15 - human services and recreation - california · 2017. 6. 13. · city of pasadena human services...

HUMAN SERVICES AND RECREATION

The Sky is the Limit

RECREATION INCLUSIONBy Kent Pulver

C I T Y O F P A S A D E N AH U M A N S E R V I C E S A N D R E C R E A T I O N

Section 15 – Page 1

MISSION STATEMENT

To preserve and improve the physical, social, and economic health

of Pasadena neighborhoods by delivering inclusive, innovative and

progressive recreational and human service programs; the Human

Services & Recreation Department is committed to providing the

City of Pasadena with a wonderful place to live, work and play

which contributes to a connected, healthier, vibrant and diverse

community.

PROGRAM DESCRIPTION

The Department serves as a catalyst, facilitator, collaborator, and

direct provider of services at various locations throughout

Pasadena. The Department performs the following services in

partnership with other organizations at its recreation and

community centers:

• Delivers direct human/community services and educational

activities at Community Centers (Villa-Parke Center and Jackie

Robinson Center, Teen Education Center) that include

consumer action programs, life skill development classes,

immigration services, and resource and referral;

• Delivers direct recreational and children, youth and adult

development activities at Villa-Parke, Victory Park, Robinson

Park, Teen Education Center, and various park and school-

based sites that include contract classes such as tennis, soccer,

nutrition classes, gardening and dance as well as camps and

learn to swim programs;

• Provides adaptive recreation services for individuals with

physical and developmental disabilities with recreational

opportunities ranging from arts to special events;

• Coordinates and implements small and large scale, citywide

celebrations and cultural events such as the Mayor’s Tree

Lighting Ceremony, Latino Heritage and Jamaica Parade,

Family Fun Day and the Black History Celebration, along with

permitting community-wide events;

• Provides a range of neighborhood-building information, linkage

and support services through the Neighborhood Connections

Office;

• Offers services to senior citizens including nutrition programs,

day camps, adult education, recreational opportunities and

social services;

• Coordinates and schedules the use of public facilities including

athletic fields located in (24) City parks, La Casita Del Arroyo

and (5) Recreation/Community/Park Centers;

• Directly coordinates a range of athletic and fitness opportunities

from soccer, boxing, yoga, Zumba to tournaments and leagues;

• Provides summer youth employment to eligible Pasadena

residents hired through the Summer ROSE Program;

• Provides staff support to six (6) City Commissions (Human

Services, Senior, Human Relations, Status of Women,

Accessibility & Disability, and Recreation and Parks) and the

Youth Council;

• Engages in marketing and communicating services and

progress via several modes such as newsletters, recreation

guides, websites, social media and Neighborhood Connections;

• Serves as the City’s liaison to organizations such as the

Pasadena Unified School District, the Rose Bowl Aquatic

Center, the Flintridge Center, Pasadena Parks and Recreation

Foundation and the Pasadena Senior Center; and

• Provides staff support to initiatives such as Collaborate

PASadena, Youth Master Plan, Policy on Children, Youth and

Family, and Senior Master Plan.

DEPARTMENTAL RELATIONSHIP TO CITY COUNCIL GOALS

Support and Promote the Quality of Life and the Local Economy:

The Department supports the goal of improving quality of life by

providing a range of programs, events and services for all ages and

abilities. The City’s events promote social interaction while

celebrating the rich cultural heritage of the City. Similarly, the

recreational services promote better health by encouraging

physical activity, social interaction and human development

experiences. Safety net services are available to address a range

of needs and are designed to empower individuals, families and

senior citizens to reach their full potential. Social and human



services are coordinated with other City Departments and

complement the existing services landscape. The Department

strives to provide opportunities for active group recreation with

opportunities for self-directed individual use of the parks and other

amenities. Through the Neighborhood Connections Office, the City

seeks to foster better communication between residents and City

Government. The Office recently launched the Map My

Neighborhood online tool to help connect residents with important

community resources such as locations and hours for City

Computer Labs and Wifi, trash schedules to quickly searching for

amenities in City Parks.

