[{"_1":2,"_111":-5,"_112":-5},"loaderData",{"_3":4,"_26":27},"root",{"_5":6,"_17":10,"_18":19,"_20":21,"_22":10,"_23":-5,"_24":-5,"_25":10},"user",{"_7":8,"_9":10,"_11":10,"_12":-5,"_13":-5,"_14":15,"_16":-5},"roles",[],"isAuthenticated",false,"isPremium","planName","subscriptionStatus","featureFlags",{},"insightsBudget","isDevelopmentHost","userPreferences",{},"recaptchaSiteKey","6LcvOJcUAAAAAHsB-gPGfGktcRlKpH7OTIU_dMTD","isImpersonating","impersonation","affiliateStatus","isFreedomPortal","routes/v2/article/layout",{"_28":29,"_30":31},"notFound",true,"relatedArticles",[32,75,87,99],{"_33":34,"_35":36,"_37":38,"_39":40,"_41":42,"_43":44,"_45":46,"_47":48,"_49":50,"_51":52,"_53":54,"_55":56,"_57":58,"_59":60,"_61":62,"_63":64,"_65":66,"_67":68,"_69":70,"_71":68,"_72":73,"_74":73},"mediaId",6564104,"mediaKeyId","3301913-0ab0d46ae8bd5edf5f94e66d9e21b677","parentId",3301913,"title","Portland to centralize communications, engagement and equity functions; Civic Life and OEHR staffing reduced","audioSeconds",290,"startMs",1715000,"endMs",2005000,"viewUrl","/Search/View?dp=1&key=3301913-0ab0d46ae8bd5edf5f94e66d9e21b677&start=1715&end=2005","thumbnailUrl","https://assets.pipeline.soar.com/3301913-0ab0d46ae8bd5edf5f94e66d9e21b677/thumbnail_1715000.jpg","articleUrl","/articles/6564104/Portland/Multnomah-County/Oregon/Portland-to-centralize-communications-engagement-and-equity-functions-Civic-Life-and-OEHR-staffing-reduced","mediaUrl","https://secure.pipeline.soar.com/6564104-7d1049c7a51af5d121d23829862e5c36/orig.mp4?Expires=1770652864&Signature=H5xLw3UG8n9DYzQgK0iNHH3U8EUgJxUDDFH6RR0GywvIGe~hPFK21xZKK7uwaPU-JUEsKoqpAjswGF446sKeEJan210EUyMDQ2vxo3Oq1J9~0ONnA28i7GLZJYZer1j0CEvSl9T0kdDyYzkB0tPM6rCMi1T-DE4tYBMKxOezGNqZnRjm1nayGlAt~MCr4O-zxht-BWm11Smj5XduxbDjI-imu9iUXAEW4-1N5SpRwRkvG1ZoIN1o9giVIeOCO3AYwFq9tuK0Jc3bE~aQMwALrkUz-9oH3ZYI4hYkpZyGK1NdJiwlF4FZCasJjLLy7q0HcEICmwDIPktCx4Iy1SWoKw__&Key-Pair-Id=KUT5TJCACFTXG","author","City Council of Portland, OR","date","2025-05-14T19:46:46.047Z","article","Assistant City Administrator Annie Vonberg told council the realignment will create a unified approach to communications, engagement and equity intended to make city government more transparent and effective across service areas.

Vonberg said the central communications team would be reduced in operating budget while retaining capacity to operate core channels such as Portland.gov, social accounts and the Rose City Connection newsletter. She told council communications is on track for an implementation of the new structure and staffing model by Sept. 30.

On Civic Life, the administration met the 8% operating reduction target with a roughly $477,000 general fund reduction that includes cuts to district coalition office (DCO) operating budgets, a $176,000 small grants reduction and a near‑quarter reduction to the Diversity and Civic Leadership (DCL) program. Vonberg characterized the DCL program as long‑running with fixed funding; the administration said the cut presents an opportunity to reevaluate grant distribution and coordinate capacity building across the city’s grant programs.

