Director, Parks and Recreation Operations

A bachelor’s degree in parks administration, public administration, business administration, recreation management, or a closely related field is required, with a master’s degree preferred. A current Certified Parks and Recreation Professional (CPRP) certification, or the ability to obtain one within the first 12 months of hire, is required. A Certified Parks and Recreation Executive (CPRE) preferred. At least eight years of progressively responsible leadership experience in Parks and Recreation, including strong knowledge of parks operations, recreation services, or both, is required. Demonstrated success leading organizational change, integrating teams or functions, and implementing thoughtful change management strategies in dynamic environments is essential. Experience serving a growing community with a complex parks and recreation department is highly desirable, particularly within a multi-service organization with a comparable scope to Fort Collins, and with the ability to scale strategies and operations accordingly. A proven track record of delivering high-quality, adaptable, accessible, and inclusive services is required. Candidates must possess strong business acumen and a solid f inancial background, including advanced expertise in budgeting, financial management, and complex funding models. Knowledge of green industry practices and a demonstrated commitment to sustainability, environmental stewardship, and organizational resilience are ideal. Studies have shown that women and people of color are less likely to apply for jobs unless they believe they can perform every job description task. We are most interested in finding the best candidate for the job, and that candidate may come from a less traditional background. The City may consider an equivalent combination of knowledge, skills, education, and experience to meet minimum qualifications.

The Director, Parks and Recreation Operations provides strategic leadership for a diverse portfolio of public assets and services that shape Fort Collins’ quality of life, including parks, paved trails, cemeteries, recreation centers, and civic spaces such as streetscapes, medians, and downtown amenities. The Director sets the operational vision for an integrated system of facilities and programs that promote health, wellness, and community connection, overseeing offerings that span youth, adult, and senior programming, sports leagues, adaptive recreation, and specialized amenities such as aquatic and ice facilities, a working farm, and a pottery studio. This new position combines the operations parts of the City’s Parks and Recreation services and was created to optimize efficiencies, reduce service overlap, and improve the community/customer experience in Parks and Recreation service delivery. Reporting to the Deputy Director, Community Services, the Director sets the department’s implementation, programming, and operations and maintenance strategy through the development and implementation of short- and long-range operational and organizational plans for all park and recreational sites and facilities. The position ensures operational excellence by continuously evaluating programs, policies, and business practices, incorporating industry trends and innovations, and aligning services with evolving community needs across all age groups. A strong focus is placed on data-informed decision-making, performance measurement, and the exploration of sustainable business models, including fees and cost recovery strategies. The role also carries full responsibility for Parks and Recreation Operations’ financial stewardship, including budget development and administration, as well as pursuing and managing grant funding to support strategic initiatives. The Director builds and leads a high-performing, service-oriented team, fostering a culture of service, accountability, inclusion, and professional growth. Through strong internal collaboration and external partnerships, the role advances cross-departmental initiatives, coordinates with operations services and park planning and development on asset maintenance and safety, and strengthens relationships with boards, commissions, and community stakeholders. The Director also champions the department’s visibility and impact through collaboration with the Service Area’s communication, marketing, and engagement strategies. As a key advisor and parks and recreation ambassador, the Director represents the department before City leadership, elected officials, and the public, providing clear, data-informed recommendations and securing resources through grants and partnerships. This role requires a forward-looking leader who can balance strategic planning with operational excellence while positioning the parks and recreation system as a vital contributor to the City’s long-term livability and economic vitality.

