TL;DR (generated · confidence: high)

Portland Parks & Recreation is eliminating the 1.0 FTE Financial Planning Analyst II position that has been vacant since September 2024, saving $154,190. The position was responsible for compliance with city finance policies and supporting financial planning functions. Responsibilities are being redistributed among existing team members to maintain basic policy compliance, but this will slow planned expansions in financial planning scope and defer detailed cost-of-service analysis development.

Key points (each cites a PDF page):

Vacancy elimination: 1.0 FTE Financial Planning Analyst II position vacant since September 2024 (p. 1658)
Total recommended expense reduction: $154,190 (personnel $148,019, external materials $3,087, internal materials $3,084) (p. 1658)
Position responsibilities related to compliance with Binding City Policies FIN 2.03 (Financial Planning), FIN 2.06 (Revenue), and FIN 2.08 (Cost Allocation) (p. 1658)
Nine key functional areas impacted: financial plan development, cost-of-service analysis, fee schedule coordination, revenue/expense projection and monitoring, indirect rate model management, Parks Levy budget management, General Fund overhead model oversight, and MicroMain rate model maintenance (p. 1658)
Service impact: Planned expansion of financial planning depth and sophistication will be slowed; detailed cost-of-service analysis at service set level will be put on hold (p. 1658)
Budget development project lead will assume revenue/expense projection and monitoring (monthly cadence) and fee schedule coordination responsibilities (p. 1658)
FP&A manager will retain oversight and accountability for critical functions including indirect rate model changes and year-end Parks Levy cash transfer transactions (p. 1659)
Proposal maintains basic compliance with city finance policies at threshold level but limits scope of process improvements and ongoing enhancement initiatives (p. 1659)

💰 $154,190 · $148,019 · $3,087 · $3,084 · 👥 1.0 FTE · 📋 Financial Planning & Analysis · Financial plan development and management · Cost of Service Analysis · Fee Schedule Coordination · Revenue and Expense Projection, Monitoring, and Reporting · Management of the Indirect Rate Model · 🏛️ Portland Parks & Recreation

23,718

Source: PDF pp. 1658-1659 · raw: 1658 · 1659

Breadcrumb: 7 vs › vc-dps_06-03-2025_16-20 › Package Details › 23,718

23,718 - Financial Planning & Analysis Vacancy Elimination Service Area Vibrant Communities DCA Sonia Schmanski Bureau Name Portland Parks & Recreation Director Adena Long Funding Type Name Reduction Status: Recommended Package Desc Expense Recommended Total The Financial Planning Analyst’s set of responsibilities are directly related to compliance with one or External Materials and Services ($3,087) more of the Binding City Policies (BCP) for Finance, most notably FIN 2.03 – Financial Planning, FIN Internal Materials and Services ($3,084) 2.06 – Revenue, and FIN 2.08 – Cost Allocation. This package will eliminate the 1.0 FTE Financial Analyst II position associated with these responsibilities. The incumbent employee resigned to take Personnel ($148,019) work with another employer and the position became vacant in September 2024, which allows ($154,190) elimination of the position without impact to any employee. The most critical of those responsibilities have been allocated to the remaining staff members of the team. This realignment will allow FP&A Revenue Recommended Total to maintain compliance with each of the BCPs. It will negatively impact capacity to continue the planned expansion of depth and sophistication of scope in this area of FP&A’s charter. These are General Fund Discretionary ($154,190) the proposed realignments of responsibility and the estimated impact on service levels for the nine key elements: financial plan development and management; the cost-of-service analysis; fee ($154,190) schedule coordination; revenue and expense projection, monitoring, and reporting; management of the indirect rate model; Parks Levy budget and blended funding model management; oversight of the General Fund overhead model; and, maintenance of the MicroMain workorder system rate model. Service Impacts Realignment of the most critical Financial Planning responsibilities areas within the remaining staff members of the team will allow FP&A to maintain compliance with each of the BCPs. The realignment of those key responsibilities and the anticipated service level impacts would be as follows: Financial plan development and management

Responsibility for the existing financial plan model will be assigned to the budget development project lead. The five-year and long-term financial plans will continue to be produced with the model, and it will be used for guidance in budget development decision processes. Enhancements in the design of the financial plan will be under close supervision of the FP&A manager. The scope, cadence, and progress of future enhancements to that tool will be slowed by the staffing reduction. Cost of Service Analysis
This work will continue to be performed at a program area summary level. The planned development of a greater level of detailed analysis at the level of specific service sets will be put on hold due to the staffing reduction. Responsibility will reside with the FP&A manager until it can be assigned to one of the analysts. Fee Schedule Coordination
Responsibility for this process will be assigned to the budget development project lead, and each division liaison analyst will have responsibility to coordinate, provide analysis and feedback, and follow her instructions. Revenue and Expense Projection, Monitoring, and Reporting
This process, delivered on a monthly cadence, will be assigned to the budget development project lead. She will prepare a top-down analysis in the week following month-end close and coordinate responses from the division liaison analysts, with each responsible for bottom-up analysis at the division level to validate projections and initiate any gap closing or problem resolution discussions required by the team. Management of the Indirect Rate Model
Responsibility for this process will be assigned to the budget development project lead, with the

division level to validate projections and initiate any gap closing or problem resolution discussions required by the team. Management of the Indirect Rate Model

Responsibility for this process will be assigned to the budget development project lead, with the FP&A manager responsible for overseeing changes to the model. This is particularly complicated with the transition of the service area support services division being extracted from Parks & Recreation, which requires a development of a new funding model for what had been Operations & Support Division. Parks Levy Budget Management
The processes fall into three categories: intra-year quality assurance and control; budget development; and, end-of-year cash transfer and expense document reimbursement identification.
One of the division liaison analysts will be assigned responsibility for monthly revenue validation, the quality control review for the January YTD close, and the Q4 YTD fiscal year review. Responsibility to identify anomalies and recommend resolutions is included.
The budget development lead is accountable for the budget development aspect, working with the manager and division liaisons to be responsible for execution. The budget development lead is accountable for the monitoring and quality assurance, with responsibility falling to division liaison analysts, as assigned when required by the FP&A manager.
The FP&A manager is accountable for the year-end cash transfer transaction analysis and the expense document reimbursement identification, with responsibility for execution falling to him and possibly to one or more analysts on the team, to be assigned as required.
Accountability for process improvement remains with the FP&A manager. Scope of any additional development will be dictated by prioritization and team bandwidth, and those enhancements might be more limited without the Financial Planning Analyst position. Oversight of the General Fund Overhead Model
The Capital Analyst will be the responsible for monitoring of the impact of this rate and impacts on each of the funds, at least initially, with accountability at the FP&A manager. Maintenance of the MicroMain Rate Model
This is currently assigned to the division liaison for Recreation, but it had been planned to transition responsibility to the Financial Planning Analyst. It will be reassigned to the division liaison for Land Stewardship and Urban Forestry as bandwidth and training allow. These would be an ongoing limitation in the ability to expand and mature the scope of financial planning actions described in the current year's service level commitment. Some initiatives would be curtailed. Basic compliance with the BCPs for Finance would be the core goal, and would be met at the threshold level with the realignment envisioned in this proposal. Equity Impacts This proposal is not expected to impact equity.

Parent: Package Details · PDF: pp. 1658-1659