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Download PDF File PP&R Strategic Plan 2017–2020 Portland Parks & Recreation Strategic Plan 2017-2020 Portland Parks & Recreation Strategic Plan a portlandparks.org 503-823-PLAY (7529) Commissioner Amanda Fritz Director Mike Abbaté b 2017–2020 Portland Parks & Recreation Strategic Plan A letter from the Director In a time of unprecedented growth in our planned growth-related projects from System city, Portlanders are also in need of our parks Development Charges, how do we resolve and services more than ever. Each member of the structural deficit in capital funding needs the Portland Parks & Recreation team holds across our parks system? a piece of the puzzle in rising to meet that growing demand. Equitable access As inequities in our community at large continue to grow, how Over the last three years, we’ve restructured do we manage for the impacts of the housing our recreational offerings and workforce to be crisis in our parks? And how do we resolve the more consistent and culturally responsive. We stark differences between neighborhoods that are building more—parks promised decades have access to parks and the climate resiliency ago are finally coming to fruition. And, we provided by the urban canopy and those that are innovating around how environmental don’t? sustainability guides our stewardship of park land and trees. With this Plan and your help, we will reconcile these challenges as we map toward Successes like these require support from long-term financial sustainability. As our 2020 the community, active planning and effective Vision comes to a close, delivering on this management. This 2017-2020 Strategic Plan strategic plan lays the groundwork for our is one important tool for assuring that we next big vision effort. We will use the results continue to provide exceptional service to of initiatives in this plan to make long-term Portlanders. In it, you will find initiatives that recommendations in our next vision plan. address some of the most pressing questions Nestled in a mixed-income and diverse we are facing, including the following: This Strategic Plan is a reflection of our neighborhood in east Portland, the recently values—an abiding commitment to our natural opened Luuwit View Park stands at the threshold of Access to programs How do we balance resources and our community. My deep thanks highways and farmland. With a modern variety of Council direction to propose budget cuts go to all who contributed their time and talent accessible park amenities and expansive views, this and increase our fee revenue, while also in crafting it. I look forward to working with park, once promised 40 years ago, offers the best maintaining access to our programs for the each of you, every day, to deliver on it. Thank of what our community should expect from a parks city’s most vulnerable populations? you for all that you do. and recreation experience. Major maintenance and growth needs Even with the passage of a $68 million bond to address maintenance and the $82 million of Table of Contents 1 Context & Mission 2 Organizational Structure 3 Guide to Strategic Plan 4 Provide Stewardship of Park Land, Natural Resources, & the Urban Forest 8 Ensure Access to Recreation Programs 12 Develop & Sustain Quality Built Assets 16 Enhance Organizational Effectiveness Context & Mission Portland Parks & Recreation’s (PP&R’s) populations, fully addressing our $43 million planning cycle includes development of a annual major maintenance need, and ensuring Strategic Plan every three to five years. Each safe environments for our employees and Strategic Plan is a stepping stone towards customers. This 2017-20 Strategic Plan will fulfilling the Parks 2020 Vision. This Strategic keep us focused on addressing immediate Plan is PP&R’s focus for the next three years. needs based on the current environment In contrast to a comprehensive workplan, it while also building our capacity for the does not include everything the organization future and guiding our foundational work for does, but looks at the current Portland developing the next long-term Vision Plan. context and brings focus to those aspects of our organization that can advance creative PP&R’s Mission Statement solutions to improve our delivery of services. The mission of Portland Parks & Recreation is to help Portlanders play—providing the The Parks 2020 Vision has served us well over safe places, facilities, and programs which the years, but as we enter the year 2017 many promote physical, mental, and social activity. things have changed about Portland’s park, We get people, especially kids, outside, active, urban forest and recreation amenities and and connected to the community. As we do programs, and much has changed about the this, there will be an increase in the wellness local community. The local economy is strong of our residents and the livability of our city. and Portland remains a destination. There are We accomplish this through: nearly 100,000 more people calling Portland • Establishing, safeguarding and restoring home now, compared to the year 2000. the parks, natural areas, public places, and urban forest of the city, ensuing The community overall is more diverse that these are accessible to all; racially and ethnically, particularly when it comes to youth. Enrollment in Portland • Developing and maintaining excellent Public Schools includes 44% youth of facilities and places for public recreation color, compared to 28% people of color and community building; for the overall Portland population. • Providing dynamic recreation While PP&R as an organization has grown in programs and services that promote size, including staffing, budget and total park health and well-being for all; acres managed, we still face many challenges • Partnering with the community we serve. as it relates to increasing access for vulnerable 1 2017-2020 Portland Parks & Recreation Strategic Plan Organizational Structure PP&R completed a major organizational Assets & Development Urban Forestry restructuring in 2015. The new The Assets & Development Division is The Urban Forestry Division is responsible organizational structure is intended to responsible for planning, new park design for the planning and management of the city’s create a more balanced span of control while and construction, the Park Replacement urban forest and tree assets. It is overseen also positioning the organization to better Bond program, asset management, and by the City Forester. These responsibilities achieve its objectives related to sustainable centralized maintenance and repairs, as well include tree maintenance operations, and landscapes, recreation programming as oversight, preparation and administration around-the-clock emergency service for fallen and equity. The current structure is of the bureau’s Capital Improvement Plan. trees in public rights-of-way. Responsibilities comprised of the following divisions: of Urban Forestry also include education and Operations and Strategies enforcement of applicable city regulations Land Stewardship The Operations & Strategies Division covering public and private trees such as Title The Land Stewardship Division includes collaborates and coordinates with local 11. Urban Forestry is also responsible for all land management activities at developed and regional partners, provides policy developing and promoting forest stewardship parks and natural areas. Land management is direction to the bureau, engages the among city residents as well as the long- divided into three units: a Westside group to public in decision making processes and term planning of the city’s forest resources. manage lands west of the Willamette River, volunteerism, coordinates marketing and an Eastside group to manage lands east of communications, and provides customer Equity & Inclusion the Willamette River, and a central Land service and park security. This division also In addition to the five divisions noted above, Services group to oversee Environmental manages the internal and external bureau PP&R also has an Equity & Inclusion team. Education, Community Gardens, Turf, finances, including budget development The Equity & Inclusion Manager advises the Irrigation and Horticultural Services. and financial reporting and oversight, Bureau Director and works collaboratively fundraising, grants and partnerships, with the entire PP&R organization, as well Recreation Services workforce development and bureau- as internal and external advisory committees, The Recreation Services Division is wide training, emergency management, to ensure policies, programs and services responsible for all recreation activities performance and analysis, property are culturally responsive and meet the City’s including community centers, art centers, acquisition, and business development. racial equity goals. The Equity & Inclusion programming at urban plazas, the Summer team developed the bureau’s Five-Year Racial Free for All program, aquatics, sports and Equity Plan, and coordinates extensively teen programming, as well as specialized with the City’s Office of Equity and Human recreation services for seniors, for people Rights and Bureau of Human Resources. with disabilities, and through the Schools Uniting Neighborhoods (SUN) program. This department also includes the Golf Program and Portland International Raceway. 2017-2020 Portland Parks & Recreation Strategic Plan 2 Guide to the Strategic Plan The PP&R 2017-20 Strategic Plan is Five Year Racial Equity Plan organized into four Focus Areas. While each In 2016 PP&R completed a Five Year Focus Area emphasizes a specific
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