 63,586,626 $ 6,621,539 Change
Youth, Parks, and Community Enrichment FY2020/21 FY2021/22 FY2022/23 FY2022/23 FY2023/24 More/(Less) Budget Summary Actuals Actuals Approved Amended Proposed Proposed/Amended Administration & Safety Division 22.00 22.00 22.00 22.00 21.00 (1.00) Community Enrichment Division 315.89 313.92 309.53 309.53 321.10 11.57 Park Maintenance & Planning Division 149.80 148.80 150.80 150.80 152.80 2.00 Youth Division 236.85 235.50 234.20 254.90 246.51 (8.39) Total 724.54 720.22 716.53 737.23 741.41 4.18
FY2023/24 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 3,654 acres of parkways, developed turf, landscape, recreation structures, and park amenities citywide. Se rvices provided by this di vision include mowing, weeding, litter removal, playgroun d inspections, irrigation repair, and restroom cleaning.
The department has established minimum service levels to ensure safe and clean parks and facilities. To accomplish this, each fulltime 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
FY2023/24
Proposed
Community Investment
MYOP Fleet Acquisitions - 1,803,345
Operations Fiscal and Management Services 8.00 1,331,704 Golf Admin - 250,000
Historic City Cemetery 3.00 411,210
Older Adult Services 29.03 2,057,665
Park Operations Administration 135.80 14,221,611 Permitting and Events 7.74 848,203
Technology Service - 57,638
Public Saftey - YPCE
Operations Park Safety Services 13.00 1,640,229 Miscellaneous
MYOP Commisson Stipends - 25,450
Youth
MYOP Youth Sports Field Permit Program - 200,000 Operations Access Leisure 10.03 645,010 Aquatics 87.85 5,208,982
Camp Sacramento 16.62 566,198
Community Centers 144.70 9,220,316
Community Recreation Services 14.13 791,018 Recreation Administration 11.00 1,942,468
Youth Employment 65.23 3,251,919
Youth Enrichment - (20,247)
Youth Expanded Learning 31.94 1,165,905
Grand Total 578.07 $ 45,618,624
FY20 FY21 FY22 FY23 FY24
Key Measure Actuals Actuals Actuals Estimate Target
Park maintenance cost per acre $5,286 $5,736 $6,446 $6,736 $6,117 FY20 FY21 FY22 FY23 FY24
Key Measure Actuals Actuals Actuals E stimate Target
Number of developed park acres maintained per FTE 25.82 19.70 24.31 24.49 26.91 FY2023/24 Proposed Budget
Over 3000 volunteer hours are regularly provided by various groups, including A dopt-a-Park, park ambassadors, and countless cemetery volunteers each month. Volunteers supplement the department's routine park maintenance and beautification. Maintenance staff provides volunteer participants supervision, tools, garbage removal services, and horticultural expertise.
Park 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 Park Rangers frequently address issues related to and coordinate outreach for people experiencing homelessness, address issues of criminal activity, and provide emergency assistance within city park areas. A full-time ranger can handle 450 calls per year. As we add more staff, it will help distribute the workload.
FY20 FY21 FY22 FY23 FY24
Key Measure Actuals Actuals Actuals E stimate Target
Number of volunteer hours managed per developed
park 9.8 8.43 10.88 7.94 9.00
FY20 FY21 FY22 FY23 FY24
Key Measure Actuals Actuals Actuals E stimate Target
Number of safety calls responded to per Park Ranger 501 240 284 400 500 FY2023/24 Proposed Budget
FY2023/24 Proposed Budget
Youth, Parks, & Community Enrichment
FY2022/23
Amended
FY2023/24
Proposed Change
Accounting Technician 4.00 4.00 - Administrative Analyst 8.00 8.00 - Administrative Assistant 1.00 1.00 - Administrative Officer 4.00 4.00 - Administrative Technician 2.00 3.00 1.00 Aquatic Specialist 2.70 1.80 (0.90) Aquatics Recreation Coordinator 3.00 4.00 1.00 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 3.00 3.00 - Associate Planner 1.00 1.00
Building Monitor 13.35 14.76 1.41 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 Supervisor 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 15.80 1.40
Customer Service Assistant 10.30 10.30 - Customer Service Representative 9.00 10.00 1.00 Customer Service Specialist 1.00 1.00 - Customer Service Supervisor 1.00 1.00 - Director of Youth, Parks & Community Enrichment 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 Landscape Assistant 1.00 2.00 1.00 Junior Plant Operator 2.00 3.00 1.00 Landscape Technician I 1.00 - (1.00) Lifeguard 21.00 21.00 -
Nurse (Adaptive 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 43.00 43.00 - Park Maintenance Worker III 5.00 5.00 - Park Plan Design and Development Manager 1.00 1.00 - FY2023/24 Proposed Budget
Youth, Parks, & Community Enrichment (continued)
FY2021/22
Amended
FY2022/23
Proposed Change
Park Safety Ranger 9.00 9.00 - Park Safety Ranger Assistant 2.00 2.00 - Park Safety Ranger Supervisor 2.00 2.00 - Parks Supervisor 8.00 8.00 -
Plant Operator 1.00 1.00 -
Pool Manager 6.05 6.05 -
Program Coordinator 47.95 49.95 2.00 Program Coordinator (Adaptive Recreation) 3.00 3.00 - Program Coordinator (Older Adults) 6.40 6.40 - Program Developer 19.00 19.00 -
Program Developer (Older Adults) 2.00 2.00 - Program Leader 12.05 11.25 (0.80) Program Specialist 3.00 3.00 - Program Supervisor 16.00 16.00 -
Program Supervisor (Older Adults) 2.00 2.00 - Public Service Aide 1.91 1.91 - Recreation Aide 173.57 173.00 (0.57)
Recreation Aide (Older Adults) 7.05 7.05 - Recreation General Supervisor 5.00 5.00 - Recreation Leader (Adaptive Recreation) 5.93 5.93 - Recreation Manager 2.00 3.00 1.00 Recreation Superintendent 5.00 4.00 (1.00) Senior Accountant Auditor 1.00 1.00 - Senior Accounting Technician 4.00 4.00 - Senior Landscape Architect 1.00 1.00 - Senior Lifeguard 24.65 23.60 (1.05) Senior Planner 1.00 1.00 -
Senior Recreation Aide 31.03 31.10 0.07 Senior Recreation Aide (Older Adults) 5.64 5.64 - Staff Assistant 1.00 1.00 -
Student Trainee (Most Majors) 2.40 2.40 - Supervising Landscape Architect - 1.00 1.00 Support Services Manager 1.00 1.00 - Utility Worker 19.82 17.44 (2.38) Youth Aide 31.35 31.35 -
Total 737.23 741.41 4.18