The Parks and Recreation Operations Department As a part of the Fort Collins Community Services Service Area, the Parks and Recreation Department is accredited through the Commission for Accreditation of Park and Recreation Agencies (CAPRA) and the National Recreation and Park Association (NRPA). Parks and recreation are part of what attracts residents to Fort Collins and entices them to stay. They are part of a holistic system of public spaces that spans the natural and the designed, the big and the small, the urban and the not-so-urban, and together bring beauty to Fort Collins and give it an intentional sense of place. Through a restructure, the City has combined Parks Operations with Recreation to create the newly formed Parks and Recreation Operations Department. The Department supports the Fort Collins lifestyle by operating and maintaining a wide range of community assets and services. The department manages ten recreation facilities, including four pools, two ice rinks, three gymnasiums, The Farm, and The Pottery Studio, delivering accessible programs and experiences for residents. Operational responsibilities also include maintaining more than 995 developed acres across 56 parks, two cemeteries, over 45 miles of paved trails, landscaped medians, Old Town Square, and grounds for City facilities, ensuring safe, clean, and functional public spaces citywide. Led by the Director, Parks and Recreation Operations, and with a budget of approximately $25 million (Recreation $12 million and Parks $13 million), the department employs 830, with a large portion of hourly employees. In addition, the Capital Tax Program, also referred to as the Community Capital Improvement Program (CCIP), quarter-cent tax has funded community amenities for more than 50 years and will generate an estimated $11 million annually from 2026-2035. Fort Collins voters renewed the tax in 2025. The 2050 Tax Initiative, approved by voters in 2023, allocates funds specifically to Parks, Recreation, Transit, and Climate. These voter-approved funding sources are administered by a peer division, requiring close coordination and strategic partnership to align investments with Parks and Recreation priorities. Fort Collins is advancing a comprehensive portfolio of capital projects designed to enhance community recreation, accessibility, and natural spaces. Major facility developments include the transformation of the 165acre former Hughes Stadium site into public open space and the collaborative construction of the new Southeast Community Center. Supported by the 2050 Tax Initiative, the City is executing targeted upgrades across multiple neighborhood parks, including Ridgeview, Spring Canyon, Landings, and Soft Gold. Additionally, the renewed Community Capital Improvement Program will fund significant future investments, such as the Mulberry Pool replacement, Poudre River enhancements, and new active recreation facilities, to support long-term community infrastructure growth. The Parks and Recreation Operations Department will play a critical role in operationalizing these parks and facilities as they come online.

The Priorities

• Successfully integrate Parks and Recreation into one high-performing department with a shared mission, aligned values, and clear service philosophy. Break down silos, strengthen collaboration, and align the department with strategic priorities while preserving the strengths of both operations.
• Guide Parks and Recreation through clear, intentional, and well-communicated change management strategies. Build trust by taking the time to understand current operations, preserving what works, and implementing improvements at a sustainable pace while positioning the department for long-term success.
• Foster an inclusive, modern workplace culture rooted in respect, accountability, and collaboration. Address recruitment, retention, succession planning, and career development while building workforce capacity to meet future demands and supporting multi-generational teams, varied work styles, and ongoing employee growth.
• Establish clear, realistic service expectations that align community needs with available resources. Standardize core processes, improve internal communication, and create consistent operational practices across the department while balancing innovation with service quality and ensuring changes are purposeful, practical, and enhance the customer and employee experience.
• Develop long-term financial strategies that right-size services, improve cost recovery where appropriate, and maximize available resources. Ensure responsible stewardship of public funds while creating sustainable service models that can adapt to changing fiscal realities.
• Lead practical digital modernization efforts that improve efficiency, system integration, and data-informed decision-making. Advance technology and process improvements that strengthen service delivery while avoiding unnecessary complexity or change for change’s sake.
• Operationalize new capital investments, including the Southeast Community Center, former Hughes site opportunities, and new park development.
• Partner across Community Services and the City to strengthen environmental stewardship strategies, including water conservation, long-term water planning, alternative fuels, efficient facilities, and resilient operations that respond to regional climate realities.
• Collaborate effectively with the Community Services Leadership Team, City departments, Executive Leadership, Council, and community stakeholders. Clearly communicate priorities, operational realities, and successes while telling the department’s story, building support for key initiatives, and positioning Parks and Recreation as an essential contributor to Fort Collins’ quality of life.