The Office of Equity and Human Rights (OEHR) met the 8% cut target by eliminating two ongoing positions—one focused on ADA compliance and one in administrative services—and shifting some support duties to other staff while the city evaluates a decentralized approach to ADA compliance. Jeff Selby, interim director of OEHR, said a limited‑term LGBTQIA+ analyst position is expiring at the end of the fiscal year: “The, LGBTQIA 2 s plus analyst position is ending because it is limited term position that expires at the end of this month or at the end of the fiscal year.” He told council the loss of that capacity will be felt by community members and staff given the small size of the policy team.

Vonberg described three work areas—communications, engagement and equity—identified by the charter reform process as key to delivering more accessible government, and said the final system and structure will look different from current configurations.

Councilors asked for job classifications for newly proposed chief officers and whether some officers would remain under the city administrator or move into city operations; Vonberg said the equity and engagement officer roles would be director‑level positions and that detailed job descriptions and classification information would be provided to council.

Why it matters: Centralizing communications, engagement and equity functions could change how communities interact with city government and how grant programs are administered. Cuts to grant programs and analyst positions may reduce capacity for outreach and policy work unless council restores funds via amendments.","mediaType","Video","parentTitle","Portland City Council Work Session-Approved Budget 05/14/25","oneSentenceSummary","Assistant City Administrator Annie Vonberg told council the realignment will create a unified approach to communications, engagement and equity intended to make city government more transparent and effective across service areas.","taxTitle","Portland, Multnomah County, Oregon","taxId",2765,"location","headline","","shortSummary",{"_33":76,"_35":36,"_37":38,"_39":77,"_41":78,"_43":79,"_45":80,"_47":81,"_49":82,"_51":83,"_53":84,"_55":56,"_57":58,"_59":85,"_61":62,"_63":64,"_65":86,"_67":68,"_69":70,"_71":68,"_72":73,"_74":73},6564109,"Portland Solutions budget holds shelter spending, plans outreach expansion; two temporary sites slated for decommissioning",499,1364000,1863000,"/Search/View?dp=1&key=3301913-0ab0d46ae8bd5edf5f94e66d9e21b677&start=1364&end=1863","https://assets.pipeline.soar.com/3301913-0ab0d46ae8bd5edf5f94e66d9e21b677/thumbnail_1364000.jpg","/articles/6564109/Portland/Multnomah-County/Oregon/Portland-Solutions-budget-holds-shelter-spending-plans-outreach-expansion-two-temporary-sites-slated-for-decommissioning","https://secure.pipeline.soar.com/6564109-2dc466bb2ba2131235f88bab95466192/orig.mp4?Expires=1770652864&Signature=owAu0~MlaIOQDhsMo44tBuKbWU9q8O3TbN5MqjPF6AVe1HBcCDIyh~hkNiCLFiqv9~YB3ADcqbwjJajZKTsTgxSkPicNNIadbx6iSh7J~wyqqQVnfT9X~i2LnLrbiI6gvGQV4-hcSANSzT0EBt7EUOdVlzcEKjPNSvdmPkjjLgkW2GKefMqSyvcpdG3cJV7n4cy~jtuhtHt70IGkt84wNYVAGI4a3qCR54~FcuUIP-yblJF74524Lze~iIlBnqAN8jrqN0iwMwGJKw7i-lF-brd5U7wcf-AmbsdjmkOLZdwe7u1Vgdml2Zazb6BlKrSv~n-QSAqOyiSPbSU5kFo3jQ__&Key-Pair-Id=KUT5TJCACFTXG","Assistant City Administrator Annie Vonberg said Portland Solutions is the largest and most complex element of the city administrator’s budget and that much of the proposed shelter spending is funded with one‑time or non‑city resources.

“First, a substantial part of the alternative shelter program and the overnight shelter program, are covered by 1 time funds and non city resources,” Vonberg said. She told council the administration anticipates requesting a roughly $4,000,000 carryover of one‑time general fund underspending in a fall budget adjustment.

Vonberg said the proposed budget includes operational changes for alternative shelters and named two sites the administration plans to decommission: Peninsula Crossing has already been decommissioned and the Sunderland RV site is not continued in the proposed budget. Portland Solutions staff said contracting for sites is being tightened as the city gains operational experience.

