Parks and Recreation Bureau 2022 Audit Status Report

Information

We are tracking two audits and eight recommendations at the Parks Bureau.

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Elected-in-charge in 2022: Carmen Rubio
Bureau or Office Director: Adena Long

We are tracking two reports and eight recommendations

Audit topics include need-based financial aid for recreation programs and the financial stability of the golf program. Parks and Recreation has implemented two recommendations, two are in process, and four are not implemented. The Bureau did not implement any of the recommendations related to financial aid due to budget constraints. The Bureau should work with City Council to reconsider these recommendations which will increase access to recreation programs.

Highlight from Last Year

We recommended the golf program improve monitoring to ensure contract provisions were followed. The program continues to monitor the existing contracts while the request for proposal is being developed. Recent examples include identifying maintenance issues and repairing the driving range nets at Eastmoreland Golf Course and a pro-active removal of an underutilized deck at Colwood Golf Center.

To Do

We recommended that the golf program define the mission for golf in contracts and make operators accountable partners in that mission. Operators should share in both risks and rewards. In the spring of 2021, the program contracted with a consultant to develop a comprehensive solicitation for proposals. The scope of work includes research and financial assessment of the Golf Program and local market. Provisions in the request for proposals are intended to help define the new operating contracts.

Recreation Scholarships: Conflicting policy direction and communication barriers limit access

Report published March 1, 2018 | Follow-up report | Contact Bob MacKay

The Bureau of Parks & Recreation provides financial assistance to those eligible to help make recreation accessible to all Portlanders. Our 2018 audit found the City had contradictory goals to increase access to recreation services while also increasing fee revenues from recreation centers. This revenue pressure caused inequitable access to scholarships. Improved policies, dedicated funding, and better communication would help address the conflict and improve access to services for those eligible. While the Bureau of Parks & Recreation agreed with the original audit recommendations, it has not implemented them. Since the audit was released, the Bureau has changed directors and discovered a structural budget gap that may lead to significant reductions in recreation programs. These challenges will exacerbate the tension between access and cost recovery. This underscores the need for a clear policy and budget for scholarships.

On this audit there were four recommendations not implemented.

A bar graph showing four recommendations not implemented.

Portland Parks Golf: Changes needed to ensure long-term sustainability

Report published May 23, 2019| Follow-up report | Contact Bob MacKay

This is our second follow up on our 2019 report, Portland Parks Golf: Changes needed to ensure long-term sustainability. In that report, we found that although the golf fund was intended to be self-supporting, it required an additional $800,000 to remain solvent. With dwindling reserves, basic maintenance needs were being met, but a backlog of larger deferred projects increased at course facilities. We also found lax contract management. Two of four recommendations have not been implemented yet, and the golf program is addressing them with the help of a consultant. Full implementation is dependent on finalizing a contract for a comprehensive clubhouse operator, which is scheduled to be out for bid in mid-2022. The two remaining recommendations have been implemented.

On this audit there were two recommendations implemented, and two in process.

Not Implemented Recommendation Details

An image of a white exclamation point within a triangle on a blue background.

We recommended clarifying and updating the Bureau's scholarships policy and implement it consistently across centers. The Bureau's proposed policy revision had not been implemented. (Recreation Scholarships: Conflicting policy direction and communication barriers limit access)

We recommended budgeting for scholarships and establishing funding sources. The Bureau had not moved forward because of budget constraints. (Recreation Scholarships: Conflicting policy direction and communication barriers limit access)

We recommended reporting to the Council periodically on the cost and performance of the scholarship program. The Bureau had not implemented this because of budget constraints. (Recreation Scholarships: Conflicting policy direction and communication barriers limit access)

We recommended developing a strategic outreach plan for scholarship information that overcomes language and other barriers and is consistent with the budget and revised scholarship policies. The Bureau had not implemented this because of budget constraints. (Recreation Scholarships: Conflicting policy direction and communication barriers limit access)

In Process Recommendation Details

Icon of a hourglass on a blue background.

We recommended presenting alternative financial forecast scenarios to Council for direction on the future of the golf program. The golf program is working with a consultant to compile information, analyze the program’s financial future, and identify opportunities for programmatic improvement. The consultant will also provide support for the comprehensive golf clubhouse operator request for proposal, which was rescheduled for release in mid-2022. To help address its maintenance backlog, the program said it would develop a capital sub-fund for planning and tracking purposes. Recent strong performance of the fund has allowed the program to develop reserves to weather future downturns and begin creating a plan for capital improvements. (Portland Parks Golf: Changes needed to ensure long-term sustainability)

We recommended defining the mission for the golf program in contracts and making operators accountable partners in that mission. Operators should share in both risks and rewards. In the spring of 2021, the program contracted with a consultant to develop a comprehensive solicitation for proposals. The scope of work includes research and financial assessment of the Golf Program and local market. Provisions in the request for proposals are intended to help define the new operating contracts. (Portland Parks Golf: Changes needed to ensure long-term sustainability)

Implemented Recommendation Details

Icon of a white check mark on a blue background.

We recommended presenting contracts to City Council for approval and renewal. Parks asked Council to extend the management contracts for Heron Lakes and Colwood Golf Center to the fall of 2022. They now will expire at the same time as those for the Eastmoreland and Rose City Golf courses. The contract for the comprehensive clubhouse operator will cover clubhouses at all four eastside courses. (Portland Parks Golf: Changes needed to ensure long-term sustainability)

We recommended the golf program improve monitoring to ensure contract provisions were followed. The program continues to monitor the existing contracts while the request for proposal is being developed. Recent examples include identifying maintenance issues and repairing the driving range nets at Eastmoreland Golf Course and a pro-active removal of an underutilized deck at Colwood Golf Center. (Portland Parks Golf: Changes needed to ensure long-term sustainability)

Data Notes

At the end of every audit report, we issue a series of recommendations intended to make programs work even better. This report includes the status of Bureau recommendations since 2018, which was the beginning of our new follow-up process. We prepared it with a few audiences in mind:

City Council can use it to identify bureaus that may need additional resources or support in order to implement recommendations.
Bureau directors can use it to assess bureau performance and to determine if any changes in policy or procedure are necessary.
Bureau management and staff can use it to track recommendation status across audits to develop work plans and priorities.
General public can use it to monitor the status of recommendations related to topics of interest and to compare performance across bureaus.

This report includes recommendation status as of December 31, 2022.

Translated reports

Most reports are available in four languages: Spanish, Vietnamese, Chinese, and Russian. We are translating new reports as they’re released, but older reports may not be available in a language other than English. If you would like to request a translated version of a report, please contact KC Jones.

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