omf all - portland.gov · omf’s business operations division created four new performance...

An Equal Opportunity Employer To help ensure equal access to programs, services and activities, the Office of Management & Finance will reasonably modify

policies/procedures and provide auxiliary aids/services to persons with disabilities upon request.

September 9, 2020

TO: Jessica Kinard, City Budget Office

FR: Tom Rinehart, Chief Administrative Officer

CC: OMF Leadership Team

RE: OMF FY 2020-21 Fall Budget Monitoring Process Submission

Attached, please find the Office of Management and Finance’s submission for the FY 2020-21 Fall Budget Monitoring Process Report.

If you have any questions about the submission, please contact Aaron Beck or Aaron Rivera in OMF Business Operations. Thank you for your review and consideration of OMF’s Fall BMP submission.

Office of Management and Finance (OMF) FY 2020-21 Fall BMP

Table of Contents

OMF All ……………………………………………………..1

Bureau of Human Resources…………………………….51

Bureau of Revenue and Financial Services…………….66

Bureau of Technology Services………………………….114

Office of the CAO………………………………………….157

OMF All

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An Equal Opportunity EmployerTo help ensure equal access to programs, services and activities, the Office of Management & Finance will reasonably modify

policies/procedures and provide auxiliary aids/services to persons with disabilities upon request.

September 9, 2020

To: Mayor Ted WheelerCommissioner Chloe EudalyCommissioner Amanda FritzCommissioner Jo Ann Hardesty

From: Tom Rinehart, Chief Administrative Officer

Subject: Target adjustments for additional tenants in the Portland Building

The purpose of this memo is to request FY 2021 22 target adjustments for three General Fund bureausresulting from completing the Portland Building reconstruction and Fourth and Montgomeryconstruction projects.

The first is for Civic Life and 311. When the Portland Building reconstruction project was being plannedspace on the 1st floor of the building was set aside for a potential daycare center.

The City decided not to pursue a center in this space and OMF has worked to relocate Civic Life and 311into this space. This frees up space in the Kelly Building and City Hall for other uses, consolidates CivicLife and 311 in a single space, and reduces costs for tenants of the Downtown Office Blended Ratesprogram. As a daycare center the cost of the space was to be spread to all bureaus in the program.Now that it’s occupied by Civic Life and 311, they will pay for its costs.

Target adjustments are needed to reflect the higher costs of the space and changes in the quantity ofspace occupied by these bureaus. These adjustments are net of the savings to General Fund bureaus inDowntown Office Blended Rates program who will see lower costs as a result.

The second request is for the Bureau of Planning and Sustainability. The target adjustment theyreceived for FY 2020 21 was only for one half year for their additional space at Fourth and Montgomerysince we assumed they wouldn’t be moving in until January 2021. A target adjustment is needed tocover the full year costs of the additional space.

This request is consistent with OMF’s previous requests for target adjustments for bureaus that movedinto the Portland Building and that became part of the Downtown Office Blended Rates program.

The request also is for the General Fund to set aside money for rent for a still to be determined bureauin City Hall that would take over Civic Life’s old space. OMF plans to include a FY 2021 22 decisionpackage request for the one time costs of restacking City Hall to allow bureaus to use this space.

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Approval of these target adjustments will require the Council in the Fall BMP to direct CBO to amend theGeneral Fund five year forecast to include the financial impact. The amounts of the target adjustmentsare detailed on the attached spreadsheet.

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Impact of Civic Life and 311 consolidating in Portland Buildng and Police and Mayor's Office or City Attorney taking their old spaceFY 2021-22 target adjustments

Resources (IA's/target adjustments) FY 2021-22+Civic Life $294,602311 $46,928Police $0General Fund bureau (Mayors Office/City Attorney?) $249,372BPS $102,016All tenants of blended rates program except Civic Life, 311, and BPS

General Fund bureaus ($253,229)Other fund bureaus ($515,271)

Total ($75,582) Equal to vacating Kelly Building

Requirements Kelly Building costs Police absorb ($75,582)

Total ($75,582)

General Fund impact $439,689

Q:\Facilities - New\Budget\BuMP\FY 2020-21\Fall BMP\Civic Life & Police space changes

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TO: Mayor Ted Wheeler Commissioner Chloe Eudaly Commissioner-elect Dan Ryan Commissioner Amanda Fritz Commissioner Jo Ann Hardesty

FROM: Tom Rinehart, Chief Administrative Officer (CAO) cc: Michelle Kirby, Chief Financial Officer

Carmen Merlo, Deputy Chief Administrative Officer

DATE: September 9, 2020

SUBJECT: Request to Adjust FY 2021-22 CAL Targets for Community Opportunities and Enhancements Program (COEP)

I have asked staff to finalize and file the COEP Program ordinance in time to be considered before the FY 2020 Fall BuMP is adopted, and to enter a placeholder Fall BuMP decision package based upon the proposed code and rule on behalf of bureaus that may result in an impact to the General Fund.

This request is to increase the FY 2021-22 CAL Targets on behalf of Parks and PBOT by $99,132 and $173,345 respectively for the proposed ongoing General Fund impact of the COEP Program, and allowance for Internal Service providers to incorporate COEP charges into rates. This request should be an accompaniment to the COEP ordinance expected to be heard in October, and subject to changes adopted by Council.

As currently proposed, the administrative rule would assess the 1% COEP fee using two methodologies:

1. A 1% charged based upon actual construction contracts executed, at the time they are executed,for one cohort of City bureaus primarily funded by rates and fees.

2. A target in CAL for a second cohort of City bureaus that are not primarily funded by ratepayers,either internal or external.

Staff have received much feedback regarding the 1% assessment on construction activity that would fund COEP, and have designed a dual methodology strategy and additional programmatic structures considerate of the allowability of fees assessed and contrasting objectives to establish charges proportionate to envisioned construction activity, as well as create a stable and predictable assessment for the purposes of planning and fund availability. The currently proposed methodology brings the question to Council and represents what I believe to be the most reasonable reconciliation of these issues. I believe the proposed approach is the best path forward to implement the COEP program and achieve the intended outcomes.

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If you have questions or comments about the funding proposal, my team would be happy to sit down and discuss them further.

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Office of Management & Finance Run Date: 9/8/20

Prior Year Performance Reporting Run Time: 6:43:52 PM

Key Performance Measures Measure TypeName

FY 2017-18Actuals

FY 2018-19Actuals

FY 2019-20Target

FY 2019-20Actuals

FY 2020-21Target

StrategicTarget Details

MF_0033 Citys unlimited tax General Obligationbond rating (1=Aaa) OUTCOME 1 1 1 1 1 1

The Debt ManagementDivision has continuedmanage City financingsto meet rating agencyexpectations of an Aaa-rated issuer.

Bureau Performance Narrative

Office of Management and Finance - Prior Year Performance Report

New Performance Measures

During FY 2019-20, the Office of Management and Finance made significant changes across its portfolio of performance measures. The Division of Asset Management (DAM) created threenew metrics: average cost per mile driven, cumulative change in total carbon emissions and average fleet availability percentage. These new metrics promote the division’s response to climateaction, cost effectiveness, and service availability.

OMF’s Business Operations division created four new performance measures, which assess the division’s workload and efficiency related to overseeing OMF’s budget and providingadministrative services. The Bureau of Technology Services also created metrics to analyze printing costs and workload of its administrative services team.

The Bureau of Human Resources created three new metrics to assess Citywide training compliance and equitable outcomes. Measures include completion rate of the City’s forthcomingleadership training for managers and supervisors, percentage of employees who self-identify as having a disability, and percentage of employees who self-identify as a veteran. BHR’s newmetrics are in alignment with the City’s recently adopted core values. The forthcoming leadership training will infuse anti-racism and fiscal responsibility components throughout the curriculum.

OMF’s Integrated Security Program began measuring employee awareness of security procedures and protocols and the Spectator Venues Program created a metric to assess percentage ofprofessional services consultant contracts awarded to Oregon certified COBID firms.

Notable Key Performance Measure Updates

The Bureau of Human resources exceeded its FY 2019-20 target to complete a recruitment, from posting to making a job offer, within 100 days. BHR reported an average of 82 days in FY2019-20.

Procurement Services experienced a decrease in the cycle time for construction invitation to bid, goods and services invitation to bid, and construction requests for proposals. Cycle-timeimprovements are a result of additional staff joining the organization.

Most notably, Procurement Services experienced a significant spike in the percentage of all subcontracting dollars awarded to disadvantaged, minority-owned, women-owned, and emergingsmall business (DMWESBs) for construction and professional services contracts. Procurement Services’ target for subcontracting dollars awarded to DMWESBs was 30%; however,Procurement Services reported a FY 2019-20 value of 55%. The spike was a result of the City’s numerous high-profile projects with large proportions of DMWESB subcontractors. Notableprojects include the Bull Run Filtration Project, Sullivan’s Crossing, Leach Botanical development, North Rivergate Crossing, and Taggart Outfall repair.

The Revenue Division reported a FY 2019-20 tax gap of $11.31 million – which exceeded the FY 2019-20 target by $1.62 million. A tax gap is defined as the difference between estimated taxesowed and total taxes collected. The increased tax gap can be credited to impacts of COVID-19 and the deferred tax filing deadline. Implementation of the new integrated tax system is expectedto lower the tax gap in FY 2020-21.

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MF_0041Business License Tax Gap estimateddifference between business taxespaid/owed (in millions)

EFFICIENCY $8.55 $8.70 $10.00 $11.31 $9.74 $4.50

Revenue deferred filingdeadlines for three-months due to theCOVID-19 pandemic,which likely contributedto an increase in taxgap.

MF_1140 Percentage availability of networkexcluding scheduled maintenance OUTPUT 100.00% 99.98% 100.00% 99.99% 99.96% 99.96%

While there were nocomplete Citywidenetwork outages,several larger siteswere affected by switchfailures and there werea small number of siteoutages caused byfailed upgrades.

MF_1170

Percentage of all subcontract dollarsawarded to Disadvantaged, Minority,Women, and Emerging SmallBusinesses subs for construction andprofessional services contracts

OUTCOME 51% 68% 30% 55% 32% 30%

The SubcontractorEquity Program hassubstantially exceededtargets over the pastthree fiscal years. Highprofile projects with highproportions ofDMWESBsubcontractors includeBull Run FiltrationProject Management;Sullivan’s Crossing CM/GC; Leach BotanicalDevelopment; NorthRivergate Crossing; andTaggart Outfall.

MF_1178Percentage of focused outreachprogram participants on an eligible listwho are hired

OUTCOME 30% 40% 35% 20% 40% 50%

In FY 2019-20, thepercentage of FocusedOutreach Programparticipants on aneligible list who werehired was 20% (77eligible lists with 15hires). COVID-19significantly impactedhiring volume, includingseasonal hires.

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MF_1186 Change in the cost of general liabilityclaims over the prior four-year average EFFICIENCY -51% -45% 7% -22% 6% 0

The decrease in FY2019-20’s actual is theresult of an overalldecrease in reportedGeneral Liability claimsincoming to the City.Additionally, claimssettlements over thepast fiscal year havebeen stable.

MF_1192Number of CAFR review auditdeficiency comments from externalauditors

OUTCOME 0 0 0 0 0 0There were no materialaudit deficiencies notedin the audit report.

MF_1195 Help Desk satisfaction rating (scale 1to 5) OUTCOME 4.91 4.86 5.00 4.89 4.75 4.75

2369 total surveysanswered for Help DeskCourtesy: 4.93Knowledge: 4.91Timeliness: 4.85Quality: 4.91Overall: 4.88

MF_1214 Average time to complete recruitment EFFICIENCY 96 94 100 82 73 85

Time of completerecruitment is the lengthof time between thedate a requisition isreceived by BHR to thedate a verbal offer isextended.

MF_1215 Cycle-time for construction invitation tobid process OUTCOME N/A 101 160 85 101 160

The creation of theDesign & Constructionteam and additionalstaff has allowed thedivision drive downconstruction cycle timein FY 2019-20.

MF_1216 Cycle-time for Goods and Servicesrequest for proposals process OUTCOME N/A 161 300 354 161 300

Two factors explain thedramatic increase incycle time. First, theGoods and Servicesteam experiencedsignificant staffvacancies throughoutthe year. Second, theGoods and Servicesteam workloadincreased by 25% in FY2018-19.

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MF_1217 Cycle-time for Goods and Servicesinvitation to bid process OUTCOME N/A 27 106 60 65 106

Cycle-time remainedwell under targets in FY2019-20.

MF_1218 Cycle-time for Design Servicesrequests OUTCOME N/A 120 240 231 120 240

Procurement met thecycle time target in FY2019-20.

MF_1219 Cycle-time for Construction request forproposals process OUTCOME N/A 31 300 183 200 300

The creation of theDesign andConstruction team andadditional staffresources has promotedthe decrease inconstruction cycle timeduring FY 2019-20.

MF_1235 Pieces of US mail processed perdistribution employee EFFICIENCY N/A 1,137,500 1,200,000 1,150,300 1,300,000 1,000,000

BTS slightly missed theFY 2019-20 target. TheFY 2020-21 actual willlikely be lesser, withfewer mailings due toCOVID-19.

MF_1239 Basic Copy Center rate per sheet EFFICIENCY 0 0 0 $.0375 $.0365

BTS was able tomaintain this target rateover the Fiscal Year.P&D will have pricepressure points due to asignificant drop in printshop (Duplicating) workas well as CopierServices.

Other Performance Measures Measure TypeName

FY 2017-18Actuals

FY 2018-19Actuals

FY 2019-20Target

FY 2019-20Actuals

FY 2020-21Target


MF_0004 Percentage of payroll checks directdeposited OUTCOME 94% 95% 100% 96% 98% 100%

MF_0020 Number of grant audit findings OUTCOME N/A 0 0 0 0 0

MF_0022 Percentage of apprenticeship hoursworked on City contracts OUTCOME 17% 21% 20% 20% 22% 20%

City constructionprojects subject to theWorkforce Training &Hiring Program havemet the program’s 20%aspirational goal for thepast two fiscal years.

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FY 2017-18Actuals

FY 2018-19Actuals

FY 2019-20Target

FY 2019-20Actuals

FY 2020-21Target


MF_0024Percentage of minority and womenhours worked on City constructioncontracts

OUTCOME 24% 34% 27% 37% 29% 27%

This indicator hastrended upward over thepast three fiscal years.Three large projects thatexceeded the program’saspirational goal are themost significantcontributors to this trend– the Portland Building,Washington ParkReservoir and 10th &Yamhill Garage.

MF_1005 Percentage of Service Requestsshipped on time OUTPUT 99.99% 99.00% 99.00% 99.90% 99.90% 100.00%

MF_1013 Percentage uptime for phone switch OUTPUT 100.00% 100.00% 100.00% 99.99% 100.00% 100.00%

The primary telephoneswitch suffered a denialof service attack thatimpacted the ability tomake and receivephone calls. In a secondincident, BTS sufferedan outage of a criticalrouting link thatintermittently preventedthe completion ofinbound calls.

MF_1016 Percentage of time radio systemoperated without failure OUTPUT 99.96% 99.99% 100.00% 100.00% 99.99% 99.99%

Goals have been met.No system wideoutages, only smallertemporary (less than afew seconds)interruptions in specificareas

MF_1019First Call Resolution: percentage ofproblems resolved by Help Deskwithout escalation to field staff

OUTCOME 69.50% 73.40% 100.00% 74.60% 80.00% 80.00%

Tickets created byHelpDesk (zemail,admins, hd1, etc.): 19,271

Tickets resolved byHelpDesk on the sameday as the ticket’screation: 14,379

Same day resolution byHD: 14,379/19,271 =74.6%

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FY 2017-18Actuals

FY 2018-19Actuals

FY 2019-20Target

FY 2019-20Actuals

FY 2020-21Target


MF_1025 Percentage Internet availability OUTPUT 100.00% 99.90% 100.00% 99.88% 99.99% 99.99%

One of our two internetproviders had threecomplete outages andtwo partial outages –most of which requiredmanual intervention.Additionally, we saw afocused distributeddenial of service attackoccur over several daysin July 2020.

MF_1077 Investment portfolio yield - % ofbenchmark OUTCOME 82% 89% 90% 335% 100% 100%

The City’s investmentportfolio performancebenchmark (BAML 0-3Yr. UST / G1QA Yield)reflects real-time marketyields. The City’s actualportfolio yield normallylags changes to thebenchmark. Assecurities in the City’sportfolio mature,proceeds are re-invested in higher orlower yielding securities,and the portfolio yieldwill adjust over time.Due to this normal lag,the portfolio mayunderperform oroverperform its statedbenchmark. In FY2019-20, the City’sportfolio yield wassignificantly higher thanthe benchmark ratebecause of the factorsoutlined above and theunprecedented shift inmarket rates related tothe COVID-19 crisis.This occurrence is notlikely to repeat.

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FY 2017-18Actuals

FY 2018-19Actuals

FY 2019-20Target

FY 2019-20Actuals

FY 2020-21Target


MF_1083 Customer service satisfaction ratingnumber (scale 1 to 5) OUTCOME 2.70 2.78 3.00 0 3.00 N/A

The most recentCustomer SatisfactionSurvey lasted from May16, 2019 through June7, 2019 and reported asFY 2018-19 actuals.There was no survey inFY 2019-20 due to theCOVID-19 pandemic.Although, BTS didcomplete two actionitems from our planincluding creation of afive-year roadmap –reviewed and approvedby the TechnologyExecutive SteeringCommittee, and havemoved forward on ourstrategic initiative –Suite on HANA, whichprovides the foundationto increase SAPcapabilities andusability.

MF_1115Percentage of customers rating projectmanagement service provided asexcellent

OUTCOME N/A 100% 100% 100% 75% 75%

Goal was met. Forprojects that werecompleted during thefiscal year, customersrated their experienceas “excellent.”

MF_1118 Number of days elapsed from orderinga new desktop PC to installation OUTPUT 4 4 4 4 4 3

FY 2019-20 actuals metyear end targets. Withthe COVID-19pandemic, BTS mayexperience longerdelays in FY 2020-21and could delay meetingthe TechnologyPurchasing & CellularServices team’s FY2021-2022 strategictarget.

MF_1122Percentage of diverse (protectedclass) applicants per fiscal year -female

OUTCOME 44% 40% 50% 41% 43% 100%

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FY 2017-18Actuals

FY 2018-19Actuals

FY 2019-20Target

FY 2019-20Actuals

FY 2020-21Target


MF_1123Percentage of diverse (protectedclass) applicants per fiscal year -minority

OUTCOME 32% 33% 35% 34% 34% 100%

MF_1141 Percentage of calls answered within20 seconds EFFICIENCY 80.10% 70.20% 100.00% 77.90% 80.00% 80.00%

Calls answered after 20seconds: 3,764

Calls answered in 20seconds or less: 13,270

Percentage of callsanswered within 20seconds: 13,270/(13,270 + 3,764) =77.9%

MF_1147 Mobile Report Entry (MRE) availability(excluding scheduled maintenance) OUTPUT 100.0% 100.0% 100.0% 100.0% 100.0% 100%

Goals have been met.System has been upmeeting and exceedingtargets.

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FY 2017-18Actuals

FY 2018-19Actuals

FY 2019-20Target

FY 2019-20Actuals

FY 2020-21Target


MF_1152Percentage of computers(workstations and servers) able toaccept security patching

OUTPUT 99% 99% 100% 99% 99% 99%

Server and endpoint(workstations,smartphones, laptops)patching is the singlemost effectiveinformation securitycontrol. BTS cross-teamreview of system patchstatus is an ongoingessential task, whichcould be impacted bygreatly increasedCitywide teleworking.The April-June 2020metrics do not show adecrease in patchedservers or endpoints.The 1% of devices notconfirmed for patching isdue to their off-linestatus and not due to apatching programfailure. Off-line deviceshave not connected tothe City within the past90 days. After 120 daysof off-line status,bureaus are asked tolocate and connectthese devices or toreport them as lost orstolen.

MF_1153Percentage of mission criticalproduction system availability forCayenta

OUTPUT 99.97% 99.99% 100.00% 99.98% 99.97% 99.97%

MF_1154 Percentage of mission criticalproduction system availability for SAP OUTPUT 99.98% 99.98% 100.00% 99.99% 99.96% 99.96%

MF_1155 Percentage of email availabilityexcluding scheduled maintenance OUTPUT 99.99% 99.98% 100.00% 99.98% 99.90% 99.90%

MF_1156Percentage of public safety systemavailability - Bureau of EmergencyCommunications

OUTPUT 99.99% 99.93% 100.00% 99.99% 99.99% 99.99%

MF_1157Public Safety systems availability -Police (excluding scheduledmaintenance)

OUTPUT 99.99% 99.99% 100.00% 99.99% 99.99% 99.99%

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FY 2017-18Actuals

FY 2018-19Actuals

FY 2019-20Target

FY 2019-20Actuals

FY 2020-21Target


MF_1169Number of prime contracts awarded toMinority, Women, and Emerging SmallBusinesses contractors

OUTPUT 242 168 242 192 285 277

This indicator was upslightly in FY 2019-20.While FY 2019-20 andFY 2018-19 both sawfewer contracts awardedto DMWEB firms than ineither FY 2017-18 or FY2016-17, the dollarvalue of contractsawarded to DMWESBcontractors hasdramatically increasedover that period with thelargest gains being inminority and woman-owned businesses.

MF_1174 Number of employees enrolled inhealth coaching programs WORKLOAD 612 301 838 427 315 879

MF_1177 Average number of days a SAPHelpdesk customer ticket is open EFFICIENCY 8.70 8.68 9.00 8.36 8.25 N/A

BTS’s goal for FY2019-20 was 8.50 andour actuals were 8.36.We have implementedprocesses to ensurethat we are closingtickets in a timeliermanner and properlycategorizing projectsagainst incidents.Continuedimprovements are onwithin our workplan.

MF_1180 Percentage of sedans that are electricor plug-in hybrid EFFICIENCY 44% 41% 47% 43% 50% 50%

The city has a total of354 sedans (excludingpolice & rentals). Ofthese, 151 (43%) areelectric (EV) or plug-inhybrid (PHEV). Note:Vehicle class 1020(used sedans) includes30 sport utility vehicles,trucks, and minivanswhich have also beenexcluded from the total.

MF_1187 Change in the cost of fleet liabilityclaims over the prior four years EFFICIENCY -3% -26% 4% -12% 4% 0

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FY 2017-18Actuals

FY 2018-19Actuals

FY 2019-20Target

FY 2019-20Actuals

FY 2020-21Target


MF_1190Change in the cost of workerscompensation claims over the priorfour years

EFFICIENCY -16% -32% 4% -1% 3% 0

Workers’ Compensationheld flat – resulting inlower reported claimsfor City employees andclaims managementpractices which keptoverall costs low.

MF_1193 Number of days CAFR is completedafter fiscal year end WORKLOAD 124 122 120 120 120 120 The reporting team met

the established target.

MF_1194 Cost per dollar collected by Revenuedivision (all programs) EFFICIENCY $.02 $.02 $.03 $.02 $.02 $.02

MF_1196 Percent of Accounts Payable within 30days OUTPUT 80% 83% 90% 79% 80% 90%

MF_1205Citywide Technology LeadershipRating (per customer survey, 1-5scale)

OUTCOME 3.03 3.31 3.00 0 3.40 4.00

BTS elected to notconduct a customersurvey in FY 2019-20because the traditionalsurvey timing fell duringthe COVID pandemic.BTS will assess surveypossibility later this yearand determine whetherto conduct one thatspans the 2020calendar year.

MF_1206 Portlandoregon.gov uptime percentage OUTPUT 99.99% 99.99% 100.00% 99.99% 99.99% 99.99%

FY19-20 actuals metyear-end targets despiteCOVID-19 emergency’sincreased customerload.

MF_1207 PortlandMaps.com uptime percentage OUTPUT 99.99% 99.99% 100.00% 99.99% 99.99% 99.99%

FY19-20 actuals metyear-end targets, anddelivered additional dataduring COVID-19emergency.

MF_1208 Service Requests per FTE EFFICIENCY 2,365 2,302 2,300 1,358 2,166 2,700

At the end of Quarter 3,Printing & Distributionsuffered a large drop ofService Requests. Thereduction went throughQuarter 4, historicallyP&D’s busiest period.

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FY 2017-18Actuals

FY 2018-19Actuals

FY 2019-20Target

FY 2019-20Actuals

FY 2020-21Target


MF_1211 Total number of human resourceinvestigations OUTCOME 165 109 157 66 103 98

HR investigations weredown. This is likely dueto impacts fromCOVID-19.

MF_1212 Number of days per human resourceinvestigation EFFICIENCY 54 60 51 81 57 54

MF_1213Percentage of merit eligible employeeswith a completed performance revieweach fiscal year.

OUTCOME N/A N/A 80% N/A 80% 80%

Due to the COVIDpandemic, and theresulting remote natureand reprioritization ofwork for many City staff,we did not launch theCitywideSuccessFactorsPerformance Reviewplatform this July.

MF_1220 Number of campsite reports receivedand processed WORKLOAD N/A 35,005 29,000 41,717 40,000 N/A

MF_1221 Number of campsite cleanupsperformed OUTPUT N/A 2,828 3,200 2,104 3,000 4,500

Due to public healthguidance from Centerfor Disease Control andPrevention and theMultnomah CountyHealth Department,campsite removals werelargely halted beginningin March 2020. Thedecline in FY 2019-20actuals are attributed toeffects from COVID-19.

MF_1222 Total cleanup costs EFFICIENCY N/A $2,155,030 $2,500,000 $3,424,524 $2,500,000 $1,875,000

Costs to maintain activeencampments withoutremoval is far moreexpensive as crews arerequired to go to thesame locations multipletimes per week. Whendoing full campsiteremovals, it is notnecessary for crews torevisit the same locationas often.

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FY 2017-18Actuals

FY 2018-19Actuals

FY 2019-20Target

FY 2019-20Actuals

FY 2020-21Target


MF_1223 Tons of garbage collected WORKLOAD N/A 1,954 2,000 3,275 2,000 3,500

MF_1224 HR Business Partner customersatisfaction OUTCOME N/A 4.40 4.00 N/A 4.00 4.00

HR Business Partnershad to adjust their dutiesin response to the Stateof Emergency. BHR didnot send out asatisfaction survey forFY 2019-20.

MF_1225 Change in average energy useintensity over the prior year average EFFICIENCY N/A 159.0% -100.0% -12.5% -1.0% -3%

Total energy use wasdown for OMF-ownedbuildings due to theCOVID-19 pandemicimpact for mid-March2020 through June2020.

MF_1226 Average customer demand workorderturnaround time OUTPUT N/A 27.70 30.00 23.90 22.50 10.00

Average days turns byyear for priority 1-4demand workorders, perFacilities MonthlyReport Dashboard.Facilities averaged a 24-day turnaround in FY2019-20. Attaining a22.5-day averagerepresents a 10%improvement year overyear. More aggressiveworkorder management(e.g., more timelyclosure once work iscompleted or as soon asthey have becomeprojects) is all that isneeded to achievebetter results in thisarea.

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FY 2017-18Actuals

FY 2018-19Actuals

FY 2019-20Target

FY 2019-20Actuals

FY 2020-21Target


MF_1227 Percent of on-time preventivemaintenance compliance OUTPUT N/A 53% 40% 63% 55% 80%

Percentage of on-timepreventativemaintenance completionfor OMF-ownedbuildings. Facilitiesfinished FY 2019-20 at62.8%, a significantimprovement over theprior year. This is due tooperational changes putinto place over the last18 months to prioritizepreventive maintenance.

MF_1228 Average maintenance and operationscost per square foot EFFICIENCY N/A $14.99 $14.50 $10.79 $11.50 $12.50

Average weighted bysquare footage forOMF-owned standardoffice space only policefacilities, other 24/7operations, and otherspecialty facilities. The28% drop in cost/sf(from $14.99 to $10.79)reflects the impact of theCOVID-19 pandemicwhich reducedoccupancy from mid-March through June.Note: this valueexcludes the PortlandBuilding which cameback online mid-year.The strategic targetincludes TPB. Pre-construction weightedaverage including TPBwas $11.11 for context.

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FY 2017-18Actuals

FY 2018-19Actuals

FY 2019-20Target

FY 2019-20Actuals

FY 2020-21Target


MF_1229 Percentage of construction projectscompleted on-time OUTPUT N/A 8,000% 8,000% 80% 84% 90%

Number of projectscompleted on schedule /total number of projects.Allowing for customerchange orders andamendments, and forcemajeure. StrategicTarget reflects a 2-percentage pointimprovement per year.

Significant projectscompleted include TPBreconstruction, City Hallexterior/roof/mechanical, 1900restrooms, andColumbia & Interstatefuel stations.

MF_1230 Percentage of construction projectscompleted under budget OUTPUT N/A 80% 80% 80% 84% 90%

Number of projectscompleted underbudget / total number ofprojects. Allowing forcustomer change ordersand amendments, andforce majeure. Strategictarget reflects a 2-percentage pointimprovement per year.


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FY 2017-18Actuals

FY 2018-19Actuals

FY 2019-20Target

FY 2019-20Actuals

FY 2020-21Target


MF_1231 Average occupancy rate OUTCOME N/A 75% 95% 75% 75% 98%

Rented units at periodend / total rentableunits. This metricincludes all rentablespaces under Propertyteam’s management.Union Station which is avery marketableproperty due to locationand lack of amenitiesand currently has 23vacancies (out of rentroll of 104). Until thatchanges, Facilities doesnot expect significantimprovement in thismetric.Justification

MF_1236Percentage of minimum SpectatorVenue & Visitor Activities Fundoperating reserved maintained

OUTCOME N/A 100.00% 100.00% 100.00% 100.00% 100.00%

MF_1237 Percentage of black and whiteimpressions of program totals OUTCOME N/A 72% 71% 69% 71% 70%

The target was justmissed this Fiscal Year.Program volumes off thelast third of the year dueto employees workingfrom home.

