Table of Contents

Parks, Recreation, and Culture Service Area...... 197 Portland Parks & Recreation ...... 199

City of Portland, Oregon – FY 2009–10 Adopted Budget 195

Parks, Recreation, and Culture

Portland Parks & Recreation

Percent of City Budget

Parks, Recreation, and Culture = $99.6 Million

5.4%

City Budget = $1.83 Billion

Service Area Overview Revised Adopted Change from Percent Expenditures FY 2008–09 FY 2009–10 Prior Year Change

Operating 79,475,122 68,142,868 -11,332,254 -14.3% Capital 43,901,557 31,434,779 -12,466,778 -28.4% Total Service Area Requirements $ 123,376,679 $ 99,577,647 $ -23,799,032 -19.3% Authorized Positions 437 427 -10.00 -2.3%

City of Portland, Oregon – FY 2009–10 Adopted Budget 197 Parks, Recreation, and Culture Service Area Highlights

Service Area Highlights

DESCRIPTION The Parks, Recreation, and Culture service area includes services for Parks and Recreation (PP&R), Golf program, Portland International Raceway (PIR), and the Parks Capital Construction and Maintenance Fund.

MAJOR THEMES

Portland Parks and The FY 2009-10 Adopted Budget includes Council’s decision to continue supporting Recreation backfilling revenues previously generated by Parks Levy. The Parks Levy expired in June 2008. In addition to the levy backfill funding, the FY 2009-10 operating budget includes more than $2 million of resources in the following areas:

‹ Continuing enhanced teen programming;

‹ Replacement of deteriorating fitness equipment at the Matt Dishman Community Center and other community centers;

‹ Updating the Mt. Tabor Master Plan, including the maintenance facility and nursery;

‹ Addressing the current backlog of trail planning with a 0.5 FTE trail planner position;

‹ Continuance of the “Protect the Best” program for invasive species management;

‹ Support the Bureau of Environmental Service’s Grey to Green program with a tree inspector and botanic specialists dedicated to invasive species eradication and tree policy efforts; and

‹ Continuing support of the Interstate Cultural Firehouse and Camp Ky-O-Wa.

Capital Improvement PP&R Captial Improvement Plan (CIP) budget totals $31.4 million in FY 2009-10. Of this Plan amount, $1.0 million is supported by the City’s General Fund with remaining funding derived from grants, levy funds, Portland Development Commission, Metro, and other sources.

198 City of Portland, Oregon – FY 2009–10 Adopted Budget Portland Parks & Recreation

Parks, Recreation, and Culture Service Area AU

Nick Fish, Commissioner-in-Charge Zari Santner, Director

Percent of City Budget Bureau Programs

Portland Parks & Recreation = $99.6 Million

5.4% Recreation Community

Support

Infrastructure

City Budget = $1.83 Billion

Bureau Overview Revised Adopted Change from Percent Expenditures FY 2008–09 FY 2009–10 Prior Year Change

Operating 79,475,122 68,142,868 -11,332,254 -14.3% Capital 43,901,557 31,434,779 -12,466,778 -28.4% Total Bureau Requirements $ 123,376,679 $ 99,577,647 $ -23,799,032 -19.3% Authorized Positions 437 427 -10.00 -2.3%

City of Portland, Oregon – FY 2009–10 Adopted Budget 199 Citywide Collaborative Services Workforce Development/ Service Customer Golf PIR Workforce and Community Alliances Planning Director Services Zari Santner Park & Recreation Capital Improvement Projects Central Services & Asset Management East Zone Zone North South Zone West Zone Portland Parks & Recreation Finance City Nature City East Zone West Zone

200 City of Portland, Oregon – FY 2009–10 Adopted Budget Bureau Summary Portland Parks & Recreation Parks, Recreation, and Culture Service Area Bureau Summary

BUREAU MISSION The bureau’s mission is sustaining a healthy park system to make Portland a great place to live, work, and play. In pursuit of this mission, Portland Parks & Recreation (PP&R) contributes to the City's vitality by:

‹ Establishing and safeguarding the parks, natural resources, and urban forest, thereby ensuring that green spaces are accessible to all

‹ Developing and maintaining excellent facilities and places for public recreation, and building community by providing opportunities for play, relaxation, gathering, and solitude

‹ Providing and coordinating recreation services and programs created for diverse ages and abilities that contribute to the health and well-being of community members

BUREAU OVERVIEW

Portland's Park & PP&R is the steward of a diverse portfolio of parks and recreation facilities that are used Recreation System extensively by the City's residents and visitors. The total parkland managed by the bureau includes 10,763 acres, which represents about 11.4% of the geographical area within the City of Portland. PP&R operates 14 swimming pools, 12 community centers, six art centers, five golf courses and one motor raceway.

The Organization PP&R manages one of the nation's most comprehensive park and recreation systems. The bureau employs over 400 permanent employees and more than 1,500 seasonal staff in a variety of roles. Additionally, the organization is able to provide enhanced service levels due to the more than 462,000 hours of volunteer time dedicated each year. Services are delivered through five departments as follows:

City Nature This department manages Portland's natural areas, urban forest, recreational trails, and wildlife habitat in an integrated and sustainable manner.

Parks and Recreation Services This department delivers services and programs through four geographic zones that respond to identified community needs and Citywide policies. These include our community centers and neighborhoods.

Workforce and Community Alliances This department maintains effective inter-bureau and community relationships for a healthy park and recreation system.

Strategy, Planning, and Business Development This department provides bureau-wide direction and guidance for the management of a sustainable park and recreation system.

City of Portland, Oregon – FY 2009–10 Adopted Budget 201 Portland Parks & Recreation Bureau Summary Parks, Recreation, and Culture Service Area

Office of the Director This department provides leadership and advocacy for parks and recreation at the city, region, state, and national levels. It provides policy direction and guidance to the bureau, along with collaboration and coordination with city and regional partners. It does this in conjunction with support from the finance and information technology functions of the bureau.

Services and Programs A wide variety of services are provided to the public for active and self-guided recreation, respite from hectic schedules, and renewal in natural and green spaces. Services are organized into four programs and thirteen subprograms. These cover both direct services to the public, such as swimming and soccer, as well as the internal support services that the bureau needs to operate, such as asset maintenance. The programs are summarized here and discussed in greater detail in the program sections.

Recreation Services These services are related to planning and organizing recreational activities, using PP&R facilities or others’ facilities. Major areas of recreation include aquatics, arts, community and social activities, and sports and games. Service development includes programming, managing, organizing service delivery, and teaching and coaching activities. Delivery is activity-specific and may take place outside of PP&R facilities. Most services are provided at an introductory skill level, with some intermediate skill levels, and a few advanced skill levels. Recreation services are provided by the departments within PP&R like Recreation Services, Workforce and Community Alliances, City Nature, Strategy, Planning & Business Development, Golf, and Portland International Raceway.

Infrastructure Services These services are related to creating and providing places and facilities for recreation. The services range from acquiring property to designing, constructing, and maintaining parks, natural areas, trails, and buildings. Infrastructure services are provided by the departments of City Nature; Parks and Recreation Services; and Strategy, Planning and Business Development.

Community Services These services are often not as visible to the public as recreation and infrastructure services, but are essential to bring people and PP&R services together. They reach out to underserved groups, work with partners to create programs, align programming and customer needs, and make it possible for people of diverse abilities, ages, and incomes to participate and feel welcome. Community services are provided by the departments of Workforce and Community Alliances; the Director’s Office; Parks and Recreation Services; City Nature; and Strategy, Planning and Business Development.

202 City of Portland, Oregon – FY 2009–10 Adopted Budget Bureau Summary Portland Parks & Recreation Parks, Recreation, and Culture Service Area

Support Services These services plan the physical, operational, and program components of PP&R. Organizational integrity, effectiveness, and efficiency are strengthened through business planning, process improvements, and systems planning. Bureau performance is measured, monitored, and evaluated within a strategic management cycle. Core business operations, employee support, risk management, and loss reduction services are provided.

STRATEGIC DIRECTION

Introduction PP&R delivers a broad spectrum of services through a wide array of programs and assets. A few new facilities are specifically designed for parks and recreation. However, the overall asset base is aging and many of the facilities were originally built for other purposes, which creates many challenges. The strategic direction is focused on realizing the long-term vision articulated in Parks Vision 2020.

Service Improvement The PP&R Strategic Plan for FY 2008-11 focuses on four Key Result Areas (KRA) as Plan follows:

‹ Manage and protect assets

‹ Reach and involve the community

‹ Improve service delivery

‹ Enhance organizational capacity Each KRA articulates desired outcomes that the bureau will work to achieve over the next three years through defined strategies and initiatives. These guide the development of three- year work plans that focus efforts under conditions of limited resources.

Manage and Protect Desired Outcomes Assets For FY2009-10, PP&R goals for this Key Result Area are to:

‹ Effective management of built and natural assets

‹ Adequate land and facilities are provided to meet identified recreation, open space, and biodiversity needs

Key Challenges As a trustee of public assets and lands, the bureau struggles to address the backlog of major maintenance needs for assets that are deteriorating due to age and overuse. Continuing major maintenance while also ensuring that the recreational needs of a growing and changing population are met by providing new parks and recreation facilities is a challenge for PP&R with the current resource base. The bureau is further challenged by the need to ensure that the city’s livability is protected as it faces the increased pressures of urban development and population growth.

City of Portland, Oregon – FY 2009–10 Adopted Budget 203 Portland Parks & Recreation Bureau Summary Parks, Recreation, and Culture Service Area

Strategies In order to attain the desired outcomes while dealing with the key challenges, PP&R proposes to:

‹ Apply a total asset management framework that is integrated with PP&R business planning, budget, and performance management processes

‹ Acquire land based on established priorities. Implement a land acquisition and pre- disposition policy that prioritizes targeted goals for each type of land asset

‹ Implement best management practices and visitor management strategies for built and natural assets

Reach and Involve the Desired Outcomes Community For FY2009-10, PP&R goals for this Key Result Area are to:

‹ Increased community awareness and appreciation through participation in a healthy parks system

‹ Diverse and plentiful opportunities for engagement with PP&R exist throughout the community

‹ Community members feel authentically engaged and see that their participation contributes to a better parks system

Key Challenges PP&R faces the challenge of how to increase the awareness, appreciation, and understanding of the community and its civic leaders of the environmental, social, and economic benefits of park and recreation services.

