Portland Parks & Recreation -- Intro -- Part 2 of 2

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City of Portland Fiscal Year 2026-27 Proposed Budget These reductions will have broad, but in most cases limited, impacts to maintenance, community programming, and system stewardship. In developing options, the bureau sought to avoid immediate and significant impact. Daily restroom cleaning and trash pick-up is preserved, preschool is expanded, and a new partnerships position is created. Visitors may notice: Parks, fields, natural areas and trails will look and feel less cared for, and less safe. There will be less maintenance and repair of park amenities and facilities, extending closures. Major repairs will also take longer to complete. More parking lots will require payment. Community centers will be closed on federal holidays and for 8 in-service days per year. Some programs, with lower attendance or where the City is not the only or best provider, will be reduced or eliminated. We will have less capacity to support partner-initiated park improvements and studies that would inform system changes, e.g. the Signage Study or Sport Courts Study. Transfer Portland Tennis Center Operations to US Tennis Association ($779,385), -4.0 FTE Anticipates transfer of tennis programming operations to US Tennis Association PNW. Eliminates seasonal expenses and all full- time employees, along with all external and internal materials and services. Reduces half a year of program cost, anticipating transition by 12/31/26. Create a New PPR Systemwide Paid Parking Program ($989,856), +1.0 FTE Supports better demand management, improves availability for park users, helps fund care and maintenance of lots, prevents unwanted activities. Properties were selected for conversion by parking consultants and staff based on complaints, observations, and known traffic congestion and parking patterns. Eight Days of Recreation In-Service Closures October through May ($255,170), 0.0 FTE Closes community centers for 8 in-service days outside of the summer season. Closure dates avoid registration opening days, school breaks, and weeks including a federal holiday. Monthly programs, special events, school-year enrollment programs like preschool and afterschool, sports leagues, and private lessons are not -affected. Closure improves operational efficiency by consolidating staff trainings, required safety drills, committee work, and team meetings into designated days. This allows all staff to participate simultaneously, improves consistency, eliminates the need for duplicate trainings or meetings to accommodate varied schedules. Reduced revenue is more than offset by cost savings. Reduce and Realign Staffing at Multnomah Arts Center ($240,000), -1.5 FTE Aligns staffing and operations at Multnomah Arts Center with other full-service community centers. Eliminates 1 regular position and 0.5 FTE which has been vacant for 2 years. Reduces janitorial support. Reduce Staff Support of Community Groups and Administrative Functions ($233,417), -1.0 FTE Eliminates 1 FTE (of two) and 1 seasonal position supporting community group coordination – primarily neighborhood associations, friend groups, and other community groups that volunteer in parks. Reduces administrative capacity to respond to community inquiries, park signage needs, trash can and restroom management. Eliminate Private Personal Training Services in Fitness Program ($160,325), 0.0 FTE 886

City of Portland Fiscal Year 2026-27 Proposed Budget Discontinues personal training at regional community centers. Group fitness and training courses will continue. Reduce Recreation Division Administration ($140,000), -1.0 FTE Eliminates an Office Support Specialist III, reducing administrative support for the recreation division. Position currently supports invoice processing, committee and liaison coordination, afterschool meal reimbursement coordination, support for Golf Enterprise Fund and Golf Advisory Board, and executive assistant support to the Recreation Services Manager. Eliminate 1 At-Risk Youth (Teen) Outreach Rec Coordination II Position ($130,000), -1.0 FTE Reduces 1 of 2 positions providing secondary support for programs serving youth and providing back-up when front-line staff are not available. Reduces administrative and programming capacity for the TeenForce workgroup but does not directly reduce programming. Eliminate an Arts Recreation Coordinator II Position ($127,516), -1.0 FTE Position was funded but never filled, so reduction does not affect current service level. Reduce and Align Afterschool Staffing at Peninsula Park and Charles Jordan Community Centers ($120,250), -2.0 FTE Eliminates 2 Recreation Leader-Instructor positions, one at each center. Programming continues with oversight delegated to other staff. Some savings are retained for seasonal staff support. Peninsula Park Community Center Staffing Reduction and Alignment ($115,000), -1.0 FTE Aligns staffing and operations at Peninsula Park Community Center with current operations of other neighborhood community centers. Eliminates one regular position but retains some funding to increase seasonal/casual staffing, in alignment with other neighborhood centers. Community Center Holiday Closures ($111,256), 0.0 FTE Closes the 5 regional community centers on federal holidays, aligning with other City facilities. Increase Preschool For All Funding from Multnomah County ($100,000), 0.0 FTE The City recently became a Preschool For All provider, saving $1 million while expanding preschool programming. This change increases enrollment by 6 slots, with additional corresponding funding from Preschool For All. Reduce Recreation Marketing Budget ($58,983), 0.0 FTE Eliminates savings from recent move to online-only activity guides, Eliminates planned expansion of outreach to ensure awareness of online guide. Reduce Recreation Discretionary Funds ($50,000), 0.0 FTE 887

