TL;DR (generated · confidence: high)

This budget reduction proposal eliminates 1.0 FTE Coordinator III position in Portland Parks & Recreation's Contracts & Property service area, saving $185,219. The position was created to lead agreement negotiation and drafting efforts. Its elimination will restore day-to-day supervisory duties and slow process improvement initiatives. Service impacts include delayed intake processing (1 week), extended document review times (4 weeks), and halted major projects including Willamette Greenway Trail, Marine Drive Trail, and Washington Park property research. Template improvement efforts will be reduced by 50%, and the two-year agreement backlog will stall, delaying future agreement renewals.

Key points (each cites a PDF page):

Eliminates 1.0 FTE Coordinator III position (p. 1661)
Total expense reduction: $185,219 (p. 1661)
Personnel costs reduced by $178,019 (p. 1661)
Intake for new non-emergency requests will increase by approximately 1 week (p. 1661)
Template Process Improvement effort reduced by 50%, extending work completion by additional year (p. 1661)
Major research projects halted: Willamette Greenway Trail, Marine Drive Trail, Washington Park property clarifications (p. 1661)
Document review time will increase by approximately 4 weeks (p. 1661)
Two-year agreement backlog will stall or reverse trajectory, expanding renewal delays (p. 1661)

💰 $185,219 · $178,019 · $4,116 · $3,084 · $203,000 · $388,219 · 👥 1.0 FTE · 📋 Template Process Improvement · Willamette Greenway Trail · Marine Drive Trail · SmartSheet dashboard · friends agreement template · 🏛️ Portland Parks & Recreation

23,720

Source: PDF p. 1661 · raw: 1661

Breadcrumb: 7 vs › vc-dps_06-03-2025_16-20 › Package Details › 23,720

23,720 - Contracts & Property 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 Reduce staffing levels by eliminating of 1.0 FTE Coordinator III position. The creation of this position External Materials and Services ($4,116) was intended to create a ‘lead’ function that would both increase agreement negotiation and drafting Internal Materials and Services ($3,084) capacity as well as relieve the supervisor of many day-to-day responsibilities, freeing that role to address long-standing process changes. This would restore those day-to-day supervisory functions, Personnel ($178,019) slowing the pace of process change. It would also reduce the capacity of agreement negotiation and ($185,219) drafting. Revenue Recommended Total Service Impacts Charges for Services $203,000

Intake for new non-emergency requests will increase by approximately 1 week (currently at 1-2 days). General Fund Discretionary ($388,219)
Time to assign and begin new non-emergency work will increase by approximately 3 weeks. ($185,219)
Time to process and send approval emails will increase by approximately 1 week.
Document review time will increase by approximately 4 weeks.
Response time to non-emergency parks.propertygroup emails will increase by approximately 3-5 days (currently 24 hr.).
The Template Process Improvement effort will be reduced by 50%, decreasing the number of template types completed in 25/26 and increasing the work completion by an additional year.
All non-essential process improvement efforts (work instructions, PRMS coordination, etc.) will be paused.
Major research projects including the Willamette Greenway Trail, Marine Drive Trail, a joint PP&R/ PWB property ownership clarifications at Washington Park, and PBOT/PP&R center median roles and responsibilities will be halted or not started, subject to review and reprioritization of ongoing workload.
SmartSheet dashboard items will be reduced to streamline data update effort time and ensure essential items are still accurate; overall reduction in visibility into program and workload management.
Halt work on new friends agreement template with Land Stewardship, resulting in an inability for friends group agreements to move forward in C&P.
Discontinue support for new non-property agreement requests (i.e. contracts where Rec or other divisions have legacy arrangements that require new agreements to comply with City Policies).
Two-year agreement backlog forward progress will stall or reverse in trajectory, creating delays for the renewal of expiring agreements in out years that will expand over time.
Future process improvement work instructions and template efforts are?delayed, resulting in a significant reduction in productivity.
Portfolio transparency, reporting, and research projects are?delayed or placed on hold, resulting in time-consuming property ownership issues, violations, and regional partnerships to be further stressed. Equity Impacts Delays or unavailability in agreement negotiating, drafting, and approval will affect community partners advancing equity through their services.

Parent: Package Details · PDF: p. 1661