1. Rebuilding San Francisco’s Public Recreation Recreation and Parks Commission February 18, 2010 A COMMUNITY/ LABOR / MANAGEMENT COLLABORATION

2. Context 5 years of significant budget cuts Alternative critical for the preservation of public recreation Public recreation ethos and values Partnered to Identify a Viable Alternative Front-line staff feedback Labor / Management collaboration Strategic Plan and Recreation Assessment Agreement on Top Priorities Communication and transparency Equal contribution in the decision-making process at every step Immediate and long-term resolution Making $250,000 commitment to support recreation scholarship program Rebuilding Public Recreation Process

3. Foundation Community governance structure Facility Management 25 large recreation complexes, 9 aquatic centers, and 42 club houses Programs Building Blocks Four recreational competencies builds on past success Citywide service delivery Flexible – expand and retract Structure Reorganization to better align with best practices and the profession Distinction between program planning and direct delivery of services Service providers are no longer bound by geographic boundaries Aligns staff talents and passion Moving away from a general practitioner approach Rebuilding Public Recreation Model A COMMUNITY / LABOR / MANAGEMENT COLLABORATION

4. Cultural Arts Community Advisory Groups Facilities Programs Community Services Community Advisory Groups Facilities Programs Leisure Services Community Advisory Groups Facilities Programs Sports & Athletics Community Advisory Groups Facilities Programs Program Menu Alternative Rec. Adult Rec. Aquatics Golf Outdoor Rec. Camps Waterfront Sports Program Menu Tiny Tots Afterschool Teen Centers Teen Programs yd Project Insight Senior Services Program Menu Nature/Eco Performing Arts Natural Science Visual Arts Program Menu Adult Sports Youth Sports Girls Sports Offerings Baseball Basketball Flag Football Soccer Softball Tennis Volleyball A COMMUNITY / LABOR / MANAGEMENT COLLABORATION Rebuilding Public Recreation Model

5. Aquatics Model Meet aquatic industry standards of care for pool staffing 2 Certified lifeguards on duty May distinguish between swimming instructors and lifeguards Public Access to Aquatic Centers Community day Expanding learn to swim opportunities NEW program offerings: private and semiprivate lessons Increasing emphasis on pre-school aquatics Redefining Partnerships Implement MOUs with a fee structure for all regular user groups A COMMUNITY / LABOR / MANAGEMENT COLLABORATION Rebuilding Public Recreation Model

6. Permits and Reservations Model Professional focus on customer service and facility booking Realize improved revenue generation Reorganization is budget neutral while increasing efficiencies Personnel Impacts Promotional opportunities for all in new classifications Integrates existing accounting/administrative and customer service classifications Better aligns work with appropriate classifications Revenue Impacts Application of fee schedule in a consistent matter Marketing expertise and customer sales support to enhance revenue opportunities A COMMUNITY / LABOR / MANAGEMENT COLLABORATION Rebuilding Public Recreation Model

7. Benefits Community RPD commitment to children and seniors AND access to all $250,000 commitment to support the recreation scholarship program Best positions RPD to grow and strengthen public recreation as the economy improves Potentially increases direct program delivery by 20,000 to 30,000 hours a year Organizational Benefits Promotional Opportunities for all staff Minimizes impacts of layoffs by creating new classifications and increased programming opportunities Best aligns staff based on talents and passion Budget Impacts 2m in savings Captures revenue to reinvest in recreation A COMMUNITY / LABOR / MANAGEMENT COLLABORATION Rebuilding Public Recreation Model

8. Partner with our community Operate large recreational complexes Provide citywide programs and activities Enhance hours and services at clubhouses through partnerships and cost-recovering programming Current 3287s and 3284s can compete for new positions with enhanced and restructured responsibilities: – 103289 Recreation Supervisor positions – 483286 Facility/Program Coordinators – 50-60 32xx Recreation Leaders I-IV (full-time/part-time/as needed) A COMMUNITY / LABOR / MANAGEMENT COLLABORATION Rebuilding Public Recreation Implementation

9. Recreation supervisors selected through a civil service exam process completed by April 30 Facility/Program coordinators selected through a civil service exam by May 28 Recreation leaders selected based on skill, experience and passion to deliver services in citywide competencies such as art, coaching, youth development, etc. Selection process will allow staff to demonstrate talent and abilities and will afford promotional opportunities for all recreation directors August 16, 2010Proposed new model in place by August 16, 2010 A COMMUNITY / LABOR / MANAGEMENT COLLABORATION Rebuilding Public Recreation Implementation

10. Unprecedented community / labor / management partnership A COMMUNITY / LABOR / MANAGEMENT COLLABORATION Rebuilding Public Recreation Testimonials SEIU Representatives Linda Barnard Ron Chism Don Franklin Sean McGrew Karla Rosales Gregg Scott Lucas Tobin