Strategies In order to attain the desired outcomes while dealing with the key challenges, PP&R proposes to:

‹ Implement clear and consistent communication tools

‹ Enrich visitor experiences through increased interpretive activities

‹ Strengthen current approaches to community outreach and involvement

‹ Increase leadership development within diverse groups

Improve Service Desired Outcomes Delivery For FY2009-10, PP&R goals for this Key Result Area are to:

‹ High quality services that balance fiscal responsibility and affordability

‹ Prioritized PP&R services that balance the greater community needs with individuals’ demands

‹ Improved service delivery through partnerships

Key Challenges The key challenge for this area is meeting the increasing needs of our community with limited fiscal and physical resources.

204 City of Portland, Oregon – FY 2009–10 Adopted Budget Bureau Summary Portland Parks & Recreation Parks, Recreation, and Culture Service Area

Strategies In order to attain the desired outcomes while dealing with the key challenges, PP&R proposes to:

‹ Complete ongoing market research and visitor needs assessment

‹ Implement policy and management frameworks to guide service delivery

‹ Develop and nurture partnerships with organizations to enhance the quality of PP&R services

‹ Strengthen coordination and collaboration with other city bureaus and government agencies

Enhance Desired Outcomes Organizational Capacity For FY2009-10, PP&R goals for this Key Result Area are to:

‹ An organization that attracts, cultivates, and develops a creative and empowered workforce

‹ An organization that reflects the customers it serves

‹ An organizational culture built on continuous improvement and adaptation

‹ An organization that integrates principles of financial, social, and environmental sustainability into decision making and work processes

Key Challenges Enhancing organizational capacity requires strengthening and establishing new policies, systems, and processes that will reposition the organization so it can operate more effectively in an environment of continual change.

Strategies In order to attain the desired outcomes while dealing with the key challenges, PP&R proposes to:

‹ Promote workforce development

‹ Improve PP&R work processes and practices

‹ Enhance PP&R’s financial plan and policies to stabilize the revenue base and guide decision making

SUMMARY OF BUDGET DECISIONS

Target Packages The FY 2009-10 Adopted Budget for PP&R includes a combination of efficiencies, service reductions, and fee increases which total $2.1 million.

Net Effect of Decision The following decision packages are included in the FY 2009-10 Adopted Budget and were Packages used to meet the mandatory 5% target.

City of Portland, Oregon – FY 2009–10 Adopted Budget 205 Portland Parks & Recreation Bureau Summary Parks, Recreation, and Culture Service Area

Pass-Throughs - ($71,821) Pass-throughs are resources that are received by other agencies in the metropolitan area. The following programs and level of service reductions will be affected:

‹ TLC/TNT Summer Camp - ($945)

‹ Linnton Community Center - ($2,489)

‹ Portland and East Portland Public Schools - ($33,475)

‹ Multnomah County Human Services - SUN Community Schools - ($28,011)

‹ Police Athletic League (PAL)- ($2,662)

‹ Pioneer Courthouse Square - ($4,239)

Administration - ($94,902) The consolidation of communications, both internal and external, as well as consolidation of media relations and public involvement functions will result in a 0.5 FTE reduction. This will result a reduction of service to internal stakeholders, but will be minimized by a reallocation of resources. In addition, the PP&R's Capital Improvement Program (CIP) is incurring a significant reduction in its funding as current projects are being completed and future funding from PDC, Levy, General Fund, and other agencies is anticipated to be lower than in previous years. The bureau has one financial position that is funded 50/50 by the General Fund and CIP overhead, respectively. In the FY 2009-10 Adopted Budget, this position is reduced to 0.5 FTE. This reduction of service to the Finance area will be minimized by a reallocation of resources within the bureau.

Programming - Aquatics (Administration and Outdoor Pools) - ($37,228) An $11,000 efficiency package will install liquid pool covers at seven of the outdoor pools. The energy savings include the one-time costs for equipment and materials. Heating costs have been reduced by 25% in other pools where this equipment has been installed. In addition, savings will be derived by the continued closure of the Metropolitan Learning Center pool. This pool is owned by PPS and has been closed since last fall due to infrastructure problems which are too extensive to fix in the near term. Savings is estimated at $26,228.

Programming - SUN/Community Schools - ($92,956) SUN Community Schools is a collaboration between PP&R, Multnomah County, and six school districts. SUN Community Schools coordinates and provides educational, recreational, social, and health services at 54 local schools. This reduction would affect the Metropolitan Learning Center as it is not in the lowest income stratum and attendance demographics of all the SUN community schools.

Marketing and Business Development - ($133,700) Due to restructuring of this department, one FTE will be impacted. This restructure will create a core communication group to address all internal, external, sponsorship and media communications. Business development will be incorporated into the Property/Contracts work group and will continue with minimal impact.

206 City of Portland, Oregon – FY 2009–10 Adopted Budget Bureau Summary Portland Parks & Recreation Parks, Recreation, and Culture Service Area

Programming - Senior Recreation - ($61,060) This program has three key areas: Programming at the community centers, at senior centers, and off-site trips and outings. This program will continue at its current service level. The reduction will impact new programming but not the current service level. This package will eliminate one FTE.

Planning - ($225,492) This package will reduce the planning department by 2.25 FTE and will result in delays related to inquiries, master plan development, and document development.

Maintenance - Turf, Irrigation, and Sports Fields - ($160,470) Sports field enhancement work being accomplished under contract will be completed by in- house staff during the off-cycle season between August and October. This will be a $90,000 cost savings to the bureau. Through better planning and communications with the sports groups, PP&R will be able to prepare the sports fields based upon scheduled play and not by a seasonal schedule. PP&R will save $20,000 in staff time and related costs. Extending the useful life of trim mowers that have shown a reduction in repairs will provide an ongoing savings of $20,470. Field preparation for tournament play will be reduced from a regional standard of once per game to 2-3 times per day. This reduction will reduce capacity to prepare fields by 40 fields per week during the peak season. Practice fields will no longer be prepared.

Maintenance - Equipment - ($40,000) Reducing inventory on hand in the machine shop and the use of special "deep" garbage cans, will achieve the above savings.

Maintenance - Community Centers, Pools, Other Structures - ($112,050) Several reductions have been made in this service area including:

‹ The reclassification of an existing vacant Surveyor II position to an Engineering Technician will provide $20,616 savings and can be accomplished due to the backlog of surveying and water rights work being addressed.

‹ An audit of the utility accounts will be performed to verify each account billed with their respective meters. The audit of utility accounts and better trip planning will conservatively provide $21,000 in savings.

‹ A maintenance mechanic position that currently addresses weekend emergencies and assists in playground maintenance will be eliminated. These duties will be reallocated to other positions with a limited impact to the community.

Maintenance - Parks - ($102,988) A reduction of one Park Maintenance Supervisor position is possible through retirement.

City of Portland, Oregon – FY 2009–10 Adopted Budget 207 Portland Parks & Recreation Bureau Summary Parks, Recreation, and Culture Service Area

Public Safety and Security - ($40,000) This eliminates a seasonal Park Ranger Supervisor position. This will reduce oversight of rangers during the peak season to one supervisor for a seven day/week operation. Additionally, the Park Watch program will be impacted and community meetings will be curtailed.

Maintenance - Trees - ($8,000) The following efficiencies will produce the above savings:

‹ Move to nine hour work days, which will produce savings related to set up and take down times

‹ Transition to smaller growing stock that results in use of lighter equipment/trucks

‹ Reduction in inspector trucks being taken home for emergency call-outs, which results in fuel savings

Programming - Community Centers - ($65,944) Reallocating preschool resources from Hillside Community Center to Fulton Community Center will save $35,800. This will not impact the programs at Hillside Community Center. Southwest, Dishman, Mt Scott, and East Portland community centers will save a combined $30,144 by using permanent staff instead of seasonal help. The impact will be less time for new program development and the amount of attention to the other activities at the centers.

Programming - Citywide Sports - ($40,000) Through better coordination with Portland Public Schools (PPS), the city will derive $40,000 from custodial savings by having teams that participate in a PPS facility, clean up after their games.

Revenue Packages For the FY 2009-10 Adopted Budget, PP&R looked at certain programs where fee increases would not cause an overrecovery of costs or over burdening the user. PP&R provides a scholarship program to assist those families and individuals who do not have the fiscal means to participate in these programs. The following revenue decision packages reflect those revenues used towards reaching the targeted shortfall.

Property/Contract Management/Acquisition - $85,000 By working through a current backlog of leases and rental agreements and bringing them up to date with new negotiated pricing, PP&R can achieve additional revenues.

Customer Service Center - $132,500 Fees for park permits, weddings, and picnics will increase based upon a new methodology. PP&R has implemented a sports permit which is based upon paying for the facility or sports field by the hour. Instead of providing an ongoing permit for an afternoon on a specific day of the week, the Pay-Per-Hour program allows for more sports groups to have access to gyms and fields. This will maximize the use of PP&R's facilities, provide better equity of access and recover the costs associated with use.

208 City of Portland, Oregon – FY 2009–10 Adopted Budget Bureau Summary Portland Parks & Recreation Parks, Recreation, and Culture Service Area

Outreach Services (Teen, Latino, Asian) - $11,600 This program has not charged for specific programs like the Asian cooking or the salsa dance classes. A three month charge of $20 per participant will be implemented to cover some of the costs associated with these types of classes as well as others.

Programming - Environmental Education - $5,500 The Environmental Education program has exceeded its revenue targets the last two years. The most popular classes are the day camps and Ladybug programs. Fee increases in these two areas will generate the additional revenues.

