Committee hears detailed review of Portland Tennis Center: big demand, deferred maintenance and a possible USTA partnership

Portland Parks and Recreation presented an overview of the city’s municipal tennis program to the Arts and Economy Committee on Oct. 7, detailing strong local demand for courts, a backlog of deferred maintenance across outdoor courts and the Portland Tennis Center (PTC), and an ongoing discussion about a potential operations partnership with the United States Tennis Association (USTA) Pacific Northwest.

The key points: staff said there are more than 80,000 active tennis players in Portland and noted the city’s current court ratio is about one court per 7,708 active players. The PTC was described as a regional hub with 12 courts — eight in a building plus four courts inside an inflatable “bubble” structure used for year‑round play — and staff said indoor court demand substantially outpaces supply.

“Right now…we’re open earlier than 6 a.m. and stay open till almost 10 p.m., and we’re pretty much booked the entire time,” Mary Anne Thibault, sports management supervisor for the city of Portland, told the committee. Thibault detailed a tiered approach to outdoor court investment and said most outdoor courts are in poor condition and need significant reinvestment. She said a dedicated hard‑surface maintenance team would improve oversight of outdoor courts citywide.

Budget and funding: Thibault and recreation staff explained the PTC operates on modest earned revenue from passes and programs and relies on a general‑fund subsidy to remain affordable. In the committee exchange, Councilor Green referenced numbers staff presented, including a total operational budget figure described as “1.558” and a general‑fund/levy component around “about 642.” Staff clarified those amounts reflect a mix of earned revenue and general‑fund support and said the center tracks usage and adjusts programming to meet demand.

Deferred maintenance and facilities: staff said PTC’s main building dates to 1916, the inflatable bubble that houses four courts was installed in 2012 and has exceeded its typical lifespan, and the facility has experienced pipe bursts and other failures. Assistant staff described multiple recent bubble collapses during winter weather; staff said heaters are brought in to mitigate snow accumulation and that the lack of indoor heat in the bubble is a structural constraint. Suzanne Bishop of Portland Parks Alliance told the committee the city estimates replacing PTC’s roof and installing a new HVAC system would cost “over $5,000,000.”

Partnerships and grants: staff described ongoing partnerships with USTA, noting USTA grant dollars are used for surfacing and programming. The presentation and follow‑up discussion referenced $15,000 in annual grant awards that flow to a PTC trust fund; staff said recent trust‑fund uses included repairs and a new HVAC segment for the building and resurfacing the bubble courts. Staff said the council’s previously passed budget note asked the administration to explore deeper collaboration with USTA and that the city financial officer is expected to deliver a recommendation in November.

Equity and access: council members pressed staff about geographic disparities. Councilor Dunphy and others raised East Portland access issues and cited maps showing fewer courts east of I‑205, noting that many neighborhoods lack nearby courts and that some parks’ courts have no nets or need structural work. Staff described Project Connect and a sliding‑scale discount program that provides 25–90 percent discounts for people who qualify, as well as school partnerships and USTA‑led “Rec Tennis” summer programs used to reach more neighborhoods.

Public comment: two public commenters supported stronger partnership with USTA. Suzanne Bishop, representing the Portland Parks Alliance, said a USTA partnership could cover critical repairs and remove those costs from the city’s maintenance backlog. Adam Levy, who identified himself as a tennis player, urged the city to accept USTA’s proposal and described the partnership as “low‑hanging fruit” to close funding and operational gaps.

Next steps: staff said they will continue to explore public‑private partnerships, coordinate with the city administrator and CFO, and return with recommendations; the administration’s response to a council budget note and a CFO recommendation were discussed as upcoming steps.