Requested Budget FY 2021-22 Portland Parks & Recreation PP&R Staff FY 2021-22 Requested Budget Maximo Behrens, Recreation Services Manager Tonya Booker, Land Stewardship Manager Carmen Rubio, Commissioner-in-charge Jenn Cairo, Urban Forestry Manager Tim Collier, Public Information Manager Adena Long, Director Margaret Evans, Workforce Development Manager Todd Lofgren, Deputy Director Vicente Harrison, Security and Emergency Manager Lauren McGuire, Assets and Development Manager Claudio Campuzano, Manager Kenya Williams, Equity and Inclusion Manager Finance, Property, & Technology Department Kerry Anderson Andre Ashley Don Athey Darryl Brooks Budget Advisory Committee Tamara Burkovskaia Krystin Castro Board Members Riley Clark-Long Paul Agrimis Mara Cogswell Mike Elliott Dale Cook Jenny Glass Terri Davis Juan Piantino Leah Espinoza Paddy Tillett Rachel Felice Bonnie Gee Yosick Joan Hallquist Erin Zollenkopf Erik Harrison Britta Herwig Labor Partners Brett Horner Sadie Atwell, Laborers Local 483 Don Joughin Luis Flores, PCL Brian Landoe Yoko Silk, PTE-17 Robin Laughlin Sara Mayhew-Jenkins Community Representatives Todd Melton Pauline Miranda Jeremy Robbins, Portland Accessibility Advisory Council Soo Pak Andre Middleton, Friends of Noise Dylan Paul Chris Rempel, Native American Community Advisory Council Nancy Roth JR Lilly, East Portland Action Plan Victor Sanders Joe McFerrin, Portland Opportunities Industrialization Center Jamie Sandness Brian Flores Garcia, Youth Durelle Singleton Sabrina Wilson, Rosewood Initiative Chris Silkie Jenny Lee, Coalition of Communities of Color Jason Smith Octavo Maran, Youth Earl Straley Randy Gragg, Portland Parks Foundation Nicola Sysyn Megan Van de Mark, Urban Forestry Commission Brian Ulrich Josh Wells Office of Commissioner Rubio Cynthia Castro Rico Lujan-Valerio

PORTLANDPARKS.ORG Table of Contents

Transmittal Memo from Commissioner-in-charge and Director...... iv-2 Budget Advisory Committee Letter and Recommendations...... 3-5

Bureau Summary...... 7-13 Organization Chart...... 8 Bureau Mission...... 9 Bureau Overview...... 9-11 Strategic Direction...... 11-13 Base Budget Adjustment...... 13

Capital Budget...... 13-23 Capital Summary...... 13-18 Capital Planning & Budgeting...... 19 Capital Programs & Projects...... 20-21 Key Performance Numbers...... 22-23

Summary of Bureau Budget...... 24 Summary of Bureau Budget...... 24-25 FTE Summary...... 26-29 CIP Summary...... 30-33

Fund Summaries...... 35-45 Golf Fund...... 35-36 Parks Capital Improvement Program Fund...... 37-38 Parks Endowment Fund...... 39 Parks Local Option Levy Fund...... 40 Portland International Raceway Fund...... 41-42 Portland Parks Memorial Trust Fund...... 43 2020 Parks Local Option Levy Fund...... 44-45 Capital Improvement Plan Summaries...... 46-75

Program Offers...... 77-159

Bureau Performance Measures...... 161-165

Decision Package Summaries...... 167-185 Organizational Support - Parks Levy...... 167-170 Protect and Grow Nature - Parks Levy...... 171-174 Recreation for All - Parks Levy...... 175-177 Operations and Maintenance - New Parks...... 178 Capital Major Maintenance...... 179-180 Capital Set Aside...... 181-182 Budget Stabilization - General Fund 5%...... 183 Capital Major Maintenance - 5% General Fund Reduction...... 184 Community Partnerships - Parks Levy...... 185

Requested Budget and Racial Equity Plan Update...... 187-199

Cost Recovery Policy...... 201

City of Portland Parks & Recreation - Requested Budget FY 2021-22 Page iii

Commissioner Carmen Rubio City of Portland

TO: Mayor Ted Wheeler Commissioner Jo Ann Hardesty Commissioner Mingus Mapps Commissioner Dan Ryan

FROM: Commissioner Carmen Rubio and Director Adena Long

DATE: January 29, 2021

SUBJECT: Portland Parks & Recreation FY 2021-22 Budget Request

Below, please find a summary of Portland Parks & Recreation’s (PP&R) FY 2021-22 Requested Budget decision packages. We thank you for your consideration and appreciate your ongoing support. We acknowledge Portland voters and the critical role they play in supporting their parks and recreation system. Thanks to the public’s recent investment in the 2020 Parks Operating Levy, PP&R will be able to restore summer programs that support youth and families with a focus on Black, Indigenous, and People of Color (BIPOC), Immigrants and Refugees, and people living with low incomes. The 2020 Parks Operating Levy will also provide living-wage employment to a growing number of people, including job opportunities for youth at a time when many in our community are facing economic distress. PP&R’s FY 2021-22 Requested Budget creates 50 new FTE and saves an estimated 69 FTE, and up to 1,850 summer seasonal and casual hires. It also reestablishes the bureau as one of the largest youth employers in Portland.

In response to the Mayor’s budget guidance, PP&R has developed nine decision packages:

Budget Stabilization – offset to 5% budget reduction: $3,707,464 (Levy)

PP&R is requesting Parks 2020 Operating Levy resources to offset the five percent General Fund reduction detailed as part of Mayor Wheeler’s FY 2021-22 Budget Guidance. This request is estimated to save 34 fulltime equivalent (FTE).

Recreation for All: $6,509,361 (Levy) PP&R will restore programs for summer 2021 including providing: more than 100,000 free lunch and play opportunities for children at 26 parks and ten mobile locations; life- saving swimming lessons; recreation and art summer camps; fitness activities in parks;

1221 SW Fourth Avenue, Room 220, Portland, Oregon 97204 (503) 823-3008 • [email protected]

Page iv City of Portland Parks & Recreation - Requested Budget FY 2021-22 and “pop up” outdoor summer art and cultural events. PP&R is committed to ensuring that cost is not a barrier to program access. This package will fund 3 new FTE, preserve over 35 FTE, and enable the hiring of up to 1,700 seasonal and casual staff. Protect and Grow Nature: $2,532,903 (Levy) PP&R will keep parks and natural areas cleaner and safer; expand summer environmental education day camps, volunteer and internship opportunities; plant new trees to diminish the impacts of climate change, proactively care for existing trees for the first time ever, and improve tree emergency responses; and create new opportunities for environmental education partnerships with underserved communities. This package will fund 16 new FTE and up to 150 seasonal and casual staff. Community Partnerships: $200,000 (Levy) PP&R will investment in Community Partnerships to engage BIPOC, Immigrants and Refugees, and youth from families living with low incomes to participate in the bureau’s educational summer camps, environmental programs, and gain valuable work experience by joining the summer seasonal and casual workforce. We will begin by deepening our relationships with our current community partners to assist in diversifying program registrations and hiring. Organizational Support: $7,359,609 (Levy) PP&R will build organizational capacity to prepare for service expansion and address existing potential points of critical failure. To support its values of equity, safety, maintenance, and financial sustainability, PP&R needs to refresh its strategies, policies and procedures. Increasing the capacity of the bureau to hire and onboard diverse direct service staff; support the need for technology, workspace, equipment and safety and equity training; and enhance PP&R’s capacity for transparency and accountability in its budgeting and performance monitoring. This package funds 31 new FTE.

Operations and Maintenance: $866,433 (General Fund)

Per City policy, PP&R has requested $866,433 for Operations and Maintenance funding to care for new and improved parks, bridges, trails, playgrounds, community gardens, and buildings that have recently been or will be placed into service in FY 2021-22.

Major Maintenance: $500,000 (General Fund)

As directed by City Council in the FY 2018-19 Adopted Budget, PP&R has requested a $500,000 increase in our major maintenance budget. This request is an important tool for the bureau to begin addressing its more than $500 million deferred major maintenance backlog.

Capital Set-Aside: $2,750,000 (General Fund)

PP&R has requested resources for phase two of the Energy Savings Performance

1221 SW Fourth Avenue, Room 220, Portland, Oregon 97204 (503) 823-3008 • [email protected]

City of Portland Parks & Recreation - Requested Budget FY 2021-22 Page 1 Contract. These projects have strategic importance, contribute to climate action goals, and result in reduced costs to the bureau through utility savings. This request was initially advanced for funding by the Capital Set-Aside committee in the FY 2020-21 budget process, but, due to COVID-19 impact on available resources, the Adopted Budget did not include it.

Major Maintenance Reduction: $179,217 (General Fund) In response to the Mayor’s guidance, PP&R proposes reducing its Major Maintenance funding by 5%. This amounts to $179,217, leaving the bureau $3,405,127 million for FY 2021-22 Major Maintenance and Americans with Disabilities Act barrier removal.

PP&R’s FY 2021-22 Requested Budget must be considered within a multi-year context. After a difficult FY 2019-20, PP&R worked with late Commissioner Nick Fish and City Council to create an equitable and financially secure parks and recreation system. After a November 2019 Council Work Session, PP&R began exploring options to create long-term funding strategies that would allow the bureau to preserve existing assets, build to accommodate population growth, address existing potential points of critical failure in the bureau, meet community expectations, and solve the inequities in the system.

As a first step toward building a Sustainable Future for the system, City Council referred a measure for a Parks 2020 Operating Levy to the November 3, 2020 ballot. Voters overwhelmingly approved a five-year levy to restore programs and services, with a focus on serving Black, Indigenous, and People of Color, Immigrant and Refugee communities, people experiencing poverty, people living with disabilities, and older adults. Thanks to the levy, PP&R will be able to restore summer programs that support youth and families and improve physical and mental health while safeguarding against COVID-19. The 2020 Parks Operating Levy will also provide living-wage employment to a growing number of people at a time when many in our community are facing economic distress.

PP&R will create a complete FY 2021-22 levy budget as part of the City’s Fall Budget Monitoring Process, but the levy promised restoration of summer programs in 2021. In February, PP&R will request City Council’s approval of a Supplemental Budget Ordinance and an Interfund Loan Ordinance to access funds in FY 2020-21 to provide summer programs, build capacity for levy- funded expansion, and address existing points of potential critical failure.

Finally, we want to acknowledge PP&R’s Budget Advisory Committee for their time and commitment, and Portland voters for supporting their parks and recreation system.

Thank you for your consideration.

Commissioner Carmen Rubio Director Adena Long

1221 SW Fourth Avenue, Room 220, Portland, Oregon 97204 (503) 823-3008 • [email protected]

Page 2 City of Portland Parks & Recreation - Requested Budget FY 2021-22

January 29, 2020 January 29, 2020 TO: Mayor Ted Wheeler TO: CommissionerMayor Ted Wheeler Jo Ann Hardesty Commissioner MingusJo Ann Hardesty Mapps Commissioner DanMingus Ryan Mapps Commissioner CarmenDan Ryan Rubio Commissioner Carmen Rubio FROM: Portland Parks & Recreation Budget Advisory Committee FROM: Portland Parks & Recreation Budget Advisory Committee SUBJECT : Budget Advisory Committee Recommendations for SUBJECT: PortlandBudget Advisory Parks & CommitteeRecreation RFYecommendations 2021-22 Budget forRequest Portland Parks & Recreation FY 2021-22 Budget Request Dear Mayor Wheeler and City Council, Dear Mayor Wheeler and City Council, T he Portland Parks & Recreation (PP&R) Budget Advisory Committee (BAC) has reviewed PTheP&R’s Portland programs Parks and & Recreationproposed FY (PP&R) 2021 -Budget22 budget Advisory over three Committee meetings (BAC). The has BAC reviewed performedPP&R’s programs our advisory and proposed role by applyingFY 2021- the22 budgetse values over: three meetings. The BAC performed our advisory role by applying these values: • Equity: we must center Black, Indigenous, and People of Color (BIPOC) • communitiesEquity: we must which center are Black,living withIndigenous, the persistent and People legacy of of Color systemic (BIPOC racism) and havecommunities been the which least areserved living by with our parkthe persistent and recreation legacy system of systemic; racism and • Shaveafet y:been we mustthe least make served our parks by our safe park for and all parkrecreation users andsystem park; staff; • MSafetaintenancey: we must: w emake must our ensure parks the safe ongoing for all caparkre ofusers our andparks park and staff natural; areas; • andMaintenance : we must ensure the ongoing care of our parks and natural areas; • Fandinancial sustainability: we must ensure the long-term financial health of our • parksFinancial and sustainability: recreation system we must so that ensure they the are long sustainable-term financial for current health and of futureour parkparks users. and recreation system so that they are sustainable for current and future park users. PP&R is in a unique position in the City in FY 2021-22 by receiving significant increased fundingPP&R is duein a uniqueto the voter position-approved in the CityParks in 2020FY 2021 Operating-22 by receiving Levy. Voters significant overwhelmingly increased approvedfunding due a five to the-year voter levy- approvedto provide Parks Recreation 2020 Operating for All, Protect Levy. Votersand Grow overwhelmingly Nature, and supportapproved Community a five-year Partnerships. levy to provide The Recreation BAC appreciates for All, Protectthat PP&R and focused Grow Nature, this and opportunitysupport Community to restore Partnerships. programs and The services BAC appreciates that promote that physicalPP&R focused and mental this health servingopportunity BIPOC to, Irestoremmigrant programs and Refugee and services communities, that promote people physical living with and low mental incomes health, peopleserving withBIPOC disabilities,, Immigrant and and older Refugee adults. communities, people living with low incomes, people with disabilities, and older adults. The BAC supports PP&R’s responses to the current economic crisis and pandemic by requestThe BACing supports City Council’s PP&R’s approval responses of toa Supplementalthe current economic Budget Ordinancecrisis and pandemic and an Interfund by Loanrequest Ordinanceing City Council’s in February approval 2021. Thisof a Supplementalwill allow the bureauBudget toOrdinance access funds and anin theInterfund current Loan Ordinance in February 2021. This will allow the bureau to access funds in the current

City of Portland Parks & Recreation - Requested Budget FY 2021-22 Page 3 Portland Parks & Recreation

fiscal year to ramp up operations, provide summer programs, build capacity for Levy- funded program expansion, and address existing points of potential critical failure in the bureau. The bureau’s Requested Budget includes the extension of these critical early investments through FY 2021-22.

We ask for City Council’s support of these requests. PP&R will be able to provide summer programs that support the physical and mental health of youth and families. The bureau will also be able to increase living-wage employment opportunities for BIPOC community members, including important job opportunities for young people while many are experiencing economic hardships.

PP&R will create a complete FY 2021-22 Levy budget as part of the City’s Fall Budget Monitoring Process (BMP) submission in September 2021. This schedule will allow time to set up a Levy Oversight Committee, engage in a more robust community process to inform decision-making about the use of Levy resources, and ensure the process is responsive to the community.

The bureau’s FY 2021-22 Requested Budget advances our values of equity, safety, and maintenance and is a step toward financial sustainability in these ways:

Equity: PP&R continues to show a strong commitment to equity by centering summer recreation, environmental education, and youth employment and internship programs providing opportunities for BIPOC, Immigrants and Refugees, and youth and families living with low incomes. We are proud to put our value of equity into action by increasing support to these communities this summer when so many youth and families are struggling.

Safety: PP&R will be able to provide proactive investment in the care of our parks and urban forest and additional support for safety, health, and emergency programs that support the public and staff. The bureau has focused this request on East Portland in order to address the legacy of underinvestment and grow its team so parks and natural areas are well cared for, well maintained, safe, and welcoming for all Portlanders and preserve important natural habitat.

Maintenance: The budget augments maintenance staff and equipment to restore capacity that was decreased while the population of Portland increased. The proposed budget provides operations and maintenance support for new assets that have recently opened, many of which are in park deficient neighborhoods in East Portland. PP&R’s request includes increased support for the major maintenance budget as directed by Council in the FY 2018-19 Adopted Budget. City Council’s support of these requests is critical so the

Page 4 City of Portland Parks & Recreation - Requested Budget FY 2021-22 Portland Parks & Recreation

bureau does not continue to lose ground against its more than $500 million of deferred maintenance backlog. We look forward to further consideration of additional investments in care and maintenance of parks, natural areas, facilities, and our urban forest with Levy resources in the 2021 Fall BMP.

Financial Stability: While the Parks 2020 Operating Levy shored up PP&R’s programs and services in the short term, there is much work to be done to create long-term financial sustainability for an equitable parks and recreation system. This task will take time and commitment, not only from staff, but City Council and the community. We appreciated your support of the ballot measure for the Parks 2020 Operating Levy, and we look forward to the work that is to come.

We encourage City Council to support PP&R’s FY 2021-22 Requested Budget and approve the bureau’s use of Parks 2020 Operating Levy in February 2021. COVID-19 has clearly demonstrated the value of our parks and recreation system as essential infrastructure. “Healthy Parks, Healthy Portland” is not just a tag line – the bureau has important and lasting impacts on public health. We need to get started now.

Paul Agrimis, Parks Board Jeremy Robbins, Portland Accessibility Advisory Council Mike Elliott, Parks Board Andre Middleton, Friends of Noise Jenny Glass, Parks Board Chris Rempel, Native American Community Advisory Council Juan Piantino, Parks Board JR Lilly, East Portland Action Plan Paddy Tillett, Parks Board Joe McFerrin, Portland Opportunities Industrialization Center Bonnie Gee Yosick, Parks Board Brian Flores Garcia, Youth Erin Zollenkopf, Parks Board Sabrina Wilson, Rosewood Initiative Jenny Lee, Coalition of Communities of Color Sadie Atwell, Laborers Local 483 Octavo Maran, Youth Luis Flores, PCL Randy Gragg, Portland Parks Foundation Yoko Silk, PTE-17 Megan Van de Mark, Urban Forestry Commission

City of Portland Parks & Recreation - Requested Budget FY 2021-22 Page 5 This page intentionally left blank

Page 6 City of Portland Parks & Recreation - Requested Budget FY 2021-22 Portland Parks and Recreation Bureau Summary Portland Parks & Recreation

Portland Parks and Recreation Parks, Recreation, & Culture Service Area

MayorCarmen Ted Rubio, Wheeler, Commissioner-in-Charge Commissioner-in-Charge AdenaAdena Long,Long, Director

Percent of City Budget Graph

Bureau Programs

Bureau Overview Revised Requested Change from Percent Requirements FY 2020-21 FY 2021-22 Prior Year Change Operating $265,594,337 $269,176,889 $3,582,552 1% Capital $53,867,327 $87,747,742 $33,880,415 63% Total $319,461,664 $356,924,631 $37,462,967 12% Authorized Positions 605.60 653.60 48.00 7.93%

City of Portland, Oregon – FY 2021-22 Requested Budget 1

City of Portland Parks & Recreation - Requested Budget FY 2021-22 Page 7 Portland Parks and Recreation Bureau Summary Portland Parks & Recreation

 Operations  Outreach  Forestry  &  Inspections  Division Permitting Forestry  Tree Urban Science  Urban &  Equity Inclusion  Parks  Education Services   Gardens on  Areas ŝ  Turf Trails Land Di ǀŝ s Irrigation Natural Stewardship Developed  Community Horticultural Environmental   &    Special  Sports Centers &   & Strategies   Schools PIR Golf Teens Events Division Services ŝƌĞĐƚŽƌ Initiatives Culture  Recreation SUN   Aquatics ĚĞŶĂ>ŽŶŐ Community Arts, Recreations   &  Program  Management Services Projects    Management Bond  Planning Division  Assets Development Capital Central Asset Portland Parks & Recreation Parks Construction       &   usiness   Preparedness  Development Finance WĂƌŬZĂŶŐĞƌƐ Division Development Strategies Property/ Operations Community  Relations Performance  & Analysis /ŶĨŽƌŵĂƚŝŽŶdĞĐŚŶŽůŽŐLJ Customer  Service Center Workforce Emergency 

Page 8 City of Portland Parks & Recreation - Requested Budget FY 2021-22

2 City of Portland, Oregon – FY 2021-22 Requested Budget Bureau Summary Portland Portland Parks Parks and & Recreation Portland Parks and Recreation

Bureau Summary

Bureau Summary Bureau Summary Bureau Summary Bureau Mission Bureau Mission Portland Parks & Recreation (PP&R) helps Portlanders play - providing the safe Portlandplaces, facilities, Parks & and Recreation programs (PP&R) that promote helps Portlanders physical, mental,play - providing and social the activity. safe places,We get facilities,people, especially and programs children, that outside,promote active, physical, and mental, connected and to social the activity. Wecommunity. get people, As especially we do this, children, there will outside, be an increaseactive, and in the connected wellness to of the our residents community.and the livability As we of do our this, city. there will be an increase in the wellness of our residents andWe accomplishthe livability this of ourin the city. following ways: We accomplish this in the following ways:  Establishing and safeguarding the parks, natural resources, and urban forest,  Establishingthereby ensuring and safeguarding that green spaces the parks, are accessible natural resources,to all; and urban forest,  therebyDeveloping ensuring and maintaining that green spaces excellent are facilitiesaccessible and to all;places for public recreation  Developingand community and maintainingbuilding; excellent facilities and places for public recreation  andProviding community dynamic building; recreation programs and services that promote health and  Providingwell-being dynamic for all; and recreation programs and services that promote health and  well-beingPartnering forwith all; the and community we serve.  Partnering with the community we serve. Bureau Overview Bureau Overview

Portland’s Park & PP&R is the steward of a diverse portfolio of parks, natural areas, urban forest, and Portland’sRecreation Park System & PP&Rrecreation is the facilities steward used of a extensivelydiverse portfolio by the of city’s parks, residents natural andareas, visitors. urban Theforest, bureau and Recreation System recreationmanages 11,712 facilities acres, used 15% extensively of Portland’s by the land city’s area. residents The bureau and visitors. operates The 146 bureau managesneighborhood 11,712 parks, acres, 12 15% swimming of Portland’s pools, land 12 communityarea. The bureau and art operates centers, 146 five golf neighborhoodcourses, and a motorparks, raceway.12 swimming Additionally, pools, 12 PP&R community provides and services art centers, to Portlanders, five golf courses,including and Summer a motor Free raceway. For All, Additionally, adaptive and PP&R inclusive provides recreation services programming, to Portlanders, includingcare for 1.2 Summer million Freepark For trees, All, emergency adaptive and tree inclusive services inrecreation the public programming, right-of-way, careand formore. 1.2 million park trees, emergency tree services in the public right-of-way, and more. The Organization PP&R manages one of the nation’s most comprehensive parks and recreation The Organization PP&Rsystems, manages a system one that of theis well-loved nation’s most and comprehensivewell-used by Portlanders. parks and recreationIn the 2019 systems,Portland a Insights system Survey,that is well-loved 97% of people and well-usedwho responded by Portlanders. said they visitedIn the 2019 a park or Portlandnatural area Insights in the Survey, last year. 97% of people who responded said they visited a park or natural area in the last year. The bureau is supported by more than 3,300 dedicated full-time and part-time Theemployees bureau (pre-COVID-19),is supported by more thousands than 3,300 of volunteers, dedicated the full-time Portland and Parks part-time & employeesRecreation (pre-COVID-19),Board (Parks Board), thousands more than of volunteers, 200 Friends the and Portland Partner Parks groups, & and RecreationPP&R’s philanthropic Board (Parks partner Board), – themore Portland than 200 Parks Friends Foundation. and Partner groups, and PP&R’sEquity hasphilanthropic been, and continuespartner – theto be, Portland at the forefront Parks Foundation. of PP&R’s management Equitydecisions. has Thebeen, bureau and continues has: to be, at the forefront of PP&R’s management decisions. The bureau has:  Built new parks in underserved communities;  Built new parks in underserved communities;  Made our workforce more reflective of the Portland community (31.7% of all  Madeworkers our are workforce Black, Indigenous, more reflective or People of the of Portland Color); community (31.7% of all workers are Black, Indigenous, or People of Color);  Prioritized contracting equity for Disadvantaged, Minority-Owned, Women-  PrioritizedOwned, Emerging contracting Small equity Businesses for Disadvantaged, (46% of contracts Minority-Owned, awarded – more Women- than Owned,double the Emerging City’s target Small of Businesses 20%); and (46% of contracts awarded – more than double the City’s target of 20%); and

City of Portland, Oregon – FY 2021-22 Requested Budget 3 City of Portland Parks & Recreation - Requested Budget FY 2021-22 Page 9 City of Portland, Oregon – FY 2021-22 Requested Budget 3 PortlandPortland Parks Parks &and Recreation Recreation Bureau Summary

Bureau services are delivered through an Equity & Inclusion Department and through five divisions:

Equity & Inclusion PP&R considers equity work to be the work of the entire bureau. The Equity & Inclusion Manager reports to and advises the Director and works collaboratively with the entire bureau, as well as with internal and external advisory committees, to ensure policies, programs, and services are culturally responsive and meet the City’s racial equity goals. The Equity & Inclusion Department developed the bureau’s Five-Year Racial Equity Plan, engages the public, and coordinates with the City’s Office of Equity & Human Rights and the Bureau of Human Resources.

Operations & Strategies The Operations & Strategies Division provides central services that support the entire bureau. Operations & Strategies collaborates and coordinates with local and regional partners, provides policy direction for the bureau, manages an extensive volunteer program, coordinates marketing and communications, and provides customer service and park security. The division also manages bureau finances, including budget development, system development charges, and financial reporting and oversight; fundraising, grants, and partnerships; workforce development and bureau-wide training; emergency management; health, safety, and environmental oversight; technology; performance and analysis; and property acquisition and business development.

Land Stewardship The Land Stewardship Division includes all land management activities at developed parks and natural areas. Land management is divided into three units: a Westside group to manage developed parks west of the Willamette River, an Eastside group to manage developed parks east of the Willamette River, and City Nature, which manages natural areas and community-facing programs like Environmental Education, Community Gardens, Ecological Sustainable Landscapes, and Integrated Pest Management. In addition, the Land Services team manages Turf & Irrigation and Horticultural Services.

Recreation Services The Recreation Services Division is responsible for all recreation activities, including community and art centers, the Summer Free For All program, aquatics, sports, and teen programming, as well as specialized recreation services for seniors, people with disabilities, and through the Schools Uniting Neighborhoods (SUN) program. This division also includes the Golf program and Portland International Raceway.

4 City of Portland, Oregon – FY 2021-22 Requested Budget Page 10 City of Portland Parks & Recreation - Requested Budget FY 2021-22 Bureau Summary Portland Portland Parks Parks and & RecreationRecreation

Portland Parks and Recreation Urban Forestry The Urban Forestry Division is responsible for the planning and management of Urban Forestry the City’s urban forest and green assets. The division’s responsibilities include tree maintenanceThe Urban Forestry operations Division and around-the-clockis responsible for emergencythe planning service and management for fallen trees of in publicthe City’s rights-of-way. urban forest Responsibilities and green assets. also The include division’s education responsibilities and enforcement include oftree Titlemaintenance 11 regulations operations covering and publicaround-the-clock and private emergency trees. Urban service Forestry for alsofallen develops trees in andpublic promotes rights-of-way. forest stewardship Responsibilities among also city include residents education and manages and enforcement the long-term of planningTitle 11 regulations of the City’s covering forest resources.public and private trees. Urban Forestry also develops and promotes forest stewardship among city residents and manages the long-term Assetsplanning & ofDevelopment the City’s forest resources. The Assets & Development Division is responsible for the long-term planning, Assets & Development development, maintenance, and replacement of PP&R’s built assets. It is alsoThe Assetsresponsible & Development for oversight, Division preparation, is responsible and administration for the long-term of the planning, bureau’s Capitaldevelopment, Improvement maintenance, Plan. and replacement of PP&R’s built assets. It is also responsible for oversight, preparation, and administration of the bureau’s Strategic DirectionCapital Improvement Plan. Strategic DirectionPP&R has grown significantly in the last decade, introducing new programs, new facilities, new services, and additional staff to meet community and City Council expectations.PP&R has grown significantly in the last decade, introducing new programs, new facilities, new services, and additional staff to meet community and City Council expectations.The bureau has long relied on revenue through fees to fund programming beyond what General Fund discretionary resources alone could provide. While this has allowedThe bureau PP&R has to long extend relied its on reach revenue and provide through greater fees to servicefund programming to the community, beyond it comeswhat General with a caveatFund discretionary – bureau-generated resources revenue alone mustcould grow provide. at the While same this pace has as costs,allowed or PP&Rthe bureau’s to extend budget its reach will beand out provide of balance. greater For service years, torevenue the community, from PP&R it programcomes with fees a caveatdid not – keep bureau-generated pace with the revenueinflationary must increases grow at forthe thesame bureau’s pace as expenses.costs, or the bureau’s budget will be out of balance. For years, revenue from PP&R program fees did not keep pace with the inflationary increases for the bureau’s expenses.After a difficult FY 2019-20 budget season where the bureau had to make significant budget reductions to address its structural operating gap, PP&R began toAfter work a difficult with late FY Commissioner 2019-20 budget Nick season Fish whereand City the Council bureau tohad create to make a Sustainable Futuresignificant for ourbudget parks reductions and recreation to address system. its Throughstructural this operating ongoing gap, work, PP&R PP&R began will ensureto work our with parks late andCommissioner recreation systemNick Fish is equitable and City Counciland financially to create healthy a Sustainable – one whereFuture fundingfor our parks levels and are recreationaligned with system. community Through expectations this ongoing – so work, that thePP&R bureau will canensure deliver our parksa consistent and recreation level of service system to is currentequitable Portlanders and financially and future healthy – one generations.where funding levels are aligned with community expectations – so that the bureau can deliver a consistent level of service to current Portlanders and future generations.After a November 2019 Council Work Session about creating a Sustainable Future for the City’s parks and recreation system, PP&R began exploring funding options. InAfter early a November 2020, when 2019 the COVID-19Council Work pandemic Session hit, about the creatingbureau quickly a Sustainable shut down Future its publicfor the programsCity’s parks and and closed recreation facilities, system, while PP&R pivoting began to serve exploring the community’s funding options. most vulnerableIn early 2020, people when through the COVID-19 24-hour pandemic access to restrooms,hit, the bureau creating quickly shelters shut indown three its communitypublic programs centers, and and closed bolstering facilities, its while community pivoting food to serve security the community’sprograms. most Portlandersvulnerable people saw a painfulthrough decrease 24-hour inaccess service to restrooms, levels for indoor creating recreation shelters inbut three flockedcommunity to our centers, City’s and parks bolstering and natural its community areas as a means food security of coping programs. with the pandemicPortlanders and saw other a painful challenges decrease of 2020. in service levels for indoor recreation but flocked to our City’s parks and natural areas as a means of coping with the pandemicThe pandemic and hasother clearly challenges demonstrated of 2020. the value of our parks and recreation system. ‘Healthy Parks, Healthy Portland” is not just a tag line; what the bureau providesThe pandemic to the has community clearly demonstrated is vitally important. the value of our parks and recreation system. ‘Healthy Parks, Healthy Portland” is not just a tag line; what the bureau provides to the community is vitally important.

City of Portland, Oregon – FY 2021-22 Requested Budget 5 City of Portland Parks & Recreation - Requested Budget FY 2021-22 Page 11 City of Portland, Oregon – FY 2021-22 Requested Budget 5 PortlandPortland Parks Parks &and Recreation Recreation Bureau Summary

As part of its work toward building a Sustainable Future for the City’s parks and recreation system, City Council referred a measure for a Parks 2020 Operating Levy to the November 3, 2020 ballot. Voters overwhelmingly approved the measure, a five-year levy to provide Recreation for All, Protect and Grow Nature, and support Community Partnerships. Portland Parks & Recreation is grateful to the community for its support and is excited to have the opportunity to restore programs and services, with a focus on serving Black, Indigenous, and People of Color, refugee and immigrant communities, people experiencing poverty, people living with disabilities, and older adults. The City Council’s levy referral to the ballot promised restoration of summer programs in 2021. PP&R is requesting City Council approval to access funds in FY 2020-21 to ramp up operations to provide summer programs, build capacity for levy-funded program expansion, and address critical points of potential failure in the bureau. This FY 2021-22 Requested Budget includes these items. PP&R will continue to engage the community to create a complete FY 2021- 22 levy budget as part of the City’s Fall Budget Monitoring Process submission in September 2021. The Parks 2020 Operating Levy is a first step toward creating a Sustainable Future for the City’s parks and recreation system. It is also a first step toward creating a more equitable parks and recreation system and will allow Portland Parks & Recreation to offer public programs at low or no cost to Portlanders who may not be able to otherwise afford them. In a recent community survey, 20% of Portlanders say that cost is a barrier to program access. For Portlanders of color, 25% say cost is a barrier; for East Portland residents, it is 28%. Levy resources will also allow PP&R to begin to address safety as a barrier to parks use. 30% of Portlanders cited safety as a barrier to parks use. For Portlanders of color it is 37%; for East Portland residents it is 45%. PP&R will continue its Sustainable Future work to fix inequities in the parks and recreation system: Tree Canopy Coverage: West of the Willamette River, communities enjoy 56% tree canopy; excluding Forest Park, tree canopy is still 44%. East of the Willamette, tree canopy is 21%, and 80% of the City’s population lives east of the Willamette. This disparity effects the health and quality of life for Portlanders east of the river – on a summer afternoon, temperatures can be 15 degrees hotter than on the westside. Half-mile access to parks or natural areas: One in five Portland households do not have access to a park or natural area within half a mile of their homes; in East Portland, it is two in five households who don’t have this access. Half-mile access to playgrounds: Today, a third of the city’s youth live in East Portland. Only four in ten of them can walk to a playground. This compares to seven in ten youth who live in other areas of Portland. Three-mile access to full-service community centers: Citywide, seven in ten Portlanders live within three miles of a full-service community center. In North Portland, only three in ten residents have three-mile access. In addition to these service level gaps, the bureau must still address its major maintenance backlog in order to continue to deliver the current level of service; that backlog is estimated at more than $500 million.

6 City of Portland, Oregon – FY 2021-22 Requested Budget Page 12 City of Portland Parks & Recreation - Requested Budget FY 2021-22 Bureau Summary | Capital Budget Portland Portland Parks Parks and & Recreation Portland Parks and Recreation

Working toward a Sustainable Future for an Portlandequitable parks Parks and and recreation Recreation system isWorking a bureau toward priority. a Sustainable PP&R has recentlyFuture for assessed an equitable its progress parks onand three recreation major bureausystem plans:is a bureau Parks priority. 2020 Vision, PP&R Five-year has recently Racial assessed Equity its Plan, progress and the on 2017-2020 three major Strategic bureau Plan.plans:Working Over Parks toward the 2020 coming a Vision, Sustainable year, Five-year PP&R Future will Racial for work anEquity equitablewith Plan, the community parksand the and 2017-2020 recreation and City Strategic Council system toPlan.is aupdate bureau Over these thepriority. coming plans. PP&R PP&Ryear, has PP&R has recently adopted will workassessed a new with itsplanning the progress community framework, on three and major Citythe Healthy Council bureau Parks,toplans: update ParksHealthy these 2020 Portland plans. Vision, PP&R Framework Five-year has adopted Racial to guide Equitya new its planning Plan, and framework,work the 2017-2020 in 2021 the and Strategic Healthy beyond.Parks,Plan. Over Healthy the coming Portland year, Framework PP&R will to workguide with its planning the community work in and 2021 City and Council beyond.to update these plans. PP&R has adopted a new planning framework, the Healthy Summary of BudgetParks, Decisions Healthy Portland Framework to guide its planning work in 2021 and Summary of Budgetbeyond. Decisions Base Budget Adjustments SummaryBase Budget of AdjustmentsBudget Decisions PP&R’s FY 2021-22 Base Operating Budget includes the restoration of summer Base Budget AdjustmentsprogramsPP&R’s FY and 2021-22 services Base that Operating were reduced Budget in includes response the to restorationthe COVID–19 of summer pandemic.programs and Approximately services that 35 were positions reduced previously in response held to vacant the COVID–19 and $9.0 million of seasonalpandemic.PP&R’s FY labor Approximately2021-22 is being Base restored. Operating 35 positions Summer-related Budget previously includes revenue held the vacantrestoration shortfalls and $9.0of that summer million are of expectedseasonalprograms laborto and result servicesis being are made restored.that wereup by Summer-relatedreduced using resources in response revenue from to thethe shortfalls ParksCOVID–19 Local that Option are Levy.expectedpandemic. A supervisor to Approximately result are position made 35 upin positions Urbanby using Forestry previously resources that fromheldis being vacantthe heldParks and vacant Local $9.0 duemillionOption to of declinesLevy.seasonal A supervisor inlabor tree is permit being position feesrestored. is in being Urban Summer-related funded Forestry by thethat revenueParks is being Levy shortfalls held as vacantpart that of duethe are base to budgetdeclinesexpected changes. in to tree result permit The are recently made fees is up beingcreated by using funded Sustainable resources by the Future Parksfrom theLevy program Parks as part Localmanager of Optionthe baseand ParksbudgetLevy. LevyA changes. supervisor coordinator The position recently are both in created Urban being SustainableForestry allocated that the Future isParks being program Levy held fund vacant manager as part due ofandto base budgetParksdeclines Levy changes. in treecoordinator permit fees are bothis being being funded allocated by the the Parks Parks Levy Levy as fund part as of part the ofbase base budget changes. The recently created Sustainable Future program manager and Parks Levy coordinatorCapital are both Budget being allocated the Parks Levy fund as part of base budget changes. Capital Budget Capital Summary Capital Summary Capital Budget CIP Highlights Portland Parks & Recreation has in excess of $1.5 billion in assets spread over CapitalCIP Highlights Summary11,712Portland acres Parks of park& Recreation space. This has figure in excess is replacement of $1.5 billion value, in assets not including spread over land value11,712 or acres green of assets.park space. The Capital This figure Improvement is replacement Plan (CIP) value, Program not including is instrumental land CIP Highlights invaluePortland creating or green Parks and assets. &sustaining Recreation The Capital a healthy, has in Improvement excess equitable of $1.5 park Plan billion system (CIP) in Program assetsthat makes spread is instrumental Portland over a greatin11,712 creating place acres andto of live park sustaining and space. visit. aThis Thehealthy, figure program equitable is replacement builds park upon system value, City priorities,that not includingmakes bureau Portland land a vision,greatvalue placeor bureau green to live assets.strategic and The visit. plans, Capital The and program Improvement the Total builds Asset Plan upon Management (CIP) City Program priorities, Plan, is bureauandinstrumental has two primaryvision,in creating bureau objectives: and strategic sustaining plans, a healthy, and the equitable Total Asset park Management system that makesPlan, and Portland has two a primarygreat place objectives: to live and visit. The program builds upon City priorities, bureau vision, Sustain bureau and strategic modernize plans, existing and the parks Total and Asset facilities; Management and Plan, and has two  Sustain and modernize existing parks and facilities; and primary objectives:  Plan, design, and construct new parks and natural areas to meet the needs of a  Plan, design, and construct new parks and natural areas to meet the needs of a  Sustainchanging and and modernize growing Portlandexisting parksand provide and facilities; recreation and opportunities for all. changing and growing Portland and provide recreation opportunities for all. PP&RPlan, strives design, to: and construct new parks and natural areas to meet the needs of a PP&Rchanging strives andto: growing Portland and provide recreation opportunities for all.  Create an equitable park system in a way that supports Black, Indigenous,  Create an equitable park system in a way that supports Black, Indigenous, PP&RPeople strives of Color,to: Immigrants and Refugees, families living in poverty, individualsPeople of Color, living Immigrants with disabilities, and Refugees, and older families adults. living in poverty,  individualsCreate an equitable living with park disabilities, system in aand way older that adults.supports Black, Indigenous,  PeopleExpand of capacity Color, Immigrantsto accommodate and Refugees, population families growth living and deliverin poverty, equitable  Expand capacity to accommodate population growth and deliver equitable individualslevels of park living service with by disabilities, providing newand olderfacilities adults. and services and expanding existinglevels of facilities.park service by providing new facilities and services and expanding  existingExpand capacityfacilities. to accommodate population growth and deliver equitable  levelsProtect of and park maintain service thoseby providing existing new assets facilities that provide and services essential and community expanding  Protect and maintain those existing assets that provide essential community existinglevels of facilities.service through maintenance, rehabilitation, and renewal projects. levels of service through maintenance, rehabilitation, and renewal projects.  ProtectImprove and efficiency, maintain environmental those existing quality, assets that and provide energy conservationessential community to advance  Improve efficiency, environmental quality, and energy conservation to advance levelsthe City’s of service Climate through Action maintenance, Plan. rehabilitation, and renewal projects. the City’s Climate Action Plan.  Improve efficiency, environmental quality, and energy conservation to advance the City’s Climate Action Plan.

City of Portland, Oregon – FY 2021-22 Requested Budget 7 CityCity of of Portland Portland, Parks Oregon & –Recreation FY 2021-22 - Requested Budget Budget FY 2021-22 Page 137

City of Portland, Oregon – FY 2021-22 Requested Budget 7 Portland ParksParks and& Recreation Recreation Capital Budget

Major Issues

Unmet Service Needs In Vision 2020, PP&R set a goal to provide a park or natural area within a half-mile of every household in Portland. As Portland develops, PP&R receives System Development Charges (SDCs), which are one-time fees paid by developers that PP&R can use to expand the park system to keep pace with a growing Portland. Popular new parks like Gateway Green Park, Gateway Discovery Park, and Luuwit View in East Portland have been funded with SDCs. Despite these investments, one in five Portland households still does not have access to a park or natural area within a half-mile. In East Portland, nearly two in five households do not have half-mile access to a park or natural area. Access to playgrounds is also problematic. Portlanders want walkable access to playgrounds. Today, a third of the city’s youth live in East Portland. Only four out of ten of them can walk to a playground. In other areas of Portland, service is better, but still only seven out of ten youth can walk to a playground. Aging Infrastructure Although indigenous people have stewarded the land since time immemorial, the City of Portland began its management of its park system in 1852. The park system has grown in the ensuing years, and today includes many heavily used facilities and active open spaces. Aging infrastructure limits service levels in developed parks, community centers, and cultural facilities. Today, 42% of PP&R built assets are in poor or very poor condition; over 50 assets are currently closed, including sections of trail, pieces of play equipment, fountains, restrooms, and more. Funding PP&R’s major maintenance funding backlog is estimated at over $500 million.­ Despite the utilization of a variety of funding sources, current underfunding leaves a structural funding gap that is tens of millions of dollars annually.­ The consequence is that more and more assets will be taken out of service – or become considerably more expensive to rehabilitate as they degrade further.

General Fund Major Maintenance Funding: ADA transition plan funding of $1 million per year and an annual General Fund Major Maintenance allocation of ~$2.5 million is utilized by the Capital Renovation Program for addressing deferred major maintenance and ADA barrier removal projects throughout the parks system.

System Development Charge (SDC) Funding: The SDC Program is an effective source for funding projects that expand the capacity of the parks and recreation system.To meet PP&R’s equity commitments and keep pace with a growing city, the bureau needs to expand the system.SDCs help ensure that the system keeps pace with a growing and changing Portland by collecting fees from new development to help pay for capital projects that add capacity, like acquiring new land, developing

8 City of Portland, Oregon – FY 2021-22 Requested Budget Page 14 City of Portland Parks & Recreation - Requested Budget FY 2021-22 Capital Budget Portland Portland Parks Parks and & Recreation

new parks or facilities, or expanding existing parks or facilities. SDC funds cannot be used for operations or performing major maintenance activities on existing infrastructure. Since SDC revenues come from development, SDCs available for new capacity projects are impacted by market forces – as development within the City of Portland slows down, the available funding also declines. Bond Funding: With the passage of the $68 million Parks Replacement Bond on November 4, 2014, PP&R has had the opportunity to fund a portion of the major maintenance gap and address some of the most urgently needed improvements for existing park and facility infrastructure. The Bond work has targeted PP&R’s most critical needs by focusing on fixing or improving the following: ­

 Playgrounds currently closed, at risk of closure, or deficient;

 Trails and bridges in need of replacement or repair;

 Pool mechanical systems and decks;

 Park maintenance facilities to address worker safety and efficiency;

 Pioneer Courthouse Square’s waterproofing and infrastructure;

 Americans with Disabilities Act (ADA) barriers to improve park access for all Portlanders; and

 Community centers, restrooms, and other facilities. The Bond work is near completion with 47 of 52 projects successfully completed. Other Funding: To address a portion of the funding gaps and limitations addressed above, PP&R has identified and is developing additional funding mechanisms, such as: Energy Savings Performance Contract (ESPC) Funding: In March of 2017, City Council approved a pilot ESPC Project. This project enables repurposing a portion of future utility expenses to invest in modern, efficient equipment such as lighting. Build Portland Funding: Through Build Portland, some of ­the bureau’s­ most critical, higher-cost major maintenance projects have been funded. PP&R is currently addressing many major repair concerns at Mt. Scott Community Center using $15 million in Build Portland resources. Capital Set-Aside Funding: Capital Set Aside continues to be an important funding resource. This year, PP&R is requesting funding forESPC Phase 2 at East Portland Community Center. Metro Bond Funding: The $475 million Metro Regional Parks and Nature Bond was passed by voters on November 6, 2019. The main emphasis of this Bond is to increase park, trail, and nature access, particularly for communities of color, indigenous populations, low-income, and other historically marginalized groups.

City of Portland, Oregon – FY 2021-22 Requested Budget 9 City of Portland Parks & Recreation - Requested Budget FY 2021-22 Page 15 Portland ParksParks and& Recreation Recreation Capital Budget

There are six funding categories in the Measure, and PP&R will have access to five of them:

 Portland Local Share ($32 million for PP&R)

 Trail Projects ($40 million region-wide)

 Land Acquisition ($155 million region-wide)

 Nature in Neighborhood Grants ($40 million region-wide)

 Complex Community Projects ($30 million region-wide) PP&R has been working with the Bureau of Environmental Services and the Portland Bureau of Transportation on general priorities that can be supported by the Metro Bond funding. Certainty of Operating and Maintenance Funds One of the greatest issues facing Portland’s parks and recreation system is the cost of operating and maintaining new assets. PP&R has relied on the approval of ongoing additional O&M funds to care for and maintain new park assets and facilities from construction projects, consistent with City financial policies.

Changes from Prior The following capital growth projects were completed during the past two years: Year  Sellwood Gap Multi-Modal Trail

 Forest Park Wildwood Trail Pedestrian Bridge

 Delta Park Temporary Staff Facilities Replacement

 Halprin Parks Sequence Restoration

 Oaks Bottom Natural Restoration and Culvert Replacement

 Lents Park Walker Stadium Restroom Renovation

 Washington Park Stearns Canyon Stair Renovation and ADA improvements

10 City of Portland, Oregon – FY 2021-22 Requested Budget Page 16 City of Portland Parks & Recreation - Requested Budget FY 2021-22 Capital Budget Portland Portland Parks Parks and & Recreation

Bond Repair and Renovation Projects completed to date include:

 Playgrounds: Couch Park, North Park Blocks, Lents Park, Ventura Park, Kenton Park, Gilbert Primary Park, Glenhaven Park, Verdell Burdine Rutherford Park, Creston Park, Playground Parts and Drainage

 Trails and Bridges: Forest Park Maple Trail and Lower Macleay Trail, Marshall Park, Foley-Balmer Natural Area, Springwater Bridge #140, and Springwater Bridge #48

 Pools: Peninsula Park Pool, Grant Pool, and Matt Dishman ­Community Center Pool and Spa

 Pioneer Courthouse Square Renovation

 Accessibility Improvements: Washington Park Rose Garden, Mt. Tabor Park Handrails, Multnomah Arts Center, and smaller ADA improvements in all sites where other capital projects were completed

 Restrooms and Other Urgent Repairs: Argay Park Tennis Courts, Bloomington Park Restroom, Colonel Summers Park Loo, Couch Park Loo, Ed Benedict park Restroom, Glenwood Park Restroom, Verdell Burdine Rutherford Park Irrigation, Mary Rieke Soccer Field, Mt Tabor Summit Restroom, Multnomah Arts Center Seismic Improvements, Parklane Park Loo, Raymond Park Loo, Sellwood Pool Bathhouse and Kitchen Roofs, St. Johns Community Center Roof, Ventura Park Loo, Fernhilll park Water Supply, Matt Dishman Community Center Electrical Upgrades, and Pier Park Loo. CIP Major Maintenance Projects completed during the past two years include: City-wide Restroom Automatic Locking Systems, Peninsula Slide Replacement, Pittock Mansion Egress Lighting Replacement, Wallace Park Sewer Repair, and other improvements to restrooms, community centers, walkways, and structures. PP&R continues working on capital projects, including but not limited to, the following: Capital Projects in Process:

 Developed Parks: Columbia Children’s Arboretum, Errol Heights Park, Gateway Green Phase 2, Leach Botanical Garden, Parklane Park, Washington Park Stormwater Zoo Entry, East Holladay Dog Off-Leash Area Fence, Laurelwood Park Development, Mill Park Masterplan Implementation, Kennilworth Splashpad, Berrydale Skatepark, the Red Electric Trail Bridge and the Westmoreland Park bridge replacement.

 Pathways: Mt. Tabor Trail and Forest Park Entry.

 Renovations: Mt. Scott Community Center Roof Repair, Basketball Court Renovations, Sullivan’s Gulch, Waterfront Park Bioswale and Peninsula Park Rose Garden Brick Repair.

City of Portland, Oregon – FY 2021-22 Requested Budget 11 City of Portland Parks & Recreation - Requested Budget FY 2021-22 Page 17 Portland ParksParks and& Recreation Recreation Capital Budget

Bond Projects in Process:

 Playgrounds: Gabriel Park ­

 Accessibility:­ East Portland Community Center

 Maintenance Facilities: Mt. Tabor Yard and Delta Park Urban Forestry Yard

 Restrooms and Other Urgent Repairs: Matt Dishman Community Center Roof

Criteria PP&R prioritizes its list of valid capital growth projects on an annual basis. PP&R’s approach to asset investment decisions has evolved to include more data, with staff utilizing objective data from the census, level of service studies, and condition assessments to help inform a ranked list. Selection results are then validated by key internal and external stakeholders, considering factors such as alignment with City and bureau plans and mission, legal compliance, equity, funding, public support, geography, revenue generation potential, and human health and safety. Projects receive final approval by leadership through the City budget process. Capital Growth Project Selection PP&R prioritizes its Capital Growth Projects with a prioritization scoring system that assesses:

 Who would be served? (equity = income below the poverty level, diversity, and youth in the area served by the asset),

 How well they are served currently?

 How many people would be served? These measurements are drawn from a variety of data sources available from within and outside of the City, including demographic, census, and financial information. The primary funding source for the Capital Growth Program are SDCs, though sometimes project-specific sources are also available. ­SDC funded projects must expand the capacity of the park system to meet needs generated by a growing Portland, and also be on the Council-adopted SDC-CIP list. Land acquisition and project scope changes typically proceed opportunistically, consistent with Master Plans and bureau level of service plans.­ Capital Maintenance Project Selection PP&R prioritizes its Capital Maintenance Projects by scoring:

 What is the likelihood of asset failure?

 What is the consequence of asset failure?

 Who is served? (equity) The primary funding sources for the Capital Major Maintenance Program include bond, major maintenance, and capital set-aside. Within the Capital Major Maintenance Program funding, set-aside funding is reserved for emergency projects.

12 City of Portland, Oregon – FY 2021-22 Requested Budget Page 18 City of Portland Parks & Recreation - Requested Budget FY 2021-22 Portland Parks and Recreation

Capital Budget Portland Parks & Recreation

Capital Planning and Budgeting

Capital Planning PP&R maintains a list of desired capital projects in need of funding and reviews it Process each year. The bureau also receives requests for capital projects throughout the year from community members, neighborhoods, field staff, and other public agencies. Projects are developed through a variety of planning efforts, including master plans, management plans, and site-specific plans. Asset management, inventory and condition information, and staff technical knowledge also inform development of capital project requests. PP&R coordinates projects with a variety of citywide teams because parks and recreation development is integral to many other City planning efforts.

City Comprehensive PP&R’s Capital Improvement Program is consistent with the existing City Plan Comprehensive Plan (CCP) directives. The City’s goal is to sustain a healthy parks and recreation system to make Portland a great place to live, work, and play. This includes preserving existing facilities and providing new facilities to ensure access for all Portlanders. Improvement projects are evaluated for how well they provide service to park deficient areas, how well they meet the bureau’s equity goals (who lives nearby and who would be served by the project), which projects provide the lowest total life- cycle costs, as well as the amount of community support.

Financial Forecast The major challenge to PP&R’s capital planning is the lack of stable revenue sources Overview in combination with urgent and unanticipated needs that can result from having a more than $500 million deferred maintenance backlog. There have been improvements made to the Capital Planning Process with implementation of a five- year capital forecast, a data driven approach using asset management assessments, and an iterative process that includes open discussion of priorities with the community.

Asset Management PP&R continues to refine and implement its asset management approach by and Replacement extending inventory, condition, and risk assessment to all asset classes, establishing Plan maintenance standards, and integrating asset management into bureau management practices. For FY 2021-22, the CIP focuses on maintaining equity of public access to existing assets and an expanded emphasis on capital maintenance to address ongoing major maintenance, large individual maintenance projects, and system-wide improvement projects. PP&R’s five-year CIP only presents projects that have anticipated funding within the five-year timeframe; this means it is a subset of all capital projects needed to maintain existing assets or expand the system. As part of its work to build a sustainable future, PP&R is exploring alternative funding sources that will help address its more than $500 million maintenance backlog and will move the bureau closer to industry best practices for planned asset replacement. PP&R will also be exploring alternative funding sources to address operating needs associated with future expansions of the parks and recreation system.

City of Portland, Oregon – FY 2021-22 Requested Budget 13

City of Portland Parks & Recreation - Requested Budget FY 2021-22 Page 19 Portland Parks and Recreation

Portland Parks & Recreation Capital Budget

Capital Programs and Projects

Capital Program Capital Program projects meet two primary objectives: to maintain the system and Descriptions to expand the system. PP&R categorizes projects into the following primary program areas. Each program area, except acquisitions, includes maintenance as well as growth-related projects. The $100 million, five-year distribution of projects across program areas is as follows:

 Acquisitions - $3.7 million (2%)

 Buildings and Pools - $25.3 million (14%)

 Developed Parks -$132.4 million (74%)

 Green Infrastructure - $2.2 million (1%)

 Park Amenities and Trails - $5.7 million (3%)

 Recreation Features - $0.6 million (.34%)

 Utilities, Roads, and Trails - $9.3 million (5%)

Funding SourcesThe  System Development Charges (SDC) - $143.2 million (80%) following Capital Project funding  Bond funding - $22.6 million (13%) supports projects  Major Maintenance - $8.3 million (5%) over the next five years:  Donations and Grants - $1.6 million (8%)

 One-time General Fund resources - $3.5 million (1%)

Major Projects Buildings and Pools:The $68 million Parks Replacement Bond funding is addressing critical building and major maintenance needs. The largest Bond projects from fiscal year 2020-21 included the Gabriel Park Playground, the Urban Forestry Maintenance Facility at Delta Park, and the Mt. Tabor Yard Maintenance Facility. Additionally, Mt. Scott Community Center is receiving $15 million from the Build Portland fund for seismic upgrades, roof repair, electrical repairs, plumbing and HVAC repairs, and security infrastructure. Developed Parks:SDCs are funding many projects this fiscal year to expand the capacity of the park system, including Parklane Park, Errol Heights Park, Laurelwood Park, and Mill Park. The Parklane Park project includes a greatly expanded 25-acre park for East Portland with a playground, skate feature, tennis courts, dog area, picnic and gathering spaces, walking trails, a community garden, and parking. The development of Errol Heights Park in Southeast Portland will feature sports fields, playground, basketball, a plaza, and amenities, as well as access to natural areas. Laurelwood Park will complete the gathering area and Master Plan elements. The Mill Park Masterplan Development will provide new park amenities for an East Portland Neighborhood park including playground, splash pad, shelters, a loo, community garden and a central lawn for active recreation.

14 City of Portland, Oregon – FY 2021-22 Requested Budget

Page 20 City of Portland Parks & Recreation - Requested Budget FY 2021-22 Portland Parks and Recreation Capital Budget Portland Parks & Recreation

Major Maintenance Projects receive approximately $2.5 million in ongoing General Fund resources which will fund feasibility studies and repairs for several roof repair projects, a Springwater bridge repair project, and playground repair projects. Green Infrastructure:With all its capital projects, PP&R is working to enhance the green infrastructure of individual park sites where possible by planting trees, shrubs, perennials, and grasses. Grants from Prosper Portland, SDCs, and private funding from the Leach Garden Friends are currently funding Capital Growth Project improvements at Leach Botanical Garden. Gateway Green Park will be enhanced with nature plantings in conjunction with additional mountain biking facilities. Columbia Children’s Arboretum, Errol Heights, and Forest Park will also have enhanced green infrastructure. Recreation Features:Capital Major Maintenance funding is repairing the roof systems at Charles Jordan Community Center and East Portland Community Center. The Bond Program will continue to renovate and enhance playgrounds such as Gabriel Park. Utilities, Roads, and Trails:Capital Major Maintenance projects will continue to repair road culverts in Forest Park and walkways in numerous parks. General Fund Major Maintenance allocation and SDCs will fund the following trail projects: Red Electric, North Willamette Greenway over Columbia at Chimney Park, and Mt. Tabor South Access Pathway. Enterprise:Neither the Golf Program nor Portland International Raceway funds have current plans for future capital improvements.

Net Operating and As new assets such as natural areas, playgrounds, trails, and new parks are placed Maintenance Costs into service, PP&R will continue to request the necessary resources to cover the operating and maintenance and Major Maintenance costs through the annual budget, in compliance with City financial policy FIN 2.03, to ensure new assets are maintained and financially sustainable.

City of Portland, Oregon – FY 2021-22 Requested Budget 15

City of Portland Parks & Recreation - Requested Budget FY 2021-22 Page 21 Portland Parks and Recreation Portland Parks & Recreation Key Performance Numbers

Performance Measures Actuals Actuals Target Target Strategic *Performance FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 Target EFFICIENCY Number of workers compensation claims per 100 workers 8.30 4.50 8.00 7.00 7.00 Percent of capital growth expenditures allocated to projects in areas with 86% 91% NA NA 79% either low income, people of color, or youth populations above the Portland average. KPM Percentage of residents living within one-half mile of a park or natural area NA NA 81% NA 81% Percentage of residents living within three miles of a full-service community NA 71% 70% NA 70% center Capital major maintenance funding as percentage of assets total replacement 1.3% 0.7% 2.0% NA 2.0% value OUTCOME Annual scans for TeenForce passes 54,261 32,136 18,500 40,000 51,500 Total estimated attendance 2,084,015 1,423,728 770,000 1,500,000 2,300,000 Percent of residents rating park grounds as well maintained NA NA NA NA 85% Percentage of built assets rated in fair or better condition NA NA 50% NA 50% Percentage of employees that feel safety is a bureau priority 69% NA NA 85% 85% Percentage of employees who feel physically and emotionally safe at work 68% NA 83% 83% 83% Percentage of employees who feel PP&R is making an effort to diversify its 77% NA 83% 85% 85% workforce Percentage of employees who feel PP&R provides employees with adequate 59% NA 65% 65% 65% equity and cultural responsiveness training Percentage of employees who feel they receive adequate job training and 58% NA 65% 65% 65% education Percentage of households visiting a park NA NA NA NA 95% Percentage of natural areas in good or very good condition 53% NA 53% NA 53% Percentage of participants who rate their experience as good or very good 94% NA NA NA 96% Percentage of residents rating the closeness of their neighborhood park as NA NA NA NA 83% good or very good Percentage of residents rating the quality of park facilities as good or very good NA NA NA NA 66% Percentage of residents who feel safe walking alone in their neighborhood NA NA NA NA 83% park during the day Percentages of households participating in recreation activities NA NA NA NA 35% Employees of color as a percentage of total positions 32.2% 30.7% 30.7% 30.7% 28.0% Percentage of tree canopy coverage within city 31.0% NA 30.7% NA 30.7% OUTPUT Annual trees planted in low canopy, low income neighborhoods 499 719 1,000 1,100 1,100 Total number of golf rounds played (9 holes = 1 round) 341,725 386,216 350,000 350,000 350,000 WORKLOAD Number of acres of invasive weeds treated annually 1,021 1,185 NA NA 2,450

16 City of Portland, Oregon – FY 2021-22 Requested Budget Page 22 City of Portland Parks & Recreation - Requested Budget FY 2021-22 Portland Parks and Recreation Key Performance Numbers Portland Parks & Recreation

Performance Measures Actuals Actuals Target Target Strategic *Performance FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 Target Number of miles of regional trails 158 157 160 NA 160 Total annual training hours completed 4,449 6,676 6,676 6,676 2,500 Percentage of hours of Urban Forest operations dedicated to non-emergency 52% 49% 50% 50% 50% park trees Percentage of Title 11 permits not closed (by calendar year) 1% NA 0% 0% 0% Percentage of work orders that are preventative 28% 10% NA NA NA

*PP&R has recently created a Healthy Parks, Healthy Portland Framework to guide planning for 2021 and beyond. The bureau spent 2020 evaluating the success of its three major plans: Vision 2020, 2017-2020 Strategic Plan, and Five-Year Racial Equity Plan. As part of its strategic planning work in 2021, PP&R will be creating new performance measures and aligning them with strategic objectives and organizational workplans. In particular, PP&R will identify performance measures for equity objectives.

PP&R performance was and continues to be affected by the COVID-19 public health emergency. The bureau expects that FY 2021-22 programs and services will continue to be responsive to the public health and economic emergency.

City of Portland, Oregon – FY 2021-22 Requested Budget 17

City of Portland Parks & Recreation - Requested Budget FY 2021-22 Page 23 Portland Parks and Recreation Portland Parks & Recreation Summary of Bureau Budget

Summary of Bureau Budget Actuals Actuals Revised Base Requested FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2021-22 Resources External Revenues Taxes 904 185 0 34,877,782 44,735,444 Licenses & Permits 1,695,845 1,549,503 845,910 1,605,000 1,605,000 Charges for Services 62,160,320 46,927,139 25,413,567 49,813,605 43,663,407 Intergovernmental 2,667,071 2,496,852 445,408 291,423 291,423 Bond & Note 3,936,349 15,105,126 2,300,000 467,250 10,918,925 Miscellaneous 9,002,796 8,655,769 14,147,596 4,153,528 4,153,528 External Revenues Total 79,463,284 74,734,574 43,152,481 91,208,588 105,367,727 Internal Revenues General Fund Discretionary 65,615,358 72,084,652 75,109,487 74,083,650 71,063,402 Fund Transfers - Revenue 6,540,356 7,542,674 5,026,443 3,655,801 6,905,801 Interagency Revenue 3,795,637 3,974,766 4,097,751 3,867,106 3,867,106 Internal Revenues Total 75,951,351 83,602,092 84,233,681 81,606,557 81,836,309 Beginning Fund Balance 146,149,136 163,312,452 192,075,502 169,720,595 169,720,595 Resources Total 301,563,771 321,649,118 319,461,664 342,535,740 356,924,631 Requirements Bureau Expenditures Personnel Services 72,773,614 70,885,861 64,904,711 80,304,228 87,245,903 External Materials and Services 37,193,414 27,564,453 83,646,645 90,478,512 94,854,945 Internal Materials and Services 14,623,339 14,453,714 15,786,117 15,285,106 15,285,106 Capital Outlay 8,911,353 17,937,033 19,825,387 33,929,030 36,999,813 Bureau Expenditures Total 133,501,720 130,841,061 184,162,860 219,996,876 234,385,767 Fund Expenditures Debt Service 2,559,720 661,795 4,886,951 11,466,438 11,466,438 Contingency 0 0 127,198,394 109,886,885 109,886,885 Fund Transfers - Expense 2,189,869 2,357,271 3,048,566 1,020,988 1,020,988 Fund Expenditures Total 4,749,589 3,019,066 135,133,911 122,374,311 122,374,311 Ending Fund Balance 163,312,461 187,788,991 164,893 164,553 164,553 Requirements Total 301,563,770 321,649,118 319,461,664 342,535,740 356,924,631 Programs Aquatics 6,989,211 5,775,999 2,883,302 7,319,617 7,319,617 Arts 2,510,559 1,651,522 1,522,434 3,243,590 3,243,590 Bureau Support — 1,630 — — — Business Services 19,618,443 24,115,578 39,770,494 24,025,219 31,269,800 Capital Development 26,421,247 26,462,946 55,194,450 90,191,520 90,191,520 Community and Socialization 14,944,655 6,927,344 6,563,573 11,479,778 12,187,405 Community Engagement 5,159,177 4,742,690 4,868,651 4,975,898 5,416,648 Facility/Amenity Maint — 4,781,787 6,898,014 8,361,294 9,340,478 Fountains 620,000 — — — —

18 City of Portland, Oregon – FY 2021-22 Requested Budget

Page 24 City of Portland Parks & Recreation - Requested Budget FY 2021-22 Portland Parks and Recreation Summary or Bureau Budget Portland Parks & Recreation

Summary of Bureau Budget Actuals Actuals Revised Base Requested FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2021-22 Leadership and Advocacy 955,042 970,844 1,356,540 1,191,390 1,511,111 Maintenance 31,739,709 7,492,960 30,686 — — Marketing & Communications 825,915 664,948 805,336 725,220 955,014 Natural Area Maint — 2,407,613 3,401,513 3,503,730 3,978,117 Parks Maintenance — 12,562,772 17,446,708 18,285,872 19,856,894 Plan Review 10,672 4,973 — — — Planning 1,013,926 1,016,364 953,781 1,304,434 1,304,434 Property 1,583,468 1,609,793 2,094,097 2,560,011 3,430,890 Recreation Facility Operations — 5,418,991 4,900,691 4,161,686 4,849,636 Sports and Games 13,810,894 12,646,398 11,680,180 14,070,302 14,070,302 Tree Maintenance — 2,133,726 8,247,085 9,408,476 9,689,220 Tree Regulation — 2,015,770 2,493,545 2,672,188 2,904,495 Urban Forestry Science and Outreach — 416,407 644,094 664,715 897,022 Visitor Services 7,298,802 7,020,007 12,407,686 11,851,936 11,969,574 Total Programs 133,501,720 130,841,061 184,162,860 219,996,876 234,385,767

City of Portland, Oregon – FY 2021-22 Requested Budget 19

City of Portland Parks & Recreation - Requested Budget FY 2021-22 Page 25 Portland Parks and Recreation Portland Parks & Recreation FTE Summary

FTE Summary Revised Requested No DP Requested Salary Range FY 2020-21 FY 2021-22 FY 2021-22 Class Title Min Max No. Amount No. Amount No. Amount 30000062 Accountant I 41,995 75,062 2.00 139,911 2.00 145,506 2.00 145,506 30000063 Accountant II 54,912 81,151 1.00 78,437 1.00 79,560 1.00 79,560 30000064 Accountant III 60,466 89,256 1.00 86,268 1.00 87,506 1.00 87,506 30003001 Accounting Supervisor 69,805 133,873 1.00 93,974 1.00 93,974 1.00 93,974 30000061 Accounting Technician 34,798 58,662 0.00 0 0.00 0 1.00 42,942 30003002 Administrative Specialist I 44,075 70,055 1.00 55,432 1.00 55,432 2.00 112,674 30003003 Administrative Specialist II 48,277 94,878 10.00 722,466 10.00 722,466 11.00 794,060 30003004 Administrative Specialist III 53,290 104,701 2.00 173,763 2.00 173,763 2.00 173,763 30003006 Analyst I 53,290 104,701 6.90 524,984 6.90 549,778 8.90 707,796 30003007 Analyst II 63,336 111,681 4.00 389,480 4.00 389,480 10.00 915,386 30003008 Analyst III 69,805 133,873 2.00 213,033 2.00 213,033 4.00 416,811 30003009 Analyst IV 80,205 148,724 1.00 114,566 1.00 114,566 1.00 114,566 30001737 Arborist I 53,227 60,063 1.00 54,766 1.00 55,796 1.00 55,796 30001738 Arborist II 50,211 64,815 4.00 254,176 4.00 254,176 4.00 254,176 30000248 Arborist III 56,950 73,174 7.00 474,658 7.00 499,799 7.00 499,799 30001739 Arborist IV 60,507 77,375 4.00 303,432 4.00 303,432 4.00 303,432 30002493 Automotive Equipment Oper I-CL 46,051 64,094 5.00 303,182 5.00 306,749 5.00 306,749 30001584 Botanic Spec I-Community 56,638 83,506 2.00 126,402 2.00 131,837 2.00 131,837 Gardens 30000878 Botanic Spec I-Forestry 56,638 83,506 3.00 217,217 3.00 227,331 3.00 227,331 30000315 Botanic Spec I-Generalist 56,638 83,506 1.00 34,871 1.00 36,793 1.00 36,793 30000316 Botanic Spec I-Youth & Comnty 56,638 83,506 4.00 315,948 4.00 325,752 4.00 325,752 Programs 30000317 Botanic Spec II-Arboretum 59,634 87,834 1.00 84,895 1.00 86,112 1.00 86,112 Collection 30000318 Botanic Spec II-Community 59,634 87,834 1.00 67,601 1.00 73,168 1.00 73,168 Gardens 30000319 Botanic Spec II-Environmental 59,634 87,834 2.00 165,797 2.00 170,964 4.00 309,284 Education 30001005 Botanic Spec II-Forestry 59,634 87,834 4.00 293,954 4.00 332,920 4.00 332,920 30000320 Botanic Spec II-Generalist 59,634 87,834 1.00 79,590 1.00 84,714 1.00 84,714 30000321 Botanic Spec II-Ntrl Resource 59,634 87,834 5.00 410,416 5.00 424,153 5.00 424,153 Ecologist 30000322 Botanic Spec II-Pest Mgmt 59,634 87,834 1.00 77,043 1.00 80,990 1.00 80,990 30000323 Botanic Spec II-Rose Garden 59,634 87,834 1.00 77,058 1.00 82,071 1.00 82,071 30000831 Botanic Technician I 41,766 64,624 7.00 397,071 7.00 410,982 7.00 410,982 30001383 Botanic Technician II 45,947 71,031 3.00 203,846 3.00 208,914 3.00 208,914 30000448 Business Systems Analyst 63,419 94,878 0.00 0 0.00 0 1.00 75,577 30003010 Business Systems Analyst I 53,290 104,701 2.00 145,132 2.00 145,132 2.00 145,132 30003011 Business Systems Analyst II 63,336 111,681 1.00 86,590 1.00 86,590 4.00 349,543

20 City of Portland, Oregon – FY 2021-22 Requested Budget

Page 26 City of Portland Parks & Recreation - Requested Budget FY 2021-22 Portland Parks and Recreation FTE Summary Portland Parks & Recreation

FTE Summary Revised Requested No DP Requested Salary Range FY 2020-21 FY 2021-22 FY 2021-22 Class Title Min Max No. Amount No. Amount No. Amount 30003012 Business Systems Analyst III 69,805 133,873 1.00 94,515 1.00 94,515 1.00 94,515 30000329 CAD Technician II 55,973 82,467 1.00 79,706 1.00 80,850 1.00 80,850 30003013 Capital Project Manager II 63,336 111,681 4.00 363,001 4.00 363,001 4.00 363,001 30003014 Capital Project Manager III 69,805 133,873 11.00 1,261,730 11.00 1,261,730 11.00 1,261,730 30003015 Capital Project Manager IV 80,205 148,724 4.00 481,956 4.00 481,956 4.00 481,956 30002499 Carpenter-CL 58,926 74,553 7.00 509,516 7.00 511,059 7.00 511,059 30003022 City Forester 91,728 161,390 1.00 124,218 1.00 124,218 1.00 124,218 30002008 Community Garden Technician 45,947 71,031 1.00 56,555 1.00 59,672 1.00 59,672 30002495 Construction Equipment 49,046 71,943 2.00 141,066 2.00 141,066 2.00 141,066 Operator-CL 30003235 Coordinator I - E 48,277 94,878 4.00 311,647 4.00 311,647 8.00 598,023 30003027 Coordinator I - NE 48,277 94,878 3.00 197,267 3.00 197,267 4.00 268,861 30003028 Coordinator II 53,290 104,701 13.00 1,184,112 13.00 1,184,112 24.00 2,053,211 30003029 Coordinator III 63,336 111,681 5.00 453,523 5.00 453,523 8.00 716,476 30003030 Coordinator IV 69,805 133,873 1.00 101,733 1.00 101,733 1.00 101,733 30003036 Deputy Director III 111,696 201,191 1.00 147,139 1.00 147,139 1.00 147,139 30000333 Development Services Technician 55,973 82,467 3.00 190,402 3.00 197,830 4.00 262,716 II 30000334 Development Services Technician 67,974 100,224 1.00 79,706 1.00 80,850 1.00 80,850 III 30003039 Director III 147,035 249,288 1.00 223,392 1.00 223,392 1.00 223,392 30000116 Electrician 71,074 91,250 3.00 258,086 3.00 265,076 3.00 265,076 30000121 Electrician/Instrument 73,237 92,778 1.00 89,679 1.00 90,958 1.00 90,958 Technician 30000365 Engineer-Civil 89,357 125,408 1.00 99,726 1.00 103,678 1.00 103,678 30000361 Engineering Associate, Sr- 77,272 113,739 1.00 86,247 1.00 89,606 1.00 89,606 Mechanical 30000325 Engineering Technician II 55,973 82,467 1.00 45,904 1.00 65,592 1.00 65,592 30000326 Engineering Technician III 67,974 100,224 1.00 77,457 1.00 84,202 1.00 84,202 30000338 Environmental Technician II 55,973 82,467 0.00 0 0.00 0 1.00 64,886 30002508 Facilities Maint Tech Apprentice- 42,328 76,950 2.00 127,067 2.00 134,948 2.00 134,948 CL 30002487 Facilities Maintenance 63,398 81,003 6.00 465,310 6.00 470,966 6.00 470,966 Technician-CL 30003055 Financial Analyst II 63,336 111,681 2.00 209,414 2.00 209,415 2.00 209,415 30000127 General Mechanic 51,542 75,380 2.00 143,572 2.00 146,985 2.00 146,985 30000342 GIS Technician II 55,973 82,467 0.00 0 0.00 0 2.00 129,772 30000343 GIS Technician III 67,974 100,224 2.00 172,734 2.00 178,812 2.00 178,812 30000373 Graphics Designer III 67,974 100,224 1.00 83,710 1.00 89,029 1.00 89,029 30000085 Greenskeeper I 44,595 61,632 10.00 599,914 10.00 603,961 10.00 603,961 30000086 Greenskeeper II 50,211 64,815 6.00 365,704 6.00 375,832 6.00 375,832

City of Portland, Oregon – FY 2021-22 Requested Budget 21

City of Portland Parks & Recreation - Requested Budget FY 2021-22 Page 27 Portland Parks and Recreation

Portland Parks & Recreation FTE Summary

FTE Summary Revised Requested No DP Requested Salary Range FY 2020-21 FY 2021-22 FY 2021-22 Class Title Min Max No. Amount No. Amount No. Amount 30000087 Greenskeeper III 52,083 71,222 5.00 344,990 5.00 348,863 5.00 348,863 30002503 Horticulturist-CL 49,587 68,761 23.00 1,523,931 23.00 1,539,378 23.00 1,539,378 30000098 Maintenance Mechanic 54,683 69,101 14.00 904,993 14.00 940,759 14.00 940,759 30003079 Maintenance Supervisor I - E 63,336 111,681 14.00 1,292,863 14.00 1,292,863 14.00 1,292,863 30003080 Maintenance Supervisor II 69,805 133,873 1.00 104,458 1.00 104,458 1.00 104,458 30003081 Manager I 80,205 148,724 18.00 1,981,668 18.00 2,040,500 18.00 2,040,500 30003082 Manager II 92,851 172,210 1.00 123,469 1.00 123,469 1.00 123,469 30003083 Manager III 111,696 201,191 4.00 554,840 4.00 554,840 4.00 554,840 30000012 Office Support Specialist II 34,798 58,662 2.00 87,532 2.00 97,498 2.00 97,498 30000013 Office Support Specialist III 44,512 69,228 3.00 198,796 3.00 203,446 3.00 203,446 30000112 Painter 56,805 74,553 3.00 216,186 3.00 219,273 3.00 219,273 30001709 Park Ranger 41,621 62,311 22.00 1,220,752 22.00 1,262,396 22.00 1,262,396 30000185 Parking Code Enforcement Officer 42,182 70,140 1.90 114,270 1.90 117,811 1.90 117,811 30000084 Parks Maintenance Crew Leader 52,042 71,010 3.00 208,854 3.00 208,854 3.00 208,854 30000759 Parks Maintenance Supervisor 63,419 94,878 0.00 0 0.00 0 3.00 226,730 30000081 Parks Technician 46,987 62,651 0.00 0 0.00 0 1.00 56,399 30002491 Parks Technician-CL 48,027 62,651 34.00 2,040,909 34.00 2,074,457 34.00 2,074,457 30000386 Planner II. City-Parks 65,395 100,373 2.00 194,044 2.00 196,810 2.00 196,810 30000392 Planner, Sr City-Environmental 82,514 107,862 1.00 90,106 1.00 96,075 1.00 96,075 30000394 Planner, Sr City-Parks 82,514 107,862 1.00 94,515 1.00 99,070 1.00 99,070 30003090 Planner, Supervising 80,205 148,724 1.00 131,539 1.00 131,539 1.00 131,539 30001159 Plumber 62,774 85,225 3.00 238,336 3.00 245,004 3.00 245,004 30003096 Public Information Manager 80,205 148,724 1.00 124,800 1.00 124,800 1.00 124,800 30003097 Public Information Officer 63,336 111,681 1.00 100,776 1.00 100,776 1.00 100,776 30000273 Recreation Coord I-Adaptive & 44,824 65,345 3.00 192,192 3.00 192,192 3.00 192,192 Inclusive 30000268 Recreation Coord I-Aquatics 44,824 65,345 9.00 566,679 9.00 572,472 9.00 572,472 30000278 Recreation Coord I-Arts 44,824 65,345 3.00 179,378 3.00 179,378 3.00 179,378 30000281 Recreation Coord I-Custmr Svc 44,824 65,345 3.00 118,236 3.00 120,638 3.00 120,638 Supp/Trg 30000276 Recreation Coord I-Generalist 44,824 65,345 26.00 1,578,095 26.00 1,613,830 26.00 1,613,830 30000272 Recreation Coord I-Music 44,824 65,345 1.00 61,288 1.00 62,992 1.00 62,992 30000275 Recreation Coord I-Public Events 44,824 65,345 1.00 60,817 1.00 62,539 1.00 62,539 Permit 30000280 Recreation Coord I-Senior 44,824 65,345 1.00 64,064 1.00 64,064 1.00 64,064 Recreation 30000269 Recreation Coord I-Teen 44,824 65,345 5.00 318,732 5.00 320,320 5.00 320,320 30000282 Recreation Coord I-Tennis 44,824 65,345 1.00 60,674 1.00 61,883 1.00 61,883 30001508 Recreation Coord I-Urban Parks 44,824 65,345 1.00 64,064 1.00 64,064 1.00 64,064 30000284 Recreation Coord II-Aquatics 47,590 71,031 5.00 343,548 5.00 346,861 5.00 346,861

22 City of Portland, Oregon – FY 2021-22 Requested Budget

Page 28 City of Portland Parks & Recreation - Requested Budget FY 2021-22 Portland Parks and Recreation FTE Summary Portland Parks & Recreation

FTE Summary Revised Requested No DP Requested Salary Range FY 2020-21 FY 2021-22 FY 2021-22 Class Title Min Max No. Amount No. Amount No. Amount 30002034 Recreation Coord II-Educ & 47,590 71,031 1.00 69,638 1.00 69,638 1.00 69,638 Enrichment 30000289 Recreation Coord II-Generalist 47,590 71,031 1.00 56,576 1.00 59,238 1.00 59,238 30000292 Recreation Coord II-Senior 47,590 71,031 1.00 69,638 1.00 69,638 1.00 69,638 Recreation 30002036 Recreation Coord II-Special 47,590 71,031 3.00 207,425 3.00 208,914 3.00 208,914 Events&Mktg 30002258 Recreation Facility Technician 31,512 40,586 6.00 226,386 6.00 192,108 6.00 192,108 30000256 Recreation Leader-FT-Aquatics 31,554 52,594 28.00 1,065,642 28.00 531,546 28.00 531,546 30000263 Recreation Leader-FT-Arts 31,554 52,594 2.90 137,992 2.90 141,080 2.90 141,080 30000258 Recreation Leader-FT-Custmr Svc 31,554 52,594 10.00 449,490 10.00 470,398 10.00 470,398 Ctr Rep 30000261 Recreation Leader-FT-Generalist 31,554 52,594 21.00 975,058 21.00 967,507 21.00 967,507 30002408 Recreation Leader-FT-Instructor 31,554 52,594 3.00 138,840 3.00 141,815 3.00 141,815 30000257 Recreation Leader-FT-Music 31,554 52,594 1.00 51,563 1.00 51,563 1.00 51,563 30000262 Recreation Leader-FT-Pre-School 31,554 52,594 14.90 553,663 14.90 572,730 14.90 572,730 30002411 Recreation Leader-FT-Teen 31,554 52,594 6.00 204,596 6.00 199,608 6.00 199,608 30000267 Recreation Leader-FT-Tennis 31,554 52,594 2.00 92,881 2.00 100,358 2.00 100,358 30000350 Right of Way Agent III 67,974 100,224 1.00 96,876 1.00 98,259 1.00 98,259 30003099 Risk Specialist I 53,290 104,701 0.00 0 0.00 0 1.00 79,009 30003100 Risk Specialist II 63,336 111,681 2.00 190,486 2.00 190,486 2.00 190,486 30002485 Storekeepr/Acquisition Specialist 54,974 78,457 2.00 153,836 2.00 153,836 2.00 153,836 III-CL 30003103 Supervisor I - E 63,336 111,681 22.00 1,862,993 22.00 1,897,791 25.00 2,160,744 30003104 Supervisor II 69,805 133,873 11.00 1,048,414 11.00 1,048,414 11.00 1,048,414 30000250 Tree Inspector 57,554 83,252 11.00 893,670 11.00 897,026 11.00 897,026 30000080 Turf Maintenance Technician 44,595 61,632 15.00 875,165 15.00 890,060 15.00 890,060 30002489 Utility Worker I-CL 45,469 56,774 12.00 664,391 12.00 667,932 12.00 667,932 30002490 Utility Worker II-CL 49,442 61,060 9.00 534,557 9.00 535,597 9.00 535,597 30000123 Welder 62,483 73,344 1.00 71,906 1.00 71,906 1.00 71,906 Total Full-Time Positions 599.60 41,783,743 599.60 41,889,679 649.60 45,800,666 30002499 Carpenter-CL 58,926 74,553 1.00 70,970 1.00 20,976 1.00 20,976 30003235 Coordinator I - E 48,277 94,878 1.00 71,594 1.00 0 1.00 0 30000333 Development Services Technician 55,973 82,467 2.00 95,646 0.00 0 0.00 0 II 30001709 Park Ranger 41,621 62,311 1.00 61,090 1.00 61,090 1.00 61,090 30000267 Recreation Leader-FT-Tennis 31,554 52,594 1.00 51,563 1.00 31,250 1.00 31,250 Total Limited Term Positions 6.00 350,863 4.00 113,316 4.00 113,316 Grand Total 605.60 42,134,606 603.60 42,002,995 653.60 45,913,982

