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Parks director says staffing mix, seasonal hires and lifeguard pipeline constrain services
Summary
Metro Parks officials told the working group that the department’s budget is heavily personnel‑focused and that seasonal staffing—lifeguards, recreation leaders and other short‑term hires—drives operational constraints for pools and community programs.
Lee Horton Odom, director of Metro Parks and Recreation, briefed the working group on staffing patterns that constrain park operations and seasonal programs.
Odom said roughly 70–77% of Parks’ fiscal 2025 budget is personnel costs. After mandatory expenses and utilities, Parks estimated it has roughly $6.7 million left for other operating costs across more than 170 parks, four nature centers, seven golf courses, Wave Country and multiple community centers. Odom told the committee that this lean non‑personnel budget leaves little cushion for maintenance or expanded hours and that seasonal staff shortages directly force reduced program hours or closures.
The department described several workforce strategies: modest pay increases for certain maintenance classifications, a lifeguard academy that gives trainees stipends and certification, partnerships with local schools and a summer youth employment program (P.O.W.E.R. youth). Odom said Parks is requesting pay improvements for seasonal and part‑time roles in the current budget submission to improve recruitment and retention.
Directors also discussed revenue treatment: Parks returns user fees (golf, marina, larger venue revenue) to the general fund under current budget and accounting rules; those revenues do not automatically appear as flexible operating dollars in Parks’ departmental operating line. Odom also told the committee Parks is conducting building condition assessments and will include findings in the Parks and Recreation Master Plan update.