Uses of Program The following uses of program revenues are being implemented to retain the current level of Revenues service that was determined through this budget process:

‹ Continue Interstate Firehouse Cultural Center funding but on an ongoing basis - $72,000

‹ Restore 0.5 FTE CAD Technician - $52,700

‹ Provide scholarships for Community Gardeners through fee increases- $25,000

‹ Provide for a future Park Bond measure position - $106,300

Add Packages Teen Programming - $500,000 This package will provide one-time support at the same level of funding as FY 2008-09. The continuation of the program will allow PP&R and the teens that are served to continue to meet the objectives of this program. This program expands the hours of programming and operations at community centers and selected SUN Community Schools. Community centers targeted for program funding are Mt. Scott, Southwest, Montavilla, East Portland, Matt Dishman, University Park, Peninsula Park, and St. Johns. The programs which will be funded are Teen Idol and a variety of sports, leadership, arts, cultural, and outdoor activities. A focused outreach component is included, as well as a portion related to environmental education. The success of this program was due to the way it was developed with teens being the guiding input from public involvement efforts.

BUDGET NOTES

McCall Building One- The Office of Management and Finance is hereby directed to allocate $43,600 of one-time Time Funding General Fund discretionary to Portland Parks and Recreation in FY 2010-11 and FY 2011- 12 for the purpose of replenishing lost lease revenue from the McCall Building.

Capital Budget

CAPITAL PLANNING & BUDGETING

Capital Planning PP&R receives requests for capital projects throughout the year from neighborhoods, field Process staff, and other public agencies. Projects are developed through neighborhood, district plans, as well as park system and site specific plans. Because park development is integral to many other city planning efforts, PP&R staff coordinates projects with a variety of Citywide teams.

City of Portland, Oregon – FY 2009–10 Adopted Budget 209 Portland Parks & Recreation Bureau Summary Parks, Recreation, and Culture Service Area

Potential projects are compiled in a database and scored using criteria that includes public support, legal mandate, conformance to City or PP&R plans, public health and safety, environmental quality, availability of funding, protection of assets, and effect on the operating budget. Selected projects are then prioritized into the five year capital forecast and those that are proposed for the next fiscal year are reviewed by an interdepartmental team. The major challenge to PP&R's capital planning is the lack of consistent revenue and urgent and unanticipated needs that can result from deferring maintenance. There have been improvements made to the capital planning process with implementation of a five-year capital forecast, an asset management assessment approach, and an iterative process that includes open discussion of our priorities with the public.

FY 2010-14 CIP Focus For FY 2010-14, the CIP forecast reflects an expanded emphasis on capital maintenance, to on Major Maintenance address ongoing major maintenance, large individual maintenance projects, systemwide improvement projects, and land acquisitions.

Asset Management PP&R continues to implement an Asset Management System approach by updating its and Replacement current asset registry. The funding needed for capital maintenance over the five-year Plans forecast is over $122 million. Currently, the majority of these funds come from external sources. The current annual allocation of discretionary General Fund resources is $965,970, or $5 million over the five year period. PP&R continues to address its highest priority concerns with these funds. PP&R continues to look at other sources of funding that can address this current backlog of deferred maintenance needs.

CAPITAL PROGRAMS & PROJECTS

Program Description Projects within the capital program meet two primary objectives; maintaining the system and growing the system. Unfortunately, there is a fundamental imbalance between funds available to fix or maintain the system, which are few, and funds available to grow the system, which are more plentiful. To act as a proper steward of public resources and budget accordingly, PP&R attempts to balance the two primary objectives by only growing the systems as resources are made available to sustain system growth long term. For maintenance and smaller growth projects, PP&R requests and sets aside funds each year so that maintenance and expansion needs can be adequately planned. PP&R categorizes projects into six program areas: Acquisitions; Buildings and Aquatics; Amenities (developed parks, trails, furnishings); Natural Areas; Utilities & Roads; and Enterprise. Each program area, except Acquisitions, includes maintenance as well as growth-related projects. The $281.7 million five year distribution of projects across program areas is as follows:

‹ Acquisitions - $34.2 million or 12%

‹ Amenities - $101.7 million or 36%

‹ Building & Aquatics - $130.6 million or 46%

‹ Natural Areas - $5.7 million or 2%

‹ Enterprise - $5.1 million or 2%

‹ Utilities and Roads - $4.4 million or 2%

Funding Sources The diverse capital funding sources for PP&R for FY 2009-10 include: Tax increment dollars from the Portland Development Commission (PDC) - $8.5 million (24%)

210 City of Portland, Oregon – FY 2009–10 Adopted Budget Bureau Summary Portland Parks & Recreation Parks, Recreation, and Culture Service Area

General Fund - $1.1 million (3%) System Development Charges (SDC) - $7.2 million (21%) System Development dollars carried forward from previous years - $1.4 million (4%) Enterprise Revenues - $0.2 million (1%) General Fund dollars carried forward from previous years - $3.8 million (11%) Interagency funding (including Metro) - $6.8 million (19%) 2002 Parks Operating Levy - $1.1 million (3%) Donations and grants - $4.2 million (12%) Interest and other - $0.6 million (2%)

Major Projects by Major Maintenance: Ongoing General Fund support is $965,970 for FY 2009-10. Program Of this amount, $353,688 will be used for the schematic and construction documents for the Mt Tabor maintenance facilities and adjoining nursery. This follows the master planning process which was completed during FY 2008-09. A total of $612,282 will be used for emergency repairs to PP&R facilities. There is over $124 million in maintenance projects identified over the five year CIP forecast. PP&R depicts these projects in their respective plan years. Buildings & Aquatics: A southeast zone maintenance facility refurbishment is scheduled for completion in this next fiscal year. Natural Areas: The Natural Areas Acquisition Strategy provides for planning and ecosystem management with respect to land acquisition that will be funded through the Metro 2006 Natural Areas Bond and System Development Charges (SDC’s). The overall strategy is to link green infrastructure throughout the parks system, which includes land banking. Additionally, a flood mitigation project is under way at Westmoreland Park. Amenities: Major projects in this program include South Waterfront Greenway and its neighborhood park, trail development along Marine Drive and Columbia Slough, and development projects such as Interstate, River District, and Lents Urban Renewal Areas. Playground safety projects are included as well. The Directors Park (formerly South Park Block 5) project is scheduled to be completed this summer. Utilities & Roads: Street improvements around Directors Park is the major project in this category.

Net Operating and As new PP&R assets, including natural areas, skateparks, and pools, are placed into service Maintenance Costs or PP&R will request resources to cover the operating and maintenance costs through the Savings Budget Monitoring Process. This is necessary in order to ensure that new park’s assets are able to be maintained and are financially sustainable.

City of Portland, Oregon – FY 2009–10 Adopted Budget 211 Portland Parks & Recreation Recreation Parks, Recreation, and Culture Service Area Recreation

Description The Recreation program provides an extensive range of programmed aquatic, arts, and sports activities which are delivered at community centers, pools, parks, and community schools. The Recreation program also provides education and socialization opportunities that contribute to an enriched and healthful community.

Outcomes The PP&R Strategic Plan articulates high level outcomes for the bureau to achieve over the next three years. Outcome statements most germane to service delivery in the Recreation program include the following:

‹ High quality services that balance fiscal responsibility and affordability

‹ Prioritized services that balance the greater community needs with individuals’ demand

‹ Improved service delivery through partnerships

Performance Assessing progress towards desired outcomes will be measured through a variety of performance measures that monitor conditions in the field, public perception about current conditions, and interventions by PP&R aimed to improve conditions. Future year targets indicated below are not necessarily specific to FY 2009-10. In most cases, target values correspond to strategic goals articulated in the Parks 2020 Vision, or the PP&R three year strategic plan. In some cases, future year targets are currently being developed and the values below are shown as ‘NA’.

Changes to Services The Recreation program is organized into subprograms, which include multiple locations and Activities that are either related to the Arts, Citywide Sports, Aquatics, or community centers. In conjunction with Portland Public Schools (PPS), sports teams, and the Citywide sports department, PP&R has worked at reducing janitorial costs by having sports teams clean up after their games, which should provide $40,000 of cost savings. In the recent past, the Aquatics program has installed equipment that allows for a liquid pool cover at our outdoor pools. The Aquatics program will reduce energy use by about 25%, which is an ongoing savings. Community centers will maximize the roles of permanent staff by allowing for more flexibility with regard to their daily workload. This will provide a stronger connection with the community that uses the facilities and programs. PP&R hopes to continue to receive high marks in customer service with the public by having a higher retention rate and attendance in programs. PP&R will continue to address our preschool needs by reallocating resources between our Hillside and Fulton community centers. The second approach to meeting the economic downturn has been to increase fees where the the local market economy allows for such economic elasticity of demand. These fee increases are between 5% - 20%, and in one instance a 50% (from $50 to $75 per year) increase is being considered. These are not uniform across the board increases, but instead are considered on a program by program basis. Fee increases considerations include never having charged a fee before, or having no fee increases over several years, or the cost of service recovery rate has been historically low and are below the targeted recovery rate which was directed by Council.

212 City of Portland, Oregon – FY 2009–10 Adopted Budget Recreation Portland Parks & Recreation Parks, Recreation, and Culture Service Area

Resources that are passed through to other agencies (i.e. Linnton Community Center, school districts, Multnomah County Aging Services and Human Services, Police Athletic League, and Pioneer Courthouse Square) will be reduced by 5-10%. The Metropolitan Learning Center (MLC) pool will be closed for major repairs to be completed by PPS. The Metropolitan Learning Center site of the SUN Community School program will be closing since it has a vacant position. This site does not fall into the lowest income stratum for schools in this metro area. A popular tradition of free concerts in the park was recently expanded to include Movies in the Park, which provided 35 showings this last year. The City is reducing its support of this program due to fiscal conditions, but sponsorship is anticipated to increase to keep the program operating at current levels.

Actual Actual Revised Proposed Adopted FTE & Financials FY 2006–07 FY 2007–08 FY 2008–09 FY 2009–10 FY 2009–10

FTE 126 128 Expenditures Aquatics 5,276,413 5,416,413 Arts 2,028,465 1,989,665 Community and Socialization 11,211,616 10,956,967 Sports and Games 9,374,043 9,366,543 Total Expenditures 27,890,537 27,729,588 Note: Historical program information is not available due to the level at which budget figures were converted to the new EBS cost structure.