Maintain Fiscal Responsibility and Stability

Ongoing use of advanced technology to enroll customers in

recreation programs, reserve recreation facilities, secure a park

permit and record financial transactions for such activities

continues to be a priority. In 2012, the City adopted a cost recovery

model for core and valued added services. Originally the

Department recovered 10 percent of costs and has since moved to

19 percent as of June 2015. Developing a system used across the

Department to consistently track performance measures is a major

effort. Identifying critical policies and procedures to update such as

the athletic field and facility rental program to improve

communication and the overall customer experience internally and

externally is a top priority for the Department. A greater focus on

working collaboratively with other City Departments and community

organizations is paramount to ensure programs and services are

aligned, service duplication is avoided and activities lead to the

desired outcomes to improve quality of life.

Promote Health and Well-Being

The City of Pasadena is a Healthy Eating Active Living and Let’s

Move City that strives to be a leader in advancing community

health and wellness. The Department plays a central role in

offering quality sports, fitness and nutrition programs for all ages

and abilities to further this goal. These programs are multi-faceted

and are designed to positively engage youth, families and senior

citizens to impact obesity and sedentary lifestyles. Human

Services and Recreation Department has achieved greater

community awareness around parks and recreation operating as a

core service to prevent health related disparities such as chronic

disease and depression. From the development of a community

garden to continuing to expand upon Parks after Dark, Human

Services and Recreation is proactive in shaping the health

outcomes of residents.

Ensure Public Safety

The Department supports this goal through services and activities

that increase the positive use of parks and community facilities,

strengthen families and neighborhoods, promote a positive sense

of identity, prevent delinquency, and assist neighborhoods in

identifying and solving neighborhood problems using tools such as

Safe Streets Now. In 2012, at three recreation centers, the

Department launched Parks after Dark which extends hours of

service on weekends in partnership with Los Angeles County Parks

and Recreation. This model has led to the expansion of services

year-round at the Teen Education Center, Villa-Parke and

Robinson Park Recreation Centers.

FISCAL YEAR 2015 ACCOMPLISHMENTS

The Department accomplished the following during Fiscal Year

2015:

• Expanded hours at Robinson Park, Villa-Parke and the Teen

Education Center which resulted in an additional 256 service

hours in 2014;

• Offered 1,451 recreation classes to 14,932 participant/visitors at

our five recreation or community centers;

• 896 elementary school children participated regularly in safe,

supervised play and homework time at 12 after school sites

citywide;

• Continued promoting the Parks Make Life Better branding

campaign which builds awareness about the health, community

and social benefits of our parks and recreation services by using

social media to engage people of all ages;

• Assisted in launching the ADA 25 (Americans with Disabilities

Act) Celebration;

• Served more than 2,000 children and adults with disabilities

through dance, arts and crafts, drama, music, sports, field trips

and picnics; through cooperative agreements with other local



service providers, supported expanded opportunities for

horseback riding, special events and more;

• Provided swim lessons and open swim hours for children, youth

and adults on summer days, with more than 26,000 visits at five

pool locations citywide: Blair and Pasadena High Schools,

Coral, Robinson Park and Villa-Parke;

• Special events ranged from Veteran’s Day to safe, supervised

holiday events for children and families, to various workshops

on key local issues such as Fraud Prevention for Seniors;

• Neighborhood Connections continued to support developing

neighborhood organizations and neighborhood leadership

opportunities, launched the Map My Neighborhood online

resource directory as well as provided information and technical

assistance in response to requests related to public nuisance

properties through Safe Streets Now;

• Awarded grant by the National League of Cities to partner with

Department of Public Health and Pasadena Unified School

District to improve coordination of summer meal program;

• Summer Day Camp Program had 3,273 participant/visitors

through 10 day camps sites. Different sites offered various

activities such as sports, arts and crafts, STEAM curriculum

(Science, Technology, Engineering, Arts and Mathematics).