City of Portland, Oregon – FY 2021-22 Requested Budget 23

City of Portland Parks & Recreation - Requested Budget FY 2021-22 Page 29 Portland Parks and Recreation

Portland Parks & Recreation CIP Summary

CIP Summary Bureau Capital Program Revised Requested Project Prior Years FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 5-Year Total Acquisitions Central City Park Acquisition 0 3,000,000 3,000,000 0 0 0 0 3,000,000 Non Central City Park Acquistions 0 1,440,000 736,000 0 0 0 0 736,000 Program Total Acquisitions 0 4,440,000 3,736,000 0 0 0 0 3,736,000 Buildings & Pools Evaluate Peninsula Park CC Roof 65,000 300,000 300,000 0 0 0 0 300,000 Health, Safety, Environmental 133,000 50,000 70,000 0 0 0 0 70,000 Capital Imprvmts Major Maintenance 0 2,205,127 2,556,344 0 0 0 0 2,556,344 Mt Scott CC Improvements 1,000,000 2,100,000 1,500,000 3,000,000 8,000,000 1,500,000 0 14,000,000 Mt Tabor Yard Maintenance 1,691,125 5,000,000 5,000,000 1,000,000 0 0 0 6,000,000 Facility NEW-CJCC Roof Repair 0 0 50,000 0 0 0 0 50,000 NEW-EPCC Roof Repair 0 0 50,000 0 0 0 0 50,000 NEW-Westmoreland RR 0 0 750,000 0 0 0 0 750,000 Replacement Preserve Matt Dishman CC 0 25,000 25,000 0 0 0 0 25,000 Parking Lot Replace MAC Boiler 0 40,000 40,000 0 0 0 0 40,000 Replace Montavilla Pool HVAC/ 110,953 430,000 380,000 0 0 0 0 380,000 Boiler Seismic Needs Assessments 275,000 50,000 50,000 0 0 0 0 50,000 SWCC Air Handler 1,000 100,000 99,000 0 0 0 0 99,000 Urban Forestry Maintenance 3,341,591 3,000,000 900,000 100,000 0 0 0 1,000,000 Facility Total Buildings & Pools 6,617,669 13,300,127 11,770,344 4,100,000 8,000,000 1,500,000 0 25,370,344 Developed Parks ADA-Sellwood Park Access 15,000 75,000 60,000 0 0 0 0 60,000 BPA Rd Landslide 1,957 9,500 10,000 0 0 0 0 10,000 Central City Park Development 90,000 1,300,000 13,567,398 2,500,000 5,800,000 210,000 0 22,077,398 Demolish Hazardous Structures 100,000 90,000 200,000 0 0 0 0 200,000 East Holladay Park DOLA Fencing 45,000 25,000 180,000 0 0 0 0 180,000 Ed Benedict Play Equipment 0 200,000 200,000 0 0 0 0 200,000 Errol Heights Park Development 1,700,000 2,000,000 5,000,000 5,000,000 1,000,000 0 0 11,000,000 ESPC: Bloomington Park 25,111 40,000 18,000 0 0 0 0 18,000 ESPC: Brentwood Park 23,847 62,000 39,000 0 0 0 0 39,000 ESPC: Ed Benedict Park 53,536 90,000 39,000 0 0 0 0 39,000 ESPC: Kenton Park 25,007 95,000 72,000 0 0 0 0 72,000 ESPC: Knott Park 42,722 59,000 17,000 0 0 0 0 17,000 ESPC: Raymond Park 34,859 80,000 48,000 0 0 0 0 48,000 ESPC: Ventura Park 43,400 57,000 14,000 0 0 0 0 14,000

24 City of Portland, Oregon – FY 2021-22 Requested Budget

Page 30 City of Portland Parks & Recreation - Requested Budget FY 2021-22 Portland Parks and Recreation CIP Summary Portland Parks & Recreation

CIP Summary Bureau Capital Program Revised Requested Project Prior Years FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 5-Year Total FP Fire Lane 7A 0 500,000 10,000 0 0 0 0 10,000 FP Nature Trail Landslides 3,906 18,200 10,000 0 0 0 0 10,000 Gabriel Park Bridge/Culvert 0 100,000 10,000 0 0 0 0 10,000 Gabriel Park Inclusive Play 0 50,000 2,500,000 0 0 0 0 2,500,000 Gabriel Park Playground 1,000,000 1,000,000 700,000 0 0 0 0 700,000 Gateway Discovery Park 7,824,726 500,000 1,000,000 0 0 0 0 1,000,000 Development Laurelwood Park Development 24,274 1,000,000 1,000,000 100,000 0 0 0 1,100,000 Leach Cobble Pathways 0 50,000 10,000 0 0 0 0 10,000 Leif Erikson Culverts (19) 49,191 700,000 10,000 0 0 0 0 10,000 Leif Erikson MP 3.4 Landslide 1,268 49,500 10,000 0 0 0 0 10,000 Leif Erikson MP 8.02 Landslide 4,137 49,100 10,000 0 0 0 0 10,000 Leif Erikson MP 8.93 Culvert 0 129,300 10,000 0 0 0 0 10,000 Lower Macleay Landslides 0 249,100 10,000 0 0 0 0 10,000 Luuwit View Park Development 11,050,347 700,000 700,000 0 0 0 0 700,000 NEW-Gabriel Park ADA Pathway 0 0 110,000 0 0 0 0 110,000 NEW-Mill Park Development 20,000 0 2,450,000 4,000,000 30,000 0 0 6,480,000 Phase i NEW-Nature Patch - Midland 80,000 0 50,000 0 0 0 0 50,000 NEW-Northgate Park ADA 100,000 0 550,000 0 0 0 0 550,000 Renovation Non Central City Park 242,999 3,173,000 16,357,000 12,932,000 12,357,000 12,357,000 12,357,000 66,360,000 Development Program Parklane Park Development 3,000,000 6,000,000 10,000,000 2,500,000 500,000 0 0 13,000,000 Pioneer Courthouse Square 7,572,000 500,000 428,000 0 0 0 0 428,000 Improvements Remove Pier Park At-Risk Assets 2,000 70,000 73,000 0 0 0 0 73,000 Repair Montavilla Park Shelter 105,000 100,000 230,000 0 0 0 0 230,000 Repair Nike Basketball Courts 472,917 50,000 400,000 20,000 0 0 0 420,000 Replace Berrydale Teeter 1,000 20,000 24,000 0 0 0 0 24,000 Replace East Delta Irrigation 722,332 125,000 220,000 0 0 0 0 220,000 Pump Replace Harney Play Structure 1,000 20,000 24,000 0 0 0 0 24,000 Restore Peninsula Rose Garden 20,000 90,000 80,000 0 0 0 0 80,000 Brick Path Slab Town Park Conway 7,000 0 1,000,000 3,500,000 450,000 43,000 0 4,993,000 Development Thomas Cully Park Development 7,639,000 900,000 900,000 41,000 0 0 0 941,000 Phase 2 Upgrade Kelley Point Backflow 45,000 75,000 30,000 0 0 0 0 30,000 Preventer Wildwood MP 25.5 Landslide 0 9,000 10,000 0 0 0 0 10,000

City of Portland, Oregon – FY 2021-22 Requested Budget 25

City of Portland Parks & Recreation - Requested Budget FY 2021-22 Page 31 Portland Parks and Recreation

Portland Parks & Recreation CIP Summary

CIP Summary Bureau Capital Program Revised Requested Project Prior Years FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 5-Year Total Wildwood MP 5.8 Culvert 0 100,000 10,000 0 0 0 0 10,000 Wildwood Trail MP 3.75 0 200,000 10,000 0 0 0 0 10,000 Total Developed Parks 42,188,536 20,709,700 58,410,398 30,593,000 20,137,000 12,610,000 12,357,000 134,107,398 Green Infrastructure Leach Botanical Garden 7,591,000 500,000 1,500,000 90,000 0 0 0 1,590,000 Leach Grant PK55 80,000 0 108,000 0 0 0 0 108,000 Leach Grant PK56 0 0 0 0 0 0 0 0 NEW-Earl Boyles Community 40,630 0 15,000 0 0 0 0 15,000 Garden NEW-Whitaker Ponds Dock 5,000 0 65,000 0 0 0 0 65,000 Repair Riverview Nature Area 170,000 110,000 50,000 30,000 0 0 0 80,000 Restoration Waterfront Park Bioswale 103,150 20,000 50,000 0 0 0 0 50,000 Reconfiguration Whitaker Ponds Restoration 27,199 0 28,000 0 0 0 0 28,000 Total Green Infrastructure 8,016,979 630,000 1,816,000 120,000 0 0 0 1,936,000 Park Amenities & Trails Columbia Children’s Arboretum 1,085,000 1,000,000 2,000,000 300,000 0 0 0 2,300,000 Gateway Green Development 3,847,232 1,000,000 800,000 100,000 0 0 0 900,000 Implement ADA Updgrades 0 1,000,000 1,028,000 0 0 0 0 1,028,000 Lents Park Street Improvements 380 600,000 600,000 20,000 0 0 0 620,000 NEW-Kenilworth Park Splash Pad 10,000 0 900,000 90,000 0 0 0 990,000 Total Park Amenities & Trails 4,942,612 3,600,000 5,328,000 510,000 0 0 0 5,838,000 Recreation Features Creston Park Playground 620,287 800,000 486,000 0 0 0 0 486,000 Salmon Street Fountain Electrical 11,000 131,000 120,000 0 0 0 0 120,000 Repair Total Recreation Features 631,287 931,000 606,000 0 0 0 0 606,000 Utilities, Roads & Trails Bridge Inventory & Assessment 1,011,000 280,000 40,000 0 0 0 0 40,000 Columbia Blvd Bridge @ Chimney 124,698 90,000 10,000 10,000 10,000 10,000 40,000 80,000 Park Eastbank Esplanade 40,000 50,000 218,000 0 0 0 0 218,000 Improvements FP Wildwood Trail MP 3.75 0 200,000 10,000 0 0 0 0 10,000 Settlement Mt Tabor Park South Access Trail/ 350,000 1,200,000 1,000,000 600,000 0 0 0 1,600,000 Bike Path NEW-Delta Park Backflow 10,000 0 20,000 0 0 0 0 20,000 Replacement

26 City of Portland, Oregon – FY 2021-22 Requested Budget

Page 32 City of Portland Parks & Recreation - Requested Budget FY 2021-22 Portland Parks and Recreation

CIP Summary Portland Parks & Recreation

CIP Summary Bureau Capital Program Revised Requested Project Prior Years FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 5-Year Total NEW-Farragut & Oregon Park 91,000 0 109,000 0 0 0 0 109,000 Sidewalk Repairs NEW-SOWA DEQ Maint Ramp 21,000 0 79,000 0 0 0 0 79,000 NEW-Willamette Pk Dredging 0 0 164,000 0 0 0 0 164,000 Pittock Mansion Parking Lot 129,000 200,000 71,000 0 0 0 0 71,000 Preserve Creston Pool Parking Lot 0 25,000 25,000 0 0 0 0 25,000 Preserve East Portland CC Parking 0 25,000 25,000 0 0 0 0 25,000 Lot Preserve Multnomah Arts Center 0 25,000 25,000 0 0 0 0 25,000 Parking Lot Red Electric Trail Match 106,247 300,000 1,000,000 20,000 0 0 0 1,020,000 Repair Critical Forest Park 542,511 750,000 2,000,000 500,000 0 0 0 2,500,000 Infrastructure Repair Jenne Rd Bridge Approach 92,544 10,000 75,000 0 0 0 0 75,000 Washington Park Sewer 70,000 800,000 900,000 30,000 0 0 0 930,000 Replacement Washington Park Stormwater 823,000 400,000 300,000 27,000 0 0 0 327,000 Phase II Total Utilities, Roads & Trails 3,411,000 4,355,000 6,071,000 1,187,000 10,000 10,000 40,000 7,318,000 Total Requirements 65,808,083 47,965,827 87,737,742 36,510,000 28,147,000 14,120,000 12,397,000 178,911,742

City of Portland, Oregon – FY 2021-22 Requested Budget 27

City of Portland Parks & Recreation - Requested Budget FY 2021-22 Page 33 This page intentionally left blank

Page 34 City of Portland Parks & Recreation - Requested Budget FY 2021-22 Golf Fund Fund Summary FundParks, Summary Recreation, & Culture Service Area Funds Portland Parks & Recreation

Golf Fund Golf Fund Fund Summary

Actuals Actuals Revised Base Budget Requested FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2021-22 Resources External Revenues Charges for Services 9,634,169 10,105,518 9,419,520 9,916,000 9,916,000 Miscellaneous 201,524 27,891 20,000 0 0 External Revenues Total 9,835,693 10,133,409 9,439,520 9,916,000 9,916,000 Beginning Fund Balance 448,046 965,332 1,780,615 2,992,644 2,992,644 Resources Total 10,283,739 11,098,741 11,220,135 12,908,644 12,908,644 Requirements Bureau Expenditures Personnel Services 3,256,373 3,191,193 3,243,790 3,435,318 3,435,318 External Materials and Services 4,630,017 4,733,092 4,729,956 4,732,445 4,732,445 Internal Materials and Services 604,183 541,732 493,475 557,648 557,648 Capital Outlay 0 8,255 0 1,000 1,000 Bureau Expenditures Total 8,490,573 8,474,272 8,467,221 8,726,411 8,726,411 Fund Expenditures Debt Service 367,953 436,729 442,518 554,534 554,534 Contingency 0 0 1,911,689 3,260,839 3,260,839 Fund Transfers - Expense 459,881 407,126 398,707 366,860 366,860 Fund Expenditures Total 827,834 843,855 2,752,914 4,182,233 4,182,233 Ending Fund Balance 965,332 1,780,614 0 0 0 Requirements Total 10,283,739 11,098,741 11,220,135 12,908,644 12,908,644

Fund Overview The Golf Fund is an enterprise fund that accounts for all resources and requirements of the Portland Parks & Recreation Golf program. The primary sources of revenue to the Golf Fund are the following:

 Revenues from contracts with concessionaires located at each of the City’s golf courses. This includes revenues derived from food and beverage services, clothing and equipment sales, golf lessons, cart rental, and collection of greens fees.

 Greens fees are paid by golfers for each round of golf played - whether nine holes or 18 holes.

Managing Agency Portland Parks & Recreation

2 FY 2021-22 Requested Budget

City of Portland Parks & Recreation - Requested Budget FY 2021-22 Page 35 Portland Parks & Recreation Fund Summary Fund Summary Golf Fund Golf Fund Parks, Recreation, & Culture Service Area Funds

Significant Changes From Prior Year

Operations The Golf Fund has seen an increase in demand, and therefore revenues, since March of 2020. The Golf program, along with the contracted operators, restructured golf operations to allow activity to continue at PP&R courses during statewide COVID-related restrictions. The fund has seen a notable increase in rounds, greens fees, and driving range activity. This increase in activity has allowed the fund to build a more robust reserve. The FY 2021-22 operational budget will include a significant contingency line that will be converted later in the year to fund for capital maintenance and improvements. The amount budgeted will depend on the final fund balance in FY 2020-21.

Page 36 City of Portland Parks & Recreation - Requested Budget FY 2021-22 FY 2021-22 Requested Budget 3 Parks Capital Improvement Program Fund Fund Summary FundParks, Summary Recreation, & Culture Service Area Funds Portland Parks & Recreation

Parks Capital Improvement Program Fund Parks Capital Improvement Program Fund Fund Summary

Actuals Actuals Revised Base Budget Requested FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2021-22 Resources External Revenues Licenses & Permits 0 1,308 0 0 0 Charges for Services 26,176,819 19,804,893 5,800,000 14,000,000 14,000,000 Intergovernmental 1,225,427 64,573 0 0 0 Bond & Note 2,186,349 15,105,126 2,300,000 467,250 467,250 Miscellaneous 6,832,553 5,975,918 13,312,902 2,725,298 2,725,298 External Revenues Total 36,421,148 40,951,819 21,412,902 17,192,548 17,192,548 Internal Revenues Fund Transfers - Revenue 5,858,147 7,470,404 4,958,517 3,584,344 6,655,127 Interagency Revenue 232,516 8,391 0 0 0 Internal Revenues Total 6,090,663 7,478,795 4,958,517 3,584,344 6,655,127 Beginning Fund Balance 136,994,931 152,092,196 173,282,393 153,600,195 153,600,195 Resources Total 179,506,741 200,522,809 199,653,812 174,377,087 177,447,870 Requirements Bureau Expenditures Personnel Services 3,408,715 3,638,568 4,408,678 4,559,804 4,559,804 External Materials and Services 13,247,640 5,347,825 48,032,905 53,470,074 53,470,074 Internal Materials and Services 1,023,931 1,428,539 1,094,227 951,354 951,354 Capital Outlay 7,310,370 16,045,673 18,824,568 33,862,284 36,933,067 Bureau Expenditures Total 24,990,656 26,460,606 72,360,378 92,843,516 95,914,299 Fund Expenditures Debt Service 1,880,600 177,444 4,344,908 150,718 150,718 Contingency 0 0 122,258,620 80,831,229 80,831,229 Fund Transfers - Expense 543,289 632,367 689,906 551,624 551,624 Fund Expenditures Total 2,423,889 809,811 127,293,434 81,533,571 81,533,571 Ending Fund Balance 152,092,196 173,252,392 0 0 0 Requirements Total 179,506,741 200,522,809 199,653,812 174,377,087 177,447,870

Fund Overview The Parks Capital Improvement Program (CIP) Fund accounts for all capital resources and requirements for Portland Parks & Recreation with except capital activity relating to two enterprise funds: the Golf Fund and the Portland International Raceway Fund.

4 FY 2021-22 Requested Budget

City of Portland Parks & Recreation - Requested Budget FY 2021-22 Page 37 Portland Parks & Recreation Fund Summary Fund Summary Parks Capital Improvement Program Fund Parks Capital Improvement Program Fund Parks, Recreation, & Culture Service Area Funds

Revenue Sources The primary sources of revenue to the Parks CIP Fund include service charges and fees from our System Development Charges program; a cash transfer of General Fund discretionary; local, state and federal grants; and the 2014 Parks Replacement Bond measure.

Project Selection and Capital projects are prioritized using the appropriate rating method for either Prioritization capital growth or capital maintenance projects and then vetting projects through committee processes. Capital growth projects are initially prioritized by looking at who would be served, how well they are served currently, and how many people would be served. Capital maintenance projects are initially prioritized by looking at the likelihood, consequence, and equity impacts of an asset’s failure. Both prioritization processes also consider project cost. PP&R’s approach to asset investment decisions is evolving to include more data from census, Level of Service Studies, and condition assessments to help prioritize projects. Project selection results are validated by key internal stakeholders, considering factors such as legal compliance, ADA compliance, public support, alignment with city and bureau plans, equity, and human health and safety. Projects receive final approval by leadership through the public budget process.

Managing Agency Portland Parks & Recreation Significant Changes from Prior Year PP&R’s CIP has not seen significant changes in the past year. The 2014 passage of a $68 million replacement bond measure continues to help the bureau address its over $500 million backlog of deferred maintenance; however, this work is winding down with 47 of 52 projects complete. SDCs continue to bring in revenue to help the parks and recreation system keep up with growth and new development in the city, though revenues in FY 2019-20 were impacted due to COVID-19 and, at just over $21M in fee revenue, were the lowest they have been over the past five years. Revenue in FY 2020-21 shows a continued decline due to COVID-19, with forecasted revenue at $15 million and this trend is anticipated to continue through FY 2021-22.

Page 38 City of Portland Parks & Recreation - Requested Budget FY 2021-22 FY 2021-22 Requested Budget 5 Parks Endowment Fund Fund Summary FundParks, Summary Recreation, & Culture Service Area Funds Portland Parks & Recreation

Parks Endowment Fund Parks Endowment Fund Fund Summary

Actuals Actuals Revised Base Budget Requested FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2021-22 Resources External Revenues Miscellaneous 4,015 3,882 3,894 3,928 3,928 External Revenues Total 4,015 3,882 3,894 3,928 3,928 Beginning Fund Balance 187,187 191,203 194,782 196,410 196,410 Resources Total 191,202 195,085 198,676 200,338 200,338 Requirements Bureau Expenditures External Materials and Services 0 300 33,783 35,785 35,785 Bureau Expenditures Total 0 300 33,783 35,785 35,785 Ending Fund Balance 191,203 194,785 164,893 164,553 164,553 Requirements Total 191,203 195,085 198,676 200,338 200,338

Fund Overview The Parks Endowment Fund accounts for gifts, donations, and endowments of a permanent nature, whereby the donation principal is invested and interest earnings are available to support programs and services as directed by the funding donor. There are currently four endowments within the fund.

F.L. Beach Curbside This endowment was established in 1975. Its purpose is to encourage planting and Rose Award Trust maintaining roses that will be visible to the public. An incentive system was established through awards and annual competitions, which are funded from the trust. Funds unspent in a given year are reinvested to increase fund balances.

Parks Maintenance This endowment was established in FY 2002-03. Earnings are reinvested to increase Endowment the size of the endowment with the intent of eventually generating sufficient interest income to help maintain the parks and recreation system.

Washington Park This endowment was established by a $75,000 donation from the Portland Rotary Children’s Club with the goal of maintaining the playground in Washington Park. Playground Endowment

The Dietz Fountain This endowment was established in FY 2003-04 with an original gift of $4,500. at Wallace Park Income from this endowment contributes toward maintenance of the Dietz Endowment Fountain.

Managing Agency Portland Parks & Recreation

6 FY 2021-22 Requested Budget

City of Portland Parks & Recreation - Requested Budget FY 2021-22 Page 39 Fund Summary Parks Local Option Levy Fund Portland Parks & Recreation Parks, Recreation, & Culture Service Fund Area Summary Funds

ParksParks Local Option Levy Fund Local Option Levy Fund Fund Summary

Actuals Actuals Revised Base Budget Requested FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2021-22 Resources External Revenues Taxes 904 0 0 0 0 Miscellaneous 11,155 0 0 0 0 External Revenues Total 12,059 0 0 0 0 Internal Revenues Fund Transfers - Revenue 0 0 280 0 0 Internal Revenues Total 0 0 280 0 0 Beginning Fund Balance 551,842 2,625 0 0 0 Resources Total 563,901 2,625 280 0 0 Requirements Bureau Expenditures External Materials and Services 0 0 0 0 0 Bureau Expenditures Total 0 0 0 0 0 Fund Expenditures Contingency 0 0 280 0 0 Fund Transfers - Expense 561,267 2,625 0 0 0 Fund Expenditures Total 561,267 2,625 280 0 0 Ending Fund Balance 2,634 0 0 0 0 Requirements Total 563,901 2,625 280 0 0

Fund Overview The Parks Local Option Levy Fund was established following voter approval of the Parks Local Option Levy in November 2002. The purpose of the levy was to restore $2.2 million in funding reductions made in FY 2002-03; provide access to recreational programs for children, families, and seniors; provide safe places to play; and restore, renovate, and continue to maintain the park system. Resources in this fund were derived from property tax revenues and interest earnings. Fund requirements include costs associated with Portland Parks & Recreation programs and services. The levy expired June 30, 2008; due to favorable interest rates, tax collections, and delays in capital improvements, the ending fund balance allowed for an additional year of program funding. Since FY 2008-09, Council has allocated $5.4 million of Parks Local Option Levyongoing Fund General Fund resources to backfill the funding that had beenFund provided Summary by the levy.

Managing Agency Portland Parks & Recreation Significant Changes from Prior Year The Parks Local Option Levy Fund was closed in FY 2020-21. FY 2021-22 Requested Budget 7

Page 40 City of Portland Parks & Recreation - Requested Budget FY 2021-22

2 FY 2021-22 Requested Budget Fund Summary Portland International Raceway Fund Fund Summary Parks,Portland Recreation, Parks & Culture & Service Recreation Area Funds

Portland International Raceway Fund Parks International Raceway Fund Fund Summary

Actuals Actuals Revised Base Budget Requested FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2021-22 Resources External Revenues Charges for Services 2,045,087 1,392,170 2,006,928 1,779,084 1,779,084 Bond & Note 1,750,000 0 0 0 0 Miscellaneous 61,813 60,237 64,990 53,500 53,500 External Revenues Total 3,856,900 1,452,407 2,071,918 1,832,584 1,832,584 Beginning Fund Balance 714,911 1,095,913 854,851 333,485 333,485 Resources Total 4,571,811 2,548,320 2,926,769 2,166,069 2,166,069 Requirements Bureau Expenditures Personnel Services 926,891 860,417 955,971 765,269 765,269 External Materials and Services 694,645 504,687 594,055 538,895 538,895 Internal Materials and Services 109,416 90,496 112,587 128,826 128,826 Capital Outlay 1,354,946 108,112 0 0 0 Bureau Expenditures Total 3,085,898 1,563,712 1,662,613 1,432,990 1,432,990 Fund Expenditures Debt Service 311,168 47,621 99,525 309,511 309,511 Contingency 0 0 1,062,178 321,064 321,064 Fund Transfers - Expense 78,832 82,136 102,453 102,504 102,504 Fund Expenditures Total 390,000 129,757 1,264,156 733,079 733,079 Ending Fund Balance 1,095,913 854,851 0 0 0 Requirements Total 4,571,810 2,548,320 2,926,769 2,166,069 2,166,069

Fund Overview The Portland International Raceway (PIR) Fund is the enterprise fund that accounts for all resources and requirements associated with management and operation of the PIR. The primary sources of ongoing revenues to the PIR Fund are PIR facilities rental revenues, percentage of sales from the food and beverage contracted service provider, user group advertising, and track sponsorship.

Managing Agency Portland Parks & Recreation

FY 2021-22 Requested Budget 9

City of Portland Parks & Recreation - Requested Budget FY 2021-22 Page 41 Portland Parks & Recreation Fund Summary Portland International Raceway Fund Fund Summary PortlandParks, Recreation, International & Culture Service AreaRaceway Funds Fund

Significant Changes from Prior Year

Operations PIR revenues were significantly affected by public health directed closures and restrictions related to COVID-19. While completely closed for a short time, the raceway is holding much smaller events with no spectators at this time, and therefore able to earn limited revenues. In FY 2020-21, the fund is projected to have sufficient reserves to absorb the operational loss for the year. FY2021-22 budget includes reduced program revenues, but also reduced expenses, focusing on limiting casual labor and materials and services that are linked to spectator events.

Page 42 City of Portland Parks & Recreation - Requested Budget FY 2021-22 10 FY 2021-22 Requested Budget Fund Summary Portland Parks Memorial Trust Fund Fund Summary Parks,Portland Recreation, Parks & Culture & Service Recreation Area Funds

Portland Parks Memorial Trust Fund Portland Parks Memorial Trust Fund Fund Summary

Actuals Actuals Revised Base Budget Requested FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2021-22 Resources External Revenues Licenses & Permits 1,398,934 831,069 50,000 900,000 900,000 Charges for Services 4,111,749 3,101,320 3,908,000 2,789,664 2,789,664 Miscellaneous 857,393 2,021,904 551,984 592,481 592,481 External Revenues Total 6,368,076 5,954,293 4,509,984 4,282,145 4,282,145 Internal Revenues Fund Transfers - Revenue 128,036 69,645 67,646 71,457 71,457 Internal Revenues Total 128,036 69,645 67,646 71,457 71,457 Beginning Fund Balance 8,704,976 11,265,406 13,529,161 12,569,861 12,569,861 Resources Total 15,201,088 17,289,344 18,106,791 16,923,463 16,923,463 Requirements Bureau Expenditures Personnel Services 1,655,033 860,562 2,017,263 1,973,804 1,973,804 External Materials and Services 121,395 23,987 10,608,457 11,453,530 11,453,530 Internal Materials and Services 1,915,222 1,612,981 2,213,245 2,020,605 2,020,605 Capital Outlay 15,431 13,789 0 0 0 Bureau Expenditures Total 3,707,081 2,511,319 14,838,965 15,447,939 15,447,939 Fund Expenditures Contingency 0 0 1,410,326 1,475,524 1,475,524 Fund Transfers - Expense 228,600 1,234,855 1,857,500 0 0 Fund Expenditures Total 228,600 1,234,855 3,267,826 1,475,524 1,475,524 Ending Fund Balance 11,265,406 13,543,170 0 0 0 Requirements Total 15,201,087 17,289,344 18,106,791 16,923,463 16,923,463

Fund Overview The Portland Parks Memorial Fund was established to receive grant revenue as well as donations from foundations, friends’ organizations, neighborhood associations, and other entities. These funds often have restrictions related to the purpose and the period by which to use such funds.

Fund Requirements Resources within this fund are typically used for one-time expenditures for specific improvements or services, or for ongoing programs with resources coming from a specific revenue source. Individual grants or donations are managed in separate Portland Parks Memorialaccounts Trust within Fund the fund, according to the provisions of the contract, grant, or donor agreement.

Managing Agency Portland Parks & Recreation

FY 2021-22 Requested Budget 11

City of Portland Parks & Recreation - Requested Budget FY 2021-22 Page 43

10 FY 2020-21 Requested Budget Fund Summary 2020 Parks Local Option Levy Fund Portland Parks & Recreation Fund Summary

20202020 Parks Local Option Levy Fund Parks Local Option Levy Fund Fund Summary

Actuals Actuals Revised Base Budget Requested FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2021-22 Resources External Revenues Taxes 0 0 0 34,877,782 44,735,444 Bond & Note 0 0 0 0 10,451,675 External Revenues Total 0 0 0 34,877,782 55,187,119 Beginning Fund Balance Resources Total 0 0 0 34,877,782 55,187,119 Requirements Bureau Expenditures Personnel Services 0 0 0 427,878 7,369,553 External Materials and Services 0 0 0 0 3,510,000 Internal Materials and Services 0 0 0 0 9,857,662 Bureau Expenditures Total 0 0 0 427,878 20,737,215 Fund Expenditures Debt Service 0 0 0 10,451,675 10,451,675 Contingency 0 0 0 23,998,229 23,998,229 Fund Expenditures Total 0 0 0 34,449,904 34,449,904 Ending Fund Balance Requirements Total 0 0 0 34,877,782 55,187,119

Fund Overview The 2020 Parks Local Option Levy Fund was established following voter approval of the Parks Local Option Levy in November 2020. The purpose of the levy was to prevent ongoing reductions to park services and recreation programs, preserve and restore park and natural area health, and center equity and affordable access for all.

FY 2021-22 Requested Budget 1

Page 44 City of Portland Parks & Recreation - Requested Budget FY 2021-22 Fund Summary Portland Parks & Recreation 2020 Parks Local Option Levy Fund Fund Summary 2020 Parks Local Option Levy Fund

More specifically levy funds are to be used to

 Enhance and preserve parks, rivers, wetlands, trees, and other important natural features in urban areas for the benefit of all Portlanders and wildlife;

 Provide park and recreation services to diverse populations including communities of color, seniors, teens, households experiencing poverty, immigrants and refugees, and people living with disabilities;

 Increase opportunities for communities of color and children experiencing poverty to connect with nature;

 Prevent cuts to recreation programs, closures of community centers and pools; and

 Enhance park maintenance to keep parks clean and safe, including litter and hazardous waste removal, restroom cleaning, and playground safety

Revenue Sources Primary revenues for the fund are generated by five-year local option ad valorem property tax levy within the City of Portland at a rate of $0.80 per $1,000 of Measure 50 assessed value, outside certain constitutional limitations, commencing in FY 2021-22, for parks and recreation purposes. The fund also receives interest earnings on the balance.

Managing Agency Portland Parks & Recreation Significant Changes from Prior Year The 2020 Parks Local Option Levy Fund was established in January 2021. Funds will be appropriated for use in late FY 2020-21. The budget for FY 2021-22 is based on Decision Packages included in PP&R’s FY 2021-22 Requested Budget and includes resources to support public programming in summer 2021 and the ramp up to build organizational capacity for enhanced service delivery, as well as resources to ensure affordable access for Black, Indigenous, and People of Color, Immigrants and Refugees, families living in poverty, individuals living with disabilities, and older adults. Total tax resources generated from the Levy in FY 2021-22 are expected to be $44.7 million. Levy proceeds will not be realized until November 2021. In order to begin implementation of Levy objectives before then the bureau will be initiating an interfund loan with the SDC program in the Spring of 2021. The bureau will be engaging in a process to allocate the remainder of Levy resources in the Fall of 2021.

City of Portland Parks & Recreation - Requested Budget FY 2021-22 Page 45 2 FY 2021-22 Requested Budget Portland Parks & Recreation Portland Parks & Recreation Capital Improvement Plan Summaries

Portland Parks & Recreation

Project Detail - Portland Parks & Recreation

Capital Program Revised Requested Capital Plan Project Prior Years FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 5-Year Total Acquisitions PROJECT NAME: Central City Park Acquisition Total Project Cost Ongoing Area Citywide Confidence Moderate Original Cost Ongoing Objective GRO: New Project Description Acquisitions to be determined. Revenue Source(s) Funded with System Development Charge resources. Total Expenditures 0 3,000,000 3,000,00000003,000,000 Net Operations and Maintenance Costs 0 0 0 0 0 0 0 0

PROJECT NAME: Non Central City Park Acquistions Program Total Project Cost Ongoing Area Citywide Confidence Moderate Original Cost Ongoing Objective GRO: New Project Description Acquisitions to be determined. Revenue Source(s) Funded with System Development Charge resources. Total Expenditures 0 1,440,000 736,0000000736,000 Net Operations and Maintenance Costs 0 0 0 0 0 0 0 0

Buildings & Pools PROJECT NAME: NEW - CJCC Roof Repair Total Project Cost $50,000 Area North Confidence Moderate Original Cost $50,000 Objective Maintenance & Repair Project Description Repair roof at Charles Jordan Community Center. Revenue Source(s) Funded with General Fund Major Maintenance resources. Total Expenditures 0 0 50,000 0 0 0 0 50,000 Net Operations and Maintenance Costs 0000000 0

PROJECT NAME: NEW - EPCC Roof Repair

FY 2021-22 Requested Budget 1 Page 46 City of Portland Parks & Recreation - Requested Budget FY 2021-22 PortlandCapital Improvement Parks Plan & Summaries Recreation Portland Parks & Recreation

Project Detail - Portland Parks & Recreation

Capital Program Revised Requested Capital Plan Project Prior Years FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 5-Year Total Total Project Cost $50,000 Area East Confidence Moderate Original Cost $50,000 Objective Maintenance & Repair Project Description Repair roof at East Portland Community Center. Revenue Source(s) Funded with General Fund Major Maintenance resources. Total Expenditures 0 0 50,000 0 0 0 0 50,000 Net Operations and Maintenance Costs 0000000 0

PROJECT NAME: Evaluate Peninsula Park CC Roof Total Project Cost $365,000 Area Northeast Confidence Moderate Original Cost $365,000 Objective Maintenance & Repair Project Description Evaluate Peninsula Park Community Center roof. Revenue Source(s) Funded with General Fund Major Maintenance resources. Total Expenditures 65,000 300,000 300,000 0 0 0 0 300,000 Net Operations and Maintenance Costs 0000000 0

PROJECT NAME: Health, Safety, Environmental Capital Imprvmts Total Project Cost $203,000 Area Citywide Confidence Low Original Cost $203,000 Objective Maintenance & Repair Project Description Provide oversight and abatement of asbestos, lead, hazardous materials, brownfields, indoor/outdoor air quality, radon, silica, and safety training. Revenue Source(s) Funded with one-time capital set aside resources. Total Expenditures 133,000 50,000 70,000 0 0 0 0 70,000 Net Operations and Maintenance Costs 0000000 0

PROJECT NAME: Major Maintenance Total Project Cost Ongoing Area Citywide

2 FY 2021-22 Requested Budget City of Portland Parks & Recreation - Requested Budget FY 2021-22 Page 47 Portland Parks & Recreation Portland Capital Parks Improvement & Recreation Plan Summaries

Project Detail - Portland Parks & Recreation

Capital Plan Capital Program Revised Requested Project Prior Years FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 5-Year Total Confidence High Original Cost Ongoing Objective Maintenance- Preservation Project Description The funding addresses capital maintenance projects with an ongoing budget appropriation. Revenue Source(s) Funded with General Fund Major Maintenance resources. Total Expenditures 0 2,205,127 2,556,344 0 0 0 0 2,556,344 Net Operations and Maintenance Costs 0 0 0 1,946,5330001,946,533

PROJECT NAME: Mt Scott CC Improvements Total Project Cost $15,249,451 Area Southeast Confidence Moderate Original Cost $15,000,000 Objective Maintenance & Repair Project Description Conduct a renovation and expansion project at Mt. Scott Community Center. Revenue Source(s) Funded with Build Portland bond resources. Total Expenditures 1,000,000 2,100,000 1,500,000 3,000,000 8,000,000 1,500,000 0 14,000,000 Net Operations and Maintenance Costs 0 0 0 0 0 180,000 0 180,000

PROJECT NAME: Mt Tabor Yard Maintenance Facility Total Project Cost $8,181,007 Area Southeast Confidence High Original Cost $7,490,145 Objective Replacement Project Description Demolish and construct new shop space per 2008 Master Plan. Revenue Source(s) Funded with 2014 general obligation bonds. Total Expenditures 1,691,125 5,000,000 5,000,000 1,000,000 0 0 0 6,000,000 Net Operations and Maintenance Costs 0000000 0

PROJECT NAME: Preserve Matt Dishman CC Parking Lot Total Project Cost $25,000 Area Northeast Confidence Moderate Original Cost $25,000 Objective Maintenance & Repair Project Description

PageFY 2021-22 48 Requested Budget City of Portland Parks & Recreation - Requested Budget FY 2021-223 PortlandCapital Improvement Parks Plan & Summaries Recreation Portland Parks & Recreation

Project Detail - Portland Parks & Recreation

Capital Plan Capital Program Revised Requested Project Prior Years FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 5-Year Total Preserve Matt Dishman Community Center parking lot. Revenue Source(s) Funded with General Fund Major Maintenance resources. Total Expenditures 0 25,000 25,000 0 0 0 0 25,000 Net Operations and Maintenance Costs 0000000 0

PROJECT NAME: Replace MAC Boiler Total Project Cost $40,000 Area Southwest Confidence Moderate Original Cost $40,000 Objective Maintenance & Repair Project Description Replace MAC Boiler. Revenue Source(s) Funded with General Fund Major Maintenance resources. Total Expenditures 0 40,000 40,000 0 0 0 0 40,000 Net Operations and Maintenance Costs 0000000 0

PROJECT NAME: Replace Montavilla Pool HVAC/Boiler Total Project Cost $450,000 Area Southeast Confidence Moderate Original Cost $450,000 Objective Maintenance & Repair Project Description Replace Montavilla Pool HVAC/Boiler. Revenue Source(s) Funded with General Fund Major Maintenance resources. Total Expenditures 110,953 430,000 380,000 0 0 0 0 380,000 Net Operations and Maintenance Costs 0000000 0

PROJECT NAME: Seismic Needs Assessments Total Project Cost $325,000 Area Citywide Confidence Moderate Original Cost $325,000 Objective Maintenance & Repair Project Description Assess the seismic status of buildings throughout the park system. Revenue Source(s)

City4 of Portland Parks & Recreation - Requested Budget FY 2021-22 FY 2021-22 Requested Budget Page 49 Portland Parks & Recreation Portland Capital Parks Improvement & Recreation Plan Summaries

Project Detail - Portland Parks & Recreation

Capital Program Revised Requested Capital Plan Project Prior Years FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 5-Year Total Funded with General Fund Major Maintenance resources. Total Expenditures 275,000 50,000 50,000 0 0 0 0 50,000 Net Operations and Maintenance Costs 0000000 0

PROJECT NAME: SWCC Air Handler Total Project Cost $100,000 Area Southwest Confidence Moderate Original Cost $100,000 Objective Maintenance & Repair Project Description Replace the South West Community Center Air Handler 1 unit that has rusted out. Revenue Source(s) Funded with General Fund Major Maintenance resources. Total Expenditures 1,000 100,000 99,000 0 0 0 0 99,000 Net Operations and Maintenance Costs 0000000 0

PROJECT NAME: Urban Forestry Maintenance Facility Total Project Cost $4,364,091 Area North Confidence High Original Cost $2,379,800 Objective Replacement Project Description Demolish and construct a new covered and secure storage area for large equipment and an enclosed shop building. Revenue Source(s) Funded by General Fund resources and 2014 general obligation bonds. This project is complemented by a major maintenance and trust-funded project that is building a new administrative and office building. Total Expenditures 3,341,591 3,000,000 900,000 100,000 0 0 0 1,000,000 Net Operations and Maintenance Costs 0000000 0

PROJECT NAME: NEW - Westmoreland RR Replacement Total Project Cost $750,000 Area Southeast Confidence Moderate Original Cost $750,000 Objective Maintenance & Repair Project Description Replace roof of the Westmoreland restroom. Revenue Source(s) Funded with General Fund Major Maintenance resources. Total Expenditures 0 0 750,000 0 0 0 0 750,000

FYPage 2021-22 50 Requested Budget City of Portland Parks & Recreation - Requested Budget FY 2021-225 PortlandCapital Improvement Parks Plan & Summaries Recreation Portland Parks & Recreation

Project Detail - Portland Parks & Recreation

Capital Program Revised Requested Capital Plan Project Prior Years FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 5-Year Total Net Operations and Maintenance Costs 0000000 0

Developed Parks PROJECT NAME: ADA-Sellwood Park Access Total Project Cost $75,000 Area Southeast Confidence High Original Cost $75,000 Objective Growth Project Description Improve access to the park by repairing park pathway.

Revenue Source(s) Funded with General Fund resources. Total Expenditures 15,000 75,000 60,000000060,000 Net Operations and Maintenance Costs 0 0 0 0 0 0 0 0

PROJECT NAME: BPA Rd Landslide Total Project Cost $10,000 Area Northwest Confidence Low Original Cost $10,000 Objective Maintenance & Repair Project Description Culvert and landslide repairs from storm damage. Revenue Source(s) Funded with FEMA grant resources. Total Expenditures 1,957 9,500 10,000000010,000 Net Operations and Maintenance Costs 0 0 0 0 0 0 0 0

PROJECT NAME: Central City Park Development Total Project Cost Ongoing Area Central City Confidence Moderate Original Cost Ongoing Objective GRO: New Project Description Projects to be determined. Revenue Source(s) Funded with System Development Charge resources. Total Expenditures 90,000 1,300,000 13,567,398 2,500,000 5,800,000 210,000 0 22,077,398 Net Operations and Maintenance Costs 0 0 0 0 0 520,958 0 520,958

City6 of Portland Parks & Recreation - Requested Budget FY 2021-22 FY 2021-22 Requested Budget Page 51 Portland Parks & Recreation Portland Capital Parks Improvement & Recreation Plan Summaries

Project Detail - Portland Parks & Recreation

Capital Program Revised Requested Capital Plan Project Prior Years FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 5-Year Total

PROJECT NAME: NEW - Conway Property Development Total Project Cost $5,000,000 Area Northwest Confidence Moderate Original Cost $5,000,000 Objective GRO: New Project Description Design and construct new one-acre landscaped park in North West Portland. Revenue Source(s) Funded with System Development Charge resources. Total Expenditures 7,000 0 1,000,000 3,500,000 450,000 43,000 0 4,993,000 Net Operations and Maintenance Costs 0 0 0 0 0 150,000 0 150,000

PROJECT NAME: Demolish Hazardous Structures Total Project Cost $300,000 Area Citywide Confidence Moderate Original Cost $300,000 Objective Maintenance & Repair Project Description Demolish hazardous structures throughout the park system. Revenue Source(s) Funded with General Fund Major Maintenance resources. Total Expenditures 100,000 90,000 200,0000000200,000 Net Operations and Maintenance Costs 0 0 0 0 0 0 0 0

PROJECT NAME: East Holladay Park DOLA Fencing Total Project Cost $225,000 Area Southeast Confidence Moderate Original Cost $225,000 Objective Growth Project Description This project installs fencing, gates, and signage and includes some grading and re-surfacing work. Revenue Source(s) Funded with System Development Charge resources. Total Expenditures 45,000 25,000 180,0000000180,000 Net Operations and Maintenance Costs 0 0 0 0 0 0 0 0

PROJECT NAME: Ed Benedict Play Equipment Total Project Cost $200,000 Area East

FYPage 2021-22 52 Requested Budget City of Portland Parks & Recreation - Requested Budget FY 2021-227 PortlandCapital Improvement Parks Plan & Summaries Recreation Portland Parks & Recreation

Project Detail - Portland Parks & Recreation

Capital Plan Capital Program Revised Requested Project Prior Years FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 5-Year Total Confidence Moderate Original Cost $200,000 Objective Maintenance & Repair Project Description Replace failed play equipment. Revenue Source(s) Funded with General Fund Major Maintenance resources. Total Expenditures 0 200,000 200,0000000200,000 Net Operations and Maintenance Costs 0 0 0 0 0 0 0 0

PROJECT NAME: Errol Heights Park Development Total Project Cost $12,700,000 Area East Confidence Moderate Original Cost $12,700,000 Objective Growth Project Description Phase 1 implementation of the 2005 Master Plan. This hybrid park includes sports fields, developed park area grading, a play area, basketball, a plaza, and amenities. Revenue Source(s) Funded with System Development Charge resources. Total Expenditures 1,700,000 2,000,000 5,000,000 5,000,000 1,000,000 0 0 11,000,000 Net Operations and Maintenance Costs 0 0 0 0 0 0 0 0

PROJECT NAME: ESPC: Bloomington Park Total Project Cost $43,111 Area Southeast Confidence High Original Cost $43,111 Objective Maintenance & Repair Project Description Install pathway lighting and water/energy efficiency retrofits. Revenue Source(s) Funded with General Fund Major Maintenance resources. Total Expenditures 25,111 40,000 18,000000018,000 Net Operations and Maintenance Costs 0 0 0 0 0 0 0 0

PROJECT NAME: ESPC: Brentwood Park Total Project Cost $62,847 Area Southeast Confidence Original Cost $62,847 Objective Maintenance & Repair Project Description

8 FY 2021-22 Requested Budget City of Portland Parks & Recreation - Requested Budget FY 2021-22 Page 53 Portland Parks & Recreation Portland Capital Parks Improvement & Recreation Plan Summaries

Project Detail - Portland Parks & Recreation

Capital Plan Capital Program Revised Requested Project Prior Years FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 5-Year Total Install pathway lighting and water/energy efficiency retrofits.

Revenue Source(s) Funded with General Fund Major Maintenance resources. Total Expenditures 23,847 62,000 39,000000039,000 Net Operations and Maintenance Costs 0 0 0 0 0 0 0 0

PROJECT NAME: ESPC: Ed Benedict Park Total Project Cost $92,536 Area East Confidence Moderate Original Cost $92,536 Objective Maintenance & Repair Project Description Install pathway lighting and water/energy efficiency retrofits. Revenue Source(s) Funded with General Fund Major Maintenance resources. Total Expenditures 53,536 90,000 39,000000039,000 Net Operations and Maintenance Costs 0 0 0 0 0 0 0 0

PROJECT NAME: ESPC: Kenton Park Total Project Cost $97,007 Area North Confidence Moderate Original Cost $97,007 Objective Maintenance & Repair Project Description Install pathway lighting and water/energy efficiency retrofits.

Revenue Source(s) Funded with General Fund Major Maintenance resources. Total Expenditures 25,007 95,000 72,000000072,000 Net Operations and Maintenance Costs 0 0 0 0 0 0 0 0

PROJECT NAME: ESPC: Knott Park Total Project Cost $59,722 Area East Confidence Moderate Original Cost $59,722 Objective Maintenance & Repair Project Description

PageFY 2021-22 54 Requested Budget City of Portland Parks & Recreation - Requested Budget FY 2021-229 PortlandCapital Improvement Parks Plan & Summaries Recreation Portland Parks & Recreation

Project Detail - Portland Parks & Recreation

Capital Program Revised Requested Capital Plan Project Prior Years FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 5-Year Total Install pathway lighting and water/energy efficiency retrofits.

Revenue Source(s) Funded with General Fund Major Maintenance resources. Total Expenditures 42,722 59,000 17,000000017,000 Net Operations and Maintenance Costs 0 0 0 0 0 0 0 0

PROJECT NAME: ESPC: Raymond Park Total Project Cost $82,859 Area East Confidence High Original Cost $82,859 Objective Maintenance & Repair Project Description Install pathway lighting and water/energy efficiency retrofits. Revenue Source(s) Funded with General Fund Major Maintenance resources. Total Expenditures 34,859 80,000 48,000000048,000 Net Operations and Maintenance Costs 0 0 0 0 0 0 0 0

PROJECT NAME: ESPC: Ventura Park Total Project Cost $57,400 Area East Confidence Moderate Original Cost $57,400 Objective Maintenance & Repair Project Description Install pathway lighting and energy efficiency retrofits. Revenue Source(s) Funded with General Fund Major Maintenance resources. Total Expenditures 43,400 57,000 14,000000014,000 Net Operations and Maintenance Costs 0 0 0 0 0 0 0 0

PROJECT NAME: FP Fire Lane 7A Total Project Cost $500,000 Area Northwest Confidence Low Original Cost $500,000 Objective Maintenance & Repair Project Description Culvert and landslide repairs from storm damage.

City10 of Portland Parks & Recreation - Requested Budget FY 2021-22 FY 2021-22 Requested BudgetPage 55 Portland Parks & Recreation Portland Capital Parks Improvement & Recreation Plan Summaries

Project Detail - Portland Parks & Recreation

Capital Plan Capital Program Revised Requested Project Prior Years FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 5-Year Total Revenue Source(s) Funded with FEMA grant resources. Total Expenditures 0 500,000 10,000000010,000 Net Operations and Maintenance Costs 0 0 0 0 0 0 0 0

PROJECT NAME: FP Nature Trail Landslides Total Project Cost $20,000 Area Northwest Confidence Low Original Cost $20,000 Objective Maintenance & Repair Project Description Culvert and landslide repairs from storm damage. Revenue Source(s) Funded with FEMA grant resources. Total Expenditures 3,906 18,200 10,000000010,000 Net Operations and Maintenance Costs 0 0 0 0 0 0 0 0

PROJECT NAME: NEW - Gabriel Park ADA Pathway Total Project Cost $110,000 Area Southwest Confidence Moderate Original Cost $110,000 Objective Mandated Project Description Make ADA pathway improvements at Gabriel Park. Revenue Source(s) Funded with General Fund Major Maintenance ADA resources. Total Expenditures 0 0 110,0000000110,000 Net Operations and Maintenance Costs 0 0 0 0 0 0 0 0

PROJECT NAME: Gabriel Park Bridge/Culvert Total Project Cost $100,000 Area Northwest Confidence Low Original Cost $100,000 Objective Maintenance & Repair Project Description Culvert and landslide repairs from storm damage. Revenue Source(s) Funded with FEMA grant resources. Total Expenditures 0 100,000 10,000000010,000

PageFY 2021-22 56 Requested Budget City of Portland Parks & Recreation - Requested Budget FY 2021-2211 PortlandCapital Improvement Parks Plan & Summaries Recreation Portland Parks & Recreation

Project Detail - Portland Parks & Recreation

Capital Program Revised Requested Capital Plan Project Prior Years FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 5-Year Total Net Operations and Maintenance Costs 0 0 0 0 0 0 0 0

PROJECT NAME: Gabriel Park Inclusive Play Total Project Cost $2,500,000 Area Southwest Confidence Moderate Original Cost $2,500,000 Objective Growth Project Description Install an inclusive play area at Gabriel Park. Revenue Source(s) This portion of the project is funded with System Development Charges; it is complemented by a bond funded component. Total Expenditures 0 50,000 2,500,00000002,500,000 Net Operations and Maintenance Costs 0 0 0 0 0 0 0 0

PROJECT NAME: Gabriel Park Playground Total Project Cost $4,200,000 Area Southwest Confidence Moderate Original Cost $1,700,000 Objective Maintenance & Repair Project Description Inclusive renovatation of the existing playground at Gabriel Park. Revenue Source(s) Funded by 2014 general fund obligation bonds and System Development Charge resources. Total Expenditures 1,000,000 1,000,000 700,0000000700,000 Net Operations and Maintenance Costs 0 0 0 0 0 0 0 0

PROJECT NAME: Gateway Discovery Park Development Total Project Cost $8,824,226 Area East Confidence Moderate Original Cost $8,824,226 Objective GRO: New Project Description Design and construct a three-acre plaza and park. This includes major coordination with Prosper Portland. Revenue Source(s) Funded with System Development Charge resources. Total Expenditures 7,824,726 500,000 1,000,00000001,000,000 Net Operations and Maintenance Costs 0 0 0 0 0 0 0 0

PROJECT NAME: Laurelwood Park Development

City12 of Portland Parks & Recreation - Requested Budget FY 2021-22 FY 2021-22 Requested BudgetPage 57 Portland Parks & Recreation Portland Capital Parks Improvement & Recreation Plan Summaries

Project Detail - Portland Parks & Recreation

Capital Program Revised Requested Capital Plan Project Prior Years FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 5-Year Total Total Project Cost $1,400,000 Area Southeast Confidence Low Original Cost $1,400,000 Objective Growth Project Description Implement the Laurelwood Park Master Plan. Revenue Source(s) Funded with System Development Charge resources. Total Expenditures 24,274 1,000,000 1,000,000 100,0000001,100,000 Net Operations and Maintenance Costs 0 0 0 0 0 0 0 0

PROJECT NAME: Leach Cobble Pathways Total Project Cost $50,000 Area Northwest Confidence Low Original Cost $50,000 Objective Maintenance & Repair Project Description Culvert and landslide repairs from storm damage. Revenue Source(s) Funded with FEMA grant resources. Total Expenditures 0 50,000 10,000000010,000 Net Operations and Maintenance Costs 0 0 0 0 0 0 0 0

PROJECT NAME: Leif Erikson Culverts (19) Total Project Cost $3,200,000 Area Northwest Confidence Low Original Cost $3,200,000 Objective Maintenance & Repair Project Description Culvert and landslide repairs from storm damage. Revenue Source(s) Funded with FEMA grant resources. Total Expenditures 49,191 700,000 10,000000010,000 Net Operations and Maintenance Costs 0 0 0 0 0 0 0 0

PROJECT NAME: Leif Erikson MP 3.4 Landslide Total Project Cost $50,000 Area Northwest Confidence Low Original Cost $50,000 Objective Maintenance & Repair

PageFY 2021-22 58 Requested Budget City of Portland Parks & Recreation - Requested Budget FY 2021-2213 PortlandCapital Improvement Parks Plan & Summaries Recreation Portland Parks & Recreation

Project Detail - Portland Parks & Recreation

Capital Plan Capital Program Revised Requested Project Prior Years FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 5-Year Total Project Description Culvert and landslide repairs from storm damage. Revenue Source(s) Funded with FEMA grant resources. Total Expenditures 1,268 49,500 10,000000010,000 Net Operations and Maintenance Costs 0 0 0 0 0 0 0 0

PROJECT NAME: Leif Erikson MP 8.02 Landslide Total Project Cost $50,000 Area Northwest Confidence Low Original Cost $50,000 Objective Maintenance & Repair Project Description Culvert and landslide repairs from storm damage. Revenue Source(s) Funded with FEMA grant resources. Total Expenditures 4,137 49,100 10,000000010,000 Net Operations and Maintenance Costs 0 0 0 0 0 0 0 0

PROJECT NAME: Leif Erikson MP 8.93 Culvert Total Project Cost $130,000 Area Northwest Confidence Low Original Cost $130,000 Objective Maintenance & Repair Project Description Culvert and landslide repairs from storm damage. Revenue Source(s) Funded with FEMA grant resources. Total Expenditures 0 129,300 10,000000010,000 Net Operations and Maintenance Costs 0 0 0 0 0 0 0 0

PROJECT NAME: Lower Macleay Landslides Total Project Cost $250,000 Area Northwest Confidence Low Original Cost $250,000 Objective Maintenance & Repair Project Description Culvert and landslide repairs from storm damage.

14 FY 2021-22 Requested Budget City of Portland Parks & Recreation - Requested Budget FY 2021-22 Page 59 Portland Parks & Recreation Portland Capital Parks Improvement & Recreation Plan Summaries

Project Detail - Portland Parks & Recreation

Capital Plan Capital Program Revised Requested Project Prior Years FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 5-Year Total Revenue Source(s) Funded with FEMA grant resources. Total Expenditures 0 249,100 10,000000010,000 Net Operations and Maintenance Costs 0 0 0 0 0 0 0 0

PROJECT NAME: Luuwit View Park Development Total Project Cost $11,750,347 Area East Confidence High Original Cost $11,750,347 Objective GRO: New Project Description Design and construct park implementing 2008 Master Plan. Revenue Source(s) Funded with System Development Charge resources. Total Expenditures 11,050,347 700,000 700,0000000700,000 Net Operations and Maintenance Costs 0 0 0 0 0 0 0 0

PROJECT NAME: NEW - Mill Park Development Phase I Total Project Cost $6,500,000 Area East Confidence Moderate Original Cost $6,500,000 Objective Growth Project Description Park development based on Master Plan. Revenue Source(s) Funded with System Development Charge resources. Total Expenditures 20,000 0 2,450,000 4,000,000 30,000 0 0 6,480,000 Net Operations and Maintenance Costs 0 0 0 0 473,872 0 0 473,872

PROJECT NAME: NEW - Nature Patch - Midland Total Project Cost $130,000 Area East Confidence Moderate Original Cost $130,000 Objective Sustainability Project Description Install native planting area with in a developed park. Revenue Source(s) Funded with System Development Charge resources. Total Expenditures 80,000 0 50,000000050,000 Net Operations and Maintenance Costs 0 0 0 0 0 0 0 0

FYPage 2021-22 60 Requested Budget City of Portland Parks & Recreation - Requested Budget FY 2021-2215 PortlandCapital Improvement Parks Plan & Summaries Recreation Portland Parks & Recreation

Project Detail - Portland Parks & Recreation

Capital Plan Capital Program Revised Requested Project Prior Years FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 5-Year Total

PROJECT NAME: Non Central City Park Development Program Total Project Cost Ongoing Area Citywide Confidence Moderate Original Cost Ongoing Objective GRO: New Project Description Projects to be determined. Revenue Source(s) Funded with System Development Charge resources. Total Expenditures 242,999 3,173,000 16,357,000 12,932,000 12,357,000 12,357,000 12,357,000 66,360,000 Net Operations and Maintenance Costs 0 0 0 85,600 0 0 0 85,600

PROJECT NAME: NEW - Northgate Park ADA Renovation Total Project Cost $650,000 Area North Confidence Moderate Original Cost $650,000 Objective Mandated Project Description Make ADA renovation at Northgate Park. Revenue Source(s) Funded with General Fund Major Maintenance ADA resources. Total Expenditures 100,000 0 550,0000000550,000 Net Operations and Maintenance Costs 0 0 0 0 0 0 0 0

PROJECT NAME: Parklane Park Development Total Project Cost $16,000,000 Area East Confidence Moderate Original Cost $16,000,000 Objective GRO: Expand Project Description Implement 2008 Master Plan for 20-acre new park plus 5-acre existing park, including a spray feature, paths, utilities, plantings, and site furniture. Revenue Source(s) Funded by System Development Charges. This project is complemented by a bond-funded installation of a Portland Loo. Total Expenditures 3,000,000 6,000,000 10,000,000 2,500,000 500,000 0 0 13,000,000 Net Operations and Maintenance Costs 0 0 0 457,770 0 0 0 457,770

PROJECT NAME: Pioneer Courthouse Square Improvements Total Project Cost $10,636,541 Area Central City

City16 of Portland Parks & Recreation - Requested Budget FY 2021-22 FY 2021-22 Requested BudgetPage 61 Portland Parks & Recreation Portland Capital Parks Improvement & Recreation Plan Summaries

Project Detail - Portland Parks & Recreation

Capital Plan Capital Program Revised Requested Project Prior Years FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 5-Year Total Confidence High Original Cost $10,000,000 Objective Replacement Project Description Replace aging infrastructure, including waterproofing and SDC-funded restroom expansion. Revenue Source(s) Funded by 2014 general obligation bonds. Total Expenditures 7,572,000 500,000 428,0000000428,000 Net Operations and Maintenance Costs 0 0 0 0 0 0 0 0

PROJECT NAME: Remove Pier Park At-Risk Assets Total Project Cost $75,000 Area North Confidence Moderate Original Cost $75,000 Objective Maintenance & Repair Project Description Remove Pier Park at-risk assets. Demolish old restrooms and a foundation. Revenue Source(s) Funded with General Fund Major Maintenance resources. Total Expenditures 2,000 70,000 73,000000073,000 Net Operations and Maintenance Costs 0 0 0 0 0 0 0 0

PROJECT NAME: Repair Montavilla Park Shelter Total Project Cost $635,000 Area Southeast Confidence Moderate Original Cost $635,000 Objective Maintenance & Repair Project Description Demolish and replace park shelter. Revenue Source(s) Funded with General Fund Major Maintenance resources. Total Expenditures 105,000 100,000 230,0000000230,000 Net Operations and Maintenance Costs 0 0 0 0 0 0 0 0

PROJECT NAME: Repair Nike Basketball Courts Total Project Cost $892,916 Area Citywide Confidence Moderate Original Cost $892,916 Objective Maintenance & Repair Project Description

FYPage 2021-22 62 Requested Budget City of Portland Parks & Recreation - Requested Budget FY 2021-2217 PortlandCapital Improvement Parks Plan & Summaries Recreation Portland Parks & Recreation

Project Detail - Portland Parks & Recreation

Capital Program Revised Requested Capital Plan Project Prior Years FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 5-Year Total Renovate and make repairs to basketball court surfaces, backboards, and hoops as needed in partnership with NIKE’s Project UNITE. Revenue Source(s) Funded with General Fund Major Maintenance resources. Total Expenditures 472,917 50,000 400,000 20,000000420,000 Net Operations and Maintenance Costs 0 0 0 0 0 0 0 0

PROJECT NAME: Replace Berrydale Teeter Total Project Cost $25,000 Area Southeast Confidence Moderate Original Cost $25,000 Objective Maintenance & Repair Project Description Replace Berrydale Teeter. Revenue Source(s) Funded with General Fund Major Maintenance resources. Total Expenditures 1,000 20,000 24,000000024,000 Net Operations and Maintenance Costs 0 0 0 0 0 0 0 0

PROJECT NAME: Replace East Delta Irrigation Pump Total Project Cost $125,000 Area North Confidence Moderate Original Cost $125,000 Objective Maintenance & Repair Project Description Replace East Delta irrigation pump. Revenue Source(s) Funded with General Fund Major Maintenance resources. Total Expenditures 722,332 125,000 220,0000000220,000 Net Operations and Maintenance Costs 0 0 0 0 0 0 0 0

PROJECT NAME: Replace Harney Play Structure Total Project Cost $25,000 Area Southeast Confidence Moderate Original Cost $25,000 Objective Maintenance & Repair Project Description Replace Harney play structure. Revenue Source(s)

City18 of Portland Parks & Recreation - Requested Budget FY 2021-22 FY 2021-22 Requested BudgetPage 63 Portland Parks & Recreation Portland Capital Parks Improvement & Recreation Plan Summaries

Project Detail - Portland Parks & Recreation

Capital Plan Capital Program Revised Requested Project Prior Years FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 5-Year Total Funded with General Fund Major Maintenance resources. Total Expenditures 1,000 20,000 24,000000024,000 Net Operations and Maintenance Costs 0 0 0 0 0 0 0 0

PROJECT NAME: Restore Peninsula Rose Garden Brick Path Total Project Cost $100,000 Area Northeast Confidence Moderate Original Cost $100,000 Objective Maintenance & Repair Project Description Restore Peninsula Rose Garden brick path. Revenue Source(s) Funded with General Fund Major Maintenance resources. Total Expenditures 20,000 90,000 80,000000080,000 Net Operations and Maintenance Costs 0 0 0 0 0 0 0 0

PROJECT NAME: Thomas Cully Park Development Phase 2 Total Project Cost $8,580,000 Area Northeast Confidence Moderate Original Cost $8,580,000 Objective GRO: New Project Description Thomas Cully Park Development. Design and construct park on 25-acre landfill. Revenue Source(s) This project was funded through a partnership with Verde and Let Us Build Cully Park! along with System Development Charges; and federal, state, and local grants. Total Expenditures 7,639,000 900,000 900,000 41,000000941,000 Net Operations and Maintenance Costs 0 0 0 0 0 0 0 0

PROJECT NAME: Upgrade Kelley Point Backflow Preventer Total Project Cost $75,000 Area North Confidence Moderate Original Cost $75,000 Objective Maintenance & Repair Project Description Upgrade the Kelley Point Park backflow preventer. Revenue Source(s) Funded with General Fund Major Maintenance resources. Total Expenditures 45,000 75,000 30,000000030,000 Net Operations and Maintenance Costs 0 0 0 0 0 0 0 0

PageFY 2021-22 64 Requested Budget City of Portland Parks & Recreation - Requested Budget FY 2021-2219 PortlandCapital Improvement Parks Plan & Summaries Recreation Portland Parks & Recreation

Project Detail - Portland Parks & Recreation

Capital Program Revised Requested Capital Plan Project Prior Years FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 5-Year Total

PROJECT NAME: Wildwood MP 25.5 Landslide Total Project Cost $10,000 Area Northwest Confidence Low Original Cost $10,000 Objective Maintenance & Repair Project Description Culvert and landslide repairs from storm damage. Revenue Source(s) Funded with FEMA grant resources. Total Expenditures 0 9,000 10,000000010,000 Net Operations and Maintenance Costs 0 0 0 0 0 0 0 0

PROJECT NAME: Wildwood MP 5.8 Culvert Total Project Cost $100,000 Area Northwest Confidence Low Original Cost $100,000 Objective Maintenance & Repair Project Description Culvert and landslide repairs from storm damage. Revenue Source(s) Funded with FEMA grant resources. Total Expenditures 0 100,000 10,000000010,000 Net Operations and Maintenance Costs 0 0 0 0 0 0 0 0

PROJECT NAME: Wildwood Trail MP 3.75 Total Project Cost $200,000 Area Northwest Confidence Low Original Cost $200,000 Objective Maintenance & Repair Project Description Culvert and landslide repairs from storm damage. Revenue Source(s) Funded with FEMA grant resources. Total Expenditures 0 200,000 10,000000010,000 Net Operations and Maintenance Costs 0 0 0 0 0 0 0 0

Green Infrastructure

City20 of Portland Parks & Recreation - Requested Budget FY 2021-22 FY 2021-22 Requested BudgetPage 65 Portland Parks & Recreation Portland Capital Parks Improvement & Recreation Plan Summaries

Project Detail - Portland Parks & Recreation

Capital Plan Capital Program Revised Requested Project Prior Years FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 5-Year Total PROJECT NAME: NEW - Earl Boyles Community Garden Total Project Cost $55,630 Area East Confidence Moderate Original Cost $55,630 Objective Growth Project Description This project expands the existing community garden by approximately 6,000 square feet. Revenue Source(s) Funded with System Development Charge resources. Total Expenditures 40,630 0 15,000 0 0 0 0 15,000 Net Operations and Maintenance Costs 0000000 0

PROJECT NAME: Leach Botanical Garden Total Project Cost $9,181,000 Area East Confidence Moderate Original Cost $9,181,000 Objective Growth Project Description Implement Leach Garden Master Plan. Design and construct the Upper Garden. Revenue Source(s) Funded with System Development Charge resources. Total Expenditures 7,591,000 500,000 1,500,000 90,000 0 0 0 1,590,000 Net Operations and Maintenance Costs 0000000 0

PROJECT NAME: Leach Grant PK55 Total Project Cost $188,000 Area East Confidence High Original Cost $188,000 Objective Growth Project Description Design and construct the Upper Garden. Revenue Source(s) Funded with grant resources. Total Expenditures 80,000 0 108,000 0 0 0 0 108,000 Net Operations and Maintenance Costs 0000000 0

PROJECT NAME: Riverview Nature Area Restoration Total Project Cost $250,000 Area Southwest Confidence Moderate Original Cost $250,000 Objective GRO: New

FYPage 2021-22 66 Requested Budget City of Portland Parks & Recreation - Requested Budget FY 2021-2221 PortlandCapital Improvement Parks Plan & Summaries Recreation Portland Parks & Recreation

Project Detail - Portland Parks & Recreation

Capital Program Revised Requested Capital Plan Project Prior Years FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 5-Year Total Project Description Restoration of land in Southwest Portland. Revenue Source(s) Funded with Multnomah County mitigation funding related to the Sellwood Bridge project. Total Expenditures 170,000 110,000 50,000 30,000 0 0 0 80,000 Net Operations and Maintenance Costs 0000000 0

PROJECT NAME: Waterfront Park Bioswale Reconfiguration Total Project Cost $48,150 Area Central City Confidence High Original Cost $33,150 Objective Maintenance- Safety Project Description Design and construct bioswale. This project reconfigures the existing stormwater facility to discourage current use for trash and human waste. Revenue Source(s) Funded with General Fund Major Maintenance resources. Total Expenditures 103,150 20,000 50,000 0 0 0 0 50,000 Net Operations and Maintenance Costs 0000000 0

PROJECT NAME: NEW - Whitaker Ponds Dock Repair Total Project Cost $70,000 Area Northeast Confidence Moderate Original Cost $70,000 Objective Maintenance & Repair Project Description Replace decking boards for dock and walkways. Revenue Source(s) Funded with General Fund Major Maintenance resources. Total Expenditures 5,000 0 65,000 0 0 0 0 65,000 Net Operations and Maintenance Costs 0000000 0

PROJECT NAME: Whitaker Ponds Restoration Total Project Cost $55,000 Area Northeast Confidence High Original Cost $55,000 Objective Maintenance- Preservation Project Description This project is restoring natural area in Whitaker Ponds.

City22 of Portland Parks & Recreation - Requested Budget FY 2021-22 FY 2021-22 Requested Budget Page 67 Capital Improvement Plan Summaries Portland Parks & Recreation Portland Capital Parks Improvement & Recreation Plan Summaries Portland Parks & Recreation

Project Detail - Portland Parks & Recreation

Capital Plan Capital Program Revised Requested Project Prior Years FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 5-Year Total Revenue Source(s) Funded with grant resources. Total Expenditures 27,199 0 28,000 0 0 0 0 28,000 Net Operations and Maintenance Costs 0000000 0

Park Amenities & Trails PROJECT NAME: Columbia Children’s Arboretum Total Project Cost $3,385,000 Area Northeast Confidence Moderate Original Cost $3,385,000 Objective GRO: Expand Project Description Design and construct improvements. If funding permits, new amenities will include a paved trail, paved accessible parking, and a shelter for educational/interpretive programs and group activities. Revenue Source(s) Funded with System Development Charge resources. Total Expenditures 1,085,000 1,000,000 2,000,000 300,0000002,300,000 Net Operations and Maintenance Costs 0 0 0 0 0 0 0 0

PROJECT NAME: Gateway Green Development Total Project Cost $4,750,000 Area East Confidence Moderate Original Cost $4,750,000 Objective Growth Project Description Develop Gateway Green. Design and construct path and nature play improvements. Revenue Source(s) This project is funded by Friends of Gateway Green, Metro, General Fund, and System Development Charge resources. Total Expenditures 3,847,232 1,000,000 800,000 100,000000900,000 Net Operations and Maintenance Costs 0 0 0 0 0 0 0 0

PROJECT NAME: Implement ADA Updgrades Total Project Cost $1,028,000 Area Citywide Confidence Moderate Original Cost $1,028,000 Objective Mandated Project Description Improve or add assets to increase accessibility. Revenue Source(s) This project is funded with General Fund resources.

FYPage 2021-22 68 Requested Budget City of Portland Parks & Recreation - Requested Budget FY 2021-2223 Capital Improvement Plan Summaries Portland Parks & Recreation Capital Improvement Plan Summaries Portland Parks & Recreation Portland Parks & Recreation

Project Detail - Portland Parks & Recreation

Capital Plan Capital Program Revised Requested Project Prior Years FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 5-Year Total Total Expenditures 0 1,000,000 1,028,00000001,028,000 Net Operations and Maintenance Costs 0 0 0 0 0 0 0 0

PROJECT NAME: NEW - Kenilworth Park Splash Pad Total Project Cost $1,000,000 Area Southeast Confidence Moderate Original Cost $1,000,000 Objective Growth Project Description Convert wading pool to splash pad. Revenue Source(s) Funded with System Development Charge resources. Total Expenditures 10,000 0 900,000 90,000000990,000 Net Operations and Maintenance Costs 0 0 0 0 0 0 0 0

PROJECT NAME: Lents Park Street Improvements Total Project Cost $1,000,000 Area East Confidence Moderate Original Cost $1,000,000 Objective GRO: Expand Project Description This project improves the Lents street right-of-way and includes ADA sidewalk improvements. Revenue Source(s) Funded with System Development Charge resources. Total Expenditures 380 600,000 600,000 20,000000620,000 Net Operations and Maintenance Costs 0 0 0 0 0 0 0 0

Recreation Features PROJECT NAME: Creston Park Playground Total Project Cost $2,056,278 Area Southeast Confidence High Original Cost $774,642 Objective Replacement Project Description Replace play equipment and correct adjacent ADA deficiencies. Revenue Source(s) Funded with 2014 general obligation bonds. Total Expenditures 620,287 800,000 486,000 0 0 0 0 486,000 Net Operations and Maintenance Costs 0000000 0

24City of Portland Parks & Recreation - Requested Budget FY 2021-22 FY 2021-22 Requested Budget Page 69 Capital Improvement Plan Summaries Portland Parks & Recreation Portland Capital Parks Improvement & Recreation Plan Summaries Portland Parks & Recreation

Project Detail - Portland Parks & Recreation

Capital Plan Capital Program Revised Requested Project Prior Years FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 5-Year Total PROJECT NAME: Salmon Street Fountain Electrical Repair Total Project Cost $131,000 Area Central City Confidence Moderate Original Cost $131,000 Objective Maintenance & Repair Project Description This project repairs the electrical system of the interactive fountain in Governor Tom McCall Waterfront Park. Revenue Source(s) Funded with General Fund Major Maintenance resources. Total Expenditures 11,000 131,000 120,000 0 0 0 0 120,000 Net Operations and Maintenance Costs 0000000 0

Utilities, Roads & Trails PROJECT NAME: Bridge Inventory & Assessment Total Project Cost $1,051,000 Area Citywide Confidence Moderate Original Cost $1,100,000 Objective Maintenance- Safety Project Description Replace 2 deteriorated bridges in Westmoreland. Revenue Source(s) Funded with General Fund Major Maintenance resources. Total Expenditures 1,011,000 280,000 40,000000040,000 Net Operations and Maintenance Costs 0 0 0 0 0 0 0 0

PROJECT NAME: Columbia Blvd Bridge @ Chimney Park Total Project Cost $204,699 Area North Confidence Moderate Original Cost $204,699 Objective GRO: Expand Project Description Construction of a grade-separated crossing over Columbia Boulevard at Chimney Park, part of the North Portland Greenway trail. Revenue Source(s) System Development Charges fund the match on a grant from Metro, the lead agency on this project. Total Expenditures 124,698 90,000 10,000 10,000 10,000 10,000 40,000 80,000 Net Operations and Maintenance Costs 0 0 0 0 0 0 100,000 100,000

PROJECT NAME: NEW - Delta Park Backflow Replacement

FYPage 2021-22 70 Requested Budget City of Portland Parks & Recreation - Requested Budget FY 2021-2225 Portland Parks & Recreation Capital Improvement Plan Summaries PortlandCapital Improvement Parks Plan & Summaries Recreation Portland Parks & Recreation

Project Detail - Portland Parks & Recreation

Capital Plan Capital Program Revised Requested Project Prior Years FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 5-Year Total Total Project Cost $30,000 Area North Confidence Moderate Original Cost $30,000 Objective Maintenance & Repair Project Description Replace Delta Park backflow. Revenue Source(s) Funded with General Fund Major Maintenance resources. Total Expenditures 10,000 0 20,000000020,000 Net Operations and Maintenance Costs 0 0 0 0 0 0 0 0

PROJECT NAME: Eastbank Esplanade Improvements Total Project Cost $258,000 Area Central City Confidence High Original Cost $258,000 Objective Maintenance & Repair Project Description Implement repairs and amenity updates to promote safe use for visitors.

Revenue Source(s) Funded with General Fund resources. Total Expenditures 40,000 50,000 218,0000000218,000 Net Operations and Maintenance Costs 0 0 0 0 0 0 0 0

PROJECT NAME: NEW - Farragut & Oregon Park Sidewalk Repairs Total Project Cost $200,000 Area Citywide Confidence Moderate Original Cost $200,000 Objective Maintenance & Repair Project Description Sidewalk repairs at Farragut Park and Oregon Park. Revenue Source(s) Funded with General Fund Major Maintenance resources. Total Expenditures 91,000 0 109,0000000109,000 Net Operations and Maintenance Costs 0 0 0 0 0 0 0 0

PROJECT NAME: FP Wildwood Trail MP 3.75 Settlement Total Project Cost $200,000 Area Northwest

City26 of Portland Parks & Recreation - Requested Budget FY 2021-22 FY 2021-22 Requested BudgetPage 71 Portland Parks & Recreation Portland Capital Parks Improvement & Recreation Plan Summaries

Project Detail - Portland Parks & Recreation

Capital Plan Capital Program Revised Requested Project Prior Years FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 5-Year Total Confidence NA Original Cost $200,000 Objective Maintenance & Repair Project Description Culvert and landslide repairs from storm damage. Revenue Source(s) Funded with FEMA grant resources. Total Expenditures 0 200,000 10,000000010,000 Net Operations and Maintenance Costs 0 0 0 0 0 0 0 0

PROJECT NAME: Mt Tabor Park South Access Trail/Bike Path Total Project Cost $1,950,000 Area Southeast Confidence Moderate Original Cost $1,950,000 Objective GRO: New Project Description Develop access and circulation entryway on the south side of Mt Tabor. Revenue Source(s) Funded with System Development Charge resources. Total Expenditures 350,000 1,200,000 1,000,000 600,0000001,600,000 Net Operations and Maintenance Costs 0 0 0 0 0 0 0 0

PROJECT NAME: Pittock Mansion Parking Lot Total Project Cost $200,000 Area Northwest Confidence Moderate Original Cost $200,000 Objective Growth Project Description Improve and expand the Pittock Mansion parking lot. Revenue Source(s) Funded with Pittock Mansion Trust Fund resources. Total Expenditures 129,000 200,000 71,000000071,000 Net Operations and Maintenance Costs 0 0 0 0 0 0 0 0

PROJECT NAME: Preserve Creston Pool Parking Lot Total Project Cost $25,000 Area Southeast Confidence Moderate Original Cost $25,000 Objective Maintenance & Repair Project Description

PageFY 2021-22 72 Requested Budget City of Portland Parks & Recreation - Requested Budget FY 2021-2227 PortlandCapital Improvement Parks Plan & Summaries Recreation Portland Parks & Recreation

Project Detail - Portland Parks & Recreation

Capital Plan Capital Program Revised Requested Project Prior Years FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 5-Year Total Preserve Creston Pool parking lot. Revenue Source(s) Funded with General Fund Major Maintenance resources. Total Expenditures 0 25,000 25,000000025,000 Net Operations and Maintenance Costs 0 0 0 0 0 0 0 0

PROJECT NAME: Preserve East Portland CC Parking Lot Total Project Cost $25,000 Area East Confidence Moderate Original Cost $25,000 Objective Maintenance & Repair Project Description Preserve East Portland Community Center parking lot. Revenue Source(s) Funded with General Fund Major Maintenance resources. Total Expenditures 0 25,000 25,000000025,000 Net Operations and Maintenance Costs 0 0 0 0 0 0 0 0

PROJECT NAME: Preserve Multnomah Arts Center Parking Lot Total Project Cost $25,000 Area Southwest Confidence Moderate Original Cost $25,000 Objective Maintenance & Repair Project Description Preserve Multnomah Arts Center parking lot. Revenue Source(s) Funded with General Fund Major Maintenance resources. Total Expenditures 0 25,000 25,000000025,000 Net Operations and Maintenance Costs 0 0 0 0 0 0 0 0

PROJECT NAME: Red Electric Trail Match Total Project Cost $1,126,247 Area Southwest Confidence High Original Cost $1,126,247 Objective GRO: Expand Project Description Provide oversight and plan review for design and construction of Hillsdale segment of the Red Electric Trail between SW 30th to SW Vermont. Revenue Source(s) Parks System Development Charges provide a grant match for this PBOT-built project. PBOT’s portion is funded with $1,927,717 in grant funding.

