Seattle Parks and Recreation Superintendent

Posting number: 2026-00823

Department: Seattle Parks & Recreation Department

Job classification: Executive 4

Posting type: Open & Promotional

Categories: Parks and Beaches, Recreation, Executive Management, Parks and Recreation, Parks

Summary

The City of Seattle is seeking a collaborative and community-centered superintendent to lead Seattle Parks and Recreation (SPR) at a pivotal time. Seattle Parks and Recreation is a national leader and innovator in the services and programs that support the public's well-being, promoting healthy people, a thriving environment and a vibrant community. The more than 1,100 SPR employees provide safe, accessible spaces for residents and visitors to work, recreate, and rejuvenate, enhancing quality of life and wellness for children, teenagers, adults, and seniors. SPR manages a 6,441-acre park system comprising nearly 500 parks and extensive natural areas, representing about 12% of the city's land area. SPR also manages many facilities, including 25 community centers, eight indoor swimming pools, two outdoor (summer) swimming pools, two environmental education centers, two small craft centers, four golf courses, an outdoor stadium, and much more.

Established in Article XI in the  City Charter, the Superintendent of Parks and Recreation is appointed by, and reports to, the Mayor and is subject to confirmation by the City Council every four years. The Superintendent serves as the highest executive authority at Seattle Parks and Recreation and is responsible for planning, operations, and finances.  The Seattle Board of Park Commissioners, a volunteer advisory board established by City ordinance, provides recommendations to the Mayor, City Council, and Superintendent on SPR policies for the planning, development, and use of the City's park and recreation facilities. 

Seattle Parks and Recreation's funding comes from a mix of tax dollars from the City's General Fund, Seattle Park District funds, the Real Estate Excise Tax, and revenue from other sources, including grants, user fees, and rental charges. The 2026 Operating Budget for the Department is $258.6M, with a Capital Budget of $85.3M.

Examples of duties

The Superintendent is responsible for planning, organizing, and administering a large, complex, and diverse parks and recreation system.  

The priorities of the Superintendent are:

• Lead Seattle Parks and Recreation – Ensure the operations, investments, and staff of Seattle Parks and Recreation support city priorities effectively and efficiently. Align operations and investments with city policy goals, service equity, and regulatory compliance. Prioritize investments aligned with mayoral and council priorities and collaborate with the community and partners to understand their needs and implement solutions.
• Meet the needs of a changing community. Maintain and adapt parks, public facilities and programs to meet the needs of our changing city through strategic planning, partnerships and investments. Beyond recreation, ensure community centers can serve as hubs for community building by keeping the spaces inviting, affordable and programmed to reflect the demographics, interests and needs of the surrounding community.
• Promote racial and social equity.  Ensure that community centers serve as the bedrock of a recreation system grounded in racial and social equity, with open doors for all and free or low-cost, community-centric programs. Expand participation and access to recreation programs that increase physical activity and health awareness by analyzing program performance data for equitable outcomes and building equity-based leadership skills among staff. Ensure that open space and recreation facility distribution is based on access, opportunity, equity, and data. 
• Ensure safety, cleanliness, and accessibility. Maintaining and adapting parks and public facilities to meet the needs of our changing city through strategic planning, partnerships and investment. Continue to provide necessary maintenance and improvements to aging infrastructure (especially pools and community centers) to maximize the life cycles of these well-used buildings and reduce major maintenance backlogs.
• Excel in service delivery.