PORTLAND’S NEWEST PARK WORLDLUUWIT CUP VIEW SOCCER PARK DELTA PARK
Requested Budget FY 2018-19 Budget Development Team Amanda Fritz, Commissioner Mike Abbaté, Director Portland Parks & Recreation James Allison Eileen Argentina FY 2018-19 Requested Budget Asha Bellduboset Pooja Bhatt Finance, Property, & Technology Department Tim Crail Jenn Cairo Amy Archer-Masters, Manager Margaret Evans Jamal Fox Art Hendricks The Portland Parks & Recreation FY 2018-19 Anny Hsiao Elizabeth Kennedy-Wong Requested Budget is a complex and enormous Ryan Kinsella project which takes many disciplines throughout Trang Lam Anthony Lebron the bureau, as well as critical public input. I Pauline Miranda Sabrina Neal personally want to thank the following people Jason Smith who contributed throughout this budget process Ramiro Villalvazo Jennifer Yocom toward the development of this budget. BRASS Team Karen Aker Bryan Aptekar Karen Birt Neal Brown Cynthia Castro Budget Advisory Committee Terri Davis Amourie Downing Portland Parks Board Members Gregory Dubay Tim Hammock Jeff Anderson Anthony Lebron Judy Bluehorse Skelton Amie Massier Tonya Booker Heather McKillip Patricia Frobes – Chair Todd Melton Jenny Glass Michelle Meyer Ian Jaquiss Pauline Miranda Jim Owens Nancy Roth Jamie Sandness Labor Partners Durelle Singleton Jacki Hunter, Laborers Local 483 – Recreation Devra Staneart Yoko Silk, PTE-17 MaryAnn Thibeault Jorge Villavicencio, PTE-17 Craig Vanderbout Peter Zoltanski, Laborers Local 483 Michael Walsh Craig Ward Coalition/Community Representatives Josh Wells Sophorn Cheang, IRCO Asian Family Center Carol Chesarek, Neighbors West/Northwest Communications Team Amourie Downing, PP&R Diversity and Equity Committee Margaret Evans Sami Faile, Southwest Neighbors, Inc. Joan Hallquist Kolini Fusitu’a, Tongan Community Judy Jewell Brian French, Urban Forestry Commission Elizabeth Kennedy-Wong Randy Gragg, Pioneer Courthouse Square Trang Lam Katy Holland, Native American Community Advisory Council Sara Mayhew-Jenkins Jenny Lee, Coalition of Communities of Color Mark Ross Joe McFerrin, Portland Opportunities Industrialization Center Jennifer Yocom Angela Moos, North Portland Neighborhood Services Natalie Rush, East Portland Neighborhood Office Jaclyn Sarna, Hacienda CDC Finance & Analysis Team Diana Fielitz Facilitation Team Sarah Huggins Kirstin Greene Brian Landoe Alex Cousins Anthony Lebron Aascot Bohlander Todd Melton Michelle Meyer Pauline Miranda Jason Smith Josh Wells
PORTLANDPARKS.ORG | Amanda Fritz, Commissioner | Mike Abbaté, Director Cover photo by Ben Brink Sustaining a healthy park and recreation system to make Portland a great place to live, work and play. Table of Contents
Transmittal Letter from Commissioner-In-Charge...... 1-2 Budget Advisory Committee Letter and Recommendations...... 3-8
Bureau Summary Bureau Overview...... 9 Organization Chart...... 10 Bureau Mission...... 11 Strategic Direction...... 13 Summary of Budget Decisions...... 14-37
Capital Budget Capital Summary...... 37-40 Capital Planning & Budgeting...... 41-42 Capital Programs & Projects...... 42-43
Program Area Summaries Recreation...... 45-46 Support...... 47-48 Infrastructure...... 49-50 Community...... 51-52
Performance Measures...... 53-54
Summary of Bureau Budget Resources and Requirements...... 55 CIP Summary...... 56-58 FTE Summary...... 59-62
Fund Overviews Parks Local Option Levy Fund...... 63 Portland Parks Memorial Trust Fund...... 64 Parks Capital Construction & Maintenance Fund...... 65-66 Parks Endowment Fund...... 67 Golf Fund...... 68 Portland International Raceway Fund...... 69
Capital Improvement Plan Summaries...... 71-89
BRASS Decision Package Summaries...... 91-130
Five-Year Financial Plans...... 131-133
Cost Recovery Policy Policy Update...... 135 Cost of Service Fee Study...... 137-166 Cost Recovery Tables...... 167-170
Budget Equity Assessment Tool ...... 171-184
City of Portland Parks & Recreation - Requested Budget FY 2018-19 Page iii This page intentionally left blank
Page iv City of Portland Parks & Recreation - Requested Budget FY 2018-19 CITY OF Amanda Fritz, Commissioner 1221 SW Fourth Avenue, Suite 220 PORTLAND, OREGON Portland, Oregon 97204 (503) 823-3008 [email protected]
Date: January 29, 2018
To: Mayor Ted Wheeler Commissioner Chloe Eudaly Commissioner Nick Fish Commissioner Dan Saltzman
From: Commissioner Amanda Fritz and Director Mike Abbaté
Subject: FY 2018-2019 Portland Parks & Recreation Requested Budget
Please find the attached Requested Budget for Portland Parks & Recreation (PP&R).
Mayor Wheeler asked all bureaus to submit a budget that reflects a 5% reduction in ongoing General Funds for FY 2018-19. In a time of unprecedented growth in our city and on the heels of previous budget cuts for PP&R, Portlanders are also in need of our parks and services more than ever. In our effort to serve Portlanders, PP&R faces four major structural questions: • Equitable Access to Programs: How do we balance Council direction to propose budget cuts and increase our fee revenue, while also maintaining access to our programs for the city’s most vulnerable populations? • Population Growth: how do we manage for the impacts of the housing crisis and homelessness in our parks? And how do we resolve the stark differences between neighborhoods that have nearby parks and community centers, and those that don’t? • Financial Stability: there are pressing needs to 1) build parks in unserved areas, 2) repair and replacing deteriorated facilities, and 3) provide the ongoing maintenance needed to operate one of the nation’s great urban park systems. Even with the passage of a $68 million bond to address major maintenance, and $82 million of planned growth-related projects from System Development Charges, how do we resolve the structural deficits that do not allow us to achieve the goals set forth by Council in the Parks 2020 Vision? • Climate Resiliency: with climate change upon us, how do we make sure that the environmental benefits and resiliency provided by our natural areas and urban tree canopy are available to all Portlanders?
While General Fund cuts further exacerbate our current challenges, we have been strategic in following the direction to make the tough choices to reduce or eliminate things that are less core. We have also aimed to address some portion of these challenges through add packages on a one- time basis. These add packages are consistent with the Mayor’s direction and reflect the bureau’s most urgent one-time needs such as major maintenance, leveraging partners support, and critical safety and livability issues. Ensuring equitable access to resources and services is at the core of the PP&R Strategic Plan and further guided the development of add packages requested. Finally, with
City of Portland Parks & Recreation - Requested Budget FY 2018-19 Page 1 2020 nearly upon us, it is critical that we begin work with the Council and the public to form the next long-term vision for Portland's parks.
We are both very proud of our relationship to our Budget Advisory Committee. PP&R's Budget Advisory Committee (BAC) included representatives from: • the Parks Board, • labor unions including Recreation, Local 483, and PTE 17 (DCTU was also invited but did not participate this year), • geographic coalitions (each is invited to participate, four did this year), • partners, community-based organizations and communities of color including Hacienda CDC, Coalition of Communities of Color, IRCO, Native American Community Advisory Council, Tongan community, Portland Opportunities Industrialization Center, Pioneer Courthouse Square, and • PP&R Diversity and Equity Committee.
As you can see, the committee represents a diversity of Portlanders, and every year, we work with the committee to improve representation and process. The value we place on their participation is evident by both our participation at every meeting and our expectations that PP&R Senior staff also attend the meetings.
To complement the BAC process, PP&R convened a public meeting, and targeted community outreach focus groups with communities of color and new Portlanders. Our targeted outreach included engaging the Vietnamese, Russian, and Spanish communities in our public meeting; and through the focus groups with Verde and Immigrant & Refugee Community Organization. We also received 916 online survey responses. Together, all of this community input as well as the relationships that grow during the process, are a vital part of what makes healthier parks and a healthier Portland. We look forward to continuing to deepen this process in future years, and collecting public input on budget priorities throughout the year. With that, we are pleased to deliver to you a Requested Budget that includes the voices of many and are grateful to the BAC and community members who invested their time.
Our BAC is sincerely committed to working to support Portland Parks & Recreation and the City of Portland. They were committed to carrying out the Mayor's direction to identify a 5% reduction, but neither the BAC nor Parks staff and leadership is supportive of any of the proposed cut packages to be taken. Taking cuts from Parks would move the funding in the wrong direction while the City is growing the parks system to respond to the growing needs of the community and attempting to more equitably include community members who have been previously under-engaged and underserved.
Sincerely,
��� Amanda Fritz Mike Abbate Commissioner-in-Charge Bureau Director
Page 2 City of Portland Parks & Recreation - Requested Budget FY 2018-19 January 29, 2018
Dear Mayor Wheeler and City Council,
Please accept this letter as an integral part of the Portland Parks & Recreation (PP&R) Requested Budget. The Parks Budget Advisory Committee (BAC) accepted the responsibility to advise Director Abbaté and Commissioner Fritz on developing the Requested Budget. We feel strongly that our combined thinking reflects the best interests of the City of Portland and all Portlanders.
This year, the BAC was again asked to identify and prioritize recommendations that would reduce the PP&R budget by 5%. It was a difficult task; one that impacts every facet of PP&R’s programs. After multiple years of reductions, the cuts now dig deep into core PP&R services and values, have significant service-level impacts for the public, and further erode employee morale. Parks, community centers, pools, and natural areas are essential to Portland’s quality of life. They provide crucial services to vulnerable populations and are often the first interaction new Portlanders have with the City of Portland. Parks also provide vital health benefits; socially, mentally, and physically.
Although the BAC found consensus for these recommendations, we are united in our belief that we do not support the City taking more than 1% of the reductions offered.
PP&R believes that the people who are most deeply impacted by possible budget decisions should have a seat at the table in holistically crafting the budget, and we are committed to the authentic engagement of all Portlanders. The Budget Advisory (BAC) includes representatives of the Parks Board, the Coalition of Communities of Color, Immigrant & Refugee Community Organization (IRCO), Hacienda CDC, the Tongan community, neighborhood coalitions, PP&R’s Native American Community Advisory Council, Portland Opportunities Industrialization Center, Pioneer Courthouse Square, and parks staff(representing labor partners and the PP&R Diversity and Equity Committee).
Administration 1120 SW 5th Ave., Suite 1302 PORTLANDPARKS.ORG Portland, OR 97204 Commissioner Amanda Fritz Tel: (503) 823-7529 Fax: (503) 823-6007 Director Mike Abbaté
Sustaining a healthy park and recreation system to make Portland a great place to live, work and play.
City of Portland Parks & Recreation - Requested Budget FY 2018-19 Page 3 During the outreach process, PP&R staff engaged three culturally-specific communities – Vietnamese, Slavic, and Latinx – and convened focus groups in partnership with Verde and IRCO. This work was done to understand how these participants prioritized the potential reductions. Finally, PP&R held a public meeting that was attended by more than 120 community members and hosted an online survey that garnered 916 responses. Each of these points of interaction with the community provided the BAC with perspectives and priorities that informed our recommendations. In addition to the Budget Values we adopted to inform this process, we have also identified several themes that emerged as part of our discussions. Our budget recommendations should:
• Minimize violation of our Budget Values • Integrate the feedback from both the public and the culturally-specific communities PP&R engaged • Support the bureaus Equity goals identified in the 5-Year Racial Equity Plan and the Strategic Plan—especially supporting the development of parks in East Portland, mitigating the impacts of fee increases for vulnerable populations, and promoting a more equitable level of service throughout the system • Consider the impact on both FTE and casual/seasonal employees • Provide adequate funding to match City Council expectations of service delivery • Ensure that bureaus and agencies pay for services that more directly serve their responsibilities and priorities, and • Not exacerbate our maintenance backlog
The result of this work is the Requested Budget you have before you. As we stated earlier, while we do not support further cuts, this is a budget that we have all agreed we can present, given the task you requested of us.
We recognize the many demands on the City’s overall budget. Despite a roaring economy, many Portlanders are facing dire challenges. As the budget process unfolds, we are committed to working with Council to develop a robust, well-funded, and inclusive parks system that serves all Portlanders. Parks support public health and safety, provide social connections, and promote community. We manage 11,712 acres of natural areas and developed parks. In a city that’s density is dramatically increasing, parks will become even more essential to the health of our citizens. According to PP&R’s 2017 Community Needs Survey, 94% of respondents indicated that they use and highly value our parks.
In spite of the high value placed by the community on our services and an increasing body of work and responsibilities, we have seen repeated cuts to our budget. The budget was cut roughly 18.6% from FY 2009-10 to FY 2013-14, then increased 8.4% from FY 2014-15 to FY 2016-17—the additional funding was primarily directed to new programs, not restoring previous reductions. In FY 2017-18, our budget was reduced by another 2%. We are deeply
Page 4 City of Portland Parks & Recreation - Requested Budget FY 2018-19 concerned about how continued cuts will impact public safety, services to the community, and our ability to maintain our assets. However, if cuts are again required this year, you will find a prioritized list attached. We strongly oppose reductions of more than 1% which will seriously compromise the city’s parks, public spaces, trails, and community centers. We appreciate the opportunity to offer our feedback. We welcome the chance to work further with you to develop a budget that supports ongoing operations and maintenance needs while also addressing emergent issues and opportunities in a way that is strategic and sustainable.
We look forward to working with you,
Jeff Anderson, Parks Board Judy Bluehorse Skelton, Parks Board Tonya Booker, Parks Board Patricia Frobes, Parks Board Ian Jaquiss, Parks Board Jim Owens, Parks Board
Sophorn Cheang, Immigrant & Refugee Community Organization Carol Chesarek, Neighbors West/Northwest Sami Faile, Southwest Neighborhoods, Inc. Brian French, Urban Forestry Commission Kolini Fusitu’a, Tongan Community Jenny Glass, Rockwood Initiative Randy Gragg, Pioneer Courthouse Square Katy Holland, Native American Community Advisory Council Jenny Lee, Coalition of Communities of Color Joe McFerrin, Portland Opportunities Industrialization Center Angela Moos, North Portland Neighborhood Services Natalie Rush, East Portland Neighborhood Office Jaclyn Sarna, Hacienda CDC
Amourie Downing, PP&R Diversity & Equity Committee Jacki Hunter, PP&R Labor, Laborers Local 483 – Recreation Yoko Silk, PP&R Labor, PTE-17 Jorge Villavicencio, PP&R Labor, PTE-17 (alternate) Peter Zoltanski, PP&R Portland City Laborers Local 483
City of Portland Parks & Recreation - Requested Budget FY 2018-19 Page 5 FY 2018-19 Budget Values
1. Portland Parks & Recreation is committed to providing equitable access to facilities, services and programs and welcome all members of our community, including those who are underserved due to race, ethnicity, income, age or ability • Reflects our commitment to equity – specifically, investing in communities that are not equitably served by services, programs and/or resources including communities of color, low-income Portlanders and those with different abilities • How do programs or services align with the goal of advancing equity, including the goals established in the 5-year Racial Equity Plan, particularly goal 5 to “Provide equitable access to City services to all residents.”?
2. Protect our ability to provide a safe environment, facilities and programs for our community and employees • We are responsible to provide a physically safe experience and work environment for our users and our staff. o Helps implement the Park SAFE (Safety Alternatives For Employees) Taskforce recommendations – occupational safety and security o Helps implement the ADA Transition plan o Supports plans to address unreinforced masonry buildings • Provide a supportive and inclusive work environment and culture for our staff • Provide strategic asset management through Health, Safety, Environmental Program intended to address lead, asbestos, and other environmental hazards in facilities
3. Maintain our ability to implement our Strategic Plan and create the next long-term vision • Provide resources needed to implement the strategic plan with the following focus areas: o Stewardship of Park land, natural resources and the urban forest o Ensure access to recreation programs o Develop and sustain quality built assets o Enhance organizational effectiveness • Completion of a long-term vision plan that ensures a legacy of access to park, recreation and tree related services for future generations
4. Maximize our ability to provide service through leveraging partnerships and revenue generation, so that limited General Funds can help meet other Parks values • We want to continue to take advantage of grant funding when strategic and available • Preserve our ability to take opportunistic fundraising for projects with philanthropic partners and fundraising partners • Implement cost recovery policy (target percentages of program expenses to be covered by fees/revenue) in alignment with budget value #1
Page 6 City of Portland Parks & Recreation - Requested Budget FY 2018-19 5. Take care of buildings, parks and natural areas before they require major investment or replacement • Make sure we are following our asset management schedule, which identified priorities and works to provide funding to catch up on those facilities that are behind schedule • Protect our ability to maintain existing facilities and sites. • Identify assets that should be proposed for disposition or building removal instead of continued major maintenance investment, using an equity lens to consider the potential community impact
6. Preserve our ability to provide basic levels of service by making the difficult decisions to reduce or eliminate less core activities • We need to acknowledge that cutting our budget – without cutting programs and/or services is damaging to our organization o Loss in staff morale – doing more with less, not doing it well o Loss in ability to provide quality to the community • We need to pay living wages to our staff for our work. • We need to be committed to protect services for communities of color, low-income, differently abled, and older community members. This may mean reducing services to residents with greater access or alternatives
7. Support programs that foster volunteerism and build relationships which help build community, expand program offerings and maintain natural areas and parks • To be clear – we are not talking about replacing reductions with volunteers • We do want to improve or maintain our volunteer program that provides up to 25% of the work in our parks system • We want to preserve our work to engage and include communities of color, low- income, differently abled, and older community members • Support stewardship, increase community capacity, improve education/literacy, enhance advocacy • There is a need to develop a volunteer engagement strategy and invest in approaches that may look different than the traditional volunteering system. This could engage a broader range of public and educate those that do not currently engage on volunteer work.
City of Portland Parks & Recreation - Requested Budget FY 2018-19 Page 7
$3,266,188
~5%
Amount $1,923,245
~3% Total Reduction Reduction Total
$600,000
~1%, ~1%, Regular FTE Impact FTE Regular - 1.00 (4.00) (1.00) (1.00) (3.00) (2.00) (1.00) (0.50)
(1.00) (1.00) (6.75) (4.75) - -
6,191 90,000 70,000 98,416 70,000 35,000 56,562 88,000 80,076 200,000 400,000 100,000 200,000 193,500 620,000 100,000 200,261 136,182 270,000 200,000 $3,266,188 (25.00) $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ Requested Budget - -
90,000 85,000 70,000 96,500 70,000 35,000 45,000 88,000 80,000 200,000 400,000 100,000 100,000 200,000 193,500 500,000 100,000 200,261 136,182 270,000 200,000 $3,311,443 BAC Recommendation $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 52,000 $ 52,000 Reduction Package Reduction Budget Advisory Committee Recommended - Priorities Reductions/CutsPP&R for 2018-19 FY
Outdoor Water Use Reduction - Reducing Splash Pad Hours and Turf Irrigation and Turf Hours Pad Splash Reducing - Reduction Use Water Outdoor Recover Costs for EmergencyTree Removal Parking Paid Park Washington from Revenues with fund General Replace Strategic Parking Assessment Revenue & Study Increase CostRecovery of Private Uses ofPark Facilities Increase Fees for Special Use Permits Transfer UtilityCosts toPartner Organizations at Owned PP&R Facilities Realignment Studio Dance Laurelhurst Elimination Fountains Eliminate Service to Non-Core Properties in the Land PP&R StewardshipDivision Mall Transit Downtown of Maintenance & Planting Discontinue Support Operational for Capacity Reduce and Support Development Systems Data for Capacity Reduce Efficiency to PP&R's Work Order System Close Woodstock Community Center Reduce Weekend Coverage at Customer PP&R's Service Center Close Sellwood Community Center Close FultonHillside & Community Centers Capacity Maintenance and Facility Park Reduce Regional Trails Service Reduction Cleaning Restroom Downtown of Frequency Reduce Eliminate Support for Removing Invasive Speciesin NaturalAreas Reduction of Public Involvement Position Realignment of Outreach Position
Package # Package Requested Budget Budget Requested
PK_01 PK_02 Removed PK_03 PK_04 PK_05 PK_06 PK_07 PK_08 PK_09 PK_10 PK_11 PK_12 PK_13 PK_14 PK_15 PK_16 PK_17 PK_18 PK_19 PK_20 PK_21 PK_22 PK_23 Category ~1% ~3% ~5% While the Portland Parks & Recreation (PP&R) Budget Advisory Committee (BAC) does not support any reductions/cuts, if Council is going to make cuts to the PP&R Budget they should base any base should they Budget PP&R the to cuts make to going is Council if anyreductions/cuts, support not does (BAC) Committee Advisory Budget (PP&R) & Recreation Parks Portland the While by Council. required reduction the of depth potential the to according havepackages grouped been The priorities. below the on reduction possible Note: RED TEXT indicates cut to expense/service to achieve cut source revenue other by replacement from fund resulting general to GREEN cut a TEXT indicates of resources BLUE realignment a TEXT indicates
Page 8 City of Portland Parks & Recreation - Requested Budget FY 2018-19 Portland Parks and Recreation
Amanda Fritz, Commissioner-in-Charge Mike Abbaté, Director
Percent of City Budget
Bureau Programs
Bureau Overview
Revised Requested Change from Percent Expenditures FY 2017-18 FY 2018-19 Prior Year Change Operating 153,514,346 184,257,908 30,743,562 20.03 Capital 95,396,491 115,524,036 20,127,545 21.10 Total Requirements 248,910,837 299,781,944 50,871,107 20.44 Authorized Positions 694.83 611.48 (83.35) (12.00)
City of Portland, Oregon – FY 2018-19 Requested Budget 1
City of Portland Parks & Recreation - Requested Budget FY 2018-19 Page 9 Portland Parks & Recreation Organizational Chart Parks, Recreation, and Cultural Service Area Funds
Portland Parks and Recreation Operations Outreach Forestry & Inspections Division Permitting Forestry Tree Urban Science Urban & Equity Inclusion Parks Education Services Gardens Areas Turf Trails Land Disivion Irrigation Natural Stewardship Developed Community Horticultural Environmental & Special Sports Centers & & Strategies Abbaté Schools PIR Golf Teens Events Division Services Initiatives Director Culture Recreation SUN Mike Aquatics Community Arts, Recreations & Program Management Services Projects Management Bond Planning Division Assets Development Capital Central Asset Portland Parks & Recreation Parks Construction & Center Analysis & Relations Strategy Preparedness Development Rangers Service Division Strategies Park Development Operations Finance Property/Business Community Performance Workforce Customer Emergency
2 City of Portland, Oregon – FY 2018-19 Requested Budget
Page 10 City of Portland Parks & Recreation - Requested Budget FY 2018-19 Bureau Summary Portland Parks & Recreation Parks,Portland Recreation, Parks and Cultural and Service Recreation Area Funds
Bureau Summary
Bureau Mission
Sustaining a healthy park and recreation system to make Portland a great place to live, work and play. Portland Parks & Recreation (PP&R) helps Portlanders play - providing the safe places, facilities and programs that promote physical, mental and social activity. We get people, especially kids, outside, active and connected to the community. As we do this, there will be an increase in the wellness of our residents and the livability of our city. We accomplish this through:
Establishing and safeguarding the parks, natural resources and urban forest, thereby ensuring that green spaces are accessible to all;
Developing and maintaining excellent facilities and places for public recreation and community building; Providing dynamic recreation programs and services that promote health and well-being for all; and Partnering with the community we serve.
Bureau Overview
Portland’s Park & PP&R is the steward of a diverse portfolio of parks, natural areas, urban forest and Recreation System recreation facilities used extensively by the city’s residents and visitors. The total parkland managed by the bureau is 11,712 acres and represents about 14% of the geographical area within the City of Portland. Additionally, PP&R staff care for 238,000 street trees. The bureau operates 13 swimming pools, 11 community centers, three music/dance centers, six golf courses and one motor raceway, and owns steam locomotives.
The Organization PP&R manages one of the nation’s most comprehensive park and recreation systems. In 2011, PP&R won the Gold Medal as the best-managed park system in the U.S. The bureau employs 626 full-time employees and more than 2,900 seasonal staff in a variety of roles. Additionally, the organization enhances service levels with about 473,675 hours of volunteer time in FY 2017. Bureau services are delivered through five divisions as follows:
CityCity of of Portland Portland, Parks Oregon & Recreation – FY 2018-19 - Requested Requested Budget Budget FY 2018-19 Page 311 Portland Parks & Recreation Bureau Summary PortlandParks, Recreation, Parks and Culturaland Recreation Service Area Funds
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 lands west of the Willamette River, an Eastside group to manage lands east of the Willamette River, and a central Land Services group to oversee Environmental Education, Community Gardens, Turf, Irrigation and Horticultural Services.
Recreation Services The Recreation Services Division is responsible for all recreation activities including community centers, art centers, programming at urban plazas, the Summer Free for All program, aquatics, sports and teen programming, as well as specialized recreation services for seniors, for people with disabilities, and through the Schools Uniting Neighborhoods (SUN) program. This department also includes the Golf Program and Portland International Raceway.
Assets & Development The Assets & Development Division is responsible for planning, new park design and construction, the Park Replacement Bond program, asset management, and centralized maintenance and repairs, as well as oversight, preparation and administration of the Bureau’s Capital Improvement Plan; bureau-wide training; emergency management, performance and analysis; property acquisition; and business development.
Operations & Strategies The Operations & Strategies Division collaborates and coordinates with local and regional partners, provides policy direction to the bureau, engages the public in decision-making processes and volunteerism, coordinates marketing and communications, and provides customer service and park security. This division also manages the internal and external bureau finances; including budget development and financial reporting and oversight; fundraising, grants and partnerships; workforce development and bureau-wide training; emergency management, health, safety and environmental oversight; performance and analysis; and property acquisition and business development.
Urban Forestry The Urban Forestry Division is responsible for the planning and management of the city’s urban forest and tree assets. It is overseen by the City Forester. The division’s responsibilities include tree maintenance operations, and around-the- clock emergency service for fallen trees in public rights-of-way. Responsibilities of Urban Forestry also include education and enforcement of applicable city regulations covering public and private trees such as Title 11. Urban Forestry is also responsible for developing and promoting forest stewardship among city residents as well as the long-term planning of the city’s forest resources.
4Page 12 City ofCity Portland of Portland, Parks & Oregon Recreation – FY - 2018-19 Requested Requested Budget FY Budget 2018-19 Bureau Summary Portland Parks & Recreation Parks,Portland Recreation, Parks and Cultural and Service Recreation Area Funds
Equity & Inclusion In addition to the five divisions noted above, PP&R also has an Equity & Inclusion team. The Equity & Inclusion Manager advises the Bureau Director and works collaboratively with the entire PP&R organization, as well as 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 team developed the Bureau’s 5-Year Racial Equity Plan, and coordinates extensively with the City’s Office of Equity and Human Rights and Bureau of Human Resources. Strategic Direction As we draw close to the end of this decade, we must lay the groundwork required for the next long-range vision plan and deliver on the following foundational work: Addressing major maintenance needs and investing in existing parks’ infrastructure. The major maintenance funding need over the next 10 years is estimated at $430 million. The Parks Replacement Bond provides $68 million and the General Fund currently provides $1.8 million annually, leaving a substantial structural funding gap. Balancing long-term financial sustainability of programs and services with ensuring equitable access for all Portlanders to park and recreation services and facilities. PP&R is currently developing a financial plan and completing an update to the bureau’s cost recovery policy. These tools together will provide PP&R with a roadmap towards achieving financial sustainability. The bureau’s financial plan will address how to resource service-level gaps, including building and maintaining parks in underserved areas, improving the playability of existing parks to address increased density, increasing the availability of access to trails and natural areas, improving and enhancing recreation programs so that they are meeting the needs of a changing community, and continuing to grow usage of facilities and programs. An important component of an updated cost recovery policy will be clear guidance on balancing Council direction to increase revenues while providing equitable access to the city’s most vulnerable populations, specifically, through implementation of an updated and funded scholarship program and the future creation of a marketing plan. Improving communications, outreach and customer service strategies to continue to increase participation in PP&R programs among culturally specific populations in support of the goals of PP&R’s 5-Year Racial Equity Plan. This includes creating more inclusive communications and graphics standards, strengthening partnerships with community-based organizations to develop consistent standards and best practices for outreach to communities of color, developing a language access plan and expanding inclusive customer service strategies across the bureau. Focus areas and Desired Outcomes from the 2017-20 PP&R Strategic Plan including the following:
Provide Stewardship of Park Land, Natural Resources and the Urban Forest
Implementation of new management practices and systems to improve the maintenance, ecological health and overall quality of park lands.
Increased capacity to improve and sustain services provided by the city’s urban forest.
CityCity of of Portland Portland, Parks Oregon & Recreation – FY 2018-19 - Requested Requested Budget Budget FY 2018-19 Page 135 Portland Parks & Recreation Bureau Summary | Summary of Budget Decisions Parks,Portland Recreation, Parks and Cultural and ServiceRecreation Area Funds
Ensure Access to Recreation Programs
Increased access to recreation programs for all Portlanders, with a special focus on teen, culturally diverse and low-income populations.
Develop and Sustain Quality Built Assets
Development of new recreation assets that achieve an equitable level of service.
Safe, functional and reliable recreation experiences through effective management and maintenance of park facilities.
Enhance Organizational Effectiveness
Increased diversity and training of our existing workforce.
A safe environment for all PP&R employees and customers. Marketing, outreach and customer service strategies in place to increase participation in PP&R programs among diverse populations. Completion of a long-term vision plan that ensures a legacy of access to park, recreation and tree related services for future generations. Summary of Budget Decisions Each year, PP&R develops a budget process to engage the community and stakeholders through a variety of strategies including the following: convening a Budget Advisory Committee (BAC), hosting public meetings, engaging refugee and immigrant communities through the Community Engagement Liaisons program, convening culturally specific focus groups with community-based organizations, and conducting online surveys. PP&R started our work with the BAC early, prior to receiving direction from the Mayor. This additional time gave the BAC the opportunity to learn and discuss PP&R’s broad service areas with PP&R staff and leadership, and identify budget values and priorities that were then used throughout the process in developing and evaluating our budget. Staff developed reduction packages based on these budget values, equity metrics and service delivery metrics.
Public Involvement Process Key recommendations from the BAC that were incorporated into this year’s process included:
More input into the development of budget packages
Restructure the meetings to allow better participation Increase efforts to engage immigrants and communities of color in the process
Key changes to the BAC meetings included eliminating a content-heavy orientation in favor of distributing budget information throughout the process at the moments it was relevant for decision making. Additionally, each meeting allowed for small- group work and discussion, giving the BAC members the opportunity to apply new information. Equity was highlighted both as a value and a tool to evaluate programs and services. In the first meeting, the committee was tasked with using equity as a frame to develop the budget values and for evaluating proposed reduction packages. This initial work became the foundation for all our package development.
Page6 14 City of PortlandCity of Portland, Parks & OregonRecreation – FY - Requested 2018-19 Requested Budget FY Budget 2018-19 Summary of Budget Decisions Portland Parks & Recreation PortlandParks, Recreation, Parks and Cultural and RecreationService Area Funds
In addition to the work with the BAC, PP&R also spent more time working with the community through a public meeting and targeted community outreach. PP&R staff work with the Community Engagement Liaison Program to engage three culturally specific communities (Vietnamese, Slavic, and Latinx), and culturally specific focus groups in partnership with the Immigrant & Refugee Community Organization and Verde. Each focus group met two times each to both understand PP&R’s services and provide feedback on the reduction packages. While some of this work is about an investment in long-term relationships, our initial efforts did yield a deeper understanding of the community’s priorities for PP&R’s service deliveries. The public meeting was attended by over 120 community members, and 916 people provided input through a public survey. Community-based budgeting is always complex. This year’s budget process was made more complex with the Mayor’s direction to provide recommendations that reduce PP&R’s budget by 5% after multiple years of cuts. The process PP&R developed and implemented this year continued to focus on working with the BAC, staff, and the public to concretely use equity and our budget values to evaluate programs and services. We are dedicated to a community-based budgeting and continually improving our work to deepen relationships with the goal of an authentic process.
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The Budget Values: Our BAC confirmed the following values at the beginning of our budget process.
Provide equitable access to facilities, services and programs and welcome all members of our community, including those who are underserved due to race, ethnicity, income, age or ability.
Protect our ability to provide a safe environment, facilities and programs for our community and employees.
Maintain our ability to implement our Strategic Plan and create the next long- term vision.
Maximize our ability to provide service through leveraging partnerships and revenue generation, so that limited General Funds can help meet other Parks values.
Take care of our buildings, parks and natural areas before they require major investment or replacement.
Preserve our ability to provide basic levels of service by making the difficult decisions to reduce or eliminate less core activities.
Support programs that foster volunteerism and build relationships that help build community, expand program offerings and maintain natural areas and parks.
Ongoing Reduction, Realignment and Revenue Packages PK 01 Outdoor Water Use Reduction - Reducing Splash Pad Hours and Turf Irrigation - ($200,000) Ongoing Reduction Splash pads are located in sixteen parks throughout the city and provide water recreation opportunities during the heat of the summer. This proposal would reduce the hours that splash pads are operated – 12:00 PM to 8:00 PM daily (changed from 11:00 AM to 9:00 PM) from July 1st through Labor Day (changed from Memorial Day through end of September) – in order to save $75,000 in water costs. Currently, 80 parks are irrigated using the Maxicom Central Irrigation Control System. This proposal also saves $85,000 through more efficient use of this system by performing tune-ups where needed and reducing the amount of water applied at irrigated sites by 10%. Reducing watering by 10% in parks not controlled by the Central Irrigation System saves an additional $40,000. Irrigation will not be reduced at sports fields. Expected Results: Splash pad hours would be reduced at all splash pads within the city. It will likely result in increased crowds for the hours that the pads remain in operation. There is currently no practical way to measure splash pad use in the city; however, in a recent community survey, 59% of residents identified spray play or interactive water features as a park amenity that they would use. Furthermore, demand has likely increased in recent years as a result of Portland having some of
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the hottest summers on record. Performance measures impacted could include the percentage of residents rating the quality of Parks as good or very good.Depending on seasonal precipitation levels a reduction in irrigation at parks could result in a negative aesthetic impact. Performance measures impacted could include the percentage of residents rating the quality of parks grounds as good or very good.
PK 02 Revenue Package: Recover Costs for Emergency Tree Removal (Public Agencies) - ($400,000) Ongoing Reduction Urban Forestry currently pays for tree removal on sites managed and/or owned by PBOT, ODOT, and Tri-Met This proposal implements a billing program to recover costs associated with emergency tree removal. New revenue from charging public agencies would result in $400,000. Expected Results: PP&R Urban Forestry emergency response service would not be impacted by this revenue package. Part of the cost would instead be shifted from the City’s General Fund to the public agency that manages and/or owns the property where the tree emergency occurs.
PK 03 Revenue Package: Strategic Parking Assessment & Revenue Study - ($100,000) Ongoing Reduction, $150,000 One-Time Add With a few exceptions, open access to parks has been a service area that has been largely 100% subsidized with General Fund tax dollars. This proposal begins to look at the possibility of using parking fees to increase cost recovery for the day-to- day maintenance of providing park services. This package provides one-time General Fund support to study the feasibility of implementing additional parking fees, assumes a future funding stream of $100,000 of ongoing parking revenue to replace General Funds. The purpose of the fee study is to strategically assess park properties that have parking demands that exceed supply during peak times. The package creates a tool to objectively identify areas that could be considered for parking management plans, including revenue generation through flat rate or metered parking. The package encompasses funding to study sites where a combination of heavy parking use, proximity to other regulated parking areas, parking misuse, or specialized park features, such as boat launches, have caused significant traffic and parking demand. This demand typically results in a degraded park experience and strain on the park transportation resources, like roads and parking areas. One-time resources are requested to fill the anticipated revenue stream for FY 2018- 19 ($100,000) and to hire a consultant ($50,000) to help complete the assessment. Through a consultant and existing staff resources, PP&R will:
Identify parks with parking facilities that currently suffer from serious overcrowding and management problems; Identify parks that have specialized maintenance considerations, such as boat launches; Identify parks that currently have a barrier to access due to limited or overcrowded parking, limited transit access, or limited sidewalk connectivity; Determine if the nexus between overcrowded parking areas can be attributed to poor access via transit or walking routes; and
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Determine if programs to increase access for all populations using parking revenue are warranted. Expected Results: Paid parking programs at strategic locations will allow PP&R to:
Create a funding source for ongoing maintenance directly related to a site where parking is being charged, and
Reduce the burden on General Fund tax dollars for asset maintenance of a site. At the same time, parking fees have the potential to limit access to parks, particularly for those experiencing lower incomes.
PK 04 Revenue Package: Increase Cost Recovery of Private Uses of Park Facilities – ($200,000) Ongoing Reduction, $100,000 One-Time Add PP&R’s cost recovery philosophy aims to achieve a higher revenue recovery through fees for services that provide a higher level of private benefit. This proposal is for increasing fees to recover a higher portion of the costs for exclusive use of rented park property including community gardens, Waterfront Park for repair after intensive use, stadium fields (Walker, Delta, Erv Lind, Skavone), film permits for review and inspections, and picnic site rentals. The fee schedule for summer is established in January so by the time a decision is made on this package the opportunity to achieve the revenues for 2018 has passed. The new fees will be established in January 2019 based on decisions made and allow increased revenues for the remainder of the fiscal year. The $100,000 one-time add is to address this impact. Expected Results: Performance measures related to perceptions about the affordability of park programs may decrease as a result of these fee increases. In addition, this proposal has the potential to impact our ability to increase our level of service for communities of color and people experiencing lower incomes. An increase in funding for scholarships will help (see related add package) to ensure for the most vulnerable populations.
PK 05 Revenue Package: Increase Fees for Special Use Permits - ($90,000) Ongoing Reduction This proposal raises fees for special use permits above what would be required for standard inflation in order to backfill existing General Fund. Special use permit fees are charged to support the private use of sports fields, picnics shelters and other park facilities. Expected Results: Performance measures impacted include perceptions related to the affordability of PP&R programs. In addition, this proposal has the potential to impact our ability to increase our level of service to communities of color and people experiencing lower incomes. An increase in funding for scholarships will help (see related add package) to ensure for the most vulnerable populations.
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PK 06 Transfer Utility Costs to Partner Organizations at PP&R Owned Facilities – ($193,500) Ongoing Reduction PP&R has agreements at various PP&R facilities with local non-profit partner organizations to utilize our facilities to deliver services that achieve both their and PP&R’s organizational missions. The details of the agreements vary by organization. In some cases, PP&R covers the cost of utilities (water, electricity, and natural gas) at these sites. This proposal would shift the responsibility of paying utilities to the partner organizations. Organizations included in this proposal include the Portland Children’s Museum ($120,000), Pittock Mansion ($43,500) and organizations at Pioneer Courthouse Square ($30,000). In some cases, implementation of this proposal will require a renegotiation of contract terms. Expected Results: An increase in costs to these partner organizations may necessitate a combination of fee increases, cost-cutting measures or service reductions within their budgets. This proposal may also incentivize water and energy conservation measures to reduce use by partner organizations and their customers, thus assisting the City in reaching its goals towards reducing greenhouse gas emissions. Performance measures impacted may include an increase in the number of residents identifying the cost as a barrier (as fees are increased) to participation in the partner organizations’ programs.
PK 07 Laurelhurst Dance Studio Realignment - ($0) Laurelhurst Dance Studio provides accessible and affordable dance instruction for kids (ages 2 & up), families (parent/child), and adults. The genres and styles of dance are diverse, ranging from ballet to tap, hip-hop, jazz, Irish step, modern, etc. The studio also offers two specialized programs: Youth Ballet Academy and Adult Recreational Dance Company. The studio contains a specialized floor and amenities that are unique in our system. Unfortunately, revenue at the studio has declined in each of the last four years. The studio faces special challenges in that it is a small, single-purpose building located within the grounds of Laurelhurst Park. In recent years, the studio has faced challenges related to significant levels of negative activity in the vicinity and around the building. This negative activity has contributed to the decline of class registrations. This package would discontinue PP&R use of the Laurelhurst Dance Studio, with the potential to make the facility available to an arts organization. Staffing would be reduced and one position would be shifted to another recreation site to provide increased offering around performing arts. Expected Results: While dance courses are provided at some other PP&R sites, discontinuing PP&R use of Laurelhurst Dance Studio would result in the loss of Parks’ only specialized dance center, which in FY17, served 1285 individuals (registrants) who participated in an average of 2 classes per year (2645 total registrations). Closing the center would also have the biggest impact on girls and women, who made up 86% of registrants.
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PK 08 Fountains Elimination - ($620,000) Ongoing Reduction, $400,000 One-Time Add This proposal would eliminate operations and maintenance at 19 decorative fountains owned by the Portland Water Bureau. The fountains are currently operated and maintained by PP&R and are in operation beginning in May of every year. Many of the fountains are turned off during the cold weather months to prevent blowing or freezing on surfaces. Though the decorative fountains are enjoyed by the public, their operation has been recently added to PP&R’s responsibility. Total savings from the closure of the fountains is expected to be $620,000 annually. By the time a decision is reached regarding fountain maintenance and operations for FY 2018-19, all fountains will have been de-winterized and will be in operation, providing essential cooling, play, and aesthetic services in parks and other public spaces throughout the city. The $400,000 one-time addition would provide funding to ensure maintenance and operation through the summer and weatherizing required at the end of the season. Expected Results: Many of the fountains are located within Portland’s downtown core and receive many visitors in the summer months, particularly out-of-town visitors. Closure will impact our urban form, and reduce some recreational opportunities at interactive fountains such as Salmon Springs. Key performance measures impacted by fountain closures include residents’ and visitors’ perceptions about the overall quality of parks in Portland.
PK 09 Eliminate Service to Non-Core Properties in the PP&R Land Stewardship Division - ($6,191) Ongoing Reduction This package would eliminate park maintenance responsibilities to properties that PP&R Land Stewardship currently serves even though they are not core to our mission. As opposed to reducing services at all PP&R sites this proposal attempts to reduce our scope and realign staff to maintain emphasis on properties more consistent with our core services. Properties in this group include service to undeveloped sites, properties owned by other bureaus and natural area properties with low ecological health, natural resource function and value as ranked in our 2015 Natural Areas Management Priority Matrix update. This package could include divesting in properties that PP&R owns and/or manages that do not meet PP&R’s criteria for retaining for ecological and/or recreational purposes. Expected Results: If this package is taken, PP&R will not service, maintain or restore the areas noted above. This means not providing daily safety checks, trash removal, camp cleanup, horticultural maintenance, limb removal, leaf blowing, edging or other maintenance tasks at these sites. Performance measures impacted could include the percentage of residents rating the quality of park grounds as good or very good.
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PK 10 Discontinue Planting & Maintenance of Downtown Transit Mall - ($100,000) Ongoing Reduction This proposal would eliminate the service to flower planters on the downtown Transit Mall. The planters are currently supported with a 100% General Fund Portland Parks and subsidy.Recreation Since these are not located on park property, they are less core to other planting and maintenance services that are located on park property. Expected Results: Removal of flowers and shrubs will diminish the beauty of Expected Results: Over time, a more efficient logging and tracking of work orders Portland’s downtown business district and its attractiveness to residents, tourists, will help to decrease the level of backlogged maintenance by decreasing the level of and investors. administrative time needed and increase the level of maintenance hours available. PK 11 Reduce Capacity for Operational Support - ($70,000) Ongoing Reduction PK 14 Close Woodstock Community Center - ($35,000) Ongoing Reduction, $10,000This proposal One-Time eliminates Add funding to support contract and seasonal labor support Woodstockfor financial Community planning, budget Center development, is the smallest unanticipated community center projects in theand PP&R other system,general withoperational limited support. scheduling, staffing and expenses. This proposal would eliminateExpected PP&R’sResults: operation Reduction of of Woodstock funding to Community support operations Center and and save finance $35,000 of Generalcompromises Fund the resources. bureau’s The ability community to adapt center management could be systems transitioned to an to increasingly another entitycomplex through organizational sale or by environment. identifying another It would organization limit the bureau’s able to operatecapacity and to maintainengage in the long-term facility. financialThe one-time planning add of and $10,000 budget would development allow operations and removes to the continuealready limited through capacity September to address to manage unanticipated the closure. project Commitments and operational to the public needs havethat arise been based made on through Council summer and program and a sudden demands, cessation such as would was needed be highly to support disruptivethe Portland to Building family and relocation. individual participants. Among the neighborhood community centers operated by PP&R, closure of this centerPK 12 willReduce impact Capacity fewer forparticipants Data Systems who are Development experiencing and poverty, Support populations - ($98,416) of Ongoing Reduction color or diverse ethnicity than those participants attending other Portland Parks & RecreationThis proposal neighborhood reduces funding community by 50% centers. for Bureau Specifically, of Technology within Services Woodstock’s (BTS) servicesupport area for development the total percentage and repair of people of data of systems. color is 13% BTS below has also the shared city’s average,their theconcern total that percentage by reducing of people a 0.5 experiencing FTE Applications poverty Analyst, is 7% they below may the not city be average able to whilereassign the the percentage balance of of the children position, is 0.4% so it above could the result city’s in complete average. PP&R elimination has of consideredsupport by levelBTS for of service our most provided critical databy other management centers and systems. identified this center closure as one that impacts the least number of community members in order to maintainExpected resources Results: Reduction at centers of with funding higher to utilization support investments and broader in community data systems impact.compromises the bureau’s ability to adapt management systems to an increasingly complex organizational environment. When compared to other City infrastructure Expectedbureaus PP&R Results: is already Closure at of a Woodstock deficit when Community it comes to Center staff support will eliminate for IT. programmingSpecifically, this for proposal educational would preschool, impair the community bureau’s meetingability to space, plan for senior new fitness, and martialmaintain arts, existing and dance. asset management The number of computerized unique individuals maintenance using systems. Woodstock Community Center in FY 2017 is estimated at 265. PK 13 Efficiency to PP&R’s Work Order System - ($70,000) Ongoing Reduction, PK$100,000 15 Reduce One-Time Weekend Add Coverage at PP&R’s Customer Service Center - ($56,562) Ongoing Reduction With a one-time investment of $100,000 in bridge funding, this proposal would Thisprovide proposal an ongoing reduces reduction support of for $70,000 the bureau’s by eliminating Customer one Service vacant Center support to staff weekdaysfull-time position. only. Staff The on efficiency the weekend effort shift primarily currently targets support work Parks order Ranger time charges calls for to servicetransform as well the process as administrative from hard-copy, projects. multiple-entry The volume charge of Park sheets Ranger to calls one-time, for servicemobile ondata weekend entry. days averages half of calls for service volume on weekdays. Expected Results: Weekend Ranger calls would go to voicemail and Rangers would need to implement a new practice to retrieve calls. Capacity would also be reduced for database management and other workload that has been possible between weekend calls.
CityCity of of Portland Portland, Parks Oregon & Recreation – FY 2018-19 - Requested Requested Budget Budget FY 2018-19 Page13 21
14 City of Portland, Oregon – FY 2018-19 Requested Budget Portland Parks and Recreation
Expected Results: Over time, a more efficient logging and tracking of work orders Portland Parks & Recreation Summary of Budget Decisions Parks, Recreation, and Cultural willService help Area to Funds decrease the level of backlogged maintenance by decreasing the level of administrative time needed and increase the level of maintenance hours available.
PK 14 Close Woodstock Community Center - ($35,000) Ongoing Reduction, $10,000 One-Time Add Woodstock Community Center is the smallest community center in the PP&R system, with limited scheduling, staffing and expenses. This proposal would eliminate PP&R’s operation of Woodstock Community Center and save $35,000 of General Fund resources. The community center could be transitioned to another entity through sale or by identifying another organization able to operate and maintain the facility. The one-time add of $10,000 would allow operations to continue through September to manage the closure. Commitments to the public have been made through summer and a sudden cessation would be highly disruptive to family and individual participants. Among the neighborhood community centers operated by PP&R, closure of this center will impact fewer participants who are experiencing poverty, populations of color or diverse ethnicity than those participants attending other Portland Parks & Recreation neighborhood community centers. Specifically, within Woodstock’s service area the total percentage of people of color is 13% below the city’s average, the total percentage of people experiencing poverty is 7% below the city average while the percentage of children is 0.4% above the city’s average. PP&R has considered level of service provided by other centers and identified this center closure as one that impacts the least number of community members in order to maintain resources at centers with higher utilization and broader community impact. Expected Results: Closure of Woodstock Community Center will eliminate programming for educational preschool, community meeting space, senior fitness, martial arts, and dance. The number of unique individuals using Woodstock Community Center in FY 2017 is estimated at 265.
PK 15 Reduce Weekend Coverage at PP&R’s Customer Service Center - ($56,562) Ongoing Reduction This proposal reduces support for the bureau’s Customer Service Center to weekdays only. Staff on the weekend shift currently support Parks Ranger calls for service as well as administrative projects. The volume of Park Ranger calls for service on weekend days averages half of calls for service volume on weekdays. Expected Results: Weekend Ranger calls would go to voicemail and Rangers would need to implement a new practice to retrieve calls. Capacity would also be reduced for database management and other workload that has been possible between weekend calls.