28 FY 2021-22 Requested Budget City of Portland Parks & Recreation - Requested Budget FY 2021-22 Page 73 Capital Improvement Plan Summaries Portland Parks & Recreation Portland Parks & Recreation

Project Detail - Portland Parks & Recreation

Capital Plan Capital Program Revised Requested Project Prior Years FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 5-Year Total Total Expenditures 106,247 300,000 1,000,000 20,0000001,020,000 Net Operations and Maintenance Costs 0 0 0 149,214 0 0 0 149,214

PROJECT NAME: Repair Critical Forest Park Infrastructure Total Project Cost $3,042,511 Area Northwest Confidence Moderate Original Cost $3,042,511 Objective Maintenance & Repair Project Description Repair critical infrastructure in Forest Park. Revenue Source(s) Funded with one-time capital set aside resources. Total Expenditures 542,511 750,000 2,000,000 500,0000002,500,000 Net Operations and Maintenance Costs 0 0 0 0 0 0 0 0

PROJECT NAME: Repair Jenne Rd Bridge Approach Total Project Cost $98,000 Area Citywide Confidence Moderate Original Cost $98,000 Objective Maintenance- Safety Project Description Repair failing abutments at Jenne Rd Bridge Approach. Revenue Source(s) Funded with General Fund Major Maintenance resources. Total Expenditures 92,544 10,000 75,000000075,000 Net Operations and Maintenance Costs 0 0 0 0 0 0 0 0

PROJECT NAME: NEW - SOWA DEQ Maint Ramp Total Project Cost $100,000 Area Southwest Confidence Moderate Original Cost $100,000 Objective Maintenance & Repair Project Description Condcut DEQ-mandated erosion repairs. Revenue Source(s) Funded with General Fund Major Maintenance resources. Total Expenditures 21,000 0 79,000000079,000 Net Operations and Maintenance Costs 0 0 0 0 0 0 0 0

FYPage 2021-22 74 Requested Budget City of Portland Parks & Recreation - Requested Budget FY 2021-2229 PortlandCapital Improvement Parks Plan & Summaries Recreation Portland Parks & Recreation

Project Detail - Portland Parks & Recreation

Capital Plan Capital Program Revised Requested Project Prior Years FY 2020-21 FY 2021-22 FY 2022-23 FY 2023-24 FY 2024-25 FY 2025-26 5-Year Total

PROJECT NAME: Washington Park Sewer Replacement Total Project Cost $1,060,000 Area Northwest Confidence Moderate Original Cost $1,497,600 Objective Replacement Project Description Map, evaluate, and assess storm and sewer systems in Washington Park. Revenue Source(s) This project is funded with one time, capital set aside General Fund resources. Additional funding will be needed to complete this project at the current estimated scope. Total Expenditures 70,000 800,000 900,000 30,000000930,000 Net Operations and Maintenance Costs 0 0 0 0 0 0 0 0

PROJECT NAME: Washington Park Stormwater Phase II Total Project Cost $2,500,000 Area Northwest Confidence Moderate Original Cost $2,500,000 Objective Replacement Project Description Design and construct a storm water detention and filtration facility in Washington Park. Revenue Source(s) Funded with Washington Park Parking Trust resources. Total Expenditures 823,000 400,000 300,000 27,000000327,000 Net Operations and Maintenance Costs 0 0 0 183,000 0 0 0 183,000

PROJECT NAME: NEW - Willamette Park Dredging Total Project Cost $164,000 Area Confidence Moderate Original Cost $164,000 Objective Maintenance & Repair Project Description Obtain permits and oversee dock dredging. Revenue Source(s) Funded with General Fund Major Maintenance resources. Total Expenditures 0 0 164,0000000164,000 Net Operations and Maintenance Costs 0 0 0 0 0 0 0 0

City30 of Portland Parks & Recreation - Requested Budget FY 2021-22 FY 2021-22 Requested BudgetPage 75 This page intentionally left blank

Page 76 City of Portland Parks & Recreation - Requested Budget FY 2021-22 Program Offers | Aquatics Portland Parks & Recreation Portland Parks and Recreation

Aquatics Program Program Description & Goals

Portland Parks & Recreation (PP&R) owns, maintains, and operates 12 aquatics facilities (five indoor and seven outdoor pools). Four of the five indoor pools are within a community center. In addition to swimming pools, the Aquatics Program includes interactive and decorative fountains. PP&R’s Aquatics Program provides water safety skills and awareness, as well as job training and employment for Portlanders. The program provides a safe environment for developing swimming and water safety skills and engaging in healthy activities. In FY 2018-19, prior to the COVID-19 pandemic, PP&R served one million swimmers and offered swim lessons to 28,757. The PP&R Aquatics Program has received numerous awards including the national ’Excellence in Aquatics” award from the National Recreation and Park Association.

The Aquatics Program’s key goals are to provide:

 a broad range of aquatic experiences and opportunities available to all;

 increased access to, and participation by, underserved communities, specifically communities of color and individuals with disabilities;

 partnerships with culturally specific community organizations to increase access to programs, services, and activities;

 an accessible employment pipeline with professional development opportunities for youth;

 environmentally responsible aquatic facilities; and

 facilities and programs that are well-managed and economically viable.

Desired outcomes:

 opportunities for aquatic experiences are distributed equitably throughout the city;

 residents enjoy increased health and fitness due to participation in aquatic recreation;

 family-friendly facilities meet leisure, therapy, competition, fitness, and education needs;

 improved water safety skills result in fewer accidents and deaths; and

 aquatic facilities provide places for social interaction and community building.

Specific performance metrics for this program offer have not yet been identified. PP&R has recently created a Healthy Parks, Healthy Portland Framework to guide planning for 2021 and beyond. The bureau spent 2020 evaluating the success of its three major plans: Vision 2020, 2017-2020 Strategic Plan, and Five-Year Racial Equity Plan. As part of its strategic planning work in 2021, PP&R will be creating new performance measures and aligning them with strategic objectives and organizational workplans. In particular, PP&R will identify performance measures for equity objectives.

City2 of Portland Parks & Recreation - Requested Budget FY 2021-22 City of Portland, Oregon – FY 2021-22 Requested PageBudget 77 Portland Parks and Recreation

Portland Parks & Recreation Aquatics | Program Offers PP&R performance was and continues to be affected by the COVID-19Portland public health Parks emergency. and Recreation The bureau expects that FY 2021-22 programs and services will continue to be responsive to the public health and economic emergency. PP&R performance was and continues to be affected by the COVID-19 public health emergency. The bureau expects that FY 2021-22 programs and services will continue to be responsive to the public health and economic emergency.

Explanation of Services

PP&R’s Aquatics program is responsible for all aquatics facilities, including beaches, spray parks, fountains, Explanationand swimming pools of whichServices offer opportunities for unstructured play and interactive recreation. The program’s indoor and outdoor pools provide lessons, lap swim, competition, and therapy. PP&R’s Aquatics program is responsible for all aquatics facilities, including beaches, spray parks, fountains, Theand Aquaticsswimming program pools which offers offer the following opportunities services: for unstructured play and interactive recreation. The program’s indoor and outdoor pools provide lessons, lap swim, competition, and therapy.  life-saving skills and beginning level swim lessons

The Aquatics program offers group the following exercise services:classes and lap swim times available for drop-in participation and low impact classes, and spas are available for therapy  life-saving skills and beginning level swim lessons  unstructured and interactive access to PP&R pools and splash pads,   lifeguardgroup exercise and swim classes instructor and lap trainingswim times certifications, available for competitive drop-in participation and swim teams,and low and impact intermediate classes, and to advanced-level spas are available skill for development; therapy and   pre-competitiveunstructured and swim interactive teams andaccess intermediate to PP&R pools to advanced and splash level pads, skill  development.lifeguard and swim instructor training certifications, competitive and swim teams, and intermediate to advanced-level skill development; and  pre-competitive swim teams and intermediate to advanced level skill development. Equity Impacts

PP&R’s Aquatics Program serves Black, Indigenous, and People of Color (BIPOC), immigrants and refugees, Equityfamilies living Impacts in poverty, and individuals with disabilities through a comprehensive effort to increase water safety awareness, swimming participation, and employment. The Aquatics Program is working to improve thePP&R’s cultural Aquatics responsiveness Program serves and understanding Black, Indigenous, of institutional and People racism of Color and (BIPOC), its impacts. immigrants The program and refugees, is partneringfamilies living with in and poverty, building and theindividuals capacity withof community disabilities organizations through a comprehensive accountable toeffort BIPOC, to increase immigrant water andsafety refugee awareness, communities swimming to increase participation, access and to programs, employment. services, The Aquatics and activities. Program is working to improve the cultural responsiveness and understanding of institutional racism and its impacts. The program is Summerpartnering 2021 with will and include building registered the capacity Aquatic of community programming organizations and 50% of accountableprogram capacity to BIPOC, will immigrantcenter on outreachand refugee with communities existing and to new increase partners, access highlighting to programs, and services, advancing and swimming activities. and water safety in BIPOC, immigrant and refugee communities, and families experiencing financial hardship. The Aquatics ProgramSummer 2021will workwill include with partner registered organizations Aquatic programming and will translate and 50%marketing of program materials capacity and willpool center signage on to increaseoutreach access. with existing and new partners, highlighting and advancing swimming and water safety in BIPOC, immigrant and refugee communities, and families experiencing financial hardship. The Aquatics TheProgram Aquatics will Programwork with continues partner organizationsto offer its successful and will Interrupting translate marketing Oppression materials staff training and pool series signage that to addressesincrease access. increasing staff confidence and ability to intervene when they witness harm, especially in the form of racist, sexist, homophobic, or bigoted behavior. All Aquatics staff, including both regular FTE and seasonalThe Aquatics employees, Program participate continues in to these offer trainings its successful as part Interrupting of their regular, Oppression four hours staff pertraining month series in-service that requirement.addresses increasing staff confidence and ability to intervene when they witness harm, especially in the form of racist, sexist, homophobic, or bigoted behavior. All Aquatics staff, including both regular FTE and seasonal employees, participate in these trainings as part of their regular, four hours per month in-service requirement.

City of Portland, Oregon – FY 2021-22 Requested Budget 3

PageCity of 78 Portland, Oregon – FY 2021-22 Requested Budget City of Portland Parks & Recreation - Requested Budget FY 2021-223 Program Offers | Aquatics Portland Parks & Recreation Portland Parks and Recreation

Additionally, the Aquatics Program has increased outreach efforts to provide training opportunities and employment to BIPOC, immigrant and refugee youth as lifeguards and swim instructors. New positions supported by the Parks 2020 Operations Levy provide an opportunity to improve employee diversity metrics. PP&R has made great strides in diversifying its workforce. In 2015, the bureau’s regular staff was 18% BIPOC; currently, our regular staff is 28% BIPOC. Managers increased from 11% BIPOC in 2015 to almost 30% at present; Black managers increased from 3% to 19%.

Overall, including our seasonal and casual employees, our workforce is currently 31.7% BIPOC. PP&R will continue to improve its workforce BIPOC percentages when hiring for the permanent and seasonal and casual positions made possible by levy resources. Additional resources in Workforce Development and Equity & Inclusion will also help us improve our onboarding and training for staff, which will help improve retention and promotion of BIPOC staff members. These investments will also improve outcomes related to how employees feel about their PP&R experience.

Changes to Program

In 2020, due to the COVID-19 public health emergency, PP&R experienced a massive shift in operations and service levels. Portlanders have seen painful service level reductions, many of which continue, including closed community and art centers, pools, and the cancelation of all public event permits, except for group sizes approved by the State of Oregon.

COVID-19 impacted all City bureaus and dramatically affected revenues. The City implemented wage freezes and furloughs, and bureaus were asked to take budget reductions. PP&R’s budget was reduced further as 30% of its operating budget was dependent on program fee revenue that would not be earned. PP&R laid off over 750 seasonal and casual staff, did not fill open vacancies, reduced capital budgets, and reduced spending on materials and services.

In November of 2020, Portland voters passed the Parks 2020 Operating Levy, a five-year levy to provide Recreation for All, Protect and Grow Nature, and support Community Partnerships. Portland Parks & Recreation is grateful to the community for its support and is excited to have the opportunity to restore programs and services, with a focus on serving BIPOC, refugee and immigrant communities, people experiencing poverty, people living with disabilities, and older adults.

The City Council’s levy referral to the ballot promised restoration of summer programs in 2021. PP&R will request City Council approval to access funds in FY 2020-21 to ramp up operations to provide summer programs, build capacity for levy-funded program expansion, and address critical points of potential failure in the bureau. This FY 2021-22 Requested Budget includes these items. PP&R will continue to engage the community to create a complete FY 2021-22 levy budget as part of the City’s Fall Budget Monitoring Process submission in September 2021.

In summer of 2021, as allowed by Oregon Health Authority (OHA) guidelines, PP&R expects to open outdoor pools and provide access to lap swim, water fitness and swim lessons at a reduced capacity. Aquatics Program capacities for drop-in pool use and registered swim lessons are likely to be less than normal while we remain responsive to the COVID-19 public health guidance.

City4 of Portland Parks & Recreation - Requested Budget FY 2021-22 City of Portland, Oregon – FY 2021-22 Requested PageBudget 79 Portland Parks & Recreation Aquatics | Program Offers Portland Parks and Recreation Portland Parks and Recreation

Levy resources will allow PP&R to operating outdoor pools and offer swim lessons even with reduced Levycapacity. resources As COVID-19 will allow allows, PP&R PP&R to operating will open outdoor Columbia pools Pool and and offer other swim indoor lessons swimming even with pools. reduced PP&R capacity.expects to As offer COVID-19 35,000 swimming allows, PP&R lessons will in open the summer Columbia of Pool2021, and while other piloting indoor a ‘pay swimming as you can”pools. model PP&R for expectsfamilies to experiencing offer 35,000 financial swimming hardships. lessons in Levy the summerresources of will 2021, allow while PP&R piloting to retain a ‘pay full-time as you can”staff andmodel hire for a familiesup to 800 experiencing Aquatics seasonal financial and hardships. casual staff Levy members resources for willsummer. allow PP&R to retain full-time staff and hire a up to 800 Aquatics seasonal and casual staff members for summer.

Program Budget Program Budget Actuals Actuals Revised Requested No DP Requested FYActuals 2018-19 FYActuals 2019-20 FYRevised 2020-21 RequestedFY 2021-22 No DP FYRequested 2021-22 Requirements FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2021-22 BureauRequirements Expenditures BureauPersonnel Expenditures Services 5,987,597 4,921,886 2,578,150 6,347,605 6,347,605 ExternalPersonnel Materials Services and Services 5,987,597873,707 4,921,886740,204 2,578,150183,809 6,347,605845,812 6,347,605845,812 InternalExternal MaterialsMaterials andand ServicesServices 122,097873,707 106,079740,204 121,343183,809 126,200845,812 126,200845,812 CapitalInternal Outlay Materials and Services 122,0975,809 106,0797,830 121,3430 126,2000 126,2000 BureauCapital Expenditures Outlay Total 6,989,2115,809 5,775,9997,830 2,883,3020 7,319,6170 7,319,6170 BureauEnding Expenditures Fund Balance Total 6,989,211 5,775,999 2,883,302 7,319,617 7,319,617 RequirementsEnding Fund Balance Total 6,989,211 5,775,999 2,883,302 7,319,617 7,319,617 Requirements Total 6,989,211 5,775,999 2,883,302 7,319,617 7,319,617

FTE 33.50 47.00 46.00 46.00 46.00 FTE 33.50 47.00 46.00 46.00 46.00 Budget Narrative Budget Narrative Resources Prior to the COVID-19 pandemic, the Aquatics Program was supported 62% Resources Priorthrough to theprogram COVID-19 fees and pandemic, 38% supported the Aquatics from Programthe City’s was General supported Fund. FY62% 2020-21 throughsaw dramatic program budget fees reductionsand 38% supported due to the from closing the City’sof all poolsGeneral and Fund. the re- FY 2020-21 sawdeployment dramatic of budget recreation reductions staff to duesupport to the community closing of priorities.all pools and In FY the 2021-22, re- levy deploymentresources will of reduce recreation revenue staff dependencyto support community in the Aquatics priorities. Program In FY and 2021-22, allow levy the resourcesprogram to will operate reduce with revenue anticipated dependency reduced in capacity.the Aquatics Program and allow the program to operate with anticipated reduced capacity. Expenses In the FY 2021-22 Requested Budget includes $7.3 million in expenses for the Expenses InAquatics the FY Program.2021-22 Requested Budget includes $7.3 million in expenses for the Aquatics Program. Staffing The FY 2021-22 Requested Budget funds 46.0 FTE in the Aquatics budget. This Staffing Theincludes FY 2021-22 supervision, Requested programming, Budget funds and 46.0maintenance FTE in the of Aquatics indoor and budget. outdoor This includespools. In supervision,addition, the programming, Aquatics Program and expectsmaintenance to hire of up indoor to 800 and seasonal outdoor and pools.casual Instaff. addition, the Aquatics Program expects to hire up to 800 seasonal and casual staff. Assets The key assets that are owned and operated by the Aquatics program are the Assetsand Liabilities Theswimming key assets pools that and are all owned the equipment and operated that isby needed the Aquatics to operate program a successful are the swim and Liabilities swimmingprogram. The pools pools and and all theequipment equipment are thatcurrently is needed in fair to workingoperate aorder. successful The swim program.maintenance The staff pools has and maintained equipment the are equipment currently toin meet fair working State regulations order. The within a maintenancelimited budget. staff PP&R has maintainedhas one pool the that equipment was built toin meet1940 (PierState Pool)regulations that hasn’t within had a limited budget. PP&R has one pool that was built in 1940 (Pier Pool) that hasn’t had

PageCity of 80 Portland, Oregon – FY 2021-22 Requested Budget City of Portland Parks & Recreation - Requested Budget FY 2021-225 City of Portland, Oregon – FY 2021-22 Requested Budget 5 ProgramPortland Offers Parks | Aquatics and Recreation Portland Parks & Recreation Portland Parks and Recreation

significant repairs to the shell or mechanical equipment. Older equipment and significantassets have repairs an increase to the chance shell or of mechanical failure without equipment. renovation. Older There equipment are also and assetsnumerous have pumps, an increase motors, chance waterslides, of failure play without and sprayrenovation. features, There and are ADA also numerousequipment pumps, that are motors, nearing waterslides, the end of their play lifetime and spray and features, will need and to ADAbe renovated equipmentor replaced thatwithin are the nearing next tenthe years.end of their lifetime and will need to be renovated or replaced within the next ten years. Program Information Program Information Program Contact: Maximo Behrens Program Contact: Maximo Behrens Contact Phone: (503) 823-5103 Contact Phone: (503) 823-5103 Website: portlandparks.org Website: portlandparks.org

City6 of Portland Parks & Recreation - Requested Budget FY 2021-22 City of Portland, Oregon – FY 2021-22 Requested PageBudget 81 6 City of Portland, Oregon – FY 2021-22 Requested Budget Portland Parks & Recreation Portland Parks and Arts Recreation| Program Offers

Arts Program Description & Goals

Portland Parks & Recreation’s (PP&R) Arts Program enhances quality of life and activates play through creative self-expression, imagination, and celebration. Access to services and spaces that support cultural, ritual, and artistic practices build social networks and break down isolation and disconnection. Cross- community relationships are strengthened, resulting in more cohesive, resilient communities. Culturally- relevant arts programs empower historically marginalized communities, including indigenous people, Black people, immigrants and refugees, people of color, and people with disabilities, as creators, artists, and community builders. To that end, PP&R’s Arts program is designed to bring people together and promote positive self-expression, communication skills, social and emotional development, and skill- building.

The Arts program’s key goals are to:  directly express values of equity, diversity, and inclusion;

 provide a platform for Portlanders to celebrate their diverse cultures, heritage, and identities; and  bridge understanding and promote dialogue across communities in safe and welcoming environments.

Desired outcomes include:

 arts programs are an effective vehicle for advancing equity;

 increase access to arts and cultural programs for all Portlanders, with a special focus on teen, culturally diverse, and low-income populations;  increase civic engagement and positive social identity for under-represented communities;  provide welcoming spaces for social interaction and community use; and  create a workforce whose demographics, from service delivery to leadership, reflect the diversity of the Portland community.

Specific performance metrics for this program offer have not yet been identified. PP&R has recently created a Healthy Parks, Healthy Portland Framework to guide planning for 2021 and beyond. The bureau spent 2020 evaluating the success of its three major plans: Vision 2020, 2017-2020 Strategic Plan, and Five-Year Racial Equity Plan. As part of its strategic planning work in 2021, PP&R will be creating new performance measures and aligning them with strategic objectives and organizational workplans. In particular, PP&R will identify performance measures for equity objectives.

PP&R performance was and continues to be affected by the COVID-19 public health emergency. The bureau expects that FY 2021-22 programs and services will continue to be responsive to the public health and economic emergency.

PageCity of 82 Portland, Oregon – FY 2021-22 Requested Budget City of Portland Parks & Recreation - Requested Budget FY 2021-227 ProgramPortland Offers Parks | Arts and Recreation Portland Parks & Recreation

Explanation of Services

PP&R’s Arts Program provides affordable arts classes (with scholarship availability) and arts spaces for community use. Introductory arts classes are provided at community centers across the city. Introductory and intermediate art classes are provided at PP&R’s two specialized arts centers - Multnomah Arts Center and Community Music Center - which have a regional draw as well as a neighborhood base.

Arts programs fall into these categories:

 Registered Visual and Performing Arts Activities: Art classes serve all ages - toddlers, youth, teens, adults, and seniors. Art forms and offerings are wide- ranging, including music, dance, theatre, visual arts, crafts, and creative writing;

 Affordable Community Arts Spaces: The arts centers—Multnomah Arts Center, the Community Music Center, and the Interstate Firehouse Cultural Center— provide performance, rehearsal, and office spaces for community organizations and artists through hourly rental and long-term leasing;  Community Events: Arts centers organize and host a variety of art events and performances open to the community.

The Arts Program works closely with Summer Free For All and Urban Parks Programming, which deliver free outdoor arts and culture events. The programs are represented in the Program Offer ‘Community and Socialization.”

Equity Impacts

PP&R’s Arts Program serve all Portlanders, including Indigenous people, Black people, immigrants and refugees, people of color, and people with disabilities through outreach programs that take arts activities and classes to underserved families across the City. These programs are developed in partnership with nonprofit organizations, including Rosewood Initiative and Home Forward. Outreach arts activities are also delivered in collaboration with Free Lunch + Play, part of Summer Free For All program—sited in 26 parks in low-income neighborhoods, and Urban Parks Programming at Gateway Discovery Park in East Portland. These partnership programs continue through PP&R’s COVID-19 response via virtual programming and Free Lunch + Play.

The Arts Program develops culturally-specific programs that highlight BIPOC artists and cultures, including art exhibitions, theater productions, music classes. Examples include art exhibitions dedicated to World Refugee Day, Portland’s Black Artists, PRIDE month (LGBTQIA+); theater production of Hands Up! (about police profiling; written, directed, performed by Black artists); and music classes including mariachi, jazz, and Japanese koto.

Additionally, PP&R is making space available at its arts centers below market rate to arts organizations, artists, and nonprofits, prioritizing communities of color, and persons with disabilities. The Interstate Firehouse Cultural Center (IFCC) is made available to arts organizations for short-term, multi-week leasing by application that prioritizes Black artists and groups.

City8 of Portland Parks & Recreation - Requested Budget FY 2021-22 City of Portland, Oregon – FY 2021-22 Requested PageBudget 83 Portland Parks & Recreation Portland Parks and Arts Recreation| Program Offers

Arts programs will strive to provide 50% of registered capacity to BIPOC youth and families, immigrants and refugees, and families living in poverty through outreach with partner organizations. Language translation of program information and signage and virtual program opportunities will continue to expand access to Recreation programming.

PP&R, in partnership with a Community Advisory Committee, has initiated a feasibility study to develop IFCC’s current 7000 sq. ft. facility into a 30,000 sq. ft. Center for Black Arts and Culture.

Positions supported by the Parks 2020 Operations Levy provide an opportunity to improve division employee diversity metrics. PP&R has made great strides in diversifying its workforce. In 2015, the bureau’s regular staff was 18% BIPOC; currently, our regular staff is 28% BIPOC. Managers increased from 11% BIPOC in 2015 to almost 30% at present; Black managers increased from 3% to 19%.

Overall, including our seasonal and casual employees, our workforce is currently 31.7% BIPOC. PP&R will continue to improve its diversity when hiring for the permanent, seasonal and casual positions made possible by levy resources. Additional resources in Workforce Development and Equity & Inclusion will also help us improve PP&R’s onboarding and training for staff, which will help improve retention and promotion of BIPOC staff members. These investments will also improve outcomes related to how employees feel about their PP&R work experience.

Changes to Program

In 2020, due to the COVID-19 public health emergency, PP&R experienced a massive shift in operations and service levels. Portlanders have seen painful service level reductions, many of which continue, including closed community and art centers, pools, and the cancelation of all public event permits, except for group sizes approved by the State of Oregon.

COVID-19 impacted all City bureaus and dramatically affected revenues. The City implemented wage freezes and furloughs, and bureaus were asked to take budget reductions. PP&R’s budget was reduced further as 30% of its operating budget was dependent on program fee revenue that would not be earned. PP&R laid off over 750 seasonal and casual staff, did not fill open vacancies, reduced capital budgets, and reduced spending on materials and services.

In November of 2020, Portland voters passed the Parks 2020 Operating Levy, a five-year levy to provide Recreation for All, Protect and Grow Nature, and support Community Partnerships. Portland Parks & Recreation is grateful to the community for its support and is excited to have the opportunity to restore programs and services, with a focus on serving Black, Indigenous, and People of Color, refugee and immigrant communities, people experiencing poverty, people living with disabilities, and older adults.

The City Council’s levy referral to the ballot promised restoration of summer programs in 2021. PP&R will request City Council approval to access funds in FY 2020-21 to ramp up operations to provide summer programs, build capacity for levy-funded program expansion, and address critical points of potential failure in the bureau. This FY 2021-22 Requested Budget includes these items. PP&R will continue to engage the community to create a complete FY 2021-22 levy budget as part of the City’s Fall Budget Monitoring Process submission in September 2021.

PageCity of 84 Portland, Oregon – FY 2021-22 Requested Budget City of Portland Parks & Recreation - Requested Budget FY 2021-229 Portland Parks and Recreation Portland Parks and Recreation

During summer 2021 Arts programs will deliver pre-recorded and live virtual activities and classes, Program Offers | Arts Portland Parks & Recreation outdoorPortlandDuring summer and Parks in-person 2021 and Arts arts Recreation programs camps and will select deliver classes, pre-recorded and organize and ‘pop-up” live virtual art activities pod events and with classes, Free Lunch +outdoor Play programs and in-person and other arts PP&Rcamps locations. and select Levy classes, resources and organize support ‘pop-up” this public art servicepod events and withwill alsoFree allow Lunch PP&R+ Play toprograms retain full-time and other staff PP&R and locations.hire up to Levy 100 Seasonal resources and support Casual this staff public members service for and summer. will also allow PP&RDuring to summer retain full-time 2021 Arts staff programs and hire will up deliverto 100 Seasonalpre-recorded and Casualand live staff virtual members activities for summer.and classes, outdoor and in-person arts camps and select classes, and organize ‘pop-up” art pod events with Free Lunch + Play programs and other PP&R locations. Levy resources support this public service and will also allow PP&R to retain full-time staff and hire up to 100 Seasonal and Casual staff members for summer.

Program Budget Program Budget Actuals Actuals Revised Requested No DP Requested FYActuals 2018-19 FYActuals 2019-20 FYRevised 2020-21 RequestedFY 2021-22 No DP FYRequested 2021-22 ProgramRequirements Budget FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2021-22 BureauRequirements Expenditures Bureau Expenditures Actuals Actuals Revised Requested No DP Requested Personnel Services FY 2018-192,207,680 FY 2019-201,512,783 FY 2020-211,048,298 FY 2021-222,204,019 FY 2021-222,204,019 Personnel Services 2,207,680 1,512,783 1,048,298 2,204,019 2,204,019 RequirementsExternal Materials and Services 188,297 118,635 427,515 983,398 983,398 External Materials and Services 188,297 118,635 427,515 983,398 983,398 BureauInternal Expenditures Materials and Services 114,581 20,104 46,621 56,173 56,173 Internal Materials and Services 114,581 20,104 46,621 56,173 56,173 BureauPersonnel Expenditures Services Total 2,510,5592,207,680 1,512,7831,651,522 1,048,2981,522,434 2,204,0193,243,590 2,204,0193,243,590 Bureau Expenditures Total 2,510,559 1,651,522 1,522,434 3,243,590 3,243,590 EndingExternal Fund Materials Balance and Services 188,297 118,635 427,515 983,398 983,398 Ending Fund Balance RequirementsInternal Materials Total and Services 2,510,559114,581 1,651,52220,104 1,522,43446,621 3,243,59056,173 3,243,59056,173 Requirements Total 2,510,559 1,651,522 1,522,434 3,243,590 3,243,590 Bureau Expenditures Total 2,510,559 1,651,522 1,522,434 3,243,590 3,243,590

Ending Fund Balance

FTERequirements Total 2,510,55914.25 1,651,52212.35 1,522,43411.90 3,243,59011.90 3,243,59011.90 FTE 14.25 12.35 11.90 11.90 11.90

Budget Narrative Budget Narrative FTE 14.25 12.35 11.90 11.90 11.90 Resources The Arts program historically receives a limited amount of support from the City’s Resources GeneralThe Arts Fund; program some historically programs receives are generate a limited revenues amount from of program support fees.from Resourcesthe City’s Budget NarrativefromGeneral the Fund; Parks some2020 Operatingprograms areLevy generate will support revenues the fromArts Programprogram fees.in order Resources to reducefrom the costs Parks as 2020a barrier Operating to program Levy participation.will support the Arts Program in order to Resources reduceThe Arts costs program as a barrier historically to program receives participation. a limited amount of support from the City’s Expenses TheGeneral FY 2021-22 Fund; some Requested programs Budget are generateincludes revenues$3.2 million from in programexpenses fees.for the Resources Arts Expenses Program,Thefrom FY the 2021-22 Parks almost 2020Requested entirely Operating consisting Budget Levy includes of will staffing support $3.2 costs.. million the Arts in Programexpenses infor order the Arts to Program,reduce costs almost as a entirelybarrier to consisting program ofparticipation. staffing costs.. Staffing The Arts Program currently includes 11.9 FTE and up to 100 Seasonal and Casual StaffingExpenses staff.The ArtsFY 2021-22 Program Requested currently Budget includes includes 11.9 FTE $3.2 and million up to in 100 expenses Seasonal for and the Casual Arts staff.Program, almost entirely consisting of staffing costs.. Assets and Arts programs are offered at eight of the bureau’s community centers, but the LiabilitiesAssetsStaffing and majorityArtsThe Arts programs ofProgram programming are currentlyoffered occursat includes eight at of Community the11.9 bureau’s FTE and Music community up to Center 100 Seasonal (CMC)centers, and but Casualthe Liabilities Multnomahmajoritystaff. of programming Arts Center (MAC). occurs Bothat Community CMC and MACMusic have Center large (CMC) deferred and maintenanceMultnomah Arts and Centerseismic (MAC). retrofitting Both needs. CMC andThe MACbureau have does large not currentlydeferred have Assets and resourcesmaintenanceArts programs to address and are seismic offered these retrofitting atcritical eight needs. of needs.the bureau’s The bureau community does not centers, currently but thehave Liabilities resourcesmajority of to programming address these occurscritical at needs. Community Music Center (CMC) and Program InformationMultnomah Arts Center (MAC). Both CMC and MAC have large deferred Program Informationmaintenance and seismic retrofitting needs. The bureau does not currently have Program Contact: Maximoresources Behrens to address these critical needs. Portland Parks and Recreation Program Contact: Maximo Behrens Program Information Contact Phone: (503) 823-5103 Program Contact: Maximo Behrens 10 City of Portland, Oregon – FY 2021-22 Requested Budget Website:10 portlandparks.org City of Portland, Oregon – FY 2021-22 Requested Budget

City10 of Portland Parks & Recreation - Requested Budget FY 2021-22 City of Portland, Oregon – FY 2021-22 Requested BudgetPage 85

City of Portland, Oregon – FY 2021-22 Requested Budget 11 Portland Parks and Recreation

Portland Parks & Recreation Business Services | Program Offers Portland Parks and Recreation Business Services Program Description & GoalsBusiness Services

ProgramPortland Parks Description & Recreation’s (PP&R)& Goals Business Services program provides the operational infrastructure for the bureau and supports all programs and activities. The program contributes to the advancement of all outcomesPortland Parks of the & 2017-20 Recreation’s Strategic (PP&R) Plan Business and PP&R Services Racial program Equity Plan, provides with the operationalmost directly infrastructure relevant for outcomesthe bureau including: and supports all programs and activities. The program contributes to the advancement of all outcomes of the 2017-20 Strategic Plan and PP&R Racial Equity Plan, with the most directly relevant outcomes including:  increased diversity and training of the existing workforce;

 a safe environment for all employees and customers; and  increased diversity and training of the existing workforce;  completion of the long-term vision plan that ensures a legacy of access to park,  a safe environment for all employees and customers; and recreation, and tree-related services for future generations of Portlanders of all  backgroundscompletion of and the neighborhoods.long-term vision plan that ensures a legacy of access to park, recreation, and tree-related services for future generations of Portlanders of all PP&R has recently created abackgrounds Healthy Parks, and Healthy neighborhoods. Portland Framework to guide planning for 2021 and beyond. The bureau spent 2020 evaluating the success of its three major plans: Vision 2020, 2017-2020 StrategicPP&R has Plan, recently and Five-Yearcreated a HealthyRacial Equity Parks, Plan. Healthy As part Portland of its strategic Framework planning to guide work planning in 2021, for PP&R 2021 will and be creatingbeyond. newThe bureauperformance spent 2020measures evaluating and aligning the success them of with its three strategic major objectives plans: Vision and organizational 2020, 2017-2020 workplans.Strategic Plan, In particular,and Five-Year PP&R Racial will Equity identify Plan. performance As part of measuresits strategic for planning equity objectives. work in 2021, PP&R will be creating new performance measures and aligning them with strategic objectives and organizational PP&Rworkplans. performance In particular, was and PP&R continues will identify to be affected performance by the measures COVID-19 for public equity health objectives. emergency. The bureau expects that FY 2021-22 programs and services will continue to be responsive to the public health and economicPP&R performance emergency. was and continues to be affected by the COVID-19 public health emergency. The bureau expects that FY 2021-22 programs and services will continue to be responsive to the public health and economic emergency.

Performance Measures Actuals Actuals Target Target Strategic Performance Measures Performance FY 2018-19 FY 2019-20 2020-21 FY 2021-22 Target Number of workers compensation claims per 100 workers Actuals 8.30 Actuals 4.50 Target 8.00 Target 7.00 Strategic 7.00 Percentage of employees that feelPerformance safety is a bureau priority FY 2018-19 69% FY 2019-20 0% 2020-21 NA FY 2021-22 85% Target 85% NumberPercentage of workersof employees compensation who feel claimsphysically per 100and workersemotionally safe at work 68%8.30 4.50 NA 83%8.00 83%7.00 83%7.00 Percentage of employees thatwho feelfeel safetyPP&R is makinga bureau an priority effort to diversify its 69%77% 0%NA 83% NA 85% 85% workforcePercentage of employees who feel physically and emotionally safe at work 68% NA 83% 83% 83% Percentage of employees who feel PP&R isprovides making employees an effort to with diversify adequate its 59%77% NA 83%65% 85%65% 65%85% workforceequity and cultural responsiveness training Percentage of employees who feel theyPP&R receive provides adequate employees job trainingwith adequate and 58%59% NA 65% 65% 65% equityeducation and cultural responsiveness training PercentageEmployees ofof coloremployees as a percentage who feel they of total receive positions adequate job training and 32%58% 31% NA 65%31% 65%31% 28%65% educationTotal annual training hours completed 4,449 6,676 6,676 6,676 2,500 Employees of color as a percentage of total positions 32% 31% 31% 31% 28% Total annual training hours completed 4,449 6,676 6,676 6,676 2,500

12 City of Portland, Oregon – FY 2021-22 Requested Budget

Page12 86 City of PortlandCity Parks of Portland, & Recreation Oregon - – Requested FY 2021-22 Budget Requested FY 2021-22Budget Program Offers | Business Services Portland Portland Parks Parks and & RecreationRecreation

Explanation of Services

PP&R’s Business Services program combines several disparate functions, including:

 Core support services such as workforce development, finance, stores (bureau’s supply inventory), accounting, technology, safety, and performance and analysis.

 The leadership function of the various divisions; including managers and supervisors and their administrative support.

 Centrally located costs such as utilities, facilities, and insurance. Equity Impacts

As currently structured, Business Services represents leadership across the bureau and the core services that support the bureau. The most direct and critical function for achieving equity goals is workforce development, which coordinates the bureau’s recruitment, training, and retention of employees.

New positions supported by the Parks 2020 Operations Levy provide an opportunity to improve employee diversity metrics. PP&R has made great strides in diversifying its workforce. In 2015, the bureau’s regular staff was 18% BIPOC; currently, our regular staff is 28% BIPOC. Managers increased from 11% BIPOC in 2015 to almost 30% at present; Black managers increased from 3% to 19%.

Overall, including our seasonal and casual employees, our workforce is currently 31.7% BIPOC. PP&R will continue to improve its workforce BIPOC percentages when hiring for the permanent and seasonal and casual positions made possible by levy resources. Additional resources in Workforce Development and Equity & Inclusion teams will also help us improve our onboarding and training for staff, which will help improve retention and promotion of BIPOC staff members. These investments will also improve outcomes related to how employees feel about their PP&R experience.

In addition, Business Services contains the positions associated with leadership in most divisions. These two components make this program one of the most critical for developing a diverse workforce. In addition to workforce equity impacts, the divisions’ leadership is critical to addressing inequities in the delivery of services and contracted services. As the bureau works to ramp up effort through levy-funded investments, it will be critical to enhance capacity to engage community, recruit and support diverse staff, and manage for equity-centered outcomes.

Changes to Program

In 2020, due to the COVID-19 public health emergency, PP&R experienced a massive shift in operations and service levels. Portlanders have seen painful service level reductions, many of which continue, including closed community and art centers, pools, and the cancelation of all public event permits, except for group sizes approved by the State of Oregon.

COVID-19 impacted all City bureaus and dramatically affected revenues. The City implemented wage freezes and furloughs, and bureaus were asked to take budget reductions. PP&R’s budget was reduced further as 30% of its operating budget was dependent on program fee revenue that would not be earned. PP&R laid off over 750 seasonal and casual staff, did not fill open vacancies, reduced capital budgets, and reduced spending on materials and services.

City of Portland,Portland OregonParks & – RecreationFY 2021-22 -Requested Requested Budget Budget FY 2021-22 Page13 87 PortlandPortland Parks Parks &and Recreation Recreation Business Services | Program Offers

In November of 2020, Portland voters passed the Parks 2020 Operating Levy, a five-year levy to provide Recreation for All, Protect and Grow Nature, and support Community Partnerships. Portland Parks & Recreation is grateful to the community for its support and is excited to have the opportunity to restore programs and services, with a focus on serving Black, Indigenous, and People of Color, refugee and immigrant communities, people experiencing poverty, people living with disabilities, and older adults.

The City Council’s levy referral to the ballot promised restoration of summer programs in 2021. PP&R will request City Council approval to access funds in FY 2020-21 to ramp up operations to provide summer programs, build capacity for levy-funded program expansion, and address critical points of potential failure in the bureau. This FY 2021-22 Requested Budget includes these items. PP&R will continue to engage the community to create a complete FY 2021-22 levy budget as part of the City’s Fall Budget Monitoring Process submission in September 2021.Portland Parks and Recreation

In order to prepare the organization to absorb this additional scale in the FY 2021-22 Fall BMP, early investments in organizational support are necessary. PP&R is adding 23 FTE to the Business Service Program to do the following:

 Workspace Coordination to investigate space opportunities, conduct location analysis and recommend leasing or space optimization actions to meet expected Bureau operational needs and growth.

 Support Land Stewardship to address critical gaps including management analytics and support, swing shift supervision, and enhancement of the division’s ability to connect with BIPOC, immigrant, and refugee communities, and volunteer and partner groups city-wide.

 Bolster accounting services to increase financial tracking and accounting associated with over $40 million annually in increased transaction volume.

 Address the increased size and complexity of the PP&R budget as well as to develop and support a performance management approach that will hold the bureau accountable for achieving voter-approved outcomes.

 Develop a more robust approach to technology management including two positions to support direct operations, one project manager to implement critical enterprise technology projects, and two positions to manage bureau data and applications to support tracking and managing for service delivery outcomes. This central technology function has represented an area of significant underinvestment with only two full-time PP&R staff. Increasing the bureau’s technology backbone will provide significant operational leverage and efficiencies for all other groups. One of the early projects will be the replacement of the bureau’s work order system.

 Diversify workforce; enhance recruitment, onboarding and retention of diverse staff; enhance diversity, equity, and inclusion training; and increase Workforce Development support to bureau employees.

 Program Budget Actuals Actuals Revised Requested No DP Requested FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2021-22 Requirements Bureau Expenditures Personnel Services 9,142,557 11,891,112 8,580,377 10,014,502 12,749,134 14 City of Portland, Oregon – FY 2021-22 Requested Budget PageExternal 88 Materials and Services 4,965,640 6,629,484 City of Portland 24,778,897Parks & Recreation - 8,384,660Requested Budget FY9,823,826 2021-22 Internal Materials and Services 5,510,247 5,579,684 6,411,220 5,626,057 5,626,057 Capital Outlay 0 15,297 0 0 3,070,783 Bureau Expenditures Total 19,618,443 24,115,578 39,770,494 24,025,219 31,269,800 Fund Expenditures Debt Service 2,013,253 424,821 4,602,176 418,302 418,302 Contingency 0 0 124,689,151 84,092,068 84,092,068 Fund Transfers - Expense 1,548,414 1,017,086 1,088,613 918,484 918,484 Fund Expenditures Total 3,561,667 1,441,908 130,379,940 85,428,854 85,428,854

City of Portland, Oregon – FY 2021-22 Requested Budget 15 Portland Parks and Recreation

In order to prepare the organization to absorb this additional scale in the FY 2021-22 Fall BMP, early investments in organizational support are necessary. PP&R is adding 23 FTE to the Business Service Program to do the following:

 Workspace Coordination to investigate space opportunities, conduct location analysis and recommend leasing or space optimization actions to meet expected Bureau operational needs and growth.

 Support Land Stewardship to address critical gaps including management analytics and support, swing shift supervision, and enhancement of the division’s ability to connect with BIPOC, immigrant, and refugee communities, and volunteer and partner groups city-wide.

 Bolster accounting services to increase financial tracking and accounting associated with over $40 million annually in increased transaction volume.

 Address the increased size and complexity of the PP&R budget as well as to develop and support a performance management approach that will hold the bureau accountable for achieving voter-approved outcomes.

 Develop a more robust approach to technology management including two positions to support direct operations, one project manager to implement critical enterprise technology projects, and two positions to manage bureau data and applications to support tracking and managing for service delivery outcomes. This central technology function has represented an area of significant underinvestment with only two full-time PP&R staff. Increasing the bureau’s technology backbone will provide significant operational leverage and efficiencies for all other groups. One of the early projects will be the replacement of the bureau’s work order system.

 Diversify workforce; enhance recruitment, onboarding and retention of diverse Program Offers | Business Servicesstaff; enhance diversity, equity, and inclusion Portland training; Parksand increase & Recreation Workforce Development support to bureau employees.

 Program Budget Actuals Actuals Revised Requested No DP Requested FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2021-22 Requirements Bureau Expenditures Personnel Services 9,142,557 11,891,112 8,580,377 10,014,502 12,749,134 External Materials and Services 4,965,640 6,629,484 24,778,897 8,384,660 9,823,826 Internal Materials and Services 5,510,247 5,579,684 6,411,220 5,626,057 5,626,057 Capital Outlay 0 15,297 0 0 3,070,783 Bureau Expenditures Total 19,618,443 24,115,578 39,770,494 24,025,219 31,269,800 Portland Parks and Recreation Fund Expenditures Portland Parks and Recreation Debt Service 2,013,253 424,821 4,602,176 418,302 418,302 ProgramContingency Budget 0 0 124,689,151 84,092,068 84,092,068 Fund Transfers - Expense 1,548,414 1,017,086 1,088,613 918,484 918,484 Program Budget Actuals Actuals Revised Requested No DP Requested Fund Expenditures Total 3,561,667 1,441,908 130,379,940 85,428,854 85,428,854 FYActuals 2018-19 FYActuals 2019-20 FYRevised 2020-21 RequestedFY 2021-22 No DP FYRequested 2021-22 Ending Fund Balance FY 2018-1910,124,352 FY 2019-2013,681,748 FY 2020-21 0 FY 2021-22 0 FY 2021-22 0 RequirementsEnding Fund Balance Total 33,304,46310,124,352 39,239,23413,681,748 170,150,4340 109,454,0730 116,698,6540 CityRequirements of Portland, TotalOregon – FY 2021-22 Requested Budget 33,304,463 39,239,234 170,150,434 109,454,073 116,698,65415

FTE 85.15 80.90 71.76 71.42 94.42 FTE 85.15 80.90 71.76 71.42 94.42 Budget Narrative Budget Narrative Resources Operations of this program are primarily funded with General Fund discretionary Resources Operationsand, beginning of this in FYprogram 2021-22, are resources primarily from funded the Parkswith General 2020 Operating Fund discretionary Levy. and,System beginning Development in FY 2021-22,Charge collections,resources from which the fund Parks capital 2020 Operatingimprovements, Levy. are Systemalso budgeted Development in this program. Charge collections, Indirect cost which recovery fund forcapital services improvements, provided to are other alsobureaus budgeted and external in this program.entities is Indirect also included cost recovery in this program for services provided to other bureaus and external entities is also included in this program Expenses The FY 2021-22 Requested Budget includes $ 5.6 million in internal service costs Expenses Theincluding FY 2021-22 fleet, facilities,Requested risk, Budget technology, includes and $ 5.6 printing; million $3.1 in internal million servicein utility costs costs; includingand $12.7 millionfleet, facilities, in staff risk,costs. technology, This program and is printing; also where $3.1 most million fund in balancesutility costs; are andbudgeted. $12.7 million in staff costs. This program is also where most fund balances are budgeted. Staffing 94.42 FTE positions are budgeted in this program. These positions are Staffing 94.42located FTE throughout positions theare bureau,budgeted primarily in this program. as leadership These and positions administration are in the locatedvarious throughoutdepartments the and bureau, divisions primarily and as as central leadership functions and includingadministration finance, in the variousworkforce, departments safety, etc. and Currently, divisions the and bond as centralprogram functions and several including capital finance, positions workforce,are budgeted safety, in the etc. program. Currently, As the bureaubond program ramps up and Parks several 2020 capital Operating positions Levy areinvestments, budgeted investmentin the program. in organizational As the bureau support ramps isup a Parkscritical 2020 precursor. Operating See Levy investments,’Changes to Program’ investment section in organizational for discussion support of FY 2021-22 is a critical levy precursor. investments. See ’Changes to Program’ section for discussion of FY 2021-22 levy investments. Assets and Liabilities While this program is not the primary owner of PP&R assets, it does own a large Assets and Liabilities Whileportion this of theprogram equipment is not assetsthe primary of the bureau.owner of The PP&R renewal assets, of itthose does assets own ais large portionprimarily of fundedthe equipment through assets replacement of the bureau. reserve The collections renewal charged of those by assets the internalis primarilyservice bureaus. funded For through example, replacement Business Servicesreserve collections owns all the charged desktop by and the internallaptop servicecomputers bureaus. in the For bureau. example, The BureauBusiness of Services Technology owns Services all the desktopcharges PP&Rand laptop an computersamount sufficient in the bureau. to replace The those Bureau assets of Technologyon a regular Services four to five-yearcharges PP&R cycle. anThis amountcharge is sufficient included to in replace the expense those figure assets discussedon a regular above. four to five-year cycle. This City of Portland Parks & Recreationcharge - Requested is included Budget FY in2021-22 the expense figure discussed above. Page 89 Program Information Program Information Program Contact: Todd Lofgren Program Contact: Todd Lofgren Contact Phone: (503) 823-3395 Contact Phone: (503) 823-3395 Website: portlandparks.org Website: portlandparks.org

16 City of Portland, Oregon – FY 2021-22 Requested Budget 16 City of Portland, Oregon – FY 2021-22 Requested Budget Portland Parks and Recreation Portland Parks and Recreation

Program Budget Program Budget Actuals Actuals Revised Requested No DP Requested FYActuals 2018-19 FYActuals 2019-20 FYRevised 2020-21 RequestedFY 2021-22 No DP FYRequested 2021-22 Ending Fund Balance FY 2018-1910,124,352 FY 2019-2013,681,748 FY 2020-21 0 FY 2021-22 0 FY 2021-22 0 RequirementsEnding Fund Balance Total 33,304,46310,124,352 39,239,23413,681,748 170,150,4340 109,454,0730 116,698,6540 Requirements Total 33,304,463 39,239,234 170,150,434 109,454,073 116,698,654

FTE 85.15 80.90 71.76 71.42 94.42 FTE 85.15 80.90 71.76 71.42 94.42 Budget Narrative Budget Narrative Resources Operations of this program are primarily funded with General Fund discretionary Resources Operationsand, beginning of this in FYprogram 2021-22, are resources primarily from funded the Parkswith General 2020 Operating Fund discretionary Levy. and,System beginning Development in FY 2021-22,Charge collections,resources from which the fund Parks capital 2020 Operatingimprovements, Levy. are Systemalso budgeted Development in this program. Charge collections, Indirect cost which recovery fund forcapital services improvements, provided to are other alsobureaus budgeted and external in this program.entities is Indirect also included cost recovery in this program for services provided to other bureaus and external entities is also included in this program Expenses The FY 2021-22 Requested Budget includes $ 5.6 million in internal service costs Expenses Theincluding FY 2021-22 fleet, facilities,Requested risk, Budget technology, includes and $ 5.6 printing; million $3.1 in internal million servicein utility costs costs; includingand $12.7 millionfleet, facilities, in staff risk,costs. technology, This program and is printing; also where $3.1 most million fund in balancesutility costs; are andbudgeted. $12.7 million in staff costs. This program is also where most fund balances are budgeted. Staffing 94.42 FTE positions are budgeted in this program. These positions are Staffing 94.42located FTE throughout positions theare bureau,budgeted primarily in this program. as leadership These and positions administration are in the locatedvarious throughoutdepartments the and bureau, divisions primarily and as as central leadership functions and includingadministration finance, in the variousworkforce, departments safety, etc. and Currently, divisions the and bond as centralprogram functions and several including capital finance, positions workforce,are budgeted safety, in the etc. program. Currently, As the bureaubond program ramps up and Parks several 2020 capital Operating positions Levy Portland Parks & Recreation Business Services | Program Offers areinvestments, budgeted investmentin the program. in organizational As the bureau support ramps isup a Parkscritical 2020 precursor. Operating See Levy investments,’Changes to Program’ investment section in organizational for discussion support of FY 2021-22 is a critical levy precursor. investments. See ’Changes to Program’ section for discussion of FY 2021-22 levy investments. Assets and Liabilities While this program is not the primary owner of PP&R assets, it does own a large Assets and Liabilities Whileportion this of theprogram equipment is not assetsthe primary of the bureau.owner of The PP&R renewal assets, of itthose does assets own ais large portionprimarily of fundedthe equipment through assets replacement of the bureau. reserve The collections renewal charged of those by assets the internalis primarilyservice bureaus. funded For through example, replacement Business Servicesreserve collections owns all the charged desktop by and the internallaptop servicecomputers bureaus. in the For bureau. example, The BureauBusiness of Services Technology owns Services all the desktopcharges PP&Rand laptop an computersamount sufficient in the bureau. to replace The those Bureau assets of Technologyon a regular Services four to five-yearcharges PP&R cycle. anThis amountcharge is sufficient included to in replace the expense those figure assets discussedon a regular above. four to five-year cycle. This charge is included in the expense figure discussed above. Program Information Program Information Program Contact: Todd Lofgren Program Contact: Todd Lofgren Contact Phone: (503) 823-3395 Contact Phone: (503) 823-3395 Website: portlandparks.org Website: portlandparks.org

16 City of Portland, Oregon – FY 2021-22 Requested Budget 16 City of Portland, Oregon – FY 2021-22 Requested Budget

Page 90 City of Portland Parks & Recreation - Requested Budget FY 2021-22 Program Offers | Capital Development Portland Parks & Recreation Portland Parks and Recreation

Capital Development Program Description & Goals

Portland Parks & Recreation’s (PP&R) Capital Development Program work includes the Capital Growth Program and the Capital Renovation Program, which houses the 2014 Parks Replacement Bond Program, the Engineering & Construction Management group and the future 2019 Metro Local Share Bond staff. The Program provides planning, design, engineering, project management and construction management of all Capital Projects (defined as projects greater than $10,000). The Program’s primary objectives include sustaining and modernizing existing assets, growing the parks and recreation system to mitigate the inequities of parks service areas, and keeping pace with the needs of a growing and changing Portland. The Program works with internal and external stakeholders to scope projects, procure design and construction services, and manage design, construction, and commissioning.

Major responsibilities include:

 expanding existing assets and constructing new parks and facilities with public input to accommodate population growth and equitable service;

 protecting and maintaining existing community assets through maintenance, rehabilitation, and renewal;

 completing capital emergency repairs prioritized using an equity lens;

 removing Americans with Disabilities Act (ADA) identified barriers and implementing the ADA Transition Plan;

 attaining and advancing the City’s minority and women-owned contracting goals through project delivery; and

 providing technical support to PP&R staff.Five metrics have been used to track progress for the Capital Development Program. The first two metrics listed below have been calculated annually for more than a decade. However, a severe data issue from the Multnomah County has impeded the county’s ability to gather tax lot information (needed for the calculation) and has left the bureau unable to clearly calculate the metric for 2018, 2019 or 2020. The percentage of residents rating the closeness of their neighborhood park as ’good” or ’very good” was gathered from a 2017 Community Needs Survey.PP&R has recently created a Healthy Parks, Healthy Portland Framework to guide planning for 2021 and beyond. The bureau spent 2020 evaluating the success of its three major plans: Vision 2020, 2017-2020 Strategic Plan, and Five-Year Racial Equity Plan. As part of its strategic planning work in 2021, PP&R will be creating new performance measures and aligning them with strategic objectives and organizational workplans. In particular, PP&R will identify performance measures for equity objectives.

PP&R performance was and continues to be affected by the COVID-19 public health emergency. The bureau expects that FY 2021-22 programs and services will continue to be responsive to the public health and economic emergency.

CityCity of PortlandPortland, OregonParks & – Recreation FY 2021-22 -Requested Requested Budget Budget FY 2021-22 Page17 91 Portland Parks and Recreation

Portland Parks & Recreation Capital Development | Program Offers

Explanation of Services

PP&R’s Capital Development Program consists of two programs (Capital Growth Program and the Capital Renovation Program) which provide the following services:

 plans, designs, permits, and constructs aesthetically pleasing, durable, maintainable, and sustainable capital projects within scope, schedule, and budget that address the needs of the community;

 communicates to the public and project stakeholders;  implements PP&R and citywide strategic initiatives and policies;  collaborates with other bureaus and outside agencies to further PP&R projects and goals;  administers local, state, and federal grants to supplement park design and construction efforts;  coordinates and reviews proposed outside agency or private development improvements on or adjacent to park property;  represents PP&R on technical committees; and  contributes to developing fair and equitable approaches to construction contracting and management to help distribute public construction dollars to the diverse construction community.

The Capital Growth Program administers projects that are primarily System Development Charge (SDC) funded, which are focused on growing and expanding the existing park system to meet the needs and desires of a growing city.

The Capital Development program also administers the $68 million Parks Replacement Bond, which provides urgent repairs in PP&R parks, community centers, and facilities throughout the city. Bond projects target PP&R’s most critical needs by focusing on fixing or improving:

Equity Impacts

Equity considerations are central to PP&R’s Capital Growth and Renovation Programs. Communities of color and marginalized and underserved communities are prioritized by a Capital Project selection process utilizing an equity rating (factoring in youth, racial diversity, and poverty). The ranking process also includes a ‘number of assets available” rating and a ‘number of households served” rating in the prioritization process. Selected Capital Projects include extensive public outreach to ensure that all voices are heard and that the resulting park design and implementation reflects what the community needs and desires.

Completed Capital Projects have made our parks system more accessible and equitable to all Portlanders by addressing ADA deficiencies, repairing and preserving prioritized infrastructure, designing and building parks in park deficient areas, and expanding the recreation system for a more diverse future Portland.

18 City of Portland, Oregon – FY 2021-22 Requested Budget

Page 92 City of Portland Parks & Recreation - Requested Budget FY 2021-22 Program Offers | Capital Development Portland Portland Parks Parks and & RecreationRecreation Portland Parks and Recreation The Program also uses an equity lens to prioritize how projects are delivered. The City has established a Thegoal Programof utilizing also a minimumuses an equity of 20% lens Disadvantaged, to prioritize how Minority-Owned, projects are delivered. Women-Owned, The City has Emerging established Small a goalBusinesses, of utilizing Service-Disabled a minimum of Veterans 20% Disadvantaged, Business Enterprises Minority-Owned, (D/M/W/ESB/SDVBE) Women-Owned, contractors Emerging and Smallsub- Businesses,contractors. Service-DisabledThe Capital Development Veterans ProgramBusiness hasEnterprises been very (D/M/W/ESB/SDVBE) successful - the 2014 contractorsParks Replacement and sub- Bond contractors.Program has The utilized Capital 42% Development D/M/W/ESB/SDVBE Program consultanthas been very and successful contractors. - the 2014 Parks Replacement Bond Program has utilized 42% D/M/W/ESB/SDVBE consultant and contractors. As already discussed, the Capital Development Program utilizes several performance metrics to track the Asgrowth already and discussed, level of service the Capital of the Developmentparks system forProgram the community. utilizes several These performance metrics can bemetrics viewed to trackwith anthe growthequity lens and by level layering of service equity of thescores parks across system park for sites the to community. assess the proportion These metrics of capital can be development viewed with anthat equityserves communitieslens by layering most equity in need. scores across park sites to assess the proportion of capital development that serves communities most in need. More equitable outcomes could be achieved by: More equitable outcomes could be achieved by:  increasing capital funding to develop new parks in underserved areas;

 increasing thecapital General funding Fund to allocationdevelop new for operationsparks in underserved and maintenance areas; resources to adequately maintain newly planned parks and facilities in  increasing the General Fund allocation for operations and maintenance resourcesunderserved to adequately areas, including maintain east newlyPortland; planned and parks and facilities in  increasingunderserved General areas, Fundincluding dollars east for Portland; capital repair and and renovations of existing facilities.  increasing General Fund dollars for capital repair and renovations of existing facilities. Changes to Program Changes to Program There are no significant changes to program in FY 2021-22 other than the Capital Renovation Program will Therebe taking are onno worksignificant associated changes with to theprogram 2019 Metro in FY Park2021-22 and other Nature than Bond the Capitalwork. Renovation Program will be taking on work associated with the 2019 Metro Park and Nature Bond work.

Program Budget Program Budget Actuals Actuals Revised Requested No DP Requested FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2021-22 Actuals Actuals Revised Requested No DP Requested Requirements FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2021-22 BureauRequirements Expenditures BureauPersonnel Expenditures Services 1,841,888 2,101,733 2,412,236 3,198,657 3,198,657 PersonnelExternal Materials Services and Services 13,645,0641,841,888 2,101,7335,065,578 31,275,0192,412,236 51,214,4853,198,657 51,214,4853,198,657 ExternalInternal MaterialsMaterials andand ServicesServices 13,645,0642,120,950 5,065,5781,549,890 31,275,0191,779,278 51,214,4851,850,348 51,214,4851,850,348 InternalCapital Outlay Materials and Services 2,120,9508,813,346 17,745,7451,549,890 19,727,9171,779,278 33,928,0301,850,348 33,928,0301,850,348 BureauCapital Expenditures Outlay Total 26,421,2478,813,346 17,745,74526,462,946 19,727,91755,194,450 33,928,03090,191,520 33,928,03090,191,520 BureauFund Expenditures Expenditures Total 26,421,247 26,462,946 55,194,450 90,191,520 90,191,520 FundDebt Expenditures Service 99,213 0 0 0 0 DebtContingency Service 99,2130 0 1,173,0070 1,164,6030 1,164,6030 ContingencyFund Transfers - Expense 16,0230 23,1940 1,173,00732,500 1,164,6030 1,164,6030 FundFund Expenditures Transfers - Expense Total 115,23616,023 23,194 1,205,50732,500 1,164,6030 1,164,6030 Fund Expenditures Total 115,236 23,194 1,205,507 1,164,603 1,164,603

CityCity of PortlandPortland, OregonParks & – Recreation FY 2021-22 -Requested Requested Budget Budget FY 2021-22 Page19 93 City of Portland, Oregon – FY 2021-22 Requested Budget 19 PortlandPortland Parks Parks &and Recreation Recreation Capital Development | Program Offers

Portland Parks and Recreation

PortlandProgram Parks Budget and Recreation

Program Budget Actuals Actuals Revised Requested No DP Requested FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2021-22 Program Budget Actuals Actuals Revised Requested No DP Requested Ending Fund Balance FY 2018-19152,092,196 FY 2019-20173,252,392 FY 2020-21 0 FY 2021-22 0 FY 2021-22 0 RequirementsEnding Fund Balance Total Actuals178,628,679152,092,196 Actuals199,738,532173,252,392 Revised56,399,9570 Requested91,356,123 No DP0 Requested91,356,1230 FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2021-22 Requirements Total 178,628,679 199,738,532 56,399,957 91,356,123 91,356,123 Ending Fund Balance 152,092,196 173,252,392 0 0 0

Requirements Total 178,628,679 199,738,532 56,399,957 91,356,123 91,356,123 FTE 7.00 9.00 13.14 14.16 14.16

FTE 7.00 9.00 13.14 14.16 14.16 Budget Narrative BudgetFTE Narrative 7.00 9.00 13.14 14.16 14.16 Resources This program is funded primarily by Systems Development Charges (SDCs), the BudgetResources NarrativeThis2014 programParks Replacement is funded primarilyBond, and by a smallSystems contribution Development from Charges the City’s (SDCs), General the 2014Fund. Parks Replacement Bond, and a small contribution from the City’s General Resources Fund.This program is funded primarily by Systems Development Charges (SDCs), the Expenses 2014Expenses Parks are Replacement almost entirely Bond, related and a to small capital contribution construction from projects. the City’s General Expenses ExpensesFund. are almost entirely related to capital construction projects. Staffing The FY 2021-22 Requested Budget funds 14.16 FTE. StaffingExpenses TheExpenses FY 2021-22 are almost Requested entirely Budget related funds to capital 14.16 constructionFTE. projects. Assets and Liabilities There are no assets and liabilities associated with this program offer. AssetsStaffing and Liabilities ThereThe FY are 2021-22 no assets Requested and liabilities Budget associated funds 14.16 with FTE. this program offer. Program Information AssetsProgram and Liabilities InformationThere are no assets and liabilities associated with this program offer. Program Contact: Lauren McGuire Program Contact: Information Lauren McGuire Contact Phone: (971) 940-5538 ContactProgram Phone: Contact: (971)Lauren 940-5538 McGuire Website: portlandparks.org Website:Contact Phone: portlandparks.org(971) 940-5538

Website: portlandparks.org

Page20 94 City of PortlandCity Parks of Portland, & Recreation Oregon - – Requested FY 2021-22 Budget Requested FY 2021-22Budget 20 City of Portland, Oregon – FY 2021-22 Requested Budget

20 City of Portland, Oregon – FY 2021-22 Requested Budget Program Offers | Community and Socialization Portland Parks & Recreation Portland Parks and Recreation Portland Parks and Recreation Community and Socialization Community and Socialization Program Description & Goals Program Description & Goals Portland Parks & Recreation’s (PP&R) Community and Socialization Program includes a broad range of activities,Portland Parks including & Recreation’s wellness, lifelong (PP&R) education,Community environmental and Socialization education, Program and includes the community a broad rangegardens of program.activities, Thisincluding Program wellness, brings lifelong people education,together who environmental may not otherwise education, cross and paths the throughcommunity enrichment gardens activities,program. Thissuch Programas job skills brings training people and together employment; who may educational not otherwise and out cross of schoolpaths throughtime services enrichment for youth; communityactivities, such events; as job facility skills trainingrentals; andand lifelongemployment; learning educational opportunities. and out of school time services for youth; community events; facility rentals; and lifelong learning opportunities. The Community and Socialization Program’s key goals are to provide: The Community and Socialization Program’s key goals are to provide:  increased access to, and participation by, underserved communities, specifically  communitiesincreased access of colorto, and and participation individuals by, with underserved disabilities; communities, specifically

 ancommunities accessible employmentof color and individualspipeline with with professional disabilities; development  anopportunities accessible employment for youth; pipeline with professional development  opportunities for Portlandersyouth; to connect to nature through hands-on ecology,  opportunitiesstewardship, and for Portlandersexploration toin connectparks and to naturalnature throughareas; and hands-on ecology,  opportunitiesstewardship, and for allexploration Portlanders in parksto grow and organic natural food areas; in theand city by providing  opportunitiesland, water, and for garden all Portlanders tools at a to low grow cost. organic food in the city by providing land, water, and garden tools at a low cost. Desired outcomes of this program are as follows: Desired outcomes of this program are as follows:  services are distributed equitably throughout the city;  services are distributed equitably throughout the city;  services are responsive to, and inclusive of, diverse communities;   residentsservices are enjoy responsive increased to, health and inclusive and fitness of, diversedue to participation; communities;  residents gainenjoy an increased appreciation health for and parks fitness and due natural to participation; areas through direct  residentsexperience; gain and an appreciation for parks and natural areas through direct  demographicsexperience; and of workforce, from service delivery to leadership, reflect the  demographicsdiversity of the of Portland workforce, community. from service delivery to leadership, reflect the diversity of the Portland community. Specific performance metrics for this program offer have not yet been identified. PP&R has recently created aSpecific Healthy performance Parks, Healthy metrics Portland for this Framework program offer to guide have planning not yet been for 2021 identified. and beyond. PP&R hasThe recentlybureau spentcreated 2020a Healthy evaluating Parks, the Healthy success Portland of its three Framework major plans: to guide Vision planning 2020, 2017-2020 for 2021 and Strategic beyond. Plan, The and bureau Five-Year spent Racial2020 evaluating Equity Plan. the As success part ofof itsits strategicthree major planning plans: workVision in 2020, 2021, 2017-2020 PP&R will Strategic be creating Plan, new and performance Five-Year measuresRacial Equity and Plan.aligning As part them of with its strategic strategic planning objectives work and in organizational 2021, PP&R will workplans. be creating In particular,new performance PP&R willmeasures identify and performance aligning them measures with strategic for equity objectives objectives. and organizational workplans. In particular, PP&R will identify performance measures for equity objectives. PP&R performance was and continues to be affected by the COVID-19 public health emergency. The bureau expectsPP&R performance that FY 2021-22 was programsand continues and servicesto be affected will continue by the COVID-19 to be responsive public health to the emergency.public health The and bureau economicexpects that emergency. FY 2021-22 programs and services will continue to be responsive to the public health and economic emergency. Explanation of Services Explanation of Services Community and Socialization programs fall into these enrichment categories: Community and Socialization programs fall into these enrichment categories:

CityCity of Portland,Portland OregonParks & – Recreation FY 2021-22 -Requested Requested Budget Budget FY 2021-22 Page21 95 City of Portland, Oregon – FY 2021-22 Requested Budget 21 PortlandPortland Parks Parks &and Recreation Recreation Community and Socialization | Program Offers Portland Parks and Recreation Educational and Out of School Time Services for Youth: PP&R offers environmental education at park locations across Portland, educational preschool programs in nine community centers, four after school Educational and Out of School Time Services for Youth: PP&R offers environmental education at park programs in community centers, and eleven SUN Community Schools located within four school districts. locations across Portland, educational preschool programs in nine community centers, four after school Camp activities are provided citywide for youth ages 3-14 during spring, summer, and winter school programs in community centers, and eleven SUN Community Schools located within four school districts. breaks. Camp activities are provided citywide for youth ages 3-14 during spring, summer, and winter school breaks. Community Events: Recreation centers and programs offer a variety of special events to bring together community. These include singular events like the Matt Dishman Block Party, the Charles Jordan Penny Community Events: Recreation centers and programs offer a variety of special events to bring together Carnival, and hosting the Native American Marketplace at Mt. Scott Community Center, as well as larger community. These include singular events like the Matt Dishman Block Party, the Charles Jordan Penny sponsor and partner supported activities like Summer Free For All (SFFA) movies and concerts and the Carnival, and hosting the Native American Marketplace at Mt. Scott Community Center, as well as larger Lunch + Play sites. sponsor and partner supported activities like Summer Free For All (SFFA) movies and concerts and the Lunch + Play sites. Facility Rentals and Related Services: PP&R provides venues and resources for Portlanders to create their own experiences and bring their communities together. Facility Rentals and Related Services: PP&R provides venues and resources for Portlanders to create their own experiences and bring their communities together. Enrichment and Lifelong Learning: PP&R designs, develops, and delivers a broad range of activities that include physical, social, and educational development for all ages. Environmental Education offers classes, Enrichment and Lifelong Learning: PP&R designs, develops, and delivers a broad range of activities that guided walks, camps, volunteer opportunities, naturalist training, trail and tree maintenance jobs, and include physical, social, and educational development for all ages. Environmental Education offers classes, special events focused on the stewardship and connection to the city’s forest, grassland, and water guided walks, camps, volunteer opportunities, naturalist training, trail and tree maintenance jobs, and ecosystems. These services are complimentary to programs offered in Arts, Sports and Games, Aquatics, special events focused on the stewardship and connection to the city’s forest, grassland, and water and Community Engagement. ecosystems. These services are complimentary to programs offered in Arts, Sports and Games, Aquatics, and Community Engagement. Community Engagement: PP&R engages with the community to help define activities and programs through a variety of means, including customer surveys and direct feedback; partner with culturally specific Community Engagement: PP&R engages with the community to help define activities and programs organizations; maximize the cultural diversity of service providers and employees; and partner directly through a variety of means, including customer surveys and direct feedback; partner with culturally specific with underserved communities. organizations; maximize the cultural diversity of service providers and employees; and partner directly Equitywith underserved Impacts communities. Equity Impacts

Black, Indigenous, People of Color (BIPOC), immigrant and refugee communities, families living in poverty, people with disabilities, youth, and elders have been and continue to be served by community centers, Black, Indigenous, People of Color (BIPOC), immigrant and refugee communities, families living in poverty, cultural events, educational and out of school time services for youth, Environmental Education, and people with disabilities, youth, and elders have been and continue to be served by community centers, community gardens. In the past, recreation program participants have been surveyed through the Parks cultural events, educational and out of school time services for youth, Environmental Education, and Race and Ethnicity Project (PREP), which was suspended in January 2017. This effort will be reinstated to community gardens. In the past, recreation program participants have been surveyed through the Parks determine who is being served and who is not. Race and Ethnicity Project (PREP), which was suspended in January 2017. This effort will be reinstated to determine who is being served and who is not. All Community and Socialization programs engage communities of color. For example, programming at Gateway Discovery Park and Summer Free For All (free movies, free concerts, Free Lunch + Play) are All Community and Socialization programs engage communities of color. For example, programming at organized in partnership with community groups. Current partners include Asian Pacific American Gateway Discovery Park and Summer Free For All (free movies, free concerts, Free Lunch + Play) are Network of Oregon (APANO), Black Parent Initiative, Bollywood Dreams, Latino Network, Native organized in partnership with community groups. Current partners include Asian Pacific American American Youth and Family Center (NAYA), Slavic Family Media, and the Tongan Community. Network of Oregon (APANO), Black Parent Initiative, Bollywood Dreams, Latino Network, Native American Youth and Family Center (NAYA), Slavic Family Media, and the Tongan Community. Community and Socialization programs will strive to provide 50% of activity capacity to BIPOC youth and families, Immigrants and Refugees, and families living in poverty through outreach with partner Community and Socialization programs will strive to provide 50% of activity capacity to BIPOC youth and organizations. Language translation of program information and signage and virtual program families, Immigrants and Refugees, and families living in poverty through outreach with partner opportunities will continue to expand access to programming. organizations. Language translation of program information and signage and virtual program opportunities will continue to expand access to programming.

22 City of Portland, Oregon – FY 2021-22 Requested Budget Page22 96 City of PortlandCity Parks of Portland, & Recreation Oregon - – Requested FY 2021-22 Budget Requested FY 2021-22Budget

22 City of Portland, Oregon – FY 2021-22 Requested Budget Portland Parks and Recreation Program Offers | Community and Socialization Portland Portland Parks Parks and & RecreationRecreation

The eleven SUN Community School sites operated by PP&R provide academic and social enrichment for youthThe eleven and familiesSUN Community to combat Schoolbarriers sites that operated limit the bysuccess PP&R of provide youth in academic schools. andLarge social numbers enrichment of BIPOC for studentsyouth and improve families academic to combat knowledge barriers that while limit learning the success how toof overcomeyouth in schools. institutional Large barriers numbers created of BIPOC due to theirstudents economic improve status, academic race, and/orknowledge class. while learning how to overcome institutional barriers created due to their economic status, race, and/or class. Resources are dedicated to Recreation and Land Stewardship (Environmental Education) hiring practices to ensureResources the areworkforce dedicated is more to Recreation reflective and of theLand community Stewardship it serves. (Environmental These programs Education) attract hiring and hirepractices from toa diverseensure the applicant workforce pool is that more gains reflective mentorship of the and community guidance it in serves. career These development, programs often attract leading and hire to seasonal from a and/ordiverse full-time applicant employment. pool that gains mentorship and guidance in career development, often leading to seasonal and/or full-time employment. The Environmental Education program engages communities of color in environmental stewardship and education.The Environmental Program Educationofferings include program the engages Teen Nature communities Team (TNT) of color volunteer in environmental program for stewardship middle school and youtheducation. which Program provides offerings access toinclude natural the areas, Teen STEM Nature education, Team (TNT) and volunteer mentorship. program The Youth for middle Conservation school Crewyouth (YCC)which providesprovides employmentaccess to natural opportunities areas, STEM for education,a diverse population and mentorship. of Portland-area The Youth youth.Conservation Crews protect,Crew (YCC) restore, provides and manage employment Portland’s opportunities parks and for natural a diverse areas population while developing of Portland-area essential youth.job skills Crews and exploringprotect, restore, environmental and manage career Portland’s paths. The parks YCC and program natural directly areas while contributes developing to a moreessential diverse job skills hiring and pool forexploring seasonal environmental employees for career the entire paths. bureau The YCC and program helps meet directly the bureau’s contributes equity to agoals. more diverse hiring pool for seasonal employees for the entire bureau and helps meet the bureau’s equity goals. The Youth Conservation Crew program authentically engages diverse communities, particularly multiculturalThe Youth Conservation communities Crew whose program primary authentically language is engages not English, diverse families communities, experiencing particularly poverty and/or BIPOCmulticultural communities. communities Alumni whose demographics primary language for Youth is notConservation English, families Crew and experiencing Teen Nature poverty Team and/or from 2009BIPOC – 2019: communities. Alumni demographics for Youth Conservation Crew and Teen Nature Team from 2009 – 2019:  85% low-income  85% low-income Portland Parks and Recreation57% speak a language other than English at home  57% speak a language other than English at home  76% people of color  76% people of color The Community Gardens program supports equity in the following ways:

 program services are offered in all languages through interpretation and translation, and staff are trained in using these services in office and field settings;

 staff evaluate program policies and practices to determine if communities of color are successful in the program;

 conducts targeted community outreach and engagement with communities of color, low-income communities, indigenous communities, and immigrant and refugees;

 develops systems that support access to the program for diverse community members;

 increases program capacity to serve new communities by building new community gardens in areas with higher rates of communities of color and low- income households, focusing on East Portland; and

 implements an inclusive volunteer leadership program that centers diversity and equity.New positions supported by the Parks 2020 Operations Levy provide an opportunity to improve employee diversity metrics. PP&R has made great strides in diversifying its workforce. In 2015, the bureau’s regular staff was 18% BIPOC; currently, regular staff is 28% BIPOC. Managers increased from 11% BIPOC in 2015 to almost 30% at present; Black managers increased from 3% to 19%. City of Portland, Oregon – FY 2021-22 Requested Budget 23 CityCity of Portland,Portland OregonParks & – RecreationFY 2021-22 -Requested Requested Budget Budget FY 2021-22 Page23 97

Changes to Program

In 2020, due to the COVID-19 public health emergency, PP&R experienced a massive shift in operations and service levels. Portlanders have seen painful service level reductions, many of which continue, including closed community and art centers, pools, and the cancelation of all public event permits, except for group sizes approved by the State of Oregon.

COVID-19 impacted all City bureaus and dramatically affected revenues. The City implemented wage freezes and furloughs, and bureaus were asked to take budget reductions. PP&R’s budget was reduced further as 30% of its operating budget was dependent on program fee revenue that would not be earned. PP&R laid off over 750 seasonal and casual staff, did not fill open vacancies, reduced capital budgets, and reduced spending on materials and services.

In November of 2020, Portland voters passed the Parks 2020 Operating Levy, a five-year levy to provide Recreation for All, Protect and Grow Nature, and support Community Partnerships. Portland Parks & Recreation is grateful to the community for its support and is excited to have the opportunity to restore programs and services, with a focus on serving Black, Indigenous, and People of Color, refugee and immigrant communities, people experiencing poverty, people living with disabilities, and older adults.

24 City of Portland, Oregon – FY 2021-22 Requested Budget Portland Parks and Recreation

The Community Gardens program supports equity in the following ways:

 program services are offered in all languages through interpretation and translation, and staff are trained in using these services in office and field settings;

 staff evaluate program policies and practices to determine if communities of color are successful in the program;

 conducts targeted community outreach and engagement with communities of color, low-income communities, indigenous communities, and immigrant and refugees;

 develops systems that support access to the program for diverse community members;

 increases program capacity to serve new communities by building new community gardens in areas with higher rates of communities of color and low- income households, focusing on East Portland; and

 implements an inclusive volunteer leadership program that centers diversity and equity.New positions supported by the Parks 2020 Operations Levy provide an opportunity to improve employee diversity metrics. PP&R has made great strides in diversifying its workforce. In 2015, the bureau’s regular staff was 18% BIPOC; currently, regular staff is 28% BIPOC. Managers increased from 11% BIPOC in 2015 to almost 30% at present; Black managers increased from 3% to 19%. Portland Parks & Recreation Community and Socialization | Program Offers

Changes to Program

In 2020, due to the COVID-19 public health emergency, PP&R experienced a massive shift in operations and service levels. Portlanders have seen painful service level reductions, many of which continue, including closed community and art centers, pools, and the cancelation of all public event permits, except for group sizes approved by the State of Oregon.

COVID-19 impacted all City bureaus and dramatically affected revenues. The City implemented wage freezes and furloughs, and bureaus were asked to take budget reductions. PP&R’s budget was reduced further as 30% of its operating budget was dependent on program fee revenue that would not be earned. PP&R laid off over 750 seasonal and casual staff, did not fill open vacancies, reduced capital budgets, and reduced spending on materials and services.

In November of 2020, Portland voters passed the Parks 2020 Operating Levy, a five-year levy to provide Recreation for All, Protect and Grow Nature, and support Community Partnerships. Portland Parks & Recreation is grateful to the community for its support and is excited to have the opportunity to restore programs and services, with a focus on serving Black, Indigenous, andPortland People of ParksColor, refugeeand Recreation and immigrant communities, people experiencing poverty, people living with disabilities, and older adults.

The City Council’s levy referral to the ballot promised restoration of summer programs in 2021. PP&R will request City Council approval to access funds in FY 2020-21 to ramp up operations to provide summer programs, build capacity for levy-funded program expansion, and address critical points of potential failure in the bureau. This FY 2021-22 Requested Budget includes these items. PP&R will continue to engage the community to create a complete FY 2021-22 levy budget as part of the City’s Fall Budget Monitoring Process submission in September 2021. Due to the COVID-19 public health emergency, PP&R has experienced a 24massive shift in its operations and service levels. Portlanders have seenCity ofpainful Portland, serviceOregon – FYlevel 2021-22 reductions Requested Budget in the parks and recreation system, including closed community and art centers, pools, playgrounds, sport courts and fields, and cancelation of public event permits and programs.

In summer 2021, the Community and Socialization Program will engage with community on virtual platforms offering pre-recorded activities in the Stay and Play video series, as well as outdoor, live enrichment classes and activities with a focus on reaching BOPIC, immigrant and refugee communities, youth, families living in poverty, older adults, and individuals with disabilities. PP&R will strive to enroll BIPOC, immigrant and refugee, and families experiencing financial hardships in 50% of registered program capacity.

Under Oregon Health Authority guidelines, in-person activities will be provided outdoors through the Free Lunch + Play program, and meal service, ‘pop-up” concerts, TeenForce program, youth recreational and nature-based day camps, Youth Conservation Crew youth employment, access to nature for young children and families, Teen Nature Team program, and Fitness in the Park. Food distribution will continue to be a bureau priority. SUN Schools and Free Lunch + Play will remain supportive of the community’s summer safety net to support families and youth experiencing poverty.

In Summer 2021, PP&R expects to serve Recreation & Art Summer Camps to serve 45,000 total attendance and 100,000 lunches through Free Lunch + Play. Environmental Education Programs are increasing capacity for summer and are setting a foundation for even more expansion in the future.

Levy resources will allow PP&R to operating its Community and Socialization programs to families experiencing financial hardship at no cost or ‘pay as you can”. Levy resources support this public service and will also allow PP&R to retain full-time staff, hire 3 new FTE, and hire a up to 700 Seasonal and Casual staff members for summer.