Council members raised the city’s intergovernmental agreement (IGA) with Multnomah County’s joint housing office. Councilor Smith said the city’s budget appears to assume expanded city‑run homeless services that may duplicate or conflict with the IGA. Jordan and other staff responded that the mayor’s proposed budget is not yet adopted and that conversations with the county are ongoing. The administration acknowledged political and fiscal stress across partners has driven some changes and said the city will continue to coordinate with county partners.

Funding and program details presented to council included:
- The administration anticipates asking to carry over about $4,000,000 in one‑time general fund underspending into the next budget year (to be requested in a fall adjustment). The carryover was described as anticipated underspending, not yet confirmed.
- The administration said it expects $9,900,000 in state funds but noted the amount had not been voted on and was not guaranteed.
- The proposed budget includes just under $1,000,000 in opioid settlement funds to support 50 recovery beds at Bybee Lakes.
- The Street Services Coordination Center (SSCC) package requests 10 additional FTE for outreach capacity, including handling 311 outreach requests, high‑impact camp outreach and alternative shelter referrals.
- The Public Environment Management Office (PEMO) budget included a package for additional sidewalk cleaning around shelters and high‑impact neighborhoods.

Skyler Barkanoff, director of Portland Solutions, told council the county’s recent cuts to a 25‑person navigation outreach team were a factor in proposing additional city outreach capacity. “The county is cutting basically a 25 person navigation outreach team that actually has worked really closely with our impact reduction program for the last few years,” Barkanoff said. He said Portland Solutions outreach staff are prepared to partner with county outreach coordination, Portland Street Response and other first responders.

Councilors pressed for details about plans for the physical sites: several said neighbors reported improvement where shelter sites had been established and asked for specific transition plans before decommissioning. Councilors also raised questions about backfilling county services with permanent city funds and the long‑term implication of adding outreach positions as county functions diminish.

Why it matters: Portland Solutions’ budget choices determine how the city funds shelter capacity, outreach and neighborhood impacts. The proposed reliance on one‑time funds, pending state funds and settlement dollars affects fiscal sustainability and the need for future council decisions.

No formal council vote was taken; councilors said they would consider amendments and budget notes in coming weeks.","Assistant City Administrator Annie Vonberg told council Portland Solutions is the largest and most complex element of the city administrator’s budget and that much of the proposed shelter spending is funded with one‑time or non‑city resources.",{"_33":88,"_35":36,"_37":38,"_39":89,"_41":90,"_43":91,"_45":92,"_47":93,"_49":94,"_51":95,"_53":96,"_55":56,"_57":58,"_59":97,"_61":62,"_63":64,"_65":98,"_67":68,"_69":70,"_71":68,"_72":73,"_74":73},6564114,"Portland targets 20% cuts across internal services; administration outlines phased realignment",882,516000,1398000,"/Search/View?dp=1&key=3301913-0ab0d46ae8bd5edf5f94e66d9e21b677&start=516&end=1398","https://assets.pipeline.soar.com/3301913-0ab0d46ae8bd5edf5f94e66d9e21b677/thumbnail_516000.jpg","/articles/6564114/Portland/Multnomah-County/Oregon/Portland-targets-20-cuts-across-internal-services-administration-outlines-phased-realignment","https://secure.pipeline.soar.com/6564114-a93bafd39986ca331e13c9d4d53eeae6/orig.mp4?Expires=1770652864&Signature=knBVPs6tpn0ouJiCK0zQnvrkNBWudTbT~t4-t2CFTIZAd-4wgEEy1KxXUzN1V0qBY3rCnO65B-7KCSbM58XlDHFz8qbZud7gKokWrsF9YwKiOM~4sVZx95a86PG~otc9OLKZPc3KlxQlwMTevrM9nROmaqsiHeH-vKgvTkbR~sNtDXCH6oHEIiuKpi2jObqOYC3R-hzbYmvW5VVO1C1qDe3ibkTQInH2KWjWBs1Dt08y7BTUXX16AzyB5BmbU9FcldCywOgzMJWNpyGittQ2wE~enTMtYPRX37IEk1tb7dVrLeUA7lGQrZHE3ug8dcOsEAhRM4-AGT6iRS1jdfyosg__&Key-Pair-Id=KUT5TJCACFTXG","City Administrator Mike Jordan told the Portland City Council on May 14 that the mayor’s proposed budget embeds a multi‑phase plan to redesign internal service delivery and seek roughly 20% savings in several enterprise service areas.