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FY 2017-18Actuals

FY 2018-19Actuals

FY 2019-20Target

FY 2019-20Actuals

FY 2020-21Target


MF_1238 Ratio of BTS Admin Team FTE tocustomer FTE directly served WORKLOAD 0 0 0 91 0

Measures the efficiencyof the BTS internaloperations supportteam’s ability to providestreamlinedadministrative support toBTS employees at fivelocations across the city.Service provisionsinclude employeeorganizationaldevelopment andstaffing support,facilities management,time and payrollservices, personneladministration, traveland training support,annual budgetdevelopment,ergonomic services,purchasing, and generaladministrative services.

Page 17 of 20

23




FY 2017-18Actuals

FY 2018-19Actuals

FY 2019-20Target

FY 2019-20Actuals

FY 2020-21Target


MF_1240 Average cost per mile (S) EFFICIENCY 0 0 0 $.96 $.97 $1.12

Avg cost per mile(lifetime, active vehicles,fuel & maintenancecosts) was up 10% overthe prior year from$0.87/mile to $0.96/mile.This was the result ofincreased maintenancecosts and fewer milestraveled in FY20 19-20relative to the prior year.Overall costs rose by$1.5M, driven by anincrease in totalmaintenance costs(+10%, +$2.4M), whichin turn was driven by a4% increase in laborhours plus labor rateincreases to reflectinflation, and a 32%increase in commercial(outsourced) costs. Thiswas partially offset by adecrease in fuel cost(-17%, -$0.9M) due tomarket forces, whichwas attributable to an11% decrease in theaverage cost per gallon($2.87 to $2.55), a 6%reduction in fuel usageresulting from theCOVID-19 pandemic,and a 12% decrease inparts costs. The impactof the COVID-19pandemic was alsoseen in total vehiclemiles traveled, whichdecreased 5% (0.8Mmiles) year over year.

Page 18 of 20

24




FY 2017-18Actuals

FY 2018-19Actuals

FY 2019-20Target

FY 2019-20Actuals

FY 2020-21Target


MF_1241Cumulative percentage change in totalcarbon emissions from FY 2006-07levels

OUTCOME 0 0 0 -41% -41% -100%

Goal is zero emissionsby 2050. Based onpreliminary estimatefrom overall fuel usageand pending finalnumbers from BPS, totalfleet emissions wereapproximately 44%below FY06-07 levels.In prior years this waslargely driven by theswitch to domesticallysourced palm-freerenewable diesel. In FY2019-20, overall fueluse was down 8%,primarily due to theCOVID-19 pandemic.This is pendingvalidation by BPSexpected by end ofSeptember.

MF_1242 Average Fleet Availability (%) OUTPUT 0 0 0 95% 94% 98%

Despite the pandemic,recent business processand PM complianceimprovements areresulting in fewerbreakdowns andincreased availability.

MF_1243 Business Operations operationalbudget served WORKLOAD 0 0 0 $530,458,328 $456,311,063 N/A

MF_1244Business Operations budget as apercentage of OMF bureau operationalbudget served.

EFFICIENCY 0 0 0 1.1% 1.1% 1%

MF_1245 FTE served by the OMF BusinessOperations Administrative Team WORKLOAD 0 0 0 217 209 N/A

MF_1246Ratio of CAO Admin Team FTE tocustomer FTE directly served (i.e. 1:10entered as 10)

EFFICIENCY 0 0 0 50 50

Page 19 of 20

25




FY 2017-18Actuals

FY 2018-19Actuals

FY 2019-20Target

FY 2019-20Actuals

FY 2020-21Target


MF_1247 Completion rate of leadership training. OUTPUT 0 0 0 35% 75%

The leadership trainingprogram was postponeddue to COVID-19. Thepostponement providesopportunity to infuse allcore values (specificallytwo additions of anti-racism and fiscal-responsibility)throughout thecurriculum. In addition,the format is beingdeveloped tocomplement a virtualenvironment.

MF_1248 Percentage of employees who self-identify as having a disability. OUTCOME 0 0 0 4% 5%

MF_1249 Percentage of employees who selfidentify as veterans OUTCOME 0 0 0 5% 5%

MF_1251Percentage of professional servicesconsultant contracts awarded toOregon certified COBID firms

OUTCOME 0 0 0 60.00% 32.00% 0

MF__1252

Percentage of City staff with a "good"or "very good" awareness of securityprocedures.

OUTCOME 0 0 0 75.00% 0

Page 20 of 20

26

This code isa unique

identifier foreach

individualmeasure.

The first twoletters

denote thebureau data

owner ofthat

measure. This is a short name used to refer to the measure within the system when a longer title is

infeasible. It is not used for publishing purposes.

This is thepublishedtitle of the

performance measure.

Formeasures tobe graphed

in thebudget

document,include abrief title.Capitalizeeach word

exceptconjunctions (e.g. and,as, if, but).

This is abrief (1-2

sentences)description

of theoutcomes

for thisperformance measure.

Explainapparenttrends;

compare tofiscal year

and/orstrategictargets.This is

publishedon the

performance

dashboardfor all

measures,and in the

budgetdocument

for graphedmeasures.

Thisdenotes

whether ornot thismeasure

should bepublished inthe budgetdocument.

Denoteswhether or

not thismeasure

should begraphed inthe budgetdocument.

Bureaus areencouraged

to graphtheir Key

Performance Measures,at minimum

Indicatesthe desired

trend forthis

measure.

These fields can be updated in BFM-->Performance Mngmt-->PerformanceMeasure Dimension-->Attributes Tab

These fields can be updated in BFM-->Performance Mngmt-->Performance Measure Dimension-->Groups Tab. Please use the magnifying glassand select from the available options

PerformanceMeasure Cd Performance Measure Name

MeasureTitle Graph Title

GraphDescription

PublishMeasure

GraphMeasure

DesiredDirection

MF_0004 Percent of Payroll Checks Direct Deposited Percentage of p Percentage of P NA YES NO UP

MF_0020 Number of Grant Audit Findings Number of grant NA NA YES NO DOWN

MF_0022 Percent of apprenticeship hours worked on City c Percentage of a NA NA YES NO UP

MF_0024 Percent of Minority and Women Hours Worked Percentage of m Percentage of M NA YES NO UP

27


trend forthis

measure.

Thisindicates

theaccuracy

andreliability of

the data.High: data

gathered bydependableprocesses

andvalidated.Low: datagatheredwithout

dependableprocess,without

validation,or without

reliablemethod of

qualityassurance.

Thisindicates

theaccuracy

andreliability of

the data.High: data





reliablemethod of

qualityassurance.

Check thebox if thismeasure is

a KeyPerformance Measure.

Allmeasures

shouldeither beassigned"YES" or

"NO."

Thisindicateshow often

thecomponentvariables ofthe measure

arecollected(optionsinclude

transactional, weekly,monthly,

quarterly, orintermittentl

y).

Thisindicates

whether thismeasure isa workload,

output,outcome, orefficiency.

Aggregationis required

to beselected

whencreating a

newmeasure.

"1"indicatesthat themeasurecan be

summedacross all

accountingperiods. "2"

indicatesthe averageof the data

in theaccounting

periodsshould be

taken.


in thebudget

document,enter a unit

ofmeasureme

nt to bedisplayedon the Y-

axis of thegraph.

Mathematical equation

used tocalculate

themeasure.

Thisindicatesthe yearthat thebureau

expects toachieve the

strategictarget (enter

4-digityear). For

fiscal years,enter theyear in

which theFY ends.

Cite theCitywide,bureau, or

state/regionalstrategic

planreferenced

in thecreation of

thestrategictarget.

Thisdescribes

how data iscollectedfor this

measure.Include data

collectionmethods(surveyforms,printed

reports),data

sources(manual

logs, checksheets,

databases)collection

time frame,and datastoragelocation.

First andlast name ofthe personoverseeingthe programreflected by

themeasure.

Reported as"Bureau

data sourceprogram

manager"on

performance

dashboard.

Emailaddress of

Cityemployee

overseeingthe bureauprogram oroperationsreflected by

themeasure.

These fields can be updated in BFM-->Performance Mngmt-->Performance Measure Dimension-->Groups Tab. Please use the magnifying glassand select from the available options These fields can be updated in BFM-->Performance Mngmt-->Performance Measure Dimension-->Description Tab

DesiredDirection Reliability Division Datatype KPM Frequency

MeasureType Aggregation

Unit ofMeasure Formula Target Year

StrategicPlan

CollectionMethod

ProgramMgr

ProgramMgr E-Mail

UP HIGH MFHR 6 NO MONTHLY OUTCOME 1 Percentage The number of n FY 2020-2021 (blank) Results from biwTom Schneider

DOWN HIGH MFSA 0 NO ANNUAL OUTCOME 1 NA Count of numberFY 2017-18 (blank) Distributed by exSheila Craig sheila.black-crai

UP MEDIUM MFHR 6 NO MONTHLY OUTCOME 1 NA Total hours workFY 2020-21 (blank) Upload into BizT Cathleen Massie

UP MEDIUM MFRB 6 NO MONTHLY OUTCOME 1 Percent of Hourstotal hours work FY 2019-20 (blank) Upload into BizT Cathleen Massie

28

Emailaddress of

Cityemployee


themeasure.

First andlast name of

the Cityemployee

responsiblefor

collectingand

reportingthe data forthis specific

measure.Reported as

"Bureaudata sourcecontact" in

thePerformance Measure

methodology appendix.

Emailaddress of

the Cityemployee

responsiblefor

collectingand


measure.

RelevantURL, "for

more info"to directreader toprogram

webpages,press

releases,how to getinvolved,annualreport,

budget, orbureau

home page.

These fields can be updated in BFM-->Performance Mngmt-->Performance Measure Dimension-->Description Tab

ProgramMgr E-Mail

DataContact

DataContact E-

Mail URL

Rod Morales Tel (blank)

sheila.black-crai Sheila Craig sheila.black-crai https://www.portl

Cathleen Massie https://www.portl

Cathleen Massie https://www.portl

29

MF_0033 City's Bond Rating Citys unlimited t City's Unlimited The City continu YES YES UP

MF_0041 Business Income Tax Gap (millions) Business Licens Business Licens The tax gap sumYES YES DOWN

MF_1005 Percentage of Service Requests shipped on Time Percentage of S Percentage of S NA YES NO UP

MF_1013 Percent uptime for phone switch Percentage upti NA This switch relat YES NO NONE

MF_1016 Percentage of time system operated w/o failure Percentage of ti NA This performanc YES NO UP

MF_1019 First call resolution First Call Resolu NA This measure traYES NO UP

MF_1025 Internet availability percentage Percentage InterNA NA YES NO UP

MF_1077 Invest portfolio yld - % of benchmark Investment portf NA NA YES NO UP

MF_1083 Cust serv. satisfaction rating (scale 1 to 5) Customer servic NA This performanc YES NO NONE

MF_1115 % of customers rate project mgt as excellent Percentage of c NA The performanc YES NO UP

MF_1118 Elapsed days from ordering a PC to installation Number of days NA Measures the nuYES NO DOWN

MF_1122 % of Female Applicants per Recruitment Percentage of di Percentage of DiNA YES NO UP

MF_1123 % of Minority Applicants per Recruitment Percentage of di Percentage of DiNA YES NO UP

MF_1140 Network Availability (excluding scheduled mntce) Percentage availPercentage Avai This performanc YES YES UP

MF_1141 Pct of Calls Answered Within 20 Sec. Percentage of c NA Voice phone call YES NO UP

MF_1147 Mobile Report Entry (MRE) availability Mobile Report E NA The MRE reporti YES NO UP

MF_1152 % of Computers Able to Accept Sec. Patching Percentage of c NA City endpoint se YES NO NONE

MF_1153 Mission Critical Production Syst Avail- Cayenta Percentage of m NA Infrastructure plaYES NO UP

MF_1154 Mission Critical Production Syst Avail - SAP Percentage of m NA Infrastructure plaYES NO UP

MF_1155 Email Availablity (excl. scheduled maintenance) Percentage of e NA Infrastructure plaYES NO UP

MF_1156 Public Safety System Avail - BOEC Percentage of p NA Infrastructure plaYES NO UP

MF_1157 Public Safety Syst Avail - Police Public Safety sy NA Infrastructure plaYES NO UP

MF_1169 # of prime contracts awarded to MWESB contractor Number of primeNA NA YES NA UP

MF_1170 % of subcontracting dollars awarded to DMWESB sub Percentage of allPercentage of AlCity council initiaYES YES UP

MF_1174 Number of employees enrolled in health coaching Number of empl Number of plan NA YES NA UP

MF_1177 Average days an SAP helpdesk ticket is open Average numberNA This metric mea YES NO DOWN

MF_1178 Percent of focused outreach program participants Percentage of fo Percent of focus BHR is working tYES YES UP

MF_1180 Percentage of CityFleet electric sedans Percentage of s Percentage of S CityFleet exceedYES YES UP

MF_1186 Change in the cost of GL claims over prior 4 yrs Change in the c Change in the C Incurred claims YES YES DOWN

MF_1187 Change in the cost of fleet liability claims ove Change in the c NA NA YES NO DOWN

30

UP HIGH MFRB 0 YES ANNUAL OUTCOME 1 Bond Rating 1 = Aaa FY 2016-17 City Comprehen Data is collected Matthew Gierac Matthew.Gierac

DOWN MEDIUM MFRB 4 YES ANNUAL EFFICIENCY 1 $ in Millions Estimated unregiFY 2017-18 The Portland PlaField survey co Thomas LannomThomas.Lannom

UP HIGH MFTS 8 NA ANNUAL OUTPUT 1 NA # service reques FY 2018-19 (blank) Data is gathered Matthew Spituls

NONE HIGH MFTS 8 NO TRANSACT OUTPUT 1 System Perform % of uptime for NA (blank) SNMP and Ping Dan Bauer Dan.Bauer@port

UP HIGH MFTS 8 NO TRANSACT OUTPUT 1 System Perform % of available s FY 2018-19 (blank) Database-multiplDan Bauer Dan.Bauer@port

UP HIGH MFTS 8 NO MONTHLY OUTCOME 1 NA Tot. service req FY 2018-19 (blank) Data is collected Dan Bauer Dan.Bauer@port

UP HIGH MFTS 8 NO TRANSACT OUTPUT 1 NA % of uptime for FY 2018-19 (blank) SNMP and Ping Dan Bauer Dan.Bauer@port

UP HIGH MFRB 6 NO MONTHLY OUTCOME 1 NA SAP Report ZTRFY 2017-18 (blank) Use of BloomberJennifer Cooper

NONE HIGH MFTS 1 NO MONTHLY OUTCOME 1 NA Average of surv TBD (blank) Survey using theDan Bauer Dan.Bauer@port

UP MEDIUM MFTS 6 NO TRANSACT OUTCOME 1 NA (Number of resp FY 2021-22 (blank) The performanc Dan Bauer Dan.Bauer@port

DOWN HIGH MFTS 0 NO MONTHLY OUTPUT 1 NA Number of days FY 2021-22 (blank) Info is collected tDan Bauer Dan.Bauer@port

UP HIGH MFHR 6 NO MONTHLY OUTCOME 1 Percentage The number of q FY 2019-20 (blank) Applicants who Ashlie K. Grundyashlie.grundy@p

UP HIGH MFHR 6 NO MONTHLY OUTCOME 1 Percentage The number of q FY 2019-20 (blank) Applicants who Ashlie K. Grundyashlie.grundy@p

UP HIGH MFTS 8 YES MONTHLY OUTPUT 1 Percentage Outage duration FY 2016-17 2035 Comprehe Collected and re Dan Bauer Dan.Bauer@port

UP HIGH MFTS 8 NO MONTHLY EFFICIENCY 1 NA Total calls answFY 2018-19 (blank) Data is collecte Dan Bauer Dan.Bauer@port

UP MEDIUM MFTS 7 NO TRANSACT OUTPUT 1 NA Mobile Report E FY 2019-20 (blank) Reported outageDan Bauer Dan.Bauer@port

NONE HIGH MFTS 6 NO TRANSACT OUTPUT 1 NA Percentage of c FY 2019-20 (blank) Tenable/Nessus Dan Bauer Dan.Bauer@port

UP HIGH MFTS 8 NO MONTHLY OUTPUT 1 NA Percentage of m NA (blank) Incidents are repDan Bauer Dan.Bauer@port

UP HIGH MFTS 8 NO MONTHLY OUTPUT 1 NA Percentage of m NA (blank) Incidents are repDan Bauer Dan.Bauer@port

UP MEDIUM MFTS 8 NO MONTHLY OUTPUT 1 NA Percentage of e NA (blank) Incidents are repDan Bauer Dan.Bauer@port

UP HIGH MFTS 8 NO MONTHLY OUTPUT 1 NA Public Safety sy NA (blank) Incidents are repDan Bauer Dan.Bauer@port

UP HIGH MFTS 8 NO MONTHLY OUTPUT 1 NA Public Safety sy NA (blank) Incidents are repDan Bauer Dan.Bauer@port

UP MEDIUM MFRB 0 NO TRANSACT OUTPUT 1 NA toal contracts awFY 2018-19 (blank) BuySpeed and BLester Spitler Lester.Spitler@p

UP HIGH MFRB 6 YES TRANSACT OUTCOME 1 Percentage Total of all subc FY 2016-17 The Portland PlaManual entry int Lester Spitler Lester.Spitler@p

UP HIGH MFHR 0 NO ANNUAL WORKLOAD 1 NA The number of p FY 2018-19 (blank) Reporting througCathy Bless cathy.bless@por

DOWN MEDIUM MFTS 1 NO MONTHLY EFFICIENCY 1 NA Six month rpt of FY 2017-18 (blank) Cherwell ReportiDan Bauer Dan.Bauer@port

UP MEDIUM MFHR 6 YES ANNUAL OUTCOME 1 Percentage The number of r FY 2019-20 OMF 2018-2020 Track new requi Ashlie K. Grundyashlie.grundy@p

UP HIGH MFDR 6 No ANNUAL EFFICIENCY 1 Percentage Division of electr FY 2020-21 2015 Climate Ac Inventory provid Mike Roy mike.roy@portla

DOWN HIGH MFRB 6 YES ANNUAL EFFICIENCY 1 Percentage (CY incurred claiFY 2018-19 The Portland PlaData is from the Patrick Hughes Patrick.Hughes

DOWN HIGH MFRB 6 NO ANNUAL EFFICIENCY 1 NA (CY incurred claiFY 2018-19 (blank) Data is from the Patrick Hughes Patrick.Hughes

31

Matthew.Gierac Matthew Gierac Matthew.Gierac http://www.portla

Thomas.LannomTyler Wallace Tyler.wallace@phttps://www.portl

Jeff Winkler https://www.portl

Dan.Bauer@portAmy Tuttle amy.tuttle@portl (blank)




Michael Montgo https://www.portl




ashlie.grundy@pCarol Cruzan carol.cruzan@p (blank)

ashlie.grundy@pCarol Cruzan &acarol.cruzan@p (blank)

Dan.Bauer@portAmy Tuttle &am amy.tuttle@portl http://www.portla









Lester.Spitler@pPaul Stewart Paul.Stewart@p https://www.portl

Lester.Spitler@pPaul Stewart Paul.Stewart@p http://www.portla

cathy.bless@porCathy Bless &a cathy.bless@por(blank)


ashlie.grundy@pCarol Cruzan carol.cruzan@p http://www.portla

mike.roy@portla Jeff Winkler Jeff.Winkler@po http://www.portla

Patrick.Hughes Penelope LuedtkPenlope.Luedtkehttps://www.portl

Patrick.Hughes Penlope LuedtkePenlope.Luedtkehttps://www.portl

32

MF_1190 Change in the cost of workers' ccmp clms 4 yr Change in the c NA NA YES NO DOWN

MF_1192 Number of CAFR review audit deficiency comments Number of CAF Number of CAF Zero audit defici YES YES NONE

MF_1193 # of days CAFR is completed after fiscal yr end Number of days NA NA YES NO NONE

MF_1194 Cost per dollar collected by Revenue (all prgms) Cost per dollar c NA NA YES NO DOWN

MF_1195 Help Desk satisfaction rating (scale 1 to 5) Help Desk satisf Help Desk SatisfA random sampl YES YES UP

MF_1196 Percent of Accounts Payable within 30 days Percent of Acco NA NA YES NO UP

MF_1205 Citywide Technology Leadership Rating Citywide TechnoNA This performanc YES NO UP

MF_1206 Portlandoregon.gov uptime percentage Portlandoregon. NA The desired tren YES NO UP

MF_1207 PortlandMaps.com uptime percentage PortlandMaps.coNA The desired tren YES NO UP

MF_1208 Service Requests per FTE Service Request Service Request In FY 2019-20 thYES NO NONE

MF_1211 Total number of human resource investigations Total number of Total number of NA YES NO NONE

MF_1212 Number of days per human resource investigation Number of days NA NA YES NO NONE

MF_1213 Percent of merit eligible employees with a completed performance review each fiscal year Percentage of m NA NA YES NO UP

MF_1214 Average time to complete recruitment Average time to NA NA YES NO DOWN

MF_1215 Cycle-time for Construction Invitation to Bid process Cycle-time for coCycle-time for C In FY 2020-21, YES YES DOWN

MF_1216 Cycle-time for Goods and Services request for proposals process Cycle-time for G Cycle-time for G In FY 2020-21, YES YES DOWN

MF_1217 Cycle-time for Goods and Services invitation to bid process Cycle-time for G Cycle-time for G In FY 2020-21, YES YES DOWN

MF_1218 Cycle-time for Design Services request for proposals process Cycle-time for D Cycle-time for D In FY 2020-21, YES YES DOWN

MF_1219 Cycle-time for Construction request for proposals process Cycle-time for C Cycle-time for C In FY 2020-21, YES YES DOWN

MF_1220 Number of campsite reports received and processed Number of campNumber of campThe number of r YES NO NONE

MF_1221 Number of campsite cleanups performed Number of campNumber of campThe number of c YES NO UP

MF_1222 Total clean-up costs Total cleanup co Total cleanup co The cost per cle YES NO DOWN

MF_1223 Tons of garbage collected Tons of garbage Tons of garbage FY 2017-18 was YES NO NONE

MF_1224 HR Business Partner customer satisfaction HR Business Pa YES 0 0

MF_1225 Change in the average energy use intensity over the prior year average Change in avera Change in avera Energy Use Inte YES NO DOWN

MF_1226 Average customer demand work order turnaround time Average custom Average custom The average tur YES NO DOWN

MF_1227 Percent of on-time preventive maintenance compliance Percent of on-ti Percent of on-ti On-time prevent YES NO UP

MF_1228 Average maintenance and operations cost per square foot Average mainte Average mainte Average Operati YES NO NONE

MF_1229 Percentage of construction projects completed on-time Percentage of c Percentage of c This is a new pe YES 0 UP

MF_1230 Percentage of construction projects completed under budget Percentage of c Percentage of c This is a new pe YES NO UP

33

DOWN HIGH MFRB 6 NA ANNUAL EFFICIENCY 1 NA (CY incurred claiFY 2018-19 (blank) Data is from the Patrick Hughes Patrick.Hughes

NONE HIGH MFRB 0 YES ANNUAL OUTCOME 1 Count Count of numberFY 2016-17 City Comprehen Distributed by exMichelle Kirby Michelle.Kirby@

NONE HIGH MFRB 0 NO ANNUAL WORKLOAD 1 NA count # of days FY 2017-18 (blank) Using a calendarMichelle Kirby Michelle.Kirby@

DOWN HIGH MFRB 4 NO ANNUAL EFFICIENCY 1 NA Revenues Colle FY 2017-18 (blank) SAP transaction Thomas LannomThomas.Lannom

UP HIGH MFTS 1 YES MONTHLY OUTCOME 1 Satisfaction Rati Average of mont FY 2016-17 OMF 2018-2020 At closure of tick Dan Bauer Dan.Bauer@port

UP HIGH MFDR 6 NO INTERMIT OUTPUT 1 NA total paid within FY 2019-20 (blank) SAP Invoices PaCarmen Merlo

UP HIGH MFTS 1 NO ANNUAL OUTCOME 1 NA Average of surv FY 2021-22 (blank) Survey utilizing t Dan Bauer Dan.Bauer@port

UP HIGH MFTS 8 NO TRANSACT OUTPUT 1 NA Portlandoregon. FY 2018-19 (blank) Angelfish web lo Dan Bauer Dan.Bauer@port

UP HIGH MFTS 8 NO TRANSACT OUTPUT 1 NA PortlandMaps.coFY 2018-19 (blank) Angelfish web lo Dan Bauer Dan.Bauer@port

NONE HIGH MFTS 0 NA ANNUAL EFFICIENCY 1 NA # service reques FY 2018-19 (blank) Data is gathered Matthew Spituls

NONE HIGH MFHR 0 NO MONTHLY OUTCOME 1 NA Count number of2020/21 (blank) Manual tracking Ron Zito

NONE HIGH MFHR 0 NO MONTHLY EFFICIENCY 1 NA Count number of2020/21 (blank) Manual tracking Ron Zito

UP HIGH MFHR 6 NO QUARTERLY OUTCOME 1 NA Total number of 2018/19 (blank) Proposed Purch Ron Zito

DOWN HIGH MFHR 0 YES MONTHLY EFFICIENCY 1 NA count of days pe FY19 (blank) Extract data fro Ashlie K. Grundyashlie.grundy@p

DOWN HIGH MFRB 0 YES QUARTERLY OUTCOME 1

DOWN HIGH MFRB 0 YES QUARTERLY OUTCOME 1 Integer The number of c FY 2019-20 Portland Plan Self-reporting in Scott Schneider Scott.Schneider


DOWN 0 MFRB 0 YES QUARTERLY OUTCOME 1 Integer The number of c FY 2019-20 Portland Plan Self-reporting in Scott Schneider Scott.Schneider


NONE HIGH MFDR 0 NO WEEKLY WORKLOAD 1 Count of campsit TrackIT Lucas Hillier lucas.hillier@por

UP HIGH MFDR 0 NO QUARTERLY OUTPUT 1 Count of campsitFY 2020-21 Vendor Quarterl Lucas Hillier lucas.hillier@por

DOWN HIGH MFDR 3 NO QUARTERLY EFFICIENCY 1 Dollar count of t FY 2020-21 Vendor Quarterl Lucas Hillier lucas.hillier@por

NONE HIGH MFDR 0 NO MONTHLY WORKLOAD 1 Count of actual t FY 2020-21 Monthly InvoicesLucas Hillier lucas.hillier@por

0 0 MFHR 1 NO ANNUAL OUTCOME 1

DOWN HIGH MFDR 7 NO ANNUAL EFFICIENCY 1 (CY EUI-PY Avg FY 2020-21 EnergyCAP utilitiKristin Wells Kristin.wells@po

DOWN HIGH MFDR 1 NO ANNUAL OUTPUT 1 Days elapsed beFY 2023-24 Facilities Center Kristin Wells Kristin.wells@po

UP HIGH MFDR 6 NO ANNUAL OUTPUT 1 Number of preveFY 2023-24 Facilities Center Kristin Wells Kristin.wells@po

NONE HIGH MFDR 4 NO ANNUAL EFFICIENCY 1 Average weighteFY 2023-24 Facilities Center Kristin Wells Kristin.wells@po

UP MEDIUM MFDR 6 NO ANNUAL OUTPUT 1 Number of proje FY 2023-24 Smartsheets/ProKristin Wells Kristin.wells@po

UP MEDIUM MFDR 6 NO ANNUAL OUTPUT 2 Number of proje FY 2023-24 Smartsheets/ProKristin Wells Kristin.wells@po

34

Patrick.Hughes Penlope LuedtkePenlope.Luedtkehttps://www.portl

Michelle.Kirby@ Michelle Kirby Michelle.Kirby@ http://www.portla

Michelle.Kirby@ Michelle Kirby Michelle.Kirby@ (blank)

Thomas.LannomTyler Wallace Tyler.wallace@phttps://www.portl

Dan.Bauer@portAmy Tuttle amy.tuttle@portl http://www.portla

Benjamin Smith (blank)





Ron Zito (blank)

Ron Zito (blank)

Ron Zito (blank)

ashlie.grundy@pCarol Cruzan carol.cruzan@p NA

Scott.Schneider Paul Stewart Paul.Stewart@p https://procure.p




lucas.hillier@porLucas Hillier lucas.hillier@porhttps://www.portl




Kristin.wells@poJeff Winkler jeff.winkler@porthttps://www.portl






35

MF_1231 Average occupancy rate Average occupa Average occupa This is a new pe YES NO UP

MF_1235 Pieces of US mail processed per distribution employee Pieces of US maPieces of US maIn FY 2017-18 D YES 0 UP

MF_1236 Percentage of minimum Spectator Venue & Visitor Activities Fund operating reserved maintained Percentage of m This is a new pe YES 0 NA

MF_1237 Percentage of black and white impressions of program totals Percentage of bl YES 0 UPWARD

MF_1238 Ratio of BTS Admin Team FTE to customer FTE directly served Ratio of BTS Ad YES NO UP

MF_1239 Basic Copy Center Rate per sheet Basic Copy Cent FY 2019/20, P& 0 0 0

MF_1240 Average cost per mile ($) Average cost pe Average Cost P Productivity gain YES YES UP

MF_1241 Cumulative percentage change in total carbon emissions from FY 2006-07 levels Cumulative perc Cumulative chanOverall emissionYES 0 DOWN

MF_1242 Average fleet availability percentage Average Fleet A Average Fleet A Trend should be YES 0 UP

MF_1243 Business Operation's operational budget served Business OperatNA This workload m YES NO NONE

MF_1244 Business Operations budget as a percentage of OMF's operational budget served Business Operat This efficiency mYES 0 DOWN

MF_1245 FTE served by the OMF Business Operation's Admin Team FTE served by t This workload m YES 0 NONE