Page 98 City of Portland Parks & Recreation - Requested Budget FY 2021-22

City of Portland, Oregon – FY 2021-22 Requested Budget 25 Portland Parks and Recreation Portland Parks and Recreation Program Offers | Community and Socialization Portland Parks & Recreation

Program Budget Program Budget Actuals Actuals Revised Requested No DP Requested FYActuals 2018-19 FYActuals 2019-20 FYRevised 2020-21 RequestedFY 2021-22 No DP FYRequested 2021-22 Requirements FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2021-22 RequirementsBureau Expenditures BureauPersonnel Expenditures Services 12,633,815 6,256,800 5,034,613 10,454,558 11,068,628 PersonnelExternal Materials Services and Services 12,633,8151,877,128 6,256,800508,782 5,034,6131,000,911 10,454,558906,290 11,068,628999,847 ExternalInternal MaterialsMaterials andand ServicesServices 1,877,128433,713 508,782166,634 1,000,911528,049 906,290118,930 999,847118,930 InternalCapital Outlay Materials and Services 433,7130 166,634(4,873) 528,0490 118,9300 118,9300 BureauCapital Expenditures Outlay Total 14,944,6550 6,927,344(4,873) 6,563,5730 11,479,7780 12,187,4050 BureauFund Expenditures Expenditures Total 14,944,655 6,927,344 6,563,573 11,479,778 12,187,405 FundContingency Expenditures 0 0 280 0 0 ContingencyFund Transfers - Expense 60,0000 0 2800 0 0 FundFund Expenditures Transfers - Expense Total 60,000 0 2800 0 0 FundEnding Expenditures Fund Balance Total 60,000 0 280 0 0 RequirementsEnding Fund Balance Total 15,004,655 6,927,344 6,563,853 11,479,778 12,187,405 Requirements Total 15,004,655 6,927,344 6,563,853 11,479,778 12,187,405

FTE 107.58 84.09 83.90 84.90 88.90 FTE 107.58 84.09 83.90 84.90 88.90 Budget Narrative Budget Narrative Resources The Community and Socialization program receives about half of its resources Resources fromThe Community the General andFund. Socialization Historically, program the remaining receives support about half is from of its program resources fees. Parksfrom the 2020 General Operating Fund. Levy Historically, funding will the reduceremaining revenue support dependency is from program in the fees. programParks 2020 and Operating the FY 2021-22 Levy funding levy budget will reduce will be revenue detailed dependency in the City’s in Fall the Budget Monitoringprogram and Process the FY submission 2021-22 levy in budget September will be2021. detailed in the City’s Fall Budget Monitoring Process submission in September 2021. Expenses Total expenses are projected at $12.2 million for FY 2021-22. These expenses are Expenses largelyTotal expenses staffing areexpenses projected with at $1.1 $12.2 million million in formaterials FY 2021-22. and services. These expenses are largely staffing expenses with $1.1 million in materials and services. Staffing The Community and Socialization program includes 88.9 FTE predominately for Staffing servicesThe Community provided and within Socialization SUN Community program Schools,includes camp 88.9 FTE programs, predominately Preschool, for andservices Environmental provided within Education. SUN CommunityLevy resources Schools, support camp 3 new programs, FTE and Preschool, up to 700 Seasonaland Environmental and Casual Education. staff. Levy resources support 3 new FTE and up to 700 Seasonal and Casual staff. Assets Many of the services originating from the Community and Socialization program Assetsand Liabilities areMany provided of the services at PP&R’s originating community from centers, the Community some of which and Socializationhave significant program and Liabilities deferredare provided maintenance at PP&R’s needs. community The bureau centers, does some not ofcurrently which have have significant resources to addressdeferred these maintenance critical needs. needs. The bureau does not currently have resources to address these critical needs. Program Information Program Information Program Contact: Maximo Behrens Program Contact: Maximo Behrens

26 City of Portland, Oregon – FY 2021-22 Requested Budget 26 City of Portland, Oregon – FY 2021-22 Requested Budget

City of Portland Parks & Recreation - Requested Budget FY 2021-22 Page 99 Portland Parks and Recreation

Program Budget Actuals Actuals Revised Requested No DP Requested FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2021-22 Requirements Bureau Expenditures Personnel Services 12,633,815 6,256,800 5,034,613 10,454,558 11,068,628 External Materials and Services 1,877,128 508,782 1,000,911 906,290 999,847 Internal Materials and Services 433,713 166,634 528,049 118,930 118,930 Capital Outlay 0 (4,873) 0 0 0 Bureau Expenditures Total 14,944,655 6,927,344 6,563,573 11,479,778 12,187,405 Fund Expenditures Contingency 0 0 280 0 0 Fund Transfers - Expense 60,000 0 0 0 0 Fund Expenditures Total 60,000 0 280 0 0 Ending Fund Balance Requirements Total 15,004,655 6,927,344 6,563,853 11,479,778 12,187,405

FTE 107.58 84.09 83.90 84.90 88.90

Budget Narrative

Resources The Community and Socialization program receives about half of its resources from the General Fund. Historically, the remaining support is from program fees. Parks 2020 Operating Levy funding will reduce revenue dependency in the program and the FY 2021-22 levy budget will be detailed in the City’s Fall Budget Monitoring Process submission in September 2021.

Expenses Total expenses are projected at $12.2 million for FY 2021-22. These expenses are largely staffing expenses with $1.1 million in materials and services.

Staffing The Community and Socialization program includes 88.9 FTE predominately for services provided within SUN Community Schools, camp programs, Preschool, and Environmental Education. Levy resources support 3 new FTE and up to 700 Seasonal and Casual staff.

Assets Many of the services originating from the Community and Socialization program and Liabilities are provided at PP&R’s community centers, some of which have significant Portland Parks & Recreation Community and Socialization | Program Offers deferred maintenance needs. The bureau does not currently have resources to address these critical needs. Program Information Portland Parks and Recreation Program Contact: Maximo Behrens

Contact Phone: (503) 823-5103

Website:26 portlandparks.org City of Portland, Oregon – FY 2021-22 Requested Budget

Page 100 City of Portland Parks & Recreation - Requested Budget FY 2021-22

City of Portland, Oregon – FY 2021-22 Requested Budget 27 Portland Parks and Recreation ProgramPortland Offers Parks | Community and Engagement Recreation Portland Parks & Recreation Community Engagement Program Description & GoalsCommunity Engagement

PortlandProgram Parks Description & Recreation’s &(PP&R) Goals Community Engagement Program promotes racial and social equity and supports community connections through partnerships, volunteer opportunities, outreach, and public participation.Portland Parks The & Recreation’s Program seeks (PP&R) to reduce Community the impacts Engagement of economic Program and social promotes disparities racial andon individuals social equity and withinsupports the community community connections by providing through places partnerships, and services thatvolunteer promote opportunities, health, safety, outreach, and learning and public opportunitiesparticipation. Thefor Portlanders. Program seeks The to program reduce themaintains impacts a of strategic economic focus and on social reaching disparities and supporting on individuals underservedand within the communities. community by providing places and services that promote health, safety, and learning opportunities for Portlanders. The program maintains a strategic focus on reaching and supporting Programunderserved objectives communities. include:

Program objectives include: reflect and serve Portland’s diverse and changing communities;

 build relationships, strengthen partnerships, and facilitate collaboration to  reflect and serve Portland’s diverse and changing communities; integrate underserved populations (Black, Indigenous, and People of Color,  Immigrantsbuild relationships, and Refugees, strengthen youth partnerships, and families and living facilitate in poverty, collaboration people living to withintegrate disabilities, underserv oldered populationsadults); and (Black, Indigenous, and People of Color, Immigrants and Refugees, youth and families living in poverty, people living  withpromote disabilities, connections older to adults); and support and for the parks system.

Community Engagement’s relevantpromote performance connections measuresto and support tracked for by the the parks bureau system. include annual pass scans for the TeenForce program and overall estimated attendance in recreation programs. Overall recreation attendanceCommunity is Engagement’s collected from relevant registered performance activities (including measures trackedSUN Community by the bureau Schools) include and annual pass scans, pass scans estimatedfor the TeenForce attendance program for Summer and overall Free estimatedFor All events, attendance and sports in recreation leagues. programs.It does not Overallinclude recreationrental attendance,attendance isevent collected attendance from registered at Portland activities International (including Raceway, SUN UrbanCommunity Parks Schools)events, or and from pass golf scans, courses. estimated attendance for Summer Free For All events, and sports leagues. It does not include rental PP&Rattendance, has recently event attendance created a Healthy at Portland Parks, International Healthy Portland Raceway, Framework Urban Parks to guide events, planning or from for golf 2021 courses. and beyond. The bureau spent 2020 evaluating the success of its three major plans: Vision 2020, 2017-2020 StrategicPP&R has Plan, recently and Five-Yearcreated a HealthyRacial Equity Parks, Plan. Healthy As part Portland of its strategic Framework planning to guide work planning in 2021, for PP&R 2021 will and be creatingbeyond. newThe bureauperformance spent 2020measures evaluating and aligning the success them of with its three strategic major objectives plans: Vision and organizational 2020, 2017-2020 Strategicworkplans. Plan, In particular,and Five-Year PP&R Racial will Equity identify Plan. performance As part of measuresits strategic for planning equity objectives. work in 2021, PP&R will be creating new performance measures and aligning them with strategic objectives and organizational workplans.PP&R performance In particular, was and PP&R continues will identify to be affected performance by the measures COVID-19 for public equity health objectives. emergency. The bureau expects that FY 2021-22 programs and services will continue to be responsive to the public health and PP&Reconomic performance emergency. was and continues to be affected by the COVID-19 public health emergency. The bureau expects that FY 2021-22 programs and services will continue to be responsive to the public health and economic emergency.

Performance Measures Actuals Actuals Target Target Strategic Performance Measures Performance FY 2018-19 FY 2019-20 2020-21 FY 2021-22 Target Annual scans for TeenForce passes Actuals 54,261 Actuals 32,136 Target 18,500 Target 40,000 Strategic 51,500 Performance FY 2018-19 FY 2019-20 2020-21 FY 2021-22 Target Total estimated attendance 2,084,015 1,423,728 770,000 1,500,000 2,300,000 Annual scans for TeenForce passes 54,261 32,136 18,500 40,000 51,500 Total estimated attendance 2,084,015 1,423,728 770,000 1,500,000 2,300,000

28 City of Portland, Oregon – FY 2021-22 Requested Budget

City28 of Portland Parks & Recreation - Requested Budget FY 2021-22 City of Portland, Oregon – FY 2021-22 Requested BudgetPage 101 Portland Parks & Recreation Portland Community Parks Engagement and Recreation | Program Offers

Explanation of Services

PP&R’s Community Engagement Program supports equitable access to recreation, learning, and wellness opportunities, and offers a range of services to engage Black, Indigenous, and People of Color (BIPOC), Immigrants and Refugees, families experiencing financial difficulties, people living with disabilities, older adults, youth, and marginalized communities. PP&R’s Community Engagement Program prioritizes those most impacted by bureau decisions about assets, planning, or programming to participate in the decision- making process. Specific focus is given to underserved communities and culturally responsive processes.

The Community Engagement Program includes PP&R’s Equity & Inclusion (E&I) Team. This small team:

 facilitates the bureau’s Racial Equity plan goals;

 supports efforts to diversity PP&R’s workforce;

 supports culturally and linguistically appropriate marketing and outreach;

 collaborates with BIPOC and Immigrant and Refugee communities;

 collaborates with internal equity committees like the Diversity and Equity Committee and FEST- the Fostering Equity Support Team; and

 along, with the Director, is leading PP&R’s efforts to become and anti-racist organization.Program service highlights include:

 The Lifelong (formerly known as ‘Senior”) Recreation program partners with community organizations, including Immigrant & Refugee Community Organization (IRCO) and Meals on Wheels, to serve older adults, communities of color, and people living with disabilities.

 The TeenForce Program offers free, safe spaces for youth (ages 10-20 years old) to engage in prosocial behavior, surrounded by caring adults. This program seeks to reach youth at risk of exposure to violence and trauma and focuses on reaching under-served and under-represented communities of color on the eastside of the Willamette River. The Teen Community Collaborative Initiative strengthens partnerships with culturally specific organizations that serve youth from families earning low-incomes, particularly refugee and immigrant youth, and youth of color through in-kind facility use or grant funding.

 The Adaptive & Inclusive Recreation (AIR) Program provides recreational, educational, and wellness programs for people living with disabilities. These programs are in addition to PP&R’s Inclusion Services that support people with disabilities participating in recreation programs.

 Volunteer Services offers individuals, school groups, businesses, and community organizations volunteer opportunities in recreation, stewardship efforts, and park projects.

 The Property Management program develops partnerships that align with PP&R’s mission, vision, and strategic planning efforts. Investments include the following strategic partnerships: Schools Uniting Neighborhoods (SUN), The Rosewood Initiative, Pioneer Courthouse Square, Linnton Community Center, and Leach Botanical Garden.

PageCity of 102 Portland, Oregon – FY 2021-22 Requested Budget City of Portland Parks & Recreation - Requested Budget FY 2021-2229 Portland Parks and Recreation ProgramPortland Offers Parks | Community and EngagementRecreation Portland Parks & Recreation Equity Impacts Equity Impacts Communities of color, marginalized and underserved communities in Portland are served by Community Engagement program through relationship development and the facilitation of public input to impact Communities of color, marginalized and underserved communities in Portland are served by Community Bureau decisions related to resource allocation and program development. The results of public input are Engagement program through relationship development and the facilitation of public input to impact tracked through survey and listening session reporting, and program attendance. Bureau decisions related to resource allocation and program development. The results of public input are tracked through survey and listening session reporting, and program attendance. The Community Engagement program is successful when marginalized communities are included in decision-making and when their barriers to accessing PP&R programs are eliminated. The Community Engagement program is successful when marginalized communities are included in decision-making and when their barriers to accessing PP&R programs are eliminated. The most significant recent success in achieving equity was when PP&R provided eight listening sessions designed specifically for BIPOC Portlanders to understand what marginalized communities need from The most significant recent success in achieving equity was when PP&R provided eight listening sessions PP&R during and coming out of COVID-19. The listening sessions were held in English and Portland’s four designed specifically for BIPOC Portlanders to understand what marginalized communities need from Safe Harbor Languages to ensure community members were receiving information and sharing their PP&R during and coming out of COVID-19. The listening sessions were held in English and Portland’s four opinions in their preferred language. The knowledge gleaned from these listening sessions, along with other Safe Harbor Languages to ensure community members were receiving information and sharing their past community engagement efforts, will help PP&R meet the needs of BIPOC Portlanders. opinions in their preferred language. The knowledge gleaned from these listening sessions, along with other past community engagement efforts, will help PP&R meet the needs of BIPOC Portlanders. New positions supported by the Parks 2020 Operations Levy provide an opportunity to improve employee diversity metrics. PP&R has made great strides in diversifying its workforce. In 2015, the bureau’s regular New positions supported by the Parks 2020 Operations Levy provide an opportunity to improve employee staff was 18% BIPOC; currently, our regular staff is 28% BIPOC. Managers increased from 11% BIPOC in diversity metrics. PP&R has made great strides in diversifying its workforce. In 2015, the bureau’s regular 2015 to almost 30% at present; Black managers increased from 3% to 19%. staff was 18% BIPOC; currently, our regular staff is 28% BIPOC. Managers increased from 11% BIPOC in 2015 to almost 30% at present; Black managers increased from 3% to 19%. Overall, including our seasonal and casual employees, our workforce is currently 31.7% BIPOC. PP&R will continue to diversify its workforce when hiring for the permanent and seasonal and casual positions made Overall, including our seasonal and casual employees, our workforce is currently 31.7% BIPOC. PP&R will possible by levy resources. Additional resources in Workforce Development and Equity & Inclusion teams continue to diversify its workforce when hiring for the permanent and seasonal and casual positions made will also help us improve our onboarding and training for staff, which will help improve retention and possible by levy resources. Additional resources in Workforce Development and Equity & Inclusion teams promotion of BIPOC staff members. These investments will also improve outcomes related to how will also help us improve our onboarding and training for staff, which will help improve retention and employees feel about their PP&R experience. promotion of BIPOC staff members. These investments will also improve outcomes related to how employees feel about their PP&R experience.

Changes to Program Changes to Program In 2020, due to the COVID-19 public health emergency, PP&R experienced a massive shift in operations and service levels. Portlanders have seen painful service level reductions, many of which continue, including In 2020, due to the COVID-19 public health emergency, PP&R experienced a massive shift in operations and closed community and art centers, pools, and the cancelation of all public event permits, except service levels. Portlanders have seen painful service level reductions, many of which continue, including for group sizes approved by the State of Oregon. closed community and art centers, pools, and the cancelation of all public event permits, except for group sizes approved by the State of Oregon. COVID-19 impacted all City bureaus and dramatically affected revenues. The City implemented wage freezes and furloughs, and bureaus were asked to take budget reductions. PP&R’s budget was reduced COVID-19 impacted all City bureaus and dramatically affected revenues. The City implemented wage further as 30% of its operating budget was dependent on program fee revenue that would not be freezes and furloughs, and bureaus were asked to take budget reductions. PP&R’s budget was reduced earned. PP&R laid off over 750 seasonal and casual staff, did not fill open vacancies, further as 30% of its operating budget was dependent on program fee revenue that would not be reduced capital budgets, and reduced spending on materials and services. earned. PP&R laid off over 750 seasonal and casual staff, did not fill open vacancies, reduced capital budgets, and reduced spending on materials and services. In November of 2020, Portland voters passed the Parks 2020 Operating Levy, a five-year levy to provide Recreation for All, Protect and Grow Nature, and support Community Partnerships. Portland Parks & In November of 2020, Portland voters passed the Parks 2020 Operating Levy, a five-year levy to provide Recreation is grateful to the community for its support and is excited to have the opportunity Recreation for All, Protect and Grow Nature, and support Community Partnerships. Portland Parks & to restore programs and services, with a focus on serving Black, Indigenous, and People of Color, refugee Recreation is grateful to the community for its support and is excited to have the opportunity and immigrant communities, people experiencing poverty, people living with disabilities, and older adults. to restore programs and services, with a focus on serving Black, Indigenous, and People of Color, refugee and immigrant communities, people experiencing poverty, people living with disabilities, and older adults.

30 City of Portland, Oregon – FY 2021-22 Requested Budget

City30 of Portland Parks & Recreation - Requested Budget FY 2021-22 City of Portland, Oregon – FY 2021-22 Requested BudgetPage 103 Portland Parks and Recreation Portland Parks & Recreation Community Engagement | Program Offers Portland Parks and Recreation The City Council’s levy referral to the ballot promised restoration of summer programs in 2021. PP&R will request City Council approval to access funds in FY 2020-21 to ramp up operations to provide summer programs,The City Council’s build capacity levy referral for levy-funded to the ballot program promised expansion, restoration and of address summer critical programs points in of 2021. PP&R will potentialrequest City failure Council in the approval bureau. toThis access FY 2021-22 funds in Requested FY 2020-21 Budget to ramp includes up operations these to provide summer items.programs, PP&R build will capacity continue for to levy-fundedengage the community program expansion, to create a and complete address FY critical 2021-22 points levy ofbudget as part of thepotential City’s failure Fall Budget in the Monitoring bureau. This Process FY 2021-22 submission Requested in September Budget includes 2021. these items. PP&R will continue to engage the community to create a complete FY 2021-22 levy budget as part of Thethe City’s FY 2021-22 Fall Budget Requested Monitoring Budget Processsupports submission three new inFTE September in the Community 2021. Engagement Program, all on the Equity & Inclusion Team. These positions are important to helping the bureau build stronger, more authenticThe FY 2021-22 relationships Requested with Budget BIPOC supports Portlanders three and new community-based FTE in the Community organizations. Engagement In addition, Program, these all on positionsthe Equity will & Inclusion support internal Team. These equity positions objectives are related important to policy to helping review the and bureau creation build and stronger, workforce more development.authentic relationships with BIPOC Portlanders and community-based organizations. In addition, these positions will support internal equity objectives related to policy review and creation and workforce development.

Program Budget Program Budget Actuals Actuals Revised Requested No DP Requested FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2021-22 Requirements Actuals Actuals Revised Requested No DP Requested FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2021-22 Bureau Expenditures Requirements Personnel Services 3,053,996 2,328,195 2,631,750 2,568,456 2,998,731 Bureau Expenditures External Materials and Services 1,975,470 2,302,074 2,114,534 2,265,530 2,276,005 Personnel Services 3,053,996 2,328,195 2,631,750 2,568,456 2,998,731 Internal Materials and Services 129,711 112,420 122,367 141,912 141,912 External Materials and Services 1,975,470 2,302,074 2,114,534 2,265,530 2,276,005 Bureau Expenditures Total 5,159,177 4,742,690 4,868,651 4,975,898 5,416,648 Internal Materials and Services 129,711 112,420 122,367 141,912 141,912 Ending Fund Balance 0 0 35,393 35,053 35,053 Bureau Expenditures Total 5,159,177 4,742,690 4,868,651 4,975,898 5,416,648 Requirements Total 5,159,177 4,742,690 4,904,044 5,010,951 5,451,701 Ending Fund Balance 0 0 35,393 35,053 35,053

Requirements Total 5,159,177 4,742,690 4,904,044 5,010,951 5,451,701

FTE 25.50 18.00 22.50 21.16 24.16

FTE 25.50 18.00 22.50 21.16 24.16 Budget Narrative

ResourcesBudget NarrativeOperations of this program are primarily funded with General Fund discretionary and, beginning in FY 2021-22, resources from the Parks 2020 Operating Levy. Resources Operations of this program are primarily funded with General Fund discretionary Expenses Staffand, beginningexpenses make in FY up 2021-22, about resources55% of total from expenditures. the Parks 2020 About Operating $1.3 million Levy. of expenditures go towards funding partner organization such as Leach Botanical Expenses Garden,Staff expenses Linnton make Community up about Center,55% of totalPioneer expenditures. Courthouse About Square, $1.3 SUN million Schools, of andexpenditures The Rosewood go towards Initiative. funding partner organization such as Leach Botanical Garden, Linnton Community Center, Pioneer Courthouse Square, SUN Schools, Staffing Totaland The staffing Rosewood includes Initiative. 24.6 FTE, including staff to support teen-focused services, programs for seniors, volunteer coordination, and equity and inclusion. Staffing Total staffing includes 24.6 FTE, including staff to support teen-focused services, Assets and Liabilities Thereprograms are notfor seniors,assets and volunteer liabilities coordination, associated with and thisequity program and inclusion.

Assets and Liabilities There are not assets and liabilities associated with this program

City of Portland, Oregon – FY 2021-22 Requested Budget 31

PageCity of 104 Portland, Oregon – FY 2021-22 Requested Budget City of Portland Parks & Recreation - Requested Budget FY 2021-2231 Portland Parks and Recreation

The City Council’s levy referral to the ballot promised restoration of summer programs in 2021. PP&R will request City Council approval to access funds in FY 2020-21 to ramp up operations to provide summer programs, build capacity for levy-funded program expansion, and address critical points of potential failure in the bureau. This FY 2021-22 Requested Budget includes these items. PP&R will continue to engage the community to create a complete FY 2021-22 levy budget as part of the City’s Fall Budget Monitoring Process submission in September 2021.

The FY 2021-22 Requested Budget supports three new FTE in the Community Engagement Program, all on the Equity & Inclusion Team. These positions are important to helping the bureau build stronger, more authentic relationships with BIPOC Portlanders and community-based organizations. In addition, these positions will support internal equity objectives related to policy review and creation and workforce development.

Program Budget Actuals Actuals Revised Requested No DP Requested FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2021-22 Requirements Bureau Expenditures Personnel Services 3,053,996 2,328,195 2,631,750 2,568,456 2,998,731 External Materials and Services 1,975,470 2,302,074 2,114,534 2,265,530 2,276,005 Internal Materials and Services 129,711 112,420 122,367 141,912 141,912 Bureau Expenditures Total 5,159,177 4,742,690 4,868,651 4,975,898 5,416,648 Ending Fund Balance 0 0 35,393 35,053 35,053 Requirements Total 5,159,177 4,742,690 4,904,044 5,010,951 5,451,701

Program Offers | Community Engagement Portland Parks & Recreation FTE 25.50 18.00 22.50 21.16 24.16

Budget Narrative

Resources Operations of this program are primarily funded with General Fund discretionary and, beginning in FY 2021-22, resources from the Parks 2020 Operating Levy.

Expenses Staff expenses make up about 55% of total expenditures. About $1.3 million of expenditures go towards funding partner organization such as Leach Botanical Garden, Linnton Community Center, Pioneer Courthouse Square, SUN Schools, and The Rosewood Initiative.

Staffing Total staffing includes 24.6 FTE, including staff to support teen-focused services, programs for seniors, volunteer coordination, and equity and inclusion.

Assets and Liabilities There are not assets and liabilities associated with this program Portland Parks and Recreation

ProgramCity of Portland, Oregon Information – FY 2021-22 Requested Budget 31

Program Contact: Margaret Evans

Contact Phone: 503-312-1522

Website: portlandparks.org

City of Portland Parks & Recreation - Requested Budget FY 2021-22 Page 105

32 City of Portland, Oregon – FY 2021-22 Requested Budget Portland Parks & Recreation Facility and Amenity Maintenance | Program Offers Portland Parks and Recreation

Facility and Amenity Maintenance Program Description & Goals

Portland Parks & Recreation’s (PP&R) Facility and Amenity Maintenance Program, known as the Professional Repair and Maintenance Program, is charged with maintenance and repairs of bureau’s nationally renowned parks and recreation system. The Program goal is to provide timely, efficient, and appropriate professional/trades repairs to the bureau’s assets, including mechanical, electrical, plumbing, HVAC, carpentry, welding, painting, graffiti removal, as well as heavy equipment, fleet management, tall grass mowing, infrastructure-based environmental health services and other services.

Program performance measures include:

 Percentage of residents rating the quality of park facilities as ‘Good‘ or ‘Very Good‘: Historic values for this metric came from the City Auditor’s Annual Survey, which has been discontinued. While the survey was in place, the percentage of residents rating the quality of PP&R facilities as good or very good ranged from 65-69%. For each year of the survey, perceptions of quality varied among neighborhood coalitions. For example, the last year of survey data showed that of Inner NE residents, 66% rated facilities as well maintained, while only 49% of East Portland residents did.

 Capital Major Maintenance funding as a percentage of assets total replacement value: Industry best practice sets annual Capital Major Maintenance funding from two to four percent of asset value. The value of PP&R’s built assets is estimated at $1.5 billion, and in in FY 2020-21, the bureau received only $3.1 million in Major Maintenance, which is far below industry best practices.

 Percentage of built assets rated in ’Fair” or ’Better” condition: This metric is based on data gathered from on-site assessments performed by PP&R experts. Less than 70% of assets on average are in fair or better condition. We continue to gain a better understanding of our portfolio condition as we complete asset assessments. We conducted system-wide assessments of pathways and sidewalks and parking lots in the past two years.

PP&R has recently created a Healthy Parks, Healthy Portland Framework to guide planning for 2021 and beyond. The bureau spent 2020 evaluating the success of its three major plans: Vision 2020, 2017-2020 Strategic Plan, and Five-Year Racial Equity Plan. As part of its strategic planning work in 2021, PP&R will be creating new performance measures and aligning them with strategic objectives and organizational workplans. In particular, PP&R will identify performance measures for equity objectives.

PP&R performance was and continues to be affected by the COVID-19 public health emergency. The bureau expects that FY 2021-22 programs and services will continue to be responsive to the public health and economic emergency.

PageCity of 106 Portland, Oregon – FY 2021-22 Requested Budget City of Portland Parks & Recreation - Requested Budget FY 2021-2233 Portland Parks and Recreation Portland Parks and Recreation Portland Parks and Recreation Program Portland Offers Parks | Facility and and Amenity Recreation Maintenance Portland Parks & Recreation

Performance Measures

Performance Measures

Performance Measures Actuals Actuals Target Target Strategic Performance Measures Performance FYActuals 2018-19 FYActuals 2019-20 2020-21Target FYTarget 2021-22 StrategicTarget Performance FYActuals 2018-19 FYActuals 2019-20 2020-21Target FYTarget 2021-22 StrategicTarget Capital major maintenance fundingPerformance as percentage of assets total replacement FYActuals 2018-19 1% FYActuals 2019-20 1% 2020-21Target 2% FYTarget 2021-22 NA StrategicTarget 2% valueCapital major maintenance fundingPerformance as percentage of assets total replacement FY 2018-19 1% FY 2019-20 1% 2020-21 2% FY 2021-22 NA Target 2% valueCapital major maintenance funding as percentage of assets total replacement 1% 1% 2% NA 2% valueCapitalPercentage major of maintenancebuilt assets rated funding in fair as or percentage better condition of assets total replacement 1%NA 1%NA 50% 2% NA 50% 2% valuePercentage of built assets rated in fair or better condition NA NA 50% NA 50% Percentage of residentsbuilt assets rating rated the in qualityfair or better of park condition facilities as good or very good NA NA 50% NA NA 50%66% Percentage of residentsbuilt assets rating rated the in qualityfair or better of park condition facilities as good or very good NA NA 50% NA NA 50%66% Percentage of residentswork orders rating that the are quality preventative of park facilities as good or very good 28% NA 10% NA 0%NA NA 66% 0% Percentage of residentswork orders rating that the are quality preventative of park facilities as good or very good 28% NA 10% NA 0%NA NA 66% 0% Percentage of work orders that are preventative 28% 10% 0% NA 0% ExplanationPercentage of work orders of that areServices preventative 28% 10% 0% NA 0% Explanation of Services Explanation of Services ExplanationPP&R’s Facility and of Amenity Services Maintenance Program provides both preventive and emergency/on demand PP&R’s Facility and Amenity Maintenance Program provides both preventive and emergency/on demand PP&R’smaintenance Facility for and PP&R Amenity built assets, Maintenance including Program community provides centers, both decorative preventive fountains, and emergency/on restrooms, demand play maintenance for PP&R built assets, including community centers, decorative fountains, restrooms, play maintenancestructures,PP&R’s Facility and for otherand PP&R Amenity park built features. assets, Maintenance includingThe Program Program community responds provides centers, to anboth average decorative preventive of 7,500 fountains, and work emergency/on orders restrooms, per demandyear. play structures, and other park features. The Program responds to an average of 7,500 work orders per year. structures,maintenance and for other PP&R park built features. assets, includingThe Program community responds centers, to an average decorative of 7,500 fountains, work orders restrooms, per year. play Equitystructures, Impacts and other park features. The Program responds to an average of 7,500 work orders per year. Equity Impacts Equity Impacts EquityCommunities Impacts of color and marginalized and underserved communities in Portland are served by this Communities of color and marginalized and underserved communities in Portland are served by this CommunitiesFacility and Maintenance of color and Program. marginalized This andProgram underserved serves equity communities needs both in Portland from the are external served services by this Facility and Maintenance Program. This Program serves equity needs both from the external services FacilityprovidedCommunities and and Maintenance ofthe color PP&R and internal Program. marginalized operations. This andProgram Forunderserved external serves equityservices, communities needs the Programboth in Portland from helps the are external PP&R served reach services by itsthis equity provided and the PP&R internal operations. For external services, the Program helps PP&R reach its equity providedandFacility inclusion and and Maintenance goalsthe PP&R by utilizing internal Program. equity operations. This scores Program For by externalpark serves site, equityservices, which needs informs the Programboth the from priority, helps the external PP&R distribution, reach services its and equity and inclusion goals by utilizing equity scores by park site, which informs the priority, distribution, and andcompletionprovided inclusion and of goalsthework PP&R byorders. utilizing internal equity operations. scores For by externalpark site, services, which informs the Program the priority, helps PP&R distribution, reach its and equity completion of work orders. completionand inclusion of goalswork byorders. utilizing equity scores by park site, which informs the priority, distribution, and Internalcompletion equity of work impacts orders. are progressing within this Program as well. One mechanism is through staff hiring. Internal equity impacts are progressing within this Program as well. One mechanism is through staff hiring. InternalWith a significant equity impacts number are of progressing vacancies andwithin pending this Program retirements as well. from One PP&R mechanism skilled trades is through positions, staff hiring. the With a significant number of vacancies and pending retirements from PP&R skilled trades positions, the WithbureauInternal a significantis equity reevaluating impacts number its are staffing of progressing vacancies model, andwithin including pending this Program creating retirements asa Facilities well. from One PP&R Maintenance mechanism skilled trades isTechnician through positions, staff apprentice hiring. the bureau is reevaluating its staffing model, including creating a Facilities Maintenance Technician apprentice bureauprogramWith a significantis andreevaluating considering number its staffingcreating of vacancies model, additional and including pending apprenticeship creating retirements a programs. Facilities from PP&R MaintenanceThe changingskilled trades Technician job market positions, apprentice requires the program and considering creating additional apprenticeship programs. The changing job market requires programthebureau bureau is andreevaluating to consideringuse outreach its staffingcreating strategies model, additional and includingcommunity apprenticeship creating partnerships a programs. Facilities to ensure MaintenanceThe changing candidate Technician job pools market are apprentice reflectiverequires the bureau to use outreach strategies and community partnerships to ensure candidate pools are reflective theofprogram the bureau diversity and to consideringuse of outreachthe community. creating strategies additional and community apprenticeship partnerships programs. to ensure The changing candidate job pools market are reflectiverequires of the diversity of the community. ofthe the bureau diversity to use of outreachthe community. strategies and community partnerships to ensure candidate pools are reflective Shopof the supervisors diversity of arethe applyingcommunity. an equity lens to scheduling as well. Supervisors schedule work time more Shop supervisors are applying an equity lens to scheduling as well. Supervisors schedule work time more Shopequitably supervisors throughout are applyingthe city, using an equity equity lens data to schedulingto inform decision-making as well. Supervisors and allocatingschedule work maintenance time more equitably throughout the city, using equity data to inform decision-making and allocating maintenance equitablyworkShop supervisorsresources throughout to arethe applyingtheunderserved city, using an equity areas equity lensof datathe to city. schedulingto inform decision-making as well. Supervisors and allocatingschedule work maintenance time more work resources to the underserved areas of the city. workequitably resources throughout to the theunderserved city, using areas equity of datathe city. to inform decision-making and allocating maintenance Changeswork resources to toProgram the underserved areas of the city. Changes to Program Changes to Program ChangesIn 2020, due toto the Program COVID-19 public health emergency, PP&R experienced a massive shift in operations, In 2020, due to the COVID-19 public health emergency, PP&R experienced a massive shift in operations, Inservice 2020, levels, due to and the revenues.COVID-19 Portlanders public health have emergency, seen painful PP&R service experienced level reductions, a massive many shift ofin whichoperations, service levels, and revenues. Portlanders have seen painful service level reductions, many of which servicecontinue,In 2020, levels, due including to and the revenues.COVID-19 closed community Portlanders public health and have art emergency, centers,seen painful pools, PP&R service and experienced the level cancelation reductions, a massive of all many shift public ofin whicheventoperations, permits, continue, including closed community and art centers, pools, and the cancelation of all public event permits, continue,exceptservice forlevels, including group and sizes revenues. closed approved community Portlanders by the and State have art of centers,seen Oregon. painful pools, service and the level cancelation reductions, of all many public of whichevent permits, except for group sizes approved by the State of Oregon. exceptcontinue, for including group sizes closed approved community by the and State art of centers, Oregon. pools, and the cancelation of all public event permits, COVID-19except for group impacted sizes all approved City bureaus by the and State dramatically of Oregon. affected revenues. The City implemented wage COVID-19 impacted all City bureaus and dramatically affected revenues. The City implemented wage COVID-19freezes and impacted furloughs, all and City bureaus bureaus were and askeddramatically to take budgetaffected reductions. revenues. The PP&R’s City budgetimplemented was reduced wage freezes and furloughs, and bureaus were asked to take budget reductions. PP&R’s budget was reduced freezesfurtherCOVID-19 andas 30% impacted furloughs, of its operatingall and City bureaus bureaus budget were and was askeddramatically dependent to take on budgetaffected program reductions. revenues. fee revenue The PP&R’s City that budget implementedwould wasnot be reduced wage further as 30% of its operating budget was dependent on program fee revenue that would not be furtherearned.freezes andasPP&R 30% furloughs, laidof its off operating over and bureaus750 budget seasonal were was and asked dependent casual to take staff, on budget didprogram not reductions. fill fee open revenue vacancies, PP&R’s that budget would wasnot be reduced earned. PP&R laid off over 750 seasonal and casual staff, did not fill open vacancies, earned.reducedfurther asPP&R capital 30% laidof budgets, its off operating over and 750 reduced budget seasonal spendingwas and dependent casual on materialsstaff, on didprogram notand fill services. fee open revenue vacancies, that would not be reduced capital budgets, and reduced spending on materials and services. reducedearned. PP&R capital laid budgets, off over and 750 reduced seasonal spending and casual on materialsstaff, did notand fill services. open vacancies, reduced capital budgets, and reduced spending on materials and services.

34 City of Portland, Oregon – FY 2021-22 Requested Budget 34 City of Portland, Oregon – FY 2021-22 Requested Budget 34 City of Portland, Oregon – FY 2021-22 Requested Budget 34 City of Portland, Oregon – FY 2021-22 Requested Budget City of Portland Parks & Recreation - Requested Budget FY 2021-22 Page 107 Portland Parks and Recreation Portland Parks & Recreation FacilityPortland and Amenity Parks Maintenance and Recreation | Program Offers

In November of 2020, Portland voters passed the Parks 2020 Operating Levy, a five-year levy to provide RecreationIn November for of All, 2020, Protect Portland and Growvoters Nature, passed andthe Parkssupport 2020 Community Operating Partnerships.Levy, a five-year Portland levy to Parks provide & Recreation isfor grateful All, Protect to the and community Grow Nature, for its and support support and Community is excited to Partnerships. have the opportunity Portland Parks & toRecreation restore programs is grateful and to theservices, community with a forfocus its onsupport serving and Black, is excited Indigenous, to have and the opportunityPeople of Color (BIPOC), refugeeto restore and programs immigrant and communities, services, with people a focus experiencing on serving Black,poverty, Indigenous, people living and with People disabilities, of Color (BIPOC),and older adults.refugee and immigrant communities, people experiencing poverty, people living with disabilities, and older adults. The City Council’s levy referral to the ballot promised restoration of summer programs in 2021. PP&R will requestThe City City Council’s Council levy approval referral to to access the ballot funds promised in FY 2020-21 restoration to ramp of summerup operations programs to provide in 2021. summer PP&R will programs,request City build Council capacity approval for levy-funded to access funds program in FY expansion, 2020-21 to andramp address up operations critical points to provide of summer potentialprograms, failure build incapacity the bureau. for levy-funded This FY 2021-22 program Requested expansion, Budget and includes address thesecritical items, points including of several decisionpotential packages failure in requestedthe bureau. by This the FacilityFY 2021-22 and Requested Amenity Maintenance Budget includes Program. these PP&Ritems, willincluding continue several to engagedecision the packages community requested to create by thea complete Facility andFY2021-2022 Amenity levyMaintenance budget as Program. part of the PP&R City’s will Fall continue Budget to Monitoringengage the community Process submission to create in a completeSeptember FY2021-2022 2021. levy budget as part of the City’s Fall Budget Monitoring Process submission in September 2021. The FY 2021-22 Requested Budget also includes Professional Repair & Maintenance Services external materialsThe FY 2021-22 and services Requested funding Budget for also the purchaseincludes Professionalof specialized Repair equipment, & Maintenance including Services specialized external vehicles, safetymaterials materials, and services and advanced funding tools,for the in purchase order to respondof specialized to deficient equipment, or missing including equipment specialized and deficient vehicles, levelssafety ofmaterials, service, and advancedin preparation tools, for in aorder larger to workforce. respond to deficient or missing equipment and deficient levels of service, and in preparation for a larger workforce. As PP&R assets continue to age and fail more frequently, the percentage of emergency and demand work ordersAs PP&R has assets gone continueup. To address to age thisand issue,fail more the Facilityfrequently, and the Amenity percentage Maintenance of emergency Program and is demand working work to shiftorders its has focus gone to moreup. To preventative address this work issue, by the collaborating Facility and withAmenity the bureau’s Maintenance bond, Program capital, andis working operational to teams;shift its however, focus to morethe significant preventative work work order by backlog collaborating and the with number the bureau’s of critical bond, emergencies capital, and makes operational completingteams; however, preventative the significant work difficult. work order This backlog results andin a thenegative number perception of critical of emergencies the quality of makes program servicescompleting to internal preventative and external work difficult. customers. This results in a negative perception of the quality of program services to internal and external customers.

Program Budget Program Budget Actuals Actuals Revised Requested No DP Requested FYActuals 2018-19 FYActuals 2019-20 FYRevised 2020-21 RequestedFY 2021-22 No DP FYRequested 2021-22 Requirements FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2021-22 BureauRequirements Expenditures BureauPersonnel Expenditures Services 0 3,078,895 4,679,234 5,742,810 5,742,810 ExternalPersonnel Materials Services and Services 0 1,139,6803,078,895 1,600,8834,679,234 1,810,8895,742,810 2,790,0735,742,810 InternalExternal MaterialsMaterials andand ServicesServices 0 1,139,680563,212 1,600,883617,897 1,810,889807,595 2,790,073807,595 BureauInternal Expenditures Materials and Total Services 0 4,781,787563,212 6,898,014617,897 8,361,294807,595 9,340,478807,595 BureauEnding Expenditures Fund Balance Total 0 4,781,787 6,898,014 8,361,294 9,340,478 RequirementsEnding Fund Balance Total 0 4,781,787 6,898,014 8,361,294 9,340,478 Requirements Total 0 4,781,787 6,898,014 8,361,294 9,340,478

FTE 0.00 3.00 0.00 51.00 51.00 FTE 0.00 3.00 0.00 51.00 51.00

City of Portland, Oregon – FY 2021-22 Requested Budget 35 PageCity of 108 Portland, Oregon – FY 2021-22 Requested Budget City of Portland Parks & Recreation - Requested Budget FY 2021-2235 Program Offers | Facility and Amenity Maintenance Portland Parks & Recreation Portland Parks and Recreation Portland Parks and Recreation

Budget Narrative Budget Narrative Resources Operations of this Program are primarily funded with General Fund discretionary Resources Operationsand, beginning of this in FYProgram 2021-22, are resources primarily from funded the Parkswith General 2020 Operating Fund discretionary Levy. and, beginning in FY 2021-22, resources from the Parks 2020 Operating Levy. Expenses The primary cost of the Program is personnel at $5.7 million for FY 2021-22. Expenses TheExternal primary materials cost of and the services, Program such is personnel as plumbing, at $5.7 electrical, million forconstruction, FY 2021-22. and Externalspecialized materials equipment and isservices, $2.8 million. such as plumbing, electrical, construction, and specialized equipment is $2.8 million. Staffing Staffing levels for FY 2021-22 includes 51.0 FTE, mostly in the maintenance trades. Staffing Staffing levels for FY 2021-22 includes 51.0 FTE, mostly in the maintenance trades. Assets and Liabilities PP&R identified $15.9 million worth of assets that are overdue for replacements, Assets and Liabilities PP&Rincluding identified boilers, $15.9 HVACs, million heating worth units, of assets and otherthat are critical overdue components. for replacements, There are includingno replacement boilers, funds HVACs, available heating for units,most ofand these other assets, critical and components. their failures There are are noprimarily replacement managed funds as availableemergencies. for most Furthermore, of these assets, approximately and their 50failures assets are are primarilycurrently closed,managed including as emergencies. docks, tennis Furthermore, courts, and approximately playgrounds, 50 and assets there are are no currentlyfunds available closed, to including fix them. docks, tennis courts, and playgrounds, and there are no funds available to fix them. Program Information Program Information Program Contact: Lauren McGuire Program Contact: Lauren McGuire Contact Phone: 971-940-5538 Contact Phone: 971-940-5538 Website: portlandparks.org Website: portlandparks.org

City36 of Portland Parks & Recreation - Requested Budget FY 2021-22 City of Portland, Oregon – FY 2021-22 Requested BudgetPage 109 36 City of Portland, Oregon – FY 2021-22 Requested Budget Portland Parks & Recreation Leadership and Advocacy | Program Offers Portland Parks and Recreation Portland Parks and Recreation Portland Parks and Recreation Leadership and Advocacy Leadership and Advocacy Program Description & GoalsLeadership and Advocacy Program Description & Goals PortlandProgram Parks Description & Recreation’s &(PP&R) Goals Leadership and Advocacy Program includes work originating from thePortland Director’s Parks Office. & Recreation’s The goal of(PP&R) the program Leadership is to andprovide Advocacy leadership Program and includessupport inwork line originatingwith the PP&R’s from missionthePortland Director’s and Parks to Office. further& Recreation’s The the goal objectives of(PP&R) the programof Leadership the bureau’s is to andprovide long-range Advocacy leadership vision Program andplan includessupport (Parks 2020 inwork line Vision), originatingwith the the PP&R’s 2017- from 2020missionthe Director’s Strategic and to Office.Plan, further and The the the goal objectives Five-Year of the programof Racial the bureau’s Equity is to provide Plan. long-range leadership vision andplan support (Parks 2020 in line Vision), with the the PP&R’s 2017- 2020mission Strategic and to Plan, further and the the objectives Five-Year of Racial the bureau’s Equity Plan. long-range vision plan (Parks 2020 Vision), the 2017- Although2020 Strategic this Plan,Program and doesthe Five-Year not provide Racial direct Equity services Plan. to underserved communities, it sets the policies, strategyAlthough and this expectations Program does for notthe provideorganization’s direct servicesequity objectives to underserved through communities, resources allocation, it sets the service policies, priorities,strategyAlthough and thisand expectations Programthe hiring does of for key notthe management provideorganization’s direct positions. servicesequity objectives to underserved through communities, resources allocation, it sets the service policies, priorities,strategy and and expectations the hiring of for key the management organization’s positions. equity objectives through resources allocation, service Thepriorities, Leadership and the and hiring Advocacy of key Program management is responsible positions. for all performance metrics associated with the Bureau’sThe Leadership 2017-20 and Strategic Advocacy Plan Programand Racial is Equityresponsible Plan. forThese all performancemetrics are identified metrics associated within specific with programthe offers.Bureau’sThe Leadership 2017-20 and Strategic Advocacy Plan Programand Racial is Equityresponsible Plan. forThese all performancemetrics are identified metrics associated within specific with programthe offers.Bureau’s 2017-20 Strategic Plan and Racial Equity Plan. These metrics are identified within specific program PP&Roffers. has recently created a Healthy Parks, Healthy Portland Framework to guide planning for 2021 and beyond.PP&R has The recently bureau created spent 2020a Healthy evaluating Parks, the Healthy success Portland of its three Framework major plans: to guide Vision planning 2020, 2017-2020 for 2021 and Strategicbeyond.PP&R has The Plan, recently bureau and Five-Yearcreated spent 2020a HealthyRacial evaluating Equity Parks, Plan.the Healthy success As part Portland of of its its three strategic Framework major planning plans: to guide Vision work planning 2020,in 2021, 2017-2020 for PP&R 2021 will and be creatingStrategicbeyond. newThe Plan, bureauperformance and Five-Year spent 2020measures Racial evaluating Equity and aligning Plan.the success As them part of withof its its three strategicstrategic major objectivesplanning plans: Vision workand organizational 2020,in 2021, 2017-2020 PP&R will be workplans.creatingStrategic new Plan, In performance particular,and Five-Year PP&R measures Racial will Equity identifyand aligning Plan. performance As them part withof measuresits strategicstrategic for objectivesplanning equity objectives. workand organizational in 2021, PP&R will be workplans.creating new In performance particular, PP&R measures will identifyand aligning performance them with measures strategic for objectives equity objectives. and organizational PP&Rworkplans. performance In particular, was and PP&R continues will identify to be affected performance by the measures COVID-19 for public equity health objectives. emergency. The bureau expectsPP&R performance that FY 2021-22 was programsand continues and servicesto be affected will continue by the COVID-19 to be responsive public health to the emergency.public health The and bureau economicexpectsPP&R performance that emergency. FY 2021-22 was programsand continues and servicesto be affected will continue by the COVID-19 to be responsive public health to the emergency.public health The and bureau economicexpects that emergency. FY 2021-22 programs and services will continue to be responsive to the public health and Explanationeconomic emergency. of Services Explanation of Services PP&R’sExplanation Leadership of and Services Advocacy Program includes the Director, Deputy Director, Sustainable Future Manager,PP&R’s Leadership Levy Coordinator and Advocacy and the Program support includes staff they the need Director, to engage Deputy with Director, the Mayor’s Sustainable Office, CityFuture Council,Manager,PP&R’s Leadership the Levy Parks Coordinator Board, and Advocacy employees, and the Program support and other includes staff key they friends the need Director, and to engage partners Deputy with groups Director, the Mayor’sto advance Sustainable Office, the mission CityFuture and objectivesCouncil,Manager, the Levyin Parksthe Coordinator Parks Board, 2020 employees, Vision and the Plan, support and 2017-20 other staff key Strategic they friends need Plan, and to engage Five-Yearpartners with groups Racial the Mayor’sEquityto advance Plan, Office, the and mission City and SustainableobjectivesCouncil, the in Future Parksthe Parks Board, planning. 2020 employees, Vision Activities Plan, and include 2017-20 other keyemployee Strategic friends Plan,meetings, and Five-Yearpartners City groups CouncilRacial Equityto work advance Plan,sessions, the and mission meeting and withSustainableobjectives the public in Future the and Parks planning. partner 2020 Visionorganizations, Activities Plan, include 2017-20 and participationemployee Strategic Plan,meetings, in nationalFive-Year City or CouncilRacial local organizationsEquity work Plan,sessions, and to furthermeeting the missionwithSustainable the ofpublic park Future andand planning. partnerrecreation organizations, Activities agencies. include In andaddition, participationemployee the program meetings, in national oversees City or Council local the Bureau’s organizations work sessions, division to furthermeetingmanagers, the coordinatesmissionwith the ofpublic park direction andand partnerrecreation for the organizations, Bureau’s agencies. Senior In andaddition, Management participation the program Team, in national andoversees coordinates or local the Bureau’s organizations policy division with tothe furthermanagers, the Commissioner-in-Charge.coordinatesmission of park direction and recreation for the Bureau’s agencies. Senior In addition, Management the program Team, andoversees coordinates the Bureau’s policy division with the managers, Commissioner-in-Charge.coordinates direction for the Bureau’s Senior Management Team, and coordinates policy with the EquityCommissioner-in-Charge. Impacts Equity Impacts PP&REquity aims Impacts to become an anti-racist organization, and this will require dedicated focus on creating new and updatingPP&R aims exiting to become code, an policies, anti-racist strategies organization, and standard and this operating will require procedures dedicated across focus all on of creatingits services. new New and policiesupdatingPP&R aims and exiting to procedures become code, an policies, will anti-racist support strategies organization, the Bureau’s and standard and transition this operating will to requirenew procedures bureau dedicated strategy across focus andall on of racial creatingits services. equity new plan,New and includingpoliciesupdating and exitingthe procedures Bureau’s code, policies,work will supportto removestrategies the cost Bureau’s and as standard a barrier transition operatingto its to public new procedures bureauprograms. strategy across andall of racial its services. equity plan,New includingpolicies and the procedures Bureau’s work will supportto remove the cost Bureau’s as a barrier transition to its to public new bureauprograms. strategy and racial equity plan, including the Bureau’s work to remove cost as a barrier to its public programs.

PageCity of 110 Portland, Oregon – FY 2021-22 Requested Budget City of Portland Parks & Recreation - Requested Budget FY 2021-2237 City of Portland, Oregon – FY 2021-22 Requested Budget 37 City of Portland, Oregon – FY 2021-22 Requested Budget 37 ProgramPortland Offers Parks | Leadership and and Recreation Advocacy Portland Parks & Recreation Portland Parks and Recreation

New positions supported by the Parks 2020 Operations Levy provide an opportunity to improve employee diversityNew positions metrics. supported PP&R has by made the Parks great 2020 strides Operations in diversifying Levy provide its workforce. an opportunity In 2015, theto improve bureau’s employee regular staffdiversity was metrics.18% BIPOC; PP&R currently, has made our great regular strides staff in is diversifying 28% BIPOC. its Managers workforce. increased In 2015, fromthe bureau’s 11% BIPOC regular in 2015staff wasto almost 18% BIPOC; 30% at present;currently, B lackour regularmanagers staff increased is 28% BIPOC. from 3% Managers to 19%. increased from 11% BIPOC in 2015 to almost 30% at present; Black managers increased from 3% to 19%. Overall, including our seasonal and casual employees, our workforce is currently 31.7% BIPOC. PP&R will continueOverall, including to diversify our its seasonal workforce and when casual hiring employees, for the ourpermanent workforce and is seasonal currently and 31.7% casual BIPOC. positions PP&R made will possiblecontinue byto levydiversify resources. its workforce Additional when resources hiring for in the Workforcepermanent Developmentand seasonal andand casualEquity positions & Inclusion made team’spossible will by alsolevy help resources. us improve Additional our onboarding resources in and the training Workforce for staff,Development which will and help Equity improve & Inclusion retention andteam’s promotion will also ofhelp BIPOC us improve staff members. our onboarding These investments and training will for also staff, improve which willoutcomes help improve related to retention how employeesand promotion feel aboutof BIPOC their staff PP&R members. work experience. These investments will also improve outcomes related to how employees feel about their PP&R work experience. Changes to Program Changes to Program In 2020, due to the COVID-19 public health emergency, PP&R experienced a massive shift in operations and serviceIn 2020, levels. due to Portlanders the COVID-19 have public seen healthpainful emergency, service level PP&R reductions, experienced many a ofmassive which shiftcontinue, in operations including and closedservice community levels. Portlanders and art havecenters, seen pools, painful and service the cancelation level reductions, of all public many event of which permits, continue, except including forclosed group community sizes approved and art by centers, the State pools, of Oregon. and the cancelation of all public event permits, except for group sizes approved by the State of Oregon. COVID-19 impacted all City bureaus and dramatically affected revenues. The City implemented wage freezesCOVID-19 and impacted furloughs, all and City bureaus bureaus were and askeddramatically to take budgetaffected reductions. revenues. The PP&R’s City budgetimplemented was reduced wage furtherfreezes andas 30% furloughs, of its operating and bureaus budget were was asked dependent to take on budget program reductions. fee revenue PP&R’s that budget would wasnot be reduced earned.further asPP&R 30% laidof its off operating over 750 budget seasonal was and dependent casual staff, on didprogram not fill fee open revenue vacancies, that would not be reducedearned. PP&R capital laid budgets, off over and 750 reduced seasonal spending and casual on materialsstaff, did notand fill services. open vacancies, reduced capital budgets, and reduced spending on materials and services. In November of 2020, Portland voters passed the Parks 2020 Operating Levy, a five-year levy to provide RecreationIn November for of All, 2020, Protect Portland and Grow voters Nature, passed and the Parkssupport 2020 Community Operating P Levy,artnerships. a five-year PP&R levy is gratefulto provide to the communityRecreation for for All, its supportProtect and and Grow is excited Nature, to have and thesupport opportunity Community to restore Partnerships. programs PP&R and services,is grateful with to the a focuscommunity on serving for its Black, support Indigenous, and is excited and People to have of the Color, opportunity refugee andto restore immigrant programs communities, and services, people with a experiencingfocus on serving poverty, Black, people Indigenous, living andwith People disabilities, of Color, and refugee older adults. and immigrant communities, people experiencing poverty, people living with disabilities, and older adults. The City Council’s levy referral to the ballot promised restoration of summer programs in 2021. PP&R will requestThe City City Council’s Council levy approval referral to to access the ballot funds promised in FY 2020-21 restoration to ramp of summerup operations programs to provide in 2021. summer PP&R will programs,request City build Council capacity approval for levy-funded to access funds program in FY expansion, 2020-21 to andramp address up operations critical points to provide of summer potentialprograms, failure build incapacity the bureau. for levy-funded This FY 2021-22 program Requested expansion, Budget and includes address thesecritical points of items.potential PP&R failure will in continue the bureau. to engage This FY the 2021-22 community Requested to create Budget a complete includes FY these 2021-22 levy budget as part of theitems. City’s PP&R Fall will Budget continue Monitoring to engage Process the community submission to in create September a complete 2021. FY 2021-22 levy budget as part of the City’s Fall Budget Monitoring Process submission in September 2021. PP&R is in a time of transformation. It’s vision, strategic plan and racial equity plan are due for an update, andPP&R Portland is in a time voters of recentlytransformation. approved It’s an vision, operating strategic levy plan to reduce and racial the Bureau’s equity plan dependence are due for on an fees update, and provideand Portland more votersequitable recently services. approved PP&R anhas operating committed levy to tobecoming reduce the an anti-racistBureau’s dependence organization on and fees and updatingprovide more and revisingequitable the services. bureau’s PP&R policies has andcommitted protocols to becomingwill be essential an anti-racist to achieving organization that aim. and The goal of ‘Healthyupdating Parks,and revising Healthy the Portland” bureau’s canpolicies only andbe achieved protocols if will PP&R’s be essential policies to and achieving strategy that support aim. Theequitable goal of services.‘Healthy PP&R’sParks, Healthy renewed Portland” effort will can engage only be internal achieved and if external PP&R’s stakeholderspolicies and strategyin service support and policy equitable reviews.services. KenyaPP&R’s Williams, renewed PP&R’seffort will new engage Equity internal & Inclusion and external Manager, stakeholders and the PP&R in service Director and are policy championingreviews. Kenya the Williams, creation PP&R’sof a new newplanning Equity framework & Inclusion for Manager, the bureau. and This the newPP&R work Director will be are essential to shiftingchampioning the bureau the creation to a new of strategica new planning direction. framework for the bureau. This new work will be essential to shifting the bureau to a new strategic direction.

City38 of Portland Parks & Recreation - Requested Budget FY 2021-22 City of Portland, Oregon – FY 2021-22 Requested BudgetPage 111 38 City of Portland, Oregon – FY 2021-22 Requested Budget Portland Parks and Recreation

The FY 2021-22 Requested Budget includes resources for 1 new FTE to provide strategic coordination support for the Director.

Portland Parks & Recreation Portland Leadership Parks and Advocacy and Recreation | Program Offers

The FY 2021-22 Requested Budget includes resources for 1 new FTE to provide strategic coordination support for the Director.

Program Budget Actuals Actuals Revised Requested No DP Requested FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2021-22 Requirements Bureau Expenditures Personnel Services 656,399 792,853 1,103,878 1,073,468 1,193,189 ProgramExternal Materials Budget and Services 154,851 163,696 242,824 108,000 308,000 Internal Materials and Services 143,792 14,295 9,838 9,922 9,922 Actuals Actuals Revised Requested No DP Requested Bureau Expenditures Total FY 2018-19955,042 FY 2019-20970,844 FY 2020-211,356,540 FY 2021-221,191,390 FY 2021-221,511,111 FundRequirements Expenditures BureauDebt Service Expenditures 0 0 0 10,451,675 10,451,675 ContingencyPersonnel Services 656,3990 792,8530 1,103,8780 23,998,2291,073,468 23,998,2291,193,189 FundExternal Expenditures Materials and Total Services 154,8510 163,6960 242,8240 34,449,904108,000 34,449,904308,000 EndingInternal Fund Materials Balance and Services 143,792 14,295 9,838 9,922 9,922 RequirementsBureau Expenditures Total Total 955,042955,042 970,844970,844 1,356,5401,356,540 35,641,2941,191,390 35,961,0151,511,111 Fund Expenditures Debt Service 0 0 0 10,451,675 10,451,675 FTEContingency 4.000 4.000 6.000 23,998,2296.00 23,998,2297.00 Fund Expenditures Total 0 0 0 34,449,904 34,449,904 BudgetEnding Fund BalanceNarrative Requirements Total 955,042 970,844 1,356,540 35,641,294 35,961,015 Resources Operations of this Program are primarily funded with General Fund discretionary and, beginning in FY 2021-22, resources from the Parks 2020 Operating Levy.

ExpensesFTE Expenses total nearly4.00 $1.5 million and4.00 consist mostly6.00 of personnel6.00 budget. $34.47.00 million in fund expenditures reflect local option levy fund balance (budgeted as Budget Narrativecontingency) and repayment of the FY 2020-21 interfund loan needed to fund early levy actions. Resources Operations of this Program are primarily funded with General Fund discretionary Staffing and,This Programbeginning included in FY 2021-22, 7.0 FTE. resources from the Parks 2020 Operating Levy.

ExpensesAssets ExpensesThere are totalno assets nearly and $1.5 liabilities million associatedand consist with mostly this ofprogram personnel offer. budget. $34.4 Portlandand Liabilities Parks and millionRecreation in fund expenditures reflect local option levy fund balance (budgeted as contingency) and repayment of the FY 2020-21 interfund loan needed to fund early levy actions. Program Information Staffing This Program included 7.0 FTE. Program Contact: Adena Long AssetsCity of Portland, Oregon – FY 2021-22There Requested are Budgetno assets and liabilities associated with this program offer. 39 Contactand Liabilities Phone: (503) 823-5379

Website: portlandparks.org

PageCity of 112 Portland, Oregon – FY 2021-22 Requested Budget City of Portland Parks & Recreation - Requested Budget FY 2021-2239

40 City of Portland, Oregon – FY 2021-22 Requested Budget Portland Parks and Recreation Program Offers | Marketing and Communication Portland Parks & Recreation Portland Parks and Recreation Marketing and Communication Program Description &Marketing Goals and Communication

PortlandProgram Parks Description & Recreation’s &(PP&R) Goals Marketing and Communication Program strives to ensure clear and concise communication from all PP&R divisions to the public, as well as facilitate community engagement processesPortland Parks that connect & Recreation’s Portlanders (PP&R) to their Marketing parks and and programs. Communication Through Program the power strives of storytellingto ensure clear and and personalconcise communication relationships, this from Program all PP&R encourages divisions tothe the community’s public, as well deeper as facilitate investment community in all of PP&R’sengagement offeringsprocesses as that constituents, connect Portlanders customers, to and their donors. parks andPP&R programs. has dozens Through of active the capital power projects of storytelling in need and of communitypersonal relationships, input and engagement this Program and encourages the Bureau the has community’s a multitude deeperof parks investment and recreation in all service of PP&R’s offerings. Theofferings program as constituents, creates inclusive customers, park designs, and donors. projects, PP&R programs, has dozens and of policies active thatcapital advance projects PP&R’s in need Five-Year of Racialcommunity Equity input Plan. and engagement and the Bureau has a multitude of parks and recreation service offerings. The program creates inclusive park designs, projects, programs, and policies that advance PP&R’s Five-Year TheRacial Marketing Equity Plan. and Communication Program considers the following key data and outcomes:

InterventionThe Marketing Metrics and Communication – PP&R’s central Program marketing considers team attempts the following to achieve key dataits perception and outcomes: metrics by executing approximately 350 discrete graphic design projects annually with about 18% requiring translation intoIntervention one or more Metrics languages. – PP&R’s The central website marketing is the community’s team attempts preferred to achieve information its perception channel metrics with moreby than tenexecuting million approximately page views each 350 year. discrete PP&R graphic saw increases design projects in social annually media engagementwith about 18% (Facebook requiring up translation 22% in 2019,into one Twitter or more up 5%,languages. Instagram The up website 17%, 118 is the posts community’s in languages preferred other than information English), channel and the withprogram more than continuesten million to page message views through each year. earned PP&R media saw (~800increases media in socialhits annually, media engagement including about (Facebook a dozen up in22% in languages2019, Twitter other up than5%, Instagram English). up 17%, 118 posts in languages other than English), and the program continues to message through earned media (~800 media hits annually, including about a dozen in Conditionlanguages Metricsother than – Historically, English). prior to COVID-19, staff from this program leveraged over $3 million in sponsorships; $2 to $5 million in public-private partnerships; between $5 to $10 million in grants annually; andCondition supported Metrics meeting – Historically, revenue targets prior to from COVID-19, program staff fees. from this program leveraged over $3 million in sponsorships; $2 to $5 million in public-private partnerships; between $5 to $10 million in grants annually; Performanceand supported measures meeting tracked revenue that targets are relevantfrom program to this fees.program include the percentage of Portland residents participating in a PP&R program and the percentage of residents visiting a park at least once in thePerformance past year. measures According tracked to the Citythat areBudget relevant Office’s to this 2019 program Insight includeSurvey, the50% percentage of respondents of Portland have participatedresidents participating in a recreation in a PP&Rprogram program and 97% and report the percentage visiting a parkof residents or natural visiting area ina park the last at least 12 months. once in the past year. According to the City Budget Office’s 2019 Insight Survey, 50% of respondents have PP&Rparticipated has recently in a recreation created aprogram Healthy andParks, 97% Healthy report Portlandvisiting a Framework park or natural to guide area planningin the last for 12 2021months. and beyond. The bureau spent 2020 evaluating the success of its three major plans: Vision 2020, 2017-2020 StrategicPP&R has Plan, recently and Five-Yearcreated a HealthyRacial Equity Parks, Plan. Healthy As part Portland of its strategic Framework planning to guide work planning in 2021, for PP&R 2021 will and be creatingbeyond. newThe bureauperformance spent 2020measures evaluating and aligning the success them of with its three strategic major objectives plans: Vision and organizational 2020, 2017-2020 workplans.Strategic Plan, In particular,and Five-Year PP&R Racial will Equity identify Plan. performance As part of measuresits strategic for planning equity objectives. work in 2021, PP&R will be creating new performance measures and aligning them with strategic objectives and organizational Inworkplans. many cases, In particular, PP&R performance PP&R will was identify and continues performance to be measures affected byfor theequity COVID-19 objectives. public health emergency. The bureau expects that FY 2021-22 programs and services will continue to be responsive to the publicIn many health cases, and PP&R economic performance emergency. was and continues to be affected by the COVID-19 public health emergency. The bureau expects that FY 2021-22 programs and services will continue to be responsive to the public health and economic emergency.

Performance Measures Actuals Actuals Target Target Strategic Performance Measures Performance FY 2018-19 FY 2019-20 2020-21 FY 2021-22 Target Percentage of households visiting a park Actuals NA Actuals NA Target NA Target NA Strategic 95% Performance FY 2018-19 FY 2019-20 2020-21 FY 2021-22 Target Percentages of households participating in recreation activities NA 0% NA NA 35% Percentage of households visiting a park NA NA NA NA 95% Percentages of households participating in recreation activities NA 0% NA NA 35%

City of Portland, Oregon – FY 2021-22 Requested Budget 41

CityCity of PortlandPortland, OregonParks & – Recreation FY 2021-22 -Requested Requested Budget Budget FY 2021-22 Page41 113 PortlandPortland Parks Parks &and Recreation Recreation Marketing and Communication | Program Offers Portland Parks and Recreation

Explanation of Services Explanation of Services PP&R’s Marketing and Communication Program offers three categories of services: PP&R’s Marketing and Communication Program offers three categories of services: Marketing and Communication: Strong stories and engaging photography and design are the foundation of successfulMarketing communications.and Communication: Communications Strong stories and and promotions engaging photography plans are developed and design to arematch the thefoundation needs of of individualsuccessful communications.projects or programs. Communications This Program and develops promotions marketing plans and are promotionsdeveloped to plans match and the uses needs print of (posters,individual fliers, projects regional or programs. guides, and This advertisements Program develops in local marketing publications) and promotions and digital communicationsplans and uses print (web, e-newsletters,(posters, fliers, social regional media, guides, television, and advertisements and radio to executein local publications)them. and digital communications (web, e-newsletters, social media, television, and radio to execute them. Community Engagement: Processes that strengthen community outcomes are designed for each program. OutreachCommunity strategies Engagement: through Processes phone, focusthat strengthen groups, digitally, community and publicoutcomes meetings are designed are all used for each to accomplish program. ProgramOutreach goals.strategies through phone, focus groups, digitally, and public meetings are all used to accomplish Program goals. Partnerships and Development: Creating and stewarding partnerships strengthens community ties to PP&R’sPartnerships parks and and Development: recreation system Creating and generatesand stewarding additional partnerships sponsorship, strengthens grant, or community donation revenue ties to for investmentPP&R’s parks in projectsand recreation or programs. system This and Programgenerates Offer’s additional budget sponsorship, has overlap grant, with or the donation Community revenue for Engagementinvestment in program projects andor programs. does not includeThis Program the recreation Offer’s budgetmarketing has team.overlap with the Community Engagement program and does not include the recreation marketing team. Equity Impacts Equity Impacts Communities of color and underserved communities are served by PPR’s Marketing and Communication Program.Communities To help of color make and sure underserved that Black, communitiesIndigenous, and are Peopleserved ofby Color PPR’s (BIPOC), Marketing and and other Communication marginalized communitiesProgram. To helpare benefiting make sure from that theBlack, mental Indigenous, and physical and People health ofbenefits Color of(BIPOC), PP&R’s and work, other the marginalized bureau needs tocommunities proactively are market benefiting to the fromthose the communities mental and and physical invite health them intobenefits our parks,of PP&R’s pools work, and thecommunity bureau needs centers.to proactively The results market of toequitable the those marketing communities and communicationsand invite them intoare trackedour parks, through pools surveyand community and listening sessioncenters. reporting,The results and of equitableprogram attendance.marketing and communications are tracked through survey and listening session reporting, and program attendance. The Marketing and Communication Program is successful when marginalized communities feel welcome andThe Marketingsafe accessing and PP&R’s Communication programs Program and services. is successful When people when feelmarginalized welcome and communities participate feel in PP&R’swelcome programs,and safe accessing their mental PP&R’s and programs physical healthand services. improves. When people feel welcome and participate in PP&R’s programs, their mental and physical health improves. The Marketing and Communication Program’s most significant recent success in achieving equity was translatingThe Marketing and andutilizing Communication universal symbols Program’s to create most thousandssignificant of recent signs success to help in park achieving users understand equity was how totranslating use park andassets utilizing safely, universaland how tosymbols diminish to createthe spread thousands of COVID-19 of signs duringto help thepark global users pandemic. understand The how bureauto use park produced assets approximatelysafely, and how 3,500 to diminish COVID thesigns spread in English of COVID-19 and four during languages; the global bathroom pandemic. cleaning The signsbureau were produced translated approximately into 23 languages 3,500 COVID and temporarily signs in English closed andsigns four were languages; translated bathroom into 18 languages. cleaning signs were translated into 23 languages and temporarily closed signs were translated into 18 languages. New positions supported by the Parks 2020 Operations Levy provide an opportunity to improve employee diversityNew positions metrics. supported PP&R has by made the Parks great 2020 strides Operations in diversifying Levy provide its workforce. an opportunity In 2015, theto improve bureau’s employee regular staffdiversity was metrics.18% BIPOC; PP&R currently, has made our great regular strides staff in is diversifying 28% BIPOC. its Managers workforce. increased In 2015, fromthe bureau’s 11% BIPOC regular in 2015staff wasto almost 18% BIPOC; 30% at present;currently, B lackour regularmanagers staff increased is 28% BIPOC. from 3% Managers to 19%. increased from 11% BIPOC in 2015 to almost 30% at present; Black managers increased from 3% to 19%. Overall, including our seasonal and casual employees, our workforce is currently 31.7% BIPOC. PP&R will continueOverall, including to diversify our its seasonal workforce and when casual hiring employees, for the ourpermanent workforce and is seasonal currently and 31.7% casual BIPOC. positions PP&R made will possiblecontinue byto levydiversify resources. its workforce Additional when resources hiring for in the Workforcepermanent Developmentand seasonal andand casualEquity positions & Inclusion made teamspossible will by also levy help resources. us improve Additional our onboarding resources andin the training Workforce for staff, Development which will and help Equity improve & Inclusion retention andteams promotion will also helpof BIPOC us improve staff members. our onboarding These investments and training will for also staff, improve which will outcomes help improve related retentionto how employeesand promotion feel aboutof BIPOC their staff PP&R members. work experience. These investments will also improve outcomes related to how employees feel about their PP&R work experience.

Page42 114 City of PortlandCity Parks of Portland, & Recreation Oregon –- FYRequested 2021-22 RequestedBudget FY Budget 2021-22 42 City of Portland, Oregon – FY 2021-22 Requested Budget Portland Parks and Recreation

Portland Parks and Recreation

Program Offers | Marketing and Communication Portland Parks & Recreation Changes to Program

In 2020, due to the COVID-19 public health emergency, PP&R experienced a massive shift in operations and serviceChanges levels. to Portlanders Program have seen painful service level reductions, many of which continue, including closed community and art centers, pools, and the cancelation of all public event permits, except forIn 2020, group due sizes to theapproved COVID-19 by the public State health of Oregon. emergency, PP&R experienced a massive shift in operations and service levels. Portlanders have seen painful service level reductions, many of which continue, including COVID-19closed community impacted and all art City centers, bureaus pools, and anddramatically the cancelation affected of revenues.all public Theevent City permits, implemented except wage freezesfor group and sizes furloughs, approved and by bureaus the State were of Oregon. asked to take budget reductions. PP&R’s budget was reduced further as 30% of its operating budget was dependent on program fee revenue that would not be earned.COVID-19 PP&R impacted laid off all over City 750 bureaus seasonal and and dramatically casual staff, affected did not revenues. fill open vacancies,The City implemented wage reducedfreezes and capital furloughs, budgets, and and bureaus reduced were spending asked toon take materials budget and reductions. services. PP&R’s budget was reduced further as 30% of its operating budget was dependent on program fee revenue that would not be Inearned. November PP&R of laid 2020, off Portlandover 750 seasonalvoters passed and casual the Parks staff, 2020 did Operatingnot fill open Levy, vacancies, a five-year levy to provide Recreationreduced capital for All, budgets, Protect and and reduced Grow Nature, spending and on support materials Community and services. Partnerships. Portland Parks & Recreation is grateful to the community for its support and is excited to have the opportunity toIn restoreNovember programs of 2020, and Portland services, voters with passed a focus the on Parksserving 2020 Black, Operating Indigenous, Levy, and a five-year People oflevy Color, to provide refugee andRecreation immigrant for All, communities, Protect and people Grow experiencingNature, and support poverty, Community people living Partnerships. with disabilities, Portland and Parksolder adults.& Recreation is grateful to the community for its support and is excited to have the opportunity Theto restore City Council’s programs levy and referral services, to with the ballot a focus promised on serving restoration Black, Indigenous, of summer and programs People in of 2021. Color, PP&R refugee will requestand immigrant City Council communities, approval people to access experiencing funds in FY poverty, 2020-21 people to ramp living up operations with disabilities, to provide and oldersummer adults. programs, build capacity for levy-funded program expansion, and address critical points of potentialThe City Council’sfailure in thelevy bureau. referral This to the FY ballot 2021-22 promised Requested restoration Budget ofincludes summer these programs in 2021. PP&R will items.request PP&R City Councilwill continue approval to engage to access the funds community in FY 2020-21 to create to a ramp complete up operations FY 2021-22 to levy provide budget summer as part of theprograms, City’s Fall build Budget capacity Monitoring for levy-funded Process programsubmission expansion, in September and address 2021. critical points of potential failure in the bureau. This FY 2021-22 Requested Budget includes these Theitems. FY PP&R 2021-22 will Requested continue Budgetto engage includes the community 2 new community to create aengagement complete FY FTE 2021-22 in the levy Marketing budget andas part of Communicationthe City’s Fall Budget Program Monitoring to help theProcess bureau submission better inform in September and invite 2021. BIPOC Portlanders and other marginalize communities to participate in PP&R’s programs. By providing welcoming and inclusive informationThe FY 2021-22 to all Requested Portlanders, Budget the mentalincludes and 2 new physical community health benefitsengagement of PP&R’s FTE in programs the Marketing can be and experiencedCommunication more Program equitably to acrosshelp the the bureau City better inform and invite BIPOC Portlanders and other marginalize communities to participate in PP&R’s programs. By providing welcoming and inclusive information to all Portlanders, the mental and physical health benefits of PP&R’s programs can be experienced more equitably across the City

Program Budget Actuals Actuals Revised Requested No DP Requested Program Budget FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2021-22 Requirements Actuals Actuals Revised Requested No DP Requested Bureau Expenditures FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2021-22 Personnel Services 800,163 652,232 784,661 703,195 932,989 Requirements External Materials and Services 20,466 7,963 16,600 16,600 16,600 Bureau Expenditures Internal Materials and Services 5,286 4,753 4,075 5,425 5,425 Personnel Services 800,163 652,232 784,661 703,195 932,989 Bureau Expenditures Total 825,915 664,948 805,336 725,220 955,014 External Materials and Services 20,466 7,963 16,600 16,600 16,600 Internal Materials and Services 5,286 4,753 4,075 5,425 5,425 Bureau Expenditures Total 825,915 664,948 805,336 725,220 955,014

City of Portland, Oregon – FY 2021-22 Requested Budget 43

City of Portland, Oregon – FY 2021-22 Requested Budget 43

City of Portland Parks & Recreation - Requested Budget FY 2021-22 Page 115 Portland Parks & Recreation Marketing and Communication | Program Offers Portland Parks and Recreation

Portland Parks and Recreation ProgramPortland Parks Budget and Recreation

Program Budget Actuals Actuals Revised Requested No DP Requested FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2021-22 Program Budget Actuals Actuals Revised Requested No DP Requested Ending Fund Balance FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2021-22 Requirements Total Actuals825,915 Actuals664,948 Revised805,336 Requested725,220 No DP Requested955,014 Ending Fund Balance FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2021-22

RequirementsEnding Fund Balance Total 825,915 664,948 805,336 725,220 955,014

Requirements Total 825,915 664,948 805,336 725,220 955,014 FTE 8.00 6.00 5.00 4.66 6.66

FTE 8.00 6.00 5.00 4.66 6.66 Budget Narrative FTE 8.00 6.00 5.00 4.66 6.66 ResourcesBudget NarrativeOperations of this program are primarily funded with General Fund discretionary Budget Narrativeand, beginning in FY 2021-22, resources from the Parks 2020 Operating Levy. Resources Operations of this program are primarily funded with General Fund discretionary and, beginning in FY 2021-22, resources from the Parks 2020 Operating Levy. ResourcesExpenses MostOperations of the ofProgram this program expenses are are primarily related fundedto staff withcosts. General Other costs Fund are discretionary related to communicationsand, beginning in technology FY 2021-22, that resources support from programs the Parks bureau 2020 wide. Operating Levy. Expenses Most of the Program expenses are related to staff costs. Other costs are related to communications technology that support programs bureau wide. StaffingExpenses TheMost Marketing of the Program and Communication expenses are related Program to staff includes costs. 6.6 Other FTE costs positions. are related Part-time to orcommunications contract staff are technology also utilized that to support accommodate programs increases bureau inwide. workload. However, Staffing The Marketing and Communication Program includes 6.6 FTE positions. Part-time this requires available funding so that staff time can be charged to specific projects. Staffing Theor contract Marketing staff and are Communicationalso utilized to accommodate Program includes increases 6.6 FTE in workload. positions. However,Part-time this requires available funding so that staff time can be charged to specific projects. Assets and Liabilities Thereor contract are no staff capital are alsoassets utilized valued to at accommodate above $10,000 increases associated in workload.with this program. However, Smallerthis requires value available assets are funding replaced so whenthat staff broken time or can out be of charged date and to when specific external projects. Assets and Liabilities There are no capital assets valued at above $10,000 associated with this program. materials and services funding is available or, if capital project related, can be Smaller value assets are replaced when broken or out of date and when external Assets and Liabilities chargedThere are to no a capitalcapital project.assets valued at above $10,000 associated with this program. Smallermaterials value and assetsservices are funding replaced is whenavailable broken or, if or capital out of project date and related, when can external be Program Informationmaterialscharged to and a capital services project. funding is available or, if capital project related, can be charged to a capital project. Program Contact: Information Todd Lofgren Program Information Program Contact: Todd Lofgren Contact Phone: 503-823-3395 Program Contact: Todd Lofgren Contact Phone: 503-823-3395 Website: portlandparks.org Contact Phone: 503-823-3395 Website: portlandparks.org Website: portlandparks.org

Page44 116 City of PortlandCity Parks of Portland, & Recreation Oregon –- RequestedFY 2021-22 RequestedBudget FY Budget2021-22

44 City of Portland, Oregon – FY 2021-22 Requested Budget 44 City of Portland, Oregon – FY 2021-22 Requested Budget Program Offers | Natural Area Maintenance Portland Parks & Recreation Portland Parks and Recreation

Natural Area Maintenance Program Description & Goals

Portland Parks & Recreation’s (PP&R) Natural Area Maintenance Program provides natural resources and passive recreation services across 73 natural areas and over 8,000 acres of forests, wetlands, meadows, and other natural landscapes. The Program plans and implements vegetation management treatments to improve the ecological health of natural areas, support native wildlife, and keep natural areas healthy for future generations.

The Program manages more than 120 miles of soft surface trails that provide healthy recreational opportunities and enhance the livability of the city for Portlanders. It includes the Protect the Best Program, an innovative vegetation management program that treats healthy ‘core habitat” and Renew Forest Park, a holistic approach to repairing the largest forested city park in the U.S. The Program manages Powell Butte, Oaks Bottom, and Forest Park, some of the city’s most treasured assets as well as hundreds of bridges, culverts, boardwalks, signs, trailheads, restrooms, and other built assets that keep Portland’s natural areas accessible to visitors and provide unique opportunities for people to experience nature locally.

Natural Area Maintenance Program performance measures used internally to track progress include: number of native trees and shrubs planted; invasive trees removed; miles of trail maintained or repaired; number of hours engaging volunteers in stewardship activities; and number of young people from diverse applicant pools employed in environmental jobs.

PP&R performance measures tracked relevant to this program include:

Total acres of park land treated for invasive weeds: PP&R’s total acres of park land treated for invasive weeds has been declining since FY 2015-16. This has happened for three reasons: 1) less work has been done in Forest Park in recent years; 2) PP&R traditionally has paid the Bureau of Environmental Services to help conduct this work and, in recent years, there has been less money to fund it; and 3) many recent areas were retreated, which means spot treatment on 10 to 20% of the acreage, lowering the total acres treated.

Percentage of natural areas in good or very good condition: The percentage of nature areas condition assessment is measured every five years with the last measurement occurring in 2014. The measurement planned for 2020 was not able to occur due to staffing changes and the pandemic response. The next measurement will be scheduled for 2021 and 2022.

PP&R has recently created a Healthy Parks, Healthy Portland Framework to guide planning for 2021 and beyond. The bureau spent 2020 evaluating the success of its three major plans: Vision 2020, 2017-2020 Strategic Plan, and Five-Year Racial Equity Plan. As part of its strategic planning work in 2021, PP&R will be creating new performance measures and aligning them with strategic objectives and organizational workplans. In particular, PP&R will identify performance measures for equity objectives.

PP&R performance was and continues to be affected by the COVID-19 public health emergency. The bureau expects that FY 2021-22 programs and services will continue to be responsive to the public health and economic emergency.