Jordan said the approach differs from standard “hack away” cuts and asks leaders to redesign business processes so services can operate at an enterprise scale. “We’re asking leaders in each of these business processes, not just to get us 20% savings from the business process, but also redesign it so it can work at an enterprise scale,” he said.

The council was shown a conceptual org chart and a timeline for phased implementation. Jordan said some changes could be implemented by the end of the first quarter of the fiscal year, the bulk by the middle of the fiscal year (around Dec. 31), and the final elements — notably human resources — in the fourth quarter. He cautioned the 20% figure is a target, not a guaranteed outcome: “I can’t guarantee you today that we will hit 20% right on the button,” Jordan said.

City staff told council the mayor’s proposed budget already includes reductions: roughly 75 positions were listed in materials the council received this week. Staff estimate the mayor’s proposed package bakes in about $9.5 million in savings for the coming fiscal year; staff noted the timing of implementation will reduce the total first‑year savings relative to the 20% target, with a fuller roll‑up expected in year two. More than half of the projected reductions are expected to fall to non‑general funds because many internal staff are funded across utilities, transportation and development programs as well as the general fund.

Jordan stressed that the review will assess total spend in each service area, not just personnel counts: “We’re not looking at just the personal services part of those budgets. We’re looking at the entire spend. So we have a lot of outside contracts in some of these service areas. We will be looking at those also.”

Technology was explicitly included in the assessments but was treated differently: Jordan said staff will look for 20% savings from some internal services but expects to recommend reinvestment of a portion of savings into consolidated enterprise technology platforms because the city currently uses many fragmented platforms. “We are going to come back to you with a significant percentage of those savings and look at reinvesting them in technology,” he said.

Next steps identified to council include ongoing inventory and current‑state assessments across business processes, staff notifications where positions may be eliminated, and a series of budget amendment discussions through the fiscal year as realignment proceeds.

Why it matters: The administration’s approach would change how internal services such as HR, communications, purchasing and technology are delivered to bureaus, could reduce vendor and contract spending, and may lead to position eliminations or reassignments. Councilors asked for more concrete metrics, implementation schedules and committee engagement as the work proceeds.","City Administrator Mike Jordan told council the mayor’s proposed budget assumes a phased redesign of internal service delivery with a 20% savings target for several enterprise functions, implementation staged across the coming fiscal year and possible reinvestment of savings into technology.",{"_33":100,"_35":36,"_37":38,"_39":101,"_41":102,"_43":103,"_45":104,"_47":105,"_49":106,"_51":107,"_53":108,"_55":56,"_57":58,"_59":109,"_61":62,"_63":64,"_65":110,"_67":68,"_69":70,"_71":68,"_72":73,"_74":73},6564101,"City operations and finance outline SAP upgrade, fleet reductions and insurance change in mayor's proposed budget",994,7295000,8289000,"/Search/View?dp=1&key=3301913-0ab0d46ae8bd5edf5f94e66d9e21b677&start=7295&end=8289","https://assets.pipeline.soar.com/3301913-0ab0d46ae8bd5edf5f94e66d9e21b677/thumbnail_7295000.jpg","/articles/6564101/Portland/Multnomah-County/Oregon/City-operations-and-finance-outline-SAP-upgrade-fleet-reductions-and-insurance-change-in-mayors-proposed-budget","https://secure.pipeline.soar.com/6564101-d0e40971e800c5aa8926a02c0ca641b4/orig.mp4?Expires=1770652864&Signature=M~CTe17fdBd4dXlkzUNlVyvawpe8jkk7KLEL8S4AntZVqWlQmeyWIVNADvEHyZRuSvIMEnmKRxRzMIIoQIdhjfb7BefYydNUPBK0KYbA7atTgxjGzNng21k4lptVCfJX3k2HerZ2-fPUr7IsLhj5aFtTHZ~luC925Aa7lSdgiSJh6NctJN3zVGfT1ARCBroRI1KIIgJex03Uz-Tk2zw1q80O4w76P4cg4or9ENDqpt7klBK0nnaqsyRkCRnsCM6QiH-VLpa447-Zygod9P29TlQPArsuYe0YwwkTPykWZvkiNWRHzHQzPVRX84EPe5JgWiaJkDfr1zvEDYIPGzTe9A__&Key-Pair-Id=KUT5TJCACFTXG","Interim Deputy City Administrator Sarah Morrissey and Deputy City Administrator/Chief Financial Officer Jonas Beery presented the city operations and budget/finance components of the mayor’s proposed budget and answered council questions about investments and reductions.