Actual Actual Yr End Est. Target Performance FY 2006–07 FY 2007–08 FY 2008–09 FY 2009–10

Effective Percentage of residents rating the overall quality of 82% 86% NA 90% parks as good or very good None Percentage of residents rating the overall quality of 74% 76% NA 78% recreation centers and activities as good or very good None Total Golf Rounds Played 378,835 367,165 NA 396,979 None Total cost recovery rate for fee supported programs 34% 33% 33% 39% None Percentage of residents satisfied or very satisfied 67% 68% NA 68% with the affordability of recreation programs None Percentage of residents who rate the variety of 67% 68% NA 90% recreation programs as good or very good None Workload P.I.R. Number of Use Days 593 650 650 NA None P.I.R. Attendance (est.) 400,000 385,000 385,000 NA None

City of Portland, Oregon – FY 2009–10 Adopted Budget 213 Portland Parks & Recreation Support Parks, Recreation, and Culture Service Area Support

Description The Support program includes services such as financial management, long range planning, employee services, strategy, policy development, and performance monitoring.

Outcomes The PP&R Strategic Plan articulates high level outcomes for the bureau to achieve over the next three years. The Support program provides services to all other programs and activities of Portland Parks & Recreation and it is involved in progress towards all the outcomes of the PP&R Strategic Plan. Stated here are the outcome statements most germane to services within the Support program. They include the following:

‹ An organization that attracts, cultivates, and develops a safe, creative, and empowered workforce

‹ An organization that reflects the customers it serves

‹ An organizational culture built on continuous improvement and adaptation

‹ An organization that integrates principles of financial, social, and environmental sustainability into decision-making and work processes

Performance Assessing progress towards desired outcomes will be measured through a variety of performance measures that monitor conditions in the field, public perception about current conditions, and interventions by PP&R that aim to improve conditions. Future year targets that are indicated below are not necessarily specific to FY 2009-10. In most cases target values correspond to strategic goals articulated in the Parks 2020 Vision or the PP&R three year strategic plan. In some cases, future year targets are currently being developed and the values below are shown as ‘NA’.

Changes to Services This program has a couple of subprograms which will be impacted in FY 2009-10, such as and Activities the planning and the finance functions. The planning section will experience a decrease in funding from various sources. This reduction will impact the department in its ability to respond to community inquiries, master planning, as well as other document development. Although the bureau will benefit from a coordinated communications group, there will be an increased workload to handle all internal and external communications, including media and public involvement functions. Marketing efforts will be limited as will support for community events. The PP&R CIP is experiencing a significant reduction in project funding and has several current projects nearing completion. Funding from PDC, Levy, General Fund, and other agencies are not available at prior years’ levels and as such two FTE will be cut this coming year.

214 City of Portland, Oregon – FY 2009–10 Adopted Budget Support Portland Parks & Recreation Parks, Recreation, and Culture Service Area

Actual Actual Revised Proposed Adopted FTE & Financials FY 2006–07 FY 2007–08 FY 2008–09 FY 2009–10 FY 2009–10

FTE 48 52 Expenditures Business Services 10,392,004 10,121,666 Planning 584,332 642,769 Total Expenditures 10,976,336 10,764,435 Note: Historical program information is not available due to the level at which budget figures were converted to the new EBS cost structure.

Actual Actual Yr End Est. Target Performance FY 2006–07 FY 2007–08 FY 2008–09 FY 2009–10

Effective Percentage of employees satisfied or very satisfied 60% 72% NA 80% None Percentage of employees rating internal 28% 39% NA 50% communication as good or very good None Minority employees as a percentage of total 12% 16% 16% 22% None Female employees as a percentage of total 34% 38% 38% 49% None Annual greenhouse gas emissions 13,411 14,131 14,000 13,000 None Efficiency Workers compensation claims per 100 workers 8.30 8.40 8.40 8.00 None

City of Portland, Oregon – FY 2009–10 Adopted Budget 215 Portland Parks & Recreation Infrastructure Parks, Recreation, and Culture Service Area Infrastructure

Description The Infrastructure program includes all activities related to maintenance, capital construction, and design of PP&R facilities, structures, grounds, and natural areas. The Infrastructure program also includes all aspects of property acquisition, disposition, and management.

Outcomes The PP&R Strategic Plan articulates high level outcomes for the bureau to achieve over the next three years. Outcome statements most germane to service delivery in the Infrastructure program include the following:

‹ Effectively managing built and natural assets

‹ Adequate land and facilities are provided to meet identified recreation, open space, and biodiversity needs.

Performance Assessing progress towards desired outcomes will be measured through a variety of performance measures that monitor conditions in the field, public perception about current conditions, and interventions by PP&R that aim to improve conditions. Future year targets that are indicated below are not necessarily specific to FY 2009-10. In most cases, target values correspond to strategic goals articulated in the Parks 2020 Vision or the PP&R three year strategic plan. In some cases, future year targets are currently being developed and the values below are shown as ‘NA’.

Changes to Services The Infrastructure program is organized into subprograms that are related to maintenance or and Activities property. Urban Forestry will achieve efficiencies by shifting their work day to a nine hour day, allowing for more productive work to occur during a full day due to the time it takes to set up and take down equipment for a task. In addition, the transition to smaller tree stock allows for lighter equipment to be used. Fuel savings will be achieved through the reduction of inspector trucks taken home for emergency call-outs, as well. Central Services facilities are able to reclassify an existing vacant Surveyor II position to an Engineering Technician, as the backlog of survey work has been addressed. In addition, this group will perform an audit of the utility accounts, which should provide savings due to incorrect billing data. This group is the largest user of fuel and with better travel planning will be able to reduce their fuel use as an ongoing cost savings. The Central Services turf and irrigation department has a large parts inventory that can be reduced to provide savings. By minimizing inventory, the department will provide savings and will be able to purchase parts more readily by using new financial tools. Placement of additional large capacity “deep” garbage cans will be reduced. Since these high capacity units are placed in locations that generate high volumes of litter and trash, the possibility of some litter may be evident in the area. PP&R will continue to service smaller cans more frequently, but will place multiple cans to address the issue of high volume areas. In addition, the Central Services department will reduce the sports field enhancement work currently being accomplished under contract. Current staff will complete the remainder of the work during the off-cycle season between August and October. This will save $90,000. PP&R expects deterioration of sports fields will not occur due to heavy use, but the impacts will be monitored.

216 City of Portland, Oregon – FY 2009–10 Adopted Budget Infrastructure Portland Parks & Recreation Parks, Recreation, and Culture Service Area

Through better coordination with our sport groups, PP&R will be able to prepare sports fields based upon scheduled play and not by a seasonal schedule. The second approach to meeting the economic downturn has been to increase fees where the local market economy will continue to allow for such economic elasticity of pricing. PP&R has taken great care to balance fee increases with customer’s ability to pay. The Horticulture group provides other agencies with native plant plugs and containerized plants. We will increase our marketing to these agencies with respect to our small plants. Parks has numerous assets in which we can optimize revenue generation initiatives with regard to rentals, leases and surplus assets. The Property/Contract Management department is working its current backlog of leases, and rental agreements, and bringing them up to-date with new negotiated pricing. This should allow for a significant increase in our revenues from this area, which ultimately offsets other program costs in the bureau. A delay in weekend emergency response may occur as a result of a reduction in staffing. This may affect the maintenance to playgrounds. This will be partially mitigated by reallocating workload to others and by reevaluating the timing of staff response to issues arising during the week. Finally, PP&R will merge maintenance supervisory duties in the South zone. Workload and supervisory responsiblities will increase and be reassessed throughout the department.

Actual Actual Revised Proposed Adopted FTE & Financials FY 2006–07 FY 2007–08 FY 2008–09 FY 2009–10 FY 2009–10

FTE 205 206 Expenditures Capital Development 33,479,475 31,854,193 Maintenance 23,520,696 23,667,516 Property 528,457 633,323 Total Expenditures 57,528,628 56,155,032 Note: Historical program information is not available due to the level at which budget figures were converted to the new EBS cost structure.

Actual Actual Yr End Est. Target Performance FY 2006–07 FY 2007–08 FY 2008–09 FY 2009–10

Effective Percentage of residents rating park grounds as 81% 85% NA 85% well maintained None Percentage of residents rating park facilities as well 62% 64% NA 67% maintained None Percentage of residents rating the beauty of 69% 73% NA 75% landscaping as good or very good None Percentage of residents living within 3 miles of a 55% 55% NA 75% full service community center None Funding for facility maintenance as a percentage of 2.0% 3.1% NA 4.0% current replacement value None Percentage of residents living within 1/2 mile of a 75% 76% NA 100% park or natural area None Percentage of residents rating proximity to parks 80% 83% NA 85% as good or very good None Park acres per 1,000 residents 19.00 18.90 NA 19.00 None Workload Percentage of maintenance that is scheduled 53% 49% NA 60% None Acres of invasive weeds treated annually NA 840 NA 840 None

City of Portland, Oregon – FY 2009–10 Adopted Budget 217 Portland Parks & Recreation Infrastructure Parks, Recreation, and Culture Service Area

Actual Actual Yr End Est. Target Performance FY 2006–07 FY 2007–08 FY 2008–09 FY 2009–10

Miles of Regional Trails 148 150 NA 220 None Natural Areas Acreage 7,140 7,263 NA 7,614 None

218 City of Portland, Oregon – FY 2009–10 Adopted Budget Community Portland Parks & Recreation Parks, Recreation, and Culture Service Area Community

Description The Community program includes services related to community engagement, leadership, public safety, marketing, sponsorship, and business development.

Outcomes The PP&R Strategic Plan articulates high level outcomes for the bureau to achieve over the next three years. Outcome statements most germane to service delivery in the Community program include the following:

‹ The community demonstrates increased awareness and appreciation through participation in a healthy parks system

‹ Diverse and plentiful opportunities for engagement with PP&R exist throughout the community

‹ The community feels authentically engaged and sees that their participation contributes to a better parks system.