Summer 2014, the Department launched two new camps, a

specialty outdoor educational camp in the Arroyo Seco and

Robinson Park Urban Adventure Camp;

• Provided a senior day camp for campers 55 and older which

included social, mental and physical activities such as aqua

aerobics;

• Provided paid summer jobs to 201 youth through the Summer

ROSE program, and continued Careers to Conservation in

partnership with Los Angeles County Department of Parks and

Recreation;

• The community outreach services supported local high-risk

youth and young adults in community violence prevention and

intervention. Additional neighborhood activities included Family

Fun Day, block parties, and neighborhood picnics. The Jackie

Robinson and Villa-Parke Centers provided services to promote

and improve self-sufficiency and well-being to an average of

1,500 persons per day, including: consumer education, adult

education, conflict resolution, welfare advocacy, family violence

counseling sessions, immigration assistance, senior citizen

programs, parenting classes, a health fair, recreation, literacy,

arts, music, dance and cultural programs;

• The La Pintoresca Teen Education Center averages 40 to 50

teens per day and continues to serve as a destination to

encourage teens to interact with their peers in a fun, safe and

inviting environment. The program has reached capacity with

its current space and provides seasonal camp program with

expanded hours;

• Offered the Parks after Dark Program at Robinson Park, Teen

Education Center and Villa-Parke on summer nights

(Thursdays, Fridays and Saturdays) that included concerts,

sports tournaments and additional open swim hours and

activities at no cost to residents. The program served more

than 6,500 participants during the summer;

• Issued 1,180 park permits and facility rentals for uses that range

from picnics, concerts, weddings to family reunions;

• Allocated athletic fields to over 50 youth groups and 10 adult

groups;

• Continued implementing a comprehensive citywide marketing

strategy that ensures outreach to all Pasadena residents to

increase participation in recreation and human service

programs and provide community awareness of the various

activities and services provided by the Department; and

• Continued implementing the Passport to Fun Youth Scholarship

Program to ensure all low-income Pasadena youth have access

to a multitude of City recreational opportunities.

FISCAL YEAR 2016 ADOPTED BUDGET

Operating Budget

The FY 2016 Adopted Budget of $9,971,957 is $349,839 or 3.6

percent higher than the FY 2015 Revised Budget.



Personnel

A total of 97.7 FTEs are included in the FY 2016 Adopted Budget.

Within the Recreation Division, there are 74.4 FTEs. The

Community & Human Services Division comprises 12.8 FTEs and

the Administration Division has a total of 10.5 FTEs.

YEAR-OVER-YEAR BUDGET CHANGES

General Fund

The year-over-year change is the result of a $334,653 increase in

Personnel costs. Services and Supplies increased $45,217 and

the Department’s Internal Service budget increased $67,672 as a

result of costs in Building Maintenance and Information Technology

internal service charges. Operations Transfer to Building

Maintenance Fund decreased $97,704

Other Issues

The Department continues to strive for a higher level of efficiency

by:

• Utilizing the recreation program pricing policy adopted by the

City Council in March 2012 which was intended to improve the

Department’s cost recovery rate for programs and activities in

2015 to 20 percent; certain recreation program fees are

scheduled to increase modestly over the next three years; and

• Continuously improve the Department and become a best

practice agency. In order to improve the quality of programs

and overall customer service to Pasadena residents, the

Department is focusing on staff training and professional

development. The Department continues to focus on aligning

the mission, vision and values with staff training and customer

service. Human Services and Recreation staff will continue to

participate in organizational development workshops and team

building activities and encourage active participation from all

levels of staff. Providing a strong focus on new employee

training is a new area being emphasized along with achieving

projects, and policy and procedure updates in cross-

departmental work teams.

FUTURE OUTLOOK

The focus of the Department will be building the capacity of staff,

defining business practices, improving accountability, building on

using data to manage decisions, continuing to grow partnerships

across sectors to better align services, and increasing services for

seniors and high-risk youth. Major areas of impact over the coming

year include: a) increased demand for human and community

services coupled with decreased ability to pay for those services; b)

an overall shrinking of “safety net“ services as many local non-profit

and public service organizations experience funding reductions; c)

meeting the growing needs of older adults, specifically those living

in poverty; d) increased demand for safe, supervised activities for

children and youth during non-school hours, at affordable rates and

in accessible locations; and e) identifying and implementing

effective prevention and intervention services to combat community

violence, particularly among youth and young adults.

The City and Pasadena Unified School District continue to work

intentionally to align services to reduce the achievement gap, avoid

duplication of services, and build the capacity of partners to provide

needed services to achieve results. The Department will promote

cross-sector partnerships that focus on working collaboratively to

address root causes of long standing issues.