14 City of Portland, Oregon – FY 2018-19 Requested Budget
Page 22 City of Portland Parks & Recreation - Requested Budget FY 2018-19 Summary of Budget Decisions Portland Parks & Recreation Parks,Portland Recreation, Parks and Cultural and Service Recreation Area Funds
PK 16 Close Sellwood Community Center - ($200,261) Ongoing Reduction, $111,000 One-Time Add This package proposes the full closure of Sellwood Community Center and its associated programs, classes and activities. Sellwood Community Center is a neighborhood center located in Sellwood that offers a variety of recreation programs including a robust preschool and afterschool program for the surrounding community. The building is aging with major maintenance needs as well as ADA Access challenges. The aging infrastructure puts this community center at risk of closure due to structural issues, and is costly to maintain and repair. Annual maintenance averages $72,389 and capital major maintenance needs total $3.3 million. In addition, there are known seismic and ADA capital needs not yet scoped for cost estimating. Programs offered at this center are well used by the community, but preschool and recreation options exist beyond the community center options, including at PP&R’s nearest regional center, Mt. Scott Community Center. Among the neighborhood community centers operated by PP&R, closure of this center will impact fewer participants who are experiencing poverty, and fewer populations of color or diverse ethnicity than those participants attending other PP&R neighborhood community centers. Specifically, within Sellwood’s service area the total percentage of people of color is 14% below the city’s average, people experiencing poverty is 4% below the city average while the percentage of children is 3% above the city’s average. PP&R has considered level of service provided by other centers and identified this center closure as one that impacts the least number of community members in order to maintain resources at centers with higher utilization and broader community impact. The one-time add of $111,000 would allow operations to continue through September to manage the closure required. Commitments to the public have been made through summer and a sudden cessation would be highly disruptive to family and individual participants. Expected Results: Closure of Sellwood Community Center will eliminate PP&R’s programs and services at this center including Preschool Programs; After School Programs; Youth Camps and Youth Enrichment Classes; Adult Enrichment Classes; Community Events such as the Halloween Carnival and Snowflakes in Sellwood Craft Fair; Community-Based Meetings and Community Rental Opportunities for weddings; birthday parties; family events, etc. The number of unique individuals using Sellwood Community Center in FY 2017 is estimated at 1,339.
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PK 17 Close Fulton & Hillside Community Centers - ($136,182) Ongoing Reduction, $75,000 One-Time Add This package proposes that PP&R transition Fulton Community Center to another entity or identify another organization able to operate and maintain the facility and continue to provide public benefit. The savings generated from a closure at Fulton Park Community Center would be realized through the reduction of maintenance service to the building, as no General Fund support is currently allocated to operations at Fulton Community Center. The 2017 winter storm impact on the building led to needed inspection and repair of the building’s roof and operating systems. The high cost of the required repair to the building ($1.6 million) is prohibitive in consideration of the overall major maintenance needs of the bureau. For Hillside Community Center, this proposal would transfer the service delivery operation to a partner organization. General fund savings resulting from the transfer of Hillside includes the reduction of permanent, seasonal and casual staff. Annual maintenance at Hillside averages $55,904. Major maintenance capital needs total $300,000. This does not include ADA and seismic needs, which are yet to be scoped and estimated. Among the neighborhood community centers operated by PP&R, closure of this center will impact fewer participants who are experiencing poverty, and fewer populations of color or diverse ethnicity than those participants attending other PP&R neighborhood community centers. Specifically, within Hillside’s service area the total people of color is 13% below the city’s average, people experiencing poverty is 7% below the city average while the percentage of children is 8% below the city’s average. PP&R has considered level of service provided by other centers and identified this center closure as one that impacts the least number of community members in order to maintain resources at centers with higher utilization and broader community impact. Fulton Park and Hillside Community Centers are currently operated under the supervision of one Recreation Supervisor. Operational transfer of Hillside Community Center would eliminate the supervision of Fulton Park Community Center as well. The one-time add of $75,000 would allow operations to continue through September to manage the closure required. Commitments to the public have been made through summer and a sudden cessation would be highly disruptive to family and individual participants. Expected Results: Fulton Park Community Center is currently a rental-only facility, with a primary lease to L’Etoile French Immersion School for school and summer programs. The impact is significant to the lessee, L’Etoile French School, who will be required to find an alternate location for their school. Fulton Park Community Center also provides access on evenings and weekends for a variety of uses, most significantly social dance groups of various types, but also single events such as parties etc. The primary function of Hillside Community Center is in providing preschool and afterschool programs for youth. The facility is also regularly used for rentals in the evening and on weekends. The number of unique individuals registered for activities at Hillside Community Center in FY 2017 was 471. Transfer of the operation of Hillside Community Center to a community-based partner may minimize user impacts.
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PK 18 Reduce Park and Facility Maintenance Capacity - ($270,000) Ongoing Reduction This proposal would eliminate one full-time Automotive Equipment Operator I position from the Heavy Equipment group, a Plumber from Central Services, and a Maintenance Mechanic from the playgrounds and park amenities maintenance group. These positions are currently budgeted within the Assets & Development Division. All three of these positions are critical for providing maintenance and repair services for parks, park facilities, and amenities. Expected Results: Elimination of these positions will result in a reduction or elimination in our ability to respond to maintenance needs in parks, community centers, and other park facilities, as well as reduce our ability to perform health and safety inspections. Performance measures expected to be directly impacted include the percentage of residents rating the quality of park grounds and facilities as good or very good. From an operational perspective, elimination of this position will increase the internal backlog of maintenance work orders. Over time, this decreased capacity will likely increase our level of deferred maintenance.
PK 19 Regional Trails Service Reduction - ($52,000) Ongoing Reduction This reduction package reduces park maintenance services for all the regional trails:
Springwater Trail
Columbia Slough Trail
Willamette Greenway Trail
Waud Bluff Trail
Peninsula Crossing Trail Specific reductions and elimination of service include:
Closing the parking lot and trailhead restroom at SE 45th/Johnson Creek Boulevard (Springwater)
Reducing maintenance activities (litter pick-up), sign replacements and repairs, vegetation pruning and general inspection from four times per month to 1-2 times per month.
Reducing repairs of damaged pavement surfaces
Eliminating garbage cans along regional trails and in all natural areas
Reduction in reporting and cleaning homeless camps Expected Results: Recent trail counts from Metro in September 2017 indicated over 30,000 users to the regional trail system. A large portion of this use occurs at PP&R- managed sites. The regional trails system has been impacted significantly by Portland’s increasing homeless population. This proposal would further limit our ability to maintain the regional trails system and respond to impacts from campers.
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PK 20 Reduce Frequency of Downtown Restroom Cleaning - ($88,000) Ongoing Reduction Currently, eleven of the public restrooms in the downtown core are cleaned twice daily by two different contractors. This proposal would reduce the frequency of cleaning to once a day at all eleven sites. The eleven sites impacted include: two in Waterfront Park (Taylor and Ash Streets), Jamison Square, the North Park Blocks (Couch Street), the South Park Blocks (Columbia), the original Loo at the Bus Station (NW Glisan), Chapman and Lownsdale Squares, Couch Park, at South Waterfront Garden (south of RiverPlace), and Waterfront Park (Hawthorne Bridge). Expected Results: Impacts from this proposal will fall mostly to non-working visitors to downtown and homeless populations. In surveys with park patrons, access to clean restrooms are consistently noted as one of the most important park amenities. Overall, this proposal will contribute to visitors’ decreasing perceptions of the downtown area and could impact downtown business activity. With less frequent cleaning in the heavily used downtown area it is likely that park users’ satisfaction levels with the overall quality of parks would also decrease.
PK 21 Eliminate Support for Removing Invasive Species in Natural Areas - ($200,000) Ongoing Reduction This reduction package eliminates the Protect the Best program that has been in existence for almost ten years and stewards thousands of acres of Portland’s natural areas. Protect the Best (PTB) is a specialized crew of highly trained Botanic Technicians that works extensively in Forest Park, Powell Butte, Oaks Bottom, Johnson Creek, and Columbia Slough natural areas and many other park sites throughout the city. They specialize in the treatment of highly invasive species in the most intact parts of our natural area system. They keep these areas intact and highly functioning before invasive species can become well established and destroy ecosystems. This program is central to the bureau’s asset management strategy within natural area lands. If this proposal is accepted, the work will be completely eliminated, reducing Botanic Technician staff and reducing the workforce that does the daily work of environmental restoration by more than 28%. Expected Results: Natural area assets and ecosystem function will degrade. It is substantially less expensive to treat small, isolated invasive species populations than it is to try to recover ecosystems and plant communities after years of neglect. Eliminating this program and then trying to recover a natural landscape, including forest canopy, will require much more investment than continuing to invest in this program and activity. Specifically, for Forest Park, elimination of this basic maintenance will reduce the bureau’s ability to raise one-time restoration dollars for the Renew Forest Park initiative through grants and partnerships. Performance measures impacted include a reduction in the number of acres treated annually for invasive weeds and a reduction in the percentage of Natural Areas rated in good or excellent condition. In addition, the percentage of residents rating the quality of park grounds as good or very good may decline.
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PK 22 Reduction of Public Involvement Position - ($80,000) Ongoing Reduction, $150,000 One-Time Add Reduces one public involvement (PI) position that currently provides assistance to large projects and coordinates public meetings and is the lead staff on groundbreaking and dedication events to commemorate capital projects. Currently, PI positions are funded through project and General Funds. This proposal realigns remaining PI staff to be funded directly by projects and programs that they support. Due to immediate impacts to projects and programs, one-time funds are requested to accomplish existing workload that has been planned for the next year and to provide for some consultant assistance for team assessment and realignment of delivering on PI services moving forward. Expected Results: The loss of this position would mean impact on support and assistance on delivering PI work for dozens of projects annually, specifically impacting our ability to build and steward essential relationships in the community and our ability to execute necessary commemorative events for capital projects, some of which have funding partners who require stewardship. There is no correlative reduction in assets and development work. This reduction will also impact PP&R’s ability to deliver on the 5-Year Racial Equity Plan.
PK 23 Realignment of Outreach Position - ($0) One outreach position currently in Equity and Inclusion would shift to Operations & Strategies to provide critical administrative and project support to the Deputy Director and Operations & Strategies Division to deliver on bureau-wide initiatives (such as budget process). Expected Results: Maintain level of service for Operations & Strategies, which had previously had this support position. Loss of the position in Equity & Inclusion will mean the remaining team members will take on additional relationships and work. If additional support is needed then it would be funded by projects and programs requiring the support.
Add Packages PK 24 PP&R Priority Major Maintenance Capital Projects - $29.8 million General Fund One-Time Add PP&R assets have major maintenance needs of over $430 million over the next 10 years, resulting in risks to the public where there is deterioration and possible asset failure. This risk manifests itself in higher maintenance costs associated with the daily dispatches of maintenance staff from emergency to emergency, possibly closing or securing closed assets. The generous support of Portland voters in passing the 2014 Replacement Bond, along with Council’s support in funding previous one-time capital maintenance requests, is noticeably reducing some risks, but the accumulated need overwhelms PP&R’s available resources. Limited ongoing major maintenance funding must be expended on recurring major maintenance projects such as re-plastering pool shells and emergency response such as landslides and outages to prevent further deterioration of the asset portfolio and loss of service. The projects included represent the highest known risks in our asset portfolio. Absent project funding, maintenance costs will continue to increase and service levels may be reduced.
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Expected Results: Vary based on the projects funded but will include reduction in major maintenance needs and backlog, thus resulting in a reduction in risk to the public.
PK 25 Increase Support for Capital Major Maintenance - $625,000 General Fund Ongoing Addition This proposal increases ongoing General Fund by $625,000 to support Capital Major Maintenance. PP&R estimates $43 million is needed annually over the next ten years to address major maintenance needs. The Parks Replacement Bond provides a partial temporary solution, but even with bond funding an annual gap exists. Additionally, as bond funding is depleted in the next two years, the larger structural budget problem will again become evident. The current General Fund support for Capital Major Maintenance is $1.8 million. This requested addition would increase total support to $2.4 million annually and move incrementally closer to the true ongoing need. The average construction era for our major buildings is from the 1930s, when Portland’s population was around 250,000 versus the current population, which is more than double that of over 639,000. Expected Results: Additional support for major maintenance will help to slow a spiraling downward cycle of reactive maintenance whereby maintenance staff continually respond to breaks, emergencies, and safety issues -- at the expense of preventive maintenance and proactive care for safety. Performance metrics impacted over time will include a reduction to the percentage of assets rated in poor or very poor condition. In addition, as repairs are made the percentage of residents rating the condition of park facilities in good or very good condition should improve.
PK 26 Scholarships for Preschool - $80,000 General Fund Ongoing Addition During the FY 2017-18 budget process, Council directed “Portland Parks & Recreation to implement a full cost recovery plan for the Preschool Program by the end of FY 2017-18. This plan should include a scholarship component, which will be funded with an increase in program fee revenues. Outreach for the scholarship program should be targeted at communities of color and children with special needs.“ After market and best practices research, PP&R restructured the Preschool program in the following ways:
Fees increased to the level that the market will bear (on average a 28% increase); however, does not include revenue to fund scholarships
New fee structure includes cost recovery of direct costs (personnel and materials) with acknowledgment that our updated Cost Recovery Policy (coming to Council for a work session in March) will re-evaluate all programs (including this one) during implementation phase next fiscal year (please see add package PK_28) Even with these changes the program still requires a currently unfunded scholarship program component to meet the objective of the budget note.
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This proposal provides $80,000 of General Fund ongoing resources to support increasing scholarships for preschool participants. Without General Fund subsidy for scholarships, the fees would increase on average by 43% and the program could not be sustained with that level of increase. PP&R’s scholarship program is intended to provide access to programs for low-income youth and families for whom cost is a barrier. Therefore, to ensure access to those who would otherwise be priced out of the program, scholarships provided by this fund are required. Expected Results: Applications for scholarship will be accepted along with registrations. Applicants will be informed that a request for scholarship resources is pending as part of the budget process. In May the bureau will tally the amount of requested scholarship support and develop a prioritization methodology to maximize service to communities of color and children with special needs while still recovering program direct costs. This scholarship funding would allow the bureau’s preschool program to continue to be an option for lower-income families, even with the fee increases needed to achieve cost recovery.
PK 27 Long-Range Vision Plan - $575,000 General Fund One-Time Add This requests $575,000 General Fund one-time resources to support the development of the next long-range vision plan for PP&R. The bureau is currently operating under the guidance of the Parks 2020 Vision. An update of this vision is needed to guide PP&R for the next 10-12 years. The next vision plan will need to grapple with challenging issues, many of which weren’t firmly in our mindset in 2000, including climate change, equity, homelessness, landscape and fiscal sustainability, Urban Forestry and the updated tree code, levels of service, keeping people active and healthy, accessibility, the rise of biking, integration of the arts, and full accessibility and inclusion. Resources are needed for this effort to support community surveys, analytics, performance measures, detailed inventories of assets, demographic analysis, and new approaches to engage a changing Portland. Expected Results: Funding for this proposal will allow PP&R to develop the research and public engagement needed to guide the future of Portland’s parks and recreation system, as identified in City’s recent comprehensive plan update. Completion of the updated vision is central to guiding PP&R in reaching its key performance measures related to ensuring that all households are within a half mile of a park and within three miles of a full-service community center. Additionally, the updated vision will position us to be responsive to a changing and more diverse population.
PK 28 Implementation of the Cost Recovery and Financial Sustainability Plan - $150,000 General Fund One-Time Add Consultant resources are necessary to evaluate organizational resources and work alongside staff in initial implementation of Cost Recovery and Financial Sustainability Plans. This work includes evaluation of organizational resources, structuring of organization and programs/services, and full incorporation of new processes and protocols.
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Expected Results: Capacity to implement financial sustainability plan and balance sustainability needs with meeting equitable access goals. This investment is a critical need to enable PP&R to meet the goals and objectives of the bureau’s forthcoming financial plan.
PK 29 Financial Assistance for Low-Income Residents (Scholarships) - $600,000 General Fund Ongoing Addition This package proposes the allocation of $600,000 to establish a dedicated pool of funds for providing low-income populations access to fee-supported programs. The scholarship program is the bureau’s primary mechanism for ensuring access to programs for low-income youth and families. Scholarships are not currently budgeted, but instead absorbed within the bureau’s existing General Fund allocation and offered to customers through fee reductions. This approach causes difficulties for tracking and financial planning, and limits the bureau’s ability to communicate the constraints of limited resources to customers and policy makers. Over the years the bureau has increased cost recovery through fees, which has resulted in prices that in some cases are unaffordable for the city’s lowest- income populations. The scholarship demand has nearly tripled since the period before the recession and has been straining the bureau’s ability to achieve revenue targets and maintain services while providing access for low-income Portlanders. In the FY 2016-17 Budget, a one-time General Fund allocation of $100,000 was provided to support a limited-term Scholarship Coordinator to support transition to a revised policy and practice for recreation scholarships. A key refinement to the new policy is shifting to an annual award ($200 maximum in most cases) value for qualifying individuals, eliminating the need to apply multiple times per year and at individual sites. This approach provides an authentic open and equitable access for individuals and families to make their own choices as to what programs to participate in. To enable the bureau to shift from its current underfunded, informal and off-budget approach, PP&R is proposing that scholarship funds be provided by City Council to explicitly support scholarships. This dedicated funding model will provide transparency and clear policy direction to support access to recreation programs. This proposal requests $600,000 of General Fund ongoing support for scholarships, roughly equivalent to the value of existing demand. Over time, as the community becomes familiar with the new policy, the ongoing requirements for dedicated resources will be more evident. Additional need requirements and funding strategies can be developed in conjunction with the bureau’s Cost Recovery Policy update and financial planning efforts now underway. Expected Results: Funding of this request will allow PP&R to provide a more transparent and predictable approach to funding scholarships for low-income youth and families. Through new performance measures PP&R will be tracking the utilization of scholarships at various locations and programs throughout the city. In addition, it is expected that over time the bureau will have demographic data to identify populations most impacted by the scholarship program.
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PK 30 Development of Culturally Responsive Communications Practices and Graphics - $150,000 General Fund One-Time Add PP&R has a substantial untapped market for recreation programs among Portland residents, especially people of color. A first step in creating more inclusive communications is to update communications practices and protocols, including graphic design standards and templates. This budget package is a one-time investment for consultants with specialized skills and experience to redevelop the outdated 2004 PP&R Graphics Standard Manual to be relevant to our current communication and branding needs (current brand standards have limited effectiveness in current market). The new manual will include best practices for communicating with specific communities of color, immigrants, and refugees as well as new manual for forms, colors, fonts, photos and templates. Expected Results: Consistent with the bureau’s Strategic Plan and 5-Year Racial Equity Plan desired outcomes, this proposal will allow us to make investments that lead to increased participation among communities of color that have not historically participated in our programs. Results from these investments will be tracked by an expected increase in the number of people of color participating in our programs over time.
PK 31 Operations and Maintenance - $162,617 General Fund Ongoing Addition This proposal is for General Fund ongoing to support Operations and Maintenance (O&M) for new assets coming online in FY 2018-19. This includes O&M to support a new natural area near the recently completed Sellwood Bridge. This request also adds indirect support for an Organizational Management/Personnel Administrator to meet the increasing administrative demands of Workforce Development personnel in day-to-day personnel actions. Specifically, this position will manage and track all personnel files, provide confidential support to the workforce development team, assist FMLA coordinator with FMLA timesheets, assist payroll coordinator with workers compensation tracking and time entry, review and ensure compliance with training/travel requests, and augment casual spring/summer casual hire processing. In addition, this position will provide direct support for the PP&R career track, mentorship, and internship programs. Expected Results: Funding to support operations and maintenance for new parks and park facilities is key to maintaining a consistent level of service in the community. Without adequate O&M, PP&R’s maintenance backlog will continue to grow over time and residents’ satisfaction with service levels will decline. In addition, O&M funding supports the associated overhead that is needed to maintain a growing parks system, including marketing, legal, data and financial analysis, risk management and technology support. This addition is a critical need that would have been the priority for overhead funding, which was not funded incrementally in the FY 2017-18 Budget. This specific O&M request includes resources to provide support for PP&R’s growing and diverse workforce.
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PK 32 Vera Katz Eastbank Esplanade Maintenance Reboot - $500,000 General Fund One-Time and $250,000 General Fund Ongoing Addition For the past few years, there have been an increasing number of homeless camps and illegal structures, as well as more debris piling up in various locations along the Vera Katz Eastbank Esplanade. Increased traffic along the Vera Katz Eastbank Esplanade has required maintenance crews to devote more time than usual removing materials from numerous camp sites along the riverbank (Steel Bridge to Hawthorne Bridge), and as a result, neglecting basic park maintenance responsibilities such as horticulture. One-time funding is requested to fund specific work on maintenance needed on the Vera Katz Eastbank Esplanade. The work would include General Fund one-time support for limited-term staff, installing vandal-proof lighting, staff support to improve landscaping, irrigation, deteriorating walkways, and overall degradation of facilities. Ongoing funding is requested for two Ranger positions to patrol the area and help to reduce vandalism and homelessness activity, and staff to support increased cleanup and maintenance. Expected Results: The Vera Katz Eastbank Esplanade is one the most utilized trails in PP&R’s system. Recent trail counts indicated over 400 users per hour near the Burnside Bridge crossing. This proposal could have significant impact for improving users’ experience as well as an investment towards reducing long-term maintenance needs.
PK 33 Fee Increases to Support Enhanced Tree Permitting Service Levels - $770,000 New Fee Revenue This proposal implements the Mayor’s directive to expedite development permitting and increase service levels by adding staff and strategically realigning Urban Forestry’s organizational structure to improve permitting services. Nine additional FTE positions are added by increasing development permit fees closer to full cost recovery. New positions include four arborists and one Senior Administrative Specialist within the Urban Forestry Operations, three development permitting staff, one tree tech lead. In FY 2018-19 the positions are projected for partial year expense during realignment and hiring so the funds can be used for equipment and other one-time materials needs. Increased revenue from fees will more adequately fund permitting staff to provide more timely service levels. Additional fee revenue will allow shifting existing General Fund resources to operations and maintenance of the city’s urban forest. The proposed average permit increase is between $200 to $300 per permit. Overall, this proposal provides expanded staffing and clearer division of responsibilities in permitting and operations, allows apprenticeship opportunities through the Trainee Program and provides support to further the City’s racial equity goals. Expected Results: Since Title 11 implementation, Urban Forestry has had three Tree Inspectors assigned to development permitting. Over that period, development permit volume has increased from 1,461 in FY16 to an estimated 2,300 in FY18. These numbers do not fully capture the full responsibilities of Tree Inspectors, which include emergency response, programmatic permits, and capital
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improvement projects. This package adds three new Tree Inspectors and four new arborists in Operations and shifts responsibility for emergency tree response from Tree Inspectors to PP&R Urban Forestry Operations staff, which will improve customer service to development permit applicants through decreased permit turn- around time.
PK 34 Hazardous and Abandoned Boat Enforcement - $98,000 General Fund Ongoing Addition This proposal is to provide General Fund ongoing resources to fund the Multnomah County Sheriff’s Office River Patrol to enforce stated laws at all bureau boat landings, docks and marinas. In addition, this proposal provides funds for the towing, storage and disposal of most hazardous of boats—which impact liability, health, and safety of our parks. This proposal leverages $30,000 from Riverplace Business Association in the first year, reducing the FY 2018-19 need to $68,000. Expected Results: PP&R began contracting with the Multnomah County Sheriff’s Office River Patrol in 2015 in the Riverplace Marina area when Council began funding the services, but funding was discontinued in FY 2017-18. There was a noticeable reduction in nuisance unwanted activity in the South Waterfront during this time. Park exclusions issued in the South Waterfront by Rangers decreased from 55 in FY 2014 to 5 in FY 2015 and 3 in FY 2016. This proposal would support an expansion to other marina parks, where we have seen increased nuisances and calls for services in recent years.
PK 35 Portland Parks Foundation - $100,000 General Fund Ongoing Addition This proposal requests $100,000 in General Fund ongoing resources to provide support to the Portland Parks Foundation (PPF). PPF was founded in 2001 as part of the 2020 Vision planning process for parks, based on the analysis that public- private partnerships would be increasingly important in the future to the health of Portland’s public park system. To date, the PPF has raised and/or administered more than $13 million in funds for capital improvement of parks and support of parks programs. PPF also provided leadership and advice, and encouraged community engagement for the referring of the City’s $68 million parks bond measure in 2014. The Portland Parks Board’s Financial Stability Committee supports operating support for PPF. Support for foundation fundraising from a beneficiary organization is common practice.
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Expected Results: In June, 2016 the city authorized a one-time operating support grant of $50,000. In September 2016 PP&R and PPF signed a Memorandum of Understanding (MOU) that pledged PP&R to explore opportunities for continued operating support of PPF. In the 18 months following receipt of the $50,000 grant in 2016, PPF has:
Raised $1.6 million in gifts and pledges for the Footbridge Over Burnside (to be built in 2018)
Raised $118,000 in gifts and pledges for Cully Park
Raised and/or administered $40,585 for Summer Free For All
Raised over $200,000 in operating support for PPF from non-city sources, including over 500 donors
Supported park programs (e.g., recreational scholarships) with grant funds and/or administrative support, including Cully Park, Friends of Brooklyn Park, Albina Vision, Friends of Tanner Creek Park, Friends of Peninsula Park Rose Garden, Friends of Mt. Tabor Park, and Leach Botanical Garden
Coordinated Parke Diem 2016, with more than 500 volunteers working in some 35 parks
Trained representatives of 18 parks groups in volunteer recruitment and fundraising
Committed to principles of equity, diversity and inclusion in its operations and its new strategic plan
Developed (in 2016) and renewed (in 2017) an MOU with PP&R to guide collaborative planning and activity
Recruited eight new board members
PK 36 Seismic Needs Assessment- PP&R Facilities - $500,000 General Fund One- Time Add PP&R hosts millions of visitors annually in our buildings and parks. At least 32 of these buildings and structures are unreinforced masonry (URM) – a particularly vulnerable type of building in the event of a major earthquake. This proposal request $500,000 of General Fund One-Time resources to begin seismic vulnerability, retrofit design and architectural services to assist with cultural significance, functionality and general asset performance determination elements for key assets including:
Multi-purpose community centers (including Matt Dishman Community Center, Mt. Scott Community Center, Charles Jordan Community Center, Southwest Community Center, and East Portland Community Center)
Historic buildings (including IFCC, Community Music Center, Multnomah Arts Center, Pittock Mansion and Rose Festival Visitor’s Information Center, Rose City Clubhouse, Lair Hill Building)
Neighborhood park structures and other URM structures Expected Results: Obtaining the technical feasibility and cost of seismic retrofits will enable compliance with expected and existing City seismic policies (including
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a contemplated mandatory retrofit ordinance). This investment will also allow for better planning of PP&R future asset needs. Specifically, this information will allow PP&R to be in a better position to seek state grant funding for seismic improvements. Overall, this work will provide better information to consider future Capital Improvement Program (CIP) needs as well as the bureau’s approach to divesting of some assets.
PK 37 Utility Efficiencies - $500,000 General Fund One-Time Add This proposal is for investing $500,000 of General Fund one-time dollars to realize ongoing energy and utility use reductions. (Ongoing reductions are captured within the bureau’s PK 01 reduction proposal.) This proposal is comprised of three elements:
A limited-term position directed by Turf and Irrigation to tune up irrigation systems and better utilize the bureau’s central irrigation control system.
Training for Facility Maintenance Technicians (FMTs) so that the bureau can better utilize its recent investment in Direct Digital Controls (DDC) for major buildings. In addition to DDC training, FMTs would learn about other innovative strategies for managing lighting, building envelope, heating, cooling, and ventilation of a building optimally.
Energy Savings Performance Contract (ESPC). In the spring of 2017, City Council supported an alternative procurement model enabling PP&R to work with a contractor to make facility investments that provide long-term energy savings. Facility investments will be funded by debt financing, which is then paid back from expected future energy savings. This budget package allows General Fund investment in projects to achieve future savings while also meeting PP&R’s investment requirements for debt-financed capital projects. Expected Results: Expected ongoing savings from this proposal are expected to be at least $125,000. This amount is realized as savings within budget package PK 01. Longer-term savings are expected to be achieved from the investment in training to Facility Maintenance staff and the ESPC. In addition, energy-saving capital investments from the ESPC will have the effect of helping to improve the condition of PP&R’s facilities. Performance metrics impacted over time will include a reduction in the percentage of assets rated in poor or very poor condition. In addition, as repairs are made, the percentage of residents rating the condition of park facilities in good or very good condition should improve.
PK 38 Fire Threats of Portland Forested Areas Risk Assessment - $100,000 General Fund One-Time Add With the recent wildfires in the region and the effects of climate change—hotter, drier summers—the City of Portland needs to more deeply understand and prepare for fire risks due to climate change. The city has heavily forested areas along the Westside Wildlife Corridor that include Forest Park, Washington Park, Marquam Nature Park, SW Terwilliger Parkway, George Himes Park and River View Natural Area, and in east Portland at Powell Butte, Buttes Natural Areas,
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Rocky Butte, Mt. Tabor, and Kelly Butte Natural Area. This work will update and refine the 2009 City of Portland Wildfire Risk Reduction Report that was completed by an interbureau team. This analysis will also provide information for Renew Forest Park, a 20-year strategic plan initiative aimed at restoration, rebuilding and renewing access to this important ecological system and habitat area. Portland Fire & Rescue (PF&R) and PP&R are proposing to analyze existing and future fire risks in these forested areas due to climate change and PF&R is also requesting funding to partner and support this assessment. The Oregon Department of Forestry already identifies Portland as a ’community at risk’ due to current wildfire risk. The analysis will consider evolving risk factors due to climate change as well as mitigation strategies like defensible space, emergency vehicle access, water supplies, hazardous fuel reduction, evacuation routes, and public education. Partners in this analysis will include the U.S. Forest Service and the Oregon Department of Forestry. Expected Results: The outcome of this work will be an update to the Forested and Wildfire Interface Areas Fire Protection Plan (Ref. City Ordinance 3.22.180) and request for future implementation funds. The entire city and region will benefit from understanding the wildfire risks by:
Implementing measures to reduce the risk of occurrence
Minimizing potential loss of life and property if a wildfire starts
Establishing working relationships with federal and state fire agencies
PK 39 Demolitions and Removal of Hazardous Structures - $300,000 General Fund One-Time Add The purpose of this one-time add is to provide resources to clear some backlogged demolitions before extremely hazardous situations arise and to provide support for accelerating divestitures including appraisals, surveys, and other process support. PP&R implemented a process in 2016 to identify and develop the business case for demolition of built assets that pose a hazard to the public, have outlived their useful lives, and otherwise do not make sense to sustain. Due to permitting, safety, and work requirements, these demolitions can cost $50,000 - $150,000. Additionally, some assets may be whole or severable properties which others may be able to put to higher and better use. Expected Results: Demolition of our most degraded facilities will have the effect of marginally improving the overall condition of the asset condition. Specifically, the total percentage of assets rated in very poor condition should decrease.
PK 40 Maintain campsite cleanup at PP&R properties - $136,854 General Fund Ongoing Addition This requests $136,854 in ongoing General Fund to maintain cleanup at PP&R properties impacted by camping and houselessness. In FY 2017-18, Council provided PP&R funding for support of the Homelessness and Urban Camping Impact Reduction Program managed centrally through the Office of Management and Finance (OMF). The costs for the program have increased substantially as a result of shifting the program to an ongoing program, inflation in cost for the
28Page 36 City ofCity Portland of Portland, Parks & Oregon Recreation – FY - 2018-19Requested Requested Budget FY Budget 2018-19 Summary of Budget Decisions | Capital Budget Portland Parks & Recreation Parks,Portland Recreation, Parks and Cultural and Service Recreation Area Funds Portland Parks and Recreation CleanStart and Immediate Response portions of the program, and an increase in CleanStartoverall cost and allocation Immediate to PP&R Response based portions on estimated of the usage. program, The and full anprogram increase costs in overalland impact cost toallocation General to Fund PP&R was based not adequately on estimated funded usage. in The the full prior program year. In costs order andto balance, impact the to General existing Fund funding was was not shifted adequately to primarily funded supportin the prior the year. operations In order tothrough balance, OMF the and existing eliminates funding funding was shifted previously to primarily allocated support to perform the operations cleanups. throughWithout OMFincreased and funding,eliminates PP&R funding will previously not have capacity allocated to cleanto perform up properties cleanups. and Withoutwill have increased a negative funding, impact PP&R on safety will and not livability. have capacity to clean up properties and Expectedwill have Results:a negative This impact add package, on safety in and combination livability. with a package from OMF, Expectedwould provide Results: adequate This add funding package, to maintain in combination the Council with a authorized package from program OMF, at wouldcurrent provide service levels.adequate The funding number to of maintain Parks Ranger the Council calls for authorized service for program camping at currentissues in service parks haslevels. increased The number from 40% of Parks of all Ranger calls in calls 2016 for toservice 53% of callsfor camping in 2017. issues in parks has increased from 40% of all calls in 2016 to 53% of calls in 2017. Capital Budget Capital Budget
Capital Summary Capital Summary
CIP Highlights PP&R has in excess of $1.4 billion (replacement value, not including land value) in CIP Highlights PP&Rassets spreadhas in excess over 11,697 of $1.4 acres billion of park (replacement space. The value, Capital not Improvement including land Program value) in assets(CIP), whichspread builds over 11,697 upon acres City priorities, of park space. Parks The 2020 Capital Vision, Improvement and the Total Program Asset (CIP),Management which builds Plan, has upon two City primary priorities, objectives: Parks 2020 sustaining Vision, and and modernizing the Total Asset Managementexisting asset Plan,functionality, has two and primary growing objectives: the system sustaining in order and to modernizing provide equal existingrecreation asset opportunities functionality, to all and residents. growing PP&R the system strives in to: order to provide equal recreationProtect opportunities and maintain to those all residents. existing assets PP&R that strives provide to: community levels of service through maintenance, rehabilitation and renewal. Protect and maintain those existing assets that provide community levels of serviceProvide through new service, maintenance, expand capacity rehabilitation to accommodate and renewal. growth and provide equitable levels of service through the expansion of existing facilities and the Provide new service, expand capacity to accommodate growth and provide construction of new parks and facilities. equitable levels of service through the expansion of existing facilities and the constructionImprove efficiency, of new environmental parks and facilities. quality, and energy conservation wherever possible. Improve efficiency, environmental quality, and energy conservation wherever possible.
Major Issues PP&R continues to face several key challenges in relation to capital investment. Major Issues PP&R continues to face several key challenges in relation to capital investment. Unmet Service Needs ThereUnmet are Service parts ofNeeds Portland where families and residents do not have ready access Thereto parks, are recreation parts of Portland facilities, where or open families space. and Along residents with deteriorating do not have ready access toinfrastructure, parks, recreation this has facilities, been a or community open space. concern Along that with is deteriorating voiced regularly and was infrastructure,thoroughly documented this has been in the a community Parks 2020 concern Vision Plan. that PP&Ris voiced has regularly a service-level and was thoroughlygoal articulated documented in Vision in 2020 the to Parks provide 2020 a Vision park or Plan. natural PP&R area has within a service-level a half mile goalof every articulated resident in in Vision Portland. 2020 In to 2017, provide the bureau a park metor natural that service-level area within goal a half for mile 80% of everyPortlanders, resident but in 20% Portland. of Portlanders In 2017, the still bureau cannot met walk that to service-level a local park goal or natural for 80% ofarea Portlanders, within 15 minutes but 20% (average of Portlanders walking still time cannot for a walk half tomile). a local PP&R park continues or natural to area within 15 minutes (average walking time for a half mile). PP&R continues to
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work towards ensuring that 100% of Portlanders will be within a half mile of a park or natural area. Acquiring and developing new parks to meet this goal is challenged by finding appropriate properties for sale by willing sellers to serve as new parks, obtaining upfront costs for acquisition and development, and balancing limited operating and maintenance resources.
Funding As PP&R seeks alternative funding sources to respond to priority needs, some types of projects are more readily funded than others. The System Development Charge (SDC) and tax increment financing in urban renewal areas are effective sources of funding for land acquisition and project development where projects qualify. This is especially true where population growth and capacity-driven needs are the underlying premise to development. Since SDCs are intended to respond to increased capacity needs due to growth from housing and commercial development, SDCs are not able to be used for performing major maintenance activities on existing infrastructure. PP&R has a small allocation of major maintenance funding each year from the General Fund. With the passage of the Parks Replacement Bond in November 2014, PP&R has the opportunity to fund some of the most urgent major maintenance improvements for existing infrastructure through the Replacement Bond (at $68 million). The bond, however, will not fund the majority of the existing major maintenance needs, resulting in an anticipated unfunded gap estimated at $430 million over the next 10 years. Through the Long-Range Financial Plan, PP&R is exploring additional options for dedicated, stable sources of funding for operations, major maintenance and growth needs. A comprehensive solution will likely entail a strategy of multiple funding resources tailored to the timing of projects and life-cycle requirements of assets. In March of 2017, City Council approved a pilot Energy Savings Performance Contract (ESPC). Though not a panacea, this project will enable re-purposing a portion of future utility expense to invest in modern, more efficient equipment such as lighting. Potentially through Build Portland, some of our most critical, higher- cost major maintenance projects could be funded. There is unlikely to be a single solution to the funding challenges facing PP&R but rather a mix of debt and general-fund investments coupled with implementation of Asset Management best practices will be needed.
Aging Infrastructure Portland’s park system dates back to 1860 and includes many heavily used facilities and active open spaces. Aging infrastructure limits service levels in developed parks, community centers, and cultural facilities. Years of reduced investment and major maintenance have further aged infrastructure and increased the funding gap between current investment levels and what PP&R ought to be investing in capital repair, rehabilitation, and replacement of existing infrastructure. In order to best prevent accelerated asset deterioration, Parks splits the limited ongoing major maintenance into three categories: 1. Emergency & Contingency, 2. Asset Preservation, and 3. Life-cycle Replacement. As the funding gap is closed, the proportion expended in Asset Preservation and Life-cycle Replacement will increase.
Page30 38 City of PortlandCity of Portland, Parks & OregonRecreation – FY - Requested 2018-19 Requested Budget FY Budget 2018-19 Capital Budget Portland Parks & Recreation Parks,Portland Recreation, Parks and Cultural and Service Recreation Area Funds
Certainty of Operating and Maintenance Funds One of the greatest issues facing Portland’s park system is the increasing cost of operations and maintenance (O&M). A dependable, annual revenue stream for O&M is essential to maintain the existing infrastructure in the system. PP&R is dependent upon ongoing O&M funds being approved in concert with new park construction, consistent with City financial policies.
Changes from Prior The following capital projects were completed during the past year: Year
Bond Projects Completed Renovations: Argay Tennis Courts, Grant Pool, Rieke Field, Sellwood Bathhouse Roof, Matt Dishman Pool and Spa Loos: Colonel Summers Park, Wilkes Park, Parklane Park Lents Park Playground Washington Park Rose Garden Accessibility Improvements
Capital Projects Completed Developed Parks: Luuwit View Park, Willamette Park Entry and Dog Off-Leash Area Synthetic Fields: Duniway Park, Lents Park, and Strasser at Delta Park Renovations: Colwood Golf Course, Mt. Tabor Yard Staff Facilities – PART 1, Washington Park West Parking Lot, Westmoreland Park – BES Culvert work Work continues on capital projects, including but not limited to the following:
Bond Projects In Process Restrooms: Bloomington Park, Ed Benedict Park, Mt. Tabor Summit, Raymond Park Playgrounds: Couch Park, Creston Park, Kenton Park, Lynchview Park, North Park Blocks, Ventura Park Bridges: Foley-Balmer Natural Area, Forest Park, Marshall Park, Springwater Trail Maintenance Facilities: Mt. Tabor Yard and Urban Forestry Renovations: Multnomah Arts Center Seismic, Peninsula Pool, Pioneer Courthouse Square, St. John’s Community Center Roof and HVAC
Capital Projects In Process Developed Parks: Errol Heights Park, Gateway Discovery Park, Leach Botanical Garden, Parklane Park, Spring Garden Park, Thomas Cully Park, Gateway Green Pathways: Mt. Tabor and Springwater Corridor Entryways: Whitaker Ponds, Forest Park Renovations: Halprin Fountains, Mt. Scott Community Center Roof Repair, Fernhill Park Splash Pad, Laurelhurst Handrail Installation
CityCity of of Portland Portland, Parks Oregon & Recreation – FY 2018-19 - Requested Requested Budget Budget FY 2018-19 Page31 39 Portland Parks and Recreation Portland Parks & Recreation Capital Budget Parks, Recreation, and Cultural Service Area Funds
Council Goals and PP&R continues to develop its system plan, which will help the bureau meet the Priorities goals laid out in the Parks Vision 2020 Plan. Ensure Portland’s park and recreation legacy for future generations. Provide a wide variety of high-quality recreation services and opportunities for all residents. Preserve, protect and restore Portland’s natural resources to provide “Nature in the City.“ Create an interconnected regional and local system of paths and walks to make Portland “The Walking City of the West.“ Develop parks and recreation facilities and programs that promote “Community in the City.“
The PP&R 2012-15 Strategic Plan outlined several specific initiatives to improve capital asset management.
Criteria Capital projects are prioritized within the Bureau’s 20-year capital improvement program. PP&R’s approach to asset investment decisions is evolving to include more data, with staff utilizing objective data such as from census, Level of Service Studies, and Condition Assessments to help inform a ranked shortlist. The selection results are then 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, and ultimately approved or edited by leadership through the public budget process.
Capital Growth: The primary funding source is collected System Development Charges (SDC), though sometimes project-specific sources are available. Land acquisition and project scope changes typically proceed opportunistically, consistent with master plans. The following ranking criteria use data to answer these questions:
Who will be served by the expansion? (demographic data) How many will be served? (demographic data) Relatively, what is their current service? (Level of Service data) What is the cost-effectiveness of the project? (simplified metric of above and expected project cost. i.e., ‘bang-for-buck”)
Capital Maintenance: Funding sources include Bond, Major Maintenance, Capital Set Aside, and others. The primary ranking criteria use data to answer:
What is the likelihood of asset failure? (based on Condition Assessment) What is the consequence of asset failure?Portland (based on aParks System and Criticality Recreation Index) What are the equity impacts of asset failure? (based on the Service Area Vulnerability Index)
What is the cost of the project to implement and operate?
32 City of Portland, Oregon – FY 2018-19 Requested Budget Capital Planning and Budgeting Page 40 City of Portland Parks & Recreation - Requested Budget FY 2018-19
Capital Planning PP&R receives requests for capital projects throughout the year from community Process members, neighborhoods, field staff, and other public agencies. Projects are developed through a variety of planning efforts, including neighborhood, district, master, management, system Level of Service, and site-specific plans. Asset management, inventory and condition information, and staff technical knowledge also inform development of capital project requests. Because park development is integral to many other city planning efforts, PP&R staff coordinates projects with a variety of citywide teams.
City Comprehensive PP&R’s Capital Improvement Program is consistent with the existing City Plan Comprehensive Plan directives. The City’s goal is to sustain a healthy park system to make Portland a great place to live, work and play. This includes both preserving existing facilities and providing new facilities to ensure access for all. Improvements should be based on the lowest total life-cycle costs to provide equitable levels of service and broad community support, and improvements should be located in deficient areas of the park system. These projects should support neighborhood stabilization and community development projects and policies, and be consistent with park master plans.
Financial Forecast The major challenge to PP&R’s capital planning is the lack of stable revenue Overview sources in combination with urgent and unanticipated needs that can result from deferring maintenance. There have been improvements made to the capital planning process with implementation of a five-year capital forecast, an asset management assessment approach, and an iterative process that includes open discussion of 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. In 2012, PP&R restructured to assign dedicated staff to a new Asset Management group. An Asset Management Steering Committee was established in 2014, and interdepartmental advisory groups were formed. For FY 2019-23, the Capital Improvement Plan (CIP) reflects a focus 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.
City of Portland, Oregon – FY 2018-19 Requested Budget 33 Portland Parks and Recreation
Capital Budget What is the cost of the project to implement Portland and operate? Parks & Recreation Parks, Recreation, and Cultural Service Area Funds
Capital Planning and Budgeting
Capital Planning PP&R receives requests for capital projects throughout the year from community Process members, neighborhoods, field staff, and other public agencies. Projects are developed through a variety of planning efforts, including neighborhood, district, master, management, system Level of Service, and site-specific plans. Asset management, inventory and condition information, and staff technical knowledge also inform development of capital project requests. Because park development is integral to many other city planning efforts, PP&R staff coordinates projects with a variety of citywide teams.
City Comprehensive PP&R’s Capital Improvement Program is consistent with the existing City Plan Comprehensive Plan directives. The City’s goal is to sustain a healthy park system to make Portland a great place to live, work and play. This includes both preserving existing facilities and providing new facilities to ensure access for all. Improvements should be based on the lowest total life-cycle costs to provide equitable levels of service and broad community support, and improvements should be located in deficient areas of the park system. These projects should support neighborhood stabilization and community development projects and policies, and be consistent with park master plans.
Financial Forecast The major challenge to PP&R’s capital planning is the lack of stable revenue Overview sources in combination with urgent and unanticipated needs that can result from deferring maintenance. There have been improvements made to the capital planning process with implementation of a five-year capital forecast, an asset management assessment approach, and an iterative process that includes open discussion of 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. In 2012, PP&R restructured to assign dedicated staff to a new Asset Management group. An Asset Management Steering Committee was established in 2014, and interdepartmental advisory groups were formed. For FY 2019-23, the Capital Improvement Plan (CIP) reflects a focus 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.
City of Portland, Oregon – FY 2018-19 Requested Budget 33
City of Portland Parks & Recreation - Requested Budget FY 2018-19 Page 41 Portland Parks & Recreation Capital Budget PortlandParks, Recreation, Parks and Cultural and RecreationService Area Funds
It only presents projects that have anticipated funding; no unfunded projects are presented in PP&R’s five-year CIP. Because the five-year plan only includes projects with anticipated funding sources, it is a subset of the full 20-year forecast of all capital projects needed to maintain existing assets or expand the system. The funding needed for capital maintenance of the existing asset base over a 10- year forecast is over $430 million. Currently, an estimated $370 million of the anticipated major maintenance funding needs are unfunded; these needs are based on multiple assumptions. The internal allocation of discretionary General Fund resources for major maintenance is approximately $1.8 million, or $9.0 million over the five-year plan. PP&R continues to address its highest priority concerns with these funds.
Capital Programs and Projects
Capital Program Projects within the capital program meet two primary objectives: to maintain the Descriptions system and to expand the system. PP&R typically has fewer existing funding resources available to maintain the existing system than to expand the system through acquisition or new development. To act as a proper steward of public resources and budget accordingly, PP&R attempts to balance the two primary objectives by only expanding the system as resources are made available to sustain system maintenance over the long term. For maintenance and smaller growth projects, the bureau requests and sets aside funds each year so that maintenance and expansion needs can be adequately met. The bureau categorizes projects into six program areas: Acquisitions; Buildings & Pools; Developed Parks; Green Infrastructure; Recreation Features; Utilities, Roads, and Trails; and Enterprise. Each program area, except Acquisitions, includes maintenance as well as growth-related projects. The $107.19 million, five-year distribution of projects across program areas is as follows: Acquisitions - $9.48 million (9%) Building & Pools - $25.64 million (24%) Developed Parks -$40.21 million (38%) Green Infrastructure - $5.60 million (5%) Park Amenities & Trails - $3.40 (3%) Recreation Features - $8.83 million (8%) Utilities, Roads and Trails - $14.03 million (13%)
Funding Sources The diverse capital funding sources for PP&R for FY 2018-19 include the following: Bond Funding - $39.63 million 37%) General Fund (including carryover) - $4.07 million (4%) System Development Charges (SDC) - $51.06 million (48%) Other Outside Funding, Donations, PDC and grants - $4.00 million (4%) One-Time General Fund Adds - $8.43 million (8%)
34Page 42 City of CityPortland of Portland, Parks & Oregon Recreation – FY - Requested2018-19 Requested Budget FY Budget 2018-19 Portland Parks and Recreation Capital Budget Portland Parks & Recreation Parks, Recreation, and Cultural Service Area Funds
Major Projects Major Maintenance: Ongoing General Fund is approximately $1,800,000 allocated as follows: Montavilla Park Shelter - $750,000 East Portland Community Center Wet Deck Preservation - $75,000 Replaster Southwest Community Center Pool - $275,000 East Portland Community Center Parking Lot Preservation - $25,000 Matt Dishman Community Center Parking Lot Preservation - $25,000 Creston Park Pool Parking Lot Preservation - $25,000 Multnomah Arts Center Parking Lot Preservation - $25,000 Repoint Mortar at Interstate Firehouse Cultural Center - $50,000 Resurface Pier Park Tennis Court - $50,000 Remove Pier Park Assets at Risk - $75,000 Emergency and Contingency - $430,000 Buildings & Pools: Parks Replacement Bond funding will address the most critical major maintenance needs Funded projects include repairing St. Johns Community Center roof and making heating and cooling system (HVAC) upgrades, repairing restrooms throughout the city and providing new loos in areas that were previously underserved, renovating Peninsula Pool, making seismic repairs to the Multnomah Arts Center, and addressing Mt. Tabor Yard and Urban Forestry maintenance facilities’ needs. The Parks Replacement Bond is also funding major roof and other HVAC repairs at Pioneer Courthouse Square. Green Infrastructure: Prosper Portland (formerly the Portland Development Commission) and System Development Charges (SDCs) are currently funding improvements at Leach Botanical Garden. Mitigation funding from the Sellwood Bridge project is funding site restoration at the Riverview property. Developed Parks: Major new projects in this program include the recently completed Luuwit View Park development and Gateway Discovery Park (formerly Gateway Park & Plaza) project, as well as development projects at Spring Garden Park, Parklane Park, Whitaker Ponds, and Errol Heights Park. Recreation Features: Electrical system repair at the iconic Salmon Street Springs Fountain in Governor Tom McCall Waterfront Park is funded by the General Fund major maintenance allocation. The Parks Replacement Bond is funding the replacement of the Couch, Creston, Kenton, Lynchview, North Park Blocks, and Ventura Park playgrounds. Utilities, Roads, and Trails: PP&R will inventory and do assessments of all park bridges; this project will be funded over five years totaling $1 million dollars. This is being funded out of the General Fund major maintenance allocation. SDC will provide grant match funding for the following trail projects: Springwater, Red Electric, North Willamette Greenway over Columbia at Chimney Park, and Mt. Tabor South Access. The Parks Replacement Bond is funding trail bridge replacement on the Maple Trail, Macleay Park Trail, and the Springwater Corridor. Portland Parks andEnterprise Recreation: Neither the Golf nor Portland International Raceway funds have current plans for capital improvements.
