Budget Notes

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Breadcrumb: Budget Notes

Budget Notes Budget Notes

Budget Notes Budget Notes Prosper Portland The FY 2025-26 Proposed budget reduces General Fund programming for Prosper Economic Portland to $13.2 million and replaces $2 million in ongoing funding with one-time Development funding.Given this direction, Prosper Portland is directed to prepare potential permanent reductions to General Fund allocations for the FY 2026-27 Requested Budget. The new Prosper Executive Director will work with the Prosper Board to evaluate strategic cost cutting measures including staffing efficiencies and will present a report to the Deputy City Administrator of Community and Economic Development by December 1st, 2025.The General Fund reduction and expiration of the one-time funds in 2026 will equate to a cumulative 20% reduction in economic development funding since adoption of the FY 2024-25 budget, resulting in the elimination of one or more economic development programs. Although agreements and service plans are updated annually, staffing and other program infrastructure benefit from funding stability over five-year periods, expiration of one-time funds without replacement funding will require early termination of program contracts significantly reducing services to Portland’s job seekers and small businesses. Implement a The City recognizes the importance of coordinated response to emergencies. Citywide Incident Emergency management activations have increased in frequency since 2020 and the Management System increased need to collaborate and communicate with multiple internal and external (CIMS) stakeholders before, during, and after emergency activations is challenging. The City’s recent Charter Reform, which has resulted in a new form of government, presents a unique opportunity to develop and implement a CIMS with a more unified, coordinated and strategic approach moving forward. The Portland Bureau of Emergency Management (PBEM) and the Bureau of Technology Services (BTS) are directed to develop a workplan that includes the scope, success criteria, schedule, budget, and organizational change management necessary to procure and successfully implement a Citywide Incident Management System (CIMS). The workplan will be delivered to the City Administrator no later than September 30, 2025. To help ensure a successful outcome, this project will have Technology Oversight Committee (TOC) oversight, including independent Quality Assurance reviews. City bureaus are directed to partner with PBEM as requested to support the development of the workplan along with ongoing support to operate a CIMS, including:  A CIMS governance structure, including roles and responsibilities.  Development of the workplan, citywide requirements, standards, and practices in support of utilizing a CIMS.  A Citywide emergency management communication, alerting, and reporting plan leveraging CIMS.  Identify funding options for ongoing costs related to implementation. 14 City of Portland, Oregon - FY 2025-26 Proposed Budget

Budget Notes Develop an For FY2024-25, the City’s responsibility for payment of a new Flood Safety Benefit allocation Fee (per ORS Chapter 550) (the “FSB Fee”) to the Urban Flood Safety and Water methodology and Quality District has been allocated to bureaus Citywide via General Fund implementation plan overhead. In response to a prior (FY2024-25) budget note, the Deputy City to offset the Flood Administrator of Budget & Finance / Chief Financial Officer recommended that Safety Benefit Fee General Fund overhead continue to carry this cost obligation while alternative funding options continue to be explored. For FY2025-26, the estimated annual FSB payment amount of $5.3 million will be treated as a one-time expense from General Fund overhead with an expectation that a fee will be incorporated into the City utility bill in an amount sufficient to cover the FSB Fee on an ongoing basis beginning in FY2026-27. The City’s Chief Financial Officer will convene a workgroup including the Portland Water Bureau, Bureau of Environmental Services, Revenue Division, City Attorney and other City stakeholders to identify a recommended customer allocation methodology and implementation plan for consideration by the Finance Committee and/or City Council no later than October 15, 2025, in advance of FY2026-27 budget development. Overtime Reduction In the past five years, the Portland Police Bureau (PPB) and Portland Fire & Rescue Strategies for Police (PF&R) have increasingly relied on overtime to meet operational demands, and Fire resulting in unsustainable budget pressures. Monthly oversight meetings between the bureaus and City leadership, established in response to a budget note, helped ensure more disciplined budget management in FY2024-25. Given these positive results, the Deputy City Administrator of Public Safety is directed to continue the monthly committee meetings and associated tracking in FY 2025-26 to reinforce accountability and support timely course corrections. To encourage a transition to more sustainable staffing models, the FY 2025-26 Proposed Budget includes a $2 million ongoing General Fund reduction for both PPB and PF&R. This reduction is backfilled with one-time General Fund resources for FY 2025-26. Reinvest in Citywide The City recognizes that secure and robust technology is vital to providing good Technology and efficient service to Portlanders. Technology has a major impact on government service delivery by streamlining services and reducing bureaucracy. The City’s recent Charter Reform, which has resulted in a new form of government, presents an opportunity to invest more strategically in technology that serves citywide goals. City of Portland, Oregon - FY 2025-26 Proposed Budget 15

Budget Notes The City Budget Office and the Bureau of Technology Services are directed to work with the City Administrator to identify a total savings amount that will be allocated back to the Bureau of Technology Services (BTS) for investments in enterprise technology governance, modernization, and resilience. Specifically, BTS is directed to:  Establish, resource, and maintain a technology governance framework that prioritizes technology investments aligned with citywide strategic goals, uses measurable and equitable outcomes, and promotes standardization and reusability. Investments should include facilitation with City Leaders to create the process, tools to provide transparency, and ongoing monitoring of outcomes realized from these investments.  Develop a multi-year plan to decrease enterprise risk and technical debt caused by legacy and/or duplicative technology systems and processes, increase security and resilience, and ensure support for the full lifecycle of technology assets. The plan shall align with citywide asset management goals. Investments should include process, tools, and staff to inventory, analyze, and implement near-term consolidation and/or risk mitigation opportunities and longer-term portfolio management.  In order to implement updated organizational structures, systems, and practices that support efficient enterprise service delivery, partner with other core service providers to invest in business process improvement and automation, change management, training, data sharing, and best practice benchmarking.  Invest in project management, technology, and professional service resources to ensure that public-facing digital platforms comply with expanded accessibility and language access requirements. Work with the City Leadership Team to designate and resource an owner for the ongoing work of maintaining and enhancing digital accessibility. City Bureaus are directed to partner with BTS on these efforts. 16 City of Portland, Oregon - FY 2025-26 Proposed Budget

Parent: Portland FY 2025-26 Proposed Budget · PDF: pp. 17-20 ↗