MF_1246 Ratio of admin team FTE to customer FTE directly served Ratio of CAO Ad This efficiency mYES 0 NONE

MF_1247 Completion rate of leadership training Completion rate The desired tren YES 0 UP

MF_1248 Percentage of employees who self-identify as having a disability Percentage of e The desired tren YES 0 UP

MF_1249 Percentage of employees who self identify as veterans Percentage of e The desired tren YES 0 UP

MF_1251 Percentage of professional services consultant contracts awarded to Oregon certified COBID firms Percentage of prPercentage of pr 0 0 0

MF__1252 % of City staff with a "good" or "very good" awareness of security procedures. Percentage of Ci YES 0 0

36

UP HIGH MFDR 6 NO ANNUAL OUTCOME 1 Rented units at FY 2023-24 Real Property T Kristin Wells Kristin.wells@po

UP HIGH MFTS 0 YES MONTHLY EFFICIENCY 1 Total mail volum NA Data is gathered Matthew Spituls matthew.spitulsk

NA HIGH MFDR 8 NO ANNUAL OUTCOME 1 Percent Divide year end FY 2019-20 FY 2019-20 Update projectio Karl Lisle, 503-8 Karl.Lisle@portl

UPWARD HIGH MFTS 6 NO ANNUAL OUTCOME 1 PERCENT OF BFY 2018-19 DATA IS GATH MATTHEW SPI MATTHEW.SPI

UP HIGH MFTS 0 NO ANNUAL WORKLOAD 0 Ratio N/A Measures total BAmy tuttle Amy.Tuttle@port

0 HIGH 0 5 YES ANNUAL EFFICIENCY 0 Total production City's Adopted B

UP HIGH MFDR 4 NO MONTHLY EFFICIENCY 2 (Total MaintenanFY 2023-24 Tableau dashbo Sam Clark

DOWN HIGH MFDR 6 NO ANNUAL OUTCOME 1 Fuel Usage by T FY 2049-50 Tableau dashbo Kyle Diesner (B

UP HIGH MFDR 6 NO MONTHLY OUTPUT 1

"Available Hours

" FY24-25 Tableau dashbo Sam Clark

NONE HIGH MFDR 3 NO ANNUAL WORKLOAD 1 OMF operations None Prior Year AdoptAaron Rivera

DOWN HIGH MFDR 7 NO ANNUAL EFFICIENCY 2 Business OperatOngoing Prior Year AdoptAaron Rivera

NONE HIGH MFDR 0 NO ANNUAL WORKLOAD 1 Count of FTE se N/A Prior Year AdoptAaron Rivera

NONE HIGH MFDR 0 NO ANNUAL EFFICIENCY 0 Admin Team FT FY 2019-20 Prior Year AdoptAaron Rivera

UP High Accuracy MFHR 6 NO QUARTERLY OUTPUT 0 Number of manaFY 2024-25 Citylearner Monique Harriso Monique.Harriso

UP HIGH MFHR 6 NO QUARTERLY OUTCOME 0 Number of empl FY 2024-25 SAP Ashlie Grundy Ashlie.Gryndy@

UP HIGH MFHR 6 NO QUARTERLY OUTCOME 0 Number of empl FY 2024-25 SAP Ashlie Grundy Ashlie.Grundy@

0 HIGH MFDR 8 0 ANNUAL OUTCOME 2 Percentage Spending on CON/A N/A Ongoing trackin Karl Lisle Karl.Lisle@portl

0 HIGH MFDR 8 0 ANNUAL OUTCOME 0 Integer # City staff respoN/A N/A By conducting a Manny Guerra Manuel.Guerra

37


matthew.spitulskMatthew Spituls matthew.spitulsk

Karl.Lisle@portl Karl Lisle, 503-8 Karl.Lisle@portl

MATTHEW.SPI MATTHEW SPI

Amy.Tuttle@portAmy Tuttla Amy.Tuttle@porthttps://www.portl

Amy Tuttle amy.tuttle@portl




Aaron Rivera

Aaron Rivera

Aaron Rivera

Aaron Rivera

Monique.Harriso Sheila Sylvester Sheila.Sylvester

Ashlie.Gryndy@ Anais Keenon Anais.Keenon@

Ashlie.Grundy@ Carol Cruzan carol.cruzan@p

Karl.Lisle@portl Karl Lisle Karl.Lisle@portl www.portland.go

Manuel.Guerra Manny Guerra Manuel.Guerra

38

These fields can be updated in BFM-->Chart ofAccounts-->Performance Measure Dimension--

>Attributes TabThese fields can be updated in BFM-->Chart of Accounts-->Performance Measure Dimension-->Groups Tab. Please use the magnifying glass

and select from the available options



GraphDescription Actv Fl

PublishMeasure

GraphMeasure

MF_0004 Percent of Payroll Checks Direct Deposited Percentage of p Percentage of P NA 1 YES NO

MF_0020 Number of Grant Audit Findings Number of grant NA NA 1 YES NO

MF_0022 Percent of apprenticeship hours worked on City c Percentage of a NA NA 1 YES NO

MF_0024 Percent of Minority and Women Hours Worked Percentage of m Percentage of M NA 1 YES NO

MF_0033 City's Bond Rating Citys unlimited t City's Unlimited The City continu 1 YES YES

MF_0041 Business Income Tax Gap (millions) Business Licens Business Licens The tax gap sum 1 YES YES

MF_1005 Percentage of Service Requests shipped on Time Percentage of S Percentage of S NA 1 YES NO

MF_1013 Percent uptime for phone switch Percentage upti NA This switch relat 1 YES NO

MF_1016 Percentage of time system operated w/o failure Percentage of ti NA This performanc 1 YES NO

MF_1019 First call resolution First Call Resolu NA This measure tra 1 YES NO

MF_1025 Internet availability percentage Percentage InterNA NA 1 YES NO

MF_1077 Invest portfolio yld - % of benchmark Investment portf NA NA 1 YES NO

MF_1083 Cust serv. satisfaction rating (scale 1 to 5) Customer servic NA This performanc 1 YES NO

MF_1115 % of customers rate project mgt as excellent Percentage of c NA The performanc 1 YES NO

MF_1118 Elapsed days from ordering a PC to installation Number of days NA Measures the nu 1 YES NO

MF_1122 % of Female Applicants per Recruitment Percentage of di Percentage of DiNA 1 YES NO

MF_1123 % of Minority Applicants per Recruitment Percentage of di Percentage of DiNA 1 YES NO

MF_1140 Network Availability (excluding scheduled mntce) Percentage availPercentage Avai This performanc 1 YES YES

MF_1141 Pct of Calls Answered Within 20 Sec. Percentage of c NA Voice phone call 1 YES NO

MF_1147 Mobile Report Entry (MRE) availability Mobile Report E NA The MRE reporti 1 YES NO

MF_1152 % of Computers Able to Accept Sec. Patching Percentage of c NA City endpoint se 1 YES NO

MF_1153 Mission Critical Production Syst Avail- Cayenta Percentage of m NA Infrastructure pla 1 YES NO

MF_1154 Mission Critical Production Syst Avail - SAP Percentage of m NA Infrastructure pla 1 YES NO

39

These fields can be updated in BFM-->Chart of Accounts-->Performance Measure Dimension-->Groups Tab. Please use the magnifying glassand select from the available options These fields can be updated in BFM-->Chart of Accounts-->Performance Measure Dimension-->Description Tab

GraphMeasure

DesiredDirection Reliability Division Datatype KPM Frequency

MeasureType Aggregation

Unit ofMeasure Formula Target Year

StrategicPlan

CollectionMethod

ProgramMgr

NO UP HIGH MFHR 6 NO MONTHLY OUTCOME 1 Percentage The number of n FY 2020-2021 (blank) Results from biwTom Schneider

NO DOWN HIGH MFSA 0 NO ANNUAL OUTCOME 1 NA Count of numberFY 2017-18 (blank) Distributed by exSheila Craig

NO UP MEDIUM MFHR 6 NO MONTHLY OUTCOME 1 NA Total hours workFY 2020-21 (blank) Upload into BizT Cathleen Massie

NO UP MEDIUM MFRB 6 NO MONTHLY OUTCOME 1 Percent of Hourstotal hours work FY 2019-20 (blank) Upload into BizT Cathleen Massie

YES UP HIGH MFRB 0 YES ANNUAL OUTCOME 1 Bond Rating 1 = Aaa FY 2016-17 City Comprehen Data is collected Matthew Gierac

YES DOWN MEDIUM MFRB 4 YES ANNUAL EFFICIENCY 1 $ in Millions Estimated unregiFY 2017-18 The Portland PlaField survey co Thomas Lannom

NO UP HIGH MFTS 8 NA ANNUAL OUTPUT 1 NA # service reques FY 2018-19 (blank) Data is gathered Matthew Spituls

NO NONE HIGH MFTS 8 NO TRANSACT OUTPUT 1 System Perform % of uptime for NA (blank) SNMP and Ping Dan Bauer

NO UP HIGH MFTS 8 NO TRANSACT OUTPUT 1 System Perform % of available s FY 2018-19 (blank) Database-multiplDan Bauer

NO UP HIGH MFTS 8 NO MONTHLY OUTCOME 1 NA Tot. service req FY 2018-19 (blank) Data is collected Dan Bauer

NO UP HIGH MFTS 8 NO TRANSACT OUTPUT 1 NA % of uptime for FY 2018-19 (blank) SNMP and Ping Dan Bauer

NO UP HIGH MFRB 6 NO MONTHLY OUTCOME 1 NA SAP Report ZTRFY 2017-18 (blank) Use of BloomberJennifer Cooper

NO NONE HIGH MFTS 1 NO MONTHLY OUTCOME 1 NA Average of surv TBD (blank) Survey using theDan Bauer

NO UP MEDIUM MFTS 6 NO TRANSACT OUTCOME 1 NA (Number of resp FY 2021-22 (blank) The performanc Dan Bauer

NO DOWN HIGH MFTS 0 NO MONTHLY OUTPUT 1 NA Number of days FY 2021-22 (blank) Info is collected tDan Bauer

NO UP HIGH MFHR 6 NO MONTHLY OUTCOME 1 Percentage The number of q FY 2019-20 (blank) Applicants who Ashlie K. Grundy

NO UP HIGH MFHR 6 NO MONTHLY OUTCOME 1 Percentage The number of q FY 2019-20 (blank) Applicants who Ashlie K. Grundy

YES UP HIGH MFTS 8 YES MONTHLY OUTPUT 1 Percentage Outage duration FY 2016-17 2035 Comprehe Collected and re Dan Bauer

NO UP HIGH MFTS 8 NO MONTHLY EFFICIENCY 1 NA Total calls answFY 2018-19 (blank) Data is collecte Dan Bauer

NO UP MEDIUM MFTS 7 NO TRANSACT OUTPUT 1 NA Mobile Report E FY 2019-20 (blank) Reported outageDan Bauer

NO NONE HIGH MFTS 6 NO TRANSACT OUTPUT 1 NA Percentage of c FY 2019-20 (blank) Tenable/Nessus Dan Bauer

NO UP HIGH MFTS 8 NO MONTHLY OUTPUT 1 NA Percentage of m NA (blank) Incidents are repDan Bauer

NO UP HIGH MFTS 8 NO MONTHLY OUTPUT 1 NA Percentage of m NA (blank) Incidents are repDan Bauer

40

These fields can be updated in BFM-->Chart of Accounts-->Performance Measure Dimension-->Description Tab

Contactyour CBOanalyst to

update thisdata


update thisdata

Update thisvalue in

Form 1800

Update thisvalue in

Form 1800

Update thisvalue in

Form 1800

ProgramMgr

ProgramMgr E-Mail

DataContact

DataContact E-

Mail URLFY 2017-18

ActualsFY 2018-19

ActualsFY 2019-20

TargetFY 2019-20

ActualsFY 2020-21

TargetStrategic

Target

Tom Schneider Rod Morales Tel (blank) 94% 95% 100% 96% 98% 100%

Sheila Craig sheila.black-crai Sheila Craig sheila.black-crai https://www.portlN/A 0 0 0 0 0

Cathleen Massie Cathleen Massie https://www.portl17% 21% 20% 20% 22% 20%

Cathleen Massie Cathleen Massie https://www.portl24% 34% 27% 37% 29% 27%

Matthew Gierac Matthew.Gierac Matthew Gierac Matthew.Gierac http://www.portla1 1 1 1 1 1

Thomas LannomThomas.LannomTyler Wallace Tyler.wallace@phttps://www.portl$8.55 $8.70 $10.00 $11.31 $9.74 $4.50

Matthew Spituls Jeff Winkler https://www.portl99.99% 99.00% 99.00% 99.90% 99.90% 100.00%

Dan Bauer Dan.Bauer@portAmy Tuttle amy.tuttle@portl (blank) 100.00% 100.00% 100.00% 99.99% 100.00% 100.00%




Jennifer Cooper Michael Montgo https://www.portl82% 89% 90% 335% 100% 100%

Dan Bauer Dan.Bauer@portAmy Tuttle amy.tuttle@portl (blank) 2.70 2.78 3.00 0 3.00 N/A

Dan Bauer Dan.Bauer@portAmy Tuttle amy.tuttle@portl (blank) N/A 100% 100% 100% 75% 75%

Dan Bauer Dan.Bauer@portAmy Tuttle amy.tuttle@portl (blank) 4 4 4 4 4 3

Ashlie K. Grundyashlie.grundy@pCarol Cruzan carol.cruzan@p (blank) 44% 40% 50% 41% 43% 100%

Ashlie K. Grundyashlie.grundy@pCarol Cruzan &acarol.cruzan@p (blank) 32% 33% 35% 34% 34% 100%

Dan Bauer Dan.Bauer@portAmy Tuttle &am amy.tuttle@portl http://www.portla100.00% 99.98% 100.00% 99.99% 99.96% 99.96%


Dan Bauer Dan.Bauer@portAmy Tuttle amy.tuttle@portl (blank) 100.0% 100.0% 100.0% 100.0% 100.0% 100%

Dan Bauer Dan.Bauer@portAmy Tuttle amy.tuttle@portl (blank) 99% 99% 100% 99% 99% 99%



41

MF_1155 Email Availablity (excl. scheduled maintenance) Percentage of e NA Infrastructure pla 1 YES NO

MF_1156 Public Safety System Avail - BOEC Percentage of p NA Infrastructure pla 1 YES NO

MF_1157 Public Safety Syst Avail - Police Public Safety sy NA Infrastructure pla 1 YES NO

MF_1169 # of prime contracts awarded to MWESB contractor Number of primeNA NA 1 YES NA

MF_1170 % of subcontracting dollars awarded to DMWESB sub Percentage of allPercentage of AlCity council initia 1 YES YES

MF_1174 Number of employees enrolled in health coaching Number of empl Number of plan NA 1 YES NA

MF_1177 Average days an SAP helpdesk ticket is open Average numberNA This metric mea 1 YES NO

MF_1178 Percent of focused outreach program participants Percentage of fo Percent of focus BHR is working t 1 YES YES

MF_1180 Percentage of CityFleet electric sedans Percentage of s Percentage of S CityFleet exceed 1 YES YES

MF_1186 Change in the cost of GL claims over prior 4 yrs Change in the c Change in the C Incurred claims 1 YES YES

MF_1187 Change in the cost of fleet liability claims ove Change in the c NA NA 1 YES NO

MF_1190 Change in the cost of workers' ccmp clms 4 yr Change in the c NA NA 1 YES NO

MF_1192 Number of CAFR review audit deficiency comments Number of CAF Number of CAF Zero audit defici 1 YES YES

MF_1193 # of days CAFR is completed after fiscal yr end Number of days NA NA 1 YES NO

MF_1194 Cost per dollar collected by Revenue (all prgms) Cost per dollar c NA NA 1 YES NO

MF_1195 Help Desk satisfaction rating (scale 1 to 5) Help Desk satisf Help Desk SatisfA random sampl 1 YES YES

MF_1196 Percent of Accounts Payable within 30 days Percent of Acco NA NA 1 YES NO

MF_1205 Citywide Technology Leadership Rating Citywide TechnoNA This performanc 1 YES NO

MF_1206 Portlandoregon.gov uptime percentage Portlandoregon. NA The desired tren 1 YES NO

MF_1207 PortlandMaps.com uptime percentage PortlandMaps.coNA The desired tren 1 YES NO

MF_1208 Service Requests per FTE Service Request Service Request In FY 2019-20 th 1 YES NO

MF_1211 Total number of human resource investigations Total number of Total number of NA 1 YES NO

MF_1212 Number of days per human resource investigation Number of days NA NA 1 YES NO

MF_1213 Percent of merit eligible employees with a completed performance review each fiscal year Percentage of m NA NA 1 YES NO

MF_1214 Average time to complete recruitment Average time to NA NA 1 YES NO

MF_1215 Cycle-time for Construction Invitation to Bid process Cycle-time for coCycle-time for C In FY 2020-21, 1 YES YES

MF_1216 Cycle-time for Goods and Services request for proposals process Cycle-time for G Cycle-time for G In FY 2020-21, 1 YES YES

MF_1217 Cycle-time for Goods and Services invitation to bid process Cycle-time for G Cycle-time for G In FY 2020-21, 1 YES YES

MF_1218 Cycle-time for Design Services request for proposals process Cycle-time for D Cycle-time for D In FY 2020-21, 1 YES YES

MF_1219 Cycle-time for Construction request for proposals process Cycle-time for C Cycle-time for C In FY 2020-21, 1 YES YES

42

NO UP MEDIUM MFTS 8 NO MONTHLY OUTPUT 1 NA Percentage of e NA (blank) Incidents are repDan Bauer

NO UP HIGH MFTS 8 NO MONTHLY OUTPUT 1 NA Public Safety sy NA (blank) Incidents are repDan Bauer

NO UP HIGH MFTS 8 NO MONTHLY OUTPUT 1 NA Public Safety sy NA (blank) Incidents are repDan Bauer

NA UP MEDIUM MFRB 0 NO TRANSACT OUTPUT 1 NA toal contracts awFY 2018-19 (blank) BuySpeed and BLester Spitler

YES UP HIGH MFRB 6 YES TRANSACT OUTCOME 1 Percentage Total of all subc FY 2016-17 The Portland PlaManual entry int Lester Spitler

NA UP HIGH MFHR 0 NO ANNUAL WORKLOAD 1 NA The number of p FY 2018-19 (blank) Reporting througCathy Bless

NO DOWN MEDIUM MFTS 1 NO MONTHLY EFFICIENCY 1 NA Six month rpt of FY 2017-18 (blank) Cherwell ReportiDan Bauer

YES UP MEDIUM MFHR 6 YES ANNUAL OUTCOME 1 Percentage The number of r FY 2019-20 OMF 2018-2020 Track new requi Ashlie K. Grundy

YES UP HIGH MFDR 6 No ANNUAL EFFICIENCY 1 Percentage Division of electr FY 2020-21 2015 Climate Ac Inventory provid Mike Roy

YES DOWN HIGH MFRB 6 YES ANNUAL EFFICIENCY 1 Percentage (CY incurred claiFY 2018-19 The Portland PlaData is from the Patrick Hughes

NO DOWN HIGH MFRB 6 NO ANNUAL EFFICIENCY 1 NA (CY incurred claiFY 2018-19 (blank) Data is from the Patrick Hughes

NO DOWN HIGH MFRB 6 NA ANNUAL EFFICIENCY 1 NA (CY incurred claiFY 2018-19 (blank) Data is from the Patrick Hughes

YES NONE HIGH MFRB 0 YES ANNUAL OUTCOME 1 Count Count of numberFY 2016-17 City Comprehen Distributed by exMichelle Kirby

NO NONE HIGH MFRB 0 NO ANNUAL WORKLOAD 1 NA count # of days FY 2017-18 (blank) Using a calendarMichelle Kirby

NO DOWN HIGH MFRB 4 NO ANNUAL EFFICIENCY 1 NA Revenues Colle FY 2017-18 (blank) SAP transaction Thomas Lannom

YES UP HIGH MFTS 1 YES MONTHLY OUTCOME 1 Satisfaction Rati Average of mont FY 2016-17 OMF 2018-2020 At closure of tick Dan Bauer

NO UP HIGH MFDR 6 NO INTERMIT OUTPUT 1 NA total paid within FY 2019-20 (blank) SAP Invoices PaCarmen Merlo

NO UP HIGH MFTS 1 NO ANNUAL OUTCOME 1 NA Average of surv FY 2021-22 (blank) Survey utilizing t Dan Bauer

NO UP HIGH MFTS 8 NO TRANSACT OUTPUT 1 NA Portlandoregon. FY 2018-19 (blank) Angelfish web lo Dan Bauer

NO UP HIGH MFTS 8 NO TRANSACT OUTPUT 1 NA PortlandMaps.coFY 2018-19 (blank) Angelfish web lo Dan Bauer

NO NONE HIGH MFTS 0 NA ANNUAL EFFICIENCY 1 NA # service reques FY 2018-19 (blank) Data is gathered Matthew Spituls

NO NONE HIGH MFHR 0 NO MONTHLY OUTCOME 1 NA Count number of2020/21 (blank) Manual tracking Ron Zito

NO NONE HIGH MFHR 0 NO MONTHLY EFFICIENCY 1 NA Count number of2020/21 (blank) Manual tracking Ron Zito

NO UP HIGH MFHR 6 NO QUARTERLY OUTCOME 1 NA Total number of 2018/19 (blank) Proposed Purch Ron Zito

NO DOWN HIGH MFHR 0 YES MONTHLY EFFICIENCY 1 NA count of days pe FY19 (blank) Extract data fro Ashlie K. Grundy

YES DOWN HIGH MFRB 0 YES QUARTERLY OUTCOME 1

YES DOWN HIGH MFRB 0 YES QUARTERLY OUTCOME 1 Integer The number of c FY 2019-20 Portland Plan Self-reporting in Scott Schneider


YES DOWN 0 MFRB 0 YES QUARTERLY OUTCOME 1 Integer The number of c FY 2019-20 Portland Plan Self-reporting in Scott Schneider


43




Lester Spitler Lester.Spitler@pPaul Stewart Paul.Stewart@p https://www.portl242 168 242 192 285 277

Lester Spitler Lester.Spitler@pPaul Stewart Paul.Stewart@p http://www.portla51% 68% 30% 55% 32% 30%

Cathy Bless cathy.bless@porCathy Bless &a cathy.bless@por(blank) 612 301 838 427 315 879

Dan Bauer Dan.Bauer@portAmy Tuttle amy.tuttle@portl (blank) 8.70 8.68 9.00 8.36 8.25 N/A

Ashlie K. Grundyashlie.grundy@pCarol Cruzan carol.cruzan@p http://www.portla30% 40% 35% 20% 40% 50%

Mike Roy mike.roy@portla Jeff Winkler Jeff.Winkler@po http://www.portla44% 41% 47% 43% 50% 50%

Patrick Hughes Patrick.Hughes Penelope LuedtkPenlope.Luedtkehttps://www.portl -51% -45% 7% -22% 6% 0

Patrick Hughes Patrick.Hughes Penlope LuedtkePenlope.Luedtkehttps://www.portl -3% -26% 4% -12% 4% 0

Patrick Hughes Patrick.Hughes Penlope LuedtkePenlope.Luedtkehttps://www.portl -16% -32% 4% -1% 3% 0

Michelle Kirby Michelle.Kirby@ Michelle Kirby Michelle.Kirby@ http://www.portla0 0 0 0 0 0

Michelle Kirby Michelle.Kirby@ Michelle Kirby Michelle.Kirby@ (blank) 124 122 120 120 120 120

Thomas LannomThomas.LannomTyler Wallace Tyler.wallace@phttps://www.portl$.02 $.02 $.03 $.02 $.02 $.02

Dan Bauer Dan.Bauer@portAmy Tuttle amy.tuttle@portl http://www.portla4.91 4.86 5.00 4.89 4.75 4.75

Carmen Merlo Benjamin Smith (blank) 80% 83% 90% 79% 80% 90%

Dan Bauer Dan.Bauer@portAmy Tuttle amy.tuttle@portl (blank) 3.03 3.31 3.00 0 3.40 4.00



Matthew Spituls Jeff Winkler https://www.portl2,365 2,302 2,300 1,358 2,166 2,700

Ron Zito Ron Zito (blank) 165 109 157 66 103 98

Ron Zito Ron Zito (blank) 54 60 51 81 57 54

Ron Zito Ron Zito (blank) N/A N/A 80% N/A 80% 80%

Ashlie K. Grundyashlie.grundy@pCarol Cruzan carol.cruzan@p NA 96 94 100 82 73 85

N/A 101 160 85 101 160

Scott Schneider Scott.Schneider Paul Stewart Paul.Stewart@p https://procure.p N/A 161 300 354 161 300




44

MF_1220 Number of campsite reports received and processed Number of campNumber of campThe number of r 1 YES NO

MF_1221 Number of campsite cleanups performed Number of campNumber of campThe number of c 1 YES NO

MF_1222 Total clean-up costs Total cleanup co Total cleanup co The cost per cle 1 YES NO

MF_1223 Tons of garbage collected Tons of garbage Tons of garbage FY 2017-18 was 1 YES NO

MF_1224 HR Business Partner customer satisfaction HR Business Pa 1 YES 0

MF_1225 Change in the average energy use intensity over the prior year average Change in avera Change in avera Energy Use Inte 1 YES NO

MF_1226 Average customer demand work order turnaround time Average custom Average custom The average tur 1 YES NO

MF_1227 Percent of on-time preventive maintenance compliance Percent of on-ti Percent of on-ti On-time prevent 1 YES NO

MF_1228 Average maintenance and operations cost per square foot Average mainte Average mainte Average Operati 1 YES NO

MF_1229 Percentage of construction projects completed on-time Percentage of c Percentage of c This is a new pe 1 YES 0

MF_1230 Percentage of construction projects completed under budget Percentage of c Percentage of c This is a new pe 1 YES NO

MF_1231 Average occupancy rate Average occupa Average occupa This is a new pe 1 YES NO

MF_1235 Pieces of US mail processed per distribution employee Pieces of US maPieces of US maIn FY 2017-18 D 1 YES 0

MF_1236 Percentage of minimum Spectator Venue & Visitor Activities Fund operating reserved maintained Percentage of m This is a new pe 1 YES 0

MF_1237 Percentage of black and white impressions of program totals Percentage of bl 1 YES 0

MF_1238 Ratio of BTS Admin Team FTE to customer FTE directly served Ratio of BTS Ad 1 YES NO

MF_1239 Basic Copy Center Rate per sheet Basic Copy Cent FY 2019/20, P& 1 0 0

MF_1240 Average cost per mile ($) Average cost pe Average Cost P Productivity gain 1 YES YES

MF_1241 Cumulative percentage change in total carbon emissions from FY 2006-07 levels Cumulative perc Cumulative chanOverall emission 1 YES 0

MF_1242 Average fleet availability percentage Average Fleet A Average Fleet A Trend should be 1 YES 0

MF_1243 Business Operation's operational budget served Business OperatNA This workload m 1 YES NO

MF_1244 Business Operations budget as a percentage of OMF's operational budget served Business Operat This efficiency m 1 YES 0

MF_1245 FTE served by the OMF Business Operation's Admin Team FTE served by t This workload m 1 YES 0

MF_1246 Ratio of admin team FTE to customer FTE directly served Ratio of CAO Ad This efficiency m 1 YES 0

MF_1247 Completion rate of leadership training Completion rate The desired tren 1 YES 0

MF_1248 Percentage of employees who self-identify as having a disability Percentage of e The desired tren 1 YES 0

MF_1249 Percentage of employees who self identify as veterans Percentage of e The desired tren 1 YES 0

MF_1251 Percentage of professional services consultant contracts awarded to Oregon certified COBID firms Percentage of prPercentage of pr 1 0 0

45

NO NONE HIGH MFDR 0 NO WEEKLY WORKLOAD 1 Count of campsit TrackIT Lucas Hillier

NO UP HIGH MFDR 0 NO QUARTERLY OUTPUT 1 Count of campsitFY 2020-21 Vendor Quarterl Lucas Hillier

NO DOWN HIGH MFDR 3 NO QUARTERLY EFFICIENCY 1 Dollar count of t FY 2020-21 Vendor Quarterl Lucas Hillier

NO NONE HIGH MFDR 0 NO MONTHLY WORKLOAD 1 Count of actual t FY 2020-21 Monthly InvoicesLucas Hillier

0 0 0 MFHR 1 NO ANNUAL OUTCOME 1

NO DOWN HIGH MFDR 7 NO ANNUAL EFFICIENCY 1 (CY EUI-PY Avg FY 2020-21 EnergyCAP utilitiKristin Wells

NO DOWN HIGH MFDR 1 NO ANNUAL OUTPUT 1 Days elapsed beFY 2023-24 Facilities Center Kristin Wells

NO UP HIGH MFDR 6 NO ANNUAL OUTPUT 1 Number of preveFY 2023-24 Facilities Center Kristin Wells

NO NONE HIGH MFDR 4 NO ANNUAL EFFICIENCY 1 Average weighteFY 2023-24 Facilities Center Kristin Wells

0 UP MEDIUM MFDR 6 NO ANNUAL OUTPUT 1 Number of proje FY 2023-24 Smartsheets/ProKristin Wells

NO UP MEDIUM MFDR 6 NO ANNUAL OUTPUT 2 Number of proje FY 2023-24 Smartsheets/ProKristin Wells

NO UP HIGH MFDR 6 NO ANNUAL OUTCOME 1 Rented units at FY 2023-24 Real Property T Kristin Wells