Net Operating and As new assets such as natural areas, playgrounds, trails, and new parks are placed Maintenance Costs into service, the bureau will request resources to cover the operating and maintenance costs through the annual budget, per City financial policy, to ensure City of Portland, Oregon – FY 2018-19new Requested assets are Budget maintained and financially sustainable. 35
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Page 44 City of Portland Parks & Recreation - Requested Budget FY 2018-19 Program Area Summaries | Recreation Portland Parks & Recreation Parks,Portland Recreation, Parks and Cultural and Service Recreation Area Funds
Recreation
Description The Recreation program provides an extensive range of programmed aquatic, arts, and sports activities that are delivered at community centers, pools, parks and SUN community schools. The Recreation program also provides education and socialization opportunities that contribute to an enriched and healthy community.
Goals The PP&R Strategic Plan articulates high-level desired outcomes for the bureau to achieve over the next three years. Outcomes most relevant to service delivery in the Recreation program include the following:
Increased access to recreation programs for all Portlanders, with a special focus on teen, culturally diverse, and low-income populations
Performance Performance in the Recreation program is informed by strategies and goals in the bureau’s Recreation Revolution Service Delivery Strategy and the bureau’s Cost Recovery Policy (currently in process of update) for fee-supported programs. As of 2016 total costs recovery from non-tax revenue was 36%. Demand for scholarships has been consistent in recent years with $630,000 of services granted annually to individuals through scholarships.
Changes to Services and Activities If approved, the requested budget for Recreation programs would result in several significant reductions to service, the largest being the elimination of PP&R programming at Sellwood, Hillside, Fulton, and Woodstock Community Centers, as well as Laurelhurst Dance Studio. To enable the bureau to shift from its current underfunded, informal and off-budget approach, PP&R is proposing that funds be provided by City Council to explicitly support scholarships. This dedicated funding model will provide transparency and clear policy direction to support access to preschool and recreation programs.
Requested No Actual Actual Revised DP Requested FTE & Financials FY 2015-16 FY 2016-17 FY 2017-18 FY 2018-19 FY 2018-19
FTE 220.67 273.23 274.12 222.25 209.25 Expenditures Aquatics 6,544,168 6,400,586 6,711,712 5,977,841 5,977,841 Arts 2,164,569 2,049,767 1,925,763 2,287,446 2,212,897 Community and Socialization 14,449,555 15,487,569 17,752,368 17,202,082 16,824,773 Sports and Games 13,096,873 12,321,438 12,747,196 11,944,583 11,943,273 Total Expenditures 36,255,165 36,259,360 39,137,039 37,411,952 36,958,784
CityCity of of Portland Portland, Parks Oregon & Recreation – FY 2018-19 - Requested Requested Budget Budget FY 2018-19 Page37 45 Portland Parks & Recreation Program Area Summaries | Recreation Parks,Portland Recreation, Parks and Cultural and ServiceRecreation Area Funds
Actual Actual Yr End Est. Base Target Performance FY 2015-16 FY 2016-17 FY 2017-18 FY 2018-19 FY 2018-19
Efficiency Total cost recovery rate for fee supported programs 36% NA 35% 35% 35% Key Performance Measure Percentage of residents rating the overall quality of recreation 72% 87% 87% 87% 85% centers and activities as good or very good Output Total number of golf rounds played 360,615 310,299 345,000 345,000 345,000 Workload Portland International Raceway number of use days 563 482 482 482 482 Portland International Raceway attendance (estimated) 300,000 280,000 300,000 320,000 320,000
Page38 46 City of PortlandCity of Portland, Parks & RecreationOregon – FY - Requested 2018-19 Requested Budget FY Budget 2018-19 Program Area Summaries | Support Portland Parks & Recreation Parks,Portland Recreation, Parks and Cultural and Service Recreation Area Funds
Support
Description The Support program includes services such as financial management, long-range planning, employee services, strategy, policy development, and performance monitoring.
Goals The PP&R Strategic Plan articulates high-level desired outcomes for the bureau to achieve over the next three years. The Support program provides services to all other programs and activities of PP&R, and is involved in progress towards all the outcomes of the Parks Strategic Plan. Outcomes most relevant to services within the Support program include the following:
Increased diversity and training of our existing workforce
A safe environment for all employees and customers
Completion of a long-term vision plan that ensures a legacy of access to park, recreation, and tree-related services for future generations
Performance Performance tracking in the Support program relates to internal efforts to diversify PP&R’s workforce, increase employee satisfaction, and support efforts towards reducing greenhouse gas emission. PP&R administers an annual employee survey to all employees. Efforts to diversify the workforce are guided by objectives in the bureau’s 5-Year Racial Equity Plan. Overall employee satisfaction has declined from the prior year to 66%. Employees rating the quality of internal communications as good declined from to 47% to 44%.
Changes to Services and Activities To be in line with the Mayor’s direction to provide 5% reductions the FY 2018-19 budget request within the Support program would reduce capacity to invest in data applications and reduce support for data systems and operations. A realignment would shift one staff from outreach to provide critical administrative and project support to Operations & Strategies. Funding is requested to provide a much-needed update of the bureau’s long-range Vision plan.
Requested No Actual Actual Revised DP Requested FTE & Financials FY 2015-16 FY 2016-17 FY 2017-18 FY 2018-19 FY 2018-19
FTE 76.82 81.17 88.17 83.42 84.42 Expenditures Business Services 14,497,421 15,483,087 17,296,297 18,646,892 18,389,976 Planning 1,044,936 1,347,796 954,353 1,353,027 1,928,027 Total Expenditures 15,542,357 16,830,883 18,250,650 19,999,919 20,318,003
CityCity of of Portland Portland, Parks Oregon & Recreation – FY 2018-19 - Requested Requested Budget Budget FY 2018-19 Page39 47 PortlandPortland Parks Parks &and Recreation Recreation Program Area Summaries | Support Parks, Recreation, and Cultural Service Area Funds
Actual Actual Yr End Est. Base Target Performance FY 2015-16 FY 2016-17 FY 2017-18 FY 2018-19 FY 2018-19
Efficiency Number of workers compensation claims per 100 workers 8.40 9.30 7.00 7.00 7.00 Outcome Percentage of employees satisfied or very satisfied 70% 66% 66% 66% 60% Percentage of employees rating internal communication as good 47% 44% 44% 44% 42% or very good Employees of color as a percentage of total 31% NA 31% 31% 31% Female employees as a percentage of total 56% 57% 57% 57% 57% Output Annual amount of greenhouse gas emissions 12,433 11,988 11,000 11,000 10,000
40 City of Portland, Oregon – FY 2018-19 Requested Budget Page 48 City of Portland Parks & Recreation - Requested Budget FY 2018-19 Program Area Summaries | Infrastructure Portland Parks & Recreation Parks,Portland Recreation, Parks and Cultural and ServiceRecreation Area Funds
Infrastructure
Description The Infrastructure program includes all activities related to maintenance, capital construction, and design of PP&R facilities, structures, grounds, parks and natural areas. The Infrastructure program also includes all aspects of property acquisition, disposition, and management as well as most of the bureau’s Urban Forestry Division.
Goals The PP&R Strategic Plan articulates high-level outcomes for the bureau to achieve over the next three years. Outcomes most relevant to service delivery in the Infrastructure program include the following:
Implementation of new management practices and systems that improve the maintenance, ecological health, and overall quality of park lands
Increased capacity to improve and sustain services provided by the city’s urban forest
Development of new recreation assets that achieve an equitable level of service
Safe, functional and reliable recreation experiences through effective management and maintenance of all park facilities
Performance Performance tracking in the Infrastructure program is guided by the bureau’s Asset Management program and the Parks 2020 Vision and the Urban Forestry Management Plan. The Asset Management program provides measures related to best practices in the management of park grounds, facilities, and amenities. Funding levels for facility maintenance remain below the target level of 4% of current replacement value. If this trend continues, the condition of facilities over time will further decline. With one-third of total assets assessed, the percentage of park assets rated in fair or better condition is 50%. The Parks 2020 Vision identifies a goal to provide access to a park within half-mile of every household. Similarly, access to a full-service community center is to be provided within a three-mile radius of all Portland households. Park and community center access continues to be limited for many neighborhoods in Portland, with approximately 20% of households lacking access to a park in their neighborhood and 70% of households lacking access to a full-service community center. The city’s tree canopy coverage has increased from 27% to 31% over the last 15 years. The City has a goal to increase tree canopy cover to 33%.
Changes to Services and Activities The Mayor’s budget guidance of providing 5% reductions will have a substantial impact to Infrastructure programs, with significant reduction in the ability to maintain aging assets. Proposed reductions include the elimination of staff to support facility maintenance, natural areas, parks, and reducing support for the regional trails system.
City ofof PortlandPortland, Parks Oregon & Recreation – FY 2018-19 - Requested Requested Budget Budget FY 2018-19 Page41 49 Portland Parks & Recreation Program Area Summaries | Infrastructure Parks,Portland Recreation, Parks and Cultural and ServiceRecreation Area Funds
New General Fund resources are included in the budget request to address the backlog of major maintenance, including an ongoing request to support capital major maintenance. PP&R has also identified, and is requesting an add package for, the Vera Katz Eastbank Esplanade as needing targeted attention for asset maintenance and security. Fee increases for new developments are proposed to increase service levels and improve turnaround times for tree permitting, emergency response to tree failures and overall tree maintenance.
Requested No Actual Actual Revised DP Requested FTE & Financials FY 2015-16 FY 2016-17 FY 2017-18 FY 2018-19 FY 2018-19
FTE 212.75 226.50 230.75 229.25 226.25 Expenditures Capital Development 13,044,876 33,821,246 98,688,923 86,180,991 116,605,991 Maintenance 28,783,053 29,994,594 34,660,705 35,192,620 35,377,078 Property 865,376 1,288,369 2,657,324 1,450,487 2,750,487 Total Expenditures 42,693,305 65,104,209 136,006,952 122,824,098 154,733,556
Actual Actual Yr End Est. Base Target Performance FY 2015-16 FY 2016-17 FY 2017-18 FY 2018-19 FY 2018-19
Key Performance Measure Percentage of residents living within three miles of a full- service 70% 70% 70% 70% 70% community center Number of acres of invasive weeds treated annually 2,173 1,914 1,900 1,900 1,000 Percentage of residents living within one-half mile of a park or 81% 80% 81% 81% 81% natural area Percentage of Assets rated in Fair or Better Condition 50% 50% 48% 53% Output Number of park acres per 1,000 residents 19.10 18.70 18.00 18.00 18.00 Workload Number of miles of regional trails 156 157 157 157 157 Number of acres of natural areas 7,921 7,883 7,900 7,900 7,900
Page42 50 City of PortlandCity of Portland, Parks & RecreationOregon – FY - Requested 2018-19 Requested Budget FY Budget 2018-19 Program Area Summaries | Community Portland Parks & Recreation Parks,Portland Recreation, Parks and Cultural and Service Recreation Area Funds
Community
Description
The Community program includes services related to community engagement, leadership, public safety, sponsorship, volunteers, and communications.
Goals The PP&R Strategic Plan and 5-Year Racial Equity Plan articulate high-level desired outcomes for the bureau to achieve over the next three years. Outcomes most relevant to service delivery in the Community program include the following:
Marketing, customer service and outreach strategies in place that result in increased participation in PP&R programs among diverse populations
Performance Volunteers donated about 474,000 hours to PP&R in FY 2017. Perception about the safety of parks had been decreasing since FY 2014-15 as evidenced by the City Auditor’s resident survey. The survey is now discontinued, but in a recent community survey commissioned by PP&R 30% of respondents indicated safety as a barrier keeping them from visiting a park.
Changes to Services The FY 2018-19 budget request within the Community program includes and Activities elimination of 1.0 FTE public involvement staff but also requests funding to maintain the position for the year to complete scheduled projects. Additional funding requests include General Fund support from the Multnomah County Sheriff’s river patrol in order to expand coverage to more PP&R docks and marinas and support for the development of communication practices and graphics to be responsive to our changing demographics. Funding is also requested to support the Portland Parks Foundation to continue their fundraising efforts that directly supports PP&R capital projects.
Requested No Actual Actual Revised DP Requested FTE & Financials FY 2015-16 FY 2016-17 FY 2017-18 FY 2018-19 FY 2018-19
FTE 69.88 85.43 101.80 90.57 91.57 Expenditures Community Engagement 4,388,455 3,796,524 5,124,894 4,841,519 4,767,735 Leadership and Advocacy 711,260 813,094 654,959 1,152,697 1,396,405 Marketing & Communications 757,479 844,915 1,050,965 1,123,321 1,273,321 Visitor Services 5,650,579 6,166,285 8,315,997 10,604,970 10,970,230 Total Expenditures 11,507,773 11,620,818 15,146,815 17,722,507 18,407,691
CityCity of of Portland Portland, Parks Oregon & Recreation – FY 2018-19 - Requested Requested Budget Budget FY 2018-19 Page43 51 Portland Parks & Recreation Program Area Summaries | Community Parks,Portland Recreation, Parks and Cultural and Service Recreation Area Funds
Actual Actual Yr End Est. Base Target Performance FY 2015-16 FY 2016-17 FY 2017-18 FY 2018-19 FY 2018-19
Output Number of annual volunteer hours 457,557 473,675 475,000 475,000 475,000 Percent of funding from gifts, grants and donations 2% 2% 2% 20% 20%
Page 52 City of Portland Parks & Recreation - Requested Budget FY 2018-19 44 City of Portland, Oregon – FY 2018-19 Requested Budget Performance Measures Portland Parks & Recreation Parks,Portland Recreation, Parks and Cultural and Service Recreation Area Funds
Performance Measures
Percentage of Residents Living within 3 Miles of a Full-Service Community Center The Parks 2020 Vision identifies a goal to provide access to a full-service community center within 3 miles of every household. Little change has been realized since the completion of the East Portland Community
Center pool in 2009. Additional resources Percentage will be needed in the future to achieve this goal.
Acres of Invasive Weeds Treated Annually In an effort to improve ecological function, PP&R treats natural area lands for the removal of invasive weeds. Natural area lands are treated using a combination of tools, including manual removal and chemical treatment where appropriate. Efforts are focused on land with the highest
ecological value. The requested budget Number of Acres proposes elimination of Protect the Best program, which would significantly reduce the bureau's capcity to complete this work.
Households Living Within 1/2 Mile of a Park As of 2016, 81% of Portland households lived within 1/2 mile of a developed park or natural area. The largest park-deficient areas exist in the outer East Portland and central Northeast neighborhood areas. While recent SDC investments have been taking steps
toward this goal, a large growth bond is Percentage needed to make measurable progress toward the 100% goal and approach the vision of a fair and equitable parks system for all Portlanders.
CityCity of of Portland Portland, Parks Oregon & Recreation – FY 2018-19 - Requested Requested Budget Budget FY 2018-19 Page45 53 Portland Parks & Recreation Performance Measures Parks,Portland Recreation, Parks and Cultural and ServiceRecreation Area Funds
Percent of PP&R Assets Rated in Fair or Better Condition This measure identifies, for assets that have been assessed (30% to date), the percentage rated as being in Fair, Good or Excellent condition.
Page 54 City of Portland Parks & Recreation - Requested Budget FY 2018-19 46 City of Portland, Oregon – FY 2018-19 Requested Budget Summary of Bureau Budget | Resources & Requirements Portland Parks & Recreation Summary of Bureau Budget Portland Parks and Recreation Parks, Recreation, and Cultural Service Area Funds
Actual Actual Revised Requested No DP Requested FY 2015-16 FY 2016-17 FY 2017-18 FY 2018-19 FY 2018-19 Resources External Revenues Taxes 897 768 2,076 0 0 Licenses & Permits 1,525,994 1,346,654 1,120,328 1,325,328 1,380,328 Charges for Services 53,332,592 60,757,749 44,278,108 46,386,461 46,333,736 Intergovernmental 1,506,609 1,386,533 1,690,169 2,253,673 2,253,673 Bond & Note 28,423,207 0 18,841,500 10,740,000 10,740,000 Miscellaneous 4,792,137 6,695,885 3,323,334 2,494,635 2,524,635 Total External Revenues 89,581,436 70,187,589 69,255,515 63,200,097 63,232,372 Internal Revenues General Fund Discretionary 56,372,127 61,519,710 63,379,220 65,323,795 97,751,078 Fund Transfers - Revenue 4,326,207 12,148,141 3,746,739 1,870,026 1,870,026 Interagency Revenue 1,949,966 2,087,709 2,424,223 2,005,530 2,005,530 Total Internal Revenues 62,648,300 75,755,560 69,550,182 69,199,351 101,626,634 Beginning Fund Balance 52,333,249 97,100,322 110,105,140 134,922,938 134,922,938 Total Resources $204,562,985 $243,043,471 $248,910,837 $267,322,386 $299,781,944 Requirements Bureau Expenditures Personnel Services 60,712,721 63,723,080 69,413,392 71,743,939 70,826,838 External Materials and Services 30,104,481 31,895,770 33,315,309 55,681,592 89,020,742 Internal Materials and Services 11,320,187 11,452,900 11,995,542 13,422,233 13,459,742 Capital Outlay 3,861,218 22,743,520 93,817,213 57,110,712 57,110,712 Total Bureau Expenditures 105,998,607 129,815,270 208,541,456 197,958,476 230,418,034 Fund Expenditures Debt Service 735,835 628,970 774,247 758,827 758,827 Contingency 0 0 36,868,507 67,204,472 67,204,472 Fund Transfers - Expense 728,221 3,101,192 2,563,935 1,234,870 1,234,870 Total Fund Expenditures 1,464,056 3,730,162 40,206,689 69,198,169 69,198,169 Ending Fund Balance 97,100,322 109,498,039 162,692 165,741 165,741 Total Requirements $204,562,985 $243,043,471 $248,910,837 $267,322,386 $299,781,944 Programs Budget & Economics 7 0 0 0 0 Community 11,507,773 11,620,818 15,146,815 17,722,507 18,407,691 Engineering (5) 0 0 0 0 Infrastructure 42,693,305 65,104,209 136,006,952 122,824,098 154,733,556 Recreation 36,255,165 36,259,360 39,137,039 37,411,952 36,958,784 Support 15,542,357 16,830,883 18,250,650 19,999,919 20,318,003 Watershed 5 0 0 0 0 Total Programs 105,998,607 $129,815,270 $208,541,456 $197,958,476 $230,418,034
CityCity of of Portland Portland, Parks Oregon & Recreation – FY 2018-19 - Requested Requested Budget Budget FY 2018-19 Page47 55 PortlandPortland Parks Parks and & Recreation Recreation Summary of Bureau BudgetCIP | CIP Summary Summary Parks, Recreation, and Cultural Service Area Funds
This table summarizes project expenses by capital programs.
Bureau Capital Program Revised Requested Capital Plan Project Prior Years FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 5-Year Total
Acquisitions Central City Park Acquisition 0 3,000,000 7,000,000 0 0 0 0 7,000,000 Non Central City Park Acquistions 0 5,480,000 3,975,000 0 0 0 0 3,975,000 Program Total Acquisitions 0 8,480,000 10,975,000 0 0 0 0 10,975,000
Buildings & Pools Auto Locking Restrooms 0 500,000 500,000 0 0 0 0 500,000 Bloomington Park Restroom 70,446 340,000 100,000 0 0 0 0 100,000 Colonel Summers Park Loo 392,337 364,100 600,000 0 0 0 0 600,000 Computer Hardware Equipment 198,339 99,000 99,000 0 0 0 0 99,000 Reserve Couch Park Loo 77,364 500,000 400,000 0 0 0 0 400,000 Ed Benedict Park Restroom Repair 26,732 75,000 50,000 0 0 0 0 50,000 EPCC Pool Replaster 0 315,000 315,000 0 0 0 0 315,000 Forestry HQ Replacement 62,814 300,000 280,000 0 0 0 0 280,000 Glenwood Park Restroom 68,550 310,000 100,000 0 0 0 0 100,000 Health, Safety, Environmental 0 0 203,000 0 0 0 0 203,000 Capital Imprvmts MAC Seismic Study 58,947 50,000 40,000 0 0 0 0 40,000 Major Maintenance 1,077,780 632,792 32,229,036 0 0 0 0 32,229,036 Matt Dishman Electrical 0 62,500 250,000 0 0 0 0 250,000 Matt Dishman Roof 0 125,000 490,000 0 0 0 0 490,000 Montavilla Community Center Roof 0 325,000 1,000,000 200,000 0 0 0 1,200,000 Mt Tabor Park Summit Restroom 383,716 162,000 80,000 0 0 0 0 80,000 Mt Tabor Yard Maintenance Facility 526,380 7,000,000 4,000,000 1,500,000 500,000 0 0 6,000,000 Mt. Scott Community Center Roof 1,040 570,000 300,000 0 0 0 0 300,000 Repair Multnomah Arts Center ADA 0 112,500 450,000 0 0 0 0 450,000 Upgrades Multnomah Arts Center Electric 0 150,000 100,000 0 0 0 0 100,000 Service & Panel Multnomah Arts Center Seismic 0 250,000 900,000 0 0 0 0 900,000 Improvements Peninsula Pool Improvements 9,273 3,700,000 3,000,000 200,000 0 0 0 3,200,000 Portland Children's Museum 0 50,000 250,000 0 0 0 0 250,000 Asbestos Abatement Raymond Park Loo 7,873 525,000 400,000 0 0 0 0 400,000 Sellwood Park Kitchen Roof 0 500,000 1,000,000 0 0 0 0 1,000,000 Southwest Community Center 0 100,000 1,000,000 100,000 0 0 0 1,100,000 Natatorium Southwest Community Center Solar 0 20,000 162,000 20,000 0 0 0 182,000 Panels St Johns CC Roof 178,061 864,000 400,000 0 0 0 0 400,000 Urban Forestry Maintenance Facility 161,161 2,191,000 3,000,000 1,000,000 0 0 0 4,000,000
48Page 56 City ofCity Portland of Portland, Parks &Oregon Recreation – FY -2018-19 Requested Requested Budget FY Budget 2018-19 Summary of Bureau Budget | CIP Summary Portland Parks & Recreation CIP Summary PortlandParks, Recreation, Parks and Culturaland Recreation Service Area Funds
This table summarizes project expenses by capital programs.
Bureau Capital Program Revised Requested Capital Plan Project Prior Years FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 5-Year Total Ventura Park Loo 28,942 390,000 0 0 0 0 0 0 Total Buildings & Pools 3,329,755 20,582,892 51,698,036 3,020,000 500,000 0 0 55,218,036
Developed Parks Central City Park Development 0 4,000,000 11,000,000 3,000,000 900,000 0 0 14,900,000 East Holladay Park DOLA Fencing 0 225,000 200,000 0 0 0 0 200,000 Errol Heights Park Development 353 2,500,000 1,200,000 3,000,000 1,000,000 0 0 5,200,000 Fernhill Park Lead Removal 0 125,000 500,000 0 0 0 0 500,000 Gabriel Park Playground 0 425,000 1,500,000 190,000 0 0 0 1,690,000 Gateway Discovery Park 5,801,772 3,300,000 500,000 0 0 0 0 500,000 Development Gilbert Primary Park Playground 0 275,000 1,000,000 0 0 0 0 1,000,000 Glenhaven Park Playground 0 425,000 1,250,000 350,000 0 0 0 1,600,000 Halprin Parks Restoration - LID 471,969 350,000 1,000,000 2,000,000 0 0 0 3,000,000 Laurelhurst Park Handrails 14,628 170,000 100,000 0 0 0 0 100,000 Luuwit View Park Development 7,654,516 4,200,000 200,000 0 0 0 0 200,000 Mt Tabor Park Stairs Handrails 25,171 62,500 350,000 0 0 0 0 350,000 Non Central City Park Development 0 9,676,236 5,000,000 300,000 0 0 0 5,300,000 Program Parklane Park Development 15,052 2,950,000 2,000,000 500,000 0 0 0 2,500,000 Pier Park Restrooms & Shelter 0 187,500 600,000 0 0 0 0 600,000 Pioneer Courthouse Square 5,279,567 4,700,000 2,500,000 0 0 0 0 2,500,000 Improvements Play Piece Replacements 0 750,000 800,000 800,000 800,000 500,000 0 2,900,000 Rocky Butte-Masonry 0 0 0 0 0 0 0 0 Spring Garden Park Development 502,879 2,900,000 500,000 0 0 0 0 500,000 Total Developed Parks 19,765,907 37,221,236 30,200,000 10,140,000 2,700,000 500,000 0 43,540,000
Green Infrastructure Leach Botanical Garden 892,438 500,000 3,000,000 1,000,000 1,000,000 500,000 0 5,500,000 Riverview Nature Area Restoration 138,288 45,000 100,000 0 0 0 0 100,000 Waterfront Park Bioswale 7,451 0 30,000 0 0 0 0 30,000 Reconfiguration Total Green Infrastructure 1,038,176 545,000 3,130,000 1,000,000 1,000,000 500,000 0 5,630,000
Park Amenities & Trails Columbia Children's Arboretum 323 1,135,000 1,000,000 100,000 0 0 0 1,100,000 Gateway Green Development 269,782 1,700,000 1,000,000 300,000 0 0 0 1,300,000 Total Park Amenities & Trails 270,105 2,835,000 2,000,000 400,000 0 0 0 2,400,000
Recreation Features Argay Tennis Court 328,332 900,000 200,000 0 0 0 0 200,000 Couch Park Playground 405,077 1,900,000 1,000,000 600,000 0 0 0 1,600,000 Creston Park Playground 28,256 720,000 700,000 0 0 0 0 700,000 Delta Park Artificial Turf 12,183 240,000 200,000 0 0 0 0 200,000 Fernhill Splash Pad 64,480 450,000 300,000 0 0 0 0 300,000
CityCity of of Portland, Portland ParksOregon & Recreation– FY 2018-19 - Requested Requested Budget Budget FY 2018-19 Page49 57 Portland Parks & Recreation Summary of Bureau Budget | CIP Summary PortlandParks, Recreation, Parks and Culturaland Recreation Service Area Funds CIP Summary
This table summarizes project expenses by capital programs.
Bureau Capital Program Revised Requested Capital Plan Project Prior Years FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 5-Year Total Kenton Park Playground 86,018 900,000 700,000 0 0 0 0 700,000 Lents Park Playground 808,306 590,000 300,000 0 0 0 0 300,000 Lynchview Park Playground 70,376 2,200,000 2,200,000 700,000 0 0 0 2,900,000 North Park Blocks Playground 224,952 1,350,000 1,000,000 300,000 0 0 0 1,300,000 Reike Synthetic Turf 321,755 1,800,000 500,000 0 0 0 0 500,000 Salmon Street Fountain Electrical 0 131,000 131,000 0 0 0 0 131,000 Repair Ventura Park Playground 62,395 800,000 300,000 0 0 0 0 300,000 Total Recreation Features 2,412,130 11,981,000 7,531,000 1,600,000 0 0 0 9,131,000
Utilities, Roads & Trails Bridge Inventory & Assessment 101,955 300,000 200,000 0 0 0 0 200,000 Columbia Blvd Bridge @ Chimney 0 190,000 200,000 0 0 0 0 200,000 Park Foley-Balmer Natural Area Bridge 0 187,500 750,000 0 0 0 0 750,000 Hillside Community Center DDC 0 60,000 50,000 0 0 0 0 50,000 Replacement Leif Erikson Culvert Repairs 0 0 340,000 0 0 0 0 340,000 Leif Erikson Culverts & MP 6.8 0 575,000 240,000 0 0 0 0 240,000 Roadbed Repairs Lynchview Park Irrigation 2,565 177,000 175,000 0 0 0 0 175,000 Maple Trail Bridge Replacment 204,730 420,000 300,000 0 0 0 0 300,000 Marine Drive Trail Gaps 45,750 145,000 130,000 0 0 0 0 130,000 Marshall Park Trail Bridge 0 187,500 500,000 0 0 0 0 500,000 Mt Scott Community Center DDC 14,588 23,000 30,000 0 0 0 0 30,000 Replacement Mt Tabor Park South Access Trail/ 32,251 517,000 400,000 0 0 0 0 400,000 Bike Path Multnomah Art Center DDC 0 17,000 29,000 0 0 0 0 29,000 Replacement Peninsula DDC Replacement 0 12,000 20,000 0 0 0 0 20,000 Portland Childrens Museum DDC 829 140,000 260,000 0 0 0 0 260,000 Replacement Red Electric Trail Match 20,045 344,000 300,000 0 0 0 0 300,000 Riverplace Sidewalk Renovation 1,013 50,000 200,000 0 0 0 0 200,000 Springwater Bridge #140 0 187,500 750,000 0 0 0 0 750,000 Springwater Corridor Bridges 0 2,250,000 1,500,000 500,000 0 0 0 2,000,000 Springwater Trail SE Umatilla to 13th 280,169 324,000 1,200,000 0 0 0 0 1,200,000 Washington Park Sewer 0 110,000 800,000 260,000 0 0 0 1,060,000 Replacement Whitaker Ponds Access 434,484 1,500,000 500,000 0 0 0 0 500,000 Improvements Willamette Park Pathways 643,162 400,000 100,000 0 0 0 0 100,000 Wilson Pool DDC Replacement 0 10,000 16,000 0 0 0 0 16,000 Total Utilities, Roads & Trails 1,781,541 8,126,500 8,990,000 760,000 0 0 0 9,750,000 Total Requirements 28,597,614 89,771,628 114,524,036 16,920,000 4,200,000 1,000,000 0 136,644,036
50Page 58 City ofCity Portland of Portland, Parks &Oregon Recreation – FY -2018-19 Requested Requested Budget FY Budget 2018-19 SummaryFTE Summary of Bureau Budget | FTE Summary Portland Portland Parks Parks and & RecreationRecreation Parks, Recreation, and Cultural Service Area Funds
Revised Requested No DP Requested Salary Range FY 2017-18 FY 2018-19 FY 2018-19 Class Title Minimum Maximum No. Amount No. Amount No. Amount 30000062 Accountant I 41,995 60,382 2.00 100,632 2.00 105,732 2.00 105,732 30000063 Accountant II 54,912 69,139 1.00 62,172 1.00 63,480 1.00 63,480 30000064 Accountant III 60,466 76,045 1.00 76,044 1.00 76,044 1.00 76,044 30000434 Administrative Assistant 50,877 78,333 1.00 70,008 1.00 72,408 1.00 72,408 30000433 Administrative Specialist, Sr 47,362 72,904 6.00 329,502 4.00 227,760 7.00 388,860 30000436 Administrative Supervisor I 61,734 82,285 2.00 144,024 1.00 82,284 2.00 145,914 30000437 Administrative Supervisor II 64,813 86,403 1.00 86,400 1.00 86,400 1.00 86,400 30000753 Aquatic Program Supervisor 68,078 90,792 1.00 90,792 1.00 90,792 1.00 90,792 30001737 Arborist I 49,442 53,165 2.00 102,600 2.00 102,600 2.25 114,960 30001738 Arborist II 50,211 57,387 3.00 170,736 3.00 171,562 3.50 196,666 30000248 Arborist III 56,950 64,771 6.00 373,008 6.00 373,008 6.00 373,008 30001739 Arborist IV 60,507 68,474 2.00 136,944 2.00 136,944 2.25 152,076 30000749 Arts Programs Supervisor 68,078 90,792 1.00 90,792 1.00 90,792 1.00 90,792 30002493 Automotive Equipment Oper I-CL 46,051 55,827 5.00 240,048 5.00 240,048 4.00 193,992 30001584 Botanic Spec I-Community Gardens 57,886 73,902 1.00 73,908 1.00 73,908 1.00 73,908 30000878 Botanic Spec I-Forestry 57,886 73,902 2.00 121,740 2.00 124,380 2.00 124,380 30001333 Botanic Spec I-Trails 57,886 73,902 1.00 63,852 1.00 66,492 1.00 66,492 30000316 Botanic Spec I-Youth & Comnty Programs 57,886 73,902 4.00 275,520 3.00 213,516 4.00 278,952 30000317 Botanic Spec II-Arboretum Collection 60,944 77,730 1.00 77,736 1.00 77,736 1.00 77,736 30000319 Botanic Spec II-Environmental Education 60,944 77,730 2.00 131,508 2.00 137,044 2.00 137,044 30001005 Botanic Spec II-Forestry 60,944 77,730 3.00 219,048 2.00 146,828 3.00 224,564 30000321 Botanic Spec II-Ntrl Resource Ecologist 60,944 77,730 5.00 361,190 5.00 371,432 5.00 371,432 30000322 Botanic Spec II-Pest Mgmt 60,944 77,730 1.00 63,960 1.00 66,136 1.00 66,136 30000323 Botanic Spec II-Rose Garden 60,944 77,730 1.00 60,948 1.00 60,948 1.00 60,948 30000831 Botanic Technician I 42,682 57,200 8.00 412,932 7.00 360,759 6.00 303,555 30001383 Botanic Technician II 46,966 62,878 2.00 115,496 2.00 118,112 2.00 118,112 30000442 Business Operations Manager, Sr 105,248 146,973 1.00 127,856 1.00 133,096 1.00 133,096 30000440 Business Operations Supervisor 75,150 100,526 1.00 82,164 1.00 85,244 1.00 85,244 30000448 Business Systems Analyst 64,813 86,403 1.00 70,236 1.00 72,636 1.00 72,636 30000449 Business Systems Analyst, Sr 71,510 95,472 1.00 71,508 1.00 71,508 1.00 71,508 30000329 CAD Technician II 57,200 72,987 1.00 72,984 1.00 72,984 1.00 72,984 30000330 CAD Technician III 69,472 88,712 1.00 88,716 1.00 88,716 1.00 88,716 30000454 Capital Improvmnt Program Planning Supvr 84,739 112,882 2.00 211,644 1.00 126,900 2.00 211,644 30000686 Capital Project Manager II 75,150 100,526 4.00 350,238 2.00 180,855 4.00 363,470 30000687 Capital Project Manager III 78,770 105,851 10.00 1,058,239 3.00 317,556 10.00 1,070,328 30002499 Carpenter-CL 58,926 65,915 7.00 461,412 7.00 461,412 7.00 461,412 30002008 Community Garden Technician 46,966 62,878 1.00 46,968 1.00 48,888 1.00 48,888 30000491 Community Outreach & Informtn Assistant 50,877 78,333 1.00 50,880 0.00 0 1.00 50,880 30000492 Community Outreach & Informtn Rep 61,734 82,285 3.00 242,570 1.00 86,400 3.00 248,264 30000493 Community Outreach & Informtn Rep, Sr 68,078 90,792 1.00 90,737 1.00 90,792 1.00 107,988 30000494 Community Outreach & Invlvmt Program Mgr 71,510 95,472 1.00 95,472 1.00 95,472 1.00 95,472 30002495 Construction Equipment Operator-CL 49,046 62,629 2.00 125,256 2.00 125,256 2.00 125,256 30000333 Development Services Technician II 57,200 72,987 3.00 184,336 0.00 0 3.00 191,957 30000334 Development Services Technician III 69,472 88,712 0.00 0 0.00 0 0.25 17,364 30000116 Electrician 71,074 76,710 2.00 153,432 2.00 153,432 2.00 153,432 30000119 Electrician, Supervising 78,354 84,573 1.00 78,360 1.00 78,360 1.00 78,360 30000121 Electrician/Instrument Technician 73,237 79,040 1.00 79,044 1.00 79,044 0.00 0 30000365 Engineer-Civil 91,333 110,989 1.00 105,684 1.00 108,336 1.00 108,336 30000358 Engineering Associate, Sr-Civil 78,978 100,672 1.00 78,984 1.00 78,984 1.00 78,984 30000324 Engineering Technician I 42,682 57,200 1.00 42,684 0.00 0 1.00 42,684
City of Portland, Oregon – FY 2018-19 Requested Budget 51 City of Portland Parks & Recreation - Requested Budget FY 2018-19 Page 59 Summary of Bureau Budget | FTE Summary PortlandPortland Parks Parks &and Recreation Recreation FTE Summary Parks, Recreation, and Cultural Service Area Funds
Revised Requested No DP Requested Salary Range FY 2017-18 FY 2018-19 FY 2018-19 Class Title Minimum Maximum No. Amount No. Amount No. Amount 30000325 Engineering Technician II 57,200 72,987 1.00 57,204 0.00 0 1.00 59,044 30000720 Facilities Construction Proj Spec,Supvsg 75,150 100,526 1.00 100,524 1.00 100,524 1.00 100,524 30000718 Facilities Construction Project Manager 71,510 95,472 2.00 180,672 0.00 0 2.00 187,285 30000714 Facilities Maintenance Supervisor, Sr 68,078 90,792 1.00 68,076 1.00 68,076 1.00 68,076 30002487 Facilities Maintenance Technician-CL 63,398 70,533 7.00 484,892 7.00 486,612 7.00 486,612 30000567 Financial Analyst 64,813 86,403 3.00 256,238 3.00 259,200 3.00 259,200 30000568 Financial Analyst, Sr 71,510 95,472 1.00 71,508 0.00 0 1.00 73,948 30000127 General Mechanic 51,542 64,230 2.00 128,472 2.00 128,472 2.00 128,472 30000343 GIS Technician III 69,472 88,712 1.00 88,716 1.00 88,716 1.00 88,716 30000764 Golf Course Superintendent 68,078 90,792 4.00 340,958 2.00 185,224 2.00 185,224 30000765 Golf, Director of 78,770 105,851 1.00 105,852 0.00 0 0.00 0 30000372 Graphics Designer II 57,200 72,987 1.00 66,120 0.00 0 1.00 69,468 30000085 Greenskeeper I 44,595 54,558 14.00 724,008 10.00 545,640 10.00 545,640 30000086 Greenskeeper II 50,211 57,387 6.00 344,304 5.00 286,920 6.00 344,304 30000087 Greenskeeper III 52,083 63,045 6.00 367,320 4.00 252,192 5.00 315,240 30001334 Horticultural Services Supervisor 68,078 90,792 1.00 90,792 1.00 90,792 1.00 90,792 30002503 Horticulturist-CL 49,587 59,904 25.00 1,401,396 23.50 1,344,394 24.50 1,414,618 30000930 Landscape Architect Project Manager 78,770 105,851 1.00 105,852 1.00 105,852 1.00 105,852 30000098 Maintenance Mechanic 54,683 61,152 13.00 786,828 12.00 727,216 10.00 611,380 30000451 Management Analyst 64,813 86,403 3.00 237,096 1.00 86,400 4.00 317,573 30000453 Management Analyst, Principal 84,739 112,882 3.00 333,576 2.00 225,768 3.00 337,992 30000452 Management Analyst, Sr 71,510 95,472 6.00 505,428 2.00 187,824 6.00 516,871 30000450 Management Assistant 50,877 78,333 4.00 246,860 3.00 196,694 4.00 251,674 30000750 Music Programs Supervisor 68,078 90,792 1.00 90,792 1.00 90,792 1.00 90,792 30000768 Natural Areas Supervisor 68,078 90,792 2.00 176,508 2.00 179,145 2.00 179,145 30000012 Office Support Specialist II 34,798 49,962 3.00 104,400 2.00 69,600 1.00 27,828 30000013 Office Support Specialist III 44,512 58,989 4.00 221,484 4.00 226,162 5.00 275,350 30000112 Painter 56,805 63,544 3.00 190,620 3.00 190,620 3.00 190,620 30001709 Park Ranger 41,621 55,162 23.00 1,051,392 6.00 290,706 25.00 1,152,914 30000757 Park Ranger Supervisor 50,877 78,333 3.00 169,208 1.00 70,212 3.00 171,972 30000185 Parking Code Enforcement Officer 42,182 55,411 1.00 50,904 0.00 0 1.00 53,588 30000439 Parks & Rec Administrative Mgr 78,770 105,851 1.00 105,852 1.00 105,852 1.00 105,852 30001585 Parks & Rec Asset Manager 97,989 132,766 1.00 130,248 1.00 132,768 1.00 132,768 30000834 Parks & Rec Central Svcs Mgr 84,739 112,882 1.00 96,666 1.00 100,626 1.00 100,626 30000756 Parks & Rec City Nature Zone Mgr 75,150 100,526 3.00 301,560 2.00 201,048 3.00 301,572 30000746 Parks & Rec Natural Areas Manager 97,989 132,766 1.00 105,084 1.00 109,392 1.00 109,392 30000748 Parks & Rec Services Manager 105,248 146,973 1.00 146,976 1.00 146,976 1.00 146,976 30000755 Parks & Rec Zone Manager 78,770 105,851 5.00 512,212 5.00 521,305 5.00 521,305 30000428 Parks & Recreation Director 130,208 186,576 1.00 186,576 1.00 186,576 1.00 186,576 30001983 Parks & Recreation Director, Assistant 105,248 146,973 1.00 134,763 1.00 140,290 1.00 140,290 30000760 Parks Facilities Maintenance Supervisor 64,813 86,403 3.00 229,746 2.00 165,377 2.00 165,375 30000084 Parks Maintenance Crew Leader 52,042 62,858 4.00 229,800 4.00 229,800 4.00 229,800 30000759 Parks Maintenance Supervisor 64,813 86,403 7.00 526,557 6.00 475,405 7.00 540,217 30001685 Parks Maintenance Supervisor II 68,078 90,792 1.00 82,704 1.00 85,806 1.00 85,806 30000742 Parks Planner, Supervising 84,739 112,882 1.00 112,884 1.00 112,884 1.00 112,884 30001733 Parks Property & Business Devel Mgr 78,770 116,418 1.00 100,008 1.00 103,770 1.00 103,770 30000758 Parks Security Manager 71,510 95,472 1.00 94,020 1.00 95,351 1.00 95,351 30000081 Parks Technician 46,987 53,394 0.00 0 0.00 0 0.00 0 30002491 Parks Technician-CL 48,027 54,558 35.00 1,870,500 30.00 1,621,875 34.00 1,835,661 30000761 Parks Turf Maint & Irrigatn Supvr 68,078 90,792 1.00 68,076 1.00 70,173 1.00 70,173
Page52 60 City of PortlandCity of Portland, Parks & RecreationOregon – FY - Requested 2018-19 Requested Budget FY Budget 2018-19 SummaryFTE Summary of Bureau Budget | FTE Summary Portland Portland Parks Parks and & RecreationRecreation Parks, Recreation, and Cultural Service Area Funds
Revised Requested No DP Requested Salary Range FY 2017-18 FY 2018-19 FY 2018-19 Class Title Minimum Maximum No. Amount No. Amount No. Amount 30000386 Planner II. City-Parks 76,752 88,837 2.00 165,588 1.00 78,636 2.00 167,472 30000392 Planner, Sr City-Environmental 82,514 95,493 1.00 95,496 1.00 95,496 1.00 95,496 30000394 Planner, Sr City-Parks 82,514 95,493 1.00 95,496 1.00 95,496 1.00 95,496 30001159 Plumber 62,774 70,283 3.00 195,828 1.00 68,662 2.00 138,946 30000464 Program Coordinator 68,078 90,792 4.00 322,251 3.00 256,685 4.00 334,255 30000465 Program Manager 71,510 95,472 2.00 176,184 2.00 179,496 2.00 179,496 30000466 Program Manager, Sr 84,739 112,882 1.00 84,744 0.00 0 1.00 84,744 30000463 Program Specialist 61,734 82,285 9.00 626,729 5.00 367,912 9.00 644,749 30000462 Program Specialist, Assistant 50,877 78,333 4.00 266,688 1.00 72,864 4.00 271,168 30000497 Public Information Manager 78,770 105,851 1.00 116,412 1.00 116,412 1.00 116,412 30000630 Public Works Supervisor II 64,813 86,403 1.00 69,156 0.00 0 1.00 71,289 30000766 Raceway Maintenance Supervisor 68,078 90,792 1.00 90,792 1.00 90,792 1.00 90,792 30000767 Raceway Manager 78,770 105,851 1.00 84,840 1.00 87,740 1.00 87,740 30000273 Recreation Coord I-Adaptive & Inclusive 46,259 56,722 3.00 155,478 2.00 102,984 3.00 157,851 30000268 Recreation Coord I-Aquatics 46,259 56,722 10.00 543,820 9.00 499,068 9.00 499,068 30000278 Recreation Coord I-Arts 46,259 56,722 4.00 225,543 3.00 170,172 4.00 226,896 30000281 Recreation Coord I-Custmr Svc Supp/Trg 46,259 56,722 4.00 223,896 2.00 113,448 4.00 225,039 30000276 Recreation Coord I-Generalist 46,259 56,722 35.00 1,877,037 29.25 1,606,044 30.50 1,671,336 30000275 Recreation Coord I-Public Events Permit 46,259 56,722 1.00 55,863 1.00 56,724 1.00 56,724 30000280 Recreation Coord I-Senior Recreation 46,259 56,722 1.00 51,855 0.00 0 1.00 54,359 30000269 Recreation Coord I-Teen 46,259 56,722 5.00 278,128 4.00 224,182 5.00 280,906 30000282 Recreation Coord I-Tennis 46,259 56,722 1.00 46,260 1.00 46,260 1.00 46,260 30001508 Recreation Coord I-Urban Parks 46,259 56,722 1.00 46,260 0.00 0 1.00 50,256 30000286 Recreation Coord II-Adaptive & Inclusive 49,109 60,445 1.00 60,444 1.00 60,444 1.00 60,444 30000284 Recreation Coord II-Aquatics 49,109 60,445 4.00 240,072 4.00 241,350 4.00 241,350 30002034 Recreation Coord II-Educ & Enrichment 49,109 60,445 1.00 60,444 1.00 60,444 1.00 60,444 30000288 Recreation Coord II-Fitness 49,109 60,445 2.00 109,548 1.00 60,444 2.00 109,548 30000285 Recreation Coord II-Music 49,109 60,445 1.00 60,444 1.00 60,444 1.00 60,444 30002035 Recreation Coord II-Preschool 49,109 60,445 1.00 49,104 0.00 0 0.00 0 30000287 Recreation Coord II-Public Events Permit 49,109 60,445 1.00 60,444 1.00 60,444 1.00 60,444 30000292 Recreation Coord II-Senior Recreation 49,109 60,445 1.00 56,724 1.00 58,740 1.00 58,740 30002036 Recreation Coord II-Special Events&Mktg 49,109 60,445 2.00 113,448 1.00 58,236 2.00 116,136 30002033 Recreation Coord II-Sports 49,109 60,445 1.00 49,104 1.00 49,104 1.00 49,104 30002258 Recreation Facility Technician 32,198 35,922 4.00 137,508 0.00 0 4.00 139,259 30000256 Recreation Leader-FT-Aquatics 32,240 46,550 41.25 1,419,025 1.00 46,548 18.25 703,395 30000263 Recreation Leader-FT-Arts 32,240 46,550 2.00 72,096 0.00 0 2.00 79,131 30000258 Recreation Leader-FT-Custmr Svc Ctr Rep 32,240 46,550 11.00 458,566 3.00 125,340 10.00 452,438 30002409 Recreation Leader-FT-Fitness&Membership 32,240 46,550 6.00 206,645 0.00 0 5.00 179,146 30000261 Recreation Leader-FT-Generalist 32,240 46,550 37.25 1,479,846 0.00 0 31.50 1,351,570 30002408 Recreation Leader-FT-Instructor 32,240 46,550 11.00 426,324 0.00 0 7.00 302,874 30000257 Recreation Leader-FT-Music 32,240 46,550 1.00 37,817 1.00 40,123 1.00 40,123 30000262 Recreation Leader-FT-Pre-School 32,240 46,550 28.00 1,042,759 1.50 68,100 15.00 647,123 30002411 Recreation Leader-FT-Teen 32,240 46,550 6.00 222,708 0.00 0 5.00 197,877 30000267 Recreation Leader-FT-Tennis 32,240 46,550 2.00 86,400 1.00 46,548 2.00 88,839 30000744 Recreation Supervisor I 64,813 86,403 16.00 1,215,743 14.00 1,081,383 15.00 1,154,661 30000350 Right of Way Agent III 69,472 88,712 1.00 88,716 1.00 88,716 1.00 88,716 30000485 Safety & Risk Officer I 71,510 95,472 1.00 95,472 1.00 95,472 1.00 95,472 30000928 Sports Management Supervisor 68,078 90,792 1.00 68,076 1.00 70,406 1.00 70,406 30002484 Storekeeper/Acquisition Specialist II-CL 48,651 59,509 0.00 0 0.00 0 0.00 0 30002485 Storekeepr/Acquisition Specialist III-CL 54,974 68,328 2.00 132,168 2.00 135,207 2.00 135,207
CityCity of of Portland Portland, Parks Oregon & Recreation – FY 2018-19 - Requested Requested Budget Budget FY 2018-19 Page53 61 PortlandPortland Parks Parks &and Recreation Recreation Summary of Bureau BudgetFTE | FTE Summary Summary Parks, Recreation, and Cultural Service Area Funds
Revised Requested No DP Requested Salary Range FY 2017-18 FY 2018-19 FY 2018-19 Class Title Minimum Maximum No. Amount No. Amount No. Amount 30000531 Training & Development Analyst 64,813 86,403 1.00 68,592 0.00 0 1.00 71,403 30000250 Tree Inspector 57,554 71,198 10.00 678,516 8.00 541,254 10.75 726,810 30000080 Turf Maintenance Technician 44,595 54,558 17.00 907,644 15.00 818,460 16.00 863,052 30000763 Urban Forestry Supervisor 68,078 90,792 3.00 271,053 2.00 181,584 3.00 272,376 30000076 Utility Worker I 44,491 48,381 2.00 92,880 2.00 92,880 2.00 92,880 30002489 Utility Worker I-CL 45,469 49,442 10.00 486,456 10.00 486,456 10.00 486,456 30002490 Utility Worker II-CL 49,442 53,165 9.00 474,720 9.00 474,720 9.00 474,720 30000499 Volunteer Program Coordinator 64,813 86,403 1.00 86,400 1.00 86,400 1.00 86,400 30000123 Welder 58,053 64,938 1.00 64,944 1.00 64,944 1.00 64,944 TOTAL FULL-TIME POSITIONS 664.50 39,278,370 407.25 26,965,307 593.75 37,047,076 30000185 Parking Code Enforcement Officer 42,182 55,411 0.90 37,968 0.00 0 0.90 37,968 30002258 Recreation Facility Technician 32,198 35,922 1.80 57,960 0.00 0 1.00 32,832 30000263 Recreation Leader-FT-Arts 32,240 46,550 0.90 41,892 0.75 34,908 0.75 34,908 30000261 Recreation Leader-FT-Generalist 32,240 46,550 1.80 64,884 0.00 0 (0.50) (5,340) 30002408 Recreation Leader-FT-Instructor 32,240 46,550 7.20 255,528 0.00 0 4.25 175,764 30000262 Recreation Leader-FT-Pre-School 32,240 46,550 0.90 33,864 0.75 29,475 (1.50) (30,285) 30000744 Recreation Supervisor I 64,813 86,403 0.00 0 0.00 0 (0.50) (21,600) TOTAL PART-TIME POSITIONS 13.50 492,096 1.50 64,383 4.40 224,247 30000433 Administrative Specialist, Sr 47,362 72,904 2.00 118,560 0.00 0 0.33 20,044 30001584 Botanic Spec I-Community Gardens 57,886 73,902 0.92 53,064 0.00 0 0.50 30,286 30000448 Business Systems Analyst 64,813 86,403 0.00 0 0.00 0 0.00 0 30000493 Community Outreach & Informtn Rep, Sr 68,078 90,792 0.92 62,403 0.00 0 1.00 68,076 30000717 Facilities Construction Project Spec 61,734 82,285 1.00 61,740 1.00 61,740 1.00 61,740 30002503 Horticulturist-CL 49,587 59,904 0.00 0 0.00 0 1.00 49,584 30000451 Management Analyst 64,813 86,403 1.00 64,812 0.00 0 0.92 61,400 30000011 Office Support Specialist I 31,678 45,261 1.00 36,229 0.00 0 0.00 0 30000012 Office Support Specialist II 34,798 49,962 0.00 0 0.00 0 1.00 41,772 30000112 Painter 56,805 63,544 0.00 0 0.00 0 1.00 56,808 30001709 Park Ranger 41,621 55,162 6.00 268,306 1.00 55,164 2.67 127,029 30002491 Parks Technician-CL 48,027 54,558 0.00 0 0.00 0 2.00 96,048 30000464 Program Coordinator 68,078 90,792 0.00 0 0.00 0 0.00 0 30000465 Program Manager 71,510 95,472 1.00 90,732 0.00 0 0.92 85,341 30000463 Program Specialist 61,734 82,285 1.00 80,016 0.00 0 1.00 82,095 30000462 Program Specialist, Assistant 50,877 78,333 1.00 50,880 0.00 0 0.00 0 30000258 Recreation Leader-FT-Custmr Svc Ctr Rep 32,240 46,550 1.00 32,244 0.00 0 0.00 0 30000080 Turf Maintenance Technician 44,595 54,558 0.00 0 0.00 0 0.00 0 TOTAL LIMITED TERM POSITIONS 16.83 918,986 2.00 116,904 13.33 780,223 GRAND TOTAL 694.83 40,689,452 412.75 27,348,314 611.48 38,051,546
Page54 62 City of PortlandCity of Portland, Parks & RecreationOregon – FY - Requested 2018-19 Requested Budget FY Budget 2018-19 Fund Summary Parks Local Option Levy Fund Fund Summary Parks Local Option Levy Fund Parks, Recreation, and Cultural Service Area Funds Parks Recreation and Culture Service Area Funds
Parks Recreation and Culture ServiceArea Funds Parks Local Option Levy Fund Requested Actual Actual Revised No DP Requested Proposed FY 2015-16 FY 2016-17 FY 2017-18 FY 2018-19 FY 2018-19 FY 2018-19 Resources Taxes 897 768 2,076 0 0 Miscellaneous 5,115 7,022 5,000 0 0 Total External Revenues 6,012 7,790 7,076 0 0 Total Internal Revenues 00000 Beginning Fund Balance 667,865 673,877 656,980 0 0 Total Resources 673,877 681,667 664,056 0 0 Requirements Total Bureau Expenditures 00000 Fund Transfers - Expense 0 22,536 664,056 0 0 Total Fund Expenditures 0 22,536 664,056 0 0 Ending Fund Balance 673,877 659,131 0 0 0 Total Requirements 673,877 681,667 664,056 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 are 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 ongoing General Fund resources to backfill the funding that had been provided by the levy.
