CommEcDev---FYFP-Combined — Intro — Part 1 of 6

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FY 2025-26 Requested Budget Five Year Plan Fund & Bureau Name: Development Services Fund (203); Cannabis Licensing Fund (228); Portland Permitting & Development. Plan Overview While the regional and national economy continues to expand, industries exposed to interest rate fluctuations have had a more difficult time in recent years, as is the case for construction. PP&D revenues have remained low in FY 2024-25 compared to historical levels as high interest rates, declining market values for existing buildings, and lack of investor confidence in Portland are impacting bureau demand for services. PP&D ended FY 2023-24 with a 12% decrease in fee revenue compared to FY 2022-23 and is experiencing ongoing low revenue collections in FY 2024-25. Large projects represent a disproportionate share of PP&D revenue. Since the onset of COVID-19, PP&D has experienced decreases in large project activity due to a decline in demand for office space, new hotels, retail, and multifamily development. The COVID- 19 pandemic initially caused a substantial decline in new permitting activity in Portland, and PP&D continues to experience lower revenues compared to pre-pandemic levels. PP&D has the traditional "building department" functions of inspections, permit issuance, and review of architectural and engineering plans. State statutes regulate these programs and, in most circumstances, prohibit revenue from these programs from being used for other local code enforcement programs. State-mandated construction programs (Building, Mechanical, Electrical, Plumbing, etc.) are funded almost exclusively through permit fee revenues. Local code enforcement programs (Land Use Services, Neighborhood Inspections, Environmental Soils, Signs, Zoning Enforcement, Site Development, Noise, Transportation, Water, Urban Forestry, Environmental Review) implement local regulations or state and federal mandates. Local programs are funded through a combination of fees, fines and charges, and/or General Fund monies. The Liquor Licensing Program also supports non-construction state mandated activities and receives some General Fund support. Demand for PP&D services, as well as bureau revenues, are highly correlated with changes in economic conditions, specifically as they relate to construction activity. As such, the attractiveness of Portland as a place to live, travel, and invest in is a highly critical issue for the bureau. Currently, the economic outlook is uncertain as the impacts of high interest rates, slower rent growth, high office vacancy rates, and livability concerns are impacting construction activity in Portland. As a part of its revenue forecasting process, PP&D meets with local economists and development industry experts on the PP&D Financial Advisory Committee to get their expert opinion on the current and future expectations for construction activity. In FY 2025-26 PP&D is projecting that the current lull in revenue will persist across most programs because of the economic headwinds previously mentioned, followed by increases for the remaining

FY 2025-26 Requested Budget Five Year Plan four years of the Five-Year Financial Plan once conditions become more favorable for development again. Revenue Assumptions PP&D’s revenues are directly related to commercial and residential construction activity in the larger Portland Metropolitan Area, and these revenues are very susceptible to changes in the economic conditions of both the state and the nation. The list of macroeconomic parameters influencing the bureau’s revenues includes but is not limited to employment; construction employment; unemployment; average wages; multifamily housing starts; mortgage originations; population; households; short, medium and long-term interest rates; housing prices; mortgage loans past due; housing affordability; and inflation. The high susceptibility of the bureau’s revenue to so many volatile macroeconomic parameters make it difficult to project exact revenues, which provides incentive for the bureau to have a healthy reserve fund. At City Council’s direction, in spring 2010 the City retained Johnson Reid – Land Use Economics, an independent consulting firm, to conduct a review of PP&D’s Financial Plan and underlying forecasting model. The review found that “the resulting revenue forecasts appear reasonable and defensible” but also recommended that “PP&D pursue ongoing improvement of its forecasting model”. In 2010, City Council also directed the bureau to convene a committee to review PP&D financial models and forecasts. The resulting Financial Advisory Committee included local economists with expertise in commercial and residential real estate, as well as members of Portland’s Small Business Advisory Council (SBAC) and the City's Development Review Advisory Committee (DRAC). In fall 2010, the bureau received significant input from the Committee regarding the forecasting model. Committee members suggested that the forecasting model could be improved by including more variables from the real estate market. The bureau researched options and resources for data closely related to real estate activity in the Portland Metropolitan Area and implemented several improvements to the forecasting model. Several criteria were employed in the model development and selection process, including: • Utilization of local variables that describe real estate activity in the Portland Metropolitan Area. • Overall valid model diagnostics/characteristics (parameters such as Adjusted R- squared, Durbin Watson statistic, F and T statistics). • A high degree of accurate historical performance of the model. • The reasonableness of the forecast produced by the model.

