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City-Operations---Vol-3 — Part 1 of 6

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Breadcrumb: 3 city ops › City-Operations---Vol-3

City Operations Service Area City Operations Service Area

Office of the DCA for City Operations City Operations Service Area Office of the DCA for City Operations Sara Morrissey, DCA - City Operations Percent of City Budget Graph Office of City Operations 0.4% City Budget 99.6% Bureau Programs CAOs Office 3.3% Grants Management 0.5% Security 28.4% Independent Review 10.6% Information and Referral 0.3% Information and Referral-CAO 18.3% Procurement Services 38.6% Bureau Overview Requested Revised Total Change from Percent Requirements FY 2024-25 2025-26 Prior Year Change Operating $40,469,647 $35,849,167 $(4,620,480) (11)% Capital $1,288,742 $0 $(1,288,742) (100)% Total $41,758,389 $35,849,167 $(5,909,222) (14)% Authorized Positions 126.00 107.00 (19.00) (15.08)% 2 City of Portland | FY2025-26 Requested Budget

Office of the DCA for City Operations City Operations Service Area Information and Referral City of Portland | FY2025-26 Requested Budget 3

Office of the DCA for City Operations City Operations Service Area 311 Program Program Description & Goals The City/County 311 Program, PDX 311, simplifies community members’ access to services by serving as a welcoming front door for the City of Portland and Multnomah County. PDX 311 provides community members with a single point of contact – in person, online or over the phone to find information, report issues or request services. Created in FY 2019-20 and built on the foundation of the 25-year-old City/County Information and Referral Program, PDX 311 advances the City’s core values by providing equitable, high-quality information and services. 311 Program customer service representatives help community members find information, report common issues and request a variety of government-run services. They also provide information and referral services for other local government, community and social services and vital and time-sensitive information during emergencies. The 311 Program’s service dispatchers initiate and coordinate the City’s response to urgent hazards in the right-of-way and help protect the City’s assets. In addition, program staff are working collaboratively with all service areas to modernize the City’s customer service practices and tools, including creating new online forms and processes. The program’s performance goals are intended to ensure a level of service that supports effective community participation in local government. The 311 Program meets its goal of answering 90% of incoming calls in 25 seconds or less and now handles an average of over 15,000 contacts per month. The program is also working towards its goal of increasing its one contact resolution rate, a measure of the proportion of calls that can be resolved without referring the caller elsewhere, to 50%. The 311 Program is actively partnering with multiple City bureaus to provide information, referral, and customer service to community members for an expanding array of services. In particular, the 311 Program is working with the bureaus in Public Works, Vibrant Communities, and Public Safety to streamline reporting for common infrastructure hazards and migrate appropriate non-emergency calls away from BOEC/911. Along with providing direct customer service assistance to community members, the 311 Program is also playing a critical role in driving citywide customer service innovation. 311 staff are working in close collaboration with BTS and service bureaus to modernize online customer service through curated content on Portland.gov, new webforms, centralized customer service management software (Zendesk), and automatic triaging and routing of community reports and requests. Much of this work centers on streamlining business processes to improve community and employee experience and enhance the capacity of partners, including City Bureaus and City Council Offices, to fulfill their missions. As of January 2025, community members had submitted over 650,000 requests through 311 and these new customer service tools. In addition, the 311 Program is expanding and improving its data collection, management, analysis, and reporting to support service delivery by partners and to measure progress toward equitable service delivery models. Finally, the program is also continuing efforts to increase public awareness and use of 311 for non- emergency, local government needs through community outreach and communications. This Program Offer reflects efforts to continue providing customer service for a growing number of City and County services while leading multi-faceted efforts to improve service delivery, within budget constraints. 4 City of Portland | FY2025-26 Requested Budget