Managing Agency Portland Parks & Recreation
Significant Changes from Prior Year The remainder of the Parks Local Option Levy Fund is planned for expenditure primarily to fund the PP&R Preschool Program following the elimination of ongoing General Fund discretionary for the program. The funds may be fully expended in FY 2017-18 or may extend into FY 2018-19 based on program funding needs.
CityCity of of Portland Portland, Parks Oregon & Recreation – FY 2018-19 - Requested Requested Budget Budget FY 2018-19 Page 163 Portland Parks Memorial Trust Fund Fund Summary Portland Parks Memorial Trust Fund Fund Summary Parks, Recreation, and Cultural Service Area Funds Parks Recreation and Culture Service Area Funds
Portland Parks Memorial Trust Fund Requested Actual Actual Revised No DP Requested Proposed FY 2015-16 FY 2016-17 FY 2017-18 FY 2018-19 FY 2018-19 FY 2018-19 Resources Licenses & Permits 1,066,600 711,620 570,000 775,000 775,000 Charges for Services 3,172,833 3,287,614 3,247,379 3,303,000 3,303,000 Miscellaneous 760,212 873,805 551,992 697,676 697,676 Total External Revenues 4,999,645 4,873,039 4,369,371 4,775,676 4,775,676 Fund Transfers - Revenue 289,180 67,318 68,990 65,990 65,990 Total Internal Revenues 289,180 67,318 68,990 65,990 65,990 Beginning Fund Balance 5,058,301 7,092,150 7,533,366 10,695,622 10,695,622 Total Resources 10,347,126 12,032,507 11,971,727 15,537,288 15,537,288 Requirements Personnel Services 956,963 940,504 1,279,915 1,832,108 1,832,108 External Materials and Services 104,919 158,663 7,603,094 8,027,223 8,027,223 Internal Materials and Services 2,065,074 2,015,545 1,446,542 1,755,819 1,755,819 Capital Outlay 0 0 50,000 50,000 50,000 Total Bureau Expenditures 3,126,956 3,114,712 10,379,551 11,665,150 11,665,150 Contingency 0 0 591,930 3,690,538 3,690,538 Fund Transfers - Expense 128,020 1,383,900 1,000,246 181,600 181,600 Total Fund Expenditures 128,020 1,383,900 1,592,176 3,872,138 3,872,138 Ending Fund Balance 7,092,150 7,533,895 0 0 0 Total Requirements 10,347,126 12,032,507 11,971,727 15,537,288 15,537,288 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 accounts within the fund, according to the provisions of the contract, grant, or donor agreement.
Managing Agency Portland Parks & Recreation
Page2 64 City of PortlandCity of Portland, Parks & RecreationOregon – FY - Requested 2018-19 Requested Budget FY Budget 2018-19 Fund Summary Parks Capital Construction & Maintenance Fund Fund Summary Parks Capital ConstructionParks, Recreation, & and Maintenance Cultural Service Area Fund Funds Parks Recreation and Culture Service Area Funds
Parks Capital Construction & Maintenance Fund Requested Actual Actual Revised No DP Requested Proposed FY 2015-16 FY 2016-17 FY 2017-18 FY 2018-19 FY 2018-19 FY 2018-19 Resources Licenses & Permits 175,185 0000 Charges for Services 21,651,362 30,438,000 10,000,000 12,000,000 12,000,000 Intergovernmental 958,657 88,738000 Bond & Note 28,423,207 0 18,506,500 10,740,000 10,740,000 Miscellaneous 3,192,155 4,966,199 1,875,000 690,000 690,000 Total External Revenues 54,400,566 35,492,937 30,381,500 23,430,000 23,430,000 General Fund Discretionary 000030,425,000 Fund Transfers - Revenue 4,037,027 11,280,823 3,053,038 1,804,036 1,804,036 Interagency Revenue 84,979 45,907000 Total Internal Revenues 4,122,006 11,326,730 3,053,038 1,804,036 32,229,036 Beginning Fund Balance 45,629,720 89,018,850 100,810,885 122,874,179 122,874,179 Total Resources 104,152,292 135,838,517 134,245,423 148,108,215 178,533,215 Requirements Personnel Services 3,120,000 3,224,992 3,722,012 3,434,615 3,434,615 External Materials and Services 6,986,590 8,370,333 906,558 24,182,562 54,607,562 Internal Materials and Services 730,821 629,224 265,753 2,120,044 2,120,044 Capital Outlay 3,819,490 22,323,192 93,432,213 55,739,970 55,739,970 Total Bureau Expenditures 14,656,901 34,547,741 98,326,536 85,477,191 115,902,191 Debt Service 239,292 104,736 463,087 131,360 131,360 Contingency 0 0 35,066,457 61,972,032 61,972,032 Fund Transfers - Expense 237,249 375,155 389,343 527,632 527,632 Total Fund Expenditures 476,541 479,891 35,918,887 62,631,024 62,631,024 Ending Fund Balance 89,018,850 100,810,885000 Total Requirements 104,152,292 135,838,517 134,245,423 148,108,215 178,533,215 Fund Overview The Parks Capital Improvement Program Fund accounts for all capital resources and requirements for Portland Parks & Recreation with the exception of capital activity relating to two enterprise funds: the Golf Fund and the Portland International Raceway Fund.
Revenue Sources The primary sources of revenue to the Capital Construction Fund include service charges and fees from our System Development Charges program; General Fund discretionary; local, state and federal grants; and the 2014 Parks Replacement Bond measure.
Project Selection and Capital projects are prioritized within the bureau’s 20-year capital improvement Prioritization program. PP&R’s approach to asset investment decisions is evolving to include more data, with staff utilizing objective data such as from census, Level of Service Studies, and Condition Assessments to help inform a ranked shortlist.
CityCity of of Portland Portland, Parks Oregon & Recreation – FY 2018-19 - Requested Requested Budget Budget FY 2018-19 Page 365 Parks Capital Construction & Maintenance Fund Fund Summary Parks,Parks Recreation, Capital and Construction Cultural Service Area &Funds Maintenance Fund Fund Summary Parks Recreation and Culture Service Area Funds
The selection results are then 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, and ultimately approved or edited by leadership through the public budget process.
Managing Agency Portland Parks & Recreation Significant Changes from Prior Year The Parks Capital Improvement Program has not seen significant changes in the past year. The 2014 passage of the $68 million replacement bond measure continues to help the bureau catch up on major maintenance. System Development Charges continue to bring in revenue to help address system capacity needs through new acquisitions or development. The following major projects were completed during the past year:
BOND PROJECTS COMPLETED
Renovations: Argay Tennis Courts, Grant Pool, Rieke Field, Sellwood Bathhouse Roof, Matt Dishman Pool and Spa
Loos: Colonel Summers Park, Wilkes Park, Parklane Park
Lents Park Playground
Washington Park Rose Garden Accessibility Improvements
CAPITAL PROJECTS COMPLETED Developed Parks: Luuwit View Park, Willamette Park Entry and Dog Off-Leash Area Synthetic Fields: Duniway Park, Lents Park, and Strasser at Delta Park Renovations: Colwood Golf Course, Mt. Tabor Yard Staff Facilities – PART 1, Washington Park West Parking Lot, Westmoreland Park – BES Culvert work Work continues on projects, including but not limited to the following:
BOND PROJECTS IN PROCESS Restrooms: Bloomington Park, Ed Benedict Park, Mt. Tabor Summit, Raymond Park Playgrounds: Couch Park, Creston Park, Kenton Park, Lynchview Park, North Park Blocks, Ventura Park Bridges: Foley-Balmer Natural Area, Forest Park, Marshall Park, Springwater Trail Maintenance Facilities: Mt. Tabor Yard and Urban Forestry Renovations: Multnomah Arts Center Seismic, Peninsula Pool, Pioneer Courthouse Square, St. John’s Community Center Roof and HVAC
CAPITAL PROJECTS IN PROCESS: Developed Parks: Errol Heights Park, Gateway Discovery Park, Leach Botanical Garden, Parklane Park, Spring Garden Park, Thomas Cully Park, Gateway Green Fund Summary Parks Capital Construction & Maintenance Fund Pathways: Mt. Tabor and Springwater CorridorParks Recreation and Culture Service Area Funds Entryways: Whitaker Ponds, Forest Park Renovations: Halprin Fountains, Mt. Scott Community Center Roof Repair, Fernhill Park Splash Pad, Laurelhurst Handrail Installation
Page4 66 City of PortlandCity of Portland, Parks & RecreationOregon – FY - Requested 2018-19 Requested Budget FY Budget 2018-19
City of Portland, Oregon – FY 2018-19 Requested Budget 5 Fund Summary Parks Endowment Fund Parks Endowment Fund Parks, Recreation, and Cultural ServiceFund SummaryArea Funds Parks Recreation and Culture Service Area Funds
Parks Endowment Fund Requested Actual Actual Revised No DP Requested Proposed FY 2015-16 FY 2016-17 FY 2017-18 FY 2018-19 FY 2018-19 FY 2018-19 Resources Miscellaneous 1,390 1,936 1,650 2,309 2,309 Total External Revenues 1,390 1,936 1,650 2,309 2,309 Total Internal Revenues 00000 Beginning Fund Balance 181,532 182,822 184,759 187,068 187,068 Total Resources 182,922 184,758 186,409 189,377 189,377 Requirements Personnel Services 0 0 750 750 750 External Materials and Services 100 0 22,192 22,111 22,111 Internal Materials and Services 0 0 775 775 775 Total Bureau Expenditures 100 0 23,717 23,636 23,636 Total Fund Expenditures 00000 Ending Fund Balance 182,822 184,758 162,692 165,741 165,741 Total Requirements 182,922 184,758 186,409 189,377 189,377 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 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
City6 of Portland Parks & Recreation - Requested Budget FY 2018-19 City of Portland, Oregon – FY 2018-19 Requested Budget Page 67 Golf Fund Fund Summary Fund Summary Parks, Recreation, and Cultural Service Area Funds Golf Fund Parks Recreation and Culture Service Area Funds
Golf Fund Requested Actual Actual Revised No DP Requested Proposed FY 2015-16 FY 2016-17 FY 2017-18 FY 2018-19 FY 2018-19 FY 2018-19 Resources Charges for Services 8,600,437 7,699,502 9,371,891 8,902,204 8,902,204 Bond & Note 0 0 335,000 0 0 Miscellaneous 10,151 4,147 13,492 15,365 15,365 Total External Revenues 8,610,588 7,703,649 9,720,383 8,917,569 8,917,569 Fund Transfers - Revenue 0 800,000 0 0 0 Total Internal Revenues 0 800,000 0 0 0 Beginning Fund Balance 780,727 286,028 382,387 397,412 397,412 Total Resources 9,391,315 8,789,677 10,102,770 9,314,981 9,314,981 Requirements Personnel Services 3,859,322 3,547,988 3,673,044 2,879,502 2,879,502 External Materials and Services 4,234,471 3,885,970 4,329,308 4,195,445 4,195,445 Internal Materials and Services 520,314 351,870 701,558 758,589 758,589 Capital Outlay 10,041 0 335,000 0 0 Total Bureau Expenditures 8,624,148 7,785,828 9,038,910 7,833,536 7,833,536 Debt Service 185,969 205,321 269,230 357,495 357,495 Contingency 0 0 351,976 675,276 675,276 Fund Transfers - Expense 295,170 416,140 442,654 448,674 448,674 Total Fund Expenditures 481,139 621,461 1,063,860 1,481,445 1,481,445 Ending Fund Balance 286,028 382,388 0 0 0 Total Requirements 9,391,315 8,789,677 10,102,770 9,314,981 9,314,981 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 eighteen holes.
Managing Agency Portland Parks & Recreation Significant Changes from Prior Year
Capital Improvement The capital project to redesign and improve the driving range and parking lot, as Golf Fund well as create a new revenue-generating event space at Colwood GolfFund Course, Summary was Parks Recreation and Culture Servicecompleted Area Funds in July 2017.
Operations The FY 2018-19 requested budget includes reduced personnel costs for 3 retirements: 2 golf superintendents and the golf director. None of these positions will be replaced, due to an organizational restructuring. These reductions in personnel will result in an anticipated $400,000 savings for FY 2018-19.
PageCity of 68 Portland, Oregon – FY 2018-19 Requested Budget City of Portland Parks & Recreation - Requested Budget FY 2018-197
8 City of Portland, Oregon – FY 2018-19 Requested Budget Fund Summary Fund Summary Portland International Raceway Fund PortlandParks, International Recreation, and Cultural Raceway Service Area Fund Funds Parks Recreation and Culture Service Area Funds
Portland International Raceway Fund Requested Actual Actual Revised No DP Requested Proposed FY 2015-16 FY 2016-17 FY 2017-18 FY 2018-19 FY 2018-19 FY 2018-19 Resources Charges for Services 1,973,530 1,807,485 1,894,755 1,873,670 1,873,670 Miscellaneous 9,496 12,490 10,987 11,688 11,688 Total External Revenues 1,983,026 1,819,975 1,905,742 1,885,358 1,885,358 Total Internal Revenues 00000 Beginning Fund Balance 145,489 356,265 536,763 768,657 768,657 Total Resources 2,128,515 2,176,240 2,442,505 2,654,015 2,654,015 Requirements Personnel Services 805,735 757,158 795,332 864,138 864,138 External Materials and Services 458,178 338,293 560,178 460,736 460,736 Internal Materials and Services 129,981 121,640 119,285 115,579 115,579 Total Bureau Expenditures 1,393,894 1,217,091 1,474,795 1,440,453 1,440,453 Debt Service 310,574 318,913 41,930 269,972 269,972 Contingency 0 0 858,144 866,626 866,626 Fund Transfers - Expense 67,782 103,461 67,636 76,964 76,964 Total Fund Expenditures 378,356 422,374 967,710 1,213,562 1,213,562 Ending Fund Balance 356,265 536,775 0 0 0 Total Requirements 2,128,515 2,176,240 2,442,505 2,654,015 2,654,015
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 Significant Changes from Prior Year
Capital Improvement PP&R is currently developing a Request for Proposals for a capital project to repave the PIR South Paddock during the FY 2018-19, with project completion expected in October 2018.
Operations PIR will host a Verizon IndyCar Series race on Labor Day weekend, 2018. Event is anticipated to bring in more revenue to the facility, and have a significant economic impact to the city of Portland.
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Page 70 City of Portland Parks & Recreation - Requested Budget FY 2018-19 Capital Improvement Plan Summaries Portland Parks & Recreation Parks, Recreation, and Cultural Service Area Funds Portland Parks & Recreation Capital Improvement Plan Summaries
Capital Program Prior FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Project Years Revised Requested Estimated Estimated Estimated Estimated 5-Year Capital Budget Budget Budget Budget Budget Budget Total
Acquisitions
Non Central City Park Acquistions Program (P10003) Total Project Cost: Ongoing Area: Citywide Confidence Level Moderate Original Project Cost: Ongoing Objective GRO: New
Project Description Park acquistion program in the non-Central City area. Funded by System Development Charges.
Total Requirements 0 5,480,000 3,975,000 0 0 0 0 3,975,000
Operating and Maintenance Costs 0 0 0 0 0
Central City Park Acquisition (P10005) Total Project Cost: Ongoing Area: Citywide Confidence Level Moderate Original Project Cost: Ongoing Objective GRO: New
Project Description Park acquisition program in the Central City area. Funded by System Development Charges.
Total Requirements 0 3,000,000 7,000,000 0 0 0 0 7,000,000
Operating and Maintenance Costs 0 0 0 0 0
Buildings & Pools
Computer Hardware Equipment Reserve (P00426) Total Project Cost: 297,000 Area: Citywide Confidence Level High Original Project Cost: 297,000 Objective Maintenance-Preser
Project Description Reserve for purchase of information technology hardware. Funded by prior year allocations from Portland Parks & Recreation operating budget.
Total Requirements 198,339 99,000 99,000 0 0 0 0 99,000
Operating and Maintenance Costs 0 0 0 0 0
Forestry HQ Replacement (P00487) Total Project Cost: 410,736 Area: North Confidence Level High Original Project Cost: 7,356,000 Objective Replacement
Project Description Replace the Forestry Headquarters including sitework, new administrative and office building, and demolition of the old facility. Funded by a portion of the annual General Fund major maintenance allocation and Urban Forestry Trust funds. This project is complemented by a project that is building a new maintenance and vehicle facility, funded by one-time capital set aside and 2014 general obligation bond funding.
Total Requirements 62,814 300,000 280,000 0 0 0 0 280,000
Operating and Maintenance Costs 0 0 0 0 0
Mt. Scott Community Center Roof Repair (P00741) Total Project Cost: 2,570,000 Area: Southeast Confidence Level High Original Project Cost: 2,570,000 Objective Replacement
Project Description This project repairs the roof over Mt. Scott Community Center, including the pool. Numerous active leaks have resulted in customer health/safety impacts; these have been temporarily repaired but eventually this leaking could cause longer-term damage to the building. Replacement will likely trigger seismic upgrades and improved worker fall protection. This project is funded by one-time General Fund resources.
Total Requirements 1,040 570,000 300,000 0 0 0 0 300,000
Operating and Maintenance Costs 0 0 0 0 0
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City of Portland Parks & Recreation - Requested Budget FY 2018-19 Page 71 Portland Parks & Recreation Capital Improvement Plan Summaries Parks, Recreation, and Cultural Service Area Funds Portland Parks & Recreation Capital Improvement Plan Summaries
Capital Program Prior FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Project Years Revised Requested Estimated Estimated Estimated Estimated 5-Year Capital Budget Budget Budget Budget Budget Budget Total
Buildings & Pools
Southwest Community Center Solar Panels (P00745) Total Project Cost: 182,000 Area: Southwest Confidence Level Moderate Original Project Cost: 182000 Objective Maintenance-Preser
Project Description Install solar panels at Southwest Community Center. This project helps increase the city's solar energy capacity. This project was funded with $182K of General Fund one-time resources in the FY 2016-17 Fall BuMP.
Total Requirements 0 20,000 162,000 20,000 0 0 0 182,000
Operating and Maintenance Costs 0 0 0 0 0
Southwest Community Center Natatorium (P00748) Total Project Cost: 1,100,000 Area: Southwest Confidence Level Moderate Original Project Cost: 1300000 Objective Maintenance-Preser
Project Description This project addresses needed roof and structural repairs over the community center's natatorium.This project was funded with General Fund one-time resources in the FY 2016-17 Fall BuMP.
Total Requirements 0 100,000 1,000,000 100,000 0 0 0 1,100,000
Operating and Maintenance Costs 0 0 0 0 0
NEW - Multnomah Arts Center Electric Service & Panel (P00753) Total Project Cost: 150,000 Area: Southwest Confidence Level Moderate Original Project Cost: Objective Maintenance & Repa
Project Description This project upgrades the electrical service and panel at Multnomah Arts Center. Funded General Fund Major Maintenance resources.
Total Requirements 0 150,000 100,000 0 0 0 0 100,000
Operating and Maintenance Costs 0 0 0 0 0
NEW - Health, Safety, Environmental Capital Imprvmts (P00757) Total Project Cost: 203,000 Area: Citywide Confidence Level Low Original Project Cost: Objective Maintenance & Repa
Project Description This project undertakes a series of work to improve the health, safety, and environment of Parks' visitors and employees, such as Hazardous Materials testing at community centers. This project is funded with one-time capital set aside resources.
Total Requirements 0 0 203,000 0 0 0 0 203,000
Operating and Maintenance Costs 0 0 0 0 0
NEW - Portland Children's Museum Asbestos Abatement (P00759) Total Project Cost: 250,000 Area: Northwest Confidence Level Moderate Original Project Cost: Objective Maintenance & Repa
Project Description Removes asbestos coverings at the Children's Museum. Funded with General Fund capital set aside resources.
Total Requirements 0 50,000 250,000 0 0 0 0 250,000
Operating and Maintenance Costs 0 0 0 0 0
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Page 72 City of Portland Parks & Recreation - Requested Budget FY 2018-19 Capital Improvement Plan Summaries Portland Parks & Recreation Parks, Recreation, and Cultural Service Area Funds Portland Parks & Recreation Capital Improvement Plan Summaries
Capital Program Prior FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Project Years Revised Requested Estimated Estimated Estimated Estimated 5-Year Capital Budget Budget Budget Budget Budget Budget Total
Buildings & Pools
Auto Locking Restrooms (P10499) Total Project Cost: 625,000 Area: Citywide Confidence Level Moderate Original Project Cost: 625,000 Objective Growth
Project Description The project uses new, emerging technologies to automate the nightly locking of PP&R restrooms and gates for safety and security reasons, funded with one-time General Fund resources and System Development Charges.
Total Requirements 0 500,000 500,000 0 0 0 0 500,000
Operating and Maintenance Costs 0 0 0 0 0
Major Maintenance (P20072) Total Project Cost: Ongoing Area: Citywide Confidence Level High Original Project Cost: Ongoing Objective Maintenance-Preser
Project Description The funding addresses capital maintenance projects with an ongoing budget appropriation. Current budget includes funding held for emergency projects and an allocation to include identified ADA improvements to existing projects. Funded with General Fund major maintenance allocation.
Total Requirements 1,077,780 632,792 1,804,036 0 0 0 0 1,804,036
Operating and Maintenance Costs 0 0 0 0 0
EPCC Pool Replaster (P20488) Total Project Cost: 315,000 Area: East Confidence Level Moderate Original Project Cost: 315,000 Objective Maintenance & Repa
Project Description This project repairs the plaster in the East Portland Community Center Pool. Funded by General Fund Major Maintenance resources.
Total Requirements 0 315,000 315,000 0 0 0 0 315,000
Operating and Maintenance Costs 0 0 0 0 0
Mt Tabor Yard Maintenance Facility (P30075) Total Project Cost: 7,543,625 Area: Southeast Confidence Level High Original Project Cost: 7,490,145 Objective Replacement
Project Description Construct new shop space on the east side of the Mt. Tabor Maintenance Yard. This project will remove the Community Gardens office building and existing substandard shop and storage buildings; build a new 21,600 square feet shop and office facility for the electric, paint, welding, fencing, facilities maintenance, and carpentry shops. Provide stormwater, sanitary, water, and lighting for the new building. Abate any hazardous materials encountered during demolition and construction. Provide temporary quarters for impacted programs during construction and provide building shell retrofits for relocated programs. If possible, also review and solve main water line supply problem during this phase of work. Provide a new fire hydrant and electric vehicle charging station. Funded by 2014 general obligation bonds.
Total Requirements 526,380 7,000,000 4,000,000 1,500,000 500,000 0 0 6,000,000
Operating and Maintenance Costs 0 0 0 0 0
Urban Forestry Maintenance Facility (P30076) Total Project Cost: 4,364,091 Area: North Confidence Level High Original Project Cost: 2,379,800 Objective Replacement
Project Description Construct a 10,000 SF covered and secure storage area for large equipment, located in the center of the Urban Forestry maintenance yard and just south of the entry road, consistent with the 2002 Master Plan. Also build a 2,500 SF enclosed shop building, located adjacent to the south side of the equipment storage area. 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 Requirements 161,161 2,191,000 3,000,000 1,000,000 0 0 0 4,000,000
Operating and Maintenance Costs 0 0 0 0 0
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City of Portland Parks & Recreation - Requested Budget FY 2018-19 Page 73 Portland Parks & Recreation Capital Improvement Plan Summaries Parks, Recreation, and Cultural Service Area Funds Portland Parks & Recreation Capital Improvement Plan Summaries
Capital Program Prior FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Project Years Revised Requested Estimated Estimated Estimated Estimated 5-Year Capital Budget Budget Budget Budget Budget Budget Total
Buildings & Pools
Bloomington Park Restroom (P30101) Total Project Cost: 421,482 Area: East Confidence Level High Original Project Cost: 426,383 Objective Replacement
Project Description Renovate the existing restroom. Demolish walls and partitions and reconfigure interior spaces to provide ADA-compliant restrooms; preserve storage closet; provide new plumbing, drainage system, and ADA-compliant fixtures; and reconfigure roof drainage system. Improve amount of natural light to the interior if possible. Replace steep path between the playground and SE Steele; repair other ADA non-compliant path-of-travel issues; replace curb ramp at SE Steele to be compliant. Funded by 2014 general obligation bonds.
Total Requirements 70,446 340,000 100,000 0 0 0 0 100,000
Operating and Maintenance Costs 0 0 0 0 0
Couch Park Loo (P30102) Total Project Cost: 577,388 Area: Northwest Confidence Level High Original Project Cost: 577,388 Objective Growth
Project Description Add a Portland Loo near the existing restroom building. Convert the existing restroom to maintenance and recreation support functions only. Correct ADA deficiencies in the pavement immediately surrounding the restroom building and Loo. Funded by 2014 general obligation bonds.
Total Requirements 77,364 500,000 400,000 0 0 0 0 400,000
Operating and Maintenance Costs 0 0 0 0 0
Colonel Summers Park Loo (P30103) Total Project Cost: 1,310,765 Area: Southeast Confidence Level High Original Project Cost: 717,468 Objective Replacement
Project Description Add a Portland Loo including water, electrical and sanitary sewer systems to serve the new Loo. Funded by 2014 general obligation bonds.
Total Requirements 392,337 364,100 600,000 0 0 0 0 600,000
Operating and Maintenance Costs 0 0 0 0 0
Ed Benedict Park Restroom Repair (P30104) Total Project Cost: 100,000 Area: East Confidence Level High Original Project Cost: 633,800 Objective Maintenance & Repa
Project Description Upgrade existing restroom near the skatepark facility. Funded by 2014 general obligation bonds.
Total Requirements 26,732 75,000 50,000 0 0 0 0 50,000
Operating and Maintenance Costs 0 0 0 0 0
Glenwood Park Restroom (P30105) Total Project Cost: 391,488 Area: East Confidence Level High Original Project Cost: 395,678 Objective Replacement
Project Description Renovate existing restroom. Reconfigure interior spaces to add square footage to the ADA stall. Renovate floor in ADA stall to slope/drain within ADA tolerances. Enlarge drain and check trap, replace siding. Provide fully accessible path from SE 89th by repairing three sections of ADA non-compliant asphalt paving. Add natural light to the interior if possible. Funded by 2014 general obligation bonds.
Total Requirements 68,550 310,000 100,000 0 0 0 0 100,000
Operating and Maintenance Costs 0 0 0 0 0
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Page 74 City of Portland Parks & Recreation - Requested Budget FY 2018-19 Capital Improvement Plan Summaries Portland Parks & Recreation Parks, Recreation, and Cultural Service Area Funds Portland Parks & Recreation Capital Improvement Plan Summaries
Capital Program Prior FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Project Years Revised Requested Estimated Estimated Estimated Estimated 5-Year Capital Budget Budget Budget Budget Budget Budget Total
Buildings & Pools
Mt Tabor Park Summit Restroom (P30108) Total Project Cost: 623,984 Area: Southeast Confidence Level High Original Project Cost: 676,474 Objective Replacement
Project Description Renovate summit restrooms including plumbing and electrical systems; interior partitions, finishes, fixtures, and paint; sewer line, lighting, roof and seismic upgrades, and bring all to complete ADA accessibility standards. Provide fully-accessible path from Harvey Scott Drive. Funded by 2014 general obligation bonds.
Total Requirements 383,716 162,000 80,000 0 0 0 0 80,000
Operating and Maintenance Costs 0 0 0 0 0
Sellwood Park Kitchen Roof (P30111) Total Project Cost: 1,272,539 Area: Southeast Confidence Level High Original Project Cost: 1,279,247 Objective Replacement
Project Description Replace kitchen building roof. Match historic character of the building, but also make diaphram and seismic improvements and rebuild the roof windows. Funded by 2014 general obligation bonds.
Total Requirements 0 500,000 1,000,000 0 0 0 0 1,000,000
Operating and Maintenance Costs 0 0 0 0 0
St Johns CC Roof (P30114) Total Project Cost: 1,169,782 Area: North Confidence Level High Original Project Cost: 1,079,229 Objective Replacement
Project Description Make various repairs at this 1940s facility: install new roof, complete seismic upgrades and ADA renovations, and resolve HVAC issues. Funded by 2014 general obligation bonds.
Total Requirements 178,061 864,000 400,000 0 0 0 0 400,000
Operating and Maintenance Costs 0 0 0 0 0
Ventura Park Loo (P30115) Total Project Cost: 568,077 Area: East Confidence Level High Original Project Cost: 720,105 Objective Growth
Project Description Install a new Portland Loo. Location will be near the play area on the site of the former water feature, and provide water, electrical and sanitary sewer systems to serve it. Provide ADA-compliant connections to the sidewalk and the play area. Funded by general obligation bonds, passed in November 2014, with additional funding from System Development Charge fees.
Total Requirements 28,942 390,000 0 0 0 0 0 0
Operating and Maintenance Costs 0 22,000 22,000 22,000 22,000
MAC Seismic Study (P30117) Total Project Cost: 126,896 Area: Southwest Confidence Level Moderate Original Project Cost: 126896 Objective Growth
Project Description Complete seismic study at Multnomah Arts Center. Funded by 2014 general obligation bonds.
Total Requirements 58,947 50,000 40,000 0 0 0 0 40,000
Operating and Maintenance Costs 0 0 0 0 0
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City of Portland Parks & Recreation - Requested Budget FY 2018-19 Page 75 Portland Parks & Recreation Capital Improvement Plan Summaries Parks, Recreation, and Cultural Service Area Funds Portland Parks & Recreation Capital Improvement Plan Summaries
Capital Program Prior FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Project Years Revised Requested Estimated Estimated Estimated Estimated 5-Year Capital Budget Budget Budget Budget Budget Budget Total
Buildings & Pools
Raymond Park Loo (P30127) Total Project Cost: 533,800 Area: East Confidence Level High Original Project Cost: 533800 Objective Expansion
Project Description Add a Portland Loo. Provide water, electrical and sanitary sewer systems to serve the new Loo. Funded by 2014 general obligation bonds.
Total Requirements 7,873 525,000 400,000 0 0 0 0 400,000
Operating and Maintenance Costs 0 22,000 22,000 22,000 22,000
NEW - Peninsula Pool Improvements (P30128) Total Project Cost: 3,700,000 Area: Northeast Confidence Level Moderate Original Project Cost: Objective Maintenance & Repa
Project Description This project upgrades pool mechanical systems. Funded with 2014 general obligation bonds.
Total Requirements 9,273 3,700,000 3,000,000 200,000 0 0 0 3,200,000
Operating and Maintenance Costs 0 0 0 0 0
NEW - Multnomah Arts Center ADA Upgrades (P30137) Total Project Cost: 450,000 Area: Southwest Confidence Level Moderate Original Project Cost: Objective Maintenance & Repa
Project Description Improves Multnomah Arts Center's paths of travel and interior spaces. Funded by 2014 general obligation bonds.
Total Requirements 0 112,500 450,000 0 0 0 0 450,000
Operating and Maintenance Costs 0 0 0 0 0
NEW - Matt Dishman Roof (P30139) Total Project Cost: 500,000 Area: Northeast Confidence Level Moderate Original Project Cost: Objective Maintenance & Repa
Project Description Repairs the roof at Matt Dishman Community Center. Funded by 2014 general obligation bonds.
Total Requirements 0 125,000 490,000 0 0 0 0 490,000
Operating and Maintenance Costs 0 0 0 0 0
NEW - Matt Dishman Electrical (P30140) Total Project Cost: 250,000 Area: Northeast Confidence Level Moderate Original Project Cost: Objective Maintenance & Repa
Project Description Upgrades electrical service at Matt Dishman Community Center. Funded by 2014 general obligation bonds.
Total Requirements 0 62,500 250,000 0 0 0 0 250,000
Operating and Maintenance Costs 0 0 0 0 0
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Page 76 City of Portland Parks & Recreation - Requested Budget FY 2018-19 Capital Improvement Plan Summaries Portland Parks & Recreation Parks, Recreation, and Cultural Service Area Funds Portland Parks & Recreation Capital Improvement Plan Summaries
Capital Program Prior FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Project Years Revised Requested Estimated Estimated Estimated Estimated 5-Year Capital Budget Budget Budget Budget Budget Budget Total
Buildings & Pools
NEW - Montavilla Community Center Roof (P30141) Total Project Cost: 1,300,000 Area: Northeast Confidence Level Moderate Original Project Cost: Objective Maintenance & Repa
Project Description Repairs Montavilla Community Center Roof. Funded by 2014 general obligation bonds.
Total Requirements 0 325,000 1,000,000 200,000 0 0 0 1,200,000
Operating and Maintenance Costs 0 0 0 0 0
NEW - Multnomah Arts Center Seismic Improvements (P30143) Total Project Cost: 1,000,000 Area: Southwest Confidence Level Moderate Original Project Cost: Objective Maintenance & Repa
Project Description Complete seismic improvements at Multnomah Arts Center. Funded with 2014 general obligation bonds.
Total Requirements 0 250,000 900,000 0 0 0 0 900,000
Operating and Maintenance Costs 0 0 0 0 0
Developed Parks
Halprin Parks Restoration - LID (P00721) Total Project Cost: 3,600,000 Area: Central City Confidence Level Moderate Original Project Cost: 2,100,000 Objective Maintenance & Repa
Project Description Restore Halprin fountains: Lovejoy, Keller, and Pettygrove. Funded by General Fund and a Local Improvement District.
Total Requirements 471,969 350,000 1,000,000 2,000,000 0 0 0 3,000,000
Operating and Maintenance Costs 0 0 0 0 0
Non Central City Park Development Program (P10001) Total Project Cost: Ongoing Area: Citywide Confidence Level Moderate Original Project Cost: Ongoing Objective GRO: New
Project Description SDC funded park development in the non-Central City. Projects to be determined.
Total Requirements 0 9,676,236 5,000,000 300,000 0 0 0 5,300,000
Operating and Maintenance Costs 0 0 0 0 0
Central City Park Development (P10002) Total Project Cost: Ongoing Area: Central City Confidence Level Moderate Original Project Cost: Ongoing Objective GRO: New
Project Description SDC funded park development in the Central City. Projects to be determined.
Total Requirements 0 4,000,000 11,000,000 3,000,000 900,000 0 0 14,900,000
Operating and Maintenance Costs 0 0 0 0 0
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City of Portland Parks & Recreation - Requested Budget FY 2018-19 Page 77 Portland Parks & Recreation Capital Improvement Plan Summaries Parks, Recreation, and Cultural Service Area Funds Portland Parks & Recreation Capital Improvement Plan Summaries
Capital Program Prior FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Project Years Revised Requested Estimated Estimated Estimated Estimated 5-Year Capital Budget Budget Budget Budget Budget Budget Total
Developed Parks
Parklane Park Development (P10446) Total Project Cost: 6,000,000 Area: Southeast Confidence Level Low Original Project Cost: 6,046,000 Objective GRO: New
Project Description This project includes basic park improvements noted in the Master Plan: spray feature, paths, utilities, plantings, and site furniture. Funded by System Development Charges. This project is complemented by a bond-funded installation of a Portland Loo.
Total Requirements 15,052 2,950,000 2,000,000 500,000 0 0 0 2,500,000
Operating and Maintenance Costs 0 0 0 400,000 400,000
Luuwit View Park Development (P10458) Total Project Cost: 11,800,000 Area: East Confidence Level Moderate Original Project Cost: 7,900,000 Objective GRO: New
Project Description Phase 1: Develop property to a basic level: earthwork, paths, irrigated lawn and landscaping, benches, utilities and drainage. Phase 2: Develop sports fields, BMX, skatespot, plaza, and wall seating. All phases funded by System Development Charges.
Total Requirements 7,654,516 4,200,000 200,000 0 0 0 0 200,000
Operating and Maintenance Costs 316,418 316,418 316,418 316,418 316,418
Gateway Discovery Park Development (P10460) Total Project Cost: 8,800,000 Area: East Confidence Level Moderate Original Project Cost: 5,750,000 Objective GRO: New
Project Description Gateway property development per the Gateway Master Plan. The park includes an urban plaza with an interactive water feature, seating areas, pathways, picnic areas, skate/bike feature, adventure-inspired play area, open flexible lawn area, restroom, stormwater facilities, and other typical park amenities. Funded by System Development Charges.
Total Requirements 5,801,772 3,300,000 500,000 0 0 0 0 500,000
Operating and Maintenance Costs 540,398 540,398 540,398 540,398 540,398
Spring Garden Park Development (P10468) Total Project Cost: 3,800,000 Area: Southwest Confidence Level Moderate Original Project Cost: 1,500,000 Objective GRO: New
Project Description Implement 2002 Spring Garden Park Master Plan. Project includes a new play area with some nature-based features; seating, drinking fountain, and a water line. Funded by System Development Charges.
Total Requirements 502,879 2,900,000 500,000 0 0 0 0 500,000
Operating and Maintenance Costs 96,041 96,041 96,041 96,041 96,041
Errol Heights Park Development (P10500) Total Project Cost: 5,300,000 Area: East Confidence Level Moderate Original Project Cost: 5300000 Objective Growth
Project Description Phase 1 implementation of the 2005 Master Plan. Potential improvements include natural area enhancements and pathways, irrigated lawn/plantings, porta-potty infrastructure or loo, active play, and picnic shelter/overlook. SE 45th-52nd Ave and SE Harney to Tenino. Funded with System Development Charges.
Total Requirements 353 2,500,000 1,200,000 3,000,000 1,000,000 0 0 5,200,000
Operating and Maintenance Costs 0 68,000 68,000 68,000 68,000
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Page 78 City of Portland Parks & Recreation - Requested Budget FY 2018-19 Capital Improvement Plan Summaries Portland Parks & Recreation Parks, Recreation, and Cultural Service Area Funds Portland Parks & Recreation Capital Improvement Plan Summaries
Capital Program Prior FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Project Years Revised Requested Estimated Estimated Estimated Estimated 5-Year Capital Budget Budget Budget Budget Budget Budget Total
Developed Parks
Laurelhurst Park Handrails (P10506) Total Project Cost: 170,000 Area: Southeast Confidence Level Moderate Original Project Cost: 170000 Objective Growth
Project Description Install new handrails on stairways. Funded by System Development Charges.
Total Requirements 14,628 170,000 100,000 0 0 0 0 100,000
Operating and Maintenance Costs 0 0 0 0 0
East Holladay Park DOLA Fencing (P10507) Total Project Cost: 225,000 Area: Southeast Confidence Level Moderate Original Project Cost: 225000 Objective Growth
Project Description This project installs fencing, gates, and signage and includes some grading and re-surfacing work. Funded by System Development Charges.
Total Requirements 0 225,000 200,000 0 0 0 0 200,000
Operating and Maintenance Costs 0 0 0 0 0
Pioneer Courthouse Square Improvements (P30080) Total Project Cost: 10,000,000 Area: Central City Confidence Level High Original Project Cost: 10,000,000 Objective Replacement
Project Description Replace failing structures, fix leaks and cracks, make improvements at a high-use park. Funded by 2014 general obligation bonds.
Total Requirements 5,279,567 4,700,000 2,500,000 0 0 0 0 2,500,000
Operating and Maintenance Costs 0 0 0 0 0
NEW - Gabriel Park Playground (P30129) Total Project Cost: 1,700,000 Area: Southwest Confidence Level Moderate Original Project Cost: Objective Maintenance & Repa
Project Description Renovates the existing playground at Gabriel Park. Funded by 2014 general fund obligation bonds.
Total Requirements 0 425,000 1,500,000 190,000 0 0 0 1,690,000
Operating and Maintenance Costs 0 0 0 0 0
NEW - Gilbert Primary Park Playground (P30130) Total Project Cost: 1,100,000 Area: East Confidence Level Moderate Original Project Cost: Objective Maintenance & Repa
Project Description Renovate existing playground at Gilbert Primary Park. Funded with 2014 general obligation bonds.
Total Requirements 0 275,000 1,000,000 0 0 0 0 1,000,000
Operating and Maintenance Costs 0 0 0 0 0
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Capital Program Prior FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Project Years Revised Requested Estimated Estimated Estimated Estimated 5-Year Capital Budget Budget Budget Budget Budget Budget Total
Developed Parks
NEW - Glenhaven Park Playground (P30132) Total Project Cost: 1,700,000 Area: Northeast Confidence Level Moderate Original Project Cost: Objective Maintenance & Repa
Project Description Renovates the existing playground and adds new play features at Glenhaven Park. Funded with 2014 general obligation bonds and System Development Charges.
Total Requirements 0 425,000 1,250,000 350,000 0 0 0 1,600,000
Operating and Maintenance Costs 0 0 0 0 0
NEW - Play Piece Replacements (P30133) Total Project Cost: 3,000,000 Area: Citywide Confidence Level Moderate Original Project Cost: Objective Maintenance & Repa
Project Description Replace lead-painted, deterioriating or damaged, and old play equipment that is not up to current safety codes. Funded with 2014 general obligation bonds.
Total Requirements 0 750,000 800,000 800,000 800,000 500,000 0 2,900,000
Operating and Maintenance Costs 0 0 0 0 0
Mt Tabor Park Stairs Handrails (P30138) Total Project Cost: 420,000 Area: Southeast Confidence Level Original Project Cost: Objective Maintenance & Repa
Project Description Repair existing stair structure and add new handrails. Funded with 2014 general obligation bonds and System Development Charges.
Total Requirements 25,171 62,500 350,000 0 0 0 0 350,000
Operating and Maintenance Costs 0 0 0 0 0
NEW - Pier Park Restrooms & Shelter (P30142) Total Project Cost: 750,000 Area: North Confidence Level Moderate Original Project Cost: Objective Maintenance & Repa
Project Description Renovate restroom and shelter at Pier Park. Funded with 2014 general obligation bonds.
Total Requirements 0 187,500 600,000 0 0 0 0 600,000
Operating and Maintenance Costs 0 0 0 0 0
NEW - Fernhill Park Lead Removal (P30144) Total Project Cost: 500,000 Area: Northeast Confidence Level High Original Project Cost: Objective Maintenance & Repa
Project Description Replace lead water supply infrastructure. Funded with 2014 general obligation bonds.
Total Requirements 0 125,000 500,000 0 0 0 0 500,000
Operating and Maintenance Costs 0 0 0 0 0
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Page 80 City of Portland Parks & Recreation - Requested Budget FY 2018-19 Capital Improvement Plan Summaries Portland Parks & Recreation Parks, Recreation, and Cultural Service Area Funds Portland Parks & Recreation Capital Improvement Plan Summaries
Capital Program Prior FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Project Years Revised Requested Estimated Estimated Estimated Estimated 5-Year Capital Budget Budget Budget Budget Budget Budget Total
Green Infrastructure
Riverview Nature Area Restoration (P00650) Total Project Cost: 250,000 Area: Southwest Confidence Level Moderate Original Project Cost: 250,000 Objective GRO: New
Project Description Restoration of newly acquired land in southwest Portland. Funded by mitigation funding from Multnomah County for the Sellwood Bridge project.