FY 2025-26 Requested Budget Five Year Plan The bureau went through a rigorous and intensive development and selection process, and developed models for its major programs: Building, Mechanical, Plumbing, and Electrical. Final and alternative models for these programs, as well as the forecasts produced by those models, were presented to the Financial Advisory Committee. PP&D engages in this model development process and review every year, adjusting where appropriate to ensure the use of highly credible and quality forecasting methods. PP&D went through the same rigorous process this year and presented models for its main permit programs and the Land Use Program to the Financial Advisory Committee in January 2025. The models are ultimately used to forecast revenue by program. This year, due to the difficulty in specifying econometric models satisfying the criteria of reasonable growth rates in line with Financial Advisory Committee expectations, the Building Program and Land Use Program were modeled in terms of long-term average growth and revenue levels rather than directly tying growth to economic parameters. The Committee found that the model development and selection processes were comprehensive and sound and concurred with the bureau’s recommendations. The Committee also found the bureau’s projections for development activity in the Portland Metropolitan Area to be reasonable and defensible but will likely need to be reevaluated if the economic forecast trends continue downward. Base programmatic revenues for most of the bureau’s programs, prior to large project revenue and fee changes, are projected to remain at current low levels digits in the first year of the 5-Year Forecast period before returning to a growth trend in the final four years of the Financial Plan. The revenue growth rates are applied to bureau revenues generated from projects with a valuation of under $3 million. Revenue projections are then adjusted to account for the bureau’s expectations regarding large projects with a valuation above $3 million. These adjustments are typically made only in the first two years of the forecast but can be made in subsequent years when revenue from large project activity is reasonably certain. The bureau discussed the process for making these adjustments with the Financial Advisory Committee. PP&D collects more than 200 fees and charges under various fee schedules, including Building, Mechanical, Electrical, Plumbing, Facility Permit, Field Issuance Remodel, Site Development, Environmental Soils, Signs, Zoning Enforcement, Land Use, Noise, Cannabis Licensing, Liquor Licensing, Neighborhood Inspections, Accessory Short- Term Rental, Environmental, Transportation, Urban Forestry, and Water Programs. These fees and charges are used by PP&D to fund inspections, plan review, permit issuance, land use review, customer assistance, and other functions. Most bureau programs have the goal to be self-supporting, while three programs (Neighborhood Inspections, Noise, Liquor Licensing) receive ongoing General Fund support.

FY 2025-26 Requested Budget Five Year Plan Fees charged for services delegated from the State Building Codes Division (BCD) must comply with the fee calculation methodologies determined by the BCD and described in Oregon Administrative Rules (OAR) 918-050-0000 through 918-050-0170. In 1988-89, the Development Services Operating Fund was established with a policy that construction-related programs in the fund would be self-supporting. Since that time, PP&D has kept these programs self-supporting by providing efficient, effective services and by periodic, moderate fee changes that allow the bureau to respond to increasing costs and to be innovative and proactive in meeting changing customer needs. The same principle is applied to all bureau programs. Any fees charged by PP&D, including fees for services delegated by the BCD, should cover the costs of providing services. Every year, as part its Five-Year Financial Plan development, PP&D evaluates its programs to ensure costs are fully recovered and healthy reserves are maintained over the following five years. For FY 2025-26, due to the expected increases in costs of providing services, fee changes are projected for several bureau programs. Fee increases are typically included in the Financial Plan for programs which are below cost recovery, need to build reserves, and/or have anticipated inflationary cost increases. Generally, these increases are held to 5%, but in some cases may be higher when the cost of providing services is substantially higher than projected revenues. This year’s 5-Year Forecast anticipates fee increases in most programs, which may be necessary to maintain financial stability during the forecast period. These programs include the Building/Mechanical Program, Electrical Program, Plumbing Program, Field Issuance Remodel, Facility Permit Program, Site Development, Environmental Soils, Signs, Cannabis Licensing, Noise, Zoning Enforcement, Land Use Services, Neighborhood Inspections, Accessory Short Term Rental, Environmental Review, Transportation Review, Urban Forestry Review, and Water Review. If changes to programs’ financial situations occur, the bureau will reassess and adjust the need for specific fee increases. If these fee increases are necessary but not adopted, program services would need to be reduced through budget/expenditure reductions. Expenditure Assumptions Expenditures for FY 2024-25 are projected based on actual spending from July 1 through December 31, 2024, anticipated spending through the end of the fiscal year, and historical spending patterns. Personnel changes, whether from staffing reductions, retirements, projected attrition, and staff increases are included in the FY 2025-26 Financial Plan. PP&D’s financial projections, which were reviewed by the PP&D Financial Advisory Committee, show

