Department of Parks and Recreation
Section 35 · Pages 228–236 · 7 tables · includes narrative
Key changes
- Budget decreases 16.2% ($1.4M), led by $2.0M less in Miscellaneous
- Adds 2 positions (52 → 54 FTE)
On this page
Department of Parks and Recreation
Department of Parks and Recreation 
Mission
The Department of Parks and Recreation serves to enrich the lives of city residents and visitors through a wide array of programs and events that contribute to a safe and welcoming city where all residents thrive. Specifically, we strive to:
- Create a vibrant community that provides older adults with the social, emotional, and physical resources necessary to be able to stay safe in their home and community.
- Ensure that Pittsburgh’s children & youth have equitable access to quality educational and recreational enrichment opportunities to help them thrive as they enter adulthood.
- Utilize our park assets to offer community wide programs and events that strive to be accessible and welcoming to residents and visitors of all ages. Departmental/Bureau Overview The Department of Parks and Recreation accomplishes this mission through four core program areas that are supported by an operations and administrative team. The Operations and Administration division has direct oversight over fiscal and HR processes, planning for capital improvement projects, delivery of new programs and initiatives, and the management of all departmental budgets and trust funds. A critical focus of the Operations and Administration division is to coordinate with other City departments, the Office of the Mayor, City Council, and external partners to ensure effective, efficient, and impactful delivery of programs to the public. Our five core program areas include: Recreation Programs – The Recreation Programs division is committed to providing opportunities for residents and nonresidents of all ages to participate in directed recreational, educational, and enrichment-focused programs and activities. This area includes the operation of our recreation centers and fitness gyms, organized CitiSports/ sports programming, activities at the Schenley Ice Rink and Mellon Tennis Center, and the implementation of summer and after-school youth camps and programs. The recreation system has a specific focus on providing services to families and opportunities for Pittsburgh’s youth to have a safe and enriching place during out of school time hours. Senior and Wellness Programs – CitiParks operates 13 Healthy Active Living Centers which are focused on improving the physical, intellectual, social, cultural, and financial health and interests of older residents. The senior program partners with other area agencies in delivering quality health and wellness programs, and works to address the needs of individuals as they age. Food System Programs – In addition to the direct meal support that we offer to Seniors and Children, the CitiParks Department also supports a number of initiatives that are focused on improving Pittsburgh’s food system. This includes staffing the operations at four of the City’s Farmers Markets, supporting urban agriculture through the City Farms Program, and implementing the newly created Pittsburgh Food Justice Fund. Community Programs – Community programs and events are focused on activating our park and recreation spaces to engage city residents in a whole host of enriching experiences. Our office of Special Events is charged with hosting movies, music, races, and other key city events including the 4th of July and Light Up Night. Our Community Enrichment team operates the Roving Art Cart, participates in special recreational programs, partners with PPS Schools, and organizes and plans annual premier celebrations like Alphabet Trail & Tales and Track n' Treat. A specific focus of this program area is the Rec2Tech initiative. This program focuses on the development and delivery of technology focused programs, coding, and other tech-adjacent learning initiatives. Aquatics Programs – The aquatics division is responsible for providing city residents with access to safe pools and aquatic activity year-round. The aquatics division operates 18 City of Pittsburgh pools and nine spray parks during the summer months. In the off season the aquatics team operates the Oliver Bath House, scheduled to complete renovation in fall of 2024, and partners with Pittsburgh Public Schools to host swim opportunities and 230
lifeguard trainings for Pittsburgh youth that may be interesting in becoming a part of the City’s aquatics team. In addition to staffing the pools for open swim, the aquatics team offers learn to swim, water aerobics, and swim team programming throughout the summer months.
2025 Accomplishments
- 182,547 patrons visited the sixteen open city pools during the 2025 summer season.
- Over 67,000 meals were distributed to seniors across the City's twelve Healthy Active Living Center locations.
- $3 Million dollars of investments made by the Food Justice Fund were executed in 2025.
- Over 300 Pittsburgh youth enjoyed the free City Summer Camp - KidSmart Club - across the City's five participating Recreation Centers.
- The City's Rec2Tech program received a grant providing 100 laptops that are currently being distributed for use across CitiParks Rec Centers and Healthy Active Living Centers in an effort to continue to provide tech access and education.