0 UP HIGH MFTS 0 YES MONTHLY EFFICIENCY 1 Total mail volum NA Data is gathered Matthew Spituls

0 NA HIGH MFDR 8 NO ANNUAL OUTCOME 1 Percent Divide year end FY 2019-20 FY 2019-20 Update projectio Karl Lisle, 503-8

0 UPWARD HIGH MFTS 6 NO ANNUAL OUTCOME 1 PERCENT OF BFY 2018-19 DATA IS GATH MATTHEW SPI

NO UP HIGH MFTS 0 NO ANNUAL WORKLOAD 0 Ratio N/A Measures total BAmy tuttle

0 0 HIGH 0 5 YES ANNUAL EFFICIENCY 0 Total production City's Adopted B

YES UP HIGH MFDR 4 NO MONTHLY EFFICIENCY 2 (Total MaintenanFY 2023-24 Tableau dashbo Sam Clark

0 DOWN HIGH MFDR 6 NO ANNUAL OUTCOME 1 Fuel Usage by T FY 2049-50 Tableau dashbo Kyle Diesner (B

0 UP HIGH MFDR 6 NO MONTHLY OUTPUT 1

"Available Hours

" FY24-25 Tableau dashbo Sam Clark

NO NONE HIGH MFDR 3 NO ANNUAL WORKLOAD 1 OMF operations None Prior Year AdoptAaron Rivera

0 DOWN HIGH MFDR 7 NO ANNUAL EFFICIENCY 2 Business OperatOngoing Prior Year AdoptAaron Rivera

0 NONE HIGH MFDR 0 NO ANNUAL WORKLOAD 1 Count of FTE se N/A Prior Year AdoptAaron Rivera

0 NONE HIGH MFDR 0 NO ANNUAL EFFICIENCY 0 Admin Team FT FY 2019-20 Prior Year AdoptAaron Rivera

0 UP High Accuracy MFHR 6 NO QUARTERLY OUTPUT 0 Number of manaFY 2024-25 Citylearner Monique Harriso

0 UP HIGH MFHR 6 NO QUARTERLY OUTCOME 0 Number of empl FY 2024-25 SAP Ashlie Grundy

0 UP HIGH MFHR 6 NO QUARTERLY OUTCOME 0 Number of empl FY 2024-25 SAP Ashlie Grundy

0 0 HIGH MFDR 8 0 ANNUAL OUTCOME 2 Percentage Spending on CON/A N/A Ongoing trackin Karl Lisle

46

Lucas Hillier lucas.hillier@porLucas Hillier lucas.hillier@porhttps://www.portlN/A 35,005 29,000 41,717 40,000 N/A

Lucas Hillier lucas.hillier@porLucas Hillier lucas.hillier@porhttps://www.portlN/A 2,828 3,200 2,104 3,000 4,500

Lucas Hillier lucas.hillier@porLucas Hillier lucas.hillier@porhttps://www.portlN/A $2,155,030 $2,500,000 $3,424,524 $2,500,000 $1,875,000

Lucas Hillier lucas.hillier@porLucas Hillier lucas.hillier@porhttps://www.portlN/A 1,954 2,000 3,275 2,000 3,500

N/A 4.40 4.00 N/A 4.00 4.00

Kristin Wells Kristin.wells@poJeff Winkler jeff.winkler@porthttps://www.portlN/A 159.0% -100.0% -12.5% -1.0% -3%

Kristin Wells Kristin.wells@poJeff Winkler jeff.winkler@porthttps://www.portlN/A 27.70 30.00 23.90 22.50 10.00

Kristin Wells Kristin.wells@poJeff Winkler jeff.winkler@porthttps://www.portlN/A 53% 40% 63% 55% 80%

Kristin Wells Kristin.wells@poJeff Winkler jeff.winkler@porthttps://www.portlN/A $14.99 $14.50 $10.79 $11.50 $12.50

Kristin Wells Kristin.wells@poJeff Winkler jeff.winkler@porthttps://www.portlN/A 8,000% 8,000% 80% 84% 90%



Matthew Spituls matthew.spitulskMatthew Spituls matthew.spitulsk N/A 1,137,500 1,200,000 1,150,300 1,300,000 1,000,000

Karl Lisle, 503-8 Karl.Lisle@portl Karl Lisle, 503-8 Karl.Lisle@portl N/A 100.00% 100.00% 100.00% 100.00% 100.00%

MATTHEW SPI MATTHEW.SPI MATTHEW SPI N/A 72% 71% 69% 71% 70%

Amy tuttle Amy.Tuttle@portAmy Tuttla Amy.Tuttle@porthttps://www.portl0 0 0 91 0

Amy Tuttle amy.tuttle@portl 0 0 0 $.0375 $.0365

Sam Clark Jeff Winkler https://www.portl0 0 0 $.96 $.97 $1.12

Kyle Diesner (B Jeff Winkler https://www.portl0 0 0 -41% -41% -100%

Sam Clark Jeff Winkler https://www.portl0 0 0 95% 94% 98%

Aaron Rivera Aaron Rivera 0 0 0 $530,458,328 $456,311,063 N/A

Aaron Rivera Aaron Rivera 0 0 0 1.1% 1.1% 1%

Aaron Rivera Aaron Rivera 0 0 0 217 209 N/A

Aaron Rivera Aaron Rivera 0 0 0 50 50

Monique Harriso Monique.Harriso Sheila Sylvester Sheila.Sylvester 0 0 0 35% 75%

Ashlie Grundy Ashlie.Gryndy@ Anais Keenon Anais.Keenon@ 0 0 0 4% 5%

Ashlie Grundy Ashlie.Grundy@ Carol Cruzan carol.cruzan@p 0 0 0 5% 5%

Karl Lisle Karl.Lisle@portl Karl Lisle Karl.Lisle@portl www.portland.go0 0 0 60.00% 32.00% 0

47

MF__1252 % of City staff with a "good" or "very good" awareness of security procedures. Percentage of Ci 1 YES 0

48

0 0 HIGH MFDR 8 0 ANNUAL OUTCOME 0 Integer # City staff respoN/A N/A By conducting a Manny Guerra

49

Manny Guerra Manuel.Guerra Manny Guerra Manuel.Guerra 0 0 0 75.00% 0

50

Bureau of Human Resources

51


Prior Year Performance Reporting Run Time: 8:42:50 AM


FY 2017-18Actuals

FY 2018-19Actuals

FY 2019-20Target

FY 2019-20Actuals

FY 2020-21Target


MF_1178Percentage of focused outreachprogram participants on an eligible listwho are hired

OUTCOME 30% 40% 35% 20% 40% 50%

In FY 2019-20, thepercentage of FocusedOutreach Programparticipants on aneligible list who werehired was 20% (77eligible lists with 15hires). COVID-19significantly impactedhiring volume, includingseasonal hires.

MF_1214 Average time to complete recruitment EFFICIENCY 96 94 100 82 73 85

Time of completerecruitment is the lengthof time between thedate a requisition isreceived by BHR to thedate a verbal offer isextended.


FY 2017-18Actuals

FY 2018-19Actuals

FY 2019-20Target

FY 2019-20Actuals

FY 2020-21Target


MF_0004 Percentage of payroll checks directdeposited OUTCOME 94% 95% 100% 96% 98% 100%

MF_0022 Percentage of apprenticeship hoursworked on City contracts OUTCOME 17% 21% 20% 20% 22% 20%

City constructionprojects subject to theWorkforce Training &Hiring Program havemet the program’s 20%aspirational goal for thepast two fiscal years.

MF_1122Percentage of diverse (protectedclass) applicants per fiscal year -female

OUTCOME 44% 40% 50% 41% 43% 100%

MF_1123Percentage of diverse (protectedclass) applicants per fiscal year -minority

OUTCOME 32% 33% 35% 34% 34% 100%

MF_1174 Number of employees enrolled inhealth coaching programs WORKLOAD 612 301 838 427 315 879

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52




FY 2017-18Actuals

FY 2018-19Actuals

FY 2019-20Target

FY 2019-20Actuals

FY 2020-21Target


MF_1211 Total number of human resourceinvestigations OUTCOME 165 109 157 66 103 98

HR investigations weredown. This is likely dueto impacts fromCOVID-19.

MF_1212 Number of days per human resourceinvestigation EFFICIENCY 54 60 51 81 57 54

MF_1213Percentage of merit eligible employeeswith a completed performance revieweach fiscal year.

OUTCOME N/A N/A 80% N/A 80% 80%

Due to the COVIDpandemic, and theresulting remote natureand reprioritization ofwork for many City staff,we did not launch theCitywideSuccessFactorsPerformance Reviewplatform this July.

MF_1224 HR Business Partner customersatisfaction OUTCOME N/A 4.40 4.00 N/A 4.00 4.00

HR Business Partnershad to adjust their dutiesin response to the Stateof Emergency. BHR didnot send out asatisfaction survey forFY 2019-20.

MF_1247 Completion rate of leadership training. OUTPUT 0 0 0 N/A 35% 75%

The leadership trainingprogram was postponeddue to COVID-19. Thepostponement providesopportunity to infuse allcore values (specificallytwo additions of anti-racism and fiscal-responsibility)throughout thecurriculum. In addition,the format is beingdeveloped tocomplement a virtualenvironment.

MF_1248 Percentage of employees who self-identify as having a disability. OUTCOME 0 0 0 4% 4% 5%

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53




FY 2017-18Actuals

FY 2018-19Actuals

FY 2019-20Target

FY 2019-20Actuals

FY 2020-21Target


MF_1249 Percentage of employees who selfidentify as veterans OUTCOME 0 0 0 5% 5% 5%

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54

City of Portland

F4 - BMP Amendment Report (Fall Adopted) Run Date: 9/8/20

Page 1 of 8 CBO Discussion & Recommendations Run Time: 7:47:22 PM

2020-21 FALL Requested Adj Fall Adopted Total

Contingency -145,914 0

External Materials and Services 145,914 0

Package DescriptionThis request appropriates the unspent balance from American's with Disabilities Act (ADA) funding seeded in FY 2019-20 .

As of June 30th, 2020, a total of $42,664.67 (28%) of the City of Portland’s ADA Title I Accommodation Fund has been approved forpurchasing work-related products or services to support City employees, although actual expenditures total approximately $5K. Some actualexpenditures have been partially affected by the onset of the COVID-19 pandemic. For example, two programs to bring in both interns andemployees with disabilities (Project SEARCH internships and the Access to Work program, respectively) were postponed to 2021. Inaddition, employees switching from onsite to remote workplaces have had evolving accommodation needs. Currently actual expenditures inthe fund are just under 5,000 and the Fall BuMP will request the balance of approximately $145k that fell to Health Fund contingency at FY2019-20 year end.

Service ImpactsThis request and carry forward of ADA funds enables the continued operation and service provision.

Equity ImpactsThis request support a Citywide accommodations program with centralized funding for a fair and equitable distribution of resources amongstservice seekers. Without this funding, resources may be disproportionately available and dependent upon individual bureau cash/budget, orworse, Bureaus would be required to make purchases that they simply do not have the funding to execute resulting in impactful servicetradeoffs.

CBO Analysis

MF - Office of Management & Finance DP Type ContingencyRequest Name: 10861 -Health Fund-Transfer from Health Fund Contingency to ADA Fund

55

City of Portland






Beginning Fund Balance 78,237 0

Package DescriptionThis request recognizes $78,237 from the BHR Training Fund ending fund balance in FY 2019-20 as the FY 2020-21 beginning fund balancefor the Training Fund.

Service ImpactsApproving this request will allow BHR to conduct trainings during the course of the fiscal year.

Equity ImpactsN/A

CBO Analysis

MF - Office of Management & Finance DP Type Other AdjustmentsRequest Name: 10865 -BHR Training Fund-Beginning Fund Balance

56

City of Portland




Contingency 3,012 0

Internal Materials and Services -3,012 0

Package DescriptionThis request is the Fall BMP Facilities IA reduction for the Health Fund.

Service ImpactsNA

Equity ImpactsNA

CBO Analysis

MF - Office of Management & Finance DP Type ContingencyRequest Name: 10935 -Health Fund Space Rent Reduction

57

City of Portland




Personnel 87,689 0


General Fund Discretionary 87,689 0

Package DescriptionThis request is a technical adjustment to true-up the furloughs taken in the prior budget year with the estimate for furloughs in the currentbudget year.

Service ImpactsNA

Equity ImpactsNA

CBO Analysis

MF - Office of Management & Finance DP Type Encumbrance CarryoverRequest Name: 10938 -FY 2019-20 GF Furlough Savings True-Up

58

City of Portland




Internal Materials and Services -10,779 0


General Fund Discretionary -10,779 0

Package DescriptionMid-year reduction for Facilities rent savings. The savings will be returned to the General Fund.

Service ImpactsNA

Equity ImpactsNA

CBO Analysis

MF - Office of Management & Finance DP Type Mid-Year ReductionRequest Name: 10963 -OMF GF-Rent Savings

59

City of Portland




Beginning Fund Balance 0 0

Package DescriptionBudgeted beginning balancer for the Health Insurance Fund (fund 700) was inadvertently loaded in the wrong fund center.

Service Impacts

Equity Impacts

CBO Analysis

MF - Office of Management & Finance DP Type Technical AdjustmentsRequest Name: 10977 -Fund Balance Correction (fund 700)

60

City of Portland





Personnel 205,823 0


General Fund Discretionary 399,156 0

Package DescriptionThis request seeks one-time funding to maintain City compliance with The Pay Equity Act of 2017. Although ongoing requests are notallowed during the BuMP, the ongoing obligations resulting from passage of this request are discussed herein and are expected to be FY2021-22 ongoing budget requests.

This request includes one temporary appointment to build the job architecture framework, one Administrative Specialist I to support programoperations, one Human Resource Analyst II (Compensation Analyst) to specialize in Pay Equity and compensation, and the one-time cost oftechnology and contract services. The implementation of a strong pay equity program mitigates legal risks, enhances employee morale andimpacts recruitment and retention.

This request is to ensure the City of Portland remains compliant with The Oregon Equal Pay Act of 2017. The legislation dramaticallyexpands protections against pay inequalities and is required by the State of Oregon. While the City Attorney’s Office and BHR worked toimplement pay equity timely, to ensure risk to the City was mitigated, the ongoing requirements to measure, evaluate and track compliance,are currently being completed within BHR, current staffing and work requirements do not allow for the additional work required to establish asustainable process moving forward. BHR requests to secure an outside consultant to audit the work done within Class Comp and to developan ongoing tool to be utilized by Bureau’s to identify equitable pay when hiring. This would allow bureaus to input all necessary positioninformation to determine appropriate compensation for newly hired/promoted employees consistent with all City employees doing similarwork. The $180,000 request for technology and contract services will fund the Salary Predictive Tool, Equal Pay Act software. This Act alsorequires organizations to re-run its reporting every 3 years. To ensure we are prepared, it is imperative to have the resources now to developthe necessary steps. Ongoing costs to support this solution are currently expected to be $45,000 per year and will be included in a requestduring development of the FY 2021-22 budget.

In addition, maintaining compliance with The Oregon Equal Pay Act of 2017 and providing timely and consistent support requires additionalongoing staffing. The Human Resources Analyst II (Compensation Analyst) will manage the City’s pay equity practices, conductcompensation market analyses, and maintain the compensation plans. The Administrative Specialist I will support the Class Comp team withtracking P4s, developing reports, responding to customer inquiries, and supporting the team’s administrative functions. Adding this positionwill allow for greater efficiency and alignment of team responsibilities. The HRAII and ASI are expected to be in an ongoing request duringdevelopment of the FY 2021-22 budget, and cost approximately $280,000 depending on FY 2021-22 salary assumptions.

Service ImpactsBHR finished the non-represented classification compensation study two weeks before pay equity was implemented on January 1, 2019.This simultaneous change significantly impacted the complexity of both. As part of the non-rep study, employees were given an opportunityto appeal position decisions. This process resulted in over 200 requests, which Class/Comp comprehensively managed. Employees whosepositions were changed as a result of that appeal will require additional auditing to confirm their current salary is measured equitably withothers doing similar work. To measure similar work, Class Comp has worked consistently to develop position “families” the consultant canuse to develop the tools, and auditing capabilities moving forward. Class Comp has no additional internal resources available to do the workthe consultant would do. Additionally, having ongoing tools developed by a consultant will ensure best practices are used to mitigate futurerisk. If no funding is provided, there is future risk to the City as internally developed tools will take substantially more time.

Equity ImpactsThe legislation is important to ensure employers provide equitable pay and is an important way the City can create an equitable and inclusiveworkforce. Additionally, The Equal Pay Act greatly broadens the number of protected classes beyond gender; which now includes race,color, religion, sex, sexual orientation (LGBT or perception of), national origin, marital status, veteran status, disability and age.

CBO Analysis

MF - Office of Management & Finance DP Type New GF RequestRequest Name: 11012 -BHR - Consistent Pay Equity Practices and Tools

61

City of Portland



Position Detail

Job Class - Name FTE Salary Supplemental Statutory Benefit Total

30003325 - Community Service AideIII 1.00 28,483 0 2,179 17,698 48,360

Total 1.00 28,483 0 17,698 48,360

62

Prior Year Fund Reconciliation Report

Office of Management & Finance

100 - General Fund - MFHR

EXPENDITURES 2019-20 RevisedBudget 2019-20 Actuals

Percent ofActuals toRevised

Personnel 9,292,147 9,063,647 97.54%

External Materials and Services 994,331 802,650 80.72%

Internal Materials and Services 842,203 803,000 95.35%

TOTAL EXPENDITURES 11,128,681 10,669,297 95.87%

Expenditure Discussion

External Materials and Services expenditures were more than 10% below budget due to a slowdown in discretionaryspending starting in March as a result of COVID-19.

Revenue Discussion

Charges for Services were 16% above budget due to higher than anticipated Trimet pass revenues, payrollgarnishments, and reimbursements.

REVENUES 2019-20 RevisedBudget 2019-20 Actuals


Charges for Services 34,590 40,360 116.68%

General Fund Discretionary 4,807,859 0 0%

General Fund Overhead 5,653,246 0 0%

Miscellaneous 318,963 324,100 101.61%

Interagency Revenue 314,023 306,833 97.71%

Beginning Fund Balance 0 0

TOTAL REVENUES 11,128,681 671,293 6.03%

63



700 - Health Insurance Operating Fund



Personnel 2,569,186 2,227,816 86.71%

External Materials and Services 115,854,572 107,336,306 92.65%


Debt Service 45,660 45,660 100%

Contingency 15,795,096 0 0%

Fund Transfers - Expense 286,954 286,954 100%



Personal Services in the health insurance fund were lower than expected due to furlough savings, and budgetingunanticipated non-rep retro pay at a higher rate.

Revenue Discussion

Budgeted other miscellaneous revenues were understated by $487,000 due to the exclusion of rebates and refunds from Express pharmacy, Moda medical claims, and Standard Insurance.



Charges for Services 110,638,843 112,341,363 101.54%

General Fund Discretionary 0 0

Miscellaneous 2,538,255 3,025,500 119.2%

Interagency Revenue 256,236 256,236 100%

Fund Transfers - Revenue 150,000 150,000 100%

Beginning Fund Balance 21,405,760 0 0%

TOTAL REVENUES 134,989,094 115,773,100 85.76%

64



707 - Portland Police Assoc Health Insurnc Fund







Revenue Discussion

Revised budget did not include $614,000 revenues from rebates and refunds from PPA Express pharmacy and Moda medical claims.




Miscellaneous 258,188 624,232 241.77%


TOTAL REVENUES 30,846,417 17,685,560 57.33%

65

Bureau of Revenue and Financial Services

66




FY 2017-18Actuals

FY 2018-19Actuals

FY 2019-20Target

FY 2019-20Actuals

FY 2020-21Target


MF_0033 Citys unlimited tax General Obligationbond rating (1=Aaa) OUTCOME 1 1 1 1 1 1

The Debt ManagementDivision has continuedmanage City financingsto meet rating agencyexpectations of an Aaa-rated issuer.

MF_0041Business License Tax Gap estimateddifference between business taxespaid/owed (in millions)

EFFICIENCY $8.55 $8.70 $10.00 $11.31 $9.74 $4.50

Revenue deferred filingdeadlines for three-months due to theCOVID-19 pandemic,which likely contributedto an increase in taxgap.

MF_1170

Percentage of all subcontract dollarsawarded to Disadvantaged, Minority,Women, and Emerging SmallBusinesses subs for construction andprofessional services contracts

OUTCOME 51% 68% 30% 55% 32% 30%

The SubcontractorEquity Program hassubstantially exceededtargets over the pastthree fiscal years. Highprofile projects with highproportions ofDMWESBsubcontractors includeBull Run FiltrationProject Management;Sullivan’s Crossing CM/GC; Leach BotanicalDevelopment; NorthRivergate Crossing; andTaggart Outfall.

MF_1186 Change in the cost of general liabilityclaims over the prior four-year average EFFICIENCY -51% -45% 7% -22% 6% 0

The decrease in FY2019-20’s actual is theresult of an overalldecrease in reportedGeneral Liability claimsincoming to the City.Additionally, claimssettlements over thepast fiscal year havebeen stable.

MF_1192Number of CAFR review auditdeficiency comments from externalauditors

OUTCOME 0 0 0 0 0 0There were no materialaudit deficiencies notedin the audit report.

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67



MF_1215 Cycle-time for construction invitation tobid process OUTCOME N/A 101 160 85 101 160

The creation of theDesign & Constructionteam and additionalstaff has allowed thedivision drive downconstruction cycle timein FY 2019-20.

MF_1216 Cycle-time for Goods and Servicesrequest for proposals process OUTCOME N/A 161 300 354 161 300

Two factors explain thedramatic increase incycle time. First, theGoods and Servicesteam experiencedsignificant staffvacancies throughoutthe year. Second, theGoods and Servicesteam workloadincreased by 25% in FY2018-19.

MF_1217 Cycle-time for Goods and Servicesinvitation to bid process OUTCOME N/A 27 106 60 65 106

Cycle-time remainedwell under targets in FY2019-20.

MF_1218 Cycle-time for Design Servicesrequests OUTCOME N/A 120 240 231 120 240

Procurement met thecycle time target in FY2019-20.

MF_1219 Cycle-time for Construction request forproposals process OUTCOME N/A 31 300 183 200 300

The creation of theDesign andConstruction team andadditional staffresources has promotedthe decrease inconstruction cycle timeduring FY 2019-20.


FY 2017-18Actuals

FY 2018-19Actuals

FY 2019-20Target

FY 2019-20Actuals

FY 2020-21Target


MF_0024Percentage of minority and womenhours worked on City constructioncontracts

OUTCOME 24% 34% 27% 37% 29% 27%

This indicator hastrended upward over thepast three fiscal years.Three large projects thatexceeded the program’saspirational goal are themost significantcontributors to this trend– the Portland Building,Washington ParkReservoir and 10th &Yamhill Garage.

Page 3 of 5

68




FY 2017-18Actuals

FY 2018-19Actuals

FY 2019-20Target

FY 2019-20Actuals

FY 2020-21Target


MF_1077 Investment portfolio yield - % ofbenchmark OUTCOME 82% 89% 90% 335% 100% 100%

The City’s investmentportfolio performancebenchmark (BAML 0-3Yr. UST / G1QA Yield)reflects real-time marketyields. The City’s actualportfolio yield normallylags changes to thebenchmark. Assecurities in the City’sportfolio mature,proceeds are re-invested in higher orlower yielding securities,and the portfolio yieldwill adjust over time.Due to this normal lag,the portfolio mayunderperform oroverperform its statedbenchmark. In FY2019-20, the City’sportfolio yield wassignificantly higher thanthe benchmark ratebecause of the factorsoutlined above and theunprecedented shift inmarket rates related tothe COVID-19 crisis.This occurrence is notlikely to repeat.

MF_1169Number of prime contracts awarded toMinority, Women, and Emerging SmallBusinesses contractors

OUTPUT 242 168 242 192 285 277

This indicator was upslightly in FY 2019-20.While FY 2019-20 andFY 2018-19 both sawfewer contracts awardedto DMWEB firms than ineither FY 2017-18 or FY2016-17, the dollarvalue of contractsawarded to DMWESBcontractors hasdramatically increasedover that period with thelargest gains being inminority and woman-owned businesses.

Page 4 of 5

69




FY 2017-18Actuals

FY 2018-19Actuals

FY 2019-20Target

FY 2019-20Actuals

FY 2020-21Target


MF_1187 Change in the cost of fleet liabilityclaims over the prior four years EFFICIENCY -3% -26% 4% -12% 4% 0

MF_1190Change in the cost of workerscompensation claims over the priorfour years

EFFICIENCY -16% -32% 4% -1% 3% 0

Workers’ Compensationheld flat – resulting inlower reported claimsfor City employees andclaims managementpractices which keptoverall costs low.

MF_1193 Number of days CAFR is completedafter fiscal year end WORKLOAD 124 122 120 120 120 120 The reporting team met

the established target.

MF_1194 Cost per dollar collected by Revenuedivision (all programs) EFFICIENCY $.02 $.02 $.03 $.02 $.02 $.02

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70

City of Portland

F4 - BMP Amendment Request Report (Fall Requested) Run Date: 9/9/20

Page 1 of 32 BMP Amendment Request Report Run Time: 2:34:38 PM

2020-21 FALL Requested Adj

External Materials and Services 265,498

Personnel 0


General Fund Discretionary 265,498

Package DescriptionThis BRFS encumbrance carryover request totals $265,498 for various Procurement Services Division and Revenue Division programs.

Service ImpactsThis request allows service delivery extending past the fiscal year to continue as planned.

Equity Impacts

MF - Office of Management & Finance DP Type Encumbrance CarryoverRequest Name: 10891 -BRFS - Encumbrance Carryover

71

City of Portland




External Materials and Services -400,000

Internal Materials and Services -112,500

Personnel 512,500


General Fund Discretionary 0

General Fund Overhead 0

Intergovernmental 0

Package DescriptionThis request is for various net-zero technical adjustments to better align the budget with anticipated spending.

Service ImpactsThis request will better align functional area, cost center and major object code budgets to planned and program activity.

Equity Impacts

MF - Office of Management & Finance DP Type Technical AdjustmentsRequest Name: 10921 -BRFS - Technical Adjustments

72

City of Portland




Personnel 142,894




Service ImpactsNA

Equity ImpactsNA


73

City of Portland






Personnel 406


General Fund Discretionary -27,939


Service ImpactsNA

Equity ImpactsNA


74

City of Portland






Package DescriptionThis request decreases the interagency with Facilities by $2,029 for the reduction of Portland Building blended rate.

Service ImpactsNA

Equity ImpactsNA

MF - Office of Management & Finance DP Type Technical AdjustmentsRequest Name: 10970 -Risk IC - Portland Building IA Adjustment

75

City of Portland






Package DescriptionThis request decreases the interagency with Facilities by $2,029 for the reduction of Portland Building blended rate.

Service Impacts

Equity Impacts

MF - Office of Management & Finance DP Type Technical AdjustmentsRequest Name: 10971 -Risk WC - Portland Building IA adjustment

76

City of Portland





Internal Materials and Services 7,000

Package DescriptionThis request transfers $7,000 in funds from EMS to IMS into BTS services for computers to support teleworking activities for staff.

Service ImpactsNA

Equity ImpactsNA

MF - Office of Management & Finance DP Type Technical AdjustmentsRequest Name: 10972 -Risk IC - Technical Adjustment

77

City of Portland






Package DescriptionThis request transfers $14,000 in funds from EMS to IMS for computers to support teleworking activities for staff.

Service ImpactsNA

Equity ImpactsNA

MF - Office of Management & Finance DP Type Technical AdjustmentsRequest Name: 10974 -Risk WC - Technical Adjustment

78

City of Portland






Interagency Revenue 7,523

Package DescriptionThis request increases the interagency with the Housing bureau by $22,523 for commercial insurance policy coverage of apartments andincrease in legal fees for Headwaters.

Service ImpactsNA

Equity ImpactsNA

MF - Office of Management & Finance DP Type New RevenueRequest Name: 10976 -Risk IC - IA adjustment with Housing Bureau

79

City of Portland







Package DescriptionThis request increases the interagency with the Police bureau by $6,358 for commercial insurance policy coverage of aircraft.

Service ImpactsNA

Equity ImpactsNA

MF - Office of Management & Finance DP Type New RevenueRequest Name: 10978 -Risk IC - IA adjustment with Police Bureau

80

City of Portland







Package DescriptionThis request increases the interagency with the PBOT by $78,710 for commercial insurance policy coverage of Pioneer Place parking andTRAM.

Service ImpactsNA

Equity ImpactsNA

MF - Office of Management & Finance DP Type New RevenueRequest Name: 10979 -Risk IC - IA adjustment with PBOT

81

City of Portland







Package DescriptionProcurement has software, LCP Tracker, that can be used to collect certified payroll reporting. Therefore, PBOT and Procurement haveagreed to work together so that certified payroll reporting can be collected from all contractors working on PBOT construction projects.

Service Impacts

By using this software, PBOT will be able to collect certified payrolls for all contractors working on their projects, which helps avoidunnecessary expenses and duplication and effort that might occur when using separate tracking systems.

Equity ImpactsUsing this software will allow PBOT Project Managers to review wages paid to workers on construction projects more easily, which will allowfor more scrutiny for adherence to prevailing wage laws.

MF - Office of Management & Finance DP Type New RevenueRequest Name: 10981 -BRFS - Procurement Establish IA with PBOT for LCP Tracker

82

City of Portland






Charges for Services 93,202


Package DescriptionThe BRFS Procurement Division is requesting Council approval to appropriate $93,202 of budget associated with liquidated damages fromFY 2019-20. Under Procurement Administrative Rules (ADM – 1.20), liquidated damages are assessed when contractors fail to comply withthe Workforce Training & Hiring Program; this revenue is then granted to organizations supporting the Workforce Training & Hiring Programgoals.

Service ImpactsApproximately $10K has been awarded to organizations following a competitive grant application process conducted last fiscal year. Theorganizations that applied for and were awarded these grant funds are depending on the City to fulfill its promises.

The remaining funds have accumulated since our last grant application process. We intend on administering another process to grant outthe remaining funds this fiscal year.

