Recreation and Park

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Recreation and Park

• Board of Supervisors
• Finance Committee Meeting
• April 7, 2005

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Mission Statement

• The Recreation and Park Department fosters the
  well being of the citys diverse community by
  maintaining beautiful parks, preserving the
  environment and providing enriching recreational
  opportunities.

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04 05 Positions by Program
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Department Overview

• Department facilities include
• over 360 parks, playgrounds and open spaces
  including Golden Gate Park, Camp Mather, the
  Marina Yacht Harbor and Monster Park
• 4,300 acres of parkland system-wide
• 87 recreation facilities including
• 27 recreation centers
• 50 clubhouses
• 10 fieldhouses
• 118 fields
• 236 courts
• 9 swimming pools
• 6 golf courses

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Five Year Budget History
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Budgeted and Funded FTEOver Five Years
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04 05 Revenue Overview
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04 05 Expenditure Overview
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04 05 Mid-year Budget Reductions

• 2.5 million in mid-year reductions
• 520,000 in recreation reductions
• Deleted 20.75 FTE from budget 31 recreation
  director layoffs
• Closed recreation centers one day a week,
  protecting Tiny Tots and Latchkey programs to
  greatest extent possible
• Note department temporarily rehired 8.0
  recreation directors in February pending early
  retirement offers
• 2,000,000 in deferred debt service

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04 05 Policy Priorities

• In an environment of reduced general fund
  resources, attempt to preserve direct services,
  particularly recreation and gardening
• Maintain or expand recreation services in low
  income neighborhoods
• expanded hours at King Pool
• hosted Easter egg hunt at Monster Park for
  neighborhood kids
• striving to use Monster Park to enhance revenue
  generally and increase neighborhood use of
  facility
• Implement enhanced technology to improve
  department operations and efficiency
• began using TMA to manage internal work orders

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Recreation Assessment

• Department completed recreation assessment in
  August 2004 to evaluate recreation needs of San
  Franciscans and provide a road map to improve
  selection and delivery of recreation services
• Assessment made five key recommendations
• 1.) Develop consistent core programs and facility
  standards
• 2.) Use demographic data and marketing and
  promotion to inform users about available
  services
• 3.) Upgrade and maintain all recreation
  facilities over a ten year period
• 4.) Update and create new partnership agreements
• 5.) Develop an outcome based management culture
  that focuses on accountability and values
  proactivity in staff
• Department is currently reviewing recreation
  programming to determine core programs and
  establish standards

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Performance Measures

• Department currently working with Controllers
  Office to improve performance measures, making
  them more targeted and specific
• Once finalized and assigned targets, new measures
  will replace performance measures in Mayors
  Budget Book and will also be used for SFStat
• For current Budget Book measures, please refer to
  handout

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Performance Measures

• Department measures progress toward four major
  goals
• Excellent Parks
• Number of trees planted and pruned
• Number of work orders closed in three categories
• emergencies
• health and safety
• maintenance
• Comprehensive Recreational Programming
• Attendance at registered recreation programs
• Excellent Service
• Number of employees, current and new, who undergo
  customer service training
• Maximize Resources
• Number of park volunteer hours
• Number of recreation volunteer hours

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Department Programs

• See handout.

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Mandates

• Proposition C, passed by voters in 2000, governs
  the Open Space Fund
• Requires department to fund after-school,
  recreation, urban forestry, community gardens,
  volunteer and natural areas programs in Open
  Space Fund at baseline level set in 1999 - 2000
• Requires a 3 contingency reserve in Open Space
• Requires a 5 set aside in Open Space for
  acquisitions

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Organizational Charts

• See handout.

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05 06 Policy Priorities

• In an environment of reduced general fund
  resources, attempt to preserve direct services,
  particularly recreation and gardening
• No layoffs
• Create systems and management practices within
  department to meet Prop. C park maintenance
  standards
• Building upon the recreation assessment, identify
  core recreation services and establish
  performance goals and measures for those services

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05 06 Budget SummaryRevenue Changes

• Revenue Enhancements 1.5 million
• Increased fees 500,000
• Athletic Field Fees
• Aquatics Fees
• Camp Mather Fees
• Other measures 1.0 million
• Parking garage fee increase
• Use of one time gift

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05 06 Budget SummaryExpenditure Changes

• Expenditure Reductions 2.8 million
• Adjustments to salary budget
• 1.8 million increase to attrition
• 100,000 in voluntary unpaid leave
• Overhead reductions 600,000
• Use of alternative funding sources 300,000

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05 06 Budget Balancing Guidelines

• Prioritize core programs supporting the
  departments mission
• Maximize revenue generating opportunities
• Continue department improvement initiatives and
  efforts
• Maintain preventative maintenance levels,
  particularly on new facilities

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05 06 Budget Balancing Guidelines (continued)

• Strive for geographic and economic equity in
  reductions
• Maintain funding that leverages external
  financial and volunteer resources
• Prioritize health and safety for public and staff

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05 06 Budget Balancing Guidelines (continued)

• Pursue public/private and public/non-profit
  partnerships
• CRITERIA
• Focus on partnerships with expertise outside of
  the department
• Enhance customer opportunities, experience, and
  service

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Thank You