Performance Assessing progress towards our desired outcomes will be measured through a host of performance measures that monitor conditions in the field, public perception about current conditions, and interventions by PP&R that aim to improve conditions. Future year targets that are indicated below are not necessarily specific to FY 2009-10. In most cases, target values correspond to strategic goals articulated in the Parks 2020 Vision or the PP&R three year strategic plan. In some cases, future year targets are currently being developed and the values below are shown as ‘NA’.

Changes to Services The Community program is organized into subprograms related to Marketing and Business and Activities Development, Customer Service Center, Outreach, and Senior Recreation. PP&R’s efforts to tie permits to fields and facilities has evolved into a pay per hour methodology. This methodology was formulated by the various sport work groups that partner with PP&R and its facilities. By determining the specific locations, times, and days with regard to the many sports fields and facilities, PP&R, in conjunction with multiple sports organizations, has come up with a system that allows for more play time and for more teams. This also provides the turf crews a better schedule and window to maintaining these fields. In addition, nonsport permitting (i.e. weddings, picnics, events) will see fee increases with regards to facility rentals. The Senior Recreation program has some specific classes that are offsite, which includes outings of various types. These classes along with Golf ID fees will see increases. One change that will occur in the Outreach program will be a nominal charge for classes that have been free in the past, like the Asian cooking class or the salsa dance class. The fees should not impact the community negatively. The Park Watch program will be eliminated. This eliminates PP&R’s ability to have a presence in the parks during the peak summer season. One of the most active programs is Senior Recreation. This program will continue to see the same level of service with regard to the offsite programs such as outings, biking, and various others. The overall service level to senior citizens will be maintained.

City of Portland, Oregon – FY 2009–10 Adopted Budget 219 Portland Parks & Recreation Community Parks, Recreation, and Culture Service Area

The Marketing and Business Development functions of the bureau will continue to exist but will do so through a restructuring of resources. The community will see little impact with regard to basic marketing programs and services.

Actual Actual Revised Proposed Adopted FTE & Financials FY 2006–07 FY 2007–08 FY 2008–09 FY 2009–10 FY 2009–10

FTE 37 41 Expenditures Community Engagement 1,909,480 2,001,526 Leadership and Advocacy 599,102 705,349 Marketing and Business Development 705,191 765,003 Visitor Services 1,500,314 1,456,714 Total Expenditures 4,714,087 4,928,592 Note: Historical program information is not available due to the level at which budget figures were converted to the new EBS cost structure.

Actual Actual Yr End Est. Target Performance FY 2006–07 FY 2007–08 FY 2008–09 FY 2009–10

Effective Percentage of youth participating in recreation 41% 36% 40% 45% programs None Percentage of adults participating in recreation 27% 27% 27% 27% activities None Percentage of seniors participating in recreation 22% 22% 22% 22% activities None Efficiency Annual volunteer hours 459,645 462,877 462,000 460,000 None Workload Number of annual visits (recreation programs) 6,200,000 6,100,000 6,300,000 6,500,000 None

220 City of Portland, Oregon – FY 2009–10 Adopted Budget Performance Measures Portland Parks & Recreation Parks, Recreation, and Culture Service Area Performance Measures

Percent of employees satisfied or very 86% satisfied 81% 76% Employee satisfaction has improved 71% considerably since 2004. The bureau aims to 66% maintain employee satisfaction at 80% or 61% greater. 56% 51% 46% 41% 2005 2006 2007 2008 2009 2010

Residents rating park grounds as well 86% maintained 85% 84% Public satisfaction with the maintenance of 83% park grounds reached its highest level ever in 82%

2008. The bureau's goal is to maintain 81% satisfaction levels at 85%. 80% 79% 78% 77% 2005 2006 2007 2008 2009 2010

Quality of parks 92% 90% This measure reports the percentage of 88% residents rating the quality of parks as good or 86%

very good. Progress continues to be made 84% towards reaching the bureau goal of 90% by the 82% year 2020. 80% 78% 76% 2005 2006 2007 2008 2009 2010

Quality of recreation centers and activities 80% This measure reports residents' rating the 78% quality of recreation centers and activities as 76%

very good or good. Quality ranking for 74% community centers has significantly improved since the early nineties. PP&R's goal is to 72% reach 78% in the near future. 70%

68% 2005 2006 2007 2008 2009 2010

City of Portland, Oregon – FY 2009–10 Adopted Budget 221 Portland Parks & Recreation Performance Measures Parks, Recreation, and Culture Service Area

Funding allocated to facility maintenance 4.5% PP&R's goal is to allocate 2% of facility 4.0%

replacement value towards maintenance as 3.5%

identified in the Parks 2020 Vision. In FY 3.0% 2008-09, 3.1% of total replacement value was allocated towards maintenance at pools and 2.5% community centers. In the future, PP&R will 2.0% expand this performance measure to include 1.5% restrooms, play structures, and other park 2005 2006 2007 2008 2009 2010 amenities.

Residents living within 1/2 mile of a park 103% As of 2008, 76% of Portland households lived 98% within 1/2 mile of a developed park or natural 93% 88%

area. The largest park deficient areas exist in the Outer East Portland and Central Northeast 83%

neighborhood areas. 78%

73%

68% 2005 2006 2007 2008 2009 2010

Cost recovery rate 40% 39% PP&R's cost recovery policy was endorsed by 38% City Council in 2004 and includes an average 37% 36% total cost recovery goal of 39% for all fee supported programs. 35% 34% 33% 32% 31% 2005 2006 2007 2008 2009 2010

222 City of Portland, Oregon – FY 2009–10 Adopted Budget Portland Parks & Recreation SUMMARY OF BUREAU BUDGET

Actual Actual Revised Proposed Adopted FY 2006–07 FY 2007–08 FY 2008–09 FY 2009–10 FY 2009–10

RESOURCES External Revenues Taxes 11,949,431 12,848,121 351,812 137,819 137,819 Licenses and Permits 0 13,476 333,029 40,000 40,000 Charges for Services 24,144,355 25,424,851 29,008,972 30,741,198 30,531,198 Grants 371,304 501,614 2,208,856 1,711,126 2,497,746 Local 2,045,872 3,958,759 16,124,356 17,828,222 15,448,222 Bond & Note 315,577 3,610,000 0 275,000 275,000 Miscellaneous 3,208,291 5,197,093 6,556,133 3,418,943 3,143,978 Total External Revenues 42,034,830 51,553,914 54,583,158 54,152,308 52,073,963 Internal Revenues General Fund Discretionary 31,201,561 34,879,442 37,138,582 39,524,848 39,627,605 Fund Transfers - Revenue 8,653,034 9,958,772 6,488,051 1,851,340 1,889,335 Interagency Revenue 13,134,381 10,923,482 9,354,587 2,280,265 2,455,265 Total Internal Revenues 52,988,976 55,761,696 52,981,220 43,656,453 43,972,205 Beginning Fund Balance 25,751,011 32,177,592 34,985,117 17,789,738 18,141,845 TOTAL RESOURCES $ 120,774,817 $ 139,493,202 $ 142,549,495 $ 115,598,499 $ 114,188,013

Note: Discretionary General Fund revenues are those which may be used by City Council for any public purpose. Nondiscretionary revenues are restricted by policy or contractual agreement to the bureaus that generate the revenue. EXPENDITURES Bureau Requirements Personal Services 35,908,530 38,562,765 43,624,577 41,311,284 41,816,704 External Materials & Services 19,732,459 23,844,424 28,152,332 22,407,635 22,737,556 Internal Materials & Services 18,358,377 17,118,047 15,302,803 7,355,920 7,480,920 Capital Expenses 7,927,457 17,845,977 36,296,967 30,034,749 27,542,467 Total Bureau Requirements 81,926,823 97,371,213 123,376,679 101,109,588 99,577,647 Fund Requirements Contingency 0 0 8,833,380 9,938,843 10,067,914 Fund Transfers - Expense 5,713,549 2,837,906 6,609,028 2,417,262 2,409,646 Bond Expenses 956,853 1,168,169 2,892,399 1,335,178 1,335,178 Unappropriated Fund Balance 32,177,592 38,115,914 838,009 797,628 797,628 Total Fund Requirements 38,847,994 42,121,989 19,172,816 14,488,911 14,610,366 TOTAL EXPENDITURES $ 120,774,817 $ 139,493,202 $ 142,549,495 $ 115,598,499 $ 114,188,013 PROGRAMS Community 4,714,087 4,928,592 Infrastructure 57,528,628 56,155,032 Recreation 27,890,537 27,729,588 Support 10,976,336 10,764,435 TOTAL PROGRAMS $ $ $ $ 101,109,588 $ 99,577,647 Note: Historical program information is not available due to the level at which budget figures were converted to the new EBS cost structure.

City of Portland, Oregon – FY 2009–10 Adopted Budget 223 Portland Parks & Recreation CIP SUMMARY

This table summarizes Capital Improvement Plan project costs by capital programs.