City of Portland Fiscal Year 2026-27 Proposed Budget Reduces each manager’s discretionary funds, with the exception of the Recreation Services Manager. Reduce Marketing for Summer Free For All and Free Lunch + Play ($50,000), 0.0 FTE Reduces marketing budget by 25%, eliminating radio, television, and digital advertising for Summer Free For All and Free Lunch + Play programming. Eliminate Senior Center Project ($40,431), -1.0 FTE Eliminates two half-day program sites for adults with disabilities, currently serving 21 people total. Current participants would be transitioned into programs offered by other providers – of which there are more than 10 in Portland. This small program is a partnership with Multnomah County. Reduce Summer Free For All Event Producer Hours ($40,000), 0.0 FTE Reduces off-season hours worked by two Coordinator II positions, from 40 to 32 hours per week for 35 weeks each year. Contingent on alignment with new City of Portland Professional Workers Union contract. Reduce Funding of Temporary Appointed Recreation Leader (0.33 FTE) for Summer Free For All Cultural Events ($33,000), -0.33 FTE Eliminates 1 of 2 temporary appointed Recreation Leader positions supporting Summer Free For All events for 4 months during the summer. Would not reduce programming. Eliminate Summer Free For All Free Lunch + Play Mobile Program ($21,000), 0.0 FTE Eliminates this program, which was established ~15 years ago to provide services in park-deficient areas. Since then, five new parks have been built in East Portland, and Free Lunch + Play sites have expanded. Today, the program is only active at two of the original 10 sites – which have the lowest participation numbers across all locations. Reduce Community Music Center Summer Programming ($18,780), 0.0 FTE Reduces summer programming at partner library sites and at CMC. Nine-week summer group classes are reduced to seven weeks private lessons are eliminated July-September; free drop-in lessons are reduced during summer months; front desk hours and customer service staffing would be reduced accordingly. Summer camps at Y.O.U.TH PDX would remain at full level. Create External Affairs & Partnership Manager (Manager I) Position ($0), +1.0 FTE Per Council direction in the 2025 park levy referral resolution, establishes a new position addressing a documented gap in partnership coordination, external funding leverage, volunteerism, and cross-bureau collaboration. Position will provide dedicated oversight to ensure alignment, compliance and tracking across volunteer support, in-kind contributions, and external funding. Reduce Director Office Discretionary Funds ($762,818), 0.0 FTE Reduces Director Office Discretionary Funds by roughly 90%. Funds were historically used for mid-year emergency major maintenance (pool boiler, gym, etc.), unforeseen capital project needs, and sponsorships. 888