FY 2025-26 Requested Budget Five Year Plan that PP&D projects to have sufficient funds to support staffing and ongoing operations, after accounting for FTE reductions. PP&D’s FY 2025-26 Financial Plan assumes a net workforce reduction of 60.0 FTE in the first two years of the forecast, prioritizing retirements and attrition wherever possible. Vacancies created by these employee exits are not filled during this time. Only beginning in FY 2027-28 does the Financial Plan assume vacancies are filled. PP&D has internal and external performance goals addressing efficiency and customer experiences. To meet these goals, the bureau adds staff strategically, while making staff decreases to specific programs where necessary for financial stability and to accommodate expected changes in workload. Only in the final three years of the forecast period does PP&D expect to fill vacancies once workload has increased again. Current staffing levels at PP&D are at minimum levels necessary to meet service delivery goals, thus any staff reductions in the plan will adversely impact services provided both internally and to the public. All projected changes in staffing are reflected in the Financial Plan. New positions are not added unless the bureau can support them through the 5-Year Forecast period. This Financial Plan demonstrates that without additional funding, PP&D may be required to reduce staffing further beyond the natural attrition and retirements. Revenues, expenditures, and workload are closely monitored and adjustments to the plan are made as updated information is received. Expenditure Risks to the Forecast and Confidence Level The revenue and expenditure forecast presented in the Financial Plan is realistic (neither optimistic nor pessimistic). However, bureau revenues and expenditures are very susceptible to changes in the political and economic climate of the state, the nation, and the world. Having a prudent reserve helps the bureau weather some of these fluctuations. Being financially conservative also supports this goal. Construction activity in the state and in the Portland Metropolitan Statistical Area remains exposed to internal and external shocks. The accuracy of the 5-Year Forecast is extremely sensitive to changes in local policies. The bureau cannot account for unforeseen changes to the Zoning Code, legislative actions, and changes to local political priorities. Local policies aside, the economic and revenue outlook is never certain. The risks now facing the Oregon economy and this forecast include but are not limited to: the possibility of weakness in global economies; fluctuation in Federal fiscal and trade policy, such as potential tariffs; inflation or deflation and reactions of the Federal Reserve Bank; a sharp depreciation or appreciation of the dollar; sharp and major stock

FY 2025-26 Requested Budget Five Year Plan market corrections; geopolitical risks; a global pandemic such as COVID-19; and a slowdown in critical industries. The City is currently in negotiations with several labor unions for new contracts. New labor agreements may have material impacts on PP&D expenditures. The Financial Plan will be updated as the full impacts on personnel costs are known, as agreements are finalized. Portland Permitting & Development Funds 203 & 228 FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 Resources CY Estimate Plan Plan Plan Plan Plan Beginning Fund Balance 25,184,319 13,778,564 6,229,045 5,588,908 10,829,526 19,596,815 Taxes - - - - - - Licenses & Permits 40,151,429 46,771,422 50,460,181 57,550,926 64,679,062 70,104,257 Charges for Services 17,756,350 18,999,576 20,606,512 23,848,494 27,327,413 29,905,096 Intergovernmental - - - - - - Interagency Revenue 11,674,583 8,141,434 8,141,434 8,141,434 8,141,434 8,141,434 Fund Transfers - Revenue 3,894,197 1,949,128 1,949,128 1,949,128 1,949,128 1,949,128 Bond & Note Proceeds - - - - - - Miscellaneous 2,640,762 2,438,384 2,565,261 2,950,250 3,489,621 4,174,510 General Fund Discretionary & Overhead - - - - - - Resource Total 101,301,640 92,078,508 89,951,561 100,029,140 116,416,184 133,871,240 FY 2025-26 FY 2026-27 FY 2027-28 FY 2028-29 FY 2029-30 Expenditures CY Estimate Plan Plan Plan Plan Plan Personnel 59,032,018 55,463,816 53,837,007 57,432,449 63,222,862 69,333,004 External Materials and Services 3,672,176 3,956,323 4,059,187 4,160,666 4,268,844 4,379,834 Internal Materials and Services 18,648,613 20,331,985 20,395,129 21,199,504 22,402,402 23,652,493 Capital Outlay - - - - - - Debt Service 1,755,935 1,826,173 1,899,072 1,975,248 2,054,086 - Fund Transfers - Expense 4,414,334 4,271,166 4,172,258 4,431,747 4,871,175 4,974,325 Contingency 13,778,564 6,229,045 5,588,908 10,829,526 19,596,815 31,531,584 Debt Service Reserves - - - - - - Expense Total 101,301,640 92,078,508 89,951,561 100,029,140 116,416,184 133,871,240 Planned FTE Total 323.6 278.6 263.6 274.2 295.8 317.4