Total Requirements 138,288 45,000 100,000 0 0 0 0 100,000
Operating and Maintenance Costs 146,000 146,000 146,000 146,000 146,000
Leach Botanical Garden (P00664) Total Project Cost: 6,600,000 Area: East Confidence Level Moderate Original Project Cost: 1,343,000 Objective Maintenance-Preser
Project Description Renovation of Leach Botanical Garden. Funded by Prosper Portland and System Development Charges.
Total Requirements 892,438 500,000 3,000,000 1,000,000 1,000,000 500,000 0 5,500,000
Operating and Maintenance Costs 157,483 157,483 157,483 157,483 157,483
Waterfront Park Bioswale Reconfiguration (P20472) Total Project Cost: 48,150 Area: Central City Confidence Level High Original Project Cost: 33,150 Objective Replacement
Project Description Existing stormwater facility is being used for trash and human waste. This project will reconfigure the area to discourage current use. Funded with the bureau's General Fund major maintenance allocation.
Total Requirements 7,451 0 30,000 0 0 0 0 30,000
Operating and Maintenance Costs 0 0 0 0 0
Park Amenities & Trails
Columbia Children's Arboretum (P10492) Total Project Cost: 1,135,000 Area: Northeast Confidence Level Moderate Original Project Cost: 1,135,000 Objective Growth
Project Description This project protects the site's natural resources while providing needed recreational opportunities. New amenities will include a paved trailed, paved accessible parking, and a shelter for educational/interpretive programs and group activities. Funded by System Development Charges.
Total Requirements 323 1,135,000 1,000,000 100,000 0 0 0 1,100,000
Operating and Maintenance Costs 0 0 13,000 13,000 13,000
Gateway Green Development (P10498) Total Project Cost: 3,100,000 Area: East Confidence Level Moderate Original Project Cost: 3,100,000 Objective Growth
Project Description This project will include hard and soft surface paths, nature play, lighting, and habitat restoration. Funded by Friends of Gateway Green, Metro, General Fund, and System Development Charges.
Total Requirements 269,782 1,700,000 1,000,000 300,000 0 0 0 1,300,000
Operating and Maintenance Costs 0 0 112,000 112,000 112,000
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Capital Program Prior FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Project Years Revised Requested Estimated Estimated Estimated Estimated 5-Year Capital Budget Budget Budget Budget Budget Budget Total
Recreation Features
Fernhill Splash Pad (P10432) Total Project Cost: 500,000 Area: Northeast Confidence Level Optimal Original Project Cost: 250,000 Objective GRO: New
Project Description Construct a new splash pad water feature at Fernhill Park. Funded by System Development Charges.
Total Requirements 64,480 450,000 300,000 0 0 0 0 300,000
Operating and Maintenance Costs 43,290 43,290 43,290 43,290 43,290
Delta Park Artificial Turf (P10443) Total Project Cost: 4,000,000 Area: North Confidence Level High Original Project Cost: 2,000,000 Objective GRO: Expand
Project Description Convert three of the remaining turf soccer fields to synthetic turf. The original project included replacement of two fields. Funding provided by System Development Charges.
Total Requirements 12,183 240,000 200,000 0 0 0 0 200,000
Operating and Maintenance Costs 0 0 0 0 0
Salmon Street Fountain Electrical Repair (P20489) Total Project Cost: 131,000 Area: Central City Confidence Level Moderate Original Project Cost: 131,000 Objective Maintenance & Repa
Project Description This project repairs the electrical system of the interactive fountain in Governor Tom McCall Waterfront Park. Funded by General Fund Major Maintenance resources.
Total Requirements 0 131,000 131,000 0 0 0 0 131,000
Operating and Maintenance Costs 0 0 0 0 0
Couch Park Playground (P30001) Total Project Cost: 2,133,516 Area: Northwest Confidence Level High Original Project Cost: 1,633,516 Objective Replacement
Project Description Replace play equipment, playground surfaces and substructures, and fencing and correct adjacent ADA deficiencies including the brick plaza walkway between NW Glisan and Hoyt to provide a safe, accessible path to and from the streets and the restroom. Funded by donations and 2014 general obligation bonds.
Total Requirements 405,077 1,900,000 1,000,000 600,000 0 0 0 1,600,000
Operating and Maintenance Costs 0 0 0 0 0
Creston Park Playground (P30002) Total Project Cost: 806,287 Area: Southeast Confidence Level High Original Project Cost: 774,642 Objective Replacement
Project Description Renovate or replace play equipment. Upgrade playground surface and substructures. Provide an ADA-accessible path to the playground and the swings from the park’s west parking lot. Also provide an ADA compliant drinking fountain and benches. Funded by 2014 general obligation bonds.
Total Requirements 28,256 720,000 700,000 0 0 0 0 700,000
Operating and Maintenance Costs 0 0 0 0 0
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Page 82 City of Portland Parks & Recreation - Requested Budget FY 2018-19 Capital Improvement Plan Summaries Portland Parks & Recreation Parks, Recreation, and Cultural Service Area Funds Portland Parks & Recreation Capital Improvement Plan Summaries
Capital Program Prior FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Project Years Revised Requested Estimated Estimated Estimated Estimated 5-Year Capital Budget Budget Budget Budget Budget Budget Total
Recreation Features
Kenton Park Playground (P30003) Total Project Cost: 968,947 Area: North Confidence Level High Original Project Cost: 968,947 Objective Replacement
Project Description Remove and replace outdated, inaccessible play structures, picnic tables, benches, a drinking fountain, and pavement adjacent to the restroom. Install an accessible path between the street, restroom and play area. Funded by 2014 general obligation bonds.
Total Requirements 86,018 900,000 700,000 0 0 0 0 700,000
Operating and Maintenance Costs 0 0 0 0 0
Lents Park Playground (P30004) Total Project Cost: 1,471,908 Area: Southeast Confidence Level High Original Project Cost: 1,483,962 Objective Replacement
Project Description Renovate or replace play equipment. Upgrade surface and substructures. Install accessible picnic tables, benches, and drinking fountain. Create an ADA accessible pathway to the playground from the ADA parking lot. Funded by 2014 general obligation bonds.
Total Requirements 808,306 590,000 300,000 0 0 0 0 300,000
Operating and Maintenance Costs 0 0 0 0 0
Lynchview Park Playground (P30005) Total Project Cost: 3,205,030 Area: East Confidence Level High Original Project Cost: 3,205,030 Objective Replacement
Project Description Add new a new playground to the park to accommodate a wide range of play for children of all ages at Lynchview Park. Intstall an ADA-compliant pathway that connects to a new ADA parking stall and the park entrances. Funded by 2014 general obligation bonds and System Development Charges.
Total Requirements 70,376 2,200,000 2,200,000 700,000 0 0 0 2,900,000
Operating and Maintenance Costs 0 9,000 9,000 9,000 9,000
North Park Blocks Playground (P30006) Total Project Cost: 1,598,656 Area: Central City Confidence Level High Original Project Cost: 1,611,496 Objective Replacement
Project Description Remove and replace play equipment. Upgrade surface and sub structures. Create an accessible pathway from the SW and NE corners to the play area. Funded by 2014 general obligation bonds.
Total Requirements 224,952 1,350,000 1,000,000 300,000 0 0 0 1,300,000
Operating and Maintenance Costs 0 0 0 0 0
Ventura Park Playground (P30007) Total Project Cost: 1,103,719 Area: East Confidence Level High Original Project Cost: 1,112,758 Objective Replacement
Project Description Remove and replace outdated, inaccessible play structures. Repair playground surface and substructures. Repair pavement buckled by tree roots including bench pads and bike rack pad. Remove four problematic trees and protect remaining trees and lighting. Funded by 2014 general obligation bonds.
Total Requirements 62,395 800,000 300,000 0 0 0 0 300,000
Operating and Maintenance Costs 0 0 0 0 0
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Capital Program Prior FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Project Years Revised Requested Estimated Estimated Estimated Estimated 5-Year Capital Budget Budget Budget Budget Budget Budget Total
Recreation Features
Argay Tennis Court (P30100) Total Project Cost: 1,067,533 Area: East Confidence Level High Original Project Cost: 1,076,239 Objective Replacement
Project Description Upgrade all four existing tennis courts at Argay Park including surfaces, lighting, fencing, nets, and stanchions. Replace the drinking fountain and wood planking on the existing player benches. Funded by 2014 general obligation bonds.
Total Requirements 328,332 900,000 200,000 0 0 0 0 200,000
Operating and Maintenance Costs 0 0 0 0 0
Reike Synthetic Turf (P30107) Total Project Cost: 2,173,057 Area: Southwest Confidence Level High Original Project Cost: 2,187,822 Objective Replacement
Project Description Renovate synthetic playing field at Mary Reike School. Funded by 2014 general obligation bonds.
Total Requirements 321,755 1,800,000 500,000 0 0 0 0 500,000
Operating and Maintenance Costs 0 0 0 0 0
Utilities, Roads & Trails
Bridge Inventory & Assessment (P00336) Total Project Cost: 750,000 Area: Citywide Confidence Level Moderate Original Project Cost: 1,100,000 Objective Maintenance-Safety
Project Description Inventory, assess, and report on bridges in the entire park system and begin implementing improvements, with priority given to Springwater Corridor as well as pedestrian and vehicular bridges. Funded by General Fund Major Maintenance resources.
Total Requirements 101,955 300,000 200,000 0 0 0 0 200,000
Operating and Maintenance Costs 0 0 0 0 0
Mt Scott Community Center DDC Replacement (P00707) Total Project Cost: 46,699 Area: Southeast Confidence Level High Original Project Cost: 46,699 Objective Replacement
Project Description Replace existing climate control system with an automated Direct Digital Control system. Funded by General Fund Major Maintenance resources.
Total Requirements 14,588 23,000 30,000 0 0 0 0 30,000
Operating and Maintenance Costs 0 0 0 0 0
Peninsula DDC Replacement (P00709) Total Project Cost: 23,641 Area: Northeast Confidence Level High Original Project Cost: 23,641 Objective Replacement
Project Description Replace existing climate control system with an automated Direct Digital Control system. Funded by General Fund Major Maintenance resources.
Total Requirements 0 12,000 20,000 0 0 0 0 20,000
Operating and Maintenance Costs 0 0 0 0 0
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Page 84 City of Portland Parks & Recreation - Requested Budget FY 2018-19 Capital Improvement Plan Summaries Portland Parks & Recreation Parks, Recreation, and Cultural Service Area Funds Portland Parks & Recreation Capital Improvement Plan Summaries
Capital Program Prior FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Project Years Revised Requested Estimated Estimated Estimated Estimated 5-Year Capital Budget Budget Budget Budget Budget Budget Total
Utilities, Roads & Trails
Wilson Pool DDC Replacement (P00710) Total Project Cost: 21,161 Area: Southwest Confidence Level High Original Project Cost: 21,161 Objective Replacement
Project Description Replace existing climate control system with an automated Direct Digital Control system. Funded by General Fund Major Maintenance resources.
Total Requirements 0 10,000 16,000 0 0 0 0 16,000
Operating and Maintenance Costs 0 0 0 0 0
Multnomah Art Center DDC Replacement (P00712) Total Project Cost: 35,754 Area: Southwest Confidence Level High Original Project Cost: 35,754 Objective Replacement
Project Description Replace existing climate control system with an automated Direct Digital Control system. Funded by General Fund Major Maintenance resources.
Total Requirements 0 17,000 29,000 0 0 0 0 29,000
Operating and Maintenance Costs 0 0 0 0 0
Marine Drive Trail Gaps (P10021) Total Project Cost: 3,804,563 Area: Northeast Confidence Level Moderate Original Project Cost: 3,804,563 Objective GRO: New
Project Description Complete several remaining gaps in the Marine Drive trail system which connects the I-205 bike route with Kelley Point Park. Grant match funding provided by System Development Charges. The project is funded by a grant PP&R gave to the Portland Bureau of Transportation (PBOT) to complete. The total project cost of $3,804,563 reflects both the bureau's portion of costs in addition to the grant funding that is budgeted in PBOT's budget.
Total Requirements 45,750 145,000 130,000 0 0 0 0 130,000
Operating and Maintenance Costs 0 0 10,000 10,000 10,000
Springwater Trail SE Umatilla to 13th (P10231) Total Project Cost: 1,500,000 Area: Southeast Confidence Level Moderate Original Project Cost: 1,270,009 Objective GRO: Expand
Project Description Build Springwater trail gap from SE Umatilla to 13th. This is a combination rail-with-trail project. Funded by a Federal Grant through ODOT and System Development Charges.
Total Requirements 280,169 324,000 1,200,000 0 0 0 0 1,200,000
Operating and Maintenance Costs 7,235 7,235 7,235 7,235 7,235
Red Electric Trail Match (P10434) Total Project Cost: 376,000 Area: Southwest Confidence Level High Original Project Cost: 220,000 Objective GRO: New
Project Description This project builds the portion of the Red Electric Trail between SW 30th to SW Vermont. 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.
Total Requirements 20,045 344,000 300,000 0 0 0 0 300,000
Operating and Maintenance Costs 3,960 3,960 3,960 3,960 3,960
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City of Portland Parks & Recreation - Requested Budget FY 2018-19 Page 85 Portland Parks & Recreation Capital Improvement Plan Summaries Parks, Recreation, and Cultural Service Area Funds Portland Parks & Recreation Capital Improvement Plan Summaries
Capital Program Prior FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Project Years Revised Requested Estimated Estimated Estimated Estimated 5-Year Capital Budget Budget Budget Budget Budget Budget Total
Utilities, Roads & Trails
Columbia Blvd Bridge @ Chimney Park (P10461) Total Project Cost: 200,000 Area: North Confidence Level Moderate Original Project Cost: 200,000 Objective GRO: New
Project Description Construction of a grade-separated crossing over Columbia Boulevard at Chimney Park, part of the North Portland Greenway trail. System Development Charges fund the match on a grant from Metro, the lead agency on this project.
Total Requirements 0 190,000 200,000 0 0 0 0 200,000
Operating and Maintenance Costs 0 0 33,000 33,000 33,000
Whitaker Ponds Access Improvements (P10467) Total Project Cost: 1,900,000 Area: Northeast Confidence Level Moderate Original Project Cost: 1,268,655 Objective GRO: Expand
Project Description Develop access and circulation entryway, as recommended in the 2012 conceptual plan. Funded by a Metro grant and match funding from System Development Charges.
Total Requirements 434,484 1,500,000 500,000 0 0 0 0 500,000
Operating and Maintenance Costs 13,400 13,400 13,400 13,400 13,400
Mt Tabor Park South Access Trail/Bike Path (P10472) Total Project Cost: 550,000 Area: Southeast Confidence Level Moderate Original Project Cost: 500,000 Objective GRO: Expand
Project Description Develop access and circulation entryway on the south side of Mt Tabor. Funded by System Development Charges.
Total Requirements 32,251 517,000 400,000 0 0 0 0 400,000
Operating and Maintenance Costs 0 1,500 1,500 1,500 1,500
Willamette Park Pathways (P10481) Total Project Cost: 722,000 Area: Central City Confidence Level High Original Project Cost: 722,000 Objective Expansion
Project Description Trail circulation improvements per the Redevelopment Plan. Funded by revenue from the sale of property to the Water Bureau for the new Fulton Pump Station, with funding support from System Development Charges.
Total Requirements 643,162 400,000 100,000 0 0 0 0 100,000
Operating and Maintenance Costs 45,800 45,800 45,800 45,800 45,800
Riverplace Sidewalk Renovation (P20415) Total Project Cost: 250,000 Area: Central City Confidence Level High Original Project Cost: 250000 Objective Maintenance & Repa
Project Description Repair the Riverplace Esplanade where it is sinking and creating trip hazards at retail shop entries. Funded with General Fund.
Total Requirements 1,013 50,000 200,000 0 0 0 0 200,000
Operating and Maintenance Costs 0 0 0 0 0
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Page 86 City of Portland Parks & Recreation - Requested Budget FY 2018-19 Capital Improvement Plan Summaries Portland Parks & Recreation Parks, Recreation, and Cultural Service Area Funds Portland Parks & Recreation Capital Improvement Plan Summaries
Capital Program Prior FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Project Years Revised Requested Estimated Estimated Estimated Estimated 5-Year Capital Budget Budget Budget Budget Budget Budget Total
Utilities, Roads & Trails
Portland Childrens Museum DDC Replacement (P20453) Total Project Cost: 140,000 Area: Northwest Confidence Level Moderate Original Project Cost: 136,094 Objective Replacement
Project Description Replace existing climate control system with an automated Direct Digital Control system. Funded by General Fund Major Maintenance resources.
Total Requirements 829 140,000 260,000 0 0 0 0 260,000
Operating and Maintenance Costs 0 0 0 0 0
Hillside Community Center DDC Replacement (P20455) Total Project Cost: 60,000 Area: Northwest Confidence Level Moderate Original Project Cost: 56,428 Objective Replacement
Project Description Replace existing climate control system with an automated Direct Digital Control system. Funded by General Fund Major Maintenance resources.
Total Requirements 0 60,000 50,000 0 0 0 0 50,000
Operating and Maintenance Costs 0 0 0 0 0
Washington Park Sewer Replacement (P20456) Total Project Cost: 1,000,000 Area: Northwest Confidence Level Moderate Original Project Cost: 1,497,600 Objective Replacement
Project Description Reline the 50+year old, 10,000+ feet of sanitary and stormwater pipe in Washington Park to extend its life and prevent continued sewage spills, backed-up restroom facilities, and contamination issues. Funded by General Fund. Additional funding will be needed to complete this project at the current estimated scope.
Total Requirements 0 110,000 800,000 260,000 0 0 0 1,060,000
Operating and Maintenance Costs 0 0 0 0 0
NEW - Leif Erikson Culvert Repairs (P20457) Total Project Cost: 347500 Area: Northwest Confidence Level Moderate Original Project Cost: 345,000 Objective Replacement
Project Description Replace failing culverts in partnership with BES. BES will provide 50% match from Watershed Investment Fund. Parks' portion is funded by General Fund Major Maintenance resources.
Total Requirements 0 0 340,000 0 0 0 0 340,000
Operating and Maintenance Costs 0 0 0 0 0
Leif Erikson Culverts & MP 6.8 Roadbed Repairs (P20474) Total Project Cost: 247,500 Area: Northwest Confidence Level High Original Project Cost: 247,500 Objective Maintenance & Repa
Project Description Repair the milepost 6.8 roadbed failure on Leif Erikson, a major artery of Forest Park that is needed for emergency vehicles. Funded with General Fund.
Total Requirements 0 575,000 240,000 0 0 0 0 240,000
Operating and Maintenance Costs 0 0 0 0 0
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Capital Program Prior FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Project Years Revised Requested Estimated Estimated Estimated Estimated 5-Year Capital Budget Budget Budget Budget Budget Budget Total
Utilities, Roads & Trails
Maple Trail Bridge Replacment (P30025) Total Project Cost: 763,000 Area: Northwest Confidence Level High Original Project Cost: 570,195 Objective Replacement
Project Description Replace bridge and bridge abutments on the Maple Trail in Forest Park. Funded by 2014 general obligation bonds.
Total Requirements 204,730 420,000 300,000 0 0 0 0 300,000
Operating and Maintenance Costs 0 0 0 0 0
Springwater Corridor Bridges (P30027) Total Project Cost: 2,348,830 Area: Southeast Confidence Level High Original Project Cost: 2,348,830 Objective Replacement
Project Description Repair bridge and stabilize trail. Springwater Corridor trail has six remaining trestle bridges that are 70 to 100 years old. These bridges' support structures are original and in need of replacement. Funded by 2014 general obligation bonds.
Total Requirements 0 2,250,000 1,500,000 500,000 0 0 0 2,000,000
Operating and Maintenance Costs 0 0 0 0 0
Lynchview Park Irrigation (P30106) Total Project Cost: 179,777 Area: East Confidence Level High Original Project Cost: 179,777 Objective Replacement
Project Description Replace non-functioning irrigation system at Lynchview Park playground and sports fields with a new Maxicom (weather-based central irrigation control platform) that provides water-efficient, area-specific irrigation. Funded by 2014 general obligation bonds.
Total Requirements 2,565 177,000 175,000 0 0 0 0 175,000
Operating and Maintenance Costs 0 0 0 0 0
NEW - Marshall Park Trail Bridge (P30134) Total Project Cost: 750,000 Area: Southwest Confidence Level Moderate Original Project Cost: Objective Maintenance & Repa
Project Description Replace the trail bridge. Funded by 2014 general obligation bonds.
Total Requirements 0 187,500 500,000 0 0 0 0 500,000
Operating and Maintenance Costs 0 0 0 0 0
NEW - Foley-Balmer Natural Area Bridge (P30135) Total Project Cost: 750,000 Area: Southwest Confidence Level Moderate Original Project Cost: Objective Maintenance & Repa
Project Description Replace the trail bridge. Funded by 2014 general obligation bonds.
Total Requirements 0 187,500 750,000 0 0 0 0 750,000
Operating and Maintenance Costs 0 0 0 0 0
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Page 88 City of Portland Parks & Recreation - Requested Budget FY 2018-19 Capital Improvement Plan Summaries Portland Parks & Recreation Parks, Recreation, and Cultural Service Area Funds Portland Parks & Recreation Capital Improvement Plan Summaries
Capital Program Prior FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Project Years Revised Requested Estimated Estimated Estimated Estimated 5-Year Capital Budget Budget Budget Budget Budget Budget Total
Utilities, Roads & Trails
NEW - Springwater Bridge #140 (P30136) Total Project Cost: 750,000 Area: Southeast Confidence Level Moderate Original Project Cost: Objective Maintenance & Repa
Project Description Replace the trail bridge. Funded by 2014 general obligation bonds.
Total Requirements 0 187,500 750,000 0 0 0 0 750,000
Operating and Maintenance Costs 0 0 0 0 0
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Page 90 City of Portland Parks & Recreation - Requested Budget FY 2018-19 Decision Package Summaries Portland Parks & Recreation Parks, Recreation, and Cultural Service Area Funds S 0 0 0 0 a 0 0 0 0 Budget FY 2022-23 FY Reductions Type: 0 0 0 0 Budget FY 2021-22 FY 01 Memorial Day through end of September) – in order to 0 0 0 0 ed by the Central Irrigation System saves an addition Infrastructure Performance measures impacted could include the more efficient use of this system by performing tune-ups eractive water features as a park amenity that they would use summer. This proposal would reduce the hours that splash ormance measures impacted could include the percentage of Budget hat the pads remain in operation. There is currently no practical Estimated Estimated Estimated FY 2020-21 FY Priority: Program: 0 0 0 0 Budget FY 2019-20 FY Page 1 of 41 of 1 Page (200,000) (200,000) (200,000) (200,000) FY 2018-19 FY Decision Package Summary (200,000) (200,000) (200,000) (200,000) FY 2018-19 FY 0 0 0 0 1 Time DP Time 1 DP Ongoing Budget Requested Requested Requested Estimated FY 2018-19 FY PK_01 - Outdoor Water Use Reduction - Splash Pad/Turf PK_01 - Outdoor Water Portland Parks & Recreation External Materials and Services and Materials External Discretionary Fund General EXPENDITURES EXPENDITURES TOTAL REVENUES REVENUES TOTAL Outdoor Water Use Reduction - Reducing Splash Pad hours and Turf Irrigation: Splash pads are located in sixteen parks throughout the city and provide water recreation opportunities during heat of pads are operated – 12:00 PM to 8:00 daily (changed from 11:00 AM 9:00 PM) July 1st through Labor Day save $75,000 in water costs. Currently, 80 parks are irrigated using the Maxicom Central Irrigation Control System. This proposal also saves $85,000 through where needed and reducing the amount of water applied at irrigated sites by 10%. Reducing watering 10% in parks not controll $40,000. Irrigation will not be reduced at sports fields. Splash pad hours would be reduced at all splash pads within the city. It will likely result in increased crowds for t way to measure splash pad use in the city; however, a recent community survey, 59% of residents identified spray play or int 11:38 1/27/18 sap_b_dp_summary Furthermore, demand has likely increased in recent years as a result of Portland having some the hottest summers on record. percentage of residents rating the quality Parks as good or very good. Depending on seasonal precipitation levels a reduction in irrigation at parks could result negative aesthetic impact. Perf residents rating the quality of parks grounds as good or very good. Decision Package: Bureau: Description: Expected Results:
City of Portland Parks & Recreation - Requested Budget FY 2018-19 Page 91 Portland Parks & Recreation Decision Package Summaries Parks, Recreation, and Cultural Service Area Funds O 0 0 0 0 0 0 0 0 0 0.00 0.00 0.00 0 0 0 0 0 0 0 0 0 0.00 0.00 0.00 Budget Budget FY 2021-22 FY FY 2022-23 FY Reductions Reductions Type: 0 0 0 0 0 Type: 0 0 0 0 0.00 0.00 0.00 Budget Budget FY 2020-21 FY FY 2021-22 FY 02 ts a billing program to recover costs associated with 02 shifted from the City’s General Fund to public of park rules, particularly in our major picnic parks, 0 0 0 0 0 0 0 0 0 Community Infrastructure y would result in increased compliance with park rules and 0.00 0.00 0.00 ly parked in parks. Vehicles alone cause more damage than ective, increased enforcement should decrease damage in fire-safety protection, bands and DJs without noise variances, ance measures expected to be directly impacted include the Budget Budget Estimated Estimated Estimated Estimated Estimated Estimated FY 2019-20 FY FY 2020-21 FY Program: Priority: Program: Priority: 0 0 0 0 0 0 0 0 0 0.00 0.00 0.00 Budget Budget FY 2018-19 FY FY 2019-20 FY 1.00 0.50 -0.50 34,458 34,458 34,458 Page 2 of 40 of 2 Page Page 2 of 41 of 2 Page 125,000 (90,542) (400,000) (400,000) (400,000) (400,000) FY 2017-18 FY FY 2018-19 FY Decision Package Summary Decision Package Summary 1.00 0.50 -0.50 34,458 34,458 34,458 125,000 (90,542) (400,000) (400,000) (400,000) (400,000) FY 2018-19 FY FY 2017-18 FY 0 0 0 0 0 0 0 0 0 0.00 0.00 0.00 1 Time DP Time 1 DP Ongoing Budget 1 Time DP Time 1 DP Ongoing Budget Requested Requested Requested Estimated FY 2018-19 FY Requested Requested Requested Estimated FY 2017-18 FY PK_02 - Recover Costs for Emergency Tree Removal Tree PK_02 - Recover Costs for Emergency PK_02 - Increased Compliance for Permitted Activities PK_02 - Increased Compliance for Permitted Portland Parks & Recreation Portland Parks & Recreation External Materials and Services and Materials External Discretionary Fund General Personnel Services Personnel Charges for Services for Charges General Fund Discretionary Fund General Full-Time Positions Full-Time Part-Time Positions Part-Time EXPENDITURES EXPENDITURES TOTAL REVENUES REVENUES TOTAL Urban Forestry currently pays for tree removal on sites managed and/or owned by PBOT, ODOT, and Tri-Met This proposal implemen emergency tree removal. New revenue from charging public agencies would result in $400,000. PP&R Urban Forestry emergency response service would not be impacted by this revenue package. Part of the cost instead agency that manages and/or owns the property where tree emergency occurs. 11:38 1/27/18 sap_b_dp_summary Decision Package: Bureau: Description: Expected Results: EXPENDITURES 10:56 1/30/17 sap_b_dp_summary fee structures and is expected to generate $150,000 of new revenue. Background: PP&R continues need oversight monitoring permitted events, paid parking lots and docks that require permits. On any given weekend, there are dozens of vehicles illegal any other single item in a park by breaking irrigation heads, creating ruts and destroying grass. There are also BBQs without and events that are inconsistent with parks rules. Over the long term, increased compliance with park rules will have a positive impact on health of itself. Perform percentage of residents rating the quality park grounds and facilities as good or very good. From an operational persp parks and increase the ability of existing staff to spend more time reducing deferred maintenance backlog. This proposal adds funding to increase a currently vacant 0.5 FTE Parking Enforcement position full time. The added capacit TOTAL EXPENDITURES TOTAL REVENUES TOTAL REVENUES TOTAL FTE Decision Package: Expected Results: Bureau: Description: TOTAL FTE TOTAL
Page 92 City of Portland Parks & Recreation - Requested Budget FY 2018-19 Decision Package Summaries Portland Parks & Recreation Parks, Recreation, and Cultural Service Area Funds 0 0 0 0 0 0 0 0 0 0 Budget FY 2022-23 FY Reductions Type: 0 0 0 0 0 Budget FY 2021-22 FY 03 dollars. This proposal begins to look at the possibility of Funds. 0 0 0 0 0 The package encompasses funding to study sites where a Infrastructure k times. The package creates a tool to objectively identify and parking areas. ne-time General Fund support to study the feasibility of 000) to help complete the assessment. Through a consultant h as boat launches, have caused significant traffic and parking Budget . Estimated Estimated Estimated FY 2020-21 FY ed sidewalk connectivity; ed sidewalk Program: Priority: 0 0 0 0 0 Budget it access, or limit FY 2019-20 FY 0 50,000 50,000 50,000 50,000 Page 3 of 41 of 3 Page access via transit or walking routes; and access via transit or walking FY 2018-19 FY Decision Package Summary owded parking, limited trans owded 0 0 0 te where parking is being charged, and te where king revenue are warranted. are revenue king 100,000 (100,000) FY 2018-19 FY ous overcrowding and management problems; ous overcrowding ons, such as boat launches; 50,000 50,000 50,000 150,000 (100,000) 1 Time DP Time 1 DP Ongoing Budget Requested Requested Requested Estimated FY 2018-19 FY rs for asset maintenance of a site. all populations using par intenance directly related to a si intenance directly that currently suffer from seri suffer that currently overcrowded parking areas can be attributed to poor to attributed be can areas parking overcrowded e a barrier to access due limited or overcr lized maintenance considerati PK_03 - Strategic Parking Assessment & Revenue Study PK_03 - Strategic Parking Portland Parks & Recreation External Materials and Services and Materials External Services for Charges Discretionary Fund General t the same time, parking fees have potential to limit access parks, particularly for those experiencing lower incomes
Paid parking programs at strategic locations will allow PP&R to: •Create a funding source for ongoing ma •Reduce the burden on General Fund tax dolla •Determine if programs to increase access for •Determine if the nexus between •Determine if the nexus between •Identify parks that have specia •Identify hav parks that currently •Identify EXPENDITURES EXPENDITURES TOTAL REVENUES REVENUES TOTAL With a few exceptions, open access to parks has been service area that largely 100% subsidized with General Fund tax using parking fees to increase cost recovery for the day-to-day maintenance of providing park services. This package provides o implementing additional parking fees, assumes a future funding stream of $100,000 ongoing revenue to replace General The purpose of the fee study is to strategically assess park properties that have parking demands exceed supply during pea areas that could be considered for parking management plans, including revenue generation through flat rate or metered parking. combination of heavy parking use, proximity to other regulated areas, misuse, or specialized park features, suc demand. This demand typically results in a degraded park experience and strain on the transportation resources, like roads A 11:38 1/27/18 sap_b_dp_summary One-time resources are requested to fill the anticipated revenue stream for FY 2018-19 ($100,00) and hire a consultant ($50, and existing staff resources, PP&R will: parking facilities parks with •Identify Expected Results: Decision Package: Bureau: Description:
City of Portland Parks & Recreation - Requested Budget FY 2018-19 Page 93 Portland Parks & Recreation Decision Package Summaries Parks, Recreation, and Cultural Service Area Funds 0 0 0 0 0 0 Budget FY 2022-23 FY Reductions Type: 0 0 0 Budget FY 2021-22 FY 04 de and allow increased revenues for the remainder of 0 0 0 Infrastructure eases. In addition, this proposal has the potential to impact of private benefit. This proposal is for increasing fees to r repair after intensive use, stadium fields (Walker, Delta, Erv ding for scholarships will help (see related add package) to January so by the time a decision is made on this package Budget Estimated Estimated Estimated FY 2020-21 FY Program: Priority: 0 0 0 Budget FY 2019-20 FY 0 Page 4 of 41 of 4 Page 100,000 (100,000) FY 2018-19 FY Decision Package Summary 0 200,000 (200,000) FY 2018-19 FY 0 100,000 (100,000) 1 Time DP Time 1 DP Ongoing Budget Requested Requested Requested Estimated FY 2018-19 FY PK_04 - Inc Cost Recovery of Private Uses Park Facil PK_04 - Inc Cost Recovery Portland Parks & Recreation Charges for Services for Charges Discretionary Fund General recover a higher portion of the costs for exclusive use rented park property including community gardens, Waterfront Park fo Lind, Skavone), film permits for review and inspections, picnic site rentals. The fee schedule summer is established in REVENUES REVENUES TOTAL PP&R’s cost recovery philosophy aims to achieve a higher revenue through fees for services that provide level opportunity to achieve the revenues for 2018 has passed. The new fees will be established in January 2019 based on decisions ma fiscal year. The $100,000 one-time add is to address this impact. Performance measures related to perceptions about the affordability of park programs may decrease as a result these fee incr our ability to increase level of service for communities color and people experiencing lower incomes. An in fun 11:38 1/27/18 sap_b_dp_summary ensure for the most vulnerable populations. Decision Package: Bureau: Description: Expected Results:
Page 94 City of Portland Parks & Recreation - Requested Budget FY 2018-19 Decision Package Summaries Portland Parks & Recreation Parks, Recreation, and Cultural Service Area Funds 0 0 0 0 0 0 Budget FY 2022-23 FY Reductions Type: 0 0 0 Budget FY 2021-22 FY 05 0 0 0 the potential to impact our ability increase level of Support elated add package) to ensure for the most vulnerable ting General Fund. Special use permit fees are charged to Budget Estimated Estimated Estimated FY 2020-21 FY Program: Priority: 0 0 0 Budget FY 2019-20 FY 0 90,000 Page 5 of 41 of 5 Page (90,000) FY 2018-19 FY Decision Package Summary 0 90,000 (90,000) FY 2018-19 FY 0 0 0 1 Time DP Time 1 DP Ongoing Budget Requested Requested Requested Estimated FY 2018-19 FY PK_05 - Increase Fees for Special Use Permits Portland Parks & Recreation Charges for Services for Charges Discretionary Fund General REVENUES REVENUES TOTAL This proposal raises fees for special use permits above what would be required standard inflation in order to backfill exis support the private use of sports fields, picnics shelters and other park facilities. Performance measures impacted include perceptions related to the affordability of PP&R programs. In addition, this proposal has service to communities of color and people experiencing lower incomes. An increase in funding for scholarships will help (see r populations. 11:38 1/27/18 sap_b_dp_summary Decision Package: Bureau: Description: Expected Results:
City of Portland Parks & Recreation - Requested Budget FY 2018-19 Page 95 Portland Parks & Recreation Decision Package Summaries Parks, Recreation, and Cultural Service Area Funds A o 0 0 0 0 0 0 0 0 Budget FY 2022-23 FY Reductions Type: 0 0 0 0 Budget FY 2021-22 FY 06 er (as fees are increased) to participation in the partner 0 0 0 0 Infrastructure vice reductions within their budgets. This proposal may als he City in reaching its goals towards reducing greenhouse on of contract terms. ity, and natural gas) at these sites. This proposal would shift the Budget services that achieve both their and PP&R’s organizational hildren’s Museum ($120,000), Pittock Mansion ($43,500) and Estimated Estimated Estimated FY 2020-21 FY Program: Priority: 0 0 0 0 Budget FY 2019-20 FY Page 6 of 41 of 6 Page (193,500) (193,500) (193,500) (193,500) FY 2018-19 FY Decision Package Summary (193,500) (193,500) (193,500) (193,500) FY 2018-19 FY 0 0 0 0 1 Time DP Time 1 DP Ongoing Budget Requested Requested Requested Estimated FY 2018-19 FY PK_06 - Transfer Utility Costs to Partner Organizations Utility Transfer PK_06 - Portland Parks & Recreation External Materials and Services and Materials External Discretionary Fund General n increase in costs to these partner organizations may necessitate a combination of fee increases, cost-cutting measures or ser EXPENDITURES EXPENDITURES TOTAL REVENUES REVENUES TOTAL PP&R has agreements at various facilities with local non-profit partner organizations to utilize our deliver missions. The details of the agreements vary by organization. In some cases, PP&R covers cost utilities (water, electric responsibility of paying utilities to the partner organizations. Organizations included in this proposal include Portland C organizations at Pioneer Courthouse Square ($30,000). In some cases, implementation of this proposal will require a renegotiati A incentivize water and energy conservation measures to reduce use by partner organizations their customers, thus assisting t gas emissions. Performance measures impacted may include an increase in the number of residents identifying cost as a barri organizations’ programs. 11:38 1/27/18 sap_b_dp_summary Decision Package: Bureau: Description: Expected Results:
Page 96 City of Portland Parks & Recreation - Requested Budget FY 2018-19 Decision Package Summaries Portland Parks & Recreation Parks, Recreation, and Cultural Service Area Funds W 0 0 0 0 0 0 0.00 0.00 0.00 0 0 0 0 0 0 0.00 0.00 0.00 Budget FY 2022-23 FY Realignments Type: 0 0 0 0 0 0 0.00 0.00 0.00 Budget FY 2021-22 FY 01 he loss of Parks’ only specialized dance center, which in 0 0 0 0 0 0 Recreation 0.00 0.00 0.00 n arts organization. Staffing would be reduced and one and adults. The genres styles of dance are diverse, ranging osing the center would also have biggest impact on girls and my and Adult Recreational Dance Company. The studio contains t is a small, single-purpose building located within the grounds of Budget Estimated Estimated Estimated FY 2020-21 FY cinity and around the building. This negative activity has contributed Priority: Program: 0 0 0 0 0 0 0.00 0.00 0.00 Budget FY 2019-20 FY 0 0.00 -0.50 -0.50 Page 7 of 41 of 7 Page (7,623) (65,005) (72,628) (72,628) (72,628) FY 2018-19 FY Decision Package Summary 0 0.00 -0.50 -0.50 (7,623) (65,005) (72,628) (72,628) (72,628) FY 2018-19 FY 0 0 0 0 0 0 0.00 0.00 0.00 1 Time DP Time 1 DP Ongoing Budget Requested Requested Requested Estimated FY 2018-19 FY PK_07 - Laurelhurst Dance Studio Realignment Portland Parks & Recreation Personnel Services Personnel Services and Materials External Services for Charges Discretionary Fund General Positions Full-Time Positions Part-Time EXPENDITURES EXPENDITURES TOTAL REVENUES REVENUES TOTAL FTE Laurelhurst Dance Studio provides accessible and affordable dance instruction for kids (ages 2 & up), families (parent/child), from ballet to tap, hip-hop, jazz, Irish step, modern, etc. The studio also offers two specialized programs: Youth Ballet Acade a specialized floor and amenities that are unique in our system. Unfortunately, revenue at the studio has declined in each of last four years. The faces special challenges that i Laurelhurst Park. In recent years, the studio has faced challenges related to significant levels of negative activity in vi to the decline of class registrations. This package would discontinue PP&R use of the Laurelhurst Dance Studio, with potential to make facility available a position would be shifted to another recreation site provide increased offering around performing arts. While dance courses are provided at some other PP&R sites, discontinuing use of Laurelhurst Dance Studio would result in t FY17, served 1285 individuals (registrants) who participated in an average of 2 classes per year (2645 total registrations). Cl women, who made up 86% of registrants. 11:38 1/27/18 sap_b_dp_summary Decision Package: Bureau: FTE TOTAL Description: Expected Results:
City of Portland Parks & Recreation - Requested Budget FY 2018-19 Page 97 Portland Parks & Recreation Decision Package Summaries Parks, Recreation, and Cultural Service Area Funds 0 0 0 0 0 0.00 0.00 0 0 0 0 0 0.00 0.00 Budget FY 2022-23 FY Reductions Type: 0 0 0 0 0 0.00 0.00 Budget FY 2021-22 FY 07 ntains are currently operated and maintained by PP&R untain closures include residents’ and visitors’ 0 0 0 0 0 Infrastructure -winterized and will be in operation, providing essential out-of-town visitors. Closure will impact our urban form, and 0.00 0.00 vent blowing or freezing on surfaces. Though the decorative d provide funding to ensure maintenance and operation losure of the fountains is expected to be $620,000 annually. Budget Estimated Estimated Estimated FY 2020-21 FY Priority: Program: 0 0 0 0 0 0.00 0.00 Budget FY 2019-20 FY -4.00 -4.00 Page 8 of 41 of 8 Page (50,000) (170,000) (220,000) (220,000) (220,000) FY 2018-19 FY Decision Package Summary -4.00 -4.00 (420,000) (200,000) (620,000) (620,000) (620,000) FY 2018-19 FY 0.00 0.00 250,000 150,000 400,000 400,000 400,000 1 Time DP Time 1 DP Ongoing Budget Requested Requested Requested Estimated FY 2018-19 FY PK_08 - Fountains Elimination Portland Parks & Recreation Personnel Services Personnel Services and Materials External Discretionary Fund General Positions Full-Time EXPENDITURES EXPENDITURES TOTAL REVENUES REVENUES TOTAL FTE This proposal would eliminate operations and maintenance at 19 decorative fountains owned by the Portland Water Bureau. The fou and are in operation beginning May of every year. Many the fountains turned off during cold weather months to pre fountains are enjoyed by the public, their operation has been recently added to PP&R’s responsibility. Total savings from c By the time a decision is reached regarding fountain maintenance and operations for FY 2018-19, all fountains will have been de cooling, play, and aesthetic services in parks other public spaces throughout the city. The $400,000 one-time addition woul through the summer and weatherizing required at end of season. Many of the fountains are located within Portland’s downtown core and receive many visitors in summer months, particularly reduce some recreational opportunities at interactive fountains such as Salmon Springs. Key performance measures impacted by fo perceptions about the overall quality of parks in Portland. 11:38 1/27/18 sap_b_dp_summary Decision Package: Bureau: FTE TOTAL Description: Expected Results:
Page 98 City of Portland Parks & Recreation - Requested Budget FY 2018-19 Decision Package Summaries Portland Parks & Recreation Parks, Recreation, and Cultural Service Area Funds I r 0 0 0 0 0 0 0 0 Budget FY 2022-23 FY Reductions Type: 0 0 0 0 Budget FY 2021-22 FY 08 include the percentage of residents rating quality manages that do not meet PP&R’s criteria for retaining fo hough they are not core to our mission. As opposed 0 0 0 0 Infrastructure ealth, natural resource function and value as ranked in our ties more consistent with our core services. Properties in this ty checks, trash removal, camp cleanup, horticultural Budget Estimated Estimated Estimated FY 2020-21 FY Program: Priority: 0 0 0 0 Budget FY 2019-20 FY Page 9 of 41 of 9 Page (6,191) (6,191) (6,191) (6,191) FY 2018-19 FY Decision Package Summary (6,191) (6,191) (6,191) (6,191) FY 2018-19 FY 0 0 0 0 1 Time DP Time 1 DP Ongoing Budget Requested Requested Requested Estimated FY 2018-19 FY PK_09 - Eliminate Service to Non-Core Properties Lands Portland Parks & Recreation Personnel Services Personnel Discretionary Fund General EXPENDITURES EXPENDITURES TOTAL REVENUES REVENUES TOTAL This package would eliminate park maintenance responsibilities to properties that PP&R Land Stewardship currently serves even t reducing services at all PP&R sites this proposal attempts to reduce our scope and realign staff maintain emphasis on proper group include service to undeveloped sites, properties owned by other bureaus and natural area with low ecological h 2015 Natural Areas Management Priority Matrix update. This package could include divesting in properties that PP&R owns and/or ecological and/or recreational purposes. If this package is taken, PP&R will not service, maintain or restore the areas noted above. This means providing daily safe maintenance, limb removal, leaf blowing, edging or other maintenance tasks at these sites. Performance measures impacted could park grounds as good or very good. 11:38 1/27/18 sap_b_dp_summary Decision Package: Bureau: Description: Expected Results:
City of Portland Parks & Recreation - Requested Budget FY 2018-19 Page 99 Portland Parks & Recreation Decision Package Summaries Parks, Recreation, and Cultural Service Area Funds 0 0 0 0 0 0.00 0.00 0 0 0 0 0 0.00 0.00 Budget FY 2022-23 FY Reductions Type: 0 0 0 0 0 0.00 0.00 Budget FY 2021-22 FY 09 0 0 0 0 0 Infrastructure 0.00 0.00 with a 100% General Fund subsidy. Since these are not ents, tourists, and investors. Budget Estimated Estimated Estimated FY 2020-21 FY Program: Priority: 0 0 0 0 0 0.00 0.00 Budget FY 2019-20 FY -1.00 -1.00 Page 10 of 41 of 10 Page (78,474) (21,526) (100,000) (100,000) (100,000) FY 2018-19 FY Decision Package Summary -1.00 -1.00 (78,474) (21,526) (100,000) (100,000) (100,000) FY 2018-19 FY 0 0 0 0 0 0.00 0.00 1 Time DP Time 1 DP Ongoing Budget Requested Requested Requested Estimated FY 2018-19 FY PK_10 - Discontinue Planting&Maint of Downtown Transit M Transit PK_10 - Discontinue Planting&Maint of Downtown Portland Parks & Recreation Personnel Services Personnel Services and Materials External Discretionary Fund General Positions Full-Time EXPENDITURES EXPENDITURES TOTAL REVENUES REVENUES TOTAL FTE Discontinue Planting & Maintenance of Downtown Transit Mall This proposal would eliminate the service to flower planters on downtown Transit Mall. The are currently supported located on park property, they are less core to other planting and maintenance services that property. Removal of flowers and shrubs will diminish the beauty Portland’s downtown business district its attractiveness to resid 11:38 1/27/18 sap_b_dp_summary Decision Package: Bureau: FTE TOTAL Description: Expected Results:
Page 100 City of Portland Parks & Recreation - Requested Budget FY 2018-19 Decision Package Summaries Portland Parks & Recreation Parks, Recreation, and Cultural Service Area Funds 0 0 0 0 0 0 0 0 Budget FY 2022-23 FY Reductions Type: 0 0 0 0 Budget FY 2021-22 FY 10 asingly complex organizational environment. It would limit 0 0 0 0 to address unanticipated project and operational needs Support nticipated projects and other general operational support. Budget Estimated Estimated Estimated FY 2020-21 FY Program: Priority: 0 0 0 0 Budget FY 2019-20 FY Page 11 of 41 of 11 Page (70,000) (70,000) (70,000) (70,000) FY 2018-19 FY Decision Package Summary (70,000) (70,000) (70,000) (70,000) FY 2018-19 FY 0 0 0 0 1 Time DP Time 1 DP Ongoing Budget Requested Requested Requested Estimated FY 2018-19 FY PK_11 - Reduce capacity for Operational Support - Reduce capacity PK_11 Portland Parks & Recreation Personnel Services Personnel Discretionary Fund General EXPENDITURES EXPENDITURES TOTAL REVENUES REVENUES TOTAL This proposal eliminates funding to support contract and seasonal labor for financial planning, budget development, una Reduction of funding to support operations and finance compromises the bureau’s ability adapt management systems an incre the bureau’s capacity to engage in long-term financial planning and budget development removes already limited that arise based on Council and program demands, such as was needed to support the Portland Building relocation. 11:38 1/27/18 sap_b_dp_summary Decision Package: Bureau: Description: Expected Results:
City of Portland Parks & Recreation - Requested Budget FY 2018-19 Page 101 Portland Parks & Recreation Decision Package Summaries Parks, Recreation, and Cultural Service Area Funds 0 0 0 0 0 0 0 0 Budget FY 2022-23 FY Reductions Type: 0 0 0 0 Budget FY 2021-22 FY 11 . BTS has also shared their concern that by reducing a increasingly complex organizational environment. When 0 0 0 0 Support ination of support by BTS for our most critical data management this proposal would impair the bureau’s ability to plan for new Budget Estimated Estimated Estimated FY 2020-21 FY Program: Priority: 0 0 0 0 Budget FY 2019-20 FY Page 12 of 41 of 12 Page (98,416) (98,416) (98,416) (98,416) FY 2018-19 FY Decision Package Summary (98,416) (98,416) (98,416) (98,416) FY 2018-19 FY 0 0 0 0 1 Time DP Time 1 DP Ongoing Budget Requested Requested Requested Estimated FY 2018-19 FY PK_12 - Reduce capacity for Data Systems Devel & Support for Data Systems PK_12 - Reduce capacity Portland Parks & Recreation Internal Materials and Services and Materials Internal Discretionary Fund General EXPENDITURES EXPENDITURES TOTAL REVENUES REVENUES TOTAL This proposal reduces funding by 50% for Bureau of Technology Services (BTS) support development and repair data systems 0.5 FTE Applications Analyst, they may not be able to reassign the balance of position, so it could result in complete elim systems. Reduction of funding to support investments in data systems compromises the bureau’s ability adapt management an compared to other City infrastructure bureaus PP&R is already at a deficit when it comes staff support for IT. Specifically, and maintain existing asset management computerized maintenance systems. 11:38 1/27/18 sap_b_dp_summary Decision Package: Bureau: Description: Expected Results:
Page 102 City of Portland Parks & Recreation - Requested Budget FY 2018-19 Decision Package Summaries Portland Parks & Recreation Parks, Recreation, and Cultural Service Area Funds O 0 0 0 0 0 0.00 0.00 0.00 0 0 0 0 0 0.00 0.00 0.00 Budget FY 2022-23 FY Reductions Type: 0 0 0 0 0 0.00 0.00 0.00 Budget FY 2021-22 FY 12 0 0 0 0 0 Infrastructure ating one vacant support staff full-time position. The 0.00 0.00 0.00 creasing the level of administrative time needed and increase ts to one-time, mobile data entry. Budget Estimated Estimated Estimated FY 2020-21 FY Priority: Program: 0 0 0 0 0 0.00 0.00 0.00 Budget FY 2019-20 FY 0 1.00 0.00 -1.00 30,000 30,000 30,000 30,000 Page 13 of 41 of 13 Page FY 2018-19 FY Decision Package Summary 0.00 -1.00 -1.00 (1,498) (68,502) (70,000) (70,000) (70,000) FY 2018-19 FY 0.00 1.00 1.00 68,502 31,498 100,000 100,000 100,000 1 Time DP Time 1 DP Ongoing Budget Requested Requested Requested Estimated FY 2018-19 FY PK_13 - Efficiency to PP&R’s Work Order System Order Work PP&R’s to Efficiency - PK_13 Portland Parks & Recreation Personnel Services Personnel Services and Materials External Discretionary Fund General Positions Full-Time Positions Term Limited With a one-time investment of $100,000 in bridge funding, this proposal would provide an ongoing reduction $70,000 by elimin EXPENDITURES EXPENDITURES TOTAL REVENUES REVENUES TOTAL FTE efficiency effort primarily targets work order time charges to transform the process from hard-copy, multiple-entry charge shee 11:38 1/27/18 sap_b_dp_summary Over time, a more efficient logging and tracking of work orders will help to decrease the level backlogged maintenance by de the level of maintenance hours available. Decision Package: Bureau: FTE TOTAL Description: Expected Results:
City of Portland Parks & Recreation - Requested Budget FY 2018-19 Page 103 Portland Parks & Recreation Decision Package Summaries Parks, Recreation, and Cultural Service Area Funds C y 0 0 0 0 0 0 0 0.00 0.00 0 0 0 0 0 0 0 0.00 0.00 Budget FY 2022-23 FY Reductions Type: 0 0 0 0 0 0 0 0.00 0.00 Budget FY 2021-22 FY tity through sale or by identifying another 13 ncing poverty, populations of color or diverse ethnicit This proposal would eliminate PP&R’s operation of ness, martial arts, and dance. The number of unique 0 0 0 0 0 0 0 ock’s service area the total percentage of people color is Recreation tage of children is 0.4% above the city’s average. PP&R has 0.00 0.00 September to manage the closure. Commitments public f community members in order to maintain resources at centers Budget Estimated Estimated Estimated FY 2020-21 FY Priority: Program: 0 0 0 0 0 0 0 0.00 0.00 Budget FY 2019-20 FY -1.00 -1.00 (929) (8,153) Page 14 of 41 of 14 Page (66,333) (75,415) (50,415) (25,000) (75,415) FY 2018-19 FY Decision Package Summary -1.00 -1.00 (929) (8,153) (76,333) (85,415) (50,415) (35,000) (85,415) FY 2018-19 FY 0 0 0 0.00 0.00 10,000 10,000 10,000 10,000 1 Time DP Time 1 DP Ongoing Budget Requested Requested Requested Estimated FY 2018-19 FY PK_14 - Close Woodstock Community Center Community PK_14 - Close Woodstock Portland Parks & Recreation Personnel Services Personnel Services and Materials External Services and Materials Internal Services for Charges Discretionary Fund General Positions Part-Time mong the neighborhood community centers operated by PP&R, closure of this center will impact fewer participants who are experie EXPENDITURES EXPENDITURES TOTAL REVENUES REVENUES TOTAL FTE Woodstock Community Center is the smallest community center in PP&R system, with limited scheduling, staffing and expenses. Woodstock Community Center and save $35,000 of General Fund resources. The community center could be transitioned to another en organization able to operate and maintain the facility. The one-time add of $10,000 would allow operations continue through have been made through summer and a sudden cessation would be highly disruptive to family individual participants. A than those participants attending other Portland Parks & Recreation neighborhood community centers. Specifically, within Woodst 13% below the city’s average, total percentage of people experiencing poverty is 7% city average while percen considered level of service provided by other centers and identified this center closure as one that impacts the least number o with higher utilization and broader community impact. Closure of Woodstock Community Center will eliminate programming for educational preschool, community meeting space, senior fit individuals using Woodstock Community Center in FY 2017 is estimated at 265. 11:38 1/27/18 sap_b_dp_summary Decision Package: Bureau: FTE TOTAL Description: Expected Results:
Page 104 City of Portland Parks & Recreation - Requested Budget FY 2018-19 Decision Package Summaries Portland Parks & Recreation Parks, Recreation, and Cultural Service Area Funds W 0 0 0 0 0.00 0.00 0 0 0 0 0.00 0.00 Budget FY 2022-23 FY Reductions Type: 0 0 0 0 0.00 0.00 Budget FY 2021-22 FY 14 also be reduced for database management and other 0 0 0 0 upport Parks Ranger calls for service as well Support on weekdays. 0.00 0.00 Budget Estimated Estimated Estimated FY 2020-21 FY Priority: Program: 0 0 0 0 0.00 0.00 Budget FY 2019-20 FY -1.00 -1.00 Page 15 of 41 of 15 Page (56,562) (56,562) (56,562) (56,562) FY 2018-19 FY Decision Package Summary -1.00 -1.00 (56,562) (56,562) (56,562) (56,562) FY 2018-19 FY 0 0 0 0 . 0.00 0.00 1 Time DP Time 1 DP Ongoing Budget Requested Requested Requested Estimated FY 2018-19 FY PK_15 - Reduce weekend coverage at Customer Svc Ctr PK_15 - Reduce weekend Portland Parks & Recreation Personnel Services Personnel Discretionary Fund General Positions Full-Time This proposal reduces support for the bureau’s Customer Service Center to weekdays only. Staff on weekend shift currently s Weekend Ranger calls would go to voicemail and Rangers need implement a new practice retrieve calls. Capacity EXPENDITURES EXPENDITURES TOTAL REVENUES REVENUES TOTAL FTE administrative projects. The volume of Park Ranger calls for service on weekend days averages half workload that has been possible between weekend calls 11:38 1/27/18 sap_b_dp_summary Decision Package: Bureau: FTE TOTAL Description: Expected Results:
City of Portland Parks & Recreation - Requested Budget FY 2018-19 Page 105 Portland Parks & Recreation Decision Package Summaries Parks, Recreation, and Cultural Service Area Funds C 0 0 0 0 0 0 0.00 0.00 0 0 0 0 0 0 0.00 0.00 Budget FY 2022-23 FY Reductions Type: 0 0 0 0 0 0 0.00 0.00 Budget FY 2021-22 FY Fair; Community-Based Meetings and Community 15 o the public have been made through summer and a ct fewer participants who are experiencing poverty, and fter School Programs; Youth Camps and DA capital needs not yet scoped for cost estimating. 0 0 0 0 0 0 center options, including at PP&R's nearest regional ity Center in FY 2017 is estimated at 1,339. od Community Center is a neighborhood center located in ecifically, within Sellwood’s service area the total Recreation l issues, and is costly to maintain repair. Annual he percentage of children is 3% above the city’s average. 0.00 0.00 community. The building is aging with major maintenance number of community members in order to maintain Budget Estimated Estimated Estimated FY 2020-21 FY Priority: Program: 0 0 0 0 0 0 0.00 0.00 Budget FY 2019-20 FY -6.75 -6.75 Page 16 of 41 of 16 Page (67,000) (89,261) (515,182) (582,182) (492,921) (582,182) FY 2018-19 FY Decision Package Summary -6.75 -6.75 (80,000) (613,182) (693,182) (492,921) (200,261) (693,182) FY 2018-19 FY 0 0.00 0.00 98,000 13,000 111,000 111,000 111,000 1 Time DP Time 1 DP Ongoing Budget Requested Requested Requested Estimated FY 2018-19 FY PK_16 - Close Sellwood Community Center Community PK_16 - Close Sellwood Portland Parks & Recreation Personnel Services Personnel Services and Materials External Services for Charges Discretionary Fund General Positions Full-Time EXPENDITURES EXPENDITURES TOTAL REVENUES REVENUES TOTAL FTE This package proposes the full closure of Sellwood Community Center and its associated programs, classes activities. Sellwo Sellwood that offers a variety of recreation programs including robust preschool and afterschool program for the surrounding needs as well ADA Access challenges. The aging infrastructure puts this community center at risk of closure due to structura maintenance averages $72,389 and capital major needs total $3.3 million. In addition, there are known seismic A Programs offered at this center are well used by the community, but preschool and recreation options exist beyond community center, Mt. Scott Community Center. Among the neighborhood community centers operated by PP&R, closure of this center will impa fewer populations of color or diverse ethnicity than those participants attending other PP&R neighborhood community centers. Sp percentage of people color is 14% below the city’s average, experiencing poverty 4% city average while t PP&R has considered level of service provided by other centers and identified this center closure as one that impacts the least resources at centers with higher utilization and broader community impact. The one-time add of $111,000 would allow operations to continue through September manage the closure required. Commitments t sudden cessation would be highly disruptive to family and individual participants. Closure of Sellwood Community Center will eliminate PP&R’s programs and services at this center including Preschool Programs; A Enrichment Classes; Adult Community Events such as the Halloween Carnival and Snowflakes in Sellwood Craft Rental Opportunities for weddings; birthday parties; family events, etc. The number of unique individuals using Sellwood Commun 11:38 1/27/18 sap_b_dp_summary Decision Package: Bureau: FTE TOTAL Description: Expected Results:
Page 106 City of Portland Parks & Recreation - Requested Budget FY 2018-19 Decision Package Summaries Portland Parks & Recreation Parks, Recreation, and Cultural Service Area Funds e 0 0 0 0 0 0 0.00 0.00 0.00 a 0 0 0 0 0 0 0.00 0.00 0.00 Budget FY 2022-23 FY Reductions Type: 0 0 0 0 0 0 0.00 0.00 0.00 Budget FY 2021-22 FY 16 ual participants. ncing poverty, and fewer populations of color or divers eeds total $300,000. This does not include ADA and perational transfer of Hillside Community Center would 0 0 0 0 0 0 ue through September to manage the closure required. maintenance service to the building, as no General Fund has considered level of service provided by other centers Recreation of the operation Hillside Community Center to perate and maintain the facility continue to provide centers with higher utilization and broader community 0.00 0.00 0.00 eded inspection and repair of the building’s roof operating area the total people of color is 13% below city’s average, und savings resulting from the transfer of Hillside includes also regularly used for rentals in the evening and on er also provides access on evenings and weekends for a variety school and summer programs. The impact is significant to the Budget Estimated Estimated Estimated FY 2020-21 FY or maintenance needs of the bureau. Priority: Program: 0 0 0 0 0 0 0.00 0.00 0.00 Budget FY 2019-20 FY -2.00 -2.75 -4.75 Page 17 of 41 of 17 Page (36,068) (61,182) (366,875) (402,943) (341,761) (402,943) FY 2018-19 FY Decision Package Summary -2.00 -2.75 -4.75 (46,068) (431,875) (477,943) (341,761) (136,182) (477,943) FY 2018-19 FY 0 0.00 0.00 0.00 65,000 10,000 75,000 75,000 75,000 1 Time DP Time 1 DP Ongoing Budget Requested Requested Requested Estimated FY 2018-19 FY PK_17 - Close Fulton & Hillside Community Centers PK_17 - Close Fulton & Hillside Community Portland Parks & Recreation Personnel Services Personnel Services and Materials External Services for Charges Discretionary Fund General Positions Full-Time Positions Part-Time mong the neighborhood community centers operated by PP&R, closure of this center will impact fewer participants who are experie EXPENDITURES EXPENDITURES TOTAL REVENUES REVENUES TOTAL FTE This package proposes that PP&R transition Fulton Community Center to another entity or identify organization able o public benefit. The savings generated from a closure at Fulton Park Community Center would be realized through the reduction of support is currently allocated to operations at Fulton Community Center. The 2017 winter storm impact on the building led ne systems. The high cost of the required repair to building ($1.6 million) is prohibitive in consideration overall maj For Hillside Community Center, this proposal would transfer the service delivery operation to a partner organization. General f reduction of permanent, seasonal and casual staff. Annual maintenance at Hillside averages $55,904. Major capital n seismic needs, which are yet to be scoped and estimated. A ethnicity than those participants attending other PP&R neighborhood community centers. Specifically, within Hillside’s service people experiencing poverty is 7% below the city average while percentage of children 8% city’s average. PP&R and identified this center closure as one that impacts the least number of community members in order to maintain resources at impact. Fulton Park and Hillside Community Centers are currently operated under the supervision of one Recreation Supervisor. O eliminate the supervision of Fulton Park Community Center as well. The one-time add $75,000 would allow operations to contin Commitments to the public have been made through summer and a sudden cessation would be highly disruptive family individ Fulton Park Community Center is currently a rental-only facility, with primary lease to L’Etoile French Immersion School for lessee, L’Etoile French School, who will be required to find an alternate location for their school. Fulton Park Community Cent of uses, most significantly social dance groups various types, but also single events such as parties etc. The primary function of Hillside Community Center is in providing preschool and afterschool programs for youth. facility weekends. The number of unique individuals registered for activities at Hillside Community Center in FY 2017 was 471. Transfer community-based partner may minimize user impacts. 11:38 1/27/18 sap_b_dp_summary Decision Package: Bureau: FTE TOTAL Description: Expected Results:
City of Portland Parks & Recreation - Requested Budget FY 2018-19 Page 107 Portland Parks & Recreation Decision Package Summaries Parks, Recreation, and Cultural Service Area Funds e 0 0 0 0 0 0.00 0.00 0 0 0 0 0 0.00 0.00 Budget FY 2022-23 FY Reductions Type: 0 0 0 0 0 0.00 0.00 Budget FY 2021-22 FY 17 vision. All three of these positions are critical for from Central Services, and a Maintenance Mechanic 0 0 0 0 0 d facilities as good or very good. From an operational Infrastructure 0.00 0.00 sed capacity will likely increase our level of deferred maintenanc Budget s, community centers, and other park facilities, as well reduce Estimated Estimated Estimated FY 2020-21 FY Priority: Program: 0 0 0 0 0 0.00 0.00 Budget FY 2019-20 FY -3.00 -3.00 Page 18 of 41 of 18 Page (16,104) (253,896) (270,000) (270,000) (270,000) FY 2018-19 FY Decision Package Summary -3.00 -3.00 (16,104) (253,896) (270,000) (270,000) (270,000) FY 2018-19 FY 0 0 0 0 0 0.00 0.00 1 Time DP Time 1 DP Ongoing Budget Requested Requested Requested Estimated FY 2018-19 FY PK_18 - Reduce Park and Facility Maintenance Capacity PK_18 - Reduce Park and Facility Portland Parks & Recreation Personnel Services Personnel Services and Materials External Discretionary Fund General Positions Full-Time EXPENDITURES EXPENDITURES TOTAL REVENUES REVENUES TOTAL FTE This proposal would eliminate one full-time Automotive Equipment Operator I position from the Heavy group, a Plumber the playgrounds and park amenities maintenance group. These positions are currently budgeted within Assets & Development Di providing maintenance and repair services for parks, park facilities, amenities. Elimination of these positions will result in a reduction or elimination our ability to respond maintenance needs park our ability to perform health and safety inspections. Performance measures expected to be directly impacted include the percentage of residents rating quality park grounds an perspective, elimination of this position will increase the internal backlog maintenance work orders. Over time, decrea 11:38 1/27/18 sap_b_dp_summary Decision Package: Bureau: FTE TOTAL Description: Expected Results:
Page 108 City of Portland Parks & Recreation - Requested Budget FY 2018-19 Decision Package Summaries Portland Parks & Recreation Parks, Recreation, and Cultural Service Area Funds 0 0 0 0 0 0 0 0 Budget FY 2022-23 FY Reductions Type: 0 0 0 0 Budget FY 2021-22 FY 18 0 0 0 0 Infrastructure ity to maintain the regional trails system and respond m four times per month to 1-2 month. his use occurs at PP&R-managed sites. The regional trails Budget Estimated Estimated Estimated FY 2020-21 FY Priority: Program: 0 0 0 0 Budget FY 2019-20 FY uning and general inspection fro Page 19 of 41 of 19 Page (52,000) (52,000) (52,000) (52,000) FY 2018-19 FY Decision Package Summary oulevard (Springwater) (52,000) (52,000) (52,000) (52,000) FY 2018-19 FY ements and repairs, vegetation pr 0 0 0 0 SE 45th/Johnson Creek B 1 Time DP Time 1 DP Ongoing Budget Requested Requested Requested Estimated FY 2018-19 FY trails and in all natural areas PK_19 - Regional Trails Service Reduction Trails PK_19 - Regional damaged pavement surfaces Portland Parks & Recreation Personnel Services Personnel Discretionary Fund General
•Reducing repairs of •Eliminating garbage cans along regional •Reduction in reporting and cleaning homeless camps Recent trail counts from Metro in September 2017 indicated over 30,000 users to the regional system. A large portion of t system has been impacted significantly by Portland’s increasing homeless population. This proposal would further limit our abil impacts from campers. EXPENDITURES EXPENDITURES TOTAL REVENUES REVENUES TOTAL This reduction package reduces park maintenance services for all the regional trails: Trail •Springwater •Columbia Slough Trail •Willamette Trail Greenway Trail Bluff •Waud •Peninsula Crossing Trail Specific reductions and elimination of service include: •Closing the parking lot and trailhead restroom at •Reducing maintenance activities (litter pick-up), sign replac 11:38 1/27/18 sap_b_dp_summary Expected Results: Decision Package: Bureau: Description:
City of Portland Parks & Recreation - Requested Budget FY 2018-19 Page 109 Portland Parks & Recreation Decision Package Summaries Parks, Recreation, and Cultural Service Area Funds I 0 0 0 0 0 0 0 0 Budget FY 2022-23 FY Reductions Type: 0 0 0 0 Budget FY 2021-22 FY 19 f RiverPlace), and Waterfront Park (Hawthorne Bridge). 0 0 0 0 Infrastructure k Blocks (Couch Street), the South Park (Columbia), patrons, access to clean restrooms are consistently noted as sal would reduce the frequency of cleaning to once a day at all ntown area and could impact downtown business activity. With Budget lity of parks would also decrease. Estimated Estimated Estimated FY 2020-21 FY Priority: Program: 0 0 0 0 Budget FY 2019-20 FY Page 20 of 41 of 20 Page (88,000) (88,000) (88,000) (88,000) FY 2018-19 FY Decision Package Summary (88,000) (88,000) (88,000) (88,000) FY 2018-19 FY 0 0 0 0 1 Time DP Time 1 DP Ongoing Budget Requested Requested Requested Estimated FY 2018-19 FY PK_20 - Reduce Frequency of Downtown Restroom Cleaning of Downtown PK_20 - Reduce Frequency Portland Parks & Recreation External Materials and Services and Materials External Discretionary Fund General Impacts from this proposal will fall mostly to non-working visitors downtown and homeless populations. In surveys with park EXPENDITURES EXPENDITURES TOTAL REVENUES REVENUES TOTAL Currently, eleven of the public restrooms in downtown core are cleaned twice daily by two different contractors. This propo eleven sites. The sites impacted include: two in Waterfront Park (Taylor and Ash Streets), Jamison Square, the North Par the original Loo at Bus Station (NW Glisan), Chapman and Lownsdale Squares, Couch Park, South Waterfront Garden (south o one of the most important park amenities. Overall, this proposal will contribute to visitors’ decreasing perceptions dow less frequent cleaning in the heavily used downtown area it is likely that park users’ satisfaction levels with overall qua 11:38 1/27/18 sap_b_dp_summary Decision Package: Expected Results: Bureau: Description:
Page 110 City of Portland Parks & Recreation - Requested Budget FY 2018-19 Decision Package Summaries Portland Parks & Recreation Parks, Recreation, and Cultural Service Area Funds 0 0 0 0 0 0.00 0.00 0 0 0 0 0 0.00 0.00 Budget FY 2022-23 FY Reductions Type: 0 0 0 0 0 0.00 0.00 Budget FY 2021-22 FY 20 0 0 0 0 0 s treated annually for invasive weeds and a reduction in the usands of acres Portland’s natural areas. Protect the Infrastructure he bureau’s asset management strategy within natural area 0.00 0.00 s Bottom, Johnson Creek, and Columbia Slough natural areas rest canopy, will require much more investment than continuing workforce that does the daily work of environmental restoration arts of our natural area system. They keep these areas intact f park grounds as good or very may decline. pecies populations than it is to try recover ecosystems and Budget Estimated Estimated Estimated reau’s ability to raise one-time restoration dollars for the Renew FY 2020-21 FY Program: Priority: 0 0 0 0 0 0.00 0.00 Budget FY 2019-20 FY -2.00 -2.00 Page 21 of 41 of 21 Page (23,936) (176,064) (200,000) (200,000) (200,000) FY 2018-19 FY Decision Package Summary -2.00 -2.00 (23,936) (176,064) (200,000) (200,000) (200,000) FY 2018-19 FY 0 0 0 0 0 0.00 0.00 1 Time DP Time 1 DP Ongoing Budget Requested Requested Requested Estimated FY 2018-19 FY PK_21 - Eliminate Support for Removing Invasive Species Portland Parks & Recreation Personnel Services Personnel Services and Materials External Discretionary Fund General Positions Full-Time by more than 28%. Natural area assets and ecosystem function will degrade. It is substantially less expensive to treat small, isolated invasive s plant communities after years of neglect. Eliminating this program and then trying to recover a natural landscape, including fo to invest in this program and activity. Specifically, for Forest Park, elimination of basic maintenance will reduce the bu Forest Park initiative through grants and partnerships. Performance measures impacted include a reduction in the number of acre percentage of Natural Areas rated in good or excellent condition. In addition, the residents rating quality o EXPENDITURES EXPENDITURES TOTAL REVENUES REVENUES TOTAL FTE Eliminate Support for Removing Invasive Species in Natural Areas This reduction package eliminates the Protect Best program that has been in existence for almost ten years and stewards tho Best (PTB) is a specialized crew of highly trained Botanic Technicians that works extensively in Forest Park, Powell Butte, Oak and many other park sites throughout the city. They specialize in treatment of highly invasive species most intact p and highly functioning before invasive species can become well established destroy ecosystems. This program is central to t lands. If this proposal is accepted, the work will be completely eliminated, reducing Botanic Technician staff and 11:38 1/27/18 sap_b_dp_summary Decision Package: Expected Results: Bureau: FTE TOTAL Description:
City of Portland Parks & Recreation - Requested Budget FY 2018-19 Page 111 Portland Parks & Recreation Decision Package Summaries Parks, Recreation, and Cultural Service Area Funds T 0 0 0 0 0 0.00 0.00 0 0 0 0 0 0.00 0.00 Budget FY 2022-23 FY Reductions Type: 0 0 0 0 0 0.00 0.00 Budget FY 2021-22 FY 21 ing workload that has been planned for the next year and 0 0 0 0 0 ligns remaining PI staff to be funded directly by projects and ve funding partners who require stewardship. There is no Community ecifically impacting our ability to build and steward essential 0.00 0.00 gs and is the lead staff on groundbreaking dedication acial Equity Plan. Budget Estimated Estimated Estimated FY 2020-21 FY Priority: Program: 0 0 0 0 0 0.00 0.00 Budget FY 2019-20 FY 0.00 0.00 19,924 50,000 69,924 69,924 69,924 Page 22 of 41 of 22 Page FY 2018-19 FY Decision Package Summary 0 -1.00 -1.00 (80,076) (80,076) (80,076) (80,076) FY 2018-19 FY 1.00 1.00 50,000 100,000 150,000 150,000 150,000 1 Time DP Time 1 DP Ongoing Budget Requested Requested Requested Estimated FY 2018-19 FY PK_22 - Reduction of Public Involvement Position Portland Parks & Recreation Personnel Services Personnel Services and Materials External Discretionary Fund General Positions Full-Time EXPENDITURES EXPENDITURES TOTAL REVENUES REVENUES TOTAL FTE Reduces one public involvement (PI) position that currently provides assistance to large projects and coordinates meetin events to commemorate capital projects. Currently, PI positions are funded through project and General Funds. This proposal rea programs that they support. Due to immediate impacts projects and programs, one-time funds are requested accomplish exist to provide for some consultant assistance team assessment and realignment of delivering on PI services moving forward. The loss of this position would mean impact on support and assistance delivering PI work for dozens projects annually, sp relationships in the community and our ability to execute necessary commemorative events for capital projects, some of which ha correlative reduction in assets and development work. This will also impact PP&R’s ability to deliver on the 5-Year R 11:38 1/27/18 sap_b_dp_summary Decision Package: Bureau: FTE TOTAL Description: Expected Results:
Page 112 City of Portland Parks & Recreation - Requested Budget FY 2018-19 Decision Package Summaries Portland Parks & Recreation Parks, Recreation, and Cultural Service Area Funds 0 0 0.00 0.00 0 0 0.00 0.00 Budget FY 2022-23 FY Realignments Type: 0 0 0.00 0.00 Budget FY 2021-22 FY 02 0 0 Community 0.00 0.00 uiring the support. Equity & Inclusion will mean the remaining team members and project support to the Deputy Director Operations & Budget Estimated Estimated Estimated FY 2020-21 FY Priority: Program: 0 0 0.00 0.00 Budget FY 2019-20 FY 0 0 0.00 0.00 Page 23 of 41 of 23 Page FY 2018-19 FY Decision Package Summary 0 0 0.00 0.00 FY 2018-19 FY 0 0 0.00 0.00 1 Time DP Time 1 DP Ongoing Budget Requested Requested Requested Estimated FY 2018-19 FY PK_23 - Realignment of Outreach Position Portland Parks & Recreation Personnel Services Personnel Positions Full-Time EXPENDITURES EXPENDITURES TOTAL FTE One outreach position currently in Equity & Inclusion would shift to Operations Strategies provide critical administrative Strategies Division to deliver on bureau-wide initiatives (such as budget process). Maintain level of service for Operations & Strategies, which had previously this support position. Loss the position in take on additional relationships and work. If support is needed then it would be funded by projects programs req 11:38 1/27/18 sap_b_dp_summary Decision Package: Bureau: FTE TOTAL Description: Expected Results:
City of Portland Parks & Recreation - Requested Budget FY 2018-19 Page 113 Portland Parks & Recreation Decision Package Summaries Parks, Recreation, and Cultural Service Area Funds V 0 0 0 0 0 0 0 0 Budget FY 2022-23 FY dds A . Type: 0 0 0 0 Budget FY 2021-22 FY the FY 2017-18 Adopted Budget which directed xpended on recurring major maintenance projects 17 time capital maintenance requests, is noticeably reducing 0 0 0 0 ncy, possibly closing or securing closed assets. The ott’s roof in the FY 2017-18 Fall BMP. Although submitted Infrastructure ere is deterioration and possible asset failure. This risk asset portfolio and loss of service. The projects included ion in risk to the public nd service levels reduced. Budget Estimated Estimated Estimated FY 2020-21 FY Priority: Program: 0 0 0 0 Budget FY 2019-20 FY Page 24 of 41 of 24 Page 29,800,000 29,800,000 29,800,000 29,800,000 FY 2018-19 FY Decision Package Summary 0 0 0 0 FY 2018-19 FY 0 1 Time DP Time 1 DP Ongoing Budget Requested Requested Requested Estimated FY 2018-19 FY 29,800,000 29,800,000 29,800,000 29,800,000 PK_24 - PP&R Priority Major Maintenance Capital Projects PK_24 - PP&R Priority Portland Parks & Recreation External Materials and Services and Materials External Discretionary Fund General DA Transition Plan Priority Capital Projects- $2,500,00 EXPENDITURES EXPENDITURES TOTAL REVENUES REVENUES TOTAL PP&R assets have major maintenance needs of over $430 million the next 10 years, resulting in risks to public where th manifests itself in higher maintenance costs associated with the daily dispatches of staff from emergency to emerge generous support of Portland voters in passing the 2014 Replacement Bond, along with Council's funding previous one- some risks, but the accumulated need overwhelms PP&R’s available resources. Limited ongoing major maintenance funding must be e such as re-plastering pool shells and emergency response landslides outages to prevent further deterioration of the represent the highest known risks in our asset portfolio. Absent project funding, maintenance costs will continue to increase a Washington Park Stearns Canyon Stairs- $500,000 Mount Scott Community Center Roof*- $2,000,000 Portland Tennis Center Roof- $850,000 Peninsula Community Center Roof and Structure- $2,000,000 Critical Dock Repairs- $1,000,000 Lan Su Chinese Garden Roof- $500,000 A MAC Roof Tile Repairs- $750,000 Mt. Tabor Retaining Wall Repair- $300,000 Forest Park Critical Infrastructure Repairs for Fire Access-Leif Ericson Dr- $550,000 Forest Park Critical Infrastructure Repairs for Fire Access-Culverts & Bridges- $4,450,000 Kelly Point Park Parking Lot Reconstruction and ADA- $1,000,000 Mount Scott Community Center Pool Air Handling Unit- $750,000 Buckman Track Resurface- $500,000 Next Phase Mt. Tabor Yard Critical Facility Project- $2,000,000 Seismic Retrofit of first PP&R's 24 Unreinforced Masonry / Highest Risk public buildings- $8,500,000 Required Backflow Preventer Upgrades- $300,000 Irrigation Mainline Replacement – Lents- $300,000 Irrigation Mainline Replacement – Laurelhurst- $300,000 Springwater Corridor Trail Bridges: Priority Repair/Replacement- $750,000 *The Mt Scott Roof received $2,570,000 funding in the FY 2016-17 Adopted Budget. In June 2017, Council approved an amendment to bureau to move $2 million the Urban Forestry Maintenance Facility project and submit a replacement funding request for Mt Sc as requested at that time, it has not yet been funded. Vary based on the projects funded but will include reduction in major maintenance needs and backlog, thus resulting a reduct 11:38 1/27/18 sap_b_dp_summary Bureau: Decision Package: Description: Expected Results:
Page 114 City of Portland Parks & Recreation - Requested Budget FY 2018-19 Decision Package Summaries Portland Parks & Recreation Parks, Recreation, and Cultural Service Area Funds A d n 0 0 0 0 0 0 0 0 Budget FY 2022-23 FY dds A Type: 0 0 0 0 Budget FY 2021-22 FY 01 xists. Additionally, as bond funding is depleted in the eded annually over the next ten years to address major e staff continually respond to breaks, emergencies, an 0 0 0 0 Infrastructure will include a reduction to the percentage of assets rated in jor Maintenance is $1.8 million. This requested addition ruction era for our major buildings is from the 1930s, whe Budget es in good or very condition should improve. Estimated Estimated Estimated FY 2020-21 FY Priority: Program: 0 0 0 0 Budget FY 2019-20 FY Page 26 of 41 of 26 Page 625,000 625,000 625,000 625,000 FY 2018-19 FY Decision Package Summary 625,000 625,000 625,000 625,000 FY 2018-19 FY 0 0 0 0 1 Time DP Time 1 DP Ongoing Budget Requested Requested Requested Estimated FY 2018-19 FY PK_25 - Increase Support for Capital Major Maintenance Portland Parks & Recreation External Materials and Services and Materials External Discretionary Fund General dditional support for major maintenance will help to slow a spiraling downward cycle of reactive whereby maintenanc EXPENDITURES EXPENDITURES TOTAL REVENUES REVENUES TOTAL This proposal increases ongoing General Fund by $625,000 to support Capital Major Maintenance. PP&R estimates $43 million is ne maintenance needs. The Parks Replacement Bond provides a partial temporary solution, but even with bond funding an annual gap e next two years, the larger structural budget problem will again become evident. The current General Fund support for Capital Ma would increase total support to $2.4 million annually and move incrementally closer the true ongoing need. The average const Portland’s population was around 250,000 versus the current population, which is more than double that of over 639,000. A safety issues -- at the expense of preventive maintenance and proactive care for safety. Performance metrics impacted over time poor or very condition. In addition, as repairs are made the percentage of residents rating condition park faciliti 11:38 1/27/18 sap_b_dp_summary Bureau: Decision Package: Description: Expected Results:
City of Portland Parks & Recreation - Requested Budget FY 2018-19 Page 115 Portland Parks & Recreation Decision Package Summaries Parks, Recreation, and Cultural Service Area Funds A e 0 0 0 0 r 0 0 0 0 Budget FY 2022-23 FY dds A Type: 0 0 0 0 Budget FY 2021-22 FY 02 is intended to provide access programs fo 0 0 0 0 the budget note. ship program should be targeted at communities of color Without General Fund subsidy for scholarships, the fees t of the program, scholarships provided by this fund are Recreation ecovery Policy (coming to Council for a work session in (coming to Council for a work Policy ecovery the Preschool Program by end of FY 2017-18. This plan n for lower-income families, even with the fee increases PK_28) cholarships ommunities of color and children with special needs while still ip resources is pending as part of the budget process. In May th Budget Estimated Estimated Estimated FY 2020-21 FY Priority: Program: 0 0 0 0 : Budget FY 2019-20 FY 80,000 80,000 80,000 80,000 Page 27 of 41 of 27 Page FY 2018-19 FY however, does not include revenue to fund s however, with acknowledgment that our updated Cost R acknowledgment with Decision Package Summary 80,000 80,000 80,000 80,000 FY 2018-19 FY 0 0 0 0 1 Time DP Time 1 DP Ongoing Budget Requested Requested Requested Estimated FY 2018-19 FY of direct costs (personnel and materials) rket will bear (on average a 28% increase); rket will PK_26 - Scholarships for Preschool Portland Parks & Recreation External Materials and Services and Materials External Discretionary Fund General fter market and best practices research, PP&R restructured the Preschool program in following ways pplications for scholarship will be accepted along with registrations. Applicants informed that a request scholarsh
•New fee structure includes cost recovery fee structure includes cost recovery •New March) will re-evaluate all programs (including this one) during implementation phase next fiscal year (please see add package Even with these changes the program still requires a currently unfunded scholarship component to meet objective of This proposal provides $80,000 of General Fund ongoing resources to support increasing scholarships for preschool participants. would increase on average by 43% and the program could not be sustained with that level of increase. PP&R’s scholarship •Fees increased to the level that ma EXPENDITURES EXPENDITURES TOTAL REVENUES REVENUES TOTAL During the FY 2017-18 budget process, Council directed "Portland Parks & Recreation to implement a full cost recovery plan for should include a scholarship component, which will be funded with an increase in program fee revenues. Outreach for the scholar and children with special needs." (Emphasis added) A low-income youth and families for whom cost is a barrier. Therefore, to ensure access those who would otherwise be priced ou required. A bureau will tally the amount of requested scholarship support and develop a prioritization methodology to maximize service c recovering program direct costs. This scholarship funding would allow the bureau’s preschool to continue be an optio 11:38 1/27/18 sap_b_dp_summary needed to achieve cost recovery. Bureau: Decision Package: Description: Expected Results:
Page 116 City of Portland Parks & Recreation - Requested Budget FY 2018-19 Decision Package Summaries Portland Parks & Recreation Parks, Recreation, and Cultural Service Area Funds 0 0 0 0 0 0 0 0 Budget FY 2022-23 FY dds A Type: 0 0 0 0 Budget FY 2021-22 FY 03 Portland. related to ensuring that all households are within a half The bureau is currently operating under the guidance of 0 0 0 0 Support s parks and recreation system, as identified in City’s recent d to grapple with challenging issues, many of which weren’t try and the updated tree code, levels of service, keeping Budget Estimated Estimated Estimated be responsive to a changing and more diverse population. FY 2020-21 FY Priority: Program: sources are needed for this effort to support community surveys, 0 0 0 0 Budget FY 2019-20 FY Page 28 of 41 of 28 Page 575,000 575,000 575,000 575,000 FY 2018-19 FY Decision Package Summary 0 0 0 0 FY 2018-19 FY 575,000 575,000 575,000 575,000 1 Time DP Time 1 DP Ongoing Budget Requested Requested Requested Estimated FY 2018-19 FY PK_27 - Long Range Vision Plan PK_27 - Long Range Vision Portland Parks & Recreation External Materials and Services and Materials External Discretionary Fund General This requests $575,000 General Fund one-time resources to support the development of next long-range vision plan for PP&R. Funding for this proposal will allow PP&R to develop the research and public engagement needed guide future of Portland’ EXPENDITURES EXPENDITURES TOTAL REVENUES REVENUES TOTAL the Parks 2020 Vision. An update of this vision is needed to guide PP&R for next 10-12 years. The plan will nee firmly in our mindset 2000, including climate change, equity, homelessness, landscape and fiscal sustainability, Urban Fores people active and healthy, accessibility, the rise of biking, integration arts, full accessibility inclusion. Re analytics, performance measures, detailed inventories of assets, demographic analysis, and new approaches to engage a changing comprehensive plan update. Completion of the updated vision is central to guiding PP&R in reaching its key performance measures mile of a park and within three miles full-service community center. Additionally, the updated vision will position us to 11:38 1/27/18 sap_b_dp_summary Bureau: Decision Package: Description: Expected Results:
City of Portland Parks & Recreation - Requested Budget FY 2018-19 Page 117 Portland Parks & Recreation Decision Package Summaries Parks, Recreation, and Cultural Service Area Funds C 0 0 0 0 0 0 0 0 Budget FY 2022-23 FY dds A Type: 0 0 0 0 Budget FY 2021-22 FY 04 0 0 0 0 Support ost Recovery and Financial Sustainability Plans. This work investment is a critical need to enable PP&R meet the goals ew processes and protocols. Budget Estimated Estimated Estimated FY 2020-21 FY Priority: Program: 0 0 0 0 Budget FY 2019-20 FY Page 29 of 41 of 29 Page 150,000 150,000 150,000 150,000 FY 2018-19 FY Decision Package Summary 0 0 0 0 FY 2018-19 FY very/Financial Sustainability very/Financial 150,000 150,000 150,000 150,000 1 Time DP Time 1 DP Ongoing Budget Requested Requested Requested Estimated FY 2018-19 FY PK_28 - Implement Cost Reco Portland Parks & Recreation External Materials and Services and Materials External Discretionary Fund General EXPENDITURES EXPENDITURES TOTAL REVENUES REVENUES TOTAL Consultant resources are necessary to evaluate organizational and work alongside staff in initial implementation of C includes evaluation of organizational resources, structuring organization and programs/services, full incorporation n Capacity to implement financial sustainability plan and balance needs with meeting equitable access goals. This 11:38 1/27/18 sap_b_dp_summary and objectives of the bureau’s forthcoming financial plan. Bureau: Decision Package: Description: Expected Results:
Page 118 City of Portland Parks & Recreation - Requested Budget FY 2018-19 Decision Package Summaries Portland Parks & Recreation Parks, Recreation, and Cultural Service Area Funds 0 0 0 0 0 0 0 0 Budget FY 2022-23 FY dds A Type: 0 0 0 0 Budget FY 2021-22 FY 05 rdinator to support transition a revised policy and 0 0 0 0 y budgeted, but instead absorbed within the bureau’s ecovery through fees, which has resulted in prices that ith the bureau’s Cost Recovery Policy update and financial iar with the new policy, ongoing requirements for Recreation d before the recession and has been straining bureau’s cess to fee-supported programs. The scholarship program is p funds be provided by City Council to explicitly support income youth and families. Through new performance ases) value for qualifying individuals, eliminating the need to programs. This proposal requests $600,000 of General Fund g and financial planning, limits the bureau’s ability to duals and families to make their own choices as what on, it is expected that over time the bureau will have Budget Estimated Estimated Estimated FY 2020-21 FY Priority: Program: 0 0 0 0 Budget FY 2019-20 FY Page 30 of 41 of 30 Page 600,000 600,000 600,000 600,000 FY 2018-19 FY Decision Package Summary 0 0 0 0 FY 2018-19 FY 600,000 600,000 600,000 600,000 1 Time DP Time 1 DP Ongoing Budget Requested Requested Requested Estimated FY 2018-19 FY PK_29 - Financial Assistance for Low Income Residents Assistance for Low PK_29 - Financial Portland Parks & Recreation External Materials and Services and Materials External Discretionary Fund General EXPENDITURES EXPENDITURES TOTAL REVENUES REVENUES TOTAL Financial Assistance for Low Income Residents (Scholarships) This package proposes the allocation of $600,000 to establish a dedicated pool funds for providing low-income populations ac the bureau’s primary mechanism for ensuring access to programs low-income youth and families. Scholarships are not currentl existing General Fund allocation and offered to customers through fee reductions. This approach causes difficulties for trackin communicate the constraints of limited resources to customers and policy makers. Over years bureau has increased cost r some cases are unaffordable for the city’s lowest-income populations. The scholarship demand has nearly tripled since perio ability to achieve revenue targets and maintain services while providing access for low-income Portlanders. In the FY 2016-17 Budget, a one-time General Fund allocation of $100,000 was provided to support limited-term Scholarship Coo practice for recreation scholarships. A key refinement to the new policy is shifting an annual award ($200 maximum in most c apply multiple times per year and at individual sites. This approach provides an authentic open equitable access for indivi programs to participate in. To enable the bureau to shift from its current underfunded, informal and off-budget approach, PP&R is proposing that scholarshi scholarships. This dedicated funding model will provide transparency and clear policy direction to support access recreation ongoing support for scholarships, roughly equivalent to the value of existing demand. Over time, as community becomes famil dedicated resources will be more evident. Additional need requirements and funding strategies can developed in conjunction w planning efforts now underway. Funding of this request will allow PP&R to provide a more transparent and predictable approach funding scholarships for low- measures PP&R will be tracking the utilization of scholarships at various locations and programs throughout city. In additi demographic data to identify populations most impacted by the scholarship program. 11:38 1/27/18 sap_b_dp_summary Bureau: Decision Package: Description: Expected Results:
City of Portland Parks & Recreation - Requested Budget FY 2018-19 Page 119 Portland Parks & Recreation Decision Package Summaries Parks, Recreation, and Cultural Service Area Funds C 0 0 0 0 0 0 0 0 Budget FY 2022-23 FY dds A Type: 0 0 0 0 Budget FY 2021-22 FY 06 g needs (current brand standards have limited estment for consultants with specialized skills and 0 0 0 0 Community ep in creating more inclusive communications is to update investments that lead to increased participation among or, immigrants, and refugees as well new manual for an expected increase in the number of people color Budget Estimated Estimated Estimated FY 2020-21 FY Priority: Program: 0 0 0 0 Budget FY 2019-20 FY Page 31 of 41 of 31 Page 150,000 150,000 150,000 150,000 FY 2018-19 FY Decision Package Summary 0 0 0 0 FY 2018-19 FY 150,000 150,000 150,000 150,000 1 Time DP Time 1 DP Ongoing Budget Requested Requested Requested Estimated FY 2018-19 FY PK_30 - Develop Culturally Responsive Communications PK_30 - Develop Culturally Portland Parks & Recreation External Materials and Services and Materials External Discretionary Fund General participating in our programs over time. EXPENDITURES EXPENDITURES TOTAL REVENUES REVENUES TOTAL Development of Culturally Responsive Communications Practices and Graphics PP&R has a substantial untapped market for recreation programs among Portland residents, especially people of color. A first st communications practices and protocols, including graphic design standards templates. This budget package is a one-time inv experience to redevelop the outdated 2004 PP&R Graphics Standard Manual be relevant our current communication and brandin effectiveness in current market). The new manual will include best practices for communicating with specific communities of col forms, colors, fonts, photos and templates. Consistent with the bureau’s Strategic Plan and 5-Year Racial Equity desired outcomes, this proposal will allow us to make communities of color that have not historically participated in our programs. Results from these investments will be tracked by 11:38 1/27/18 sap_b_dp_summary Bureau: Decision Package: Description: Expected Results:
Page 120 City of Portland Parks & Recreation - Requested Budget FY 2018-19 Decision Package Summaries Portland Parks & Recreation Parks, Recreation, and Cultural Service Area Funds e 0 0 0 0 0 0.00 0.00 d 0 0 0 0 0 0.00 0.00 Budget FY 2022-23 FY dds A Type: 0 0 0 0 0 0.00 0.00 Budget FY 2021-22 FY 07 9. This includes O&M to support a new natural area tracking and time entry, review ensure complianc Administrator to meet the increasing administrative 0 0 0 0 0 t. This addition is a critical need that would have been the ll personnel files, provide confidential support to the Support resources to provide support for PP&R’s growing and 0.00 0.00 vice in the community. Without adequate O&M, PP&R’s direct support for the PP&R career track, mentorship, an Budget O&M funding supports the associated overhead that is needed to Estimated Estimated Estimated FY 2020-21 FY Priority: Program: 0 0 0 0 0 0.00 0.00 Budget FY 2019-20 FY 1.00 1.00 8,414 Page 32 of 41 of 32 Page 154,203 162,617 162,617 162,617 FY 2018-19 FY Decision Package Summary 1.00 1.00 8,414 154,203 162,617 162,617 162,617 FY 2018-19 FY 0 0 0 0 0 0.00 0.00 1 Time DP Time 1 DP Ongoing Budget Requested Requested Requested Estimated FY 2018-19 FY PK_31 - Operations and Maintenance Portland Parks & Recreation Personnel Services Personnel Services and Materials External Discretionary Fund General Positions Full-Time EXPENDITURES EXPENDITURES TOTAL REVENUES REVENUES TOTAL FTE This proposal is for General Fund ongoing to support Operations and Maintenance (O&M) new assets coming online in FY 2018-1 near the recently completed Sellwood Bridge. This request also adds indirect support for an Organizational Management/Personnel demands of Workforce Development personnel in day-to-day actions. Specifically, this position will manage and track a workforce development team, assist FMLA coordinator with timesheets, payroll workers compensation with training/travel requests, and augment casual spring/summer hire processing. In addition, this position will provide internship programs. Funding to support operations and maintenance for new parks park facilities is key maintaining a consistent level of ser maintenance backlog will continue to grow over time and residents’ satisfaction with service levels decline. In addition, maintain a growing parks system, including marketing, legal, data and financial analysis, risk management technology suppor priority for overhead funding, which was not funded incrementally in the FY 2017-18 Budget. This specific O&M request includes diverse workforce. 11:38 1/27/18 sap_b_dp_summary Bureau: Decision Package: FTE TOTAL Description: Expected Results:
City of Portland Parks & Recreation - Requested Budget FY 2018-19 Page 121 Portland Parks & Recreation Decision Package Summaries Parks, Recreation, and Cultural Service Area Funds T 0 0 0 0 0 0.00 0.00 0.00 0 0 0 0 0 0.00 0.00 0.00 Budget FY 2022-23 FY dds A Type: 0 0 0 0 0 0.00 0.00 0.00 Budget FY 2021-22 FY 09 nclude General Fund one-time support for limited-term nd illegal structures, as well more debris piling up in maintenance crews to devote more time than usual 0 0 0 0 0 eeds. basic park maintenance responsibilities such as Infrastructure per hour near the Burnside Bridge crossing. This proposal maintenance. 0.00 0.00 0.00 ous locations along the Vera Katz Eastbank Esplanade. Budget Estimated Estimated Estimated FY 2020-21 FY degradation of facilities. Ongoing funding is requested for two Ranger Priority: Program: 0 0 0 0 0 0.00 0.00 0.00 Budget FY 2019-20 FY 2.00 4.00 6.00 Page 33 of 41 of 33 Page 535,286 214,714 750,000 750,000 750,000 FY 2018-19 FY Decision Package Summary 2.00 0.00 2.00 33,032 216,968 250,000 250,000 250,000 FY 2018-19 FY 0.00 4.00 4.00 318,318 181,682 500,000 500,000 500,000 1 Time DP Time 1 DP Ongoing Budget Requested Requested Requested Estimated FY 2018-19 FY PK_32 - Vera Katz Eastbank Esplanade Maintenance Reboot PK_32 - Vera Portland Parks & Recreation Personnel Services Personnel Services and Materials External Discretionary Fund General Positions Full-Time Positions Term Limited EXPENDITURES EXPENDITURES TOTAL REVENUES REVENUES TOTAL FTE For the past few years, there have been an increasing number of homeless camps, illegal structures and debris piling up in vari Increased traffic along the Vera Katz Eastbank For past few years, there have been an increasing number of homeless camps a various locations along the Vera Katz Eastbank Esplanade. Increased traffic Esplanade has required removing materials from numerous camp sites along the riverbank (Steel Bridge to Hawthorne Bridge), and as a result, neglecting horticulture. One-time funding is requested to fund specific work on maintenance needed the Vera Katz Eastbank Esplanade. The would i staff, installing vandal-proof lighting, staff support to improve landscaping, irrigation, deteriorating walkways, and overall positions to patrol the area and help reduce vandalism homelessness activity, staff support increased cleanup The Vera Katz Eastbank Esplanade is one the most utilized trails in PP&R’s system. Recent trail counts indicated over 400 users could have significant impact for improving users' experience as well an investment towards reducing long-term maintenance n 11:38 1/27/18 sap_b_dp_summary Bureau: Decision Package: FTE TOTAL Description: Expected Results:
Page 122 City of Portland Parks & Recreation - Requested Budget FY 2018-19 Decision Package Summaries Portland Parks & Recreation Parks, Recreation, and Cultural Service Area Funds S 0 0 0 0 0 0 0.00 0.00 0 0 0 0 0 0 0.00 0.00 Budget FY 2022-23 FY dds A Type: 0 0 0 0 0 0 0.00 0.00 Budget FY 2021-22 FY 10 rmit turn-around time. 0 0 0 0 0 0 Overall, this proposal provides expanded staffing and d, development permit volume has increased from 1,461 in Infrastructure y for emergency tree response from Tree Inspectors to nd strategically realigning Urban Forestry's organizational to full cost recovery. New positions include four arborists and 0.00 0.00 ad. In FY 2018-19 the positions are projected for partial year ude emergency response, programmatic permits, and capital venue will allow shifting existing General Fund resources to ram and provides support to further the City’s racial equity goals. Budget Estimated Estimated Estimated FY 2020-21 FY Priority: Program: 0 0 0 0 0 0 0.00 0.00 Budget FY 2019-20 FY 3.00 3.00 55,000 Page 34 of 41 of 34 Page 250,068 519,932 770,000 715,000 770,000 FY 2018-19 FY Decision Package Summary 3.00 3.00 55,000 250,068 519,932 770,000 715,000 770,000 FY 2018-19 FY 0 0 0 0 0 0 0.00 0.00 1 Time DP Time 1 DP Ongoing Budget Requested Requested Requested Estimated FY 2018-19 FY PK_33 - Fee Increases -Enhanced Tree Permitting Service PK_33Tree - Fee Increases -Enhanced Portland Parks & Recreation Personnel Services Personnel Services and Materials External Permits & Licenses Services for Charges Positions Full-Time EXPENDITURES EXPENDITURES TOTAL REVENUES REVENUES TOTAL FTE Fee Increases to Support Enhanced Tree Permitting Service Levels This proposal implements the Mayor's directive to expedite development permitting and increase service levels by adding staff a structure to improve permitting services. Nine additional FTE positions are added by increasing development permit fees closer one Senior Administrative Specialist within the Urban Forestry Operations, three development permitting staff, tree tech le expense during realignment and hiring so the funds can be used for equipment other one-time materials needs. Increased revenue from fees will more adequately fund permitting staff to provide timely service levels. Additional fee re operations and maintenance of the city’s urban forest. The proposed average permit increase is between $200 to $300 per permit. clearer division of responsibilities in permitting and operations, allows apprenticeship opportunities through the Trainee Prog Since Title 11 implementation, Urban Forestry has had three Tree Inspectors assigned to development permitting. Over that perio FY16 to an estimated 2,300 in FY18. These numbers do not fully capture the full responsibilities of Tree Inspectors, which incl improvement projects. This package adds three new Tree Inspectors and four arborists in Operations shifts responsibilit PP&R Urban Forestry Operations staff, which will improve customer service to development permit applicants through decreased pe 11:38 1/27/18 sap_b_dp_summary Bureau: Decision Package: FTE TOTAL Description: Expected Results:
City of Portland Parks & Recreation - Requested Budget FY 2018-19 Page 123 Portland Parks & Recreation Decision Package Summaries Parks, Recreation, and Cultural Service Area Funds 0 0 0 0 0 0 0 0 0 0 Budget FY 2022-23 FY dds A Type: 0 0 0 0 0 Budget FY 2021-22 FY 11 parks, where we have seen increased nuisances and il began funding the services, but was 0 0 0 0 0 Community liability, health, and safety of our parks. This proposal e stated laws at all bureau boat landings, docks and time. Park exclusions issued in the South Waterfront by Budget Estimated Estimated Estimated FY 2020-21 FY Priority: Program: 0 0 0 0 0 Budget FY 2019-20 FY 98,000 98,000 30,000 68,000 98,000 Page 35 of 41 of 35 Page FY 2018-19 FY Decision Package Summary 0 98,000 98,000 98,000 98,000 FY 2018-19 FY 0 0 0 30,000 (30,000) 1 Time DP Time 1 DP Ongoing Budget Requested Requested Requested Estimated FY 2018-19 FY PK_34 - Hazardous and Abandoned Boat Enforcement PK_34 - Hazardous and Portland Parks & Recreation External Materials and Services and Materials External MiscellaneousSources Discretionary Fund General This proposal is to provide General Fund ongoing resources fund the Multnomah County Sheriff’s Office River Patrol enforc EXPENDITURES EXPENDITURES TOTAL REVENUES REVENUES TOTAL marinas. In addition, this proposal provides funds for the towing, storage and disposal of most hazardous boats—which impact leverages $30,000 from Riverplace Business Association in the first year, reducing FY 2018-19 need to $68,000. PP&R began contracting with the Multnomah County Sheriff’s Office River Patrol in 2015 Riverplace Marina area when Counc discontinued in FY 2017-18. There was a noticeable reduction nuisance unwanted activity the South Waterfront during this Rangers decreased from 55 in FY 2014 to 5 2015 and 3 2016. This proposal would support an expansion other marina calls for services in recent years. 11:38 1/27/18 sap_b_dp_summary Bureau: Decision Package: Description: Expected Results:
Page 124 City of Portland Parks & Recreation - Requested Budget FY 2018-19 Decision Package Summaries Portland Parks & Recreation Parks, Recreation, and Cultural Service Area Funds 0 0 0 0 0 0 0 0 Budget FY 2022-23 FY dds A Type: 0 0 0 0 Budget FY 2021-22 FY 12 F was founded in 2001 as part of the 2020 Vision PF signed a Memorandum of Understanding (MOU) that d's Financial Stability Committee supports operating 0 0 0 0 s. PPF also provided leadership and advice, Community grant in 2016, PPF has: , Friends of Brooklyn Park, Albina Vision, Friends of Tanner Friends of Albina Vision, Park, , Friends of Brooklyn e to the health of Portland’s public park system. To date, Budget Estimated Estimated Estimated FY 2020-21 FY Priority: Program: 0 0 0 0 Budget FY 2019-20 FY ive support, Park including Cully Page 36 of 41 of 36 Page 100,000 100,000 100,000 100,000 FY 2018-19 FY Decision Package Summary and its new strategic plan and its new 100,000 100,000 100,000 100,000 FY 2018-19 FY grant funds and/or administrat 0 0 0 0 recruitment and fundraising from non-city sources, including over 500 donors from non-city clusion in its operations 1 Time DP Time 1 DP Ongoing Budget Requested Requested Requested Estimated FY 2018-19 FY Footbridge Over Burnside (to be built in 2018) han 500 volunteers working in some 35 parks han 500 volunteers working 18 parks groups in volunteer PK_35 - Portland Parks Foundation Portland Parks & Recreation External Materials and Services and Materials External Discretionary Fund General
•Developed (in 2016) and renewed (in 2017) an MOU with PP&R to guide collaborative planning and activity (in 2017) an MOU with •Developed (in 2016) and renewed board members •Recruited eight new •Raised $1.6 million in gifts and pledges for the in gifts Park and pledges for Cully •Raised $118,000 All •Raised and/or administered $40,585 for Summer Free For •Raised over $200,000 in operating support for PPF •Supported park programs (e.g., recreational scholarships) with Creek Park, Friends of Peninsula Park Rose Garden, Mt. Tabor and Leach Botanical Garden more t •Coordinated Parke Diem 2016, with representatives of •Trained and in diversity •Committed to principles of equity, EXPENDITURES EXPENDITURES TOTAL REVENUES REVENUES TOTAL This proposal requests $100,000 in General Fund ongoing resources to provide support the Portland Parks Foundation (PPF). PP planning process for parks, based on the analysis that public-private partnerships would be increasingly important in futur PPF has raised and/or administered more than $13 million in funds for capital improvement of parks and support program encouraged community engagement for the referring of City’s $68 million parks bond measure in 2014. The Portland Parks Boar support for PPF. Support foundation fundraising from a beneficiary organization is common practice. Expected Results: In June, 2016 the city authorized a one-time operating support grant of $50,000. September PP&R and P pledged PP&R to explore opportunities for continued operating support of PPF. In the 18 months following receipt $50,000 11:38 1/27/18 sap_b_dp_summary Bureau: Decision Package: Description: Expected Results:
City of Portland Parks & Recreation - Requested Budget FY 2018-19 Page 125 Portland Parks & Recreation Decision Package Summaries Parks, Recreation, and Cultural Service Area Funds O ) 0 0 0 0 0 0 0 0 Budget FY 2022-23 FY dds A Type: 0 0 0 0 Budget FY 2021-22 FY Center, Southwest Community Center, and East Center, Community Southwest Center, 13 ility, retrofit design and architectural services to assist 0 0 0 0 Information Center, Rose City Clubhouse, Lair Hill Building Rose City Information Center, Infrastructure well as the bureau’s approach to divesting of some assets. rced masonry (URM) – a particularly vulnerable type of building to be in a better position seek state grant funding for seismic c policies (including a contemplated mandatory retrofit ordinance). Budget Estimated Estimated Estimated FY 2020-21 FY Priority: Program: : 0 0 0 0 Budget FY 2019-20 FY Page 37 of 41 of 37 Page 500,000 500,000 500,000 500,000 FY 2018-19 FY Decision Package Summary 0 0 0 0 Center, Mt. Scott Community Center, Charles Jordan Community Center, Mt. Scott Community Center, FY 2018-19 FY ltnomah Arts Center, Pittock Mansion and Rose Festival Visitor’s Arts Center, ltnomah 500,000 500,000 500,000 500,000 1 Time DP Time 1 DP Ongoing Budget Requested Requested Requested Estimated FY 2018-19 FY and other URM structures PK_36 - Seismic Needs Assessment- PP&R Facilities PK_36 - Seismic Needs Portland Parks & Recreation External Materials and Services and Materials External Discretionary Fund General
Portland Community Center) Mu Music Center, •Historic buildings (including IFCC, Community This investment will also allow for better planning of PP&R future asset needs. Specifically, this information improvements. Overall, this work will provide better information to consider future Capital Improvement Program (CIP) needs as •Multi-purpose community centers (including Matt Dishman Community •Multi-purpose community •Neighborhood park structures Obtaining the technical feasibility and cost of seismic retrofits will enable compliance with expected existing City seismi EXPENDITURES EXPENDITURES TOTAL REVENUES REVENUES TOTAL PP&R hosts millions of visitors annually in our buildings and parks. At least 32 these structures are unreinfo in the event of a major earthquake. This proposal request $500,000 General Fund One-Time resources to begin seismic vulnerab with cultural significance, functionality and general asset performance determination elements for key assets including 11:38 1/27/18 sap_b_dp_summary Expected Results: Bureau: Decision Package: Description:
Page 126 City of Portland Parks & Recreation - Requested Budget FY 2018-19 Decision Package Summaries Portland Parks & Recreation Parks, Recreation, and Cultural Service Area Funds 0 0 0 0 0 0 0 0 0 0 ontractor to make facility Budget FY 2022-23 FY dds A r buildings. In addition to DDC Type: 0 0 0 0 0 Budget FY 2021-22 FY 14 bling PP&R to work with a c with bling PP&R to work -financed capital projects. 0 0 0 0 0 get package PK 01. Longer-term savings are expected to Infrastructure f assets rated in poor or very condition. In addition, as ck from expected future energy savings. This budget package stments from the ESPC will have effect of helping to ntilation of a building optimally. (Ongoing reductions are captured within the bureau’s PK 01 rove. ital Controls (DDC) for majo Budget Estimated Estimated Estimated FY 2020-21 FY irrigation control system. Priority: Program: 0 0 0 0 0 procurement model ena Budget FY 2019-20 FY 0 Page 38 of 41 of 38 Page 500,000 500,000 500,000 500,000 ilize its recent investment in Direct Dig FY 2018-19 FY upported an alternative Decision Package Summary ems and better utilize the bureau’s centralems and better utilize the bureau’s 0 0 0 0 0 FY 2018-19 FY 0 500,000 500,000 500,000 500,000 1 Time DP Time 1 DP Ongoing Budget Requested Requested Requested Estimated FY 2018-19 FY (FMTs) so that the bureau can better ut (FMTs) ESPC). In the spring of 2017, City Council s ESPC). In the spring of 2017, City and Irrigation to tune up irrigation syst irrigation up tune to Irrigation and PK_37 - Utility Efficiencies PK_37 - Utility Portland Parks & Recreation Personnel Services Personnel Services and Materials External Discretionary Fund General
•Energy Savings Performance Contract ( •Energy investments that provide long-term energy savings. Facility will be funded by debt financing, which is then paid ba allows General Fund investment in projects to achieve future savings while also meeting PP&R’s requirements for debt Expected ongoing savings from this proposal are expected to be at least $125,000. This amount is realized as within bud be achieved from the investment in training to Facility Maintenance staff and ESPC. In addition, energy-saving capital inve improve the condition of PP&R’s facilities. Performance metrics impacted over time will include a reduction in percentage o repairs are made, the percentage of residents rating condition park facilities in good or very should imp •Training for Facility Maintenance Technicians Maintenance for Facility •Training training, FMTs would learn about other innovative strategies for managing lighting, building envelope, heating, cooling, and ve EXPENDITURES EXPENDITURES TOTAL REVENUES REVENUES TOTAL This proposal is for investing $500,000 of General Fund one-time dollars to realize ongoing energy and utility use reductions. reduction proposal.) This proposal is comprised of three elements: Turf limited-term position directed by •A 11:38 1/27/18 sap_b_dp_summary Expected Results: Bureau: Decision Package: Description:
City of Portland Parks & Recreation - Requested Budget FY 2018-19 Page 127 Portland Parks & Recreation Decision Package Summaries Parks, Recreation, and Cultural Service Area Funds T 0 0 0 0 0 0 0 0 Budget FY 2022-23 FY dds A Type: 0 0 0 0 Budget FY 2021-22 FY 15 0 0 0 0 Kelly Butte Natural Area. This work will update and refine to current wildfire risk. The analysis will consider evolving Infrastructure limate change and PF&R is also requesting funding to ore deeply understand and prepare for fire risks due to ark, Marquam Nature Park, SW Terwilliger Parkway, George vide information for Renew Forest Park, a 20-year strategic lies, hazardous fuel reduction, evacuation routes, and public ce 3.22.180) and request for future implementation funds. The Budget Estimated Estimated Estimated FY 2020-21 FY Priority: Program: 0 0 0 0 Budget FY 2019-20 FY Page 39 of 41 of 39 Page 100,000 100,000 100,000 100,000 FY 2018-19 FY Decision Package Summary 0 0 0 0 FY 2018-19 FY 100,000 100,000 100,000 100,000 1 Time DP Time 1 DP Ongoing Budget Requested Requested Requested Estimated FY 2018-19 FY with federal and state fire agencies with and property if a wildfire starts if a wildfire and property reduce the risk of occurrence PK_38 - Fire Threats of Forested Areas Risk Assessment Areas Risk Threats of Forested PK_38 - Fire Portland Parks & Recreation External Materials and Services and Materials External Discretionary Fund General
•Establishing working relationships •Establishing working EXPENDITURES EXPENDITURES TOTAL REVENUES REVENUES TOTAL With the recent wildfires in region and effects of climate change—hotter, drier summers—the City Portland needs to m climate change. The city has heavily forested areas along the Westside Wildlife Corridor that include Forest Park, Washington P Himes Park and River View Natural Area, in east Portland at Powell Butte, Buttes Areas, Rocky Mt. Tabor, the 2009 City of Portland Wildfire Risk Reduction Report that was completed by an interbureau team. This analysis will also pro plan initiative aimed at restoration, rebuilding and renewing access to this important ecological system habitat area. Portland Fire & Rescue (PF&R) and PP&R are proposing to analyze existing future fire risks in these forested areas due c partner and support this assessment. The Oregon Department of Forestry already identifies Portland as a “community at risk” due risk factors due to climate change as well mitigation strategies like defensible space, emergency vehicle access, water supp education. Partners in this analysis will include the U.S. Forest Service and Oregon Department of Forestry. The outcome of this work will be an update to the Forested and Wildfire Interface Areas Fire Protection Plan (Ref. City Ordinan entire city and region will benefit from understanding the wildfire risks by: •Implementing measures to •Minimizing potential loss of life 11:38 1/27/18 sap_b_dp_summary Decision Package: Bureau: Description: Expected Results:
Page 128 City of Portland Parks & Recreation - Requested Budget FY 2018-19 Decision Package Summaries Portland Parks & Recreation Parks, Recreation, and Cultural Service Area Funds 0 0 0 0 0 0 0 0 Budget FY 2022-23 FY dds A Type: 0 0 0 0 Budget FY 2021-22 FY 16 0 0 0 0 ions arise and to provide support for accelerating se. Infrastructure op the business case for demolition of built assets that pose , and work requirements, these demolitions can cost $50,000 - ition. Specifically, the total percentage of assets rated in very poor Budget Estimated Estimated Estimated FY 2020-21 FY Priority: Program: 0 0 0 0 Budget FY 2019-20 FY Page 40 of 41 of 40 Page 300,000 300,000 300,000 300,000 FY 2018-19 FY Decision Package Summary 0 0 0 0 FY 2018-19 FY l of Hazardous Structures 300,000 300,000 300,000 300,000 1 Time DP Time 1 DP Ongoing Budget Requested Requested Requested Estimated FY 2018-19 FY PK_39 - Demolitions and Remova Portland Parks & Recreation External Materials and Services and Materials External Discretionary Fund General Demolition of our most degraded facilities will have the effect marginally improving overall condition asset cond condition should decrease. EXPENDITURES EXPENDITURES TOTAL REVENUES REVENUES TOTAL The purpose of this one-time add is to provide resources clear some backlogged demolitions before extremely hazardous situat divestitures including appraisals, surveys, and other process support. PP&R implemented a in 2016 to identify devel a hazard to the public, have outlived their useful lives, and otherwise do not make sense sustain. Due permitting, safety $150,000. Additionally, some assets may be whole or severable properties which others able to put higher and better u 11:38 1/27/18 sap_b_dp_summary Expected Results: Bureau: Decision Package: Description:
City of Portland Parks & Recreation - Requested Budget FY 2018-19 Page 129 Portland Parks & Recreation Decision Package Summaries Parks, Recreation, and Cultural Service Area Funds T 0 0 0 0 0 0 0 0 Budget FY 2022-23 FY dds A Type: 0 0 0 0 Budget FY 2021-22 FY inance (OMF). The costs for the program have 08 FY 2017-18, Council provided PP&R funding for gram at current service levels. The number of Parks funded in the prior year. In order to balance, existing 0 0 0 0 Community nups. Without increased funding, PP&R will not have capacity ediate Response portions of the program, and an increase in Budget Estimated Estimated Estimated FY 2020-21 FY Priority: Program: 0 0 0 0 Budget FY 2019-20 FY Page 41 of 41 of 41 Page 136,854 136,854 136,854 136,854 FY 2018-19 FY Decision Package Summary 136,854 136,854 136,854 136,854 FY 2018-19 FY 0 0 0 0 1 Time DP Time 1 DP Ongoing Budget Requested Requested Requested Estimated FY 2018-19 FY PK_40 - Maintain Campsite Cleanup at PP&R Properties Portland Parks & Recreation Internal Materials and Services and Materials Internal Discretionary Fund General EXPENDITURES EXPENDITURES TOTAL REVENUES REVENUES TOTAL This requests $136,854 in ongoing General Fund to maintain cleanup at PP&R properties impacted by camping and houselessness. In support of the Homelessness and Urban Camping Impact Reduction Program managed centrally through Office Management F increased substantially as a result of shifting the program to an ongoing program, inflation in cost for CleanStart and Imm overall cost allocation to PP&R based on estimated usage. The full program costs and impact General Fund was not adequately funding was shifted to primarily support the operations through OMF and eliminates previously allocated perform clea to clean up properties and will have a negative impact on safety livability. This add package, in combination with a package from OMF, would provide adequate funding to maintain the Council authorized pro Ranger calls for service camping issues in parks has increased from 40% of all 2016 to 53% 2017. 11:38 1/27/18 sap_b_dp_summary Bureau: Decision Package: Description: Expected Results:
Page 130 City of Portland Parks & Recreation - Requested Budget FY 2018-19 Five-year Financial Plans Portland Parks & Recreation Parks, Recreation, and Cultural Service Area Funds f - - - 14,402 18,156 39,075 33,197 209,403 134,270 917,170 632,064 550,328 962,623 299,204 722,028 346,190 157,067 890,462 355,698 114,062 250,612 541,572 865,213 123,389 325,278 2,766,913 1,632,591 5,791,015 1,183,608 4,632,896 2,544,223 4,201,007 3,713,591 2,240,881 1,786,625 1,348,076 1,039,906 1,702,332 (1,453,367) 10,907,019 17,124,441 20,409,157 10,890,227 12,824,784 78,414,271 23,317,798 35,021,905 15,476,278 74,375,658 105,691,833 105,691,833 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ Year 5 - - - 14,402 18,156 39,075 32,492 204,953 131,418 874,953 616,655 550,328 939,085 291,750 722,028 338,835 153,730 871,542 349,408 111,639 245,288 541,572 865,213 120,145 318,367 2,704,705 1,632,591 5,667,975 1,183,608 3,713,591 1,017,812 4,514,577 2,544,223 4,097,182 2,193,269 1,748,665 1,319,433 1,680,485 (1,453,367) 10,638,473 16,886,686 19,964,969 10,471,372 12,683,705 76,048,510 23,080,043 34,101,174 15,069,404 72,484,875 103,088,317 103,088,317 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ Year 4 - - - 14,402 18,156 39,075 23,560 31,711 200,028 128,259 834,680 600,214 772,000 550,328 913,715 283,839 722,028 330,692 993,351 150,036 850,597 342,222 108,956 239,393 541,572 865,213 116,873 310,716 2,643,895 1,632,591 5,531,761 1,183,608 3,713,591 4,391,035 2,544,223 3,986,963 2,140,560 1,706,641 1,287,724 1,655,651 (1,453,367) 10,354,991 17,049,170 19,510,432 10,068,627 11,343,839 72,834,846 23,242,527 33,172,348 14,658,953 69,399,715 100,037,137 100,037,137 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ Year 3 - - - 14,402 18,156 38,047 23,098 30,804 194,311 124,594 796,260 582,115 560,460 550,328 885,208 275,168 722,028 321,240 964,960 145,747 826,286 333,875 105,842 232,551 541,572 865,213 113,579 301,836 2,579,410 1,632,591 5,373,657 1,183,608 3,713,591 4,259,115 2,544,223 3,866,407 2,079,380 1,657,863 1,250,920 9,681,372 1,621,597 (1,453,367) 10,047,237 15,605,191 18,964,231 95,918,736 11,200,592 70,160,424 21,798,548 32,237,462 13,075,756 66,346,808 95,918,736 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ Year 2 - - - 14,402 37,011 18,156 22,667 29,852 188,302 120,741 759,609 563,871 162,617 550,328 865,213 855,437 266,465 722,028 311,306 935,121 141,240 800,735 324,465 102,569 225,359 541,572 110,809 292,502 2,506,715 1,632,591 5,207,486 9,743,422 1,183,608 4,132,326 2,544,223 3,746,100 3,713,591 2,015,079 1,606,597 1,212,237 9,309,012 9,857,303 1,556,235 (1,453,367) 15,295,769 18,358,818 91,135,302 65,686,412 21,489,126 31,451,182 12,105,128 62,870,445 91,135,302 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Year 1 of the operating and capital 5-year financial forecasts. Per the FY 2017-18 Budget Note, bureau's Financial Plan is to be completed by December 2018. * The information above is a working draft of PP&R's 5-year forecast for the operating budget only. The bureau is currently in the process of creating a comprehensive 5-year financial plan, which will be based PP&R 5-Year Financial Forecast - Operating Budget Operations and maintenance reimbursements Rents - real estate Parks & rec. facilities Concessions Rents and reimbursements Parking fees WATER - SEWER INSURANCE MISC SERVICES REFUNDS EDUCATION IMS Total SPACE RENTAL EMS Total PREMIUM PAY LOCAL TRAVEL Expense Total NATURAL GAS PRINT/DISTRIBUTION TECHNOLOGY SERVICES OPERATIONS & MAINTENANCE (New Growth) INTERNAL REVENUES MISCELLANEOUS STATE SOURCES CITYFLEET SERVICES FACILITIES SERVICES IA SERVICES EXP INTERNAL SERVICES EQUIPMENT RENTAL FACILITIES OPERATING LEAS MISCELLANEOUS MINOR EQUIP & TOOLS MISCELLANEOUS OFFICE SUPPLIES OPERATING SUPPLIES OTHER COMMODITIES EXTERNA OUT-OF-TOWN TRAVEL PROFESSIONAL SERVICES REPAIR & MAINT SERVICES REPAIR & MAINT SUPPLIES SERVICE CHARGES AND FEES SERVICE CHARGES AND FEES Subtotal PART-TIME EMPLOYEES BENEFITS - HEALTH BENEFITS - VARIABLE WAGE DRIVEN INTERNAL SERVICES PERSONAL Total WASTE DISPOSAL CLOTHING & UNIFORMS GENERAL FUND DISCRETIONARY ONGOING FULL-TIME EMPLOYEES Revenue Total OVERTIME UTILITIES GARBAGE ELECTRICITY Revenue Expense
City of Portland Parks & Recreation - Requested Budget FY 2018-19 Page 131 Portland Parks & Recreation Five-year Financial Plans Parks, Recreation, and Cultural Service Area Funds
PORTLAND PARKS AND RECREATION Portland International Raceway Projected Financial Performance
Actuals Budget Forecast Forecast FY 2015-16 FY 2016-17 FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Revenues Rents and Reimbursements 1,816,828 1,671,542 1,739,550 1,713,849 1,751,554 1,800,247 1,849,214 1,893,780 1,935,633 Concessions 156,702 135,944 155,205 119,487 122,116 125,511 128,924 82,032 83,844 Interest 3,305 6,189 4,633 5,828 5,956 6,121 6,288 6,439 6,582 Misc. (including CT) 6,189 6,300 6,354 10,038 10,259 10,544 10,831 11,092 11,337 Total Revenues 1,983,024 1,819,975 1,905,742 1,849,202 1,889,884 1,942,423 1,995,257 1,993,343 2,037,396
Expenses Personal Services Full-time 397,749 394,255 401,708 394,606 407,326 419,138 431,293 443,369 455,340 Part-time 128,228 109,862 145,000 155,657 169,072 173,975 179,020 179,033 183,867 Overtime 14,260 12,853 - 14,993 15,563 16,014 16,479 16,940 17,398 Premium Pay 4,277 2,692 - 2,837 2,945 3,030 3,118 3,205 3,292 Benefits, etc 227,505 216,038 223,124 223,669 237,567 256,009 277,030 306,354 341,476 Unemployment 12,735 - - 7,035 7,302 7,514 7,732 7,948 8,163 Parks Bureau WO Transfer 20,981 21,458 25,500 24,729 25,669 26,413 27,179 27,940 28,694 Total Personal Services 805,734 757,158 795,332 823,526 865,444 902,094 941,851 984,791 1,038,230
Materials & Services - External Professional Services 44,867 271 170,000 165,344 10,353 10,683 10,997 11,268 11,513 Utilities (water, gas, electricity) 158,027 113,674 138,000 128,314 133,516 139,126 144,844 150,628 156,652 Operational Services 72,479 38,895 63,105 77,593 79,610 82,151 84,568 86,650 88,531 Operating Supplies 68,360 46,438 70,358 62,184 63,801 65,837 67,774 69,443 70,950 ODOT Lease - 1,028 - 12,336 12,336 12,336 12,336 12,336 12,336 Pen 1 Drainage Tax 54,143 56,164 57,950 56,746 58,222 60,080 61,847 63,370 64,746 Repair & Maint Services 8,473 31,743 20,645 20,015 20,536 21,191 21,814 22,352 22,837 Repair & Maint Supplies 21,929 16,656 21,170 24,514 25,152 25,954 26,718 27,376 27,970 Miscellaneous 29,900 33,422 18,950 32,202 58,039 34,891 35,918 36,802 37,601 Total M&S - External 458,178 338,291 560,178 579,248 461,565 452,248 466,816 480,225 493,136
Total Internal Services 129,982 121,640 119,285 104,967 119,379 123,390 127,342 130,966 134,393
Other Transfer to General Fund (OH) 61,368 96,716 67,636 67,636 71,487 73,060 75,091 77,133 78,992 Pension Debt Expense 41,552 280,222 41,930 41,930 50,372 120,625 112,846 105,163 97,566 PIR Debt Principal 0 45,436 - - 138,628 150,000 160,000 170,000 180,000 PIR Debt Interest 275,436 - - - 10,000 10,000 10,000 10,000 10,000 Total Other 378,356 422,374 109,566 109,566 270,487 353,684 357,937 362,296 366,558
Capital Outlay ------
Total Expenses 1,772,250 1,639,464 1,584,361 1,617,308 1,716,875 1,831,417 1,893,946 1,958,278 2,032,316
Net Revenue (Loss) 210,774 180,510 321,381 231,894 173,010 111,006 101,311 35,065 5,080
Ending Total Fund Balance 356,253 536,763 858,144 768,658 941,667 1,052,674 1,153,985 1,189,050 1,194,129
1/20/2018
Page 132 City of Portland Parks & Recreation - Requested Budget FY 2018-19 Five-year Financial Plans Portland Parks & Recreation Parks, Recreation, and Cultural Service Area Funds
PORTLAND PARKS & RECREATION Golf Fund Projected Financial Performance
Actuals Budget Forecast Forecast FY 2015-16 FY 2016-17 FY 2017-18 FY 2018-19 FY 2019-20 FY 2020-21 FY 2021-22 FY 2022-23 Revenues Greens Fees $ 5,822,396 $ 5,072,614 $ 6,271,535 $ 5,670,653 $ 5,795,408 $ 5,981,520 $ 6,169,217 $ 6,342,895 6,508,073 Cart Fees 518,112 475,525 546,060 544,078 556,048 571,506 587,051 601,199 614,485 Driving Range 617,001 548,370 705,369 623,501 637,218 654,933 672,747 688,960 704,186 Concessions 1,642,928 1,602,993 1,848,927 1,810,755 1,850,592 1,902,038 1,953,774 2,000,860 2,045,079 Other Golf Course Revenue 1,200 1,200 1,816 101,100 1,124 1,155 1,187 1,215 1,242 Miscellaneous Revenue 8,954 802,944 11,676 5,994 6,126 6,296 6,467 6,623 6,769 Bond Sale 335,000 ------Total Revenues$ 8,610,591 $ 8,503,646 $ 9,720,383 $ 8,756,081 $ 8,846,515 $ 9,117,448 $ 9,390,443 $ 9,641,752 $ 9,879,835
Expenses Personal Services Full-time $ 1,827,437 $ 1,870,596 $ 1,710,599 $ 1,721,740 $ 1,513,132 $ 1,549,222 $ 1,588,728 $ 1,631,432 $ 1,675,263 Part-time 36,059 27,680 - 25,155 26,111 26,869 27,648 28,422 29,189 Temporary 549,888 412,245 702,245 379,961 394,400 405,837 417,607 429,300 440,891 Overtime 23,243 12,032 - 10,767 11,176 11,500 11,834 12,165 12,494 Premium Pay 46,856 21,850 - 14,158 14,696 15,123 15,561 15,997 16,429 Benefits, etc 1,166,856 1,117,354 1,091,200 1,035,008 920,972 944,019 968,847 995,138 1,021,905 Unemployment 10,968 1,417 - 11,507 11,944 12,290 12,647 13,001 13,352 Parks Bureau WO Transfer 198,019 84,813 169,000 139,766 145,077 149,284 153,614 157,915 162,179 Total Personal Services $ 3,859,324 $ 3,547,987 $ 3,673,044 $ 3,338,062 $ 3,037,509 $ 3,114,145 $ 3,196,485 $ 3,283,369 $ 3,371,700
Materials & Services - External Professional Svcs. $ 692,456 $ 704,744 $ 658,305 $ 630,616 $ 647,012 $ 667,658 $ 687,302 $ 704,226 $ 719,513 Utilities 353,427 331,631 352,728 318,853 328,100 337,615 346,055 354,014 362,156 Operating, Repairs & Maint. 564,814 401,959 581,819 467,734 479,895 495,209 509,779 522,331 533,670 CW & HL Personnel Fees 1,257,620 1,166,582 1,289,575 1,252,690 1,285,260 1,326,272 1,365,294 1,398,913 1,429,281 CW & HL Operating Exp. 911,210 839,896 959,078 915,333 939,132 969,100 997,612 1,022,178 1,044,367 All Other External M&S 454,943 441,158 487,803 488,759 501,467 517,469 532,694 545,811 557,659 Total M&S - External $ 4,234,470 $ 3,885,971 $ 4,329,308 $ 4,073,985 $ 4,180,865 $ 4,313,322 $ 4,438,735 $ 4,547,473 $ 4,646,647
Total Internal Services $ 520,315 $ 351,868 $ 701,558 $ 600,442 $ 619,958 $ 640,789 $ 661,315 $ 680,133 $ 697,930
Other Transfer to General Fund$ 261,848 $ 381,097 $ 405,027 $ 405,027 $ 420,226 $ 422,327 $ 424,439 $ 426,561 $ 428,694 Debt Principal 124,612 140,407 157,607 157,607 289,536 364,379 372,140 493,736 558,886 Debt Interest 61,357 64,914 111,623 128,306 67,959 72,700 73,518 74,446 74,336 Other 33,322 35,043 37,627 37,627 28,448 31,372 32,626 33,935 35,292 Contingency Total Other $ 481,139 $ 621,461 $ 711,884 $ 728,567 $ 806,169 $ 890,779 $ 902,724 $ 1,028,677 $ 1,097,208
Capital Outlay $ 10,041 $ - $ 335,000 $ - $ - $ - $ - $ - $ -
Total Expenses$ 9,105,289 $ 8,407,287 $ 9,750,794 $ 8,741,056 $ 8,644,501 $ 8,959,034 $ 9,199,259 $ 9,539,652 $ 9,813,485 Net Revenue (Loss)$ (494,698) $ 96,359 $ (30,411) $ 15,025 $ 202,014 $ 158,414 $ 191,183 $ 102,100 $ 66,350 Ending Fund Balance $ 286,028 $ 382,387 $ 351,976 $ 397,412 $ 599,426 $ 757,840 $ 949,023 $ 1,051,123 $ 1,117,474
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Page 134 City of Portland Parks & Recreation - Requested Budget FY 2018-19 Cost Recovery Policy Update Portland Parks & Recreation Parks, Recreation, and Cultural Service Area Funds
Cost Recovery Policy Update
This section includes an overview of Portland Parks & Recreation’s (PP&R) Cost Recovery Policy and associated reports. As of January 2018, PP&R is engaged in an update of the bureau’s existing Cost Recovery Policy (from 2004). The bureau has hired 110% Consulting to assist with this effort, which will include an update to the policy and related financial model. The existing policy was focused on Recreation while the update will expand to include other programs and services such as Urban Forestry and Land Stewardship. Included in the following pages is the most recent Cost of Service Report that was prepared related to cost recovery. The report includes an extensive overview of the bureau’s approach to cost recovery and includes detailed financial summary tables for FY’s 2013, 2014, 2015 and 2016.
