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PSSA-Budget-Governance-Budget-Note

Source: PDF pp. 1144-1146 · raw: 1144 · 1145 · 1146

Breadcrumb: 5 ps › PSSA-Budget-Governance-Budget-Note

mike.j.myers@portlandoregon.gov 1120 SW 5th Avenue Public Safety Service Area Portland, OR 97204 Mike Myers, Deputy City Administrator 503-865-6047 To: Ruth Levine, City Budget Office Director From: Ginger Damron, Public Safety Budget Manager CC: Mike Jordan, City Administrator Deputy City Administrators Mayor & Council Date: February 14, 2025 Re: FY 2024-25 Adopted Budget Note Updates Budget Note Title: Oversight and Governance of Public Safety Spending Budget Note Full Text The Deputy City Administrator for Public Safety is directed to establish a Governance CommiƩee specifically focused on ensuring that spending within the public safety bureaus, including Portland Fire & Rescue (PF&R), the Portland Police Bureau (PPB), and the Bureau of Emergency CommunicaƟons (BOEC), remains within budget. The commiƩee should include the Fire Chief, the Chief of Police, and the Director of the Bureau of Emergency CommunicaƟons, and be staffed by a combinaƟon of public safety staff from PF&R, PPB, BOEC, the Public Safety Service Area Business Services Group, and the City Budget Office. The commiƩee will operate under the oversight of the City Administrator, the Mayor, and the Commissioner in Charge of Public Safety, who retain the authority to make final decisions regarding the recommendaƟons put forth by the commiƩee. The commiƩee should develop milestones related to the budget and ensure regular oversight and accountability across all public safety bureaus. Key responsibiliƟes include:

  1. Comparison of Spending to Historical OverƟme Averages By analyzing historical data on overƟme spending across PF&R, PPB, and BOEC, the Governance CommiƩee will idenƟfy trends and deviaƟons, enabling targeted recommendaƟons to control and reduce overƟme expenses. The commiƩee will set target overƟme hours and expenditures for each accounƟng period, which will serve as the basis for determining if correcƟve acƟon is required for overƟme use to stay within budget. Included within this analysis will be response Ɵme data (historic and trending) as a correlaƟng factor to establishing minimum staffing levels and seƫng overƟme targets.
  2. Tracking of EMS, Capital, and Other Key Expense Drivers Portlandgov PortlandORGov @PortlandGov The City of Portland is committed to providing meaningful access. To request translation, interpretation, modifications, accommodations, or other auxiliary aids or services contact 311 (503-823-4000), for Relay Service & TTY: 711

Implement a rigorous tracking mechanism to monitor spending in External Materials and Services (EMS), capital investments, and other key expense drivers across public safety bureaus. Ensure they align with budgetary allocaƟons and prioriƟes. 3. Stakeholder Engagement and Feedback Incorporate milestones related to engaging with key stakeholders, including PF&R, PPB, and BOEC personnel, PFFA leadership, community representaƟves, Public Safety partners, and other relevant city departments. This could involve conducƟng surveys, staff meeƟngs, or forming advisory panels to gather input on the impact of budgetary decisions and idenƟfy areas of improvement. 4. Regular ReporƟng and RecommendaƟons Establish regular reporƟng on the largest expense drivers for the public safety bureaus. The Deputy City Administrator for Public Safety is directed to work with the Deputy City Administrator for Budget & Finance and the City Budget Office to provide comprehensive reporƟng. By January 2025, the Deputy City Administrator for Public Safety should submit recommendaƟons to the City Administrator on any policy recommendaƟons to implement internal spending controls based on certain metrics idenƟfied in the recommendaƟons. 5. Budget OrganizaƟon and Transparency Review the organizaƟon of budgets within the public safety service area to ensure accurate and transparent reporƟng is possible and that appropriate fund centers are used to track spending for individual programs. The Deputy City Administrator for Public Safety is instructed to provide a summary of recommended changes to the service area budget structure to the City Budget Office by September 1, 2024, to address in the FY 2024-25 Budget Monitoring Process if needed. Overall, this Governance CommiƩee aims to establish strong fiscal management pracƟces, increase transparency, and ensure all public safety bureaus operate within their allocated budgets while delivering essenƟal services efficiently. February 2025 Status Update

  1. Comparison of Spending to Historical OverƟme Averages A staffing dashboard has been developed to monitor the historical comparison of overƟme and staffing in the bureaus, allowing for leadership to understand the impact of staffing levels on overƟme. OverƟme hours are monitored closely each pay period with a formula to project the expected impact of available staff and leave hours compared to actuals. As cerƟfied staffing numbers have improved, BOEC has seen a 35% reducƟon in operaƟonal overƟme hours in Jul-Jan compared to the previous year. With the addiƟon of 13 FTE, PF&R has seen a 19% reducƟon in backfill overƟme hours in Jul-Jan compared to the previous year. Both bureaus are on-track to come in under budget on overƟme. PPB has seen an increase in overƟme usage with conƟnued staff challenges, but it is being closely monitored.

  2. Tracking of EMS, Capital, and Other Key Expense Drivers Expenses in all major object categories are monitored and tracked via monthly budget to actual reports. There is also an EMS dashboard that allows program managers to monitor their budgets that will be updated with capital expenses later in the year.

  3. Stakeholder Engagement and Feedback As part of the PSSA strategic planning process, over 280 community members and subject maƩer experts in addiƟon to over 90 employees and 20 community-based organizaƟons provided direct input into the development of the goals and objecƟves that will help guide the PSSA budget. ParƟcipants were engaged through surveys, workshops, interviews, and commiƩees. The plan development process also drew from previous City, county, and community-led iniƟaƟves, including the Portland Insights Survey, the Transforming JusƟce project, and the Reimagine Oregon project. A service area wide survey is planned for the spring to gather feedback on budget reporƟng and involvement to conƟnue making improvements.

  4. Regular ReporƟng and RecommendaƟons The Governance CommiƩee was established with the Public Safety DCA, Police Chief, Fire Chief, BOEC Director, Budget Office Director, and budget staff. The commiƩee convenes monthly to review budget vs actual reports with projecƟons, along with overƟme and staffing reports. The monthly budget reports are also reviewed internally with the Budget Office analysts assigned to public safety bureaus to help with transparency and understanding on trends and projecƟons.

  5. Budget OrganizaƟon and Transparency A review of fund centers was conducted, and a couple of new ones were created within Office of the DCA to allow for clear budget tracking of each program. Two new sub-funds were also created within PF&R to allow for beƩer management of special revenues and designated wellness funds. The Office of the Public Safety DCA is sƟll exploring the need to create addiƟonal funcƟonal areas and will likely need to create a new bureau.

Parent: 5 ps · PDF: pp. 1144-1146