To increase services like Parks after Dark, an investment in non-

core services is needed to better distribute General Fund dollars.

This will be achieved by working more closely across other City

Departments and the Pasadena Unified School District to ensure

services are achieving the desired population level results.

As a whole, the Department will continue to strengthen its business

model and focus on cost recovery and partnerships to ensure

resources can be deployed to improve the breadth and delivery of

core services to residents most in need. Improving the cost

recovery structure will allow for more weeks of summer camp and

hours for teen programs by allowing the redistribution of General

Fund dollars.

The general trend in reductions of aid and benefit programs

continues to create a significant increase in the demand for job

training and jobs, particularly for youth and hard-to-employ

individuals, affordable childcare and safe havens and safety net



services for teens, support services for disabled and frail elderly

legal immigrants, affordable housing, food, shelter and

transportation. Replication of successful models from other

jurisdictions will be critical to the future quality of life in Pasadena,

particularly in the areas of youth employment, human services, and

neighborhoods. Providing positive alternatives to gang

involvement and violence among youth and young adults remains a

high priority and will be accomplished by working strategically with

other City Departments, the Pasadena Unified School District, the

business community and other community stakeholder groups.

Equally important is continuing to build the organizational capacity

to provide services for older adults at Villa-Parke and Jackie

Robinson Community Centers. The Department is working more

with Pasadena City College to introduce a more robust array of

adult education programs in the City’s Community Centers to

improve the quality of life of adults to achieve self-sufficiency and to

promote lifelong learning.

Citywide Recreation continues to explore and pursue opportunities

for partnerships and funding to support expanded recreation and

leisure activities. The demand to participate in summer camps and

the teen programs continues to grow, however, both programs are

nearing capacity. Additional enrichment opportunities for children

and youth remain a primary focus for expansion. Central to the

expansion of programs and services are capital improvements at

parks and community/recreation centers. The ongoing goal to

enhance public recreation facilities that can sustain increased

demand for programs and services has seen the addition of

synthetic turf sports fields at Robinson Park and Villa-Parke,

enhanced programming at the La Pintoresca Teen Education

Center, and is being further explored with a proposed renovation of

Robinson Park Center. The Passport To Fun Youth Scholarship

Program also expands citywide recreational opportunities to all low-

income families in Pasadena.

There will also be a comprehensive study of sports field allocation

to ensure fairness and equity regarding current policies and

sustainability of park areas that are heavily utilized by the

community. The Department is also undertaking a gender equity

review which will ensure girls have equal access to high quality

playing spaces.



SUMMARY OF APPROPRIATIONS BY EXPENDITURE CATEGORY ($000)

Expenditure CategoryFY2014Actuals

FY2015Adopted

FY2015Revised

FY2016Adopted

Personnel $6,228 $6,148 $6,191 $6,511

Services and Supplies 1,269 1,375 1,477 1,537

Internal Service Charges 1,600 1,716 1,716 1,784

Operating Transfers - Out 238 238 238 140

Human Services and Recreation Total $9,334 $9,477 $9,622 $9,972

SUMMARY OF APPROPRIATIONS BY DIVISION ($000)

DivisionFY2014Actuals

FY2015Adopted

FY2015Revised

FY2016Adopted

Business Administration $2,050 $2,124 $2,174 $2,026

Human Services/Community 3,371 3,512 3,532 3,804

Recreation 3,914 3,840 3,915 4,142


SUMMARY OF APPROPRIATIONS BY FUND ($000)

FundFY2014Actuals

FY2015Adopted

FY2015Revised

FY2016Adopted

101 - General Fund $9,333 $9,477 $9,622 $9,972

105 - General Fund Projects Fund 1 0 0 0

106 - New Years Day Genl Fund Events 0 0 0 0


SUMMARY OF FTES BY DIVISION

DivisionFY2014Actuals

FY2015Adopted

FY2015Revised

FY2016Adopted

Business Administration 8.33 9.33 9.33 8.33

Human Services/Community 27.85 28.64 28.64 29.96

Recreation 56.09 56.24 56.24 58.41

Human Services and Recreation Total 92.27 94.21 94.21 96.70



PERFORMANCE MEASURES FY 2014Actual

FY 2015Target

FY 2015Mid-Yr Actual

FY 2016Target

Recreation Division

Council Goal: To support and promote the quality of life and the local economy; and ensure public safety

Objective: To provide a number and quality of safe, accessible, and affordable programs offered for Pasadena children, youth, teenagers, adults and seniors at citywide parks, community centers and public schools.