City of Portland Fiscal Year 2026-27 Proposed Budget Eliminate Deputy Director III ($301,055), -1.0 FTE Transfers the position from Vibrant Communities Business Services group to Public Works Business Services group. Would generate savings for Portland Parks & Recreation by distributing cost across all Public Works Service Area bureaus. Finance, Property & Technology EMS Reduction ($150,000), 0.0 FTE Eliminates support for one-off contract needs. Allocation would previously have been used for a Portland Parks & Recreation Technology Roadmap, but the Technology Manager position was eliminated through the Core Services Realignment project. Future uses could have included support for a cost of service analysis, fee and rate market studies, consultant support for parking management, etc. This represent all flexible materials and services in Finance, Property and Technology. Debt Management Interagency Realignment ($66,700), 0.0 FTE Moves City Operations Debt Management charges to the capital fund, generating General Fund savings. Capital funds are a more appropriate source for the cost, which is related to the 2014 parks bond. Eliminate Tree Regulation Subsidy ($317,505), 0.0 FTE Eliminates the Interagency subsidy from Portland Parks & Recreation to Portland Permitting & Development. Where regulatory responsibilities were previously shared between the bureaus and joint funding was appropriate, all regulatory functions and associated funds are now within Permitting & Development. Reduce Staffing and EMS for Condition Assessment Program and Compliance with Financial Policy 2.19 ($242,040), -1.0 FTE Shifts 1 of 3 Analyst II positions to project funding. Previously supporting specialized condition assessments with the Asset Management Condition Assessment Program. Move 1 of the 3 Analyst II positions for specialized condition assessments within the Asset Management Condition Assessment Program to be funded within the Parks Capital Investment Program Fund. The position will now be dedicated to and funded by the implementation project for Maximo, the new work order system. Transfer 1.0 FTE Planner II to the Capital Fund ($95,536), -0.5 FTE Moves 1 of 2 Planner II positions to the capital fund, increasing capacity and improving responsiveness to Non-Park Use Permits for partner-driven projects. This position was formerly funded 50% by General Fund with the shift in funding yielding that savings. Would increase capital project planning including grant applications, concept plans, climate-focused planning, land use permitting support, and community engagement. Replaces a vacant Capital Project Manager I position. Reduce Studies and Special Projects in the Planning Program ($41,299), 0.0 FTE Reduce 47% of external materials and services funding for research, planning, and design efforts that shape visitor experience – prior examples of supported work include the Green Gentrification Study, Interstate Firehouse Cultural Center planning, Sport Court Study, and Signage Study. Eliminate the Professional Repair and Maintenance Services Response Team ($496,451), -3.0 FTE 889

City of Portland Fiscal Year 2026-27 Proposed Budget Eliminated a team which is funded but not yet established. It was intended to support emergency repair, facility operations, and infrastructure repair outside of standard weekday hours. This team would have provided support to weekend events and activations requiring emergency infrastructure repair. Reduce Turf and Horticulture Care in Developed Parks ($265,000), -0.0 FTE Limits ability to maintain landscape quality and appearance. Limits purchase of seed, fertilizer, mower parts, plants and horticulture supplies; reduces irrigation by 20%. Grass would turn brown during the summer and visitors would notice changes to quality of turf and landscaping. Passive turf (not fields) irrigation reduced from 5 days per week to 4. Reduce Purchase of Materials for Carpentry and Concrete Maintenance ($74,303), -0.0 FTE Reduces external materials and services by 8%, limiting purchase of materials supporting graffiti removal and routine and emergency repair to roofs, restrooms, doors and locks, signs, structural wood elements, and concrete. Summer Free For All Free Lunch + Play Program Reduction ($67,000), -0.25 FTE Eliminates 1 of 23 Free Lunch + Play locations. Reduce Splash Pad Hours of Operation ($50,000), -0.0 FTE Reestablishes 2022 hours of operation – moving from 10 am – 8 pm to 11 am – 7 pm. Peak usage is mid-day and in the afternoon. Reduce Staffing and Care of Natural Areas and Trails ($464,605), -2.0 FTE Eliminates 2 natural area employees – the sole Botanic Technician Trainee and one of six Botanic Technician I positions, and reduces external materials and services by 10%. Reduces routine maintenance for natural areas and soft surface trails, and eliminate funds for large-scale trash and vandalism clean-up. Move 1 Carpenter Position to ADA Transition Plan Funding ($198,086), -0.0 FTE Moves funding for one of 10 Carpenters, and associated external materials and services, from General Fund to ADA Transition Plan major maintenance funding. Preserves capacity but dedicates some funds to staff costs. Reduce Purchase of Materials for Mechanical, Electrical, and Plumbing Maintenance ($119,891), -0.0 FTE Limits repairs and maintenance in PPR facilities and developed parks, for example in: restroom plumbing, HVAC components, lighting, electrical and plumbing systems. Repair times would slow and closures could be extended. Reduce care of and increase fees for community gardens ($307,430), -1.0 FTE Eliminates the sole Botanic Specialist I, removing all capacity for work with orchard volunteers, interns, and Youth Conservation Crew. Eliminates all Seasonal Maintenance Worker hours at the Native Gathering Garden. Reduces external materials and services by 45% for orchard care, portable toilets and yard waste disposal, and garden repair/replacement. Affects volunteer hours. Eliminates portable toilets and yard waste disposal at community gardens and eliminates contracted orchard care. Reduces funding for repairs and ADA improvements, and increases plot fees by 20%. Would affect condition, appearance, and livability of gardens. 890