Bureau Capital Program Revised Adopted Capital Plan

Project Prior Years FY 2008–09 FY 2009–10 FY 2010–11 FY 2011–12 FY 2012–13 FY 2013–14 5–Year Total

Portland Parks & Recreation Acquisitions SDC Acquisition Community Parks 0 2,327,600 0 500,000 0 0 0 500,000 SDC Acquisitions Neighborhood Parks 0 0 545,200 1,000,000 1,000,000 2,000,000 1,400,000 5,945,200 SDC City Wide Components 0 1,150,000 500,000 1,721,200 1,500,000 0 0 3,721,200 SDC Community Garden Acquisition 0 32,560 16,800 0 0 0 0 16,800 SDC Habitat Acquisiton 0 0 1,300,000 1,000,000 2,500,000 3,500,000 2,000,000 10,300,000 SDC Trail Acquisition 0 0 1,773,998 689,590 750,000 150,000 0 3,363,588 Total Acquisitions 0 3,510,160 4,135,998 4,910,790 5,750,000 5,650,000 3,400,000 23,846,788 Amenities Burnside ADA Compliance 0 0 0 0 0 550,000 0 550,000 Cathedral Park Transient Dock 0 0 0 138,000 990,000 0 0 1,128,000 Citywide Play Equipment 0 0 0 0 242,000 726,000 726,000 1,694,000 Columbia Slough Trail - Airport Way to 0 0 0 110,000 0 0 0 110,000 185th St Columbia Slough Trail-PIR to MLK 0 150,000 500,000 0 0 0 0 500,000 Community Garden Development 0 180,000 80,000 0 0 0 0 80,000 Dawson Park Improvements 0 0 350,000 1,450,000 0 0 0 1,800,000 East Delta Synthetic Fields 0 0 0 655,000 2,292,000 3,601,000 0 6,548,000 Farragut Park Improvements 0 0 200,000 0 0 0 0 200,000 Forest Park Entrance 0 0 0 0 0 0 2,833,000 2,833,000 Forest Park Trail Bridge Replacement 0 0 0 55,000 0 0 0 55,000 Gentemann Park Trail Development 0 0 0 314,000 0 0 0 314,000 Gilbert Heights Park Development 0 0 350,000 0 0 0 0 350,000 Interstate Urban Renewal District 63,918 595,000 0 1,600,000 600,000 1,100,000 600,000 3,900,000 Kelly Point Park Canoe Launch 0 0 101,500 185,000 0 0 0 286,500 Laurelhurst Park Pond Dredging 49,521 1,231,211 1,175,000 0 0 0 0 1,175,000 Leach Botanical Garden 0 0 0 0 83,000 0 0 83,000 Lents Synthetic Field 0 0 0 2,310,000 2,310,000 0 0 4,620,000 Lief Erickson Drive Refurbishment 0 0 0 0 1,100,000 1,650,000 1,650,000 4,400,000 Lovejoy Park Structure Replacement 0 0 0 55,000 275,000 0 0 330,000 Maricara Trail Development 0 0 0 0 22,000 61,000 0 83,000 Marine Drive Trail Gaps 0 0 955,209 0 0 0 0 955,209 Marine Drive Trail, Bridgeton Rd to Levee 0 0 540,000 1,500,000 0 0 0 2,040,000 Marquam Nature Park Trail 0 0 0 0 121,000 0 0 121,000 Marshall Park Bridge 11,917 118,083 100,000 0 0 0 0 100,000 Marshall Park Trail 0 0 0 0 215,000 0 0 215,000 Mary Reike School Synthetic Grass 0 0 0 0 1,041,000 0 0 1,041,000 Replacement Master Planned Project Development 0 0 0 0 3,000,000 3,000,000 3,000,000 9,000,000 Metro Bond Local Share Neighborhood 754 2,949,115 1,900,000 0 0 0 0 1,900,000 Park Acquisition Metro Bond Local Share Trail Acqusition 513 750,000 729,000 235,455 0 0 0 964,455 Mt Tabor Trail Improvements 0 0 0 0 644,000 0 0 644,000 Northgate Playstructure 0 0 15,000 0 0 0 0 15,000 O' Bryant Square Development 0 0 0 1,600,000 0 0 0 1,600,000 Play Area ADA Compliance 0 0 0 0 400,000 400,000 400,000 1,200,000 Playground Safety Improvements 391,315 369,684 325,000 0 0 0 0 325,000 Playstructures 695,881 264,010 250,000 0 0 0 0 250,000 River District Neighborhood Park 165,900 350,000 2,450,000 2,450,000 0 0 0 4,900,000 Riverplace Dock Repair 0 168,500 75,000 0 0 0 0 75,000 SDC Community Park Development 0 0 0 450,000 2,122,478 1,000,000 2,000,000 5,572,478 SDC Neighborhood Park Development 0 750,000 343,906 2,326,684 1,750,000 2,966,248 4,209,832 11,596,670 South Park Block 5 (Director Park) 0 0 1,840,000 0 0 0 0 1,840,000 South Waterfront Greenway-SDC 0 2,000,000 1,560,000 3,360,000 0 0 0 4,920,000 South Waterfront Neighborhood Park 312,394 3,500,000 1,463,000 0 0 0 0 1,463,000 Sports Field Renovatation 0 0 0 582,000 1,330,000 1,330,000 0 3,242,000 Springwater Circle Bridge 31,869 394,139 350,000 0 0 0 0 350,000 Springwater Trail Culvert-Telford Road 0 0 0 0 165,000 0 0 165,000 Springwater Trail Rebuild Culverts 0 0 0 226,000 0 0 0 226,000 Springwater Trailhead at 82nd Street 0 0 0 1,650,000 0 0 0 1,650,000

224 City of Portland, Oregon – FY 2009–10 Adopted Budget CIP SUMMARY Portland Parks & Recreation Parks, Recreation, and Culture Service Area

This table summarizes Capital Improvement Plan project costs by capital programs.

Bureau Capital Program Revised Adopted Capital Plan

Project Prior Years FY 2008–09 FY 2009–10 FY 2010–11 FY 2011–12 FY 2012–13 FY 2013–14 5–Year Total

Springwater Trailhead at SE 136th St 0 0 0 0 1,045,000 0 0 1,045,000 Springwater-Sellwood Gap Trail 0 0 110,000 0 0 0 0 110,000 Swan Island Waud Bluff Trail 0 0 1,171,801 0 0 0 0 1,171,801 Tanner Springs Rainwater Pavillion 0 181,036 140,000 0 0 0 0 140,000 Tennis Court Renovation 0 0 0 0 550,000 0 0 550,000 Terrace Trail Park Amenities 0 0 250,000 0 0 0 0 250,000 Trail Bridge/Culvert Repair 0 0 0 0 0 100,000 100,000 200,000 Wading Pool Conversion Priority 1 0 0 0 1,573,000 1,573,000 0 0 3,146,000 Wading Pool Conversion Priority 2 0 0 0 0 0 968,000 968,000 1,936,000 Washington Park Pathway Gutters 0 0 0 220,000 0 0 0 220,000 Waterfront Park Lead Paint Abatement 0 0 0 143,000 0 0 0 143,000 Westmoreland Park Ballfield Renovation 0 0 0 832,000 3,562,000 0 0 4,394,000 Westmoreland Park Playground 0 0 450,000 0 0 0 0 450,000 Relocation Westmoreland-Crystal Springs 0 0 567,000 0 0 0 0 567,000 Willamette Greenway 0 0 0 0 750,000 0 0 750,000 Total Amenities 1,723,982 13,950,778 18,341,416 24,020,139 26,182,478 17,452,248 16,486,832 102,483,113 Buildings SE 136th St Maintenance Facility 0 0 0 0 517,000 2,055,000 0 2,572,000 Total Buildings 0 0 0 0 517,000 2,055,000 0 2,572,000 Buildings & Aquatics Buckman Special Recreation Offices 0 0 0 0 0 2,200,000 3,300,000 5,500,000 Relocation Capital Equipment Reserve 0 89,275 89,275 0 0 0 0 89,275 Interstate Firehouse Cultural Center 0 0 0 0 0 74,000 0 74,000 Upgrade Maintenance Facility Replacement 0 0 353,688 2,200,000 15,510,000 18,480,000 11,440,000 47,983,688 Major Maintenance 0 0 711,282 0 0 0 0 711,282 Matt Dishmann Pool Heat Wheel 0 0 0 0 454,000 0 0 454,000 McLoughlin Facility 86,632 858,000 850,000 0 0 0 0 850,000 Mt Scott Community Center 0 0 0 0 363,000 4,344,000 0 4,707,000 Refurbishment Mt Tabor Volcano Restroom 0 0 0 449,000 0 0 0 449,000 Multnomah Arts Center Facility 0 0 0 0 1,370,000 0 0 1,370,000 Improvements Multnomah Arts Center/Pottery Barn 0 0 0 0 0 0 3,300,000 3,300,000 Seismic Pioneer Square Water Membrane 0 0 0 193,000 2,899,000 0 0 3,092,000 Replacement Pittock Mansion Exterior Masonry 0 0 0 605,000 2,420,000 2,426,000 0 5,451,000 Pittock Mansion Seismic 0 0 0 0 1,137,000 0 0 1,137,000 Pool Mechanical Equipment Replacement 0 0 0 0 330,000 330,000 330,000 990,000 Pool Replaster 0 0 0 0 220,000 220,000 220,000 660,000 Property Management Maintenance 12,116 278,884 290,000 0 0 0 0 290,000 Project St Johns Modular Building 0 80,000 80,000 0 0 0 0 80,000 Urban Forestry Barn 0 0 0 0 0 0 1,859,000 1,859,000 Washington Monroe Community Center 0 0 636,620 3,300,000 20,900,000 19,800,000 0 44,636,620 Whitaker Ponds Bunn Structure 0 0 0 0 165,000 0 0 165,000 Total Buildings & Aquatics 98,748 1,306,159 3,010,865 6,747,000 45,768,000 47,874,000 20,449,000 123,848,865 Golf Golf Small Capital Projects 0 50,000 50,000 200,000 200,000 200,000 200,000 850,000 Heron Lakes New Clubhouse 0 200,000 200,000 0 0 2,000,000 2,000,000 4,200,000 Total Golf 0 250,000 250,000 200,000 200,000 2,200,000 2,200,000 5,050,000 Infrastructure Directors Park Enhanced Street 0 0 1,382,000 0 0 0 0 1,382,000 Total Infrastructure 0 0 1,382,000 0 0 0 0 1,382,000

City of Portland, Oregon – FY 2009–10 Adopted Budget 225 Portland Parks & Recreation CIP SUMMARY Parks, Recreation, and Culture Service Area

This table summarizes Capital Improvement Plan project costs by capital programs.