CityCity of PortlandPortland, OregonParks & – Recreation FY 2021-22 - Requested Requested Budget Budget FY 2021-22 Page45 117 Portland Parks and Recreation Portland Parks and Recreation Portland Parks & Recreation Natural Area Maintenance | Program Offers

Performance Measures

Performance Measures Actuals Actuals Target Target Strategic Performance FY 2018-19 FY 2019-20 2020-21 FY 2021-22 Target Actuals Actuals Target Target Strategic Percentage of natural areas in goodPerformance or very good condition FY 2018-19 53% FY 2019-20 NA 2020-21 53% FY 2021-22 NA Target 53% NumberPercentage of acresof natural of invasive areas inweeds good treated or very annually good condition 1,021 53% 1,185 NA 53% 0 NA 2,450 53% Number of acres of invasive weeds treated annually 1,021 1,185 0 NA 2,450 Explanation of Services Explanation of Services PP&R’s Natural Area Maintenance Program manages natural areas across the city. As the city becomes more PP&R’sdensely Naturalpopulated, Area urban Maintenance natural areas Program play manages an even morenatural critical areas role across in providingthe city. As livability the city becomes and access more to denselynature. Additionally, populated, urban preservation natural areas of natural play anareas even is onemore important critical role element in providing for providing livability locally and cleanaccess air to nature.and water Additionally, and, on a larger preservation scale, combating of natural the areas effects is one of importantclimate change. element for providing locally clean air and water and, on a larger scale, combating the effects of climate change. The more natural areas are used by visitors, the more maintenance they require to keep weeds out, native Thevegetation more natural and streams areas arehealthy, used trailsby visitors, accessible, the more and infrastructuremaintenance theysound. require to keep weeds out, native vegetation and streams healthy, trails accessible, and infrastructure sound. The Natural Area Maintenance program: The Natural Area Maintenance program:  assesses ecosystem functions and threats;

 initiatesassesses vegetationecosystem functionstreatments and to improvethreats; natural area conditions;

 removesinitiates vegetationinvasive plants; treatments to improve natural area conditions;

 plantsremoves native invasive trees, plants; shrubs and grasses;

 conductsplants native wildlife trees, surveys shrubs andand vegetationgrasses; monitoring;

 assessesconducts trails wildlife and surveys plan improvements; and vegetation monitoring;

 completesassesses trails trail and maintenance plan improvements; and improvements, including leaf removal, tread repair, building rock walls, timber steps, and turnpikes;  completes trail maintenance and improvements, including leaf removal, tread  performsrepair, building storm response,rock walls, including timber steps, removing and turnpikes; trees from trails and addressing landslides and erosion issues;  performs storm response, including removing trees from trails and addressing  cleanslandslides sites and of vacated erosion homeless issues; camps;

 removescleans sites graffiti of vacated and abating homeless vandalism; camps;

 completesremoves graffiti daily careand abatingand cleaning vandalism; of natural areas and their associated built assets;  completes daily care and cleaning of natural areas and their associated built  providesassets; stewardship opportunities to students, youth, adults, groups and families, connecting volunteers to natural area restoration; and  provides stewardship opportunities to students, youth, adults, groups and  worksfamilies, with connecting community volunteers partners, to researchers, natural area and restoration; colleagues and to continually develop best management practices.  works with community partners, researchers, and colleagues to continually develop best management practices.

46 City of Portland, Oregon – FY 2021-22 Requested Budget 46 City of Portland, Oregon – FY 2021-22 Requested Budget

Page 118 City of Portland Parks & Recreation - Requested Budget FY 2021-22 Program Offers | Natural Area Maintenance Portland Portland Parks Parks and & RecreationRecreation

Equity Impacts

PP&R’s Natural Area Maintenance Program includes the Natural Areas Stewardship program that works with volunteers of all ages to restore and enhance Portland’s parks and natural areas. Through volunteer events, they engage with over 120 partner groups serving racially and ethnically diverse communities, including student groups from Title I schools, seniors and groups from culturally specific community organizations.

Stewardship Coordinators support long-term mentorship and career opportunities for young people from diverse backgrounds by collaborating with multiple internship programs. Natural Areas Stewardship provides support to programs like Audubon TALON, the Green Workforce Collaborative, Lents Youth Initiative, and PP&R Environmental Education Teen Program. Stewardship Coordinators also work with two PP&R Youth Conservation Crews (YCC) for eight weeks in the summer, helping to provide job skills and networking opportunities to young environmental leaders. This work engages young people with relevant, culturally responsive experiences that help foster awareness of environmental justice. PP&R’s Natural Area Maintenance Program specifically allocates stewardship and Youth Conservation Crew resources to communities of color and historically underrepresented communities. The Youth Conservation Crew program directly contributes to a more diverse hiring pool for seasonal employees for the entire Bureau and helps meet the Racial Equity Plan in these ways:

 increase the percentage of employees of color hired seasonally and promoted;

 streamline the hiring process and increase hiring and retention of full-time and seasonal employees of color

 provide career development guidance for employees of color to advance within the Bureau; and

 scale existing programs and create a formal youth internship program for youth of color, and refuges and immigrant youth to have employment experience.New positions supported by the Parks 2020 Operations Levy provide an opportunity to improve employee diversity metrics. PP&R has made great strides in diversifying its workforce. In 2015, the bureau’s regular staff was 18% BIPOC; currently, our regular staff is 28% BIPOC. Managers increased from 11% BIPOC in 2015 to almost 30% at present; Black managers increased from 3% to 19%.Overall, including our seasonal and casual employees, our workforce is currently 31.7% BIPOC. PP&R will continue to improve its workforce BIPOC percentages when hiring for the permanent and seasonal and casual positions made possible by levy resources. Additional resources in Workforce Development and Equity & Inclusion will also help us improve our onboarding and training for staff, which will help improve retention and promotion of BIPOC staff members. These investments will also improve outcomes related to how employees feel about their PP&R experience.In summer 2021 the Natural Area Maintenance Program will strive for 50% of program registrants to come from Black, Indigenous, or People of Color, Immigrants and Refugees, and families experiencing financial hardship.

CityCity ofof PortlandPortland, ParksOregon & – Recreation FY 2021-22 - RequestedRequested Budget Budget FY 2021-22 Page47 119 Portland Parks and Recreation PortlandPortland Parks Parks &and Recreation Recreation Natural Area Maintenance | Program Offers Changes to Program ChaIn 2020,nges due toto the Program COVID-19 public health emergency, PP&R experienced a massive shift in operations and service levels. Portlanders have seen painful service level reductions, many of which continue, including Inclosed 2020, community due to the COVID-19and art centers, public pools, health and emergency, the cancelation PP&R ofexperienced all public eventa massive permits, shift except in operations and servicefor group levels. sizes Portlanders approved by have the seen State painful of Oregon. service level reductions, many of which continue, including closed community and art centers, pools, and the cancelation of all public event permits, except forCOVID-19 group sizes impacted approved all City by thebureaus State andof Oregon. dramatically affected revenues. The City implemented wage freezes and furloughs, and bureaus were asked to take budget reductions. PP&R’s budget was reduced COVID-19further as 30% impacted of its operatingall City bureaus budget and was dramatically dependent on affected program revenues. fee revenue The City that implementedwould not be wage freezesearned. andPP&R furloughs, laid off over and bureaus750 seasonal were and asked casual to take staff, budget did not reductions. fill open vacancies, PP&R’s budget was reduced furtherreduced as capital 30% of budgets, its operating and reduced budget spendingwas dependent on materials on program and services. fee revenue that would not be earned. PP&R laid off over 750 seasonal and casual staff, did not fill open vacancies, reducedIn November capital of budgets,2020, Portland and reduced voters passedspending the on Parks materials 2020 Operating and services. Levy, a five-year levy to provide Recreation for All, Protect and Grow Nature, and support Community Partnerships. Portland Parks & InRecreation November is gratefulof 2020, toPortland the community voters passed for its the support Parks and2020 is Operating excited to Levy, have thea five-year opportunity levy to provide Recreationto restore programs for All, Protect and services, and Grow with Nature, a focus and on servingsupport Black, Community Indigenous, Partnerships. and People Portland of Color, Parks refugee & Recreationand immigrant is grateful communities, to the community people experiencing for its support poverty, and peopleis excited living to have with the disabilities, opportunity and older adults. to restore programs and services, with a focus on serving Black, Indigenous, and People of Color, refugee andThe immigrantCity Council’s communities, levy referral people to the experiencing ballot promised poverty, restoration people ofliving summer with programsdisabilities, in and2021. older PP&R adults. will request City Council approval to access funds in FY 2020-21 to ramp up operations to provide summer Theprograms, City Council’s build capacity levy referral for levy-funded to the ballot program promised expansion, restoration and of address summer critical programs points in of 2021. PP&R will requestpotential City failure Council in the approval bureau. toThis access FY 2021-22 funds in Requested FY 2020-21 Budget to ramp includes up operations these to provide summer programs,items. PP&R build will capacity continue for to levy-fundedengage the community program expansion, to create a and complete address FY critical 2021-22 points levy ofbudget as part of potentialthe City’s failure Fall Budget in the Monitoring bureau. This Process FY 2021-22 submission Requested in September Budget includes 2021. these items. PP&R will continue to engage the community to create a complete FY 2021-22 levy budget as part of theLevy City’s funding Fall willBudget support Monitoring 1 new FTE Process to support submission the Y inouth September Conservation 2021. Crew Program. This position will focus on coordinating and growing the Program. General Fund and Levy funding will support the Youth ConservationLevy funding Crewwill support and focus 1 new on growingFTE to support the program. the Youth Conservation Crew Program. This position will focus on coordinating and growing the Program. General Fund and Levy funding will support the Youth Conservation Crew and focus on growing the program.

Program Budget Actuals Actuals Revised Requested No DP Requested FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2021-22 Program Budget Requirements Actuals Actuals Revised Requested No DP Requested Bureau Expenditures FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2021-22 RequirementsPersonnel Services 0 1,871,837 2,466,143 2,646,047 3,062,651 BureauExternal Expenditures Materials and Services 0 201,754 583,428 561,025 618,808 InternalPersonnel Materials Services and Services 0 1,871,837334,023 2,466,143351,942 2,646,047296,658 3,062,651296,658 BureauExternal Expenditures Materials and Total Services 0 2,407,613201,754 3,401,513583,428 3,503,730561,025 3,978,117618,808 EndingInternal Fund Materials Balance and Services 0 334,023 351,942 296,658 296,658 RequirementsBureau Expenditures Total Total 0 2,407,6132,407,613 3,401,5133,401,513 3,503,7303,503,730 3,978,1173,978,117 Ending Fund Balance Requirements Total 0 2,407,613 3,401,513 3,503,730 3,978,117 FTE 0.00 0.00 0.00 20.20 22.20

FTE 0.00 0.00 0.00 20.20 22.20

48 City of Portland, Oregon – FY 2021-22 Requested Budget

Page48 120 City of PortlandCity Parks of Portland, & Recreation Oregon –- FYRequested 2021-22 RequestedBudget FY Budget 2021-22 Program Offers | Natural Area Maintenance Portland Parks & Recreation Portland Parks and Recreation

Portland Parks and Recreation Budget Narrative

BudgetResources NarrativeOperations of this Program are primarily funded with General Fund discretionary and, beginning in FY 2021-22, resources from the Parks 2020 Operating Levy. The Resources ProgramOperations also of receivesthis Program a small are amount primarily of support funded withfrom Generalthe Portland Fund Water discretionary Bureau forand, collaborative beginning in work FY 2021-22, on Powell resources Butte and from some the Parksgrant funding2020 Operating from community Levy. The partners.Program also receives a small amount of support from the Portland Water Bureau for collaborative work on Powell Butte and some grant funding from community Expenses Programpartners. expenses are primarily personnel and some funding for materials and services for trucks, plant materials, and other supplies. Expenses Program expenses are primarily personnel and some funding for materials and Staffing Theservices program for trucks, consists plant of 22.2materials, FTE, in and addition other supplies.to casual staff.

AssetsStaffing and Liabilities The program managesconsists of 72 22.2 natural FTE, areas,in addition including to casual parking staff. lots, signs, more than 200 miles of trails, scores of bridges and culverts, and other physical assets. The Assets and Liabilities programThe program also manages 72Forest natural Park areas, and Powellincluding Butte. parking lots, signs, more than 200 miles of trails, scores of bridges and culverts, and other physical assets. The Program Informationprogram also manages Forest Park and Powell Butte.

Program Contact: Information Tonya Booker

ContactProgram Phone: Contact: 503-823-5463Tonya Booker

Website:Contact Phone: portlandparks.org503-823-5463

Website: portlandparks.org

CityCity of Portland,Portland OregonParks & – RecreationFY 2021-22 -Requested Requested Budget Budget FY 2021-22 Page49 121

City of Portland, Oregon – FY 2021-22 Requested Budget 49 Portland Parks and Recreation Portland Parks & Recreation Park Maintenance | Program Offers Portland Parks and Recreation

Park Maintenance Park Maintenance Program Description & Goals Program Description & Goals Portland Parks & Recreation’s (PP&R) Park Maintenance Program strives to provide clean, safe, functional, Portlandand beautiful Parks parks & Recreation’s throughout (PP&R) the city Park throughout Maintenance the year. Program This Programstrives to maintains provide clean, daily safe, operations functional, at and146 parksbeautiful and parksapproximately throughout 3,500 the acrescity throughout across Portland. the year. Most This parks Program contain maintains many assets—benches, daily operations at 146pathways, parks and restrooms, approximately playgrounds, 3,500 acresathletic across fields, Portland. and other Most active parks and contain passive many recreational assets—benches, amenities. Most pathways,of these assets restrooms, are cleaned playgrounds, and inspected athletic daily fields, to provide and other a clean, active safe, and andpassive positive recreational public experience.amenities. Most In ofaddition these assets to built are park cleaned assets, and people inspected come daily to parks to provide to experience a clean, beauty safe, and in nature. positive Most public parks experience. contain grass, In additionornamental to built plants, park and assets, trees peoplethat provide come tonature parks in to the experience urban landscape. beauty in nature. Most parks contain grass, ornamental plants, and trees that provide nature in the urban landscape. PP&R’s Parks Maintenance Program measures the percentage of residents who rate park grounds as well PP&R’smaintained. Parks Historic Maintenance values Programfor this metric measures came the from percentage the City ofAuditor’s residents Annual who rate Survey, park whichgrounds has as been well maintained.discontinued. Historic While thevalues survey for thiswas metricin place, came overall from percentage the City Auditor’s of residents Annual rating Survey, the quality which of hasgrounds been as discontinued.‘Good” or ‘Very While Good” the remainedsurvey was steady in place, at 84% overall to 85%. percentage Ratings ofvaried residents among rating neighborhood the quality coalitions,of grounds as ‘Good”however, or with ‘Very 89% Good” of Inner remained Northeast steady residents at 84% torating 85%. grounds Ratings asvaried well amongmaintained neighborhood while only coalitions, 68% of East however,Portlanders with did. 89% of Inner Northeast residents rating grounds as well maintained while only 68% of East Portlanders did. PP&R’s 2017 Community Needs Survey and the 2019 Portland Insight Survey did not specifically ask about PP&R’sthe quality 2017 of Community park facilities, Needs but they Survey did andsurvey the on2019 safety Portland and cleanliness. Insight Survey In those did notsurveys, specifically citywide ask survey about theresult quality ratings of parkare markedly facilities, higherbut they than did survey survey result on safety ratings and for cleanliness. safety and In cleanliness those surveys, from citywide East Portland survey resultrespondents. ratings are markedly higher than survey result ratings for safety and cleanliness from East Portland respondents. PP&R has recently created a Healthy Parks, Healthy Portland Framework to guide planning for 2021 and PP&Rbeyond. has The recently bureau created spent 2020a Healthy evaluating Parks, the Healthy success Portland of its three Framework major plans: to guide Vision planning 2020, 2017-2020 for 2021 and beyond.Strategic The Plan, bureau and Five-Year spent 2020 Racial evaluating Equity Plan.the success As part of of its its three strategic major planning plans: Vision work 2020,in 2021, 2017-2020 PP&R will be Strategiccreating new Plan, performance and Five-Year measures Racial Equity and aligning Plan. As them part withof its strategicstrategic objectivesplanning workand organizational in 2021, PP&R will be creatingworkplans. new In performance particular, PP&R measures will identifyand aligning performance them with measures strategic for objectives equity objectives. and organizational workplans. In particular, PP&R will identify performance measures for equity objectives. PP&R performance was and continues to be affected by the COVID-19 public health emergency. The bureau PP&Rexpects performance that FY 2021-22 was programsand continues and servicesto be affected will continue by the COVID-19 to be responsive public health to the emergency.public health The and bureau expectseconomic that emergency. FY 2021-22 programs and services will continue to be responsive to the public health and economic emergency.

Performance Measures

Performance Measures Actuals Actuals Target Target Strategic Performance FY 2018-19 FY 2019-20 2020-21 FY 2021-22 Target Actuals Actuals Target Target Strategic Percent of residents rating parkPerformance grounds as well maintained FY 2018-19 NA FY 2019-20 NA 2020-21 NA FY 2021-22 NA Target 85% Percent of residents rating park grounds as well maintained NA NA NA NA 85%

50 City of Portland, Oregon – FY 2021-22 Requested Budget

Page50 122 City of PortlandCity Parks of Portland, & Recreation Oregon –- FYRequested 2021-22 RequestedBudget FY Budget 2021-22 Program Offers | Park Maintenance Portland Portland Parks Parks and & RecreationRecreation

Explanation of Services

PP&R’s Park Maintenance Program provides the daily care of parks that make them safe each day and ensures that physical and living assets are maintained and sustained for future generations. Park Maintenance services include:

 inspecting and repairing playgrounds and playground equipment;

 opening and cleaning restrooms;

 removing garbage and litter;

 clearing and cleaning pathways and benches;

 repairing plumbing and lighting infrastructure;

 cleaning and repairing athletic courts and fields;

 operating hundreds of irrigation systems;

 maintaining the health of grass, trees, and ornamental landscapes from neighborhood parks to world-class

 venues like the Hoyt Arboretum and the Washington Park International Rose Garden;

 cleaning sites of vacated homeless camps;

 preparing for and cleaning up after permitted events;

 maintaining and operating various heavy equipment;

 mowing, raking, edging and trimming lawns, and green spaces, and ground trim trees;

 operating power equipment, edgers, chainsaws and other small grounds maintenance equipment;

 watering and weeding lawns, shrubs, and flower beds; and

 assists Horticulturists in gardening work.

Parks Maintenance is assisted by community volunteers who contribute tens of thousands of hours in parks, improving the conditions of cleanliness and plant care. Park Maintenance staff meet regularly with neighborhood park coalitions to solicit feedback on park maintenance and improvements

CityCity of PortlandPortland, OregonParks & – Recreation FY 2021-22 -Requested Requested Budget Budget FY 2021-22 Page51 123 PortlandPortland Parks Parks &and Recreation Recreation Park Maintenance | Program Offers

Equity Impacts

Portland parks are utilized by all backgrounds and exist in many neighborhoods. Land Stewardship serves underrepresented communities of color by performing routine maintenance, such as maintaining playground equipment, removing garbage and debris, cleaning restrooms, providing informational signage and checking park grounds for additional hazards or threats to the public. Completion of these tasks helps create safe spaces for all citizens to recreate. This can be particularly important for low-income and underserved communities that may lack disposable income and access to play elsewhere.

PP&R’s Park Maintenance Program supports PP&R’s Five-Year Racial Equity Plan and other bureau goals

related to racial and disability equity by providing maintenance services at all PP&R parks. The program staff focus on pathways, restrooms, benches, and other assets needing daily care to ensure that safe access to these basic services are free of additional barriers to those with limited abilities.

Land Stewardship maintenance activities are tracked and accounted for daily through MicroMain work order system. MicroMain is a maintenance and facility management software designed to streamline operations and extend asset life. MicroMain captures how much time is spent in a park working on any given asset.

Land Stewardship serves the public by providing safe, healthy green spaces to recreate. Parks are one of the last public places that are not cost prohibitive to community members. Parks are also an important resource for non-homeowners who do not have a yard of their own, or individuals who do not otherwise have access to open and natural areas.

Land Stewardship’s most recent success related to equity is continuing to open new safe green spaces for families to recreate, especially in areas that have been previously underserved. Successful parks are markers of healthy communities: children play; families spend time together; people of all ages exercise and relax; and the environment adds to the beauty, security, and economic value of the neighborhood.

New positions supported by the Parks 2020 Operations Levy provide an opportunity to improve employee diversity metrics. PP&R has made great strides in diversifying its workforce. In 2015, the bureau’s regular staff was 18% BIPOC; currently, our regular staff is 28% BIPOC. Managers increased from 11% BIPOC in 2015 to almost 30% at present; Black managers increased from 3% to 19%.

Overall, including our seasonal and casual employees, our workforce is currently 31.7% BIPOC. PP&R will continue to diversify its workforce when hiring for the permanent and seasonal and casual positions made possible by levy resources. Additional resources in the Workforce Development and Equity & Inclusion teams will also help us improve our onboarding and training for staff, which will help improve retention and promotion of BIPOC staff members. These investments will also improve outcomes related to how employees feel about their PP&R work experience.

Page52 124 City of PortlandCity Parks of Portland, & Recreation Oregon –- FYRequested 2021-22 RequestedBudget FY Budget 2021-22 Portland Parks and Recreation Program Offers | Park Maintenance Portland Portland Parks Parks and & RecreationRecreation

Changes to Program Changes to Program In 2020, due to the COVID-19 public health emergency, PP&R experienced a massive shift in operations and serviceIn 2020, levels. due to Portlanders the COVID-19 have public seen healthpainful emergency, service level PP&R reductions, experienced many a ofmassive which shiftcontinue, in operations including and closedservice community levels. Portlanders and art havecenters, seen pools, painful and service the cancelation level reductions, of all public many event of which permits, continue, except including forclosed group community sizes approved and art by centers, the State pools, of Oregon. and the cancelation of all public event permits, except for group sizes approved by the State of Oregon. COVID-19 impacted all City bureaus and dramatically affected revenues. The City implemented wage freezesCOVID-19 and impacted furloughs, all and City bureaus bureaus were and askeddramatically to take budgetaffected reductions. revenues. The PP&R’s City budgetimplemented was reduced wage furtherfreezes andas 30% furloughs, of its operating and bureaus budget were was asked dependent to take on budget program reductions. fee revenue PP&R’s that budget would wasnot be reduced earned.further asPP&R 30% laidof its off operating over 750 budget seasonal was and dependent casual staff, on didprogram not fill fee open revenue vacancies, that would not be reducedearned. PP&R capital laid budgets, off over and 750 reduced seasonal spending and casual on materialsstaff, did notand fill services. open vacancies, reduced capital budgets, and reduced spending on materials and services. In November of 2020, Portland voters passed the Parks 2020 Operating Levy, a five-year levy to provide RecreationIn November for of All, 2020, Protect Portland and Growvoters Nature, passed andthe Parkssupport 2020 Community Operating Partnerships.Levy, a five-year Portland levy to Parks provide & Recreation isfor grateful All, Protect to the and community Grow Nature, for its and support support and Community is excited to Partnerships. have the opportunity Portland Parks & toRecreation restore programs is grateful and to theservices, community with a forfocus its onsupport serving and Black, is excited Indigenous, to have and the opportunityPeople of Color, refugee andto restore immigrant programs communities, and services, people with experiencing a focus on serving poverty, Black, people Indigenous, living with and disabilities, People of and Color, older refugee adults. and immigrant communities, people experiencing poverty, people living with disabilities, and older adults. The City Council’s levy referral to the ballot promised restoration of summer programs in 2021. PP&R will requestThe City City Council’s Council levy approval referral to to access the ballot funds promised in FY 2020-21 restoration to ramp of summerup operations programs to provide in 2021. summer PP&R will programs,request City build Council capacity approval for levy-funded to access funds program in FY expansion, 2020-21 to andramp address up operations critical points to provide of summer potentialprograms, failure build incapacity the bureau. for levy-funded This FY 2021-22 program Requested expansion, Budget and includes address thesecritical points of items.potential PP&R failure will in continue the bureau. to engage This FY the 2021-22 community Requested to create Budget a complete includes FY these 2021-22 levy budget as part of theitems. City’s PP&R Fall will Budget continue Monitoring to engage Process the community submission to in create September a complete 2021. FY 2021-22 levy budget as part of the City’s Fall Budget Monitoring Process submission in September 2021. The FY 2021-22 Requested Budget includes resources to increase front-line staffing levels, as well as provide supervisoryThe FY 2021-22 support Requested for staff Budget delivering includes service resources across to all increase parks, withfront-line an emphasis staffing levels,on East as Portland well as provide Parks. Theresupervisory is a current support gap for in staffspan-of-control delivering service for swing across shift all staff parks, city-wide, with an turf emphasis maintenance on East city-wide, Portland Parks.and newlyThere isdeveloped a current Eastgap inPortland span-of-control Parks such for as swing Gateway shift Discovery staff city-wide, Park, turfLuuwit maintenance View Park, city-wide, and Verdell and Burdinenewly developed Rutherford East Park. Portland These Parks investments such as directly Gateway address Discovery the immediatePark, Luuwit need View for Park,increased and Verdellservice levelsBurdine in EastRutherford Portland, Park. while These also investments addressing directlydirect service address and the employee immediate support need gapsfor increased on a city-wide service level. Increasedlevels in East security Portland, and monitoringwhile also addressing for our maintenance direct service facilities and employee directly addressessupport gaps an employee on a city-wide concern level. notedIncreased in the security most recent and monitoring employee surveyfor our by maintenance committing facilities resources directly to develop addresses and actively an employee monitor concern security camerasnoted in theand most alarm recent systems employee at PP&R’s survey work by sites.committing resources to develop and actively monitor security cameras and alarm systems at PP&R’s work sites.

Program Budget Program Budget Actuals Actuals Revised Requested No DP Requested FYActuals 2018-19 FYActuals 2019-20 FYRevised 2020-21 RequestedFY 2021-22 No DP FYRequested 2021-22 Requirements FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2021-22 BureauRequirements Expenditures BureauPersonnel Expenditures Services 0 9,011,869 11,794,502 11,259,476 11,580,292 ExternalPersonnel Materials Services and Services 0 1,643,1319,011,869 11,794,5023,540,511 11,259,4764,539,608 11,580,2925,789,814 ExternalInternal MaterialsMaterials andand ServicesServices 0 1,643,1311,766,025 3,540,5112,111,695 4,539,6082,486,788 2,486,7885,789,814 CapitalInternal Outlay Materials and Services 0 1,766,025141,746 2,111,6950 2,486,7880 2,486,7880 BureauCapital Expenditures Outlay Total 0 12,562,772141,746 17,446,7080 18,285,8720 19,856,8940 Bureau Expenditures Total 0 12,562,772 17,446,708 18,285,872 19,856,894

City of Portland, Oregon – FY 2021-22 Requested Budget 53

CityCity of PortlandPortland, OregonParks & – Recreation FY 2021-22 -Requested Requested Budget Budget FY 2021-22 Page53 125 Portland Parks & Recreation Park Maintenance | Program Offers Portland Parks and Recreation Portland Parks and Recreation

ProgramPortland Parks Budget and Recreation

Program Budget Actuals Actuals Revised Requested No DP Requested FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2021-22 Program Budget Actuals Actuals Revised Requested No DP Requested Fund Expenditures FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2021-22 Actuals Actuals Revised Requested No DP Requested FundContingency Expenditures 0 0 237,319 310,921 310,921 FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2021-22 FundContingency Transfers - Expense 0 0 1,825,000237,319 310,9210 310,9210 Fund Expenditures FundFund Expenditures Transfers - Expense Total 0 0 1,825,0002,062,319 310,9210 310,9210 Contingency 0 0 237,319 310,921 310,921 FundEnding Expenditures Fund Balance Total 0 0 2,062,319129,500 129,500310,921 129,500310,921 Fund Transfers - Expense 0 0 1,825,000 0 0 RequirementsEnding Fund Balance Total 0 12,562,7720 19,638,527129,500 18,726,293129,500 20,297,315129,500 Fund Expenditures Total 0 0 2,062,319 310,921 310,921 Requirements Total 0 12,562,772 19,638,527 18,726,293 20,297,315 Ending Fund Balance 0 0 129,500 129,500 129,500

Requirements Total 0 12,562,772 19,638,527 18,726,293 20,297,315 FTE 0.00 4.00 2.00 100.80 103.80

FTE 0.00 4.00 2.00 100.80 103.80 Budget Narrative BudgetFTE Narrative 0.00 4.00 2.00 100.80 103.80 Resources Operations of this Program are primarily funded with General Fund discretionary ResourcesBudget NarrativeOperationsand, beginning of this in FYProgram 2021-22, are resources primarily from funded the Parkswith General 2020 Operating Fund discretionary Levy. and, beginning in FY 2021-22, resources from the Parks 2020 Operating Levy. ExpensesResources OperationsExpenses total of this $19.9 Program million arefor thisprimarily Program. funded Work with is conducted General Fund by field discretionary staff, both Expenses Expensesand,regular beginning staff total and $19.9 in casual FY million 2021-22, staff for (Seasonal resources this Program. Maintenance from Workthe Parks is Workers conducted 2020 Operating for bypeak field season). Levy. staff, both regularMaterials staff and and services casual are staff needed (Seasonal for vehicles, Maintenance equipment, Workers landscape for peak materials, season). Expenses MaterialsandExpenses supplies. totaland Parking services$19.9 million revenueare needed for thatthis for supportsProgram. vehicles, capitalWork equipment, is improvements conducted landscape by tofield materials,Washington staff, both andParkregular supplies. are staff also and includedParking casual revenuein staff this (Seasonal program. that supports Maintenance capital improvementsWorkers for peak to Washington season). ParkMaterials are also and included services inare this needed program. for vehicles, equipment, landscape materials, Staffing Theand Parkssupplies. Maintenance Parking revenue program that includes supports 103.8.0 capital FTE’s. improvements The program to Washingtonalso hires Staffing TheaboutPark Parks are 40 alsoseasonal Maintenance included maintenance in program this program. workers includes each 103.8.0 year FTE’s. who work The programbetween also800-1,400 hires abouthours 40each. seasonal maintenance workers each year who work between 800-1,400 Staffing hoursThe Parks each. Maintenance program includes 103.8.0 FTE’s. The program also hires Assets and Liabilities Theabout Parks 40 seasonal Maintenance maintenance program workers oversees each 146 year developed who work parks between including 800-1,400 over Assets and Liabilities The3,500hours Parks acres each. Maintenance of land. program oversees 146 developed parks including over 3,500 acres of land. AssetsProgram and Liabilities InformationThe Parks Maintenance program oversees 146 developed parks including over Program Information3,500 acres of land. Program Contact: Tonya Booker Program Contact: Information Tonya Booker Contact Phone: 503-823-5463 ContactProgram Phone: Contact: 503-823-5463Tonya Booker Website: portlandparks.org Website:Contact Phone: portlandparks.org503-823-5463 Website: portlandparks.org

Page54 126 City of PortlandCity Parks of Portland, & Recreation Oregon –- RequestedFY 2021-22 RequestedBudget FY Budget2021-22 54 City of Portland, Oregon – FY 2021-22 Requested Budget

54 City of Portland, Oregon – FY 2021-22 Requested Budget Portland Parks and Recreation

Program Offers | Planning Portland Parks & Recreation Planning Portland Parks and Recreation

Program Description & Goals Planning Portland Parks & Recreation’s (PP&R) Planning Program provides organization-wide guidance for the planning,Program development, Description sustainment, & Goals modernization, and quality of built and natural infrastructure. Major responsibilities include: Portland Parks & Recreation’s (PP&R) Planning Program provides organization-wide guidance for the planning, development, sustainment,overseeing, modernization, developing, and and renewing quality of the built bureau’s and natural long-range infrastructure. and short-range Major responsibilities include: planning efforts;

 completing park, natural area, and regional trails master plans;  overseeing, developing, and renewing the bureau’s long-range and short-range  establishingplanning efforts; sustainable and equitable service levels for park assets and making recommendations for parkland and trail system acquisition; and  completing park, natural area, and regional trails master plans;  developing policy and zoning code changes to benefit PP&R and advance  establishing sustainable and equitable service levels for park assets and making recommendationsequity objectives. for parkland and trail system acquisition; and

Five metrics have been used developingto track progress policy for and the zoning Planning code Program. changes toThe benefit first two PP&R metrics and advancelisted below have been calculated annuallyequity for more objectives. than a decade. However, a severe data issue from the Multnomah County has impeded the county’s ability to gather tax lot information (needed for the calculation) and has leftFive the metrics bureau have unable been to used clearly to track calculate progress the metric for the for Planning 2018, 2019 Program. or 2020. The The first percentage two metrics of residents listed below ratinghave been the closenesscalculated of annually their neighborhood for more than park a decade. as ’good” However, or ’very a good” severe was data gathered issue from from the a Multnomah2017 CommunityCounty has impeded Needs Survey. the county’s ability to gather tax lot information (needed for the calculation) and has left the bureau unable to clearly calculate the metric for 2018, 2019 or 2020. The percentage of residents PP&Rrating thehas closenessrecently created of their a neighborhood Healthy Parks, park Healthy as ’good” Portland or ’very Framework good” was to guide gathered planning from afor 2017 2021 and beyond.Community The Needsbureau Survey. spent 2020 evaluating the success of its three major plans: Vision 2020, 2017-2020 Strategic Plan, and Five-Year Racial Equity Plan. As part of its strategic planning work in 2021, PP&R will be creatingPP&R has new recently performance created measuresa Healthy andParks, aligning Healthy them Portland with strategic Framework objectives to guide and planning organizational for 2021 and workplans.beyond. The In bureau particular, spent PP&R 2020 evaluatingwill identify the performance success of its measures three major for equityplans: Visionobjectives. 2020, 2017-2020 Strategic Plan, and Five-Year Racial Equity Plan. As part of its strategic planning work in 2021, PP&R will be creatingPP&R performance new performance was and measures continues and to bealigning affected them by thewith COVID-19 strategic publicobjectives health and emergency. organizational The bureau workplans.expects that In FY particular, 2021-22 programs PP&R will and identify services performance will continue measures to be responsive for equity to objectives. the public health and economic emergency. PP&R performance was and continues to be affected by the COVID-19 public health emergency. The bureau expects that FY 2021-22 programs and services will continue to be responsive to the public health and economic emergency.

Performance Measures Actuals Actuals Target Target Strategic Performance FY 2018-19 FY 2019-20 2020-21 FY 2021-22 Target PerformancePercentage Measures of residents living within one-half mile of a park or natural area NA NA 81% NA 81% Actuals Actuals Target Target Strategic Percentage of residents living within three miles of a full-service community NA 71% 70% NA 70% Performance FY 2018-19 FY 2019-20 2020-21 FY 2021-22 Target center Percentage of residents living within one-half mile of a park or natural area NA NA 81% NA 81% Percentage of residents rating the closeness of their neighborhood park as NA NA NA NA 83% goodPercentage or very good of residents living within three miles of a full-service community NA 71% 70% NA 70% center Number of miles of regional trails 158 157 160 NA 160 Percentage of residents rating the closeness of their neighborhood park as NA NA NA NA 83% good or very good Number of miles of regional trails 158 157 160 NA 160

City of Portland, Oregon – FY 2021-22 Requested Budget 55

CityCity of PortlandPortland, OregonParks & – Recreation FY 2021-22 -Requested Requested Budget Budget FY 2021-22 Page55 127 Portland Parks & Recreation Planning | Program Offers Portland Parks and Recreation

Explanation of Services PP&R’s Planning program: PP&R’s Planning program:

 creates, manages, and oversees implementation of PP&R’s long-range plan;  creates, manages, and oversees implementation of PP&R’s long-range plan;  establishes sustainable levels of service for PP&R assets (parks, trails,  establishes sustainable levels of service for PP&R assets (parks, trails, community centers, natural areas, pools, etc.), specifying what should be community centers, natural areas, pools, etc.), specifying what should be provided to residents over time; provided to residents over time;  completes park and trail master plans, working with the public on design plans,  completes park and trail master plans, working with the public on design plans, and engages underserved and hard to reach communities (with clear results and engages underserved and hard to reach communities (with clear results from the recent 2017 Mill, Midland, and Division & 150th Park Master Plans); from the recent 2017 Mill, Midland, and Division & 150th Park Master Plans);  negotiates land use applications with large scale developments and reviews  negotiates land use applications with large scale developments and reviews land use applications; and land use applications; and  leads the Capital Growth Project selection process for the bureau.  leads the Capital Growth Project selection process for the bureau. Equity Impacts The Planning Program is instrumental in the development of each year’s annual proposed Capital Growth The Planning Program is instrumental in the development of each year’s annual proposed Capital Growth Project list. The purpose of this list is to suggest projects that increase equitable access to park resources in Project list. The purpose of this list is to suggest projects that increase equitable access to park resources in park deficient areas for communities of color and underserved communities in Portland. Since 2017 PP&R park deficient areas for communities of color and underserved communities in Portland. Since 2017 PP&R has invested over 80% of Capital Growth dollars in areas with a higher than city average percentages of one has invested over 80% of Capital Growth dollars in areas with a higher than city average percentages of one of our equity metrics (youth 0-18 years old, People of Color, households experiencing poverty). of our equity metrics (youth 0-18 years old, People of Color, households experiencing poverty). Additionally, this year PP&R’s Planning Program is completing Level of Service (LOS) studies that have Additionally, this year PP&R’s Planning Program is completing Level of Service (LOS) studies that have reached out extensively to Black, Indigenous, and People of Color and immigrant and refugee communities reached out extensively to Black, Indigenous, and People of Color and immigrant and refugee communities with 12 listening sessions, including 152 participants. These listening sessions allowed the community to with 12 listening sessions, including 152 participants. These listening sessions allowed the community to identify desired park features and help prioritize areas for future increased investments. The LOS will identify desired park features and help prioritize areas for future increased investments. The LOS will establish minimum target levels of service for all Portlanders, with a focus on communities of color and establish minimum target levels of service for all Portlanders, with a focus on communities of color and underserved communities in Portland. underserved communities in Portland.

Changes to Program In 2020, due to the COVID-19 public health emergency, PP&R experienced a massive shift in operations and In 2020, due to the COVID-19 public health emergency, PP&R experienced a massive shift in operations and service levels. Portlanders have seen painful service level reductions, many of which continue, including service levels. Portlanders have seen painful service level reductions, many of which continue, including closed community and art centers, pools, and the cancelation of all public event permits, except closed community and art centers, pools, and the cancelation of all public event permits, except for group sizes approved by the State of Oregon. for group sizes approved by the State of Oregon. COVID-19 impacted all City bureaus and dramatically affected revenues. The City implemented wage COVID-19 impacted all City bureaus and dramatically affected revenues. The City implemented wage freezes and furloughs, and bureaus were asked to take budget reductions. PP&R’s budget was reduced freezes and furloughs, and bureaus were asked to take budget reductions. PP&R’s budget was reduced further as 30% of its operating budget was dependent on program fee revenue that would not be further as 30% of its operating budget was dependent on program fee revenue that would not be earned. PP&R laid off over 750 seasonal and casual staff, did not fill open vacancies, earned. PP&R laid off over 750 seasonal and casual staff, did not fill open vacancies, reduced capital budgets, and reduced spending on materials and services. reduced capital budgets, and reduced spending on materials and services. In November of 2020, Portland voters passed the Parks 2020 Operating Levy, a five-year levy to provide In November of 2020, Portland voters passed the Parks 2020 Operating Levy, a five-year levy to provide Recreation for All, Protect and Grow Nature, and support Community Partnerships. Portland Parks & Recreation for All, Protect and Grow Nature, and support Community Partnerships. Portland Parks & Recreation is grateful to the community for its support and is excited to have the opportunity Recreation is grateful to the community for its support and is excited to have the opportunity to restore programs and services, with a focus on serving Black, Indigenous, and People of Color, refugee to restore programs and services, with a focus on serving Black, Indigenous, and People of Color, refugee and immigrant communities, people experiencing poverty, people living with disabilities, and older adults. and immigrant communities, people experiencing poverty, people living with disabilities, and older adults.

56 City of Portland, Oregon – FY 2021-22 Requested Budget Page56 128 City of PortlandCity Parks of Portland, & Recreation Oregon –- FYRequested 2021-22 RequestedBudget FY Budget 2021-22 Portland Parks and Recreation Program Offers | Planning Portland Parks & Recreation PortlandPortland ParksParks andand RecreationRecreation

The City Council’s levy referral to the ballot promised restoration of Portlandsummer programs Parks inand 2021. Recreation PP&R will requestTheThe CityCity City Council’sCouncil’s Council levylevy approval referralreferral to toto access thethe ballotballot funds promisedpromised in FY 2020-21 restorationrestoration to ramp ofof summerupsummer operations programsprograms to provide inin 2021.2021. summer PP&RPP&R willwill programs,request City build Council capacity approval for levy-funded to access funds program in FY expansion, 2020-21 to andramp address up operations critical points to provide of summer Therequest City City Council’s Council levy approval referral to to access the ballot funds promised in FY 2020-21 restoration to ramp of summer up operations programs to provide in 2021. summer PP&R will potentialprograms, failure build incapacity the bureau. for levy-funded This FY 2021-22 program Requested expansion, Budget and includes address thesecritical points of requestprograms, City build Council capacity approval for levy-funded to access funds program in FY expansion,2020-21 to rampand address up operations critical pointsto provide of summer items.potential PP&R failure will in continue the bureau. to engage This FY the 2021-22 community Requested to create Budget a complete includes FY these 2021-22 levy budget as part of programs,potential failure build capacityin the bureau. for levy-funded This FY 2021-22 program Requested expansion, Budget and includesaddress criticalthese points of theitems. City’s PP&R Fall will Budget continue Monitoring to engage Process the community submission to in create September a complete 2021. FY 2021-22 levy budget as part of potentialitems. PP&R failure will in continue the bureau. to engage This FY the 2021-22 community Requested to create Budget a complete includes FY these 2021-22 levy budget as part of the City’s Fall Budget Monitoring Process submission in September 2021. items.the City’s PP&R Fall will Budget continue Monitoring to engage Process the community submission to in create September a complete 2021. FY 2021-22 levy budget as part of the City’s Fall Budget Monitoring Process submission in September 2021. Program Budget Program Budget Program Budget Actuals Actuals Revised Requested No DP Requested Program Budget FYActuals Actuals2018-19 FYActuals Actuals2019-20 FYRevisedRevised 2020-21 RequestedRequestedFY 2021-22 No No DP DP FYRequestedRequested 2021-22 FYFY 2018-19 2018-19 FYFY 2019-20 2019-20 FYFY 2020-21 2020-21 FYFY 2021-22 2021-22 FYFY 2021-22 2021-22 Requirements Actuals Actuals Revised Requested No DP Requested RequirementsBureauRequirements Expenditures FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2021-22 RequirementsBureauBureauPersonnel Expenditures Expenditures Services 906,237 886,561 783,996 1,136,158 1,136,158 BureauPersonnelExternalPersonnel Expenditures Materials Services Services and Services 906,237906,23771,636 886,561116,070886,561 783,996146,973783,996 1,136,1581,136,158147,042 1,136,1581,136,158147,042 ExternalPersonnelInternalExternal MaterialsMaterials Materials Services andand and ServicesServices Services 906,23771,63636,05371,636 116,070886,561116,07013,734 146,973783,996146,97322,812 1,136,158147,042147,04221,234 1,136,158147,042147,04221,234 BureauInternalExternalInternal Expenditures Materials MaterialsMaterials and andand Total Services ServicesServices 1,013,92671,63636,05336,053 1,016,364116,07013,73413,734 146,973953,78122,81222,812 1,304,434147,04221,23421,234 1,304,434147,04221,23421,234 BureauBureauInternalEnding Expenditures ExpendituresFund Materials Balance and Total ServicesTotal 1,013,9261,013,92636,053 1,016,3641,016,36413,734 953,781953,78122,812 1,304,4341,304,43421,234 1,304,4341,304,43421,234 BureauRequirementsEndingEnding Expenditures Fund Fund Balance BalanceTotal Total 1,013,9261,013,926 1,016,3641,016,364 953,781953,781 1,304,4341,304,434 1,304,4341,304,434 Requirements RequirementsEnding Fund Balance Total Total 1,013,9261,013,926 1,016,3641,016,364 953,781953,781 1,304,4341,304,434 1,304,4341,304,434 Requirements Total 1,013,926 1,016,364 953,781 1,304,434 1,304,434 FTE 7.00 7.00 7.90 7.90 7.90 FTEFTE 7.007.00 7.007.00 7.907.90 7.907.90 7.907.90 BudgetFTE Narrative 7.00 7.00 7.90 7.90 7.90 BudgetBudget NarrativeNarrative BudgetResources NarrativeThe Planning program is supported entirely by General Fund resources. ResourcesResources TheThe PlanningPlanning programprogram isis supportedsupported entirelyentirely byby GeneralGeneral FundFund resources.resources. Expenses The Planning program budget totals $1.3 million and primarily consists of staff Resources The Planning program is supported entirely by General Fund resources. ExpensesExpenses costs.TheThe PlanningPlanning programprogram budgetbudget totalstotals $1.3$1.3 millionmillion andand primarilyprimarily consistsconsists ofof staffstaff costs. Expenses Thecosts. Planning program budget totals $1.3 million and primarily consists of staff Staffing The program consists of 7.9 FTE. costs. StaffingStaffing TheThe programprogram consistsconsists ofof 7.97.9 FTE.FTE. Assets and Liabilities There are no assets and liabilities associated with this program offer. Staffing The program consists of 7.9 FTE. AssetsAssets andand LiabilitiesLiabilities ThereThere areare nono assetsassets andand liabilitiesliabilities associatedassociated withwith thisthis programprogram offer.offer. Program Information Assets and Liabilities There are no assets and liabilities associated with this program offer. ProgramProgram InformationInformation Program Contact: Information Lauren McGuire ProgramProgram Contact:Contact: LaurenLauren McGuireMcGuire Contact Phone: 971-940-5538 Program Contact: Lauren McGuire ContactContact Phone:Phone: 971-940-5538971-940-5538 Website: portlandparks.org Contact Phone: 971-940-5538 Website:Website: portlandparks.orgportlandparks.org Website: portlandparks.org

City of Portland, Oregon – FY 2021-22 Requested Budget 57

CityCityCity ofof of PortlandPortland, Portland, ParksOregon Oregon & – –Recreation FY FY 2021-22 2021-22 - Requested Requested Budget Budget Budget FY 2021-22 Page5757 129 City of Portland, Oregon – FY 2021-22 Requested Budget 57 Portland Parks and Recreation

Portland Parks & Recreation Property | Program Offers Portland Parks and Recreation

Property Property Program Description & Goals Program Description & Goals Program Description & Goals

Portland Parks & Recreation’s (PP&R) Property Program supports the management of more than 11,712 acres of parkland, including 146 developed parks, 8,000 acres of natural areas, and all bureau structures Portland Parks & Recreation’s (PP&R) Property Program supports the management of more than 11,712 with the goal of delivering a wide range of parks and recreation services to a diverse array of park users. acres of parkland, including 146 developed parks, 8,000 acres of natural areas, and all bureau structures Select outcomes of the Property Program are to: with the goal of delivering a wide range of parks and recreation services to a diverse array of park users. Select outcomes of the Property Program are to: Select outcomes of the Property Program are to:  activate PP&R property through mission-aligned partnerships;

 generate revenue to support the sustainable operation and expansion of Bureau  activategenerate PP&R revenue property to support through the sustainable mission-aligned operation partnerships; and expansion of Bureau properties;  properties;  generate revenue to support the sustainable operation and expansion of Bureau  equitably manage the total inventory of PP&R property to support the delivery  properties;equitably manage the total inventory of PP&R property to support the delivery of parks and recreation services to all Portlanders;  of parks and recreation services to all Portlanders;  equitably manage the total inventory of PP&R property to support the delivery  promote the Bureau’s uptake of asset management best practices;  ofpromote parks andthe Bureau’srecreation uptake services of toasset all managementPortlanders; best practices;  collect, analyze, and maintain key asset data to guide the long-term Capital  promotecollect, analyze, the Bureau’s and maintain uptake of key asset asset management data to guide best the practices; long-term Capital Maintenance and Improvement Plans; and  Maintenance and Improvement Plans; and  collect, analyze, and maintain key asset data to guide the long-term Capital  provide operational support in key areas.  Maintenanceprovide operational and Improvement support in key Plans; areas. and

  provide operational support in key areas. The Property Program includes two PP&R teams: Property Management and Asset Management. The Property Program includes two PP&R teams: Property Management and Asset Management. PP&R has recently created a Healthy Parks, Healthy Portland Framework to guide planning for 2021 and beyond. The bureau spent 2020 evaluating the success of its three major plans: Vision 2020, 2017-2020 PP&R has recently created a Healthy Parks, Healthy Portland Framework to guide planning for 2021 and Strategic Plan, and Five-Year Racial Equity Plan. As part of its strategic planning work in 2021, PP&R will be beyond. The bureau spent 2020 evaluating the success of its three major plans: Vision 2020, 2017-2020 creating new performance measures and aligning them with strategic objectives and organizational Strategic Plan, and Five-Year Racial Equity Plan. As part of its strategic planning work in 2021, PP&R will be workplans. In particular, PP&R will identify performance measures for equity objectives. creating new performance measures and aligning them with strategic objectives and organizational workplans. In particular, PP&R will identify performance measures for equity objectives. PP&R performance was and continues to be affected by the COVID-19 public health emergency. The bureau expects that FY 2021-22 programs and services will continue to be responsive to the public health and PP&R performance was and continues to be affected by the COVID-19 public health emergency. The bureau economic emergency. expects that FY 2021-22 programs and services will continue to be responsive to the public health and economic emergency. Explanation of Services Explanation of Services Explanation of Services

PP&R’s Property team: PP&R’s Property team: PP&R’s Property team:   issues permits for park users and non-park users;

 drafts, negotiates, and manages property agreements;  issuesdrafts, permitsnegotiates, for parkand manages users and property non-park agreements; users;  facilitates property acquisition and disposition;  drafts,facilitates negotiates, property and acquisition manages and property disposition; agreements;  coordinates with other agencies and landowners; and  facilitatescoordinates property with other acquisition agencies and and disposition; landowners; and  leads strategic partnership efforts.  coordinatesleads strategic with partnership other agencies efforts. and landowners; and

  leads strategic partnership efforts.

58 City of Portland, Oregon – FY 2021-22 Requested Budget 58 City of Portland, Oregon – FY 2021-22 Requested Budget Page58 130 City of PortlandCity Parks of Portland, & Recreation Oregon –- FYRequested 2021-22 RequestedBudget FY Budget 2021-22 Program Offers | Property Portland Portland Parks Parks and & RecreationRecreation

The Asset Management team:

 works to advance the Bureau’s uptake of asset management best practices;

 assesses condition of assets and facilities;

 manages the project selection process of PP&R’s major maintenance program and budget (with equity screens);

 supports PP&R operations with mandatory sidewalk inspections, work-order flow, utility locate screening, and asset information collection, investigations, and management; and

 manages PP&R’s 20-year Capital Improvement Program data in conjunction with the Planning and Capital Project programs.

Equity Impacts

PP&R’s Property Program has a variety of direct and indirect impacts on the equitable delivery of services. Which uses are allowed in parks, how much they cost or how they get funded, where they are allowed, and what condition they are in all have varying impacts on communities of color and underrepresented groups. The Property & Business Development team must balance legacy user expectations, changing community needs, infrastructure and maintenance costs, and internal resource allocation, while keeping access equitable and affordable. The Property Program works to balance budgetary constraints and provide equitable levels of service to all park users. To ensure theses values are upheld, careful reviews of all permit fees are conducted to ensure that individual use and commercial charges are appropriately in balance and meet the demographic needs of surrounding communities.

The Asset Management team detects, elevates, and addresses unintended service disparities through a systematic approach, structured process evolution, and data management. Asset Management frameworks, with an embedded equity lens, strive to balance value, cost, and risk over time, working to better achieve intergenerational equity in physical infrastructure investment and consumption for a future, more diverse Portland. It also tracks progress by evaluating infrastructure and work orders for disparities using demographic data.

New positions supported by the Parks 2020 Operations Levy provide an opportunity to improve employee diversity metrics. PP&R has made great strides in diversifying its workforce. In 2015, the bureau’s regular staff was 18% BIPOC; currently, our regular staff is 28% BIPOC. Managers increased from 11% BIPOC in 2015 to almost 30% at present; Black managers increased from 3% to 19%.

Overall, including our seasonal and casual employees, our workforce is currently 31.7% BIPOC. PP&R will continue to diversify its workforce when hiring for the permanent and seasonal and casual positions made possible by levy resources. Additional resources in the Workforce Development and Equity & Inclusion teams will also help us improve our onboarding and training for staff, which will help improve retention and promotion of BIPOC staff members. These investments will also improve outcomes related to how employees feel about their PP&R work experience.

CityCity ofof PortlandPortland, OregonParks & – Recreation FY 2021-22 - Requested Requested Budget Budget FY 2021-22 Page59 131 Portland Parks and Recreation PortlandPortland Parks Parks &and Recreation Recreation Property | Program Offers

Changes to Program Changes to Program In 2020, due to the COVID-19 public health emergency, PP&R experienced a massive shift in operations and In 2020, due to the COVID-19 public health emergency, PP&R experienced a massive shift in operations and service levels. Portlanders have seen painful service level reductions, many of which continue, including service levels. Portlanders have seen painful service level reductions, many of which continue, including closed community and art centers, pools, and the cancelation of all public event permits, except for group closed community and art centers, pools, and the cancelation of all public event permits, except for group sizes approved by the State of Oregon. sizes approved by the State of Oregon. COVID-19 impacted all City bureaus and dramatically affected revenues. The City implemented wage COVID-19 impacted all City bureaus and dramatically affected revenues. The City implemented wage freezes and furloughs, and bureaus were asked to take budget reductions. PP&R’s budget was reduced freezes and furloughs, and bureaus were asked to take budget reductions. PP&R’s budget was reduced further as 30% of its operating budget was dependent on program fee revenue that would not be earned. further as 30% of its operating budget was dependent on program fee revenue that would not be earned. PP&R laid off over 750 seasonal and casual staff, did not fill open vacancies, reduced capital budgets, and PP&R laid off over 750 seasonal and casual staff, did not fill open vacancies, reduced capital budgets, and reduced spending on materials and services. reduced spending on materials and services. In November of 2020, Portland voters passed the Parks 2020 Operating Levy, a five-year levy to provide In November of 2020, Portland voters passed the Parks 2020 Operating Levy, a five-year levy to provide Recreation for All, Protect and Grow Nature, and support Community Partnerships. Portland Parks & Recreation for All, Protect and Grow Nature, and support Community Partnerships. Portland Parks & Recreation is grateful to the community for its support and is excited to have the opportunity to restore Recreation is grateful to the community for its support and is excited to have the opportunity to restore programs and services, with a focus on serving Black, Indigenous, and People of Color, refugee and programs and services, with a focus on serving Black, Indigenous, and People of Color, refugee and immigrant communities, people experiencing poverty, people living with disabilities, and older adults. immigrant communities, people experiencing poverty, people living with disabilities, and older adults. The City Council’s levy referral to the ballot promised restoration of summer programs in 2021. PP&R will The City Council’s levy referral to the ballot promised restoration of summer programs in 2021. PP&R will request City Council approval to access funds in FY 2020-21 to ramp up operations to provide summer request City Council approval to access funds in FY 2020-21 to ramp up operations to provide summer programs, build capacity for levy-funded program expansion, and address critical points of potential failure programs, build capacity for levy-funded program expansion, and address critical points of potential failure in the bureau. This FY 2021-22 Requested Budget includes these items. PP&R will continue to engage the in the bureau. This FY 2021-22 Requested Budget includes these items. PP&R will continue to engage the community to create a complete FY 2021-22 levy budget as part of the City’s Fall Budget Monitoring Process community to create a complete FY 2021-22 levy budget as part of the City’s Fall Budget Monitoring Process submission in September 2021. submission in September 2021. PP&R’s Property & Business Development team is adding staff capacity to fill in existing service gaps that PP&R’s Property & Business Development team is adding staff capacity to fill in existing service gaps that are critical to the levy ramp and existing operations. Much of this group’s work is on the critical path for are critical to the levy ramp and existing operations. Much of this group’s work is on the critical path for work in all divisions, and these new staff positions will ensure that new work and existing service gaps do work in all divisions, and these new staff positions will ensure that new work and existing service gaps do not overstress the current system and lead to failures as the Bureau scales with the Levy. not overstress the current system and lead to failures as the Bureau scales with the Levy. PP&R’s Asset Management team is adding staff to provide critical institutional capacity for levy growth, PP&R’s Asset Management team is adding staff to provide critical institutional capacity for levy growth, ongoing operations, and more holistic implementation of asset management best practices, including ongoing operations, and more holistic implementation of asset management best practices, including natural asset portfolios and asset information management. natural asset portfolios and asset information management. The Property Program is adding 6 new FTE as part of the FY 2021-22 Requested Budget. The Property Program is adding 6 new FTE as part of the FY 2021-22 Requested Budget.

Program Budget Program Budget Actuals Actuals Revised Requested No DP Requested FYActuals 2018-19 FYActuals 2019-20 FYRevised 2020-21 RequestedFY 2021-22 No DP FYRequested 2021-22 FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2021-22 Requirements Requirements Bureau Expenditures Bureau Expenditures Personnel Services 1,344,594 1,251,626 1,749,601 1,838,461 2,689,340 Personnel Services 1,344,594 1,251,626 1,749,601 1,838,461 2,689,340 External Materials and Services 1,208,700 1,263,151 1,752,893 663,865 683,865 External Materials and Services 1,208,700 1,263,151 1,752,893 663,865 683,865 Internal Materials and Services (969,826) (904,985) (1,408,397) 57,685 57,685 Internal Materials and Services (969,826) (904,985) (1,408,397) 57,685 57,685 Bureau Expenditures Total 1,583,468 1,609,793 2,094,097 2,560,011 3,430,890 Bureau Expenditures Total 1,583,468 1,609,793 2,094,097 2,560,011 3,430,890

60 City of Portland, Oregon – FY 2021-22 Requested Budget Page60 132 City of PortlandCity Parks of Portland, & Recreation Oregon –- FYRequested 2021-22 RequestedBudget FY Budget 2021-22 Program Offers | Property Portland Portland Parks Parks and & RecreationRecreation Portland Parks and Recreation Program Budget Portland Parks and Recreation Program Budget Actuals Actuals Revised Requested No DP Requested FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2021-22 Program Budget Actuals Actuals Revised Requested No DP Requested Ending Fund Balance FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2021-22 Actuals Actuals Revised Requested No DP Requested RequirementsEnding Fund Balance Total 1,583,468 1,609,793 2,094,097 2,560,011 3,430,890 FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2021-22 Requirements Total 1,583,468 1,609,793 2,094,097 2,560,011 3,430,890 Ending Fund Balance

Requirements Total 1,583,468 1,609,793 2,094,097 2,560,011 3,430,890 FTE 11.75 12.00 14.00 14.00 20.00

FTE 11.75 12.00 14.00 14.00 20.00 Budget Narrative FTE 11.75 12.00 14.00 14.00 20.00 ResourcesBudget NarrativeOperations of this program are primarily funded with General Fund discretionary Budget Narrativeand, beginning in FY 2021-22, resources from the Parks 2020 Operating Levy. Resources AdditionalOperations revenuesof this program come from are primarily non-parks funded use permits with General for construction Fund discretionary and other and, beginning in FY 2021-22, resources from the Parks 2020 Operating Levy. Resources Operationstemporary encroachmentsof this program on are parks primarily property, funded lease with and General concessionaire Fund discretionary payments, dispositionAdditional revenuesproceeds, come and other from miscellaneousnon-parks use revenue.permits for construction and other temporaryand, beginning encroachments in FY 2021-22, on parksresources property, from thelease Parks and 2020concessionaire Operating payments,Levy. dispositionAdditional revenuesproceeds, come and other from miscellaneousnon-parks use revenue.permits for construction and other Expenses temporaryOngoing expenses encroachments include onstaff parks costs property, and materials lease and concessionaireservices. payments, Expenses Ongoingdisposition expenses proceeds, include and other staff costsmiscellaneous and materials revenue. and services. Staffing The Property team includes 8.0 FTE, and the Asset Management team includes 12.0 FTE. StaffingExpenses TheOngoing Property expenses team includeincludes staff 8.0 FTE,costs and and the materials Asset Management and services. team includes 12.0 FTE. StaffingAssets TheWhile Property it does teammanage includes the use 8.0 of FTE, PP&R and properties, the Asset Managementthe Property program team includes is not 12.0 and Liabilities responsible for the day-to-day maintenance and operation or the long-term major Assets WhileFTE. it does manage the use of PP&R properties, the Property program is not maintenance and replacement of significant assets. All facilities and fleet vehicles and Liabilities responsible for the day-to-day maintenance and operation or the long-term major used by Property staff are managed by the City. All replacement is funded through Assets maintenanceWhile it does andmanage replacement the use of of PP&R significant properties, assets. the All Property facilities programand fleet isvehicles not and Liabilities rates paid to the central service providers. Asset Management is responsible for usedresponsible by Property for the staff day-to-day are managed maintenance by the City. and All operation replacement or the is long-term funded through major significant corporate and program asset-data resources. ratesmaintenance paid to theand central replacement service of providers. significant Asset assets. Management All facilities is and responsible fleet vehicles for significantused by Property corporate staff and are program managed asset-data by the City. resources. All replacement is funded through Program Informationrates paid to the central service providers. Asset Management is responsible for significant corporate and program asset-data resources. Program Contact: Information Dylan Paul Program Contact: Information Dylan Paul Contact Phone: (503) 823-5229 ContactProgram Phone: Contact: (503)Dylan 823-5229 Paul Website: portlandparks.org Website:Contact Phone: portlandparks.org(503) 823-5229 Website: portlandparks.org

CityCity of Portland,Portland OregonParks & – RecreationFY 2021-22 -Requested Requested Budget Budget FY 2021-22 Page61 133 City of Portland, Oregon – FY 2021-22 Requested Budget 61

City of Portland, Oregon – FY 2021-22 Requested Budget 61 Portland Parks and Recreation Portland Parks & Recreation Recreation Facility Operations | Program Offers Portland Parks and Recreation Recreation Facility Operations Recreation Facility Operations Program Description & Goals

Program Description & Goals

Portland Parks & Recreation’s (PP&R) Recreation Facility Operations provides the basic operating platform for the delivery of recreation programs, services, and opportunities. It includes the staffing, materials, and Portland Parks & Recreation’s (PP&R) Recreation Facility Operations provides the basic operating platform services necessary to open the doors at community centers, as well as the systems that support service for the delivery of recreation programs, services, and opportunities. It includes the staffing, materials, and delivery. It also includes a portion of management and supervisory costs and the staff that present services necessary to open the doors at community centers, as well as the systems that support service thousands of recreation programs to the community. delivery. It also includes a portion of management and supervisory costs and the staff that present thousands of recreation programs to the community. Much of the work of Recreation Facility Operations involves oversight, care and coordination of the facility and its assets as management of the service focus functions including: facilitating the visitor experience, Much of the work of Recreation Facility Operations involves oversight, care and coordination of the facility managing customer accounts, guest pass and class registrations, coordination of sales, inventory control, and its assets as management of the service focus functions including: facilitating the visitor experience, performance tracking and reporting; site rental management, safety coordination throughout each facility managing customer accounts, guest pass and class registrations, coordination of sales, inventory control, and more. performance tracking and reporting; site rental management, safety coordination throughout each facility and more. Recreation Facility Operation’s key goals are to provide: Recreation Facility Operation’s key goals are to provide:  community access to available facilities and resources;

 communitysafe and effective access use to availableof resources facilities to create and the resources; highest value for the community;  safe and effective use of resources to create the highest value for the  community;quality and consistent customer experiences; and

 qualityeffective and leadership, consistent training, customer and experiences; resources for and staff to deliver quality programming.  effective leadership, training, and resources for staff to deliver quality programming. Desired outcomes for this Program are as follows: Desired outcomes for this Program are as follows:  services are distributed equitably throughout the city;

 services are distributedresponsive to,equitably and inclusive throughout of, diverse the city; communities;

 servicesvisitors andare responsivecustomers enjoyto, and increased inclusive health of, diverse and fitness communities; due to participation;

 visitorsadequate and facilities customers exist enjoy to meet increased current healthand future and fitnessneeds; dueand to participation;

 adequatefacilities provide facilities welcoming exist to meet spaces current for socialand future interaction needs; and and community use.

 facilities provide welcoming spaces for social interaction and community use. Program performance measures tracked that are relevant to this program include: Program performance measures tracked that are relevant to this program include:  In PP&R’s 2017 Community Needs Survey, 22% of respondents overall indicated that the cost of programs was a barrier; 28% of East Portlanders cited  In PP&R’s 2017 Community Needs Survey, 22% of respondents overall cost as a barrier. indicated that the cost of programs was a barrier; 28% of East Portlanders cited  costThe percentas a barrier. of participants who rate their experience as ’good” or ’very good”.

 The percent of participants who rate their experience as ’good” or ’very good”.

62 City of Portland, Oregon – FY 2021-22 Requested Budget

Page62 134 City of PortlandCity Parks of Portland, & Recreation Oregon –- FYRequested 2021-22 RequestedBudget FY Budget 2021-22 Portland Parks and Recreation

Program Offers | Recreation Facility Operations Portland Portland Parks Parks and & RecreationRecreation Portland Parks and Recreation PP&R has recently created a Healthy Parks, Healthy Portland FrameworkPortland to guide Parks planning and for Recreation 2021 and PP&Rbeyond. has The recently bureau created spent 2020a Healthy evaluating Parks, the Healthy success Portland of its three Framework major plans: to guide Vision planning 2020, 2017-2020 for 2021 and beyond.PP&RStrategic has The Plan, recently bureau and Five-Yearcreated spent 2020a HealthyRacial evaluating Equity Parks, Plan.the Healthy success As part Portland of of its its three strategic Framework major planning plans: to guide Vision work planning 2020,in 2021, 2017-2020 for PP&R 2021 will and be Strategicbeyond.creatingPP&R has newThe Plan, recently bureauperformance and Five-Yearcreated spent 2020measuresa HealthyRacial evaluating Equity andParks, aligning Plan.the Healthy success As them part Portland of withof its its three strategicstrategic Framework major objectivesplanning plans: to guide Vision workand planning organizational 2020,in 2021, 2017-2020 for PP&R 2021 will and be creatingStrategicworkplans.beyond. newThe Plan, In bureauperformance particular,and Five-Year spent PP&R 2020measures Racial evaluatingwill Equity identifyand aligning Plan.the performance success As them part of withof its measuresits three strategicstrategic major for objectivesplanning equityplans: Visionobjectives. workand organizational 2020,in 2021, 2017-2020 PP&R will be workplans.creatingStrategic new Plan, In performance particular,and Five-Year PP&R measures Racial will Equity identifyand aligning Plan. performance As them part withof measuresits strategicstrategic for objectivesplanning equity objectives. workand organizational in 2021, PP&R will be workplans.Increating many newcases, In performance particular, PP&R performance PP&R measures will was identifyand and aligning continues performance them to with be measures affected strategic byfor objectives theequity COVID-19 objectives. and organizational public health Inemergency.workplans. many cases, InThe particular, PP&R bureau performance expects PP&R thatwill was FYidentify and2021-22 continues performance programs to be andmeasures affected services byfor will theequity COVID-19continue objectives. to public be responsive health to the emergency.Inpublic many health cases, The and PP&R bureau economic performance expects emergency. that was FY and2021-22 continues programs to be and affected services by willthe COVID-19continue to public be responsive health to the publicemergency.In many health cases, The and PP&R bureau economic performance expects emergency. that was FY and2021-22 continues programs to be and affected services by willthe COVID-19continue to public be responsive health to the publicemergency. health The and bureau economic expects emergency. that FY 2021-22 programs and services will continue to be responsive to the public health and economic emergency. Performance Measures

Performance Measures Actuals Actuals Target Target Strategic

Performance Measures Performance FY 2018-19 FY 2019-20 2020-21 FY 2021-22 Target Actuals Actuals Target Target Strategic Performance Measures Percentage of participants whoPerformance rate their experience as good or very good FYActuals 2018-19 94% FYActuals 2019-20 NA 2020-21Target NA FYTarget 2021-22 NA StrategicTarget 96% Performance FYActuals 2018-19 FYActuals 2019-20 2020-21Target FYTarget 2021-22 StrategicTarget Percentage of participants who rate their experience as good or very good 94% NA NA NA 96% Performance FY 2018-19 FY 2019-20 2020-21 FY 2021-22 Target ExplanationPercentage of participants of who Servicesrate their experience as good or very good 94% NA NA NA 96% Percentage of participants who rate their experience as good or very good 94% NA NA NA 96% Explanation of Services ExplanationPP&R’s Recreation of Facility Services Operations includes basic operations for: PP&R’sExplanation Recreation of Facility Services Operations includes basic operations for: PP&R’s Recreation Facility OperationsNine Community includes Centers basic operations (Charles Jordan, for: East Portland, Matt Dishman, Mt. PP&R’s Recreation Facility OperationsScott, Southwest, includes Peninsula basic operations Park, St. for:Johns, Woodstock, Montavilla)  Nine Community Centers (Charles Jordan, East Portland, Matt Dishman, Mt.  Nine Community Centers (Charles Jordan, East Portland, Matt Dishman, Mt.  ThreeScott, Southwest,Arts Facilities Peninsula (Multnomah Park, ArtsSt. Johns, Center, Woodstock, Community Montavilla) Music Center,  Nine Community Centers (Charles Jordan, East Portland, Matt Dishman, Mt. InterstateScott, Southwest, Firehouse Peninsula Cultural Park, Center) St. Johns, Woodstock, Montavilla)  Scott,Three Southwest,Arts Facilities Peninsula (Multnomah Park, ArtsSt. Johns, Center, Woodstock, Community Montavilla) Music Center,  Three Arts Facilities (Multnomah Arts Center, Community Music Center,  SummerInterstate Free Firehouse For All Cultural (Movies, Center) Concerts, Free Lunch + Play), and  InterstateThree Arts Firehouse Facilities Cultural(Multnomah Center) Arts Center, Community Music Center,  InterstateUrbanSummer Parks Free Firehouse (Gateway For All Cultural (Movies, Discovery Center) Concerts, Park). Free Lunch + Play), and  Summer Free For All (Movies, Concerts, Free Lunch + Play), and  SummerUrban Parks Free (Gateway For All (Movies, Discovery Concerts, Park). Free Lunch + Play), and Equity Impacts  Urban Parks (Gateway Discovery Park). Equity Impacts  Urban Parks (Gateway Discovery Park). EquityCommunity Impacts Centers serve all Portlanders, including BIPOC youth and families, Immigrants and Refugees, CommunityEquityfamilies living Impacts Centers in poverty, serve peopleall Portlanders, living with including disabilities, BIPOC and youth older and adults. families, Immigrants and Refugees, familiesCommunity living Centers in poverty, serve peopleall Portlanders, living with including disabilities, BIPOC and youth older and adults. families, Immigrants and Refugees, familiesDueCommunity to the living COVID-19 Centers in poverty, serve pandemic, peopleall Portlanders, PP&R living has with including closed disabilities, all BIPOCcommunity and youth older centers and adults. families, and pools Immigrants and redefined and Refugees,programs Dueasfamilies directed to the living COVID-19 by publicin poverty, health pandemic, people guidelines PP&R living issued has with closed disabilities,by the all Oregon community and Health older centers adults.Authority. and pools Community and redefined Centers programs will not asDueserve directed to the the community COVID-19 by public health withpandemic, access guidelines PP&R to aquatics, issued has closed indoorby the all Oregon fitnesscommunity programs, Health centers Authority. special and pools events,Community and or redefined rental Centers spaces programs will not serveasduringDue directed to the thethis community COVID-19 bytime, public but health willwithpandemic, reopen access guidelines PP&R whento aquatics, issued hasguidelines closed indoorby the allpermit. Oregon fitnesscommunity Outdoor programs, Health centers programsAuthority. special and pools and events,Community services and or redefined rental have Centers spaces continued programs will not duringserveas directedguidelines the this community bytime, allow. public but health willwith reopen access guidelines whento aquatics, issued guidelines indoorby the permit. Oregonfitness Outdoor programs, Health programsAuthority. special and events,Community services or rental have Centers spaces continued will not asduringserve guidelines the this community time, allow. but willwith reopen access whento aquatics, guidelines indoor permit. fitness Outdoor programs, programs special andevents, services or rental have spaces continued asDuringduring guidelines thisthe COVID-19time, allow. but will closure, reopen Recreation when guidelines Services permit.has taken Outdoor the opportunity programs toand review services its overallhave continued Duringoperations,as guidelines the COVID-19customer allow. service, closure, partnerships, Recreation Services and staff has management taken the opportunity through an to equity review lens. its Thisoverall review of operations,Duringcurrent thepractices COVID-19customer and service,gaps closure, in operationpartnerships, Recreation has Services andled tostaff the has management creation taken the of opportunityfocus through groups, an to equity equity-based review lens. its Thisoverall projects, review staff of currentoperations,engagement,During thepractices COVID-19customer and anda shift service,gaps closure, in inorganizational operationpartnerships, Recreation has culture.Services andled tostaff the has management creation taken the of opportunityfocus through groups, an to equity equity-based review lens. its Thisoverall projects, review staff of engagement,currentoperations, practices customer and anda shift service,gaps in inorganizational operationpartnerships, has culture. andled tostaff the management creation of focus through groups, an equity equity-based lens. This projects, review staff of engagement,current practices and anda shift gaps in inorganizational operation has culture. led to the creation of focus groups, equity-based projects, staff engagement, and a shift in organizational culture.

City of Portland, Oregon – FY 2021-22 Requested Budget 63 City of Portland, Oregon – FY 2021-22 Requested Budget 63 CityCity of Portland,Portland OregonParks & – Recreation FY 2021-22 -Requested Requested Budget Budget FY 2021-22 Page63 135 City of Portland, Oregon – FY 2021-22 Requested Budget 63 PortlandPortland Parks Parks &and Recreation Recreation Recreation Facility Operations | Program Offers Portland Parks and Recreation

Further, Recreation has created and introduced an outdoor based Fitness in the Park program with a goal to provideFurther, fitness,Recreation mind/body has created classes, and andintroduced dance in an an outdoor outdoor based setting Fitness that isin closer the Park to homeprogram for withBlack, a goal to Indigenous,provide fitness, and mind/body People of Color, classes, Immigrant and dance and in anRefugee outdoor communities, setting that people is closer experiencing to home for poverty,Black, peopleIndigenous, living and with People disabilities, of Color, and Immigrant older adults. and With Refugee a ‘pay communities, as you can” peoplemodel andexperiencing outreach poverty,to our partner organizations,people living with this disabilities,program will and provide older adults.opportunities With a ‘payto better as you serve can” our model wider and population outreach and to our partner communities.organizations, this program will provide opportunities to better serve our wider population and communities. As recreation facilities open to the public, the Recreation Division will strive to provide 50% of registered capacityAs recreation to BIPOC facilities youth open and to families, the public, Immigrants the Recreation and Refugees, Division andwill familiesstrive to living provide in poverty50% of registered through outreachcapacity towith BIPOC partner youth organizations. and families, Language Immigrants translation and Refugees, of program and families information living and in povertysignage andthrough virtual programoutreach withopportunities partner organizations. will continue Languageto expand translationaccess to Recreation of program programming. information and signage and virtual program opportunities will continue to expand access to Recreation programming. Positions supported by the Parks 2020 Operations Levy provide an opportunity to improve division employeePositions supported diversity metrics. by the Parks PP&R 2020 has madeOperations great stridesLevy provide in improving an opportunity the percentage to improve of our division workforce that isemployee made up diversity of Black, metrics. Indigenous, PP&R or has People made of great Color strides (BIPOC). in improving In 2015, the the bureau’s percentage regular of our staff workforce was 18% that BIPOC;is made currently,up of Black, our Indigenous, regular staff or is People 28% BIPOC. of Color PP&R (BIPOC). BIPOC In 2015,managers the bureau’s increased regular from 11% staff BIPOC was 18% in 2015BIPOC; to almostcurrently, 30% our at present;regular staffBlack is managers 28% BIPOC. increased PP&R BIPOCfrom 3% managers to 19%. increased from 11% BIPOC in 2015 to almost 30% at present; Black managers increased from 3% to 19%. Overall, including our Seasonal and Casual employees, our workforce is currently 31.7% BIPOC. PP&R will Overall,continue including to improve our its Seasonal workforce and BIPOC Casual percentages employees, when our workforce hiring for is the currently permanent 31.7% and BIPOC. Seasonal PP&R and will Casualcontinue positions to improve made its possibleworkforce by BIPOClevy resources. percentages Additional when hiring resources for the in Workforcepermanent Developmentand Seasonal and EquityCasual &positions Inclusion made will possiblealso help by us levy improve resources. our onboarding Additional and resources training in for Workforce staff, which Development will help improve and retentionEquity & Inclusionand promotion will also of BIPOChelp us staff improve members. our onboarding These investments and training will foralso staff, improve which outcomes will help related improve to howretention employees and promotion feel about of their BIPOC PP&R staff experience. members. These investments will also improve outcomes related to how employees feel about their PP&R experience. Changes to Program Changes to Program In 2020, due to the COVID-19 public health emergency, PP&R experienced a massive shift in operations and serviceIn 2020, levels. due to Portlanders the COVID-19 have public seen healthpainful emergency, service level PP&R reductions, experienced many a ofmassive which shiftcontinue, in operations including and closedservice community levels. Portlanders and art havecenters, seen pools, painful and service the cancelation level reductions, of all public many event of which permits, continue, except including forclosed group community sizes approved and art by centers, the State pools, of Oregon. and the cancelation of all public event permits, except for group sizes approved by the State of Oregon. COVID-19 impacted all City bureaus and dramatically affected revenues. The City implemented wage freezesCOVID-19 and impacted furloughs, all and City bureaus bureaus were and askeddramatically to take budgetaffected reductions. revenues. The PP&R’s City budgetimplemented was reduced wage furtherfreezes andas 30% furloughs, of its operating and bureaus budget were was asked dependent to take on budget program reductions. fee revenue PP&R’s that budget would wasnot be reduced earned.further asPP&R 30% laidof its off operating over 750 budget seasonal was and dependent casual staff, on didprogram not fill fee open revenue vacancies, that would not be reducedearned. PP&R capital laid budgets, off over and 750 reduced seasonal spending and casual on materialsstaff, did notand fill services. open vacancies, reduced capital budgets, and reduced spending on materials and services. In November of 2020, Portland voters passed the Parks 2020 Operating Levy, a five-year levy to provide RecreationIn November for of All, 2020, Protect Portland and Growvoters Nature, passed andthe Parkssupport 2020 Community Operating Partnerships.Levy, a five-year Portland levy to Parks provide & Recreation isfor grateful All, Protect to the and community Grow Nature, for its and support support and Community is excited to Partnerships. have the opportunity Portland Parks & toRecreation restore programs is grateful and to theservices, community with a forfocus its onsupport serving and Black, is excited Indigenous, to have and the opportunityPeople of Color, refugee andto restore immigrant programs communities, and services, people with experiencing a focus on serving poverty, Black, people Indigenous, living with and disabilities, People of and Color, older refugee adults. and immigrant communities, people experiencing poverty, people living with disabilities, and older adults.

Page64 136 City of PortlandCity Parks of Portland, & Recreation Oregon –- FYRequested 2021-22 RequestedBudget FY Budget 2021-22 64 City of Portland, Oregon – FY 2021-22 Requested Budget Portland Parks and Recreation Portland Parks and Recreation

Program The City Offers Council’s | Recreation levy referralFacility Operations to the ballot promised restoration of Portlandsummer Portland programs Parks Parks inand 2021. & RecreationRecreation PP&R will requestThe City City Council’s Council levy approval referral to to access the ballot funds promised in FY 2020-21 restoration to ramp of summerup operations programs to provide in 2021. summer PP&R will programs,request City build Council capacity approval for levy-funded to access funds program in FY expansion, 2020-21 to andramp address up operations critical points to provide of summer Thepotentialprograms, City Council’sfailure build incapacity thelevy bureau. referral for levy-funded This to the FY ballot 2021-22 program promised Requested expansion, restoration Budget and ofincludes address summer thesecritical programs points in of 2021. PP&R will requestitems.potential PP&R City failure Councilwill in continue the approval bureau. to engage toThis access FY the 2021-22 funds community in Requested FY 2020-21 to create Budget to a ramp complete includes up operations FY these 2021-22 to levy provide budget summer as part of programs,theitems. City’s PP&R Fall build will Budget capacity continue Monitoring for to levy-fundedengage Process the community programsubmission expansion, to in create September a and complete address 2021. FY critical 2021-22 points levy ofbudget as part of potentialthe City’s failure Fall Budget in the Monitoring bureau. This Process FY 2021-22 submission Requested in September Budget includes 2021. these items.In summer PP&R of will 2021, continue indoor torecreation engage thespaces community will primarily to create be aused complete to support FY 2021-22 outdoor levy activities. budget Whenas part of therecreationIn summer City’s Fallfacilities of 2021,Budget reopen,indoor Monitoring recreationprogram Process changes spaces submission will for operation primarily in September underbe used COVID-19 to2021. support will outdoor shift established activities. Whenoperation practicesrecreation and facilities services reopen, to meet program public changeshealth guidelines. for operation This under will COVID-19result in a changewill shift in establishedoperating hours; operation in a Inreductionpractices summer and of of participants services2021, indoor to meetper recreation class; public a healthreductionspaces guidelines. will in primarily the scope This be of will usedclasses result to provided,support in a change outdoor with in aoperating activities.focus on outdoorhours; When in a recreationprogrammingreduction offacilities participants and youthreopen, perclasses; program class; an a increasechanges reduction infor inyouth operation the scope: instructor under of classes COVID-19ratios; provided, limited will withshiftrentals; aestablished focus protocols on outdoor operation practicesimplementedprogramming and servicesfor and cleaning, youth to meet classes; contact public an tracing, increase health self-assessment, guidelines. in youth : instructor This guest will accessresultratios; in and limited a change egress rentals; throughin operating protocols buildings; hours; in a reductionreducedimplemented access of participants for to cleaning, some amenities; per contact class; limitedtracing, a reduction drop-inself-assessment, in theactivities; scope guest ofand classes otheraccess provided, operational and egress with changesthrough a focus thatbuildings; on mayoutdoor be programmingrequired.reduced access and to some youth amenities; classes; an limited increase drop-in in youth activities; : instructor and other ratios; operational limited rentals; changes protocols that may be implementedrequired. for cleaning, contact tracing, self-assessment, guest access and egress through buildings; reducedLevy resources access tosupport some amenities;Summer 2021 limited Recreation drop-in programs activities; by and reducing other operational dependence changes of fees, thatpreserving may be full- required.timeLevy staffresources positions, support and Summer funding 2021up to Recreation a total of 1,700 programs Seasonal by reducing and Casual dependence Staff. of fees, preserving full- time staff positions, and funding up to a total of 1,700 Seasonal and Casual Staff. Levy resources support Summer 2021 Recreation programs by reducing dependence of fees, preserving full- time staff positions, and funding up to a total of 1,700 Seasonal and Casual Staff.