Equity ImpactsThe funds collected are from construction contracts where contractors have not met the requirements for the City’s Subcontractor EquityProgram and the Workforce Training and Hiring Program. The associated administrative rules direct Procurement Services to use thosefunds to support workforce development in the construction industry.

The funds that have not been awarded via a grant application process should be re-invested into providing more opportunities for womenand people of color in the construction industry. If not, Procurement Services would be in violation of its own administrative rules.

MF - Office of Management & Finance DP Type New RevenueRequest Name: 10984 -BRFS - Procurement Liquidated Damages Appropriation

83

City of Portland




Contingency -393,498


Beginning Fund Balance -393,498

Package DescriptionThis request decreases the beginning fund balance by $393,498 to true up the budgeted beginning fund balance for the Insurance andClaims Fund to match the actual balance at July 1, 2020. The decrease is due to insurance costs coming in higher than estimated.

Service ImpactsNA

Equity ImpactsNA

MF - Office of Management & Finance DP Type ContingencyRequest Name: 10989 -Risk IC - True Up Beginning Fund Balance

84

City of Portland




Contingency -20,818

Personnel 20,818

Package DescriptionThis request is to move $20,818 in bureau contingency funds budgeted for cost of living and health care increases.

Service Impacts

Equity Impacts

MF - Office of Management & Finance DP Type ContingencyRequest Name: 10990 -Risk IC - Salary Contingency

85

City of Portland




Contingency -11,000


Package DescriptionThe purpose of this budget adjustment request is to transfer $11,000 in appropriation from the administrative reserve in the Insurance andClaims Fund to EMS for the fund’s share of the cost to the implement a new module of Risk Management’s Risk Management InformationSystem (RMIS).The module is an Incident Intake module that allows for bureaus to enter into the RMIS injuries and near misses. This isespecially important as it is a requirement for an employee filing an Workers’ Compensation claim. This module captures information that willprotect the employee and provide data on where to focus loss prevention efforts.

Service ImpactsNA

Equity ImpactsNA

MF - Office of Management & Finance DP Type ContingencyRequest Name: 10993 -Risk IC - Admin Reserves for RMIS Module

86

City of Portland






Package DescriptionThis request moves funds from the rate stabilization reserve into EMS to fund an increase in property insurance and earthquake liabilityinsurance.

Service ImpactsNA

Equity ImpactsNA

MF - Office of Management & Finance DP Type ContingencyRequest Name: 10996 -Risk IC - Rate Stabilization Reserve to EMS

87

City of Portland




Contingency -11,000


Package DescriptionThe purpose of this budget adjustment request is to transfer $11,000 in appropriation from the administrative reserve in the Workers’Compensation Fund to EMS for the fund’s share of the cost to the implement a new module of Risk Management’s Risk ManagementInformation System (RMIS). The module is an Incident Intake module that allows for bureaus to enter into the RMIS injuries and near misses.This is especially important as it is a requirement for an employee filing an Workers’ Compensation claim. This module captures informationthat will protect the employee and provide data on where to focus loss prevention efforts.

Service Impacts

Equity Impacts

MF - Office of Management & Finance DP Type ContingencyRequest Name: 10997 -Risk WC - Admin Reserves for RMIS

88

City of Portland




Contingency -4,923

Personnel 4,923

Package DescriptionThis request is to move $4,923 in bureau contingency funds budgeted for cost of living and health care increases.

Service Impacts

Equity Impacts

MF - Office of Management & Finance DP Type ContingencyRequest Name: 10998 -Risk WC - Salary Contingency

89

City of Portland




Contingency 226,477


Beginning Fund Balance 226,477

Package DescriptionThis request increases the beginning fund balance by $226,477 to true up the budgeted beginning fund balance for the Workers'Compensation Fund to match the actual balance at July 1, 2020 and place the resulting appropriation in fund’s rate stabilization reservecontingency.

Service Impacts

Equity Impacts

MF - Office of Management & Finance DP Type New RevenueRequest Name: 10999 -Risk WC - True up Beginning Fund Balance

90

City of Portland




External Materials and Services 2,049,043


Interagency Revenue 2,049,043

Package DescriptionThis decision package establishes IAs between Procurement and Facilities; Procurement and Water; and Procurement and PBOT in order tofund COEP pilot obligations in FY 2020-21. These funds are part of the COEP funding set aside from the Portland Building RenovationProject, the Washington Park Reservoirs Improvement Project, and the Yamhill Garage Renovation Project, respectively. These threeprojects were slated for the COEP pilot. The funds in this IA will support the intergovernmental agreement between OMF and ProsperPortland to administer a grant program for COEP. The City Attorney’s Office is pursuing a validation proceeding with the Court system thatwill seek legal cover for the expenditure of rate-payer bureau (Environmental Services and Water) funds. The funds from Washington Parkwill not be disbursed until the validation proceeding is final.

Service ImpactsThe funds from the three projects have already been set aside for this purpose so there is no service impact. On the contrary, if this requestis not approved, Prosper Portland’s grant awards would be impacted.

Equity ImpactsThese pilot funds are intended on being spent on grant awards that Prosper Portland recently awarded. The funds are focusing on the twoprimary outcomes for COEP, which are to build capacity for State certified firms through business technical assistance and provideopportunities and retention for woman and people of color in the construction trades.

MF - Office of Management & Finance DP Type New RevenueRequest Name: 11007 -BRFS - Procurement Establish IAs for COEP Pilot

91

City of Portland




Personnel 0



Package DescriptionRevenue seeks to convert the Technology Capital Project Manager position, currently funded as limited duration, to permanent status as theRevenue Business Solutions Division (BSD) manager position. The ongoing, post-project need for ITS system support and, by extension,Revenue’s internal IT needs, creates a need to transition the ITS project manager role into a hybrid permanent role. This hybrid role willbridge the gap between ITS rollout and ongoing, daily operational support, ensuring ITS performs as expected, BSD staff receive strongleadership, and Revenue’s day-to-day IT needs are met. Revenue requests authority to convert the limited duration position to permanent.The cost of position is around $250,000 per year. The Revenue Division would fund the ongoing position using a mix of General Fund dollarsreceived in their yearly CAL target and funding from ITS cost share IAs instead of project funding in the post project years.

Using ITS project funds, Revenue hired a project manager to lead the initial ITS rollout. Shortly after starting project management duties, thisposition assumed additional responsibilities over BSD to support all of Revenue’s internal IT needs.

The BSD manager role was previously 50% GF funded, focused on legacy system support, and occupied until the previous position wastransferred back to Water Bureau in July 2018 prior to the start of the ITS project. This package seeks to adjust the classification of thisposition to accommodate an expansion of an ongoing need for BSD management responsibilities.

Notwithstanding the enactment of any new taxes/fees from Council’s direction, or the execution of additional IGAs/IAs for revenue collectionservices on behalf of external agencies and/or internal bureaus, Revenue anticipates wrapping up ITS rollout activities in the next 2-3 years,at which time, Revenue will transition to a run-and-maintain support structure. Once this transition occurs, project budget support will end, butoperational support will run throughout the duration of Revenue’s IGA with Metro (10 years) and the duration of Revenue’s use of ITS(perpetual).

Service Impacts

Equity Impacts

MF - Office of Management & Finance DP Type Other AdjustmentsRequest Name: 11017 -BRFS - Revenue Project Manager Conversion

92

City of Portland




Personnel 0



Package DescriptionThis decision package requests the authority for a permanent full-time Business Systems Analyst II. The authority for this position waspreviously requested and approved in FY 2019-20. Due to an oversight, the position was not created. It will be funded within the Division’scurrent appropriation.

Service Impacts

Equity Impacts

MF - Office of Management & Finance DP Type Technical AdjustmentsRequest Name: 11018 -BRFS - Revenue BSA II Ongoing FTE

93

City of Portland




Fund Transfers - Expense 272,477




Fund Transfers - Revenue 272,477

Package Description

The City of Portland, through Council Resolution 37331 (November, 2017) directed OMF and OEHR to develop the Community Opportunitiesand Enhancement Program (COEP), intended to provide funding to support low-income, disadvantaged, minority and women workers in theconstruction trades and disadvantaged, minority-owned, women-owned, emerging small business enterprises (“D/M/W/ESB”) and StateCertification Office for Business Inclusion and Diversity (COBID) certified firms. The COEP Program would set aside and dedicate 1% of thetotal hard construction costs of Portland Public Improvement Contracts for the program.

This request is for General Fund Discretionary One-time resources is associated with the implementation of the COEP Program, andforthcoming ordinance OMF intends to be heard by Council before the FY 2020-21 Fall BuMP Hearing. OMF is currently finalizing COEPprogram code and administrative rule that will further define the program and establish program processes, although as currently conceivedthe 1% fee will be administered using two methodologies. A 1% charge will be based upon actual construction contracts executed, at thetime they are executed for one cohort of City bureaus primarily funded by rates and fees. A flat-rate methodology and target in CurrentAppropriation Level (CAL) is proposed for a second cohort of City Bureaus that are not primarily funded by ratepayers, either internal orexternal.

OMF requests General Fund Discretionary resources on behalf of bureaus that would contribute a flat-rate in the proposed AdministrativeRule, $99,132 on behalf of Portland Parks Bureau (PPB), and $173,345 on behalf of the Portland Bureau of Transportation. OMF requestsan adjustment Current Appropriation Level (CAL) targets on behalf of impacted bureaus for General Fund Ongoing resources, as well asauthority for internal service funds impacted by COEP charges to incorporate the cost into rate budgets to passthrough costs.

Service Impacts

This request is intended to be paired with the forthcoming COEP Ordinance enabling the implementation of the program in the current fiscalyear with both the General Fund resources as well as rollout of the 1% charge to actual construction contracts.

A number of products and Council decisions will be required for full implementation of COEP in the current fiscal year. OMF will continue tobe in contact with bureaus regarding the status of the Code and Administrative Rule. OMF and the City Attorney’s Office will develop andmaintain a COEP Expenditure Rubric for rate-payer bureaus (Water & Environmental Services) that delineates what sorts of activities can bepaid for by rate-payer bureau funds. The City Attorney’s Office plans to pursue a Validation Proceeding from the Court system to support theCOEP Expenditure Rubric.

With passage of the ordinance as well as completion of associated legal resources, OMF expects to return in the Spring BuMP and requestthe associated COEP IA’s with bureaus charged 1% based upon actual construction contracts.

This request should be considered an accompaniment to the forthcoming COEP Program Ordinance and may/should be adjusted to conformto the code and rule adopted by Council. OMF will continue to communicate the linkage and impacts of the COEP Program Ordinance andthis request, as well as ongoing impacts referenced herein, i.e. CAL Target Adjustments, and allowance for internal service providers topassthrough program costs.

Equity ImpactsThe purpose of the COEP program is to support greater equity in public contracting through the provision of business technical assistance forCOBID Certified Firms and the recruitment, training and retention of a diverse workforce. This request accompanies the financial code andrule that will enable funding contributions by City bureaus to achieve program objectives and equity outcomes.

MF - Office of Management & Finance DP Type New GF RequestRequest Name: 11029 -BRFS - Procurement COEP Implementation

94

City of Portland



95

City of Portland







Package Description

This request recaptures the unused General Fund resources designated for the ITS project, so that total project resources remain intactthroughout the life of the project. In the Spring BMP the project requested $1.05 million in underspending but was unable to know the fullamount of underspending until the close of the fiscal year. The two-year project budget of $24.3 million was approved in FY 2019-20. ITSproject completion is slated for ----June 30, 2021.

Service Impacts

Equity Impacts

MF - Office of Management & Finance DP Type Other AdjustmentsRequest Name: 11040 -BRFS - Revenue ITS Project Carryover

96

City of Portland





Internal Materials and Services 1,384,104

Personnel 4,378,249


Intergovernmental 19,239,297

Package DescriptionPending Council authorization, Revenue will sign an IGA to administer two new taxes on behalf of Metro - Metro’s Personal Income Tax (PIT)and Business Income Tax (BIT). Administration of this IGA requires the addition of 52 FTE (37 permanent ongoing positions for operations;15 limited duration starting in FY 20-21 for the project), software licensing, and vendor Integrated Tax System (ITS) implementation services.Revenue requests the 37 ongoing FTE position authority and appropriation of $19,239,297 to fulfill its obligations from the IGA.

These new taxes (PIT and BIT) are projected to generate $200-$250M annually (low confidence due to unknown COVID-19 impact).Individuals earnings over $125,000 and joint-filers earning over $200,000 are subject to a 1% marginal tax for PIT. Businesses grossing over$5M annually will pay a 1% tax on earnings for BIT.

On September 14, 2020, Revenue will implement GenTax to serve as an Integrated Tax System (ITS) to administer existing City taxes/feesas well as taxes/fees on behalf of partner bureaus (e.g., PBOT, Housing) and external agencies (e.g., Multnomah County, Travel Portland).In this same vein, Revenue is pursuing an additional ITS rollout to support administration of PIT and BIT. This project will begin in lateSeptember, early October, with rollout expected in Q2-Q3 2021.

Per the Revenue-Metro IGA, Metro will pay a proportionate share of initial ITS implementation costs. In addition, Metro will pay all marginalcosts allocable solely to standing up, administering, and supporting PIT and BIT. Marginal costs include vendor implementation services;software licensing, support, and maintenance; and position adds for Revenue’s administration services and project staff. The decisionpackage amount of $19,239,297 includes all marginal costs for FY 2021.

FAST Enterprises (Revenue’s ITS vendor) provided implementation services, licensed software, and support for the initial ITS rollout and willcontinue to do so for the Metro rollout of PIT and BIT.

By ordinance, Revenue has requested and awaits receipt of Council authority to execute an SOW amendment with FAST regarding PIT andBIT. As part of the same ordinance, Council extended to Revenue the authority to hire Metro-specific FTE.

Service ImpactsWith budget authority, Revenue will more forward implementing an ITS Metro add-on, hiring operational and project staff, and fulfilling itsresponsibilities per the IGA.

Metro vetted other options. However, based on Revenue’s long, successful history of administering taxes/fees on behalf of others, theeconomies of scale and best practice capabilities the ITS platform presents, and the difficulties of standing up an organic collection programon its own, Metro selected Revenue as its service provider.

Equity ImpactsMetro has stated it intends to use PIT and BIT revenues to fund efforts to reduce housing inequities, among other goals. Revenue willsupport Metro’s goals by fully and professionally honoring Revenue’s responsibility to generate the maximum amount of PIT and BIT revenueas allowed by law and the provisions of the IGA.

MF - Office of Management & Finance DP Type New RevenueRequest Name: 11047 -BRFS - Revenue Metro Implementation

97

City of Portland



98

City of Portland





Fund Transfers - Expense 136



Fund Transfers - Expense 306


Fund Transfers - Expense -442





Contingency -1,778,350

External Materials and Services -1,274,767

Internal Materials and Services 0

Fund Transfers - Expense 5,585,448



Miscellaneous 2,000


Miscellaneous 500


Miscellaneous 500



Beginning Fund Balance -1,778,350

Interagency Revenue -1,274,767

Package DescriptionThis request is to true up beginning fund balances for funds Clean & Safe Fund 204, Lloyd BID Fund 204, Central Eastside Fund 204,Convention & Tourism Fund 209, Tourism Improvement District Fund 209 and Arts Tax Fund 223. The decision package also reduces theITS cost share amounts in fund 231002, as the collection will start at the beginning of FY 21-22. Lastly, it increases the cash transfer fromthe LID fund 401 to PBOT per an increase in the LID LOC to reimburse PBOT for prior year expenditures, which have been covered in theinterim by draws on PBOT’s general transportation revenue contingency.

Service Impacts

Equity Impacts

MF - Office of Management & Finance DP Type Other AdjustmentsRequest Name: 11062 -BRFS - Revenue Other Funds Adjustments

99

City of Portland



Bond & Note Proceeds 5,585,448

100

City of Portland







Package DescriptionRevenue Bureau requests to increase their liability insurance due to their IGA with Metro. This request matches their increase.

Service Impacts

Equity Impacts

MF - Office of Management & Finance DP Type New RevenueRequest Name: 11065 -Risk IC - IA adjustment with Revenue Bureau

101

Capital Program Status Report

Office of Management & Finance - MFRB

CIP Program Name2019-20AdoptedBudget

2019-20RevisedBudget

2019-20Actuals

PYVariance

PYPercent

ofActuals

toRevised

2020-21AdoptedBudget

2020-21FALL

RequestedTotal

2020-21July

Actuals

Fall Req.to

AdoptedVariance

Fall Req.to

Adopted%

Variance

Accounting 0 0 0 0 0 0 0 0 #DIV/0

Facilities 0 0 136,400 136,400 0 0 0 0 #DIV/0

Procurement 0 32,692 25,483 -7,209 77.95% 0 0 0 0 #DIV/0

Public Finance andTreasury 48,748 48,748 0 -48,748 35,275 35,275 0 0 0%

Revenue 10,981,125 10,244,566 10,112,929 -131,637 98.72% 16,138,048 30,528,502 213,180.67 14,390,454 47.14%

Sum: 11,029,873 10,326,006 10,274,811 -51,195 -0.5% 16,173,323 30,563,777 213,180.67 14,390,454 47.08%

Prior Year Variance Description

102


Facilities - B00018 Portland Building Renovation Project: This project is in BRFS because it is a project who’s funding is being use for the COEP Pilot. The amountcovers the Prosper Portland and City of Portland administrative expenses for FY 2019-20. The remaining COEP Pilot funding from the Portland Building RenovationProject, the Yamhill Garage Renovation project and the Washington Park Reservoirs Improvement projects are being established in a FY 20-21 Fall BMP request.

Procurement - S00035 Procurement Technology Update - The Procurement Technology Project invoices came in less than budgeted FY 2019-20, the project iscomplete.

Debt – S00029 DBC Finance – The annual software subscription was paid in FY 19-20 using PO 20008913. However, the costs were not booked to the correct costobject which accounts for the variance.

Treasury – S00040 GovInvest – Treasury paid for its annual software subscription with GovInvest on PO 22262032. However, the costs were not booked to the correctcost object which accounts for the variance. The contract for remaining years – including FY 2021 – was cancelled due to under use and to create budget savings.

Revenue – S00048 ITS: The ITS Project is on track for initial rollout in September 2020, which will result in the sunset of multiple aging legacy systems and the migrationof 600,000 taxpayer accounts to modern technology. Following rollout, the ITS Project will be adding scope for implementation of Metro’s new taxes for SupportiveHousing Services.

Current Year Variance Description

Revenue – S00048 ITS: The Fall BMP adjustments reflect two changes. The first is the reduction of ITS cost share amounts, as their collection will start July 1st, 2021instead of July 1st, 2020. These reductions were made in fund 231002. The second change is a result of the implementation of Metro’s new taxes for SupportiveHousing Services. The IGA with Metro has a not to exceed amount of $19.3 million, which is what was budgeted for the implementation.

103



100 - General Fund



Personnel 22,127,435 19,962,229 90.21%


Internal Materials and Services 3,457,446 3,259,542 94.28%

Capital Outlay 0 0

Debt Service 0 0



Personnel and some External Material and Services (EMS) underspending is a result of the cost saving measuresimplemented at the onset of COVID-19 in March 2020: external hiring and merit freeze, furlough implementation,reduce any non-essential EMS spending, and a hold on out-of-town travel, which in turn also reduced the trainingspending. Other reasons for EMS underspending include: Procurement returning $200K one-time General Funddollars for the Disparity Study funding and not spending the COEP expenditures funded by Miscellaneous revenues,as the funding for the COEP program is in the process of being solidified.

Revenue Discussion

Interagency revenue was under collected because the Debt Management program, Procurement Design &Construction program, and some fee-based Revenue Division programs bill their IA/IGAs in an amount to fundoperations due to expenditure savings. Additionally, Revenue did not bill the Bureau of Planning and Sustainability IAfor the Clean Energy Surcharge, as no direct expenses were incurred in FY 19-20. COEP Miscellaneous revenuewas not realized in the budgeted amounts, as the program was not fully developed or implemented in FY 2019-20.Miscellaneous revenue in Treasury from interest earnings is only realized in an amount to fund operations, due toexpenditure savings and greater than budgeted trustee fee revenue, less interest earnings were required. Licensesand Permits for the Revenue Division came in lower than budgeted in the 4th quarter.




Intergovernmental 1,906,156 1,908,374 100.12%



Miscellaneous 2,321,106 1,442,978 62.17%

Interagency Revenue 8,127,819 7,105,343 87.42%

Bond & Note Proceeds 0 0

Fund Transfers - Revenue 1,200,000 1,200,000 100%

Licenses & Permits 150,000 123,800 82.53%

Taxes 0 25

TOTAL REVENUES 37,697,982 12,322,703 32.69%

104



105



201 - Assessment Collection Fund



Contingency 84,136 0 0%

TOTAL EXPENDITURES 84,136 0 0.00%


Revenue Discussion

No activity occurred in the fund.



Miscellaneous 1,800 0 0%

Beginning Fund Balance 82,336 0 0%

TOTAL REVENUES 84,136 0 0.00%

106



204 - Property Management License Fund








Revenue Discussion

Miscellaneous revenues were lower than budgeted because investment earnings from Treasury were lower thananticipated.



Miscellaneous 19,000 16,222 85.38%

Licenses & Permits 7,666,066 7,182,621 93.69%


TOTAL REVENUES 8,158,913 7,198,843 88.23%

107



209 - Convention and Tourism Fund








EMS disbursements were lower than budgeted due to the lower tax receipts. IMS spending was lower than budgeteddue to the lower tax receipts.

Revenue Discussion

Miscellaneous revenues were lower than budgeted because investment earnings from Treasury were lower thananticipated. Tax receipts were lower than budgeted due to COVID-19.



Miscellaneous 66,000 49,512 75.02%

Taxes 23,200,000 19,395,688 83.6%


TOTAL REVENUES 23,469,117 19,445,199 82.85%

108



223 - Arts Education & Access Fund









EMS activity of $11.8M represents disbursements to partner agencies, e.g., RACC and local schools, were lowerthan budgeted due to the lower tax receipts.

Revenue Discussion

Miscellaneous revenues were lower than budgeted because investment earnings from Treasury were lower thananticipated. Tax receipts were lower than budgeted due to COVID-19.



Miscellaneous 220,000 193,223 87.83%

Taxes 13,875,000 10,473,802 75.49%


TOTAL REVENUES 23,672,767 10,667,025 45.06%

109



311 - Bancroft Bond Interest and Sinking Fund



Debt Service 6,700,000 6,475,389 96.65%

Contingency 0 0

Debt Service Reserves 17,950,000 0 0%



Debt service reserves were not used.

Revenue Discussion

Miscellaneous revenues were lower than budgeted because Revenue Division did not perform a bond sale.



Miscellaneous 9,150,000 406,548 4.44%


TOTAL REVENUES 24,650,000 406,548 1.65%

110



401 - Local Improvement District Fund





Debt Service 427,935 372,995 87.16%


Fund Transfers - Expense 13,603,756 743,256 5.46%



EMS activity of $12,244 is less than $2K higher than budgeted and immaterial. Debt service was lower thanbudgeted due to lower interest expense. Fund transfers were lower than budgeted because Revenue Division did notperform a bond sale, and there were no additional funds available to transfer.

Revenue Discussion

Charges for services were lower than budgeted because of complete bill stoppage due to COVID-19. Miscellaneousrevenues were lower than budgeted due to the following: 1. Investment earnings from Treasury were lower thananticipated. 2. Complete bill stoppage due to COVID-19. Bond and note proceeds were $0 because Revenuedivision did not perform a bond sale.



Charges for Services 1,220,800 692,886 56.76%

Miscellaneous 357,000 6,658 1.87%

Bond & Note Proceeds 12,944,500 0 0%


TOTAL REVENUES 17,653,852 699,545 3.96%

111



704 - Insurance and Claims Operating Fund



Personnel 1,542,397 1,485,058 96.28%



Debt Service 107,906 107,906 100%





Variance in external materials and services is due to claims received are less than the worse case scenario projectedby OMF and actuary.

Revenue Discussion

Miscellaneous revenue is lower due to unpredictability of interest and subrogation income.



Charges for Services 0 896

Miscellaneous 945,467 778,379 82.33%


Fund Transfers - Revenue 7,190 0 0%


TOTAL REVENUES 47,265,366 12,286,793 26.00%

112



705 - Workers' Comp. Self Insurance Operating Fund



Personnel 1,402,798 1,349,605 96.21%



Debt Service 100,933 100,933 100%


Fund Transfers - Expense 133,975 126,785 94.63%



Variance in external materials and services is due to claims received are less than the worse case scenario projectedby OMF and actuary.

Revenue Discussion

Miscellaneous revenue is lower due to unpredictability of interest and subrogation income.



Miscellaneous 316,458 296,035 93.55%



TOTAL REVENUES 18,562,871 5,327,665 28.70%

113

Bureau of Technology Services

114




FY 2017-18Actuals

FY 2018-19Actuals

FY 2019-20Target

FY 2019-20Actuals

FY 2020-21Target


MF_1140 Percentage availability of networkexcluding scheduled maintenance OUTPUT 100.00% 99.98% 100.00% 99.99% 99.96% 99.96%

While there were nocomplete Citywidenetwork outages,several larger siteswere affected by switchfailures and there werea small number of siteoutages caused byfailed upgrades.

MF_1195 Help Desk satisfaction rating (scale 1to 5) OUTCOME 4.91 4.86 5.00 4.89 4.75 4.75

2369 total surveysanswered for Help DeskCourtesy: 4.93Knowledge: 4.91Timeliness: 4.85Quality: 4.91Overall: 4.88

MF_1235 Pieces of US mail processed perdistribution employee EFFICIENCY N/A 1,137,500 1,200,000 1,150,300 1,300,000 1,000,000

BTS slightly missed theFY 2019-20 target. TheFY 2020-21 actual willlikely be lesser, withfewer mailings due toCOVID-19.


FY 2017-18Actuals

FY 2018-19Actuals

FY 2019-20Target

FY 2019-20Actuals

FY 2020-21Target


MF_1005 Percentage of Service Requestsshipped on time OUTPUT 99.99% 99.00% 99.00% 99.90% 99.90% 100.00%

MF_1013 Percentage uptime for phone switch OUTPUT 100.00% 100.00% 100.00% 99.99% 100.00% 100.00%

The primary telephoneswitch suffered a denialof service attack thatimpacted the ability tomake and receivephone calls. In a secondincident, BTS sufferedan outage of a criticalrouting link thatintermittently preventedthe completion ofinbound calls.

Bureau Performance Narrative


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115




FY 2017-18Actuals

FY 2018-19Actuals

FY 2019-20Target

FY 2019-20Actuals

FY 2020-21Target


MF_1016 Percentage of time radio systemoperated without failure OUTPUT 99.96% 99.99% 100.00% 100.00% 99.99% 99.99%

Goals have been met.No system wideoutages, only smallertemporary (less than afew seconds)interruptions in specificareas

MF_1019First Call Resolution: percentage ofproblems resolved by Help Deskwithout escalation to field staff

OUTCOME 69.50% 73.40% 100.00% 74.60% 80.00% 80.00%

Tickets created byHelpDesk (zemail,admins, hd1, etc.): 19,271

Tickets resolved byHelpDesk on the sameday as the ticket’screation: 14,379

Same day resolution byHD: 14,379/19,271 =74.6%

MF_1025 Percentage Internet availability OUTPUT 100.00% 99.90% 100.00% 99.88% 99.99% 99.99%

One of our two internetproviders had threecomplete outages andtwo partial outages –most of which requiredmanual intervention.Additionally, we saw afocused distributeddenial of service attackoccur over several daysin July 2020.

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116




FY 2017-18Actuals

FY 2018-19Actuals

FY 2019-20Target

FY 2019-20Actuals

FY 2020-21Target


MF_1083 Customer service satisfaction ratingnumber (scale 1 to 5) OUTCOME 2.70 2.78 3.00 0 3.00 N/A

The most recentCustomer SatisfactionSurvey lasted from May16, 2019 through June7, 2019 and reported asFY 2018-19 actuals.There was no survey inFY 2019-20 due to theCOVID-19 pandemic.Although, BTS didcomplete two actionitems from our planincluding creation of afive-year roadmap –reviewed and approvedby the TechnologyExecutive SteeringCommittee, and havemoved forward on ourstrategic initiative –Suite on HANA, whichprovides the foundationto increase SAPcapabilities andusability.

MF_1115Percentage of customers rating projectmanagement service provided asexcellent

OUTCOME N/A 100% 100% 100% 75% 75%

Goal was met. Forprojects that werecompleted during thefiscal year, customersrated their experienceas “excellent.”

MF_1118 Number of days elapsed from orderinga new desktop PC to installation OUTPUT 4 4 4 4 4 3

FY 2019-20 actuals metyear end targets. Withthe COVID-19pandemic, BTS mayexperience longerdelays in FY 2020-21and could delay meetingthe TechnologyPurchasing & CellularServices team’s FY2021-2022 strategictarget.

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117




FY 2017-18Actuals

FY 2018-19Actuals

FY 2019-20Target

FY 2019-20Actuals

FY 2020-21Target


MF_1141 Percentage of calls answered within20 seconds EFFICIENCY 80.10% 70.20% 100.00% 77.90% 80.00% 80.00%

Calls answered after 20seconds: 3,764

Calls answered in 20seconds or less: 13,270

Percentage of callsanswered within 20seconds: 13,270/(13,270 + 3,764) =77.9%

MF_1147 Mobile Report Entry (MRE) availability(excluding scheduled maintenance) OUTPUT 100.0% 100.0% 100.0% 100.0% 100.0% 100%

Goals have been met.System has been upmeeting and exceedingtargets.