Bureau Capital Program Revised Adopted Capital Plan

Project Prior Years FY 2008–09 FY 2009–10 FY 2010–11 FY 2011–12 FY 2012–13 FY 2013–14 5–Year Total

Natural Areas Hoyt Collection Improvements 0 0 0 165,000 165,000 165,000 165,000 660,000 Metro Bond Local Share Natural Area 0 3,780,885 3,010,000 910,000 921,268 0 0 4,841,268 Acquisition Metro Bond Local Share Natural Area 0 500,000 991,000 740,545 258,731 236,410 0 2,226,686 Restoration Oaks Bottom Habitat Restoration 0 0 0 0 990,000 0 0 990,000 Ross Island Site Restoration 0 0 0 0 0 825,000 0 825,000 Total Natural Areas 0 4,280,885 4,001,000 1,815,545 2,334,999 1,226,410 165,000 9,542,954 Parks, Fixtures & Trails Couch Park Repairs Levy 0 0 48,500 0 0 0 0 48,500 Gateway URA Development 0 0 250,000 750,000 500,000 0 0 1,500,000 Lents URA Development 0 0 15,000 40,000 300,000 269,000 0 624,000 Total Parks, Fixtures & Trails 0 0 313,500 790,000 800,000 269,000 0 2,172,500 Utilities & Roads Kelly Point Park Parking Lot 0 0 0 1,540,000 0 0 0 1,540,000 Mt Tabor Parking Improvements 0 0 0 509,000 0 0 0 509,000 Mt Tabor Road Improvements 0 0 0 0 0 419,000 0 419,000 Mt Tabor Roadway Local Improvement 0 0 0 0 599,000 0 0 599,000 District Total Utilities & Roads 0 0 0 2,049,000 599,000 419,000 0 3,067,000 Total Portland Parks & Recreation $ 1,822,730 $ 23,297,982 $ 31,434,779 $ 40,532,474 $ 82,151,477 $ 77,145,658 $ 42,700,832 $273,965,220

226 City of Portland, Oregon – FY 2009–10 Adopted Budget Portland Parks & Recreation FTE SUMMARY Revised Proposed Adopted Salary Range FY 2008–09 FY 2009–10 FY 2009–10

Class Title Minimum Maximum No. Amount No. Amount No. Amount

0515 Accountant II 48,024 58,652 2.00 110,876 2.00 113,776 2.00 113,776 0510 Accounting Technician 30,401 42,407 2.00 84,816 2.00 84,816 2.00 84,816 7103 Administrative Assistant 43,493 67,004 3.00 203,088 3.00 204,108 3.00 204,108 7107 Administrative Supervisor II 55,436 73,894 1.00 73,608 1.00 73,896 1.00 73,896 7818 Aquatic Program Supr 58,234 77,653 1.00 70,932 1.00 73,836 1.00 73,836 6004 Architect 59,404 75,878 1.00 75,876 1.00 75,876 1.00 75,876 7810 Arts Programs Supervisor 58,234 77,653 1.00 60,384 1.00 62,238 1.00 62,238 7375 Assistant Financial Analyst 43,493 67,004 2.00 124,020 2.00 126,155 2.00 126,155 7152 Assistant Program Specialist 43,493 67,004 2.00 117,000 1.00 58,878 2.00 119,394 7140 Assistant to Bureau Director 72,474 96,549 1.00 96,180 1.00 96,304 1.00 96,304 1311 Auto Equipment Operator I 39,401 47,753 4.00 190,992 4.00 190,992 4.00 190,992 6011 Botanic Specialist I 49,548 63,225 2.00 112,776 2.00 115,031 2.00 115,031 6012 Botanic Specialist II 52,137 66,524 10.00 593,921 10.00 605,913 10.00 605,913 6010 Botanic Technician 36,498 48,901 4.00 149,489 4.00 156,990 4.00 156,990 6001 Building/Landscape Designer I 43,994 53,453 1.00 43,992 1.00 43,992 0.00 0 6002 Building/Landscape Designer II 48,901 59,404 1.00 59,400 1.00 59,400 0.00 0 7112 Business Operations Manager 72,474 96,549 1.00 96,180 1.00 96,211 1.00 96,211 7121 Business Systems Analyst 55,436 73,894 1.00 59,844 1.00 61,680 1.00 61,680 6032 CAD Technician II 48,901 62,389 1.00 62,388 1.00 62,388 1.00 62,388 6033 CAD Technician III 59,404 75,878 1.00 75,876 1.00 75,876 1.00 75,876 7657 Capital Projects Manager III 67,380 90,557 1.00 78,660 1.00 80,274 1.00 80,274 1420 Carpenter 49,632 53,933 7.00 373,916 7.00 377,496 7.00 377,496 7134 CIP Planning Supervisor 72,474 96,549 1.00 96,180 1.00 96,552 1.00 96,552 7205 Comm Outreach/Invlvmt Pgm Mgr 61,158 81,662 1.00 70,524 1.00 73,175 1.00 73,175 7202 Community Outreach & Info Asst 43,493 67,004 1.00 66,744 0.50 33,494 1.00 66,986 7203 Community Outreach & Info Rep 52,806 70,366 1.00 63,876 1.00 65,184 1.00 65,184 1315 Construction Equip Operator 41,948 53,557 2.00 98,406 2.00 104,340 2.00 104,340 7852 Director of Golf 67,380 90,557 1.00 90,204 1.00 90,494 1.00 90,494 1453 Electrician 62,118 67,046 2.00 134,088 2.00 134,088 2.00 134,088 1457 Electrician Supervisor 68,486 73,915 1.00 73,920 1.00 73,920 1.00 73,920 6111 Engineering Associate Senior 67,526 86,109 1.00 78,108 1.00 78,108 1.00 78,108 6021 Engineering Technician I 36,498 48,901 0.00 0 1.00 36,504 1.00 36,504 7725 Facilities Const Proj Spec 52,806 70,366 2.00 122,904 2.00 123,088 1.00 70,276 1115 Facilities Maint Technician 50,154 54,497 6.00 322,620 6.00 322,620 6.00 322,620 1114 Facilities Mnt Tech Apprentice 32,698 54,497 1.00 34,052 1.00 38,382 1.00 38,382 7376 Financial Analyst 55,436 73,894 1.00 73,608 1.00 73,872 1.00 73,872 1524 General Mechanic 45,059 54,497 1.00 54,492 1.00 54,492 1.00 54,492 7850 Golf Course Superintendent 58,234 77,653 4.00 297,060 4.00 299,386 4.00 299,386 1220 Greens Keeper I 38,127 46,667 15.00 696,916 15.00 700,020 15.00 700,020 1221 Greens Keeper II 42,950 49,068 5.00 245,340 5.00 245,340 5.00 245,340 1222 Greens Keeper III 44,558 53,933 5.00 269,640 5.00 269,640 5.00 269,640 4110 High Climber 44,976 53,933 8.00 428,408 8.00 431,424 8.00 431,424 4114 Horticulturalist 42,407 51,240 24.63 1,222,190 23.63 1,200,766 24.63 1,243,186 7659 Landscape Architect Project Mgr 67,380 90,557 1.00 82,476 1.00 83,319 1.00 83,319 1240 Maintenance Mechanic 44,558 49,820 12.00 594,752 11.00 548,064 12.00 597,888 1200 Maintenance Worker 22,843 27,102 2.00 54,216 2.00 54,216 2.00 54,216 7131 Management Analyst 55,436 73,894 2.00 124,488 2.00 126,403 2.00 126,403 7130 Management Assistant 43,493 67,004 1.00 65,232 1.00 67,008 1.00 67,008 7812 Music Programs Supervisor 58,234 77,653 1.00 77,352 1.00 77,652 1.00 77,652 7862 Natural Areas Horticult Supr 58,234 77,653 2.00 144,492 2.00 148,632 2.00 148,632 0102 Office Support Spec II 30,401 42,407 8.00 316,553 8.00 326,160 8.00 326,160 0104 Office Support Spec III 38,899 50,070 2.00 86,982 2.00 92,148 2.00 92,148 7814 Outdoor Rec/Env Ed Prg Supr 58,234 77,653 1.00 75,108 1.00 75,744 1.00 75,744 1443 Painter 49,632 53,933 3.00 161,784 3.00 161,784 3.00 161,784 7825 Park Ranger Supervisor 43,493 67,004 1.00 43,488 1.00 43,488 1.00 43,488 1215 Park Technician 41,071 46,667 29.00 1,337,340 29.00 1,351,320 29.00 1,351,320 7109 Parks & Recr Admin Manager 67,380 90,557 1.00 81,180 1.00 81,736 1.00 81,736 7823 Parks & Recr City Nat Zone Mgr 64,269 85,984 2.00 163,236 2.00 166,446 2.00 166,446 7804 Parks & Recr Nat Areas Mgr 83,791 113,566 1.00 104,892 1.00 107,046 1.00 107,046 7809 Parks & Recr Services Mgr 90,014 125,718 1.00 119,496 1.00 121,944 1.00 121,944 7806 Parks & Recr Work/Comm Alli Mgr 83,791 113,566 1.00 111,132 1.00 112,350 1.00 112,350 7821 Parks & Recr Zone Mgr 67,380 90,557 4.00 312,012 4.00 316,654 4.00 316,654 7080 Parks & Recreation Director 111,353 159,586 1.00 154,608 1.00 155,853 1.00 155,853 7835 Parks Athlectic Fields Maint Spec 55,436 73,894 1.00 61,500 1.00 61,711 1.00 61,711 7832 Parks Irrigation Maint Supr 55,436 73,894 1.00 72,324 1.00 73,896 1.00 73,896 1219 Parks Maintenance Crew Lead 44,516 53,787 5.00 264,318 5.00 268,920 5.00 268,920 7830 Parks Maintenance Supervisor 55,436 73,894 7.00 476,988 6.00 408,749 7.00 482,525 7826 Parks Security Manager 61,158 81,662 1.00 81,348 1.00 81,634 1.00 81,634 7834 PPR Cent Serv & Asset Sys Mgr 72,474 96,549 1.00 96,180 1.00 96,428 1.00 96,428

City of Portland, Oregon – FY 2009–10 Adopted Budget 227 Portland Parks & Recreation FTE SUMMARY Parks, Recreation, and Culture Service Area