Program Budget Program Budget Actuals Actuals Revised Requested No DP Requested Actuals Actuals Revised Requested No DP Requested Program Budget FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2021-22 Requirements FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2021-22 RequirementsBureau Expenditures Actuals Actuals Revised Requested No DP Requested FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2021-22 BureauPersonnel Expenditures Services 0 4,090,435 4,013,526 2,455,579 2,455,579 Requirements ExternalPersonnel Materials Services and Services 0 4,090,435974,768 4,013,526702,746 2,455,5791,218,519 1,218,5192,455,579 Bureau Expenditures ExternalInternal MaterialsMaterials andand ServicesServices 0 353,788974,768 184,419702,746 1,218,519487,588 1,175,5381,218,519 Personnel Services 0 4,090,435 4,013,526 2,455,579 2,455,579 BureauInternal Expenditures Materials and Total Services 0 5,418,991353,788 4,900,691184,419 4,161,686487,588 4,849,6361,175,538 External Materials and Services 0 974,768 702,746 1,218,519 1,218,519 BureauEnding Expenditures Fund Balance Total 0 5,418,991 4,900,691 4,161,686 4,849,636 Internal Materials and Services 0 353,788 184,419 487,588 1,175,538 RequirementsEnding Fund Balance Total 0 5,418,991 4,900,691 4,161,686 4,849,636 Bureau Expenditures Total 0 5,418,991 4,900,691 4,161,686 4,849,636 Requirements Total 0 5,418,991 4,900,691 4,161,686 4,849,636 Ending Fund Balance

Requirements Total 0 5,418,991 4,900,691 4,161,686 4,849,636 FTE 0.00 5.75 10.00 10.00 10.00 FTE 0.00 5.75 10.00 10.00 10.00

Budget Narrative BudgetFTE Narrative 0.00 5.75 10.00 10.00 10.00 Resources The Recreation Facility Operation program is primarily supported from the City’s BudgetResources NarrativeGeneralThe Recreation Fund. Parks Facility 2020 Operation OperatingLevy program funding is primarily may reducesupported revenue from the City’s dependencyGeneral Fund. in Parksthe facility 2020 OperatingLevyoperations and fundingthe FY 2021-22 may reduce levy budget revenue will be Resources Thedetaileddependency Recreation in the in City’stheFacility facility Fall Operation Budget operations Monitoring program and the is ProcessprimarilyFY 2021-22 submission supported levy budget in from September will the be City’s General2021.detailed In theFund.in the FY ParksCity’s2021-22 2020Fall Requested BudgetOperatingLevy Monitoring Budget, funding the Process Recreation may submission reduce Facility revenue inOperations September dependencyprogram2021. In the is where FY in 2021-22the the facility levy Requested operationsfunding Budget, is budgetedand the the FY Recreation that 2021-22 offsets levyFacility Summer budget Operations revenue will be losses detaileddueprogram to COVID-19 in is thewhere City’s forthe Fall thelevy entiretyBudget funding Monitoringof is the budgeted recreation Process that budget. offsets submission Summer in Septemberrevenue losses 2021.due to In COVID-19 the FY 2021-22 for the Requested entirety of Budget, the recreation the Recreation budget. Facility Operations program is where the levy funding is budgeted that offsets Summer revenue losses due to COVID-19 for the entirety of the recreation budget. City of Portland, Oregon – FY 2021-22 Requested Budget 65 City of Portland, Oregon – FY 2021-22 Requested Budget 65

CityCity of PortlandPortland, OregonParks & – Recreation FY 2021-22 -Requested Requested Budget Budget FY 2021-22 Page65 137 Portland Parks & Recreation Recreation Facility Operations | Program Offers Portland Parks and Recreation

Portland Parks and Recreation

Expenses Total expenses for the program are projected to be $4.8 million in FY 2020-21, most of which is budgeted for staffing and building utilities. Expenses Total expenses for the program are projected to be $4.8 million in FY 2020-21, most of which is budgeted for staffing and building utilities. Staffing The Recreation Facility Operation program include 10.0 FTE. Staffing The Recreation Facility Operation program include 10.0 FTE. Assets and Liabilities Services delivered are at PP&R’s community centers, some of which have significant deferred maintenance needs. The bureau does not currently have Assets and Liabilities Services delivered are at PP&R’s community centers, some of which have resources to address these critical needs. significant deferred maintenance needs. The bureau does not currently have Program Informationresources to address these critical needs.

Program Contact: Information Maximo Behrens Program Contact: Maximo Behrens Contact Phone: 503-823-5103 Contact Phone: 503-823-5103 Website: portlandparks.org Website: portlandparks.org

Page66 138 City of PortlandCity Parks of Portland, & Recreation Oregon – - FYRequested 2021-22 RequestedBudget FY Budget 2021-22 66 City of Portland, Oregon – FY 2021-22 Requested Budget Portland Parks and Recreation Program Offers | Sports and Games Portland Parks & Recreation Portland Parks and Recreation Portland Parks and Recreation Sports and Games Sports and Games Program Description & GoalsSports and Games Program Description & Goals Program Description & Goals

Portland Parks & Recreation’s (PP&R) Sports and Games Program offers affordable and accessible health Portlandand wellness Parks opportunities & Recreation’s for (PP&R)all, with Sports a focus and on Gameseliminating Program health offers disparities affordable in Portland. and accessible The Sports health and Portland Parks & Recreation’s (PP&R) Sports and Games Program offers affordable and accessible health andGames wellness Program opportunities offers basketball, for all, soccer,with a focusgymnastics, on eliminating tennis, golf, health skateboarding, disparities in fitness,Portland. and The league Sports play, and and wellness opportunities for all, with a focus on eliminating health disparities in Portland. The Sports and Games5K fun runs,Program clinics, offers matches basketball, and meets. soccer, It gymnastics, includes the tennis, Portland golf, Tennis skateboarding, Center and fitness, partners and with league others play, to Games Program offers basketball, soccer, gymnastics, tennis, golf, skateboarding, fitness, and league play, 5Kprovide fun runs, classes clinics, and clinicsmatches at outdoorand meets. courts. It includes Sports andthe Portland Games also Tennis contains Center enterprise and partners fund programming,with others to 5K fun runs, clinics, matches and meets. It includes the Portland Tennis Center and partners with others to provideincluding classes PP&R’s and Golf clinics Program at outdoor and the courts. Portland Sports International and Games alsoRaceway. contains enterprise fund programming, provide classes and clinics at outdoor courts. Sports and Games also contains enterprise fund programming, including PP&R’s Golf Program and the Portland International Raceway. Theincluding Sports PP&R’s and Games Golf Program’sProgram and key the goals Portland are to Internationalprovide: Raceway. The Sports and Games Program’s key goals are to provide: The Sports and Games Program’s a broad key range goals of are recreation to provide: activities to City of Portland residents and visitors;

  a broad range of recreation activities to City of Portland residents and visitors;  aincreased broad range access of to,recreation and participation activities by,to City underserved of Portland communities, residents and specifically visitors;  increasedcommunities access of colorto, and and participation individuals by, with underserved disabilities; communities, specifically  increased access to, and participation by, underserved communities, specifically communities of color and individuals with disabilities;  communitiesaccess to available of color facilities and individuals and resources with for disabilities; community use; and   access to available facilities and resources for community use; and  accessan accessible to available employment facilities pipeline and resources with professional for community development use; and  anopportunities accessible employment for youth. Desired pipeline outcomes with professional of the Sports development and Games Program:  an accessible employment pipeline with professional development opportunities for youth. Desired outcomes of the Sports and Games Program:  opportunitiesservice opportunities for youth. are Desired distributed outcomes equitably of the throughout Sports and the Games city; Program:   service opportunities are distributed equitably throughout the city;  serviceservices opportunities provide exposure are distributed to new experiences equitably and throughout opportunities the city; to grow;   services provide exposure to new experiences and opportunities to grow;  services provideare responsive exposure to, andto new inclusive experiences of, diverse and opportunities communities; to grow;   services are responsive to, and inclusive of, diverse communities;  servicesresidents are enjoy responsive increased to, health and inclusive and fitness; of, diverse and communities;   residents enjoy increased health and fitness; and  residentsdemographics enjoy of increased workforce, health from and service fitness; delivery and to leadership, reflect the  demographicsdiversity of the of Portland workforce, community. from service delivery to leadership, reflect the  demographics of workforce, from service delivery to leadership, reflect the diversity of the Portland community. The performance measure trackeddiversity for of PP&R’s the Portland Golf Program community. is the total number of golf rounds played. FY The2016-17 performance saw a record measure low rounds tracked of for golf PP&R’s played, Golf but Programthe number is the has total steadily number been of increasing golf rounds since. played. In recent FY The performance measure tracked for PP&R’s Golf Program is the total number of golf rounds played. FY 2016-17years, efforts saw a have record been low made rounds to diversifyof golf played, the PP&R but the golf number community, has steadily with programs been increasing being geared since. Intoward recent 2016-17 saw a record low rounds of golf played, but the number has steadily been increasing since. In recent years,people efforts of color, have women, been made and youth. to diversify Since thethe COVID-19PP&R golf pandemiccommunity, hit with in March programs of 2020, being participation geared toward in years, efforts have been made to diversify the PP&R golf community, with programs being geared toward peopleGolf has of increased. color, women, and youth. Since the COVID-19 pandemic hit in March of 2020, participation in people of color, women, and youth. Since the COVID-19 pandemic hit in March of 2020, participation in Golf has increased. PP&RGolf has has increased. recently created a Healthy Parks, Healthy Portland Framework to guide planning for 2021 and PP&Rbeyond. has The recently bureau created spent 2020a Healthy evaluating Parks, the Healthy success Portland of its three Framework major plans: to guide Vision planning 2020, 2017-2020 for 2021 and PP&R has recently created a Healthy Parks, Healthy Portland Framework to guide planning for 2021 and beyond.Strategic The Plan, bureau and Five-Year spent 2020 Racial evaluating Equity Plan.the success As part of of its its three strategic major planning plans: Vision work 2020,in 2021, 2017-2020 PP&R will be beyond. The bureau spent 2020 evaluating the success of its three major plans: Vision 2020, 2017-2020 Strategiccreating new Plan, performance and Five-Year measures Racial Equity and aligning Plan. As them part withof its strategicstrategic objectivesplanning workand organizational in 2021, PP&R will be Strategic Plan, and Five-Year Racial Equity Plan. As part of its strategic planning work in 2021, PP&R will be creatingworkplans. new In performance particular, PP&R measures will identifyand aligning performance them with measures strategic for objectives equity objectives. and organizational creating new performance measures and aligning them with strategic objectives and organizational workplans. In particular, PP&R will identify performance measures for equity objectives. PP&Rworkplans. performance In particular, was and PP&R continues will identify to be affected performance by the measures COVID-19 for public equity health objectives. emergency. The bureau PP&Rexpects performance that FY 2021-22 was programsand continues and servicesto be affected will continue by the COVID-19 to be responsive public health to the emergency.public health The and bureau PP&R performance was and continues to be affected by the COVID-19 public health emergency. The bureau expectseconomic that emergency. FY 2021-22 programs and services will continue to be responsive to the public health and expects that FY 2021-22 programs and services will continue to be responsive to the public health and economic emergency. economic emergency.

City of Portland, Oregon – FY 2021-22 Requested Budget 67

CityCity of Portland,Portland OregonParks & – RecreationFY 2021-22 -Requested Requested Budget Budget FY 2021-22 Page67 139 City of Portland, Oregon – FY 2021-22 Requested Budget 67 Portland Parks and Recreation Portland Parks and Recreation PortlandPortland Parks Parks &and Recreation Recreation Sports and Games | Program Offers

Performance Measures

Performance Measures Actuals Actuals Target Target Strategic

Performance Measures Performance FYActuals 2018-19 FYActuals 2019-20 2020-21Target FYTarget 2021-22 StrategicTarget Total number of golf rounds playedPerformance (9 holes = 1 round) FYActuals 2018-19 341,725 FYActuals 2019-20 386,216 2020-21Target 350,000 FYTarget 2021-22 350,000 StrategicTarget 350,000 Total number of golf rounds playedPerformance (9 holes = 1 round) FY 2018-19 341,725 FY 2019-20 386,216 2020-21 350,000 FY 2021-22 350,000 Target 350,000 ExplanationTotal number of golf rounds of played Services (9 holes = 1 round) 341,725 386,216 350,000 350,000 350,000 Explanation of Services ExplanationPP&R’s Sports and of Games Services programs fall into these categories: PP&R’s Sports and Games programs fall into these categories: PP&R’s Sports and Games programsSports Programs: fall into theseinclude categories: the 90-year-old Saturday Youth Basketball program  Sportsknown Programs: as Goldenball, include Portland the 90-year-old Tennis Center, Saturday and theYouth citywide Basketball 5K Run/Walk program  SportsknownSeries. Programs: as Goldenball, include Portland the 90-year-old Tennis Center, Saturday and theYouth citywide Basketball 5K Run/Walk program knownSeries. as Goldenball, Portland Tennis Center, and the citywide 5K Run/Walk  Registered Sports and Fitness Activities: registered classes at community Series.  Registeredcenters, including Sports andsports Fitness classes Activities: for parent-child registered interaction, classes at youth,community and adults;  Registeredcenters,fitness classes including Sports such andsports as Zumba,Fitness classes Activities: yoga, for parent-child and registeredPilates; interaction,and classes martial at youth,artscommunity such and as adults; centers,fitnessTaekwondo classes including and such kickboxing. sports as Zumba, classes yoga, for parent-child and Pilates; interaction,and martial youth,arts such and as adults; fitnessTaekwondo classes and such kickboxing. as Zumba, yoga, and Pilates; and martial arts such as  Drop-in Sports and Fitness Activities: fitness center usage and classes; drop-in Taekwondo and kickboxing.  Drop-inbasketball, Sports volleyball, and Fitness open Activities:court tennis, fitness skateboarding, center usage bouldering, and classes; and drop-in ping  Drop-inbasketball,pong. Sports volleyball, and Fitness open Activities:court tennis, fitness skateboarding, center usage bouldering, and classes; and drop-in ping basketball,pong. volleyball, open court tennis, skateboarding, bouldering, and ping  Community Partnerships: special partnerships with the Blazers, the Timbers, pong.  CommunityUS Tennis Association, Partnerships: and special others. partnerships with the Blazers, the Timbers,  CommunityUS Tennis Association, Partnerships: and special others. partnerships with the Blazers, the Timbers, Equity Impacts US Tennis Association, and others. Equity Impacts EquityThe Sport Impactsand Games Program engages participants across ages, abilities, races, and cultures. Goldenball Thehas aSport long andhistory Games and Programfills a unique engages niche participants in providing across opportunities ages, abilities, for low-cost races, and recreational cultures. Goldenball basketball Thehascompetition aSport long andhistory for Games boys, and and Programfills especially a unique engages nichefor girls.participants in providing Support across for opportunities the ages, Sports abilities, and for Gameslow-cost races, andProgram recreational cultures. is achieved Goldenball basketball hascompetitionthrough a long assistance history for boys, and from and fills Adaptive especially a unique & nicheforInclusive girls. in providing Support Recreation. for opportunities theEfforts Sports include and for Games low-costproviding Program recreational financial is achieved assistance basketball to competitionthroughyouth, coordination assistance for boys, from with and Adaptive Schools especially Uniting & forInclusive girls. Neighborhoods Support Recreation. for (SUN)theEfforts Sports Service include and System Games providing toProgram expand financial is programming achieved assistance to to throughyouth,underserved coordination assistance populations, from with Adaptive Schools and New Uniting & Portlanders. Inclusive Neighborhoods Recreation. (SUN)Efforts Service include System providing to expand financial programming assistance to to youth,underserved coordination populations, with Schools and New Uniting Portlanders. Neighborhoods (SUN) Service System to expand programming to underservedCulturally responsive populations, programming and New Portlanders.is developed in concert with communities to improve engagement and Culturallyoutcomes. Thisresponsive program programming meets PP&R is strategic developed and in equity concert goals with through communities internal to andimprove external engagement partnerships and Culturallyoutcomes.to target engagement Thisresponsive program withprogramming meets communities PP&R is strategic developed of color and and in equity concert refugee goals with and through communitiesimmigrant internal communities. to andimprove external engagement This partnerships program and outcomes.toalso target contributes engagement This program to equity with meets by communities offering PP&R diversifiedstrategic of color and andopportunities equity refugee goals and for through immigrant youth internaland communities.others and to external build This employments partnerships program toalsoskills. target contributes engagement to equity with by communities offering diversified of color andopportunities refugee and for immigrant youth and communities.others to build This employments program alsoskills. contributes to equity by offering diversified opportunities for youth and others to build employments skills.New positions supported by the Parks 2020 Operations Levy provide an opportunity to improve employee Newdiversity positions metrics. supported PP&R has by made the Parks great 2020 strides Operations in diversifying Levy provide its workforce. an opportunity In 2015, theto improve bureau’s employee regular Newdiversitystaff waspositions 18%metrics. BIPOC; supported PP&R currently, has by made the ourParks great regular 2020 strides Operationsstaff in is diversifying 28% LevyBIPOC. provide its Managers workforce. an opportunity increased In 2015, fromtheto improve bureau’s 11% BIPOC employee regular in diversitystaff2015 wasto almost 18%metrics. BIPOC; 30% PP&R at present;currently, has made Black our great regularmanagers strides staff increasedin is diversifying 28% BIPOC. from 3%its Managers workforce.to 19%. increased In 2015, fromthe bureau’s 11% BIPOC regular in staff2015 wasto almost 18% BIPOC; 30% at present;currently, Black our regularmanagers staff increased is 28% BIPOC. from 3% Managers to 19%. increased from 11% BIPOC in 2015 to almost 30% at present; Black managers increased from 3% to 19%.

68 City of Portland, Oregon – FY 2021-22 Requested Budget 68 City of Portland, Oregon – FY 2021-22 Requested Budget 68 City of Portland, Oregon – FY 2021-22 Requested Budget Page 140 City of Portland Parks & Recreation - Requested Budget FY 2021-22 Portland Parks and Recreation Program Offers | Sports and Games Portland Portland Parks Parks and & RecreationRecreation

Overall, including our seasonal and casual employees, our workforce is currently 31.7% BIPOC. PP&R will continueOverall, including to improve our its seasonal diversity and when casual hiring employees, for the permanent, our workforce seasonal is currently and casual 31.7% positions BIPOC. made PP&R will possiblecontinue byto levyimprove resources. its diversity Additional when resources hiring for in the Workforce permanent, Development seasonal and and casual Equity positions & Inclusion made will alsopossible help by PP&R levy improveresources. its Additional onboarding resources and training in Workforce for staff, whichDevelopment will help and improve Equity retention & Inclusion and will promotionalso help PP&R of BIPOC improve staff its members. onboarding These and investments training for will staff, also which improve will helpoutcomes improve related retention to how and employeespromotion offeel BIPOC about stafftheir members. PP&R work These experience. investments will also improve outcomes related to how employees feel about their PP&R work experience. Community and Socialization programs will strive to provide 50% of activity capacity to BIPOC youth and families,Community immigrants and Socialization and refugees, programs and families will strive living to provide in poverty 50% through of activity outreach capacity with to partnerBIPOC youth and organizations.families, immigrants Language and translationrefugees, and of programfamilies livinginformation in poverty and throughsignage andoutreach virtual with program partner opportunitiesorganizations. will Language continue translation to expand of access program to programming. information and signage and virtual program opportunities will continue to expand access to programming.

Changes to Program Changes to Program In 2020, due to the COVID-19 public health emergency, PP&R experienced a massive shift in operations and serviceIn 2020, levels. due to Portlanders the COVID-19 have public seen healthpainful emergency, service level PP&R reductions, experienced many a ofmassive which shiftcontinue, in operations including and closedservice community levels. Portlanders and art havecenters, seen pools, painful and service the cancelation level reductions, of all public many event of which permits, continue, except including forclosed group community sizes approved and art by centers, the State pools, of Oregon. and the cancelation of all public event permits, except for group sizes approved by the State of Oregon. COVID-19 impacted all City bureaus and dramatically affected revenues. The City implemented wage freezesCOVID-19 and impacted furloughs, all and City bureaus bureaus were and askeddramatically to take budgetaffected reductions. revenues. The PP&R’s City budgetimplemented was reduced wage furtherfreezes andas 30% furloughs, of its operating and bureaus budget were was asked dependent to take on budget program reductions. fee revenue PP&R’s that budget would wasnot be reduced earned.further asPP&R 30% laidof its off operating over 750 budget seasonal was and dependent casual staff, on didprogram not fill fee open revenue vacancies, that would not be reducedearned. PP&R capital laid budgets, off over and 750 reduced seasonal spending and casual on materialsstaff, did notand fill services. open vacancies, reduced capital budgets, and reduced spending on materials and services. In November of 2020, Portland voters passed the Parks 2020 Operating Levy, a five-year levy to provide RecreationIn November for of All, 2020, Protect Portland and Growvoters Nature, passed andthe Parkssupport 2020 Community Operating Partnerships.Levy, a five-year Portland levy to Parks provide & Recreation isfor grateful All, Protect to the and community Grow Nature, for its and support support and Community is excited to Partnerships. have the opportunity Portland Parks & toRecreation restore programs is grateful and to theservices, community with a forfocus its onsupport serving and Black, is excited Indigenous, to have and the opportunityPeople of Color, refugee andto restore immigrant programs communities, and services, people with experiencing a focus on serving poverty, Black, people Indigenous, living with and disabilities, People of and Color, older refugee adults. and immigrant communities, people experiencing poverty, people living with disabilities, and older adults. The City Council’s levy referral to the ballot promised restoration of summer programs in 2021. PP&R will requestThe City City Council’s Council levy approval referral to to access the ballot funds promised in FY 2020-21 restoration to ramp of summerup operations programs to provide in 2021. summer PP&R will programs,request City build Council capacity approval for levy-funded to access funds program in FY expansion, 2020-21 to andramp address up operations critical points to provide of summer potentialprograms, failure build incapacity the bureau. for levy-funded This FY 2021-22 program Requested expansion, Budget and includes address thesecritical points of items.potential PP&R failure will in continue the bureau. to engage This FY the 2021-22 community Requested to create Budget a complete includes FY these 2021-22 levy budget as part of theitems. City’s PP&R Fall will Budget continue Monitoring to engage Process the community submission to in create September a complete 2021. FY 2021-22 levy budget as part of the City’s Fall Budget Monitoring Process submission in September 2021. In summer of 2021, levy resources will allow PP&R to offer some Sports and Games Programming. For example,In summer PP&R of 2021, will levy expand resources its Tennis will Lessonsallow PP&R in the to Parks offer programsome Sports and and expects Games to serveProgramming. at least 1,500 For participants.example, PP&R PP&R will will expand also continueits Tennis to Lessons offer its in Fitness the Parks in the program Park program, and expects piloted to serve in summer at least of 1,500 2020, for atparticipants. least 2,400 participants.PP&R will also Levy continue resources to offer support its Fitness these publicin the Parkprograms program, and allowpiloted PP&R in summer to retain of full-time2020, for staffat least and 2,400 hire participants. a up to 100 Sports Levy resources and Games support seasonal these and public casual programs staff members and allow for summer.PP&R to retain full-time staff and hire a up to 100 Sports and Games seasonal and casual staff members for summer. Sports and Games programming capacity will be affected by COVID-19 safety guidelines. PP&R will follow theSports public and health Games guidelines programming from capacityOregon Healthwill be Authorityaffected by (OHA) COVID-19 regarding safety participant guidelines. to PP&R instructor/coach will follow ratiosthe public and healthindoor guidelines and outdoor from play. Oregon Health Authority (OHA) regarding participant to instructor/coach ratios and indoor and outdoor play.

City of Portland, Oregon – FY 2021-22 Requested Budget 69

CityCity of PortlandPortland, OregonParks & – Recreation FY 2021-22 -Requested Requested Budget Budget FY 2021-22 Page69 141

Portland Parks and Recreation Portland Parks and Recreation Sports and Games | Program Offers Portland Parks & Recreation

Program Budget Program Budget Actuals Actuals Revised Requested No DP Requested Actuals Actuals Revised Requested No DP Requested FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2021-22 FYActuals 2018-19 FYActuals 2019-20 FYRevised 2020-21 RequestedFY 2021-22 No DP FYRequested 2021-22 Requirements FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2021-22 Requirements BureauRequirements Expenditures Bureau Expenditures BureauPersonnel Expenditures Services 7,511,833 6,414,621 5,471,587 7,421,574 7,421,574 Personnel Services 7,511,833 6,414,621 5,471,587 7,421,574 7,421,574 ExternalPersonnel Materials Services and Services 5,640,2127,511,833 5,593,4106,414,621 5,503,8595,471,587 5,954,1497,421,574 5,954,1497,421,574 External Materials and Services 5,640,212 5,593,410 5,503,859 5,954,149 5,954,149 InternalExternal MaterialsMaterials andand ServicesServices 5,640,212658,848 5,593,410630,112 5,503,859607,264 5,954,149693,579 5,954,149693,579 Internal Materials and Services 658,848 630,112 607,264 693,579 693,579 CapitalInternal Outlay Materials and Services 658,8480 630,1128,255 607,26497,470 693,5791,000 693,5791,000 Capital Outlay 0 8,255 97,470 1,000 1,000 BureauCapital Expenditures Outlay Total 13,810,8940 12,646,3988,255 11,680,18097,470 14,070,3021,000 14,070,3021,000 Bureau Expenditures Total 13,810,894 12,646,398 11,680,180 14,070,302 14,070,302 FundBureau Expenditures Expenditures Total 13,810,894 12,646,398 11,680,180 14,070,302 14,070,302 Fund Expenditures FundDebt Expenditures Service 447,254 236,973 284,775 596,461 596,461 Debt Service 447,254 236,973 284,775 596,461 596,461 ContingencyDebt Service 447,2540 236,9730 1,098,637284,775 321,064596,461 321,064596,461 Contingency 0 0 1,098,637 321,064 321,064 FundContingency Transfers - Expense 78,8320 82,1360 1,098,637102,453 102,504321,064 102,504321,064 Fund Transfers - Expense 78,832 82,136 102,453 102,504 102,504 FundFund Expenditures Transfers - Expense Total 526,08678,832 319,10982,136 1,485,865102,453 1,020,029102,504 1,020,029102,504 Fund Expenditures Total 526,086 319,109 1,485,865 1,020,029 1,020,029 FundEnding Expenditures Fund Balance Total 1,095,913526,086 854,851319,109 1,485,8650 1,020,0290 1,020,0290 Ending Fund Balance 1,095,913 854,851 0 0 0 RequirementsEnding Fund Balance Total 15,432,8931,095,913 13,820,358854,851 13,166,0450 15,090,3310 15,090,3310 Requirements Total 15,432,893 13,820,358 13,166,045 15,090,331 15,090,331 Requirements Total 15,432,893 13,820,358 13,166,045 15,090,331 15,090,331

FTE 61.60 44.60 45.60 45.60 45.60 FTE 61.60 44.60 45.60 45.60 45.60 FTE 61.60 44.60 45.60 45.60 45.60 Budget Narrative Budget Narrative Resources Most of the revenue in this Program comes from program fees, particularly related Resources toMost the of golf the program revenue andin this the Program Portland comes International from program Raceway. fees, The particularly remainder related typicallyto the golf comes program from and program the Portland fees. Levy International funding will Raceway. reduce Therevenue remainder dependency intypically the program comes andfrom the program FY 2021-22 fees. levy Levy budget funding will will be reduce detailed revenue in the City’sdependency Fall Budgetin the program Monitoring and Processthe FY 2021-22 submission levy inbudget September will be 2021. detailed in the City’s Fall Budget Monitoring Process submission in September 2021. Expenses The FY 2021-22 Requested Budget includes $15.1 million in expenses for the Sports Expenses andThe FYGames 2021-22 Program, Requested and typically Budget includes about half $15.1 are million in the Golf in expenses Program. for the Sports and Games Program, and typically about half are in the Golf Program. Staffing Total staffing is 45.6 FTE, almost half of which are in the Golf Program. Staffing Total staffing is 45.6 FTE, almost half of which are in the Golf Program. Assets and Liabilities Services delivered are at PP&R’s community centers, Golf courses, Raceways, and Assets and Liabilities inServices some casesdelivered Portland are at Public PP&R’s Schools, community some ofcenters, which Golf have courses, significant Raceways, deferred and maintenancein some cases needs. Portland The Public bureau Schools, does not some currently of which have have resources significant to address deferred these criticalmaintenance needs. needs. The bureau does not currently have resources to address these critical needs. Program Information Program Information Program Contact: Maximo Behrens Program Contact: Maximo Behrens Contact Phone: 503-823-5103 Portland Parks and Recreation Contact Phone: 503-823-5103

Website: portlandparks.org 70 City of Portland, Oregon – FY 2021-22 Requested Budget 70 City of Portland, Oregon – FY 2021-22 Requested Budget 70 City of Portland, Oregon – FY 2021-22 Requested Budget Page 142 City of Portland Parks & Recreation - Requested Budget FY 2021-22

City of Portland, Oregon – FY 2021-22 Requested Budget 71 Portland Parks and Recreation

Program Offers | Tree Maintenance Portland Parks and Recreation Portland Parks & Recreation Tree Maintenance Program Description & GoalsTree Maintenance Program PP&R’s Tree Description Maintenance Program & Goals performs tree work on City-owned properties and Portland public streets by planting trees and providing tree maintenance services in City parks, natural areas, and propertiesPP&R’s Tree owned Maintenance by other CityProgram bureaus. performs This Program tree work also on ensuresCity-owned the safety properties of Portlanders and Portland by responding public streets24/7 to byaddress planting tree trees hazards and andproviding failures tree in Portland’smaintenance public services rights-of-way in City parks, and onnatural all City areas, properties.The and propertiesbureau’s performance owned by other measure City relatedbureaus. to This Tree Program Maintenance also ensures is: percent the ofsafety operation of Portlanders hours dedicated by responding to non- 24/7emergency to address tree treemaintenance hazards and requests.PP&R failures in Portland’s has recently public created rights-of-way a Healthy andParks, on Healthy all City properties.ThePortland bureau’sFramework performance to guide planning measure for related 2021 toand Tree beyond. Maintenance The bureau is: percent spent 2020 of operation evaluating hours the dedicatedsuccess of toits non- emergencythree major treeplans: maintenance Vision 2020, requests.PP&R 2017-2020 Strategic has recently Plan, and created Five-Year a Healthy Racial Parks, Equity Healthy Plan. As Portland part of its Frameworkstrategic planning to guide work planning in 2021, for PP&R 2021 willand beyond.be creating The new bureau performance spent 2020 measures evaluating and the aligning success them of its with threestrategic major objectives plans: Vision and organizational 2020, 2017-2020 workplans. Strategic InPlan, particular, and Five-Year PP&R Racialwill identify Equity performance Plan. As part measures of its strategicfor equity planning objectives.PP&R work in 2021,performance PP&R will was be and creating continues new toperformance be affected measuresby the COVID-19 and aligning public them health with strategicemergency. objectives The bureau and organizationalexpects that FY workplans. 2021-22 programs In particular, and services PP&R will continueidentify performance to be responsive measures to the forpublic equity health objectives.PP&R and economic performance emergency. was and continues to be affected by the COVID-19 public health emergency. The bureau expects that FY 2021-22 programs and services will continue to be responsive to the public health and economic emergency.

Performance Measures Actuals Actuals Target Target Strategic

Performance Measures Performance FY 2018-19 FY 2019-20 2020-21 FY 2021-22 Target Percentage of hours of Urban Forest operations dedicated to non-emergency Actuals 52% Actuals 49% Target 50% Target 50% Strategic 50% park trees Performance FY 2018-19 FY 2019-20 2020-21 FY 2021-22 Target Percentage of hours of Urban Forest operations dedicated to non-emergency 52% 49% 50% 50% 50% park trees

72 City of Portland, Oregon – FY 2021-22 Requested Budget

City72 of Portland Parks & Recreation - Requested Budget FY 2021-22 City of Portland, Oregon – FY 2021-22 Requested BudgetPage 143 Portland Parks & Recreation Portland Tree Parks Maintenance and Recreation | Program Offers Portland Parks and Recreation

Explanation of Services Explanation of Services PP&R’s Urban Forestry Division is guided by the Urban Forest Management Plan (UFMP) and City code, TitlePP&R’s 11 Trees.Urban The Forestry UFMP Division was developed is guided by by City the staff Urban in collaborationForest Management with a broadPlan (UFMP) and diverse and Citystakeholder code, groupTitle 11 including Trees. The the UFMP Urban was Forestry developed Commission, by City staff Metro, in collaboration Oregon Department with a broad of Forestry, and diverse and other stakeholder communitygroup including organizations.Adopted the Urban Forestry inCommission, 2004, the UFMP Metro, established Oregon Department the following of goalsForestry, for theand City’s other Urban Forestrycommunity program: organizations.Adopted in 2004, the UFMP established the following goals for the City’s Urban Forestry program:  protect, preserve, restore, and expand Portland’s urban forest;  protect, preserve, restore, and expand Portland’s urban forest;  promote stewardship of the urban forest; and  promote stewardship of the urban forest; and  provide equitable urban forest benefits for all Portlanders.The Tree  Maintenanceprovide equitable Program urban specifically forest benefits advances for all these Portlanders.The goals by serving Tree as the ’City’s arborists”Maintenance through Program the specificallyfollowing services: advances these goals by serving as the ’City’s arborists” through the following services:  tree maintenance and removal;  tree maintenance and removal;  24-hour emergency tree response;  24-hour emergency tree response;  tree planting and establishment;  tree planting and establishment;  Heritage Tree maintenance;  Heritage Tree maintenance;  Dutch Elm Disease management; and  Dutch Elm Disease management; and  community tree stewardship training.Metrics measured include number of  parkcommunity trees removed; tree stewardship number oftraining.Metrics park trees planted; measured number include of park number trees of pruned;park trees and removed; number number of tree emergencies of park trees responded planted; number to. of park trees pruned; and number of tree emergencies responded to. Equity Impacts Equity Impacts Portland’s urban forest is distributed inequitably across the city. The low-canopy areas are often in areas withPortland’s high proportion urban forest of islow-income distributed residents, inequitably Black, across Indigenous, the city. The People low-canopy of Color (BIPOC),areas are immigrants,often in areas and refugees.with high Given proportion that Urban of low-income Forestry residents,tree maintenance Black, Indigenous, service is primarily People of responsive Color (BIPOC), to tree immigrants, hazards which and poserefugees. risks Given to public that safety, Urban a Forestry disproportionate tree maintenance percentage service of labor is primarily hours are responsive in more affluent, to tree hazards well-treed which neighborhoods.pose risks to public Additional safety, a Urban disproportionate Forestry services percentage and software of labor infrastructurehours are in more are needed affluent, to well-treed expand tree neighborhoods.planting and maintenance Additional in Urban BIPOC, Forestry immigrant, services and and refugee software communities. infrastructure are needed to expand tree planting and maintenance in BIPOC, immigrant, and refugee communities. New positions supported by the Parks 2020 Operations Levy provide an opportunity to improve division employeeNew positions diversity supported metrics. by PP&R the Parks has made2020 Operationsgreat strides Levy in diversifying provide an itsopportunity workforce. to In improve 2015, the division bureau’s regularemployee staff diversity was 18% metrics. BIPOC; PP&R currently, has made our regulargreat strides staff isin 28%diversifying BIPOC. Managersits workforce. increased In 2015, from the 11%bureau’s BIPOCregular instaff 2015 was to 18%almost BIPOC; 30% atcurrently, present; ourBlack regular managers staff increasedis 28% BIPOC. from Managers3% to 19%. increased from 11% BIPOC in 2015 to almost 30% at present; Black managers increased from 3% to 19%. Overall, including PP&R’s seasonal and casual employees, the bureau’s workforce is currently 31.7% BIPOC. PP&ROverall, will including continue PP&R’s to diversify seasonal its workforce and casual when employees, hiring thefor bureau’spermanent workforce and seasonal is currently and casual 31.7% positions BIPOC. madePP&R possiblewill continue by levy to diversifyresources. its Additional workforce resources when hiring in Workforce for permanent Development and seasonal and andEquity casual & Inclusion positions willmade also possible help PP&R by levy improve resources. its onboarding Additional andresources training in Workforcefor staff, which Development will help andimprove Equity retention & Inclusion and promotionwill also help of BIPOCPP&R improve staff members. its onboarding These investments and training will for also staff, improve which willoutcomes help improve related toretention how and employeespromotion offeel BIPOC about stafftheir members. PP&R work These experience. investments will also improve outcomes related to how employees feel about their PP&R work experience. Further, when resources are available to support this effort, Urban Forestry intends to create an arborist traineeFurther, program when resources which would are available provide to a supportpathway this to employment effort, Urban for Forestry BIPOC intends and women to create who an are arborist underrepresentedtrainee program which in the would arboriculture provide industry. a pathway to employment for BIPOC and women who are underrepresented in the arboriculture industry.

PageCity of 144 Portland, Oregon – FY 2021-22 Requested Budget City of Portland Parks & Recreation - Requested Budget FY 2021-2273 City of Portland, Oregon – FY 2021-22 Requested Budget 73 Portland Parks and Recreation

Program Offers | Tree Maintenance Portland Parks & Recreation

Changes to Program

In 2020, due to the COVID-19 public health emergency, PP&R experienced a massive shift in operations and service levels. Portlanders have seen painful service level reductions, many of which continue, including closed community and art centers, pools, and the cancelation of all public event permits, except for group sizes approved by the State of Oregon.

COVID-19 impacted all City bureaus and dramatically affected revenues. The City implemented wage freezes and furloughs, and bureaus were asked to take budget reductions. PP&R’s budget was reduced further as 30% of its operating budget was dependent on program fee revenue that would not be earned. PP&R laid off over 750 seasonal and casual staff, did not fill open vacancies, reduced capital budgets, and reduced spending on materials and services.

In November of 2020, Portland voters passed the Parks 2020 Operating Levy, a five-year levy to provide Recreation for All, Protect and Grow Nature, and support Community Partnerships. Portland Parks & Recreation is grateful to the community for its support and is excited to have the opportunity to restore programs and services for all Portlanders, with a focus on serving BIPOC, refugee and immigrant communities, people experiencing poverty, people living with disabilities, and older adults.

The City Council’s levy referral to the ballot promised restoration of summer programs in 2021. PP&R will request City Council approval to access funds in FY 2020-21 to ramp up operations to provide summer programs, build capacity for levy-funded program expansion, and address critical points of potential failure in the bureau. This FY 2021-22 Requested Budget includes these items. PP&R will continue to engage the community to create a complete FY 2021-22 levy budget as part of the City’s Fall Budget Monitoring Process submission in September 2021.

Levy funding will support 2 new FTE in Tree Maintenance. These will fill immediate needs to avoid potential operational failures. In FY 2019-20, Urban Forestry responded to 1,600 emergency tree failures, planted 230 trees, and provided establishment care to 700 more trees. This work was performed by 20 staff under the supervision of a single manager. This is an unsustainable arrangement which jeopardizes the timely and efficient delivery of services, including resolution of tree hazards posing risks to public safety.

Further, these positions provide the organizational framework necessary to ramp up as new levy funds become available. The funding will increase the capacity of Urban Forestry to proactively maintain the City’s tree assets in parks and on other city-owned properties.

74 City of Portland, Oregon – FY 2021-22 Requested Budget

City of Portland Parks & Recreation - Requested Budget FY 2021-22 Page 145 Portland Parks and Recreation Portland Parks and Recreation Portland Parks & Recreation Tree Maintenance | Program Offers Portland Parks and Recreation

Program Budget Program Budget Actuals Actuals Revised Requested No DP Requested Program Budget FYActuals 2018-19 FYActuals 2019-20 FYRevised 2020-21 RequestedFY 2021-22 No DP FYRequested 2021-22 FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2021-22 Requirements Actuals Actuals Revised Requested No DP Requested BureauRequirements Expenditures FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2021-22 RequirementsBureauPersonnel Expenditures Services 0 1,213,742 2,368,636 3,074,121 3,324,803 BureauExternalPersonnel Expenditures Materials Services and Services 0 1,213,742143,505 4,667,2822,368,636 5,289,2213,074,121 5,319,2833,324,803 InternalPersonnelExternal MaterialsMaterials Services andand ServicesServices 0 1,213,742769,904143,505 1,211,1672,368,6364,667,282 1,045,1343,074,1215,289,221 1,045,1343,324,8035,319,283 CapitalExternalInternal Outlay MaterialsMaterials andand ServicesServices 0 143,505769,9046,575 4,667,2821,211,1670 5,289,2211,045,1340 5,319,2831,045,1340 BureauInternalCapital Expenditures Outlay Materials and Total Services 0 2,133,726769,9046,575 8,247,0851,211,1670 9,408,4761,045,1340 9,689,2201,045,1340 BureauEndingCapital Expenditures OutlayFund Balance Total 0 2,133,7266,575 8,247,0850 9,408,4760 9,689,2200 RequirementsBureauEnding Expenditures Fund Balance Total Total 0 2,133,7262,133,726 8,247,0858,247,085 9,408,4769,408,476 9,689,2209,689,220 RequirementsEnding Fund Balance Total 0 2,133,726 8,247,085 9,408,476 9,689,220 Requirements Total 0 2,133,726 8,247,085 9,408,476 9,689,220 FTE 0.00 0.00 0.00 18.00 20.00 FTE 0.00 0.00 0.00 18.00 20.00 BudgetFTE Narrative 0.00 0.00 0.00 18.00 20.00 Budget Narrative BudgetResources NarrativeThe Tree Maintenance program is primarily funded though the General Fund, with Resources additionalThe Tree Maintenance revenue from program services is provided primarily to funded other Citythough bureaus the General like the Fund, Portland with additional revenue from services provided to other City bureaus like the Portland Resources TheBureau Tree of Maintenance Transportation. program In addition, is primarily revenue funded comes though from thethe GeneralTree Planting Fund, and with Bureau of Transportation. In addition, revenue comes from the Tree Planting and additionalPreservation revenue Fund andfrom the services Urban provided Forest Fund. to other City bureaus like the Portland Preservation Fund and the Urban Forest Fund. Bureau of Transportation. In addition, revenue comes from the Tree Planting and Expenses PreservationThe FY 2021-22 Fund Requested and the BudgetUrban Forestincludes Fund. $9.7 million in expenses for the Tree Expenses MaintenanceThe FY 2021-22 Program. Requested Personnel Budget costs includes account $9.7 formillion $3.3 millioninthein expenses forTree the Tree Maintenance Program. Personnel costs account for $3.3 millioninthe Tree Expenses TheMaintenance FY 2021-22 program. Requested The Budget program includes also incurs $9.7 millionlarge equipment in expenses and for supply the Tree Maintenance program. The program also incurs large equipment and supply Maintenanceexpenses. Finally, Program. outyear Personnel expenditures costs account in the Urban for $3.3 Forestry-specific millioninthe Tree subfunds is expenses. Finally, outyear expenditures in the Urban Forestry-specific subfunds is Maintenancebudgeted as materials program. and The services program in also the incurscurrent large year. equipment Due to the and inherently supply budgeted as materials and services in the current year. Due to the inherently expenses.dangerous Finally, nature outyearof tree work, expenditures expenses in are the necessary Urban Forestry-specific to include extensive subfunds is dangerous nature of tree work, expenses are necessary to include extensive budgetedtraining, equipment as materials maintenance, and services and in the supplies current to year. ensure Due staff to thesafety. inherently training, equipment maintenance, and supplies to ensure staff safety. dangerous nature of tree work, expenses are necessary to include extensive Staffing training,In FY 2021-22, equipment the Tree maintenance, Maintenance and program supplies has to 20.0ensure FTE. staff safety. Staffing In FY 2021-22, the Tree Maintenance program has 20.0 FTE. StaffingAssets and Liabilities InThe FY Tree 2021-22, Maintenance the Tree programMaintenance has a program large fleet has of 20.0 trucks FTE. and heavy equipment. Assets and Liabilities The Tree Maintenance program has a large fleet of trucks and heavy equipment. Program Information AssetsProgram and Liabilities InformationThe Tree Maintenance program has a large fleet of trucks and heavy equipment. Program Contact: Jenn Cairo Program Contact: Information Jenn Cairo ContactProgram Phone: Contact: Jenn503-823-4405 Cairo Contact Phone: 503-823-4405 ContactWebsite: Phone: 503-823-4405portlandparks.org Website: portlandparks.org Website: portlandparks.org

City of Portland, Oregon – FY 2021-22 Requested Budget 75 City of Portland, Oregon – FY 2021-22 Requested Budget 75

PageCity of 146 Portland, Oregon – FY 2021-22 Requested Budget City of Portland Parks & Recreation - Requested Budget FY 2021-2275 Portland Parks and Recreation

Portland Parks and Recreation

ProgramPortland Offers Parks | Tree Regulationand Recreation Tree Regulation Portland Parks & Recreation

Program Description & GoalsTree Regulation Tree Regulation Program Description & Goals Program Description & Goals PP&R’s Tree Regulation Program includes Title 11 Trees, which was adopted by City Council in 2015 to support implementation of the City’s Urban Forest Management Plan (UFMP); protect the health, safety, andPP&R’s general Tree welfare Regulation of the Program residents includes of Portland; Title 11 enhance Trees, whichthe appearance was adopted of the by City; City andCouncil protect in 2015trees to as PP&R’simportantsupport Treeimplementation ecological, Regulation cultural, Programof the and City’s includes economic Urban Title Forestresources 11 Trees,Management for which the benefit was Plan adopted of(UFMP); the City’s by protect City residents Council the health, and in 2015visitors. safety, to supportTheand Treegeneral implementation Regulation welfare ofProgram the of residents the is City’s the primaryof Urban Portland; Forestentity enhance responsibleManagement the appearance for Plan implementing (UFMP); of the protectCity; and and enforcing the protect health, Title trees safety, 11. as andThisimportant generalincludes ecological, welfare all trees of cultural,on the City-owned residents and economic of properties Portland; resources andenhance streets for the the in appearance developmentbenefit of the of situationstheCity’s City; residents and (such protect asand construction visitors.trees as importantonThe City-owned Tree Regulation ecological, properties), Program cultural, impacts isand the economic primaryon street entityresourcestrees fromresponsible for building the benefit for on implementing nearby of the property,City’s and residents enforcingand supporting and Title visitors. 11. the TheBureauThis Treeincludes of Regulation Development all trees Program on Services’ City-owned is the services primary properties regarding entity and responsible streetsprivate in property development for implementing development situations and and enforcing(such trees. as The construction Title Tree 11. ThisRegulationon City-owned includes Program all properties), trees also on City-ownedaddresses impacts allon properties non-developmentstreet trees and from streets building situations in development on involving nearby situationsproperty, street and and(such City supporting as trees, construction for the onexample,Bureau City-owned of tree Development removal, properties), maintenance, Services’ impacts services on and street planting. regarding trees from private building property on nearby development property, and and trees. supporting The Tree the BureauRegulation of Development Program also Services’ addresses services all non-development regarding private situations property involving development street andand trees.City trees, The Tree for RegulationTheexample, PP&R tree Tree Program removal, Regulation also maintenance, addresses Program all is and alsonon-development planting. responsible for situations implementing involving and streetenforcing and treeCity regulations trees, for for example,all private tree properties removal, when maintenance, no development and planting. activity is present. For example, PP&R would have regulatory authorityThe PP&R for Tree the Regulation removal of Program a yard tree is also from responsible a privately-owned for implementing business or and residential enforcing property, tree regulations with a few for Theexceptionsall private PP&R propertiesTreewhen Regulation overlay when zones Programno development are involved. is also responsible activity The Bureau is present. for of implementing Development For example, and Services PP&R enforcing iswould responsible tree have regulations regulatory for for allimplementationauthority private for properties the andremoval enforcementwhen of no a yard development of tree City from codes activitya privately-owned related is present.to trees on Forbusiness private example, or properties residential PP&R would in property, development have regulatorywith a few authoritysituations.exceptions for when the removaloverlay zonesof a yard are treeinvolved. from a The privately-owned Bureau of Development business or Services residential is responsible property, with for a few exceptionsimplementation when and overlay enforcement zones are of involved. City codes The related Bureau to oftrees Development on private propertiesServices is inresponsible development for implementationBureausituations. performance and enforcementmeasure related of City to the codes Tree related Regulation to trees program on private is: percent properties of Title in development 11 permits not situations.closed (calendar year). Bureau performance measure related to the Tree Regulation program is: percent of Title 11 permits not BureauPP&Rclosed has(calendar performance recently year). created measure a Healthy related Parks,to the TreeHealthy Regulation Portland program Framework is: percent to guide of planningTitle 11 permits for 2021 not and closedbeyond. (calendar The bureau year). spent 2020 evaluating the success of its three major plans: Vision 2020, 2017-2020 StrategicPP&R has Plan, recently and Five-Yearcreated a HealthyRacial Equity Parks, Plan. Healthy As part Portland of its strategic Framework planning to guide work planning in 2021, for PP&R 2021 will and be PP&Rcreatingbeyond. has newThe recently bureauperformance created spent 2020measuresa Healthy evaluating andParks, aligning the Healthy success them Portland of with its three strategic Framework major objectives plans: to guide Vision and planning organizational 2020, 2017-2020 for 2021 and beyond.workplans.Strategic The Plan, In bureau particular,and Five-Year spent PP&R 2020 Racial evaluatingwill Equity identify Plan.the performance success As part of of its measuresits three strategic major for planning equityplans: Visionobjectives. work 2020,in 2021, 2017-2020 PP&R will be Strategiccreating new Plan, performance and Five-Year measures Racial Equity and aligning Plan. As them part withof its strategicstrategic objectivesplanning workand organizational in 2021, PP&R will be creatingPP&Rworkplans. performance new In performance particular, was and PP&R measures continues will identifyand to bealigning affected performance them by thewith measures COVID-19 strategic for publicobjectives equity health objectives. and emergency. organizational The bureau workplans.expects that In FY particular, 2021-22 programs PP&R will and identify services performance will continue measures to be responsive for equity to objectives. the public health and economicPP&R performance emergency. was and continues to be affected by the COVID-19 public health emergency. The bureau PP&Rexpects performance that FY 2021-22 was programsand continues and servicesto be affected will continue by the COVID-19 to be responsive public health to the emergency.public health The and bureau expectseconomic that emergency. FY 2021-22 programs and services will continue to be responsive to the public health and economicPerformance Measures emergency. Actuals Actuals Target Target Strategic Performance Measures Performance FY 2018-19 FY 2019-20 2020-21 FY 2021-22 Target

PerformancePercentage Measures of Title 11 permits not closed (by calendar year) Actuals 1% Actuals NA Target 0% Target 0% Strategic 0% Performance FY 2018-19 FY 2019-20 2020-21 FY 2021-22 Target Actuals Actuals Target Target Strategic Percentage of Title 11 permits notPerformance closed (by calendar year) FY 2018-19 1% FY 2019-20 NA 2020-21 0% FY 2021-22 0% Target 0% Percentage of Title 11 permits not closed (by calendar year) 1% NA 0% 0% 0%

76 City of Portland, Oregon – FY 2021-22 Requested Budget

76 City of Portland, Oregon – FY 2021-22 Requested Budget

City76 of Portland Parks & Recreation - Requested Budget FY 2021-22 City of Portland, Oregon – FY 2021-22 Requested BudgetPage 147 Portland Parks & Recreation Portland Parks Tree Regulation and Recreation | Program Offers Portland Parks and Recreation Explanation of Services Explanation of Services PP&R’s Tree Regulation Program preserves and enhances the City’s forest and trees by facilitating, PP&R’s Tree Regulation Program preserves and enhances the City’s forest and trees by facilitating, PP&R’simplementing, Tree Regulation and enforcing Program the regulatory preserves andrequirements enhances theof Title City’s 11 forest(Trees). and The trees program by facilitating, is the implementing, and enforcing the regulatory requirements of Title 11 (Trees). The program is the implementing,City’s single point and of enforcing contact (503-823-TREE, the regulatory [email protected]) of Title 11 (Trees). for all The tree program information, is the dispatches City’s single point of contact (503-823-TREE, [email protected]) for all tree information, dispatches City’sUrban singleForestry point staff of to contact tree emergencies, (503-823-TREE, and [email protected]) provides in-person permitting for allassistance tree information, at the City’s dispatches Urban Forestry staff to tree emergencies, and provides in-person permitting assistance at the City’s UrbanDevelopment Forestry Services staff to Center.tree emergencies, In addition, and the provides Tree Regulation in-person Program permitting provides assistance the following at the City’s services: Development Services Center. In addition, the Tree Regulation Program provides the following services: Development Services Center. In addition, the Tree Regulation Program provides the following services:  non-development tree permitting  non-development tree permitting  non-developmentdevelopment tree permittingtree permitting  development tree permitting  developmentcapital projects tree tree permitting permitting  capital projects tree permitting  capitalTitle 11 projects code compliance, tree permitting and  Title 11 code compliance, and  Titleforest 11 management. code compliance, and  forest management. Equity Impacts  forest management. Equity Impacts PP&R’s Tree Regulation is a citywide program serving all Portlanders. While the program does not collect PP&R’s Tree Regulation is a citywide program serving all Portlanders. While the program does not collect PP&R’sdemographic Tree Regulation information, is aefforts citywide have program been undertaken serving all to Portlanders. remove known While barriers the program to accessing does permittingnot collect demographic information, efforts have been undertaken to remove known barriers to accessing permitting demographicand regulation information, services. efforts have been undertaken to remove known barriers to accessing permitting and regulation services. and regulation services. PP&R’s Tree Regulation Program makes documents and services readily available in multiple languages, PP&R’s Tree Regulation Program makes documents and services readily available in multiple languages, PP&R’sincluding Tree phone Regulation translation Program services makes for callers documents to 823-TREE and services and staff readily access available while workingin multiple on-site languages, with including phone translation services for callers to 823-TREE and staff access while working on-site with includingproperty owners phone translationand residents. services Safe harborfor callers languages to 823-TREE are on and all keystaff UF access tree whilepermitting working forms on-site and publicwith property owners and residents. Safe harbor languages are on all key UF tree permitting forms and public propertycommunication owners documents. and residents. Urban Safe Forestry harbor languagesmaintains arerecords on all of key interactions UF tree permitting in which translation forms and servicespublic communication documents. Urban Forestry maintains records of interactions in which translation services communicationare utilized. documents. Urban Forestry maintains records of interactions in which translation services are utilized. are utilized. By May 2021, PP&R’s Tree Regulation program will complete a pilot for a low-income fee waiver program to By May 2021, PP&R’s Tree Regulation program will complete a pilot for a low-income fee waiver program to Bybetter May serve 2021, vulnerable PP&R’s Tree populations. Regulation Following program anwill assessment complete a of pilot the forresults a low-income of the pilot, fee Urban waiver Forestry program will to better serve vulnerable populations. Following an assessment of the results of the pilot, Urban Forestry will betterdevelop serve a plan vulnerable and request populations. funding toFollowing make the an waiver assessment program of the permanent. results of the pilot, Urban Forestry will develop a plan and request funding to make the waiver program permanent. develop a plan and request funding to make the waiver program permanent. New positions supported by the Parks 2020 Operations Levy provide an opportunity to improve division New positions supported by the Parks 2020 Operations Levy provide an opportunity to improve division Newemployee positions diversity supported metrics. by PP&R the Parks has made2020 Operationsgreat strides Levy in diversifying provide an itsopportunity workforce. to In improve 2015, the division bureau’s employee diversity metrics. PP&R has made great strides in diversifying its workforce. In 2015, the bureau’s employeeregular staff diversity was 18% metrics. BIPOC; PP&R currently, has made 28% greatof regular strides staff in isdiversifying BIPOC. Managers its workforce. increased In 2015, from the 11% bureau’s regular staff was 18% BIPOC; currently, 28% of regular staff is BIPOC. Managers increased from 11% regularBIPOC instaff 2015 was to 18%almost BIPOC; 30% atcurrently, present; 28% Black of managersregular staff increased is BIPOC. from Managers 3% to 19%. increased from 11% BIPOC in 2015 to almost 30% at present; Black managers increased from 3% to 19%. BIPOC in 2015 to almost 30% at present; Black managers increased from 3% to 19%. Overall, including PP&R’s seasonal and casual employees, the bureau’s workforce is currently 31.7% BIPOC. Overall, including PP&R’s seasonal and casual employees, the bureau’s workforce is currently 31.7% BIPOC. Overall,PP&R will including continue PP&R’s to improve seasonal its workforce and casual BIPOC employees, percentages the bureau’s when workforce hiring for isthe currently permanent 31.7% and BIPOC. PP&R will continue to improve its workforce BIPOC percentages when hiring for the permanent and PP&Rseasonal will and continue casual positionsto improve made its workforce possible by BIPOC levy resources.percentages Additional when hiring resources for the in permanent Workforce and seasonal and casual positions made possible by levy resources. Additional resources in Workforce seasonalDevelopment and casual and Equity positions & Inclusion made possible will also by help levy improve resources. onboarding Additional and resources training in for Workforce staff, which will Development and Equity & Inclusion will also help improve onboarding and training for staff, which will Developmenthelp improve retentionand Equity and & promotionInclusion will of BIPOCalso help staff improve members. onboarding These investments and training will for also staff, improve which will help improve retention and promotion of BIPOC staff members. These investments will also improve helpoutcomes improve related retention to how and employees promotion feel of about BIPOC their staff PP&R members. experience. These investments will also improve outcomes related to how employees feel about their PP&R experience. outcomes related to how employees feel about their PP&R experience. Changes to Program Changes to Program In 2020, due to the COVID-19 public health emergency, PP&R experienced a massive shift in operations and In 2020, due to the COVID-19 public health emergency, PP&R experienced a massive shift in operations and Inservice 2020, levels. due to Portlanders the COVID-19 have public seen healthpainful emergency, service level PP&R reductions, experienced many a ofmassive which shiftcontinue, in operations including and service levels. Portlanders have seen painful service level reductions, many of which continue, including serviceclosed community levels. Portlanders and art havecenters, seen pools, painful and service the cancelation level reductions, of all public many event of which permits, continue, except including closed community and art centers, pools, and the cancelation of all public event permits, except closedfor group community sizes approved and art by centers, the State pools, of Oregon. and the cancelation of all public event permits, except for group sizes approved by the State of Oregon. for group sizes approved by the State of Oregon.

PageCity of 148 Portland, Oregon – FY 2021-22 Requested Budget City of Portland Parks & Recreation - Requested Budget FY 2021-2277 City of Portland, Oregon – FY 2021-22 Requested Budget 77 City of Portland, Oregon – FY 2021-22 Requested Budget 77 Portland Parks and Recreation Program Offers | Tree Regulation Portland Parks and Recreation Portland Parks & Recreation

COVID-19 impacted all City bureaus and dramatically affected revenues. The City implemented wage freezesCOVID-19 and impacted furloughs, all and City bureaus bureaus were and askeddramatically to take budgetaffected reductions. revenues. The PP&R’s City budgetimplemented was reduced wage furtherfreezes andas 30% furloughs, of its operating and bureaus budget were was asked dependent to take on budget program reductions. fee revenue PP&R’s that budget would wasnot be reduced earned.further asPP&R 30% laidof its off operating over 750 budget seasonal was and dependent casual staff, on didprogram not fill fee open revenue vacancies, that would not be reducedearned. PP&R capital laid budgets, off over and 750 reduced seasonal spending and casual on materialsstaff, did notand fill services. open vacancies, reduced capital budgets, and reduced spending on materials and services. In November of 2020, Portland voters passed the Parks 2020 Operating Levy, a five-year levy to provide RecreationIn November for of All, 2020, Protect Portland and Growvoters Nature, passed andthe Parkssupport 2020 Community Operating Partnerships.Levy, a five-year Portland levy to Parks provide & Recreation isfor grateful All, Protect to the and community Grow Nature, for its and support support and Community is excited to Partnerships. have the opportunity Portland Parks & toRecreation restore programs is grateful and to theservices, community with a forfocus its onsupport serving and BIPOC, is excited refugee to have and the immigrant opportunity communities, peopleto restore experiencing programs andpoverty, services, people with living a focus with on disabilities, serving BIPOC, and older refugee adults. and immigrant communities, people experiencing poverty, people living with disabilities, and older adults. The City Council’s levy referral to the ballot promised restoration of summer programs in 2021. PP&R will requestThe City City Council’s Council levy approval referral to to access the ballot funds promised in FY 2020-21 restoration to ramp of summerup operations programs to provide in 2021. summer PP&R will programs,request City build Council capacity approval for levy-funded to access funds program in FY expansion, 2020-21 to andramp address up operations critical points to provide of summer potentialprograms, failure build incapacity the bureau. for levy-funded This FY 2021-22 program Requested expansion, Budget and includes address thesecritical points of items.potential PP&R failure will in continue the bureau. to engage This FY the 2021-22 community Requested to create Budget a complete includes FY these 2021-22 levy budget as part of theitems. City’s PP&R Fall will Budget continue Monitoring to engage Process the community submission to in create September a complete 2021. FY 2021-22 levy budget as part of the City’s Fall Budget Monitoring Process submission in September 2021. Levy funding will support 2 new FTE in Tree Regulation. These positions will improve management of Portland’sLevy funding trees will and support will issue 2 new certain FTE tree in Tree permits, Regulation. such as Thesetree removal positions and will planting improve permits; management provide of more capacityPortland’s for trees safe and and will timely issue 24-hour certain response tree permits, to tree such emergencies as tree removal in public and rights-of-way;planting permits; and provide result in more improvedcapacity for response safe and to timely public 24-hour phone andresponse email to inquiries tree emergencies at the City’s in publicsingle-point-of-contact rights-of-way; and for result tree issues in (823-TREEimproved response [email protected]). to public phone and email inquiries at the City’s single-point-of-contact for tree issues (823-TREE [email protected]). In addition, these positions provide a necessary organizational foundation for expanded and improved performanceIn addition, these once positionsthe full complement provide a necessary of levy funding organizational is available foundation in fall 2021 for expanded and improved performance once the full complement of levy funding is available in fall 2021

Program Budget Program Budget Actuals Actuals Revised Requested No DP Requested FYActuals 2018-19 FYActuals 2019-20 FYRevised 2020-21 RequestedFY 2021-22 No DP FYRequested 2021-22 Requirements FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2021-22 RequirementsBureau Expenditures BureauPersonnel Expenditures Services 0 1,723,221 2,135,621 2,126,142 2,358,449 ExternalPersonnel Materials Services and Services 0 1,723,22152,840 2,135,621(63,502) 2,126,14245,185 2,358,44945,185 ExternalInternal MaterialsMaterials andand ServicesServices 0 239,70952,840 (63,502)421,426 500,86145,185 500,86145,185 BureauInternal Expenditures Materials and Total Services 0 2,015,770239,709 2,493,545421,426 2,672,188500,861 2,904,495500,861 BureauEnding Expenditures Fund Balance Total 0 2,015,770 2,493,545 2,672,188 2,904,495 RequirementsEnding Fund Balance Total 0 2,015,770 2,493,545 2,672,188 2,904,495 Requirements Total 0 2,015,770 2,493,545 2,672,188 2,904,495

FTE 0.00 0.00 0.00 19.00 21.00 FTE 0.00 0.00 0.00 19.00 21.00

78 City of Portland, Oregon – FY 2021-22 Requested Budget

City78 of Portland Parks & Recreation - Requested Budget FY 2021-22 City of Portland, Oregon – FY 2021-22 Requested BudgetPage 149 Portland Parks & Recreation Portland Parks Tree Regulation and Recreation | Program Offers

Portland Parks and Recreation Budget Narrative

BudgetResources NarrativeThe Tree Regulation program is primarily funded through permit fees and the General Fund. Resources The Tree Regulation program is primarily funded through permit fees and the Expenses GeneralThe FY 2021-22Fund. Requested Budget includes $2.9 million in expenses for the Tree Regulation Program. Personnelcosts are the primary expenses for the Tree Expenses Regulation The FY 2021-22 program, Requested making Budget up about includes 81% of$2.9 the million total budget. in expenses Materials for the and Tree servicesRegulation are Program. primarily Personnelcosts fleet and facility are costs. the primary expenses for the Tree Regulation program, making up about 81% of the total budget. Materials and Staffing Inservices FY 2021-22, are primarily the Tree fleet Regulation and facility program costs. includes 21.0 FTE.

AssetsStaffing and Liabilities ThisIn FY program 2021-22, hasthe noTree assets Regulation and liabilities. program includes 21.0 FTE. AssetsProgram and Liabilities InformationThis program has no assets and liabilities.

Program Contact: Information Jenn Cairo

ContactProgram Phone: Contact: 503-823-4405Jenn Cairo

Website:Contact Phone: portlandparks.org503-823-4405

Website: portlandparks.org

PageCity of 150 Portland, Oregon – FY 2021-22 Requested Budget City of Portland Parks & Recreation - Requested Budget FY 2021-2279

City of Portland, Oregon – FY 2021-22 Requested Budget 79 Portland Parks and Recreation Program Offers | Urban Forestry Science and Outreach Portland Parks & Recreation Portland Parks and Recreation Urban Forestry Science and Outreach Program DescriptionUrban & Goals Forestry Science and Outreach

Program Description & Goals

Portland Parks & Recreation’s (PP&R) Urban Forestry Science and Outreach Program is committed to preserving and expanding the city’s forest to all communities through fostering a culture of community tree stewardship,Portland Parks conducting & Recreation’s scientific (PP&R) analyses Urban of Forestry the urban Science forest, and and Outreach developing Program and implementing is committed best to policypreserving practices. and expanding Urban Forestry the city’s Science forest and to allOutreach communities also implements through fostering Title 11 aTrees, culture the of City’s community tree tree regulations,stewardship, and conducting supports scientific tree code analyses implementation of the urban by others, forest, includingand developing UF Permitting and implementing and Regulation, best otherpolicy bureaus, practices. property Urban Forestry owners, Scienceand residents. and Outreach also implements Title 11 Trees, the City’s tree regulations, and supports tree code implementation by others, including UF Permitting and Regulation, Inother recognition bureaus, ofproperty the environmental, owners, and public residents. health, and livability benefits of urban trees, Portland has a goal of expanding canopy cover (i.e. the area of land covered by trees when viewed from above) from its current 30.7%In recognition to a minimum of the environmental,of 33.3% by 2035. public Data health, is collected and livability every 5 years benefits and of will urban be updated trees, Portland in 2021. has a goal of expanding canopy cover (i.e. the area of land covered by trees when viewed from above) from its current In30.7% addition to a minimum to the citywide of 33.3% canopy by 2035. target, Data PP&R is collected Urban Forestryevery 5 years is committed and will tobe addressing updated in historic 2021. inequities which have resulted in strong correlations between income and access to tree benefits. The metric listedIn addition below to – theannual citywide trees plantedcanopy target,in low PP&Rcanopy, Urban low income Forestry neighborhoods is committed to– wasaddressing created historicin 2018 to help trackinequities the progress which have of addressing resulted in the strong inequity. correlations between income and access to tree benefits. The metric listed below – annual trees planted in low canopy, low income neighborhoods – was created in 2018 to help PP&Rtrack the has progress recently of created addressing a Healthy the inequity. Parks, Healthy Portland Framework to guide planning for 2021 and beyond. The bureau spent 2020 evaluating the success of its three major plans: Vision 2020, 2017-2020 StrategicPP&R has Plan, recently and Five-Yearcreated a HealthyRacial Equity Parks, Plan. Healthy As part Portland of its strategic Framework planning to guide work planning in 2021, for PP&R 2021 will and be creatingbeyond. newThe bureauperformance spent 2020measures evaluating and aligning the success them of with its three strategic major objectives plans: Vision and organizational 2020, 2017-2020 workplans.Strategic Plan, In particular,and Five-Year PP&R Racial will Equity identify Plan. performance As part of measuresits strategic for planning equity objectives. work in 2021, PP&R will be creating new performance measures and aligning them with strategic objectives and organizational PP&Rworkplans. performance In particular, was and PP&R continues will identify to be affected performance by the measures COVID-19 for public equity health objectives. emergency. The bureau expects that FY 2021-22 programs and services will continue to be responsive to the public health and economicPP&R performance emergency. was and continues to be affected by the COVID-19 public health emergency. The bureau expects that FY 2021-22 programs and services will continue to be responsive to the public health and PP&R’seconomic Urban emergency. Forestry Division is guided by the Urban Forest Management Plan (UFMP). The plan is developed by City staff in collaboration with a broad and diverse stakeholder group including the Urban ForestryPP&R’s Urban Commission, Forestry Oregon Division Department is guided byof Forestry,the Urban Metro, Forest and Management other community Plan (UFMP). organizations. The plan is developed by City staff in collaboration with a broad and diverse stakeholder group including the Urban AdoptedForestry Commission, in 2004, the UFMP Oregon established Department the offollowing Forestry, goals Metro, of theand Urban other communityForestry program: organizations. Adopted in 2004, the UFMP established the following goals of the Urban Forestry program:  protect, preserve, restore, and expand Portland’s urban forest;

 protect,promote preserve, stewardship restore, of the and urban expand forest; Portland’s and urban forest;

 promoteprovide equitable stewardship urban of theforest urban benefits forest; for and all residents of the city.

 provide equitable urban forest benefits for all residents of the city.

80 City of Portland, Oregon – FY 2021-22 Requested Budget

City80 of Portland Parks & Recreation - Requested Budget FY 2021-22 City of Portland, Oregon – FY 2021-22 Requested BudgetPage 151 Portland Parks & Recreation UrbanPortland Forestry Science Parks and Outreach and Recreation | Program Offers Portland Parks and Recreation Urban Forestry Outreach & Science program advances these goals throughPortland the following Parks and activities: Recreation Urban Forestry Outreach & Science program advances these goals through the following activities:  forest assessment; Urban Forestry Outreach & Science program advances these goals through the following activities:  forestTitle 11 assessment; implementation;

 Titlecitywideforest 11 assessment; implementation; tree planting strategy; and

 citywideeducationTitle 11 implementation; tree and planting outreach, strategy; including and volunteer management (14,000 volunteer hours annually), workshops and trainings, and Urban Forestry Commission  citywide tree planting strategy; and  education and outreachoutreach, Committee. including volunteer management (14,000 volunteer  educationhours annually), and outreach, workshops including and trainings, volunteer and management Urban Forestry (14,000 Commission volunteer  education and outreach Committee. Performance Measures hours annually), workshops and trainings, and Urban Forestry Commission  education and outreach Committee.Actuals Actuals Target Target Strategic Performance Measures Performance FY 2018-19 FY 2019-20 2020-21 FY 2021-22 Target

Performance Measures Actuals Actuals Target Target Strategic Percentage of tree canopy coverage within city 31% NA 31% 0% 31% Performance FYActuals 2018-19 FYActuals 2019-20 2020-21Target FYTarget 2021-22 StrategicTarget Annual trees planted in low canopy, low income neighborhoods 499 719 1,000 1,100 1,100 Percentage of tree canopy coveragePerformance within city FY 2018-19 31% FY 2019-20 NA 2020-21 31% FY 2021-22 0% Target 31% Annual trees planted in low canopy, low income neighborhoods 499 719 1,000 1,100 1,100 ExplanationPercentage of tree canopy of coverage Services within city 31% NA 31% 0% 31% Annual trees planted in low canopy, low income neighborhoods 499 719 1,000 1,100 1,100 PP&R’sExplanation Urban Forestry of Services division is guided by the Urban Forest Management Plan (UFMP). The plan is developedExplanation by City of staff Services in collaboration with a broad and diverse stakeholder group including the Urban ForestryPP&R’s Urban Commission, Forestry Oregon division Department is guided by of theForestry, Urban Metro, Forest andManagement other community Plan (UFMP). organizations. The plan is AdoptedPP&R’sdeveloped Urban in by 2004, City Forestry the staff UFMP indivision collaboration established is guided withthe by following athe broad Urban and goals Forest diverse of theManagement stakeholder Urban Forestry Plan group (UFMP).program: including The theplan Urban is developedForestry Commission, by City staff Oregon in collaboration Department with of a Forestry, broad and Metro, diverse and stakeholder other community group includingorganizations. the Urban Adopted in 2004, the UFMP established the following goals of the Urban Forestry program: Forestry Commission, Oregon protect, Department preserve, of Forestry,restore, and Metro, expand and Portland’s other community urban forest organizations. Adopted in 2004, the UFMP established the following goals of the Urban Forestry program:  promote stewardship of the urban forest, and  protect, preserve, restore, and expand Portland’s urban forest  provide equitable urban forest benefits for all residents of the city.  protect,promote preserve, stewardship restore, of the and urban expand forest, Portland’s and urban forest The Urban Forestry Outreach promoteprovide and Science equitable stewardship program urban of advances theforest urban benefits these forest, goalsfor and all through residents the of following the city. activities:  provide equitable urban forest benefits for all residents of the city. The Urban Forestry Outreach and Science program advances these goals through the following activities:  forest assessment The Urban Forestry Outreach and Science program advances these goals through the following activities:  Title 11 Implementation  forest assessment  citywide tree planting strategy, and  forestTitle 11 assessment Implementation  education and outreach, including volunteer management (14,000 volunteer  citywide tree planting strategy, and hoursTitle 11 annually), Implementation workshops and trainings, and Urban Forestry Commission  educationcitywide tree and planting outreachoutreach, strategy, Committee. including and volunteer management (14,000 volunteer hours annually), workshops and trainings, and Urban Forestry Commission  education and outreach, including volunteer management (14,000 volunteer Equity Impacts hourseducation annually), and outreach workshops Committee. and trainings, and Urban Forestry Commission education and outreach Committee. Portland’sEquity Impacts tree infrastructure is dramatically inequitable. While those on the west side of the Willamette RiverEquity enjoy Impacts canopy coverage of over 50%, east side residents largely live in low-canopy neighborhoods. East sidePortland’s canopy tree is justinfrastructure 21%, more islike dramatically Los Angeles inequitable. than west Portland.While those This on vastly the west uneven side distributionof the Willamette means thePortland’sRiver services enjoy tree canopyand infrastructure benefits coverage of the of is urbanoverdramatically 50%, forest east are inequitable. side not residents accessible While largely to thosemany live on of in thePortland’s low-canopy west side residents. ofneighborhoods. the Willamette East East Portland’sRiverside canopy enjoy low-canopy canopy is just 21%, coverage neighborhoods more of like over Los 50%, Angeles also east represent side than residents west the Portland.City largely of Portland’s This live invastly low-canopy highest uneven percentage distributionneighborhoods. of Black, means East Indigenous,sidethe services canopy andoris justPeople benefits 21%, of more ofColor the like (BIPOC),urban Los forestAngeles immigrant are than not accessibleandwest refugee Portland. to communities.many This of vastly Portland’s uneven residents. distribution East means thePortland’s services low-canopy and benefits neighborhoods of the urban forest also representare not accessible the City toof manyPortland’s of Portland’s highest percentage residents. Eastof Black, Portland’sIndigenous, low-canopy or People of neighborhoods Color (BIPOC), also immigrant represent and the refugee City of communities.Portland’s highest percentage of Black, Indigenous, or People of Color (BIPOC), immigrant and refugee communities.

PageCity of 152 Portland, Oregon – FY 2021-22 Requested Budget City of Portland Parks & Recreation - Requested Budget FY 2021-2281 City of Portland, Oregon – FY 2021-22 Requested Budget 81 City of Portland, Oregon – FY 2021-22 Requested Budget 81 ProgramPortland Offers Parks | Urban andForestry Recreation Science and Outreach Portland Parks & Recreation Portland Parks and Recreation

PP&R’s Urban Forestry Science, Outreach & Planting program prioritizes underserved communities. In DecemberPP&R’s Urban 2018, Forestry Urban Forestry Science, finalizedOutreach its & CitywidePlanting program Tree Planting prioritizes Strategy underserved which was communities. informed by Infocus groups,December stakeholder 2018, Urban meetings, Forestry and finalized working its withCitywide a Community Tree Planting Advisory Strategy Committee which was to ensureinformed significant by focus representationgroups, stakeholder from peoplemeetings, of color,and working immigrant, with refugee, a Community and low-income Advisory Committeecommunities. to ensure significant representation from people of color, immigrant, refugee, and low-income communities. Urban Forestry conducts analysis to assess and monitor the status of the City’s urban forest, including a canopyUrban Forestry coverage conducts analysis analysis every five to years.assess Urbanand monitor Forestry the also status produces of the City’sthe Urban urban Forest forest, Action including Plan a Updatecanopy coverageannually whichanalysis provides every five data years. on tree Urban removal, Forestry planting, also produces maintenance, the Urban and outreach Forest Action activities Plan across theUpdate City. annually which provides data on tree removal, planting, maintenance, and outreach activities across the City. Identifying and pursuing opportunities to plant trees consistent with the 2018 Citywide Tree Planting Strategy,Identifying which and pursuingprioritizes opportunities low-income/low-canopy to plant trees neighborhoods. consistent with Urban the 2018 Forestry Citywide began Tree a yard-tree Planting giveawayStrategy, which program prioritizes in 2017 low-income/low-canopyand since then has provided neighborhoods. a total of more Urban than Forestry 5,000 trees began to community a yard-tree membersgiveaway inprogram primarily in 2017low-income/low-canopy and since then has provided neighborhoods. a total of more than 5,000 trees to community members in primarily low-income/low-canopy neighborhoods. New positions supported by the Parks 2020 Operations Levy provide an opportunity to improve division employeeNew positions diversity supported metrics. by PP&R the Parks has made2020 Operationsgreat strides Levy in diversifying provide an itsopportunity workforce. to In improve 2015, the division bureau’s regularemployee staff diversity was 18% metrics. BIPOC; PP&R currently, has made 28% greatof regular strides staff in isdiversifying BIPOC. Managers its workforce. increased In 2015, from the 11% bureau’s BIPOCregular instaff 2015 was to 18%almost BIPOC; 30% atcurrently, present; 28% Black of managersregular staff increased is BIPOC. from Managers 3% to 19%. increased from 11% BIPOC in 2015 to almost 30% at present; Black managers increased from 3% to 19%. Overall, including PP&R’s Seasonal and Casual employees, the bureau’s workforce is currently 31.7% BIPOC.Overall, PP&Rincluding will PP&R’scontinue Seasonal to improve and its Casual workforce employees, BIPOC the percentages bureau’s workforce when hiring is currently for the permanent 31.7% andBIPOC. Seasonal PP&R and will Casual continue positions to improve made its possible workforce by levyBIPOC resources. percentages Additional when hiringresources for thein Workforce permanent Developmentand Seasonal andand CasualEquity positions& Inclusion made will possible also help by improve levy resources. onboarding Additional and training resources for staff,in Workforce which will helpDevelopment improve retentionand Equity and & promotionInclusion will of BIPOCalso help staff improve members. onboarding These investments and training will for also staff, improve which will outcomeshelp improve related retention to how and employees promotion feel of about BIPOC their staff PP&R members. work Theseexperience. investments will also improve outcomes related to how employees feel about their PP&R work experience. Changes to Program Changes to Program In 2020, due to the COVID-19 public health emergency, PP&R experienced a massive shift in operations and serviceIn 2020, levels. due to Portlanders the COVID-19 have public seen healthpainful emergency, service level PP&R reductions, experienced many a ofmassive which shiftcontinue, in operations including and closedservice community levels. Portlanders and art havecenters, seen pools, painful and service the cancelation level reductions, of all public many event of which permits, continue, except including forclosed group community sizes approved and art by centers, the State pools, of Oregon. and the cancelation of all public event permits, except for group sizes approved by the State of Oregon. COVID-19 impacted all City bureaus and dramatically affected revenues. The City implemented wage freezesCOVID-19 and impacted furloughs, all and City bureaus bureaus were and askeddramatically to take budgetaffected reductions. revenues. The PP&R’s City budgetimplemented was reduced wage furtherfreezes andas 30% furloughs, of its operating and bureaus budget were was asked dependent to take on budget program reductions. fee revenue PP&R’s that budget would wasnot be reduced earned.further asPP&R 30% laidof its off operating over 750 budget seasonal was and dependent casual staff, on didprogram not fill fee open revenue vacancies, that would not be reducedearned. PP&R capital laid budgets, off over and 750 reduced seasonal spending and casual on materialsstaff, did notand fill services. open vacancies, reduced capital budgets, and reduced spending on materials and services. In November of 2020, Portland voters passed the Parks 2020 Operating Levy, a five-year levy to provide RecreationIn November for of All, 2020, Protect Portland and Growvoters Nature, passed andthe Parkssupport 2020 Community Operating Partnerships.Levy, a five-year Portland levy to Parks provide & Recreation isfor grateful All, Protect to the and community Grow Nature, for its and support support and Community is excited to Partnerships. have the opportunity Portland Parks & toRecreation restore programs is grateful and to theservices, community with a forfocus its onsupport serving and BIPOC, is excited refugee to have and the immigrant opportunity communities, peopleto restore experiencing programs andpoverty, services, people with living a focus with on disabilities, serving BIPOC, and older refugee adults. and immigrant communities, people experiencing poverty, people living with disabilities, and older adults.