1. Rate of recreation programs and classes offered vs. rate of recreation programs and classes cancelled.

95% 90% 95%

2. Number of daily user interfaces at all recreation centers. (Villa-Parke: 17,000 per month; Victory Park: 12,000 per month; Robinson Park 22,000 per month; Neighborhood Connection: 400 per month)

250,000 194,970 250,000

3. Number of program registrations for all recreation programs 22,500 11,707 22,500

4. Number of drop-In visitations at all recreation centers 20,000 70,920 20,000

5. Number of complaints filed for recreation programs (1 complaint for every 1,000 participants)

1:1,000 * 1:1,000

6. Number of complaints filed for facility usage (1 complaint for every 1,000 participants)

1:1,000 * 1:1,000

7. 90% of participants surveyed rate recreation services as above average

90% 93% 90%

8. 90% of participants surveyed rate City recreation facilities used as above average

90% 90% 90%

9. Recreation center facilities are utilized at least 60% of the time each week

60% 35% 60%

10. Sponsorship collected each quarter totals at least $12,000 annually

N/A N/A $12,000

11. Number of interfaces in Parks After Dark N/A 6,500 7,000

12. Number of participants in HS&R Special Events N/A N/A 35,000

Notes: (1) The Department is working on a consistent tracking system to capture this data point.(2) Performance Measure 10 is new for FY16.

Neighborhood & Community Centers Division

Council Goal: To support and promote the quality of life and the local economy; and ensure public safety

Objective: To assist Pasadena youth with securing summer training and paid employment opportunities.

1. Number of youth trained and employed by Summer ROSE Program.

190 201 220

2. Rate of Summer ROSE workers continuing education and/or employment after summer work experience.

90% 95% 90%

3. Rate of participants who completed at least 150 scheduled hours (earned at a minimum a total of $1,200).

90% 95% 90%

Comm & HS Division

Council Goal: To support and promote the quality of life and the local economy; and ensure public safety.



Objective: To provide safe, accessible, and affordable programs to Pasadena children, youth, teenagers, adults and seniors at citywide parks, community centers and public schools.

1. Rate of human service programs and classes offered vs. rate of human service programs and classes cancelled.

95% 90% 95%

2. Number of daily user interfaces at all community centers. (Villa-Parke: 5,600 per month; Jackie Robinson Center: 3,500 per month)

250,000 71,833 140,000

3. Number of program registrations for all human service program

10,000 1,767 10,000

4. Number of drop-In visitations at all community center 20,000 19,455 20,000

5. Number of complaints filed for human service programs (1 complaint for every 1,000 participants

1:1,000 * 1:1,000

6. Number of complaints filed for facility usage (1 complaint for every 1,000 participants)

1:1,000 * 1:1,000

7. Percent of participants surveyed rate human services as above average

90% * 90%

8. Percent of participants surveyed rate City community facilities used as above average

90% * 90%

9. Community center facilities are utilized at least 60% of the time each week

60% 35% 60%

10. Number of senior participants in recreational classes N/A N/A 10,000

11. Number of seniors participating in lunch program N/A N/A 7,500

12. Number of youth members at Teen Education Center N/A N/A 320

Notes: (1) *The Department is working on a consistent tracking system to capture this data point.(2) Performance Measures 10, 11 and 12 are new for FY16.

Council Goal: To maintain fiscal responsibility and stability

Objective: To continue to ensure responsible stewardship of resources.

1. Department cost recovery for recreation services is at least 20% annually.

20% 19% 20%

2. Conduct monthly quality assurance audit to monitor budget compliance and other business systems.

N/A N/A 12

Notes: (1) Performance Measure 2 is new for FY16.(2) Department was short staffed and does not have FY14 Actuals.

PERFORMANCE MEASURES FY 2014Actual

FY 2015Target

FY 2015Mid-Yr Actual

FY 2016Target

15 - human services and recreation - california · 2017. 6. 13. · city of pasadena human services...

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