09 — Motion to Add a Budget Note for City Administrator, the Office of Civic Life, and Related Programming (Amended on the Dais - Vote Passed)

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Breadcrumb: Councilor Koyama Lane > 09 — Motion to Add a Budget Note for City Administrator, the Office of Civic Life, and Related Programming (Amended on the Dais - Vote Passed)

June 11, 2025 • Update Attachments A-H as needed to reflect this change. Koyama Lane 09 – Motion to Add a Budget Note for City Administrator, the Office of Civic Life, and Related Programming (Amended on the Dais - Vote Passed) Motion to Add Budget Note for City Administrator to work collaboratively with Council in development of a single unified plan that addresses structural and programmatic challenges within the Office of Civic Life, Engagement Officer, the Office of Equity and Human Rights, Equity Officer, Unified Communications, and Communications Officer as outlined in note 1, below, Avalos 9, adding the Office of Sustainability and Sustainability Officer. Collaboration will begin with the first briefing to Council no later than August 1, 2025 on current structures and staffing, key recommendations for change from previous processes, and any proposed changes to structures and staffing. Regular briefings will then continue in alignment with briefings to Council as outlined in Morillo 10note 2, below. Restructuring should include reference to a Community Partnership Support Framework (see Clark 03 – Motion to Amend Attachment Dnote 3, below). This should also add a focus on culturally specific and culturally responsive community-based organizations as well as a citywide-focus on creation of the Community Partnership Support Framework. Partnerships with community-based organizations should be part of a city-wide engagement strategy (see Clark 04note 4, below, as example of implementation for Community Partnership Support Framework). Clark 07Note 5, below, outlines using measurable data and outcomes to support and increase volunteer engagement, with special attention to the Parks Bureau. These efforts will be documented and regularly reported quarterly to Council. This is an opportunity to be intentional in how the city values and supports volunteers as important partners. Budget note 1: Create a unified strategic vision for Communications, Engagement, and Equity services and personnel within the City. The Mayor, City Administrator, and other City staff are directed to work together to create a unified strategic plan for the services provided under Communications, Engagement, and Equity work areas. In recognition of the Mayor’s plan to pursue enterprise efficiencies in these work areas, the Mayor is directed to use the plan to identify efficiencies and necessary cuts or consolidations while maintaining the level of service needed to achieve outcomes identified in the plan. 39

June 11, 2025 Budget note 2: As the Mayor explores enterprise-wide efficiency measures with potentially substantial impacts on services and staffing, it is critical that Council maintain clear visibility into the process to safeguard public priorities and workforce stability. This Budget Note establishes oversight parameters for the Mayor’s identification, development, and implementation of “enterprise efficiencies.” To ensure transparency, accountability, and alignment with Council priorities, the Mayor’s Office is directed to provide regular briefings, no less frequent than once every four weeks, to City Council in executive or work sessions (as appropriate). Each briefing must include: • Clearly defined decision packages and implementation milestones; • Data-driven analysis of the operational and fiscal impacts of proposed changes; and • Explicit identification of affected programs, services, and personnel. In recognition of the potential for workforce reductions or reassignments, each update must also include a detailed accounting of any positions at risk, an evaluation of alternatives considered, and the rationale for proceeding with specific actions. This framework is intended to ensure that Council is informed and engaged in a timely manner and equipped to exercise effective oversight before any decisions with long-term implications for City services or employee livelihoods are finalized. The Mayor shall begin to provide these briefings following the passage of this note. The briefings will continue until the end of Fiscal Year 25/26. Budget note 3: Structural budget deficits in the City of Portland necessitate reductions in service areas across multiple bureaus. For example, Portland Parks & Recreation has implemented significant reductions over the past decades to historic recreation services that once activated neighborhood parks and provided community-centered programs for residents. This has led to a loss of community cohesion, social connection and mental and physical health, particularly in youth. At the same time, community-based organizations (CBOs) and non-profits have demonstrated capacity to deliver services in partnership with government and can play a critical role in sustaining community access. Models such as the volunteer Park Attendant and Park Stewards or the work of the Sellwood Community House restoration are excellent examples of this. The City embraces community public and private partnerships as an essential strategy. Citizen volunteers, CBOs, nonprofits, District Coalitions, neighborhood associations and others are essential to rebuilding 40

June 11, 2025 and sustaining robust public programs and services that serve every Portland neighborhood equitably.e The City Public Works Service area is directed to develop a “Community Partnership Support Framework”. The Framework will prioritize an inventory of programs and services appropriate for a partnership-based delivery model, with a plan to begin exploring a transition. In addition, the Framework will identify City programs or services that have been canceled, suspended or significantly reduced due to fiscal constraints. Further, the Service area will conduct a process to identify and support qualified CBOs, private and nonprofit organizations, neighborhood associations or grassroots partners who can deliver services that have ended or would otherwise be lost. The Service area will develop a proposal for seed-funding, technical assistance, access to City-owned spaces, data sharing and other resources to support successfully launching service transition by community partners. This process must streamline funding and compliance processes to reduce administrative burdens on small or emerging community partners, pa ticularly these historically excluded from government partnerships. Funding to implement this framework shall be identified within existing bureaus budgets, contingency reserves, or reallocated program savings with consideration given to establishing a dedicated fund for transitional and strategic planning efforts. The Public Works DCA will report on the progress on this Community Partnership Support Framework at the appropriate committee on February 1, 2026. Budget note 4: Motion to allocate ongoing resources to the Office of Public Works to strengthen community, public, and private partnerships by developing a Community Partnership Support Framework. Increase ongoing General Fund discretionary resources by $160,000 to fund bureau program expenses within the Office of Public Works. Increase position authority in the Office of Public Works by 1.0 FTE. Update Attachments A-H as needed to reflect this change. Budget note 5: Historically, Portland Parks and Recreation had a deep pool of volunteers to aid with activities and maintenance within the park system. Our community had a proud sense of ownership of their park system and wanted to provide extra care to ensure enjoyment for all in our city. Covid changed the way we engage as a city, and we saw a significant reduction in volunteer hours in our park system. We need to re-engage with the community and get them involved again. Increasing our volunteer hours an 41

Parent: Councilor Koyama Lane · PDF: pp. 39-41 ↗