Position Summary
Lists authorized positions with FTE counts and pay grades.
| Title | 2025 FTE | Rate/ Grade | Hours/ Months | 2025 Budget | 2026 FTE | Rate/ Grade | Hours/ Months | 2026 Budget |
|---|---|---|---|---|---|---|---|---|
| Director | 1 | 35G | 12 | 129,126 | 1 | 35G | 12 | 132,995 |
| Assistant Director of Administration & Senior Programs* | 0.50 | 32G | 12 | 55,359 | 0.50 | 32G | 12 | 57,023 |
| Operations Administrator* | 0.45 | 26G | 12 | 39,293 | 0.45 | 26G | 12 | 40,473 |
| Senior Fiscal & Contracting Coordinator | 1 | 21G | 12 | 71,115 | 1 | 21G | 12 | 73,258 |
| Administrative Aide | 1 | 13G | 12 | 51,230 | 1 | 13G | 12 | 52,770 |
| Press Officer | — | 17G | — | — | 1 | 17G | 12 | 61,922 |
| Community Engagement Specialist | — | 22G | — | — | 1 | 22G | 12 | 76,294 |
| Program Supervisor, Food Systems | — | 22G | — | — | 1 | 22G | 12 | 76,294 |
| Program Coordinator 3, Farmers Market | 1 | 18G | 12 | 62,670 | 1 | 18G | 12 | 64,542 |
| Food Justice Coordinator | 1 | 14G | 12 | 52,874 | 1 | 14G | 12 | 54,454 |
| Community Center Director | 10 | 51,506 | 12 | 515,056 | 10 | 55,702 | 12 | 557,024 |
| Manager, Recreation | 1 | 25G | 12 | 83,512 | 1 | 25G | 12 | 86,008 |
| Program Supervisor, Recreation | 1 | 22G | 12 | 74,069 | 1 | 22G | 12 | 76,294 |
| Recreation Leader 1 | 19 | 41,200 | 12 | 782,800 | 19 | 44,554 | 12 | 846,518 |
| Program Coordinator 3, CitiSports | 1 | 18G | 12 | 62,670 | 1 | 18G | 12 | 64,542 |
| Program Coordinator, Recreation | 1 | 51,506 | 12 | 51,506 | 1 | 55,702 | 12 | 55,702 |
| Manager, Special Events | 1 | 25G | 12 | 83,512 | 1 | 25G | 12 | 86,008 |
| Program Coordinator 3, Special Events* | 0.85 | 18G | 12 | 53,269 | 0.85 | 18G | 12 | 54,861 |
| Program Coordinator, Special Events | 3 | 51,506 | 12 | 154,518 | 3 | 55,702 | 12 | 167,107 |
| Program Development Coordinator | 1 | 20G | 12 | 68,162 | 1 | 20G | 12 | 70,200 |
| Special Events Administrator | 1 | 15G | 12 | 54,974 | 1 | 15G | 12 | 56,618 |
| Manager, Community Enrichment | 1 | 25G | 12 | 83,512 | 1 | 25G | 12 | 86,008 |
| Program Coordinator, Recreation | 2 | 51,506 | 12 | 103,012 | 2 | 55,702 | 12 | 111,404 |
| Digital Inclusion Coordinator | 1 | 23G | 12 | 77,043 | 1 | 23G | 12 | 79,352 |
| Manager, Aquatics | 1 | 25G | 12 | 83,512 | — | 25G | — | — |
| Program Coordinator 3, Aquatics | — | 18G | — | — | 2 | 18G | 12 | 129,084 |
| Program Coordinator, Recreation | 2 | 51,506 | 12 | 103,012 | — | 55,702 | — | — |
| Total Full-Time Permanent Positions | 52.80 | 2,895,806 | 54.80 | 3,216,755 |
Lists authorized positions with FTE counts and pay grades.
| Title | 2025 FTE | Rate/ Grade | Hours/ Months | 2025 Budget | 2026 FTE | Rate/ Grade | Hours/ Months | 2026 Budget |
|---|---|---|---|---|---|---|---|---|
| Temporary, Part-Time, and Seasonal Allowances | ||||||||
| Recreation Leader, Part-Time | — | 15.91 | 29,533 | 469,870 | — | 16.39 | 29,533 | 484,046 |
| Regional Manager | — | 22.28 | 1,200 | 26,736 | — | 22.95 | 1,200 | 27,540 |
| Headguard | — | 20.16 | 6,600 | 133,056 | — | 20.76 | 6,600 | 137,016 |
| Assistant Headguard | — | 18.58 | 4,799 | 89,165 | — | 19.14 | 4,799 | 91,853 |
| Senior Lifeguard | — | 18.03 | 16,325 | 294,340 | — | 18.57 | 16,325 | 303,155 |
| First Year Lifeguard | — | 17.48 | 13,443 | 234,984 | — | 18.00 | 13,443 | 241,974 |
| Pool Aide | — | 15.30 | 7,201 | 110,175 | — | 15.75 | 7,201 | 113,416 |
| Program Coordinator, Part-Time (City Farms) | — | 21.22 | 2,400 | 50,928 | — | 21.85 | 2,400 | 52,440 |
| Farmers Market Site Attendant | — | 21.22 | 2,400 | 50,928 | — | 21.86 | 2,400 | 52,464 |
| Intern | — | varies | — | 7,000 | — | varies | — | 7,000 |
Position Summary
The labor agreement for AFSCME 2719 members expires on December 31, 2025. This budget reflects a 0% salary increase for members as conversations continue through Q4. The City anticipates that these numbers will change.
Lists authorized positions with FTE counts and pay grades.
| 2025 Rate/ Title FTE Grade | Hours/ Months | 2025 Budget | 2026 FTE | Rate/ Grade | Hours/ Months | 2026 Budget |
|---|---|---|---|---|---|---|
| — | 1,467,182 | — | 1,510,904 |
Lists authorized positions with FTE counts and pay grades.
| Total Full-Time Permanent Positions | 52.80 | 2,895,806 | 54.80 | 3,216,755 |
|---|---|---|---|---|
| Temporary, Part-Time, and Seasonal Allowances | — | 1,467,182 | — | 1,510,904 |
| Vacancy Allowance | — | (202,706) | — | (203,535) |
| Total Full-Time Positions and Net Salaries | 52.80 | 4,160,282 | 54.80 | 4,524,124 |
Shows how funds are distributed across programs or uses.
| 2026 Allocations | Department of Parks & Recreation | Mellon Park Trust Fund | Senior Citizens Program Trust Fund | Special Events Trust Fund |
|---|---|---|---|---|
| Assistant Director | 50% | —% | 50% | —% |
| Operations Administrator | 45% | 55% | —% | —% |
| Program Coordinator 3 | 85% | —% | —% | 15% |
Subclass Detail
Compares actual, budgeted, and proposed spending across fiscal years.
| 2024 Actual | 2025 Budget | 2026 Budget | Increase/ (Decrease) | % Change | |
|---|---|---|---|---|---|
| Expenditures | |||||
| 51 - PERSONNEL-SALARIES & WAGES | 4,233,305 | 4,338,339 | 4,720,887 | 382,548 | 8.8% |
| 51101 - Regular | 4,071,173 | 2,693,099 | 3,013,224 | 320,125 | |
| 51103 - Part-Time | — | 1,467,182 | 1,510,904 | 43,722 | |
| 51201 - Longevity | 1,500 | — | 15,250 | 15,250 | |
| 51203 - Allowances | 1,950 | 28,500 | 28,500 | — | |
| 51207 - Leave Buyback | 11,695 | — | — | — | |
| 51401 - Premium Pay | 146,987 | 149,558 | 153,009 | 3,451 | |
| 52 - PERSONNEL-EMPLOYEE BENEFITS | 943,634 | 979,024 | 1,012,258 | 33,235 | 3.4% |
| 52101 - Health Insurance | 410,015 | 427,274 | 446,690 | 19,416 | |
| 52111 - Other Insurance/Benefits | 50,862 | 55,019 | 57,628 | 2,609 | |
| 52201 - Social Security | 335,471 | 341,128 | 371,479 | 30,351 | |
| 52301 - Medical-Workers' Compensation | 23,503 | 7,116 | 21,970 | 14,854 | |
| 52305 - Indemnity-Workers' Compensation | 17,634 | 38,486 | 1,736 | (36,750) | |
| 52315 - Workers' Compensation-Fees | — | — | 1,655 | 1,655 | |
| 52601 - Personal Leave Buyback | 106,149 | 110,000 | 111,100 | 1,100 | |
| 53 - PROFESSIONAL & TECHNICAL SERVICES | 160,458 | 278,700 | 272,900 | (5,800) | (2.1)% |
| 53101 - Administrative Fees | 10,473 | 5,000 | 5,000 | — | |
| 53301 - Workforce Training | 4,651 | 30,000 | 30,000 | — | |
| 53509 - Computer Maintenance | 1,475 | — | — | — | |
| 53701 - Repairs | 2,730 | 3,000 | 3,000 | — | |
| 53901 - Professional Services | 48,019 | 130,700 | 134,900 | 4,200 | |
| 53907 - Recreational Services | 93,110 | 110,000 | 100,000 | (10,000) | |
| 54 - PROPERTY SERVICES | 51,845 | 24,500 | 24,500 | — | —% |
| 54101 - Cleaning | 820 | — | — | — | |
| 54103 - Disposal-Refuse | — | 500 | 500 | — | |
| 54105 - Landscaping | 3,181 | 1,000 | 1,000 | — | |
| 54305 - Building-Systems | 25,900 | — | — | — | |
| 54509 - Vehicles | — | 6,000 | 6,000 | — | |
| 54513 - Machinery & Equipment | 21,944 | 17,000 | 17,000 | — | |
| 55 - OTHER SERVICES | 7,214 | 13,500 | 13,500 | — | —% |
| 55201 - Telephone | — | 3,000 | 3,000 | — | |
| 55305 - Promotional | 2,425 | 500 | 500 | — | |
| 55501 - Printing & Binding | — | 5,000 | 5,000 | — | |
| 55701 - Transportation | 4,789 | 5,000 | 5,000 | — | |
| 56 - SUPPLIES | 518,363 | 252,500 | 402,500 | 150,000 | 59.4% |
| 56101 - Office Supplies | 15,092 | 15,000 | 15,000 | — | |
| 56103 - Freight | 1,902 | — | — | — | |
| 56151 - Operational Supplies | 443,672 | 212,500 | 362,500 | 150,000 | |
| 56301 - Parts | 4,770 | — | — | — | |
| 56401 - Materials | 52,486 | 25,000 | 25,000 | — | |
| 56503 - Repairs | 440 | — | — | — | |
| Expenditures | |||||
| 58 - MISCELLANEOUS | — | 3,000,000 | 1,000,000 | (2,000,000) | —% |
| 58101 - Grants | — | 3,000,000 | 1,000,000 | (2,000,000) | |
| Expenditures Total | 5,914,819 | 8,886,563 | 7,446,545 | 559,983 | (16.2)% |
Subclass Detail
Five Year Forecast
DEPARTMENT OF PARKS & RECREATION 2026 Expenditures by Subclass 58 - MISCELLANEOUS 56 - SUPPLIES 55 - OTHER SERVICES
54 - PROPERTY SERVICES
53 - PROF. & TECHNICAL SERVICES
51 - PERSONNEL-SALARIES & WAGES 52 - PERSONNEL-EMPLOYEE BENEFITS
Projects budget figures across multiple future years.
| 2026 | 2027 | 2028 | 2029 | 2030 | |
|---|---|---|---|---|---|
| Expenditures | |||||
| 51 - PERSONNEL-SALARIES & WAGES | 4,720,887 | 4,802,099 | 4,883,883 | 4,951,839 | 5,037,890 |
| 52 - PERSONNEL-EMPLOYEE BENEFITS | 1,012,258 | 1,096,284 | 1,122,713 | 1,148,308 | 1,178,392 |
| 53 - PROF. & TECHNICAL SERVICES | 272,900 | 277,310 | 281,941 | 286,803 | 286,803 |
| 54 - PROPERTY SERVICES | 24,500 | 24,500 | 24,500 | 24,500 | 24,500 |
| 55 - OTHER SERVICES | 13,500 | 13,500 | 13,500 | 13,500 | 13,500 |
| 56 - SUPPLIES | 402,500 | 402,500 | 402,500 | 402,500 | 402,500 |
| 58 - MISCELLANEOUS | 1,000,000 | — | — | — | — |
| Total | 7,446,545 | 6,616,192 | 6,729,037 | 6,827,450 | 6,943,584 |
| % Change from Prior Year | (16.2)% | (11.2)% | 1.7% | 1.5% | 1.7% |