Bureau of Planning and Sustainability General Fund Plan Overview The Bureau of Planning and Sustainability (BPS) takes action to shape the future of Portland and advance climate justice for a more equitable, prosperous, healthy, and resilient city. BPS organized into the following six major functional areas, each of which has several significant programs and policy responsibilities, and almost all of these functional areas rely on General Fund resources to some degree. (1) Planning and Urban Design provides comprehensive, long-range, and district planning and urban design services, and is primarily supported by the General Fund. Program areas include Comprehensive & Strategic Planning; Code Development; Urban Design & Research; Area Planning; River & Environmental Planning. (2) Sustainability and Climate Action Informs how the City can build back a thriving, carbon-free economy that centers equity and the health, prosperity, and resilience of the people most impacted by the climate crisis. This team conducts research and analysis, develops policies, and implements projects that advance our just transition away from fossil fuels to a clean energy future. Current projects include developing a building energy benchmarking program and implementing recently updated renewable fuel standards. It is funded by a mix of General Fund, Solid Waste Management Fund, and PCEF, though the FY 2025-26 Requested Budget eliminates General Fund as a funding source for this program. (3) Waste Collection manages the solid waste, recycling, and composting collection system for residents and businesses including franchises with residential haulers and permits for commercial haulers. The program manages the citywide Public Trash Can Program and assists with efforts to remove trash from the public right-of-way. Graffiti Abatement was recently added to this group and has thrived under a unified, organized approach to graffiti abatement and customer service. This work group is mostly funded with the Solid Waste Management Fund except for the Graffiti Abatement program which is funded with General Fund. (4) Portland Clean Energy Fund (PCEF) provides funding for direct investment in climate action projects that reduce greenhouse gas emissions and advance racial and social justice. Funding may include housing energy efficiency investments to reduce utility costs, transportation decarbonization such as e-bike incentives, urban tree canopy,

green workforce development, and more. There is no General Fund associated with this work group. (5) Community Technology oversees licensing and franchising for commercial (primarily telecommunications) uses of the public right-of-way; administrative support to the Mt Hood Cable Regulatory Commission (MHCRC) which oversees cable franchises and provides cable-related technology grants to schools, nonprofits, and libraries; and works to improve the use of data and technology to foster civic engagement, create shared prosperity, improve livability, and provide equitable access to City services. These programs are funded by a mix of General Fund and Intergovernmental Agreements. Programs include: Smart Cities PDX / Digital Equity; Mt. Hood Cable Regulatory Commission (MHCRC); and Franchise Utilities. The Franchise Utilities program is a major source of general fund revenue for the City ($90M + annually). (6) Bureau Administration provides communications and media relations, business services, finance, HR operations, and other central functions bureau-wide to ensure efficient, effective operation of the organization. It is funded by an internal overhead model with each bureau program contributing. Services and programs include Communications; Financial Services; HR & People Services; Equity and Engagement and Technical Services (GIS, graphics, database management, and web development). Additionally, the Director’s Office provides leadership within the bureau. Revenue Assumptions Long-term financial planning for these programs assumes stability in the amount of ongoing General Fund resources the bureau receives. The City’s entire long-range planning and land use program and associated legal mandates are funded solely out of General Fund. The ongoing challenge is that the bureau’s core work continues to be under-resourced and requires continual dependence on one-time funding from General Fund or outside sources to maintain base levels of staff and workload. In particular, the Planning programs’ staff capacity continues to diminish as state and local land use mandates grow. This imbalance of workload and diminished staffing capacity has resulted in staff burnout. Grants support BPS’s programs by resourcing specific projects, but not ongoing programs. Typically, our grants come from the State, Metro, or the Federal Government. Grant sources are less predictable and depend on how funding opportunities align with the bureau’s workplan priorities. BPS expects to continue to aggressively pursue grants for planning and sustainability projects. In the requested FY 2025-26 budget about 20%