Morrissey described city operations as “the internal engine that propels the city of Portland from trucks to technology purchasing to professional development and community customer service,” and said the newly aligned city operations portfolio is budgeted at about $1.02 billion with 743 employees in the new FY25‑26 configuration. She said city asset management work is staffed currently by one employee and that the city is implementing an iterative strategy to establish governance, a decision‑making process and a long‑term funding approach; staff said quarterly updates will be provided to council.

Key items highlighted:
- SAP human capital management (HCM) upgrade: The budget includes one‑time resources for an upgrade to the city’s SAP employee central, time and payroll modules; administration said the current platform is aging and requires modernization.
- Fleet reductions: City staff identified just over 30 vehicles across 10 bureaus that were driven less than 1,000 miles per year (roughly 4% of the city fleet). Staff estimated those reductions could generate about $1.6 million to the general fund. Facilities will also shift Sears Building operations costs to Portland Solutions where appropriate.
- Asset management: The city is building a citywide asset management office with staff transfers and collaboration between facilities and the City Asset Management Group (CAMG); workshop work is slated for fall as staff develop a strategy.
- 3‑1‑1: No cuts to hours; an ad requests funding for Zendesk licenses and an additional 1.25 FTE to address rising constituent inquiries and new programs such as Cooling Portland.
- Technology: The Bureau of Technology Services (BTS) is funded via interagency rates and staff proposed an 8% reduction in the service area through a combination of contract renegotiations, license reductions and other efficiencies. Staff reported an ongoing contract with a vendor that has already produced $1.5 million in savings by adjusting cell phone plans.
- Earthquake insurance: Risk management recommended reducing the city’s excess earthquake coverage from $75 million to $60 million to find budget savings; staff said it was identified as a coverage change that could be made without “unreasonably altering risk” under a requested reduction exercise.
- Small donor elections: The small donor elections program is funded across a two‑year cycle; councilors were told the Portland Election Commission recommended a target funding level of approximately $2.2 million for full capacity. The proposed budget reduces this program by about $113,000 (8% of the program in the off‑cycle presentation) and staff said that reduction would modestly lower match capacity and temporary staffing support.

Beery said his team had modeled reductions “without limits” to see what could be trimmed without breaking core functions and then refined those options to produce the suggested package carried forward in the mayor’s proposed budget. He told council that most financial services in the proposed budget are unchanged or reduced and that the enterprise efficiency work may lead to future adjustments in service delivery and cost structures.

Councilors asked for more granular baselines and metrics (for example hiring cycle times and procurement cycle times) that staff agreed to compile; councilors also asked for additional detail on earthquake coverage, internal service fund methodologies and the composition of FPDR (Fire & Police Disability and Retirement) funding.

Why it matters: The package combines targeted investments (SAP upgrade, asset management planning, contingency for Cutter garage) with reductions and efficiency measures across internal services; several items (SAP modernization, fleet electrification and earthquake insurance) carry budgetary and operational implications for city service continuity and long‑term fiscal exposure.

Staff committed to provide follow‑up materials on procurement and technology procurement reforms, internal service fund methodology, detailed job classifications and asset management timelines.","Deputy City Administrator Sarah Morrissey and Deputy City Administrator/Chief Financial Officer Jonas Beery reviewed the city operations and budget/finance service areas, highlighting an SAP human capital management upgrade, fleet reductions that identified low‑use vehicles, asset management planning, and a proposed reduction in excess earthquake","actionData","errors"]

Article not found

Portland to centralize communications, engagement and equity functions; Civic Life and OEHR staffing reduced

Portland Solutions budget holds shelter spending, plans outreach expansion; two temporary sites slated for decommissioning

Portland targets 20% cuts across internal services; administration outlines phased realignment

City operations and finance outline SAP upgrade, fleet reductions and insurance change in mayor's proposed budget