MF_1152Percentage of computers(workstations and servers) able toaccept security patching

OUTPUT 99% 99% 100% 99% 99% 99%

Server and endpoint(workstations,smartphones, laptops)patching is the singlemost effectiveinformation securitycontrol. BTS cross-teamreview of system patchstatus is an ongoingessential task, whichcould be impacted bygreatly increasedCitywide teleworking.The April-June 2020metrics do not show adecrease in patchedservers or endpoints.The 1% of devices notconfirmed for patching isdue to their off-linestatus and not due to apatching programfailure. Off-line deviceshave not connected tothe City within the past90 days. After 120 daysof off-line status,bureaus are asked tolocate and connectthese devices or toreport them as lost orstolen.

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FY 2017-18Actuals

FY 2018-19Actuals

FY 2019-20Target

FY 2019-20Actuals

FY 2020-21Target


MF_1153Percentage of mission criticalproduction system availability forCayenta

OUTPUT 99.97% 99.99% 100.00% 99.98% 99.97% 99.97%

MF_1154 Percentage of mission criticalproduction system availability for SAP OUTPUT 99.98% 99.98% 100.00% 99.99% 99.96% 99.96%

MF_1155 Percentage of email availabilityexcluding scheduled maintenance OUTPUT 99.99% 99.98% 100.00% 99.98% 99.90% 99.90%

MF_1156Percentage of public safety systemavailability - Bureau of EmergencyCommunications

OUTPUT 99.99% 99.93% 100.00% 99.99% 99.99% 99.99%

MF_1157Public Safety systems availability -Police (excluding scheduledmaintenance)

OUTPUT 99.99% 99.99% 100.00% 99.99% 99.99% 99.99%

MF_1177 Average number of days a SAPHelpdesk customer ticket is open EFFICIENCY 8.70 8.68 9.00 8.36 8.25 N/A

BTS’s goal for FY2019-20 was 8.50 andour actuals were 8.36.We have implementedprocesses to ensurethat we are closingtickets in a timeliermanner and properlycategorizing projectsagainst incidents.Continuedimprovements are onwithin our workplan.

MF_1205Citywide Technology LeadershipRating (per customer survey, 1-5scale)

OUTCOME 3.03 3.31 3.00 0 3.40 4.00

BTS elected to notconduct a customersurvey in FY 2019-20because the traditionalsurvey timing fell duringthe COVID pandemic.BTS will assess surveypossibility later this yearand determine whetherto conduct one thatspans the 2020calendar year.

MF_1206 Portlandoregon.gov uptime percentage OUTPUT 99.99% 99.99% 100.00% 99.99% 99.99% 99.99%

FY19-20 actuals metyear-end targets despiteCOVID-19 emergency’sincreased customerload.

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FY 2017-18Actuals

FY 2018-19Actuals

FY 2019-20Target

FY 2019-20Actuals

FY 2020-21Target


MF_1207 PortlandMaps.com uptime percentage OUTPUT 99.99% 99.99% 100.00% 99.99% 99.99% 99.99%

FY19-20 actuals metyear-end targets, anddelivered additional dataduring COVID-19emergency.

MF_1208 Service Requests per FTE EFFICIENCY 2,365 2,302 2,300 1,358 2,166 2,700

At the end of Quarter 3,Printing & Distributionsuffered a large drop ofService Requests. Thereduction went throughQuarter 4, historicallyP&D’s busiest period.

MF_1237 Percentage of black and whiteimpressions of program totals OUTCOME N/A 72% 71% 69% 71% 70%

The target was justmissed this Fiscal Year.Program volumes off thelast third of the year dueto employees workingfrom home.

MF_1238 Ratio of BTS Admin Team FTE tocustomer FTE directly served WORKLOAD 0 0 0 91 0

Measures the efficiencyof the BTS internaloperations supportteam’s ability to providestreamlinedadministrative support toBTS employees at fivelocations across the city.Service provisionsinclude employeeorganizationaldevelopment andstaffing support,facilities management,time and payrollservices, personneladministration, traveland training support,annual budgetdevelopment,ergonomic services,purchasing, and generaladministrative services.

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This code isa unique

identifier foreach

individualmeasure.

The first twoletters

denote thebureau data

owner ofthat

measure.

This is a short name used to refer to the measure withinthe system when a longer title is infeasible. It is not used

for publishing purposes.

This is thepublishedtitle of the

performance measure.


in thebudget

document,include abrief title.Capitalizeeach word

exceptconjunctions (e.g. and,as, if, but).

This is abrief (1-2

sentences)description

of theoutcomes

for thisperformance measure.

Explainapparenttrends;

compare tofiscal year

and/orstrategictargets.This is

publishedon the

performance

dashboardfor all

measures,and in the

budgetdocument

for graphedmeasures.

Thisdenotes

whether ornot thismeasure

should bepublished inthe budgetdocument.

Denoteswhether or

not thismeasure

should begraphed inthe budgetdocument.

Bureaus areencouraged

to graphtheir Key

Performance Measures,at minimum


trend forthis

measure.

Thisindicates

theaccuracy

andreliability of

the data.High: data





reliablemethod of

qualityassurance.

These fields can be updated in BFM-->Performance Mngmt-->PerformanceMeasure Dimension-->Attributes Tab

These fields can be updated in BFM-->Performance Mngmt-->Performance Measure Dimension-->Groups Tab. Please use the magnifying glassand select from the available options



GraphDescription

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GraphMeasure

DesiredDirection Reliability Division

MF_1005 Percentage of Service Requests shipped on Time Percentage of S Percentage of S NA YES NO UP HIGH MFTS

MF_1013 Percent uptime for phone switch Percentage upti NA This switch relat YES NO NONE HIGH MFTS

MF_1016 Percentage of time system operated w/o failure Percentage of ti NA This performanc YES NO UP HIGH MFTS

MF_1019 First call resolution First Call Resolu NA This measure traYES NO UP HIGH MFTS

121

Thisindicates

theaccuracy

andreliability of

the data.High: data





reliablemethod of

qualityassurance.

Check thebox if thismeasure is

a KeyPerformance Measure.

Allmeasures

shouldeither beassigned"YES" or

"NO."

Thisindicateshow often

thecomponentvariables ofthe measure

arecollected(optionsinclude

transactional, weekly,monthly,

quarterly, orintermittentl

y).

Thisindicates

whether thismeasure isa workload,

output,outcome, orefficiency.

Aggregationis required

to beselected

whencreating a

newmeasure.

"1"indicatesthat themeasurecan be

summedacross all

accountingperiods. "2"

indicatesthe averageof the data

in theaccounting

periodsshould be

taken.


in thebudget

document,enter a unit

ofmeasureme

nt to bedisplayedon the Y-

axis of thegraph.

Mathematical equation

used tocalculate

themeasure.

Thisindicatesthe yearthat thebureau

expects toachieve the

strategictarget (enter

4-digityear). For

fiscal years,enter theyear in

which theFY ends.

Cite theCitywide,bureau, or

state/regionalstrategic

planreferenced

in thecreation of

thestrategictarget.

Thisdescribes

how data iscollectedfor this

measure.Include data

collectionmethods(surveyforms,printed

reports),data

sources(manual

logs, checksheets,

databases)collection

time frame,and datastoragelocation.

First andlast name ofthe personoverseeingthe programreflected by

themeasure.

Reported as"Bureau

data sourceprogram

manager"on

performance

dashboard.

Emailaddress of

Cityemployee


themeasure.

First andlast name of

the Cityemployee

responsiblefor

collectingand


measure.Reported as

"Bureaudata sourcecontact" in

thePerformance Measure

methodology appendix.

Emailaddress of

the Cityemployee

responsiblefor

collectingand


measure.

These fields can be updated in BFM-->Performance Mngmt-->Performance Measure Dimension-->Groups Tab. Please use the magnifying glassand select from the available options These fields can be updated in BFM-->Performance Mngmt-->Performance Measure Dimension-->Description Tab

Division Datatype KPM FrequencyMeasure

Type AggregationUnit of

Measure Formula Target YearStrategic

PlanCollection

MethodProgram

MgrProgram

Mgr E-MailData

Contact

DataContact E-

Mail

MFTS 8 NA ANNUAL OUTPUT 1 NA # service reques FY 2018-19 (blank) Data is gathered Matthew Spituls Jeff Winkler

MFTS 8 NO TRANSACT OUTPUT 1 System Perform % of uptime for NA (blank) SNMP and Ping Dan Bauer Dan.Bauer@portAmy Tuttle amy.tuttle@portl

MFTS 8 NO TRANSACT OUTPUT 1 System Perform % of available s FY 2018-19 (blank) Database-multiplDan Bauer Dan.Bauer@portAmy Tuttle amy.tuttle@portl

MFTS 8 NO MONTHLY OUTCOME 1 NA Tot. service req FY 2018-19 (blank) Data is collected Dan Bauer Dan.Bauer@portAmy Tuttle amy.tuttle@portl

122

Emailaddress of

the Cityemployee

responsiblefor

collectingand


measure.

RelevantURL, "for

more info"to directreader toprogram

webpages,press

releases,how to getinvolved,annualreport,

budget, orbureau

home page.

These fields can be updated in BFM-->Performance Mngmt-->Performance Measure Dimension-->Description Tab

DataContact E-

Mail URL

https://www.portl

amy.tuttle@portl (blank)



123

MF_1025 Internet availability percentage Percentage InterNA NA YES NO UP HIGH MFTS

MF_1083 Cust serv. satisfaction rating (scale 1 to 5) Customer servic NA This performanc YES NO NONE HIGH MFTS

MF_1115 % of customers rate project mgt as excellent Percentage of c NA The performanc YES NO UP MEDIUM MFTS

MF_1118 Elapsed days from ordering a PC to installation Number of days NA Measures the nuYES NO DOWN HIGH MFTS

MF_1140 Network Availability (excluding scheduled mntce) Percentage availPercentage Avai This performanc YES YES UP HIGH MFTS

MF_1141 Pct of Calls Answered Within 20 Sec. Percentage of c NA Voice phone call YES NO UP HIGH MFTS

MF_1147 Mobile Report Entry (MRE) availability Mobile Report E NA The MRE reporti YES NO UP MEDIUM MFTS

MF_1152 % of Computers Able to Accept Sec. Patching Percentage of c NA City endpoint se YES NO NONE HIGH MFTS

MF_1153 Mission Critical Production Syst Avail- Cayenta Percentage of m NA Infrastructure plaYES NO UP HIGH MFTS

MF_1154 Mission Critical Production Syst Avail - SAP Percentage of m NA Infrastructure plaYES NO UP HIGH MFTS

MF_1155 Email Availablity (excl. scheduled maintenance) Percentage of e NA Infrastructure plaYES NO UP MEDIUM MFTS

MF_1156 Public Safety System Avail - BOEC Percentage of p NA Infrastructure plaYES NO UP HIGH MFTS

MF_1157 Public Safety Syst Avail - Police Public Safety sy NA Infrastructure plaYES NO UP HIGH MFTS

MF_1177 Average days an SAP helpdesk ticket is open Average numberNA This metric mea YES NO DOWN MEDIUM MFTS

MF_1195 Help Desk satisfaction rating (scale 1 to 5) Help Desk satisf Help Desk SatisfA random sampl YES YES UP HIGH MFTS

MF_1205 Citywide Technology Leadership Rating Citywide TechnoNA This performanc YES NO UP HIGH MFTS

MF_1206 Portlandoregon.gov uptime percentage Portlandoregon. NA The desired tren YES NO UP HIGH MFTS

MF_1207 PortlandMaps.com uptime percentage PortlandMaps.coNA The desired tren YES NO UP HIGH MFTS

MF_1208 Service Requests per FTE Service Request Service Request In FY 2019-20 thYES NO NONE HIGH MFTS

MF_1235 Pieces of US mail processed per distribution employee Pieces of US maPieces of US maIn FY 2017-18 D YES 0 UP HIGH MFTS

MF_1237 Percentage of black and white impressions of program totals Percentage of bl YES 0 UPWARD HIGH MFTS

MF_1238 Ratio of BTS Admin Team FTE to customer FTE directly served Ratio of BTS Ad YES NO UP HIGH MFTS

124

MFTS 8 NO TRANSACT OUTPUT 1 NA % of uptime for FY 2018-19 (blank) SNMP and Ping Dan Bauer Dan.Bauer@portAmy Tuttle amy.tuttle@portl

MFTS 1 NO MONTHLY OUTCOME 1 NA Average of surv TBD (blank) Survey using theDan Bauer Dan.Bauer@portAmy Tuttle amy.tuttle@portl

MFTS 6 NO TRANSACT OUTCOME 1 NA (Number of resp FY 2021-22 (blank) The performanc Dan Bauer Dan.Bauer@portAmy Tuttle amy.tuttle@portl

MFTS 0 NO MONTHLY OUTPUT 1 NA Number of days FY 2021-22 (blank) Info is collected tDan Bauer Dan.Bauer@portAmy Tuttle amy.tuttle@portl

MFTS 8 YES MONTHLY OUTPUT 1 Percentage Outage duration FY 2016-17 2035 Comprehe Collected and re Dan Bauer Dan.Bauer@portAmy Tuttle &am amy.tuttle@portl

MFTS 8 NO MONTHLY EFFICIENCY 1 NA Total calls answFY 2018-19 (blank) Data is collecte Dan Bauer Dan.Bauer@portAmy Tuttle amy.tuttle@portl

MFTS 7 NO TRANSACT OUTPUT 1 NA Mobile Report E FY 2019-20 (blank) Reported outageDan Bauer Dan.Bauer@portAmy Tuttle amy.tuttle@portl

MFTS 6 NO TRANSACT OUTPUT 1 NA Percentage of c FY 2019-20 (blank) Tenable/Nessus Dan Bauer Dan.Bauer@portAmy Tuttle amy.tuttle@portl

MFTS 8 NO MONTHLY OUTPUT 1 NA Percentage of m NA (blank) Incidents are repDan Bauer Dan.Bauer@portAmy Tuttle amy.tuttle@portl

MFTS 8 NO MONTHLY OUTPUT 1 NA Percentage of m NA (blank) Incidents are repDan Bauer Dan.Bauer@portAmy Tuttle amy.tuttle@portl

MFTS 8 NO MONTHLY OUTPUT 1 NA Percentage of e NA (blank) Incidents are repDan Bauer Dan.Bauer@portAmy Tuttle amy.tuttle@portl

MFTS 8 NO MONTHLY OUTPUT 1 NA Public Safety sy NA (blank) Incidents are repDan Bauer Dan.Bauer@portAmy Tuttle amy.tuttle@portl

MFTS 8 NO MONTHLY OUTPUT 1 NA Public Safety sy NA (blank) Incidents are repDan Bauer Dan.Bauer@portAmy Tuttle amy.tuttle@portl

MFTS 1 NO MONTHLY EFFICIENCY 1 NA Six month rpt of FY 2017-18 (blank) Cherwell ReportiDan Bauer Dan.Bauer@portAmy Tuttle amy.tuttle@portl

MFTS 1 YES MONTHLY OUTCOME 1 Satisfaction Rati Average of mont FY 2016-17 OMF 2018-2020 At closure of tick Dan Bauer Dan.Bauer@portAmy Tuttle amy.tuttle@portl

MFTS 1 NO ANNUAL OUTCOME 1 NA Average of surv FY 2021-22 (blank) Survey utilizing t Dan Bauer Dan.Bauer@portAmy Tuttle amy.tuttle@portl

MFTS 8 NO TRANSACT OUTPUT 1 NA Portlandoregon. FY 2018-19 (blank) Angelfish web lo Dan Bauer Dan.Bauer@portAmy Tuttle amy.tuttle@portl

MFTS 8 NO TRANSACT OUTPUT 1 NA PortlandMaps.coFY 2018-19 (blank) Angelfish web lo Dan Bauer Dan.Bauer@portAmy Tuttle amy.tuttle@portl

MFTS 0 NA ANNUAL EFFICIENCY 1 NA # service reques FY 2018-19 (blank) Data is gathered Matthew Spituls Jeff Winkler

MFTS 0 YES MONTHLY EFFICIENCY 1 Total mail volum NA Data is gathered Matthew Spituls matthew.spitulskMatthew Spituls matthew.spitulsk

MFTS 6 NO ANNUAL OUTCOME 1 PERCENT OF BFY 2018-19 DATA IS GATH MATTHEW SPI MATTHEW.SPI MATTHEW SPI

MFTS 0 NO ANNUAL WORKLOAD 0 Ratio N/A Measures total BAmy tuttle Amy.Tuttle@portAmy Tuttla Amy.Tuttle@port

125





amy.tuttle@portl http://www.portla










amy.tuttle@portl http://www.portla




https://www.portl

matthew.spitulsk

Amy.Tuttle@porthttps://www.portl

126

These fields can be updated in BFM-->Chart ofAccounts-->Performance Measure Dimension--

>Attributes TabThese fields can be updated in BFM-->Chart of Accounts-->Performance Measure Dimension-->Groups Tab. Please use the magnifying glass

and select from the available options



GraphDescription Actv Fl

PublishMeasure

GraphMeasure

DesiredDirection Reliability

MF_1005 Percentage of Service Requests shipped on Time Percentage of S Percentage of S NA 1 YES NO UP HIGH

MF_1013 Percent uptime for phone switch Percentage upti NA This switch relat 1 YES NO NONE HIGH

MF_1016 Percentage of time system operated w/o failure Percentage of ti NA This performanc 1 YES NO UP HIGH

MF_1019 First call resolution First Call Resolu NA This measure tra 1 YES NO UP HIGH

MF_1025 Internet availability percentage Percentage InterNA NA 1 YES NO UP HIGH

MF_1083 Cust serv. satisfaction rating (scale 1 to 5) Customer servic NA This performanc 1 YES NO NONE HIGH

MF_1115 % of customers rate project mgt as excellent Percentage of c NA The performanc 1 YES NO UP MEDIUM

MF_1118 Elapsed days from ordering a PC to installation Number of days NA Measures the nu 1 YES NO DOWN HIGH

MF_1140 Network Availability (excluding scheduled mntce) Percentage availPercentage Avai This performanc 1 YES YES UP HIGH

MF_1141 Pct of Calls Answered Within 20 Sec. Percentage of c NA Voice phone call 1 YES NO UP HIGH

MF_1147 Mobile Report Entry (MRE) availability Mobile Report E NA The MRE reporti 1 YES NO UP MEDIUM

MF_1152 % of Computers Able to Accept Sec. Patching Percentage of c NA City endpoint se 1 YES NO NONE HIGH

MF_1153 Mission Critical Production Syst Avail- Cayenta Percentage of m NA Infrastructure pla 1 YES NO UP HIGH

MF_1154 Mission Critical Production Syst Avail - SAP Percentage of m NA Infrastructure pla 1 YES NO UP HIGH

MF_1155 Email Availablity (excl. scheduled maintenance) Percentage of e NA Infrastructure pla 1 YES NO UP MEDIUM

MF_1156 Public Safety System Avail - BOEC Percentage of p NA Infrastructure pla 1 YES NO UP HIGH

MF_1157 Public Safety Syst Avail - Police Public Safety sy NA Infrastructure pla 1 YES NO UP HIGH

MF_1177 Average days an SAP helpdesk ticket is open Average numberNA This metric mea 1 YES NO DOWN MEDIUM

MF_1195 Help Desk satisfaction rating (scale 1 to 5) Help Desk satisf Help Desk SatisfA random sampl 1 YES YES UP HIGH

MF_1205 Citywide Technology Leadership Rating Citywide TechnoNA This performanc 1 YES NO UP HIGH

MF_1206 Portlandoregon.gov uptime percentage Portlandoregon. NA The desired tren 1 YES NO UP HIGH

MF_1207 PortlandMaps.com uptime percentage PortlandMaps.coNA The desired tren 1 YES NO UP HIGH

MF_1208 Service Requests per FTE Service Request Service Request In FY 2019-20 th 1 YES NO NONE HIGH

127

These fields can be updated in BFM-->Chart of Accounts-->Performance Measure Dimension-->Groups Tab. Please use the magnifying glassand select from the available options These fields can be updated in BFM-->Chart of Accounts-->Performance Measure Dimension-->Description Tab

Reliability Division Datatype KPM FrequencyMeasure

Type AggregationUnit of

Measure Formula Target YearStrategic

PlanCollection

MethodProgram

MgrProgram

Mgr E-MailData

Contact

HIGH MFTS 8 NA ANNUAL OUTPUT 1 NA # service reques FY 2018-19 (blank) Data is gathered Matthew Spituls Jeff Winkler

HIGH MFTS 8 NO TRANSACT OUTPUT 1 System Perform % of uptime for NA (blank) SNMP and Ping Dan Bauer Dan.Bauer@portAmy Tuttle

HIGH MFTS 8 NO TRANSACT OUTPUT 1 System Perform % of available s FY 2018-19 (blank) Database-multiplDan Bauer Dan.Bauer@portAmy Tuttle

HIGH MFTS 8 NO MONTHLY OUTCOME 1 NA Tot. service req FY 2018-19 (blank) Data is collected Dan Bauer Dan.Bauer@portAmy Tuttle

HIGH MFTS 8 NO TRANSACT OUTPUT 1 NA % of uptime for FY 2018-19 (blank) SNMP and Ping Dan Bauer Dan.Bauer@portAmy Tuttle

HIGH MFTS 1 NO MONTHLY OUTCOME 1 NA Average of surv TBD (blank) Survey using theDan Bauer Dan.Bauer@portAmy Tuttle

MEDIUM MFTS 6 NO TRANSACT OUTCOME 1 NA (Number of resp FY 2021-22 (blank) The performanc Dan Bauer Dan.Bauer@portAmy Tuttle

HIGH MFTS 0 NO MONTHLY OUTPUT 1 NA Number of days FY 2021-22 (blank) Info is collected tDan Bauer Dan.Bauer@portAmy Tuttle

HIGH MFTS 8 YES MONTHLY OUTPUT 1 Percentage Outage duration FY 2016-17 2035 Comprehe Collected and re Dan Bauer Dan.Bauer@portAmy Tuttle &am

HIGH MFTS 8 NO MONTHLY EFFICIENCY 1 NA Total calls answFY 2018-19 (blank) Data is collecte Dan Bauer Dan.Bauer@portAmy Tuttle

MEDIUM MFTS 7 NO TRANSACT OUTPUT 1 NA Mobile Report E FY 2019-20 (blank) Reported outageDan Bauer Dan.Bauer@portAmy Tuttle

HIGH MFTS 6 NO TRANSACT OUTPUT 1 NA Percentage of c FY 2019-20 (blank) Tenable/Nessus Dan Bauer Dan.Bauer@portAmy Tuttle

HIGH MFTS 8 NO MONTHLY OUTPUT 1 NA Percentage of m NA (blank) Incidents are repDan Bauer Dan.Bauer@portAmy Tuttle

HIGH MFTS 8 NO MONTHLY OUTPUT 1 NA Percentage of m NA (blank) Incidents are repDan Bauer Dan.Bauer@portAmy Tuttle

MEDIUM MFTS 8 NO MONTHLY OUTPUT 1 NA Percentage of e NA (blank) Incidents are repDan Bauer Dan.Bauer@portAmy Tuttle

HIGH MFTS 8 NO MONTHLY OUTPUT 1 NA Public Safety sy NA (blank) Incidents are repDan Bauer Dan.Bauer@portAmy Tuttle

HIGH MFTS 8 NO MONTHLY OUTPUT 1 NA Public Safety sy NA (blank) Incidents are repDan Bauer Dan.Bauer@portAmy Tuttle

MEDIUM MFTS 1 NO MONTHLY EFFICIENCY 1 NA Six month rpt of FY 2017-18 (blank) Cherwell ReportiDan Bauer Dan.Bauer@portAmy Tuttle

HIGH MFTS 1 YES MONTHLY OUTCOME 1 Satisfaction Rati Average of mont FY 2016-17 OMF 2018-2020 At closure of tick Dan Bauer Dan.Bauer@portAmy Tuttle

HIGH MFTS 1 NO ANNUAL OUTCOME 1 NA Average of surv FY 2021-22 (blank) Survey utilizing t Dan Bauer Dan.Bauer@portAmy Tuttle

HIGH MFTS 8 NO TRANSACT OUTPUT 1 NA Portlandoregon. FY 2018-19 (blank) Angelfish web lo Dan Bauer Dan.Bauer@portAmy Tuttle

HIGH MFTS 8 NO TRANSACT OUTPUT 1 NA PortlandMaps.coFY 2018-19 (blank) Angelfish web lo Dan Bauer Dan.Bauer@portAmy Tuttle

HIGH MFTS 0 NA ANNUAL EFFICIENCY 1 NA # service reques FY 2018-19 (blank) Data is gathered Matthew Spituls Jeff Winkler

128

These fields can be updated in BFM-->Chart of Accounts-->Performance Measure Dimension-->Description Tab


update thisdata


update thisdata

Update thisvalue in

Form 1800

Update thisvalue in

Form 1800

Update thisvalue in

Form 1800

DataContact

DataContact E-

Mail URLFY 2017-18

ActualsFY 2018-19

ActualsFY 2019-20

TargetFY 2019-20

ActualsFY 2020-21

TargetStrategic

Target

Jeff Winkler https://www.portl99.99% 99.00% 99.00% 99.90% 99.90% 100.00%

Amy Tuttle amy.tuttle@portl (blank) 100.00% 100.00% 100.00% 99.99% 100.00% 100.00%




Amy Tuttle amy.tuttle@portl (blank) 2.70 2.78 3.00 0 3.00 N/A

Amy Tuttle amy.tuttle@portl (blank) N/A 100% 100% 100% 75% 75%

Amy Tuttle amy.tuttle@portl (blank) 4 4 4 4 4 3

Amy Tuttle &am amy.tuttle@portl http://www.portla100.00% 99.98% 100.00% 99.99% 99.96% 99.96%


Amy Tuttle amy.tuttle@portl (blank) 100.0% 100.0% 100.0% 100.0% 100.0% 100%

Amy Tuttle amy.tuttle@portl (blank) 99% 99% 100% 99% 99% 99%






Amy Tuttle amy.tuttle@portl (blank) 8.70 8.68 9.00 8.36 8.25 N/A

Amy Tuttle amy.tuttle@portl http://www.portla4.91 4.86 5.00 4.89 4.75 4.75

Amy Tuttle amy.tuttle@portl (blank) 3.03 3.31 3.00 0 3.40 4.00



Jeff Winkler https://www.portl2,365 2,302 2,300 1,358 2,166 2,700

129

MF_1235 Pieces of US mail processed per distribution employee Pieces of US maPieces of US maIn FY 2017-18 D 1 YES 0 UP HIGH

MF_1237 Percentage of black and white impressions of program totals Percentage of bl 1 YES 0 UPWARD HIGH

MF_1238 Ratio of BTS Admin Team FTE to customer FTE directly served Ratio of BTS Ad 1 YES NO UP HIGH

130

HIGH MFTS 0 YES MONTHLY EFFICIENCY 1 Total mail volum NA Data is gathered Matthew Spituls matthew.spitulskMatthew Spituls

HIGH MFTS 6 NO ANNUAL OUTCOME 1 PERCENT OF BFY 2018-19 DATA IS GATH MATTHEW SPI MATTHEW.SPI MATTHEW SPI

HIGH MFTS 0 NO ANNUAL WORKLOAD 0 Ratio N/A Measures total BAmy tuttle Amy.Tuttle@portAmy Tuttla

131

Matthew Spituls matthew.spitulsk N/A 1,137,500 1,200,000 1,150,300 1,300,000 1,000,000

MATTHEW SPI N/A 72% 71% 69% 71% 70%

Amy Tuttla Amy.Tuttle@porthttps://www.portl0 0 0 91 0

132


Office of Management & Finance - MFTS

CIP Program Name2019-20AdoptedBudget


2019-20Actuals

PYVariance

PYPercent

ofActuals

toRevised


2020-21FALL

RequestedTotal

2020-21July

Actuals

Fall Req.to

AdoptedVariance

Fall Req.to

Adopted%

Variance

BTS 10,340,270 12,622,720 8,153,949 -4,468,771 64.6% 11,309,480 12,027,265 296,504.96 717,785 5.97%

Facilities 0 0 0 0 0 0 0 0 #DIV/0

Revenue 0 0 0 0 0 0 0 0 #DIV/0

Sum: 10,340,270 12,622,720 8,153,949 -4,468,771 -35.4% 11,309,480 12,027,265 296,504.96 717,785 5.97%


Technology Services - Prior to the Spring BMP, BTS anticipated not being able to complete some of their projects and made adjustments in the BMP to reduce projectappropriations. However, because SAP creates a hard stop if appropriation isn't sufficient to cover expenses plus encumbrances, some project budgets were notchanged in order to keep the fund's appropriation at a higher level and prevent a hard stop from occurring. The largest variances were in the IRNE Fiber Expansionprogram, Replacement of Telecommunications Management System, SAN Storage Expansion, and Firewall Technology Refresh project. These are all ongoing projectswith funding currently in the FY 2020-21 budget and additional funding anticipated as carryover in the BMP. One other contributing factor to BTS's progress on theirprojects was the need to realign priorities as a result of COVID-19.


133


Technology Services - BTS had projects at year-end where work wasn't completed and ending project balances needed to be carried over into FY 2020-21. In addition,BTS also has projects currently in the FY 2020-21 Adopted budget where appropriation will be reduced and included as part of the FY 2021-22 Requested budget.Limited resources, both fiscal and personnel, and other restrictions have made it challenging for BTS to complete all of its projects. These projects have all beencarefully reviewed for both risk and necessity and the highest priority projects remain in the budget.