Office of the DCA for City Operations City Operations Service Area Performance Measures Actuals Actuals Target Target Strategic Performance FY 2022-23 FY 2023-24 FY2024-25 FY2025-26 Target Percentage of calls answered in less than 25 seconds 86.00% 88.00% 90.00% 90.00% 90.00% One contact resolution rate 66.00% 41.00% 60.00% 60.00% 60.00% Number of phone calls and emails handled by 311; not all contacts require a 150,949 181,483 200,000 220,000 250,000 response Equity Impacts The 311 Program’s vision is that “Portlanders can easily and effectively access City information and services, regardless of language, ability, or resources. They are empowered to contact their government. They get accurate answers quickly and easily, and they feel confident that their needs and voices are being heard and considered.” However, Portland City Government’s traditionally dispersed customer service model can make it difficult for community members to access City information, programs, and services, which can result in disproportionate experiences and outcomes. Community members may experience greater barriers to City engagement if they have a disability, do not speak English well, or have limited internet access. By providing customer-focused access in a timely and efficient manner, community members are more likely to engage with local government, facilitating more inclusive and equitable participation. Given the diverse nature of the Portland community, the 311 Program must create a welcoming and inclusive customer service experience that increases equitable access and services. The 311 Program is actively working to achieve these goals, in part by providing multiple ways to contact the City, hiring diverse and multi-lingual 311 Program staff who reflect Portland’s community and provide an inclusive and welcoming 311 experience, focusing outreach on limited English and other communities who face more barriers to accessing government services, and offering a central point of contact for ADA accommodations, language access requests, and discrimination complaints. The 311 Program is also working to ensure reports and requests taken by 311 Program staff are used to inform, but not determine, service delivery, since relying solely on community reports or requests may skew service delivery away from those communities that are less engaged, face more barriers, and/or are less comfortable contacting the City. Changes to Program The 311 Program was created as a new program within the Office of Management & Finance by City Council via Resolution 37456, adopted on November 13, 2019. Through this Resolution, Council directed the program’s initial staffing and funding structure. The 311 Program incorporated the Office of Community & Civic Life’s City/County Information & Referral Program, including personnel and resources, as of FY 2020- 21. The program’s base budget and personnel authority were increased annually from FY 2020-21 to 2022-23 in accordance with the CAL escalation defined in the adopted resolution. During the FY 2022-23 budget process, additional General Fund resources provided for 10.0 permanent FTE positions to support expanded operating hours. City of Portland | FY2025-26 Requested Budget 5

Office of the DCA for City Operations City Operations Service Area In FY 2024-25, the 311 Program incorporated the PBOT Maintenance Operations Service Dispatch team allowing 311 to provide both a centralized point of contact and response coordination for urgent issues in the right-of-way, jointly funded by 311 and PBOT. In response to budget constraints, the 311 Program cut 2.0 FTE Customer Service Representatives and assumed 2% ongoing vacancy savings (equivalent to 1 FTE) which reduced the program’s capacity by about 37,000 contacts per year. Due to constraints, the Program also eliminated the 311 Community Education & Outreach Campaign’s paid advertising budget. Looking forward, the 311 Program is seeing 20 to 25% growth in contacts annually and is anticipating continued and significant increases in volumes related to City Council constituent services and Portland Clean Energy Fund (PCEF) funded programs. However, budget reductions for FY 2025-26 will require reducing staff positions and service hours. Program Budget Requested Requested Actuals Actuals Revised No DP Total FY 2022-23 FY2023-24 FY 2024-25 2025-26 2025-26 Requirements Bureau Expenditures Personnel Services 1,803,253 3,065,120 4,667,904 4,936,906 5,146,753 External Materials and Services 102,319 329,778 258,500 82,500 187,418 Internal Materials and Services 665,272 681,286 614,341 626,161 626,161 Bureau Expenditures Total 2,570,843 4,076,184 5,540,745 5,645,567 5,960,332 Requirements Total 2,570,843 4,076,184 5,540,745 5,645,567 5,960,332 FTE 43.00 30.00 43.00 41.00 39.00 6 City of Portland | FY2025-26 Requested Budget