Revised Proposed Adopted Salary Range FY 2008–09 FY 2009–10 FY 2009–10

Class Title Minimum Maximum No. Amount No. Amount No. Amount

7133 Principal Management Analyst 72,474 96,549 1.00 96,180 1.00 96,335 1.00 96,335 7154 Program Coordinator 58,234 77,653 2.00 136,572 2.00 141,531 2.00 141,531 7156 Program Manager 61,158 81,662 2.00 162,120 2.00 163,098 2.00 163,098 7153 Program Specialist 52,806 70,366 4.00 207,408 4.00 209,939 4.00 209,939 7678 Prop Acquisition & Svcs Mgr 61,158 81,662 1.00 73,404 1.00 76,165 1.00 76,165 7553 Public Works Supervisor II 55,436 73,894 1.00 73,608 1.00 73,752 1.00 73,752 7855 Raceway Maintenance Supervisor 58,234 77,653 1.00 73,608 1.00 75,120 1.00 75,120 7857 Raceway Manager 67,380 90,557 1.00 90,204 1.00 90,262 1.00 90,262 4325 Rec Coordinator I 39,192 48,066 51.00 2,367,832 49.00 2,322,432 51.00 2,414,676 4326 Rec Coordinator II 41,593 51,198 11.00 535,586 11.00 550,961 11.00 550,961 4322 Recreation Leader 27,582 39,818 18.88 680,992 16.63 620,004 18.88 699,972 7802 Recreation Supervisor I 55,436 73,894 10.00 661,056 10.00 672,852 10.00 672,852 6082 Right-of-Way Agent II 48,901 62,389 1.00 53,916 1.00 56,580 1.00 56,580 7192 Safety & Risk Officer I 61,158 81,662 1.00 81,348 1.00 81,374 1.00 81,374 7102 Senior Admin Specialist 40,507 62,348 1.00 51,912 1.00 52,268 1.00 52,268 7113 Senior Business Operations Mgr 90,014 125,718 1.00 109,992 1.00 112,248 1.00 112,248 6134 Senior City Planner 59,404 75,878 5.00 379,380 2.00 208,656 5.00 379,380 7377 Senior Financial Analyst 61,158 81,662 2.00 147,456 1.50 113,890 2.00 152,998 7132 Senior Management Analyst 61,158 81,662 4.00 309,192 4.00 314,664 4.00 314,664 7158 Senior Progam Manager 72,474 96,549 2.00 180,168 1.00 85,756 2.00 181,384 7820 Senior Recreation Prg Supr 58,234 77,653 1.00 73,836 1.00 76,872 1.00 76,872 7836 Sports Management Supervisor 58,234 77,653 1.00 77,352 1.00 77,377 1.00 77,377 7204 Sr Comm Outreach & Info Rep 58,234 77,653 1.00 77,352 1.00 77,652 1.00 77,652 7718 Sr Facilities Maintenance Supr 58,234 77,653 1.00 77,268 1.00 77,588 1.00 77,588 7815 SUN Community School Recreation 58,234 77,653 1.00 70,308 1.00 72,708 1.00 72,708 7788 Supervising Parks Planner 72,474 96,549 1.00 94,992 1.00 95,902 1.00 95,902 7728 Supv Facilities Const Prj Spec 61,158 81,662 1.00 79,956 1.00 81,376 1.00 81,376 3123 Surveyor II 53,724 61,554 1.00 53,724 0.00 0 0.00 0 7813 Therapeutic Recreation and Inc 58,234 77,653 1.00 58,236 1.00 58,236 1.00 58,236 4112 Tree Inspector 49,214 59,153 9.00 522,396 8.00 473,184 9.00 522,396 1214 Turf Maintenance Technician 38,127 46,667 7.00 326,676 7.00 326,676 7.00 326,676 7840 Urban Forestry Supervisor 58,234 77,653 1.00 77,352 1.00 77,402 1.00 77,402 1210 Utility Worker I 38,879 42,282 12.00 504,048 12.00 507,456 12.00 507,456 1211 Utility Worker II 42,282 45,456 20.00 896,052 20.00 905,556 20.00 905,556 7212 Volunteer Program Coordinator 55,436 73,894 1.00 73,608 1.00 73,896 1.00 73,896 1510 Welder 49,632 53,933 1.00 53,928 1.00 53,928 1.00 53,928 TOTAL FULL-TIME POSITIONS 406.51 $ 22,305,989 392.26 $ 21,804,016 403.51 $ 22,434,724

6011 Botanic Specialist I 49,548 63,225 0.63 31,212 0.63 31,212 0.63 31,212 4114 Horticulturalist 42,407 51,240 0.63 26,712 0.63 26,712 0.63 26,712 4325 Rec Coordinator I 39,192 48,066 1.76 81,028 1.76 83,284 1.76 83,284 4322 Recreation Leader 27,582 39,818 3.89 131,268 3.89 137,968 3.89 137,968 7102 Senior Admin Specialist 40,507 62,348 0.88 42,168 0.88 42,456 0.88 42,456 1214 Turf Maintenance Technician 38,127 46,667 11.00 498,596 11.00 504,804 11.00 504,804 TOTAL PART-TIME POSITIONS 18.79 $ 810,984 18.79 $ 826,436 18.79 $ 826,436

7152 Assistant Program Specialist 43,493 67,004 1.00 47,508 0.00 0 0.00 0 6010 Botanic Technician 36,498 48,901 1.00 36,957 0.00 0 0.00 0 7656 Capital Projects Manager II 64,269 85,984 2.50 180,060 0.00 0 0.00 0 7657 Capital Projects Manager III 67,380 90,557 1.00 87,480 0.00 0 0.00 0 6063 GIS Technician III 59,404 75,878 1.00 62,388 0.00 0 0.00 0 7130 Management Assistant 43,493 67,004 1.00 43,488 0.00 0 0.00 0 4325 Rec Coordinator I 39,192 48,066 3.52 140,080 4.00 164,040 4.00 164,040 4326 Rec Coordinator II 41,593 51,198 1.00 42,244 1.00 48,072 1.00 48,072 TOTAL LIMITED TERM POSITIONS 12.02 $ 640,205 5.00 $ 212,112 5.00 $ 212,112

228 City of Portland, Oregon – FY 2009–10 Adopted Budget Portland Parks & Recreation BUDGET DECISIONS This chart shows decisions and adjustments made during the budget process. The chart begins with an estimate of the bureau’s Current Appropriation Level (CAL) requirements. AMOUNT ACTION Ongoing One-Time Total Package FTE DECISION

FY 2009-10 87,731,886 13,960,529 101,692,415 425.05 FY 2009-10 Current Appropriation Level CAL Adjustments 0 0 0 0.00 None Mayor's Proposed Budget Decisions (88,359) 0 (88,359) 0.00 Interagency savings resulting from OMF reductions (131,317) 0 (131,317) 0.00 Cut - Pass Throughs (94,902) 0 (94,902) (1.00) Cut - Administration (36,100) 0 (36,100) (0.50) Cut - Adaptive & Inclusive Programming (250,934) 0 (250,934) 0.00 Cut - Aquatics Programming (108,971) 0 (108,971) (1.00) Cut - SUN Community Schools Programming (212,400) 0 (212,400) (2.00) Cut - Marketing & Business Development (130,060) 0 (130,060) (2.00) Cut - Senior Rec Programming (225,492) 0 (225,492) (3.00) Cut - Planning (112,050) 0 (112,050) (1.00) Cut - Maint Central Serv - Cntrs/Pools/RR (102,988) 0 (102,988) (1.00) Cut - Maintenance - Parks (40,000) 0 (40,000) 0.00 Cut - Public Safety & Security (35,800) 0 (35,800) (0.50) Cut - Programming - Community Center w/o Pools (89,400) 0 (89,400) (1.00) Cut - Maintenance - Trees (76,197) 0 (76,197) (1.00) Cut - Maint. Natural Areas & Trees (30,144) 0 (30,144) 0.00 Cut - Programming Com. Cntrs w/Pools (160,470) 0 (160,470) 0.00 Efficiencies - Maint Cent. Serv - Turf, Irrig, Fields (40,000) 0 (40,000) 0.00 Efficiencies - Maintenance - Equipment (40,000) 0 (40,000) 0.00 Efficiencies - City-wide sports 0 500,000 500,000 5.00 Add - Teen Programming 13,000 0 13,000 0.00 Revenue - Outdoor Rec 25,000 0 25,000 0.00 Revenue - Community Gardens 31,000 0 31,000 0.00 Revenue - Community Music Cntr 2,700 0 2,700 0.00 Revenue - AIR 7,700 0 7,700 0.00 Revenue - SUN Community Schools 79,800 0 79,800 0.00 Revenue - Multnomah Arts Center 9,700 0 9,700 0.00 Revenue - Senior Recreation 5,000 0 5,000 0.00 Revenue - Horticulture 564,375 0 564,375 0.00 Revenue - Community Centers 7,500 0 7,500 0.00 Revenue - City-wide Sports 0 233,000 233,000 0.00 CIP Adjustment for Swan Island IA 0 (56,018) (56,018) 0.00 Balance IA with BES Approved Budget Additions and Reductions 0 59,157 59,157 0.00 Add back aging services funding 0 43,600 43,600 0.00 Backfill McCalls rental revenue with GF 0 (200,000) (200,000) 0.00 Reduce projections for marketing revenues 0 0 0 14.25 Add back FTE cuts in Proposed (no $ added) 0 (2,464,588) (2,464,588) (3.00) Tech adj for PDC projects and Directors Park 0 636,620 636,620 0.00 Grant for Washington-Monroe Comm Cntr Adopted Budget Additions and Reductions 0 150,000 150,000 0.00 Grant for Columbia Slough trail project 0 175,000 175,000 0.00 BES IA for Youth Conservation Corps 0 68,270 68,270 0.00 Trust fund donations, waive fee for Bite of Oregon (1,259,809) (854,959) (2,114,768) 2.25 Total FY 2009-10 Decision Packages $ 99,577,647 427.30 Total Adopted Budget

City of Portland, Oregon – FY 2009–10 Adopted Budget 229