134



CIP Program Name Project2019-20AdoptedBudget


2019-20Actuals PY Variance

PY Percentof Actuals to

Revised


2020-21FALL

RequestedTotal

2020-21 JulyActuals

Fall Req. toAdoptedVariance

BTS B00045 235,244 415,244 210,218 -205,026 50.63% 0 0 0 0

BTS C00025 50,000 225,263 103,945 -121,318 46.14% 0 159,638 15,458.61 159,638

BTS C00044 675,000 693,324 134,507 -558,817 19.4% 409,000 100,000 4,919.2 -309,000

BTS C00046 34,400 34,400 31,101 -3,299 90.41% 130,000 133,299 0 3,299

BTS C00047 403,847 620,839 159,125 -461,714 25.63% 208,800 150,000 0 -58,800

BTS C00049 900,000 844,534 497,474 -347,060 58.91% 0 0 0 0

BTS C00050 1,554,979 1,393,239 1,090,318 -302,921 78.26% 1,000,000 1,122,632 149,440.18 122,632

BTS C00055 223,996 485,764 485,774 10 100% 764,738 765,737 0 999

BTS C00057 176,000 78,000 32,727 -45,273 41.96% 159,500 45,273 0 -114,227

BTS C00060 0 191,353 0 -191,353 0 72,706 0 72,706

BTS C00061 0 73,745 49,676 -24,069 67.36% 0 24,069 0 24,069

BTS C00062 0 97,003 72,668 -24,335 74.91% 0 24,335 0 24,335

BTS C00063 468,600 521,932 537,584 15,652 103% 437,800 426,809 13,905.48 -10,991

BTS C00072 300,000 58,000 130,059 72,059 224.24% 491,247 443,500 4,611.39 -47,747

BTS C00082 244,200 599,580 1,610,600 1,011,020 268.62% 412,046 384,537 82,358.15 -27,509

BTS C00083 195,500 100,000 2,160 -97,840 2.16% 319,500 204,000 0 -115,500

BTS C00084 150,000 50,000 227 -49,773 0.45% 100,000 49,773 0 -50,227

BTS C00088 1,250,000 1,250,000 64,230 -1,185,770 5.14% 2,590,000 4,122,917 250 1,532,917

135


Fall Req. toAdoptedVariance

Fall Req. toAdopted %Variance

0 #DIV/0

159,638 100%

-309,000 -309%

3,299 2.47%

-58,800 -39.2%

0 #DIV/0

122,632 10.92%

999 0.13%

-114,227 -252.31%

72,706 100%

24,069 100%

24,335 100%

-10,991 -2.58%

-47,747 -10.77%

-27,509 -7.15%

-115,500 -56.62%

-50,227 -100.91%

1,532,917 37.18%

136


BTS C00090 429,000 429,000 0 -429,000 671,500 576,000 0 -95,500

BTS C00091 609,000 384,000 19,938 -364,063 5.19% 489,000 120,000 0 -369,000

BTS C00099 1,952,400 2,202,400 2,143,831 -58,569 97.34% 884,800 1,007,044 6,004.75 122,244

BTS C00100 88,104 584,539 445,416 -139,123 76.2% 0 100,000 12,641.19 100,000

BTS C00103 400,000 50,000 0 -50,000 150,000 200,000 0 50,000

BTS C00104 0 963,258 320,371 -642,887 33.26% 107,200 805,996 6,916.01 698,796

BTS C00108 0 277,303 0 -277,303 891,625 0 0 -891,625

BTS C00112 0 0 0 0 422,724 319,000 0 -103,724

BTS C00118 0 0 0 0 190,000 190,000 0 0

BTS C00128 0 0 0 0 300,000 300,000 0 0

BTS C00138 0 0 0 0 60,000 60,000 0 0

BTS C00139 0 0 0 0 120,000 120,000 0 0

BTS C00144 0 0 11,999 11,999 0 0 0 0

Facilities B00018 0 0 0 0 0 0 0 0

Facilities B00044 0 0 0 0 0 0 0 0

Facilities B00050 0 0 0 0 0 0 0 0

Revenue S00048 0 0 0 0 0 0 0 0

Sum: 10,340,270 12,622,720 8,153,949 -4,468,771 -35.4% 11,309,480 12,027,265 717,785


Technology Services - Prior to the Spring BMP, BTS anticipated not being able to complete some of their projects and made adjustments in the BMP to reduce project appropri


137


-95,500 -16.58%

-369,000 -307.5%

122,244 12.14%

100,000 100%

50,000 25%

698,796 86.7%

-891,625 #DIV/0

-103,724 -32.52%

0 0%

0 0%

0 0%

0 0%

0 #DIV/0

0 #DIV/0

0 #DIV/0

0 #DIV/0

0 #DIV/0

717,785 5.97%

138


Technology Services - BTS had projects at year-end where work wasn't completed and ending project balances needed to be carried over into FY 2020-21. In addition, BTS al

139


140

City of Portland






Package DescriptionThe BTS Information Security program has six projects in the FY 2020-21 Adopted budget that also had appropriation in the prior fiscal yearand unspent funds at year-end. Progress is being made on two of the projects, Data Loss Prevention and Firewall Technology Refresh, soBTS is requesting to carry forward the year-end balance. Of the remaining four projects, the Apple Device Support project will be canceledas BTS has found another way to provide these support services. The remaining projects, Privileged Access Management, Network AccessControl, and Authorized Software, will reduce their appropriations to $0 in this year's budget and funding will be requested for them in FY2021-22. While the work on these three projects is important, Information Security doesn't have the capacity at this time to complete them.

Service ImpactsFor the two projects where BTS is requesting carryover funding, if the projects are not sufficiently funded and/or experience delays, there willbe an impact both to BTS and its customer bureaus. Delays will result in additional expenses both in support contracts and hardware costswhich BTS would have to pass onto its customers. For the projects being pushed out to FY 2021-22, while they are important, they are notcritical at this time and their delay will not have an adverse affect on BTS or any other City bureau.

Equity ImpactsThese requests will have no equity impact.

MF - Office of Management & Finance DP Type Other AdjustmentsRequest Name: 10892 -BTS - Information Security Projects

141

City of Portland




Contingency 143,009


Package DescriptionThe BTS Business Solutions program has two projects in the FY 2020-21 Adopted budget that are ongoing from the prior fiscal year. TheWorkflow Application project had an ending project balance from last year that BTS is requesting for carryover. However, not all plannedwork on the project will be completed this year, so some of the budget will be pushed out to FY 2021-22. The Web Site Replacement projectis scheduled for completion this year. Its budget from last year was slightly overspent and that amount will be deducted from this year'sbudget in the Fall BMP. BTS is currently estimating that $30,000 - $50,000 additional might be needed for the project as an addition to theSpring BMP.

Service ImpactsBoth of these projects are considered to be mission-critical to BTS. Postponement in completing them would not only affect BTS, but wouldalso have an impact on other City bureaus. In both cases, delays in completing the projects will result in increased costs to the City.


MF - Office of Management & Finance DP Type Other AdjustmentsRequest Name: 10900 -BTS - Business Solutions Projects

142

City of Portland






Package DescriptionThe BTS Public Safety Technology program has six projects in the FY 2020-21 Adopted budget and is requesting carryover of project fundsfrom FY 2019-20 that will add six additional projects to the Revised budget. Project budget balances from the prior fiscal year are needed tocover all estimated remaining project expenses. All of these projects are projected to be completed this fiscal year.

Service ImpactsAll of these requested project adjustments are for work needed on the City's 800 MHz radio system. Delaying the work may not have animmediate impact to the City and non-city agencies using the system, but the long-term effect would result in system deterioration and agreater risk to public safety.


MF - Office of Management & Finance DP Type Other AdjustmentsRequest Name: 10901 -BTS - Public Safety Technology Projects

143

City of Portland




Contingency 172,965


Package DescriptionThe BTS Support Center program has three projects in the FY 2020-21 Adopted budget, all of which are continuing from FY 2019-20. TheITSM Refresh (formerly Cherwell Capability Expansion) and Office 365 Implementation projects are ongoing with planned expenses throughthe next five years. The Enterprise Mobility Management (EMM) project is estimated to be completed this fiscal year. Requested budgetadjustments for ITSM and EMM are reductions due to slight overspending in the previous fiscal year. The Office 365 adjustment carries overfunding, but also pushes out some appropriation to FY 2021-22.

Service ImpactsWhile it's possible to postpone work on these projects, there is a risk to delaying and that risk will affect both BTS and the City bureaus itprovides service to. Both the ITSM Refresh and Enterprise Mobility Management projects are considered mission-critical and any delays willresult in increased costs later to the City.


MF - Office of Management & Finance DP Type Other AdjustmentsRequest Name: 10902 -BTS - Support Center Projects

144

City of Portland






Package DescriptionThe EBS (Enterprise Business Solution) program has two projects (Worksoft Testing and SAP Suite on HANA) in the FY 2020-21 Adoptedbudget. Requested Fall BMP changes will carry over funding for one of those projects plus two others (EAM Real Estate and DataVisualization). All four projects are currently scheduled for completion this fiscal year.

Service ImpactsService impact varies for each of the four EBS projects, but given that they are for work on SAP, all SAP users could be impacted shouldthere be delays in implementation. The SAP Suite on HANA project was postponed due to lack of network resources, but work will beginagain starting in calendar year 2021. That work may continue into FY 2021-22. The EAM implementation deadline was extended due toCOVID-19 GASB changes, but will be completed this fiscal year. The Worksoft Testing project is scheduled for completion this year, but thework isn't considered critical and could be pushed out to FY 2021-22 if necessary. The Data Visualization project work will be completed thisyear.


MF - Office of Management & Finance DP Type Other AdjustmentsRequest Name: 10903 -BTS - EBS Projects

145

City of Portland




Capital Outlay -544,284

Contingency 816,128


Package DescriptionThe Production Services program has twelve projects in the FY 2020-21 budget. Requested changes in the Fall BMP will carry over theending project balance for many of the projects, but Production Services will also be pushing out project budgets to FY 2021-22 and FY2022-23. All of the work on these projects is needed, but some projects are less mission-critical than others. BTS also has limitedresources, both in personnel and financially, which adds challenges to completing everything. Delaying some projects will free up funds forother higher priority uses.

Service ImpactsProduction Services has assessed the risk of postponing projects both to BTS and to its customers. While it is pushing out portions of someprojects to FY 2021-22, the higher risk projects have been given priority so as to minimize any possible service impact. Should there be anydelays in implementing these projects per the planned schedule, additional costs are not considered material at this time.


MF - Office of Management & Finance DP Type Other AdjustmentsRequest Name: 10904 -BTS - Production Services Projects

146

City of Portland








Package DescriptionThe Communications program has eight projects in the FY 2020-21 Adopted budget. One additional project (IRNE Voice SystemTechnology Refresh) will be added in the Fall BMP with carryover funds so that the project can be completed, and one project (Comm.Building Construction) will be removed and funds reappropriated in the IA with Facilities Services. Timelines have changed for some of theremaining projects, so appropriation will be pushed out to FY 2021-22.

Service ImpactsFor most Communications projects, postponement of the projects will impact BTS and other City bureaus. About half of the projects areconsidered to be mission-critical and delays will likely result in increased costs later. Many of the projects are multi-year, so expectations arenot for them to be completed this year, but for progress to be made on the projects.


MF - Office of Management & Finance DP Type Other AdjustmentsRequest Name: 10905 -BTS - Communications Projects

147

City of Portland




Contingency 224,639




Interagency Revenue -218,145

Package DescriptionThis request is to adjust interagencies, both where BTS is the receiver of services and where BTS is the provider of services. The majority ofthese adjustments are relatively minor with the exception of the interagencies with the Police bureau and the Revenue bureau. Police andBTS have identified slightly less than $900,000 in interagency reductions for the Fall BMP and a high probability of additional reductions inthe Spring BMP. The Revenue bureau will be increasing their IA by $486,390. Much of this increase is associated with their Integrated TaxSystem project. Transportation is also adding $203,916 to cover additional mobile devices.

Service ImpactsThere are no service impacts to BTS resulting from these IA changes. The most material of these changes, the IA reductions with the Policebureau, include extending replacement lifecycles on some radio equipment, disconnecting phone lines, and a cellular phone credit.


MF - Office of Management & Finance DP Type Other AdjustmentsRequest Name: 10908 -BTS - Interagency Changes

148

City of Portland




Capital Outlay 124,000

Contingency 12,724,437


Personnel 516,265


Beginning Fund Balance 13,508,089

Package DescriptionThis request is for other Fall BMP entries that don't fall into categories of either project changes or interagency changes. In all cases theyare adjustments to BTS contingency, either an increase or a decrease.

Service ImpactsThere are no service impacts associated with these Fall BMP requests. The largest of the requests recognizes additional beginning fundbalance. The other requests are to the operating budgets of various BTS programs to appropriate funds covering anticipated expenseswhich were overlooked when developing the Adopted budget. Also included is an allocation of BTS salary contingency to the major costcenters of each program where the funds will be needed.


MF - Office of Management & Finance DP Type ContingencyRequest Name: 10909 -BTS - Other Adjustments

149

City of Portland




Contingency 447,440



Package DescriptionThe purpose of this request is to true up the beginning fund balance for Printing and Distribution to match the actuals. The $447,440 will beappropriated in contingency.

Service Impacts

Equity Impacts

MF - Office of Management & Finance DP Type New RevenueRequest Name: 11013 -P&D - True up Beginning Fund Balance

150

City of Portland




Contingency 0

External Materials and Services 855

Internal Materials and Services -855

Package DescriptionThis package adjusts the IA for Space Rent due to the revised blended rate.

Service Impacts

Equity Impacts

MF - Office of Management & Finance DP Type Technical AdjustmentsRequest Name: 11014 -P&D - Rent IA adjustment

151

City of Portland







Package DescriptionThis decision package is to match adjustments made by bureaus for interagency changes with Printing & Distribution services.

Service Impacts

Equity Impacts

MF - Office of Management & Finance DP Type Other AdjustmentsRequest Name: 11016 -P&D - Interagency Changes

152



706 - Technology Services Fund



Personnel 38,725,069 35,624,275 91.99%



Capital Outlay 2,024,445 251,609 12.43%

Debt Service 686,801 686,801 100%


Fund Transfers - Expense 4,810,343 4,810,343 100%



There were three reasons for the External M&S and Capital variance in the Technology Services fund. BTS made aconscious effort to reduce overall spending in the fund due to the financial impact of the pandemic. Related to thatwas a slowdown in CIP spending resulting from the uncertainty of funding availability for current and future projects.Lastly, because SAP creates a hard stop when expenses and encumbrances combined exceed the budget, BTS hadto maintain sufficient appropriation levels to prevent a hard stop from occurring. Had the hard stop issue not been afactor, appropriation would have been reduced in the Spring BMP and there would likely not have been a year-endvariance. The variance in Internal M&S was primarily with the Facilities interagency, specifically propertymanagement and project management expenses. Project management appropriation was increased in the SpringBMP for a project where most of the expenses won't be incurred until sometime in FY 2020-21. The propertymanagement budget was based on an average of prior year expenses and BTS simply required fewer services fromthe property management team in FY 2019-20.

Revenue Discussion





General Fund Discretionary 0 0

Miscellaneous 738,881 1,100,123 148.89%


Fund Transfers - Revenue 5,752,000 5,751,013 99.98%


TOTAL REVENUES 109,643,421 78,177,627 71.30%

153



The Charges for Services variance was related to revenue BTS receives from customers leasing space at 800 MHztower sites. The budget assumed customers would continue their occupancy of the sites for the full year. However,the FBI decided to discontinue usage of two of the four sites they had been using. The Miscellaneous variance wasdue to interest earnings in excess of what was budgeted. BTS collections on replacement funds have contributed toa higher fund balance, resulting in greater interest earnings.

154



708 - EBS Services Fund



Personnel 0 0

Internal Materials and Services 0 0

Fund Transfers - Expense 5,602,000 5,601,013 99.98%



Revenue Discussion




TOTAL REVENUES 5,602,000 0 0.00%

Fund Transfers - Expense actuals were directly related to the closing of Enterprise Business SolutionsServices (Fund 708), to transfer the ending fund balance from EBS Fund 708 to Technology ServicesFund 706 for finalizing the consolidation of the Funds per Ordinance 189977.

155



703 - Printing & Distribution Services Operating Fund



Personnel 2,067,458 1,768,958 85.56%


Internal Materials and Services 1,065,205 907,006 85.15%

Capital Outlay 717,786 183,532 25.57%

Debt Service 195,826 195,825 100%





All expense categories were within budget appropriation.

Revenue Discussion

Intergovernmental revenues were under collected and Miscellaneous revenues were over collected primarily due tothe unpredictability of customers’ needs for printing and distribution (P&D) services. P&D's services are mostlyvariable and are provided when the customers specifically request services.




Intergovernmental 970,826 550,811 56.74%

Miscellaneous 49,096 76,266 155.34%


Bond & Note Proceeds 0 0


TOTAL REVENUES 10,264,548 5,899,903 57.48%

156

Office of the Chief Administrative Officer

157




FY 2017-18Actuals

FY 2018-19Actuals

FY 2019-20Target

FY 2019-20Actuals

FY 2020-21Target



FY 2017-18Actuals

FY 2018-19Actuals

FY 2019-20Target

FY 2019-20Actuals

FY 2020-21Target


MF_1180 Percentage of sedans that are electricor plug-in hybrid EFFICIENCY 44% 41% 47% 43% 50% 50%

The city has a total of354 sedans (excludingpolice & rentals). Ofthese, 151 (43%) areelectric (EV) or plug-inhybrid (PHEV). Note:Vehicle class 1020(used sedans) includes30 sport utility vehicles,trucks, and minivanswhich have also beenexcluded from the total.

MF_1196 Percent of Accounts Payable within 30days OUTPUT 80% 83% 90% 79% 80% 90%

MF_1220 Number of campsite reports receivedand processed WORKLOAD N/A 35,005 29,000 41,717 40,000 N/A

MF_1221 Number of campsite cleanupsperformed OUTPUT N/A 2,828 3,200 2,104 3,000 4,500

Due to public healthguidance from Centerfor Disease Control andPrevention and theMultnomah CountyHealth Department,campsite removals werelargely halted beginningin March 2020. Thedecline in FY 2019-20actuals are attributed toeffects from COVID-19.

MF_1222 Total cleanup costs EFFICIENCY N/A $2,155,030 $2,500,000 $3,424,524 $2,500,000 $1,875,000

Costs to maintain activeencampments withoutremoval is far moreexpensive as crews arerequired to go to thesame locations multipletimes per week. Whendoing full campsiteremovals, it is notnecessary for crews torevisit the same locationas often.

Page 2 of 8

158




FY 2017-18Actuals

FY 2018-19Actuals

FY 2019-20Target

FY 2019-20Actuals

FY 2020-21Target


MF_1223 Tons of garbage collected WORKLOAD N/A 1,954 2,000 3,275 2,000 3,500

MF_1225 Change in average energy useintensity over the prior year average EFFICIENCY N/A 159.0% -100.0% -12.5% -1.0% -3%

Total energy use wasdown for OMF-ownedbuildings due to theCOVID-19 pandemicimpact for mid-March2020 through June2020.

MF_1226 Average customer demand workorderturnaround time OUTPUT N/A 27.70 30.00 23.90 22.50 10.00

Average days turns byyear for priority 1-4demand workorders, perFacilities MonthlyReport Dashboard.Facilities averaged a 24-day turnaround in FY2019-20. Attaining a22.5-day averagerepresents a 10%improvement year overyear. More aggressiveworkorder management(e.g., more timelyclosure once work iscompleted or as soon asthey have becomeprojects) is all that isneeded to achievebetter results in thisarea.

MF_1227 Percent of on-time preventivemaintenance compliance OUTPUT N/A 53% 40% 63% 55% 80%

Percentage of on-timepreventativemaintenance completionfor OMF-ownedbuildings. Facilitiesfinished FY 2019-20 at62.8%, a significantimprovement over theprior year. This is due tooperational changes putinto place over the last18 months to prioritizepreventive maintenance.

Page 3 of 8

159




FY 2017-18Actuals

FY 2018-19Actuals

FY 2019-20Target

FY 2019-20Actuals

FY 2020-21Target


MF_1228 Average maintenance and operationscost per square foot EFFICIENCY N/A $14.99 $14.50 $10.79 $11.50 $12.50

Average weighted bysquare footage forOMF-owned standardoffice space only policefacilities, other 24/7operations, and otherspecialty facilities. The28% drop in cost/sf(from $14.99 to $10.79)reflects the impact of theCOVID-19 pandemicwhich reducedoccupancy from mid-March through June.Note: this valueexcludes the PortlandBuilding which cameback online mid-year.The strategic targetincludes TPB. Pre-construction weightedaverage including TPBwas $11.11 for context.

MF_1229 Percentage of construction projectscompleted on-time OUTPUT N/A 8,000% 8,000% 80% 84% 90%

Number of projectscompleted on schedule /total number of projects.Allowing for customerchange orders andamendments, and forcemajeure. StrategicTarget reflects a 2-percentage pointimprovement per year.


Page 4 of 8

160




FY 2017-18Actuals

FY 2018-19Actuals

FY 2019-20Target

FY 2019-20Actuals

FY 2020-21Target


MF_1230 Percentage of construction projectscompleted under budget OUTPUT N/A 80% 80% 80% 84% 90%

Number of projectscompleted underbudget / total number ofprojects. Allowing forcustomer change ordersand amendments, andforce majeure. Strategictarget reflects a 2-percentage pointimprovement per year.


MF_1231 Average occupancy rate OUTCOME N/A 75% 95% 75% 75% 98%

Rented units at periodend / total rentableunits. This metricincludes all rentablespaces under Propertyteam’s management.Union Station which is avery marketableproperty due to locationand lack of amenitiesand currently has 23vacancies (out of rentroll of 104). Until thatchanges, Facilities doesnot expect significantimprovement in thismetric.Justification

MF_1236Percentage of minimum SpectatorVenue & Visitor Activities Fundoperating reserved maintained

OUTCOME N/A 100.00% 100.00% 100.00% 100.00% 100.00%

Page 5 of 8

161




FY 2017-18Actuals

FY 2018-19Actuals

FY 2019-20Target

FY 2019-20Actuals

FY 2020-21Target


MF_1240 Average cost per mile (S) EFFICIENCY 0 0 0 $.96 $.97 $1.12

Avg cost per mile(lifetime, active vehicles,fuel & maintenancecosts) was up 10% overthe prior year from$0.87/mile to $0.96/mile.This was the result ofincreased maintenancecosts and fewer milestraveled in FY20 19-20relative to the prior year.Overall costs rose by$1.5M, driven by anincrease in totalmaintenance costs(+10%, +$2.4M), whichin turn was driven by a4% increase in laborhours plus labor rateincreases to reflectinflation, and a 32%increase in commercial(outsourced) costs. Thiswas partially offset by adecrease in fuel cost(-17%, -$0.9M) due tomarket forces, whichwas attributable to an11% decrease in theaverage cost per gallon($2.87 to $2.55), a 6%reduction in fuel usageresulting from theCOVID-19 pandemic,and a 12% decrease inparts costs. The impactof the COVID-19pandemic was alsoseen in total vehiclemiles traveled, whichdecreased 5% (0.8Mmiles) year over year.

Page 6 of 8

162




FY 2017-18Actuals

FY 2018-19Actuals

FY 2019-20Target

FY 2019-20Actuals

FY 2020-21Target


MF_1241Cumulative percentage change in totalcarbon emissions from FY 2006-07levels

OUTCOME 0 0 0 -41% -41% -100%

Goal is zero emissionsby 2050. Based onpreliminary estimatefrom overall fuel usageand pending finalnumbers from BPS, totalfleet emissions wereapproximately 44%below FY06-07 levels.In prior years this waslargely driven by theswitch to domesticallysourced palm-freerenewable diesel. In FY2019-20, overall fueluse was down 8%,primarily due to theCOVID-19 pandemic.This is pendingvalidation by BPSexpected by end ofSeptember.

MF_1242 Average Fleet Availability (%) OUTPUT 0 0 0 95% 94% 98%

Despite the pandemic,recent business processand PM complianceimprovements areresulting in fewerbreakdowns andincreased availability.

MF_1243 Business Operations operationalbudget served WORKLOAD 0 0 0 $530,458,328 $456,311,063 N/A

MF_1244Business Operations budget as apercentage of OMF bureau operationalbudget served.

EFFICIENCY 0 0 0 1.1% 1.1% 1%

MF_1245 FTE served by the OMF BusinessOperations Administrative Team WORKLOAD 0 0 0 217 209 N/A

MF_1246Ratio of CAO Admin Team FTE tocustomer FTE directly served (i.e. 1:10entered as 10)

EFFICIENCY 0 0 0 54 50 50

MF_1251Percentage of professional servicesconsultant contracts awarded toOregon certified COBID firms

OUTCOME 0 0 0 60.00% 32.00% 0

MF__1252

Percentage of City staff with a "good"or "very good" awareness of securityprocedures.

OUTCOME 0 0 0 N/A 75.00% 75.00%

Page 7 of 8

163

City of Portland





Personnel -6,146

Package DescriptionOMF Facilities is working on a project to build out space in the Portland Building for Civic Life and 311 so these bureaus can consolidate theirfunctions in one location.

The Portland Building reconstruction project is funding the cost of the build out.

The costs of the moves will need to be funded by one time IA charges to Civic Life and 311. This reflects the approach of the project whichis that the project only covers moves for the tenants previously in the building.

This has been estimated at $29,055 for Civic Life and $6,146 for 311. This is based on the estimate for the move and allocated based onquantity of employees moved.

Service ImpactsApproving this package will allow for a consolidation of functions within one location. The 311 Program is funding these one-time coststhrough a reduction in personal services.

Equity ImpactsNA

MF - Office of Management & Finance DP Type Internal TransferRequest Name: 10866 -311-Space Buildout IA

164

City of Portland





Personnel -60,000

Package DescriptionThis requests creates an interagency between OMF Business Operations and the 311 program for administrative support services. The 311program will decrease their personnel budget to fund this request.

Service ImpactsThis interagency will allow 311 to receive administrative services from Business Operations while saving the program money compared tohiring dedicated staff.

Equity ImpactsOMF will add another program to the administrative portfolio that receives a similar level of service.

MF - Office of Management & Finance DP Type Internal TransferRequest Name: 10867 -311-IA with Bus Ops

165

City of Portland




Personnel 60,000



Package DescriptionThis request creates an interagency between OMF Business Operations and the 311 Program for administrative support. BusinessOperations will increase the personnel services major object code to balance this request.

Service ImpactsThis request will allow Business Operations to provide the 311 Program administrative support at a cheaper cost compared to higher theirown staff.

Equity ImpactsNA

MF - Office of Management & Finance DP Type New RevenueRequest Name: 10868 -Bus Ops-IA with 311

166

City of Portland






Personnel 0


Interagency Revenue 0

Package DescriptionThis request creates an interagency between OMF Business Operations and the Hearings Office for administrative support for $18,615. TheHearings Office was reorganized from the Office of the City Auditor to the Office of Management and Finance during the Adopted phase ofthe FY 2020-21 Budget. Analysis of the Hearings Office performed by the City Auditor in conjunction with the City Budget Office estimatedthat budget, finance, personnel and other support services cost approximately $18K. This IA recognizes the estimated amount in aninteragency with OMF Business Operations. Analysis of the Hearings Office transition and overall support needs will continue through thefiscal year to gain a better understanding of Hearings Office operations and financial, personnel and other support needs.

Service ImpactsThis interagency agreement will allow the Hearings Office to receive administrative services from Business Operations.

Equity ImpactsNA

MF - Office of Management & Finance DP Type Technical AdjustmentsRequest Name: 10869 -Hearings Office - IA with Bus Ops

167

City of Portland







Personnel -13,530


Beginning Fund Balance 0

Charges for Services -6,200,000

Intergovernmental -437,956

Miscellaneous -138,653

Package DescriptionReflects adjustments to anticipated revenues and expenses from events in FY20-21 due to COVID-19 closure of arenas.

Service ImpactsBudget adjustments reflect reductions in revenue and changes to anticipated expenses associated with COVID-19. All Spectator VenueProgram activities and services are anticipated to continue.

Equity ImpactsNo material equity impacts to report as a result of this request.

MF - Office of Management & Finance DP Type ContingencyRequest Name: 10871 -607- COVID Impact Adjustments

168

City of Portland









Package DescriptionThis package creates an interagency for $50K between Facilities Services and the Office of the CAO for the $50K supplemental Councilsecurity funds added in the FY 2020-21 budget. The package also fixes the functional areas of the original load of the funding by CBO.

Service ImpactsApproval of this package will allow Facilities to expend the funds if needed during the course of the fiscal year.

Equity ImpactsNA

MF - Office of Management & Finance DP Type Technical AdjustmentsRequest Name: 10875 -CAO-Supplemental Security IA

169

City of Portland







Package DescriptionAdjustment to beginning fund balance and contingency to match the CAFR.

Service ImpactsNA

Equity ImpactsNA

MF - Office of Management & Finance DP Type New RevenueRequest Name: 10882 -607 - Fund Balance Adjustment

170

City of Portland






Package DescriptionSupport for fall/winter marketing campaign to increase downtown appeal as a destination for regional visitors, boost hotel bookings andassist economic recovery within the lodging, retail and hospitality industries. $150,000 grant to from the Spectator Venues and VisitorActivities Fund to Travel Portland to support a regional travel promotional campaign. Grant agreement required.

Service ImpactsThis is a one-time special investment in urgent recovery efforts. No ongoing City services are impacted. It will help bring visitors back todowntown businesses, institutions and hotels and generate much needed business in the greater downtown area. A specific goal of thisgrant is to increase room bookings at downtown hotels where business has been drastically impacted by COVID-19 and almost nightlydestructive demonstrations. The travel and tourism industry is a major component of the local economy. In 2019, visitors to Portland spent$5.6 billion, producing $277.8 million in state and local tax revenue. Under normal circumstances, the travel industry supports approximately37,000 jobs in the Portland area, generating $1.6 billion in employment earnings. This sector is under extreme stress in the currentenvironment and requires assistance to recover.

Equity ImpactsAlready suffering greatly from COVID-19 mandated closures, downtown businesses, especially retailers and hospitality-oriented enterpriseshave been inordinately impacted by the nightly often violent and destructive demonstrations. This funding will help support their recovery byencouraging visitors to return to downtown. There are no specific equity impacts of this work, although many BIPOC community-membersrely on the business activities in downtown for their livelihoods and will benefit directly or indirectly from recovery.