Office of the DCA for City Operations City Operations Service Area Office of the DCA for City Operations Program Description & Goals Portland’s City Council approved Resolution 37365 in response to changes in Portland’s form of government Portland voters approved in November 2022. This ordinance established the service area focus for how the City should be organized for governance and delivery of services to the public. The City Operations service area was established in the new organizational structure for the delivery of centralized service to City bureaus.The Office of the Deputy Chief Administrator of City Operations includes the City Operations Deputy Chief Administrator and an Executive Assistant. The DCA manages the following programs and bureaus in the service area. • Bureau of Human Resources • Bureau of Technology Services • Bureau of Fleet & Facilities • Office of Community-based Police Accountability • Office of the Deputy City Administrator of City Operations

  • PDX 311
  • Independent Police Review
  • Integrated Security
  • Procurement Division
  • Strategic Projects Opportunities Team
  • Asset Management City of Portland | FY2025-26 Requested Budget 7

Office of the DCA for City Operations City Operations Service Area Equity Impacts The Office of the DCA of City Operations is serviced by one shared Equity Manager that provides centralized equity services to the Budget & Finance service area and the City Operations service area. Program Budget Requested Requested Actuals Actuals Revised No DP Total FY 2022-23 FY2023-24 FY 2024-25 2025-26 2025-26 Requirements Bureau Expenditures Personnel Services 0 0 583,679 952,231 899,842 External Materials and Services 0 0 10,000 52,281 52,281 Internal Materials and Services 0 0 30,000 113,255 113,255 Bureau Expenditures Total 0 0 623,679 1,117,767 1,065,378 Requirements Total 0 0 623,679 1,117,767 1,065,378 FTE 0.00 0.00 1.00 4.00 4.00 8 City of Portland | FY2025-26 Requested Budget

Office of the DCA for City Operations City Operations Service Area Procurement Services Program Description & Goals Procurement Services strategically collaborates with City bureaus in the acquisition of high-quality, outsourced supplies, materials, equipment and services in a timely, efficient, and effective manner to advance the City’s social, environmental, and economic goals. The Division is guided by a Five-Year Strategic Plan that was created through intensive outreach and dialogue with community partners and customer bureaus. The overarching vision is to become an anti-racist organization that achieves equitable contracting results and employs procurement best practices throughout its operations. To achieve this vision, the division has established nine goals: Procurement Services is comprised of the following major teams and programs: The Design & Construction Services Team is dedicated to facilitating the procurement and contracting process for bureaus that contract out for construction services as well as architectural, engineering and other related design services. The Team consists of specialized professionals in design and construction procurement and contracting that work collaboratively to provide bureaus with seamless support from the planning phase through the delivery of a project. The Goods & Services Team supports all City bureaus in the acquisition of outsourced goods and services that are not construction related. Overseeing the bulk of Procurement Services’ acquisition requests, this team works collaboratively with City bureaus to maintain inventories and provides centralized services for all procurement activities which exceed the authority delegated to City bureaus. The Compliance Services Team supports the City’s Social Equity in Contracting policies by administering, issuing guidance, and monitoring contractor compliance with City requirements established under programs such as the Subcontractor Equity Program, Workforce Training and Hiring Program, the Community Benefits Agreement, the Construction Diversity and Inclusion Policy, and the Regional Workforce Equity Agreement. These programs ensure subcontracting opportunities are made available to disadvantaged, minority-owned, woman-owned, veteran-owned, and emerging small businesses when subcontracting portions of a project,?and that contractors make efforts to hire and train a diverse workforce, including apprentices. The Inclusive Contracting Manager ensures that Procurement’s social equity in contracting programs, policies, and equity in contracting strategies support COBID certification and promote the inclusion of local small business participation on City projects, with emphasis on firms historically underrepresented and underutilized on publicly funded contracts. i.e. Black, Indigenous, People of Color owned firms and Women-owned firms. The following social equity in contracting programs are managed by the Inclusive Contracting Manager: Prime Contractor Development Program, Communities Opportunities and Enhancement Program, and Bonding and Technical Assistance Program. Collectively, these programs offer COBID application assistance and small business support services, business technical assistance, workforce development services, and an inclusive contracting training curriculum to provide education in direct response to needs City of Portland | FY2025-26 Requested Budget 9