of Planning and Climate/Energy program staff are at least partially grant-funded. BPS’ largest single grant, Metro’s support for waste reduction and business recycling, has historically been a stable resource for the bureau (supplementing SWMF revenue in the Waste programs). Interagency resources have also diminished, putting programs at risk. Sources of Interagency funding have included BES, PBOT, ODOT, the Port of Portland, and TriMet. The River & Environmental Planning program has long relied on interagency agreements to fund ongoing state mandated work, and that program lost one (1) FTE in FY 2024-25 as revenue agreements expired. Within the Community Technology division, intergovernmental revenue from the MHCRC interagency agreement is expected to decline in the next five years as Cable Franchise and associated Community Benefits fee revenue shrinks with a declining number of cable subscribers. The outcome of franchise negotiations with cable companies will greatly affect the future trajectory of the MHCRC’s mission and scope. Over the five-year forecast period, Community Technology programs and staffing levels are expected to grow moderately. Expenditure Assumptions General Fund expenditures are assumed to be able to track with General Fund revenues. If revenues decrease, or expenses grow more rapidly, there will need to be reductions in staffing and level of service/program offerings. The areas where the level of service could be most challenged are in the Code Development, Urban Design & Research, Climate, Energy, & Sustainable Development, and River & Environmental Planning teams. The staffing levels in Planning program have steadily been reduced over the last decade and are now about 65% of 2010 levels. In FY 2022-23 BPS received an influx of one-time general fund resources and several other one-time revenue sources from grants, interagency agreements, and ARPA. Taken together this added up to over $7M in one-time resources, most of it ending June 2024. Several Limited Term staff completed their projects and left the bureau at the end of FY 23-24. Finally, like other bureaus, BPS General Fund programs have experienced increases in labor costs, driven by inflation, classification, and compensation studies, pay equity implementation, and large cost of living adjustments. This has an especially large impact

on a bureau like BPS because most of our costs (outside of PCEF) are for staff. Due to stable SWMF and PCEF revenue, BPS will be able to avoid making major staff cuts in FY 2025-26. The General Fund represents about 1/3 of the bureau’s operating revenue, and programs funded by that source continue to see staff reductions through attrition. Citywide trends and policy decisions are a risk to maintaining current service levels, and base level services, if future impacts continue at the current pace. Expenditure Risks to the Forecast and Confidence Level New, unanticipated, and unfunded or under-funded initiatives may continue to emerge as priorities from the community or Council. The asks may require existing resources to be redeployed from their original assignments and delay implementation of existing workplans and prior commitments. This threatens the ability of the bureau to complete projects on time and on budget. As the bureau continues to develop and implement meaningful policy and program development with community and in collaboration with other bureaus, the appropriate level of staffing must be secured to ensure planning and climate/sustainability projects are realized. As a growing share of planning and climate/sustainability staff are funded outside the General Fund, the bureau’s ability to be responsive to new Council priorities shrinks. Increasing costs for internal materials and services (IMS) such as facilities, technology, and insurance continue to outpace allocated revenues. While the City Budget Office inflationary rates were used in the projection, this does not reflect typical annual growth rates and may understate expenditures. Confidence level: Medium