MF - Office of Management & Finance DP Type ContingencyRequest Name: 10883 -607 - Downtown Destination Marketing Campaign Grant

171

City of Portland






Package DescriptionProvides up to $1.5M in capital funding to complete the $9.8M acoustic enhancement project at the City’s Arlene Schnitzer Concert Hall.This project is funded from a variety of sources including substantial private donations. Funds will be repaid to the Spectator Fund whenVFTA-supported P’5 Renovation Bonds are issued at some point in the future (but not before 2024).

Service ImpactsFuture performers and attendees of concerts and performances at the Arlene Schnitzer Concert Hall will benefit from the completion of thisproject as the sound quality within the hall will be dramatically improved – not just for the best seats, but for all seats in the house. In addition,Portland’5 will be able to significantly reduce the time required to set up the shell for orchestra performances, making it possible to bookmore shows more closely together in the hall and increasing the opportunities for performers and event attendees in Portland.

Equity ImpactsNo material equity impacts to report as a result of this request.

MF - Office of Management & Finance DP Type ContingencyRequest Name: 10884 -607 - Metro Funding Advance

172

City of Portland






Personnel 0




Package DescriptionThis request is to transfer budgeted funds within the CAO's Office that were posted to the incorrect functional area.

Service ImpactsN/A

Equity ImpactsN/A

MF - Office of Management & Finance DP Type Technical AdjustmentsRequest Name: 10887 -CAO's Office - Functional Area Budget Transfers

173

City of Portland




Contingency -50,000


Package DescriptionGrant to Prosper Portland to increase downtown retail activity and assist economic recovery within the retail and hospitality industries.$50,000 grant from Spectator Venues and Visitor Activities Fund. Grant agreement required. Specifically, this grant will support the followingactivities:

- Marketing and Communications Campaign to highlight retailers through social media channels and a marketing campaign. Baselineactivities will include project management and development of new social media content for City of Portland, Mayor’s Office and ProsperPortland posting. Additional activities could include developing a new marketing and social media campaign and full coordination of this newcampaign with partner social media campaigns and communications.

- Pop Up Small Business Events & Activation events and interim use activities that provide community “catch-up” spaces and showcasebusinesses. Baseline activities will include project managing the coordination and connection between current Prosper Portland and Cityactivation activities underway in alignment with the marketing campaign (examples include Broadway Corridor interim use activities, MyPeople’s Market at the Oregon Convention Center, etc.). Additional activities could include project managing and coordinating subcontractsfor up to five new activation events disbursed seasonally (summer, holiday/winter, spring) during a one-year term.

- Community Based Events & Activation at key community business nodes and corridors in partnership with community-based organizations;other elements of the Build Back Better initiative (e.g., livability initiative related so houseless and social service provisions, downtown cleanup, etc.); and the Portland Bureau of Transportation Healthy Business and parking teams. Baseline activities will include advising on currentcommunity initiatives underway (examples include Old Town/Chinatown’s right of way and street activations) and fiscally supporting suchactivities. Additional activities could include project managing and coordinating subcontracts for up to five new activation events disbursedseasonally (summer, holiday/winter, spring) during a one-year term.

- Assessment and Longer-Term Recommendations to provide guidance and input to Prosper Portland, partner business association/chamberand community partners on stabilization and recovery phase initiatives to support downtown businesses.

Service ImpactsThis investment is intended to support downtown retail and hospitality industry recovery from the profound impacts of COVID-19 and threemonths of nightly protests and civil unrest. It does not directly impact ongoing City services but will allow Prosper Portland to augment andexpand currently planned economic-recovery activities.

Equity ImpactsAlready suffering greatly from COVID-19 mandated closures, downtown businesses, especially retailers and hospitality-oriented enterpriseshave been inordinately impacted by the nightly often violent and destructive demonstrations. This funding will help support their recovery byencouraging patrons to return to downtown. There are no specific equity impacts of this work, although many BIPOC community-membersrely on the business activities in downtown for their livelihoods and will benefit directly or indirectly from recovery.

MF - Office of Management & Finance DP Type ContingencyRequest Name: 10890 -607 - Downtown Retail Activation Marketing

174

City of Portland




Personnel 56,000



Package DescriptionThis package creates and interagency between Facilities and OMF Business Operations for Portland Building project work.

Service ImpactsApproving this interagency will allow OMF to complete a Portland Building Playbook with lessons learned from the Portland Building Project.It will also provide support for Portland Building change management.

Equity ImpactsNA

MF - Office of Management & Finance DP Type New RevenueRequest Name: 10913 -Bus Ops-Portland Building IA

175

City of Portland




Personnel 27,500



Package DescriptionThis request establishes an interagency agreement charge to the Office for Community Technology (OCT). OMF BusOps will continue toprovide budget, accounting, personnel and contract support until such time that OCT hires and trains staff internally. This IA is calculated ona period ending December 2020.

Service ImpactsThis package recognizes funding for service to OCT. Establishing this IA recognizes the cost of service support through December 2020.

Equity ImpactsThere are no material equity impacts as a result of this package.

MF - Office of Management & Finance DP Type New RevenueRequest Name: 10914 -OMF-BusOps IA with OCT

176

City of Portland






Package DescriptionThe purpose of this budget adjustment request is to establish and IA with the CAO’s Office for communications services to the PortlandBuilding reconstruction project in July-Sep 2020. These services include a lessons learned from the project analysis and assisting changemanagement. The project’s budget includes funding for this work.

Service ImpactsNone

Equity ImpactsNone

MF - Office of Management & Finance DP Type Technical AdjustmentsRequest Name: 10922 -Facilities-IA with Bus Ops for communications services

177

City of Portland







Package DescriptionThe purpose of this budget adjustment request is to make the funding of $50,000 of General Fund money for Council security an IA betweenFacilities Security program and the CAO’s Office. This will allow for the General Fund overhead and discretionary funding to remain in theCAO’s Office and the allow budget management to be in the Security program in Facilities Services.

Service ImpactsNone

Equity ImpactsNone

MF - Office of Management & Finance DP Type New RevenueRequest Name: 10923 -Facilities-Correct budget load for Council security

178

City of Portland







Package DescriptionThe purpose of this budget adjustment request is true up Facilities beginning fund balance to match actuals. The $2,705,782 increase will beappropriated in Contingency where some of it will be used for transfers in other Fall BMP requests to fund one-time items, like the carryoverof major maintenance projects.

Service ImpactsNone

Equity ImpactsNone

MF - Office of Management & Finance DP Type New RevenueRequest Name: 10924 -Facilities-True up beginning fund balance

179

City of Portland








Package DescriptionThe purpose of this budget adjustment request is to increase the IA’s with Civic Life and 311 for the one-time costs to move them into thePortland Building. This reflects the approach of the project which is that the project only covers moves for the tenants previously in thebuilding. The Portland Building reconstruction project is funding the cost of the build out. This has been estimated at $29,055 for Civic Lifeand $6,146 for 311. This is based on the estimate for the move and allocated based on quantity of employees moved.

Service ImpactsNone

Equity ImpactsNone

MF - Office of Management & Finance DP Type New RevenueRequest Name: 10925 -Facilities-Increase IAs for Portland Building moves

180

City of Portland




Debt Service -356,123



Package DescriptionThe purpose of this budget adjustment request is pass onto bureaus with office space in the Downtown Office Space Blended Rates programdebt service savings from the Portland Building reconstruction project and the Fourth and Montgomery construction project. We are at apoint where we can estimate savings for the projects. Savings in these projects mean reduced debt service payments and thereforereductions in the Downtown Office Space Blended Rate in FY 2020-21.

Service ImpactsNone

Equity ImpactsNone

MF - Office of Management & Finance DP Type New RevenueRequest Name: 10927 -Facilities-Reduce blended office rates for debt service savings

181

City of Portland




Contingency 575


Package DescriptionThis package adjusts the IA for Space Rent due to the revised blended rate.

Service ImpactsN/A

Equity ImpactsN/A

MF - Office of Management & Finance DP Type ContingencyRequest Name: 10929 -607 - Space Rent IA Adjustment

182

City of Portland




Capital Outlay 6,000,000


Debt Service 9,347,081



Miscellaneous 15,265,822

Package DescriptionThe purpose of this budget adjustment request is to budget for the last costs of the Portland Building reconstruction project. Duringpreparation of the FY 2020-21 budget it was not known how much of the project would be done in FY 2020-21.

This budget request has two components. First, it recognizes revenue from the sale of shares of the project to Water and BES. Water andBES are budgeting for this capital outlay in the Fall BMP too. This is used to pay their share of remaining project costs and retire BES’ shareof the original line of credit for the project that is still outstanding. Second, the project transfers appropriation from fund balance(contingency) for OMF’s share of remaining project costs.

Service ImpactsNone

Equity ImpactsNone

MF - Office of Management & Finance DP Type Other AdjustmentsRequest Name: 10931 -Facilities-Budget for last of Portland Building reconstruction project

183

City of Portland





Personnel 0

Package Description Cancelled

Service ImpactsNone

Equity ImpactsNone

MF - Office of Management & Finance DP Type Internal TransferRequest Name: 10934 -DAM-Transfer from EMS to PS for project manager

184

City of Portland




Personnel 55,664




Service ImpactsNA

Equity ImpactsNA


185

City of Portland






Personnel 18,615



Package DescriptionThis request creates an interagency between OMF Business Operations and the Hearings Office for administrative support for $18,615. TheHearings Office was reorganized from the Office of the City Auditor to the Office of Management and Finance during the Adopted phase ofthe FY 2020-21 Budget. Analysis of the Hearings Office performed by the City Auditor in conjunction with the City Budget Office estimatedthat budget, finance, personnel and other support services cost approximately $18K. This IA recognizes the estimated amount in aninteragency with OMF Business Operations. Analysis of the Hearings Office transition and overall support needs will continue through thefiscal year to gain a better understanding of Hearings Office operations and financial, personnel and other support needs.

Service ImpactsThis interagency agreement will allow the Hearings Office to receive administrative services from Business Operations.

Equity ImpactsN/A

MF - Office of Management & Finance DP Type New RevenueRequest Name: 10944 -BusOps - IA with Hearings Office

186

City of Portland







Package DescriptionThe purpose of this request is to true up the beginning fund balance to match the actuals. The $1,413,083 will be appropriated incontingency.

Service ImpactsNA

Equity ImpactsNA

MF - Office of Management & Finance DP Type New RevenueRequest Name: 10945 -CityFleet - True up beginning fund balance

187

City of Portland






Package DescriptionCityFleet is requesting $6,186,581 in appropriation carryover of FY 2019-20 projects. These funds represent the remaining balances for FY2019-20 replacement of vehicles and equipment.

Service ImpactsNA

Equity ImpactsNA

MF - Office of Management & Finance DP Type ContingencyRequest Name: 10948 -CItyFleet - Purchase Order Carryover for FY 2020 replacement projects

188

City of Portland





Personnel 168,749

Package DescriptionThis request is to move $168,749 in salary and COLA contingency funds budgeted for cost of living increase and health care increases.

Service ImpactsNA

Equity ImpactsNA

MF - Office of Management & Finance DP Type ContingencyRequest Name: 10950 -CityFleet - Salary Contingency

189

City of Portland



Package DescriptionBackground

The Homelessness and Urban Camping Impact Reduction Program (HUCIRP) has doubled its capacity over the past two years and is nowremoving roughly 550,000 pounds of garbage per month. The number of individuals experiencing unsheltered homelessness in Portland hasalso increased 36 percent in that time. While more affordable housing units are coming online, until the number of people experiencingunsheltered homelessness declines, the amount of garbage on the streets will continue to increase.

HUCIRP has a two-tiered intervention strategy –• Clean Start (CS PDX) – encampment risk assessment and regular trash removal• Rapid Response Bio Clean (RR) – high-risk encampment clean-up and biohazard removal

During the COVID-19 crisis, the City of Portland will not move encampments, per guidance issued from the CDC and the Multnomah CountyHealth Department. As a result, there is more material accumulating throughout the city. Without the ability to do full campsite cleanup, crewsmay not be able to remove debris in any given location; therefore increasing or augmenting cleanup crews may not achieve the intent of thisproposal.

Even with the interventions described above, until campsite cleanups resume – the presence of garbage in the public rights of way willcontinue to accumulate. Our crews are currently at many locations in the City everyday and they return to similar conditions the next day.

HUCIRP strongly recommends the use of CS PDX Carts in many parts of the City – especially in areas where normal daily activities andcommerce are inhibited by the presence of large encampments. While CS PDX Carts do not remove as much garbage in volume, they areable to respond quickly to areas where small amounts of garbage may prove problematic to a business owner, likely before it is evenreported (e.g. piles of trash near a sidewalk seating at a café, or biohazard near a business doorway). CS PDX Carts are not the same asClean & Safe Carts as they do not wake up or remove campers but do have the ability to dispose of biohazardous materials.

Request

HUCIRP is requesting $800,000 of funding for an increase in trash pick-up routes in the I-405 loop. Please see the attached a map of theI-405 Loop.

If this package is approved, Rapid Response (RR) Crews and Clean Start (CS PDX) Crews will operate Monday-Friday during standardbusiness hours. CS PDX Carts will operate four (4) ten (10) hour shifts that will be staggered throughout the week to allow for seven days aweek trash pickup services during daylight hours throughout the designated district.

While RR Crews and CS PDX Crews will continue responding to calls for service within the designated area, the funding increase wouldallow crews to go to known locations throughout each district every working day before a call for service is necessary to collect garbage/biohazardous materials. CS PDX Carts will follow designated routes but will place emphasis on areas considered high impact and will shiftthose routes as needed.

Funding proposedHUCIRP is requesting funding from two sources for this package. The first is repurposing $150,000 in the FY 2020-21 budget for a LivabilityProgram Coordinator position to enhance the City’s ability to sustainably reduce litter in the public right of way.

The second source of funding would be $650,000 of General Fund discretionary resources transferred to HUCIRP via a cash transfer to theFacilities Services Fund.

With the addition of 6 CS PDX Carts, 1 CS PDX Crew, and 1 RR Crew it is estimated we might pick up 31,315 more pounds of garbage perweek and respond to 950 more calls for biohazard cleanup.

Total Cost: $800,000/year

Service ImpactsSee package description.

Equity ImpactsNone

MF - Office of Management & Finance DP Type New GF RequestRequest Name: 10959 -HUCIRP-Increase trash pick-ups

190

City of Portland




External Materials and Services -477


Personnel -149,523





Fund Transfers - Revenue 650,000


191

City of Portland






General Fund Discretionary -7,468


Service ImpactsNA

Equity ImpactsNA


192

City of Portland




Contingency -7,853



Package DescriptionBTS requests to decrease their interagency services with CityFleet. This request matches their decrease.

Service Impacts

Equity Impacts

MF - Office of Management & Finance DP Type ContingencyRequest Name: 11000 -CityFleet - IA adjustment with BTS

193

City of Portland






Package DescriptionThe purpose of this budget adjustment request is to establish an IA with Procurement’s COEP for pilot obligations in FY 2020-21. Theresource is the Portland Building reconstruction project’s budget which has always included appropriation for this program. The funds in thisIA will be used to fund grants to assist D/M/W/ESB/SDVBE firms; grants to assist diverse workers; Prosper Portland’s and ProcurementServices’ costs incurred in drafting of Code and Administrative rules; and other activities related to the administration of the COEP.

Service ImpactsNone

Equity ImpactsNone

MF - Office of Management & Finance DP Type Internal TransferRequest Name: 11001 -Facilities-Establish IA with Procurement for COEP

194

City of Portland








Package DescriptionPolice Bureau requests to decrease their interagency with CityFleet services, including the decrease to replacement for the transfer ofTransit Police vehicles to TriMet.

Service Impacts

Equity Impacts

MF - Office of Management & Finance DP Type ContingencyRequest Name: 11002 -CityFleet - IA adjustment with Police

195

City of Portland







Package DescriptionFire Bureau requests to decrease their interagency for CityFleet services. This request matches their decrease.

Service ImpactsNA

Equity ImpactsNA

MF - Office of Management & Finance DP Type New RevenueRequest Name: 11003 -CityFleet - IA adjustment with Fire Bureau

196

City of Portland







Package DescriptionThe request is for the encumbrance carryforward for the Hearings Office Synergy contract and implementation of case managementsoftware. Implementation tasks are expected to conclude in FY 2020-21, after which time CMS expenditures licensing and maintenancecosts are expected to he funded from existing ongoing appropriation.

Service ImpactsThis request allows the Hearings Office to complete the implementation of the CMS software by Synergy.

Equity ImpactsNo relevant equity impacts to report with this request.

MF - Office of Management & Finance DP Type Encumbrance CarryoverRequest Name: 11009 -Hearings Office - Encumbrance Carryover

197

City of Portland






Interagency Revenue -1,389,288

Package DescriptionThe FY 2020-21 Adopted Budget eliminated the Transit Police program, which the City had administered for TriMet for the past two decades.Besides the Police Bureau’s staffing and command of Transit Police, an element of this activity was the provision of interagency services forthe program. The City will wind-down this program and transfer vehicles and other assets as is provided in the intergovernmental agreementwith TriMet by the end of December 2020. This package adjusts one-time and ongoing costs with the fleet services interagency accountsbetween CityFleet and the Police Bureau to reflect this action.

Service Impacts

Equity Impacts

MF - Office of Management & Finance DP Type ContingencyRequest Name: 11011 -CityFleet - Transit police vehicle transition

198

City of Portland





Personnel 165,884



Package Description

This request is for a permanent Community Safety Director to work with Public Safety Bureaus. This position is funded with interagencyrevenue from the Portland Police Bureau ($101,204), Portland Fire Bureau ($62,431), Bureau of Emergency Communications ($12,249), andthe Portland Emergency Management Bureau ($5,000) and is anticipated to be hired December 2020.

Service Impacts

The Community Safety Director, housed in the office of the CAO, will lead systemic change that will align public safety resources andsystems to improve services to, and outcomes for, the community. The position will be responsible for ensuring that the public safety bureausand commissioners-in-charge lead a coordinated and strategic effort to plan and implement community-driven policy reforms across thepublic safety system. Without this position, the City will continue to struggle to create meaningful systemwide changes that are responsive tothe community’s desires for safety

Equity Impacts

Calls for systematic change in public safety have been historic and unprecedented. BIPOC leaders, community members and Portlanders ingeneral are demanding a move away from our current policing model to a community centered safety model. After a comprehensivevisioning and strategic planning process, we will better understand the community needs and the data sets that will need to see improvementfor comprehensive equitable outcomes.

MF - Office of Management & Finance DP Type New RevenueRequest Name: 11026 -CAO - Community Safety Director

199

City of Portland




Capital Outlay 419,000

External Materials and Services -947



Package DescriptionParks Bureau requests to adjust their interagency for CityFleet services. This request matches their adjustment and includes their request for$359,000 in encumbrance carryover for new vehicles to support programs. Parks is requesting funding from Fiscal Year 2019-20 be carried over to the current fiscal year, encumbered for the purchase of newvehicles. Procurement of these vehicles was in-process at the end of the fiscal year, but not yet complete. These requests include vehiclesfor the following programs at PP&R – Park Rangers Division, Heavy Equipment, Urban Forestry, several Land Stewardship zone operations,and Community Gardens.

Service ImpactsNA

Equity ImpactsNA

MF - Office of Management & Finance DP Type New RevenueRequest Name: 11030 -CityFleet - IA adjustment with Parks

200

City of Portland







Package DescriptionThis is an encumbrance carryover request in the amount of $41,960 for PO #22259305 for the Turning Point Initiatives LLC Equity Trainingcontract. OMF Business Operations ended the fiscal year with a balance in excess of this request.

Service ImpactsFunding this encumbrance carryover request will allow OMF to complete the equity training courses. The training started in March 2020 andwill be completed this fiscal year. Funding does not exist within the External Materials and Services major object code to fund the trainingwithout this carryover.

Equity ImpactsThis encumbrance carryover will allow OMF to complete equity training. The equity training consisted of a 3 day equity training course alongwith continuing training for a subset of CAO Office employees.

MF - Office of Management & Finance DP Type Encumbrance CarryoverRequest Name: 11055 -Bus Ops-Encumbrance Carryover

201

City of Portland




Personnel 19,296



Package DescriptionThis request increases the Business Operations IA with the Revenue Bureau by $19,296. The personnel services major object code will beincreased to balance the request.

Service ImpactsThe interagency is being increased as a result of the Metro IGA which will generate an additional workload for OMF Business Operations.The funding will help cover the additional personnel time it will take to provide service to the Revenue Bureau.

Equity ImpactsNA

MF - Office of Management & Finance DP Type New RevenueRequest Name: 11057 -Bus Ops-Revenue Bureau IA Increase

202

City of Portland







Intergovernmental 20,000

Intergovernmental 0

Package DescriptionThe purpose of this budget adjustment request is to fund a one-time COVID-19 Citywide Health & Safety Guidelines Change Managementproject. The project includes:• A consultant contract with Hyphn Consulting• Trainings across Leadership, Implementation Partners (HRBP’s and Facility Managers), Managers/Supervisors, and Employees• Trainings for Working from a City Facility and Working Remotely • Collaboration with Citywide Workgroups, BHR training team, and Communications on supplemental documents, change management, andfacility implementation.The one-time funding is $30,000 from the Portland Building reconstruction project budget and $20,000 from CARES Act funding.

Service ImpactsNone

Equity ImpactsNone

MF - Office of Management & Finance DP Type Other AdjustmentsRequest Name: 11072 -Facilities - COVID-19 Citywide Health & Safety Guidelines Change Managemen

203

City of Portland




Contingency 70,537

Personnel -70,537

Package DescriptionThe purpose of this budget adjustment request is to correct the double budget for a contractor for the Genetech project. The amount of$70,537 is in Personnel Services and EMS. This adjustment removes the $70,537 in Personnel Services.

Service ImpactsNone

Equity ImpactsNone

MF - Office of Management & Finance DP Type Technical AdjustmentsRequest Name: 11076 -Facilities-Security-Remove double budget of contractor cost

204

City of Portland






Contingency 6,171



Package DescriptionThe purpose of this budget adjustment request is for DAM program to match blended rates space rent IA reductions as per OMF Facilities.

Service ImpactsNone

Equity ImpactsNone

MF - Office of Management & Finance DP Type Technical AdjustmentsRequest Name: 11080 -DAM-Match Space Rent Rate IA Reductions

205

City of Portland







Package DescriptionThis package requests an increase in the IA with Revenue for support Revenue needs as it implements collection of the Metro business tax.

Service ImpactsNone

Equity ImpactsNone

MF - Office of Management & Finance DP Type Technical AdjustmentsRequest Name: 11087 -Facilities - Increase IA with Revenue for Metro tax collection

206

City of Portland







Package DescriptionThis package corrects the way space rent was spread in the Revenue division.

Service ImpactsNone

Equity ImpactsNone

MF - Office of Management & Finance DP Type Technical AdjustmentsRequest Name: 11089 -Facilities - correct object for Revenue rent IA

207

City of Portland







Package DescriptionThis package increases the IA for work Facilities will do for BTS at the 911 Communications building at BTS' request.

Service Impactsnone

Equity Impactsnone

MF - Office of Management & Finance DP Type Technical AdjustmentsRequest Name: 11090 -Facilities - amend IA with BTS for project costs at 911 building

208

City of Portland







Personnel 0

Package DescriptionThis package requests budget for major maintenance projects. Facility Assessments were completed for OMF owned buildings. Theseassessments set the priority projects at each building. The assessments were not yet complete when the budget was adopted so budgetauthority was not requested at that time.

Service ImpactsThe projects funding is requested for are either funds carried over from the previous budget or life and safety issue projects. These projectswill reduce frequent service requests and allow employees to complete work safely.

Equity ImpactsNone known.

MF - Office of Management & Finance DP Type ContingencyRequest Name: 11094 -Facilities - Major Maintenance projects

209

City of Portland




Contingency 900,000



Package DescriptionThis request matches the increase with PBOT for CityFleet services.

Service Impacts

Equity Impacts

MF - Office of Management & Finance DP Type New RevenueRequest Name: 11100 -CityFleet - IA adjustment with PBOT

210



100 - General Fund-MFDR



Personnel 5,967,476 5,313,809 89.05%





All 3 major object code actuals were more than 10% below budget due to a slowdown in hiring and discretionaryspending starting in March as a result of COVID-19.

Revenue Discussion

The notable variances from budget are as follows: 1) The charitable campaign revenue was budgeted under Chargesfor Services but recorded under Miscellaneous; 2) Intergovernmental Revenue was from PDC for the BIOP programwhich has since been transferred out of OMF. Due to the small amount, it was unbudgeted; 3) The Fund Transferrevenue is for the Build Portland Program. The funding was not utilized in FY 2019-20 so OMF did not complete thecash transfer.




Intergovernmental 0 5,056



Miscellaneous 0 18,343


Fund Transfers - Revenue 100,000 0 0%

TOTAL REVENUES 7,518,712 4,191,058 55.74%

213



702 - CityFleet Operating Fund



Personnel 8,984,484 8,646,070 96.23%



Capital Outlay 26,198,886 16,777,310 64.04%

Debt Service 780,747 592,710 75.92%





CityFleet Capital Outlay was under spent due to the timing of the receipt of vehicles and equipment that are on orderare are carried over into the next fiscal year.

Revenue Discussion

Intergovernmental Revenues are under collected due to the unpredictability of customers' need for services. Auctionproceeds and interest revenues contribute to the higher amount in miscellaneous revenue.



Intergovernmental 1,319,424 733,744 55.61%

Miscellaneous 1,394,942 1,635,670 117.26%


Bond & Note Proceeds 7,019,663 3,436,705 48.96%


TOTAL REVENUES 73,953,026 44,869,310 60.67%

214



701 - Facilities Services Operating Fund



Personnel 7,038,306 5,522,106 78.46%



Capital Outlay 53,450,697 31,427,953 58.8%

Debt Service 19,107,846 9,159,435 47.94%





Personnel services - Personnel services were less than budget due to vacancies while positions were being filled,furloughs, and leaving some positions vacant.

IMS - Actual charges from BTS’ Strategic Technology group for the Portland Building reconstruction project and otherprojects were less than forecasted and this caused the IMS major object code to be under spent by more than 10%.

EMS and Capital - EMS and Capital were less than budget due to more costs for the Portland Building reconstructionand Fourth and Montgomery construction projects now being incurred in FY 2020-21 instead of FY 2019-20 asplanned. This BMP includes a budget adjustment request to re-budget these expenses. In addition, the fund did notcomplete as many major maintenance projects as planned.

Debt Retirement - Debt Retirement was less than planned due to BES’ decision to not fund until FY 2020-21 theirshare of the retirement of the line of credit originally set up for the Portland Building reconstruction project. This BMPincludes a budget adjustment request to re-budget this retirement.

Revenue Discussion





Miscellaneous 73,484,871 53,878,164 73.32%


Bond & Note Proceeds 12,012,540 8,495,883 70.73%

Fund Transfers - Revenue 11,318,918 11,318,918 100%


TOTAL REVENUES 177,774,725 108,363,052 60.96%

215



Charges for Services were less than budget due to reduced rent revenues at Union Station.

Intergovernmental Revenues were less than budget due to providing less campsite clean-up services than plannedto ODOT. This was impacted by reducing services for a period during a billing dispute.

Miscellaneous was less than planned due to revenue from the sale of shares in the Portland Building project to Waterand BES not being as high as forecast. This was the result of more costs now being incurred in FY 2020-21 thananticipated. Sale amounts were based on actual costs incurred through April 2020.

Bond and Note Sales were less than budget due to the Fourth and Montgomery project having slower spending thanplanned and did not have to tap into the line of credit set up for its final costs.

216



400 - BFRES Facilities GO Bond Construction Fund



Internal Materials and Services 586 586 100.01%

Capital Outlay 0 0


TOTAL EXPENDITURES 657,726 642,843 97.74%


No variance narrative is required. The cash transfer to the Fire Capital Fund closes out this fund after 22 years.

Revenue Discussion

Miscellaneous revenue for interest earnings were less than forecast due to the strategy to budget high to give thefund the flexibility to have plenty of appropriation for whatever the cash transfer to the Fire Capital Fund needed to beto close out the fund.



Miscellaneous 26,016 11,733 45.1%


TOTAL REVENUES 657,726 11,733 1.78%

217



403 - Public Safety GO Bond Fund



External Materials and Services 1,000 0 0%

Capital Outlay 0 0

Debt Service 1,499 1,499 100.03%


TOTAL EXPENDITURES 35,499 22,615 63.71%


The cash transfer to the Bonded Debt Redemption Fund to close out the fund was less than forecast due to interestearnings being less than planned. This transfer closes out this fund after 10 years.

Revenue Discussion

Miscellaneous revenue for interest earnings were less than forecast due to the strategy to budget high to give thefund the flexibility to have plenty of appropriation for whatever the cash transfer to the Fire Capital Fund needed to beto close out the fund.



Miscellaneous 12,521 8,026 64.1%


TOTAL REVENUES 35,499 8,026 22.61%

218



607 - Spectator Venues & Visitor Activities Fund



Personnel 501,867 413,416 82.38%



Capital Outlay 1,700,000 389,998 22.94%

Debt Service 3,442,375 3,442,374 100%





All expense categories were within budget appropriation.

Revenue Discussion

Although the COVID 19 outbreak curtailed some venue events, Charges for Services were 16 percent above budgetdue to favorable parking and user fees for the Trail Blazer games and concert events.

Miscellaneous revenues include interest earnings which exceeded the budgeted amount.





Miscellaneous 222,060 381,073 171.61%

Interagency Revenue 0 0


TOTAL REVENUES 23,704,825 9,669,138 40.79%

219

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