City of Portland Fiscal Year 2026-27 Proposed Budget Move 1 carpenter position to Legacy Bench Program funding ($198,085), 0.0 FTE Moves one of 10 Carpenter positions from regular ongoing funding to one-time Legacy Bench Program funding. The position will focus on benches. While this helps address the backlog of responsiveness to community members who have purchased legacy benches, it narrows the work and deprioritizes systemwide repair of other assets like roofs, shelters, restrooms, railing, decking, and docks. Access improvements will also be reduced by the change in assignment. Systemwide repair will slow, and closures may last longer. Continued funding relies on future Legacy Bench Program or other external resources. Reduce Non-Park Use Permit staffing by .5 FTE ($97,301), 0.0 FTE Eliminates 0.5 of 1.5 full-time employees. Reduces responsiveness to external customers and partners seeking to perform work in parks. Examples include PGE utility upgrades, PWB contractors supporting utility resilience, and Human Access Project community-supported river clean-up. Turnaround time will increase. This will affect volunteer-support, upgrades, and timely partner work. Reduce Portland Parks & Recreation Contracted Citywide Security ($516,121), 0.0 FTE Reduces the Citywide Security budget for contracted security services at select maintenance sites. Reduces visible security presence at maintenance sites, increasing vulnerability at locations with high theft rates. Shift Heritage Street Tree Maintenance Funding Source ($126,242) This proposal shifts the maintenance of Heritage Street Tree Maintenance from the General Fund to Portland Clean Energy Community Benefits Fund's (PCEF) Strategic Program 34. Reduce engineering emergency and environmental risk funding ($55,229), -0.0 FTE Reduces external materials and services by 18% for engineering studies, environmental testing, and general emergency response support. Delays consulting engineering support for regular and major maintenance repair; hazardous material, air quality, and drinking water testing; soil testing and remediation; and rapid response to hazardous spills. Reduce Professional Repair and Maintenance Services (PRMS) special project funding ($259,000), -0.0 FTE Reduces external materials and services by 34%. Limits project work like playground repair, dock repair, park paving and drainage work, graffiti removal, pool repair, security gate maintenance, and responsiveness to the Portland Environment Management Office. Repair will be slower, closures will last longer. Remaining funds will support core emergency response, e.g. a failed boiler resulting in pool closure, or recent damage found at St. Johns Community Center. Over time, capital needs estimate will increase. Reduce care of athletic fields ($225,517), -1.0 FTE Eliminates one of two Turf Maintenance Technicians and reduces external materials and services. Position performs all tractor- based turf operations for athletic fields: aeration, overseeing, fertilization, topdressing, rolling, verti-cutting. These activities are essential to maintain safe, durable, high-quality playing surfaces. Fewer staff and reduced funds for fertilizer and seed means less preventive care, thinner turf coverage, increased compaction, slower recovery from use, and overall decline in quality and safety. Weekly mowing will continue, but condition and safety will degrade. Reduce use of water on passive turf 891

City of Portland Fiscal Year 2026-27 Proposed Budget ($200,000), -0.0 FTE Reduces watering from 5 days per week to 3 days per week, a 40% reduction. Reduction will focus on passive turf, prioritizing sports fields, recreational areas, and splash pads. Turf condition around picnic areas and trees will degrade, and impacts will increase with time. Reduce purchase of materials for playgrounds and park amenities maintenance ($59,000), -0.0 FTE Reduces by 11% external materials and services funding currently allocated to play equipment, playground safety surfacing, Dog Off-Leash Area fencing, equipment for pools and graffiti removal. Will delay playground repair, replacement of worn or damaged park amenities, and reduce ability to fabricate or install amenities like bollards, gates and fences. Over time, capital needs estimate will increase. North Portland Aquatic Center ($4,000,000) Assumes that the operations and maintenance costs of the North Portland Aquatics Center do not begin until FY 2031-32. This shifts the costs out of the Parks Levy 5-year forecast and creates one-time savings that can be used in FY 2026-27 to address Citywide General Fund budget gap on a one-time basis. Parks Memorial Fund ($767,829) This package substitutes one-time resources from the Parks Memorial Fund for General Fund expenditures within Parks & Recreation. It allows a one-time reduction in General Fund discretionary resources. 892

Parent: Portland Parks & Recreation · <- Part 1