City82 of Portland Parks & Recreation - Requested Budget FY 2021-22 City of Portland, Oregon – FY 2021-22 Requested BudgetPage 153 82 City of Portland, Oregon – FY 2021-22 Requested Budget Portland Parks and Recreation Portland Parks and Recreation

Urban Forestry Science and Outreach | Program Offers Portland The City Council’s Parks levy& Recreation referral to the ballot promised restoration of Portlandsummer programs Parks inand 2021. Recreation PP&R will requestThe City City Council’s Council levy approval referral to to access the ballot funds promised in FY 2020-21 restoration to ramp of summerup operations programs to provide in 2021. summer PP&R will programs,request City build Council capacity approval for levy-funded to access funds program in FY expansion, 2020-21 to andramp address up operations critical points to provide of summer potentialTheprograms, City Council’sfailure build incapacity thelevy bureau. referral for levy-funded This to the FY ballot 2021-22 program promised Requested expansion, restoration Budget and ofincludes address summer thesecritical programs points in of 2021. PP&R will items.requestpotential PP&R City failure Councilwill in continue the approval bureau. to engage toThis access FY the 2021-22 funds community in Requested FY 2020-21 to create Budget to a ramp complete includes up operations FY these 2021-22 to levy provide budget summer as part of theprograms,items. City’s PP&R Fall build will Budget capacity continue Monitoring for to levy-fundedengage Process the community programsubmission expansion, to in create September a and complete address 2021. FY critical 2021-22 points levy ofbudget as part of potentialthe City’s failure Fall Budget in the Monitoring bureau. This Process FY 2021-22 submission Requested in September Budget includes 2021. these Levyitems. funding PP&R will will continue support to2 new engage FTE the in Treecommunity Maintenance to create and a completeadditional FY resources 2021-22 tolevy support budget PP&R’s as part of growingtheLevy City’s funding citywide Fall willBudget treesupport Monitoringplanting 2 new program. FTEProcess in Tree Specifically, submission Maintenance newin September staffand additionaland 2021.software resources will provide to support data-driven PP&R’s supportgrowing to citywide identify tree potential planting planting program. spaces, Specifically, provide plantingnew staff maps and software to contractors, will provide and ensure data-driven tree plantingLevysupport funding toasset identify willdatabases support potential are 2 updatednewplanting FTE and spaces,in Tree accurate. provideMaintenance These planting capabilities and maps additional to are contractors, particularly resources and to necessary support ensure treePP&R’swhen plantinggrowing atassetcitywide the databases scale tree needed planting are inupdated order program. toand overcome Specifically,accurate. the These City’snew capabilities staff historical and software arepolicies particularly will which provide benefited necessary data-driven white when Portlanderssupportplanting toat identifythe while scale denying potential needed people inplanting order of tocolor spaces, overcome access provide tothe tree City’splanting benefits historical maps and toservices. policies contractors, which and benefited ensure white tree plantingPortlanders asset while databases denying are people updated of colorand accurate. access to These tree benefits capabilities and services.are particularly necessary when planting at the scale needed in order to overcome the City’s historical policies which benefited white Portlanders while denying people of color access to tree benefits and services. Program Budget Program Budget Actuals Actuals Revised Requested No DP Requested FYActuals 2018-19 FYActuals 2019-20 FYRevised 2020-21 RequestedFY 2021-22 No DP FYRequested 2021-22 Program Budget FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2021-22 Requirements Requirements Bureau Expenditures Actuals Actuals Revised Requested No DP Requested Bureau Expenditures FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2021-22 Personnel Services 0 394,554 588,084 617,497 849,804 RequirementsPersonnel Services 0 394,554 588,084 617,497 849,804 External Materials and Services 0 9,200 14,846 22,863 22,863 BureauExternal Expenditures Materials and Services 0 9,200 14,846 22,863 22,863 Internal Materials and Services 0 12,653 41,164 24,355 24,355 InternalPersonnel Materials Services and Services 0 394,55412,653 588,08441,164 617,49724,355 849,80424,355 Bureau Expenditures Total 0 416,407 644,094 664,715 897,022 BureauExternal Expenditures Materials and Total Services 0 416,4079,200 644,09414,846 664,71522,863 897,02222,863 Ending Fund Balance EndingInternal Fund Materials Balance and Services 0 12,653 41,164 24,355 24,355 Requirements Total 0 416,407 644,094 664,715 897,022 RequirementsBureau Expenditures Total Total 0 416,407416,407 644,094644,094 664,715664,715 897,022897,022

Ending Fund Balance

Requirements Total 0 416,407 644,094 664,715 897,022 FTE 0.00 0.00 0.00 8.00 10.00 FTE 0.00 0.00 0.00 8.00 10.00

Budget Narrative BudgetFTE Narrative 0.00 0.00 0.00 8.00 10.00 Resources The Outreach & Science Program is supported by the General Fund, Parks 2020 BudgetResources NarrativeOperatingThe Outreach Levy, & Scienceand two Program trust funds is supported established by by the Title General 11: the Fund, Tree Parks Planting 2020 & PreservationOperating Levy, Fund and (11.15.010) two trust and funds the established Urban Forestry by Title Fund 11: (11.15.020). the Tree Planting & Resources ThePreservation Outreach Fund & Science (11.15.010) Program and is the supported Urban Forestry by the GeneralFund (11.15.020). Fund, Parks 2020 Expenses TheOperating FY 2021-22 Levy, Requested and two trust Budget funds includes established $0.9 million by Title in 11: expenses the Tree for Planting the Urban & Expenses ForestryPreservationThe FY 2021-22 Science Fund Requested and (11.15.010) Outreach Budget and Program. theincludes Urban Personnelcosts $0.9 Forestry million Fund inare expenses (11.15.020).the majority for the of Urbanthe expensesForestry Science for this andprogram, Outreach with Program. additional Personnelcosts materials and are supplies the majority to support of the the Expenses outreachTheexpenses FY 2021-22 andfor this education Requested program, services. Budgetwith additional includes materials$0.9 million and in supplies expenses to for support the Urban the Forestryoutreach Scienceand education and Outreach services. Program. Personnelcosts are the majority of the Portland Parks and Recreation PortlandStaffing Parks and TheexpensesRecreation Program for this includes program, 10.0 withFTE. additional materials and supplies to support the Portland Parks and Recreation Portland Staffing Parks and outreachTheRecreation Program and includeseducation 10.0 services. FTE.

Assets and Liabilities The program has no assets or liabilities. ProgramStaffingAssets and Liabilities InformationThe Programprogram hasincludes no assets 10.0 orFTE. liabilities. Program Information Program Contact: Information Jenn Cairo ProgramAssets and Contact: Liabilities JennThe program Cairo has no assets or liabilities. Program Contact: Jenn Cairo Program Contact: Jenn Cairo Contact Phone: 503-823-4405 Contact Phone: 503-823-4405 ContactCity of Portland, Phone: Oregon – FY 2021-22503-823-4405 Requested Budget 83 Contact Phone: 503-823-4405 Website:City of Portland, Oregon – FY 2021-22portlandparks.org Requested Budget 83 Website: portlandparks.org Website: portlandparks.org Website: portlandparks.org PageCity of 154 Portland, Oregon – FY 2021-22 Requested Budget City of Portland Parks & Recreation - Requested Budget FY 2021-2283

84 City of Portland, Oregon – FY 2021-22 Requested Budget 84 City of Portland, Oregon – FY 2021-22 Requested Budget 84 City of Portland, Oregon – FY 2021-22 Requested Budget 84 City of Portland, Oregon – FY 2021-22 Requested Budget Portland Parks and Recreation Program Offers | Visitor Services Portland Portland Parks Parks and & RecreationRecreation Visitor Services Program Description & GoalsVisitor Services ProgramPortland Parks Description & Recreation’s (PP&R)& Goals Visitor Services Program includes three main areas: Customer Service Center (CSC), Inclusion Services, and Park Rangers. Portland residents and visitors are more likely to Portlandinteract with Parks a PP&R& Recreation’s employee (PP&R) than any Visitor other Services city employee Program or includes official, threeand employees main areas: in Customer Visitor Services Service Centerprogram (CSC), are often Inclusion the first Services, point of and contact Park Rangers.for the public, Portland providing residents education and visitors and information,are more likely assistance, to interactand equitable with a access PP&R to employee a broad rangethan any of City other services. city employee The CSC or provides official, andfriendly employees and welcoming in Visitor assistance Services programand information are often about the first PP&R point and of other contact City for programs the public, and providing services. educationPark Rangers and are information, a visible presence assistance, in andour parksequitable and accessnatural to areas, a broad promoting range of safetyCity services. in our public The CSC spaces provides and encouraging friendly and a welcoming wide range assistance of andpositive information experiences about for PP&R the public. and other Inclusion City programsServices provides and services. accommodations Park Rangers and are ensures a visible that presence every in ourperson, parks regardless and natural of ability, areas, promotingcan positively safety participate in our public in PP&R spaces programs. and encouraging a wide range of positive experiences for the public. Inclusion Services provides accommodations and ensures that every person,The CSC, regardless Inclusion of Services, ability, andcan positivelyPark Rangers participate have internal in PP&R metrics programs. used by staff to understand the trends, needs, and impacts of services provided. The CSC, Inclusion Services, and Park Rangers have internal metrics used by staff to understand the trends, needs,The performance and impacts measure of services relevant provided. to the Park Rangers Program is the percentage of residents who feel safe walking in a park during the day. This percentage was consistent for many years but saw a decrease in FY The2015-16 performance that continued measure into relevant the next to year. the ParkHistoric Rangers values Program came from is the the percentage Annual Auditor’s of residents Survey. who feel safe walking in a park during the day. This percentage was consistent for many years but saw a decrease in FY 2015-16PP&R’s that2017 continued Community into Needs the next Assessment year. Historic Survey values asked came respondents from the aboutAnnual barriers Auditor’s to PP&R Survey. park visitation. Safety represented a barrier to many participants. The East Portland Coalition Office reported PP&R’ssafety as 2017 a park Community barrier more Needs often Assessment than respondents Survey fromasked any respondents other area. about Safety barriers in parks to was PP&R also park identified visitation.as a concern Safety in PP&R’s represented October a barrier 2020, online to many community participants. listening The East sessions Portland with Coalition Black, Indigenous, Office reported and safetyPeople as of a Color park barrier(BIPOC) more who often live, thanwork respondents or play in the from City any of otherPortland. area. Safety in parks was also identified as a concern in PP&R’s October 2020, online community listening sessions with Black, Indigenous, and PeoplePP&R has of Color recently (BIPOC) created who a Healthy live, work Parks, or play Healthy in the Portland City of Portland.Framework to guide planning for 2021 and beyond. The bureau spent 2020 evaluating the success of its three major plans: Vision 2020, 2017-2020 PP&RStrategic has Plan, recently and Five-Yearcreated a HealthyRacial Equity Parks, Plan. Healthy As part Portland of its strategic Framework planning to guide work planning in 2021, for PP&R 2021 will and be beyond.creating newThe bureauperformance spent 2020measures evaluating and aligning the success them of with its three strategic major objectives plans: Vision and organizational 2020, 2017-2020 Strategicworkplans. Plan, In particular,and Five-Year PP&R Racial will Equity identify Plan. performance As part of measuresits strategic for planning equity objectives. work in 2021, PP&R will be creating new performance measures and aligning them with strategic objectives and organizational workplans.PP&R performance In particular, was and PP&R continues will identify to be affected performance by the measures COVID-19 for public equity health objectives. emergency. The bureau expects that FY 2021-22 programs and services will continue to be responsive to the public health and PP&Reconomic performance emergency. was and continues to be affected by the COVID-19 public health emergency. The bureau expects that FY 2021-22 programs and services will continue to be responsive to the public health and economic emergency.

Performance Measures Actuals Actuals Target Target Strategic

Performance Measures Performance FY 2018-19 FY 2019-20 2020-21 FY 2021-22 Target Percentage of residents who feel safe walking alone in their neighborhood Actuals NA Actuals NA Target NA Target NA Strategic 83% park during the day Performance FY 2018-19 FY 2019-20 2020-21 FY 2021-22 Target Percentage of residents who feel safe walking alone in their neighborhood NA NA NA NA 83% park during the day

City of Portland, Oregon – FY 2021-22 Requested Budget 85

CityCity ofof PortlandPortland, ParksOregon & – Recreation FY 2021-22 - RequestedRequested Budget Budget FY 2021-22 Page85 155 PortlandPortland Parks Parks &and Recreation Recreation Visitor Services | Program Offers Portland Parks and Recreation Explanation of Services Explanation of Services PP&R’s Visitor Services Program includes the following services: PP&R’s Visitor Services Program includes the following services:  The Customer Service Center provides direct service to PP&R customers via  Thephone, Customer in person, Service and throughCenter provides email. It directalso manages service to permit PP&R use customers of PP&R’s via phone,outdoor in facilities person, (publicand through events, email. sports, It alsopicnics, manages weddings, permit commercial use of PP&R’s use, docking,outdoor facilities etc.); (public events, sports, picnics, weddings, commercial use,  docking,Inclusion etc.); Services ensures access to programs by providing auxiliary aids  Inclusion(headphones, Services communication ensures access devices) to programs and services by providing (translation auxiliary and aids (headphones,interpretation) communication to registered program devices) participants and services having (translation a disability. and It also interpretation)ensures access toto registeredregistered participantsprogram participants having a disabilityhaving a disability.through It also ensuresmodifications access and to registered accommodations participants of program having alocations disability and through facilities;  Parkmodifications Rangers patroland accommodations parks and natural of areasprogram to provide locations visitor and facilities;and resource  Parkprotection Rangers to thepatrol over parks 11,000 and acres natural of park areas property to provide throughout visitor and PP&R’s resource protectionportfolio. Park to the Rangers over 11,000 educate acres and of assistpark propertypark patrons throughout and prevent, PP&R’s identify, portfolio.and abate Parknuisance Rangers behavior. educate They and proactively assist park patrol patrons park and facilities prevent, and identify, andproperties, abate nuisance as well as behavior. respond They to calls proactively for service patrol from parkthe public facilities and and bureau properties,staff. as well as respond to calls for service from the public and bureau staff. Equity Impacts Equity Impacts PP&R’s Visitor Services Program serves all Portlanders, including Indigenous people, Black people, PP&R’simmigrants Visitor and Services refugees, Program people servesof color, all and Portlanders, people with including disabilities. Indigenous These programs people, Black facilitate people, access by immigrantsproviding materials and refugees, in languages people ofother color, than and English, people providing with disabilities. bilingual These call-takers, programs and facilitate advertising access in by providingpublications materials and at events in languages that reach other underserved than English, communities. providing bilingual call-takers, and advertising in publications and at events that reach underserved communities. Inclusion Services serves marginalized and underserved communities by providing auxiliary aids and Inclusionservices to Services those identifying serves marginalized as having aand disability, underserved ensuring communities they can access by providing PP&R programs. auxiliary aids and services to those identifying as having a disability, ensuring they can access PP&R programs. Park Rangers have increased their capacity to serve parks in marginalized and underserved communities by Parkgrowing Rangers patrol have ranks increased over the their past capacity several years,to serve allowing parks in greater marginalized coverage and in underserved underserved communities areas. by growing patrol ranks over the past several years, allowing greater coverage in underserved areas. PP&R tracks the success of its Visitor Services Program through citywide surveys, though some work is PP&Rbeing donetracks to the track success demographic of its Visitor data Services for specific Program programs through offered. citywide According surveys, to thethough Portland some Insights work is beingSurvey done of 2019, to track nearly demographic 50% of respondents data for specificreported programs participating offered. in a Accordingpark program to the or Portlandactivity over Insights the past Surveyyear. This of 2019,was consistent nearly 50% across of respondents race. In addition, reported use participating of programs in and a park activities program are highestor activity for overrespondents the past year.living This in North, was consistent Northeast, across and Southeastrace. In addition, Portland. use Regarding of programs park and safety, activities PP&R are tracks highest calls for for respondents Ranger livingservice in based North, on Northeast, where the andcalls Southeast are originating Portland. from Regarding to determine park perceptions safety, PP&R of safetytracks atcalls park for facilities, Ranger as servicewell as monitorsbased on wherecitywide the surveys calls are for originating trends and from Park to Ranger determine field perceptions assessments. of safety at park facilities, as well as monitors citywide surveys for trends and Park Ranger field assessments. In October 2020, PP&R organized six online community listening sessions with Black, Indigenous, and InPeople October of Color 2020, (BIPOC) PP&R organized who live, six work online or play community in the City listening of Portland, sessions including with Black, sessions Indigenous, in Spanish, and PeopleVietnamese, of Color Chinese (BIPOC) (Cantonese who live, and work Taishanese or play in dialects), the City and of Portland, Russian. includingSafety in parks sessions was in identified Spanish, as a Vietnamese,top concern. Chinese (Cantonese and Taishanese dialects), and Russian. Safety in parks was identified as a top concern.

Page86 156 City of PortlandCity Parks of Portland, & Recreation Oregon –- FYRequested 2021-22 RequestedBudget FY Budget 2021-22 86 City of Portland, Oregon – FY 2021-22 Requested Budget Program Offers | Visitor Services Portland Portland Parks Parks and & RecreationRecreation Portland Parks and Recreation

PP&R assesses its Visitor Services Program as successful when there are 1) positive upward trends in use of programsPP&R assesses and activitiesits Visitor by Services underserved Program and as marginalized successful when communities; there are 1) 2) positive reductions upward in safety trends concerns in use ofat parksprograms in underserved and activities communities; by underserved and and3) increases marginalized in use communities;of Inclusion Services 2) reductions for persons in safety with concerns at disabilities.parks in underserved The most recentcommunities; success andin the 3) Visitorincreases Service in use program of Inclusion area Serviceshas been for in maintainingpersons with and increasingdisabilities. its The diverse most workforce.recent success in the Visitor Service program area has been in maintaining and increasing its diverse workforce. The Park Ranger program has equity performance indicators related to proactive education patrols, outreach,The Park Rangerand responses program that has ensure equity equality performance in service indicators across related both sides to proactive of the river. education The largest patrols, challenge facedoutreach, by Rangers and responses in response that ensureis distance equality and limitedin service staffing. across Withboth fewersides of staff the during river. The peak largest periods, challenge coveragefaced by Rangersacross the in entireresponse city is have distance historically and limited resulted staffing. in longer With response fewer staff times during and peakfewer periods, proactive patrols.coverage With across improved the entire supervisory city have historically ratios and increasedresulted in seasonal longer responsesupport, astimes well and as enhancedfewer proactive call answeringpatrols. With and improved supervisor supervisory support to ratios triage and issues, increased the Bureau seasonal can support,improve asequity well outcomesas enhanced in Eastcall Portlandanswering parks and supervisorduring peak support periods to when triage calls issues, and the park Bureau issues can increase. improve With equity enhanced outcomes dispatch in East and recordkeepingPortland parks technology,during peak the periods group when will havecalls higher-qualityand park issues and increase. more timelyWith enhanced data so that dispatch the team and can haverecordkeeping better situational technology, awareness the group and willanalysis, have resultinghigher-quality in better and outcomes more timely for thedata community. so that the team can have better situational awareness and analysis, resulting in better outcomes for the community. New positions supported by the Parks 2020 Operations Levy provide an opportunity to improve employee diversityNew positions metrics. supported PP&R has by made the Parks great 2020 strides Operations in diversifying Levy provide its workforce. an opportunity In 2015, theto improve bureau’s employee regular staffdiversity was metrics.18% BIPOC; PP&R currently, has made our great regular strides staff in is diversifying 28% BIPOC. its Managers workforce. increased In 2015, fromthe bureau’s 11% BIPOC regular in 2015staff wasto almost 18% BIPOC; 30% at present;currently, B lackour regularmanagers staff increased is 28% BIPOC. from 3% Managers to 19%. increased from 11% BIPOC in 2015 to almost 30% at present; Black managers increased from 3% to 19%. Overall, including our seasonal and casual employees, our workforce is currently 31.7% BIPOC. PP&R will continueOverall, including to improve our its seasonal workforce and BIPOC casual percentages employees, whenour workforce hiring for is the currently permanent 31.7% and BIPOC. seasonal PP&R and will casualcontinue positions to improve made its possible workforce by levyBIPOC resources. percentages Additional when hiring resources for thein Workforce permanent Development and seasonal andand Equitycasual positions& Inclusion made teams possible will also by levyhelp resources.us improve Additional our onboarding resources and in training Workforce for staff, Development which will and help improveEquity & retentionInclusion and teams promotion will also ofhelp BIPOC us improve staff members. our onboarding These investments and training will for also staff, improve which willoutcomes help relatedimprove to retention how employees and promotion feel about of theirBIPOC PP&R staff experience. members. These investments will also improve outcomes related to how employees feel about their PP&R experience. Changes to Program Changes to Program In 2020, due to the COVID-19 public health emergency, PP&R experienced a massive shift in operations and serviceIn 2020, levels. due to Portlanders the COVID-19 have public seen healthpainful emergency, service level PP&R reductions, experienced many a ofmassive which shiftcontinue, in operations including and closedservice community levels. Portlanders and art havecenters, seen pools, painful and service the cancelation level reductions, of all public many event of which permits, continue, except including forclosed group community sizes approved and art by centers, the State pools, of Oregon. and the cancelation of all public event permits, except for group sizes approved by the State of Oregon. COVID-19 impacted all City bureaus and dramatically affected revenues. The City implemented wage freezesCOVID-19 and impacted furloughs, all and City bureaus bureaus were and askeddramatically to take budgetaffected reductions. revenues. The PP&R’s City budgetimplemented was reduced wage furtherfreezes andas 30% furloughs, of its operating and bureaus budget were was asked dependent to take on budget program reductions. fee revenue PP&R’s that budget would wasnot be reduced earned.further asPP&R 30% laidof its off operating over 750 budget seasonal was and dependent casual staff, on didprogram not fill fee open revenue vacancies, that would not be reducedearned. PP&R capital laid budgets, off over and 750 reduced seasonal spending and casual on materialsstaff, did notand fill services. open vacancies, reduced capital budgets, and reduced spending on materials and services. In November of 2020, Portland voters passed the Parks 2020 Operating Levy, a five-year levy to provide RecreationIn November for of All, 2020, Protect Portland and Growvoters Nature, passed andthe Parkssupport 2020 Community Operating Partnerships.Levy, a five-year Portland levy to Parks provide & Recreation isfor grateful All, Protect to the and community Grow Nature, for its and support support and Community is excited to Partnerships. have the opportunity Portland Parks & toRecreation restore programs is grateful and to theservices, community with a forfocus its onsupport serving and Black, is excited Indigenous, to have and the opportunityPeople of Color, refugee andto restore immigrant programs communities, and services, people with experiencing a focus on serving poverty, Black, people Indigenous, living with and disabilities, People of and Color, older refugee adults. and immigrant communities, people experiencing poverty, people living with disabilities, and older adults.

CityCity of PortlandPortland, OregonParks & – Recreation FY 2021-22 - Requested Requested Budget Budget FY 2021-22 Page87 157 City of Portland, Oregon – FY 2021-22 Requested Budget 87 PortlandPortland Parks Parks &and Recreation Recreation Visitor Services | Program Offers

The City Council’s levy referral to the ballot promised restoration of summer programs in 2021. PP&R will request City Council approval to access funds in FY 2020-21 to ramp up operations to provide summer programs, build capacity for levy-funded program expansion, and address critical points of potential failure in the bureau. This FY 2021-22 Requested Budget includes these items. PP&R will continue to engage the community to create a complete FY 2021-22 levy budget as part of the City’s Fall Budget Monitoring Process submission in September 2021.

As part of these early investments, the bureau has included in the FY 2021-22 Requested Budget an enhancement to the Ranger program that will lead to more proactive patrols, dedicated answering and dispatch for park safety calls, and additional supervision to allow for responses for escalated and emergency issues.

These investments include:

 Additional support for Rangers to fund supervisory coverage during swing- shift hours to provide coverage seven days a week during afternoon and evening hours. Currently, no supervisory support is provided during late afternoon and evening hours. The supervisor positions are necessary to relieve current supervisors from remaining in on-call status every workday, assist with improving the program’s staff-to-supervisor ratio, and to provide appropriate field-training opportunities for seasonal crews through enhanced supervisory support.

 Support for two, limited-term dispatchers to provide a park safety answering point for visitors and staff to call seven days a week. These positions would dispatch Park Rangers and provide safety status checks for Rangers while in the field. The current call answering system is provided through the PP&R Customer Service Center and does not operate during weekends.

 Additional support for seasonal Park Ranger coverage, to provide peak-load assistance during the spring and summer seasons in both proactive patrols and response to calls-for-service.

 Upgrade support systems for the Park Ranger program specifically related to training, records and data management compliance, radio interoperability, and vehicles.

 Program Budget Actuals Actuals Revised Requested No DP Requested FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2021-22 Requirements Bureau Expenditures Personnel Services 4,512,258 4,570,822 4,774,132 5,421,903 5,931,491 External Materials and Services 727,857 507,666 5,156,617 5,501,371 5,797,371 Internal Materials and Services 2,058,687 1,941,519 2,476,937 928,662 240,712 Bureau Expenditures Total 7,298,802 7,020,007 12,407,686 11,851,936 11,969,574 Fund Expenditures Fund Transfers - Expense 181,600 0 0 0 0

Page88 158 City of PortlandCity Parks of Portland, & Recreation Oregon –- FYRequested 2021-22 RequestedBudget FY Budget 2021-22 Program Offers | Visitor Services Portland Portland Parks Parks and & RecreationRecreation Portland Parks and Recreation Program Budget Portland Parks and Recreation Program Budget Actuals Actuals Revised Requested No DP Requested FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2021-22 Program Budget Actuals Actuals Revised Requested No DP Requested Fund Expenditures Total FY 2018-19181,600 FY 2019-20 0 FY 2020-21 0 FY 2021-22 0 FY 2021-22 0 Actuals Actuals Revised Requested No DP Requested Ending Fund Balance Fund Expenditures Total FY 2018-19181,600 FY 2019-20 0 FY 2020-21 0 FY 2021-22 0 FY 2021-22 0 Requirements Total 7,480,402 7,020,007 12,407,686 11,851,936 11,969,574 FundEnding Expenditures Fund Balance Total 181,600 0 0 0 0

RequirementsEnding Fund Balance Total 7,480,402 7,020,007 12,407,686 11,851,936 11,969,574

Requirements Total 7,480,402 7,020,007 12,407,686 11,851,936 11,969,574 FTE 50.90 47.03 47.90 48.90 48.90

FTE 50.90 47.03 47.90 48.90 48.90 Budget Narrative FTE 50.90 47.03 47.90 48.90 48.90 BudgetResources NarrativeThe Visitor Services Program is funded primarily by the General Fund and now, in Budget NarrativeFY 2021-22, the Parks 2020 Operating Levy. The Customer Service Center augments Resources The Visitor Services Program is funded primarily by the General Fund and now, in General Fund support with permit revenue originating from rental of park FY 2021-22, the Parks 2020 Operating Levy. The Customer Service Center augments Resources amenitiesThe Visitor (picnic Services areas, Program wedding is funded sites, special primarily events by the in parksGeneral etc.). Fund In the and FY now, 2021- in General Fund support with permit revenue originating from rental of park 22FY Requested2021-22, the Budget, Parks 2020 the typical Operating amount Levy. is The considerably Customer reduced Service Centerdue to augmentsCOVID- amenities (picnic areas, wedding sites, special events in parks etc.). In the FY 2021- 19.General The Park Fund Ranger support program with permit receives revenue support originating from parking from revenuesrental of parkat 22 Requested Budget, the typical amount is considerably reduced due to COVID- Washingtonamenities (picnic Park, areas, as well wedding as support sites, for special patrolling events property in parks owned etc.). Inby the the FY Bureau 2021- 19. The Park Ranger program receives support from parking revenues at of22 EnvironmentalRequested Budget, Services. the typical amount is considerably reduced due to COVID- 19.Washington The Park Park,Ranger as programwell as support receives for support patrolling from property parking owned revenues by atthe Bureau of Environmental Services. Expenses TheWashington primary Park,costs foras well all three as support programs for patrollingare staffing property costs ($5.9 owned million). by the Additional Bureau budgetof Environmental authority is Services. related to the bureau’s agreement to transfer parking revenue at Expenses The primary costs for all three programs are staffing costs ($5.9 million). Additional Washington Park to support maintenance projects within the park. Expenses Thebudget primary authority costs is for related all three to the programs bureau’s are agreement staffing costs to transfer ($5.9 million). parking Additional revenue at Washington Park to support maintenance projects within the park. Staffing Inbudget FY 2021-22, authority the is Customer related to Service the bureau’s Center agreement will have to17 transfer full-time parking revenue at positions,Washington including Park to supporttwo supervisors. maintenance Park projects Rangers within will employ the park. 30.0 FTE. Both Staffing In FY 2021-22, the Customer Service Center will have 17 full-time programs hire seasonal support staff to supplement full-time staff during the positions, including two supervisors. Park Rangers will employ 30.0 FTE. Both Staffing summerIn FY 2021-22, season the and/or Customer special Service events. Center will have 17 full-time positions,programs includinghire seasonal two support supervisors. staff toPark supplement Rangers will full-time employ staff 30.0 during FTE. Boththe summer season and/or special events. Assets and Liabilities Neitherprograms CSC hire nor seasonal Inclusive support Services staff maintains to supplement fixed or full-time mobile staffassets. during the summer season and/or special events. ProgramAssets and Liabilities InformationNeither CSC nor Inclusive Services maintains fixed or mobile assets. Assets and Liabilities Neither CSC nor Inclusive Services maintains fixed or mobile assets. Program Contact: Information Shawn Rogers Program Information Program Contact: Shawn Rogers Contact Phone: 503-865-2388 Program Contact: Shawn Rogers Contact Phone: 503-865-2388 Website: portlandparks.org Contact Phone: 503-865-2388 Website: portlandparks.org Website: portlandparks.org

CityCity of PortlandPortland, OregonParks & – Recreation FY 2021-22 -Requested Requested Budget Budget FY 2021-22 Page89 159 City of Portland, Oregon – FY 2021-22 Requested Budget 89 City of Portland, Oregon – FY 2021-22 Requested Budget 89 This page intentionally left blank

Page 160 City of Portland Parks & Recreation - Requested Budget FY 2021-22 Bureau Performance Measures Portland Parks & Recreation

Bureau Performance Measures

PP&R has recently created a Healthy Parks, Healthy Portland Framework to guide planning for 2021 and beyond. The bureau spent 2020 evaluating the success of its three major plans: Vision 2020, 2017-2020 Strategic Plan, and Five-Year Racial Equity Plan. As part of its strategic planning work in 2021, PP&R will be creating new performance measures and aligning them with strategic objectives and organizational workplans. In particular, PP&R will identify performance measures for equity objectives.

PP&R performance was and continues to be affected by the COVID-19 public health emergency. The bureau expects that FY 2021-22 programs and services will continue to be responsive to the public health and economic emergency.

City of Portland Parks & Recreation - Requested Budget FY 2021-22 Page 161 Portland Parks & Recreation Bureau Performance Measures 35% 85% 83% 28% 83% 50% 53% 31% 96% 85% 66% 51,500 Target Strategic 2,300,000 7:36:37 PM Run Date & Time 0 N/A N/A N/A N/A N/A N/A N/A N/A 31% 85% 40,000 Target Thursday, January 28, 2021 1,500,000 FY 2021-22 0 0 0 0 0 0 0 0 0 0 0 0 0 FY 2020-21 YTD Actuals N/A N/A N/A N/A N/A N/A 53% 83% 31% 50% 31% 18,500 Target 770,000 FY 2020-21 0 N/A N/A N/A N/A N/A N/A N/A N/A N/A 31% 32,136 Actuals 1,423,728 FY 2019-20 N/A N/A N/A N/A N/A N/A 53% 77% 32% 31% 94% 54,261 Actuals 2,084,015 FY 2018-19 City of Portland N/A N/A N/A N/A N/A N/A N/A 53% 29% 50% 31% 47,684 Actuals 2,123,192 FY 2017-18 Portland Parks & Recreation Page 1 of 4 X PM1. Report for FY 2021-22 Requested Budget KPM Performance Measure Percentages of households participating in recreation activities Percentage of residents rating the closeness their neighborhood park as good or very Percentage of residents who feel safe walking alone in their neighborhood park during the day Percentage of natural areas in good or very condition Annual scans for TeenForce passes Percentage of employees who feel PP&R is making an effort to diversify its workforce Percent of residents rating park grounds as well maintained Employees of color as a percentage total positions Percentage of built assets rated in fair or better condition Percentage of tree canopy coverage within city Total estimated attendance Percentage of participants who rate their experience as good or very Percentage of residents rating the quality park facilities as good or very PK_0058 PK_0030 PK_0048 PK_0050 PK_0055 PK_0063 PK_0023 PK_0010 PK_0043 PK_0049 PK_0051 PK_0057 PK_0060 OUTCOME MEASURES

Page 162 City of Portland Parks & Recreation - Requested Budget FY 2021-22 Bureau Performance Measures Portland Parks & Recreation 7.00 65% 65% 83% 95% 85% 79% Target Target 350,000 Strategic Strategic 7:36:37 PM Run Date & Time N/A N/A 7.00 65% 65% 83% 85% Target Target 350,000 Thursday, January 28, 2021 FY 2021-22 FY 2021-22 0 0 0 0 0 0 0 0 FY 2020-21 FY 2020-21 YTD Actuals YTD Actuals 0 N/A N/A 8.00 65% 65% 83% Target Target 350,000 FY 2020-21 FY 2020-21 0 N/A N/A N/A N/A 4.50 91% Actuals Actuals 386,216 FY 2019-20 FY 2019-20 N/A 8.30 58% 59% 68% 69% 86% Actuals Actuals 341,725 FY 2018-19 FY 2018-19 City of Portland N/A N/A N/A N/A N/A 7.22 82% Actuals Actuals 335,491 FY 2017-18 FY 2017-18 Portland Parks & Recreation Page 2 of 4 PM1. Report for FY 2021-22 Requested Budget KPM KPM Performance Measure Performance Measure Percentage of employees who feel they receive adequate job training and education Percentage of households visiting a park Number of workers compensation claims per 100 workers Total number of golf rounds played (9 holes = 1 round) Percentage of employees who feel PP&R provides employees with adequate equity and cultural responsiveness training Percentage of employees who feel physically and emotionally safe at work Percentage of employees that feel safety is a bureau priority Percent of capital growth expenditures allocated to projects in areas with either low income, people of color, or youth populations above the Portland PK_0065 PK_0068 PK_0064 PK_0067 PK_0069 PK_0041 PK_0062 PK_0021 EFFICIENCY MEASURES OUTPUT MEASURES

City of Portland Parks & Recreation - Requested Budget FY 2021-22 Page 163 Portland Parks & Recreation Bureau Performance Measures 0 0 160 50% 70% 1,100 2,500 2,450 Target Target Strategic Strategic 7:36:37 PM Run Date & Time 0 N/A N/A N/A N/A 50% 1,100 6,676 Target Target Thursday, January 28, 2021 FY 2021-22 FY 2021-22 0 0 0 0 0 0 0 0 FY 2020-21 FY 2020-21 YTD Actuals YTD Actuals 0 0 0 160 50% 70% 1,000 6,676 Target Target FY 2020-21 FY 2020-21 157 719 N/A 49% 10% 71% 6,676 1,185 Actuals Actuals FY 2019-20 FY 2019-20 1% 158 499 N/A 52% 28% 4,449 1,021 Actuals Actuals FY 2018-19 FY 2018-19 City of Portland 5% 158 969 N/A 63% 29% 2,226 1,551 Actuals Actuals FY 2017-18 FY 2017-18 Portland Parks & Recreation Page 3 of 4 X X PM1. Report for FY 2021-22 Requested Budget KPM KPM Performance Measure Performance Measure Number of miles regional trails Percentage of hours Urban Forest operations dedicated to non-emergency park trees Annual trees planted in low canopy, income neighborhoods Percentage of work orders that are preventative Percentage of Title 11 permits not closed (by calendar year) Total annual training hours completed Number of acres invasive weeds treated annually Percentage of residents living within three miles a full-service community center PK_0031 PK_0054 PK_0052 PK_0028 PK_0027 PK_0053 PK_0066 PK_0025 WORKLOAD MEASURES KPM MEASURES

Page 164 City of Portland Parks & Recreation - Requested Budget FY 2021-22 Bureau Performance Measures Portland Parks & Recreation 2% 81% 7:36:37 PM Run Date & Time N/A N/A Thursday, January 28, 2021 0 0 2% 81% 1% N/A 1% N/A City of Portland 1% N/A Portland Parks & Recreation Page 4 of X PM1. Report for FY 2021-22 Requested Budget Capital major maintenance funding as percentage of assets total replacement value Percentage of residents living within one-half mile of a park or natural area PK_0026 PK_0029

City of Portland Parks & Recreation - Requested Budget FY 2021-22 Page 165 This page intentionally left blank

Page 166 City of Portland Parks & Recreation - Requested Budget FY 2021-22 Decision Package Summary Portland Parks & Recreation City of Portland Decision Package Summary Run Date: 1/28/21 Page 1 of 19 Details Run Time: 5:08:35 PM DP: 11361 - Organizational Support - Parks Levy DP Type Priority New ADD 0 No

Package Description PP&R is requesting $7.4 million in Parks 2020 Operating Levy resources to provide Organizational Support to meet community priorities in in FY 2021-22. To deliver successful community outcomes, this initial portion of the community’s investment will build organizational capacity to support expanded services and address existing points of potential critical operational failure. To have its programs and services meet the budget values of equity, safety, maintenance, and financial sustainability, the bureau needs to enhance its strategies, policies, and procedures.

With estimated annual tax revenue of $48 million over the next five years, the bureau’s tax-supported base budget is increasing by over 60% from the $71.2 million annual General Fund allocation. This increase in scale requires appropriate investments in organizational capacity – to hire, onboard, and train direct service staff; support technology, workspace, and ongoing training; and enhance transparency and public accountability in budgeting and performance monitoring.

Additionally, PP&R has the rare opportunity to change the way it offers services. Centering race and equity as the bureau scales up will require capacity to be deliberate and manage organizational change.

Workforce Development PP&R will build capacity in Workforce Development, including: • A position (Administrative Specialist II) to focus on recruitment, hiring, onboarding, and retention to improve diversity outcomes. • A training professional (Analyst II) with a focus on diversity, equity, and inclusion (DEI). • A second Payroll Coordinator (Administrative Specialist I) to manage increased workload and update payroll policies and procedures, training support, and process improvement. • A project coordinator (Coordinator I) to manage workforce development change initiatives. • Additional resources for dedicated outreach/advertising and DEI training.

Equity & Inclusion As the bureau strives to become an inclusive, anti-racist organization, it must develop new policies and procedures to support strategy and racial equity planning, including the work to remove cost as a barrier to public programs and partner with stakeholders. The following positions support this work: • A policy analyst (Analyst III) to oversee bureau policy coordination and development and legislative affairs. There is no dedicated staff for this function. • A project coordination position (Coordinator I) would contribute to increased diversity, racial equity, and inclusion efforts for staff and BIPOC and Immigrant and Refugee communities. • A position (Coordinator II) to increase the overall capacity for the Equity & Inclusion team to support anti-racist organizational change. • Additional consulting resources for policy development and planning.

Workspace and Property Management To effectively deploy new staff, the bureau will need to address workspace needs and centralize workspace coordination functions. The following positions are needed: • A workspace coordinator (Coordinator III) to investigate space opportunities, conduct location analysis, and recommend leasing or space optimization actions to meet workforce growth. • A new GIS Technician II to support workspace planning for new positions. Long-term, this position will address bureau-wide needs including creating and managing collector apps, mapping and data requests, and assisting with the new work order system. • Two positions (Coordinator II and Coordinator III) to work on property agreements. Initially, the workload will be focused on negotiating leases and fit-out for sites to accommodate staff. Long-term, this capacity will address a backlog of expired property and partnership agreements. • An analyst (Analyst II) to develop and maintain systems for intake, prioritization, tracking, and reporting on property agreements and partner initiatives. This position would also support permit fee development for parks and non-parks uses. • Additional resources for external materials and services and specialized equipment.

Community Relations, Communications, and Strategic Coordination PP&R needs to build capacity in community engagement, communications, and marketing to support community-driven resource allocation and program development; meet Language Access guidance; and engage employees to manage changes associated with the levy and foster an anti-racist work environment. To accomplish this, the following positions are requested:

• A position (Coordinator III) responsible for developing standard communications practices and procedures. • A position (Coordinator II) to develop and manage internal communications to ensure that staff are informed of and aligned around the changes supported by the levy. • A position (Coordinator II) to manage listening sessions, focus groups, and culturally appropriate community outreach to help the bureau understand what community members need, especially Portlanders currently underserved by existing programs and services. This position will support recreation programming, urban forestry, and prioritize the needs of Portlanders who do not currently feel safe or welcome in parks and natural areas. • A position (Coordinator II) reporting to the Director to enhance the Director’s capacity to align bureau strategies, racial equity planning, and work plans.

City Accounting, of Portland Financial Parks & Planning, Recreation and -Accountability Requested Budget FY 2021-22 Page 167

The following requests build capacity to steward levy resources: • An analyst (Analyst III) to serve as a process coordinator for budget development, Citywide budget monitoring process, and monthly budget monitoring. • An analyst (Analyst II) to lead bureau-wide performance measurement and analysis and develop external reporting to support levy accountability. • An analyst (Analyst I) to implement technical changes and manage a multi-funded budget. • A position (Accounting Technician) to manage the increased transactional volume. • An analyst (Analyst I) to manage grants compliance functions and address a point of potential critical failure by supporting the single procurement analyst in the bureau. • Consultant resources to update the bureau’s indirect rate methodology to ensure that shared functions are supported by all funding sources.

Technology PP&R’s central technology functions are managed of two employees, and their work is necessarily focused on help desk support for the bureau’s enormous technology inventory. To support the growth of the bureau and meet reporting expectations for the levy, PP&R must increase capacity by hiring: • Two Business Systems Analysts (a BSA I and a BSA II) to manage increased hardware and software needs of a growing staff. • A project manager (BSA II) to scope, develop, implement, and stabilize medium- and large-scale enterprise projects, including replacing the current work order system with an asset management system and tree management software. These strategic projects will better serve our community, environment, and staff. • Two analysts (Analyst II’s) to develop and manage data and provide development and support for applications. This function is critical for measuring and sharing performance and outcomes related to levy investments.

Safety & Emergency Management This request builds capacity in safety and risk management programs and includes: • An emergency management professional (Coordinator I) to manage the bureau’s Incident Command structure and serve as liaison to Portland Bureau of Emergency Management. • Three positions (Coordinator II, Risk Specialist I, and a two-year temporary Risk Specialist I) to address staff workplace safety training, accident prevention, accident investigations, inspections, testing, evaluation, and compliance analysis. • Two Ranger Supervisors to provide supervisory coverage during swing-shift hours, seven days a week. Currently, this lack of supervision is a potential point of critical failure for the PP&R is requesting $7.4 million in Parks 2020 Operating Levy resources to provide Organizational Support to meet community priorities in in FY 2021-22. To deliver successful community outcomes, this initial portion of the community’s investment will build organizational capacity to support expanded services and address existing points of potential critical operational failure. To have its programs and services meet the budget values of equity, safety, maintenance, and financial sustainability, the bureau needs to enhance its strategies, policies, and procedures.

With estimated annual tax revenue of $48 million over the next five years, the bureau’s tax-supported base budget is increasing by over 60% from the $71.2 million annual General Fund allocation. This increase in scale requires appropriate investments in organizational capacity – to hire, onboard, and train direct service staff; support technology, workspace, and ongoing training; and enhance transparency and public accountability in budgeting and performance monitoring.

Additionally, PP&R has the rare opportunity to change the way it offers services. Centering race and equity as the bureau scales up will require capacity to be deliberate and manage organizational change.

Workforce Development PP&R will build capacity in Workforce Development, including: • A position (Administrative Specialist II) to focus on recruitment, hiring, onboarding, and retention to improve diversity outcomes. • A training professional (Analyst II) with a focus on diversity, equity, and inclusion (DEI). • A second Payroll Coordinator (Administrative Specialist I) to manage increased workload and update payroll policies and procedures, training support, and process improvement. • A project coordinator (Coordinator I) to manage workforce development change initiatives. • Additional resources for dedicated outreach/advertising and DEI training.

Equity & Inclusion As the bureau strives to become an inclusive, anti-racist organization, it must develop new policies and procedures to support strategy and racial equity planning, including the work to remove cost as a barrier to public programs and partner with stakeholders. The following positions support this work: • A policy analyst (Analyst III) to oversee bureau policy coordination and development and legislative affairs. There is no dedicated staff for this function. • A project coordination position (Coordinator I) would contribute to increased diversity, racial equity, and inclusion efforts for staff and BIPOC and Immigrant and Refugee communities. • A position (Coordinator II) to increase the overall capacity for the Equity & Inclusion team to support anti-racist organizational change. • Additional consulting resources for policy development and planning.

Workspace and Property Management To effectively deploy new staff, the bureau will need to address workspace needs and centralize workspace coordination functions. The following positions are needed: • A workspace coordinator (Coordinator III) to investigate space opportunities, conduct location analysis, and recommend leasing or space optimization actions to meet workforce growth. • A new GIS Technician II to support workspace planning for new positions. Long-term, this position will address bureau-wide needs including creating and managing collector apps, mapping and data requests, and assisting with the new work order system. • Two positions (Coordinator II and Coordinator III) to work on property agreements. Initially, the workload will be focused on negotiating leases and fit-out for sites to accommodate staff. Long-term, this capacity will address a backlog of expired property and partnership agreements. • An analyst (Analyst II) to develop and maintain systems for intake, prioritization, tracking, and reporting on property agreements and partner initiatives. This position would also support permit fee development for parks and non-parks uses. • Additional resources for external materials and services and specialized equipment.

Community Relations, Communications, and Strategic Coordination PP&R needs to build capacity in community engagement, communications, and marketing to support community-driven resource allocation and program development; meet Language Access guidance; and engage employees to manage changes associated with the levy and foster an anti-racist work environment. To accomplish this, the following positions are requested:

• A position (Coordinator III) responsible for developing standard communications practices and procedures. • A position (Coordinator II) to develop and manage internal communications to ensure that staff are informed of and aligned around the Portlandchanges supported Parks by the levy.& Recreation Decision Package Summary • A position (Coordinator II) to manage listening sessions, focus groups, and culturally appropriate community outreach to help the bureau understand what community members need, especially Portlanders Citycurrently of Portland underserved by existing programs and services. This position will support recreation programming, urban forestry, and prioriDecisiontize the needs Package of Portlanders Summary who do not currently feel safe orRun welcome Date: 1/28/21 in parks and natural areas. Page• A position 2 of 19 (Coordinator II) reporting to the Director to enhance the Director’sDetails capacity to align bureau strategies, racial equityRun planning,Time: 5:08:35 and PM

Accounting, Financial Planning, and Accountability

The following requests build capacity to steward levy resources: • An analyst (Analyst III) to serve as a process coordinator for budget development, Citywide budget monitoring process, and monthly budget monitoring. • An analyst (Analyst II) to lead bureau-wide performance measurement and analysis and develop external reporting to support levy accountability. • An analyst (Analyst I) to implement technical changes and manage a multi-funded budget. • A position (Accounting Technician) to manage the increased transactional volume. • An analyst (Analyst I) to manage grants compliance functions and address a point of potential critical failure by supporting the single procurement analyst in the bureau. • Consultant resources to update the bureau’s indirect rate methodology to ensure that shared functions are supported by all funding sources.

Technology PP&R’s central technology functions are managed of two employees, and their work is necessarily focused on help desk support for the bureau’s enormous technology inventory. To support the growth of the bureau and meet reporting expectations for the levy, PP&R must increase capacity by hiring: • Two Business Systems Analysts (a BSA I and a BSA II) to manage increased hardware and software needs of a growing staff. • A project manager (BSA II) to scope, develop, implement, and stabilize medium- and large-scale enterprise projects, including replacing the current work order system with an asset management system and tree management software. These strategic projects will better serve our community, environment, and staff. • Two analysts (Analyst II’s) to develop and manage data and provide development and support for applications. This function is critical for measuring and sharing performance and outcomes related to levy investments.

Safety & Emergency Management This request builds capacity in safety and risk management programs and includes: • An emergency management professional (Coordinator I) to manage the bureau’s Incident Command structure and serve as liaison to Portland Bureau of Emergency Management. • Three positions (Coordinator II, Risk Specialist I, and a two-year temporary Risk Specialist I) to address staff workplace safety training, accident prevention, accident investigations, inspections, testing, evaluation, and compliance analysis. • Two Ranger Supervisors to provide supervisory coverage during swing-shift hours, seven days a week. Currently, this lack of supervision is a potential point of critical failure for the

Service Impacts

Page 168 City of Portland Parks & Recreation - Requested Budget FY 2021-22 Decision Package Summary Portland Parks & Recreation City of Portland Decision Package Summary Run Date: 1/28/21 Page 3 of 19 Details Run Time: 5:08:35 PM

By building organizational capacity, PP&R will be able to:

• improve equity outcomes in selection and hiring practices;

• improve equitable provision of PP&R services and programs;

• increase ability of hiring supervisors and managers throughout the bureau to focus on daily operations;

• improve payroll operational requirements such as compliance which includes accurate and timely payroll as mandated by labor laws, data analysis, reporting, auditing and monitoring;

• center equity in the development of new or update existing PP&R code, policies and standard operating procedures;

• better care for PP&R assets by improving response time for utility, customer service requests, emergency response work;

• deepen community engagement and partnership relationships;

• improve technology support for bureau operations and improve staff efficiencies through training;

• update PP&R partnership agreements that are out of date and meet current legal, policy, and/or budget expectations;

• create a transparent system for intaking, prioritizing, tracking, and delivering on service requests in Property & Business Development;

• improve PP&R emergency response;

• improve safety for our workforce and visitors by updating our policies, trainings, and standards on all aspects of safety and loss prevention;

• improve responsiveness to calls for Ranger support, both from the public and City employees. In 2019, approximately 27% of calls for service remained open or were otherwise unable to be responded to;

• improve new data systems and efficiencies that will ensure that Rangers are offering prompt and informed service when called; and

• improve response time for maintenance requested from internal and external stakeholders. Provide specialized equipment needed to better care for park assets. Equity Impacts • PP&R is committed to creating an anti-racist organization. Building the bureau’s Equity & Inclusion team to support employee development is an important step in achieving this objective. Investment will provide the tools and understanding for employees to become aware of culture and work environment expectations, unconscious bias, and other barriers to diversity, equity and inclusion. This work is essential to create and maintain a respectful and inclusive environment and will significantly impact the bureau’s work with the public.

• PP&R is called upon in citywide continuity of operation documents to perform various community care functions during disasters and emergencies, including providing shelters, mass casualty areas, and food distribution. Disasters disproportionately affect communities of color, people with disabilities, and low-income families and individuals. Re-introducing this dedicated resource is critical to ensure the bureau can proactively plan to provide these services successfully and with an equity focus.

• PP&R is both one of the largest land-owning bureau’s in the city, as well as one of the most diverse bureau workforces with regards to reported race. At the same time, we have one of the smallest Safety and Risk staff per bureau employee. This places undue risk on our workforce as well as our visitors, particularly for those that are underserved.

• Investments in Rangers and Emergency Management can help contribute to creating safe public spaces for all Portlanders. Additional resources for East Portland can help with disparities in service.

• The Community Engagement, Communications, and Marketing teams will have the capacity to design culturally specific outreach to welcome, encourage, and invite BIPOC community members and other marginalized Portlanders to participate in PP&R programming and services. This will help the bureau increase participation of all Portlanders in our programs, including BIPOC, Immigrants and Refugees, families living in poverty, people living with disabilities, and older adults.

• Additional capacity in the Property & Business Development (P&BD) Team will improve transparency, access, and outreach. P&BD will identify specific outcomes with respect to tenant outreach, rental revenues, and access to land, with an equity focus.

Budget Detail

2021-22 CBO 2021-22 Request Recommended- 2021-22 2021-22 2021-22 Adopted Fund - V52 with DP V53 Proposed-V54 Approved - V55 - V56

Major Object Name Expense

City of Portland Parks & Recreation - Requested Budget FY 2021-22 Page 169 Portland Parks & Recreation Decision Package Summary City of Portland Decision Package Summary Run Date: 1/28/21 Page 4 of 19 Details Run Time: 5:08:35 PM

Budget Detail

2021-22 CBO 2021-22 Request Recommended- 2021-22 2021-22 2021-22 Adopted Fund - V52 with DP V53 Proposed-V54 Approved - V55 - V56

Major Object Name Expense

232000 External Materials and Servi 3,003,000 0 0 0 0 232000 Personnel 4,356,609 0 0 0 0 Sum: 7,359,609 0 0 0 0

Major Object Name Revenue

232000 Bond & Note Proceeds 7,359,609 0 0 0 0 Sum: 7,359,609 0 0 0 0

Sum: 0 0 0 0 0

Position Detail

Job Class - Name FTE Salary Supplemental Benefit Total

30000061 - Accounting Technician 1.00 42,942 0 26,571 72,798 30000342 - GIS Technician II 1.00 64,886 0 31,496 101,346 30000448 - Business Systems Analyst 1.00 75,577 0 33,896 115,255 30003002 - Administrative Specialist I 1.00 57,242 0 29,781 91,402 30003003 - Administrative Specialist II 1.00 71,594 0 33,002 110,073 30003006 - Analyst I 2.00 158,018 0 69,334 239,442 30003007 - Analyst II 5.00 438,255 0 183,025 654,805 30003008 - Analyst III 2.00 203,778 0 79,596 298,962 30003011 - Business Systems Analyst II 2.00 175,302 0 73,210 261,922 30003027 - Coordinator I - NE 1.00 71,594 0 33,002 110,073 30003028 - Coordinator II 6.00 474,054 0 208,002 718,326 30003029 - Coordinator III 3.00 262,953 0 109,815 392,883 30003099 - Risk Specialist I 1.00 79,009 0 34,667 119,721 30003235 - Coordinator I - E 4.00 286,376 0 132,008 440,292 Total 31.00 2,461,580 0 1,077,405 3,727,300

Page 170 City of Portland Parks & Recreation - Requested Budget FY 2021-22 Decision Package Summary Portland Parks & Recreation City of Portland Decision Package Summary Run Date: 1/28/21 Page 5 of 19 Details Run Time: 5:08:35 PM DP: 11362 - Protect and Grow Nature - Parks Levy DP Type Priority New ADD 0 No

Package Description PP&R is requesting $2.5 million of Parks 2020 Operating Levy resources to Protect and Grow Nature in FY 2021-22 by:

• keeping parks cleaner, safer, and more welcoming for all Portlanders; • providing robust summer environmental educational camps, programs, and work opportunities for Black, Indigenous, People of Color (BIPOC) youth, Immigrants and Refugees, and youth from families living in poverty; • taking better care of parks and natural areas; • planting new trees in low-canopy neighborhoods to diminish the impacts of climate change, reduce the urban heat island effect, and provide habitat for wildlife; • begin to proactively care for the 1.2 million existing trees in parks and natural areas to preserve them for future generations; • ensure clean water, protect wildlife, and diminish impacts of climate change; and • create new opportunities for partnerships with marginalized communities. •

Restore and Expand Summer Day Camps and Volunteer, Internship, and Work Opportunities

• Nature Day Camp will be restored and expanded for Portland youth in Summer 2021, adding one Botanic Specialist II to double the number of sites and increase the number of available slots to 912. Levy resources will be used to eliminate revenue requirements, reducing cost as a barrier for Portland families with low incomes.

• Teen Nature Team (TNT) is a volunteer program for diverse middle school youth that provides access to natural areas, STEM education, and mentorship. PP&R will expand the number of youths that participate, develop after-school drop-in programming, and build a strong alumni network to keep youth engaged and connected to programs and employment opportunities.

• The Youth Conservation Crew (YCC) provides employment opportunities for a diverse population of youth, ages 14 to 19; since 2009, over 75% of participants identified as BIPOC. Crews protect and restore parks and natural areas while developing essential job skills and exploring environmental career paths. The addition of a Botanic Specialist II will add capacity for additional participants.

• Internships Program will offer teens paid internships to maintain green and built assets, providing job experience and professional development opportunities.

• In order to address a supervisory gap and offer training, professional development, and support to prepare teens for future career opportunities, this request includes a Supervisor I.

• Additional requests include vehicles, IT, and external materials and services.

Lands Stewardship

• This package will provide resources for East Zone staff to appropriately maintain parks in underserved East Portland. The East Zone is the largest in the park system and will continue to grow as new parks are added. East Zone Technicians are currently asked to maintain 50 parks sites every day. This staffing model is unsustainable, inequitable, and is currently at a point of potential critical failure. This package will dedicate a Park Technician to Gateway Green and Leach Botanical Garden and adds a supervisor to create appropriate supervisor-to- staff ratios and build capacity to support more staff in the Zone.

• The addition of a swing shift supervisor (Parks Maintenance Supervisor) will provide much needed support to ten staff. Currently day-shift supervisors provide insufficient on-call support only. • The addition of a turf supervisor (Parks Maintenance Supervisor); the current Land Services supervisor manages 26 staff.

• An outreach coordinator (Coordinator II) will facilitate increased volunteer support. The position will build capacity for outreach program expansion by relieving field staff and supervisors of that responsibility and providing a more consistent approach to community partnerships.

• An analyst (Analyst II) will ensure accountability for levy outcomes by working on Parks Maintenance Standards, Natural Areas Standard of Care, and trail maintenance standards, as well as working with supervisors and managers to optimize the division’s budget.

Expansion of the Tree Planting Program

PP&R’s Tree Planting Program prioritizes planting trees in low-canopy, low-income neighborhoods to address long-term inequities in tree distribution in Portland and provide positive public health impacts.

• A Supervisor I will oversee three Botanic Specialists. Responsibilities will include expanding tree planting activities, working with tree planting contactors, and engaging with community groups and members to ensure planting activities meet local needs and expectations.

• A GIS Technician II to manage GIS databases for tree planting, stewardship of Heritage trees, elm tree monitoring, and street and park tree inventory. This position will perform analysis for reports, including tree canopy monitoring, permit tracking, and identifying priority planting areas. This position is critical to implementing the tree asset management software.

City of Portland Parks & Recreation - Requested Budget FY 2021-22 Page 171 Expansion of Park Tree Maintenance and Emergency Response

PP&R Urban Forestry responded to 1,600 emergency tree failures in FY 2019-20. This work was performed by 15 full-time and five seasonal staff, reporting to one manager. This is an unsustainable arrangement which jeopardizes the timely delivery of services, especially the resolution of tree hazards that pose risks to public safety. This represents a point of potential critical failure in the bureau.

• A Supervisor I to manage the City’s 24/7 tree emergency system. This position will oversee response to tree failures in all City-owned properties and public streets. This position will supervise up to ten arborists, manage and prioritize work order requests, and ensure work is performed safely. This position will create an effective supervisor-to-staff ratio, as well as prepare the group for scaling up during the next phase of levy investments.

• To preserve the 1.2 million trees in parks and natural areas for current and future generations, a position (Coordinator II) is needed to conduct routine evaluation of trees in developed and non-developed parks to prioritize and coordinate short- and long-term maintenance needs.

Expansion of Support for Tree Permitting and Regulation

• A Development Services Technician II in the Urban Forestry Permitting group to increase capacity for dispatching emergency tree calls, addressing applications and inquiries are correctly, and the Urban Forestry permitting database is adequately maintained.

• A Business Systems Analyst II to fill a significant gap in technological support. This position will manage the configuration and functionality of all permit related software.

Tree Asset Management Software

An urban forest management specific database will consolidate tree inventory, work planning, maintenance records, data analytics, and reporting into a single software solution. A lack of functional software is a significant barrier to effective stewardship of the City’s trees, resulting in increased tree mortality and potential hazards to public safety.

Technology Support

• To protect public assets, PP&R will add or upgrade security cameras at seven different maintenance facilities and provide live security monitoring as a response to vandalism and theft.

• An Environmental Technician II to create, categorize, and maintain GIS layers of natural assets documenting ecological health, ecosystem criticality, and species and human impacts. This position will support the work of Lands Stewardship and Urban Forestry. PP&R is requesting $2.5 million of Parks 2020 Operating Levy resources to Protect and Grow Nature in FY 2021-22 by:

•PP&R keeping is requesting parks cleaner, $2.5 safer,million and of Parks more 2020welcoming Operating for all Levy Port relanders;sources to Protect and Grow Nature in FY 2021-22 by: • providing robust summer environmental educational camps, programs, and work opportunities for Black, Indigenous, People of Color (BIPOC)• keeping youth, parks Immigrantscleaner, safer, and and Refugees, more welcoming and youth for from all Portfamilielanders;s living in poverty; • takingproviding better robust care summer of parks environmental and natural areas; educational camps, programs, and work opportunities for Black, Indigenous, People of Color •(BIPOC) planting youth, new trees Immigrants in low-canopy and Refugees, neighborhoods and youth to diminish from familie the simpacts living in of poverty; climate change, reduce the urban heat island effect, and provide• taking habitatbetter care for wildlife; of parks and natural areas; • beginplanting to newproactively trees in care low-canopy for the 1.2 neighborhoods million existing to treesdiminish in parks the impacts and natural of climate areas change, to preserve reduce them the for urban future heat generati islandons; effe ct, and •provide ensure habitat clean water,for wildlife; protect wildlife, and diminish impacts of climate change; and • createbegin to new proactively opportunities care for thepartnerships 1.2 million with existing marginalized trees in parkscommunities. and natural areas to preserve them for future generations; • ensure clean water, protect wildlife, and diminish impacts of climate change; and • create new opportunities for partnerships with marginalized communities. Restore• and Expand Summer Day Camps and Volunteer, Internship, and Work Opportunities

•Restore Nature andDay ExpandCamp will Summer be restored Day Camps and expanded and Volunteer, for Portland Internship, youth andin Summer Work Opportunities 2021, adding one Botanic Specialist II to double the number of sites and increase the number of available slots to 912. Levy resources will be used to eliminate revenue requirements, reducing cost• Nature as a Day barrier Camp for Portlandwill be restored families and with expanded low incomes. for Portland youth in Summer 2021, adding one Botanic Specialist II to double the number of sites and increase the number of available slots to 912. Levy resources will be used to eliminate revenue requirements, reducing •cost Teen as Naturea barrier Team for Portland (TNT) is families a volunteer with programlow incomes. for diverse middle school youth that provides access to natural areas, STEM education, and mentorship. PP&R will expand the number of youths that participate, develop after-school drop-in programming, and build a strong alumni• Teen Naturenetwork Team to keep (TNT) youth is aengaged volunteer and program connected for diverse to programs middle and school employment youth that opportunities. provides access to natural areas, STEM education, and mentorship. PP&R will expand the number of youths that participate, develop after-school drop-in programming, and build a strong •alumni The Youth network Conservation to keep youth Crew engaged (YCC) providesand connected employment to programs opportu andnities employment for a diverse opportunities. population of youth, ages 14 to 19; since 2009, over 75% of participants identified as BIPOC. Crews protect and restore parks and natural areas while developing essential job skills and exploring• The Youth environmental Conservation career Crew paths. (YCC) The provides addition employment of a Botani opportuc Specialistnities IIfor will a adddiverse capacity population for additional of youth, participants. ages 14 to 19; since 2009, over 75% of participants identified as BIPOC. Crews protect and restore parks and natural areas while developing essential job skills and •exploring Internships environmental Program will career offer teenspaths. paid The internshipsaddition of toa Botanimaintainc Specialist green and II willbuilt add assets, capacity providing for additional job experience participants. and professional development opportunities. • Internships Program will offer teens paid internships to maintain green and built assets, providing job experience and professional •development In order to address opportunities. a supervisory gap and offer training, professional development, and support to prepare teens for future career opportunities, this request includes a Supervisor I. • In order to address a supervisory gap and offer training, professional development, and support to prepare teens for future career •opportunities, Additional requests this request include includes vehicles, a Supervisor IT, and external I. materials and services.

• Additional requests include vehicles, IT, and external materials and services. Lands Stewardship

•Lands This packageStewardship will provide resources for East Zone staff to appropriately maintain parks in underserved East Portland. The East Zone is the largest in the park system and will continue to grow as new parks are added. East Zone Technicians are currently asked to maintain 50 parks• This sitespackage every will day. provide This resourcesstaffing model for East is unsustainable, Zone staff to apinequitable,propriately and maintain is currently parks at in a underserved point of potential East Portland.critical failure. The EaThisst Zonepackage is the willlargest dedicate in the a park Park system Technician and will to Gatewaycontinue Greento grow and as newLeach par Botaks arenical added. Garden East and Zone adds Technicians a supervisor are to currently create appropriate asked to main supertainvisor-to- 50 staffparks ratios sites andevery build day. capacity This staffing to support model more is unsustainable, staff in the Zo inne.equitable, and is currently at a point of potential critical failure. This package will dedicate a Park Technician to Gateway Green and Leach Botanical Garden and adds a supervisor to create appropriate supervisor-to- •staff The ratios addition and of build a swing capacity shift tosupervisor support more (Parks staff Maintenance in the Zone. Supervisor) will provide much needed support to ten staff. Currently day-shift supervisors provide insufficient on-call support only. • The addition of a turfswing supervisor shift supervisor (Parks Maintenance(Parks Maintenance Supervi Ssor);upervisor) the current will provide Land Services much needed supervisor support manages to ten staff.26 staff. Currently day-shift supervisors provide insufficient on-call support only. • AnThe outreach addition coordinatorof a turf supervisor (Coordinator (Parks II) Maintenance will facilitate Superviincreasedsor); volunteer the current support. Land The Services position supervisor will build manages capacity 26for staff.outreach program expansion by relieving field staff and supervisors of that responsibility and providing a more consistent approach to community partnerships. • An outreach coordinator (Coordinator II) will facilitate increased volunteer support. The position will build capacity for outreach program •expansion An analyst by (Analyst relieving II) field will staffensure and accountability supervisors offor that levy resp outcomesonsibility by and working providing on Parks a more Maintenance consistent approachStandards, to Natural communit Areay partnerships.s Standard of Care, and trail maintenance standards, as well as working with supervisors and managers to optimize the division’s budget. • An analyst (Analyst II) will ensure accountability for levy outcomes by working on Parks Maintenance Standards, Natural Areas Standard of Care, and trail maintenance standards, as well as working with supervisors and managers to optimize the division’s budget. Expansion of the Tree Planting Program

PP&R’sExpansion Tree of Plantingthe Tree ProgramPlanting Programprioritizes planting trees in low-canopy, low-income neighborhoods to address long-term inequities in tree distribution in Portland and provide positive public health impacts. PP&R’s Tree Planting Program prioritizes planting trees in low-canopy, low-income neighborhoods to address long-term inequities in tree •distribution A Supervisor in Portland I will oversee and provide three Botanic positive Specialists. public health Respon impacts.sibilities will include expanding tree planting activities, working with tree Portlandplanting contactors, Parks and engaging & Recreation with community groups and mem City bers ofto ensurePortland planting activities meet local needs and expectaDecisiontions. Package Summary • A Supervisor I will oversee three Botanic Specialists. Responsibilities will include expanding tree planting activities, working with tree DecisionCity Package of Portland Summary Run Date: 1/28/21 •planting A GIS Techniciancontactors, IIand to manageengaging GIS with databases community for groups tree planting and mem, stewardshipbers to ensure of Heritage planting trees, activities elm treemeet monitoring, local needs and and stree expectat andtions. park Pagetree inventory. 6 of 19 This position will perform analysis for reports,Decision including treePackageDetails canopy Summary monitoring, permit tracking, and identifyingRun priorityTime:Date: 1/28/215:08:35 PM • A GIS Technician II to manage GIS databases for tree planting, stewardship of Heritage trees, elm tree monitoring, and street and park Pagetree inventory. 6 of 19 This position will perform analysis for reports, including treeDetails canopy monitoring, permit tracking, and identifyingRun priorityTime: 5:08:35 PM

Expansion of Park Tree Maintenance and Emergency Response

PP&RExpansion Urban of ForestryPark Tree responded Maintenance to 1,600 and Emergencyemergency Responsetree failures in FY 2019-20. This work was performed by 15 full-time and five seasonal staff, reporting to one manager. This is an unsustainable arrangement which jeopardizes the timely delivery of services, especially the resolutionPP&R Urban of treeForestry hazards responded that pose to risks1,600 to emergency public safety. tree Th failuresis represents in FY 2019-20. a point of This potential work wascritical performed failure in by the 15 bure full-timeau. and five seasonal staff, reporting to one manager. This is an unsustainable arrangement which jeopardizes the timely delivery of services, especially the •resolution A Supervisor of tree I to hazards manage that the pose City’s risks 24/7 to tree public emergency safety. Th system.is represents This position a point will of potentialoversee criticalresponse failure to tree in the failures bure au.in all City-owned properties and public streets. This position will supervise up to ten arborists, manage and prioritize work order requests, and ensure work is performed• A Supervisor safely. I to This manage position the City’swill create 24/7 antree effective emergency super system.visor-to-staff This position ratio, as will well oversee as prepare response the group to tree for failures scaling in up all during City-owned the next phaseproperties of levy and investments. public streets. This position will supervise up to ten arborists, manage and prioritize work order requests, and ensure work is performed safely. This position will create an effective supervisor-to-staff ratio, as well as prepare the group for scaling up during the next •phase To preserve of levy investments.the 1.2 million trees in parks and natural areas for current and future generations, a position (Coordinator II) is needed to conduct routine evaluation of trees in developed and non-developed parks to prioritize and coordinate short- and long-term maintenance needs.• To preserve the 1.2 million trees in parks and natural areas for current and future generations, a position (Coordinator II) is needed to conduct routine evaluation of trees in developed and non-developed parks to prioritize and coordinate short- and long-term maintenance needs.

Expansion of Support for Tree Permitting and Regulation

Expansion of Support for Tree Permitting and Regulation • A Development Services Technician II in the Urban Forestry Permitting group to increase capacity for dispatching emergency tree calls, addressing applications and inquiries are correctly, and the Urban Forestry permitting database is adequately maintained. • A Development Services Technician II in the Urban Forestry Permitting group to increase capacity for dispatching emergency tree calls, •addressing A Business applications Systems Analyst and inquiries II to fill area significant correctly, gap and in the technological Urban Forestry support. permitting This position database will is manage adequately the configurationmaintained. and functionality of all permit related software. • A Business Systems Analyst II to fill a significant gap in technological support. This position will manage the configuration and functionality of all permit related software. Tree Asset Management Software

AnTree urban Asset forest Management management Software specific database will consolidate tree inventory, work planning, maintenance records, data analytics, and reporting into a single software solution. A lack of functional software is a significant barrier to effective stewardship of the City’s trees, resultingAn urban in forest increased management tree mortality specific and database potential will hazards consolidate to public tree safety. inventory, work planning, maintenance records, data analytics, and reporting into a single software solution. A lack of functional software is a significant barrier to effective stewardship of the City’s trees, Technologyresulting in increased Support tree mortality and potential hazards to public safety.

•Technology To protect publicSupport assets, PP&R will add or upgrade security cameras at seven different maintenance facilities and provide live security monitoring as a response to vandalism and theft. • To protect public assets, PP&R will add or upgrade security cameras at seven different maintenance facilities and provide live security •monitoring An Environmental as a response Technician to vandalism II to create, and categorize,theft. and maintain GIS layers of natural assets documenting ecological health, ecosystem criticality, and species and human impacts. This position will support the work of Lands Stewardship and Urban Forestry. • An Environmental Technician II to create, categorize, and maintain GIS layers of natural assets documenting ecological health, ecosystem criticality, and species and human impacts. This position will support the work of Lands Stewardship and Urban Forestry. Service Impacts

Service Impacts

Page 172 City of Portland Parks & Recreation - Requested Budget FY 2021-22 Decision Package Summary Portland Parks & Recreation City of Portland Decision Package Summary Run Date: 1/28/21 Page 7 of 19 Details Run Time: 5:08:35 PM

Expansion of Summer Day Camps and Volunteer, Internship, and Work Opportunities

• Nature Day Camp is building capacity to increase participants by 50% (to 912 campers) even with COVID-19 public health guidelines. In future years, PP&R will be able to serve even more participants.

• PP&R will also build capacity in our Youth Conservation Crew (40 participants), Teen Nature Team (20 participants), and Teen Internships (15 participants).

Expansion of East Zone Maintenance

• Improve safety, cleanliness, and proper function of parks, including a full range of maintenance duties such as grounds, irrigation, restrooms, facilities, and routine building upkeep.

• Provide appropriate resources to address vandalism and graffiti in East Zone Parks.

Expansion of Land Stewardship Supervisors

• Increase service, response (both health/life/safety emergencies and general questions from the public), and support for staff who don’t currently have supervisors working with them during shifts.

• Supervisory level position will be available after normal day shift hours for emergency response.

Expansion of Security at Maintenance Facilities

• Protect public assets, increase employee safety and security at PP&R maintenance yards across the city.

• Fewer damaged public vehicles will result in increased staff productivity.

• Increase service consistency.

• Reduce negative environmental impacts of fuel lines being cut and leaking into the soil.

Expansion of the Tree Planting Program

• Increase tree canopy in low-income/low-canopy neighborhoods to improve public health and diminish the impacts of climate change.

• Increase likelihood of establishment and survival of recently planted trees.

• Prioritize planting large form, native, evergreen, and climate-change resilient species.

Expansion of Park Tree Maintenance and Emergency Response

• Improve response time to emergency tree hazards to increase public safety.

Expansion of Support for Tree Permitting and Regulation

• Improve the maintenance of green assets.

• Improve implementation of Title 11.

• Improve turnaround time and responsiveness related to tree permits. Tree Asset Management Software

• A GIS-enabled database will facilitate collaboration across PP&R work groups, allow access to tree data in the field, and facilitate reporting and analysis which is not possible with current systems.

• PP&R arborists will be able to place park trees on a regular maintenance schedule, triage high priority hazard trees, and conduct planned maintenance efficiently. This work will protect our community’s trees and the positive public health impacts they create for current and future generations. Equity Impacts

City of Portland Parks & Recreation - Requested Budget FY 2021-22 Page 173 Portland Parks & Recreation Decision Package Summary City of Portland Decision Package Summary Run Date: 1/28/21 Page 8 of 19 Details Run Time: 5:08:35 PM

Budget resources in Protect and Grow Nature support the following equity impacts:

• Public programs will strive to provide 50% of activity capacity for BIPOC youth and families, immigrants and refugees, and families experiencing poverty through outreach with partner organizations. Language translation of program information, documents and signage will increase access to programs.

• Resources are dedicated to hiring practices to ensure the workforce is more reflective of the community served. This will impact the overall diversity of PP&R’s workforce. In 2015, the bureau’s regular staff was 18% BIPOC; currently, 28% of regular staff is BIPOC. PP&R BIPOC managers increased from 11% BIPOC in 2015 to almost 30% at present; Black managers increased from 3% to 19%.

• The Youth Conservation Crew program and Internship program directly contribute to a more diverse hiring pool for seasonal employees for the entire bureau and helps meet the bureau’s equity goals.

• By bolstering maintenance staff in PP&R’s East Zone, improvements in park cleanliness and staff presence will enhance feelings of safety in East Portlandparks.

• By prioritizing low-income/low-canopy neighborhoods in the Tree Planting Program, PP&R will improve tree canopy coverage and reducing disparities between communities east of the Willamette and communities west of the Willamette.

• The Tree Maintenance Package creates the leadership and structural capacity to develop the Arborist Trainee program, creating new opportunities for BIPOC and women in PP&R and arboriculture.

Budget Detail

2021-22 CBO 2021-22 Request Recommended- 2021-22 2021-22 2021-22 Adopted Fund - V52 with DP V53 Proposed-V54 Approved - V55 - V56

Major Object Name Expense

232000 External Materials and Servi 307,000 0 0 0 0 232000 Personnel 2,225,903 0 0 0 0 Sum: 2,532,903 0 0 0 0

Major Object Name Revenue

232000 Bond & Note Proceeds 2,532,903 0 0 0 0 Sum: 2,532,903 0 0 0 0

Sum: 0 0 0 0 0

Position Detail

Job Class - Name FTE Salary Supplemental Benefit Total

30000081 - Parks Technician 1.00 56,399 0 29,592 90,306 30000319 - Botanic Spec II-Environmental Education 2.00 138,320 0 64,912 213,814 30000333 - Development Services Technician II 1.00 64,886 0 31,496 101,346 30000338 - Environmental Technician II 1.00 64,886 0 31,496 101,346 30000342 - GIS Technician II 1.00 64,886 0 31,496 101,346 30000759 - Parks Maintenance Supervisor 3.00 226,730 0 101,686 345,762 30003007 - Analyst II 1.00 87,651 0 36,605 130,961 30003011 - Business Systems Analyst II 1.00 87,651 0 36,605 130,961 30003028 - Coordinator II 2.00 158,018 0 69,334 239,442 30003103 - Supervisor I - E 3.00 262,953 0 109,815 392,883 Total 16.00 1,212,380 0 543,037 1,848,167

Page 174 City of Portland Parks & Recreation - Requested Budget FY 2021-22 Decision Package Summary Portland Parks & Recreation City of Portland Decision Package Summary Run Date: 1/28/21 Page 9 of 19 Details Run Time: 5:08:35 PM DP: 11363 - Recreation for All - Parks Levy DP Type Priority New ADD 0 No

Package Description This package backfills $6.2 million of what would normally be revenues for PP&R summer recreation programming with Parks 2020 Operating Levy resources to preserve over 35 positions and provide summer programming in 2021. In addition, $0.4 million of levy funds are added to create three full time positions in the Summer Free For All program.

PP&R’s summer programming is designed to keep Portlanders mentally and physically healthy. The past fee-driven operating model excluded many Portlanders, often the people who needed programs the most. PP&R is now committed to using the community’s investment in the 2020 Parks Operating Levy to ensure that cost is not a barrier to program access and the health benefits associated with programs, especially for Black, Indigenous, and People of Color (BIPOC), Immigrants and Refugees, families living with low incomes, people with disabilities, and older adults.

Levy resources will allow PP&R to restore summer 2021 Recreation programs, with a focus on outdoor activities for youth to promote healthy activities while continuing to protect the community from COVID-19. Recreation Services will partner with Environmental Education for summer programming and collaboration. The Bureau will use indoor facilities to support outdoor programming and will open outdoor and indoor pools for swim lessons as COVID-19 public health guidelines allow.

Levy resources will help PP&R retain an estimated 35 full-time positions, hire three new FTE (converted from nine-month positions), and hire between 1,300 and 1,700 summer seasonal and casual staff, reestablishing the bureau as one of the largest youth employer in Portland.

Below are planned summer 2021 programs funded through this decision package. The bureau will make 50 percent of registered program capacity available to BIPOC, Immigrants and Refugees, and families living with low incomes.

Swim Lessons • life-saving swim lessons offered at seven PP&R outdoor pools: Creston Pool, Grant Pool, Montavilla Pool, Peninsula Pool, Pier Pool, Sellwood Pool, Wilson Pool; • Columbia Pool will offer lessons as COVID-19 public health guidelines allow;

Community Center and SUN Summer Camps Increased resource allocation addresses: • “pay what you can” pricing model; • increase in seasonal and casual staff to meet COVID-19 requirements and higher than normal staff-to-child ratios to ensure safety; • increased training costs to train staff in cross-cultural communication, implicit bias, and other culturally responsive areas; and • outreach to community groups to develop camp programs that are responsive to community needs.

Multnomah Arts Center (MAC) and Community Music Center (CMC) Summer Camps • “Pay what you can” pricing model or scholarships; • Outdoor summer art/music camps on MAC’s expansive grounds; • Limited indoor summer camps/classes in large spaces (MAC: 2 gyms, auditorium; CMC: auditorium); and • Culturally responsive programs and BIPOC and culturally competent teaching artists.

Summer Free For All - Free Lunch + Play • Free lunches served at 26 parks around the city, and ten “mobile” locations (apartment complexes and undeveloped parks), which are all located in neighborhoods where 50% or more of the youth qualify for free or reduced lunches; over half of the sites will be in East Portland. • Reinvent outdoor, summer arts and culture events that typically take place as part of Summer Free For All (SFFA) and Urban Parks Programming (UPP). Programs will be modified as small, “pop-up” events and activities that operate under COVID-19 public health guidelines (including gathering limits). These events will feature BIPOC and culturally specific artists and groups. • Events will take place as part of SFFA’s Free Lunch + Play program and as standalone events in parks around the city, prioritizing BIPOC communities, Immigrants and Refugees and East Portland residents. • Art/music activity pods will be offered at Free Lunch + Play sites. • Free Lunch + Play is promoted in partnership with the five school districts the program serves. • This package converts three core Event Producer positions for the Summer Free For All program from nine-month temp appointed/ seasonal positions to full-time permanent positions as Coordinator II’s. Event Producers plan and coordinate the Free Lunch + Play program, plus all SFFA movies, and concerts. They also direct the work of seasonal hires and establish partnerships with community members and groups. TeenForce and Park Squad PP&R’s Teen Summer 2021 programs will prioritize two program options which include: • Outreach: Teens will seek to expand reach to youth ages 10-19 in areas and neighborhoods where enrichment and youth recreation program disparities are prevalent. Outreach strategies will seek to reduce travel barriers and accessibility to PP&R’s facilities and programs, while deepening relationships with BIPOC, LGBTQIA, youth of color and youth who speak languages other than English. • Leadership: Re-activate the Park Squad program for youth ages 15-18. Through training, hands on experience, and leadership opportunities, this program increases youth-employability and creates a direct avenue to PP&R’s future employment opportunities.

CityFitness of Portland and Tennis Parks in the& Recreation Park - Requested Budget FY 2021-22 Page 175 • PP&R will again offer Fitness in the Park, initially a pilot program in summer of 2020. In summer of 2021, fitness classes will be offered at a minimum of five park locations. • PP&R’s Tennis Center will offer tennis lessons at five to seven outdoor tennis locations. • These programs bring recreation to where people are, rather than requiring them to come to where we are. It provides a space, activity, and community to develop connections between people, between ethnicities, ages, orientation, and more through a shared experience in a welcome environment in locations that are easier to access.

Virtual Programming • Created as a response to COVID-19 – PP&R will continue to use technology to provide services Portlanders can access at their convenience. • Benefits to virtual programming will outlast pandemic response. • Virtual programs provide a new avenue of participation for those who are not able to easily access facilities due to mobility, transportation, and distance. • Programs such as music lessons, art classes, social activities, and fitness that were offered in limited locations can be reached by Portland residents from all areas of the city.

Supporting Access to Summer Programs PP&R is requesting resources for Inclusion Services, Inclusive & Adaptive Recreation, and language translation services to facilitate outreach to a more diverse community. This package backfills $6.2 million of what would normally be revenues for PP&R summer recreation programming with Parks 2020 Operating Levy resources to preserve over 35 positions and provide summer programming in 2021. In addition, $0.4 million of levy funds are added to create three full time positions in the Summer Free For All program.

PP&R’s summer programming is designed to keep Portlanders mentally and physically healthy. The past fee-driven operating model excluded many Portlanders, often the people who needed programs the most. PP&R is now committed to using the community’s investment in the 2020 Parks Operating Levy to ensure that cost is not a barrier to program access and the health benefits associated with programs, especially for Black, Indigenous, and People of Color (BIPOC), Immigrants and Refugees, families living with low incomes, people with disabilities, and older adults.

Levy resources will allow PP&R to restore summer 2021 Recreation programs, with a focus on outdoor activities for youth to promote healthy activities while continuing to protect the community from COVID-19. Recreation Services will partner with Environmental Education for summer programming and collaboration. The Bureau will use indoor facilities to support outdoor programming and will open outdoor and indoor pools for swim lessons as COVID-19 public health guidelines allow.

Levy resources will help PP&R retain an estimated 35 full-time positions, hire three new FTE (converted from nine-month positions), and hire between 1,300 and 1,700 summer seasonal and casual staff, reestablishing the bureau as one of the largest youth employer in Portland.

Below are planned summer 2021 programs funded through this decision package. The bureau will make 50 percent of registered program capacity available to BIPOC, Immigrants and Refugees, and families living with low incomes.

Swim Lessons • life-saving swim lessons offered at seven PP&R outdoor pools: Creston Pool, Grant Pool, Montavilla Pool, Peninsula Pool, Pier Pool, Sellwood Pool, Wilson Pool; • Columbia Pool will offer lessons as COVID-19 public health guidelines allow;

Community Center and SUN Summer Camps Increased resource allocation addresses: • “pay what you can” pricing model; • increase in seasonal and casual staff to meet COVID-19 requirements and higher than normal staff-to-child ratios to ensure safety; • increased training costs to train staff in cross-cultural communication, implicit bias, and other culturally responsive areas; and • outreach to community groups to develop camp programs that are responsive to community needs.