Office of the DCA for City Operations City Operations Service Area expressed by the local contracting community. The Inclusive Contracting Manager is leading the revitalization of the aforementioned programs, which include consolidating program services and features where possible. This project will result in the development a pool of available suppliers who are prepared for City contract opportunities; and, ensure all program dollars expended benefit contracting bureaus, City suppliers, and workers on City projects. Funding is sought to support the enhancement and reintroduction of the Prime Contractor Development Program. A permanent FTE is needed to support a new enrollment process that must be conducted to develop Tier 1 and Tier 2 contractor pools across the trades for upcoming PCDP eligible contract opportunities. Funding is needed to support contracted services for COBID application assistance, small business support services, training and education. A separate cash reserve should be established to help local small businesses pay for immediate/unforeseen small dollar one-time expenses necessary for their performance on a City project, that are not otherwise covered under other social equity in contracting programs offered by Procurement Services. Preliminary budget forecasts indicate the Communities Opportunities and Enhancement Program (COEP) may face a significant drop in program funding available after FY 2025 - 2026. Parties to the COEP Intergovernmental Agreement (IGA) are hosting the COEP internal stakeholders group meeting in March 2025.? This meeting will be the first of several, to share pertinent information with our City COEP partners to support informed decision making about future COEP programming.? The City of Portland Sustainable Procurement Policy (ADM-1.09) is upheld through the administration of the Sustainable Procurement Program and applies to all City-funded procurements. This framework empowers City of Portland employees to integrate environmental, social, and economic factors into procurement decisions. One Program Manager (Analyst III) provides everyday tools and resources, advance strategic initiatives, and subject matter expert support like trainings, and on-demand technical assistance, to internal and external stakeholders. The Clean Air Construction Program is a regional collaborative effort, funded and overseen by multiple public agencies via an Intergovernmental Agreement (IGA), and is administered by one fully dedicated Coordinator II located within the City of Portland’s Sustainable Procurement Program. The Procurement Card Program allows City employees to acquire goods and services up to $10,000 through usage of a City procurement card. The program creates significant costs savings through the efficiencies achieved by shortening the timeline associated with other traditional procurement methods. The Training Program provides training for staff, internal and external stakeholders. Training is given on federal, state, and local procurement regulations, rules, policies and programs, and on how to effectively navigate the various public procurement processes and policies. The Social Equity Performance Manager leads the Strategic Procurement initiative. The initiative leverages the City’s large purchasing power to drive results for a better Portland. We do this by investing in quality and reliable data infrastructure to make better procurement and contract decisions. Those investments include mapping Portland’s contracting data onto the Open Contracting Data Standard (the only international open standard for the publication of information related to the planning, procurement, and implementation of public contracts endorsed by the G20 and G7) and making it accessible to the public, providing data guidance for data consumers and creators, and managing and consulting on procurement reform projects that yield positive results for people and the planet. 10 City of Portland | FY2025-26 Requested Budget

