Supporting Employees Through the Transition

Overview of the Plan

Portland’s form of government is changing 

A significant change in Portland’s form of government is underway. The city is moving to a new mayor-council structure with all bureaus reporting to a city administrator. The change to the city’s structure is part of a package of reforms Portland voters approved by passing ballot Measure 26-228 in November 2022. 

In November 2023, Portland City Council approved a new organizational structure to unify bureaus, programs, and services under the leadership of a city administrator. These changes associated to the transition to the new form of government are the focus of this plan.   

Why is it happening? And why now?

The change in the form of government is occurring because Portland voters approved the charter reforms to move to a structure envisioned to be more effective, accountable, and representative of the people of the city. 

Portland’s new structure must be in place by January 2025. Changing the structure of an organization the size of the City of Portland is complex and takes time. Planning and implementing changes to the necessary processes, systems, and operations will continue until the new form of government is in place and beyond. 

Scope and timeline of the change 

This plan describes the transition team’s approach to supporting people through the transition to the new organizational structure, roles, accountabilities, and operating norms. The plan goes through January 2025, when the new government structure is planned to become fully operational. Per City Council direction, aspects of the new government structure may begin functioning earlier than this time. 

Several decisions still need to be made to inform how the new structure is implemented. Plans will continue to evolve as decisions are made, and those decisions will inform future processes and decisions. 

Roles and partnerships 

The effects of the governance changes are far-reaching. No matter what a person’s role or type of work is at the city, each person will experience some effects from the change, though their experience will vary based on the team and bureau they are part of.  

People have different roles and responsibilities related to the change management efforts, including serving as: 

• People Managers
• Implementers
• Change Managers
• Transition Project Leads
• Decision-Makers 

The transition team is coordinating with implementation teams overseeing parallel areas of work occurring to implement the changes to the new form of government. The team is also enlisting support from colleagues in other departments and bureaus to guide implementation with subject matter expertise in supporting employees given the large scope and scale of the change management efforts. 

Goal, objectives, and approach 

The goal of the plan is for people from all levels of the organization to understand how the government structure is changing and have access to the information and resources they need to understand and effectively operate in the new structure.  

Objectives

• Inform and educate employees about the new form of government
• Increase connections between individuals and teams
• Strengthen organizational culture 

Approach

• Clear and effective communication
• Build trust through building relationships
• Invest in and develop knowledge and skills
• Embrace a mindset for growth and adaptibility 

The transition team has formed, and will continue to build, connections with colleagues with expertise and experience in supporting employees. This informal network will help advise the team and guide planning and implementation, including effective approaches and practices to reach and assist people of color, people with disabilities, people working in field offices and sites, people without access to city-issued computers and phones, and other people navigating through various levels of change. 

Deliverables and Workplan

Deliverables are in the categories of Employee Communications, Change Management Training and Resources, and Employee Support Opportunities, and include: 

Employee Communications 

• Employee-focused communications strategy with key messages
• Informational and educational video shorts/clips
• "Transition Updates" email newsletters from Office of the CAO 
• Quarterly employee townhalls  

Change Management Training and Resources

• Change management training 
• Change management online toolkit
• Leadership panels with jurisdictional peers 

Employee Support 

• Peer support network
• Employee appreciation events
• "Office hours" for teams and bureaus
• Peer learning and sharing opportunities 

Workplan: Key Activities and Timelines (as of 11/30/2023)

The transition team is responsible for project managing the planning, coordination, and implementation of the deliverables. The detailed workplan is contained in the full plan that outlines project leads, collaborators, actions, and timelines associated with these deliverables current as of November 2023. As further details are developed on each of the deliverables, and as implementation gets underway, the workplan will further evolve. 

Full Report and Appendixes

Read the full report.

Read the appendixes: