Culver City Parks Task 8.1 Final Plan - Flipbook - Page 230
Figure 237. PRCS staff help to answer questions from the community and conduct events such as Fiesta La Ballona. Source: OLIN, 2024.
BUDGET AND STAFFING
Existing Staffing (Summer 2024)
Staffing Needs and Potential
At 85.4 acres and 35 full-time employees75 the
Culver City Park system efficiently serves 40,640
residents of Culver City, thousands of day-time
employees of businesses, and residents from
adjacent communities. In addition to the 35 fulltime PRCS staff, approximately an additional 150
part-time staff are employed by Culver City PRCS
with the total number fluctuating throughout the
year.
The PRCS staff is efficient and collaborative.
Observations have demonstrated a deep desire
to support the community and listen intently to
residents and members of the PRCS Commission,
the City Council, and the Mayor.
The Culver City Park Maintenance team includes
a park maintenance supervisor and 13 parks
maintenance staff overseen by the Community
Services (RCS) Manager. They are assisted by an
arborist from Public Works and two landscape
contractors. Other maintenance responsibilities
covered by Public Works include all buildings within
the parks, irrigation water supply, and billing.
In addition to maintenance, another RCS
supervisor focuses on disability and social services.
This includes managing volunteers, marketing,
emergency preparedness, senior nutrition MOU,
and the Senior Center. Another RCS supervisor
focuses on special events and teen programming.
Finally, the fourth RCS supervisor focuses on youth
and adult sports, the Plunge Pool, film permits, and
special signage projects.76
230 IMPLEMENTATION // PRIORITIZATION, COSTS, AND FUNDING
The PRCS department is divided between six
divisions with the largest being the Parks Division.
It was proposed in the FY24/25 annual budget
to increase one staff member within the Parks
Division.77 With increased population projections,
staff needs will only increase and place more
demand on existing staff specifically on park
programming and operations and maintenance.
One difficulty for the department is the need for
less turnover at leadership levels. Often promotions
in the city result in individuals who do not stay in
the position of PRCS Director for very long. This
turnover is difficult for staff members and can
cause initiatives to lose momentum. There is a
need to help support long-term leadership in the
department.
