Property

Source: PDF pp. 921-922 ↗ · raw: 921 · 922

Breadcrumb: Service Area Summaries > Public Works > Portland Parks & Recreation > Property

City of Portland Fiscal Year 2026-27 Proposed Budget Public Works > Portland Parks & Recreation > Property Property Budget Revenues by Fund 2023-24 Actuals 2024-25 Actuals 2025-26 Revised Budget 2026-27 Proposed External Revenues $371,096 $153,751 $115,705 $66,300 General Fund ($8,479) ($2,249) $0 $0 Portland Parks $379,575 $156,000 $115,705 $66,300 Memorial Fund Internal Revenues $47,684 ($876,605) $1,970,356 $1,162,856 General Fund $47,684 ($876,605) $1,446,842 $680,506 Portland Parks $0 $0 $523,514 $482,350 Memorial Fund Grand Total $418,780 ($722,854) $2,086,061 $1,229,156 Program Expenses by Major Object Program expenses only include personnel, internal materials and services, external materials and services, and capital. 2023-24 Actuals 2024-25 Actuals 2025-26 Revised Budget 2026-27 Proposed External Materials and $57,931 $185,825 $639,219 $540,017 Services Internal Materials and $46,590 $19,717 $10,686 ($6,578) Services Personnel $1,124,118 $1,525,448 $1,436,156 $695,717 Grand Total $1,228,639 $1,730,990 $2,086,061 $1,229,156 Program Description and Goals Public Works Business Services – Real Estate Services team (PWBS-BES) supports the equitable management of Portland Parks & Recreation's (PP&R) property portfolio consisting of nearly 12,000 acres of parkland, including 156 developed parks, 8,000 acres of natural areas, and all PP&R structures. PWBS-RES is comprised of four teams: Contracts & Property, Reservations & Payments, Public Events, and Transportation & Parking. 921

City of Portland Fiscal Year 2026-27 Proposed Budget The Property program through PWBS-RES works to: • Activate PP&R property through mission-aligned partnerships, agreements, and permits; • Support transparent low barrier access to third-party users of PP&R-owned or managed properties in support of the bureau's mission; and Provide operational support, negotiations, and strategy in key deals on behalf of PP&R leadership. • Transportation and parking management or support for PP&Rs 230 parking lots. Services Property acquisition and disposition; Legal document drafting (lease, license, easement, permit, NDA, etc.); Property agreement management; Intergovernmental and regional partnerships; Public–private partnerships; Non-Park Use Permits; Recreational permitting (wedding, sports, picnic, events, etc.); Commercial permitting (sales, ticketed events, construction access, etc.); Invoices, billing, and accounting for property portfolio; Default notices and contract enforcement; Parking management program (Parking Kitty system); Transportation management; Parking enforcement. Equity Impacts Equity Outcomes and Impacts. The Property program supports equitable access to parks and facilities by managing how public spaces are used, permitted, and activated using an equity lens. Decisions related to permits, leases, fees, and parking directly impact affordability, access, and community use of PP&R assets. Community Empowerment and Engagement. The program supports community gatherings and engagement through a variety of programmatic fee waivers for youth, neighborhoods, free events, rallies, and memorials to reduce or eliminate all fees when possible. Compliance. The program provides detailed checklists, contacts, and web links for all applicable laws and policies that impact users need to be aware of or navigate when using PP&R assets and provides complementary third-party review for ADA access on all major outdoor events. Changes to Program There were significant changes in the program's FY 2025-26 budget, including reduction of 4.0 FTE and related personnel expense in Real Estate Services. In the current fiscal year, the program has also been impacted by the hiring freeze – leading to capacity gaps which increase programmatic risk and decrease our ability to be proactive. Examples include: • Elimination of the Contracts & Property team Coordinator III that led major negotiations and mentored, supervised, and trained other Coordinators. • Elimination of the Events and Activations Coordinator III that was proactively working to activate parks – particularly in downtown; that work has returned to the prior, reactive program model. • Elimination of two (2) frontline Recreation Coordinators that provide in-person service at The Portland Building front desk, answer phone lines, receive cash payments, and provide public registration support for community members who do not have access to phone, internet, and/or credit cards. 922

Parent: Portland Parks & Recreation · PDF: pp. 921-922 ↗