Multnomah Arts Center (MAC) and Community Music Center (CMC) Summer Camps • “Pay what you can” pricing model or scholarships; • Outdoor summer art/music camps on MAC’s expansive grounds; • Limited indoor summer camps/classes in large spaces (MAC: 2 gyms, auditorium; CMC: auditorium); and • Culturally responsive programs and BIPOC and culturally competent teaching artists.

Summer Free For All - Free Lunch + Play • Free lunches served at 26 parks around the city, and ten “mobile” locations (apartment complexes and undeveloped parks), which are all located in neighborhoods where 50% or more of the youth qualify for free or reduced lunches; over half of the sites will be in East Portland. • Reinvent outdoor, summer arts and culture events that typically take place as part of Summer Free For All (SFFA) and Urban Parks Programming (UPP). Programs will be modified as small, “pop-up” events and activities that operate under COVID-19 public health guidelines (including gathering limits). These events will feature BIPOC and culturally specific artists and groups. • Events will take place as part of SFFA’s Free Lunch + Play program and as standalone events in parks around the city, prioritizing BIPOC communities, Immigrants and Refugees and East Portland residents. • Art/music activity pods will be offered at Free Lunch + Play sites. • Free Lunch + Play is promoted in partnership with the five school districts the program serves. • This package converts three core Event Producer positions for the Summer Free For All program from nine-month temp appointed/ seasonal positions to full-time permanent positions as Coordinator II’s. Event Producers plan and coordinate the Free Lunch + Play program, plus all SFFA movies, and concerts. They also direct the work of seasonal hires and establish partnerships with community members and groups. TeenForce and Park Squad PP&R’s Teen Summer 2021 programs will prioritize two program options which include: Portland• Outreach: Teens Parks will seek &to expandRecreation reach to youth ages 10-19 in areas and neighborhoods where enrichment and youth recreatiDecisionon Package Summary program disparities are prevalent. Outreach strategies will seek to reduce travel barriers and accessibility to PP&R’s facilities and programs, while deepening relationships with BIPOC, LGBTQIA, youth of colorCity and ofyouth Portland who speak languages other than English. • Leadership: Re-activate the Park Squad program for youthDecision ages 15-18. Package Through Summary training, hands on experience, and leadershipRun Date: 1/28/21 opportunities, this program increases youth-employability and creates a direct avenue to PP&R’s future employment opportunities. Page 10 of 19 Details Run Time: 5:08:35 PM

Fitness and Tennis in the Park • PP&R will again offer Fitness in the Park, initially a pilot program in summer of 2020. In summer of 2021, fitness classes will be offered at a minimum of five park locations. • PP&R’s Tennis Center will offer tennis lessons at five to seven outdoor tennis locations. • These programs bring recreation to where people are, rather than requiring them to come to where we are. It provides a space, activity, and community to develop connections between people, between ethnicities, ages, orientation, and more through a shared experience in a welcome environment in locations that are easier to access.

Virtual Programming • Created as a response to COVID-19 – PP&R will continue to use technology to provide services Portlanders can access at their convenience. • Benefits to virtual programming will outlast pandemic response. • Virtual programs provide a new avenue of participation for those who are not able to easily access facilities due to mobility, transportation, and distance. • Programs such as music lessons, art classes, social activities, and fitness that were offered in limited locations can be reached by Portland residents from all areas of the city.

Supporting Access to Summer Programs PP&R is requesting resources for Inclusion Services, Inclusive & Adaptive Recreation, and language translation services to facilitate outreach to a more diverse community.

Service Impacts PP&R summer 2021 Recreation programs are expected to serve the following: • 35,000 total attendance Outdoor pool swim lessons • 45,000 total attendance Recreation & Art Summer Camps • 2,400 total attendance Fitness in the Park • 1,500 registrants Tennis in the Park • 100,000+ lunches Free Lunch + Play • 1,300 to 1,700 Seasonal and Casual staff hired

The Bureau will reestablish itself as one of the largest youth employer in Portland and will try to meet or exceed 2019 staffing levels where possible.

BIPOC, Immigrant and Refugee, and youth and families living in poverty have been greatly impacted by COVID restrictions and economic conditions. These groups have had fewer opportunities and less access to recreational programs. Summer 2021 Recreation programs are more important than ever to build healthy habits and social connections. Equity Impacts The Bureau will make 50 percent of registered program capacity available to BIPOC, Immigrants and Refugees, and families living in poverty. Outreach will include working with culturally specific partners to achieve diverse participation. PP&R will focus resources on prioritizing equity training for staff and partner outreach to meet equity goals.

Budget Detail

2021-22 CBO 2021-22 Request Recommended- 2021-22 2021-22 2021-22 Adopted Fund - V52 with DP V53 Proposed-V54 Approved - V55 - V56

Major Object Name Expense

100000 Internal Materials and Servic -6,150,198 0 0 0 0 232000 Internal Materials and Servic 6,150,198 0 0 0 0 232000 Personnel 359,163 0 0 0 0 Sum: 359,163 0 0 0 0

Major Object Name Revenue

100000 Charges for Services -6,150,198 0 0 0 0 232000 Bond & Note Proceeds 359,163 0 0 0 0 232000 Taxes 6,150,198 0 0 0 0

Page 176 City of Portland Parks & Recreation - Requested Budget FY 2021-22 Decision Package Summary Portland Parks & Recreation City of Portland Decision Package Summary Run Date: 1/28/21 Page 11 of 19 Details Run Time: 5:08:35 PM

Budget Detail

2021-22 CBO 2021-22 Request Recommended- 2021-22 2021-22 2021-22 Adopted Fund - V52 with DP V53 Proposed-V54 Approved - V55 - V56

Major Object Name Revenue

Sum: 359,163 0 0 0 0

Sum: 0 0 0 0 0

Position Detail

Job Class - Name FTE Salary Supplemental Benefit Total

30003028 - Coordinator II 3.00 237,027 0 104,001 359,163 Total 3.00 237,027 0 104,001 359,163

City of Portland Parks & Recreation - Requested Budget FY 2021-22 Page 177 Portland Parks & Recreation Decision Package Summary City of Portland Decision Package Summary Run Date: 1/28/21 Page 12 of 19 Details Run Time: 5:08:35 PM DP: 11364 - Operations and Maintenance - New Parks DP Type Priority New ADD 0 No

Package Description Per city financial policy, PP&R requests ongoing operations and maintenance (O&M) funding to care for the following new, expanded, and improved parks, bridges, trails, playgrounds, community gardens, and buildings that have recently been or will be placed into service in FY 2021-22:

Acquisitions • $435 Forest Park-Linnton, .46 acres donation

Amenities • $3,564 East Holladay Park Dog Off Leach Area (DOLA) Fencing • $47,938 Forest Park Entrance & Trailhead • $69,622 Kenilworth Park Splash Pad • $9,920 Earl Boyles Community Garden Expansion

Buildings • $84,742 Lents Park – Walker Stadium ADA Restroom and Storage Building

Developed Parks • $114,779 Columbia Children’s Arboretum – Circulation & Recreation Improvements • $426,563 Errol Heights Park Development • $17,061 Gateway Green Access Road • $91,809 Laurelwood Park Development

Total: $866,433

Service Impacts This proposal will assist PP&R with reaching a strategic goal of providing safe, functional and reliable recreation experiences through effective management and maintenance of all park facilities. Equity Impacts This funding will provide on-going maintenance to park facilities and grounds to help maintain them at a current level of service. Cost center managers will have the ability to prioritize funding allocations to improve service delivery for underserved populations, people living with disabilities, and/or communities of color based on needs.

Budget Detail

2021-22 CBO 2021-22 Request Recommended- 2021-22 2021-22 2021-22 Adopted Fund - V52 with DP V53 Proposed-V54 Approved - V55 - V56

Major Object Name Expense

100000 External Materials and Servi 866,433 0 0 0 0 Sum: 866,433 0 0 0 0

Major Object Name Revenue

100000 General Fund Discretionary 866,433 0 0 0 0 Sum: 866,433 0 0 0 0

Sum: 0 0 0 0 0

Page 178 City of Portland Parks & Recreation - Requested Budget FY 2021-22 Decision Package Summary Portland Parks & Recreation City of Portland Decision Package Summary Run Date: 1/28/21 Page 13 of 19 Details Run Time: 5:08:35 PM DP: 11365 - Capital Major Maintenance DP Type Priority New ADD 0 No

Package Description The Capital Major Maintenance Program funds major maintenance and repair projects and works to address the over $500 million in major maintenance backlog that exists in our parks and recreation infrastructure system. In the FY 2018-19 Adopted Budget, City Council directed PP&R to request ongoing funding of $500,000 for major maintenance needs in each annual budget process. Major maintenance funds address emerging repair priorities, including emergency maintenance, deferred maintenance, and failing assets.

PP&R is committed to managing and protecting its assets but has a chronic major maintenance program funding gap exceeding tens of millions of dollars each year and an accumulated backlog of over $500 million. This backlog, coupled with insufficient ongoing funding, means that PP&R is projecting that as many as one in five assets may fail in the next 15 years. City policy requires the maintenance and protection of City assets “where deferring maintenance will result in greater costs to restore or replace deteriorated City assets.”

As PP&R attempts to minimize closures within a severely constrained funding stream, many unmitigated asset risks remain. For example, a recent assessment of PP&R sidewalks revealed almost 20% in poor/very poor condition, which amounts to approximately $20 million in needed sidewalk repairs. As a property owner, PP&R is required to maintain sidewalks adjacent to its property.

PP&R has 40 sports field bleachers that do not comply with Consumer Product Safety Commission guidance in that they are more than three steps high yet do not have a back rail to prevent someone from inadvertently falling and injuring themselves. These wooden bleachers are also beyond service life, are maintenance intensive, and are in poor condition.

Mature trees in PP&R parks where people congregate can constitute a life safety risk to community members if hazardous limbs or whole trees are not addressed.

The proposed $500,000 annual increase in Major Maintenance will be used, in addition to helping address our many major maintenance asset and facility repair needs, to fund projects in the coming years such as:

• Mitigate park hazard trees $200,000 • Replace bleachers $150,000 • Repair sidewalks $150,000

Service Impacts By establishing additional ongoing major maintenance program funding resources to address these large, high-risk asset repairs, PP&R can better stabilize its overall asset portfolio, reduce community risk and reduce risk of asset closure, while working toward a Sustainable Future. The package will help to address outstanding emergency repair work and public safety issues related to assets, infrastructure and facilities, as well as some deferred maintenance, while beginning to address maintenance work in a more measured, proactive, preventative work mode to help prolong the life of our assets, infrastructure and facilities. Equity Impacts PP&R’s prioritization process includes the use of an equity score rating in making investment decisions. Many East Portland parks, for example, have the fewest park and recreation amenities and more neighborhoods with lower average household income, a greater proportion of Black, Indigenous, and People of Color, Immigrants and Refugees, and a greater number of youth. Therefore, these areas would be prioritized highly for these funds where deficiencies exist. This funding will improve the quality of assets in our parks and that serve marginalized community members.

Budget Detail

2021-22 CBO 2021-22 Request Recommended- 2021-22 2021-22 2021-22 Adopted Fund - V52 with DP V53 Proposed-V54 Approved - V55 - V56

Major Object Name Expense

402000 Capital Outlay 500,000 0 0 0 0 Sum: 500,000 0 0 0 0

Major Object Name Revenue

402000 Fund Transfers - Revenue 500,000 0 0 0 0 402000 General Fund Discretionary 0 0 0 0 0

City of Portland Parks & Recreation - Requested Budget FY 2021-22 Page 179 Portland Parks & Recreation Decision Package Summary City of Portland Decision Package Summary Run Date: 1/28/21 Page 14 of 19 Details Run Time: 5:08:35 PM

Budget Detail

2021-22 CBO 2021-22 Request Recommended- 2021-22 2021-22 2021-22 Adopted Fund - V52 with DP V53 Proposed-V54 Approved - V55 - V56

Major Object Name Revenue

402000 Miscellaneous 0 0 0 0 0 Sum: 500,000 0 0 0 0

Sum: 0 0 0 0 0

Page 180 City of Portland Parks & Recreation - Requested Budget FY 2021-22 Decision Package Summary City of Portland Portland Parks & Recreation City of Portland DecisionCity Package of Portland Summary Run Date: 1/28/21 Decision Package Summary Run Date: 1/28/21 Page 15 of 19 Decision PackageDetails Summary Run Time:Date: 1/28/215:08:35 PM Page 15 of 19 Details Run Time: 5:08:35 PM DP:Page 1136615 of 19 - Capital Set Aside Details DP TypeRun Time:Priority5:08:35 PM New DP: 11366 - Capital Set Aside DP Type Priority New DP: 11366 - Capital Set Aside DPADD Type Priority0 NewNo ADD 0 No ADD 0 No Package Description Package Description CapitalPackage Set-Aside Description has formed a vital supplement to the PP&R’s major maintenance funding since its inception in 2014. Last year, the bureau proposedCapital Set-Aside three Capital has formed Set Aside a vital requests: supplement to the PP&R’s major maintenance funding since its inception in 2014. Last year, the bureau Capitalproposed Set-Aside three Capital has formed Set Aside a vital requests: supplement to the PP&R’s major maintenance funding since its inception in 2014. Last year, the bureau proposed three Capital Set Aside requests: 1. Work Order System Replacement; 2.1. StearnsWork Order Canyon System Stairs; Replacement; and 1. Work Order System Replacement; 3.2. EnergyStearns Savings Canyon PerformanceStairs; and Contract (Phase 2: Multiple Sites). 2. Stearns Canyon Stairs; and 3. Energy Savings Performance Contract (Phase 2: Multiple Sites). 3. Energy Savings Performance Contract (Phase 2: Multiple Sites). CBO recommended funding all three, but the COVID-19-induced recession and budget impacts eliminated that possibility. PP&R has since

reconfiguredCBO recommended the Stearns funding Canyon all three, Stairs but project, the COVID-19-induced and it is complete. re Additionally,cession and whilebudget PP&R impacts anticipated eliminated the that full possibility.Work Order PP&R System ha sas since a $4 CBO recommended funding all three, but the COVID-19-induced recession and budget impacts eliminated that possibility. PP&R has since toreconfigured $6 million technologythe Stearns capital Canyon project, Stairs the project, unfunded and it ask is compl last yearete. wasAdditionally, for $500,000 while to PP&R cover anticipated just definition the and full Workscoping Order of the System project. as PP&Ra $4 reconfigured the Stearns Canyon Stairs project, and it is complete. Additionally, while PP&R anticipated the full Work Order System as a $4 isto requesting$6 million technology this initial planning capital project, work through the unfunded the voter-appr ask lastoved year operating was for $500,000 levy, while to reservingcover just thedefinition option andto pursue scoping the of f ullthe technology project. PP&R to $6 million technology capital project, the unfunded ask last year was for $500,000 to cover just definition and scoping of the project. PP&R capitalis requesting project this through initial aplanning future capital work throughset-aside the round. voter-appr oved operating levy, while reserving the option to pursue the full technology iscapital requesting project this through initial aplanning future capital work throughset-aside the round. voter-appr oved operating levy, while reserving the option to pursue the full technology capital project through a future capital set-aside round. PP&R still seeks Capital Set-Aside funding for the $6.7 million Energy Savings Performance Contract (ESPC) Phase 2. This project received thePP&R highest still seeks score Capital of PP&R Set-Aside requests funding with a benefit-costfor the $6.7 ratiomillion of Energy19:1. Recognizing Savings Performance the limited Contractavailable (ESPC)funds for Phase Capital 2. Set-ThisAside, project this received PP&R PP&R still seeks Capital Set-Aside funding for the $6.7 million Energy Savings Performance Contract (ESPC) Phase 2. This project received Capitalthe highest Set-Aside score offunding PP&R request requests is withfor $2.75 a benefit-cost million for ratio the highestof 19:1. valueRecognizing Energy theSavings limited Performance available funds Contract for Capital work exclusiSet-Aside,vely thisat East PP&R the highest score of PP&R requests with a benefit-cost ratio of 19:1. Recognizing the limited available funds for Capital Set-Aside, this PP&R PortlandCapital Set-Aside Community funding Center request (EPCC). is for $2.75 million for the highest value Energy Savings Performance Contract work exclusively at East CapitalPortland Set-Aside Community funding Center request (EPCC). is for $2.75 million for the highest value Energy Savings Performance Contract work exclusively at East Portland Community Center (EPCC). EPCC is a treasured community asset, but many of its systems are beyond service life and inefficient compared to modern alternatives. EPCC hasis a treasuredbeen used community as a shelter asset, for the but houseless, many of its as systems an import arante beyond community service meeting life and location, inefficient Incident compared Command to modern Center altern for atives.PP&R, EPCC is a treasured community asset, but many of its systems are beyond service life and inefficient compared to modern alternatives. seniorEPCC center,has been food used distribution as a shelter location, for the and houseless, a fitness, as teen an sportsimport antand community recreation meetingcenter, as location, well as Incidenta location Command for many Centercommunity for PP&R, EPCC has been used as a shelter for the houseless, as an important community meeting location, Incident Command Center for PP&R, celebrations.senior center, food distribution location, and a fitness, teen sports and recreation center, as well as a location for many community seniorcelebrations. center, food distribution location, and a fitness, teen sports and recreation center, as well as a location for many community celebrations. The scope of proposed work includes lighting, heating/ventilation, and air conditioning (HVAC), and, coupled with potential grant resources, additionalThe scope solar of proposed panels with work battery includes back-up. lighting, The heating/ventilati scope will alsoon, include and air select conditioning HVAC strategies (HVAC), and, which coupled reduce with the potentialrisk of tran grsmissionant resources, of The scope of proposed work includes lighting, heating/ventilation, and air conditioning (HVAC), and, coupled with potential grant resources, infectiousadditional aerosols.solar panels with battery back-up. The scope will also include select HVAC strategies which reduce the risk of transmission of additionalinfectious aerosols.solar panels with battery back-up. The scope will also include select HVAC strategies which reduce the risk of transmission of infectious aerosols. With many subprojects remaining, this request could be scaled up to the full $6.7 million requested last year to add other sites. With many subprojects remaining, this request could be scaled up to the full $6.7 million requested last year to add other sites. With many subprojects remaining, this request could be scaled up to the full $6.7 million requested last year to add other sites. Service Impacts Service Impacts BeforeService COVID-19, Impacts EPCC supported hundreds of thousands of community member and guest visits, a level anticipated to return as soon as publicBefore health COVID-19, guidelines EPCC make supported it safe hundredsto do so. Theof thousands work propo ofsed commun to be ityfunded member in this and package guest visits, also makesa level anticipateda meaningful to stepreturn toward as soon EPCC as Before COVID-19, EPCC supported hundreds of thousands of community member and guest visits, a level anticipated to return as soon as becomingpublic health a pilot guidelines hub of climatemake it resiliencesafe to do for so. East The Portland,work propo a specificsed to be goal funded enshrined in this inpackage the July also 2020 makes Climate a meaningful Emergency step De claration.toward EPCC This public health guidelines make it safe to do so. The work proposed to be funded in this package also makes a meaningful step toward EPCC packagebecoming represents a pilot hub proactive of climate asset resilience work tofor prolong East Portland, the life anda specific functionality goal enshrined of EPCC. in the July 2020 Climate Emergency Declaration. This packagebecoming represents a pilot hub proactive of climate asset resilience work tofor prolong East Portland, the life anda specific functionality goal enshrined of EPCC. in the July 2020 Climate Emergency Declaration. This Equitypackage Impacts represents proactive asset work to prolong the life and functionality of EPCC. Equity Impacts ThisEquity ESPC Impacts priority site at EPCC was selected using an equity lens as the East Portland area has some of the highest equity ratings in the cityThis (populations ESPC priority of siteincome at EPCC below was the selectedpoverty line,using population an equitys leofns diversity, as the East and Portlandpopulations area of has youth). some Additional of the highest factors equity for project ratings location in the This ESPC priority site at EPCC was selected using an equity lens as the East Portland area has some of the highest equity ratings in the selectioncity (populations include ofknown income maintenance below the povertyneeds and line, asset population efficiencys of diversity,opportunities. and populations of youth). Additional factors for project location selectioncity (populations include ofknown income maintenance below the povertyneeds and line, asset population efficiencys of diversity,opportunities. and populations of youth). Additional factors for project location selection include known maintenance needs and asset efficiency opportunities. Climate change disproportionally impacts vulnerable communities. This $2.75 million funding request in Capital Set-Aside for the Energy SavingsClimate changePerformance disproportionally Contract at impactsEast Portland vulnerable Community communitie Centers. This project $2.75 demonstrates million funding leadership request and in Capital on-the-ground Set-Aside investment for the Energy to reduce Climate change disproportionally impacts vulnerable communities. This $2.75 million funding request in Capital Set-Aside for the Energy theSavings impact Performance of City operations, Contract while at East also Portland providing Community an opportun Centerity for project community demonstrates education leadership and engagement and on-the-ground in the climate investment change and to reduce Savings Performance Contract at East Portland Community Center project demonstrates leadership and on-the-ground investment to reduce resiliencythe impact discussion. of City operations, The project while includes also providing implementation an opportun by aity contractor for community with higher education than andaverage engagement Disadvantaged, in the climate Minority, chang Women,e and the impact of City operations, while also providing an opportunity for community education and engagement in the climate change and Emergingresiliency discussion.Small Business, The project and Service-Disabled includes implementation Veterans byBusine a contractorss Enterprise with higherparticipation than average requirements. Disadvantaged, Minority, Women, Emergingresiliency discussion.Small Business, The project and Service-Disabled includes implementation Veterans byBusine a contractorss Enterprise with higherparticipation than average requirements. Disadvantaged, Minority, Women, Emerging Small Business, and Service-Disabled Veterans Business Enterprise participation requirements.

Budget Detail Budget Detail Budget Detail 2021-22 CBO 2021-22 Request Recommended-2021-22 CBO 2021-22 2021-22 2021-22 Adopted 2021-22 CBO Fund 2021-22- V52 with Request DP Recommended-V53 Proposed-V542021-22 Approved2021-22 - V55 2021-22- V56 Adopted Fund 2021-22- V52 with Request DP Recommended-V53 Proposed-V542021-22 Approved2021-22 - V55 2021-22- V56 Adopted Fund Major Object Name Expense- V52 with DP V53 Proposed-V54 Approved - V55 - V56 Major Object Name Expense Major Object Name Expense 402000 Capital Outlay 2,750,000 0 0 0 0 402000 Capital Outlay 2,750,000 0 0 0 0 402000 Sum:Capital Outlay 2,750,000 0 0 0 0 Sum: 2,750,000 0 0 0 0 Sum: 2,750,000 0 0 0 0

City of Portland Parks & Recreation - Requested Budget FY 2021-22 Page 181 Portland Parks & Recreation Decision Package Summary City of Portland Decision Package Summary Run Date: 1/28/21 Page 16 of 19 Details Run Time: 5:08:35 PM

Budget Detail

2021-22 CBO 2021-22 Request Recommended- 2021-22 2021-22 2021-22 Adopted Fund - V52 with DP V53 Proposed-V54 Approved - V55 - V56

Major Object Name Expense

Major Object Name Revenue

402000 Fund Transfers - Revenue 2,750,000 0 0 0 0 402000 General Fund Discretionary 0 0 0 0 0 Sum: 2,750,000 0 0 0 0

Sum: 0 0 0 0 0

Page 182 City of Portland Parks & Recreation - Requested Budget FY 2021-22 Decision Package Summary Portland Parks & Recreation City of Portland Decision Package Summary Run Date: 1/28/21 Page 17 of 19 Details Run Time: 5:08:35 PM DP: 11367 - Budget Stabilization - General Fund 5% R DP Type Priority New SUB 0 No

Package Description PP&R is requesting $3.7 million of Parks 2020 Operating Levy resources to help stabilize its FY 2021-22 operating budget. This request will offset the five percent General Fund reduction detailed as part of Mayor Wheeler’s FY 2021-22 Budget Guidance. This request will save an estimated 34 FTE.

The Parks 2020 Operating Levy was passed with the expectation of increasing service levels to meet the expectations Portlanders have for their parks and recreation system.

Service Impacts This offset will impact the amount of resources available for enhanced services to the public over the life of the levy. If the full five percent reduction in General Fund is taken by City Council on an ongoing basis, that would reduce the total capacity of the levy by more than eight percent. Because the investments planned in the system were primarily staff, this reduction will reduce the total resources available to support direct service positions that the bureau would be able to add by roughly $20 million over the next five years.

These positions would include: • Staff in Lands Stewardship who clean restrooms, empty trash, maintain beds, and care for our parks and natural areas. • Staff in Professional Repair and Maintenance Services, including carpenters, plumbers, electricians, and facilities maintenance technicians who provide preventive and reactive maintenance for all of PP&R’s built assets. • Staff in Urban Forestry who provide care and emergency response for our urban canopy. • Staff in Recreation to provide youth programs, art and culture services, and connecting children to nature.

Alternately, this reduction could impact the bureau’s flexibility to reduce cost as a barrier to access for public facing programming. Equity Impacts This request has no immediate equity impacts but will reduce the amount of levy resources available to achieve bureau equity goals over the life of the levy.

Budget Detail

2021-22 CBO 2021-22 Request Recommended- 2021-22 2021-22 2021-22 Adopted Fund - V52 with DP V53 Proposed-V54 Approved - V55 - V56

Major Object Name Expense

100000 Internal Materials and Servic -3,707,464 0 0 0 0 232000 External Materials and Servi 0 0 0 0 0 232000 Internal Materials and Servic 3,707,464 0 0 0 0 Sum: 0 0 0 0 0

Major Object Name Revenue

100000 General Fund Discretionary -3,707,464 0 0 0 0 232000 Bond & Note Proceeds 0 0 0 0 0 232000 Taxes 3,707,464 0 0 0 0 Sum: 0 0 0 0 0

Sum: 0 0 0 0 0

City of Portland Parks & Recreation - Requested Budget FY 2021-22 Page 183 Portland Parks & Recreation Decision Package Summary City of Portland Decision Package Summary Run Date: 1/28/21 Page 18 of 19 Details Run Time: 5:08:35 PM DP: 11368 - Capital Major Maintenance - 5% GF Reduct DP Type Priority New SUB 0 No

Package Description The Capital Major Maintenance Program funds major maintenance and repair projects and works to address the more than $500 million major maintenance backlog.

The Assets & Development (A&D) Division has submitted a 5% reduction ($179,217) to its $3,584,344 Major Maintenance funding, leaving $3,405,127 for FY 2021-22.

This reduction will result in an increase in PP&R’s backlog, as one or more major maintenance repair or renovation projects at parks, natural areas, and community centers will not be completed. Decisions on which project(s) not to fund in FY 2021-22 will be made primarily based on the project equity score, the likelihood of infrastructure or asset failure, and the consequence of failure scores. This ranking process is consistent with the bureau’s annual Capital Major Maintenance Prioritization Process ranking.

Currently, the project with the lowest overall score and lowest equity score, and therefore proposed to be left unfunded for FY 2021-22, is the Multnomah Arts Kitchen Renovation ($200,000).

Service Impacts This budget reduction will delay the renovation of the Multnomah Art Center Commercial Kitchen, impacting the ability of that facility to provide support to arts and cultural events and generate revenue through rentals. Equity Impacts Reduced investment in major maintenance will impact the condition of many assets in our parks and community centers, which will inevitably impact the quality of services provided by the park system to communities, including marginalized ones.

Budget Detail

2021-22 CBO 2021-22 Request Recommended- 2021-22 2021-22 2021-22 Adopted Fund - V52 with DP V53 Proposed-V54 Approved - V55 - V56

Major Object Name Expense

402000 Capital Outlay -179,217 0 0 0 0 Sum: -179,217 0 0 0 0

Major Object Name Revenue

402000 Fund Transfers - Revenue -179,217 0 0 0 0 402000 General Fund Discretionary 0 0 0 0 0 Sum: -179,217 0 0 0 0

Sum: 0 0 0 0 0

Page 184 City of Portland Parks & Recreation - Requested Budget FY 2021-22 Decision Package Summary Portland Parks & Recreation City of Portland Decision Package Summary Run Date: 1/28/21 Page 19 of 19 Details Run Time: 5:08:35 PM DP: 11372 - Community Partnerships - Parks Levy DP Type Priority New ADD 0 Yes

Package Description PP&R is requesting $0.2 million of Parks 2020 Operating Levy resources to bolster community grants to help meet bureau equity goals in FY 2021-22.

PP&R seeks to engage BIPOC youth, Immigrants and Refugees, and youth from families living in poverty to participate in the bureau’s summer camps, environmental programs, and be hired as part of the summer seasonal and casual workforce. PP&R will begin by deepening relationships with current community partners who have engaged and have established trust within these priority populations.

Over the next few years, PP&R will fundamentally change the way it does business, and the bureau will look to the community for assistance in meeting its equity goals. In 2021 and beyond, the bureau will continue to engage the community to shape the use of levy resources for services and programs. In addition, the bureau has begun the process of recruiting a Levy Oversight Committee. The committee will meet quarterly and provide annual reports to review levy programs and budgets to ensure that levy resources are aligned with community needs.

Service Impacts These programs will serve as the foundation for building community trust and deepening relationships with diverse populations. PP&R will strive to serve as many youth and families as possible this summer through recreation and environmental education programs. The bureau is prioritizing levy resources to fund these programs and, where possible, expand them even under current public health restrictions.

In these programs, PP&R will strive to have BIPOC youth, Immigrants and Refugees, and youth from families living in poverty make up 50% of registered participants. Building partnership now to support increased enrollment of these populations will lay a strong foundation that will support future growth of services.

Grants for community partners who work with BIPOC youth, Immigrants and Refugees, and families living in poverty will support their work in the community and will help partners fulfill their missions. Equity Impacts PP&R will provide BIPOC youth, immigrants and refugees, and families living in poverty with safe, educational, and enriching summer camps and environmental programs.

Budget Detail

2021-22 CBO 2021-22 Request Recommended- 2021-22 2021-22 2021-22 Adopted Fund - V52 with DP V53 Proposed-V54 Approved - V55 - V56

Major Object Name Expense

232000 External Materials and Servi 200,000 0 0 0 0 Sum: 200,000 0 0 0 0

Major Object Name Revenue

232000 Bond & Note Proceeds 200,000 0 0 0 0 Sum: 200,000 0 0 0 0

Sum: 0 0 0 0 0

City of Portland Parks & Recreation - Requested Budget FY 2021-22 Page 185 This page intentionally left blank

Page 186 City of Portland Parks & Recreation - Requested Budget FY 2021-22 Portland Parks & Recreation

City of Portland Requested Budget Equity Report

Portland Parks & Recreation

Requested Budget & Racial Equity Plan Update: Portland Parks & Recreation (PP&R) has recently created a Healthy Parks, Healthy Portland Framework to guide planning for 2021 and beyond. The Bureau spent 2020 evaluating the success of its three major plans: Vision 2020, 2017-2020 Strategic Plan, and Five-Year Racial Equity Plan. As part of its strategic planning work in 2021, PP&R will be creating new performance measures and aligning them with strategic objectives and organizational workplans. In particular, PP&R will identify performance measures for equity objectives.

PP&R performance was and continues to be affected by the COVID-19 public health emergency. The Bureau expects that FY 2021-22 programs and services will continue to be responsive to the public health and economic emergency.

Below is a summary of PP&R’s progress as outlined in the Five-Year Racial Equity Plan (REP) and 2017-2020 Strategic Plan.

The goals for Portland Parks & Recreation’s Racial Equity Plan are to:

• enhance services and programs within the bureau using racial equity best practices; • end disparities in hiring and promotion practices; • support an inclusive workplace for everyone; • strengthen outreach and public engagement for communities of color and refugee and immigrant communities; • increase investments and access to parks, natural areas, and service to communities of color, low income, and refugee and immigrant communities; and • meet or exceed city-wide contract goals for Minority Business Enterprises (MBE).

Portland Parks & Recreation strives to put equity at the forefront of all management decisions and has made significant progress on its equity goals despite funding and system challenges.

For example, the bureau has:

• built new parks in underserved communities, popular new parks like Gateway Discovery and Luuwit View in East Portland; • made its workforce more reflective of the Portland community (see question #3); • prioritized contracting equity for Disadvantaged, Minority and Women-owned, and Emerging Small Businesses (46% of PP&R contracts awarded, more than double the City’s goal of 20%); and • supported programs like Parks for New Portlanders and Summer Free For All, where PP&R provides culturally responsive, free family-friendly events and serves nearly 100,000 free, healthy lunches to children during summer break each year.

PP&R’s 2017-20 Strategic Plan includes 18 initiatives directly related to the bureau’s

City of PortlandFive-Year Parks Racial& Recreation Equity - Requested Plan. Budget The FYfollowing 2021-22 initiatives are ad vanced in the FY 2020-21 Page 187 Requested Budget:

Provide Stewardship to Park Land, Natural Resources, and the Urban Forest 2.2 Development of a city-wide tree planting strategy that prioritizes low-canopy and low- income neighborhoods: PP&R’s Urban Forestry Division completed its Tree Planting sStrategy in the fall of 2018.

Ensure Access to Recreation Program 3.1 Development of an equity-focused programming model for all Arts, Culture, Summer, and Urban Parks programs and services: PP&R centered equity in its staffing, programming, and community partnerships for its Summer Free For All program (SFFA). Working directly with communities and organizations that serve Black, Indigenous, and People of Color (BIPOC), Immigrants and Refugees, people living in poverty, and people living with disabilities, the bureau has helped create programming that appeals to and serves these populations. SFFA is now considered an example of equity in practice within PP&R.

3.2 Develop a plan for increasing participation by people of color in Aquatics programs: The Aquatics team has created a strategic plan to guide these efforts. The plan is in the early stages of implementation.

3.3 Implement an updated and revised scholarship policy and fiscal process to ensure access to Recreation programs: This work is being revisited as part of PP&R’s recent planning for how to use the resources of the Parks 2020 Operating Levy. PP&R is committed to ensuring that cost is not a barrier to program access and will be offering significant free programming and a “pay what you can” model in Summer 2021.

3.4 Develop a comprehensive data collection effort within Recreation programs to better understand the populations served: PP&R uses data-driven decision-making approaches such as the Results-Based Accountability approach. The bureau will restart the Parks Race and Ethnicity Program (PREP) in 2021 and will resume demographic data collection at community centers to guide on-going efforts to provide welcoming and culturally responsive services in recreation programs and centers.

3.5 Develop an action plan for improving the health of the City’s Golf operations: PP&R’s Golf program is working on action plans to improve its operations and attract a greater diversity of participation. This plan will be complete by November of 2021.

Develop and Sustain Quality Built Assets 4.2 Completion of 2014 Bond projects in a manner that is transparent and fiscally responsible: PP&R’s Bond project is addressing needed repairs and removal of ADA barriers in parks, community centers, and facilities within diverse communities. Bond projects are tracked and reported to management on a monthly basis. Public outreach is tailored to each project and each community. Bond approved project scopes, and budgets are followed. PP&R makes a full report to City Council and the community on an annual basis.

Enhance Organizational Effectiveness 6.1 Develop an improved hiring process for seasonal employees: PP&R data collection efforts have been improved to support the seasonal hiring process. Data documenting racial diversity/gender is included in Tableau dashboards available to hiring managers.

6.2 Develop a bureau training plan to guide employee training efforts: PP&R hired a new Training Coordinator in August of 2019. This position is responsible for completing a training plan. Refer to question #3 for additional information on training provided to support equity work at PP&R.

6.3 Develop onboarding process and procedures for new employees: The Bureau of Human Resources rolled out a city-wide onboarding process in February of 2019. PP&R’s new Training Coordinator is working to align PP&R’s process with this new process.

8.1 Create an updated Graphics Standards Manual that includes templates for use by staff: This initiative has not been funded.

8.3 Develop a bureau-wide marketing plan that improves access to programs for underserved populations while also sustaining revenue growth: This initiative has not been funded. The bureau makes the best efforts with existing resources to provide program guides in multiple languages and offer language interpretations services to facilitate program registrations and services.

8.4 Update and operationalize an ongoing assessment of staff language skills: This project is on hold until a new project manager is identified.

8.5 Strengthen partnerships with community-based organizations to develop consistent standards and best practices for outreach to communities of color: PP&R’s community engagement team continually strives to strengthen partnerships with community-based organizations. Successful partnerships have been forged across the Bureau including in the Community Garden Program, Summer Free For All, TeenForce Program, and the Environmental Education Program.

8.6 Develop a Language Access Plan for the bureau: This project is on hold until OEHR provides additional guidance. Bureau offers language interpretation through in-person and telephone contracted services.

8.7 Expand inclusive customer service strategy across the entire bureau: This project is on hold.

9.1 Completion of a Level of Service study for Parks and Natural Areas: This project is on track and will be completed in April 2021 as part of the bureau’s larger effort to build a sustainable future.

9.7 Develop an updated long-term vision plan for the bureau: The Bureau has started developing a new strategic plan, He Portland Parks & Recreation (PP&R) has recently created a Healthy Parks, Healthy Portland Framework to guide planning for 2021 and beyond. The Bureau spent 2020 evaluating the success of its three major plans: Vision 2020, 2017-2020 Strategic Plan, and Five-Year Racial Equity Plan. As part of its strategic planning work in 2021, PP&R will be creating new performance measures and aligning them with strategic objectives and organizational workplans. In particular, PP&R will identify performance measures for equity objectives.

PP&R performance was and continues to be affected by the COVID-19 public health emergency. The Bureau expects that FY 2021-22 programs and services will continue to be responsive to the public health and economic emergency.

Below is a summary of PP&R’s progress as outlined in the Five-Year Racial Equity Plan (REP) and 2017-2020 Strategic Plan.

The goals for Portland Parks & Recreation’s Racial Equity Plan are to:

• enhance services and programs within the bureau using racial equity best practices; • end disparities in hiring and promotion practices; • support an inclusive workplace for everyone; • strengthen outreach and public engagement for communities of color and refugee and immigrant communities; • increase investments and access to parks, natural areas, and service to communities of color, low income, and refugee and immigrant communities; and • meet or exceed city-wide contract goals for Minority Business Enterprises (MBE).

Portland Parks & Recreation strives to put equity at the forefront of all management decisions and has made significant progress on its equity goals despite funding and system challenges.

For example, the bureau has:

• built new parks in underserved communities, popular new parks like Gateway Discovery and Luuwit View in East Portland; • made its workforce more reflective of the Portland community (see question #3); • prioritized contracting equity for Disadvantaged, Minority and Women-owned, and PortlandEmerging Parks Small & RecreationBusinesses (46% of PP&R contracts awarded, more than double the City’s goal of 20%); and • supported programs like Parks for New Portlanders and Summer Free For All, where PP&R provides culturally responsive, freeCity family-friendly of Portland events and serves nearly 100,000 free, healthy lunchesRequested to children Budget during summer Equity Reportbreak each year.

PP&R’s 2017-20 Strategic Plan includes 18 initiatives directly related to the bureau’s Five-Year Racial Equity Plan. The following initiatives are advanced in the FY 2020-21 Requested Budget:

Provide Stewardship to Park Land, Natural Resources, and the Urban Forest 2.2 Development of a city-wide tree planting strategy that prioritizes low-canopy and low- income neighborhoods: PP&R’s Urban Forestry Division completed its Tree Planting sStrategy in the fall of 2018.

Ensure Access to Recreation Program 3.1 Development of an equity-focused programming model for all Arts, Culture, Summer, and Urban Parks programs and services: PP&R centered equity in its staffing, programming, and community partnerships for its Summer Free For All program (SFFA). Working directly with communities and organizations that serve Black, Indigenous, and People of Color (BIPOC), Immigrants and Refugees, people living in poverty, and people living with disabilities, the bureau has helped create programming that appeals to and serves these populations. SFFA is now considered an example of equity in practice within PP&R.

3.2 Develop a plan for increasing participation by people of color in Aquatics programs: The Aquatics team has created a strategic plan to guide these efforts. The plan is in the early stages of implementation.

3.3 Implement an updated and revised scholarship policy and fiscal process to ensure access to Recreation programs: This work is being revisited as part of PP&R’s recent planning for how to use the resources of the Parks 2020 Operating Levy. PP&R is committed to ensuring that cost is not a barrier to program access and will be offering significant free programming and a “pay what you can” model in Summer 2021.

3.4 Develop a comprehensive data collection effort within Recreation programs to better understand the populations served: PP&R uses data-driven decision-making approaches such as the Results-Based Accountability approach. The bureau will restart the Parks Race and Ethnicity Program (PREP) in 2021 and will resume demographic data collection at community centers to guide on-going efforts to provide welcoming and culturally responsive services in recreation programs and centers.

3.5 Develop an action plan for improving the health of the City’s Golf operations: PP&R’s Golf program is working on action plans to improve its operations and attract a greater diversity of participation. This plan will be complete by November of 2021.

Develop and Sustain Quality Built Assets 4.2 Completion of 2014 Bond projects in a manner that is transparent and fiscally responsible: PP&R’s Bond project is addressing needed repairs and removal of ADA barriers in parks, community centers, and facilities within diverse communities. Bond projects are tracked and reported to management on a monthly basis. Public outreach is tailored to each project and each community. Bond approved project scopes, and budgets are followed. PP&R makes a full report to City Council and the community on an annual basis. Page 188 City of Portland Parks & Recreation - Requested Budget FY 2021-22 Enhance Organizational Effectiveness 6.1 Develop an improved hiring process for seasonal employees: PP&R data collection efforts have been improved to support the seasonal hiring process. Data documenting racial diversity/gender is included in Tableau dashboards available to hiring managers.

6.2 Develop a bureau training plan to guide employee training efforts: PP&R hired a new Training Coordinator in August of 2019. This position is responsible for completing a training plan. Refer to question #3 for additional information on training provided to support equity work at PP&R.

6.3 Develop onboarding process and procedures for new employees: The Bureau of Human Resources rolled out a city-wide onboarding process in February of 2019. PP&R’s new Training Coordinator is working to align PP&R’s process with this new process.

8.1 Create an updated Graphics Standards Manual that includes templates for use by staff: This initiative has not been funded.

8.3 Develop a bureau-wide marketing plan that improves access to programs for underserved populations while also sustaining revenue growth: This initiative has not been funded. The bureau makes the best efforts with existing resources to provide program guides in multiple languages and offer language interpretations services to facilitate program registrations and services.

8.4 Update and operationalize an ongoing assessment of staff language skills: This project is on hold until a new project manager is identified.

8.5 Strengthen partnerships with community-based organizations to develop consistent standards and best practices for outreach to communities of color: PP&R’s community engagement team continually strives to strengthen partnerships with community-based organizations. Successful partnerships have been forged across the Bureau including in the Community Garden Program, Summer Free For All, TeenForce Program, and the Environmental Education Program.

8.6 Develop a Language Access Plan for the bureau: This project is on hold until OEHR provides additional guidance. Bureau offers language interpretation through in-person and telephone contracted services.

8.7 Expand inclusive customer service strategy across the entire bureau: This project is on hold.

9.1 Completion of a Level of Service study for Parks and Natural Areas: This project is on track and will be completed in April 2021 as part of the bureau’s larger effort to build a sustainable future.

9.7 Develop an updated long-term vision plan for the bureau: The Bureau has started developing a new strategic plan, He Portland Parks & Recreation (PP&R) has recently created a Healthy Parks, Healthy Portland Framework to guide planning for 2021 and beyond. The Bureau spent 2020 evaluating the success of its three major plans: Vision 2020, 2017-2020 Strategic Plan, and Five-Year Racial Equity Plan. As part of its strategic planning work in 2021, PP&R will be creating new performance measures and aligning them with strategic objectives and organizational workplans. In particular, PP&R will identify performance measures for equity objectives.

PP&R performance was and continues to be affected by the COVID-19 public health emergency. The Bureau expects that FY 2021-22 programs and services will continue to be responsive to the public health and economic emergency.

Below is a summary of PP&R’s progress as outlined in the Five-Year Racial Equity Plan (REP) and 2017-2020 Strategic Plan.

The goals for Portland Parks & Recreation’s Racial Equity Plan are to:

• enhance services and programs within the bureau using racial equity best practices; • end disparities in hiring and promotion practices; • support an inclusive workplace for everyone; • strengthen outreach and public engagement for communities of color and refugee and immigrant communities; • increase investments and access to parks, natural areas, and service to communities of color, low income, and refugee and immigrant communities; and • meet or exceed city-wide contract goals for Minority Business Enterprises (MBE).

Portland Parks & Recreation strives to put equity at the forefront of all management decisions and has made significant progress on its equity goals despite funding and system challenges.

For example, the bureau has:

• built new parks in underserved communities, popular new parks like Gateway Discovery and Luuwit View in East Portland; • made its workforce more reflective of the Portland community (see question #3); • prioritized contracting equity for Disadvantaged, Minority and Women-owned, and Emerging Small Businesses (46% of PP&R contracts awarded, more than double the City’s goal of 20%); and • supported programs like Parks for New Portlanders and Summer Free For All, where PP&R provides culturally responsive, free family-friendly events and serves nearly 100,000 free, healthy lunches to children during summer break each year.

PP&R’s 2017-20 Strategic Plan includes 18 initiatives directly related to the bureau’s Five-Year Racial Equity Plan. The following initiatives are advanced in the FY 2020-21 Requested Budget:

Provide Stewardship to Park Land, Natural Resources, and the Urban Forest 2.2 Development of a city-wide tree planting strategy that prioritizes low-canopy and low- income neighborhoods: PP&R’s Urban Forestry Division completed its Tree Planting sStrategy in the fall of 2018.

Ensure Access to Recreation Program 3.1 Development of an equity-focused programming model for all Arts, Culture, Summer, and Urban Parks programs and services: PP&R centered equity in its staffing, programming, and community partnerships for its Summer Free For All program (SFFA). Working directly with communities and organizations that serve Black, Indigenous, and People of Color (BIPOC), Immigrants and Refugees, people living in poverty, and people living with disabilities, the bureau has helped create programming that appeals to and serves these populations. SFFA is now considered an example of equity in practice within PP&R.

3.2 Develop a plan for increasing participation by people of color in Aquatics programs: The Aquatics team has created a strategic plan to guide these efforts. The plan is in the early stages of implementation.

3.3 Implement an updated and revised scholarship policy and fiscal process to ensure access to Recreation programs: This work is being revisited as part of PP&R’s recent planning for how to use the resources of the Parks 2020 Operating Levy. PP&R is committed to ensuring that cost is not a barrier to program access and will be offering significant free programming and a “pay what you can” model in Summer 2021.

3.4 Develop a comprehensive data collection effort within Recreation programs to better understand the populations served: PP&R uses data-driven decision-making approaches such as the Results-Based Accountability approach. The bureau will restart the Parks Race and Ethnicity Program (PREP) in 2021 and will resume demographic data collection at community centers to guide on-going efforts to provide welcoming and culturally responsive services in recreation programs and centers.

3.5 Develop an action plan for improving the health of the City’s Golf operations: PP&R’s Golf program is working on action plans to improve its operations and attract a greater diversity of participation. This plan will be complete by November of 2021.

Develop and Sustain Quality Built Assets 4.2 Completion of 2014 Bond projects in a manner that is transpPortlandarent and Parksfiscally & Recreation responsible: PP&R’s Bond project is addressing needed repairs and removal of ADA barriers in parks, community centers, and facilities within diverse communities. Bond City of Portland projects are tracked and reported to management on a monthly basis. Public outreach is tailored to each project and eachRequested community. Budget Bond Equity approved Report project scopes, and

annual basis.

Enhance Organizational Effectiveness 6.1 Develop an improved hiring process for seasonal employees: PP&R data collection efforts have been improved to support the seasonal hiring process. Data documenting racial diversity/gender is included in Tableau dashboards available to hiring managers.

6.2 Develop a bureau training plan to guide employee training efforts: PP&R hired a new Training Coordinator in August of 2019. This position is responsible for completing a training plan. Refer to question #3 for additional information on training provided to support equity work at PP&R.

6.3 Develop onboarding process and procedures for new employees: The Bureau of Human Resources rolled out a city-wide onboarding process in February of 2019. PP&R’s new Training Coordinator is working to align PP&R’s process with this new process.

8.1 Create an updated Graphics Standards Manual that includes templates for use by staff: This initiative has not been funded.

8.3 Develop a bureau-wide marketing plan that improves access to programs for underserved populations while also sustaining revenue growth: This initiative has not been funded. The bureau makes the best efforts with existing resources to provide program guides in multiple languages and offer language interpretations services to facilitate program registrations and services.

8.4 Update and operationalize an ongoing assessment of staff language skills: This project is on hold until a new project manager is identified.

8.5 Strengthen partnerships with community-based organizations to develop consistent standards and best practices for outreach to communities of color: PP&R’s community engagement team continually strives to strengthen partnerships with community-based organizations. Successful partnerships have been forged across the Bureau including in the Community Garden Program, Summer Free For All, TeenForce Program, and the Environmental Education Program.

8.6 Develop a Language Access Plan for the bureau: This project is on hold until OEHR provides additional guidance. Bureau offers language interpretation through in-person and telephone contracted services.

8.7 Expand inclusive customer service strategy across the entire bureau: This project is on hold.

9.1 Completion of a Level of Service study for Parks and Natural Areas: This project is on track and will be completed in April 2021 as part of the bureau’s larger effort to build a sustainable future.

9.7 Develop an updated long-term vision plan for the bureau: The Bureau has started City of Portland Parks & Recreation - Requested Budget FY 2021-22 Page 189 developing a new strategic plan, He Portland Parks & Recreation (PP&R) has recently created a Healthy Parks, Healthy Portland Framework to guide planning for 2021 and beyond. The Bureau spent 2020 evaluating the success of its three major plans: Vision 2020, 2017-2020 Strategic Plan, and Five-Year Racial Equity Plan. As part of its strategic planning work in 2021, PP&R will be creating new performance measures and aligning them with strategic objectives and organizational workplans. In particular, PP&R will identify performance measures for equity objectives.

PP&R performance was and continues to be affected by the COVID-19 public health emergency. The Bureau expects that FY 2021-22 programs and services will continue to be responsive to the public health and economic emergency.

Below is a summary of PP&R’s progress as outlined in the Five-Year Racial Equity Plan (REP) and 2017-2020 Strategic Plan.

The goals for Portland Parks & Recreation’s Racial Equity Plan are to:

• enhance services and programs within the bureau using racial equity best practices; • end disparities in hiring and promotion practices; • support an inclusive workplace for everyone; • strengthen outreach and public engagement for communities of color and refugee and immigrant communities; • increase investments and access to parks, natural areas, and service to communities of color, low income, and refugee and immigrant communities; and • meet or exceed city-wide contract goals for Minority Business Enterprises (MBE).

Portland Parks & Recreation strives to put equity at the forefront of all management decisions and has made significant progress on its equity goals despite funding and system challenges.

For example, the bureau has:

• built new parks in underserved communities, popular new parks like Gateway Discovery and Luuwit View in East Portland; • made its workforce more reflective of the Portland community (see question #3); • prioritized contracting equity for Disadvantaged, Minority and Women-owned, and Emerging Small Businesses (46% of PP&R contracts awarded, more than double the City’s goal of 20%); and • supported programs like Parks for New Portlanders and Summer Free For All, where PP&R provides culturally responsive, free family-friendly events and serves nearly 100,000 free, healthy lunches to children during summer break each year.

PP&R’s 2017-20 Strategic Plan includes 18 initiatives directly related to the bureau’s Five-Year Racial Equity Plan. The following initiatives are advanced in the FY 2020-21 Requested Budget:

Provide Stewardship to Park Land, Natural Resources, and the Urban Forest 2.2 Development of a city-wide tree planting strategy that prioritizes low-canopy and low- income neighborhoods: PP&R’s Urban Forestry Division completed its Tree Planting sStrategy in the fall of 2018.

Ensure Access to Recreation Program 3.1 Development of an equity-focused programming model for all Arts, Culture, Summer, and Urban Parks programs and services: PP&R centered equity in its staffing, programming, and community partnerships for its Summer Free For All program (SFFA). Working directly with communities and organizations that serve Black, Indigenous, and People of Color (BIPOC), Immigrants and Refugees, people living in poverty, and people living with disabilities, the bureau has helped create programming that appeals to and serves these populations. SFFA is now considered an example of equity in practice within PP&R.

3.2 Develop a plan for increasing participation by people of color in Aquatics programs: The Aquatics team has created a strategic plan to guide these efforts. The plan is in the early stages of implementation.

3.3 Implement an updated and revised scholarship policy and fiscal process to ensure access to Recreation programs: This work is being revisited as part of PP&R’s recent planning for how to use the resources of the Parks 2020 Operating Levy. PP&R is committed to ensuring that cost is not a barrier to program access and will be offering significant free programming and a “pay what you can” model in Summer 2021.

3.4 Develop a comprehensive data collection effort within Recreation programs to better understand the populations served: PP&R uses data-driven decision-making approaches such as the Results-Based Accountability approach. The bureau will restart the Parks Race and Ethnicity Program (PREP) in 2021 and will resume demographic data collection at community centers to guide on-going efforts to provide welcoming and culturally responsive services in recreation programs and centers.

3.5 Develop an action plan for improving the health of the City’s Golf operations: PP&R’s Golf program is working on action plans to improve its operations and attract a greater diversity of participation. This plan will be complete by November of 2021.

Develop and Sustain Quality Built Assets 4.2 Completion of 2014 Bond projects in a manner that is transparent and fiscally responsible: PP&R’s Bond project is addressing needed repairs and removal of ADA barriers in parks, community centers, and facilities within diverse communities. Bond projects are tracked and reported to management on a monthly basis. Public outreach is tailored to each project and each community. Bond approved project scopes, and budgets are followed. PP&R makes a full report to City Council and the community on an annual basis.

Enhance Organizational Effectiveness 6.1 Develop an improved hiring process for seasonal employees: PP&R data collection efforts have been improved to support the seasonal hiring process. Data documenting racial diversity/gender is included in Tableau dashboards available to hiring managers.

6.2 Develop a bureau training plan to guide employee training efforts: PP&R hired a new Training Coordinator in August of 2019. This position is responsible for completing a training plan. Refer to question #3 for additional information on training provided to support equity work at PP&R.

6.3 Develop onboarding process and procedures for new employees: The Bureau of Human Resources rolled out a city-wide onboarding process in February of 2019. PP&R’s new Training Coordinator is working to align PP&R’s process with this new process.

8.1 Create an updated Graphics Standards Manual that includes templates for use by staff: This initiative has not been funded.

8.3 Develop a bureau-wide marketing plan that improves access to programs for underserved populations while also sustaining revenue growth: This initiative has not been funded. The bureau makes the best efforts with existing resources to provide program guides in multiple languages and offer language interpretations services to facilitate program registrations and services.

8.4 Update and operationalize an ongoing assessment of staff language skills: This project is on hold until a new project manager is identified.

8.5 Strengthen partnerships with community-based organizations to develop consistent standards and best practices for outreach to communities of color: PP&R’s community engagement team continually strives to strengthen partnerships with community-based organizations. Successful partnerships have been forged across the Bureau including in the Community Garden Program, Summer Free For All, TeenForce Program, and the Environmental Education Program.

8.6 Develop a Language Access Plan for the bureau: This project is on hold until OEHR provides additional guidance. Bureau offers language interpretation through in-person and telephone contracted services.

8.7 Expand inclusive customer service strategy across the entire bureau: This project is Portlandon hold. Parks & Recreation

9.1 Completion of a Level of Service studyCity offor Portland Parks and Natural Areas: This project is on track and will be completed in April 2021 as part of the bureau’s larger effort to build a Requested Budget Equity Report sustainable future.

9.7 Develop an updated long-term vision plan for the bureau: The Bureau has started developing a new strategic plan, He Racial Equity Plan Link: www.portland.gov/parks/five-year-racial-equity-plan

Requested Budget Community Engagement: The primary involvement of the community has been through the PP&R’s Budget Advisory Committee (BAC). BAC members deliberated early in the budget process and developed key values that included equity as a high priority.

The bureau is holding five meetings with the Budget Advisory Committee to receive guidance and feedback. The BAC provided guiding values and provided comments on the bureau’s planned Decision Packages as part PP&R’s Requested Budget development.

PP&R will hold its final BAC meeting of the FY 2021-22 budget cycle in August 2021. This year, PP&R recruited BAC members with the idea of creating a year-round advisory group, with members staying involved for a minimum of two years. With this approach, PP&R can receive community feedback from a group that has articulated its values and understands the risks and opportunities of a large, complex budget.

The bureau will create a Levy Oversight Committee to help steward levy resources. In addition, PP&R will engage communities this spring and summer to determine how to best use levy resources to support marginalized communities. The Levy Oversight Committee will meet quarterly and provide annual reports to review levy programs and budgets to ensure that levy resources are aligned with community needs.

Base Budget Constraints: PP&R is operating within an overarching system that is inequitable, especially for East Portland residents.

As shown at a November 26, 2019 City Council Work Session on creating a sustainable future for PP&R, the following are examples of inequities in the City’s parks and recreation system:

Half-mile access to parks or natural areas: One in five Portland households do not have access within half a mile; in East Portland, it’s two in five households.

Half-mile access to playgrounds: Today, a third of the City’s youth live in East Portland. Only four in ten of them can walk to a playground. This compares to seven in ten youth who live in other areas of Portland. Page 190 City of Portland Parks & Recreation - Requested Budget FY 2021-22 Three-mile access to full-service community centers: Citywide, seven in ten Portlanders live within three miles of a full-service community center. In North Portland, only three in ten residents have three-mile access.

Access to programs: 20% of Portlanders say that cost is a barrier to program access. For Portlanders of color, 25% say cost is a barrier; for East Portland residents its 28%. Over the past 20 years, fees for PP&R classes, swim lessons, and more have grown two to four times the rate of annual inflation. With a growing operational funding gap, PP&R has historically had to continue raising program fees. To date, the bureau has not had a budgeted scholarship fund and only offered scholarships to the community on an informal basis, by foregoing crucial revenue.

Tree canopy coverage: West of the Willamette River, communities enjoy 56% tree canopy. Excluding Forest Park, tree canopy is still 44%. East of the Willamette, tree canopy is 21%. And 80% of the City’s population lives east of the Willamette. This disparity effects the health and quality of life for Portlanders east of the river. On a summer afternoon, temperatures east of the river can be 15 degrees hotter than west of the river.

Safety as a barrier to parks use: 30% of Portlanders cited safety as a barrier to parks use. For Portlanders of Color it is 37%; for East Portland residents it is 45%. And our maintenance team is 11% smaller today than it was 10 years ago, while the city’s population has increased by 13% during that same period.

PP&R’s FY 2021-22 Requested Budget includes resources from the Parks 2020 Operating Levy. These resources are focused on improving access to programs, especially for BIPOC, Immigrants and Refugees, families living in poverty, and individuals living with disabilities. PP&R is committed to ensuring that cost is not a barrier to program participation and has allocated additional resources for community engagement staff, equity and inclusion staff, access and inclusion services, and translation services.

In addition, the budget request includes resources for making improvements to the Bureau’s Tree Planting Program, focused on low-canopy, low-income communities. Resources will also be allocated to improving safety in our parks, including staff and materials to better serve East Portland Parks.

PP&R will strive to address the larger inequities in the parks and recreation system through its continued work to build a Sustainable Future for the bureau and further Levy allocations in the Fall of 2021. PP&R is operating within an overarching system that is inequitable, especially for East Portland residents.

As shown at a November 26, 2019 City Council Work Session on creating a sustainable future for PP&R, the following are examples of inequities in the City’s parks and recreation system: Portland Parks & Recreation Half-mile access to parks or natural areas: One in five Portland households do not have access within half a mile; in East Portland, it’s two in five households. City of Portland Half-mile access to playgrounds:Requested Today, Budgeta third of Equity the City’s Report youth live in East Portland.

who live in other areas of Portland.

Three-mile access to full-service community centers: Citywide, seven in ten Portlanders live within three miles of a full-service community center. In North Portland, only three in ten residents have three-mile access.

Access to programs: 20% of Portlanders say that cost is a barrier to program access. For Portlanders of color, 25% say cost is a barrier; for East Portland residents its 28%. Over the past 20 years, fees for PP&R classes, swim lessons, and more have grown two to four times the rate of annual inflation. With a growing operational funding gap, PP&R has historically had to continue raising program fees. To date, the bureau has not had a budgeted scholarship fund and only offered scholarships to the community on an informal basis, by foregoing crucial revenue.

Tree canopy coverage: West of the Willamette River, communities enjoy 56% tree canopy. Excluding Forest Park, tree canopy is still 44%. East of the Willamette, tree canopy is 21%. And 80% of the City’s population lives east of the Willamette. This disparity effects the health and quality of life for Portlanders east of the river. On a summer afternoon, temperatures east of the river can be 15 degrees hotter than west of the river.

Safety as a barrier to parks use: 30% of Portlanders cited safety as a barrier to parks use. For Portlanders of Color it is 37%; for East Portland residents it is 45%. And our maintenance team is 11% smaller today than it was 10 years ago, while the city’s population has increased by 13% during that same period.

PP&R’s FY 2021-22 Requested Budget includes resources from the Parks 2020 Operating Levy. These resources are focused on improving access to programs, especially for BIPOC, Immigrants and Refugees, families living in poverty, and individuals living with disabilities. PP&R is committed to ensuring that cost is not a barrier to program participation and has allocated additional resources for community engagement staff, equity and inclusion staff, access and inclusion services, and translation services.

In addition, the budget request includes resources for making improvements to the Bureau’s Tree Planting Program, focused on low-canopy, low-income communities. Resources will also be allocated to improving safety in our parks, including staff and materials to better serve East Portland Parks.

PP&R will strive to address the larger inequities in the parks and recreation system through its continued work to build a Sustainable Future for the bureau and further Levy allocations in the Fall of 2021.

City of Portland Parks & Recreation - Requested Budget FY 2021-22 Page 191 Portland Parks & Recreation

City of Portland Requested Budget Equity Report

Notable Changes: One of the PP&R’s service areas most devastated by COVID-19 was its public recreation and environmental education programs. PP&R’s historical over-dependence on fees made it susceptible to budget reductions – the loss of all program revenue meant the lack of available budget to pay for Recreation employees and operating costs.

Parks 2020 Operating Levy resources will fund summer 2021 recreation and environmental education programs and will provide the following estimated service impacts:

• Outdoor pool swim lessons: 35,000 total attendance • Recreation & Art Summer Camps: 45,000 total attendance • Fitness in the Park: 2,400 total attendance • Tennis in the Park: 1,500 registrants • Free Lunch + Play: 100,000+ lunches • Seasonal and Casual staff hired: 1,300 to 1,700 • Nature Day Camp: 900+ campers • Youth Conservation Crew: 40+ participants • Teen Nature Team: 20 participants • Teen Internships: 15 participants

Equity Manager Role in Budget Development PP&R’s Equity Manager and the Workforce Development Manager have been involved in budget discussions and development. In addition, PP&R’s Diversity and Equity Committee’s Budget Subcommittee, in consultation with the entire DEC, provided guidance to program managers for developing the “Equity Impacts” section of the bureau’s Program Offers.

Equity Kenya Williams Contact 503-858-9744 Manager: Phone:

Page 192 City of Portland Parks & Recreation - Requested Budget FY 2021-22 Portland Parks & Recreation

City of Portland Requested Budget Equity Report

ADA Title II Transition Plan: In 2014, the City Council-adopted an American Disabilities Act (ADA) transition plan that identified 17,008 barriers in parks and recreation facilities. In 2015, the bureau received a General Fund allocation of $1M on-going funding per year and established an ADA Barrier Remediation Program. In 2019, the Bureau provided its ADA transition plan and strategy. PP&R tracks all barriers removed and ensures that all new parks and facilities are ADA-compliant. To date, approx. 15,417 barriers remain. The Capital Development Program prioritizes using Parks Bond funds and System Development Charge Funds (SDC) to remove barriers in parks and facilities, this includes up to $5 million during the life of the Bond.

ADA improvements completed and funded by the Bond and SDCs since 2019 include: ADA access to the cottages at Multnomah Arts Center, Peninsula Park Community Center and Playground Access; Pier Park Access and loo; River Place Access; Sellwood Park Access; Gabriel Park Access; and Glenwood Park Access. Newly renovated playgrounds at Couch Park, Gilbert Primary and Glenhaven Park feature accessible rubber surfacing, paved pathways, and more inclusive play elements. A renovated playground at North Park Blocks opened in spring 2019, and featured accessible rubber surfacing, inclusive play elements, and curb ramp improvements. A new playground funded by the Bond and SDCs opened in spring 2020 at Lynchview Park and featured accessible rubber surfacing, new paved pathways, and a Portland Loo. Construction work on a new inclusive playground for SW Portland will start shortly at Gabriel Park.

Accommodations: PP&R: • spent approximately $24,687.23 for translation services, including signage for COVID-19; • produced approximately 15,000 pieces of program materials last year, such as Lunch + Play and Stay and Play videos, varying from one to 15 languages; and • translated most rules signs, starting in 2020, into 4 languages – Spanish, Russian, Vietnamese, and Simple Chinese.

Capital Assets & Intergenerational Equity

While indigenous peoples have stewarded the land since time immemorial, the depletion of open spaces and natural resources that has occurred in the past century will likely be a significant burden for future generations. PP&R has long been a steward of park land, natural resources, and the urban forest. PP&R currently has over $1.5 billion of assets (replacement value, not including land value) spread over 11,712 acres of park space. The long-term stewardship of parks, natural areas and associated assets and facilities is a high priority consistent with the Bureau’s vision and strategic planning work, and consistent with the 2019-2023 Capital Improvement Plan.

City of Portland Parks & Recreation - Requested Budget FY 2021-22 Page 193 PP&R houses a Capital Development Program that consists of a Capital Growth Program and a Capital Renovation Program. Capital Development work is funded by the Requested PP&R Budget. The park/facility/asset planning, design and construction work benefits all Portlanders and specifically communities of color, marginalized and underserved communities in Portland.

The Capital Growth Program administers projects that are primarily System Development Charge (SDC) funded, which are focused on growing and expanding the existing park system with new parks or facilities to serve underserved areas. The Capital Renovation Program repairs and renovates existing park facilities via the $68 million 2014 Parks Replacement Bond, 2019 Metro Bond or other maintenance funding sources to provide urgent, critical repairs in PP&R parks, community centers, and facilities throughout the city.

The determination of what Capital Projects are selected begins with a Capital Project Selection Process that ranks all projects. The process utilizes and incorporates:

• equity rating (giving preference to areas with a high population of youth, diversity and poverty as determined by the U.S. Census); • number of assets available to the public rating; and • number of households served rating in the prioritization.

The community outreach for the selected Capital Project design includes extensive public outreach to ensure that diverse voices are heard and that the resulting park design and implementation truly reflects what the community needs and desires. The completed Capital Projects, whether a new park or a renovated park, have assisted in making our parks system more accessible and equitable to all Portlanders by addressing service inequities, ADA deficiencies, repairing and preserving infrastructure, designing and building new parks in park deficient areas, and expanding the recreation system for a more diverse Portland.

The Capital Growth Program uses System Development Charges to fund that new park growth and over the last 20 years has acquired 700 new park acres and completed projects at over 100 parks and natural areas. We are also in our last year of Capital Renovation Bond implementation as we work to complete the last of the 52 selected projects. However, there are increased costs associated with Capital Development that create growing funding needs for operations and maintenance (O&M) dollars and our O&M dollars have not been sufficient in the past to fund the needed maintenance work. We have a backlog of over $500 million of deferred maintenance and even with the 5-year levy PP&R does not have a long-term dependable revenue stream to maintain our parks system. Without significant new investment, this will result in future generations having a diminished park system with added financial burdens. While indigenous peoples have stewarded the land since time immemorial, the depletion of open spaces and natural resources that has occurred in the past century Portlandwill likely Parks be a & significant Recreation burden for future generations. PP&R has long been a steward of park land, natural resources, and the urban forest. PP&R currently has over $1.5 billion of assets (replacement value, not including land value) spread over 11,712 acres of park space. The long-term stewardshipCity of Portland of parks, natural areas and associated assets and facilities is a highRequested priority consistent Budget with Equity the BuReportreau’s vision and strategic

PP&R houses a Capital Development Program that consists of a Capital Growth Program and a Capital Renovation Program. Capital Development work is funded by the Requested PP&R Budget. The park/facility/asset planning, design and construction work benefits all Portlanders and specifically communities of color, marginalized and underserved communities in Portland.

The Capital Growth Program administers projects that are primarily System Development Charge (SDC) funded, which are focused on growing and expanding the existing park system with new parks or facilities to serve underserved areas. The Capital Renovation Program repairs and renovates existing park facilities via the $68 million 2014 Parks Replacement Bond, 2019 Metro Bond or other maintenance funding sources to provide urgent, critical repairs in PP&R parks, community centers, and facilities throughout the city.

The determination of what Capital Projects are selected begins with a Capital Project Selection Process that ranks all projects. The process utilizes and incorporates:

• equity rating (giving preference to areas with a high population of youth, diversity and poverty as determined by the U.S. Census); • number of assets available to the public rating; and • number of households served rating in the prioritization.

The community outreach for the selected Capital Project design includes extensive public outreach to ensure that diverse voices are heard and that the resulting park design and implementation truly reflects what the community needs and desires. The completed Capital Projects, whether a new park or a renovated park, have assisted in making our parks system more accessible and equitable to all Portlanders by addressing service inequities, ADA deficiencies, repairing and preserving infrastructure, designing and building new parks in park deficient areas, and expanding the recreation system for a more diverse Portland.

The Capital Growth Program uses System Development Charges to fund that new park growth and over the last 20 years has acquired 700 new park acres and completed projects at over 100 parks and natural areas. We are also in our last year of Capital Renovation Bond implementation as we work to complete the last of the 52 selected projects. However, there are increased costs associated with Capital Development that create growing funding needs for operations and maintenance (O&M) dollars and our O&M dollars have not been sufficient in the past to fund the needed maintenance work. We have a backlog of over $500 million of deferred maintenance and even with the 5-year levy PP&R does not have a long-term dependable revenue stream to maintain our parks system. Without significant new

Page 194 City of Portland Parks & Recreation - Requested Budget FY 2021-22 While indigenous peoples have stewarded the land since time immemorial, the depletion of open spaces and natural resources that has occurred in the past century will likely be a significant burden for future generations. PP&R has long been a steward of park land, natural resources, and the urban forest. PP&R currently has over $1.5 billion of assets (replacement value, not including land value) spread over 11,712 acres of park space. The long-term stewardship of parks, natural areas and associated assets and facilities is a high priority consistent with the Bureau’s vision and strategic planning work, and consistent with the 2019-2023 Capital Improvement Plan.

PP&R houses a Capital Development Program that consists of a Capital Growth Program and a Capital Renovation Program. Capital Development work is funded by the Requested PP&R Budget. The park/facility/asset planning, design and construction work benefits all Portlanders and specifically communities of color, marginalized and underserved communities in Portland.

The Capital Growth Program administers projects that are primarily System Development Charge (SDC) funded, which are focused on growing and expanding the existing park system with new parks or facilities to serve underserved areas. The Capital Renovation Program repairs and renovates existing park facilities via the $68 million 2014 Parks Replacement Bond, 2019 Metro Bond or other maintenance funding sources to provide urgent, critical repairs in PP&R parks, community centers, and facilities throughout the city.

The determination of what Capital Projects are selected begins with a Capital Project Selection Process that ranks all projects. The process utilizes and incorporates:

• equity rating (giving preference to areas with a high population of youth, diversity and poverty as determined by the U.S. Census); • number of assets available to the public rating; and • number of households served rating in the prioritization.

The community outreach for the selected Capital Project design includes extensive public outreach to ensure that diverse voices are heard and that the resulting park design and implementation truly reflects what the community needs and desires. The completed Capital Projects, whether a new park or a renovated park, have assisted in making our parks system more accessible and equitable to all Portlanders by addressing service inequities, ADA deficiencies, repairing and preserving infrastructure, designing and building new parks in park deficient areas, and expanding the recreation system for a more diverse Portland.

The Capital Growth Program uses System Development Charges to fund that new park growth and over the last 20 years has acquired 700 new park acres and completed projects at over 100 parks and natural areas. We are also in our last year of Capital Renovation Bond implementation as we work to complete the last of the 52 selected projects. However, there are increased costs associatePortlandd with Capital Parks & Recreation Development that create growing funding needs for operations and maintenance (O&M) dollars and our O&M dollars have not been sufficient in the past to fund the City of Portland needed maintenance work. We have a backlog of over $500 million of deferred maintenance and even with theRequested 5-year levy Budget PP&R Equity does notReport have a long-term

dependable revenue stream to maintain our parks system. Without significant new investment, this will result in future generations having a diminished park system with added financial burdens.

The following provides a summary of how PP&R uses data to track access and service outcomes:

Employee hiring: PP&R developed a Tableau data dashboard for applicant pools, to track new hires by division, and overall employee demographics. The bureau also uses BHR’s and OEHR’s data dashboards. Additionally, the bureau uses the Affirmative Action report as a tool to guide managers in the development of their recruitments for vacant positions.

Capital Improvement Plan and Asset Management: PP&R has developed an Equity Index using the vulnerability data based on the methodology of Dr. Lisa Bates and used by the Bureau of Planning and Sustainability. This data is one variable as part of a multi-factor analysis to determine how to spend limited resources on capital improvement projects.

Community Engagement: PP&R uses U.S. Census and school enrollment data to develop targeted outreach on planning and public involvement projects. This data is used to develop advisory committees for capital development projects and community planning projects. This method allows for tailored approaches to determine the translation of key communication documents, use of translators, and other tools to ensure the Data Tracking engagement of limited English proficient populations, refugees Methodology: and immigrants, and communities of color.

Strategic Planning: The bureau has developed the Visitor Information & Trends Analysis (VISTA) which uses a blend of quantitative and qualitative data collection to determine the desired level of service for developed and natural area parks. This data has included conducting focus groups and a Community Needs Survey, augmented by intercept surveys and targeted survey sampling of communities of color.

Marketing and special events: Data used includes event/ program attendance, revenue generation, number of graphic projects translated into one or more language, social media

posts and articles in multiple languages, audience intercept City of Portland Parks & Recreation - Requestedsurveys Budget for FY 2021-22Summer Free for All, and Facebook posts for Page 195 events. The distribution of translated program guides and materials is also tracked.

Recreation and other departments have used the Parks Race and Ethnicity Project (PREP) along with other census data tools to determine the level of utilization by patrons registering for paid recreation classes. PREP was suspended to adjust key questions based on the fears and concerns people may have had due to federal immigration policy. PP&R is planning to reinstate this data collection project in 2021. The following provides a summary of how PP&R uses data to track access and service outcomes:

Employee hiring: PP&R developed a Tableau data dashboard for applicant pools, to track new hires by division, and overall employee demographics. The bureau also uses BHR’s and OEHR’s data dashboards. Additionally, the bureau uses the Affirmative Action report as a tool to guide managers in the development of their recruitments for vacant positions.

Capital Improvement Plan and Asset Management: PP&R has developed an Equity Index using the vulnerability data based on the methodology of Dr. Lisa Bates and used by the Bureau of Planning and Sustainability. This data is one variable as part of a multi-factor analysis to determine how to spend limited resources on capital improvement projects.

Community Engagement: PP&R uses U.S. Census and school enrollment data to develop targeted outreach on planning and public involvement projects. This data is used to develop advisory committees for capital development projects and community planning projects. This method allows for tailored approaches to determine the translation of key communication documents, use of translators, and other tools to ensure the Data Tracking engagement of limited English proficient populations, refugees Methodology: and immigrants, and communities of color.

Strategic Planning: The bureau has developed the Visitor Information & Trends Analysis (VISTA) which uses a blend of quantitative and qualitative data collection to determine the desired level of service for developed and natural area parks. This data has included conducting focus groups and a Portland Parks & RecreationCommunity Needs Survey, augmented by intercept surveys and targeted survey sampling of communities of color.

Marketing andCity special of Portland events: Data used includes event/ programRequested attendance, Budget revenue Equity generation, Report number of graphic posts and articles in multiple languages, audience intercept surveys for Summer Free for All, and Facebook posts for events. The distribution of translated program guides and materials is also tracked.

Recreation and other departments have used the Parks Race and Ethnicity Project (PREP) along with other census data tools to determine the level of utilization by patrons registering for paid recreation classes. PREP was suspended to adjust key questions based on the fears and concerns people may have had due to federal immigration policy. PP&R is planning to reinstate this data collection project in 2021.

Hiring, Retention, & Employment Outreach:

The bureau continues to dedicate resources, focus, and coordination between Workforce Development, Equity & Inclusion, BHR, and the operating divisions.

While the bureau experienced a significant reduction in workforce due to COVID-19, PP&R was able to continue to make progress on equity and inclusion efforts with intentional recruitment and hiring practices. The Bureau’s Workforce Development team continued to lead efforts to meet REP objectives and continue to implement best practices in hiring, promotion, and retention goals. PP&R was able to:

• sustain the total people of color as a percentage of all employees (32.8% in 2020; 31.7% in 2021); • sustain the total people of color as a percentage of full-time employees (29% in 2020; 28.2% in 2021); • sustain the total women of color as a percentage of full-time employees (30% in 2020; 30% in 2021); • sustain the overall percentage of people of color in management classifications (29% in 2020; 28.6% in 2021); • decrease the percentage of non-represented employees of color (30% in 2020; 28.5% in 2021); and • decrease the percentage of represented employees of color (36% in 2020; 33.3% in 2021).

The bureau continues our commitment to providing employees with training to increase staff competencies in diversity, equity, and inclusion. Staff participated in the following in trainings: • Communication Strategies • Conflict Resolution (Dealing with Difficult People) • Deconstructing Whiteness at Work • Focus on Mental Health Bolsters Workplace Wellness

Page 196 City of Portland Parks & Recreation - Requested Budget FY 2021-22 Portland Parks & Recreation

City of Portland Requested Budget Equity Report

• HR 2.02 Workforce Harassment, Discrimination and Retaliation for Managers and Supervisors (RV) • HR 2.02 Workforce Harassment, DiscriminationCity of and Portl Retaliation Prevention for Employees (FV) • Leadership DEI: Strategies for Equitable Communication • Mental Health First Aid • Mindfulness Based Stress Reduction and Self Compassion • ORPA Facing Forward: Developing High Impact Tools for Public Facing Staff • Implicit bias • Racial Equity 101 Training • Racial Equity Centered Results Based Accountability Training • Bias Awareness for Interview Panel

New positions supported by the Parks 2020 Operations Levy provide an opportunity to improve employee diversity metrics. Additional resources in the Workforce Development and Equity & Inclusion teams will also help us improve our onboarding and training for staff, which will help improve retention and promotion of BIPOC staff members. These investments will also improve outcomes related to how employees feel about their PP&R work experience.

Contracting Opportunities The Capital Development Programs – the Capital Growth Program and the Capital Renovation Program - contribute to developing fair and equitable approaches to construction contracting and management to help distribute public construction dollars to the diverse construction community.

The City has established an equity goal of utilizing a minimum of 20% Disadvantaged, Minority-Owned, Women-Owned, Emerging Small Businesses, Service-Disabled Veterans Business Enterprises (D/M/W/ESB/SDVBE) contractors and sub-contractors. As an example of a recent success in FY 20-21 in achieving that equity goal, the 2014 Parks Replacement Bond Program has exceeded that 20% D/M/W/ESB/SDVBE consultants and contractors goal by having 42% of the contract values awarded to D/ M/W/ESB/SDVBE consultants and contractors.

City of Portland Parks & Recreation - Requested Budget FY 2021-22 Page 197 Portland Parks & Recreation

City of Portland Requested Budget Equity Report

Engaging Communities Most Impacted by Inequities PP&R’s FY 2021-22 Requested Budget increases the bureau’s capacity to strengthen community relationships, enlist the participation of community leaders, and conduct targeted community outreach. The following groups and committees specifically work to engage the participation of immigrants and refugees, persons of color, and people living with disabilities:

• Budget Advisory Committee • Native American Community Advisory Council • Parks Ability Advisory Committee • Parks Board • Diversity and Equity Committee (internal staff advisory committee) • Parks for New Portlanders Program • Language Access Project

In addition, PP&R will work with community partners to support enrollment of BIPOC, Immigrants and Refugees, and youth from families living in poverty to participate in the Bureau’s summer camps, environmental programs, and be hired as part of the summer seasonal and casual workforce.

Over the next few years, PP&R will fundamentally change the way it does business, and the Bureau will look to the community for assistance in meeting its equity goals. In 2021 and beyond, the bureau will continue to engage the community to shape the use of levy resources for services and programs.

Page 198 City of Portland Parks & Recreation - Requested Budget FY 2021-22 Portland Parks & Recreation

City of Portland Requested Budget Equity Report

Empowering Communities Most Impacted by Inequities PP&R will work with community partners to meet this goal through community grants to help recruit BIPOC, low-income, and immigrant and refugee families for summer programs. In addition, the Levy Oversight Committee will offer additional opportunities for involvement from marginalized communities.

Prior to COVID-19, the programs below provided leadership development opportunities, opportunities to create and support culturally specific programs, and ways to learn about and engage in parks stewardship. During the current pandemic conditions these programs are on hold or will be restructured to a virtual program format:

• Summer Free For All • Tongan Day • Slavic Festival • Muslim Cultural Festival • Delta Park Powwow and Encampment • Portland World Soccer • Stand with Refugees & Immigrants Event • Native American Salmon Celebration • TNT (Teen Nature Team) • Environmentally Sustainable Landscapes Initiative • ADA Transition Program

City of Portland Parks & Recreation - Requested Budget FY 2021-22 Page 199 This page intentionally left blank

Page 200 City of Portland Parks & Recreation - Requested Budget FY 2021-22 Cost Recover Policy Portland Parks & Recreation

Cost Recovery Policy Update

As Parks Levy ramp up begins and the bureau starts to update its Strategic Plan in 2021, PP&R will begin the process of updating its existing Cost Recovery Policy. The Cost Recovery Policy is the bureau’s overarching policy that helps to guide resource allocation, specifically as it relates to the level of subsidy (General Fund Tax dollars) allocated to the bureau’s various services categories. The policy provides guidance for revenue generation, price setting, financial assistance, and other programming that is targeted at providing access to underserved populations. The policy is guided by the bureau’s cost of service study, which provides detail related to the total costs of providing services to the public.

City of Portland Parks & Recreation - Requested Budget FY 2021-22 Page 201 Trail work by Youth Conservation Crew members, 2020

PORTLANDPARKS.ORG Commissioner Carmen Rubio | Director Adena Long

Sustaining a healthy parks and recreation system to make Portland a great place to live, work, and play.