Bureau of Planning and Sustainability Community Solar Fund Plan Overview The Community Solar Special Revenue Fund was created as part of the Solar Forward pilot program. Solar Forward was a crowdfunding campaign started by BPS to offer community members a way to engage in the development of new, clean, local renewable energy systems on buildings like community centers, schools, and libraries. Three solar electric systems were installed between 2012 and 2014; each receives an ongoing stream of incentive payments based on solar production from the systems. The Solar Forward pilot officially wrapped up in 2014. While utility revenue will continue to accrue to the fund until 2029, BPS is not currently seeking donations or other voluntary contributions. The Community Solar Fund accounts for expenses and revenues associated with the installation of solar electric systems on publicly-owned facilities. The fund historically received revenue from two sources: (1) The electric utility companies, in the form of a 15-year stream of incentive payments based on the energy produced from each solar energy system; and (2) Donations from individuals, businesses, and organizations who provided voluntary contributions. The only ongoing revenue source for this fund is the electric utility incentive payments. The accrued revenue is intended to be used to offset capital expenses association with solar electric system installation on public buildings. Revenue Assumptions Revenue from now through 2029 will consist solely of the incentive payments from the electric utility companies for the production from three solar energy systems installed in 2013 and 2014. Expenditure Assumptions BPS plans to spend down the fund balance in a single project by the end of FY 2029- 2030, at which point the fund can then be terminated.

Expenditure Risks to the Forecast and Confidence Level Revenues are forecast based on estimated electricity production from the solar electric systems. If actual production varies for any reason, such as less solar resource, damage to or removal of the systems, etc., then the revenues received will decrease. So far, this has not happened. The systems continue to produce electricity – and revenue – at the projected rate, even exceeding forecasts in some years. After 2029, the City will continue to accrue revenue, but potentially at a different – and likely lower – rate. State legislation mandates that after the 15-year term, the utility will pay the City a per-kilowatt incentive equal to the Resource Value of Solar (RVOS). The RVOS is currently being determined by stakeholders at the Oregon Public Utility Commission.

Bureau of Planning and Sustainability Portland Clean Energy Fund Plan Overview The Portland Clean Energy Community Benefits Fund (PCEF) is responsible for the implementation of voter-approved Measure 26-201. As prescribed by its authorizing legislation, PCEF invests in community-led and community-driven projects and programs that reduce carbon emissions in ways that advance social and economic benefits for all Portlanders. PCEF prioritizes low-income people, communities of color, and other communities on the frontlines of climate change for clean energy, transportation decarbonization, green job training, and green infrastructure projects. PCEF also prioritizes the development of skilled workers from historically disadvantaged groups, including women, people of color, and people experiencing disabilities. Revenue for PCEF comes from the proceeds of the Clean Energy Surcharge (CES), a 1% percent Large Retailer business surcharge that is estimated to provide $200 million in FY 2025-26. This estimate is in line with prior year actuals, which may indicate less fluctuation due to factors including inflation, economic growth, and compliance with the CES. Primary fund expenditures are associated with outgoing grants and contracts, interagency funding, program expenses, administrative expenses, and revenue collection expenses. Revenue Assumptions The revenue estimate is conservative and based on historical revenue collections. There is modest confidence that CES revenue figures will not fall below this range, as the revenues are subject to swings in the economy. Expenditure Assumptions Primary expenditures are related to the collection of the CES, administration of the Fund, development of capacity, and distribution of project and program-related grants and contracts. The total five-year funding of $1.591 billion, through 6/30/2029, for program grants and contracts is outlined in the Climate Investment Plan (CIP), adopted by City Council in December 2024. All program-related expenditures for FY 2025-26 were identified in the CIP including strategic programs for about $164 million, Collaborating for Climate Action for roughly $70 million and community responsive grants for nearly $66 million.

Administrative expenses are limited to 12% of the average of annual Fund revenues FY 2023 through FY 2026. Expenditure Risks to the Forecast and Confidence Level Generally, there are modest uncertainties in the estimated CES revenues for FY 2025-26 given the economic dynamics behind the revenue source and the relative infancy of the CES. However, CES revenues are generally more insulated from economic downturns as they are based on gross revenues of entities subject to the surcharge. For expenditures, anticipated risks will relate to organizational capacity (for organizations receiving community grants), inflation, rising wage rates, supply chain bottlenecks, construction permitting, and availability of other funds (for example in housing or transportation projects where PCEF is one of several funding contributors). For projects being led by City agencies, there is some risk due to this being a relatively new process, which could impact the rate of spending. In addition, many PCEF-funded programs will be reliant on centralized services such as procurement, human resources, technology services, PDX 311, etc. Funding and staffing constraints in these partner agencies could impact the rate of spending.

Parent: CommEcDev---FYFP-Combined · Part 2 →