Office of the DCA for City Operations City Operations Service Area The Business Excellence Program leads and facilitates efforts to improve and implement best practices in the City’s procurement process. The Division’s current focus is on the of SAP Ariba to modernize the City’s procurement technology. Ariba go-live occurred in February 2025. Other efforts and focuses include creating clarity in roles, responsibilities and processes; maximizing the value added by procurement data systems; ensuring staff has the tools and resources necessary to be successful; and advocating for staffing levels sufficient to meet internal customer demand. Equity Impacts The Division leads and supports numerous programs and initiatives to advance the City’s equity in contracting goals and the City Council core values of equity and anti-racism. These efforts are shaped through the Division’s renewed engagement and partnership with community-based organizations and other community stakeholders. This engagement takes place most prominently at the City’s Fair Contracting Forum. The Subcontractor Equity Program, Workforce Training & Hiring Program, Construction Diversity and Inclusion Policy / Regional Workforce Equity Agreement, and the Community Opportunities & Enhancements Program apply to City-funded construction projects. The Council-adopted objectives of these programs are twofold. The first is to diversify the regional construction workforce by attracting more women and people of color into the construction trades. The second is to increase the City’s utilization of disadvantaged, minority-owned, woman-owned, veteran-owned, and emerging small businesses. Inclusive Contracting Services as managed by the Inclusive Contracting Manager, to promote ongoing collaborations between Procurement Services, customer bureaus and local community partner agencies to develop relationships, for the purpose of encouraging and supporting local small business participation. Project stakeholders work together to create awareness of upcoming contract opportunities across Public Improvement, and Goods and Services that may attract small business participation. This effort leads to direct engagement between the City project stakeholders and a diverse range of businesses and entrepreneurs in the local contracting community, where barriers to small business participation on a City project can be identified and addressed. Inclusive Contracting staff regularly attend monthly community partner agency meetings, annual events and trade shows, and other special community events to represent Procurement Services. The Inclusive Contracting Manager provides presentations on Inclusive Contracting Services and How to Do Business with the City, while offering additional resources such as contracts to help firms apply for COBID certification and respond to City contract opportunities. Work is underway for continued expansion and diversification of Procurement’s portfolio of community partners. The Sustainable Procurement Policy and Program champions equity through supplier diversity and ethical supply chain practices. Examples include compliance with the City’s code of conduct for sweatfree apparel purchasing, requirement of a labor peace agreement for high-risk industries, requesting conflict minerals reporting from applicable electronics manufacturers, sustainable supply chain analysis to inform program direction and to anticipate barriers, evaluation and expansion of responsible offeror criteria across environmental, social, and governance factors, and addressing labor best practices through vendor disclosure. City of Portland | FY2025-26 Requested Budget 11

Office of the DCA for City Operations City Operations Service Area While it is not always true that the more sustainable option is necessarily more expensive, sometimes it is when factoring in previously externalized costs. We recognize that the Clean Air Construction (CAC) Program requirements can disproportionately impact smaller firms that may typically own and operate older equipment. We are currently administering a grantmaking program to support disproportionately impacted firms with purchasing and/or retrofitting non-CAC compliant equipment. We offer exemptions on a limited basis and administer technical assistance and retrofit voucher assessment contracts to break down barriers and connect firms to other sources of funding and trusted community organizations to support them with achieving these goals. The City of Portland spends a lot of public money on contracts to provide important government services that residents rely on everyday in routine and emergency situations. The Strategic Procurement initiative supports better and more equitable delivery of those city services by creating better contracting experiences with the City of Portland for small and medium enterprises, by supporting City employees to contract more with small and medium enterprises, and by spotlighting the results of Portland’s contract awards and implementation. Changes to Program Recent and forthcoming significant changes to Procurement Services programs include the following: Program Budget Requested Requested Actuals Actuals Revised No DP Total FY 2022-23 FY2023-24 FY 2024-25 2025-26 2025-26 Requirements Bureau Expenditures Personnel Services 6,736,543 7,590,859 8,364,192 8,476,473 8,476,473 External Materials and Services 1,823,237 4,725,113 4,699,907 3,181,966 3,181,966 Internal Materials and Services 1,192,145 1,327,215 1,011,601 947,495 947,495 Bureau Expenditures Total 9,751,925 13,643,187 14,075,700 12,605,934 12,605,934 Fund Expenditures Contingency 0 0 2,853,516 321,156 321,156 Fund Transfers - Expense 1,214,390 2,772,159 2,883,208 2,895,678 2,895,678 Fund Expenditures Total 1,214,390 2,772,159 5,736,724 3,216,834 3,216,834 Requirements Total 10,966,315 16,415,346 19,812,424 15,822,768 15,822,768 FTE 52.00 54.00 46.00 46.00 46.00 12 City of Portland | FY2025-26 Requested Budget