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Cost of Service Fee Study Portland Parks & Recreation Parks, Recreation, and Cultural Service Area Funds
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Portland Parks & Recreation Cost of Service Fee Study Parks, Recreation, and Cultural Service Area Funds
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Page 140 City of Portland Parks & Recreation - Requested Budget FY 2018-19
Cost of Service Fee Study Portland Parks & Recreation Parks, Recreation, and Cultural Service Area Funds
PP&R Cost Recovery Policy Targets Age Neighborhood Direct Total Group Income Recovery Recovery
Adult Median & Above 110% 63% Adult Low 50% 26% Youth Median & Above 80% 42% Youth Low 40% 23% Mixed Median & Above 95% 53% Mixed Low 45% 25% All All 70% 39%
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PP&R Cost Recovery Policy Targets Age Neighborhood Direct Total Group Income Recovery Recovery
Adult Median & Above 110% 63% Adult Low 50% 26% Youth Median & Above 80% 42% Youth Low 40% 23% Mixed Median & Above 95% 53% Mixed Low 45% 25% All All 70% 39%
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Page 146 6 Cost of Service Report: Fee - Supported Services City of Portland Parks & Recreation - Requested Budget FY 2018-19
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PP&R Cost Recovery Policy Targets Age Neighborhood Direct Total Group Income Recovery Recovery
Adult Median & Above 110% 63% Adult Low 50% 26% Youth Median & Above 80% 42% Youth Low 40% 23% Mixed Median & Above 95% 53% Mixed Low 45% 25% All All 70% 39%
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PP&RPP&R Cost Cost Recovery Recovery Policy Policy Targets Targets Age AgeNeighborhoodNeighborhoodDirectDirect TotalTotal GroupGroup IncomeIncome RecoveryRecoveryRecoveryRecovery
AdultAdultMedianMedian & Above & Above110%110% 63% 63% AdultAdult Low Low 50% 50% 26% 26% YouthYouthMedianMedian & Above & Above80% 80% 42% 42% YouthYouth Low Low 40% 40% 23% 23% MixedMixedMedianMedian & Above & Above95% 95% 53% 53% MixedMixed Low Low 45% 45% 25% 25% All All All All 70% 70% 39% 39%
Page 15010 Cost 10 Cost of Service of Service Report: Report: Fee - SupportedFee - Supported Services Services City of Portland Parks & Recreation - Requested Budget FY 2018-19
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Revenues
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Costs and Cost Categories
TYPES OF COSTS
DIRECT COSTS
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INDIRECT COSTS – Maintenance
INDIRECT COSTS – Utilities
INDIRECT COSTS – Capital Replacement
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INDIRECT COSTS – Overhead
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Appendix B
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1. PUBLIC INTEREST
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2. BALANCE OF BENEFITS
3. FOCUS OF COST RECOVERY GOALS
4. COST RECOVERY GOALS
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5. TARGETED RECREATION PROGRAMS
6. PRICING
7. FINANCIAL ASSISTANCE
8. CROSS-SUBSIDIZATION
9. ACTIVITIES REQUIRING PERMITS
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10. RENTAL OF FACILITIES
11. WAIVERS OF FEES AND CHARGES
12. UPDATING OF GOALS
13. COMPLIANCE WITH BUDGET
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Portland Parks & Recreation 21 Portland Parks & Recreation Cost of Service Fee Study Parks, Recreation, and Cultural Service Area Funds
14. RECREATION ENTERPRISES
15. INTERAGENCY SERVICES
Page 162 22 Cost of Service Report: Fee-Supported Services City of Portland Parks & Recreation - Requested Budget FY 2018-19 Cost of Service Fee Study Portland Parks & Recreation Parks, Recreation, and Cultural Service Area Funds $3 $2 $4 $5 $3 $3 $1 $3 $4 $3 $9 $7 $8 $8 $2 $4 $2 $4 $2 $3 $5 $7 $4 $1 $5 $3 $7 $5 $4 $13 $12 $12 $18 $15 $25 Per Visit Revenue $7 $9 $8 $7 $7 $8 $8 $9 $6 $9 $4 $7 $9 $6 $12 $15 $14 $17 $11 $13 $30 $10 $44 $14 $26 $27 $12 $10 $27 $15 $11 $14 $17 $12 $89 Visit Cost Per $9 $5 $5 $3 $6 $3 $4 $5 $8 $2 $4 $4 $4 $6 $7 $3 $4 $9 $4 $5 $6 $5 $8 $7 $8 $12 $11 $17 $31 $10 $14 $12 $10 $11 $63 Total Total Subsidy Subsidy Per Visit $40,359 $56,408 GF Subsidy GF Total $245,052 $191,977 $699,152 $245,723 $262,276 $291,849 $243,996 $238,839 $259,584 $267,788 $420,596 $652,515 $866,704 $925,335 $535,894 $107,035 $263,578 $566,402 $647,112 $357,819 $447,618 Subsidy $1,155,311 $1,407,927 $1,061,245 $1,112,059 $1,194,136 $1,065,661 $2,701,183 $1,113,470 $8,258,611 $3,511,632 2013 Visits 3,881 21,140 46,419 80,078 24,251 22,742 39,587 81,201 71,972 54,019 68,621 27,782 64,872 54,308 83,528 51,474 40,004 19,811 59,221 22,429 134,288 521,678 248,398 156,737 405,933 304,295 458,461 184,519 $1,927,949 439,560 $2,563,238 470,805 $2,037,394 363,516 $1,730,030 174,568 370,939 206,718 1,458,400 Not Available Not Available 38% 64% 44% 35% 29% 26% 25% 41% 58% 19% 25% 15% 52% 55% 55% 78% 67% 43% 39% 29% 22% 45% 39% 66% 54% 19% 49% 57% 32% 31% 49% 32% 44% Total Recovery 79% 75% 58% 41% 37% 53% 93% 47% 63% 47% 82% 74% 62% 53% 43% 86% 69% 82% 36% 88% 90% 49% 53% 72% 54% 66% 48% 25% 68% 41% 77% 42% 96% 59% 117% 107% 101% 129% 115% 105% 124% Direct Cost Recovery Recovery NOTE: VisitationNOTE: data includes some level of estimation; therefore, orSubsidy Cost a moderate have level only of confidence. Visit analyses Per Total Costs $343,904 $259,231 $937,727 $413,229 $626,230 $361,295 $323,437 $280,119 $540,033 $588,885 $931,890 $185,275 $211,654 $608,022 $828,882 $932,647 $704,303 $662,390 $100,176 $1,988,150 $2,030,144 $2,301,661 $1,213,047 $1,367,783 $1,687,435 $1,823,978 $1,582,352 $2,619,439 $1,319,089 $4,330,186 $3,105,315 $5,367,163 $14,625,840 $88,055 $30,003 $13,309 $58,314 $341,169 $365,261 $260,669 $170,614 $106,954 $695,433 $602,386 $778,114 Overhead $2,243,372 C-1 $5,976 $12,620 $44,300 $12,480 $206,236 $218,440 $102,120 $172,000 $662,130 $250,856 $615,369 Capital Capital $1,435,621 Replacement $0 $5,069 $5,152 $3,507 Indirect Costs Indirect $83,970 $59,434 $19,378 Costs $106,553 $191,912 $281,753 $121,290 $978,073 $191,830 Utilities $4,755 $5,042 $25,362 $55,630 $171,486 $195,620 $182,149 $219,888 $628,198 $233,263 $564,014 Costs $1,476,854 Maintenance $65,838 $240,050 $112,138 $845,502 $697,153 $381,760 Costs Costs Direct Direct $1,162,706 $1,438,370 $2,062,672 $1,897,520 $8,491,920 $3,217,836 Programming $98,852 $43,768 $41,280 $87,272 $58,028 $42,585 $63,546 $28,688 $67,254 $179,747$69,447 $21,170 $79,441 $147,431 $126,988 $64,724 $46,866 $16,008 $17,018 $84,449 $86,291 $48,683 $46,274 $144,916 $893,735 $253,428 $344,444 $238,575$167,506 $451,804 $179,268 $136,095 $89,428 $81,072$280,449 $21,467 $121,992 $261,988 $146,764 $58,048 $54,818 $65,018 $511,294 $40,374 $622,676 $87,588 $36,415 $95,265 $874,833 $9,585 $1,180,097 $32,000 $207,816$346,343 $231,214 $198,547$306,538 $652,801$652,881 $166,752 $721,073 $1,373,874$762,100 $276,932 $140,569$711,918 $199,830 $117,064 $340,399 $889,804 $1,035,820 $173,759 $56,695 $182,198 $96,600 $203,196 $292,181 $195,581 $206,013 $181,691 $73,420 $400,617 $194,604 $2,580,830 $148,350 $270,784 $285,392 $240,758 $262,480$285,534 $533,876$346,484 $540,917$214,772 $481,943 $54,413 $397,307 $74,045 $24,838 $52,892 $36,589 $80,767 $10,176 $97,014 $146,211 $25,190 $118,741 $134,885 $42,096 $63,268 $117,196 $95,858 $363,954 $311,063 $75,845$321,097 $41,557 $317,111 $79,282 $81,224 $118,483 $21,672 $80,934 $87,944 $104,619 $119,042 $21,337 $12,718 $38,000 $20,557 $1,335,635 $1,046,458 $1,629,003 $1,991,845 $1,768,568 $2,618,467 $403,436 $282,518 $385,192$1,474,019 $642,193 $4,331,806 $1,925,624$1,425,303 $385,394$2,471,761 $1,728,453 $255,111 $2,573,955$6,367,229 $165,475 $419,134 $347,624 $74,774 $526,150 $266,686 $3,511,413 $236,994 $339,114 $413,743 $674,412 $4,201,792 $1,855,531 Revenues Buckman Columbia Creston Grant Montavilla Peninsula Pier Sellwood Wilson Community Music Center LaurelhurstDance Studio Multnomah Arts Center East Portland Aquatics East PortlandCommunity Center Subtotal Matt Dishman Aquatics Matt DishmanCommunity Center Subtotal Mt. Scott Aquatics Mt. Scott Community Center Subtotal Aquatics Southwest Community Center Southwest Subtotal JordanCharles Fulton Hillside Montavilla Peninsula Sellwood St. Johns Woodstock PP&R Cost of Service Study, Appendix C Appendix Study, Service of PP&R Cost FY Results 2013 Rec & Inclusive Adaptive Aquatics City Arts Combined Centers Community Centers Aquatics Total Aquatics Total Arts City Combined Centers Total Total Centers Community
City of Portland Parks & Recreation - Requested Budget FY 2018-19 Page 163 Portland Parks & Recreation Cost of Service Fee Study Parks, Recreation, and Cultural Service Area Funds $2 $2 $2 $1 $2 $1 $2 $1 $1 $2 $1 $2 $5 $33 $21 Per Visit Revenue $5 $9 $7 $5 $5 $6 $7 $83 $63 $10 $11 $10 $10 $11 $13 Visit Cost Per $8 $9 $4 $9 $7 $5 $8 $4 $4 $4 $9 $6 $8 $49 $42 Total Total Subsidy Subsidy Per Visit $39,084 $77,680 $93,939 GF Subsidy GF -$39,240 -$89,681 Total $276,098 $356,457 $375,686 $159,053 $623,386 $152,663 $262,677 $226,407 $142,044 $512,234 $123,356 $120,962 $106,725 $147,291 $124,727 $128,407 $133,633 $124,762 $159,407 $139,519 $731,957 Subsidy $1,069,078 $3,225,290 $1,008,241 $1,227,976 $3,777,357 $1,402,729 $24,601,594 2013 Visits 7,616 11,974 14,970 15,718 29,376 16,902 17,092 23,693 36,933 37,011 14,896 13,116 30,589 130,000 247,300 3,090,704 Not Available Not Available Not Available Not Available Not Available Not Available Not Available Not Available Not Available Not Available Not Available Not Available Not Available 2% 28% 44% 34% 28% 30% 21% 39% 25% 10% 40% 79% 35% 31% 47% 17% 64% 30% 59% 12% 19% 15% 29% 15% 23% 20% 18% 25% 17% 31% 13% Total 131% 187% Recovery 48% 99% 44% 41% 27% 72% 58% 26% 52% 79% 58% 12% 38% 68% 19% 24% 19% 36% 18% 28% 25% 23% 31% 21% 41% 18% 168% 114% 721% 153% 205% 120% 122% Direct Cost Recovery Recovery NOTE: VisitationNOTE: data includes some level of estimation; therefore, orSubsidy Cost a moderate have level only of confidence. Visit analyses Per Total Costs $368,292 $394,849 $630,072 $125,248 $183,176 $229,461 $940,602 $290,294 $102,980 $731,067 $231,650 $111,138 $348,507 $579,412 $151,491 $142,137 $151,096 $172,488 $161,465 $159,709 $114,850 $177,723 $150,025 $231,526 $161,293 $1,657,095 $3,901,866 $1,393,213 $2,194,980 $5,257,858 $1,039,056 $1,773,803 $40,371,921 $9,052 $2,761 $52,008 $31,008 $35,888 $29,500 $31,535 $27,606 $31,591 $25,446 $37,145 $64,668 $37,541 $32,688 $29,193 $35,435 $36,893 $29,254 $54,778 $34,730 $14,305 $138,200 $209,805 $240,409 $276,060 $234,110 $146,443 $378,161 $100,603 Overhead $5,882,440 C-2 $0 $0 $0 $0 $0 $227,333 Capital Capital $3,203,261 Replacement $0 $0 $0 $0 Indirect Costs Indirect $38,105 Costs $120,280 $498,377 Utilities $2,239,846 $0 $0 $0 $0 $0 $0 $315,590 $822,224 $138,484 Costs $7,275,141 $3,087,004 Maintenance $491,872 $238,286 $130,457 $124,979 $799,109 $976,415 $754,129 Costs Costs Direct Direct $1,211,034 $1,395,642 $21,771,232 Programming $5,243 $45,209 $30,694 $34,622 $101,717 $19,408 $36,737 $31,302 $21,175 $110,546 $20,911 $89,404 $21,774 $124,148 $92,194$38,392 $157,840 $149,397 $123,240 $192,350 $22,544 $15,561 $70,407 $9,764 $210,159 $6,776 $33,458$67,178 $87,481 $361,671 $9,352 $117,138 $28,135 $118,803 $44,371$25,197 $121,903 $137,053 $44,090$25,263 $140,830 $72,119 $120,771 $176,748 $254,386 $137,631 $384,972 $144,093$588,017 $126,934 $742,076$967,004 $17,618 $594,447$317,216 $110,767 $2,736 $724,905$676,575 $4,755$192,662 $442,984$468,390 $5,069 $2,995,149 $93,928 $390,627 $434,233 $5,976 $61,160 $199,897 $29,522$206,463 $125,616 $304,977$307,099 $124,142 $11,995 $371,074 $164,487 $97,642 $1,480,501 Revenues $15,770,326 Community Gardens Director Park Environmental Ed Other Picnics Special Events Weddings Basketball Sports Field Other Sports Portland Center Tennis St. Johns Racquet Center Movies in Parks Summer Concerts Summer Playgrounds Alice Ott Arleta Beaumont Centennial Faubion Grout Lane Mt. Tabor Parkrose Heights (Gregory) Roseway Sitton PP&R Cost of Service Study, Appendix C Appendix Study, Service of PP&R Cost FY Results 2013 Outdoor Programs Permits Senior Recreation Sports All For Free Summer SUN Community Schools Outdoor Programs Total Programs Outdoor Permits Total Total Sports SFFA Total SUN Community SchoolsTotal Grand Total
Page 164 City of Portland Parks & Recreation - Requested Budget FY 2018-19 Cost of Service Fee Study Portland Parks & Recreation Parks, Recreation, and Cultural Service Area Funds $2 $2 $3 $4 $4 $2 $1 $3 $4 $3 $6 $8 $8 $3 $5 $3 $6 $2 $4 $6 $8 $6 $2 $7 $6 $7 $9 $6 $11 $14 $14 $14 $20 $14 $12 Per Visit Revenue $8 $7 $6 $6 $5 $6 $8 $7 $9 $7 $7 $8 $11 $16 $21 $12 $13 $34 $12 $46 $15 $22 $32 $11 $28 $11 $14 $13 $23 $27 $16 $13 $24 $15 $69 Visit Cost Per $9 $6 $4 $2 $4 $4 $3 $4 $4 $3 $4 $5 $4 $7 $4 $6 $8 $6 $6 $8 $6 $6 $12 $10 $20 $32 $12 $16 $18 $10 $20 $10 $15 $10 $56 Total Total Subsidy Subsidy Per Visit GF Subsidy $73,388 $70,383 $69,269 Total $184,972 $335,064 $727,720 $216,645 $206,158 $288,822 $205,726 $267,205 $284,923 $304,335 $433,893 $719,099 $858,983 $431,565 $232,525 $694,436 $589,607 $283,622 $449,438 Subsidy $1,279,220 $1,252,028 $1,235,945 $1,002,756 $1,192,885 $1,470,052 $1,024,491 $2,836,599 $1,226,380 $2,531,248 $2,094,929 $2,195,640 $1,901,617 $8,723,434 $3,413,772 2014 Visits 3,293 35,345 56,514 96,672 23,550 49,818 67,415 99,828 80,705 43,855 64,373 26,920 56,845 35,304 58,830 48,471 30,459 24,194 56,179 23,803 128,786 638,633 251,871 366,666 101,907 128,827 284,608 341,453 262,122 318,301 357,766 183,822 302,293 160,899 1,155,247 Not AvailableNot AvailableNot 38% 63% 43% 37% 18% 17% 25% 45% 66% 24% 30% 16% 50% 51% 53% 65% 67% 41% 43% 42% 31% 21% 26% 44% 37% 41% 72% 51% 58% 23% 60% 58% 26% 39% 56% 38% 44% Total Recovery 74% 76% 66% 28% 24% 50% 89% 50% 79% 42% 99% 78% 70% 74% 72% 59% 40% 49% 84% 67% 75% 79% 95% 47% 41% 67% 85% 69% 68% 129% 101% 110% 117% 104% 131% 133% 103% Direct Cost Recovery Cost Recovery NOTE: Visitation data includes some level of estimation;NOTE: Per or Cost therefore,somelevel Visitation Subsidy includes data of confidence. a moderate level have only Visit analyses Total Costs $225,598 $404,279 $976,222 $394,105 $601,535 $378,896 $295,545 $317,062 $573,185 $618,517 $916,873 $207,869 $177,711 $557,916 $937,546 $963,557 $644,220 $720,153 $124,314 $2,175,713 $2,164,232 $2,193,224 $1,248,343 $1,564,863 $1,802,199 $1,896,112 $1,548,660 $2,976,212 $1,334,145 $4,559,346 $3,300,455 $4,357,456 $2,813,206 $3,698,311 $4,524,872 $5,459,563 $15,393,845 $8,414 $63,497 $41,726 $90,015 $19,573 $90,642 $71,567 $61,570 $38,359 $34,985 $91,517 $397,865 $403,872 $283,862 $182,385 $131,573 $113,829 $105,706 $739,748 $202,926 $642,517 $301,033 $704,905 $222,925 $243,199 $466,124 $329,326 $308,090 $637,416 $568,243 $852,105 $166,466 $169,195 $113,610 $106,772 $856,430 Overhead $2,660,550 D-1 $4,482 $12,620 $44,300 $12,480 $58,048 $79,282 $84,449 $86,291 $63,546 $87,588 $80,934 $32,000 $96,600 $38,000 $97,014 $42,096 $63,268 $206,236 $218,440 $102,120 $172,000 $121,992 $662,130 $250,856 $166,752 $385,192 $195,581 $292,181 $148,350 $270,784 $419,134 $236,994 $339,114 $146,211 $615,369 Capital Capital $1,435,621 Replacement $0 $6,336 $1,249 $3,596 Indirect Costs Indirect $81,462 $63,543 $20,439 $89,371 $21,512 $36,929 $19,311 $19,867 $50,586 $34,647 $21,902 $10,336 $72,757 $76,019 $87,836 $14,098 $29,813 $34,254 $11,358 $25,963 Costs $114,378 $175,194 $294,125 $125,963 $187,713 $269,175 $123,515 $196,272 $189,659 $265,678 $263,030 $994,155 $203,064 Utilities $4,739 $8,072 $30,388 $88,736 $21,435 $44,446 $65,098 $32,403 $37,253 $50,554 $59,593 $55,675 $36,629 $54,391 $55,746 $50,843 $208,735 $220,507 $136,568 $264,177 Costs $133,166 $106,671 $550,619 $294,798 $238,965 $459,472 $144,906 $235,522 $380,428 $183,414 $197,914 $381,328 $171,786 $308,353 $130,009 $688,604 $1,529,581 Maintenance $80,593 $80,570 $146,544 $121,886 $850,916 $652,040 $314,426 $292,202 $500,120 $198,532 $306,397 $181,163 $113,775 $117,391 $285,651 $317,493 $615,936 $660,397 $817,804 $951,449 $589,862 $558,151 $426,313 $394,141 Costs Costs Direct Direct $1,248,499 $1,268,943 $2,312,724 $1,986,321 $1,269,769 $2,538,712 $1,478,201 $1,043,306 $1,994,755 $1,911,354 $2,762,270 $8,773,938 $3,096,096 Programming $40,627 $55,044 $69,215 $90,074 $89,818 $49,857 $134,481 $941,196 $309,654 $325,391 $248,502 $177,460 $395,377 $288,262 $314,182 $482,980 $885,012 $389,359 $328,918 $718,277 $799,443 $703,228 $107,328 $243,110 $373,950 $360,599 $270,715 $1,456,614 $1,117,095 $1,722,747 $2,074,075 $1,826,207 $1,502,671 $1,506,160 $2,623,255 $6,670,411 $2,045,790 Revenues Buckman Columbia Creston Grant Montavilla Peninsula Pier Sellwood Wilson Community Music Center LaurelhurstDance Studio Multnomah Arts Center East Portland Aquatics East PortlandCommunity Center Subtotal Matt Dishman Aquatics Matt DishmanCommunity Center Subtotal Mt. Scott Aquatics Mt. Scott Community Center Subtotal Aquatics Southwest Community Center Southwest Subtotal JordanCharles Fulton Hillside Montavilla Peninsula Sellwood St. Johns Woodstock PP&R Cost of Service Study, Appendix D Cost PP&R of Service Study, 2014 Results FY & Inclusive RecAdaptive Aquatics Arts City Combined Centers Centers Community Aquatics Total Aquatics Total Arts City Combined Centers Total Total Centers Community
City of Portland Parks & Recreation - Requested Budget FY 2018-19 Page 165 Portland Parks & Recreation Cost of Service Fee Study Parks, Recreation, and Cultural Service Area Funds $2 $2 $1 $1 $2 $2 $2 $1 $1 $2 $2 $1 $6 $38 $19 Per Visit Revenue $9 $5 $4 $9 $6 $6 $5 $6 $7 $33 $10 $11 $12 $15 Visit $115 Cost Per $7 $8 $4 $3 $9 $8 $4 $4 $5 $4 $5 $9 $77 $14 $10 Total Total Subsidy Subsidy Per Visit GF Subsidy $32,427 $59,346 Total -$62,110 $311,370 $342,758 $474,246 $261,756 $297,183 $156,050 $286,856 $164,779 $139,907 $125,401 $473,266 $114,265 $103,829 $119,817 $169,536 $156,708 $158,173 $139,031 $135,597 $137,781 $153,362 $738,574 -$129,915 Subsidy $1,103,952 $3,726,837 $1,128,374 $1,336,025 $4,204,607 $1,447,445 $25,537,365 2014 Visits 6,189 13,354 21,424 15,574 31,844 55,003 16,893 20,268 32,836 31,873 15,176 12,723 29,525 130,000 275,069 2,839,492 Not AvailableNot AvailableNot AvailableNot AvailableNot AvailableNot AvailableNot AvailableNot AvailableNot AvailableNot AvailableNot AvailableNot AvailableNot AvailableNot 0% 27% 48% 58% 29% 37% 21% 40% 24% 18% 33% 85% 40% 25% 46% 18% 64% 29% 68% 20% 18% 21% 22% 18% 19% 17% 27% 25% 16% 33% 13% Total 143% 214% Recovery 0% 47% 78% 52% 27% 77% 56% 46% 44% 88% 55% 35% 80% 32% 24% 30% 29% 23% 25% 23% 36% 34% 20% 44% 17% 188% 127% 805% 111% 157% 232% 119% 131% Direct Cost Recovery Cost Recovery NOTE: Visitation data includes some level of estimation;NOTE: Per or Cost therefore,somelevel Visitation Subsidy includes data of confidence. a moderate level have only Visit analyses $81,437 Total Costs $411,523 $415,774 $708,831 $145,985 $214,720 $350,829 $712,215 $290,486 $114,011 $786,940 $164,779 $195,765 $393,965 $588,975 $138,847 $131,684 $154,163 $206,996 $192,883 $190,011 $186,554 $161,034 $206,945 $176,271 $1,847,860 $4,562,623 $1,536,128 $2,559,394 $5,918,839 $1,178,705 $1,826,825 $42,670,913 $603 $3,531 $8,854 $45,419 $47,988 $72,151 $39,794 $35,307 $45,899 $43,902 $27,517 $43,595 $34,399 $37,604 $33,730 $46,853 $49,433 $20,900 $46,186 $31,850 $48,417 $42,323 $171,424 $283,369 $268,331 $353,068 $168,948 $164,642 $263,420 $102,663 $173,775 $439,683 Overhead $6,645,005 D-2 $0 $0 $0 $0 $0 $1,494 $125,616 $101,717 $227,333 Capital Capital $3,197,285 Replacement $0 $0 $0 $0 $3,251 $8,644 $2,112 Indirect Costs Indirect $22,485 $15,841 $38,326 $80,705 $92,601 $29,754 $33,869 Costs $465,287 $528,910 Utilities $2,285,591 $0 $0 $0 $0 $0 $8,056 $21,689 $46,181 $21,630 $10,505 $13,188 Costs $136,876 $200,910 $337,786 $657,673 $327,586 $129,903 $153,596 $8,163,884 $1,006,947 $3,521,347 $3,589,158 Maintenance $6,960 $11,068 $94,080 $60,537 $537,407 $245,067 $144,895 $140,578 $180,011 $159,229 $876,647 $110,678 $143,881 $841,151 $531,605 $532,087 $105,157 $420,747 $157,743 $337,182 $356,409 $851,334 $104,448 $120,433 $160,143 $140,368 $129,184 $158,528 $133,948 Costs Costs Direct Direct $1,106,778 $1,310,018 $1,387,142 $22,379,147 Programming $0 $36,175 $31,838 $73,016 $89,073 $55,858 $24,582 $27,855 $34,346 $37,460 $22,091 $47,523 $25,437 $69,164 $22,909 $234,585 $134,436 $100,153 $407,754 $208,095 $182,293 $743,907 $415,033 $835,787 $243,926 $500,084 $268,564 $115,709 $440,131 $379,380 $1,223,369 $1,714,232 Revenues $17,133,548 Community Gardens Director Park Environmental Ed Other Picnics Special Events Weddings Basketball Sports Field Other Sports Portland Center Tennis St. Johns Racquet Center Movies in Parks Summer Concerts Summer Playgrounds Alice Ott Arleta Beaumont Centennial Faubion Grout Lane Mt. Tabor Parkrose Heights (Gregory) Roseway Sitton PP&R Cost of Service Study, Appendix D Cost PP&R of Service Study, 2014 Results FY Outdoor Programs Permits Senior Recreation Sports Summer Free For All Schools Community SUN Outdoor Programs Total Programs Outdoor Permits Total Total Sports SFFA Total SUN Community SchoolsTotal Grand Total
Page 166 City of Portland Parks & Recreation - Requested Budget FY 2018-19 Cost Recovery Portland Parks & Recreation Parks, Recreation, and Cultural Service Area Funds 0% 18% 32% 31% 69% 27% 52% 44% 15% 28% 20% 23% 31% 11% 41% 19% 48% 47% 54% 35% 58% 32% 19% 49% 34% 22% 40% 38% 46% 40% 77% 29% 96% 68% 24% 33% 61% 48% 46% 39% 36% 42% 53% 36% 32% 44% 134% 114% Josh Wells Total Recovery 48,778 359,481 270,849 304,932 633,592 454,091 213,340 446,643 250,236 623,010 632,312 119,393 298,153 956,951 815,638 922,666 824,878 357,098 336,628 230,751 284,571 863,519 627,629 228,933 652,989 575,367 644,682 Costs 1,709,139 1,171,205 1,269,120 2,742,680 6,365,189 3,154,534 1,832,824 4,114,644 2,746,031 1,999,510 1,100,368 1,690,121 1,243,915 1,011,514 2,412,094 1,778,868 4,757,168 1,585,395 5,082,562 1,811,254 15,754,853 Sum of Total $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ - - - - -
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- -
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78,874 57,224 39,416 38,575 71,395 61,047 52,273 20,049 67,627 20,274 51,408 90,350 72,882 71,168 276,318 171,680 135,946 824,366 220,714 234,671 101,640 392,535 320,853 252,182 182,145 136,167 203,434 582,319 143,714 208,774 1,581,580 Sum of Capital Activities' Activities' Replacement $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 161 6,130 41,049 41,521 52,776 52,484 27,641 71,580 28,096 19,298 66,083 80,274 77,765 81,161 60,206 103,593 114,952 335,297 131,570 124,412 268,038 191,693 229,168 401,371 669,690 328,807 147,692 847,306 532,206 369,342 232,795 177,294 344,065 299,983 263,658 237,335 470,977 297,187 179,073 183,555 102,167 785,414 299,261 131,334 114, 118,786 1,205,962 3,002,525 Sum of Activities' Activities' Overhead $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ - -
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2,681 1,151 1,614 40,263 76,877 20,073 17,522 20,977 36,489 14,779 13,628 22,792 26,415 68,846 95,369 17,762 10,019 26,199 12,674 89,011 37,195 10,744 42,808 28,106 24,590 146,693 106,115 141,446 207,625 118,779 157,887 121,003 160,316 148,421 117,138 133,650 527,194 343,994 157,225 1,026,498 Sum of Utilities Activities' Activities' $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ - -
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Costs Sum of Activities' Activities' Maintenance $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 0% 11,877 98% 103,963 49% 53,577 67% 41,366 59% 35,080 40% 70% 214,229 88% 79,090 82% 114,557 31% 89% 275,123 46% 363,957 44% 97,055 56% 99,241 84% 506,866 65% 4,768 28% 22,356 78% 188,062 86% 119,093 64% 93,290 65% 264,650 26% 27,749 81% 72,390 59% 50,286 44% 262,313 53% 66% 87,523 70% 37,448 72% 264,707 77% 48% 38,529 94% 1,062,896 67% 733,371 76% 1,397,843 90% 286,257 53% 11,877 61% 510,362 86% 577,349 108% 38,192 125% 60,751 146% 34,723 227% 528,281 102% 198,523 181% 200% 3,778,698 279% 21,011 175% 84,111 119% 85,220 Direct Recovery 85,722 76,300 79,588 75,278 20,023 317,989 130,754 128,473 160,980 538,828 326,245 350,006 172,599 220,907 118,666 197,060 731,981 615,408 698,650 199,695 992,366 227,393 446,817 744,426 996,198 659,441 494,893 207,623 856,669 928,511 255,467 170,545 719,372 674,579 284,571 597,597 522,978 343,880 899,975 Costs 1,005,933 1,136,967 3,393,865 8,746,407 2,428,230 1,957,290 1,546,028 2,468,092 1,339,327 Sum of Activities' Activities' $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ Programming Programming 64,256 86,036 95,349 36,543 66,721 49,270 55,212 55,842 310,843 216,233 352,052 435,917 120,535 111,744 194,397 824,729 174,890 338,793 269,081 392,568 855,371 515,988 284,666 391,031 646,113 173,521 401,036 121,709 376,867 567,500 135,822 308,261 474,363 470,321 960,253 218,666 251,208 601,711 1,064,491 2,263,132 6,648,548 2,176,259 1,517,997 1,584,229 2,112,801 1,197,864 1,074,652 Sum of Revenues Activities' Activities' $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ COS Site Sellwood Pier Peninsula Montavilla Environmental Ed Environmental Hillside Grant ADA Allocation ADA Director Park Director Fulton Creston Mt. Scott Mt. AIR Community Gardens Charles Jordan Charles Columbia Matt Dishman Weddings Woodstock Buckman Southwest East Portland East Special Events Special St. Johns Multnomah Arts Center Mt. Scott Mt. Picnics Sellwood Laurelhurst Dance Studio Matt Dishman Senior Recreation Other Peninsula Community Music Center East Portland East DCR/SRs 50/50 Field Sports Holladay Park Holladay Montavilla Wilson Southwest COS ProgramCOS PP&R Cost Recovery Environmental Ed Admin Director Park Director Adaptive & Inclusive Recreation Community Gardens Community Centers Aquatics Aquatics Senior Recreation Permits City Arts City Community Centers Field Sports Holladay Park Holladay Combined Pgms FY 2015 FY Permits Total Community Centers Total Combined Total Centers Special Recreation Special Outdoor Programs Outdoor Community Centers City Arts Total Aquatics Combined Centers Special Recreation Total Outdoor Programs Total Aquatics Total Permits City Arts City Sports 1/23/2018
City of Portland Parks & Recreation - Requested Budget FY 2018-19 Page 167 Portland Parks & Recreation Cost Recovery Parks, Recreation, and Cultural Service Area Funds 16% 11% 55% 21% 38% 18% 22% 12% 15% 34% 14% 14% 51% 23% 13% 65% 18% 30% 39% 33% Josh Wells Total Recovery 147,031 633,580 199,801 403,340 184,206 274,660 242,402 172,898 209,721 204,807 194,023 152,787 179,637 191,098 271,951
Costs 1,311,580 2,078,412 1,015,808 6,370,321 46,374,083 Sum of Total $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ - - - - -
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199,560 199,560 3,580,360 Sum of Capital Activities' Activities' Replacement $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 40,740 53,475 75,986 50,281 56,851 61,925 47,070 55,051 54,620 48,972 42,801 46,181 54,106 23,733 152,461 285,298 555,222 202,927 405,733 8,130,083 Sum of Activities' Activities' Overhead $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ ------
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62,452 589,646 2,512,333 Sum of Utilities Activities' Activities' $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ - - -
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Costs
Sum of Activities' Activities' Maintenance $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 18% 24% 64,169 15% 70% 6,546 29% 49% 5,215 24% 31% 17% 21% 45% 20% 19% 33% 71% 45% 75,930 25% 76% 8,487,066 103% 52,483 141% 3,831,181 Direct Recovery 950,352 106,291 416,950 146,326 320,808 133,925 212,594 180,477 125,828 154,670 150,187 145,051 133,456 109,986 498,386 136,992 248,218 Costs 1,523,190 1,344,201 Sum of 23,664,241 Activities' Activities' $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ Programming Programming 19,182 21,411 38,428 43,244 38,637 26,210 30,873 65,107 25,289 21,990 44,712 428,952 100,490 223,815 104,647 375,083 514,273 177,066 1,889,203 Sum of 17,917,000 Revenues Activities' Activities' $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ COS Site t. Tabor Lane Summer Playgrounds Grout Summer Concerts Summer Faubion Movies in Parks Movies in Centennial Beaumont Sitton Arleta Roseway (Gregory) Heights Parkrose Alice Ott Alice Teen Program Teen Portland Tennis Center M Other Sports COS ProgramCOS SFFA SUN Community Schools Community SUN Teen Program Teen Portland Tennis Center Other Sports Combined Pgms een Program een SFFA Total SFFA SUN Community Total Schools SFFA Sports Total Teen Program Total SUN Community Schools Community SUN Grand Total Grand T 1/23/2018
Page 168 City of Portland Parks & Recreation - Requested Budget FY 2018-19 Cost Recovery Portland Parks & Recreation Parks, Recreation, and Cultural Service Area Funds Josh Wells 6% 69% 57% 47% 30% 44% 16% 23% 25% 32% 17% 30% 17% 49% 32% 38% 96% 39% 65% 50% 49% 37% 50% 17% 47% 31% 38% 24% 44% 43% 16% 46% 23% 18% 39% 32% 19% 36% 53% 103% Total Recovery 344,020 304,443 352,074 227,049 130,118 847,081 474,271 521,819 612,369 661,022 316,951 661,975 980,352 979,907 978,882 389,677 817,825 130,650 279,577 687,939 235,817 Costs 1,571,647 2,876,714 1,805,895 2,241,911 3,528,885 1,082,227 1,213,827 1,317,932 2,230,458 1,485,982 2,555,863 1,929,191 1,027,465 1,828,397 7,272,662 2,026,090 4,763,422 4,221,130 17,181,783
Sum of Total $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ ------
38,575 39,416 57,224 61,047 20,049 52,273 71,395 78,874 72,882 20,274 71,168 90,350 67,627 51,408 143,714 320,853 208,774 252,182 220,714 171,680 135,946 182,145 136,167 101,640 203,434 234,671 276,318 824,366 582,319 392,535 1,581,580 Capital Sum of Activities' Activities' Replacement $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 65,936 52,167 48,091 30,897 21,896 80,684 94,009 75,361 53,765 21,353 66,106 75,854 315,954 590,040 353,079 423,194 788,774 101,138 216,333 110,567 116,854 262,914 436,047 144,474 173,296 329,002 231,218 190,205 293,301 485,685 141,400 373,720 252,144 334,103 137,961 850,747 917,545 354,479 3,439,367 1,455,091 Sum of Overhead Activities' Activities' $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ - - -
1,167 2,668 1,973 20,635 17,589 73,241 13,146 89,413 24,147 40,659 46,908 29,883 91,459 21,465 30,813 45,731 11,948 30,627 12,824 16,457 12,136 71,564 36,410 51,207 155,225 113,880 116,637 156,678 129,657 139,237 113,814 136,528 178,689 358,932 127,183 225,294 1,078,687 Sum of Utilities Activities' Activities' $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ - -
Costs Sum of Activities' Activities' Maintenance $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 60% 7,177 69% 24,410 45%64%41% 27,844 44,915 29,949 70% 197,490 45%79% 113,694 86,269 95%89% 53,611 74,777 62% 33,125 53%87% 64,805 101,591 29%58% 224,075 280,214 86%26%56% 40,786 76% 62,010 55% 112,019 61,539 101,975 29% 41,480 64% 227,255 16%28% 172,732 24% 11,539 70% 40,851 80% 101,024 48% 269,241 59% 309,715 69% 485,547 90% 303,831 69% 1,273,339 57% 691,794 35% 506,857 123% 76,885 130% 37,045 124% 42,949 387% 521,824 154% 101% 229,854 Direct Recovery 80,995 84,914 82,914 191,030 150,356 143,569 879,869 622,707 230,898 272,807 322,409 366,626 187,023 740,453 985,773 384,082 623,882 863,063 607,575 554,435 608,209 209,727 676,425 150,356 670,925 877,171 203,853 157,295 185,474 Costs 1,622,087 2,205,269 1,296,733 1,156,664 1,502,961 1,041,087 2,485,877 2,480,036 9,808,809 4,076,116 1,113,548 Sum of Activities' Activities' $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ Programming Programming 85,999 96,528 58,360 48,837 24,379 57,054 44,855 280,217 183,037 336,970 306,645 326,332 116,573 392,521 853,806 369,807 674,922 110,463 328,480 164,979 482,679 460,266 306,405 176,657 812,475 964,188 192,196 469,467 832,639 420,029 120,940 242,724 394,569 1,636,029 1,086,019 1,551,375 1,718,943 2,222,069 6,725,277 2,322,138 Sum of Revenues Activities' Activities' $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ COS Site Columbia Creston Grant Montavilla Peninsula Pier Sellwood Wilson Laurelhurst Dance Studio Center Arts Multnomah Matt Dishman Scott Mt. Southwest Matt Dishman Scott Mt. Southwest Fulton Hillside Montavilla Peninsula Sellwood St. Johns Woodstock Picnics Special Events East Portland Director Park Environmental Ed Holladay Park Charles Jordan Buckman Community Music Center East Portland Community Gardens Other COS Program COS PP&R Cost Recovery Cost PP&R Community Centers Director Park Environmental Ed Holladay Park Aquatics City Arts Aquatics Community Gardens Permits Combined Pgms FY 2016 FY Aquatics Aquatics Total City Arts Total City Arts Combined Centers Combined Centers Total Community Centers Community Centers Community Centers Total Outdoor Programs Outdoor Programs Total Permits 1/23/2018
City of Portland Parks & Recreation - Requested Budget FY 2018-19 Page 169 Portland Parks & Recreation Cost Recovery Parks, Recreation, and Cultural Service Area Funds Josh Wells 0% 0% 0% 14% 72% 14% 18% 17% 12% 16% 18% 23% 16% 29% 12% 61% 18% 60% 30% 58% 19% 16% 15% 35% 48% 31% 17% 32% 35% 28% Total Recovery 604,036 317,792 240,537 175,918 287,366 235,346 190,168 176,987 195,111 190,161 206,813 242,814 305,482 699,167 254,613 436,501 307,226 311,159 159,802 292,156 Costs 1,146,480 5,119,150 1,157,835 2,769,161 1,320,065 2,301,023 1,296,805 1,157,835 6,572,856 50,882,832
Sum of Total $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ ------
199,560 199,560 3,580,360 Capital Sum of Activities' Activities' Replacement $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 35,398 66,435 48,254 72,482 65,882 51,735 47,661 56,975 50,318 57,965 67,164 38,887 24,842 52,770 63,266 196,481 226,152 174,443 112,531 187,448 149,018 251,352 505,691 438,442 435,992 637,641 298,634 251,352 9,584,981 Sum of Overhead Activities' Activities' $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ ------
2,719 2,719 14,392 66,210 600,628 156,297 666,838 2,667,157 Sum of Utilities Activities' Activities' $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ ------
Costs
Sum of Activities' Activities' Maintenance $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 0% 0% 0% 19% 25% 23% 16% 22% 25% 33% 22% 40% 16% 72% 71%30% 6,133 73,764 41% 64% 43% 43,310 22% 45% 5,366 66% 8,089,257 49% 43,310 24% 45% 85,263 116% 338,936 121% 86,782 153% 3,710,293 126% 902,240 124% 3,797,075 Direct Recovery 73,405 80,170 174,102 127,664 214,884 169,464 138,433 129,326 138,136 139,843 148,848 175,650 317,792 260,462 428,922 323,970 282,384 567,776 620,780 223,524 118,831 107,032 903,764 840,763 912,908 903,764 Costs 1,048,636 1,470,941 1,663,382 Sum of 26,804,780
Activities' Activities' $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ Programming Programming 681 681 85,442 33,690 32,267 49,861 27,508 30,580 32,372 45,773 30,387 59,981 28,131 50,568 23,990 228,203 186,159 128,000 131,676 179,525 685,782 952,263 100,796 410,447 394,541 414,954 1,317,298 1,817,570 Sum of 17,738,487 Revenues
Activities' Activities' $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ COS Site Weddings 50/50 DCR/SRs Arleta Beaumont Centennial Faubion Grout Lane Tabor Mt. Parkrose Roseway (Gregory) Heights Sitton Summer Concerts Summer Playgrounds ADA Allocation Senior Recreation Sports Other Center Tennis Portland AIR SportsField Alice Ott Movies Parks in Teen Program COS Program COS Admin Senior Recreation Sports Other Center Tennis Portland Field SportsField SFFA Teen Program Combined Pgms Permits Total Special Recreation Adaptive & Inclusive Recreation Special Recreation Total Sports Sports Total SUN Community Schools SUN Community Schools SUN Community Schools Total SFFA SFFA Total Teen Program Teen Program Total Grand Total 1/23/2018
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Portland Parks Budget Equity Assessment
CITY POLICY
This Budget Equity Assessment Tool is a general set of questions to guide city bureaus and their Budget Advisory Committees (BACs) in assessing how budget requests benefit and/or burden communities, specifically communities of color and people with disabilities. As noted in Portland’s 25-year strategic plan, the Portland Plan, Goal-Based Budgeting, and page 102:
When fully implemented, the new budget approach will direct City of Portland bureaus and offices to: • Use an asset management approach to achieve more equitable service levels across communities and geographies. • Track and report on service levels and investments by community and geography, including expanding the budget mapping process. • Assess the equity and social impacts of budget requests to ensure programs, projects and other investments to help reduce disparities and promote service level equity, improve participation and support leadership development. • Identify whether budget requests advance equity, represent a strategic change to improve efficiency and service levels and/or are needed to provide for basic public welfare health and/or meet all applicable national and state regulatory standards.
It is the policy of the City of Portland that no person shall be denied the benefits of, or be subjected to, discrimination in any City program, service, or activity on the grounds of race, color, national origin, English proficiency, sex, age, disability, religion, sexual orientation, gender identity, or source of income. Additionally, the City’s Civil Rights Title VI program guidelines obligate public entities to develop systems and procedures that guard against or proactively prevent discrimination, while simultaneously ensuring equitable impacts on all persons. Therefore, City bureaus may find this tool helpful when evaluating equitable impacts on all residents.
The Office of Equity and Human Rights (OEHR) is also available for discussion/training/consultation regarding the use of this document.
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SECTION ONE: BASE BUDGET
Bureaus should consider the following questions in developing their base budgets. These questions should clarify how resources could be reallocated within the base budget to achieve more equitable outcomes. These questions are most effectively considered in the early stages of budget development when bureau leadership is considering priorities and potential realignments. Please contact your Equity Advisor or City Budget Office analyst for ideas on how to specifically incorporate these questions into your bureau’s budget development process.
1. In what areas did you consider the impacts on underserved communities in the development of your base budget?
Portland Parks & Recreation (PP&R) is committed to serving underserved communities, people living with disabilities, communities of color, and refugee and immigrant communities. Over the past several years, the City and PP&R have made significant investments to create equitable outcomes and the strategic areas that the bureau is committed to improving are: engaging communities of color and refugee and immigrant communities in the planning and development of programs, policy making and the construction of capital and bond projects; continuing to increase the diversity of our workforce and creating a supportive work environment where employees and managers possess tools to navigate conversations about race and address institutional racism; improving our use of data to guide decision making on resource allocation, increasing public involvement and developing culturally responsive services that include inclusive and linguistically appropriate communications; and being a leader in the city on MWESB contracting.
Additionally, the bureau is committed to increasing access and providing culturally responsive recreation programs and access to clean, safe and welcoming parks and natural areas for all Portlanders. PP&R’s budget is committed to supporting youth of color, people with a disability and low-income populations through equity-focused programming as exhibited in our Arts, Culture, Summer and Urban Park programs that include Summer Free for All. This year the budget will include the opening and operation of Gateway Discovery Plaza, which will serve a similar function as Pioneer Courthouse Square for thousands of residents in east Portland. Other critical programs include: Schools Uniting Neighborhoods (SUN), Teen Force, Greenspaces Restoration and Urban Naturalist Team (GRUNT), Youth Conservation Corps, Teen Force program and Parks for New Portlanders. In addition to these programs the bureau will be developing a long-term plan to increase participation of youth of color in our Aquatics programs, and to use comprehensive data to better understand the populations being served in our services.
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We have key initiatives that are also designed to grow and support our diverse workforce. The bureau continues to improve its hiring practices and has made investments in increased training, on-boarding and tools for supervisors to support employees within the bureau. Lastly, the bureau is committed to strengthening its partnerships with community organizations of color and will be developing consistent standards and best practices for outreach to communities of color.
To guide the deliberations, in addition to the data mentioned, budget values were adopted that incorporated OEHR’s equity assessment questions with other considerations. These include examining an action’s impact on people with disabilities, employee and park user safety, and questioning whether it impedes our ability to implement the bureau’s strategic and racial equity plans and/or reduces our ability to take care of park buildings, parks and natural areas and impact key community partnerships.
The budget values also guided staff in the development of budget reduction proposals with a focus on the impact suggestions would have on underserved communities and the ability to meet the 5-year Racial Equity Plan (REP).
2. In what ways has your base budget been realigned and in what ways will these realignments impact communities of color?
The most significant realignment in this year’s budget is the realignment of an Outreach Specialist position (PK23) and reduction of a Community Engagement position (PK22). The proposed reduction will impact the ability of the bureau to achieve the community engagement workload and specifically engage communities of color in our public involvement processes on future capital projects, programs and policy development. Additionally, the bureau is realigning a budgeted position from the Equity & Inclusion department to the Operations & Strategies division for administrative, project and program support, which will impinge our adoption of programming to be more culturally responsive as well as impinge our outreach efforts to communities of color and refugee and immigrant communities.
3. Are there specific realignments in your base budget that would advance or inhibit your achievement of equity goals outlined in your bureau’s REP?
As noted above, the realignment of the Equity & Inclusion Outreach Specialist to the Operation & Strategies division will impede our ability to advance specific goals of ensuring access to programs by supporting the bureau with targeted outreach to communities of color and refugee and immigrant communities. Additionally, the elimination of the Community Engagement position will impact our ability to effectively engage in public involvement processes, especially with underserved communities.
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4. What funding have you allocated for translation, interpretation and ADA (Americans with Disability Act) Title II modification including ASL (American Sign Language) interpretation and video captioning? What are the impacts of these allocations?
There is no specific budget item for translation, interpretation and ASL accommodation; however, the bureau has included funding for Language Line access at community centers, project funding for translation on capital project community engagement, and program-based funding for marketing and events for Parks for New Portlanders, Summer Free for All, and more. We are currently keeping data on our translations for graphics projects in 2017, we translated over 108 documents varying from signage, to brochures, to posters and handouts into 17 different languages, For the Parks Replacement Bond, in addition to individual project community-engagement processes being multi-lingual, the annual report is distributed citywide in English and Spanish. All videos produced have closed captioning. Unless we have the resources to complete the closed-captioning in accordance with city policy, we do not create the video. We accommodate modifications for ASL as requested by the community.
5. Are there deficiencies in the ongoing funding of your base budget that inhibit your bureau’s achievement of equity or the goals outlined in your REP?
The bureau has dedicated significant resources to achieve the goals identified in the 5- Year REP. In 2016, the bureau created the Equity & Inclusion team consisting of 4 FTE who are dedicated to supporting the implementation of the REP. The shift of the position from the Equity & Inclusion team to Operations & Strategies will diminish the level of support to achieve our equity goals related to community partnerships and providing access for communities of color, refugees and immigrants, as well as decrease training and educational outreach to staff. Additionally, the bureau recently completed a 3-year Strategic Plan that prioritizes and incorporates goals and strategies identified in the 5- year REP. Moving forward the bureau has prioritized key initiatives as priorities in our strategic plan with a critical equity lens include improving our communication and graphic standards to increase our ability to connect with communities of color, implementation of a Cost Recovery and Financial Sustainability, implementation of our Scholarship policy
6. Identify impacts on workforce demographics in the development of the base budget and relevant decision packages.
The impacts to workforce demographics in the base budget for 2018-19 will not be known until after the adoption of the budget. Because of union bumping rights it is difficult to completely know what the impacts will be on workforce demographics. Currently, the bureau has 645 FTE; 21% of the FTE are employees of color. The proposed reduction packages impact 25 FTE.
7. Please include any information about funding for workplace accommodation for applicants and employees with disabilities.
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To help you answer this question, the following link to the City of Portland’s workforce demographic dashboard is provided. https://www.portlandoregon.gov/oehr/article/595121 Section Two: EQUITABLE ENGAGEMENT AND ACCESS (Racial Equity Goal #2)
This section is intended to assess the community engagement in the budget process and whether there was equitable representation and input. Bureaus should consider these questions as they plan for the budget advisory committees and specifically identify how their Budget Advisory Committee (BAC) will use the tool. If needing assistance in incorporating the Budget Equity Tool into the bureau’s BAC process, please contact your OEHR Equity Advisor and/or your City Budget Office analyst.
1. How has community engaged with your requested budget, including this tool?
The bureau continues to improve its outreach and engagement of communities of color in the development of its budget. The bureau engaged the community in several ways. Engagement of the community began with the formation of the BAC. The BAC consists of variety of voices and representatives, including the Parks Board, labor groups, neighborhood groups, partners, and culturally specific and community-based organizations (see question 3 in this section for details). PP&R hosted four public meetings with the BAC and a general public meeting (~120 attendees) on January 4, 2018, at the Immigrant Refugee Community Organization (IRCO) that included translators with participants from the Slavic, Vietnamese and Latinx communities.
The process included providing Equity 101 training from Judith Mowry of OEHR, which was followed by a discussion by the BAC on the budget values. These values consist of key questions that included questions from OEHR’s Budget Equity Tool. The budget values were used as a guide by staff and the BAC in providing feedback and recommendations on the bureau’s proposed budget packages.
Another feature of this year’s budget process included targeted community outreach using the Community Engagement Liaison Program and hosting culturally specific focus groups in partnership with the Immigrant & Refugee Community Organization and Verde. This effort included taking several meetings to engage and understand participants’ priorities for PP&R’s service deliveries and reduction package priorities. Lastly, 916 people provided input to reduction package prioritization through an online survey.
2. How does this budget build the bureau’s capacity to engage with and include communities most impacted by inequities? (e.g., improved leadership opportunities, advisory committees, commissions, targeted community meetings, stakeholder groups, increased outreach, etc.)
PP&R actively engaged the community Verde and IRCO to assist the bureau in getting feedback from targeted communities on the desired level of service and this year budget
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prioritization. Additionally, for the budget prioritization, the bureau used Community Engagement Liaisons to engage the LatinX, Slavic, and Vietnamese communities.
The proposed budget preserves key programs designed to engage youth of color and provides mentorship and leadership opportunities. However, the proposed public involvement cut (Package 22) does reduce the ability of the bureau to hold public involvement opportunities for communities of color to engage in capital projects and community meetings regarding bureau programs, as well as host community events.
3. How does this budget build community capacity and power in communities most impacted by inequities? (e.g., improved leadership opportunities within BAC, community meetings, stakeholder groups, increased outreach, etc.)
PP&R continues to build on previous efforts to improve its engagement and to grow community capacity with input from communities of color and refugee and immigrant groups on the bureau’s budget and service priorities. This year, 38% of the participants on the BAC represented communities of color and were comprised of representatives from the Parks Board, neighborhood coalitions, labor, the PP&R Diversity & Equity Committee (the committee’s co- chair), and community organizations such as Hacienda, Portland Opportunity Industrial Center (POIC), Rosewood Initiative, Coalition for Communities of Color, Native American Community Advisory Committee, the Parks Accessibility Advisory Committee, IRCO, and the Tongan community.
Identifying Impacts Worksheet
Once you have identified the populations/communities impacted by both base budget decisions and decision packages with notable impacts on specific populations, use the following chart to name the potential burdens and benefits.
Populations Impacted Potential Positive Impacts Potential Negative Impacts
East Portland – Reduction of splash pad hours; Reduction of Water they would be operated on Usage reduced hours to provide access every day. Most of the splash pads are in east Portland. Splash pads provide a safe no to low- cost opportunity for families who cannot afford to pay for access to swimming pools.
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Depending on seasonal precipitation levels a reduction in irrigation at parks could result in a negative aesthetic impact. Irrigation will not be reduced at sports fields. Performance measures impacted could include the percentage of residents rating the quality of parks grounds as good or very good in east Portland. Citywide – Increase for Special-use permit fees charged Special-Use Permits to support the private use of sports fields, picnics shelters, and other park facilities would impact the perceived affordability of PP&R programs and potentially impact our ability to increase our level of service to communities of color and low-income populations. Citywide – Strategic While this package does not Parking Assessment & have an immediate impact, Revenue Study parking fees have the potential to limit access to people with low incomes. Citywide – Reduction of Elimination of maintenance Park and Facility positions will result in a Maintenance reduction or elimination in our ability to respond to maintenance needs in the entire system as well as reduce our ability to perform health and safety inspections. The inability to perform these tasks in east Portland especially would continue to reinforce the level of dissatisfaction of services by east Portland residents.
Downtown – Reduction The reduction of the frequency of Restroom Cleaning of restroom cleaning and discontinued service of flower planters in downtown will impact the perceived livability in the area. The impacts from this
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proposal will fall mostly to non- working visitors to downtown and homeless populations.
Additionally, the reduction of operation and maintenance of fountains, many of which are located within Portland’s downtown core and receive many visitors in the summer months, particularly out-of-town visitors, will have recreational and aesthetic impacts. Closure will reduce some recreational opportunities at interactive fountains such as Salmon Springs; other fountains such as Skidmore fountain, are aesthetic elements.
Despite the perception held by city residents, a significant number of people (33%) who live downtown are below the poverty level, which is double the average of 16.2% citywide. Additionally, 33% of downtown residents are people of color, which is higher than the 28% citywide average.
Overall, these proposals will contribute to visitors’ decreasing perceptions of the downtown area and could impact downtown business activity. With less frequent cleaning in the heavily used downtown area and nonfunctioning fountains, the level of satisfaction with the overall quality of parks and downtown urban form would likely decrease. SW Portland – Closure Fulton Park Community Center of Fulton & Hillside is currently a rental-only facility, Community Centers with a primary lease to L’Etoile
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French Immersion School for school and summer programs. The impact is significant to the Lessee; L’Etoile French School will be required to find an alternate location for their school. Fulton Park Community Center also provides access on evenings and weekends for a variety of uses, most significantly social dance groups of various types, but also single events such as parties, etc.
Hillside Community Center is currently providing preschool and afterschool programs for youth. The facility is also regularly used for rentals in the evening and on weekends. Transfer of the operation of Hillside Community Center to a community-based partner may minimize user impacts. Using a one-mile radius for both centers, the impact of discontinued operation will impact 2,807 households, with 7% living below poverty, which is below the citywide average of 16.2%; 14% of the residents in this area are people of color, which is below the citywide average of 28%; 16% are less than 18 years of age, which is below the citywide average of 18.5%. SE Portland – Sellwood Among the neighborhood Community Center community centers operated by Portland Parks and Recreation, closure of this center will impact fewer participants who are people of color or refugees or immigrants, or experiencing economic disparity compared to other community centers in the
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system. Using a one-mile radius, the impact of discontinued operation will impact 3,890 households, 13% living below poverty, which is below the citywide average of 16.2%. Additionally, 14.5% of the residents in this area are people of color, below the citywide average of 28%; while the percentage of children is 3% above the city’s average.
Youth in the area would be most impacted by the cuts, which include Preschool Programs; After-School Programs; Youth Camps and Youth Enrichment Classes, as well as community events such as the Halloween Carnival and Snowflakes in Sellwood Craft Fair. Other impacts are adult enrichment classes, community meetings and rental opportunities for weddings, birthday parties, family events, etc.
SE Portland – Woodstock Using a one-mile radius, the Community Center impact of discontinued operation will impact 5,275 households, with 9% living below poverty, which is below the citywide average of 16.2%; 15% of the residents in this area are people of color, which is below the citywide average of 28%; 19% are less than 18 years of age, which is above the citywide average of 18.5%. Woodstock is also located within the three-mile service area of Mt. Scott Community Center NE Portland – Using a one-mile radius, the Laurelhurst Dance impact of discontinued operation Studios will impact 2,978 households
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with 10.6% living below poverty, which is below the citywide average of 16.2%; 16% of the residents in the surrounding neighborhood are people of color, which is below the citywide average of 28%;16% are less than 18 years of age, which is below the citywide average of 18.5%. This closes our only specialized dance center, which will have an impact on girls and women, who make up 86% of registrants. West Portland, East/SE The natural area assets and Portland – Natural Areas ecosystem functions will Invasive Species degrade. Eliminating this Removal program and then trying to recover a natural landscape, including forest canopy, will require much more investment than continuing to invest in this program and activity. Most recently the bureau has been active in engaging communities of color and refugee and immigrant communities in stewardship of natural areas. Elimination of this program will cause a reduction in the number of acres treated annually for invasive weeds and a reduction in opportunities to engage with these communities. Add Packages
Description Potential Positive Impact Potential Negative Impact
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Major Maintenance – Funding this package increases This ongoing add would the ability of the bureau to fund currently address the backlog of ADA and underfunded maintenance other compliance-requirements. obligations for PP&R assets currently estimated at $430 million over the next 10 years. Scholarships for Reduces the cost to participate in Preschool –This package Preschool due to the elimination proposes the allocation of of General Fund subsidy in FY $80,000 to provide 2017-18. Increases opportunities scholarship support for for families at lower income preschool participants. levels.
Long-Range Vision Plan Provides an opportunity for – Renewal of the Parks PP&R to engage communities of Vision 2020 long-range color and refugee and immigrant plan guiding the park communities and people living system and PP&R for the with a disability to participate in next 10-12 years. the long-range vision of the bureau and address issues not identified in the previous long- range plan, including climate change, racial equity, and homelessness, and refining our level of service for community centers to increase access to people with low incomes.
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Scholarships for Creates greater access, Recreation – This transparency, and equity for low- package proposes the income individuals to benefit allocation of $600,000 per from the parks and recreation year to move into system. This system shifts to a implementation of the single allocation of scholarship revised scholarship model value and eliminates the need to that was anticipated with apply multiple times per year the FY 16-17 one-time and at individual sites. Reduces funding for a scholarship the burden on low-income users coordinator. Establishing and allows them to best access dedicated funding will programs that will benefit them. enable the bureau to bring its initial pilot to scale and address the broader need of low-income Portlanders. Update Communications Provides the ability for PP&R to Practices and Graphics more effectively reach people of to be Responsive to our color and refugee and immigrant Changing Demographics and limited-English-proficient populations. Updates outdated standards and allows for including best practices for communicating with specific communities of color, immigrants and refugees as well as providing a new manual for forms, colors, fonts, photos and templates. Operations and Provides funding for a priority Maintenance – O&M for identified in the 5-year Racial new asset coming online Equity Plan to provide greater in FY 2018-19 (natural career development guidance area near Sellwood and internship and mentorship Bridge). Also adds opportunities for all employees, Organizational and also to implement best Management/Personnel practices identified to support Administrator to meet the employees of color. increasing administrative demands of Workforce Development personnel in day-to-day personnel actions.
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Implement the Mayor's Provides greater apprenticeship Directive to Expedite opportunities through Trainee Development Permitting Program in support of citywide and Increase Service racial equity goals and the Levels – Add staff and bureau’s 5-year Racial Equity strategically realign Urban Plan. Forestry's organization structure to improve permitting services. Utility Efficiency – One- Potential to provide contract time investment to realize with MWESB firms ongoing energy and utility use reductions. Risk Assessment of Fire Has a universal benefit to the Threats of Portland entire population and preserves Forested Areas – urban canopy and reduces Portland Fire & Rescue negative and hazardous risks to and PP&R are proposing all populations. to analyze existing and future fire risks in these east and west Portland forested areas due to climate change. Vera Katz Eastbank Increases maintenance and Esplanade Maintenance security and equitable service Reboot and reduces negative perceptions to visitors to the river and commuters along the esplanade. Hazardous and Benefits users of the river and Abandoned Boat increases safety in city center Enforcement parks.
Art Hendricks ______Name of Staff Contact
Mike Abbate 1/29/2018
Name of Bureau Director Date
Rev: November 2017
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City of Portland Parks & Recreation - Requested Budget FY 2018-19 Page 185 PP&R NOW OPERATES 51 COMMUNITY GARDENS THROUGHOUT THE CITY BRINGING FAMILIES AND NEIGHBORS TOGETHER.
PORTLANDPARKS.ORG Commissioner Amanda Fritz • Director Mike Abbaté
Sustaining a healthy parks and recreation system to make Portland a great place to live, work, and play.