Office of the DCA for City Operations City Operations Service Area Strategic Projects and Opportunities Team Program Description & Goals The City of Portland’s Strategic Projects and Opportunities Team (SPOT) manages citywide initiatives and change management projects. The focus of calendar year 2025 was completing the organizational implementation of the executive mayor/legislative council form of government with a city administrator who assists the mayor in running day-to-day operations. With the transition to the new form of government on January 1, 2025, SPOT is being eliminated from the FY 2025-26 budget. Equity Impacts SPOT member’s commitment to equitable and anti-racist outcomes is central to the implementation of the charter amendments, including efforts to engage the community, recruitment, appointment, work plan development, and commitment to ensuring all voters have access and comprehensive community engagement strategies. Changes to Program A Decision Package proposes a reduction of 3.0 FTE to phase out the one-time funded Charter Transition work and other SPOT team activities. Additionally, 1.0 FTE will be realigned within the base FY 2025-26 budget to support ongoing asset management responsibilities under the Deputy City Administrator of City Operations. Program Budget Requested Requested Actuals Actuals Revised No DP Total FY 2022-23 FY2023-24 FY 2024-25 2025-26 2025-26 Requirements Bureau Expenditures Personnel Services 569,343 2,299,774 3,807,240 678,307 0 External Materials and Services 272,785 964,460 1,350,336 0 0 Internal Materials and Services 54,629 552,813 75,118 117,793 0 Bureau Expenditures Total 896,758 3,817,047 5,232,694 796,100 0 Requirements Total 896,758 3,817,047 5,232,694 796,100 0 FTE 0.00 15.00 4.00 3.00 0.00 City of Portland | FY2025-26 Requested Budget 13

Office of the DCA for City Operations City Operations Service Area Integrated Security Program Description & Goals Integrated Security is a 24-hour, 365-day service-oriented program with the mission of providing a safe and secure experience for employees, vendors, contractors, and visiting community members at City facilities and worksites. The Integrated Security Program provides strategic direction for the implementation of organizational, operational, physical, and technical security systems across City worksites to ensure that critical City functions continue following a security incident. Specific objectives of the program are to create a centralized organizational structure and system that has integrated and well-conceived plans, policies, and procedures based on industry best practices. The Security Manager is tasked with the following:  Conducting threat, vulnerability, and risk assessments  Managing the security services contract  Overseeing the integrated security platform (Genetec) and determining appropriate access controls and other physical security measures aligned with the risk profile of City facilities and worksites  Incident management and response for employee and workplace safety and security and developing employee safety plans as needed  Maintaining a robust portfolio of emergency response plans and conducting training and exercises on these plans  Collaborating with the Security Stakeholder Steering Committee (SSSC) to develop Citywide policies, procedures, and workplace safety and security protocols The program is staffed by a team of contracted professional, state certified security officers that patrol City owned facilities on foot and by vehicle and coordinate incident response to building emergencies with the Security Operations Center (SOC), which is staffed 24 hours per day. Security Officers respond to calls for service dispatched by the Security Operations Center, investigate reported incidents, provide employee escorts, and work closely with law enforcement to investigate incidents at City owned facilities. Currently, the Security Manager is spearheading the implementation of a new enterprise access control software system that will replace the current and outdated security system. This will be coupled with the development of citywide security practices, policies and protocols informed by the SSSC. Equity Impacts The Integrated Security Program advances equity by ensuring diverse and inclusive representation on the SSSC. Engaging the Citywide SSSC shapes equitable Citywide security policies, practices, and strategies. This includes the implementation of physical security measures to ensure compatibility with ADA and other reasonable accommodations. The Integrated Security Program additionally supports those most vulnerable during severe weather by providing staff support at warming and cooling centers hosted at City facilities. 14 City of Portland | FY2025-26 Requested Budget

Parent: 3 city ops · PDF: pp. 364-377